East Palo Alto City Council January 8, 2022 Agenda Page 1 of 3
EAST PALO ALTO CITY COUNCIL
SPECIAL MEETING AGENDA
STRATEGIC PLANNING RETREAT
January 8, 2022, 8:30 a.m. -12:30 p.m.
EPA Government Center
2415 University Ave, First Floor
East Palo Alto, CA 94303
NOTICE
This City Council meeting will be conducted in accordance with City of East Palo Alto Resolution adopted in accordance with Assembly Bill 361. All members of the City Council will participate in the meeting by video conference, with no physical meeting location available to the public.
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East Palo Alto City Council January 8, 2022 Agenda Page 2 of 3
1. CALL TO ORDER AND ROLL CALL
2. APPROVAL OF THE AGENDA
3. ADOPT PROCLAMATION OF THE CITY OF EAST PALO ALTO:
Commemorating the Contributions of the Reverend Dr. Martin Luther King, Jr., in the Fight for Equality
4. CITY COUNCIL PRIORITY SETTING FOR FISCAL YEAR 2022-2023 A. Opening Comments
B. Retreat Overview
C. Celebrate Recent Accomplishments
D. Public Comment
E. Break
F. Consider Each of the Seven Priority Areas and Goals
G. Review Workload and Funding Constraints and Possible Solutions H. Next Steps and Wrap-Up
5. ADJOURNMENT
East Palo Alto City Council January 8, 2022 Agenda Page 3 of 3 This AGENDA is posted in accordance with Government Code Section 54954.2(a) This Notice of Availability of Public Records: All public records relating to an open session item which are not exempt from disclosure pursuant to the Public Records Act, that are distributed to the majority of the City Council will be available for public inspection at the City Clerk’s Office, 2415 University Avenue, East Palo Alto, CA at the same time that the public records are distributed or made available to the City Council. Such documents may also be available on the East Palo Alto website www.cityofepa.org subject to staff’s ability to post the documents prior to the meeting. Information may be obtained by calling (650) 853-3100.
The City Council meeting packet may be reviewed by the public in the Library or the City Clerk's Office. Any writings or documents pertaining to an open session item provided to a majority of the City Council less than 24 hours prior to the meeting, shall be made available for public inspection at the front counter at the City Clerk's Office, 2ND Floor, City Hall, 2415 University Avenue, East Palo Alto, California 94303 during normal business hours. Information distributed to the Council at the Council meeting becomes part of the public record. A copy of written material, pictures, etc. should be provided for this purpose.
East Palo Alto City Council Chambers is ADA compliant. Requests for disability related modifications or accommodations, aids or services may be made by a person with a disability to the City Clerk's office at (650) 853-3127 no less than 24 hours prior to the meeting as required by Section 202 of the Americans with Disabilities Act of 1990 and the federal rules and regulations adopted in implementation thereof.
DECLARATION OF POSTING
This Notice is posted in accordance with Government Code §54954.2(a) or §54956. Members of the public can view electronic agendas and staff reports by accessing the City website. Under penalty of perjury, this Agenda was posted to the public at least 24 hours prior to the meeting.
POSTED: January 6, 2022
ATTEST:
James Colin
Acting City Clerk
EAST PALO ALTO
CITY COUNCIL
STAFF REPORT
DATE: January 8, 2022
TO: Honorable Mayor and Members of the City Council
VIA: Jaime M. Fontes, City Manager
BY: James Colin, Executive Assistant
SUBJECT: Proclamation of the City of East Palo Alto Commemorating the Contributions of the Reverend Dr. Martin Luther King, Jr., in the Fight for Equality Recommendation
Present the proclamation.
Attachments
1. MLK Proclamation 2022
3.1 Packet Pg. 4
Proclamation of the City of East Palo Alto
Commemorating the Contributions of the
Reverend Dr. Martin Luther King, Jr., in the Fight for Equality WHEREAS Dr. Martin L. King, Jr was born into a Christian Family residing in the State of Georgia and his heritage was from a line of Gospel Preachers and Educators. Early in his life Dr. King was exposed to the inequalities of public domains that he did not understand. He knew that this was not what the Preamble to the Constitution meant when it states, “All men are created equal”; and WHEREAS amid his educational pursuits, Dr. King, studied at Cozer Theological Seminary in Pennsylvania. he also studied at Morehouse College where he was inspired by Henry David Thoreau’s essays on Civil disobedience. In 1955, Dr. King received his Bachelor of Arts Degree from Boston University. He was further inspired by the writings of Mahatma Ghandi on Civil disobedience; and WHEREAS at the age of seventeen, Dr. King made his first public speech on equality at Ebenezer Baptist Church in Atlanta, where his father, Rev. Martin Luther King, Sr., was pastor. Dr. King was catapulted to national prominence in December 1955, after becoming pastor of Dexter Street Baptist Church in Montgomery, Alabama. He was pressed into service during the infamous “Bus Boycott” that began on December 1, 1955, when Mrs. Rosa Parks refused to give up her seat to a White male on a City bus in Montgomery and was arrested. These events set the stage for the organizing of the Southern Christian Leadership Conference. Dr. King and his Lieutenants trained young men and women carry out civil resistance during marches, arrests and even after the murder of several civil rights activists; and WHEREAS on August 20, 1965, the world was mesmerized when Dr. King delivered his, “I Have A Dream” speech at the Washington Memorial Pavilion. Dr. King was awarded both the Nobel Peace Prize and the Presidential Medal of Freedom; and WHEREAS Dr. King was dedicated to eradicating racial inequality in America. So, while in Memphis, Tennessee, in support of the Garbage Workers strike for higher wages and better working conditions, Dr. King was gunned down as he stood on the balcony of the Lorraine Hotel, his life was ended in a hail of bullets. The date, April 4, 1968; and WHEREAS on January 8, 2022, the City Council of East Palo Alto designates this day as “Dr. Martin Luther King, Jr.” Day.
