Agenda packet — Foster City City Council, February 17, 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
Tuesday, February 17, 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. SPECIAL PRESENTATIONS

4.1. A Proclamation Recognizing February 2026 as Black History Month

5. 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.

6. 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.

6.1. City/EMID Regular Meeting Minutes of February 2, 2026

6.2. A Resolution of the City Council of the City of Foster City Authorizing the Mayor to Execute an Agreement with Flock Safety, LLC for the Procurement of Eight Additional Automatic License Plate Readers (ALPRs) for $24,000 Annually, to be Used in a Manner Consistent with the City’s Established ALPR Program and other Applicable Law
a) Staff Report
b) Adopt Resolution

6.3. A Resolution of the City Council of the City of Foster City Authorizing an Agreement in the Amount of $61,832 with Interactive Resources, Inc for Professional Architecture and Engineering Services for Phase 1 of the Renovate Elevators in City Buildings Project (CIP 301708) and Finding the Project Exempt from California Environmental Quality Act (CEQA) Under Section 15301(B) – Existing Facilities
a) Staff Report
b) Adopt Resolution

6.4. A Resolution of the City Council of the City of Foster City Authorizing an Appropriation of $87,179 From the Vehicle Replacement Fund (501) to Account No. 50105604314384, Authorizing the Purchase of Thirteen (13) Vehicles for a Total Amount of $852,183; and Finding the Purchase Exempt from Review Under the California Environmental Quality Act (CEQA) 15061(B)(3)
a) Staff Report
b) Adopt Resolution

6.5. A Resolution of the Board of Directors of the Estero Municipal Improvement District Authorizing the Execution of a Task Order with Freyer & Laureta, Inc. for Professional Engineering Services in the Amount of $374,100 for CIP 455710 Shell Bridge Force Main Replacement Project; and Finding the Approval Exempt from the California Environmental Quality Act (CEQA) Pursuant to CEQA Guidelines §15061(B)(3) and 15301(C)—Existing Facilities
a) Staff Report
b) Adopt Resolution

7. NEW BUSINESS

7.1. 2026 State Legislative Platform and Policy
a) Staff Report
b) Action – By Minute Order, Receive and Accept Report

8. REPORTS

8.1. Parks And Recreation Committee's 2025 Year End Report, Review of Mission Statement, And Goals For 2026
a) Staff Report
b) Action – By Minute Order, Receive and Accept Report and Provide Policy Direction

8.2. Canada Goose Management Plan Update
a) Staff Report
b) Action – By Minute Order, Receive and Accept Report

9. RESOLUTIONS FOR ADOPTION

9.1. A Resolution of the City Council of the City of Foster City Approving the Community Center Business Operations Plan as a Guiding Framework a) Staff Report
b) Action – Adopt Resolution

9.2. Consideration of Revising Salary Ranges for Various Management Positions in Public Works; Approving a Revised Job Description Title for the Building/Fleet Maintenance Superintendent; and Adopting the Amended Pay Plan for Fiscal Year 20252026
a) Staff Report
b) Action A Resolution of the City Council of the City of Foster City Revising Salary Ranges for Various Management Positions in Public Works; Approving a Revised Job Description Title for the Building/Fleet Maintenance Superintendent; and Adopting the Amended Pay Plan for Fiscal Year 2025 2026
c) Action A Resolution of the Board of Directors of the Estero Municipal Improvement District Revising Salary Ranges for Various Management Positions in Public Works; Approving a Revised Job Description Title for the Building/Fleet Maintenance Superintendent; and Adopting the Amended Pay Plan for Fiscal Year 20252026

10. COMMUNICATIONS

10.1. City/District Warrants of Demands were Processed and Issued on January 29, 2026
a) Information Item Only
b) No Action Required

11. 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.

12. 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
Tuesday, February 17, 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. SPECIAL PRESENTATIONS

4.1. A Proclamation Recognizing February 2026 as Black History Month

5. 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.

6.1. City/EMID Regular Meeting Minutes of February 2, 2026

7. NEW BUSINESS

7.1. 2026 State Legislative Platform and Policy
a) Staff Report
b) Action – By Minute Order, Receive and Accept Report

8. REPORTS

8.2. Canada Goose Management Plan Update
a) Staff Report
b) Action – By Minute Order, Receive and Accept Report

9. RESOLUTIONS FOR ADOPTION

9.1. A Resolution of the City Council of the City of Foster City Approving the Community Center Business Operations Plan as a Guiding Framework a) Staff Report
b) Action – Adopt Resolution

10. COMMUNICATIONS

10.1. City/District Warrants of Demands were Processed and Issued on January 29, 2026
a) Information Item Only
b) No Action Required

12. 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
Tuesday, February 17, 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. SPECIAL PRESENTATIONS

4.1. A Proclamation Recognizing February 2026 as Black History Month

5. 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.

6.1. City/EMID Regular Meeting Minutes of February 2, 2026

7. NEW BUSINESS

7.1. 2026 State Legislative Platform and Policy
a) Staff Report
b) Action – By Minute Order, Receive and Accept Report

8. REPORTS

8.2. Canada Goose Management Plan Update
a) Staff Report
b) Action – By Minute Order, Receive and Accept Report

9. RESOLUTIONS FOR ADOPTION

9.1. A Resolution of the City Council of the City of Foster City Approving the Community Center Business Operations Plan as a Guiding Framework a) Staff Report
b) Action – Adopt Resolution

10. COMMUNICATIONS

10.1. City/District Warrants of Demands were Processed and Issued on January 29, 2026
a) Information Item Only
b) No Action Required

12. 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
Tuesday, February 17, 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. SPECIAL PRESENTATIONS

4.1. A Proclamation Recognizing February 2026 as Black History Month

5. 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.

6.1. City/EMID Regular Meeting Minutes of February 2, 2026

7. NEW BUSINESS

7.1. 2026 State Legislative Platform and Policy
a) Staff Report
b) Action – By Minute Order, Receive and Accept Report

8. REPORTS

8.2. Canada Goose Management Plan Update
a) Staff Report
b) Action – By Minute Order, Receive and Accept Report

9. RESOLUTIONS FOR ADOPTION

9.1. A Resolution of the City Council of the City of Foster City Approving the Community Center Business Operations Plan as a Guiding Framework a) Staff Report
b) Action – Adopt Resolution

10. COMMUNICATIONS

10.1. City/District Warrants of Demands were Processed and Issued on January 29, 2026
a) Information Item Only
b) No Action Required

12. 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
Tuesday, February 17, 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. SPECIAL PRESENTATIONS

4.1. A Proclamation Recognizing February 2026 as Black History Month

5. 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.

6.1. City/EMID Regular Meeting Minutes of February 2, 2026

7. NEW BUSINESS

7.1. 2026 State Legislative Platform and Policy
a) Staff Report
b) Action – By Minute Order, Receive and Accept Report

8. REPORTS

8.2. Canada Goose Management Plan Update
a) Staff Report
b) Action – By Minute Order, Receive and Accept Report

9. RESOLUTIONS FOR ADOPTION

9.1. A Resolution of the City Council of the City of Foster City Approving the Community Center Business Operations Plan as a Guiding Framework a) Staff Report
b) Action – Adopt Resolution

10. COMMUNICATIONS

10.1. City/District Warrants of Demands were Processed and Issued on January 29, 2026
a) Information Item Only
b) No Action Required

12. 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 4.1

4.1 Proclamation

6 CITY OF FOSTER CITY/

ESTERO MUNICIPAL IMPROVEMENT DISTRICT
REGULAR MEETING OF FEBRUARY 2, 2026

MINUTES

CALL TO ORDER OF CITY COUNCIL/EMID BOARD OF DIRECTORS
The Regular Meeting of February 2, 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; Denise Bazzano, Assistant City Attorney/District 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; Eric Mackintosh, Deputy Fire Chief; Nate Cruz, Finance Director; Rob Lasky, IT Manager; Nori Jabba, Housing and Sustainability Manager; Vanessa Brannon, Senior Management Analyst; Kevin Ortiz, Management Analyst; Kevin Foiles, Emergency Services Manager; Olivia Bowman, Emergency Services Analyst; Patrick Halleran, Emergency Services Volunteer; Aaron Siu, Senior Systems Analyst, Shuli Chen, Video Technician; and Priscilla Schaus, Communications
Director/City Clerk/District Secretary.

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

6.1 6.1 Minutes

7 City/EMID Consent Calendar

1. City/EMID Regular Meeting Minutes of January 20, 2026; and

2. City Resolution No. 2026-005, “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.”

ITEMS REMOVED FROM CONSENT CALENDAR
2026 EMERGENCY OPERATIONS BASE PLAN (EOP). CITY RESOLUTION NO. 2026-

06. Without objection from the City Council, Mayor Kiesel removed this item from the Consent Calendar at the request of Councilmember Sullivan.

Discussion ensued.

Motion by Councilmember Sullivan, seconded by Vice Mayor Niederhofer, and carried unanimously, 5-0-0, adopting City Resolution No. 2026-006, “A Resolution of the City Council of the City of Foster City Adopting the 2026 Emergency Operations Base Plan (EOP).”

AUTHORIZE THE MAYOR TO EXECUTE THE FOURTH AMENDMENT TO THE

AGREEMENT WITH CALIFORNIA PUBLIC LAW 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 RESOLUTION NO. 2026-007.

Without objection from the City Council, Mayor Kiesel removed this item from the Consent Calendar at the request of Councilmember Venkat.

Discussion ensued.

Motion by Councilmember Venkat, seconded by Councilmember Sullivan, and carried unanimously, 5-0-0, adopting City Resolution No. 2026-007, “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 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

6.1 6.1 Minutes

8 Authorization Given to the City Manager to Execute Any Contract Amendments Necessary for Grant Writing Services Up to the Contingency Amount.”

NEW BUSINESS

IMPLEMENTATION OF HOUSING ELEMENT PROGRAMS: SUPPORTIVE HOUSING IN THE CITY’S EXISTING UNIT PURCHASE PROGRAM (EUPP) UNITS. MINUTE ORDER NO. 2058.

Community Development Director Mangalam and Housing and Sustainability Manager Jabba presented the staff report.

Discussion ensued.

Motion by Vice Mayor Niederhofer, seconded by Councilmember Sullivan, and carried unanimously, 5-0-0, adopting Minute Order No. 2058, accepting the report on Supportive Housing in the City’s Existing Unit Purchase Program (EUPP) Units and confirming staff’s approach regarding supportive housing at the City-owned Existing Unit Purchase Program (EUPP) units as part of the implementation of two (2) Housing Element programs.

AGREEMENT WITH KOSMONT COMPANIES TO CONDUCT A REAL ESTATE ECONOMIC MARKET ANALYSIS. CITY RESOLUTION NO. 2026-008.

Community Development Director Mangalam presented the staff report.

Discussion ensued.

Motion by Vice Mayor Niederhofer, seconded by Councilmember Venkat, and carried unanimously, 5-0-0, adopting City Resolution No. 2026-008, “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).”

LETTER OF OBJECTION REGARDING CERTIFICATION OF FINAL ENVIRONMENTAL

IMPACT REPORT (FEIR) FOR SFO RECOMMENDED AIRPORT DEVELOPMENT PLAN (RADP). MINUTE ORDER NO. 2059.

Vice Mayor Niederhofer introduced the Letter of Objection.

Discussion ensued.

6.1 6.1 Minutes

9 Motion by Vice Mayor Niederhofer, seconded by Councilmember Jimenez, and carried, 4-0-1, Councilmember Sullivan abstained, adopting Minute Order No. 2059, approving the Letter of Objection Regarding Certification of Final Environmental Impact Report (FEIR) for SFO Recommended Airport Development Plan (RADP), and directing staff to submit the letter to the Board of Supervisors of the City and County of San Francisco Public Hearing to be held on February 3, 2026.

REPORTS
CITIZENS SUSTAINABILITY ADVISORY COMMITTEE (CSAC) 2025 YEAR END REPORT, REVIEW OF MISSION STATEMENT, AND GOALS FOR 2026. MINUTE ORDER NO. 2060.

Senior Management Analyst Brannon introduced Citizens Sustainability Advisory Committee Chair Goel and Vice Chair Mitra who presented the report.

Discussion ensued.

Motion by Councilmember Venkat, seconded by Councilmember Sullivan, and carried unanimously, 5-0-0, adopting Minute Order No. 2060, receiving and accepting the Citizens Sustainability Advisory Committee (CSAC) 2025 Year End Report, Review of Mission Statement, and Goals for 2026.

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

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 that the City Council Annual Retreat will be taking place on February 10 at 9:00 am in the City Council Chambers.

Councilmember/Director Jimenez stated she served as a panelist at the Electric Bike Community Forum hosted by Assemblymember Papan on January 31. She requested to submit a letter in support of California Assembly Bill 1557 and received the support of Councilmember/Director Venkat and Vice Mayor/Vice President Niederhofer. She recognized February 2026 as the 100th anniversary of Black History Month.

Vice Mayor/Vice President Niederhofer stated she attended the San Mateo Operation Area Emergency Services Council (ESC) meeting on January 29.

6.1 6.1 Minutes

10 Councilmember/Director Sullivan stated he attended the City/County Association of Governments of San Mateo County (C/CAG) Bicycle and Pedestrian Committee meeting on January 22. On January 27, he attended the 8th Grade Antisemitism Event hosted by the Wornick Jewish Day School, and the Traffic Review Committee meeting on January

29. He attended the joint Council of Cities meeting hosted by the Cities Association of Santa Clara County and the League of California Cities Peninsula Division on January 30, and Assemblymember Papan’s Electric Bike Community Forum on January 31.

Councilmember/Director Venkat thanked Councilmember/Director Jimenez for representing the City at Assemblymember Papan’s Electric Bike Community Forum. She encouraged the public to learn about Black heritage and culture in celebration of Black History Month, acknowledged that February is also Teen Dating Violence Awareness Month, and that Lunar New Year will start on February 17. She shared that Citizens Sustainability Advisory Committee member John Estalilla was recently appointed to the San Mateo County Arts Commission as the Commissioner for District 2. She attended the League of California Cities 2026 Mayors and Council Members Academy in Sacramento from January 21 through January 23, and attended their Public Safety Policy Committee meeting on January 23. On January 22, she attended the San Mateo-Foster City School Board meeting.

Mayor/President Kiesel stated he attended the Rethink Waste Board meeting on January 22 and reminded residents that lithium-ion batteries need to be properly disposed of inside a sealed clear plastic bag and placed on top of the closed black garbage carts on regular collection days. He attended the 8th Grade Antisemitism Event hosted by the Wornick Jewish Day School on January 27, and a Celebration of Life event for former City of Pacifica Councilmember and Mayor, Mary Ann Nihart, on January 31. On February 2, he attended the San Mateo County Library Joint Powers Authority Board Meeting.

ADJOURNMENT
Hearing no objection from the City Council/EMID Board, Mayor/President Kiesel adjourned the meeting. Meeting adjourned at 8:18 p.m.

6.1 6.1 Minutes

11 4920-1684-0847 v3
1 0
7 0
DATE: February 17, 2026

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

FROM: Cory Call, Police Chief
DEPARTMENT: Police
SUBJECT: PURCHASE OF EIGHT (8) ADDITIONAL LICENSE PLATE READERS FROM FLOCK SAFETY IN THE AMOUNT OF $24,000

ANNUALLY

RECOMMENDATION
It is recommended the City Council adopt a resolution authorizing the Mayor to execute an agreement with Flock Safety, LLC for the procurement of eight additional License Plate Readers for $24,000 annually, to be used in a manner consistent with the City’s established ALPR Program and other applicable law

EXECUTIVE SUMMARY
The Foster City Police Department (FCPD) currently operates 20 ALPR cameras through Flock Safety, LLC as part of its crime prevention and investigative strategy.

Since the system became operational in November 2022, LPR technology has proven to be a highly effective tool in identifying suspects, solving crimes, recovering stolen vehicles, and supporting successful prosecutions in cases that would otherwise have remained unsolved.

From November 2022 to the present, ALPR data contributed to 160 criminal cases , resulting in over 49 arrests and nearly 70 suspects identified. The system has played a critical role in solving burglary, theft, hit-and-run, vehicle theft, narcotics, and assault cases, demonstrating measurable and ongoing benefits to public safety.

Foster City’s geographic layout, with limited points of ingress and egress and direct access to major regional freeways, makes the City particularly vulnerable to transient,

6.2 6.2 Staff Report

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vehicle-based crime. ALPR cameras allow the Department to monitor vehicles entering and leaving the City, identify suspect vehicles associated with crimes, and coordinate with neighboring jurisdictions that also utilize ALPR technology. Expanding ALPR coverage reduces the likelihood that Foster City becomes a preferred target for criminal activity due to gaps in detection capability.

The proposed purchase of eight additional Flock Safety ALPR cameras will enhance coverage at strategic locations, improve investigative efficiency, and further strengthen the Department’s ability to detect, deter, and prevent crime while maximizing existing personnel resources. The ALPR program operates under strict legal, policy, and privacy protections, including limited data retention, controlled access, and full auditability, ensuring responsible use of the technology.

Approval of this request will build upon a proven public safety program, enhance regional crime-fighting collaboration, and support the Department’s ongoing commitment to providing a high level of service and safety to the Foster City community.

BACKGROUND/ANALYSIS
Advancements in ALPR technology have made these systems a standard and effective law enforcement tool throughout San Mateo County and the region. The FCPD currently contracts for 20 ALPR cameras through Flock Safety, which have proven to be highly effective in identifying suspects, solving crimes, recovering vehicles, and supporting successful prosecutions in cases that would otherwise have remained unsolved.

ALPR systems support modern crime prevention and investigative strategies by capturing vehicle information in public spaces and alerting officers to vehicles associated with stolen vehicles, wanted persons, and other vehicles of interest. Due to Foster City’s limited routes of ingress and egress, ALPR cameras were strategically placed to monitor vehicles entering and exiting the City, significantly enhancing investigative capability. The ALPR system also allows for the temporary deployment of a portable camera (currently mounted on the Department’s radar trailer) in identified crime hot spots or during high-profile events.

Since Flock Safety went live in November 2022, ALPRs have demonstrated measurable success. From November 2022 to present, ALPR data contributed to 160 cases, resulting in 49 arrests, 60 arrest warrants issued, and 39 cases forwarded to the District Attorney for prosecution. ALPRs have played a key role in high profile incidents solving 38 burglary-related cases, 17 hit-and-run investigations, 14 theft cases, 10 vehicle theft cases, as well as assisting in narcotics and assault investigations. These outcomes reflect both the effectiveness of the technology and its value as a force multiplier for patrol and investigative personnel.

6.2 6.2 Staff Report

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The FCPD operates the ALPR program under strict legal, policy, and privacy safeguards. ALPR data does not identify individuals or access personal information.

License plate data is anonymous unless queried through separate, secure, and audited state databases for legitimate law enforcement purposes. Access to ALPR data is restricted to trained personnel, requires a documented law enforcement purpose, and is fully audited annually to ensure compliance. Consistent with FCPD Policy #472 and California Civil Code Section 1798.90.55, ALPR data is retained for no more than 30 days, after which it is permanently purged. Data is not warehoused, sold, or commingled with private entities and is only shared with other law enforcement agencies for active investigations or legitimate public safety needs.

The FCPD maintains strict administrative, procedural, and technological safeguards to ensure ALPR data is accessed and used solely for legitimate law enforcement purposes, in accordance with departmental policy. FCPD has never authorized access to its ALPR system by out-of-state or federal agencies. Any agency requesting access must execute an Agency Data Sharing Acknowledgement Letter affirming that shared ALPR data will be used exclusively for law enforcement purposes and not for prohibited activities, including immigration enforcement, personal use, harassment, or any use inconsistent with FCPD Policy #472. Complementing these controls, Flock Safety has implemented California-specific technological restrictions, including disabling National Lookup and limiting Statewide Lookup functionality to prevent data sharing across state lines or with federal agencies, and deploying automated keyword filters to block searches associated with civil immigration enforcement where prohibited by law.

Additional information can be found on the ALPR FAQ page https://www.fostercity.org/police/page/automated-license-plate-reader-faqs To further prevent and detect misuse, FCPD conducts biannual audits of ALPR activity by both department personnel and approved partner agencies. Internal audits review employee search activity and documented search justifications, with findings summarized and reported to the Chief of Police and retained on file. External agency audits similarly examine search reasons using keyword analysis, with direct follow-up conducted when concerns are identified. These oversight measures are supported by Flock Safety’s system-wide auditing and transparency features, which log every search for accountability and compliance review, and by the company’s enforcement of customer-controlled data sharing, including the removal of federal agencies from its lookup systems and the termination of pilot programs with the U.S. Department of Homeland Security. Collectively, these layered safeguards ensure responsible ALPR use and ongoing compliance with applicable laws and policies.

Flock Safety provides a fully managed, infrastructure-free ALPR solution, including installation, maintenance, software, and equipment replacement at a cost of $3,000 per camera per year. Cameras are solar-powered and wireless, minimizing City infrastructure needs and ongoing staff workload. Expanding the existing ALPR system by eight additional cameras would build upon the demonstrated success of the current program, improve coverage at key roadways, close gaps, and further enhance the Department’s ability to detect, deter, and solve crime while maintaining strong privacy

6.2 6.2 Staff Report

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protections for the community. To achieve this goal, the following locations were identified and will be equipped with Flock ALPR cameras:

1. Chess Drive, north of the westbound SR92 on ramp

2. East Hillsdale Boulevard, west of Rainbow Bridge

3. Foster City Boulevard, north of Polynesia Drive

4. Foster City Boulevard, north of Beach Park Boulevard

5. Shell Boulevard, between Foster Square Lane and Balclutha Drive

6. Shell Boulevard, north of Beach Park Boulevard

7. Edgewater Boulevard, north of Beach Park Boulevard (Facing northbound)

8. Edgewater Boulevard, north of Beach Park Boulevard (Facing southbound) California Environmental Quality Act
Purchase and installation of the additional Flock ALPR Cameras are not subject to review under the California Environmental Quality Act (CEQA) pursuant to Public Resources Code Section 21000, et seq. and the CEQA Guidelines (14 Cal. Code Regs.§§ 15000 et. seq.), including without limitation, Public Resources Code section 21065 and California Code of Regulations 15378 as this is not a "project" that may cause a direct, or reasonably foreseeable indirect, physical change in the environment.

The proposed action involves the purchase and installation of license plate reader cameras mounted on existing City-owned poles and does not include the construction of new facilities or expansion of existing uses.

FISCAL IMPACT
Each Flock ALPR camera costs $3,000 per year, which includes maintenance, software, and data storage. Leasing the additional eight (8) cameras will cost a total of $24,000 per year. Install fees were waived. The eight (8) additional cameras will coterm with our existing contract with Flock Safety. This coterm will result in a combined total annual expenditure of $74,000 for all contracted ALPR camera services (28 cameras total).

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

ATTACHMENTS
Attachment 1 - Resolution
Attachment 2 - Flock Quote and Terms and Conditions
Attachment 3 - Proposed ALPR Locations

6.2 6.2 Staff Report

15 4926-3510-7471 v3
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RESOLUTION NO. _________

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

AUTHORIZING THE MAYOR TO EXECUTE AN AGREEMENT WITH FLOCK SAFETY,

LLC FOR THE PROCUREMENT OF EIGHT ADDITIONAL LICENSE PLATE READERS FOR $24,000 ANNUALLY, TO BE USED IN A MANNER CONSISTENT WITH THE CITY’S ESTABLISHED ALPR PROGRAM AND OTHER APPLICABLE LAW

CITY OF FOSTER CITY
WHEREAS, the Foster City Police Department currently operates 20 Automated License Plate Reader (ALPR) cameras through Flock Safety, LLC as part of its crime prevention and investigative strategy; and
WHEREAS, from November 2022 to the present, ALPR data contributed to 160 criminal cases, resulting in over 49 arrests and nearly 70 suspects identified; and WHEREAS, the proposed purchase of eight additional Flock Safety ALPR cameras will enhance coverage at strategic locations, improve investigative efficiency, and further strengthen the Department’s ability to detect, deter, and prevent crime while maximizing existing personnel resources; and
WHEREAS, each Flock ALPR camera costs $3,000 per year, which includes maintenance, software, and data storage; and
WHEREAS, the eight additional cameras will co-term with our existing contract with Flock.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Foster City does hereby authorizes the Mayor to execute an agreement with Flock Safety LLC for the procurement of eight additional Automated License Plate Readers for $24,000 annually, to be used in a manner consistent with the City’s established ALPR Program and other applicable law.

6.2 Attachment 1 - Resolution

16 4926-3510-7471 v3
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7 4
PASSED AND ADOPTED as a resolution of the City Council of the City of Foster City at the regular meeting held on the 17th day of February, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ART KIESEL, MAYOR
ATTEST:

PRISCILLA SCHAUS, CITY CLERK

6.2 Attachment 1 - Resolution

17 AMENDMENT

This amendment (“Amendment”) supersedes and amends the previously executed agreement between the Parties, dated 12/14/2023, relating to the provision of services by Flock Group Inc. (“ Flock”) to CA - Foster City PD (“Customer”) and any schedules or exhibits attached thereto or incorporated therein by reference (the “Agreement”). The remainder of the Agreement shall remain in full force and effect. In the event of a conflict between this Amendment a nd the Agreement the terms of this Amendment will prevail. Any capitalized terms used in this Amendment will have the same meaning as in the Agreement, unless expressly defined otherwise.

This Amendment is effective upon execution by both Parties (the “Effective Date”).

The Agreement is amended as follows: Any applicable Flock Hardware/Software, Professional Services and/or One Time Purchases listed on the table(s) below are added into the Agreement in its entirety. Any recurring fees added to the Agreement through this Amendment will be prorated as of the Effective Date of this Amendment. Any prorated amounts provided are for recurring fees only and subject to change based on Effective Date. After the current Term, Customer shall pay the fees as set forth in the applicable product tables pursuant to payment terms indicated on the Order Fo rm or prior Agreement.

Hardware and Software Products
Annual recurring amounts over subscription term

Item Cost Quantity Total
Flock Safety Platform $24,000.00
Flock Safety LPR Products
Flock Safety LPR, fka Falcon Included 8 Included

Professional Services and One Time Purchases

Item Cost Quantity Total
One Time Fees
Flock Safety Professional Services
Professional Services - Existing Infrastructure
Implementation Fee $0.00 8 $0.00

Annual Recurring Subtotal: $24,000.00

6.2 Attachment 2 - Flock Quote and Terms and Conditions

18 Amendment Billing Schedule
Amendment Total $55,906.88
03/01/2026 - 06/29/2026 $7,906.88
06/30/2026 - 06/29/2027 $24,000.00
06/30/2027 - 06/29/2028 $24,000.00
New Annual Recurring $24,000.00
Existing Annual Recurring $50,000.00
Net Total Annual Recurring $74,000.00
Total is an estimate based on amendment executed date of 0 3/01/2026.

By executing this Amendment, Customer represents and warrants that it has read and agrees to all of the terms and conditions contained in the previously executed Agreement.

FLOCK GROUP, INC. Customer: CA - Foster City PD

By:
\FSSignature2\
By:
\FSSignature1\
Name:
\FSFullname2\
Name:
\FSFullname1\
Title:
\FSTitle2\
Title:
\FSTitle1\
Date:
\FSDateSigned2\
Date:
\FSDateSigned1\

PO Number:

6.2 Attachment 2 - Flock Quote and Terms and Conditions

19 Proposed ALPR Locations

Locations of 8 additional LPR Cameras

6.2 Attachment 3 - Proposed ALPR Locations

20 6.2
Attachment 3 - Proposed ALPR Locations

21 Locations of existing 20 LPR Cameras

6.2 Attachment 3 - Proposed ALPR Locations

22 DATE: February 17, 2026

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

FROM: Andrew Brozyna, Public Works Director
Laura Galli, Engineering Manager
Francine Magno, Senior Civil Engineer
Jerrick Carandang, Associate Engineer
DEPARTMENT: Public Works
SUBJECT: TASK ORDER WITH INTERACTIVE RESOURCES FOR

PROFESSIONAL ARCHITECTURE AND ENGINEERING
SERVICES IN THE AMOUNT OF $61,832 FOR PHASE 1 OF THE

RENOVATE ELEVATORS IN CITY BUILDINGS PROJECT (CIP
301-708)

RECOMMENDATION
It is recommended that the City Council adopt the attached resolution authorizing:

1. The Mayor to execute Task Order (TO) IRI-2026-01 with Interactive Resources, Inc (IR) in the amount of $61,832 to provide professional architecture and engineering services for Phase 1 of the Renovate Elevators in City Buildings Project (CIP 301-708);

2. The establishment of a project contingency in the amount of $9,000 with authorization given to the City Manager to execute contract amendments up to the contingency amount; and

3. Finding the project exempt from CEQA under Section 15301(B) – Existing Facilities.

EXECUTIVE SUMMARY

6.3 6.3 Staff Report

23 CIP 301-708 addresses permanent elevator improvements to the four (4) elevators in City-owned facilities located at City Hall, the Fire Department, the Corporation Yard and the Library Community Center Annex. The City issued a Request for Proposals (RFP) to a combination of the City’s on-call Architectural Engineering firms as well as other firms for assessment and design services encompassing the scope of CIP 301-708. The RFP was divided into two phases: Phase 1 services include inspection and condition assessment of each elevator, followed by identification of improvements with construction cost estimates. Phase 2 services consist of the preparation of construction documents for bidding and construction support services.

The attached Task Order provides for professional architecture and engineering services for the scope of work for Phase 1: to inspect and assess the existing condition of each elevator and provide preliminary design documents. With the execution of the TO, IR will begin work on a condition assessment and identify improvements required to permanently modernize these elevators and meet current ADA accessibility requirements. The proposed fees are $61,832.00 for Phase 1. Funding in the amount of $922,800 is available in the approved budget for CIP 301-708. Staff will return to City Council to authorize Phase 2 of the project for preparation of construction documents and provide bid and construction support services, once the scope of improvements has been identified and finalized.

BACKGROUND
The City operates and maintains four (4) existing elevators in City-owned buildings located in the Government Center (City Hall and the Fire Department), the Corporation Yard Administration Building, and the Library Community Center Annex. These elevators date back to each building’s original construction, are at the end of their useful lives, and are experiencing an increasing number of failures.

Despite regular inspections and repeated repairs over the years, the elevators continue to require significant maintenance and resources to remain operational for staff and public use. These efforts are no longer cost effective given the age of the equipment and ongoing code compliance challenges. Additionally, the cumulative maintenance costs and more frequent periods of downtime indicate that modernization is the best long-term solution. Although the Community Center Annex elevator is currently operational, it has experienced ongoing failures since February 2025. CIP 301-708 consists of the permanent modernization of these elevators and addresses improvements to meet current ADA accessibility requirements.

On November 17, 2025, under the City Manager’s authority, staff issued an RFP for professional engineering services, to qualified professional engineering consulting firms that specialize in elevator modernization as well as the City’s on-call architectural engineering firms. The RFP requested proposers provide a scope of services for 2 Phases of work: Phase 1 consists of a condition assessment and preliminary engineering, to identify specific improvements required for each elevator; and Phase 2

6.3 6.3 Staff Report

24 consists of the development of construction documents for bidding including construction support services.

ANALYSIS
The RFP was distributed to various consulting firms and was posted on the Foster City website. Staff reached out to three (3) firms in addition to the City’s on-call firms, to drive interest in the project. On the due date of January 8, 2026, two (2) proposals were received. Staff concluded that the low level of interest may be because the work is highly technical and specialized, making it difficult to develop a well-defined scope without first completing an assessment. Additionally, the pool of qualified specialists is relatively small, and the City infrequently engages consultants who specialize in this work and therefore does not have a broad network to solicit.

The proposals were reviewed and analyzed by staff from Public Works Engineering. IR has demonstrated that they are uniquely qualified to perform the work required for this project. Their proposal is comprehensive and meets the requirements outlined in the RFP. Staff recommend proceeding with IR for the following reasons:

1. IR possesses the technical knowledge, experience, and resources required for this project. Their past successes in similar assessments indicate they can deliver quality results for the City, as demonstrated through various references.

2. The proposal provides a reasonable cost estimate for Phase 1 based on an initial understanding of the project scope.

It was determined that award would be limited to Phase 1 services. Based on the satisfactory completion of Phase 1, the City may elect to negotiate and engage IR for Phase 2 services or seek new proposals from other firms. A recommendation to award Phase 2 services will be brought back to the City Council, either in the form of an amendment following negotiation with IR, or a new agreement after staff have solicited and evaluated proposals from other qualified consultants.

Staff anticipate that the assessment will be performed in March 2026 with design to follow in April/May 2026.

CEQA
Categorically Exempt pursuant to CEQA Guidelines Section 15301(B) – Existing Facilities.

FISCAL IMPACT
The proposed fees in the amount of $61,832 have been determined reasonable based on the scope of services. A project contingency in the amount of $9,000 is recommended to mitigate any unforeseen tasks and for other additional services that may be required.

6.3 6.3 Staff Report

25 Funding in the amount of $922,800 is available in the approved project budget for CIP 301-708.

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

Attachment 1 – Resolution
Attachment 2 – Task Order

6.3 6.3 Staff Report

26 4
2 6
3 RESOLUTION NO.____________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FOSTER CITY AUTHORIZING AN AGREEMENT IN THE AMOUNT OF $61,832 WITH INTERACTIVE

RESOURCES, INC FOR PROFESSIONAL ARCHITECTURE AND ENGINEERING SERVICES FOR PHASE 1 OF THE RENOVATE ELEVATORS IN CITY BUILDINGS PROJECT (CIP 301-708) AND FINDING THE PROJECT EXEMPT FROM CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) UNDER SECTION 15301(B) – EXISTING

FACILITIES

CITY OF FOSTER CITY
WHEREAS, the four (4) elevators in City-owned buildings located at City Hall, the Fire Department, the Corporation Yard, and the Library Community Center Annex are at the end of their useful lives and are experiencing an increasing number of failures; and WHEREAS, renovating and modernizing these elevators will allow the City to provide up-to-date and reliable vertical transportation for members of staff and the public while meeting current ADA accessibility requirements; and WHEREAS, a Request for Proposals (RFP) was prepared, advertised, and issued to qualified consultants on November 17, 2025; and
WHEREAS, as a result of a Qualification Based Selection process, Interactive Resources (IR) was selected by reason of their in-depth project understanding, experience and specialized skills to provide the services desired by the City; and WHEREAS, Phase 1 services include an assessment of existing conditions, and preliminary engineering; and
WHEREAS, subject to satisfactory completion of Phase 1, the City may elect to engage IR for Phase 2 services consisting of preparation of construction plans and specifications and construction support services or seek new proposals from other architecture and engineering firms; and
WHEREAS, funding is available in the approved project budget.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Foster City does hereby authorize:

1. The Mayor to execute a Task Order with Interactive Resources, Inc in the amount of $61,832 to provide professional engineering services for Phase 1 of the Renovate Elevators in City Buildings Project (CIP 301-678);

6.3 Attachment 1 - Resolution

27 4
2 6
3 2. The establishment of a project contingency in the amount of $9,000 with authorization given to the City Manager to execute contract amendments up to the contingency amount; and

3. Finding the project exempt from CEQA under Section 15301(B) – Existing Facilities.

PASSED AND ADOPTED as a resolution of the City Council of the City of Foster City at the regular meeting held on the 17th day of February 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ART KIESEL, MAYOR
ATTEST:

PRISCILLA SCHAUS, CITY CLERK

6.3 Attachment 1 - Resolution

28 TASK ORDER NO. IRI-2026-01

TO MASTER ARCHITECTURE AND ENGINEERING SERVICES AGREEMENT This Task Order No. IRI-2026-01 ("Task Order") is made and entered into by and between the City of Foster City/Estero Municipal Improvement District (“City/District”) and Interactive Resources, Inc. ("Consultant").

RECITAL
A. City and Consultant entered into an agreement entitled Master Architectural Engineering Services Agreement ("Agreement"), by which the Consultant agreed to perform professional Architectural, Engineering services and related services in accordance with Task Orders issued by the City.

NOW, THEREFORE, THE PARTIES HEREBY AGREE AS FOLLOWS:

1. INCORPORATION BY REFERENCE. This Task Order hereby incorporates by reference all items and conditions set forth in the Agreement.

2. SCOPE OF TASK ORDER. Consultant shall perform the services described in Exhibit "A," attached hereto and incorporated herein by reference, in accordance with the terms and conditions of the Agreement.

3. PAYMENT. For services performed by Consultant in accordance with this Task Order, City will compensate Consultant in accordance with the terms and conditions of the Agreement, in an amount not to exceed $ 61,832.00 (including all hourly billings as well as reimbursable costs)

4. SIGNATURES. The individuals executing this Task Order represent and warrant that they have the right, power, legal capacity, and authority to enter into and to execute this Task Order on behalf of the respective legal entities of the Consultant and the City.

IN WITNESS WHEREOF, the City and Consultant do hereby agree to the full performance of the terms set forth herein.

City of Foster City Consultant
__________________________ _________________________
By: Art Kiesel By: Andrew Butt
Title: Mayor Title: Principal-in-Charge
Date: _____________________ Date: _____________________

6.3 Attachment 2 - Task Order

29 EXHIBIT A

SERVICES TO BE PROVIDED, PAYMENTS, PROJECTS, AND SCHEDULE,

ARCHITECTURAL ENGINEERING SERVICES
This is an Exhibit attached to and made a part of and incorporated by reference to the Agreement dated August 5, 2024, by and between Interactive Resources, Inc., hereinafter referred to as "CONSULTANT" and the City of Foster City/Estero Municipal Improvement District, hereinafter referred to as "CITY/DISTRICT" providing for professional services.

1. Phase 1 – Assessment and Preliminary Engineering Services:
• Review of available as-built drawings, inspection reports, maintenance records, and operating data.
• Conducting a kickoff meeting with City staff to confirm project objectives, operational constraints, and priorities for each facility.
• Site visits and field assessments at each building, performed collaboratively by the Prime Consultant and elevator subconsultant, with MEP support as required. • A detailed technical evaluation of elevator systems, including mechanical, electrical, controls, safety, and ADA compliance.
• Identification of required supporting building, structural, electrical, or fire/life-safety modifications necessary to implement modernization improvements. • Preparation of a Technical Report summarizing findings, risks, and recommended modernization alternatives.
• Development of 30% Preliminary Design Documents, including outline drawings, narrative descriptions, and itemized construction cost estimates by pay item. • Identification of long-lead equipment and recommendations for early procurement strategies, if appropriate.

Phase I concludes with a City review workshop to discuss findings, confirm the preferred approach, and align on scope, budget, and schedule prior to proceeding into final design.

PAYMENTS

1. The maximum payment to CONSULTANT under this Agreement for Phase 1 of the Project shall be $ 61,832.00.

MANAGEMENT AND PROJECT CONTROLS
In performing the Scope of Services, the CONSULTANT shall, at a minimum, execute the management and project controls described below:

6.3 Attachment 2 - Task Order

30 The CONSULTANT’S Project Manager will be responsible for the work including implementing the project management procedures and controls; and maintaining effective communications among the sub-consultants, the CITY, and other involved agencies and organizations for the duration of the project.

The working interface between the CONSULTANT and the CITY shall be defined as follows:

CONSULTANT shall submit to the CITY a monthly invoice whose format that shall include:
 List of CONSULTANT personnel, hourly rate and hours expended during the month in question along with a subtotal for CONSULTANT staff labor effort.  Itemized list of any sub-consultant staff who performed professional services during the month in question, hourly rates and hours worked during that time period and a subtotal for the subconsultants.
 Summary of all costs for labor, sub-consultant labor with markup, other direct costs and all supporting material from the sub-consultants.

To support each invoice, the CONSULTANT shall furnish project updates that shall include the following:
 A summary of specific accomplishments during the reporting period, anticipated accomplishments scheduled for the next reporting period, and results or other deliverables, etc.
 A cost summary for each specific task, that shows:
o The current period and cumulative expenditures to date. o The approved budget.
o A comparison of the estimated cost with the approved budget to show any variance.

Payment shall be made upon the completion of each specific consultant tasks as delineated in the project schedule.

CONSULTANT shall be available for consultation with the CITY’s Project Manager at all reasonable times and shall immediately advise the project manager of requests, technical decisions, or problems that may materially affect a project’s scope, quality, schedule, or cost.

PROJECTS AND SCHEDULE
CONSULTANT shall complete Phase 1 and provide the deliverables to the CITY by April 2, 2026.

6.3 Attachment 2 - Task Order

31 EXHIBIT B

FEE SCHEDULE

6.3 Attachment 2 - Task Order

32 DATE: February 17, 2026

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

FROM: Andrew Brozyna, Public Works Director
Michael Miller, Fleet Supervisor
DEPARTMENT: Public Works
SUBJECT: APPROPRIATION OF $87,179 FROM THE VEHICLE
REPLACEMENT FUND (501) TO ACCOUNT NO. 501-0560-
431-4384 FOR THE PURCHASE OF THIRTEEN (13)
VEHICLES IN THE TOTAL AMOUNT OF $852,183

RECOMMENDATION
It is recommended that City Council approve the attached resolution:

1. Authorizing an appropriation of $87,179 from the Vehicle Replacement Fund (501) to Account No. 501-0560-431-4384; and

2. Authorizing the purchase of thirteen (13) vehicles in the amount of $664,183 with an additional $188,000 necessary for equipment installation for a total amount of $852,183.

EXECUTIVE SUMMARY
The FY 2025–2026 Vehicle Replacement budget has approved and available funding of $512,304 for the replacement of five vehicles, as evaluated by the Vehicle Maintenance Division. Additionally, $745,000 originally approved in FY 2024–2025 was carried over to FY 2025–2026. The total budgeted amount is for the purchase of twenty (20) vehicles. Of the twenty (20) vehicles originally planned for purchase, staff recommends the purchase of thirteen (13) vehicles and the deferment of purchase of seven (7) vehicles. The total purchase price for the thirteen (13) vehicles is $664,183, with an additional $188,000 for equipment installation, for a total project cost of $852,183. The budgeted amount for the replacement of these (13) thirteen vehicles is

6.4 6.4 Staff Report

33 $765,004, therefore an appropriation from the Vehicle Replacement Fund (Fund 501) of $87,179 is requested to complete the purchase. Funding budgeted for the seven (7) deferred vehicles will remain in the Vehicle Replacement Fund (Fund 501) for future purchase.

BACKGROUND/ANALYSIS
Staff recommends purchasing the thirteen (13) vehicles from the appropriate lowest responsible bidders that meet the City’s vehicle specifications and delivery requirements.

