2.1. Annual Tier 1 Allocations between the SFPUC and the Wholesale Customers. The annual water supply available during shortages will be allocated between the SFPUC and the collective Wholesale Customers as follows:
Level of System Wide
Reduction in Water Use
Required
Share of Available Water
SFPUC Share Wholesale Customers Share
5% or less
6% through 10%
11% through 15%
16% through 20%
35.5%
36.0%
37.0%
37.5%
64.5%
64.0%
63.0%
62.5%
This Plan refers to the SFPUC’s and Wholesale Customers’ respective shares of available water so established as the SFPUC’s and Wholesale Customers’ Tier 1 allocations. The water allocated to the SFPUC shall correspond to the total allocation for all Retail Customers. In the event that the SFPUC share of the available water supply in the above table results in Retail Customers having a positive allocation (i.e., a supply of additional water rather than a required percentage reduction in water use), the SFPUC’s percentage share of the available water supply in the table shall be reduced to eliminate any positive allocation to Retail Customers, with a corresponding increase in the percentage share of the available water supply allocated to the Wholesale Customers. For any level of required reduction in system-wide water use during shortages, the SFPUC shall require Retail Customers to conserve a minimum of 5%, with any resulting reallocated supply credited to storage for inclusion in calculation of projected available water SFPUC water supply in a subsequent year (Section 1.1).
The parties agree to reevaluate the percentages of the available water supply allocated to Retail and Wholesale Customers by May 1, 2028.
2.2 Annual Tier 2 Allocations among the Wholesale Customers. The annual water supply allocated to the Wholesale Customers collectively during system wide shortages of 20 percent or less (i.e., the Wholesale Customers’ Tier 1 allocation) will be apportioned among them based on a methodology, known as the Tier 2 Plan, that has been separately adopted by all of the Wholesale Customers, and not the SFPUC, as described in Section 3.11(C) of the Agreement. In any year for which the methodology must be applied, the Bay Area Water Supply and Conservation Agency (“BAWSCA”) will calculate each Wholesale Customer’s individual percentage share of the amount of water allocated to the Wholesale Customers collectively pursuant to Section 2.1. Following the declaration or reconfirmation of a water shortage emergency by the SFPUC, BAWSCA will deliver to the SFPUC General Manager a list, signed by the President of BAWSCA’s Board of Directors and its General Manager, showing each Wholesale Customer together with its percentage share and stating that the list has been prepared in accordance with the methodology adopted by the Wholesale Customers. The SFPUC shall allocate water to each Wholesale Customer, as specified in the list. The shortage allocations so established (known as Tier 2 allocations) may be transferred as provided in Section 2.5 of this Plan. If BAWSCA or all Wholesale Customers do not provide the SFPUC with individual allocations, the SFPUC may make a final allocation decision after first meeting and discussing allocations with BAWSCA and the Wholesale Customers.
10.1 Attachment 1b - Clean WSA Amendment
232
3 21606945.9
The Tier 2 Plan methodology adopted by the Wholesale Customers utilizes the rolling average of each individual Wholesale Customer’s purchases from the SFPUC during the three immediately preceding Supply Years. The SFPUC agrees to provide BAWSCA by November 1 of each year a list showing the amount of water purchased by each Wholesale Customer during the immediately preceding Supply Year.
The list will be prepared using Customer Service Bureau report MGT440 (or comparable official record in use at the time), adjusted as required for any reporting errors or omissions, and will be transmitted by the SFPUC General Manager or his designee.
2.3. Limited Applicability of Plan to System Wide Shortages Greater Than Twenty Percent. The Tier 1 allocations of water between the SFPUC and the Wholesale Customers collectively, provided for in Section 2.1, apply only to shortages of 20 percent or less. The SFPUC and Wholesale Customers recognize the possibility of a drought occurring which could create system-wide shortages greater than 20 percent despite actions taken by the SFPUC aimed at reducing the probability and severity of water shortages in the SFPUC service area. If the SFPUC determines that a system wide water shortage greater than 20 percent exists, the SFPUC and the Wholesale Customers agree to meet within 10 days and discuss whether a change is required to the allocation set forth in Section 2.1 in order to mitigate undue hardships that might otherwise be experienced by individual Wholesale Customers or Retail Customers. Following these discussions, the Tier 1 allocations set forth in Section 2.1 of this Plan, or a modified version thereof, may be adopted by mutual written consent of the SFPUC and the Wholesale Customers. If the SFPUC and Wholesale Customers meet and cannot agree on an appropriate Tier 1 allocation within 30 days of the SFPUC’s determination of water shortage greater than 20 percent, then (1) the provisions of Section
3.11(C) of the Agreement will apply, unless (2) all of the Wholesale Customers direct in writing that a Tier 2 allocation methodology agreed to by them be used to apportion the water to be made available to the Wholesale Customers collectively, in lieu of the provisions of Section 3.11(C).
The provisions of this Plan relating to transfers (in Section 2.5), banking (in Section 3), and excess use charges (in Section 4) shall continue to apply during system-wide shortages greater than 20 percent.
2.4. Monthly Water Budgets. Within 10 days after adopting a declaration of water shortage emergency, the SFPUC will determine the amount of Tier 1 water allocated to the Wholesale Customers collectively pursuant to Section 2.1. The SFPUC General Manager, using the Tier 2 allocation percentages shown on the list delivered by BAWSCA pursuant to Section 2.2, will calculate each Wholesale Customer’s individual annual Tier 2 allocation. The SFPUC General Manager, or his designee, will then provide each Wholesale Customer with a proposed schedule of monthly water budgets based on the pattern of monthly water purchases during the Supply Year immediately preceding the declaration of shortage (the “Default Schedule”). Each Wholesale Customer may, within two weeks of receiving its Default Schedule, provide the SFPUC with an alternative monthly water budget that reschedules its annual Tier 2 allocation over the course of the succeeding Supply Year. If a Wholesale Customer does not deliver an alternative monthly water budget to the SFPUC within two weeks of its receipt of the Default Schedule, then its monthly budget for the ensuing Supply Year shall be the Default Schedule proposed by the SFPUC.
Monthly Wholesale Customer water budgets will be derived from annual Tier 2 allocations for purposes of accounting for excess use. Monthly Wholesale Customer water budgets shall be adjusted during the year to account for transfers of shortage allocation under Section 2.5 and transfers of banked water under Section 3.4.
2.5. Transfers of Shortage Allocations. Voluntary transfers of shortage allocations between the SFPUC and any Wholesale Customers, and between any Wholesale Customers, will be permitted using the same procedure as that for transfers of banked water set forth in Section 3.4. The SFPUC and BAWSCA shall be notified of each transfer. Transfers of shortage allocations shall be deemed to be an emergency transfer and shall become effective on the third business day after notice of the transfer has been delivered to the SFPUC. Transfers of shortage allocations shall be in compliance with Section 3.05 of the
10.1 Attachment 1b - Clean WSA Amendment
233
4 21606945.9
Agreement. The transferring parties will meet with the SFPUC, if requested, to discuss any effect the transfer may have on its operations.
SECTION 3. SHORTAGE WATER BANKING
3.1. Water Bank Accounts. The SFPUC shall create a water bank account for itself and each Wholesale Customer during shortages in conjunction with its resale customer billing process. Bank accounts will account for amounts of water that are either saved or used in excess of the shortage allocation for each agency; the accounts are not used for tracking billings and payments. When a shortage period is in effect (as defined in Section 1.4), the following provisions for bank credits, debits, and transfers shall be in force. A statement of bank balance for each Wholesale Customer will be included with the SFPUC’s monthly water bills.
3.2. Bank Account Credits. Each month, monthly purchases will be compared to the monthly budget for that month. Any unused shortage allocation by an agency will be credited to that agency’s water bank account. Credits will accumulate during the entire shortage period, subject to potential restrictions imposed pursuant to Section 3.2.1. Credits remaining at the end of the shortage period will be zeroed out; no financial or other credit shall be granted for banked water.
3.2.1. Maximum Balances. The SFPUC may suspend the prospective accumulation of credits in all accounts. Alternatively, the SFPUC may impose a ceiling on further accumulation of credits in water bank balances based on a uniform ratio of the bank balance to the annual water allocation. In making a decision to suspend the prospective accumulation of water bank credits, the SFPUC shall consider the available water supply as set forth in Section 1.1 of this Plan and other reasonable, relevant factors.
3.3. Account Debits. Each month, monthly purchases will be compared to the budget for that month.
Purchases in excess of monthly budgets will be debited against an agency’s water bank account. Bank debits remaining at the end of the fiscal year will be subject to excess use charges (see Section 4).
3.4. Transfers of Banked Water. In addition to the transfers of shortage allocations provided for in Section 2.5, voluntary transfers of banked water will also be permitted between the SFPUC and any Wholesale Customer, and among the Wholesale Customers. The volume of transferred water will be credited to the transferee’s water bank account and debited against the transferor’s water bank account.
The transferring parties must notify the SFPUC and BAWSCA of each transfer in writing (so that adjustments can be made to bank accounts), and will meet with the SFPUC, if requested, to discuss any affect the transfer may have on SFPUC operations. Transfers of banked water shall be deemed to be an emergency transfer and shall become effective on the third business day after notice of the transfer has been delivered to the SFPUC. If the SFPUC incurs extraordinary costs in implementing transfers, it will give written notice to the transferring parties within ten (10) business days after receipt of notice of the transfer. Extraordinary costs means additional costs directly attributable to accommodating transfers and which are not incurred in non-drought years nor simply as a result of the shortage condition itself.
Extraordinary costs shall be calculated in accordance with the procedures in the Agreement and shall be subject to the disclosure and auditing requirements in the Agreement. In the case of transfers between Wholesale Customers, such extraordinary costs shall be considered to be expenses chargeable solely to individual Wholesale Customers and shall be borne equally by the parties to the transfer. In the case of transfers between the SFPUC and a Wholesale Customer, the SFPUC’s share of any extraordinary transfer costs shall not be added to the Wholesale Revenue Requirement.
3.4.1. Transfer Limitations. The agency transferring banked water will be allowed to transfer no more than the accumulated balance in its bank. Transfers of estimated prospective banked credits and the “overdrafting” of accounts shall not be permitted. The price of transfer water originally derived from the SFPUC system is to be determined by the transferring parties and is not specified herein. Transfers of banked water shall be in compliance with Section 3.05 of the Agreement.
10.1 Attachment 1b - Clean WSA Amendment
234
5 21606945.9
SECTION 4. WHOLESALE EXCESS USE CHARGES
4.1. Amount of Excess Use Charges. Monthly excess use charges shall be determined by the SFPUC at the time of the declared water shortage consistent with the calendar in Section 6 and in accordance with Section 6.03 of the Agreement. The excess use charges will be in the form of multipliers applied to the rate in effect at the time the excess use occurs. The same excess use charge multipliers shall apply to the Wholesale Customers and all Retail Customers. The excess use charge multipliers apply only to the charges for water delivered at the rate in effect at the time the excess use occurred.
4.2 Monitoring Suburban Water Use. During periods of voluntary rationing, water usage greater than a customer’s allocation (as determined in Section 2) will be indicated on each SFPUC monthly water bill.
During periods of mandatory rationing, monthly and cumulative water usage greater than a Wholesale Customer’s shortage allocation and the associated excess use charges will be indicated on each SFPUC monthly water bill.
4.3. Suburban Excess Use Charge Payments. An annual reconciliation will be made of monthly excess use charges according to the calendar in Section 6. Annual excess use charges will be calculated by comparing total annual purchases for each Wholesale Customer with its annual shortage allocation (as adjusted for transfers of shortage allocations and banked water, if any). Excess use charge payments by those Wholesale Customers with net excess use will be paid according to the calendar in Section 6. The SFPUC may dedicate excess use charges paid by Wholesale Customers toward the purchase of water from the State Drought Water Bank or other willing sellers in order to provide additional water to the Wholesale Customers. Excess use charges paid by the Wholesale Customers constitute Wholesale Customer revenue and shall be included within the SFPUC's annual Wholesale Revenue Requirement calculation.
4.4. Tier 1 Family Plan. During periods of mandatory rationing, the SFPUC will not assess excess use charges on any of the Wholesale Customers if the Wholesale Customers’ collective cumulative purchases over the course of the Supply Year are less than the Wholesale Customers’ Tier 1 allocation, as set forth in Section 2.1. If the Wholesale Customers’ collective cumulative purchases exceed the Wholesale Customers’ Tier 1 allocation, the SFPUC shall assess excess use charges on each individual Wholesale Customer that exceeded its individual Tier 2 allocation (established in accordance with Section 2.2) over the course of the Supply Year in proportion to each individual Wholesale Customer’s share of the collective Wholesale Customers’ purchases that exceeded the Wholesale Customers’ Tier 1 allocation.
SECTION 5. GENERAL PROVISIONS GOVERNING WATER SHORTAGE
ALLOCATION PLAN
5.1. Construction of Terms. This Plan is for the sole benefit of the parties and shall not be construed as granting rights to any person other than the parties or imposing obligations on a party to any person other than another party.
5.2. Governing Law. This Plan is made under and shall be governed by the laws of the State of California.
5.3. Effect on Agreement. This Plan describes the method for allocating water between the SFPUC and the collective Wholesale Customers during system-wide water shortages of 20 percent or less. This Plan also provides for the SFPUC to allocate water among the Wholesale Customers in accordance with directions provided by the Wholesale Customers through BAWSCA under Section 2.2, and to implement a program by which such allocations may be voluntarily transferred among the Wholesale Customers.
The provisions of this Plan are intended to implement Section 3.11(C) of the Agreement and do not affect, change or modify any other section, term or condition of the Agreement.
10.1 Attachment 1b - Clean WSA Amendment
235
6 21606945.9
5.4. Inapplicability of Plan to Allocation of SFPUC System Water During Non-Shortage Periods.
The SFPUC’s agreement in this Plan to a respective share of SFPUC system water during years of shortage shall not be construed to provide a basis for the allocation of water between the SFPUC and the Wholesale Customers when no water shortage emergency exists.
5.5. Termination. This Plan shall expire at the end of the Term of the Agreement. The SFPUC and the Wholesale Customers can mutually agree to revise or terminate this Plan prior to that date due to changes in the water delivery capability of the SFPUC system, the acquisition of new water supplies, and other factors affecting the availability of water from the SFPUC system during times of shortage.
