Agenda packet — Foster City City Council, February 2, 2026 (part 1 of 2)

CITY OF FOSTER CITY/
ESTERO MUNICIPAL IMPROVEMENT DISTRICT
FOSTER CITY COUNCIL CHAMBERS
620 FOSTER CITY BOULEVARD
FOSTER CITY, CALIFORNIA
MEMBERS OF THE PUBLIC THAT WISH TO ATTEND AND/OR PARTICIPATE IN A MEETING MAY DO SO IN PERSON OR BY JOINING THE ZOOM MEETING HTTPS://FOSTERCITY ORG.ZOOM.US/J/82592136594 PUBLIC COMMENTS WILL BE ACCEPTED BOTH IN PERSON AND VIA ZOOM MEETING. ANY EMAILS SENT TO [email protected] WILL BE PROVIDED TO THE CITY COUNCIL PRIOR TO THE MEETING.

To Attend the Meeting in Person:

Location: 620 Foster City Blvd, Foster City, California, 94404 To Provide Public Comment in Person:

Members of the public wishing to speak will be asked to fill out a Request to Speak Form. Forms will be accepted until the staff presentation on an agenda item ends, or until the public comment period on non agenda items is closed. For special meetings, public comment is limited to item(s) on the agenda only.

To Observe the Meeting via Teleconference/Video Conference:

To access the meeting by computer / smartphone, go to: https://fostercityorg.zoom.us/j/82592136594 To dialin via phone:
16694449171 or
14086380968
And enter Webinar ID: 825 9213 6594
To Participate in the Meeting by Providing Public Comment via Teleconference/Video Conference:

During the Meeting: Live verbal public comments may be made by members of the public joining the meeting via Zoom. Zoom access information is provided above. Use the “raise hand” feature (for those joining by phone, press *9 to “raise hand”) during the public comment period for the agenda item you wish to address. The Zoom Host will call on people to speak by name provided or last 4 digits of phone number for dialin attendees. Please clearly state your full name for the record at the start of your public comment.

Before the Meeting: Written public comments for the record may be submitted in advance by 4:00 p.m. the day of the meeting by email to: [email protected] and will be made part of the written record but will not be read verbally at the meeting. Written public comments submitted by email should adhere to the following:

Clearly indicate the Agenda Item No. or specify “Public” in the Subject Line for items not on the agenda Include the submitter’s full name (Recommended but not required) Written public comments received by 4:00 p.m. the day of the meeting will be provided in their entirety to the City Council prior to the meeting and will be made part of the written record but will not be read verbally at the meeting.

Written public comments will be posted to the City’s website for review prior to the meeting.

AGENDA
Monday, February 02, 2026 6:30 PM
REGULAR MEETING AS CITY COUNCIL/EMID BOARD OF

DIRECTORS

1. CALL TO ORDER

2. PLEDGE OF ALLEGIANCE

3. ROLL CALL
Councilmembers/ex officio EMID Directors Stacy Jimenez, Suzy Niederhofer, Patrick Sullivan, Phoebe Venkat, and Mayor/President Art Kiesel

4. PUBLIC
Government Code Section 54954.2 E (3) precludes the City Council from discussing or acting upon any topic initially presented during the “Public” portion of the agenda.

Information may be received, placed on a future agenda, or referred to the appropriate City staff. FCMC 2.08.240 Addressing the Council. "...Each person desiring to address the Council shall step up to the public rostrum after being recognized to speak by the presiding officer, shall state his/her name and address for the record, state the subject he/she wishes to discuss, state who he/she is representing if he/she represents an organization or other persons and, unless further time is granted by majority vote of the Council, shall limit his/her remarks to three minutes. The City Council may vary the time limit for any speaker, if it deems this necessary." Speakers may join the Zoom meeting via the meeting link and using the “raise hand” feature and the Zoom host will call on people.

5. CITY/EMID CONSENT CALENDAR
All matters listed under Consent Calendar are considered to be routine by the City Council/EMID Board of Directors and will be enacted by one motion unless removed by a member of the Council/Board, staff, or public. There will be no separate discussion on these items unless a citizen or a Council/Board member so requests.

This section includes minutes, ordinances for adoption, resolutions for adoption, and other business as needed. If discussion is required, that item will be removed from the Consent Calendar and will be considered separately after approval of the remaining items on the Consent Calendar. Vote may be by roll call.

5.1. City/EMID Regular Meeting Minutes of January 20, 2026

5.2. A Resolution of the City Council of the City of Foster City Adopting the 2026 Emergency Operations Base Plan (EOP)
a) Staff Report
b) Adopt Resolution

5.3. A Resolution of the City Council of the City of Foster City Authorizing the Mayor to Execute the Fourth Amendment to the Agreement with California Public Law Group in the Amount of $120,000 for an Extended TwoYear Term, for State Legislative Advocacy Services and Optional Grant Writing Services, and Authorizing Establishment of an as Needed InPerson Travel Budget in the Amount of $10,000 and a Contingency in the Amount of $18,000 with Authorization Given to the City Manager to Execute Any Contract Amendments Necessary for Grant Writing Services Up to the Contingency Amount
a) Staff Report
b) Adopt Resolution

5.4. A Resolution of the City Council of the City of Foster City Authorizing the Mayor to Execute a ThreeYear Agreement with Infotech Research Group Inc.

For IT Research and Advisory Services in an Amount Not to Exceed $224,847.06
a) Staff Report
b) Adopt Resolution

6. NEW BUSINESS

6.1. Implementation of Housing Element Programs: Supportive Housing in the City’s Existing Unit Purchase Program (EUPP) Units
a) Staff Report
b) Action – By Minute Order, Provide Policy Direction

6.2. Consideration of an Agreement with Kosmont Companies to Conduct a Real Estate Economic Market Analysis
a) Staff Report
b) Action Adopt A Resolution of the City Council of the City of Foster City Authorizing the Mayor to Execute an Agreement with Kosmont Companies to Conduct a Real Estate Economic Market Analysis With an Amount Not to Exceed $125,000, Approve a Project Contingency in the Amount of $15,000 With Authority Given to the City Manager to Execute Amendments Up to the Contingency Amount, if Necessary; and Find the Request Exempt From the California Environmental Quality Act (CEQA) Pursuant to CEQA Guideline Section 15061(B)(3)

6.3. Consideration of Submitting Letter of Objection regarding Certification of Final Environmental Impact Report (FEIR) for SFO Recommended Airport Development Plan (RADP)
a) Action – By Minute Order, Provide Policy Direction

7. REPORTS

7.1. Citizens Sustainability Advisory Committee (CSAC) 2025 Year End Report, Review of Mission Statement, and Goals for 2026
a) Staff Report
b) Action – By Minute Order, Receive and Accept Report

8. COMMUNICATIONS

8.1. City/District Warrants of Demands were Processed and Issued on January 5, 2026, January 15, 2026, and ACH were processed on January 5, 2026 a) Information Item Only
b) No Action Required

9. CITY/DISTRICT MANAGER REPORTS, COUNCIL/BOARD STATEMENTS AND REQUESTS, AND COUNCIL LIAISON REPORTS
City/District Manager and Council/EMID Board Members report on their various assignments and liaison roles and Council/EMID Board requests for scheduling future items.

10. ADJOURNMENT
The public is invited to attend.

Any attendee wishing special accommodations at the meeting should contact the City Clerk’s Department at (650) 2863250 or [email protected] at least 48 hours in advance of the meeting. The City has a procedure for receiving and swiftly resolving requests for reasonable accommodation for individuals with disabilities, consistent with the federal Americans with Disabilities Act of 1990 (42 U.S.C. Sec. 12132), and resolving any doubt in favor of accessibility.

That procedure for receiving and resolving requests for accommodation is available at the City Clerk’s Office. All meetings are conducted in a manner consistent with applicable civil rights and nondiscrimination laws.

Any writings or documents provided to a majority of the City Council or EMID Board regarding any item on this agenda after the agenda packet was distributed will be made available for public inspection in the City Clerk Department at City Hall located at 610 Foster City Boulevard during normal business hours and at the meeting.

City Council meetings on FCTV on Comcast Channel 27 and AT&T Channel 99:

LIVE every 1st and 3rd Monday of the month
REPLAY next day at 1:00 pm (that week only)
REPLAY Saturday at 5:00 pm (only on Saturday the week the actual meeting occurs) City Council meetings on https://www.fostercity.org/community/page/fctvlivestream:

STREAMED LIVE every 1st and 3rd Monday of the month
City Council meetings ondemand:
https://www.fostercity.org/agendasandminutes

1 CITY OF FOSTER CITY/
ESTERO MUNICIPAL IMPROVEMENT DISTRICT
FOSTER CITY COUNCIL CHAMBERS
620 FOSTER CITY BOULEVARD
FOSTER CITY, CALIFORNIA
MEMBERS OF THE PUBLIC THAT WISH TO ATTEND AND/OR PARTICIPATE IN A MEETING MAY DO SO IN PERSON OR BY JOINING THE ZOOM MEETING HTTPS://FOSTERCITY ORG.ZOOM.US/J/82592136594 PUBLIC COMMENTS WILL BE ACCEPTED BOTH IN PERSON AND VIA ZOOM MEETING. ANY EMAILS SENT TO [email protected] WILL BE PROVIDED TO THE CITY COUNCIL PRIOR TO THE MEETING.

To Attend the Meeting in Person:

Location: 620 Foster City Blvd, Foster City, California, 94404 To Provide Public Comment in Person:

To Observe the Meeting via Teleconference/Video Conference:

Written public comments will be posted to the City’s website for review prior to the meeting.

AGENDA
Monday, February 02, 2026 6:30 PM
REGULAR MEETING AS CITY COUNCIL/EMID BOARD OF

DIRECTORS

1. CALL TO ORDER

2. PLEDGE OF ALLEGIANCE

3. ROLL CALL
Councilmembers/ex officio EMID Directors Stacy Jimenez, Suzy Niederhofer, Patrick Sullivan, Phoebe Venkat, and Mayor/President Art Kiesel

4. PUBLIC
Government Code Section 54954.2 E (3) precludes the City Council from discussing or acting upon any topic initially presented during the “Public” portion of the agenda.

5.1. City/EMID Regular Meeting Minutes of January 20, 2026

5.2. A Resolution of the City Council of the City of Foster City Adopting the 2026 Emergency Operations Base Plan (EOP)
a) Staff Report
b) Adopt Resolution

5.4. A Resolution of the City Council of the City of Foster City Authorizing the Mayor to Execute a ThreeYear Agreement with Infotech Research Group Inc.

For IT Research and Advisory Services in an Amount Not to Exceed $224,847.06
a) Staff Report
b) Adopt Resolution

6. NEW BUSINESS

6.1. Implementation of Housing Element Programs: Supportive Housing in the City’s Existing Unit Purchase Program (EUPP) Units
a) Staff Report
b) Action – By Minute Order, Provide Policy Direction

7. REPORTS

7.1. Citizens Sustainability Advisory Committee (CSAC) 2025 Year End Report, Review of Mission Statement, and Goals for 2026
a) Staff Report
b) Action – By Minute Order, Receive and Accept Report

8. COMMUNICATIONS

8.1. City/District Warrants of Demands were Processed and Issued on January 5, 2026, January 15, 2026, and ACH were processed on January 5, 2026 a) Information Item Only
b) No Action Required

10. ADJOURNMENT
The public is invited to attend.

City Council meetings on FCTV on Comcast Channel 27 and AT&T Channel 99:

STREAMED LIVE every 1st and 3rd Monday of the month
City Council meetings ondemand:
https://www.fostercity.org/agendasandminutes

2 CITY OF FOSTER CITY/
ESTERO MUNICIPAL IMPROVEMENT DISTRICT
FOSTER CITY COUNCIL CHAMBERS
620 FOSTER CITY BOULEVARD
FOSTER CITY, CALIFORNIA
MEMBERS OF THE PUBLIC THAT WISH TO ATTEND AND/OR PARTICIPATE IN A MEETING MAY DO SO IN PERSON OR BY JOINING THE ZOOM MEETING HTTPS://FOSTERCITY ORG.ZOOM.US/J/82592136594 PUBLIC COMMENTS WILL BE ACCEPTED BOTH IN PERSON AND VIA ZOOM MEETING. ANY EMAILS SENT TO [email protected] WILL BE PROVIDED TO THE CITY COUNCIL PRIOR TO THE MEETING.

To Attend the Meeting in Person:

Location: 620 Foster City Blvd, Foster City, California, 94404 To Provide Public Comment in Person:

To Observe the Meeting via Teleconference/Video Conference:

Written public comments will be posted to the City’s website for review prior to the meeting.

AGENDA
Monday, February 02, 2026 6:30 PM
REGULAR MEETING AS CITY COUNCIL/EMID BOARD OF

DIRECTORS

1. CALL TO ORDER

2. PLEDGE OF ALLEGIANCE

3. ROLL CALL
Councilmembers/ex officio EMID Directors Stacy Jimenez, Suzy Niederhofer, Patrick Sullivan, Phoebe Venkat, and Mayor/President Art Kiesel

4. PUBLIC
Government Code Section 54954.2 E (3) precludes the City Council from discussing or acting upon any topic initially presented during the “Public” portion of the agenda.

5.1. City/EMID Regular Meeting Minutes of January 20, 2026

5.2. A Resolution of the City Council of the City of Foster City Adopting the 2026 Emergency Operations Base Plan (EOP)
a) Staff Report
b) Adopt Resolution

5.4. A Resolution of the City Council of the City of Foster City Authorizing the Mayor to Execute a ThreeYear Agreement with Infotech Research Group Inc.

For IT Research and Advisory Services in an Amount Not to Exceed $224,847.06
a) Staff Report
b) Adopt Resolution

6. NEW BUSINESS

6.1. Implementation of Housing Element Programs: Supportive Housing in the City’s Existing Unit Purchase Program (EUPP) Units
a) Staff Report
b) Action – By Minute Order, Provide Policy Direction

7. REPORTS

7.1. Citizens Sustainability Advisory Committee (CSAC) 2025 Year End Report, Review of Mission Statement, and Goals for 2026
a) Staff Report
b) Action – By Minute Order, Receive and Accept Report

8. COMMUNICATIONS

8.1. City/District Warrants of Demands were Processed and Issued on January 5, 2026, January 15, 2026, and ACH were processed on January 5, 2026 a) Information Item Only
b) No Action Required

10. ADJOURNMENT
The public is invited to attend.

City Council meetings on FCTV on Comcast Channel 27 and AT&T Channel 99:

STREAMED LIVE every 1st and 3rd Monday of the month
City Council meetings ondemand:
https://www.fostercity.org/agendasandminutes

3 CITY OF FOSTER CITY/
ESTERO MUNICIPAL IMPROVEMENT DISTRICT
FOSTER CITY COUNCIL CHAMBERS
620 FOSTER CITY BOULEVARD
FOSTER CITY, CALIFORNIA
MEMBERS OF THE PUBLIC THAT WISH TO ATTEND AND/OR PARTICIPATE IN A MEETING MAY DO SO IN PERSON OR BY JOINING THE ZOOM MEETING HTTPS://FOSTERCITY ORG.ZOOM.US/J/82592136594 PUBLIC COMMENTS WILL BE ACCEPTED BOTH IN PERSON AND VIA ZOOM MEETING. ANY EMAILS SENT TO [email protected] WILL BE PROVIDED TO THE CITY COUNCIL PRIOR TO THE MEETING.

To Attend the Meeting in Person:

Location: 620 Foster City Blvd, Foster City, California, 94404 To Provide Public Comment in Person:

To Observe the Meeting via Teleconference/Video Conference:

Written public comments will be posted to the City’s website for review prior to the meeting.

AGENDA
Monday, February 02, 2026 6:30 PM
REGULAR MEETING AS CITY COUNCIL/EMID BOARD OF

DIRECTORS

1. CALL TO ORDER

2. PLEDGE OF ALLEGIANCE

3. ROLL CALL
Councilmembers/ex officio EMID Directors Stacy Jimenez, Suzy Niederhofer, Patrick Sullivan, Phoebe Venkat, and Mayor/President Art Kiesel

4. PUBLIC
Government Code Section 54954.2 E (3) precludes the City Council from discussing or acting upon any topic initially presented during the “Public” portion of the agenda.

5.1. City/EMID Regular Meeting Minutes of January 20, 2026

5.2. A Resolution of the City Council of the City of Foster City Adopting the 2026 Emergency Operations Base Plan (EOP)
a) Staff Report
b) Adopt Resolution

5.4. A Resolution of the City Council of the City of Foster City Authorizing the Mayor to Execute a ThreeYear Agreement with Infotech Research Group Inc.

For IT Research and Advisory Services in an Amount Not to Exceed $224,847.06
a) Staff Report
b) Adopt Resolution

6. NEW BUSINESS

6.1. Implementation of Housing Element Programs: Supportive Housing in the City’s Existing Unit Purchase Program (EUPP) Units
a) Staff Report
b) Action – By Minute Order, Provide Policy Direction

7. REPORTS

7.1. Citizens Sustainability Advisory Committee (CSAC) 2025 Year End Report, Review of Mission Statement, and Goals for 2026
a) Staff Report
b) Action – By Minute Order, Receive and Accept Report

8. COMMUNICATIONS

8.1. City/District Warrants of Demands were Processed and Issued on January 5, 2026, January 15, 2026, and ACH were processed on January 5, 2026 a) Information Item Only
b) No Action Required

10. ADJOURNMENT
The public is invited to attend.

City Council meetings on FCTV on Comcast Channel 27 and AT&T Channel 99:

STREAMED LIVE every 1st and 3rd Monday of the month
City Council meetings ondemand:
https://www.fostercity.org/agendasandminutes

4 CITY OF FOSTER CITY/
ESTERO MUNICIPAL IMPROVEMENT DISTRICT
FOSTER CITY COUNCIL CHAMBERS
620 FOSTER CITY BOULEVARD
FOSTER CITY, CALIFORNIA
MEMBERS OF THE PUBLIC THAT WISH TO ATTEND AND/OR PARTICIPATE IN A MEETING MAY DO SO IN PERSON OR BY JOINING THE ZOOM MEETING HTTPS://FOSTERCITY ORG.ZOOM.US/J/82592136594 PUBLIC COMMENTS WILL BE ACCEPTED BOTH IN PERSON AND VIA ZOOM MEETING. ANY EMAILS SENT TO [email protected] WILL BE PROVIDED TO THE CITY COUNCIL PRIOR TO THE MEETING.

To Attend the Meeting in Person:

Location: 620 Foster City Blvd, Foster City, California, 94404 To Provide Public Comment in Person:

To Observe the Meeting via Teleconference/Video Conference:

Written public comments will be posted to the City’s website for review prior to the meeting.

AGENDA
Monday, February 02, 2026 6:30 PM
REGULAR MEETING AS CITY COUNCIL/EMID BOARD OF

DIRECTORS

1. CALL TO ORDER

2. PLEDGE OF ALLEGIANCE

3. ROLL CALL
Councilmembers/ex officio EMID Directors Stacy Jimenez, Suzy Niederhofer, Patrick Sullivan, Phoebe Venkat, and Mayor/President Art Kiesel

4. PUBLIC
Government Code Section 54954.2 E (3) precludes the City Council from discussing or acting upon any topic initially presented during the “Public” portion of the agenda.

5.1. City/EMID Regular Meeting Minutes of January 20, 2026

5.2. A Resolution of the City Council of the City of Foster City Adopting the 2026 Emergency Operations Base Plan (EOP)
a) Staff Report
b) Adopt Resolution

5.4. A Resolution of the City Council of the City of Foster City Authorizing the Mayor to Execute a ThreeYear Agreement with Infotech Research Group Inc.

For IT Research and Advisory Services in an Amount Not to Exceed $224,847.06
a) Staff Report
b) Adopt Resolution

6. NEW BUSINESS

6.1. Implementation of Housing Element Programs: Supportive Housing in the City’s Existing Unit Purchase Program (EUPP) Units
a) Staff Report
b) Action – By Minute Order, Provide Policy Direction

7. REPORTS

7.1. Citizens Sustainability Advisory Committee (CSAC) 2025 Year End Report, Review of Mission Statement, and Goals for 2026
a) Staff Report
b) Action – By Minute Order, Receive and Accept Report

8. COMMUNICATIONS

8.1. City/District Warrants of Demands were Processed and Issued on January 5, 2026, January 15, 2026, and ACH were processed on January 5, 2026 a) Information Item Only
b) No Action Required

10. ADJOURNMENT
The public is invited to attend.

City Council meetings on FCTV on Comcast Channel 27 and AT&T Channel 99:

STREAMED LIVE every 1st and 3rd Monday of the month
City Council meetings ondemand:
https://www.fostercity.org/agendasandminutes

5 CITY OF FOSTER CITY/

ESTERO MUNICIPAL IMPROVEMENT DISTRICT
REGULAR MEETING OF JANUARY 20, 2026

MINUTES

CALL TO ORDER OF CITY COUNCIL/EMID BOARD OF DIRECTORS
The Regular Meeting of January 20, 2026 of the City Council of the City of Foster City, sitting as said Council and as ex officio the Board of Directors of the Estero Municipal Improvement District (EMID), was called to order at 6:30 p.m. in the Council Chambers, 620 Foster City Boulevard, Foster City, San Mateo County, California, by Mayor/President Art Kiesel.

This meeting was held as a hybrid meeting.

ROLL CALL
The Communications Director/City Clerk/District Secretary called the roll:

PRESENT: Councilmembers/ex officio EMID Directors Stacy Jimenez, Suzy Niederhofer, Patrick Sullivan, Phoebe Venkat, and Mayor/President Art Kiesel.

ABSENT: None.

STAFF PRESENT: Stefan Chatwin, City/District Manager; Mary Wagner, Special Legal Counsel; Marlene Subhashini, Assistant City/District Manager; Diane Pitman, Administrative Services Director; Andrew Brozyna, Public Works Director; Derek Schweigart, Parks and Recreation Director; Sofia Mangalam, Community Development Director; Cory Call, Police Chief; Nate Cruz, Finance Director; Rob Lasky, IT Manager; Waqas Hassan, Assistant Finance Director; Shuli Chen, Video Technician; Katherine Estrada; Deputy City Clerk; and Priscilla Schaus, Communications Director/City Clerk/District Secretary.

SPECIAL PRESENTATION

PRESENTATION OF CERTIFICATES TO FOSTER CITY HIP HOUSING CALENDAR WINNERS.

Mayor Kiesel presented the Certificates to Olivia A., Joseph R., and Emerald S., and, HIP Housing Board Member LaTisa Brooks presented the HIP Housing 2026 Calendar.

PUBLIC

5.1 5.1 Minutes

6 The following people addressed the City Council via email:

1. Karl Hoffmann, regarding the draft Parks Master Plan;

2. Chinh Vo, regarding the draft Parks Master Plan;

3. Shilpi Goel, regarding the Pacific Beach Coalition;

4. Valar Asai, regarding the Harbor Cove Apartment fire; and

5. Maryam Shariati, regarding affordable housing programs.

Mike Swire addressed the City Council via teleconference regarding a traffic accident in front of Costco.

CONSENT CALENDAR
Motion by Councilmember/Director Jimenez, seconded by Vice Mayor/Vice President Niederhofer, and carried unanimously, 5-0-0, approving the following items on the City/District Consent Calendar:

City/EMID Consent Calendar

1. City/EMID Regular Meeting Minutes of December 15, 2025;

2. City Ordinance No. 698, “An Ordinance of the City of Foster City Amending Title 17, “Zoning” of the Foster City Municipal Code by Adding a New Chapter 17.15 “Single-Family and Two-Family Objective Design and Development Standards” and Finding the Amendments Within the Scope of the Environmental Impact Report (EIR) Prepared for the Foster City Housing and Safety Element Update (SCH Number 2022010509) – Rz2024-0005 (First Reading on December 15, 2025);”

3. City Ordinance No. 699, “An Ordinance of the City of Foster City Amending Title 17, “Zoning” of the Foster City Municipal Code by Repealing and Replacing Chapters 17.50 “Accessory Buildings and Uses” and 17.54 “Yards”; and Amending Chapters 17.04 “Definitions”; 17.12 “R-1 Single-family Residence District”; 17.14 “R-2 Two-family Residence District”; 17.58 “Architectural Control and Supervision”; and 17.96 “Multifamily and Residential Mixed-Use Objective Design and Development Standards”; and Finding the Amendments Within the Scope of the Environmental Impact Report (EIR) Prepared for the Foster City Housing and Safety Element Update (SCH Number 2022010509) (First Reading on December 15, 2025);”

4. City Resolution No. 2026-001, “A Resolution of the City Council of the City of Foster City Authorizing the Mayor to Execute an Agreement with Pen Media for Video Technician Services from May 1, 2026 to December 31, 2028 for an Initial Contract Term of Three (3) Years, with the Option to Extend the Agreement for an Additional Four Years in Amounts Not to Exceed $40,000 Annually;”

5. City Resolution No. 2026-002, “A Resolution of the City Council of the City of Foster City Approving a $50,000 Sponsorship Agreement with Senior Care Action Network (SCAN) Health Plan for Senior Lounge Furniture and Amenities at the New Foster City Community Center and Authorizing the City Manager to Execute the Agreement; Record the Sponsorship Funds in Fund 116; Authorize the

5.1 5.1 Minutes

7 Transfer of $50,000 From Fund 116 to CIP Fund 301 and Designating These Funds as an Additional Funding Source for the Community Center Rebuild Project (CIP 301-678);”

6. City Resolution No. 2026-003, “A Resolution of the City Council of the City of Foster City Approving the Plans and Specifications and Authorizing the Call for Bids for the Street Rehabilitation Project (2025-2026) (CIP 301-726); and Finding That the Project is Categorically Exempt Pursuant to the California Environmental Quality Act (CEQA) Sections 15301 – Existing Facilities and 15061(B)(3);”

7. EMID Resolution No. 3830, “A Resolution of the Board of Directors of the Estero Municipal Improvement District Authorizing (1) the Award of a Construction Contract to Patriot Environmental Services in the Amount of $162,227 for the Removal of the Underground Storage Tank That Fuels the Back-up Generator at Lift Station 29 as Part of the Emergency Generator Replacement Project (CIP 455- 705); (2) the Establishment of a Construction Contingency in the Amount of $32,000; and (3) Finding the Project Exempt from CEQA Under Section 15301(b)– Existing Facilities;”

8. EMID Resolution No. 3831, “A Resolution of the Board of Directors of the Estero Municipal Improvement District Authorizing the President to Execute an Agreement with CD & Power in the Amount of $635,351.13 for the Purchase of Seven (7) Emergency Generator Systems, Automatic Transfer Switches and Associated Equipment for the Emergency Generator Replacements Project (CIP 455-705) and Finding the Project Exempt From the California Environmental Quality Act (CEQA) Under Section 15301(b)-Existing Facilities”; and

9. EMID Resolution No. 3832, “A Resolution of the Board of Directors of the Estero Municipal Improvement District Authorizing the Sole Source Purchase of Four (4) Flygt Pumps from Shape Inc. In the Amount of $243,820.94 for Lift Stations No.10 and No. 22 and Finding the Action Exempt from the California Environmental Quality Act (CEQA) Under CEQA Guidelines Section 15301(b) & 15301(d).”

NEW BUSINESS
COUNCIL LIAISONS LIST DATED JANUARY 20, 2026. MINUTE ORDER NO. 2055.

Discussion ensued.

Motion by Vice Mayor Niederhofer, seconded by Councilmember Venkat, and carried unanimously, 5-0-0, adopting Minute Order No. 2055, approving the Foster City Council Liaisons List Dated January 20, 2026.

REPORTS
FISCAL YEAR 2025-26 1ST QUARTER FINANCIAL UPDATE. MINUTE ORDER NO. 2056.

Finance Director Cruz presented the staff report.

5.1 5.1 Minutes

8 Discussion ensued.

Motion by Councilmember/Director Sullivan, seconded by Councilmember/Director Venkat, and carried unanimously, 5-0-0, adopting Minute Order No. 2056, receiving and accepting the report on the Fiscal Year 2025-26 1st Quarter Financial Update.

COMMUNITY CENTER REBUILD PROJECT (CIP 301-678) GENERAL UPDATE.

MINUTE ORDER NO. 2057.

Parks and Recreation Director Schweigart presented the staff report.

Discussion ensued.

Motion by Councilmember Jimenez, seconded by Vice Mayor Niederhofer, and carried unanimously, 5-0-0, adopting Minute Order No. 2057, receiving and accepting the general update report on the Community Center Rebuild Project (CIP 301-678) formally known as the Recreation Center Rebuild Project.

RESOLUTIONS FOR ADOPTION
RATIFY AND APPROVE THE AUDITED FISCAL YEAR 2024-25 ANNUAL

COMPREHENSIVE FINANCIAL REPORT (ACFR) AND OTHER AUDIT COMPLIANCE REPORTS AND THE FISCAL YEAR 2024-25 WARRANT REGISTERS IN THE FORM OF THAT ACFR. CITY RESOLUTION NO. 2026-004. EMID RESOLUTION NO. 3833.

Finance Director Cruz presented the staff report.

Discussion ensued.

Motion by Vice Mayor/Vice President Niederhofer, seconded by Councilmember/Director Venkat, and carried unanimously, 5-0-0, adopting City Resolution No. 2026-004, “A Resolution of the City Council of the City of Foster City Ratifying and Approving the Audited Fiscal Year 2024-25 Annual Comprehensive Financial Report (ACFR) and Other Audit Compliance Reports and the Fiscal Year 2024-25 Warrant Registers in the Form of That ACFR” and EMID Resolution No. 3833, “A Resolution of the Board of Directors of the Estero Municipal Improvement District Ratifying and Approving the Audited Fiscal Year 2024-25 Annual Comprehensive Financial Report (ACFR) and Other Audit Compliance Reports and the Fiscal Year 2024-25 Warrant Registers in the Form of That ACFR.”

COMMUNICATIONS
CITY/DISTRICT WARRANT OF DEMANDS. NO ACTION TAKEN.

5.1 5.1 Minutes

9 City/District Warrants of Demands were Processed and Issued on December 5, 2025, December 16, 2025, and December 30, 2025, and ACH were processed on December 5, 2025.

CITY/DISTRICT MANAGER REPORTS, COUNCIL/BOARD STATEMENTS AND

REQUESTS, AND COUNCIL LIAISON REPORTS

City/District Manager Chatwin reminded the Council/Board and public that the annual Council Retreat will be held on Tuesday, February 10.

Councilmember/Director Sullivan stated he attended the Parks and Recreation Committee meeting on January 6. On January 14, he attended the San Mateo Consolidated Fire Department Awards and Commendations Ceremony.