A request for bid with vehicle specifications and delivery requirements was sent to six (6) dealerships. Four dealerships responded: Serramonte Ford, Towne Ford, San Leandro Ford and Watsonville Ford. The table below lists the vehicle type and the corresponding lowest bid:

Type Lowest Bid Equipment
Installation
Total Lowest Bidder
Maverick 31,795 - 31,795 Serramonte
Interceptor Patrol 55,182 27,000 82,182 Serramonte
Interceptor Patrol 55,182 27,000 82,182 Serramonte
Interceptor Patrol 55,182 27,000 82,182 Serramonte
Interceptor Patrol 55,182 27,000 82,182 Serramonte
Interceptor Patrol 55,182 27,000 82,182 Serramonte
Explorer ST Agate Blk 57,153 6,000 63,153 Serramonte
Explorer Active 4WD 40,745 6,000 46,745 Serramonte
Interceptor Slick Top 56,568 27,000 83,568 Serramonte
Explorer Active 2WD 38,748 - 38,748 Serramonte
Ranger XL 35,806 - 35,806 Serramonte
Explorer ST White 58,233 6,000 64,233 Towne
Expedition 69,225 8,000 77,225 Towne
Totals 664,183 188,000 852,183
Six (6) Ford Police Interceptor Utility vehicles will be used by the Police Department for patrol operations, emergency response, investigative assignments, and specialized enforcement activities requiring both marked and low-profile vehicles. The Ford Expedition will be used to support SWAT training and the transport of personnel and equipment for operational readiness. Two (2) Ford Explorer vehicles will be assigned for Police command staff use in support of administrative response and Department operations. One (1) Ford Explorer will serve as a detective pool vehicle for investigative field work. One (1) Ford Explorer will serve as a pool vehicle for the Community Development Department to support field inspections and site visits. The Ford Maverick will be assigned to the Recreation Division for transportation between facilities and routine operational support. The Ford Ranger will be assigned to the Parks Division to support inspections, site visits, and daily operational oversight of park facilities.

6.4 6.4 Staff Report

34 The FY 2024–2025 Vehicle Replacement budget included $745,000 for the replacement vehicles. Due to limited vehicle availability, City Council approved the carryover of these funds at its September 2, 2025 meeting. The FY 2025–2026 Vehicle Replacement budget has approved and available funding of $512,304. Of the twenty (20) vehicles scheduled for replacement, staff recommends the replacement of thirteen (13) vehicles for a total amount of $852,183. Vehicle costs for some of the recommended purchases exceed the originally budgeted amounts.

In particular, Police Interceptor pricing has increased in recent years due to higher base vehicle costs and escalating expenses for required public-safety upfitting, equipment, and onboard technology, including ballistic door panels and updated console and utility box designs. The budgeted amount for the replacement of these vehicles is $765,004, therefore an appropriation from the Vehicle Replacement Fund (Fund 501) of $87,179 is requested to complete the purchase.

Seven (7) additional vehicles originally scheduled for replacement in FY 2024-25 and FY 2025-26 are not recommended for purchase at this time to ensure alignment with the California Advanced Clean Fleets (ACF) regulation for vehicles over 8,500 pounds. These vehicles remain operational and continue to meet current service needs. Funding will remain in the Vehicle Replacement Fund and will be used when the vehicles reach the end of their service life and compliant replacement options are available, and purchase recommendations will be brought forward for City Council consideration.

FISCAL IMPACT
The fiscal impact of proposed replacement of thirteen (13) vehicles is $852,183 including (a) $765,004 previously appropriated in the FY 2025-2026, plus (b) a supplemental appropriation of $87,179 to pay for the actual cost in excess of budget estimates. When the new vehicles are delivered and put into service, the replaced vehicles will be sold at public auction at an estimated sale value of $4,000 to $7,000 per vehicle (or $52,000 to $91,000 in total). Net proceeds from the vehicle sales would be returned to the Vehicle Replacement Fund (501).

CITY COUNCIL VISION, MISSION, AND VALUE/PRIORITY AREA
Staff Empowerment and Operational Excellence

ATTACHMENTS
Attachment 1 – Resolution
Attachment 2 – Quotes – Serramonte Ford and Towne Ford

6.4 6.4 Staff Report

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4 RESOLUTION NO.____________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FOSTER CITY AUTHORIZING AN APPROPRIATION OF $87,179 FROM THE VEHICLE REPLACEMENT FUND (501) TO ACCOUNT NO. 501-0560-431-4384, AUTHORIZING THE PURCHASE OF THIRTEEN (13) VEHICLES FOR A TOTAL AMOUNT OF $852,183; AND FINDING THE PURCHASE EXEMPT FROM REVIEW UNDER THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) 15061(B)(3)

CITY OF FOSTER CITY
WHEREAS, staff is recommending the purchase of thirteen (13) vehicles that are scheduled for replacement; and
WHEREAS, quotes were obtained for the replacement vehicle with the lowest submitted by Serramonte Ford for eleven (11) vehicles and Towne Ford for two (2) vehicles, the amount of $664,183, plus an additional $188,000 for equipment installation, for a total of $852,183; and
WHEREAS, the lowest bids for the vehicles exceeded the budgeted amount by $87,179 and an appropriation from the Vehicle Replacement Fund is needed to complete the purchase and the installation of equipment.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Foster City does hereby authorize:

1. An appropriation of an additional $87,179 from the Vehicle Replacement Fund (501) to Account No. 501-0560-431-4384;

2. The purchase of thirteen (13) vehicles in the amount of $664,183, and an additional $188,000 for equipment installation for a total amount of $852,183; and

3. Find that the purchase is exempt from review under the California Environmental Quality Act (CEQA) 15061(b)(3) Common Sense Exemption because it can be seen with certainty that there is no possibility that this action may have a significant effect on the environment.

6.4 Attachment 1 - Resolution

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2 5
4 PASSED AND ADOPTED as a resolution of the City Council of the City of Foster City at the regular meeting held on the 17th day of February, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ART KIESEL, MAYOR
ATTEST:

PRISCILLA SCHAUS, CITY CLERK

6.4 Attachment 1 - Resolution

37 6.4
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42 VINYL REAR

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45 DESCRIPTION:

CITY OF FOSTER CITY

VEHICLE SPECIFICATIONS
2026 MODEL YEAR

FORD EXPLORER ST AGATE BLACK
The City is requesting a firm price quotation for one (1) 2026 Ford Explorer ST Agate Black with the following specifications:
{KSG) EXPLORER ST 4WD
{UM) AGATE BLACK
{153) LICENSE PLATE BRACKET
{76U) SPARE WHEEL 18 MINI

6.4 Attachment 2 - Quotes - Serramonte Ford and Towne Ford

46 1/31/26, 10:45 AM Preview Order 9999 - K8G -ST 4WD- City Of Foste Preview Order 9999 - K8G - ST 4WD: Order Summary Time of Preview: 01/31/2026 10:45:09 Receipt: NA Dealership Name: Serramonte Ford
Dealer Rep.

Customer Name

DESCRIPTION
K8GO EXPLORER ST 4WD
.119 INCH WHEELBASE

TOTAL BASE VEHICLE

AGATE BLACK METALLIC

MIKO INSERTS

ONYX INTERIOR
Vaseem Mohammed
City Of Foste
EQUIPMENT GROUP 400A
.21" ALUMINUM WHEELS
.3.0L ECOBOOST V6 ENGINE
.10-SPEED AUTO TRANSMISSION
.P275/45R21 A/5 BSW TIRES

CA NEW MTR VEHICLE BOARD FEES

TOTAL BASE AND OPTIONS

DISCOUNTS
TOTAL
ORDERING FIN: QC833 END USER FIN: QC833
SHIP TO : F72024
999 Serramonte Blvd., Colma, CA, 94014-3283
Type Fleet j Vehicle Line Explorer
Priority Code D4 I Model Year 2026

MSRP DESCRIPTION
$S690S 2ND ROW CAPTAIN'S CHAIRS
$0 BLUECRUISE EQUIP:90 DAY TRIAL
$56905 18" SPARE WHL AND JACK KIT
$0 PRICE CONCESSION INDICATOR
$0 FORD CONNECTIVIT Y -lYR TRIAL
$0 FRONT LICENSE PLATE BRACKET
$0 SO STATE EMISSIONS
$0 SPECIAL FLEET ACCOUNT CREDIT
$0 FUEL CHARGE
$0 PRICED DORA
$0 ADVERTISING ASSESSMENT
$0 DESTINATION & DELIVERY
Sales Code : F72024
Order Code 9999
Price Level 630
MSRP
$0
$0
$400
$0
$0
$0
$0
$0
$0
$0
$0
$1695
MSRP
$59000
NA
$59000
INCENTIVES DISCOUNTS:

Acc. Code ID :10 Contract/Ref n :16-2721 Bid Date :06/24/25State : CA $-2100.00 Customer Name: Customer Email:

Customer Address:

Customer Phone:

Customer Signature
This order has not been submitted to the order bank.
about:blank
Date
2/3

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3 1
DATE: February 17, 2026

TO: President and Members of the Estero Municipal Improvement District (EMID) Board of Directors
VIA: Stefan Chatwin, District Manager
Marlene, Assistant District Manager

FROM: Andrew Brozyna, Public Works Director/District Engineer Laura Galli, Engineering Manager
Justin Lai, Senior Civil Engineer
Kareem Arabi, Associate Engineer
DEPARTMENT: Public Works
SUBJECT: TASK ORDER WITH FREYER & LAURETA, INC. FOR

PROFESSIONAL ENGINEERING SERVICES IN THE AMOUNT
OF $374,100 FOR CIP 455-710 SHELL BRIDGE FORCE MAIN

REPLACEMENT PROJECT AND THE ESTABLISHMENT OF A
$56,000 CONTINGENCY

RECOMMENDATION
It is recommended that the EMID Board of Directors adopt the attached resolution authorizing:

1. The President to execute Task Order FL-2026-01 with Freyer & Laureta, Inc. in the amount of $374,100 to provide engineering design services for CIP 455-710 Shell Bridge Force Main Replacement Project under the Master Professional Water and Wastewater Engineering Services Agreement; and

2. The establishment of a contingency in the amount of $56,000 with authorization given to the District Manager or his designee, to execute contract amendments up to the contingency amount.

EXECUTIVE SUMMARY

6.5 6.5 Staff Report

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CIP 455-710 consists of the replacement of the existing 16-inch cast iron force main located on Shell Bridge with a new parallel force main under the lagoon, using trenchless (horizontal directional drilling) methodologies. Staff requested proposals from two of the City’s on-call water and wastewater engineering firms. Freyer and Lauretta, Inc. (F&L) was selected as the most qualified firm. Based on the scope of services, the proposed fees have been reviewed by staff, negotiated, and deemed appropriate. Funding in the amount of $1,500,000 has been budgeted and is available in the City CIP for this project. Design is anticipated to be completed in December 2026, followed by construction in March 2027.

BACKGROUND
An existing 16-inch cast iron force main was originally constructed in the 1960’s and is a critical facility which delivers over 500,000 gallons of sewage (approximately one-third of the wastewater generated in the City) daily to the San Mateo Wastewater Treatment Plant. The force main is attached to the Shell Boulevard bridge crossing the lagoon.

During a routine maintenance inspection, a small crack was identified on the top side of the force main that further deteriorated into a 12-inch diameter hole during repair.

Repair was completed in 2021. The localized failure of the pipe is attributed to the corrosive environment of wastewater and repeated exposure to hydrogen sulfide gas.

The District engaged BKF, one of the City’s on-call consultants, to perform a condition assessment and subsequent feasibility study of the force main to determine its overall condition and remaining useful life. The condition assessment identified other areas of the force main interior to be corroded and concluded that the recent failure observed by the City was not an isolated event and rehabilitation or replacement would be required to extend useful life.

On January 21, 2025, the EMID Board adopted EMID Resolution No. 3791 and approved a Master Professional Water and Wastewater Engineering Services Agreement with F&L. under which the City/District can access on-call professional engineering services to carry out specific tasks with the approval of a Task Order by the City/District Manager or City Council/EMID Board (depending on the scope of the task) from January 21, 2025, through January 20, 2028. F&L was selected through a competitive process, in accordance with the City’s purchasing policy, and was selected to provide on-call Professional Engineering Services along with three other firms. F&L is a Bay Area civil engineering firm with extensive experience in municipal infrastructure projects, including sanitary sewer and force main design. F&L has provided engineering services for numerous public agencies in the region and has worked on several projects with Foster City. F&L is fully qualified to manage, design, and support this project.

ANALYSIS
Based on the feasibility study completed by BKF Engineers, staff has determined that installing a new force main parallel to the existing pipe using horizontal directional

6.5 6.5 Staff Report

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drilling (HDD) is the preferred approach for this critical infrastructure project. The new force main will be installed beneath the lagoon. The existing bridge-mounted force main will remain in service during construction.

F&L will provide professional engineering design services including:

1. Preliminary design and basis of design report with geotechnical investigation, development of an HDD alignment, and 30% design drawings

2. Final design at 60%, 90%, and 100% completion with bid-ready documents

3. Bid support services

4. Construction support including submittal review, RFI responses, and preparation of record drawings
The anticipated design schedule is approximately 10 months from notice to proceed to completion of bid documents. Following completion of design, in the spring the project will be brought back to the EMID Board of Directors for advertising and to award a construction contract.

CALIFORNIA ENVIRONMENTAL QUALITY ACT
Categorically Exempt pursuant to CEQA Guidelines Section 15061(b)(3) and 15301(c) – Existing Facilities.

FISCAL IMPACT
The fiscal impact of the proposed resolution is $430,100 including (a) $374,100 for a task order with Freyer and Laureta to provide engineering design services for CIP 455- 710 Shell Bridge Force Main Replacement Project, and (b), a project contingency in the amount of $56,000 or approximately 15% of the contract amount. The fee has been deemed by staff as reasonable based on the scope of services. The project is currently funded with a budget of $1,500,000.

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

Attachment 1 – Resolution
Attachment 2 – Task Order

6.5 6.5 Staff Report

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7 RESOLUTION NO.____________

A RESOLUTION OF THE BOARD OF DIRECTORS OF THE ESTERO MUNICIPAL

IMPROVEMENT DISTRICT AUTHORIZING THE EXECUTION OF A TASK ORDER WITH FREYER & LAURETA, INC. FOR PROFESSIONAL ENGINEERING SERVICES IN THE AMOUNT OF $374,100 FOR CIP 455-710 SHELL BRIDGE FORCE MAIN REPLACEMENT PROJECT; THE ESTABLISHMENT OF A $56,000 CONTINGENCY;

AND FINDING THE APPROVAL EXEMPT FROM THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA) PURSUANT TO CEQA GUIDELINES §15061(B)(3) AND 15301(C)—EXISTING FACILITIES

ESTERO MUNICIPAL IMPROVEMENT DISTRICT
WHEREAS, CIP 455-710 is intended to repair/replace the sanitary sewer force main attached to Shell Bridge, which carries approximately one third of the city’s daily sewage to the San Mateo Wastewater Treatment Plant; and WHEREAS, in 2021, a temporary repair was completed to resolve a crack on the top side of the force main; and
WHEREAS, a condition assessment and feasibility study performed by BKF Engineers identified that the force main interior is severely corroded and concluded that rehabilitation or replacement is required to extend useful life; and WHEREAS, on January 21, 2025, the City Council/EMID Board of Directors approved a Master Water and Wastewater Engineering Services Agreement with Freyer & Laureta, Inc. (F&L) for professional engineering services under which the City can access on-call professional services by Task Order; and WHEREAS, F&L will provide engineering design services for the installation of a new force main parallel to the existing force main using trenchless (horizontal directional drilling) methodologies; and
WHEREAS, F&L will perform preliminary design, final design and develop construction documents reading for bidding, and provide construction support services for the project; and
WHEREAS, funding in the amount of $1,500,000 is available in the project budget.

NOW, THEREFORE, BE IT RESOLVED that the Board of Directors of the Estero Municipal Improvement District does hereby authorize:

1. The President to execute Task Order FL-2026-01 with Freyer & Laureta, Inc. in the amount of $374,100 to provide engineering design services for CIP 455-710 Shell

6.5 Attachment 1 - Resolution

88 4
2 6
7 Bridge Force Main Replacement Project under the Master Water & Wastewater Engineering Services Agreement; and

2. The establishment of a contingency in the amount of $56,000 with authorization given to the District Manager or his designee, to execute contract amendments up to the contingency amount.

BE IT FURTHER RESOLVED that the President is hereby authorized to execute the Task Order, in the forms, with minor, non-substantive revisions that may be approved by the District Manager and the District Legal Counsel, and to execute any other necessary documents to effectuate the terms of the Task Order.

PASSED AND ADOPTED as a resolution of the Board of Directors of the Estero Municipal Improvement District at the regular meeting held on the17th day of February 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ART KIESEL, PRESIDENT
ATTEST:

PRISCILLA SCHAUS, DISTRICT SECRETARY

6.5 Attachment 1 - Resolution

89 TASK ORDER NO. FL-2026-01

TO MASTER WATER AND WASTEWATER ENGINEERING SERVICES AGREEMENT This Task Order No. FL-2026-01 ("Task Order") is made and entered into by and between the City of Foster City/Estero Municipal Improvement District (City) and Freyer & Laureta, Inc. ("Consultant").

RECITAL
A. City and Consultant entered into an agreement entitled Master Water and Wastewater Engineering Services Agreement dated January 21, 2025, ("Agreement"), by which the Consultant agreed to perform professional water and wastewater engineering related services in accordance with task orders issued by the City.

NOW, THEREFORE, THE PARTIES HEREBY AGREE AS FOLLOWS:

1. INCORPORATION BY REFERENCE. This Task Order hereby incorporates by reference all items and conditions set forth in the Agreement.

2. SCOPE OF Task Order. Consultant shall perform the services described in the Exhibit attached hereto and incorporated herein by reference, in accordance with the terms and conditions of the Agreement.

3. PAYMENT. For services performed by Consultant in accordance with this Task Order, City will compensate Consultant in accordance with the terms and conditions of the Agreement, in an amount not to exceed $374,100 (including all hourly billings as well as reimbursable costs).

IN WITNESS WHEREOF, the City and Consultant do hereby agree to the full performance of the terms set forth herein.

City Consultant
_____________________________ _________________________ By: Art Kiesel By: Jeffrey J. Tarantino, P.E.

Title: President Title: Executive Vice President
Date: ________________________ Date: ____________________

6.5 Attachment 2 - Task Order

90 SERVICES TO BE PROVIDED, PAYMENTS, PROJECTS, AND SCHEDULE,

PROFESSIONAL ON-CALL CIVIL ENGINEERING SERVICES
This is an Exhibit attached to and made a part of and incorporated by reference to the Agreement dated January 21, 2025, by and between Freyer & Laureta, Inc., hereinafter referred to as "CONSULTANT" and the City of Foster City/Estero Municipal Improvement District, hereinafter referred to as "CITY" providing for professional services.

DESCRIPTION OF PROJECT & SCOPE OF WORK
See attached proposal.

MANAGEMENT AND PROJECT CONTROLS
In performing the Scope of Services, the CONSULTANT shall, at a minimum, execute the management and project controls described below:

The CONSULTANTs Project Manager will be responsible for the work including implementing the project management procedures and controls; and maintaining effective communications among the sub- consultants, the CITY, and other involved agencies and organizations for the duration of the project.

The working interface between the CONSULTANT and the CITY shall be defined as follows:

CONSULTANT shall submit to the CITY a monthly invoice whose format that shall include:
• List of CONSULTANT personnel, hourly rate and hours expended during the month in question along with a subtotal for CONSULTANT staff labor effort. • Itemized list of any sub-consultant staff who performed professional services during the month in question, hourly rates and hours worked during that time period and a subtotal for the subconsultants.
• Summary of all costs for labor, sub-consultant labor with mark up, other direct costs and all supporting material from the sub-consultants.

To support each invoice, the CONSULTANT shall furnish project updates that shall include the following:
• A summary of specific accomplishments during the reporting period, anticipated accomplishments scheduled for the next reporting period, and results or other deliverables, etc. • A cost summary for each specific task, that shows:
o The current period and cumulative expenditures to date. o The approved budget.
o A comparison of the estimated cost with the approved budget to show any variance.

Payment shall be made upon the completion of each specific consultant task as delineated in the project schedule.

CONSULTANT shall be available for consultation with the CITYs Project Manager at all reasonable times and shall immediately advise the project manager of requests, technical decisions, or problems that may materially affect a projects scope, quality, schedule, or cost.

PROJECT SCHEDULE
Topographic Survey and Base Map March 2026
Geotechnical Investigation and Report March-May 2026
Plans, Specifications, and Construction Cost Estimate 30% June 2026 Plans, Specifications, and Construction Cost Estimate 60% August 2026 Plans, Specifications, and Construction Cost Estimate 90% October 2026 Plans, Specifications, and Final Construction Cost Estimate December 2026 EMID Board Approval and Bid Period Dec 2026-Mar 2027

6.5 Attachment 2 - Task Order

91 Headquarters North Bay Office East Bay Office South Bay Office 150 Executive Park Blvd, Ste 4200 505 San Marin Dr, Ste A220 1101 Marina Village Pkwy, Ste 104 20863 Stevens Creek Blvd, Ste 275 San Francisco, CA 94134 Novato, CA 94945 Alameda, CA 94501 Cupertino, CA 95014 (415) 534-7070 (415) 534-7070 (510) 937-2310 (408) 516-1090 January 20, 2026
Justin Lai, P.E.

Senior Civil Engineer
Estero Municipal Improvement District
610 Foster City Boulevard
Foster City, Ca 94404

RE: Proposal for Engineering Design Services
Shell Boulevard Force Main Replacement Project (CIP 710) Foster City, California

Dear Mr. Lai,

Freyer & Laureta, Inc. (F&L) is please to submit this proposal to the City of Foster City/Esteror Municipal Improvement District (City/EMID) to provide engineering design services for the Shell Boulevard Force Main Replacement Project (CIP 710). The Project includes installation of a new force main parallel to the existing force main using trenchless methodologies. F&L has included Bennett Trenchless Engineers (BTE) and ENGEO as specialty subconsultants to deliver the Project for the City/EMID, herein referred to as the “F&L team.”

Scope of Services
F&L will provide the following tasks:

Task 1: Project Management & Coordination
F&L will provide project management, coordination, and communication throughout the duration of the study and design phases. This includes:
• Conduct a project kickoff meeting with EMID staff to confirm goals, review prior findings, and refine project objectives.
• Prepare for and facilitate monthly project meetings, including preparing both the agenda and minutes; • Prepare a detailed project schedule, deliverable list, and communication plan. • Perform QA/QC of all deliverables.
• Providing monthly progress updates, schedule tracking, and QA/QC oversight.

F&L will also provide as-needed email and phone updates to EMID’s project manager as the project progresses. We recognize the importance of providing updates when necessary, not just during the regularly scheduled monthly progress meetings, to ensure that EMID is fully informed about progress and any open action items.

Deliverables:
• Monthly progress reports (scope, schedule, budget status) • Updated project schedule (MS Project or equivalent)
• Kickoff meeting agenda and minutes (PDF format)

6.5 Attachment 2 - Task Order

92 FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers 2 • Monthly progress meeting agenda and minutes (PDF format) • Monthly invoices including monthly progress reports (PDF format) • QA/QC documentation for all submittals.

Assumptions:
• Kickoff meeting will be in person at EMID’s office and include a Project site visit. • Monthly progress meetings will be held virtually.

Task 2: Preliminary Design/Basis of Design Report
The F&L team will develop the preliminary design for the proposed replacement of the sanitary sewer force main. Our preliminary design effort includes:

• Perform site evaluation, including:
o Photo documentation of existing conditions;
o Topographic survey of the project limits;
o Engage third-party utility owners to request utility as-builts; and o Prepare field reports documenting observed conditions. • Implement geotechnical investigation that includes two borings near the existing shoreline advanced to a maximum depth of 125 feet below ground surface. Samples will be collected and analyzed for moisture content, dry unit weight, Plasticity Index, Liquid Limit, gradation, and strength tests such as undrained shear strength and unconfined compressive strength tests. All borings will be backfilled in accordance with San Mateo County requirements, and soil cuttings will be placed in 55-gallon drums for off-haul by the drilling contractor.
• Develop HDD alignment, including initial calculations to develop the proposed horizontal and vertical alignment for the trenchless crossing.
• Develop draft Preliminary Design Technical Memorandum, including 30% design, to present:
o Geotechnical report;
o Recommended trenchless alignment;
o Recommended open trench alignment, including initial tie-in details; o Proposed existing cast iron pipeline abandonment details with improvements to allow use as an emergency bypass;
o Construction phasing and staging; and
o Opinions of probable construction cost.

F&L will consultant with WRA, a specialty environmental consulting firm, to review the proposed 30% design. The purpose of the review is to identify any potential project components that may cause EMID to consider pursuing permit from the Corps. Although we do not anticipate a permit given the depth of the HDD bore, F&L will advise EMID on our team’s initial evaluation for EMID’s consideration.

6.5 Attachment 2 - Task Order

93 FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers 3 F&L will prepare for and facilitate a meeting with EMID to review and discuss the draft memorandum. F&L will prepare minutes to capture the discussion, but we anticipate EMID will provide formal comments in writing. F&L will prepare the final memorandum, which will include a written response to all comments.

Deliverables:
• Basis of Design Report including 30% Design
• Preliminary Opinion of Probable Construction Estimate • Workshop meeting agenda and minutes

Assumptions:
• All submittals will be electronic only in both PDF and MS Word formats • All meetings will be virtual
• All reviewers will provide comments in writing
• All soil samples will be non-hazardous, and no special handling or off-site disposal will be required. • Permits from environmental resource agencies will not be required.

Task 3: Final Design & Bid Documents
Building upon the approved Basis of Design, the F&L team will advance the project through successive design stages at 60%, 90%, and 100% completion. Each submittal will incorporate EMID review comments and updates to technical specifications, quantities, and OPC. Upon acceptance of the 100% design, F&L will prepare a Final Bid Package suitable for public bidding, including signed and sealed plans, specifications, and engineer’s estimate (PS&E).

F&L proposes to prepare for and facilitate design review meetings with EMID following both the 60% Design Submittal and 90% Design Submittal. The purpose of the design review meeting is to enable the F&L team to perform a page turn with EMID staff, discuss initial comments and questions, and allow F&L to provide initial responses. F&L will prepare agendas and minutes for the design review meetings.

F&L will also be available to attend up to two City Council meetings. F&L will attend either in person or virtually depending on EMID staff’s preference.

Deliverables:
• 60% Design Submittal
• 90% Design Submittal
• 100% Design Submittal (Bid-Ready)
• Final Bid Package including one printed copy
• Two workshop agendas and minutes

Assumptions:
• All meetings will be virtual.
• All reviewers will provide comments in writing.
• Proposed improvements will be determined to be Categorically Exempt for CEQA compliance.

6.5 Attachment 2 - Task Order

94 FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers 4 Task 4: Bid Construction Support
F&L will provide bid support services, including:
• Prepare for and attend one prebid meeting at the project site; • Review and respond to bidder questions;
• Prepare one draft bid addendum for EMID review;
• Prepare response to comments; and
• Prepare final bid addendum.

Deliverables:
• Draft bid addendum (PDF only)
• Final bid addendum (PDF only)

Assumptions:
• EMID will be responsible for receiving bidder questions and providing the questions to F&L. • EMID will be responsible for distributing bid addendum. • EMID will be responsible for reviewing bids and determining the lowest, responsive bidder.

Task 5: Construction Support Services
F&L will provide construction support services, including:
• Attend preconstruction meeting;
• Attend up to five construction meetings in person as requested by EMID; • Review up to 30 submittals;
• Respond to up to 15 Requests for Information;
• Review and provide written comments on up to five contractor requests for changes; • Participate in final inspection and assist EMID to develop punch list; and • Prepare Record Drawings based on contractor-provided redlines.

Deliverables:
• Up to 30 submittal review letters (PDF only)
• Up to 15 RFI responses (PDF only)
• Written comments on up to five contractor requests for changes (PDF only) • Review and edit construction manager prepared punch list (PDF only) • Record Drawings including required stamp

Assumptions:
• Construction administration, management, and inspection will be provided by others. • No more than five site visits will be provided during construction.

6.5 Attachment 2 - Task Order

95 FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers 5 • Construction staking is not included.

Schedule
F&L will provide the Scope of Work presented above on a mutually agreeable schedule. The initial baseline schedule will be developed and submitted to EMID prior to the project kickoff meeting.

Compensation
F&L will provide the Scope of Work presented above on time-and-materials basis in accordance with Charge Rate Schedule dated January 1, 2025 for a not-to-exceed fee of $374,100. Table 1 attached presents the F&L team’s estimated level of effort by task.

Thank you for the opportunity to support EMID on this critical project. Please contact me at (650) 619-3226 or [email protected] with any questions.

Very truly yours,

Jeffrey J. Tarantino, P.E., Executive Vice President
FREYER & LAURETA, INC.

Attachments
• Table 1 – Estimated Budget
• Charge Rate Schedule dated January 1, 2025

6.5 Attachment 2 - Task Order

96 TABLE 1
BUDGET ESTIMATE FOR SHELL BLVD. FORCE MAIN (CIP 710)
City of Foster City/EMID
ESTIMATED OTHER DIRECT COSTS ESTIMATED COST (2)
LABOR (Hours) (1) TOTAL
TASKS F&L WRA TOTAL UNIT QNTY UNIT 4% COST SUB
ClericalTwo Man Survey CrewStaff Engineer IStaff Engineer IVSenior Project ManagerPrincipal in ChargeSenior Project ManagerAssociate EngineerPrincipalProject GeologistPrincipal Ecologist LABOR
COST
($)
COST
($)
MARKUP
($)
PER
ITEM
($)
TOTALS
($)
115 600 170 200 265 295 276 187 410 259 313
Task 1: Project Management & Coordination
Monthly invoices and progress reports (scope, schedule, budget status)8 8 $3,040 $3,040 Create and maintain project schedule 8 4 $2,660 $2,660
Kickoff meeting agenda and minutes 4 2 2 $1,920 $1,920
Monthly progress meeting agenda and minutes 8 $2,120 $2,120 QA/QC documentation for all submittals 24 $7,080 $7,080 Subtotal Labor Hours - Task 18 12 22 26 $16,820 Estimated Cost - Task 1 $16,800 Task 2: Preliminary Design/Basis of Design Report
Basis of Design Report, Including 30% Design and site visit 90 32 8 2 108 124 8 $79,892 Day 1 $189 $8 $80,088 Topographic Survey inc. base map 16 16 4 2 $13,650 $13,650 Geotechnical Investigation and Report (inc. driller & laboratory testing) 4 12 120 $37,060 LS 1 $31,000 $1,240 $69,300 Workshop meeting agenda and minutes 8 4 2 $3,250 $3,250 Subtotal Labor Hours - Task 216 106 44 18 4 108 124 12 120 8 $133,852 Estimated Cost - Task 2 $166,300 Task 3: Final Design & Bid Documents
60% Design Submittal 8 90 32 6 2 60 100 2 4 $61,912 $61,912 90% Design Submittal 8 80 20 6 2 56 80 2 4 $52,966 $52,966 100% Design Submittal 4 16 6 4 2 24 16 $15,640 $15,640
Final Bid Package 4 8 4 2 1 $3,445 $3,445
Subtotal Labor Hours - Task 324 194 62 18 7 140 196 4 8 $133,962 Estimated Cost - Task 3 $134,000 Task 4: Bid Construction Support
Prepare for and attend prebid meeting 4 2 $1,330 $1,330 Review bidder questions 8 4 2 2 8 2 $5,859 $5,859
Prepare bid addendum 8 4 4 1 4 2 $4,992 $4,992
Subtotal Labor Hours - Task 4 16 12 8 3 12 4 $12,181 Estimated Cost - Task 4 $12,200

BTE ENGEO
Budget_Foster City Shell Blvd Forcement_2026-01-20.xlsx/Budget_Estimate_Final Last Printed: 1/20/2026 Page 1 of 2 FREYER LAURETA, INC. Civil Engineers · Surveyors · Construction Managers

6.5 Attachment 2 - Task Order

97 TABLE 1
BUDGET ESTIMATE FOR SHELL BLVD. FORCE MAIN (CIP 710)
City of Foster City/EMID
ESTIMATED OTHER DIRECT COSTS ESTIMATED COST (2)
LABOR (Hours) (1) TOTAL
TASKS F&L WRA TOTAL UNIT QNTY UNIT 4% COST SUB
ClericalTwo Man Survey CrewStaff Engineer IStaff Engineer IVSenior Project ManagerPrincipal in ChargeSenior Project ManagerAssociate EngineerPrincipalProject GeologistPrincipal Ecologist LABOR
COST
($)
COST
($)
MARKUP
($)
PER
ITEM
($)
TOTALS
($)
115 600 170 200 265 295 276 187 410 259 313

BTE ENGEO
Task 5: Construction Support Services
Prepare for and attend preconstruction meeting 4 4 2 $2,010 $2,010 Provide 30 submittal review letters 60 8 4 2 $13,450 $13,450 Provide 15 RFI responses 40 8 4 2 $10,050 $10,050
Written comment on up to five contractor requests for changes 8 4 2 $3,250 $3,250 Perform up to five site visits 40 8 4 $9,460 $9,460
Record Drawings, including required stamp 20 8 4 2 $6,650 $6,650 Subtotal Labor Hours - Task 5 164 44 22 8 $44,870 Estimated Cost - Task 5 $44,900 Total Labor Hours32 16 480 174 88 48 260 324 16 128 8 $341,685 Total Estimated Cost $374,100 Notes to Table:
(1)All subconsultant hourly rates include F&L markup.
(2)Estimated costs are rounded to the nearest $100.

Budget_Foster City Shell Blvd Forcement_2026-01-20.xlsx/Budget_Estimate_Final Last Printed: 1/20/2026 Page 2 of 2 FREYER LAURETA, INC. Civil Engineers · Surveyors · Construction Managers

6.5 Attachment 2 - Task Order

98 Effective January 1, 2025

CHARGE RATE SCHEDULE
Professional & Technical Services of Freyer & Laureta, Inc. staff are provided on a fixed fee or an hourly rate basis as follows:

Fixed Fee
Where a definitive scope of work can be established, many of our clients prefer that a specific fee be agreed upon in advance. Billings are submitted monthly based upon percent complete as of the last accounting day of the month.

Hourly Rate
Applicable to Plan Preparation, Design, and Report services where the scope of work must remain open, Freyer & Laureta, Inc. utilizes the following hourly charge rate basis for billing purposes.

Consulting Category 2025 Rate
Production Aide - Clerical $115
Drafter I - Technical Typist - Survey Tech II $120
Drafter II - Word Processor $130
Engineering Tech I - Drafter III $145
Staff Engineer I - Engineering Tech II - Survey Tech III $170 Staff Engineer II - Engineering Tech III - Survey Tech IV $175 Staff Engineer III - Senior Engineering Tech $180
Staff Engineer IV - Survey Tech V - Construction Inspector $200 Associate Engineer - Associate Surveyor (L.L.S.) $215
Senior Engineer - Construction Manager $230
Senior Construction Inspector $230
Project Manager - Principal Surveyor (L.L.S.) $245
Senior Project Manager - Principal Surveyor (L.L.S.) $265 Associate Principal $275
Principal $295
Forensic Engineering $400
Deposition & Court Appearance $500
Subconsultant, Reproduction, Printing, Travel, Mailing & Delivery - Cost plus 10% Interest Charge - Billings are due and payable
within 30 days. A monthly interest charge equal to the
Federal Discount Rate plus 5% will be applied on the
next billing beyond the 30-day payment period.

The foregoing Charge Rate Schedule is
incorporated into the Agreement for the Services of
Freyer & Laureta, Inc. and may be updated annually.
www.freyerlaureta.com

6.5 Attachment 2 - Task Order

99 DATE: February 17, 2026

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

FROM: Marlene Subhashini, Assistant City Manager
Dane Hutchings, Founder + CEO, California Public Policy Group (CPPG)
DEPARTMENT: City Manager
SUBJECT: 2026 STATE LEGISLATIVE PLATFORM AND POLICY

RECOMMENDATION
It is recommended that the City Council, by Minute Order, consider and approve the 2026 State Legislative Platform and Policy.

EXECUTIVE SUMMARY
State legislation has the potential to have direct and significant impacts on a city’s legal and regulatory authority, as well as its fiscal, operational, and environmental stability.

Active legislative engagement protects and enhances the interests of Foster City’s residents and businesses. A legislative platform and corresponding policy enables the City to proactively engage on a wide variety of state legislative proposals that may impact the City’s ability to operate effectively. The platform conveys to legislators, policymakers, and the public where the City stands on important policy issues and legislative proposals.

On December 18, 2023, the City Council adopted Minute Order No. 1954, approving the 2024 State Legislative Platform and Policy. At the time, staff noted that the legislative platform is a living document and recommended that the platform be reviewed and amended every other year in conjunction with the beginning of each two- year legislative session.

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Platform updates are guided by staff feedback based on new Council priorities and any planning documents adopted by the City. Based on legislative trends and Council priorities for the community, staff worked with its legislative advocacy firm, California Public Policy Group (CPPG), to prepare an updated 2026 Legislative Platform and Policy document for Council consideration and adoption at the February 17 Council meeting.

Upon Council approval, the updated platform will assist staff and CPPG in responding swiftly to the rapidly changing nature of legislative proposals throughout the year.

Attachment 1 shows the clean version of the final 2026 Legislative Platform and Policy, and Attachment 2 shows the redlined version.

BACKGROUND
At its core, legislative advocacy involves working with individual lawmakers both within the City’s legislative district and throughout the state – committee staff, the Governor’s administration, and regulatory officials to support the City’s initiatives, goals, policies, and priorities.

A legislative platform is a set of guiding principles that reflects the overarching ideals and priorities of the City Council. Having a legislative platform is critical to the effectiveness of an overall legislative advocacy program as it provides broad policy statements that enables the City and its legislative advocacy firm to sift through the thousands of legislative proposals introduced each legislative session and identify those measures that fall within the scope of the platform. The practice of adopting a legislative platform and policy is commonplace for public agencies that wish to maintain a sustained and engaged presence in the State legislative process.

The platform comprises of policy statements, adopted by the City Council, that provide the framework for responding to legislative issues of importance in a timely manner. A “legislative policy” is the procedure or approved process of adopting positions that align with the spirit of the legislative platform.

For additional background information, please refer to the CPPG 2025 End-of-Year Report (Attachment 3) and prior City Council Staff Report (Link).

ANALYSIS
Based on the 2024 Legislative Platform and Policy, the City has been able to swiftly take positions on bills that are supported by the platform and policy statements. If bills do not clearly fall within the scope of the legislative platform, or if there is any ambiguity, or if staff think that the bill needs to be brought forward for Council discussion, then staff will do so on a case-by-case basis. However, when a bill falls clearly within the scope of the adopted platform statements, it allows staff, with the help of CPPG, to engage on the bill by taking a position without having to bring that particular bill to the entire

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Council. Councilmembers may also request that any legislation of interest—whether within or outside the scope of the platform—be brought forward for Council discussion.

Maintaining and updating the legislative platform is an important component for the City’s overall legislative advocacy program. As a living document, it is recommended that the City’s legislative platform be reviewed and amended every other year in conjunction with the beginning of each two-year legislative session. During each legislative session, staff works with CPPG to recommend updates to the platform based on emerging and ongoing legislative trends, locally identified issues that may require state policy reforms, Council’s annual strategic priorities, and other relevant factors to ensure the platform reflects the direction of the City Council.

Sustained engagement enables staff and by extension, CPPG, to update and reissue policy letters as legislation is amended, actively engage with the City’s legislative delegation and other stakeholders on legislation that the Council has adopted a position, as well as negotiate on bills and seek amendments in legislation to best position the City.

In alignment with the new legislative year, staff made some refinements to the legislative platform as explained below. Updates were made based on recurring meetings with City staff, legislative trends, Council priorities and any adopted Planning documents.

The following statements were added:
To advance the City’s sustainability goals as outlined in the City’s adopted Climate Action Plan.
To protect local agency tax and fee authority based upon trends seen in the 2025 legislative session.
To reflect legislative recommendations from the State Auditor in response to an audit of state housing element law.
To preserve local authority to promote safe electric bicycle use.

Some language was revised to improve clarity. No changes were made to the Legislative Policy.

Council Communication and Legislative Advocacy Process
Staff will continue to keep the full Council informed of the City’s position on legislation based on the adopted legislative platform. CPPG and staff will continue to provide monthly state legislative tracking documents outlining priority legislation, bill status, and the City’s adopted position. In addition, CPPG and staff will provide monthly written updates to the full Council during key state legislative deadlines throughout each year.

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These updates are in addition to the comprehensive end-of-year report that is provided to the City.

Should Council review the list of positioned bills and wish to change its position, that item will be scheduled for discussion at a duly noticed public meeting. Following the meeting, a formal letter may be drafted and submitted to the relevant legislative policy committee to reflect the change in – or removal of – a policy position.

City staff, along with CPPG, will also provide formal legislative updates to the Council during a regularly scheduled Council meeting at least three (3) times a year.

Using the approved Legislative Platform as a guide, the Legislative Policy outlines the formal process for responding to legislative proposals in a streamlined manner as follows:

1. Once a determination is made that a legislative proposal may impact the City based on the Council-adopted Legislative Platform, a letter outlining the City’s position (support, support if amended, oppose, oppose unless amended) will be drafted for the Mayor’s signature.

2. If the Mayor is unavailable and when time is of the essence, the Vice Mayor will sign the position letter.

3. If a legislative issue is not addressed in the adopted Legislative Platform but impacts the City, staff will place the matter on a City Council meeting agenda for consideration.

4. The position letter will be sent to the bill’s author, the City’s legislative representatives, League of California Cities (CalCities), and other stakeholders as deemed appropriate.

5. A copy of the final letter will be transmitted to the full City Council from the City Manager’s Office.

In alignment with Council direction at the February 2, 2026 Council meeting, the position letters will continue to outline specific operational, financial and/or regulatory impacts of the proposed bill on the City and will be highlighted in the CPPG End of Year Report.

California Environmental Quality Act
The action proposed herein is exempt from the California Environmental Quality Act (CEQA), pursuant to state CEQA Guidelines Section 15061 (b)(3).

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FISCAL IMPACT
There is no fiscal impact associated with this effort.

