East Palo Alto City Council May 26, 2022 Agenda Page 1 of 3
EAST PALO ALTO CITY COUNCIL
SPECIAL BUDGET MEETING AGENDA
May 26, 2022, 6:00 p.m.
EPA Government Center
2415 University Ave, First Floor
East Palo Alto, CA 94303
NOTICE
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International numbers available: https://zoom.us/u/aMWYF4KT East Palo Alto City Council May 26, 2022 Agenda Page 2 of 3
1. CALL TO ORDER AND ROLL CALL
2. APPROVAL OF THE AGENDA
(Government Code Section 54957.7(a))
3. CLOSED SESSION
1. Conference with Labor Negotiators (Government Code §54957.6) 3 bargaining units: Service Employees International Union (SEIU – Local 521); East Palo Alto Police Officers’ Association (POA); Unrepresented Confidential Classifications (Executives, Managers, Commanders, Miscellaneous Classifications).
City of East Palo Alto designated representatives: Patrick Heisinger, Interim City Manager; Tomo Oku, Finance Director, Sandra Floyd, Human Resources Manager; and Jeff Liu, Interim Police Chief.
A. PUBLIC COMMENT ON CLOSED SESSION ITEMS
B. ADJOURNMENT INTO CLOSED SESSION
C. RECONVENE INTO OPEN SESSION
D. REPORT OUT OF CLOSED SESSION
4. STAFF REPORT
1. FY 2022-23 Proposed Budget Hearing Session No. 2
Recommendation: Accept staff report and related attached documents, and provide staff direction regarding the proposed Fiscal Year 2022-23 budget.
5. ADJOURNMENT
East Palo Alto City Council May 26, 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: May 25, 2022
ATTEST:
James Colin
Acting City Clerk
Future Meetings:
Meeting Date Time
Regular Meeting June 7, 2022 6:30 p.m.
Regular Meeting June 21, 2022 6:30 p.m.
EAST PALO ALTO
CITY COUNCIL
STAFF REPORT
DATE: May 26, 2022
TO: Honorable Mayor and Members of the City Council
VIA: Patrick Heisinger, Interim City Manager
BY: Tomohito Oku, Finance Director
Bo-Kyoung Kim, Financial Services Manager
SUBJECT: FY 2022-23 Proposed Budget Hearing Session No. 2 Recommendation
Accept staff report and related attached documents, and provide staff direction regarding the proposed Fiscal Year 2022-23 budget
Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
Priority No. 1: Enhance Public Safety and Emergency Preparedness Priority No. 2: Enhance Economic Vitality
Priority No. 3: Increase Organizational Effectiveness and Efficiency Priority No. 4: Improve Public Facilities and Infrastructure Priority No. 5: Improve Communication and Enhance Community Engagement Priority No. 6: Create a Healthy and Safe Community
BACKGROUND
On May 19, 2022, the City Council hosted the first of two scheduled Fiscal Year (FY) 2022- 2023 Budget Study Sessions. The City’s Finance Director, Tomo Oku provided an overview of the City’s financial outlook and staff presented budget information and requests for each of the following specific City areas:
· Measure P and Measure HH
· Finance Department and non-departmental budget
· Community and Economic Development Department
· Police Department
· City Attorney’s Office
Throughout the evening, the City Council raised several questions to which staff would like to respond.
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The staff report for the May 19, 2022 budget meeting is attached (Attachment 1).
On May 26, 2022, the City Council will host the second scheduled FY 2022-2023 Study Session and staff intends to present the following:
· Responses to questions raised during the May 19, 2022, Study Session · Budget information and requests for the remaining City areas - o Administrative Services Department
o City Council
o City Manager
o Public Works
o Capital Improvement Plan (CIP)
At the conclusion of these presentations, the City Council will then deliberate and provide staff with direction to guide the development of the FY 2022-2023 Budget.
ANALYSIS
City Council Questions Raised During Study Session #1
During the May 19, 2022, FY 2022-2023 Study Session, the City Council requested additional information regarding the following topics:
1. Detailed information on the City’s reserve accounts;
2. Strategies in which the Police Department could recommend to provide enhanced services to the community; and
3. A consolidated and detailed listing of all FY 2022-2023 Budget requests that have been presented within each City service area.
Status of the City’s Reserve Accounts
Staff project the governmental funds (City-wide) will have combined fund balances of $73.5 million, an increase of $2.6 million in comparison with the prior year excluding certain assets, reserves and commitments. The following bullet points describe the fund balances (reserve accounts) by classification.
· $26.8 million, or 36.4%, constitutes unassigned fund balance (General Fund), which is available for spending at the City’s discretion. Of this amount, however, approximately $8.8 million should be set aside as targeted Contingency Reserve which is calculated as 30% of the City’s annual adopted General Fund operating expenditures according to the General Fund Reserve policy adopted in September 2021. This will reduce the available reserve to $18.0 million.
· $33.8 million, or 45.9% consists of Special revenue fund balances which are restricted by external creditors, grantors, contributors, or laws or regulations of governments for purposes such as affordable housing, community services and street infrastructures. · $10.8 million, or 14.8% consists of Capital Improvement Project fund balances which are primarily restricted by the funding sources or assigned by encumbrances for specific capital expenditures.
· The rest of the balances, $2.1 million, or 2.9% consists of Enterprise Fund balances which is comprised of Water funds and Garbage Collection fund. The use of Water
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funds is limited to the water operation or the water capital improvement, and the Garbage fund balance should be spent only for the garbage collection operation.
Staff again would like to point out that $18.0 million, the unassigned fund balance under the General Fund, is the only available reserve that the Council can spend at its discretion. The rest of the balances is restricted externally, previously committed by the Council, assigned for encumbrances or not in a spendable form.
Strategies to Enhance Police Department Capacity and Services During the May 19, 2022, Study Session, Interim Police Chief Liu stressed the importance of recruiting and retaining high-quality fully staffed police force. With 9 sworn vacancies (25%) in the Police Department, both short-term strategies to enhance public safety and long-term strategies related to salary and benefits are needed. The following strategies to enhance the Police Department Capacity and Services are proposed for consideration:
Strategy #1 -- Deployment of Amended Community Service Aides (CSA) Develop a new model for deployment of the Police Department Community Service Aides (CSA). The Police Department currently has six part-time budgeted CSA positions, of which five are vacant, that are paid $18/hour for up to 18 hours per week.
If the CSA classification was amended to allow for two new full-time CSAs, the full-time salary and addition of employee benefits may result in the ability to hire individuals for a longer term of employment, which will also lead to better continuity in the department. By increasing the team capacity with the two full-time and two part-time positions, the improved structure could provide tangibly enhanced responsiveness and service to the community, such as:
o Increased visibility in City Parks and Open Spaces
o Parking Enforcement
o Low level investigations
o Community relations events
Estimated cost of Strategy #1 is $160,000 ($80K per full-time CSA x 2) Strategy #2 -- Reserve Officer Program
Many jurisdictions have a Reserve Officer Program in which retired officers or inexperienced police academy graduates who need additional development may be employed on a part-time basis to increase police capacity, as needed. A Reserve Officer possesses the same level of authority as a full-time police officer, yet the position does not receive benefits.
If the City implemented a Reserve Officer Program, the Police Department would be able to fill at least some of the current needs with qualified participants in this program. Reserve Officers could be used to supplement, but not replace regular sworn staffing.
Dependent upon City Council feedback regarding the proposed strategies, staff will develop formal recommendations and return to the City Council for consideration of the FY 2022-2023 Budget.
Estimated cost of Strategy #2 is $236,000 ($59K x 4 officers based on 18hrs/week shift)
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List of all Recommendations Included in the City’s FY 2022-2023 Process To facilitate Council’s deliberations on the proposed budget, staff have prepared a list of recommendations in the attachment #3.
Additional Considerations
City COVID-19 Obligations
The draft FY 2022-2023 Budget currently assumes that the City will only continue COVID-19 Pandemic initiatives through the month of July 2022. However, in recent discussions with the County of San Mateo, Stanford, and other partners, it is clear that the City may need to continue these efforts in response to ongoing impacts of the virus on residents of East Palo Alto. Staff inquired with the County regarding support for the City’s COVID-19 Pandemic efforts through September 2022, and the County stated that they will not approve funding for any activities after June 2022. Although County funds will not be available to the City for any COVID-19 related activities, the Interim City Manager recommends that the FY 2022-2023 Budget assume the provision of City COVID-19 Pandemic services through December 31, 2022.
Staff estimates that the City must expend $35,000 to support the necessary COVID-19 Pandemic response and recovery activities through December 31, 2022.
Park Activation
The recent tragedy at Jack Farrell Park has led staff to seek increased funding for 2-3 additional Recreation Aides to enhance the City’s presence at the Park. Staff estimates that these part-time positions will be employed for up to three months at a cost of $18,000.
Capital Improvement Plan (CIP)
A Capital Improvement Plan (“CIP”) serves as a City's road map for preserving, maintaining, and developing any City-owned public infrastructure or assets. Generally, a CIP provides a five- to ten-year plan for all individual capital projects, equipment purchases, and major studies and includes construction, scheduling, and financing for each project. A comprehensive CIP clearly delineates the objectives of capital programs and its relationships to a City’s long-range development plans.
On September 15, 2020 the City Council adopted the Ten-year CIP. Since the adoption of the CIP in 2020, there have been a number of additional projects that are recommended to be included in the CIP based on City Council priorities, grants, and staff recommendations. The Two-year CIP update being presented tonight will supplement the Ten-Year CIP adopted in 2020.
Prior Ten-Year Capital Improvement Plan and Capital Budget (s) Historically, the City of East Palo Alto has presented to City Council updates to its Ten-Year Capital Improvement Plan along with a corresponding Capital Budget every two (2) fiscal years. As the City’s leader of all capital projects and utilities infrastructure Public Works Department consistently leads this effort in close collaboration with the Finance Department.
The City of East Palo Alto formally adopted a Ten-Year CIP and Capital Budget on September 15, 2020.
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The adopted Ten-Year CIP includes the following projects for Fiscal year (FY) 22-23 and 23- 24:
Table 1: Existing Proposed Projects
Project FY 22-23 FY 23-24
ST-04B Street Light Upgrade Project $75,000
ST-07 Annual Street Resurfacing Program $950,000 $850,000 ST-11 Annual Sidewalk Repair $250,000 $250,000
ST-15 Annual Signage & Striping Improvements $50,000 $50,000 WD-05 Water Meter Replacement Program $300,000 $300,000 SD-06B O’Connor Pump Station Phase II* $7,770,000
WD-04A Water Main Replacement* $1,200,000
WD-06 Fire Hydrant Replacement Program* $60,000 $60,000 WD-07 Water Valve Replacement Program* $160,000 $160,000 Total $9,615,000 $2,870,000
*Unfunded projects
Since the last adopted Ten-Year Capital Improvement Program, the City has continued to leverage existing funding sources, such as Measure A/W or Water Impact Fees, and has continued securing grant funding, such as the Affordable Housing and Sustainable Communities Grant, the One Bay Area Grant, Highway Safety Improvement Grant, etc. in order to successfully complete a number of capital projects through Fiscal Year 2021-2022.
Since the adoption of the Ten-year CIP in 2020, a number of CIP projects that have been completed or are currently active are as follows:
Table 2: Active CIP Projects
CIP ID Project
ST-05A Bay Road Phase II/III Improvements Project
WD-01 2021 Water System Master Plan
FA-14 Backup Generator Project
SD-04 Street Sweeping Signage Project
FA-04 Senior Center Roof Project
FA-01 Facilities Master Plan
ST-04A/B Street Light Upgrade Project
FA-13 City Hall Tenant Improvements Project (Design)
WD-04B University Avenue/Cooley Avenue 12” Water Main (Design) WD-04A 16” Purdue Water Main (Design)
WD-04C Woodland Avenue Watermain and Palo Alto interconnect (Design) ST-14 University Avenue/101 Interchange Project (Design) ST-26 Addison Avenue Improvements (Design)
On January 8, 2022, City Council City staff convened a Strategic Priority Setting retreat to establish the City Council’s Strategic Priorities. Of the priorities set as an outcome of this retreat, the Public Works Department is responsible for undertaking and leading the efforts for a number of priorities as follows:
1. Begin Construction of the University Avenue/101 Overcrossing project
2. Continue establishment of pavement rehabilitation
3. Continue implementation on the Mobility Study
4. Improve the City's Water Infrastructure
To effectively meet the objectives of the above-listed priorities, the City has incorporated
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several new capital projects into the Two-Year Capital Improvement Plan update. The table below shows the proposed projects (with estimated costs) that have secured grant funds.
These projects are presented in Table 3 below:
Table 3: New Proposed Projects (funding available/secured) No CIP ID Project FY 22-23 FY 23-24
1 ST-14 University Avenue Interchange $ 14,663,500
2 ST-01 Mobility Study $ 250,000
3 ST-08 University Avenue Signal Improvements $1,234,400 4 ST-25 Bus Stop Shelter Improvements $1,000,000
5 WD-04C University/Cooley Water Line $ 4,950,000
6 PK-17 Joel Davis Park Restroom* $352,000
7 PK-18 Railspur Trail Improvements $942,000
8 FA-15 Cummings loft Improvements $550,000
9 ST-27 University Ave. at Michigan Improvements $400,000 Total $ 22,399,900 $1,942,000
* Partial funding secured
A number of proposed CIP projects are unfunded. These projects are listed below:
Table 4: New Proposed Projects (Future/Unfunded)
No CIP ID Project FY 22-23 FY 23-24 FUTURE
1 ST-28 East Bayshore Improvements $200,000 $1,000,000
2 ST-30 Highway Bridge Program Maintenance $300,000
3 ST-29 University Avenue Grand Corridor
Complete Streets Project
$15,000,000
4 ST-31 Pulgas Avenue Beautification Project $100,000
5 PK-19 MLK JR Park Expansion $1,300,000 $13,000,000
6 PK-20 Bell Street Park Improvements $900,000 $9,000,000 7 WS-01A Water Main Gap on University and
Palo Alto interconnect
$ 450,000
8 ST-32 Runnymede Street Improvements $2,500,000
9 FA-16 Tate Street Office Improvements $30,000
10 SD-08 Trash Capture Device Installation $450,000 $450,000 Total $ 2,430,000 $900,000 41,350,000
Special projects such as the SFC Flood protection project and the Safer Bay Flood project are listed in the CIP as future projects and will be rolled over from prior years.
