Atherton City Council
June 19, 2024

1 FIRM INFORMATION
F&L is an award-winning civil engineering and surveying firm providing a full range of survey, civil design, planning, and construction management services for various regional infrastructure and development projects.

We are currently involved in stormwater projects of similar size and scope that are either close to completion or in the construction phase. Each project requires us to understand the unique needs of our clients, stay up to date on the most effective technology/methodology available, and develop the most
appropriate recommendations that satisfy operational and regulatory requirements.

Our success relies heavily on our ability to coordinate with multidisciplinary teams effectively, including Caltrans and various permitting agencies, to successfully execute approvals, planning and improvement studies, schematic designs, value engineering, construction method evaluations, public outreach and coordination, peer, traffic, and constructability reviews, cost estimates, and more.

For over two decades, our firm’s extensive experience has guided our team’s thorough understanding of the technical and non-technical drivers that must be considered when implementing improvement projects. At F&L, we understand the importance of identifying and providing detailed documentation of potential non-technical requirements that may impact project costs and implementation strategies when improvements are within existing urban neighborhoods.

Leveraging our years of working hand-in-hand with public agencies, including the West Bay Sanitary District that serves the Town of Atherton, F&L is skilled in preparing clear and concise plans and specifications that lead to a smoother permitting process and construction implementation, as showcased in our project experience in Section 3. Our top priority is to provide the right expertise, support, and collaboration with our client’s extended teams to ensure each project’s successful planning and execution. At F&L, we pride ourselves on providing exemplary client service through open communication, a sound technical approach, project organization, and adherence to our customers’ schedules and budgets.

For over two decades, we have successfully provided similar planning, design, and construction consultation services for a diverse mix of local clientele – offering the Town more than 150+ years of combined expertise to support a wide breadth of civil engineering service needs. Our clients’ success directly measures our own, which is why our firm offers a comprehensive suite of services to ensure every aspect of a project is thoughtfully and successfully designed and executed. Our broad expertise includes experience in many areas of civil engineering for public works agencies and special districts that we apply to our projects, including:
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Civil Engineering Design & Master Planning - grading, dry and wet utilities, roadway, curb and gutter, and sidewalk.

Stormwater Compliance - Stormwater Control Plans (SCPs) and Stormwater Pollution Prevention Plan (SWPPP) preparation and inspection, hydrology, and hydraulic studies.

District Engineer - plan review, coordination with outside utility agencies, operational review, and technical support to develop annual operating and capital improvement budgets.

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Construction Management - support during the bid period, construction, and closeout of projects. Support typically includes response requests for information, submittal (shopdrawing) review, on-site inspection and documentation of activities, design peer review, value engineering, constructability review, cost analysis, and claims management services.

Program Management - a wide range of services, including staff augmentation to assist with long-range capital improvement programs, project controls, progress tracking and reporting, oversight of deliverables, large-scale infrastructure program managementfrom planning through implementation, construction administration, and publicoutreach.

Surveying & Mapping - tentative and final maps, American Land Title Association (ALTA) survey, plats and legal descriptions, and topographicmaps.

Our team’s responsiveness and technical expertise will allow us to deliver the engineering and construction perspectives needed to execute the Town’s project successfully. This background will enable us to collaborate with the Town to develop prioritized solutions coordinated with other capital improvement projects on time and within budget. To that end, the construction documents must consider constructability and construction methods to ensure that proposed solutions include a risk management approach to reduce the potential for contract change orders that are not a result of unforeseen conditions or direct owner changes.

LEGAL NAME

LOCATIONS
Freyer & Laureta, Inc.

South Bay Office - Main for Project
20863 Stevens Creek Blvd.,Ste 400
Cupertino, CA 95014
East Bay Office
825 Washington St., Ste
Oakland, CA 94607
(408) 516-1090 (510) 937-2310
F&L Headquarters North Bay Office
150 Executive Park Blvd., Ste 4200 505 San Marin Dr., Ste A220 San Francisco, CA 94134 Novato, CA 94945
(415) 534-7070 (415) 534-7070

ESTABLISHED

FIRM SIZE
1997, California S-Corporation
28 full-time
LEADERSHIP • Richard Laureta, P.E., President, Civil Engineer CA No. 55783 • Jeffrey Tarantino, P.E., Executive Vice President, Civil Engineer CA No. 63936 • Josh Kimbrell, PE, QSD/P, LEED Green Assoc., Vice President, Civil Engineer CA No. 77666 • David Freyer, P.E., Vice President, Civil Engineer CA No. 30060 • Lorraine Htoo, PE, LEED AP, Civil Engineer CA No. 79542 • Eric Biland, P.E., QSD/P, LEED AP, QISP Civil Engineer CA No. 75125 FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers 3

2 APPROACH

2.1 Understanding
The Town of Atherton faces unique challenges to storm drainage solutions along the El Camino Real corridor:
• El Camino Real presents a perpendicular barrier to the natural flow pattern, conveying stormwater flows from the hills to the Bay
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Caltrans drainage favors longitudinal piping, transversing only at afew selected points The exceedingly flat topography amplifies the effects and extent of localized flooding El Camino Real is a critical arterial through the Town and to neighboring communities, with localized flooding having an outsized effect on the safety of Atherton residents during rain events.
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Water Board requirements for stormwater discharge to storm drain systems and natural channels have significantly increased restrictions on impervioussurfaces.

Multi-jurisdictional permitting coordination and mitigation efforts are required forstorm drain improvements.

Traffic control and public safety for any construction activities along thecorridor are complex.

El Camino Real is a major corridor for power and telecommunication utilities, making transverse crossings of the roadway with any storm-related infrastructuredifficult.

With all these factors in mind, improvements to the El Camino Real stormwater and drainage system within the Town of Atherton limits is a challenge that would benefit from a turnkey engineering firm with a proven track record, local expertise, and the ability to successfully carry a project from conceptual design, through the permitting process, to final design documents, and on through bid assistance and construction support. That is precisely the benefit Freyer and Laureta propose in this submittal to the Town.

2.2 Approach to Work
Every engineering assessment is unique, and following a standardized process or checklist can sometimes result in a missed opportunity to develop customized solutions for our clients. We have also found that the success of any project relies heavily on our ability to collaborate with key stakeholders (both internal and external) and permitting agencies effectively – which, in the case of any drainage solutions along the El Camino Real corridor, will be critical.

Deliverables often include, but are not limited to, approvals, plans, improvement studies, schematic designs, value engineering, construction method evaluations, surveys, public outreach and coordination, peer, traffic, and constructability reviews, cost estimates, and more. F&L has the experience to meet the Town’s civil engineering needs, objectives, and scope items listed in the RFQ, including upgrading, repairing, and expanding Town-owned and operated facilities and infrastructure.

To demonstrate our team’s experience with similar projects, we are presenting key approach items that our engineers will apply to any project assigned to F&L. We feel that there is no better FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers 4

way for the Town to understand how we will execute the planning, design, and implementation of infrastructure improvement projects than by outlining key task approaches we will consider.

The following sections briefly describe those approach items and how the F&L Team will implement those to create effective scopes of work for the project, including tasks such as:
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Preliminary Design, including existing conditions review and permitting coordination Preparation of Construction Contract Documents andestimates Bidding and ConstructionSupport
Preparation of Record Drawings and WarrantyInspection
Land Development Review of public and privateimprovements Review of capacity studies, including impacts of proposedimprovements We understand that the design engineer will be responsible for working closely with the Town to clearly outline the required improvements, including coordinating with utility owners identified through available records research and utility potholing to minimize the potential for change orders.

We have prepared our approach described below, highlighting key activities our team will consider for this project. The key activities are based on F&L’s experience planning, designing, and constructing infrastructure improvement projects to control costs and meet project objectives and schedules.

Project Management and Coordination
The nature of a lead consultant requires F&L to have tools and processes in place to proactively work with the Town to identify project needs, develop detailed scopes of work, and provide detailed progress reporting. It is critical to track assignments, budget status, and schedules to ensure that we work together to efficiently and effectively utilize the available budget.

The F&L team’s approach includes the following:
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Triage the significant amount of drainage study work and planning efforts that have been completed along the El Camino Real corridor.

Develop detailed and concise scopes of work, including the proposed budget and schedule, for the selectedimprovements.

Track all project decisions (pending and complete) in a Project Decision Log and circulatemonthly.

Develop, maintain, and report project schedules for each assignment to allow the Town and the F&L team to proactively mitigate, when feasible, schedule variances.
• Implement a robust Quality Assurance/Quality Controlprogram where all staff take ownership of individual assignments to produce q leverage our senior engineer’s expertise to provide independent revie and to identify any constructability issues.

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F&L understands that the key to successfully providing engineering services is to have an established a framework for communication, scope preparation, and budgeting. We have experience working with large and often complex municipalities - leading the planning and design of over $200 million in infrastructure improvements throughout the Greater San Francisco Bay Area.

F&L’s full-project life experience allows our engineers to incorporate multiple design criteria, including analysis, materials, construction methods, and potential public impacts (both nearterm and long-term). These elements allow us to present utility owners with multiple possible solutions while identifying a preferred solution.

We plan to implement a management system to inform the Town of project elements before our submittals and provide clear and concise documents further defining and refining proposed project elements. Our team continues that approach, bringing in a wide breadth of engineering public works talent to support the Town– ensuring the delivery of high-quality work on schedule and within the budget of the Town’s needs.

Survey and Utility Investigation
As design engineers, surveying is a fundamental component of how we deliver our services.

The field survey provides the baseline picture for our design team and begins the process of utility investigation needed for most public works infrastructure improvement projects. We utilize the latest equipment to create detailed maps to establish existingconditions.

Our surveying and mapping experience allows us to observe existing conditions to identify evidence of existing utilities quickly. Our staff also understands the critical importance of contacting third-party utility owners, including municipalities, special districts, state agencies, and communications firms. It is crucial to perform utility records research to inform the planning of the utility investigation fieldwork.

We will provide staff who are highly experienced with the Subdivision Map Act and capable of reviewing the following:
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Tentative Maps-residential, mix-use, and commercialprojects Final Maps-residential, mixed-use and commercialprojects Record-of-survey, plats, legal descriptions, monuments
ALTA/ACSM, Boundary and TopographicSurveys
As we develop the utility base maps using field survey information and utility records provided by the utility owners, F&L will begin the initial scoping of the utility investigation and potholing program. Our staff understands that our initial efforts to identify utility locations early in the design phase can yield significant benefits during construction. F&L will develop a proposed utility potholing plan to allow our engineers to validate available as-built information and identify key constraints that may affect final water main alignments.

Leverage In-House Knowledge
In our experience, internal staff will have the best knowledge of existing operations and potential approaches for implementing improvement projects. Engaging the Town’s engineering and operation staff members for tasks with accelerated schedules to execute efficiently will be critical. As design engineers, we must include operation and maintenance staff throughout the development and design process before we can be assigned a task and proceed with developing design criteria, drawings, and specifications. We have learned by engaging operations/maintenance staff early and frequently during the design development FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers 6

phase, we can incorporate operations-driven design criteria to create a successful project.

F&L recognizes that going from a concept on a piece of paper to building/operating in the real world can be challenging, and all stakeholders’ input is crucial to delivering successful project results. We will work with the Town to identify operation and maintenance staff to work with throughout project development. The intent is not to burden staff but to help facilitate discussions early in the project definition phase to ensure our submittal meets the Town’s expectations and needs. We take pride in engaging all engineering and operation stakeholders so all staff buy into the final solution.

Planned Coordination
F&L, particularly our proposed project manager and design team, will work closely with Town personnel and its partners to plan and implement capital improvements that ensure longterm operational optimization and reliability.

The F&L Team will utilize feedback from initial agency meetings to develop weighted evaluation criteria for each project element while minimizing technical and non-technical concerns from local entities that could impact project costs or schedules. Once completed, conceptual design drafts will be presented to the Town for feedback and comment to ensure any operational needs are addressed before submission to involved partners – resulting in greater buy-in and engagement by the entire team.

We recognize that the Town will rely on our expertise to meet project objectives. As consultants, we are thoughtful in our approach to promptly assist the Town with solving the correct issues.

We cannot simply execute a task without using our experience with similar work that may influence the approach or deliverable for a specific task. We understand that clients hire us not because of the name on the door but because of the experience and commitment of each individual on our team.

Contract Document Development
We are highly skilled in developing clear and concise Contract Documents for a variety of improvement projects. F&L has focused on infrastructure improvement projects since our inception. Our wide-ranging expertise includes emergency repair projects and large-scale annual capital improvement programs. F&L staff is experienced with all construction methods for utility replacement and enhancements, including supplemental detention and auxiliary and main pump station designs. Our experience with a wide range of construction methods allows our staff to recognize constructability challenges during design development so special conditions and constraints can be identified within the Contract Documents and enable potential bidders to develop pricing reflective of anticipated site conditions and restrictions.

The Town will benefit from our staff’s experience with design development as we can leverage this knowledge gained on similar projects to develop solutions that address common challenges. F&L understands that each project is unique, and the existing site conditions must be carefully considered when developing infrastructure improvement plans, including evaluating available construction methods to avoid creating a project scope that is not constructible.

Facilitate Design Reviews
F&L proposes to incorporate facilitated design review meetings into each scope of work. The purpose of the facilitated meeting is to provide F&L staff with an opportunity to present the submittal to Town staff, who will review the technical information and engage staff in open discussions. Establishing a workshop setting with the Town and our staff encourages open discussions on comments and questions so they can be resolved quickly, resulting in schedule FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers 7

savings. The workshops also provide an opportunity for our staff to explain detailed design assumptions that may help Town staff better understand constraints that could dictate a solution.

F&L will prepare detailed agendas and distribute them to all meeting attendees in advance of a workshop and will be responsible for facilitating the discussions. It will be apparent when a specific comment or question cannot be resolved during the meeting. Therefore, it becomes F&L’s responsibility to capture the comment/question, including providing a timeline for when the Town can expect a response. Finally, F&L will produce meeting minutes to memorialize discussions and responses to comments so that all team members will have a record of decisions for reference as the project moves forward.

Regulatory Requirements
There are many drivers for infrastructure improvement projects, with age being the most common reason for a utility owner to develop a capital improvement project; however, the evolving regulatory environment can also be a significant driver. Infrastructure improvement projects can result in numerous benefits, such as protecting human health by reducing sanitary sewer overflows (SSOs), improving the reliability of potable water supply through water main replacement, and reducing water quality impacts by reducing sediment load to streams and creeks.

The State Water Resources Control Board (SWRCB) and numerous other regulatory agencies and non-profits continually evaluate existing and pending regulatory requirements to identify new requirements that can significantly impact utility owners. As an engineering consultant, we can assist the Town with reviewing newly promulgated regulatory requirements and the status of evolving requirements. As the Town decides on the specific capital improvements, the impact of current and future regulatory requirements can significantly drive the cost and schedule of necessary improvements.

Quality Assurance and Quality Control
In our experience, the engineering design effort to develop construction drawings, specifications, and cost estimates requires both peer review during design development and principal-level review before every submittal. F&L has created a proactive quality control (QC) program for all our projects. We recognize that a passive review process where a reviewer is given a submittal at the last minute to review quickly before the submittal deadline does not provide the necessary oversight for our work product. All staff are involved in the QC program because it takes active engagement from staff preparing the detailed calculations, drawings, specifications, etc., and the assigned QA/QC officer to deliver a high-quality and complete product to the client.

The QA/QC program proposed for the Town’s projects may include:
• Written QA/QC work plans to identify key tasks from the scope of work and milestone deliverable dates to develop internal schedules to guide staff for the necessary review processes. The work plan will be amended for each task order issued, containing a specific scope and budget.
• Throughout the development of the project deliverables, the team will perform regular QC checks. The QC check involves bi-weekly team meetings where the project manager and key staff present progress to the QA/QC officer assigned to the project – fostering an environment of teamwork while minimizing the potential for the project development process to go off track.

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• We will perform a detailed QA/QC review and prepare submittal review logs for each submittal to allow the team and the TAC to document comments andresponses.

Foster Communication
Communication is a simple concept often sacrificed when schedules are tight. In our experience, the time to communicate openly and clearly is when the development of the project plans is at its most frenetic. Our communication plan includes regular telephone updates and conference calls geared to keep detailed decisions from obstructing deliverable timelines. We provide clear summaries of work completed included with each invoice along with a discussion of upcoming work, utilizing email to document key decisions and action items but not rely on email as a day-to-day communication tool, and identify issues along with potential solutions for review by the Town.

We have learned that proactive communication can reduce the potential for misunderstandings or surprises as the design work progresses. Our project manager understands that a brief phone call with the Town’s project manager provides an opportunity to review the project status, discuss the overall schedule, and notify the project manager about items that require input. We also understand that focused in-person meetings cannot be replaced with emails and phone calls, and meetings must be scheduled with an agenda. F&L will also prepare minutes to maximize the benefits ofmeeting times.

Regular Reporting
F&L believes that a design team is only successful when the client is fully aware of current progress, the status of issues, and the current budget status. F&L utilizes monthly reports that provide a high-level summary of work completed, budget status, and progress toward achieving key milestones. The purpose of the monthly reports is to provide a reporting tool for Town staff to present to Town management and the Council. Our monthly report will also highlight any key challenges encountered, including steps taken by F&L to address the challenges.

The key reporting tool utilized by F&L is the telephone. We recognize that there may be critical issues that are time-sensitive and need a phone call to the Town. We cannot rely on email or monthly reports for all matters. A phone call can also provide a brief update, even if there is no critical issue. Ultimately, F&L must actively communicate with the Town to avoid the potential for any surprises.

Engage All Stakeholders
We understand that we must work hand-in-hand with the Public Works. Navigating compliance with standards and specifications can be a complex and challenging process.

Our team is experienced and prepared to assist and support the Town in engaging multiple agencies – preparing and presenting designs and documents throughout the process, facilitating internal reviews, and obtaining approvals to prevent unnecessary delays or project complications.

Leveraging the F&L team’s experience will allow the Town to engage all appropriate parties to work through the approval process, including resolving any technical concerns or requirements that may impact a project’s scope, costs, and schedule changes.

Cost Estimates
Estimated costs must account for the current bidding environment and the potential construction complexity of proposed projects. Construction of new infrastructure can lead to FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers 9

site-specific constraints that impact potential construction costs.

We are familiar with the bidding climate in the Bay Area, and our team will utilize our combined local knowledge, including up-to-date cost databases and automated spreadsheets, to develop comprehensive and accurate costestimates.

Public Engagement
Routine infrastructure improvement projects will result in temporary impacts on the public. It is critical to proactively engage the public to inform residents of the proposed improvements, including their long-term benefits for the community. F&L routinely assists with developing and implementing public outreach programs and can also take a leadership role in a public outreach program. In our experience, most of the complex challenges that an infrastructure improvement project faces from the public are when they need help understanding theintent and goal of a project. As a project design develops,
F&L will work with the Town to identify potential short-term impacts during construction, including contractual requirements the Town may consider incorporating into the final construction documents to manage the short-term implications. Some projects may require early and frequent engagement with the public if the potential construction impacts. In some cases, permanent impacts could be perceived as unreasonable if not correctly presented.

F&L will utilize numerous tools, including renderings, to assist the Town in presenting a project, its impacts, and its benefits to allow the public to develop a level of comfort with the project. In addition, we will assist the Town to engage and facilitate, as appropriate, public feedback on proposed improvements. It has been F&L’s experience that by engaging the public throughout the design process, some of the potential negative feedback can be addressed by providing the public with the appropriate context and background on the purpose and goals of the proposed improvements.

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3 PROJECT EXPERIENCE
F&L has provided engineering design, construction management, and construction inspection services for various stormwater and drainage system projects. We have highlighted a few of our recent projects on the following pages – illustrating our team’s ability to provide the necessary technical expertise to meet the Town’s needs for this project.

In addition, F&L has worked with our proposed subconsultant Pacific Crest Surveying on numerous projects, including the WBSD...

Our proposed Project Manager, Eric Biland, has a long-standing relationship with B2 Engineering staff, working with them on numerous hydraulic modeling projects while at another firm. Eric also brings with him extensive previous experience with stormwater pump station solutions for Caltrans projects involving environmental jurisdictions with the Water Board, Fish and Wildlife, Army Corps, and flood control districts. • Condition Assessment – F&L has supported condition assessment of existing stormwater systems to determine the remaining useful life, develop rehabilitation strategies, and identify potential risks and failure consequences.
• Project Management & Coordination – F&L has led teams comprised of multiple subconsultants, various stakeholders, and public agencies and understands the responsibility of coordinating and monitoring allwork.
• Capital and Operation Cost Evaluation – We take pride in developing project-specific solutions that meet multiple criteria. We collaborate with owners to select the most costeffective preferred solution. • Hydraulic Modeling and Planning – We understand the importance of leveraging hydraulic models to evaluate potential improvement needs to support ongoing operations, improve operational efficiencies, identify possible system deficiencies resulting from projected growth, and apply experience from similar projects to “ground truth” hydraulic modeling results.
• Engagement of Operations Staff – Our staff has learned the importance of engaging the operations staff throughout the project planning and design phase to develop improvements that integrate long-term operation needs, provide safe and reasonable access to mechanical equipment, and leverage the utility owner’s existing standard operating procedures.
• Identification of Public Impacts – We understand that the community is invested in construction is potentially disruptive to residents and visitors; hence, it is critical to develop comprehensive designs that allow F&L to highlight temporary impacts that require concise communication with the public.

The following individual project descriptions highlight the breadth of F&L’s experience. We approach each project holistically – fully understanding the goals of the project and the Master Plan, validating the capacity and conditions deficiencies identified, assessing the structural, maintenance, and regulatory risks, and collaborating with City and County entities on the impacts during and post-construction. We incorporate all these data points to develop cost-effective solutions addressing capital and maintenance issues while ensuring compliance with regulatory requirements.

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PROJECT NAME & LOCATION CONTACT YEAR
City of San Carlos Pulgas Creek Watershed Study & Management Plan San Carlos, California
Grace Le, P.E., City Engineer
(650) 802-4201 | [email protected]
2023 – Present
The Pulgas Creek Watershed drains approximately 3.5 square miles within the City of San Carlos, portions of Belmont, and unincorporated San Mateo County. With two forks originating east of an open space preserve flowing through the City’s downtown area, a large portion of the channel is routed through multiple culverts upstream before passing under Highway 101 through a culvert lined with levees (protecting adjacent areas from tidal flooding) and flowing into Smith Slough. During storm-related events, the urbanized watershed’s 56 miles of pipelines and channels experience blockages, stormwater capacity, and overtopping creeks that flood roads, trails, and infrastructure. In addition, with a large portion of the upper watershed flowing through City Parks and public and private open spaces, the community requested restoration of the area to access natural resources, trails, and gathering spaces. Through the City’s East Side Innovation District Vision Plan and a private development project, opportunities to integrate a multi-use trail became integral to critical flood management strategies - potentially reducing the risk of residential damage and providing multi-beneficial green infrastructure solutions.

F&L is creating a comprehensive watershed plan by developing a multi-pronged strategic approach delivering solutions that include restoring natural processes, identifying intentional overbank flooding locations, resilient climate change designs, strategic permitting programs, trail and open space enhancement opportunities, and public education. F&L is identifying several key items for Plan development to present a range of locationbased, multi-beneficial solutions the City can advance as part of future Capital Improvement Projects. These approaches will provide risk reduction strategies to address flooding and sea level rise while meeting regulatory requirements, enhancing public safety, and integrating community benefits. •
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Project management, including coordination, monitoring, andadministration Hydrology and hydraulic modeling, including review of existing Storm Drain Master Plan, and stream flow monitoring to monitor water levels during storm events Topographic surveys at specific and strategic locations to validate key features in the hyrologic model and critical terrain for expected floodplain inundation and retention processes • Development of a public outreach strategy and outreach plan to keep community engaged and educated • Development of solutions, including alternative analysis through a goal-based risk assessment for potential flood mitigation solutions, sea level rise resiliency enhancements, improving public access opportunities, and documenting resource agency permitting requirements
• Providing technical studies, stakeholder feedback, and leveraging existing City efforts to provide a comprehensive strategy to advance improvements and enhancements that deliver multi-beneficial projects City of East Palo Alto Water System Design & Management East Palo Alto, California
Humza Javed, P.E., City Engineer
(650) 853-3130 | [email protected]
2015 – Present
The City of East Palo Alto is experiencing unprecedented residential and mixed-use development growth. In 2016, it could not approve planned developments because the City could not demonstrate through the development of Water Supply Assessments in compliance with Senate Bill 610 that there was sufficient water supply to support proposed developments. F&L provides project management services, including assisting the Director of Public Works and City Engineer in managing the water system contract operator, evaluating the existing distribution system’s condition, and developing a phased capital improvement program. In addition, F&L is responsible for managing the Integrated Water Resources Management Plan (IWRMP) grant program that the City relied on to fund the design and construction of two groundwater resource establishment projects. F&L assists City staff with preparing staff reports, developing project budgets, and leading City Council presentations.

F&L has also completed the design of a new 5,000 LF 12-inch water transmission main and 1,500 LF 16-inch transmission main, both critical to improving fire flow throughout the distribution system. F&L worked closely with the San Francisco Public Utilities Commission (SFPUC) to upgrade one of the three existing SFPUC turnouts (while also identifying the need and location for a fourth), providing East Palo Alto’s water supply as part of the transmission main design efforts. F&L utilizes East Palo Alto’s existing hydraulic model to evaluate potential routing options, predict the likely pressure and flow improvements with the upgraded SFPUC turnout, and develop opinions of probable cost for each alternative considered. F&L is developing a phased improvement program to allow East Palo Alto to implement a series of focused projects that will immediately improve available fire flow adjacent to several key redevelopment projects, including much-needed affordable housing. The project includes:
• Project and Construction Management of the Gloria Way Well Treatment Plant to complete the design, secure State Water Resources Control Board (SWRCB) Division of Drinking Water (DDW) approval, and oversee construction and startup of the groundwater treatmentsystem. •
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Develop solutions to address existing operational deficiencies while expanding the existing distribution system to meet the projected build-out conditions presented in the Vista 2035 General Plan.

Prepare clear construction documents to streamline permitting, cost estimation efforts, and construction.

Hydraulic modeling to develop improvement projects to improve available fire flow, address water age issues, and conform to the DWW-issued Corrective Action Plan.

Coordination with the SFPUC to upgrade existing turnouts and develop a fourth turnout to support ongoing development.

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PROJECT NAME & LOCATION CONTACT YEAR
Treasure Island Redevelopment
San Francisco, California
Robert Mokry, Director of Land Development, Lennar Urban (707) 373-7639 | [email protected]
2015 – Present
Urban redevelopment that incorporates natural and engineering solutions to provide resiliency and protection from future sea level rise. • Obtained all regulatory permits for the project, including an Individual Permit from the U.S. Army Corps of Engineers (Corps), Regional Water Quality Control Board (RWQCB) Water Quality Certification, NMFS consultation, and Bay Conservation and Development Commission (BCDC) MajorPermit. • This work included negotiation with BCDC of the total area of public access that would be designated and required by the permit, developing content for the project’s Sea Level Rise Adaptive Management Plan, and coordinating mitigation with the California CoastalConservancy. •
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Conducted required biological surveys for permit compliance during construction, including rare plant surveys, pre-construction nesting bird surveys, bat surveys, marine mammal monitoring, and eelgrass surveys.

Develop infrastructure, including centralized stormwater treatment and stormwater outfalls that will adapt over time with anticipated sea level rise.

WBSD Sewer Main Line Replacement and FERRF Levee Improvements Miscellaneous Areas, California
Sergio Ramirez, General Manager
(650) 321-0384 | [email protected]
2020 – Present
F&L has designed for the replacement of sanitary sewer facilities in various areas throughout the District for over 25 years, including facilities within the Town of Atherton. For these projects in Atherton, F&L coordinated with both the Town and Caltrans. Improve protection for critical facility through implementation of shoreline stabilization techniques that restore access, provide resiliency for future sea level rise, and improve natural habitat. •
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WBSD owns and maintains a Flow Equalization and Resource Recovery Facility (FERRF) for storing and retransmitting wastewater as part of the wastewater collection system. Located adjacent to the SF Bay, perimeter maintenance access roads around this facility needed an upgrade to protect the facility from King Tides close to breaching onto the site.

Provided design and permitting, coordinating efforts with various stakeholders, including Prime effort to have the levee and RWFP permitted under one CEQA Process, preliminary design of levee improvements, including grading, drainage, and utilities, coordination of efforts with Environmental, Structural, Geotechnical, and RWFP team, and assistance with grant funding applications.

Improvements to the maintenance roads included sheetpiles, raising the grades above the 100-year FEMA Floodplain, and accounting for sea level rise to keep the facility operating even during the 100-year storm event to help safeguard against SSOs onsite. The project also included a living shoreline to stabilize the northeastern edge, restore the shoreline, increase resiliency to rising sea levels, and create habitat.

Victor Voong, PW/ENG, Senior Civil Engineer
(650)588-7242 | [email protected]
City of Burlingame Neighborhood Storm Drain Project (13 Phases) 2009 – 2023 Burlingame, California
Implement local improvement strategies that address regular nuisance flooding that also contribute to more regional flooding and water quality issues. Scope items included:
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Storm Drainage Flooding Design - El CaminoReal
Topographic surveys and grading, drainage, and pipeline hydraulic capacity studies Demolition and erosion controlplans
Infrastructure improvements and replacement of failing infrastructure, including the removal and replacement of curb and gutter to correct drainage issues Addition of new catch basins and collection system piping to convey storm flows Rehabilitation of existing collection system utility cure-in-place pipemethods Support public outreach to notify residents of the identified problem and proposed solution FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers 13

PROJECT NAME & LOCATION CONTACT YEAR
Stanford University Water Main Replacement Program
Stanford, California
Steve Bui, Director, Civil Projects
(415) 609-2099 | [email protected]
2019 – Present
F&L has supported numerous projects under Stanford’s Water System Capital Improvement Program, including designing and constructing water transmission and distribution main replacement throughout the Stanford campus. It includes coordination with multiple jurisdictions, including the City of Palo Alto and Santa Clara County. Projects include Sand Hill Road Main Replacement, Campus Drive Main Replacement, Lomita Main Replacement, and Lomita/Mayfield Main
Replacement. Scope includes:
•
•
•
•
•
•
•
Project management and QA/QC throughout the projectduration Alternative alignment studies to minimize potential for conflict with existing Stanford utities, City of Palo Alto utilities, PG&E primary gas transmission mains, and other underground utilities.

Constructability analysis including collaboration with operations staff to develop construction phasing plan to minimize water shutdowns and notify critical users including medical and laboratory faciltiies.

Prepare encroachment permit application and coordinate review and approval with both the City of Palo Alto and Santa Clara County.

Perform studies to identify potential alignment constraints that will require non-potable pipeline sepereration waiver from the Division of Drinking Water.

Support public outreach to notify students, faculty, and employees of temporary road closures, water shutdowns, and other construction information.

Engineering services during construction including field observation, RFI responses, change order review, and in-field collaboration with the construction contractor to resolve unanticipated field conditions.