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

Attachment 1 – 2026 Draft State Legislative Platform and Policy – Clean Version Attachment 2 – 2026 Draft State Legislative Platform and Policy – Redlined Version Attachment 3 – CPPG 2025 End of Year Report

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1 CITY OF FOSTER CITY
2026 LEGISLATIVE PLATFORM

PURPOSE
Foster City’s State Legislative Platform affirms the City Council’s position on current issues with the potential to directly or indirectly impact the City. The Legislative Platform is a guiding document that the City will continue to work with constituents, legislative consultants, and elected representatives to promote and preserve the City’s interest at the State level.

In advance of each new legislative session – or each year should Council request, the City Council will consider modifying its platform by taking into consideration emerging and ongoing legislative trends, issues emerging locally that may require state policy reforms, Council’s annual strategic goals and priorities, or other factors deemed appropriate by the City to ensure its policy statements reflect the direction of the Council.

Below are the Guiding Principles and Policy Statements that will allow City staff to address legislative and regulatory issues in a timely manner, without precluding the consideration of additional legislative and budget issues that may arise during the legislative session.

GUIDING PRINCIPLES
I. STRATEGIC PRIORITIES
Support measures that enhance the ability for Council to achieve its strategic goals and priorities. Monitor legislation that seeks to undermine the ability for Council to implement its vision and mission for the City of Foster City both in the near term and the future.

II. RETAIN LOCAL DECISION MAKING
Preserve and protect the City’s powers, duties, and prerogatives to enact local legislation and policy direction concerning local affairs and monitor legislation that preempts local decision-making authority.

III. PROMOTE FISCAL STABILITY
Support measures that promote fiscal stability, predictability, financial independence, and preserve the City’s revenue base. Support legislation that maintains or increases local decision-making authority and actions over local

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2 government budgeting. Oppose measures that divert or eliminate local funds or create unfunded mandates/mandated costs with no guarantee of local reimbursement or offsetting benefits.

IV. SUPPORT FUNDING OPPORTUNITIES
Support opportunities that allow the City to compete for its fair share of regional, state, and federal funding. Support funding for programs that benefit air quality, water quality, affordable housing, public safety, and public health.

LEGISLATIVE PLATFORM STATEMENTS
City Administration

1. Support legislation that promotes efforts to advance Diversity, Equity, and Inclusion (DEI) organizational practices, policies, and procedures.

2. Support legislation that facilitates the ability of local government to share resources to increase efficiencies and decrease costs, including local efforts to address regional management of fire services.

3. Oppose legislation and ballot propositions that create new unfunded mandates to local governments and taxpayers or cause negative fiscal impacts affecting local tax allocations or limiting revenue authority.

4. Oppose legislative efforts that eliminate, reduce or limit the ability to impose documentary transfer taxes.

5. Support long-term statutory solutions to adequately reimburse cities from the Vehicle License Fee (VLF) Swap of 2004 as well as short-term, temporary adjustments, and oppose attempts from the state of California that aim to claw back VLF revenues.

6. Oppose measures that reduce local decision-making authority over employee relations issues, including service contracting, or mandating new or enhanced local government employee benefits.

7. Support efforts to maintain fiscal solvency with respect to unfunded pension and retiree healthcare liability. Support efforts that decrease local costs.

8. Oppose legislation or a constitutional amendment that would remove local discretion for Bradley-Burns uniform local sales and use tax allocations.

Governmental Transparency and Public Access

1. Support legislation that balances increased public trust, increased civil and respectful civic participation and engagement, and access to public meetings while realizing the fiscal and operational constraints of local government.

2. Monitor and evaluate state proposals that create new mandates under the California Public Records Act without state reimbursement provisions.

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3 Economic Development

1. Support policies, projects, programs, and regulations for diversifying Foster City’s primary economic base and facilitating investment that will result in strengthening local jobs and creating an environment that is attractive to current and emerging industries.

2. Support efforts to provide funding mechanisms and economic development tools including infrastructure investment, housing, and economic development.

3. Support economic development initiatives that preserve and enhance a positive business climate. Support measures that strengthen and diversify the local business tax base.

4. Support policies, programs, and regulations that allow for the continued disbursement of sales and use taxes which enhance and/or maintain the financial needs of Foster City.

Sustainability

1. Support legislation that provides funding opportunities for the City, for public transportation, housing, and economic development.

2. Support continued funding and incentives to local agencies to improve air quality through the reduction of greenhouse gas emissions, and use of clean energy and technology.

3. Support policies, guidelines, incentives, and funding for programs that benefits air quality, water quality, infrastructure, and public health.

4. Support policies and funding measures to increase access and promote increased electrification and Electric Vehicle (EV) Charging infrastructure in Foster City.

5. Support legislation that promotes Peninsula Clean Energy (PCE) and locally run Community Choice Aggregators (CCA) across California.

6. Support state policies, funding, and incentive programs that assist local governments and property owners in building electrification and decarbonization efforts, while preserving local discretion, cost-effectiveness, and flexibility in implementation.

7. Support state climate policies that recognize the shared responsibility between state and local governments in achieving greenhouse gas reduction targets and provide corresponding funding, technical assistance, and regulatory flexibility to support local implementation.

Hazard Mitigation

1. Support programs which provide funding for hazard mitigation projects, such as flood protection measures, including those identified in the FEMA-approved Local Hazard Mitigation Plan.

2. Support funding of state efforts to update and prepare earthquake hazard mapping.

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4 Solid Waste and Recycling

1. Support measures that maintain and/or enhance local authority and flexibility to regulate solid waste and recyclables.

2. Support measures that promote procurement and market development of cost- effective recyclable and recycled materials.

3. Support legislation that facilitates development of local and regional recycling and composting facilities that results in increasing diversion of waste toward recycling, composting, and reuse.

Water Supply

1. Support and monitor legislation that would increase the availability of water supply and drought relief measures as well as increased funding for, water conservation, water reuse technologies, water recycling, local water storage, and other water supply technologies.

2. Support legislation or regulatory efforts that reflect the realities of persistent drought conditions and impacts associated with reduced water supply in support of meeting state mandated Regional Housing Needs Assessment (RHNA) targets.

Land Use Planning and Housing

1. Support efforts to strengthen the legal and fiscal capability of Foster City to prepare, adopt, and implement plans for orderly growth, development, beautification, and conservation of local planning areas.

2. Support housing measures that promote the preservation of existing affordable housing and development of new affordable housing. Monitor and evaluate measures which will impact local decision-making authority.

3. Support affordable housing funding opportunities that are made available to Foster City through statewide bond and grant efforts.

4. Monitor and evaluate measures which would undermine local land use and zoning regulations and the planning vision of Foster City that has detrimental public health and safety impacts on the community.

5. Support measures which meet the State’s planning goals in a collaborative manner with Foster City, ensuring communities evolve in a manner that reflects the will of our residents while protecting the public’s health, safety, and welfare.

6. Support all efforts to create efficiencies within CEQA while supporting local discretion and planning efforts to limit delays.

7. Support legislation that prevents CEQA lawsuits from being filed for any reason other than a bonafide environmental impact.

8. Oppose legislation that would cap, eliminate, delay, or otherwise preempt the City’s authority to establish, assess, and negotiate reasonable development impact fees, and support local discretion to ensure that new development pays its fair share of infrastructure, public services, and community facilities—without

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5 shifting financial burdens onto existing residents or the City.

9. Support legislation that ties housing element statutory implementation deadlines to the timely issuance of formal guidance from the California Department of Housing and Community Development (HCD). Clear compliance standards will reduce uncertainty and litigation risk for local jurisdictions in current as well as future RHNA cycles.

Parks, Open Space, and Recreation

1. Support legislation and funding opportunities (e.g., federal and state park grant funds, conservancy grant funds, project mitigation funds, etc.) that helps cities build better, stronger communities by providing funding to improve air, water, parks, open space, natural resources, historic preservation, and arts and cultural resources.

2. Support legislation that seeks to preserve and enhance parks, open space, and recreational amenities within Foster City.

Public Safety

1. Support legislation that strengthens community-oriented public safety policies.

2. Support legislation that strengthens local law enforcement’s ability to prevent and fight crime, including funding to increase staffing, and procuring equipment and crime prevention tools to maintain public safety.

3. Support legislation that would deter and reduce repeat drug, organized retail, and property crime offenses.

4. Support legislation and statewide policy efforts that promote the safe, responsible, and well-regulated use of electric bicycles and similar emerging micromobility devices, while preserving local authority to address community- specific safety concerns.

Fire and Emergency Medical Services

1. Support local control of emergency medical services and ambulance services, including pre-hospital care and transport.

2. Monitor and evaluate legislation that reduces building and fire code standards aimed at protecting the health and safety of our residents.

Transportation

1. Support legislation that would maximize the effectiveness of funding for local transportation projects throughout the City where appropriate, including programs or projects that facilitate last-mile transit and enhanced pedestrian safety.

2. Support measures that allow for dedicated transportation-related tax revenues and ability of local agencies to finance local transportation programs and projects while protecting local transportation dollars from getting diverted or eliminated by the state.

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6 3. Support joint planning efforts and projects with Foster City’s neighboring cities on traffic congestion relief projects.

4. Oppose efforts to raise Bay Area bridge tolls through state legislative proposals.

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7 LEGISLATIVE POLICY
In alignment with City Council approved annually adopted strategic priorities, the intent of the Legislative Policy is to codify a process that allows the City to have quick and sustained engagement on legislative issues important to the City.

The City Manager or designee will identify and inform Council on proposed legislation and other policy-related matters that may have a direct and significant impact on the city’s fiscal, operational, and environmental health, and the overall quality of life enjoyed by Foster City residents and other stakeholders.

This policy is not intended to limit the prerogative of individual Councilmembers from expressing their individual support for or opposition to any Local measure, or State proposition, State or Federal legislation, or grassroots advocacy actions. However, in doing so, the member should clearly state that they are speaking for themselves, not on behalf of the Council or the City.

Position Adoption
In consultation with the City staff, the City Manager or designee shall be permitted to exercise discretion to adopt a formal legislative position without taking items to the full Council so long as the proposed position is clearly in alignment with the Council adopted Legislative Platform.

In the case where a pending state legislative proposal falls outside of the scope of the approved Legislative Platform or if there is any ambiguity, that item will be placed on a future Council meeting agenda for review and consideration by the full Council.

Legislative Positions
The City’s legislative positions, as further defined below, may be supported with additional advocacy efforts, including but not limited to:
Position letters, including updating said letters as legislation is amended and/or advances through the process, fact sheets, and other legislative advocacy support materials.
Preparing staff and councilmember testimony to legislative committees and other legislative and regulatory bodies; and
In person meetings and phone calls with members of legislative and regulatory agencies.

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8 Possible positions that can be adopted on legislation include:
Support – A support position indicates to the legislature, regulatory agencies, and other stakeholders, that Foster City is in favor of the legislation in question. Support if Amended – A support if amended position indicates to the corresponding legislature, regulatory agencies, and other stakeholders, that Foster City is in favor of the legislation in question, if the requested changes are adopted. Oppose – An oppose position indicates to the legislature, regulatory agency, and other stakeholders, that Foster City is against the legislation in question. Oppose Unless Amended – An oppose unless amended position indicates to the legislature, regulatory agencies, and other stakeholders, that Foster City is against the legislation in question, unless the requested changes are adopted. Neutral – A neutral position indicates to the corresponding legislature, regulatory agencies, and other stakeholders, that Foster City is impartial on the legislation in question and does not wish to take a position or has formally removed their prior adopted position due to changes being made to the legislation or proposal. Monitor and Evaluate (Watch) – Monitor and Evaluate is an internal position which indicates that the City of Foster City is monitoring and evaluating the legislation to assess technical and/or compliance issues without taking a formal position (as indicated above). Prior to the City adopting a formal position, the City can use this position to engage with legislators and provide technical feedback and even attempt to secure amendments to address clarifying issues. Should the City choose to adopt a formal position as the legislative process progresses, staff will bring forward the item and recommend a position for Council’s consideration.

Council Communication
In order to ensure that the full Council is apprised of the City’s position, the City Manager or designee shall notify the Council of an adopted legislative position. Furthermore, the City’s legislative consultant and/or staff shall provide monthly state legislative tracking documents outlining priority legislation, status, and the City’s position if one has been adopted. The City’s legislative consultant and/or City staff shall provide monthly written updates to the full Council during key state legislative deadlines throughout each year.

These updates are in addition to the comprehensive end-of-year report that is provided to the City.

In addition, City staff along with its legislative consultants commit to providing formal legislative updates to the Council during a regularly scheduled Council meeting at least three (3) times a year. These updates may include discussion on bills that are under

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9 ‘monitor and evaluate’ status where staff is recommending that the Council adopt a formal position.

Using the approved Legislative Platform as a guide, the Legislative Policy outlines the formal process for responding to legislative proposals in a streamlined manner as follows:

2. If the Mayor is unavailable and when time is of the essence, the Vice Mayor will sign the position letter.

3. If a legislative issue is not addressed in the adopted Legislative Platform but impacts the City, staff will place the matter on a City Council meeting agenda for consideration.

4. The position letter will be sent to the bill’s author, the City’s legislative representatives, League of California Cities (CalCities), and other stakeholders as deemed appropriate.

5. A copy of the final letter will be transmitted to the full City Council from the City Manager’s Office.

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1 CITY OF FOSTER CITY
2026 LEGISLATIVE PLATFORM

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2 government budgeting. Oppose measures that divert or eliminate local funds or create unfunded mandates/mandated costs with no guarantee of local reimbursement or offsetting benefits.

LEGISLATIVE PLATFORM STATEMENTS
City Administration

1. Support legislation that promotes efforts to advance Diversity, Equity, and Inclusion (DEI) organizational practices, policies, and procedures.

3. Oppose legislation and ballot propositions that create new unfunded mandates to local governments and taxpayers or cause negative fiscal impact that affect local tax allocations or limit the ability of local governments to increase revenues impacts affecting local tax allocations or limiting revenue authority.

3.4. Oppose legislative efforts that eliminate, reduce or limit the ability to impose documentary transfer taxes.

4.5. Support long-term statutory solutions to adequately reimburse cities from the Vehicle License Fee (VLF) Swap of 2004 as well as short-term, temporary adjustments, and oppose attempts from the state of California that aim to claw back VLF revenues.

5.6. Oppose measures that reduce local decision-making authority over employee relations issues, including service contracting, or mandating new or enhanced local government employee benefits.

7. Support efforts to maintain fiscal solvency with respect to unfunded pension and retiree healthcare liability. Support efforts that decrease local costs.

6. Oppose legislation or a constitutional amendment that would remove local discretion for Bradley-Burns uniform local sales and use tax allocations.

7.8. Governmental Transparency and Public Access

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3 Support legislation that would increase civil and respectful civic participation and engagement, including the continued allowance of legislative subcommittees, advisory committees, and commissions to participate virtually (post COVID-19 State of Emergency) without physical location posting requirements under the Ralph M. Brown Act.

1. Monitor and evaluate state proposals that create new mandates under the California Public Records Act without state reimbursement provisions.

Economic Development

2. Support efforts to provide funding mechanisms and economic development tools including infrastructure investment, housing, and economic development.

3. Support economic development initiatives that preserve and enhance a positive business climate. Support measures that strengthen and diversify the local business tax base.

4. Support policies, programs, and regulations that allow for the continued disbursement of sales and use taxes which enhance and/or maintain the financial needs of Foster City.

Sustainability

1. Support legislation that provides funding opportunities for the City, for public transportation, housing, and economic development.

2. Support continued funding and incentives to local agencies to improve air quality through the reduction of greenhouse gas emissions, and use of clean energy and technology.

3. Support policies, guidelines, incentives, and funding for programs that benefits air quality, water quality, infrastructure, and public health.

4. Support policies and funding measures to increase access and promote increased electrification and Electric Vehicle (EV) Charging infrastructure in Foster City.

5. Support legislation that promotes Peninsula Clean Energy (PCE) and locally run Community Choice Aggregators (CCA) across California.

5.7. Support state climate policies that recognize the shared responsibility between state and local governments in achieving greenhouse gas reduction targets and provide corresponding funding, technical assistance, and regulatory flexibility to support local implementation.

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4 Hazard Mitigation

1. Support programs which provide funding for hazard mitigation projects, such as flood protection measures, including those identified in the FEMA-approved Local Hazard Mitigation Plan.

2. Support funding of state efforts to update and prepare earthquake hazard mapping.

Solid Waste and Recycling

1. Support measures that maintain and/or enhance local authority and flexibility to regulate solid waste and recyclables.

2. Support measures that promote procurement and market development of cost- effective recyclable and recycled materials.

3. Support legislation that facilitates development of local and regional recycling and composting facilities that results in increasing diversion of waste toward recycling, composting, and reuse.

Water Supply

Land Use Planning and Housing

3. Support affordable housing funding opportunities that are made available to Foster City through statewide bond and grant efforts.

6. Support all efforts to create efficiencies within CEQA while supporting local discretion and planning efforts to limit delays.

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5 1. Support legislation that prevents CEQA lawsuits from being filed for any reason other than a bonafide environmental impact.

2. Oppose legislation that would cap, eliminate, delay, or otherwise preempt the City’s authority to establish, assess, and negotiate reasonable development impact fees, and support local discretion to ensure that new development pays its fair share of infrastructure, public services, and community facilities—without shifting financial burdens onto existing residents or the City.

1.3. Support legislation that ties housing element statutory implementation deadlines to the timely issuance of formal guidance from the California Department of Housing and Community Development (HCD). Clear compliance standards will reduce uncertainty and litigation risk for local jurisdictions in current as well as future RHNA cycles.

Parks, Open Space, and Recreation

2. Support legislation that seeks to preserve and enhance parks, open space, and recreational amenities within Foster City.

Public Safety

1. Support legislation that strengthens community-oriented public safety policies.

3. Support legislation that would deter and reduce repeat drug, organized retail, and property crime offenses.

3. Support legislation and statewide policy efforts that promote the safe, responsible, and well-regulated use of electric bicycles and similar emerging micromobility devices, while preserving local authority to address community- specific safety concerns.

4. Fire and Emergency Medical Services

1. Support local control of emergency medical services and ambulance services, including pre-hospital care and transport.

2. Monitor and evaluate legislation that reduces building and fire code standards

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6 aimed at protecting the health and safety of our residents.

Transportation

3. Support joint planning efforts and projects with Foster City’s neighboring cities on traffic congestion relief projects.

4. Oppose efforts to raise Bay Area bridge tolls through state legislative proposals.

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These updates are in addition to the comprehensive end-of-year report that is provided to the City.

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9 ‘monitor and evaluate’ status where staff is recommending that the Council adopt a formal position.

Using the approved Legislative Platform as a guide, the Legislative Policy outlines the formal process for responding to legislative proposals in a streamlined manner as follows:

2. If the Mayor is unavailable and when time is of the essence, the Vice Mayor will sign the position letter.

3. If a legislative issue is not addressed in the adopted Legislative Platform but impacts the City, staff will place the matter on a City Council meeting agenda for consideration.

4. The position letter will be sent to the bill’s author, the City’s legislative representatives, League of California Cities (CalCities), and other stakeholders as deemed appropriate.

5. A copy of the final letter will be transmitted to the full City Council from the City Manager’s Office.

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2025 END OF YEAR REPORT

CITY OF FOSTER CITY

Prepared by:

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

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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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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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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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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.

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.

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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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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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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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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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• 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.

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DATE:February 17, 2026
TO: Mayor and Members of the City Council
VIA: Stefan Chatwin, City Manager
Marlene Subhashini, Assistant City Manager
FROM: Derek Schweigart, Parks and Recreation Director
DEPARTMENT: Parks and Recreation
SUBJECT: PARKS AND RECREATION COMMITTEE'S 2025 YEAR END

REPORT, REVIEW OF MISSION STATEMENT, AND GOALS
FOR 2026

RECOMMENDATION
It is recommended that the City Council by Minute Order, accept the Parks and Recreation Committee's 2025 Year-End Report; approve the Mission Statement; accept the Goals for 2026, and provide direction to the committee on other Council initiatives or priorities for the upcoming year.

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

At a regular meeting on February 3, 2026, the Parks and Recreation Committee approved the following:

1. 2025 Year-End Report

2. Mission Statement

3. Goals for 2026
It is recommended that by Minute Order, the City Council accept the Parks and Recreation Committee’s 2025 Year-End Report, approve the Mission Statement, and accept the Goals for 2026.

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CALIFORNIA ENVIRONMENTAL QUALITY ACT
Not Applicable

FISCAL IMPACT
There is no fiscal impact.

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

Attachment 1 - 2025 Parks and Recreation Committee Year-End Report Attachment 2 - Mission Statement and Goals for 2026

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City of Foster City
Parks & Recreation Citizens Advisory Committee
2025 Year-End Report
The Parks and Recreation Committee (PRC) serves as an advisory body to the City Council and as a forum between residents and the Department of Parks and Recreation. The Committee acts in the spirit of City Council priorities and Department goals to help ensure that Foster City’s parks, facilities, programs, and events remain responsive to community needs and support comprehensive community engagement.

This 2025 Year-End Report is modeled after the Committee’s 2024 Year-End Report and summarizes the Committee’s mission, goals, accomplishments, and areas of focus during the year.

Mission Statement: The Parks and Recreation Committee of the City of Foster City shall serve as an advisory committee to City Council and as an advisory forum between citizens and the Department of Parks and Recreation. The Committee shall act in the spirit of City Council priorities and Parks and Recreation Department goals and objectives to provide for a parks and recreation program that is responsive to the interests of Foster City citizens and strives for comprehensive community engagement.

1.Vision for Parks, Facilities, and Programs: Study and evaluate City parks, lagoon systems, facilities, programs, and operations to ensure they meet the current and future needs of the changing community. Areas of focus in 2025 included the Community Center Rebuild Project (including temporary facility transitions), the Parks Master Plan, and support for the City’s Age Friendly Cities Initiative and Action Plan. Reviewed, discussed, and approved the 2024 Parks and Recreation Committee Year-End Report, Mission Statement, and 2025 Goals for presentation to City Council (February 4, 2025 meeting). Participated in multiple Parks Master Plan study sessions and input exercises, including prioritization criteria, park type standards, proposed guidelines, and policy recommendations (February, June, August, and September 2025 meetings).
Appointed Committee representatives to support Parks Master Plan engagement and provided structured feedback to staff and consultants following community workshops.
Received regular progress updates and provided advisory input on the Foster City Community Center Rebuild Project, including demolition completion, foundation work, structural steel erection, enclosure planning, and risk management considerations (January–November 2025).
Participated in a Community Center visioning exercise to inform future programming and community use of the rebuilt facility (November 4, 2025 meeting).
Reviewed presentations from the Youth Advisory Committee, Senior Tech Program, and 55+ Club, strengthening alignment between Parks and Recreation programming and evolving community needs (January and March 2025

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meetings).

2.Safe and Well-Maintained Facilities, Parks, and Lagoon: Provide recommendations and guidance to City Council and City staff to ensure City facilities, parks, and the lagoon system are safe, well maintained, and responsive to community needs. Focus areas included lagoon safety and water quality, the Canada Goose Population Management Plan, and Levee Trail signage and safety. Reviewed and discussed Lagoon Safety and Water Quality with Public Works staff and consultants, including marine operations and water safety considerations (January 7, 2025 meeting).
Monitored and provided input on the Canada Goose Population Management Program, including public education considerations and expansion of affected park areas (February, June, and September 2025 meetings). Continued oversight of Levee Trail safety and signage, including shared-use concerns and follow-up discussions after reopening (February, June, and August 2025 meetings).
Reviewed pesticide safety and reporting practices through a staff-led presentation, reinforcing safe maintenance practices and transparency (September 9, 2025 special meeting).
Reviewed updates on annual sports field renovations and ongoing park maintenance projects to ensure quality and safety of recreational facilities (November 4, 2025 meeting).

3.Community Engagement: Engage with the Foster City community to receive input regarding open space, facilities, recreation programs, and activities, with the goal of increasing participation and ensuring responsiveness to community needs. Committee members served as ambassadors and volunteers for Parks and Recreation events and programs throughout the year.
Served as ambassadors and volunteers for numerous Parks and Recreation programs and community events throughout the year, including youth, adult, and senior-focused activities.
Reviewed and provided feedback on City special events planning and evaluations, including summer events and seasonal programming (March and October 2025 meetings).
Participated in presentations from community and non-profit partners, including BayBasi, Foster City Community Garden Association, and other civic organizations, strengthening collaboration and outreach (May and August 2025 meetings).
Appointed and participated in a Summer Concert Series band selection subcommittee, providing community-oriented input into cultural programming decisions (mid-2025).
Discussed community concerns raised during meetings, including e-bike safety, park accessibility, and communication strategies to improve public awareness of Parks and Recreation offerings.

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4.Sustainability: Research and evaluate opportunities for partnerships with school districts, service clubs, youth sports organizations, non-profits, and businesses to enhance and sustain program offerings through shared efforts. Areas of focus included the Community Garden, collaboration with the Citizens Sustainability Advisory Committee (CSAC), and improving the financial sustainability of community events. Supported the planning and launch of the Foster City Community Garden pilot program, including progress updates and community outreach prior to its scheduled opening in April 2025 (March and August 2025 meetings). Collaborated with and received updates related to the Citizens Sustainability Advisory Committee (CSAC), reinforcing alignment between parks programming and broader environmental sustainability initiatives. Discussed sustainable maintenance practices, equipment efficiency improvements, and environmental considerations tied to parks operations and special events.

Community Input and Advisory Role
The Committee served as a forum for community input on parks and recreation issues throughout 2025. Topics raised during meetings included e-bike safety, lagoon use, park maintenance, and opportunities for improved communication and positive publicity around City programs and amenities. Committee members ensured these perspectives were communicated to staff and City Council as appropriate.

Collaboration with City Council and Staff
The Committee benefited from regular engagement with Parks and Recreation Department leadership and a City Council liaison. This collaboration supported timely information sharing, constructive dialogue on operational and budget considerations, and alignment between advisory recommendations and Council priorities.

Looking Ahead to 2026
As the Committee transitions into 2026, key focus areas include:
Supporting adoption and early implementation of the Parks Master Plan. Continuing oversight of the Community Center Rebuild Project and preparation for reopening and programming.
Monitoring lagoon safety, goose management, and Levee Trail initiatives. Expanding inclusive, intergenerational, and age-friendly recreation programming. Strengthening partnerships that enhance sustainability and the financial viability of community events.

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Acknowledgments
The Committee thanks the Parks and Recreation Department staff, City Council liaison, community partners, and Foster City residents for their collaboration and engagement throughout 2025. Special appreciation is extended to outgoing Committee leadership and members for their service and dedication to the Foster City community.

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Parks & Recreation Committee
Goals for 2026
Mission Statement: The Parks and Recreation Committee of the City of Foster City shall serve as an advisory committee to City Council and as an advisory forum between citizens and the Department of Parks and Recreation. The Parks and Recreation Committee shall act in the spirit of City Council priorities and Parks and Recreation Department goals and objectives in order to provide for a parks and recreation program that is responsive to the interests of Foster City citizens and strives for comprehensive community engagement by:

1. Vision for Parks, Facilities, and Programs: Study and evaluate City parks, lagoon system, facilities, programs, and operations to ensure they meet the current and future needs of the changing community and structure programs and facilities accordingly. Ongoing.

Areas of focus: Community Center Rebuild Project (Transition to new facility), Parks Master Plan, Support the City’s Age Friendly Cities Initiative and Action Plan.

2. Safe and Well-Maintained Facilities, Parks and Lagoon: Provide recommendations and guidance to the City Council and City staff that will ensure the City’s facilities, parks, and lagoon are well maintained and meet the current and future needs of the community. Ongoing.

Areas of focus: Parks Master Plan, Lagoon Safety and Water Quality, Goose Population Management Plan, Levee Trail Safety, Bicycle & E-Bike Safety

3. Community Engagement: Engage with the greater Foster City community to receive input regarding open space, facilities, recreation programs and activities; with the goal of increasing community participation in parks, programs, and public spaces, and ensuring we meet the current needs of the community. Various engagement tools and strategies will be employed while reporting back to the Committee and City staff on findings. Ongoing.

Areas of focus: Parks Master Plan, Serve as Ambassadors and Volunteer support for Parks and Recreation events and programs

4. Sustainability: Research and evaluate opportunities for local community partnerships with Foster City school districts, service clubs, youth sports, non-profit, and business organizations to enhance and sustain program offerings through shared efforts. Identify areas of interest for each organization to best meet common needs. The Committee should report back on areas of opportunity and feasibility. Ongoing.

Areas of focus: Community Gardens, Collaboration with CSAC on Environmental Sustainability, Community Events Financial Sustainability and Collaboration with Event Sponsors, School District Joint Use Agreement and School Access for Community Recreation

8.1 Attachment 2 - Mission Statement and Goals for 2026

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DATE: February 17, 2026

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

FROM: Derek Schweigart, Parks and Recreation Director
Frank Fanara, Parks Manager
DEPARTMENT: Parks and Recreation
SUBJECT: INTEGRATED ADAPTIVE CANADA GOOSE MANAGEMENT

PLAN PROJECT IMPLEMENTATION GENERAL UPDATE

RECOMMENDATION
It is recommended that the City Council, by Minute Order, receive and accept the general update report for the Integrated Adaptive Canada Goose Management Plan project implementation.

EXECUTIVE SUMMARY
Following City Council approval of the Integrated Adaptive Canada Goose Management Plan (“CAGO Plan” or “Plan”) on December 2, 2024, staff began planning for implementation of the Plan’s recommended management strategies. As part of this effort, the City subsequently issued a Request for Proposals to secure professional services to support implementation of the Plan.

On August 4, 2025, City Council approved the award of a professional services contract with Wildlife Innovations to implement the Plan. Following contract approval, Wildlife Innovations in coordination with City staff began Plan implementation consistent with the Plan’s phased and adaptive framework.

Initial implementation efforts focused on securing required permits, preparing equipment, conducting baseline monitoring, and coordinating field operations. Seven

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priority parks—Catamaran, Edgewater, Erckenbrack, Leo J. Ryan, Marlin, and Sea Cloud—were selected for early monitoring to establish baseline conditions related to Canada goose presence, distribution, and activity.

BACKGROUND
Resident Canada geese have posed ongoing challenges within Foster City parks, open spaces, and along the lagoon system for years. The City’s lagoon, shoreline, and maintained turf areas provide favorable conditions for resident, non-migratory geese.

Over time, increased goose activity resulted in turf damage, accumulation of fecal matter in public parks, lagoon water quality concerns, and conflicts with recreational park use, particularly in parks and beach areas with high public use.

In response to these conditions, the City implemented a range of non-lethal management measures over multiple years, including egg addling, visual deterrents, and increased maintenance efforts. While these actions provided temporary and localized relief, they did not result in sustained reductions in goose presence or long- term mitigation of impacts.

Recognizing the need for a more coordinated and sustainable approach to see tangible results, City Council took formal action on February 6, 2023, authorizing the development of the CAGO Plan and associated environmental review. The purpose of the Plan was to establish a comprehensive, non-lethal framework for managing resident Canada geese impacts through monitoring, deterrence, habitat modification, and adaptive management strategies.

On December 2, 2024, following a public hearing, City Council adopted the CAGO Plan along with the Initial Study/Mitigated Negative Declaration (IS/MND) and Mitigation Monitoring and Reporting Program (MMRP) in compliance with CEQA. The adopted Plan recommended a phased implementation approach, beginning with a focused pilot program in priority parks experiencing the most significant goose-related impacts.

On August 4, 2025, City Council approved the award of a professional services contract with Wildlife Innovations, Inc. to implement the CAGO Plan through a three-year pilot program. The pilot program was designed to evaluate the effectiveness of integrated, non-lethal CAGO management strategies in priority parks and to inform future adjustments and long-term CAGO management decisions.

ANALYSIS
Since execution of the professional services contract with Wildlife Innovations, implementation has progressed in a phased manner consistent with City Council direction. Early implementation focused on establishing the operational and technical foundation necessary to support a long-term, site-specific management program.

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During the initial implementation phase, staff and the consultant conducted site-specific evaluations across the seven priority parks (Catamaran, Edgewater, Erckenbrack, Leo J. Ryan, Marlin, and Sea Cloud) to understand access, logistics, and park use conditions. Baseline monitoring and surveillance activities were established to document Canada goose presence and behavior prior to expanded hazing and habitat modification measures. These early efforts confirmed that resident geese are present across all priority parks, with varying levels of use, reinforcing the Plan’s targeted and park-specific management approach.

In parallel, the consultant completed program startup activities necessary to support implementation, including equipment acquisition, development of data collection and tracking systems, staffing and training, and securing all required permits and regulatory approvals for activities such as goose banding and GPS tracking. With these elements in place, the program transitioned from planning and preparation into active field implementation, including initiation of ground-based hazing activities at priority parks.

As implementation advances, management activities will continue to align with seasonal Canada goose behavior and life-cycle patterns. Upcoming phases of work will focus on increased monitoring and surveillance as nesting season approaches, including locating and monitoring nesting activity within City limits. Nesting-season management actions, such as egg addling, which the City continues to implement and which may occur outside City limits, will remain part of the overall implementation of the CAGO Plan. These efforts will be coordinated with continued deterrence, habitat modification trials, and monitoring during the post-nesting return period and molting season.

Together, these phased actions are intended to influence site fidelity, reduce sustained use of City parks by resident geese, and provide staff and the City with the information needed to evaluate effectiveness and refine management strategies over the course of the three-year pilot program.

California Environmental Quality Act
On December 2, 2024, the City Council adopted an IS/MND, including all findings, standard conditions of approval, and the MMRP, pursuant to CEQA Guidelines Section 15074, for the Integrated Adaptive Canada Goose Management Plan.

The approval of the professional services agreement with Wildlife Innovations authorizes implementation of the Management Plan. Implementation activities, including the use of various management techniques, were contemplated and analyzed as part of the approved IS/MND. The project is being implemented in a manner consistent with the adopted IS/MND, and no additional environmental review or action is required.

FISCAL IMPACT

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There is no fiscal impact associated with receiving this informational update. All work to date has been completed within previously approved appropriations for the Integrated Adaptive Canada Goose Management Plan.

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

Attachment 1 – Integrated Adaptive Canada Goose Management Plan Project Implementation 2026 1st Quarter Report

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INTEGRATED ADAPTIVE CANADA GOOSE MANAGEMENT PLAN PROJECT

IMPLEMENTATION FOR THE CITY OF FOSTER CITY, CALIFORNIA

Performance Period Report (04 August 2025 – 31 December 2025)

Submitted to:

City of Foster City

Submitted by:

Wildlife Innovations, Inc.

DUNS: 081042844
CAGE: 81PJ1
EIN: 82-3456892

12 January 2026

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TABLE OF CONTENTS
SECTION I: EXECUTIVE SUMMARY ........................................................................................ 3 SECTION II: PROJECT BACKGROUND AND SCOPE ............................................................. 3 SECTION III: OBJECTIVES FOR THE REPORTING PERIOD .................................................. 6 SECTION IV: PROGRAM DEVELOPMENT AND DATA COLLECTION METHODS .................. 6 Site Assessments ................................................................................................................... 6 CAGO Surveillance and Behavioral Assessment .................................................................... 6 Adaptive Management ............................................................................................................ 8 Public Outreach and Education .............................................................................................. 9 Data Collection and Review .................................................................................................... 9 SECTION V: CAGO SURVEILLANCE AND MANAGEMENT SUMMARY .................................10 CAGO Observations and Trends ...........................................................................................10 Scat Transect Survey Data ....................................................................................................14 Tracking CAGO Movements with GPS Transmitters ..............................................................16 SECTION VI: PLAN FOR NEXT QUARTER AND RECOMMENDATIONS ...............................16 APPENDIX A: MAPS OF CANADA GEESE OBSERVED .........................................................17 APPENDIX B: MAPS OF SURVEY LOCATIONS ......................................................................24

LIST OF FIGURES
Figure 1. Map of Priority parks, identified in Foster City, California............................................. 5 Figure 2. Number of Canada Geese observed by location and month. .....................................11 Figure 3. Heat map, depicting the locations of Canada Geese observed within Foster City during this quarter. ........................................................................................................................12 Figure 4. Number of Canada Geese observed during point count stations surveys conducted by park and by month, during RP1..........................................................................................13 Figure 5. Number of Canada Geese detected during point count station surveys by park and by month, within RP1 of effort. ................................................................................................14 Figure 6. Canada Goose scat piles per meter square recorded during transect surveys, by mark and month. .........................................................................................................................15 Figure 7. Two pictures of banded and GPS collared Canada Geese, captured within Foster City, California. ..........................................................................................................................16

LIST OF TABLES
Table 1. Number of point count station surveys conducted by station and time period. .............13 Table 2. Number of scat piles observed during surveys by transect and month. .......................15

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3 SECTION I: EXECUTIVE SUMMARY
To reduce park damage and mitigate human health risks associated with Canada Geese (Branta canadensis; CAGO), particularly from fecal accumulation in public parks and waterways, Foster City contracted Wildlife Innovations (WI) to implement a comprehensive, long-term, adaptive, and site-specific management program consistent with the City’s Management Plan. The pilot program, stemming from the Plan, is being conducted within seven priority parks within the city.

The contract was executed on 04 August and WI began equipment and personnel hiring and program development immediately. This report details the efforts and data collected during Reporting Period 1 (RP1; identified as 04 August and 31 December 2025).

Project work during RP1 includes site-specific evaluations; assessment of site access routes and logistical limitations; project kickoff and coordination meetings; equipment acquisition; database design and testing; camera placement; data collection; acquisition of permits required to capture, band, and deploy Global Positioning System (GPS) transmitters on CAGO; employee hiring and training; hazing dog acquisition and internal team development; habitat modification design and development; public outreach discussions; and CAGO capture, banding, and transmitter deployment.

During RP1, 12 cellular transmission cameras were placed and operated within seven priority parks for collection of CAGO presence and behavioral data. Pre-treatment surveys were conducted to understand baseline CAGO presence before hazing and habitat modifications are conducted. Those included 739 point count station surveys (PCS) and 1,503 scat transect surveys (STS). Initial data indicated presence of CAGO within all priority parks, although presence was irregular within some parks during this period. In total, 8,725 CAGO were observed and recorded within Foster City, 64% of which were observed in priority parks. Since nearly all CAGO were not individually identifiable (i.e. wearing bands or tags), observations recorded were likely repeated observations of some individuals. CAGO presence was greatest within Sea Cloud Park, and more CAGO were observed during October than during other months. Seven CAGO were captured within five city parks, banded, and GPS transmitters deployed to help track CAGO movements, the timing and frequency of use of those areas, and response to hazing and habitat modifications conducted as a part of the program.

During Reporting Period 2 (identified as 01 JAN-31 MAR 2026; RP2), WI will continue to develop the program, building on the foundation that was established this quarter. Monitoring of CAGO will continue, through PCS, STS, and GPS transmitter data, to identify, document, and evaluate how their presence and use of priority parks change as nesting season approaches and in response to habitat modifications and hazing within priority parks. WI will increase surveillance efforts for suitable nesting habitat located within Foster City to identify CAGO nesting attempted within the city limits and consider removal of any nests discovered to prevent successful hatching and imprinting new goslings on the city. Additionally, WI will initiate hazing/aversive conditioning, including hazing with a dog team, to reduce CAGO presence and begin evaluation of techniques.

SECTION II: PROJECT BACKGROUND AND SCOPE
Foster City is located 17 miles south of San Francisco on the western shore of San Francisco Bay, where nearby protected lands, including Don Edwards National Wildlife Refuge and Eden Landing State Ecological Reserve, provide extensive foraging, roosting, and nesting habitat for CAGO. As a result of available habitat within this area, and modifications to the habitat by humans that resulted in removal of many natural predators that would have helped to regulate the CAGO

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4 population, reduction in recreational hunting, and milder weather associated with climate change, an unnatural, nonmigratory population of resident CAGO has become established in the southern part of San Francisco Bay, and may be growing. As a result of the growing resident population of CAGO, cities in the region are being forced to seek solutions to mitigate conflicts stemming from property damage and human-CAGO conflicts.

Foster City manages 24 parks and open spaces which are centered around Foster City Lagoon, which is used for recreation and stormwater detention. The lagoon features 16.5 miles of shoreline connecting seven parks, three with beach and swimming access, and supports widespread water recreation. City parks and the lagoon are attractive to nonmigratory resident CAGO for foraging and loafing. Frequent overlap between CAGO and public recreation within city parks has resulted in conflicts, property damage, and health and safety concerns. A comprehensive management plan to mitigate conflicts with CAGO was developed which describes a proactive, adaptive, and nonlethal approach to reduce these conflicts through habitat modification, deterrence and exclusion, aversive conditioning (aka hazing), localized reproductive control, monitoring, and public education, which are consistent with California Department of Fish and Wildlife (CDFW) and United States Fish and Wildlife Service (USFWS) management recommendations and regulatory authorizations.

To reduce park damage and mitigate human health risks associated with CAGO, particularly from fecal accumulation in public parks and waterways, Foster City contracted WI to implement a comprehensive, long-term, adaptive, and site-specific management program consistent with the City’s Management Plan. To evaluate the effectiveness of hazing and deterrence efforts and to inform development of a long-term CAGO management strategy, WI was tasked with developing a pilot project stemming from the plan, which was to include testing and evaluation of the following:
parks-specific habitat modifications, hazing with Remote Controlled Devices (RCD), drones, trained dogs, lasers, a fogger, an audio deterrent system, and other methods as appropriate or determined necessary.

Work conducted during RP1 to develop and implement this program included steps to investigate, evaluate and begin to mitigate human–CAGO conflicts within seven (7) priority parks identified based on lagoon proximity, presence of youth athletic fields, and conflict history. Priority parks included: Leo J. Ryan, Erckenbrack, Marlin, Gull, Catamaran, Sea Cloud, and Edgewater Parks (Fig. 1). One additional park, Boothbay, was identified as a control park, due to frequent presence of CAGO, and will be used to evaluate priority parks before and after adaptive management is conducted to deter CAGO within priority parks.

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5 Figure 1. Map of Priority parks, identified in Foster City, California.