Councilmember/Director Venkat stated she attended a local Hannukah celebration on December 17 hosted by the PJCC along with the Peninsula Sinai Congregation, Wornick Jewish Day School, Jewish Family and Children’s Services, and Jewish Community Relations Council. She also attended the Youth Advisory Committee meeting on January 7, the Citizens Sustainability Advisory Committee meeting on January 14, and the Burlingame Chamber of Commerce meeting on January 15. On January 19, she attended a celebration of Martin Luther King Jr. Day at the Downtown San Mateo Caltrain station.

Vice Mayor/Vice President Niederhofer requested to agendize approving a letter to the City and County of San Francisco objecting the final EIR of the SFO Recommended Airport Development Plan, and she received the support of Councilmember/Director Jimenez, Councilmember/Director Venkat and Mayor/President Kiesel. She expressed appreciation towards Councilmember/Director Jimenez and Councilmember/Director Venkat for their work organizing help for the displaced victims of the Harbor Cove Apartment fire in December.

Councilmember/Director Jimenez shared that Senator Becker will be hosting an E-bike Safety Town Hall on January 28 from 5 p.m. to 6 p.m. via Zoom. She stated she will also be a panelist at an E-bike Community Forum hosted by Assemblymember Pappan at Mills High School on January 31.

Mayor/President Kiesel stated he attended the Bay Area Water Supply and Conservation Agency (BAWSCA) meeting on January 15.

CLOSED SESSION
Mayor/President Kiesel recessed the meeting into Closed Session for:

1. Conference With Legal Counsel—existing Litigation
(Paragraph (1) of Subdivision (D) of Section 54956.9)
Jared Ryals, Workers’ Compensation Appeals Board Case No. ADJ17963380;

2. Conference With Legal Counsel—existing Litigation

5.1 5.1 Minutes

10 (Paragraph (1) of Subdivision (D) of Section 54956.9) Daniel Strambi, Workers’ Compensation Appeals Board Case No. ADJ12075922;

3. Conference With Legal Counsel—existing Litigation
(Paragraph (1) of Subdivision (D) of Section 54956.9)
Kojo Williams, Workers’ Compensation Appeals Board Case No. ADJ15543650; and

4. Report Out from Closed Session.

Meeting recessed into Closed Session at 7:40 p.m. and reconvened at 8:02 p.m.

Special Legal Counsel Wagner reported that no action was taken in Closed Session.

ADJOURNMENT
Hearing no objection from the City Council/EMID Board, Mayor/President Kiesel adjourned the meeting. Meeting adjourned at 8:02 p.m.

5.1 5.1 Minutes

11 DATE: February 2, 2026

TO: Mayor and Members of the City Council
VIA: Stefan Chatwin, City Manager
Marlene Subashini, Assistant City Manager
FROM: Kevin Ortiz, Management Analyst
Kevin Foiles, Emergency Services Manager
DEPARTMENT: City Manager, San Mateo Consolidated Fire
SUBJECT: FOSTER CITY 2026 EMERGENCY OPERATIONS BASE PLAN

ADOPTION

RECOMMENDATION
It is recommended that the City Council adopt the attached Resolution adopting the City of Foster City 2026 Emergency Operations Base Plan as the official emergency response and recovery framework for the City.

EXECUTIVE SUMMARY
The Emergency Operations Base Plan (EOP) is the City’s primary guiding document for coordinating preparedness, response, recovery, and mitigation activities during emergencies and disasters. The current EOP was comprehensively reviewed and updated in 2025–2026 to reflect organizational changes, current best practices, and compliance with federal and State requirements. Adoption of the EOP will enhance the City’s ability to effectively manage emergencies, ensure continuity of government, and protect life, property, and the environment.

Staff recommends that the City Council adopt the attached Resolution approving the 2026 EOP.

5.2 5.2 Staff Report

12 BACKGROUND/ANALYSIS

The California Emergency Services Act (Government Code Section 8550 et seq.) requires every city to maintain a current emergency plan for the protection of life and property. Guidance from the California Governor’s Office of Emergency Services (Cal OES) and the Federal Emergency Management Agency (FEMA) further requires local jurisdictions to maintain an all-hazards Emergency Operations Plan aligned with the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS).

Foster City’s current EOP was adopted in 2007. Since that time, changes in City organization, personnel, technology, and emergency management standards warranted a comprehensive update to the EOP. The 2026 EOP was developed through a collaborative process involving the City Manager’s Office, City Departments, and the San Mateo Consolidated Fire Department (SMC Fire).

The EOP establishes the City’s emergency management framework and provides guidance for:
Emergency management organization, authority, and succession Activation and operation of the Emergency Operations Center (EOC) Departmental roles and responsibilities during emergencies Coordination with San Mateo County, Cal OES, FEMA, and regional partners Mutual aid and resource coordination
Continuity of government and recovery operations
The Plan follows an all-hazards, scalable approach applicable to incidents ranging from localized emergencies to major disasters.

Key Updates in the 2026 EOP
Organizational Updates: Revised emergency management structure reflecting current City leadership and departmental roles.
SEMS/NIMS Compliance: Full alignment with SEMS, NIMS, and Incident Command System (ICS) requirements.
Operational Enhancements: Updated EOC activation, staffing, coordination, and public information procedures.
Continuity and Recovery: Expanded guidance for continuity of government and recovery coordination.
Technology and Communications: Updated references to alerting systems, communications platforms, and information-sharing tools.

The Base Plan serves as the City’s formally adopted policy document. Supporting Incident Response Guides (IRGs) and annexes may be updated administratively to reflect operational changes.

5.2 5.2 Staff Report

13 California Environmental Quality Act
The proposed action is not a “project” under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15378(b)(2) and (b)(5), as it involves the adoption of a policy document and organizational procedures that will not result in a direct or reasonably foreseeable physical change in the environment.

FISCAL IMPACT
Adoption of the 2026 Emergency Operations Base Plan has no direct fiscal impact.

Implementation of the Plan will be carried out using existing staff resources and existing emergency preparedness and training budgets. Any future costs associated with emergency response, recovery, or mitigation activities would be addressed through established budget and disaster reimbursement processes.

CITY COUNCIL VISION, MISSION, AND VALUE/PRIORITY AREA
Public Safety and Social Equity
ATTACHMENTS:

Attachment 1 – Resolution
Attachment 2 – Draft Emergency Operations Base Plan (EOP)

5.2 5.2 Staff Report

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2 3
8 RESOLUTION NO.____________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FOSTER CITY ADOPTING THE 2026 EMERGENCY OPERATIONS BASE PLAN (EOP)

CITY OF FOSTER CITY
WHEREAS, the City of Foster City is subject to the effects of natural, technological, and human-caused emergencies and disasters, including but not limited to earthquakes, flooding, severe storms, hazardous materials incidents, wildfires, public health emergencies, infrastructure failures, and acts of terrorism; and WHEREAS, the California Emergency Services Act (Government Code Section 8550 et seq.) requires every city to prepare and maintain a current emergency plan to provide for the protection of life, property, and the environment in the event of an emergency or disaster; and
WHEREAS, the Federal Emergency Management Agency (FEMA) and the California Governor’s Office of Emergency Services (Cal OES) recommend that local jurisdictions maintain an all-hazards Emergency Operations Plan (EOP) that integrates the National Incident Management System (NIMS), the Standardized Emergency Management System (SEMS), and the Incident Command System (ICS); and WHEREAS, the City of Foster City previously adopted an Emergency Operations Plan in 2007 and now desires to update and replace that plan to reflect current best practices, organizational structure, legal requirements, and operational capabilities; and WHEREAS, the 2026 Emergency Operations Plan has been developed and updated through a collaborative process involving the City Manager’s Office, City Departments, San Mateo Consolidated Fire Department Office of Emergency Services, and partner agencies; and
WHEREAS, the 2026 EOP establishes the framework for coordinated preparedness, response, recovery, and mitigation operations; assigns roles and responsibilities; and provides guidance for managing emergencies and disasters affecting the City of Foster City; and
WHEREAS, the 2026 EOP incorporates a Whole Community Approach to emergency management and reflects the City’s commitment to equitable and inclusive planning, including consideration of individuals with disabilities and those with access and functional needs.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Foster City does hereby resolve, declare, and determine as follows:

5.2 Attachment 1 - Resolution

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2 3
8 1. The City Council hereby adopts the 2026 EOP, including the Base Plan and all supporting Incident Response Guides (IRGs) and annexes, as the official emergency management framework for the City of Foster City.

2. The 2026 EOP supersedes all previously adopted emergency operations plans and related emergency management policy documents of the City of Foster City.

3. The City Manager, in their capacity as Director of Emergency Services, or designee, is authorized to implement, administer, maintain, and enforce the EOP.

4. The City Manager, or designee, is further authorized to approve future non- substantive or administrative revisions to the EOP necessary to keep the Plan current, including updates to titles, organizational charts, contact information, procedures, and operational details, provided that such revisions do not materially alter City policy.

5. All City departments and divisions are directed to align their internal emergency procedures, continuity of operations plans, and training programs with the EOP and to participate in periodic exercises, reviews, and updates to ensure operational readiness.

6. The EOP shall be reviewed on an annual basis and updated as necessary to ensure continued compliance with applicable laws, regulations, and emergency management best practices.

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 February, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ART KIESEL, MAYOR
ATTEST:

PRISCILLA SCHAUS, CITY CLERK

5.2 Attachment 1 - Resolution

16 1

FOSTER CITY

EMERGENCY

OPERATIONS PLAN

VOLUME I – BASE PLAN

Prepared by
San Mateo Consolidated Fire Department

2026

5.2 Attachment 2 - Draft Emergency Operations Base Plan (EOP)

17 2

Contents
Preface ................................ ................................ ................................ ........................ 5 Document Management and Distribution ................................................................................. 7 EOP Base Plan Maintenance .................................................................................................... 7 Certification of Annual Review ................................................................................................. 8 City Council Resolution ........................................................................................................... 8 Section I: EOP Base Plan ................................ ................................ .............................. 10 Introduction .......................................................................................................................... 10 Purpose ................................................................................................................................ 10 Scope ................................................................................................................................... 10 Limitations ............................................................................................................................ 11 Situation ............................................................................................................................... 12 Planning Assumptions ........................................................................................................... 12 Emergency Management Organization ................................................................................... 14 Emergency Services .............................................................................................................. 15 Preparedness ........................................................................................................................ 15 Planning ................................................................................................................................ 16 Training ................................................................................................................................. 16 Exercises .............................................................................................................................. 16 Response .............................................................................................................................. 17 Recovery ............................................................................................................................... 18 Disaster Assistance Programs ............................................................................................... 19 Damage Assessment and Documentation ............................................................................. 20 After-Action Reporting ........................................................................................................... 21 A Whole-Community Approach to Recovery ........................................................................... 21 Mitigation .............................................................................................................................. 22

5.2 Attachment 2 - Draft Emergency Operations Base Plan (EOP)

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Community Engagement and Coordination ............................................................................ 23 Planning for People with Disabilities ...................................................................................... 23 Individuals with Access and Functional Needs ....................................................................... 24 Considerations for Pets and Other Animals ............................................................................ 24 Concept of Operations ................................ ................................ ................................ . 24 Operational Coordination Structure ....................................................................................... 25 Field Level: Incident Command System (ICS) ......................................................................... 25 Local Government Level: Foster City ...................................................................................... 26 Operational Area (OA): San Mateo County .............................................................................. 26 Cal OES Region: Coastal Region (Mutual Aid Region II) ............................................................ 27 State Level: State Operations Center (SOC) ............................................................................ 27 Federal Level: FEMA and the National Response Framework................................................... 27 Mutual Aid ............................................................................................................................ 28 Additional Jurisdiction Coordination ...................................................................................... 28 Alert and Warning .................................................................................................................. 28 Joint Information Center and Coordination ............................................................................. 30 Other Public Facing Channels ................................................................................................ 30 Internal Staff Notification ...................................................................................................... 30 Commitment to Accessible Communication .......................................................................... 30 Preparedness and Ongoing Training ....................................................................................... 31 Emergency Operations Center ............................................................................................... 31 Primary and Alternate EOC Locations .................................................................................... 31 EOC Activation and Deactivation ........................................................................................... 31 EOC Activation Status ........................................................................................................... 32 EOC Communication and Coordination ................................................................................. 33 Notification and Mobilization ................................................................................................. 34 Internal Communications and Coordination ........................................................................... 34 Information Collection, Analysis and Dissemination ............................................................... 34 External Communications and Coordination .......................................................................... 34

5.2 Attachment 2 - Draft Emergency Operations Base Plan (EOP)

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Position Descriptions and Responsibilities ............................................................................. 35 Relationship and Applicability to Other Emergency Management Documents ......................... 36 Emergency Proclamation....................................................................................................... 38 Continuity of Government ...................................................................................................... 39 Legal Authority ...................................................................................................................... 40 Lines of Succession............................................................................................................... 40 Alternate Seat of Government ................................................................................................ 41 Vital Records Preservation ..................................................................................................... 41 Section II: Attachments and Appendix ................................ ................................ ........... 42 Attachment 1: Authorities and References ............................................................................. 42 Attachment 2: Sample Proclamation ....................................................................................... 43 Appendix A: List of Acronyms ................................................................................................. 44

5.2 Attachment 2 - Draft Emergency Operations Base Plan (EOP)

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Preface
The Foster City Emergency Operations Plan outlines how the City fulfills its responsibilities under the California Emergency Services Act to protect life, property, and the environment through preparedness, response, recovery, and mitigation activities during emergencies and disasters affecting the community. The EOP provides a consistent framework for coordination across all City departments, partner agencies, and the broader community, ensuring a unified and effective approach to emergency management.

The Plan is organized into three primary components:

Volume I: Base Plan – This document outlines the overarching policies, planning assumptions, and concept of operations that guide emergency preparedness, response, recovery, prevention and mitigation efforts in Foster City. It establishes the City’s emergency management framework and defines the roles and responsibilities of City departments and partner agencies.

Volume II: Functional Incident Response Guides (IRG) (Annexes) – These provide detailed guidance on specific operational areas or functions, including but not limited to:

• Emergency Operations Center (EOC) Manual
• EOC Job Action Sheets
• Alert and Warning Procedures
• Damage Assessment
• Mass Care and Shelter
• Emergency Public Information and Communications
• Debris Management
• Public Health and Medical Services
• Recovery Framework
• Multi-Agency Coordination (MAC) Plans
• Department Standard Operating Procedures (SOPs)

Volume III: Hazard Incident Response Guides (IRG) (Annexes) – These focus on Foster City-specific natural and human-caused hazards, including:

• Flood - High
• Dam Failure - High
• Earthquake - High
• Extreme Weather - Medium
• Drought - Low
• Landslide/Mass Movements - Low
• Wildfire - Low

5.2 Attachment 2 - Draft Emergency Operations Base Plan (EOP)

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This EOP has been developed in accordance with:

• The Standardized Emergency Management System (SEMS)
• The National Incident Management System (NIMS)
• The Incident Command System (ICS)
• The National Response Framework (NRF)
• FEMA’s Comprehensive Preparedness Guide 101 (CPG-101)

Together, these frameworks ensure interoperability and effective coordination across local, regional, and federal response partners.

Foster City is committed to protecting the safety, health, and dignity of all residents, workers, and visitors- especially during emergencies and disasters. To achieve this, the City embraces a Whole Community Approach that ensures emergency management strategies are inclusive, equitable, and responsive to the full diversity of our community.

This includes individuals with disabilities and those with Access and Functional Needs (AFN)1, who may face disproportionate impacts in a disaster. “As a concept, Whole Community is a means by which residents, emergency management practitioners, organizational and community leaders, and government officials can collectively understand and assess the needs of their respective communities and determine the best ways to organize and strengthen their assets, capacities, and interests. By doing so, a more effective path to societal security and resilience is built.”2 The City’s EOP, along with supporting IRGs/Annexes and procedures, reflect this commitment by embedding policies, programs, and communications that encompass a Whole Community Approach across all phases of emergency management: preparedness, response, recovery, prevention, and mitigation.

The Base Plan serves as the City’s official, reviewed, and adopted policy-level document.

IRGs may be updated more frequently to incorporate operational changes, lessons learned and evolving best practices and may be subject to separate review or approval processes.

This EOP is intended to be reviewed, understood, and exercised regularly by all City departments, emergency personnel, and response partners. It reflects Foster City’s commitment to a Whole Community Approach that is both equitable and inclusive, considering the needs of all residents, including people with AFN, to ensure comprehensive preparedness and effective response.

1 CalOES defines individuals with AFN as people with disabilities, older adults, children, limited English proficiency, and transportation disadvantaged.
2 FEMA: A Whole Community Approach to Emergency Management: Principles, Themes, and Pathways for Action

5.2 Attachment 2 - Draft Emergency Operations Base Plan (EOP)

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Document Management and Distribution
The Office of Emergency Services (OES), under the San Mateo Consolidated Fire Department (SMCFD), is responsible for the review, revision, management, and distribution of the Foster City EOP.

The EOP Base Plan will be reviewed on an annual basis by OES staff in coordination with the City Manager’s Office. Revisions may be made at any time in response to:
• Changes in local, state, or federal law
• Organizational or personnel changes
• Lessons learned from real-world incidents or exercises • Evolving best practices
• Updated threat or hazard information
EOP Base Plan Maintenance
The Emergency Operations Plan (EOP) Base Plan will be reviewed and approved by the City Manager or their designee, in coordination with the San Mateo Consolidated Fire Department’s Office of Emergency Services (OES). The City Manager’s Office will ensure the plan is formally adopted by the City Council via resolution.

The most current version of the EOP will be distributed to all City departments and key external partners and made available on the City’s website for reference by the public and stakeholders.

Revision History
Revision Date Section of Plan Revised Revised By

5.2 Attachment 2 - Draft Emergency Operations Base Plan (EOP)

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Certification of Annual Review
The City Manager’s Office, in coordination with the San Mateo Consolidated Fire Department’s Office of Emergency Services (OES), has reviewed this Emergency Operations Plan (EOP) and certifies that its content remains current, accurate, and consistent with city policies, organizational structure, and emergency management doctrine.

Certification of Annual Review
Date Name Title Signature
Stefan Chatwin City Manager
City Council Resolution
This document serves as the official Emergency Operations Plan (EOP) for Foster City and supersedes all previously adopted emergency operations plans.

Nothing in this plan shall be interpreted in a way that restricts the use of sound judgment, professional discretion, or common sense in situations not explicitly addressed within the EOP or its supporting Incident Response Guides (IRGs).

This EOP is promulgated under the authority of the City Manager, who serves as the City’s Director of Emergency Services pursuant to the Foster City Municipal Code, and ratified by the Foster City Council in accordance with applicable provisions of the Code.

A signed copy of the City Council Resolution adopting this plan is attached to this version of the EOP.

5.2 Attachment 2 - Draft Emergency Operations Base Plan (EOP)

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INSERT RESOLUTION
(Drafted by City Attorney’s Office)

5.2 Attachment 2 - Draft Emergency Operations Base Plan (EOP)

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Section I: EOP Base Plan
Introduction
The Foster City EOP Base Plan establishes the organizational structure, roles, responsibilities, and coordination mechanisms for managing major emergencies and disasters that impact the City. It provides a consistent framework for preparedness, response, recovery, prevention, and mitigation across all City departments and partner agencies.

Foster City and the surrounding Bay Area region face a wide range of potential hazards, including earthquakes, flooding, wildfires, hazardous materials incidents, technological failures, terrorism, and public health emergencies. This EOP follows an all-hazards approach to ensure the City is ready to manage both anticipated and unexpected threats.

The EOP also outlines how the City aligns with state and federal emergency management systems, including the Standardized Emergency Management System (SEMS), National Incident Management System (NIMS), and the Incident Command System (ICS).

Purpose
The primary purpose of this EOP is to establish a comprehensive framework for how the City prepares for, responds to, recovers from, and mitigates the impacts of emergencies and disasters. Specifically, this Plan aims to:

1. Define roles and responsibilities for all City departments across all phases of emergency management - preparedness, response, recovery, and mitigation.

2. Formalize the City’s alignment with state and federal emergency coordination systems and mutual aid frameworks.

3. Serve as the foundational document for the City’s emergency and continuity planning, guiding the development of IRGs, SOPs, and department-specific emergency plans.

4. Ensure legal and operational compliance with applicable laws, key regulations, including the California Emergency Services Act and related FEMA guidance.

Scope
The Foster City EOP serves as the foundational document for the City’s emergency management program. It outlines how the City will prepare for, respond to, recover from, prevent and mitigate the impacts of all-hazard emergencies and disasters. The EOP applies to all City departments and personnel, as well as affiliated agencies and partners that may be called upon to support operations.

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While all City resources may be activated during a disaster, specific departmental roles and responsibilities are detailed in the EOP Base Plan and supporting IRGs. To ensure a high level of readiness, all City departments are expected to:
• Develop and maintain internal emergency plans and procedures • Train personnel on assigned roles
• Participate in drills, exercises, and after-action reviews • Maintain and update EOC Rosters
Foster City embraces the Whole Community approach to emergency management, as outlined by FEMA. In addition to City departments, this plan recognizes and incorporates the contributions of:
• Special districts
• Non-governmental organizations (NGOs)
• Community-based organizations (CBOs)
• Faith-based organizations (FBOs)
• Private-sector businesses
• Educational institutions
• Healthcare providers

This EOP also reflects the City’s commitment to equitable and inclusive emergency management and planning, with special consideration for:
• People with disabilities
• Individuals with Access and Functional Needs (AFN)
• Older adults, children, and other populations requiring additional support

Foster City recognizes that emergency preparedness is a shared responsibility. All community members, residents, businesses, and institutions are encouraged to understand the risks facing Foster City and to take proactive steps to strengthen their own preparedness at the individual, family, and organizational levels.

During emergencies, many of these community partners and organizations may need to coordinate directly with the City’s EOC or with one another, especially in situations where traditional communications systems are disrupted. A shared understanding of this plan will enable more effective coordination and resource sharing across all sectors.

Limitations
While the Foster City EOP provides a flexible and scalable framework for managing emergencies and disasters, certain provisions and actions outlined in the plan may require

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formal activation, proclamation of a local emergency, or other official proclamations by the City Manager, City Council, or other governing authorities.

This EOP is not intended to serve as a procedure manual for day-to-day operations or routine emergency incidents, which are addressed through departmental protocols and SOPs. Instead, it is designed to guide the City’s response to complex, large-scale, or catastrophic incidents. During such events, it is possible that:
• City resources may be overwhelmed
• Staffing or communications infrastructure may be degraded • Plans and procedures may need to be adapted in real time based on the evolving incident

Accordingly, deviations from this plan may be necessary. The EOP is structured to support decision-making under pressure and should not be interpreted as restricting the use of good judgment, field discretion, or common sense when responding to unforeseen or rapidly changing conditions.

The goal of the Plan is to establish a consistent foundation for coordination — not to prescribe rigid actions in every scenario. Flexibility, adaptability and operational realism are essential to its successful implementation.

Situation
Effective emergency management is based on a thorough understanding of community risk. Detailed information regarding Foster City’s geography, demographics, and hazards potentially impacting the City are detailed in the San Mateo County Multijurisdictional Local Hazard Mitigation Plan (LHMP). Best practice places risk into three categories:
natural, technological, and human-caused.

Planning Assumptions
This EOP was developed based on a realistic understanding of conditions that are likely to occur during disasters and large-scale emergencies. The assumptions listed below inform how Foster City will prepare for, respond to, and recover from these events. They reflect the operational realities of local government and recognize the interconnectedness of City functions, regional systems, and the broader community.

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Governance and Incident Management Framework
• Emergency response operations will be conducted using the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS).
• Foster City will retain control over its resources and operational decisions unless legally superseded by state or federal authorities under a formal emergency proclamation.
• All City employees are designated Disaster Service Workers (DSWs) under California state law and may be assigned duties outside of their normal roles during an emergency or a disaster.
• The City will use this EOP to coordinate operational strategy and fulfill its obligations under the California Emergency Services Act, local ordinances, and applicable mutual aid agreements.

Hazard Environment and Operational Conditions
• Foster City is vulnerable to a range of hazards, including earthquakes, flooding, dam failure, wildfires, cyberattacks, and other threats identified in the San Mateo County Multijurisdictional Local Hazard Mitigation Plan (LHMP). • Incidents may occur with little or no warning, may exceed local capabilities, and can result in significant loss of life, property damage, environmental impacts, and long-term displacement of residents.
• Major emergencies may disrupt critical infrastructure and services, including communications systems, transportation networks, energy delivery, water/wastewater systems, and access to critical public services. • Not all resources or personnel may be immediately available following a disaster.

The ability to assemble a full EOC team in person may be delayed or compromised, requiring remote or hybrid operations to maintain continuity of emergency management functions.

Community Response and Mutual Aid
• Mutual aid will be requested in accordance with the California Master Mutual Aid Agreement (MMAA) when local resources are insufficient. However, external assistance may be delayed due to concurrent regional impacts or competing demands.
• Public, private, and nonprofit organizations, as well as individual residents, are expected to maintain a level of self-sufficiency for at least 72 – 96 hours following a major emergency or disaster. This includes access to food, water, medical supplies, and other essential resources.

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• Certain populations, such as medically fragile individuals, older adults, and those with limited mobility, may require specialized transportation, sheltering, and medical support.

Access and Functional Needs (AFN) Considerations
• Emergency plans, communications, and facilities will address the needs of individuals with disabilities and others with AFN. Support may include:
o Mobility or medical equipment
o Personal care assistance
o Language access services
o Behavioral or mental health support
• City-managed shelters or those operated in partnership with organizations like the American Red Cross will strive to meet the minimum requirements of the Americans with Disabilities Act (ADA) and relevant state guidance.

Continuity and Resilience
• Essential City services will be maintained to the extent practicable and consistent with operational needs, as outlined in departmental Continuity of Operations Plans (COOPs).
• The EOP assumes the continued leadership and availability of City government, but also recognizes the potential for disruptions in leadership continuity, staffing, and decision-making capacity.
• All City departments are expected to develop internal emergency procedures, participate and contribute to ongoing training, exercises, and engage in plan maintenance to ensure readiness and organizational resilience.

Emergency Management Organization
Per Foster City Municipal Code Section 2.40.090, the City’s Emergency Organization includes:
• All officers and employees of Foster City
• All volunteer forces enrolled to assist during an emergency as registered Disaster Service Worker (DSW) volunteers, including Community Emergency Response Team (CERT) members.
• All organizations, agencies, and individuals with responsibilities under agreement or law to protect life and property in the City

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The City Manager serves as the Director of Emergency Services and leads the City’s Emergency Management. During an emergency or EOC activation, the City Manager (or designee) oversees and directs all emergency response and recovery efforts and may delegate responsibilities as needed. All full-time merit City employees are designated Disaster Service Workers (DSWs) under California Government Code. Per-diem, part-time, and temporary employees are not designated as DSWs unless formally registered Department-specific responsibilities are further defined in functional IRGs and coordinated through the (EOC).

Emergency Services
The SMCFD Emergency Services Manager leads the SMCFD OES staff and serves as the primary emergency management liaison supporting the cities of Belmont, Foster City, and San Mateo. This role equally supports all three jurisdictions and is responsible for coordinating preparedness, planning, mitigation, and recovery efforts across each city in a consistent and unified manner.

For Foster City, operational authority during an emergency rests with the City Manager, Assistant City Manager, or designee, who will lead the City’s response as outlined in Foster City Municipal Code Section 2.40.070. The OES’ Emergency Services Manager, while deeply involved in planning and coordination, serves primarily in a support capacity during incidents, acting as a subject matter expert and liaison between the City and regional emergency management partners. The Emergency Services Manager/OES does not operate directly within the City Manager’s Office but instead under the SMCFD Fire Chief.

The Emergency Services Manager is authorized to:
• Support the coordination of citywide emergency services and personnel, as delegated by the Director of Emergency Services (City Manager); and • Represent the City’s emergency organization in coordination with local, regional, state, and federal emergency management partners.

OES works in close collaboration with San Mateo County Emergency Management (SMCEM), City departments, school districts, community-based organizations, and private-sector partners to strengthen whole-community preparedness and ensure readiness across all phases of emergency management.

Preparedness
Preparedness encompasses the range of actions, including proactive measures and planning efforts taken before an emergency to enhance the City’s ability to coordinate, respond, and recover effectively. Key preparedness activities include:
• Citywide planning to identify risks, resources, and operational procedures

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• Staff and volunteer training to ensure personnel are ready to perform assigned roles • Community outreach and education to promote individual, family, and organizational readiness including participating in drills and exercises.

Foster City follows an “all-hazards” preparedness approach, building capabilities that are applicable across a broad spectrum of potential threats, including natural disasters, technological incidents, and human-caused events. Tactical and scenario-specific plans are developed where needed but are grounded in scalable systems and standardized response structures.

Planning
Emergency planning in Foster City occurs at multiple levels:
• Strategic (i.e., this EOP and its IRGs)
• Operational (i.e., activation protocols, mutual aid plans) • Tactical (i.e., SOPs, checklists, position guides, resource lists) All City departments are required to support this planning by maintaining internal continuity and emergency procedures that align with their assigned roles in the EOP.

Department-level SOPs must be reviewed regularly and updated to reflect current staffing, resources, and mission-critical functions.

Training
City staff are trained in core emergency management systems and principles:
• Incident Command System (ICS)
• Standardized Emergency Management System (SEMS)
• National Incident Management System (NIMS)
• Disaster Service Worker (DSW) responsibilities

Training is coordinated by SMCFD OES and tailored to meet both departmental needs and citywide operational demands. In addition, OES partners with allied agencies, school districts, businesses, and volunteer networks to provide public education and preparedness training, including administration of the SMCFD CERT program.

Exercises
The City conducts emergency management exercises using Homeland Security Exercise and Evaluation Program (HSEEP) principles. These range from tabletop discussions to full- scale functional exercises and are used to:
• Test response capabilities
• Identify gaps

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• Validate emergency plans
• Promote interagency coordination
• Improve EOC readiness

After each exercise, After-Action Reports (AARs) and Improvement Plans are developed and shared with relevant stakeholders to guide corrective action and inform future enhancements.

Response
The Response Phase begins before, during, or immediately after an incident and focuses on actions to reduce loss of life, protect health and safety, safeguard property and critical infrastructure, and preserve the environment
Depending on the incident, response activities may include:
• Emergency alerts and warnings
• Evacuations and shelter operations
• Field response by Fire, Police, and Public Works personnel • Resource mobilization and mutual aid
• Local emergency proclamation

All emergency response operations within Foster City are guided by the following operational priorities, listed in order of importance:

1. Save Lives – Protect the safety and well-being of residents, visitors, and responders.

2. Protect Health and Safety – Minimize impacts to public health through rapid response, coordination, and hazard mitigation.

3. Protect Property and Critical Infrastructure – Reduce damage to homes, businesses, and essential systems to support continuity of community operations.

