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August 21, 2023

only protects the citizens and properties of Foster City, but also maintains FEMA accreditation.

Scheduled for completion in January 2024, the improved levee system increases the protection afforded from sea level rise while simultaneously making the levee system more resistant to earthquake damage. Figure S-7 identifies a worst-case scenario of 9 feet of sea level rise along the San Francisco Bay shoreline (It should be noted that this map reflects hazard areas based on levee height before the Foster City Levee Project has been completed).

GOAL S-6: A COMMUNITY PREPARED FOR FUTURE CLIMATE-RELATED IMPACTS.

Policies / Implementation Actions
S-6.1 Prepare adaptation strategies that address sea level rise and other climate changeinduced events. a. Incorporate consideration of sea level rise into the development review and infrastructure planning processes, including response strategies that increase resilience to mid-century sea level rise risks for both new and existing development.

S-6.2 Collaborate with local, regional, state, and/or federal jurisdictions and agencies on climate resiliency and adaptation strategies.
a. Develop a climate resiliency plan that integrates and builds upon the strategies identified in City, County, and regional climate action/adaptation efforts. b. Monitor climate change-related effects with local, regional, state, and/or federal partners to provide information about the effectiveness of existing infrastructure and programs. c. Coordinate with regional, state, and federal agencies to monitor the indicators and impacts of climate change.
d. Monitor and integrate the findings of the following plans into the General Plan to maintain up-to-date information on climate adaptation resiliency:
• The San Mateo County Sea Level Rise Vulnerability Assessment • The San Mateo County Multi-Jurisdictional Hazard Mitigation Plan • The San Mateo County Climate Action Plan – Climate Change Vulnerability Assessment
• The Foster City Climate Action Plan

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FIGURE S-7: SEA LEVEL RISE IN FOSTER CITY

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APPENDIX
A. AB 747 EMERGENCY EVACUATION ASSESSMENT

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345 California Street | Suite 450 | San Francisco, CA 94104 | (415) 348-0300 | Fax (415) 773-1790 www.fehrandpeers.com
Draft Memorandum
Date: February 27, 2023
To: Marlene Subhashini and Thai-Chau Le, City of Foster City From: Mike Hawkins and Terence Zhao, Fehr & Peers
Subject: Foster City AB 747 Emergency Evacuation Assessment SF22-1249
Fehr & Peers has completed a general, programmatic assessment of emergency evacuation routes for the City of Foster City. This assessment is consistent with Assembly Bill 747 (AB 747) requirements. AB 747 is a recently adopted piece of state legislation relating to emergency access.

It requires that the safety element be reviewed and updated to identify evacuation routes and their capacity, safety, and viability under a range of emergency scenarios. This is a requirement for all safety elements or updates to a Local Hazard Mitigation Plan (LMHP) completed after January of 2022.

This document is intended to provide an assessment of roadway capacity under a representative scenario of reasonably foreseeable evacuation conditions and should not be considered an evacuation plan. Please note that emergency evacuation can occur due to any number of events, that emergency events requiring evacuation are inherently unpredictable by nature, as is individual behavior related to evacuation events. For example, driver behavior can be disorderly; evacuation progress can proceed in a nonlinear fashion (for example, it is anticipated that evacuees would vacate at a rate that more closely resembles a bell curve from the time that the evacuation order is issued); and there is general unpredictability in operational issues, such as power issues that would trigger traffic signals to operate in “red flash mode” in which traffic would need to proceed through intersections in an all-way stop configuration. These are conditions which would affect the total evacuation time estimated in our assessment that are beyond the scope of our assessment. The City should develop evacuation contingency plans for other scenarios not described in this study.

As such, this assessment is intended to provide the City with a broad understanding of the capacity of the transportation system during an evacuation scenario; it does not provide a guarantee that evacuations will follow modeling that is used for analysis purposes, nor can it

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guarantee that the findings are applicable to any or all situations. This document may be used to highlight where City staff may want to focus specific efforts to improve evacuation efficiency, such as through the recommendations provided in “Strategies to Reduce Evacuation Times”.

Moreover, as emergency evacuation assessment is an emerging field, there is no established standard methodology. We have adopted existing methodologies in transportation planning that, in our knowledge and experience, we believe are the most appropriate within the limits presented by the tools and data available and the budgetary and time constraints in our scope of work, and by the current knowledge and state of the practice.

While this assessment should help the City better prepare for hazard-related events and the associated evacuations, the City should take care in planning for any potential evacuation scenario. Fehr & Peers cannot and does not guarantee the efficacy of any of the information used from this assessment as such would be beyond our professional duty and capability. We would be happy to conduct additional analyses in further detail, analyze different scenarios, or employ other methodologies, if desired.

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ExecutiveSummary
Given the inherent uncertainty associated with any evacuation scenario, emergency evacuation assessments must rely on representative evacuation scenarios developed from available studies and input from hazard experts. For the purposes of this analysis, a flooding event resulting from a failure at the Lower Crystal Springs Dam was selected as the representative evacuation scenario for this Emergency Evacuation Assessment. This event was selected based on the 2021 San Mateo Multi-Jurisdictional Local Hazard Mitigation Plan (LHMP)1and discussions with Foster City’s emergency service providers because it includes several general features that are associated with a range of reasonably foreseeable evacuation scenarios.

This evacuation assessment is provided for two representative time periods: weekday night and weekday midday conditions. This provides information about evacuation conditions when the most residents are in Foster City (weekday night) and when the most workers are in Foster City (weekday midday) to provide a range of representative scenarios that Foster City can use to inform evacuation planning.

Foster City has a limited number of roadways that provide access in and out of the City and the total capacity for available evacuation routes is estimated to be just over 17,000 vehicles per hour.

This representative scenario would require a full citywide evacuation, with different areas and evacuation routes becoming inaccessible between 1.5 and 6 hours. This study compares the cumulative evacuation vehicle demand to the available capacity of egress routes until the time that the evacuation routes are no longer passable. All evacuation links are assumed to be inaccessible after three hours, resulting in a total evacuation capacity of 36,125 vehicles. The total future evacuation demand under these representative scenarios, including the build out of the current General Plan and 2023-2031 Housing Element, would range from 32,738 – 35,791 vehicles. These vehicle demand estimates rely on conservative assumptions, such as that all households will evacuate all vehicles rather than leaving some behind, no residents or employees shelter in-place, and that 100 percent of employees drive alone and will evacuate alone in their own vehicle. Therefore, under this representative scenario, the roadway capacity would be adequate to accommodate the anticipated future vehicle demand. This memorandum presents a range of strategies that the City can take to increase the capacity of roadways (supply-side strategies) and reduce the vehicular demand to prepare for the range of evacuation scenarios that could arise.

1 https://www.smcgov.org/media/53476/download?inline=

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RepresentativeEvacuation
Scenario
Fehr & Peers and City staff worked together to identify evacuation scenarios appropriate for analysis in this context. The four highest risk categories for Foster City in the 2021 San Mateo LHMP, in order, are (1) Sea Level Rise/Climate Change, (2) Flooding, (3) Dam Failure, and (4) Earthquake. For the purposes of this analysis, a flooding event resulting from a failure at the Lower Crystal Springs Dam, located west of Foster City, was selected as the representative evacuation scenario for this Emergency Evacuation Assessment. This event was selected based on the LHMP and discussions with Foster City’s emergency service providers because it includes several general features that are associated with a range of reasonably foreseeable evacuation scenarios:
 A high-risk scenario identified in the LHMP (per Table 9-12 of the LHMP) that would necessitate citywide evacuations, as opposed to a “shelter in place” response.  A clear outcome that could be modeled based on available studies.  The closure of several evacuation roadways and a change to roadway capacity over time, thus requiring emergency operators and the public to adapt to evolving circumstances.

As a result, the following scenarios were considered but ultimately not selected as the basis of this analysis because they would result in reduced evacuation traffic levels:
 A major earthquake event, considered independently of any major infrastructure failure, which was rejected as the default emergency response is to “shelter in place.”  A major earthquake event leading to major infrastructure failure, which was rejected as failure of infrastructure in the wake of an earthquake is unpredictable and results in similar outcomes (e.g., closure of evacuation routes and changing conditions over time), whereas a comparable scenario – the failure of the Lower Crystal Springs Dam – was considered a more defined scenario.
 Sea-level rise or other major inundation resulting from seawater, which was considered to be comparatively less likely given the City’s recent efforts to make its coastline more resilient.
 A gas-related leak or explosion, which was ruled out due to the limited geographic nature of such events, as any such event would likely only require parts of the City to be evacuated.  Wildfire, which is considered to be a low risk for the City of Foster City in the 2021 San

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Mateo Multijurisdictional Local Hazard Mitigation Plan.

While the remainder of this analysis is based on assumptions associated with the representative scenario, the features of this representative scenario could apply to a wide range of evacuation scenarios, including other high-risk scenarios identified in the LHMP. Emergency scenarios that require evacuation are inherently difficult to predict and it is plausible that any number of scenarios may cause the need for an evacuation of part of or all of Foster City. It is also plausible that some combination of emergencies could occur that would put further strain on the transportation network. For example, an earthquake could cause a dam failure. For more information on other emergency scenarios, see the 2021 San Mateo LHMP. The recommendations presented in the “Strategies to Reduce Evacuation Times” are meant to help the City plan for a range of potential evacuation scenarios to increase the capacity of roadways during an evacuation (supply-side strategies) and reduce the vehicular demand.

The representative scenario is specifically defined as the results of inundation modeling by the San Francisco Public Utilities Commission, which operates the Dam, as part of its Lower Crystal Springs Dam Safety Program. This modeling is required by the California Department of Water Resources (DWR) under California Water Code section 6161, and the modeling results may be accessed via the DWR’s website, under its Division of Safety of Dams (DSOD). While these inundation modeling results form the basis of the characteristics of the representative evacuation scenario, especially relating to the precise depth and movement of floodwater on the evacuation routes, the main assumptions of this scenario definition are generally summarized as follows:
 The Dam is assumed to fail on a sunny day.
 The floodwater that will impact Foster City will have flowed westward from the bayfront parts of the City of San Mateo, with floodwater reaching the western boundaries of Foster City between 1.5 and 2 hours after the initial failure of the Dam.  The time at which the floodwater will reach other parts of Foster City varies – generally speaking, the areas lying west of Central Lake will see flooding by 3 to 4 hours following the initial failure of the Dam, while those areas lying east of Central Lake will see flooding by 5 to 6 hours following the initial failure of the Dam.  The amount of floodwater expected to be present in Foster City varies by locations, with maximum flood depths ranging from less than 1ft in some areas to over 8ft in others.

However, virtually all locations within Foster City are expected to be inundated in some fashion.
 Two evacuation time periods are used for the dam failure and flood scenario: weekday night and weekday midday conditions.

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Although “shelter in place” is usually feasible for many emergency scenarios, such as floods or earthquakes, this evacuation analysis assumes a citywide evacuation to represent a true “stress test” of the City’s evacuation routes under the largest evacuation event with the highest demand for capacity possible. Therefore, no “shelter in place” is assumed, and all residents, employees and visitors are the subject of the evacuation order.

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EvacuationCapacity andDemand
Evacuation assessment is an emerging field, and there is no established standard methodology.

We have adopted a methodology in transportation planning that, in our knowledge and experience, we believe is the most appropriate. First we estimate the available capacity of egress routes until the time that they are no longer passable due to flooding (about 3 hours). Then we estimate the cumulative evacuation vehicle demand over that time period, and compare the two.

We have completed this analysis for two time periods for future plus Housing Element 2023-2031 conditions. Finally, we break the data down by Traffic Analysis Zone (TAZ) and by time to inundation. A TAZ is an area delineated by local transportation officials for tabulating land use and traffic-related data in travel demand models, usually consisting of one or more census blocks, block groups, or census tracts.

Evacuation Roadways and Capacities
Foster City has a limited number of roadways that provide access in and out of the City. They are listed in Table 1 alongside their capacities. The capacities, which are also used for this analysis, are based on those found in the C/CAG-VTA Travel Demand Model (the “Model”), last updated in 2020. Note that under a dam failure/flooding scenario, US 101 north of SR 92 is forecast to be flooded, requiring that the California Highway Patrol (CHP) divert traffic on US 101 north and south of Foster City to other routes (e.g., northbound US 101 to westbound SR 92 to I-280). The flooding across US 101 north of Foster City would also require that through trips on SR 92 would be diverted (e.g., eastbound trips on SR 92 to southbound US 101) or stopped (e.g., westbound trips on SR 92 stopped at the toll plaza). As through traffic would be stopped on SR 92 after evacuation orders are given due to the dam failure and flooding, the full capacity of SR 92 would be available for outbound Foster City evacuees under this scenario. This capacity analysis does not include use of any contra-flow lanes for outbound evacuees as inbound lanes may be needed for emergency vehicle access to supplement first responders located within Foster City.

It is expected that all of these roadways will become inaccessible at some point, which is represented by the floodwater advancement in the representative scenario. Table 1 lists the estimated time for this to occur for each roadway. Table 2 lists the estimated total amount of evacuation capacity available before all links become inaccessible. While the assumptions included in Tables 1 and 2 are based on the representative scenario as previously described, it is possible that other combinations of roadways may have reduced capacity or may be inaccessible under a range of emergency scenarios. For example, an earthquake could cause the San Mateo Bridge to be unusable. Therefore, the representative scenario presents information about evolving roadway capacities over time that can be used for a range of evacuation scenarios.

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Table 1: Evacuation Roadways and Capacities
Evacuation Roadway Capacity
(vehicles/hour)
Expected Inundation Time
(hours after initial dam failure)
Fashion Island Blvd 900 1 to 1.5
State Route 92 westbound 7,600 2 to 3 (access ramps)
State Route 92 eastbound 5,850 3 to 3.5 (Metro Center Blvd/Foster City Blvd ramps) 2 to 3 (all other access ramps)
Hillsdale Blvd 2,700 2 to 3
Links Total 17,050 All links inaccessible 3 hours after event Table 2: Evacuation Capacity Over Time
Hours After Initial
Dam Failure
Capacity
(vehicles) Notes
0 - 1 17,050 All roadways are available during this timeframe 1 - 2 16,150 Fashion Island Blvd not available during this timeframe 2 – 3 2,925
During this timeframe, only State Route 92 eastbound will likely be available via the Metro Center Blvd/Foster City Blvd ramps – the throughput is assumed to be at 50% of mainline capacity Total Capacity 36,125 All links inaccessible 3 hours after event East Third Avenue is a major arterial in the north of Foster City. However, flood modeling indicates that it is among the first locations within Foster City to be inaccessible, and it leads directly to areas that are modelled to be fully inaccessible before Foster City. Therefore, it is not available for evacuation use under this scenario.

Furthermore, the capacities of State Route 92 as shown represent their mainline capacities, and this analysis will assume that measures can be in place to manage and maximize traffic flow at ramps onto State Route 92 so that evacuation traffic can take full advantage of the full mainline capacities.

Evacuation Demand
The number of residents, anticipated vehicle ownership per household, and employees in Foster City were referenced to estimate the number of vehicles that would need to evacuate.

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Residential and Employment Populations
Table 3 summarizes land use information at the TAZ level for all TAZs within Foster City using information for number of households and residents as well as number of employees found in the Cumulative (2040) scenario of the Model which has been adjusted to account for residential growth associated with the Housing Element 2023-2031. These numbers represent the best approximation of Foster City’s future residential and employment populations, accounting for new developments, including a full build-out of developments contained within its General Plan and Housing Element 2023-2031 sites. The land use information from the Existing (2020) scenario of the Model are also shown in Table 3 for reference and comparison, but they are not used as part of this analysis.

Evacuation Vehicle Demand
Table 4 summarizes census data from the 2016-2020 American Community Survey (ACS) 5-Year data on household vehicle ownership for Foster City census tracts. As shown, the vast majority of households in Foster City own either one or two vehicles, and that the total number of vehicles owned by households within Foster City averages to just under two vehicles per household.

Table 3: Residential and Employment Populations
TAZ
Cumulative (2040) Model Scenario Including
Housing Element Existing (2020) Model Scenario
Total
Households
Total
Population
Total
Employment
Total
Households
Total
Population
Total
Employment
1654 56 144 10,668 48 110 6,543
1612 3,412 8,065 1,370 889 1,995 839
1655 1,777 4,212 9,078 1,178 2,494 5,563
1966 1,295 3,106 296 977 2,550 182
1970 2,115 4,843 447 1,539 3,589 458
1971 1,386 3,957 473 1,380 3,590 218
1972 869 2,599 716 887 2,667 477
1973 3,602 8,581 455 1,535 4,147 224
1541 80 189 1,451 2 5 890
1967 1,420 4,087 999 1,342 3,691 818
1968 1,573 4,154 298 1,309 3,630 258
1969 1,827 4,560 263 1,352 3,463 337
Total 19,412 48,496 26,514 12,438 31,931 16,807
Source: C/CAG-VTA Model, 2020

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Table 4: Household Vehicle Ownership
Census Tract 0 vehicle 1 vehicle 2 vehicles 3 vehicles 4 or more vehicles Sum 6081608001 31 579 561 126 65 1,362
6081608002 16 369 613 247 62 1,307
6081608013 45 356 745 139 74 1,359
6081608023 20 162 414 85 119 800
6081608024 62 372 488 141 120 1,183
6081608025 208 1,006 887 144 30 2,275
6081608100 92 324 605 190 103 1,314
6081608200 42 386 616 243 87 1,374
6081608300 59 416 487 225 82 1,269
Total Households 575 3,970 5,416 1,540 742 12,243
% of Households 5% 32% 44% 13% 6% -
Total Vehicles 0 3,970 10,832 4,620 2,968 22,390
Average Vehicles per Household 1.83
Source : 2016-2020 ACS 5-year data
Evacuation Demand Assumptions
This section synthesizes population and vehicle ownership assumptions to calculate total vehicle demand according to the timing of evacuations, roughly broken into two evacuation possibilities.

Weekday Night
The first time period is an evacuation occurring during the late night hours on a weeknight, when it is assumed that the employment population will be mostly absent, but the entire residential population will be present. While the majority of employment in Foster City is office/life science employment, we assume that ten percent of retail employment is working an overnight shift and would all need to evacuate. Residential assumptions are the most conservative possible: it assumes that every household in Foster City is occupied and will take every vehicle they own with them as part of the evacuation.

As the total numbers of residents and households used for this analysis are estimated 2040 land use forecasts from the C/CAG Model, they are larger than the Census vehicle ownership data that is based on current population numbers. To identify total auto ownership levels for 2040, the proportional allocation of households by vehicle ownership levels in the census data are applied to the model population figures using the current percentage distribution of household vehicle ownership. This calculation is shown in Table 5.

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Table 5: Household Vehicle Ownership for Model Cumulative (2040) Scenario Scenario 0
vehicle
1 vehicle
2 vehicles
3 vehicles
4 or more
vehicles Sum
Total Households
(Census figures) 575 3,970 5,416 1,540 742 12,243
% Breakdown of Households by
Vehicle Ownership 5% 32% 44% 13% 6% -
Households by Vehicle Ownership
(extrapolated Using Census
Household vehicle ownership
breakdowns and household figures
from Model Cumulative scenario)
912 6,295 8,587 2,442 1,176 19,412
Total Vehicles
(Model Cumulative scenario) 0 6,295 17,175 7,325 4,706 35,501 Source: 2016-2020 ACS 5-year data, C/CAG-VTA Model
Weekday Midday
The second time period is an evacuation occurring in the middle of a workday, when the residential population of Foster City is much smaller than during a weekday night as residents are outside Foster City at their jobs or for other reasons, but the employment population would be present in full numbers. For this analysis, two population profiles for an evacuation of this type are considered:
 The first population profile is the more conservative –at time of evacuation, 100 percent of the employment population will be present at work, and 100 percent of those workers will have driven alone to work in their personal vehicle and evacuate with that vehicle; a number of Foster City residents are at home at the time of evacuation – specifically, 25 percent of the total residential evacuation demand will also be present.  The second population profile has a slightly lower evacuation profile that is more consistent with home-based-work mode share profiles for Foster City employee commutes, but still conservative – 100 percent of workers are at their local place of work, but 90 percent are auto drivers – that is, 10 percent of workers will have either been part of a carpool or used some other means of getting to work.

Table 6 shows a summary of estimated evacuation demand for each of the time periods analyzed and for the two weekday population profiles. It also groups the TAZs by approximate inundation time based on the dam inundation mapping by the San Francisco Public Utilities Commission.

Capacities of outbound roadway links, as presented in Table 1, are replicated for reference and

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comparison. As shown, the evacuation demand (32,738 – 35,791) is lower than the evacuation capacity (36,125) in all three sets of assumptions.

Table 6: Summary of Estimated Evacuation Demand
TAZ
Expected
Inundation
(hours after
initial dam
failure)
Total
Households
Total
Population
Total
Employment
Weekday
Night
Weekday
Midday - All
Employees
Drive Alone
Weekday
Midday -
90% of
Employees
Drive Alone
1654 2 56 144 10,668 192 10,694 9,627
1655 3 1,777 4,212 9,078 3,355 9,890 8,983
1966 3 1,295 3,106 296 2,369 888 858
1541 3 80 189 1,451 161 1,488 1,342
1612 3+ 3,412 8,065 1,370 6,241 2,930 2,793
1972 3+ 869 2,599 716 1,614 1,113 1,042
1968 3+ 1,573 4,154 298 2,880 1,017 987
1970 3+ 2,115 4,843 447 3,877 1,414 1,369
1971 3+ 1,386 3,957 473 2,551 1,107 1,059
1973 3+ 3,602 8,581 455 6,601 2,102 2,056
1967 3+ 1,420 4,087 999 2,605 1,648 1,548
1969 3+ 1,827 4,560 263 3,344 1,098 1,072
Total for areas
inaccessible by hour
2 56 144 10,668 192 10,694 9,627
Total for areas
inaccessible by hour
3 3,152 7,507 10,825 5,885 12,266 11,184
Total for areas not
inaccessible by hour
3 16,204 40,845 5,021 29,714 12,429 11,927
Total 19,412 48,496 26,514 35,791 35,389 32,738

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PotentialFutureEvacuation
Planning
As the total evacuation demand levels for a full city-wide evacuation under a dam failure/flood scenario during two time periods are near capacity levels, it is recommended that the City of Foster City and the San Mateo Consolidated Fire Department, Office of Emergency Services continue to collaborate with the San Mateo County Department of Emergency Management (SMC DEM) to create a Working Group of interagency partners to develop a detailed Evacuation Plan to address a citywide evacuation. It is anticipated that interagency partners may include City staff, SMC DEM staff, the San Mateo Consolidated Fire Department, the San Mateo County Sheriff, and other agency staff that would have evacuation or traffic control responsibilities. Potential elements of a citywide evacuation plan may include respective agency evacuation responsibilities, improved communication systems/technology, advanced warning systems, identification of residents without vehicles that are in need of evacuation assistance, evacuation plans for schools and senior residential facilities, office/life science employee daytime evacuation notification and management strategies, scenario planning, strategies to reduce evacuation times, multi-city evacuation coordination strategies, early evacuation notification areas, local traffic management strategies, vehicle crash emergency clearance crews, and/or local evacuation shelters/centers for hazards where shelter-in-place is called for.

The following provides additional context for evacuation planning considerations.

Evacuees Without Access to a Vehicle
As shown in Table 4, five percent of all households residing in Foster City do not own a vehicle.

While this number may be a useful proxy for the number of evacuees likely to need assistance evacuating, the number may be higher depending on the specific timing of the evacuation. For example, in a workday evacuation, it is likely that a number of workers in Foster City will have gotten to work without driving their own vehicle and need transportation; if the evacuation occurs during the school day, it is likely that many schoolchildren will need transportation even if they are theoretically part of households that have vehicles available, as it would be difficult and inadvisable to attempt to have them picked up.

The City may want to consider a program that ensures a more accurate estimate of the number of individuals needing assistance, and that there are programs in place to ensure that there is transportation options available for those who need them. Examples of programs that the City can implement include:

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 Encourage establishing carpool arrangements between neighbors to provide rides during evacuation situations through education and existing tools such as ZoneHaven or Nextdoor  Establish plans for evacuation of areas with concentrated vulnerable populations, such as senior centers and schools, to designated evacuation centers  Coordinate plans to commit public transportation vehicles, school buses, and other shuttle vehicles (such as employer-offered shuttle buses) to providing transportation for evacuees needing assistance
Evacuation on Other Modes
Individuals who are able and willing to evacuate on foot, using bicycles, or other modes should be encouraged to do so using sidewalks and trails.

There are several pedestrian/bicycle paths that are available for residents to evacuate Foster City without using the major vehicle evacuation paths. These paths include a footbridge across the O’Neil Slough in the south end of Foster City, at Egress bridge, at the base of the Marina Lagoon, at Wheelhouse Lane near Sea Cloud Park, and along portions of the Bay Trail. These paths provides access for nonmotorized modes to Clipper Drive, Concourse Place, and Island Parkway in Belmont and Redwood City. Nearby residents should be notified of the existence of this link and instructed on its use, and anyone able and willing to use this route should be welcome to.

Stranded Evacuees
In preparation of the unfortunate situation where it is not possible to evacuate everyone from within Foster City prior to all roadways being inaccessible, the City should develop clear protocol and guidance for stranded individuals that provide alternative ways to safety. The City should consider doing the following:
 Identify taller buildings in which individuals can seek refuge in higher floors; proactively identify which buildings are most likely to be safest in the event of an emergency  Investigate the possibility of temporarily sheltering stranded individuals in boats These considerations should be made in light of the fact that there is likely to be a non-negligible period of time in which all land routes into Foster City are impassable for emergency response vehicles.

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Strategies toReduceEvacuation
Times
As a target for further investigation and study to strengthen its evacuation readiness, there are a number of potential measures and efforts the City can undertake that may reduce evacuation times, which can be categorized into supply-side and demand-side strategies.

Supply‐side Strategies
Supply-side strategies focus on managing and increasing the supply for evacuation capacity – that is, increasing the amount of evacuation vehicle throughput.

Additional Evacuation Routes
All of Foster City’s roadway links to areas beyond its boundaries are located within its northern third: there are no external links south of Hillsdale Boulevard or east of the Foster City Boulevard on-ramps for State Route 92. Large swathes of Foster City, namely its entire southeastern half, must drive across town to reach an evacuation gateway.

These concerns surrounding evacuation should be part of any future considerations by the City to create additional roadways and bridges, especially in the southeast parts of Foster City, which is the farthest from the evacuation routes. For example, the potential Edgewater Boulevard – Island Drive bridge that would connect Foster City with Redwood Shores could provide an additional evacuation route in the southeast of Foster City.

Roadway Capacity Management
Another key area of concern is maintaining an acceptable standard of roadway operations to ensure that the evacuation capacity of the roadway network is not degraded.

First and foremost, the City should make every effort to coordinate with emergency responders across agencies to ensure the availability of personnel to direct traffic. Presence of personnel can enable such capacity-boosting measures as directing vehicles to use contraflow lanes or shoulders to maximize throughput where possible.

In particular, the ramps onto State Route 92 should be a particular point of emphasis. The mainline lanes of the highway have high capacity and can allow large numbers of vehicles to evacuate so long as the on-ramps to the highway do not become bottlenecks. The presence of personnel can help maximize ramp capacities by guiding evacuating vehicles to form multiple

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lanes on on-ramps, using shoulders as necessary, and by helping direct traffic to facilitate smoother merges from the on-ramps onto the mainline lanes for the large volumes of traffic.

Moreover, having on-scene personnel who can respond to ongoing conditions – such as potential signal failures, hazardous roadway conditions, or changes in routing in real time is also a crucial asset in an inherently unpredictable situation.

Other Supply-Side Strategies
Other supply-side strategies to consider can include:
 Create a plan for clearing disaster-induced roadway hazards along key evacuation routes  Work with Caltrans and other regional agencies to investigate limiting accessibility to major regional routes to facilitate evacuation: for example, limiting SR-92 and/or US-101 to only evacuation traffic and redirecting general traffic elsewhere  Create an “evacuation mode” for signal systems that can maximize traffic flows, or protocol for deactivating certain signals in favor of personnel on-site to direct traffic Demand‐Side Strategies
Demand-side strategies focus on managing the demand for evacuation capacity – that is, managing evacuation volumes to move as many people as efficiently as possible within existing capacity constraints.

Limiting the Number of Evacuation Vehicles
Reducing the number of evacuating vehicles is a key aspect of reducing evacuation demand. As shown in Table 4, each household in Foster City owns, on average, just under two vehicles, and almost one in five households own three or more vehicles. The evacuation vehicle demand from residents can be significantly reduced if each household were to limit themselves to evacuating in no more than one vehicle, as shown in Table 7.

In addition to being advised or required to take no more than a certain number of vehicles per household, residents should also be advised to not make return trips after they have evacuated, or to stay away if they were not in Foster City when evacuation orders are given. This measure can also reduce vehicle volumes and, crucially, reduce contraflow traffic. However, it must be implemented in conjunction with coordinated efforts to evacuate anyone within Foster City without access to a vehicle as described earlier, as to avoid situations such as parents needing to return to Foster City following an evacuation order to pick up their children from school.

7.1 Attachment 1a - Exhibit A (Last Updated 8-18-2023)
165
Foster City
February 27, 2023

Table 7: Summary of Estimated Evacuation Demand – One Vehicle Per Household TAZ
Expected
Inundation
(hours after
initial dam
failure)
Total
Households
Total
Population
Total
Employment
Weekday
Night
Weekday
Midday - All
Employees
Drive Alone
Weekday
Midday -
90% of
Employees
Drive Alone
1654 2 56 144 10,668 143 10,681 9,615
1655 3 1,777 4,212 9,078 1,799 9,501 8,594
1966 3 1,295 3,106 296 1,235 605 575
1541 3 80 189 1,451 90 1,470 1,325
1612 3+ 3,412 8,065 1,370 3,253 2,183 2,046
1972 3+ 869 2,599 716 853 923 851
1968 3+ 1,573 4,154 298 1,502 673 643
1970 3+ 2,115 4,843 447 2,025 951 906
1971 3+ 1,386 3,957 473 1,338 803 756
1973 3+ 3,602 8,581 455 3,446 1,313 1,268
1967 3+ 1,420 4,087 999 1,361 1,337 1,237
1969 3+ 1,827 4,560 263 1,744 698 672
Total for areas
inaccessible by hour
2 56 144 10,668 143 10,681 9,615
Total for areas
inaccessible by hour
3 3,152 7,507 10,825 3,125 11,576 10,493
Total for areas not
inaccessible by hour
3 16,204 40,845 5,021 15,523 8,882 8,380
Total 19,412 48,496 26,514 18,791 31,139 28,488

7.1 Attachment 1a - Exhibit A (Last Updated 8-18-2023)
166
Foster City
February 27, 2023

Other Demand-Side Strategies
Other demand-side strategies to consider can include:
 Improve communications and advance disaster alerts, with the goal of maximizing the evacuation time window
 Dynamic route guidance and monitoring for evacuees, with the goal of ensuring evacuees know their evacuation routes, that evacuees are directed away from routes that are inaccessible, and evacuation traffic is balanced across gateways  Phased evacuations, with the goal of prioritizing areas that will need to evacuate earlier, potentially utilizing Zonehaven
 Faster clearing of road closures
 Street parking management on high hazard days

7.1 Attachment 1a - Exhibit A (Last Updated 8-18-2023)
167
RESOLUTION NO. P-09-23

A RESOLUTION OF THE PLANNING COMMISSION OF THE CITY OF FOSTER CITY

RECOMMENDING THE CITY COUNCIL ADOPTION OF A GENERAL PLAN AMENDMENT,

AMENDING THE LOCAL HAZARD MITIGATION PLAN AND SAFETY ELEMENT BY REPEALING THE EXISTING 2016 SAFETY ELEMENT AND ADOPTING THE UPDATED 2023 SAFETY ELEMENT AND FINDING THE AMENDMENT WITHIN THE SCOPE OF THE

CERTIFIED ENVIRONMENTAL IMPACT REPORT PREPARED FOR THE FOSTER CITY HOUSING AND SAFETY ELEMENTS UPDATE – GP2023-0001

CITY OF FOSTER CITY
WHEREAS, the Safety Element is one of the seven mandatory elements of the City’s General Plan that are required by State law; and WHEREAS, the update of the Safety Element focuses on identifying public safety risks and creating a unique set of goals, policies, and implementation actions that address these risks; and
WHEREAS, the update of the Safety Element also addresses emergency evacuation in the City and creates policies designed to enhance and streamline the evacuation process during emergency events; and
WHEREAS, Senate Bill (SB) 1035 requires jurisdictions to review their Safety Element at least every eight years and revise it as necessary to address climate change and resiliency strategies; and
WHEREAS, SB 99 requires jurisdictions to review their Safety Element concurrently with the update to the City’s Housing Element and revise it as necessary to identify residential developments in any hazard area identified in the Safety Element that do not have at least two emergency evacuation routes; and WHEREAS, the City of Foster City has prepared the maps required under SB 99 as well as supplemental text for the Safety Element to summarize the implications of the mapped data for land use and emergency preparedness planning; and WHEREAS, Assembly Bill (AB) 747 requires jurisdictions to identify evacuation routes and their capacity, safety, and viability under a range of emergency scenarios; and WHEREAS, the City has prepared an update to the Safety Element pursuant to the requirements of SB 1035, SB 99, and AB 747; and
WHEREAS, Pursuant to California Public Utilities Code (PUC) Section 21676(b), the draft Safety Element was referred to C/CAG, acting as the Airport Land Use Commission, for a determination of consistency with relevant airport/land use DocuSign Envelope ID: 8CBF96F1-8DA8-46A7-8258-6A7F0A25BAF4 7.1 Attachment 2 - Planning Commission Resolution P-09-23
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Resolution No. P- 09 -23
GP2023-0001
compatibility criteria in both San Carlos and SFO Airport Land Use Compatibility Plans; and
WHEREAS, the existing Safety Element adopted in 2016 was combined with the Local Hazard Mitigation Plan (LHMP) through City Council Resolution No. 2016-85 (GP15-001); and WHEREAS, on December 13, 2021, the City Council adopted Resolution No. 2021-176 approving 2021 San Mateo County Multijurisdictional Local Hazard Mitigation Plan (MJLHMP) with Foster City annex; and
WHEREAS, the update of the Safety Element was completed concurrently as part of the Housing Element for 2023-2031 and will be a stand-alone Safety Element upon adoption; and
WHEREAS, a program-level Environmental Impact Report (EIR) was prepared to evaluate the environmental impacts of the Housing and Safety Element Updates Project pursuant to the California Environmental Quality Act (CEQA); and WHEREAS, the Final EIR, Statement of Overriding Consideration, and all associated analysis was certified on May 22, 2023 through City Council Resolution No. 2023-48 (File No. EA2021-0004, State Clearinghouse No. 2022010509); and WHEREAS, the draft update of the Safety Element was publicly made available on March 15, 2023 and a total of four written comments were received from members of the public and two comments were received from public agencies; and WHEREAS, pursuant to Government Code section 65302(g)(8), the draft update of the Safety Element was made available for review to the California Geological Survey of the Department of Conservation (CGS) and the Office of Emergency Services as well as the state Board of Forestry and Fire Protection; and WHEREAS, all comments received, including comments received from CGS, were considered in the preparation of the draft update of the Safety Element and responses, including a description of any edits to subsequent drafts, are contained in Attachment 2 to the Staff Report accompanying this agenda item; and WHEREAS, pursuant to California Public Utilities Code (PUC) Section 21676(b), the draft update of the Safety Element Update was referred to C/CAG, acting as the San Mateo County Airport Land Use Commission (ALUC), for a determination of consistency with relevant airport/land use compatibility criteria in the Comprehensive Airport Land Use Compatibility Plan for the environs of both San Carlos and San Francisco airports.