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6 SECTION III: OBJECTIVES FOR THE REPORTING PERIOD
WI was hired by Foster City to build a comprehensive CAGO conflict mitigation program, and a contract was executed on 04 of August 2025. Objectives for RP1 of the program included:

1. Kickoff meeting with city staff, from different departments, to describe the project and engage their participation in relevant elements of it;

2. Tour of the Lagoon with city staff, to better understand the layout, attractants and suitable habitat for CAGO, and to help design survey and surveillance schemes for CAGO;

3. Deploy cellular cameras in priority parks and begin monitoring CAGO presence and behavior;

4. Design comprehensive surveillance strategy for each priority park, identify survey locations and potential site limitations to design survey protocols, a database, and data review structure to be used for the duration of the program;

5. Acquire state and federal permitting necessary to capture, band and deploy transmitters on CAGO and conduct trapping once authorized;

6. Develop procedures to begin testing the application of different habitat modifications and aversive conditioning/hazing procedures within priority parks; and

7. Acquire working dog and develop internal CAGO Hazing Dog Team.

SECTION IV: PROGRAM DEVELOPMENT AND DATA COLLECTION METHODS WI staffed this project with two full-time Wildlife Biologists (BIO I), one being the handler for the hazing dog team and both of which will be FAA Part 107 Certified Drone Pilots to support project work. Additional support was provided by specialized WI wildlife biologists (BIO II), a Project Manager (PM), and the Principal Investigator (PI), as needed.

Beginning 3 November 2025, staff were typically on-site five (5) days per week, and eight (8) hours per day, with the flexibility to adapt schedules based on project needs. Multiple site visits were conducted by the PM and PI to attend meetings with the city, conduct initial site assessments, train personnel, and steer other parts of project development.

Site Assessments
WI conducted site-specific assessments at the seven priority parks during this quarter.

Assessments focused on identifying park-specific challenges or constraints, evaluating proposed management methods, and developing implementation procedures. Activities included documenting nesting bird and special-status species survey locations; developing survey protocols integrated with management actions; establishing CAGO point-count stations, transects, and other behavioral survey locations; identifying sites for digital surveillance cameras; evaluating potential locations for deterrence or exclusion equipment; assessing parking, access, and equipment deployment logistics; and developing an initial implementation schedule. In addition, WI evaluated parameters associated with the use of trained dogs, remote-controlled devices, aversive conditioning tools (e.g., audio and lasers), nest searches, and fogging with backpack-style mist blowers
CAGO Surveillance and Behavioral Assessment
WI installed cellular-transmission capable digital cameras in priority Foster City parks beginning in September and began full-time in-person CAGO surveillance in early October. Following

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7 initiation, cameras were active during daylight hours seven days per week. In-person surveillance was conducted during weekdays, and the timing of work schedules was varied to identify peak activity periods for CAGO. WI personnel recorded all CAGO observed while conducting work within priority parks and while transiting between parks within city limits. Observations recorded outside of formal survey periods (e.g. point count and transect surveys) were recorded as “non- survey” observations. When CAGO were observed, the number observed, their behavior, and location was recorded and georeferenced.

Cellular Camera Surveillance—Twelve digital cameras were installed in city parks to record presence and behavioral data and help steer CAGO aversive conditioning/hazing efforts for the duration of the project. Nine of those were installed in mid-September; the remaining three were added to the beach areas of Marlin and Gull and the west edge of Leo J. Ryan Park following the installation of additional poles, by city parks personnel, in strategic monitoring locations identified by WI. Cameras were set to take time-lapse photos at 15-minute intervals. Photos were able to be reviewed using a mobile app, while WI personnel were conducting field work in the city, and uploaded and analyzed in more detail via desktop computer. Additionally, WI researched and did some testing on AI-driven programs for image recognition to determine possible integration options for CAGO surveillance and pre- and post-treatment evaluations.

Point Count Station Surveys—A total of 13 PCS locations were identified and mapped within the seven priority parks and within one “control” park (Boothbay; Appendix B). The smaller parks received only one PCS station, as all or nearly all those parks could be observed from a single point. Larger parks, such as Leo J. Ryan and Sea Cloud, received multiple PCS to be able to effectively survey all or nearly all those parks. PCS survey locations will be used to monitor and record the behavior of CAGO for the duration of the project. Each fixed-point survey was conducted by a biologist at PCS locations for a period of three (3) minutes and recorded the location, number of CAGO observed or heard, and their behavior, during the survey. Surveys were conducted within specific time periods during this quarter, to begin to identify and evaluate CAGO presence and use of priority parks, in time and space, before hazing and habitat modifications are initiated. This will allow for pre- and post-treatment comparison of CAGO presence and be used to help evaluate and describe the effectiveness of the habitat modifications and hazing methods applied.

Scat Transect Surveys— A total of 28 STS were identified and mapped within the seven priority parks and within one control park (Appendix B). Each STS was 30m in length and 1m in width. During each STS, a biologist walked each transect line while counting and recording all CAGO scat piles present within the transect area. STS were surveyed near-daily during RP1.

Data will be used to help evaluate presence of and impacts by CAGO to priority parks pre- and post-treatment and the associated effectiveness of the habitat modifications and hazing methods applied.

GPS Transmitters—As part of Task 7, WI will deploy a total of ten (10) GPS neck collars on CAGO captured within city parks. During RP1, a total of seven (7) collars were deployed, and each captured CAGO was examined for health, aged, sexed, and morphological measurements recorded. All captured CAGO were banded with a service band, an alpha-numeric auxiliary band (yellow over black), and received a GPS neck collar. Capture, banding, and the placement of transmitters was conducted under state and federal permits, and banding information was reported to the Bird Banding Laboratory (managed by the US Geological Survey).

The GPS transmitters are battery powered and recharged via small solar panels. Transmitters can be monitored through the manufacturer’s website, and the programming can be adjusted

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8 remotely. Initially, transmitters were programmed to collect GPS locations every 15 minutes but were later adjusted to collect locations every 30 minutes. Transmitters will be monitored at regular interviews to ensure function, and to adjust the programming as needed. Data will be downloaded periodically and mapped to evaluate CAGO movements in response to hazing and habitat modifications, and to evaluate where GPS collared CAGO nest.

Adaptive Management
During RP1, WI began acquiring, testing, evaluating, and designing site-specific application procedures for hazing and deterrence tools that will be used within priority parks during future phases of the program. The tools developed in RP1 are discussed in more detail in the following sections.

Drone— WI acquired and began training with a quadcopter drone. The drone was equipped with both daytime and thermal imaging cameras, a two-way speaker, and lights, and its appearance modified to enhance CAGO response and to support associative management techniques in future stages of the program. Foster City is located within semi-complicated airspace, with some areas falling within Class B and Class D designations, each of which requires a different level of coordination to fly within. During this quarter, WI spent a significant amount of time communicating with the city, the FAA, and San Carlos Airport management and Air Traffic Control to identify and accomplish steps necessary to fly a drone within city parks in compliance with regulatory requirements. By the end of November, WI determined a path forward for requesting and being granted flight access to begin flying the drone within Foster City. Initial flights were conducted within areas of Sea Cloud Park, where and when park users were not present, to practice the check-in process with the San Carlos Airport air traffic control staff, and other general flight operational procedures for flying in the city. By the end of the quarter, WI was granted multi-month flight access by the FAA for up to seven days per week and subsequently conducted successful flights in most priority parks and over the Lagoon without issues. During Q2, the drone is anticipated to be used as a stand-alone hazing tool, in combination with the audio deterrent system, and to help with CAGO nesting surveillance and management.

Remote-controlled Devices—WI acquired and began testing a remote-controlled amphibious device (RCD) that is intended to mimic predator-like qualities, within city parks.

Performance of the RCD was tested on grass (under different environmental conditions), sandy beaches, and over water within the lagoon. As the manufacturer of the RCD indicated the device was sensitive to wind (due to its lightweight and tall profile), WI testing during RP1 focused on identifying strengths and limitations, to inform effective application of the RCD during the next phases of the project. Additionally, efforts were directed towards development of protocols for effective transport, deployment, and potential recovery of the device.

Habitat Modifications—Testing and evaluating habitat modification strategies in city parks is recommended to support the long-term success of this program. However, as permanent habitat modifications can be time-consuming and costly to implement, WI recommended that temporary modifications that mimic potential long-term solutions be tested first. Should testing of these modifications show positive results in deterring CAGO use, WI will work with Foster City, as directed, to develop more permanent solutions.

Scientific literature indicates that reducing open sightlines, which allow CAGO to detect approaching predators, can make areas less attractive to geese and reduce their activity. During RP1, WI met onsite with city parks staff to plan and visualize the installation of temporary “islands” within the lawn area of Erckenbrack Park to disrupt these sightlines. WI recommended building the islands using temporary fence posts and privacy cloth, forming circular visual barriers that

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9 CAGO cannot see through or over. In addition, it was recommended that privacy cloth be installed along the existing chain-link fence at the back of the beach. Together, these measures are expected to significantly reduce CAGO visibility of foraging habitat from water, water from grass, available sightlines for potential predators, and their activity at this park.

PCS, STS, and GPS collar data will be used to assess the effectiveness of these modifications in deterring CAGO use, while public feedback will help determine the feasibility of implementing similar strategies on a long-term basis within this and other parks. To better assess the efficacy of this technique for reducing CAGO activity, it is recommended that scheduled implementation of temporary fencing be aligned with periods of higher CAGO visitation.

Audio Deterrent—WI acquired and began testing an audio deterrent system for use within priority parks. To allow deployment in areas without grid power, WI designed and constructed a self-contained power system consisting of a rechargeable battery, solar panel, and programmable timer. Following construction, WI conducted bench evaluations to confirm adequate solar charging capacity and battery endurance, verify speaker volume and effective broadcast range, and refine operational reliability. A remote switching mechanism was also investigated for incorporation, that would enable biologists to activate or deactivate the system without approaching the control box, thereby minimizing disturbance effect during deterrence evaluation surveys. Potential installation locations and mounting configurations were coordinated with Foster City park managers and final authorization will be given prior to deployment to ensure compatibility with site conditions and park operations. The audio deterrent will be deployed on Marlin Park during Q2, to evaluate its effect on CAGO presence.

Public Outreach and Education
During RP1, WI worked with Foster City representatives to develop city website content and park signage materials and to discuss more options for public outreach and education for use later in the program. Additional outreach and support materials will be developed during Q2, including a CAGO nest identification pamphlet and informational content for inclusion on the City’s website.

Standardized procedures and guidance may also be prepared to allow residents to accurately and efficiently report suspected CAGO nests, supporting timely verification and management response. If additional needs or opportunities to engage with or educate the public are realized or requested by Foster City, WI will be prepared to support those efforts during the next phases of the program.

Data Collection and Review
Digital data collection systems on mobile devices were used for recording all CAGO surveys and management activities in the field. Customized databases and data collection forms for this project were developed by WI, allowing for digital collection of georeferenced information such as location, CAGO abundance and behavior, management techniques deployed, and observed responses. Data collection protocols were developed and used to promote standardization. These data were downloaded into spreadsheets and mapping programs for analysis, mapping, and summary. Observations were summarized by park, observation type, month, and other relevant categories to support interpretation of results. CAGO observational data were also classified by six time periods to characterize activity patterns: morning (0600–0959), midday (1000–1359), afternoon (1400–1759), evening (1800–2159), night (2200–0159), and pre-dawn (0200–0559).

Data collection was field-tested and modifications were made to data collection forms and protocols, as necessary. Data was reviewed periodically throughout RP1 and at its conclusion to ensure accuracy and consistency. Program effectiveness will be evaluated using such metrics as reductions in CAGO presence, property damage, and public complaints, as well as improvements

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10 in health indicators (e.g., water quality), although multiple variables may affect certain health indicators. Results are presented herein in tabular, graphical, and georeferenced formats.

SECTION V: CAGO SURVEILLANCE AND MANAGEMENT SUMMARY
In-person survey and non-survey data were collected between 10 September and 31 December, the results of which are displayed in the following sections. The locations of all CAGO observations recorded in RP1 are provided in maps within Appendix A. Due to the labor cost necessary to manually process and finalize a review, camera surveillance data could not be summarized for this report; however, they will be summarized within the annual report for this project.

CAGO Observations and Trends
City-wide CAGO Observations—During fieldwork conducted within Foster City, WI personnel observed and recorded 8,725 CAGO (surveys and non-survey observations; Fig. 2–3).

Of those, 63.6% (n=5550) were observed within priority parks. October comprised the highest number of observations (n=3853; 44.2%) which decreased in both November (n=2,388; 27.4%) and December (n=1,957; 22.4%). CAGO were more frequently observed during morning hours (39.1%), than during midday (32.6%), and afternoon (27.1%). Foraging was the primary CAGO behavior observed, comprising 77% of observations, with other behaviors, such as loafing (9.5%), calling (4.7%), preening (2.8%), transitioning through site (1.7%), and swimming (2.3%) were recorded less often.

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11 Figure 2. Number of Canada Geese observed by location and month. 70303816551727031
676566246353275207102903525
99438011676264227438289
59124714529138642432639302004006008001000Sea Cloud Edgewater Marlin Catamaran Gull Leo J Ryan Erckenbrack Boothbay Other LocationPriority Parks Control Park Foster CityNumber of Canada Geese September
October
November
December

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12 Figure 3. Heat map, depicting the locations of Canada Geese observed within Foster City during this quarter.

Point Count Station Survey Observations—Between the beginning of October and the end of December, a total of 739 surveys were conducted at 13 PCS within seven priority parks and one control park (Table 1). During PCS, more CAGO were observed within Sea Cloud (28.5%; n=1661), Boothbay (22.6%; n=1319) and Edgewater (19.7%; n=1148) than in other parks (Fig. 4- 5), and more CAGO observations were recorded during October (47.7%; n=2783), than during other months. Total survey effort was greatest during October (38%; n=281), compared to November (28.6%; n=211) and December (33.4%; n=247). The greatest number CAGO observed per survey was recorded at Boothbay and Sea Cloud (20.9 and 11.3 respectively), and CAGO detections per survey were highest in October (9.9), followed by November (7.7), and December (5.8).

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13 Table 1. Number of point count station surveys conducted by station and time period.

Point Count Station ID Morning Mid-day Afternoon Evening Total Boothbay CAGOPCS 22 23 18 63
Catamaran CAGOPCS 18 27 16 61
Ebrack CAGOPCS 18 24 19 1 62
Edgewater CAGOPCS1 16 20 18 54
Edgewater CAGOPCS2 21 20 17 58
Gull CAGOPCS 16 24 25 65
Leo CAGOPCS 1 14 22 21 57
Leo CAGOPCS 2 13 25 19 57
Leo CAGOPCS 3 13 24 19 56
Marlin CAGOPCS 14 24 21 59
SeaCloud CAGOPCS1 18 23 15 56
SeaCloud CAGOPCS2 18 24 16 58
SeaCloud CAGOPCS3 8 13 12 33
Total 209 293 236 1 739

Figure 4. Number of Canada Geese observed during point count stations surveys conducted by park and by month, during RP1.

70722459395297158271438
320663105963372716
2921924515134551695070100200300400500600700800Canada Geese Observed October
November
December

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14 Figure 5. Number of Canada Geese detected during point count station surveys by Point Count Station and by month, within RP1 of effort.

Scat Transect Survey Data
To establish baseline conditions prior to hazing and habitat modification, 28 CAGO scat transects in city parks were surveyed 1,503 times (Table 2). A total of 11,767 CAGO scat piles were recorded. Scat detections were highest in October (43.9%) and December (43.0%), and lowest in November (13.1%). Six transects, EdgewaterST2, GullST1, MarlinST1, SeaCloudST3, SeaCloudST1, and BoothbayST2, accounted for 64.8% of all scat detected, while the remaining 22 transects accounted for 35.2%.

During this quarter, scat density (scat/m²) was highest at Sea Cloud (0.50) and Edgewater (0.42) parks (Fig. 6). In October, the highest densities occurred at Boothbay (0.65), Edgewater (0.63), and Marlin (0.60). In November, densities were highest at Sea Cloud (0.31) and Edgewater (0.21).

In December, Sea Cloud again had the highest density (0.88), followed by Marlin (0.44), Gull (0. 0102030Geese Observed per Survey
October
November
December

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15 42), and Edgewater (0.39).

Figure 6. Canada Goose scat piles per meter square recorded during transect surveys, by mark and month.

Table 2. Number of scat piles observed during surveys by transect and month.

Site October November December Total
BoothbayST1 80 50 0 130
BoothbayST2 849 131 980
BoothbayST3 103 19 0 122
CatamaranST1 72 31 1 104
CatamaranST2 209 32 137 378
CatamaranST3 22 5 1 28
EbrackST1 245 3 88 336
EbrackST2 10 2 5 17
EbrackST3 211 11 105 327
EdgewaterST1 114 47 26 187
EdgewaterST2 688 211 481 1380
EdgewaterST3 220 64 161 445
GullST1 609 160 662 1431
GullST2 28 1 2 31
GullST3 127 7 60 194
LeoST1 0 0 7 7
LeoST2 9 2 434 445
LeoST3 0 1 0 1
LeoST4 0 1 8 9
LeoST5 0 0 1 1
LeoST6 59 15 13 87
MarlinST1 574 91 703 1368
MarlinST2 20 2 5 27
MarlinST3 320 18 57 395
SeaCloudST1 181 167 874 1222
SeaCloudST2 115 95 166 376
SeaCloudST3 253 264 732 1249
SeaCloudST4 49 116 325 490

0.000.200.400.600.801.001.201.401.60Scat Piles per Square Meter October
November
December

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16 Total 5167 1546 5054 11767
Tracking CAGO Movements with GPS Transmitters
Two days of targeted trapping efforts at the end of December resulted in the capture of seven CAGO within five (5) Foster City parks, which were processed, banded, fitted with GPS collars, and released at the capture site (Fig. 7). Based on behavior and other physical cues, the captured CAGO were suspected to have belonged to seven different gaggles. All transmitters were functioning properly as of the writing of this report. Preliminary GPS data indicate that CAGO captured primarily utilize Foster City parks, sloughs and wetland areas at the edges San Francisco Bay, such as Belmont Slough, Redwood Shores Ecological Reserve, and Bair Island, as well as more urban areas within the cities of San Mateo and Redwood Shores.

Figure 7. Two pictures of banded and GPS collared Canada Geese, captured within Foster City, California.

SECTION VI: PLAN FOR NEXT QUARTER AND RECOMMENDATIONS
The plan for this project for Q2 will be to continue with PCS and STS surveys to monitor changes in CAGO use of priority parks as the seasons change and nesting season approaches. WI will begin hazing, applying a variety of methods and evaluating the behavioral response of CAGO to application of each method. WI will coordinate with Foster City representatives for testing habitat modifications and evaluating CAGO behavioral response to those, both independently and then with the addition of hazing, if habitat modifications alone do not deter CAGO from using priority parks. WI will deploy and begin testing of an audio deterrent for CAGO within at least one of the priority parks and evaluate any measurable changes in CAGO presence and behavior in response to the audio deterrent. WI will continue searching for and mapping all suitable nesting habitats within and near the city and begin monitoring those areas for CAGO nesting. If active nests are identified, they will be removed or treated to prevent those nests from being successful and reduce/prevent site fidelity.

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17 APPENDIX A: MAPS OF CANADA GEESE OBSERVED
Appendix A-1. Locations and numbers of Canada Geese observed during survey and non-survey periods at Catamaran Park, in Foster City, California.

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18 Appendix A-2. Locations and numbers of Canada Geese observed during survey and non-survey period, at Edgewater Park, in Foster City, California.

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19 Appendix A-3. Locations and numbers of Canada Geese observed during survey and non-survey periods at Erckenbrack Park, in Foster City, California.

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20 Appendix A-4. Locations and numbers of Canada Geese observed during survey and non-survey periods at Gull Park, in Foster City, California.

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21 Appendix A-5. Locations and numbers of Canada Geese observed during survey and non-survey periods at Leo J. Ryan Park, in Foster City, California.

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22 Appendix A-6. Locations and numbers of Canada Geese observed during survey and non-survey periods at Marlin Park, in Foster City, California.

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23 Appendix A-7. Locations and numbers of Canada Geese observed during survey and non-survey periods at Sea Cloud Park, in Foster City, California.

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24 APPENDIX B: MAPS OF SURVEY LOCATIONS
Appendix B-1. Locations of Canada Goose and Nesting Bird Point Count Surveys, and Scat Transect Surveys, at Catamaran Park, in Foster City, California.

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25 Appendix B-2. Locations of Canada Goose and Nesting Bird Point Count Surveys, and Scat Transect Surveys, at Edgewater Park, in Foster City, California.

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26 Appendix B-3. Locations of Canada Goose and Nesting Bird Point Count Surveys, and Scat Transect Surveys, at Erckenbrack Park, in Foster City, California.

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27 Appendix B-4. Locations of Canada Goose and Nesting Bird Point Count Surveys, and Scat Transect Surveys, at Gull Park, in Foster City, California.

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28 Appendix B-5. Locations of Canada Goose and Nesting Bird Point Count Surveys, and Scat Transect Surveys, at Leo J. Ryan Park, in Foster City, California.

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29 Appendix B-6. Locations of Canada Goose and Nesting Bird Point Count Surveys, and Scat Transect Surveys, at Marlin Park, in Foster City, California.

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30 Appendix B-7. Locations of Canada Goose and Nesting Bird Point Count Surveys, and Scat Transect Surveys, at Edgewater Park, in Foster City, California.

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DATE: February 17, 2026

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

FROM: Derek Schweigart, Parks and Recreation Director
Tiffany Oren, Recreation Manager
DEPARTMENT: Parks and Recreation
SUBJECT: APPROVING THE FOSTER CITY COMMUNITY CENTER

BUSINESS OPERATIONS PLAN FRAMEWORK

RECOMMENDATION
It is recommended that the City Council adopt a resolution approving the Foster City Community Center Business Operations Plan as a guiding operational and financial framework to inform the opening and ongoing operations of the new Community Center.

EXECUTIVE SUMMARY
The Foster City Community Center (FCCC) represents a $65.9 million capital investment in a new, modern civic facility designed to serve the community for decades to come. The proposed Business Operations Plan (Plan) establishes a comprehensive and disciplined operational framework to ensure that this investment is managed responsibly once the facility opens.

The former Community Center (previously known as the William E. Walker Recreation Center) operated under informal practices suited to a smaller, less complex building. On October 21, 2024, City Council adopted City Resolution No. 2024-111 to rename the Recreation Center to FCCC. The new facility is significantly larger, supports multiple concurrent uses, includes premium event space, and carries higher operating costs and community expectations. For these reasons, past operating practices are no longer suitable. The proposed Plan provides a clear and practical framework for how the new

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Community Center will be operated, staffed, and fiscally managed. Approval of the Plan provides clear direction, accountability, and financial expectations to guide Community Center operations as the facility opens and stabilizes.

A key component of the Plan explores opportunities to partner with private operators for select program areas, including the Early Education Program, Ceramics Studio, and Community Center Café. Draft Requests for Information (RFIs) for these program areas are included with this report for City Council reference. Upon approval of the Plan, the City Manager will authorize staff to issue the RFIs as an administrative action to gather market information regarding potential operator interest, service delivery models, and financial considerations, while maintaining City priorities related to safety, access, and fiscal responsibility. Any proposed agreements or pricing actions resulting from this process would return to the City Council for review and approval prior to execution.

BACKGROUND/ANALYSIS
The new Community Center replaces the aging William E. Walker Recreation Center, whose operational limitations and outdated design no longer support community needs, accessibility standards, or growing program demand—restricting programming, event capacity, service delivery and community uses.

The new two-story, approximately 38,000+ square-foot Community Center significantly expands opportunities for community use, including:
Increased program and class capacity
Expanded fitness and wellness offerings
Enhanced arts and ceramics instruction
Early Education services
Community events and facility rentals
Two commercial kitchens
A community café that supports daily use and event activity This expansion introduces a fundamentally different operating environment, including higher customer volumes, multiple concurrent activities, increased staffing coordination, and greater financial exposure. These conditions require a deliberate operating and financial model, rather than an extension of past practices.

Purpose and Role of the Business Operations Plan
The Plan establishes the operational, staffing, and financial framework necessary to responsibly manage a modern, high-use civic facility. It defines how the new Community Center will function on a daily basis, how resources will be allocated, and what level of ongoing General Fund support is anticipated and considered appropriate.

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The Plan recognizes that the Community Center is a public service facility with enterprise components—not a profit center. It balances broad community access with fiscal discipline, operational control, and long-term sustainability.

The Plan is intended to function as a guiding framework rather than a static or prescriptive document. As operations begin and demand patterns become clearer, the Plan may be refined over time. Approval of the Plan does not authorize specific vendor agreements, pricing actions, or operational changes that would otherwise require separate City Council approval.

Intended Role of the Community Center
Under the Plan, the Community Center is designed to function as a:

1. Community Anchor
A welcoming civic facility that supports wellness, learning, arts, culture, and community connection across generations.

2. Program and Service Hub
The Center will serve as the City’s primary indoor venue for recreation programs, fitness classes, arts instruction, active aging services, youth enrichment, and community education.

3. Disciplined Municipal Operation
A City-managed facility that leverages rentals, events, and partnerships to offset operating costs while maintaining public control, equity, and accountability.

Operational success will be evaluated based on service quality, safe and effective facility management, strong community use during approved hours, and financial performance aligned with City policy, rather than on profit maximization.

Community Expectations
Through City Council direction, community engagement, and needs assessments, the following expectations have been established:
High-quality facilities and services
Expanded access to fitness, arts, and cultural programming Safe, professionally managed spaces
Responsible stewardship of City assets
Fiscal discipline in ongoing operations
While the Community Center is not expected to be fully self-supporting, it is expected to operate with greater financial discipline than the former facility. The proposed Plan directly responds to these expectations.

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Operating Model Overview
Operating Hours
The Community Center is designed to be open during set public hours that reflect community demand and allow the facility to operate efficiently. The proposed operating hours are outlined below.

Monday–Thursday: 8:00 a.m. – 8:00 p.m.

Friday–Saturday: 8:00 a.m. – 5:00 p.m.

Sunday: Closed to the public, except for approved rentals Total Weekly Hours: 66
This schedule balances community demand with staffing sustainability and responsible cost control.

Controlled Access Model
The facility will operate under a controlled access “library model,” where:
Public commons remain open during operating hours
Program, studio, and event spaces are locked and secured unless scheduled All scheduling and access are centrally managed by City staff A Manager-on-Duty is present during all public operating hours This approach allows the facility to be well-used while maintaining safety, protecting City assets, and managing resources responsibly.

Financial Framework
The Community Center is a public service facility with enterprise components. Key financial characteristics include:
Rentals, events, and partnerships as primary revenue sources The Lagoon Event Hall as the primary cost-recovery driver City-delivered programs prioritizing access over full cost recovery As operations progress, the Community Center is expected to operate within a cost- recovery range consistent with comparable public facilities, with remaining costs supported by the General Fund. This outcome is intentional and aligned with Foster City’s demographics and City Council policy direction.

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FORMER FOSTER CITY

RECREATION CENTER
FISCAL YEAR 2023-24

FINANCIAL PERFORMANCE

NEW FOSTER CITY

COMMUNITY CENTER
FISCAL YEAR 2027-28

PROJECTED FINANCIAL PERFORMANCE

DELTA EXPLANATION

REVENUE SUMMARY
Programs $177,584 $162,232 ($15,352) Former Rec Center = $97K city-run ceramics class $ After School Program - Cont $215,000 $215,000 $0 Net neutral General Facility Rentals $73,705 $212,850 $139,145 Revenue increase by 189% Lagoon Room Rentals $139,136 $1,218,000 $1,078,864 Revenue increase by 775% Sponsorships $10,000 $25,000 $15,000 Revenue increase of 150% Private Public Partnerships $23,933 $282,500 $258,567 Revenue increase of 1,080% TOTAL REVENUES $639,358 $2,115,582 $1,476,224 Overall revenue increase of 231%

EXPENDITURE SUMMARY
Personnel Services $1,025,329 $1,454,013 $428,684 Expense increase of 42% Supplies $396,950 $406,755 $9,805 Expense increase of 2% Services and Charges $1,542,317 $1,642,317 $100,000 Expense increase of 6% Lagoon Event Hall Pass $0 Through Charges
TOTAL EXPENSES $2,964,596
$204,000
$3,707,085
$204,000
$742,489
Cost did not exist in Former FCCC Budget
Overall expenditure increase of 25%
NET ANNUAL ($2,325,238) REVENUE/(LOSS) ($1,591,503) $733,735 General fund subsidy reduction of 32% Annual Cost Recovery 22% 57% 36% Increase of 36%
Staffing Adequacy and Recommendations
A review of current staffing shows that the Community Center’s allocation of approximately 9.7 full-time equivalent (FTE) which is made up of both full-time and part- time positions is generally sufficient to support regular programs and routine facility operations. However, the Lagoon Event Hall is considered as a distinct operating enterprise with revenue, service, and brand expectations comparable to a hospitality venue. Under the current staffing model, these demands cannot be fully met.

To fully support the Lagoon Event Hall’s role as a business within the business, this Plan recommends the creation of a new full-time position titled “Rental Coordinator” dedicated to overseeing FCCC rentals, with primary responsibility for the Lagoon Event Hall. This role provides focused leadership for all rental-based activities, including the Lagoon Event Hall and supporting rental spaces, and mitigates the operational risk created by splitting high-touch event responsibilities across multiple generalist positions.

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Rental Coordinator Core responsibilities include:
Event Hall sales, booking, pricing, and calendar management Client relationship management from initial inquiry through close-out Oversight of event logistics, policies, workflows, and branding Coordination with approved caterers and external vendors On-site or on-call presence for high-profile events
Collaboration with custodial and setup crews to ensure hospitality-level standards
Justification:
Aligns staffing with the adopted assumption that the Event Hall operates as a dedicated enterprise
Supports hospitality-level service expectations and premium market positioning Protects revenue generation, customer satisfaction, and the City’s brand Prevents high-touch rental and event responsibilities from being spread across multiple general Recreation staff positions
The new Community Center is larger and more complex than the former facility, and the Plan reflects that by addressing key areas such as staffing, access, rentals, and partnerships in greater detail. City Council action is focused on approving the overall framework and direction, not individual operational decisions.

As part of implementation of the Plan, draft Requests for Information (RFIs) for the Ceramics Program, Early Education Program, and Community Center Café are included with this report for City Council reference. Upon approval of the Business Operations Plan framework, the City Manager shall approve and direct staff to issue the RFIs. The RFIs are non-binding and intended solely to determine interest and market for the particular operations; any future agreements or operational changes would be returned to the City Council for review and approval.

CALIFORNIA ENVIRONMENTAL QUALITY ACT
In July 2023, the City of Foster City, in accordance with the requirements of the California Environmental Quality Act (“CEQA”), the State CEQA Guidelines adopted by the Secretary of Resources, and the City of Foster City Environmental Review Guidelines, prepared an Initial Study and Mitigated Negative Declaration (SCH # 20231009) with Standards Conditions and Mitigation Monitoring and Reporting Program (SCAMMRP), and CEQA Findings (IS/MND) for the Recreation Center Rebuild Project. Pursuant to Public Resources Code section 21166 and CEQA Guidelines section 15164(b), the City Council adopted an Addendum to the adopted Mitigated Negative Declaration on November 16, 2023.

No further review under CEQA is necessary as the Plan is consistent with the project considered under the IS/MND and the Addendum. No substantial changes are proposed in the project which will require revisions of the previous MND, nor substantial changes

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to the circumstances under which the project is being undertaken which will require major revisions to the MND, nor is there any new information of substantial importance, which was not known at the time the MND was approved pursuant to CEQA Guidelines section 15162.

FISCAL IMPACT
There is no immediate fiscal impact associated with approval of the Business Operations Plan. Any future fiscal impacts related to implementation of the Plan, including staffing or contractual actions, would be brought forward to the City Council as separate agenda items with recommended actions.

CITY COUNCIL VISION, MISSION, AND VALUE/PRIORITY AREA
Staff Empowerment and Operational Excellence
ATTACHMENTS:

Attachment 1 – Resolution
Attachment 2 – Foster City Park and Recreation Community Center Business Operations Plan
Attachment 3 – Request for Information: Ceramics Program Attachment 4 – Request for Information: Early Education Program Attachment 5 – Request for Information: Community Center Café

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RESOLUTION NO.

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

APPROVING THE FOSTER CITY COMMUNITY CENTER BUSINESS OPERATIONS

PLAN AS A GUIDING FRAMEWORK

CITY OF FOSTER CITY
WHEREAS, the City of Foster City has constructed a new Community Center intended to serve as a modern civic facility supporting recreation programs, community events, rentals, and partnerships; and
WHEREAS, the new Community Center requires a clear operational and financial framework to guide its management due to its size and complexity; and WHEREAS, the Community Center Business Operations Plan establishes such a framework and is intended to serve as a guiding document and does not authorize specific agreements or pricing actions; and
WHEREAS, issuing Requests for Information allows the City to gather market information and assess interest related to potential private-public partnerships prior to any future City Council action; and
WHEREAS, the Business Operations Plan identifies certain program areas where Requests for Information may be used as an administrative tool to gather market information prior to any future City Council consideration.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Foster City does hereby approve the Foster City Community Center Business Operations Plan as a guiding operational and financial framework.

PASSED AND ADOPTED as a resolution of the City Council of the City of Foster City at the regular meeting held on the 17th day of February, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ART KIESEL, MAYOR
ATTEST:

PRISCILLA SCHAUS, CITY CLERK

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2026
Foster City Parks and Recreation
Community Center Business Operations Plan

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Community Center Business Plan
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FOSTER CITY PARKS AND RECREATION DEPARTMENT

MISSION

TO PROVID E EXCELLENT SERVICE, EXCITING PROGRAMS, AND EXCEPTIONAL PLACES, TO ENHANCE OUR COMMUNITY’S QUALITY OF LIFE.

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ii

TABLE OF CONTENTS
CHAPTER ONE – EXECUTIVE SUMMARY ................................................................................................. 1 PURPOSE AND ROLE OF THE COMMUNITY CENTER IN THE SYSTEM ........................................... 1 PURPOSE OF THIS BUSINESS OPERATIONS PLAN ......................................................................... 2 HOW TO USE THIS PLAN ................................................................................................................ 2 REPLACEMENT OF AN AGING FACILITY ...................................................................................... 2 OPERATIONAL GOALS .................................................................................................................. 3 CITY COUNCIL AND COMMUNITY EXPECTATIONS .................................................................... 3 OPERATING MODEL OVERVIEW ................................................................................................... 3 FINANCIAL PERFORMANCE ......................................................................................................... 5 BOTTOM-LINE ASSESSMENT .......................................................................................................... 9

CHAPTER TWO
– FOSTER CITY COMMUNITY CENTER REBUILD PROJECT ............................................ 10 PROJECT BACKGROUND AND HISTORY .................................................................................... 10 PURPOSE AND VISION FOR THE NEW FACILITY ......................................................................... 10 FACILITY FLOOR PLANS .............................................................................................................. 10 FACILITY SQUARE FOOTAGE OVERVIEW ................................................................................... 12 SUMMARY ................................................................................................................................... 15

CHAPTER THREE
– COMMUNITY CENTER OPERATIONAL ASSUMPTIONS ............................................ 16 PURPOSE AND ROLE IN THE SYSTEM .......................................................................................... 16 OPERATIONAL FRAMEWORK AND ASSUMPTIONS .................................................................... 17 OPERATIONAL ASSUMPTION FRAMEWORK SUMMARY ............................................................ 21 ....................................................................... 22 PURPOSE AND ROLE WITHIN THE COMMUNITY CENTER ........................................................... 22 OPERATING INTENT ..................................................................................................................... 22 POLICY AUTHORITY .................................................................................................................... 22 OPERATIONAL AUTHORITY ......................................................................................................... 22 CONTROLLED USE AND CONFIGURATION STANDARDS ........................................................... 23 BOOKING, CONTRACTS, AND FINANCIAL CONTROLS ............................................................ 23 STAFFING AND SERVICE STANDARDS ........................................................................................ 23 FINANCIAL ROLE......................................................................................................................... 24 PUBLIC VALUE AND EQUITY CONSIDERATIONS ........................................................................ 24 BOTTOM-LINE SUMMARY ......................................................................................................... 24 ......................................................... 25 PURPOSE AND CONTEXT ............................................................................................................ 25 STRATEGIC JUSTIFICATION FOR PRIVATE OPERATIONS ............................................................ 25 FINANCIAL STRATEGY AND DEAL STRUCTURE OPTIONS ........................................................... 26 USE OF THE REQUEST FOR INTEREST (RFI) PROCESS ................................................................... 28 KEY TAKEAWAYS ......................................................................................................................... 30

CHAPTER SIX
- SPACE UTILIZATION ...................................................................................................... 31 PURPOSE AND ROLE IN FCCC OPERATIONS ............................................................................. 31 CORE SCHEDULING PHILOSOPHY.............................................................................................. 31

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FACILITY OPERATING CONTEXT ................................................................................................. 32 SPACE TYPOLOGIES AND UTILIZATION INTENT .......................................................................... 32 SCHEDULING HIERARCHY AND PRIORITY ORDER ..................................................................... 34 COORDINATION WITH PRIVATE-PUBLIC PARTNER OPERATIONS .............................................. 34 DAILY, WEEKLY, AND SEASONAL SCHEDULING PATTERNS ....................................................... 35 UTILIZATION TARGETS AND PERFORMANCE MONITORING ...................................................... 35 SPACE SCHEDULING - EXAMPLE................................................................................................ 36 OPERATIONAL COORDINATION AND IMPLEMENTATION....................................................... 39 SUMMARY ................................................................................................................................. 39

CHAPTER SEVEN
- STAFFING FRAMEWORK ......................................................................................... 40 STAFFING ASSESSMENT CONTEXT AND PURPOSE ..................................................................... 40 STAFFING ADEQUACY AND RECOMMENDATIONS .................................................................. 40 STAFFING SUMMARY .................................................................................................................. 42

CHAPTER EIGHT
- FINANCIAL PLAN ..................................................................................................... 43 FINANCIAL ASSUMPTIONS ......................................................................................................... 43 LAGOON EVENT HALL FINANCIAL ASSUMPTIONS AND RISK SENSITIVITY ............................... 44 FORMER RECREATION CENTER ACTUAL FINANCIAL PERFORMANCE (FY2023-24)................. 47 NEW FCCC PROJECTED FINANCIAL PERFORAMNCE (FY2027-28) .......................................... 48 SIX-YEAR OPERATING PRO FORMA AND COST RECOVERY TRAJECTORY .............................. 49 FIRST YEAR REVENUE MODEL...................................................................................................... 51 FIRST-YEAR OPERATING EXPENDITURE MODEL ......................................................................... 55

CHAPTER NINE
- CONCLUSION ........................................................................................................... 58 APPENDIX A – LAGOON EVENT HALL OPERATIONAL CONTEXT ........................................................ 59

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Community Center Business Operations Plan
1 CHAPTER ONE – EXECUTIVE SUMMARY

PURPOSE AND ROLE OF THE COMMUNITY CENTER IN THE SYSTEM
The Foster City Community Center (FCCC) is the civic, cultural, and operational anchor of the City’s recreation and community services system. More than a replacement of an aging facility, the new Center represents a generational investment in Foster City’ s identity, a place intentionally designed to bring residents together for learning, wellness, celebration, and connection. Its Lagoon-front setting, flexible multi-use floorplan, and adjacency to Leo Ryan Park position it as both a daily neighborhood resource and a regional destination for events and community gatherings.

Across all phases of community input derived during the planning process of the 2025 Parks and Recreation Master Plan, including the statistically valid needs assessment, residents consistently affirmed that a modern community center is essential to supporting their desired quality of life. Survey results show that 4 6% of households participated in City programs in the past year , well above national benchmarks, and 90% rated program quality as excellent or good. These findings reflect the demographic and lifestyle characteristics - a highly diverse, multi-generational, and wellness-oriented community with strong expectations for accessible, high-quality spaces.

Operationally, the new FCCC is designed to deliver the majority of the City’s structured recreation programs, fitness and wellness offerings, arts and ceramics instruction, Early Education and youth services, community events, and facility rentals. With much of the City’s demand constrained by the prior building’s limitations, the new Center is expected to open at high initial utilization, with fitness studios, multipurpose rooms, arts spaces, and event halls serving as the primary drivers of participation and revenue. The facility’s ability to meet this demand will depend on coordinated approaches to staffing, customer service, scheduling, custodial standards, and pricing — all addressed in subsequent chapters of this business plan.

Within the larger Parks and Recreation system, the FCCC fulfills three interconnected roles:

1.1.1 COMMUNITY ANCHOR
The Center provides a welcoming environment where residents can gather for celebrations, cultural events, youth activities, senior programs, and civic engagement. Its design reflects Foster City’s values of openness, inclusivity, and community connection while supporting everything from Early Education classes and ceramics workshops to large weddings and cultural festivals. The building’s commons, lobby, café and terraces act as a shared living room for the community.

1.1.2 PROGRAM HUB
The Center supports year-round programming across fitness, wellness, arts, enrichment, camps, Active aging, Early Education , and community education. Results from the needs assessment indicate that fitness/wellness programs, family activities, Active aging programs, and community events are among the highest priority investments for residents. The FCCC’s two fitness studios, multiple multipurpose rooms, Early Education and youth spaces, arts studios, and outdoor terraces directly respond to these community-expressed needs.

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2 1.1.3 REVENUE GENERATING OPPORTUNITIES
The FCCC is a part of the City’s long -term financial sustainability strategy. The facility’s event halls, divisible meeting rooms, café, catering kitchens, ceramics studio, arts spaces, and multipurpose rooms collectively support a diverse revenue portfolio , including rentals, classes, special events, premium fitness offerings, arts instruction, and food service. Strong demand indicators from the 2025 Parks and Recreation Master plan ( recreation trends, needs assessment, demographics) position the Center to generate meaningful cost-recovery contributions while maintaining public accessibility.

PURPOSE OF THIS BUSINESS OPERATIONS PLAN
The FCCC represents a $65.9 million capital investment in a new, modern civic facility intended to serve the community for multiple decades. This Business Operations Plan establishes the operational, staffing, and financial framework required to responsibly manage that investment once the facility opens.

The former William E. Walker Recreation Center operated under informal and incremental practices that reflected a smaller, less complex building. The new facility is significantly larger, supports concurrent uses, includes premium event space, relies on partnerships, and carries higher operating costs and community expectations. As a result, the prior operational model cannot be carried forward without creating unsustainable financial, staffing, and service delivery impacts.

HOW TO USE THIS PLAN
This Business Operations Plan provides guidance on how the new Community Center could operate, how costs could be managed, how revenue could be generated, and what level of ongoing General Fund support should be anticipated and appropriate.

REPLACEMENT OF AN AGING FACILITY
As documented in Chapter Two, the new Community Center replaces an aging and operationally constrained facility that no longer met community needs, accessibility standards, or program demand.

The former Recreation Center limited programming, restricted event capacity, and constrained service delivery.