The City has continued to leverage additional funding opportunities to augment the growing costs associated with the increasing number of capital projects. The City has already secured pass-through funding for a number of capital projects, such as Highway Safety Improvement Program for University Avenue Improvements and previously U.S. Economic Development Administration (EDA) funds for the Bay Road Improvements Project. In addition to already secured grant funding, the City continues to seek new opportunities to support the current priorities.
The projects in the Two-year CIP update were reviewed and discussed at the March 16, 2022 Public Works Transportation Commission (PWTC) meeting, as well as the April 11, 2022 Planning Commission meeting for conformance with the General Plan goals and policies. The Two-year CIP, as well as the Ten-year adopted CIP is located on the City website at the following link:
<https://www.cityofepa.org/publicworks/page/capital-improvement-program>
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ATTACHMENTS
1. Staff Report from the May 19, 2022 Budget Meeting
2. Proposed Budget Booklet
3. List of Recommendations
Attachments
1. Staff Report Budget Study Session No. 1
2. FY 23 Proposed Budget - 5.26.22
3. List of recommendations
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EAST PALO ALTO
CITY COUNCIL
STAFF REPORT
DATE: May 19, 2022
TO: Honorable Mayor and Members of the City Council
VIA: Patrick Heisinger, Interim City Manager
BY: Tomohito Oku, Finance Director
Bo-Kyoung Kim, Financial Services Manager
SUBJECT: Fiscal Year 2022-23 Proposed Budget Study Session No. 1 Recommendation
Receive budget overview information, staff presentations, community input, and provide staff direction regarding the proposed Fiscal Year 2022-23 budget.
Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
Priority No. 3: Increase Organizational Effectiveness and Efficiency Priority No. 5: Improve Communication and Enhance Community Engagement
Background
Chapter 3.08 “Budget Planning and Fiscal Procedures” of the Municipal Code provides rules and procedures for preparing and administering annual City budgets.
S e c t i o n 3.08.080 “Public Hearing on Budget” states the Council “shall hold public hearings on the annual budget, as submitted, at which all interested persons shall be given an opportunity to be heard, for or against, the revenues estimated or any proposed appropriation therein.”
Please see the following budget session dates approved by the City Council and the budget topics to be discussed for each session - the City Council may modify the schedule below if the sessions are moving faster or slower than expected
· May 19, 2022 - Budget Study Session #1: Overview of Proposed Budget and Department Budget Presentation
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Attachment: Staff Report Budget Study Session No. 1 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
1. Overview of proposed budget
2. Measure P and Measure HH
3. Finance Department and non-departmental budget
4. Community and Economic Development Department
5. Police Department
6. Administrative Services Department
7. City Attorney Office
8. City Council
9. City Manager Office
· May 26, 2022 - Budget Study Session #2: Continuation of Proposed Budget Discussions
1. Public Works
2. CIP Budget
3. Questions and Deliberations
· June 7, 2022 - Budget Hearing & Adoption of FY2022-23 Budget and GANN Limit On April 19, 2022, the Interim City Manager presented a Preliminary Budget Message, including a summary of the Preliminary FY 2022-23 Budget which indicated a $1.6 million General Fund deficit.
In the first study session, staff will present an overview of the proposed budget showing how the deficit has been overcome and any changes from the preliminary budget presented on April 19, 2022. Staff will make a recommendation to the Council regarding ARPA fund spending plan. In addition, each department/division head will present the department/division budget in detail highlighting objectives, accomplishment, proposals, and any significant changes from the prior year. We will attempt to get through all department presentations in this session (except for Public Works department which is presented with CIP Budget in the second study session).
However, any presentations that are not made will be presented in the second study session.
In the second study session, staff will start with remaining department presentations if any, and present the CIP budget. Then, the City Council will solicit community feedback prior to engage in discussion and deliberation.
The Budget Study Sessions are intended to provide additional context and understanding of the FY 2022-23 Budget, as well as to give Council and the community an opportunity to comment, ask questions, or request funding changes.
Analysis
Preparing a City budget must recognize a number of inherent unknown variables, particularly when facing the uncertainty of rebounding from a global pandemic. This exercise requires reprioritization and adaptation as the economy recovers. As restrictions are lifted in phases, a clearer picture of our revenue outlook will likely emerge in the Summer and Fall 2022. The City’s fiscal outlook remains under an extraordinary degree of uncertainty. The magnitude of resource loss, exceptional
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Attachment: Staff Report Budget Study Session No. 1 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) operational and budget complication due to varied response efforts, and once-in-a lifetime federal funding opportunities mean we possess less than usual foresight into the future and, as such, it is important to look beyond the immediate crises and events - and engage in a considered planning and decision process. Further, due to the issues connected with the East Palo Alto Sanitary District (EPASD), the City has not been able to increase its revenue and likely will not be able to for several more years. With that in mind, we present additional information and points to consider while deliberating decisions prior to adoption of the FY 2022-23 Budget.
The schematic and discussion below reflect four major influences on the FY 2022-23 Proposed Budget:
A. A.Resource Impacts
The budget strategy considers revenue challenges that exist due not only to COVID, but also to: 1) delay in taxable development projects; 2) issues related to Property tax funding allocation; and 3) lack of commercial diversity in revenue resources, which all require that we remain cautious and aware of the heightened risk (i.e. uncertainty) in assumptions regarding recovery to “normalcy.”
The following table reflects the status of the most uncertain resource concerns.
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Attachment: Staff Report Budget Study Session No. 1 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Revenue Type FY 2022-23
Budget
Impact Status
Property Tax in Lieu $2.5M
No funding source other than State budget repayment. No State mandate to repay. Total shortfall is projected to be about $2.5M. Will know State repayment status in one
year.
Redevelopment Property Tax Trust Fund $0.65M
Excess property tax from Redevelopment Dissolution.
Chula Vista Court decision changed calculation of "pass through" agreements. Estimate impact until 2033.
Transient Occupancy Tax $1.3M Hotel occupancy recovery trajectory unknown. Current recovery stubbornly low.
Extended time gap in new development Unknown
Capacity planning and infrastructure issues both within and outside City oversight.
B. General Fund Deficit
As referenced in the Interim City Manager’s FY 2022-23 Budget Message, the General Fund baseline deficit was approximately $1.6M. The following illustrates the major reductions to balance the FY 2022-23 General Fund budget to break-even. As shown below, the improvement in revenue projection ($995K) contributed significantly to the reductions followed by the deferred capital spendings ($304K) and other savings from the departments ($356K). It is notable that ARPA fund’s contribution to the reductions is limited to only $95K. However, staff recommends an additional allocation of ARPA fund for $700K to fill a funding shortfall for 12” Water main project which was previously approved by the Council. This could be done by allocating police department personnel costs partially to ARPA fund for $700K and transferring the saving ($700K) from the General Fund to the CIP Fund.
Baseline Deficit (1,574,376)
Improvement in revenue projection 995,000
Proposed Personnel (176,100)
Pandemic response allocated to ARPA 95,440
Deferred rolling stock/equipment/furniture 304,000
Other savings from departments 356,036
Proposed Surplus (Deficit) -
Allocate PD Personnel to ARPA 700,000
Transfer to CIP for 12" Water Main Project (700,000)
Balance Adopted Budget -
General and General Reserve Funds
A. C.American Rescue Plan Act of 2021
Congress passed the American Rescue Plan Act in March 2021 providing for local governmental “Fiscal Recovery Funds”. The funds are intended to assist local government in responding to the impact of COVID-19 and assist in our efforts to contain COVID impacts on our community, residents, and businesses. The City received $3.5M in fiscal year 2021-22 for the first tranche payment which was used to absorb the police personnel costs for $3.4M to replace the revenues loss due to the pandemic. The City is expected to receive $3.5 M for the second tranche payment in fiscal year 2022-23. The following is illustrative of the fiscal year 2021-22 ARPA
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Attachment: Staff Report Budget Study Session No. 1 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) expenditures and a potential ARPA funding plan for the fiscal year 2022-23. As mentioned above, only pandemic response expenditures in the amount of $95K are currently included in the ARPA fund budget. Staff recommends an additional allocation of PD personnel costs to ARPA fund for $700K to fund 12” Water main project which would leave unspent ARPA funds for approximately $2.7M.
Description FY 21-22
Projected
FY 22-23
Proposed
Grant Allocation $ 3,506,250 $ 3,506,250
Interest Income 12,500 25,000
Total Revenues 3,518,750 3,531,250
Pandemic workers and diversion backfill 140,880 95,440
Police personnel costs 3,377,870 -
Total Expenditures 3,518,750 95,440
Recommendation: Police personnel costs N/A 700,000
Total Expenditures incl. recommendation 3,518,750 795,440 Unspent ARPA fund $ - $ 2,735,810
Illustrative Allocation Of Arpa Funding
D. Personnel
The budget proposes targeted positions to address service needs for both the community and the organization - and to address the City Council’s strategic priorities. As previously stated, proposing positions without also restructuring or eliminating positions where service structure needs are changing is a stated risk in terms of the increase in potential future operating deficits - and staff views that a backlog of work exists to support positioning “over capacity” for a limited period while also monitoring the long-term impact of major revenue disruption in the General Fund. The potential increase in the costs would be less than 1.5% of the total personnel costs, and staff approaches this recommendation bearing the following facts:
· $3.5M in ARPA funds available through December 2024;
· General Fund accumulated reserves provides risk stability; and · The City has achieved significant amounts of salary saving in the past few years (Approximately $1.7M and estimated to $2.0M in FY20-21 and FY21-22, respectively)
Many of the position costs below are based on gross estimates pending HR analysis of job
descriptions and comparable salary ranges. The positions will reflect approximately $176K in
on-going costs on the General Fund as follows:
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Attachment: Staff Report Budget Study Session No. 1 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Division Description FTE
General
Fund
Other
Funds
Estimated
Cost
Planning Planning Technician 1.0 103,600 - 103,600
1.0 103,600 - 103,600
Com Svc Recreation Coordinator11.0 52,500 52,500 105,000 Finance Senior Management Analyst1, 2 n/a 20,000 - 20,000 n/a 72,500 52,500 125,000
1.0 $ 176,100 $52,500 $ 228,600
1 This would not be a net addition to the number of permanent employees 2 Replacement of Managemetn Analyst II - Net cost
Sub-total addition
Sub-total change
Estimated funding request
A brief description of each need, as follows:
· Recreation Coordinator -This classification was approved in the last FY as a time limited position, but, due to continued workload efforts, staff recommends that the position be made permanent. This would not be a net addition to the number of permanent employees.
· Senior Management Analyst - This is a replacement of and promotion from the current Management Analyst II position and a restructuring effort to improve internal control environment between HR and Finance due to the changes caused by the new ERP implementation.
Addresses Council Strategic Priorities (ERP Implementation). This would not be a net addition to the number of permanent employees. · Planning Technician - To support the processing of new development applications, new business licenses, address assignments, sign applications, temporary use permits, and other day-to-day processes under the Planning Division. Position will help provide customer service and counter coverage to customers who need assistance with planning projects and procedures, as well as coordination with other divisions and departments for planning related issues. Need: Mid-year. Addresses recent increase of development applications implementing recent new state laws: SB35 (Streamlining), SB9 (Densification) and accessory dwelling unit projects.
· ·Grants Coordinator - The Interim City Manager is also recommending that the Grants Coordinator position currently within the Administrative Services Department be reassigned (and potentially reclassified) to the Finance Department. The reason for this recommendations is due to the fact that other than the last being funds being distributed later this summer, the Measure C program has sunset. In addition, as the City continues to seek and secure more Federal, State, and Local grants, it is imperative that the City build capacity in this area to ensure compliance with all applicable regulations and funding commitments. Finally, this position has been vacant for nearly three years at a time when the City has huge needs applying for, reporting on, and closing out key grant initiatives. This would not be a net addition to the number of permanent employees.
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Attachment: Staff Report Budget Study Session No. 1 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Additional Succession Planning Considerations - Several staff members have communicated to the Interim City Manager that they are considering relocating to another jurisdiction because they feel their ability to grow in their current role is limited. This issue impacts the City when seasoned midmanagers and executives leave because subordinate employees may not be ready to compete for a mid-management or executive role because they have not been able to develop the experience necessary to compete for the open position created by a recent departure.
In an effort provide staff with an opportunity to build their experience, and to help with the City’s succession planning efforts, the Interim City Manager is recommending that the City create a one-year, time-limited position that would provide a current staff member with the opportunity to manage, in addition to their current duties, another area within the City Manager’s Office.
This approach would provide employees with exposure to other areas within the City’s structure which would be of mutual benefit to the City and the employees. Many jurisdictions offer similar programs where employees embark on one-year assignments and the opportunity would rotate in subsequent years. This would not be a net addition to the number of permanent employees
Proposed Budget Document Section Highlights
The Proposed Budget the following sections that are particularly useful in assessing the City’s current financial condition:
· The City Manager’s Message - the City Manager’s budget transmittal message including targeted highlights of opportunities and challenges in the year ahead.
· Organizational Summary - contains important information about the City, including nine-year history of full-time employee counts by division. · Financial Summary -fund descriptions and budget information for each active fund maintained by the City.
· Departmental Budgets - each department budget presents historical operating and employee position data, as well, as the Baseline and Proposed Budget data for the new annual period. This presentation format increases the ability to assess the current organizational structure in context of recent historical activity.
During the budget hearings and deliberations, Council and the community will hear departmental presentations regarding costs, accomplishments, and objectives.
Fiscal Impact
N/A Budget Hearing.
Public Notice
Notice of this agenda item by publishing a notice of the hearing dates in “San
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Attachment: Staff Report Budget Study Session No. 1 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Mateo County Times” and, also, posting the City Council agenda on the City’s official bulletin board outside City Hall and making the agenda and report available at the City’s.
Environmental
The action being considered does not constitute a “Project” within the meaning of the California Environmental Quality Act (CEQA), pursuant to CEQA Guideline section 15378 (b)(5), in that it is a government administrative activity that will not result in direct or indirect changes in the environment.
Attachments
1. FY 2022-23 Proposed Budget
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Attachment: Staff Report Budget Study Session No. 1 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) City of East Palo Alto
2 4 1 5 U n i v e r s i t y A v e n u e
E a s t P a l o A l t o , C A 9 4 3 0 3
Proposed
Budget
2 0 2 2 - 2 0 2 3
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) i
FY 2022-2023 Budget Mayor
Ruben Abrica
Vice Mayor
Lisa Gauthier
Council Members
Carlos Romero Antonio López Regina Wallace-Jones
MISSION STATEMENT
The City of East Palo Alto provides responsive,
respectful, and efficient public services to enhance
the quality of life and safety for its multi-cultural
community.