Dated: January 8, 2022
Ruben Abrica
Ruben Abrica, Mayor
3.1.a
Packet Pg. 5
Attachment: MLK Proclamation 2022 (2053 : Proclamation Commemorating Reverend Dr. Martin Luther
EAST PALO ALTO
CITY COUNCIL
STAFF REPORT
DATE: January 8, 2022
TO: Honorable Mayor and Members of the City Council
VIA: Jaime M. Fontes, City Manager
BY: James Colin, Executive Assistant
Patrick Heisinger, Assistant City Manager
SUBJECT: City Council Priority Setting for Fiscal Year 2022-2023 Recommendation
It is recommended that the City Council:
· Review the attached supporting documents to evaluate the progress made and status of the Fiscal Year 2021-2022 City Council Strategic Priorities; · Define the Fiscal Year 2022-2023 City Council Strategic Priorities; · Solicit input from the community regarding the City Council’s Strategic Priorities; and · Direct the Administration to return to the City Council in March or April 2022 for final adoption of the Fiscal Year 2022-2023 City Council Strategic Priorities.
INTRODUCTION
This staff report provides an overview of the City Council Strategic Priority Setting (Priority Setting) process for Fiscal Year (FY) 2022-2023, as well as a status update related to the most recently adopted FY 2021-2022 City Council Strategic Priorities (Priorities).
The 2022-2023 Priority Setting session has been scheduled for Saturday, January 8, 2022.
BACKGROUND
The City Council conducts an annual Priority Setting process to designate high-priority initiatives, ordinances, and/or projects. The goal of the Priority Setting process is to allow the Administration to focus limited staff and financial resources on initiatives that City Council identifies as the highest priorities. The most recent Priority Setting session was held on January 23, 2021.
4.1 Packet Pg. 6
Consistent with past Priority Setting sessions, staff recommends the City Council continue with the following guidance:
· Method of Defining a Priority;
· Two (2) Year Approach to Priority Setting; and
· Enhanced Transparency with regard to the Priorities.
Method of Defining a Priority
For the purposes of developing the City Council Strategic Priorities for a given year, a Priority shall be any item that requires:
· Additional city resources to implement (e.g. funding for staffing or new projects/programs);
· Cross-departmental coordination or engagement of partners and entities outside of the City; or
· An increase in level-of-service for any Core Service or previously budgeted activity; and
· Specific goals articulated in terms of defined subtasks/objectives that may lead to achievement of a larger multi-year goal.
Two (2) Year Approach to Priority Setting
Consistent with the two most recent Priority Setting processes, the City Council developed a number of Priorities that would be achieved over a two-year period. Due to the fact that these priority projects are considered major efforts, it is more realistic to expect that completion of many of these goals will require at least two years. Acknowledgement of the two-year approach will provide staff, City Council, and the community with a reasonable understanding of the timelines associated with each goal.
Since this cycle of Priorities has been in place for two years, an ongoing two-year cycle will essentially become a rolling list of Priorities. Substantial progress has been made on several Priorities that were identified in past years, meaning that the City Council may identify new Priorities that may be added through the 2022-2023 Priority Setting process.
Although the City Council has full discretion to divert from this approach, staff recommends that the two-year approach be continued in order to build upon recent momentum in each area of the Priorities described below.
Enhanced Transparency with regard to the Priorities
The following enhanced transparency efforts will be continued in next Priority Setting process:
· Priorities described in detail in a living document on the City’s website. · Mid-year City Council Update each December provided by the Administration regarding progress in achieving the current Priorities.
Adoption of City Council Priorities for FY 2021/2022
On March 16, 2021, the City Council adopted a resolution that established the FY 2021-2022 Priorities, in two categories:
· Specific Priorities for FY 2020-2021; and
· A detailed Priority Workplan (Workplan), articulating the goals and subtasks/objectives within each Priority.
4.1 Packet Pg. 7
The chart below illustrates the Priorities and the City staff team member identified as lead responsible for implementation:
CITY COUNCIL PRIORITIES for FY 2021/2022
Priority Staff Lead
Effectively Respond to the COVID-19 Pandemic The Administration Enhance Community Services and Parks for Residents Heisinger/McKenzie Advance Housing and Workforce Development Chen/Heisinger Develop/Implement a Comprehensive Facilities Master Plan Fallaha/Heisinger Ensure Health and Public Safety Fallaha/Liu
Develop Comprehensive Strategy to Address the City’s
Structural Deficit
Oku
Establish/Implement a Transportation Mobility Plan Fallaha/Chen Improve the City’s Water Infrastructure Fallaha
Priority Implementation Status
Approximately 72 of the 93 specific actions/objectives from the goals (with subtasks/objectives) described in the adopted Priorities, will be identified as completed or initiated in FY 2021-2022.
To date, 21 goals identified have yet to been started (23%). Staff expects to complete at least 10 additional actions/objectives prior to the end of the current planning period (FY 2021-2022).
In total, at least 88% of the specific actions identified in the adopted Workplan (82 of 93) either have been initiated or will be completed prior to the end of fiscal year. With the continued impacts of the COVID-19 Pandemic, this accomplishment is significant.
Please see Attachment 1 to review the updated status for each Priority.
Staff provided the City Council with progress updates regarding the current Priorities on December 21, 2021. This staff report includes the next formal update and information regarding the process of establishing the Priorities and Workplans for the next Fiscal Year.