4. Preserve the Environment – Mitigate environmental impacts and support long- term recovery and sustainability.

The City’s EOC, whether physical, virtual, or hybrid, serves as the central coordination point for implementing these operational priorities and ensuring unified, efficient operations across City departments and partner agencies.

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Recovery
Recovery efforts in Foster City are guided by the FEMA National Disaster Recovery Framework (NDRF), California’s State Emergency Plan, and relevant local policies.

Recovery activities span both short-term and long-term efforts.

The City Manager leads recovery coordination, supported by department heads and SMCFD OES. Following large-scale incidents, a Recovery Task Force may be formed to oversee strategic planning, funding allocation, and community engagement.

Recovery Management in Foster City
Foster City recovery operations will be conducted in coordination with the San Mateo County Operational Area Recovery framework. When activated, City recovery activities will interface with the County Recovery Operations Center (ROC) to support resource coordination, financial recovery, and state and federal disaster assistance processes.

Foster City retains authority over local recovery priorities, sequencing, and policy decision- making.

The City Manager serves as Foster City’s Recovery Coordinator and has overall responsibility for guiding post-incident recovery efforts. Recovery operations are supported by the San Mateo Consolidated Fire Department Office of Emergency Services (SMCFD OES) and led by relevant City departments, including:
• Public Works – Infrastructure and facility repair, debris management, and utility restoration
• Finance Department – Cost tracking, reimbursement processing, and grant management
• Community Development – Damage assessments, building safety, permitting, and housing recovery
• Parks & Recreation – Operation of temporary shelters or community centers and support for recovery-related community programs
• Police and Fire – Security, public safety, hazardous materials coordination, and continuity of essential services

If warranted by incident complexity or duration, the City Manager may establish a Recovery Task Force to support strategic coordination, stakeholder engagement, and community recovery planning.

Short-Term Recovery
Short-term recovery in Foster City begins during the response phase and focuses on stabilizing the City and addressing the immediate needs of the community. These activities

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are coordinated through the EOC and supported by departmental leads, SMCEM, Cal OES, and regional partners. Key short-term recovery activities include:
• Restoration of critical infrastructure (power, water, roads, communications) • Rapid debris clearance and hazard abatement
• Reopening of essential city services and facilities
• Coordinated sheltering and support for displaced residents • Initial economic and environmental impact assessments The objective is to restore essential functions as quickly as possible while creating the conditions for a seamless transition into long-term recovery.

Long-Term Recovery
Long-term recovery may span several months or years, depending on the scale and complexity of the incident. This phase involves coordinated efforts to rebuild public infrastructure, restore critical services, support community needs, and strengthen future resilience. City departments will work under unified recovery leadership to ensure effective and equitable implementation of the following activities:
• Reconstruction of damaged public infrastructure and facilities • Revitalization of local businesses and economic activity • Permanent housing strategies for displaced or vulnerable populations • Restoration of environmental assets, including waterways and open spaces • Integration of hazard mitigation and climate adaptation projects

The City Manager’s Office and Community Development Department will jointly lead long- term recovery planning and execution, with each of the department heads responsible for their assigned functions. Recovery will also be shaped through community input and coordinated with the cities of Belmont, Foster City and San Mateo as appropriate.

Disaster Assistance Programs
Disaster recovery funding and resources will be pursued through federal, state, local, and nonprofit channels based on the scope of the disaster and applicable proclamation/declarations. Potential resources include:

Individuals and Households
FEMA’s Individual Assistance (IA) program, if activated, can provide:
• Temporary housing
• Home repair or replacement grants
• Crisis counseling
• Disaster unemployment assistance

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Resources may be supplemented by support from local organizations such as Samaritan House, Second Harvest, and national partners including the American Red Cross.

Businesses
Eligible businesses may apply for:
• Small Business Administration Disaster Loans (physical and economic injury) • State and local business continuity grants
• Technical assistance through regional business recovery centers

Public Sector & Infrastructure
The City may pursue the following funding programs to support recovery and mitigation:
• FEMA Public Assistance (PA) Program reimbursements
• California Disaster Assistance Act (CDAA) funds
• Hazard Mitigation Grant Program (HMGP) for resilience projects Disaster-recovery reimbursement for Foster City is coordinated through the San Mateo County Operational Area and Cal OES. SMCEM serves as the primary applicant to Cal OES and FEMA, while Foster City participates as a sub-applicant for reimbursement related to its facilities and operations. SMCFD OES supports this process by assisting City departments with documentation, coordination, and communication with SMCEM and Cal OES.

Category A – Debris Clearance
Category B – Emergency Protective Measures
Category C – Roads System Repairs
Category D – Water Control Facilities
Category E – Public Buildings and Equipment
Category F – Public Utility Systems
Category G – Other
City departments will reference these categories when compiling initial damage assessments and documenting eligible costs.

Damage Assessment and Documentation
A thorough damage assessment is essential to secure state and federal assistance.

Departments are responsible for documenting all incident-related damage using established standards and formats. Foster City will coordinate Preliminary Damage Assessments (PDAs) with SMCEM and Cal OES to support state and federal disaster declarations. Documentation requirements include:
• Personnel time and overtime logs

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• Equipment and material usage records
• Site photos, GIS-based maps, and damage reports
• Contracts, procurement records, and financial tracking

Departments will use designated systems to ensure all records are audit-ready and align with FEMA’s Public Assistance documentation standards.

After-Action Reporting
In compliance with the California Emergency Services Act and the Standardized Emergency Management System (SEMS), Foster City is responsible for completing an After-Action Report (AAR) and Improvement Plan (IP) within 90 days of incident close-out when a local and state emergency are proclaimed.

The SMCFD OES will lead this process on behalf of the City by coordinating input from all departments and partner agencies, compiling findings, and submitting the final AAR/IP to the City Manager for approval and forwarding to the San Mateo County Operational Area and Cal OES.

The AAR will include:
• Summary of response and recovery actions
• Evaluation of coordination and decision-making under SEMS • Strengths, gaps, and recommended corrective actions

This process supports continuous improvement of Foster City’s Emergency Management System and ensures compliance with state requirements.

A Whole-Community Approach to Recovery
Recovery in Foster City must reflect the full diversity of its community, including residents, workers, visitors, and populations with AFN. A resilient and equitable recovery means making sure every individual, regardless of ability, language, income level, or housing status, can access the resources they need to recover, rebuild, and thrive.

The City is committed to inclusive recovery planning that removes barriers and centers the voices of those most impacted by disasters. This includes ensuring communication is accessible, services are physically and culturally inclusive, and local partners are actively involved in recovery coordination.

In addition to supporting individuals and families, Foster City’s recovery strategy also prioritizes support for small businesses, preservation of affordable housing, continuity of education and healthcare access, and long-term community resilience.

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Foster City’s whole-community recovery efforts emphasize:
• Partnerships with nonprofits, faith-based organizations, schools, and social service agencies
• Inclusive community engagement to guide recovery planning, funding priorities, and rebuilding strategies
• Mitigation and sustainability integrated into infrastructure and housing redevelopment
• Transparent, multilingual communication with residents, stakeholders, and local businesses throughout recovery

By prioritizing life safety, addressing the greatest needs, and ensuring fair access to recovery resources across all neighborhoods, Foster City will work to help the entire community recover stronger, safer, and more connected than before.

Mitigation
The Mitigation Phase involves sustained efforts to reduce or eliminate long-term risks to people, property, infrastructure, and the environment from natural and human-caused hazards. While preparedness enhances the City’s capacity to respond, mitigation directly lowers the potential severity and cost of future emergencies, ultimately saving lives, protecting critical systems, and preserving community stability.

Foster City recognizes mitigation as a core component of emergency management and resilience. Proactive mitigation reduces the community’s vulnerability and enhances the effectiveness of response and recovery operations.

Mitigation strategies used or supported by the City may include:
• Enforcement of Building, Fire and Safety Codes
• Hazard-Specific Land Use Planning and Zoning
• Risk and Hazard Identification and Mapping
• Seismic Retrofitting and Structural Hardening
• Public Outreach, Education, and Community Preparedness Campaigns • Infrastructure Resilience Upgrades and Utility Hardening • Regular Inspections and Code Compliance Initiatives
• Green Infrastructure and Natural Solutions for Flood Control

Foster City also participates in countywide and regional mitigation initiatives, including the development of the Local Hazard Mitigation Plan (LHMP) and other joint risk assessments.

These efforts are closely aligned with the City’s General Plan and climate adaptation

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priorities, ensuring that mitigation principles are embedded into long-range planning, capital improvements, and development policies.

By continuously evaluating hazards, identifying vulnerabilities, and investing in mitigation, Foster City is working to safeguard its residents and infrastructure against future threats.

Community Engagement and Coordination
Foster City recognizes that effective emergency management is not accomplished in isolation. It requires partnerships across sectors and neighborhoods. The city works closely with:

• Community-Based Organizations (CBOs)
• Faith-Based Organizations (FBOs)
• Civic leaders and neighborhood associations
• Volunteers and mutual aid partners
• Local Chamber of Commerce and businesses

This includes coordination with San Mateo County's Community Organizations Active in Disaster (COAD) and Voluntary Organizations Active in Disaster (VOAD) networks, as well as local volunteer groups such as CERT and Amateur Radio Emergency Services (ARES/RACES). These organizations support preparedness education, community resilience initiatives, and serve vital roles during EOC activations and field operations. All volunteers deployed in an official capacity are registered as Disaster Service Workers (DSWs), per California law.

Planning for People with Disabilities
People with disabilities may require additional planning and support to ensure access to services and resources. Covered disabilities may include physical, sensory, cognitive, and mental health conditions, many of which may not be visible.

Foster City’s emergency planning integrates:
• Accessible warning and notification systems
• Evacuation and transportation support
• ADA-compliant shelters and facilities
• Accommodation for service animals
• Accessible formats for public information

Foster City recognizes the importance of including individuals with disabilities and their advocates in emergency planning. While formal engagement processes are still being

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developed, the City will work toward establishing partnerships with community organizations and County programs that represent individuals with needs (AFN) to inform future plan updates, training, and exercises.

Individuals with Access and Functional Needs
Foster City adopts the FEMA definition of AFN as a framework to identify and support individuals who may need additional assistance during an emergency, regardless of disability status. This includes support in the following functional areas:
• Maintaining independence
• Effective communication
• Accessible transportation
• Adequate supervision
• Continuity of medical care

Populations that may have AFN include, but are not limited to:
• Older adults and children
• Individuals with limited English language proficiency • Economically disadvantaged residents
• Tourists or those unfamiliar with the area
• People living in congregate care or institutionalized settings

The City’s emergency public information systems and sheltering plans incorporate multiple languages and accessible formats to ensure that all residents receive timely and actionable information.

Considerations for Pets and Other Animals
Foster City recognizes the importance of supporting pets and service animals during emergencies. Animal care and pet sheltering are addressed in the Mass Care and Sheltering plans. While less common in an urban setting, support for livestock or large animals may be available through coordination with the San Mateo County Department of Agriculture/Weights and Measures, the Peninsula Humane Society & SPCA, or the County’s Large Animal Rescue team within San Mateo County Health, depending on the incident.

Concept of Operations
Foster City operates within a tiered, scalable, and integrated Emergency Management System (EMS) grounded in the Incident Command System (ICS), Standardized Emergency

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Management System (SEMS), and the National Incident Management System (NIMS).

These systems, adopted per state and federal mandates, provide a unified structure for managing all-hazard incidents, from local emergencies to large-scale disasters.

ICS, SEMS, and NIMS are not standalone systems; they are interdependent frameworks that guide how Foster City coordinates field-level operations, activates the EOC, and collaborates with regional, state, and federal agencies during emergencies. This alignment ensures operational clarity, consistent terminology, and integrated resource coordination across all levels of government.

Operational Coordination Structure
The following diagram illustrates the operational hierarchy from field response to federal coordination:

Field Level: Incident Command System (ICS)
In the field, Foster City utilizes ICS to manage incident response. ICS provides standardized terminology, modular scalability, and clear lines of authority, ensuring coordinated operations across disciplines and agencies. The system allows for the delegation of responsibilities under an Incident Commander (IC) and supports the establishment of Incident Command Posts (ICPs) at or near incident scenes.

For larger or geographically dispersed incidents, an Area Command structure may be implemented to oversee multiple ICPs. Field-level resource requests and situational Figure 1: Standardized Emergency Management System

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updates are routed through Department Operations Centers (DOCs) and/or directly to the EOC, if activated.

Local Government Level: Foster City
Foster City is responsible for managing and coordinating all response activities within its jurisdiction. During emergencies, the City may activate:
• Emergency Operations Center (EOC) to support incident response • Department Operations Centers (DOCs) for department-specific coordination

Emergency Operations Center (EOC)
The EOC serves as the central coordination point for the City’s emergency management activities. It provides leadership, information sharing, and resource management to support field operations and policy direction.

The EOC is responsible for:
• Maintaining situational awareness and operational coordination • Managing logistics and resource requests
• Supporting policy and planning development
• Coordinating public information and warning
• Serving as the liaison with external agencies and the San Mateo County Operational Area
Department Operations Centers (DOCs)
DOCs support the EOC by managing internal department operations and field activities.

Each DOC oversees its own personnel, assets, and incident response while maintaining communication with the EOC.

DOCs are responsible for:
• Directing and supporting departmental field operations • Tracking resources and submitting requests through the EOC • Collecting and sharing situational information with the EOC • Supporting departmental continuity of operations
• Assisting with restoration of essential services and critical infrastructure Operational Area (OA): San Mateo County
San Mateo County functions as the Operational Area (OA) and is the primary coordination point for all cities and special districts during major incidents. Foster City coordinates with the OA through:
• SMCEM

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• The San Mateo County EOC (if activated)
• Participation in countywide emergency planning and exercises

The OA consolidates information, prioritizes requests, and coordinates mutual aid within its jurisdiction.

Cal OES Region: Coastal Region (Mutual Aid Region II)
The Coastal Region is one of three California Office of Emergency Services (Cal OES) administrative regions. It manages:
• Regional situational awareness
• Coordination of resource requests not filled at the OA level • Facilitation of inter-OA collaboration
• Support to local governments and Operational Areas

San Mateo County, and by extension Foster City, is part of Cal OES Coastal Region (Mutual Aid Region II), which includes multiple counties in the Bay Area.

State Level: State Operations Center (SOC)
If the scope of an emergency exceeds regional capacity, the State Operations Center (SOC) is activated. The SOC coordinates:
• Deployment of state agency resources
• Mutual aid support across the state
• High-level situational analysis
• Requests for federal assistance

Foster City’s EOC may communicate with the SOC through the OA or Cal OES Coastal Region as needed.

Federal Level: FEMA and the National Response Framework FEMA coordinates federal support under the National Response Framework (NRF). The NRF:
• Emphasizes response at the lowest possible level
• Guides how federal assistance is provided to state, local, tribal, and territorial partners
• Activates when incidents exceed state and regional capabilities

Federal coordination is often triggered through formal requests for disaster declarations or mutual aid.

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Mutual Aid
Mutual aid will be requested in accordance with the California Master Mutual Aid Agreement (MMAA) when local resources are depleted or insufficient to manage the emergency. Requests will be coordinated through the San Mateo County Operational Area.

However, mutual aid may be delayed or limited due to concurrent incidents across the region.

Foster City accesses mutual aid through:
• Discipline-specific systems (Fire, Law, EMS, Coroner, etc.) managed by respective agencies
• Emergency Management Mutual Aid (EMMA) for supplemental EOC staffing or coordination roles
• Requests to the Operational Area, which escalates unmet needs to Cal OES Region and SOC
Foster City resides in Mutual Aid Region II, which encompasses Bay Area counties and facilitates regional surge support.

Additional Jurisdiction Coordination
Emergency management and response partners, including the cities of Belmont, Foster City and San Mateo, have long recognized that mutual aid and cooperation in response to critical incidents can be enhanced and made more effective by sharing resources. Given the common hazards facing the cities and the potential for large regional impacts, neighboring agencies and stakeholders will need to work together during extended incidents to meet evolving needs and provide critical services.

Several critical services of the City, such as transportation, water, power, sewage, etc. are managed by outside agencies. As a part of the planning and response process, the City maintains close partnerships with the agencies and organizations. The EOC will coordinate with the appropriate partner for the needs of the incident and restoration of services.

Building upon the success of ongoing coordination, neighboring agencies have identified and integrated mutually beneficial activities that improve efficiency and interoperability, such as coordinated emergency planning efforts, shared stakeholder engagement, joint training and exercises, use of common planning assumptions and SEMS/NIMS-based frameworks, and the coordination or colocation of emergency management and operational functions during large or extended incidents to support shared objectives.

Alert and Warning
Foster City issues emergency alerts and warnings using a coordinated set of tools aligned with the San Mateo County Operational Area Alert and Warning Policy. The City’s primary public notification platform is SMC Alert. For broader alerts requiring the Integrated Public

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Alert and Warning System (IPAWS), including Wireless Emergency Alerts (WEA) and the Emergency Alert System (EAS), Foster City submits requests to SMCEM, the authorized IPAWS alerting authority for the Operational Area. Additional communication channels such as the City’s website, social media, and direct outreach are also used to ensure critical information is distributed widely and accessibly.

SMC Alert
SMC Alert is San Mateo County’s official mass notification system. It allows Foster City to issue timely alerts to the public via SMS, email and phone calls. All residents and stakeholders are strongly encouraged to register at www.smcalert.info to ensure receipt of location-specific emergency messages. Alerts can be targeted by address, geographic area, or pre-set user groups.

Integrated Public Alert and Warning System (IPAWS)

Foster City does not hold direct authority to issue IPAWS alerts. All IPAWS messages, including Wireless Emergency Alerts (WEA) and Emergency Alert System (EAS) notifications, must be coordinated through SMCEM, which serves as the designated IPAWS alerting authority for the Operational Area. If an incident within Foster City requires urgent, geo-targeted mass notification, particularly in situations involving immediate threats to life safety, the City may request an IPAWS alert through the County’s established protocols.

Upon approval, SMCEM will issue the alert via:

• Wireless Emergency Alerts (WEA), sent to cell phones within a defined geographic area.
• Emergency Alert System (EAS) broadcast over radio and television • National Oceanic and Atmospheric Administration (NOAA) Weather Radio and other federal alerting channels

Use of IPAWS is reserved for time-sensitive emergencies when immediate public action is required, particularly to reach individuals who are not registered for SMC Alert or who are visitors in the area.

Alert Initiation and Approval Process
Authorized personnel within Foster City, including trained Public Information Officers (PIOs), Emergency Managers, and Law Enforcement Command Staff, may initiate alert messages via SMC Alert or request IPAWS activation through SMCEM. Message templates are preloaded into the system for common scenarios, and activation follows the Operational Area’s tiered protocols for notification approval, escalation, and documentation.

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All alerts must meet key criteria such as:
• Imminent or actual threat to life or property
• Geographic specificity
• Actionable protective guidance
Joint Information Center and Coordination
When a significant incident occurs, Foster City’s PIOs coordinate with the County’s Joint Information Center (JIC) to ensure consistent, accurate messaging across jurisdictions.

The City may assign a Liaison or embed a representative within the JIC to streamline communication and mitigate misinformation.

Other Public Facing Channels
In addition to mass notification tools, Foster City utilizes:
• City website and departmental pages
• Social media (Facebook, Instagram, X, Nextdoor, YouTube) • Government access TV
• Marquee
• Door-to-door notifications or bullhorn announcements for localized alerts Internal Staff Notification
Separate internal protocols exist for notifying and recalling City personnel. Notification methods may include, but are not limited to, the following:
• Internal SMC Alert distribution lists
• Two-way radios and phone trees
• Email and intranet updates
• Department-specific recall rosters

Additional notification methods may be used as needed based on incident conditions, department procedures, and system availability.

Commitment to Accessible Communication
The City complies with ADA and FEMA guidelines by ensuring that alerts are delivered in accessible formats, including:

• Multiple languages as appropriate to the community
• Use of pictograms/visual communication, plain language, and redundant delivery channels
• Coordinated messaging to support AFN populations

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Preparedness and Ongoing Training
Designated staff undergo regular alerting system training and participate in annual drills in coordination with the Operational Area. The City continuously refines message templates, activation workflows, and multilingual communication strategies to ensure clarity and reach across all audiences.

Emergency Operations Center
Foster City’s EOC serves as the centralized location for emergency management coordination and decision-making during critical incidents, major emergencies, or disasters.

When activated, the EOC supports a range of essential activities including interdepartmental communication, operational coordination, resource management, and executive leadership.

Primary and Alternate EOC Locations
Foster City’s primary EOC is located inside SMCFD Station 28 at 1040 E. Hillsdale Boulevard, near the main entrance. For reference, Foster City Hall is located at 610 Foster City Boulevard.

If the primary EOC is compromised or inaccessible due to hazard impacts, an alternate EOC may be designated based on operational needs and available resources. In the event that this location is inoperable, unusable, or unsafe, a backup EOC will be established at the Foster City Corporation Yard at 100 Lincoln Centre Drive, Foster City, CA 94404.

EOC Activation and Deactivation
The EOC facility and its associated systems are maintained by Foster City through coordination between multiple departments. Facilities staff oversee the physical space, while Information Technology maintains the network, computers, phones, televisions, and related systems. SMCFD OES is responsible for supporting EOC readiness, including manuals, plans, activation procedures, and offering staff training.

The EOC may be used in a monitoring or “steady state” posture for coordination without formal activation. Formal activation of the EOC may be warranted under any of the following conditions:

• A significant emergency or disaster affects City operations • A planned event with potential operational impact
• A Local Emergency is proclaimed
• A County, State, or Federal emergency is declared
• Regional mutual aid coordination is required
• A coordinated multi-agency response is needed

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EOC activation levels will follow the standardized SEMS/NIMS guidance and be determined based on the scale and complexity of the incident.

EOC Activation Status
The Foster City Police Department operates the City’s 9-1-1 Communications Center for police and other City services. Fire, law enforcement, and medical dispatch services are provided by San Mateo County Public Safety Communications (PSC). While the Communications Center or County PSC may identify or route incidents requiring coordination, the authority to activate the Emergency Operations Center (EOC) rests with the Director of Emergency Services (City Manager) or the Assistant Director of Emergency Services (Deputy City Manager), consistent with Foster City Municipal Code Chapter 2.40.

The Director of Emergency Services may formally delegate EOC activation authority as necessary. Absent such delegation, no other personnel are authorized to activate the EOC.

Upon EOC activation, the San Mateo County Operational Area (OA) and relevant partners will be notified as appropriate. These notifications are typically coordinated by the SMCFD OES and may involve virtual meetings, direct phone calls, or email, depending on the urgency and nature of the incident.

The City may also activate DOCs within specific departments (i.e., Police, Public Works) to support tactical operations and coordinate with the EOC. DOCs operate under the direction of their respective department heads and feed information to the EOC’s Operations Section.

Procedures for EOC activation, notifications, and coordination are detailed in the Foster City EOC Manual.

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3 EOC activation status is scalable based on the evolving needs of the City and may include full or partial staffing as required. SEMS-compliant activation levels are outlined in Table 1-A below:

Table 1-A. EOC Activation Status
Operational Status Description Responsibilities
Enhanced Monitoring (Level
4)
Routine operations, minor
incidents, or heightened
awareness due to special
events or advisories
-Initial situational awareness
and notifications
-Coordination with key
agencies if escalation is
needed
-Documentation of activities
and incidents
-Reporting to County
Partial Staffing (Level 3)
Small incidents or potential
threats like floods or severe
storms
-Situational analysis
-Public information
-Response coordination
-Resource coordination
-Reporting to County
Partial Staffing (Level 2)
Large-scale evacuations,
multi-site incidents, severe
weather
-Situational analysis
-Public information
-Response coordination
-Resource coordination
-Logistics support
Full Staffing (Level 1)
Large incidents such as
major earthquakes or
regional disasters
-Situational analysis
-Public information
-Response coordination
-Resource coordination
-Logistics support
-Recovery operations
-Sustained operations
S
imilarly, the deactivation of the EOC will be scalable based on the decreasing needs of the City. Appropriate EOC functions and roles will be demobilized as the situation permits.

EOC Communication and Coordination
The EOC has the capability to communicate and coordinate with a broad array of internal stakeholders (field personnel, incident commanders, DOCs) and external stakeholders (response partners, critical infrastructure and key resources, outside agencies).

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Notification and Mobilization
When necessary, the City will notify the needed emergency response personnel using available communications systems (information technology systems, two-way radios, etc.) and in accordance with applicable response plans (EOC Manual, Functional and Hazard IRGs, etc.).

Internal Communications and Coordination
Coordination with field elements from the EOC may be coordinated through relevant DOCs or directly with an EOC Director. If a DOC is not activated, the EOC Director may communicate directly with their department-specific representative, typically located in the Operations Section of the EOC.

Information Collection, Analysis and Dissemination
The EOC gathers, validates, and consolidates information from field responders, DOCs, County agencies, public utilities, and community partners to maintain situational awareness and support timely decision-making. The Planning/Intelligence Section is responsible for validating and analyzing this information to produce Situation Reports (SitReps), EOC Action Plans, and operational briefings. Verified updates are distributed to all EOC Sections, City leadership, and the San Mateo County Operational Area (OA) to maintain a shared operating picture.

The Public Information Officer (PIO) coordinates and controls any misinformation, media monitoring, and public messaging in collaboration with the County Joint Information Center (JIC) to ensure accurate and consistent communication. All EOC Sections are responsible for forwarding relevant information and updates to the Planning/Intelligence Section for documentation and dissemination.

This continuous information cycle supports the development of a common operating picture within the City EOC and across the San Mateo County Operational Area.

External Communications and Coordination
The Foster City EOC communicates and coordinates with the San Mateo County Operational Area Regional Operations Center (ROC) and other cities within the County.

Each city provides situational awareness and resource status to the OA ROC, which in turn pushes aggregated county-wide information back to local EOCs. In some cases, mutual aid for specific disciplines (such as law enforcement) will flow through established discipline-specific systems; in other cases - known as single-point ordering - requests will be routed via the OA ROC to City EOC logistics pathways.

The City EOC also coordinates with outside agencies such as special districts, public utilities, volunteer organizations, and private-sector partners. These agencies may communicate directly with the City and, when appropriate, provide a representative to the

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EOC as outlined in the EOC Manual. The level of involvement of each partner will vary depending on the incident type and scope.

Position Descriptions and Responsibilities
The EOC is organized following the five major functional areas outlined in ICS and SEMS:

• Management Section:

Management is responsible for directing and managing the agency or jurisdiction’s response and recovery from an emergency in a uniform, collective, collaborative and coordinated effort.
• Planning/Intelligence Section:

The Planning/Intelligence Section's primary responsibility is to collect, evaluate, display and disseminate incident information and status of resources • Operations Section:

The Operations Section’s primary responsibility is to manage the tactical operation of various response elements involved in the disaster/emergency. • Logistics Section:

The Logistics Section’s primary responsibility is to ensure the acquisition, transportation, and mobilization of resources to support the response effort at the disaster sites, public shelters, EOCs, etc.
• Finance/Administration Section:

The Finance/Administration Section’s primary responsibility is to maintain to the greatest extent possible the financial systems necessary to keep the City functioning during a disaster/emergency.

Detailed position descriptions are outlined in the Foster City EOC positions-specific Job Action Sheets.

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Figure 2: EOC Position Chart

Relationship and Applicability to Other Emergency Management Documents

The Foster City EOP is supported by various companion documents, including Incident Response Guides (IRGs), operational manuals, and department-specific procedures.

Tables 1-B through 1-D outline the current and planned framework for these documents and their alignment with the City’s core capabilities. Some plans listed are under development or may be established as resources allow. All future IRGs and supporting documents will align with this EOP and applicable SEMS/NIMS guidance.

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Table 1-B. Foster City Response Plan Hierarchy.

Core Capability Responsible Departments
Emergency
Operations Plan
(EOP) and
Supporting IRGs
Department Operations
Center (DOC) and Field Level
Plans

Operational
Coordination
City Manager’s Office
(CMO), City Clerk /
Communications,
Administrative Services
The Foster City EOP
Donations Management Plan
Volunteer Management Plan

Planning CMO, City Clerk,
Administrative Services
Community Recovery Plan
Continuity of Operations Plan

Logistics and Supply
Chain Management CMO, Finance Resource Management Plan

Situational
Assessment
Planning, Building and
Code Enforcement (PBCE)
Public Works (PW)
Information Technology (IT)
Damage
Assessment Support
IRG

Critical Facilities and Priority
Roads List
DA Survey Collection Tool

Public Information
and Warning
CMO, Police,
Communications
Emergency
Communications
IRG

Infrastructure
Systems PW Debris Management
Support IRG
Critical Facilities and Priority
Roads List
Water Restoration Plan

Environmental
Response/ Health
and Safety
PW Debris Management
Support IRG

Mass Care Services Parks, Mass Care IRG Shelter Management Plan

Mass Search and
Rescue
County and Regional Level
Plans

On-Scene Security,
Protection and Law
Enforcement
Police Evacuation Support
IRG
Genasys Evacuation Planning
app

Operational
Communications
IT
Police,
PW
ES
Communications Technology
Plan

5.2 Attachment 2 - Draft Emergency Operations Base Plan (EOP)

53 38

Table 1-C. Foster City Recovery Plan Hierarchy
Core Capability Responsible Departments Recovery Operations Center Level Plans
Department Operations
Center (DOC) and Field
Level Plans

Planning
CMO
Community Recovery
Support IRG Community Recovery Plan

Public Information
and Warning CMO Community Recovery
Support IRG
Emergency Communications
Operations IRG

Operational
Coordination

CMO
Community Recovery
Support IRG

Disaster Financial Cost
Recovery Plan

Infrastructure
Systems PW Community Recovery
Support IRG

Economic Recovery Community Development Community Recovery Support IRG

Table 1-D. Plans Supported by Outside Agencies
Core Capability Responsible Departments Recovery Operations Center Level Plans
Department Operations
Center (DOC) and Field
Level Plans

Fatality
Management
Services
County and Regional Level
Plans

Fire Management
Services
San Mateo Consolidated
Fire

Public Health County and Regional Level
Plans Pandemic Response Plan

Health and Social
Services
County and Regional Plans
County of San Mateo,
Social Services Agency and
Public Health
Community
Recovery Support
IRG

Emergency Proclamation
In accordance with Foster City’s Municipal Code section 2.40.070, the Director of Emergency Services (City Manager or designee) may proclaim a local emergency if the City Council is not in session. If the Council is in session, the Director will request the Council to issue the proclamation directly.

5.2 Attachment 2 - Draft Emergency Operations Base Plan (EOP)

54 39

Local emergency proclamations are valid for seven (7) days unless ratified by the City Council and must be renewed every fourteen (14) days thereafter. To qualify for state assistance under the California Disaster Assistance Act (CDAA), a local emergency must be proclaimed within ten (10) days of the incident.