WHEREAS, on June 22, 2023, ALUC recommended to C/CAG Board of Directors to determine the update of the Foster City Safety Element to be consistent with the applicable airport/land use policies; and
DocuSign Envelope ID: 8CBF96F1-8DA8-46A7-8258-6A7F0A25BAF4 7.1 Attachment 2 - Planning Commission Resolution P-09-23
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Resolution No. P- 09 -23
GP2023-0001
WHEREAS, as provided in Government Code Section 65353, the Planning Commission shall hold at least one public hearing before approving a recommendation on the adoption or amendment of a general plan; and
WHEREAS, on June 29, 2023, a public hearing notice was published posted in three public places, and mailed pursuant to California Code Section 65090 for the Planning Commission public hearing on July 20, 2023; and WHEREAS, the update of the Safety Element, labeled as Exhibit A, attached hereto and made a part hereof; and
NOW, THEREFORE, BE IT RESOLVED, that the Planning Commission hereby finds that, based on substantial evidence in the record:

1. The foregoing recitals are true and correct and are incorporated by reference into this action.

2. The proposed General Plan Amendment to amend the 2016 Local Hazard Mitigation Plan and Safety Element to repeal the existing 2016 Safety Element and adopt the updated 2023 Safety Element conforms to the provisions and standards of the General Plan in that the proposed amendments are internally consistent with all other provisions of the General Plan and do not conflict with any of the previously adopted goals, policies or programs of the General Plan.

3. The proposed amendments are necessary to implement the goals and policies of the General Plan by identifying public safety risks and creating a unique set of goals, policies, and implementation actions that address these risks, including but not limited to natural hazards and emergency evacuation.

4. The proposed General Plan Amendment complies with, and is required by, applicable State law, including Government Code Section 65302(g).

5. The proposed amendments will not be detrimental to the public interest, convenience, and general welfare of the City.

BE IT FURTHER RESOLVED, the City, as lead agency under CEQA, has certified the Foster City Housing and Safety Elements Update EIR for the Housing and Safety Elements Update by adoption of City Resolution No. 2023-48 on May 22, 2023, including CEQA findings, a Statement of Overriding Considerations, and a Standard Conditions of Approval Mitigation Monitoring and Reporting Program. The City, as lead agency, has determined that the update of the Safety Element does not include substantive changes that would result in new or more impacts than those identified, analyzed, and adopted as part of the “project” and is within the scope of and consistent with the Final EIR certified by City Council through Resolution No. 2023-48.

BE IT FURTHER RESOLVED that the Planning Commission of the City of Foster City therefore recommends that the City Council adopt a General Plan Amendment, amending the Local Hazard Mitigation Plan and Safety Element by repealing the existing 2016 Safety Element and adopting the updated 2023 Safety Element as set forth in Exhibit A, attached hereto.

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Resolution No. P- 09 -23
GP2023-0001
PASSED AND ADOPTED as a resolution of the Planning Commission of the City of Foster City at the regular meeting held on the 20th day of July, 2023, by the following vote:

AYES: Bronitsky, Pedro, and Vice Chair Haddad
NOES:

ABSTAIN:

ABSENT: Chair Jagtiani and Venkat
___________________________

NICOLAS HADDAD, VICE CHAIR
ATTEST:
_______________________________

SOFIA MANGALAM, SECRETARY
DocuSign Envelope ID: 8CBF96F1-8DA8-46A7-8258-6A7F0A25BAF4 7.1 Attachment 2 - Planning Commission Resolution P-09-23
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RESOLUTION 23-67

RESOLUTION OF THE BOARD OF DIRECTORS OF THE CITY/COUNTY ASSOCIATION OF

GOVERNMENTS OF SAN MATEO COUNTY, ACTING AS THE SAN MATEO COUNTY AIRPORT

LAND USE COMMISSION, DETERMINING THAT THE FOSTER CITY SAFETY ELEMENT

UPDATE IS CONSISTENT WITH BOTH THE SAN CARLOS AIRPORT AND SAN FRANCISCO INTERNATIONAL AIRPORT LAND USE COMPATIBILITY PLANS.

RESOLVED, by the Board of Directors of the City/County Association of Governments of San Mateo County (C/CAG), in its capacity as the San Mateo County Airport Land Use Commission, that,
WHEREAS, in accordance with the requirements of California Public Utilities Code Section 21676(b) a local agency General Plan, Zoning Ordinance and/or any affected specific plan must be consistent with the applicable airport/land use criteria in the relevant adopted Airport Land Use Compatibility Plan; and
WHEREAS, the Foster City has referred its Safety Element Update to C/CAG, acting as the Airport Land Use Commission, for a determination of consistency with relevant airport / land use compatibility criteria in the Comprehensive Airport Land Use Compatibility Plan for the Environs of San Carlos Airport (San Carlos ALUCP); and
WHEREAS, the Safety Element Update identifies potential risks within the city that pose a threat to the community's welfare, public health, and overall safety and outline goals, policies, and implementation actions to address those risks; and
WHEREAS, four airport/land use compatibility factors are addressed in the SFO ALUCP that relate to the Safety Element Update, including: (a) airport influence area, (b) noise compatibility, (c) safety compatibility, and (d) airspace protection, as discussed below:
(a) Airport Influence Area – The SFO ALUCP contains two airport influence area policies, IP-1 and IP-2. IP-1 reflects the real estate disclosure requirements of state law which apply in AIA A, a broad area that includes all of San Mateo County. Policy IP-2 applies within AIA B, the Policy/Project Referral Area, and requires that all land use policy documents (general plan, specific plan, zoning ordinance amendments) affecting real property within AIA B be submitted for review an ALUCP consistency review prior to local adoption. The draft Safety Element references both of these requirements and is therefore determined to be consistent with the Airport Influence Area policies of the SFO ALUCP. (b) Noise Compatibility - The CNEL 65 dB aircraft noise contour defines the threshold for airport noise impacts established in the SFO ALUCP, and all land uses located outside this contour are deemed consistent with the noise compatibility policies of the ALUCP. This noise impact area does not extend into Foster City and therefore the draft Safety Element is consistent with the SFO ALUCP Noise Compatibility policies. (c) Safety Compatibility – The SFO ALUCP includes five safety zones and related land use compatibility policies and criteria. None of the Safety Zones extends into Foster City, so

7.1 Attachment 3 - ALUC Resolution 23-67
172
the Safety Element would not be impacted by any of the SFO ALUCP Safety Compatibility policies.
(d) Airspace Protection - The SFO ALUCP includes four Airspace Protection Policies, all of which are directly referenced in the draft Foster City Safety Element, so the Safety Element is determined to be consistent with the Airspace Protection policies of the SFO ALUCP; and
WHEREAS, five airport/land use compatibility factors are addressed in the San Carlos ALUCP that relate to the Safety Element Update, including: (a) noise compatibility, (b) safety compatibility, (c) airspace protection, (d) Airport Influence Area, and (e) overflight compatibility, as discussed below:
(a) Noise Compatibility - The CNEL 60 dB aircraft noise contour defines the threshold for airport noise impacts established in the San Carlos ALUCP, and all land uses located outside this contour are deemed consistent with the noise compatibility policies of the ALUCP. Per ALUCP Exhibit 4-2, the CNEL 60 dB contour does not extend into Foster City, so the Safety Element Update is consistent with the San Carlos ALUCP Noise Policies.
(b) Safety Compatibility – The San Carlos ALUCP includes six safety zones and related land use compatibility policies and criteria. Per San Carlos ALUCP Exhibit 4-3, none of the Safety Zones extends into Foster City, so the Safety Element Update is not impacted by any of the Safety Compatibility Policies.
(c) Airspace Protection - The San Carlos ALUCP includes six airspace policies that establish maximum heights and other compatibility criteria for new projects. The draft Foster City Safety Element references all of these policies, so the Safety Element is determined to be consistent with the Airspace Protection policies of the San Carlos ALUCP. (d) Airport Influence Area – The San Carlos ALUCP contains two airport influence area policies. Policy 1 reflects the real estate disclosure requirements of state law which apply in AIA A, a broad area that includes all of San Mateo County. Policy 2 applies within AIA B, the Policy/Project Referral Area, and requires that all land use policy documents (general plan, specific plan, zoning ordinance amendments) affecting real property within AIA B be submitted for review an ALUCP consistency review prior to local adoption. The draft Safety Element references both of these requirements and is therefore determined to be consistent with the Airport Influence Area policies of the SFO ALUCP. (e) Overflight Compatibility - The San Carlos ALUCP contains two policies regarding overflight compatibility which are generally “buyer awareness” measures focused on informing prospective buyers and/or tenants of property within the vicinity of an airport about the airport’s impact on the property. The draft Safety Element reflects both of these policies and is therefore determined compatible with the Overflight Compatibility policies of the San Carlos ALUCP; and
WHEREAS, the Safety Element Update was scheduled for discussion at the Airport Land Use Committee meeting on June 22, 2023, however the meeting was not officially convened due to lack of a quorum. Staff presented the proposal as an information item and requested comments from the

7.1 Attachment 3 - ALUC Resolution 23-67
173
committee members and public in attendance, noting any comments would be forwarded to the C/CAG Board/ALUC for consideration, and no comments were received.

NOW THEREFORE BE IT RESOLVED, by the Board of Directors of the City/County Association of Governments for San Mateo County, acting as the San Mateo County Airport Land Use Commission, that the Foster City Safety Element Update is consistent with both the Comprehensive Airport Land Use Compatibility Plan for the Environs of San Carlos Airport (San Carlos ALUCP) and the Comprehensive Airport Land Use Compatibility Plan for the Environs of San Francisco International Airport (SFO ALUCP).

PASSED, APPROVED, AND ADOPTED, THIS 13TH DAY OF JULY 2023.

Davina Hurt, Chair

7.1 Attachment 3 - ALUC Resolution 23-67
174
Draft Safety Element Update Comments and Responses
# Date
Received
From Comment Response
1 3/16/23 Seth Goldberg Misspelling the mayor's name is not inspiring confidence that the rest of the document's details are well-vetted :(.

Noted. The Mayor’s name has been
corrected to the March version and was
reuploaded.
2 3/19/23 Diana
Froomin.

Comments
made on PDF
of HE
pg. 14 Should we encourage or require private property bridge inspections on a regular basis? A failed private property bridge during a disaster could require the diversion of resources from other parts of the community.

Noted. Staff will coordinate internally to
discuss the current and future practice for
private bridges.
pg. 15 How about pre-plans for use of buses/vans for evacuation of people when cars are trapped in their neighborhood? Could be pre-set agreements with local businesses with commuter buses, school districts or private busing companies.

This level of detail / planning would be
covered in an evacuation operations plan,
which is an action in the Safety Element.
pg. 26 How is this possible with almost 100% of the City in the dam inundation zone? Can these structures be built above the inundation level?
Special flood hazard areas are FEMA 100
year flood zone, which is outside the Levee.
[Emergency Evacuation Assessment, pg 4] good thought process Noted. [Emergency Evacuation Assessment, pg 7] contra-flow lanes? Westbound in eastbound lanes?
This would be covered in an Emergency
operations plan.
[Emergency Evacuation Assessment, pg 11] Should consider that two major employers have robust busing programs.

An Emergency operations plan would
include this consideration.
[Emergency Evacuation Assessment, pg 12] In the scenario used, other regional cities will be evacuating. Do these roadway capacities consider the capacity of 101/92/280 and how they may negatively impact our rate of evacuation (capacity)?
No, but as part of an operations plan the
city would coordinate with Caltrans.
[Emergency Evacuation Assessment, pg 13] should consider a shelter in place for vulnerable populations in multi story buildings. Their evacuation could be coordinated after the vehicle evacuation is halted.

Yes, that level of detail would be covered in
an operations plan. This study is to evaluate
evacuation capacity under more
conservative assumptions.

7.1 Attachment 4 - All Public Comments to Drafts
175
[Emergency Evacuation Assessment, pg 15] Could plan to open the "fire road" to Redwood Shores to vehicle traffic
Noted
[Emergency Evacuation Assessment, pg 16] Areas where public safety has the ability to increase flow as described should be prioritized in the order of greatest increased capacity. staffing is short and not all areas will be able to be covered.

Noted
[Emergency Evacuation Assessment, pg 16] Is there the ability to remotely change a 4-way flashing red or normal functioning signal to a green for evacuation direction and red for non-evacuation directions? The signals at the ramps for 92 and 101 are
controlled by CalTrans. An operations plans
would cover this coordination effort.
3 3/20/23 Terrance
Washington
from Cal OES
The Safety Element addresses the following Natural hazards:
• Seismic and geological hazards such as seismic shaking, liquefaction, seiche, and tsunamis
• Urban fire hazards
• Flood hazards, including dam inundation
• Climate Change
When reviewing your most recently submitted FEMA approved 2021 Local Hazard Mitigation Plan, we found that the identified hazards are as follows:
• Sea level Rise
• Climate Change
• Dam Failure
• Earthquake
• Severe Weather
• Drought
• Tsunami
• Landslide
• Wildfire
Below Is the link to the California Office of Planning and Research Safety Element Guidelines
General Plan Guidelines, Chapter 4: Required Elements (ca.gov) Required Contents the safety element must, consistent with Government

1. Incorporation of the MJHMP. On
page 5 of the Draft Safety Element,
it is noted that the MJHMP is
incorporated by reference into the
Safety Element. We will highlight
this to make it more apparent.

2. We can improve the connection
between the list of topics in Table
S-1 required by the Government
Code and where they are
addressed in the Element or
deemed to be not a risk for Foster
City. We will change Table S-1 to
list the requirements on the left
and the section in the Element on
the right or note “not a significant
hazard for Foster City”.

3. The reference to the hazards
identified in the 2021 MJHMP may
be referring to the hazards
applicable to the County as a
whole. On page 9-13 of Appendix
B, Table 9.6.2 lists the Hazard Risk
Rankings for Foster City including
zero for Landslide/Mass
Movements and Wildfire. We can
include an explanation in the
Safety Element regarding why the

7.1 Attachment 4 - All Public Comments to Drafts
176
Code Section 65302(g), provide for the protection of the community from any unreasonable risks associated with the effects of:
• Seismically induced surface rupture, ground shaking, ground failure
• Tsunami, seiche, and dam failure
• Slope instability leading to mudslides and landslides • Subsidence
• Liquefaction
• Other seismic hazards identified pursuant to Chapter 7.8 (commencing with Section 2690) of Division 2 of the Public Resources Code, and other geologic hazards known to the legislative body
• Flooding
• Wildland and urban fires
• Climate change
risks ranked as zero were not
addressed further.
4 4/5/23 Connie Vial I strongly oppose any redevelopment or new construction in Foster City.

The California Environmental Quality Act statue should be followed and applied to any redevelopment or new construction in Foster City due to significant environmental impact because we don’t have the infrastructure, no water, sewer, added fumes from extra traffic.

I will appreciate this email is added to the public comments for the April19, 2023 Planning Commission Special Study Session.

This comment does not pertain to the
Safety Element and no revisions were made
to the Draft.

7.1 Attachment 4 - All Public Comments to Drafts
177
From: Seth Goldberg
To: Draft Safety Element
Subject: Typo on page 3 Jan should be Jon
Date: Thursday, March 16, 2023 12:05:57 PM
Misspelling the mayor's name is not inspiring confidence that the rest of the document's details are well-vetted :(.

7.1 Attachment 4 - All Public Comments to Drafts
178
From: Dana Froomin
To: Draft Safety Element
Subject: Safety Element comments
Date: Sunday, March 19, 2023 3:18:12 PM
Attachments: Safety_Element_Public_Review_Draft_March_15__2023.pdf Please consider the comments within the attached file.

7.1 Attachment 4 - All Public Comments to Drafts
179
From: Washington, Terrance@CalOES
To: Sofia Mangalam; CalOES Mitigation Planning
Cc: Thai-Chau Le
Subject: RE: City of Foster City Safety Element Update
Date: Wednesday, March 29, 2023 10:09:49 AM
Attachments: image001.png
image002.png
image004.png
image005.png
image006.png
image007.png
Hey Sofia,
Excellent updates!
From: Sofia Mangalam <[email protected]>
Sent: Wednesday, March 29, 2023 9:59 AM
To: Washington, Terrance@CalOES <[email protected]>; CalOES Mitigation Planning <[email protected]>
Cc: Thai-Chau Le <[email protected]>
Subject: RE: City of Foster City Safety Element Update
This Message is From an External Sender
This message came from outside your organization.

Terrence,
Thank you for your comments on the Foster City Draft Safety Element. We have the following responses:

1. Incorporation of the MJHMP. On page 5 of the Draft Safety Element, it is noted that the MJHMP is incorporated by reference into the Safety Element. We will highlight this to make it more apparent.

2. We can improve the connection between the list of topics in Table S-1 required by the Government Code and where they are addressed in the Element or deemed to be not a risk for Foster City. We will change Table S-1 to list the requirements on the left and the section in the Element on the right or note “not a significant hazard for Foster City”.

3. Your reference to the hazards identified in the 2021 MJHMP may be referring to the hazards applicable to the County as a whole. On page 9-13 of Appendix B, Table 9.6.2 lists the Hazard Risk Rankings for Foster City including

7.1 Attachment 4 - All Public Comments to Drafts
180
Sofia Mangalam
Community Development Director | City of Foster City
650-286-3239 | www.fostercity.org
610 Foster City Boulevard | Foster City, CA 94404
zero for Landslide/Mass Movements and Wildfire. We can include an explanation in the Safety Element regarding why the risks ranked as zero were not addressed further.

Please let us know if this satisfies Cal OES requirements for the Safety Element update.

From: Washington, Terrance@CalOES <[email protected]> Sent: Monday, March 20, 2023 2:45 PM
To: Foster City Planning Department <[email protected]> Cc: CalOES Mitigation Planning <[email protected]> Subject: City of Foster City Safety Element Update
Good Afternoon
Cal OES has reviewed the Safety Element Update to the General Plan. Our office has a couple of comments.

The Safety Element addresses the following Natural hazards:

Seismic and geological hazards such as seismic shaking, liquefaction, seiche, and tsunamis Urban fire hazards
Flood hazards, including dam inundation
Climate Change
When reviewing your most recently submitted FEMA approved 2021 Local Hazard Mitigation Plan, we found that the

7.1 Attachment 4 - All Public Comments to Drafts
181
identified hazards are as follows:

Sea level Rise
Climate Change
Dam Failure
Earthquake
Severe Weather
Drought
Tsunami
Landslide
Wildfire
Below Is the link to the California Office of Planning and Research Safety Element Guidelines General Plan Guidelines, Chapter 4: Required Elements (ca.gov) Required Contents the safety element must, consistent with Government Code Section 65302(g), provide for the protection of the community from any unreasonable risks associated with the effects of:

Seismically induced surface rupture, ground shaking, ground failure Tsunami, seiche, and dam failure
Slope instability leading to mudslides and landslides
Subsidence
Liquefaction
Other seismic hazards identified pursuant to Chapter 7.8 (commencing with Section 2690) of Division 2 of the Public Resources Code, and other geologic hazards known to the legislative body Flooding
Wildland and urban fires
Climate change
Thank you for the opportunity to review and comment.

Siempre,
Terrance Washington, Emergency Services Coordinator
Local Hazard Mitigation Planning
Recovery - Hazard Mitigation Assistance Branch
California Governor’s Office of Emergency Services
Cell: 916-917-4540
Desk: 916-636-2945
[email protected]
www.caloes.ca.gov/Mitigation
CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe.

WARNING: Do not click links or attachments unless you recognize the sender and know the email is safe.

7.1 Attachment 4 - All Public Comments to Drafts
182
1 Elinor Bize
From: Connie Vial <[email protected]>
Sent: Wednesday, April 5, 2023 11:22 AM
To: Foster City Public Comment
Cc: [email protected]; Yelena Cappello; Laurie Rith; Rob Lasky; Aaron Siu; Austin Walsh
Subject: Harbor Cove Special Study Session
Planning Commission Members:

I strongly oppose any redevelopment or new construction in Foster City.

The California Environmental Quality Act statue should be followed and applied to any redevelopment or new contruction in Foster City due to significant environmental impact because we don’t have the infrastructure, no water, sewer, added fumes from extra traffic.

I will appreciate this email is added to the public comments for the April19, 2023 Planning Commission Special Study Session.

Thanks,
Kindest regards,
Connie Vial, GRI
Broker/Owner
Vial Properties
[email protected]
Office:            650‐578‐0885
Cell & text:    650‐799‐0918
Website: www.vialproperties.com
CalBRE: #00833411
Thank you for referring your family and friends!
Sent from my iPad

7.1 Attachment 4 - All Public Comments to Drafts
183
From: Leslie Carmichael
To: Sofia Mangalam
Cc: Thai-Chau Le; Hannah Chan Smyth
Subject: FW: Foster City Safety Element - CGS comments
Date: Thursday, April 27, 2023 12:55:45 PM
FYI
Leslie Carmichael
URBAN PLANNING PARTNERS, INC.
388 17th Street, Suite 230
Oakland, CA 94612
650.468.7890
[email protected]
From: Frost, Erik@DOC <[email protected]>
Sent: Thursday, April 27, 2023 11:52 AM
To: Leslie Carmichael <[email protected]>
Subject: Foster City Safety Element - CGS comments
Hello Leslie Carmichael,
The California Geological Survey (CGS) has received and reviewed the draft updated Safety Element of the Foster City General Plan. This email conveys the following recommendations from CGS concerning geologic issues related to the planning area:

1. Seismic Hazards
The Safety Element discusses liquefaction hazards and provides a map of liquefaction susceptibility (Figure S-3), which appears to be taken from USGS mapping. The CGS has also mapped zones of required investigation for liquefaction in the City. These zones, and their regulatory impact, should be discussed and displayed in the Safety Element. Additional information is available at the links below:
https://maps.conservation.ca.gov/cgs/EQZApp/app/
https://maps.conservation.ca.gov/cgs/informationwarehouse/index.html? map=regulatorymaps
Please let me know if you have any questions.

Erik
Dr. Erik Frost
Senior Engineering Geologist | Seismic Hazards Program
California Geological Survey
715 P Street, MS 1901, Sacramento, CA 95814
(916) 205-8255
[email protected]

7.1 Attachment 4 - All Public Comments to Drafts
184
From: Draft Safety Element
To: Erin Pang; Draft Safety Element
Subject: RE: Safety Element Feedback Deadline
Date: Thursday, July 20, 2023 8:12:55 AM
Attachments: image002.png
image003.png
image004.png
image005.png
image006.png
image007.png
Hello,
I apologize for missing your emails. The Safety Element is going before Planning Commission tonight for a consideration to City Council: https://fostercity.primegov.com/Portal/Meeting? meetingTemplateId=5022
You can still provide comments and feedback to the Safety Element and we will have it as part of the record for Planning Commission and City Council considerations as well.

Best regards,
Thai
Thai-Chau Le
Planning Manager
Planning/Code Enforcement Division
(650) 286-3244 | www.fostercity.org | CDD
610 Foster City Boulevard
Foster City, CA 94404
From: Erin Pang <[email protected]>
Sent: Wednesday, July 5, 2023 10:36 AM
To: Draft Safety Element <[email protected]> Subject: RE: Safety Element Feedback Deadline
Hello,
I just wanted to follow up and see if there is still opportunity to provide feedback on the city’s Safety Element draft? Is the best way to provide feedback to contact this email address? Thank you,
Erin
From: Erin Pang
Sent: Wednesday, June 28, 2023 11:10 AM
To: [email protected]
Subject: Safety Element Feedback Deadline

7.1 Attachment 4 - All Public Comments to Drafts
185
Hello,
Are you still accepting feedback on the Safety Element draft, and is there a deadline for providing feedback?
Thank you,
Erin Pang

POLICY ASSOCIATE
[email protected] | 510-463-6809 | www.saveSFbay.org
Pronouns: she, her
Protect and Restore San Francisco Bay
For People and Wildlife

7.1 Attachment 4 - All Public Comments to Drafts
186
4859-1878-1048 v1
DATE: August 21, 2023
TO: Mayor and Members of the City Council
VIA: Stefan Chatwin, City Manager
FROM: Sofia Mangalam, Community Development Director
Marlene Subhashini, Assistant City Manager
DEPARTMENT: Community Development
SUBJECT: BELOW MARKET RATE RENTAL HOUSING PROGRAMS

ADMINISTRATIVE GUIDELINES

RECOMMENDATION
No Action is necessary on this Item at this time. Staff will bring the Below Market Rate (BMR) Guidelines along with updates to the Chapter 17.90 of the Foster City Municipal Code at a future meeting.

EXECUTIVE SUMMARY
The Community Development Department (CDD) oversees Affordable Housing programs, including Below Market Rate Ownership Units, Below Market Rate (BMR) Inclusionary Rental Housing, Below Market Rate Senior Rental Housing programs, the Existing Unit Purchase Program, and additional programs including the HIP Housing Home Sharing Program, and the Housing Rehabilitation Loan Program. The City has Below Market Rate Housing Administrative Guidelines (“BMR Guidelines”) that serve as the manual for city staff and for property managers of the City’s BMR rental and ownership properties.

On August 9, 2023, a public hearing notice was published noting that on August 21, 2023, the City Council will review and approve the proposed updated to the BMR guidelines.

However, staff has since determined that the guidelines should be presented with the proposed updates to the Chapter 17.90, Below Market Rate Inclusionary Housing Program of the City of Foster City Municipal Code. As per the requirements included in

7.2 7.2 Staff Report
187
4859-1878-1048 v1
the Chapter 17.74 Amendments, the updates to the Chapter 17.90 shall be presented to Planning Commission for recommendation to the City Council. Thus, staff will bring the updates to the Chapter 17.90 and BMR Guidelines at a future meeting.

California Environmental Quality Act
Not Applicable

FISCAL IMPACT
There is no fiscal impact associated with the recommended action.

CITY COUNCIL VISION, MISSION, AND VALUE/PRIORITY AREA
Smart Planning, Development, and the Local Economy

7.2 7.2 Staff Report
188
DATE: August 21, 2023
TO: Mayor and Members of the City Council
VIA: Stefan Chatwin, City Manager
FROM: Kevin Ortiz, Management Analyst
DEPARTMENT: City Manager
SUBJECT: CONSIDERATION OF APPLICATIONS FOR NONPROFIT
AGENCY FUNDING FOR FISCAL YEAR 2023-2024

RECOMMENDATION
It is recommended that the City Council consider applications for nonprofit agency funding for FY 2023-2024 and by Minute Order, provide direction to staff regarding funding recommendations.

EXECUTIVE SUMMARY
The City’s FY 2023-2024 Final Budget includes a funding allocation of $75,000 for contributions to nonprofit agencies that provide services to the Foster City community.

For FY 2023-2024, the City received funding requests from thirteen (13) nonprofit agencies, totaling $147,400.

At the February 27, 2023 Special Meeting, the City Council provided direction to City staff to conduct the FY 2023-2024 Nonprofit Grant Program. In alignment with the City Council’s direction, the City’s Nonprofit Grant Program Guidelines (Attachment 1) and application detailed the funding level percentages and eligible activities for each Nonprofit Community Needs Category, which are included below.

Basic Services – Activities include, but are not limited to, services for the homeless, seniors, youth, and low-income individuals and families, such as subsistence programs, healthcare initiatives, and rental assistance.

8.1 8.1 Staff Report
189
Nonprofits submitting applications in this Community Needs Category are eligible for 60% of the total amount allocated by the City Council.

Community Enrichment – Activities that promote community enrichment, including, but not limited to, educational and recreational programs and initiatives that promote social equity and engagement.

Nonprofits submitting applications in this Community Needs Category are eligible for 25% of the total amount allocated by the City Council.

Community Health – Activities include, but are not limited to, programs or projects that support Foster City residents’ well-being, preserve city resources, or increase community environmental sustainability.

Nonprofits submitting applications in this Community Needs Category are eligible for 15% of the total amount allocated by the City Council.

In addition, the Nonprofit Grant Program Guidelines detailed the Application Process and Funding Process for FY 2023-24. As part of the process, staff is seeking City Council’s direction on a funding recommendation for each nonprofit agency at a public City Council meeting.

BACKGROUND/ANALYSIS
For many years, the City Council has designated funds to support local nonprofit agencies that operate programs and provide services that benefit the Foster City community. The Final FY 2023-2024 Budget includes a budget allocation of $75,000 for funding contributions to nonprofit agencies under the City Council's Community Promotion Budget.

The City received nonprofit funding program applications from thirteen (13) nonprofit agencies for FY 2023-2024 (Attachment 3). As detailed in the Application Process (Attachment 1), staff evaluated nonprofit applications received by the deadline for completeness. In compliance with the Ralph M. Brown Act, staff subsequently shared the nonprofit applications via email with each City Councilmember individually. Using the Community Needs Categories, Councilmembers provided their proposed funding allocations for each nonprofit agency separately, which were then compiled by staff and included on the agenda for Council’s consideration at the August 21, 2023 City Council Meeting (Attachment 2).

In addition, nonprofit applicants were invited to appear during the Public Comment period during any City Council Regular Meeting prior to Council determining a funding recommendation/allocation for each nonprofit agency. This provided nonprofit applicants with the opportunity to share their programs or services that benefit the Foster City community.

8.1 8.1 Staff Report
190
At the August 21, 2023 City Council Regular Meeting, the City Council has the opportunity to consider the nonprofit applications and funding allocations using the Community Needs Categories, build consensus during the public meeting, and provide direction to staff regarding funding allocations for each nonprofit agency. Once funding allocations are determined and approved by the City Council via Minute Order, staff will send out a written notice to all nonprofit funding applicants to notify them of their status.