Menlo Park Annual Water Main Replacement
Menlo Park, California
Pam Lowe, Senior Civil Engineer
(650) 330-6745 | [email protected]
2018 – Present
• Provided detailed topographic survey of Project area to serve as the basis of design for the proposed improvements, including 20 feet beyond the Project limits to capture visible public and private improvements, driveways, and utilities, including existing U.S.A. markings within street right of ways, horizontal control and vertical control based on City Benchmarks and GPS control, and all surface expressions of existing water line utility lines and electrical/joint trench obtained from available maps field verified. Survey also included estimated property lines and right-of-way (ROW) lines as shown on available city or county-provided maps. •
•
Engaged specialty subconsultants to perform non-destructive utility investigation and potholing, potholing activities. The field utility studies and investigations focused on verifying key components of the existing water pipeline existing location at the project limits to inform the tie-in design for the new water main and identify the location of the electrical/communication infrastructure along the entirety of the project limits.

Developed CDs for 50%, 90%, and 100% completed improvement plans and technical specifications. • Provided Bid support throughout the bid process, including assisting the City in responding to questions and preparing addendums. • Provided engineering services during construction, including preparing RFIs, reviewing submittals, performing site visits, evaluating and drafting responses to contractor’s change order requests, and preparing record drawings based on contractor-provided red lines.

FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers 14

4 WORK PLAN
The principle focus of this Work Plan is to generally effect the applicable recommendations of the 2015 Townwide Drainage Study and the 2018 El Camino Real Drainage Memorandum along with the concurrent project impacts of the 82 Bicycle Improvement Project, Selby Lane Bicycle Lanes, and the El Camino Real Complete Streets gap Closure programs. To reduce flooding along the El Camino Real, the reference documents suggest improving existing infrastructure to the extent noted and installing supplemental drainage that canconvey surface flooding to the Atherton Channel via a suitable pump station. These actions would help tomaximize public safety and increase compliance with the Town’s Drainage Manual - becoming even more important with the bicycle and Complete Streetsefforts.

4.1 Proposed Scope and Deliverables
TASK 1: PROJECT MANAGEMENT AND MEETINGS
F&L will provide overall project management services, including:
• Prepare for and facilitate a kickoff meeting, including preparing agenda and minutes to discuss project goals, scope, schedule, and any issues that would need clarification prior to the start of work.
•
•
Represent the Town, with the Town’s input and approval, incommunications with other external agencies as needed to deliver theProject.

Prepare and submit monthly progress reports, including a summary of completed activities, proposed activities for next month, issues affecting project delivery, scope, schedule, or budget, consultants actions to mitigate issues, summary of project decisions, updated project schedule, budget status, percent of work complete and cost to complete remaining work, and other important projectinformation. •
•
Prepare and submit a baseline schedule and monthly progress schedules.

Prepare for and facilitate bi-weekly progress review meetings in addition to periodic design meetings to keep the Town staff and stakeholders apprised of progress toward critical submittals identified in subsequenttasks.

Task 1 Deliverables
•
•
•
•
Kickoff meeting agenda and minutes
Baseline schedule
Monthly project progress report and schedule submittedwith invoice Biweekly Progress Meeting agendas andminutes
• Periodic Design Meetings with Town Staff andstakeholders TASK 2: REVIEW/COLLECT EXISTING CONDITIONS, DOCUMENTATION, AND INFORMATION Determine the extent of data available to support anticipated technical evaluation, identify data gaps that will be resolved as part of subsequent tasks, and document the F&L Team’s understanding of existing conditions. The F&L Team will provide the following tasks:
• Review of Town-provided documents, including:
°
°
°
Operating and maintenance records,
Existing utilities Geographic Information System (GIS)files, Existing local utility as-built documents,
FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers 15

°
°
Existing reference documents, including reports and technicalmemoranda, Review of other publicly available documents, including:
• Any Caltrans drainage documents and as-builts
• Applicable regional and Townwide permits include, but are not limited to MRP 3.0 • Hydrologic and environmental data, criteria, and relevant information from County, FEMA maps, latest USGS maps, NOAA, and otherpublic/agency sources.

The F&L team will prepare a brief memorandum presenting results of data review, including confirming existing conditions, identifying data to be collected, and the next steps. The memorandum is not intended to be a technical deliverable for Town review, but will be integrated into the overall description of existing conditions, outline the data gaps, and serve to inform the PS&E process that will be addressed as part of subsequent tasks. F&L will conduct a supplemental survey necessary to develop topographic and base maps as part of the PS&E effort and to validate any conflicting information that may exist regarding boundaries, drainage patterns, easements, and rights-of-way.

Task 2 Deliverables
•
•
Existing Data Review, Data Gaps Identification, and Next Steps Memorandum Memorandum describing the extents of the supplemental survey efforts TASK 3: ENVIRONMENTAL DOCUMENTATION
F&L will use it’s expertise with the CEQA process to assess the environmental documentation necessary to obtain environmental clearances for the project and the mitigation requirements that may be necessary. Any impacts to the downstream stormwater conveyances will be calculated in a later phase to the extent required by the permitting agencies to support the proposed design modifications of the Town storm drain system and demonstrate acceptable downstream conditions.

Since surface stormwater flows in the Town along the El Camino Real corridor eventually meet at the same discharge point into San Francisco Bay, routing flows from Stockbridge/Selby areas to the Atherton Channel may have minimal overall hydraulic impacts compared to the realized benefits of reduced flooding in other areas.

Specialized studies for biological evaluations, habitat assessment, 401 and 404 permitting, any endangered or threatened species surveys, and nesting bird or bat surveys will be part of an allowance in a later phase for direction from Town staff on an as-needed basis of the PS&E and construction efforts.

Task 3 Deliverables
•
•
Initial assessment of probable CEQA classification and mitigation .

List of specialized studies that may likely be needed for regulatory approval.

TASK 4: PROJECT DESIGN AND PERMITTING
Once Tasks 2 and 3 have been completed, F&L will develop a series of conceptual documents in conformance with the Town Ordinances, Building Code, and in compliance with the Maintenance and Use Agreement for selection of a preferred alternative that can be developed into 65%, 90%, and final design PS&E construction documents. Comments from Town staff shall be incorporated into the selection of the preferred alternative. The preferred alternative exhibits will be used to engage in preliminary discussions with identified stakeholder jurisdictions and agencies. F&L will also consider the possible bike lane and complete streets improvements that may take place at some point in the near future along the El Camino in order to build in adaptability to the preferred alternative elements.

FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers 16

Task 4 Deliverables
•
•
•
•
Conceptual design
Conceptual design review comments
Preferred Alternative
Preferred Alternative Exhibits
TASK 5: COORDINATE WITH OTHER JURISDICTIONS
Concurrent with the Task 4 design effort, F&L will coordinate with other jurisdictions to discuss any issues that may arise from modifications to the Town storm drain infrastructure or the discharge of stormwater into downstream facilities. Other jurisdictions along the El Camino Real corridor are likely to include Caltrans, County of San Mateo, City of Redwood City, SamTrans, PG&E, and regulatory agencies. Interaction with these various agencies may be perfunctory notification of design documents, technical memoranda, and/or encroachment or will serve applications. F&L will conduct coordination with other jurisdictions in proportion to the effort required to inform the Preferred Alternative and will draw from an allowance as coordinated with Townstaff.

Task 5 Deliverables
•
•
•
Contact update to Town staff regarding Other Jurisdictions Directions for Will Serve requests or encroachment agreements Any CEQA coordination requests
TASK 6: BID SUPPORT
Bid support is excluded from this phase of the work.

Task 6 Deliverables
• Deliverables for bid support is excluded from this phase of the work.

TASK 7: ATTEND PUBLIC MEETINGS
The F&L team will be available to attend public meetings regarding the project, including the Town Council and project stakeholder gatherings to review conceptual and the preferred alternative designs. For the purpose of this proposal, one (1) such meeting will be budgeted.

Task 7 Deliverables
• F&L to attend up to three (3) public meetings to the Town council or project stakeholder gatherings.

FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers 17

5 KEY STAFF
F&L currently has 25 engineers, including ten professional engineers. For the Town’s project, F&L is assigning the following key staff. In addition, our team of 18 project engineers will support Mr.

Laureta and Mr. Biland in keeping the project movingforward.

F&L will provide all services from our Cupertino office with additional support from our San Francisco, Oakland, and Novato offices, as needed. The project management team identified in the following section will be supported by our project engineering staff of 25 to provide technical insight as required.

Our staff understands the team’s critical role in developing and delivering infrastructure plans that incorporate insight from Town engineering and operation staff throughout the planning and development process. Due to F&L’s proximity to Atherton, we can be actively involved to ensure the Town’s needs are met. The City will find in F&L a true project partner that understands the multiple drivers that must be considered when developing public works improvement projects.

To maintain a concise proposal, we have included all team member’s resumes in the appendix.

5.1 Key Personnel & Roles
•
•
•
Richard Laureta, P.E., will serve asPrincipal-In-Charge.

Jeffrey Tarantino, P.E., will lead our QA/QCprogram.

Eric Biland, P.E., will be the Project Manager supporting Richard and the rest of the technical team.
•
•
Jason Feudale will serve as a DesignEngineer
Mark Quito will serve as a DesignEngineer
Richard Laureta,P.E.

Principal-In-Charge
Jeffrey Tarantino,P.E.

QA/QC Officer
Eric Biland, P.E.

Project Manager
Mark Quito Jason Feudale
Design Engineer Design Engineer
B2 Engineering Pacific Crest
Hydraulic Modeling TopographicSurvey
FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers 18

5.2 Key Personnel Biographies
Richard Laureta, P.E., President , Principal-In-Charge
In his 30 years of professional experience, he has participated in the design, project management, and construction coordination of city, county, state, and federal rehabilitation and private development projects. He has extensive experience helping to manage sanitary districts, including District Engineering services for West Bay Sanitary District, Silicon Valley Clean Water, and East Palo Alto Sanitary District, giving him detailed knowledge of regulatory and industry standards. Richard will be the City’s primary point of contact, providing leadership and direction to our teammembers.

Jeffrey J. Tarantino, P.E., Executive Vice President, QA/QC Officer Jeffrey will be the QA/QC Officer supporting Richard Laureta to ensure that all technical deliverables are properly reviewed and meet all requirements for each task order. Jeffrey has led the planning, design, and construction of various public agency utility projects, including stormwater, potable water, and wastewater facilities. He has served as the engineer of record on numerous projects focused on flood control, water supply and distribution, water reuse and distribution, groundwater extraction and treatment systems, and water quality. He supports multiple communities’ water system operations and improvement projects - overseeing the design of water system improvement projects, including performing hydraulic modeling for the development of potential capital improvements, assisting utility owners with efforts to establish water sources and operating permits with the State Water Resources Control Board’s Division of Drinking Water and assisting with the management of grant funding reporting and governance. Furthermore, he serves as the primary point of contact with permitting and environmental resources agencies on behalf of clients to facilitate open dialogue. He assists clients in bridging technical and non-technical challenges to deliver multi-beneficial projects within budget and on schedule.

Eric Biland, P.E., QSD/P, LEED AP, Senior Project Manager, Project Manager Eric joined F&L in 2023 as a Senior Project Manager and is an experienced water resource manager with more than 22 years of progressive experience in designing and planning for various stormwater projects. He worked on the original energy dissipator and slop stabilization efforts of the Atherton Channel drainage system along with the extensive hydraulic reports and environmental permitting. Eric has also designed a number of stormwater pump stations involving Caltrans, UPRR, PG&E, CARB, and other heavily regulated jurisdictions. He has served on the State Water Board Alternative Treatment Methods task force for water quality assessment. He brings decades of experience in floodplain management and producing Master Planning documents, reports, computer models, and EIR utility sections for communities throughout the Peninsula.

Jason Feudale, Construction & Engineering Services Manager, Design Engineer With over 23 years of experience, Jason has broad experience in municipal and construction engineering. The experience he has gained in grading, drainage, erosion control, and utility design and inspection allows Jason to provide a high level of independent and efficient production of civil engineering construction documents. He has also gained a great deal of experience in construction inspection, and serves as the construction inspector for the West Bay Sanitary District and Erosion Control Inspector for the Town of Portola Valley.

FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers 19

Mark Quito, Associate Engineer, Design Engineer
Mark has over 13 years of experience and a broad background in civil engineering design, including infrastructure design and hydraulics/hydrology modeling. Throughout his career, he has participated in numerous projects and has been responsible for all aspects of the project, including design, development of construction drawings and technical specifications, project management, and technical support during construction, as well as coordination of private sector engineering projects, as well as city, county, and state projects. His experience and dedication to the profession allow him to contribute to the success of diverse engineering projects. His extensive experience with pump station rehabilitation includes West Bay Sanitary District’s Willow and Stowe Pump Stations, Foster City’s EMID Emerging Generator Repair, and Las Gallinas Sanitary District’s Miscellaneous Pump Stations that encompassed a lift-station rehabilitation.

5.3 Subconsultants
F&L is also partnering with two key subconsultant partners to provide the Town with a team of technical experts with the correct experience to support the Town’s goals of developing a robust storm drain system that provides short and long-term flood management, maximizes public safety, and is in coordination with improvements to to othersystems.

Our proposed key staff members have worked collaboratively together to assist clients with similar multi-beneficial solutions, and, in some cases, the individual team members have worked together for nearly two decades. Leveraging technical expertise and long-term professional relationships will allow the F&L team to engage the Town in developing a project that balances technical needs by integrating strategic engineering solutions.

B2 ENGINEERING
B2 Engineering (B2) is a general engineering company specializing in the design of practical and constructible projects. Successfully working in and around the construction industry for more than 15 years has allowed the team to provide creative solutions to some of the most challenging design constraints. The principals of B2 bring together an extensive background in the planning, advanced analysis, and design of comprehensive commercial, residential, and stormwater management projects. The founders’ combined and complementary experience comprises planning, traditional and state-of-the-art storm drain analyses, engineering design, and design-build projects. Each founding team member has made a name for themselves in the local developing market, working for public and private clientele.

PACIFIC CREST, INC.

Since 2006, Curt Chappell, President of Pacific Crest Surveying, has provided professional land and engineering surveying for the design and construction of roads, highways and bridges, drainage, and sewage facilities.

FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers 20

6 REFERENCES
We believe that our project references will confirm F&L’s responsiveness and technical expertise comprise the engineering and construction perspectives needed for the Town’s project. This background will allow us to collaborate with the Town to develop prioritized solutions coordinated with its other improvement projects on time and within budget.

As requested in the RFP, we invite the City to contact the references listed below who can speak to our ability to design and manage stormwater services.

Client Reference
WEST BAY SANITARY DISTRICT Sergio Ramirez, General Manager 500 Laurel St.

Meno Park, CA 94025
(650) 522-7322
[email protected]

CITY OF SAN MATEO

CITY OF MENLO PARK

CITY OF PACIFICA
Stephanie Pinon, P.E., Senior Engineer
330 W. 20th Ave.

San Mateo, CA 94403
(650) 437-3131
[email protected]
Pam Lowe, Senior Civil Engineer
701 Laurel St.

Menlo Park, CA 94025
(650) 330-6745
[email protected]
Louis Sun, P.E., Deputy Director Public Works, Wastewater 540 Crespi Dr.

Pacifica, CA 94044
(650) 288-6273
[email protected]
CITY OF BURLINGAME Victor Voong, PW/ENG, Senior Civil Engineer City of Burlingame
501 Primrose Rd., Burlingame, CA 94010
(650)588-7242
[email protected]
FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers 21

7 PROJECT SCHEDULE
The following project time schedule is based on working calendar days from receipt of Notice to Proceed. Project management runs continuously throughout the F&L effort.

Supplemental allowance for specialized studies may have 180 day variability depending on environmental study requirements, species, impact, etc.

F&L estimates a 120 day schedule from NTP through the development of a Preferred Alternative.

Tasks 2, 3, and 4 are highlighted below as they will drive the schedule. Tasks 1, 5, and 7 will run concurrently with other tasks.

Days are cumulative unless designated concurrent, with the following assumptions:

Calendar Days
45 Days
Actions
Task 2 Review and evaluate existingdate
60 Days Supplemental survey runs concurrently
with Task 2 review
90 Days Task 3 Environmental documentation
runs concurrently with Task 2
120 Days Task 4 from end of Task 2 with 15 day
Town Staff reviewperiods
Per Town Calendar Task 7 Attend Public Meetings
FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers 22

8 LITIGATION
The F&L team confirms it holds no conflicts of interest that would prevent in any manner or degree its ability to perform all work outlined in the RFP.

9 DISCLOSURE
F&L confirms that it holds no past, ongoing, or potential work conflicts of interest that would exclude the team from performing work on the Town’s project. Furthermore, the F&L team members are not performing work for any jurisdiction or subtantial property owner/ developer within a five mile radius of the Town of Atherton.

FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers 24

10 PROFESSIONAL SERVICES AGREEMENT
F&L has reviewed the Town’s Standard Professional Services Agreement, including insurance requirements, and accepts its terms as-is, without any modifications.

11 FEE INFORMATION
Following is an outline of the level of effort F&L anticipates for the Town’s project. As requested in the RFP, F&L has submitted a separate sealed cost proposal.

EFFORT SCHEDULE

BUDGET ESTIMATE FOR PROFESSIONAL ENGINEERING DESIGN SERVICES FOR THE El Camino Real Stormwater and Drainage Improvements
Town of Atherton, California

ESTIMATED
LABOR (Hours) (1)

OTHER DIRECT COSTS
TASKS F&L Pacific Crest Survey B2 UNIT QNTY
Task 1: Project Management and Coordination
Task 1.1 Prepare monthly invoices and progress reports
Task 1.2 Kick off Meeting
8 2
4 4 4
12 6
4 1
Task 1.3 General Project Management, Meetings 2
Task 1.4 Periodic Design Meetings with Town Staff and stakeholders 12 12
6 22 24
4 Subtotal Labor Hours - Task 1 10 22 3 Estimated Cost - Task 1 Task 2: Site Investigation
Task 2.1 Review of Town-provided documents
Task 2.2 Review of other publicly available documents
Task 2.3 Existing data memorandum
Task 2.4 Supplemental survey allowance
Task 2.5 Potholing allowance
4 24
18 12
12 8
8 4
2 4
6 8
24 4
24 40 48
2 2
8 ls
ls
ls
1 1
Task 2.6 Boring allowance 1
Task 2.7 Internal Review 24
66 4 4
24 44 22
2 2
4 Subtotal Labor Hours - Task 2 4 34 40 48 12 Estimated Cost - Task 2 Task 3: Environmental Documentation
Task 3.1 Initial assessment of probable CEQA classification and mitigation Task 3.2 Supporting hydraulic calculations
Task 3.8 Specialized studies allowance (4)
4 12
4 8
1 6
2 9
8 4
2 2
4 16
1 1
ls 1
Subtotal Labor Hours - Task 3 16 12 Estimated Cost - Task 3 Task 4: Project Design and Permitting
Task 4.1 Conceptual design 48
8 36 24 2
1 Task 4.2 Conceptual design review comments
Task 4.3 Preferred Alternative
Task 4.4 Preferred Alternative Exhibits
4 48 20
4 4
8 2
80 16 8 8
Subtotal Labor Hours - Task 3 152
8 96 56 3 14 Estimated Cost - Task 4
Task 5: Coordination with Other Jurisdictions
Task 5.1 Contact with Other Jurisdictions 2
2 8 4
Task 5.2 Will Serve requests or encroachment agreements Task 5.3 Technical memoranda for support of hydraulic impacts Task 5.4 CEQA coordination requests
Subtotal Labor Hours - Task 4 8 8 4 Estimated Cost - Task 5 Estimated Cost - Task 6
Task 6: Bidding Support
Task 6.1 Bid schedule preparation and review
Task 6.2 Response to questions from Contractors
Subtotal Labor Hours - Task 5
Subtotal Labor Hours - Task 6
Task 7: Attend Public Meetings
Task 7.1 Attend up to three (3) public meetings 8
8 4
4 4
4 Estimated Cost - Task 7
Total Labor Hours 16 272 24 190 119 9 34 40 48 2 38 2 Total Estimated Cost Total Labor Hours - F&L Staff
Total Labor Hours - Pacific Crest
Total Labor Hours - B2
=
=
=
=
630
124
48 Total Labor Hours F&L + Subs 802
Notes to Table:
(1) Billing rates for subconsultants includes 10% markup. (2) Estimated costs are rounded to the nearest $100.
(3) F&L has not included markup on second tier subconsultants to avoid double markup. (4) Specialized studies include: biological evaluations, habitat assessment, 401 and 404 permitting, endangered or threatened speciessurveys Freyer & Laureta,Inc.

Atherton El Camino Real Stormwater and Drainage Improvements - EFFORT - 2024.04.21 EB.xlsx/BuPdaggeet_E1sotifm1ate_Final LastPrinted:4/22/2024 FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers 26

FL

Richard J. Laureta, P.E.

PRESIDENT
Rich Laureta has over 30 years of experience managing, planning, designing, and constructing various private and public agency projects, including storm drains, striping/pavement, potable water, wastewater, and facilities. He has performed as Engineer of Record for small, localized improvement projects and multidisciplinary teams for large infrastructure development projects. In addition to redevelopment work, Mr. Laureta has significant program management experience providing services for public agency capital improvement projects.

He has designed the last fourteen storm drain projects for the City of EDUCATION • Bachelor of Science in Civil Burlingame’s Storm Drain Program and was part of large infrastructure Engineering projects, such as SVCW’s RESCU program.
• California Polytechnic State
He has extensive experience with planning, designing, and constructing University, San Luis Obispo,CA various infrastructure improvement projects, including managing the design and CEQA process for work in highly sensitive areas.

PROJECTS CONTACT
510-937-2310 District Engineer/Public Works
City of Burlingame Neighborhood
Storm Drain Capital Improvement
Roadway & Infrastructure
Naval Training Center Drainage
Design, San Diego; Rankin Pump
[email protected]
150 Executive Park Blvd., Ste 4200 Project; City of San Bruno Spylass Station Design, San Francisco; San Francisco, CA 94134 Hill Storm Drain Project; City of San Mateo Columbia Dr./Crystal Srings
Rd. Storm Drain Improvements;
West Bay Sanitary District and East
Palo Alto Sanitary District, District
Engineer; Silicon Valley Clean Water,
Conveyance System; City of Pacifica
Wet Weather Flow Equalization Basin
Project; University of California, San
Francisco, Misc. Projects; City of San
Ralston Avenue Grade Separation,
Belmont; Special Weapons Area
Pump Station, NAS North Island;
Sutro Tower Improvements & Pier
45 Seismic Retrofit, San Francisco;
Guadalupe River Retaining Walls, San KEY EXPERIENCE
• Principal-In-Charge for UCSF Jose Bollman; Water Treatment Plant Mission Bay Campus Long Range Expansion, Concord Development Plan Office, Commerical & • Served as the District Engineer Leandro, Wastewater Collection Residential for the East Palo Alto Sanitary Systems Britannia Oyster Point, South San District from 2010 - 2017 Francisco; Hercules Properties PUD, InfrastructureMasterPlanning • Project Manager for all West Bay
Hercules; McGrath Rentcorp Offices,
Livermore; Children’s Center, NAS
North Island, San Diego; Marriott
Courtyard & Bay West Cove, So.

San Francisco; Channel Street (SF)
Partners, One Mission Bay; BOSA,
Arden, San Francisco
& Design Sanitary District projects
Treasure Island, Stages 2 & 3;
• Regularly engaged bynumerous
public agencies to provide peer
review services.

University of California, San
Francisco; Mission Bay – Residential
Area, Park NP 1-2, Park NP 3-5, &
Park P16 projects, Mission Bay Drive
& Circle Project; Blocks 29 - 32 &
33 - 34 Utility Master Plan, South of
Channel (Chase Center); Long Range
Development Plan
FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers

Jeffrey J. Tarantino, P.E

EXECUTIVE VICE PRESIDENT
Jeff Tarantino has an extensive civil engineering design and construction background developed during his 24 years of civil and environmental work experience. He has served as project manager and QA/QC on numerous program management, planning, design, permitting, and construction management projects, with a focus on civil site development, water supply treatment and distribution, wastewater treatment and collection, water reuse treatment and distribution, flood control, groundwater extraction and treatment systems, and water quality.

EDUCATION
• Bachelor of Science in Civil
Engineering
Jeff serves as the primary point of contact with permitting and • Santa Clara University,Santa environmental resources agencies on behalf of clients to facilitate open dialogue with the agencies. Jeff has demonstrated a unique ability to assist clients in bridging technical and non-technical challenges to deliver multi-beneficial projects within budget and on schedule.

Clara, CA

CONTACT
650-619-3226
[email protected] PROJECTS
150 Executive Park Blvd., Ste 4200 Infrastructure Design & Infrastructure Construction San Francisco, CA 94134 Planning Management City of Pacifica 2022 Storm City of Burlingame, Water Storage; Drainage Master Plan Update; San Coastside County Water District & Carlos Pulgas Creek Watershed City of Calistoga, Water Treatment; KEY EXPERIENCE Sewer Authority Mid-Coastside, Wastewater Storage; Town of Los
Altos Hills, Wastewater Collection;
Study & Managment Plan; City of
• Experienced with planning, Burlingame Neighborhood Storm Drain Capital ImprovementProgram;
Wastewater Collection for the City
design, and construction of
infrastructure improvement City of East Palo Alto Groundwater projects. of Pacifica; SFPUC Treasure Island Treatment Water Resource Recovery Facility;
Water Distribution for the City of
Burlingame, Town of Hillsborough,
Valley of the Moon Water District, &
Menlo Park; Water Treatment, Cityof
•
•
Project Manager for several Development & Campus
UCSF: Minnesota Street Student
House; Campus Wide Technical
utility improvement projects
throughout San Mateo County
including the City of SanMateo.

Project Manager Pedro Point
Criteria Development; Weill Institute
Calistoga; City of San Mateo, City of for Neuroscience, Zuckerberg San Los Altos, & Town of LosAltos. Francisco General Hospital’s UCSF Sanitary Sewer Rehabilitation Research & Academic Building; UC
Berkeley, Berkeley Way Project; 100
Channel Street (SF) Owner, One
Mission Bay; Uber Headquarters, 1455
& 1515 Third Street; TNDC Candlestick
Block 10A; Mission Bay: Park P2-P8;
Park P3; TNDC, 681 Florida Street
and Replacement Project that
was selected for the APWA &
ASCE Project of Year.

Program & Project
Management
Monterey County Water Resources
Agency, Water Supply; City of
Lathrop, Water Reuse; City of
Burlingame, Stormwater; City of
East Palo Alto, Water Distribution;
Santa Clara Valley Water District,
Flood Control; City of Tracy, Water
Supply; City of San Mateo, Street
Rehabilitation
FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers

Eric Biland, P.E., QSD/P, QISP

SENIOR PROJECT MANAGER
Eric Biland is an experienced water resource manager with over 21years of experience. His engineering and construction practices background provides clients with technical expertise informed by practical experience in stormwater, sanitary sewer, potable water systems, FEMA floodplain hydrology and hydraulic analyses, water qualityissues, calculations, studies, and reports. CEQA/NEPA permitting experience includes regularly working with District representatives of the US Army Corps of Engineers, California Department of Fish and Wildlife, and the Regional Water Quality Control Board.

EDUCATION
• Bachelor of Science in
Environmental Engineering
Eric has produced Master Planning documents, reports, computer • San Jose StateUniversity models, and EIR utility sections for communities in San Francisco, Alameda, the Peninsula, and the Central Valley and currently serves on the East Bay Leadership Council Water & Environment Task Force and the San Francisco Bay Area MRP 3.0 Provision C.3.c Alternative

CONTACT
408-516-1090
Treatment Systems Workgroup. [email protected]
20863 Stevens Creek Blvd.,
PROJECTS Ste. 400
Cupertino, CA 95014
Infrastructure Design & Master Creek Projects Planning Atherton Channel Creek BART HMC Stormwater Master Stabilization; Lands of Washwani KEY EXPERIENCE Plan (WRECO/HDR); Gateway FEMA Flood Control & ESHA Blue Line Channel Modifications,
Los Altos; San Pablo Creek Bank
• Expertise in stormwater, sanitary, at Millbrae (WRECO); Port of Oakland 7th Street Grade
Separation (WRECO); Treasure
Island Master Plan Stormwater &
Sanitary Sewer Pump Stations;
Alameda FISC East Housing &
Bayport Landing; Millbrae Bart
Redevelopment; San Antonio
Center, Mountain View; Moss
Beach Highlands; Berryessa Bart
Parking, Milpitas; Delta Coves,
Bethel Island; Simms Metal
Port-Based Recycling Center,
Redwood City; City of Sunnyvale
Storm System Trash Capture
Devices; San Francisco Bay Area
Rapid Transit District Hayward
Maintenance Complex Phase 2
Study; Town of Atherton Belbrook
Culvert Repair and Slope Stabilization
Project
potable and recycled waterdesign
Stabilization, Orinda; Sand Hille • Design and constructionexperience Road Bridgereasure Island Master Plan Stormwater & Sanitary Sewer
includes stormwater facilities,
pump stations, treatment BMPs,
and HMPs throughout municipal,
commercial, industrial, and mixedParks & Recreation use projects Creekside Park Sensitive Habitat,
Greenbrae; Alpine HillsTennis • Water Resources & Trash Capture Club, Portola Valley; Emerald Glen Master Planning
Park Water Feature, Dublin; Gate
of Heaven Cemetery Multi-Use
Lake System, Los Altos; HalfMoon
Bay Community Park Master Plan;
Pinnacles National Monument
Potable Water System Design
• CEQA, LID, and sustainability
• Permitting - Fish & Game, Army
Corps, Water Board, Wildlife
Service, Threatened specieswork
• FEMA CLOMRs,Floodplain
Management
• Riverine geomorphology, sea level
rise, Federal & State clean water
compliance
FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers

Jason Feudale

CONSTRUCTION & ENGINEERING SERVICES MANAGER
Mr. Feudale has over 23 years of experience in designing and constructing redevelopment and infrastructure replacement projects. His expertise in grading, drainage, erosion control, and utility design provides F&L with a high level of independent and efficient civil engineering construction document production. He has gained a great deal of experience in construction inspection that he applies to his design drawings to ensure a constructible project. In addition to his design experience, he has served as a construction inspector on multiple projects throughout the Bay Area.