ANALYSIS
Core City Services
The City, through our City departments, provides a number of services to our residents which may be understood to be functions of ongoing City operations, actions that are based in legal or regulatory obligations, or activities that were approved through the City’s budget process. (Core Services) The current complement of Core Services is detailed by Department in Table 1 below.
TABLE 1
CITY OF EAST PALO ALTO CORE SERVICES BY DEPARTMENT
Department Director/Lead Core Services
City Manager’s Office Jaime M. Fontes/
Patrick Heisinger
• Lead and Manage the City
Organization. • Parks Capital Planning
• Strategic Initiatives (e.g. Education)
• City Clerk/Public Information
4.1 Packet Pg. 8
Activities • Human Resources
City Attorney’s Office Rafael Alvarado • Provide legal advice to the City Council and City staff. • Draft
documents that help achieve the City
Council’s Strategic Plan and the City
Manager’s priority action items.
• Defend the City’s interest in court and
administrative hearings and initiate legal
action to protect the City and/or improve
the quality of life of the residents of East
Palo Alto.
Administrative
Services Department
Marie McKenzie • COVID-19 Response. • Community
Programs.
Finance Department Tomo Oku • Financial Management, Reporting, Auditing. • Budget Planning,
Development, Forecasting. • Treasury,
Tax and Fee Administration. • Capital
Financing and Debt Management.
Police Department Acting Chief Liu • Patrol Division: Provide 24/7. • Investigations Division: Provide
Investigative follow-up of serious
crimes. • Administration Division:
Provide Administrative leadership of the
department, Records/Warrant/DOJ
compliance, PRA/staff Public Service
Counter, Evidence and Court liaison.
Community and
Economic
Development
Department
Amy Chen • Citywide Land Use Planning.
• Development Plan Review/Building.
Construction Inspection.
• Administration of the City’s
Affordable Housing Strategy/Rent
Stabilization Program. • Business and
Workforce Development.
Public Works
Department
Kamal Fallaha • Capital Improvement Programs
Implementation. • Public Works
Maintenance. • Environmental
Programs Solid Waste Management,
Stormwater Compliance, Sustainability.
• Oversee the maintenance and operation
of the City Water System. • Issuing
permits for any work to be performed on
City right-of-way (Encroachment
Permits) and Transportation Permits.
4.1 Packet Pg. 9
• Performs various reviews related to
private development projects.
As previously discussed with City Council, most City resources and staffing are primarily dedicated to the ongoing day-to-day delivery of core services, leaving limited management and other staff capacity available to focus on new initiatives and priorities.
Detailed Departmental Workloads and Constraints
While attending to the current Priorities and implementing our Core Services, staff have also dealt with additional workload activities and constraints, such as the ongoing impacts of the COVID-19 Pandemic and challenges of staffing capacity, with an increasing number of funded vacancies.
Departmental Workloads
Within each Department, there are Divisions that also function to implement ongoing Core Services through activities that are reflected in annual Division and unit workplans. Many of these activities are presented and reviewed by City Council throughout the year, as work is completed or approvals are required.
To assist with the 2022-2023 Priority Setting process, the City Manager seeks to provide a more comprehensive understanding of all activities undertaken by City staff and departments, which include Priorities, Core Services, and additional responsibilities. This added perspective will inform the Priority Setting process, particularly with regards to staff and resource capacities needed to complete assignments.
A detailed inventory of current Departmental Workload activities has been compiled in Attachment 2.
Ongoing Impacts of the COVID-19 Pandemic
The City has spent many hours of staff time and financial resources to help mitigate the ongoing effects of the pandemic. Many hours have been dedicated to media outreach and testing. Daily staff works on creating and coordinating messaging for the pandemic. Messaging goes out on social media outlets, the city website, and newsletter. In addition, financial resources are used to create and publish ads. Additionally, a lot of staff time is devoted to promoting and conducting COVID-19 testing and vaccinations. Testing has increased to almost daily in different parts of the city.
Staffing Capacity and Vacancies
Approaching the FY 2022-2023, it should be noted that the City of East Palo Alto is experiencing an unusual level of vacancies in key funded positions. This gap in capacity creates an added challenge for existing staff to implement the many Priorities, Core Services, and additional Department Workload items that have been identified.
The City’s budget for Fiscal Year 2021-2022 supports 117.75 budgeted positions. Currently, it is estimated that 13 of those positions are vacant and another six (6) positions are not able to support City operations, due to reasons such as long-term leave and workers compensation.
A total gap of 19 full-time positions equates to a 16% vacancy rate. As the City is traditionally leanly staffed, these vacancies require other employees to assume multiple workloads. To
4.1 Packet Pg. 10
avoid staff “burnout” and maintain effective operations, it is imperative that increasing capacity - through recruitment of budgeted positions and other possible means - be a key priority for the remainder of the current and next FY.
City’s Financial Outlook for Fiscal Year (FY) 2022-23
Balancing the General Fund budget in FY 2022-23 will remain a challenge due to continued revenue disruption, service cost pressures, deferred infrastructure challenges and the uncertainty surrounding lingering COVID-19 costs.
Future revenues remain highly uncertain, primarily due to estimating property tax negative Educational Revenue Augmentation Fund (ERAF) cash flow losses and recovery and the uncertain trajectory of COVID-19 economic recovery. However, we anticipate FY 2022-23 revenues will be slightly improved over the current year, as trends indicate recovery in sales tax and transient occupancy tax, as well as a backfill by the State on property tax in-lieu of Vehicle License Fee (VLF) loss in FY19-20. Revenues will remain below trend due to slow COVID-19 economic recovery, underlying, low revenue growth, property tax funding issues, and lack of taxable property development in recent years.