Nonprofit agencies selected for funding will be notified in writing of the City Council’s approval and funding allocation, and will be asked to submit an invoice to the City to receive the funds.

California Environmental Quality Act
Not Applicable

FISCAL IMPACT
Funding in the amount of $75,000 was earmarked in the approved FY 2023-2024 Final Budget, specifically under the City Council’s Community Promotion Expenses – Contributions to Other Agencies Budget (Account No. 001-1030-413-4260).

CITY COUNCIL VISION, MISSION, AND VALUE/PRIORITY AREA
Smart Planning, Development, and the Local Economy
Innovation and Sustainability
ATTACHMENTS:

Attachment 1 – Nonprofit Grant Program Guidelines FY 2023-2024 Attachment 2 – City Council Individual Proposed Funding Allocations (Compiled) Attachment 3 – FY 2023-2024 Nonprofit Funding Grant Applications (Compiled)

8.1 8.1 Staff Report
191
Updated June 5, 2023
Foster City Nonprofit Grant Program Guidelines
Fiscal Year 2023-2024

PROGRAM PURPOSE
The Foster City Nonprofit Grant Program designates funding through the annual budget process for grant funding to local nonprofit agency programs and projects that improve the health, social, and educational enrichment, human or community welfare, and/or economic opportunities of Foster City residents.

FUNDING
Funding levels are determined annually by the City Council during budget preparation.

Funding may be approved from any combination of the General Fund, Special Funds, or any other funds controlled by the City. Typically, funding is available in the City Council’s budget in general account number 001-1030-413-42-60 (Contributions to Other Agencies).

ELIGIBLE NONPROFIT AGENCIES
Only local nonprofit agencies are eligible for funding. For the purpose of this program, “Local” means that the agency provides services within San Mateo County and can demonstrate a benefit to Foster City residents. “Nonprofit” means that the organization is tax-exempt under section 501(c)(3) of the Internal Revenue Code.

COMMUNITY NEEDS CATEGORIES AND ELIGIBLE ACTIVITIES
The Nonprofit Grant Program will consider applications in the following primary community needs categories:

Basic Services – Activities include, but are not limited to, services for the homeless, seniors, youth, and low-income individuals and families such as subsistence programs, healthcare initiatives, and rental assistance.

Nonprofits submitting applications in this Community Needs Category are eligible for 60% of the total amount allocated by the City Council.

Community Enrichment – Activities that promote community enrichment, including, but not limited to, educational and recreational programs and initiatives that promote social equity and engagement.

Nonprofits submitting applications in this Community Needs Category are eligible for 25% of the total amount allocated by the City Council.

8.1 Attachment 1 - Nonprofit Grant Program Guidelines FY 2023-2024 192
Updated June 5, 2023
Community Health – Activities include, but are not limited to, programs or projects that support Foster City residents’ well-being, preserve city resources, or increase community environmental sustainability.

Nonprofits submitting applications in this Community Needs Category are eligible for 15% of the total amount allocated by the City Council.

APPLICATION
Applicants should consider the following criteria when filling out the application.

Incomplete applications will not be considered.

APPLICATION CRITERIA DESCRIPTION
Administrative Capacity • Organization experience/Past performance in providing the proposed project or program
• Stability of the organization and adequacy of staffing • Collaboration with other agencies and/or elimination
of redundancy of service
• Budget/Leveraging of Funds
Identification/Analysis of
Local Needs
• Documentation of Local Need
• Alignment with goals identified in City’s policy
documents (e.g., Council priorities, General Plan,
etc.)
Program Purpose • Program goals clearly stated and attainable • Service levels measurable

APPLICATION PROCESS

1. At the City Council Study Session, the City Council re-confirms the process it wants to take to solicit and award nonprofit grant funding and provides direction on the funding placeholder to be used in the Preliminary Budget document.

2. City staff advertises the nonprofit funding process on the City’s website, issues a press release, and e-mails nonprofits that received funding in the prior year, any additional nonprofits identified by the Council, and any nonprofit that requests the information, outlining the timelines and requirements.

3. Nonprofits submit applications by the identified due date.

8.1 Attachment 1 - Nonprofit Grant Program Guidelines FY 2023-2024 193
Updated June 5, 2023

4. Staff evaluates nonprofit applications to ensure applications are complete. Using the Community Needs Funding Levels, City Council members will privately provide their funding recommendation for each nonprofit. These recommendations will be presented for consideration at a future City Council meeting.

5. Nonprofits are invited to any City Council regular meeting during the nonprofit application period to speak about their respective agencies during the Public Comment portion.

6. At a City Council regular meeting, funding recommendations will be considered for each nonprofit.

7. Once funding is approved, staff sends a notice to all applicants, notifying them of their status and describing the process for receiving funding for those who are approved.

FUNDING PROCESS
Agencies selected for funding will be notified in writing of the City Council's approval and funding amount and will be asked to submit an invoice to the City to receive the funds.

8.1 Attachment 1 - Nonprofit Grant Program Guidelines FY 2023-2024 194
Non-Profit Agencies Website
First Time
Applicant? Category 501(c)(3)
Annual
Report
Application
Link
FY 20-21
Final
FY 21-22
Final*
FY 22-23
Final
FY 23-24
Request
Jon
Froomin Notes
CORA Link yes Basic Services yes yes Application -- -- -- $ 10,000 $ 10,000 PARCA Link no Basic Services yes no Application $ 2,700 $ 5,000 $ 5,000 $ 7,000 $ 7,000 Samaritan House Link no Basic Services yes yes Application $ 15,000 $ 15,000 $ 20,000 $ 20,000 $ 20,000 StarVista Link no Basic Services yes yes Application $ 1,800 $ 5,000 $ 5,000 $ 5,000 $ 5,000 Subtotal $ 42,000 $ 42,000
BayBasi Link no Community Enrichment yes no Application $ 1,340 -- -- $ 20,000 $ - This is not to fund events Excellence Learning Center None yes Community Enrichment yes no Application -- -- -- $ 2,400 $ - These are P&R programs Foster City Sister Cities Assocation Link no Community Enrichment yes no Application -- -- -- $ 5,000 $ 2,500 Foster City Village Link no Community Enrichment yes yes Application $ 10,000 $ 15,000 $ 7,000 $ 10,000 $ 7,250 Hillbarn Theatre Link no Community Enrichment yes no Application $ 3,100 $ 20,000 $ 4,000 $ 20,000 $ 3,000 Rotary match Phase2Careers Link yes Community Enrichment yes no Application -- -- -- $ 13,000 $ - San Mateo-Foster City Community Education Foundation Link no Community Enrichment yes no Application -- $ 30,000 $ 6,000 $ 10,000 $ 6,000 Subtotal $ 80,400 $ 18,750
Rebuilding Togther Link yes Community Health yes yes Application -- -- -- $ 20,000 $ 8,250 Sustainable San Mateo County Link no Community Health yes no Application $ 2,700 $ 3,100 $ 3,000 $ 5,000 $ 3,000 Subtotal $ 25,000 $ 11,250
Category Percentage $ 75,000
Basic Services 60% $ 45,000 $147,400 $ 72,000
Community Enrichment 25% $ 18,750
Community Health 15% $ 11,250
Total Requests
*FY 21-22 was an outlier year as funding was supplemented with a large donation from Gilead Sciences

8.1 Attachment 2 - City Council Individual Proposed Funding Allocations (Compiled) 195
Non-Profit Agencies Website
First Time
Applicant? Category 501(c)(3)
Annual
Report
Application
Link
FY 20-21
Final
FY 21-22
Final*
FY 22-23
Final
FY 23-24
Request
Patrick
Sullivan Notes
CORA Link yes Basic Services yes yes Application -- -- -- $ 10,000 $ 5,000 PARCA Link no Basic Services yes no Application $ 2,700 $ 5,000 $ 5,000 $ 7,000 $ 2,500 Samaritan House Link no Basic Services yes yes Application $ 15,000 $ 15,000 $ 20,000 $ 20,000 $ 15,000 StarVista Link no Basic Services yes yes Application $ 1,800 $ 5,000 $ 5,000 $ 5,000 $ 5,000 Subtotal $ 42,000 $ 27,500
BayBasi Link no Community Enrichment yes no Application $ 1,340 -- -- $ 20,000 $ 2,000 Excellence Learning Center None yes Community Enrichment yes no Application -- -- -- $ 2,400 Foster City Sister Cities Assocation Link no Community Enrichment yes no Application -- -- -- $ 5,000 Foster City Village Link no Community Enrichment yes yes Application $ 10,000 $ 15,000 $ 7,000 $ 10,000 $ 8,000 Hillbarn Theatre Link no Community Enrichment yes no Application $ 3,100 $ 20,000 $ 4,000 $ 20,000 $ 5,000 Phase2Careers Link yes Community Enrichment yes no Application -- -- -- $ 13,000 San Mateo-Foster City Community Education Foundation Link no Community Enrichment yes no Application -- $ 30,000 $ 6,000 $ 10,000 $ 7,000 Subtotal $ 80,400 $ 22,000
Rebuilding Togther Link yes Community Health yes yes Application -- -- -- $ 20,000 $ 2,500 Sustainable San Mateo County Link no Community Health yes no Application $ 2,700 $ 3,100 $ 3,000 $ 5,000 $ 5,000 Subtotal $ 25,000 $ 7,500
Category Percentage $ 75,000
Basic Services 60% $ 45,000 $147,400 $ 57,000
Community Enrichment 25% $ 18,750
Community Health 15% $ 11,250
Total Requests
*FY 21-22 was an outlier year as funding was supplemented with a large donation from Gilead Sciences

8.1 Attachment 2 - City Council Individual Proposed Funding Allocations (Compiled) 196
Non-Profit Agencies Website
First Time
Applicant? Category 501(c)(3)
Annual
Report
Application
Link
FY 20-21
Final
FY 21-22
Final*
FY 22-23
Final
FY 23-24
Request
Sam
Hindi Notes
CORA Link yes Basic Services yes yes Application -- -- -- $ 10,000 $ 8,000 PARCA Link no Basic Services yes no Application $ 2,700 $ 5,000 $ 5,000 $ 7,000 $ 7,000 Samaritan House Link no Basic Services yes yes Application $ 15,000 $ 15,000 $ 20,000 $ 20,000 $ 20,000 StarVista Link no Basic Services yes yes Application $ 1,800 $ 5,000 $ 5,000 $ 5,000 $ 5,000 Subtotal $ 42,000 $ 40,000
BayBasi Link no Community Enrichment yes no Application $ 1,340 -- -- $ 20,000 $ - Excellence Learning Center None yes Community Enrichment yes no Application -- -- -- $ 2,400 $ - Foster City Sister Cities Assocation Link no Community Enrichment yes no Application -- -- -- $ 5,000 $ - Foster City Village Link no Community Enrichment yes yes Application $ 10,000 $ 15,000 $ 7,000 $ 10,000 $ 10,000 Hillbarn Theatre Link no Community Enrichment yes no Application $ 3,100 $ 20,000 $ 4,000 $ 20,000 $ 3,000 Phase2Careers Link yes Community Enrichment yes no Application -- -- -- $ 13,000 San Mateo-Foster City Community Education Foundation Link no Community Enrichment yes no Application -- $ 30,000 $ 6,000 $ 10,000 $ 15,000 Subtotal $ 80,400 $ 28,000
Rebuilding Togther Link yes Community Health yes yes Application -- -- -- $ 20,000 $ 4,000 Sustainable San Mateo County Link no Community Health yes no Application $ 2,700 $ 3,100 $ 3,000 $ 5,000 $ 3,000 Subtotal $ 25,000 $ 7,000
Category Percentage $ 75,000
Basic Services 60% $ 45,000 $147,400 $ 75,000
Community Enrichment 25% $ 18,750
Community Health 15% $ 11,250
Total Requests
*FY 21-22 was an outlier year as funding was supplemented with a large donation from Gilead Sciences

8.1 Attachment 2 - City Council Individual Proposed Funding Allocations (Compiled) 197
Non-Profit Agencies Website
First Time
Applicant? Category 501(c)(3)
Annual
Report
Application
Link
FY 20-21
Final
FY 21-22
Final*
FY 22-23
Final
FY 23-24
Request
Stacy
Jimenez Notes
CORA Link yes Basic Services yes yes Application -- -- -- $ 10,000 $ 10,000 PARCA Link no Basic Services yes no Application $ 2,700 $ 5,000 $ 5,000 $ 7,000 $ 7,000 Samaritan House Link no Basic Services yes yes Application $ 15,000 $ 15,000 $ 20,000 $ 20,000 $ 20,000 StarVista Link no Basic Services yes yes Application $ 1,800 $ 5,000 $ 5,000 $ 5,000 $ 5,000 Subtotal $ 42,000 $ 42,000 Move remaining $3,000 to the next category of funding.

BayBasi Link no Community Enrichment yes no Application $ 1,340 -- -- $ 20,000 $ 3,250 Excellence Learning Center None yes Community Enrichment yes no Application -- -- -- $ 2,400 Fantastic premise, but the goals of
this organization appear to duplicate
many activities already offered by our
Parks and Recreation Programs,
Libraries, and pre-k programs in our
schools.

Foster City Sister Cities Assocation Link no Community Enrichment yes no Application -- -- -- $ 5,000 $ 3,250 Foster City Village Link no Community Enrichment yes yes Application $ 10,000 $ 15,000 $ 7,000 $ 10,000 $ 7,250 Hillbarn Theatre Link no Community Enrichment yes no Application $ 3,100 $ 20,000 $ 4,000 $ 20,000 $ 3,000 Phase2Careers Link yes Community Enrichment yes no Application -- -- -- $ 13,000 This is a fantastic organization and
premise, but I would like to see it up
and running with a proven track
record before we initiate funding.

San Mateo-Foster City Community Education Foundation Link no Community Enrichment yes no Application -- $ 30,000 $ 6,000 $ 10,000 $ 5,000 Subtotal $ 80,400 $ 21,750
Rebuilding Togther Link yes Community Health yes yes Application -- -- -- $ 20,000 $ 7,250 Sustainable San Mateo County Link no Community Health yes no Application $ 2,700 $ 3,100 $ 3,000 $ 5,000 $ 4,000 Subtotal $ 25,000 $ 11,250
Category Percentage $ 75,000
Basic Services 60% $ 45,000 $ 147,400 $ 75,000
Community Enrichment 25% $ 18,750
Community Health 15% $ 11,250
Total Requests
*FY 21-22 was an outlier year as funding was supplemented with a large donation from Gilead Sciences

8.1 Attachment 2 - City Council Individual Proposed Funding Allocations (Compiled) 198
Non-Profit Agencies Website
First Time
Applicant? Category 501(c)(3)
Annual
Report
Application
Link
FY 20-21
Final
FY 21-22
Final*
FY 22-23
Final
FY 23-24
Request
Art
Kiesel Notes
CORA Link yes Basic Services yes yes Application -- -- -- $ 10,000 $ 3,000 PARCA Link no Basic Services yes no Application $ 2,700 $ 5,000 $ 5,000 $ 7,000 $ 5,000 Samaritan House Link no Basic Services yes yes Application $ 15,000 $ 15,000 $ 20,000 $ 20,000 $ 20,000 StarVista Link no Basic Services yes yes Application $ 1,800 $ 5,000 $ 5,000 $ 5,000 $ 5,000 Subtotal $ 42,000 $ 33,000
BayBasi Link no Community Enrichment yes no Application $ 1,340 -- -- $ 20,000 $ 2,000 Excellence Learning Center None yes Community Enrichment yes no Application -- -- -- $ 2,400 $ 2,000 Foster City Sister Cities Assocation Link no Community Enrichment yes no Application -- -- -- $ 5,000 $ 2,000 Foster City Village Link no Community Enrichment yes yes Application $ 10,000 $ 15,000 $ 7,000 $ 10,000 $ 7,000 Hillbarn Theatre Link no Community Enrichment yes no Application $ 3,100 $ 20,000 $ 4,000 $ 20,000 $ 5,000 Phase2Careers Link yes Community Enrichment yes no Application -- -- -- $ 13,000 $ 4,000 San Mateo-Foster City Community Education Foundation Link no Community Enrichment yes no Application -- $ 30,000 $ 6,000 $ 10,000 $ 3,000 Subtotal $ 80,400 $ 25,000
Rebuilding Togther Link yes Community Health yes yes Application -- -- -- $ 20,000 $ 4,000 Sustainable San Mateo County Link no Community Health yes no Application $ 2,700 $ 3,100 $ 3,000 $ 5,000 $ 3,000 Subtotal $ 25,000 $ 7,000
Category Percentage $ 75,000
Basic Services 60% $ 45,000 $147,400 $ 65,000
Community Enrichment 25% $ 18,750
Community Health 15% $ 11,250
Total Requests
*FY 21-22 was an outlier year as funding was supplemented with a large donation from Gilead Sciences

8.1 Attachment 2 - City Council Individual Proposed Funding Allocations (Compiled) 199

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 200

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 201

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 202

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 203

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 204

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 205

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 206

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 207

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 208

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 209
Updated June 5, 2023

CITY OF FOSTER CITY
FY 2023-2024 Nonprofit Funding Application

PROGRAM OVERVIEW
City Council has set aside funds to support local nonprofit agencies that operate programs and services that benefit the Foster City community and that the City would otherwise be unable to provide. Funding levels are determined annually by the City Council. The total funding made available may vary and traditionally has been funded by the General Fund.

NONPROFIT FUNDING PROCESS SCHEDULE
June 9, 2023 The nonprofit funding application period opens.

July 10, 2023 All requests for funding are due from nonprofit agencies no later than 5:00 PM.

July 17, 2023
to
August 21, 2023
Nonprofit representatives Applicants are invited to appear during the Public Comment period at ANY Regular City Council meeting between Monday, July 17, and Monday, August 21, 2023. Applicants will be given three minutes to briefly overview their organization and how nonprofit funding would benefit the Foster City Community.

TBD City Council determines funding levels by agency.

TBD Awarded nonprofits to submit invoice to City requesting disbursement.

PROGRAM ELIGIBILITY
x Organization must be incorporated as a nonprofit organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.
x An unincorporated organization may apply through a fiscal sponsor, provided that the fiscal sponsor is a 501(c)(3) organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.
x The applicant agency understands funding disbursement may only occur after an invoice and W-9 documentation is submitted to the City.
x The applicant agency agrees that an annual report/presentation will be provided to the City Council and shall indicate the number of services provided and Foster City residents served by the organization during the reporting period. The report will include measurable contract outcomes, successes, and challenges.
x Organizations must comply with all appropriate requirements on the use of public funds, particularly prohibiting funds from being used for personal benefit or lending of funds to a private entity. x Agencies are required to apply for funding each year. Funding for any given year does not guarantee funding for succeeding years.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 210
Updated June 5, 2023

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:

Organization Address:

Contact Name:

Contact Email:

Contact Phone: Amount Requested:

SECTION 1: IDENTIFICATION/ANALYSIS OF LOCAL NEEDS
1a. Describe the problem or need area being addressed including any formal study that has been done of the local and regional need for the service, program, or project.

SECTION 2: PROGRAM DESCRIPTION
2a. Describe the goals of the program for which you are requesting funding and how the funds would be used.

Community Overcoming Relationship Abuse - CORA
2211 Palm Avenue, San Mateo CA 94403
Alyssa Wieting, Development Director
[email protected]
650-753-4682 $10,000
Domestic violence affects an astounding 10,000 people in San Mateo County each year.* The need to serve this community is great and victims face many challenges, including demographics and socioeconomic status. For example, many of CORA’s clients are immigrants who experience language barriers and have low to no income. A significant challenge our community faces is the exorbitant cost of living in San Mateo County. While a victim may, in the short term, be able to leave their violent situation, 85% of women return to the abuser because they are not able to achieve economic self-sufficiency on their own.

CORA predominantly serves the most underrepresented community members, those with low or no income, limited English proficiency or lacking documentation, racial/ethnic minorities, and LGBTQIA+ survivors. In 2022, 100% of CORA’s Housing and Safe House clients identified as some level of low-income, with 90% identifying as extremely low-income.

At intake, their median annual income was $23,400 and 17% reported zero income without their abuser.

At least 60% of CORA’s clients served are new monolingual Spanish-speaking immigrants. Access to resources is a complicated issue for new immigrants. This is largely due to the following factors: ineligibility to many resources due to lack of documentation, lack of knowledge of the available resources, language barriers, lack of financial means, fears of legal systems and fears of deportation in the current political climate.

Other challenges for domestic violence victims are the ones seen across the board, regardless of economic status, including the fear of leaving an unsafe situation for retaliation of the abuser, fear for one’s life, embarrassment and shame.

While there are thousands of victims reaching out to CORA for support, there are still more domestic violence cases in our County involving victims unknown to CORA, and some quite shocking, involving weapons and even take place in broad daylight. One such incident was the murder of Karina Castro by her ex-partner who beheaded her in front of her apartment in San Carlos, during the day and with numerous community witnesses. The most recent publicized case in the area involved a 28- year-old woman from South San Francisco who was killed by her abuser.

It is imperative that CORA is an on-going community provider serving Foster City and San Mateo County. Our free, comprehensive and trauma-informed services and programs can be a literal life-line for victims who face many challenges and fears. https://www.smcgov.org/hsa/domestic-violence
CORA’s mission is to provide safety, support, and healing for individuals who experience abuse in an intimate partner relationship and educate the community to break the cycle of domestic violence.

As an organization we believe in and hope to achieve the following:
• Effectively serve the unique needs of each individual as well as the family unit, providing healing, hope and safety; • Working towards ending oppression and inequities to ensure that every victim, regardless of economic status, social status or race, receives the support needed to make the best and most informed choices for them; and
• Work with even the youngest victims to teach positive values and prevent potential future cycles of violence or victimization.

Funding from the Foster City Council would be used to support victims of domestic violence from Foster City through our comprehensive programs that include:
24-hr Bilingual Crisis Hotline, Crisis Support Services • Emergency Response Program (ERP): When a survivor of IPA calls 911 for assistance, a bilingual, trained crisis counselor is available for immediate support over the phone, offering emergency shelter and safety.
• Emergency Shelter (hoteling and moteling in emergent situations) • Safehouses and Supportive Housing (support for long term housing) • Legal Services (legal information, advice, document preparation, court accompaniment, and representation) • Family-Centered Mental Health (FCMH) Program and a Children’s Program that address the fear and confusion faced by IPA survivors and their families • Community Education: Mobile and virtual, population-specific initiatives target prevention, intervention, and support for youth/teen, and LGTBQ communities as well as the community-at-large.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 211
Updated June 5, 2023

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2b. Describe the accomplishments over the recent year of your organization and/or the program for which you are requesting funding.
2c. Describe the benefits to the City of Foster City and/or its residents of the program goals and accomplishments described in the previous two questions. 2d. How many Foster City residents did this program serve last year and/or how many are expected to be served in the coming year?
CORA
CORA is proud to have achieved the following recent accomplishments:
(1) Completing the creation of a 2-year Strategic Action Plan focusing on three overarching goals:
a. Improving the efficacy of our infrastructure systems b. Reviewing and addressing program quality and
c. Addressing CORA's culture (including our staff wellbeing and DEI initiatives).

Driving these goals, CORA has a Strategic Action Plan that has five program aims (Access, Safety, Self-efficacy, Resilience and Prevention/Education); (2) Currently having our largest staff members in the last two years, totaling 71; (3) Strengthening our collaboration between the Emergency Response Program and the Legal Department to address challenges in law enforcement responses to domestic violence cases.

We created a training on family law order enforcement and attended police briefings at several departments to present this information. We also partnered with the District Attorney's Office to create a training on domestic violence investigations and will present this training to the law enforcement departments in FY23; and (4) Expanding our Prevention Department, including our newest program: To Do At Home (TDAH).

This 8-week program is focused on learning about healthy relationships in which parents and children create fun memories and experiences by reading books, going to the library, cooking and doing art projects.

We have also launched another prevention initiative called Speak Up. Through this free program, business owners and staff will come away with an understanding of intimate partner abuse, how to spot red flags, and what to say to someone they fear might be in an abusive situation. This program is made possible through a partnership between CORA and the City of San Carlos.

Additionally, in FY 2022 CORA:
• Responded to 5,084 calls via our 24-hour Crisis Hotline; • Reached out to 3,468 victims referred by police via our 24-hour law enforcement referral program;
• Provided 90 individuals (52 adults and 38 children) with emergency Shelter;
• Provided 61 households with supportive housing, including transitional housing and rental subsidies subsidized housing; • Provided 1,031 callers with legal information and advice via our Legal Hotline;
The benefits to Foster City and their residents would include building more awareness of our services in the Foster City area which can lead to helping more victims of domestic violence or preventing more tragedies associated with DV. Additionally, CORA will help victims in Foster City find the strength needed to make the healthiest choices through our support and wrap-around services.

CORA served 33 clients, agency-wide, from July 1, 2022 to June 30, 2023. This number is likely much higher due to many of those we serve initially through our crisis line calling in anonymously, which is over 2000 annually. Over the last three years, CORA has served 33 clients in Foster City and we anticipate that number will remain similar for 2023-24.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 212
Updated June 5, 2023

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2e. Does your organization or program serve a larger geographic area or any other jurisdictions? List (if any), including the total number typically served.

SECTION 3: ADMINISTRATIVE CAPACITY
3a. Describe the organization’s experience providing the proposed project or program. 3b. Describe the way that the program is staffed (full-time, part-time, volunteer) and organized, as well as your organization’s total annual budget and your various sources of revenue.

CORA’s services and resources are available for any San Mateo County resident. On average we serve 8,000 unduplicated individuals each year.

CORA is San Mateo County's only provider of comprehensive domestic violence prevention services focused solely on domestic violence. With a deep, 45-year history, we became CORA after a merger in 2004 with the Center for Domestic Violence Prevention, providing the community with one of the nation's first 24-hour crisis hotline, and Sor Juana Ines Services for Abused Women, focusing on the unique needs of the Latino community. Over the years, our work has been centered on the connection between social and institutional oppression and violence along with intimate partner abuse, which is perpetuated by societal beliefs and norms.

Through our demonstrated success over the past four decades, CORA has established a reputation as an agency rich in human and service-based resources within San Mateo County and among nonprofits in the San Francisco Bay Area.

CORA has 51 full-time staff, 20 part-time staff. Our ethnically diverse staff, board and leadership are critical to the impact of CORA’s culturally informed programs that empower and instill trust among its clients through bilingual staff who share similar cultural backgrounds and traditions. CORA’s board is made up of 14 individuals who are fully dedicated to our mission and strive to support the staff in any way they are able to.

CORA has 14 volunteers who lend their skills and knowledge to help in departments such as Legal or Mental Health. We also have volunteers that assist our safe houses by stocking the pantries, landscaping, painting, and putting together welcome bags. CORA also has volunteers assist with administrative work in our offices.

CORA’s annual budget for FY 2024 is $8,289,925 and our revenue breakdown includes: 66% Government Funding, 12% Foundation Funding, 9% Individual Funding, 1.3% Corporate, 7.7% In Kind, 1% Special Event, and 3% Released Assets.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 213
Updated June 5, 2023

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
3c. Describe any collaboration that exists between your organization, this program and programs administered by other agencies, including financial, staffing or cross-referral, and how this may have benefitted or increased the impact of your services.

SECTION 4: REQUIRED ATTACHMENTS
4a. Proof of nonprofit status (501(c)(3) or equivalent
4b. Copy of latest organization’s annual report (if possible) RETURN ONE COPY OF COMPLETED FORMS TO:

Mail
City of Foster City
Attention: City Manager Department
610 Foster City Boulevard
Foster City, CA 94404
Email
[email protected]

SIGNATURE
Signature of Applicant: Date:

Printed Name: Title:
ature of Applicant:
ed Name:

CORA coordinates its outreach through a number of neighboring agencies, including community centers, local businesses, other nonprofit organizations, libraries and doctors' offices. CORA's community education team conducts presentations, workshops, and table events at various community settings around the County, including local high schools and junior colleges, local health centers, homeless shelters and legal support agencies. This broad spectrum of support ensures that any particular community is made aware of resources and accessibility of services. CORA works closely with many organizations and government agencies to facilitate the client’s access to a wide range of community resources, including TANF (temporary aid for needy families), health care agencies, mental health agencies, victim services through the DA’s office, victim compensation claims, and school related services. For example, CORA has partnerships with the other legal services agencies in the county to coordinate, rather than duplicate, services and to ensure that survivors have access to legal support in each legal system they are involved with (family, immigration, public benefits, CPS, etc.).

CORA’s collaboration with the community is critical in helping us spread the work, extend our reach, and support as many victims of domestic violence as possible.

July 7, 2023
Karen A Ferguson CEO

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 214

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 215

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 216
ANNUAL
IMPACT
REPORT
2021 - 2022

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 217
It’s cyclical. That is where I start when I think about relationship abuse (intimate partner abuse) and how we
approach the work here at CORA. It requires us to think about what happened in the previous generation, consider what is needed in the current generation and to provide education and messaging so the next generation rejects abuse. To this end, CORA has taken on a year of deep reflection. We have focused in on our core principles.

In 2021, CORA developed a Strategic Action Plan that focuses on our core programming goals aimed at Access, Safety,
Prevention & Education, Self-Efficacy and Resiliency. We recognize that we need a strong infrastructure to do the work, including a prioritization on equity and inclusion, transparency and community partnership. We see women’s rights and
human rights as the flipside of power and control dynamics – and as long as we live in a country where it is acceptable to determine or restrict the rights of another person, abuse will flourish. As such, our work is about social justice. Which brings us full circle; to produce generational change will take a community tipping point. A shift in the social fabric such that abuse is no longer tolerated in any shape or form.

As you read through this impact report, I hope you feel proud and moved to support CORA in the year ahead.
from the ceo
Sincerely,
Karen Ferguson
Chief Executive Officer
CORA

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 218
We have begun the work. With your partnership we can
achieve the goal: a community, a county, where every
person has the right to self-determination and where
home is a place where one is loved and supported.
strategic action

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 219
Thriving after abuse
Irma* came to CORA in October 2021 to seek emotional and legal support after experiencing intimate partner abuse by her ex-partner.

She experienced social, financial, and psychological abuse, as well as stalking and harassment following the break-up. Not only did Irma score high on the PostTraumatic Stress Disorder Scale, she had a complex trauma history. She survived two home explosions, sexual abuse as a child, divorce, and persistent grief over several losses of loved ones prior to experiencing intimate partner violence. Over time, Irma developed a history of depression and suicidality.

Still, Irma is resilient, hardworking, responsible, warm, and insightful. She came to her sessions highly motivated to try different coping skills, and she was open to new ways of understanding her experience.

After two months of mental health services at CORA, Irma’s symptoms improved.

Her score on the Post-Traumatic Stress Scale significantly decreased. Since, Irma has done a lot to reprocess what she’s been through and consistently reports a positive mood that she and others have noticed.

Most of all, Irma has reported an increased sense of safety and that she now knows and believes she is more than good enough.
*Name changed for confidentiality.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 220
Crisis Intervention
Successful crisis intervention is a community
effort. In partnership with San Mateo County
law enforcement, CORA provides help to
thousands of survivors in immediate need.
5,084
3,468
98%
Calls to CORA’s 24-hour Hotline
Referrals from Law Enforcement
Domestic violence victims who
called CORA's hotline and
completed a safety plan with
staff*
1 8.1
Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 221
Legal
Individuals who received legal services
Legal line calls responded to
1,051
2,158
Survivors want support defending their rights
to safety for themselves and their children. Our
legal team helps by providing legal advice and
information, representation, court
accompaniment, and referrals.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 222
housing & advocacy
42%
90%
Individuals provided shelter who
were children
Housing clients who exited to safe
alternate housing
2 Sometimes there just isn't a safe place to go to
get back on your feet. CORA provides safe
housing, resources, and skills building for
survivor clients.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 223
mental health
91% Adult clients who showed a decrease in
trauma response symptoms
Received individual or family therapy
Individuals received
group therapy
271
266
3 When the abuse is over, the pain often isn't. If
and when they're ready, clients can utilize
mental health services that can help them
improve their mental and emotional well-being.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 224
prevention & community
education
243
1,502
Hours of community education
Attendance across community
events
The overwhelming rates of relationship abuse
are a symptom of societal views, norms, and
intergenerational nature of violence. We're
shifting norms with prevention education.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 225
covid-19
$177,039
$1,064,053
Spent on emergency housing
Spent on rental assistance
During the pandemic, CORA's clients remained at the
center of our work. When our safe houses reached
maximum capacity, we made sure clients were housed
in hotels. All of CORA's legal team remained available
for in-person meetings, and CORA's other critical
services transitioned to a virtual format.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 226
foundation support
Thank you to the our generous foundation
partners that make CORA's work possible.