A few engineering projects Jason has worked on for F&L, include: EDUCATION • Bachelor of Science in Civil
Engineering
PROJECTS • California State University,Chico
Infrastructure Planning & Construction Inspection
Design Kebcenell Residence Drive Way,
Town of Los Altos Hills Engineering Peak Lane Grinder Pump Force Main, Analysis of Adobe Creek Sewer Cervantes Road Grinder Pump Force CONTACT 408-516-1090
[email protected]
System; Stanford University Bowdin
Storm Drain Replacement Project
and Residential Housing Area Water
Main Replacement Project; Mission
Bay Development, San Francisco;
Britannia Oyster Point, So San
Francisco; Village Square Pump
Station, Cervantes Road Grinder
Pump Force Main, Portola Valley;
Stowe Lane Pump Station, SanMateo
County; Sewer Pipe line Replacement,
Wicks & Blue Dolphin Pump Stations,
Sewer Point Repair, San Leandro;
Foothills Park Maintenance and
Parking Lot, Palo Alto; Neighborhood
Storm Drain Project # 1 & # 2,
Burlingame; East Palo Alto Capital
Improvement Project 2007 & 2008,
2010 Sanitary Sewer Improvement
Project, Illinois Pump Station, East
Palo Alto; West Bay Sanitary District
Offices Building, CapitalImprovement
Main, Westridge Drive Sewer Project,
Portola Valley; Veterans Hospital
Sewer, Royal Oak Sewer, Lane
Woods Sewer, Heritage Oaks Sewer,
Morgan Lane Sewer I & II, Pope Street
Emergency Sewer Project, Menlo
Park; Los Trancos Sewer Project, San
Mateo County; 2016 Sanitary Sewer
Capital Improvements, Town of Los
Altos Hills; Delaware Trunk Sewer
Rehabilitation, City of SanMateo
20863 Stevens Creek Blvd., Ste 400
Cupertino, CA 95014

KEY EXPERIENCE
• Contruction inspector for West
Bay Sanitary District, East Palo
Alto Sanitary District, and erosion
Control Inspector for the town of
Portola Valley
• Areas of expertise include
construction engineering,
grading, drainage, erosioncontrol,
utility design, and construction
inspection
Project 2005 - 2008, 2009 - 2010,
2010 - 2011, 2011 - 2012, Belle Haven • OSHA #7410 ManagingExcavation Phases I - III, Sausal Vista Sanitary Hazards; MUTCD Traffic Work Sewer Pump Station, Menlo Park; Zone
Stanford San Hill Water Design, City
of Palo Alto
FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers

Mark Quito

SENIOR PROJECT ENGINEER
Mr. Quito has a broad experience in civil engineering design, including infrastructure design and hydraulics/hydrology modeling. Throughout his career, Mr. Quito has participated in numerous projects and has been responsible for all aspects of the project, including design, development of construction drawings and technical specifications, project management, and technical support during construction, as well as coordination of private sector engineering projects, as well as city, county, and state projects. His experience and dedication to the profession allow him to contribute to the success of diverseengineering projects.

EDUCATION
• Bachelor of Science in Civil
Engineering
A few engineering projects Mark has worked on include: • Sacramento State University

PROJECTS
Infrastructure Planning & Commercial/Residential CONTACT Design Planning & Design 408-516-1090 x 404
Michelle Mutual Water Company San Carlos Technology Center [email protected] Water Storage Tank Replacement; Landscape Project; Mission Bay MidFoster City Emergency Generator Replacement; Las Gallinas Terra
Linda Force Main Access Structure,
and Miscellaneous Pump Station
Improvement; UCSF Aldea Paving &
Sidewalk; Hillsborough Resurfacing
Project; San Mateo Waste Water
Treatment Plant Survey Mapping;
Pacifica Balboa Roadway Repair;
Palo Alto Bayshore Water Meter
Replacement; Daly City 5B Seismic
Performance Improvements;Pacifica
Block 9 Project; Alexandria Center
for Life Science; Gladstone Institute
Building Expansion; Block 9 Homeless
Housing Development; 1700 Owens
Entrance Way Redesign; 4th &Folsom
Homeless Housing Development;
Berkeley Tolman Hall Building; Uber
Mission Bay Headquarters; San Diego
Airport Rental Car ParkingStructure
20863 Stevens Creek Blvd., Ste 400
Cupertino, CA 95014

KEY EXPERIENCE
• Infrastructure design and
hydraulics/hydrology modeling
• Skilled at city, county, andstate
project coordination
Wet Weather Equalization Basin;
Los Angeles Regional Expo Phase
2; Folsom Hazel Avenue Widening
Project; Cabrillo Bridge Widening; Elk
Grove Southeast Connector;Fremont
Bart Warm Springs Station; Lower
Sacramento Road; YoloBypass Levee
Modification; Sacramento Natomas
Levee Improvement Project; San
Francisco Doyle Drive Temporary
Wastewater Pump Station Project;
Cambria Pump Station
FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers

Brittany Bair, PE
Site Design, Hydrology, Hydraulics, and Water Resources Brittany Bair is a design engineer with a diverse background and an Years of Experience: 11 emphasis in water resources, site design and advanced stormwater modeling. Her experience includes civil improvement plans, site design, utility design, stormwater hydraulics and hydrology, low impact design, flood control analysis, Best Management Practice design, and water resource system analysis and design. She has successfully prepared conceptual design studies, final design plans, and construction support for various stormwater and land development projects. Mrs. Bair has expertise in various onedimensional, two-dimensional, and linked 1D/2Dmodels.

Registration
Civil Engineer, CA # 87537
Education
B.S., California State Polytechnic
University, Pomona, Civil
Engineering
Professional Affiliations
Member, American Society of
Project Experience Civil Engineers (ASCE)
American Public Works
Metro Air Park, Sacramento, California. Water Resource Associations engineer responsible for the 1-Dimensionl modeling of the 1,320- acre commercial development park. This project took undeveloped farmland and created fully mitigated parcels through a regional American Association of
University Women
drainage master plan. This plan successfully mitigated for the entire future project with a mixed-use concept for the regional drainage systems by routing the flows through a meandering golf course throughout the project.

Highway 65 Self Storage Design, Roseville, California. Principal engineer responsible for the environmental review, design review and final design of a 6-acre self-storage facility in Roseville, California. The project site included areas of 100-year flood plain, 404 &1602 permit areas and a designated wetland, which all had constraints and design guidelines to be coordinated, as a portion of Orchard Creek was rerouted around the project, creating nearly four additional acres of developable land. Additionally, a CLOMR/LOMR-F was required to remove a portion of the site out of the 100-year flood plainboundary.

Brinkman Waterman Logistics Center, Elk Grove, California. Water Resource Engineer responsible for the Elk Grove Creek LOMR and onsite hydrology, hydraulics and water quality design for a 30-acre light industrial complex. This project consisted of field exploration to verify previously incorrectly modeled structures at both the Waterman Road and the Union Pacific Railroad crossings. This project also included the onsite design of a private basin which alleviated over 30 cfs from the peak in the adjacent Elk Grove Creek through the use of a weir and flap gates.

Four40 West, West Sacramento, California. Principal designer and water resource engineer for the 106- lot subdivision in West Sacramento. This project was fully undeveloped in the existing condition and was not capable of connecting to the public storm drain due to both proximity and capacity. Mrs. Bair created a dual-use design for both hydraulic and residential public purposes. Meandering paseos, a public park, a dog park and a community garden were created on top of an intricate system of infiltration trenches. The entire housing community will infiltrate up to the 100-year, 10-day storm event and alleviate the need for additional flows to be added into the already stressed existing public storm drain system.

Sierra View Tree Mitigation Bank, Roseville, California. Water resource engineer for the tree mitigation bank to offset the removal of 158 native oak trees. The proposed residential project converted 23 undeveloped acres into 75 low density residential lots and was granted a tree removal permit to install the public roadways and utilities. A mitigation bank was established to offset the impact of the removed trees.

The proposed mitigation area was along the banks the Pleasant Grove Creek, which required an advance flood control analysis to evaluate the impacts not only the increased Manning’s value, but also the potential of downed trees and undergrowth potentially creating a blocked scenario along the extents of the mitigation project.

B2 Engineering, Inc. 2637 Key Largo Street
West Sacramento, Ca 95691
949.656.0995

RESUME

PRINCIPAL
Curt C. Chappell, President
California P.L.S. 7992 Oregon P.L.S. 84543

EDUCATION
Bachelor of Science, Marketing
Option-Logistics & Operations Management
California State University, Fresno

WORK HISTORY
Pacific Crest Surveying, Inc. - Owner
1/2006 to Present
As an owner, my responsibilities include project management, preparation of all types of survey maps, legal descriptions, and reports, responsible charge for non-licensed survey personnel, operations, business development, forward planning, and scheduling. In addition, mentoring the technical staff in both office operations and field procedures, and maintaining quality control and quality assurance policies are a daily activity.

City of Modesto Public Works, Utilities Division – Senior Land Surveyor 5/2013 to 2/2017
Senior Land Surveyor position was and is defined as follows: to plan, organize, assign, and review the work of assigned personnel engaged in professional surveying; to perform advanced level professional work pertinent to land and engineering surveying for the design and construction of roads, highways and bridges, drainage, sewage facilities and other projects, map checking, mapping and drafting, and description of real property; and to provide responsible staff assistance to engineering staff.

Stanislaus County Public Works – Interim CountySurveyor 1/2006 to 6/2011
Review and/or direct the review of Records of Survey maps; execute the County Surveyor's Certificate for Parcel Maps, Tract Maps, Records of Survey and legal descriptions for recording purposes and assume statutory responsibility for the preparation and maintenance of such records; review and prepare reports related to tentative parcel maps, tract maps, lot line adjustments, conditional use permit applications, environmental impact reports, certificates of compliance and similar documents for compliance with laws, ordinances and regulations prior to acceptance and/or recording; research records within the County Assessor's office, the County Recorder's office, the Clerk of the Board of Supervisor's office and the Surveyor's office to determine chain of title, verify legal ownership County Properties and County rights-of-way; provide information to the public regarding surveying, land development, and public rights-of-way; oversee the County's monument preservation project; provide leadership for the Land Surveying Department; coordinate the work of the department surveyors and engineering/construction staff; develop Requests for Proposals as related to surveying and construction.

RELAVENT PROJECTS
Castro Valley Sanitation District – Sanitary Sewer Rehab, Castro Valley, CA We topographic survey maps for the rehabilitation of an aging sanitary sewer system located in Castro Valley.

The base maps included property detailed topography and a clear understanding of the existing sewer facilities for design of a functioning replacement system that minimized the construction-related impact to the property owners.

City of Burlingame Public Works – Sanitary Sewer Rehab, Burlingame, CA We provided base maps for the rehabilitation of an aging sanitary sewer system located in an older neighborhood in the City of Burlingame. Most of the sewer mains were in easements in the rear yards of residential lots, so a base map that included property boundaries and easement lines, detailed topography, and a clear understanding of the existing sewer facilities was critical to the design of a functioning replacement system that minimized the construction-related impact to the property owners.

Meta-Facebook, Menlo Park, CA
Currently, we are providing professional land surveying services for the Civil Engineering firm that is preparing the on-site and off-site improvement plans for Meta-Facebook's new 60-acre campus in Menlo Park. As the lead surveyors, we have established and maintained the primary survey control network, resolved the project boundary, which is adjoined on one side by a State Highway, and another side by a railroad right-of-way, and provided topography for the entire site. I also prepared a new subdivision map that reconfigures the lotting and rights-of-way. All easements of record have been retraced and are included in the primary drawing file.

Currently, we are at the front end of preparing right-of-way takes and abandonments that are a by-product of the reconfiguration of the adjoining street and highway at what will be the new entrances to the campus.

Same for an overhead pedestrian bridge that will connect their existing campus to their new campus.

California High-Speed Rail Authority, CA
Managing the right of way surveying of the Merced to Fresno section of the California High-Speed Rail. The work included land net maps, appraisal maps, legal descriptions, plats, resolution of necessity documents, exhibits for various agency agreements and transfer documents, and records of surveys. We worked closely with the High-Speed Rail Authority, various local and State agencies, right of way agents, and design build teams.

Tri-Dam Project – Donnels Dam, Tuolumne County, CA
Comprehensive as-built documentation of Donnells Dam in Tuolumne County, including the upstream and downstream faces, thrust block, outfall, and spillway gate structures. The completed work product would be used to further analyze the existing condition of the dam and associated structures and to meet the requirements of the Federal Energy Regulatory Commission. A combination of advanced measurement instruments, foremost among these was the Leica Geosystems ScanStation C10 3D Laser Scanner, was used.

Additionally, control and monitoring surveys were completed using a fully robotic total station survey instrument. The result was comprehensive as-built documentation of the dam, on time and on budget.

HEADQUARTERS EAST BAY NORTH BAY SOUTH BAY
150 Executive Park Blvd.

Suite 4200
825 Washington St.

Suite 237
Oakland, CA 94607
505 San Marin Dr.

Suite A220
20863 Stevens Creek Blvd.

Suite 400
San Francisco, CA 94134
(415) 534-7070
Novato, CA 94945 Cupertino, CA 95014
(415) 534-7070 (408) 516-1090 (510) 937-2310
www.freyerlaureta.com

Clerical
Staff Engineer I
Two Main Survey Crew
Staff Engineer IV
Senior Project Manager
Principal
Principal
Two Man Survey Crew
Technician
Clerical
Principal
Clerical

Clerical
Staff Engineer I
Two Main Survey Crew
Staff Engineer IV
Senior Project Manager
Principal
Principal
Two Man Survey Crew
Technician
Clerical
Principal
Clerical

Item No. 7
Town of Atherton
CITY COUNCIL STAFF REPORT – CONSENT AGENDA
TO: HONORABLE MAYOR AND CITY COUNCIL

GEORGE RODERICKS, CITY MANAGER
FROM: ROBERT OVADIA, PUBLIC WORKS DIRECTOR
DATE: JUNE 19, 2024
SUBJECT: ADOPT A RESOLUTION REQUESTING ALLOCATION OF
TRANSPORTATION DEVELOPMENT ACT ARTICLE 3

FUNDING FROM THE METROPOLITAN TRANSPORTATION
COMMITTEE FOR THE UPDATE OF THE TOWN’S BICYCLE

AND PEDESTRIAN MASTER PLAN

RECOMMENDATION
It is recommended that the Council adopt the attached Resolution requesting that the Metropolitan Transportation Commission (MTC) allocate Transportation Development Act Article 3 funds for the Town’s Bicycle and Pedestrian Master Plan Update.

BACKGROUND
The City/County Association of Governments of San Mateo County (C/CAG) released its 2023 Transportation Development Act – Article 3 (TDA) Call for Projects on September 18, 2023, with applications due November 13, 2023. C/CAG advised that $2.59 million was available for eligible projects, with approximately $2.29 million towards capital improvement projects, and $300,000 for planning projects. The goal of the TDA Program is to fund specific projects that encourage and improve bicycling and walking conditions in San Mateo County. Bicycling and walking are sustainable forms of transportation contributing to commute corridor congestion reduction, making regional connections, enhancing safety, and addressing local mobility needs. Though local applications are reviewed and recommended by local Congestion Management Authorities, C/CAG in San Mateo County, full application and administration is through the MTC.

ANALYSIS
In reviewing the grant funding goals and criteria, and the identified needs and priorities of the Town associated with cycling and walking, it was determined that the update of the Town’s Bicycle and Pedestrian Master Plan would be eligible for funding through the TDA Planning Grant. The Town’s Bicycle and Pedestrian Master Plan was adopted in 2015. Much has changed since the Bicycle and Pedestrian Master Plan was developed, including the establishment of new climate goals that call for increased biking and walking.

Resolution to MTC for Bike/Ped Master Plan Grant
JUNE 19, 2024

Staff identified the need for an update of the Bicycle and Pedestrian Master Plan in the FY 2023/24-27/28 Capital Improvement Program outlook. The San Mateo County Civil Grand Jury released a report in July 2023 titled “Bike Safety in San Mateo County - Making Bicycling Safer in the County.” The report included a recommendation that by June 3, 2024, each city, town, and unincorporated SMC should update or generate a new Bicycle and Pedestrian Master Plan (or Active Transportation Plan) if their current plan is older than five years; consistent with the 2021 C/CAG San Mateo County Comprehensive Bicycle and Pedestrian Plan. Pursuant to guidance from the Council, the Master Plan update is included in the FY 2024/25 Capital Improvement Program.

The Town submitted an application seeking $100,000 to support the update of its Bicycle and Pedestrian Master Plan. The Town’s application included a local match of $140,000, for a total project cost of $240,000. C/CAG received 11 applications for funding, totaling $2.36 million, including $2.26 million for capital improvement projects and $300,000 for planning projects. Staff presented the project to the C/CAG Bicycle and Pedestrian Committee (Committee) at its January 25, 2024 meeting. The Committee reviewed and discussed project application scoring and acted to recommended project awards to the C/CAG Board on March 28, 2024, including an allocation of $100,000 for the update of the Town’s Bicycle and Pedestrian Master Plan. The C/CAG Board approved the funding recommendations at their May 9, 2024, meeting.

As indicated above, though initial applications are submitted through the local Congestion Management Authorities, final applications are accepted and administered by MTC. MTC requires a resolution requesting allocation of TDA funds. The resolution includes information on the project scope, schedule, and budget.

FISCAL IMPACT
The grant provides $100,000 towards for the update of the Town’s Bicycle and Pedestrian Master Plan.

GOAL ALIGNMENT
This Report and its contents are in alignment with the following Council Policy Goals:
• Goal Area A – Maintain Fiscal Responsibility
• Goal Area D – Manage Circulation and Improve Safety
• Goal Area F – Be Forward-Thinking, Well-Managed, and Well-Planned

POLICY FOCUS
The Council policy focus should be on updating the Town’s Bicycle Pedestrian Master Plan utilizing available grant opportunities. Implementing the Bike Pedestrian Master Plan is a key program in the Town’s 2016 Climate Action Plan, accounting for 233 metric tons of greenhouse gas emission reductions, the fourth most effective means of achieving its sustainability objectives.

Resolution to MTC for Bike/Ped Master Plan Grant
JUNE 19, 2024

PUBLIC NOTICE
Public notification was achieved by posting the agenda, with this agenda item being listed, at least 72 hours prior to the meeting in print and electronically. Information about the project is also disseminated via the Town’s electronic News Flash and Atherton Online. There are approximately 1,200 subscribers to the Town’s electronic News Flash publications. Subscribers include residents as well as stakeholders –to include, but be not limited to, media outlets, school districts, Menlo Park Fire Protection District, service provides (water, power, and sewer), and regional elected officials.

COMMISSION/COMMITTEE FEEDBACK/REFERRAL
This item has not been before a Town Committee or Commission

ATTACHMENTS

1. Draft Resolution: Request to the Metropolitan Transportation Commission for the allocation Transportation Development Act Article 3 Pedestrian/Bicycle project funding

Resolution No. 24-X Page 1 of 4 June 19, 2024
RESOLUTION NO. 23-23

A RESOLUTION OF THE CITY COUNCIL OF THE TOWN OF ATHERTON

REQUESTING TO THE METROPOLITAN TRANSPORTATION COMMISSION FOR THE ALLOCATION OF FISCAL YEAR 2023-2024 TRANSPORTATION
DEVELOPMENT ACT ARTICLE 3 PEDESTRAIN / BICYCLE PROJECT FUNDING WHEREAS, Article 3 of the Transportation Development Act (TDA), Public Utilities Code (PUC) Section 99200 et seq., authorizes the submission of claims to a regional transportation planning agency for the funding of projects exclusively for the benefit and/or use of pedestrians and bicyclists; and
WHEREAS, the Metropolitan Transportation Commission (MTC), as the regional transportation planning agency for the San Francisco Bay region, has adopted MTC Resolution No. 4108, Revised, entitled “Transportation Development Act, Article 3, Pedestrian/Bicycle Projects,” which delineates procedures and criteria for submission of requests for the allocation of “TDA Article 3” funding; and
WHEREAS, MTC Resolution No. 4108, Revised requires that requests for the allocation of TDA Article 3 funding be submitted as part of a single, countywide coordinated claim from each county in the San Francisco Bay region; and
WHEREAS, the Town of Atherton desires to submit a request to MTC for the allocation of TDA Article 3 funds to support the projects described in Attachment B to this resolution, which are for the exclusive benefit and/or use of pedestrians and/or bicyclists; now, therefore, be it
RESOLVED, that the Town of Atherton declares it is eligible to request an allocation of TDA Article 3 funds pursuant to Section 99234 of the Public Utilities Code, and furthermore, be it
RESOLVED, that there is no pending or threatened litigation that might adversely affect the project or projects described in Attachment B to this resolution, or that might impair the ability of the Town of Atherton to carry out the project; and furthermore, be it RESOLVED, that the Town of Atherton attests to the accuracy of and approves the statements in Attachment A to this resolution; and furthermore, be it RESOLVED, that a certified copy of this resolution and its attachments, and any accompanying supporting materials shall be forwarded to the congestion management agency, countywide transportation planning agency, or county association of governments, as the case may be, of Town of Atherton for submission to MTC as part of the countywide coordinated TDA Article 3 claim.

Resolution No. 24-X Page 2 of 4 June 19, 2024
NOW, THEREFORE, BE IT RESOLVED that the City Council of the Town of Atherton does hereby approve the request for the allocation of fiscal year 2023-2024 Transportation Development Act Article 3 Pedestrian / Bicycle Project Funding.

PASSED AND ADOPTED at a meeting of the City Council of the Town of Atherton held on the19th day of June 2024 by the following vote:

AYES: Council members:

NOES: Council members:

ABSTAIN: Council members:

ABSENT: Council members:
________________________
Diana Hawkins-Manuelian, MAYOR
Town of Atherton
ATTEST:
____________________________
Anthony Suber, City Clerk
APPROVED AS TO FORM:
_______________________________
Mona Ebrahimi, City Attorney

Resolution No. 24-X Page 3 of 4 June 19, 2024
Resolution No. 24-X
Attachment A
Re: Request to the Metropolitan Transportation Commission for the Allocation of Fiscal Year 2023-2024 Transportation Development Act Article 3 Pedestrian/Bicycle Project Funding Findings

1. That the TOWN OF ATHERTON is not legally impeded from submitting a request to the Metropolitan Transportation Commission for the allocation of Transportation Development Act (TDA) Article 3 funds, nor is the TOWN OF ATHERTON legally impeded from undertaking the project(s) described in “Attachment B” of this resolution.

2. That the TOWN OF ATHERTON has committed adequate staffing resources to complete the project(s) described in Attachment B.

3. A review of the project(s) described in Attachment B has resulted in the consideration of all pertinent matters, including those related to environmental and right-of-way permits and clearances, attendant to the successful completion of the project(s).

4. Issues attendant to securing environmental and right-of-way permits and clearances for the projects described in Attachment B have been reviewed and will be concluded in a manner and on a schedule that will not jeopardize the deadline for the use of the TDA funds being requested.

5. That the project(s) described in Attachment B comply with the requirements of the California Environmental Quality Act (CEQA, Public Resources Code Sections 21000 et seq.).

6. That as portrayed in the budgetary description(s) of the project(s) in Attachment B, the sources of funding other than TDA are assured and adequate for completion of the project(s).

7. That the project(s) described in Attachment B are for capital construction and/or final design and engineering or quick build project; and/or for the maintenance of a Class I bikeway which is closed to motorized traffic and/or Class IV separated bikeway; and/or for the purposes of restriping Class II bicycle lanes; and/or for the development or support of a bicycle safety education program; and/or for the development of a comprehensive bicycle and/or pedestrian facilities plan, and an allocation of TDA Article 3 funding for such a plan has not been received by the TOWN OF ATHERTON within the prior five fiscal years.

8. That the project(s) described in Attachment B which are bicycle projects have been included in a detailed bicycle circulation element included in an adopted general plan, or included in an adopted comprehensive bikeway plan (such as outlined in Section 2377 of the California Bikeways Act, Streets and Highways Code section 2370 et seq.) or responds to an immediate community need, such as a quick-build project.

9. That any project described in Attachment B bicycle project meets the mandatory minimum safety design criteria published in the California Highway Design Manual or is in a National Association of City and Transportation Officials (NACTO) guidance or similar best practices document.

10. That the project(s) described in Attachment B will be completed in the allocated time (fiscal year of allocation plus two additional fiscal years).

Resolution No. 24-X Page 4 of 4 June 19, 2024

11. That the TOWN OF ATHERTON agrees to maintain, or provide for the maintenance of, the project(s) and facilities described in Attachment B, for the benefit of and use by the public.

C/CAG TDA Article 3 FY 23/24 Planning Project Application TRANSPORTATION DEVELOPMENT ACT ARTICLE 3 PEDESTRIAN

AND BICYCLE PROGRAM CALL FOR PROJECTS
FOR FISCAL YEAR 2023/24

PLANNING PROJECT APPLICATION
I. Project Name and Funding Request
a. Applicant Agency:
b. Total Funds Requested:
$
c. Project Title:
d. Project Summary:
e. Are you partnering with
another agency?
Yes No
If YES, please provide Partnering Agency
information and describe the roles of both the lead
agency and partners:
f. Partnering Agency Name:
g. Project Type:  Comprehensive Pedestrian/Bicycle Plan  Comprehensive Pedestrian Plan Only
 Comprehensive Bicycle Plan Only
II. Project Screening
a. Is the project sponsor the County of San Mateo, a City within San Mateo County or a Joint Powers Agency operating in San Mateo County? Answer must be “Yes” to continue.

Yes No
Items b. – d. in the Application Instructions do not apply for the Planning Application.
1 ATTACHMENT B
Updating the Town's Bicycle and Pedestrian Master Plan
The Town first adopted a Bicycle and Pedestrian Master Plan in July 2014 and seeks to update the Plan to identify new
opportunities for regional collaboration, advance bike and pedestrian infrastructure in the context of Town planning efforts that have since adoption including the Town's Climate Action Plan for Carbon Neutrality and the 6th Cycle Housing Element. Town of Atherton 100,000

C/CAG TDA Article 3 FY 23/24 Planning Project Application e. Does the project adhere to MTC qualifications?  Yes  No III. Project Description
a. Describe the project’s purpose, goals and intended outcomes. Outline the various phases of the project, along with specific tasks planned for each phase. b. Check one:  New Plan
 Update to existing plan Date of previous plan:

IV.

V.

No Section IV for Planning Application
Community Support
a. Bicycle and Pedestrian Advisory Committee (BPAC): Applicant agency has a designated BPAC that is a standing committee and has approved the proposed project. (Note: a BPAC is required prior to award of TDA3 funds)  Yes  No
If the agency does not have a BPAC, please describe the equivalent committee that has reviewed and approved the proposed project:
b. Project has been supported or approved by other organized group(s) with demonstrated knowledge of walking and bicycling needs (see instructions):
 Yes  No
2 ATTACHMENT B
Purpose: To create a comprehensive plan to guide the development of active transportation projects and programs for walking, bicycling, and other forms of human-powered movement for people of all ages and abilities throughout the Town of Atherton.

Goals:

Improve pedestrian and bicycle safety by reducing the number and severity of collisions, and improving overall accommodation Remove barriers for accessing key destinations, including major transit facilities Improve connectivity to/with adjacent communities
Help reduce traffic congestion and other issues associated with school-related travel Improve walking and biking opportunities for social and recreational trip-making, and as a civic engagement strategy Support the Town’s climate action target of achieving carbon neutrality by 2045 by decreasing vehicle miles traveled (VMT) by decreasing VMT by 1% and increasing active transportation mode share to 7% by 2045.

Intended Outcomes: Build relationships between stakeholders to center community-driven approaches to developing bike and pedestrian facilities; identify gaps in connectivity and access to key destinations; create a project prioritization list along with cost estimates, implementation methods and funding sources; and increase the Town’s eligibility and competitiveness for grant funding.

Project Phases:

Phase 1: Data collection and initial outreach
Tasks include examination of existing conditions including traffic data, bicycle and pedestrian counts and inventory of current road conditions, collecting community feedback to understand needs (via the Transportation, Bike and Pedestrian Committee, community survey, interactive community workshops, and walking tours) Phase 2: Project recommendations
Tasks include distilling data, including existing conditions and community priorities, to identify key areas where current conditions do not match the needs of its local context.

Phase 3: Implementation strategy and draft plan
Tasks include assembling key findings from technical analysis completed during Phase 2 into a succint draft plan to be reviewed by the community stakeholders. The plan will include project cut sheets for the top priority projects. These cut sheets will have conceptual design drawings that present each project’s dimensions, tradeoffs and benefits as well as cross-sections where applicable. Each cut sheet will also include cost, potential demand, safety benefits, and equitable outcomes related to project. Additionally, this phase includes public outreach to ensure draft reflects community vision and priorities.

Phase 4: Final Bicycle and Pedestrian Master Plan
Tasks include presentation to City Council, making publicly available online, and sharing with community stakeholders.

JULY 2014

C/CAG TDA Article 3 FY 23/24 Planning Project Application Names of other group(s): Type of support: (letters, resolution, minutes) If you are partnering with another agency, please confirm you have attached a letter of support from the partnering agency.
 Yes, it is attached.  N/A
c. Describe the public outreach that has been conducted for the project and include relevant attachments. If public outreach will be included as part of the planning project, please describe the various components, including a schedule for public outreach and which groups will be engaged:

VI.
a.

Meets Program Objectives:

Describe the need for the project and how the project addresses an identified problem. Specifically, describe how the project achieves or demonstrates the following:
- Vision/Mission Statement
- Budget/Tasks
- Schedule
- Proposed outreach methods during planning
- Data collection/evaluation
- Specific improvements
- Multi-modal/Complete Streets concepts
- Consistency with local, regional, state and or federal policies and plans - Equity (please note if the planning area is located within an MTC Equity Priority Community (EPC), a C/CAG Equity Focus Area (EFA), and/or a CalEnviroscreen high risk census tract (top 25%)
3 ATTACHMENT B
The public will be engaged in each phase of the planning process as the Town seeks to center community needs in the development of the plan.

Phase 1:

Much has changed in Atherton since the first Bicycle and Pedestrian Master Plan was developed. The Town has established new climate goals that call for increased biking and walking, and the Town is developing a Housing Element that introduces multifamily housing and new strategies for providing housing for very-low and low-income households. The Town is requesting $100,000 through this grant opportunity which is anticipated to cover just under half of the costs to update the Bicycle and Pedestrian Master Plan. The Town would need to contract without a Planning Consulting firm to complete the update, and estimates obtained by the Town for a full update range from $150,000 to $250,000. With funding decisions finalized in May 2024, the Town would be able to get started Summer 2024, anticipating just under a year from contracting to final adopted Bike and Pedestrian Master Plan that is consistent with local, regional, state and federal policies and plans.

This project will include extensive outreach at each phase to ensure community priorities are elevated and centered in the planning process. Outreach activities are described by phase below:

Phase 1: Data collection and initial outreach (June September 2024) Collecting community feedback to understand needs and how the Town can improve traveling in and through Town via walking, bicycling, and other modes of human powered transportation. Outreach activities will include:

Presentation to the Town’s Transportation, Bike and Pedestrian Committee Community survey available online and in print that will be mailed to all residents, shared on social media and in weekly e-newsletter, and on website available in both English and Spanish.

Interactive community workshops that include community members creating a shared vision for the future of our streets and marking maps of priority areas for projects Phase 2: Project recommendations (September December 2024) Engage community members in results of Phase 1 sharing priority areas and offering opportunities to provide feedback on potential solutions for priority areas identified in Phase 1.

Phase 3: Implementation strategy and draft plan (January March 2025) Publish an online interactive map utilizing GIS that shows existing conditions and proposed projects included in draft plan Public Meeting with the Transportation, Bicyle, and Pedestrian Committee Phase 4: Final Bicycle and Pedestrian Master Plan (April May 2025) Public meeting presentation to City Council, making publicly available online with interactive GIS map, and sharing plan with community stakeholders.