The new two-story, approximately 40,000+ square-foot facility significantly expands:
• Program and class capacity
• Fitness and wellness offerings
• Arts and ceramics instruction
• Early Education services
• Community events and rentals
This expansion introduces a fundamentally different operating environment, including multiple concurrent activities, higher customer volumes, increased staffing coordination, and greater financial exposure. In summary, a new and improved FCCC requires a new and improved approach to operating the facility.

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3 OPERATIONAL GOALS
The FCCC is designed to function as:

1. A Community Anchor - A welcoming civic facility supporting wellness, learning, arts, culture, and community connection across generations.

2. A Program and Service Hub - The primary indoor venue for City-delivered recreation programs, fitness classes, arts instruction, Active aging services, youth enrichment, and community education.

3. A Disciplined Municipal Operation - A City-managed facility that leverages rentals, events, and partnerships to offset operating costs while maintaining City control over access, pricing, scheduling, and operating standards, along with equity and accountability.

Operational success is measured by service quality, safe and well-supervised operations, high utilization within defined hours, and financial performance aligned with City policy, not by profit maximization.

CITY COUNCIL AND COMMUNITY EXPECTATIONS
Through Council direction, community engagement, and needs assessment findings, the following expectations have been established for the new Community Center:
• High-quality facilities and services
• Expanded access to fitness, arts, and cultural programming • Safe, professionally managed spaces
• Responsible stewardship of City assets
• Fiscal discipline in ongoing operations
While the facility is not expected to be self-supporting, it is expected to operate with greater financial discipline than the former Recreation Center, given its scale, amenities, and revenue -generating capacity. This Business Operations Plan directly responds to those expectations.

OPERATING MODEL OVERVIEW
The Community Center is intentionally modeled as a moderate-hour, high-efficiency facility.

1.7.1 BASELINE OPERATING HOURS
• Monday–Thursday: 8:00 AM – 8:00 PM
• Friday–Saturday: 8:00 AM – 5:00 PM
• Sunday: Closed to the public, except for approved rentals • Total Weekly Hours: 66
This schedule reflects community demand, staffing sustainability, and cost control considerations.

The facility operates under a controlled access “library model”:
• Shared gathering spaces such as the lobby and lounges remain open during operating hours • Program, studio, and event spaces are locked unless scheduled

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4 • City staff centrally manages all scheduling and access • A Manager-On-Duty is present during all public operating hours This model supports high utilization while maintaining safety, asset protection, and service consistency.

PLEASE NOTE: The former Recreation Center was typically open from 9:00 a.m. to 10:00 p.m. on weekends regardless of scheduled activity. The proposed operating hours reflect an updated model that aligns community access with programmed use and staffing needs, while increasing the operational focus on facility rentals and events.

1.7.2 STAFFING FRAMEWORK
Staffing is based on operating hours, functional workload, and concurrent activity levels rather than square footage. The model combines:
• Full-time leadership and administrative roles
• Dedicated rental and event coordination
• Part-time and event-based staffing scaled to demand
In FY 2027 -28, the expected first full year of operational maturity, total staffing capacity is approximately 11.27 FTE ( full-time equivalent positions ), inclusive of full -time, part -time, and seasonal staff. The staffing levels are shown in the chart below.

Position Existing or New Full or Part-time
Percentage of Time/Cost
Allocated to FCCC
Operations
Annual Labor Hour Allocation
to FCCC Operations Timing
ADMINISTRATIVE ASSISTANT I Existing Full-time 60% 1,248 Immediate ADMINISTRATIVE ASSISTANT II Existing Full-time 75% 1,560 Immediate BLDG SERVICES COORDINATOR Existing Full-time 70% 1,456 Immediate MANAGEMENT ANALYST Existing Full-time 45% 936 Immediate OFFICE ASSISTANT I Existing Full-time 30% 624 Immediate PARKS & RECREATION DIRECTOR Existing Full-time 30% 624 Immediate RECREATION COORDINATOR II - (Contract classes, Seniors) Existing Full-time 65% 1,352 Immediate RECREATION COORDINATOR II - (Facility rentals) Existing Full-time 50% 1,040 Immediate RECREATION MANAGER Existing Full-time 60% 1,248 Immediate RENTAL COORDINATOR NEW Full-time 100% 2,080 Immediate
RECREATION SPECIALIST NEW Part-time 100% 1,560 7/1/2027 BUILDING SERVICE COORDINATOR Existing Part-time 100% 1,560 Immediate OFFICE ASSISTANT I Existing Part-time 100% 1,560 Immediate BUILDING SERVICE ASSISTANTS Existing Part-time 100% 6,594 Immediate 23,442TOTALS

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5 FINANCIAL PERFORMANCE

1.8.1 FORMER RECREATION CENTER ACTUAL FINANCIAL PERFORMANCE (FY2023 -24) As noted to the right, the financial performance of the former Recreation Center in its final year of operation (FY2023-24) reflects a $2.3 million operating loss and a cost recovery of 22%.

Please Note: Program revenue includes city-self operated ceramics program ($97,000)

FORMER FOSTER CITY RECREATION CENTER
FISCAL YEAR 2023-24

FINANCIAL PERFORMANCE

REVENUE SUMMARY
Programs $177,584
After School Program - Contracted $215,000
General Facility Rentals $73,705
Lagoon Room Rentals $139,136
Sponsorships $10,000
Private Public Partnerships $23,933
TOTAL REVENUES $639,358

EXPENDITURE SUMMARY
$1,025,329
$396,950
$1
,542,317
TOTAL EXPENSES TOTAL $2,964,596
NET ANNUAL REVENUE/(LOSS) ($2, 325,238)
Annual Cost Recovery 22%
Personnel Services
Supplies
Services and Charges

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6 1.8.2 NEW FCCC PROJECTED FINANCIAL PERFORAMNCE (FY2027- 28) As noted below, the projected financial performance of the new FCCC in its first full year of operation (FY2027-28) reflects a $1.591 million operating loss and a cost recovery of 57%.

PLEASE NOTE: It is understood that the projected and actual financial performance are contingent upon the adoption of a pricing policy (including but not limited to pricing methodology, cost recovery goals and fees) by the City Council of Foster City.

NEW FOSTER CITY COMMUNITY CENTER
FISCAL YEAR 2027-28

PROJECTED FINANCIAL PERFORMANCE

REVENUE SUMMARY
Programs $162,232
After School Program - Contracted $215,000
General Facility Rentals $212,850
Lagoon Event Hall Rentals $1,218,000
Sponsorships $25,000
Private Public Partnerships $282,500
TOTAL REVENUES $2,115,582

EXPENDITURE SUMMARY
$1,454,013
$406,755
$1,642,317
$204,000
TOTAL EXPENSES TOTAL E $3,707,085
NET ANNUAL REVENUE/(LOSS) ($1,591,503)
Annual Cost Recovery 57%
Lagoon Event Hall Pass Through Charges
Personnel Services
Supplies
Services and Charges

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7 1.8.3 SIX -YEAR OPERATING PRO FORMA AND COST RECOVERY TRAJECTORY FY 2027–28 through FY 2032–33
PRO FORMA STRUCTURE AND ASSUMPTIONS APPLIED BASELINE (FY 2027 –28) • Revenue baseline reflects:
o City-delivered programs
o Private-Public Partnerships (Chapter 5 - Expected scenario) o General facility rentals
o Lagoon Event Hall enterprise
• Expenditure baseline reflects:
o Fully burdened FCCC staffing plan
o Program supplies and contracts
o Services, utilities, ISFs, and facility operations
o Event Hall non-personnel enterprise costs
The table below presents annual revenues, expenditures, net operating position, and cost recovery for FY 2027–28 through FY 2032–33.

TAKEAWAYS
• Revenues grow at 4% annually, driven by participation, pricing discipline, rental optimization and consumer price indices.
• Expenditures grow slower than revenues due to:
o Labor cost escalation is assumed to be 3% annually
Pro Forma Revenues & Expenditures
Foster City Community Center
BASELINE: REVENUES AND EXPENDITURES
Revenues 1st Year 2nd Year 3rd Year 4t h Year 5th Year 6th Year Programs $162,232 $168,721 $175,470 $1 82,489 $189,788 $197,380 General Facility Rentals $215,000 $223,600 $232,544 $241,846 $251,520 $261,580 General Facility Rentals $212,850 $221,364 $230,219 $239,427 $249,004 $258,965 Lagoon Event Hall Rentals $1,218,000 $1,266,720 $1,317,389 $1,370,084 $1,424,888 $1,481,883 Sponsorships $25,000 $26,000 $27,040 $28,122 $29,246 $30,416 Private Public Partnerships $282,500 $293,800 $305,552 $317,774 $330,485 $343,704 Total $2,115,582 $2,200,205 $2,288,213 $2,379,742 $2,474,932 $2,573,929 Expenditures 1st Year 2nd Year 3rd Year 4t h Year 5th Year 6th Year Personnel Services $1,454,013 $1,497,634 $1,542,563 $1 ,588,840 $1,636,505 $1,685,600 Supplies $406,755 $418,958 $431,526 $444,472 $457,806 $471,541 Services and Charges $1,642,317 $1,691,587 $1,742,334 $1,794,604 $1,848,442 $1,903,896 Lagoon Event Hall Pass Through Charges $204,000 $210,120 $216,424 $222,916 $229,604 $236,492 Total $3,707,085 $3,818,298 $3,932,847 $4,050,832 $4,172,357 $4,297,528 Annual General Fund Subsidy $1,591,503 $1,618,093 $1,644,633 $1,671,090 $1,697,425 $1,723,599 Cost Recovery 57% 58% 58% 59% 59% 60%

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8 o City cost control measures for internal service funds minimize unforeseen spikes for these expenditures.
• As a result, cost recovery gradually increases.

1.8.4 FOSTER CITY COMMUNITY CENTER FINANCIAL PERFORMANCE COMPARISON The below table compares the actual financial performance of the last fiscal year of operation of the former Recreation Center with the projected financial performance of the first full fiscal year of operation for the new FCCC.

PLEASE NOTE: Chapter 8 details financial projections for the new FCCC. Additionally, Appendix A provides market, pricing and revenue detail for the Lagoon Event Hall.

FORMER FOSTER CITY

RECREATION CENTER

NEW FOSTER CITY

COMMUNITY CENTER
FISCAL YEAR 2023-24 FISCAL YEAR 2027-28

FINANCIAL PERFORMANCE PROJECTED FINANCIAL PERFORMANCE
Programs $177,584 $162,232 ($15,352) Frmr Rec Center = $97K city-run ceramics class $ After School Program - Cont $215,000 $215,000 $0 Net neutral General Facility Rentals $73,705 $212,850 $139,145 Revenue increase by 189% Lagoon Room Rentals $139,136 $1,218,000 $1,078,864 Revenue increase by 775% Sponsorships $10,000 $25,000 $15,000 Revenue increase of 150% Private Public Partnerships $23,933 $282,500 $258,567 Revenue increase of 1,080% TOTAL REVENUES $639,358 $2,115,582 $1,476,224 Overall revenue increase of 231%

EXPENDITURE SUMMARY
$1,025,329 $1,454,013 $428,684 Expense increase of 42%
$396,950 $406,755 $9,805 Expense increase of 2%
$1,542,317 $1,642,317 $100,000 Expense increase of 6%
Lagoon Event Hall Pass
Through Charges $0 $204,000 $204,000 Cost did not exist in Former FCCC Budget TOTAL EXPENSES $2,964,596 TOTAL EXPENSES $3,707,085 $742,489 Overall expenditure increase of 25%

NET ANNUAL
REVENUE/(LOSS) ($2,325,238) ($1,591,503) $733,735 General fund subsidy reduction of 32% Annual Cost Recovery 22% 57% 36% Increase of 36%

REVENUE SUMMARY
Personnel Services
Supplies
Services and Charges

DELTA EXPLANATION

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9 TAKEAWAYS
• Dramatic improvement in cost recovery - The new facility is projected to nearly double cost recovery, increasing from 21.6% to 57%, signaling a much stronger alignment between revenues and operating costs.
• Revenue performance scales meaningfully with the new facility - Total revenue is projected to increase by 231%, demonstrating that the new facility materially expands the City’s ability to generate earned income through programs, rentals, and services. • General fund subsidy normalizes despite significant expansion - Even with substantially higher operating expenditures, the general fund subsidy decreases by nearly $750,000 annually indicating that incremental costs are being offset more efficiently.

BOTTOM -LINE ASSESSMENT
The FCCC is a generational civic investment that requires a disciplined operating framework.

This Business Plan:
• Replaces outdated operating assumptions
• Aligns staffing, scheduling, and financial performance • Establishes clear authority and accountability
• Balances community access with fiscal responsibility
The plan provides a blueprint to ensure the Community Center opens successfully and operates sustainably over time. This business plan should be updated after two full fiscal years of operation.

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10 CHAPTER TWO – FOSTER CITY COMMUNITY CENTER REBUILD PROJECT

PROJECT BACKGROUND AND HISTORY
The FCCC Rebuild Project represents one of the most significant civic investments undertaken by the City in recent decades. The vision for a modern, flexible, and community- serving Community Center emerged after years of facility aging, functional limitations, and evolving community needs. The new Community Center is designed to serve as a multigenerational hub for events, programs, fitness, arts, learning, and community gatherings.

PURPOSE AND VISION FOR THE NEW FACILITY
The new Community Center replaces an aging structure with a flexible, modern, and community-oriented facility that supports:
• Multigenerational use
• High-quality fitness and wellness programs
• Expanded arts, ceramics, and creative spaces
• Large and small-scale events
• Active aging and lifelong learning
• Early Education programming
• Community rentals, gatherings, and celebrations
• Improved customer experience through modernized service areas

FACILITY FLOOR PLANS

2.3.1 SITE PLAN

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11 2.3.2 FIRST FLOOR PLAN

2.3.3 SECOND FLOOR PLAN

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12 FACILITY SQUARE FOOTAGE OVERVIEW
The new Community Center is a two- story, approximate ly 40,000+ square -foot facility composed of program, event, fitness, arts, Early Education, and community spaces designed to maximize flexibility and operational efficiency. The building’s design integrates Lagoon -front terraces, community -facing plazas, and indoor/outdoor programming opportunities.

Below is an overview of major spaces, organized by functional area.

2.4.1 PUBLIC GATHERING SPACES
Space Area (SF)
Lobby 2,165
Event Lobby 1,185
Community Lounge (2nd floor) 500
Balcony Terrace 1,020

These areas establish the customer experience and support events, rentals, community gatherings, and daily recreation use.

2.4.2 EVENT AND LARGE -GROUP SPACES
Space Area (SF)
Event Space A 1,795
Event Space B 1,880
Event Space C 2,225
Event Space D 1,315
Event Space Storage 835
Event Space Total 7,215

These spaces support weddings, corporate events, community celebrations, cultural gatherings, and City- run programs. Their size and modularity allow simultaneous events or single large events.

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13 2.4.3 ACTIVE AGING, PROGRAMS, AND LEARNING SPACES
Space Area (SF)
Senior Lounge 1,340
Senior Lounge Storage 155
Medium Activity Room (1st floor) 715
Medium Activity Room (1st floor) Storage 90
Activity Room A 960
Activity Room B 750
Activity Room Storage 190
Conference Room 165
Lactation Room 75

These spaces support lifelong learning, Active aging programs, afterschool programming, camps, meetings, workshops, seminars, and multigenerational activities.

2.4.4 FITNESS, WELLNESS, AND MOVEMENT SPACES
Space Area (SF)
Fitness Room A 1,290
Fitness Room B 975
Fitness Storage 370
Fitness Space Total 2,265

Designed for high-demand group exercise, dance, martial arts, mind-body classes, and specialized fitness offerings.

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14 2.4.5 ARTS, CERAMICS, AND CREATIVE SPACES
Space Area (SF)
Arts Room 1,095
Arts Storage 185
Ceramics Studio 1,120
Kiln Room 170
Ceramics Storage 115

The inclusion of a professional-grade ceramics studio—with a kiln room and dedicated storage supports vendor-operated programming, advanced creative learning, and community arts initiatives.

2.4.6 FOOD SERVICE AND EVENT SUPPORT SPACES
Space Area (SF)
Café 690
Kitchen #1 675
Kitchen #2 265
Kitchen Storage 135
Event Wing Storage 835

The café reinforces the facility’s role as a community gathering space, while kitchen infrastructure enables high-quality catering for events and rentals.

2.4.7 EARLY EDUCATION AND EARLY CHILDHOOD SPACES
Space
Area (SF)
Early Education Classroom 930
Early Education Storage 140
Early Education Restroom —

The expanded Early Education supports early learning, family engagement, and structured youth programming.

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15 SUMMARY
The Community Center Rebuild Project reflects a decade of planning, community engagement, and policymaking. Through a deliberate design process, significant financial coordination, and master planning alignment, Foster City is delivering a flagship community facility that will anchor recreation, culture, wellness, and community life for decades.

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16 CHAPTER THREE – COMMUNITY CENTER OPERATION AL ASSUMPTIONS

PURPOSE AND ROLE IN THE SYSTEM
The FCCC is the civic, cultural, and operational anchor of the City’s recreation and community services system. More than a replacement of an aging facility, the new Center represents a generational investment in Foster City’s identity , a place intentionally designed to bring residents together for learning, wellness, celebration, and connection. Its Lagoon- front setting, flexible multi -use floorplan, and adjacency to Leo Ryan Park position it as both a daily neighborhood resource and a r egional destination for events and community gatherings.

Within the larger Parks and Recreation system, the FCCC fulfills three interconnected roles:

3.1.1 COMMUNITY ANCHOR
The Center provides a welcoming environment where residents can gather for celebrations, cultural events, youth activities, senior programs, and civic engagement. Its design reflects Foster City’s values of openness, inclusivity, and community connection which supports everything from Early Education classes and ceramics workshops to large weddings and cultural festivals. The building’s commons, lobby, café, terraces, and event spaces act as a shared living room for the community.

3.1.2 PROGRAM HUB
The Center supports year-round programming across fitness, wellness, arts, enrichment, camps, Active aging, Early Education , and community education. Results from the needs assessment indicate that fitness/wellness programs, family activities, Active aging programs, and community events are among the highest priority investments for residents. The FCCC’s two fitness studios, multiple multipurpose rooms, Early Education and youth spaces, arts studios, and outdoor terraces directly respond to these community-expressed needs.

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17 3.1.3 REVENUE GENERATING OPPORTUNITIES
The FCCC is a part of the City’s long -term financial sustainability strategy. The facility’s event halls, divisible meeting rooms, café, catering kitchens, ceramics studio, arts spaces, and multipurpose rooms collectively support a diverse revenue portfolio — including rentals, classes, special events, premium fitness offerings, arts instruction, and food service. Strong demand indicators from the 2025 Parks and Recreation Master plan ( recreation trends, needs assessment, demographics) position the Center t o generate meaningful cost-recovery contributions while maintaining public accessibility.

OPERATIONAL FRAMEWORK AND ASSUMPTIONS

3.2.1 PURPOSE OF THE OPERATIONAL FRAMEWORK
This section defines how the FCCC will function on a day-to-day basis once opened. It translates facility design, community demand, and policy direction into clear operational assumptions related to access, staffing, scheduling, security, partnerships, and service delivery. The intent of this framework is to:
• Ensure consistent, high-quality customer experiences
• Maintain operational control and safety in a complex, multi-use facility • Support high utilization across diverse user groups
• Establish a scalable backbone for staffing and future financial modeling • Streamline and simplify facility rental pricing in accordance with best practices These assumptions form the foundation for the utilization matrices, staffing models, and enterprise operations presented later in the Business Plan.

3.2.2 CORE OPERATING PHILOSOPHY

LIBRARY MODEL OF ACCESS AND CONTROL
The Community Center will operate using a “library model” of access, meaning the building is open and welcoming to all, but access to individual rooms is managed by staff based on scheduled use. This approach allows the Center to be accessible while maintaining safety, protecting City assets, and using staffing resources efficiently across a wide range of users and activities. Under this model:
• The public commons and lobby remain open, welcoming, and visible. • All program rooms, studios, and event spaces remain locked unless scheduled for a program, rental, or contracted use.
• Staff control room access based on the daily schedule, unlocking and relocking spaces as needed.

This model balances openness and inclusivity with the operational discipline required to protect City assets, manage staffing efficiently, and ensure safety across age groups and uses.

3.2.3 BUILDING ACCESS, CIRCULATION, AND CUSTOMER FLOW

PRIMARY AND SECONDARY ENTRIES
• The front lobby and customer service desk serve as the single primary public entry. • Café doors function as a secondary, time-limited entry only during café operating hours. • All other exterior doors remain locked and controlled.

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18 The front desk maintains visual oversight of the lobby and commons at all times, reinforcing safety and wayfinding.

SENIOR LOUNGE INTERFACE
• The Senior Lounge opens to an outdoor courtyard; however, its interior door is egress-only. • Privacy glazing and operable shades mitigate the “fishbowl” effect while preserving daylight. • This approach supports dignified Active aging use while maintaining circulation control.

3.2.4 HOURS OF OPERATION (BASELINE ASSUMPTIONS)
Baseline working assumptions, subject to seasonal adjustment, are as follows:
• Monday–Thursday: 8:00 AM – 8:00 PM
• Friday–Saturday: 8:00 AM – 5:00 PM
• Sunday: Closed to the public; rentals only
These hours reflect community demand patterns identified through the 2025 Parks and Recreation Master Plan. They also balance service expectations with staffing and custodial efficiency.

Any expansion of evening or Sunday public hours will require proportional adjustments to staffing, supervision, and cleaning protocols.

3.2.5 STAFFING BACKBONE AND COVERAGE ASSUMPTIONS

FRONT DESK AND SUPERVISION
• A minimum of two staff at the front desk during all public operating hours, which is consistent with the customer service operations of the former Recreation Center. • Building attendants provide coverage during evenings (beginning approximately 4:00 PM) and weekends.
• A Manager-On-Duty (MOD) is present during all open hours, with authority to:
o Resolve customer issues
o Access camera systems
o Oversee rentals and events
o Address safety and operational concerns
This staffing posture aligns with the Center’s scale, balanced age segmentation, and high rental and event demand .

3.2.6 SECURITY, MONITORING, AND RISK MANAGEMENT
• Security cameras cover all major lobbies, corridors, entries, and event spaces. • At least one authorized staff member (front desk or MOD) has live camera access during all operating hours.
• Camera access protocols (viewing, storage, retrieval) will be defined in coordination with IT and City policy.

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19 • The Senior Lounge interior door remains egress -only; café doors are time -limited; upper-floor commons rely on camera monitoring rather than fixed posts.

This layered approach provides strong oversight without excessive staffing.

3.2.7 PAYMENTS, CASH HANDLING, AND CUSTOMER TRANSACTIONS Operational assumptions prioritize risk reduction and efficiency:
• Credit card processing fees will be shown as visible surcharges. • Customers are steered toward electronic payment methods. • End-of-shift reconciliation occurs in a secured, non-glazed office adjacent to the front desk. • A bolted safe minimizes cash movement; procedures reduce “money walks” through public areas.

These practices reduce exposure and align with best practices for multi-use civic facilities .

3.2.8 SEASONAL UTILIZATION FRAMEWORK
Operations will follow a two-season utilization model:

SCHOOL YEAR
• Daytime emphasis on:
o Active aging programs
o Adult learning
o Early Education and ceramics partner operations
• Evenings support:
o Fitness and wellness
o Adult enrichment
o Meetings and rentals
• Seniors retain consistent daytime access to avoid displacement.

SUMMER
Prioritizing summer youth programs and weekend rentals in the most sought -after spaces to balance revenue generation with community access. This would include:
• Youth programs and camps expand, primarily upstairs.
• Event halls may be selectively used for camps during weekdays. • Senior Lounge maintains consistent daytime hours.
• Events and rentals increase on weekends.

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20 3.2.9 PRIVATE - PUBLIC PARTNERSHIP OPERATIONS
Three program areas are intentionally structured for private- sector operation, selected through an RFI process:

CERAMICS STUDIO
• Vendor-operated ceramics programming
• City provides space, utilities, and baseline coordination • Vendor manages instruction, materials, and class operations

EARLY EDUCATION
• Private operator
• Fixed weekday schedules aligned with family demand
• Supports early childhood services without expanding City staffing obligations CAFÉ
• Privately operated food service
• Supports daily users and event activity
The private public partnerships reflect a targeted strategy to place specialized, compliance -intensive, and market -driven services with operators whose core competencies align with those demands.

Additionally, these private-public partnerships allow the City to expand services while controlling risk, staffing complexity, and operational overhead.

3.2.10 LAGOON EVENT HALL AS A DEDICATED OPERATING ENTERPRISE The Event Hall functions as a business within the business. Key assumptions:
• Hospitality-level standards for presentation, service, and responsiveness • Fully developed policies, pricing, workflows, and branding prior to opening • Dedicated rental coordination staff
• City-staffed custodial and setup crews for accountability and quality • Limited list of approved, insured caterers
• Simple, professional customer journey from inquiry through close-out Branding as the Lagoon Event Hall at the FCCC establishes market positioning and quality expectations from day one.

3.2.11 ALIGNMENT WITH PRIOR ANALYSIS
These operational assumptions directly respond to:
• High participation and satisfaction levels
• Fitness and wellness as top priority investments
• Strong demand for rentals and cultural events
• A diverse, aging, high-expectation community

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21 • The need for all-day, all-audience staffing coverage The result is an operational model designed for high utilization, controlled access, premium service quality, and long-term sustainability.

OPERATIONAL ASSUMPTION FRAMEWORK SUMMARY

Operational Area Core Assumption Implications for Daily Operations Operating Model Library-style access and control Public commons open; all program, studio, and event rooms locked unless scheduled. Staff control access based on daily use.

Role in System Primary indoor program, event, and rental hub Majority of structured recreation programs, fitness, arts, events, and rentals occur at this facility.

Primary Public Entry Single main lobby entry with front desk Front desk maintains visual control, customer service, wayfinding, and access management.

Secondary Entry Café doors limited to café operating hours Reduces uncontrolled access while supporting café activation.

Senior Lounge Access Interior access controlled; courtyard door egress-only Protects privacy, manages circulation, and maintains dignity for Active Aging users.

Hours of Operation Mon–Thu 8:00 AM–8:00 PM; Fri–Sat 8:00 AM–5:00 PM; Sun rentals only
Supports peak demand while balancing staffing, supervision, and custodial efficiency.

Seasonal Operations Two-season model (School Year / Summer) School year prioritizes fitness, adult learning, Active Aging; summer expands youth and camp use.

Front Desk Coverage Minimum two staff on duty during open hours Ensures customer service, safety, transactions, and access control.

Supervision Model Manager-On-Duty present at all times MOD has authority over security, events, customer issues, and facility response.

Evening & Weekend Coverage Building monitors supplement front desk Provides floor coverage during peak use and event periods.

Security & Monitoring Camera coverage of all major public areas Cameras monitored in Surveillance Camera Policy Cash Handling Electronic-first payments; limited cash Reduced risk through use of credit/debit/e-payments in accordance with City policy.

Room Scheduling Centralized scheduling by City staff Prevents conflicts, maximizes utilization, and maintains equity across user groups.

Event Operations Event Center operated as distinct enterprise Dedicated policies, workflows, and staffing required for weddings, banquets, and large events.

Event Standards Hospitality-level service expectations Professional setup, staffing, custodial, and customer experience standards.

Custodial Model Contracted services Ensures effective, efficient, flexible services Private Partner Spaces Ceramics, preschool, café operated by private partners City provides space and oversight; partners manage daily operations under agreement.

Ceramics Studio Vendor-operated instruction and programming Reduces City staffing burden while expanding arts offerings.

Early Learning Private operator Consistent weekday use aligned with family demand; minimal City operational exposure.

Café Privately operated food service Supports daily use and events; potential preferred caterer role.

Programming Priorities Fitness, wellness, active aging, youth enrichment, community events Direct response to needs assessment and MPM findings.

Marketing & Awareness Facility functions as visibility engine Interior signage, staff scripts, and program promotion reinforce awareness.

Flexibility of Spaces Rooms designed for multi-use Supports rapid transitions between classes, meetings, camps, and rentals.

Policy Alignment Clear rules for access, rentals, and partner use Prevents operational drift and protects City assets.

Scalability Model allows phased growth Hours, staffing, and programming can expand as demand and funding allow.

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22 PURPOSE AND ROLE WITHIN THE COMMUNITY CENTER
The Lagoon Event Hall is intentionally operated as a professional event venue and as a dedicated municipal enterprise within the F CCC. The Event Hall is not intended to function as informal overflow space or be scheduled without full operational support.

Its scale, location, finishes, and market positioning differentiate from typical recreation rentals. As a result, it requires a higher level of operational discipline, staffing, pricing control, and governance to protect City assets, manage risk, and achieve expected financial performance.

The Event Hall is a key contributor to overall facility cost recovery and plays a central role in supporting the long-term sustainability of Community Center operations.

OPERATING INTENT
The Event Hall is designed to support:
• Weddings and private celebrations
• Cultural and community events
• Corporate meetings and banquets
• City-sponsored and civic functions
Operationally, the Event Hall is intended to:
• Concentrate rentals during evenings and weekends
• Preserve weekday daytime availability for City use where appropriate • Maintain hospitality-level service standards
• Generate predictable, contractually secured revenue

POLICY AUTHORITY
• City Council retains authority over:
o Rental policies and fee schedules
o Cost recovery objectives
o Alcohol, security, and use regulations
• Policy changes occur only through formal Council action.

OPERATIONAL AUTHORITY
• Day-to-day authority rests with Parks and Recreation staff. • A designated Manager-On-Duty (MOD) has full authority during all Event Hall activities to:
o Enforce policies and contracts
o Address safety and compliance issues
o Direct staffing, security, and custodial response
o Modify or terminate events if conditions warrant

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23 This structure ensures decisions are operationally driven, defensible, and consistent.

CONTROLLED USE AND CONFIGURATION STANDARDS
All Event Hall use is governed by pre-approved configurations, capacities, and layouts. Key requirements include:
• Advance approval of room configurations and occupancy • Defined setup and teardown windows
• Enforced capacity limits and fire code compliance
• No unauthorized reconfiguration or shared space use
Failure to comply with approved conditions is grounds for immediate corrective action, including event suspension or termination. This approach:
• Protects guests and staff
• Reduces facility wear
• Preserves scheduling flexibility
• Minimizes operational conflicts

BOOKING, CONTRACTS, AND FINANCIAL CONTROLS
All Event Hall activity follows a standardized, enterprise-level booking process. Key elements include:
• Centralized inquiry and booking through City staff and City website • Fully executed contracts prior to event confirmation
• Mandatory deposits and advance payments
• Defined cancellation and refund policies
• Required insurance, permits, and approvals
No event is considered confirmed without a fully executed contract and receipt of required payments.

Informal holds, exceptions, or verbal approvals are not permitted. This discipline ensures financial predictability, transparency, and accountability.

STAFFING AND SERVICE STANDARDS
The Event Hall operates as a professional event venue under hospitality-level service expectations.

Operational requirements include:
• Dedicated Rental Coordinator oversight
• City-staffed setup, breakdown, and custodial crews
• Manager-On-Duty presence for all events
• Coordinated security and alcohol service protocols as required Staffing levels scale based on event size, duration, and complexity, with all direct costs passed through to renters where applicable.

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24 FINANCIAL ROLE
The Lagoon Event Hall is the single largest revenue driver within the Community Center operating model.

Financial assumptions include:
• Disciplined pricing aligned with market demand
• Focus on full-room and partial-room rentals
• Evening and weekend utilization as primary drivers
• Pass-through recovery of event-specific operating costs Event Hall operations are projected to exceed cost recovery levels typical of standard recreation programming and to offset a significant portion of overall facility operating costs. These revenues are intended to:
• Reduce General Fund subsidy
• Support broader Community Center operations
• Protect long-term fiscal sustainability

PUBLIC VALUE AND EQUITY CONSIDERATIONS
While operated as an enterprise, the Event Hall remains a public civic asset. Equity and access are supported through:
• Transparent, published pricing
• Priority for City-sponsored and civic events
• Consistent application of rules regardless of renter
• No informal discounts or exceptions
Public value is delivered through structured access, not through ad hoc concessions that undermine operational or financial stability.

BOTTOM -LINE SUMMARY
The Lagoon Event Hall is intentionally structured as a professionally managed municipal enterprise. This operating model:
• Protects City assets and staff
• Supports predictable revenue generation
• Ensures consistent service quality
• Prevents operational drift and exception-based decision-making • Strengthens the overall financial performance of the Community Center By clearly defining authority, controls, and expectations, the City positions the Lagoon Event Hall to operate successfully, responsibly, and sustainably over time.

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25 PURPOSE AND CONTEXT
The FCCC is designed to operate as a City -managed public facility, governed by a controlled- access operating model that prioritizes safety, accountability, scheduling discipline, and consistent customer experience. Within this framework, the City has intentionally identified three functions for private operation: the Ceramics Studio, Early Education, and Café.

This chapter documents the rationale for this approach and outlines the planning -level operational financial implications associated with each private-public partnership. Together, these partnerships are intended to enhance service quality, reduce operational risk, and contribute to the long -term financial sustainability of FCCC without compromising public control or community access.

STRATEGIC JUSTIFICATION FOR PRIVATE OPERATIONS

5.2.1 ALIGNMENT WITH FCCC’S OPERATING MODEL
The decision to pursue private operations for these three functions is not driven by outsourcing core recreation services. Rather, it reflects a targeted strategy to place specialized, compliance -intensive, and market-driven services with operators whose core competencies align with those demands, while the City retains full authority over:
• Building access and security
• Scheduling and space allocation
• Pricing guardrails and affordability expectations
• Emergency procedures and Manager-On-Duty oversight
• Performance monitoring and contract enforcement
Each RFI explicitly requires operators to function within FCCC’s controlled access “library model,” ensuring that private operations are integrated into the broader facility rather than operating independently.

5.2.2 SPECIALIZED EXPERTISE AND RISK MANAGEMENT
Each of the three privately operated spaces presents operational requirements that differ substantially from standard recreation programming:
• Early Education operations require staff credentialing, background checks, child-to-staff ratios, and regulatory compliance that are best managed by experienced early childhood providers. • Ceramics studio operations involve specialized equipment, ventilation systems, kiln firing, silica exposure controls, and chemical handling that require dedicated technical expertise and safety systems.
• Café operations introduce food safety regulations, health department inspections, and event- driven demand fluctuations that benefit from professional food service management.

By structuring these services as private partnerships, the City reduces exposure to regulatory, staffing, and operational risk while securing consistent, high-quality service delivery.

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26 5.2.3 SERVICE QUALITY AND CUSTOMER EXPERIENCE
These three spaces play an outsized role in shaping the public’s experience of FCCC:
• The Early Education serves as a weekday anchor for families. • The Ceramics Studio supports lifelong learning, creative expression, and intergenerational programming.
• The Café functions as a social connector, supporting both daily users and special events.

Private operators are expected to bring established operating systems, trained staff, and customer - service standards that elevate the overall experience while remaining aligned with City branding, equity goals, and community expectations.

5.2.4 ASSET STEWARDSHIP AND COST CONTAINMENT
Across all three RFIs, responsibility is intentionally allocated so that:
• The City retains responsibility for base building systems and overall facility operations. • Operators assume responsibility for day-to-day operations within their assigned spaces, including staffing, internal janitorial, consumables, permits, and insurance.

This structure allows the City to avoid building internal staffing and compliance systems for three distinct business lines, while still protecting public assets through defined maintenance expectations and security measures.

FINANCIAL STRATEGY AND DEAL STRUCTURE OPTIONS
The RFIs establish allowable deal structures that balance financial sustainability with service delivery goals. Importantly, each space is treated differently based on its mission, revenue potential, and risk profile.

5.3.1 BEST PRACTICE DEAL STRUCTUR E OPTIONS
• BASE RENT PLUS A PERCENTAGE OF GROSS REVENUE
o This structure ensures a predictable minimum contribution while allowing the City to share in upside generated through strong enrollment and programming performance. • BASE RENT ONLY
o A rent-based model prioritizes stability, affordability, and long-term service continuity while offsetting facility costs.
• PERCENTAGE OF GROSS REVENUE WITH A MINIMUM ANNUAL GUARANTEE. o This performance-based structure aligns City revenue with usage levels and event activity while protecting against downside risk through a guaranteed minimum.

5.3.2 ANNUAL FINANCIAL PROJECTIONS
The following projections represent order- of-magnitude, planning-level estimates i ntended to inform policy decisions and business planning. Final values will be determined through competitive procurement and contract negotiation.

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27 SCENARIO DEFINITIONS
• Conservative: Ramp-up period with modest utilization
• Expected: Operations with strong community utilization • Upside: High utilization, strong event integration, and premium demand

5.3.3 ANNUAL CITY REVENUE BY SPACE AND SCENARIO EXAMPLES

CERAMICS STUDIO
Deal Structure: Base Rent + Percentage of Gross Revenue Scenario Estimated Operator Gross City Base Rent % of Gross Total City Revenue Conservative $550,000 $40,000 8% ($44,000) $84,000
Expected $725,000 $45,000 10% ($72,500) $117,500
Upside $900,000 $50,000 12% ($108,000) $230,000

EARLY EDUCATION
Deal Structure: Base Rent Only
Scenario Capacity Utilization Annual Base Rent Total City Revenue Conservative 85% $65,000 $65,000
Expected 95% $75,000 $75,000
Upside Full + Waitlist $85,000 $85,000

CAFÉ
Deal Structure: Percentage of Gross Revenue
Scenario Estimated Gross Sales % of Gross Total City Revenue Conservative $600,000 8% ($48,000) $48,000
Expected $900,000 10% ($90,000) $90,000
Upside $1,250,000 12% ($150,000) $150,000

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28 COMBINED ANNUAL REVENUE IMPACT
Scenario Ceramics Early Education Café Total Annual City Revenue
Conservative $84,000 $65,000 $48,000 $197,000
Expected $117,500 $75,000 $90,000 $282,500
Upside $230,000 $85,000 $150,000 $465,000

USE OF THE REQUEST FOR INTEREST (RFI) PROCESS

5.4.1 PURPOSE OF THE RFI PROCESS
The City should utilize a Request for Interest (RFI) process for the Ceramics Studio, Early Education, and Café as a deliberate pre -procurement strategy aligned with the complexity, specialization, and operational importance of these functions within the FCCC.

Unlike standard recreation programs, these three functions introduce regulated services, specialized staffing models, and market -responsive operations that warrant early engagement with potential operators prior to issuing formal Requests for Proposals (RFPs). The RFI process allows the City to gather market intelligence, test assumptions, and refine agreement structures before committing to specific financial or contractual terms.

The RFI process establishes a structured, transparent way to:
• Confirm market capacity and interest
• Validate operational assumptions
• Understand realistic deal structures and risk allocation • Inform the final RFP scope, performance requirements, and compensation models

5.4.2 WHY AN RFI IS APPROPRIATE FOR FCCC
The FCCC is a new, high-profile facility with multiple integrated uses operating under a controlled-access model. The City’s objectives extend beyond simply “leasing space” and include service quality, public accountability, affordability, and long-term sustainability.

The RFI process supports these objectives by enabling the City to:

1. Engage Specialized Operators Early: Each of the three spaces requires deep operational expertise:
o Early childhood education
o Specialty arts programming with safety and equipment risks o Food service in a public, event-driven environment
An RFI allows the City to engage operators with proven experience in these domains before finalizing procurement requirements.

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29 2. Refine Operating and Financial Models: Rather than prescribing a one-size-fits-all lease or concession model, the RFI process allows the City to evaluate:
o Rent-based versus revenue-share structures
o Appropriate performance metrics
o Practical operating hours and staffing assumptions
o Reasonable expectations for financial participation

3. Protect Public Interests: The RFIs explicitly establish that all private operations must function within FCCC’s adopted operating assumptions, including City control of access, scheduling, pricing guardrails, and Manager-On-Duty authority. Using an RFI ensures these expectations are clearly communicated before competitive proposals are solicited.

4. Support Transparency and Accountability: The RFI process creates a documented rationale for future decisions regarding deal structures, partner selection criteria, and performance expectations, which is particularly important for a publicly funded facility.

5.4.3 HIGH -LEVEL SUMMARY OF RFIS

CERAMICS STUDIO OPERATIONS RFI
Purpose: The Ceramics Studio RFI seeks an experienced operator capable of delivering high- quality ceramics programming while managing the safety, equipment, and compliance requirements associated with kiln-based studio operations.

Key Objectives
• Maximize the City's investment and facility utilization • Provide year-round classes, workshops, camps, and supervised open studio access for all ages • Ensure safe operation of kilns, ventilation systems, and materials • Protect City- owned specialty equipment through preventive maintenance and replacement planning
• Expand access to arts programming while maintaining affordability and quality Operating Framework
• Operates within FCCC’s controlled-access model
• City retains scheduling authority and pricing guardrails • Operator responsible for staffing, materials, internal janitorial, and studio operations • Defined reporting and satisfaction benchmarks

EARLY EDUCATION OPERATIONS RFI
Purpose: The Early Education RFI seeks an early childhood education provider to operate a high-quality Early Education program that serves Foster City families while integrating seamlessly into the FCCC environment.

Key Objectives
• Maximize the City's investment and facility utilization

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30 • Deliver developmentally appropriate Early Education services • Ensure child safety, regulatory compliance, and family engagement • Provide predictable weekday utilization that anchors the facility • Maintain affordability and resident priority
Operating Framework
• Operates entirely within FCCC’s controlled access and security model • City retains authority over access protocols, closures, and facility coordination • Operator responsible for staffing, curriculum, enrollment, and compliance CAFÉ OPERATIONS RFI
Purpose: The Café RFI seeks a food service operator that enhances the daily and event-driven experience at FCCC while operating within a public facility environment.

Key Objectives
• Maximize the City's investment and facility utilization • Provide accessible, high-quality food and beverage offerings • Support daily users, programs, staff, and special events • Activate common spaces and strengthen FCCC as a social hub • Operate safely and efficiently within public-sector constraints Operating Framework
• Operates during FCCC public hours under City access control • Coordinates with City staff on events, rentals, and peak demand • Operator responsible for staffing, permits, food safety, and internal operations

KEY TAKEAWAYS
• The private partner model is strategic, not transactional, allowing the City to focus internal resources on core recreation services while leveraging specialized expertise where appropriate. • The City retains full operational control of FCCC, including access, scheduling, pricing guardrails, and performance accountability.
• By FY 2027-28, private operations are projected to generate approximately $275,000+ annually, with upside potential approaching $ 475,000, contributing meaningfully to FCCC’s operating sustainability.
• These revenues are intended to offset facility operating costs and reduce fiscal pressure, not to replace public investment in parks and recreation.