Atkinson Foundation
Bella Vista Foundation
Chan Zuckerberg Initiative
Danford Fisher Foundation
George H. Sandy Foundation
Grove Foundation
Highfield Foundation
Hurlbut Johnson Foundation
Mills-Peninsula - Sutter Health
Packard Foundation
Palo Alto Community Fund
Peninsula Healthcare District
Permira Foundation COVID
Pinpoint Foundation
SAMCAR
San Bruno Community
Foundation
San Carlos Foundation
Sand Hill Foundation
Sobrato Foundation
Sunlight Giving
Sequoia Healthcare District
United Way Phase 39
Women's Foundation of CA

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 227
finance
63% Government Grants
28% Contributions
8% Interest & Investment Income
1% In-kind donations
5% Fund Development
28% Management
& General
67% Program Services
Expenses
Operating Revenue
$6,821,309
$6,339,142

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 228
finance
Assets
31% Investments
13% Cash
40% Property & Equipment
1% Prepaid Expense
14% Grant & Accounts Receivable
6% Accounts Payable
48% Current Portion of LTD
34% Line of Credit
12% Accrued
Wages & Vacation
Current Liabilities
$9,840,307
$2,035,976

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 229
Excluding calls that ended abruptly and anonymous calls as they cannot be deduplicated; 475 anonymous calls resulted in the creation of a safety plan
Remaining 10% of clients chose not to disclose their exit destination. Destination is self-reported.

Clients who exited CORA's mental health program and
provided survey responses.

1. 2.

3. CORA provides safety, support and healing for
individuals who experience abuse in an intimate
relationship and educates the community to break the
cycle of domestic violence.

CORA's services are free.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 230

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 231

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8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 234

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 235

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 236
Form 990-N
Department of the Treasury
Internal Revenue Service
Electronic Notice (e-Postcard)
for Tax-Exempt Organization not Required to File Form 990 or 990-EZ OMB No. 1545-2085
2022
Open to Public Inspection
A For the 2022 Calendar year, or tax year beginning 2022-01-01 and ending 2022-12-31 Terminated for Business
Gross receipts are normally $50,000 or less
B Check if available
1401 Beach Park Blvd,
Foster City, CA, US, 94404
C Name of Organization: EXCELLENCE LEARNING CENTER D Employee Identification Number 83-3677086
E Website:
521 NOTTINGHAM LN,
Foster City, CA, US, 94404
F Name of Principal Officer: Ting Ouyang
Privacy Act and Paperwork Reduction Act Notice: We ask for the information on this form to carry out the Internal Revenue laws of the United States. You are required to give us the information. We need it to ensure that you are complying with these laws.

The organization is not required to provide information requested on a form that is subject to the Paperwork Reduction Act unless the form displays a valid OMB control number. Books or records relating to a form or its instructions must be retained as long as their contents may become material in the administration of any Internal Revenue law. The rules governing the confidentiality of the Form 990-N is covered in code section 6104.

The time needed to complete and file this form and related schedules will vary depending on the individual circumstances. The estimated average times is 15 minutes.

Note: This image is provided for your records only. Do Not mail this page to the IRS. The IRS will not accept this filing via paper. You must file your Form 990-N (e-Postcard) electronically.

Form 990-N
Department of the Treasury
Internal Revenue Service
Electronic Notice (e-Postcard)
for Tax-Exempt Organization not Required to File Form 990 or 990-EZ OMB No. 1545-2085
2022
Open to Public Inspection
A For the 2022 Calendar year, or tax year beginning 2022-01-01 and ending 2022-12-31 Terminated for Business
Gross receipts are normally $50,000 or less
B Check if available
1401 Beach Park Blvd,
Foster City, CA, US, 94404 y
C Name of Organization: EXCELLENCE LEARNING CENTER D Employee Identification Number 83-3677086
E Website:
521 NOTTINGHAM LN,
Foster City, CA, US, 94404 y
F Name of Principal Officer: Ting Ouyang
Privacy Act and Paperwork Reduction Act Notice: We ask for the information on this form to carry out the Internal Revenue laws of the United States. You are required to give us the information. We need it to ensure that you are complying with these laws.

The organization is not required to provide information requested on a form that is subject to the Paperwork Reduction Act unless the form displays a valid OMB control number. Books or records relating to a form or its instructions must be retained as long as their contents may become material in the administration of any Internal Revenue law. The rules governing the confidentiality of the Form 990-N is covered in code section 6104.

The time needed to complete and file this form and related schedules will vary depending on the individual circumstances. The estimated average times is 15 minutes.

Note: This image is provided for your records only. Do Not mail this page to the IRS. The IRS will not accept this filing via paper. You must file your Form 990-N (e-Postcard) electronically.
e-Postcard View https://sa.www4.irs.gov/epostcard/secure/990n/forms/print/ 1 of 1 2/5/23, 9:42 PM

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 237
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B1432-4958 01/23/2023 2:14 PM Received by California Secretary of State

For Office Use Only
-FILEDFile No.: BA20230123782
Date Filed: 1/23/2023

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 238
Updated June 5, 2023

CITY OF FOSTER CITY
FY 2023-2024 Nonprofit Funding Application

PROGRAM OVERVIEW
City Council has set aside funds to support local nonprofit agencies that operate programs and services that benefit the Foster City community and that the City would otherwise be unable to provide. Funding levels are determined annually by the City Council. The total funding made available may vary and traditionally has been funded by the General Fund.

NONPROFIT FUNDING PROCESS SCHEDULE
June 9, 2023 The nonprofit funding application period opens.

July 10, 2023 All requests for funding are due from nonprofit agencies no later than 5:00 PM.

July 17, 2023
to
August 21, 2023
Nonprofit representatives Applicants are invited to appear during the Public Comment period at ANY Regular City Council meeting between Monday, July 17, and Monday, August 21, 2023. Applicants will be given three minutes to briefly overview their organization and how nonprofit funding would benefit the Foster City Community.

TBD City Council determines funding levels by agency.

TBD Awarded nonprofits to submit invoice to City requesting disbursement.

PROGRAM ELIGIBILITY
Organization must be incorporated as a nonprofit organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.

An unincorporated organization may apply through a fiscal sponsor, provided that the fiscal sponsor is a 501(c)(3) organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.

The applicant agency understands funding disbursement may only occur after an invoice and W-9 documentation is submitted to the City.

The applicant agency agrees that an annual report/presentation will be provided to the City Council and shall indicate the number of services provided and Foster City residents served by the organization during the reporting period. The report will include measurable contract outcomes, successes, and challenges.

Organizations must comply with all appropriate requirements on the use of public funds, particularly prohibiting funds from being used for personal benefit or lending of funds to a private entity.

Agencies are required to apply for funding each year. Funding for any given year does not guarantee funding for succeeding years.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 239
Updated June 5, 2023

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:

Organization Address:

Contact Name:

Contact Email:

Contact Phone: Amount Requested:

SECTION 1: IDENTIFICATION/ANALYSIS OF LOCAL NEEDS
1a. Describe the problem or need area being addressed including any formal study that has been done of the local and regional need for the service, program, or project.

SECTION 2: PROGRAM DESCRIPTION
2a. Describe the goals of the program for which you are requesting funding and how the funds would be used.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 240
Updated June 5, 2023

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2b. Describe the accomplishments over the recent year of your organization and/or the program for which you are requesting funding.
2c. Describe the benefits to the City of Foster City and/or its residents of the program goals and accomplishments described in the previous two questions. 2d. How many Foster City residents did this program serve last year and/or how many are expected to be served in the coming year?

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 241
Updated June 5, 2023

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2e. Does your organization or program serve a larger geographic area or any other jurisdictions? List (if any), including the total number typically served.

SECTION 3: ADMINISTRATIVE CAPACITY
3a. Describe the organization’s experience providing the proposed project or program. 3b. Describe the way that the program is staffed (full-time, part-time, volunteer) and organized, as well as your organization’s total annual budget and your various sources of revenue.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 242
Updated June 5, 2023

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
3c. Describe any collaboration that exists between your organization, this program and programs administered by other agencies, including financial, staffing or cross-referral, and how this may have benefitted or increased the impact of your services.

SECTION 4: REQUIRED ATTACHMENTS
4a. Proof of nonprofit status (501(c)(3) or equivalent
4b. Copy of latest organization’s annual report (if possible) RETURN ONE COPY OF COMPLETED FORMS TO:

Mail
City of Foster City
Attention: City Manager Department
610 Foster City Boulevard
Foster City, CA 94404
Email
[email protected]

SIGNATURE
Signature of Applicant: Date:

Printed Name: Title:

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 243

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Updated June 5, 2023

CITY OF FOSTER CITY
FY 2023-2024 Nonprofit Funding Application

PROGRAM OVERVIEW
City Council has set aside funds to support local nonprofit agencies that operate programs and services that benefit the Foster City community and that the City would otherwise be unable to provide. Funding levels are determined annually by the City Council. The total funding made available may vary and traditionally has been funded by the General Fund.

NONPROFIT FUNDING PROCESS SCHEDULE
June 9, 2023 The nonprofit funding application period opens.

July 10, 2023 All requests for funding are due from nonprofit agencies no later than 5:00 PM.

July 17, 2023
to
August 21, 2023
Nonprofit representatives Applicants are invited to appear during the Public Comment period at ANY Regular City Council meeting between Monday, July 17, and Monday, August 21, 2023. Applicants will be given three minutes to briefly overview their organization and how nonprofit funding would benefit the Foster City Community.

TBD City Council determines funding levels by agency.

TBD Awarded nonprofits to submit invoice to City requesting disbursement.

PROGRAM ELIGIBILITY
Organization must be incorporated as a nonprofit organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.

An unincorporated organization may apply through a fiscal sponsor, provided that the fiscal sponsor is a 501(c)(3) organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.

The applicant agency understands funding disbursement may only occur after an invoice and W-9 documentation is submitted to the City.

The applicant agency agrees that an annual report/presentation will be provided to the City Council and shall indicate the number of services provided and Foster City residents served by the organization during the reporting period. The report will include measurable contract outcomes, successes, and challenges.

Organizations must comply with all appropriate requirements on the use of public funds, particularly prohibiting funds from being used for personal benefit or lending of funds to a private entity.

Agencies are required to apply for funding each year. Funding for any given year does not guarantee funding for succeeding years.

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Updated June 5, 2023

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:

Organization Address:

Contact Name:

Contact Email:

Contact Phone: Amount Requested:

SECTION 1: IDENTIFICATION/ANALYSIS OF LOCAL NEEDS
1a. Describe the problem or need area being addressed including any formal study that has been done of the local and regional need for the service, program, or project.

SECTION 2: PROGRAM DESCRIPTION
2a. Describe the goals of the program for which you are requesting funding and how the funds would be used.

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Updated June 5, 2023

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2b. Describe the accomplishments over the recent year of your organization and/or the program for which you are requesting funding.
2c. Describe the benefits to the City of Foster City and/or its residents of the program goals and accomplishments described in the previous two questions. 2d. How many Foster City residents did this program serve last year and/or how many are expected to be served in the coming year?

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Updated June 5, 2023

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2e. Does your organization or program serve a larger geographic area or any other jurisdictions? List (if any), including the total number typically served.

SECTION 3: ADMINISTRATIVE CAPACITY
3a. Describe the organization’s experience providing the proposed project or program. 3b. Describe the way that the program is staffed (full-time, part-time, volunteer) and organized, as well as your organization’s total annual budget and your various sources of revenue.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 269
Updated June 5, 2023

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
3c. Describe any collaboration that exists between your organization, this program and programs administered by other agencies, including financial, staffing or cross-referral, and how this may have benefitted or increased the impact of your services.

SECTION 4: REQUIRED ATTACHMENTS
4a. Proof of nonprofit status (501(c)(3) or equivalent
4b. Copy of latest organization’s annual report (if possible) RETURN ONE COPY OF COMPLETED FORMS TO:

Mail
City of Foster City
Attention: City Manager Department
610 Foster City Boulevard
Foster City, CA 94404
Email
[email protected]

SIGNATURE
Signature of Applicant: Date:

Printed Name: Title:

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Rebuilding Together Peninsula
841 Kaynyne St
Redwood City, CA 94063
From The Executive Director
“We want to thank you and your organization for the work you do for senior citizens to allow us to live comfortably as well as
safely. The services you provided were
a great relief and much appreciated as
we were unable to perform the repairs
ourselves.”
- Homeowner
It’s my great pleasure to provide Rebuilding Together
Peninsula’s 2021-22 Annual Report. As you’ll see,
with critical support from funders and volunteers,
RTP continues to play an important role as the go-to
agency for home repairs for our vulnerable neighbors
on the Peninsula.

The 2021-22 ͤscal year welcomed do]ens of corporate sponsors and nearly 1,000 volunteers on National Rebuilding Day, an annual tradition that
takes place on the last Saturday in April. Our yearround repair program also beneͤted from volunteers who assisted with minor home repairs. Equally exciting, we addressed critical safety repairs and upgrades for residents of a mobile home park and responded
to serious roof repair needs on the coast. 100% of the
homeowners served indicated they felt safer after our
repairs were completed.
:e also helped nonproͤts, including day cares and
schools that serve low-income children in cities from
South San Francisco to East Palo Alto obtain muchneeded upgrades such as fence repair, landscaping, and painting—much of it with volunteer labor and
materials.

Whether you sponsored National Rebuilding Day or
our Safe at Home program, or applied your generous
support to other initiatives, we are most grateful.

Together, we continue to ͤx what’s broken and, in so
doing, ensure safety for hundreds, preserve affordable
home ownership on the Peninsula, and retain the
diverse fabric of the communities and residents who,
in most cases, have lived here for over a generation.

Thank you for your investment in them and in RTP.

With gratitude,
Melissa Lukin, Executive Director
Peninsula
Your Support Matters
2021/22 ANNUAL REPORT
Our Statistics
177

TOTAL RESIDENTS SERVED
58 RESIDENTS WITH

DISABILITIES SERVED
10 FAMILIES WITH

CHILDREN SERVED
$40,608

MEDIAN HOUSEHOLD

ANNUAL INCOME
85 OLDER ADULTS SERVED
9 COMMUNITY FACILITIES

REPAIRED
OurImpact
97 HOMES REPAIRED

SCAN THIS CODE TO LEARN

MORE ABOUT US
Our Financials
$

REVENUE
2,787,645
$2 359,766 ,

EXPENSES
$Foundations & Corporations
703,049
11 15
%
%
12%
24%
18%
4% 8%
6%
57%
34%
9%
MISSIONRepairing homes, revitalizing communities, rebuilding lives.VISIONSafe homes and communities for everyone. Providing safe homes and community facilities preserves the diverse fabric of our community, brings health, hope and dignity to our neighbors and enhances economic security for generations. PROGRAMSSince 1989, Rebuilding Together Peninsula (RTP) has provided freerepairs for over 3,000 homes and community facilities throughout San Mateo County and Northern Santa Clara County. We are the leading agency to address the critical safety and health related repair needs for some of our most vulnerable neighbors on the Peninsula. National Rebuilding Day (NRD) is RTP’s annual signature event, held the last Saturday in April and in October. NRD is a volunteer-led tradition that transforms dozens of homes and community and nonproƤt facilities each year.Safe at Home provides critical repairs and modiƤcations year-round.

Our skilled technician, along with dedicated volunteers, offers simpler repairs – from minor plumbing and electrical work, to grab bar installation and other injury prevention measures. tions & Corporations
03,049
11%
51%
12%
24%
18%
4% 8%
6%
25% $
Government
541,945
19%
$Sponsorships
387,733 $Individuals 432,454 16% 14%
$In-Kind
347,419
$Investment Income
48,630
$Forgiveness of PPP Loan
170,373
2% 6%
5%
$Employee Retention Credit
143,157 <1% $
Misc.
12%
12,885
57%
34%
9%
30%
14%
56%
$Management & Fundraising
702,544
$In-Kind
341,859
$Programs
1,315,363

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 296

THANK YOU

Every effort has been made to conͤrm the accuracy of these donor lists. If we have inadvertently made an error or if you wish to change your donor listing in future publications, please contact the Development Ofͤce at 0
-
 and accept our sincere apologies.

FRIENDS OF RTPBay Area Builders ($100,000 and up)Chan Zuckerberg InitiativeThe Grove FoundationPeninsula Builders ($50,000–$99,999)Garrett FarwellNick and Gail FarwellGoldman Sachs & Co. LLCLowe’sPeninsula Health Care DistrictSequoia Healthcare DistrictSobrato Family FoundationWoodlawn FoundationCommunity Builders ($25,000–$49,999)Staffan and 0argareta Encrant]John and Michele McNellisRambus, Inc.The Whiting-Turner Contracting CompanyThe Wollenberg FoundationCity Builders ($10,000–$24,999)Anonymous DonationAtkinson FoundationBohannon FoundationCommercial Casework Inc.Construction Testing ServicesCumming CorporationJohn C. DwyerHayes Group Architects, Inc.Pete and Su]anne HooperInsurance Industry Charitable Foundation

IICF

Level 10 ConstructionMarvell Semiconductor Inc.McGuire and Hester FoundationMeta Platforms, Inc.Michael and Laura NibbiNOVO Construction, Inc.Oracle USA, Inc.Palo Alto Community FundThe Priscilla Endicott Charitable FoundationRocheJesse and Mindy RogersRotary Club of Palo AltoSilicon Valley Community FoundationStanford Health CareTri Counties BankW.L. Butler Construction, Inc.Webcor Builders, Inc.Wells Fargo FoundationWilson Sonsini Goodrich & Rosati FoundationNeighborhood Builders ($5,000–$9,999)4LEAF, Inc.ACCO Engineered SystemsAnning-Johnson CompanyCorinne AugustineBKF EngineersGavin and Tricia ChristensenCritchͤeld Mechanical, Inc.CSI Electrical Contractors, Inc.Danford Fisher Hannig FoundationDES Architects + EngineersDevcon Construction, Inc.

Dome Construction CorporationGenentechIdentivJoseph J. Albanese, Inc.Kiwanis Club of Palo AltoJoan LaneKevin and Leslie MarksMcMillan ElectricSusan MoriconiNibbi Brothers General ContractorsThe O’Brien Family FoundationPalo Alto Weekly Holiday FundPerkins Coie LLPPete Moffat Construction Inc.Kimberly and Patrick PopovitsPreston Pipelines Inc.Provident Credit UnionRedwood Electric Group, Inc.Rosendin ElectricSan Mateo County Association Realtors FoundationSheet Metal and Air Conditioning Contractors’ National Association

SMACNA

Stockham Construction Inc.Turton BondWSJ Properties LLCHome Builders ($1,000–$4,999)Tony and Heather AbbisAnonymous DonationAnonymous DonationCharles BeelerTerrence and Margaret BlaineLawrence and Patricia BriscoeNatalie Walrond and John BrocklandBruce Cabral and Kimberly HarneyLyman ChaoCornerstone Capital, Inc.Jean and Duncan DavidsonNancy Paxton and Gaurang DesaiDamon EllisFoster City Lions Club Richard and Nancy GoldcampGoogle, Inc.Diane Gosney and Allison ChangJohn and Carol HamiltonJohn and Andrea HennessyHeritage Bank of CommerceArlene Collopy and Joseph HoukRumana JabeenT. Hardy JacksonJohn and Marcia Goldman FoundationJude and Becky KirikWilliam and Donna KrepickCarl and Carol LandersSu]anne LegalletAndrew Leventhal and Su]anne NakamuraConnie and Robert LurieTwinkie LymanMadsen Family FoundationMenlo Park Live Oak LionsWendy Miller and Homer WongLarry and Nancy MohrSteven MurpheyMVLA Service League of Boys SLOBs
National Charity League
NCL
- Orchard ValleyRobert and Margaret NibbinVentFergus O’Shea Franklin M. Orr Jr. and Susan P. OrrNicholas Palmer and Teresa LasagaPeninsula Building Materials Co.Peter and Paula Uccelli FoundationGlenn and Nancy RankinKurt and Christie RicciGlenn and Elisabeth RomigRotary Club of Woodside/Portola ValleyRumana Jabeen & AssociatesSalal Credit Union salesforce.com, inc.Martha Simmons and Lewis ButlerThe Sliwkowski Family Gift Fund, a Donor Advised Fund of Renaissance Charitable FoundationLuke and Kassie StoneValerie Pierce and Mike Stort]Summa Peto FoundationGeoff and Colleen TateTE ConnectivityTimothy ThronsonGarry TramielPeter TsaiUmpqua BankUnited States Department of Housing and Urban DevelopmentBrinton von Thaden and Jamie MarksCurt and Margaret WeilDavid A. WollenbergKeith WollenbergWoodside Priory SchoolEmily Wu and Drew HoffmanJanice YuenBuilders ($500—$999)Anonymous DonationApple Inc.George BarcalaJeffrey and Christina BirdCiscoElectronic ArtsGrant EricksonIsaac Fehrenbach and Kathleen Kelley FehrenbachJeanne and Frank FischerSusie and Wiley HodgesDenny and April HollandFrank and Margo IsolaMatthew and Connie IvesPeter Kolet]keMark Lambert and Kelly IlnickiSpence and Sue LeslieJanet Littleͤeld and William CoggshallMelissa LukinJoseph P. Morey, Jr. and Bonnie MoreyTerrence MurpheyCarol RamsayBob RosenbergShelley and Bernard RossJohn and Reva SegallMadeline and Isaac SteinJeff and Laveille VossCraig Wallace and Stacie Armstrong WallaceContractors ($100–$499)Christine and Todd AdairAma]onSmile FoundationAmeriprise Financial Services, Inc.Anonymous DonationAnonymous Donation Anonymous DonationAnonymous DonationAnonymous DonationAnonymous DonationAnonymous DonationAnonymous DonationAnonymous DonationAnonymous DonationPeter and Anne Asti]Stephen and Linda BaloghMonika and Olle BjorkmanTom and Margaret BoeddikerCharles BollStephen and Gabriella BowlingGrant and Jean Bushee Jeanne CarlsonKathie and Stephen ChappellCari and Erik ChenJacqueline and Thomas CiernyCatherine ConnollyCosco Fire ProtectionMargaret DeStaeblerLauren Arnold and Reay DickStephen and Diana DohrmannBruno and Judith EnderCraig and Sally FalkenhagenSara Eli]abeth FilipekKaren FleckCynthia and Bill FloydNorma FragosoDonald FujikiEnaam GaborStephan and Loretta GallegosDan Hackett and Cynthia BeegerWesley and Signe HillMatthew and Maureen HoganLawrence HuJohn and Jacque JarveKim Overton and Carl JohnsonDon and Nancy KirkJames and Patricia KremerCarole LastAndrew LawrenceShoshana and Ronald LevyWilma LimGeorge and Ann LimbachDonald and Judy MacMillanPhillip MathewsonLinda and Anthony MeierRobert and Cynthia MillerEric Mitchell and Noelle SantamariaSteve MitchellMo]hgan Mi]ban and Glen BoehmJ. Kelly Monaghan and Marilyn VoelkeCynthia MulitMaurice and Donna MurpheyDr. Jennifer Normoyle and Dr. Kim Steven EhrlichRobert NurissoMattie PaceBarclay and Lisa PearsonJoshua and Kristen PortnerLee and Kitty PriceTracey and Craig PrimProject WorldwideTracy Rampton Daryl and Gertrude ReaganLucy Reid-KrenskyLinda SakoJohn and Kitti SaleraJames and Maureen SansburySteven SchollRichard and Susan SeilerMaura and Erik SincoffGlenn SolomonOwen and Hannah SowerwineJohn and Maureen StephensFrank TijerinaAnne Fischer and Fred TurnerChristine and Loriann VillanisVISA GivingStationJoel and Analee WeismanAlison WeisnerVern and Carolyn WittmanCaroline and Greg ZlotnickFriends up to $100Librada AbadWilma AlaieAnonymous DonationAnonymous DonationAnonymous DonationJo Anne BaileyDuane Bay and Barbara Noparstak Ron BenoitJudith LuVuolo BhushanLinda BosconoDolores BravosJohn and Gale BunnellLeonard and Inge CultraraCharles DarrahJohn and Donna DavidsonSusanna DavisPatricia EastburnCharmaine EliasonPaul and Kevin EvansEugene FrenchPriscilla GilmoreMonika GrayDora HarperEric and Laura HartnessLaura HillGary HitchAndrea JulianNorma Liedtke Alan LouieArdeanous and Joyce MayeBetty McNamaraJoseph and Yukino MeganJackie Chadwick and Mercedes MoutonMiles NewellDaniel OgburnBecky OtaIne] PowellPeter Renteria and Kevin CaravelloRamas SamyGeorgia SavocaAllegra SockolLucille D. StrongSunder SujanRosa and Bill TarangioliChristine and Thelma WinderIN-KIND DONATIONSCommunity Builders ($25,000 and up)DLA Piper LLP US
Michael Patrick Partners, Inc.Nibbi Brothers General ContractorsWebcor Builders, Inc.Edwin WilliamsNeighborhood Builders ($5,000-$9,999)Architectural Glass & AluminumRichard and Ann CreveltDome Construction CorporationDennis ElliottLowe’sMarvell Semiconductor Inc.Master PlumbingHolly and Stig NyboHome Builders ($1,000-$4,999)Hayes Group Architects, Inc.Lyngso Garden MaterialsKevin and Leslie MarksRambus, Inc.Builders ($500-$999)H&E Equipment ServicesOT House CallsOutdoor Supply Hardware Stewart Painting, Inc.Contractors ($100-499)Nancy ChangEKO Carpet CleaningSimone Filippa]]i and Danielle Melo Filippa]]iGotFloor.comT. Hardy JacksonKeith RaskinSan José State UniversityEd ShapiroAron SteinTherapy in Your HomeBeatrice WongFriends up to $100V. Marcal GOVERNMENT FUNDERSCity of Daly City Economic & Community DevelopmentCity of Menlo ParkCity of Palo AltoCity of Redwood City - Community Development Department-Planning & Housing DivisionCity of San CarlosCity of San MateoCounty of San Mateo - Department of Housing - Housing & Community DevelopmentSan Mateo County Board of SupervisorsCity of South San FranciscoNRD CONSTRUCTION CAPTAINSDan AmigoneSal A]adRobert BelviniJim BensonKelly BritlandTyler BurtJoel ButlerEthan ChounChase CocorranJohn CreveltBrian DahlquistCharlie DrechslerDennis ElliottDamon EllisViktor FerrerasBill FishJoe GarciaPete HooperLawrence HuDon KirkJacob LaMontagneAlan LouieMike Lynch Kevin MarksJim McFallJeff MoorePaul MoranBryan MorrisseyMichael NibbiRobert PereiraBrooks PosegateKeith RaskinEdward RaymondKurt RicciRay RosenthalBrad ShambaughHugh TanDon Van CreveldCurt Weil NRD VOLUNTEER CAPTAINSAlex Cabe]onDorcy ChenToby CordoneMarty DeggellerJill ElͤshawyJenna EllisEdward GreilichKen HayesTristan HedgesKyle LierkRoxane MarenbergGail McFallKim NguyenMichelle Oberes-PadreSandy PockalnyKathy ReckSandy Rodrigue]Katy ScottJim TraceskiJune ZhangIN HONOR/MEMORY OF DONATIONSAnnelinda and Ambar Aguayo – In honor of Garrett Farwell’s board serviceAnonymous Donation – In honor of Josh Martin. I know you put a lot of “sweat equity” into this charity and wanted to support it and your projects with a donation. Happy Holidays!Rachel Fuji – In honor of Chuck MartinZelda Luxenberg – In honor of Jan SagerPeter Renteria and Kevin Caravello – In memory of momJan Sager and Robert Luxenberg – In honor of Zelda LuxenbergIsabelle Stierli – In honor of Christa Levine BOARD EMERITUSBill ButlerW.L. Butler ConstructionNick FarwellThe Arbor GroupJohn McNellisMcNellis PartnersDavid A. WollenbergThe Cortana CorporationBOARD OF DIRECTORSCorinne Augustine Intersect ENTLawrence Briscoe Community MemberGenevieve Cadwalader PrologisDamon Ellis The Whiting-Turner Contracting Company Garrett Farwell Salesforce Pete Hooper Hooper Construction & RemodelingRumana Jabeen Rumana Jabeen & Associates T. Hardy Jackson EncoreLogic LLCKevin Marks California Institute for Regenerative MedicinePaul Moran Level 10 ConstructionSusan Moriconi Personalis Mike Nibbi Nibbi Brothers General ContractorsFergus O’Shea FacebookNick Palmer Commercial Casework Inc.Kurt Ricci Webcor BuildersKaty Scott RochePeter Tsai Sobrato FoundationEmily Wu Community Member

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 297

CITY OF FOSTER CITY
Non-Profit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name: Samaritan House
Organization Address: 4031 Pacific Blvd, San Mateo, CA 94403 Contact Name: Isabelle Anderson
Contact Email: [email protected]
Contact Phone: 650-376-4992 Amount Requested: $20,000
SECTION 1: IDENTIFICATION/ANALYSIS OF LOCAL NEEDS
1a. Describe the problem or need area being addressed including any formal study that has been done of the local and regional need for the service, program, or project.

The Need Persists... Our Work is Not Finished
Economic shifts always hit those who make the least the hardest. Our post-pandemic world, compounded by the recent inflation spike, has been no different and has greatly affected our community, with the experience for those at the economic top very different from those living below the poverty line.

It’s been challenging to communicate to the general public the complexity of issues we’re dealing with. Many assumptions are being made about the lives of others, at a time when there’s more uncertainty than ever before.

Folks don’t understand the depth and difficulty of people living in poverty, people who appear to be okay, but who really are living on the edge. Despite past relief efforts, clients continue to be destabilized by COVID and an unpredictable economy. Their stresses continue in a world that is quite literally more expensive and harder to navigate than before the pandemic. Scaling up services will be long term and requires infrastructure changes.

Foster City’s relative affluence, with a median household income of $163,322 (US Census 2023), belies the fact that city residents suffer from the same economic inequality, food and housing insecurity, and health disparity as the rest of San Mateo County. Costs are outpacing wages, and the pandemic exacerbated widening gaps in wealth inequality as it hit low-wage service jobs disproportionally. The County of San Mateo’s cost of basic expenses rose 23% from 2018 to 2021, with housing and childcare comprising 52% of a family’s monthly budget.

Childcare costs alone grew 67%. Health care expenses - premiums, deductibles, and out-of-pocket costs - rose by 36%. Our County carries the highest average rental debt per household and the largest increase in food stamp enrollment across all of California. Prior to COVID, hundreds of Foster City residents sought vital services from Samaritan House just to survive.

As we reflect on these past three years, it is clear that its effects will continue to shape our communities well into the future. Despite the world reopening, the pandemic’s aftermath lingers, and those who were already struggling to make ends meet continue to bear the brunt of the economic disparities. Unfortunately, these inequities have only been exacerbated in our post-pandemic world, further entrenching the challenges faced by our most vulnerable neighbors.

Samaritan House is the designated Core Service Agency for Foster City. Samaritan House's wide range of safety net services – food, access to shelter, clothing, health care and financial assistance - and role as lead Core Services Agency for central San Mateo County and for the County’s Coordinated Entry System (CES) are vital components of San Mateo County’s human services safety net for community members in need.

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Clients throughout San Mateo County, including residents of the City of Foster City, come to Samaritan House in financial crisis, seeking emergency housing or rental assistance. The majority of our clients earn less than 30% of the AMI, which is $55,900 for a family of four in San Mateo County (HUD, State of CA HCD, SMC 2023).

Latinx account for 65% of clients, 21% White, 8% Asian/Pacific Islanders, and 6% Black. Many are uninsured, none earn a livable wage or are unemployed, many have exhausted their unemployment benefits and all cope with significant hardship, all of which have negatively impacted their household’s income level and ability to remain stably housed. Additionally, many endure mental health, legal, disability, or domestic violence adversity.

Samaritan House is a model of powerful good and is central to caring for thousands across our County; as San Mateo County’s central anti-poverty agency, we have grown into an economic opportunity engine, helping our most vulnerable neighbors stabilize their financial health and become self-reliant. Our wide array of homelessness prevention services provides clients with a more complete and sustainable solution to their struggles. We ensure the working poor aren’t invisible and provide the support they need to be fed, clothed, healthy and housed so they can remain active, successful members of our community. Rather than surviving crisis to crisis, our whole person approach helps create lasting life plans. “I walk by Samaritan House sometimes and I want to cry. My heart melts. Not because of sadness, but because of extreme gratitude.” - Ana Carolina, mother and client SECTION 2: PROGRAM DESCRIPTION
2a. Describe the goals of the program for which you are requesting funding and how the funds would be used.

As recovery efforts gain momentum, Samaritan House respectfully requests a $20,000 grant to support a wide range of vital safety net services for Foster City’s low- and extremely low-income families struggling with hunger, homelessness and poverty. This funding will be used to provide food, access to shelter, healthcare, personalized case management and a broad range of supportive services to set the most vulnerable residents of Foster City on a path toward stability, self-reliance and success.