SECTION 6. ALLOCATION CALENDAR
6.1. Annual Schedule. The annual schedule for the shortage allocation process is shown below. This schedule may be changed by the SFPUC to facilitate implementation.
6.1.1 In All Years Target Dates
1. SFPUC delivers list of annual purchases by each Wholesale Customer during the immediately preceding Supply Year
November 1
2. SFPUC meets with the Wholesale Customers and presents water supply forecast for the following Supply Year
February
3. SFPUC issues initial estimate of available water supply February 1
4. SFPUC announces potential first year of drought (if applicable) February 1
5. SFPUC and Wholesale Customers meet upon request to exchange information concerning water availability and projected system- wide purchases
February 1-May 31
6. SFPUC issues revised estimate of available water supply, and confirms continued potential shortage conditions, if applicable March 1
7. SFPUC issues final estimate of available water supply April 15 th or sooner if adequate
snow course measurement data
is available to form a robust
estimate on available water
supply for the coming year.
8. SFPUC determines amount of water available to Wholesale Customers collectively
April 15
th or sooner if adequate
snow course measurement data
is available to form a robust
estimate on available water
supply for the coming year.
In Drought Years Target Dates
9. SFPUC formally declares the existence of water shortage emergency (or end of water shortage emergency, if applicable) under Water Code Sections 350 et. seq.
April 15-30
10. SFPUC declares the need for a voluntary or mandatory response April 15-30
11. BAWSCA submits calculation to SFPUC of individual Wholesale Customers’ percentage shares of water allocated to Wholesale Customers collectively
April 15- 30
10.1 Attachment 1b - Clean WSA Amendment
236
7 21606945.9
12. SFPUC determines individual shortage allocations, based on BAWSCA’s submittal of individual agency percentage shares to SFPUC, and monthly water budgets (Default Schedule)
April 25—May 10
13. Wholesale Customers submit alternative monthly water budgets (optional)
May 8-May 24
14. Final drought shortage allocations are issued for the Supply Year beginning July 1 through June 30
June 1
15. Monthly water budgets become effective July 1
16. Excess use charges indicated on monthly Suburban bills August 1 (of the beginning year) through June 30 (of the
succeeding year)
17. Excess use charges paid by Wholesale Customers for prior year August of the succeeding year
10.1 Attachment 1b - Clean WSA Amendment
237
RESOLUTION NO.
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE ESTERO MUNICIPAL IMPROVEMENT DISTRICT APPROVING TIER 2 DROUGHT RESPONSE
IMPLEMENTATION PLAN PURSUANT TO SECTION 3.11.C OF THE AMENDED AND
RESTATED WATER SUPPLY AGREEMENT AND FINDING THE AMENDMENT
EXEMPT FROM REVIEW UNDER THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) 15378(b)(5), 15060(c)(2), 15301, AND 15162(a)
ESTERO MUNICIPAL IMPROVEMENT DISTRICT
WHEREAS, The Estero Municipal Improvement District is one of twenty-six (26) agencies in San Mateo, Santa Clara and Alameda Counties (Wholesale Customers) which purchase water from the City and County of San Francisco (San Francisco) pursuant to a Water Supply Agreement entered into in 2009, and recently amended in 2018, 2021 and 2025 (the Agreement or WSA). Collectively these 26 agencies are referred to in the Agreement as Wholesale Customers; and WHEREAS, Section 3.11 of the Agreement addresses situations when insufficient water is available in the San Francisco Regional Water System (RWS) to meet the full demands of all users. Section 3.11.C provides that during periods of water shortage caused by drought, the San Francisco Public Utilities Commission (SFPUC) will allocate available water between its retail customers and the Wholesale Customers collectively, in accordance with a schedule contained in the Water Shortage Allocation Plan set forth in Attachment H to the Agreement (Tier 1 Plan); and WHEREAS, Section 3.11.C authorizes the Wholesale Customers to adopt a Drought Allocation Plan, including a methodology for allocating the available water among the individual Wholesale Customers (Tier 2 Plan). The WSA also commits the SFPUC to honor allocations of water unanimously agreed to by all Wholesale Customers or, if unanimous agreement cannot be achieved, water allocations that have been adopted by the Board of Directors of the Bay Area Water Supply and Conservation Agency (BAWSCA). The Agreement also provides that the SFPUC can allocate water supplies as necessary during a water shortage emergency if no agreed upon plan for water allocation has been adopted by the 26 Wholesale Customers or the BAWSCA Board of Directors; and
WHEREAS, Commencing in January 2022, representatives appointed by the managers of each of the Wholesale Customers began meeting monthly to develop a set of principles to serve as guidelines for an equitable allocation methodology, and to develop formulas and procedures, in order to implement those principles. These discussions, and supporting technical analyses, have been conducted with the assistance of BAWSCA; and
WHEREAS, the Tier 2 Plan, attached to this resolution as Exhibit A, has been
10.1 Attachment 2 - Resolution Approving Updated Tier 2 Drought Response Implementation Plan
238
endorsed by all of the Wholesale Customer representatives who participated in the formulation process and they have each recommended that it be formally adopted by the governing body of their respective agencies; and
WHEREAS, the Tier 2 Plan allocates the collective Wholesale Customer share of RWS supply made available by the SFPUC among each of the 26 Wholesale Customers through December 31, 2034 and is coordinated with the term of the Agreement, and extension and renewal terms; and
WHEREAS, the Tier 2 Plan considered now is not a "project" for the purposes of CEQA as it involves an administrative activity that does not result in a direct change to the environment (see 14 CCR Section 15378(b)(5)), and would not result in a direct or reasonably foreseeable indirect physical change in the environment (see 14 CCR Section 15060(c)(2)); and
WHEREAS, in the event the Tier 2 Plan t is considered a "project," it would be subject to the categorical exemption for operation, repair, and maintenance of existing facilities (see 14 CCR Section 15301) and the amendment does not implicate substantial changes that involve a new significant environmental effect (see 14 CCR Section 15162(a)).
NOW THEREFORE, BE IT RESOLVED by Board of Directors of the Estero Municipal Improvement District as follows:
1. The Tier 2 Drought Response Implementation Plan, as attached as Exhibit A (Tier 2 Plan), is approved.
2. This approval is conditioned upon all of the other twenty-five Wholesale Customers approving the Tier 2 Plan, such approvals being evidenced through adoption of similar resolutions or, in the case of private-sector organizations, by other equivalently binding written commitments signed by an executive officer acting within the scope of delegated authority, and all such approvals occurring on or before December 31, 2025.
10.1 Attachment 2 - Resolution Approving Updated Tier 2 Drought Response Implementation Plan
239
PASSED AND ADOPTED as a Resolution of the Board of Directors of the Estero Municipal Improvement District at the Regular Meeting held on the 2nd day September, 2025, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
STACY JIMENEZ, PRESIDENT
ATTEST:
PRISCILLA SCHAUS, DISTRICT SECRETARY
10.1 Attachment 2 - Resolution Approving Updated Tier 2 Drought Response Implementation Plan
240
Tier 2 Drought Response Implementation Plan
Drought Shortage Allocation Plan for the Regional Water System Wholesale Customers
10.1 Attachment 2a - Tier 2 Drought Response Implementation Plan (Exhibit A)
241
i 21418818.2
Table of Contents 1. Introduction ........................................................................................................................ 12. Relationship to Water Supply Agreement ........................................................................... 13. Development Process ........................................................................................................ 14. Plan Policy Principles ......................................................................................................... 25. Allocation Formula.............................................................................................................. 2Base Period Calculations................................................................................................ 2Tier 2 Plan Allocation Formula Inputs ............................................................................. 2Step 0: Establish SFPUC Minimum and Maximum Cutback ........................................... 3Step 1: Efficient Residential Allocation............................................................................ 4Step 2: Non-Residential Base Allocation ........................................................................ 4Step 3: SFPUC Maximum Cutback Reserve................................................................... 5Step 4: Seasonal Allocation ............................................................................................ 5Step 5: SFPUC Purchases and ISG-Based Allocation .................................................... 56. Plan Implementation ........................................................................................................... 57. Plan Term .......................................................................................................................... 6 Attachments Attachment A: List of Abbreviations and Definitions ................................................................... 8Attachment B: Tier 2 Plan Data Sources and Calculations ........................................................10Attachment C: Example of Tier 2 Plan Excel-Based Model Calculations ...................................15
10.1 Attachment 2a - Tier 2 Drought Response Implementation Plan (Exhibit A)
242
1. IntroductionThe Tier 2 Drought Response Implementation Plan (the “Plan” or “Tier 2 Plan”) describes the method for allocating the water made available by the San Francisco Regional Water System (“RWS”) among the Wholesale Customers during shortages caused by Drought. This Plan is adopted pursuant to Section 3.11(C) of the Amended and Restated Water Supply Agreement between the City and County of San Francisco and the Wholesale Customers in Alameda, San Mateo, and Santa Clara Counties (the “WSA”). 2. Relationship to Water Supply AgreementThe WSA includes a Water Shortage Allocation Plan which, among other things, (a) provides for the allocation of available water between Retail Customers (e.g., retail water customers within the City and County of San Francisco) and the Wholesale Customers collectively during system-wide water shortages of 20 percent or less, (b) contemplates the adoption by the Wholesale Customers of this Plan for allocation of the Wholesale Customers share of available water, (c) commits the SFPUC to implement this Plan, (d) provides for banking of unused allocation, and (e) provides for the transfer of both banked water and shortage allocations between and amongthe Wholesale Customers and commits the SFPUC to implement such transfers. That plan isreferred to as the Tier 1 Plan and is included as Attachment H to the WSA.The Tier 1 Plan also provides the methodology for determining the Overall Average Wholesale Customer Reduction, expressed as a percentage cutback from prior year’s normal SFPUC purchases, and Overall Wholesale Customer Allocation, in million gallons per day (MGD), both of which are used in determining the final Allocation Factor for each Wholesale Customer. The Overall Average Wholesale Customer Reduction is determined by dividing the volume of water available to the Wholesale Customers (the “Overall Wholesale Customer Allocation” or “Tier 1 Allocation”), shown as a share of available water in Section 2 of the Tier 1 Plan, by the prior year’s normal total Wholesale Customers’ RWS purchases and subtracting that value from one. 3. Development ProcessBetween January 2022 and June 2024, Bay Area Water Supply and Conservation Agency (BAWSCA), supported by Woodard & Curran technical consultants, facilitated negotiations between the Wholesale Customers through a series of meetings, workshops, and workgroups to develop a formula and implementation plan to allocate RWS supplies in the event of shortage caused by a SFPUC declared Drought, as defined in the WSA. These meetings, workshops, and workgroups provided a forum for in-depth discussion of the objectives, mechanics, and policy aspects of the elements of an updated Plan. The Wholesale Customers began negotiations by reviewing the prior Plan, then discussed and agreed upon four policy principles to lay the foundation for a revised Plan. BAWSCA, with support from Woodard & Curran as the technical consultant team, introduced potential elements of a formula to align with the agreed upon policy principles. In monthly workshops, the Wholesale Customers discussed these options and provided feedback on which elements should be included in the Plan, along with suggested refinements. These workshops, and the discussions, suggestions, and comments expressed by the Wholesale Customers during this process, were the primary forum through which this Plan was developed.
10.1 Attachment 2a - Tier 2 Drought Response Implementation Plan (Exhibit A)
243
4. Plan Policy PrinciplesThe Wholesale Customers collectively developed four policy principles (the “Policy Principles”) to guide the development and performance of the Tier 2 Plan. The Tier 2 Plan and associated Tier 2 Plan Allocation Model were developed in consideration of these policy principles, with the intent to abide by each policy principle while minimizing conflicts between policy principles. The policy principles are summarized below and implemented in Attachment B, Tier 2 Plan Data Sources and Calculations. 1.Policy Principle #1 - Provide sufficient water for the basic health and safety needs ofcustomers. 2.Policy Principle #2 - Minimize economic and other adverse impacts of water shortageson customers and the BAWSCA region.3.Policy Principle #3 - Provide predictability of drought allocations through consistent andpredetermined rules for calculation, while allowing for flexibility to respond to unforeseencircumstances.4.Policy Principle #4 - Recognize benefits of, and avoid disincentives for, water useefficiency and development of alternative water supply projects.5. Allocation FormulaGuided by the Policy Principles, the Wholesale Customers developed a specific formula for apportioning the Overall Wholesale Customer Allocation among the individual Wholesale Customers. The Tier 2 Allocation Model requires several inputs to calculate each Wholesale Customer’s allocation. First, Base Period data are collected to be used as inputs in the Tier 2 formula. Next each Wholesale Customer’s allocation is calculated in five steps. Base Period Calculations The Base Period in the Tier 2 Plan is defined as the average of each Wholesale Customer’s two years with the highest volumes of SFPUC purchases from the previous three non-Drought years. A non-Drought year is defined as a full fiscal year (July 1 through June 30) in which the SFPUC has not declared a water shortage emergency, as defined in the WSA. BAWSCA’s Annual Survey, which compiles and publishes data self-reported by the Wholesale Customers, is the primary source for model inputs. Tier 2 Plan Allocation Formula Inputs Population: Each Wholesale Customer’s population as reported in the most recentlypublished Annual Survey and is not tied to Drought or non-Drought year status.Base Period SFPUC Purchases: The average of each Wholesale Customer’s twoyears with the highest volumes of SFPUC purchases from the previous three non-Drought years.Base Period Total Potable Water Production: Total potable production as reported inthe Annual Survey.
