Agenda packet — Foster City City Council, August 19, 2024 (part 3 of 4)

Martha Gates and 6pencer Commons
GCΖ General Contractors
-essica and -ohn Gilmartin
1ancy and Richard Goldcamp
Loren and Michael Gordon
-ulie and Frederick Gruber
Andrew Guevara
6usan and 6teven +ailey
Abbie +alden and 6tephen Fick
-anet and Rev. Michael +ollingshead
Ti΍any and Chin +ong
The +ylke and Anna Wiersma
Charitable Fund
ΖM(G Corp.

Ζmmanuel Lutheran Church
Ζntel Foundation
Ζntuitive 6urgical
Ζsaacson Miller, Ζnc.

Ζsland 8nited Church of Christ
6tuart -ones
Maureen and David Kennedy
-eanette and Kevin Kennedy
Kla΍ Family Foundation
Lana Kreidie and Ahmed Khatib
Ann and Randy Lee
Legacy 9enture
Kimberly and Tom LeMieux
1ancy and Alex Malaspina
Mary and Alan Marten
The Martin Family Foundation
The Maxwell+anrahan Foundation
The Mervyn L. Brenner
Foundation, Ζnc.
(lizabeth and Michael McCall
Diana and -e΍ McColloch
(lizabeth and Ζain McDougall
Lovett McLuckie Family
3atsy and Charles McLure
Amy and Bryan Michael
Ginny Miller and Misha
Gordon-Rowe
Alys Milner and Michael Francini
Wendy Mines
Laurel and 6teve Miranda
Mission City Community Fund
3atrick Monahan
Kelly Moran and Mark (liot
Morgan 6tanley 3WM
Michelle (arvin Munro
Fran and -im 1aylor
(liane and Armand 1eukermans
1iantic, Ζnc
1vidia Corporation
The Omidyar Foundation
Deborah and Frans Op den Kamp
6hari and Donald Ornstein
Carol and Luther Orton
Malinda 3auly and Daniel6utherlin
3atricia 3age and -e΍rey Mogul
1ancy 3axton and Gaurang Desai
+olly 3edersen
3eninsula Bible Church
Melissa and Youlian 3etkov
Lynn and -oseph 3into
Robin and Court Lorenzini
Los Altos 8nited Methodist Church
Mary-Ragan Macgill and +o 1am
Rose and Bill Mark
Gina Maya and Richard Capelouto
Wendy and Tim McAdam
Kay Melchor
Michelle Mello and Rakesh Chopra
Millbrae Community Foundation
Kathleen Miller
6haw Miller
Allison Morantz and Daniel Wohl
The Morrison & Foerster Foundation
1ewmark & Company Real (state, Ζnc.

Meg and Bob 1ibbi
1orman and 6adie Lee Foundation
Amanda Oakson and Randy 6alim
-oan and Rollie Opp
3amela and -ames 3atterson
Kimberly and Doug 3epper
Rachel 3erkel and 6hawn Becker
Mary and David 3hillips
3oly Clean Center
1orma 4uickert
Christina and Thomas Quiggle
Amy Regan Morehouse
Karen Reid
Barbara Reis
William Reller
Lilli Rey
6uzanne Rocca-Butler and (ric Butler
Roberta and Leon Rosenberg Family
Barbara and Gregory Rosston
Rotary Club of 6an -ose
$2,500 - $4,999
Abbott Laboratories
Maryan and 6tephen Ackley
Agile 3hysical Therapy Ζnc.

Allegis Group Foundatio
American Leadership Forum
6ilicon 9alley
Anonymous (0

Alethea Bair-6utherland and
Ben 6utherland
Wendy and -oel Bartlett
Barbara and Brian Beattie
3atty and Louis Bellardo
Ζlissa and Brian Best
Kathryn and -eremy Blanchard
9lada Bortnik
1ancy and +oward Bott
Kristin and -ohn Brew
Carolyn and Robert Bunje
(ileen Bocci Campbell
Daniel Carlton
Celigo, Ζnc.

Raymond Chan
Marie Chin and Mark 1eder
Christine and Michael Clarke
-ulie Clugage and Richard +ardegree
+olly and Andy Cohen
-an and Morton Cohen
Congregational Church of 6an Mateo
Michelle Cooper and Christopher
Cummings
-ames Corbett
Katherine and -on Dart
Dario de Ghetaldi
6tephen Dick
Donald (ngle Family Foundation
(lisabeth Dutton and Daniel 6hader
< 16 >

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 660
@ 2024 LifeMoves. All Rights Reserved.

Thanks to our donors
Each donation puts more clients on a path to permanent housing success.

American Association of 8niversity
Women (AA8W

+eather and Tony Abbis
Abbott Laboratories (mployee
Giving Campaign
Abb9ie Biotherapeutics
6ally Abel
-acob Abrams
Acacia 3roperty Corporation
Wendy Adams and 3ete Rukavina
Marina and 9ictor Aenlle
Agilent Technologies, Ζnc.

Manisha Agrawal
Azita and Alex Almasi
Alvah Contracting LLC
Amazon 6mile Foundation
Kevin Amend
American Legion Auxiliary 8nit 55
Amgen Foundation
-uliana and Dana Andersen
Linda Anderson
Richard Andrews
3atty Anixter
Anonymous (7

Applied Materials
1icole Aron
Autodesk, Ζnc.

AvalonBay Communities
Catherine and Rob Aveson
Rashmi Bachireddy
The Backyardigans
-ennifer Bailey and -ohn =eisler
Linda and Laurence Baker
Anne and -ames Barnett
-ulie Barney
3enelope and 3atrick Barrett
$2,500 - $4,999
Claire Maria Campodonico
-ulie Carver Cardillo and Louis Cardillo
6usan Casentini and Kyle Milligan
-ohn and 1ancy Cassidy Family Foundation
CBR( Foundation, Ζnc.

Cheryl and Albert Cha
Madeline Chale΍ and David Arȴn
Linda and -ohn Chamberlain
Ana Chang and Robert Lister
Chen Family Fund
Renee Chevalier
-onathan Childs
Denise Chilow and 6imon Bloch
William W. Chong
-ohn Chow
Mia and Tim Clark
Lisa Coates
6usan and Robert Co΍man
(dith and -ohn Collin
Cathy and 6tephen Combs
Robert Cook
Michael Corey
Christina Corpus Kovach
Laura and Catalin Cosovanu
Covenant 3resbyterian Church of 3alo Alto
Richard Craig
Kay Craven and -im +ieronymus
-udy Creek
Beth Cross and Tony 6tayner
D. 6mith Memorial Fund
Gisela and Douglas Daetz
3eggy and Yogen Dalal
3aul Dankert
(lizabeth and Donald Darby
Carolyn and Gordon Davidson
Karen and (ric Davis
Amanda Decker
Miriam De-ongh
Linda and (dgar DeMeo
Laura Demsetz and
Bernard Adelstein
Daniel Dermer and Frank 3ratt
6cott Dietzen
Linh Do and (rno 3ungor
-ane Donahue and Drago Rajkovic
9anessa and Robert Drebin
Christina and -ason Drogin
Dropbox
Katherine Durgin and
(laine McKinley
Marcy Dutton and David 6egre
Matthew (ichner
Leonard (ly
The (psteins
Cheryl (rickson
6igrid and Kevin (yres
6ally and Craig Falkenhagen
Cheryl and Delwin Fassett
1ancy Federspiel
-an and Bryan Ferguson
Margaret Ann and Donald Fidler
+eidi and Christopher Finan
Lisa and Gregory Finley
First Canada (B.9.Ζ
Corporation
First Congregational Church
First Congregational Church of
6an -ose
First 3resbyterian Church of
3alo Alto
Carol and Brian Fischer
-eanne and Frank Fischer
Leslie and Mark Fisk
Kathryn and Christopher 3otts
(rika and (duardo 3retell
3adma and Krish Ramakrishnan
Redwood City (lks Lodge
6usanna Ricco
Robert 1. and Florence 6linger
Foundation
Christopher Ruhl
Amy and (ric 6ahn
6ara and David 6chnell
Katie and 3aul 6cott
-anet and Mike 6hinn
Lissa Teoman
(ric 6ippel
Deborah 6obel and -e΍rey Brown
Alyssa 6pellman
6t. Bede’s (piscopal Church of
Menlo 3ark
6t. Mark’s (piscopal Church of
3alo Alto
6t. 3aul’s (piscopal Church of
Burlingame
Bryan 6tansell
(dye and Larry 6tein
Tarlton 3roperties, Ζnc.
6usan and Carl Thomsen
-oy and Bill Tobin
David Tsiang
8nited +ealthcare
9arian Medical 6ystems, Ζnc.

Rachel and Kevin 9isscher
Dagmar Wedel and 3atrick Daley
Mary and 6amuel Winklebleck
World Wings Ζnternational, Ζnc.
6heila and Gerald Wroblewski
-ane and Mitchell =immerman
$1,000 - $2,499
Daniel Barry
1acole Barth-(llis and Donald (llis
Chase Basich
Catherine and Frank Bator
Linda and -ohn Bauer
Melody and Walter Baumgartner
Melanie and Christopher Bebbington
(ric Benhamou
Mary (llen and Thomas Benninger
Barbara M. Berk and Gilbert Mintz
Marcella and 6tuart Bernstein
-ayita Bhojwani and Aaron D’6ouza
Big -oe Leasing & Rentals, LLC
Mary Bimba
-o Anne and David Birdsall
-ennifer and Brian Blatnik
Cynthia and -oshua Bloch
Amy Blodgett
Mark -on Bluth
-acqueline and Rich
Lori Bogard and (rik Toomre
Gabrielle Boles and Benjamin Baer
-omary and Robert Bolles
Mary Bona
The Borch Foundation
-ulie and -ames Borden
6uzanne and 3eter Boutin
-anet Briggs and (ric 3atzer
-eremy Brown
Robert Brush
6usan Bryan and Frank Adams
6tephen Buchner
Katherine and Roy Bukstein
Allison Butler and Richard 3eers
Cadence Design 6ystems, Ζnc.
6herry and Michael Campbell
< 17 >

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 661
@ 2024 LifeMoves. All Rights Reserved.

Thanks to our donors
Each donation puts more clients on a path to permanent housing success. 1ancy +einen and Dennis Debroeck
Mitzi +enderson
+enry Ford 6chool
Carol and Douglas +enton
6tefan +epper
+illsdale 8nited Methodist Church
3atricia +o and William 9an Melle
Cynthia and Dennis +olmes
Laurie and Rob +olyoake
(ric +oover
Mary and Thomas +unt
Lisa and Calvin +untzinger
Alyson and -im Ζllich
Ζndonesian (vangelical Church
Ζnternational Ζnterior Design
Association (ΖΖDA

Ζrwel (B.9.Ζ
Corporation
Mary and Rob -ack
6usan and Richard -acobsen
Amita -ain and 1iteen 3atkar
Robin and -ay -e΍ries
6ara and Ricardo -enez
-udy -ohnson
-unior League of 3alo Alto -
Mid-3eninsula, Ζnc.
-ill and Brian Kasser
Anne and (ric Kastner
Charley Kearns
Margaret and Francis Keeler
Renate and -ames Kempf
David Kennedy
-eanette Kennedy
Gail and 1ick Kepler
Deborah and Kevin Kielty
1anci and 6teve Kim
Rachel Kindt and Gregory Marcus
6ophie Maletsky
Marco 3olo Management
Lisa Mario
Kaaren and Richard Marquez
Mary Marsh
3enelope Martell
-oan Martin-Lake and 3aul Lake
3hilip Mast
Bonnie Matlock and Tod Francis
-oey McDaniel
6uzanne and -ames Mc(lwee
Amy and Robert Mc+ugh
Meg and 6tuart McLaughlin
Debra and -im McLean
Thomas Mendoza
Debbie and Marc Metcalf
Andrew Meyer
Ζvan Meyerson
Microsoft Corporation
+elen Miller
-ess and Ross Millikan
-ames Montanaro
Karen Moore and 3eter Watkins
(lizabeth Muir
6onya and 3ratap Mukherjee
Kim and David Mullarkey
Carol Muller and Albert +enning
Renee and Adil Munshi
Maureen Murphy and (lan 6cheinman
6usan and Michael Murphy
Theresa Musser
Laurel and Donald 1agle
6uzanne 1akamura and Andrew Leventhal
Deborah 1e΍
Roxanne 1elsen and Christina Choate
1ew Life Community Church
Karen and 6ergio 1ibbi
Marta 1ichols
6usan 1itzberg
Lela 1oble
Karen O΍en
6uzanne and Todd Oliver
Omidyar 1etwork Fund, Ζnc.
3alo Alto Christian Reformed Church
3alo Alto 1etworks
Linda 3ersson and -ames Little
Laura 3eterhans
Bill 3ȵaum
Keith 3ȵederer
Barbara and -erry 3ierce
Lee and -ohn 3ierce
+ope, 6tephen and Matthew 3ilch
Laura and Mark 3itchford
Carrie 3lietz
-amie 3ong
Mavie 3ortman
9alerie and David 3owell
Margaret and Thomas 3ower
Arati 3rabhakar and
3atrick Windham
Dirk 3ranke
-oan and William 3rice
QΖAG(1 RWC
9ickie and Robert Quenelle
6onali and Chidambaram Rammohan
Raydean Randlett
Cathy and Lawrence Recht
Laurie Reid and 1icholas Menaker
Debra and Adam Reif
Catharine Riggs and -ohn Witte
Alicia Gerena Roach
Laura and Mark Flessel
Carol and Roger Flores
Lauri and Renato Floresca
Diane Flynn and Dwight and
Ronald -ohnson
(lizabeth and 3aul Fraley
Kelvin Franklin
Wyatt Gale
David Gaus
Wendy Gee and Gary Wong
Bonnie and Robert Gerlach
Lucille Glassman
The Glastenbury Foundation
Globe (lectric Company
-ill Goldsmith and 3erry Mizota
3ete Goldsmith
-oanne and -on Goldstein
Martina and Maurice Goodman
Denise and Michael Gormish
6usan Griswold
Mark Gschwind
Diane Guinta and 3aul Goldstein
Deanna and David Gustavson
(laine and (ric +ahn
6cott +all
Katie and Bill +ammerson
Lisa and Donald +anle
Richard +anley
Bonnie and (rik +ansen
Maricirs and Richard +ansen
Cynthia +arris and Daniel 6ze
-oyce and -ames +arris
Beth +arrison and 3eter +artzell
Anne and 6teve +artman
Albert +aust ΖΖΖ
Roy +ayter
$1,000 - $2,499
Barbara Kirsch and Robert Feiner
Matthew Kixmoeller
6tephanie Klein and Larry Baer
Alaina Kmitta
Alexa Knight
3amela Koch and Drew Altman
Gabriele and Fritz Koehler
6rirama Koneru
Linda and Mike Kress
-oAnn Kukulus and Fred Wiener
-udy and Anthony Kwee
Carol and Robert LaBarthe
Karen Latina and (van 6usser
Maureen LaTourrette
Anne and Kenneth Lawler
Donna and 6cott Leahy
6cott Leahy
6hirley and Daniel Lee
-ohn Lee
Andy Leeds
Beth and Karl Levy
Alana Lieberman and Lorne Abramson
-ennifer Lindsay
6usan Lindstrom
+eather Linebarger
Live Oak Lions Club of Menlo 3ark
Ginny and Mark Lockhart
3enny and -ohn Loeb
-ames Long
Annamarie and Alan Louie
Lu Wang Family Foundation
Connie and Robert Lurie
Andrea Luskin and Andy -e΍rey
-oshua Mabry
3atricia and -oseph Mach
Grace Mah and Don Chin
< 18 >

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 662
@ 2024 LifeMoves. All Rights Reserved.

Thanks to our donors
Each donation puts more clients on a path to permanent housing success. 6equoia Consulting Group
9inay 6hah
Loren and Robyn 6halinsky
Carla 6hatz
-ennifer and -e΍rey 6haw
-amie 6hen
Claudine and -ames 6heridan
Katharine and (lton 6herwin
6heree and -ohn 6hoch
Rebeca and Mark 6howen
Beth and -ohn 6human
Carolyn and -eremy 6iegel
3etra 6ilton and Michael Listgarten
Bryan 6ilverthorn
6imon 3. Morris, D.D.6. 3ediatric Dentistry
Liz and Roger 6ippl
Amber and Christopher 6mith
-oyce and Bradley 6mith
Gail and Larry 6mith
3aula and 6teve 6mith
Diana Go and 6tephen 6mith
6t. Andrew’s 8nited Methodist Church
The 6tarbucks Foundation
Lauren 6tein and 6amuel Friedman
Marrilyn 6tein
-oshua 6ternbach
6heila and Russell 6tevens
8nion Church of Cupertino
Armen 9artanian
Marie and -ohn 9iolet
9Mware Foundation
(lizabeth and Mark 9orsatz
Cathleen and Alan Wachtel
-onathan Wade
Betty Walsh and -ohn 6tephenson
-eanine Walters
-acqueline and Raȴk Ward
-acqueline Warden
-udith Wasserman
Mary and -ohn Watson
Margaret and Curt Weil
1ina Weil
6arah and (ric Weissman
Gregory Welch
Cheryl and Clark Westmont
Lia and -im Whitehead
Marjan and -ohn Wilkes
6arah Willburn
Barbara and Robert Williams
Williams Foundation
Kristen and (dward Willig
Megan Winters
Claire and Bill Wolfenden
6heila and Mark Wolfson
-oanne and -ohn Wondolowski
Cary Wong
Florence Wong and Andrew +askell
(laine and Donald Wood
Laura Woodside
Amy Woolf
-essica Yu and 1icholas Tompkins
-anet =ablock
Karen =ak and Gary Waymire
Cindy and 3eter =iebelman
Rachel and Aaron =ubaty
Teresa Roberts
Douglas Robertson
Mary and Ted Robinson
3enny Rock and Robert Garner
Arlene and Leonard Rosenberg
Katharine Rosenberry
Lisa and Mark Rosenthal
Dylan Ross
Rotary Club of 3alo Alto
Katharine and Daniel Rubin
Deborah and Dan Rubnitz
Geniveve Ruskus and Derek Mulkey
6alesforce.com Foundation
6an Mateo County Bar Association
Denise 6avoie and Darrell Duɝe
6ay +ey Foundation, Ζnc.

Kelly and -ohn 6candalios
Meaghan and Chris 6chaefer
+eidi and 6teve 6chell
-ohn 6cher
+eike 6chmitz and Markus Fromherz
Karen 6chultheis
Lauren and Rick 6chwartz
Lynn and Thomas 6chworetzky
Cynthia 6ears
Reva and -ohn 6egall
Cheryl and -e΍rey 6elman
$1,000 - $2,499
6usanne 6tevens
Dee 6tewart
Margaret and Allan 6teyer
Kathryn 6tivers
-ialu 6treeter
Trevor 6trohman
6ynopsys Foundation
Caroline Takahashi
Carmen Tam and Kirby Miller
Fraser Tan
+ide Tanigami
Colleen and Geo΍rey Tate
(dward Taylor
Carol and Curtis Terwilliger
+olly and Buzz Thompson
Toneh and -e΍rey Thompson
6andi and -ohn Thompson
Kelly Thompson
Mary Alice and David Thornton
-ulie Tibshirani
-ason Ting
Kristina Treanor
Trinity (vangelical Lutheran Church
+oai Truong and Kevin Whitley
Tsao Family Fund
Deanne Tucker
6alman 8llah
< 19 >

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 663
@ 2024 LifeMoves. All Rights Reserved.

The story doesn’t end here
Thank you for your involvement.
$W/LIH0RYHVZHȇUHFRPPLWWHGWRSURJUDPHɝFDF\:HȇUHOHDUQLQJPRUHHDFKDQGHYHU\GD\$QGDVZHOHDUQZHZLOOFRQWLQXHWRUHȴQHRXUDSSURDFKDQG renew our commitment to discoveries born of innovation with demonstratable results that we can share with the entire supportive housing community.

For more information, visit us at lifemoves.org.

Your support has helped our clients on their journey to self-suɝciency. And you can now pave the way for more people to ȴnd permanent housing.

Your gift ensures that we can continue to provide housing and supportive services to thousands of unhoused children and adults. Donate by contacting [email protected] to make a gift of stock, property, or DAF grant. – Ζnclude LifeMoves in Your (state 3lan
– Ask Your (mployer to Match Your Gift
– Donate a 9ehicle, Clothing, or Other Ζtem
More ways to give
< 20 >

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 664

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 665

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 666

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 667

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 668

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 669

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 670

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 671

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 672

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 673

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 674

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 675

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 676

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 677

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 678
Updated , 202

CITY OF FOSTER CITY
FY 202 -202 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 , 202 The nonprofit funding application period opens.

All are due from nonprofit agencies no later than 5:00 P M.

July 1 , 202
to
August , 202
Applicants are invited to appear during the Public Comment period at ANY Regular City Council meeting between Monday, July 1 , and Monday, August 1 , 202 . Applicants will be given three minutes to briefly overview their organization and how nonprofit funding would benefit the Foster City ommunity.

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.

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 679

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

APPLICANT INFORMATION
SECTION 1: IDENTIFICATION/ANALYSIS OF LOCAL NEEDS
SECTION 2: PROGRAM DESCRIPTION

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 680
Updated , 202

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

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 681
Updated , 202

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.

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 682
Updated , 202

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:

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 683

Budget FY 24-25

Friday, June 14, 2024 09:49 AM GMT-07:00 1/3
TOTAL
Income
4000 Operating Income
4005 Business/Corporate Funding 500
4010 Direct Public Support 30,000
4015 Foundation Funding 0
4020.2f Palo Alto Community Fund 10,000
Atkinson Foundation 15,000
Deacon Charitable Foundation 8,000
LB Charitable Foundation 10,000
Safeway Foundation 2,500
TouchPoint Foundation 5,000
Woodlawn Foundation 60,000
Total 4015 Foundation Funding 110,500
4020 Governmental Funding
4020.1 CDBG
4020.1b City of Redwood City Block Grnt 15,000
4020.1c City of San Mateo Block Grant 14,500
4020.1d City of South San Francisco 15,000
Total 4020.1 CDBG 44,500
4020.2 City Grants
4020.2a City of Burlingame 5,000
4020.2b City of Foster City 5,000
4020.2c City of Menlo Park 6,500
4020.2e Town of Colma 2,500
Total 4020.2 City Grants 19,000
4020.3 County San Mateo, Area on Aging
4020.3a SMC Title IIIB-OAA 30,567
4020.3b SHFCPA (State Health-Citation) 15,607
4020.3c SMC Title VIIA 53,884
4020.3d SNFQAF (Skilled Nursing Facil) 45,000
4020.3e SMC General Funds/County(<60) 43,220
4020.3f State General Fund 85,310
4020.3g PHL&C (Public Health License) 9,099
4020.3h State-Augmentation 118,287
Total 4020.3 County San Mateo, Area on Aging 400,974
4020.5 Measure K 250,000
Total 4020 Governmental Funding 714,474
4020.4 Grants-Healthcare Districts
4020.4a Peninsula H C Dist 71,420
4020.4b Sequoia Health Care District 131,000
Total 4020.4 Grants-Healthcare Districts 202,420
Total 4000 Operating Income 1,057,894
4200 Other Income

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 684

Budget FY 24-25

Friday, June 14, 2024 09:49 AM GMT-07:00 2/3
TOTAL
4210 In-Kind Volunteer Hours 126,000
Total 4200 Other Income 126,000
Total Income $1,183,894
GROSS PROFIT $1,183,894
Expenses
6100 Development
6105 Fundraising/Events 50,900
6110 Marketing 7,500
Total 6100 Development 58,400
6200 Employee - Direct Expenses 880,485
6300 Employee - Indirect Expenses 28,950
6500 Operations
6110.4 Printing and Reproduction 1,000
6505 Board Meeting Expenses 1,500
6510 Other Meeting Expenses 1,000
6515 Facilities and Equipment 32,400
6520 Financial Expenses
6520.1 Accounting/Bookkeeper{NEC} 500
6520.2 Accounting/Tax & Audit {NEC} 15,000
6520.3 Bank Service Charges 200
6520.3c Paypal Fees 600
Total 6520 Financial Expenses 16,300
6530 Insurance 10,404
6540 Memberships/Dues, Subscriptions 5,000
6540.1 CLTCOA 1,639
Total 6540 Memberships/Dues, Subscriptions 6,639
6550 Office Supplies 6,000
6560 Postage and Delivery 500
6580 Telecommunications Expenses 5,000
Total 6500 Operations 80,743
6600 Other Types of Expenses
6605 Corporation Expense 250
6610 Miscellaneous 2,000
6620 Professional Services
6620.1 Legal Fees {1099-MISC} 1,500
6620.2 Contracted Services {NEC} 9,000
6620.3 Intern Stipend {NEC} 5,000
Total 6620 Professional Services 15,500
6630 Taxes 125
Total 6600 Other Types of Expenses 17,875
6900 Special Projects 66,000
7000 Volunteer Expense - Total
7005 In-Kind Volunteer Hours 126,000

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 685

Budget FY 24-25

Friday, June 14, 2024 09:49 AM GMT-07:00 3/3
TOTAL
7010 Volunteers Expense 10,950
Total 7000 Volunteer Expense - Total 136,950
Total Expenses $1,269,403
NET OPERATING INCOME $ (85,509)
Other Expenses $25,800
NET OTHER INCOME $ (25,800)
NET INCOME $ (111,309)

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 686

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 687
Updated , 202

CITY OF FOSTER CITY
FY 202 -202 Nonprofit Funding Application

NONPROFIT FUNDING PROCESS SCHEDULE
June , 202 The nonprofit funding application period opens.

All are due from nonprofit agencies no later than 5:00 P M.

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.

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

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.

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 688

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

APPLICANT INFORMATION
SECTION 1: IDENTIFICATION/ANALYSIS OF LOCAL NEEDS
SECTION 2: PROGRAM DESCRIPTION

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 689
Updated , 202

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

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 690
Updated , 202

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.

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 691
Updated , 202

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

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:

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 692

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 693

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 694

YEAR END
REPORT
2023
pacific beach coalition

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 695
Dear Pacific Beach Coalition Hero!
Our hearts are full of gratitude and joy for our
thousands of volunteers and supporters. Our
beach cleanups, habitat restorations, and other
educational events would not be possible
without YOU.

We are incredibly proud of all our volunteers
have accomplished and experienced this year,
and we look forward to continuing to make a
difference for the planet in 2024!
Many thanks to those of you who made
donations of time or money to PBC. We had a
wonderful time leading our beach cleanup and
habitat restoration events, working with our
Nudibranch Bunch (youth members), educating
everyone about nudibranchs and sending so
many cigarette filters to Terracycle.

As always, our efforts are always to help the
ocean, the earth and the people depending on
both.

Thank you for supporting us and caring for the
ocean.

Lynn Adams and Team PBC

END OF YEAR LETTER
Mission Statement
The Pacific Beach Coalition is dedicated to preserving the ocean, coastal habitat and wildlife, and ending litter, through advocacy, education, community building, and citizen action.

The Pacific Beach Coalition is a registered 501(c)(3) non-profit organization.

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 696
PBC’S 2023 POSITIVE IMPACT
For 27 years now Pacific Beach Coalition has been engaging volunteers to clean beaches and streets and restore Linda Mar Beach and now the coastal trail to Rockaway. We’ve learned a lot but the most important thing we’ve learned is that sharing the work helps everyone! An amazing group of dedicated folks making a
difference in whatever way they can. All the love
for PBC! -Misha Flores, Volunteer

OUR VOLUNTEER AND EDUCATION PROGRAMS
Monthly Beach, Creek, Street Cleanups
Monthly Habitat Restoration
Corporate Give Back
School Give Back
Annual Earth Honoree
Junior Nudibranch Bunch
Street to Beach
Butt Blitz
Community Service hours
Naturalists Program
School Assemblies & Teacher Toolkit
12,211 1,639 41,876 809
Engaged
Volunteers
Cleanup
Events
Pounds
of Trash
Native Plants
Planted
234,117
Cigarette
Filters
Our Efforts by the Numbers
Experiencing litter helps us understand the problems of plastic Pulling weeds, planting native plants connects us to the earth Working as a team helps us emotionally and connects us to others Every person deserves to be an Earth Hero
Every place deserves stewardship
We need every person on the planet to be an Earth Hero
For the year of 2023

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 697

HABITAT RESTORATION UPDATE
Rain, Rain, Rain! Last winter's rain was the secret
ingredient to our planting success this year. Everything we planted grew and so did the plants from past years that have been hanging on by a thread through the drought
years. The entire trail from Linda Mar to Rockaway was a burst of color and is now a haven of seeds - a food source to many species and perhaps an influx of new babies for the coming year.

It looks like the wood chips we’ve been installing are
working and the constant weeding is paying off. Before
our eyes the coastal trail is changing from solid weeds to a thriving native habitat with diversity and color.

With volunteer help we hope to continue weeding,
planting more islands in the wood-chipped areas, and
mulching the slope to restore the soil, hold moisture, and fuel future plants. Here’s to more rain!
1,150 66 18,525 729
Engaged
Volunteers
HR Events Pounds of
Green Waste
Native Plants
Planted
10,450
Area Mulched
Sq yds
Habitat Restoration Efforts by the Numbers
I’ve never seen first year plants as healthy and big as this year. The plants survived and THRIVED! What a success!
- Lynn Adams, PBC President
Click for video

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 698

MONTHLY CLEANUP RESULTS
In 2023 we made a substantial impact on environmental
conservation. Our 11 monthly beach cleanup/habitat
restoration actions alone engaged 6,529 volunteers and
removed 24,701 pounds of landfill waste, 2188 pounds of recycles, and a very sad 114,146 cigarette butts from our shores, parking areas, streets and expanded cleanup
zones.

Such efforts not only contribute to cleaner beaches but also promote community awareness and involvement in
environmental stewardship.

The site captains at our newest locations have been
amazing, achieving significant stride towards preserving new marine environments for PBC.

Foster City had the highest number of cigarette butts
collected, with a staggering 29,162 butts.

Thornton Vista engage 221 volunteers and started a
habitat restoration site which is transforming a large
area from iceplant to local native plants.
6,529 132 26,889
Engaged
Volunteers
Logged Events Pounds of
Trash/Recycles
Beach Cleanups Efforts by the Numbers
... and growing daily
Thank you for all the
hard work and
dedication to keeping
Pacifica beautiful.
-Kimberly Ann
Kirkpatrick, Volunteer

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 699

THE GIVE BACKS
2,012 60 2,298
Engaged
Volunteers
Logged Events Pounds of
Trash/Recycles
Corporate & School Givebacks’ Impact:

Schools
Corporations
Since 2010 we’ve been leading Corporate Give Back
events. This year we hosted 15 school and 45 corporate
team events. Who doesn’t love a trip to the beach and a chance to make a difference together?
But it wouldn’t be a PBC event if teams didn’t get a healthy dose of education too. Our naturalist leaders follow up the cleanup or habitat restoration outing with information
about marine debris, climate change and of course, info about our Nudibranch, “Earth Hero of the Year”!
We can’t think of a better school field trip than to
go to the beach with classmates. Unless that
trip comes with a chance to help the ocean and
become an Earth Hero.

PBC naturalists guide students to clean a beach
and then provides education on what is found,
the impact made and how to help the ocean
every day. Students also learn about and
connect with the “Earth Hero of the Year”,
Nudibranchs. And they go home with smiles.

Love these dedicated
people and the
important work they
do. Lynn is a great
asset to Pacifica! The
volunteers are
excellent examples of
humanity! Let's keep
the Oceans clean and
Pacifica scenic.
-Kerstin Connelly,
Volunteer

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 700

STREET TO BEACH HIGHLIGHTS
People near and far can make a difference, be a citizen scientist at the same time and increase the impact PBC has on the world. Our Street to Beach Program enables volunteers to cleanup when and where they like, log their work and see their impact grow with others. Items collected are tallied on the app, Clean Swell, adding to the data of millions of volunteers around the world. The app provides information to guide legislation and document the breadth of the problems of litter.

Many youth cleanup near their homes, schools or favorite places, log their work and earn community service hours for their school or organization. We see PBC volunteers working in Washington State, Southern California and of course all over the Bay Area!
2,118 1,257 10,066 112,254
Engaged
Volunteers
Cleanups Pounds of
Trash
Littered Items
Picked-up
1,041
Miles Covered
Street to Beach Efforts by the Numbers

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 701

OUR MAIN EDUCATIONAL INITIATIVES
Everything we do is about education! Education partnered with an experience or action help people of all ages understand and retain new knowledge. Each year PBC focusses on one species to learn about, teach about, and dedicate all of our work to help. This year’s focus was Nudibranchs, a species most of us did not even know of. Now, we are all experts and thousands of people can tell you about them, too.

Over 25 school assemblies raised awareness about the nudibranch Our team of naturalists educate volunteers on site
Our Nudibranch Module, created by Chloe Van Loon, was used by teachers, students and families all over the Unites States. Here in the Bay Area, naturalist Greg Finkelstein brought school assemblies to 4,300 students. These youth now know all about Nudibranchs, and some have even become quite the expert.

Since 2019 we have hired naturalists to attend all our monthly cleanup and public events so that volunteers can touch, feel, and talk about the habitat, marine debris, climate change and everything happening at their location. We believe strongly in education for all who join us!

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 702
Our Junior Site Captains learn advocacy and leadership skills Yearly Earth Honoree and teacher toolkit
The Pacific Beach Coalition welcomes and trains high school youth passionate about the ocean to be a Junior Site Captain. In 2023, 56 youth worked side by side with our team of site captains to run the beach cleanup and habitat restoration events. These youth greet volunteers and assist running the event. Our team works to help them become leaders, use their voices, and explore their passions to help the Earth and Ocean.