Baseline General Fund expenditures will increase due to personnel and other service cost increases, continued costs of addressing COVID-19 impacts and need to address organizational challenges arising from deferred technology investment in a remote work environment, and implementation of Council priorities in recent years - particularly in housing, grants, and utilities infrastructure. In addition, the City will begin negotiating with all bargaining units in early 2022.
We anticipate a budget process similar to FY 2021-2022 with continued challenges in maintaining current, temporary expenditure reductions, and in absorbing anticipated cost increases. We further note that the City Council adopted the reserve management policy in September 2021 which requires the City to target the contingency reserve amount to be 30% of adopted General Fund expenditures and changes the structure of General Fund balance classification impacting the available unassigned fund balance.
Options for New/Additional Priorities
In preparation for annual Priority Setting, potential options for addition to the next year’s City Council Priorities are identified through four methods, as detailed in Table 2 below:
Table 2
CITY COUNCIL PRIORITY SETTING Identifying Options for New/Additional Priorities
Category How Identified
Priorities for Future Consideration
(Carried-Forward)
Items that were raised during the past Priority
Setting session, but were identified for future
consideration in favor of more urgent Priorities in
the current FY.
Identified by City Council Since
2021-2022 Priorities were
Established
Items that are raised for consideration by City
Councilmembers throughout the FY are recorded
by staff for future discussion during Priority
Setting.
4.1 Packet Pg. 11
Newly Identified by Two or More
City Councilmembers
Leading up to the City Council’s Priority Setting
session, consultant Greg Larson surveyed each
Councilmember, asking questions about the City’s
accomplishments over the past year, the greatest
challenges facing the City, and the
Councilmembers’ highest priorities given the
ongoing pandemic and limited organizational
capacity to undertake new initiatives until 2022, at
the earliest.
Suggested Options from Staff Key initiatives that have funding deadlines or other pressing timelines.
A review of specific potential priorities for City Council consideration, organized within the categories described above, is provided in Attachment 3. Items that were not mentioned by more than one Councilmember were not included in the attachment. However, Councilmembers may bring up additional items during the retreat for discussion if desired.
The next City Council priority setting session is scheduled for January 8, 2022 beginning at 8:30 a.m. The draft discussion outline is provided as Attachment 4. The session will be facilitated by the City’s consultant, Greg Larson.
For each priority area, staff will highlight significant accomplishments to date and any identified possible changes to that priority area. The City Council will then discuss the priority and seek consensus on the work focus through 2022. Time will also be provided for public comment.
Next Steps
After the FY 2021-2022 Priority Setting session on January 8, 2022, staff will return to the City Council with an updated City Council Priority Workplan in March or April 2022. The updated draft will identify detailed targets, tasks, and timelines for each item, as well as any resources needed and constraints (if applicable). Any items added during the Priority Setting process may be reflected in the new City Council Priorities or in the City Department workplans.
Attachments
1. Status of Detailed Workplan for Each Priority
2. Current Departmental Workloads
3. Potential Priorities for City Council Consideration
4. Draft discussion outline for Saturday, January 8 priority setting session
4.1 Packet Pg. 12
DEPT: CITY MANAGER'S OFFICE/COMMUNITY & ECONOMIC DEVELOPMENT LEAD:
1 GOAL: Foster Community Cultural Events & Activities STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
1.1 Implement Summer Programming for East Palo Alto Residents Done X X
1.2 Facilitate City Sponsored Events on On-going Basis Doing X X X X X X X X 2 GOAL: Completion of a Parks Master Plan STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2.1 Draft, Issue, and Evaluate Park Master Plan RFP/Q and Subsequent Responses Done X
2.2 City Council Consideration of Agreement with Firm to Provide Master Plan Services Done X
2.3 Partner with Selected Consultant to Conduct Community Outreach on Park Master Plan Done X X
2.4 City Council Consideration of Final Park's Master Plan Doing X
2.5 Draft Recommendations Regarding: Potential Dog Park, Security, & Wi-Fi as Part of Parks Master Plan Doing X
2.6 Pursue Proposition 68 Grant Funds to Expand Recreation Opportunities Done X
2.7 Design Potential Martin Luther King Park Expansion Project Doing X 3 GOAL: Complete Information Technology (IT) Strategic Plan STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
3.1 Issue RFP to identify consultant to faciliate Strategic Plan To Do
3.2 Develop recommnedations To Do
3.3 City Council consideration of recommendations To Do
EAST PALO ALTO CITY COUNCIL PRIORITY WORKPLAN
McKenzie/Heisinger
GOAL
ACTIONS CC PRIORITY: Enhance Community Services and Parks for Residents STATUS FY 2020-2021 FY 2021-2022
4.1.1 Packet Pg. 13
Attachment: Status of Detailed Workplan for Each Priority (2052 : City Council Priority Setting for Fiscal DEPT: COMMUNITY AND ECONOMIC DEVELOPMENT LEAD:
1 GOAL: Develop & Implement Measure HH Employment & First Source Hiring Programs STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
1.1 Identify Consultant to Research and Provide Recommendations to the City Done X
1.2 City Council Study Session on Measure HH/First Source Hiring Options Done X
1.3 City Council Consideration of Measure HH/First Source Hiring Policies Done X
1.4 If Applicable, Identify Partner to Enforce Council-Established Policies Doing X