Budget was determined by informally requesting information from two planning consulting firms. It is anticipated that the project will cost between $150,000 and $230,000, broken down by phase below:

Phase 1: Data collection and initial outreach (June September 2024): $50,000 - $80,000 Phase 2: Project recommendations (September December 2024): $65,000 - $100,000 Phase 3: Implementation strategy and draft plan (January March 2025): $20,000 - $40,000 Phase 4: Final Bicycle and Pedestrian Master Plan (April May 2025): $5,000 - $10,000 Atherton recognizes that many of its busiest thoroughfares support the mobility of neighboring communities to access their schools, public transit, and community hubs. Particularly, Selby Lane connects Redwood City and North Fair Oaks residents to the Adelante Selby Spanish Immersion School. This planning effort aims to create equitable outcomes where residents of neighboring communities can more easily travel in and through Atherton to reach their destinations by bicycle, walking, or other human-powered modes.

C/CAG TDA Article 3 FY 23/24 Planning Project Application b. Describe how the project provides a benefit and/or positive impact to the community.

Support the narrative by describing the needs of the community and how the project addresses community needs and concerns. Please describe how the project sponsor plans to measure the success of the project, and discuss any performance indicators that the project sponsors will be tracking.

VII. Funding and Local Match:
a. Enter total project cost, totaling funds from all sources here:
$________________
TDA Funds requested: $
Local Funds provided: $
Local match percentage: %
To calculate % Local Match Percentage, please use the following equation:

Local Matching Funds* = Local Match %
Total Project Cost
*Local Cash Match only. Planning Projects are required to provide at least a 10% match to qualify for TDA Article 3 grant funding.

For projects located mostly within an MTC EPC or C/CAG EFA with an equity score of 8 or higher, the full amount of points will be awarded when a 10% match is provided. b. Have you received funding from the TDA Article 3 Grant Program in the past 10 years?  Yes  No
If yes, please indicate how much TDA Article 3 Grant Funding your jurisdiction has received in the past 10 years: $______________
Please reach out to C/CAG staff Audrey Shiramizu ([email protected]) if you have questions about previously funded projects and/or to verify if you have received funding. 4 ATTACHMENT B
It is well documented that biking, walking, and other human powered modes of transportation have immense benefits to the individual, to families, and to the community. These benefits include improved health outcomes, lower transportation cost burden, decreased traffic congestion, improved air quality, increased social cohesion and increased economic activity. Thus, efforts to improve the safety, experience, and access for active commutes and trips will provide the aforementioned benefits. Specifically, this planning project offers an opportunity to create a shared vision for biking and walking in and through Town and will result in shovel-ready projects that center the community’s priorities. The Town understands through the Civil Grand Jury’s July 2023 Report titled “Bike Safety in San Mateo County: Making Bicycling Safer in the County” that there is broad concern that facilities are not safe for biking in San Mateo County and that there is a call to improve countywide safety through coordination, planning, and creating well-connected infrastructure.

We will measure the success of the project with the following metrics:

Number of community members engaged and sharing priorities Robust table of recommendations that community supports Number of cut sheets for projects that promote connection to neighboring jurisdictions 100,000 140,000 58.3 $524,000 240,000

C/CAG TDA Article 3 FY 23/24 Planning Project Application c.
d.

Have you previously applied for TDA Article 3 Grant funding for this project in the past 10 years, but have not been awarded TDA Article 3 funding for this project?  Yes  No
Do you currently have an active TDA Article 3 Grant from a previous funding cycle?  Yes  No
If yes, when do you expect to complete the project? Do you anticipate conflicts with staff capacity to administer the TDA Article 3 FY 2023/2024 project in time? e. Did you apply for One Bay Area Grant 3 (OBAG 3) funding for this project in this same project location, but were not awarded OBAG 3 funding for this project?  Yes  No
f. If “No”, skip this question. If “Yes”, please include an attachment with summary information from your OBAG 3 application, including project title, scope, and map of the project location. The project title, scope, and location of the project must match the title, scope, and location described in this TDA Article 3 application in order to receive an extra point.
g. Can this project be partially funded?
 Yes  No
If yes, describe how the project can be phased and indicate the cost of each phase.

Describe the degree to which the project is scalable, if applicable. Indicate what elements can be implemented with partial funding, if any. 5 ATTACHMENT B

C/CAG TDA Article 3 FY 23/24 Planning Project Application IX. Single Point of Project Contact Information
Name: ______________________________________
Title: ________________________________________
Agency: ______________________________________
Telephone: ___________________________________
Email: _______________________________________
X. Confirmation
MTC Guideline Confirmation
_____________________ (Name of jurisdiction), confirms that the proposed project meets and adheres to MTC TDA Article 3 guidelines. (seen here: MTC qualifications) X__________________________
Title: ______________________
Date: ______________________
VIII. Is there any additional information you would like to include? 6 ATTACHMENT B
Robert Ovadia Director, Dept. of Public Works Town of Atherton 650-752-0541 [email protected]

C/CAG TDA Article 3 FY 23/24 Planning Project Application Project Application Checklist
Attachments Application
Question Content Description
 Project Location Maps VI (a) Provide a vicinity and a site map indicating project location*.
 Policy Consistency
Documentation VI (a) Documentation of the Plans and Policies with which the project is consistent.  Local Cash Match VII(a)
Documentation or resolutions which detail
responsibilities and contributions towards the
project.
 Letters of Support V (b) Letters indicating stakeholder support.  Detailed Cost Proposal I (b) A project cost estimate, along with specific tasks for each phase.
 Project Timeline VI (a) A timeline for the project’s completion, along with key milestones and deadlines
 OBAG 3 (if applicable) VII (e, f) A summary of your OBAG 3 application for this project.
* The maps provided should show the project’s relationship to local transit services including Caltrain, BART, SamTrans, or other local operators.
7 ATTACHMENT B

Item No. 8
Town of Atherton
CITY COUNCIL STAFF REPORT – CONSENT AGENDA
TO: HONORABLE MAYOR AND CITY COUNCIL

GEORGE RODERICKS, CITY MANAGER
VIA: ROBERT OVADIA, PUBLIC WORKS DIRECTOR
FROM: WILL BURSE, PARK/TOWN MAINTENANCE MANAGER
DATE: JUNE 19, 2024
SUBJECT: APPROVE A 2-YEAR CONTRACT EXTENSION TO THE JANITORIAL SERVICES CONTRACT WITH TONY’S CLEAN TEAM

RECOMMENDATION
It is recommended that the Council authorize a 2-year contract extension to the janitorial Tony’s Clean Team, LLC contract for the continuation of Janitorial Services for the Town; direct the City Attorney to prepare the extension; and authorize the City Manager to execute the agreement.

BACKGROUND
Tony’s Clean Team, LLC became the Towns Janitorial Maintenance Services provider on a month-to-month basis in March 2019 after the termination of a contract with the Town’s previous service provider. The Council approved a contract extension for their services in July 2019 allowing for an initial term of 2-years with an option to extend the contract for one additional 2- year term. The Council also authorized the exercise of the 2-year contract extension. The extended contract expired in September 2023, and Tony’s Clean Team has continued to provide janitorial services on a month-to-month basis.

Over the course of the services contract, Tony’s Clean Team has been able to adjust to the Town’s needs, including adjusting service levels during the COVID-19 pandemic, transition to the New Town Center, and making adjustments to services as our needs change.

This contract is fully inclusive of labor, supplies and equipment necessary to maintain these facilities in good working order. The following is a list of included facilities and service levels required for each:

ANALYSIS
The services areas include:

Staff Report – TCT Contract Extension
May 8June 19

• New City Hall – Level 1 & Level 2 (Approx. 28, 575sf) • New Ancillary Building (1,933sf)
• New Library (10,235sf)
• Heritage Building (Restrooms only)
• Old Council Chambers (1,815+45=1,860sf)
• Main House (Restroom Only)
• Carriage House (Restrooms)
• Playground Restrooms
• Little League Restrooms
Tony’s Clean Team requested an adjustment to the base monthly service free to $17,905, from $15,386. The majority of the price adjustment is related to the inclusion of increased frequency of cleaning at the library, the park, and other areas that were paid as extra work items in the current contract.

Tony’s Clean Team has also provided various additional services beyond basic janitorial services, including assistance with restoration following flooding events at the Town Center, installation of art hanging systems in the Main House and at the Town Center, as well as other handyman and labor support. They have included hourly rates for such services in their contract extension proposal.

As noted above, the Town’s needs related to its facilities have changed as we have developed a better understanding of our new facilities and needs. Town staff and Tony’s Clean Team’s management continue to meet on a regular basis regarding the services provided.

POLICY FOCUS
The City Council discussion should focus on the extension of the contract with our current provider versus a competitive rebid and felt that the current contract arrangement has been beneficial to the Town practically and economically. The Town has always contracted for Janitorial Services.

FISCAL IMPACT
The proposed Fiscal Year 24-25 operating budget includes sufficient funds to pay for these services out of the General Fund.

PUBLIC NOTICE
Public notification was achieved by posting the agenda, with this agenda item being listed, at least 72 hours prior to the meeting in print and electronically. Information about the project is also disseminated via the Town’s electronic News Flash and Atherton Online. There are approximately 1,200 subscribers to the Town’s electronic News Flash publications. Subscribers include residents

Staff Report – TCT Contract Extension
May 8June 19

as well as stakeholders – to include, but be not limited to, media outlets, school districts, Menlo Park Fire District, service provides (water, power, and sewer), and regional elected officials.

COMMISSION/COMMITTEE FEEDBACK/REFERRAL
This item ____ has or __X___ has not been before a Town Committee or Commission. ____ Audit/Finance Committee (meets every other month)
____ Bicycle/Pedestrian Committee (meets as needed)
____ Civic Center Advisory Committee (meets as needed)
____ Environmental Programs Committee (meets every other month) ____ Park and Recreation Committee (meets each month)
____ Planning Commission (meets each month)
____ Rail Committee (meets every other month)
____ Transportation Committee (meets every other month)

ATTACHMENTS
Attachment 1 – Tony’s Clean Team Proposal

TONY’S Clean Team, LLC / P.O. Box 51715 Palo Alto, CA 94303 / 650-549-4828 / [email protected] Customer information:

ATHERTON TOWN CENTER
80 Fair Oaks Lane
Atherton, Ca. 94027
650-752-0555
[email protected]
s

MAINTENANCE CONTRACT
Revised Date: 05/08/2024
Dear David and Robert,
Tony’s Clean Team proposes to furnish all labor, supplies and equipment to complete the following services at:

Project Name: ATHERTON TOWN CENTER & HOLBROOK-PALMER PARK Project Address: 80 Fair Oaks Lane Atherton, CA 94027
AREAS TO BE MAINTAIN:
• New City Hall – Level 1 & Level 2 (Approx. 28, 575sf) • New Ancillary Building (1,933sf)
• New Library (10,235sf)
• Heritage Building (Restrooms only)
• Old Council Chambers (1,815+45=1,860sf)
• Main House (Restroom Only)
• Carriage House (Restrooms)
• Playground Restrooms
• Little League Restrooms

AREAS/ROOMS WEEKLY MONTHLY YEARLY
RESTROOMS (At all buildings):

Empty trash & replace liners, as necessary.

Dust/Wet mop floors with germicidal cleaner
Clean and sanitize sinks & counters.

Clean and disinfect all toilets & urinals.

Clean light switches.

Clean all handles & knobs.

Clean partitions and walls by urinals
Clean all showers.

Dispose waste and clean receptacles.
7 7
7 7
7 7
7 7
7 7

TONY’S Clean Team, LLC / P.O. Box 51715 Palo Alto, CA 94303 / 650-549-4828 / [email protected] Check for paper products and refill.

Check for soap products and refill as needed.

Clean and shine chrome fixtures
Clean glass and mirrors
Report burnt out lights and other issues.

Vacuum air vents as needed.

Flush floor drains with fresh water enzymatic/solution
High dust surface to six feet
Remove Cobwebs as needed
Clean fingerprints and smudges
Clean windows throughout (Inside)
7 7
7 7
7 7
7 7
7 7
1 CITY HALL (Level 1 & Level 2):

Empty trash & replace liners.

Dispose waste and clean receptacles.

Check for paper products and refill.

Vacuum carpet & remove spots.

Spot clean partition glass
Clean light switches.

Clean all handles & knobs.

Clean, mop and sanitize tile and office floors.

Clean/polish/sinks and kitchen areas.

Clean/polish/tables/countertops.

Straighten/align furniture.

Wipe off desks, bookshelves, and monitors.

Detail Vacuum under desks, wires, etc.

Spot clean walls
Dust surfaces/windowsills/countertops
Wipe/Clean microwave and faces of appliances.

Clean fingerprints and smudges .

Dust/wipe all moldings and remove cobwebs.

Clean and polish door kick plate
Vacuum air vents as needed.

Report burnt out lights and other issues.

Dust/clean equipment
Strip and refinish floors.

Clean all plexiglass
Clean windows at entrance/rear door/any inside windows/glass Clean lower-level windows (In/Out)
Clean windows throughout (In/Out)
Note: Locked offices will not be serviced
7 7
7 7
7 7
7 7
7 7
7 7
7 7
7 7
7 7
7 7
7 As needed.
7 7
1 1
2 2

LIBRARY & TOWN HALL
Empty trash & replace liners.
7 7 Page 206 of 437
TONY’S Clean Team, LLC / P.O. Box 51715 Palo Alto, CA 94303 / 650-549-4828 / [email protected] Dispose waste and clean receptacles.

Check for paper products and refill.

Vacuum carpet & remove spots.

Spot clean partition glass
Clean light switches.

Clean all handles & knobs.

Clean, mop and sanitize tile and office floors.

Clean/polish sinks and kitchen areas.

Clean/polish/ tables/countertops.

Straighten/align furniture.

Wipe off desks, bookshelves, and monitors.

Detail vacuum under desks, wires, etc.

Spot clean walls
Dust surfaces/windowsills/countertops
Wipe/Clean microwave and faces of appliances.

Clean fingerprints and smudges
Dust/clean windows/blinds/door frames.

Dust/wipe all moldings and remove cobwebs.

Clean windows at entrance/rear door/patio/café
Clean and polish door kick plate
Vacuum air vents as needed.

Report burnt out lights and other issues.

Dust/clean equipment
Strip and refinish floors.

Clean all plexiglass
Clean windows at entrance/rear door/any inside windows/glass Clean lower-level windows (In/Out)
Clean windows throughout (In/Out)
Note: Locked offices will not be serviced
7 7
7 7
7 7
7 7
7 7
7 7
7 7
7 7
7 7
7 7
7 7
7 As needed.

As needed.
7 1
1 2
2 BREAK ROOMS:

Dust/wet mop floor with germicidal cleaner
Empty trash and replace liners.

Clean and sanitize sinks and counter tops.

Spot clean cabinet doors
Rinse clean coffee pots
Wipe clean microwaves inside and out
Wipe clean refrigerator outside
Wipe clean & properly arrange furniture.

Clean and refill towel dispenser as needed.

High dust surfaces to six feet
Remove cobwebs as needed.

Vacuum air vents
7 7
7 7
7 7
7 7
7 As needed.

As needed.

As needed
1 1 Page 207 of 437
TONY’S Clean Team, LLC / P.O. Box 51715 Palo Alto, CA 94303 / 650-549-4828 / [email protected] JANITORIAL CLOSETS:

Organize and store our janitorial supplies.

Clean, sanitize mop heads & hand dry.

Empty and clean mop bucket
Sweep and mop floor
Remove trash.

Deodorize
As needed.

As needed.

As needed.

As needed.

As needed.

As needed.

As needed
MONTHLY SERVICE PLAN: MAY 2024 to MAY 2025
All of the above buildings/areas have been included in this price and we will revise our price as needed.

PRICE BREAKDOWN PER FACILITY:
• New City Hall – Level 1 & Level 2:
o PD department 7x/week = $5,910
o Admin/Permit offices 5x/week = $2,521
• New Ancillary Building (1,933sf): 5x/week = $483
• New Library (10,235sf): 7x/week = $4,745
• Heritage Building (Restrooms only): 7x/week = $410
• Old Council Chambers (1,815+45=1,860sf) : 5x/week = $616 • Main House (Restroom Only) : 5x/week = $1,320
• Carriage House (Restrooms Only) : 4x/week = $450
• Playground Restrooms: 7x/week = $725
• Little League Restrooms: 7x/week = $725
Janitorial Maintenance Services (Labor & Materials).….………...$17,905 month TCT will supply all labor and materials to perform the above services per the specifications above.

OTHER OPTIONS THAT WE RECOMMEND:
#1). Continue with current COVID 19 disinfecting programs (7x/Week )…………………….….$6,930/month Add to contract ……………………………………………………………………………………………………….Yes____ No_____ #2). Add COVID 19 Electrostatic spraying at high traffic areas/rooms (3x/Week )…………TBD/month Add to
contract…………………………………………………………………………………………………………….Yes____ No_____ Pricing to be determined after confirming the desired rooms/areas. #3). Add carpet cleaning/shampoo at high traffic areas/rooms………………………………………TBD/each Add to contract…………………………………………………………………………………………………………….Yes____ No_____ Pricing to be determined after confirming the desired rooms/areas.

TONY’S Clean Team, LLC / P.O. Box 51715 Palo Alto, CA 94303 / 650-549-4828 / [email protected] #4). Add solar panel maintenance/cleaning (1x/month RECOMMENDED)……………….………….TBD/month Add to contract…………………………………………………………………………………………………………….Yes____ No_____ Pricing to be determined.
#5). Handyman Services (Labor only).………………………………….$65/hr. Yes____ No_____ TCT will provide crew members to help with more skill tasks like replacement of light bulbs, basic carpentry, furniture installation, paint touchups, door hardware adjustment/install, etc.

TCT members will work full 8hr/days only.
#6). Add Power Washing maintenance on hardscape areas or exterior walls. (4x/year RECOMMENDED)……………………………………………………………………………………………………..TBD/month Add to contract……………………………………………………………………………………………………………..Yes____ No_____ Pricing to be determined.
#7). Add landscape maintenance……………………………………………………………….……………………….TBD/month Add to contract…………………………………………………………………………………………………………….Yes____ No_____ Pricing to be determined.

HEALTH AND SAFETY:

Maintain MSDS sheets in janitor’s closet always.

Report safe hazards immediately, repair, if possible, as needed SECURITY:

Janitors will set alarm upon their departure each workday.

No persons admitted into building by servicers.

No employee substitutions will be made without authorization.

Make sure all doors are locked during & following work.

Keep building secured when dumping trash.

OTHER MAINTENANCE SERVICES THAT WE CAN PROVIDE
Window/Door washing and cleaning ……………………….Upon Request.

TCT will provide window cleaning (inside and out) throughout the building.

Cleaning of open high ceiling area/ductwork (2x Year) …………...Upon Request TCT will clean the high ceiling areas, ductwork, and other hard to reach areas twotimes a year.

Floor Stripping……………………………………………………….……………...…….Upon Request Floor Scrub…………………………………….…………………….……………….…….Upon Request Carpet shampoo…………………………………………………….……………….…….Upon Request Power Washing on Hardscape areas (2x Year) …………………….…… Upon Request Power washing to be done at hardscape areas around the Page 209 of 437 building.

TONY’S Clean Team, LLC / P.O. Box 51715 Palo Alto, CA 94303 / 650-549-4828 / [email protected] Power Washing Exterior Walls (2x Year) …………………………….…….. Upon Request Cleaning of flat roof (2x Year) …………………………….……………………….Upon Request TCT will sweep/clean the flat roof of the main building.

Solar Panel Cleaning (2x Year) …………………………….………………………. Upon Request Landscape Maintenance …………………………….…………….……………………. Upon Request Hauling Services/Junk Removal………………………………………….………….Upon Request • TCT takes the utmost care in the cleaning of glass, tile,and fine stone. Previous scratches on these surfaces are often not detectable until after they are cleaned, therefore we will not be held liable for previous damage to those types of surfaces.
• This estimate is per site visit and plans emailed to us. This is also per our regular cleaning procedures, and does not include the removal of excess paint, concrete, caulking, glue, and stucco or water spots. A separate estimate will be discussed at the time of discovery of those items. Final pricing to be completed after later and after doing a job walk to confirm plan information. This bid is valid for 30 days. • Tony’s Clean Team will provide one field supervisor and team members to complete the services above. TCT is assuming that there will not be any heavy furniture or items that will need to be move when performing the work. Any delays will be charge on a Time & Material basis of $75/per man hour. • Our field supervisor will communicate with the project manager and be your “go-to-guy” on site to make sure the job is completed on point and meet your expectations. All work to be performed per the above specifications. • Payments to be made upon completion or no later than five working days from completion date.

Please give us a call on any questions that you might have. Thank you for giving us the opportunity to bid your project and we hope that we can provide you with our excellent services.

Respectfully,

________Nick Amaya__________ _______________________________ Authorized Signature Customer Signature

_______05/08/2024_______________ ________________________________ Date Date

Item No. 9
Town of Atherton
CITY COUNCIL STAFF REPORT – CONSENT AGENDA
TO: HONORABLE MAYOR AND CITY COUNCIL

GEORGE RODERICKS, CITY MANAGER
FROM: ROBERT BARRON III, FINANCE DIRECTOR
DATE: JUNE 19, 2024
SUBJECT: ACCEPTANCE OF TREASURER’S REPORT FOR THE SECOND QUARTER ENDED MARCH 31, 2024

RECOMMENDATION
Accept the Treasurer’s Report for the Third Quarter Ended March 31, 2024.

BACKGROUND
The Treasurer’s Report provides an update on the cash and investment position of the Town of Atherton.

The Third Quarter Treasurer’s report for FY 2023/24 as of March 31, 2024, is attached. The total cash and investments for the Town is $35,066,569. Of the total amount, $26,222,178 is listed as “non-restricted” and although may be listed as such, this amount is not all available for spending. “Non-restricted” means not legally restricted but the Town does have obligations and unfunded liabilities that must or may be met with non-restricted funds. Also attached is the PARS Trust account available balance as of March 31, 2024. The total amount in the PARS account is $8,708,811. This is a “restricted” investment that is used for the Town’s OPEB liabilities.

Insight Asset Management provides non-discretionary investment advisory services to the Town for investments. Staff is working in conjunction with Insight to ensure cash and investments adhere to our goals of safety, liquidity, and yield. To facilitate the trading and safekeeping of securities, Principal serves as the safe-keeping agent for the Town.

Staff will continue to ensure cash liquidity of funds are readily available for operational needs and capital projects. LAIF offers the most liquidity and as of March 31, 2024 holds $15,049,423.

POLICY FOCUS
The Town’s Statement of Investment Policy requires the City Manager or designee to submit quarterly and annual Treasurer’s Report to the City Council. The California Government Code Section 53646, Subsection B (1) requires that the quarterly Treasurer’s Report be submitted to Page 211 of 437 Treasurer’s Report
June 19, 2024

the legislative body within 30 days of the close of a given quarter or within a reasonable time of scheduled council meetings. Staff strives to make this deadline. The current reporting quarter closed on March 31, 2024.

FISCAL IMPACT
None.

GOAL ALIGNMENT
This report and its contents are in alignment with the following Council Policy Goals:
• Goal A – Maintain Fiscal Transparency

PUBLIC NOTICE
Public notification was achieved by posting the agenda, with this agenda item being listed, at least 72 hours prior to the meeting in print and electronically. Information about the project is also disseminated via the Town’s electronic News Flash and Atherton Online. There are approximately 1,200 subscribers to the Town’s electronic News Flash publications. Subscribers include residents as well as stakeholders – to include, but be not limited to, media outlets, school districts, Menlo Park Fire District, service provides (water, power, and sewer), and regional elected officials.

In addition, the Town keeps its financial information up to date via a transparency webpage. https://ca-atherton.civicplus.com/index.aspx?NID=269

COMMISSION/COMMITTEE FEEDBACK/REFERRAL
This item ____ has or __X___ has not been before a Town Committee or Commission. ____ Audit/Finance Committee (meets every other month)
____ Bicycle/Pedestrian Committee (meets as needed)
____ Civic Center Advisory Committee (meets as needed)
____ Environmental Programs Committee (meets every other month) ____ Park and Recreation Committee (meets each month)
____ Planning Commission (meets each month)
____ Rail Committee (meets every other month)
____ Transportation Committee (meets every other month)

ATTACHMENTS
Treasurer’s Report for Third Quarter Ended March 31, 2024

Town of Atherton
Quarterly Treasurer's Report
Portfolio Summary
March 31, 2024
% of
Par Value
3,989,829
Market Value Book Value
3,989,829
Portfolio
Cash In Bank (Schedule A)
LAIF Statement
Investments (Schedule B)
3,989,829
14,962,005
16,204,103

11.4%

42.9%

45.7%
15,049,423
16,880,000
15,049,423
16,027,317
Total Cash and Investments 35,919,252 35,155,937 35,066,569 100% The above investments are consistent with the Town's Statement of Investment Policy and are allowable under current legislation of the State of California. Investments are selected using safety, liquidity, and yield as the criteria. The Town has sufficient cash flow to cover anticipated expenditures through the next six months.
3/31/2024
Robert Barron, Finance Director Date

Town of Atherton
Quarterly Treasurer's Report
Portfolio Details - Cash In Bank
March 31, 2024
Schedule A
Reconciled
Name of Depository Investment Type Bank Balance
Wells Fargo
Wells Fargo
Total
General Account
Wells Fargo Trust MMF-Cash
3,912,046
77,783
3,989,829

Town of Atherton
Treasurer's Report Schedule B
Portfolio Details - Investments
March 31, 2024 Schedule B
See next pages Insight Report

Town of Atherton
Quarterly Treasurer's Report
Cash & Investments Balance By Fund
March 31, 2024
December
Fund No. Fund Name Balance
101
105
610
614
615
616
General Fund
Tennis Fund
Equipment Replacement Fund
Worker's Compensation
General Liability
20,728,382
151,275
911,844
1,935,913
535,747
Employee Benefits 1,959,017
Total Non-Restricted 26,222,178
201
202
203
204
205
209
213
221
401
402
403
406
730
740
Special Tax Fund
County Measure A Fund
Gas Tax Fund
Measure M
Measure W
SLES/COPS Grant
Library Fund
Refuse Rate and Stabilization
GF Projects
547,575
1,608,423
447,212
194,941
820,741
184,906
7,741
552,186
3,011,375
Storm Drainage 32,723
Atherton Channel Drainage District
Facilities Construction
H-P Park Improvement
Tree Committee
1,071,399
331,768
6,637
26,765
Total Restricted 8,844,391
Total Cash & Investments 35,066,569

Town of Atherton
Quarterly Treasurer's Report
Local Agency Investment Fund Summary (LAIF)
March 31, 2024
Date Begin $$$ Contribution Earnings Expenses Distribution Ending $$$ Date 3/1/2024 11,549,423 3,500,000 - 15,049,423 3/31/2024

Town of Atherton
Quarterly Treasurer's Report
PARS Trust Account Summary
March 31, 2024
Date Begin $$$ Contribution Earnings
184,176
Expenses
(3,911)
Distribution Ending $$$ Date
3/1/2024 8,563,973 (35,427) 8,708,811 3/31/2024 (*)
* Recent available PARS report

FOR PROFESSIONAL CLIENTS ONLY

NOT TO BE REPRODUCED WITHOUT PRIOR WRITTEN APPROVAL

PLEASE REFER TO ALL RISK DISCLOSURES AT THE BACK OF THIS DOCUMENT

TOWN OF ATHERTON
Treasurers Report Schedule B
March 2024

Contents
Fixed income market review
Activity and performance summary
Recap of securities held
3 4
6 Maturity distribution of securities held
Securities held
7 8
GASB 40 - Deposit and investment risk disclosure
Securities purchased
11 14
15 16
18 19
Securities sold and matured
Detail of return and interest received
Transaction report
Additional information

FIXED INCOME MARKET
REVIEW

TOWN OF ATHERTON
As of March 31, 2024
Chart 1: The Fed’s “dot plot” remained largely unchanged Economic Indicators and Monetary Policy The Federal Reserve left the Fed Funds Rate and its quantitative tightening operations unchanged at the March meeting. The “dot plot” continued to project three rate hikes in 2024, albeit reflecting one less cut over 2025 and 2026, and its economic forecasts were largely unchanged. (Chart 1.) Some members raised their estimate of the neutral or longer run equilibrium rate, although this only nudged the median estimate up slightly from 2.5% to 2.6%.

Chair Powell signaled an announcement that tapering the pace of QT will come “fairly soon .

CPI increased from 0.3% to 0.4%, pushing the year-on-year rate up from 3.1% to 3.2%. Core CPI remained at 0.4% and the year-on-year figure decreased from 3.9 % to 3.8%. Rising energy prices in February helped inflation accelerate slightly at the headline level. Overall, the main drivers of inflation continue to be the core services categories (which include shelter and supercore services), which accounted for 97% of the rise in CPI on a year-on-year basis.

Supercore services remained relatively high, supported in particular by an acceleration in transportation services. Encouragingly, the shelter component moderated on a year-overSource: Federal Reserve, Bloomberg Insight, March 31, 2024 year basis, reaching the lowest level since July 2022.

The third estimate of Q4 GDP was revised up to 3.4%, from 3.2% last month and was also higher than the 3.3% initial estimate. (Chart 2.) The main reason was a significant upward revision in consumption, although business investment was once again revised down slightly.

Chart 2: Q4 GDP was revised up again
The US economy added 275,000 jobs in February, above consensus for 200,000. The prior two months were revised down by 160,000. Private jobs were up a solid 223,000 with strength concentrated in services including 58,000 in leisure and hospitality. Temporary help continued to decline at -15,000, indicating some loosening in conditions. The unemployment rate rose from 3.7% to 3.9% the highest since late 2020 while the labor force participation rate was unchanged at 62.5%.

Interest Rate Summary
Yields generally fell slightly during the month. At the end of March, the 3-month US Treasury bill yielded 5.38%, the 6-month US Treasury bill yielded 5.33%, the 2-year US Treasury note yielded 4.62%, the 5-year US Treasury note yielded 4.21% and the 10-year US Treasury note yielded 4.20%.