A local emergency proclamation authorizes extraordinary powers, including resource allocation, emergency purchasing, and access to mutual aid.

Following a local proclamation, the City may request a State of Emergency from the Governor through the San Mateo County Operational Area. This request should be accompanied by:
• A copy of the local emergency proclamation.
• An Initial Damage Estimate (IDE) report detailing losses and needs. • The Governor may also independently proclaim a state of emergency if conditions warrant.
• A sample proclamation is included in Attachment 2.

Continuity of Government
Foster City recognizes that maintaining continuity of leadership, essential functions, and vital services is critical during emergencies that disrupt normal government operations. Continuity of Operations and Continuity of Government (COOP/COG) planning in Foster City is decentralized by design. Each City department is responsible for developing, maintaining, and implementing its own departmental COOP/COG Plan, under the authority of the respective Department Head.

Departmental COOP/COG Plans collectively ensure the City’s ability to continue governance, preserve decision-making authority, and maintain essential services while response and recovery activities are coordinated under the Emergency Operations Plan (EOP). The EOP does not replace departmental COOP/COG Plans but provides the overarching coordination, resource management, and interagency support framework during incidents that affect multiple departments or citywide operations.

Each departmental COOP/COG Plan identifies and documents:
• Essential functions and mission-critical services
• Designated staff and depth of staffing for continuity • Lines of succession and delegated authorities
• Alternate facilities, systems, and logistical support • Protection of vital records and restoration priorities • Internal and external communication protocols
Departmental COOP/COG Plans are activated during incidents that significantly impact staffing, facilities, infrastructure, or the City’s ability to deliver essential services. When activated, COOP/COG procedures operate in coordination with the EOP, which provides citywide situational awareness, policy coordination, and support to affected departments.

5.2 Attachment 2 - Draft Emergency Operations Base Plan (EOP)

55 40

The City Clerk’s Office is responsible for coordinating COOP/COG planning consistency across departments, maintaining records of departmental COOP/COG plans, and supporting plan updates. Department Heads retain full responsibility for the content, activation, and execution of their respective departmental COOP/COG Plans.

Lines of Succession:

Key Role Primary Successor Secondary Successor
City Manager Assistant City Manager Department Head (as assigned)

Alternate Seat of Government:
• Primary: Council Chambers, City Hall, 620 Foster City Boulevard, Foster City, CA 94404
• Alternate: 1098 Foster City Blvd, Ste 106 #815 Foster City, CA 94404

Vital Records:

Vital records, including ordinances, contracts, personnel records, and financial documentation, will be preserved and protected in accordance with the City’s Records Retention Schedule. Departments are responsible for identifying and maintaining access to their vital records and will coordinate with the City Clerk to ensure continuity of access during emergencies.

Legal Authority
In accordance with the Foster City Municipal Code Section 2.40.070 and California Government Code Sections 8635–8645, Foster City has established the structure to maintain government continuity during a declared emergency. These provisions empower the City to:

• Appoint successors for critical government functions
• Activate standby Councilmembers if elected officials are unavailable • Reconstitute the City Council under extreme circumstances Lines of Succession
Each essential department maintains a line of succession to ensure continuity of leadership. The following table outlines key positions and their designated successors:

5.2 Attachment 2 - Draft Emergency Operations Base Plan (EOP)

56 41

Key Position Primary Successor Secondary Successor
City Manager Assistant City Manager Department Head
Fire Chief (SMCFD) Deputy Fire Chief Battalion Chief
Police Chief Police Captain Watch Commander
Public Works Director Engineering Manager Maintenance Manager City Clerk Deputy City Clerk Senior Administrative Staff

If a quorum of the Foster City Council is unavailable during an emergency, and no standby officers have been designated or are available, the Chair of the San Mateo County Board of Supervisors may appoint temporary members to reconstitute the City Council under the authority granted by California Government Code section 8644. This ensures continuity of governance until the City Council can reconvene.

Alternate Seat of Government
If Foster City Hall (620 Foster City Boulevard, Foster City, CA 94404) becomes inoperable, government operations may be relocated to a pre-designated alternate site. Potential alternate seats of government include:

• Foster City, Corporation Yard, 100 Lincoln Centre Dr, Foster City, CA 94404

Alternate locations will be selected based on situational needs, accessibility, and security.

The City Clerk’s Office is responsible for maintaining and updating the list of potential sites.

Vital Records Preservation
Vital records are critical to restoring government functions, issuing payments, maintaining legal obligations, and protecting residents. These include:

• Council ordinances and resolutions
• Emergency declarations and mutual aid agreements
• Payroll, financial and legal records
• Personnel records and emergency contact info
• Computer system backups
• EOC plans

Each department must identify and regularly update its list of vital records. The City Clerk’s Office oversees coordination, off-site storage planning, and secure digital backup of records in partnership with IT.

5.2 Attachment 2 - Draft Emergency Operations Base Plan (EOP)

57 42

Section II: Attachments and Appendix
Attachment 1: Authorities and References
Local Authority
This EOP is promulgated under the authority of the City Manager of Foster City, pursuant to Foster City Section 2.40.070 (Emergency Services). Adoption and ratification are authorized by the City Council. The following local authority is referenced:

• Foster City Municipal Code Chapter 2.40 – Emergency Organization and Functions

State Authorities
This EOP operates in accordance with the California Emergency Services Act (Government Code §8550 et seq.) and incorporates the Standardized Emergency Management System (SEMS), as required under Government Code §8607 and Title 19, California Code of Regulations.

Applicable state authorities include:

• California Emergency Services Act (Gov. Code §8550–8668) • SEMS Regulations: Title 19, CCR, Div. 2, Ch. 1
• California Disaster Assistance Act (Gov. Code §8680 et seq.) • California Health & Safety Code §101040 (Local Health Emergency Authority) • Orders and regulations issued by the Governor during a proclaimed emergency

Federal Authorities
This EOP aligns with federal emergency management doctrine and policy, including:

• Robert T. Stafford Disaster Relief and Emergency Assistance Act (42 U.S.C. §5121 et seq.)
• National Response Framework (NRF)
• National Incident Management System (NIMS)
• Homeland Security Presidential Directive-5 (HSPD-5)
• Homeland Security Presidential Directive-8 (HSPD-8)

5.2 Attachment 2 - Draft Emergency Operations Base Plan (EOP)

58 43

Attachment 2: Sample Proclamation

PROCLAMATION OF THE EXISTENCE OF A LOCAL EMERGENCY BY THE CITY

MANAGER, ACTING AS THE DIRECTOR OF EMERGENCY SERVICES OF FOSTER CITY

WHEREAS, Section 2.40.070 of Foster City’s Municipal Code empowers the Director of Emergency Services (City Manager) or their designee to proclaim the existence or threatened existence of a local emergency when the City is affected or likely to be affected by conditions of extreme peril and the City Council is not in session; and

WHEREAS, the Director of Emergency Services of Foster City does hereby find that conditions of extreme peril to the safety of persons and property have arisen within the City, caused by (e.g., wildfire, flood, storm, earthquake, hazardous material incident, or other cause); beginning on the ___ day of ______, 20; and

WHEREAS, these conditions are, or are likely to be, beyond the control of the services, personnel, equipment and facilities of the City; and

WHEREAS, the City Council of Foster City is not in session and cannot immediately be called into session; and

NOW, THEREFORE, IT IS HEREBY PROCLAIMED, that a local emergency now exists throughout Foster City; and

IT IS FURTHER PROCLAIMED AND ORDERED, that during the existence of said local emergency, the powers, functions, and duties of the emergency organization of the City shall be those prescribed by state law, by ordinances and resolutions of Foster City, and by the Foster City Emergency Operations Plan; and
IT IS FURTHER ORDERED that this proclamation shall remain in effect for no more than seven (7) days unless ratified and confirmed by the Foster City Council at the earliest practicable time, and that it shall be reviewed every fourteen (14) days thereafter until terminated.

__________________________
Name, Title

Acting as Director of Emergency Services/Assistant Director of Emergency Services

Date

5.2 Attachment 2 - Draft Emergency Operations Base Plan (EOP)

59 44

Appendix A: List of Acronyms
AFN Access and Functional Needs ADA Americans with Disabilities Act ARES Amateur Radio Emergency service AAR After Action Report BPC Block Preparedness Coordinator
Cal OES California Office of Emergency Services
CBO Community Based Organizations
CERT Community Emergency Response Team CDAA California Disaster Assistance Act
CMO City Manager’s Office
COOP Continuity of Operations Plan COG Continuity of Government DSW Disaster Services Worker
EAS Emergency Alert System
EOC Emergency Operations Center
EOP Emergency Operations Plan
ES Emergency Services
ESC Emergency Services Coordinator
FEMA Federal Emergency Management Agency
HMGP Hazard Mitigation Grant Program
HSEEP Homeland Exercise and Evaluation Program ICP Incident Command Post
ICS Incident Command System
IPAWS Integrated Public Alert and Warning System
IP Improvement Plan IRG Incident Response Guide JIC Joint Information Center
JIS Joint Information System
LHMP Local Hazard Mitigation Plan
MAC Multi-Agency Coordination
MMAA Master Mutual Aid Agreement
NCRIC Northern California Regional Intelligence Center
NDRF National Disaster Recovery Framework NGO Non-Government Organizations
NOAA National Oceanic and Atmospheric Administration
NOC National Operations Center
NPC Neighborhood Preparedness Coordinator
NIMS National Incident Management System
NRF National Response Framework
NWS National Weather Service OA Operational Area PA Public Assistance
PDA Preliminary Damage Assessment
PSC Public Safety Communications RACES Radio Amateur Civil Emergency Services
ROC Regional Operations Center
SBA Small Business Administration
SEMS Standardized Emergency Management System
SMCEM San Mateo County Emergency Management
SMCFD San Mateo Consolidated Fire Department
SMCFD OES San Mateo Consolidated Fire Department Office of Emergency Services SOC State Operations Center
SOP Standard Operating Procedure
UASI Urban Area Security Initiative
VOAD Volunteer Organizations Active Disaster
WEA Wireless Emergency Alerts

5.2 Attachment 2 - Draft Emergency Operations Base Plan (EOP)

60 DATE: February 2, 2026

TO: Mayor and Members of the City Council
FROM: Stefan Chatwin, City Manager
Marlene Subhashini, Assistant City Manager
Kevin Ortiz, Management Analyst
DEPARTMENT: City Manager
SUBJECT: FOURTH AMENDMENT TO THE AGREEMENT WITH

CALIFORNIA PUBLIC POLICY GROUP TO CONTINUE TO

PROVIDE STATE LEGISLATIVE ADVOCACY SERVICES AND

OPTIONAL GRANT WRITING SERVICES FOR A TWO-YEAR
TERM

RECOMMENDATION
It is recommended that the City Council adopt the attached Resolution: 1) authorizing the Mayor to execute a Fourth Amendment to the agreement with California Public Policy Group (CPPG), in the amount of $120,000 for an extended two-year term for state legislative advocacy services and optional grant writing services; 2) authorizing an as needed in-person travel budget in an amount not-to-exceed $5,000 per year ($10,000 for a two-year term); and 3) authorizing a contingency in the amount of $18,000 with authorization given to the City Manager to execute any contract amendments necessary for grant writing services up to the contingency amount.

EXECUTIVE SUMMARY
CPPG (previously dba RPPG) has been proactively tracking legislation on behalf of Foster City since January 2021, keeping the City engaged by providing detailed policy analysis on state legislative proposals. Significant efforts have been made to advance the City’s public policy advocacy positions on certain priority bills.

On December 18, 2023, the City Council by Minute Order No. 1954 unanimously approved the 2024 State Legislative Platform and Policy. The Legislative Platform and Policy has allowed the City to have a sustained and engaged presence in the state

5.3 5.3 Staff Report

61 legislative process. Staff’s recommendation is to maintain the momentum and build upon the foundation that has been established in the past few years. An extension to the existing agreement with CPPG will ensure consistency and continuity in the City’s representation on the state level based on the Council-approved Legislative Platform and Policy. CPPG would continue to monitor and provide reports to the City, advocate on the City’s behalf on specific legislation, provide formal legislative updates and as an added optional service, help identify potential grant opportunities that align with the City’s Legislative Platform and Policy, and assist in the grant writing aspect on a per- grant basis.

The proposed Fourth Amendment would extend the term of the agreement with CPPG by two years, at a flat fee retainer of $5,000 per month for a total of $60,000 per year (grant services not included). If the City engages CPPG to pursue any grant opportunities, the City will be charged for grant writing services based on the amount of funding requested in the grant proposal (Attachment 3).

BACKGROUND
CPPG is a full-service lobbying and consulting practice firm based in Sacramento that strives to advance the policy interests of public agencies. On January 15, 2021, the City of Foster City entered into a Professional Services Agreement with RPPG for State Legislative Advocacy Services. This agreement was for an initial one-year term in an amount not-to-exceed $49,999. After a successful first year, the City Council approved a First Amendment to the Professional Services Agreement with RPPG for a two-year term for an additional $156,000. At the February 20, 2024 Council meeting, the City Council approved an additional two-year contract extension in an amount not-to-exceed 120,000 and a contingency in the amount of $12,000. The City Council also adopted the Third Amendment to the Agreement on August 19, 2024, to assign the Professional Services Agreement to CPPG (previously RPPG). Consistent with the previous contract amendment, the Scope of Services includes a flat monthly retainer for legislative advocacy services and a fee on a per-grant basis for optional grant writing services.

CPPG has been instrumental in assisting the City with strengthening its legislative advocacy efforts as well as assisting with applying for eligible grant funding this past year. As shown in its 2025 End of Year Report (Attachment 4), CPPG has accomplished the following on behalf of Foster City:
900 pieces of legislation tracked and assessed for impacts on City operations, legal, and/or local decision making;
More than 50% success rate on legislative engagement; achieving the desired outcome or secured critical amendments to dramatically reduce adverse impacts on the City (7 desired outcomes based on CPPG’s engagement of 12 total); 250+ combined deliverables and touchpoints provided to and on behalf of the City, which include legislative updates, legislative and budgetary position letters, policy, political analysis, and meetings with City and/or State legislature on behalf of the City;

5.3 5.3 Staff Report

62 Assembled the broadest and strongest VLF coalition to date, including local governments, statewide labor organizations, rank-and-file police, sheriff deputies, and firefighter associations.

ANALYSIS
The objective in pursuing legislative advocacy is to keep the City Council, City staff, and the Community informed of proposed legislation that may have the potential to impact the City. Legislative advocacy is predicated on raising awareness and providing education to all those alike. Legislative tracking is critical given the volume of measures introduced in a legislative year. A legislative advocacy consultant helps assess and advise the City on the current political climate, and assist with navigating the complexities of state legislation. While there is no guarantee that a sustained effort will lead to success on one particular issue of importance; a lack of a sustained effort will lead to state policies that could impact local decision making and/or create new financial, legal, or operational challenges for Foster City.

Legislative advocacy services provided by consultants are typically intended to extend over a longer period. The extension of the agreement with CPPG for another two years would allow for an effective and sustained engagement in the state legislative process.

This longevity is valuable as the legislative advocacy consultant becomes intimately familiar with the City's needs and priorities in order to effectively represent the City’s interests.

In 2024, CPPG assisted staff with the development of the City’s Legislative Platform and Policy, which is an important component of the City’s overall legislative advocacy program. A legislative platform is a set of guiding principles that reflect overarching ideals and priorities of the Council. Using the approved Legislative Platform as a guide, the Legislative Policy outlines the formal process for responding to legislative proposals in a streamlined manner. The collaborative effort between CPPG and City staff culminated in the adoption of the 2024 Legislative Platform and Policy at the December 18, 2023 City Council Meeting. The platform enables City staff, in collaboration with CPPG, to effectively respond to proposed legislation that potentially affects Foster City, while aligning with the principles of the City Council-adopted legislative platform.

Following the adoption of the Platform and Policy, CPPG continued to play a significant role in engaging with the City and staff on important legislation over the past two years.

As further detailed in the proposal from CPPG (Attachment 3), the scope of work and implementation for legislative advocacy services includes, but is not limited to:
Legislative Review, Tracking, and Advocacy
Participate and Advise in Annual Legislative Strategic Planning Explore Potential Funding Opportunities, General Fund, and Competitive Grant Programs
Representation
Frequent, Consistent Communication

5.3 5.3 Staff Report

63 Relationship Building
Education Tour
Targeted Engagement with Statewide Local Government Association and Local Agency Partners
Continuing Work on Foster City’s State Legislative Platform Federal and State Budget Earmark Advocacy
Consistent with the previous contract amendment, the Scope of Services includes a flat monthly retainer for legislative advocacy services and a fee on a per-grant basis. In addition to providing legislative advocacy services, CPPG will continue to keep the City informed of upcoming grant opportunities, especially those that are in areas of special interest to the City. If the City is interested in pursuing a grant, CPPG will continue to be able to provide grant writing and project management services on a per-grant basis, from start to finish of the grant proposal. This includes the preparation of funding abstracts, project narratives, and required forms and attachments.

The key difference in the proposal for the Fourth Amendment compared to previous contract amendments is the inclusion of an as needed in-person travel budget in an amount not-to-exceed $5,000 per year. It is important to note that this budget would only be used in connection with City-requested travel and no travel-related expenses shall be assessed unless specifically requested and approved by the City.

California Environmental Quality Act
Not Applicable

FISCAL IMPACT
As part of their proposal, CPPG provided a pricing model for consideration. The pricing model includes a flat fee retainer for legislative advocacy services, a budget for as needed in-person travel, and a per-grant fee schedule. City staff is recommending that the Fourth Amendment continue to be structured under a flat fee for State legislative Advocacy Services with the optional add on of Grant Writing Services on a per-grant basis to provide flexibility in the number of grants/the amount being pursued.

If approved, CPPG will continue to provide State Legislative Advocacy services for a flat fee retainer of $5,000 per month for a total of $60,000 per year, otherwise $120,000 over a two-year period. In addition, staff is requesting that the Council authorize an as needed in-person travel budget in the amount of $5,000 per year for a total of $10,000 for the two-year term and a 15% contingency in the amount of $18,000 with authorization given to the City Manager to execute any contract amendments up to the contingency amount for grant writing services on a per-grant basis per the Proposed Per-Grant Fee Schedule. The Fourth Amendment will extend the term of the agreement by two years beginning March 1, 2026 through February 29, 2028.

5.3 5.3 Staff Report

64 Funding is available and recommended to be utilized from the City Manager’s Office Contract, Professional, and Specialized Services Budget, Account No. 001-0110-413- 4251.

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

Attachment 1 – Resolution
Attachment 2 – Fourth Amendment to the Agreement with CPPG Attachment 3 – CPPG Proposal
Attachment 4 – 2025 CPPG End of Year Report

5.3 5.3 Staff Report

65 4
2 4
0 RESOLUTION NO. _____________

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

AUTHORIZING THE MAYOR TO EXECUTE THE FOURTH AMENDMENT TO THE

AGREEMENT WITH CALIFORNIA PUBLIC POLICY GROUP IN THE AMOUNT OF $120,000 FOR AN EXTENDED TWO-YEAR TERM, FOR STATE LEGISLATIVE

ADVOCACY SERVICES AND OPTIONAL GRANT WRITING SERVICES, AND

AUTHORIZING ESTABLISHMENT OF AN AS NEEDED IN-PERSON TRAVEL BUDGET IN THE AMOUNT OF $10,000 AND A CONTINGENCY IN THE AMOUNT OF $18,000

WITH AUTHORIZATION GIVEN TO THE CITY MANAGER TO EXECUTE ANY

CONTRACT AMENDMENTS NECESSARY FOR GRANT WRITING SERVICES UP TO

THE CONTINGENCY AMOUNT

CITY OF FOSTER CITY
WHEREAS, a priority for Foster City is to take efficient actions that enhance neighborhood livability and quality of place for current and future generations, specifically through development of a legislative advocacy program for Foster City that advances City Council's goals and policies; and
WHEREAS, California Public Policy Group (CPPG) is a full-service lobbying and consulting practice firm based in Sacramento that strives to represent the policy interests of public agencies, and those organizations who align with public entities; and WHEREAS, CPPG provides its clients with a keen understanding of California's evolving legislative and political landscape, which is critical when making policy decisions; and
WHEREAS, the City had entered into an agreement with RPPG on January 15, 2021, in the amount of $49,999 for State Legislative Advocacy Services for an initial one year or 12-month term, a First Amendment to the Agreement, for a two-year term and an additional $156,000, a Second Amendment to the Agreement, for a two-year term and an additional $120,000 and a $12,000 contingency, which was approved by the City Council and signed into effect on March 1, 2024; and subsequently a Third Amendment to the Agreement on August 19, 2024, to assign the Professional Services Agreement to CPPG (previously RPPG); and
WHEREAS, CPPG has been instrumental in assisting the City with strengthening its legislative advocacy program as well as securing State and Federal grant funding, including securing funding in previously promised Vehicle License Fees (VLF) that were owed to the City; and
WHEREAS, CPPG played a significant role in engaging with the City Council and staff to develop Foster City’s 2024 Legislative Platform and Policy, which is an important component of the City’s overall legislative advocacy program; and

5.3 Attachment 1 - Resolution

66 4
2 4
0 WHEREAS, significant efforts have been made to further the City's public policy advocacy positions on priority bills as CPPG has proactively tracked legislation and kept the City engaged by providing detailed policy and political analysis on several state legislative proposals; and
WHEREAS, extending the existing agreement with CPPG will ensure consistency and continuity in the City's representation on the state-level, allowing the firm to be more effective when advocating for the City's interests now having the intimate knowledge of the City's needs and priorities; and
WHEREAS, structuring the Fourth Amendment to consist of a flat fee for State legislative Advocacy Services, a budget for as needed in-person travel, and the optional add on of Grant Writing Services on a per-grant basis would continue to provide flexibility in the number of grants/the amount being pursued; and
WHEREAS, the City Council has affirmed its continued interest and need for legislative advocacy services, and the City is confident in CPPG's ability to provide such services.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Foster City does hereby authorize the Mayor to execute the Fourth Amendment to the Agreement with CPPG in an amount of $120,000 to extend the term of the agreement by an additional two years or 24 months and authorize an establishment of an as needed in- person travel budget in the amount of $10,000 and a contingency in the amount of $18,000 with authorization given to the City Manager to execute any contract amendments necessary for grant writing services up to the contingency amount.

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 February, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ART KIESEL, MAYOR
ATTEST:

PRISCILLA SCHAUS, CITY CLERK

5.3 Attachment 1 - Resolution

67 FOURTH AMENDMENT TO
PROFESSIONAL SERVICES AGREEMENT WlTH CPPG
THIS FOURTH AMENDMENT TO THE AGREEMENT ("Fourth Amendment") is entered into as of this March 1, 2026, by and between the City of Foster City, a public body corporate and politic, hereinafter called "City" and California Public Policy Group (CPPG) hereinafter called "Consultant." City and Consultant shall be referred to individually as "City" or "Consultant" or "Party" or collectively referred to as "Parties."

RECITALS
WHEREAS, on January 15, 2021, City and Consultant entered into a Professional Services Agreement ("Agreement") whereby Consultant was to provide State Legislative Advocacy Services at a monthly flat rate of $4,000 for a not to exceed amount of $49,999, pursuant to the terms of the Agreement; and
WHEREAS, the term of the Agreement was for twelve months; and WHEREAS, City and Consultant subsequently entered into a First Amendment to the Agreement on March 1, 2022 for a two-year period whereby Consultant was to provide State Legislative Advocacy Services and Grant Writing Services at a monthly flat rate of $6,500 for a not to exceed amount of $205,999, pursuant to the terms of the Agreement; WHEREAS, City and Consultant subsequently entered into a Second Amendment to the Agreement on March 1, 2024 for a two-year period whereby Consultant was to provide State Legislative Advocacy Services and Grant Writing Services at a monthly flat rate of $5,000 for a not to exceed amount of $120,000, and a contingency in the amount of $12,000 pursuant to the terms of the Agreement; and
WHEREAS, City and Consultant subsequently entered into a Third Amendment to the Agreement on August 19, 2024, to assign the Professional Services Agreement to CPPG (previously RPPG),
WHEREAS, the Parties desire to extend the term of the Agreement by an additional 24 months; increase the compensation by an additional $120,000, establish an as needed in-person travel budget in the amount of $10,000 and a contingency in the amount of $18,000 for grant writing services on a per-grant basis.

TERMS
NOW, THEREFORE, in consideration of the mutual promises, conditions and covenants herein contained, the Parties agree as follows:

1. Amendment.
(a) Section C(l), Services. Exhibit A, "Scope of Work for State Legislative Advocacy Services" to the Agreement shall be deleted and replaced with the Exhibit A, "Scope

5.3 Attachment 2 - Fourth Amendment to the Agreement with CPPG

68 of Work", attached hereto and hereinafter incorporated by reference. (b) Section C(2), Term; Termination. The first paragraph shall be deleted and replaced to read as follows:
"The term of this Agreement will be for a period of 84 months from January 15, 2021 (the Effective Date)."
(c) Section C(3) Compensation; Expenses; Payment. Section C(3) shall be deleted and replaced to read as follows:
"CONSULTANT for all services performed by CONSULTANT hereunder in an amount based upon CONSULTANT's monthly flat fee retainer during the time of the performance of said services. A copy of CONSULTANT's monthly rate for which services hereunder shall be performed are set forth in CONSULTANT's fee schedule marked Exhibit "B" hereof, attached hereto and by this reference incorporated herein. Notwithstanding the foregoing, the combined total of compensation and reimbursement of costs payable hereunder shall not exceed the sum of Four Hundred Eighty-Five Thousand Nine Hundred Ninety-Nine Dollars ($485,999). Invoices for amounts in excess of $5,000 per month shall not be paid unless the performance of services and/or reimbursement of costs and expenses in excess of said amounts have been approved in advance of performing such services or incurring such costs and expenses by City Manager.

Compensation and reimbursement of costs and expenses hereunder shall be payable upon monthly billing therefor by CONSULTANT to CITY, which billing shall include an itemized statement, briefly describing by task and or cost/expense items billed."
Exhibit B shall be deleted and replaced with Exhibit B, "Consultant's Fee Schedule" attached hereto and hereinafter incorporated by reference.

2. Except as modified by this Fourth Amendment, the Agreement shall remain in full force and effect.
[SIGNATURES ON NEXT PAGE]

5.3 Attachment 2 - Fourth Amendment to the Agreement with CPPG

69 IN WITNESS WHEREOF, the parties have caused this Fourth Amendment to be executed by themselves or their duly authorized representatives as of the date first above written.

CITY OF FOSTER CITY
By:______________________________ By: __ _ _ _ _ _ _ _ _ _ Art Kiesel, Mayor Dane Hutchings, Founder and CEO, CPPG ATTEST:

By: _________________________
Priscilla Schaus, City Clerk
APPROVED AS TO FORM:

By: __ _ _ _ _ _ _ _ _ _
Benjamin L. Stock, City Attorney

5.3 Attachment 2 - Fourth Amendment to the Agreement with CPPG

70 EXHIBIT A

SCOPE OF WORK
The scope of work for legislative advocacy services includes:
Legislative Review, Tracking and Advocacy: Track, review and analyze any introduced and amended legislation and regulatory proposals. Advocate on legislation, regulatory proposals of interest and any state budget issues impacting the organization.

We consult and develop strategic documents, draft policy position letters, regulatory and budgetary letters, customized priority legislative tracking matrices, budget analyses, and background papers to ensure the City is informed and its voice is heard by policymakers and stakeholders.
Participate and Advise in Annual Legislative Strategic Planning: CPPG understands the importance that establishing a proactive strategy plays in our client’s overall success.

CPPG will work with the City to help develop the organization’s annual and multi-year legislative strategic plan.
Explore Potential Funding Opportunities, General Fund and Competitive Grant Programs: The Newsom Administration has prioritized increased wildfire preparedness, affordable housing, transportation/infrastructure rehabilitation, and other capital improvement projects. Identifying and effectively advocating for appropriate grant funding provides a tangible return on investment from working with a Sacramento legislative advocacy firm.
Representation: Represent the City at policy-related meetings, conferences, events, regulatory proceedings, legislative hearings, and other appropriate venues to deliver comments, testimony, and provide the City with a consistent presence in Sacramento.

CPPG representatives already attend all League legislative briefings and work closely with League lobbyists and staff.
Frequent, Consistent Communication: At CPPG, we strive to ensure that our clients are fully informed. Our team will provide regular written and verbal communications and updates to your Council and staff to ensure that the City is always up to date on our advocacy efforts, individual tasks, and timeline for meeting milestones. Regular communication between the City and CPPG team will also ensure that we are being responsive to the direction of your Council and staff throughout the entire State Budget and legislative processes. This will include monthly written policy status and activity reports, along with more in-depth reports and recaps during each major milestone throughout the legislative year (e.g., every budget milestone, bill introduction deadline, house of origin deadline, summer recess, and end of session). In addition, we will supplement these reports with a monthly check-in via Zoom with City staff, or more frequently at your request during the legislative session, and with an updated legislative matrix. During these meetings, we will review legislation and brief you on the latest issues and developments.

5.3 Attachment 2 - Fourth Amendment to the Agreement with CPPG

71 Relationship Building: CPPG will build off the City’s strong reputation and will continue to foster relationships with legislators and administration officials. Our firm will make meeting recommendations, schedule arrangements, and strategize on messaging in advance. This approach ensures that we have laid the groundwork for your bill proposals and positions year over year.
Education Tour: Using the City’s legislative priorities, CPPG is prepared to conduct an education tour upon request to drive awareness on the issues that matter to you most.

This will ensure that the appropriate communication channels with legislative staff and legislators remain open throughout the 2025-2026 legislative session and beyond. Targeted Engagement with Statewide Local Government Association and Local Agency Partners: Our proven working relationship with the League of California Cities, California State Association of Counties, California Special District’s Association, the California Fire and Police Chiefs’ associations, and other statewide local government advocacy organizations will ensure that CPPG can communicate the City’s policy positions—and when appropriate, work in a blended strategy to achieve success. Continuing Work on Foster City’s State Legislative Platform: Now that Council has adopted its formal legislative platform, it is important that we periodically assess and update it as new policies emerge and council priorities shift. CPPG will work with City staff and council to solicit feedback—ensuring that the platform continues to evolve as a living document.
State Budget Earmark Advocacy: CPPG’s lobbying team will provide a detailed analysis of the State budget and work Foster City’s legislative delegation to explore and secure one-time budget earmarks. Moreover, grant writers work in partnership with our Sacramento lobbying team to schedule meetings with state departments to promote awareness of priority projects. CPPG will also notify legislators about grant applications in their districts and request letters of support to include with grant applications. Federal Budget Earmark Advocacy: Help with preparing applications for federal earmarks. Community Project Funding (House) and Congressionally Directed Spending (Senate).