10.1 Attachment 2a - Tier 2 Drought Response Implementation Plan (Exhibit A)
244
Base Period SFPUC Reliance: Each Wholesale Customer’s Base Period SFPUCPurchases divided by Base Period Total Potable Water Production, expressed as apercentage.Base Period Percent Indoor Demand: The single lowest month’s total potable demand(a proxy for indoor use) divided by the average monthly total potable demand, expressedas a percentage. The resulting percentages are averaged for the two selected BasePeriod years.Base Period Percent Non-Residential Demand: Each Wholesale Customer’s potablewater consumption from the Base Period from all customer categories except residential,divided by the Wholesale Customer’s Base Period Total Potable Water Production,expressed as a percentage. The resulting percentages are averaged for the twoselected Base Period years.Individual Supply Guarantee (ISG): Each Wholesale Customer’s share of the SupplyAssurance, as shown on Attachment C to the WSA, with proxies for Hayward, San Jose,and Santa Clara in order to provide inputs for the Tier 2 Allocation FormulaThere are three exceptions to the Base Period Calculations: (1) Coastside County Water District (“Coastside CWD”) Base Period SFPUC Purchases and Base Period SFPUC Reliance, (2) Stanford Base Period Percent Indoor Demand, and (3) Stanford Population Calculation. (1) Coastside CWD Base Period SFPUC Purchases will be calculated as 94% of its BasePeriod Total Potable Water Production. Base Period SFPUC Reliance will be fixed at94%. More information is provided in Attachment B.(2) Stanford’s Base Period Percent Indoor Demand calculation will exclude demand fromthe month of December and/or January when the campus is closed and demand isabnormally low.(3) Stanford’s population is calculated as described in Attachment B.Furthermore, three Wholesale Customers do not have an ISG and a proxy is used in the Tier 2 Plan: (1) Hayward, (2) San Jose, and (3) Santa Clara. Background on ISG and each ISG proxy is described in Attachment B. Data sources, methodologies, and equations used to calculate each input are described further in Attachment B. Step 0: Establish SFPUC Minimum and Maximum Cutback The Minimum and Maximum Cutback establish the upper and lower bounds for each Wholesale Customer’s final allocation. No water is allocated in this step. Instead, allocations in subsequent steps are limited such that no Wholesale Customer’s final allocation is outside the upper and lower bounds (i.e., above the Minimum Cutback or below the Maximum Cutback) established in this step. Minimum Cutback: Each Wholesale Customer will contribute to meeting the Overall Average Wholesale Customer Reduction by taking a Minimum Cutback from its Base Period SFPUC
10.1 Attachment 2a - Tier 2 Drought Response Implementation Plan (Exhibit A)
245
Purchases (up to its ISG or proxy). This establishes the upper limit of each Wholesale Customer’s potential final allocation. The Minimum Cutback, expressed as a percentage, is equal to 1/3 times the Overall Average Wholesale Customer Reduction, but no less than 5%. Maximum Cutback: The Maximum Cutback establishes the lower limit of each Wholesale Customer’s potential final allocation. The Maximum Cutback, expressed as a percentage, is equal to 1.5 times the Overall Average Wholesale Customer Reduction. The Maximum Cutback is calculated from each Wholesale Customer’s Base Period SFPUC Purchases (up to its ISG, or proxy). Step 1 Override Exception: If a Wholesale Customer’s allocation in Step 1 exceeds the upper limit established by the Minimum Cutback at 1/3 times the Overall Average Wholesale Customer Reduction, the Wholesale Customer’s Minimum Cutback will be reduced, but the Minimum Cutback will be no less than 5%. Calculations and an example of the Step 1 Override Exception are provided in Attachment B. Step 1: Efficient Residential Allocation Step 1 allocates water on a residential per capita basis, based on the State Indoor Water Use Efficiency Standard1 and the portion of each Wholesale Customer’s water demand met by the RWS. The per capita efficient residential volume, in gallons, will align with the State Residential Indoor Water Use Efficiency Standard, established as 47 gallons per capita per day (GPCD) through 2029 and 42 GPCD beginning in 2030. This step multiplies the per-capita volume by each Wholesale Customer’s Population and Base Period SFPUC Reliance to determine the total amount of supply allocated to each Wholesale Customer in this step. Step 2: Non-Residential Base Allocation Step 2 allocates water based on each Wholesale Customer’s estimated non-residential indoor/base demand. To calculate non-residential indoor/base demand, each Wholesale Customer’s Base Period SFPUC Purchases are multiplied by: Base Period Percent Indoor DemandBase Period Percent Non-Residential DemandNon-Residential Base Allocation Factor – this is equal to one minus 50% of the OverallAverage Wholesale Customer Reduction.oFor example, in a 20% Overall Average Wholesale Customer Reduction, theNon-Residential Base Allocation Factor will be 90% (1 – (20% ÷ 2)) of eachWholesale Customer’s non-residential indoor/base demand.1 SB 1157, signed into law in September 2022, established the standard for efficient indoor residential water use be 47 gallons per capita per day (“GPCD”), lowering to 42 GPCD in 2030.
10.1 Attachment 2a - Tier 2 Drought Response Implementation Plan (Exhibit A)
246
Step 3: SFPUC Maximum Cutback Reserve The Maximum Cutback establishes the lower limit for each Wholesale Customer’s final allocation. See Step 0 for more information. No water is allocated in this step. Instead, this step calculates the gap between each Wholesale Customer’s allocation after Step 2 and the lower limit of its potential final allocation. This step then reserves the sum of the gap for all Wholesale Customers from the Overall Wholesale Customer Allocation for Step 5. This Maximum Cutback Reserve ensures, after other steps are applied, that sufficient water is available in the final step to provide that each Wholesale Customer’s final allocation is equal to, or greater than, the lower limit of its potential allocation established by the Maximum Cutback. Step 4: Seasonal Allocation Step 4 allocates water based on estimated seasonal purchases from the RWS. The inverse of each Wholesale Customer’s Base Period Percent Indoor Demand (1 - % Indoor Demand) is used to estimate percent seasonal demand, which is then multiplied by Base Period SFPUC Purchases to estimate each Wholesale Customers’ SFPUC seasonal purchases. Each Wholesale Customer’s estimated SFPUC seasonal purchases are multiplied by the Seasonal Cutback Factor to establish each Wholesale Customer’s Seasonal Allocation. The Seasonal Cutback Factor is calculated based upon the Overall Wholesale Customer Allocation remaining to be allocated after Step 2. Of the remaining Overall Wholesale Customer Allocation after Step 2 (less the Maximum Cutback Reserve), 50% is allocated through the Seasonal Minimum Allocation Step. The detailed methodology for calculating the Seasonal Cutback Factor is described in Attachment B. Step 5: SFPUC Purchases and ISG-Based Allocation Step 5 allocates the water remaining after Step 4 to get agencies as close to the “Target Allocation” as possible. Each Wholesale Customer’s Target Allocation is based on a weighted share of two-thirds Base Period SFPUC Purchases and one-third ISG (or proxy) while ensuring each agency’s final allocation is between the Minimum and Maximum Cutback limits. The detailed methodology for calculating the Base Period SFPUC Purchases and ISG weighted allocation is described in Attachment B. 6. Plan ImplementationThe Tier 2 Plan applies when, and only when, the SFPUC declares a Drought that has is a system-wide water shortage of 20 percent or less. The Tier 2 Plan applies only to water acquired and distributed by the SFPUC to the Wholesale Customers through the WSA and has no effect on water obtained by a Wholesale Customer from any source other than the SFPUC. Shortages Greater than 20 Percent In no way should it be construed that the Wholesale Customers relieve the SFPUC of its obligations established in the Level of Service goals adopted in the Water System Improvement
10.1 Attachment 2a - Tier 2 Drought Response Implementation Plan (Exhibit A)
247
Program (“WSIP”), including the level of service goal to “meet dry-year delivery needs while limiting drought rationing to a maximum 20 percent system-wide reduction water service during extended droughts” (2023 Amended and Updated LOS Goals and Objectives, SFPUC Resolution No. 23-0210, adopted November 28, 2023, updating the Resolution No. 08-0200, adopted October 30, 2008). Should conditions occur that result in system-wide shortages greater than 20%, the provisions in WSA Section 3.11(C) apply. The Tier 2 Plan calculations may be used during discussions with the SFPUC on how to implement reductions above 20% with the Wholesale Customers and for planning purposes only to estimate potential Wholesale Customer allocations for system-wide shortages greater than 20% (e.g., to inform efforts such as Urban Water Management Plans). BAWSCA Role in Plan Implementation In accordance with the WSA, upon the SFPUC’s declaration or reconfirmation of a water shortage emergency, BAWSCA will calculate and provide the SFPUC with each Wholesale Customer’s individual percentage share of the amount of water allocated to the Wholesale Customers collectively. In the event that shortage conditions change and the SFPUC takes action to declare an increase or decrease to the system-wide shortage level, BAWSCA will recalculate the Tier 2 Plan and submit new Allocation Factors to the SFPUC. When rerunning the Tier 2 calculations, the Base Period will not change to provide predictability (Policy Principle #3). The only inputs that will change are the Overall Wholesale Customer Allocation and population, if a more recent Annual Survey has been published. If the appropriate base period data, as specified in this Plan, are not available when BAWSCA initially calculates the Tier 2 Allocation Factors, the Base Period may be updated. However, BAWSCA may only provide the SFPUC with updated Allocation Factors if the Commission takes action to declare or reconfirm a shortage condition. Each year, BAWSCA will provide the Wholesale Customers with a review of the Tier 2 Plan. The annual review will include: Calculation of each Wholesale Customer’s Allocation Factor for regional shortages of10% and 20% for the current Base Period, based upon the most recent publishedBAWSCA Annual Survey;Review of Base Period data used to develop the calculations.7. Plan TermThe term of the Tier 2 Plan will be the same as the WSA term and may be extended by the written agreement of all the Wholesale Customers. The Tier 2 Plan negotiators chose to coordinate the Plan term with WSA term in order to avoid simultaneous renegotiation of these related agreements. Pursuant to WSA Section 2, the WSA expires on June 30, 2034. In December 2031, the SFPUC may provide written notice to the Wholesale Customers that it is willing to extend the WSA for five years, through June 30, 2039. Between January 1, 2032 and June 30, 2032, any Wholesale Customer may accept the SFPUC's offer to extend the Term by providing a written notice of extension to the SFPUC. If the WSA is extended, the Tier 2 Plan
10.1 Attachment 2a - Tier 2 Drought Response Implementation Plan (Exhibit A)
248
shall expire on December 31, 2034, unless extended by the written agreement of all Wholesale Customers. The Wholesale Customers will meet to review and potentially negotiate amendments to the Tier 2 Plan between July 2032 and June 2034. If the SFPUC is not willing to extend the term of the WSA, or the Wholesale Customers decline the offer to extend the term of the WSA, the term of the Tier 2 Plan shall be automatically extended for two additional years through December 31, 2036 to allow for more time for the Wholesale Customers to meet to review and potentially negotiate amendments to the Tier 2 Plan between July 2034 and June 2036. Sample schedules described above are provided in the table below. Date Extension of WSA with Limited Negotiated Changes Parties must renegotiate WSA Terms Dec 2031 SFPUC indicates willingness to extend term of WSA for 5 years SFPUC indicates willingness to extend term of WSA for 5 years Jan - Jun 2032 Wholesale Customers accept offer to extend term of WSA Wholesale Customers decline offer to extend term of WSA Jul 2032 -Jun 2034 Wholesale Customers meet to review, extend and potentially negotiate amendments to the Tier 2 Plan SFPUC and Wholesale Customers negotiate amendments to WSA Jul 2034 – Jun 2036 Wholesale Customers meet to review and potentially negotiate amendments to the Tier 2 Plan
10.1 Attachment 2a - Tier 2 Drought Response Implementation Plan (Exhibit A)
249
Attachment A: List of Abbreviations and DefinitionsAbbreviations BAWSCA – Bay Area Water Supply and Conservation Agency GPCD – gallons per capita per day ISG – Individual Supply Guarantee MGD – million gallons per day RWS – San Francisco Regional Water System SFPUC – San Francisco Public Utilities Commission WSA – Amended and Restated Water Supply Agreement between the City and County of San Francisco and the Wholesale Customers in Alameda, San Mateo and Santa Clara Counties WSIP – Water System Improvement Program Definitions Allocation Factor – Each Wholesale Customer's portion of the Overall Wholesale Customer Allocation, expressed as a percent. Base Period – The average of each Wholesale Customer’s two years with the highest volumes of SFPUC purchases from the previous three non-Drought years. BAWSCA Annual Survey – An annual survey of the Wholesale Customers, conducted by BAWSCA, to update key service area information including actual and projections of Wholesale Customer water demand and population. Drought – “[a] water shortage caused by lack of precipitation, as reflected in resolutions of the Commission calling for voluntary or mandatory water rationing based on evaluation of water stored or otherwise available to the Regional Water System, whether or not the Commission declares a water shortage emergency pursuant to Water Code §§ 350 et seq., as amended from time to time." (WSA, Attachment A) Individual Supply Guarantee – “[each] Wholesale Customer’s share of the Supply Assurance, as shown in Attachment C [to the WSA]." (WSA, Attachment A) Overall Average Wholesale Customer Reduction – The percent cutback from Base Period SFPUC Purchases, calculated by dividing the Overall Wholesale Customer Allocation by the sum of the Wholesale Customer's Base Period SFPUC Purchases. Overall Wholesale Customer Allocation or Tier 1 Allocation – The volume of water available to the Wholesale Customers from the RWS.