Every year we rely on donations from our members, supporters and sponsors as well as a few grants to fund our existing programs and create new ones. We always aim to provide experiential learning while keeping volunteers engaged physically and/or mentally to help the ocean and planet. In 2023 this financial support helped us create, once again, an educational module of resources for teachers, students, home schoolers and the public to learn more about the nudibranch. You can find this module here:

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 703

SUCCESSFUL CAMPAIGNS AGAINTS FILTERS
All the dozens of buckets that had been decorated by inspired artists during last year’s Paint-a-Bucket contest have finally found their homes near benches and other public areas. As you can imagine, maintaining these buckets is no small task, especially when people mistreat them or use them for general trash instead of cigarette butts only. But we are happy to report that we were able to appoint a crew to collect, count and recycle the filters as well as keep an eye on the state and well being of these beautiful buckets.

Paint-a-Bucket: Collect Filters and Maintain the Decorated Buckets Butt Blitz: Pick Up and Recycle Filters Before the Rainy Storms In the coastal communities where the Pacific Beach Coalition operates and beyond (all the way to Texas!), the “Butt Blitz” became a symbol of collective action and environmental
responsibility. The volunteers, fueled by a shared passion for preserving the Pacific ocean and wildlife, scoured beaches, streets, shopping centers, and public spaces, picking up these often-overlooked but highly hazardous pollutants.

Cigarette filters, those tiny but toxic menaces, have been wreaking havoc on our oceans for far too long. They may be small, but they are a big part of the global pollution problem, ranking as the #1 trashed item worldwide. To combat this issue, the Pacific Beach Coalition launched two campaigns called “Paint-a-Bucket” and “Butt Blitz,” rallying volunteers to take action.

The results were nothing short of astounding, with 73,864 cigarette butts collected in just six weeks and right before the rainy season hit, preventing these filters from reaching the ocean.

ButtBlitz 2023

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 704

REGOGNIZING OUR SPONSORS
Thank you Recology of the Coast, our Blue Whale sponsor, who also provided trash collection and disposal during our Earth Month and Coastal Cleanup events. And Pacific Manor Hardware, our Sea Lion sponsor, who provided buckets, gloves and supplies for our beach cleanups and habitat restoration events! Also thank you to the City of Pacifica, Daly City, Foster City and the Harbor District for managing all of our trash collections. The City of Pacifica has also provided water for the native plants, an endless supply of woodchips for restoration, and event support for Earth Day and CCCD. Pillar Point Harbor District has provided trash removal, space for our storage shed, and cleanup support in Half Moon Bay.

We would also like to thank our Shark sponsors, the City of Pacifica, County of San Mateo and Taco Bell as well as our Sea Lion sponsors North Coast County Water District, Safeway, Peninsula Clean Energy, and the City of Half Moon Bay. And finally a big thank you to our Sea Star sponsors Eccleston Incorporated and the City of Daly City for their financial support. Thank you to Pacific Coast TV for recording our events and making it possible for us to share them widely. Adventure Out has made it possible for us to create the Nudibranch Education Module and VSS Int’l and Prometheus have funded our education fund for the School Give Back program.

Blue Whale Sponsor: Shark Sponsors: Sea Lion Sponsors: Sea Star Sponsors:

For sponsorship info, please email us
[email protected]

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 705

OUR AMAZING TEAM
None of this would be possible without the actions of our awesome site captains, active members, naturalists, habitat restoration leaders, juniot site captains, webmaster, communications team and volunteers like you.

And of course, our dedicated board members and president who keep us moving forward!
2023 Holiday Party
FogFest 2023

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 706

GET INVOLVED
We need your support to grow
and to keep our mission alive.

Here is how you can help us and
our programs:

Donate your time - join our
team of volunteers or become
an active member
Make a financial donation
Become an event sponsor
Make a donation match with
your company
Or...

With the opportunity to become a
proud member of the Pacific
Beach Coalition, we offer 5
different membership levels.

Become a supporting
member
Snowy Plover $50
Sea Turtle $100
Sea Otter $250
Great White Shark $500

VOLUNTEER

MAKE A DIFFERENCE

BE AN EARTH HERO

MORE ABOUT US
We invite you to learn more about
our next events, education and field
programs on our website:
www.pacificbeachcoalition.org Blue Whale $1,000

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 707
Updated May 28, 2024

CITY OF FOSTER CITY
FY 2024-2025 Nonprofit Funding Application

NONPROFIT FUNDING PROCESS SCHEDULE
June 3, 2024 The nonprofit funding application period opens.

July 3, 2024 All applications are due from nonprofit agencies no later than 5:00 P.M.

July 15, 2024
to
August 19, 2024
Applicants are invited to appear during the Public Comment period at ANY Regular City Council meeting between Monday, July 15, and Monday, August 19, 2024. Applicants will be given three minutes to briefly provide an overview of 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.

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 708
Updated May 28, 2024

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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6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 709
Updated May 28, 2024

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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6XHKDVEHHQZRUNLQJZLWKWKH)RVWHU&LW\/LEUDU\DQGDWWHQGHGDSUHVFKRROUHDGLQJHYHQWZKHUHVKHJDYHRXWLQIRUPDWLRQDERXW 3$5&$
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6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 710
Updated May 28, 2024

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. 7KH)DPLO\6XSSRUW6HUYLFHVSURJUDPW\SLFDOO\VHUYHV6DQ0DWHR&RXQW\IDPLOLHVDQQXDOO\WRWDOLQJDSSUR[LPDWHO\ LQGLYLGXDOV
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RXUPLVVLRQKDVEHHQWRHQULFKWKHOLYHVRISHRSOHZLWKGHYHORSPHQWDOGLVDELOLWLHVDQGWKRVHRI WKHLUIDPLOLHVDQGHPSRZHUWKHPWKURXJKSURJUDPVDQGVHUYLFHVWKDWVXSSRUWLQFOXVLRQVHOIVXIILFLHQF\DQGSHUVRQDOJURZWK 3$5&$RIIHUVSURJUDPVWKDWFUHDWHDIHHOLQJRIH[WHQGHGIDPLO\IRUSHRSOHZLWKGHYHORSPHQWDOGLVDELOLWLHVDWDOOVWDJHVRIWKHLUOLYHV 7KLVLQFOXGHVVL[DGXOWUHVLGHQWLDOIDFLOLWLHVRIIHULQJLQGHSHQGHQWOLYLQJVNLOOVWUDLQLQJDQGVXSSRUWLYHOLYLQJVHUYLFHV EHIRUHDQGDIWHU
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6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 711
Updated May 28, 2024

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

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:
ignature ofApplicant

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6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 712

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 713

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 714

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 715

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 716

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 717
Since 1952, through a variety of programs and services, PARCA, Partners & Advocates for Remarkable Children &
Adults, has been helping people with developmental
disabilities live as independently as possible and enjoy all that life has to offer.

PARCA’s wide range of services provides an atmosphere of extended family while fostering self-confidence and skill development to help clients achieve their goals and reach their greatest potential for happiness and independence. PARCA programs also include family activities and support. Staff are required to have a relevant college degree or extensive related experience. They are also trained in First Aid and CPR, and participate in ongoing best practice training.

PARCA’S PROGRAMS

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 718
Support groups for parents & siblings
Information & referral
Community outreach
Resources
Advocacy
PARCA speaker series
Group recreational activities
Family Support Services provide a broad
spectrum of options for parents,
caregivers and siblings of people with
developmental disabilities. It is a lifeline
for Bay Area families struggling with the
challenges of raising a child or assisting an
adult family member who has one or
more developmental disabilities. Parents
and families receive individualized
support and help with planning, problemsolving, and navigating service delivery systems to obtain needed services.

Professional assistance is offered in areas
such as education, housing, legal rights,
health, respite, finding services that best
fit a child’s needs, and planning for longterm care options.

Community activities include:

FAMILY

SUPPORT

SERVICES

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 719

REACH CHILDCARE
Computer
Science projects
Cooking
Music
Arts & crafts
Games
Sports
Multicultural activities
Homework assistance
REACH before and after- school childcare is a unique program for children with and without developmental disabilities, ages four years and nine months to 13. REACH is located at John Muir Elementary School in San Bruno. The child-to-staff ratio is eight to one, and can be as low as three to one, depending on the child’s needs. In this richly diverse environment, children enjoy the following activities:

A summer day camp program is offered from June through August with daily activities and field trips.

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 720

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 721
Safety and healthcare
Shopping
Cleaning
Grooming and personal hygiene
Meal planning, cooking, and nutrition
Budgeting and money management
Transportation logistics
Job readiness and setting career goals
Socialization skills and recreational activities
Designed for those who live independently in the community, CLO provides individualized independent living skills training and support to help clients gain the skills and knowledge necessary for daily independent living.

Examples of types of training include:

COMMUNITY LIVING

OPTIONS

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 722

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 723
Personal care tasks and budget management
Household duties
Meal planning, heathy eating and exercise
Job readiness and career planning
Socialization skills and recreational activities
Expand opportunities in all areas of their lives
Page Mill and Horizons are each 24-unit affordable independent living apartment complexes for adults with developmental disabilities. Residents live in their own apartments and receive independent living skills training in order to enhance skills in:

Page Mill Court in Palo Alto and Horizons in Belmont are uniquely and attractively built around landscaped common areas and a community room. Both also offer a variety of additional services such as computer classes, arts & crafts sessions, and healthy cooking classes. They have selfdirected tenant associations and group activities.

INDEPENDENT LIVING

RESIDENCES
Page Mill Court and Horizons Apartments
Horizons Apartments

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 724
Cleaning, safety and health care
Meal planning, cooking and nutrition
Transportation logistics
Employment readiness and career planning
Shopping, budgeting, and money management
Shared living and socialization skills
PARCA has four affordable shared independent living residences located in attractive and well-maintained homes in convenient and safe residential neighborhoods.

Shared living residences provide much-needed accessible and affordable housing for people with developmental disabilities. Our residents create an extended family with their housemates and their families, in a lovely home setting they can afford. Rent is set at 1/3 of their annual income.

In these residences, clients receive individualized independent living skills training in order to learn and improve skills in:

SHARED LIVING HOMES
Alameda House is a beautiful five-bedroom
ranch-style house in Redwood City that is
designed for shared independent living for
five adults with developmental disabilities.

Raji House is an attractive five-bedroom,
shared independent living home in
Burlingame. It was recently updated and
remodeled for shared living for five adults
with developmental disabilities.

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 725
San Mateo Co-Housing Homes These two remodeled homes are a cooperative effort between PARCA, AbilityPath, and the Peninsula Healthcare District. It includes two attractive and well-appointed five bedroom homes that are across a courtyard from each other. They are conveniently located in San Mateo.

Each home provides shared independent living for five residents.

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 726

LICENSED GROUP HOME
Cedar Street House
Perform household duties in a group living setting
Perform personal care tasks
Use public transportation
Find employment or an appropriate day program
Find recreational activities
Improve socialization skills
Cedar House is a lovely four bedroom home in San Carlos for 8 adults who live semi-independently with staff support. Residents learn how to:

There is a staff to client ratio of one to three on weekdays from 3 PM to 10 PM, on-site overnight staff, and 24-hour supervision on weekends. Cedar Street House residents participate in off -site day programs or individual employment on weekdays.

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 727
Diana Conti
Chief Executive Officer
[email protected]
Dr. Candice Arora
Chief Operating Officer
[email protected]
David Hernandez
Project Manager
[email protected]
Erica Wang
Project Manager
[email protected]
Joel Bouza
Director
Contributions &
Customer Service
[email protected]
Anne-Marie Cowsill
Director
Independent Living
[email protected]
Sue Digre
Director
Family Support Services
[email protected]
Cecilia Hinkston
Director
REACH Child Services
[email protected]
Danielle Sanchez
Director
Cedar & Raji Houses
[email protected]
DONATE
ITEMS

OTHER WAYS

TO GIVE
PARCA Main Office
800 Airport Blvd., Suite 320
Burlingame, CA 94010-3210
www.PARCA.org
[email protected]
Phone: (650) 312-0730
Fax: (650) 312-0737

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 728
Updated , 202

CITY OF FOSTER CITY
FY 202 -202 Nonprofit Funding Application

NONPROFIT FUNDING PROCESS SCHEDULE
June , 202 The nonprofit funding application period opens.

All are due from nonprofit agencies no later than 5:00 P M.

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.

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

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.

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 729

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

APPLICANT INFORMATION
SECTION 1: IDENTIFICATION/ANALYSIS OF LOCAL NEEDS
SECTION 2: PROGRAM DESCRIPTION

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 730
Updated , 202

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

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 731
Updated , 202

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.

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 732
Updated , 202

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

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:

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 733

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 734

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 735

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 736

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 737

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 738

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 739

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 740

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 741

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 742

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 743

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 744

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 745
ADU.A1733
Get Up
& Go
FREE Transportation
Serving Adults 50+
in San Mateo County
“I was housebound before Get Up & Go;
now I get out more. The service is reliable
and the people are great.”
“I can rely on Get Up & Go to get me
to doctors and the PJCC.

I’m now more independent.”
Get Going! | 650.378.2750 Peninsula Jewish Community Center 800 Foster City Blvd., Foster City, CA 94404
pjcc.org/go | 650.212.PJCC (7522)
Hours of Operation
9:30 am – 3:30 pm | Monday – Friday*
*Limited availability on Wednesdays
Times are first morning pick-ups and final
afternoon drop-offs.

No service on weekends, national, and
Jewish holidays.

Get Up & Go is a program of the Peninsula
Jewish Community Center (PJCC). Membership
to the PJCC is not necessary and there are no
income or religious affiliation requirements.

Get Up & Go is supported by
individual gifts and grants from
Jewish Community Federation
Maimonides Fund
Palo Alto Medical Foundation
Paul & Ruth Steiner Permanent
Endowment Fund
Section 5310: Enhanced Mobility
of Seniors & Individuals
with Disabilities Program
Sylvia G. Merkadeau Endowment Fund
Your generosity
Your gift makes our life-sustaining
program possible.

To make a contribution or to learn more,
visit pjcc.org/donate or contact
[email protected].

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 746
Start as strangers, end as friends
Caring, well-trained, and punctual
staff and volunteer drivers
• Comfortable vehicles including minivans, cars,
and a wheelchair-enabled vehicle
• Personalized transportation solutions
• Drivers can stand by to assist riders with walking
to and from home, stepping in and out of the
vehicles, and handling small packages.
• Our drivers cannot transfer riders into or
out of vehicles, or push their wheelchairs.

However, family members or professional
caregivers may accompany riders for
transfer services or support.

Registration and Reservations
• Call 650.378.2750 to find out how to register and
become eligible for Get Up and Go service. It is
a simple phone interview and a signed waiver
from you.
• You will receive a confirmation of registration
upon the PJCC’s receipt of your signed waiver.
• Once registered, request errand rides over the
phone by the Wednesday prior to the week that
service is needed.
• Requests for medical rides may be made up to
one month in advance. Space is first-come,
first-served.

Get Up & Go is a free, secure transportation
service for older adults who are no longer
driving. It provides rides from home to medical
and dental appointments, grocery shopping,
and other essential errands.

A life sustaining and
enhancing program
Get Up & Go is for
Adults 50+ who are...
• Current residents bay side of
San Mateo County
• Unable to drive either permanently
or temporarily
Ride Service Area
Pick-up and drop-off locations available
anywhere within the orange area shown on
the map below.

Area marked in orange
indicates service area
For more information, contact
Josephine Daniels,
Adult Programs & Services Manager
650.378.2718 | [email protected]
VolunteeR Drivers Needed
Get Up
& Go

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 747

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 748

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.

We are seeing a dramatic 14% increase in the number of families with children turning to Samaritan House for help, as people feel the financial burden of the last four years: a dollar that doesn’t stretch as far, reduced work hours, layoffs, and tough decisions between housing, childcare, and food that have led to climbing bills and mounting debt. Combined with stubbornly high rents, a cascade of evictions, lack of affordable childcare, and the end of all pandemic era supports that were keeping families afloat, our clients cannot keep up, as inflation erases wage gains.

At the national level, poverty rose between 2021 and 2022 by the largest one-year jump ever recorded when COVID-era relief measures disappeared, and we saw our poorest families across the nation fall deeper into poverty – a hard reality that has continued into 2024. (Casselman, Ben, and Lydia DePillis. “Poverty Rate Soared in 2022 as Aid Ended and Prices Rose.” Sept. 2023, https://www.nytimes.com/2023/09/12/business/economy/income-poverty-health-insurance.html) Across our state, California has retained its position as having the worst poverty rate in the entire country at

13.2%, thanks to high rent, utilities, and basic essentials. (Walters, Dan. “California Keeps Its Title as Having the Nation’s Highest Poverty Rate.” CalMatters, Sept. 2023, http://calmatters.org/commentary/2023/09/california-poverty-rate/) In San Mateo County, we have settled into an unsettling ‘new normal.’ As the 4th-wealthiest county in America, we also have remarkable income inequality, with levels showing the greatest divide in all of California. This county is home to close to 20 billionaires and also to 65,000 food insecure children and adults (5, 6). It now costs a family of four $170,000 to get by, and yet those making even a quarter of that income are automatically disqualified from federal benefits because they ‘exceed’ an outdated federal poverty cutoff (7). And with a

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growing list of layoffs hitting industries from restaurant and retail to marketing and tech, job insecurity threatens the well-being of many families unaccustomed to living paycheck to paycheck (8).

5. The Jackie Speier Foundation. Hidden In Plain Sight. 2023, p. 18, https://www.venturesfoun-dation.org/wp-content/uploads/2023/03/jackie-speierfundlongdoc-update3_26_2023.pdf.

6. Stanford University Data Lab. San Mateo County - California Pulse. 11 Oct. 2023, https://stanford-datalab.github.io/san-mateo/.

7. Center for Women’s Welfare, University of Washington. “Family Needs Calculator.” Insight Center, 2021, https://insightcced.org/family-needscalculator/.

8. Baker, Alex. “San Francisco Tech Company Laying off 41% of US Workforce.” KRON4, 12 Sept. 2023, https://www.kron4.com/news/bay-area/sanfrancisco-tech-company-laying-off-17- And in Foster City, families living in poverty need our help. Incorporated in 1971, Foster City was born out of the determination of its residents to assume control over their city seven years after the first families settled there. Since that time, most of its residents have prospered, with a median household income today of $191,267 (https://www.census.gov/). Considering most of the country considers an annual income of nearly $150,000 as substantial, it is surprising to fathom that, in San Mateo County, such an income means you’re struggling to make ends meet. (The Daily Journal, June 17, 2024). The majority of our clients earn less than 30% of the AMI, which is $58,750 for a family of four in San Mateo County (HUD, State of CA HCD, SMC 2024), working unsuccessfully to ward off economic inequality, food and housing insecurity, and health disparity.

We know that hard work alone does not guarantee financial security. According to the Real Cost Measure, a self-sufficiency standard designed by United Ways of California, 1-in-4 households in San Mateo County (28%, 62,435 individuals) do not earn enough to afford the basic necessities, even though 97% of households have one adult actively engaged in the workforce, of which 71% are employed full-time. Their paychecks are simply not enough to cover the growing costs of housing (434% above the national average), food (23% above the national average), and even healthcare (25% above the national average) (areavibes.com/san+mateo-ca/costof-living/; January 2024).

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. Latinx account for 65% of clients, 16% White, 13% Asian/Pacific Islanders, 5% Black, and 1% as Native American. Many are uninsured, none earn a livable wage or are unemployed, many have exhausted their unemployment benefits and 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.

At Samaritan House, our holistic care approach supports clients not just in meeting their immediate needs, but also in helping guide them on a path towards self-reliance. Addressing societal inequities requires collective action to prevent their perpetuation across future generations.

Samaritan House is San Mateo County’s central anti-poverty agency and the designated Core Service Agency for Foster City. As well, our wide range of safety net services – food, access to shelter, clothing, health care and financial assistance - and role as operator of the County’s Coordinated Entry System (CES), are vital components of San Mateo County’s human services safety net for community members in need. Capitalizing on our success in securing, coordinating and operating numerous multi-agency, countywide, anti-poverty 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. “I feel super grateful for [Samaritan House] because every month I have food, I have clothes, I have a doctor, I have almost everything. I was surprised by the resources available to my family.” – Cynthia, mother, wife, neighbor, Samaritan House client

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

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 families of Foster City on a path toward stability, selfreliance and success.

Honored as one of California’s Non-Profit of the Year in 2023 by Assembly member Diane Papan, Samaritan House commemorates 50 years of leading the fight against poverty in San Mateo County; uniting diverse stakeholders, mobilizing resources, and innovating new solutions, to overcome seemingly insurmountable challenges.
“For 50 years, we have built on the need identified by our founder, Dr. Cora Clemons, who felt there was a better way to connect struggling community members to vital resources. We’ve come a long way from the days of Dr. Clemons running Samaritan House out of a two-bedroom home in San Mateo, and we look forward to serving our neighbors for the next 50 years and beyond,” shares Samaritan House CEO Laura Bent.

In the face of demand now exceeding peak COVID-19 levels, fueled by the end of pandemic supports, persistent inflation, job insecurity, economic volatility, and an acute housing crisis, Samaritan House remains the central pillar in San Mateo County, positioned better than ever to help our neighbors out of poverty and into the futures they imagine. By investing in the stability and well-being of these households, we will address systemic inequities, alleviate poverty, empower families, and create socio-economic impacts.

Our broad range of supportive services include, but are not limited to:

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 Diversion and Coordinated Entry System (DCES), diverting 2,700+ individuals from homelessness each year. Financial empowerment and asset building services are offered, including VITA (Volunteer Income Tax Assistance) services and one-on-one financial coaching.

SHELTER SERVICES: Samaritan House operates three shelters throughout San Mateo County, located in Redwood City, San Mateo, and South San Francisco. Shelter staff work diligently to connect clients to permanent housing, employment opportunities, mental health services, and more. Collectively, Samaritan House provides nearly 55,000 nights of safe sleep to more than 530 individuals each year, including Foster City adults experiencing homelessness, across all of our shelter programs.

Our expanded Shelter Services program is an integral component of San Mateo County’s housing crisis resolution system offering short-term, emergency housing with supportive services to swiftly transition clients into permanent housing. Services encompass nutrition; intensive case management; housing location services; counseling; medical, dental, behavioral health care; educational programming; linkages to Federal, state, and local benefits; employment assistance/job training; legal services; life skills training; substance abuse treatment services; and supportive services.

We continue to advocate for our unhoused neighbors and work tirelessly to ensure they have a path toward stability and financial freedom, as our County continues to collaboratively approach a functional zero homelessness goal.

EMERGENCY FINANCIAL ASSISTANCE/HOMELESSNESS PREVENTION PROGRAM:

We are the contracted Emergency Financial Assistance (FA) entity for San Mateo County responsible for the

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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 longer-term financial assistance including emergency coverage of utilities and rental mortgage assistance.

With the end of state and federal relief funds, Samaritan House continues to step up to provide direct financial assistance to families in need and continue to proactively ensure our clients have the funds they need to keep a roof over their heads, and a warm, comfortable place to sleep.

FOOD SERVICES: We are the County’s largest food distribution nonprofit. Samaritan House’s Food Services Program encompasses 12 programs: drive-thru food pantry, dining room, two Food Pharmacies, Mobile Meals delivery, Cora’s Market, Family Harvest, Produce Mobile, school lunch and snacks, among others. Our Food Services program distributes food through a variety of means to meet the diverse needs of those living with food insecurity. Overall, the program contributes $1,800+ in average savings per household per year. ).

HEALTHCARE: Free Healthcare Clinics of San Mateo and Redwood City provide 8,000+ patient visits each year with 100+ 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 ‘out-of-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. 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: Samaritan House serves 8,500 children each year. Foster City children and youth access high quality clothes, backpacks, books, and more through our Kids Closet. We also host an annual Halloween costume giveaway, Holiday Toy & Gift Card Distribution event, and other children’s programs.

HOLIDAY ASSISTANCE: Samaritan House’s Holiday Program reaches more than 2,400 low-income households, including nearly 5,000 youth & teens. Thanksgiving dinners are served at local senior and community centers and at our Shelter sites. Special food distributions in November and December provide all the fixings for holiday dinners. Additionally, our Holiday Gift Card & Toy Distribution Events serve nearly 900 families (2,000+ children and teens). Festivities include a visit from Santa, holiday music, “snow showers”, cupcake cars, a gingerbread village, SM County Library Book Van, a marionette puppet show, arts/crafts and Loteria raffles.

WORKER RESOURCES: The Worker Resource Center (WRC) matches temporary laborers with potential employers. 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: Samaritan House engages more than 900 volunteers who provide 35,000 hours of service. Our clinical service providers are 90% volunteer driven; the Kitchen and Food Pantry rely on volunteer efforts equivalent to 5.85 FTE's; and over 85 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 $7+ million annually.
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Samaritan House knows that the cornerstone of our mission is ensuring our services reach those who need them most. Our steady growth and innovation have prepared us to capture and care for all of those whose voices may not be as loud or strong but carry with them the weight of the world. We have amplified our impact

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and serve a record number of clients. In FY23, we provided 26,485 individuals with 472,785 services such as food, shelter and healthcare.

Communicating the complexity of the issues we address to the public has proven challenging. Misconceptions persist about the realities of poverty, particularly concerning individuals who outwardly seem stable, but who really are living on the edge. Despite past relief efforts, clients continue to be destabilized in the aftermath of COVID and an unpredictable economy; grappling agonizing decisions regarding basic necessities such as food, gas, rent, and healthcare, amidst rising costs and childcare expenses averaging $19,000 per child annually.

Throughout these difficulties, Samaritan House remains resolute in our commitment to provide care, empathy, and stability to those most in need. Drawing from half a century of experience, Samaritan House prioritizes every dollar invested in our organization as if it were the last chance for a family to maintain their housing, a child to have a meal, a senior to access essential medication, and a person to preserve their dignity through financial and mental health stability. We serve our Foster City neighbors with proven methods of care.

Samaritan House will continue to listen for the voices of those struggling, serve more clients than at any other point in our agency’s history, and serve as the unifying beacon that brings the community together.

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. Thank you for your generous contribution this past year and for your consideration of our funding request.

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 753

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

APPLICANT INFORMATION
Organization Name: Samaritan House

2.b Describe the accomplishments over the recent year of your organization and/or the program for which you are requesting funding.

Since the onset of COVID, Samaritan House has extended support to 78% more clients, expanded the Food Services program by 355%, and tripled Shelter Services with the addition of two shelters. Additionally, our Homelessness Prevention program has seen a remarkable 424% surge in financial assistance, enabling us to help local families in crisis cover rent and other critical expenses. Through close collaboration with our CORE partners, we've ensured that 1,800 families have maintained stable housing. Last year, we distributed 4.85 million meals, marking a significant 34% increase from the previous year. Equally as impactful, we were honored with the CA Resource Recovery Association’s 2023 Outstanding Edible Food Recovery Program award, recognizing our work for diverting one million pounds of surplus food to support food-insecure individuals across the peninsula.

As our programs continue to grow to meet the needs of our community, Samaritan House welcomed Alec Raffin as our Chief Operations Officer in July 2023. Alec previously served as Director of Operations at Tenderloin Neighborhood Development Corporation where he was responsible for directing organization-wide operational effectiveness projects and overseeing the team responsible for supporting the organization’s business infrastructure. Prior to TNDC, he was a Senior Advisor for Fiscal Management Associates, a nation-wide consulting firm that helps nonprofit organizations strengthen their operational and fiscal capacity to effectively meet their missions. Alec is a San Francisco Bay Area native with more than 20 years of experience in the nonprofit sector.

Below are Samaritan House’s recent accomplishments and the framework through which we aim to create pathways out of poverty:
1) We will keep hardworking individuals and families housed In FY23, Samaritan House doubled the amount of financial assistance distributed directly to local families, as COVID relief funds disappeared. On behalf of our CORE partners, we ensured 1,800 families remained safely housed and disbursed $7.3M into the community. Additionally, we ensured families could stretch their budgets further by delivering essentials, including 236,700 diapers, 20,500 items of children’s clothing, and 3,500 backpacks. With the high cost of living and ongoing insecurity in the job market, we are preparing for even more families to come to our doors, and we will continue the necessary work of making sure they can remain stable and comfortably housed.

Deepening our reach in South San Mateo County, we partnered with Cummings Park Church to open the Belle Haven satellite office at 531 Pierce Road, East Menlo Park in early 2024. This new office, located within the church, offers vital homelessness prevention services to the community.

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 754
2) We will keep families nourished with healthy food
In FY23, the Food Services program served 22,667 individuals (10,224 households) facing food insecurity.

Services included hot meals to 5,339 clients, a 25% increase year-over-year. Notably, we achieved a remarkable milestone with the distribution of 4,848,689 meal equivalents, representing a colossal 30% increase year-over-year.

Cora’s Community Market will open to the public later this year. 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 Services Program remains an essential community resource on which tens of thousands of food insecure San Mateo County families depend., Grocery prices, which jumped by 25% over the past 4 years, outpaced the 19% increase in inflation over the same period (Washington Post, 2/2/24). While some sectors are experiencing price normalization, the foreseeable outlook for current grocery prices is, at best, stabilization, due to supply chain issues, international tensions and war, drought and avian flu. Families spend 70% more on groceries than they did pre-pandemic, and food services requests have reached unprecedented heights. In the year ahead, we will ensure our neighbors have access to food via our drive-thru food pantry, Cora’s Community Market, school pantries, and prepared hot meals. Meals and groceries will continue to be supplied through several channels, including our San Mateo Dining Room, Family Harvest and Produce Mobile distributions, mobile meal delivery, and two clinic Food Pharmacies. 3) We will keep the uninsured healthy with comprehensive preventative medical, dental, and behavioral health care
In FY23, our clinics provided over 8,000 medical and dental visits to patients in need, including 520 breast cancer screening appointments, and 1,200+ mental health sessions. We improved our pharmacy with the addition of a part-time pharmacist. We acquired a new AI diabetic eye camera to screen all diabetic patients for early retinal disease, and now offer both blood pressure and diabetes glucometers free of charge to patients.

Our expanded Women’s Health program now better tracks our mammography and cervical cancer screening programs, and our ophthalmology and optometry services were broadened to meet demand. Currently, we are offering flu and COVID vaccines to patients and will continue our fundamental work in ensuring our community’s most vulnerable have access to the medical care, nutritious food, and resources they need.

Behavioral Health Care Manager, Jose Perez, continues to grow our Behavioral Healthcare program to help patients cope with depression, grief, loss, and anxiety. Notably, we completed our first year with a fully expanded psychology internship program in collaboration with various universities in the region, increasing our capacity while educating aspiring mental health professionals. In addition, we added several mental health group visits, which focus on trauma, domestic violence, and diabetes management, and include a bi-monthly art therapy group.

In April, 2024, Samaritan House’s Free Clinics’ Medical Director, Dr. Baldeep Singh, was honored with the 2024 Rambar-James Mark Award for Excellence in Patient Care, a testament to the clinic's dedication to exceptional service. This commitment to excellence is also reflected in our comprehensive renovation project at the Free Clinic of San Mateo, which began in June 2023, with a goal of fortifying structural integrity, modernizing facilities, and enhancing operational efficiency for an improved experience for both patients and healthcare providers. The project is now complete, and we look forward to celebrating our reopening in July 2024.
4) We will provide safe shelter for the unhoused
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.

Samaritan House operates three shelters throughout San Mateo County, located in Redwood City, San Mateo, and South San Francisco. Shelter staff work diligently to connect clients to permanent housing, employment opportunities, mental health services, and more. We now provide more than 55,000 nights of safe sleep to more than 530 individuals each year.

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In response to the escalating number of families on the CES waitlist, San Mateo County, in partnership with Samaritan House, implemented a temporary solution to accommodate these families. From October 1, 2023 through June 30, 2024, Samaritan House operated a temporary Shelter Bridge Program based at Pacific Emergency Shelter, Redwood City, providing emergency shelter for families. This Bridge Program served as an interim solution, bridging the shelter gap as the County formulated long-term plans to address the substantial number of families in need of shelter and the insufficient availability of family shelter bed space.

In the year ahead, we will continue working diligently with our CORE Agency partners to place every person who needs a place to sleep in San Mateo County into safe, warm shelter, and to move them from the shelter to permanent housing. We will continue to advocate for our unhoused neighbors and work tirelessly to ensure they have a path toward stability and financial freedom, as our County continues to collaboratively approach a functional zero homelessness goal.
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. 2023’s Holiday Program served 2,445 households, including 4,949 youth.

6.) We will innovate and be at the forefront of implementing news ways to fight poverty and lift lives In the Fall of 2024, Samaritan House will implement a supplemental income pilot program, designed to empower single mothers living in poverty toward self-sufficiency through increased financial stability, agency, and self-determination. Born out of the voice of listening and healing circles with our clients, this researchbased pilot targets single-mother-led families who are interested in augmenting their income and progress towards a more sustainable future. By investing in the financial stability and well-being of these households, Samaritan House’s Basic Income Pilot will address income inequality, alleviate poverty, empower women, and create socio-economic impacts. When we empower women, we increase the skilled workforce, local economies are strengthened, businesses do better, and families rise out of poverty and create generational wealth and self-sufficiency. We all benefit. (UN Women, 2018).
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 remains one of the wealthiest counties in the country, but also one with one of the largest income disparities. The flashes of wealth can sometimes outshine the darkness of poverty. But, at Samaritan House, we see through the darkness and provide a voice and spectrum of services for those who may otherwise be unseen. Foster City residents in crisis have and continue to benefit from our spectrum of services, including 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 FY23, Samaritan House assisted 394 Foster City residents through our Client Services Program; and 38 unduplicated patients plus their families were provided 65 medical and dental patient visits at the Free Clinic of San Mateo. Samaritan House served 6,265 meals and provided a total of $28,812 in emergency financial assistance, including rental assistance and utility payments. The total value of all services combined was $78,042 (food, financial assistance, clothing, and healthcare). A total of 49 volunteers provided 1,536 hours of service. With our support, vulnerable neighbors in Foster City received the critical services necessary to achieve stability.