Together, these partnerships position the FCCC to maximize participation, deliver high-quality services, manage risk responsibly, and operate sustainably over the long term while remaining firmly grounded in its public mission.

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31 CHAPTER SIX - SPACE UTILIZATION

PURPOSE AND ROLE IN FCCC OPERATIONS
Effective space utilization and scheduling are foundational to the operational success of the FCCC. As a multi-use facility serving daily programs, private partner operations, rentals, and community events, FCCC must balance access, flexibility, predictability, and control within a finite indoor footprint.

This chapter establishes the guiding principles, hierarchy, and operational framework for how spaces within FCCC are programmed and scheduled. It translates the operating assumptions into a practical, day-to-day system that maximizes use, protects service quality, and avoids internal conflicts among City programs, private operators, and external renters.

CORE SCHEDULING PHILOSOPHY
FCCC scheduling is guided by five core principles:

1. Public Mission First: City-delivered programs and services aligned with the Parks and Recreation mission receive scheduling priority over discretionary rentals or external uses.

2. Predictable Anchors, Flexible Fill: High-frequency, high-value uses (e.g., Early Education, fitness classes, ceramics programming) serve as predictable anchors, while flexible spaces absorb variable demand.

3. Centralized Control: All scheduling decisions are centralized under City authority to ensure alignment with staffing, security, and facility operations.

4. Equitable Access: Scheduling practices must ensure that no single user group monopolizes prime time access at the expense of broader community use.

5. Operational Feasibility: Scheduling must align with realistic staffing levels, setup and breakdown times, custodial capacity, and Manager-On-Duty coverage.

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32 FACILITY OPERATING CONTEXT
FCCC operates under a controlled access “library model,” meaning:
• Public commons are open during operating hours.
• Program and specialty rooms remain locked unless scheduled. • All access, unlocking, and oversight are managed by City staff. • A Manager-On-Duty (MOD) is present during all public open hours.

This model enables a high level of concurrent activity while maintaining safety, accountability, and customer service consistency.

SPACE TYPOLOGIES AND UTILIZATION INTENT
For scheduling purposes, FCCC spaces fall into four functional categories:

6.4.1 . ANCHOR PROGRAM SPACES
These spaces have regular, predictable schedules and form the backbone of daily utilization.

EXAMPLES
• Early Education classrooms
• Ceramics studio
• Fitness studios
• Senior lounge (during programmed hours)

UTILIZATION INTENT
• Scheduled primarily during weekday daytime and early evening hours. • Operated either by City staff or private partners under City oversight. • Limited availability for rentals due to specialized equipment or best practice operational requirements.

SCHEDULING PRIORITY
High: these uses establish the baseline schedule around which other uses are layered.

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33 6.4.2 . FLEXIBLE PROGRAM ROOMS
These spaces are designed to accommodate multiple program types and shift throughout the day.

EXAMPLES
• Multipurpose activity rooms
• Medium activity rooms
• Arts and enrichment rooms
• Conference and meeting rooms

UTILIZATION INTENT
• Morning and daytime: City programs, seniors, enrichment, camps. • Late afternoon and evening: Youth, adults, fitness, and rentals. • Weekend: Mix of programs, birthday parties, meetings, and community use.

SCHEDULING PRIORITY
Medium to High: City programs first, followed by rentals and partner-supported uses.

6.4.3 EVENT AND RENTAL SPACES
These spaces support larger gatherings and revenue-generating uses.

EXAMPLES
• Event hall and divisible event spaces
• Event lobby and pre-function areas
• Balcony terrace

UTILIZATION INTENT
• Reserved in blocks to support setup, event duration, and teardown. • Evening and weekend-heavy demand.
• Limited weekday daytime use to preserve flexibility.

SCHEDULING PRIORITY
• City events and civic functions first.
• Fee-based rentals next.
• Private events are subject to staffing and operational capacity.

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34 6.4.4 SUPPORT AND ACTIVATION SPACES
These spaces enhance the overall experience but do not drive scheduling independently.

EXAMPLES
• Lobby and commons
• Café
• Community lounge

UTILIZATION INTENT
• Remain open and activated during public hours.
• Café hours aligned with building hours and event demand. • Lounge spaces flex between informal use and scheduled meetings.

SCHEDULING PRIORITY
Managed indirectly through building hours and adjacent space use.

SCHEDULING HIERARCHY AND PRIORITY ORDER
To manage competing demand, FCCC scheduling follows a defined hierarchy:

1. City-delivered Parks and Recreation programs

2. City-sponsored events and civic uses

3. Contracted private partner operations (within assigned spaces)

4. Recurring community group reservations

5. One-time rentals and private events
This hierarchy ensures mission alignment while still supporting revenue generation.

COORDINATION WITH PRIVATE- PUBLIC PARTNER OPERATIONS
Private partners (Early Education, Ceramics Studio, Café) operate under defined operating windows and space assignments, but do not control scheduling outside their designated areas.

Key coordination principles include:
• City retains final scheduling authority.
• Private partner schedules are treated as standing allocations, not exclusive control. • Adjustments for special events, maintenance, or emergencies are made by the City. • Event activity may require coordination with café and ceramics operators but does not override City priorities.

This approach ensures private operations enhance FCCC without constraining overall flexibility.

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35 DAILY, WEEKLY, AND SEASONAL SCHEDULING PATTERNS

6.7.1 WEEKDAY PATTERNS
• Morning to early afternoon dominated by Early Education, seniors, enrichment, and fitness. • Late afternoon and evening shift to youth, adult programs, and rentals. • Café supports steady daytime demand with evening peaks tied to programs.

6.7.2 WEEKEND PATTERNS
• Heavier emphasis on events, rentals, tournaments, birthday parties, and family programming. • Increased demand for event hall, multipurpose rooms, and café services. • Reduced Early Education activity provides flexibility for special uses.

6.7.3 SEASONAL VARIABILITY
• Summer: Camps, youth programs, increased daytime utilization. • Fall/Winter: Higher evening and weekend demand.
• Holidays: Special events and modified schedules coordinated centrally.

UTILIZATION TARGETS AND PERFORMANCE MONITORING
To ensure spaces are being used effectively, FCCC will track:
• Utilization rates by room type and time of day.
• Peak vs. off-peak demand patterns.
• Program fill rates and waitlists.
• Rental conversion rates and unmet demand.
• Conflicts or cancellations due to staffing or set-up constraints.

These metrics will inform future adjustments to hours, staffing, pricing, and program mix.

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36 SPACE SCHEDULING - EXAMPLE

6.9.1 STRATEGIC FRAMEWORK FOR YEAR -ROUND SCHEDULING
FCCC scheduling must recognize that demand varies significantly by season, day of week, and time of day. The following seasonal patterns will guide scheduling decisions:
• School-Year Periods (Fall–Winter–Spring): High weekday demand during after-school and evening hours for youth, family, and adult programs; consistent daytime demand for Early Education, Active aging, fitness, ceramics, and enrichment. • Summer: High daytime utilization driven by camps, youth programs, and Early Education alternatives; evenings and weekends dominated by events, rentals, and cultural gatherings. • Shoulder Periods: Ideal windows for pilot programs, instructor-based rentals, professional development, and preventive maintenance rotations.

Three principles guide this framework:

1. Diversify Dayparts: Every major program room should be scheduled in at least two daily blocks (morning, midday, afternoon, evening) to avoid underutilization.

2. Rotate Uses Seasonally: Rooms should serve different primary audiences throughout the year, reflecting demographic needs and program demand.

3. Integrate Operations and Partnerships: Scheduling must be coordinated with staffing coverage, Manager-On-Duty presence, custodial capacity, and private partner operations.

6.9.2 EVENT SPACES (DIVISIBLE EVENT HALL + EVENT LOBBY) - EXAMPLE The FCCC Event Hall is the facility’s primary rental and civic gathering space, supporting weddings, cultural celebrations, City events, and community functions. Its divisibility allows simultaneous events or mixed-use programming.

Daypart Winter Spring Summer Fall
Morning Senior socials; civic briefings Corporate meetings; trainings Event setup / prep Senior
gatherings
Midday Community luncheons; City
meetings Workforce seminars Wedding prep;
rentals
Cultural
programs
Afternoon Youth showcases; arts
programs Community events Private rentals City meetings Evening Cultural celebrations;
banquets Community fundraisers Weddings; large
receptions Cultural nights

Rental availability should be formalized into predictable evening and weekend blocks to ensure reliable revenue while preserving daytime community access. Partial-space rentals and weekday discounts should be used to increase utilization without displacing City programs.

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37 6.9.3 MULTIPURPOSE ACTIVITY ROOMS AND ARTS SPACES - EXAMPLE These rooms represent the FCCC’s flexibility core, supporting enrichment, fitness, youth programs, arts, meetings, and rentals.

Daypart Winter Spring Summer Fall
Morning Active aging fitness; arts Adult enrichment Camp rotations Active aging Midday Classes; workshops Early Education overflow Youth camps Adult learning Afternoon After-school programs Youth programs Camps After-school Evening Adult fitness; rentals Community meetings Family programs Classes / rentals

These spaces should rarely sit idle. Instructor -based rentals and short -term partnerships can fill low - demand dayparts without increasing City staffing costs.

6.9.4 FITNESS AND MOVEMENT STUDIOS - EXAMPLE
Fitness studios are among the highest- demand spaces, reinforced by findings from the 2025 Parks and Recreation Master Plan showing above-average interest in wellness, yoga, Pilates, and strength training.

Daypart Winter Spring Summer Fall
Morning Senior wellness Adult barre Youth fitness camps Senior mobility Midday Open studio Instructor rentals Youth programs Adult training Afternoon Youth movement After-school fitness Camps Youth classes Evening Adult group fitness Zumba / Pilates Evening fitness Peak adult use

Annual instructor agreements, revenue-sharing classes, and off-peak rentals should be used strategically to expand offerings and increase utilization.

6.9.5 CERAMICS STUDIO (PRIVATE OPERATOR) - EXAMPLE
The Ceramics Studio functions as a program anchor, with predictable weekday and evening utilization managed by a private operator under City scheduling authority.

Daypart Winter Spring Summer Fall
Morning Adult classes Adult classes Youth camps Adult classes Midday Open studio Open studio Camp use Open studio
Afternoon Youth classes Youth classes Camps Youth classes Evening Adult workshops Adult classes Family workshops Adult classes

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38 The ceramics schedule establishes a baseline that supports predictable staffing and equipment use while integrating with broader FCCC operations.

6.9.6 EARLY EDUCATION CLASSROOM (PRIVATE OPERATOR) - EXAMPLE The Early Education provides consistent weekday daytime activation, anchoring utilization and supporting families.

Daypart Winter Spring Summer Fall
Morning Early Education Early Education Early learning camps Early Education Midday Cleanup / prep Cleanup / prep Family play Cleanup / prep Afternoon Family engagement Family engagement Youth enrichment Parent-child Evening Closed Closed Occasional family events Closed

The Early Education strengthens weekday utilization while remaining operationally contained and predictable.

6.9.7 S ENIOR LOUNGE - EXAMPLE
The Senior Lounge supports Active aging and informal socialization, primarily during daytime hours.

Daypart Winter Spring Summer Fall
Morning Coffee socials Games Reduced use Social café
Midday Lunch programs Wellness Minimal use Arts / cards Afternoon Clubs Partner programs Excursions Social groups Evening Community use Community use Community Use Community use

During off-peak periods, the lounge can function as a “Community Living Room” for informal use.

6.9.8 LOBBY, COMMONS, AND CAFÉ
The lobby and café are continuously activated during public hours and scale with event activity.

The café’s operating hours should flex with program and event demand, reinforcing FCCC as a social hub without dictating scheduling priorities.

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39 OPERATIONAL COORDINATION AND IMPLEMENTATION
Action Timeline Lead Outcome
Implement centralized scheduling
software Pre-opening Recreation Manager Unified calendar Establish quarterly utilization reviews Year 1 Facility Manager Data-driven adjustments
Formalize rental blocks and pricing tiers Year 1 Recreation Supervisor Predictable revenue
Launch seasonal rotation scheduling Opening
year
Program
Coordinators Broader access
Integrate private partner schedules Pre-opening Facility Manager Operational alignment

SUMMARY
The FCCC is operated as a controlled-access, multi-use facility that must balance City programs, private partner operations, rentals, and community events within a limited footprint. Space utilization is therefore intentional, centralized, and mission driven.

Scheduling prioritizes City-delivered programs and civic uses, with predictable anchor activities ( Early Education, fitness, ceramics, Active aging ) establishing the baseline schedule and flexible spaces absorbing variable demand. All scheduling decisions remain under City authority to ensure equitable access, operational feasibility, and consistent staffing and security.

Utilization varies by daypart and season: weekdays emphasize daytime Early Education , seniors, enrichment, and fitness with evening youth and adult programs, while weekends and summers focus on events, rentals, and family activities. Private partners operate within defined windows and assigned spaces and do not control facility-wide scheduling.

Overall, this framework ensures FCCC maximizes use of available space, supports revenue -generating activities, and maintains high service quality without compromising public access or operational control.

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40 CHAPTER SEVEN - STAFFING FRAMEWORK

STAFFING ASSESSMENT CONTEXT AND PURPOSE
The staffing assessment presented in this chapter reflects an analysis of existing staffing levels and allocations historically used to operate the former Recreation Center, adjusted to reflect the expanded scale, complexity, and operating model of the new FCCC.

Rather than starting from a blank slate, the City reviewed legacy staffing assignments, percentage allocations, and part-time coverage that supported the prior facility. These positions were then cross- referenced against the operational assumptions established for the new FCCC, including extended public hours, a controlled access “library model,” increased program concurrency, private partner operations (Early Education, ceramics, café), higher event and rental activity, and elevated customer service expectations.

This approach ensures that staffing recommendations are grounded in Foster City’s operational history, while clearly identifying where additional coverage, reallocation, or refinement is required to fully support the new facility. The resulting model relies on a hybrid staffing approach, combining dedicated full-time positions, shared Citywide roles with partial allocation, and flexible part-time and seasonal staff to align labor resources with actual demand patterns.

STAFFING ADEQUACY AND RECOMMENDATIONS
When evaluated against the FCCC operating model, existing staffing levels of approximately 9.7 FTE are generally appropriate for core program delivery and daily operations. However, when the Lagoon Event Hall is treated as a dedicated operating enterprise, an additional full-time position is warranted to ensure service quality, accountability, and revenue performance.

7.2.1 ADDITION OF A DEDICATED RENTAL COORDINATOR
To fully support the Event Hall’s role as a business within the business, this plan recommends the creation of a new full-time position titled Rental Coordinator. This role provides focused leadership for all rental- based activity, including the Lagoon Event Hall and supporting rental spaces, and resolves the operational risk created by splitting high-touch event responsibilities across multiple generalist positions.

7.2.2 RECOMMENDED ADJUSTMENT S

ADD NEW FULL- TIME RENTAL COORDINATOR POSITION
Establish one (1) full -time Rental Coordinator position dedicated to overseeing FCCC rentals, with primary responsibility for the Lagoon Event Hall.

Core responsibilities include:
• Event Hall sales, booking, pricing, and calendar management • Client relationship management from inquiry through close-out • Oversight of event logistics, policies, workflows, and branding • Coordination with approved caterers and external vendors • Onsite or on-call presence for high-profile events
• Collaboration with custodial and setup crews to ensure hospitality-level standards

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41 Justification:
• Aligns staffing with the adopted assumption that the Event Hall operates as a dedicated enterprise
• Supports hospitality-level service expectations and premium market positioning • Protects revenue generation, customer satisfaction, and City brand • Prevents dilution of responsibility currently borne by general Recreation staff

ADD BUILDING SERVICES COORDINAT ION STAFF CAPACITY
Rather than adding additional building services coordinator positions, reinstate:
• 30-hour Building Services Coordinator position
This position will support:
• Event setup and teardown
• Coordination with the Rental Coordinator and private partners • Asset protection and preventive maintenance

ADD RECREATION PROGRAMMING/SERVICES STAFF CAPACITY
To support an increase in recreation programming and services associated with contracted services and rentals, it is recommended that the following staff be added:
• Add 0.75 FTE of Recreation Specialist position (2-30 hour per week staff)

ADD ADMINISTRATIVE/CUSTOMER SERVICE STAFF C APACITY
Rather than adding additional administrative positions, reinstate:
• 30-hour Office Assistant I
to support evenings, weekends, peak registration periods, and rental processing.

FORMALIZE MANAGER -ON-DUTY (MOD) COVERAGE
MOD responsibilities should be formally assigned to the following positions to ensure consistent operational oversight whenever the facility is open.
• Recreation Manager
• Rental Coordinator
• Recreation Coordinators
• Building Services Coordinators
• Recreation Specialist

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42 STAFFING NEED SUMMARY
* PLEASE NOTE: For most full-time employees, only a portion of their annual labor hours is assumed to be allocated to FCCC operations.
** PLEASE NOTE: Full-Time Equivalent (FTE) = 11.27 (23,442 annual labor hours/ 2,080 labor hours per FTE)

STAFFING SUMMARY
With the addition of a dedicated Rental Coordinator, the FCCC staffing model transitions from a shared responsibility approach to a clearly defined enterprise structure for rentals and events. This represents a strategic and intentional expansion. With the recommended refinements, the staffing framework:
• Fully supports the FCCC’s controlled-access operating model • Properly staffs the Lagoon Event Hall as a hospitality-driven enterprise • Provides adequate coverage across all dayparts and seasons • Enables concurrent programming, rentals, and events without staff overload • Maintains fiscal discipline while protecting service quality and revenue • Staffing levels should continue to be reassessed after the first full year of operation to reflect actual utilization and event demand.

Position Existing or New Full or Part-time
Percentage of Time/Cost
Allocated to FCCC
Operations
Annual Labor Hour Allocation
to FCCC Operations Timing
ADMINISTRATIVE ASSISTANT I Existing Full-time 60% 1,248 Immediate ADMINISTRATIVE ASSISTANT II Existing Full-time 75% 1,560 Immediate BLDG SERVICES COORDINATOR Existing Full-time 70% 1,456 Immediate MANAGEMENT ANALYST Existing Full-time 45% 936 Immediate OFFICE ASSISTANT I Existing Full-time 30% 624 Immediate PARKS & RECREATION DIRECTOR Existing Full-time 30% 624 Immediate RECREATION COORDINATOR II - (Contract classes, Seniors) Existing Full-time 65% 1,352 Immediate RECREATION COORDINATOR II - (Facility rentals) Existing Full-time 50% 1,040 Immediate RECREATION MANAGER Existing Full-time 60% 1,248 Immediate RENTAL COORDINATOR NEW Full-time 100% 2,080 Immediate
RECREATION SPECIALIST NEW Part-time 100% 1,560 Immediate BUILDING SERVICE COORDINATOR Existing Part-time 100% 1,560 Immediate OFFICE ASSISTANT I Existing Part-time 100% 1,560 Immediate BUILDING SERVICE ASSISTANTS Existing Part-time 100% 6,594 Immediate 23,442TOTALS

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43 CHAPTER EIGHT - FINANCIAL PLAN

FINANCIAL ASSUMPTIONS

8.1.1 GENERAL ASSUMPTIONS
The following assumptions establish the foundation for the FCCC financial plan. They define the operating philosophy, growth expectations, and resource allocations that guide the facility’s performance model.

These assumptions also provide flexibility —allowing future revisions to occur without undermining the plan’s in tegrity—by clarifying how changes in pricing, participation, or operations influence overall financial outcomes.

All projections assume continued full operation of the FCCC as the City’s central indoor recreation hub, supported by coordinated staffing, integrated marketing, and programmatic alignment with community needs.

8.1.2 PRICING ASSUMPTIONS
• All pricing reflects alignment with City Policy, consistent with market trends and local affordability benchmarks.
• Fees are established using the Classification of Services and Cost Recovery Framework, ensuring pricing aligns with the benefit derived by the participant (community, individual, or value - added).
• All rentals fees will follow category -based pricing for consistency, equity, and alignment with City policy.
• Price adjustments are evaluated annually against inflation, peer comparisons, and participation data to ensure sustained value and cost recovery.

8.1.3 GENERAL EXPENSE AND REVENUE ASSUMPTIONS
• FY 2027-28 serves as the baseline operating year, representing a n operating environment with implemented scheduling and staffing recommendations.
• Cost recovery targets are based on forecasted participation levels, market- based pricing, and efficient use of facility resources.
• If additional cost recovery is required, operational expenses, program efficiencies, or pricing adjustments will be analyzed and recalibrated.
• All financial projections are based on assumptions and calculations developed within the accompanying Excel pro forma model.
• The pro forma assumes strong lead -in marketing and community engagement to maintain enrollment and rental targets through consistent year -round programming and improved scheduling efficiency.

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44 8.1.4 OPERATING GROWTH ASSUMPTIONS
Operating and growth assumptions are based on projected increases by expenditure and revenue category as outlined below:

Category Annual Growth
Rate Primary Drivers
Revenues +4.0% Growth in memberships, expanded rentals, and participation- driven program revenues
Personnel +3.0% Inflation, labor competitiveness, and benefits volatility Supplies +3.0% Inflation and consumable materials
Services +3.0% Energy, contracted services, ISF, and technology costs

LAGOON EVENT HALL FINANCIAL ASSUMPTIONS AND RISK SENSITIVITY The Lagoon Event Hall is a central component of the FCCC’s operating and financial model. Given its role as the primary revenue-generating element of the facility, it is essential that financial assumptions are explicit and conservative.

The assumptions in this Business Operations Plan are intentionally designed to:
• Avoid reliance on optimistic utilization scenarios
• Protect the General Fund from downside risk
• Support predictable, contract-based revenue
• Ensure that operational costs scale with use
The Event Hall is not modeled to “carry” the facility financially. Instead, it is structured to meaningfully offset operating costs while remaining resilient under variable demand conditions.

PLEASE NOTE: DETAILED MARKET, PRICING AND REVENUE ASSUMPTIONS for the Lagoon Event Hall Operations can be found in Appendix A of this document

8.2.1 CORE UTILIZATION ASSUMPTIONS
Event Hall revenue projections are based on moderate, achievable utilization, not maximum capacity.

Key assumptions include:
• Primary rental demand concentrated on evenings and weekends • Limited weekday daytime use, preserving flexibility for City and civic functions • A mix of full-hall and partial-hall rentals
• Defined setup, event, and teardown windows that limit overbooking The model does not assume daily rentals or continuous weekend saturation. Utilization assumptions reflect:

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45 • Foster City’s population size and regional market
• Comparable municipal event venues
• The City’s intent to prioritize service quality and operational control over volume

8.2.2 PRICING AND REVENUE STRUCTURE
Pricing assumptions are grounded in:
• Market-appropriate rates for premium municipal event space • Configuration-based pricing tied to room size and capacity • Separate charges for staffing, custodial services, security, and extended hours • Mandatory deposits and advance payments
All direct event-related operating costs are structured as pass-through charges, ensuring that increased utilization does not proportionally increase General Fund exposure. This approach separates:
• Base facility revenue, which supports overall operations • Event-specific costs, which are recovered directly from renters

8.2.3 COST RECOVERY EXPECTATIONS
The Event Hall is expected to materially outperform traditional recreation programming in terms of cost recovery. By FY 2027-28,
• Event Hall operations represent the single largest revenue source within the Community Center • Net revenues contribute meaningfully to offsetting overall facility operating costs • Financial performance is driven by pricing discipline and cost containment rather than volume alone
Importantly, the Event Hall is not required to subsidize other facility functions, nor is it assumed to grow revenue through aggressive discounting or exception-based pricing.

8.2.4 RISK SENSITIVITY AND DOWNSIDE PROTECTION
The Event Hall financial model has been evaluated for sensitivity to lower-than-expected utilization. Key risk mitigation features include:
• Contract-based revenue secured in advance of events
• Deposits and cancellation policies that protect against last-minute revenue loss • Staffing models that scale with confirmed bookings
• Pass-through recovery of variable operating costs
• Defined authority for staff to decline bookings that cannot be supported operationally If utilization falls below projections:
• Variable costs decline proportionally
• Fixed staffing and overhead remain aligned with baseline facility operations

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46 • The General Fund exposure increases modestly, but within anticipated operating ranges The six-year pro forma reflects a gradual cost recovery increase over time driven by inflation and cost growth, not over-reliance on Event Hall revenue growth.

8.2.5 AVOIDANCE OF STRUCTURAL RISK
This Business Operations Plan intentionally avoids several common risk factors associated with municipal event venues:
• No reliance on speculative or walk-in event demand
• No assumption of continuous weekend saturation
• No dependence on alcohol sales or concession revenue
• No informal discounting to “fill the calendar”
• No operational dependence on external vendors for core oversight Revenue performance is therefore driven by policy, discipline, and management, not market volatility.

8.2.6 RELATIONSHIP TO OVERALL FACILITY FINANCIAL PERFORMANCE Event Hall revenue is integrated into the broader Community Center financial framework, which includes:
• Program and service revenue
• Private public partnership agreements
• General facility rentals
Even under conservative Event Hall performance scenarios, the Community Center’s overall cost recovery remains within the range identified as appropriate for this facility type and community context. This confirms that:
• The facility is not financially fragile
• Event Hall performance enhances sustainability but does not create dependency • The City retains flexibility to adjust policies, pricing, and scheduling over time

8.2.7 BOTTOM- LINE FINANCIAL ASSESSMENT
The Lagoon Event Hall financial assumptions are intentionally conservative, contract- based, and risk - aware.

This model:
• Supports predictable revenue generation
• Scales costs with utilization
• Protects the General Fund from outsized downside exposure • Reinforces fiscal discipline and operational control
The Event Hall strengthens the financial performance of the FCCC without compromising public purpose, service quality, or long-term sustainability.

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47 FORMER RECREATION CENTER ACTUAL FINANCIAL PERFORMANCE (FY2023 -24)
As noted below, the financial performance of the former Recreation Center in its final year of operation (FY2023-24) reflects a $2.3 million operating loss and a cost recovery of 22%.

Please Note: Program revenue includes city-self operated ceramics program ($97,000)

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48 NEW FCCC PROJECTED FINANCIAL PERFORAMNCE (FY2027 -28) As noted below, the projected financial performance of the new FCCC in its first full year of operation (FY2027-28) reflects a $1.591 million operating loss and a cost recovery of 57%.

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49 SIX -YEAR OPERATING PRO FORMA AND COST RECOVERY TRAJECTORY FY 2027–28 through FY 2032–33

8.5.1 PRO FORMA STRUCTURE AND ASSUMPTIONS APPLIED BASELINE (FY 2027– 28) • Revenue baseline reflects:
o City-delivered programs
o Private-Public Partnerships (Expected scenario)
o General facility rentals
o Lagoon Event Hall enterprise
• Expenditure baseline reflects:
o Fully burdened FCCC staffing plan
o Program supplies and contracts
o Services, utilities, ISFs, and facility operations
o Event Hall non-personnel enterprise costs

8.5.2 S IX -YEAR FCCC OPERATING PRO FORMA
The table below presents annual revenues, expenditures, net operating position, and cost recovery for FY 2027–28 through FY 2032–33.

Pro Forma Revenues & Expenditures
Foster City Community Center
BASELINE: REVENUES AND EXPENDITURES
Revenues 1st Year 2nd Year 3r d Year 4th Year 5th Year 6th Year Programs $162,232 $168,721 $175,470 $182,489 $189,788 $197,380 General Facility Rentals $215,000 $223,600 $232,544 $241,846 $251,520 $261,580 General Facility Rentals $212,850 $221,364 $230,219 $239,427 $249,004 $258,965 Lagoon Event Hall Rentals $1,218,000 $1,266,720 $1,317,389 $1,370,084 $1,424,888 $1,481,883 Sponsorships $25,000 $26,000 $27,040 $28,122 $29,246 $30,416 Private Public Partnerships $282,500 $293,800 $305,552 $317,774 $330,485 $343,704 Total $2,115,582 $2,200,205 $2,288,213 $2,379,742 $2,474,932 $2,573,929 Expenditures 1st Year 2nd Year 3r d Year 4th Year 5th Year 6th Year Personnel Services $1,454,013 $1,497,634 $1,542, 563 $1,588,840 $1,636,505 $1,685,600 Supplies $406,755 $418,958 $431,526 $444,472 $457,806 $471,541 Services and Charges $1,642,317 $1,691,587 $1,742,334 $1,794,604 $1,848,442 $1,903,896 Lagoon Event Hall Pass Through Charges $204,000 $210,120 $216,424 $222,916 $229,604 $236,492 Total $3,707,085 $3,818,298 $3,932,847 $4,050,832 $4,172,357 $4,297,528 Annual General Fund Subsidy $1,591,503 $1,618,093 $1,644,633 $1,671,090 $1,697,425 $1,723,599 Cost Recovery 57% 58% 58% 59% 59% 60%

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50 TAKEAWAYS
• Revenues grow at 4% annually, driven by participation, pricing discipline, rental optimization and consumer price indices.
• Expenditures grow slower than revenues due to:
o Labor cost escalation is assumed to be 3% annually
o City cost control measures for internal service funds minimize unforeseen spikes for these expenditures.
• As a result, cost recovery gradually increases.

8.5.3 FOSTER CITY COMMUNITY CENTER FINANCIAL PERFORMANCE COMPARISON The below table compares the actual financial performance of the last fiscal year of operation of the former Recreation Center with the projected financial performance of the first full fiscal year of operation for the new FCCC.

FORMER FOSTER CITY

RECREATION CENTER

NEW FOSTER CITY

COMMUNITY CENTER
FISCAL YEAR 2023-24 FISCAL YEAR 2027-28

NET ANNUAL
REVENUE/(LOSS) ($2,325,238) ($1,591,503) $733,735 General fund subsidy reduction of 32% Annual Cost Recovery 22% 57% 36% Increase of 36%

REVENUE SUMMARY
Personnel Services
Supplies
Services and Charges

DELTA EXPLANATION

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51 TAKEAWAYS
• Dramatic improvement in cost recovery - The new facility is projected to nearly double cost recovery, increasing from 22% to 57%, signaling a much stronger alignment between revenues and operating costs.
• Revenue performance scales meaningfully with the new facility - Total revenue is projected to increase by 231%, demonstrating that the new facility materially expands the City’s ability to generate earned income through programs, rentals, and services. • General fund subsidy normalizes despite significant expansion - Even with substantially higher operating expenditures, the general fund subsidy decreases by nearly $750,000 annually indicating that incremental costs are being offset more efficiently.

FIRST YEAR REVENUE MODEL
Fiscal Year 2027–28 (July 1, 2027 – June 30, 2028)

8.6.1 PURPOSE AND MODELING STANDARD
This revenue model represents the first fiscal year of full operations for the FCCC. Revenues are derived from how the building is used, who operates each function, and what financial mechanism applies, rather than from historical carry-forward totals.

The model explicitly distinguishes between:
• City-delivered programs
• Private-public partnership operations (Chapter 5)
• General facility rentals
• The Lagoon Event Hall enterprise (Appendix A)

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52 8.6.2 PROGRAM REVENUE
This category includes only programs directly delivered by the City. It explicitly excludes ceramics programming, which is delivered through a private partnership under Chapter 9.

Programs are scheduled within classrooms, studios, and multipurpose rooms at participation levels that reflect typical enrollment rather than peak demand.

Please Note: These programs and fees are based on historical data. Actual offerings and pricing at the new facility may vary.

Program Fee per
Participant
Sessions per
Year
Avg. Participants per
Session
Annual
Revenue
Art and Crafts 101 $40 4 50 $8,000
Adult Home Buying /
Selling $20 4 10 $800
Adult Karate $227 8 16 $29,056
Adult Line Dancing $64 8 40 $20,480
Youth Communication
Academy $270 4 18 $19,440
Youth Karate $227 8 26 $47,216
Mad Science Campe $375 1 16 $6,000
Drop-In Table Tennis $3 208 10 $6,240
Program and Event
Sponsorships $25,000
Bridge $0 104 20 $0
Pedro $0 104 20 $0
Knitting $0 52 15 $0
TOTAL $162,232

KEY TAKEAWAYS
• Participation assumptions reflect average enrollment, not waitlist conditions. • Free senior and social programs are intentionally preserved for community access. • Revenue expectations are conservative and capacity aware.

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53 8.6.3 PRIVATE - PUBLIC PARTNERSHIP OPERATIONS
These revenues are derived directly and exclusively from Chapter 5 of the FCCC Business Operations Plan using the expected scenario defined by policy.

The City:
• Retains scheduling, access, and pricing guardrails
• Avoids staffing, compliance, and operational risk
• Receives contractually defined revenue
Component Value
Ceramics Studio $117,500
Early Education $75,000
Cafe $90,000
Total City Revenue – Private-Public Partnerships $282,500

KEY TAKEAWAYS
• Partnership revenue is structural and contract-based, not discretionary. • Ceramics class revenue is intentionally removed from City program revenue to avoid double counting.

8.6.4 GENERAL FACILITY RENTALS (NON –EVENT HALL)
This category includes rentals of:
• Classrooms
• Multipurpose rooms
• Studios
It explicitly excludes:
• Lagoon Event Hall rentals
• Partnership-controlled spaces

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54 Rental assumptions are derived from:
• Available non-program hours
• Evening and weekend demand
Metric Value
Average Hourly Rate $49.50
Annual Rentable Hours 4,300
Annual Non-Lagoon Event Hall Rental Revenue $212,850

KEY TAKEAWAYS
• Hours reflect realistic availability without displacing programs. • Rates align with historic guidance and policy expectations. • No peak-demand inflation is assumed.

8.6.5 LAGOON EVENT HALL OPERATIONS
The Lagoon Event Hall operates as a distinct enterprise cost and revenue center.

Category Annual Revenue
Base Rentals $903,500
Kitchen/Balcony/Terrace Rentals $110,500
*Security (Pass-Through) $204,000
Total Gross Revenue $1,218,000

*Please Note: Subject to new security policy to be adopted by the City of Foster City.

KEY TAKEAWAYS
• Revenue is configuration-based, not aspirational.
• Security is treated as pass-through revenue consistent with cost treatment. • The Event Hall materially improves FCCC financial sustainability.

PLEASE NOTE: D etailed Market, pricing and revenue assumptions for the Lagoon Event Hall Operations can be found in Appendix A of this document

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55 8.6.6 TOTAL FCCC PROJECTED OPERATING REVENUE – FY 2027- 28

8.6.7 FINAL REVENUE TAKEAWAYS
• This revenue model is capacity-driven, policy-aligned, and audit-ready. • All partnership revenue is modeled exactly as detailed in the Expected Scenario in Chapter 5. • The Lagoon Event Hall is cl early positioned as the primary revenue engine, without overstating its role.

FIRST -YEAR OPERATING EXPENDITURE MODEL
Fiscal Year 2027–28 (July 1, 2027 – June 30, 2028)

8.7.1 PERSONNEL SERVICES
Personnel Services must reflect the staffing structure required to operate the new FCCC including Event Hall enterprise governance, controlled-access facility operations, and expanded scheduling intensity. The appropriate basis for FY 2027–28 is the City-provided fully burdened annual costs allocated to New Community Center Operations.

Position Existing or New Full or Part-time
Percentage of Time/Cost
Allocated to FCCC
Operations
Annual Labor Hour Allocation
to FCCC Operations
Annual Fully Burdened Cost
Allocation to FCCC Operating
Budget
ADMINISTRATIVE ASSISTANT I Existing Full-time 60 % 1,248 $92,587.20 ADMINISTRATIVE ASSISTANT II Existing Full-time 75 % 1,560 $130,983.00 BLDG SERVICES COORDINATOR Existing Full-time 70 % 1,456 $96,154.10 MANAGEMENT ANALYST Existing Full-time 45 % 936 $98,164.72 OFFICE ASSISTANT I Existing Full-time 30 % 624 $38,959.50 PARKS & RECREATION DIRECTOR Existing Full-time 30 % 624 $112,949.70 RECREATION COORDINATOR II - (Contract classes, Seniors) Existing Full-time 65 % 1,352 $112,323.90 RECREATION COORDINATOR II - (Facility rentals) Existing Full-time 50 % 1,040 $86,403.00 RECREATION MANAGER Existing Full-time 60 % 1,248 $151,845.00 RENTAL COORDINATOR NEW Full-time 10 0% 2,080 $172,806.00 RECREATION SPECIALIST NEW Part-time 10 0% 1,560 $103,683.60 BUILDING SERVICE COORDINATOR Existing Part-time 10 0% 1,560 $35,692.80 OFFICE ASSISTANT I Existing Part-time 10 0% 1,560 $70,590.00 BUILDING SERVICE ASSISTANTS Existing Part-time 10 0% 6,594 $150,870.72 23,442 $1,454,013.24TOTALS

NEW FOSTER CITY COMMUNITY CENTER
FISCAL YEAR 2027-28

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56 8.7.2 PROGRAM SUPPLIES AND CONTRACT SERVICES
Program Supplies and Contract Services represent the City’s cost to deliver City -operated programming (non-partnership). These costs are less sensitive to facility size than personnel and building ISF, but they will scale with utilization and program volume.

PROGRAM SUPPLIES AND CONTRACT SERVICES
Program supply/contract category FY 2027–28 annual
cost
Supplies (Adult + Senior + Youth program supplies, contract services, overhead allocations) $406,755

8.7.3 SERVICES, CHARGES, AND INTERNAL SERVICE FUNDS
Services and Charges are the largest fixed cost driver in most public facilities and typically increase materially in a new building due to:
• higher building maintenance and custodial intensity
• systems, utilities, IT and communications allocations • equipment replacement reserves and internal service fund charges

BUILDING -WIDE SERVICES AND CHARGES
Services and Charges category FY 2027–28 annual
cost
Services and Charges (Rec Admin + Facility Operations, ISFs, maintenance, overhead) $1,642,317.00

8.7.4 LAGOON EVENT HALL ENTERPRISE – NON -PERSONNEL DIRECT OPERATING COSTS The Event Hall is explicitly governed as a distinct enterprise and introduces variable costs that scale with:
• security staffing (pass-through)

EVENT HALL ENTERPRISE OPERATING COSTS (NON- PERSONNEL)
Event Hall cost component FY 2027–28 annual cost
Security Pass-Through Charges $204,000

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57 8.7.5 TOTAL PROJECTED FCCC OPERATING EXPENDITURES – FY 2027- 28 The table below consolidates all FY 2027–28 operating expenditures using only:
• the City-provided FY 2027–28 wage scale allocations
• the City-provided baseline costs

NEW FOSTER CITY COMMUNITY CENTER
FISCAL YEAR 2027-28

EXPENDITURE SUMMARY
$1,454,013
$406,755
$1,642,317
$2
04,000
TOTAL EXPENSES TOTAL EXPENSES $3,707,085
Personnel Services
Supplies
Lagoon Event Hall Pass Through Charges
Services and Charges

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58 CHAPTER NINE - CONCLUSION
The Foster City Community Center Business Operations Plan establishes a clear, defensible operating framework for a major civic investment that is intentionally scaled, financially disciplined, and aligned with Foster City’s demographic and market realities. The Plan confirms that the new Community Center is not designed as a high-hour, fitness-driven regional facility, but rather as a program- , rental-, and community-focused center operating within defined hours, staffing capacity, and fiscal constraints.

Operating at 66 hours per week, the facility balances accessibility with cost control, directly shaping staffing requirements, custodial standards, and utility expenses. Staffing assumptions are calibrated to this operating footprint and emphasize functional coverage, concurrency management, and professional oversight rather than volume-driven expansion. This approach supports consistent service delivery while avoiding structural overstaffing risks common in new facilities.

Financially, the Business Operations Plan positions the Community Center to outperform traditional municipal community centers through intentional revenue diversification, disciplined pricing, and strong rental demand, particularly within the Lagoon Event Hall. While the facility is not expected to achieve full cost recovery, its operating model targets meaningfully higher recovery performance than the former recreation center, supported by Foster City’s income profile, demand for premium space, and controlled operating hours.

Appendix A reinforces this enterprise approach by cl early defining governance, authority, risk management, and financial controls for the Lagoon Event Hall, ensuring that event operations function as a managed business line rather than an ad hoc public amenity. This clarity materially reduces financial and operational risk while protecting community access.

Taken together, this Business Operations Plan provides Foster City with a realistic, implementable, and performance-oriented roadmap. It ensures that residents will benefit from a vibrant, well- managed center offering programs, events, and spaces for the whole community.

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59 APPENDIX A – LAGOON EVENT HALL OPERATIONAL CONTEXT

PURPOSE, SCOPE, AND METHODOLOGY OF THIS APPENDIX
This appendix establishes the market, demand, and financial foundations for the Lagoon Event Hall at the FCCC. It is intended to support policy decisions related to pricing, utilization, and long-term financial sustainability.

This appendix is not a marketing document and is not intended to justify a predetermined outcome.

Instead, it documents:
• The market context in which the Event Hall will operate • The types of events that occur in this region, and how they are currently served • The role a public, civic event hall can realistically play in that market • The operational and financial implications that follow from those conditions Only after this foundation is established does the appendix address:
• Pricing structure
• Event volume assumptions
• Revenue expectations
• Sensitivity and risk

HOW THIS APPENDIX IS ORGANIZED
The appendix proceeds in a deliberate sequence:

1. Community and market context

2. Regional event and meeting landscape

3. Competitive substitution and segmentation

4. Role of a public civic event hall

5. Operational realities and capacity limits

6. Pricing policy and embedded-fee structure

7. Demand and utilization assumptions

8. Revenue model and minimum performance thresholds

9. Sensitivity analysis and management levers
This sequencing is intentional. Each section answers a question that must be resolved before the next section can be credibly evaluated.

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60 COMMUNITY AND MARKET CONTEXT

WHO THIS MARKET IS, HOW IT BEHAVES, AND WHY THAT MATTERS Event halls do not create demand on their own. They respond to existing social, institutional, and cultural behavior within a market. Understanding who lives in the area, how organizations function, and how events are typically hosted is a prerequisite to making credible assumptions about:
• Event frequency
• Event size
• Willingness to pay
• Sensitivity to pricing structure
For this reason, the analysis begins with the community and market context, before discussing the Event Hall or its pricing.

PRIMARY MARKET AREA DEFINITION
For planning purposes, the Lagoon Event Hall’s primary market area (50% of visitation) is defined as a roughly three-mile radius surrounding the FCCC.