10.1 Attachment 2a - Tier 2 Drought Response Implementation Plan (Exhibit A)
250
Regional Water System – “[the] water storage, transmission and treatment system operated by the SFPUC in Tuolumne, Stanislaus, San Joaquin, Alameda, Santa Clara, San Mateo and San Francisco counties, including projects constructed under the WSIP, but excluding Direct Retail and Direct Wholesale assets." (WSA, Attachment A) SFPUC Purchases – For the purposes of the Tier 2 Plan, SFPUC Purchases are defined as the volume of water purchased by and delivered to a Wholesale Customer for use within its service area. SFPUC Purchases specifically exclude (1) In-Lieu Water, which is Regional Water System water pursuant to the WSA and the Regional Groundwater Storage and Recovery Project Operating Agreement and (2) Imputed Sales, both defined in the WSA, Attachment A. Supply Assurance – “[the] 184 MGD maximum annual average metered supply of water dedicated by San Francisco to public use in the Wholesale Service Area (not including San Jose and Santa Clara) in the 1984 Agreement and Section 3.01 of this Agreement." (WSA, Attachment A) Tier 1 Plan or Tier 1 Shortage Plan – “[the] Water Shortage Allocation Plan (Attachment H) adopted by the SFPUC and the Wholesale Customers in conjunction with this Agreement [the WSA] describing the method for allocating water between the SFPUC and the Wholesale Customers collectively for shortages of up to 20% of deliveries from the Regional Water System, as amended from time-to-time." (WSA, Attachment A) Tier 2 Plan or Tier 2 Drought Response Implementation Plan – The method of apportioning the Tier 1 Allocation among the 26 Wholesale Customers. Tier 2 Plan Allocation Model – The Excel-based tool used for applying the Tier 2 Plan allocation methodology and determining each Wholesale Customer's Allocation Factor. Wholesale Customers – “[the] 26 water customers identified in Section 1.02 [of the WSA] that are contracting for purchase of water from San Francisco pursuant to [the WSA].” (WSA, Attachment A)
10.1 Attachment 2a - Tier 2 Drought Response Implementation Plan (Exhibit A)
251
Attachment B: Tier 2 Plan Data Sources and CalculationsBAWSCA Annual Survey Each year, BAWSCA conducts an annual survey of its members in order to update key BAWSCA service area information including population, current and projected water use, and climatology. BAWSCA begins collecting data in October of each year. The Wholesale Customers submit data through BAWSCA’s Water Conservation Database. Between approximately January and March, BAWSCA reviews the Wholesale Customers’ submissions for potential errors and works with Wholesale Customers to confirm and finalize the data. The final report is published around March of each year for the fiscal year ending the previous June 30th. Base Period inputs will use data published in the Annual Surveys from the previous three non-Drought years. Depending on when the SFPUC declares a shortage emergency, the most recent non-Drought year’s Annual Survey may not be finalized and published. If the most recent non-Drought year’s Annual Survey is not available, the Base Period inputs will use data from the three most recent non-Drought year’s published in Annual Surveys. Base Period The Tier 2 Plan uses historical SFPUC purchases, total potable water production, monthly potable production, potable consumption by customer category, and population for Steps 0 through 5. These values are established using a historical base period with established water supply and delivery data. The Base Period for all inputs except population is defined as the average from the highest two years of SFPUC Purchases over the most recent three non-Drought years. The selection of Base Period is unique to each Wholesale Customer. Two example agencies are provided in the table below, where the data associated with the highest two years are highlighted. Previous Non-Drought Year Agency A Agency B SFPUC Purchases Percent Non-ResidentialSFPUC Purchases Percent Non-ResidentialYear 1 2.50 70% 5.90 58%Year 2 2.75 69% 6.20 56%Year 3 2.40 67% 6.10 55%Calculation (2.50 + 2.75)2(0.70 + 0.69)2(6.20 + 6.10)2(0.56 + 0.55)2Average of Highest Two Years2.63 70% 6.15 55.5% Coastside CWD Special Provisions for Base Period Calculations Coastside CWD Base Period SFPUC Purchases will be calculated as 94% of its Base Period Total Potable Water Production. Base Period SFPUC Reliance will be fixed at 94%.
10.1 Attachment 2a - Tier 2 Drought Response Implementation Plan (Exhibit A)
252
Coastside CWD’s high variability in SFPUC purchases from year to year, the California Coastal Commission limitations on growth in its service area, and geographical and hydrological isolation set it apart from other Wholesale Customers. Uniquely among the Wholesale Customers, Coastside CWD does not have interties with other Wholesale Customers or agencies. Additionally, it has junior rights on local surface water supplies. To ensure resiliency, Coastside CWD must maximize its use of Denniston Creek in normal years to provide evidence to the State in its ongoing case to perfect its water rights. This results in low RWS purchases in non-drought years, which are the source of each Wholesale Customer’s Base Period. The Coastside CWD special provisions for Base Period SFPUC Purchases ensure its dry year reliance on the RWS is reflected in the Tier 2 Plan. Minimum Cutback Factor The minimum cutback factor is used to establish the upper limit at or below which each Wholesale Customer’s final allocation will be. The minimum cutback factor is equal to 1/3 times the Overall Average Wholesale Customer Reduction, expressed as a percentage. Base Period SFPUC Purchases (up to ISG or proxy) are multiplied by 1 minus the minimum cutback factor. An example equation is provided below. = ×1(1 3× ) Step 1 Override Exception If a Wholesale Customer’s allocation in Step 1 (Efficient Residential Allocation) is greater than the upper limit of its potential allocation established by the Minimum Cutback, the Step 1 allocation will override. However, no Wholesale Customer’s final cutback will be less than 5%. For example, in a 20% Overall Average Wholesale Customer Reduction, the Minimum Cutback will be 6.67% (20% × 1/3). An example Wholesale Customer’s calculation is provided below. Base Period SFPUC Purchases 5.0 MGDMinimum Cutback Factor - 6.67%Upper Limit of Potential Final Allocation 4.67 MGD Population 101,000 Base Period SFPUC Reliance 100%Residential Efficient Allocation 47 GPCDStep 1 Allocation 4.75 MGD The example agency’s final cutback will be 5.1% as calculated below: 4.75 5.0 1 =5.1% Maximum Cutback Factor The maximum cutback factor is used to establish the lower limit at or above each Wholesale Customer’s final allocation. The maximum cutback factor is equal to 1.5 times the Overall Average Wholesale Customer Reduction, expressed as a percentage. Base Period SFPUC
10.1 Attachment 2a - Tier 2 Drought Response Implementation Plan (Exhibit A)
253
Purchases (up to ISG or proxy) are multiplied by 1 minus the minimum cutback factor. An example equation is provided below. = ×1(1.5 × )Efficient Residential Volume The Tier 2 Plan uses a per-capita volume, in gallons, to calculate each Wholesale Customer’s Efficient Residential Allocation (Step 1 of the Allocation Model). The per-capita volume is 47 gallons per capita per day through 2029 and 42 GPCD beginning in 2030, consistent with the State of California Indoor Residential Water Use Standard for 2025 established by SB 1157. SFPUC RelianceFor agencies with multiple potable water sources, the Tier 2 Plan calculates SFPUC Reliance by dividing each agency’s Base Period SFPUC Purchases by Base Period Total Potable Water Production, expressed as a percentage. SFPUC Reliance is used in Step 1 to calculate multi-source agency’s Residential Efficient Allocation met by the RWS. Population The Tier 2 Plan uses population reported in the most recently published Annual Survey to calculate each Wholesale Customer’s Efficient Residential Allocation in Step 1. BAWSCA reviews data submitted for the Annual Survey and works with agencies to ensure the information is correct before making it public. As part of this annual review, BAWSCA will flag any agencies that have reported population increases greater than 5%. BAWSCA will first confirm with the agency that there are no reporting errors. If the reported data are correct, BAWSCA will include a note to all agencies during the annual review of the Tier 2 Plan. Stanford University Population Calculation Stanford has historically reported its population in the BAWSCA Annual Survey using data from the Stanford Office of Institutional Research & Decision Support, which annually documents population based on student enrollment and data from human resources. This number captures all students (undergraduate and graduate), post-docs, faculty, and staff that are employed and work on campus. The population report does not directly capture residential population that is not enrolled or employed (significant others or dependents). However, it would include a daytime population component. Stanford reviewed several population sources and calculation methods including census data. Based on review of the available sources for population information, Stanford proposed, and the BAWSCA agencies agreed, to utilize a formula that captures student and faculty/staff residential population. This new approach would eliminate the inclusion of daytime staff and faculty who do not live on campus. The formula takes the Office of Institutional Research & Decision Support data and uses only the "Total Students" and adds a multiplier of 2.57 people per residence (single and multi-family) for the faculty/staff housing area.
10.1 Attachment 2a - Tier 2 Drought Response Implementation Plan (Exhibit A)
254
Stanford Population = (Faculty/Staff Housing Residences x 2.57) + ("Total Students" from Population Report) Percent Indoor Demand For each Base Period year, percent indoor demand is calculated by dividing each Wholesale Customer’s lowest month of potable production by the Wholesale Customer’s average monthly potable production. The two resulting percentages are averaged together. An example equation is provided below, where Y1and Y2 represent the two Base Period years. % = ,,+ ,,2Percent Seasonal Demand Percent seasonal demand is calculated as the inverse of percent indoor demand. = 1% Percent Non-Residential Demand For each Base Period year, percent non-residential demand is calculated by first dividing each Wholesale Customer’s potable water consumption from all residential customer categories by the Wholesale Customer’s total annual potable production. The resulting percentage is subtracted from one to calculate the inverse and thus captures all non-residential demands including non-revenue water and dedicated irrigation meters2. The two resulting percentages from the two Base Period years are averaged together. An example equation is provided below, where Y1 and Y2 represent the two Base Period years. % = (1 , ,) + (1 , ,)2Individual Supply Guarantee (ISG) Use of ISG in the Tier 2 Plan Each Wholesale Customer’s ISG is used in the Tier 2 Plan calculations with proxies for Hayward, San Jose and Santa Clara, in order to provide inputs for the Tier 2 Allocation Formula. See WSA, Attachment C for a current list of ISG values. Hayward’s de facto ISG (22.1 MGD) is used in place of permanent ISG for the purposes of the Tier 2 Plan calculations. This figure is used in WSA, Attachment D, to determine whether Hayward’s increased use requires pro-rata reduction of remaining Wholesale Customers’ ISG. 2 Prior to FY 22-23, all consumption recorded under the dedicated irrigation sector in the Water Conservation Database is assumed to be non-residential. Starting in FY 22-23, Wholesale Customers were given the option to separate out residential vs. non-residential dedicated irrigation consumption.
10.1 Attachment 2a - Tier 2 Drought Response Implementation Plan (Exhibit A)
255
San Jose and Santa Clara’s temporary and interruptible contract amounts (4.5 MGD each) are used in place of ISG for the purposes of the Tier 2 Plan calculations. Background on ISG San Francisco has a perpetual legal obligation and commitment (Supply Assurance) to deliver 184 MGD to the 24 permanent Wholesale Customers collectively. The Supply Assurance is subsequently allocated among the 24 permanent Wholesale Customers through Individual Supply Guarantees (ISG), which represent each Wholesale Customer’s share of the 184 MGD Supply Assurance. San Jose and Santa Clara are not included in San Francisco’s Supply Assurance obligation; rather each has a temporary and interruptible water supply contract with San Francisco. Through the WSA and its individual contracts with San Jose and Santa Clara, San Francisco has many requirements to plan for water supply development and analyze the sufficiency of water supply to San Jose and Santa Clara. For example, San Francisco must complete a CEQA review and provide at least a 10-year notice of interruption. Hayward does not have an Individual Supply Guarantee San Francisco and Hayward entered into a water supply contract on February 9,1962 (the "1962 contract") which provided that San Francisco would supply Hayward with all water supplemental to water controlled by Hayward, in sufficient quantity to supply the total water needs of Hayward’s service area "on a permanent basis." This 1962 contract remains the Individual Water Sales Contract between San Francisco and Hayward. Due to the terms of this ongoing contract, Hayward does not have an ISG. If Hayward’s purchases exceed 22.1 MGD for three consecutive years, the remaining 23 Wholesale Customer's ISG will be reduced on a pro rata (WSA, Attachment D). Currently, the sum of the 23 Wholesale Customers fixed ISG is 161.9 MGD. 184 MGD Supply Assurance - 161.9 MGD = 22.1 MGD water available for Hayward purchases (i.e., Hayward’s “de facto” ISG) Hayward’s proxy ISG for the purpose of the Tier 2 Plan is 22.1 MGD. San Jose and Santa Clara do not have an Individual Supply Guarantee During the term of the 1984 Settlement Agreement, San Francisco provided water to San Jose and Santa Clara on a temporary and interruptible basis, pursuant to SFPUC Resolution No. 85-0256. The SFPUC has contracted to supply a combined annual average of 9 MGD to San Jose and Santa Clara (4.5 MGD each) through 2028. The 9 MGD allocated to San Jose and Santa Clara is not included in the Supply Assurance. San Francisco will decide whether to make San Jose and Santa Clara permanent customers by December 31, 2028. (WSA, Sec. 4.05) San Jose and Santa Clara’s proxy ISG for the purpose of the Tier 2 Plan is 4.5 MGD each.
10.1 Attachment 2a - Tier 2 Drought Response Implementation Plan (Exhibit A)
256
Tier 2 Drought Implementation PlanJuly 2024 Model Concept - Efficient Res Allocation + Non-Res Base Allocation + Seasonal Allocation + Base SFPUC Purchases/ISG-Based Allocation - Variable Base YearModel Set-up/Assumptions Base YearsAllocation Year/Projection YearFY24-25Non-Drought Year 1FY18-19Tier 1 Shortage Allocation (mgd)114.20Non-Drought Year 2FY19-20Base Period SFPUC Purchases (mgd)134.34Non-Drought Year 3FY20-21Overall Reduction from Base Period Required-15.0%SFPUC Maximum Cutback Factor-22.5%Error Message(s) (if applicable)SFPUC Minimum Cutback Factor-5.0%Non-Residential Base Allocation %92.5%Step 5 Reserved % of Remaining Tier 1 Allocation (less Step 3 Reserved) after Step 250%Unreserved % of Remaining Tier 1 Allocation (less Step 3 Reserved and Step 5 Reserved) After Step 2 50%Seasonal Allocation %7.9%Step 5 ISG Weighting33%Step 5 Base SFPUC Purchases Weighting67%Residential Efficient Allocation (R-GPCD)47.0Adjustment % for SFPUC Minimum Cutback, if efficient residential allocation is greater than minimum cutback95%Effective Date for Model Run (update for testing only)12/16/2024Instructions:1. Adjust aqua cells in OVERVIEW tab to adjust modelparameters. If there are errors in the inputs, an errormessage will appear in Columns E-F.2. View allocation calculations and results in "Tier 2Allocation" and "Agency Charts" tabs.