The scope of work for grant writing services includes:
 Project Management: CPPG will provide grant writing and project management services, from start to finish of the proposal development process. This includes the preparation of funding abstracts, project narratives, and required forms and attachments.

The grant writer will convene a "kickoff' meeting for each project and will outline expectations for all staff involved in preparing the application, including a projected time commitment for each City staff member. CPPG will develop a strategic work plan for the development of a proposal, take the lead in scheduling meetings, and work to obtain relevant information from stakeholders.
 Funding Opportunity Research: CPPG conducts continuous and comprehensive

5.3 Attachment 2 - Fourth Amendment to the Agreement with CPPG

72 research, keeping clients informed of upcoming grant opportunities. The City of Foster City will receive a monthly "Funding Opportunities Catalog'' documenting current and cyclical grant programs from federal agencies, state agencies, and private foundations.

Targeted research is available on an "on-call" basis.
 Collaborative Approach: CPPG utilizes a collaborative grant writing process to put together highly competitive proposals. Skilled consultants understand that leveraging the subject matter expertise of our clients is critical to success. CPPG uses cloud-based document sharing services to enable real-time feedback from clients throughout the proposal development process.
 Quality Control: Prior to submitting a grant application, CPPG's grant writer will review the contents of each form, check for typographical or grammatical errors, and ensure that all required components for a complete proposal are included in the application package.
***

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73 EXHIBIT B

CONSULTANT'S FEE SCHEDULE
Due to the demands of the legislative calendar, CPPG does not bill on an hourly basis for legislative advocacy work. Therefore, the monthly flat fee retainer amount of $5,000 per month for a total of $60,000 per year shall be assessed for services outlined in Exhibit A. Retainer amount does not include expenses related to travel. However, no additional expenses shall be incurred without prior client approval. In no circumstances shall this contract exceed a total of $485,999.

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74 CPPG | City of Foster City Lobbying Services Proposal

CITY OF FOSTER CITY

PROPOSAL FOR STATE LOBBYING

SERVICES

Prepared by:

Dane Hutchings
Founder + CEO

California Public Policy Group
1127 11th Street, Suite 300, Sacramento, CA
(916) 974-9270
[email protected]

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75 CPPG | City of Foster City Lobbying Services Proposal

TABLE OF CONTENTS

COVER LETTER ......................................................................................................... 3 FIRM OVERVIEW AND SUMMARY .............................................................................. 4 SCOPE OF SERVICES ................................................................................................ 5 LEGISLATIVE ADVOCACY SCOPE AND IMPLEMENTATION ....................................................... 5 PROPOSED TEAM AND BACKGROUND ...................................................................... 6 THE CPPG APPROACH ............................................................................................ 10 CLIENT REFERENCES AND EXAMPLES OF WORK ..................................................... 10 COST PROPOSAL.................................................................................................... 12

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76 CPPG | City of Foster City Lobbying Services Proposal

COVER LETTER

January 23, 2026

To: Stefan Chatwin
City Manager
City of Foster City

Dear Mr. Chatwin,

On behalf of California Public Policy Group , we are pleased to submit for your consideration an updated proposal for state legislative advocacy services for the City of Foster City (City). California Public Policy Group ( CPPG) is a full- service state lobbying and consulting practice that advocates for the best interest of public entities and those organizations who align with public entities.

CPPG draws from the wisdom of respected former public officials, the knowledge of municipal funding and policy experts, and the tenacity of experienced legislative advocates to provide a uniquely tailored service for your specific needs and goals. We believ e we are the best choice for Foster City because of our experience and firsthand knowledge of the City, its engaged Council, and exemplary staff. Our expertise in local agency operations, land use, transportation, and environmental policy is combined with a diverse team that understands your region in a way that can provide you with a critically important seat at the table. Our powerhouse team of legislative, policy, and technical experts is well-positioned with extensive networks in the Capitol and a stellar record of legislative successes. We provide responsive, concierge-level service that will keep you informed and empowered at every step of the way, and our team’s steadfast advocacy and passion for local government are unsurpassed.

Over the past year, CPPG has worked with your staff to take a determinative approach to raise the City’s profile and to build relationships with the Administration, state agencies, and Members of the Legislature. 2025 proved to be a productive year in enhancing the City’s presence and educating decision makers about the City’s top priorities.

Dane Hutchings, CPPG’s Founding & CEO, will continue to act as the Project Manager and primary contact for this proposal. Dane may be reached at (916) 974-9270 and is located at 1127 11th Street, Suite 300, Sacramento, CA. As CEO, Dane has the authority to negotiate on behalf of and bind the firm in an agreement.

Sincerely,

Dane Hutchings
Founder + CEO
California Public Policy Group, Inc.

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77 CPPG | City of Foster City Lobbying Services Proposal

FIRM OVERVIEW AND SUMMARY
Firm Background
California Public Policy Group, Inc. (CPPG) is a Sacramento -based legislative advocacy and public funding advisory firm that focuses on representing local governments and public agencies before the California Legislature, Administration, and state agencies. From May 2019 through October 2024, CPPG operated as Renne Public Policy Group, the legislative advocacy and grant writing division of Renne Public Law Group, LLP (RPLG). In October 2024, those divisions formally transitioned into an independent firm, al lowing CPPG to operate with greater flexibility and responsiveness while maintaining continuity of leadership, staff, and clients.

Under the continued direction of Founder and CEO Dane Hutchings, CPPG retained all key personnel and client engagements through the transition and continues to maintain a strategic partnership with RPLG. Headquartered in Sacramento, CPPG now operates as an independent California corporation (Business License No. 6047547) with a professional staff of approximately fifteen individuals, including legislative advocates, policy advisors, and grant and funding specialists.

CPPG is led by CEO Dane Hutchings who together oversee the firm’s municipal advocacy practice.

Dane brings seventeen years of legislative advocacy experience, including a decade working directly with and on behalf of local governments. Associate Lobbyist Claire Sullivan serves as the firm’s leading housing policy expert and will act as the secondary advocate for Foster City’s legislative priorities. Leveraging years of experience with the Department of Housing and Community Development, Claire is a force mu ltiplier when it comes to navigating the realm of housing legislation. This combined experience informs CPPG’s understanding of how state policy decisions affect cities in practice.

The CPPG core advocacy team consists of five full-time lobbyists who have a combined experience of over seventy -five years of direct legislative expertise in the fields of public utilities, natural resources, water, housing, homelessness, land -use, and public health —all of whom can be deployed when needed to advance the City’s key goals and objectives.

In addition to its core advocacy team, CPPG draws on senior policy and strategic advisors to support issue-specific engagement and long -term strategy. Senior Policy Advisor Dan Carrigg brings more than twenty -five years of legislative and local government advocacy experience, while Senior Consultant Bruce Rudd, former City Manager and Transportation Director for the City of Fresno , provides expertise in municipal operations, finance, and grant acquisition. Together, CPPG’s team- based structure ensures depth, continuity, and the ability to engage the appropriate expertise as issues arise.

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78 CPPG | City of Foster City Lobbying Services Proposal

SCOPE OF SERVICES
Our proposal for consideration provides for both state legislative advocacy services as well as state and federal grant writing and consulting services. We propose to provide regular written and verbal communications to the City Council and staff to ensure that the City is up to date on our advocacy efforts, individual tasks, and timelines for meeting milestones. Regular communication is a critical part of helping the City stay informed and involved throughout the entire state budget and legislative processes.

Legislative Advocacy Scope and Implementation
• Legislative Review, Tracking and Advocacy: Track, review and analyze any introduced and amended legislation and regulatory proposals. Advocate on legislation, regulatory proposals of interest and any state budget issues impacting the organization. We consult and develop strategic documents, draft policy position letters, regulatory and budgetary letters, customized priority legislative tracking matrices, budget analyses, and background papers to ensure the City is informed and its voice is heard by policymakers and stakeholders.

• Participate and Advise in Annual Legislative Strategic Planning: CPPG understands the importance that establishing a proactive strategy plays in our client’s overall success. CPPG will work with the City to help develop the organization’s annual and multi -year legislative strategic plan.

• Explore Potential Funding Opportunities, General Fund and Competitive Grant Programs:

The Newsom Administration has prioritized increased wildfire preparedness, affordable housing, transportation/infrastructure rehabilitation, and other capital improvement projects.

Identifying and effectively advocating for appropriate grant funding provides a tangible return on investment from working with a Sacramento legislative advocacy firm.

• Representation: Represent the City at policy-related meetings, conferences, events, regulatory proceedings, legislative hearings, and other appropriate venues to deliver comments, testimony, and provide the City with a consistent presence in Sacramento. CPPG representatives already attend all League legislative briefings and work closely with League lobbyists and staff.

• Frequent, Consistent Communication: At CPPG, we strive to ensure that our clients are fully informed. Our team will provide regular written and verbal communications and updates to your Council and staff to ensure that the City is always up to date on our advocacy efforts, individual tasks, and timeline for meeting milestones. Regular communication between the City and CPPG team will also ensure that we are being responsive to the direction of your Council and staff throughout the entire State Budget and le gislative processes. This will include monthly written policy status and activity reports, along with more in-depth reports and recaps during each major milestone throughout the legislative year (e.g., every budget milestone, bill introduction deadline, ho use of origin deadline, summer recess, and end of session). In addition, we will supplement these reports with a monthly check -in via Zoom with City staff, or more frequently at your request during the legislative session, and with an updated legislative m atrix. During these meetings, we will review legislation and brief you on the latest issues and developments.

• Relationship Building: CPPG will build off the City’s strong reputation and will continue to foster relationships with legislators and administration officials. Our firm will make meeting

5.3 Attachment 3 - CPPG Proposal

79 CPPG | City of Foster City Lobbying Services Proposal recommendations, schedule arrangements, and strategize on messaging in advance. This approach ensures that we have laid the groundwork for your bill proposals and positions year over year.

• Education Tour: Using the City’s legislative priorities, CPPG is prepared to conduct an education tour upon request to drive awareness on the issues that matter to you most. This will ensure that the appropriate communication channels with legislative staff and legislators remain open throughout the 2025-2026 legislative session and beyond.

• Targeted Engagement with Statewide Local Government Association and Local Agency Partners: Our proven working relationship with the League of California Cities, California State Association of Counties, California Special District’s Association, the California Fire and Police Chiefs’ associations, and other statewide local government advocacy organizations will ensure that CPPG can communicate the City’s policy positions— and when appropriate, work in a blended strategy to achieve success.

• Continuing Work on Foster City’s State Legislative Platform: Now that Council has adopted its formal legislative platform, it is important that we periodically assess and update it as new policies emerge and council priorities shift. CPPG will work with City staff and council to solicit feedback—ensuring that the platform continues to evolve as a living document.

• State Budget Earmark Advocacy: CPPG’s lobbying team will provide a detailed analysis of the State budget and work Foster City’s legislative delegation to explore and secure one-time budget earmarks. Moreover, grant writers work in partnership with our Sacramento lobbying team to schedule meetings with state departments to promote awareness of priority projects. CPPG will also notify legislators about grant applications in their districts and request letters of support to include with grant applications.

• Federal Budget Earmark Advocacy: Help with preparing applications for federal earmarks.

Community Project Funding (House) and Congressionally Directed Spending (Senate).

PROPOSED TEAM AND BACKGROUND
Dane Hutchings, Founder + CEO
APPLICABLE EXPERIENCE: AT A GLANCE
• 17 Years Of Legislative Advocacy And Public Affairs Experience • Former Legislative Representative And Federal Policy Liaison, League Of California Cities
• Proven Proficiency In Coalition Building
• Registered Lobbyist With The State Of California
• Strong Relationships With Key Legislative, Administrative, And Executive Branch Officials
• B.A. In Public Affairs, California State University, Sacramento; M.P.P., New England College
More About Dane
Dane Hutchings brings nearly two decades of experience as a dedicated advocate for California’s cities and local government agencies at the State Capitol. As a political strategist and registered lobbyist, Dane has successfully championed policies in trans portation, land use, homelessness, and governmental transparency—issues directly relevant to the City of Foster City’s strategic goals.

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80 CPPG | City of Foster City Lobbying Services Proposal His expertise in navigating the State Budget process has secured millions in one-time earmarks and preserved critical state funding streams for CPPG clients, even during challenging fiscal years.

In the FY 24 State Budget cycle, Dane, in partnership with the CPPG team, successfully secured $15 million for client priorities despite historic state deficits. In 2023 alone, he played a key role in obtaining nearly $40 million in one -time funding for lo cal government clients —demonstrating a consistent ability to deliver tangible, impactful results.

Prior to founding CPPG, Dane served as Legislative Representative and Federal Policy Liaison at the League of California Cities, where he advised city officials on issues including labor relations, privacy and technology, governmental transparency, the Brown Act, and workers’ compensation. His early career at Ogilvy, a top -tier public affairs firm, laid the foundation for his unique ‘inside -outside’ advocacy approach—combining direct legislative engagement with strategic coalition building to protect and ad vance local government interests. During his tenure at Ogilvy, Dane engaged in multiple issue -based campaigns specifically designed to support legislative strategies for both public and private sector clients. His work spanned a diverse array of organizations and policy areas, including the California High- Speed Rail Authority, the California Office of Traffic Safety, the Community College League of California, the California Earthquake Authority, and the Department of Water Resources.

In 2011, at the height of cartel -related violence in Mexico, Dane was tapped to join Ogilvy’s crisis communications team for Mexico’s Secretaría de Turismo. In that capacity, he worked with national and international publications, private companies, and go vernment officials to manage communications and promote safety initiatives and to strengthen economic development ties with California—demonstrating his adaptability and skill in managing complex, high-stakes public policy challenges.

Dane’s deep relationships across the Capitol, the Administration, and state agencies, coupled with his understanding of city operations, position him to effectively represent Foster City’s legislative and funding priorities at the state level.

Claire Sullivan, Associate Lobbyist
APPLICABLE EXPERIENCE: AT A GLANCE
• Former Agency Staff Under Governor Brown and Newsom
Administrations
• Housing, Land Use, Environmental and Taxation Policy Expertise • Former Senior Staff with California Housing and Community Development Department
• Registered Lobbyist With The State Of California; J.D. Environmental and Taxation Law Penn State, B.S. University of California, Davis More About Claire
Claire Sullivan is CPPG’s leading housing policy expert, bringing a deep understanding of California’s housing landscape and extensive relationships within the Department of Housing and Community Development (HCD). Her background makes her an invaluable resource for cities like Foster City that are committed to advancing affordable housing, increasing supply, and maintaining their Prohousing designation.

Before joining CPPG, Claire spent three years at HCD, where she oversaw a team of 12 staff working alongside local governments to navigate compliance with state housing laws and access affordable

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81 CPPG | City of Foster City Lobbying Services Proposal housing funding. Notably, she designed and administered the Prohousing Incentive Program, which has provided more than $55 million to California cities that prioritize housing production and streamline permitting. Her work helped shape the implementation o f housing element law and created practical pathways for cities to align with state goals while addressing local challenges.

At CPPG, Claire supports a broad range of municipal priorities with a particular depth in housing, land use, and infrastructure policy. She analyzes and tracks legislation, drafts position letters and committee testimony, negotiates bill language, and enga ges directly with state agencies and legislative staff. Claire is frequently called upon to develop committee background materials and talking points and to help coordinate coalition efforts around high-priority bills—ensuring that client perspectives are clearly articulated and effectively represented throughout the legislative process.

Prior to her time at HCD, Claire worked at MidPenn Legal Services, representing low-income clients in eviction proceedings and welfare determinations—experience that deepened her commitment to equity and affordable housing. Her earlier roles included serving as an Executive Legal Assistant in the Office of the Governor under Governor Brown, where she liaised with state and local agencies on issues including environmental, public health, criminal justice, and labor concerns.

Claire holds a Juris Doctor with specializations in environmental law and taxation from Penn State Law, a bachelor’s degree in community and regional development from the University of California, Davis, and an associate degree in behavioral science from Mission College.

Jake Whitaker, Director of Grant Services (Funding Advisor)

APPLICABLE EXPERIENCE: AT A GLANCE
• Certified Grant Writer with Over $155 Million In Funding Secured For Local Government Agencies, Institutions Of
Higher Education, And Nonprofit Organizations
• Nearly 10 Years Of Experience Working In And With Local Government • 4 Years As A Local Government Elected Official
• Member, Grant Professionals Association
• B.A. Politics, Willamette University
More About Jake
Jake Whitaker serves as Director of CPPG’s Grant Services Team, bringing a proven track record of securing millions in state and federal funding for local public agencies. His work spans diverse communities across California, from large urban centers like Bakersfield and San Bernardino to smaller cities like Greenfield and Redwood City —experience that reflects a deep understanding of the challenges and opportunities faced by growing municipalities.

Jake specializes in positioning cities for competitive funding opportunities in transportation infrastructure, water system improvements, economic development, public safety, wildfire mitigation, and urban greening. He advises clients on grant readiness, helping cities assess project viability, build strategic community partnerships, and conduct technical reviews to ensure applications are aligned with funding agency criteria and highly competitive.

With experience both as a public agency staffer and as an elected board member for the Woodland Joint Unified School District, Jake understands how to align governance goals with staff priorities in successful grant -seeking efforts. He prioritizes collaboration, clear communication, and high-quality service in every engagement.

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82 CPPG | City of Foster City Lobbying Services Proposal Dan Carrigg, Senior Advisor—Housing, Economic Development, Taxation APPLICABLE EXPERIENCE: AT A GLANCE
• 35 years of legislative advocacy experience.
• 25 years advocating on behalf of local government.
• Former Housing and Community Development Committee Consultant • Former Deputy Executive Director and Chief Lobbyist, League of California Cities
• Expertise in California’s legislative, political, and budget processes.

More About Dan
Dan Carrigg is the Senior Policy Advisor at the California Public Policy Group (CPPG), bringing extensive experience in legislative analysis, policy development, strategy, and advocacy on a wide range of issues affecting California ’s local government agencies. With over 35 years working on legislative issues in the State Capitol, Dan is an expert and thought leader in the policies that shape local governance and is skilled at crafting practical, implementable legislation that advance s the interests of public agencies.

Dan’s policy background includes deep experience in economic and community development issues—core priorities for cities like Foster City that are working to build affordable housing, invest in infrastructure, and drive inclusive growth. He helped develop and refine legislation supporting new economic development tools, including Enhanced Infrastructure Finance Districts (EIFDs) and Community Revitalization Investment Authorities (CRIAs). He continues to consult on these issues with the California Association for Local Economic Development (CALED).

Dan’s deep working relationships with key policy committee consultants and senior officials within the Newsom Administration make him particularly effective at translating local agency goals into actionable state-level policies. His reputation for collaboratio n and strategic insight ensures that local government clients have a strong, informed voice in Foster City’s policymaking process.

During his 21 -year career with the League of California Cities, Dan served as Deputy Executive Director and Legislative Director, overseeing the League ’s lobbying and policy development activities. He lobbied on key issues such as budget, revenue and taxation, transportation, housing, and land use. In addition to supervising the League’s legislative and public affairs teams, he drafted and analyzed bills and ballot measures, testified in the Legislature, and authored numerous articles in Western City magazine.

Dan’s roots in the Capitol include a fellowship on the Assembly Desk under former Speaker Willie Brown and serving as senior consultant for the Assembly Housing and Community Development Committee from 1991–1996.

Dan graduated magna cum laude from California State University, Sacramento, with a bachelor’ s degree. He holds a Certificate in Management from the University of California, Davis, and is certified as a mediator by the Conflict Resolution Research and Resource Institute (Tacoma, WA).

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83 CPPG | City of Foster City Lobbying Services Proposal

THE CPPG APPROACH
Our clients rely on us not as a luxury, but as a
strategic necessity —essential to advancing their
policy goals, securing state resources, and
defending their interests at the Capitol.

We begin by developing a deep understanding of
each client’s operations, strategic priorities, and
political landscape. From there, we craft tailored
advocacy strategies designed to advance
beneficial legislation, stop , or amend harmful
proposals, and position the client for success in
the annual state budget process. These strategies
are informed by our team’s subject matter
expertise, strong bipartisan relationships, and
daily presence in the Capitol.

In addition to legislative advocacy, CPPG offers an integrated Grant Services Team that works closely with our policy experts to maximize funding opportunities. Our grant team brings a strategic approach to grant seeking —advising on project readiness, fost ering community partnerships, and conducting technical reviews to enhance competitiveness. While legislative advocacy drives policy and funding access, our grant team ensures that clients are well - positioned to capitalize on those opportunities through hig h-quality applications and strategic alignment.

By combining expert legislative advocacy with targeted grant advisory services, CPPG delivers a comprehensive and results -driven approach. This synergy between policy and funding expertise is our true competitive advantage and the cornerstone of our succes s.

Our process includes:
• Continuous monitoring of legislation and regulatory developments • Detailed bill tracking and impact analysis
• Timely alerts and actionable recommendations
• Drafting of position letters, testimony, and fact sheets • Coordinated outreach to legislators, committee consultants, and administration officials

To keep clients informed and engaged, we provide frequent updates, structured work plans, and comprehensive reports. This consistent communication helps demystify the legislative process and allows agency staff and elected leaders to focus on execution, not information-gathering. Ultimately, our approach saves clients time, expands their influence, and ensures they are positioned to shape—not just respond to—state policy.

CLIENT REFERENCES AND EXAMPLES OF WORK
A Proven Track Record
CPPG possesses a deep understanding of the policy and governmental operations landscape, particularly as it pertains to the unique needs for the City of Foster City. We are confident in our ability to effectively represent your interests and deliver impactful results . To illustrate our proven track

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84 CPPG | City of Foster City Lobbying Services Proposal record of success, we have included testimonials and campaign narratives from clients who have faced similar challenges and have benefited from our diligent legislative advocacy efforts.

City of El Cerrito
Senate Bill 423 (Gonzalez) 2025-26 Legislative Session
In the final days of the 2025 legislative session, SB 423 was “gut and amended” to include language that would have prohibited cities from imposing a real estate transfer tax on certain newly constructed residential and commercial properties. The proposal would have barred transfer taxes for 15 years following the issuance of a certificate of occupancy for multifamily and commercial developments and for five years on single -family homes rebuilt after a disaster. Another version of the proposal extended these restrictions to document transfer taxes, posing significant fiscal impacts for local governments statewide.

CPPG mobilized immediately, working directly with city clients to quantify potential revenue losses and prepare city -specific impact analyses. Our team also coordinated with each city’s legislative delegation, the League of California Cities, and external partners such as the California Professional Firefighters, amplifying statewide opposition and elevating the issue politically.

Client Contact: Karen Pinkos, City Manager
Phone Number: (510) 215-4301
Email: [email protected]
Services: Lobbying and Grant Writing (2023 – Present)

California Association of Recreation and Park Districts (CARPD) Senate Bill 315 (Grayson) 2025-2026 Legislative Session Senate Bill 315 (2025) proposed sweeping Quimby Act changes, capping parkland dedications at 25% for infill projects and banning fees for subdivisions within half a mile of existing parks. These restrictions threatened the nexus between development and local park funding, especially for small and rural agencies.

Representing the California Association of Recreation and Park Districts (CARPD), CPPG led the opposition, providing strategic counsel, detailed policy analysis, and framing SB 315 as a direct threat to community open space. We worked with the Senate Local Government Committee to educate legislators on the bill’s impacts and organized a broad coalition of local governments, park advocates, planners, and environmental groups.

Ultimately, our coordinated efforts prevented SB 315 from advancing. The bill stalled in committee, preserving local governments’ authority to require parkland dedications and protecting critical funding streams.

Client Contact: Matthew Duarte, Executive Director
Phone Number: (916) 722-5550
Email: [email protected]
Services: Lobbying (2023 – Present)

City of Bakersfield
Senate Bill 415 (Reyes) 2025-2026 Legislative Session
As the City of Bakersfield is at a critical juncture to diversify their economy, CPPG worked tirelessly throughout 2025 to secure necessary cleanup to AB 98 (Carillo) [Chapter 931, Statutes of 2024],

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85 CPPG | City of Foster City Lobbying Services Proposal 2024’s gut and amend measure that imposed new statewide regulations on logistics use developments such as warehouse distribution centers. Many ambiguities surfaced when AB 98 was introduced, and the last -minute timing of the bill prevented amendments from being made.

Therefore, Assemblymember Carrillo (D -Palmdale) and Senator Reyes (D -Grand Terrace) made a commitment to address concerns through subsequent legislation. After months of stakeholder meetings, several critical amendments were accepted over the c ourse of the year. Amendments included:

• Allows cities and counties outside the Warehouse Concentration Region to meet AB 98’s truck route planning requirements by adopting an ordinance —rather than updating their circulation element—by January 1, 2028, providing greater flexibility for local governments statewide.
• Safe harbor language for all cities and counties that if the Attorney General brings an action against a jurisdiction for not complying with the circulation element update or ordinance adoption, the court may consider whether a city or county is making a good faith effort to come into substantial compliance or is facing substantial undue hardships.

Client Contact: Juan Heredia, Assistant to the City Manager Phone Number: (661) 852-7027
Email: [email protected]
Services: Lobbying and Grant Writing (2021-Present)

COST PROPOSAL
The proposed pricing below outlines a fully loaded not- to-exceed annual amount inclusive of all items outlined in the Scope of Services of this proposal. * Please Note: $5,000.00 not -to-exceed annual travel would only be used in connection with client-request travel (e.g., Hotel, transportation, mileage etc. associated with a requested in -person meeting). No travel -related expenses shall be assessed unless specifically requested and approved by the client.

Service Monthly Annual
Legislative Advocacy and Funding Advisory Services $5,000 $60,000 *As Needed in Person Travel Budget $5,000
Total Not-To-Exceed $65,000
On-Call Per Project Grant Writing Services See Chart
Below

* Please Note: $5,000.00 not-to-exceed annual travel would only be used in connection with client- request travel (e.g., Hotel, transportation, mileage etc. associated with a requested in -person meeting). No travel-related expenses shall be assessed unless specifically requested and approved by the client.

On-Call Per Project Grant Writing Service Model
Under this model, CPPG will provide comprehensive proposal development services from kickoff through final submission, with fees determined by the size and complexity of each grant opportunity.

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86 CPPG | City of Foster City Lobbying Services Proposal Costs associated with the per-project fee schedule are predictable and appropriately scaled based on the potential funding amount, while still providing access to the same high- quality grant writing services offered by CPPG. The per-project fee will be billed upon submission of the grant application.

An hourly rate will be billed for services requested outside of the scope of a specific grant application assignment.

Tier 1 Grants worth $50,000 and below or Letters of Intent/Inquiry (standalone)
$2,000
Tier 2 $50,001 to $200,000 $4,000
Tier 3 $200,001 to $499,999 $8,000
Tier 4 $500,000 to $1,499,999 $10,000
Tier 5 $1,500,000 to $5,000,000 $12,000
Tier 6 $5,000,001 to $10,000,000 $16,000
Tier 7 $10,000,001 or higher $18,000

###

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87 2025 END OF YEAR REPORT

CITY OF FOSTER CITY

Prepared by:

Dane Hutchings, Founder + CEO
(916) 974-9270
[email protected]

5.3 Attachment 4 - 2025 CPPG End of Year Report

88 1127 11TH STREET, SUITE 300, SACRAMENTO, CA 95814 • 916.974.9270 • PUBLICPOLICYGROUP.COM PAGE 2

TABLE OF CONTENTS
TRANSMITTAL LETTER................................ ................................ .............................. 3 CPPG/CITY OF FOSTER CITY 2025 LEGISLATIVE HIGHLIGHTS ................................ ..... 5 YEAR IN REVIEW ................................ ................................ ................................ ..... 6 KEY PERFORMANCE INDICATORS ................................ ................................ ............ 8 HIGHLIGHTS: LEGISLATIVE ADVOCACY SUCCESS ................................ .......... 8 SUMMARY OF ADVOCACY DELIVERABLES................................ .................... 11 LOOKING AHEAD ................................ ................................ ................................ .. 13 LOCAL GOVERNMENT REVENUE................................ ................................ .. 13 HOUSING AND LAND USE ................................ ................................ ........... 13 CALIFORNIA ENVIRONMENTAL QUALITY ACT CLEAN UP ............................... 14 ELECTION YEAR POLITICS ................................ ................................ ........... 15 GRANT FUNDING ................................ ................................ ....................... 16

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TRANSMITTAL LETTER

November 21, 2025

To: Stefan Chatwin
City Manager
City of Foster City

From: Dane Hutchings
Founder + CEO
California Public Policy Group

Dear Mr. Chatwin:

On behalf of the California Public Policy Group (CPPG), I want to thank you, your team, and the City of Foster City City Council for engaging our firm for state legislative advocacy services. This End of Year Report provides an overview of our work with the City during the 2025 legislative year and outlines next steps as we prepare for 2026.

Over the past year, CPPG worked closely with your staff to strengthen the City ’s presence in Sacramento and advance its policy objectives. Through consistent engagement with the Administration, state agencies, and legislative leadership, we continued to elevate the City’s profile and ensure that your local priorities were clearly understood in state-level policy discussions.

This year, CPPG again demonstrated its long history of leading successful vehicle license fees (VLF) advocacy on behalf of local governments. When the Governor’s January Budget proposed zero dollars for VLF backfill payments—despite California’s long -standing commitment to reimbursing affected jurisdictions—CPPG immediately mobilized. Working closely with client cities, counties, and partners across the state, we assembled the broadest and strongest VLF coalition to date , including local governments, statewide labor organizations, rank-and-file police, sheriff deputies and firefighter associations.

Although the final budget agreement —driven by the Administration —ultimately funded only two- thirds of the amount owed, CPPG’s work moved the State from a complete denial of its obligation to a substantial allocation. Importantly, we also created a durable, diverse coalition that will continue to influence negotiations going forward. CPPG will remain fu lly engaged with legislative leaders, local agencies, and labor partners to press for a long-term, comprehensive solution that fully restores and stabilizes VLF funding.

Our team actively monitored and engaged with more than 900 pieces of legislation, with the City taking positions on 12 measures and achieving positive outcomes on most of them. CPPG’s advocacy included direct meetings with legislators, drafting and coordinating position letters, developing policy analyses, and collaborating with stakeholder coalitions to mitigate adverse impacts and advance favorable outcomes. These efforts resulted in more than 220 m eaningful touchpoints with your staff or on your behalf.

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90 1127 11TH STREET, SUITE 300, SACRAMENTO, CA 95814 • 916.974.9270 • PUBLICPOLICYGROUP.COM PAGE 4 As always, our work reflects a shared commitment to ensuring that state policies remain workable, fiscally responsible, and reflective of the needs of local agencies like the City of Foster City. We are grateful for your continued partnership and for the opportunity to represent your interests at the State Capitol. We look forward to building on the progress made in 2025 and continuing to deliver results in the year ahead.

Sincerely,

Dane Hutchings
Founder + CEO
California Public Policy Group, Inc.