This geography reflects:
• Typical travel tolerance for guests attending social, nonprofit, and civic events • Observed catchment patterns for comparable municipal event halls in similar Peninsula communities
• The point at which parking convenience, traffic conditions, and travel time begin to materially influence venue choice
This primary market area includes approximately 155,000 residents across Foster City and adjacent Peninsula communities.

While some events will draw attendees from beyond this area, the primary market definition captures the core demand base that drives repeat utilization and weekday bookings.

DEMOGRAPHIC PROFILE OF THE PRIMARY MARKET AREA
The table below summarizes key demographic characteristics of the primary market area relative to statewide averages. More important than the absolute values is what these indicators imply about event behavior and expectations.

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61 PRIMARY MARKET AREA DEMOGRAPHIC PROFILE (PLANNING REFERENCE) Indicator Primary Market
Area
California
Average Implications for Event Demand
Median household
income ~$149,000 ~$96,000
Indicates capacity to pay for high-quality
venues, but not indifference to value or
transparency
Bachelor’s degree
or higher ~57% ~36%
Associated with higher expectations for
professional management, clear pricing, and
predictable service
Asian population ~54% ~16% Strong demand for large family gatherings, cultural celebrations, and banquet-style events
Median age ~38 years ~37 years Balanced mix of family-oriented social events and institutional or professional use
Household
composition
Higher share of
family households Lower Drives weekend event demand and multi- generational gatherings

WHAT THESE DEMOGRAPHICS ACTUALLY MEAN IN PRACTICE
Demographics alone do not determine how facilities are used. However, in comparable Bay Area and Peninsula communities with similar profiles, several consistent event behavior patterns emerge:
• A high frequency of mid-size events, typically ranging from 100 to 300 guests • Regular use of event space by nonprofits, cultural organizations, and civic institutions, particularly on weekdays
• Strong demand for celebratory events such as weddings, anniversaries, milestone birthdays, and cultural holidays
• Preference for venues that allow custom catering, cultural food practices, and flexible alcohol policies
• Heightened sensitivity to hidden fees, paid parking, and mandatory bundled services These patterns are critical because they shape how users evaluate venue options. In this market, users tend to ask:
• “What is the total cost to host this event?”
• “How flexible is the venue with my vendors and cultural needs?” • “How easy will this be for my guests to attend?”
They are less focused on headline rental rates and more focused on overall experience and predictability.

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62 WILLINGNESS TO PA Y
While household incomes support premium pricing for high-quality space, this market also exhibits:
• Low tolerance for fragmented pricing
• Low tolerance for unnecessary bundling that inflates total cost • High expectations for clarity, professionalism, and ease of use This distinction explains why:
• Hotels can be perceived as expensive but still undesirable for many local events • Experience venues may be attractive once but not repeatedly • Civic venues that offer transparent, all-in pricing and flexibility perform well over time For a City-owned facility, this dynamic has direct implications for pricing structure and fee presentation, which are addressed later in this appendix.

IMPLICATIONS OF COMMUNITY CONTEXT FOR EVENT FACILITY PLANNING Based solely on community characteristics and observed behavior, before considering the Lagoon Event Hall itself, several implications are clear:

1. The market can support frequent, structured event activity, not just occasional large events.

2. Demand is strongest for mid-size, reservable venues rather than very large or very small spaces.

3. Users value predictability, transparency, and flexibility as much as physical quality.

4. Facilities that impose paid parking or rigid bundling face resistance, even when income levels are high.

These implications do not prescribe a specific facility or pricing approach. They establish the conditions any successful event venue must respond to in this market.

REGIONAL EVENT AND MEETING MARKET

PURPOSE OF THIS SECTION
This section defines the actual competitive set for the Lagoon Event Hall and explains how the regional event market allocates demand among nearby venues. It is designed to answer one practical question:

When a group is planning a 100 –400 guest event in the Foster City area, what venues do they really compare, and what makes them choose one over another?
This section:
• Identifies the primary competitor venues within roughly 12 miles • Classifies each venue by business model and event segments served • Describes venue-by-venue competitive strengths and constraints that shape substitution • Provides a summary matrix that can be used directly in the appendix

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63 This is intentionally more specific than a generic market narrative because later pricing and revenue assumptions must be grounded in real substitutes, not theoretical alternatives.

THE COMPETITIVE SET
Not every nearby venue is a true substitute. For Lagoon Event Hall’s target segment (mid -size events, 100–400 guests), the practical competitive set includes:

PRIMARY HOTEL COMPETITORS (BUNDLE + LODGING MODEL)
• Crowne Plaza Foster City
• Pullman San Francisco Bay (Redwood Shores)
• Hyatt Regency San Francisco Airport (Burlingame)
• Marriott San Mateo SFO Waterfront
• Embassy Suites by Hilton San Francisco Airport (Burlingame) PRIMARY CONFERENCE / EXPO COMPETITORS (SCALE + LOGISTICS MODEL) • South San Francisco Conference Center
• San Mateo County Event Center
PRIMARY EXPERIENCE COMPETITORS (AMBIENCE + PER- PERSON MODEL) • Hiller Aviation Museum (San Carlos)
• Domenico Winery (San Carlos)
• Fox Theatre (Redwood City)

SMALL- MEETING SUBSTITUTES
• Regus / WeWork and similar coworking meeting spaces (San Mateo area) This list is intentionally constrained to venues that are realistically considered by event organizers in this geography. It does not include restaurants, private clubs, or private residences, which can be substitutes for small gatherings but do not compete meaningfully for 150–400 guest events.

HOW EACH COMPETITOR INTERSECTS WITH LAGOON EVENT HALL DEMAND The Lagoon Event Hall is positioned to win events where decision drivers include:
• Total cost predictability (all-in cost)
• Guest parking convenience
• Catering and vendor flexibility (including cultural catering) • Divisible space (right-sizing for 100–300 guests)
• Civic brand and neutrality (public-facing venue)
• Repeat usability (annual events and recurring banquets) Competitors win when decision drivers shift toward:
• Lodging blocks and out-of-town guests
• Turnkey bundled execution with minimal user planning

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64 • Prestige, brand, or luxury experience positioning
• One-time novelty ambience
• Scale and logistics beyond 400 guests
The matrix below translates those general drivers into venue-specific competitive mechanics.

COMPETITIVE LANDSCAPE SUMMARY MATRIX (VENUE- BY-VENUE)
Planning Note: The “All -in Cost Index” is a normalized planning comparison for a typical 350 -guest banquet, where the Lagoon Event Hall is set at 100. It reflects how the market commonly behaves after accounting for bundling, service charges, and parking impacts. It is not intended to be a quote.

LAGOON EVENT HALL COMPETITIVE LANDSCAPE MATRIX (≤12 MILES) Venue Venue Category Ty pical Event Segments Captured Lagoon Event Hall Advantage Lagoon Event Hall (Foster City) Civic event hall
100–400 guest banquets, cultural events,
nonprofit fundraisers, local weddings, civic
meet
ings
Baseline
Crowne Plaza Foster City Full-service hotel Lodging-linked events, corporate banquets, larger ballroom events
Free parking, flexible vendors/catering,
predictable total cost
Pullman SF Bay (Redwood Shores) Resort-style hotel Upscale corporate retreats and social events
Comparable quality without resort pricing
and valet friction
Hyatt Regency SFO (Burlingame) Airport hotel La rge corporate events and banquets Waterfront civic setting, more community- friendly cost structure
Marriott SFO Waterfront (San Mateo) Large hotel ballroom Very large banquets and high-capacity events
Right-sized divisible space for 100–350
with lower total friction
Embassy Suites Burlingame Hotel Mid -size events near airport corridor Better guest access, flexible event production, predictable pricing
South SF Conference Center Conference venue Co rporate functions and formal banquets Comparable capacity with more civic appeal and parking simplicity
San Mateo Event Center Expo campus La rge-scale events and expos Better fit for under-400 events, easier event experience
Hiller Aviation Museum Experience venue Them ed fundraisers and special events Similar uniqueness (waterfront) with higher flexibility and repeatability
Domenico Winery (San Carlos) Winery/experience Ambience-driven social events, smaller receptions
Larger capacity, easier parking, more
flexible event structure
Fox Theatre (Redwood City) Theater venue Per formances + receptions True banquet hall flexibility and divisible layouts
Regus / WeWork (San Mateo) Coworking Sm all meetings and trainings Lagoon Hall becomes the “step-up” option when groups outgrow meeting rooms

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65 NORMALIZED ALL- IN COST INDEX (SPECIFIC TO THIS COMPETITIVE SET) The following index reflects typical market behavior for a 350 -guest banquet once parking and bundled services are included.
350 -GUEST ALL -IN COST INDEX (PLANNING REFERENCE)
Venue
All-In Cost Index
(Lagoon Event Hall
= 100)
Why the Index Runs Higher
Lagoon Event Hall 100 Transparent civic pricing baseline Hiller Aviation Museum 120 Experience pricing and per-person scaling South SF Conference
Center 130 Service-heavy conference operations and paid parking Crowne Plaza Foster
City 140
Bundling, service charges, and parking impacts
Domenico Winery 145 Capacity constraints and experience premiums Hyatt Regency SFO 150 Airport corridor hotel pricing + paid parking Embassy Suites
Burlingame 150 Bundled hotel model + parking constraints Marriott SFO
Waterfront 155 Premium scale and service pricing
Pullman SF Bay 160 Resort positioning and valet
Fox Theatre 160 Production environment and parking
San Mateo Event
Center 170
Campus overhead and scale mismatch

Interpretation:

This index supports an important point later in the appendix: Lagoon Event Hall is not competing to be the lowest- cost option in absolute terms; it competes as a high -value option in a market where comparable all-in costs frequently exceed civic hall pricing due to bundling and parking.

COMPETITIVE LANDSCAPE SUMMARY
This competitive landscape produces three implications that must be carried into later sections:

1. The Lagoon Event Hall’s competitive set is hotels and experience venues, not expo campuses.

2. Parking and bundling are the dominant drivers of all-in cost, and both tend to disadvantage hotels for locally attended events.

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66 3. Lagoon Event Hall is positioned strongest where events are:
o Locally attended
o Mid-size (100–350)
o Vendor-flexible and culturally diverse
o Repeatable (annual, recurring, institutional)
These are exactly the segments that generate stable weekday utilization and reduce reliance on Saturdays.

COMPETITIVE SUBSTITUTION AND MARKET CAPTURE FRAMEWORK

PURPOSE OF THIS SECTION
Having established the specific competitive landscape, this section translates that landscape into a substitution and capture framework. The goal is to move beyond general statements about competition and explicitly identify:
• Which event types the Lagoon Event Hall is structurally positioned to capture • Which event types it is structurally unlikely to capture, regardless of price • Which event types are price- and policy-sensitive swing segments This framework is critical because pricing, utilization, and revenue assumptions must be aligned to the segments the facility can realistically win, not to the total universe of events occurring in the region.

WHY SUBSTITUTION MATTERS MORE THAN MARKET SIZE
A common planning error is assuming that total regional demand equals potential facility utilization. In reality:
• Many events are pre-allocated to specific venue types due to structural needs • Only a subset of events ever enter a competitive decision set that includes a civic event hall • Revenue stability comes from repeatable, predictable segments, not occasional high-profile wins Accordingly, the question is not “How many events occur in the region?” but rather:
“Which events are realistically substitutable between the Lagoon Event Hall and other nearby venues?”

STRUCTURAL WIN, STRUCTURAL LOSS, AND SWING SEGMENTS
Based on the competitive mechanics outlined in A.3, event demand can be grouped into three categories:

1. Structural Wins – Events the Lagoon Event Hall is well-positioned to capture consistently

2. Structural Losses – Events the Lagoon Event Hall is unlikely to capture, even with aggressive pricing

3. Swing Segments – Events where capture depends on pricing, policies, and availability This segmentation reflects how buyers actually behave, not aspirational positioning.

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67 WIN VS. LOS E SCENARIOS

COMPETITIVE SUBSTITUTION FRAMEWORK BY EVENT TYPE
Event Type Typical
Size Primary Decision Drivers Likely Venue
Outcome Why
Local weddings (no
room block) 150–350 Parking, flexibility, total
cost, guest experience
Lagoon Event
Hall – Win
Free parking, divisible
space, vendor flexibility
Destination weddings
(room blocks required) 200–400 Lodging integration Hotels – Loss Structural lodging requirement
Cultural celebrations
and banquets
200–400 Catering flexibility,
capacity, parking
Lagoon Event
Hall – Win
Cultural accommodation
and scale
Nonprofit fundraising
galas 150–350 Budget control,
predictability
Lagoon Event
Hall – Win
Transparent pricing,
repeat usability
Corporate banquets
(single day, no
lodging)
150–300 Professional setting,
total cost
Lagoon Event
Hall – Win Value and accessibility
Corporate conferences
(multi-day) 150–500 Lodging, turnkey
services Hotels – Loss Structural lodging needs
Trade shows and expos 400+ Logistics, load-in Conference / Expo – Loss
Facility not designed for
scale
Civic and institutional
meetings
100–250 Cost control,
repeatability
Lagoon Event
Hall – Win
Predictable rates, civic
context
High-end brand
launches 100–300 Prestige, exclusivity
Hotels /
Experience –
Loss
Brand positioning
One-time novelty
events 150–300 Ambience Experience
venues – Loss Novelty-driven choice
Recurring regional
association banquets 150–300 Consistency, parking,
value
Lagoon Event
Hall – Win Repeat usability

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68 SEGMENT FREQUENCY AND REVENUE STABILITY
Not all event types occur with the same frequency. From a financial sustainability perspective, high- frequency segments matter more than high-profile segments.

EVENT SEGMENT FREQUENCY VS. STRATEGIC IMPORTANCE
Segment Category Frequency Revenue Stability Strategic Importance Cultural celebrations High High Core
Nonprofit fundraisers Moderate–High High Core
Civic and institutional meetings High Moderate Core
Local weddings Moderate High Core
Corporate banquets (single day) Moderate Moderate Supportive Destination weddings Low Low Non-core
Trade shows / expos Low High per event Non-core
Brand launches Low Low Non-core

Implication:

The Lagoon Event Hall’s financial model should be built around core segments that are frequent, repeatable, and structurally aligned with the facility, not around low-frequency prestige events.

CAPTURE RATE ASSUMPTIONS
The substitution analysis supports three important planning principles:

1. Do not assume full capture of all “eligible” events. Even in structural win segments, demand is shared among multiple venues.

2. Do not chase structural loss segments through discounting. Discounting to capture lodging- driven or prestige-driven events undermines pricing integrity without producing stable demand.

3. Focus on consistency, not peaks. Weekday and mid-size event capture drives long-term sustainability more than occasional Saturday sellouts.

These assumptions directly inform:
• Event volume assumptions
• Day-of-week distribution
• Configuration mix
• Pricing differentials between weekdays and weekends

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69 THE ROLE OF THE LAGOON EVENT HALL AS A PUBLIC CIVIC FACILITY

PURPOSE OF THIS SECTION
This section defines the intended role of the Lagoon Event Hall within that environment.

Clarifying this role is necessary before addressing staffing, pricing, utilization targets, or revenue expectations. Without a clear role definition, operational and financial decisions risk being evaluated against inappropriate comparisons, such as hotel ballrooms or conference centers.

WHY A CITY -OWNED EVENT HALL IS NEEDED IN THIS MARKET
The presence of numerous private event venues does not eliminate the need for a public civic event hall. Instead, it clarifies where the private market introduces limitations.

Private venues are generally structured to:
• Maximize revenue per event
• Bundle services to protect margins
• Prioritize high-spend or lodging-related events
As a result, many locally attended events encounter friction related to cost, parking, vendor restrictions, or lack of scheduling flexibility.

A City-owned event hall exists to serve events that are not well served by private venues, particularly those that are:
• Locally attended rather than destination-based
• Culturally diverse and vendor-flexible
• Repeatable on an annual or recurring basis
• Sensitive to total cost and guest parking experience
The Lagoon Event Hall is intended to fill this gap by offering a predictable, accessible alternative that supports community use while still operating responsibly.

CORE FUNCTIONAL ROLE OF THE LAGOON EVENT HALL
Based on the market capture and substitution analysis, the Lagoon Event Hall’s core role is to function as a mid-size civic event facility designed for repeatable, locally attended events that require exclusive use, structured setup, and predictable pricing.

Key elements of this role include:
• Mid-size focus: Serving events generally ranging from 100 to 400 guests • Repeat usability: Supporting annual fundraisers, recurring banquets, and institutional meetings • Neutral civic setting: Appropriate for a wide range of community, nonprofit, and private users • Operational consistency: Providing reliable staffing, setup standards, and post-event reset This role emphasizes consistency and reliability rather than prestige or luxury positioning.

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70 WHAT THE LAGOON EVENT HALL IS N OT INTENDED TO BE
Equally important is defining what the Lagoon Event Hall is not intended to function as.

The facility is not designed to operate as:
• A full-service hotel ballroom with bundled catering, lodging, and service charges • A conference or exposition facility designed for large-scale or logistics-intensive events • A luxury or destination venue that competes primarily on exclusivity or brand identity • A general-purpose community room with minimal staffing and reset requirements Attempting to serve these roles would create misalignment between user expectations, staffing needs, and pricing, and would undermine the Hall’s ability to serve its core market effectively.

OPERATIONAL IMPLICATIONS OF THE DEFINED ROLE
The defined role of the Lagoon Event Hall carries specific operational implications that shape later assumptions.

EVENT INTENSITY AND RESET REQUIREMENTS
Because the Hall is intended for exclusive use events, each booking requires:
• Dedicated opening and closing procedures
• Staff presence during the event
• Post-event custodial reset to a consistent standard
• Inspection and preparation for subsequent bookings
These requirements limit the number of events that can be supported sustainably and reinforce the need for realistic utilization targets.

SCHEDULING APPROACH
The Hall’s role supports a scheduling approach that:
• Encourages weekday use for meetings, trainings, and smaller banquets • Preserves weekend availability for core social and cultural events • Avoids reliance on continuous Saturday bookings, which are staffing-intensive This approach balances community access with operational sustainability.

CONFIGURATION FLEXIBILITY
Most core event segments do not require full-facility reservations. As a result, the Hall must operate as a divisible venue, allowing:
• Event size to be matched to actual need
• Staffing and custodial effort to scale appropriately
• Wear and tear to be managed across the facility
Configuration flexibility is therefore both a service feature and a cost-control strategy.

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71 POLICY IMPLICATIONS OF THE CIVIC ROLE
The Lagoon Event Hall’s civic role implies several policy considerations:
• Some level of subsidy for residents and nonprofits is appropriate, but it should be intentional and limited
• Not every event must fully recover costs, but the overall operation must remain financially sustainable
• Pricing and policies should prioritize clarity and consistency, rather than discretionary discounts
• Equity is best supported through transparent pricing and predictable access, not ad hoc exceptions
These principles guide the pricing framework introduced in the following section.

SUMMARY: ROLE OF THE LAGOON EVENT HALL
• The Lagoon Event Hall is designed to serve mid-size, locally attended events that occur frequently and require exclusive use and professional management • It fills a gap between private venues that prioritize bundling and prestige and community spaces that lack event-level infrastructure
• Its success depends on repeatable demand, predictable pricing, and operational consistency, not on capturing every event type
• This defined role establishes the operational boundaries within which staffing, pricing, utilization, and revenue assumptions must be evaluated
With the Hall’s role clearly defined, the appendix can now turn to the operational realities and capacity constraints that follow from this role.

EVENT VOLUME, UTILIZATION, AND CONFIGURATION MIX ASSUMPTIONS

PURPOSE OF THIS SECTION
This section addresses the event volume and utilization assumptions to align with the pricing framework and revenue targets established elsewhere in the operating model. These assumptions remain conservative and capacity-informed, not aspirational.

BASIS FOR ANNUAL EVENT VOLUME

ANNUAL EVENT VOLUME ASSUMPTION
Based on a conservative scheduling and configuration efficiency, the model assumes 260 total Event Hall bookings per year.

This equates to:
• 5.0 events per week on average, across the full calendar year • Increased weekday utilization rather than additional Saturday saturation • Continued protection of operational quality and staffing sustainability

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72 This adjustment reflects better utilization of weekdays and smaller configurations, not a shift toward continuous or high-intensity use.

DAY -OF-WEEK DISTRIBUTION (260 -EVENT MODEL)
The revised volume is distributed in a manner that preserves weekend constraints while expanding weekday activity.

ANNUAL EVENT DISTRIBUTION BY DAY TYPE (260 EVENTS)
Day Type Events Percent of Total
Weekday (Mon–Thu) 150 58%
Friday 40 15%
Saturday 45 17%
Sunday 25 10%
Total 260 100%

RATIONALE
• Weekdays absorb the majority of incremental volume, driven by meetings, trainings, nonprofit events, and smaller banquets.
• Saturdays increase modestly but remain constrained to avoid staffing and reset strain. • Sundays remain stable, reflecting shorter event durations and earlier end times.

CONFIGURATION MIX ASSUMPTIONS (260- EVENT MODEL)
Most events do not require full facility use. Increasing volume comes primarily from:
• Smaller and medium configurations
• Shorter-duration weekday events
• More efficient reset and turnaround
The configuration strategy remains a cost-control and capacity-management tool.

CONFIGURATION MIX
Configuration Events Percent of Total Typical Uses
Small (1 Hall) 90 35% Meetings, trainings, showers, weekday events Medium (2 Halls) 100 38% Core banquets, fundraisers, community events Large (3 Halls) 50 19% Cultural events, larger receptions Full 20 8% Peak, signature events
Total 260 100%

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73 WHY THIS MIX WORKS
• 73 percent of events use one or two halls, reinforcing efficient staffing and custodial scaling • Full-hall events remain intentionally limited
• Incremental volume is driven by configurations with lower marginal cost

ANNUAL RENTAL VOLUME BY CONFIGURATION AND DA Y
ANNUAL RENTAL VOLUME SUMMARY (260 EVENTS)
Configuration Weekday Friday Saturday Sunday Total
Small (1 Hall) 70 15 5 0 90
Medium (2 Halls) 55 18 17 10 100
Large (3 Halls) 20 12 10 8 50
Full 5 5 13 - 20
Total 150 40 45 25 260
This pattern reflects:
• Weekday efficiency gains
• Peak-period discipline
• Continued protection of service quality
SUMMARY: EVENT VOLUME AND REVENUE ALIGNMENT
In summary:
• Maximize the City's investment and facility utilization • The revised model assumes 260 annual Event Hall bookings, reflecting efficient but sustainable use
• Additional volume is driven primarily by weekday and smaller-configuration events • Weekend demand remains constrained to protect staffing and facility condition • This utilization level aligns with the City’s $1.2–$1.3 million annual revenue objective • The assumptions remain conservative, capacity-informed, and defensible for a public facility

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74 JUSTIFICATION FOR USER CATEGORIES, EXACT FEES, AND BENCHMARK

VALIDATION
The Lagoon Event Hall pricing model is intentionally structured around Resident, Non -Profit, and Commercial user categories and a configuration-based fee schedule because this framework best aligns public benefit, subsidy policy, and actual City operating costs. The exact dollar amounts proposed were developed using a bottom -up, cost -based methodology, then validated against comparable public facilities to confirm reasonableness and defensibility.

PLEASE NOTE: It is understood that the pricing methodology and associated fees are contingent upon pricing policy adoption by the Foster City City Council.

RATIONALE FOR RESIDENT, NON- PROFIT, AND COMMERCIAL USER CATEGORIES These three categories were selected because they represent the clearest and most defensible distinctions in both public purpose and fiscal impact:
• Resident users are the primary intended beneficiaries of City facilities. Pricing reflects a deliberate partial subsidy consistent with community access and public service delivery. • Non-Profit users provide community or charitable benefit but often operate at larger scales, require more staffing, and do not contribute to the City’s tax base in the same way as residents.

Pricing reflects reduced subsidy relative to residents while maintaining access. • Commercial users generate private revenue and therefore are priced to minimize or eliminate public subsidy, particularly during peak demand periods.

Alternative classifications (event type, attendance size, local vs. non- local) were intentionally avoided because they increase administrative complexity without improving equity or financial outcomes. The selected categories align directly with subsidy intent and cost -recovery expectations, making them transparent, consistent, and easy to administer.

COST -BASED METHODOLOGY USED TO ESTABLISH EXACT FEES
All proposed fees were developed using a bottom-up cost model based on the City of Foster City’s actual, fully burdened wage and benefit rates. For each Event Hall configuration (Small, Medium, Large, Full), the City modeled:
• Required staffing roles and minimum coverage levels
• Average event duration, including setup and teardown
• Custodial labor hours and supply costs
• Utilities, supervision, and operational impacts
These inputs established a true per-event and per-hour cost baseline, which served as the pricing floor.

9.17.1 JUSTIFICATION FOR WEEKDAY HOURLY RATES (MONDAY– THURSDAY) Weekday hourly rates were intentionally set:
• Above marginal staffing cost, ensuring each event contributes toward its direct operating burden • Below full cost recovery, to encourage utilization and preserve community access during non - peak periods
• Differentiated by user category to reflect intentional subsidy policy

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75 Specifically:
• Resident rates recover a majority of direct staffing and operating costs while remaining accessible.
• Non-Profit rates recover a higher share of staffing and custodial costs, reflecting reduced subsidy. • Commercial rates approach a near-full recovery of direct labor and operating costs on an hourly basis.

The exact dollar amounts represent the lowest defensible rates that still meet cost- recovery targets under conservative utilization assumptions.

JUSTIFICATION FOR PEAK PERIOD FULL DAY RATES (FRIDAY– SUNDAY) Peak full day rates were calculated by converting total event impact into a single -event cost model, including:
• Full staffing coverage for the duration of exclusive use • Increased custodial reset effort
• Utilities and systems load
• Opportunity cost of foregone bookings during high-demand periods Rates were scaled by configuration and day of week to fully cover direct costs and appropriately compensate the City for peak-period scarcity.

JUSTIFICATION FOR REQUIRED FEES
Required fees are direct translations of measurable costs, not discretionary revenue tools:
• Security ($85/hour/guard): Pass-through at actual cost, no markup • Kitchen Use Fee ($550): Incremental utilities, oversight, equipment wear, and custodial impact Separating these costs from base rental rates improves transparency and prevents cross-subsidization.

BENCHMARK VALIDATION OF PROPOSED FEE LEVELS
While the Lagoon Event Hall fees were developed using a cost -based methodology, the resulting dollar amounts were validated against comparable public facilities to confirm reasonableness.

A review of regional public event halls and community facilities including facilities such as Agoura Hills, California Event Hall (city-operated) indicates that:
• Weekday hourly rates for similar public facilities commonly fall within ranges that bracket Foster City’s proposed Resident and Non -Profit rates, particularly once staffing and cleaning fees are included.
• Commercial rates at peer agencies often meet or exceed Foster City’s proposed levels when exclusive use and required staffing are fully accounted for. • Weekend full day pricing at comparable civic facilities commonly ranges from the mid -$2,000s for smaller configurations to $6,000+ for full-facility exclusive use, consistent with Foster City’s proposed structure.
• Facilities advertising lower base rates frequently rely on separate required fees that bring total event cost in line with or above Foster City’s all-in pricing.

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76 Importantly, Foster City’s model is more transparent than many benchmarks, as it clearly separates base rental, staffing, and reset costs rather than embedding them in opaque flat rates.

ROLE OF BENCHMARKING IN THE FINAL FEES
Benchmarking was used to validate outcomes, not to set prices:
• Fees were first calibrated to actual City operating costs and subsidy policy • Comparable facilities were then reviewed to confirm results fell within a reasonable public- sector range
• Where differences existed, the City intentionally prioritized cost alignment over market chasing This approach protects the City from underpricing public assets while avoiding speculative or revenue - driven pricing.

BOTTOM LINE
The Resident, Non-Profit, and Commercial pricing structure and the exact dollar amounts proposed were selected because they:
• Are grounded in actual City staffing and operating costs • Align with clear subsidy and public benefit policy
• Scale logically by configuration and demand period
• Are validated by regional benchmarking, including Agoura Hills • Improve financial performance under conservative assumptions • Remain transparent, equitable, and defensible
Together, this ensures the Lagoon Event Hall functions as a community -serving facility with responsible fiscal stewardship, not a generalized rental venue.

CONFIGURATION -BASED PRICING
The Lagoon Event Hall is a divisible facility that serves a wide range of event sizes. A flat rate would either:
• Overcharge smaller events, suppressing weekday and community use, or • Under recover costs for larger, higher-intensity events Configuration-based pricing ensures that:
• Users pay in proportion to the space they occupy
• Staffing and custodial effort scale with event intensity • The facility remains accessible for smaller, frequent events while recovering costs for peak use This approach is standard practice for civic event halls and is well understood by users.

EMBEDDED FEE PHILOSOPHY
The framework embeds administrative and overhead costs directly into the base rental pricing. This approach is intentional and responds to three issues commonly raised by users and policymakers:

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77 1. Price transparency: Separate line-item fees often create confusion and the perception of “add- ons,” even when they represent real costs.

2. Predictability for users: Users prefer to understand their total obligation upfront, particularly nonprofits and community groups.

3. Administrative efficiency: Embedded fees reduce staff time spent explaining, adjusting, or negotiating line items.

Embedding these costs does not eliminate them; it simply allocates them more clearly and consistently across users.

COSTS EMBEDDED IN BASE RENTAL RATES
• Base rental rates incorporate the following cost components:
o Event coordination and administrative processing
o Standard custodial setup and post-event reset
o Utilities associated with event use
o Baseline building oversight and compliance.
• Costs that remain separate are those that are highly variable or event-specific, such as:
o Security staffing (pass-through)
o Optional kitchen use
o Optional add-ons and specialty spaces
This distinction maintains fairness while preserving transparency.

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78 CONFIGURATION -BASED FEE SCHEDULE (PROPOSED RATES)

PURPOSE OF THIS SECTION
This section establishes the exact proposed Event Hall rental rates used in the financial model. These rates are fully embedded and include administrative processing and standard custodial reset. No separate processing or cleaning fees are assumed.

The pricing schedule is designed to:
• Align with the Event Hall’s civic role
• Scale with event size and operational intensity
• Support the 260-event utilization model

PROPOSED RENTAL FEE SCHEDULE (EMBEDDED FEES)
WEEKDAY HOURLY RATES (MONDAY– THURSDAY)
Configuration Resident Nonprofit Commercial
Small (1 Hall) $165 $180 $225
Medium (2 Halls) $225 $245 $305
Large (3 Halls) $285 $310 $390
Full Hall $345 $375 $470
These rates include:
• Administrative processing
• Standard custodial setup and post-event reset
• Utilities and building oversight
PEAK PERIOD FULL- DAY RATES (FRIDAY– SUNDAY)
Configuration Friday Saturday Sunday
Small (1 Hall) $2,700 $3,300 $3,000
Medium (2 Halls) $3,600 $4,400 $4,000
Large (3 Halls) $4,700 $5,800 $5,300
Full Hall $5,700 $7,000 $6,400
Full-day rates reflect:
• Exclusive use
• Extended staffing coverage
• Increased custodial and reset effort
• Opportunity cost during peak demand periods

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79 FEES RETAINED AS SEPARATE PASS -THROUGH OR OPTIONAL CHARGES The following fees are not embedded due to event-specific variability:

Fee Type Rate Basis
Security Staffing $85 per hour per guard Pass-through
Kitchen Use $550 per event Optional
Balcony / Terrace Add-Ons $300–$750 Optional
These charges are applied only when required or requested.

SUMMARY OF PRICING INTENT
This pricing schedule:
• Fully embeds fixed operational costs into base rental fees • Maintains predictable, all-in pricing for users
• Scales appropriately by configuration and day type
• Avoids discretionary or negotiated fee adjustments
These proposed rates are used in the revenue model below.

ANNUAL REVENUE MODEL

EVENT VOLUME AND CONFIGURATION MIX (REFERENCE)
Configuration Events
Small (1 Hall) 90
Medium (2 Halls) 100
Large (3 Halls) 50
Full Hall 20
Total 260

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80 BASE RENTAL REVENUE CALCULATION

ANNUAL BASE RENTAL REVENUE
Configuration Events Avg Revenue per Event Annual Revenue Small (1 Hall) 90 $2,450 $220,500
Medium (2 Halls) 100 $3,150 $315,000
Large (3 Halls) 50 $4,600 $230,000
Full Hall 20 $6,900 $138,000
Total Base Rentals $903,500
Average revenue per event reflects:
• Mix of weekday vs. peak bookings
• Resident / nonprofit / commercial distribution
• Actual configuration usage patterns

OPTIONAL ADD -ON REVENUE

ANNUAL ADD -ON REVENUE
Source Assumption Annual Revenue
Kitchen Use 130 events × $550 $71,500
Balcony / Terrace 60 events × avg $650 $39,000
Total Add-Ons $110,500

SECURITY STAFFING (PASS -THROUGH)

ANNUAL SECURITY REVENUE
Metric Value
Events requiring security 160
Avg guards per event 2.5
Avg hours per event 6
Hourly rate $85
Annual Security Revenue $204,000
Security revenue is fully offset by corresponding expense and does not affect net operating margin.

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81 TOTAL ANNUAL GROSS REVENUE

TOTAL ANNUAL REVENUE SUMMARY
Category Annual Revenue
Base Rentals $903,500
Optional Add-Ons $110,500
Security (Pass-Through) $204,000
Total Gross Revenue $1,218,000
The $1.218 million annual revenue figure is:
• Directly tied to adopted fees and actual event volume • Achieved without assuming full calendar saturation
• Driven primarily by small and medium configurations
• Supported by weekday utilization, not Saturday overbooking • Consistent with comparable civic event facilities in similar markets

SUMMARY
In summary:
• Exact adopted rental fees are fully embedded and transparent • The 260-event utilization model produces $1.218 million in annual gross revenue • Revenue is diversified across many moderate-size events • The model avoids dependence on peak events or discretionary fees • This revenue level supports sustainable operations consistent with the Event Hall’s civic role

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278

COUNTY OF SAN MATEO, CALIFORNIA

RECREATION DIVISION

PARKS AND RECREATION DEPARTMENT

Request for Information

CERAMICS STUDIO OPERATIONS

Proposals Due:

Friday, March 20, 2026, before 5:00 PM
650 Shell Boulevard, Foster City

Contact for this RFI
Tiﬀany Oren, Recreation Manager
650 Shell Boulevard
Foster City, CA 94404
[email protected]
(650) 286-3395

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279

City of Foster City
Request for Interest (RFI) – Ceramics Studio Operations Foster City invites qualiﬁed individuals and organizations to express interest in operating the ceramics studio at the new Foster City Community Center. The City seeks engaging, inclusive, and ﬁnancially sustainable programming that supports community cr eativity and participation. Respondents should provide qualiﬁcations, a proposed program approach, and a preliminary operational plan consistent with this RFI. Respondents should also outline their proposed program structure, class oﬀerings, and operational details; ﬁnal program elements will be developed in consultation with the City.

1. Purpose and Goals
The following outlines the primary objectives and expectations for operating the ceramics studio at the Foster City Community Center.
• Operate a safe, high-quality ceramics studio offering classes, workshops, camps, and open studio access for all ages and skill levels.
• Offer a robust ceramics program that maximizes the City’s asset and community benefit of the facility.
• Provide inclusive participation, giving Foster City residents priority access and preferential pricing.
• Safeguard City assets and manage specialty equipment responsibly. • Maintain financially sustainable operations with clear and transparent reporting.

2. Facility Overview
The Ceramics Program is located in the new Foster City Community Center at 650 Shell Boulevard, opening Fall 2026. The dedicated indoor studio includes one (1) primary workspace of approximately 1,120 square feet, a 115-square-foot storage room, and a 170-square-foot kiln room. The studio will be equipped with two (2) oval top-loading kilns, one (1) front-loading kiln, seventeen (17) pottery kick wheels with stools, six (6) adjustable-height worktables (for hand building, wedging, slab rolling, and more), and twelve (12) adjustable-height stools. The studio also includes dedicated shelves and lockers for participant and material storage, as well as display shelves that face the hallway to showcase participant work to community members using the facility.

The Ceramics Studio is located on the ﬁrst ﬂoor of the Community Center and has direct access to a 1,296 square-foot utility/ceramics courtyard to support easy delivery and handling of materials. The space will be secured with a key card access system and includes a dedicated entrance for the selected operator, separate from the main Community Center entry. See Exhibits A-C for ﬂoor plans and renderings of the new Community Center.

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3. Scope of Services
The selected operator will be responsible for all aspects of the ceramics program operations, including:
• Program design and delivery – Develop and deliver classes, workshops, camps, open studio sessions, and special events appropriate for the studio size and participant skill levels. • Enrollment management – Handle registration, waitlists, resident priority, and participant orientation.
• Staﬃng and supervision – Recruit, train, and supervise staﬀ, manage professional development, and provide coverage for absences.
• Health and safety – Ensure the safe use of equipment and materials; implement kiln operation protocols; and maintain and adhere to a written Emergency Operations Plan, including emergency response procedures and incident reporting.
• Inclusion and accessibility – Provide programming for participants of all abilities and backgrounds.
• Facility care – Maintain a safe, clean, and organized studio, including proper use and upkeep of City-provided equipment and materials.
• Marketing and promotion – Coordinate with the City on program promotion, including activity guide submissions, ensuring alignment with City schedules and guidelines. • Family and community engagement – Develop strategies to involve families, host community events, showcase participant work, and encourage broad resident participation. • Seasonal or special ceramic sales – Coordinate approved sales of participant-created work, with a portion of proceeds returning to the City, ensuring compliance with City policies and accounting procedures.
• Data collection and reporting – Track program participation and outcomes to support oversight, continuous improvement, and City reporting requirements. • Accessibility and aﬀordability – Describe how your programs make participation more accessible, including any discounts or fee reductions for seniors, low -income participants, or others who qualify. Responses that demonstrate thoughtful approaches to aﬀordability will be viewed favorably.

4. Minimum Requirements
Operators should meet the following criteria:
• Demonstrated experience managing ceramics, arts, or creative programs for community or educational settings.
• Staﬀ with appropriate training, certiﬁcations, and experience in arts instruction and studio safety.

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• Health and safety plan, including emergency procedures, safe equipment use, and participant supervision.
• Commitment to inclusive access, including culturally responsive programming and accessible communication.
• Ability to implement resident priority enrollment and a modest resident discount.

5. Program Model and Calendar
Operators may propose full-day, part-day, evening, weekend, or blended schedules, and seasonal or year-round programming, provided hours remain within the Community Center’s operating hours.

Proposals should include:
• Participant age groupings and skill levels
• Sample class schedules and session lengths
• Staﬃng ratios and instructor qualiﬁcations
• Special events, camps, or workshops
• Holiday and closure schedules

6. Pricing and Access
The City requires transparent pricing, clear enrollment policies, and priority access for Foster City residents with a deﬁned resident discount.
• City approval of the initial fee schedule and any parameters for annual adjustments. • Priority enrollment for Foster City residents and a proposed resident discount (subject to City approval).
• Clear and transparent policies for registration, withdrawal, refunds, and waitlist management.

7. Performance Standards and Indicators
The operator will maintain high standards for safety and compliance with studio best practices, program quality and participant experience, family and community engagement, prioritization of Foster City resident participation, and reliable staﬃng with appropriate coverage and timely reporting.

8. Risk and Responsibility Matrix
Area City Operator Notes/Recommendations
Facility Structure &
Repairs
✓ ✓ City handles major building systems; operator
reports issues promptly.

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282

Daily Studio Care &
Cleanliness
✓

✓ City janitorial handles nightly cleaning; operator
manages studio surfaces, tools, and clay dust
during program hours.

Studio Equipment &
Kiln Safety
✓ City base
ﬁt-out
(basic
furnishings)
✓ City responsible for repair/replacement of
equipment it purchased. Operator responsible
for safe daily use, cleaning, maintenance,
reporting malfunctions, and any operator-
supplied equipment.

Participant Safety &
Emergency Procedures
✓

✓ Operator implements safety rules, incident
reporting, and emergency protocols; City
provides building-wide procedures.

Staﬀ Background &
Qualiﬁcations
✓

Operator ensures staﬀ have appropriate
qualiﬁcations and background checks per City
policy.

Marketing and
enrollment
✓ City brand
guidelines
Operator manages program promotion while
following City standards; City will support
promotion. Operators wishing to take
advantage of marketing opportunities, such as
inclusion in the City’s activity guide, must
coordinate with the City’s class schedule and
submission deadlines to ensure timely and
accurate promotion of programs.

Insurance &
indemniﬁcation
Sets
minimums
✓ Carries Operator must maintain required insurance
coverage

9. Term and Compensation
The initial term is 3–5 years, with potential renewals based on performance. Compensation may include rent, a management fee, percentage of gross revenue, or a hybrid model. Operators may be asked for a ﬁnancial guarantee equal to 2–3 months of program costs.

10. Submission Requirements
Responses should include:
• Cover letter and organizational overview – including years in operation, mission, leadership, and relevant experience in arts, ceramics, or community programs. • Program approach – proposed curriculum framework, class and workshop schedule, skill-level groupings, inclusion strategies, community engagement approach, and calendar. • Staﬃng plan – proposed staﬀ roles, qualiﬁcations, ratios, and approach to substitutes and professional development.

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• Health and safety plan – emergency procedures, equipment and kiln safety, studio rules, and participant supervision protocols.
• Facility use plan – studio setup, materials and equipment management, and approach to maintaining a safe, clean, and organized environment.
• Basic ﬁnancial overview – anticipated revenue and expenses, proposed fee schedule, and resident discount approach. Detailed multi-year pro formas are not required, but operators should demonstrate ﬁnancial sustainability.
• References – at least one or two examples of similar programs or facilities operated previously. • Exceptions or alternative approaches (if any) with rationale.

11. Addenda and Acknowledgment
The City may issue written addenda during the RFI process to clarify information, respond to questions, or provide updates to the scope or requirements. All addenda will be posted on the City’s website and/or distributed to registered respondents to ensure that all potential operators have access to the same information. Respondents are responsible for reviewing all addenda prior to submitting their materials and must include acknowledgment of each addendum in their response. Submissions that do not acknowledge all addenda may be considered incomplete.

12. Evaluation Criteria
Proposals will be scored based on program quality, staﬃng, ﬁnances, family engagement, and facility management.

Area Weight Description
Program Quality & Experience 30% Demonstrated ability to provide high-quality ceramics and arts programming
Staﬃng Plan 20% Depth of staﬀ experience, qualiﬁcations, training, and coverage
Financial Sustainability 20% Realistic budget and fee structure ensuring stable operations
Family & Community
Engagement
20% Plans for communication, inclusion, and resident
participation
Studio & Facility Management 10% Strategy for maintaining safe, clean, and engaging spaces

13. Anticipated Schedule
The City anticipates issuing the RFI on February 18, 2026, with an optional pre-submittal meeting or site walk. Questions must be submitted by February 27, 2026, any addenda will be issued by March 4, 2026, and proposals are due by March 20, 2026 by 5:00pm.