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

A Mother’s Struggle
Julia* is a mother of twin school-aged girls from Foster City who initially came to Samaritan House in 2015, for help with housing assistance, and has prospered because of her determination to create a stable home for her and her children, and Samaritan House’s safety net of services that have met her determination with action. In 2015, Julia’s story took an unfortunate turn, and she and her family found themselves without a home, turning

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to her mother for help. Julia’s twin babies were able to sleep comfortably at their grandmother’s house, but, due to a rift between Julia and her mother, Julia resorted to sleeping in her car. Even with a representative payee in charge of managing her SSI disability income, she was not able to afford a place of her own. As luck would have it, Julia had recently been awarded a Shelter Plus Care voucher (housing subsidy). Her case manager saw her struggle, and introduced her to our Food Services Program and our Clothing Program, and advocated for the approval of financial assistance for her deposit and first month’s rent on her new apartment.

When her case manager arrived to deliver the funds to the property owner, Julia informed her that her dad had paid her deposit so Samaritan House could use the funds for another client in need.

During the next several years, Julia continued to prosper while raising her family in her apartment. She utilized the food pantry and Kid’s Closet, and participated in the annual Holiday Program so her young family could experience the joy of the holidays. At the urging of her case manager, Julia signed up for the Family Harvest Program and the Produce Program to supplement their weekly food rations with healthy foods for her two young children.

While living in her apartment, Julia’s housing subsidy changed twice. During the second change, HUD informed her that they could no longer subsidize a 2-bedroom apartment for her family because she did not have full custody of her children, and she received a notice informing her that her rent was increasing to the full amount.

Julia began proceedings to obtain full custody of her daughters. Managing HUD, court proceedings, and her landlord, compounded by her disability, left her feeling overwhelmed. Julia’s anxiety peaked as she struggled with these responsibilities, feeling isolated and deeply concerned for her family's well-being. Fortunately, Julia sought support from her case manager to navigate the complexities of securing full custody of her daughters and addressing her housing concerns. Recognizing her difficulties, the case manager intervened on Julia’s behalf regarding her housing situation, relieving Julia of that burden and allowing her to focus entirely on her custody proceedings.

In a life-altering victory, Julia was awarded full custody of her daughters, and her case manager successfully secured a housing voucher to cover the cost of her 2-bedroom apartment that had become her family’s home. “Samaritan House has made the difference of me being housed from homelessness. The case managers have been there for every aspect of my life, even my dog’s! It has been great to have such amazing advocates to help me navigate a crazy system. I have so much love for everyone there, I don’t know what I would do without them.” - Julia
*Name has been changed to protect client confidentiality. 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 2023 (July 1, 2022 – June 30, 2023), Samaritan House served a total of 430 Foster City residents (175 households), nearly double the number of residents, year over year. We anticipate slightly higher numbers in the coming year.

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 757

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 FY23, we served 26,485 individuals with financial assistance, homelessness prevention and essential services, such as food, shelter, clothing, and healthcare. During the same period, we served 2,553 residents out of our East Palo Alto satellite office, and 1,122 residents out of our Burlingame Annex.

Foster City is located in the cradle of our service area, with offices to the north in San Mateo and Burlingame, and to the south in East Palo Alto, as well as our newest location, in the Belle Haven neighborhood of Menlo Park. Samaritan House headquarters, located at 4031 Pacific Blvd in San Mateo and situated at the San Mateo-Belmont 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 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 Avenue and El Camino Real.

Services, such as our Mobile Meals for seniors and disabled individuals who are homebound, are available for direct delivery in Foster City. During the pandemic, we partnered through the Foster City Chamber Cares Initiative with multiple agencies and organizations within and serving Foster City to ensure delivery of service to residents, including prepared meals for unhoused individuals 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.

Samaritan House provides shelter and comprehensive support services for Foster City residents in need of housing. Our facilities include Safe Harbor Shelter, a 105-bed congregate shelter in South San Francisco, Pacific Emergency Shelter, a 74-room non-congregate shelter in Redwood City, and El Camino House, a 44-room shelter in San Mateo. Staff oversee shelter operations, conduct intake and intensive case management, perform wellness checks, and provide essential resources, such as food and clothing. They also assist residents in securing permanent housing, employment opportunities, mental health services, and much more.

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

As San Mateo County’s Lead Core Service Agency, Samaritan House is uniquely positioned to meet the ongoing needs of our community and take on unexpected challenges, while continuing to provide the same level of service, care, and compassion to thousands of people across the County.

Samaritan House currently serves as the County’s contracted Emergency Financial Assistance (EFA) administrative entity and the fiscal sponsor for the San Francisco Chronicle’s Season of Sharing (SOS) Fund, coordinating a rental/emergency assistance program on behalf of the Core Services Agency Network, which provides one-time emergency assistance to low income, eligible families. The agency is 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. At the close of each fiscal year, the books and records of Samaritan House are audited by an independent certified public accountant.

Since 2017, Samaritan House has been under contract with the County’s Human Service Agency as the operator of the Coordinated Entry System (CES), closely partnering with numerous government agencies, Core Services Agencies, homeless service providers, domestic violence providers and other agencies to deliver services. CES prioritizes diversion, harnessing the resources and resilience of unhoused clients to secure housing options with shelter placement as a final resort, thus averting homelessness by facilitating immediate alternate housing arrangements and connecting them with services and financial assistance to support a return to permanent housing, if needed. CES has allowed for a more streamlined intake and referral process, ensuring that the most vulnerable, medically fragile, chronically unhoused seniors and individuals have priority placement in one of San Mateo County’s nine shelters and receive the intensive case management and support services they need. From June 2017 through July 2023, the program served approximately 7,470 households. During this period, the program provided 2,744 diversions and 9,404 shelter placements. Notably, intensified outreach has driven impressive growth in the CES Referral Network, surging from 8 to 18 agencies in the last 3 years, resulting in a 30% increase in annual referrals.

We’ve leveled services over the last 4 years, and with strengthened infrastructure, partnerships, and innovative approaches, we have amplified our impact and serve a record number of clients. Together with the City of Foster City, we will work to advance economic mobility and ensure housing stability by providing the needed services for residents of the City of Foster City.

3.b 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 50 years of experience providing homelessness prevention and safety net services to residents throughout San Mateo County, 151 staff, (128 FTE/23 PTE), and a FY24 operating budget of $29,557,777, 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 is comprised of a diversified fund portfolio of 35% government, 5% healthcare districts, 10% foundations, 4% business & community groups, 11% individuals & bequests, 5% other, and 30% in inǦkind contributions and volunteer services valued at approximately $10.7 million (including 68%Ǧfood; 9% lab tests; 4% prescription medication; 3% professional/volunteer hours (clinic doctors/nurses); 10%Ǧfacilities and equipment, 6%Ǧother), making Samaritan House one of the best leveraged organizations in the County.

All of our core programs are staffed and managed by highly experienced, ethnically diverse, culturally

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 759
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 FY23, Samaritan House engaged 773 dedicated volunteers, providing 20,576 hours of service.

Our food kitchen and food pantry are staffed by volunteers equaling 5.85 FTEs on an annual basis.

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 760

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.

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 Shared Prosperity Coordinating Council, and many more.

From the outset of the COVID pandemic, Samaritan House demonstrated leadership through collaboration with local agencies, organizations, and government. We played a key leading role in the Foster City Chamber Cares Initiative, partnering with a variety of Foster City entities including 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. Together, we provided essential services such as food, shelter, case management, healthcare, personal protective equipment, vaccinations, children’s supplies, and financial assistance to Foster City residents and beyond.

Our commitment extends to additional partnerships with Foster City businesses and schools, including Costco, Crumbl Cookies, Safeway and Wee Care partners, Audubon Elementary, Beach Park Elementary, Bowditch Middle School, Brewer Island Elementary, Foster City Elementary, Mrs. K’s Preschool, Kids Connection, and Ronald C. Wornick School. These collaborations yield donations of food, clothing, toiletries, flowers, furniture, and cleaning products, reinforcing our community support efforts.

Samaritan House also leads emergency response efforts as the County's Resource for Emergency Disaster Food Relief. Whether responding to wildfires, floods, aiding residents displaced by tragic events in Half Moon Bay, or supporting families during the pandemic, our mobilization with partner organizations, funders, donors, and volunteers has been pivotal. Together, we enhance access to services, reduce health inequities, strengthen community resilience, and ensure no one is left behind.

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 $200 (one-time benefit) to qualifying residents, helping to address transportation inequities.

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

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 761
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.

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:

June 28, 2024
Printed Name:

Laura E. Bent
Title:

CEO

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 762

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 763
1 ANNUAL REPORT

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 764
2 3
Fighting
Poverty.

Lifting Lives.
26,000
neighbors
in need

4.8 Million
meals served
20,500
items of children’s
clothing provided
8,000
uninsured
patient visits
In the past year, Samaritan House has faced new
challenges, and every time, we have risen to meet
them. From emergency responses to local crises, to
meeting a rising tide of need, we’ve been working
hard every step of the way. When families were
displaced by violence in Half Moon Bay, we worked
on the ground and with our partners to keep them
safe and stable. When the lines at our pantry
stretched down the block, we made sure each
family that came to us got the essential food
they needed.

For all these needs and many more, we’ve
responded - with your support. Thank you for
standing with us. Whether you’ve been with us
vÀ>ÞÞi>ÀÃÀÞÕ½Ài>wÀÃÌÌi`À]ÞÕÀ
support in this critical time has made the difference.

From keeping Kids Closet stocked with clothing, to
driving meals to homebound seniors, to giving big
at our signature fundraising gala, you’ve been on
our team. Thank you.

I am incredibly proud of what we’ve achieved
together in this year. As Samaritan House
underwent big changes in leadership, our staff
made sure that everyone who needed our critical
services, remained clothed, fed, healthy and
housed. In the past year alone, our dedicated
pantry staff and volunteers served over 26,000
clients, and our shelter staff provided 55,000 nights
of safe sleep. Serving that many clients is hard work,
and I am grateful for the dedicated team that has
been there day in and day out.

I am incredibly blessed to lead this organization. I
am also so proud to be working alongside our new
medical leadership team, Drs. Baldeep Singh
and Tamara Montecute as well as our new COO,
ƂiV,>vw°/
iÃi`Û`Õ>Ã>Ài>Ài>`Þ>}
remarkable contributions to our executive
leadership team. Despite their brief tenure, they’ve
already made remarkable contributions to our
executive leadership team.

With nearly 50 years of experience, dedicated staff,
and a strong community of neighbors like you with
us, we’re ready to respond to crises big and small.

This year’s Annual Report is a window into the work
we do at Samaritan House. You’ll hear from four
clients who have come to us in different moments of
need. For each of these clients, our staff has been
there to alleviate the immediate the crisis, assess all of the various needs of the household, and connect
our clients to ongoing resources. We are in real
conversations with real people every day. We are
their lifeline when their kids need to switch schools,
when they have to choose between buying milk or
buying diapers, and when they are moments away
from losing power or losing their home. Samaritan
House is the village that those living in poverty
don’t always have and our support goes beyond
food, shelter, and other essential services. We let
clients know they are not alone.

As long as you all are with us, we know we can
continue to meet the needs of our neighbors
and let them know, every day, that they are not
alone. Thank you for being with us as we work
Ì}iÌ
iÀÌw}
Ì«ÛiÀÌÞ>`vÌÛiÃ°
A message from
Laura Bent, CEO
For nearly 50 years, Samaritan House
JCUDGGPNGCFKPIVJGƂIJVCICKPUV
poverty in San Mateo County. We
deploy our resources and engage
our collaborative network every day
to ensure all our neighbors have
the food, clothing, healthcare, and
housing they need to thrive.
55,000
nights of safe,
warm sleep

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 765
4 5
In the past year,
Samaritan House has
served more than
26,000 clients.

The need in our
community now is higher
than ever before.
4 5

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 766
6 7
Client stories
Virginia
Virginia grew up in San Mateo County
and raised a family with her husband.

Together, they ran a company and lived
comfortably for many years, selling their
company and retiring together. But when
her husband became ill and passed away,
Virginia went from comfortably middle
class to living on the edge. “I had all this
success in my younger years, and now
it’s all disappeared.” She lost her family
home, and her savings quickly vanished.
6À}>ÃVÀ>Li`>`Ü>Ã>LiÌw`>
small apartment. But, as a disabled senior,
returning to work was not an option, and
Û}>wÝi`ViÜ>Ã>V
>i}i
amid rising prices. Samaritan House came
to her aid, providing essential rental
support. With help from her case manager,
Luis, Virginia was able to stay housed and
is now getting help as she looks for more
}ÌiÀÃÕÌÃ°
Ü}Ã
i
>Ã
iÀ
case manager at the other end of the line
anytime she calls has been comforting.
“Luis was so outgoing, so comforting, and
so personable. I felt like I was the only
person he worked with all day long.”
Cynthia
Cynthia, her husband, and their three
children came to San Mateo County in 2020
>Ã>ÃÞÕÃiiiÀÃ° Ì
«>ÀiÌÃÜÀi`vÕ
time, but still couldn’t cover the basics. With
two disabled children requiring extra care,
Cynthia had to stretch every dollar as far as
she could. She came to Samaritan House
for help. She was surprised by the resources
available to her family. “I called Samaritan
House for help with food and clothes, and
they helped me with housing, too.” Ana,
a staff member at Samaritan House, was
the person Cynthia called whenever she
needed help. “I always call Ana when I
need help. She makes sure I can get what
I need.”
Samaritan House made their family’s
challenges easier. “I feel super grateful
because every month I have food, I have
clothes, I have a doctor, I have almost
everything.” Now, when Cynthia meets
other immigrants trying to get their feet
under them, she always sends them to Ana,
knowing they’ll get that same care and
comfort that she has been able to rely on.

Daniel

>iwÀÃÌV>i to Samaritan House a
year ago. A challenging home life had
led him to be without housing. Without
reliable meals and other essentials, his
health was suffering. At a medical visit, a
doctor mentioned the Samaritan House
Worker Resource Center (WRC) and Reyna,
who runs the center. Daniel reached out
to Reyna, looking for work. What he found
was so much more. At the WRC, he found a
community. He learned about the shelters
and was able to move into El Camino
House in February. Once in the shelter,
he was connected to even more services,
including healthcare and food. He became
a WRC regular, always ready to take on a
job and do his best. “I am grateful to Reyna
for helping me get shelter and work too.

Samaritan House has been good for me.”
Renato
Renato has been in the Bay Area for
11 years, working as an aide with
developmentally disabled clients. Originally
from the Philippines, he moved to the
United States alone and has no local
family. He worked hard at his job and was
even able to send money home from time
to time to support his family there. “I’m
alone here in the United States. My family
is in the Philippines but I’m a US citizen.

It’s expensive in the Philippines, too, and
I want to send money to help them but I
have to pay so much to live here.” When
prices began to rise rapidly last year, he
was on his own. Without the safety net of
family, he needed help and he found it at
Samaritan House. Knowing he doesn’t have
to worry about whether or not he’ll be able
to afford food is a relief. Renato is not alone
in that relief – some of his clients come for
food too. Samaritan House has been good
for him and his community of clients. He’s
excited to be able to give back when he
can. “I came here last week with some of
my clients and we helped pack food!”

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 767
8 9
In the past year,
Samaritan House has
provided more than
55,000 nights
of safe, warm sleep
to clients at our
three shelters.
8 9

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 768
10 11
The backpack
distribution
provides brand new
L>V«>VÃwi`
with school supplies
to 3,500 children
August
The Burlingame
Annex opens in
partnership with
Peninsula Health
Care District
September
El Camino House,
>V}Ài}>Ìi
shelter, opens
to clients
October
During the
Thanksgiving
food distribution,
Samaritan House
feeds more than
3,700 clients
November
Cora’s Community
Market celebrates
its grand unveiling
July
Year in review: a
timeline of events
Laura Bent
assumes the
role of CEO
at Samaritan
House
December
During the winter
y`Ã]->>ÀÌ>
House JGNRUƃQQF
victims access
emergency funds
and other essentials,
like food
February
The VITA tax prep
program is in full
swing. Volunteer
tax preparers help
clients receive
$386,000 in
refunds and
credits
March
The car line at the
`ÀÛiÌ
ÀÕv`
pantry reaches a
high of 1,300 cars
in a week, higher
than COVID levels
April
Our WeeCare
program wraps
its academic year,
engaging more
than 70 schools
with drives and
i«>Ì
ÞLÕ`}
curriculum
May
Samaritan House
provides on
the ground
emergency food
and housing
support in
response to the
Half Moon Bay
tragedy
January
Kids Closet
ends its

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iÀ>
`ÀÛiÌ
ÀÕ
and prepares
to welcome
families back
for in-person
shopping
June
$

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 769
12 13
A message from our
Board President,
Michael Jackson
The Dr. Cora Clemons Emerging Young
Samaritan Award is inspired by the
VÕÌÞÃiÀÛViÜÀ>`ÃiyiÃÃ
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
V>ÀiÜiÀi`vwVÕÌÌ>VViÃÃ°-
iÃ>Ü>
need and took action.

Today, Samaritan House is more dedicated
Ì
>iÛiÀÌÀiÃ«iVÌ}>`vÕw}
iÀ
vision and honoring those who’ve joined
Ì
iw}
Ì°/
i>Ü>À`ÀiV}âiÃÞÕ}
V
>}i>iÀÃ]£ÈÓÓÞi>ÀÃ`]->
Mateo County, whose community service
work models Dr. Clemons’ commitment to
service and compassion.

Àv
À°
iÃ½vi}
dedication and advocacy, we are proud to
announce the 2023 winner of the Dr. Cora
Clemons Emerging Young Samaritan Award:

Amy Nguyen.

In an effort to make her school equitable
and inclusive for everyone, Amy and her
classmates came together to supply free
period pads and tampons for their school
bathrooms. They believe that access to
basic needs can better equip the students
to feel at peace, safe, and thought of.

Their dedication made the grassroots
campaign for free menstrual supplies
possible and made a positive change on
the school culture.

Samaritan House is proud of the work Amy
has done, and we are happy to recognize
and award her proactive and inclusive
efforts with the Dr. Cora Clemons
Emerging Young Samaritan Award.

Congratulations, Amy!
Dr. Cora Clemons
Emerging Young
Samaritan Award
As Samaritan House stands on the edge
of our 50th year of service, I am proud to
step into my new role as Board President.

The coming year marks not only 50 years of
Samaritan House but also my 10th year as a
part of this community.
wÀÃÌV>iÌ->>ÀÌ>ÕÃi>Ã>
occasional volunteer. The more time I spent
volunteering, the more excited I became
about this extraordinary organization and
the work they do for those in need. What
started with a few volunteer shifts has
now become a passion, and I am proud to
dedicate my time and energy to serving our
neighbors in need.

For many of you, this story is likely familiar.
ÜiÛiÀÞÕwÀÃÌvÕ`->>ÀÌ>
House, once you’ve become a part of the
community, it’s easy to get excited about
the work we do. Supporting Samaritan
House is supporting all our neighbors
through tough times. Every dollar given
and every hour volunteered is an
investment in our community and
its future.

What once was a very small organization,
founded by Dr. Cora Clemons, has
blossomed into the poverty alleviation
leader in San Mateo County.

Dr. Clemons’ dedication to lifting up our
neighbors has stayed with us all these years,
and I am grateful to be a part of that legacy
of service.

The year to come is one full of possibilities
for Samaritan House and our community.
vÀÜ>À`ÌÌ
ivwV>«i}v
Cora’s Community Market. This market will
allow clients to have a shopping experience
when they come in for food. The market
is more than just food though, it’s also an
experience that will give our clients a sense
of dignity as they get the essentials they
need to survive.

With so much uncertainty in the world, it’s
hard to know what challenges Samaritan
House will encounter in the year to come.

But, I know our community. And I know the
dedicated staff and volunteers at Samaritan
House. Most of all, I am certain of one
thing: we will meet those challenges
together, with innovation, passion, and a
commitment to dignity for all.

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 770
14 15
Administration
5%
FY23 Expenses
$35.1M
Kids Closet & Holiday Assistance
2%
Shelter Services
18%
Medical & Dental Clinics
15%
->>ÀÌ>ÕÃi
>ÃLiii>`}Ì
iw}
Ì
against poverty in San Mateo County for 50
years. Thanks to your generous support, we
iÛii`Õ«ÕÀÃiÀÛViÃÛiÀÌ
i>ÃÌÌ
Àii
years to meet the critical demand for food,
Ã
iÌiÀ]>`w>V>>ÃÃÃÌ>ViLÀÕ}
Ì
LÞÌ
i
"6
£VÀÃÃ°7Ì
ii`>}>>Ì
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.
9GWUGGXGT[FQNNCTKPVJGOQUVGHƂEKGPV
and effective way possible.
89%
of expenditures go directly to programs.

Client Assistance
7%
Direct Financial Assistance
17%
Food Services
26%
Worker Resource Center
1%
Development
6%
Coordinated Entry Events
3%
Financials
$35.5M

`
ÌÀLÕÌÃ
30%
Individuals & Bequests
11%
Foundations
Business & Community Groups 10%
4%
Other
5%
Government
35%
Samaritan House relies on the generosity of
others to make our work possible. Nearly
65% of our funding comes from private
donations. Thank you for investing in
our community.

In-Kind Contributions
1Ã}`}`Ã>`ÃiÀÛViÃ>ÜÃÕÃ
to make the best use of our dollars. 68% of
ÕÀ`VÌÀLÕÌÃVÕ`iÕÀv`
donations, another 16% include our medical
supplies, lab tests, and professional
volunteer hours – the doctors and nurses
at our clinics.

Season of Sharing Fund
->>ÀÌ>ÕÃiÃÌ
iwÃV>>}iÌvÀ
the SF Chronicle Season of Sharing Fund.
/
ÃvÕ`«ÀÛ`iÃw>V>>ÃÃÃÌ>ViÌ
families and underserved individuals in San
Mateo County. More than 370 families were
provided a total of $1,445,064 emergency
assistance county wide. Because Samaritan
ÕÃiÃÌ
iwÃV>Ã«ÃÀvÀÌ
ÃvÕ`]ÌÃ
ÌVÕ`i`Ì
iw>V>ÃÌ>ÌiiÌÃ°
Charity Navigator
Charity Navigator has awarded Samaritan
ÕÃiÌÃÌÜivÌ
VÃiVÕÌÛi{-/Ƃ,
rating, placing Samaritan House in the
top 1% of rated charities nationwide
L>Ãi`>ÃiÀiÃvw>V>>`
transparency indicators.

Sustainability
->>ÀÌ>ÕÃiwÃV>«ViÃ>`
practices are focused on liquidity,
adaptability, and durability to ensure that
Üi>ÀiwÃV>ÞÃÌÀ}ÌÃiÀÛiÌ
ivÕÌÕÀi
needs of the community.

Balance Sheet
As of 6/30/2023
Assets $34,823,271
Liabilities $1,646,734
Net Assets $33,176,537
ÀvÕ>Õ`Ìi`w>V>Ài«ÀÌÃ
and 990s, please visit
www.samaritanhousesanmateo.org.

FY23 Revenue
Healthcare Districts
5%
$7.3M
RTQXKFGFKPFKTGEVƂPCPEKCNCUUKUVCPEG
July 1, 2022 to June 30, 2023

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 771
16 17
Thank you donors
Samaritan House thanks the following
individuals and organizations for supporting
our essential work in the community this
year. We take great pride in serving the
working poor, and we couldn’t be more
grateful for each and every supporter who
stepped up to meet our community’s needs.

The following donations were received
between July 1, 2022 and June 30, 2023.

With limited space we were not able to list
everyone. For a comprehensive list
please visit our website at
www.samaritanhousesanmateo.org

PRIVATE FUNDING
$250,000+

><ÕViÀLiÀ}Ì>ÌÛi

Ý6>`>>Õ`>Ì
/
i
ÕÃÌ>Vi
Ü>>ÞÕ`>Ì
Gilead Sciences, Inc.

Mendelsohn Family Fund
Ronald and Ann Williams Charitable
Foundation
Stanford Health Care
Sunlight Giving
$100,000 - $249,999
Anonymous (1)
Ghemawat Charitable Fund
ÕÀLÕÌ
Ã

>ÀÌ>Li/ÀÕÃÌÃ
"½>ÀÀi*ÀV«i
Û}/ÀÕÃÌ
The David and Lucile Packard
Foundation
Silicon Valley Community Foundation
Gil & Danielle Simon
Thomas K. & Mary Rose Slattery
Sobrato Family Foundation
Solid Rock Foundation
Onnolee & Orlin Trapp
$50,000 - $99,999
Anonymous (3)
Bader Family Survivor’s Trust
Bank of America Charitable Foundation
Tammy & William Crown
Direct Relief
George H. Sandy Foundation
Kaiser Permanente Foundation
The Khachaturian Foundation
Lillian Lincoln Foundation
Makena Capital Management, LLC
Carole Middleton
The National Association of Free and
Charitable Clinics (NAFC)
Teva Pharmaceuticals
Trust of Betty J. & Ralph A. Sullivan
The Beverly Travlos 2021Living Trust
$25,000 - $49,999
Anonymous (1)
The Atkinson Foundation
Jason Buss
Center for Independence of Individuals
with Disabilities
Thelma Doelger Charitable Trust
Carmen M. & Paul M. Goeld
The Grove Foundation
Conrad N. Hilton Foundation
Invest in Others Charitable Foundation
Robert H. & Arlene Katzive
Charles W. Lew
Andrew & Marina Martin
Morallan Family Giving Fund
The Anita and James Reimann Fund
Second Harvest of Silicon Valley
Alissa & Gary Shipper
Beth & Kurt von Emster
Joan R. Wheelwright
Jim and Lia Whitehead Charitable Fund
Sheila & Mark Wolfson
$10,000 - $24,999
Anonymous (4)
Achieve Foundation
Bartz Marr Family Foundation
Duncan Beardsley
Christina E. Rising Bird & Jeffrey Bird
Bohannon Foundation
Steven Braithwaite
Margaret Burchell & Michael Brownrigg
Tish & Jim Busselle
California Water Service
The Edith and David Cassel Charitable
Fund
Charney Survivor’s Trust
Armand and Micheline Chau
i-Õ

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Corey, Luzaich, de Ghetaldi, & Riddle
LLP
Courtney Roberts Foundation
Barbara H. & James T. Curry
Jean E. Dedieu
June P. and James V. Diller Foundation
Andrea & Stephen Dover
Elizabeth Erchul
Beth & William S. Freeman
David Gasca & Tanya Khakbaz
A Grateful Neighbor
Lisa & Adam Halpern
Audrey Hargis
Hehman Family Giving Fund
Herman Christensen and Sons
Sylvain and Marjorie Heumann Family
Foundation
The Grace & Laurance Hoagland Fund
Susan Hoffman
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Fund
Patricia Hsiu & William Stein
David Hunt & Heather Wolnick
J H Robbins Foundation
Kurt & Sue Jaggers Fund
Laura & Conor Johnson
Susan E. & William F. Kenney
Susan Ketcham & Anne Casscells
Anne C. Mahnken
Mollie & Joe Marshall
The Martin Family Fund
Alma Martinez & Paul Dybbro
Menlo Church
Kelly Moran & Mark Eliot
Naecker Family Foundation
Nancy C. & John H. Newman
North Peninsula Food Pantry
Observe, Inc.

Jason Paik & Jison Hong
Gus P. Panos
Frank Perez & Leticia Bido
Sophie Perisic & Igor Perisic
Pure Storage
Rite Aid Foundation
Craig Sakamoto
Schnitt Family Foundation
Mary Alice Scott
Constance M. Sevier Charitable Fund
Silicon Valley Bank
Doreen & Ravi Sinha
Stovall Family Fund
Katherine & Jonathan Sun
Alejandra Tapiero & Pablo Paniagua
YoonSung & Jason C. Ting
SCA Environmental, Inc.

Urbanek Family Foundation
Valley National Bank
Elizabeth Soto Velarde
John and Jane Wandless Charitable
Fund
Linda A. & Robert Watson
Windy Hill Property Ventures LLC
$5,000 - $9,999
Anonymous (8)
Betsy A. & Jay K. Adams
David C. Amaral
Applied Materials Foundation
David & Nicole Arnott
Bailard Foundation
Phyllis & Scott Bedford
Stephanie Bowen
Marian Byer
Mona Cannon
Carstens Realty
Kyra & John Carswell
CoachMe Health
Martin Colaco
Lorin M. Cortina & H. Jane Sung
Julia Cutler & Pierre Lemieux
Richard Laverne Davis
Lisa & Jeffrey Diamond
Sharon Dickson & Jeff Gray
Kristin & Craig Donato
Lisa Elliott
Pamela D. Ferris
First Tech Federal Credit Union
Gayle Flanagan
Franklin Templeton Investments
Vicki Friedberg
Stacie Goeddel & Mike Etheridge
Ronald & Cathy Granville, Woodmont
Real Estate Services, L.P.
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Susan R. & Steven L. Group
Myra Haggerty & Mike Harrold
Linda Hall
Patricia M. Harding & William J.

Tiedeman
Chris & Jamie Harris
Allison A. & Terry W. Hudson
Cheryl K. & Jeffrey Hylton
Suzanne Smith & Robert Izmirian
J Foster Charitable Fund
Kevin Jiang
The E. Richard Jones Family Foundation

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Judy C. & Anthony Kwee
Julie Pak & Steven Lamont
Nancy F. & Andrew Lanthier
Adolphus Lim
Longfellow Real Estate Partners
Debbie & Jeff Lucchesi
Connie & Robert A. Lurie
The Malaspina Family Fund
Brian Mascarenhas
Diane Christensen Mason & Charlie
Mason
Luke Mastrangelo
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Wallace D. Mersereau
Ross & Jess Millikan
Laurel Blackett Miranda & Steven
Miranda
Stephen R. Nagy
The Natter Family Foundation
Louise & Richard Nelson
Florence Nixon
Jerry Nugent Charitable Giving Account
Kris M. & Gene P. O’Neil
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Jill & Geoffrey Parker
Gari Patton
PayPal Giving Fund
Norma Perez & Erik Ogren
Georgene Petri
Mary & David R. Phillips
Mary Ann & Michael Pietro
PMI Worldwide
Catherine & Michael H. Podell
Nancy Pribuss
Norma J. Quickert
Rakuten Cares
Jeff & Elisa Reed
Lilli Rey
Stephanie Reyes
Karen Riley
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Program
San Mateo Consolidated Fire Dept. +
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San Mateo County of Realtors
Association
The Sand Hill Foundation
Robert F. Sawyer
SCA Environmental, Inc.

Susan Screen
Reva & John Segall
Kathleen Shields
Beth & Russ Siegelman
Robert Silber
Faye T. & Ronald H. Star
Shauna M. & Michael Stark
Elisabeth & Jordan Stockton
Thomas B. & Kathryn R. Stucker
Charitable Fund
Lisa & Ron Sturzenegger
Judith F. & Jerry Sullivan
Ann & Steve Terwilliger
Caroline & Curtis Terwilliger
M. G. Thibaut & Charlie Vestner
Transitional Program
Derrick Tseng
Urrutia Family Fund
$2,500 - $4,999
Anonymous (4)
Alexander Family Fund
Peggy Andrews & Norm Brod
James Armstrong
Stan Karp & Cathy Baird Fund
Ian M. Baltuch
Chase Basich
Rochelle Batt
Bhumralkar Giving Fund
Michele Bielman & Michael A. Schwartz
Big Joe Handling Systems
Audrey Daines Bojack
Nancy R. & Howard Bott
John and Kathryn Milligan Family Fund
Rana & Andrew Brown
Carolyn & Robert P. Bunje
ÕÀÀi>ÞÃ>ÞÕ`
Joanie Cavanaugh & Steven
Guggenheim
Richard C. Chambers
Marie & Mike Chuang
City/County Association of Governments
of San Mateo County
Alexis M. & David Colker
Congregational Church of San Mateo
Linda & Daniel Cooperman
Robert Crews
Teresa De Lauretis
Cynthia & Jeffrey Delamare
The East Creek Fund
Beth Yarnell Edwards
Jackson Egen
Episcopal Church of St. Matthew
Michael and Martha Everett Charitable
Fund
Christian Frank
Lawrence Garvey in honor of Christina &
Mary Garvey
Patricia Gower
Grant Giving Fund
Robert J. Grassilli, Jr.