Since 1974, Samaritan House has led the fight against poverty in San Mateo County. As the frontline support mechanism for providing emergency and safety net assistance to vulnerable adults, youth and families, we are the only organization that delivers the full breadth of essential services and personalized support to the working poor. In response to the enduring economic crisis created by COVID-19, our efforts continue to be focused on providing the most basic necessities of living while operating services that help those who have been destabilized return to self-reliance.

We’ve leveled-up our services over the last three years, and with need again at peak pandemic levels, we remain steadfast in our commitment to providing care, empathy, and stability to our community. Our community’s most vulnerable members are more reliant than ever before on the social services sector for their basic survival, and Samaritan House is here to help. As the County’s central anti-poverty organization, Samaritan House serves as the community’s safety net throughout public health crises and beyond; addressing food insecurity, housing instability, medical fragility, and economic insecurity.

Client Services: Housing assistance, emergency rental assistance, case management, benefits assistance, homelessness prevention services, referral and connection to many community resources. Samaritan House also serves as the lead agency for San Mateo County’s Coordinated Entry System (CES), serving 2,600+ individuals each year. Financial empowerment and asset building services are offered, including VITA (Volunteer Income Tax Assistance) services and one-on-one financial coaching.

Emergency Financial Assistance/Homelessness Prevention Program: We are the lead agency for San Mateo County responsible for the procurement and processing of all financial assistance for the seven Core Service Agencies, including the City of Foster City. Our role assists our clients in meeting immediate and longerterm financial assistance including emergency coverage of utilities and rental mortgage assistance.

Food & Nutrition Program: We are the largest direct-to-client food distributor in San Mateo County. Our Food and Nutrition Program distributes food through a variety of means to ensure the program meets the diverse needs of those living with food insecurity. Meals are provided through our Kitchen to those unable to cook and

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 299
delivered to social service programs, senior and community centers, and homebound seniors and individuals.

Groceries are distributed through Food Pantry, Family Harvest, Produce Mobile, and Food Pharmacies to lowincome food-insecure families.

Healthcare: Free Healthcare Clinics of San Mateo and Redwood City serve 6,000+ patient visits each year with 60+ volunteer professionals. Medical, dental, vision and mental health services are provided at no cost to medically underserved residents of San Mateo County. Clinic patients are uninsured and unable to afford ‘outof-pocket' healthcare costs, such as premiums, copays or deductibles of coverage. Since 2016, we have operated California’s first two Food Pharmacies, and patients with diabetes fill "prescriptions" for free nutritious food.

Providing primary and preventive care to the medically underserved not only benefits those receiving the care, but also accrues benefits to the community at large. For instance, providing access to vaccinations reduce the spread of infectious diseases in a community. Keeping residents healthy improves the workforce and economy.

Having a primary source of care reduces dependence on hospital emergency room visits at a considerable cost savings.

Children’s Programs: Foster City children and youth have access through our Kids Closet. Kids Closet provides basic necessities, as well as high quality clothes, backpacks, and more. A newly opened boutique provides new and gently used clothing for children and teens. We also host an annual back-to-school backpack event, Halloween costume giveaway, Holiday Toy & Gift Card Distribution event, and other children’s programs.

Shelter Services: As operator of Safe Harbor Shelter, a 105-bed congregate homeless shelter located in South San Francisco, Pacific Emergency Shelter, a 75-bed non-congregate shelter in Redwood City, and El Camino House, a 44-room non-congregate shelter in San Mateo, we are dedicated to supporting residents’ goals to reconstruct their lives, by offering hope and providing a secure, supportive and welcoming place for Foster City adults experiencing homelessness in San Mateo County. Shelter residents receive three hot nutritious meals every day, hot showers, hygiene supplies, intensive case management, housing location assistance, resource and benefits connection, access to community services, transportation, employment referral, as well as financial education/services, and counseling. We also offer on-site Medical Respite, mental health and substance abuse support and intervention, educational programming, and other supportive services, as needed.

Holiday Assistance: Samaritan House’s Holiday Program reaches more than 3,000 low-income households, including nearly 6,000 youth & teens. Thanksgiving dinners are served at Martin Luther King Center, local senior and community centers, and at our Shelter Services sites. Special food distributions in November and December provide all the fixings for holiday dinners. Additionally, our Holiday Gift Card & Toy Event serves 1,000+ families.

Worker Resources: The Worker Resource Center (WRC) matches temporary laborers with potential employers, including residents and some businesses from Foster City. Managed by Samaritan House and funded by the City of San Mateo, the WRC provides a safe place for employers and employees to meet. In addition, ESL classes, computer learning, community engagement, training on basic maintenance and landscape services, employment services and referrals are offered to equip laborers with skills for employment.

Volunteer Program – Civic Engagement in Action: Foster City residents and businesses (Gilead, VISA, Penelope’s, etc.), civic organizations (Rotary, Lions, Peninsula Special Interest Lions), educational and religious organizations are a principal part of our extensive community involvement efforts as volunteers and supporters, including some of our elected officials. Foster City Elementary, Audubon Elementary, Bowditch Middle, Foster City Preschool, Kids Connection, Warnock Day School and even Mrs. K’s Preschool all participate in Samaritan House’s WEE Care Program, as do Foster City students in the 3 local high schools.

Last year, Samaritan House engaged over 1,015 dedicated volunteers, providing 33,618 hours of service valued at $1,006,882. Clinical service providers are 90% volunteer driven; our food kitchen is staffed by volunteers equaling almost two FTEs on an annual basis; and 60 schools participate in monthly Wee Care clothing and food drives. Samaritan House uses volunteer contributions from the community (approximately 1,700 hours of volunteer labor every month) to produce meals at a very low cost. 95% of the food used to prepare meals is provided by community in-kind contributions from local grocery stores, community food drives and individual donations, valued at over $8.4 million annually.

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While we are all eager to return to our pre-pandemic lives, we’ve yet to see a decline in need, with more parents seeking clothes for their children and requests for financial assistance outstripping available funding. As pandemic supports disappear, our clients face agonizing decisions about how to afford the rising costs of food, gas, and rent, while balancing the demands of quarantine and caring for loved ones should a family member contract COVID. Throughout these difficulties, Samaritan House remains resolute in our commitment to provide care, empathy, and stability to those who need it most.

Together with the City of Foster City, we will continue our fight to alleviate poverty in San Mateo County, and we will help our Foster City neighbors on their path to self-sufficiency by committing ourselves to new, heightened levels of operation while providing the same level of customized, professional, and empathetic care to every client who comes through our doors. Your unwavering generosity will bring stability amidst uncertainty and demonstrate our community’s commitment to enduring empathy and action in times of crisis and beyond.

As we each slowly reclaim our lives from COVID’s grip, we ask for your support in helping our neighbors regain control and stability in their lives, too. Thank you for your generous contribution this past year and for your consideration of our funding request.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 301

CITY OF FOSTER CITY
Non-Profit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name: Samaritan House
2bDescribe the accomplishments over the recent year of your organization and/or the program for which you are requesting funding.

In the five years pre-COVID, our agency grew by 30% due to the rising cost of living and the widening economic disparity in San Mateo County. Since April 2020, demand across our most critical programs has increased by a staggering 400%, and we have grown by 66%, serving 10,000 additional individuals each year. Demand for our vital services is currently at record levels, and to-date, the number of clients needing support continues to rise. Demand for services is at record levels, with the number of clients needing support continuing to rise. Our strategic plan includes the following components:
1) We will keep hardworking individuals and families housed In FY22, we distributed $3.75+M in financial assistance, including utilities and emergency rental assistance, from all funding sources, including: Emergency Rental Assistance Program, CARES Fund, COVID SMC Strong Fund, and SVCF COVID-19 Regional Response Fund. As the state’s COVID-19 Rent Relief Program partner, we supported the delivery of $115+M in financial relief. Samaritan House is the County’s contracted Emergency Financial Assistance administrative entity, and we served 2,668 households at-risk of homelessness with an average of $3,802 per household. Additional household supports included 177,000+ diapers and 21,000+ pieces of children’s clothing, ensuring families’ budgets could stretch farther.

Together with Peninsula Health Care District, we deepened our reach across North San Mateo County in September 2022 with the opening of the Burlingame Annex providing homelessness prevention services.

With the end of state and federal relief funds, Samaritan House will step up to provide direct financial assistance to families in need and continue to proactively ensure our clients have the funds needed to keep a roof over their heads and a warm, comfortable place to sleep. 2) We will keep families nourished with healthy food
In FY22, the Food Services program served 15,212 individuals facing food insecurity. Services included hot meals to 4,258 clients, a 30% increase year-over-year. Hot food distribution expanded into East Palo Alto and Menlo Park. The positive trajectory continued into FY23, where we experienced substantial growth, serving 10,043 households (56% increase), benefitting 21,420 individuals. Notably, we achieved a remarkable milestone with the distribution of 4,510,036 meal equivalents, representing a tremendous 54% increase and setting an all-time record for our agency.

Cora’s Community Market officially opens Summer 2023! Cora’s Market is a reimagined, 1,700 square foot facility designed to resemble a neighborhood grocery store, where clients can enjoy a free-choice shopping experience for fresh produce, vegetables, pantry staples, refrigerated prepared foods, and essential household items like diapers, baby food and formula.

Our Food & Nutrition Program remains an essential community resource on which thousands of food insecure families depend. Our pantry continues to see an increase in new families, with fifty new families joining us weekly. We serve over 1,500 individually packaged hot meals daily, and our various food programs support more than 7,000 individuals each month – a significant portion of whom are children.

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3) We will keep the uninsured healthy with comprehensive preventative medical, dental, and behavioral health care
Our clinics returned to in-person care, under the new visionary leadership of Drs. Singh and Montacute from Stanford Health Medical Center. In FY22, we provided vaccine education and outreach to vulnerable populations, treated patients under our ‘food is medicine’ mantra for chronic diseases through the Food Pharmacies, and provided over 1,000 mental health care sessions.

In 2023, we will solidify and enhance our clinical workflow, remodel the San Mateo Clinic, enhance pharmacy services and medication access, expand the Woman’s Health Program, recruit more volunteers, and expand our dental and behavioral health care services.
4) We will provide safe shelter for the unhoused
Since March 2020, Shelter Services tripled. In FY22, we provided 44,000+ nights of safe sleep for the unhoused, continuing to work closely with our CORE Agency partners to move folks from temporary shelter to permanent housing.

October 2022 marked a significant milestone for Samaritan House as we proudly inaugurated our third transitional shelter, El Camino House - comprising 44 rooms - in the heart of San Mateo. Our enduring partnership with the County of San Mateo continues to enable us to take another big step towards realizing our shared vision of ending homelessness.

Samaritan House remains dedicated to working closely with the county and fellow nonprofits to provide safe shelter for the most medically vulnerable and chronically unhoused members of our community in congregate and non-congregate settings, while implementing comprehensive safety protocols across all of our shelters.

Staff work diligently to identify and provide permanent housing options for unhoused individuals facing physical or mental health challenges. In the first three quarters of FY23, we successfully secured permanent housing for 60 individuals.

5. We will ensure children in need have more than just the basics Recognizing that dignity goes beyond the essentials, our littlest clients receive the basic necessities of living as well as high quality clothes, backpacks, diapers, and more through our Kids Closet. 2022’s Holiday Program served 3,270 households, including 5,674 youth.

6. Amid growing divides, we will continue to work towards a more equitable and prosperous county for all
Last year, Samaritan House embarked on a journey toward enhancing our Diversity, Equity and Inclusion framework and completed an in-depth analysis of strengths and opportunities relative to DEI to ensure we are using an equity lens, including with a focus on race, ethnicity, and gender identity, with regard to Client and Shelter Services data, as well as Samaritan House policies and procedures. Phase 1 of the assessment has concluded – in response, an action plan (Phase 2) has been developed. Implementation of Phase 2 began early 2023 and involves activating an ad hoc committee of the Board of Directors to develop and implement DEI training for volunteers across the organization. A cross-departmental staff committee will work to implement training and modify procedures and documents identified as non-compliant with DEI standards. Furthermore, we are actively engaged in CoC and County equity initiatives aimed at eliminating barriers and ensuring that our clients have equitable access to our services to the fullest extent possible. ---
As our programs continue to grow to meet the needs of our community, Samaritan House welcomed Laura Bent as our new CEO in January 2023. Laura is bilingual and multicultural and has worked with Samaritan House for 12 years, previously serving as Chief Operations Officer. She brings an abundance of enthusiasm, zeal, and extensive expertise in nonprofit leadership amassed over several decades. With Laura at the helm, we can confidently uphold our commitment to meeting the diverse needs of our clients with the same level of dedication and excellence for years to come.

We were also thrilled to announce the appointments of Dr. Baldeep Singh, new Medical Director, and Dr.

Tamara Montacute, new Associate Medical Director to Samaritan House’s Free Clinics of San Mateo and Redwood City in Fall of 2022. Dr. Singh is a clinical professor and the Clinical Chief for Internal Medicine in the division of Primary Care and Population Health at Stanford University; Dr. Montacute is an assistant

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 303
professor and a Family Medicine physician, also in the division of Primary Care and Population Health at Stanford. Under their visionary leadership, Samaritan House's Free Clinics continue to address patient health needs and advance healthcare equity for an ever-growing number of low-income residents in San Mateo County.
2c Describe the benefits to the City of Foster City and/or its residents of the program goals and accomplishments described in the previous two questions.

San Mateo County’s demand for services continue to exceed the level of demand we saw prior to 2020.

Foster City residents in crisis have and continue to benefit from access to food, clothing, shelter, mental health management, medical and dental care, case management, holiday assistance, worker resources and emergency financial assistance. A look back at FY22, Samaritan House assisted 210 Foster City residents through our Client Services Program; 46 unduplicated patients plus their families were provided 72 medical and dental patient visits at our Free Clinics. Samaritan House served 17,740 meals and provided a total of $5,202 in emergency financial assistance, including rental assistance and transportation services. The total value of all services combined was $83,997 (food, financial assistance, clothing, healthcare, back to school, and holiday gifts). A total of 49 volunteers provided 1,536 hours of service. With our help, these residents who were at imminent risk of homelessness averted the shelter system and returned to stable housing.

With her permission, the following client story demonstrates the impact of Samaritan House’s Core Services programs.

A Family's Story
For families already struggling to make ends meet, rising prices caused by inflation create a new set of challenges. Cristina, a single mother of four, knows the struggle intimately.

Like all parents, Cristina wants to provide the best for her children. But these difficult times have presented new challenges. "I work two jobs, and I still can't make ends meet. Living in the Bay Area is just really expensive." She's not alone. Cristina's struggle is echoed by families all over San Mateo County, and it is a common story from clients both new and old at Samaritan House.

When Cristina can't make rent or struggles to put food on the table, Samaritan House has been there for her. "We've gone through different changes. There have been times I've been out of work, and I've been able to get food from Samaritan House and clothes for the boys.” Visiting the backpack give away this year put a smile on her face. With three children currently in school, it has been an invaluable resource. "If it wasn't for this, they wouldn't have new backpacks or school supplies.

They'd have to use last year's, and those aren't in the best condition anymore.” Support from Kids Closet means her kids are able to return to school with dignity and confidence, and Cristina doesn't have to choose between paying her bills or getting her boys what they need.

That help has made the difference for her family. It's more than just food and clothes -- it's peace of mind. "Knowing that I can call and get clothes and food really relieves stress." As she works hard to regain stability lost during the pandemic, Samaritan House is here to hold her hand and help get her back on her feet. For Cristina and thousands more parents like her, that support is a breath of fresh air.

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2d How many Foster City residents did this program serve last year and/or how many are expected to be served in the coming year?
In fiscal year 2022 (July 1, 2021 – June 30, 2022), Samaritan House served a total of 210 Foster City residents (91 households). We anticipate similar numbers in this coming year.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 305

CITY OF FOSTER CITY
Non-Profit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name: Samaritan House
2e Does your organization or program serve a larger geographic area or any other jurisdictions? List (if any), including the total number typically served.

Our headquarters and main service location is just 1.5 miles from Foster City. With facilities stretching from South San Francisco to East Palo Alto and Menlo Park, Samaritan House is the only organization that delivers the full breadth of essential services to the working poor across San Mateo County. Altogether, in FY22, we served 21,689 individuals with financial assistance, homelessness prevention and essential services, such as food, shelter, clothing, and healthcare.

Since 2018, Samaritan House South has been the County of San Mateo’s Core Services Agency serving residents of East Palo Alto and Menlo Park. Samaritan House South’s office is located at 1836B Bay Rd. in East Palo Alto. It is a prime location due to its proximity to other community-based organizations including Ravenswood Family Health Center, WeHOPE, Renaissance Entrepreneurship Center, Ecumenical Hunger Program, and Community Legal Services in East Palo Alto. Each year, nearly 3,000 clients receive emergency services including food, homelessness prevention services, and emergency housing assistance.

Samaritan House South staff have deep roots in the community and have formed strong connections with clients.

In March of 2021, at the height of COVID-19, Samaritan House partnered with the County of San Mateo in a coordinated effort to serve people experiencing homelessness. Samaritan House opened Pacific Emergency Shelter in Redwood City, as part of the statewide, Project Homekey initiative. On-site staff managed the shelter, provided intake, intensive case management, wellness checks, food and clothing, as well as ensured the safety and security of all its residents. In addition to Pacific Emergency Shelter, we opened and operated Winter 2021 OTSP, Winter Offsite Temporary Shelter Program (WOTSP), 2022’s Isolation Hotel Shelter, and Offsite Temporary Isolation Hotel (OTIP), sheltering 1,700 of the County’s most medically at-risk and chronically unhoused clientele in single occupancy rooms, protecting them from COVID-19.

SECTION 3: ADMINISTRATIVE CAPACITY
3a Describe the organization’s experience providing the proposed project or program.

Since 1974, Samaritan House has led the fight against poverty in San Mateo County, providing a full range of essential services, taking a personal approach, and serving as a centralized resource for clients and partners alike. Samaritan House is San Mateo County’s principal non-profit health and human services agency, bringing a new level of hope, dignity and empowerment to the working poor, as we fulfill immediate needs. By ensuring our clients are fed, clothed, healthy, and housed, we help them create their own stability and remain active, successful members of our community. An enduring community is only possible when every person has the resources they need to live. Samaritan House brings together individuals, companies, schools, faith based, and other organizations, as well as a dedicated corps of over 1,000 volunteers, to provide free services that empower our neighbors and create stronger communities. We are dedicated to fighting poverty and lifting lives.

Samaritan House currently serves as the fiscal sponsor for the San Francisco Chronicle’s Season of Sharing (SOS) Fund, which provides one-time emergency assistance to low income, eligible families. The agency is

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 306
a current CSBG and Measure K grantee, providing homelessness prevention services and financial assistance through multiple contracts with the County of San Mateo. Samaritan House is the lead agency in a 7-agency collaborative with the Core Service Agency Network (CSN) to make Community Action Agency resources available countywide, as well as the lead agency for the County of San Mateo’s Coordinated Entry System and has developed the infrastructure needed to adequately report and track financial and programmatic data for these funding sources.

Samaritan House has an excellent track record of capturing and reporting data in a timely manner for numerous government contracts. At the close of each fiscal year, the books and records of Samaritan House are audited by an independent certified public accountant.

Samaritan House headquarters, located at 4031 Pacific Blvd in San Mateo and situated at the San MateoBelmont border, includes three floors totaling 17,000 square feet of usable space, as well as a commercial kitchen, food pantry and future community market. Kids Closet is located adjacent to the building, across the parking lot. We are conveniently located for Foster City residents. As the location is on two number of SamTrans bus routes as well as CalTrain, it is easily accessible via public transportation. The Free Clinic of San Mateo is located blocks away on 39th and El Camino.

Services, such as our Mobile Meals for seniors and disabled “shut-ins” can be delivered directly in Foster City. During the pandemic, we partnered through the Foster City Chamber Cares Initiative with a range of agencies and organizations within and serving Foster City to ensure delivery of service to City residents, including prepared meals for homeless living in their cars in Foster City parking areas. Samaritan House has also been involved in assisting Foster’s Landing residents under the relocation project. 3b Describe the way that the program is staffed (full-time, part-time, volunteer) and organized, as well as your organization’s total annual budget and your various sources of revenue.

With nearly 50 years of experience providing homelessness prevention and safety net services to residents throughout San Mateo County, 125 staff (105 FTE/20 PTE), and a FY23 operating budget of $28,785,597, Samaritan House has the organizational experience, management expertise, history of partnerships and linkages with other community based organizations, sound fiscal management principles, grants administration expertise, board support and overall agency infrastructure necessary to operate effective and successful programs. Our diverse funding portfolio of 30% government, 6% healthcare districts, 11% foundations, 6% business & community groups, 16% individuals & bequests, and 31% in in-kind contributions and volunteer services valued at nearly $8.5 million annually makes Samaritan House one of the bestleveraged organizations in the County.

All of our core programs are staffed and managed by highly experienced, ethnically diverse, culturally competent teams, with extensive knowledge and experience providing case management, homelessness prevention and housing services to low-income and/or unhoused individuals. They are sensitive to the needs of the program participants and reflective of the population served. Spanish/English bilingual staff accommodate clients with limited English proficiency. For those clients who are monolingual in languages other than Spanish, such as our Pacific Islander, Asian and Russian clientele, translators and staff from other Samaritan House programs are available to assist on site and via teleconference. Should we not have a staff person in house, we do have a contracted company that is licensed and bonded for translation services.

Referrals are also provided to residents for the adult school ESL classes. Program information is available in Spanish. Services and phone equipment are also available for the hearing impaired.

Volunteerism is an important part of Samaritan House’s core mission, and a robust engagement program provides effective opportunities for community members to share their means, energy and concern for those in need. In FY22, Samaritan House engaged 1,015 dedicated volunteers, providing 33,618 hours of service valued at $1,006,882. Our food kitchen is staffed by volunteers equaling almost two FTEs on an annual basis.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 307

CITY OF FOSTER CITY
Non-Profit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name: Samaritan House
3c. Describe any collaboration that exists between your organization, this program and programs administered by other agencies, including financial, staffing or cross-referral, and how this may have benefitted or increased the impact of your services.

The hallmark of Samaritan House is its leadership in collaboration with local agencies, organizations and government. From the outset of the COVID pandemic, we played a key leading role in the Foster City Chamber Cares Initiative. Through that effort, we collaborated with a variety of Foster City serving agencies and employers to provide food, shelter, case management, health care, personal protective equipment, vaccinations, children’s supplies, and various forms of financial assistance in new and expanded ways to Foster City residents and beyond. Among those we partner with are: Gilead, VISA, the Villages, Foster City San Mateo Educational Foundation, Peninsula Special Interest Lions, Foster City Rotary and Lions Clubs, Hillbarn Theater, and many more.

Samaritan House plays a leading or key role in over 50 major community efforts, 10 of them arising from the pandemic alone, for example the County COVID Recovery Coordination Council, and many more.

We believe an enduring community is only possible when every person has the resources they need to live, and alliances with existing local services and organizations multiply our impact. The mobilization and solidarity of our collective community, including partner organizations, funders, individual donors and volunteers, have proven central to response and recovery throughout this health crisis; increasing access to supportive services, reducing health inequities, strengthening community resilience, ensuring that no one is left behind.

Samaritan House is the leader of anti-poverty efforts in San Mateo County; strengthening the social safety-net, while building strategic partnerships with government, the private sector, and local community nonprofits.

Accordingly, Samaritan House serves as the lead agency of the Coordinated Entry System (CES), established to prevent homelessness in San Mateo County. This multi-agency, countywide effort circumvents shelter placement by using every available resource to keep residents housed. We participate and provide a leadership role in the Point-In-Time Counts/One Day Homeless Counts and Surveys. We have been a part of the County Economic Recovery Committee, the Covid Recovery Committee, and we are actively engaged in a leadership role for the Together We End Homelessness Summit.

As the Contracted operator of the County’s Community Action Agency, whose mission it is to lead antipoverty efforts in San Mateo County, we regularly attend the CAA board meetings and audits. Samaritan House serves as fiscal sponsor of San Francisco Chronicle’s Season of Sharing Fund for San Mateo County, coordinating a rental/emergency assistance program for a network of eight community-based organizations covering all regions of the County.

Additionally, Samaritan House partners with San Mateo County Joint Powers Authority (JPA), as well as with US 101 Express Lanes Community Transportation Benefits Program: the lead agency and administrator of FasTrak transponders and Clipper cards each valued at $100 (one-time benefit) to qualifying residents, helping to address transportation inequities.

Capitalizing on our success in securing, coordinating and operating numerous multi-agency, countywide antipoverty collaboratives in San Mateo County, Samaritan House will continue to leverage our expertise and relationships to better integrate services among community agencies and local residents.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 308
SECTION 4: REQUIRED ATTACHMENTS
4a. Proof of non-profit status (501(c)(3) or equivalent 4b. Copy of latest organization’s annual report (if possible) RETURN ONE COPY OF COMPLETED FORMS TO:

Mail
City of Foster City
Attention: City Manager Department
610 Foster City Boulevard
Foster City, CA 94404
Email
[email protected]

SIGNATURE
Signature of Applicant:

Chief Executive Officer
Date:

July 10, 2023
Printed Name:

Laura E. Bent
Title:

CEO

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 309

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1 8.1
Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 311
2 A MESSAGE FROM BART CHARLOW, CEO
3 FIGHTING POVERTYLIFTING LIVES
That’s what we do. And more. It’s more than distributing 2.5 million meals, serving 22,500 clients, or supporting the delivery of more than  5 / in
Ƃnancial relief to
Meep people in their homes
during COVID-19.9hether it’s a worldwide pandemic, soaring in ƃation or a
personal crisis, Samaritan House is here to provide help, hope and dignity where they’re needed most.

We’ve done so much together, you and I. Eight years of growth, not for its own sake, but because the need for our services has grown. As it continues to grow, I know you will be here helping keep our neighbors housed, fed and healthy. That’s why, I also know that now is the right time to step aside and into retirement. We’ve reached some amazing milestones over the last eight years, from establishing the wrst food pharmacies in California, to opening the wrst Homekey Homeless Shelters in our County, to doubling our food services to 3 million meals/year and expanding Wee Care to nearly 70 schools. There’s so much more. And, there’s so much more still to do.Together we have helped Samaritan House become what I always called us: “The Great Heart of a Great Community!” And, we have to keep going. I’m so proud of how Samaritan House – our staff, volunteers, and partners – rose to meet the devastating need in the wake of COVID 19. But, I’m not surprised. Over our 50 years, Samaritan House has always risen to meet the needs in our community. We are thousands of people who’ve come together to directly serve over 22,000 neighbors each year, and many thousands more via services we support over the entire County. That’s an impressive record, but always remember that we’re talking about people.

Folks we know face-to-face as individuals and their families. People – our “working poor” – who struggle each day while they serve all of us as the foundation of our economy. They need Samaritan House – us – as we will continue to need you to maMe all this possible.I will be cheering you on, soon from the sidelines. But I will never forget why I came to Samaritan House in the wrst place: for the people. That’s you, our staff and volunteers, our clients and partners.Thank you for allowing me to work alongside you. It’s truly been an honor. 22,500clients
$115Min emergency
Ƃnancial
assistance funds*

2.5Mmeals 44,000 nights of safe sleep
*March 2021 – June 2022. Directly and through support of CA COVID-19 Rent Relief Program.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 312
4 For families already struggling to make ends meet, rising prices caused by in 5 yation create
a new set of challenges. Cristina, a single mother of four, knows the struggle intimately. Like all parents, Cristina wants to provide the best for her children. But these difwcult times have presented new challenges. “I work two jobs, and I still can’t make ends meet. Living in the Bay Area is just really expensive.” She’s not alone. Cristina’s struggle is echoed by families all over San Mateo County, and it is a common story from clients both new and old at Samaritan House. 9hen Cristina can’t maMe rent or struggles to put food on the table, Samaritan House has been there for her. “We’ve gone through different changes. There have been times I’ve been out of work, and I’ve been able to get food from Samaritan House and clothes for the boys.”Visiting the backpack give away this year put a smile on her face. With three children currently in school, it has been an invaluable resource. “If it wasn’t for this, they wouldn’t have new backpacks or school supplies. They’d have to use last year’s, and those aren’t in the best condition anymore.” Support from Kids Closet means her kids are able to return to school with dignity and conwdence, and Cristina doesn’t have to choose between paying her bills or getting her boys what they need.

That help has made the difference for her family. It’s more than just food and clothes – it’s peace of mind. “Knowing that I can call and get clothes and food really relieves stress.” As she works hard to regain stability lost during the pandemic, Samaritan House is here to hold her hand and help get her back on her feet. For Cristina and thousands more parents like her, that support is a breath of fresh air.

LIFTING LIVES
We’ve gone through different changes. There have been times I’ve been out of work, and I’ve been able to get food from Samaritan House and clothes for the boys.- Cristina “
“

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6 7
When the cost of living in the Bay Area is so high and only seems to climb higher every day, prioritizing healthcare is a challenge for many. But for our neighbors in need who come to Samaritan House, they don’t have to make that choice. Two free clinics, in San Mateo and Redwood City, are here to meet their needs. We see the impact our clinics have on the community in the number of patients returning for essential care. Dolores Perez, the Breast Care Clinic Navigator, has seen many women return, knowing that with the support of the medical staff at Samaritan House’s Free Clinics, they’ll receive the care they need. For many clients, reaching out for help can be difwcult. Overcoming barriers of pride, language, and status is not an easy process. “I’m an immigrant too, and I know how it feels,” Dolores says. “The patients that we help are very vulnerable. There are whole families living in a single room. That’s who we’re helping.” She’s seen how essential that care can be. A patient who regularly came in for mammograms recently received a cancer diagnosis, and Dolores was right there to help her through her care. “If she hadn’t come to Samaritan House, it would have been a long time before she would have been able to get tested, and the treatment would have been a lot harder. Seeing a doctor here is changing her life.”The value of free healthcare provided by a dedicated team of highly µualiwed doctors and specialists cannot be overstated. Together, we can ensure that no one is forced to choose between paying their rent or paying for expensive – and necessary – healthcare.

HEALTHCARE
The patients that we help are very vulnerable. There are whole families living in a single room. That’s who we’re helping.- Dolores “
“8.1
Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 314
8 9
COMMUNITY IMPACT UNDER BART’S LEADERSHIP (2014–2023)
Launched the
Ƃrst shelter
2016medical respite servicein San Mateo County
Doubled number of people served to 25,0002021
Launched mental 2017health services
Opened Samaritan House South in 2018East Palo Alto
Doubled meals provided from 1.75M to 3M
2020
Opened
Ƃrst two
food pharmacies in 2015CA
Opening Cora’s Community MarMet
2022 2021-2022
Tripled number of shelter beds
Supported more than $115M in homelessness prevention funds2021-2022

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 315
10 The team talks fondly about his practice of walking around and talking to people in every department and at all levels.Bart’s retirement is bittersweet. I am delighted for him, as this retirement is well deserved after a long career helping others. Bart heads the Burlingame Plein Air Painters and I look forward to seeing more masterpieces from him. But I will miss Bart’s sense of humor, his wisdom, his generous spirit, and his visits to the kitchen during my volunteer shifts. Thanks to Bart’s leadership, Samaritan House will continue to thrive. Bart masterfully mentored and trained his staff and they are eager and prepared to take on more responsibility. I am con 11 wdent that Bart is
leaving the organization in a good place. When he came onboard, Bart coined the phrase “Samaritan House is the great heart of a great community.” Thank you for keeping our community great, Bart. Thanks to you, we understand what together truly means.

THE GREAT HEART OF A GREAT COMMUNITY, BY PATTY HSIU , ADVISORY COUNCIL CHAIR Bart Charlow is a CEO with an equal balance of brain and heart. He takes a genuine interest in the lives of clients, volunteers and employees. He also has keen analytical skills, and for the last eight years has run Samaritan House with operations and data, tempered by care and wisdom. And now, our beloved CEO has announced his retirement. As we prepare to say farewell, I’ve been reyecting on the years I’ve been privileged to know Bart, and appreciating his vital contributions to our organization.My own 25+ year history with Samaritan House began when my children were in grade school, collecting supplies for a Samaritan House program called Wee Care. I went on to volunteer in other capacities and eventually serve on the board. In 2013, I became board president. As president, I led the board committee that recruited Bart in 2014. We had an ambitious job description, and we knew we were looking for a rare combination of qualities, but it turned out that Bart was a great candidate. Bart had a unique and varied background including database expertise, as well as his earlier years in counseling and social work and his leadership in local nonprowts. His balance of heart and business acumen would serve the organization well in the years to come.