Claire Sullivan
Associate Lobbyist
California Public Policy Group, Inc.

CC: Marlene Subhashini, Assistant City Manager, City of Foster City

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91 1127 11TH STREET, SUITE 300, SACRAMENTO, CA 95814 • 916.974.9270 • PUBLICPOLICYGROUP.COM PAGE 5 CPPG/CITY OF FOSTER CITY 2025 LEGISLATIVE

HIGHLIGHTS

PIECES OF LEGISLATION TRACKED ON BEHALF

OF THE CITY
Legislation tracked and assessed for impacts on the City to its legal, operational, or fiscal authority and decision making.

SUCCESS RATE ON LEGISLATIVE
ENGAGEMENT—MAKING THE CITY’S VOICE
HEARD
CPPG achieved the desired outcome or secured critical
amendments to dramatically reduce adverse impacts to
the City. (7 desired outcomes out of 12 total positions.)

COMBINED DELIVERABLES AND

TOUCHPOINTS
Legislative updates, position letters, policy and political analyses, and meetings with the City and/or with the
Administration or the Legislature on behalf of the City. *From November 1, 2024 to October 31, 2025.

900+
7/12
250+

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YEAR IN REVIEW

The Legislature Returns: The California State Legislature held its Organizational Session in early December 2024, officially launching the 2025-26 legislative session, and reconvened in early January to begin regular business. The session welcomed 35 newly elected state legislators —25 Assemblymembers and 10 Senators —who joined a Legislature led by Assembly Speaker Robert Rivas (D -Hollister) and Senate President pro Temp ore Mike McGuire (D -Geyserville). In the Assembly, Josh Lowenthal (D -Long Beach) was appo inted the new Speaker Pro Tempore , with Cecilia Aguiar-Curry (D-Winters) remaining as Majority Leader. The 2024 election brought a minor shift in the Legislature’s composition, with Republicans gaining two seats in the Assembly and one seat in the Senate. In early May, a reorganization plan was introduced to dissolve the Business, Consumer Services, and Housing Agency and create two new entities: the Business and Consumer Services Agency and the California Housing and Homelessness Agency. The plan will take effect on July 1, 2026.

The Governor’s Budget: In early January, Governor Gavin Newsom revealed his proposed budget for fiscal year 2025 -26 during a press conference. The proposal projected total state spending at $322.27 billion, with a minor surplus of $363 million. The May revision to the January proposal indicated a slight reduction in total spending to $321.9 billion, with a deficit now projected at $12 billion. The deficit was based on the increasing costs of state programs and declining economic conditions from a “growth recession” caused by fed eral policies in conjunction with the wildfires which devastated Southern California, resulting in over 18,000 homes being destroyed. In mid-June, the Legislature met its constitutional deadline to advance a balanced state budget for fiscal year 2025-26, passing SB 101 (Wiener) [Chapter 4, Statutes of 2025]. The final budget totaled $324.7 billion in spending—about 10% higher than in 2024-25—and closed a $12.3 billion deficit.

In late June, provisions of several bills having to do with building standards and the California Environmental Quality Act (CEQA) were added into AB 130 (Committee on Budget) [Chapter 22, Statutes of 2025], the housing budget trailer bill. The final version of AB 130 represented one of the most consequential housing and land use measures of 2025. The bill established a moratorium on new or amended state and local residential building standard s—including energy, green building, and design requirements—from October 1, 2025, through June 1, 2031. Changes to CEQA in the bill included new categorical exemptions for certain infill and mixed -income projects, streamlined litigation timelines, and restrictions on the scope of CEQA challenges that can be brought against projects consistent with certified housing elements.

These CEQA changes were among the most far-reaching in years and signaled a broader legislative effort to reduce procedural barriers to housing construction. Perhaps most notably, AB 130 marked the first time in recent memory that major policy reforms were included in a budget bill instead of being pursued through standalone legislation. This approach enabled the provisions to advance rapidly through the legislative process, bypass most policy and fiscal debate, and take effect immediately rather than at the start of 2026.

More Housing Laws Aimed at Targeting Local Agencies: In 2025, the Legislature once again placed much of the responsibility for solving California ’s housing crisis on local governments. As in prior years, a central theme of the legislative agenda was curbing or preempting local control over land

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93 1127 11TH STREET, SUITE 300, SACRAMENTO, CA 95814 • 916.974.9270 • PUBLICPOLICYGROUP.COM PAGE 7 use and housing decisions. Lawmakers advanced a series of measures designed to streamline approvals, override local zoning, and impose new state -level mandates on production targets and permitting timelines.

These actions reflect a persistent narrative that local governments continue to act as barriers to housing growth—a view that continues to shape state policy. Yet this approach often overlooks the substantial progress many cities and counties have already made. Across the state, local governments have implemented innovative programs to incentivize a ffordable housing, expedite approvals for infill and accessory dwelling units, and adopt more flexible zoning standards to support density and mixed-use development.

Notably, there has been a subtle but important shift in tone among some lawmakers, signaling a growing recognition that local agencies are not solely responsible for California’s housing shortfall.

For example, the Senate Housing Committee declined to advance Senator Scott Wiener’s (D-San Francisco) proposal to dramatically expand the controversial SB 9 (Atkins, 2022), citing the need to respect local community planning processes and acknowledging that eliminating all development fees would undermine the ability of local governments to fund essential public services.

Similarly, SB 499 (Stern ) [ Chapter 543, Statutes of 2025 ] was passed and signed by Governor Newsom, marking a rare acknowledgement of the balance between housing production and community infrastructure. The measure reaffirms the importance of parks and open space as critical public safety assets and restores the ability of public utilities to assess co nnection and capacity charges at the time of development —recognizing that such tools are vital for maintaining sustainable growth.

While these developments suggest a modest rebalancing of the state -local relationship, the Legislature’s broader framework still largely frames California ’s housing crisis as a failure of local governance. This ongoing tension between state mandates and local innovation risks complicating, rather than accelerating, the state’s long-term housing production goals.

Leadership Change Announced: In mid-June, Senator McGuire announced that Senator Monique Limón (D-Santa Barbara) would succeed him as Senate President pro Tempore. Senator McGuire, who had served as pro Tem since early 2024, is running for one of the newly drawn congressional districts created by Proposition 50. Senator Limón, a former Assemblymember, was formally elected Senate leader on September 13 and officially took office on November 17. She will lead the Senate through the remainder of the 2025-26 session and will term out in 2028.

Late Session Gut -and-Amends: In mid -August, Governor Newsom and legislative leaders introduced a legislative package that called for a special election to seek voter approval of Proposition 50. Voters approved the measure, which temporarily replaces California ’s existing congressional redistricting process until the next certification in 2031. In early September, with only days left in the legislative session, the Legislature introduced several bills to address affordability, including gasoline and energy costs, and greenhouse gas emissions targets. The legislation included two measures that extended the state’s Cap-and-Invest Program, which is funded by the Greenhouse Gas Reduction Fund and overseen by the California Air Resources Board . The legislation also allocated $1 billion annually from the Program to High-Speed Rail and an additional $1 billion in 2026-27 for other appropriations.

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KEY PERFORMANCE INDICATORS

Our legislative advocacy for your City involves the CPPG team engaging with individual lawmakers— both within and beyond the City’s legislative district —as well as committee staff, the Governor’s Administration, and regulatory officials to advance the City’ s policy objectives. This collaborative approach is designed not only to move the City’s priorities forward but also to mitigate potential legal, operational, and fiscal challenges arising from state legislation.

Effective advocacy depends on raising awareness and sharing key information about priority issues.

Empowering your City Council, staff, and advocacy team is essential to advancing your state policy priorities. Our efforts range from collaborating with lawmakers and legislative staff to refine bill language and offer technical amendments, to building strong coalitions that align with the City’s goals. These efforts include educating legislators, mobilizing supporters, engaging the media, and forging strategic partnerships—all while maintaining a clear and focused approach.

Over time, a sustained legislative advocacy effort helps your City to develop strong alliances and enduring relationships with your allies. Working with legislators to familiarize them with your concerns often results in lawmakers —even those outside your legislative district —becoming champions for your specific issues. Establishing personal connections with legislators enhances your City’s credibility, allowing for significant influence in the legislative process. While sustained advocacy does not guarantee success on every front, a lack of engagement will lead to state policies that undermine local decision making and introduce new legal, operational, or fiscal hurdles.

The following highlights summarize our key accomplishments for your City in 2025, demonstrating how our efforts advanced your interests or reduced potential impacts on your agency.

Highlights: Legislative Advocacy Success

✓ SB 423 (Gonzalez) Housing: real property transfer taxes: affordability covenants (City of Foster City: Oppose)
[Please note: an official position was not adopted due to time constraints.] In the final days of the 2025 legislative session, SB 423 was “gut and amended” to include language that would have prohibited cities from imposing a real estate transfer tax on certain newly constructed residential and commercial properties. The proposal would have barred transfer taxes for 15 years following the issuance of a certificate of occupancy for multifamily and commercial developments and for five years on single -family homes rebuilt after a disaster. Another version of the proposal extended thes e restrictions to document transfer taxes, posing significant fiscal impacts for local governments statewide.

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95 1127 11TH STREET, SUITE 300, SACRAMENTO, CA 95814 • 916.974.9270 • PUBLICPOLICYGROUP.COM PAGE 9 Our coordinated advocacy resulted in SB 423 being narrowed to apply only to the City of Los Angeles before ultimately stalling at the end of session.

✓ AB 382 (Berman) Pedestrian safety: school zones: speed limits (City of Foster City:

Support)
AB 382 enhances student and pedestrian safety by authorizing local jurisdictions to lower speed limits in school zones to 20 miles per hour, and in some cases 15 miles per hour, within 500 feet of school grounds. The bill also allows cities to act immediat ely through local ordinances until 2029, after which a statewide 20 mph limit will apply under defined conditions.

This measure modernizes the Vehicle Code and aligns with local Vision Zero and Safe Routes to School goals —giving cities greater flexibility to address real -world traffic safety concerns near schools.

CPPG worked directly with Assemblymember Berman’s (D -Menlo Park) office, engaged key stakeholders, and testified in support on behalf of the City through each policy and fiscal committee hearing.

On October 10, AB 382 was signed into law by Governor Newsom (Chapter 555, Statutes of 2025). The bill’s passage marks a statewide win for child safety and local control.

✓ AB 1337 (Ward) Information Practices Act of 1977 (City of Foster City: Oppose) AB 1337 sought to expand the Information Practices Act of 1977 to include all local agencies—cities, counties, schools, and special districts—removing their long-standing exemption from the Act. The proposal would have imposed sweeping new data collection and disclosure mandates on local governments, conflicting with existing privacy laws and creating significant operational, fiscal, and legal challenges for city staff.

Acting on behalf of the City of Foster City, CPPG provided a detailed legislative analysis outlining the bill’s fiscal and administrative impacts, convened a multi -association coalition to strengthen local government opposition, and worked directly with the Senate Judiciary Committee to convey city - specific concerns about implementation feasibility and unfunded mandates.

As a result of this collective effort, AB 1337 did not advance from the Senate Judiciary Committee, halting its progress in 2025 and marking a significant success for local governments by preserving existing local data governance practices.

✓ SB 358 (Becker) Mitigation Fee Act: mitigating vehicular traffic impacts (City of Foster City:

Expressed Concerns)
Initially introduced with a mandatory 50% reduction in local vehicle mitigation fees for transit - oriented housing projects, SB 358 drew early opposition from cities concerned about revenue loss and operational limitations. CPPG engaged early with the autho r’s office, coordinating a multi - jurisdictional meeting of agencies within the Member’s district to outline these concerns and propose workable amendments. Moreover, we worked with both the Senate and Assembly Local Government Committees.

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96 1127 11TH STREET, SUITE 300, SACRAMENTO, CA 95814 • 916.974.9270 • PUBLICPOLICYGROUP.COM PAGE 10 The final bill shifted from a fixed fee cut to a trip -generation-based standard, allowing local calibration through existing VMT and nexus models. It also introduced amenity -based eligibility, requiring projects to be within one-half mile of at least three community-serving destinations—such as parks, grocery stores, restaurants, or schools —ensuring that reduced fees apply only to developments genuinely located in walkable, transit -rich areas. These targeted amendments substantially reduced fiscal and opera tional impacts, leading the City of Foster City to adopt a “neutral” position once the bill was amended.

On October 10, Governor Newsom signed a significantly amended version of SB 358 into law (Chapter 515, Statutes of 2025).

❖ AB 339 (Ortega) Local public employee organizations: notice requirements (City of Foster City: Oppose)
AB 339 exemplified a growing trend in state policymaking —efforts to restrict or complicate a local agency’s ability to contract for essential services. As introduced in January 2025, the bill would have required local agencies to provide 120 days’ notice to every bargaining unit for any service contract (new or renewal) involving similar or related work. It also allowed bargaining units to reopen existing MOUs and demand “meet-and-confer” negotiations for each affected contract. Collectively, these provisions would have made local contracting virtually unworkable. Recognizing the threat, CPPG engaged early, providing a detailed analysis, coordinating with the League of California Cities, the California Contract Cities Association, and the California Chamber of Commerce, helping to build a broad opposition coalition to educate legislators on the operational and fiscal consequences for local governments.

Through sustained advocacy, CPPG and coalition partners secured a series of major amendments that substantially reduced the bill’s impact before its passage. Key amendments included:
• Elimination of the “meet and confer” requirement and the removal of the MOU reopening provision.
• Reduction of the notice period from 120 days to 45 days. • Full exemption for contracts related to declared states of emergency. • Targeted exemptions for:
o Construction, alteration, demolition, installation, repair, and maintenance work. o Specialized data, software, or services related to those activities. o Contracts for the planning, design, administration, oversight, or delivery of public works, residential, commercial, or industrial projects subject to uniform codes or standards.

While AB 339 was ultimately signed into law, these amendments transformed a bill that would have crippled local contracting into one that is far narrower in scope and more administratively manageable for cities like the City of Foster City.

On October 13, Governor Newsom signed a significantly amended version of AB 339 into law (Chapter 687, Statutes of 2025).

❖ SB 707 (Durazo) Open meetings: meeting and teleconference requirements (City of Foster City: Oppose)

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97 1127 11TH STREET, SUITE 300, SACRAMENTO, CA 95814 • 916.974.9270 • PUBLICPOLICYGROUP.COM PAGE 11 Upon introduction, SB 707 proposed sweeping changes to California’s Brown Act, dramatically broadening the definition of “legislative bodies” and imposing a series of costly new mandates on local agencies. As introduced, the bill would have required all legislative bodies to:
• Provide opportunities for remote public participation; • Translate meeting agendas into multiple languages using human translators; • Offer live interpretation services during meetings;
• Provide physical public access to computers during meetings; • Require all employment matters discussed in closed session to be publicly disclosed; • Obtain a four-fifths vote for any closed-session action or to conduct a special meeting.

Recognizing the significant fiscal and operational impacts, CPPG immediately engaged alongside a broad coalition of local government stakeholders to oppose the measure. As chair of the Senate Local Government Committee, Senator Durazo later merged four sep arate—largely favorable — Brown Act-related proposals into SB 707, creating a challenging dynamic in which local agencies supported certain provisions while strongly opposing others.

Throughout the spring, CPPG played a central role in negotiations, working closely with committee staff, the author’s office, key legislators, and other stakeholders to secure substantial amendments that removed or narrowed nearly all of the bill’s most bu rdensome provisions. These changes significantly reduced the measure’s fiscal and operational impacts while introducing new flexibility for legislative bodies subject to the Brown Act. However, the combining of measures effectively split the local governme nt coalition, with three statewide local government organizations shifting their position to support the bill and another moving to neutral.

Despite these improvements, several problematic provisions remained. In the final month of the legislative session—with a fractured local government coalition, CPPG directly led the opposition coalition, meeting with virtually every member of the Assembly to urge rejection of the bill. As the session drew to a close, CPPG successfully led efforts to have SB 707 placed on the Inactive File on September 11, effectively stalling it for the year. However, due to commitments Senator Durazo had made to the author s of the consolidated measures, the bill was pulled from the Inactive File in the final hours of session and passed both houses on September 13.

While disappointing that the bill ultimately advanced, CPPG’s advocacy directly resulted in major amendments that dramatically mitigated local agency impacts and preserved greater flexibility within open meeting requirements.

On October 3, Governor Newsom signed a significantly amended version of SB 707 into law (Chapter 327, Statutes of 2025).

Summary of Advocacy Deliverables

At CPPG, our commitment extends far beyond traditional state legislative advocacy —it’s a year - round partnership dedicated to serving the City of Foster City in every capacity possible. We tackle local challenges that intersect with state interests, collaborate with City staff on innovative policies, and deliver educational resources that enhance the Council ’s and staff’s understanding of critical issues.

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In advocating for your City, consistent communication with your staff and Council is a top priority for our team. Keeping you well -informed supports our ability to effectively and successfully represent your interests. To this end, we provide memos tailored to your City that include specific analyses of legislation and regulatory matters, and updates on the legislative process, as needed. In 2025, CPPG sent your team 30 m emos with analyses or updates that illustrated City -specific impacts and/or potential funding sources for the City. These memos kept you informed about specific legislation and policies of potential interest to your City, especially those that may impact your City ’s operations, authority, or decision making.

We kept you updated on important developments in the Capitol through regularly scheduled Zoom meetings. These check -in meetings served as essential touchpoints, framing the continuous and often daily dialogue we maintained with City staff through calls, te xts, and emails. Additionally, we held presentations for your staff and Council whenever necessary, providing insights on legislative developments and highlighting the City ’s active participation in the legislative process. This consistent exchange of info rmation ensured that everyone stayed aligned and informed as we navigated the complexities of governance together.

Each month, CPPG supplied your City with a legislative summary that highlighted key developments in the Legislature and updates on legislation, along with announcements from the Administration, all of which were tailored to your City’s specific interests. Additionally, our Monthly Activity Reports meticulously documented every touchpoint CPPG had with and on behalf of the City.

Updates on Legislative and Regulatory Processes, and Detailed Legislative Analys es: CPPG provided the City with several detailed analyses of pieces of legislation. These analyses were critical in helping the City assess pending legislation’s potential implications for operations, local discretion, and/or authority. CPPG also provided timely informational reports during critical stages of the budget and policy processes and followed up to answer any questions and close the loop.

These updates provided your City with the necessary situational awareness of statewide trends and of regulatory, fiscal, and legislative developments. Examples of these reports include but are not limited to:
• Analysis of AB 1337 (Ward)
• Analyses of SB 79 (Wiener) [Chapter 512, Statutes of 2025] • Analysis of SB 677 (Wiener)
• Analysis of SB 681 (Wahab)
• California Environmental Quality Act (CEQA) Bills
• Advanced Clean Fleets regulations
• Organizational Session
• Homeless funding accountability
• Howard Jarvis initiative
• National Pollution Discharge Elimination Systems (NPDES) • Budget updates: January proposal, May revision, and June final • Housing package budget trailer bills
• Appropriations Suspense Files
• End of session

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LOOKING AHEAD

Local Government Revenue

California continues to face a structural deficit, compounded by growing uncertainty around federal health care policy. The Legislative Analyst ’s Office (LAO)—the Legislature’s nonpartisan research and advisory division—recently warned that new federal actions reducing Medi-Cal reimbursements and provider tax revenues could cost the state ’s General Fund billions of dollars annually. These losses—combined with lower federal participation and higher county administrative burdens —will likely intensify pressure on state finances and heighten the risk of future cost shifts to local governments.

In lean fiscal years, both the Administration and the Legislature have historically viewed local revenue sources as soft targets for backfilling state shortfalls. As the state contends with federal retrenchment in Medi-Cal and other programs, legislation in 2026 is likely to push additional costs, enforcement duties, and programmatic responsibilities onto local agencies.

In one of its earlier forms, SB 423 (Gonzalez ) proposed a cap on local document transfer fees —a measure with significant implications for municipal revenue stability. While the bill was ultimately narrowed to apply solely to Los Angeles and stalled in committee, it reflected a broader trend of proposals seeking to limit local fiscal authority. Similar statewide measures affecting multiple jurisdictions are expected to reemerge in 2026.

Additionally, development impact fees, Quimby fees, and other local cost -recovery mechanisms may once again be targeted as part of broader efforts to “reduce barriers” to housing and economic development. Restricting or eliminating these local funding tools would undermine the ability of local governments to maintain infrastructure, parks, affordable housing programs, and essential public services.

As the fiscal and policy landscape continues to evolve, local governments must remain vigilant in safeguarding existing revenue streams and defending against legislation that creates new unfunded mandates. Ensuring that local governments retain the authority and resources necessary to meet community needs will be a central advocacy priority heading into the 2026 legislative session.

Housing and Land Use

Continuing a trend of recent years, the 2025 legislative session saw the introduction of hundreds of housing-related measures, exceeding the volume introduced in prior years. In an unprecedented move, about 300 pages of statutory changes were enacted throu gh the 2025 -26 state budget. The pace of housing legislation is expected to remain intense in 2026. Anticipated trends include proposals to increase densities and building heights around transit corridors, expand zoning reforms to promote infill development, and impose new or expanded planning and reporting requirements.

Lawmakers are also likely to pursue further changes to accessory dwelling unit and duplex laws, as well as adjustments to the Davis -Stirling Act aimed at limiting common -interest development restrictions.

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Recent state housing measures have increasingly shifted costs and responsibilities onto local governments while limiting their discretion in land use planning. These policies often overlook the broader factors contributing to California ’s housing crisis, including construction labor shortages, financing constraints, rising materials costs, and speculative ownership of existing housing stock.

Despite these challenges, cities and counties continue to demonstrate leadership by approving and entitling housing p rojects at significant levels. Local governments remain committed partners in addressing the state ’s housing needs; however, mandates imposed without corresponding resources or flexibility risk undermining sustainable, long-term progress.

California Environmental Quality Act Clean Up

Significant reforms to the California Environmental Quality Act (CEQA) were enacted in 2025 through the state budget process—marking the most substantial changes to the law in decades. Despite the scale of that reform package, several issues remain unresol ved. Some legislators who reluctantly supported the 2025 reforms have signaled their intent to pursue further “clean-up” legislation, focusing on concerns such as more prescriptive requirements for tribal consultation and clarification of the definition of “advanced manufacturing.” Additional CEQA -related bills may therefore emerge in 2026 to address these outstanding matters. Although many of these proposals are framed as technical adjustments, they carry the potential to introduce new mandates or increase litigation risks for local governments. Because cities and counties serve as the primary implementers of CEQA, it will be critical that any reforms remain both workable and adequately resourced—in order to maintain environmental protections while supporti ng responsible and sustainable development.

Advanced Manufacturing: The 2025 CEQA reforms exempt nine project types from environmental review, including “advanced manufacturing, ” defined broadly to encompass big tech, semiconductors, aerospace, and electronics industries. Stakeholders have raised concerns — especially labor and environmental groups—that the definition is overly expansive and could erode environmental or community protections unless narrowly tailored and clearly defined.

Tribal Consultations: Under current law, local governments must offer consultation within 14 days and allow a 60 -day period for consultation to conclude. Local officials continue to seek clearer guidance on those timelines; tribal and indigenous organizations, conversely, are advocating for more time and meaningful engagement to ensure consultation is substantive.

Endangered Species Act: With the passage of SB 131 and AB 130 (both chaptered June 30, 2025), the definition of “natural and protected lands” was narrowed, prompting stakeholders to demand clarification that this change does not weaken conservation protections for critical species habitat.

Ballot Measure & Legislative Implications: In addition to statutory reforms, a proposed statewide ballot initiative titled the “Building an Affordable California Act”—filed by the California Chamber of Commerce and expected to appear on the November 3, 2026 ballot if qualified —seeks to further redefine the CEQA review process. The measure would establish strict deadlines for lead agencies (e.g., 365 days for EIRs, 180 days for Negative Declarations) and impose accelerated judicial-review timelines under a “substantial evidence” standard rather than “prejudicial abuse of discretion.”

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Because the ballot initiative could drastically shift how CEQA is implemented statewide, it may in turn influence the Legislature ’s approach to any follow -up statutory changes. In practical terms, local governments should anticipate that reforms in 2026 may come not only through bills but also through the interplay of voter -driven mandates and legislative reactions. This means advocates should maintain a dual focus: (1) refining the technical statutory language governing CEQA implementation, and (2) monitor ing how ballot measure outcomes could prompt additional legislative or budgetary changes.

Election Year Politics

Political Climate: With the upcoming national midterm elections, California’s political environment is expected to become increasingly charged and unpredictable. Voters will choose a new Governor on November 3, 2026, marking the end of Governor Newsom’s tenure as he positions himself for a likely presidential run. In the lead-up, the Administration is expected to double down on policies that contrast sharply with those of the Trump Administration —particularly around climate action, healthcare access, and housing production.

Election years often amplify high-profile policy debates, and 2026 will be no exception. The Governor and legislative leaders will be eager to showcase tangible progress on housing, homelessness, and cost-of-living issues —areas where public frustration rem ains high. We can expect an increased emphasis on high -visibility housing enforcement measures, streamlined development proposals, and budget initiatives designed to demonstrate fiscal responsibility while maintaining progressive priorities.

Public safety will also remain a central political issue, as lawmakers seek to balance community concerns over rising property crime and retail theft with ongoing efforts to reform the criminal justice system. One area that we are focusing on is the ongoing funding for Proposition 36 . Despite the overwhelming voter approval rating, the Administration and the Legislature only allocated $ 100 million in this year’s budget for implementation. Next year could see a refocus on additional funding for the measure.

The combination of federal-state political tension, economic uncertainty, and leadership transitions will make 2026 a uniquely volatile year in Sacramento—one where policy outcomes are increasingly shaped by electoral dynamics as much as by sound governance.

Governmental Operations Measures: Even-numbered years traditionally bring a wave of labor - sponsored legislation. While often directed at large corporations, many of these proposals extend to the public sector—adding costs, compliance obligations, and new restrictions on local discretion.

Measures that limit a local agency ’s ability to contract for specialized or temporary services, increase employer costs, or undermine the collective bargaining process are expected to resurface in 2026.

Growing concern over the public-sector use of artificial intelligence (AI) is also expected to drive new legislation in 2026 . Labor organizations view AI as a potential threat to public -sector jobs, while privacy and community advocates are focused on data protection, algorithmic bias, and the

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1127 11TH STREET, SUITE 300, SACRAMENTO, CA 95814 • 916.974.9270 • PUBLICPOLICYGROUP.COM PAGE 16 preservation of human oversight. Together, these interests are likely to fuel a broad push for regulation. Anticipated proposals may require agencies to disclose AI use in decision-making, hiring, procurement, or public safety operations; conduct bias and privacy assessments; or establish internal AI governance frameworks. While intended to enhance transparency and accountability, these measures could impose significant new reporting and compliance burdens —particularly for smaller agencies with limited technical capacity.

Similarly, “transparency” and “good governance” reforms are expected to return in 2026. This year’s SB 707 (Durazo) [Chapter 327, Statutes of 2025] enacted one of the most complex revisions to the Ralph M. Brown Act in decades, creating new requirements for remote participation, agenda posting, and language access. While the bill’s intent was to enhance public participation, its implementation has already proved to be administratively burdensome for local agencies. Following pushback from community groups who argued the bill did not go far enough, Senator Durazo has signaled plans to expand translation, accessibility, and recordkeeping requirements in the upcoming session.

Grant Funding
Prepared by: Jake Whitaker, Director of Grant Services

After a tumultuous year with major changes in the landscape of federal funding, many municipalities have started to pivot away from pursuing federal grant opportunities due to new requirements included in grant award agreements prohibiting diversity, equit y, and inclusion (DEI) practices and requiring cooperation with federal immigration enforcement efforts. However, the state of California faces a multi -year structural deficit, limits the state’s ability to backfill the loss of federal funding opportunities across the multitude of impacted areas, including transportation, clean energy adoption, and public safety.

Funding through Proposition 4, colloquially known as the “Climate Bond,” is currently being rolled out and represents the most immediate opportunity for municipalities to apply for discretionary grant funding. Due to the legislature’s failure to include an exemption to the Administrative Procedures Act (APA) for Climate Bond programs, the grant funding solicitations must follow the full administrative approval process which has contributed to a delay of approximately six months.

Some early appropriations made in January 2025 are currently going through public comment on the draft grant program guidelines, while other Climate Bond programs appropriated at the end of session in September 2025 are just now undertaking the APA approval process. The FY 25-26 budget appropriated $3.3 billion of the total $10 billion in spending authorized by the Climate Bond. While these funding opportunities are a welcome reprieve, grant funding is anticipated to be highly competitive with increased demand and the structure of the Climate Bond itself spreads these dollars across many different areas of investment—making this a wide yet shallow pool of funding.

Transportation

• Cycle 8 of the California Transportation Commission (CTC)’s Active Transportation Program is anticipated to be released in March 2026. The goals of the program are to increase biking and walking trips, increase the safety and mobility of non -motorized users, advance efforts of regional agencies, and enhance public health.

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1127 11TH STREET, SUITE 300, SACRAMENTO, CA 95814 • 916.974.9270 • PUBLICPOLICYGROUP.COM PAGE 17 • The CTC has announced the Local Partnership Program for another round of funding. This program provides funding to projects where voters have approved fees or taxes dedicated solely to transportation improvements or that have imposed fees. Eligible activities include projects that address aging infrastruct ure, road conditions, active transportation, transit, and rail. The State has appropriated $202 million for this program. Applications are anticipated to be released around summer of next year.
• The U.S. Department of Transportation (USDOT) was planning to release a solicitation for the Better Utilizing Investments to Leverage Development (BUILD) program in November 2025 (potentially delayed due to the prolonged government shutdown). Funding can be used for surface transportation infrastructure projects with significant local or regional impact. • The USDOT is currently reviewing the Bridge Investment Program (BIP) , which has one remaining fiscal year of funding appropriated by the IIJA. BIP focuses on projects that address existing bridges that are either in poor condition or at -risk of falling into poor condition. The timeline for the re-release of the BIP solicitation is currently unclear. • The Federal Railroad Administration (FRA) is anticipated to hold competitions for the Consolidated Rail Infrastructure and Safety Improvements (CRISI) program and Railroad Crossing Elimination (RCE) program in 2026. These two programs are popular opportunities for jurisdictions pursuing grade separation projects. Timelines for these competitions are unclear. Currently, funding for FY 25 and FY 26 appropriated by the Infrastructure Investment and Jobs Act (IIJA) have not been obligated for projects.

Parks and Recreation

• The State has appropriated $188.5 million through the Climate Bond (Prop 4) for the Statewide Park Development and Community Revitalization Program . The program’s intent is to create new parks and new recreation opportunities in critically underserved communities across California. Draft guidelines will be released soon for public comment.