Source: Bureau of Economic Analysis, FRED, Insight, March 31, 2024 3

ACTIVITY AND PERFORMANCE

SUMMARY
For the period March 1, 2024 - March 31, 2024
Amortized Cost Basis Activity Summary

TOWN OF ATHERTON
Detail of Amortized Cost Basis Return
Interest
earned
Accretion
(amortization)
Realized
gain (loss)
Total
income
Opening balance 16,308,393.73
Income received 37,068.32
Total receipts 37,068.32

0.00 Cash and Cash Equivalents
Corporate Bonds
Government Agencies
Government Bonds
Total
220.45
12,641.15
7,955.56

0.00 6,128.18
8,232.94
12,231.83
26,592.95

0.00 0.00

0.00 0.00

0.00 220.45
18,769.33
16,188.50
26,213.90
61,392.18
Total disbursements
Interportfolio transfers
Total Interportfolio transfers
Realized gain (loss)

0.00 13,982.07
34,799.23

0.00 0.00
Change in accruals from security movement
Total amortization expense
Total OID/MKT accretion income
Return of capital

0.00 (1,727.73)
28,320.68

0.00 Closing balance 16,372,055.00
16,281,886.15
(90,168.85)
Ending fair value
Unrealized gain (loss)
Comparative Rates of Return (%) Summary of Amortized Cost Basis Return for the Period * Twelve * Six * One month Total portfolio
month trailing month trailing
Fed Funds 5.24

5.28 5.23

5.15 5.13

4.63 4.15

2.64 2.66

2.62 2.57

2.51 2.30

2.12 0.44

0.44 0.44

0.43 0.41

0.38 0.35
Interest earned 34,799.23
26,592.95

0.00 Overnight Repo Accretion (amortization)
Realized gain (loss) on sales
Total income on portfolio
Average daily amortized cost
Period return (%)
Merrill Lynch 3m US Treas Bill
Merrill Lynch 6m US Treas Bill
ML 1 Year US Treasury Note
ML 2 Year US Treasury Note
ML 5 Year US Treasury Note
61,392.18
16,341,277.52

0.37 YTD return (%) 1.04
Weighted average final maturity in days 0
* rates reflected are cumulative
4

ACTIVITY AND PERFORMANCE

SUMMARY
For the period March 1, 2024 - March 31, 2024
Fair Value Basis Activity Summary

TOWN OF ATHERTON
Detail of Fair Value Basis Return
Interest
earned
Change in
fair value
Total
income
Opening balance 16,219,686.14
Income received 37,068.32
Total receipts 37,068.32

0.00 Cash and Cash Equivalents
Corporate Bonds
Government Agencies
Government Bonds
Total
220.45
12,641.15
7,955.56

0.00 8,150.84
5,143.75
11,837.10
25,131.69
220.45
20,791.99
13,099.31
25,819.17
59,930.92
Total disbursements
Interportfolio transfers 0.00
13,982.07
34,799.23
Total Interportfolio transfers
Unrealized gain (loss) on security movements
Change in accruals from security movement
Return of capital

0.00 0.00

0.00 0.00
Change in fair value for the period
Ending fair value
25,131.69
16,281,886.15
Comparative Rates of Return (%) Summary of Fair Value Basis Return for the Period * Twelve * Six * One month Total portfolio
month trailing month trailing
Fed Funds 5.24

5.28 5.24

5.22 4.30

2.97 2.42

2.64 2.66

2.68 2.75

2.63 2.79

3.08 0.44

0.44 0.45

0.45 0.39

0.32 0.36
Interest earned 34,799.23
25,131.69
59,930.92
16,366,299.37

0.37 Overnight Repo Change in fair value
ICE Bofa 3 Months US T-BILL
ICE Bofa 6m US Treas Bill
ICE Bofa 1 Yr US Treasury Note
ICE BofA US Treasury 1-3
ICE BofA US Treasury 1-5
Total income on portfolio
Average daily total value *
Period return (%)
YTD return (%) 0.38
Weighted average final maturity in days 0
* rates reflected are cumulative * Total value equals market value and accrued interest 5

RECAP OF SECURITIES
HELD

TOWN OF ATHERTON
As of March 31, 2024
Historical
cost
Amortized
cost
Fair value Unrealized
gain (loss)
Weighted Percent
average of
final portfolio
maturity (days)
Weighted
average
effective
duration (years)
Cash and Cash Equivalents
Corporate Bonds
77,783.35
4,651,548.50
4,334,886.75
7,040,881.44
77,783.35
4,733,883.45
4,413,603.71
7,146,784.49
16,372,055.00
77,783.35
4,716,599.15
4,376,134.68
7,111,368.97
16,281,886.15

0.00 (17,284.30)
(37,469.03)
(35,415.52)
(90,168.85)
1 0.48

28.88 0.00

1.86 1.94

2.21 2.03
0 0
0 0
Government Agencies
Government Bonds

26.92 43.72
Total 16,105,100.04 100.00
Portfolio diversification (%)
Cash and Cash Equivalents
Corporate Bonds

0.48 28.88

26.92 43.72
Government Agencies
Government Bonds
6

MATURITY DISTRIBUTION OF SECURITIES
HELD

TOWN OF ATHERTON
As of March 31, 2024
Maturity Historic cost Percent
Under 90 days
90 to 179 days
180 days to 1 year
1 to 2 years
577,053.35
471,975.00
480,509.49
6,518,997.59
4,186,377.84
2,786,050.72
1,084,136.05

0.00 3.58

2.93 2.98

40.48 25.99

17.30 6.73
2 to 3 years
3 to 4 years
4 to 5 years
Over 5 years 0.00
16,105,100.04 100.00
Maturity distribution

8.00 6.00

4.00 2.00

0.00 7

SECURITIES
HELD

TOWN OF ATHERTON
As of March 31, 2024
Cusip Description Coupon Maturity/
Call date
Par value or
shares
Historical cost Amortized cost Fair value Unrealized Total accrued Port
interest cost
%
gain
(loss)
Cash and Cash Equivalents
Cash and Cash Equivalents 0.000 77,783.35 77,783.35 77,783.35 77,783.35 0.00 0.00 0.48 Total Cash and Cash Equivalents 77,783.35 77,783.35 77,783.35 77,783.35 0.00 0.00 0.48 Corporate Bonds
717081DM2
02665WDS7
24422EVK2
037833EB2
06051GFX2
94988J6D4
437076BN1
89236TKL8
46647PDA1
PFIZER INC 3.4% 15MAY2024 3.400 05/15/2024

0.550 07/12/2024

0.700 01/15/2026
500,000.00
500,000.00
500,000.00
650,000.00
650,000.00
400,000.00
400,000.00
650,000.00
600,000.00
4,850,000.00
499,270.00
471,975.00
439,170.00
593,749.00
623,493.00
397,028.00
366,260.00
671,703.50
588,900.00
4,651,548.50
499,946.76
495,758.83
466,147.24
612,499.33
630,133.19
397,558.41
372,067.45
670,400.98
589,371.26
4,733,883.45
498,637.69
493,038.75
464,379.59
603,092.04
630,373.10
402,809.86
375,252.02
662,588.36
586,427.74
4,716,599.15
(1,309.07)
(2,720.08)
(1,767.65)
(9,407.29)
239.91
6,422.22
603.47

3.10 2.93

2.73 3.69

3.87 2.47

2.27 4.17

3.66 AMERICAN HONDA FINANCE 0.55% 12JUL2024
JOHN DEERE CAPITAL CORP 0.7% 15JAN2026
APPLE INC 0.7% 08FEB2026 (CALLABLE
08JAN26)
BANK OF AMERICA CORP 3.5% 19APR2026
738.89

0.700 02/08/2026
01/08/2026
669.86

3.500 04/19/2026 10,237.50
3,270.00
377.78
WELLS FARGO BANK NA 5.45% 07AUG2026
(CALLABLE
07JUL26)

5.450 08/07/2026
07/07/2026
5,251.45
HOME DEPOT INC 2.125% 15SEP2026
(CALLABLE
15JUN26)

2.125 09/15/2026
06/15/2026
3,184.57
TOYOTA MOTOR CREDIT CORP 5.45%
10NOV2027

5.450 11/10/2027 (7,812.62)
(2,943.52)
(17,284.30)
13,874.79
JPMORGAN CHASE & CO 4.323% 26APR2028 11,167.75
(CALLABLE
26APR27)

4.323 04/26/2028
04/26/2027
Total Corporate Bonds 47,362.26 28.88
8

SECURITIES
HELD

TOWN OF ATHERTON
As of March 31, 2024
Cusip Description Coupon Maturity/
Call date
Par value or
shares
Historical cost Amortized cost Fair value Unrealized Total accrued Port
interest cost
%
gain
(loss)
Government Agencies
3134GW3X2
3134GXCS1
3134A2HG6
3130AV6J6
3134GXCJ1
3135G0Q22
3133EPK79
FREDDIE MAC 0.625% 27OCT2025 (CALLABLE
27APR24)

0.625 10/27/2025
04/27/2024
600,000.00
600,000.00
750,000.00
750,000.00
500,000.00
650,000.00
750,000.00
4,600,000.00
548,910.00
547,626.00
675,172.50
758,133.75
451,345.00
606,047.00
747,652.50
4,334,886.75
567,081.78
565,680.03
700,983.39
755,324.05
465,303.77
611,324.82
747,905.87
4,413,603.71
561,370.55
559,732.38
692,472.27
747,220.06
457,742.82
609,523.68
748,072.92
4,376,134.68
(5,711.23)
(5,947.65)
(8,511.12)
(8,103.99)
(7,560.95)
(1,801.14)
167.05
1,604.17
1,312.50

0.00 3.41

3.40 4.19

4.71 2.80

3.76 4.64
FREDDIE MAC 0.625% 25NOV2025
(CALLABLE
25NOV24)

0.625 11/25/2025
11/25/2024
FREDDIE MAC 0% 11DEC2025 0.000 12/11/2025
FEDERAL HOME LOAN BANK 4.5% 13MAR2026 4.500 03/13/2026
FREDDIE MAC 0.65% 28MAY2026 (CALLABLE
28NOV24)
FANNIE MAE 1.875% 24SEP2026
1,687.50
1,110.42
236.98

0.650 05/28/2026
11/28/2024

1.875 09/24/2026
FEDERAL FARM CREDIT BANK 4.375% 4.375 12/07/2026
07DEC2026
10,390.63
Total Government Agencies (37,469.03) 16,342.20 26.92
Government Bonds
912828YV6
91282CGU9
912828XZ8
91282CAJ0
USA TREASURY 1.5% 30NOV2024 1.500 11/30/2024

3.875 03/31/2025

2.750 06/30/2025

0.250 08/31/2025
500,000.00
500,000.00
350,000.00
350,000.00
480,509.49
490,782.92
337,409.38
326,062.89
487,583.07
493,324.93
342,303.86
330,192.62
487,905.28
494,394.53
340,990.23
328,207.03
322.21
1,069.60
2,500.00
9,687.50
2,406.25

73.71 2.98

3.05 2.10

2.02 USA TREASURY 3.875% 31MAR2025
USA TREASURY 2.75% 30JUN2025
USA TREASURY 0.25% 31AUG2025
(1,313.63)
(1,985.59)
9

SECURITIES
HELD

TOWN OF ATHERTON
As of March 31, 2024
Cusip Description Coupon Maturity/
Call date
Par value or
shares
Historical cost Amortized cost Fair value Unrealized Total accrued Port
interest cost
%
gain
(loss)
Government Bonds
91282CFK2
91282CBC4
91282CDK4
91282CEC1
91282CEN7
91282CEW7
91282CFH9
91282CGH8
91282CHK0
USA TREASURY 3.5% 15SEP2025 3.500 09/15/2025

0.375 12/31/2025

1.250 11/30/2026

1.875 02/28/2027

2.750 04/30/2027

3.250 06/30/2027

3.125 08/31/2027

3.500 01/31/2028

4.000 06/30/2028
750,000.00
1,200,000.00
500,000.00
580,000.00
700,000.00
500,000.00
500,000.00
500,000.00
500,000.00
738,899.00
1,063,082.15
453,906.25
540,646.09
653,053.13
488,243.86
482,071.99
490,978.24
495,236.05
744,153.33
1,124,524.18
464,704.94
542,446.13
658,770.31
489,225.05
482,828.74
491,436.66
495,290.67
736,113.29
1,113,234.37
459,902.35
539,875.78
666,859.38
483,046.88
480,527.35
485,605.47
494,707.03
(8,040.04)
(11,289.81)
(4,802.59)
(2,570.35)
8,089.07
1,141.30
1,125.00
2,083.33
916.10

4.59 6.60

2.82 3.36

4.05 3.03

2.99 3.05

3.08 USA TREASURY 0.375% 31DEC2025
USA TREASURY 1.25% 30NOV2026
USA TREASURY 1.875% 28FEB2027
USA TREASURY 2.75% 30APR2027
USA TREASURY 3.25% 30JUN2027
USA TREASURY 3.125%
31AUG2027
USA TREASURY 3.5% 31JAN2028
USA TREASURY 4% 30JUN2028
8,038.46
4,062.50
1,316.24
2,884.62
5,000.00
(6,178.17)
(2,301.39)
(5,831.19)
(583.64)
Total Government Bonds
Grand total
7,430,000.00
16,957,783.35
7,040,881.44
16,105,100.04
7,146,784.49 7,111,368.97
16,281,886.15
(35,415.52)
(90,168.85)
41,235.01 43.72
16,372,055.00 104,939.47 100.00
10

GASB 40 - DEPOSIT AND INVESTMENT RISK

DISCLOSURE

TOWN OF ATHERTON
As of March 31, 2024
Cusip Description Coupon Maturity
date
Call date S&P
rating
Moody
rating
Par value or
shares
Historical % Portfolio Market
value
% Portfolio
mkt value
Effective
cost hist cost dur (yrs)
United States Treasury Note/Bond
912828YV6 USA TREASURY 1.5%
91282CGU9 USA TREASURY 3.875%
912828XZ8 USA TREASURY 2.75%
91282CAJ0 USA TREASURY 0.25%
91282CFK2 USA TREASURY 3.5%
91282CBC4 USA TREASURY 0.375%
91282CDK4 USA TREASURY 1.25%
91282CEC1 USA TREASURY 1.875%
91282CEN7 USA TREASURY 2.75%
91282CEW7 USA TREASURY 3.25%
91282CFH9 USA TREASURY 3.125%
91282CGH8 USA TREASURY 3.5%
91282CHK0 USA TREASURY 4%

1.500 11/30/2024

3.875 03/31/2025

2.750 06/30/2025

0.250 08/31/2025

3.500 09/15/2025

0.375 12/31/2025

1.250 11/30/2026

1.875 02/28/2027

2.750 04/30/2027

3.250 06/30/2027

3.125 08/31/2027

3.500 01/31/2028

4.000 06/30/2028
AA+
AA+
AA+
AA+
AA+
AA+
AA+
AA+
AA+
AA+
AA+
AA+
AA+
Aaa
Aaa
Aaa
Aaa
Aaa
Aaa
Aaa
Aaa
Aaa
Aaa
Aaa
Aaa
Aaa
500,000.00
500,000.00
350,000.00
350,000.00
750,000.00
1,200,000.00
500,000.00
580,000.00
700,000.00
500,000.00
500,000.00
500,000.00
500,000.00
480,509.49
490,782.92
337,409.38
326,062.89
738,899.00
1,063,082.15
453,906.25
540,646.09
653,053.13
488,243.86
482,071.99
490,978.24
495,236.05

2.98 3.05

2.10 2.02

4.59 6.60

2.82 3.36

4.05 3.03

2.99 3.05

3.08 487,905.28
494,394.53
340,990.23
328,207.03
736,113.29
1,113,234.37
459,902.35
539,875.78
666,859.38
483,046.88
480,527.35
485,605.47
494,707.03

3.00 3.04

2.09 2.02

4.52 6.84

2.82 3.32

4.10 2.97

2.95 2.98

3.04 0.66

0.95 1.20

1.38 1.39

1.70 2.55

2.77 2.86

3.00 3.17

3.50 3.81
Issuer total 7,430,000.00 7,040,881.44 43.72 7,111,368.97 43.68 2.21 Federal Home Loan Mortgage Corp
3134GW3X2 FREDDIE MAC

0.625%
3134GXCS1 FREDDIE MAC

0.625%
3134A2HG6 FREDDIE MAC 0%

0.625 10/27/2025 04/27/2024

0.625 11/25/2025 11/25/2024

0.000 12/11/2025
AA+
AA+
AA+
AA+
Aaa
Aaa
Aaa
Aaa
600,000.00
600,000.00
750,000.00
500,000.00
548,910.00
547,626.00
675,172.50
451,345.00

3.41 3.40

4.19 2.80
561,370.55
559,732.38
692,472.27
457,742.82

3.45 3.44

4.25 2.81

1.51 1.59

1.65 3134GXCJ1 FREDDIE MAC 2.09

0.65%

0.650 05/28/2026 11/28/2024
Issuer total 2,450,000.00 2,223,053.50 13.80 2,271,318.02 13.95 1.69 Federal Farm Credit Banks Funding Corp
3133EPK79 FEDERAL FARM
CREDIT

4.375 12/07/2026 AA+ Aaa 750,000.00 747,652.50 4.64 748,072.92 4.59 2.47 Issuer total 750,000.00 747,652.50 4.64 748,072.92 4.59 2.47 11

GASB 40 - DEPOSIT AND INVESTMENT RISK

DISCLOSURE

TOWN OF ATHERTON
As of March 31, 2024
Cusip Description Coupon Maturity
date
Call date S&P
rating
Moody
rating
Par value or
shares
Historical % Portfolio Market
value
% Portfolio
mkt value
Effective
cost hist cost dur (yrs)
Federal Home Loan Banks
3130AV6J6 FEDERAL HOME
LOAN

4.500 03/13/2026

5.450 11/10/2027

3.500 04/19/2026
AA+
A+
AAaa
A1
750,000.00 758,133.75 4.71 747,220.06 4.59 1.83
Issuer total 750,000.00 758,133.75 4.71 747,220.06 4.59 1.83 Toyota Motor Credit Corp
89236TKL8 TOYOTA MOTOR
CREDIT
650,000.00 671,703.50 4.17 662,588.36 4.07 3.17
Issuer total 650,000.00 671,703.50 4.17 662,588.36 4.07 3.17 Bank of America Corp
06051GFX2 BANK OF AMERICA
CORP
A1 650,000.00 623,493.00 3.87 630,373.10 3.87 1.91
Issuer total 650,000.00 623,493.00 3.87 630,373.10 3.87 1.91 Federal National Mortgage Association
3135G0Q22 FANNIE MAE 1.875% 1.875 09/24/2026 AA+
AA+
AAaa
Aaa
A1
650,000.00 606,047.00 3.76 609,523.68 3.74 2.37
Issuer total 650,000.00 606,047.00 3.76 609,523.68 3.74 2.37 Apple Inc
037833EB2 APPLE INC 0.7% 0.700 02/08/2026 01/08/2026

4.323 04/26/2028 04/26/2027

3.400 05/15/2024
650,000.00 593,749.00 3.69 603,092.04 3.70 1.80
Issuer total 650,000.00 593,749.00 3.69 603,092.04 3.70 1.80 JPMorgan Chase & Co
46647PDA1 JPMORGAN CHASE &
CO
600,000.00 588,900.00 3.66 586,427.74 3.60 2.77
Issuer total 600,000.00 588,900.00 3.66 586,427.74 3.60 2.77 Pfizer Inc
717081DM2 PFIZER INC 3.4% A A2 500,000.00 499,270.00 3.10 498,637.69 3.06 0.13 Issuer total 500,000.00 499,270.00 3.10 498,637.69 3.06 0.13 12

GASB 40 - DEPOSIT AND INVESTMENT RISK

DISCLOSURE

TOWN OF ATHERTON
As of March 31, 2024
Cusip Description Coupon Maturity
date
Call date S&P
rating
Moody
rating
Par value or
shares
Historical % Portfolio Market
value
% Portfolio
mkt value
Effective
cost hist cost dur (yrs)
American Honda Finance Corp
02665WDS7 AMERICAN HONDA 0.550 07/12/2024

0.700 01/15/2026
AAA3
A1
500,000.00 471,975.00 2.93 493,038.75 3.03 0.28
Issuer total 500,000.00 471,975.00 2.93 493,038.75 3.03 0.28 John Deere Capital Corp
24422EVK2 JOHN DEERE

CAPITAL
500,000.00 439,170.00 2.73 464,379.59 2.85 1.73
Issuer total 500,000.00 439,170.00 2.73 464,379.59 2.85 1.73 Wells Fargo Bank NA
94988J6D4 WELLS FARGO BANK
NA

5.450 08/07/2026 07/07/2026

2.125 09/15/2026 06/15/2026

0.000
A+ Aa2
A2
400,000.00 397,028.00 2.47 402,809.86 2.47 2.11
Issuer total 400,000.00 397,028.00 2.47 402,809.86 2.47 2.11 Home Depot Inc/The
437076BN1 HOME DEPOT INC 2.125% A 400,000.00 366,260.00 2.27 375,252.02 2.30 2.31 Issuer total 400,000.00 366,260.00 2.27 375,252.02 2.30 2.31 Cash and Cash Equivalents
CASH 77,783.35
77,783.35
77,783.35
77,783.35

0.00 0.00
77,783.35
77,783.35

0.48 0.48

0.00 0.00

2.03 Issuer total
Grand total 16,957,783.35 16,105,100.04 100.00 16,281,886.15 100.00 13

SECURITIES

PURCHASED

TOWN OF ATHERTON
For the period March 1, 2024 - March 31, 2024
Cusip Description / Broker Trade date
Settle date
Coupon Maturity/
Call date
Par value or
shares
Unit cost Principal
cost
Accrued
interest
Government Bonds
91282CHK0 USA TREASURY 4% 30JUN2028

BMO CAPITAL MARKETS

LIMITED
03/13/2024
03/15/2024

4.000 06/30/2028 500,000.00 99.05 (495,236.05) (4,120.88) Total Government Bonds
Grand total
500,000.00
500,000.00
(495,236.05)
(495,236.05)
(4,120.88)
Grand total (4,120.88)
14

SECURITIES SOLD AND

MATURED

TOWN OF ATHERTON
For the period March 1, 2024 - March 31, 2024
Cusip Description / Broker Trade date Coupon
Settle date
Maturity/
Call date
Par value or Historical cost Amortized cost Price Fair value at sale or
Realized
gain
Accrued
interest
sold
shares at sale or
maturity maturity (loss)
Government Bonds
91282CBR1 UNITED STATES TREAS NTS
DTD
03/15/2021 .25% 03-15-2024
03/15/2024
03/15/2024

0.250 (500,000.00) 495,607.14 500,000.00 0.00 500,000.00 0.00 0.00 Total (Government Bonds)
Grand total
(500,000.00)
(500,000.00)
495,607.14
495,607.14
500,000.00
500,000.00
500,000.00
500,000.00

0.00 0.00

0.00 0.00
15

DETAIL OF RETURN AND INTEREST

RECEIVED

TOWN OF ATHERTON
For the period March 1, 2024 - March 31, 2024
Cusip Description Accretion
(amortization)
Realized gain
(loss)
Change in fair
value
Interest earned Interest received
Cash
Cash and Cash Equivalents 0.00 0.00 0.00 220.45 220.45
Total Cash 0.00 0.00 0.00 220.45 220.45
Corporate Bonds
02665WDS7
037833EB2
06051GFX2
437076BN1
24422EVK2
46647PDA1
717081DM2
89236TKL8
94988J6D4
AMERICAN HONDA FINANCE 0.55%
12JUL2024
1,247.41
1,684.16
806.50
946.87
1,574.55
217.50

35.50 0.00

0.00 0.00

0.00 0.00

0.00 0.00

0.00 0.00

0.00 2,080.93
2,221.80
228.57
244.44
404.44

0.00 APPLE INC 0.7% 08FEB2026 (CALLABLE 0.00
08JAN26)
BANK OF AMERICA CORP 3.5% 19APR2026
2,022.22
755.56

0.00 HOME DEPOT INC 2.125% 15SEP2026 (CALLABLE
15JUN26)
JOHN DEERE CAPITAL CORP 0.7% 15JAN2026
1,289.45
1,574.79
918.54
4,250.00
311.11 0.00
JPMORGAN CHASE & CO 4.323% 26APR2028 (CALLABLE
26APR27)
PFIZER INC 3.4% 15MAY2024
2,305.60
1,511.11
3,148.89
1,937.78
12,641.15

0.00 803.30 0.00
TOYOTA MOTOR CREDIT CORP 5.45% 10NOV2027
WELLS FARGO BANK NA 5.45% 07AUG2026 (CALLABLE
07JUL26)
(470.79)

86.48 (349.94)
(616.60)
8,150.84

0.00 0.00
Total Corporate Bonds 6,128.18 4,250.00
Government Agencies
3135G0Q22
3133EPK79
3130AV6J6
3134A2HG6
3134GXCS1
3134GW3X2
FANNIE MAE 1.875% 24SEP2026 1,297.82

64.96 0.00

0.00 0.00

0.00 0.00

0.00 260.80
(729.68)
(193.06)
2,817.02
1,130.39
987.19
1,083.33
2,916.67
3,000.00

0.00 6,093.75
FEDERAL FARM CREDIT BANK 4.375% 0.00
07DEC2026
FEDERAL HOME LOAN BANK 4.5% 13MAR2026
FREDDIE MAC 0% 11DEC2025
(227.20)
2,287.34
1,730.42
1,741.70
16,875.00

0.00 FREDDIE MAC 0.625% 25NOV2025 (CALLABLE
25NOV24)
FREDDIE MAC 0.625% 27OCT2025 (CALLABLE
27APR24)
333.33
333.34

0.00 0.00
16

DETAIL OF RETURN AND INTEREST

RECEIVED

TOWN OF ATHERTON
For the period March 1, 2024 - March 31, 2024
Cusip Description Accretion
(amortization)
Realized gain
(loss)
Change in fair
value
Interest earned Interest received
Government Agencies
3134GXCJ1 FREDDIE MAC 0.65% 28MAY2026 (CALLABLE
28NOV24)
1,337.90 0.00 871.09 288.89 0.00
Total Government Agencies 8,232.94 0.00 5,143.75 7,955.56 22,968.75 Government Bonds
91282CBR1
91282CAJ0
91282CBC4
91282CDK4
912828YV6
91282CEC1
91282CEN7
912828XZ8
91282CFH9
91282CEW7
91282CFK2
91282CGH8
91282CGU9
91282CHK0
UNITED STATES TREAS NTS DTD 03/15/2021 .25% 03-15-
2024

76.98 1,185.39
3,655.86
1,123.35
1,577.56
1,094.14
1,136.10
523.21

0.00 0.00

0.00 0.00

0.00 0.00

0.00 0.00

0.00 0.00

0.00 0.00

0.00 0.00

0.00 0.00
988.18
1,052.73
3,046.87
1,035.16
1,381.84
1,019.53
792.97

51.51 73.71
625.00
USA TREASURY 0.25% 31AUG2025 0.00
USA TREASURY 0.375% 31DEC2025
USA TREASURY 1.25% 30NOV2026
USA TREASURY 1.5% 30NOV2024
USA TREASURY 1.875% 28FEB2027
USA TREASURY 2.75% 30APR2027
USA TREASURY 2.75% 30JUN2025
USA TREASURY 3.125% 31AUG2027
USA TREASURY 3.25% 30JUN2027
USA TREASURY 3.5% 15SEP2025
USA TREASURY 3.5% 31JAN2028
USA TREASURY 3.875% 31MAR2025
USA TREASURY 4% 30JUN2028
383.24 0.00
529.37 0.00
635.25 0.00
916.10 0.00
1,639.42
819.71

0.00 382.81 0.00
426.53 742.19 1,316.24
1,383.93
2,223.03
1,490.39
1,641.05
879.12

0.00 281.64 449.22 0.00
340.05 556.65 13,125.00
189.48 625.00 0.00
566.92 292.97 0.00

54.62 (529.02)
11,837.10
25,131.69

0.00 Total Government Bonds
Grand total
12,231.83
26,592.95
13,982.07
34,799.23
13,750.00
41,189.20
17

TRANSACTION
REPORT

TOWN OF ATHERTON
For the period March 1, 2024 - March 31, 2024
Trade date Cusip
Settle date
Transaction Sec type Description Maturity Par value or
shares
Realized
gain(loss)
Principal Interest Transaction total
03/13/2024 3130AV6J6 Income
03/13/2024
Government Agencies
Government Bonds
Corporate Bonds

FEDERAL HOME LOAN BANK
USA TREASURY 4%
30JUN2028
HOME DEPOT INC 2.125%

UNITED STATES TREAS NTS

UNITED STATES TREAS NTS
USA TREASURY 3.5%
03/13/2026
06/30/2028
09/15/2026
03/15/2024
03/15/2024
09/15/2025
09/24/2026
750,000.00
500,000.00
400,000.00
500,000.00
(500,000.00)
750,000.00
650,000.00

0.00 0.00

0.00 0.00

0.00 0.00

0.00 0.00

0.00 0.00
(495,236.05)

0.00 16,875.00
(4,120.88)
4,250.00
625.00
16,875.00
(499,356.93)
4,250.00
03/13/2024 91282CHK0 Bought
03/15/2024
03/15/2024 437076BN1 Income
03/15/2024
03/15/2024 91282CBR1 Income
03/15/2024
Government Bonds
Government Bonds
Government Bonds
Government Agencies

0.00 625.00
03/15/2024 91282CBR1 Capital Change
03/15/2024
500,000.00

0.00 0.00 500,000.00
13,125.00
6,093.75
03/15/2024 91282CFK2 Income
03/15/2024
13,125.00
6,093.75
220.45
03/24/2024 3135G0Q22 Income
03/24/2024
FANNIE MAE 1.875% 0.00
03/31/2024 Income Cash and Cash Equivalents Cash 0.00 220.45 18

ADDITIONAL

INFORMATION

TOWN OF ATHERTON
As of March 31, 2024
Past performance is not a guide to future performance. The value of investments and any income from them will fluctuate and is not guaranteed (this may partly be due to exchange rate changes) and investors may not get back the amount invested. Transactions in foreign securities may be executed and settled in local markets. Performance comparisons will be affected by changes in interest rates. Investment returns fluctuate due to changes in market conditions. Investment involves risk, including the possible loss of principal. No assurance can be given that the performance objectives of a given strategy will be achieved. The information contained herein is for your reference only and is being provided in response to your specific request and has been obtained from sources believed to be reliable; however, no representation is made regarding its accuracy or completeness. This document must not be used for the purpose of an offer or solicitation in any jurisdiction or in any circumstances in which such offer or solicitation is unlawful or otherwise not permitted. This document should not be duplicated, amended, or forwarded to a third party without consent from Insight. This is a marketing document intended for professional clients only and should not be made available to or relied upon by retail clients Investment advisory services in North America are provided through two different SEC-registered investment advisers using the brand Insight Investment: Insight North America LLC (INA) and Insight Investment International Limited (IIIL). The North American investment advisers are associated with a broader group of global investment managers that also (individually and collectively) use the corporate brand Insight Investment and may be referred to as Insight, Insight Group or Insight Investment.

INA is an investment adviser registered with the Securities and Exchange Commission (SEC), under the Investment Advisers Act of 1940, as amended. Registration with the SEC does not imply a certain level of skill or training.

You may request, without charge, additional information about Insight. Moreover, specific information relating to Insights strategies, including investment advisory fees, may be obtained from INA's Form ADV Part 2A, which is available without charge upon request.

Where indicated, performance numbers used in the analysis are gross returns. The performance reflects the reinvestment of all dividends and income. INA charges management fees on all portfolios managed and these fees will reduce the returns on the portfolios. For example, assume that $30 million is invested in an account with INA, and this account achieves a 5.0% annual return compounded monthly, gross of fees, for a period of five years.