Calculation Steps for July 2024 Model Concept:0. SFPUC Minimum Cutbacka. Calculate Minimum Cutback from Lesser of Base Period SFPUC Purchases and ISG (Lesser ofBase Period SFPUC Purchases and ISG × [1+SFPUC Minimum Cutback Factor])b. Calculate Efficient Residential Allocation (population ×per capita allocation × % SFPUCreliance)c. Determine if Minimum Cutback is greater than the Efficient Residential Allocationd. If Efficient Residential Allocation is greater than the Minimum Cutback, an agency's cutbackmay be no less than 5%1. Efficient Residential Allocationa. Calculate Efficient Residential Allocation (population ×per capita allocation)b. Account for % SFPUC Reliancec. Provide Efficient Residential Allocation2. Non-Residential Base Allocationa. Incorporate Estimated % Indoor Use (see glossary for definition and calculation of % Indoor Use)b. Incorporate % Non-Residential Usec. Calculate Non-Residential Base Allocation (% Indoor Use × % Non-Residential Use × BasePeriod SFPUC Purchases × Non-Residential Indoor Allocation %)d. Add Non-Residential Base Allocation to the Step 1 Allocation3. Calculate Potential SFPUC Maximum Cutback Needa. Calculate SFPUC Maximum Cutback (Base Period SFPUC Purchases × [1+ SFPUC MaximumCutback Factor])b. Reserve the sum of the potential SFPUC Maximum Cutback need for Step 5 (Maximum CutbackReserve)4. Seasonal Allocationa. Determine % Seasonal Use (1 - % Indoor Use)b. Calculate seasonal SFPUC Purchases (Base Period SFPUC Purchases × % Seasonal Use)c. Calculate Seasonal Allocation (seasonal SFPUC Purchases × Seasonal Allocation %)d. Add the Seasonal Allocation to the Step 2 Allocation5. Base Period/ISG-Based Allocationa. Calculate weighted average of Base Period SFPUC Purchases and ISG, up to Minimum Cutbackb. Calculate Weighted Share of total Tier 1 Allocation to Wholesale Customers (agency weightedaverage Base Period SFPUC Purchases/ISG ÷ total Wholesale Customer weighted average × Tier 1Allocation)c. Calculate the gap between Step 4 allocation and the lesser of 1) weighted share, or 2) MinimumCutbackd. Allocate remaining supplies, except Maximum Cutback Reserve, among agencies with a gap,proportionately to gap, up to the Minimum Cutbacke. Confirm allocation meets Maximum Cutback; allocate water from Maximum Cutback Reserveup to Maximum Cutbackf. Allocate remaining supplies among agencies with a gap, proportionately to gap, up to theMinimum Cutback Attachment C: Example of Tier 2 Plan Excel-Based Model Calculations
10.1 Attachment 2a - Tier 2 Drought Response Implementation Plan (Exhibit A)
257
FY24-25Tier 2 Allocation ModelFY22-23Relevant Base Period Data 1. Efficient Residential AllocationAgencySelected Base Year 1Selected Base Year 2Base Period SFPUC Purchases (mgd)Base Period Reliance on SFPUCISG (mgd)Total Potable Production (mgd)Lesser of Base Period SFPUC Purchases and ISG (mgd)SFPUC Minimum Cutback (mgd)SFPUC Maximum Cutback (mgd)Is efficient residential allocation greater than minimum cutback?Adjusted SFPUC Minimum Cutback, if efficient residential allocation is greater than 0. EffectiveSFPUCMinimum Cutback (mgd)Population% Potable Demand Reliance on SFPUCAllocation based on efficient residential indoor use (mgd)Efficient Residential Allocation1. EfficientResidential(mgd)Alameda CWD202120208.6322%13.7639.328.638.206.698.20344,00022%16.173.553.55Brisbane 2019 2020 0.65 100% 0.98 0.650.65 0.62 0.50 0.624,851 100% 0.23 0.230.23Burlingame202020193.45100%5.233.453.453.282.673.2831,080100%1.461.461.46Coastside202120191.6994%2.181.801.691.611.311.6118,89094%0.890.830.83CWS - Total 2021 2020 29.23 95% 35.68 30.6229.23 27.77 22.66 27.77262,704 95% 12.35 11.7811.78Daly City202020193.8464%4.296.003.843.642.973.64107,00064%5.033.223.22East Palo Alto 2020 2019 1.57 100% 3.46 1.571.57 1.49 1.21 1.4929,519 100% 1.39 1.391.39Estero 2020 2021 4.32 100% 5.90 4.324.32 4.10 3.35 4.1037,443 100% 1.76 1.761.76Hayward2021201914.26100%22.1014.2614.2613.5511.0613.55159,800100%7.517.517.51Hillsborough 2021 2020 2.66 100% 4.09 2.662.66 2.53 2.06 2.5311,592 100% 0.54 0.540.54Menlo Park201920203.09100%4.463.093.092.942.402.9420,319100%0.950.950.95Mid-Peninsula202020212.63100%3.892.632.632.502.042.5030,159100%1.421.421.42Millbrae 2019 2020 1.92 100% 3.15 1.921.92 1.83 1.49 1.8320,666 100% 0.97 0.970.97Milpitas202020215.6767%9.238.495.675.394.405.3981,06767%3.812.542.54Mountain View202120207.7887%12.468.907.787.406.037.4081,50187%3.833.353.35North Coast 2021 2020 2.39 100% 3.84 2.392.39 2.27 1.85 2.2737,082 100% 1.74 1.741.74Palo Alto202120209.95100%16.589.959.959.457.719.4568,624100%3.233.233.23Purissima Hills202120201.82100%1.621.821.621.541.261.547,350100%0.350.350.35Redwood City 2020 2021 8.62 100% 10.93 8.628.62 8.19 6.68 8.1990,928 100% 4.27 4.274.27San Bruno202020210.9330%3.253.090.930.890.720.8943,91030%2.060.620.62San Jose 2019 2020 4.27 99% 4.50 4.294.27 4.05 3.31 4.0543,036 99% 2.02 2.012.01Santa Clara202020213.2520%4.5016.273.253.092.523.09132,47620%6.231.241.24Stanford202020191.43100%3.031.431.431.361.111.3620,000100%0.940.940.94Sunnyvale 2021 2020 9.47 54% 12.58 17.689.47 8.99 7.34 8.99156,317 54% 7.35 3.933.93Westborough202020190.80100%1.320.800.800.760.620.7613,486100%0.630.630.63Total 134.34 193.02 196.04 134.14 1,853,80087.1360.49Allocated60.49Unallocated53.71Reserved 0 Allocation Year/Projection Year0. Establish SFPUC Minimum CutbackNo water is allocatied in this stepEstablishes the upper limit of each agency's final allocationMost Recent Annual Survey Data Year
10.1 Attachment 2a - Tier 2 Drought Response Implementation Plan (Exhibit A)
258
Tier 2 Allocation ModelAgencyAlameda CWDBrisbaneBurlingameCoastsideCWS - TotalDaly CityEast Palo AltoEsteroHaywardHillsboroughMenlo ParkMid-PeninsulaMillbraeMilpitasMountain ViewNorth CoastPalo AltoPurissima HillsRedwood CitySan BrunoSan JoseSanta ClaraStanfordSunnyvaleWestboroughTotalAllocatedUnallocatedReserved
2. Non-Residential Base Allocation 3. SFPUC Maximum Cutback "Reserve" 4. Seasonal Allocation 5. Base SFPUC Purchases/ISG-Based Allocation with Minimum CutbackEstimated % Indoor Use % Non-Residential UseNon-Residential Base Allocation (mgd)2. Non-Residential Base Allocation (mgd)SFPUC Maximum Cutback (mgd)2Does Step 2 Allocation Meet SFPUC Maximum Cutback?SFPUC Maximum Cutback Shortfall (mgd)% Seasonal UseSeasonal SFPUC Purchases (mgd)Seasonal Allocation (mgd)4. SeasonalAllocation(mgd)Weighted Average of Base Period SFPUC Purchases (up to ISG) and ISG (mgd)Weighted Share of Tier 1 Allocation (mgd)Lesser of Weighted Share and Minimum Cutback Allocation(i.e., Target Allocation)Target Allocation Based Gap (mgd)Target Based Allocation 1 (mgd)69%41%2.22 5.776.690.9231%2.71 0.225.9910.337.687.681.690.3166% 68% 0.27 0.500.50 0.0134% 0.22 0.020.510.76 0.56 0.56 0.05 0.0173%40%0.932.392.670.2827%0.930.072.464.043.003.000.540.1064%46%0.471.301.310.0136%0.600.051.351.851.381.380.030.0161% 30% 5.02 16.8022.66 5.8539% 11.26 0.8917.6931.36 23.32 23.32 5.62 1.0588%23%0.73 3.642.970.0012%0.46 0.043.643.992.962.960.000.0079% 18% 0.211.491.21 0.0021% 0.33 0.031.492.19 1.63 1.49 0.00 0.0063% 45% 1.13 2.893.35 0.4637% 1.58 0.133.014.84 3.60 3.60 0.59 0.1172%45%4.33 11.8511.060.0028%3.95 0.3112.1616.8512.5312.530.370.0736% 9% 0.08 0.622.06 1.4464% 1.70 0.140.763.13 2.33 2.33 1.57 0.2953%63%0.941.902.400.5047%1.470.122.013.542.632.630.620.1268%27%0.45 1.872.040.1832%0.860.071.933.052.272.270.330.0676% 36% 0.49 1.461.49 0.0324% 0.46 0.041.492.33 1.73 1.73 0.24 0.0478%51%2.08 4.624.400.0022%1.23 0.104.726.855.095.090.370.0766%43%2.045.396.030.6534%2.640.215.609.336.946.941.340.2580% 24% 0.422.161.85 0.0020% 0.48 0.042.202.87 2.13 2.13 0.00 0.0061%38%2.11 5.347.712.3739%3.900.315.6512.149.039.033.380.6338%12%0.07 0.421.260.8462%1.13 0.090.511.621.211.210.700.1368% 34% 1.81 6.086.68 0.6032% 2.80 0.226.319.38 6.98 6.98 0.67 0.1378%29%0.20 0.820.720.0022%0.210.020.841.701.260.890.050.0169% 62% 1.683.693.31 0.0031% 1.33 0.113.794.34 3.23 3.23 0.00 0.0073%50%1.10 2.352.520.1727%0.88 0.072.423.662.722.720.310.0663%45%0.38 1.321.110.0037%0.53 0.041.361.961.461.360.000.0069% 42% 2.546.487.34 0.8631% 2.98 0.246.7110.49 7.80 7.80 1.09 0.2073%26%0.140.760.620.0027%0.22 0.020.760.970.720.720.000.0031.83 91.90103.98 15.18 44.87 3.5695.38153.57 114.20 113.58 19.56 3.6491.90 91.90 95.3822.30 22.30 18.820 15.18 15.18 No water is allocatied in this stepEstablishes the lower limit of an agency's final allocation and potential need is reserved for Step 5 Basis for Target Allocation (SFPUC Purchases / ISG weighting from OVERVIEW tab)Target AllocationFirst Iteration of Base PerAllocation
10.1 Attachment 2a - Tier 2 Drought Response Implementation Plan (Exhibit A)
259
Tier 2 Allocation ModelAgencyAlameda CWDBrisbaneBurlingameCoastsideCWS - TotalDaly CityEast Palo AltoEsteroHaywardHillsboroughMenlo ParkMid-PeninsulaMillbraeMilpitasMountain ViewNorth CoastPalo AltoPurissima HillsRedwood CitySan BrunoSan JoseSanta ClaraStanfordSunnyvaleWestboroughTotalAllocatedUnallocatedReserved First Iteration of Target Based Allocation (mgd)Does Step 5 Initial Allocation Meet SFPUC Maximum Cutback?Maximum Cutback (mgd)Initial Step 5 Allocation with Maximum Cutback (mgd)Target Allocation Based Gap (mgd)3Target Based Allocation 2 (mgd)Second Iteration of Target Based Allocation (mgd)Equal or Greater than Weighted Share/Minimum CutbackTarget Allocation Based Gap 3 (mgd)Third Iteration of Target Based Allocation (mgd)5. WeightedShare/Maximum Cutback Based Allocation (mgd) Final Allocation (mgd)Cutback PercentageAllocation Factor6.300.396.690.990.887.570.110.007.577.5712.3%6.6%0.52 0.00 0.52 0.04 0.04 0.56 0.00 0.000.56 0.5613.8% 0.5%2.560.112.670.330.292.970.040.002.972.9714.0%2.6%1.350.001.350.020.021.380.000.001.381.3818.8%1.2%18.74 3.91 22.66 0.66 0.59 23.24 0.07 0.0023.2423.2420.5% 20.4%3.640.003.640.000.003.640.000.003.643.645.0%3.2%1.49 0.00 1.49 0.00 0.00 1.49 0.00 0.001.49 1.495.0% 1.3%3.12 0.23 3.35 0.25 0.22 3.57 0.03 0.003.573.5717.3% 3.1%12.230.0012.230.300.2712.500.030.0012.5012.5012.4%10.9%1.05 1.01 2.06 0.27 0.24 2.30 0.03 0.002.30 2.3013.6% 2.0%2.130.272.400.240.212.610.030.002.612.6115.7%2.3%2.000.052.040.230.202.240.030.002.242.2414.9%2.0%1.54 0.00 1.54 0.19 0.17 1.71 0.02 0.001.71 1.7111.1% 1.5%4.790.004.790.300.275.060.030.005.065.0610.8%4.4%5.850.196.030.900.806.840.100.006.846.8412.2%6.0%2.20 0.00 2.20 0.00 0.00 2.20 0.00 0.002.202.207.7% 1.9%6.281.447.711.311.178.880.150.008.888.8810.8%7.8%0.640.621.260.000.001.260.000.001.261.2630.9%1.1%6.43 0.25 6.68 0.29 0.26 6.95 0.03 0.006.956.9519.5% 6.1%0.850.000.850.040.040.880.000.000.880.885.5%0.8%3.79 0.00 3.79 0.00 0.00 3.79 0.00 0.003.79 3.7911.1% 3.3%2.470.052.520.200.182.700.020.002.702.7016.9%2.4%1.360.001.360.000.001.360.000.001.361.365.0%1.2%6.92 0.42 7.34 0.47 0.41 7.75 0.05 0.007.75 7.7518.1% 6.8%0.760.000.760.000.000.760.000.000.760.765.0%0.7%99.02 8.92 107.95 7.04 6.25 114.20 0.79 0.00114.20 114.2099.02 107.95 114.20 114.200.00 6.25 0.00 0.0015.18 0.00 0.00 0.00 Third Iteration of Base Period/ISG-Based AllocationIf all agencies meet their Target Allocation, remaining water is allocated up to Minimum Cutbackiod/ISG-Based Maximum CutbackSecond Iteration of Base Period/ISG-Based Allocation
10.1 Attachment 2a - Tier 2 Drought Response Implementation Plan (Exhibit A)
260
Tier 2 Allocation ModelAgencyAlameda CWDBrisbaneBurlingameCoastsideCWS - TotalDaly CityEast Palo AltoEsteroHaywardHillsboroughMenlo ParkMid-PeninsulaMillbraeMilpitasMountain ViewNorth CoastPalo AltoPurissima HillsRedwood CitySan BrunoSan JoseSanta ClaraStanfordSunnyvaleWestboroughTotalAllocatedUnallocatedReserved Instructions: Copy/paste the table below into the "Historical Saves" tab, columns A through F.Instructions: Copy/paste the table below into the "Historical Saves" tab, columns A through F.AgencyAllocation Year (FY)Allocation Year (integer)Final Allocation (mgd)Cutback PercentageAllocation FactorInput Category ValueAllocation Year (FY)Allocation Year (integer)Alameda CWDFY24-2520257.5712%7%Allocation Year/Projection YearFY24-25FY24-252025Brisbane FY24-25 2025 0.56 14% 0% Tier 1 Shortage Allocation (mgd)114.20FY24-25 2025BurlingameFY24-2520252.9714%3%Overall Reduction from Base Period Required-15%FY24-252025CoastsideFY24-2520251.3819%1%SFPUC Maximum Cutback Factor-22%FY24-252025CWS - Total FY24-25 2025 23.24 20% 20% SFPUC Minimum Cutback Factor-5%FY24-25 2025Daly CityFY24-2520253.645%3%Non-Residential Base Allocation %93%FY24-252025East Palo Alto FY24-25 2025 1.49 5% 1%Step 5 Reserved % of Remaining Tier 1 Allocation (less Step 50%FY24-25 2025Estero FY24-25 2025 3.57 17% 3% Unreserved % of Remaining Tier 1 Allocation (less Step 3 50%FY24-25 2025HaywardFY24-25202512.5012%11%Seasonal Allocation %8%FY24-252025Hillsborough FY24-25 2025 2.30 14% 2% Step 5 ISG Weighting33%FY24-25 2025Menlo ParkFY24-2520252.6116%2%Step 5 Base SFPUC Purchases Weighting67%FY24-252025Mid-PeninsulaFY24-2520252.2415%2%Residential Efficient Allocation (R-GPCD)47.0FY24-252025Millbrae FY24-25 2025 1.71 11% 1% Adjustment % for SFPUC Minimum Cutback, if efficient 95%FY24-25 2025MilpitasFY24-2520255.0611%4%Mountain ViewFY24-2520256.8412%6%North Coast FY24-25 2025 2.20 8% 2%Palo AltoFY24-2520258.8811%8%Purissima HillsFY24-2520251.2631%1%Redwood City FY24-25 2025 6.95 19% 6%San BrunoFY24-2520250.885%1%San Jose FY24-25 2025 3.79 11% 3%Santa ClaraFY24-2520252.7017%2%StanfordFY24-2520251.365%1%Sunnyvale FY24-25 2025 7.75 18% 7%WestboroughFY24-2520250.765%1%
10.1 Attachment 2a - Tier 2 Drought Response Implementation Plan (Exhibit A)
261
3 8
5 DATE: September 2, 2025
TO: Mayor and Members of the City Council President
Members of the Estero Municipal Improvement District (EMID) Board of Directors
VIA: Stefan Chatwin, City/District Manager
FROM: Nate Cruz, Finance Director
SUBJECT: CARRYOVER OF VARIOUS UNSPENT FISCAL YEAR 2024-25
BUDGET LINE ITEMS AS SUPPLEMENTAL APPROPRIATIONS
TO THE FISCAL YEAR 2025-26 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 2024- 25 budget line items as supplemental appropriations to the Fiscal Year 2025-26 City/EMID budget.