The upcoming Round 5 competition, which will be held in Summer/Fall 2026, will be the only Climate Bond-funded round of grants.
• The Art in California Parks Grant Program is anticipated to be released in Spring 2026 for Round 3. The goal of the program is to revitalize local parks with diverse experiences that foster creativity, community connection and transform them into hubs of art, culture, and nature.
• The federal Outdoor Recreation Legacy Partnership (ORLP) program is currently paused for administrative review. ORLP funds a wide variety of recreational projects and facilities, from sports fields and playgrounds to walking trails and community gardens. The timeline for review and resumption of grant funding competitions is currently unclear. • The federally funded Land and Water Conservation Fund (LWCF) , however, has not been impacted by shifts in federal policy or administrative procedures. LWCF dollars are managed and awarded by the State as a federal pass -through grant. The LWCF provides matching grants to local governments for outdoor recreation projects. Grant competitions are typically held annually. The California State Parks Office of Grants and Local Assistance (OGALS) notes that the next LWCF competition is “coming soon.”
• The California State Parks Office of Grants and Local Services (OGALS) had a public comment period for the Recreational Trails Program (RTP) Non -Motorized this summer and

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1127 11TH STREET, SUITE 300, SACRAMENTO, CA 95814 • 916.974.9270 • PUBLICPOLICYGROUP.COM PAGE 18 are working on revisions of the guidelines. The next application cycle is anticipated to be released in 2026 or 2027.
• OGALS also had a public comment period for the Habitat Conservation Fund this spring and are working on revising the guidelines. The next application cycle is anticipated to be released in 2026 or 2027. This program funds projects for nature interpretation programs to bring urban residents into park and wildlife areas, protect ion of various plant and animal species, and acquisition and development of wildlife corridors and trails.

Water Quality and Conservation

• The Bureau of Reclamation has stated that several WaterSMART funding opportunities were planned to be launched in Fall 2025 prior to the government shutdown: Small-Scale Water Efficiency Program, Water and Energy Efficiency Grants, and Drought Resiliency Projects. • The State Water Resources Control Board accepts applications for the Clean Water State Revolving Fund and Drinking Water State Revolving Fund on a rolling basis. The annual Intended Use Plan drafts are published in November/December of each year. The RLF programs are funded through a combination of annual state and federal investments.

However, available funding is expected to tighten in the co ming years with the expiration of IIJA supplemental federal funding.
• The State Water Resources Control Board is currently accepting applications for the Water Recycling Planning Grant . Applications are accepted on an ongoing basis until 6/30/2027.

Projects can include recycled water treatment, recycled water storage, distribution, and pumping, and groundwater recharge.

Economic Development

• The Economic Development Administration has announced the Disaster Supplemental Grant Program for areas that received major disaster declarations because of hurricanes, wildfires, severe storms and flooding, tornadoes, or other natural disasters in 2023 -2024.

The program provides funding to support economic recovery in these affected areas.

Applications are accepted on a rolling basis for Readiness and Implementation projects until funds are exhausted. For the Industry Transformation Path, applications are due 3/3/2026.

Housing Construction

• The California Department of Housing and Community Development (CalHCD) has appropriated $120 million for FY 25 -26 for the Multifamily Housing Program . The program funds projects for new construction or rehabilitation of existing housing development, as well as the conversion of nonresidential structures into residential structures. Funding is anticipated to be released in 2026.
• The Strategic Growth Council’s Affordable Housing Sustainable Communities receives a continuous annual appropriation from Cap -and-Invest Greenhouse Gas Reduction Fund.

This program provides funds for projects that achieve GHG reductions and benefit communities through accessibility of affordable housing, employment centers, and key destinations via low-carbon transportation. Guidelines are anticipated to be released early 2026.

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1127 11TH STREET, SUITE 300, SACRAMENTO, CA 95814 • 916.974.9270 • PUBLICPOLICYGROUP.COM PAGE 19 • The legislature appropriated an additional $100 million for the Encampment Resolution Funding (ERF) program for FY 25 -26. However, this funding will be used for “look back” awards for unfunded projects from the ERF Round 3 competition. CPPG does not anticipate a Round 4 ERF competition in 2026.

Sustainability, Resilience, and Climate Action

• The Strategic Growth Council has released the draft guidelines for Round 6 of the Transformative Climate Communities Program. This program provides funds for community- led development and infrastructure projects that achieve major environmental, health, and economic benefits. The State has appropriated $100 million from the Climate Bond for this program. Draft guidelines are currently open for public comment until 1/2/2026. • The Strategic Growth Council has released the draft guidelines for Round 2 of the Community Resilience Center Program . This program provides funds for development and implementation of community resilience centers that mitigate the public health impacts of extreme heat and other emergency situations. The State has appropriated $55 million from the Climate Bond for this p rogram. Draft guidelines are currently open for public comment until 1/2/2026.
• The Extreme Heat and Community Resilience Program has announced a second round of funding. The Climate Bond appropriated $22 million for FY 25 -26. Funding will be used for planning projects that combine community services and physical improvements to protect communities from extreme heat. The RFP and Pre-Application Interest Form are anticipated to be released early 2026.
• The Climate Bond appropriated $46 million for the Urban Greening Program in FY 25-26. This program funds projects that result in the conversion of existing built environments into green space and green infrastructure. NOFOs are anticipated in early 2026. • The Coastal Conservancy has received Climate Bond funding appropriations of $62 million in FY 25 -26 for coastal resilience projects and $32.5 million in FY 25 -26 for sea level rise adaptation projects. Proposals are being accepted through the Coastal Conservancy Grants rolling application process.
• The EPA’s Brownfield Assessment and Cleanup Grants were anticipated to be released November 2025, but were delayed due to shutdown. These grants provide funds to conduct planning activities, develop cleanup plans, and implement cleanup activities for brownfield sites. It is currently unknown when the NOFO s will be released, but applications are expected to be due 60 days after solicitations are released.

Fire and Emergency Response

• FEMA’s Assistance to Firefighters Grant (AFG) is anticipated to be released Winter 25/26. This program funds equipment, protective gear, emergency vehicles, training, and other necessary resources for protecting the public and emergency personnel. • The Staffing for Adequate Fire and Emergency Response (SAFER) Grant is anticipated to come out Winter 25/26. The SAFER Grant is designed to directly fund fire departments or volunteer firefighter organizations to help increase or maintain the number of trained firefighters.

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1127 11TH STREET, SUITE 300, SACRAMENTO, CA 95814 • 916.974.9270 • PUBLICPOLICYGROUP.COM PAGE 20 • The Fire Prevention and Safety (FP&S) is anticipated to release solicitations Winter 25/26.

The goal of this program is to reduce injury and prevent death through fire prevention programs and firefighter health and safety research and development. • Future funding remains uncertain for FEMA’s Pre -Disaster Mitigation programs, which include the Hazard Mitigation Grant Program (HMGP) , Flood Mitigation Assistance (FMA) , and Building Resilient Infrastructure and Communities (BRIC) . These programs fund a wide variety of mitigation activities, including flood protection, hazardous fuels treatment, retrofitting structures, and supplying backup power via generators for critical facilities. Going forward, options to fund these types of projects may be limited t o the Congressional appropriations aka “earmarks” process.
• The Community Microgrid Enablement Program through PG&E is anticipated to announce a Third Round in 2026. This program provides funding to enable a community microgrid through studies and equipment for a safe transition.

Public Safety

• The California Office of Traffic Safety annual OTS Grant is due January 31, 2026. This program provides funding for a variety of priority program areas with local crash data that demonstrates a need for funding. These priority program areas include: Alcohol Impaired Driving, Distracted Driving, Drug-Impaired Driving, Emergency Medical Services, Motorcycle Safety, Occupant Protection, Pedestrian and Bicycle Safety, Police Traffic Services, Communications and Public Affairs, and Roadway Safety and Traffic Records. • The U.S. Department of Justice (USDOJ) is currently accepting applications for the Bulletproof Vest Partnership (BVP) , with a due date of 12/19/2025. BVP reimburses local government agencies for up to 50% of the cost of body armor vests purchased for law enforcement officers. These reimbursements are awarded on a competitive basis.

Libraries

• The current administration has taken action to terminate funding from the Library Services and Technology Act (LSTA), which is passed through to the California State Library from the federal Institute of Museum and Library Services. LSTA funds a variety of programmatic grant programs available to local libraries from the State Library. While there are active lawsuits challenging the administration’s actions, future funding availability remains uncertain.

———————————————— END OF REPORT

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DATE: February 2, 2026

TO: Mayor and Members of the City Council
VIA: Stefan Chatwin, City Manager

FROM: Diane Pitman, Administrative Services Director
Rob Lasky, IT Manager
DEPARTMENT: Administrative Services
SUBJECT: THREE-YEAR AGREEMENT WITH INFO-TECH RESEARCH
GROUP INC. FOR IT RESEARCH AND ADVISORY SERVICES IN
AN AMOUNT NOT TO EXCEED $224,847.06

RECOMMENDATION
It is recommended that the City Council adopt the attached resolution authorizing the Mayor to execute a three-year agreement with Info-Tech Research Group Inc. for IT Research and Advisory services in an amount not to exceed $224,847.06.

EXECUTIVE SUMMARY
Info-Tech Research Group provides comprehensive IT research and advisory services, including IT project templates, contract reviews, vendor negotiation assistance, and onsite workshops. These services will help support the City’s IT initiatives, ensure alignment with industry best practices, and improve operational efficiency and strategic planning. Funding for this agreement has been budgeted within the IT Internal Services Fund for Fiscal Year 2025–2026 and will be requested in the IT budget in subsequent fiscal years.

BACKGROUND/ANALYSIS
Info-Tech Research Group offers a unique subscription-based model that provides unlimited access to IT related project plans, document templates, and analyst support via virtual sessions. This model is cost-effective compared to individually scoped projects and aligns well with the City’s IT Strategic Plan goals.

5.4 5.4 Staff Report

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In February 2025, the City Manager signed a one-year agreement with Info-Tech Research Group for advisory services and assisting the City’s IT Division on their IT Strategic Plan goals. Specifically, Info-Tech has helped the division make significant progress on IT Strategic Plan Goals of updating the Division’s policies and revamping the the City’s IT disaster recovery plan, which lays out workflows and procedures staff would use to recover the City’s data after an incident.

The attached agreement spans three years, and staff plans to continue to leverage Info-Tech IT advisory services to address more IT Strategic Plan goals. Additionally, the attached agreement includes an in-depth 5-day workshop each year. In the first year, staff plans to use the 5-day workshop to build the functional requirements list for the upcoming Financial System RFP. In the second year, the workshop will be used for price negotiations with a new Financial System vendor. The City’s Financial System supports critical functions including Payroll, Accounts Payable, Accounts Receivable, General Ledger, and Utility Billing. Due to its critical nature, the project to replace this software represents a significant and complex undertaking. The vendor’s travel costs for the on-site workshops is not included with the attached agreement. Travel costs will be invoiced separately and will comply with the City’s purchasing requirements.

Info-Tech’s pricing is based on CMAS (California Multiple Award Schedule), allowing local agencies to leverage state-negotiated rates. Info-Tech has also provided a sole- source document (attached) that lays out more details about their subscription and what makes it unique.

Compliance with the City’s purchasing regulations can be found under FCMC

3.04.110(B) and (G), which reference sole source and cooperative purchasing respectively. Compliance with state regulations can be found under Government Code section 19130(b)(3), stating that the contracted services “are of such a highly specialized or technical nature that the necessary expert knowledge, experience, and ability are not available through the civil service system.” California Environmental Quality Act
Not Applicable

FISCAL IMPACT
The total cost for the three-year agreement is $224,847.06, billed annually at $74,949.02 per year. Funding for the first year is available in the IT Internal Services Fund (#504-0160-419-4251) for FY 2025–2026. Funding for subsequent years will be requested during the annual budget process.

Invoice Date Invoice Amount Term Start Date Term End Date Feb 16, 2026 $74,949.02 Feb 16, 2026 Feb 16, 2027

5.4 5.4 Staff Report

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Dec 18, 2026 $74,949.02 Feb 16, 2027 Feb 16, 2028
Dec 18, 2027 $74,949.02 Feb 16, 2028 Feb 16, 2029
Total $224,847.06

CITY COUNCIL VISION, MISSION, AND VALUE/PRIORITY AREA
Innovation
ATTACHMENTS:

Attachment 1 – Resolution
Attachment 2 – Agreement
Attachment 3 – CMAS NO 3-19-70-3685A
Attachment 4 – Sole Source Letter

5.4 5.4 Staff Report

110

4 2
2 4
RESOLUTION NO.____________

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

AUTHORIZING THE MAYOR TO EXECUTE A THREE-YEAR AGREEMENT WITH INFO-TECH RESEARCH GROUP INC. FOR IT RESEARCH AND ADVISORY SERVICES IN AN AMOUNT NOT TO EXCEED $224,847.06

CITY OF FOSTER CITY
WHEREAS, the City’s IT Division requires specialized research, diagnostics, and advisory services to implement major projects efficiently and maintain alignment with industry best practices; and
WHEREAS, the IT Division has successfully partnered with Info-Tech Research Group Inc. over the past year under a prior agreement signed by the City Manager, making significant progress toward achieving the goals outlined in the IT Strategic Plan; and
WHEREAS, Info-Tech Research Group Inc. provides comprehensive IT research and advisory services through a subscription-based model, including executive coaching, contract reviews, vendor negotiation assistance, and onsite workshops; and WHEREAS, the City intends to utilize the included five-day onsite workshop in the first year to leverage Info-Tech’s assistance to build the requirements list for our upcoming Financial System Request for Proposals (RFP); and
WHEREAS, Info-Tech’s pricing is based on CMAS (California Multiple Award Schedule), and its services can be considered sole-source under FCMC 3.04.110 (B) and (G) and Government Code section 19130(b)(3); and
WHEREAS, sufficient funds are available in the Information Technology Internal Services Fund (#504) to cover the purchase of these services in the current fiscal year, and funds for subsequent years will be budgeted in those years.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Foster City hereby authorizes the Mayor to execute a three-year agreement with Info-Tech Research Group Inc. for IT Research and Advisory services in an amount not to exceed $224,847.06.

5.4 Attachment 1 - Resolution

111

4 2
2 4
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 February, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ART KIESEL, MAYOR
ATTEST:

PRISCILLA SCHAUS, CITY CLERK

5.4 Attachment 1 - Resolution

112

City of Foster
Service Proposal

Justin Williams
Member Services Director
[email protected]
1-888-670-8889 ext.3819
January 7, 2026

Page 1 of 5 ends

5.4 Attachment 2 - Agreement

113

Hi Rob,

On behalf of our entire team at Info-Tech Research Group, I am pleased to present this proposal for IT Research and Advisory services to you and your IT department at City of Foster.

Info-Tech's IT Research and Advisory membership provides you with access to our powerful diagnostic tools and key research to help you systematically improve your IT department’s performance.

To help you maximize the impact of your membership, we also provide an unmatched level of member service.

I welcome the opportunity to work with you and your IT executives at City of Foster. Should you have questions at any time, please contact me directly at your convenience.

Sincerely,

Justin Williams
Member Services Director
[email protected]
1-888-670-8889 ext.3819

Info-Tech Research Group Inc

3960 Howard Hughes Parkway
Suite 500, Las Vegas, NV, USA
89169

infotech.com

Proposal prepared for:

Rob Lasky

City of Foster
947 Shoreline Dr, San Mateo, California,
United States 94404-2049

Page 2 of 5 ends

5.4 Attachment 2 - Agreement

114

SERVICE AGREEMENT WITH INFO-TECH RESEARCH GROUP INC
Service Start Date: February 16, 2026 || Contract Length: 3-year Contact: Rob Lasky
City of Foster
Product Bundle Options Description Quantity Subtotal Discount Total SE Core Membership - 1-
Seat
See below for your selected
bundle products
Research Library, Research Advisory,
Diagnostics, Executive Coaching,
LIVE Events, Contract Reviews,
Software Selection as a Service,
Software Reviews, IT Vendor Price
Benchmarking for 2 Contract, IT
Vendor Negotiation Assistance for 2
Contract

1.00 Counselor Membership Designated Executive Counselor, Unlimited IT Contract Review
Service, Unlimited Software Selection
Engagements, One Info-Tech LIVE
Ticket, and all Features of the Advisory
Membership

1.00 $56,952.14 $19,477.63 $37,474.51
Team Membership Access to core research content -
project blueprints, Info-Tech Academy,
online Leadership training, software
selection content, tools and templates
library

1.00 $4,977.33 $1,936.19 $3,041.14
Reference Membership Access to core research content -
project blueprints, Info-Tech Academy,
software selection content, tools and
templates library

1.00 $0.00 $0.00 $0.00
Industry /SE Deep Insights Tailored To Your
Industry

1.00 $8,614.61 $3,243.11 $5,371.50
Leadership Summit Pass One-time Leadership Summit
event pass, a three-day immersive
experience to develop a
comprehensive enterprise IT Key
Initiative Plan

1.00 $5,264.48 $5,264.48 $0.00
Onsite Workshop
Membership
5-Day Onsite Workshop to solve your
most pressing problem

1.00 $32,544.08 $3,482.21 $29,061.87

Page 3 of 5 ends

5.4 Attachment 2 - Agreement

115

Product Bundle Options Description Quantity Subtotal Discount Total Reference Membership Access to core research content -
project blueprints, Info-Tech Academy,
software selection content, tools and
templates library

1.00 $0.00 $0.00 $0.00
Total Discounts: $33,403.62
Total: $74,949.02
All items stated on this document are in USD and is subject to applicable taxes.

Page 4 of 5 ends

5.4 Attachment 2 - Agreement

116

State of California Multiple Award Schedule (CMAS) - 3-19-70-3685A Payment Terms: Net 45

Unless otherwise stated, consulting and workshop engagements do not include travel and expenses, which will be charged in addition to the fees listed. Workshops purchased as part of membership expire without refund or credit at the end of the membership period covered by the purchase. Workshops purchased outside membership expire without refund or credit 1-year after purchase. Please work with your member services representative to select and schedule workshops prior to expiration.

Subject to applicable taxes. If your company is tax exempt, please provide a valid tax exemption certificate with the signed proposal. This Service Agreement is subject to the terms and conditions set out in CMAS No 3-19-70-3685A.

Unless agreed to in writing, any customer terms, including purchase order terms and conditions, are of no force or effect. By signing this Service Agreement, you agree to pay the fees set out herein annually for the term indicated.

This proposal has a definite expiry date of February 16, 2026.

Please return this signed Service Agreement to Info-Tech by DocuSign, email [email protected] or fax (1-519-432-2506). Please include PO if required. Thank you for your business!
_________________________________________________________________________________________________________________ The signature below affirms your commitment to pay for the services ordered in accordance with the terms of this Service Agreement.

If you are tax exempt, please provide tax exemption certificate.

Term Number Invoice Date Invoice
Amount Term Start Date Term End Date Notes
1 February 16, 2026 $74,949.02 February 16, 2026 February 16, 2027 2 December 18, 2026 $74,949.02 February 16, 2027 February 16, 2028 3 December 18, 2027 $74,949.02 February 16, 2028 February 16, 2029

Name _______________________________ Signature _____________________________

Title _________________________________ Date _________________________________

Page 5 of 5 ends

5.4 Attachment 2 - Agreement

117

Procurement Division
707 Third Street, 2nd Floor, MS #2-202
West Sacramento, CA 95605-2811
State of California

MULTIPLE AWARD SCHEDULE
Info-Tech Research Group Inc.

Categor ies Information
CMAS NUMBER: 3-19-70-3685A
SUPPLEMENT NUMBER: 2
CMAS TERM DATES: 4/24/2019 through 3/16/2027
CMAS CATEGORY: Information Technology Goods and Services

APPLICABLE
TERMS & CONDITIONS: January 20, 2022
MAXIMUM ORDER LIMIT:

State Agencies: See Purchasing Authority
Dollar Threshold provision
Local Government Agencies: Unlimited
FOR USE BY: State & Local Government Agencies
BASE SCHEDULE #: GS-35F-298GA
BASE SCHEDULE HOLDER: Info-Tech Research Group Inc.

This California Multiple Award Schedule (CMAS) provides for the purchase and warranty of software, Information Technology (IT) research subscription services, IT consulting services, and training courses. (See page 3 for the restrictions applicable to this CMAS.)
This supplement is to extend this CMAS through 3/16/2027. In addition, this supplement replaces in its entirety the existing CMAS. The most current Ordering Instructions and Special Provisions, CMAS Terms and Conditions, and products and/or services are included herein. All purchase orders issued by State agencies shall incorporate these Ordering Instructions and Special Provisions, and CMAS Terms and Conditions. Review these provisions carefully as they have changed.

Effective Date: 8/15/2022
Original Signature on File
Bryan Dugger, Program Analyst, California Multiple Award Schedules Unit

5.4 Attachment 3 - CMAS 3-19-70-3685A

118

CALIFORNIA MULTIPLE AWARD SCHEDULE (CMAS)
INFO-TECH RESEARCH GROUP INC.

CMAS NO 3-19-70-3685A, SUPPLEMENT NO. 2
November 03, 2021 Ordering Instructions and Special Provisions 2

PROPRIETARY SUBSCRIPTION SERVICES
Proprietary research subscription services are exempt from the CMAS RFO process by DGS Policy. The SCM reference either “SCM Volume 3, Chapter 5, Section 5.6.1 Purchases Exempt by DGS Policy” or “SCM Volume F, 6.5.1 Purchases Exempt by DGS Policy” must be included on the CMAS Purchase Order.

The State department’s CMAS purchasing authority dollar thresholds apply to proprietary research subscription CMAS transactions. Go to www.dgs.ca.gov/PD/Resources/Page- Content/Procurement-Division-Resources-List-Folder/List-of-State-Departments-with-Approved- Purchasing-Authority to view the List of State Departments with Approved Purchasing Authority website for CMAS purchasing authority dollar thresholds.

NOTICE: Products and/or services on this CMAS may be available on a Mandatory Statewide C
ontracts. If this is the case, the use of this CMAS is restricted unless the State agency has an approved exemption as explained in the Statewide Contract User Instructions. Information regarding Statewide Contracts can be obtained at the: Statewide Contract Index Listing (www.dgs.ca.gov/PD/About/Page-Content/PD-Branch-Intro-Accordion-List/Acquisitions/Statewide- Contracts). This requirement is not applicable to local government agencies.

Agency non-c ompliance with the requirements may result in the loss of delegated authority to use the CMAS program.

CMAS contractor non-compliance with the requirements may result in termination.

5.4 Attachment 3 - CMAS 3-19-70-3685A

119

CALIFORNIA MULTIPLE AWARD SCHEDULE (CMAS)
INFO-TECH RESEARCH GROUP INC.

CMAS NO 3-19-70-3685A, SUPPLEMENT NO. 2
November 03, 2021 Ordering Instructions and Special Provisions 3

CMAS PRODUCT & SERVICE CODES
Product & Service Codes listed below are for marketing purposes only. Review the base schedule for the products and/or services available.

IT Consult-Acquisition Supp
IT Consult-Strategic Planning
Research Subscription Srvc

AVAILABLE PRODUCTS AND/OR SERVICES
All of the products in the base schedule are available within the scope of this CMAS.

The ordering agency must verify all products and/or services are currently available on the base General Services Administration (GSA) schedule. Access the GSA eLibrary at
www.gsaelibrary.gsa.gov.

All of the job titles in the base schedule are available within the scope of this CMAS.

You may verify the following current information about the job titles available in the base schedule at the General Services Administration (GSA) eLibrary
(www.gsaelibrary.gsa.gov):
• Description of the functional requirements
• Minimum education and experience requirements
• Maximum pricing allowed (lower pricing acceptable)

EXCLUDED PRODUCTS AND/OR SERVICES
Order-level materials are not available under this CMAS.

ISSUE PURCHASE ORDER TO
Agency purchase orders must be sent to the following:

Info-Tech Research Group Inc.
3960 Howard Hughes Parkway, Suite 500
Las Vegas, NV 89169
Attn: Chris Scott
E-mail: [email protected]
Agencies with questions regarding products and/or services may contact the CMAS contractor as follows:

Contact: Chris Scott
Phone: (888) 670-8889, Ext.: 2819
E-mail: [email protected]

5.4 Attachment 3 - CMAS 3-19-70-3685A

120

CALIFORNIA MULTIPLE AWARD SCHEDULE (CMAS)
INFO-TECH RESEARCH GROUP INC.

CMAS NO 3-19-70-3685A, SUPPLEMENT NO. 2
November 03, 2021 Ordering Instructions and Special Provisions 4 TOP 500 DELINQUENT TAXPAYERS
In accordance with Public Contract Code (PCC) 10295.4, and prior to placing an order for IT goods and/or services, agencies must verify with the Franchise Tax Board and the California Department of Tax and Fee Administration that this CMAS contractor’s name does not appear on either list of the 500 largest tax delinquencies pursuant to Revenue and Taxation Code 7063 or 19195. See next paragraph for information.

The Franchise Tax Board’s list of Top 500 Delinquent Taxpayers is available at www.ftb.ca.gov/about-ftb/newsroom/top-500-past-due-balances/index.html.

The California Department of Tax and Fee Administration’s list of Top 500 Sales & Use Tax Delinquencies in California i s available at www.cdtfa.ca.gov/taxes -and-fees/top500.htm.

MINIMUM ORDER LIMITATION
There is no minimum dollar value limitation on orders placed under this CMAS.

CMAS PRICES
The maximum prices allowed for the products and/or services available are those set forth in the base schedule.

The ordering agency is encouraged to seek prices lower than those in the base schedule. When responding to an agency’s Request for Offer (RFO), the CMAS contractor can offer lower prices to be competitive.\
EXECUTIVE ORDER N-6-22 – RUSSIA SANCTIONS
On March 4, 2022, Governor Gavin Newsom issued Executive Order N-6-22 (the EO) regarding Economic Sanctions against Russia and Russian entities and individuals. “Economic Sanctions” refers to sanctions imposed by the U.S. government in response to Russia’s actions in Ukraine, as well as any sanctions imposed under state law. The EO directs state agencies to terminate contracts with, and to refrain from entering any new contracts with, individuals or entities that are determined to be a target of Economic Sanctions. Accordingly, should the State determine Contractor is a target of Economic Sanctions or is conducting prohibited transactions with sanctioned individuals or entities, that shall be grounds for termination of this agreement. The State shall provide Contractor advance written notice of such termination, allowing Contractor at least 30 calendar days to provide a written response. Termination shall be at the sole discretion of the State.

CALIFORNIA CIVIL RIGHTS LAW CERTIFICATION
Pursuant to PCC 2010, effective January 1, 2017, applicants must certify their compliance with the California Civil Rights laws and Employer Discriminatory Policies (Civil Code 51, GC 12960). It is the agency’s responsibility to verify that the contractor has a California Civil Rights Law Certification on file.

5.4 Attachment 3 - CMAS 3-19-70-3685A

121

CALIFORNIA MULTIPLE AWARD SCHEDULE (CMAS)
INFO-TECH RESEARCH GROUP INC.

CMAS NO 3-19-70-3685A, SUPPLEMENT NO. 2
November 03, 2021 Ordering Instructions and Special Provisions 5

WARRANTY
For warranties, see the base schedule, the CMAS Terms and Conditions, General Provisions, and CMAS Warranty.

CMAS contractor personnel shall have the experience, education, and expertise as defined in the base schedule.

DELIVERY
1 days after receipt of order or as negotiated between agency and CMAS contractor and included in the purchase order.

SHIPPING INSTRUCTIONS
F.O.B. (Free On Board) Destination. Seller pays the freight charges.

PURCHASING AUTHORITY DOLLAR THRESHOLD
Order limits for the purchase of goods and/or services is determined by the individual agency purchasing authority threshold.

No CMAS order may be executed by a State agency that exceeds that agency’s purchasing authority threshold. State agencies with approved purchasing authority, along with their dollar thresholds can be obtained at the List of State Departments with Approved Purchasing Authority

website (www.dgs.ca.gov/PD/Resources/Page-Content/Procurement-Division-Resources-List- Folder/List-of-State-Departments-with-Approved-Purchasing-Authority).

HOW TO USE CMAS
Agencies must adhere to the detailed requirements in the State Contracting Manual (SCM) when using CMAS. The requirements for the following bullets are in SCM, Volume 2, Chapter 6 (for non- IT), SCM, Volume 3, Chapter 6 (for IT), and SCM, Volume FISCal, Chapter 5 (FISCal):
• Develop an RFO, which includes a Scope of Work (SOW) and Bidder Declaration form. For information on the Bidder Declaration requirements, see SCM, Volume 2, Chapter 3, 3.5.7 and Volume 3, Chapter 3, 3.4.7.
• Search for potential CMAS contractors
on the CMAS website
(www.dgs.ca.gov/PD/About/Page-Content/PD-Branch-Intro-Accordion- List/Acquisitions/California-Multiple-Award-Schedules) and select “Find a CMAS Contractor.”
• Request offers from a minimum of 3 CMAS contractors including one small business (SB) and/or Disabled Veteran Business Enterprise (DVBE), if available, who are authorized to sell the products and/or services needed.
• If requesting offers from a certified DVBE, include the Disabled Veteran Business Enterprise Declarations form (Standard 843) in the RFO. This declaration must be completed and returned by the DVBE prime contractor and/or any DVBE subcontractors. (See SCM Volumes 2, 3, and FISCal, Chapter 3).

5.4 Attachment 3 - CMAS 3-19-70-3685A

122

CALIFORNIA MULTIPLE AWARD SCHEDULE (CMAS)
INFO-TECH RESEARCH GROUP INC.

CMAS NO 3-19-70-3685A, SUPPLEMENT NO. 2
November 03, 2021 Ordering Instructions and Special Provisions 6 • This is not a bid transaction, so the small business preference, DVBE incentives, protest language, intent to award, evaluation criteria, advertising, etc., are not applicable. • If less than 3 offers are received, State agencies must document their file with the reasons why the other suppliers did not respond with an offer.
• Assess the offers received using best value methodology, with cost as one of the criteria. • I ssue a Purchase Order to the selected CMAS contractor. • For CMAS transactions under $10,000, only one offer is required if the State agency can establish and document that the price is fair and reasonable. The fair and reasonable method can only be used for non-customizable purchases.

SPLITTING ORDERS
Splitting orders to avoid any monetary limitations is prohibited.

Do not circumvent normal procurement methods by splitting purchases into a series of delegated purchase orders, per PCC 10329.

Splitting a project into small projects to avoid either fiscal or procedural controls is prohibited, per State Administrative Manual (SAM) 4819.34.

ORDERING PROCEDURES

1. Purchase Orders
All Ordering Agency purchase order documents executed under this CMAS must contain the applicable CMAS number as show on page 1.
a. State Departments:

Standard 65 Purchase Documents – State departments not transacting in FISCal must use the Purchasing Authority Purchase Order (Standard 65) for purchase execution. An electronic version of the
Standard 65 is available at the Department of General Services (DGS), Procurement Division (PD) website
(www.dgsapps.dgs.ca.gov/osp/StatewideFormsWeb/Forms.aspx), select Standard (STD) Forms.