At the end of five years that account would have grown to $38,500,760 before the deduction of management fees. Assuming management fees of 0.25% per year are deducted monthly from the account, the value at the end of the five year period would be $38,022,447. Actual fees for new accounts are dependent on size and subject to negotiation. INA's investment advisory fees are discussed in Part 2A of its Form ADV.

Unless otherwise stated, the source of information is Insight. Any forecasts or opinions are Insight’s own at the date of this document (or as otherwise specified) and may change. Material in this publication is for general information only and is not advice, investment advice, or the recommendation of any purchase or sale of any security. Insight makes no implied or expressed recommendations concerning the manner in which an account should or would be handled, as appropriate investment strategies depend upon specific investment guidelines and objectives and should not be construed to be an assurance that any particular security in a strategy will remain in any fund, account, or strategy, or that a previously held security will not be repurchased. It should not be assumed that any of the security transactions or holdings referenced herein have been or will prove to be profitable or that future investment decisions will be profitable or will equal or exceed the past investment performance of the securities listed.

Please compare the information provided in this statement to the information provided in the statement received from your Custodian.

For trading activity the Clearing broker will be reflected. In certain cases the Clearing broker will differ from the Executing broker.

In calculating ratings distributions and weighted average portfolio quality, Insight assigns U.S Treasury and U.S agency securities a quality rating based on the methodology used within the respective benchmark index. When Moody’s, S&P and Fitch rate a security, Bank of America and Merrill Lynch indexes assign a simple weighted average statistic while Barclays indexes assign the median statistic. Insight assigns all other securities the lower of Moody’s and S&P ratings.

Information about the indices shown here is provided to allow for comparison of the performance of the strategy to that of certain well-known and widely recognized indices. There is no representation that such index is an appropriate benchmark for such comparison. You cannot invest directly in an index and the indices represented do not take into account trading commissions and/or other brokerage or custodial costs. The volatility of the indices may be materially different from that of the strategy. In addition, the strategy’s holdings may differ substantially from the securities that comprise the indices shown.

The ICE BofA 3 Month US T-Bill index is an unmanaged market index of U.S. Treasury securities maturing in 90 days that assumes reinvestment of all income.

The ICE BofA 6 Month US T-Bill index measures the performance of Treasury bills with time to maturity of less than 6 months.

The ICE BofA 1-Year US Treasury Index is a one-security index comprised of the most recently issued 1-year US Treasury note. The index is rebalanced monthly. In order to qualify for inclusion, a 1-year note must be auctioned on or before the third business day before the last business day of the month.

The ICE BofA 3-Year US Treasury Index is a one-security index comprised of the most recently issued 3-year US Treasury note. The index is rebalanced monthly. In order to qualify for inclusion, a 3-year note must be auctioned on or before the third business day before the last business day of the month.

The ICE BofA 5-Year US Treasury Index is a one-security index comprised of the most recently issued 5-year US Treasury note. The index is rebalanced monthly. In order to qualify for inclusion, a 5-year note must be auctioned on or before the third business day before the last business day of the month.

The ICE BofA 1-3 US Year Treasury Index is an unmanaged index that tracks the performance of the direct sovereign debt of the U.S. Government having a maturity of at least one year and less than three years.

The ICE BofA 1-5 US Year Treasury Index is an unmanaged index that tracks the performance of the direct sovereign debt of the U.S. Government having a maturity of at least one year and less than five years. 19

ADDITIONAL

INFORMATION

TOWN OF ATHERTON
As of March 31, 2024
Insight does not provide tax or legal advice to its clients and all investors are strongly urged to consult their tax and legal advisors regarding any potential strategy or investment.

Insight is a group of wholly owned subsidiaries of The Bank of New York Mellon Corporation. BNY Mellon is the corporate brand of The Bank of New York Mellon Corporation and may also be used as a generic term to reference the Corporation as a whole or its various subsidiaries generally. Products and services may be provided under various brand names and in various countries by subsidiaries, affiliates and joint ventures of The Bank of New York Mellon Corporation where authorized and regulated as required within each jurisdiction. Unless you are notified to the contrary, the products and services mentioned are not insured by the FDIC (or by any governmental entity) and are not guaranteed by or obligations of The Bank of New York Mellon Corporation or any of its affiliates. The Bank of New York Corporation assumes no responsibility for the accuracy or completeness of the above data and disclaims all expressed or implied warranties in connection therewith. © 2024 Insight Investment. All rights reserved.
20

Item No. 10
Town of Atherton
CITY COUNCIL STAFF REPORT – PUBLIC HEARING
TO: HONORABLE MAYOR AND CITY COUNCIL

GEORGE RODERICKS, CITY MANAGER
FROM: ANDREAS BOOHER, ASSISTANT CITY ATTORNEY
DATE: JUNE 19, 2024
SUBJECT: CONSIDER ORDINANCE AMENDING CHAPTER 15.19 OF THE

ATHERTON MUNICIPAL CODE (GREEN BUILDING CODE)

RECOMMENDATION
It is recommended that the Town Council introduce by title only and waive the first reading of an Ordinance ("Ordinance"), repealing and replacing Section 15.19.030 of the Atherton Municipal Code ("AMC") for consistency with federal law, as articulated by the Ninth Circuit Court of Appeals ruling in California Restaurant Association v. City of Berkeley.

BACKGROUND
On April 17, 2023, a three-judge panel of the Ninth Circuit Court of Appeals ruled in California Restaurant Association v. City of Berkeley ("Berkeley decision"), that a Berkeley ordinance requiring all-electric new buildings was pre-empted by the federal Energy Policy and Conservation Act of 1975 (EPCA) and was therefore invalid. In May 2023, due to the Ninth Circuit Court’s ruling, the Town suspended enforcement of the all-electric building requirement for new buildings.

On January 2, 2024, the Ninth Circuit Court of Appeals declined to have the case re-heard by the full panel of Ninth Circuit Court judges. In March 2024, the City of Berkley settled the case with CRA, meaning the Ninth Circuit decision stands and effectively bans local jurisdictions from requiring new buildings be all-electric.

As soon as it became clear that the CRA decision would stand, the Town stopped enforcing those provisions of Chapter 15.19 that conflicted with the decision. Namely, this means that the Town stopped requiring newly constructed buildings to be all-electric by prohibiting the installation of natural gas infrastructure.

Staff now recommends repealing and replacing Section 15.19.030 to remove electrification requirements to bring the Atherton Municipal Code in line with the CRA decision.

ANALYSIS
The California Environmental Quality Act, Public Resources Code section 21000, et seq., ("CEQA") requires the Town to examine the potential environmental impacts from the "projects,"

Ordinance Revision Electrification Requirements
JUNE 19, 2024

as that term is defined in CEQA, that the Town approves. CEQA, however, provides for certain categories of projects that are exempt from CEQA review. As set forth in the CEQA Guidelines, the approval of the proposed ordinance would be exempt from CEQA review under the Class 7 and Class 8 exemptions. (CEQA Guidelines, §§ 15307 and 15308.) Class 7 exemptions apply to actions taken by regulatory agencies for the protection of natural resources and Class 8 exemptions apply to actions taken by regulatory agencies for the protection of the environment. The reach code protects both natural resources and the environment by encouraging reductions in the use of fossil fuels, which would reduce the environmental impacts associated with the production, transport, and use of fossil fuels. The reach code also protects both natural resources and the environment by encouraging the reduction in the amount of greenhouse gas emissions, thereby reducing the well-documented impacts to natural resources and the environment from climate change.

FISCAL IMPACT
There is no fiscal impact.

GOAL ALIGNMENT
This Report and its contents are in alignment with the following Council Policy Goals:
• Goal Area F – Be Forward-Thinking, Well-Managed, and Well-Planned

POLICY FOCUS
None

PUBLIC NOTICE
Public notification was achieved by posting the agenda, with this agenda item being listed, at least 72 hours prior to the meeting in print and electronically. Information about the project is also disseminated via the Town’s electronic News Flash and Atherton Online. There are approximately 1,200 subscribers to the Town’s electronic News Flash publications. Subscribers include residents as well as stakeholders –to include, but be not limited to, media outlets, school districts, Menlo Park Fire Protection District, service provides (water, power, and sewer), and regional elected officials.

COMMISSION/COMMITTEE FEEDBACK/REFERRAL
This item has not been before a Town Committee or Commission

ATTACHMENTS

1. Ordinance Amending Section 15.19.030 of the Atherton Municipal Code

ORDINANCE NO. XXX

AN ORDINANCE OF THE CITY COUNCIL OF THE TOWN OF ATHERTON REPEALING AND RE-ENACTING SECTION 15.19.030 OF THE ATHERTON

MUNICIPAL CODE
WHEREAS, the Town of Atherton ("Town") has adopted the 2022 California Green Building Code, and
WHEREAS, the ruling in California Restaurant Association v. City of Berkeley limits how the Town can regulate fuel sources in new buildings; and WHEREAS, the Town now wishes to revise Section 15.19.030 of the Atherton Municipal Code to be consistent with legal requirements imposed by the City of Berkeley decision; The City Council of the Town of Atherton does hereby ordain as follows:

Section 1. PURPOSE AND AUTHORITY
The purpose of this amendment is to repeal and re-enact Section 15.19.030, related to the Town's Green Building Code to make it consistent with federal law as clarified in the City of Berkeley decision.

Section 2. REPEAL AND REENACTMENT OF ATHERTON MUNICIPAL CODE SECTION 15.19.030
Section 15.19.030 is hereby repealed and re-enacted to read as follows:

Part 11 – California Green Building Code (CALGreen)
CHAPTER 2 DEFINITIONS
ADDITION. An extension or increase in floor area of an existing building or structure.

ALL-ELECTRIC BUILDING. A building that contains no combustion equipment or plumbing for combustion equipment serving space heating (including fireplaces), water heating (including pools and spas), cooking appliances (including barbeques), and clothes drying, within the building or building property lines, and instead uses electric heating appliances for service.

ALTERATION OR ALTER. Any construction or renovation to an existing structure other than repair for the purpose of maintenance or addition.

COMBUSTION EQUIPMENT. Any equipment or appliance used for space heating, water heating, cooking, clothes drying and/or lighting that uses fuel gas.

ELECTRIC HEATING APPLIANCE. A device that produces heat energy to create a warm environment by the application of electric power to resistance elements, refrigerant compressors, or dissimilar material junctions, as defined in the California Mechanical Code.

FUEL GAS. A gas that is natural or manufactured, including liquefied petroleum, or a mixture thereof.

NEWLY CONSTRUCTED (or NEW CONSTRUCTION). A newly constructed building (or new construction) does not include additions, alterations, or repairs.

CHAPTER 4 – RESIDENTIAL MANDATORY MEASURES
Division 4.1 PLANNING AND DESIGN
SECTION 4.106

SITE DEVELOPMENT

4.106.5 Readiness to become all-electric buildings. New construction buildings shall comply with Section 4.106.5.1 or 4.106.5.2 so that they are ready to accommodate installation of electric heating appliances.

4.106.5.1. New construction. All newly constructed buildings and Accessory Dwelling Units, Guest Houses and Pool Houses shall be ready to become all-electric buildings.

Tenant improvements shall not be considered new construction. The final determination whether a project meets the definition of substantial reconstruction/alteration shall be made by the local enforcing agency.

Exceptions:

1. Residential Buildings may contain non-electric indoor and outdoor cooking appliances, fireplaces, and outdoor firepits.

2. [repealed]

3. Emergency Generators may utilize fuel gas.
[repealed]4.106.5.2 Requirements for combustion equipment.

Where combustion equipment is allowed under Sections 4.106.5 or 4.106.5.1, the construction drawings shall indicate electrical infrastructure and physical space accommodating the future installation of an electrical heating appliance in the following ways, as certified by a registered design professional or licensed electrical contractor:

1. Branch circuit wiring, electrically isolated and designed to serve all electrical heating appliances in accordance with manufacturer requirements and the California Electrical

Code, including the appropriate voltage, phase, minimum amperage, and an electrical receptacle or junction box within five feet of the appliance that is accessible with no obstructions. Appropriately sized conduit may be installed in lieu of conductors; and

2. Labeling of both ends of the unused conductors or conduit shall be with “For Future Electrical Appliance”; and

3. Reserved circuit breakers in the electrical panel for each branch circuit, appropriately labeled (i.e., “Reserved for Future Electric Range”), and positioned on the opposite end of the panel supply conductor connection; and

4. Connected subpanels, panelboards, switchboards, busbars, and transformers shall be sized to serve the future electrical heating appliances. The electrical capacity requirements shall be adjusted for demand factors in accordance with the California Electric Code; and

5. Physical space for future electrical heating appliances, including equipment footprint, and if needed a pathway reserved for routing of ductwork to heat pump evaporator(s), shall be depicted on the construction drawings. The footprint necessary for future electrical heating appliances may overlap with non-structural partitions and with the location of currently designed combustion equipment.

CHAPTER 5 – NONRESIDENTIAL MANDATORY MEASURES
Division 5.1 PLANNING AND DESIGN
SECTION 5.106 - SITE DEVELOPMENT

5.106.13 Readiness to become all-electric buildings. New construction buildings shall comply with Section 5.106.13.1 or 5.106.13.2 so that they are ready to facilitate future electrification.

5.106.13.1. New construction. All newly constructed nonresidential buildings shall be ready to become all-electric buildings.

Tenant improvements shall not be considered new construction. The final determination whether a project meets the definition of substantial reconstruction/alteration shall be made by the local enforcing agency.

Exceptions:

1. Nonresidential buildings containing kitchens located in a place of public accommodation, as defined in the California Building Code Chapter 2, may install commercial food heatprocessing equipment served by fuel gas.

The applicant shall comply with Section 5.106.13.2.

2. [repealed]

5.106.13.2. Requirements for combustion equipment.

Where combustion equipment is allowed under Sections 5.106.13 or 5.106.13.1, the construction drawings shall indicate electrical infrastructure and physical space accommodating the future installation of an electrical heating appliance in the following ways, as certified by a registered design professional or licensed electrical contractor:

1. Branch circuit wiring, electrically isolated and designed to serve all electrical heating appliances in accordance with manufacturer requirements and the California Electrical Code, including the appropriate voltage, phase, minimum amperage, and an electrical receptacle or junction box within five feet of the appliance that is accessible with no obstructions. Appropriately sized conduit may be installed in lieu of conductors; and

2. Labeling of both ends of the unused conductors or conduit shall be with “For Future Electrical Appliance”; and

3. Reserved circuit breakers in the electrical panel for each branch circuit, appropriately labeled (i.e., “Reserved for Future Electric Range”), and positioned on the opposite end of the panel supply conductor connection; and

4. Connected subpanels, panelboards, switchboards, busbars, and transformers shall be sized to serve the future electrical heating appliances. The electrical capacity requirements shall be adjusted for demand factors in accordance with the California Electric Code; and

5. Physical space for future electrical heating appliances, including equipment footprint, and if needed a pathway reserved for routing of ductwork to heat pump evaporator(s), shall be depicted on the construction drawings. The footprint necessary for future electrical heating appliances may overlap with non-structural partitions and with the location of currently designed combustion equipment.

Item No. 11
Town of Atherton
CITY COUNCIL – PUBLIC HEARING
TO: HONORABLE MAYOR AND CITY COUNCIL

GEORGE RODERICKS, CITY MANAGER
FROM: ROBERT BARRON III, FINANCE DIRECTOR
DATE: JUNE 19, 2024
SUBJECT: ADOPT THE ATTACHED RESOLUTIONS ADOPTING THE FY 2024/25

OPERATIONS AND CAPITAL BUDGET, SALARY & BENEFIT
RESOLUTION FOR UNREPRESENTED STAFF; 2024/25 SALARY AND

CLASSIFICATION SCHEDULE, GANN LIMIT APPROPRIATIONS, AND

TOWN MASTER FEE SCHEDULE

RECOMMENDATION
Adopt the accompanying Resolutions (adoption of all Resolutions may be done by one motion):

1. Resolution of the City Council of the Town of Atherton Adopting the Fiscal Year 2024- 2025 Operating and Capital Improvement Program Budget;

2. Resolution of the City Council of the Town of Atherton Adopting Salaries and Benefits for Unrepresented Staff;

3. Resolution of the City Council of the Town of Atherton Approving Fiscal Year 2024-2025 Salary Schedules and Classifications;

4. Resolution of the City Council of the Town of Atherton Establishing the Appropriations Limit for Fiscal Year 2024-2025 Pursuant to Article XIII B of the California Constitution;

5. Resolution of the City Council of the Town of Atherton adopting the attached fee resolution amending various fees and charges on the Town Master Fee Schedule.

EXECUTIVE SUMMARY
Staff is pleased to present the Annual Operating Budget for FY 2024/25. The Council held four (4) public sessions in review of the Town Operational and Capital Budgets. The FY 2024/25 Operating Budget continues to reflect a positive outlook. With the completion of the Holbrook Palmer Park Access and Circulation plan, the new focus is shifting to park playground improvements and park playground restrooms replacement. Traffic safety improvements are a priority as the Alameda de las Pulgas Traffic and Safety Improvements project is currently in the conceptual design phase. The El Camino Real Complete Streets Gap Closure Project planning study is underway and is anticipated to be completed in FY 2024/25. There will be an update to the Bicycle and Pedestrian Master Plan. Drainage improvements are another priority as upcoming

FY 2024/25 Town Operations Budget
June 19, 2024

projects include the Atherton Channel Assessment and Relining Upstream of Alameda de las Pulgas design and construction, El Camino Real Long Term Drainage improvement solutions conceptual design, and Atherton Channel culvert and detention system improvements initiation of design. The General Fund provides new funding capacity in the next several years for project priorities within the Town CIP Master plans and operational needs.

Staff incorporated all City Council feedback from the FY 2024/25 Budget meetings, together with additional adjustments, if any, to the Operational and CIP budgets based on identified priorities or projects that need to move forward to the subsequent fiscal year.

During the CIP budget study session, discussions included the use of unallocated General Fund Reserves toward Town capital projects. This budget includes an allocation from the Town Unallocated General Fund Balance toward the Town Capital Improvement Fund for CIP projects.

In the 2024/25 fiscal year budget, $4.45 million is allocated from General Fund Reserves to project priorities identified by Council. During the June 5 Study Session, the Council directed staff to remove supplemental funding for the Selby Lane Bicycle Lane project. Staff removed the $250,000 in direct project funding, as well as $175,000 for Green Infrastructure related to the project. The Council requested to allocate more where possible from Measure A, Measure M/Gas Tax to reduce General Fund allocation from Fund 401 or General Fund Transfer. Staff reallocated $450,000 for ADLP traffic Safety Improvement project from the Capital Improvement Fund to Measure A. These adjustments reduced the General Fund allocation from $5.325 million to $4.45 million.

For FY 2024/25, General Fund revenues are projected at $23,001,022 and General Fund expenditures are projected at $20,774,676. This reflects a single year surplus of $2,226,346 before the addition below the line of ERAF and transfers in/out for CIP. There is a projected year-end positive fund balance in the General Fund of $11.56 million. Staff strives to ensure that the Town’s fiscal position remains positive while continuing current programs, policies, and services.

REVENUE HIGHLIGHTS
FY 2024/25 Total General Fund revenues are projected at $23,001,022. Grants and contributions are only budgeted if they have been authorized and approved by the granting agency. A CalRecycle grant of $5,000, $25,000 LEAP grant, and a Community Oriented Policing Grant of $165,000 are included as known revenues.

The table below reflects major General Fund revenue categories for the Town’s budget. Some of the items in the table are expanded for additional detail and some include only the rolled-up amount.

Actual Orig. Budget Adjusted Recommended
Category FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25
Secured Property Tax
$11,000,972 $12,082,630 $12,246,530 $12,797,625
Other $3,241,865 $3,043,966 $2,535,148 $3,006,960

FY 2024/25 Town Operations Budget
June 19, 2024

Actual Orig. Budget Adjusted Recommended
Category FY 2022/23 FY 2023/24 FY 2023/24 FY 2024/25
Subtotal Property Tax
$14,242,837 $15,126,596 $14,781,678 $15,804,585
Sales Taxes $300,138 $321,100 $435,000 $442,400
Franchise Fees $1,063,409 $1,056,000 $1,035,000 $1,076,000 Intergovernmental $41,143 $40,700 $39,600 $40,800
Business License Tax
$269,739 $283,600 $283,600 $290,000
Planning Fees $321,042 $298,300 $405,300 $850,300
Building Fees $1,506,988 $1,677,000 $1,781,291 $2,203,280 Policing Fees $162,541 $285,690 $517,715 $368,861
Public Works Fees $457,981 $635,700 $535,700 $659,700
Park Program Fees
Social Fees $85,487 $95,000 $25,000 $60,700
Meeting Fees $0 $0 $0 $0
Class Fees 8,278 $15,000 $10,000 $15,300
Weddings $22,186 $40,000 $2,500 $20,000
Day Use Fees $15,234 $16,500 $10,000 $19,000
Catering Service Fee
$34,839 $41,000 $5,200 $0
Admin Fees $10,299 $0
Subtotal $176,322 $207,500 $52,700 $115,000
Misc. Revenues
Admin Citations $113,100 $85,000 $68,000 $90,000
Cell Lease(s) $70,775 $73,606 $73,606 $74,816
Interest Income $323,053 $175,000 $240,000 $300,000
Knox Playschool $53,420 $89,533 $50,533 $55,000
C&D Forfeiture $874,200 $1,000,000 $1,250,000 $500,000
Other $122,293 $111,150 $150,775 $130,280
Subtotal $1,556,841 $1,534,289 $1,832,914 $1,150,096
Total General Fund
$20,098,982 $21,466,475 $21,700,498 $23,001,022
Excess ERAF $2,339,065 $2,300,000 $2,633,605 $2,500,000 Total Revenues $22,438,047 $23,766,475 $24,334,103 $25,501,022 • Note – table includes ERAF.

FY 2024/25 Town Operations Budget
June 19, 2024

Educational Revenue Augmentation Fund (ERAF)
The Town’s ERAF revenue for FY 2023/24 was $2,633,605. This is an increase of $333,605 over the budget of $2,300,000. ERAF funding remains at risk and should still be considered below-theline for one-time use. ERAF is considered a vital revenue component for the use on one-time capital projects, reduction of any long-term liabilities, and Town CIP projects and programs.

Allocation is reviewed by the Council as part of the budget process. Once staff determines the amount of ERAF to be received, a recommendation is made to the Council for its use as part of the coming fiscal year budget. Staff set ERAF at $2.5 million for FY 2024/25 Revenue Assumptions
In FY 2024/25, Property Taxes represent approximately 70% of the Town General Fund Revenues. The total projected revenue from property taxes is $15,804,585, approximately 6.8% or $1,022,907 over the FY 2023/24 actuals estimate. Changes in property values are based mainly on CPI growth, residential remodels, and new construction on razed properties. The Town’s Property Tax Consultant HdL Companies suggests that the Town use a projected increase of 4.5 to 5.5 percent in Property Tax revenues. Since FY 2011/12, the Town has seen an Assessed Property Value growth of about 241% or approximately 7.63% per year.

The FY 2023/24 VLF amount is $1,651,448 and the funds available from the State are $946,463.

There is an estimated shortfall of $704,985. There is still a shortfall of $425,395 for FY 2022/23 producing a total VLF shortfall to the Town of $1,130,380. Staff has budgeted the VLF for FY 2024/25 with the understanding of shortfall occurring while also possibly receiving partial payment for above shortfalls. It is estimated that the FY 2022/23 shortfall would be appropriated in the State’s 2024/25 budget. As of this month it is appropriated in the State Budget.

Other General Fund revenues for FY 2024/25 include conservative revenue assumptions and reflect current market assumptions. Revenue from activities in the Building, Planning and Public Works Departments comprise the majority of fee revenue for the Town. With the recent increase in the Town fee schedule, revenue from Building, Planning and Public Works fees are projected to increase. These revenues are based on the current trend of building activity for residential improvements and new construction. Franchise fee revenues are projected at 1 to 3 percent (%) and based on the current year’s trend. Miscellaneous and other revenues were evaluated based on current trends, eliminated revenues and one-time revenues.

EXPENDITURE HIGHLIGHTS
Overall, General Fund expenditures are estimated at $20.77 million. Expenditures are evaluated based on operational needs to provide consistent services to the community. Staff reviewed operational expenditures and known expenditure adjustments were incorporated wherever possible based on upcoming contract costs, projected dues/fees for member agencies, as well as corresponding changes in rate adjustments for CalPERS, health costs, and Workers’ Compensation rate adjustments.

FY 2024/25 Town Operations Budget
June 19, 2024

Overall Personnel Costs and Benefits
Basic, employee-paid CalPERS pension costs are 7% of salary for Miscellaneous employees (nonsworn personnel) and 9% of salary for Public Safety employees (sworn personnel). Through costsharing agreements with employees implemented in FY 2019/20, in addition to the preceding rates, employees pay an additional 1% (local miscellaneous) and 3% (public safety) of the employer cost. This has also resulted in operational savings of $743,744 since FY 2019/20.

The employer cost for CalPERS pension costs for Miscellaneous employees is 12.67%. This represents an increase of .04% from the prior year. With the above cost sharing agreement, the actual cost is reduced to 11.67%. The Public Safety employee cost is 29.30% (an increase of .21%).

Through the cost-sharing agreement, the Town’s actual cost is 26.30%.

Listed below are the Unfunded Accrued Liabilities (UAL) dollar amounts the Town has paid for FY 2017/18 through FY 2023/24. The FY 2024/25 total UAL payment is $1,570,384 and is an increase of $347,383. These expenses are incorporated into respective department budgets.

CalPERS
Employer
Payment of
Unfunded
Liability
UAL
FY
2017/18
UAL
FY
2018/19
UAL
FY
2019/20
UAL
FY
2020/21
UAL
FY
2021/22
UAL
FY
2022/23
UAL
FY
2023/24
Miscellaneous
Employees
$183,648 $230,536 $288,470 $333,762 $393,774 $452,652 $431,925 Public Safety
Employees
$498,416 $607,679 $750,799 $860,123 $6,007,045 $813,210 $791,076 Total
Contribution
$682,064 $838,215 $1,039,269 $1,193,885 $6,400,819 $1,265,862 $1,223,001 The table below reflects the Town’s total Unfunded Actuarial Liability for all employee classes (PEPRA, Classic, Public Safety).

Unfunded Actuarial Liability
As of June 30, 2022
Retiree Class Liability Funded Unfunded Funded Ratio
Classic Miscellaneous $21,653,860 $14,881,263 $6,772,597 68.7% PEPRA Miscellaneous $977,995 $866,251 $111,744 88.6%
Classic Safety $53,881,366 $41,481,143 $12,400,223 77.0% PEPRA Safety $2,072,880 $1,771,540 $301,340 85.5%
Totals $78,886,101 $59,000,197 $19,585,904 74.8%
OPEB & Workers’ Compensation
Town retiree health expenses are now being paid through the PARS Trust. The operational cost savings expense to all General Fund operation departments for FY 2024/25 is ($454,888). The current OPEB Liability is $7.88 million and there is currently $8.36 million in the Trust. This results in an estimated Net OPEB Liability asset of $426,932.

FY 2024/25 Town Operations Budget
June 19, 2024

Each department is responsible for an allocated cost for Workers’ Compensation. Allocations vary based on the risk assessed for each department (by type) and the number of employees. For the FY 2023/24 budget the Workers’ Compensation charge for the Police Department was reduced to 1% from 7% of salary costs and other departments charges reduced from 3% to 1%. This produced total savings of approximately $245,000 in the General Fund operating departments.

The reduction was due to the Workers’ Compensation Fund maintaining enough reserves for future allocations of equity replenishments. The FY 2024/25 budget maintains the 1% charge of salary costs for all departments. Staff will continue to monitor this expense and may need to increase the allocation in future years to maintain adequate reserves.

The Town is “self-insured” as part of a risk pool – Cities Group Joint Powers Authority. The Town also maintains an active Workers’ Compensation Risk Management Program. There are approximately 13 open claims (down from 15) that incur a reserve claims cost of approximately $937,052 in the current year. This is an increase of $357,426 in reserve claims from the previous fiscal year. Claim costs and reserves are established for each claim; however, these amounts are not indicative of the actual claim paid. The three-year average claim loss/expense is approximately $316,070, an increase of $118,955. The current year assessment is $141,568 and is expected to increase to $188,709 in FY 2024/25. The increase is due to the Town equity reserve share is at ($191,556) and The Town needs to make a replenishment of $263,798 to its Workers’ Compensation equity reserve to maintain a reserve balance of $72,242. Staff is recommending that this replenishment come from the Workers’ Compensation Internal Service Fund.

BUDGETS BY DEPARTMENT
During the review of department operations, each department evaluated service and maintenance needs required for the next fiscal year. General operations focused on anticipated needs and cost assumptions on meeting operational demands. Included are summaries by department and roll-ups of total operational expenditures.

CITY COUNCIL OPERATIONS
OVERALL NET DECREASE OF $2,400
The City Council budget includes expenditures related to City Council meetings, conference attendance such League of California Cities, Council/Town memberships (LAFCO, C|CAG, HEART, HIP Housing, League of Cities, etc.), Elections, utilities for the Council Chambers and incidentals.

Operations
FY 20244/25 includes an increase of $1,500 for advertising/publishing for Council meeting postcard notifications and minor increases in membership dues. There was a decrease of $15,000 for HIP Housing as this is now in the Planning Department budget. There was an increase in municipal election budget line item of $13,400 for anticipated general election costs in the fiscal year.

FY 2024/25 Town Operations Budget
June 19, 2024

ADMINISTRATION DEPARTMENT
OVERALL NET INCREASE OF $46,464
The Administration Department budget includes the City Manager’s Office and City Clerk’s Office. This represents four full-time salaries and benefits (City Manager, City Clerk/Deputy City Manager, Management Analyst I, and Receptionist/Postal Clerk), contract support for human resources (legal), legal noticing and posting, conference attendance and support, memberships, municipal code publishing, office supplies, and the administrative share of general utilities and costs.

Personnel and Benefits
Overall, the salaries and benefits categories increased by $18,951. The majority of the increase is in salary and benefits in the department. There were minor increases for Workers’ Compensation and Unemployment insurance. There were reductions for retiree health insurance costs ($11,906) due to the reduction in OPEB retiree health expense as the PARS Trust is paying all retiree health costs. The CalPERS UAL payment increased by $15,274. The CalPERS normal cost expense increased by $2,161.

Operations
There was an increase in operations expense in the amount of $27,513. The majority of the increase is due to Other Equipment Repairs & Maintenance - copier lease, increased printing of materials, and vehicle maintenance. There is an increase in Utilities ($2,304) and for Printing Services expense ($6,500) – assistance and printing of the Athertonian newsletter and banner poles marketing for Town events. There were smaller increases in Business Meetings ($300), Conferences ($1,000), Noticing and Mailers ($2,000), Subscriptions ($300), Dues ($609), and Special Events and Awards ($2,000). Other Contract Services expenses are maintained at $228,000 as the amount allows the Town to focus on areas of need. These include legislative advisory services, communications support, continued expansion of sustainability programs and outreach, public outreach on the Town’s Climate Action Plan, SB 1383 Compliance efforts, home energy audits, energy demonstration programs, battery loaner program, and several other programs and outreach efforts.