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) ii
Executive Staff
Executive Staff
Patrick Heisinger, Interim City Manager
City Manager’s Office
Valerie Armento, Interim City Attorney
City Attorney’s Office
James Colin, Acting City Clerk/ Public Information Officer (PIO) City Clerk’s Office
Marie McKenzie, Administrative Services Director
Administrative Services Department
Tomohito Oku, Finance Director
Finance Department
Amy Chen, Community Development Director
Community and Economic Development
Kamal Fallaha, Public Works Director
Public Works
Jeff Liu, Acting Police Chief
Police Department
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Elected Officials…………………………………………………………i
Executive Staff………………………………..…………………………ii
Table of Contents………………………………….……………………iii
Introduction
City Manager’s Message………………………………..……………CM- 1
How to Use the Budget Document………………………………..…BD- 1
City Council Strategic Priorities and Goals
Strategic Goals and Priorities…………………………………………SP- 1
Organizational Summary
Master Organization Chart…………………………………..………OS- 1
Nine-Year Position Summary…….....................................................OS- 2 Detail Position Listing…………………………………...…………..OS- 3
East Palo Alto at a Glance…………………………………...………OS- 4
Financial Summary
FY 2022-2023 Budget……………………………..……………….. FS- 1
General Fund Revenues by Major Category……………...…………FS- 18 General Fund Expenditures by Major Category……………...………FS- 19 Departmental Budgets
City Council…………………..…….….……………………..……… DB- 1
City Attorney's Office……….…….….......…...……………….………DB- 5 City Clerk's Office……..........…....…................................................. DB- 13 City Manager's Office……..........…....…........................................... DB- 19 City Manager's Office………………………..…………………… DB- 23
Human Resources…………….…………………………….………DB- 27
Administrative Services Department……………………..……….…DB- 34 Administration………………………..……………………………DB- 38
Community Services and Recreation…………….…………………DB- 40
Finance Department……………………..………..…………..………DB- 46
Community and Economic Development …………………..………DB- 53
Administration………...……………………………………………DB- 57
Building Services……...………………….…………………………DB- 59
Housing and Economic Development……………..…...……..……DB- 63 Planning…….…………………..……………………..………..… DB- 71
Public Works…………………………..…………………………....…DB- 77
Administration….……………………………....………………… DB- 81
Engineering……………………………….....…………………...…DB- 87
Maintenance……………………………….....……………………DB- 92
Police Department …………………………..……………………… DB- 97
Administration………………………………………………………DB- 101
Investigations………………………………………………………DB- 105
Operations………………………………………………………… DB- 109
Non Departmental…………………………………………………… DB- 113
Miscellaneous……………………………………………………...……MISC- 1
Glossary………………...………...………………….…………………GLOS- 1
Table of Contents
iii
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
CITY OF EAST PALO ALTO
OFFICE OF THE CITY MANAGER
2415 UNIVERSITY AVENUE
EAST PALO ALTO, CA 94303
May 19, 2022
Honorable Mayor & Members of the City Council,
This Budget Message outlines a proposed budget balancing strategy that addresses the community’s immediate service needs, while positioning East Palo Alto to enhance services and evolve as recovery takes shape throughout the year.
Staff centered the proposed budget on the City’s Council FY 2022-2023 Priorities that were approved on April 5, 2022 as follows:
1. Promote Housing, Economic, and Workforce Development
2. Implement the Comprehensive Transportation and Mobility Plan
3. Promote Public Health and Safety
4. Ensure Our Financial and Organizational Health
5. Improve the City’s Water Infrastructure
6. Further Implement the City’s Facilities Master Plan
7. Enhance Community Services and Parks
Fiscal Summary
Preparing a City budget must recognize a number of inherent unknown variables, particularly when facing the uncertainty of rebounding from a global pandemic. This exercise requires reprioritization and adaptation as the economy recovers. As restrictions are lifted in phases, a clearer picture of our revenue outlook will likely emerge in the Summer and Fall 2022.
The recovery of the U.S. and California economies continued in the fourth quarter of the 2021 calendar year, despite COVID-19, high inflation, and ongoing supply chain challenges. The economic outlook for 2022 and 2023 in the United States appears good, though inflation will remain high and economic challenges may grow in later years.
Although the FY2022-23 budget continues to invest resources in pandemic response, as well as preparedness activities towards possible future pandemics, we will assume these emergency response expenditures in the baseline budget. In addition, we have been experiencing slow recovery from the pandemic in general revenues (such as sales tax and TOT revenues) which reflect changes in consumer behavior and business culture also resulting from the pandemic. As such, the budget strategy considers revenue challenges that exist due not only to COVID, but also to: 1) delay in taxable development projects; 2) issues related to Property tax funding allocation; and 3) lack of CM- 1
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) commercial diversity in revenue resources, which all require that we remain cautious and aware of the heightened risk (i.e. uncertainty) in assumptions regarding recovery to “normalcy.” The conservative budget approach previously adopted by Council is maintained, while also forging a cautionary path forward in expenditure decisions. Budget assumptions are intended to keep the City steady for the next fiscal year and beyond.
FY 2022-23 Proposed Budget
Description General
Fund
Capital
Fund
Special
Revenue
Funds
Enterprise
Funds
Total City
Funds
Successor
Trust Fund
Total Revenues $ 29,449 $ 3,009 $ 13,548 $ 4,808 $ 50,812 $ 5,511 Total Expenditures (28,330) (966) (10,503) (8,110) $ (47,910) (1,664) Net Sources / (Uses) 1,118 2,042 3,045 (3,303) 2,903 3,847 Net Transfers $ (1,118) $ - $ 1,118 $ - $ - $ -
Change in Fund Balance $ - $ 2,042 $ 4,163 $ (3,303) $ 2,903 $ 3,847 FY 22-23 - Proposed Budget
(In 000's)
The FY 2022-23 Proposed Budget (excluding Successor Trust) reflects total revenues of $50.8M and total expenditures of $47.9M resulting in positive net change in fund balance of $2.9M across all funds.
The General Fund deficit remains a serious on-going concern. Targeting reductions to improve the General Fund baseline deficit proved more challenging in the suppressed resources due to the property tax revenue volatility caused by the County ERAF shortfall, the slow recovery in TOT and small tax increment due to the development deferrals caused by pending issues with the Sanitary District. The initial baseline deficit of $1.6M was reduced to the proposed break-even point due mainly to positive changes in revenue projection, deferrals of rolling stock/equipment purchases and other reduction efforts by departments.
We recommend improving the General Fund budget through additional targeted use of American Rescue Plan Act (ARPA) Funds in order to restore deferred capital projects and support other Council Strategic Priorities. No staff service reductions are proposed at this time and retaining current staffing levels remains a priority over additional hiring proposals in FY 2022-23. These proposals rely heavily on assumptions the State will repay lost property tax revenues and other impacted revenues will recover, and also rely on Council’s acceptance of ARPA budget proposals.
We further note the budget does not reflect: (1) Capital Improvement Plan project requests including San Francisquito Creek JPA Reach II additional funding ($1.5M), acquisition funding for the Library Property ($1.2M), Comprehensive building plans for Martin Luther King Jr. Park CM- 2
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
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CM- 4
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) How to Use the
Budget Document
The East Palo Alto Budget Document is a spending plan for the financial, human, and capital resources available to the City. Through these resources, services are provided to meet the needs of the East Palo Alto residents. The City Council and City staff address the community’s needs and priorities through the planning process which, in turn, culminates in the budget document as a fiscal spending plan. The budget document balances not only revenues and expenditures, but also community priorities and interests. The Budget Document is divided into eight major sections:
• City Manager’s Message
• How to Use the Budget Document
• City Council Strategic Plan
• Financial Summary Information
• Organizational Summary Information
• Departmental Budgets
• Miscellaneous
• Glossary
The City Manager’s Message
The City Manager’s Message provides a “big picture” summary for the fiscal budget period. It sets the context for budget decisions by describing community and economic conditions affecting the budget. It addresses major initiatives underway and challenges facing the City.
How to Use the Budget Document
Below is a summary of the sections within the document, describing how each section may be used effectively to understand the make-up of the document.
The City Council’s Strategic Plan
The City Council’s Strategic Plan sets the goals and objectives for the organization. It provides Council direction on a variety of initiatives to be accomplished over a two-year period and informs the work plan and budget of the Departments tasked with achieving the initiatives pending resource availability.
Organizational Summary Information
This section of the document contains useful reference information about the City and the organization, including an organizational chart, nineyear summary of the City’s employee authorized strength, “East Palo Alto at a Glance”, and East Palo Alto demographic statistics.
BD- 1
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Financial Summary Information
This section contains the FY 2022-23 Budget, by fund
and fund group-type, including narrative on the purpose of each budgeted fund and projection of fund balance: • Summary of Citywide Budget by Fund and Fund Group
• Historical Chart General Fund: o Revenues by Major Category o Expenditures by Major Category Departmental Budgets
This section contains the operating budget for all
departments and divisions. The following Departments
are presented: City Council, City Attorney, City Clerk, City Manager, Administrative Services, Finance,
Community and Economic Development, Public Works,
Police, Non-Departmental and Capital Improvement
Funding. The Departmental Budget section presents
financial figures by major revenue and expenditures
categories. Definitions of the four major expenditure
categories can be found in the Glossary. Local
government budgets are organized by fund to segregate
and account for restricted resources. Each fund is a
separate accounting entity. The General Fund provides
the majority of resources for the services that the City provides, including public safety, maintenance, and
general government functions needed to support direct
services to the community. This section also provides a historical view of revenue and expenditures, General
Fund sources and uses. Finally, this section includes the historical and current staffing for each department/
division along with a department organizational chart.
Miscellaneous
This section contains the major capital project funding, detail Measure P funding, and Cost Allocation Plan
Overhead calculation.
Glossary
This section provides definitions generally used in local, county, and state governments.
BD- 2
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
CITY COUNCIL
STRATEGIC PRIORITIES
FY 2022-23 Budget
SP- 1
Priority A. Promote Housing, Economic & Workforce Development Goal A.1. Implement Measure HH Employment & First Source Hiring Programs Goal A.2. Provide Assistance to Small Local Business
Goal A.3. Continue to Implement the City’s Affordable Housing Strategy Through 2023 Goal A.4. Investigate Potential Ballot Measure to Support Affordable Housing Goal A.5. Create an Economic Development Strategy w/ Focus on Small/Micro Businesses Priority B. Implement the Comprehensive Transportation and Mobility Plan Goal B.1. Develop a Comprehensive Transportation and Mobility Plan Goal B.2. Expand Pedestrian/Bicycle Facilities and Interconnectivity Goal B.3. Begin Construction of the University Overpass Project Goal B.4. Investigate University Avenue Improvements/Changes Goal B.5. Analyze Funding Strategies for Public Infrastructure Including Streets, Parks, & Utilities Priority C. Promote Health & Public Safety
Goal C.1. Effectively Respond to the COVID-19 Pandemic
Goal C.2. Enhance Flood Protection for Residents, Businesses, and Property Owners Goal C.3. Resolve Sanitation District Incorporation Matter Priority D. Ensure Our Financial & Organizational Health Goal D.1. Address Structural Deficit Through Fiscal Resiliency Measures Goal D.2. Develop 10 Year Financial Projections
Goal D.3. Plan and Implement an Enterprise Resource Planning (ERP) System Goal D.4. Focus on Staff Morale, Retention, Recruitment & Succession Planning Goal D.5. Analyze Funding Strategies for & Community Perspectives on Public Infrastructure Improvements
Priority E. Improve the City’s Water Infrastructure
Goal E.1. Improve Operations and Infrastructure of Water System Goal E.2. Advance Key Water Infrastructure Projects
Goal E.3. Finalize Veolia Lease Negotiations
Priority F. Develop and Implement a Comprehensive Facilities Master Plan Goal F.1. Completion of the City's Comprehensive Facilities Master Plan Goal F.2. Investigate Potential Options for Developing County Vacant Property Located on Beech Street
Goal F.3. Coordinate with County Library District Regarding the Potential New Library in East Palo Alto
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
CITY COUNCIL
STRATEGIC PRIORITIES
FY 2022-23 Budget
SP- 2
Goal F.4. Develop a Detailed Strategy for the Location of the Future Police Department Goal F.5. Complete the City Hall Tenant Improvement Project Priority G. Enhance Community Services and Parks for Residents Goal G.1. Foster Community Cultural Events & Activities Goal G.2. Completion of a Parks Master Plan
Goal G.3. Complete Information Technology (IT) Strategic Plan Goal G.4. Engage with Community & Partner Agencies to Improve Educational Resources/ Outcomes
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) DEPT: COMMUNITY AND ECONOMIC DEVELOPMENT LEAD: Amy Chen 1 GOAL: Implement Measure HH Employment & First Source Hiring Programs STATUS Q1 Q2 Q3 Q4 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 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 X X X
2 GOAL: Provide Assistance to Small Local Businesses STATUS Q1 Q2 Q3 Q4 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 Done X
2.4 Consultant to Provide Council with Options for the 9,000 sq/ft Office Building To Do X X
2.5 Finalize Concepts for Both Office Spaces To Do X 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 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
3.4 Identify the City's Next Affordable Housing Project NEW 4 GOAL: Investigate Potential Ballot Measure to Support Affordable Housing STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
4.1 If Applicable, Obtain Final Direction from Council to Pursue Measure Doing X FY 2022-2023
EAST PALO ALTO CITY COUNCIL PRIORITY WORKPLAN
CC PRIORITY: PROMOTE HOUSING, ECONOMIC & WORKFORCE DEVELOPMENT FY 2020-2021 FY 2021-2022 GOAL
ACTIONS
STATUS
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No.
DEPT: COMMUNITY AND ECONOMIC DEVELOPMENT LEAD: Amy Chen FY 2022-2023
EAST PALO ALTO CITY COUNCIL PRIORITY WORKPLAN
CC PRIORITY: PROMOTE HOUSING, ECONOMIC & WORKFORCE DEVELOPMENT FY 2020-2021 FY 2021-2022 GOAL
ACTIONS
STATUS
4.2 Draft Ballot Language Doing X
4.3 Submit Appropriate Documents to the County to Finalize Ballot Requirements Doing X 5 GOAL: Create an Economic Development Strategy w/ Focus on Small/Micro Businesses STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 NEW
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No.