FISCAL Purchase Documents – S tate departments transacting in FISCal will follow the FISCal procurement and contracting procedures.
b. Local Government Agencies:

Local government agencies may use their own purchase order document for purchase execution.

The agency is required to complete and distribute the purchase order. For services, the agency shall modify the information contained on the order to include the service period (start and end date), and the monthly cost (or other intermittent cost), and any other information pertinent to the services. The cost for each line item must be included in the order, not just system totals.

5.4 Attachment 3 - CMAS 3-19-70-3685A

123

CALIFORNIA MULTIPLE AWARD SCHEDULE (CMAS)
INFO-TECH RESEARCH GROUP INC.

CMAS NO 3-19-70-3685A, SUPPLEMENT NO. 2
November 03, 2021 Ordering Instructions and Special Provisions 7 The contractor must immediately reject purchase orders that are not accurate. Discrepancies are to be negotiated and incorporated into the purchase order prior to product delivery and service implementation.

2. Service and Delivery after CMAS Expiration
The purchase order must be issued before the CMAS expires. However, delivery of the products or completion of the services may be after the CMAS expires (unless otherwise specifically stated in the purchase order). Amending the purchase order to add quantity, time, or money is not possible if the CMAS expired.

3. Multiple CMAS Agreements on a Single Purchase Order
Agencies wishing to include multiple CMAS agreements on a single FISCal purchase order must adhere to the following guidelines:
• All CMAS must be for the same CMAS contractor.
• The purchase order must go to one contractor location. • Enter the word “CMAS” in the space reserved for the Leveraged Procurement Agreement (LPA) number. The word “CMAS” signifies that the purchase order contains items from multiple CMAS agreements. The purchasing agency may only use one bill code. • For each individual CMAS, the agency must identify and group together the CMAS number with the line items and subtotal per CMAS number (do not include tax in the subtotal), and sequentially identify each individual CMAS as Sub #1, Sub #2, Sub #3, etc. This facilitates accurate billing of administrative fees by the Procurement Division. • The total of all items on the purchase order must not exceed the purchase order limit identified in the CMAS.
• Do not combine items from IT and non-IT CMAS agreements. An Information Technology CMAS begins with the number “3” and a non-IT CMAS begins with the number “4.” The purchase order limits are different for these CMAS agreements.

4. Amendments to State Agency's Purchase Orders
Agency purchase orders cannot be amended if the CMAS has expired.

SCM, Volumes 2 & 3, Chapter 6, 6.A5.0 and SCM, Volume FISCal, Chapter 5, 5.A4.0 provides the following direction regarding amendments to all types of LPA purchase orders:

Original orders, which include options for changes (e.g., quantity or time), that were evaluated and considered in the selection for award during the RFO process, may be amended consistent with the terms of the original order, provided that the original order allowed for amendments. If the original order did not evaluate options, then amendments are not allowed unless an NCB is approved for those amendments.

5.4 Attachment 3 - CMAS 3-19-70-3685A

124

CALIFORNIA MULTIPLE AWARD SCHEDULE (CMAS)
INFO-TECH RESEARCH GROUP INC.

CMAS NO 3-19-70-3685A, SUPPLEMENT NO. 2
November 03, 2021 Ordering Instructions and Special Provisions 8 Amendments unique to non-IT services are covered in SCM, Volume 2, Chapter 6, 6.B2.9 and SCM, Volume FISCal, Chapter 5, 5.A4.1 as follows:

If the original contract permitted amendments, but did not specify the changes (e.g., quantity or time), it may be amended, per Public Contract Code (PCC) § 10335 (d)(1). Only a contract may be amended once under this exemption. The time shall not exceed one year, or add not more than 30% of the original order value and may not exceed $250,000. If the original contract did not have language permitting amendments, the NCB process must be followed.

CMAS CONTRACTOR OWNERSHIP INFORMATION
The CMAS contractor is a large business enterprise.

SMALL BUSINESS MUST BE CONSIDERED
Prior to placing orders under the CMAS program, State agencies shall whenever practicable first consider offers from small businesses that have established CMAS (GC 14846(b)). NOTE: DGS auditors will request substantiation of compliance with this requirement when agency files are reviewed.

CMAS Small Business and Disabled Veteran Partners lists (www.dgs.ca.gov/PD/About/Page-
Content/PD-Branch-Intro-Accordion-List/Acquisitions/California-Multiple-Award-Schedules) can be found on the CMAS website by selecting “Find a CMAS Contractor”.

In response to our commitment to increase participation by small businesses, the Department of General Services waives the administrative fee (a fee charged to customer agencies to support the CMAS program) for orders to California certified small business enterprises.

SMALL BUSINESS/DVBE - TRACKING
State agencies are able to claim subcontracting dollars towards their SB or DVBE goals whenever the CMAS contractor subcontracts a commercially useful function to a certified SB or DVBE. The CMAS contractor will provide the ordering agency with the name of the SB or DVBE used and the dollar amount the ordering agency can apply towards its SB or DVBE goal.

SMALL BUSINESS/DVBE - SUBCONTRACTING

1. The amount an ordering agency can claim towards achieving its SB or DVBE goals is the dollar amount of the subcontract award made by the CMAS contractor to each SB or DVBE.

2. The CMAS contractor will provide an ordering agency with the following information at the time the order is quoted:
a. The CMAS contractor will state that, as the prime contractor, it shall be responsible for the overall execution of the fulfillment of the order.

5.4 Attachment 3 - CMAS 3-19-70-3685A

125

CALIFORNIA MULTIPLE AWARD SCHEDULE (CMAS)
INFO-TECH RESEARCH GROUP INC.

CMAS NO 3-19-70-3685A, SUPPLEMENT NO. 2
November 03, 2021 Ordering Instructions and Special Provisions 9 b. The CMAS contractor will indicate to the ordering agency how the order meets the SB or DVBE goal, as follows:
i. List the name of each company that is certified by the Office of Small Business and DVBE Services that it intends to subcontract a commercially useful function to; and ii. Include the SB or DVBE certification number of each company listed, and attach a copy of each certification; and
iii. Indicate the dollar amount of each subcontract with a SB or DVBE that may be claimed by the ordering agency towards the SB or DVBE goal; and iv. Indicate what commercially useful function the SB or DVBE subcontractor will be providing towards fulfillment of the order.

3. The ordering agency’s purchase order must be addressed to the prime contractor, and the purchase order must reference the information provided by the prime contractor as outlined above.

WITHHOLD LANGUAGE (SB588)
Option 1 – Withhold Language
Upon delivery or completion of ordered goods or services for which the Contractor committed to DVBE subcontractor participation, state departments must require the Contractor to certify all the following:

1. The amount and percentage of work the Contractor committed to provide to one or more DVBEs under the requirements of the contract and the amount each DVBE received from the Contractor.

2. That all payments under the contract have been made to the DVBE. Upon request, the Contractor must provide proof of payment for the work.

In accordance with the Military and Veterans Code 999.7, state departments shall withhold $10,000 from the final payment, or the full final payment if less than $10,000, if the Contractor fails to meet the certification requirements identified above. State departments shall notify the Contractor of their failure to meet the certification requirements and give the Contractor an opportunity to comply with the certification requirements. If after 30 calendar days from the date of notice, the Contractor refuses to comply with the certification requirements, the state department shall permanently deduct $10,000 from the final payment, or the full payment if less than $10,000.

Option 2 – No Withhold Language
During the contract term and upon completion of the contract for which a DVBE subcontractor commitment was made, DGS-PD will require the Contractor to certify all participation commitments and payments under the contract have been made to the DVBE. Upon request by DGS-PD, the Contractor shall provide proof of payment for the work.

5.4 Attachment 3 - CMAS 3-19-70-3685A

126

CALIFORNIA MULTIPLE AWARD SCHEDULE (CMAS)
INFO-TECH RESEARCH GROUP INC.

CMAS NO 3-19-70-3685A, SUPPLEMENT NO. 2
November 03, 2021 Ordering Instructions and Special Provisions 10

INTEGRATED SERVICES
Agencies are prohibited from using CMAS for large-scale information technology system integration projects except when specifically approved by the California Department of Technology.

CONSULTING OR PERSONAL SERVICES
To ensure sufficient expertise for all consulting or personal services, prior to issuing an order, the agency is required to review the resumes of all personnel the CMAS contractor intends to use to fulfill the order. Each agency is responsible for verifying that contractor personnel meet any education or experience requirements listed in the base schedule.

Each order should contain, as a minimum, a description of the task, a statement of the contractor’s responsibilities, completion criteria, a list of deliverable items (if any), the estimated start date, the scheduled completion date, and a fixed cost for each task.

The aggregate of the fixed costs for all tasks constitutes the fixed price ceiling for all tasks described.

1. Progress Payments
For an IT service CMAS, see the CMAS IT Terms and Conditions, Provision #75, CMAS Progress Payments & Risk Assessment.

2. Outsourcing Services
Careful analysis must be given by State agencies to using contracted personnel rather than using civil service positions within State government.

GC 19130(c) requires that all persons who provide services to the State under conditions that constitute an employment relationship shall, unless exempted by Article VII (Section 4) of the California Constitution, be retained under an appropriate civil service appointment.

Issuing a CMAS purchase order for services to an independent contractor is permissible when any of the following conditions set forth in GC 19130(b) can be met:
• Exempt under Constitution
• New State function and legislative authority
• Service not available; highly specialized or
• Technical
• Incidental to the purchase or lease
• Conflict of interest; need unbiased findings
• Emergency appointment
• Private counsel, with Attorney General approval and Governor’s Office, if applicable • Contractor will provide deliverables that are not feasible for the State to provide • Training when civil service is not available
• Urgent, temporary, or occasional services when civil service delay would frustrate the purpose (see Option 2)

5.4 Attachment 3 - CMAS 3-19-70-3685A

127

CALIFORNIA MULTIPLE AWARD SCHEDULE (CMAS)
INFO-TECH RESEARCH GROUP INC.

CMAS NO 3-19-70-3685A, SUPPLEMENT NO. 2
November 03, 2021 Ordering Instructions and Special Provisions 11 When justified as outlined above, personal services must fall under one of the two following options:

Option 1. CMAS orders for personal services such as project management, independent verification and validation, systems analysis and design, and miscellaneous services are not limited to the number of hours or months per year that a consultant can work if the services contracted for are not available within civil service, cannot be performed satisfactorily by civil service employees, or are of such a highly specialized or technical nature that the necessary expert knowledge, experience, and ability are not available through the civil service system (GC 19130.b (3)).

Option 2. CMAS personal services orders for programmers, systems analysts, and technical specialists which are of an urgent, temporary, or occasional nature, such that hiring additional civil service positions is not feasible, are limited to 9 months (1,548 hours) per consultant within a twelve consecutive month period (GC 19130.b (10)/California State Constitution, Article VII, Section 5).

This provision is per agency and is inclusive of orders issued on your behalf by another agency.

Contractors must wait three months from CMAS order termination/expiration before submitting the candidate’s resume for work at the same agency/department.

For both options above, the contractor may conduct training courses for which appropriately qualified civil service instructors are not available, provided that permanent instructor positions in academies or similar settings shall be filled through civil service appointment (GC 19130.b (9)).

For each order, the agency must prepare and retain in their file a written justification that includes specific and detailed factual information that demonstrates that the contract meets one or more of the conditions set forth in (GC 19130(b)).

3. State Personnel Board Requirements
State Personnel Board approval is required for a purchase order based on cost savings to the State as justification for not using civil service personnel.

4. Statement of Work
A Statement of Work (SOW) must be prepared as applicable for each purchase order.

Information regarding the preparation of a SOW
is available at the CMAS website
(www.dgs.ca.gov/PD/About/Page-Content/PD-Branch-Intro-Accordion- List/Acquisitions/California-Multiple-Award-Schedules), select “Statement of Work Information”, Agencies are strongly encouraged to use this information when developing SOW requirements that will accompany the RFO and the resulting purchase order.

5.4 Attachment 3 - CMAS 3-19-70-3685A

128

CALIFORNIA MULTIPLE AWARD SCHEDULE (CMAS)
INFO-TECH RESEARCH GROUP INC.

CMAS NO 3-19-70-3685A, SUPPLEMENT NO. 2
November 03, 2021 Ordering Instructions and Special Provisions 12

5. Follow-on Contracts Are Prohibited
No person, firm, or subsidiary thereof who has been awarded a purchase order for consulting services, or a purchase order that includes a consulting component, may be awarded a purchase order for the provision of services, delivery of goods or supplies, or any other related action which is required, suggested, or otherwise deemed appropriate as an end product of the purchase order (PCC 10365.5).

Therefore, any consultant who develops a program study or provides formal recommendations is precluded from providing any work recommended in the program study or the formal recommendation.

CONTRACTOR EVALUATIONS
Pursuant to PCC 12102.3, a post evaluation must be completed for all IT services $500,000 and over related to an IT project as defined in the SAM 4819.2. A copy of the post evaluation and subsequent comments from the contractor must be sent to [email protected]. A post evaluation and contractor response pursuant to PCC 12102.3 is exempt from the Public Records Act.

Buyers must complete a Post Evaluation for IT Services Contracts (STD 971) for each completed IT services contract totaling $500,000 or more AND related to an IT project (both delegated and non-delegated IT projects as defined by the State Administrative Manual).

PRODUCTIVE USE REQUIREMENTS
The customer in-use requirement applies to all procurements of information technology equipment and software, per SCM, Volume 3, Chapter 2, 2.B6.2 and SCM, Volume FISCal, Chapter 2, 2.E3.2.

Each equipment or software component must be in current operation for a paying customer and the paying customer must be external to the contractor’s organization (not owned by the contractor and not owning the contractor).

To substantiate compliance with the Productive Use Requirements, the CMAS contractor must provide upon request the name and address of a customer installation and the name and telephone number of a contact person.

The elapsed time such equipment or software must have been in operation is based upon the importance of the equipment or software for system operation and its cost. The following designates product categories and the required period of time for equipment or software operation prior to approval of the replacement item on CMAS.

5.4 Attachment 3 - CMAS 3-19-70-3685A

129

CALIFORNIA MULTIPLE AWARD SCHEDULE (CMAS)
INFO-TECH RESEARCH GROUP INC.

CMAS NO 3-19-70-3685A, SUPPLEMENT NO. 2
November 03, 2021 Ordering Instructions and Special Provisions 13 Category 1 - Critical Software: Critical software is software that is required to control the overall operation of a computer system or peripheral equipment. Included in this category are operating systems, data base management systems, language interpreters, assemblers and compilers, communications software, and other essential system software.

Cost Installation Final Bid Submission
More than $100,000 8 months 6 months
$10,000 up to $100,000 4 months 3 months
Less than $10,000 1 month 1 month
Category 2 - All Information Technology Equipment and Non-Critical Software: Information technology equipment is defined in SAM 4819.2.

Cost Installation Final Bid Submission
More than $100,000 6 months 4 months
$10,000 up to $100,000 4 months 3 months
Less than $10,000 1 month 1 month

NOT SPECIFICALLY PRICED ITEMS
The only time that open market/incidental, non-schedule items may be included in a CMAS order is when they fall under the parameters of the Not Specifically Priced (NSP) Items provision.

CMAS contractors must be authorized providers of the hardware, software and/or services they offer under the NSP Items provision.

Agency and CMAS contractor use of the NSP provision is subject to the following requirements:

1. Purchase orders containing only NSP items are prohibited.

2. A purchase order containing NSP items may be issued only if it results in the lowest overall alternative to the State.

3. NSP items shall be clearly identified in the order. Any product or service already specifically priced and included in the base schedule may not be identified as an NSP item.

4. NSP Installation Services: The CMAS contractor is fully responsible for all installation services performed under the CMAS. Product installations must be performed by manufacturer authorized personnel and meet manufacturer documented specifications. The prime contractor, as well as any subcontractors, must hold any certifications and/or licenses required for the project. The total dollar value of all installation services included in the purchase order cannot exceed the dollar value of the products included in the purchase order, nor can they exceed the NSP Maximum Order Limitation.

5.4 Attachment 3 - CMAS 3-19-70-3685A

130

CALIFORNIA MULTIPLE AWARD SCHEDULE (CMAS)
INFO-TECH RESEARCH GROUP INC.

CMAS NO 3-19-70-3685A, SUPPLEMENT NO. 2
November 03, 2021 Ordering Instructions and Special Provisions 14

5. Maximum Order Limitation: For orders $250,000, or less, the total dollar value of all NSP items included in a purchase order shall not exceed $5,000. For orders exceeding $250,000, and at the option of the contractor, the total dollar value of all NSP items in a purchase order shall not exceed 5% of the total cost of the order or $25,000 whichever is lower.

6. An NSP item included in an order issued against a CMAS is subject to all of the terms and conditions set forth in the contract.

7. Trade-ins, upgrades, involving the swapping of boards, are permissible, where the contract makes specific provisions for this action. In those instances, where it is permitted, the purchase order must include the replacement item and a notation that the purchase involves the swapping of a board.

The following NSP items are specifically excluded from any order issued under this CMAS:

1. Items not intended for use in direct support of the priced items included in the same order.

An NSP item must be subordinate to the specifically priced item that it is supporting. For example, a cable, which is not otherwise specifically priced in the base schedule, is subordinate to a specifically priced printer or facsimile machine and is eligible to be an NSP item subject to that cable meeting the remaining NSP requirements. However, a printer or facsimile machine, which is not otherwise specifically priced in the base schedule, is not subordinate to a specifically priced cable, and is not eligible to be an NSP item.

2. Supply type items, except for the minimum amount necessary to provide initial support to the priced items included in the same order.

3. Items that do not meet the Productive Use Requirements for information technology products, per SCM, Volume 3, Chapter 2, 2.B6.2 and SCM, Volume FISCal, Chapter 2,

2.E3.2.

4. Any other item or class of items specifically excluded from the scope of this CMAS.

5. Public Works components NOT incidental to the total purchase order amount.

6. Products or services the CMAS contractor is NOT factory authorized or otherwise certified or trained to provide.

7. Follow-on consultant services that were previously recommended or suggested by the same CMAS contractor.

The CMAS contractor is required to reject purchase orders containing NSP items that do not conform to the above requirements. The CMAS contractor will promptly notify the agency issuing the non-conforming order of its non-acceptance and the reasons for its non-acceptance.

5.4 Attachment 3 - CMAS 3-19-70-3685A

131

CALIFORNIA MULTIPLE AWARD SCHEDULE (CMAS)
INFO-TECH RESEARCH GROUP INC.

CMAS NO 3-19-70-3685A, SUPPLEMENT NO. 2
November 03, 2021 Ordering Instructions and Special Provisions 15

STATE AND LOCAL GOVERNMENTS CAN USE CMAS
State and local government agency use of CMAS is optional. A local government is any city, county, city and county, district, or other local governmental body or corporation, including Universities of California, California State Universities, K-12 schools, and community colleges empowered to expend public funds. While the State makes this CMAS available, each local government agency should make its own determination whether the CMAS program is consistent with its procurement policies and regulations.

PCC 10298 allows any city, county, city and county, district, or other local governmental body or corporation empowered to expend public funds to contract with suppliers awarded CMAS without further competitive bidding.

See complete PCC 10298 language at
(leginfo.legislature.ca.gov/faces/codes_displaySection.xhtml?lawCode=PCC&sectionNum=10298).

PCC 10299 allows any school district empowered to expend public funds to utilize CMAS without further competitive bidding.

See complete PCC 10299 language at
(leginfo.legislature.ca.gov/faces/codes_displaySection.xhtml?lawCode=PCC&sectionNum=10299).

UPDATES AND/ OR CHANGES
A CMAS supplement is not required for updates and/or changes once the update and/or change becomes effective for the base schedule, except as follows:
• A CMAS supplement is required when the CMAS is based on specific products and/or services from another contractor’s multiple award contract and the contractor wants to add a new manufacturer’s products and/or services.
• A CMAS supplement is required for new federal contract terms and conditions that constitute a material difference from existing contract terms and conditions. A material change has a potentially significant effect on the delivery, quantity or quality of items provided, the amount paid to the contractor or on the cost to the State.

SELF-DELETING BASE SCHEDULE TERMS AND CONDITIONS
Instructions, or terms and conditions that appear in the Special Items or other provisions of the base schedule and apply to the purchase, license, or rental (as applicable) of products or services by the US Government in the United States, and/or to any overseas location shall be self-deleting. (Example: "Examinations of Records" provision).

Federal regulations and standards, such as Federal Acquisition Regulation, Federal Information Resources Management Regulation, Federal Information Processing Standards, General Services Administration Regulation, or Federal Installment Payment Agreement shall be self-deleting.

Federal blanket orders and small order procedures are not applicable.

5.4 Attachment 3 - CMAS 3-19-70-3685A

132

CALIFORNIA MULTIPLE AWARD SCHEDULE (CMAS)
INFO-TECH RESEARCH GROUP INC.

CMAS NO 3-19-70-3685A, SUPPLEMENT NO. 2
November 03, 2021 Ordering Instructions and Special Provisions 16

ORDER OF PRECEDENCE
The CMAS Terms and Conditions takes precedence if there is a conflict between the terms and conditions of the contractor's base schedule, packaging, invoices, catalogs, brochures, technical data sheets or other documents (see CMAS Terms and Conditions, CONFLICT OF TERMS).

APPLICABLE CODES, POLICIES AND GUIDELINES
All California codes, policies, and guidelines are applicable. The use of CMAS does not reduce or relieve state agencies of their responsibility to meet statewide requirements regarding contracting or the procurement of goods or services. Most procurement and contract codes, policies, and guidelines are incorporated into CMAS agreements. Nonetheless, there is no guarantee that every possible requirement that pertains to all the different and unique State processes has been included.

PAYMENTS AND INVOICES

1. Payment Terms
Payment terms for this CMAS are net 45 days.

Payment will be made in accordance with the provisions of the California Prompt Payment Act, GC 927. Unless expressly exempted by statute, the Act requires State agencies to pay properly submitted, undisputed invoices not more than 45 days after (1) the date of acceptance of goods or performance of services; or (2) receipt of an undisputed invoice, whichever is later.

2. Payee Data Record (Standard 204)
State Agencies not transacting in FISCal, must obtain a copy of the Payee Data Record (Standard 204) in order to process payments. State Ordering Agencies must forward a copy of the Standard 204 to their accounting offices. Without the Standard 204, payment may be unnecessarily delayed. State Agencies should contact the CMAS contractor for copies of the Payee Data Record.

3. DGS Administrative and Incentive Fees
Orders from State Agencies:

DGS will bill each State agency directly an administrative fee for use of CMAS. The administrative fee should NOT be included in the order total or remitted before an invoice is received from DGS. This administrative fee is waived for CMAS purchase orders issued to California certified small businesses.

5.4 Attachment 3 - CMAS 3-19-70-3685A

133

CALIFORNIA MULTIPLE AWARD SCHEDULE (CMAS)
INFO-TECH RESEARCH GROUP INC.

CMAS NO 3-19-70-3685A, SUPPLEMENT NO. 2
November 03, 2021 Ordering Instructions and Special Provisions 17 Orders from Local Government Agencies:

CMAS contractors, who are not California certified small businesses, are required to remit to DGS an incentive fee equal to a percentage of the total of all local government agency orders (excluding sales tax and shipping) placed against their CMAS.

The incentive fee is waived for CMAS purchase orders issued to California certified small businesses.

4. Contractor Invoices
Unless otherwise stipulated, the CMAS contractor must send their invoices to the agency address set forth in the purchase order. Invoices shall be submitted in triplicate and shall include the following:
• CMAS number
• Agency purchase order number
• Agency Bill Code (State Only)
• Line item number
• Unit price
• Extended line item price
• Invoice total
State sales tax and/or use tax shall be itemized separately and added to each invoice as applicable.

The company name on the CMAS, purchase order and invoice must match or the State Controller’s Office will not approve payment.

5. Advance Payments
Advance payment is allowed for services only under limited, narrowly defined circumstances, i.e., between specific departments and certain types of non-profit organizations, or when paying another government agency (GC 11256 through 11263 and 11019).

It is NOT acceptable to pay in advance, except software maintenance and license fees, which are considered a subscription and may be paid in advance if a provision addressing payment in advance is included in the purchase order.

Software warranty upgrades and extensions may also be paid for in advance, one time.

6. Credit Card
The CMAS contractor does not accept the State of California credit card (CAL-Card).

5.4 Attachment 3 - CMAS 3-19-70-3685A

134

CALIFORNIA MULTIPLE AWARD SCHEDULE (CMAS)
INFO-TECH RESEARCH GROUP INC.

CMAS NO 3-19-70-3685A, SUPPLEMENT NO. 2
November 03, 2021 Ordering Instructions and Special Provisions 18

7. Leasing/Financing
California State Agencies are required to utilize the Golden State Financial Marketplace (GS SMart) pr ogram for all financing and leasing needs. California Local Government Agencies (counties, cities, K-12 school districts, community colleges, California State Universities, Universities of California, etc.) may utilize the GS SMart program for financing and leasing according to PCC 14937. The minimum dollar amount for Local Government Agency financing and leasing is $100,000.

8. Leasing
The State reserves the right to select the form of payment for all procurements, be it either an outright purchase with payment rendered directly by the State, or a financing/lease-purchase or operating lease via the State Financial Marketplace (GS SMart and/or Lease SMart). If payment is via the financial marketplace, the Supplier will invoice the State and the State will approve the invoice and the selected Lender/Lessor for all product listed on the State’s procurement document will pay the supplier on behalf of the State.

Buyers may contact the GS SMart Administrator, Kris Bianchini via e-mail at [email protected]
for further information.

9. Training Vouchers
It is acceptable to purchase training vouchers in advance of the training being performed as long as the CMAS contractor does not invoice, and the State does not pay for the training services in advance of using the vouchers.

OBTAINING COPY OF ORIGINAL CMAS AND SUPPLEMENTS
A copy of a CMAS and supplements, if any, can be obtained at Cal eProcure (caleprocure.ca.gov).

A complete CMAS consists of the following:
• CMAS cover pages (which includes the signature page, ordering instructions and special provisions, and any attachments or exhibits as prepared by the CMAS Unit) • CMAS Terms and Conditions.
• Base schedule terms and conditions
• Product/service listing and prices
• Supplements, if applicable.

It is important for the agency to confirm that the required products, services, and prices are included in the CMAS and are at or below base schedule rates. To streamline substantiation that the needed items are in the base schedule, the agencies should ask the CMAS contractor to identify the specific pages from the base schedule that include the required products, services, and prices. Agencies should save these pages for their file documentation.

5.4 Attachment 3 - CMAS 3-19-70-3685A

135

CALIFORNIA MULTIPLE AWARD SCHEDULE (CMAS)
INFO-TECH RESEARCH GROUP INC.

CMAS NO 3-19-70-3685A, SUPPLEMENT NO. 2
November 03, 2021 Ordering Instructions and Special Provisions 19

CONTRACTORS ACTING AS FISCAL AGENTS ARE PROHIBITED
When a subcontractor ultimately provides all of the products or performs all of the services that a CMAS contractor has agreed to provide, and the prime contractor only handles the invoicing of expenditures, then the prime contractor's role becomes that of a fiscal agent because it is merely administrative in nature and does not provide a Commercially Useful Function. It is unacceptable to use fiscal agents in this manner because the agency is paying unnecessary administrative costs.

AGENCY RESPONSIBILITY
Each agency is responsible for its own contracting program and purchasing decisions, including use of the CMAS program and associated outcomes.

This responsibility includes, but is not necessarily limited to, ensuring the necessity of the services, securing appropriate funding, complying with laws and policies, preparing the purchase order in a manner that safeguards the State’s interests, obtaining required approvals, and documenting compliance with GC 19130.b (3) for outsourcing services.

It is the responsibility of each agency to consult as applicable with their legal staff and contracting offices for advice depending upon the scope or complexity of the purchase order.

If you do not have legal services available to you within your agency, DGS Office of Legal Services is available to provide services.

CONFLICT OF INTEREST
Agencies must evaluate the proposed purchase order to determine if there are any potential conflict of interest issues. See the CMAS Terms and Conditions, Conflict of Interest, for more information.

FEDERAL DEBARMENT
When federal funds are being expended, the agency is required to obtain (retain in file) a signed “Federal Debarment” certification from the CMAS contractor before the purchase order is issued.

This certification is required by the regulations implementing Executive Order 12549, Debarment and Suspension, 29 CFR Part 98, Section 98.510, Participants; responsibilities. The regulations were published as Part VII of the May 26, 1988 Federal Register (pages 19160-19211).

CONTRACTOR TRAVEL
Travel costs are not included in the contractor’s awarded hourly rates. If a subsequent user agency purchase allows for travel costs, reimbursement for contractor’s personnel for travel, per diem, lodging, meals and incidentals shall not exceed State rates current at the time of purchase as defined in the California Department of Human Resources Rules 599.615 to 599.635 (www.calhr.ca.gov/employees/Pages/travel-reimbursements.aspx). Travel costs allowed by the user agency shall be itemized separately on the user agency purchase contract.

5.4 Attachment 3 - CMAS 3-19-70-3685A

136

CALIFORNIA MULTIPLE AWARD SCHEDULE (CMAS)
INFO-TECH RESEARCH GROUP INC.

CMAS NO 3-19-70-3685A, SUPPLEMENT NO. 2
November 03, 2021 Ordering Instructions and Special Provisions 20

LIQUIDATED DAMAGES FOR LATE DELIVERY
The value of the liquidated damages cannot be a penalty, must be mutually agreed upon by agency and contractor and included in the purchase order to be applicable.

ACCEPTANCE TESTING CRITERIA
If the agency wants to include acceptance testing for all newly installed technology systems, and individual equipment, and machines which are added or field modified (modification of a machine from one model to another) after a successful performance period, the test criteria must be included in the purchase order to be applicable.

AMERICANS WITH DISABILITY ACT
To view the DGS Accessibility Policy, please visit www.dgs.ca.gov/Configuration/Footer-Utility- Links/Accessibility/Accessibility.

5.4 Attachment 3 - CMAS 3-19-70-3685A

137

City
of
Foster
City,
California
Sole Source – Simplified Acquisition
Information Technology Research and Advisory
Subscription Services
Info-Tech Research Group Inc.

Date: December 16, 2024

Point of Contact:

Robyn Kukoly
Bids & Contracts Specialist
[email protected]
1-888-670-8889
Info-Tech Research Group Inc.
3960 Howard Hughes Parkway, Suite 500
Las Vegas, NV, 89169

5.4 Attachment 4 - Sole Source Letter

138

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Foster City City CouncilFebruary 2, 2026

Foster City City Council
February 2, 2026