Greek Orthodox Church of the Holy

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The Grey Family Foundation
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Cheryl Halcovich
Hammerstrom Charitable Fund
JonHazard Account
Lisa B. & Dana C. Hendrickson
Doriane & Walter Heyman
Hope Evangelical Lutheran Church
The William T. & Susana D. Huston
Family Foundation
International Brotherhood of Electrical
Workers Local Union No. 617
Intuitive Foundation
Barbara Joyner
Lesley Kao
Lisa & Paul Karson
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Sarah Kelsey & William Forrest
Alexa Knight
Ella & Benson Lam
Ann Azama & Randall J. Lee
Robert L. Lillo and Ruth D. Lillo
The Lim Family Charitable Fund
Abby Luong
Margaret & Michael McCaffery
Bonnie McGregor & Rich Chambers
Astrid & Joseph McVeigh
Arlene Mesa
The Morrison Foerster Foundation
Sally Morton
Michael and Stephanie Moy Charitable
Fund
Ria & Bernard Mulvaney
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Peggy and Ted Myers Family
Philanthropic Fund
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Molly & Duy Nguyen
Susan & Eric Nitzberg
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Olander Family Foundation
The O’Mara Family Fund
Josephine A. Osborne Survivor’s Trust
Richard Paterson
Carol Perusse & Tom Huening
Melissa Petkov
Nettie & Chip Ramsay
Gordon Readey
The Right Hand Fund
Tom Rivkin
Thomas Robertson
Brenda & Wayne Rodoni
Rotary Club of Foster City
Diane Russell & Ward Supplee
Jean & Robert Segale
Stephanie Seiki
Margaret Shafer & Cliff Robbins
Katherine & Robert Sharp
Shirley Family Charitable Fund
Petra Silton & Michael Listgarten
Rolly L. Slatt
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Star Family Charitable Gift Fund
Margaret & Allan Steyer
Joyce & Jay Strauss
Berta & Don Sugarman
The Louise A. & Walter H. Sullivan
Foundation
Beverly & Doug Takizawa
Marilyn Talbot
Lissa & Deniz Teoman
Terreno Realty Corporation
Trigg Donor Advised Fund
Mary T. True
Els van Boldrik Charitable Fund
Nina Weil
Norm and Joyce Weil Philanthropic Fund
Hohenschuh Family Fund
Brenda & Jason Wong
John and Rachel Youmans
$1,000 - $2,499
Anonymous (37)
A&A Sortwell Family Trust
M. Joyce Abbott
Mark Abelson
Janet Abrams
Jay Adams
Aetos Alternatives Management
Aaron Aknin
Carla Altizer
AmazonSmile Foundation
John Ananny
Lage E. Andersen
Marcie E. Arnesty Fund
Artzt/Rosenduft Family Foundation
Erica Attard
Danielle Aubele & Brad Johanson
Patricia & Eugene L. Austin
Jonathan Bamford
Jennifer Banh
Susan & Gordon Bardet
John & Jannette Barrett
Jeanne & William Barulich
Eileen & Ralph Battat Family
Philanthropic Fund
Michael Baxley
Rebecca Beck
iviÀ*ÃÞ

>ÀÌ>LiÕ`
Mary Ellen & Tom Benninger
Laura E. Bent & Gary Cockrell
Margaret Berlese
Cynthia & Fred Bertsch
Phyllis & Andrew Berwick
Terry & Howard Betts
Raghav Bhargava
Neill Bickel
Mary K. Bimba
Brian Bishop
Heather J. & Steven A. Blake
Maggie & Thomas Blumberg
Amy Bogan
John Boghossian
Mary M. Bona
Bould Design
Monica & Donald Bragg
Ursula Braun
Susan & Edward Breuer
Catherine Bristow
Gayle Britt
Thomas Broderick

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Marion and Helen Brown Charitable
Fund
David Brownman
Jochen Brumm
Robert Brush
Susan Bryan & Frank Adams
Maureen & Stephen Buchner
Jonathan Buck
Bukstein R&K Trust
The Bullock & Sandifer Family
Philanthropy Fund
Caiti & Adriene Busch
Leo Butler
Cadero/ Biederman Foundation
Piripacchio Foundation
Shana & Michael Callan
Cathrin Callas & Brian Perkins
Catherine C. Carney & Richard M.

Nederostek
The Carver Fund
Casamondo Development Corporation
John and Nancy Cassidy Family
Foundation
Elizabeth J. Castillo
Lesley Cerdan
Lorraine Chan & Dennis W. Tom
*9}

ii
Abby Chen
Lawrence Chen
Kwok Fai Cheng
Shilpa Chetty
Jennifer Cho
Julie & Will Chong
Mihai Christodorescu
Louise Y. & Michael Chu
Flora Chui
Ellen Clear & Stephen Kazan
Virginia Clemens
The Cohn Family Charitable Fund
Gael Colas
Karen Collom & Robert Shitamoto
R. Frank Coltart
Vincent Connolly

i
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Nathan Cook
Catherine Coolin
Diane & Norman Cortez
Matthew Cramer
Elizabeth Cross & Anthony Stayner
Lisa & Kevin Cullinane
Michelle M. Daigneault & Robert G.

Houle
Nina Dail
Adrienne Dale
Lily Dales
Jim Damask
Erica & Matt Damelio
Dark Horse Consulting Fund
Decorative Plumbing Supply
Joseph Defelice
Raymond Deutsch
Karifa Diawara
Colleen M. Dieterle
Stephen & Eileen DiFranco Fund
Dimas Family Charitable Fund
Michelle Dimon
Cindy & Gene Domecus
Michael Donohue
Nancy Douglas
Kevin Doyle
The John and Alison Draper Charitable
Gift Fund
Gail Dressler
Deborah & Richard Dubois
Marisa I. & Michael T. Duncan
Susan & Hardie Dunn
Eileen & John Easterbrook
Mary D. & Sean M. Echevarria
Melissa & Joshua Egbert
Norman Epstein
Charles E. Erle
Excellence Fund
Sarah B. & Alf J. Fengler
Dennis Fetterly
Brian & Julie Field
Amy & Enrique Figueroa
Jill & Robert Filice
Marian & David Finkelstein
Elizabeth Fischback
The Morgan & Peyton Fisher Foundation
Mary Ann & Robert Fitzgerald
The Flaherty Foundation
Carol E. & Roger A. Flores
Steven Fraider
Michele Freed & Gary Sprague
Helen Fricke
Anne B. Fritz & Libbie & Aaron Thacker
Jay and Grete Fry Charitable Foundation
Sonja Fuentes Tappan
Carrie Fujino
Eva & George T. Fulvio
Helen & Joseph Galligan
Robert Garner
Mark Gaynor
Geimer Charitable Fund
Daniel Geller
Tom & Connie George
Patricia Gerber & Robert Scheren
The Robert and Bonnie Gerlach
Charitable Fund
Caroline & Timothy German
Gill Family Fund
Barbara & Robert Gilmartin
Jill Goldsmith & Perry Mizota
Cory Goligoski
Kibbie Ruth & James R. Granucci
Danielle & Steve Gray
Hahn Schechter Family Giving Account
Mary Hansell & Carl J. Serrato
Ilse & Paul Hansen
Jesse Hanson
Albert A. Haust III
Sarojben & Chandulal Hazari
6>iÌ>i6i}>Ã
Delmy & Marvin Hernandez
John Hershberger
Tara Heumann
Linda & Michael Hirabayashi Giving Fund
Hirth Family Foundation
Angie & Stephen Hollman
7vÀi`E ÀÕViiÀ-Ì

Ho’okahi Pu’uwai Foundation Outrigger
Canoe Club
Eric Hoover
Robert Hortop
William J. Houston

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 772
18 19
Patricia & Bruce Hraba
Hsiao Family Fund
Chris & Yvonne Hsiung
Susan Huetteman
Ianthina & Joshua Hugg
Phuong Thi Lan Huynh
Stella Hwang
Fiona Hyland
Information Technology Professionals
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21 Ryan Iwasa
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Beth & Luther Izmirian
Richard J. Izmirian
Tomoe K. & Bradley A. Jacobson
Sneha & Ankit Jain
Pam Jefferis
Jeng Family Fund
Breona Jenkins
Janet & Logan Jennings
John Joly
Nancy & David Kaiser
Angela and Nicholas Kalayjian Fund
Wendy Kang
Margaret & William Kannenberg
Susan G. & Barry M. Karl
Lane Kashiwahara
Kathryn Kearney
Barbara A. Keefer
Barbara A. & Donald W. Kelley
Rich & Gina Kelley
Chris Kim
Nanci Kim
Anne & Peter Kimball
Lukas Kirby
Kopczynski Family Foundation
Marcia & Robert Krainz
Kevin Krawez
Linda A. Kuhli
Judith Kulich
i
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Nancy E. & James N. Kyser
Ladera Community Church
Lam Research Foundation
Katharine Morgan Langs
Linda & Sterling Lanier
Renee Leap
Leslie Lee and Jorge Vilalta
Eve & Jerry Lerman
Leslie Family Foundation
7
>
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Ida Lewenstein
Jane Lim
Wei Liu
Charles I. and Julia V. Lobel Charitable
Gift Fund
Paige Loczi
Leslie & Frank Lohmeier
Lohnberg Family
Los Altos Community Foundation
Mary Lynn & David Maas
Dan Maass
>}>Þ>Þ

>ÀÌ>LiÕ`
Charles J. Maguire
Nicole Makila
Thomas M. Maloney
Daniel March
Mark Family Fund
Martin Global Leaders, Inc.

Monica Martines
Nancy & Alan Marx
Bonnie Matlock and Tod Francis
Lucretia Matulich & Lawrence P. Kollerer
Laurie and Laurence May Family
Philanthropic Fund
Gene Mayo
Suzanne & James McElwee
Carol McMahon
Megan McSweeney & Andrew Whalley
Menlo Park Live Oak Lions Club
Shelley Meyer
Susan N. Meyers
Richard S. Michaels
Joerg R. Michelfelder
Lewis D. Miller
Fred Mincher
Erica & Eric Missildine
Moledina Charity Account
Tamara K. Montacute
Montgomery Family Charitable Fund
Elizabeth Moody
Ken & Julie Moore Giving Fund
Marie Morris
Thanh & Robert F. Mougeot
Matthew Murray
Laurel & Donald Nagle
Nahmias Family Charitable Fund
Betsy & Horace L. Nash
Nash Charitable Fund
Lana Ng
Viet Nguyen
Cathy & Raul A. Nicho
John Nicoletti
Wendy & Craig Nishizaki
No Starch Press Fund
Alison & Steve Nyberg
Anne & Thomas Oertli
Maureen & Robert Olson
Susan & Kurt Oppenheimer
Robert Ovadia
Hyung Paek
Mark Palermo
Barbara Patterson & Andrew Menkes, MD
Theodore Peck
Tyler Pender
Peninsula Clean Energy
Anil Pereira
Rachel Perkel & Shawn Becker Charitable
Fund
Craig Peters
Sonya & James L. Peters
Linda & Wesley Petit
Alesha Petrov
Prokev Phillips
Kristina Phillips & Ron Piovesan
Nancy Pilotte
Imran Pirani
Renee & Donald Polk
Valerie & Dave Powell
Power Family Fund
Elena Powers
Dirk Pranke
iviÀE<>V
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Diana Prisk
David Pritchard Charitable Fund
Abigail Pynn
Barbara Quay
Dolores A. Quigg
Josh Radel and Melissa Mun Giving
Fund
Kathleen Ann Rafael
Ƃ°,>vw
llamina & John Ralls
Recht Giving Fund
Redeemer Lutheran Church Redwood
City
Diane & Todd Regonini
Marilyn G. Reisen
Rafael Reyes
Ryoko & Robert D. Rideau
Kristi & Brian Ridgway
Nina & Donald Robertson
Diane K. & John P. Rogers
Carol & Virgil G. Rose
Rosenberg Family Charitable Fund
Stuart Rothenberg
Cynthia Rudolph
Theresa M. & Stephen W. Rutledge
Justin Ryan
Stephanie Sala
Jane Samuel
San Mateo Charities, Inc.

San Mateo Credit Union
San Mateo Elks Lodge 1112
San Mateo Rotary Foundation
Heather Sanders
Michelle Saurel
Ann & Paul Scheley
Elizabeth Schenk Charitable Fund
Neil and Evy Schiffman Charitable
Account
Rita Schildknecht
France Schrager
Karen Schultheis Margaroni
Florette Schwartz
Walter Schwartz
Leonard C. Schwarz
James Scott
Rita S. Seamans & John H. Wichern, III
Nadir Shah
Nariman Shariat
Louisa & James Shaul
Beryl Shaw
Shearer Family Trust
Shefren Family Fund
Rosemarie and John Shield Charitable
Fund
Irene & Stan Shimizu
Lee Shult
Jeffrey Shurtleff
Aviv & Relli Siegel
Carolyn & Jeremy Siegel
John Sienkiewicz
Coleen Simmons
Martha L. Simmons & Lewis Butler
Dr. Baldeep Singh & Dr. Rachel Golden
Dolores & Edward Sleeper
Douglas K. Snodgrass
John Solomon and Caroline Buckway

ÀƂ`ÛÃi`Õ`
Alan Soule
Jackie Speier & Barry Dennis
Speramus Foundation
Heather Srimal
St. John’s United Church of Christ
St. Luke Catholic Church
St. Paul’s Episcopal Church / Circle of St.

Paul’s Burlingame
Joseph Stampleman
Nancy H. & Gary Steele
Jim Steichen & KJ Shockey
Breanna Stein
Lily Steinbach
Beverly & Andrew Stern
William and Judith Steul Charitable Gift
Trust
Brandon Stone
Hannah Story
Linda Sue Strand
Rosemary & Albert Stuebing
Kathy & John Stults
Lakshmi Subramanian & Kumar
Srinivasan
Michael Sumnicht
Victor Sumnicht Foundation
Evan Susser
Nina Taliaferro & Frank Kukula
John and Linda Taylor Charitable
Account
Margaret D. Teshara
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Andrighetto
Michi Thivierge
Richard Thornburgh
June & Jim Tilton
Jessica Yu & Nick Tompkins
Elvia Torres
Lisa M. Torres & Laurence Wuerstle
Elizabeth L. Tough
Lisa Toyama Jarboe
Philip Michael Traynor
Trinity Baptist Church
Elida & Orlando Trujillo
Marsha Tse
Joshua Tyler
Irvin and Margie Ungar Charitable Fund
Maria S. & Ventura Urquidez
Linea Van Horn
Jeanette Vasheresse
Mary Vigo
Marie J. & John R. Violet
The VMware Citizen Philanthropy Fund
Linda & Rich Voon
Glenn and Celene Voyles Charitable
Fund
Janet Wade
Wadycki Family Charitable Fund
Jeff Wagner
Virginia & George Wailes
Rebecca Walker
William Walker
Elaine Woo Wang
Jacqueline Irene Warden
Andrea Warner Molinari
Sharon and Josh Weinberg Tzedakah
Fund
Carol & Joseph Welch III
Janet N. White
Kimberly & Kenneth Williams
Kristen & Edward Willig
Joanne Wilson
Diana & Terry Witzel
Cary Wong
Florence Wong & Andrew Haskell
Jean Wong
Darren Woulfe
Benjamin Wu
Julia & Winston Wyckoff
Elizabeth S. & Robert Yapp
Audrey & Michael Young
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PUBLIC FUNDING
Behavioral Health and Recovery Services
City of Burlingame
City of Foster City
City of Menlo Park
City of Redwood City
City of San Carlos
City of San Mateo
City of South San Francisco
County of San Mateo
County of San Mateo Dept of Housing
County of San Mateo Health System
County of San Mateo Human Services
Agency (HSA)

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Sustainability
FEMA
Peninsula Health Care District
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CalTrain Go Pass Program
Sequoia Healthcare District
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Center
United Way Bay Area

GIFT IN-KIND
$1,000,000+
Second Harvest of Silicon Valley
$250,000 - $999,999
CAIMA, Inc
County of San Mateo
GlaxoSmithKline
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Center
$100,000 - $249,999
IGT Radiology
$50,000 - $99,999
AbbVie
AmeriCares
Crumbl Cookies Foster City
Direct Relief
$25,000 - $49,999
Dignity Health Sequoia Hospital
Help A Mother Out
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$10,000 - $24,999
Läderach Chocolate Suisse
Sam Trans
State & First Store, Napa
$5,000 - $9,999
Joan E. & Marco A. Dondero
$2,500 - $4,999
Anonymous (1)
Greg Bettencourt
Tish & Jim Busselle
Christi & Tony Fontenot
$1,000 - $2,499
Robert Borelli
Pamela Fenili
Gladway
Iffer, Inc.

Beate Meyer
Karen Moses
Sharon Proft
Elizabeth A. Schnieders

MAIN EVENT SPONSORS
Visionary Level
Carole Middleton
Champion Level
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Management
Bill, Sue & Anne Kenney in memory of
Carol Fitzgerald
Sheila & Mark Wolfson
Believer Level
The Baker Family Charitable Trust
Bill Freeman
Hanson Bridgett LLP
John & Nancy Newman
PNC Bank
The Raiser Family
Star One Credit Union
Ting & Associates, Merrill Lynch Wealth
Management
Enthusiast Level
ALAS Ayudando Latinos A Soñar
David Amaral
Duncan Beardsley
Sheila Brady
Guidewire Software
M.G. Thibaut & Charlie Vestner
San Mateo County Community College
District
Sares Regis Group of Northern California
SEA Construction & Peninsula Siding
Company
Dave & Adrienne Weil
Woodmont Real Estate Services
Dreamer Level
Patty Anixter
Avidbank
Tish & Jim Busselle
Tina & Paul Crisci
Matt Damelio & Cory Goligoski, Merrill
Lynch Wealth Management
EKI Environment & Water, Inc.

Fitzgerald Landscapes
Nancy & Andrew Lanthier
Paul & Lisa Karson
One Wealth Advisors
Jay & Joyce Strauss
Silicon Valley Community Foundation
Truebeck Construction
USB Financial Services, Inc.

Ally Level
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Andrighetto
Blake & Associates
Hon. Marie & Mike Chuang

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Decorative Plumbing Supply
Julie & Brian Field
Amy & Enrique Figueroa
Patty Hsiu & Will Stein
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Michael Callan Landscape Architect
Judi Powell & David Olson
Sue & Todd Ringoen
San Mateo Credit Union
Bev & Andy Stern
Sternsmith Group
Lisa Toyama Jarboe & Blaine Jarboe
Event Entertainment Underwriters
Duncan Beardsley
Tappan Family with Chance to Excel

JOHN KELLY LEGACY CIRCLE
We rely on leadership and collaboration of people like
you to address complex issues faced by those living in
poverty. Making the decision to prepare a legacy gift gives you the opportunity to provide lasting, positive change in thousands of lives for generations to come. Legacy donors are invited to join Samaritan House’s John Kelly
Legacy Circle.

John Kelly Legacy Circle members inspire others to look toward the future and learn how they, too, can have a
lasting impact in the lives of our neighbors who are less fortunate. Please let us know if you would like to explore your family’s priorities, hopes, and dreams to make this San Mateo County community a better place for all. To join the John Kelly Legacy Circle, all you need do is tell us that you have included Samaritan House in your estate plan,
whether by your will, trust, retirement plan, bank account or other means. We hope that you will allow us to thank and recognize you in Samaritan House publications and
communications. If you choose, we will respect your wish to remain anonymous.
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LEGACY CIRCLE
Anonymous (1)
Endean Abrahamson*
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ÕV>®ƂvwÌI
Edna Banta*
Robert Batinovich Charitable Remainder
Unitrust*
Frances A. Bedenis*
Cathryn Braga
Mary D. Bremner*
Raymond A. Brown Living Trust*
Bernice Brownson*
Donald G. Buerkel*
Tish and James Busselle
John L. Carberry
Felix and Iva De Martis Family Trust*
William S. Drieslein*
Elizabeth Erchul
Gayle Flanagan
Jeanne Fleming
William S. Freeman
Pam Frisella
Marcia Gedanken*
Margaret S. Gerlinger Trust*
Bette Ghiotti Trust*
Lois G. Gilbert Family Trust
Louis J. Gioffredi*
Robert Grassilli, Jr.

Nancy Hall*
Abraham L. Hankin*
Vivian Hendrickson*
Nina and Louis Hengel*
The Shirley S. Hort Irrevocable Trust*
Virginia Howe Inter Vivos Trust*
Irene N. Hudson*
The Hunter Family Trust
Charles T. Izmirian*
Martha Karcher*
Susan Ketcham
Lynn D. and Mary I. King*
Sherlyn M. Kistner Trust
Ann Konstantelos*
Luella C. Kraft*
Kam Chuen Kwan & Siu Lo Revocable
Trust*
Jean Letsinger*
Lewis 1991 Unitrust*
Macauley Trust*
Louis and Yvonne* Maraviglia
Mollie and Joe Marshall
Mazini Trust*
McDonough Family Trust*
Mary T. McDonough Trust*
Lelia M. Meyer Revocable Trust*
Jessie A. Miller*
Florence S. Nilsson*
Donald C. Nystrom Trust*
Nora O’Brien*
Josephine A. Osborne Survivor’s Trust*
Ventura J. Perez Living Trust*
Robert Pex*
Walter J. and Margaret C. Phelan 1991
Trust*
Walter K. Ragan*
Ruth Reuter*
Doris B. Richmond Trust*
William L. Schwartz*
Bernadette M. Senasac*
Mary Rose and Thomas Slattery*
Evelyn Stern*
Jay and Joyce Strauss
Trust of Betty J. and Ralph A. Sullivan*
Irene Thomas*
YoonSung and Jason Ting
Mary Torre Trust*
Emily N. Trine*
John Trixler Estate*
June L. Ursem*
William H. Van Horn*
Johanna Von Eitzen*
Willard Charitable Trust*
Beverly and Bernard Wolfe*
Sheila and Mark Wolfson
*Deceased

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 773
{äÎ£*>VwV ÕiÛ>À`
San Mateo, CA 94403
NONPROFIT ORG.

U.S. POSTAGE

P A I D
San Bruno, CA
Permit No. 655

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 774
Updated , 202

CITY OF FOSTER CITY
FY 202 -202 Nonprofit Funding Application

NONPROFIT FUNDING PROCESS SCHEDULE
June , 202 The nonprofit funding application period opens.

All are due from nonprofit agencies no later than 5:00 P M.

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.

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

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.

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 775

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

APPLICANT INFORMATION
SECTION 1: IDENTIFICATION/ANALYSIS OF LOCAL NEEDS
SECTION 2: PROGRAM DESCRIPTION

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 776
Updated , 202

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

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 777
Updated , 202

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.

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 778
Updated , 202

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

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:

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 779

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 780

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 781
Updated , 202

CITY OF FOSTER CITY
FY 202 -202 Nonprofit Funding Application

NONPROFIT FUNDING PROCESS SCHEDULE
June , 202 The nonprofit funding application period opens.

All are due from nonprofit agencies no later than 5:00 P M.

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.

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

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.

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 782

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

APPLICANT INFORMATION
SECTION 1: IDENTIFICATION/ANALYSIS OF LOCAL NEEDS
SECTION 2: PROGRAM DESCRIPTION

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 783
Updated , 202

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

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 784
Updated , 202

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.

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 785
Updated , 202

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

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:

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 786

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 787

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 788

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 789

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 790

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 791

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 792

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 793

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 794

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 795

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 796

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 797

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 798

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 799

6.3 Attachment 3 - FY 2024-2025 Nonprofit Funding Grant Applications (Compiled) 800
DATE: August 19, 2024
TO: Mayor and Members of the City Council
VIA: Stefan Chatwin, City Manager
FROM: Stefan Chatwin, City Manager
Benjamin L. Stock, City Attorney
DEPARTMENT: City Manager
SUBJECT: DISCUSSION OF CALIFORNIA VOTING RIGHTS ACT

CHALLENGE AND DEMAND FOR CITY TO TRANSITION TO
DISTRICT-BASED ELECTIONS; AND PROVIDE DIRECTION TO

STAFF REGARDING NEXT STEPS, INCLUDING RETENTION OF

DEMOGRAPHER

RECOMMENDATION
It is recommended that the Council consider a letter received on July 22, 2024, challenging the City’s at-large election system and demanding that the City transition to district-based elections; and by Minute Order, provide direction to staff regarding next steps, including the retention of a demographer.

EXECUTIVE SUMMARY
The City received a certified letter from a potential plaintiffs’ attorney, Shenkman & Hughes PC, on July 22, 2024, alleging a violation of the California Voting Rights Act (the “CVRA”)1 and threatening litigation if the City declines to voluntarily change to a district-based election system for electing Councilmembers. (See Attachment 1).

Pursuant to Elections Code section 10010, a city may take advantage of “safe harbor” provisions that allows a city to adopt a resolution outlining its intention to transition from 1 Cal. Elec. Code §§ 14025-14032.

6.4 6.4 Staff Report
801
at-large to district-based elections within forty-five (45) days of receiving a demand letter from a potential plaintiffs’ attorney.2 Staff is seeking direction from the Council on next steps including the future date to consider a resolution of intent to transition to district-based elections and the retention of a demographer to assist in the potential transition.

BACKGROUND
The CVRA was enacted in 2001, in part, to provide minority groups in California with tools to prevent dilution of votes in “at-large” election systems and is more expansive than the federal Voting Rights Act of 1965 (“FVRA”). An at-large method of election may not be imposed or applied in a manner that impairs the ability of a protected class to elect candidates of its choice or its ability to influence the outcome of an election, as a result of the dilution or the abridgement of the rights of voters who are members of a protected class.3 A violation of the CVRA is established if it is shown that racially polarized voting occurs in elections for members of the governing body or in elections incorporating other electoral choices by the voters of the political subdivision.4 Any voter who is a member of a protected class and who resides in a political subdivision where a violation of the CVRA is alleged may file an action in the superior court in which the political subdivision is located.5
The CVRA defines “protected class” as a class of voters who are members of a race, color, or language minority group, as referenced and defined in the FVRA6 and “racially polarized voting” as voting in which there is a difference, as defined in case law under the FVRA, in the choice of candidates or other electoral choices preferred by voters in a protected class, as compared to the rest of the electorate (i.e., the protected class members vote as a politically cohesive unit, while the majority votes sufficiently as a bloc usually to defeat the protected class’s preferred candidate.7 The CVRA does not require a plaintiff to prove intent on the part of the voters or elected officials to discriminate against a protected class nor does the fact that members of a protected class are not geographically compact or concentrated preclude a finding of racially polarized voting.8 Instead, a violation of the CVRA may be established by showing that both racially polarized voting and dilution occur in elections for members of the governing body.9
2 Cal. Elec. Code § 10010(e)(2).
3 Cal. Elec. Code §§ 14026 and 14027.
4 Cal. Elec. Code §14028(a); see also § 14027.
5 Cal. Elec. Code §14032.
6 Cal. Elec. Code §14026(d) citing 52 U.S.C. Sec. 10301 et seq. 7 Cal. Elec. Code §14026(e) citing 52 U.S.C. Sec. 10301 et seq; Thornburg v. Gingles (1986) 478 U.S. 30, 56.
8 Cal. Elec. Code §14028(c) and (d).
9 Cal. Elec. Code §§14026(e), 14028(a); Pico Neighborhood Ass’n v City of Santa Monica (2023) 15 C5th 292, 314.

6.4 6.4 Staff Report
802

ANALYSIS
Since enactment of the CVRA, the legislature has adopted laws to provide “safe harbor” provisions that allow a city to transition in accordance with a statutory timeline and, if followed, insulates a city from litigation arising from alleged CVRA violations and caps attorneys’ fee liability to a maximum of $30,000.10
Under those “safe harbor” provisions, a prospective plaintiff is required to send a written notice to the clerk of a city asserting that the city’s method of conducting elections may violate the CVRA.11 A forty-five (45) day stay is then imposed on a prospective plaintiff’s ability to bring an action.12 That forty-five (45) day stay allows a city to adopt a resolution outlining its intention to transition from at-large to district-based elections.13 If a resolution of intention is adopted by a city council to move to district-based elections, a prospective plaintiff may not commence an action within ninety (90) days of the resolution of intention’s passage.14
Many cities, counties and special districts have received CVRA challenge letters. In San Mateo County, the cities of Pacifica, Belmont, Burlingame, Menlo Park, Millbrae, Half Moon Bay, Town of Woodside, Redwood City, San Bruno, San Mateo, and South San Francisco have all transitioned to district-based elections. While various cities have tried to defend against CVRA challenges and have spent millions of dollars in attorneys’ fees, there has not yet been one case that has been successfully defended in the courts. The City of Santa Monica, for example, has spent many millions of dollars defending against a CVRA challenge since 2016 and the parties are still litigating the case after it was heard by the California Supreme Court. The City of Palmdale was required to pay $4.7 million in attorneys’ fees as a result of a CVRA lawsuit. The City of Modesto also challenged a CVRA claim but was unsuccessful and ultimately settled the case for about $3 million and switched over to by-district elections.

Due to the uncertainty of litigation and the potentially extraordinary cost of such a lawsuit, most cities, counties and special districts decide to take advantage of the “safe harbor” provisions and transition to district-based elections to limit the attorneys’ fees to $30,000.

Next Steps
Given that the City has received this CVRA challenge letter, staff is seeking direction from the Council on whether to proceed to agendize for the Council’s consideration a resolution of intent to transition to district-based elections. Staff is recommending scheduling that item for the September 3, 2024, regular Council meeting. At that meeting, the Council would consider whether to adopt the resolution of intent to take 10 Cal. Elec. Code § 10010(f)(1)-(3).
11 Cal. Elec. Code § 10010(e)(1).
12 Cal. Elec. Code § 10010(e)(2).
13 Cal. Elec. Code § 10010(e)(1)-(3).
14 Cal. Elec. Code § 10010(e)(1)-(3).

6.4 6.4 Staff Report
803
advantage of the “safe harbor” provisions. At that meeting, staff would provide a tentative timeline for the transition, which would need to be completed within ninety days of adoption of the resolution.15
Additionally, staff is recommending the retention of a demographer. There are a number of well-qualified demographers in the bay area that offer various levels of services depending on the needs of each city. Staff has obtained some preliminary information from a few demographers who have assisted other cities in San Mateo County to transition to district-based elections and has determined that the basic costs of the demographers are generally within the City Manager’s purchasing authority under the City’s Purchasing Policy (Less than $50,000 for Level D professional services). However, given the importance of the demographer’s role in the transition to district-based elections, the City Manager is seeking direction from the Council to confirm that the City Manager should proceed with retaining a demographer, without Council input. If the Council gives direction to the City Manager to proceed with the retention of the demographer, the City Manager will follow the procedures in section

3.04.140(B)(1) to retain those professional services.

California Environmental Quality Act
This item does not constitute a project as defined by the California Environmental Quality Act (Public Resources Code Section 21000, et seq.) (CEQA) as the discussion and direction does not have the potential to result in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment (14 Cal. Code Regs. § 15378.).

FISCAL IMPACT
If the City Council decides to transition to district based elections there will be a fiscal impact due to the costs associated with that transition including the demographer costs, which are estimated to be less than $50,000 and payment of the plaintiffs’ attorney costs of $30,000. Alternatively, if the City Council decides not to transition to district based elections, the City could incur significant costs relating to litigation.

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

Attachment 1 – July 22, 2024, Letter from Shenkman & Hughes LLC. 15 90 days from September 3, 2024 (if Council adopts the resolution of intent on that day would be December 2, 2024.

6.4 6.4 Staff Report
804

6.4 Attachment 1 - July 22, 2024, Letter from Shenkman & Hughes LLC. 805

6.4 Attachment 1 - July 22, 2024, Letter from Shenkman & Hughes LLC. 806

6.4 Attachment 1 - July 22, 2024, Letter from Shenkman & Hughes LLC. 807
DATE: August 19, 2024
TO: Mayor and Members of the City Council
VIA: Stefan Chatwin, City Manager
Marlene Subhashini, Assistant City Manager
FROM: Sofia Mangalam, Community Development Director
Leslie Carmichael, Consultant Planner
DEPARTMENT: Community Development
SUBJECT: HOUSING ELEMENT 2023-31 IMPLEMENTATION ROADMAP

RECOMMENDATION
It is recommended that the City Council by Minute Order, provide direction on the on the Housing Element 2023-31 Implementation Roadmap regarding the following:

1. Does the City Council agree with the Guiding Principles presented in the Roadmap?

2. Does the City Council agree with the key strategies identified?

3. Should programs be added or subtracted from the Table 2, "Proposed Funding Summary by Program" as proposed for funding at this time?

4. Are the funding amounts in Table 2, "Proposed Funding Summary by Program" generally acceptable?

EXECUTIVE SUMMARY
The Housing Element is an integral part of the Foster City General Plan that serves to identify the community’s housing needs; state the community’s goals and objectives for housing production, rehabilitation, and preservation, and conservation to meet those needs; and define the policies and programs that the community will implement to achieve the stated goals and objectives.

On March 20, 2024, the City Council adopted a General Plan Amendment consisting of revisions to the 2023-31 Housing Element and on April 18, 2024, the city received a letter from the California Department of Housing and Community Development (HCD) that the

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808
adopted housing element is in substantial compliance with State Housing Element Law.

Chapter 8, Housing Goals, Polices, and Programs provides the housing goals and policies for the city and describes the implementation programs that the city needs to undertake in the 2023-2031 planning period. These goals, policies, and programs aim to provide additional housing in a way that is balanced with the community’s desires to retain the aspects of Foster City that make it a great place to live, work, and play. It includes seven (7) goals, 37 policies and 106 programs to be implemented over an 8-year period.

We are in the second year of implementation.

Government Code Section 65400 requires each jurisdiction to prepare an annual progress report (APR) on the jurisdiction’s status and progress in implementing its housing element. Each jurisdiction’s APR must be submitted to HCD and the Governor’s Office of Planning and Research (OPR) and HCD by April 1 of each year (covering the previous calendar year. HCD has created the Housing Accountability Unit to ensure that jurisdictions follow through with their Housing Element commitments by implementing its goals, policies and programs.

In order to stay on track for a timely implementation of the goals, policies and programs outlined in the Housing Element, it is critical to analyze priorities, resources, funding opportunities, and budget requirements. There are challenges to implementation, including limited resources (staffing and financial), time constraints, etc.

Staff has prepared a Housing Element 2023-2031 Implementation Roadmap (Roadmap) to include prioritization of programs, financial analysis, and recommendations for the use of the city’s limited available housing funds. The Roadmap includes recommendations for leveraging the city’s available housing funds by using them as matching funds for county and state housing funding opportunities advertised through Notices of Funding Availability (NOFAs). Staff sees this as a working document that will be modified and adjusted as conditions change, such as when new funding opportunities become available, funding applications are not successful, or opportunities for collaboration with other jurisdictions or organizations become available. The Roadmap identifies potential sources of funding and could also provide the staff with the flexibility to apply for future funding opportunities up to a certain amount that are consistent with the Housing Element goals and policies in order to provide staff with the ability to respond to short-turnaround applications.

Staff has prepared a draft Roadmap for Council’s review and direction. Staff will return to the City Council at a future date for: 1) acceptance of the Roadmap and direction to pursue NOFA opportunities, 2) approval of the application for the HCD issued 2024 Local Housing Trust Fund Program Notice of Funding Availability in the amount of up to $5M, and 3) associated budget amendments/appropriations.