DEPT: PUBLIC WORKS DEPARTMENT/COMMUNITY & ECONOMIC DEVELOPMENT LEAD: Kamal Fallaha/ Amy Chen 1 GOAL: Develop a Comprehensive Transportation and Mobility Plan STATUS Q1 Q2 Q3 Q4 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 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 3 GOAL: Begin Construction of the University Overpass Project STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 NEW
4 GOAL: Investigate University Avenue Improvements/Changes STATUS Q1 Q2 Q3 Q4 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 5 GOAL: Analyze Funding Strategies for Public Infrastructure Including Streets, Parks, & Utilities STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 NEW
FY 2022-2023
EAST PALO ALTO CITY COUNCIL PRIORITY WORKPLAN
GOAL
ACTIONS CC PRIORITY: Implement the Comprehensive Transportation and Mobility Plan STATUS FY 2020-2021 FY 2021-2022
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No.
DEPT: PUBLIC WORKS DEPARTMENT/POLICE DEPARTMENT LEAD: Kamal Fallaha/ Jeff Liu 1 GOAL: Effectively Respond to the COVID-19 Pandemic STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2 GOAL: Enhance Flood Protection for Residents, Businesses, and Property Owners STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2.1 Implement $22M Safer Bay Project CALOES/FEMA Grant w/ San Francisquito Creek JPA - Design & Doing X
2.2 Implement $22M Safer Bay Project CALOES/FEMA Grant w/ San Francisquito Creek JPA - Construction To Do X
2.3 Coordinate with City of Palo Alto on the Construction of Newell Street Bridge Replacement Project Done X
2.4 Update Hazard Mitigation Plan Done X
3 GOAL: Resolve Sanitation District Incorporation Matter STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 NEW
FY 2022-2023
EAST PALO ALTO CITY COUNCIL PRIORITY WORKPLAN
GOAL
ACTIONS CC PRIORITY: Promote Health & Public Safety STATUS FY 2020-2021 FY 2021-2022
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No.
DEPT: FINANCE DEPARTMENT LEAD: Tomohito Oku/ Patrick Heisinger 1 GOAL: Address Structural Deficit Through Fiscal Resiliency Measures STATUS Q1 Q2 Q3 Q4 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 Done 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 X X 2 GOAL: Develop 10 Year Financial Projections STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2.1 Issue RFP to Hire Financial Projection Consultant Done X
2.2 Perform Study of Financial Projections Doing X
2.3 Prepare and Present Projections Doing X
3 GOAL: Plan and Implement an Enterprise Resource Planning (ERP) System STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
3.1 Select ERP Vendor Done X
3.2 ERP Implementation Doing X X X X X X
3.3 ERP Fully Implemented To Do X
4 GOAL: Focus on Staff Morale, Retention, Recruitment & Succession Planning STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 NEW
5 GOAL: Analyze Funding Strategies for & Community Perspectives on Public Infrastructure Improvements STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 NEW
FY 2022-2023
EAST PALO ALTO CITY COUNCIL PRIORITY WORKPLAN
GOAL
ACTIONS CC PRIORITY: Ensure Our Financial & Organizational Health STATUS FY 2020-2021 FY 2021-2022
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No.
DEPT: PUBLIC WORKS DEPARTMENT LEAD: Kamal Fallaha
1 GOAL: Improve Operations and Infrastructure of Water System STATUS Q1 Q2 Q3 Q4 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
1.4 Finalize City Water Asset Management Plan NEW X
2 GOAL: Advance Key Water Infrastructure Projects STATUS Q1 Q2 Q3 Q4 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. Done
2.6 Identify and Commit Funding for 12" Water Transmission Line on University/Cooley Ave. Done 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
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 3 GOAL: Finalize Veolia Lease Negotiations STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 NEW
FY 2022-2023
EAST PALO ALTO CITY COUNCIL PRIORITY WORKPLAN
GOAL
ACTIONS CC PRIORITY: Improve the City's Water Infrastructure STATUS FY 2020-2021 FY 2021-2022
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No.
DEPT: PUBLIC WORKS DEPARTMENT/CITY MANAGER'S OFFICE LEAD: Kamal Fallaha/ Patrick Heisinger 1 GOAL: Completion of the City's Comprehensive Facilities Master Plan STATUS Q1 Q2 Q3 Q4 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 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 Done X
2.5 Endeavor to Finalize Acquisition of County-Owned Beech Street Property NEW 3 GOAL: Coordinate with County Library District Regarding the Potential New Library in East Palo Alto STATUS Q1 Q2 X Q4 Q1 Q2 Q3 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 Q2 Q3 Q4 Q1 Q2 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 [ON HOLD] STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
5.1 Investigate Potential Partnership Opportunities for Future Development Projects Doing X
5.2 Explore Partnership with County Regarding Future Use of 2415 University Avenue Doing X FY 2022-2023
EAST PALO ALTO CITY COUNCIL PRIORITY WORKPLAN
GOAL
ACTIONS CC PRIORITY: Develop and Implement a Comprehensive Facilities Master Plan STATUS FY 2020-2021 FY 2021-2022
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No.
DEPT: CITY MANAGER'S OFFICE/ADMINISTRATIVE SERVICES DEPT LEAD: Patrick Heisinger/ Marie McKenzie 1 GOAL: Foster Community Cultural Events & Activities STATUS Q1 Q2 Q3 Q4 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 X X X 2 GOAL: Completion of a Parks Master Plan STATUS Q1 Q2 Q3 Q4 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 Advance Design of Martin Luther King, Jr. (MLK) Park Expansion Project NEW
2.8 Advance Design of Bell Street Park Project in Partnership with Magical Bridge Foundation NEW 3 GOAL: Complete Information Technology (IT) Strategic Plan STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
3.1 Issue RFP to Identify Consultant to Faciliate Strategic Plan To Do
3.2 Develop Recommendations To Do
3.3 City Council Consideration of Recommendations To Do 4 GOAL: Engage with Community & Partner Agencies to Improve Educational Resources/Outcomes STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
4.1 Explore Partnerships with School District & Other Entities Regarding Potential Joint Use NEW
4.2 Build Relationships with Foundations and Other Philanthropic Organizations to Identify Partnerships Doing X
4.3 Pursue Enhanced Youth & Multigenerational Engagement & Perspectives NEW FY 2022-2023
EAST PALO ALTO CITY COUNCIL PRIORITY WORKPLAN
GOAL
ACTIONS CC PRIORITY: Enhance Community Services and Parks for Residents STATUS FY 2020-2021 FY 2021-2022
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No.
CITY OF EAST PALO ALTO
CITY ORGANIZATIONAL CHART
FY 2022-2023 Budget
DB-67
RESIDENTS OF EAST PALO ALTO
CITY COUNCIL
BOARDS & COMMISSIONS
• Planning
• Public Works & Transportation
• Rent Stabilization Board
• Senior Advisory Board CITY ATTORNEY’S OFFICE
CITY MANAGER’S OFFICE
FINANCE
POLICE
Administration
Operations
Investigations
ADMINISTRATIVE SERVICES
Administration
Community Services & Recreation
Information Technology
PUBLIC WORKS
Administration
Engineering
Maintenance
COMMUNITY & ECONOMIC
DEVELOPMENT
Administration
Building/Planning
Housing/ Econ Development
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No.
FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23
Baseline
FY 22-23
Proposed
Policy & Executive
City Council 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 City Clerk's Office 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 City Attorney's Office 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 City Manager's Office 4.00 4.00 5.00 3.00 3.00 3.00 3.00 4.00 4.00 4.00 City Manager - Human Resources 2.00 - - - - - 2.00 2.00 2.00 2.00 City Manager - Rent Stabilization 2.00 2.00 2.00 - - - - - - - City Manager - Community Programs 5.13 - - - - - - - - - Sub-Total 22.13 15.00 16.00 12.00 12.00 12.00 14.00 15.00 15.00 15.00 Administrative Support Services
Finance Department 5.00 5.00 6.00 6.00 6.00 7.00 7.00 6.00 6.00 6.00 Administrative Services Admin - 1.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Community Services Division - 4.38 4.38 4.15 4.15 4.15 3.65 5.15 5.15 5.15 Human Resources - 2.00 2.00 2.00 2.00 2.00 - - - -
Sub-Total 5.00 12.38 15.38 15.15 15.15 16.15 13.65 14.15 14.15 14.15 Community and Economic Development
Administration Division 8.00 4.00 4.00 5.90 6.45 6.45 3.50 4.00 4.00 4.00 Building Services Division 5.00 6.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 Planning Division 3.00 3.00 4.00 4.00 4.00 4.00 4.00 4.00 5.00 5.00 Housing/Economic Division - - - 3.00 3.00 3.00 3.00 4.00 4.00 4.00 Senior Services Division - - - - - - - - - -
Sub-Total 16.00 13.00 15.00 19.90 20.45 20.45 17.50 19.00 20.00 20.00 Public Safety
Administration Division 8.00 8.00 8.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 Investigations Division 8.00 8.00 8.25 8.25 8.25 11.15 11.15 11.15 11.15 11.15 Operations Division 28.00 29.50 29.00 29.00 29.00 27.00 28.00 28.00 28.00 28.00 Sub-Total 44.00 45.50 45.25 46.25 46.25 47.15 48.15 48.15 48.15 48.15 Public Works
Administration Division - 2.00 2.00 2.00 2.00 2.00 4.50 4.45 4.45 4.45 Engineering Division 6.00 5.00 5.00 5.00 5.00 5.00 3.75 5.00 5.00 5.00 Maintenance Division 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 Sub-Total 18.00 19.00 19.00 19.00 19.00 19.00 20.25 21.45 21.45 21.45 TOTAL POSITIONS 105.13 104.88 110.63 112.30 112.85 114.75 113.55 117.75 118.75 118.75
CITY OF EAST PALO ALTO
NINE-YEAR POSITION SUMMARY
FY 2014-15 to FY 2022-23
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No.
FTE's
FY 2022-23
FTE's
FY 2022-23
City Council Community and Economic Development (Cont'd) a. Council Member 5.00 Housing/Econ Division
a. Housing & Econ Dev Manager 1.00
City Attorney's Office b. RSP Administrator 1.00
a. City Attorney 1.00 c. Housing Project Manager 1.00
b. Deputy City Attorney I/II 1.00 d. RSP Coordinator II 1.00 c. Legal Assistant 1.00 4.00
3.00 Planning Division
a. Planning Manager 1.00
City Manager's Office b. Senior Planner 1.00
a. City Manager 1.00 c. Associate Planner 1.00
b. Assistant City Manager 1.00 d. Assistant/Associate Planner 1.00 c. Sr. Management Analyst 1.00 e. Planning Technician 1.00 d. Executive Assist. to City Mgr 1.00 5.00
Human Resources Division Public Works
a. Human Resources Manager 1.00 Administration Division b. Human Resources Assistant 1.00 a. Public Works Director 1.00
6.00 b. Administrative Assistant 1.00
City Clerk's Office c. Management Analyst 1.00
a. City Clerk 1.00 d. Environmental Service Aide 1.45
4.45 Administrative Services Engineering Division
Administration Division a. City Engineer 1.00
a. Administrative Svcs Director 1.00 b. Senior Engineer 1.00 b. Grants Coordinator 1.00 c. Associate Engineer 1.00
c. Office Assistant 1.00 d. Assistant/Associate Civil Engineer 1.00
3.00 e. Public Works Inspector 1.00
Community Services & Recreation Division 5.00
a. Community Services Manager 1.00 Maintenance Division b. Recreation Coordinator 1) 1.00 a. Maintenance Manager 1.00 c. Recreation Leader II (2 PT) 0.90 b. Maintenance Worker I 4.00 d. Van Driver (2 PT) 1.00 c. Maintenance Worker II 4.00 e. Nutrition Site Supervisor (1 PT) 0.75 d. Maintenance Worker III 2.00 f. Kitchen Aide (1 PT) 0.50 e. Secretary I 1.00
5.15 12.00
Finance Police
a. Finance Director 1.00 Administration Division
b. Financial Services Manager 1.00 a. Police Chief 1.00 c. Senior Management Analyst 1), 2) 1.00 b. Administrative Manager 1.00 d. Accountant I/II 1.00 c. Police Sergeant 1.00
e. Accounting Technician I/II 2.00 d. Police Records Supervisor 1.00
6.00 e. Police Records Clerk I/II 4.00
f. Police Property Officer 1.00
Community and Economic Development 9.00
Administration Division
a. Community Dev Director 1.00 Investigations Division
b. Management Analyst 1.00 a. Commander 1.00
c. Secretary II 1.00 b. Police Officer 6.00
d. Office Assistant 1.00 c. Community Services Officer 1.00
4.00 d. Community Service Aide (6 PT) 2.70
e. Cold Case Investigator 0.45
Building Services Division 11.15
a. Chief Building Official 1.00 Operations Division
b. Building Inspector 1.00 a. Commander 1.00
c. Building Permit Technician 2.00 b. Police Sergeant 4.00 d. Code Enforcement Officer II 3.00 c. Police Officer 23.00
7.00 28.00
Total Authorized FTE's 118.75
1) This would not be a net addition to the number of permanent employee 2) Replacement of Management Analyst II - Net cost
CITY OF EAST PALO ALTO
Detail Position Listing
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) East Palo Alto at
a Glance
ABOUT EAST PALO ALTO
The City of East Palo Alto is in the heart of the Silicon Valley and is uniquely positioned to maximize its potential as a significant city in the region. Founded by speculators and farmers in 1849, the town was originally named Ravenswood.
For most of its history, the area regarded as East Palo Alto was 13 square miles and part of unincorporated San Mateo County. As such, it did not have an official boundary until it incorporated in 1983. However, the area was much larger than the City’s current 2.5 square miles. Large tracts of land were annexed by surrounding cities from the late 1940’s to the early 1960’s. This trend ended in 1983 when the residents incorporated to gain local control over land use and municipal services.
The original inhabitants were Ohlone/Costanoan Native Americans. Spanish ranchers took over, followed by an influx of speculators and settlers of European origin. For a time, Asian and Italian flower growers preceded the flood of middle-class migrants drawn to post-war housing developments. East Palo Alto later became the largest African American community on the Peninsula. Today, due to significant demographic changes during the last decade, the City possesses a broad multi-ethnic profile that includes a majority Latino and growing Pacific Island population.
Trade has alternately focused on ranching, transportation and shipping, brick manufacturing, farming, servicing travelers of Bayshore Highway and Dumbarton Bridge, and flower growing. At present there is a mix of industrial, agricultural, and commercial businesses.
The signs of continuing and rapid transition are evident; and none more so than the rapid changes brought about by proximity to the most successful businesses in Silicon Valley. However, some things have remained constant, namely the characteristics that have always attracted people to the area: multi-cultural acceptance; a beautiful, rural-like setting; centralized location; proximity to transportation and the San Francisco Bay; as well as some of the most enviable weather in the nation.