CITY ATTORNEY’S OFFICE
OVERALL NET INCREASE OF $0
The City Attorney’s Office budget consists of the legal retainer for the City Attorney and other associated legal services. The Town City Attorney services are provided by the law firm Kronick Moskovitz Tiedmann & Girard on a retainer amount. The budget also includes a line item for Additional Services as needed.

FY 2024/25 Town Operations Budget
June 19, 2024

FINANCE DEPARTMENT
OVERALL NET INCREASE OF $16,111
The Finance Department budget includes the salaries and benefits of three full-time employees (Finance Director, Accountant and Jr. Accountant). The budget includes contract services for the Town’s Audit and Investment Services, financial software licensing and support, conference attendance and support, memberships, office supplies, and business license processing costs.

Personnel and Benefits
Overall, the salaries and benefits category increased by $15,703. There was a reduction in health insurance for active employees’ expenses ($10,335) and retiree health insurance expenses of ($2,641). There was a reduction in dental and vision expense total of ($1,910). Salaries and benefits had an increase of $18,998 due to reclassification of a staff member and includes salary place holder adjustment of 2.4%. The CalPERS normal cost contribution increased by $2,078 and the UAL payment increased by $9,150.

Operations
Operation expenses for the Department increased by $408. Specific increases related to Business License processing ($2,000), Technical Services ($158), and a decrease in Other Contract Services (-$1,750).

PLANNING DEPARTMENT
OVERALL NET DECREASE OF $247,849
The Planning Department budget consists of contract planning services and associated services and costs. The Department also includes an allocation of arborist service costs related to planning activities. The budget includes necessary staff hours and counter review for day-to-day processing of basic applications. Costs are offset by fees. The Planning team has responsibility for one-time programmatic expenditures related to the Town various General Plan Updates that include the Safety Element, Housing Element, and the Zoning ordinance code updates, etc. During the last year the Town and staff have been finalizing the required environmental reviews for CEQA, expanded objective design standards, Safety Element updates, In-lieu Exclusionary Fee Nexus Study and Financial Feasibility Analysis report. As the above General plan updates have been in process during the current fiscal year, there is a budgetary decrease in FY 2024/25 of (-$265,149).

The Planning Department operation budget includes a $17,300 increase and $265,149 decrease (one-time costs) for anticipated Housing Element work.

Operations
The total operating budget decreased from $1,674,819 to $1,426,970. The current planning contract is estimated to be stable at $877,440. This is for the core staffing planning services component for the Town. This is three (3) full time equivalents of Town Planner, Senior Planner,

FY 2024/25 Town Operations Budget
June 19, 2024

Assistant Planner, Associate Planner at total of 480 hours per month. There are minor increases in Utilities ($1,000) and Advertising/Noticing ($1,000) and the added HIP Housing ($15,000).

BUILDING DEPARTMENT
OVERALL NET INCREASE OF $47,736
The Building Department budget consists mostly of the contract services for the building department (Interwest), portions of three full-time salaries and benefits are also allocated to the department (Arborist, Associate Engineer, and Office Specialist), general office supplies and materials, software costs, and a share of the building department share of utilities.

Personnel and Benefits
Overall, the salaries and benefits category decreased ($4,095). Salaries decreased due to FY 2024/25 having an Associate Engineer allocated to the building department whereas in previous years it included a Senior Engineer. There were adjustments in Salaries, Employee Benefits Earned, PERS Retiree Contribution, and Unemployment Insurance allocations for a total of ($17,692). Allocations for active employee and retiree employee health insurance costs decreased by combined ($7,231). Retiree health expenses are now being paid by the PARS Trust. The Town contributes the minimum PEHCHA amount only to CalPERS. The CalPERS UAL payment increased by $20,828.

Operations
Most of the increase is due to a corresponding Building and Life Safety Contract Services increase - $53,054 This is based on the revenue assumption for the department for the upcoming fiscal year.

There are minor increases in Technical Services ($2,000) and Utilities ($2,367).

INTERDEPARTMENTAL
OVERALL NET INCREASE OF $69,918
The Interdepartmental budget provides for the accounting of costs that are incurred and supports all Town departments. Costs include liability insurance, IT support, County Tax administration costs, IT infrastructure costs and other charges that are Town-wide in nature.

Operations
The annual cost for IT support is set at the amount specified at mid-year of $163,200. This is based on Town IT services support needs. General liability, employment practice, and property insurance costs increased $78,137 to maintain the Town’s cost for insurance and self-insured retention. There is a decrease of ($7,000) in utilities telephones and a decrease of ($3,823) in membership dues as CalOpps is accounted for in the administration department. county tax administration cost.

IT Infrastructure expense includes needs and upgrades identified with Town Center. The FY 2024/25 Budget includes updates to the Town’s phone system continued cybersecurity, storage,

FY 2024/25 Town Operations Budget
June 19, 2024

various licenses, and software application needs. General technology services are within this department (maintenance as well as infrastructure) and include current Shoretel Phone Services, Data Storage Plans, Servers, virus protection systems, software licensing and transparency tools.

There is an increase of $2,600 in IT Infrastructure expense for cybersecurity stress test software.

PUBLIC WORKS DEPARTMENT
OVERALL NET INCREASE OF $2,442
The Public Works Department budget consists of 5 distinct areas of focus: Engineering, Streets, Park Maintenance, Park Programs, and Building Maintenance. The salaries and benefits of all or portions of five full-time employees (Public Works Director, Associate Engineer, Maintenance Manager, Town Arborist, and Office Specialist) are included in the budget. The FY 2024/25 includes the addition of a Management Analyst I/II position to assist with the expanding administration of projects, programs, and grants within the Department across all the various departmental operations. The budget includes contract services for the Town Maintenance Services (MCE), Custodial Services, new Landscape Maintenance Services, Facility Maintenance services, Tree Trimming, Street Sweeping, Signal Maintenance, Street Light Maintenance, Contract Engineering, and Park Event Services. The equipment and facility servicing needs for the Town are incorporated to include systems maintenance and monitoring, landscaping, custodial, and utilities for these new Town facilities. Within the budget includes maintenance costs for building systems (heating systems, chilled water systems, BMS systems, radiant ceiling and flooring, elevator, green infrastructure, permeable paving, etc.), The budget also includes computers and equipment, training and workshops, software licensing and support, general office support, memberships, office supplies, and shares of general utilities and costs.

Overall, the salaries and benefits category increased $137,115. This includes net adjustments of savings from OPEB retiree health expense, worker’s compensation, and UAL. Most of the increase in salaries and benefits category is due to the addition of the Management Analyst I/II and 2.4% salary adjustments estimation $134,288. There was a decrease in active employee health insurance of ($8,508) and retiree health OPEB insurance cost of ($19,035). The CalPERS UAL payment increased by $31,199.

Personnel and Benefits
Overall, the salaries and benefits category increased $137,115. This includes net adjustments of savings from OPEB retiree health expense, worker’s compensation, and UAL. Most of the increase in salaries and benefits category is due to the addition of the Management Analyst I/II and 2.4% salary adjustments estimation $134,288. There was a decrease in active employee health insurance of ($8,508) and retiree health OPEB insurance cost of ($19,035). The CalPERS UAL payment increased by $31,199.

Operations
There is a reduction in operational expenses of ($134,673). Most of the reduction is due to the onetime sidewalk repair program that was initiated in the current fiscal year for $182,000 and is not in the projected FY 2024/25 budget. Since this was an initial inspection and repair program, it is

FY 2024/25 Town Operations Budget
June 19, 2024

anticipated that future year costs will be part of the Town Capital Improvement Program under ADA projects. The Public Works Department operations budget includes, contract professional engineering town service needs, existing contract for facilities maintenance services, repair and maintenance. The Town has service contracts with various vendors for the needs and services for the Town Center facility maintenance. The Equipment Repair and Maintenance budget increased by $2,000. There are various service contracts within the Operational budget. These include servicing contracts for the elevator ($3k), Building Monitoring System ($32k), Fire Alarm ($12k), Generator ($4k), HVAC ($16k), Heat Pump ($7k), Water Treatment ($1k), etc. There is an increase in Utilities of $2,000. The total current contract Maintenance Service Budget is estimated at $957,000. This includes contractual adjustment of 5% CPI in the MCE contract. Tree maintenance expenses increased $30,000 for a total amount of $140,000. This is due to clearing trees during storms and pruning needs at the park and streets. • Contract maintenance for streets, building maintenance, and park events - $575,000 • New Landscape maintenance - Town Center Campus and Holbrook Palmer Park -$337,000; includes park enhancements of $45,000.

There are minor areas of adjustment in equipment repairs and maintenance, contract inspection and testing, membership dues, safety supply and materials, custodial supplies, minor tools and equipment, postage, and machinery and equipment for total of $11,476. Building Improvements expense budget increased $15,000 for painting of the Gilmore House and fireplace conversion to electric. Contract Park Event Services expenses decreased $10,000 in anticipation of temporary contract services needed as we bring on a new park event management provider. There is an increase in computer equipment software expense of $40,000 for new asset management tracking software for building facility maintenance services.

POLICE DEPARTMENT
OVERALL NET INCREASE OF $587,044
The Police Department budget consists of four distinct divisions: Admin/Training, Patrol/Traffic, Investigations, and Communications/Records. Within these areas are specific areas of focus including: detectives, community service officers (and code enforcement), school resource officer, K-9s, dispatch, and administration. Deployment consists of 4 Patrol Teams of 12 hours shifts (2 day shift 7am – 7pm and 2-night shift 7pm – 7am). Minimum staffing consists of 1 supervisor, 2 officers, and 1 dispatcher. The Department currently has one officer vacancy. Vacancies often result in increased overtime offset by overall salary savings at the end of the year.

Personnel and Benefits
Overall, the salary and benefits category increased $720,670. This is largely due to the increase in estimated salary adjustments and CalPERS UAL payment (~240k). There is an estimated annual salary adjustment of 2.4% place holder in the budget. The Memorandum of Understanding (MOU) with the Atherton Police Officer’s Association was renewed in FY 2023/24. This results in a salary adjustment of $379,000 for FY 2024/25. This is for personnel represented by the APOA only.

Overtime expense (OT) is expected to remain at $570,000. Department overtime includes

FY 2024/25 Town Operations Budget
June 19, 2024

augmented categories for OT pay for dispatchers; OT for backfill staffing-court, training, investigations, court; special operations OT, and holiday OT.

There is an increase in deferred compensation expense of $19,141. There is a decrease in retiree and active health insurance of ($26,856). This decrease is due to the Town now using the PARS OPEB Trust to pay for retiree health. With the paying of the retiree health expense via the Trust there is a realized decrease in operation expense for OPEB costs of ($329,000) in the department.

Workers’ Compensation had a slight increase of $3,595. In the current fiscal year budget, the allocation was reduced from 7% to 1% for sworn and 4% to 1% for non-sworn. The expense allocation is maintained at 1% for personnel for FY 2024/25. This equates to a total approximate reduction in Workers’ Compensation expense of ($254,328) for the Department. The normal cost for CalPERS contribution increased by $80,002 as the contribution increased 0.21% to 29.30% in FY 2024/25. There was an increase in EE Benefits Earned/Medicare Tax and Unemployment/Insurance for a total amount of $23,186. There was an additional reduction due to a decrease in salary and benefits expense of $8,045 in the Police Department.

Operations
Overall, the Operations expenditure budget for the Police Department decreased by ($125,585).

The majority of this was due to a decrease in other contract services expenses. There were onetime items that were donation driven that included health and wellness program of (~$195,000), new K-9 unit training (~14,000), and perishable skills training (~40,000). The health and wellness, perishable skills programs are annual review programs that will seek donations for continued funding. These are anticipated to be reviewed during FY 2024/25 for program continuation and will be amended to the budget if successfully funded. There is a decrease of ($30,000) in other supplies and materials from adjusted budget due to the replenishment of ammunition in the current year due to low inventory and use for training in the transition to red dot pistols. There is a decrease in POST training expense of ($10,000) disaster/emergency expense for ($11,000), and equipment maintenance vehicles for ($10,000). There was an increase in equipment replacement fund expense of $117,995 for a total amount of $363,658.

The Department is purchasing some supplemental budget items from departmental allocations to the Equipment Replacement Fund. These supplemental items include the remaining purchase of Red Dot pistols for sworn staff $5,658, drug detection mobile test system $6,000, Equipment CCTV installation in the bike storage, garage, and evidence room to monitor activity $20,000, a property and evidence audit contract $17,000, and new quality communication equipment radios (30) APX NEXT all band portable radios $420,462. The majority of the $420K purchase of radios comes from the Equipment Replacement Fund. There is a $125,000 allocation expense to the replacement fund in operations budget for these radios as a portion of the expense is covered by a donation previously accepted by the Council. The Department is also anticipating the purchase of 2 Tahoe patrol vehicles as part of its regular equipment replacement schedule. There is a normal standard Equipment Replacement Fund allocation of $185,000 each year. With the slight increase in the price of vehicles this has increased to $190,000. These purchases will be from the Equipment Replacement Fund.

FY 2024/25 Town Operations Budget
June 19, 2024

In addition to the preceding adjustments, animal control services increased $8,403 due to slight increase in operations costs and allocation of the construction costs of the new facility. There was an increase in safety supplies and materials for $9,000 for protective leather and motorcycle gear for (4) motors officers as well as eye/ear gun range safety gear for officers. Printing expenses increased by $2,000 as no parking signs, citations, forms, etc. There was an increase in citation processing expense of $1,500. There was an increase in Computer Equipment/Software of $56,794 due to an alarm system monitoring upgrade in the communication center $30,000 and updating townwide Flock cameras (51) fees that are now on annual billing basis.

GENERAL FUND SUMMARY
For FY 2024/25 the Town’s General Fund Revenues are projected at $23,001,022 against $20,774,676 in expenditure. This will result in a single year-end positive balance of $2,226,346 and a total ending Fund Balance of $11,564,345.

FY 2024/25 includes below the line items of $2,500,000 for ERAF, budgeted debt service payment of $861,871, Transfer Out to CIP Fund 401 for capital projects of $4,450,000. There will be a single-year projected change in fund balance by a negative $2,811,871. The negative change reflects the drawdown of unallocated reserves Fund Balance of $4.450 million for capital projects from the Town Financial Planning model. Transfer Out to CIP Fund 401 for capital projects is $4,450,000 as there was a reduction of $875,000 in the CIP Fund 401 for removal of Selby Lane Bike for $250,000. Selby Green Infrastructure of $175,000, and ADLP Traffic Improvement to Measure A.

LIBRARY FUND

REVENUES
The Town is a member of the San Mateo County Library JPA system. The Library is funded through property taxes that are collected and allocated to library services. Under the JPA, jurisdictions are permitted to retain excess funds generated from the local property taxes as long as the basic library services are met. The Town most recent use of all excess funds have been for the Town Center Project – Library – as well as extended library hours of daily operation, utilities, and maintenance costs. With the completion of the new Atherton Library, annual excess funds minus amounts needed for yearly operation of the Library will be retained by the Library JPA until the total advancement amount is reimbursed. Once the advancement of funds is reimbursed, any remaining funds will be evenly split between the Library and the Town for library-related activities.

The projected FY 2023/24 ending balance for the Library Fund is $2,502,142. This includes the SMCL funds held in trust retained by the Library JPA. The County holds all future excess funds.

During the agreement on advancement of Library funds, it was estimated that the projected Library Fund Revenue would be in the range of approximately $1,600,000. It is estimated that it will take approximately 3 years for reimbursement of the advancement of Library JPA funds. The estimated ending fund balance for FY 2024/25 Library Trust funds is $2,518,142.

FY 2024/25 Town Operations Budget
June 19, 2024

EXPENDITURES
The FY 2024/25 projected expenditures for the Library are $650,902 for operations, utilities, maintenance costs and development of spaces. There is an increase in utilities costs of $9,000 for electricity and water. Maintenance costs for facility contracts for Library increased $5,000 for systems maintenance on new facilities. These amounts are based on the building needs and operations, campus wide. There is Building Maintenance manager allocation of $18,852 of Town personnel to oversee management of Library facility and systems. There is an allocation for Other Supplies and Materials of $300,000 for Town programming and needs around the Library and outdoor spaces. These include purchases of various items for the development of spaces such as tables, canopies, umbrellas, café benches, community room furniture and community programs for an estimate of $100,000. Also includes an allocation of $200,000 toward a facilities replacement and improvement fund.

OTHER RESTRICTED FUNDS
The Town maintains a variety of Special Revenue and Internal Service funds that are “restricted funds” for specific purposes beyond basic capital improvement. Revenue to internal service funds are in the form of General Fund department charges based on allocations by department and uses.

EQUIPMENT REPLACEMENT FUND
The Equipment Replacement Fund is an internal depreciation fund for the replacement of large assets. The Fund is the Town’s set aside accumulation account to replace large equipment assets over time – such as computer equipment, software assets, vehicles, trailers, emergency equipment, etc. Annual depreciation-style departmental allocations to this Fund reduces the impact to the Town’s Operational year funding to replace the equipment. There continues to remain sufficient funds in the fund to accommodate emergency replacement needs as well as planned needs.

The FY 2024/25, departmental allocations (revenues) total $431,758 and the expenditures total $724,620. The largest allocation charge is $363,658 in the Police Department for FY 2024/25.

This allocaton reflects the purchase of 2 vehicles each year as part of the regular maintenance and replacement schedule for vehicles and for replacement for portable radios. The Department is anticipating the purchase of 2 Tahoe patrol vehicles as part of its regular equipment replacement schedule. These are replacement vehicles to the patrol fleet and the Town uses the State and Federal Multiple-Award Schedule pricing to purchase vehicles from the Equipment Replacement Fund.

In FY 2024/25 the Police Department will also purchase $469,120 in other miscellaneous equipment assets. These supplemental items include the remaining purchase of Red Dot pistols for sworn staff $5,658, drug detection mobile test system $6,000, Equipment CCTV installation in the bike storage, garage, and evidence room to monitor activity $20,000, a property and evidence audit contract $17,000, and new quality communication equipment radios (30) APX NEXT all band portable radios $420,462. The majority of the $420K purchase of radios is coming from the

FY 2024/25 Town Operations Budget
June 19, 2024

Equipment Replacement Fund. There is a $125,000 allocation expense to the replacement fund in Police Department operations budget for these radios as a portion of the expense is covered by a donation previously accepted by the Council. These were noted in the General Fund Budget presentation. Public Works aniticpates replacing an older vehicle in the fleet with a hybrid vehicle alternative..

WORKERS’ COMPENSATION FUND
The Workers’ Compensation Fund accounts for the cost and expense of managing the Workers’ Compensation Program through the Town’s self-insurance risk pool, Cities Group Joint Powers Authority. This Fund includes costs related to risk management and prevention – safety training, educational materials, and accident prevention programs. As a member of a JPA, the Town contributes an annual assessment to the JPA based on all recognized and potential liabilities. These assessments or contribution rates are calculated annually based on claims history and any increases in loss recovery due to excessive claims losses.

The Town maintains an active Workers’ Compensation Risk Management Program. There are approximately thirteen (13) open claims (down from 15) that incur a reserve claims cost of approximately $937,052 in the current year. This is an increase of $357,426 in reserve claims from the previous fiscal year. Claim costs and reserves are established for each claim; however, these amounts are not indicative of the actual claim paid. The three-year average claim loss/expense is approximately $316,070, an increase of $118,955.

The Workers’ Compensation Fund tracks expenditures for related expenses across the various departments. Each department is responsible for an allocated cost for Workers’ Compensation.

Allocations vary based on the risk assessed for each department (by type) and the number of employees. For the FY 2023/24 budget the Workers’ Compensation charge for the Police Department was reduced to 1% from 7% of salary costs and other departments charges reduced from 3% to 1%. This produced total savings of approximately $245,000 in the General Fund operating departments. The reduction was due to the Workers’ Compensation Fund maintaining enough reserves for future allocations of equity replenishments. The FY 2024/25 budget maintains the 1% charge of salary costs for all departments. Staff will continue to monitor this expense and may need to increase the allocation in future years to maintain adequate reserves.

The Town maintains an equity reserve designed to keep overall operational rates low. If the equity reserve is not maintained, annual operational rates are subject to increase due to a “special assessment” imposed by the Cities Group JPA. The current year assessment is $141,568 and is expected to increase to $188,709 in FY 2024/25. The increase is due to the Town equity reserve share is at ($191,556) and the Town needs to make a replenishment of $263,798 to maintain its equity reserve requirement of $72,242. Currently, there are enough reserves in the Town’s Worker’s Compensation Fund for equity replenishment and current reserve claims. The FY 2024/25 expense is $458,287 in the fund.

GENERAL LIABILITY FUND

FY 2024/25 Town Operations Budget
June 19, 2024

The General Liability Fund accounts for the insurance cost of general liability claims and property losses. The Town is part of an insurance pool administered by PLAN JPA. The activities within this Fund provide for expenses related to general liability insurance, employment practice insurance and self-insured retention claims. Total internal service charges from the General Fund for FY 2024/25 are estimated at $614,432. The total FY 2024/25 projected expenditures for this fund are $714,432. This includes the self-insurance retention expense of $100,000 that allows the payout of four (4) claims at $25,000 per claim. The Town does not anticipate expending retention expenses of 4 claims in the fiscal year, however, the amount is a requirement established by PLAN JPA. Average retention claims are about 2 per year.

EMPLOYEE BENEFITS FUND
The Employee Benefits Fund tracks expenditures across various departments for employment, unemployment, retirement, and healthcare benefits. The Fund also represents an audit compliant set aside for compensated absences (time earned) – vacation, sick leave, holiday, compensatory time, etc.). Revenue to the fund comes through charges allocated back to each departmental budget based on number and type of personnel within each department. Revenue to the Fund for FY 2024/25 is $413,664. Expenditures for FY 2024/25 are $345,000. The expenditure includes $79,735 for the Town contribution of the minimum retiree health PEMHCA amount to CalPERS.

These costs are included and charged to the respective departments based on retiree health and allocated to the Employee Benefits Fund. The Town is no longer budgeting the “pay as you go” retiree health benefit contribution as an operation expense as the retiree benefits are now funded through the OPEB Trust.

Within this fund is also the employee benefits charge of $258,447. This is a charge of 3% to 4% of the General Fund Operational Departments salary expense that is allocated for personal leave contributions of sick, vacation, and holiday pay. The Police Department allocation is 4% and all other departments 3%. The Town has a total compensated absences balance of $1,096,373.

Compensated absences comprise of accrued time-off, vacation, and holiday pay for all employees and are recorded as a liability. These are amounts that would be liquidated or mature due to the termination of Town staff.

Included within this fund are also unemployment insurance charges if there are any future claims charged to the Town. Any claims would be paid out of this fund. The total budgeted charge is $70,982.

TENNIS FUND
The Tennis Fund projected revenues are $69,500. The majority of this revenue comes through the facility management servies contract with Player Capital. During the fiscal year the contract amount was amended and increased by $10,000. The contract provides yearly revenue of $50,000 to the Park. Keys are sold on an annual basis to any person (resident or non-resident) that wishes to use the Tennis courts. The standard key for residents is $100 and includes clay court key, and the non-resident key increased is $275 and clay court access of $30/ hour.

FY 2024/25 Town Operations Budget
June 19, 2024

Every year the Town attempts to resurface and maintain the courts as needed. The tennis court resurfacing treatment includes crack filling and taping, followed by a new surface coating and striping. This is done on approximately every 3-5 years on a cyclical basis on each of the five (5) non-clay tennis courts. The previous two fiscal years the Town performed comprehensive repairs at the facility that inlcuded overlay and urgent rehabilitation needs of the courts. There was also maintenance and reconditioning of the clay court. During the current fiscal year, the Town embarked on a pilot program and added pickleball capabilities at one of the tennis courts.

Maintenance and facility enhancements were made to allow for pickleball play. Reservations and use of this court for pickleball will be monitored as the Town observes if permanent enhancements are warranted. A report will be provided to the Council after a 6-month trial period The FY 2024/25 budget includes the purchase of tennis keys by residents and non-residents providing annual revenue of approximately $18,300. Each January, new tennis keys go on sale for the new court locks that get installed in February.

For FY 2024/25, the Town anticipates expenditures of $57,500. This includes $10,000 for contract maintenance services for MCE, general court maintenance and facility repairs needs of $45,000 and $2,500 for building security court gates upkeep.

COPS - CITIZEN’S OPTION FOR PUBLIC SAFETY
The COPS Office was created as a result of the Violent Crime Control and Law Enforcement Act of 1994. As a component of the Department of Justice, the mission of the COPS Office is to advance community policing in jurisdictions of all sizes across the nation. Community policing focuses on crime and social disorder through the delivery of police services that includes aspects of traditional law enforcement, as well as prevention, problem-solving, community engagement, and partnerships. In FY 1996/97, the California State Legislature created the Citizen’s Option for Public Safety (COPS) Program. Funds have been available through the State of California to local entities in the form of Citizen’s Option for Public Safety (COPS) Grant. The Town in recent years has received approximately $165,000 per year from the grant. Funds must be used for front-line law enforcement only. The Town anticipates receipt of this funding on an annual basis and funds are used for sworn personnel salary related expenditures.

CAPITAL IMPROVEMENT FUND
The five-year CIP proposes projects to analyze, repair or improve Town infrastructure, and the funding for those projects. Major capital projects are categorized into three areas:
• Streets & Transportation
• Drainage
• Town Buildings, Park, and Facilities
Projects have been developed based on needs identified by the City Council, residents, staff, and adopted master plans.

FY 2024/25 Town Operations Budget
June 19, 2024

The 1st year (FY 2024/25) of the CIP is incorporated into the Town’s Budget and is the only year for which the City Council applies available funding. The remaining four (4) years of the CIP reflect proposed projects and funding. These “out years” are revised annually to reflect changes in City Council priorities, direction, needs and funding availability. The CIP is reviewed by the Town’s Planning Commission each year for consistency with the Town’s General Plan. This year’s CIP will be reviewed by the Planning Commission at their May 22 meeting. The Commission will send their comments in writing to the City Council prior to the Council’s June 19 meeting at which the Council is scheduled to adopt the budget, inclusive of the CIP.

The 5-year CIP is presented to City Council at its May 1st Study Session in a workshop format for questions and discussion of individual projects, general discussion about broader objectives to be considered for future proposed projects and priorities for allocating funds. It was pointed out that it is important to remember that in many cases, the costs shown are projections based on high-level estimates. Actual project costs will depend on market-driven bids at the time the project is undertaken.

In broad areas of the five largest CIP expenditures, this year’s CIP recommends:
• $5.3 million for Drainage Improvements Program ($11.38 million over 5 years); • $2 million for Park Improvements Program ($3.55 million over 5 years); • $1.4 million for the Road Maintenance Program ($7.275 million over 5 years); • $0.6 million for the Traffic Safety Improvements Program ($0.76 million over 5 years); and
• $0.5 million for Bicycle & Pedestrian Program; ($5.38 million over 5 years); The total proposed allocation for the Fiscal Year 2024/25 Capital Improvement Program is $10.13.

The 5-year Capital Improvement Program projection for FY 2024/25 through FY 2028/29 totals nearly $29.24 million – the largest expenditures attributable drainage improvement project After the May 1st workshop, staff implemented changes directed by the Council and were minor changes and/or updates to the Park, Drainage, Traffic Safety Improvement, and Bike Pedestrian projects. Based on that Council direction. Below are the changes to the CIP program:
• Drainage Improvements Program – Page 21, #56034
o The FY 2023/24 Budget included funding to initiate evaluation of long-term drainage improvements along El Camino Real $250k. The draft FY 2024/25 Budget programmed $2.75m for the remainder of the project. The design proposal received was significantly higher than the available budget. After discussion the City Council decided to allocate $400k in FY 2024/25 for design of long-term solutions and the remainder $2.35m in FY 2025/26 for construction of the project. o The City Council directed that a refresh of the Drainage Master Plan be moved up to FY 2025/26 ($250,000).
o Funding for the Atherton Channel Culvert and Detention project was revised to include an allocation of $400,000 from the Atherton Channel District, with a

FY 2024/25 Town Operations Budget
June 19, 2024

corresponding reduction in the allocation from the Capital Improvement Program.

The local match is $725K and staff incorporated $400k of the match to Atherton Channel funds.
• Park Master Plan Implementation Program – Page 27, #56063 o As major projects at the Park are completed, the Council identified a need to refresh the Park Master Plan. The draft FY 2024/25 Budget included a refresh of the Master Plan in FY 2025/26. The Council decided to move that out to FY 2026/27 ($200,000).
• Traffic Safety Improvement Program – Page 13, #56064
o As the Alameda de las Pulgas Traffic and Safety Improvements project moves through design and into construction, input on future projects is desired, including potential traffic signals, HAWK beacons or other major traffic improvements for planning purposes.
o Staff included an additional $450,000 in the draft FY 2024/25 budget for the Alameda de las Pulgas Traffic and Safety Improvements. The City Council agreed with these possible improvements as future projects.
• Bicycle Pedestrian Master Plan Implementation Program – Page 15, #56059 o Based on Council direction, the draft FY 2024/25 Budget included $250,000 for a refresh of the Town’s Bicycle and Pedestrian Master Plan. Previously programmed projects, including the design of Class II bike lanes on Atherton Avenue and evaluation of a walkway along Watkins Avenue from the Dinkelspiel Station Lane to El Camino Real, have been deferred to allow for the Bicycle and Pedestrian Master Plan to provide additional guidance and project prioritization.

During the June 1st Budget Study Session there was additional policy discussion by the Council that resulted in minor changes and/or updates to the Drainage, Traffic Safety Improvement, and Bike Pedestrian projects. Based on Council direction, below are the additional changes to the CIP program:
• Bicycle Pedestrian Master Plan Implementation Program – Page 15, #56059 o Based on Council direction, the draft FY 2024/25 Budget included $250,000 towards construction of Selby Lane Bicycle Improvements. This amount has been removed in FY 2024/25 as the Selby Lanes Bicycle Lanes Improvements project is currently under conceptual design.
o The Council directed that Bike/Ped FY 2024/25 grant amount of $25,000 is to seek grant funding and partnerships opportunities to implement improvements based on Council set priorities.
• Drainage Improvements Program – Page 21, #56034

FY 2024/25 Town Operations Budget
June 19, 2024

o The Council directed to remove a portion of the FY 2024/25 Budget of $350,000 for Green Infrastructure related to Selby Lane Bicycle Lane Project. The Green Infrastructure Selby portion was $175,000 and was removed. • Traffic Safety Improvement Program – Page 13, #56064
o The Council directed staff if they could review and allocate more funds from Measure A/Measure M/Gas Tax where possible and reduce General Fund Allocations from Fund 401 or a Transfer.
o Per Council direction staff reviewed and moved the FY2024/25 ADLP $450,000 Traffic Safety Improvement Project from Capital Improvement Fund to the Measure A Fund in FY 2024/25.