EXECUTIVE SUMMARY
Due to various circumstances and conditions, City staff was unable to complete various FY 2024-25 tasks and projects, and/or such work plan items needed to be extended into FY 2025-26. This resulted in $1.4 million in unspent FY 2024-25 budget appropriations that City staff is now requesting to be carried over to FY 2025-26 (as detailed 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 2024-25, staff was unable to start or complete various projects due to numerous factors including supply chain delays, ordering delays, project initiation delays, project continuation and extensions, staff turnover, and staff vacancies. Some of these projects are multi-year projects that require the project budget to be spent over
10.2 10.2 Staff Report
262
3 8
5 multiple fiscal years. Since unspent operating budgets lapse at the end of each fiscal year, departments are requesting the carryovers shown below so that their associated work plans may be completed this fiscal year (additional details provided in Exhibit A).
California Environmental Quality Act
Not Applicable
FISCAL IMPACT
The proposed carryover of the various unspent FY 2024-25 budgets amount to a total FY 2025-26 supplemental appropriation of $1,423,936. The details are enumerated in Exhibit A.
CITY COUNCIL VISION, MISSION, AND VALUE/PRIORITY AREA
Staff Empowerment and Operational Excellence
ATTACHMENTS:
Attachment 1 – City Resolution
Attachment 2 – EMID Resolution
Attachment 3 – Exhibit A: Carryover Detail
10.2 10.2 Staff Report
263
RESOLUTION NO. _____________
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FOSTER CITY APPROVING THE CARRYOVER OF VARIOUS UNSPENT FISCAL YEAR 2024-25
BUDGET LINE ITEMS AS SUPPLEMENTAL APPROPRIATIONS TO THE FISCAL YEAR 2025-26 BUDGET
CITY OF FOSTER CITY
WHEREAS, due to various circumstances and conditions, City staff was unable to complete various FY 2024-25 tasks and projects and/or these work plan items needed to be extended into FY 2025-26; and
WHEREAS, this resulted in unspent FY 2024-25 budget appropriations associated with these work plan items that City staff is requesting to be carried over to FY 2025-26 (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 2024- 25 budget carryovers to FY 2025-26 that was submitted and recommended by the City Manager.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Foster City that the carryover of various unspent FY 2024-25 budget line items as enumerated in Exhibit A is hereby approved as supplemental appropriations to the FY 2025-26 budget.
PASSED AND ADOPTED as a resolution of the City Council of the City of Foster City at the regular meeting held on the 2nd day of September 2025, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
_____________________________
STACY JIMENEZ, MAYOR
ATTEST:
________________________________
PRISCILLA SCHAUS, CITY CLERK
10.2 Attachment 1 - City Resolution
264
RESOLUTION NO. _____________
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE ESTERO MUNICIPAL
IMPROVEMENT DISTRICT APPROVING THE CARRYOVER OF VARIOUS UNSPENT FISCAL YEAR 2024-25 BUDGET LINE ITEMS AS SUPPLEMENTAL
APPROPRIATIONS TO THE FISCAL YEAR 2025-26 BUDGET
ESTERO MUNICIPAL IMPROVEMENT DISTRICT
WHEREAS, due to various circumstances and conditions, District staff was unable to complete various FY 2024-25 tasks and projects and/or these work plan items needed to be extended into FY 2025-26; and
WHEREAS, this resulted in unspent FY 2024-25 budget appropriations associated with these work plan items that District staff is requesting to be carried over to FY 2025-26 (as enumerated in Exhibit A) so that they may be completed in the current fiscal year; and
WHEREAS, the District Board has reviewed and evaluated the proposed FY 2024- 25 budget carryovers to FY 2025-26 that was submitted and recommended by the District Manager.
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Estero Municipal Improvement District that the carryover of various unspent FY 2024-25 budget line items as enumerated in Exhibit A is hereby approved as supplemental appropriations to the FY 2025-26 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 2 nd day of September 2025, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
_________________________________
STACY JIMENEZ, PRESIDENT
ATTEST:
_______________________________________
PRISCILLA SCHAUS, DISTRICT SECRETARY
10.2 Attachment 2 - EMID Resolution
265
10.2 Attachment 3 - Exhibit A Carryover Detail
266
DATE: September 2, 2025
TO: Mayor and Members of City Council
VIA: Stefan Chatwin, City Manager
FROM: Nate Cruz, Finance Director
DEPARTMENT: Finance
SUBJECT: TEMPORARY AMNESTY PROGRAM WAIVING PENALTIES DUE
ON UNPAID BUSINESS LICENSE TAX
RECOMMENDATION
It is recommended that the City Council adopt the attached resolution authorizing a temporary amnesty program waiving the collection penalties for past due business license tax.
EXECUTIVE SUMMARY
In 2024, Foster City voters approved Measure V which updated the City’s Business License Tax (BLT) from a flat rate of 0.075% of gross receipts to a progressive tax bracket model, where higher tiers of gross receipts are taxed at higher rates (there are seven brackets with rates between 0.075% and 0.3%).
In order to increase awareness of and compliance with the BLT requirements under Title 5 of the Municipal Code, staff recommends authorizing a temporary BLT Amnesty Program which would waive all penalties associated with any past due BLT. Staff would then authorize our BLT tax administrator Hinderliter De Llamas & Associates (HdL) to contact businesses in the City that may be out of compliance. These services, referred to as “audit and discovery”, are included in the existing contract with HdL as approved by Council on October 16, 2023.
BACKGROUND/ANALYSIS
On October 16, 2023, Council approved a contract with HdL to administer the City’s BLT.
10.3 10.3 Staff Report
267
The scope of services includes audits, wherein HdL can examine BLT submissions to ensure the correct tax amount is paid. The scope also includes discovery services, wherein HdL contacts businesses which are not paying the tax and may be out of compliance. The cost of the BLT administration services was $33,900 in FY23-24, however, that cost was anticipated to be largely offset by the incremental BLT received under the audit and discovery services.
Shortly after the contract award, staff began considering potential changes to the BLT structure, with three town hall discussions held in the spring and summer of 2024. Due to the potential confusion that might be caused by audit and discovery work under the old BLT structure occurring in parallel to public discussions about a new BLT structure, staff determined it would be best to hold off on any audit and discovery work.
On November 5, 2024, Foster City voters approved Measure V, which updated the BLT to a progressive tax bracket model, where higher tiers of gross receipts are taxed at higher rates (between 0.075% and 0.3%). While the updated BLT structure maintained the minimum tax at $100, it increased the maximum tax from approximately $30,000 to $250,000.
Now that the new BLT structure is in place and HdL has been the administrator for nearly two years, staff would like to use HdL’s audit and discovery services to increase awareness of and compliance with the BLT requirements approved by the voters of Foster City.
Due to the increased complexity of the new BLT structure and in order to minimize the financial impact to taxpayers who may not have known about the BLT or the new tax structure, staff recommends approving a temporary BLT Amnesty Program which would Waive all penalties 1, so long as the full unpaid balance is paid within 60 days of initial contact with HdL; and
End on September 30, 2027.
Note that all collections are limited by the applicable statute of limitations to no more than three years of back taxes due.
HdL estimates that there may be 2,500 businesses in the City which are either not paying or are incorrectly paying the BLT. Many of these businesses are likely to be home based businesses or landlords that are not aware they are required to pay the tax.
Given the scale of potentially non-compliant businesses, staff proposes the following efforts to increase compliance.
Phase 1: General Outreach
1 The penalties imposed for delinquent BLT in Section 5.20.020 include (a) 10% of the amount due on the sixtieth day after the due date, plus an additional 10% on the last day of each month after that, up to a maximum penalty equal to the tax owed. In practical terms, this results in total amount due (including the original BLT tax plus penalties, doubling over the period of a year.
10.3 10.3 Staff Report
268
August 2025 – December 2025
Staff has already begun a public outreach campaign reminding businesses of the tax and the amended structure that went into effect as of January 1, 2025. That campaign includes promotion on social media and in the City’s biweekly newsletter, along with printed material placed in the City Hall lobby, publication in the Foster City Islander, and contact with the Chamber of Commerce. Additionally, informational material was emailed to the roughly 1,100 companies subscribed to the City’s business newsletter. It was also featured in the Summer/Fall Recology mailer, which was sent to customers at the end of August.
Phase 2: First Batch of Direct Contact
October 2025
During this phase, HdL will initiate the audit and discovery process by sending letters to approximately 300 potentially non-compliant businesses. Those businesses, if found to have an unpaid BLT liability, will have 60 days to pay the full balance to avoid any penalties due. If the taxpayer does not pay the BLT liability within 60 days, the existing penalties provided in Section 5.20.020 would apply.
Phase 3: Subsequent Batches of Direct Contact
December 2025 - July 2027
Based on the issues that may arise after the first batch of direct contact, staff and HdL may make modifications to the batches as needed to optimize the effectiveness and efficiency of the audit and discovery work. This could include adjusting batch sizes or changing the content of the letters.
Phase 4: End of Program
August 2027 - September 2027
The final batch of letters will be sent prior to August 2027, and the final 60 days of the program will provide time to collect from the final batch of taxpayers without penalties.
CALIFORNIA ENVIRONMENTAL QUALITY ACT
The request for this temporary BLT Amnesty Program is exempt per CEQA Guideline Section 15061(b)(3), Common Sense Exemption.
FISCAL IMPACT
There is no fiscal impact for either the BLT Amnesty Program or the associated audit and discovery services. The estimated value of foregone penalties under the BLT Amnesty Program is approximately $100,000; however, no such revenues were assumed in the approved FY 2025-2026 budget, therefore there is no fiscal impact of not collecting them.
Audit and discovery services are paid through a contingency fee of 40% of any taxes
10.3 10.3 Staff Report
269
collected; therefore, there is also no fiscal impact to use these services.
Any past due BLT revenue collected during the proposed BLT Amnesty Program would have a positive fiscal impact for the City. Increased ongoing compliance should also have a positive fiscal impact in the years after the Amnesty Program ends.