Today, the City of East Palo Alto is closer than ever to realizing its potential.
As the City continues to make progress and become more self-sufficient, there is evidence that East Palo Alto will be able to strike a harmonious balance between a goal of establishing a sound commercial base and the dream of an idyllic and welcoming community.
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
CITY GEOGRAPHY
The City of East Palo Alto is located approximately 29
miles south of San Francisco and 19 miles north of San
Jose. The City occupies 2.5 square miles. The latest
estimates place the City’s population at 28,963.
CITY AUTHORITY
The City of East Palo Alto is a general law city under
California State law and its rights, powers, privileges, authority, and functions are established through the
State constitution and the State Law. The powers
granted to California cities by state statute include the power to: sue and be sued; purchase, receive by gift or bequest and hold land, make contracts and purchases
and hold personal property necessary to the exercise of its powers, manage, sell, lease, or otherwise dispose of its property as the interest of its inhabitants require; levy and collect taxes authorized by law and exercise such
other and further powers as may be especially conferred by law or as may be necessarily implied from those
expressed.
East Palo Alto is a General Law Council/ Manager City
governed by a five-member City Council with a
Council elected Mayor. The City incorporated July 1,
1983.
The City provides a range of services to its residents
including public protection through the Police
Department, the construction and maintenance of
streets and infrastructure, community and economic
development affordable housing programs, financial
management, and administrative and community
services.
THE CITY COUNCIL
The members of the City Council are elected by the
voters to serve overlapping four-year terms. The Mayor
is elected by, and from, the City Council for a one-year term. The City Council sets policy and exercises the
legislative authority of the City. By City Ordinance, the City Council holds meetings on the first and third
Tuesdays of every month and at other times as, in the
opinion of the City Council, the public interest may
require.
The current City Council members and the dates upon
which their respective terms expire are as follows:
Mayor: Ruben Abrica Nov. 2022
Vice Mayor: Lisa Gauthier Nov. 2024
Council Member: Carlos Romero Nov. 2024
Council Member: Antonio López Nov. 2024
Council Member: Regina Wallace-Jones Nov. 2022
ADMINISTRATION AND
MANAGEMENT
East Palo Alto is a Council-Manager form of government.
The City Council appoints the City Attorney and the City Manager. The City Manager appoints all other City
employees and is charged with overseeing the City’s daily operations. Many boards, commissions, and committees
assist the City Council and Administration in carrying out various aspects and functions of city government.
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Demographic Information
Land Area: 2.5 square miles
Populationi
1990 23,570
2000 29,506
2005 29,431
2010 28,155
2015 29,137
2020 30,034
2022 Projected 28,963
Population by Gender i
Female 50.8%
Male 49.2%
Population by Age Group i
Under 5 years 6.9%
5 to 9 years 6.9%
10 to 14 years 6.2%
15 to 19 years 7.3%
20 to 24 years 6.7%
25 to 29 years 10.1%
30 to 34 years 10.0%
35 to 39 years 8.3%
40 to 44 years 6.5%
45 to 49 years 7.8%
50 to 54 years 4.9%
55 to 59 years 4.4%
60 to 64 years 5.8%
65 to 69 years 3.1%
70 to 74 years 2.1%
75 to 79 years 1.2%
80 to 84 years 1.2%
85 years and over 0.6%
Racial Composition i
Hispanic or Latino 60.6%
Black or African Amer 12.1%
White 13.2%
Asian 6.0%
Pacific Islander 5.0%
Two or More 8.5%
Other 0.4%
i https://www.census.gov/
Level of Educational Attainment of Persons 25 years
and older i
No High School degree 28.5%
High School degree or equivalent 22.7%
Some college, no degree 25.1%
Bachelor’s degree 12.0%
Post-grad degree 11.8%
Per Capital Personal Income i
$32,072
Median Sales Price for Single Family Residencesii
($1,021,000 in 2021)
ii San Mateo County Associations of Realtors
-
250,000
500,000
750,000
1,000,000
1,250,000
200720082009201020112012201320142015201620172018201920202021 Median Price
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
FINANCIAL SUMMARY
FY 2022-2023 Budget
The Financial Summary section contains the following adopted budget and financial summary information:
Budget Information:
• Citywide Budget Overview
o FY 2022-23 Budget by Fund Category
• General Fund Overview
o FY 2022-23 General Fund and Internal Reserve Funds Budget • Special Revenue Funds Overview
o FY 2022-23 Special Revenue Funds Budget
FY 2022-23 Community Programs Budget
FY 2022-23 Housing Programs Budget
FY 2022-23 Transportation and Infrastructure Programs Budget • Capital Funds Overview
o FY 2022-23 Capital Funds Budget
• Enterprise Funds Overview
o FY 2022-23 Enterprise Fund Budget
Other Financial Information:
• General Fund Revenues by Major Category
• General Fund Expenditures by Major Category
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
CITYWIDE BUDGET OVERVIEW
The Citywide budget overview provides a one-page view across all the various fund-types operating within the City. This view gives a full perspective of total revenues by character and total expenditures by department across all City funds. The City operates the following fund-group types:
• General and Internal Reserve Funds
• Special Revenue Funds
• Capital Projects Funds
• Enterprise Funds
• Successor Agency Trust Fund
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) General Fund
and Internal
Reserves
Special
Revenue Funds
Capital
Improvement
Funds
Enterprise
Funds City Total Successor
Trust Fund
GRAND
TOTAL
Revenues
Property Tax 15,725,420 787,930 - - 16,513,350 5,496,430 22,009,780 Sales Tax 5,845,000 - - - 5,845,000 - 5,845,000
Utility Users Tax 1,702,680 - - - 1,702,680 - 1,702,680 Transient Occupancy Tax 1,100,000 276,000 - - 1,376,000 - 1,376,000 Other State and Local Taxes 25,000 4,107,280 - - 4,132,280 - 4,132,280 Franchise Fees 1,196,000 - - - 1,196,000 - 1,196,000
Licenses, Fees, and Permits 1,778,550 774,860 2,546,570 485,000 5,584,980 - 5,584,980 Fines and Forfeitures 180,000 - - - 180,000 - 180,000
Use of Money and Property 336,500 243,000 162,000 547,500 1,289,000 15,000 1,304,000 Grants and Intergovernmental 215,000 4,723,250 - - 4,938,250 - 4,938,250 Charges for Current Services 1,269,620 10,000 - 3,625,000 4,904,620 - 4,904,620 Other Miscellaneous 75,000 150,000 300,000 150,000 675,000 - 675,000 Total Revenues 29,448,770 11,072,320 3,008,570 4,807,500 48,337,160 5,511,430 53,848,590 Expenditures
City Council 169,030 - - - 169,030 - 169,030
City Attorney 827,830 35,000 - - 862,830 7,500 870,330
City Clerk 405,320 - - - 405,320 - 405,320
City Manager 1,606,770 37,290 70,850 44,280 1,759,190 - 1,759,190 Administrative Services 1,826,110 257,620 - - 2,083,730 - 2,083,730 Finance 1,251,370 59,870 - 21,000 1,332,240 23,230 1,355,470 Community Development 3,119,390 6,363,230 - - 9,482,620 - 9,482,620 Public Works 4,268,250 1,317,290 40,000 565,190 6,190,730 - 6,190,730 Police 13,713,330 191,420 - - 13,904,750 - 13,904,750
Non-Departmental - -
Capital/Technology - 1,250,000 855,410 4,470,000 6,575,410 - 6,575,410 Debt Service - - - - - 1,556,310 1,556,310
Insurance and Settlements 897,170 - - - 897,170 - 897,170 Other Non-Departmental 1,037,570 271,680 - 2,879,510 4,188,760 65,500 4,254,260 Overhead Allocation (861,730) 719,355 - 130,490 (11,885) 11,880 (5) Total Expenditures 28,260,410 10,502,755 966,260 8,110,470 47,839,895 1,664,420 49,504,315 Net Sources / (Uses) 1,188,360 569,565 2,042,310 (3,302,970) 497,265 3,847,010 4,344,275 Other Financing Sources / (Uses)
Transfers In - 1,118,360 - - 1,118,360 - 1,118,360
Transfers Out (1,118,360) - - - (1,118,360) - (1,118,360) Net Operating Transfers (1,118,360) 1,118,360 - - - - - Change in Fund Balance 70,000 1,687,925 2,042,310 (3,302,970) 497,265 3,847,010 4,344,275 Other Changes 2,200,000 - - - 2,200,000 - 2,200,000
Projected Fund Balance
July 01, 2021 Balance* 24,584,320 32,077,000 8,803,000 5,428,000 70,892,320 (16,586,000) 54,306,320 June 30, 2022 Balance 26,854,320 33,764,925 10,845,310 2,125,030 73,589,585 (12,738,990) 60,850,595 *Excludes certain assets, reserves, and commitments.
CITY OF EAST PALO ALTO
FY 2022-2023 BUDGET BY FUND CATEGORY
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
GENERAL FUND OVERVIEW
General Fund
The General Fund is the primary operating fund of the City. The fund accounts for all revenues, expenditures, transfers, and other activity not accounted for in other City funds.
General Fund revenues are derived from five major sources including, Property Tax, Sales and Use Tax, Transient Occupancy Tax (TOT), Utility Users Tax, and Business License Tax. These taxes account for approximately 87% of total General Fund revenues, excluding development pass-through activity.
General Fund uses primarily consist of personnel, contract, and purchase services, supplies and materials, and other expenditures.
General Fund Reserve Sub-Funds
Information Services
The Information Services Fund accounts for the accumulation of resources to acquire or improve information technology equipment and software, fund the Redwood City IT services contract, IT equipment replacement, and software licensing and maintenance costs.
Equipment and Vehicle Replacement
The Equipment and Vehicle Replacement Fund accounts for monies utilized to acquire and replace equipment and vehicles.
Insurance Reserve
The Insurance Reserve Fund accounts for the accumulation of resources to cover the costs of unanticipated loss and settlements due to property, casualty, or liability exposures and to cover the costs of PLAN JPA insurance coverage in excess of the City’s $100,000 self-insured limit per liability claim.
Development Pass-Through
The Development Pass-Through Fund accounts for pass-through development fee activity and temporary staffing needs anticipated for unusually high development activity.
Note: No budget activity for the Contingency Reserve and Community Benefits Funds.
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) General Fund
F010
Info Services
Reserve
F011
Equipment
and Vehicle
Reserve F012
Insurance
Reserve F013
Development
Pass Through
F017
Eliminating Total
Revenues
Property Tax 15,725,420 - - - - - 15,725,420
Sales Tax 5,845,000 - - - - - 5,845,000
Utility Users Tax 1,702,680 - - - - - 1,702,680
Transient Occupancy Tax 1,100,000 - - - - - 1,100,000
Other State and Local Taxes 25,000 - - - - - 25,000
Franchise Fees 1,196,000 - - - - - 1,196,000
Licenses, Fees, and Permits 1,778,550 - - - - - 1,778,550 Fines and Forfeitures 180,000 - - - - - 180,000
Use of Money and Property 336,500 - - - - - 336,500
Grants and Intergovernmental 215,000 - - - - - 215,000
Charges for Current Services 989,620 - - - 280,000 - 1,269,620 Other Miscellaneous 75,000 - - - - - 75,000
Total Revenues 29,168,770 - - - 280,000 - 29,448,770
Expenditures
City Council 169,030 - - - - - 169,030
City Attorney 752,830 - - 75,000 - - 827,830
City Clerk 282,820 122,500 - - - 405,320
City Manager 1,601,770 5,000 - - - 1,606,770
Administrative Services 1,419,060 407,050 - - - 1,826,110 Finance 1,215,870 35,500 - - - 1,251,370
Community Development 3,035,390 79,000 5,000 - - 3,119,390 Public Works 4,223,250 35,000 - 10,000 - 4,268,250
Police 13,486,730 136,600 90,000 - - 13,713,330
Non-Departmental
Major Capital - - - - - -
Debt Service - - - - - -
Insurance and Settlements - - - 897,170 - - 897,170
Other Non-Departmental 736,360 301,210 - - - 1,037,570
Overhead Allocation (861,730) - - - - (861,730)
Total Expenditures 26,061,380 1,121,860 95,000 972,170 10,000 - 28,260,410 Net Sources / (Uses) 3,107,390 (1,121,860) (95,000) (972,170) 270,000 - 1,188,360 Other Financing Sources / (Uses)
Transfers In - 1,121,860 95,000 972,170 - (2,189,030) - Transfers Out (3,307,390) - - - - 2,189,030 (1,118,360) Net Operating Transfers (3,307,390) 1,121,860 95,000 972,170 - - (1,118,360) Change in Fund Balance (200,000) - - - 270,000 - 70,000 Other Changes 2,200,000 - - - - - 2,200,000
Projected Fund Balance
July 01, 2022 Balance* 24,584,320 - - - - - 24,584,320
June 30, 2023 Balance 26,584,320 - - - 270,000 - 26,854,320 *Excludes certain reserves and commitments
CITY OF EAST PALO ALTO
FY 2022-2023 GENERAL FUND BUDGET
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
SPECIAL REVENUE FUNDS OVERVIEW
Special Revenue Funds are used to account for the proceeds of specific revenue sources that are legally restricted or committed to expenditures for specified purposes, other than major capital projects or debt service. GASB 54 clarifies that the proceeds of specific a revenue source, whether legal or administrative, is the foundation for classification of a Special Revenue Fund.
Community Programs
Public Safety Grants
The Public Safety Grants Fund accounts for revenues and expenditures for the Citizen Options for Public Safety Program and Supplemental Law Enforcement Services Fund (COPS/SLESF).
Federal and State Grants
Federal and State Grants Fund accounts for the Congregate Meals/Senior Nutrition and Senior Transportation grant programs passed through the San Mateo County Office of Aging and Adult Services.
Local Grants
The Local Grants Fund accounts for all other local grant activity not accounted for in separate funds.
CYSFF
The CYSFF Fund accounts for 10% of the Transient Occupancy Tax (TOT) collected as approved by voters to fund various nonprofit organizations providing services to children, youth, and families.
Measure C
The Measure C Fund accounts for activities related to the Measure C Parcel tax approved by the voters in November 2006 for a period of ten years. The tax is sunset, and the remaining funds are restricted to support violence prevention and public safety intervention.
American Rescue Plan Act (ARPA)
The ARPA fund accounts for federal allocation funding signed into law by the President in March 2021.
The funds are restricted for the purpose of providing support in responding to the impact of COVID-19, including local efforts to contain impacts on our community, residents, and businesses.