1.5 Community Outreach Doing X X X X X
2 GOAL: Provide Assistance to Small Local Businesses STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2.1 Identify Consultant to Provide Options for 9,000 sq/ft Office Building Provided by the Sobrato Organization To Do X
2.2 Obtain Cost Estimate for Tenant Improvements of City-Controlled Space in Cummings Loft Done X
2.3 Identify Funding Source for Tenant Improvements of City-Controlled Space in Cummings Loft Doing X
2.4 Consultant to Provide Council with Options for the 9,000 sq/ft Office Building To Do X
2.5 Finalize Concepts for Both Office Spaces To Do X
2.6 Investigate Approaches to Supporting Local Small Businesses Doing X X
3 GOAL: Continue to Implement the City's Affordable Housing Strategy Through 2023 STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
3.1 Semi-Annual Update at City Council Done X X X X
3.2 Advance Concept of TOPA/COPA and Other Homeownership Opportunities Doing X
3.3 Complete the Housing Element Update Doing X
4 GOAL: Investigate Potential Ballot Measure to Increase TOT to Support the Housing Trust Fund STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
4.1 If Applicable, Obtain Final Direction from Council to Pursue Measure Done X
4.2 Draft Ballot Language Done X
4.3 Submit Appropriate Documents to the County to Finalize Ballot Requirements Done X 5 GOAL: Engage with Community & Partner Agencies to Improve Educational Resources/Outcomes STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
5.1 Identify Consultant to Complete an Education Needs Assessment for City Done X
5.2 City Council Consideration of Draft Education Assessment Doing X
5.3 Final Recommendations for City Council Consideration To Do X X
5.4 Build Relationships with Foundations and Other Philanthropic Organizations to Identify Partnerships Doing X X X X X
EAST PALO ALTO CITY COUNCIL PRIORITY WORKPLAN
CC PRIORITY: HOUSING & ECONOMIC/WORKFORCE DEVELOPMENT FY 2020-2021 FY 2021-2022 GOAL
ACTIONS
STATUS
Chen/Heisinger
4.1.1 Packet Pg. 14
Attachment: Status of Detailed Workplan for Each Priority (2052 : City Council Priority Setting for Fiscal DEPT: PUBLIC WORKS DEPARTMENT/CITY MANAGER'S OFFICE LEAD:
1 GOAL: Completion of the City's Comprehensive Facilities Master Plan STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
1.1 Provide a Plan for City Council Adoption Done X
1.2 Initiate City Hall/Council Chambers Tenant Improvement Project Doing X 2 GOAL: Investigate Potential Options for Developing County Vacant Property Located on Beech Street STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2.1 Initiate Discussion with County on the Beech Street Property Done X
2.2 Based on Discussions with County, Embark on Process to Solicit Input from the Community Done X
2.3 City Council to Host a Study Session to Discuss Options for Beech Street Property Done X
2.4 If Applicable, Draft Formal Recommendations for City Council Consideration Doing X 3 GOAL: Coordinate with the County Library District Regarding the Potential New Library in East Palo Alto STATUS Q1 Q2 X Q4 Q1 Q2 Q3 Q4
3.1 Initiate Discussion with Goldman Foundation, the Library JPA, and County on Potential New Library Done X X
3.2 Based on Discussions with Stakeholders, Provide the City Council with Update on Potential New Library Done X 4 GOAL: Develop a Detailed Strategy for the Location of the Future Police Department STATUS Q1 Q2 Q3 Q1 X Q3 Q4
4.1 Investigate Potential Opportunities for Future Proposed Development Projects Doing X
4.2 Provide the City Council with Update on Options for Future Proposed Development Projects Doing X 5 GOAL: Complete the City Hall Tenant Improvement Project STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
5.1 Investigate Potential Partnership Opportunities for Future Development Projects Doing X X
5.2 Explore Potential of City Becoming Owner (or partial owner) of 2415 University Doing X
EAST PALO ALTO CITY COUNCIL PRIORITY WORKPLAN
Fallaha/Heisinger
GOAL
ACTIONS CC PRIORITY: Develop and Implement a Comprehensive Facilities Master Plan STATUS FY 2020-2021 FY 2021-2022
4.1.1 Packet Pg. 15
Attachment: Status of Detailed Workplan for Each Priority (2052 : City Council Priority Setting for Fiscal DEPT: PUBLIC WORKS DEPARTMENT LEAD:
1 GOAL: Enhance Flood Protection for Residents, Businesses, and Property Owners STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
1.1 Coordinate/Collaborate with SFC JPA on Design, Entitlements, & Permitting of Phase II Upstream Flood Control Project Doing X X X
1.2 Implement $22M Safer Bay Project CALOES/FEMA Grant w/ San Francisquito Creek JPA - Design & Permitting Doing X
1.3 Implement $22M Safer Bay Project CALOES/FEMA Grant w/ San Francisquito Creek JPA - Construction To Do X X
1.4 Coordinate with City of Palo Alto on the Construction of Newell Street Bridge Replacement Project Doing X
1.5 Update Hazard Mitigation Plan Done X
2 GOAL: Establish Pilot Traffic Enforcement Division for the Police Department STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2.1 Complete Recruitment of Essential Personnel To Do X
2.2 Training & Initiation of Parking Enforcement Program To Do X
2.3 Training & Initiation of Traffic Enforcement Program To Do X X
EAST PALO ALTO CITY COUNCIL PRIORITY WORKPLAN
Fallaha/Liu
GOAL
ACTIONS CC PRIORITY: Ensure Health & Public Safety STATUS FY 2020-2021 FY 2021-2022
4.1.1 Packet Pg. 16
Attachment: Status of Detailed Workplan for Each Priority (2052 : City Council Priority Setting for Fiscal DEPT: FINANCE DEPARTMENT LEAD:
1 GOAL: Address Structural Deficit Through Fiscal Resiliency Measures STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
1.1 Perform Risk-based Study of General Fund Reserves Done X
1.2 Adopt a General Fund Reserve Policy Done X
1.3 Perform Actuarial Study of CalPERS Pension Obligations Done X
1.4 Adopt a CalPERS Funding Plan Doing X
1.5 Perform Engineering and Other Studies as Necessary to Pursue Revenue Resources To Do