The above changes resulted in a reduction of $875,000 in Capital Improvement Fund expenditures in FY 2024/25. As a result, the General Fund allocation to the Capital Improvement Fund decreased from $5,325,000 to $4,450,000. The FY 2024/25 Capital Improvement Fund includes funding sources of $6.90 million for capital projects.

Funding Source FY 2024/25 Allocation
CIP Fund $5,830,000
Gas Tax $360,000
Measure M $75,000
Atherton Channel Fund $125,000
Measure A $370,000
Measure W $145,000
Total $6,905,000
Expenditures in FY 2024/25 for the CIP are $7.35 million. The following are project/program expenditures:

Project FY 2024/25 Funding
Traffic Safety Improvements $600,000
Accessibility Improvements $10,000
Streets/Roads Maintenance $1,455,000
Park Improvement Program Projects $2,050,000
Drainage Improvement Projects $2,790,000
Bike/Ped Master Plan Program $275,000
Town Facilities $150,000
Neighborhood Traffic Management $0
Traffic Control Devices $15,000
Upper Channel Monitoring $10,000
Total* $7,355,000

FY 2024/25 Town Operations Budget
June 19, 2024

OVERALL SUMMARY
For FY 2024/25 the Town’s General Fund Revenues are projected at $23,001,022 against $20,774,676 in expenditures. This will result in a single year-end positive balance of $2,226,346 and a total projected year ending positive Fund Balance of $11,564,345.

FY 2024/25 includes below the line items of $2,500,000 for ERAF, budgeted debt service payment of $861,871, Transfer Out to CIP Fund 401 for capital projects of $4,450,000. There will be a single-year projected change in fund balance by negative $2,811,871. The negative change reflects the drawdown of unallocated reserves Fund Balance of $4.450 million for capital projects.

RESERVES
With Council direction, the unallocated reserve balance can be appropriated towards operational use, capital projects or to pay down liabilities. During its review of the Town Financial Planning model during the fiscal year 2024/25 budget process, the Council considered using the unallocated funds towards various priorities. For FY 2024/25, there is an allocation of $4.450 million for various set aside buckets for capital projects in the Town CIP.

The beginning FY 2024/25 General Fund Balance was $12,149,869. With the inclusion of debt service, there is a total General Fund projected FY 2024/25 year-end fund balance of $11,564,345.

The table below reflects all the changes noted above.

FY 2024/25 Beginning Fund Balance $12,149,869
FY 2024/25 Projected Revenues (inclusive of ERAF) $25,501,022 Total Available Funds $37,650,891
COP Debt Service for FY 2023/24 ($861,871)
FY 2024/25 Expenditures (Projected Budget) ($20,774,676) FY 2024/25 Transfer Out CIP 401 Fund -Financial Planning ($4,450,000) Projected FY 2024/25 Ending Fund Balance $11,564,345
As shown below, the Town will meet its 30% reserve requirements total of $6,232,403 in FY 2024/25 and projects an unallocated reserve that is 26% of projected expenditures.

Unallocated Fund Balance
Any remaining fund balance not reserved or committed is designated as Unallocated Fund Balance. The projected unallocated available fund balance for FY 2024/25 is $5,331,942. This Unallocated Fund Balance represents funds that have not yet been assigned. With Council

FY 2024/25 Town Operations Budget
June 19, 2024

direction, the unallocated reserve balance can be appropriated towards operational use, capital projects or to pay down liabilities.

GANN LIMIT CALCULATION
The Finance Director calculated the FY 2024/25 GANN limit using the percentage change in population and the cost of living provided by the State Department of Finance. The GANN limit for 2024/25 is $17,183,782. The Town is in compliance with the GANN limit requirement for FY 2024/25.

MASTER FEE SCHEDULE CPI ADJUSTMENT
As part of the Fiscal Year 2024/25 Budget, staff is presenting a fee resolution for amending various fees and charges to the Town Master Fee Schedule. The Town completed its Master Fee Study in 2024. The Study recommended the Town also consider a regular escalator based on a local Consumer Price Index in the periods between adoption of the new fee resolution and until the next comprehensive fee review. The Council directed that such adjustments be done each year contiguous with the budget adoption. The attached Resolution adjusts fees in the Master Fee Schedule by CPI of 2.4% for FY2024/25. The Master Fee Schedule sets the fees for Planning, Building, Engineering, Public Works, Administrative, Police, and Parks and Facility Rentals. All fees except for State mandated fees have been adjusted by CPI escalator. Fees for at market rental of public spaces may also be adjusted independent of the CPI. Fees are rounded to the nearest “0” or “5”. With the recruitment of Park Events Management provider, staff recommends that the Park and Recreation Committee review market rate fees once the new provider is in place and conduct a study of comparable park and recreation facilities of other agencies for Town pricing metrics.

CONCLUSION
This budget presents a roadmap for accomplishing the goals and objectives of the City Council within existing resources and core strategy of financial stability. We continue to be fiscally prudent with our resources but are mindful of operational and infrastructure needs. The Town has many long-term infrastructure needs as priorities focus on the various CIP Master Plan projects.

FY 2024/25 Expenditures $20,774,676
Projected FY 2024/25 Ending Fund Balance $11,564,345
15% Emergency Reserve $3,116,201
15% Budget Stabilization Reserve $3,116,201
TOTAL RESERVE REQUIREMENT $6,232,403
Less Above Reserve Requirement = Unallocated Reserves $5,331,942

FY 2024/25 Town Operations Budget
June 19, 2024

POLICY FOCUS
The City Council adopts a fiscal year budget that addresses any policies and or priorities of the Council while addressing the needs of the community. At the forefront of the Town operations budget is that it provides the appropriate level of service to the community while also providing the resources needed for the Town Center campus. The Town’s Operating and Capital Improvement Budget represents one of the most significant Policy Documents approved by the City Council. Staff has crafted the attached Budget based on specific policy objectives of the City Council

FISCAL IMPACT
None.

GOAL ALIGNMENT
This Report and its contents are in alignment with the following Council Policy Goals:
• Goal A – Maintain Fiscal Transparency
• Goal F – Be Forward-Thinking, Well-Managed and Well-Planned

PUBLIC NOTICE
Public notification was achieved by posting the agenda, with this agenda item being listed, at least 72 hours prior to the meeting in print and electronically. Information about the project is also disseminated via the Town’s electronic News Flash and Atherton Online. There are approximately 1,200 subscribers to the Town’s electronic News Flash publications. Subscribers include residents as well as stakeholders – to include, but be not limited to, media outlets, school districts, Menlo Park Fire District, service provides (water, power, and sewer), and regional elected officials.

The Town maintains a Fiscal Transparency web portal and includes all budget information on its website. Links to these various areas are below:

Fiscal Transparency Web Page:
http://www.ci.atherton.ca.us/index.aspx?NID=269
Archive of Town Budgets:
http://www.ci.atherton.ca.us/index.aspx?nid=273
Financial Data Portal (OpenGov):
http://www.ci.atherton.ca.us/index.aspx?nid=361
Financial Audit Archive:
http://www.ci.atherton.ca.us/Archive.aspx?AMID=39&Type=&ADID=

FY 2024/25 Town Operations Budget
June 19, 2024

Actuarial Valuations Archive:
http://www.ci.atherton.ca.us/Archive.aspx?AMID=61&Type=&ADID= Labor Contracts, Agreements, and Salary/Benefit Information:
http://www.ci.atherton.ca.us/index.aspx?nid=192

ATTACHMENTS
FY 2024/25 General Fund Revenue and Expenditure details by department, Internal and Special Funds, CIP, and accompanying resolutions

BUDGET RESOLUTION Town of Atherton
Resolution No.

Adopted June 19, 2024
Appendix D Page 1 of 5
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE TOWN OF ATHERTON ADOPTING THE FISCAL YEAR 2024-2025 OPERATING AND

CAPITAL IMPROVEMENT PROGRAM BUDGET
WHEREAS, the City Council of the Town of Atherton set June 19, 2024, at the Town of Atherton City Council Chambers 80 Fair Oaks Lane, Atherton, California, as the time and place for the public hearing on the introduction of the Fiscal Year 2024- 2025 Operating and Capital Improvement Program Budget; and WHEREAS, notice of said hearing was duly given by posting the time and place of said hearing at designated places in accordance with Chapter 2.08 of the Municipal Code of the Town of Atherton; and
WHEREAS, it appears to be in the best interest of the citizens of the Town of Atherton that the Fiscal Year 2024-2025 Operating and Capital Improvement Program Budget be adopted in the format set forth in Exhibit A, attached hereto, and by reference incorporated herein; and
WHEREAS, the Salary schedules and Classification for Fiscal Year 2024-2025 are incorporated in as a resolution within the proposed budget WHEREAS, the budget was made available for public view at the Town Center, 80 Fair Oaks Lane, Atherton, California, and the Town Library, 2 Dinkelspiel Station Lane, Atherton, California.

NOW THEREFORE, BE IT RESOLVED, that the Fiscal Year 2024-2025, Operating and Capital Improvement Program Budget projected appropriations /expenditures totaling $31,651,152 which includes the General Fund Operating Budget of $20,774,676, Other Funds Operating Budgets of $3,121,476, and the Capital Projects Budget of $7,755,000, as set forth in Exhibit A, attached hereto and by reference incorporated herein, be adopted for Fiscal Year 2024-2025.

BE IT FURTHER RESOLVED, that the City Clerk of the Town of Atherton is hereby directed to forward a copy of said approved and adopted budget to the County Controller of San Mateo County for filing pursuant to Government Code Section 53901. * * * * * * * * * * * * *
I hereby certify that the foregoing resolution was duly and regularly passed and adopted by the City Council of the Town of Atherton at a regular meeting thereof held on the 19th day of June, 2024, by the following vote:

AYES: Council Members:

NOES: Council Members:

BUDGET RESOLUTION Town of Atherton
Resolution No.

Adopted June 19, 2024
Appendix D Page 2 of 5
ABSENT: Council Members:

ABSTAIN: Council Members:
____________________________
Diana Manuelian-Hawkins, MAYOR
Town of Atherton
ATTEST:
____________________________
Anthony Suber, City Clerk

APPROVED AS TO FORM
_____________________________
Mona Ebrahimi, City Attorney

BUDGET RESOLUTION Town of Atherton
Resolution No.

Adopted June 19, 2024
Appendix D Page 3 of 5
EXHIBIT “A”

THE CITY COUNCIL OF THE TOWN OF ATHERTON DOES HEREBY RESOLVE AS FOLLOWS:

Section 1: That an Appropriation-Expenditure Budgeting System entitled Expenditure Control Budget (ECB) is hereby adopted. The system consists of:
• Present Personnel Policies, Procedures, and Memorandum of Understanding, including salary schedules and benefits, except as hereinafter changed by resolution or ordinance of the City Council.
• The Expenditure Control Budget will show overall General Fund and other funds and/or departments.
• This system will apply to Operating and Capital Budget Expenditures as intended for use in Fiscal Year 2024-2025.
• All CIP encumbered expenditures from the Fiscal Year 2023-2024 Adopted/Revised Budget shall be carried forward and re-appropriated in Fiscal Year 2024-2025. Said encumbered expenditures to be re-appropriated in Fiscal Year 2024-2025 must be initiated by the Public Works Director, recommended by the Finance Director, and approved by the City Manager.
• Capital Project Commitments: Capital projects for which funds are appropriated in the budget year shall have those funds restricted for use for that project. Such appropriations will continue to be valid in subsequent fiscal years until the project is completed or the Council takes subsequent action to de-appropriate all or part of the funds originally restricted. If a capital project requires an additional appropriation, then City Council approval shall be required.
• General Fund Balance: The balance shall be established in accordance with the Fund Balance Policy for the General Fund as adopted by the City Council. • The City Manager is authorized to make budget transfers within the same department. Any transfers between departments or funds shall require the approval of City Council.
• Expenditures are budgeted at, and may not legally exceed, the department level for the general fund and the fund level for Special Revenue and Capital Projects Funds.

Budgeted amounts shown are as originally adopted, or as amended by the Town Council during the year.
• This budget system assumes existing service levels; Council approval will be required for any significant changes involving increased or decreased service levels.

BUDGET RESOLUTION Town of Atherton
Resolution No.

Adopted June 19, 2024
Appendix D Page 4 of 5
• The Finance Department shall be responsible for constant monitoring of the budget and shall establish and implement appropriate control mechanisms necessary for said purpose after consultation with city staff and approval by the City Manager. • A monthly financial report shall be made available by the Finance Director for each department and/or program and/or capital project.

BUDGET RESOLUTION Town of Atherton
Resolution No.

Adopted June 19, 2024
Appendix D Page 1 of 5
Section 2: FY 2024-2025 all Funds Operating and Capital Budgets are hereby adopted, establishing the following revenue estimates and expenditure budgets:

Projected
Fund Balance
06/30/24
Budgeted
Revenues
Budgeted
Expenditures
Budgeted
Transfer In
Library JPA
Est. Advance
excess funds
Budgeted
Transfer
Out/Lease
Payment
Lease Payment ERAF
Projected
Fund Balance
06/30/25
101 General Fund $ 12,149,869 $ 23,001,022 $ 20,774,676 $ (4,450,000) $ (861,871) $ 2,500,000 $ 11,564,344 105 Tennis Fund 127,757 69,500 57,500 - 139,757
209 Police (COPS) Grant 185 171,145 171,000 330
213 Library Fund 2,502,142 666,902 650,902 2,518,142
215 Evan Creative Design - - - -
Total Special Revenue 2,630,084 907,547 879,402 - - - 2,658,229 201 Special Tax - - - -
202 Measure A 731,907 370,000 890,000 211,907
203 Gas Tax 268,869 360,000 300,000 328,869
204 Measure M 79,048 75,000 75,000 79,048
205 Measure W 544,662 145,000 140,000 549,662
401 Capital Improvement 2,119,663 5,830,000 5,840,000 2,109,663 402 Storm Drainage - - - -
403 Channel Drainage Dt. 654,004 125,000 510,000 269,004 406 Facilities Construction - - -
Total Capital Projects 4,398,153 6,905,000 7,755,000 - - 3,548,153 610 Equipment Repl. 1,180,590 431,758 724,620 887,728
614 Worker's Comp. 1,885,372 73,833 458,287 1,500,918
615 General Liability 541,745 619,432 714,432 446,745
616 Employee Benefits 755,627 413,664 344,735 824,556
Total Internal Service 4,363,334 1,538,687 2,242,074 - - 3,659,947 Total All Funds $ 23,541,440 $ 32,352,256 $ 31,651,152 $ - $ - $ (4,450,000) $ (861,871) $ 2,500,000 $ 21,430,673 Internal Service Funds
General Fund
Special Revenue Funds
Capital Project Funds
Town of Atherton
Budget for FY 2024-2025

Resolution No. 2024-XX Page 1 of 12 June 19, 2024
RESOLUTION NO. 24- XX

A RESOLUTION OF THE CITY COUNCIL OF THE TOWN OF ATHERTON

ADOPTING SALARIES AND BENEFITS FOR UNREPRESENTED STAFF
The City Council of the Town of Atherton hereby resolves as follows:

WHEREAS, Attachment A to this Resolution specifies terms and conditions of employment for Unrepresented Employees, and
WHEREAS, it is the intent of the Council that this resolution serve in lieu of a Memorandum of Understanding for unrepresented employees for purposes of defining and affording rights as outlined in this Resolution; and
WHEREAS, it is the intent of the Council that the rights as outlined in this Resolution be effective July 1, 2024; and
WHEREAS, in arriving at the various term and conditions in the Resolution, the Council and employees covered by this Resolution recognize that this Resolution may be amended in the future at any time, including prior to its expiration based on the discretion of the Council at that time; and
WHEREAS, the Council and employees covered by this Resolution recognize that it is the intent of the Council to meet annually to review and modify the terms and conditions of this Resolution based on the Town’s fiscal condition and/or employment needs dictate; and WHEREAS, with respect to the salaries and benefits provided under this Resolution, the Council strives to pay employees a fair total compensation package in line with the average for similar positions in comparable agencies within the region.

NOW, THEREFORE, BE IT RESOLVED, by the City Council of the Town of Atherton that the salaries and benefits of the Unrepresented Employees of the Town of Atherton shall be as stated in Attachment A, effective July 1, 2024.

PASSED AND ADOPTED at a meeting of the City Council of the Town of Atherton on the 19th day of June 2024 by the following vote:

AYES: Councilmembers:

NOES: Councilmembers:

ABSTAIN: Councilmembers:

ABSENT: Councilmembers:

Diana Hawkins-Manuelian, Mayor
Town of Atherton

Resolution No. 2024-XX Page 2 of 12 June 19, 2024
ATTEST:

Anthony Suber, City Clerk
APPROVED AS TO FORM:

Mona Ebrahimi, City Attorney

Resolution No. 2024-XX Page 3 of 12 June 19, 2024
Attachment A

TOWN OF ATHERTON
Unrepresented Employees Salary & Benefit Resolution
GENERAL PROVISIONS:

The following salary and benefit programs shall apply to all local miscellaneous and safety employees in the classes and at the levels noted herein. It is intended that this Resolution serve in lieu of a Memorandum of Understanding for unrepresented employees for the purposes of defining and affording rights as outlined in this Resolution.

1. TERM: This Resolution shall be effective July 1, 2024. As a practice, this Resolution may be returned annually to the City Council for review and modification as the Town’s fiscal condition and/or employment needs dictate.

2. COVERED CLASSIFICATIONS & SALARIES:

Monthly salary ranges for employees in the covered classifications shall be as listed in Appendix A Salary Schedules FY 2024-25;
The classifications for the employees covered by this Resolution are as follows:

Job Title and Classification
Management
Police Chief
Finance Director
Police Commander
Deputy City Manager/City Clerk
Public Works Director
Maintenance Manager
Senior Engineer
Senior Accountant
Management Analyst I/II
Non-Management, Confidential
Accountant
Jr. Accountant
Town Arborist
Assistant / Associate Engineer
Office Specialist
Receptionist / Clerk

Resolution No. 2024-XX Page 4 of 12 June 19, 2024

3. TEMPORARY AND SEASONAL EMPLOYEES: The City Manager may hire, on a part-time basis, positions identified as full-time according to the current salary resolution.

Such positions shall only be hired when filling in temporarily for an existing full-time position. In addition to this authorization, the City Manager is authorized to hire the following temporary and/or seasonal hourly positions as operational needs dictate:

Position Title Hourly Rate
Per-Diem Dispatcher
Police Officer Reserve Level I
Hourly Rate As Applicable to FT Dispatcher
Hourly Rate As Applicable to FT Police Officer
Intern Hourly Rate Determined by City Manager
Unless prescribed by law, the benefits listed within this Resolution shall not apply to Temporary and Seasonal employees.

4. HOURS OF WORK: The standard workweek for employees occupying full-time positions consists of forty (40) hours in any seven (7) day period. The workweek begins at 12:01 A.M. Sunday and ends 11:59 P.M. the following Saturday. The City Manager shall designate shift schedules for all employees with due regard for the convenience of the public and the laws of the State and the needs of the Town. The Town reserves the right to consider changes to the standard workweek to facilitate adjustments to Town Hall operating hours.

5. FLEXIBLE SCHEDULES: At the request of the Department Head and following review and approval by the City Manager or his/her designee, a flexible work schedule may be implemented for employees covered by this Resolution. The City Manager's evaluation shall give consideration to the needs of the Department/Employee as well as the desire of the City Council to continue to provide all Town services on a schedule that is conducive to providing uninterrupted service to its residents throughout the week.

Each flexible schedule approved shall be evaluated by the City Manager or his/her designee no later than six months following its implementation. The purpose of the evaluation will be to determine if it is in the best interests of the Town of Atherton to continue the flexible schedule, or any modifications to the schedule that would be necessitated by the City Manager's evaluation.

COMPENSATION

6. WAGES – PROGRESSION WITHIN STEPS: Employees are eligible to progress from Step A to Step B six (6) months after their hire date or date of entry into the job classification, provided they have received a satisfactory performance evaluation conducted by their supervisor. Thereafter, employees may progress between steps B through D twelve (12) months after date of entry into the previous step provided they have received a satisfactory evaluation.

7. OVERTIME: All non-management, confidential employees are subject to and shall receive when appropriate, overtime compensation in accordance with the provisions of the Fair Labor Standards Act and California labor laws. Management employees are exempt

Resolution No. 2024-XX Page 5 of 12 June 19, 2024
from overtime.

All compensable overtime must be authorized by the Department Head or designated representative in advance of being worked. If prior authorization is not feasible because of emergency conditions a confirming authorization must be made on the next regular working day following the date on which the overtime was worked.

Any authorized time worked in excess of forty (40) hours in the applicable designated FLSA workweek shall be considered overtime and shall be compensable at the rate of one and one-half (1½) times the employee's regular rate of pay. Compensatory time off may be taken in lieu of overtime payment. For purposes of this section, Overtime, as defined in applicable state or federal law, the term “time worked” excludes time in paid status but not worked (e.g., paid sick, vacation, holiday, disability, or other compensatory time off.) Compensatory time off shall be at a time mutually agreeable to the employee and the Department Head. Compensatory time off which accrues in excess of forty-eight (48) hours will be liquidated by monetary payment during the month of October. An employee shall not be required to reduce a scheduled workday in whole or in part to avoid the payment for overtime worked on another scheduled workday.

8. PAY FOR TEMPORARY OR INTERIM APPOINTMENT TO A HIGHER CLASSIFICATION: An employee who is temporarily appointed and performs the work of a position in a higher classification temporarily vacated by its incumbent either covered by or outside of employees covered by this resolution for more than five (5) consecutive workdays shall be paid five percent (5%) above the regular rate he or she received in his or her regular lower classification for such time as working out of class. However, if the position in the higher classification is vacant (has no incumbent) and the employee is given an interim appointment to such position pending the permanent filling of such position, he or she shall be paid five percent (5%) above the regular rate he or she received in his or her regular lower classification, or the rate of the first step of the range assigned to the higher classification, whichever is greater for the period of time working in that position. In no event shall such pay exceed the maximum of the range of the classification in which the employee is temporarily assigned. Payment shall commence with the first (1st) workday of the temporary or interim assignment and shall continue, including holidays, during the period of temporary or interim assignment. Such appointment shall be in writing by the Department Head and approved by the City Manager or his designated representative; however, any appointment to a temporary Department Head classification shall be approved by the City Manager. Only the City Council may authorize a temporary appointment to the position of City Manager.

PAID LEAVES

9. LEAVES COVERED UNDER STATE AND FEDERAL LAW AND
ADMINISTRATIVE POLICIES: In addition to the paid leave provisions outlined below, the Town shall provide leave pursuant to adopted Town Administrative Policies and consistent with state and federal law, these shall include but not be limited to leave for Jury Duty, Voting, Military Leave, Pregnancy Disability, and Family Medical Leave.

Resolution No. 2024-XX Page 6 of 12 June 19, 2024

10. ADMINISTRATIVE LEAVE: In recognition of the hours required to accomplish the requirements of each management position, including the attendance at numerous meetings outside normal working hours, each Management Employee shall be granted sixty (60) hours of Administrative Leave per fiscal year. Management employees may accumulate a maximum of 60 hours of Administrative Leave. No cash out of Administrative Leave shall be allowed. Administrative leave does not apply to non-management, confidential employees.

11. HOLIDAYS: The following holidays will be observed by all employees. • January 1, New Year’s Day
• Third Monday in January, Martin Luther King, Jr. Day
• Third Monday in February, President’s Day
• Last Monday in May, Memorial Day
• July 4, Independence Day
• First Monday in September, Labor Day
• Second Monday in October, Columbus Day
• November 11, Veteran’s Day
• Fourth Thursday in November, Thanksgiving Day
• Fourth Friday in November, Day after Thanksgiving Day • December 25, Christmas Day
Additionally, employees shall receive a personal holiday on a date to be determined by the employee subject to the approval of the City Manager or his/her designee. This holiday will be credited to the employee’s vacation bank each January.

If any of the regular holidays (excluding personal holidays) falls on a Saturday, the Friday preceding shall be observed as the holiday. If the holiday falls on a Sunday, the following Monday shall be observed as the holiday.

12. VACATION LEAVE: Except as limited by this section, all employees in full-time positions shall accrue Vacation Leave on each pay period prorated based on the following annual rates while in paid status:
• Less than three years of service - 80 hours per year. • Three years of service to eight years of service- 120 hours per year. • Eight years of service and above- 160 hours per year.

Vacation can only be accumulated to two times the employee's annual accrual rate, but not to exceed a total of 240 hours. If the employee’s balance exceeds 240 hours, they shall not accrue any new vacation leave until their balance is 240 hours or less.

Employees shall be allowed to have the Town buy back any accrued vacation, with the approval of the Town Manager that the employee has satisfied the following condition:

Resolution No. 2024-XX Page 7 of 12 June 19, 2024
• An employee desiring to implement this option must submit his/her request at the time of vacation sign-up for the upcoming year. To be eligible to sell back vacation time, an employee must have a minimum balance in excess of one half of his/her annual vacation accrual, after any buy back.

13. SICK LEAVE: The Town shall provide each employee in paid status with paid sick leave at the rate of eight (8) hours per month (3.69 hours per pay period). There shall be a cap of 960 hours of sick leave accrual. For those employees whose balance now exceeds the cap, no further sick leave shall accrue until their balance is below the cap.

An employee may only use sick leave that has accrued prior to the current pay period. Sick leave is not cashed out upon separation. Probationary employees can earn and use sick leave.

The Town recognizes employees who demonstrate an outstanding attendance record over a prior calendar year. Under this program, employees are allowed to convert a portion of their unused sick leave to pay or compensatory time off in the month of December and the month of June each year. In order to be eligible for this recognition, an employee must have been a regular full-time employee of the Town for the full preceding calendar year and must have used 24 or fewer hours of sick leave during the preceding six months.

Participating employees shall submit a request in writing to Human Resources by the 15th of the month (i.e., June 15th or December 15th). An initial full year’s request in 2019 by July 15 shall be permitted upon the initiation of the program.

The option to buy back sick leave is subject to the requirement that the employee maintain 80 hours of combined leave (i.e., vacation, sick, compensatory time off, etc.) once the buyback is applied. Buy-back shall be calculated at the employee’s regular rate of pay.

Level 1: Employees who have not used any sick leave hours over the previous six (6) months have the option to buy back or convert up to 30 hours of unused sick leave.

Level 2: Employees who have used up to 12 sick leave hours over the previous six (6) months have the option to buy-back or convert up to 12 hours of unused sick leave.

Level 3: Employees who have used more than 12 but less than 24 sick leave hours over the previous six (6) months have the option to buy back or convert up to eight (8) hours of unused sick leave.

14. BEREAVEMENT LEAVE: An employee shall be allowed paid leave for not more than five (5) working days when absent because a death has occurred in their immediate family as defined within the Town’s Administrative Policies.

Resolution No. 2024-XX Page 8 of 12 June 19, 2024

BENEFIT PROGRAMS
The following benefits are provided to employees covered by this resolution. Benefit programs are not considered vested rights and may be subject to change. It is the intent of this Resolution that covered employees receive the same general benefits as other employees in similar department units.

15. PUBLIC EMPLOYEES' RETIREMENT SYSTEM: All full-time employees are enrolled in the California Public Employees Retirement System (CalPERS), as amended by AB 340 of 2012, in lieu of Social Security coverage. All local miscellaneous, CalPERS “classic” employees shall continue to be enrolled in the 2% at 55 retirement benefit plan.

All local miscellaneous employees subject to the Public Employees’ Pension Reform Act (PEPRA) shall be enrolled in the 2% at 62 retirement benefit plan and be subject to the three-year average basis for determining the pension benefit levels. All local miscellaneous employees shall contribute the full required employee contribution.

All public safety CalPERS “classic” employees covered by this resolution shall continue to be enrolled in the 3% at 50 retirement benefit plan subject to the highest one year of service. All public safety employees subject to the Public Employees’ Pension Reform Act (PEPRA) shall be enrolled in the 2.7% at 57 retirement benefit plan, and be subject to the highest three years average basis for determining the pension benefit level. All public safety employees shall contribute the full required employee contribution.

A. Employees shall pay 100% of the employees’ share of the mandatory member contribution for CalPERS retirement, presently 9% for sworn and 7% for non-sworn. This amount shall be deducted from employees’ paycheck and Town will forward to CalPERS.

B. Non-sworn employees shall pay an additional 1% toward the employers’ share of the CalPERS retirement contribution.

C. Sworn employees shall pay an additional 3% toward the employers’ share of the CalPERS retirement contribution.

The Town will continue to offer the voluntary salary reduction option offered by Section 414H2 of the IRS Code and the Public Employees Retirement System.

16. HEALTH PLAN CONTRIBUTIONS: The Town provides medical and hospitalization care benefits though the CalPERS Health Plan Program to the extent not supplanted by any mandated federal health coverage plan. For any CalPERS Health Plan Program, the Town shall pay the minimum amount required by law toward the monthly premium for hospital and medical care benefits under the CalPERS (PEMHCA) Health Plan referred to as the minimum employer contribution (MEC), currently the sum of $157 per month (2024 rate).

Any remaining premium shall be paid by the employee either through the Section 125 Plan (cafeteria flex-plan described below) or payroll deduction or a combination thereof unless replaced by a federally mandated health coverage plan. The Town reserves the right to modify the health insurance programs offered to its employees.

17. DOMESTIC PARTNER COVERAGE: The Town will provide domestic partner

Resolution No. 2024-XX Page 9 of 12 June 19, 2024
medical coverage to the extent and in the manner which CalPERS health plan carriers or federal law allow for the domestic partner's enrollment.

18. IRC SECTION 125 FLEXIBLE BENEFIT PLAN:

A. To the extent not supplanted by any mandated federal health coverage plan, the Town participates in the CalPERS Health Plan Program; however, the Town reserves the right to select the providers of any insurance program(s).

B. The Town shall contribute each month up to the amounts listed below, based on the employee’s level of medical plan enrollment, to each active employee’s IRC section 125 Cafeteria Flex Plan account. The benefit allowance is to be used to offset the costs of the employer provided medical, dental and vision insurance premiums. An employee may not use the allowance for other reasons. These amounts may be adjusted by the City Council in superseding resolutions. Provisions of the Cafeteria Flex Plan shall be set forth by resolution of the City Council as soon as practical after adoption of this Resolution to clarify and implement the specifics of the plan which is outlined herein.

1. 90% of the 2019 CalPERS published rates for the Kaiser plan:
• One Party = $691
• Two Party = $1,383
• Three + Party = $1,798
For any CalPERS Kaiser HMO rate increases, the cafeteria contribution shall be adjusted according to the following agreement:
• For rate increases of up to and including 3% of any annual premium, the cafeteria plan contribution shall not be increased. • For rate increases in excess of 3% of the annual premium, the cafeteria plan contribution shall be increased by one half (1/2) of the increase in excess of 3%.

2. Dental
• 90% of the published rates for single, 2-party, and family

3. Vision
• 90% of the published rates for single, 2-party, and family Any required health, dental and/or vision premiums in excess of the amount in the Cafeteria Plan shall be paid by the employee, unless replaced by a federally mandated health coverage plan.