When Bart came onboard, Samaritan House had been serving our community with good spirit and hard work, but lacked some of the systems that would allow it to scale up and serve more people. Bart built the infrastructure that the organization needed, while appreciating everything the team had already accomplished. In recent years, Bart’s steady leadership has helped us weather a pandemic and skyrocketing need for our services, all while politics and the economy complicated the lives of our clients and our community as a whole. And in these difwcult times, Bart and his team made courageous moves to expand and improve Samaritan House’s impact on San Mateo County, not just keep our heads above water. I am so proud of that worM, and grateful to Mnow going forward that $art’s worM
has prepared Samaritan House with the resilience, con
Ƃdence and goodwill to get
through almost anything together. Through the pandemic, the Samaritan House kitchen at Paciwc Boulevard has remained a busy hub of bubbling food, client interactions, deliveries, and donations. Smiling behind his mask, Bart walks through for an elbow or wst bump and a quick catchup with staff and volunteers.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 316
12 Looking back at almost 50 years of service, it is remarkable to see how far Samaritan House has come and how much has changed. This year has been, like many others before it, a year of shifts and challenges. And, now, we are preparing to say goodbye to our CEO, Bart Charlow, who has led us through unprecedented times of need with care, con 13 wdence, and a steady hand. It is a time
of transition, as we continue to navigate pandemic-related economic hardship as well as local crises.While change presents challenges, it also presents opportunities. I am pleased and proud to serve as the new President of the Samaritan House Board of Directors. I am excited about the organization’s many ongoing efforts, as well as plans on the horizon and those further down the road. I know, as we search for our next CEO, there will be so much more to build and do together.Signiwcant staff, volunteer, and partner effort goes into our operations to address food insecurity, housing difwculties, healthcare, and other needs. Next year, we will open the doors of Cora’s Community Market to our neighbors in need. This market-style pantry will give our clients the opportunity to shop for the food they receive from us. Dignity is a core value for Samaritan House and this market will give clients a more digniwed way of receiving the food they need to feed their families.

Along with Cora’s Community Market, I am excited about the opening of our newest shelter, El Camino House, in partnership with the County of San Mateo. This new shelter will enable us to provide more nights of safe sleep to our unhoused neighbors. Additionally, clients housed at El Camino House will be able to get the resources and tools they need to build their way back to stability.

Most importantly, I look forward to welcoming a new CEO to Samaritan House. The opportunity to approach our mission together with fresh eyes and new energy will enable us to wnd innovative ways to support the working poor and help to break the cycle of poverty. I have no doubt that, together, we will rise to meet new challenges. We are lucky to have a strong history of leadership at Samaritan House. From our founder, Dr. Cora Clemons, to John Kelly, to Bart and others, our new CEO will have large shoes to wll. The example set for us by previous leadership will help us as we move through this transition. I look forward to seeing what comes next. Thanks to our incredibly generous community, every time we have an opportunity to do more, we can and do.

DR. CORA CLEMONS EMERGING YOUNG SAMARITAN AWARD
The Dr. Cora Clemons Emerging Young Samaritan Award is inspired by the community service work and selyess spirit of our founder, Dr. Cora Clemons, R.N., M.F.C.C., M.P.H., Ph.D. In 1974, Dr. Clemons was concerned that basic social services like food, housing, and medical care were difwcult to access. She saw a need and took action. Today, Samaritan House is more dedicated than ever to respecting and fulwlling her vision and honoring those who’ve joined in the wght. The award recognizes young changemakers, 16-22 years old, in San Mateo County, whose community service work models Dr. Clemons’ commitment to service and compassion. In honor of Dr. Clemons’ life-long dedication and advocacy, we are proud to announce the wrst winners of the Dr. Cora Clemons Emerging Young Samaritan Award: Roman & Avery Misner and Emma Quanbeck.Seeing food insecurity Ƃrst-hand during
COVID, Roman and Avery Misner decided to set up bins in their neighborhood to encourage people to donate food. Every week, the donation numbers kept growing, surpassing all their expectations. Over 15 months, the brothers collected and donated more than 4,100 items to Samaritan House. These young men mobilized their community with a sense of purpose and helped many people when they needed it the most.

COVID-19 took a toll on mental health across the globe, particularly among children and teens. Recogni\ing this, 'mma 3uanbecM
decided to create a safe space for students to speaM and empathi\e with each other about their experiences returning to school amidst a pandemic. Emma engaged with her school newspaper, the County Board of Education, and the Stanford Center for Youth Mental Health to host a virtual panel to break the stigma surrounding mental health, to share resources and to discuss ways teens can support each other during an especially challenging time. Samaritan House is proud and grateful for the work these young humanitarians have done. We are happy to recognize and award their contributions to the community with the Dr. Cora Clemons Emerging Young Samaritan Award.

LOOKING FORWARD BY CLIFF ROBBINS, BOARD PRESIDENT

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 317
14 15
FINANCIALS FY22 REVENUE
FY22 EXPENSES
$29.6M
$27M
In-Kind Contributions31%
Individuals & Bequests16%
Foundations11%
Business & Community Groups6%
Healthcare Districts6%
Government30%
Client Services12%
Food Services29%
Kids Closet & Holiday Assistance3%
Samaritan House has been leading the wght against poverty in San Mateo County for almost 50 years. Thanks to your generous support, we leveled-up our services over the last three years to meet the critical demand for food, shelter, and wnancial assistance brought on by the COVID-19 crisis. With need again at peak pandemic levels, we remain steadfast in our commitment to providing care, empathy, and stability to our community.

With your continued generous support, there’s so much more we can do for our neighbors, and we ask that you join us in helping our clients regain their stability. Out of a relentless crisis, we will emerge a stronger community, more deeply committed to each other and dedicated to ensuring all in need have access to food, clothing, shelter, and healthcare, through the COVID crisis and beyond.

Samaritan House relies on the generosity of others to make our work possible. Nearly 70% of our funding comes from private donations. Thank you for investing in our community.

IN-
-IND CONTRI$UTIONS
Using in-kind goods and services allows usto make the best use of our dollars. 71% ofour in-kind contributions include our fooddonations, another 10% include our medicalsupplies, lab tests, and professional volunteer hours – the doctors and nurses at our clinics.SEASON OF SHARING FUNDSamaritan House is the wscal agent for the SF Chronicle Season of Sharing Fund. This fund provides wnancial assistance to families and underserved individuals in San Mateo County. 316 families were provided a total of $1,208,385 emergency assistance county wide. Because Samaritan House is the wscal sponsor for this fund, it is not included in the wnancial statements.

CHARITY NAVIGATORCharity Navigator has awarded Samaritan House its top 4 STAR rating for 13 years in a row which places us in the top 1% of rated charities nationwide based on a series of wnancial and transparency indicators. SUSTAINA$I.ITYSamaritan House wscal policies and practices are focused on liquidity, adaptability, and durability to ensure that we are wscally strong to serve the future needs of the community. $A.ANCE SHEET As of 6/30/2022Assets $34,929,561Liabilities $2,082,947Net Assets $32,846,614 For full audited wnancial reports and 990s, please visit www.samaritanhousesanmateo.org. $3.8M
provided in direct
Ƃnancial assistance
Resources put to
best use:
89%
of revenue goes
directly to programs.

Medical & Dental Clinics15%
Shelter Services16%
Direct Financial Assistance9%
Coordinated Entry Services3%
Worker Resource Center1%
Administration6%
Development & Communications5%

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 318
www.samaritanhousesanmateo.org
(650) 347-3648
4031 Paciwc Boulevard, San Mateo, CA 94403

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 319
Updated June 5, 2023

CITY OF FOSTER CITY
FY 2023-2024 Nonprofit Funding Application

PROGRAM OVERVIEW
City Council has set aside funds to support local nonprofit agencies that operate programs and services that benefit the Foster City community and that the City would otherwise be unable to provide. Funding levels are determined annually by the City Council. The total funding made available may vary and traditionally has been funded by the General Fund.

NONPROFIT FUNDING PROCESS SCHEDULE
June 9, 2023 The nonprofit funding application period opens.

July 10, 2023 All requests for funding are due from nonprofit agencies no later than 5:00 PM.

July 17, 2023
to
August 21, 2023
Nonprofit representatives Applicants are invited to appear during the Public Comment period at ANY Regular City Council meeting between Monday, July 17, and Monday, August 21, 2023. Applicants will be given three minutes to briefly overview their organization and how nonprofit funding would benefit the Foster City Community.

TBD City Council determines funding levels by agency.

TBD Awarded nonprofits to submit invoice to City requesting disbursement.

PROGRAM ELIGIBILITY
Organization must be incorporated as a nonprofit organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.

An unincorporated organization may apply through a fiscal sponsor, provided that the fiscal sponsor is a 501(c)(3) organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.

The applicant agency understands funding disbursement may only occur after an invoice and W-9 documentation is submitted to the City.

The applicant agency agrees that an annual report/presentation will be provided to the City Council and shall indicate the number of services provided and Foster City residents served by the organization during the reporting period. The report will include measurable contract outcomes, successes, and challenges.

Organizations must comply with all appropriate requirements on the use of public funds, particularly prohibiting funds from being used for personal benefit or lending of funds to a private entity.

Agencies are required to apply for funding each year. Funding for any given year does not guarantee funding for succeeding years.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 320
Updated June 5, 2023

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:

Organization Address:

Contact Name:

Contact Email:

Contact Phone: Amount Requested:

SECTION 1: IDENTIFICATION/ANALYSIS OF LOCAL NEEDS
1a. Describe the problem or need area being addressed including any formal study that has been done of the local and regional need for the service, program, or project.

SECTION 2: PROGRAM DESCRIPTION
2a. Describe the goals of the program for which you are requesting funding and how the funds would be used.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 321
Updated June 5, 2023

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2b. Describe the accomplishments over the recent year of your organization and/or the program for which you are requesting funding.
2c. Describe the benefits to the City of Foster City and/or its residents of the program goals and accomplishments described in the previous two questions. 2d. How many Foster City residents did this program serve last year and/or how many are expected to be served in the coming year?

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 322
Updated June 5, 2023

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2e. Does your organization or program serve a larger geographic area or any other jurisdictions? List (if any), including the total number typically served.

SECTION 3: ADMINISTRATIVE CAPACITY
3a. Describe the organization’s experience providing the proposed project or program. 3b. Describe the way that the program is staffed (full-time, part-time, volunteer) and organized, as well as your organization’s total annual budget and your various sources of revenue.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 323
Updated June 5, 2023

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
3c. Describe any collaboration that exists between your organization, this program and programs administered by other agencies, including financial, staffing or cross-referral, and how this may have benefitted or increased the impact of your services.

SECTION 4: REQUIRED ATTACHMENTS
4a. Proof of nonprofit status (501(c)(3) or equivalent
4b. Copy of latest organization’s annual report (if possible) RETURN ONE COPY OF COMPLETED FORMS TO:

Mail
City of Foster City
Attention: City Manager Department
610 Foster City Boulevard
Foster City, CA 94404
Email
[email protected]

SIGNATURE
Signature of Applicant: Date:

Printed Name: Title:

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 324

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 325

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 326

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 327

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 328

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 329

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 330

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 331

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 332
Updated June 5, 2023

CITY OF FOSTER CITY
FY 2023-2024 Nonprofit Funding Application

PROGRAM OVERVIEW
City Council has set aside funds to support local nonprofit agencies that operate programs and services that benefit the Foster City community and that the City would otherwise be unable to provide. Funding levels are determined annually by the City Council. The total funding made available may vary and traditionally has been funded by the General Fund.

NONPROFIT FUNDING PROCESS SCHEDULE
June 9, 2023 The nonprofit funding application period opens.

July 10, 2023 All requests for funding are due from nonprofit agencies no later than 5:00 PM.

July 17, 2023
to
August 21, 2023
Nonprofit representatives Applicants are invited to appear during the Public Comment period at ANY Regular City Council meeting between Monday, July 17, and Monday, August 21, 2023. Applicants will be given three minutes to briefly overview their organization and how nonprofit funding would benefit the Foster City Community.

TBD City Council determines funding levels by agency.

TBD Awarded nonprofits to submit invoice to City requesting disbursement.

PROGRAM ELIGIBILITY
Organization must be incorporated as a nonprofit organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.

An unincorporated organization may apply through a fiscal sponsor, provided that the fiscal sponsor is a 501(c)(3) organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.

The applicant agency understands funding disbursement may only occur after an invoice and W-9 documentation is submitted to the City.

The applicant agency agrees that an annual report/presentation will be provided to the City Council and shall indicate the number of services provided and Foster City residents served by the organization during the reporting period. The report will include measurable contract outcomes, successes, and challenges.

Organizations must comply with all appropriate requirements on the use of public funds, particularly prohibiting funds from being used for personal benefit or lending of funds to a private entity.

Agencies are required to apply for funding each year. Funding for any given year does not guarantee funding for succeeding years.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 333
Updated June 5, 2023

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:

Organization Address:

Contact Name:

Contact Email:

Contact Phone: Amount Requested:

SECTION 1: IDENTIFICATION/ANALYSIS OF LOCAL NEEDS
1a. Describe the problem or need area being addressed including any formal study that has been done of the local and regional need for the service, program, or project.

SECTION 2: PROGRAM DESCRIPTION
2a. Describe the goals of the program for which you are requesting funding and how the funds would be used.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 334
Updated June 5, 2023

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2b. Describe the accomplishments over the recent year of your organization and/or the program for which you are requesting funding.
2c. Describe the benefits to the City of Foster City and/or its residents of the program goals and accomplishments described in the previous two questions. 2d. How many Foster City residents did this program serve last year and/or how many are expected to be served in the coming year?

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 335
Updated June 5, 2023

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2e. Does your organization or program serve a larger geographic area or any other jurisdictions? List (if any), including the total number typically served.

SECTION 3: ADMINISTRATIVE CAPACITY
3a. Describe the organization’s experience providing the proposed project or program. 3b. Describe the way that the program is staffed (full-time, part-time, volunteer) and organized, as well as your organization’s total annual budget and your various sources of revenue.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 336
Updated June 5, 2023

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
3c. Describe any collaboration that exists between your organization, this program and programs administered by other agencies, including financial, staffing or cross-referral, and how this may have benefitted or increased the impact of your services.

SECTION 4: REQUIRED ATTACHMENTS
4a. Proof of nonprofit status (501(c)(3) or equivalent
4b. Copy of latest organization’s annual report (if possible) RETURN ONE COPY OF COMPLETED FORMS TO:

Mail
City of Foster City
Attention: City Manager Department
610 Foster City Boulevard
Foster City, CA 94404
Email
[email protected]

SIGNATURE
Signature of Applicant: Date:

Printed Name: Title:

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 337

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 338

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 339

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 340

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 341

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 342

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 343

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 344

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 345
Fundraising

5.3%
Early Childhood and
Family Services

29.5%
Wellness and
Recovery Services

24.7%
Youth Empowerment Services

15.9%
Clinical and
Community Services

9.0%
Management and
General

15.7%
Miscellaneous and
Investment Income

2.7%
Fundraising
Events

0.7%
Foundation Grants

6.4%
Government Grants
and Contracts

78.4%
Contributions

5.4%
Program Fees

6.4%

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 346

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 347

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 348

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 349

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 350

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 351
Updated June 5, 2023

CITY OF FOSTER CITY
FY 2023-2024 Nonprofit Funding Application

PROGRAM OVERVIEW
City Council has set aside funds to support local nonprofit agencies that operate programs and services that benefit the Foster City community and that the City would otherwise be unable to provide. Funding levels are determined annually by the City Council. The total funding made available may vary and traditionally has been funded by the General Fund.

NONPROFIT FUNDING PROCESS SCHEDULE
June 9, 2023 The nonprofit funding application period opens.

July 10, 2023 All requests for funding are due from nonprofit agencies no later than 5:00 PM.

July 17, 2023
to
August 21, 2023
Nonprofit representatives Applicants are invited to appear during the Public Comment period at ANY Regular City Council meeting between Monday, July 17, and Monday, August 21, 2023. Applicants will be given three minutes to briefly overview their organization and how nonprofit funding would benefit the Foster City Community.

TBD City Council determines funding levels by agency.

TBD Awarded nonprofits to submit invoice to City requesting disbursement.

PROGRAM ELIGIBILITY
Organization must be incorporated as a nonprofit organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.

An unincorporated organization may apply through a fiscal sponsor, provided that the fiscal sponsor is a 501(c)(3) organization or school with tax-exempt status under Section 501(c)(3) of the Internal Revenue Code.

The applicant agency understands funding disbursement may only occur after an invoice and W-9 documentation is submitted to the City.

The applicant agency agrees that an annual report/presentation will be provided to the City Council and shall indicate the number of services provided and Foster City residents served by the organization during the reporting period. The report will include measurable contract outcomes, successes, and challenges.

Organizations must comply with all appropriate requirements on the use of public funds, particularly prohibiting funds from being used for personal benefit or lending of funds to a private entity.

Agencies are required to apply for funding each year. Funding for any given year does not guarantee funding for succeeding years.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 352
Updated June 5, 2023

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:

Organization Address:

Contact Name:

Contact Email:

Contact Phone: Amount Requested:

SECTION 1: IDENTIFICATION/ANALYSIS OF LOCAL NEEDS
1a. Describe the problem or need area being addressed including any formal study that has been done of the local and regional need for the service, program, or project.

SECTION 2: PROGRAM DESCRIPTION
2a. Describe the goals of the program for which you are requesting funding and how the funds would be used.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 353
Updated June 5, 2023

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2b. Describe the accomplishments over the recent year of your organization and/or the program for which you are requesting funding.
2c. Describe the benefits to the City of Foster City and/or its residents of the program goals and accomplishments described in the previous two questions. 2d. How many Foster City residents did this program serve last year and/or how many are expected to be served in the coming year?

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 354
Updated June 5, 2023

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
2e. Does your organization or program serve a larger geographic area or any other jurisdictions? List (if any), including the total number typically served.

SECTION 3: ADMINISTRATIVE CAPACITY
3a. Describe the organization’s experience providing the proposed project or program. 3b. Describe the way that the program is staffed (full-time, part-time, volunteer) and organized, as well as your organization’s total annual budget and your various sources of revenue.

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 355
Updated June 5, 2023

CITY OF FOSTER CITY
Nonprofit Funding Application
(Please use additional sheets if necessary)

APPLICANT INFORMATION
Organization Name:
3c. Describe any collaboration that exists between your organization, this program and programs administered by other agencies, including financial, staffing or cross-referral, and how this may have benefitted or increased the impact of your services.

SECTION 4: REQUIRED ATTACHMENTS
4a. Proof of nonprofit status (501(c)(3) or equivalent
4b. Copy of latest organization’s annual report (if possible) RETURN ONE COPY OF COMPLETED FORMS TO:

Mail
City of Foster City
Attention: City Manager Department
610 Foster City Boulevard
Foster City, CA 94404
Email
[email protected]

SIGNATURE
Signature of Applicant: Date:

Printed Name: Title:

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 356

8.1 Attachment 3 - FY 2023-2024 Nonprofit Funding Grant Applications (Compiled) 357
DATE: August 21, 2023
TO: Mayor and Members of the City Council
VIA: Stefan Chatwin, City Manager
FROM: Priscilla Schaus, Communications Director/City Clerk DEPARTMENT: Communications/City Clerk
SUBJECT: APPOINTMENT OF ONE VOTING DELGATE AND ONE
ALTERNATE FOR LEAGUE OF CALIFORNIA CITIES 2023

ANNUAL CONFERENCE

RECOMMENDATION
It is recommended that the City Council, by Minute Order, appoint one voting delegate and one alternate to be present at the League of California Cities ("League") Annual Conference Business Meeting to be held on Friday September 20.

EXECUTIVE SUMMARY
The League’s 2023 Annual Conference is scheduled for September 20-22. An important part of the Annual Conference is the Annual Business Meeting, where the League membership considers and takes action on resolutions that establish League policy where each member city is entitled to be represented by a voting delegate. Each city may also appoint alternate voting delegates, who may vote in the event that the designated voting delegate is unable to serve in that capacity.

Mayor Jon Froomin is the City’s alternate Representative/Liaison to the League of California Cities and Vice Mayor Patrick Sullivan is the City’s Representative/Liaison.

Mayor Froomin has expressed interest in being the voting delegate and Vice Mayor Sullivan for the alternate.

All members of the City Council have signed up to attend the conference. See attached

8.2 8.2 Staff Report
358
Memorandum from the League regarding designation of voting delegates and alternates.

California Environmental Quality Act
Not Applicable

FISCAL IMPACT
There will be no fiscal impact.

CITY COUNCIL VISION, MISSION, AND VALUE/PRIORITY AREA
City Council Operations and Improved Community Engagement ATTACHMENTS:

Attachment 1 - Memorandum

8.2 8.2 Staff Report
359
1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org DATE: Wednesday, June 21, 2023
TO: Mayors, Council Members, City Clerks, and City Managers RE: DESIGNATION OF VOTING DELEGATES AND ALTERNATES
League of California Cities Annual Conference and Expo, Sept. 20-22, 2023, Sacramento SAFE Credit Union Convention Center
Every year, the League of California Cities convenes a member-driven General Assembly at the Cal Cities Annual Conference and Expo. The General Assembly is an important opportunity where city officials can directly participate in the development of Cal Cities policy.

Taking place on Sept. 22, the General Assembly is comprised of voting delegates appointed by each member city; every city has one voting delegate. Your appointed voting delegate plays an important role during the General Assembly by representing your city and voting on resolutions.

To cast a vote during the General Assembly, your city must designate a voting delegate and up to two alternate voting delegates, one of whom may vote if the designated voting delegate is unable to serve in that capacity. Voting delegates may either be an elected or appointed official.

Please complete the attached voting delegate form and email it to Cal Cities office no later than Monday, August 28.

New this year, we will host a pre-conference information session for voting delegates to explain their role. Submitting your voting delegate form by the deadline will allow us time to establish voting delegate/alternate records prior to the conference and provide preconference communications with voting delegates.

Please view Cal Cities’ event and meeting policy in advance of the conference.

Action by Council Required. Consistent with Cal Cities bylaws, a city’s voting delegate and up to two alternates must be designated by the city council. When completing the attached Voting Delegate form, please attach either a copy of the council resolution that reflects the council action taken or have your city clerk or mayor sign the form affirming that the names provided are those selected by the city council.

Please note that designating the voting delegate and alternates must be done by city council action and cannot be accomplished by individual action of the mayor or city manager alone.

Council Action Advised by August 28, 2023

8.2 Attachment 1 - Memorandum
360
Conference Registration Required. The voting delegate and alternates must be registered to attend the conference. They need not register for the entire conference; they may register for Friday only. Conference registration is open on the Cal Cities website.

For a city to cast a vote, one voter must be present at the General Assembly and in possession of the voting delegate card and voting tool. Voting delegates and alternates need to pick up their conference badges before signing in and picking up the voting delegate card at the voting delegate desk. This will enable them to receive the special sticker on their name badges that will admit the voting delegate into the voting area during the General Assembly.

Transferring Voting Card to Non-Designated Individuals Not Allowed. The voting delegate card may be transferred freely between the voting delegate and alternates, but only between the voting delegate and alternates. If the voting delegate and alternates find themselves unable to attend the General Assembly, they may not transfer the voting card to another city official.

Seating Protocol during General Assembly. At the General Assembly, individuals with a voting card will sit in a designated area. Admission to the voting area will be limited to the individual in possession of the voting card and with a special sticker on their name badge identifying them as a voting delegate.

The voting delegate desk, located in the conference registration area of the SAFE Credit Union Convention Center in Sacramento, will be open at the following times:

Wednesday, Sept. 20, 8:00 a.m.- 6:00 p.m. and Thursday, Sept. 21, 7:30 a.m.- 4:00 p.m. On Friday, Sept. 22, the voting delegate desk will be open at the General Assembly, starting at 7:30 a.m., but will be closed during roll calls and voting.

The voting procedures that will be used at the conference are attached to this memo.

Please share these procedures and this memo with your council and especially with the individuals that your council designates as your city’s voting delegate and alternates.

Once again, thank you for completing the voting delegate and alternate form and returning it to Cal Cities office by Monday, Aug. 28. If you have questions, please contact Zach Seals at [email protected].

Attachments:
• General Assembly Voting Guidelines
• Voting Delegate/Alternate Form
• Information Sheet: Cal Cities Resolutions and the General Assembly

8.2 Attachment 1 - Memorandum
361
1400 K Street, Suite 400, Sacramento, CA 95814 • 916.658.8200 • calcities.org General Assembly Voting Guidelines

1. One City One Vote. Each member city has a right to cast one vote on matters pertaining to Cal Cities policy.

2. Designating a City Voting Representative. Prior to the Cal Cities Annual Conference and Expo, each city council may designate a voting delegate and up to two alternates; these individuals are identified on the voting delegate form provided to the Cal Cities Credentials Committee.

3. Registering with the Credentials Committee. The voting delegate, or alternates, may pick up the city's voting card at the voting delegate desk in the conference registration area. Voting delegates and alternates must sign in at the voting delegate desk. Here they will receive a special sticker on their name badge and thus be admitted to the voting area at the General Assembly.

4. Signing Initiated Resolution Petitions. Only those individuals who are voting delegates (or alternates), and who have picked up their city’s voting card by providing a signature to the credentials committee at the voting delegate desk, may sign petitions to initiate a resolution.

5. Voting. To cast the city's vote, a city official must have in their possession the city's voting card and voting tool; and be registered with the credentials committee. The voting card may be transferred freely between the voting delegate and alternates but may not be transferred to another city official who is neither a voting delegate nor alternate.

6. Voting Area at General Assembly. At the General Assembly, individuals with a voting card will sit in a designated area. Admission to the voting area will be limited to the individual in possession of the voting card and with a special sticker on their name badge identifying them as a voting delegate.

7. Resolving Disputes. In case of dispute, the credentials committee will determine the validity of signatures on petitioned resolutions and the right of a city official to vote at the General Assembly.

8.2 Attachment 1 - Memorandum
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CITY: ________________________________________
2023 ANNUAL CONFERENCE

VOTING DELEGATE/ALTERNATE FORM
Please complete this form and return it to Cal Cities office by Monday, August 28, 2023.

Forms not sent by this deadline may be submitted to the Voting Delegate Desk located in the Annual Conference Registration Area. Your city council may designate one voting delegate and up to two alternates.

To vote at the General Assembly, voting delegates and alternates must be designated by your city council. Please attach the council resolution as proof of designation. As an alternative, the Mayor or City Clerk may sign this form, affirming that the designation reflects the action taken by the council.

Please note: Voting delegates and alternates will be seated in a separate area at the General Assembly. Admission to this designated area will be limited to individuals (voting delegates and alternates) who are identified with a special sticker on their conference badge. This sticker can be obtained only at the voting delegate desk.

1. VOTING DELEGATE
Name:

Title:

2. VOTING DELEGATE - ALTERNATE
Name:

Title:

Email: _______________________________
Email: ______________________________

3. VOTING DELEGATE - ALTERNATE
Name:

Title:

Email: _____________________________

ATTACH COUNCIL RESOLUTION DESIGNATING VOTING DELEGATE AND ALTERNATES OR ATTEST: I affirm that the information provided reflects action by the city council to designate the voting delegate and alternate(s).

Name: ____________________________________ Email: _________________________________ Mayor or City Clerk: ________________________ Date: __________ Phone: ________________ (circle one) (signature) Please complete and email this form to [email protected] by Monday, August 28, 2023.

8.2 Attachment 1 - Memorandum
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Sixty days before the
Annual Conference and
Expo, Cal Cities members
may submit policy
proposals on issues of
importance to cities. The
resolution must have the concurrence
of at least five additional member cities
or individual members.

How it works: Cal Cities
Resolutions and the General Assembly
General Assembly
General Resolutions
Policy Committees
Developing League of California Cities policy is a dynamic process that engages a wide range of members to ensure that we are representing California cities with one voice. These policies directly guide Cal Cities advocacy to promote local decision-making, and lobby against statewide policy that erodes local control.

The resolutions process and General Assembly is one way that city officials can directly participate in the development of Cal Cities policy. If a resolution is approved at the General Assembly, it becomes official Cal Cities policy. Here’s how Resolutions and the General Assembly works.

The petitioned resolution
is an alternate method
to introduce policy
proposals during the
annual conference. The
petition must be signed by
voting delegates from 10% of member
cities, and submitted to the Cal Cities
President at least 24 hours before the
beginning of the General Assembly.

Petitioned Resolutions
The Cal Cities President
assigns general resolutions
to policy committees where
members review, debate,
and recommend positions for
each policy proposal. Recommendations are
forwarded to the Resolutions Committee.

Who’s who
The Resolutions
Committee includes
representatives from
each Cal Cities diversity
caucus, regional
division, municipal
department, policy
committee, as well as
individuals appointed by
the Cal Cities president.

Voting delegates
are appointed by each
member city; every city
has one voting delegate.

The General Assembly
is a meeting of the
collective body of
all voting delegates —
one from every
member city.

Seven Policy
Committees meet
throughout the year to
review and recommend
positions to take on
bills and regulatory
proposals. Policy
committees include
members from each Cal
Cities diversity caucus,
regional division,
municipal department,
as well as individuals
appointed by the Cal
Cities president.

During the General Assembly, voting delegates
debate and consider general and petitioned
resolutions forwarded by the Resolutions Committee.

Potential Cal Cities bylaws amendments are also
considered at this meeting.

Cal Cities policy
development is a
member-informed
process, grounded
in the voices and
experiences of city
officials throughout
the state.

For more information visit www.calcities.org/general-assembly Prior to the Annual Conference and Expo
Resolutions Committee
The Resolutions Committee
considers all resolutions.

General Resolutions approved1
by either a policy committee
or the Resolutions Committee
are next considered by the General
Assembly. General resolutions not approved,
or referred for further study by both a policy
committee and the Resolutions Committee
do not go the General Assembly. All
Petitioned Resolutions are considered by the
General Assembly, unless disqualified.2
• Voting delegates will receive increased communications to prepare them for their role during the General Assembly.
• The General Assembly will take place earlier to allow more time for debate and discussion.
• Improvements to the General Assembly process will make it easier for voting delegates to discuss and debate resolutions.

What’s new in 2023?
During the Annual Conference and Expo
1 The Resolution Committee can amend a general resolution prior to sending it to the General Assembly. 2 Petitioned Resolutions may be disqualified by the Resolutions Committee according to Cal Cities Bylaws Article VI. Sec. 5(f).

8.2 Attachment 1 - Memorandum
364
DATE: August 21, 2023
TO: Mayor and Members of the City Council
VIA: Stefan Chatwin, City Manager
FROM: Andrew Brozyna, Public Works Director
Francine Magno, Senior Civil Engineer
Paul Nagengast, Project Advisor, Regional Government Services DEPARTMENT: Public Works
SUBJECT: LEVEE IMPROVEMENTS PROJECT (CIP 327-657) – 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.

Highlights of Project progress and pictures, since the last City Council update on June 20, 2023, are included in the attached Construction Managers Report and listed below:
• Contract Change Order No. Thirty-One (CCO 31) approved by the City Council on March 6, 2023 established the Phase 2 interim milestone date as May 31, 2023.

The Contractor did not meet the Phase 2 milestone date, however the Phase 2 portion of the trail up to the San Mateo Bridge was opened to the public safely on July 15, 2023. In accordance with CCO 31, an amount of $1,500/day was deducted from Contractor payments for each day beyond the Phase 2 milestone

9.1 9.1 Staff Report
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date the trail was not safely opened to the public. While the Phase 2 portion of the trail is open for public access, there are several access points still under construction, thus deductions are ongoing until all the remaining access points are completed. In addition, the Contractor did not receive early release of 15% of earned Project contract retention monies. With the Phase 2 milestone, public access has now been restored to 80% of the Bay Trail.
• All sheet pile wall concrete caps have been completed project-wide. • The Project has achieved a major flood protection milestone: As of July, 19, 2023, all of the flood protection elements for the project have been completed. This includes the completion of all the remaining floodwalls, hybrid sheet pile walls, and earthen levee segments. With this, the levee protection system has met the FEMA requirements for accreditation-the primary project goal. • The streetlights along Beach Park Boulevard have been energized. • As of the preparation of this report, the Contractor has not met the Phase 3 (San Mateo bridge to San Mateo City Limits) interim milestone date of July 31, 2023 due to ongoing work not completed to ensure sufficient public access locations and the safe use of trail by the public. In accordance with CCO 31, an amount of $1,500/day from July 31 to the date the trail within Phase 3 can be safely opened to the public will be deducted from Contractor payments. In addition, the Contractor will not receive early release of 15% of earned Project contract retention monies. Staff will provide latest information at the meeting. • The work to remove the Contractors staging area and restore Beach Park Boulevard has commenced. Completion of this work is estimated prior to Bowditch Middle School classes starting on August 15.