BACKGROUND/ANALYSIS
The Roadmap is a strategy to guide planning and manage priorities for implementation of the Housing Element policies and programs, with special focus on the near-term

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809
priorities to facilitate meeting the seven (7) goals and 37 policies of the Housing Element, and the issued Regional Housing Need Allocation (RHNA) targets for the eight-year planning cycle.

Implementation of the Housing Element includes the unit production goal of 1,896 units (777 market rate and 1,119 below market rate), the City of Foster City’s assessed RHNA target. To reach the assessed target for below market rate (BMR) units, the City of Foster City must either facilitate development of a substantially greater number of market rate units than the target (if it relies solely on the 20% inclusionary housing requirements) and/or the city must facilitate development of 100% affordable projects. In addition to new production, implementation includes preservation of existing affordable units and providing fair housing and other program information and services.

The Roadmap includes prioritization of programs, financial analysis, and recommendations for the use of the city’s limited available housing funds.

The implementation of the Housing Element, requires:
• Staffing resources
• Financial Resources
Staffing Resources
The implementation of the Housing Element is primarily the responsibility of the Community Development Department (CDD). However, other departments have a role to play as well.

Staffing within CDD is limited, with four (4) planners, including the Planning Manager, one (1) Housing Coordinator and the Community Development Director. The city often has to rely on the use of consultants for their expertise and to meet time constraints. The city also relies on the county and other partnerships, including 21 Elements, HIP Housing, MidPen Housing, LifeMoves, Rebuilding Together Peninsula and others.

Financial Resources
The city maintains several funds related to affordable housing. Some of these funds are available for implementation of Housing Element programs and some are dedicated for specific purposes. The various funds and their sources are described in detail in the Roadmap. At the present time, the amount of housing funds available for implementation of Housing Element program adds up to approximately $8 million as shown in Table 1.

The amounts available in each fund may change slightly when the FY 2023-24 closing balances are finalized. Because the main source of funds, the Commercial Linkage Fee (Fund 137), is dependent on the timing, amount, and type of future development, the projection for additional funds is uncertain. In addition, approximately $1.4 million in shared equity for the seven Emerald Bay ownership units would be added to Fund 122 if those units are sold or refinanced after the deed restrictions expire in 2026, but the timing for those sales is uncertain. Staff’s recommendations assume no significant additional

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810
housing revenues within the 2023-2031 Planning Period. If significant revenues are received, the spending plan in the Roadmap can be adjusted.

In addition to the funds shown in Table 1, funds in Fund 128 General Plan – Building and Construction Ordinance – Zoning Code Maintenance Fund can be used to implement programs that require amendment of the general plan or building or zoning regulations.

Table 1: Existing Housing Funding Resources
Fund
Successor
Agency
Affordable
Housing Fund
122
City
Affordable
Housing
Fund
124
Commercial
Linkage Fee
137
Local Housing
Trust Fund
145
Total
Beginning balance
6/30/24
$2,475,623 $708,648 $5,405,386 0 $8,589,657
Reserve $300,000
for EUPP Property
Reserve
$-300,000 -$300,000
Transfer
Commitment for
EUPP County
Match
-$50,000 $50,000 0
Reserve for FY
2024/25 Budget
-$156,384 -$110,000 -$266,384
Transfer per FY
2024/25 Budget
-$500,000 $500,000 0
Total Available $1,969,239 $708,648 $4,795,386 $550,000 $8,023,273 From time to time, staff applies for grants and funds at County, Regional, State and Federal agencies to add to the City’s financial resources or use the services provided by these agencies. The potential sources most relevant to Foster City are summarized below with more detail and information on other potential sources provided in the Roadmap. • County Financial Resources
o Notices of Funding Availability (NOFAs). The County of San Mateo offers two Notices of Funding Availability (NOFAs) per year – one in January and one in April. The County-administered funds come from county, state, and federal sources with corresponding restrictions on eligible uses. These funds are typically provided in the form of low-interest loans. The City of Foster City has been awarded nearly $200,000 in loaned funds for rehabilitation of two of the Existing Unit Purchase Program Homes to transition them to future supportive housing. The City has two (2) years to spend the funds.
o Measure K provides discretionary funding from a half-cent countywide sales tax with the goal of providing local funds for local needs. The city submitted an application for $35,000 on August 2, 2024 for Measure K funds to

7.1 7.1 Staff Report
811
support a pilot Emergency Rental Assistance Program (ERAP). The goal of the ERAP is to provide one-time emergency rent relief of one (1) month of rent up to a maximum of $3,000 for Foster City renters who are at risk of displacement within the next three (3) months. Staff will draft the details of the pilot program and present it to the City Council at a future meeting. While the amount of funding requested is relatively small, the fund has the potential to help a minimum of 10 tenants with one-time grants up to $3,000 each. The total amount being requested is $35,000 including $5,000 for administration of the program.
• Regional Financial Resources
o Housing Endowment and Regional Trust (HEART) provides programs, including First-Time Homebuyer down payment assistance loans, loans to nonprofit developers to build or renovate affordable apartments near transit, and accessory dwelling unit (ADU) plans and handbook.
o HIP Housing, under agreement with the City, provides a Home Sharing program that matches people who have space in their home to share, with people who are searching for an affordable place to live. HIP also provides a Self Sufficiency Program that provides housing scholarships and intensive trauma-informed case management to low-income parents.
o The Bay Area Housing Finance Authority (BAHFA) was established by Assembly Bill 1487 in 2019. Several pilot programs have been initiated, including a pipeline pilot to provide an inventory of affordable housing projects in the pipeline but for which not all funding is secured, preservation programs, and anti-displacement pilot programs. The primary focus is on the 2024 Bay Area Affordable Housing Bond, a potential regional bond measure for the November 2024 ballot to generate $20 billion to build more affordable homes and keep existing homes affordable. Of the proceeds, $2.1 billion is expected to be allocated to San Mateo County. Each county receiving direct funds from the Bond must adopt expenditure plans describing how they will use their funds and the outcomes they hope to achieve. The county plan would be approved by the Board of Supervisors and must demonstrate that the county has consulted with all cities in their county that are not receiving a direct allocation of funds. The county plan would then be required to be approved by BAHFA.
• State and Federal Financial Resources
o Local Housing Trust Fund (LHTF) Program, administered by HCD, will provide $53 million in their 2024 NOFA in matching grants to established Local Housing Trust Funds. HCD issued the 2024 NOFA in July with applications due in September. 15% of the funds are reserved for new LHTFs. Program funds may be used for construction loans and/or permanent financing loans for affordable rental housing, emergency shelters, permanent supportive housing, transitional housing, and

7.1 7.1 Staff Report
812
affordable homebuyer/homeowner projects, including ADUs/JADUs. The minimum request from a new LHTF is $500,000; maximum request is $5 million.
o Prohousing Incentive Program (PIP), administered by HCD, creates incentives for jurisdictions that are compliant with State Housing Element Law and that have enacted specific prohousing policies. These incentives take the form of additional points or other preferences in the scoring of applications for competitive housing and infrastructure programs. In August 2024, 19 jurisdictions received more than $15 million. The next round of applications will be due in December 2024.
o The California Tax Credit Allocation Committee (CTCAC) allocates federal and state Low-Income Housing Tax Credits (LIHTC) to the developers of affordable housing for households at 30% to 80% of median income. This is a competitive process. Metro Senior Apartments, Miramar Apartments, and Alma Point Senior Apartments utilized tax credits.
o Community Development Block Grant (CDBG) is a federal program providing funds to jurisdictions that meet certain population thresholds. The jurisdiction can use the funds for a wide variety of purposes such as social services, capital projects, and affordable housing developments. Foster City does not meet the 50,000-population requirement to be an “entitlement city” and is eligible to apply to receive funds through the County. o Permanent Local Housing Allocation (PLHA) funds, similar to CDBG, are available for a variety of projects and programs that assist in addressing housing needs. The city is able to participate through the County. o Section 8Housing Choice Voucher program is a federal program of the Department of Housing and Urban Development (HUD) administered by the San Mateo County Housing Authority. The voucher provides rental subsidies to low-income households to pay the difference between 30% of their income and the federally approved payment standard. The program allows households to find their own housing. Foster City adopted Chapter

5.72 in 2013 requiring landlords of a structure with more than ten units to accept Section 8 and other types of rental vouchers.
o Veterans Affairs Supportive Housing Voucher (VASH) program combines HUD’s Housing Choice Voucher rental assistance for homeless veterans with case management and clinical services provided by the Department of Veterans Affairs.

Based on the needs identified in the Housing Element, the Roadmap utilizes the following guiding principles:

1. Leverage Funding: actively explore new funding sources and leverage existing

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funding by pursuing matching funds to maximize the City’s ability to provide funding for programs.

2. Encourage Production: create financial and expedited application incentives for developers and homeowners to facilitate production of units; engage in strategic partnerships with nonprofit agencies and developers.

3. Facilitate Special Needs: develop incentives and reduce barriers to access for seniors and those with special needs or disabilities. Engage in strategic partnerships with nonprofit agencies and developers.

4. Support Preservation: create incentive programs and improvements in communication of services available to assist owners in preserving and maintaining their housing units.

5. Protect Tenants: ensure that planned and existing market rate and below market rate rental units are well managed and in compliance with laws, including fair housing and anti-discrimination laws, regulatory agreements, policies, and BMR (below market rate) Guidelines.

6. Promote Sustainability: focus on sustainability, including energy efficiency and conversation, water conservation, walkability, access to public transit, lowering greenhouse gas emissions, and supporting climate change initiatives.

Strategies and Actions
Based on the required Housing Element implementation programs, analysis of financial and staffing resources, the Housing Element Implementation Roadmap includes the following recommended strategies and actions for inclusion in the Housing Element Implementation Roadmap:

A. Obtain and Leverage Funding

1. Leverage available City funding by using it as a match to obtain grants and loans for housing unit production and other programs.

The City’s recent creation of the LHTF, facilitates the ability to leverage existing commercial linkage fee funds to apply for the State’s LHTF NOFA. Programs utilizing the State LHTF must comply with State LHTF program requirements, including income targeting and prevailing wage requirements.

Staff is preparing an application for HCD’s 2024 LHTF NOFA, due in September 2024. If awarded to the city, funds must be distributed by the City in the form of loans. Proposed uses of the funds include (see Table 2 below for draft funding amounts proposed; also reference Table 8 in the Roadmap):
• Assistance to housing developers of very low- and low-income units (H-A-5-e)

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• Low-income homeowner rehabilitation loan program (H-B-2-a) • ADU financial incentive program (H-D-4-b)
If the application for the LHTF NOFA is not successful, staff will prepare a revision of the Roadmap and return to the City Council for direction.

2. Prioritize at least some funds to provide incentives for low income ADUs as the option most likely to result in new units with limited City funds.

This is part of the proposal for HCD’s 2024 LHTF NOFA. Funds would be used for low interest loans in exchange for a 10-year commitment that the ADU would be rented at affordable rates.

3. Prioritize some funds to offer financial subsidies for partnerships with housing developers.

This is part of the proposal for HCD’s 2024 LHTF NOFA. Funds would be used for low interest loans to the housing developers for the creation of affordable housing units.

4. Create and implement a plan for rehabilitation of EUPP homes for supportive housing.

The County has awarded Foster City nearly $200,000 as a loan from the County of San Mateo from their 2024 NOFA. These funds would be used to rehabilitate two of the City’s EUPP homes to prepare them for future use for supportive housing. However, staff recently learned from the County that there will be an additional requirement for an expanded environmental review for the project at an additional cost of 20% or more of the project cost. Therefore, staff recommends delaying use of the funds, which will likely require a future application, to give staff time to explore the potential for future County NOFAs to fund rehabilitation of the additional four EUPP units to consolidate the environmental review to one project, and to prepare a long-term strategy for the EUPP units for City Council guidance and review.

5. Obtain funding for preservation of units for low-income households and those with special needs.

This is part of the proposal for HCD’s 2024 LHTF NOFA. Some of the funds would be used for low interest loans to lower-income owners to improve their homes.

Look for additional funding in the form of loans or matching grants to assist lowincome households or partnerships with nonprofits that can assist low income and special needs households.

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6. Obtain funding for Housing Element programs such as programs requiring workshops, significant outreach, acquisition of software, and financial incentives (e.g. energy efficiency).

A tenant-landlord education workshop is scheduled for August 28, 2024 in partnership with Project Sentinel.

7. Monitor funding sources at the local, state, and federal level for potential sources of funding.

Staff are continually monitoring funding sources at the local, state, and federal level for potential opportunities.

Staff recommends exploring the ProHousing Incentive Program (PIP) for the next round of funding.

Specific funding opportunities include the proposed Bay Area Affordable Housing Bond Ballot Initiative for affordable housing, which would provide $2.1 B to the County of San Mateo. The initiative is on the November 2024 ballot.

B. Provide Incentives

1. Provide administrative incentives to developers and property owners, consisting of streamlined protocols and requirements and reduced fees for and permitting.

Staff has implemented a number of administrative streamlining efforts and continues to make improvements to forms, protocols, and the City’s website and to create expedited processing opportunities for specific programs.

2. Provide financial incentives to facilitate and encourage production of units such as subsidies for below market rate unit production, especially for extremely low and very low income units (including ADUs/JADUs), subsidies for 100% affordable projects, and incentives to reduce the cost of compliance such as waiver of rental registry fees for projects that meet certain conditions. Staff held a roundtable with nonprofit and for-profit housing developers in June 2024 to learn more about constraints and to explore ways the City can provide incentives to facilitate housing production.

For funding incentives, staff will research grants and NOFAs and conduct an analysis on potential opportunities for subsidies or fee waivers based on existing fund balances and potential NOFA funding opportunities. Subsidies or low-interest loans for ADUs/JADUs are likely to be the most cost effective subsidies to produce new units if owners will accept the deed restriction requirement that is a term of HCD’s LHTF program.

For the September 2024 application to HCD for LHTF matching funds, draft

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proposed uses of the LHTF funds include:
a. Assistance to housing developers of very low- and low-income units b. Low-income homeowner rehabilitation loan program (preliminary proposal is up to $100,000 loan at 3% interest, deferred)
c. ADU financial incentive program (preliminary proposal is up to $100,000 loan at 3% interest, deferred)
C. Form Partnerships

1. Conduct extensive outreach to both for-profit and non-profit developers and owners to form partnerships and promote development of opportunity sites.

The City will need to be creative in partnering with developers to ensure that it meets both the above-moderate target of 777 units and the below market rate target of 1,119 units. Incentives to help improve the financial feasibility of projects, such as long-term subsidies, or the acquisition of land need to be considered.

2. Explore flexibility in implementation of the City requirements, such as assistance with impact fee payments or other requirements, that may assist in financing of housing development.

3. Look for opportunities to partner with affordable housing providers on 100% affordable housing developments. These types of developments are more likely to obtain competitive funding from county, state, and federal sources. Such developments bring the City closer to meeting its RHNA targets for affordable units.

D. Monitor Constraints to Implementation

1. Continue roundtable discussions with housing developers to understand potential ways that the City can lessen constraints to housing development.

Examples of key constraints include land costs, construction costs, prevailing wage requirements, and financing limitations. Staff held the first in a series of roundtable discussions with nonprofit and for-profit housing developers in June 2024 to learn more about constraints and to explore ways the City can facilitate housing production.

Funding Summary
Based on the analysis of funds available and the outlined strategy above, the Roadmap includes a funding strategy to utilize existing affordable housing funds together with matching funds to the extent feasible as shown in Table 2. This proposal includes using

5.49 million in City funds of the available $8.0 million, including $4,675,000 of the $5,405,386 in Fund 137 Commercial Linkage Fee, which has a five-year time limit from the date of each receipt. The funding and implementation of associated programs would

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be spread out over the six years remaining in the 2023-2031 Planning Period.

The funding strategy outlined in Table 2 may change as additional financial resources are secured or other conditions change, including not being successful in obtaining an award of HCD LHTF monies. Staff will also collaborate with the City Attorney’s office on a more detailed review to ensure that the proposed uses of the funds are consistent with any restrictions for the specific funding sources. Staff is not proposing any spending from Fund 124 at this time in order to maximize the funds spent from Fund 137 Commercial Linkage Fee that have a time limit. The use of Fund 124 may be revisited for future programs.

Table 2: Proposed Funding Summary by Program
Conclusion
Staff is seeking direction from the City Council on the draft Housing Element Implementation Roadmap, including:

1. Does the City Council agree with the Guiding Principles presented in the Roadmap?

2. Does the City Council agree with the key strategies identified?

3. Should programs be added or subtracted from the Table 2, "Proposed Funding Summary by Program" as proposed for funding at this time?

4. Are the funding amounts in Table 2, "Proposed Funding Summary by Program" generally acceptable?

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CEQA
The consideration of the Housing Element Implementation Roadmap is exempt from CEQA under Section 15262 Feasibility and Planning Studies. The actions to implement the Housing Element are within the scope of the Housing and Safety Element Updates Environmental Impact Report (EIR) certified by the City Council on May 22, 2023 by Resolution No. 2023-48.

FISCAL IMPACT
The Housing Element Implementation Roadmap includes recommendations for spending from several of the city’s affordable housing funds. This is consistent with the purposes of these funds, including the requirement to spend Commercial Linkage Fee revenues within a specified timeframe.

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

Attachment 1 – Draft Housing Element 2023-2031 Implementation Roadmap

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FOSTER CITY
Housing Element 2023-2031
Implementation Roadmap
August 2024
Prepared by:

Foster City Community Development Department
and

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Table of Contents

1. EXECUTIVE SUMMARY.............................................................................................................1

2. INTRODUCTION .......................................................................................................................3

3. SUMMARY OF HOUSING NEEDS ..............................................................................................5

4. HOUSING ELEMENT GOALS, POLICIES, AND IMPLEMENTATION PROGRAMS .........................7

5. FINANCIAL RESOURCES............................................................................................................9 A. CITY FINANCIAL RESOURCES .......................................................................................................9 B. COUNTY FINANCIAL RESOURCES................................................................................................13 C. REGIONAL FINANCIAL RESOURCES .............................................................................................14 D. STATE AND FEDERAL FINANCIAL RESOURCES ................................................................................15 E. EXISTING AND PROJECTED REVENUES FROM EXISTING SOURCES.......................................................18

6. STAFFING RESOURCES ...........................................................................................................21 A. FOSTER CITY .........................................................................................................................21 B. SAN MATEO COUNTY .............................................................................................................23 C. PARTNERSHIPS.......................................................................................................................23

7. STRATEGIES AND ACTIONS ....................................................................................................25 A. GUIDING PRINCIPLES ..............................................................................................................25 B. SUMMARY OF STRATEGIES AND ACTIONS ....................................................................................25 C. HOUSING ELEMENT IMPLEMENTATION ACTIONS FOR 2024 ............................................................29 D. FUNDING RECOMMENDATIONS .................................................................................................32

8. IMPLEMENTATION BY YEAR ..................................................................................................35

9. APPENDICES...........................................................................................................................41 APPENDIX A: POLICY/PROGRAM MATRIX (HOUSING ELEMENT TABLE 8-5)...........................43 APPENDIX B: HOUSING PROGRAM NEAR-TERM IMPLEMENTATION PROGRAMS..................51 APPENDIX C: AFFORDABLE HOUSING FINANCE 101, 21 ELEMENTS, 2022. ............................59

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List of Tables
Table 1: Regional Housing Needs Assessment, City of Foster City .............................................5 Table 2: Housing Element Goals.................................................................................................7 Table 3: Summary of City Housing Funds .................................................................................12 Table 4: HCD NOFA Summary...................................................................................................15 Table 5: Existing Funding Resources.........................................................................................19 Table 6: Projected Revenues: FY 2024-25 to FY 2028-29 .........................................................19 Table 7: Housing Element Implementation Actions for 2024...................................................29 Table 8: Proposed Funding Summary by Program. ..................................................................34 Table 9: Implementation Programs by Year.............................................................................35 List of Figures
Figure 1: Community Development Department Organization Chart.......................................22

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1. Executive Summary
This Housing Element 2023-2031 Implementation
Roadmap (”Roadmap”) provides a strategy to guide
planning and priorities for implementation of the
Housing Element policies and programs, with special
focus on the near-term priorities to facilitate meeting the seven goals, 37 policies, and 106 implementation
programs of the Housing Element, and the issued RHNA
targets for the eight-year planning cycle. The Roadmap
includes prioritization of programs, financial analysis, and recommendations for the use of the City’s limited
available housing funds. The City’s currently available housing funds are approximately $8 million.

Most of the implementation programs can be
accomplished with existing resources, primarily staff
time and City Council approval. A few, however, require additional funding. The Roadmap includes
recommendations for leveraging the City’s available housing funds by using them as matching funds for county and state housing funding opportunities advertised through Notices of Funding Availability (NOFAs). Many of these sources are very competitive and/or require conditions that don’t apply to Foster City at the present time, such as proximity to major transit or “shovel ready” projects. The Roadmap includes the recommended allocation of the City’s funds to the proposed programs.

The Roadmap is a working document that will be modified and adjusted as conditions change, such as when new funding opportunities become available, submitted funding applications are not successful, or opportunities for collaboration with other jurisdictions or organizations become available. Minor adjustments may be made by the Community Development Director with major changes in direction to be reviewed by the City Council. The Roadmap identifies potential sources of funding and provides staff with the flexibility to apply for future funding applications up to $50,000 that are consistent with the Housing Element goals and policies in order to provide staff with the ability to respond to short-turnaround funding opportunities.

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2. Introduction
The Roadmap provides a recommended
approach to implement the goals, policies,
and programs contained in the 2023-2031
Housing Element, adopted May 22, 2023
with revisions adopted March 20, 2024. In
addition, the Roadmap ensures use of
appropriate funds and funding opportunities
and provides an overview of financial
planning resources and tools available for
implementing the Housing Element
programs.

The Housing Element is an integral part of
the Foster City General Plan that serves to
identify the community’s housing needs;
state the community’s goals and objectives
for housing production, rehabilitation, and
conservation to meet those needs; and
define the policies and programs that the
community will implement to achieve the
stated goals and objectives.

On March 20, 2024, the City Council adopted
a General Plan Amendment consisting of revisions to the 2023-31 Housing Element and on April 18, 2024, the City received a letter from Department of Housing and Community Development (HCD) that the adopted housing element is in substantial compliance with State Housing Element Law.

This Roadmap analyzes priorities, resources, funding opportunities, and budget requirements for implementing the seven goals outlined in the Housing Element.

This Roadmap will be updated periodically by the Community Development Department to reflect completed tasks and progress as well as to refine the Roadmap for future years.

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3. Summary of Housing Needs
The Council adopted Housing Element includes seven (7) primary housing needs for the 2023-31 planning period. The seven primary housing needs identified for the City of Foster City are:

1. Provide resources and/or access to resources to address the high cost of housing – about

32.6% of renters and 32.9% of owners are cost burdened or severely cost burdened.

2. Provide opportunities to age in place – Increasing senior population results in needs to age in place, move to multi-family and/or accessible units.

3. Increase the housing supply – the increase in jobs to household ratio creates need for more units.

4. Provide opportunities for home ownership for low- and moderate-income households – costs are out of reach for households earning a low or moderate income.

5. Provide more housing choices for those with disabilities – persons with disabilities face additional housing challenges.

6. Increase the supply of extremely low-income units – very few housing units are available for extremely low-income households.

7. Increase opportunities for a wide variety of housing types – a variety of housing types in all areas of the city are needed to provide housing choices for all types of households.

The Housing Element includes a Housing Needs Action Plan that organizes the strategies and programs of the Housing Element by each need.

The production of additional housing units to address housing needs is a key component of the Housing Element. The Association of Bay Area Governments (ABAG) determines the housing production targets for each jurisdiction in the nine-county Bay Area. Foster City’s Regional Housing Needs Assessment (RHNA) for 2023-2031 is 1,896 units. The breakdown of the number of units based on the affordability levels is shown in Table 1:

TABLE 1: REGIONAL HOUSING NEEDS ASSESSMENT, CITY OF FOSTER CITY BELOW MARKET RATE UNITS 1,119

MARKET RATE
UNITS

VERY LOW- INCOME
UNITS

LOW-INCOME
UNITS

MODERATE-INCOME
UNITS

ABOVE MODERATE-INCOME

UNITS TOTAL UNITS
520 299 300 777 1,896
The RHNA is based on factors including population growth, job growth, increasing diversity, an increasing number of seniors, percentage of households with incomes below the area medianincome, home values, rents, and single-family home growth. To meet the RHNA targets for 2023-

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2031 will be extremely challenging for Foster City, due in large part to the lack of available vacant land and factors out of the City’s control such as interest rates and construction costs. This Roadmap provides a framework for prioritizing factors that are within the City’s control, including providing opportunities for expediting and streamlining the development review processes, prioritizing certain types of housing, and creating incentives.

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4. Housing Element Goals, Policies, and
Implementation Programs
Chapter 8, Housing Goals, Polices, and Programs, of the Housing Element establishes the housing goals and policies for the city and describes the implementation programs that the city needs to undertake in the 2023-2031 planning period. These goals, policies, and programs aim to encourage additional housing in a way that is balanced with the community’s desires to retain the aspects of Foster City that make it a great place to live, work, and play. The seven (7) goals are shown in Table 2.

These seven (7) goals can be seen as part of a framework for new housing production that will address a variety of housing needs, the preservation of existing affordable housing, and strengthen tenant protections.

Chapter 8 of the Housing Element includes policies and programs with various timeframes to work toward these goals. These programs are summarized in Housing Element Table 8-5:

Policy/Program Matrix (see Appendix A). To meet the seven (7) Housing Element goals and housing needs, there are 37 policies and 106 programs included in the Housing Element. Of these 106 programs, 60 are ongoing or need to be done annually, and two need to be done quarterly.

This Roadmap focuses on the programs that require new efforts or programs, with less emphasis on the required continuation of established procedures and programs.

TABLE 2: HOUSING ELEMENT GOALS
H-A Goal: Reinforce the City’s Commitment to Meeting Housing Needs H-B Goal: Protect Existing Housing, Waterfront Character and Resources H-C Goal: Protect the Supply and Affordability of Rental Housing H-D Goal: Pursue Public and Private Redevelopment Opportunities to Increase the Supply of Housing
H-E Goal: Address Affordable Housing Needs
H-F Goal: Address Housing for Special Needs Populations H-G Goal: Affirmatively Further Fair Housing

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5. Financial Resources
The implementation of the Housing Element programs, especially the production of affordable housing, requires significant funding. This section of the Plan explores options for internal and external funding resources for implementing affordable housing strategies.

Implementation of the Housing Element includes a housing unit production goal of 1,896 units (777 market rate and 1,119 below market rate), Foster City’s assessed production target. To reach the assessed target for below market rate units, Foster City must either facilitate development of a substantially greater number of market rate units than the target and/or the City must facilitate development of 100% affordable projects. In addition to new housing production, implementation includes preservation of existing affordable units, addressing housing for special needs populations, and affirmatively furthering fair housing by expanding housing mobility and choices as well as providing improved access to fair housing information and services.

A. CITY FINANCIAL RESOURCES
The City maintains several funds related to affordable housing which are summarized below.

Some of these funds are available for implementation of Housing Element programs and some are dedicated for specific purposes. The discussion below describes the purposes, source of revenue, and obligations of the various funds, which are summarized in Table 3, including amounts available for Housing Element implementation.

For the funds that are available for Housing Element implementation, the factors that were used to determine the amounts available for Housing Element implementation, such as deductions for existing obligations, are shown in Table 5 and projected revenues are shown in Table 6.

Successor Agency Affordable Housing Fund (Fund 122)
From the creation of the Community Development Agency (CDA or ‘Agency’) in 1981 to the dissolution of redevelopment agencies by the State in 2012, the City’s major source of funds for affordable housing was the Agency’s set-aside housing fund. At the time the Agency was dissolved, the State “swept” $12.1 million of the Agency’s funds that were not already obligated.

During the tenure of the Agency, 383 units of affordable housing were created, including both rental and ownership units (including First-Time Homebuyer Loans).

In 2012, the City Council exercised its right to become the Successor Housing Agency to the former CDA. All non-cash housing assets and obligations, including the affordable housing units formerly owned and operated by the Agency, and loans receivable from the Metro Center Senior Housing Project and individual borrowers under the former First Time Homebuyer Loan Program, were transferred to the Successor Agency. Fund 122 was established to handle the revenues and expenditures related to these non-cash housing assets and obligations.

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A separate fund, Fund 604, established to manage the continuing financial obligations of the Successor Agency, including affordable housing obligations related to Marlin Cove and Miramar Apartments and monitoring affordable housing covenants in various developments, are funded from the tax increment received by the Successor Agency (Fund 604).

The budget for Fund 122 includes continued expenditures related to operating and maintaining the six (6) City-owned affordable housing units, property management services, landscaping, and other maintenance costs, as well as initiatives that were formerly funded by the CDA that support and enhance the availability of affordable housing in Foster City, such as the HIP Housing Homeshare Program and HEART (Housing Endowment and Regional Trust) dues.

In March 2013, the City Council established a policy to retain a fund balance of at least $300,000 to serve as a reserve for capital repairs to the units in the Existing Unit Purchase Program (EUPP).

Revenues going into Fund 122 include rental income from the six EUPP units, first-time homebuyer loan repayments, and Metro Senior Apartments loan repayments. Potential future revenue includes an equity share of the sale or first refinancing of any of the seven deedrestricted affordable ownership units at Emerald Bay after the deed restrictions will expire in 2026.

City Affordable Housing Fund (Fund 124)
The City created a City Affordable Housing Fund in 2012 (Fund 124) with initial funding from the one-time “boomerang” of $3.3 million that was the City/EMID share of the one-time “sweep” of CDA funds. The City dedicated these funds to the development of the 100% affordable Alma Point Senior Apartments.

Revenues into Fund 124 include loan repayments to the city related to Foster Square.

General Plan -Building and Construction Ordinance – Zoning Code Maintenance Fund (Fund 128)
This fund provides funding for the unreimbursed State mandated costs of updating and maintaining the City’s General Plan, Title 15 Buildings and Construction Ordinance and Title 17 Zoning Ordinance Maintenance. The fee is collected at the time of building permit issuance and is based on the value of the application and provides a dedicated funding source for future General Plan updates and zoning and building code updates without relying on the General Fund.

Commercial Linkage Fee (Fund 137)
In 2016, the City Council adopted Ordinance 606, establishing Chapter 17.88, Affordable Housing Commercial Linkage Fee. This fee provides a mechanism for new commercial development to pay a fee to offset the impacts of the development on the need for affordable housing. The first revenue of $360,580 into this fund occurred in FY 2020-2021. A payment of $4,789,410 was made in March 2024 by Gilead Sciences.

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The nexus studies documenting the need for this type of fee are available on the City’s website (https://www.fostercity.org/commdev/page/residential-development-standards-and-fees).

Commercial Linkage Fee revenues are subject to spending and reporting requirements under the Mitigation Fee Act.

Revenues into Fund 137 are anticipated from future development projects.

Below Market Rate Inclusionary In-Lieu Fees (Fund account to be established) In March 2022, the City adopted Ordinance 644, establishing Chapter 17.90, Below Market Rate Inclusionary Housing Program, which allows payment of a Below Market Rate Housing In-Lieu fees for developments of five (5) to nine (9) units. Fractional fees are also allowed for all developments for requirements of less than 0.50 below market rate units. No projects have been subject as yet to these fees.

Below Market Rate Housing In-Lieu fees revenues are subject to reporting requirements under the Mitigation Fee Act.

Tenant Relocation Assistance Fund – Foster’s Landing (Fund 138) In FY 2020-21, the City established the Tenant Relocation Assistance Fund to fund programs, in partnership with Essex Properties to help minimize the impacts of expiring affordable housing covenants to the residents of Foster's Landing. This program has been completed.

Workforce Housing (Fund 139)
In August 2022, the City of Foster City purchased 22 workforce housing units located in the Pilgrim Triton Master Plan development project using $7 million from the Capital Asset Acquisition and Replacement Fund (Fund 326). The Workforce Housing Program is designed to address the needs of first responders, public employees, and teachers in the very low-, low-, and moderate-income categories in order to make it possible for public servants to live near where they work. At the direction of the City Council, any net income from the rental operation of the 22 units must be used to repay Fund 326 (City Resolution No. 2022-42).

Equipment Replacement Fund – Workforce Housing (Fund 140) This fund is held for replacement and acquisition of 22 workforce housing units’ fixtures and equipment.

Local Housing Trust Fund (Fund 145)
A Local Housing Trust Fund (LHTF) isn’t necessarily a new funding source but provides a mechanism to aggregate funds from various sources. It enables Foster City to apply for matching funds from some other sources. Foster City created a Local Housing Trust Fund on February 20,

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2024 (City Resolution No. 2024-9). The dedicated funding source for the LHTF is Commercial Linkage Fees.

Successor Agency of the Community Development Agency (Fund 604) The Successor Agency fund is used to account for assets held for Foster City’s Successor Agency to the City’s former CDA. The Successor Agency Fund is a Private-Purpose Trust Fund that accounts for the accumulation of resources to be used for payments of recognized obligations.

The remaining obligation is the payment of tax increment subsidy and utility allowance for the Marlin Cove Apartments.

The financial activities of the fund are excluded from the Government-wide financial statements but are presented in separate Fiduciary Fund financial statements.

TABLE 3: SUMMARY OF CITY HOUSING FUNDS

FUND TITLE REVENUE SOURCES RESTRICTED PURPOSES

AVAILABLE
FOR

HOUSING

ELEMENT

PROGRAMS

AVAILABLE FUND

BALANCE AS OF
6/30/24
(PRELIMINARY)
122 Low- and
Moderate-Income
Housing Fund
(LMIHF)
Revenue from assets of the
former Community
Development Agency,
including loan repayments
and rental income.