Housing Programs
Rent Stabilization
The Rent Stabilization Fund accounts for revenues and expenditures to support rent stabilization programs and activities.
Housing in Lieu
FS- 6
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
SPECIAL REVENUE FUNDS OVERVIEW
The Housing in Lieu Fund accounts for developer-agreed payments and ordinance fees in lieu of providing affordable housing.
Housing Assistance
The Housing Assistance Fund accounts for first time home buyer assistance program activities.
Housing Commercial Impact
The Housing Commercial Impact Fee Fund accounts for fees charged to developers of nonresidential development projects to mitigate the project impact on the need for affordable housing as a result of the project development.
Housing TOT
The Housing TOT Fund accounts for 10% of the Transient Occupancy Tax (TOT) collected as approved by voters to fund affordable housing development activity and programs.
Measure HH
The Measure HH Fund accounts for a voter-approved parcel tax on commercial office space of 25,000 square feet or more collected to fund affordable and supportive housing programs; programs that facilitate citizen access to job opportunities in science, technology, engineering and mathematics (S.T.E.M.) and building trades, and strengthen the First Source Hiring Program.
Housing Successor Agency
The Housing Successor Agency Funds account for activities related to the housing assets assumed by the City as Housing Successor to the former Redevelopment Agency. The funds are restricted to housing-related activities for low- and moderate-income needs.
Silicon Valley Community Foundation
The Silicon Valley Community Foundation (SVCF) Fund accounts for gift monies from SVCF for the purpose of incentivizing the affordable housing development within the City. The monies are further restricted to pay a minimum amount of $500,000 for an affordable housing manager position over a period of five years.
Transportation and Infrastructure Programs
State Gas Tax
The State Gas Tax Fund is required by State law to account for California State gasoline taxes.
This tax is primarily distributed to cities based on population and proportion of registered vehicles. Gas tax funds must be spent on public street-related maintenance and capital expenditures.
Measure A
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
SPECIAL REVENUE FUNDS OVERVIEW
The Measure A Fund accounts for a countywide one-half percent sale and use tax to support countywide (San Mateo County) transportation projects and programs.
NPDES
The NPDES Fund accounts for revenues and expenditures from assessments levied on property in the City in compliance with the provision of the National Pollutant Elimination System for prevention of storm water and flood related damage.
Lighting District
The City maintains one Lighting District, the Ravenswood Highway Lighting District, to cover the costs of lighting on and around public streets, highways, parks, and alleys. The Lighting District Fund accounts for all revenues (assessments) and expenditures associated with the District.
Drainage District
The City maintains one Drainage District, the East Palo Alto Maintenance Drainage District, to cover the costs of providing storm drainage and flood control management services for areas related to the district boundary. The Drainage District Fund accounts for all revenues (assessments) and expenditures associated with the District.
Measure W
The Measure W Fund accounts for the City’s allocation of a voter-approved one-half percent (0.5%) sales tax enacted for thirty years to road improvements, transit services, and implementation of the San Mateo County Congestion Relief Plan.
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Community
Programs
Housing
Programs
Transportation
and
Infrastructure
Programs
Total
Revenues
Property Tax - - 787,930 787,930
Sales Tax - - - -
Utility Users Tax - - - -
Transient Occupancy Tax 138,000 138,000 - 276,000
Other State and Local Taxes - 1,677,280 2,430,000 4,107,280 Franchise Fees - - - -
Licenses, Fees, and Permits - 538,860 236,000 774,860
Fines and Forfeitures - - - -
Use of Money and Property 37,000 116,000 90,000 243,000 Grants and Intergovernmental 3,723,250 1,000,000 - 4,723,250 Charges for Current Services - 2,500 7,500 10,000
Other Miscellaneous 150,000 - - 150,000
Total Revenues 4,048,250 3,472,640 3,551,430 11,072,320 Expenditures
City Council - - - -
City Attorney - 35,000 - 35,000
City Clerk - - - -
City Manager 37,290 - - 37,290
Administrative Services 257,620 - - 257,620
Finance 52,830 3,000 4,040 59,870
Community Development - 6,363,230 - 6,363,230
Public Works - - 1,317,290 1,317,290
Police 191,420 - - 191,420
Non-Departmental - - - -
Capital/Technology - - 1,250,000 1,250,000
Debt Service - - - -
Insurance and Settlements - - - -
Other Non-Departmental - 10 271,670 271,680
Overhead Allocation 45,280 330,435 343,640 719,355
Total Expenditures 584,440 6,731,675 3,186,640 10,502,755 Net Sources / (Uses) 3,463,810 (3,259,035) 364,790 569,565 Other Financing Sources / (Uses)
Transfers In - 462,720 655,640 1,118,360
Transfers Out - - - -
Net Operating Transfers - 462,720 655,640 1,118,360
Change in Fund Balance 3,463,810 (2,796,315) 1,020,430 1,687,925 Other Changes - - - -
Projected Fund Balance
July 01, 2022 Balance* 1,640,000 17,378,000 13,059,000 32,077,000 June 30, 2023 Balance 5,103,810 14,581,685 14,079,430 33,764,925 *Excludes certain assets, reserves, and commitments.
CITY OF EAST PALO ALTO
FY 2022-2023 SPECIAL REVENUE FUNDS BUDGET
FS- 9
4.1.b
Packet Pg. 55
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Public Safety
Grants
F213
Federal and
State Grants
F215
Local
Grants
F230
CYSFF
TOT
F231
Measure C
F232
ARPA
F290
Total
Community
Programs
Revenues
Property Tax - - - - - - -
Sales Tax - - - - - - -
Utility Users Tax - - - - - - -
Transient Occupancy Tax - - - 138,000 - - 138,000
Other State and Local Taxes - - - - - - -
Franchise Fees - - - - - - -
Licenses, Fees, and Permits - - - - - - -
Fines and Forfeitures - - - - - - -
Use of Money and Property 2,000 - 3,000 6,000 1,000 25,000 37,000 Grants and Intergovernmental 160,000 57,000 - - - 3,506,250 3,723,250 Charges for Current Services - - - - - - -
Other Miscellaneous - - 150,000 - - - 150,000
Total Revenues 162,000 57,000 153,000 144,000 1,000 3,531,250 4,048,250 Expenditures
City Council - - - - - - -
City Attorney - - - - - - -
City Clerk - - - - - - -
City Manager - - - - - 37,290 37,290
Administrative Services - 45,000 - - 206,500 6,120 257,620 Finance - - - - 800 52,030 52,830
Community Development - - - - - - -
Public Works - - - - - - -
Police 191,420 - - - - - 191,420
Non-Departmental -
Capital/Technology - - - - - - -
Debt Service - - - - - - -
Insurance and Settlements - - - - - - -
Other Non-Departmental - - - - - - -
Overhead Allocation - - - 45,280 - - 45,280
Total Expenditures 191,420 45,000 - 45,280 207,300 95,440 584,440 Net Sources / (Uses) (29,420) 12,000 153,000 98,720 (206,300) 3,435,810 3,463,810 Other Financing Sources / (Uses)
Transfers In - - - - - - -
Transfers Out - - - - - - -
Net Operating Transfers - - - - - - -
Change in Fund Balance (29,420) 12,000 153,000 98,720 (206,300) 3,435,810 3,463,810 Other Changes - - - - - - -
Projected Fund Balance
July 01, 2022 Balance 210,000 - 471,000 736,000 223,000 - 1,640,000 June 30, 2023 Balance 180,580 12,000 624,000 834,720 16,700 3,435,810 5,103,810
CITY OF EAST PALO ALTO
FY 2022-2023 COMMUNITY PROGRAMS BUDGET
FS- 10
4.1.b
Packet Pg. 56
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Rent
Stabilization
F204
Housing In
Lieu
F207
Housing
Assistance
F209
Housing TOT
F218
Measure HH
F219
Housing
Successor
F220
Silicon Valley
Community
F233
Total
Revenues
Property Tax - - - - - - - -
Sales Tax - - - - - - - -
Utility Users Tax - - - - - - - -
Transient Occupancy Tax - - - 138,000 - - - 138,000
Other State and Local Taxes - - - - 1,677,280 - - 1,677,280 Franchise Fees - - - - - - - -
Licenses, Fees, and Permits 538,860 - - - - - - 538,860 Fines and Forfeitures - - - - - - - -
Use of Money and Property 6,000 42,000 2,000 20,000 25,000 20,000 1,000 116,000 Grants and Intergovernmental - 1,000,000 - - - - - 1,000,000 Charges for Current Services - - 2,500 - - - - 2,500
Other Miscellaneous - - - - - - - -
Total Revenues 544,860 1,042,000 4,500 158,000 1,702,280 20,000 1,000 3,472,640 Expenditures
City Council - - - - - - - -
City Attorney - - - - - 35,000 - 35,000
City Clerk - - - - - - - -
City Manager - - - - - - - -
Administrative Services - - - - - - - -
Finance - - - - 3,000 - - 3,000
Community Development 401,070 4,000,000 4,650 - 616,050 1,173,020 168,440 6,363,230 Public Works - - - - - - - -
Police - - - - - - - -
Non-Departmental
Capital/Technology - - - - - - - -
Debt Service - - - - - - - -
Insurance and Settlements - - - - - - - -
Other Non-Departmental - - - - 10 - - 10
Overhead Allocation 256,790 30,160 1,595 27,280 - 14,610 - 330,435 Total Expenditures 657,860 4,030,160 6,245 27,280 619,060 1,222,630 168,440 6,731,675 Net Sources / (Uses) (113,000) (2,988,160) (1,745) 130,720 1,083,220 (1,202,630) (167,440) (3,259,035) Other Financing Sources / (Uses)
Transfers In - - - - - 462,720 - 462,720
Transfers Out - - - - - - - -
Net Operating Transfers - - - - - 462,720 - 462,720
Change in Fund Balance (113,000) (2,988,160) (1,745) 130,720 1,083,220 (739,910) (167,440) (2,796,315) Other Changes - - - - - - - -
Projected Fund Balance
July 01, 2022 Balance* 535,000 6,812,000 466,000 3,312,000 4,779,000 1,407,000 67,000 17,378,000 June 30, 2023 Balance 422,000 3,823,840 464,255 3,442,720 5,862,220 667,090 (100,440) 14,581,685 *Excludes certain assets, reserves, and commitments.
CITY OF EAST PALO ALTO
FY 2022-2023 HOUSING PROGRAMS BUDGET
FS- 11
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Packet Pg. 57
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) State Gas Tax
F201
Measure A
F202
NPDES
F203
Lighting
District
F221
Drainage District
F222
Measure W
F234 Total
Revenues
Property Tax - - - 647,930 140,000 - 787,930
Sales Tax - - - - - - -
Utility Users Tax - - - - - - -
Transient Occupancy Tax - - - - - - -
Other State and Local Taxes 1,530,000 600,000 - - - 300,000 2,430,000 Franchise Fees - - - - - - -
Licenses, Fees, and Permits - - 236,000 - - - 236,000
Fines and Forfeitures - - - - - - -
Use of Money and Property 11,000 36,000 4,000 31,000 4,000 4,000 90,000 Grants and Intergovernmental - - - - - - -
Charges for Current Services - - 7,500 - - - 7,500
Other Miscellaneous - - - - - - -
Total Revenues 1,541,000 636,000 247,500 678,930 144,000 304,000 3,551,430 Expenditures
City Council - - - - - - -
City Attorney - - - - - - -
City Clerk - - - - - - -
City Manager - - - - - - -
Administrative Services - - - - - - -
Finance - 1,540 1,000 - - 1,500 4,040
Community Development - - - - - - -
Public Works 565,830 - 285,720 126,560 339,180 - 1,317,290 Police - - - - - - -
Non-Departmental - -
Capital/Technology 550,000 500,000 - - - 200,000 1,250,000 Debt Service - - - - - - -
Insurance and Settlements - - - - - - -
Other Non-Departmental 76,810 - 188,720 4,830 1,310 - 271,670 Overhead Allocation 129,570 1,670 75,930 45,690 90,780 - 343,640 Total Expenditures 1,322,210 503,210 551,370 177,080 431,270 201,500 3,186,640 Net Sources / (Uses) 218,790 132,790 (303,870) 501,850 (287,270) 102,500 364,790 Other Financing Sources / (Uses)
Transfers In 64,500 - 303,870 - 287,270 - 655,640
Transfers Out - - - - - - -
Net Operating Transfers 64,500 - 303,870 - 287,270 - 655,640 Change in Fund Balance 283,290 132,790 - 501,850 - 102,500 1,020,430 Other Changes - - - - - - -
Projected Fund Balance
July 01, 2022 Balance* 3,092,000 4,225,000 556,000 4,171,000 446,000 569,000 13,059,000 June 30, 2023 Balance 3,375,290 4,357,790 556,000 4,672,850 446,000 671,500 14,079,430 *Excludes certain assets, reserves, and commitments.
CITY OF EAST PALO ALTO
FY 2022-2023 INFRASTRUCTURE PROGRAMS BUDGET
FS- 12
4.1.b
Packet Pg. 58
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
CAPITAL FUNDS OVERVIEW
Capital Funds account for major capital acquisitions, construction activities, and major renovation or replacement of general government assets. Capital Improvement projects accounts in these funds are primarily funded through General Fund transfers, federal and state grants, restricted settlements related to capital, and impact fees charged to developers to mitigate the impact of projects on the City’s infrastructure systems.
Capital Improvement
The Capital Improvement Fund accounts for the primary capital asset study, design, construction and management of the city’s major infrastructure system improvements such as streets, sidewalks, parks, facilities, and storm drains. Major asset construction related to the City’s water infrastructure are accounted in the Water Enterprise Fund.
Parks and Trails Impact
The Park and Trails Impact Fund accounts for fees charged to developers to mitigate the project impact on the City’s parks, trails, and open space infrastructure. Such fees will fund park projects and land acquisitions to provide adequate quality open space – through parks and trails – for the broader public health and quality of life of its citizens and workforce.
Public Facilities Impact
The Park and Trails Impact Fund accounts for fees charged to developers to mitigate the project impact for the provision of adequate public facilities including police department, educational amenities such as libraries, governance buildings, and community service centers.
Transportation Infrastructure Impact
The Park and Trails Impact Fund accounts for fees charged to developers to mitigate the project impact for the provision of public roads and multi-modal streetscape facilities. In addition, constructing sidewalks with street trees, street lighting, benches, and street furniture improves safety, sidewalk space, pedestrian aesthetics, and active transportation.