Current Schedule Timeline
Award of Contract: July 20, 2020
Notice to Proceed: September 28, 2020
Phase 1 Bay Trail Interim Milestone Date: March 27, 2023 Phase 2 Bay Trail Interim Milestone Date: May 31, 2023 (opened July 15, 2023) Phase 3 Bay Trail Interim Milestone Date: July 31, 2023 (delayed) Project Substantial Completion: October 2023
Project Completion: January 2024

PROJECT BUDGET AND COST/EXPENSES
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/Funding Sources: Bond Measure = $90M; Bonds Issued = $90M; Additional City reserves for Project = $10M; $5M appropriated for Project. Total current appropriated Project funding = $95M.

9.1 9.1 Staff Report
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• Bid: Shimmick: $60.2M; and $9.3M ($582K remaining) contingency for change orders.
• Payments as of 07/31/2023: Shimmick: $66.8M; Others:$18.4M; Total:
$85.2M
• Change Orders Approved as of 07/31/2023: CCO Nos. 1-32 = $12M

CALIFORNIA ENVIRONMENTAL QUALITY ACT
An Environmental Impact Report was prepared for the Levee Protection Planning and Improvements Project (State Clearinghouse No. 2016012012).

FISCAL IMPACT
There is no fiscal impact associated with this update. Any fiscal impacts to the Project will be presented to the City Council as a separate agenda item with a recommended action.

CITY COUNCIL VISION, MISSION, AND VALUE/PRIORITY AREA
Facilities and Infrastructure
ATTACHMENTS:

Attachment 1 - Monthly Construction Manager's Report July 2023 Attachment 2 - Expenditure Report as of July 31, 2023
Attachment 3 - Memorandum and Communications Metrics – July 2023 Dashboard Report

9.1 9.1 Staff 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: July 1-31, 2023 CM: Tanner Pacific, Inc.

Designer: Schaaf & Wheeler

9.1 Attachment 1 - Monthly Construction Manager's Report July 2023 368
MONTHLY CONSTRUCTION MANAGER’S REPORT
Work Summary
Recently Completed:
 Fine grading of the trail from SM Bridge to Anchor Road.  Access Point 3 Sta. 44+83 ramp near Bay winds Park
 All sheet pile wall concrete caps are now completed project-wide  Repair/patching of sidewalks, curb & gutter along Beach Park Blvd  Removal of K-rail from staging area along Beach Park Blvd  Grinding of existing striping on Beach Park Blvd
 Bayside Access paths from AP 3- AP 4, AP 5- AP 10 north of the SM Bridge  All trench drain installation has been completed project-wide  Opening of the trail from ~AP 29 to AP 12 (Foster City Blvd to Bridgeview Park) Upcoming:
 Continued submittals for handrail shop drawings
 Slurry seal and restriping of Beach Park Blvd
 Continued import of materials to staging areas
 Landscaping and plantings near Mariner’s Point Golf Center and north of the SM Bridge  Rock slope protection placement north of the SM Bridge  Asphalt trail paving north of the SM Bridge
 Bayside Access Path completion from AP 4 – AP 5
 Bayside Access Path completion from AP 10- AP 11
 Artificial turf placement adjacent to FW 4 (near Baywinds Park)  Trail striping and pavement markings north of the SM Bridge  Site furnishings and signage north of the SM Bridge
 Hydroseeding north of the SM Bridge
 Handrail and guardrail installation north of the SM Bridge  Handrail & Guardrail Completion at Access Points 19, 16, 15, 23, 24 along Beach Park Blvd  Removal of intermediate chain link trail closure fencing from Bridgeview Park to Foster City Blvd
 Final handrail punch list from ~Sta. 205+00 - 343+00 (Foster City Blvd to Southern Project Limit)
 Final handrail/guardrail punch list from ~Sta. 100+00 - 205+00 (Bridgeview Park to Foster City Blvd)
 Access Point 30 guardrail installation and opening near Wheelhouse Lane  Access Point 31 (lagoon intake structure) completion and opening

9.1 Attachment 1 - Monthly Construction Manager's Report July 2023 369
MONTHLY CONSTRUCTION MANAGER’S REPORT
Monthly Progress Photos
Fine grading on area North of the San Mateo Bridge K-rail removal on Beach Park Blvd Bayside access path pour Interim Milestone 2 (Beach Park Blvd) opened to the public

9.1 Attachment 1 - Monthly Construction Manager's Report July 2023 370
Levee Project Approved Budget: $ 95,000,000.00
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
7/31/23
Contingency
Spent
Contingency
Remaining
Status
Shimmick Construction Construction Contractor $ 60,218,000.00 $ 9,300,000.00 $ 3,193,635.92 $ 72,711,635.92 $ 72,711,635.92 $66,806,983.99 $8,710,785.61 $589,214.39 Active Tanner Pacific (TPI) Construction Management and Inspection $ 6,698,877.00 $ 300,000.00 $ 2,886,210.81 $ 9,885,087.81 $ 9,885,087.81 $8,196,002.35 $300,000.00 $0.00 Active Schaaf & Wheeler (S&W) - Phase 3 Engineering Consultant $ 2,600,000.00 $ - $ 1,756,745.00 $ 4,356,745.00 $ 4,356,745.00 $4,067,640.29 N/A N/A Active Urban Planning Partners (UPP) Planning Consultant - EIR $ 340,404.00 $ 51,061.00 $ 70,099.00 $ 461,564.00 $ 461,564.00 $439,006.29 $51,061.00 $0.00 Active Regional Government Services Authority (RGS) Project Advisory Services** $ 187,200.00 $ - $ 147,420.00 $ 334,620.00 $ 334,620.00 $306,290.50 N/A N/A Active Tripepi Smith (TS) Communications / Outreach Consultant $ 49,000.00 $ - $ 61,000.00 $ 110,000.00 $93,478.75 $93,478.75 N/A N/A Active Tripepi Smith (TS) Communications / Outreach Consultant $ 127,056.00 $ - $ - $ 127,056.00 $98,928.44 $98,928.44 N/A N/A Active Tripepi Smith (TS) Communications / Outreach Consultant $ 133,408.80 $ 70,039.62 $ 203,448.42 $ 203,448.42 $102,451.36 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 $ 38,100.00 $ 87,046.00 $ 87,046.00 $50,693.00 $4,000.00 $0.00 In Progress Bender Rosenthal, Inc. (BRI) Property Acquisition Consultant $ 218,083.00 $ 31,000.00 $ 249,083.00 $ 249,083.00 $48,580.75 $0.00 $31,000.00 In Progress Miscellaneous Expenses Other Miscelleneous Expenses $ 90,000.00 $ 90,000.00 $72,211.70 Active Miscellaneous Expenses Communications / Outreach Expenses $ 40,000.00 $ 40,000.00 $24,401.02 Active Miscellaneous Expenses Fees Paid to Other Agencies $ 200,000.00 $ 200,000.00 $181,761.55 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 $451,739.02 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 Schaaf & Wheeler (S&W) - Phase 1 Engineering Consultant $ 887,644.00 $ 887,644.00 $887,430.58 $887,430.58 Closed Schaaf & Wheeler (S&W) - Phase 2 Engineering Consultant $ 2,324,286.00 $ 529,150.00 $ 2,853,436.00 $2,853,649.42 $2,853,649.42 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 *Includes former City Attorney fees $ 74,385,048.21 $ 9,689,061.00 $ 93,969,097.51 $85,210,454.18

ONGOING AND FUTURE

CONTRACTS AND EXPENSES MISC CLOSED CONTRACTS

CITY OF FOSTER CITY
CIP 327-657 Levee Improvements Project
Budget and Cost Information

9.1 Attachment 2 - Expenditure Report as of July 31, 2023 371
City of Foster City

MEMORANDUM
DATE: August 7, 2023
TO: Mayor and Members of the City Council
VIA: Stefan Chatwin, City Manager
FROM: Jennifer Nentwig, Principal, 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 July 2023.

As a reminder, this 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 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 July 2023, there were a total of 17 inquiries regarding the Levee Improvements Project, showing a decrease compared to the previous month's 21 inquiries. Most inquiries were received through the Levee Improvements Project communications email, Levee Improvements Project webpage and See Click Fix. Most inquiries were related to questions and comments about the achievement of the Phase 2 Interim Milestone and the open portions of the trail.
● The City's levee-related social media content experienced a notable increase in impressions and engagements during the month, mainly driven by the achievement of the Phase 2 Interim Milestone.
● The City's top-performing levee post featured high-resolution images of the highly anticipated notice of the achievement of the Phase 2 Interim Milestone portion of the trail.

9.1 Attachment 3 - Memorandum and Communications Metrics - July 2023 Dashboard Report
372
● The San Mateo Daily Journal covered the commencement of work on Foster City's Beach Park Boulevard and the announcement of achieving Phase 2 Interim Milestone. Additionally, several publications posted articles about sea level rising in the San Francisco Bay, with a mention of the Foster City Levee Improvements Project.

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 communications are providing information to bridge the gap between residents’ questions and concerns about the project in general – reflecting positively on overall outreach and engagement efforts.

During July 2023, the number of project inquiries was less than the prior month. The inquiries were largely regarding the achievement of the Phase 2 Interim Milestone and slowed down following the achievement of the Phase 2 Interim Milestone. We anticipate inquiries lessen as the construction progresses and public access is restored to the trail.

As construction continues, the project team remains committed to emphasizing safety messaging, discouraging trespassing, and highlighting trespassing implications such as additional cost to the project and potentially deterring the timeline.

Additionally, the project team will continue to keep the community informed through the regular project channels, including the project website, with any project updates and milestones.

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.

9.1 Attachment 3 - Memorandum and Communications Metrics - July 2023 Dashboard Report
373
Jul 2023 - Foster City Dashboard Report
July 2023

9.1 Attachment 3 - Memorandum and Communications Metrics - July 2023 Dashboard Report
374
Jul 2023 - Foster City Dashboard Report | 1 of 12
Included in this Report
@CityofFC City of Foster City, CA - Government
cityoffc

9.1 Attachment 3 - Memorandum and Communications Metrics - July 2023 Dashboard Report
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Jul 2023 - Foster City Dashboard Report | 2 of 12
Cross-Network Profiles
Review your aggregate profile and page metrics from the reporting period.

Profile Reporting Period All Profiles All Twitter Post Types Comprehensive Overview
Reporting Period
Jul 1, 2023 – Jul 31, 2023
7,011

1.9%
131
44%
181

6.2%
113,388

26.2%
6,613

76.3%

5.8%

39.7%
12,956
1,959.8%
Compare to
Jun 1, 2023 – Jun 30, 2023
6,878 91 193 89,856 3,751 4.2% 629
@CityofFC 1,732 10 84 20,677 584 2.8% 23
City of Foster City,
CA - Government
3,017 54 82 73,962 5,177 7% 1,710
cityoffc 2,262 67 15 18,749 852 4.5% 11,223
Profile Audience
Net
Audience
Growth
Published
Posts Impressions Engagements
Engagement
Rate (per
Impression) Video Views

9.1 Attachment 3 - Memorandum and Communications Metrics - July 2023 Dashboard Report
376
Jul 2023 - Foster City Dashboard Report | 3 of 12
Tagged Published Post Performance Summary
View your key aggregated tag performance metrics from the publishing period.

Tag Lifetime All Sources All Tags
Impressions
11,050 157.5%
Engagements
1,196 278.5%
Engagement Rate (per
Impression)

10.8% 47%
Post Link Clicks
84 6.7%
Cross-network description: This shows how the City's profiles (Facebook, Twitter, and one Instagram post) performed overall.

Tagged posts: Levee-specific posts earned 11,029 impressions and 1,196 engagements across the City's Facebook, Twitter and Instagram accounts. Overall impressions and engagements increased in July 2023 compared to June 2023. Impressions and engagements increased due to the achievement of the Phase 2 Interim Milestone of the Levee Project. The highest-performing levee-specific post featured high-resolution pictures of the highly anticipated, newly opened section of the Levee Trail.

Total number of newsletter subscribers: 1,329
Analytics by Platform

9.1 Attachment 3 - Memorandum and Communications Metrics - July 2023 Dashboard Report
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Jul 2023 - Foster City Dashboard Report | 4 of 12
Facebook Impressions
Review how your content was seen by the Facebook community during the reporting period.

Profile Reporting Period City of Foster City, CA - Government Facebook Audience
The total number of Facebook followers in July 2023 was 2,917. This was an increase of 38 followers from the previous month.

This report and future reports collect Facebook page followers directly from Facebook.

Organic and Paid Impressions, by Day
Impression Metrics Organic Paid Totals % Change
Impressions 49,699 12.7% 23,398 13.5% 73,962 2.8%
1 JUL
2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 0 1,000
2,000
3,000
4,000
5,000
Impressions

9.1 Attachment 3 - Memorandum and Communications Metrics - July 2023 Dashboard Report
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Jul 2023 - Foster City Dashboard Report | 5 of 12
Facebook Engagement
See how people are engaging with your posts during the reporting period.

Profile Reporting Period City of Foster City, CA - Government Organic and Paid Reactions, Comments, Shares, Post Link Clicks, Other Post Clicks, by Day Engagement Metrics Totals % Change
Total Engagements 5,177 51.7%
Reactions 725 97%
Comments 119 29.3%
Shares 94 25.3%
Post Link Clicks 1,122 46.5%
Other Post Clicks 3,117 47.7%
1 JUL
2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 0 100
200
300
400
500
Engagements
Notes on Facebook Performance

9.1 Attachment 3 - Memorandum and Communications Metrics - July 2023 Dashboard Report
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Jul 2023 - Foster City Dashboard Report | 6 of 12
Twitter Audience Growth
See how your audience grew during the reporting period.

Profile Reporting Period @CityofFC All Twitter Post Types The City's Facebook profile earned 73,962 impressions and 5,177 engagements in July 2023, an increase in both impressions and engagements from June 2023. This represents the total number of impressions and engagements for all City's posts, including leveerelated content.

Followers, by Day
Audience Metrics Totals % Change
Followers 1,732 0.6%

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Twitter Impressions
Review how your content was seen by the Twitter community during the reporting period.

Profile Reporting Period @CityofFC All Twitter Post Types Impressions, by Day
Impression Metrics Totals % Change
Impressions 20,677 97.6%
1 JUL
2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 0 1,000
2,000
3,000
4,000
5,000
6,000
Impressions

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Twitter Engagement
See how people are engaging with your posts during the reporting period.

Profile Reporting Period @CityofFC All Twitter Post Types Engagements, by Day
Engagement Metrics Totals % Change
Total Engagements 584 182.1%
Likes 38 245.5%
@Replies 14 600%
Retweets 5 —
Post Link Clicks 163 63%
Other Post Clicks 364 287.2%
Other Engagements 0 0%
1 JUL
2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 0 20
40 60
80 100
120
140
Engagements
Notes on Twitter Performance

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Twitter received 20,757 impressions in July 2023, a 98.4% increase from June 2023. Twitter also earned 585 engagements. This represents the total number of impressions and engagements for all of the City's posts, including levee-related content.

The top levee-related tweet in July 2023 highlighted the achievement of the Phase 2 Interim Milestone.

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Tagged Top Posts
View the top tagged published posts from the publishing period.

Tag Lifetime All Sources All Tags
Descendingby Lifetime Engagements
City of Foster …
Mon 7/17/2023 6:47 pm …
Total Engagements 636
Reactions 94
Comments 14
Shares 9
Post Link Clicks 39
Other Post Clicks 480
cityoffc
Mon 7/17/2023 6:47 pm …
Total Engagements 198
Likes 191
Comments 2
Saves 5
City of Foster …
Tue 7/11/2023 8:59 pm …
Total Engagements 139
Reactions 3
Comments 8
Shares 2
Post Link Clicks —
Other Post Clicks 126
The #FosterCity Levee
Improvements Project is
pleased to announce the…
The #FosterCity Levee
Improvements Project is
pleased to announce the…
The City wishes to
acknowledge the concerns
raised by residents regardin…
Project Tours/Speaking Events

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Total: 1
Description: In July 2023, the City hosted an SFO group tour focused on sharing the environmental planning aspect of the project.

Project Inquiries
Total number of inquiries: 17
Average inquiries/day: .5
Website Visitors
Total number of visitors this month: 2,460
Average visits per day: 79.4
Average visit length (minutes): 1:04s
Media Mentions
July 2023 Media Mentions:

Password: FosterCity
During July 2023, the San Mateo Daily Journal reported on the commencement of work on Foster City's Beach Park Boulevard and the announcement of achieving the Phase 2 Interim Milestone. Additionally, numerous publications published 15 articles discussing the expenses associated with safeguarding San Francisco Bay against the threat of rising sea levels, with a mention of the Foster City Levee Improvements Project.

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Glossary
- Total Impressions: The number of times that any content associated with your page was displayed to a user during the reporting period. This includes both organic and paid activity.
- Facebook Total Engagements: The total number of reactions, comments, shares, post link clicks, other post clicks, and page actions. This includes both organic and paid activity. - Facebook Other Post Clicks: The number of times that users clicked anywhere in your posts without opening a web link, reacting to, commenting on, or sharing your post during the reporting period. This includes clicks to play a video and view a photo. This includes both organic and paid activity.
- Page Actions: The number of times that users clicked on your page’s links or action button during the reporting period.
- Facebook Engagement Rate (per Impression): Reactions, comments, shares, post link clicks, other post clicks, and page actions as a percentage of profile impressions. This indicates how engaged people are with your brand.
- Instagram Impressions: The number of times all of your posts and stories were displayed to a user during the reporting period. This does not include profile visitors. This includes both organic and paid activity.
- Instagram Total Engagements: The total number of likes, comments, saves, story replies, and profile actions. This includes organic activity only. In compliance with the European Union’s ePrivacy Directive, Sprout’s Instagram Story Reply metrics will no longer include activity from users in the EEA and it may impact this metric. - Profile Actions: The total number of times users clicked on the links within your profile to contact you, get directions to your location, or visit your website. - Instagram Engagement Rate (per Impression): Likes, comments, saves, story replies, and profile actions as a percentage of profile impressions. This indicates how engaged people are with your brand.
- Twitter Impressions: The number of times that all of your posts were displayed to a user during the reporting period. This includes impressions when your posts are retweeted by other users. This includes organic activity only.
- Twitter Total Engagements: The total number of likes, @replies, retweets, post link clicks, other post clicks, and other engagements. This includes both organic and paid activity.
- Twitter Other Post Clicks: The number of times that users clicked on the content in your posts, excluding the link, during the reporting period. This includes clicks on the media, hashtags, detail expand, and user profile from your posts. This includes organic activity only.
- Twitter Other Engagements: The number of times during the reporting period that users engaged with your posts in other ways. This includes such engagements as poll votes, app install attempts, app opens, and follows from your posts. This includes organic activity only.
- Twitter Engagement Rate (per Impression): Likes, @replies, retweets, post link clicks, other post clicks, and other engagements as a percentage of profile impressions.

This indicates how engaged people are with your brand

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DATE: August 21, 2023
TO: President and Members of the Estero Municipal Improvement District (EMID) Board of Directors
VIA: Stefan Chatwin, District Manager
Marlene Subhashini, Assistant District Manager
FROM: Andrew Brozyna, Public Works Director
DEPARTMENT: Public Works
SUBJECT: WASTEWATER TREATMENT PLANT MASTER PLAN
IMPROVEMENTS PROJECT (CIP 455-652) - CLEAN WATER
PROGRAM - UPDATE FOR QUARTER 2 – APRIL THROUGH
JUNE 2023

RECOMMENDATION
It is recommended that the Board of Directors of the Estero Municipal Improvement District (EMID) by Minute Order, receive and accept this Q2 progress update on the Wastewater Treatment Plant (WWTP) Master Plan Improvements Project (CIP 455- 652) – Clean Water Program (CWP). No further action is required by the EMID Board of Directors.

EXECUTIVE SUMMARY
This report summarizes the progress-to-date of the WWTP Master Plan Improvements Project (CIP 455-652) - Clean Water Program (CWP) for the City of San Mateo/EMID WWTP for the months of April 2023 through June 2023. The report includes summary information about construction and other project activities over the second quarter of the calendar year.

BACKGROUND
The CWP is a comprehensive Capital Improvement Program to rehabilitate the

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sanitary sewer collection system in the City of San Mateo and the treatment systems at the San Mateo WWTP. EMID has 24.12% ownership of the WWTP. In October 2014, the City of San Mateo retained Jacobs to serve as the Program Manager responsible for overseeing the management of the approximately $1 billion-dollar combined program, including the coordination of the design, construction, and start-up activities of this multi-year project.

To remain apprised of the progress of the portion of the CWP for which EMID is responsible (i.e., WWTP Nutrient Removal and Wet Weather Flow Management Upgrade and Expansion Project (WWTP Expansion Project)), the EMID Board of Directors requested that staff provide updates on a regular basis. The WWTP Expansion Project is being performed using a Construction Manager at Risk (CMAR) delivery method, whereby the contractor is involved in the project early in the design process and the City benefits from the contractor providing constructability input and insight to inform the design development.

The Program Manager and Construction Manager is Jacobs. The WWTP Expansion Project Design Engineer is HDR. The team for the disinfection improvements portion of the WWTP Expansion Project is Trussell Technologies. HDR is also providing Engineering Services During Construction (ESDC). The CMAR is Sundt Construction Inc. (Sundt).

ANALYSIS
Construction is progressing well overall. Construction Packages 1 & 2 – Site Preparation (Original Agreement with Sundt - $33,098,178) and Foundation Piles (Amendment No. 1 to the Agreement with Sundt - $17,716,049) are complete and currently in the closeout phase. Both projects finished under their original budgets and final balancing change orders have been completed.

Construction Package 3 – WWTP Facilities (Amendment No. 2 to the Agreement with Sundt – $379,880,746) is progressing well overall. Efforts by the Contractor to mitigate schedule impacts due to weather delays are ongoing. Major ongoing items of work include installation of yard piping, process mechanical, plumbing, HVAC, and electrical work for the new facilities in all areas of the treatment structure. Construction of the new treatment facilities is anticipated to be complete in fall 2023, to be followed by commissioning and startup activities. Plant seeding and process startup is expected to occur in the February to March timeframe. The new liquid treatment processes are anticipated to be in service by April 1, 2024.

Construction of the Administration Building is nearing completion. Startup and commissioning (including LEED commissioning) activities are ongoing and will continue through August 2023. The Administration Building associated sitework (for example, site lighting, irrigation, landscaping, signage, parking lot, etc.), will continue

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through early fall. The Administration Building is expected to be “ready for occupancy” in October 2023. However, the City/WWTP Operations staff is planning to occupy the building in early 2024 at the time of process startup and operations of the new WWTP.

Despite weather related issues, the overall work under Package 3 is anticipated to be complete by January 2025.

QUARTERLY CONSTRUCTION REPORT
Attachment 1 consists of selected portions of the Quarterly Progress Report for April through June 2023, summarizing the budget, schedule, and project activities that have occurred during the second quarter of 2023 and activities that are anticipated to occur in the third quarter of 2023 for the following projects:
•WWTP Expansion Project (comprised of GMP-1, GMP-2, and GMP-3), •Immediate Action Projects (IAPs), and
•Annual Major Component Projects (AMCs).

Attachment 2 consists of a site plan showing the locations of the various process units being constructed as part of the projects.

Attachment 3 includes photographs of construction activities at the site over the past 3 months.

More detailed information including additional photographs and architectural renderings of the completed WWTP Expansion Project as well as real time video of the active construction, are available on the Clean Water Program Project site:
https://cleanwaterprogramsanmateo.org/wwtp/.

FINANCING
In addition to cash from the District’s and City of San Mateo’s wastewater enterprises, financing for the project consists of the following funding sources:

Revenue Bonds – The San Mateo-Foster City Public Financing Authority (“PFA”) sold $270 million in revenue bonds in 2019 for Clean Water Program costs. The District’s share of the proceeds from that bond issue was $40,131,000. The WWTP 2019 bond funds were fully expended in July 2021.

The Program through the San Mateo-Foster City PFA is obtaining additional financing through the two programs as described below:

Water Infrastructure Finance and Innovation Act (WIFIA) - The PFA approved the close of the WIFIA loan in November 2020 in the total amount of $277.2 million (San Mateo

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share is $210.4 million and EMID share is $67.8 million). The WIFIA loan has excellent rates (1.32% for San Mateo and 1.14% for EMID). We have until 8/1/25 to start drawing on the WIFIA loan.
2021 Wastewater Revenue Notes, Series A (Estero Municipal Improvement District) - On July 1, 2021, the San Mateo-Foster City PFA issued $62.76 million of 2021 Wastewater Revenue Notes, Series A (EMID) to attain a cost savings (from lower interest rates than the WIFIA loan) of approximately $1.1 million for the financing of EMID’s share of WWTP project costs. These notes have a maturity date of 8/1/25 when the City will draw on the WIFIA Loan to pay off the notes.

State Revolving Fund (SRF) –The SRF loan package, for a maximum loan amount of $137,000,000, was approved by the State with an interest rate not to exceed 1.6% (EMID’s share of the loan is $33,044,400). These funds are now available as part of the financial strategy for the project.

CALIFORNIA ENVIRONMENTAL QUALITY ACT
A Programmatic Environmental Impact Report (EIR) was prepared for the WWTP Master Plan Improvements Project (State Clearinghouse No. 2015032006).

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

As described in the Quarterly Report provided as Attachment 1, the total forecast Estimate At Completion (EAC) for the WWTP Expansion Project is approximately $551.14 million, which is a decrease of approximately $1 million (EMID share:
approximately $240,000) from the last quarterly update.

CITY COUNCIL VISION, MISSION, AND VALUE/PRIORITY AREA
Facilities and Infrastructure
ATTACHMENTS:

Attachment 1 – Selected Portions of Quarterly Progress Report – 2nd Quarter Report, April 1, 2023 to June 30, 2023
Attachment 2 – Wastewater Treatment Plant Site Plan
Attachment 3 – Construction Photographs

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GMP1 – Contract
Contractor Sundt
Award Date 5/6/2019
Construction NTP 6/4/2019
Duration (calendar days) 1124
Contracted Completion Date 7/1/2022
Total Original Contract Amount $33,098,178.00
Contingency Amount $1,725,000.00
Substantial Completion Date 2/1/2023
Current Contracted Amount $34,783,550.00
Actual Expended $31,630,697.00
GMP2 – Contract
Contractor Sundt
Award Date 5/4/2020
Construction NTP 5/5/2020
Duration (calendar days) 619
Contracted Completion Date 01/14/2022
Total Original Contract Amount $17,716,049.00
Contingency Amount $1,645,000.00
Substantial Completion Date 2/1/2023
Current Contracted Amount $17,963,767.00
Actual Expended $17,206,534.00
Active Wastewater Treatment Plant Projects
46T003 WWTP Nutrient Removal and Wet Weather Flow
Management Upgrade
Project Description:

The WWTP Upgrade and Expansion Project will replace aging infrastructure, provide capacity for wet weather flows, comply with regulatory requirements, enhance reliability, and produce a higher quality effluent that meets current and future permit requirements and Title 22 recycled water quality. Producing a higher quality effluent will enable the City to develop a water reuse Program.

GMP3 – Contract
Contractor Sundt
Award Date 9/21/2020
Construction NTP 9/22/2020
Duration (calendar days) 1563
Contracted Completion Date 1/2/2025
Total Original Contract Amount $379,880,747.00
Revised Contract Amount $383,790,833.00
Original Contingency Amount $13,900,000.00
Revised Contingency Amount $15,336,910.00
Forecast Completion Date 1/2/2025
Current Contracted Amount $395,988,119.00
Actual Expended $300,692,660.00
Current Period Activities
Project/Construction Management
• Procuring the Air Gap for the domestic water system.
• Coordinating the Special Inspections Services
• Providing Construction Inspection Services
• Reviewing and recommending approval of change orders
• Administering the Consultant and Subconsultants contracts • Assisting with the Startup and Commissioning training of Plant Staff April through June 2023 P A G E 10

SAN MATEO CLEAN WATER PROGRAM QUARTERLY REPORT
Q2 2023
Project Inside
Project Manager Leswin DCunha
Project Type Wastewater System
Phase Construction

9.2 Attachment 1 - Selected Portions of Quarterly Progress Report - 2nd Quarter Report, April 1, 2023 to June 30, 2023
391
• Monthly WWTP update meeting with Foster City management team.

Engineering Design/ Services During Construction
• Interpretive Signage: RHAA working on the final design phase. • ESDC: HDR continued review of submittals and RFIs on GMP 3; development of design change notices; onsite and remote support by Resident Engineer. .HDR has started the preparation of electronic Operations and Maintenance Manuals
Permitting
• Nothing to report.

Public Outreach
• PM/CM and the CWP Public Outreach Lead coordinated on regular project updates to the website, newsletter, social media, etc.

Construction
GMP-1
• Project close out is almost completed.

GMP-2
• Project close out is almost completed.

GMP-3
• Commissioning meetings were held to continue discussing start-up activities, including roles and responsibilities.
• Yard piping is nearing completion.
• Continued to install Electrical (gear including cabinets, breakers, switches, conduit and wiring) and Mechanical Equipment (piping with structural supports, motors and pumps) in Areas 51 (Headworks), 52 (Primary Clarifiers),53 (Bio Actiflo), 55 (BNR) and 56 (MBR).
• Continuing the installation of protective coatings in Area 51, 52 and 70 (Chemical Storage) • Continue exterior of building, including installation of siding, installation of interior utilities, flooring and cabinetry for Area 80 (Admin. Building)
• Continue installation of the exterior panels and interior work for the Warehouse • Earthwork - excavation, grading, and backfilling specifically around the entry of the Administration Building April through June 2023 P A G E 11

SAN MATEO CLEAN WATER PROGRAM QUARTERLY REPORT
Q2 2023

9.2 Attachment 1 - Selected Portions of Quarterly Progress Report - 2nd Quarter Report, April 1, 2023 to June 30, 2023
392
Next Period Activities
Project/Construction Management
• HDR’s to continue to provide ESDC services including development of process O&M manuals, process training, expanded discipline-specific Resident Engineer services, and related known scope reflected in the contingency budget.

Engineering Design/Services During Construction
• Interpretive Signage: RHAA to issue the final design. • ESDC: HDR to continue to provide onsite resident engineering services.

Permitting
• Record the WWTP Final Parcel Map with the County.

Public Outreach
• Provide project updates to the CWP Public Outreach Lead for monthly newsletter, website, and social media updates.
• Continue as-needed support in response to resident queries via the communication hotline.

Construction
GMP-1
• Close out project
GMP-2
• Close out project.

GMP-3
• Continue to install Electrical (gear including cabinets, breakers, switches, conduit and wiring) and Mechanical Equipment (piping with structural supports, motors and pumps) in Areas 51 (Headworks), 52 (Primary Clarifiers),53 (Bio Actiflo), 55 (BNR) and 56 (MBR).
• Continue install the protective coatings in Area 51, 52 and 70 (Chemical Storage) • Continue exterior of building, including installation of siding, installation of interior utilities, flooring and cabinetry for Area 80 (Admin. Building)
• Continue installation of the interior work for the Warehouse • Earthwork - excavation, grading, and backfilling specifically around the entry of the Administration Building April through June 2023 P A G E 12

SAN MATEO CLEAN WATER PROGRAM QUARTERLY REPORT
Q2 2023

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393
Risks and Opportunities
• Cal Water’s New Potable Water Main Extension: Completed • PG&E’s New Primary Service: Completed
• Relocation of PG&E’s Utilities from Detroit Drive: Completed

April through June 2023 P A G E 13

SAN MATEO CLEAN WATER PROGRAM QUARTERLY REPORT
Q2 2023

9.2 Attachment 1 - Selected Portions of Quarterly Progress Report - 2nd Quarter Report, April 1, 2023 to June 30, 2023
394
Financial Status
 Current update shows an overrun ($18.43M) of original budget.

Millions
Budget $532.71
Actual Cost to date $430.25
Estimate at Completion $551.14
Schedule Status
 Part of re-baseline efforts. Current forecast shows to be completed on time in January 2025.

April through June 2023 PA G E 14

SAN MATEO CLEAN WATER PROGRAM QUARTERLY REPORT
Q2 2023

9.2 Attachment 1 - Selected Portions of Quarterly Progress Report - 2nd Quarter Report, April 1, 2023 to June 30, 2023
395
46T009 IAP Package II
Project Description:

Replace and repair aging infrastructure at the WWTP by adding screening, flexibility, and redundancy for WWTP solids processes. The project includes: (1) Mechanical bar screen and repair of concrete wall at the IJB; (2) Effluent PS #1 pumping and piping improvements; (3) replace two of the oldest pumps in PS #1; (4) Cake pumping system: add second cake pumping system; and (5) Second cake hopper system: add a second cake hopper, slide gate, access walkway, and platform.