Low- to moderate-income
housing
Yes $1,969,239
124 City Affordable
Housing Fund
Community Development
Agency “boomerang”
funds; payments related to
Foster Square
Affordable housing Yes $708,648
128 General Plan
Maintenance
Fund
Building permit fees Updating and maintaining
the City’s General Plan,
Title 15 Buildings and
Construction Ordinance
and Title 17 Zoning
Ordinance
Yes 2,281,025
137 Commercial
Linkage Fee Fund
Fees assessed on new
commercial development
per Chapter 17.88
Provide housing affordable
to very low-income, lowerincome, and moderateincome households in the city, consistent with the
goals and policies
contained in the city’s
housing element and the
purposes for which the
fees were collected, and
for administration and
compliance monitoring of
the affordable housing
program. (FCMC Section

17.88.060)
Yes $4,795,386

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FUND TITLE REVENUE SOURCES RESTRICTED PURPOSES

AVAILABLE
FOR

HOUSING

ELEMENT

PROGRAMS

AVAILABLE FUND

BALANCE AS OF
6/30/24
(PRELIMINARY)
138 Tenant Relocation
Assistance Fund
City housing funds,
contributions from Essex
Property Trust, and
Permanent Local Housing
Allocation Program (PLHA)
funds
Foster’s Landing tenant
relocation assistance
No Not
applicable
139 Workforce
Housing
Initial appropriation from
Capital Asset Acquisition
and Replacement Fund;
Rental income from
22_unit Workforce
Housing
22-unit Workforce
Housing; net operating
income (net income after
expenses) to be repaid to
Capital Asset Acquisition
and Replacement Fund 326
per City Council direction
No Not
applicable
140 Equipment
Replacement
Fund – Workforce
Housing
Rental income from
22_unit Workforce
Housing
Equipment replacement at
22-unit Workforce Housing
No Not
applicable
145 Local Housing
Trust Fund
Transfers from Commercial
Linkage Fees or other
sources, County awards
(includes $198,000 award
for Existing Unit Purchase
Program -2 units
rehabilitation)
Restricted per source fund
requirements
Yes $550,000
604 Successor Agency
of Community
Development
Agency
County reallocation of tax
increment from
redevelopment project
areas
Obligations of the former
Community Development
Agency
No Not
applicable
Fund
Account
to be
created
Below Market
Rate housing inlieu fee
In-lieu fees assessed on
new residential
development per Chapter

17.90; allowed for
fractional unit
requirements or as option
for developments of five
(5) to nine (9) units
Provide, or assure the
continued provision of,
below market rate
dwelling units to extremely
low-income, very lowincome, lower-income, and
moderate-income
households in the city
(FCMC Section

17.90.100.C)
Yes 0
B. COUNTY FINANCIAL RESOURCES
The County of San Mateo offers two Notices of Funding Availability (NOFAs) per year – one in January and one in April. The County-administered funds come from county, state, and federal sources. The City of Foster City has been awarded nearly $200,000 in loaned funds for

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rehabilitation of two of the Existing Unit Purchase Program Homes to transition them to future supportive housing. The City has two (2) years to spend the funds.

The second NOFA is for low interest loans for development construction. Foster City did not have an active project for the 2024 NOFA. However, staff may apply for a future NOFA if the City of Foster City partners with a nonprofit affordable housing developer and has a specific site eligible for development. This type of funding is typically used for 100% affordable projects that need to assemble financing from multiple sources to make the development possible. The use of this type of funding includes a requirement to comply with prevailing wage, so is not usually attractive to developers of mixed-income projects. The Alma Point 100% affordable project utilized County funds through this process.

In addition to the two NOFAs named above, the County also offers discretionary funding through Measure K. Measure K is a half-cent, countywide sales tax. The measure was placed on the November 2016 ballot to extend a previously approved half-cent tax until 2043 with the goal of providing local funds for local needs.1 Measure K funding is allocated annually for the County by the County Board of Supervisors for seven (7) categories of need, including:
 Public Safety
 Health and Mental Health
 Youth and Education
 Housing and Homelessness
 Parks and Environment
 Older Adults and Veterans Services
 Community Services
The city submitted an application for $35,000 on August 2, 2024 for Measure K funds to support a pilot Emergency Rental Assistance Program (ERAP). The goal of the ERAP is to provide one-time emergency rent relief of one (1) month of rent up to a maximum of $3,000 for Foster City renters who are at risk of displacement within the next three (3) months. Staff will draft the details of the pilot program and present it to the City Council at a future meeting. While the amount of funding requested is relatively small, the fund has the potential to help a minimum of 10 tenants with one-time grants up to $3,000 each. The total amount being requested is $35,000 including $5,000 for administration of the program.

In addition, the County separately tracks one-time loans and initiatives that are funded at the recommendation of a member of the Board. These initiatives are approved by the full Board of Supervisors outside of the budget process to quickly meet unanticipated needs, leverage other funding sources and fill critical service gaps. These are collectively categorized as “District Specific” or “District Discretionary” initiatives. For fiscal year 24-25, the County Board of Supervisors has allocated $4 million to discretionary grant funding to cover funding gaps in 1 From the County’s Measure K Website: About Measure K – San Mateo County Measure K (smcmeasurek.org).

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affected County services within the Board priority areas of Children, Families and Seniors; Housing and Homelessness; and Emergency Preparedness.

C. REGIONAL FINANCIAL RESOURCES
Housing Endowment and Regional Trust (HEART)
HEART is a 501(c)(3) that was founded in 2003 as a public/private partnership among the cities in San Mateo County, the County, and the business, nonprofit, education, and labor communities to create more affordable housing in San Mateo County. To date, HEART has invested over $19 million to fund over 1,300 affordable homes. HEART’s programs include First-Time Homebuyer down payment assistance loans, loans to nonprofit developers to build or renovate affordable apartments near transit, and ADU plans and handbook. HEART notes on their website that for the developer loans, preference will be given to applications offering a greater number of affordable units, based on HEART funding per unit, and/or deeper affordability targeting. As well as in areas that include, but are not limited to: disadvantaged communities, infill development, and high/low resource and high segregation and poverty areas; high-density developments in Location Efficient Communities; and/or projects with proximity to public transportation.

HIP Housing
HIP Housing, under agreement with Foster City, provides a Home Sharing program that matches people who have space in their home to share, with people who are searching for an affordable place to live. HIP also provides a Self Sufficiency Program that provides housing scholarships and intensive trauma-informed case management to low-income parents and emancipated foster youth. HIP Housing Affordable Ventures (HHAV) also manages the six City-owned units in the Existing Unit Purchase Program as well as the 22-unit City-owned Workforce Apartments.

Bay Area Housing Finance Authority (BAHFA)
This regional housing finance authority was established by Assembly Bill 1487 in 2019. Several pilot programs have been initiated, including a pipeline pilot to provide an inventory of affordable housing projects in the pipeline but for which not all funding is secured, preservation programs, and anti-displacement pilot programs. The primary focus is on the 2024 Bay Area Affordable Housing Bond, a potential regional bond measure for the November 2024 ballot to generate $20 billion to build more affordable homes and keep existing homes affordable. Of the proceeds, $2.1 billion is expected to be allocated to San Mateo County. Each county receiving direct funds from the Bond must adopt expenditure plans describing how they will use their funds and the outcomes they hope to achieve. The county plan would be approved by the Board of Supervisors and must demonstrate that the county has consulted with all cities in their county that are not receiving a direct allocation of funds. The county plan would then be required to be approved by BAHFA.

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D. STATE AND FEDERAL FINANCIAL RESOURCES
The State of California’s Housing and Community Development Department (HCD) issues multiple Notice of Funding Availability (NOFA) opportunities annually. See NOFA Calendar 2024- 2025 for the full NOFA Schedule for HCD.

Table 4 summarizes state issued NOFAs that staff will monitor and review for potential application.

TABLE 4: HCD NOFA SUMMARY

PROGRAM NAME(S) DEADLINE TO APPLY COMMENTS
Affordable Housing and
Sustainable Communities
Program
January – issued
March – application
due August-awards
Funds projects that implement land-use, housing,
transportation, and agricultural land preservation
practices that reduce GHG emissions.

Review eligibility requirements and monitor for 2025-
2026. Foster City might not qualify due to lack of transit options. We may be eligible for ICP (Integrated
Connectivity Project) which requires qualifying transit (generally transit that is directly operated by a public entity with a minimum of service stops during peak hours at the site under development) Would likely include a
partnership with an affordable housing developer.

Local Housing Trust Fund
Program
LHTF – NOFA
published 7/9/2024;
due by 9/17/2024
The City of Foster City set up a LHTF in order to be eligible to accept funds from the California LHTF Program. For this NOFA, the City must leverage at least $500,000 in funds.

Program funds shall be used for construction loans and/or deferred payment permanent financing loans at rates not more than 3% per annum. There are income target
requirements. Funds can be used for ADU/JADU with a
deed restriction for a minimum of 10 years.

Multifamily Super NOFA –
Multifamily Housing
Program;
MF – NOFA to be
determined; likely
around July 2024
The MF SuperNOFA is for affordable housing developers
and would require a partnership. Provides long-term,
deferred payment loans for new construction, rehab, and preservation of low-income rental housing.

Permanent Local Housing
Allocation (PLHA)
Over the counter
applications closed
May 1, 2024
Monitor for future opportunities – Foster City applies
through the County of San Mateo.

Prohousing Incentive
Program (PIP)
PIP-NOFA in August
2024; applications due
in December 2024;
awards in March 2025
The PIP is a point-based application scoring policies and regulations that go beyond the minimum statutory
requirements to promote housing. On August 1, 2024,
HCD announced 19 jurisdictions to receive $15 M. Next
round is due in December 2024; would require that the
City of Foster City to apply for prohousing status with the State of California.a
Homekey 3.0 Rolling awards Review program to determine eligibility.

CDBG Foster City must apply
through the County
Review eligibility requirements for program.

HOME Investment
Partnerships
Review eligibility requirements for program.

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PROGRAM NAME(S) DEADLINE TO APPLY COMMENTS
HOME American Rescue Plan
(HOME-ARP)
Review eligibility requirements for program.

National Housing Trust Fund Review eligibility requirements for program. a
See Prohousing Incentive Program (PIP) application for specific requirements.

Additional Information on Specific Funding Sources
Low-Income Housing Tax Credits (LIHTC)
The California Tax Credit Allocation Committee (CTCAC) allocates federal and state tax credits to the developers of affordable housing for households at 30% to 80% of median-income. This is a competitive process. Metro Senior Apartments, Miramar Apartments, and Alma Point Senior Apartments utilized tax credits.

Community Development Block Grant (CDBG)
CDBG is a federal program providing funds to jurisdictions that meet certain population thresholds. The jurisdiction can use the funds for a wide variety of purposes such as social services, capital projects, and affordable housing developments. Foster City does not meet the 50,000-population requirement to be an “entitlement city” and receive its own allocation of CDBG funds. The City has participated with San Mateo County via a Cooperation Agreement since 1975. Participation as part of the “Urban County” increases the amount of funds that come to the County for housing programs and makes the City eligible for grant opportunities or other programs that utilize these funds. The City has utilized these funds through the Rehabilitation Loan Program (now discontinued) and funding through other organizations, such as Rebuilding Together Peninsula. The Alma Point affordable housing project by MidPen Housing was able to use HOME funds, in part because the City had a Cooperation Agreement.

Housing and Urban Development Department (HUD)
HUD awards discretionary funding through over 20 Grant programs that support HUD initiatives, including Affordable Housing Development and Preservation, Community and Economic Development, Environment and Energy, Fair Housing, Homelessness, Homeownership, Rental Assistance, Supportive Housing and Services. NOFAs are released at various times during the year and applications are generally due in May through November, depending on the program.

Permanent Local Housing Allocation (PLHA)
PLHA funds are awarded similar to the CDBG program. The funds can be used for a variety of projects and programs that assist in addressing housing needs. The City is able to participate through the County.

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Section 8 Housing Choice Vouchers
The Housing Choice voucher program is a federal program of the Department of Housing and Urban Development (HUD) administered by the San Mateo County Housing Authority. The voucher provides rental subsidies to low-income households to pay the difference between 30% of their income and the federally approved payment standard. The program allows households to find their own housing. Foster City adopted Chapter 5.72 in 2013 requiring landlords of a structure with more than ten units to accept Section 8 and other types of rental vouchers.

Effective January 1, 2020, California source of income protections went into effect requiring all landlords in California to accept Section 8 and VASH (Veteran) vouchers and other forms or rental assistance.

Veterans Affairs Supportive Housing (VASH) Vouchers
The VASH voucher program combines HUD’s Housing Choice Voucher rental assistance for homeless veterans with case management and clinical services provided by the Department of Veterans Affairs.

Other State Resources
Many other housing funding programs are administered by HCD. Housing developers and housing organizations are also eligible to apply for many of these programs.

E. EXISTING AND PROJECTED REVENUES FROM EXISTING SOURCES Existing funding resources as of the beginning of FY 2024-25 are shown in Table 5 below. The existing funding resources total is approximately $8.0 million. Table 5 does not include Fund 128 General Plan – Building and Construction Ordinance – Zoning Code Maintenance Fund that can be used to fund amendments to the General Plan and municipal code.

Projected revenues based on existing funding resources and likely revenues are shown in Table 6 below. The beginning balance of $8.0 M is anticipated to grow to $8.4 M by FY 2029-30. Because future revenue is primarily dependent on commercial development to generate commercial linkage fees, the timing of future revenue is not very predictable. This reinforces the need to leverage the City’s existing funds as much as possible, i.e., to use funds as a match for County, State, or Federal funds.

The County Loan for Existing Unit Purchase Program (EUPP) renovation is shown as approved by the County, and if accepted by the City will be restricted to the EUPP Renovation project.

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TABLE 5: EXISTING FUNDING RESOURCES
FUND
122 124 137 145-LHTF TOTAL NOTES
Beginning balance 6/30/24 (Preliminary $2,475,623 $708,648 $5,405,386 0 $8,589,657 Cash assets Reserve $300,000 for EUPP Property Reserve -$300,000 -$300,000 Transfer Commitment for EUPP County Match -$50,000 $50,000 0 Reserve for FY 2024/25 Budget -$156,384 -$110,000 -$266,384 includes some program funds Transfer per FY 2024/25 Budget -$500,000 $500,000 0
Total Available $1,969,239 $708,648 $4,795,386 $550,000 $8,023,273 TABLE 6: PROJECTED REVENUES: FY 2024-25 TO FY 2028-29

FISCAL YEAR

RESOURCES

BALANCE
6/30/2024 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 2029-2030 NOTES Balance – Combined Funds $8,023,273 $8,058,273 $8,292,093 $8,327,093 $8,362,093 $8,397,093 City Affordable Housing Fund 122 $1,969,239 1, 4
City Affordable Housing Fund 124 $708,648 $35,000 $35,000 $35,000 $35,000 $35,000 $35,000 2,5 Commercial Linkage Fund 137 $4,795,386 3,6
LHTF Fund 145 $550,000
County Loan for EUPP Renovation
(approved by County) 198,820
Total Resources $8,023,273 $8,058,273 $8,292,093 $8,327,093 $8,362,093 $8,397,093 $8,432,093 Notes:

1. Beginning balance is cash as of 6/30/24 less funds needed for EUPP match to County funds, FY 24-25 budget and $300,000 property reserve.

2. Beginning balance is cash as of 6/30/24.

3. Beginning balance is cash as of 6/30/24 less funds for FY 24/25 budget, and $500,000 transfer for LHTF NOFA approved in FY 24/25 budget.

4. Fund 122 source of funds is income from CDA assets; expenditures estimated to match revenues based on past 5 years; not included is income from Emerald Bay ownership units; affordability restrictions expire in 2026 – first sale or refinance after expiration requires equity share with City (estimate: 7 units x average $200K = potential $1.4M)

5. Fund 124 source of funds is primarily RDA boomerang funds & Foster Square loan repayments. Revenue based on average of past 5 years not including PLHA grant.

6. Commercial Linkage Fees require spending within 5 years of receipt.

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6. Staffing Resources
A. FOSTER CITY
The implementation of the Housing Element is primarily the responsibility of the Community Development Department. The Community Development Department’s two divisions each play a key role in supporting the provision of housing. The Planning/Code Enforcement Division ensures that new developments meet City standards as provided in the General Plan, Municipal Code, and other City policies. The City Council approved the position of Housing Coordinator in FY 2022-23. The position was filled in January 2023. The Housing Coordinator monitors developments with below market rate units subject to Affordable Housing Regulatory Agreements, including review of annual reports and advising on issues as they arise. This includes the six City-owned units in the Existing Unit Purchase program and the new 22-unit Workforce Apartments project. The Planning/Code Enforcement Division staff also oversee implementation of other programs of the Housing Element. The Code Enforcement program is responsible for maintaining the appearance of the community in accordance with the requirements of the Municipal Code.

The Building Inspection Division is responsible for ensuring that all construction project permitting within the City complies with the California Building Code, the Foster City Municipal Code and all other applicable codes and regulations.

The City utilizes consulting services when necessary to provide expanded capacity.

Funding is primarily from the General Fund with additional funds from Fund 128 General Plan – Building and Construction Ordinance – Zoning Code Maintenance Fund for work involving amendments to the General Plan and building and zoning regulations in the Municipal Code.

Figure 1 illustrates the make-up of the Community Development Department.

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FIGURE 1: COMMUNITY DEVELOPMENT DEPARTMENT ORGANIZATION CHART

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B. SAN MATEO COUNTY
The San Mateo County Department of Housing includes the Housing & Community Development (HCD) and the Housing Authority of the County of San Mateo (HACSM). The HACSM administers the HUD Section 8 Housing Choice Voucher Program. The HCD team administers the County’s Affordable Housing Fund and other housing programs.

The San Mateo County Department of Housing provides support to city staff by advising the city regarding the applicability of County NOFA opportunities to meet the city’s needs, including helping to ensure the proposed program meets the requirements of the specific funding source.

When there is a specific housing development requesting funding, such as Alma Point, the county provides support and assistance in securing funding from various sources.

The San Mateo County Human Services Agency coordinates programs to address homelessness in San Mateo County.

C. PARTNERSHIPS
Foster City works with many local partners to provide and support housing opportunities. Some of these include:
 Bridge Housing: Owns and operates the 100% affordable Metro Senior Apartments; City staff serves on the Board of Directors for Metro Senior Apartments.  MidPen Housing: Owns and operates the 100% affordable Alma Point Senior Apartments.  Property Managers of Mixed-Income Apartment Developments: This includes the property managers at several apartment developments: Marlin Cove, Miramar, Plaza, Triton, and 100 Grand.
 CALL Primrose Center: Provides food assistance to low-income individuals, families, and seniors.
 LifeMoves: Provides interim housing, supportive services, and building collaborative partnerships to end homelessness.
 Rebuilding Together Peninsula: Home repairs for low-income homeowners.  Samaritan House: Delivers essential services and support to help people living in poverty to achieve financial independence and remain active, successful part of our community.

Services include but are not limited to meals, financial assistance, jobs, shelter, free clinic. .  Project Sentinel: a nonprofit organization that supports tenants in navigating fair housing disputes and provides fair housing training opportunities for jurisdictions and nonprofits.

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7. Strategies and Actions
A. GUIDING PRINCIPLES
The Community Development Department’s strategies and actions to implement the Housing Element include focus on the following six guiding principles, listed in priority order:

1. Leverage Funding: actively explore new funding sources and leverage existing funding by pursuing matching funds to maximize the City’s ability to provide funding for housing programs.

3. Facilitate Special needs: develop incentives and reduce barriers to access for seniors and those with special needs or disabilities. Engage in strategic partnerships with nonprofit agencies and developers.

4. Support Preservation: create incentive programs and improvements in communication of services available to assist owners in preserving and maintaining their housing units.

5. Protect Tenants: ensure that planned and existing market rate and below market rate rental units are well managed and in compliance with laws, including fair housing and antidiscrimination laws, regulatory agreements, policies, and BMR Guidelines.

B. SUMMARY OF STRATEGIES AND ACTIONS
Implementation of the Housing Element centers on the housing unit production goal of 1,896 units (777 market rate and 1,119 below market rate), the City of Foster City’s assessed production target. To reach the assessed target for below market rate units, the City of Foster City must either facilitate development of a substantially greater number of market rate units than the targeted and/or the City must facilitate development of 100% affordable projects. In addition to new production, implementation includes preservation of existing affordable units and providing fair housing and other program information and services.

Challenges to implementation include:
 Economic conditions – current costs of construction/labor, high interest rates, unemployment rates, the sharp downturn in the tech industry, inflation, etc.  Foster City’s location away from the Caltrain corridor – due to the lack of a major public transportation corridor running through Foster City, the City is not eligible for funding reserved through MTC/ABAG for priority development areas (PDAs) as outlined in Plan Bay

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Area, and other transit-oriented development (TOD) funding opportunities offered at the federal and state level.
 Foster City’s land constraints – lack of available land for development.  Foster City’s development impact fees and current inclusionary requirement of 20% of units contribute to the cost of building new housing units.
 Limited local funds for housing – Foster City’s current affordable housing fund balance of $8M is very limited in the high-cost housing market of San Mateo County.

Key strategies and actions for implementing the Housing Element include:

A. OBTAIN AND LEVERAGE FUNDING

1. Leverage available City funding by using it as a match to obtain grants and loans for housing unit production and other programs.

The City’s recent creation of the Local Housing Trust Fund, facilitates the ability to leverage existing commercial linkage fee funds to apply for the State’s Local Housing Trust Fund NOFA. Programs utilizing the State LHTF must comply with State LHTF program requirements, including income targeting and prevailing wage requirements.

Apply for HCD’s 2024 LHTF NOFA, due in September 2024. If awarded to the City, funds must be distributed by the City in the form of loans. Proposed uses of the funds include:
a. Assistance to housing developers of very low- and low-income units (H-A-5-e) b. Low-income homeowner rehabilitation loan program (H-B-2-a) c. ADU financial incentive program (H-D-4-b)

2. Prioritize at least some funds to provide incentives for low-income ADUs as the option most likely to result in new units with limited City funds.

This is part of the proposal for HCD’s 2024 LHTF NOFA. Some of the funds would be used for low interest loans in exchange for a 10-year commitment that the ADU would be rented at affordable rates.

3. Prioritize some funds to offer financial subsidies for partnerships with housing developers.

This is part of the proposal for HCD’s 2024 LHTF NOFA. Some of the funds would be used for low interest loans to housing developers for creation of affordable housing units.

4. Create and implement a plan for rehabilitation of EUPP homes for supportive housing.

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cost or more. Therefore, staff recommends delaying use of the funds, which will likely require a future application, to give staff time to explore the potential for future County NOFAs to fund rehabilitation of the additional four EUPP units to consolidate the environmental review to one project, and to prepare a long-term strategy for the EUPP units for City Council guidance and review.

5. Obtain funding for preservation of units for low-income households and those with special needs.

This is part of the proposal for HCD’s 2024 LHTF NOFA. Some of the funds would be used for low interest loans to lower-income owners to improve their homes.

Look for additional funding in the form of loans or matching grants to assist low-income households or partnerships with nonprofits that can assist low-income and special needs households.

6. Obtain funding for Housing Element programs such as programs requiring workshops, significant outreach, acquisition of software, and financial incentives (e.g. energy efficiency) for which funding might be available.

A tenant-landlord education workshop is scheduled for August 28, 2024 in partnership with Project Sentinel.

7. Monitor funding sources at the local, state, and federal level for potential sources of funding.

Staff are continually monitoring funding sources at the local, state, and federal level for potential opportunities.

Staff recommends exploring the ProHousing Incentive Program (PIP) for the next round of funding.

B. PROVIDE INCENTIVES

1. Provide administrative incentives to developers and property owners, consisting of streamlined protocols and requirements and reduced fees for and permitting.

Staff has implemented a number of administrative streamlining efforts already and continues to make improvements to forms, protocols, and the City’s website and to create expedited processing opportunities for specific programs.

2. Provide financial incentives to facilitate and encourage production of units such as subsidies for below market rate unit production, especially for extremely low- and very low-income units (including ADUs/JADUs), subsidies for 100% affordable

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projects, and incentives to reduce the cost of compliance such as waiver of rental registry fees for projects that meet certain conditions. Staff held a roundtable with nonprofit and for-profit housing developers in June 2024 to learn more about constraints and to explore ways the City can facilitate housing production.

For funding incentives, staff will research grants and NOFAs and conduct an analysis on potential opportunities for subsidies or fee waivers based on existing fund balances and potential NOFA funding opportunities. Subsidies of ADUs/JADUs are likely to be the most cost effective subsidies to produce new units if owners will accept the deed restriction requirement that is a term of HCD’s LHTF program.

For the September 2024 application to HCD for LHTF matching funds, proposed uses of the LHTF funds include:
a. Assistance to housing developers of very low- and low-income units b. Low-income homeowner rehabilitation loan program
c. ADU financial incentive program
C. FORM PARTNERSHIPS

1. Conduct extensive outreach to both for-profit and non-profit developers and owners to form partnerships and promote development of opportunity sites.

2. Explore flexibility in implementation of the City requirements, such as assistance with impact fee payments or other requirements, that may assist in financing of housing development.

D. MONITOR CONSTRAINTS TO IMPLEMENTATION

1. Continue roundtable discussions with housing developers to better understand potential ways that the City can help mitigate constraints to housing development.

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C. HOUSING ELEMENT IMPLEMENTATION ACTIONS FOR 2024
Table 7, Housing Element Implementation Actions for 2024, summarizes the core guiding strategic principles, notes whether additional funding is needed, and describes the planned actions. Note that programs that are “ongoing” are not included in order to focus on implementation of new programs. Programs completed in 2023 are also not included.

Actions are color coded as follows:

COLOR CODING LEGEND
Action Items:

Complete Action Items
Actions Requiring Outreach, Engagement,
Partnerships
Actions Requiring Policy and/or Code
Amendments, Plan Updates
Actions Requiring Finance and Funding
Programs through NOFAs or budget allocation
Actions Requiring Streamlining Efforts
Actions that are Other Programs/Tools
TABLE 7: HOUSING ELEMENT IMPLEMENTATION ACTIONS FOR 2024

PROGRAM TITLE

GUIDING

PRINCIPLES

ADDITIONAL FUNDING

NEEDED ACTIONS
H-A-5-e NOFAs for
Affordable Housing
Funding
Production
YES: propose HCD
LHTF & City match
Create a Foster-City issued NOFA program by
December 2024 for implementation in 2025.

Funds for this are proposed to be included in the
proposal for HCD LHTF funding.

H-B-2-a LowerIncome Homeowner
Rehabilitation Loans
Funding
Preservation
YES: propose HCD
LHTF & City match
Use already drafted program (prepared for
County NOFA) to request funds from HCD LHTF.

Propose loans up to $100,000 at 3% interest,
deferred. Issue a Foster City RFP for
administration of the program and seek funding
opportunities from other sources (e.g., solar).

Partner with a nonprofit such as Habitat for
Humanity to administer the program. Advertise
program in the Islander, Housing Newsletter,
website and launch at a public workshop with
homeowners.

H-B-2-b Facilitate
Non-Profit
Rehabilitation/
Funding
Preservation
YES; request budget
from City housing
funds
Partner with HIP Housing, Rebuilding Together,
or another nonprofit to provide these services for
low-income homeowners. Issue a rebate program

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PROGRAM TITLE

GUIDING

PRINCIPLES

ADDITIONAL FUNDING

NEEDED ACTIONS
Maintenance
Assistance
for up to $5K for very low-income homeowners.

Create advertising for program; launch at public
workshop.

H-D-4-b ADU/JADU
Financial Incentive
Program
Funding
Production
YES: propose HCD
LHTF & City match
Develop low-income ADU/JADU loan program by
December 2024 (LHTF funds must be disbursed
as loans). Propose loans up to $100,000 at 3%
interest, deferred. Advertise incentives and hold
workshop for program in early 2025.

H-D-4-g Multi-Family
ADUs
Production Maybe Develop incentives by December 2024. Look for incentives that don’t trigger prevailing wage
requirements. Conduct outreach to two
properties per year beginning in 2025.

H-F-1-j Public
Investment in
Accessibility
Funding
Special Needs
YES: funded through
CIP
ADA Transition Plan is planned for completion in
2024. This is being done by the Public Works
Department.

H-B-3-d Climate
Action Plan
Sustainability Maybe able to benefit
from other funding
opportunities
Draft is underway. Complete and present to City
Council for approval by December 2024. Adopt
CAP implementation programs by December
2024. Seek NOFA opportunities for
implementation programs as appropriate upon
approval.

H-C-1-b Amend
Percentage of BMR
Units in Conversions
(Chapter 17.76 of
Municipal Code)
Production Fund 128: General
Plan/Code
Maintenance in FY 24-
25 Budget
Prepare staff report and draft resolution for
approval by December 2024.

H-C-3-b AntiDisplacement
Strategy
Protection Fund 128: General
Plan/Code
Maintenance in FY 24-
25 Budget
Review other jurisdictions’ Strategies, including
Redwood City and San Mateo. Engage with 21
Elements participants for peer review and
research. Prepare draft Strategy for City Council
approval by December 2024. Implement in 2025.

H-D-4-c Pre-reviewed
ADU/JADU Designs
and Expedited Review
Production Adopted by City Council on 8/5/2024. Coordinate with HEART to use their designs and IDEC to prereview the designs; prepare content for HEART website and forms for FC; adopt a process for
people to apply to have a design pre-reviewed by
December 2024.

H-D-4-f Objective
Design Standards for
ADUs
Production
Sustainability
Fund 128: General
Plan/Code
Maintenance in FY 24-
25 Budget
Prepare ODDS for ADUs by December 2024.

H-D-6-c Amend
Parking Requirements
Production
Sustainability
Fund 128: General
Plan/Code
Maintenance in FY 24-
25 Budget
Prepare report for and present to Planning
Commission and City Council by December 2024.

H-D-6-f SB9 Objective
Design Standards
Production
Sustainability
Fund 128: General
Plan/Code
Maintenance in FY 24-
25 Budget
In progress. Amend Zoning and Subdivision
regulations in compliance with SB9 to allow
additional housing units on single-family parcels
by December 2024.

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PROGRAM TITLE

GUIDING

PRINCIPLES

ADDITIONAL FUNDING

NEEDED ACTIONS
H-F-1-i Community
Care Facilities
Funding
Special Needs
Fund 128: General
Plan/Code
Maintenance in FY 24-
25 Budget
Amend Municipal Code by December 2024
H-F-2-d Emergency
Shelter Zoning
Special Needs Fund 128: General
Plan/Code
Maintenance in FY 24-
25 Budget
Amend Chapter 17.82 by May 2024.

H-G-2-e Rental
Registry
Protection MAYBE: Fund 137;
some funds in CDD
budget in FY 24-25
In progress. RFP to be issued in August 2024 for a
consultant to provide software and professional
services with final selection of consultant in
October 2024 and implementation of program in
2025. Develop rental registry program and report
to City Council by December 2024.

H-D-4-j ADUs and
JADUs in Religious
and Institutional Uses
and School Sites
Production Amendments to zoning completed. Develop plan for outreach in 2024; begin meetings in 2025.

H-D-5-a School Sites Production Amendments to zoning completed. Develop plan for outreach to school district and private schools
in 2024; begin meetings in 2025.

H-D-5-b Religious and
Nonprofit-Owned
Sites
Production Amend zoning regulations by December 2024;
Develop plan for outreach plan in 2024; begin
meetings in 2025.

H-D-6-a Minimize
Governmental
Constraints
Production Held workshop with developers and nonprofits in June 2024. Develop list of streamlining efforts
and methods to reduce barriers; implement
streamlining programs by December 2025 and
repeat process in 2028.

H-E-3-c Cooperative
Ventures
Funding
Production
Special Needs
Held workshop with developers and nonprofits in
June 2024. Continue with follow-up to encourage
cooperative ventures.

H-E-9-a Family
Friendly Housing
Funding
Production
Special Needs
Report to Council by December 2024
H-E-9-b Small
Housing Units
Funding
Production
Special Needs
Sustainability
Amend Zoning Regulations by December 2024;
conduct outreach at least annually with news
articles and through roundtable meetings.

H-F-1-f Support
Services for Special
Needs Population
Funding
Production
Special Needs
Hold workshop with service providers and
develop plan by December 2024. Implement plan
by December 2025
H-G-1-a NonDiscriminationProtection City website was updated in 2023; hold information session in 2024 and annually
thereafter. Workshop is scheduled for July 24,
2024.

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PROGRAM TITLE

GUIDING

PRINCIPLES

ADDITIONAL FUNDING

NEEDED ACTIONS
H-G-2-b Fair Housing
Training for Landlords
and Tenants
Protection Partner with Project Sentinel. Workshop is
scheduled for July 24, 2024. Conduct annual
workshops,
H-G-2-d Multi-Lingual
Tenant Resources
Special Needs Coordinate with local and regional agencies that provide multilingual fair housing education
services. Website has been updated to provide
forms in multiple languages. Staff is coordinating
with Project Sentinel to help identify resources to
assist as needed.

H-G-3-b Expand Bus
Service
Sustainability Amend application submittal requirements for developers to include TDM plan for expanded bus
service. Complete amendments to forms by
December 2024
H-C-2-a Monitor
Affordable Housing
Regulatory
Agreements
Protection Major update to BMR Guidelines was completed in December 2023. Minor updates to the BMR
Guidelines will be issued as needed; prepare
package of revisions to regulatory agreements
and Letter Agreements for BMR developments
for which the City and the developer mutually
agree to revisions by December 2025. Annual file
audits take place annually and training is
provided to property managers quarterly.