RBD -I Impact
The RBD-I Impact Fund accounts for fees charged to developers to mitigate the project impact for the provision of adequate storm drainage infrastructure to prevent flooding for development specifically inside the Ravenswood Business District.
RBD -O Impact
The RBD-O Impact Fund accounts for fees charged to developers to mitigate the project impact for the provision of adequate storm drainage infrastructure to prevent flooding for development specifically for all other city areas outside the Ravenswood Business District.
FS- 13
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) This Page Intentionally Left Blank
FS- 14
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Packet Pg. 60
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Capital
Improvement
F301/303
Parks and
Trails Impact
F305
Public
Facilities
Impact
F306
Transportation
Impact
F307
RBD-I
Storm Drain
Impact
F308
RBD-O Storm
Drain Impact
F309
Total
Revenues
Property Tax - - - - - - -
Sales Tax - - - - - - -
Utility Users Tax - - - - - - -
Transient Occupancy Tax - - - - - - -
Other State and Local Taxes - - - - - - -
Franchise Fees - - - - - - -
Licenses, Fees, and Permits - 233,000 405,000 1,754,570 3,850 150,150 2,546,570 Fines and Forfeitures - - - - - - -
Use of Money and Property 158,000 - - 2,000 - 2,000 162,000 Grants and Intergovernmental - - - - - - -
Charges for Current Services - - - - - - -
Other Miscellaneous 300,000 - - - - - 300,000
Total Revenues 458,000 233,000 405,000 1,756,570 3,850 152,150 3,008,570 Expenditures
City Council - - - - - - -
City Attorney - - - - - - -
City Clerk - - - - - - -
City Manager 70,850 - - - - - 70,850
Administrative Services - - - - - - -
Finance - - - - - - -
Community Development - - - - - - -
Public Works 40,000 - - - - - 40,000
Police - - - - - - -
Non-Departmental
Capital/Technology 855,410 - - - - - 855,410
Debt Service - - - - - - -
Insurance and Settlements - - - - - - -
Other Non-Departmental - - - - - - -
Overhead Allocation - - - - - - -
Total Expenditures 966,260 - - - - - 966,260
Net Sources / (Uses) (508,260) 233,000 405,000 1,756,570 3,850 152,150 2,042,310 Other Financing Sources / (Uses)
Transfers In - - - - - - -
Transfers Out - - - - - - -
Net Operating Transfers - - - - - - -
Change in Fund Balance (508,260) 233,000 405,000 1,756,570 3,850 152,150 2,042,310 Other Changes - - - - - - -
Projected Fund Balance
July 01, 2022 Balance* 8,111,000 48,000 104,000 213,000 2,000 325,000 8,803,000 June 30, 2023 Balance 7,602,740 281,000 509,000 1,969,570 5,850 477,150 10,845,310 *Excludes certain assets, reserves, and commitments.
CITY OF EAST PALO ALTO
FY 2022-2023 CAPITAL PROJECT FUNDS BUDGET
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Packet Pg. 61
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
ENTERPRISE FUNDS OVERVIEW
Enterprise Funds account for City operations financed and operated in a manner similar to a private business enterprise. Government-run enterprises often charge user-fees to support the service or product provided. These activities are not necessarily self-supporting and may rely on general government subsidies to fully fund operations, though it is the intent of the City to fund these services primarily through user charges.
Garbage Collection Fund
Garbage collection services and recycling in East Palo Alto is provided by Recology of San Mateo County. Revenues are primarily derived from solid waste service fees.
The Garbage Collection Fund accounts for activities associated with residential and commercial garbage collection, street sweeping, litter control, and related services. Fees for litter control are collected by the South Bay Waste Management Authority (SBWMA) from both residential and commercial customers.
The City collects residential solid waste collection fees directly from the property tax rolls and remits such fees to Recology of San Mateo County for services provided to those customers.
Water Service Funds
Most of East Palo Alto’s water connections (about 80%) are served by the City’s water system that is operated and leased by Veolia Water North America Operating Services LLC (Veolia). The remaining connections are served by Palo Alto Park Mutual Water Company or O’Connor Tract Co-op Water Company. Veolia supplies the City’s water from the San Francisco Public Utilities Commission.
Water Service Fund accounts for lease operating revenue from Veolia. The fund group includes Capital and Meter surcharges and Water Capacity Fees. The surcharge funds are used for capital improvement costs related to the City's operating obligations under the agreement with Veolia.
The fund group also includes the Capital and Meter Surcharges, Water Capacity Fees.
FS- 16
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Packet Pg. 62
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Water Lease
F510
Water Capital
F511
Water Meter
F512
Water Capacity
F513
Sub-total
Water
Enterprise
Garbage
Service
F520
Total
Revenues
Property Tax - - - - - - -
Sales Tax - - - - - - -
Utility Users Tax - - - - - - -
Transient Occupancy Tax - - - - - - -
Other State and Local Taxes - - - - - - -
Franchise Fees - - - - - - -
Licenses, Fees, and Permits - - - 485,000 485,000 - 485,000 Fines and Forfeitures - - - - - - -
Use of Money and Property 482,500 33,000 14,000 5,000 534,500 13,000 547,500 Grants and Intergovernmental - - - - - - -
Charges for Current Services - 500,000 275,000 - 775,000 2,850,000 3,625,000 Other Miscellaneous - - - - - 150,000 150,000
Total Revenues 482,500 533,000 289,000 490,000 1,794,500 3,013,000 4,807,500 Expenditures
City Council - - - - - - -
City Attorney - - - - - - -
City Clerk - - - - - - -
City Manager 44,280 - - - 44,280 - 44,280
Administrative Services - - - - - - -
Finance 20,000 - - - 20,000 1,000 21,000
Community Development - - - - - - -
Public Works 265,150 100,000 - - 365,150 200,040 565,190 Police - - - - - - -
Non-Departmental -
Capital/Technology - 4,014,000 - 456,000 4,470,000 - 4,470,000 Debt Service - - - - - - -
Insurance and Settlements - - - - - - -
Other Non-Departmental 22,000 - - - 22,000 2,857,510 2,879,510 Overhead Allocation 70,300 - - - 70,300 60,190 130,490
Total Expenditures 421,730 4,114,000 - 456,000 4,991,730 3,118,740 8,110,470 Net Sources / (Uses) 60,770 (3,581,000) 289,000 34,000 (3,197,230) (105,740) (3,302,970) Other Financing Sources / (Uses)
Transfers In - - - - - - -
Transfers Out - - - - - - -
Net Operating Transfers - - - - - - -
Change in Fund Balance 60,770 (3,581,000) 289,000 34,000 (3,197,230) (105,740) (3,302,970) Other Changes - - - - - - -
Projected Fund Balance
July 01, 2022 Balance* 2,542,000 4,357,000 1,731,000 (4,471,000) 4,159,000 1,269,000 5,428,000 June 30, 2023 Balance 2,602,770 776,000 2,020,000 (4,437,000) 961,770 1,163,260 2,125,030 *Excludes certain assets, reserves, and commitments.
CITY OF EAST PALO ALTO
FY 2022-2023 ENTERPRISE FUNDS BUDGET
FS- 17
4.1.b
Packet Pg. 63
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) FY 2019-20
ACTUAL
FY 2020-21
ACTUAL
FY 2021-22
BUDGET
FY 2022-23
BASELINE
FY 2022-23
PROPOSED
Property Tax $ 15,736,640 $ 14,320,885 $ 14,935,000 $ 15,757,421 $ 15,725,420 Sales Tax $ 5,171,000 $ 5,422,953 $ 5,375,000 $ 5,845,000 $ 5,845,000 Transient Occupancy Tax $ 1,547,880 $ 152,771 $ 750,000 $ 844,800 $ 1,100,000 Utility User Tax $ 1,553,920 $ 1,630,879 $ 1,665,000 $ 1,702,684 $ 1,702,680 Business License Tax $ 1,585,840 $ 1,223,696 $ 1,280,000 $ 1,348,250 $ 1,348,250 Permit, Fees, & Charges for Services $ 3,928,138 $ 3,095,836 $ 2,682,500 $ 2,418,500 $ 3,075,920 Other Revenues and Transfers In $ 1,850,587 $ 2,340,933 $ 2,061,540 $ 579,500 $ 651,500 Total General Fund Revenues 31,374,005 28,187,953 28,749,040 28,496,155 29,448,770
GENERAL FUND REVENUES BY MAJOR CATEGORY
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
FY 2019-20
ACTUAL
FY 2020-21
ACTUAL
FY 2021-22
BUDGET
FY 2022-23
BASELINE
FY 2022-23
PROPOSED
$5,876,740 $5,976,160 $5,375,000 $5,845,000 $5,845,000
$15,736,640 $14,320,885 $14,935,000
$15,757,421 $15,725,420
$1,547,880
$152,771
$750,000
$844,800 $1,100,000
$3,928,138
$3,095,836
$2,682,500
$2,418,500 $3,075,920
$1,585,840
$1,223,696
$1,280,000
$1,348,250
$1,348,250
Revenue by Category
Business License Tax
Permit, Fees, & Charges for Services
Transient Occupancy Tax
Property Tax
Sales Tax
FS- 18
4.1.b
Packet Pg. 64
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No.
FY 2019-20
ACTUAL
FY 2020-21
ACTUAL
FY 2021-22
BUDGET
FY 2022-23
BASELINE
FY 2022-23
PROPOSED
Personnel $ 14,333,470 $ 15,765,607 $ 14,758,440 $ 18,745,783 $ 18,810,069 Professional/Technical Services $ 5,932,655 $ 6,102,198 $ 7,573,045 $ 5,488,909 $ 5,102,364 Property Services/Supplies $ 2,622,500 $ 3,618,262 $ 4,565,210 $ 4,987,605 $ 4,922,105 Capital, Transfers, and Other Expenditures $ 5,333,010 $ 3,731,583 $ 1,872,995 $ 1,709,964 $ 1,405,962 Total General Fund Expenditures Before Allocations $ 28,221,635 $ 29,217,650 $ 28,769,690 $ 30,932,261 $ 30,240,500 Overhead Allocation to Other Funds $ (649,890) $ (826,223) $ (833,910) $ (861,730) $ (861,730) Total Net General Fund Expenditures $ 27,571,745 $ 28,391,427 $ 27,935,780 $ 30,070,531 $ 29,378,770
GENERAL FUND EXPENDITURES BY MAJOR CATEGORY
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
FY 2019-20
ACTUAL
FY 2020-21
ACTUAL
FY 2021-22
BUDGET
FY 2022-23
BASELINE
FY 2022-23
PROPOSED
$14,333,470 $15,765,607 $14,758,440
$18,745,783 $18,810,069
$5,932,655
$6,102,198 $7,573,045
$2,622,500 $5,488,909 $5,102,364
$3,618,262 $4,565,210
$4,987,605 $5,333,010 $4,922,105
$3,731,583 $1,872,995
$1,709,964
$1,405,962
Expenditure by Category
Other Expenditures
Property Services/Supplies
Professional/Technical Services
Personnel
FS- 19
4.1.b
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FS- 20
4.1.b
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
CITY COUNCIL
FY 2022-2023 Budget
CHARACTER OF EXPENDITURES AUTHORIZED STRENGTH
FY 2022-23
Operating $169,028
Positions 5
DB- 1
4.1.b
Packet Pg. 67
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Department Summary
SOURCES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - - -
Use of Resources 116,865 104,796 175,250 169,028 169,028 Special Revenue Funds - - - - -
Capital Project Fund - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 116,865 104,796 175,250 169,028 169,028
EXPENDITURES BY DEPARTMENT FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
City Council 116,865 104,796 175,250 169,028 169,028
TOTAL 116,865 104,796 175,250 169,028 169,028
CHARACTER OF EXPENDITURES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 80,980 84,167 99,400 122,028 122,028 Subtotal 80,980 84,167 99,400 122,028 122,028
Supplies and Services
Purchased Services 31,271 13,346 70,850 42,000 42,000
Supplies and Materials 3,448 3,256 5,000 5,000 5,000
Capital Expenditures 1,167 4,027 - - -
Other Expenditures - - - - -
Subtotal 35,886 20,629 75,850 47,000 47,000
TOTAL 116,866 104,796 175,250 169,028 169,028
AUTHORIZED STRENGTH FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Mayor 1.00 1.00 1.00 1.00 1.00
Vice Mayor 1.00 1.00 1.00 1.00 1.00
Council Member 3.00 3.00 3.00 3.00 3.00
TOTAL 5.00 5.00 5.00 5.00 5.00
FY 2022-2023 Budget
CITY COUNCIL
DB- 2
4.1.b
Packet Pg. 68
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
CITY COUNCIL
FY 2022-2023 Budget
Department Summary
A five-member Council governs City services for a population of approximately 30,915 residents. Each Council Member is elected at large and serves a four-year term. The Mayor is appointed by the members of the Council and serves a one-year term. The Council convenes in regular session on the 1st and 3rd Tuesdays of each month (except for an annual recess during month of August), and often holds special meetings and work study sessions throughout the year. All meetings are held in the East Palo Alto (EPA) Government Center, located in the City Council Chamber at 2415 University Avenue or available through designated media channels.
The Council adopts policies, resolutions and ordinances for City operations and ensures appropriate representation and response to citizen interests. The City Council appoints the City Manager and City Attorney, who report directly to them, and in turn, support the City Council in its policy development functions and carry out the City Council policies and programs.
SIGNIFICANT CHANGES
FY 2021-2022 to FY 2022-2023 Budget:
The decrease of $6,222 (-3.6%) from the Adopted FY 21-22 Budget to the Baseline FY 22-23 Budget is primarily due to decrease in staff retreat expenditures by $10,000 offset by increase in personnel.
There is no change from the FY 2022-23 Baseline Budget to the FY 2022-23 Proposed Budget Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2021-22 Adopted $175,250
2022-23 Baseline $169,028 ($6,222) -3.6%
2022-23 Proposed $169,028 $0 0.0%
PURPOSE
The City Council develops and adopts policies that ensure delivery of quality public services to the people of East Palo Alto in order to create a healthy, safe, and prosperous environment.
DB- 3
4.1.b
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
CITY COUNCIL
FY 2022-2023 Budget
Total FTE’s: 5.0
MAYOR
Ruben Abrica
Vice Mayor
Lisa Gauthier
Council Member
Carlos Romero
Council Member
Antonio López
Council Member
Regina Wallace-Jones
DB- 4
4.1.b
Packet Pg. 70
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No.