1.6 Prepare for & Manage Increasing Complexity of Utility Related Systems & Resources Doing X X 2 GOAL: Develop 25 Year Financial Projections STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2.1 Issue RFP to Hire Financial Projection Consultant To Do X
2.2 Perform Study of Financial Projections To Do X
2.3 Prepare and Present Projections To Do X
3 GOAL: Plan and Implement an Enterprise Resource Planning (ERP) System STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
3.1 Select ERP Vendor Doing X X
3.2 ERP Implementation Doing X X X
3.3 ERP Fully Implemented To Do X
EAST PALO ALTO CITY COUNCIL PRIORITY WORKPLAN
Oku
GOAL
ACTIONS CC PRIORITY: Develop Comprehensive Strategy to Address City's Structural Deficit STATUS FY 2020-2021 FY 2021-2022
4.1.1 Packet Pg. 17
Attachment: Status of Detailed Workplan for Each Priority (2052 : City Council Priority Setting for Fiscal DEPT: PUBLIC WORKS DEPARTMENT LEAD:
1 GOAL: Develop a Comprehensive Transportation and Mobility Plan STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
1.1 Circulate Final Administrative DRAFT of the Mobility Study Done X
1.2 Present the Final Report of the Mobility Study to the City Council/Approve/Adopt the Study Done X
1.3 Implement Short-term Improvements as Identified in the Final Mobility Report Doing X
1.4 Implement Mid-term Improvements as Identified in the Final Mobility Report To Do X
1.5 If Approved by CC, Initiate a Parking Permit Pilot Program To Do X
1.6 Complete and Adopt Transportation Demand Management (TDM) Ordinance Done X 2 GOAL: Expand Pedestrian/Bicycle Facilities and Interconnectivity STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2.1 Impement the City Bicycle Transportation Plan with Next Street Resurfacing Project Done X
2.2 Implement Bike Lane Striping with AHSC Funding Doing X X X
3 GOAL: Advance the University Overpass Project STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
3.1 Apply for ATP Grant for the University Ave/HWY 101 POC Project Done X
3.2 Apply for Additional Stanford Recreation Mitigation Funds for the Project Done X X
3.3 Obtain Caltrans Approval for the Project Doing X
4 GOAL: Investigate University Avenue Improvements/Changes (eg. Congestion Pricing, Tools) STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
4.1 Install Turn Restricting Signage along University Avenue To Do X
4.2 Complete a Feasability Analysis Report on Congestion Pricing along University Avenue To Do X
EAST PALO ALTO CITY COUNCIL PRIORITY WORKPLAN
Fallaha/Chen
GOAL
ACTIONS CC PRIORITY: Establish/Implement a Transportation Mobility Plan STATUS FY 2020-2021 FY 2021-2022
4.1.1 Packet Pg. 18
Attachment: Status of Detailed Workplan for Each Priority (2052 : City Council Priority Setting for Fiscal DEPT: PUBLIC WORKS DEPARTMENT LEAD:
1 GOAL: Improve Operations and Infrastructure of Water System STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
1.1 Release RFP and Award Consultant Contract to Update the City Water Master Plan Done X
1.2 Complete Update of the City Water Master Plan Doing X
1.3 Update the City Urban Water Management Plan (2020 UWMP) as Required by State Law Done X 2 GOAL: Advance Key Water Infrastructure Projects STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2.1 Complete Upgrade of the O'Brien Turnout Done X
2.2 Initiate and Design 12" Watermain across University Ave to Fill a Missing Gap in the Water System Done X
2.3 Apply for Infill Infrastructure Grant (IIG) for the 12" Water Transmission Line on University/Cooley Ave Done X X
2.4 Issue RFP for the Design of 12" Water Transmission Line on University/Cooley, Award a Design Contract Done X
2.5 Design 12" Water Transmission Line on University/Cooley Ave. Doing
2.6 Identify and Commit Funding for 12" Water Transmission Line on University/Cooley Ave. Doing X
2.7 Complete Construction of 12" Water Transmission Line on University/Cooley Ave. To Do X
2.8 Complete an Agreement with Palo Alto to Re-establish the Water Intertie at University/Woodland Done X *2.9 Design of Water Intertie at University/Woodland with Palo Alto Done
2.1 Complete Construction of Water Intertie at University/Woodland with Palo Alto Doing X X
2.11 Identify Potential Locations for Additional Water Storage Doing X
2.12 Investigate State and Federal Water Funding Opportunities, including WIFIA and DWSRF Doing X
2.13 Proactively Design Additional Water Improvement Projects Doing X X X X
EAST PALO ALTO CITY COUNCIL PRIORITY WORKPLAN
Fallaha
GOAL
ACTIONS CC PRIORITY: Improve the City's Water Infrastructure STATUS FY 2020-2021 FY 2021-2022
4.1.1 Packet Pg. 19
Attachment: Status of Detailed Workplan for Each Priority (2052 : City Council Priority Setting for Fiscal ATTACHMENT 2 – CURRENT DEPARTMENTAL WORKLOADS
Department List of Recent/Current Tasks
City Manager’s Office
• City’s COVID-19 Response
• Facilitating the City’s Parks and Open Space Master Plan process • Design of Martin Luther King Jr. Park Master Plan
• Partnership with the Magical Bridge Foundation to re-envision Bell Street Park • Completed two Prop. 68 funding applications – one was successful, future improvements for Joel Davis Park • Negotiated gift agreements with the San Francisco 49ers and Optimum Nutrition (Davante Adams) to provide outdoor fitness equipment at two City parks
• Facilitation of City’s potential purchase of property for a future library • Completed negotiations with all City bargaining units • Coordinating analysis for use of 2415 University and the Tanklage property for future use • Participating in the Veolia lease negotiations and Water Asset Management Plan initiatives • Partnered with the City Attorney’s Office to complete the water transfer agreement with the City of Mountain View
• Coordinating City’s obligations connected to LAFCO’s Municipal Service Review (MSR) of the East Palo Alto Sanitation District
4.1.2 Packet Pg. 20
Attachment: Current Departmental Workloads (2052 : City Council Priority Setting for Fiscal Year 2022- City Attorney’s Office
• Drafted gift agreements with the San Francisco 49ers and Optimum Nutrition (Davante Adams) to provide outdoor fitness equipment at two City parks.