ATTACHMENTS:
Attachment 1 – City Resolution
10.3 10.3 Staff Report
270
3 7
0 0
RESOLUTION NO. _____________
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FOSTER CITY
AUTHORIZING A TEMPORARY BUSINESS LICENSE TAX AMNESTY PROGRAM
WHICH INCLUDES SUSPENSION OF THE COLLECTION OF PENALTIES
ASSOCIATED WITH PAST DUE BUSINESS LICENSE TAXES
CITY OF FOSTER CITY
WHEREAS, the Foster City Municipal Code requires that any person who engages in a business in the City must obtain and maintain a valid business license; and WHEREAS, the voters of Foster City approved an amendment to the business license tax structure through Measure V in the November 2024 election; and WHEREAS, Measure V updated the existing business license tax rate of 0.075% of gross receipts to a progressive tax bracket structure, where higher tiers of gross receipts were taxed at higher rates (between 0.075% and 0.3%); and WHEREAS, the City’s business license tax administrator estimates there may be 2,500 businesses in Foster City that either do not pay or incorrectly pay the business license tax; and
WHEREAS, the City Council recognizes the need to increase compliance should be balanced against the impact to taxpayers who may not understand the new tax structure or be unaware of the tax requirements; and
WHEREAS, State law provides that a vote of the people is required to increase the business license tax, however, the City Council does have discretion to modify a tax rate or rules that would result in lower costs; and
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Foster City does hereby authorize a temporary Business License Tax Amnesty Program which includes temporary suspension of the penalties imposed on unpaid Business License Tax provided in Title 5, section 5.20.020 of the Municipal Code effective September 3, 2025 and ending on September 30, 2027, and further notes:
a) Penalties are waived for individual taxpayers only if the full balance is paid within 60 days of initial contact with the tax administrator; b) Businesses are still required to comply with all other provisions of the Municipal Code; and
c) The Council does not intend for the suspension of the collection penalties identified in this resolution to be or be interpreted to be a permanent reduction.
The Council retains the authority to reinstate collection of penalties at any time.
10.3 Attachment 1 - Resolution
271
3 7
0 0
PASSED AND ADOPTED as a resolution of the City Council of the City of Foster City at the Regular Meeting held on the 2nd day of September 2025, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
STACY JIMENEZ, MAYOR
ATTEST:
PRISCILLA SCHAUS, CITY CLERK
10.3 Attachment 1 - Resolution
272
Prepared Date 8/5/2025 City of Foster City, CA
Accounts Payable Check Register
Accounting Period 2026/2
Report Number 4
ACH Date ACH Vendor Name Description
8/5/2025 ACH WILLIAM CLARK LONGEVITY 07/16/2025-08/15/2025 210.00 8/5/2025 ACH BARBARA SCHUTZ LONGEVITY 07/16/2025-08/15/2025 200.00 8/5/2025 ACH DAVID VILLANUEVA LONGEVITY 07/16/2025-08/15/2025 200.00 8/5/2025 ACH MOSHE JOSHUA LONGEVITY 07/16/2025-08/15/2025 275.00 8/5/2025 ACH GLENN WILSON LONGEVITY 07/16/2025-08/15/2025 140.00 8/5/2025 ACH ERIC EGAN LONGEVITY 07/16/2025-08/15/2025 210.00 8/5/2025 ACH DOUGLAS ESTILL LONGEVITY 07/16/2025-08/15/2025 350.00 8/5/2025 ACH THOMAS LINARI LONGEVITY 07/16/2025-08/15/2025 350.00 8/5/2025 ACH MONICA MEDRANO LONGEVITY 07/16/2025-08/15/2025 345.00 8/5/2025 ACH JOSEPH PIERUCCI LONGEVITY 07/16/2025-08/15/2025 140.00 8/5/2025 ACH BRIAN TIDWELL LONGEVITY 07/16/2025-08/15/2025 210.00 8/5/2025 ACH MICHAEL TOWNS LONGEVITY 07/16/2025-08/15/2025 350.00 8/5/2025 ACH CHARLES GOODWIN LONGEVITY 07/16/2025-08/15/2025 350.00 8/5/2025 ACH KENNKETH LAMBRO LONGEVITY 07/16/2025-08/15/2025 350.00 8/5/2025 ACH MOHAMMAD ASLAM LONGEVITY 07/16/2025-08/15/2025 345.00 8/5/2025 ACH KRAIG WHITNEY LONGEVITY 07/16/2025-08/15/2025 350.00 8/5/2025 ACH ALBERT PIACENTE LONGEVITY 07/16/2025-08/15/2025 350.00 8/5/2025 ACH STEVEN ARCHER LONGEVITY 07/16/2025-08/15/2025 140.00 8/5/2025 ACH JOBEE FARRER LONGEVITY 07/16/2025-08/15/2025 275.00 8/5/2025 ACH DANIEL STRAMBI LONGEVITY 01/16/2025-02/15/2025 (REISSUE); 07/16/2025-08/15/2025
700.00
5,840.00
Amount
Submitted for Information:
____________________________________________
Nate Cruz, Finance Director/City Treasurer
ACH ON THIS REGISTER PROCESSED ON AUGUST 5, 2025
11.1 Warrant Register Report FY 2025-2026 Number 4 - August 5, 2025
273
Prepared Date 8/14/2025 City of Foster City, CA
Accounts Payable Check Register
Accounting Period 2026/2
Report Number 5
Check Number Vendor Name Description
155705 AAA BUSIN ESS SUPPLIES & INTERIORS OFFICE SUPPLIES 155706 ACCO ENGINEERED SYSTEMS, INC. HVAC SERVICE - 501 PILGRIM #209 155707 AEC ALARMS ALARM SERVICES FOR PARKS & RECREATION CENTER, COMMUNITY CENTER, AND TEEN CENTER: 7/1/2025 -
6/30/2026
155708 ALL FENCE COMPANY, INC. NEW FENCE AT 905 SHELL BLVD 155709 AMAZON CAPITAL SERVICES, INC. HP ENVY LAPTOPS, MISCELLANEOUS SUPPLIES -
BUILDING, PARKS, VEHICLE PROGRAM, AND POLICE
DEPARTMENT BATHROOM PROJECT
155710 AMERICAN FLAGPOLE & FLAG CO. FLAG POLE REBUILD AT COMMUNITY CENTER AND
CORP YARD
155711 AMERICAN WATER WORKS ASSOCIATION MEMBERSHIP RENEWAL FOR PUBLIC WORKS
EMPLOYEE
155712 ANIMAL DAMAGE MANAGEMENT, INC. GROUND SQUIRREL CONTROL 155713 APEX POWER ELEC TRICAL SUPPLY &
SOLUTIONS
MISCELLANEOUS SUPPLIES - SEWER PROGRAM
155714 ASHUTOS H CHAUDHRY CLASS REFUND: CAMP BREAKAWAY
155715 AVENU MUNISERVICES LLC CL EARVIEW/STARS SERVICES - SALES TAX REPORTING SYSTEMS: 1ST QUARTER 2025 AND SALES & USE TAX
AUDIT SERVICES: QUARTER END - 3/31/25
155716 AWP SAFETY WATER WALL RENTAL - PARKS
155717 AXION COMMUNICATIONS TELEPHONE LINE - BUILDING ENTRY 155718 BANK OF SAN FRANCISCO BHM CONSTRUCTION RETAINAGE PAYMENT APPLICATION #9
155719 BARKER BLUE DIGITAL IMAGING ADVERTISEMENT - CIP635: MEDIAN MODIFICATIONS AT FOSTER CITY BLVD & CHESS DR, CIP711: POLICE
DEPARTMENT KITCHEN REMODEL, AND CIP722: STREET
REHAB PROJECT
155720 BAY AREA WATER SUPPLY & CONSERVATION
AGENCY
WATER EDUCATION KITS - STUDENT INCENTIVES
155721 BAYSIDE BUILDING MATERIALS MISCELLANEOUS MATERIALS & SUPPLIES - STREET,
PARKS, AND VEHICLE PROGRAM
155722 BELKORP AG LLC MISCELLANEOUS PARTS - VEHICLE PROGRAM 155723 BHM CONSTRUCTION LLC CIP678: RECREATION CENTER REBUILD PROJECT - CONSTRUCTION SERVICES: JULY 2025
155724 BLANKINSHIP & ASSOCIATES, INC. WATER QUALITY CONSULTING SERVICES: APRIL & JUNE 2025
155725 BLUETRITON BRANDS INC 5 GALLON BOTTLED WATER
155726 BRADY COMPANIES, LLC MISCELLANEOUS SUPPLIES - PARKS PROGRAM 155727 CALIFORNIA MUNICIPAL STATISTICS INC DEBT STATEMENT 06/30/2025 155728 CALIFORNIA PUBLIC POLICY GROUP INC. LOBBYING SERVICES: JULY 2025 155729 CATHOLIC CHARITIES CYO BUS TRANSPORTATION FOR CAMPS 155730 CEL ANALYTICAL INC LAGOON TESTING - JULY 2025
155731 CELLEBRITE INC INVESTIGATION/DECO DING ANALYSIS SUBSCRIPTION -
POLICE DEPARTMENT
155732 CH BULL COMPANY PARTS FOR CY REPAIRS & MAINTENANCE 155733 CINTAS CORPORATION UNIFORM/LAUNDRY SERVICES
155734 CITY OF SAN MATEO FY24/25 Q4 WASTEWATER TREATMENT PLANT
OPERATIONS & MAINTENANCE CHARGE AND CLEAN
WATER PROGRAM SALARIES
155735 CLARK PEST CONTROL OF STOC KTON INC PEST AWAY SERVICES 155736 CODE PUBLISHING, LLC MUNICIPAL CODE UPDATE
155737 CONSOR PMCM, INC CIP700: FUEL SYSTEMS IMPROVEMENTS -
CONSTRUCTION MANAGEMENT & INSPECTION
SERVICES: APRIL & JUNE 2025
155738 CORE & MAIN LP MISCELLANEOUS SUPPLIES - SEWER PROGRAM 155739 CREATE MIX & MINGLE LLC INSTRUCTOR FEE: MIXED MEDIA Check Date Check Amount
8/14/2025 54.02
8/14/2025 1,384.61
8/14/2025 3,128.40
8/14/2025 8,210.00
8/14/2025 8,478.32
8/14/2025 5,888.28
8/14/2025 336.00
8/14/2025 350.00
8/14/2025 145.61
8/14/2025 415.00
8/14/2025 603.34
8/14/2025 3,640.00
8/14/2025 51.91
8/14/2025 105,550.66
8/14/2025 262.62
8/14/2025 670.00
8/14/2025 618.00
8/14/2025 129.90
8/14/2025 2,005,462.50
8/14/2025 2,831.75
8/14/2025 189.31
8/14/2025 3,174.07
8/14/2025 600.00
8/14/2025 5,000.00
8/14/2025 9,642.00
8/14/2025 1,055.00
8/14/2025 9,625.00
8/14/2025 1,099.52
8/14/2025 2,028.36
8/14/2025 759,927.03
8/14/2025 950.00
8/14/2025 524.10
8/14/2025 56,650.50
8/14/2025 173.00
8/14/2025 412.00
11.1 Warrant Register Report FY 2025-2026 Number 5 - August 14, 2025
274
Prepared Date 8/14/2025 City of Foster City, CA
Accounts Payable Check Register
Accounting Period 2026/2
Report Number 5
Check Number Vendor Name DescriptionCheck Date Check Amount 155740 CWEA CERTIFICATION AND MEMBERSHIP RENEWAL FOR
PUBLIC WORKS EMPLOYEES
155741 DAWUD BREWER EMPLOYEE REIMBURSEMENT: 2025 PUBLIC AGENCY
RISK MANAGEMENT ASSOCIATION (PARMA)
CONFERENCE 2/23/2025 - 2/26/2025
155742 DELL MARKETING L.P. ANNUAL LICENSING RENEWAL FOR MICROSOFT
PRODUCTS
155743 DEPENDABLE LOCK AND HARDWARE INC TOILET PARTITIONS FOR POLICE DEPARTMENT BATHROOM PROJECT; LOCKS AND KEYS
155744 DKF SOLUTIONS GROUP LLC CALOSHA TRAINING AND TRAINING MANAGEMENT SERVICES SUBSCRIPTION: JULY 2025 - JUNE 2026
155745 ELITE PRESSURE WASHING SERVICES LLC POWER WASHING SERVICES FOR DOG PARK AND LEO J. RYAN MEMORIAL PARK
155746 ENTONG SHEN SMART CONTROLLER REBATE
155747 ENVIROSIGNS CIP657: LEVEE PROTECTION PLANNING &
IMPROVEMENTS PROJECT - INTERPRETIVE SIGNS
155748 EWING IRRIGATION PRODUCTS MISCELLANEOUS MATERIALS & IRRIGATION SUPPLIES -
PARKS AND WATER PROGRAM
155749 FLYERS ENERGY LLC MOTOR OIL
155750 FORELAND PARTS INC. AUTO PARTS
155751 FOSTER CITY ISLANDER ADVERTISEMENT: WATER & WASTEWATER RATES FOR FY25/26, PRELIMINARY BUDGET FOR FY25/26, CIP711
INVITATION TO BID, AND PRELIMINARY REVIEW FOR