H-F-1-c Adaptable/
Accessible Units for
the Disabled
Funding
Production
Special Needs
BMR Guidelines and Municipal Code Chapter

17.90 were updated in December 2023.

H-F-1-g Extremely
Low Income Units for
Special Needs
Production
Special Needs
BMR Guidelines and 17.90 were updated in
December 2023.

H-F-1-h Age Friendly
Initiative
Funding
Special Needs
Plan was completed in 2023.

D. FUNDING RECOMMENDATIONS
In addition to the programs noted above in Table 7 as needing funds, several programs are included in the Housing Element for later years that would also require funding. These programs could be considered if there’s a new infusion of funds from commercial linkage fees:
 H-E-1-b: New Units for City-Owned Affordable Housing Program. If funds are available, purchase existing older single-family or duplex units or other units to provide affordable rental housing for larger families.
 H-E-5-a: New Agreements for Affordability of Existing Rental Units. If a source of funding can be identified, work with owners of existing market rate rental units to include affordability agreements.

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 H-F-1-e: Home Sharing for Special Needs Population. Support the HIP Housing Home Sharing Program as part of a collection of policies programs and practices for addressing special housing needs, including seniors, those living with disabilities, those at risk of homelessness and female householders.

Note: a funding amount is included in the funding recommendations for a program to be developed to offer a financial incentive to encourage home sharing for people with special needs.
 H-F-2-a: Emergency Housing Assistance. To the extent funds are available, participate and allocate funds, as appropriate, for County and non-profit programs providing emergency shelter and related counseling services. (Note: this has been included in the City’s annual budget.)
 H-F-2-b: Emergency Shelter Uses. To the extent funds are available, the City will contribute to non-profit agencies involved in providing housing for the homeless in San Mateo County. (Note: this has been included in the City’s annual budget.) The units in the EUPP will require renovation in future years prior to transition to supportive housing (and also would require renovation even if retained as affordable rentals). Staff will develop a draft renovation schedule and transition plan for a City Council Study Session and Council direction at a future date:
 H-E-1-a: Existing Unit Purchase Program-Opportunities for Supportive Housing. Implement the tenant preferences adopted in January 2023 for the Existing Unit Purchase Program (Cityowned units) so that when vacancies occur, housing providers have an opportunity to propose renting the unit to provide supportive housing for people with disabilities and if no acceptable proposals are received, then continue to maintain the existing units owned by the City as rentals for large very low- and low-income families.

Based on the analysis of funds available and the outlined strategy, Table 8, Proposed Funding Summary by Program, includes a funding strategy to utilize existing affordable housing funds together with matching funds to the extent feasible. This proposal includes using 5.49 million in City funds of the available $8.0 million, including $4,675,000 of the $5,405,386 in Fund 137 Commercial Linkage Fee, which has a five-year time limit from the date of each receipt. The funding and implementation of associated programs would be spread out over the six years remaining in the 2023-2031 Planning Period.

The funding strategy outlined in Table 8 may change as additional financial resources are secured or other conditions change, including not being successful in obtaining an award of HCD LHTF monies. Staff will also collaborate with the City Attorney’s office on a more detailed review to ensure that the proposed uses of the funds are consistent with any restrictions for the specific funding sources. Staff is not proposing any spending from Fund 124 at this time in order to maximize the funds spent from Fund 137 Commercial Linkage Fee that have a time limit. The use of Fund 124 may be revisited for future programs.

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TABLE 8: PROPOSED FUNDING SUMMARY BY PROGRAM.

PROGRAM EXPENDITURES FUND 122 FUND 137 FUND 145-LHTFA COUNTY CAL LHTF** TOTAL

AVERAGE

PER YEAR
H-E-1-a EUPP Renovation (2 units)b 50,000 198,000 248,000 TBD H-E-1-a EUPP Renovation (4 units) –
future yearsb
400,000 Apply 400,000 TBD
H-E-1-a Convert EUPP to Special Needs –
future years 100,000 Apply 100,000 TBD
Programs part of HCD LHTF
application:

H-D-4-b ADUs-low interest loansc 750,000 750,000 1,500,000 250,000 H-A-5-e Development at MF sites –
incentives – NOFA 3,000,000 3,000,000 6,000,000 1,000,000 H-B-2-a Low-income homeowner rehab
loansd
500,000 500,000 1,000,000 166,667
LHTF Program Administration
(limited to 10%) 425,000 425,000 850,000 141,667
H-B-2-b Homeowner rehab minor grants 20,000 20,000 3,333 H-F-1-e Homeshare for special needs
incentives 125,000 125,000 20,833
H-G-2-e Rental Registry 120,000 120,000 20,000
TOTAL $570,000 $245,000 $4,675,000 $198,000 $4,675,000 10,363,000 a
Proposed for application due in September 2024, to be transferred from Fund 137. b Long term strategy for EUPP units is being prepared.
c Draft proposal: up to $100,000 loan at 3% interest, deferred; 15 units. d Draft proposal: up to $100,000 loan at 3% interest, deferred; 10 units. ** Projection based on draft application, subject to approval by HCD.

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8. Implementation by Year
The Housing Element covers the years 2023 through 2031. Table 9 shows the year or years for completion of each of the implementation programs. The measures with “Annual or Ongoing” requirements are listed at the end of the table.

COLOR CODING LEGEND
Action Items:

Completed Items
Actions Requiring Policy and/or Code
Amendments, Plan Updates
Actions that are Other Programs/Tools
Actions Requiring Finance and Funding
Programs through NOFAs or Budget Allocation
Actions Requiring Outreach, Engagement,
Partnerships
Actions Requiring Streamlining Efforts
TABLE 9: IMPLEMENTATION PROGRAMS BY YEAR

YEAR DUE
IMP.

PROGRAM ACTION ITEM NOTES
2023 H-A-4-a Adequate Water Supply COMPLETE
2023 H-A-4-b Housing Element Transmittal to EMID COMPLETE 2023 H-A-4-d Water Conservation COMPLETE
2023 H-A-5-c Expand Sources of Funds for City
Affordable Housing Fund LHTF created
2023 H-C-2-c Replacement Unit Requirements Code amendment completed but will add to submittal requirement handout
2023 H-C-3-a
Anti-Displacement Plan for
Redevelopment of Existing Multifamily
Developments
Code amendment completed but will add to
submittal requirement handout
2023 H-D-1-b
General Plan and Zoning Amendments to
Facilitate Housing on Housing
Opportunity Sites in the Sites Inventory

COMPLETE
2023 H-D-4-d Improved Public Information on ADUs COMPLETE 2023 H-D-4-i
Provide New Housing Choices and
Affordability in High Opportunity Areas
through Additional ADUs in R-1 Zoned
Areas

COMPLETE
2023 H-D-6-e Multi-Family Objective Design Standards
(17) Adopted in 2024; Users’ Guide in progress

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YEAR DUE
IMP.

PROGRAM ACTION ITEM NOTES
2024 H-A-5-e NOFAs for Affordable Housing (1) Address in Roadmap & HCD LHTF application 2024 H-B-2-a Lower-Income Homeowner
Rehabilitation Loans Include loan program in HCD LHTF application 2024 H-B-2-b Facilitate Non-Profit
Rehabilitation/Maintenance Assistance
Develop program to work with Rebuilding
Together or similar
2024 H-B-3-d Climate Action Plan In progress
2024 H-C-1-b Amend Percentage of BMR Units in
Conversions In progress
2024 H-C-2-a Monitor Affordable Housing Regulatory
Agreements Ongoing
2024 H-C-3-b Anti-Displacement Strategy In progress
2024 H-D-4-b ADU/JADU Financial Incentive Program 8 units by 2031; Include loan program in HCD LHTF application
2024 H-D-4-c Preapproved ADU/JADU Designs and
Expedited Review COMPLETE; adopted 8/5/24
2024 H-D-4-f Objective Design Standards for ADUs In progress 2024 H-D-4-g Multi-Family ADUs 70 units by 2031; include with NOFAs per H-A5-e 2024 H-D-5-b Religious and Nonprofit-Owned Sites At least 2 meetings with owners by December 2027
2024 H-D-6-a Minimize Governmental Constraints
Held Roundtable in June 2024; prepare
streamlining amendments by Dec 2025;
Repeat in 2028
2024 H-D-6-b Minimize Zoning Constraints Amend others to further diverse housing types by 2024; In progress
2024 H-D-6-c Amend Parking Requirements In progress
2024 H-D-6-f SB9 Objective Design Standards In Progress 2024 H-E-1-a Existing Unit Purchase ProgramOpportunities for Supportive Housing As vacancies occur; 1 unit converted by 2031;
EUPP long-term plan in progress
2024 H-E-3-c Cooperative Ventures Biannual after 2024; Held Roundtable in June 2024
2024 H-E-9-a Family-Friendly Housing
Report to Council on incentives by Dec 2024;
Facilitate 10 rental units of 3+ bedrooms by
2031; In progress
2024 H-E-9-b Small Housing Units
Amend zoning regs by Dec 2024; Conduct
outreach at least annually; Facilitate 10 rental
units of less than 500 SF by 2031; In progress
2024 H-F-2-d Emergency Shelter Zoning COMPLETE
2024 H-F-2-e Low Barrier Navigation Centers 2023; Check new laws - In progress 2024 H-G-3-b Expand Bus Service In progress – add to submittal requirements 2025 H-A-4-c Update Urban Water Management Plan Assist Public Works with update 2025 H-A-6-a Local Labor Program List Bi-Annual Update
2025 H-B-4-a Update Architectural and Solar
Guidelines for Single Family Homes In progress

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YEAR DUE
IMP.

PROGRAM ACTION ITEM NOTES
2025 H-D-4-e Amnesty Program for Existing
Unapproved ADUs Develop and implement
2026 H-D-1-a Selection of Housing Opportunity Areas As opportunities arise & 2026 review 2026 H-D-3-a Update Planned Development Process
Update to align with objective standards and
retain ability to provide flexiblility and
incentives
2028 H-A5-a Commercial Linkage Fee 2028; Updated every five-to-seven years thereafter
2031 H-A-1-c Future Housing Element Update Due January 2031 Annual or
Ongoing H-A-1-a Annual Tracking of Housing Activity Annually by April 1st in Annual Progress Report (APR) Annual or
Ongoing H-A-1-b No Net Loss/Development Pipeline Monitoring Annually by April 1st in APR; 2027 mid-term
evaluation
Annual or
Ongoing H-A-1-d Evaluate General Plan Amendments for Consistency with Housing Element. Ongoing Annual or
Ongoing H-A-2-a Community Outreach Updates at least twice/year Annual or
Ongoing H-A-3-a Technical Assistance to Non-Profits Annual meetings and/or trainings Annual or
Ongoing H-A-5-b Local, State and Federal Funding for Affordable Housing Annual Annual or
Ongoing H-A-5-d Budgeting for Housing Programs Annual
Annual or
Ongoing H-B-1-a Continue Code Enforcement Ongoing
Annual or
Ongoing H-B-3-a Encourage Energy Conservation 15 EVC; 50 PV permits per year Annual or
Ongoing H-B-3-b Expedited Energy Conservation Permits 80% of expedited permits in 10 bus. days Annual or
Ongoing H-B-3-c Increase Awareness Regarding Energy Conservation Update website annually Annual or
Ongoing H-B-5-a Air Quality Impacts Ongoing
Annual or
Ongoing H-B-5-b Geotechnical Studies Ongoing
Annual or
Ongoing H-B-5-c Seismic Hazards Ongoing
Annual or
Ongoing H-B-5-d Environmental Site Assessment Ongoing
Annual or
Ongoing H-B-5-e NPDES Requirements Ongoing
Annual or
Ongoing H-B-5-f Noise Studies Ongoing
Annual or
Ongoing H-B-5-g Traffic Impacts Ongoing
Annual or
Ongoing H-B-5-h Water Supply Assessment Ongoing
Annual or
Ongoing H-C-1-a Condominium Conversion Regulation Ongoing

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YEAR DUE
IMP.

PROGRAM ACTION ITEM NOTES
Annual or
Ongoing H-C-2-b Continue to Monitor Expiration of Affordability Covenants Include in APR at least 10 years prior to
expiration; Notify owners at least 5 years prior
to expiration
Annual or
Ongoing H-C-3-c Facilitate Resolution of Rental Disputes Ongoing after 2023 update Annual or
Ongoing H-C-3-d Facilitate Tenant Protection Act of 2019 (AB 1482) Provide at least 1 info session per year Annual or
Ongoing H-C-4-a Rental Housing Assistance Information Updated annually after 2023 Annual or
Ongoing H-D-2-a Potential Re-Use of Commercial Sites Biannual report beginning in 7/2026; Reach out to at least 2 owners/year Annual or
Ongoing H-D-4-a ADUs 24 units by 2031
Annual or
Ongoing H-D-4-h ADU Monitoring
Ongoing monitoring; Biannual evaluation
beginning 2025 Apr 1; mid-cycle review in
2027
Annual or
Ongoing H-D-4-j ADUs and JADUs in Religious and Institutional Uses and School Sites outreach to 2 properties/year; 12 units in
religious/institutional uses by 2031; and 12
UNITS IN SCHOOL SITES BY 2031
Annual or
Ongoing H-D-5-a School Sites Minimum of 2 meetings by December 2027 Annual or
Ongoing H-D-6-d Development Impact Fee Waivers Ongoing
Annual or
Ongoing H-D-6-g Employee Housing Act Ongoing
Annual or
Ongoing H-E-1-b New Units for City-Owned Affordable Housing Program As funds are available Annual or
Ongoing H-E-2-a Inclusionary 20% Requirement Ongoing
Annual or
Ongoing H-E-2-b
Affordable Housing Overlay Inclusionary
15% Requirement Including Extremely
Low-Income
Ongoing
Annual or
Ongoing H-E-3-a
Density Bonus for Affordable Housing
Projects Consistent with State Density
Bonus Law
Ongoing
Annual or
Ongoing H-E-4-a Maintain Existing Owner-Occupied BMR Units Annual Monitoring to be reported in General
Plan Annual Report
Annual or
Ongoing H-E-5-a New Agreements for Affordability of Existing Rental Units Meet with at least 1 owner per year; report in
APR
Annual or
Ongoing H-E-6-a Home Sharing Program Ongoing ; At least 5 new matches per year Annual or
Ongoing H-E-7-a Housing Provisions in Development Agreements Ongoing Annual or
Ongoing H-E-8-a BMR Eligibility Guidelines Ongoing
Annual or
Ongoing H-E-10-a Improve Housing Mobility and Increase
Missing Middle Housing Choices
Annual Monitoring to be reported in General
Plan Annual Report; mid-cycle review in 2027
Annual or
Ongoing H-F-1-a Facilities and Services for Special Needs Annual proactive outreach

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YEAR DUE
IMP.

PROGRAM ACTION ITEM NOTES
Annual or
Ongoing H-F-1-b Assistance to Victims of Domestic Abuse Ongoing Annual or
Ongoing H-F-1-c Adaptable/Accessible Units for the Disabled Ongoing Annual or
Ongoing H-F-1-d Reasonable Accommodation Implemented as requests are made Annual or
Ongoing H-F-1-e Home Sharing for Special Needs Population Include in Annual Budget; at least 50% of
matches assist special needs
Annual or
Ongoing H-F-1-f Support Services for Special Needs Population Ongoing Annual or
Ongoing H-F-1-g Extremely Low-Income Units for Special Needs. Annual Annual or
Ongoing H-F-1-h Age Friendly Initiative
Annual or
Ongoing H-F-1-i Community Care Facilities
Annual or
Ongoing H-F-1-j Public Investment in Accessibility Annual; target tracts with higher % disabilities Annual or
Ongoing H-F-2-a Emergency Housing Assistance Annual
Annual or
Ongoing H-F-2-b Emergency Shelter Uses Annual
Annual or
Ongoing H-F-2-c Multi-Jurisdictional Emergency Shelter Based on opportunity Annual or
Ongoing H-F-3-a Transitional and Supportive Housing Zoning Ongoing Annual or
Ongoing H-F-3-b Supportive Housing Ongoing
Annual or
Ongoing H-G-1-a Non-Discrimination Ongoing; Provide at least 1 info session per year beginning 2024 Annual or
Ongoing H-G-2-a Anti-Discrimination Regulations Information to be provided annually Annual or
Ongoing H-G-2-b Fair Housing Training for Landlords and Tenants Provide at least 1 info session per year
beginning 2024
Annual or
Ongoing H-G-2-c Information Specific to Fair Housing Update annually Annual or
Ongoing H-G-2-d Multi-Lingual Tenant Resources Collaborate for provision of multilingual fair housing services Annual or
Ongoing H-G-2-e Rental Registry
Annual or
Ongoing H-G-3-a Commuter Shuttles Ongoing
Quarterly H-E-1-c First-Time Homebuyer Program Promote at least quarterly; 2 loans every 4 years
Quarterly H-E-3-b Financing and Subsidy Programs Quarterly updates

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9.Appendices

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APPENDIX A: POLICY/PROGRAM MATRIX (HOUSING ELEMENT TABLE 8-5)

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APPENDIX B: HOUSING PROGRAM NEAR-TERM IMPLEMENTATION PROGRAMS A more detailed description of the 32 near-term implementation programs is listed below.2 GOAL H-A: REINFORCE THE CITY’S COMMITMENT TO MEETING HOUSING NEEDS H-A-5-e NOFAs for Affordable Housing
Develop a funding program and outline criteria and objectives for affordable housing developers to apply for Notices of Funding Availability (NOFAs) funded by the City’s Affordable Housing Funds.

GOAL H-B: PROTECT EXISTING HOUSING, WATERFRONT CHARACTER, AND RESOURCES H-B-2-a Lower-Income Homeowner Rehabilitation Loans
The City will provide or partner with a regional program to provide rehabilitation loans, energy improvement such as weatherization or solar, disaster assistance programs, and proactive outreach to lower-income homeowners. Quantified Objective: 18 new loans by 2031 or 3 per year, half of which being very low-income and half of which being low-income.

H-B-2-b Facilitate Non-Profit Rehabilitation/Maintenance Assistance The City will initiate a rebate program to provide up to $5,000 in funding to very low-income homeowners who cannot otherwise afford the repairs. Eligible repairs include weatherization of doors and windows, broken windows and doors, installation of smoke detectors, water-heater replacement, electrical/mechanical work, plumbing repairs, solar photovoltaic, and accessibility improvements. The City will identify possible non-profit organizations (such as Rebuilding Together Peninsula, churches, service clubs, or Girl or Boy Scouts) that can provide assistance/proactive outreach and will provide information on the City’s website and handouts at City Hall. Quantified Objectives: 6 units improved with assistance by 2031 or one very lowincome owner unit improved with assistance per year.

H-B-3-d Climate Action Plan
Implement recommended energy conservation measures for housing upon completion of the 2023 Climate Action Plan update. Timeframe: Adopt CAP implementation programs by the end of 2024.
2 A complete list of programs is contained in Chapter 8 of the Housing Element 2023-31 beginning on page HE-79, including a summary in Table 8-5 beginning on Page HE-115.

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GOAL H-C: PROTECT THE SUPPLY AND AFFORDABILITY OF RENTAL HOUSING H-C-1-b Amend Percentage of BMR Units in Conversions
Review the existing conversion regulations in Chapter 17.76 of the Municipal Code to ensure conformance with applicable state law pertaining to the percentage of converted units required to be set aside for qualified lower- and moderate-income owners. Timeframe: Report to City Council regarding conformance by December 2024.

H-C-2-a Monitor Affordable Housing Regulatory Agreements The City will continue to monitor and enforce existing affordable housing regulatory agreements, including but not limited to exploration of ways to improve the efficiency of the process, and updating the City’s BMR Administrative Guidelines to incorporate procedures for investigating complaints. Timeframe: Adopt efficiency improvements and update the BMR Administrative Guidelines by December 2024.

H-C-3-b Anti-Displacement Strategy
Develop an Anti-Displacement Strategy, including assessment of a variety of tenant protection measures to determine if appropriate for Foster City, including but not limited to: a) expansion of relocation benefits beyond those required by California law for landlords to pay to lowerincome tenants to also apply to moderate-income tenants; b) expansion of the amount of relocation benefits beyond those required by California law for lower-income tenants; c) minimum lease terms; d) required notifications to tenants and landlords of legal requirements; and e) expansion of any other relocation/anti-displacement provisions. Timeframe: Implement program by December 2024.

GOAL H-D: PURSUE PUBLIC AND PRIVATE REDEVELOPMENT OPPORTUNITIES TO INCREASE THE

SUPPLY OF HOUSING
H-D-4-b ADU/JADU Financial Incentive Program
Provide or partner with another organization to provide a financial incentive program for singlefamily homeowners to construct an ADU/JADU that is restricted for lower-income households for 10-15 years, with an additional incentive amount for units subject to a preference for identified categories of special needs people who would benefit from coordinated onsite services, including but not limited to people with developmental disabilities. Timeframe:

Implement program by December 2024 Quantifiable Objectives: eight income-restricted ADU units to be financed by 2031 (included in 24 in H-D-4-a). Performance Metric(s): Number of restricted units produced; amount of incentives offered. Geographic Targeting: Promote programs to expand housing choices in single-family area.

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H-D-4-c Pre-reviewed ADU/JADU Designs and Expedited Review Adopt pre-reviewed ADU/JADU designs/plans to streamline the review process, facilitate reduced applicant cost and expedited review for ADUs/JADUs. Work with homeowners’ associations to incorporate their input on preapproved designs that are appropriate for their development and encourage them to adopt prototypical designs for ADUs/JADUs. Ensure preapproved designs/plans provide choices and diversity in size to accommodate a variety of household sizes and types. Timeframe: Implement program by December 2024. Performance Metric(s): Number of preapproved ADU/JADU designs/plans.

H-D-4-f Objective Design Standards for ADUs
Develop and adopt objective design standards for ADUs. Timeframe: Adopt standards by December 2024.

H-D-4-h Multi-Family ADUs
The City will develop incentives to encourage multifamily ADUs in accordance with Chapter 17.78 of the Municipal Code and applicable State laws including but not limited to such measures as financial assistance, reduced fees, and/or expedited processing. The City will conduct outreach to owners of multi-family housing to explore opportunities to convert underutilized spaces including carports, garages, laundry rooms, etc. Timeframe: Develop incentive program by December 2024; Conduct outreach to at least two properties per year. Quantified Objective: 70 multi-family ADUs by 2031. Performance Metric(s): Number of multi-family ADUs.

H-D-4-j ADUs and JADUs in Religious and Institutional Uses and School Sites Amend zoning regulations allowing religious and institutional uses and school sites to construct up to four (4) ADUs and JADUs on-site when an affordable housing development may not be feasible and conduct an outreach and education campaign to subject property owners.

Timeframe: Amend zoning regulations by December 2024, Conduct outreach to at least two properties per year. Quantified objective: 12 ADUs in religious and institutional uses and 12 ADUs in school sites by 2031. Geographic Targeting: Promote programs to expand housing choices adjacent to single-family areas.

H-D-5-a School Sites – Complete
Pursue opportunities with the public school district and private schools, including but not limited to General Plan and PF zoning amendments, to incorporate on-site residential uses for faculty and staff along with educational facilities to increase the supply of school employee housing.

Timeframe: Adopt General Plan and PF zoning amendments and meet with San Mateo-Foster City School District and at least one private school by December 2024. Performance Metric(s):

Adoption of zoning amendments; Coordinate with the school district to implement and promote development of housing in conformance with AB 2295 by December 2024; A minimum of two

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meetings held with public school districts and private schools by December 2027. Geographic Targeting: Promote programs to expand housing choices adjacent to single-family areas.

H-D-5-b Religious and Nonprofit-Owned Sites
Pursue opportunities for provision of housing on sites owned by religious or non-profit organizations, including the special parking provisions of California Government Code Section 65913.6. Collaborate with religious and non-profit officials on amendments to zoning regulations.

Timeframe: Amend zoning regulations by December 2024. Performance Metric(s): Rezone 1601 Beach Park Boulevard from PF Public Facility to R-2 Two-Family Residential to provide a minimum capacity of 16 units by December 2023. Adoption of zoning amendments by December 2024; A minimum of two meetings held with owners of religious and nonprofit-owned sites to implement and promote development of housing in conformance with SB 4 by December 2027. Geographic Targeting: Promote programs to expand housing choices adjacent to single-family areas.

H-D-6-a Minimize Governmental Constraints
The City will review the entire development process and remove any governmental and regulatory constraints to the production of affordable housing, including streamlining the preliminary review process and to allow more types of projects to be approved at the staff level.

The City will: 1) engage with affordable housing developers to identify governmental constraints, 2) continue to evaluate and improve the streamlined processing system to facilitate residential development, and 3) streamline 100% affordable housing with a priority staff-level planning entitlement process. Timeframe: Engage with affordable housing developers by December 2024, amend zoning code to streamline processing system by December 2025; repeat in 2028.

Performance Metric(s): Number of zoning requirements, fees, processing timelines and review procedures removed related to affordable housing.

H-D-6-c Amend Parking Requirements
Amend parking requirements for multi-family housing as necessary, including but not limited to setting a maximum of two stalls per unit and reducing guest parking requirements by 50%, to allow General Plan densities and to reduce housing costs and provide appropriate parking requirements for elderly, developmentally disabled, or other special needs populations.

Timeframe: Report with recommendations to Planning Commission and City Council by December 2024.

H-D-6-f SB9 Objective Design Standards
Amend the Zoning and Subdivision regulations to include objective design standards in compliance with SB9 to allow additional housing units on single-family parcels. Timeframe:

Amend zoning regulations by December 2024.

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GOAL H-E: ADDRESS AFFORDABLE HOUSING NEEDS
H-E-3-c Cooperative Ventures
Encourage cooperative and joint ventures between owners, developers, non-profit groups, and/or the City in the provision of BMR housing through targeted outreach methods. Timeframe:

Biannual with first outreach meeting by June 2024. Performance Metric(s): Number of cooperative ventures under the program.

H-E-9-a Family Friendly Housing
Promote housing designs and unit mix to attract multigenerational households by encouraging developers to include housing features and more bedrooms (including three-bedroom units), as well as other on-site amenities, such as usable outdoor open space for multigenerational use, and multipurpose rooms that can be used for after-school homework clubs, computers, arts, or other resident activities. To address potential displacement of households with three or more persons, the City will research options to expand regulatory incentives to encourage the development of larger units. Timeframe: Report to City Council by December 2024. Performance Metric(s): Facilitate ten (10) rental units of 3 or more bedrooms by 2031.

H-E-9-b Small Housing Units
Amend the Zoning regulations to specifically allow housing targeted for extremely low-income households, including single room occupancy (SROs) and group homes for these income groups in the CM/PD, C-2, and PF zoning districts and establish or modify development standards to facilitate the development of SROs, amend regulations to provide expedited review for these housing types, explore funding sources for SROs, and conduct outreach to neighborhood groups, stakeholders, and local businesses regarding the advantages of providing opportunities for new construction and preservation of SROs. Timeframe: Amend zoning regulations by December 2024; conduct outreach at least annually with news articles and through roundtable meetings.

Performance Metric(s): Facilitate ten (10) rental units with less than 500 square feet by 2031.

GOAL H-F: ADDRESS HOUSING FOR SPECIAL NEEDS POPULATIONS H-F-1-c Adaptable/Accessible Units for the Disabled
The City will ensure that new multi-family housing includes units are accessible and adaptable for use by disabled persons in conformance with the California Building Code and that developers are required to implement an affirmative marketing plan as required by Chapter 17.90 and the City’s BMR Administrative Guidelines for physically accessible affordable units that provides disability-serving organizations adequate prior notice of the availability of the accessible and adaptable units and a process for supporting people with qualifying disabilities to apply.  Timeframe: Implement requirements for affirmative marketing by December 2024.

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 Performance Metric(s): Ensure accessible and adaptable units are provided consistent with the California Building Code and that affirmative marketing is included consistent with Chapter 17.90 and the City’s BMR Administrative Guidelines.

H-F-1-f Support Services for Special Needs Population
Continue to work with service providers such as Foster City Village, Second Harvest Food Bank, and others to facilitate the provision of support services to enable people to receive services in their homes, including persons at risk of homelessness, seniors, persons with mental or physical disabilities, substance abuse problems, HIV/AIDS, physical and developmental disabilities, multiple diagnoses, veterans and victims of domestic violence.  Timeframe: Host a roundtable meeting with service providers annually starting prior to December 2024; implement the plan developed by December 2025 Performance Metric(s):

Roundtable at least annually.

H-F-1-g Extremely Low-Income Units for Special Needs
The City will ensure that for the new extremely low-income units, including those required by Chapter 17.92, developers are required to implement an affirmative marketing plan for special needs groups prior notice of the availability of the units and a process for supporting qualified households to apply.
 Timeframe: Include requirements in the City’s BMR Administrative Guidelines for developers to submit an Affirmatively Furthering Fair Housing marketing plan for their affordable units by December 2024.

H-F-1-h Age Friendly Initiative
Continue the work begun in 2020 with the Center for Age Friendly Excellence (CAFÉ) and the Foster City Age-Friendly Community (AFC) Task Force to develop and implement an action plan including programs to address needs of seniors.
 Timeframe: Begin program implementation by December 2024.  Performance Metric(s): Adoption of Age-Friendly Action Plan by December 2024.

H-F-1-i Community Care Facilities
Amend the City’s zoning regulations to expand the zoning districts that allow community care facilities to simplify and clarify definitions, permitted uses, and processing procedures for residential care facilities and group homes in all residential districts for conformance with State law, including but not limited to eliminating spacing requirements for persons with disabilities, allowing group homes objectively to facilitate approval certainty similar to other residential uses, and allow group homes in all residential zones.
 Timeframe: Amend Municipal Code by December 2024.

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H-F-1-j Public Investment in Accessibility
Include accessibility improvements to City streets, parks, and other facilities through implementation of the ADA Transition Plan.
 Timeframe: The ADA Transition Plan is planned for completion in early 2024, to be implemented beginning in 2024.
 Performance Metric(s): Number of capital improvement projects identified in the CIP budget each year that include accessibility improvements.
 Geographic Targeting: Increased preference for census tracts with high percentage of persons with disabilities, 6083 and 6080.25.

H-F-2-d Emergency Shelter Zoning
The City will allow emergency shelters as provided in Chapter 17.82 that allows a year-round emergency shelter as a permitted use in Neighborhood Business (C-1), General Business (C-2), and at churches/synagogues in the Public Facilities (PF) Zoning District. The City will amend Chapter 17.82 as necessary to comply with State law including AB 2339, including amending the definition of emergency shelters, zoning, development standards as applicable to allow residential uses and ensure sufficient capacity to meet the needs for emergency shelters, including proximity to amenities, transportation, and services, and eliminating the limits on maximum length of stay. Timeframe: Amend Chapter 17.82 by May 2024. Performance Metric(s):

Number of emergency shelters allowed.

GOAL H-G: AFFIRMATIVELY FURTHER FAIR HOUSING
H-G-1-a Non-Discrimination
To ensure that the sale, rental, or financing of housing is not denied to any individual on the basis of race, sex, national origin, religion, age, marital status, disability, or other factors, Foster City will ensure that state and federal laws are adhered to regarding fair housing. The City, through its Community Development Department, will refer discrimination complaints to the appropriate legal service, county, or state agency. The City will provide public information and education services in a variety of locations, including but not limited to the City’s website, City Hall, public library, Recreation Center and Senior Center. Timeframe: Update website by December 2023; At least one (1) informational session for tenants and landlords annually beginning in 2024 Performance Metric(s): Number of informational sessions held annually.

H-G-2-b Fair Housing Training for Landlords and Tenants Partner with an organization to perform fair housing training for landlords and tenants. Target:

At least one fair housing training per year beginning in 2024. Timeframe: Implement program by the end of 2024. Performance Metric(s): Conduct at least one fair housing training for tenants and landlords annually, beginning in 2024.

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H-G-2-d Multi-Lingual Tenant Resources
Collaborate and cooperate with local and regional agencies who provide multilingual fair housing education services. Timeframe: Implement program by December 2024. Performance Metric(s):

Collaboration for provision of multilingual fair housing services.

H-G-2-e Rental Registry
Unless a requirement for a State rental registry is adopted, explore a rental registry that tracks information such as rents, utilities, accessibility for disabled persons, tenant occupancy dates, and landlord contact information in order to improve the information available to landlords, tenants, and decision makers. Timeframe: Report to City Council by December 2024.

H-G-3-b Expand Bus Service
Require developers to submit a transportation demand management plan with their application and work with SamTrans and/or Commute.org to implement suggestions for new bus stops and routes.
 Timeframe: Amend application submittal requirements by December 2024.

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APPENDIX C: AFFORDABLE HOUSING FINANCE 101, 21 ELEMENTS, 2022.

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DATE: August 19, 2024
TO: Mayor and Members of the City Council
VIA: Stefan Chatwin, City Manager
Marlene Subhashini, Assistant City Manager
FROM: Derek Schweigart, Parks and Recreation Director
Frank Fanara, Parks Maintenance Manager
DEPARTMENT: Parks and Recreation
SUBJECT: REVIEW AND ACCEPTANCE OF THE PARKS MASTER PLAN

PUBLIC PARTICIPATION PLAN

RECOMMENDATION
It is recommended that the City Council, by Minute Order, review and accept the attached Parks Master Plan Public Participation Plan.

EXECUTIVE SUMMARY
On May 6, 2024, the City Council awarded a Professional Services Agreement to Wallace Roberts & Todd Design, LLC (WRT) to provide professional planning and consultant support services for the Parks Master Plan Project (CIP 301-682). The scope of services for this project includes the parks master plan preparation, an inventory and assessment report, project management, development and execution of a public engagement process, working closely with staff to prepare the Plan, and creating a document for distribution to the public.

On July 22, 2024, WRT met with staff to discuss the community engagement strategy, including the timeline, task force, stakeholder and focus group meetings, project website, and surveys. Based on this discussion, an initial Parks Master Plan Public Participation Strategy was drafted for City Council’s review and acceptance.