• Supervised the drafting of the Purchase and Sale Agreement with the Goldman Foundation for the City’s potential purchase of property for a future library.
• Partnered with the City Manager’s Office to complete the water transfer agreement with the City of Mountain View.
• Supervised the drafting of agreements with Light Tree for a water storage tank at Pad D site. • Legal review of all City Council staff reports and resolutions. • Participate in the Veolia lease negotiations.
• Partner with City staff on the drafting of the Opportunity to Purchase (OPA) Ordinance proposal to City Council. • Support the City Manager’s Office’s efforts to update the City’s contracting practices. • Updated the City’s Public Records Act policy and provide legal review of PRA requests as needed. • Collaborate with City staff on an update to the City’s First Source Hiring program, including drafting of a potential ordinance/policy.
• Provide legal support and resources to the City’s potential update to the Ravenswood Business District Specific Plan.
• Land use and CEQA legal support with respect to 21 large projects (including commercial and residential, mixed uses).
• Staff all Planning Commission meetings.
• Staff all Rent Stabilization Board meetings.
4.1.2 Packet Pg. 21
Attachment: Current Departmental Workloads (2052 : City Council Priority Setting for Fiscal Year 2022- Finance
• Implementation of a new Enterprise Resource Planning (ERP) system • Developing long-term (7-year) financial projections
• Performing actuarial study of CalPERS pension obligations and adopting a future funding plan • Performing saving analysis on refunding of SA tax allocation bonds • Performing studies on possible dissolution on the City’s successor agency to seek positive financial impact to the City
• Developing new business license procedures by outsourcing the services • Review of the current investment allocation and seeking possibility of outsourcing investment management services
• Review of the current business license ordinance
• Review of the current purchase ordinance and developing new procurement policy • Review and develop the City’s grant process by coordinating with departments
4.1.2 Packet Pg. 22
Attachment: Current Departmental Workloads (2052 : City Council Priority Setting for Fiscal Year 2022- Public Works
• Coordinating a MOU with San Francisco Bay Bird Observatory for the Motus Station at Cooley Landing • Coordinating Bay trail access with MidPen Open Space and San Franciso Public Utilities Commission (SFPUC) • Worked with SFPUC to get commitment for a fourth water turnout in the City • Coordinating a joint grant application for the Clean California Grant program with the County • Completed a grant application for the 2021 Urban and Multi benefit Drought Relief grant for the Pad D well project
• Completed a TDA grant application for University and Michigan pedestrian improvements • Secured the Highway Safety Improvement Program grant for design and construction improvements along University Avenue
• Secured grant funds for the 101/University Avenue Pedestrian Overcrossing project – final design underway • Partnered with Veolia to establish a High Consumption/leak detection workflow to clarify process to address high water bills
• Completed agreements with Light Tree for a Water storage tank at the Pad D site and issued permits • Completed the National Pollutant Discharge Elimination System (NPDES) Annual Report to the State Water Resources Control Board
• Submitted the Draft Asset Management Plan to the State Division of Drinking Water (DDW) • Coordinating the City’s climate action plan with the County • Prepared a sidewalk gap repair survey city-wide to solicit public input on sidewalk improvements • Completing final design of the Annual Street Resurfacing, bike lane improvements and sidewalk repair project for 2022
• Completed design on the Addison Avenue Improvements project. Currently coordinating utility relocations with EPA Sanitary District and Palo Alto Park Mutual Water Company for the project • Completing the final phase of the Bay Road Phase II and III Improvements project • Completing the final phase of construction for the street sweeping signage project • Participating in Veolia lease negotiations
• Coordinating with various agencies for the completion of the water system master plan
4.1.2 Packet Pg. 23
Attachment: Current Departmental Workloads (2052 : City Council Priority Setting for Fiscal Year 2022- Community and
Economic Development
Housing and Economic Development
• Opportunity to Purchase (OPA) Ordinance proposal to City Council and will lead drafting of administrative guidelines and implementation if ordinance is adopted
• Housing Element Update – community engagement, drafting of individual chapters, joint Planning/City Council study session this Spring and wrap up by this Fall; to be submitted to HCD by end of 2022 • Measure HH RFP – Target January 7, 2022 release and City Council selection of firms by April/May • First Source Hiring – Public projects ordinance, to return to council in early 2022 • Accessory Dwelling Units, including CalHome launch January 19 with EPACANDO • Measure O contract for Anti-Displacement Services Agreement – Clarifying Resolution will go before Council on 01-11-22 and then invoices and wrap up will need to be carried out • Light Tree affordable housing development – Under construction, building inspection and coordinated follow up with Eden Housing
• 965 Weeks affordable housing development – Entitled, financing and grants are still coming together.