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284

Submission Format: Responses should be limited to 20 pages (excluding exhibits) and use standard, legible fonts and margins. Submissions should be provided as a PDF , and any ﬁnancial or pro forma documents should also be submitted in an editable format (e.g., Excel) to allow the City to review calculations and assumptions eﬃciently.

Proposals can be emailed to: [email protected] or mailed to: Tiﬀany Oren, Recreation Manager, 670 Shell Blvd, Foster Ciy, CA 94404. If submitting by mail, please include a minimum of 3 copies.

14. Required Insurance
Respondents must provide proof of the following insurance coverages: Commercial General Liability, Professional Liability (Errors & Omissions), Abuse and Molestation Coverage, Workers’ Compensation, Auto Liability, Additional Insured Endorsements, and Waivers of Subrogation.

Coverage shall be at least as broad as:

1. Commercial General Liability (CGL): Insurance Services Oﬃce Form CG 00 01 covering CGL on an “occurrence” basis, including property damage, bodily injury and personal & advertising injury with limits no less than $1,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location (ISO CG 25 03 or 25 04) or the general aggregate limit shall be twice the required occurrence limit.

2. Automobile Liability: Insurance Services Oﬃce Form Number CA 0001 covering Code 1 (any auto), or if Instructor has no owned autos, Code 8 (hired) and 9 (non-owned), with limits no less than $1,000,000 per accident for bodily injury and property damage. (Note– required only if auto is used in performance of work).

1. Workers’ Compensation insurance as required by the State of California, with Statutory Limits, and Employer’s Liability Insurance with limit of no less than $1,000,000 per accident for bodily injury or disease. (Note – required only if Vendors has employees).

2. Sexual Abuse or Molestation (SAM) Liability: If the work will include contact with minors, and the CGL policy referenced above is not endorsed to include aﬃrmative coverage for sexual abuse or molestation, Contractor shall obtain and maintain a policy covering Sexual Abuse and Molestation with a limit no less than $1,000,000 per occurrence or claim.

3. The Insurance Company agrees to waive all rights of subrogation against the City of Foster City, its elected or appointed oﬃcers, oﬃcials, agents, volunteers, and employees for losses paid under the terms of any policy which arise from work performed by the Instructor for the Entity.

This provision also applies to the Instructor’s Workers’ Compensation policy.

Certiﬁcate Holder must read: City of Foster City, Estero Municipal Improvement District, 650 Shell Blvd., Foster City, CA 94404.

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285

contributory basis. All Certiﬁcate Holder privileges apply only if required by written agreement between the Certiﬁcate Holder and the insured, and are subject to policy terms and conditions.

15. Exhibits
The City will provide the following reference materials to support proposal development:
• Floor Plan and Room Layout
• Site Map
• Community Center Exterior Renderings

16. Interview Topics (if shortlisted)
If a respondent is shortlisted following the RFI review, the City may invite them to a brief interview to discuss topics such as:
• Program philosophy and curriculum
• Staﬃng and supervision practices
• High-level ﬁnancial or operational considerations
• Experience managing similar programs or partnerships
• Use of the facility, including studio and outdoor areas • Family and community engagement strategies
Interviews are informational and will not constitute a commitment to award a contract.

Short RFI Notice Text
The City of Foster City invites qualiﬁed organizations and individuals to express interest in operating the ceramics studio at the new Foster City Community Center. The City seeks safe, inclusive, and ﬁnancially sustainable programs that promote creativi ty, skill-building, and community engagement. Respondents should provide qualiﬁcations, proposed programming, and a preliminary ﬁnancial plan. Depending on responses, this RFI may result in a future Request for Proposals (RFP).

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286

EXHIBIT A

CERAMICS STUDIO FLOOR PLAN AND LAYOUT

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287

EXHIBIT B

FOSTER CITY COMMUNITY CENTER SITE PLAN

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288

EXHIBIT C

FOSTER CITY COMMUNITY CENTER EXTERIOR RENDERINGS

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289

COUNTY OF SAN MATEO, CALIFORNIA

RECREATION DIVISION

PARKS AND RECREATION DEPARTMENT

Request for Information

EARLY EDUCATION OPERATIONS

Proposals Due:

Friday, March 20, 2026, before 5:00 PM
670 Shell Boulevard, Foster City

Contact for this RFI
Tiﬀany Oren, Recreation Manager
670 Shell Boulevard
Foster City, CA 94404
[email protected]
(650) 286-3395

9.1 Attachment 4 - Request For Information Early Education Program

290

City of Foster City
Request for Interest (RFI) – Early Education Operations Foster City invites organizations and providers experienced in early childhood education to express interest in operating an early education program at the new Foster City Community Center. The City seeks safe, inclusive, and ﬁnancially sustainable programs that foster strong family engagement. Respondents should provide qualiﬁcations, a proposed program approach, and a preliminary ﬁnancial plan consistent with this RFI.

1. Purpose and Goals
The City seeks an operator to deliver a high-quality, developmentally appropriate early education program that is safe, inclusive, and welcoming to all families. Key goals include:
• Providing developmentally appropriate activities that support school readiness and early learning.
• Ensuring adherence to applicable health, safety, and regulatory standards. • Oﬀering ﬁnancially sustainable operations with clear reporting and strong family engagement.

2. Facility Overview
The early education program will be housed in the new Foster City Community Center at 650 Shell Blvd, scheduled to open in Fall 2026. The dedicated indoor space consists of one (1) room that is approximately 930 square feet. It also includes a 140-square storage area and a dedicated restroom designed for young students. The classroom will feature adjustable tables, child-height chairs, and built-in cubbies for student belongings and materials, providing a developmentally appropriate and organized learning environment.

The classroom is situated near the Community Center’s main entrance and oﬀers easy access to on -site parking as well as nearby street parking. The classroom has direct access to a fenced courtyard and a new outdoor playground, oﬀering safe and engaging opportunities for outdoor learning and gross motor play.

The preschool entrance is secured with a key card system . Operating hours for the program are ﬂexible but must fall within the Community Center’s standard building hours of 8:00 AM–8:00 PM during the weekdays. See Exhibits A-C for ﬂoor plan and renderings of the new Community Center.

3. Scope of Services
The selected operator will be responsible for all aspects of the early education program, including:
• Program design and delivery, including curriculum, daily schedule, assessment, and family communications.
• Enrollment and admissions, including waitlist management and parent orientation.

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291

• Staﬃng, supervision, professional development, and substitute coverage. • Health, safety, and emergency procedures, including drills and incident reporting. • Inclusion strategies for children with diverse needs
• Facility care within the assigned classroom and outdoor areas. • Data collection and reporting to support program oversight.

4. Minimum Requirements
The selected operator should meet the following requirements. • Demonstrated experience delivering early education or youth programs. • Staﬃng with appropriate qualiﬁcations and experience for the age group served. • Health and safety plan, including background checks, staﬀ training, emergency procedures, and child pickup protocols.
• Commitment to inclusive and equitable access, including language-accessible family communication.
• Ability to implement resident priority enrollment and a modest resident discount.

5. Program Model and Calendar
The operator may propose full -day, part-day, or blended schedules, and a school -year, year-round, or hybrid calendar, provided program hours remain within the Foster City Community Center’s operating hours. The proposal should outline age groupings, daily routines, staﬃng ratios, nap/rest policies, outdoor and enrichment activities, and holiday/closure schedules.

6. Pricing and Access
This section covers program fees, enrollment priorities, and related policies to ensure transparency and fairness for families.
• City approval of the initial fee schedule and any parameters for annual adjustments. • Priority enrollment for Foster City residents and a deﬁned resident discount (discount structure to be proposed by the operator and approved by the City). • Clear and transparent policies for enrollment, withdrawal, refunds, and waitlist management.

7. Performance Standards and Indicators
The operator will maintain high standards for safety, program quality, family experience, access, and operations. This includes eﬀective supervision and staﬀ training, curriculum and developmental assessment practices, strong family satisfaction and timely complaint resolution, prioritization of resident participation, consistent attendance, and reliable staﬃng, substitute coverage, and reporting.

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292

8. Risk and Responsibility Matrix
Area City Operator Notes/Recommendations
Base building (roof/MEP) ✓ Standard building
maintenance covered by City
Utilities baseline &
metering
City baseline
Excess per
agreement

Operator responsible for
usage above baseline
Classroom FF&E City base ﬁt-out
(basic furnishings)
✓ Maintenance and
replacement reserve
Operator maintains classroom
furnishings and may
supplement with additional
furnishings or equipment as
needed
Janitorial inside
classrooms
✓ City
janitorial staﬀ
service
classrooms in
the evening

✓ General daily
cleaning (sweeping,
wiping surfaces,
tidying)
Operator ensures classrooms
are clean during program
hours; City staﬀ handle
evening janitorial service
Licensing, background
checks, health records

✓

Licensing is not required
unless Operator is seeking to
be a licensed daycare
program.

Marketing and
enrollment
✓ City brand
guidelines
Operator manages program
promotion while following City
standards; City will support
promotion
Insurance &
indemniﬁcation
Sets minimums ✓ Carries Operator must maintain
required insurance coverage

9. Term and Compensation
The initial agreement term is 3–5 years, with renewals based on performance. Compensation may include rent, a management fee, a percentage of gross revenue, or a hybrid model, with any caps tied to CPI , as applicable. Operators may be asked to provide a ﬁnancial guarantee equal to 2–3 months of program costs.

10. Submission Requirements
• Cover letter and organizational overview – including years in operation, mission, leadership, and relevant experience in early childhood or youth programs. • Program approach – proposed curriculum framework, daily schedule, inclusion strategies, family engagement approach, and calendar.
• Staﬃng plan – proposed staﬀ roles, qualiﬁcations, ratios, and approach to substitutes and professional development.

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293

• Health and safety plan – emergency procedures, child pickup policies, and basic illness management.
• Facility use plan – classroom setup, materials management, and approach to maintaining a safe, clean environment.
• Basic ﬁnancial overview – anticipated revenue and expenses, proposed fee schedule, and resident discount approach. Detailed multi-year pro formas are not required, but operators should demonstrate ﬁnancial sustainability.
• References – at least one or two examples of similar programs or facilities operated previously. • Exceptions or alternative approaches (if any) with rationale.

12. Evaluation Criteria
Proposals will be scored based on program quality, staﬃng, ﬁnances, family engagement, and facility management.

Area Weight Description
Program Quality & Experience 30% Demonstrated ability to provide high-quality early learning experiences that support child development
and school readiness.

Staﬃng Plan 20% Depth of staﬀ experience, staﬀ qualiﬁcations, training practices, and plans for substitute coverage.

Financial Sustainability 20% Realistic budget and fee structure that ensures stable operations without sacriﬁcing program quality.

Family & Community
Engagement
20% Plans for family communication, involvement, cultural inclusion, and prioritizing Foster City residents.

Classroom & Playground
Management
10% Strategy for maintaining clean, safe, and engaging indoor and outdoor spaces.

12. Anticipated Schedule
The City anticipates issuing the RFI on February 18, 2026, with an optional pre-submittal meeting or site walk. Questions must be submitted by February, 2027, any addenda will be issued by March 4, 2026, and proposals are due by March 20, 2026 by 5:00pm.

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294

Proposals can be emailed to: [email protected] or mailed to: Tiﬀany Oren, Recreation Manager, 670 Shell Blvd, Foster Ciy, CA 94404. If submitting by mail, please include a minimum of 3 copies.

13. Required Insurance
Respondents must provide proof of the following insurance coverages: Commercial General Liability, Professional Liability (Errors & Omissions), Abuse and Molestation Coverage, Workers’ Compensation, Auto Liability, Additional Insured Endorsements, and Waivers of Subrogation.

Coverage shall be at least as broad as:

This provision also applies to the Instructor’s Workers’ Compensation policy.

Certiﬁcate Holder must read: City of Foster City, Estero Municipal Improvement District, 650 Shell Blvd., Foster City, CA 94404.

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295

contributory basis. All Certiﬁcate Holder privileges apply only if required by written agreement between the Certiﬁcate Holder and the insured, and are subject to policy terms and conditions.

14. Exhibits
The City will provide the following reference materials to support proposal development:
• Floor Plan and Room Layout
• Site Map
• Community Center Exterior Renderings

15. Interview Topics (if shortlisted)
If a respondent is shortlisted following the RFI review, the City may invite them to a brief interview to discuss topics such as:
• Program philosophy and approach, including curriculum and inclusion strategies • Staﬃng model and supervision practices
• High-level ﬁnancial or operational considerations
• Experience managing similar programs or partnerships
• Use of the facility, including classrooms and outdoor areas • Family and community engagement strategies
Interviews are informational and will not constitute a commitment to award a contract.

Short RFI Notice Text
The City of Foster City invites organizations and providers with experience in early childhood education to express interest in operating an early education program at the new Foster City Community Center. The City is seeking safe, inclusive, and ﬁnancially sustainable programs that promote strong family engagement. Respondents should provide their qualiﬁcations, a proposed program approach, and a preliminary ﬁnancial plan consistent with this RFI. Depending on responses, this RFI may result in a future Request for Proposals (RFP).

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296

EXHIBIT A

EARLY EDUCATION OPERATIONS FLOOR PLAN AND LAYOUT

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297

EXHIBIT B

FOSTER CITY COMMUNITY CENTER SITE PLAN

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298

EXHIBIT C

FOSTER CITY COMMUNITY CENTER EXTERIOR RENDERINGS

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299

COUNTY OF SAN MATEO, CALIFORNIA

RECREATION DIVISION

PARKS AND RECREATION DEPARTMENT

Request for Information
COMMUNITY CENTER CAFÉ OPERATIONS

Proposals Due:

Friday, March 20, 2026, before 5:00 PM
670 Shell Boulevard, Foster City

Contact for this RFI
Tiﬀany Oren, Recreation Manager
670 Shell Boulevard
Foster City, CA 94404
[email protected]
(650) 286-3395

9.1 Attachment 5 - Request For Information Community Center Cafe

300

City of Foster City
Request for Interest (RFI) – Community Center Café Operations The City of Foster City invites statements of interest and qualiﬁcations from experienced food service operators to manage and operate the café at the new Foster City Community Center (Community Center), anticipated to open in Fall 2026.

The City’s intent is to identify a qualiﬁed private-sector food and beverage operator that can provide high- quality food and beverage service that complements Community Center programming, supports daily users and special events, enhances the visitor experience, and operates fully within the Community Center’s adopted operating mod el and policies. The café will primarily serve walk -up customers during regular Community Center hours and may also have opportunities to support City -approved programs, meetings, rentals, and special events, subject to City policies and scheduling; such opportunities are non- exclusive and not guaranteed. The operator will have access to the café space before and after public hours for preparation, setup, and cleaning.

This RFI is intended to solicit interest and qualiﬁcations from potential operators to inform the City’s selection process for café operations.

1. Purpose and Goals
The City seeks a café operator that will:
• Provide high-quality, accessible, full-service food and beverage oﬀerings for Community Center patrons, Leo J. Ryan Park users, the broader Foster City community, visitors, on-site staﬀ, and event attendees.
• Operate during regular Community Center hours on weekdays and weekends, with service structured to support both daily walk-up customers and peak usage periods. • Operate eﬃciently within a public, multi-use facility, balancing walk-up service with opportunities to support City -approved programs, meetings, rentals, and special events; such event opportunities are non-exclusive and not guaranteed.
• Enhance the Community Center as a social and civic gathering place through welcoming design, service quality, and menu oﬀerings.
• Coordinate with City scheduling, security, and event operations. • Deliver a ﬁnancially sustainable café operation with transparent reporting and strong customer service standards.

2. Facility Overview
The café is located in the new Foster City Community Center at 650 Shell Blvd, scheduled to open in Fall 2026. The indoor café space is approximately 690 square feet, with a back -of-house area of 128 square feet. The café is designed primarily for grab-and-go service, with limited indoor seating.

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301

The space will be outfitted by the City with general kitchen equipment, including an ice machine, prep counters, refrigerator, freezer, sinks, and a refrigerated display case. Operators may also bring or add equipment to customize the space for their operations.

Additional seating is available outdoors overlooking the scenic Foster City Lagoon, as well as in the nearby Community Center lobby. The café is adjacent to the Senior Lounge and Early Operations space, providing convenient access for different patron groups.

Conveniently located in the heart of Leo J. Ryan Park—considered to be Foster City’s Community Hub, the new Community Center is home to classes, programs, and events —the café benefits from a high -traffic, vibrant environment. The café has separate access, secured with a key card system, and the facility is equipped with surveillance cameras. Weekday operating hours must align with the Community Center’s standard hours of 8:00 AM–8:00 PM. Standard weekend hours are Saturday 8:00 AM–5:00 PM, with the potential for the café to operate independently outside of these standard building hours, subject to City approval.

This café will serve as a welcoming spot for Community Center patrons, park visitors, and the wider Foster City community, providing a casual gathering place and complementing the Center’s programs and services.

3. Scope of Services
The selected café operator will be responsible for providing high -quality, accessible food and beverage service that meets the daily needs of Community Center users, serves the broader Foster City community and visitors, and may have opportunities to suppo rt City -approved programs and special events. The operator will manage all aspects of café operations while coordinating with City staﬀ to ensure smooth integration with Community Center programs and events. The operator will have access to the café space before and after public hours, as approved by the City, for preparation, setup, and cleaning.

A. Food and Beverage Service
• Provide daily café service aligned with Community Center hours. • Oﬀer coﬀee, beverages, and light food options appropriate for a community recreation setting. • Provide menu options suitable for diverse ages and dietary preferences. • Oﬀer grab-and-go items for program participants, families, and visitors. • Provide optional event-support menu items for City-approved meetings, rentals, and special events, as opportunities arise. Providing this service is not required.

B. Event and Program Coordination
• The café may have opportunities to provide food and beverage service for City -approved programs, meetings, rentals, and special events.
• These opportunities supplement walk -u p c a f é s e r v i c e a n d a r e n o n-exclusive, subject to City policies, scheduling, and operational considerations.
• Selection as the café operator does not guarantee preferred or exclusive catering rights, and other approved caterers may be permitted.

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302

• The café operator is not granted exclusive rights to provide food and beverage service in or around the Community Center or adjacent areas (e.g., Leo Ryan Park). The City may allow other approved food vendors during special events, rentals, or other activities, which are separate from the café’s operations.

C. Customer Service and Communications
• Deliver consistent, high-quality customer service.
• Maintain clearly posted operating hours and signage coordinated with the Community Center. • Collect and respond to customer feedback.

Ensure all communications and signage comply with City branding guidelines.

D. Operations and Staﬃng
• Maintain staﬃng levels appropriate to daily and event-driven demand, including access to the café before and after public hours for preparation, setup, and cleaning. • Utilize approved access to the café space before and after public hours for preparation, setup, and cleaning.
• There may be opportunities for the café operator to utilize designated Community Center kitchen space for food preparation during approved days and times, subject to availability and City approval. Additional kitchen use outside designated hours may be available for rent. • Train staﬀ in food safety, customer service, and emergency procedures. • Coordination with City staﬀ regarding opening, closing, and special events • Implement cash handling, point-of-sale, and inventory controls.

E. Health, Safety, and Regulatory Compliance
• Comply with all applicable County and State health and safety requirements. • Obtain, maintain, and comply with all required permits, licenses, approvals, and certiﬁcations necessary to operate food and beverage service.
• Maintain and ﬁle all required and updated health forms with the appropriate authorities. • Maintain food safety plans, staﬀ certiﬁcations, and prepare for inspections. • Follow all applicable grease management, waste disposal, and recycling practices. • Report incidents in accordance with City procedures.
• Ensure compliance with all health requirements related to any approved use of Community Center kitchen facilities.
• If alcohol service is proposed and approved, obtain and maintain all required alcohol-related licenses and permits, comply with all applicable laws and regulations, and carry insurance coverage meeting City requirements.

F. Data Collection and Reporting
• Track sales, transaction volume, and peak-period activity. • Monitor customer satisfaction through feedback, surveys, or other methods.

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• Submit monthly reports using City-provided templates. • Provide an annual performance summary including key metrics and improvement plans.

4. Minimum Requirements
Respondents should demonstrate suﬃcient experience, capacity, and qualiﬁcations to successfully operate a small café in a public community center. Meeting all criteria is preferred, but the City will consider overall qualiﬁcations and relevant experience. • Minimum of three years operating a café, concession, or comparable food service operation. • Experience operating in public facilities, community centers, or event-driven environments (preferred).
• Compliance history free of unresolved health or safety violations. • Capacity to staff and manage operations during busy periods and variable demand. • Ability to meet insurance and indemnification requirements. • Demonstrated ability to market and promote a food and beverage operation, particularly in a community-focused, public, or event-driven setting.
• Evidence of financial and operational viability, which may include a brief business concept, summary of operating approach, or examples of sustained success at comparable locations.

5. Operating Model
The City is open to a range of operating models, including concession agreements, lease arrangements, or hybrid approaches, and encourages respondents to propose a structure that is operationally practical, ﬁnancially sustainable, and aligns with Community Center policies. While models are ﬂexible, proposals should include a minimum base rent component to ensure predictable ﬁnancial contribution to the City.

Examples of possible models include, but are not limited to:
• Concession agreement with a percentage of gross revenue to the City. • Lease or license agreement with base rent and revenue participation. • Hybrid model combining base rent with gross revenue share above a threshold.

The operator must ensure that the proposed model is operationally practical, transparent, and consistent with public facility expectations. The proposed model should also include clear financial reporting and recordkeeping procedures to allow the City to monitor revenue, rent, and any shared earnings, ensuring transparency and accountability.

6. Pricing and Access
The City seeks an operating model that balances ﬁnancial sustainability with operational practicality and alignment with Community Center policies. The operator must ensure that the proposed model is operationally practical, transparent, and consistent with public facility expectations. The proposed model

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should also include clear ﬁnancial reporting and recordkeeping procedures to allow the City to monitor revenue, rent, and any shared earnings, ensuring transparency and accountability. • The café operator must obtain City approval for menu pricing and any annual adjustments. • Pricing should be accessible to Community Center users, visitors, and the broader Foster City community, while supporting sustainable café operations. • The City may consider proposed senior, resident, or value -oriented pricing as a positive factor during evaluation and contract negotiations, recognizing the Community Center’s role as a public-serving facility.
• Operators may offer optional resident -friendly, senior, or value -oriented promotions or discounts, subject to City approval.
• Any discounts, promotions, or special pricing must be coordinated with the City. • While the café may have opportunities to provide food and beverage service for City -approved programs, rentals, and special events, such participation is optional and non -exclusive; other approved caterers may also be permitted.
• The café operator is not granted exclusive rights to provide food and beverage service in or around the Community Center or adjacent areas (e.g., Leo Ryan Park). The City may allow other approved food vendors during special events, rentals, or other activities, which are separate from the café’s operations.

7. Performance Standards and Indicators
The selected café operator is expected to maintain high standards for daily operations, customer service, and ﬁnancial and regulatory compliance. The following key performance areas provide context for the City’s expectations under a future agreement:
• Operations: Hours open as scheduled; responsiveness during peak periods; effective management of optional event-support opportunities.
• Financial: Maintain accurate and timely reporting aligned with City templates; monitor sales performance relative to reasonable projections.
• Customer Experience: Strive for high customer satisfaction, measured through City-approved feedback methods.
• Health and Safety: Comply with all applicable County and State requirements; promptly address any issues or corrective actions.
• Coordination: Work collaboratively with City staff to support daily operations, programs, and special events.

Note: These standards are intended to guide the City’s expectations and potential agreement performance. Respondents are not expected to meet these metrics at the RFI stage; they provide context for the City’s priorities and desired outcomes.

8. Risk and Responsibility Matrix
The following table outlines the general allocation of responsibilities between the City and the café operator. It identiﬁes which party is responsible for key building systems, operations, and compliance areas, and clariﬁes expectations for day-to-day management.

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Area City Operator Notes/Recommendations
Base building (roof/MEP) ✓ Standard building
maintenance covered by City
Utilities baseline &
metering
City baseline
Operator pays excess

Operator responsible for
usage above baseline
Kitchen equipment (base
ﬁt-out)
City provides
basic
furnishings
✓ Maintenance and
supplementation
Operator may add equipment
or smallwares as needed
Janitorial inside
café/outdoor seating
✓ Evening
service

✓ General daily
cleaning (sweeping,
wiping surfaces,
tidying)
Operator maintains
cleanliness of the café and
adjacent outdoor tables
during café hours; City staﬀ
handle evening janitorial
service for all city-owned
spaces, including kitchen
Smallwares,
consumables
✓

Operator provides all
necessary items for café
operations
Health permits &
inspections
✓

Operator responsible for
obtaining, maintaining, and
complying with all required
permits, licenses, approvals,
and inspections
Marketing & menu
communications
✓
guidelines
✓ implementation

Operator manages menu and
communications while
adhering to City branding and
policies
Insurance &
indemniﬁcation
Sets minimums ✓ Carries Operator must maintain
required insurance coverage

9. Term and Compensation
The initial agreement term is anticipated to be three (3) to ﬁve (5) years, with the option for renewal based on satisfactory performance and mutual agreement.

Compensation to the City may include base rent, a management fee, a percentage of gross revenue, or a hybrid model, with any caps or adjustments tied to the Consumer Price Index (CPI) or other mutually agreed-upon indices. A minimum base rent component is expected to ensure predictable ﬁnancial contribution to the City.

The selected operator may be required to provide a ﬁnancial guarantee (such as a security deposit or letter of credit) equal to two (2) to three (3) months of estimated operating costs.

10. Submission Requirements

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Respondents should provide the following information to demonstrate their experience, qualiﬁcations, and approach to operating the café:
• Cover letter and organizational overview – Years in operation, mission, leadership structure, and relevant café or food service experience.
• Café concept and operating approach – Proposed menu framework, service style, hours of operation, and approach to serving a diverse, multi-generational community. • Staffing plan – Staffing levels, roles, training, and strategies for peak periods and special events. • Health and safety plan – Food safety practices, certifications, emergency procedures, and compliance with County and State regulations.
• Facility use and operations plan – Use of kitchen and café spaces, equipment care, waste/recycling practices, and maintaining a clean, safe environment. • Basic financial overview –Basic revenue and expense assumptions, pricing approach, and any proposed compensation model. Multi-year projections are not required but financial feasibility should be clear.
• References – one (1) to two (2) examples of comparable café, concession, or food service operations previously operated.
• Exceptions or alternative approaches (if any) – Any exceptions to the RFI requirements or alternative approaches, with rationale.

12. Evaluation Criteria
Submissions will be reviewed based on the overall café concept, operational readiness, ﬁnancial feasibility, customer experience, and ability to maintain the café space safely and eﬀectively.

Area Weight Description
Relevant Experience &
References
25% Experience operating cafés or similar food service in public facilities, community centers, or event -driven
environments. Examples of past operations and
references.

Café Concept & Customer
Experience
25% Quality, variety, and accessibility of menu oﬀerings; suitability for community center patrons, visitors, and the broader community; approach to walk-up customers and
optional event support (non-exclusive opportunities).

Staﬃng & Operations 20% Proposed staﬃng plan, including roles, qualiﬁcations, training, and strategies for managing daily operations and

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peak periods; coordination with City schedules and
events.

Financial Feasibility 20% Clear, realistic assumptions for revenues and expenses; sustainable business model; proposed compensation
approach and optional revenue share.

Health, Safety & Facility Care 10% Approach to food safety, health compliance, reporting, and maintaining café space and equipment in a clean and safe condition.

12. Anticipated Schedule
The City anticipates issuing the RFI on Wednesday, February 18, 2026, with an optional pre -submittal meeting or site walk. Questions must be submitted by February 27, 2026, any addenda will be issued by March 4, 2026, and proposals are due by March 20, 2026 by 5:00pm.

Submission Format: Responses should be limited to 20 pages (excluding exhibits) and use standard, legible fonts and margins. Submissions should be provided as a PDF, and any ﬁnancial or pro forma documents should also be submitted in an editable format (e.g., Excel) to allow the City to review calculations and assumptions eﬃciently.

Proposals can be emailed to : [email protected] or mailed to: Tiﬀany Oren, Recreation Manag er, 670 Shell Blvd, Foster Ciy, CA 94404 . If submitting by mail, please include a minimum of 3 copies.

Coverage shall be at least as broad as:

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This provision also applies to the Instructor’s Workers’ Compensation policy.

Certiﬁcate Holder must read: City of Foster City, Estero Municipal Improvement District, 650 Shell Blvd., Foster City, CA 94404.

Description box must read: The City of Foster City/EMID, its elected and appointed oﬃcials, employees, volunteers, and agents as Additional Insured on the General Liability policy on a primary and non - contributory basis. All Certiﬁcate Holder privileges apply only if required by written agreement between the Certiﬁcate Holder and the insured and are subject to policy terms and conditions.

14. Exhibits
The City will provide the following reference materials to support proposal development:
• Floor Plan and Room Layout
• Site Map
• Community Center Exterior Renderings

15. Interview Topics (if shortlisted)
If a respondent is shortlisted following the RFI review, the City may invite them to a brief interview to discuss topics such as:
• Café concept reﬁnement and menu strategy
• Staﬃng approach and management of peak-demand periods • Coordination of service for City-approved events, rentals, and any limitations • Financial assumptions, operating model, and risk allocation • Requested City support, infrastructure needs, or access to facilities Interviews are informational and will not constitute a commitment to award a contract.

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Short RFI Notice Text
Foster City invites experienced food service operators to express interest in operating the café at the new Foster City Community Center. The City is seeking high -quality, community-oriented food service that enhances daily use and special events while ope rating sustainably within a public facility. Respondents should provide their qualiﬁcations and a proposed operating approach consistent with this RFI. Depending on the responses received, the City may issue a future Request for Proposals (RFP).

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EXHIBIT A
COMMUNITY CENTER CAFÉ OPERATIONS FLOOR PLAN AND LAYOUT

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EXHIBIT B

FOSTER CITY COMMUNITY CENTER SITE PLAN

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EXHIBIT C

FOSTER CITY COMMUNITY CENTER EXTERIOR RENDERINGS

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DATE: February 17, 2026
TO: Mayor and Members of the City Council President and Members of the Estero Municipal Improvement District (EMID) Board of Directors
VIA: Stefan Chatwin, City/District Manager
Marlene Subhashini, Assistant City/District Manager
FROM: Diane Pitman, Administrative Services Director
Andrew Brozyna, Public Works Director
DEPARTMENT: Administrative Services
Public Works
SUBJECT: REVISING SALARY RANGES FOR VARIOUS MANAGEMENT

POSITIONS IN PUBLIC WORKS, APPROVING A REVISED JOB

DESCRIPTION FOR THE BUILDING/FLEET MAINTENANCE
SUPERINTENDENT; AND ADOPTING THE AMENDED PAY
PLAN FOR FISCAL YEAR 2025-2026

RECOMMENDATION
It is recommended that the City Council/Estero Municipal Improvement District Board of Directors (City Council) adopt the attached resolutions approving revised salary ranges for the Public Works Maintenance Manager, Public Works Maintenance Superintendent, Building/Fleet Maintenance Superintendent, and Fleet Supervisor, an updated job description for the Building/Fleet Maintenance Superintendent and the amended pay plan for FY 2025-2026.

EXECUTIVE SUMMARY
The City Council has adopted a job classification plan that consists of a series of job classifications with associated distinguishing characteristics, examples of duties, skills and abilities, and minimum qualifications. In addition, the City Council approves the salary ranges in an approved pay plan. Staff is recommending changes to salary ranges in the Public Works Department based on a review of a previously completed

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and implemented classification/compensation study, on the basis of internal equity and to ensure there is no compaction between management and their direct reports.

BACKGROUND/ANALYIS
In June 2023, a Classification/Compensation study was implemented for the management (Unrepresented) staff and Foster City Police Officer Association (FCPOA). As part of that implementation, market analysis was used to justify salary increases. No salaries were reduced. Unfortunately, internal equity was not considered within the management staff, therefore revised classification salaries were changed which created internal equity concerns. Administrative Services Director Diane Pitman was hired after the Classification/Compensation study was implemented and has been evaluating the history and actions taken to finalize and complete all remaining issues for the 2023 study. This is the last remaining action recommended for City Council based on that study.

Internal equity is a compensation approach used in conjunction with market analysis to ensure similar jobs are paid at a similar level. After reviewing the scope of various management positions using level of responsibilities, consequence of error, skills and knowledge required, staff is recommending changes to salary ranges for the Public Works Maintenance Superintendent, Building/Fleet Maintenance Superintendent and Fleet Supervisor. To align classifications based on internal equity, it is recommended that the following actions are taken:
Increase the Fleet Supervisor salary by 1.194% to align to the Parks Maintenance Supervisor salary.
Increase the Public Works Superintendent salary by 9.42% to align to the Parks Maintenance Manager salary.
Decrease the Building/Fleet Maintenance Superintendent salary by 2.105% to align to the Public Works Superintendent salary.
oThis position was previously a management position (Building & Fleet Maintenance Manager) that reported directly to the Director of Public Works. Revising the title requires the City Council to approve a new job description which is Attachment 3.
oAs part of an organizational restructuring, this position will be assigned to report to the Public Works Maintenance Manager and recruited since it is currently vacant.

In addition to internal equity, compensation best practice is a 15%, or sometimes higher, differential between a manager and their direct reports. Staff is recommending a 7% increase in the Public Works Maintenance Manager salary to ensure a 15% differential between the Public Works Maintenance Manager and the Public Works Maintenance Superintendents and based on the additional responsibility of managing the Building/Fleet Maintenance Superintendent.

The following salary schedule changes are recommended effective July 1, 2025.

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316

Position Step 1 Step 2 Step 3 Step 4 Step 5
Fleet
Supervisor
$9,465.91 $9,939.19 $10,436.16 $10,957.96 $11,505.87
Public Work
Maintenance
Superintendent
$11,849.78 $12,442.27 $13,064.38 $13,717.60 $14,403.48
Building/Fleet
Maintenance
Superintendent
$11,849.78 $12,442.27 $13,064.38 $13,717.60 $14,403.48
Public Works
Maintenance
Manager
$13,627.24 $14,308.60 $15,024.03 $15,775.24 $16,564.00
California Environmental Quality Act
Not Applicable

FISCAL IMPACT
The FY 2025-26 impact of these salary adjustments, retroactive to July 1, 2025, can be absorbed in the Public Works Department budget. The total impact across all funds is $112,113. Specifically, for the Enterprise Funds, the impact is $34,587 to the Water Enterprise Fund and $34,483 to the Wastewater Enterprise Fund. These amounts were estimated and incorporated into the respective rate studies. The combined impact to the Building Maintenance and Vehicle Replacement Funds is $8,723, and the impact to the General Fund is $34,320. These salary changes will be included in future fiscal year budgets.

CITY COUNCIL VISION, MISSION, AND VALUE/PRIORITY AREA
Staff Empowerment and Operational Excellence
ATTACHMENTS:

Attachment 1 – City Resolution
Attachment 2 – EMID Resolution
Attachment 3 – Building/Fleet Maintenance Superintendent Job Description Attachment 4 – FY 2025-26 Pay Plan with edits
Exhibit A – FY 2025-26 Final Pay Plan

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317

4918-0954-8431 v1
4 2
6 9
RESOLUTION NO. __________

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF FOSTER CITY REVISING SALARY RANGES FOR VARIOUS MANAGEMENT POSITIONS IN PUBLIC WORKS;

APPROVING A REVISED JOB DESCRIPTION FOR THE BUILDING/FLEET MAINTENANCE SUPERINTENDENT; AND ADOPTING THE AMENDED PAY PLAN FOR FISCAL YEAR 2025-2026

CITY OF FOSTER CITY
WHEREAS, the City implemented a Classification/Compensation study in June 2023; and
WHEREAS, the Administrative Services Director has been evaluating the history and actions taken and recommends one final action to close out the 2023 Compensation study; and
WHEREAS, the Compensation Study used market analysis but did not perform an internal equity analysis prior to implementation; and
WHEREAS, compensation best practice recommends market analysis, internal equity and compaction analysis; and
WHEREAS, the City Council of the City of Foster City must approve the Pay Plan in order for the pay ranges to become effective.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Foster City does hereby:

1. Approve the revised salary ranges for the Public Works Maintenance Manager, Public Works Maintenance Superintendent, Building/Fleet Maintenance Superintendent and Fleet Supervisor as follows:

Position Step 1 Step 2 Step 3 Step 4 Step 5
Fleet Supervisor $9,465.91 $9,939.19 $10,436.16 $10,957.96 $11,505.87 Public Work
Maintenance
Superintendent
$11,849.78 $12,442.27 $13,064.38 $13,717.60 $14,403.48
Building/Fleet
Maintenance
Superintendent
$11,849.78 $12,442.27 $13,064.38 $13,717.60 $14,403.48
Public Works
Maintenance
Manager
$13,627.24 $14,308.60 $15,024.03 $15,775.24 $16,564.00

2. Approve an updated job description for the Building/Fleet Maintenance Superintendent; and

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318

4918-0954-8431 v1
4 2
6 9

3. Approve and adopt the amended Pay Plan for Fiscal Year 2025-2026 effective July 1, 2025, attached hereto as Exhibit A.

PASSED AND ADOPTED as a resolution of the City Council of the City of Foster City at the Regular Meeting held on the 17th day of February 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ART KIESEL, MAYOR
ATTEST:

PRISCILLA SCHAUS, CITY CLERK

9.2 Attachment 1 - City Resolution

319

4 2
7 0
RESOLUTION NO. __________

A RESOLUTION OF THE BOARD OF DIRECTORS OF THE ESTERO MUNICIPAL

IMPROVEMENT DISTRICT REVISING SALARY RANGES FOR VARIOUS MANAGEMENT POSITIONS IN PUBLIC WORKS; APPROVING A REVISED JOB DESCRIPTION FOR THE BUILDING/FLEET MAINTENANCE SUPERINTENDENT; AND ADOPTING THE AMENDED PAY PLAN FOR FISCAL YEAR 2025-2026

ESTERO MUNICIPAL IMPROVEMENT DISTRICT
WHEREAS, the Estero Municipal Improvement District implemented a Classification/Compensation study in June 2023; and
WHEREAS, the Administrative Services Director has been evaluating the history and actions taken and recommends one final action to close out the 2023 Compensation study; and
WHEREAS, the Compensation Study used market analysis but did not perform an internal equity analysis prior to implementation; and
WHEREAS, compensation best practice recommends market analysis, internal equity and compaction analysis; and
WHEREAS, the Board of Directors of the Estero Municipal Improvement District must approve the Pay Plan in order for the pay ranges to become effective.

NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Estero Municipal Improvement District does hereby:

1. Approve the revised salary ranges for the Public Works Maintenance Manager, Public Works Maintenance Superintendent, Building/Fleet Maintenance Superintendent and Fleet Supervisor as follows:

Position Step 1 Step 2 Step 3 Step 4 Step 5
Fleet Supervisor $9,465.91 $9,939.19 $10,436.16 $10,957.96 $11,505.87 Public Work
Maintenance
Superintendent
$11,849.78 $12,442.27 $13,064.38 $13,717.60 $14,403.48
Building/Fleet
Maintenance
Superintendent
$11,849.78 $12,442.27 $13,064.38 $13,717.60 $14,403.48
Public Works
Maintenance
Manager
$13,627.24 $14,308.60 $15,024.03 $15,775.24 $16,564.00

2. Approve an updated job description for the Building/Fleet Maintenance Superintendent; and

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320

4 2
7 0

3. Approve and adopt the amended Pay Plan for Fiscal Year 2025-2026 effective July 1, 2025, attached hereto as Exhibit A.

PASSED AND ADOPTED as a resolution of the Board of Directors of the Estero Municipal Improvement District at the Regular Meeting held on the 17th of February 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ART KIESEL, PRESIDENT
ATTEST:

PRISCILLA SCHAUS, DISTRICT SECRETARY

9.2 Attachment 2 - EMID Resolution

321

Established Date: June 2023
FLSA: EXEMPT
Unit: Management

BUILDING/FLEET MAINTENANCE SUPERINTENDENT

DEFINITION

Under general direction, plans, schedules, manages and supervises the programs and activities of the Building and Fleet Maintenance Division; manages and develops outside contracts, vendors, and project budgets; assures regulatory compliance and economy in all programs; coordinates assigned activities with other City departments and outside agencies; provides responsible and technical staff assistance; and performs duties as assigned.

SUPERVISION RECEIVED AND EXERCISED

Receives general direction from assigned management personnel. Exercises direct supervision over maintenance staff.

CLASS CHARACTERISTICS

This is a management classification responsible for planning, organizing, reviewing, and evaluating diverse and specialized building and fleet maintenance and repair functions . Responsibilities include developing and implementing policies and procedures for assigned programs, budget administration and reporting, and program evaluation. Incumbents serve as a professional-level resource for organizational, managerial, and operational analyses and studies. Performance of the work requires the use of considerable independence, initiative, and discretion within established guidelines.

EXAMPLES OF TYPICAL JOB FUNCTIONS (Illustrative Only)
Management reserves the right to add, modify, change, or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.

➢ Plans, organizes, assigns, supervises, and reviews the work of staff assigned to the maintenance and repair of City buildings, vehicles, and equipment; trains staff in work procedures; evaluates employee performance, counsels employees, and effectively recommends initial disciplinary action; assists in selection and promotion.
➢ Participates in the development of goals, objectives, policies, and procedures for the division ; recommends within division policy, appropriate service and staffing levels; recommends and administers policies and procedures.
➢ Participates in the development, administration, and oversight of division budget; determines funding needed for staffing, equipment, materials, and supplies; ensures compliance with budgeted funding. ➢ Receives, evaluates, and processes work requests from City departments; determines priorities and methods necessary to achieve objectives; advises management staff of work in progress, operating problems and actual or potential delays.
➢ Supervises the use and operation of tools, equipment, and vehicles; ensures that tools, equipment, and vehicles are safely operated, maintained, and secured when not in use; schedules service, repair, and replacement of tools and equipment.
➢ Inspects work in progress and completed work of assigned employees and contractors for accuracy, proper work methods and techniques, and compliance with applicable standards and specifications.

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Building/Fleet Maintenance Superintendent

Page 2 of 4 ends

Foster City City CouncilFebruary 17, 2026

Foster City City Council
February 17, 2026