GILEAD CAMPUS EXPANSION PROJECT
155752 G. BORTOLOTTO & COMPANY, INC. CIP716: STREET REHABILITATION PARK PATHWAY
RESTORATION PROJECT - RETENTION RELEASE
155753 GARDENLAND POWER EQUIPMENT MISCELLANEOUS SUPPLIES - VEHICLE PROGRAM 155754 GAWFCO ENTERPRISES INC CAR WASH SERVICES - JULY 2025 155755 GILEAD SCIENCES INC REFUND OF GILEAD'S DEVELOPMENT DEPOSIT 155756 GLOBAL MUSIC RIGHTS LLC MUSIC LICENSE: 7/1/25 - 6/30/26 155757 THE GOODYEAR TIRE & RUBBER COMPANY TIRE & SERVICES 155758 GRAINGER MISCELLANEOUS SUPPLIES - BUILDING AND VEHICLE
PROGRAM
155759 GRANITE ROCK COMPANY MISCELLANEOUS SUPPLIES - WATER PROGRAM 155760 GRAPHIC ELECTRONICS, INC. MEMORIAL BENCH PLATE
155761 GREENTECH LANDSC APE SERVICES LANDSCAPE SERVICES: JULY 2025 155762 HILLYARD SACRAMENTO JANITORIAL SUPPLIES
155763 HIP HOUSING AFFORDABLE VENTURES INC HIP MANAGEMENT AND PROPERTY MANAGEMENT FEE:
JULY 2025; ANNUAL INSPECTIONS: 631-633 COMET, 833-
835 COMET, 833 GULL, AND 398 CHESAPEAKE
155764 HOME DEPOT CREDIT SERVICES MISCELLANEOUS SUPPLIES - BUILDING, SEWER,
STREET, WATER, PARKS, AND VEHICLE PROGRAM
155765 IEDA LABOR RELATION SERVICES: AUGUST 2025
155766 INFOSEND INC. CONSUMER CONFIDENCE REPORT (CCR) 2024 PRINT FEE
155767 IT'S PERSONNEL P.C. HR SUPPORT - JUNE 2025
155768 JAN CAMILLE MENIS RENTAL DEPOSIT REFUND
155769 JILL SALVATO VISION REIMBURSEMENT
155770 JUNIOR CHEF STARS INSTRUCTOR FEE: COOKING
155771 KELLER SUPPLY COMPANY MISCELLANEOUS SUPPLIES - BUILDING PROGRAM 155772 KEVIN ORTIZ EMPLOYEE REIMBUR SEMENT: MILEAGE AND PARKING
FOR EVENTS
155773 LORAL LANDSCAPING INC. LANDSCAPE, MEDIANS AND EASEMENTS MAINTENANCE FEE: AUGUST 2025
155774 MAD SCIENCE OF THE BAY AREA INSTRUCTOR FEE: SECRET AGENT LAB 155775 MADISON SEATING OFFICE CHAIR FOR THE VIBE
155776 MANITO CONSTRUCTION, INC. CIP660: WATER TANK IMPROVEMENTS - CONSTRUCTION
SERVICES
8/14/2025 981.00
8/14/2025 1,773.32
8/14/2025 119,508.62
8/14/2025 22,865.79
8/14/2025 999.00
8/14/2025 11,390.00
8/14/2025 218.15
8/14/2025 314.49
8/14/2025 1,534.28
8/14/2025 1,345.56
8/14/2025 239.75
8/14/2025 999.50
8/14/2025 92,792.53
8/14/2025 88.52
8/14/2025 309.69
8/14/2025 904,408.57
8/14/2025 850.00
8/14/2025 1,337.62
8/14/2025 1,012.14
8/14/2025 2,798.60
8/14/2025 278.00
8/14/2025 1,250.00
8/14/2025 2,452.07
8/14/2025
6,224.55
8/14/2025 21,672.13
8/14/2025 3,910.77
8/14/2025 577.20
8/14/2025 1,610.01
8/14/2025 500.00
8/14/2025 200.00
8/14/2025 3,840.00
8/14/2025 46.07
8/14/2025 38.68
8/14/2025 19,032.62
8/14/2025 2,058.15
8/14/2025 524.10
8/14/2025 15,760.50
11.1 Warrant Register Report FY 2025-2026 Number 5 - August 14, 2025
275
Prepared Date 8/14/2025 City of Foster City, CA
Accounts Payable Check Register
Accounting Period 2026/2
Report Number 5
Check Number Vendor Name DescriptionCheck Date Check Amount 155777 MARIO SEBASTIANI VISI ON REIMBURSEMENT
155778 MARK LEE EMPLOYEE REIMBURSEMENT: SENIOR MANAGEMENT INSTITUTE FOR POLICE (SMIP) SESSION 95 JUNE 2, 2025 -
JUNE 20, 2025
155779 MARK ORINION VISION REIMBURSEMENT
155780 MARK S. SCHULTZ SYNTHETIC TURF REBATE
155781 MARYAM FATHI EMPLOYEE REIMBU RSEMENT: MILEAGE FOR EVENTS
AND FOOD PICK UP
155782 MCMASTER-CARR MISCELLANEOUS SUPPLIES - SEWER PROGRAM 155783 MELISSA LIN VISION REIMBURSEMENT
155784 METRO LIGHTING LIGHTING SUPPLIES
155785 MICHAEL MILLER VISION REIMBURSEMENT
155786 MISSION CLOUD SERVICES, INC CALOPP SUPPORT SERVICES: JULY & AUGUST 2025 155787 MISSION LINEN SUPPLY-UNIFORM LAUNDRY SERVICES
155788 MUNICIPAL MAINTENANCE EQUIPMENT INC. MISCELLANEOUS SUPPLIES - SEWER PROGRAM 155789 NAVIA BENEFIT SOLUTIONS, INC. PARTICIPANT FEE: JULY 2025 155790 NBC SUPPLY CORP MISCELLANEOUS SUPPLIES - WATER PROGRAM 155791 NNN CONSTRUCTION SERVICES DOO R ADJUSTMENT - 501 PILGRIM 155792 NWESTCO LLC OPERATOR INSPECTION FOR LIFT STATION #29 AND
FUEL SYSTEM INSPECTION AND OPERATOR TRAINING
155793 OFFICE DEPOT OFFICE SUPPLIES
155794 OTIS ELEVATOR COMPANY ELEVATOR MAINTENANCE: 7/1/2025 - 9/30/2025 155795 PACIFIC AUXILIARY FIRE ALARM CO FIRE ALARM INSPECTIONS 155796 PACIFIC GAS & ELECTRIC COMPANY ELECTRICITY & GAS 155797 PACIFIC OFFICE AUTOMATION, INC COPIER USAGE CHARGES 155798 PACKET FUSION ZOOM PHONE OVERAGE CHARGE
155799 PATRICK BROSNAN PLUMBING REPAIR - 631 COMET
155800 PEI MIN LI EMPLOYEE REIMBURSEMENT: OFFICE CHAIR
155801 PENINSULA GYMNASTICS INSTRUCTOR FEE: CIRCUS
155802 PERFORMANCE MECHANICAL, INC CIP695: LIFT STATION 59 EFFLUENT LINE IMPROVEMENTS - CONSTRUCTION SERVICES: JUNE &
JULY 2025
155803 PETERSON CAT OIL COMPR ESSOR ENGINE MAINTENANCE
155804 PETTY CASH/FC POLICE DEPARTM ENT PETTY CASH REPLENISHMENT 155805 PETTY CASH/RECREATION DIVISION PETTY CASH REPLENISHMENT 155806 PHOEBE VENKAT EMPLOYEE REIMBURSEMENT: NAACP SAN MATEO GALA 3/23/2025
155807 PRUDENTIAL CLEANROOM SERVICES TOWEL/UNIFORM LAUNDRY SERVICES 155808 RECOLOGY SAN MATEO COUNTY COMMERCIAL WASTE & ORGANICS 155809 RENE CAMPOY EMPLOYEE REIMBURSEMENT: ERSI CONFERENCE 7/14/2025 - 7/18/2025
155810 ROADSAFE TRAFFIC SYSTEMS INC. MISCELLANEOUS SUPPLIES - STREET PROGRAM 155811 SFPUC - WATER WATER PURCHASE: 6/11/25-7/11/25
155812 SAN MATEO CONSOLIDATED FIRE FIRE PL AN REVIEW FEES COLLECTED ON BEHALF OF SMC FIRE - JUNE 2025
155813 SAN MATEO COUNTY MOSQUITO ABATEMENT SERVICES - JUNE 2025 155814 SAN MATEO COUNTY'S DA OFFICE SAN MATEO COUNTY PROTOCOL TRAINING
REGISTRATION FOR POLICE EMPLOYEES
155815 SAN MATEO LAWN MOWER SHOP MISCELLANEOUS SUPPLIES - PARKS, VEHICLE, AND
WATER PROGRAM
155816 SAN MATEO LOCK WORKS INC. LOCKS AND KEYS
155817 SAN MATEO RESOURCE CONSERVATION
DISTRICT
SB1383 SMRCD COMPOST PROGRAM: APRIL - JUNE 2025
155818 SAN MATEO-FOSTER CITY SCHOOL DISTRICT FY24/25 4TH QUARTER SHARED CUSTODIAL SUPPORT
AND UTILITIES COST
155819 SCELZI EQUIPMENT INC TRUCK BODY PARTS
155820 SCHAAF & WHEELER CONSULTING CIP717: LAGOON PUMP REHAB - ENGINEERING
SERVICES
8/14/2025 171.10
8/14/2025 1,054.87
8/14/2025 200.00
8/14/2025 1,296.00
8/14/2025 14.21
8/14/2025 274.79
8/14/2025 200.00
8/14/2025 1,814.25
8/14/2025 200.00
8/14/2025 4,000.00
8/14/2025 1,227.90
8/14/2025 12,566.14
8/14/2025 200.00
8/14/2025 98.44
8/14/2025 1,260.00
8/14/2025 425.00
8/14/2025 400.72
8/14/2025 2,270.76
8/14/2025 984.00
8/14/2025 1,242.36
8/14/2025 3,488.50
8/14/2025 9.31
8/14/2025 300.00
8/14/2025 575.53
8/14/2025 372.00
8/14/2025 247,444.06
8/14/2025 3,482.46
8/14/2025 302.09
8/14/2025 157.42
8/14/2025 100.00
8/14/2025 724.50
8/14/2025 612.75
8/14/2025 425.93
8/14/2025 1,038.28
8/14/2025 1,193,173.20
8/14/2025 9,323.00
8/14/2025 7,352.07
8/14/2025 500.00
8/14/2025 599.83
8/14/2025 1,305.55
8/14/2025 7,654.81
8/14/2025 15,406.20
8/14/2025 167.92
8/14/2025 13,229.69
11.1 Warrant Register Report FY 2025-2026 Number 5 - August 14, 2025
276
Prepared Date 8/14/2025 City of Foster City, CA
Accounts Payable Check Register
Accounting Period 2026/2
Report Number 5
Check Number Vendor Name DescriptionCheck Date Check Amount 155821 SERGIO ESPINO ZA VISION REIMBURSEMENT
155822 SHI FU CLASS REFU ND: CAMP BREAKAWAY
155823 SST CONSULTING & INSURANCE SERVICES QUARTERLY MEETING -QUARTER 2 2025, VENDOR
PERFORMANCE REVIEW, AND WATCH LIST REVIEW
155824 STANDARD INSURANCE COMPANY GROUP LIFE AND LONG-TERM DISABILITY INSURANCE:
AUGUST 2025
155825 EMPLOYMENT DEVELOPMENT DEPARTMENT UNEMPLO YMENT INSURANCE BENEFIT CHARGE: APRIL - JUNE 2025
155826 T-MOBILE TELEPHONE LINE - BUILDING ENTRY
155827 THE PERMANENTE MEDICAL GROUP INC. OCCUPATIONAL HEALTH SERVICES 155828 THE SHERWIN-WILLIAMS CO PAINT SUPPLIES - STREET AND BUILDING PROGRAM 155829 THERMAL MECHANICAL INC. HVAC SYSTEM PREVENTATIVE MAINTENANCE, REPAIR & PARTS
155830 THOMAS SARSFIELD INSTRUCTOR FEE: TENNIS
155831 TODD JONES SUMMER DAYS 2025 SOUND SERVICES
155832 TOWNE FORD SALES AUTO PARTS AND TRUCK #48 REPAIR 155833 U.S. BANK CUSTODIAN ADMINISTRATION FEES: 7/1/2025 - 6/30/2026 155834 UNDERGROUND REPUBLIC WATER WORKS MISCELLANEOUS SUPPLIES - WATER PROGRAM 155835 URBAN INSIGHT, INC. CALOPPS TECH SUPPORT SERVICES: JULY 2025 155836 URBAN PLANNING PARTNER S INC. OBJECTIVE DESIGN STANDARD - PROFESSIONAL SERVICES: JUNE 2025
155837 UTILITY TELECOM GROUP, LLC TELECOMMUNICATION SERVICES 155838 VERDE DESIGN INC CIP720: CITY HALL EXT. REHAB - PROFESSIONAL SERVICES: APRIL - JUNE 2025
155839 VERITIV OPERATING COMPANY JANITORIAL SUPPLIES
155840 TDRA I NDUSTRIES INC. WONDERMULCH & DELIVERY
155841 VISION SERVICE PLAN - (CA) VISION PREMIUM: AUGUST 2025 155842 WE GO LOGO LOGO APPAREL - CITY COUNCIL
155843 WEST STAR ENVIRONMENTAL, INC CIP700: FUEL SYSTEMS IMPROVEMENTS - CONSTRUCTION MANAGEMENT: JULY 2025
155844 WHEEL WORKS WHEEL ALIGNMENT SERVICE
155845 WING YEE POON VISION REIMBURSEMENT
155846 WING YEE POON EMPLOYEE REIMBURSEMENT: ACCOUNTING CLASS 155847 WRT CIP682: PARKS SYSTEM MASTER PLAN - CONSULTING SERVICES: JUNE 2025
155848 10X REPAIR SERVICES WASHER AND FRIDGE REPAIR - 501 PILGRIM 6,226,980.78
8/14/2025 164.45
8/14/2025 415.00
8/14/2025 5,500.00
8/14/2025 8,699.69
8/14/2025 359.00
8/14/2025 62.00
8/14/2025 260.00
8/14/2025 787.11
8/14/2025 46,326.39
8/14/2025 3,347.40
8/14/2025 0
8/14/2025 3,716.70
8/14/2025 600.00
8/14/2025 1,378.13
8/14/2025 2,750.00
8/14/2025 5,465.00
8/14/2025 3,290.02
8/14/2025 22,085.00
8/14/2025 2,802.69
8/14/2025 10,040.00
8/14/2025 1,668.71
8/14/2025 202.00
8/14/2025 304,632.22
8/14/2025 116.99
8/14/2025 994.00
Submitted for Information:
____________________________________________
Nate Cruz, Finance Director/City Treasurer
CHECKS ON THIS REGISTER PROCESSED AND MAILED ON AUGUST 14, 2025 8/14/2025 200.00
8/14/2025 274.00
8/14/2025 18,195.85
11.1 Warrant Register Report FY 2025-2026 Number 5 - August 14, 2025
277
13.1 Attachment 1 - Claim
278
13.1 Attachment 1 - Claim
279