Coordinating with MidPen Housing on associated improvements • Inclusionary Housing & Commercial Linkage Fee – Ongoing; currently there are about 3-5 active inquiries. Projects entitled with pending Inclusionary Housing Agreements include: Majd Residences (924 Runnymede), 1201 Runnymede, Clarum- 2331 University Ave, 760 Weeks St. (SB 35 project), 1804 Bay Rd. (SB 35 project). Smaller projects in earlier application phase but pursuing alternative compliance include: 2340 Cooley Ave., 990 Garden St., 755 Schembri Ln. Large projects with Inclusionary Housing or Commercial Linkage Fee obligation include Woodland Park Euclid Improvements, Harvest Properties, JobTrain (2535 Pulgas). Also coordinating Commercial Linkage Fee and Inclusionary Housing In-Lieu Fee annual updates. • Homelessness response – ongoing coordination of monthly meetings with County homeless providers and recommendations in late Jan/early Feb to City Council for citywide response. • RV Safe Parking – ongoing coordination and management of contracts with Project WeHOPE Planning
• Transportation Demand Management (TDM) Guidelines and Implementation – RFP for a TDM Program Administration and potential Transportation Management Agency (TMA) • Ravenswood Business District Specific Plan Update
• 32 small projects (single-family homes, lot line adjustments, ADUs, etc) • 21 large projects (including commercial and residential, mixed uses)
4.1.2 Packet Pg. 24
Attachment: Current Departmental Workloads (2052 : City Council Priority Setting for Fiscal Year 2022- • 17 potential/incoming projects (inquiries that require staff attention to determine details for a preliminary application to be submitted)
• Long Range Planning: Development Code Update / Application Processes – SB330, SB35, SB 478, SB9 and others, including objective design standards, Update development standards to incorporate green infrastructure Best Management Practices (BMPs).
• Safety and Environmental Justice General Plan Element Chapters will need to be updated Building
• 14 active building permit applications (majority are small applications), two of which are considered big projects • Over 150 active code enforcement cases
• Updating Code Enforcement notices and procedures to match Council clarifications (from Spring 2021) • Provide ongoing daily building inspections with the support of WC-3 consultant/s • Fine tuning the Code Enforcement Program to reflect municipal requirements • Updating notices to reflect current cycle building code laws, rules and regulations • Need to replace older dated equipment
Administration and General CEDD
• Development of the Urban Forestry Master Plan and CalFire Grant implementation • Planning Commission – Ongoing, 2nd and 4th Monday of each month. • Rent Stabilization Board meetings – Ongoing, second Wednesday of the month at 7:00 pm. Need a new board chair and potential another board seat that may become vacant. Next term expiration: May 31, 2022 • Recruitments – Senior planner, Associate planner, Rent Stabilization Program Administrator, Temporary Building Inspector
4.1.2 Packet Pg. 25
Attachment: Current Departmental Workloads (2052 : City Council Priority Setting for Fiscal Year 2022- Police
• Recruitment and hiring of new Officers and Community Service Aids • Developing new procedures and policy to comply with AB 953 (RIPA) mandates and state reporting • Training and development of police personnel to maximize capacity and performance
4.1.2 Packet Pg. 26
Attachment: Current Departmental Workloads (2052 : City Council Priority Setting for Fiscal Year 2022- Administrative Services Information not provided by time of agenda and staff report publication
4.1.2 Packet Pg. 27
Attachment: Current Departmental Workloads (2052 : City Council Priority Setting for Fiscal Year 2022- 2022-2023 CITY COUNCIL PRIORITY SETTING
Options for New/Additional Priorities
Category Description
Priorities For Future Consideration (Carried
Over from 2021-22 Priority Setting)
• Community Engagement/Communication Strategy, Including Exploration of a Participatory Budget Process and Comprehensive Approaches to Communication
• Discussions on Race Relations and Equity
• Creating a Youth or Multi-Generation Commission to Gain Greater Youth Involvement and Perspectives
Identified by City Council Since 2021-22
Priorities Were Established
• Creation of a Language Access Plan (LAP)
• Finalize Veolia Lease Negotiations
• Responding to LAFCO’s Municipal Service Review (MSR) of EPASD • Identifying More “Shovel Ready” Infrastructure Projects • Commencement of Construction of the University Pedestrian Bridge Top Priorities Identified by
Two or More Councilmembers
• Affordable Housing (incl. Week St., Euclid)
• Finalize Ravenswood Business District Decision
• Small businesses support
• Parking controls/enforcement
• Traffic impact management/prep
• City staffing stabilized/stronger/Morale
• Street improvements (especially lighting, Addison up next • Economic Development
• Park Improvements (incl. physical safety)
Suggested Options from Staff
• Labor Negotiations
• Recruit/Retain Staff
• Facility Planning with the County (2415 University Avenue/Beech Street Parcel)
• Further Exploration of the City Owned Tanklage Site to be Used as A Future Police Department
• Developing Long-Term Financing Strategies to Improve City Infrastructure • Completion of Final Plans, Specifications, and Estimates for the Potential Martin Luther King Jr. Park Expansion Project
4.1.3 Packet Pg. 28
Attachment: Potential Priorities for City Council Consideration (2052 : City Council Priority Setting for
DISCUSSION OUTLINE
City of East Palo Alto 2021 Priority Setting Workshop
(Saturday, January 8, 2021 – 8:30 am to 12:30 pm)
A. Opening Comments
B. Workshop Overview
C. Celebrate Recent Accomplishments
D. Public Comment
E. Consider Each of the Seven Priority Areas and Goals
F. Review Workload and Funding Constraints and Possible Solutions G. Next Steps and Wrap-up
4.1.4 Packet Pg. 29
Attachment: Draft discussion outline for Saturday, January 8 priority setting session (2052 : City Council Priority Setting for Fiscal Year 2022-