Current Period Activities
Project/Construction Management
• Coordinated City negotiations with Contractor for time extension / delays.
 Worked with Contractor on Cake pump issues.

Engineering Design/ Services During Construction
(Various)
• Stantec ESDC is ongoing through the remainder of its construction period.

Permitting
 No activities this period.

Public Outreach
 No activities this period.

Construction
Immediate Action Projects, Package II (IAP II)
 Installation of Hopper Modifications
 Next Period Activities
Project/Construction Management
 Continued change management support.

Engineering Design and Engineering Services During Construction  Stantec ESDC is ongoing through the remainder of its construction period.  Continue review of submittals and RFI.

Permitting
 No activities this period.

April through June 2023 Page 29

SAN MATEO CLEAN WATER PROGRAM QUARTERLY REPORT
Q2 2023
Project Inside
Project Manager Tyler Kirkendall
Project Type Wastewater System
Phase Construction
Design Firm Stantec, HDR
IAP II – Contract
Contractor Myers & Sons
Award Date 2/11/2019
Construction NTP 2/19/2019
Duration (calendar days) 848
Contracted Completion Date 6/14/2021
Contract Amount $6,340,000
Contingency Amount $934,000
Forecast Completion Date 3/31/2024
Current Contracted Amount $7,167,599
Actual Expended $7,142,099

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396
Public Outreach
 No activities this period.

Construction
Immediate Action Projects, Package II (IAP II)
 Work with Contractor to Complete fix to the cake pump issue Risks and Opportunities
 Sludge Cake Hopper No. 1 has not successfully completed start-up testing. Contractor working to identify issue affecting Cake Pump No. 1 and requested both design engineer and Vendor assistance in their troubleshooting of Cake Pump No. 1. Design Engineer provided new sludge cake measurement technology selection in DC 8, which was issued to the Contractor in September. City contracted with a third party to provide recommendations for fixing the Cake pump. The third party has recommended removal of welded pipe and installation of new piping. City working with Contractor for a solution.  Delays to the project by sludge cake pumping system will result in significant delays to the project.

Financial Status
 Current update shows an overrun ($4.45M) of original budget.

Millions
Budget $13.02
Actual Cost to date $12.85
Estimate at
Completion $17.47
Schedule Status
Project schedule temporary on hold while issues are being resolved. Anticipates construction to be completed by March 31, 2024
April through June 2023 P A G E 30

SAN MATEO CLEAN WATER PROGRAM QUARTERLY REPORT
Q2 2023

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397
46T010 IAP Package III
Project Description:

Upgrade aging infrastructure and increase reliability for the effluent PS at the WWTP. Improvements include perform hydraulic analysis on the effluent PS and flow meters; replace MCCs P1, P2, P3, and P4 in the Main Structure Building; add variable-frequency drives (VFDs) and check valves on stormwater pumps; replace check valves (3) for dry weather pumps; replace MCCs/VFDs (4) and control panels (4) for dry weather pumps; and replace doors (3) and windows (10), repair roof, and add HVAC for the PS.

Current Period Activities
Project/Construction Management (City/Jacobs)
 Project Bid opened on April 6, 2023
 Project awarded to Mountain Cascade for $11,703,696
 EAC revised to $18,535,797.

Engineering Design/ Services During Construction (HDR)
 None reported.

Next Period Activities
Project/Construction Management (City/Tanner Pacific)
 Awarded Project Construction Management to Tanner Pacific.

Engineering Design/ Services During Construction
 HDR to begin EDSC.

Risks and Opportunities
 Rescoping the project push out the completion date of the project.

Financial Status
 Current update shows an overrun ($16.02M) of original budget.

Budget
$2.47
million
Actual Cost to date
$1.38
million
Estimate at Completion $18.49 million
Schedule Status
 Current forecast shows final completion in August 2024.

April through June 2023 P A G E 31

SAN MATEO CLEAN WATER PROGRAM QUARTERLY REPORT
Q2 2023
Project Inside
Project Manager Daniel Patten
Project Type Wastewater System
Phase Engineering

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398
46T090 Annual Major Component WWTP
Project Description:

Maintain reliable plant operations to meet regulatory permit requirements and repair and replace critical WWTP
infrastructure. The operations and maintenance team maintain an active list of potential projects that are implemented as funds are available.

Current Period Activities
Project/Construction Management (City/ Jacobs)
 Additional AMC project
 Update WWTP Biosolids and Energy Management Plan
 Digester 1 Improvements
 Centrifuge and Centrifuge Feed Pump Replacement
 Solids Handling Systems I&C Improvements
 Digester Transfer Pump Project
 3 Water Pumping Improvements
 DAFT Corrosion Improvements
Permitting (Various)
None
Construction
 EPS (Express Plumbing Services) Inc. submitted as-builts for AMC 6 + 23.

Next Period Activities
Project/Construction Management (City/ Jacobs)
 None
Engineering Design/ Services During Construction
 Design Consultants working on the AMC projects.

Permitting
 None
Construction
 None
Risks and Opportunities
 AMC 36 Centrifuge Conveyor Replacement is on hold.

April through June 2023 P A G E 32

SAN MATEO CLEAN WATER PROGRAM QUARTERLY REPORT
Q2 2023
Project Inside
Project Manager Daniel Patten
Project Type Wastewater System
Phase Engineering

9.2 Attachment 1 - Selected Portions of Quarterly Progress Report - 2nd Quarter Report, April 1, 2023 to June 30, 2023
399
Financial Status
 Project shows EAC over budget.by $1.06 million
Millions
Budget $8.92
Actual Cost to date $1.38
Estimate at Completion $1.80 $9.98
Schedule Status
 AMC 6 +23 was completed in November 2022. All other AMC Projects are in the predesign phase.

April through June 2023 P A G E 33

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400
Completed Projects
Wastewater Treatment Plant Projects
Updated to latest values from EDEN (January 2020)
Name Start Date
Finish
Date Actual Cost
469948: SCADA Immediate Projects: Phase 2 (IAP) 1/2/2015 11/25/2015 $1,524,717 469962: Short-Term MCC Replacement Project (IAP) 1/2/2015 11/25/2015 $49,628 469973: Secondary System: Immediate Projects: SCs 1-4 and returnactivated sludge Pump Values (IAP) 1/2/2015 11/25/2015 $426,918
469975: Solids: Immediate Projects: GT 1&2 (IAP) 1/2/2015 11/25/2015 $372,358 469976: Immediate Projects: Boiler Replacement 1/2/2015 4/29/2016 $475,296 469978: Solids Building: Immediate. Projects: Centrifuge Hoist Project (IAP) 1/2/2015 11/25/2015 $2,410 46T002 IAP Package I 8/1/2018 8/28/19 $18,621,868
TOTAL $21,472,951
April through June 2023 P A G E 34

SAN MATEO CLEAN WATER PROGRAM QUARTERLY REPORT
Q2 2023

9.2 Attachment 1 - Selected Portions of Quarterly Progress Report - 2nd Quarter Report, April 1, 2023 to June 30, 2023
401

WASTEWATER TREATMENT PLANT SITE PLAN
Area 64
Area 52
Area 80
Area 51
Area 53
Area 55
Area 56

9.2 Attachment 2 - Wastewater Treatment Plant Site Plan 402
View of Areas 51(Headworks) and 64 (Odor Control)- Ongoing Work June 30, 2023
April 1, 2023
April through June 2023 P A G E 15

9.2 Attachment 3 - Construction Photographs
403
Area 51 Headworks Piping June 30, 2023
Area 51 Preliminary Screens Area – June 30, 2023
April through June 2023 PAGE 16

9.2 Attachment 3 - Construction Photographs
404
Area 51 (Headworks) Electrical Room- June 30, 2023
Area 64 Odor Control Area – June 30, 2023
April through June 2023 PAGE 17

9.2 Attachment 3 - Construction Photographs
405
View of Areas 52 (Primary Clarifiers), 53(BioActiflo), 55(BNR Basins), and 56 (MBR)- Ongoing Work
June 30, 2023
April 1, 2023
April through June 2023 P A G E 18

9.2 Attachment 3 - Construction Photographs
406
Area 52 Preliminary Effluent Pump Station June 30, 2023 April through June 2023 P A G E 19
Area 55 Preliminary Clarifiers -June 30, 2023, Leak Testing

9.2 Attachment 3 - Construction Photographs
407
View of Areas 56 (MBR)- Ongoing Work
June 30, 2023
April 1, 2023
April through June 2023 P A G E 20

9.2 Attachment 3 - Construction Photographs
408
View Inside the Electrical Room for Area 56 (MBR)
June 30,2023
April 5,2023
April through June 2023 Page 21

9.2 Attachment 3 - Construction Photographs
409
View inside the Membrane Permeate Pump Room Area 56 (MBR) June 30, 2023
April 5, 2023
April through June 2023 Page 22

9.2 Attachment 3 - Construction Photographs
410
View of Area 80 (Admin Building) – Ongoing Work
June 30, 2023
April 1, 2023
April through June 2023 Page 23

9.2 Attachment 3 - Construction Photographs
411
Area 80 Admin Building Exterior June 30, 2023
North Elevation
East Elevation
April through June 2023 Page 24

9.2 Attachment 3 - Construction Photographs
412
Area 80 Admin. Bldg. June 30,
2023 Operations Control Room
Unisex Restroom
April through June 2023 Page 25

9.2 Attachment 3 - Construction Photographs
413
Area 80 Admin. Bldg. June 30, 2023 Laboratory
Reception Area
April through June 2023 Page 26

9.2 Attachment 3 - Construction Photographs
414
View of the Warehouse
June 30, 2023
April 5, 2023
April through June 2023 Page 27

9.2 Attachment 3 - Construction Photographs
415
Interior of the Warehouse
June 30,2023
April through June 2023 Page 28

9.2 Attachment 3 - Construction Photographs
416
DATE: August 21, 2023
TO: Mayor and Members of the City Council
VIA: Stefan Chatwin, City Manager
FROM: Sofia Mangalam, Community Development Director
Marlene Subhashini, Assistant City Manager
DEPARTMENT: Community Development
SUBJECT: CONSIDERATION OF AB 309 (LEE) THE SOCIAL HOUSING ACT

RECOMMENDATION
It is recommended that the City Council review and discuss Assembly Bill (AB) 309 and by Minute Order, provide direction to staff on whether to take any action on AB 309, including directing staff to draft a letter in opposition of the bill unless amended and authorize the Mayor to sign the letter and finding the action exempt under CEQA pursuant to CEQA Guidelines section 15061(b)(3).

EXECUTIVE SUMMARY
Earlier this year, a group of Bay Area lawmakers led by Assembly Member Alex Lee introduced AB 309, (“gut and amend” bill), the Social Housing Act. AB 309 will authorize the Department of General Services (DGS) to develop up to three (3) social housing projects, on excess state lands.

Following are the key provisions of the bill:

1. Authorizes the Department of General Services (DGS), to identify and develop up to three (3) social housing projects on land declared excess by a state department and suitable for housing pursuant to Governor Newsom’s Executive Order N-06-19, with the intent to use the results to inform public policy related to developing an independent public entity to manage and develop statewide social housing.

9.3 9.3 Staff Report
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2. Describes “social housing” in legislative intent language as: publicly owned, mixedincome housing, removed from market forces and speculation, and built with the express aim of housing people equitably and affordably.

3. Requires social housing and the underlying land to be owned by a public entity, and provide housing for a range of income levels between extremely low income to above moderate income).

4. Requires all housing under the program to be both:
i. Located on state property leased pursuant to Section 14671.2 of the Government Code, and
ii. Owned by DGS and managed by a private entity. In another section of the bill, however, it stipulates that the state shall act as a land bank for social housing and maintain ownership of the land via ground leases. Prohibits the land upon which the housing is situated from being sold or transferred to a for-profit entity to prevent the privatization of social housing.

5. Authorizes DGS to solicit bids to develop social housing units and prioritize bids which demonstrate either a long-term “revenue neutrality” or “cost rent” model:
i. “Revenue neutrality” is described as a system which requires all monetary expenditures that result from the development and operation of the social housing are returned through rents, payments on leasehold mortgages, or other subsidies to further the maintenance and development of more social housing units.
ii. “Cost rent” is defined as a system which the rent is calculated based on the cost of providing and maintaining the dwelling, and only allowing for limited or no proceeds.

6. Requires DGS to employ two different leasing models, a “rental model” and an “ownership model.”
i. Under the rental model, a unit is leased to eligible households at a rent that “strives” not to exceed 30 percent of household income. ii. Under the ownership model, a unit may be sold to a tenant after five years of occupancy. The program shall retain a right of first refusal to repurchase a unit, but if it does not exercise that right, the unit may be sold to another eligible household at a price that allows an owner to receive a reasonable return on invest that reflects documented capital improvements and adjustments for inflation. Upon death, a unit may pass to an owner’s heir.

7. Provided for limited local reviews, as follows:
i. Requires DGS to notify and send conceptual plans to a city or county when a social housing development is proposed within its jurisdiction. ii. Authorizes a city or county to propose “objective design review standards,” which shall not differ from objective design review standards used by the local agency, within 90 days of receipt of conceptual plans. Prohibits such standards from including floor area ratios, height limitations or density requirements. Provides that DGS “may, but is not required to” accept local design review standards.
iii. Requires DGS to send completed plans to a city or county when a social housing development is proposed within its jurisdiction. If a city/county makes findings that the proposed development “might” have a specific,

9.3 9.3 Staff Report
418
adverse impact on public health and safety, it shall send those findings to DGS within 90 days. The city/county may propose modifications to the plans to mitigate potential impacts to public health and safety, which DGS may, but is not required to, accept.

BACKGROUND/ANALYSIS
AB 309 would create the Social Housing Program within DGS to facilitate the construction of government-owned housing on leased state property or excess state-owned property.

Currently, there are three (3) Caltrans-owned properties in Foster City, including:

1. Maintenance office/yard at 380 Foster City Blvd.

2. Maintenance yard adjacent to Bridgeview Park

3. Wetlands mitigation area between E. 3rd Ave and Mariners Point Golf Course Foster City has many affordable housing units, also known as Below Market Rate (BMR) units, and these units are not social housing units.

The bill includes the following provisions for Social Housing:
(a) The housing units or the land on which housing units are built is owned by a government entity.
(b) If a housing unit is in a social housing development, the development contains housing units that accommodate a mix of household income ranges that may include extremely low income, very low income, low income, moderate income, and above moderate income.
(c) Residents of housing units are afforded, at a minimum, all protections granted to tenants with tenancies in private property under Section 1946.2 of the Civil Code, including protection against termination without just cause or for any discriminatory, retaliatory, or other arbitrary reason, and shall be afforded due process prior to being subject to eviction procedures, in addition to other protections provided by this title.
(d) The housing units or the land on which housing units are built that are owned by a government entity shall be protected for the duration of their useful life from being sold or transferred to a private entity to prevent the privatization of social housing.
(e) Residents of the housing units have the right to participate directly and meaningfully in decision making affecting the operation and management of their housing units.

Staff Comments
While this bill demonstrates that the State needs to share the burden of addressing the affordable housing crisis by making its lands available for social housing, there are several aspects of this pilot proposal that do not appear to be fully fleshed out.

9.3 9.3 Staff Report
419
▪ There is currently no mechanism in place for a local jurisdiction to know that state land within its boundaries has been “selected” as part of this pilot program until after a bid for development/management has been awarded by DGS. ▪ Lack of Criteria for Program: As currently drafted, it is unclear if these would be ground up developments or redevelopments or conversions of certain vacant buildings. ▪ Local Consultation: The bill requires DGS to send copies of conceptual and completed plans to the applicable city/county. The city/county may then:
o Propose objective design review standards but cannot address floor area ratios, density, or height.
o Adopt findings identifying specific adverse impacts on public health or safety. ▪ The bill includes a provision that “Within 90 days of receiving the conceptual plans, the city or county may propose objective design review standards.” This is a tight timeline to invite public participation, conduct studies and develop design standards.

Also, the bill includes that the DGS may, but is not required to, accept design review standard proposals made by a city or county. Thus, even if a city does develop the standards in a timely manner, it is not guaranteed that these will be accepted by DGS. ▪ Regional Housing Needs Allocation (RHNA). Foster City has recently adopted its 6th cycle Housing Element 2023-31 which includes sites to accommodate 1,896 housing units for the planning period 2023-31. It is unclear if the units developed under this bill would count towards City’s RHNA or these would be additional housing units. ▪ Estero Municipal Improvement District (EMID) recently adopted Water Neutrality Growth Ordinance requiring proposed new development(s), redevelopment(s), or change in use projects to be water-neutral (from the City-delivered water system) through any combination of on-site and/or off-site water offset measures within the EMID service area boundary. It is unclear if EMID regulations would apply or if EMID would be required to provide water to these units.
▪ Payment of Impact Fees. The bill does not discuss if the housing units would be subjected to City’s development impact fees.

Thus, staff would like to recommend to the City Council to oppose the bill unless it is amended to provide clarity on the issues highlighted above.

California Environmental Quality Act
The analysis of the proposed bill is exempt per CEQA Guideline Section 15061(b)(3), Common Sense Exemption (14 Cal. Code Regs. § 15061(b)(3)) because it can be seen with certainty that there is no possibility that this action may have a significant effect on the environment.

FISCAL IMPACT
There is no fiscal impact associated with the recommended action.

CITY COUNCIL VISION, MISSION, AND VALUE/PRIORITY AREA

9.3 9.3 Staff Report
420
Smart Planning, Development, and the Local Economy
ATTACHMENTS:

Attachment 1 – Draft Letter

9.3 9.3 Staff Report
421
August 21, 2023
The Honorable Alex Lee
Assemblymember, 24th District
California State Capitol
Sacramento, CA 95814
RE: AB 309 (Lee) The Social Housing Act. (Amended 7/13/2023) – Letter of Opposition Unless Amended
Dear Assemblymember Lee:

The City of Foster City writes to express our opposition to AB 309 (Lee), unless it is amended to address our concerns. AB 309 would create the Social Housing Program within the Department of General Services (DGS) to facilitate the construction of government-owned social housing on leased state property or excess state-owned property.

City of Foster City strongly supports the intent of AB 309, which is to address housing affordability facing California cities. Affordably priced homes are out of reach for many people and housing is not being built fast enough to meet the current or projected needs of people living in the state.

One of the main concerns with this bill as proposed is that there is currently no mechanism in place for a local jurisdiction to know that state land within its boundaries has been “selected” as part of this pilot program until after a bid for development/management has been awarded by DGS. Further, it is unclear if the units would count towards the Regional Housing Needs Allocation (RHNA) target that cities need to meet over the next eight (8) years. The bill does not address the impact of such proposed developments on the local infrastructure and how those impacts would be mitigated. The fact that cities would have no ability to regulate zoning or development standards, including floor area ratios, height limitations, or density requirements is also of major concern.

Over the last three years, Foster City went through a rigorous process of updating its Housing Element to add 1,896 units for the planning period 2023-31. Given that Foster City is built out with no vacant land, the City reached out to the State to inquire if it would be interested in making its lands within City boundaries available for housing. At the time, the State clearly expressed that they had no such interest. On one hand cities are going through an extensive multiyear planning process to identify sites suitable for new housing units, and on the other hand, the state seems to undermine these efforts and empower DGS to build housing on sites previously not considered for new housing.

AB 309 includes that “Within 90 days of receiving the conceptual plans, the city or county may propose objective design review standards. ”However, DGS may, but is not required to, accept design review standard proposals. Thus, even if a city does develop

9.3 Attachment 1 - Draft Letter
422
the standards promptly, it is not guaranteed that DGS will accept these.

While AB 309 currently limits DGS authority to three (3) housing projects on declared excess state property suitable for housing, the measure broadly establishes the Social Housing Program within DGS and could be easily expanded to include all state-owned lands.

For these reasons, the City of Foster City respectfully opposes AB 309 unless it is amended to address our concerns and provide additional clarification.

Sincerely,
Jon Froomin
Mayor
City of Foster City
Cc: Foster City City Council
Stefan Chatwin, City Manager
Marlene Subhashini, Assistant City Manager

9.3 Attachment 1 - Draft Letter
423
DATE: August 21, 2023
TO: Mayor and Members of the City Council President and Members of the Estero Municipal Improvement District (EMID) Board of Directors
VIA: Stefan Chatwin, City/District Manager
FROM: Department Heads
SUBJECT: CARRYOVER OF VARIOUS UNSPENT FISCAL YEAR 2022-23

BUDGET LINE ITEMS AS SUPPLEMENTAL APPROPRIATIONS
TO THE FISCAL YEAR 2023-24 BUDGET

RECOMMENDATION
It is recommended that the City Council/EMID Board of Directors (City Council) approve the attached resolutions authorizing the carryover of various unspent Fiscal Year 2022- 23 budget line items as supplemental appropriations to the Fiscal Year 2023-24 City/EMID budget.

EXECUTIVE SUMMARY
Due to various circumstances and conditions, City staff was unable to complete various FY 2022-23 tasks and projects, and/or such work plan items needed to be extended into FY 2023-24. This resulted in unspent FY 2022-23 budget appropriations associated with these work plan items that City staff is now requesting to be carried over to FY 2023-24 (as enumerated in Exhibit A) so that they may be completed in the current fiscal year.

BACKGROUND AND ANALYSIS
The City Council adopts an annual budget each fiscal year with each City Department receiving financial resources necessary to administer and execute their respective work plans. In FY 2022-23, staff was unable to start or complete various projects due to numerous factors including supply chain delays, ordering delays, project initiation

10.1 10.1 Staff Report
424
delays, project continuation and extensions, staff turnover, and staff vacancies. Since unspent operating budgets lapse at the end of each fiscal year, the Community Development Department, Public Works Department, and Police Department are requesting carryovers of their various unspent FY 2022-23 budget line items to FY 2023-24 so that their associated work plans may be completed this fiscal year. A summary of the carryovers is as follows with additional details provided in the Exhibit A attachment:

The City Manager recommends City Council’s approval of these budget carryover requests.

California Environmental Quality Act
Not Applicable

FISCAL IMPACT
The proposed carryover of the various unspent FY 2022-23 budgets amount to a total FY 2023-24 supplemental appropriation of $1,469,115. Of this total carryover amount, $340,737 is for the General Fund and $31,651 is for the Wastewater Enterprise Fund.

The details are enumerated in Exhibit A as attachments to the City and EMID resolutions.

10.1 10.1 Staff Report
425

CITY COUNCIL VISION, MISSION, AND VALUE/PRIORITY AREA
Staff Empowerment and Operational Excellence
ATTACHMENTS:

Attachment 1 – City Resolution
Attachment 1a – Exhibit A
Attachment 2 – EMID Resolution
Attachment 2a – Exhibit A

10.1 10.1 Staff Report
426
RESOLUTION NO. _____________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FOSTER CITY APPROVING THE CARRYOVER OF VARIOUS UNSPENT FISCAL YEAR 2022-23

BUDGET LINE ITEMS AS SUPPLEMENTAL APPROPRIATIONS TO THE FISCAL YEAR 2023-24 BUDGET

CITY OF FOSTER CITY
WHEREAS, due to various circumstances and conditions, City staff was unable to complete various FY 2022-23 tasks and projects and/or these work plan items needed to be extended into FY 2023-24; and
WHEREAS, this resulted in unspent FY 2022-23 budget appropriations associated with these work plan items that City staff is requesting to be carried over to FY 2023-24 (as enumerated in Exhibit A) so that they may be completed in the current fiscal year; and
WHEREAS, the City Council has reviewed and evaluated the proposed FY 2022- 23 budget carryovers to fiscal year 2023-24 that was submitted and recommended by the City Manager; and
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Foster City that the carryover of various unspent fiscal year 2022-23 budget line items as enumerated in Exhibit A is hereby approved as supplemental appropriations to the fiscal year 2023-24 budget.

10.1 Attachment 1 - City Resolution
427
PASSED AND ADOPTED as a resolution of the City Council of the City of Foster City at the regular meeting held on the 21st day of August 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
________________________________________

JON FROOMIN, MAYOR
ATTEST:
___________________________________

PRISCILLA SCHAUS, CITY CLERK

10.1 Attachment 1 - City Resolution
428
FY 2022-23 Budget Carryovers to FY 2023-24
Budgeted Estimated
Unexpended
Budget at
Vendor
Contract
Amount/
Project
Amount
127,774
Estimated
Amount to be
Expended Year End
Requesting
Dept
through end of (Calculated
FY 22/23 Amount)
$30,012 $97,762
Carryover
Dept Head Staff Liaison Fund Account Number Requested Summary Detail CDD Sofia Mangalam Becki Hanan 001 001-0820-424.42-51 $97,762 Consultant fees to develop Total Agreement amount with ID360 is $127,774.00. YTD 24,086.30 has been spent on tasks 1, and adopt local Energy Reach 2 & 6, leaving a remaining balance to carry over of $97,761.60 for the remaining tasks.

Codes
CDD
CDD
Sofia Mangalam Becki Hanan
Sofia Mangalam Becki Hanan
124
128
124-0832-463.42-97
128-0845-419.42-51
643,636
431,252
$202,163
$418,000
$441,473
$13,252
$140,000 Relocation Assistance Requesting unused funds for Emergency Rent Subsidies (ERSP) for four tenants that may be eligible for ERSP program and for one tenant who is currently receiving ERSP funds, and any attorney fees. Reso. 2021-132. Staff doesn't need the entirely of the unexpended budget. $13,252 Housing Element
Implementation
Housing Element was anticipated to be approved FY22/23 , however, additional work will be needed due to new HCD comments and unused funds will be necessary for noticing, public hearings, mailings etc.

CDD Sofia Mangalam Becki Hanan 124
012
124-0832-463.42-65
012-0110-413.42-51
400,000
123,902
$5,575 $394,425
$112,245
$95,000 Post BMR Agreement & Early $60,000 for Early Relocation Funds (ERAP) for two tenants who have relocated and are owed Relocation and continued HIF ERAP funds and four additional tenants who are eligible for up to $10,000 each and $35,000 for Services HIF services for case management and special needs for remaining five tenants. Estimating $7000 per tenant. Reso 2021-101. Staff doesn't need the entirely of the unexpended budget.

CDD (CM) Sofia Mangalam Vanessa Brannon $11,657 $112,245 Cover costs pertaining to Sustainable Foster City and
Climate Action and Sustainable Foster City Plan Implementation funding. Sustainable programs/projects not identified in other department budgets derive from this budget. First-year Climate Action Plan programs Economic Development activities will also be funded by this account. and projects Carryover - Economic Development Initiatives $43,000 Carryover - Environmental Sustainability Initiatives - after adoption of CAP $30,083 Carryover - Social Equity & Engagement Initiatives - sustainable FC Plan $14,162 Carryover - Transportation Initiatives - $25,000
Police Tracy Avelar Martin Ticas 001
001
001-0620-421.42-38
001-0910-431.42-51
75,000 $0 $75,000 $75,000 Vehicles were unavailable
from Ford
Ford has shortage of patrol vehicle, so unable to place order for vehicles. 23-24 availability is better. PD to purchase two vehicles. Second to be paid for by Vehicle Replacement Fund.

Public Works Andrew Brozyna Laura Galli 280,000 $161,650 $118,350 $50,000 Engineering On-Call Service Despite continuous recruitment efforts, engineering positions remain unfilled, meaning that Contracts progress on Capital Projects has been slow. This provides funding for an existing task order with CSG Consultants to provide staffing to move a number of capital projects along and provide support for development review. Staff doesn't need the entirely of the unexpended budget.

Public Works
Public Works
Andrew Brozyna Laura Galli
Andrew Brozyna Andra Lorenz
001
001
001-0910-431.42-51
001-0913-431.42-51
23,100 $9,678 $13,423 $13,423 Transportation Study Work started in March and the draft report has been completed. The consultant is now finalizing the report and preparing draft concept drawings for recommended Beach Park Boulevard improvements.
130,000 $26,518 $103,482 $103,482 Solid Waste Franchise Fee and Cost of Service Study
This agreement was approved by Council and work started in March 2023. The work is anticipated to continue through December 2023, culminating in rate setting for Calendar year 2024. Funding for this project is from the Solid Waste Rate Stabilization Account.

Public Works
Public Works
Andrew Brozyna Frank Schoening
Andrew Brozyna Andra Lorenz
001
129
001-0920-431.42-40
129-0932-431.42-51
1,070 $0 $1,070 $1,070 Safety Hearing Protection
$25,000 SB 1383 Implementation
Items were ordered 4/14/2023 and were received 7/27/2023. 45,000 $19,594 $25,406 $30,000 was budgeted and $15,000 was carried over for a total FY 2022-2023 balance of $45,000 for compost procurement and other expenses associated with SB 1383. The City is currently working with a consultant to complete a comprehensive rate study, which will include how SB 1383 expenses should be allocated to the rate structure. This carryover will ensure maximum funding flexibility for continued compliance until full implementation of new rates. Funding in this account is restricted by ordinance to use for sustainability initiatives.

Public Works
Public Works
Andrew Brozyna Andra Lorenz
Andrew Brozyna Andra Lorenz
133
141
133-0933-431.42-40
141-0910-431.42-51
13,000
47,314
$3,476 $9,524 $9,500 CalRecycle CRV Grant Funding is restricted to activities related to beverage container recycling. Carrying them over makes them available for maximum flexibility during the current budget year. $12,399 $34,915 $34,915 CalRecycle Local Assistance $47,314 was awarded to the City by CalRecycle for compost procurement required by SB 1383 Grant over FY 2022-2023 and FY 2023-2024. In FY 2022-2023, $12,399 was expended and the remainder is anticipated to be used in FY 2023-2024 in a joint enterprise between the twenty County agencies and the San Mateo Resource Conservation District.

Public Works
Public Works
Andrew Brozyna Frank Schoening
Andrew Brozyna Greg Baeza
501
501
501-0560-431.43-84
501-0560-431.43-84
415,922
250,893
$0
$0
$415,922
$250,893
$415,922 Sewer Jet Truck
$250,893 Catch Basin Truck
Vehicle was ordered on 5/30/2023. This item has a 12- month build-up time.

Vehicle was ordered on 5/24/2023. This item has a 12- month build-up time.

Total $1,437,464

10.1 Attachment 1a - Exhibit A
429
RESOLUTION NO. _____________

A RESOLUTION OF THE BOARD OF DIRECTORS OF THE ESTERO MUNICIPAL

IMPROVEMENT DISTRICT APPROVING THE CARRYOVER OF VARIOUS UNSPENT FISCAL YEAR 2022-23 BUDGET LINE ITEMS AS SUPPLEMENTAL
APPROPRIATIONS TO THE FISCAL YEAR 2023-24 BUDGET

ESTERO MUNICIPAL IMPROVEMENT DISTRICT
WHEREAS, due to various circumstances and conditions, City/District staff was unable to complete various FY 2022-23 tasks and projects and/or these work plan items needed to be extended into FY 2023-24; and
WHEREAS, this resulted in unspent FY 2022-23 budget appropriations associated with these work plan items that City/District staff is requesting to be carried over to FY 2023-24 (as enumerated in Exhibit A) so that they may be completed in the current fiscal year; and
WHEREAS, the District Board has reviewed and evaluated the proposed FY 2022- 23 budget carryovers to fiscal year 2023-24 that was submitted and recommended by the City/District Manager; and
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Estero Municipal Improvement District that the carryover of various unspent fiscal year 2022-23 budget line items as enumerated in Exhibit A is hereby approved as supplemental appropriations to the fiscal year 2023-24 budget.

10.1 Attachment 2 - EMID Resolution
430
PASSED AND ADOPTED as a resolution of the Board of Directors of the Estero Municipal Improvement District at the regular meeting held on the 21st day of August 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
________________________________________

JON FROOMIN, PRESIDENT
ATTEST:
_______________________________________

PRISCILLA SCHAUS, DISTRICT SECRETARY

10.1 Attachment 2 - EMID Resolution
431
FY 2022-23 Budget Carryovers to FY 2023-24
Budgeted Estimated
Unexpended
Budget at
Vendor
Contract
Amount/
Project
Amount
31,651
Estimated
Amount to be
Expended Year End
Requesting
Dept
through end of (Calculated
FY 22/23 Amount)
$31,651
Carryover
Dept Head Staff Liaison Fund Account Number Requested Summary Detail Public Works Andrew Brozyna Frank Schoening 458 458-0110-413.43-85 $0 $31,651 Waster Enterprise Check Valves
Items were ordered 3/7/2023 and has not been received as of 6/30/23.

Total $31,651

10.1 Attachment 2a - Exhibit A
432
Prepared Date 7/31/2023 City of Foster City, CA
Accounts Payable Check Register