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BACKGROUND
In 2018, the City Council hired Placeworks, Inc. to assess the current Parks System and develop a long-term vision and strategy to meet the needs of our increasingly diverse population for the foreseeable future. The initial work of Placeworks resulted in a preliminary assessment of City parks, and a community survey that was distributed to determine any unmet needs. However, the City’s priorities changed and the Placeworks contract was terminated in the spring of 2019 before several of the planned public engagement tasks were completed.

In June of 2021, the City Council returned to the idea of developing a comprehensive plan for the entire City’s park system. As a first step, the City Council directed staff to create a community engagement strategy and survey tool and to seek comments and suggestions from the Parks and Recreation Committee on the outreach strategy before presenting it to the City Council for further direction. An initial survey was conducted by ZenCity in 2021, and results summarized in their December 2021 report. The survey results, while broad and non-specific, provided insights into park usage patterns, preferences, and suggestions for enhancing parks, as well as the accessibility and convenience of park amenities. However, given several management changes and limited capacity, the project was put on hold until a new Parks and Recreation Director was hired to lead the initiative.

On December 18, 2023, the City Council approved the Request for Proposal/Qualifications (RFP/Q) for professional services to develop a new Parks Master Plan. The RFP/Q was issued on January 4, 2024, with proposals due by February 2024.

On May 6, 2024, the City Council awarded a contract to WRT. Part C of the scope of services in the signed agreement includes a robust Public Participation Plan:

C. Outreach and Public Participation

1. WRT will develop and coordinate a robust Public Participation Plan that includes open houses, workshops, intercept events, pop-up kiosks, and online surveys. In coordination with the City, WRT will schedule public meetings with the community, focus groups and stakeholders to gather all information needed. WRT will recommend to the City the most effective way to reach as many people as possible including users and non-users of the existing parks and recreational areas. As a starting point, WRT proposes the following:
• Meetings with stakeholders, individually or in small groups (up to 3). Stakeholders should represent a cross-section of park users and residents.
• Pop-up events early in the process to raise awareness of the planning effort and gather informal feedback on vision and values (up to 3).
• Community workshops or open houses (two) that enable the planning team to share findings and relevant context and get input

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on priorities for the future parks, recreation and open space system.

2. In coordination with the City, WRT will administer a project website and other online engagement tools to share ideas with the community members and keep them apprised of project updates. We anticipate using the website to conduct online surveys at two points in the process, coinciding with the two community workshops.

3. WRT will prepare handouts, flyers, posters, press releases and other media for distribution including posting on the City’s website and social media.

4. WRT will consult will and provide recommendations to a Parks Master Plan Task Force that may be created by the City which may include representatives from a wide cross section of community groups and advisory committees, such as the Planning Commission, Parks and Recreation Committee, City staff, and key stakeholder groups. The group will serve as a sounding board to vet options and strategies based on their inherent community knowledge and work as project ambassadors who will provide updates to their constituents and promote public participation. We propose 4 presentations to the Task Force.

5. WRT will conduct formal presentations to up to four meetings total of the City Council, and Parks and Recreation Committee, in addition to providing support for written staff reports and other important written documents.

ANALYSIS
WRT in coordination with City staff developed a comprehensive and strategic Public Participation Plan which will help advance and inform the project through key milestones in the Needs Assessment phase.

Core to the multilayered Public Participation Plan is the formation of a Parks Master Plan Task Force made up of volunteers from a cross section of community and facility user groups and advisory committees, such as the Planning Commission, Parks and Recreation Committee and City staff. Members serving on advisory committees will select their representative(s) to serve on the task force, while others will be asked to complete an application and interest form and selected by the project team. The proposed task force composition was informed by the previous community engagement work that occurred recently with the Recreation Center Rebuild Project (RCRP) and ones mentioned earlier in the staff report. The proposed composition of the task force will aim to include the following representation:

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Parks and Recreation Director (1) Parks Maintenance Manager (1) Recreation Manager (1) Parks and Recreation Committee (2) Planning Commission (1) Citizen Sustainability Advisory Committee (1) Youth Advisory Committee (2) Sports Organizations (3)
Cultural Group (1) Lagoon User Group (1)
55+ Seniors Club (1) Tennis Club (1)
Pickleball Club (1) Rotary Club (1)
Lions Club (1) Resident at large (1)
In addition to the proposed task force, WRT and staff are proposing to conduct focus group meetings with various park stakeholder groups whose interests may range from programming in the parks and sports fields, lagoon users, park concessionaires, dog owners, and other parks and recreation related agencies and organizations (school district, BCDC etc.).

The Public Participation Plan includes various opportunities for public participation including offering two Community Open Houses and Workshops for residents and facility users to attend, hosting various intercept events and pop-up kiosks, conducting both a statistically valid survey as well as other online surveys to reach the community where they are at. In addition, a project website will be created and maintained throughout the project allowing the community to stay informed of the project development and progress, as well as through various social media platforms. As part of the public participation process, The City Council will also receive frequent updates by staff, as well as consultant led presentations at key milestones of the project, all of which the public will have an opportunity to provide input. The Public Participation Plan as proposed by WRT and staff is attached.

CALIFORNIA ENVIRONMENTAL QUALITY ACT
Not applicable

FISCAL IMPACT
There is no fiscal impact to accepting the Parks Master Plan Public Participation Plan.

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

ATTACHMENTS
Attachment 1 - Public Participation Plan

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FOSTER CITY PARKS MASTER PLAN

PUBLIC PARTICIPATION PLAN
August 8, 2024

INTRODUCTION
Foster City is developing a Parks Master Plan to guide parks and recreation improvements of existing facilities and to plan for future growth and expansion. Public participation will be vital for understanding and incorporating Foster City residents’ values and aspirations into the Parks Master Plan and for creating champions for its implementation. This document's purpose is to identify guidelines and goals for stakeholder and public participation throughout the planning process. This document is intended to be a living document, and the WRT team will work with Foster City staff to evaluate its success at key points during the planning process.

The public engagement activities listed below may not reflect the project scope verbatim, as it has been modified in coordination with City staff to ensure that the Participation Strategy represents the best possible approach to engage the community.

PUBLIC PARTICIPATION GOALS
One of the most crucial steps for an inclusive, equitable, and diverse Master Plan is to understand the local community character, needs, and aspirations. Thus, the public participation process is vital as it helps build support within the local community and ultimately creates long-term stewards for the parks system throughout the city.

Within this context, the goals for public participation include:

1. Design a public participation process that helps capture the public’s perception, needs, and aspirations for Foster City’s parks system.

2. Create an engaging, culturally sensitive, and accessible process that allows for active feedback while also educating participants about the process, scope, and limitations of Master Plan.

3. Design engagement to involve a wide range of age groups, ethnicities, and races, especially hard-to-reach residents, linguistically isolated communities, and underrepresented neighborhoods by providing multiple formats, times, and locations for the community to engage.

ENGAGEMENT TIMELINE
Figure 1 illustrates the approximate timeline for the key engagement events discussed in this document and how they correspond to the overall project phases and deliverables.

7.2 Attachment 1 - Public Participation Plan
894
2 Public Participation Plan
Foster City Parks Master Plan
Figure 1: Project Schedule

OUTREACH COMPONENTS
Task C.1.1: Intercept Events + Pop-Ups
Approach
WRT will conduct three pop-up tabling events at key community destinations and events, with City staff facilitating additional events as deemed appropriate. These events will provide an opportunity for the community to learn about the project and provide input in a place where they are already congregating. Pop-up events may include displays, interactive games, fact sheets, and comment cards. These events will be held early in the process as part of the visioning stage, including during Summer Days in August 2024.

Deliverables
• Pop-up booth with interactive boards, handouts, and/or activities to inform and engage the public
• Results Summary (including photos, graphs, and narrative text, as appropriate)

7.2 Attachment 1 - Public Participation Plan
895
Public Participation Plan
Foster City Parks Master Plan
3 Responsibilities
• WRT and City staff will work together to select the time/location of pop-ups • WRT will develop pop-up materials in English, with translations in up to 2 other languages,
1 at staff’s discretion
• City staff will provide one review of materials
• WRT will finalize, print, and mount boards
• City staff will provide booth, table and canopy, if needed • WRT will staff2 the booth and provide engagement materials • WRT will synthesize input gathered
Target Audience
• Community members less likely to be informed about the Master Plan through other channels
Task C.1.2: Focus Group Meetings
Approach
The Focus Group Meetings are a key component of the initial visioning phase. WRT and PROS will engage with stakeholders in up to 5 small group meetings focused on specific topics (see list of potential groups below). These meetings will be grouped over two days and conducted in a hybrid format, allowing for in-person and virtual attendance. In addition to discussing the park system and desired outcomes for the Master Plan, we will also focus on how to engage the community most effectively.

These meetings are intended as listening sessions to understand various perspectives on what should be included in the Master Plan; what’s working and not working in the City’s park system; and what they see as big opportunities and obstacles. Another key goal for these meetings is to 1 Our translations will be done using online translation software and WRT Staff with language knowledge if available.
2 If additional pop-up events are desired, City staff may assist with staffing the events

7.2 Attachment 1 - Public Participation Plan
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4 Public Participation Plan
Foster City Parks Master Plan
build project advocacy within the community and open channels to publicize engagement opportunities.

Potential Focus Groups
• Programming
o Sports / Athletics leaders, instructors, or organizers o Music/dance/arts leaders, instructors or organizers
o Senior Programming / 55+ Club
o Athletic Organizations (AYSO Soccer, Pickleball Club, Little League Tennis Club, etc.)
o William E. Walker Recreation Center
o Foster City Community Center
• Events
o Special Events Stakeholders/Coordinators (Summer Days, YAC Spaghetti Feed, Family Overnighter, Outdoor Movie Night, 4th of July Celebration, Summer Concert Series, Holiday Tree Lighting, etc.)
• Youth
o Youth Advisory Committee
o The ViBE Teen Center
o Wednesday Enrichment Program
o Seasonal Camps / Counselors in Training Program
o Foster City Parents Club
• Seniors
o 55+ Club
o Foster City Village
o Senior Programming
• Maintenance and Improvements
o Maintenance Staff
o Public Works
o Utilities
o Budget
o IT Department (e.g. online reservations, wifi, smart parks) • Other Parks and Recreation-Related Organizations / Agencies o San Mateo-Foster City School District
o Foster City Library
o Peninsula Jewish Community Center
• Other
o Citizens Sustainability Advisory Committee
o Dog-owner representatives

7.2 Attachment 1 - Public Participation Plan
897
Public Participation Plan
Foster City Parks Master Plan
5 o Foster City Association of Black Residents (and other cultural organizations) Deliverables
• Focus group meeting agendas and facilitation questions • Results Summary (including photos, graphs, and narrative text, as appropriate) Responsibilities
• City staff determine Focus Group invite list and coordinates times and meeting locations.
• WRT can provide a virtual meeting option for participants who wish to attend remote • WRT facilitates the discussions.
• WRT summarizes the results.

Target Audience
• A wide range of representatives from across the city, representing broad interests in the parks.

Task C.1.3: Open Houses + Workshops
Approach
The planning process will include two Community Workshops.

Workshop #1 will be held near the end of the project visioning process and is intended to inform the public on the process and consult them on their park needs and desires. WRT will present boards that:
a) Introduce the Master Plan process and project goals; b) Present findings from the park assessments and statistically-valid survey; and

7.2 Attachment 1 - Public Participation Plan
898
Public Participation Plan
Foster City Parks Master Plan
6 c) Propose potential recommendations and provide an opportunity for community members to weigh in.

The meeting should take place at a centrally accessible location and should include some childspecific activities, food/drink, and games to complement more traditional workshop boards.

Workshop #2 is intended to get feedback on concepts and ideas near the end of the project recommendation phase prior to drafting of the Master Plan. The boards and activities for the workshop will be designed to test the themes and initial recommendations that have emerged thus far in process and position the team to set the direction and policies of the final Master Plan.

Deliverables
• Two workshop plans
• Workshop boards and presentations
• Results Summary (including photos, graphs, and narrative text, as appropriate) Responsibilities
• WRT will provide advertising materials that the City will distribute to various platforms to promote the event (see Task C.2)
• WRT will draft workshop plans in coordination with City staff • WRT will draft boards and workshop materials
• City staff will review materials and provide one round of revisions • WRT will finalize, print, and mount boards
• City staff will reserve location and provide food, drinks, tables, and chairs as needed • WRT and City staff will jointly staff the event
Target Audience
• All community members, particularly targeting underrepresented groups and youth Task C.2: Project Branding, Website + Online Engagement Tools Approach
WRT will provide logo, color palette, and webpage content (images, text) for the City website manager to post as a sub-page on the City’s Recreation and Parks website. The project website will share ideas and project updates with the community and will be updated regularly. We will use the website to conduct online surveys at two to three points in the process, coinciding with the community workshops, statistically-valid survey and/or pop-up events. Surveys will use simple online platforms and may incorporate ESRI online mapping and storytelling tools. If the City desires to use a subscription-based platform, that can be accommodated if the subscription is supplied.

All outreach materials will include a weblink and QR code directing to the website. The website will be updated at key project milestones and will include links to key information related to engagement and content for review.

7.2 Attachment 1 - Public Participation Plan
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Public Participation Plan
Foster City Parks Master Plan
7 Deliverables
• Website content, text/images for website updates as needed throughout the planning process
• 2-3 online open-access surveys
Responsibilities
• WRT will provide website content
• City staff will format and maintain the website
Target Audience
• All community members
Task C.3: Flyers, Posters, Press Releases + Other Media Other Agency Examples
Approach
WRT will prepare outreach graphic “flyers” for the two workshops. The materials will be formatted for Facebook/Instagram, X (formerly Twitter), NextDoor, and for printing on a color printer at 8”x11” size, double-sided 4”x6” postcard size, and, if desired, lawn signs. These materials will include QR codes and URLs directing the public to the project website and may be multilingual, if desired by City Staff.

Deliverables
• Two sets of outreach flyers formatted for web and print Responsibilities

7.2 Attachment 1 - Public Participation Plan
900
Public Participation Plan
Foster City Parks Master Plan
8 • WRT will create draft materials in English, with translations in up to 2 other languages3
, at staffs’ discretion
• City staff will provide one round of revisions
• WRT will finalize and share digital versions of the materials • City staff will print collateral as needed and distribute to local community hubs • City staff will share content via social media channels, City website, email lists, etc.

Target Audience
• All community members, including underrepresented community members Task C.4: Parks Master Plan Task Force
Approach
The Parks Master Plan Task Force (Task Force) will serve as an effective sounding board to vet options and strategies based on their inherent community knowledge; the Task Force will also serve as project ambassadors who will provide updates to their constituents and promote participation in the community engagement events. It will be composed of representatives from a wide cross section of community groups and committees, such as the Planning Commission, Parks and Recreation Committee, City staff, and key stakeholder groups.

The Task Force will meet at five key points throughout the process, where they will be updated on project progress, review project deliverables, and be consulted for additional direction as necessary. General agendas for the four meetings are outlined below.

Task Force Meeting #1: Introduce the scope and schedule and conducted “visioning” exercise.

Task Force Meeting #2: Present the Draft Community Needs Assessment, including public engagement and existing conditions results.
3 Our translations will be done using online translation software and WRT Staff with language knowledge if available.

7.2 Attachment 1 - Public Participation Plan
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9 Public Participation Plan
Foster City Parks Master Plan
Task Force Meeting #3: Review plan goals/objectives and initial recommendations.

Task Force Meeting #4: Present refined recommendations and Draft Implementation Plan.

Task Force Meeting #5: Review the Draft Master Plan
Deliverables
• Meeting agendas and presentations
• Meeting notes
Responsibilities
• City staff will determine Task Force members, invite them to join, and coordinates times and locations (virtual and/or in-person) to meet
• WRT will facilitate the discussions
• WRT will summarizes the results
Target Audience
• Key community leaders and representatives
Task C.1.1: City Council Meetings
Approach
WRT will participate in three City Council meetings, as follows:
• Meeting 1 is anticipated to be held mid-way through the process. WRT will give a brief presentation with a project overview, including the results from the Needs Assessment.
• Meeting 2 will occur near the beginning of the draft plan development process to receive feedback on draft recommendations and priorities.

7.2 Attachment 1 - Public Participation Plan
902
Public Participation Plan
Foster City Parks Master Plan
10 • Meeting 3 will be held near the close of the project to present the Draft Master Plan for review.

Deliverables
• Draft presentations for each meeting
• Supporting materials for staff reports4
Responsibilities
• City staff will draft and submit staff reports, with WRT support for any necessary exhibits
• City staff will provide one round of presentation edits • WRT will prepare and deliver the presentations and assist City staff in fielding questions during meetings
• City staff will participate in the meetings to answer questions and support WRT in the presentation
Target Audience
• Decision-makers
• General community members
Task D.2.3: Statistically-Valid Survey
Other Agency Examples
4 Please note: WRT is not scoped to write staff reports. However, reports will be informed by and include project materials produced by WRT.

7.2 Attachment 1 - Public Participation Plan
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11 Public Participation Plan
Foster City Parks Master Plan
Approach
Our partner ETC Institute will develop and administer a Community Needs Assessment Survey that will accurately identify community needs and priorities for the parks, recreation facilities, programs, and services based on a representative sample of the community at large.

The survey will be up to six pages long, accompanied by a City-branded and signed cover letter, and will cover topics such as:
• Overall satisfaction and agreement with benefits of parks and recreation • Park/facility utilization and perception on condition • Program participation and quality
• Facility and program needs and importance
• General support for specific actions/improvements
• Funding (general or specific)
• Demographics
There could also be specific focus areas, such as:
• Lagoon access and usability
• Recreational tourism
• Inclusivity (accessibility, all-abilities amenities/programs, universal design, etc.) • Special events
• Social services (senior citizen programs, service choices, etc.) • Art, culture, and history
Note that the statistically-valid survey is part of the Needs Assessment task, not the Outreach and Public Participation task; however, it is an important element in our understanding of community priorities so is included in this document.

Deliverables
• Final Survey Report
Responsibility
• ETC will design the survey and prepare the sampling plan, in coordination with WRT and City staff. Three to four iterations are expected before approval. ETC will also conduct a pilot test to ensure questions are well-understood. • ETC will administer the survey via mail and online methods to achieve a sample of 400 completed surveys. This sample size will provide results that have a margin of error of +/- 5% and a 95% level of confidence.
• ETC will analyze the results and will submit a final report to the City that includes an executive summary of the survey methodology and major findings; charts and graphs of the results of each question; a Priorities-Investment Rating (PIR) analysis that identifies high-priority facilities and programs; tabular data; and a copy of the survey instrument.
• City staff will provide guidance on survey questions

7.2 Attachment 1 - Public Participation Plan
904
12 Public Participation Plan
Foster City Parks Master Plan
Target Audience
• Representative, randomly selected community members

7.2 Attachment 1 - Public Participation Plan
905
DATE: August 19, 2024
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 2023-24

BUDGET LINE ITEMS AS SUPPLEMENTAL APPROPRIATIONS
TO THE FISCAL YEAR 2024-25 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 2023- 24 budget line items as supplemental appropriations to the Fiscal Year 2024-25 City/EMID budget.

EXECUTIVE SUMMARY
Due to various circumstances and conditions, City staff was unable to complete various FY 2023-24 tasks and projects, and/or such work plan items needed to be extended into FY 2024-25. This resulted in unspent FY 2023-24 budget appropriations associated with these work plan items that City staff is now requesting to be carried over to FY 2024-25 (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 2023-24, staff was unable to start or complete various projects due to numerous factors including supply chain delays, ordering delays, project initiation

8.1 8.1 Staff Report
906
delays, project continuation and extensions, staff turnover, and staff vacancies. Since unspent operating budgets lapse at the end of each fiscal year, the Administrative Services Department, Community Development Department, City Clerk Department, Parks and Recreation Department, Police Department, and Public Works Department are requesting carryovers of their various unspent FY 2023-24 budget line items to FY 2024-25 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
Fund Description Fund # Summary Total Requesting Dept
General Fund 001 Field Turf synthetic surface agreement $ 6,650 Parks and Recreation FM3- Conducting Public Opinion Research on a
potential 2024 Business License Tax Ballot
Measure. $ 20,200 Community Development
GrassrootsLab-Public Information and Education
Services for Business License Tax. $ 7,000 Community Development HDL-Business License Tax consulting services. $ 15,000 Community Development ID360 Consulting fees to develop and adopt local
Energy Reach Codes $ 33,007 Community Development
Park Supervisor truck $ 40,000 Parks and Recreation
Purchase of new PD gym equipment $ 5,409 Admin Services Vehicles were unavailable from Ford $ 75,000 Police Department Wildlife Innovations Canadian Goose Control $ 64,266 Parks and Recreation 001 Total $ 266,532
Sustainable Foster City 012 CAP Implementation $ 111,138 Community Development 012 Total $ 111,138
CalOpps Fund 114 Calopps Drupal Upgrade $ 250,000 Admin Services 114 Total $ 250,000
LMIHAF-Housing Successor Fund 122
Repairs/relocation for existing units 833 & 835
Comet. $ 17,500 Community Development
122 Total $ 17,500
Cont. & Demo. Recycling Fund 129
Green Events - To support public facing waste
reduction programs $ 3,000 Public Works
129 Total $ 3,000
Workforce Housing Fund 139 EV Charger for Workforce Housing $ 16,047 Community Development 139 Total $ 16,047
Water Enterprise Fund 401 Water Tank Inspections $ 34,150 Public Works Vac Con Truck - ordered June 2024; requires 12 month build-up. $ 639,525 Public Works 401 Total $ 673,675
Equipment Replacement Fund 502 Less Lethal Weapons (DefTec) $ 13,000 Police Department Tactical Assault Vest $ 2,400 Police Department
FCTV upgrades $ 34,827 City Clerk
502 Total $ 50,227
Communication & Info. Svcs. Fund 504 Backup System Replacement $ 60,000 Admin Services IT Strategic Plan Consultant $ 6,056 Admin Services Multi-factor authentication key fobs $ 7,500 Admin Services PD Scheduling software $ 75,000 Admin Services
Phone System Replacement $ 275,000 Admin Services
VMWare/Nutanix Server Replacement $ 75,000 Admin Services Patrol Car Modems - hardware purchased; working
on getting installed. $ 13,013 Admin Services
504 Total $ 511,569
Grand Total $ 1,899,688

8.1 8.1 Staff Report
907
Not Applicable

FISCAL IMPACT
The proposed carryover of the various unspent FY 2023-24 budgets amount to a total FY 2024-25 supplemental appropriation of $1,899,688. Of this total carryover amount, $266,532 is for the General Fund and $673,675 is for the Water Enterprise Fund. The details are enumerated in Exhibit A as attachments to the City and EMID resolutions.

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

8.1 8.1 Staff Report
908
RESOLUTION NO. _____________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FOSTER CITY APPROVING THE CARRYOVER OF VARIOUS UNSPENT FISCAL YEAR 2023-24

BUDGET LINE ITEMS AS SUPPLEMENTAL APPROPRIATIONS TO THE FISCAL YEAR 2024-25 BUDGET

CITY OF FOSTER CITY
WHEREAS, due to various circumstances and conditions, City staff was unable to complete various FY 2023-24 tasks and projects and/or these work plan items needed to be extended into FY 2024-25; and
WHEREAS, this resulted in unspent FY 2023-24 budget appropriations associated with these work plan items that City staff is requesting to be carried over to FY 2024-25 (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 2023- 24 budget carryovers to FY 2024-25 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 FY 2023-24 budget line items as enumerated in Exhibit A is hereby approved as supplemental appropriations to the FY 2024-25 budget.

PASSED AND ADOPTED as a resolution of the City Council of the City of Foster City at the regular meeting held on the 19th day of August 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
________________________________________

PATRICK SULLIVAN, MAYOR
ATTEST:
___________________________________

PRISCILLA SCHAUS, CITY CLERK

8.1 Attachment 1 - City Resolution
909
FY 2023-24 Carryovers to FY 2024-25
Budgeted
Vendor
Contract
Amount/
Project
Amount
$7,500
Estimated
Amount to be
Expended
through end of End (Calculated
FY 23/24 Amount)
$4,432 $3,068
Estimated
Unexpended
Budget at Year
Requesting
Dept
Public Works
Carryover
Dept Head Requested
Brozyna
Staff Liaison
Lorenz
Fund
129
Account Number
129-0932-431.4251
Summary Detail
$3,000 Green Events - To support To support public facing waste reduction programs not related to solid public facing waste reduction waste collection such as shred, electronic waste and household programs hazardous waste collection.

Parks and
Recreation
Parks and
Recreation
Schweigart
Schweigart
Fanara
Fanara
001
001
001-0520-452.43-84
001-0520-452.42-51
$40,000 $0 $40,000
$64,266
$40,000 Park Supervisor truck Pending Vehicle Purchase by Vehicle Maintenance. $165,505 $101,239 $64,266 Wildlife Innovations Canadian Total agreement amount with Wildlife Innovations is $165,505.

Goose Control $101,238.85 has been spent on tasks 1a, 1b and 2 leaving a remaining balance of $64,266.15 to carry over for the remaining tasks. This item is nearing completion.

Parks and
Recreation
Schweigart Fanara 001 001-0520-452.42-51 $29,500 $22,850 $6,650 $6,650 Field Turf synthetic surface agreement
Total agreement amount with Field Turf s is $29,500. $11,750 has been spent on synthetic turf maintenance through May 2024 leaving a remaining balance of $17,750 to carry over. Second maintenance session remaining.

Admin Services Pitman
Admin Services Pitman
Admin Services Pitman
Lasky
Lasky
Lasky
504
504
504
504-0160-419-4251
504-0160-419-4388
504-0160-419-4388
$60,000
$75,000
$75,000
$53,944
$0
$6,056
$75,000
$75,000
$6,056 IT Strategic Plan Consultant We are wrapping up the IT Strategic Plan project, and should have one more invoice coming in FY 24-25
$75,000 VMWare/Nutanix Server
Replacement
Council approved the agreement 7/15/24 for 100,252.90. We will use savings from the PD Scheduling software to fill the funding gap. $0 $75,000 PD Scheduling software Agreement was routed for signatures on 7/16/24 for $16,560. The remainder will help fill the funding gaps for Nutanix Server Replacement and potentially the Backup System.

Admin Services Pitman
Admin Services Pitman
Lasky
Lasky
504
504
504-0160-419-4388
504-0160-419-4388
$40,000 $26,986
$0
$13,014 $13,013 Patrol Car Modems - hardware We have purchased the hardware and are working on an agreement to get purchased; working on getting the modems installed.
installed.
$275,000 $275,000 $275,000 Phone System Replacement RFP was issued and responses received. We plan to conducted demos the week of 7/29 and have a vendor chosen by the end of August.

Admin Services Pitman
Admin Services Pitman
Lasky
Lasky
504
504
504-0160-419-4245
504-0160-419-4388
$7,500 $0
$0
$7,500 $7,500 Multi-factor authentication key This will be used to buy software and hardware to achieve PD MFA that is fobs required for CJIS compliance by October 1.
$60,000 $60,000 $60,000 Backup System Replacement RFP was issued and responses received. We plan to pivot back to this project after the Phone System selection and have a vendor chosen by end of September.

City Clerk Schaus Lasky
Lasky
502
114
502-0110-413-43-87
114-1210-415-42-51
$75,300 $40,473
$12,800
$34,827 $34,827 FCTV upgrades We have purchased the hardware and are working on an agreement with PenMedia to get the equipment installed.

Admin Services Pitman
Admin Services Pitman
$375,000 $362,200 $250,000 Calopps Drupal Upgrade Council approved agreement on 4/1/24. Total agreement with Neumeric is $216,530, but we would like to carry over a bit more as a contingency.

Liu 001
001
001-1210-415-42-40
001-0814-419-42-51
$7,700 $2,291 $5,409
$7,000
$5,409 Purchase of new PD gym
equipment
Item was purchase in June but is not scheduled for delivery until 8/14/24.

CDD Mangalam Hanan $49,000 $42,000 $7,000 GrassrootsLab-Public Information and Education
Total Agreement amount with GrassrootsLab is $49,000. Remaining tasks completed in July 2024 (new Fiscal Year). Final invoice of $7,000 to be Services for Business License paid in July 2024.

Tax.

CDD
CDD
Mangalam
Mangalam
Hanan
Hanan
001
001
001-0814-419-42-51
001-0814-419-42-51
$49,900
$30,000
$29,700
$15,000
$20,200
$15,000
$20,200 FM3- Conducting Public
Opinion Research on a
Total Agreement amount with FM3 is $49,900. Remaining tasks completed in July 24/25. Final invoice of $20,200 to be paid in July 2024. potential 2024 Business
License Tax Ballot Measure.
$15,000 HDL-Business License Tax
consulting services.

Total Agreement amount with HdL is $30,000. Remaining tasks completed in July FY 24/25. Final invoice of $15,500 to be paid in July 2024.

CDD
CDD
Mangalam
Mangalam
Hanan
Hanan
001
122
001-0820-424-42-51
122-0832-463-42-87
$127,774
$131,460
$64,754
$39,853
$63,020
$91,607
$33,007 ID360 Consulting fees to
develop and adopt local
Total Agreement amount with ID360 is $127,774. Tasks 3,4, & 5 to be completed FY 24/25.

Energy Reach Codes
$17,500 Repairs/relocation for existing Approved by City Council on Feb, 5, 2024, Reso No.2024-4 for Repairs units 833 & 835 Comet. for 833 & 835 Comet Dr. Remaining project work to be completed in FY 24/25, for irrigation drainage and gutters, de-humidifiers and project management fees, approximately $17,500.

CDD
CDD
Mangalam Brannon 012 012-0110-413-42-51 $123,902 $12,270 $111,632 $111,138 CAP Implementation FY 2024-25 monies will be spent on CAP Implementation initiatives [environmental sustainability ($25,002) and transportation initiatives ($25,000)], sustainability-related engagement campaigns targeting hard-toreach populations [social equity and engagement initiatives ($9,630)], and supporting a sustainable, local economy [economic development initiatives ($52,000)]
Mangalam
Avelar
Jabba
Castro
139
502
139-0846-419-42-51
502-0110-413.42-45
$50,000
$2,400
$33,953
$0
$16,047
$2,400
$16,047 EV Charger for Workforce
Housing
EV Charger installation including site work, striping, installation of chargers, and purchase of equipment. Project work to be completed in FY 24/25
Police
Department
$2,400 Tactical Assault Vest Requested type/Model of vest (approved by County Team) was not available yet.

Police
Department
Avelar
Avelar
Castro
Castro
502
001
502-0110-413.43-85
001-0620-421.43-84
$13,000
$75,000
$0
$0
$13,000
$75,000
$13,000 Less Lethal Weapons (DefTec) None available. Item was minimum six months out at time of quote.

Police $75,000 Vehicles were unavailable from Unable to place order due to Ford's shortage of patrol vehicles. FY 24/25 Department Ford availability is better. PD to purchase two vehicles. Second to be paid for by Vehicle Replacement Fund.

Total $1,226,013

8.1 Attachment 1a - Exhibit A to City Resolution
910
RESOLUTION NO. _____________

A RESOLUTION OF THE BOARD OF DIRECTORS OF THE ESTERO MUNICIPAL

IMPROVEMENT DISTRICT APPROVING THE CARRYOVER OF VARIOUS UNSPENT FISCAL YEAR 2023-24 BUDGET LINE ITEMS AS SUPPLEMENTAL
APPROPRIATIONS TO THE FISCAL YEAR 2024-25 BUDGET

ESTERO MUNICIPAL IMPROVEMENT DISTRICT
WHEREAS, due to various circumstances and conditions, District staff was unable to complete various FY 2023-24 tasks and projects and/or these work plan items needed to be extended into FY 2024-25; and
WHEREAS, this resulted in unspent FY 2023-24 budget appropriations associated with these work plan items that District staff is requesting to be carried over to FY 2024-25 (as enumerated in Exhibit A) so that they may be completed in the current fiscal year; and
WHEREAS, the Board of Directors has reviewed and evaluated the proposed FY 2023-24 budget carryovers to FY 2024-25 that was submitted and recommended by the 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 FY 2023-24 budget line items as enumerated in Exhibit A is hereby approved as supplemental appropriations to the FY 2024-25 budget.

PASSED AND ADOPTED as a resolution of the Board of Directors of the Estero Municipal Improvement District at the regular meeting held on the 19th day of August 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
________________________________________

PATRICK SULLIVAN, PRESIDENT
ATTEST:
_______________________________________

PRISCILLA SCHAUS, DISTRICT SECRETARY

8.1 Attachment 2 - EMID Resolution
911
FY 2023-24 Carryovers to FY 2024-25
Budgeted
Vendor
Contract
Amount/
Project
Amount
$639,526
Estimated
Amount to be
Expended
Estimated
Unexpended
Budget at Year
Requesting
Dept
through end of End (Calculated
FY 23/24 Amount)
$639,526
Carryover
Account Number Requested
401-0960-461.43-84
Dept Head Summary Detail
Brozyna
Staff Liaison
Danish
Fund
Public Works 401 $0 $639,525 Vac Con Truck - ordered June Purchase authorized by EMID Resolution No. 3760. Item ordered June 2024; requires 12 month build- 2024; requires 12 month build-up. up.

Public Works Brozyna Marquez 401 401-0960-461.42-51 $34,150 $0 $34,150 $34,150 Water Tank Inspections Agreement with HMT Tank, Inc. took longer to execute than anticipated. It was executed in June and the company couldn’t schedule physical work before the end of the fiscal year.

Total $673,675

8.1 Attachment 2a - Exhibit A to EMID Resolution
912
Prepared Date 7/30/2024 City of Foster City, CA
Accounts Payable Check Register

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Foster City City CouncilAugust 19, 2024

Foster City City Council
August 19, 2024