CITY ATTORNEY’S OFFICE
FY 2022-2023 Budget
CHARACTER OF EXPENDITURES
AUTHORIZED STRENGTH
FY 2022-23
Operating $870,327
Positions 3
DB- 5
4.1.b
Packet Pg. 71
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) SOURCES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - -
Use of Resources 677,980 823,024 816,435 1,072,372 827,827 Special Revenue Funds 40,949 83,114 35,000 35,000 35,000 Capital Project Fund - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund 4,767 532 7,500 7,500 7,500
TOTAL 723,695 906,670 858,935 1,114,872 870,327
EXPENDITURES BY DEPARTMENT FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
City Attorney's Office 723,695 906,670 858,935 1,114,872 870,327 TOTAL 723,695 906,670 858,935 1,114,872 870,327
CHARACTER OF EXPENDITURES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 427,472 584,906 597,535 608,927 608,927 Subtotal 427,472 584,906 597,535 608,927 608,927
Supplies and Services
Purchased Services 285,325 312,499 253,650 498,195 253,650 Supplies and Materials 6,649 5,589 7,750 7,750 7,750
Capital Expenditures 4,249 3,676 - - -
Other Expenditures - - - - -
Subtotal 296,223 321,764 261,400 505,945 261,400
TOTAL 723,695 906,670 858,935 1,114,872 870,327
AUTHORIZED STRENGTH FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
City Attorney 1.00 1.00 1.00 1.00 1.00
Deputy City Attorney I/II 1.00 1.00 1.00 1.00 1.00
Legal Assistant 1.00 1.00 1.00 1.00 1.00
TOTAL 3.00 3.00 3.00 3.00 3.00
Department Summary
CITY ATTORNEY'S OFFICE
FY 2022-2023 Budget
DB- 6
4.1.b
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) CITY ATTORNEY’S OFFICE
FY 2022-2023
Budget
Department Summary
The role of the City Attorney’s Office is to provide advisory and litigation services to the City, as represented by the City Council, City Council-appointed boards, commissions and committees, and City departments. The Office has a staffing level of 3 positions: City Attorney, Deputy City Attorney and Legal Assistant although there has not been a staff attorney the entire year.
The emphasis in the Fiscal Year 2022-2023 budget is the continued delivery of quality professional legal services which promote reliable and useful advice and effective advocacy. The basic services include attendance and advice at public meetings, drafting resolutions and ordinances, providing legal opinions and advice on a wide range of municipal topics, reviewing and drafting legal documents and contracts, providing advice regarding elected and appointed public officials’ conflicts of interest, representing the City in litigation before courts and administrative agencies and settling claims and lawsuits based on an impartial evaluation of their merits.
Within each of the basic services provided, the City Attorney’s Office undertakes projects that specifically address the City Council’s Strategic Plan Goals and Objectives:
• Provide proactive legal advice to the City Council and City staff; • Issue opinions and draft documents that help achieve the City Council’s Strategic Plan and the City Manager’s priority action items;
• Advise on significant changes in state and federal law and other regulations impacting City operations and programs;
• Present Brown Act, Conflict of Interest, and Public Records Act training to the City staff, boards and commissions, and provide legal advice regarding the same; • Defend the City’s interest in court and administrative hearings and initiate legal action to protect the rights and enhance the quality of life of City residents; • Provide objective and reasonable interpretation of City Council-adopted policies, state and local laws and other matters, as appropriate;
• Draft ordinances on topics designated as high priority by the City Council; • Update, revise and add provisions to the Municipal Code and local zoning law as required;
MISSION STATEMENT
Provide legal advice and representation, consistent with the highest professional and ethical standards, to the City Council, City officers, City employees, and appointed boards, commissions and committees in carrying out the City Council’s policies and strategic goals and objectives, and advancing the City’s interest in serving the people of East Palo Alto while limiting risk to the entity and costs to the taxpayers.
DB- 7
4.1.b
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) CITY ATTORNEY’S OFFICE
FY 2022-2023
Budget
Department Summary
(continued)
• Work with the City Manager’s Office to reduce exposure to claims, litigation and industrial injuries/illnesses;
• Support the Rent Stabilization Program, including providing legal advice to staff and the Rent Stabilization Board; preparing reports and analyzing appeals; updating program regulations; attending board meetings; and
• Support the Community and Economic Development Department, including providing legal advice to staff and the Planning Commission, attending Commission meetings and analyzing land use issues related to adopted development projects.
SIGNIFICANT CHANGES
FY 2021-2022 to FY 2022-2023 Budget:
Since the office is in the process of transition due to the February 2022 departure of the City Attorney, no significant changes are proposed by the Interim City Attorney from the FY 2021-2022 budget to FY22-23 Proposed budget.
Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2021-22 Adopted $858,935
2022-23 Baseline $1,114,872 $255,937 29.8%
2022-23 Proposed $870,327 ($244,545) -21.9%
DB- 8
4.1.b
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) CITY ATTORNEY’S OFFICE
FY 2022-2023 Budget
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Attend and provide advice at City Council
meetings.
1. Accomplished
2. Attend and provide advice at Planning
Commission meetings.
2. Accomplished
3. Attend and provide advice at Rent Stabilization
Board meetings.
3. Accomplished
4. Represent the City in lawsuits and
administrative hearings and pursue costeffective resolution of pending litigation matters and the processing and settlement of claims
filed against the City.
4. Accomplished
5. Provide legal advice to the Code Enforcement
Division and file code enforcement actions as
needed.
5. Accomplished
6. Provide legal advice to City departments
regarding responses to PRA requests.
6. Accomplished
7. Provide legal advice to City departments
regarding responses to subpoenas.
7. Accomplished
8. Draft, review and/or process City contracts,
agreements and other legal documents.
8. Accomplished
9. Provide training to City boards, commissions
and committees regarding the Brown Act,
Public Records Act and conflict of interest laws.
9. Accomplished
10. Provide legal advice to the Human Resources
Department and other City departments on
employment matters.
10. Accomplished
11. Review and advise on legal matters concerning
the COVID-19 pandemic, including
developments in federal, state and/or local
legislation and legislative options.
11. Accomplished
12. Assist development of a First Source Hiring
ordinance.
12. Accomplished
13. Assist development of series of ordinance
revisions to implement newly adopted Urban
Forest Plan.
13. Accomplished
DB- 9
4.1.b
Packet Pg. 75
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) CITY ATTORNEY’S OFFICE
FY 2022-2023 Budget
ACCOMPLISHMENTS
OBJECTIVES RESULTS
14. Assist development of revised gross receipts
business tax and related election materials for
presentation to voters in November 2022.
14. Accomplished
15. Provide legal advice regarding the public
bidding and administration of public works
projects and provide legal advice regarding City
procurement practices and policies.
15. Ongoing
16. Provide legal advice to Planning Division on
major project applications.
16. Ongoing
DB- 10
4.1.b
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) CITY ATTORNEY’S OFFICE
FY 2022-2023 Budget
OBJECTIVES
1. Attend and provide advice at City Council meetings and provide the City Council an update of any changes in state law regarding public meetings and conflicts of interest.
2. Assist the City Council and the City Manager’s Office implement Council priorities.
3. Attend and provide advice at Planning Commission meetings.
4. Attend and provide advice at Rent Stabilization Board meetings.
5. Provide training to City boards, commissions and committees regarding the Brown Act, Public Records Act and conflict of interest laws.
6. Represent the City in lawsuits and administrative hearings and pursue cost-effective resolution of pending litigation matters and the processing and settlement of claims filed against the City.
7. Provide legal advice to all City departments regarding responses to PRA requests, record retention and subpoenas.
8. Draft, review, and process City contracts, agreements, and other legal documents.
9. Support the City Council, Human Resources, and other City departments on labor and employment matters.
10. Provide legal advice to the City Council, Planning Commission and City departments on major project applications.
11. Assist implementation of recently adopted First Source Hiring program, Urban Forest Plan ordinances, and revised gross receipts business tax if measure is approved by voters in November 2022.
12. Provide legal guidance and support regarding COVID-19-related state of emergency, local emergency, and associated impacts.
13. Support the Public Works Department on water infrastructure and sewer-related matters.
14. Provide legal advice to the Code Enforcement Division and file code enforcement actions as needed.
15. Assist with drafting the Opportunity to Purchase Act Ordinance.
16. Assist with amendments to the Lease of Real Property (Water System -- Veolia).
DB- 11
4.1.b
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Total FTE’s: 3.0
CITY ATTORNEY’S OFFICE
FY 2022-2023 Budget
\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\ \\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\lCITY ATTORNEY
Valerie Armento (Interim)
Legal Assistant
Deputy City Attorney I/II
DB- 12
4.1.b
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No.
CITY CLERK’S OFFICE
FY 2022-2023 Budget
CHARACTER OF EXPENDITURES
AUTHORIZED STRENGTH
FY 2022-23
Operating $405,324
Positions 1
DB- 13
4.1.b
Packet Pg. 79
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Department Summary
SOURCES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - - -
Use of Resources 220,615 416,925 299,130 405,324 405,324 Special Revenue Funds - - - - -
Capital Project Fund - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 220,615 416,925 299,130 405,324 405,324
EXPENDITURES BY DEPARTMENT FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
City Clerk's Office 220,615 220,615 299,130 405,324 405,324 TOTAL 220,615 220,615 299,130 405,324 405,324
CHARACTER OF EXPENDITURES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 148,565 204,534 191,940 160,884 160,884 Subtotal 148,565 204,534 191,940 160,884 160,884
Supplies and Services
Purchased Services 66,621 210,596 100,940 169,440 169,440 Supplies and Materials 4,592 1,796 3,750 - -
Capital Expenditures 837 - 2,500 75,000 75,000
Other Expenditures - - - - -
Subtotal 72,050 212,391 107,190 244,440 244,440
TOTAL 220,615 416,925 299,130 405,324 405,324
AUTHORIZED STRENGTH FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
City Clerk- Public Information Officer 1.00 1.00 1.00 1.00 1.00 TOTAL 1.00 1.00 1.00 1.00 1.00
CITY CLERK'S OFFICE
FY 2022-2023 Budget
DB- 14
4.1.b
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) CITY CLERK’S OFFICE
FY 2022-2023 Budget
The City Clerk’s Office functions as a sole position in Office with administrative support from the City Manager’s Office.
The Clerk is responsible for facilitating the conduct of business by the City Council and fulfilling legal requirements as set forth in the City Code, federal and State laws. The City Clerk’s Office administers City elections and campaign and financial disclosure laws. The City Clerk’s Office maintains a record of all proceedings of the City Council; meets all requirements regarding public postings, legal advertising, recordation, and mailing of public hearing notices. The Office also processes appeals and administers the selection process for Council appointment of members to City board, commissions, and committees.
The City Clerk’s Office provides administrative and travel assistance to Council, maintains the City Code, is the custodian of the City Seal, administers oaths or affirmations, and maintains the official record of City contracts and agreements. The Office also performs critical media outreach and information functions to improve communication of City information and engage the community through modern media platforms.
SIGNIFICANT CHANGES
FY 2021-2022 to FY 2022-2023 Budget:
The increase of $106,194 (35.5%) from the Adopted FY 21-22 Budget to the Baseline FY 22-23 Budget is primarily due to elections ($45,000) and increased purchased services for translation services ($50,000).
There is no change from the FY 2022-23 Baseline Budget to the FY 2022-23 Proposed Budget.
Fiscal Year (FY) Budget $ Change From
Previous
% Change From
Previous
2021-22 Adopted $299,130
2022-23 Baseline $405,324 $106,194 35.5%
2022-23 Proposed $405,324 $0 0.0%
MISSION STATEMENT
The City Clerk’s Office is committed to providing our residents of East Palo Alto with accurate and transparent official City records and documents, dedicated to supporting the City Council and other City Departments with outstanding support, and dedicated to working with the State of California and the Federal Government to ensure compliance with applicable laws and regulations.
DB- 15
4.1.b
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) CITY CLERK’S OFFICE
FY 2022-2023 Budget
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Implement electronic public request tracking
system
1. Completed
2. Continue update of records going back to 1983 2. Completed
3. Place more records on Laserfiche 3. Completed
4. Complete branding; and new vision, mission, and
city motto
4. Completed
5. Bring in interpretation services for city meetings
6. Create logistics for hybrid city meetings
5. Completed
6. Completed
DB- 16
4.1.b
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) CITY CLERK’S OFFICE
FY 2022-2023 Budget
OBJECTIVES
1. Implement electronic public request tracking system.
2. Continue update of records going back to 1983.
3. Place more records on Laserfiche.
4. Implement DocuSign
5. Continue to improve social media outreach and engagement.
6. Bring in interpretation services for city meetings throughout the year.
7. Create logistics for hybrid city meetings.
DB- 17
4.1.b
Packet Pg. 83
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) CITY CLERK’S OFFICE
FY 2022-2023 Budget
Total FTE’s: 1.0
CITY MANAGER
City Clerk –
Public Information
Officer
DB- 18
4.1.b
Packet Pg. 84
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No.
CITY MANAGER’S OFFICE
FY 2022-2023 Budget
CHARACTER OF EXPENDITURES
AUTHORIZED STRENGTH
FY 2022-23
Operating $1,759,188
Positions 6
DB- 19
4.1.b
Packet Pg. 85
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) SOURCES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - - -
Use of Resources 803,406 1,421,161 1,588,285 1,714,057 1,606,767 Special Revenue Funds 345 1,319 15,000 - 37,290
Capital Project Funds 6,499 66,303 71,915 70,849 70,849 Enterprise Funds - 10,000 44,960 44,282 44,282
Succesor Agency Trust Fund - - - - -
TOTAL 810,250 1,498,784 1,720,160 1,829,188 1,759,188
EXPENDITURES BY DEPARTMENT FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
City Manager's Office 810,250 1,045,586 1,128,205 982,616 982,616 Human Resources Division¹ - 453,198 591,955 846,572 776,572 TOTAL 810,250 1,498,784 1,720,160 1,829,188 1,759,188
CHARACTER OF EXPENDITURES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 533,765 1,023,722 1,267,835 1,295,108 1,295,108 Subtotal 533,765 1,023,722 1,267,835 1,295,108 1,295,108 Supplies and Services
Purchased Services 265,087 454,698 424,325 512,580 442,580 Supplies and Materials 4,949 20,365 26,500 21,500 21,500 Capital Expenditures 1,408 - 1,500 - -
Other Expenditures 5,040 - - - -
Subtotal 276,485 475,062 452,325 534,080 464,080
TOTAL 810,250 1,498,784 1,720,160 1,829,188 1,759,188
AUTHORIZED STRENGTH FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
City Manager's Office 3.00 3.00 4.00 4.00 4.00
Human Resources Division¹ 0.00 2.00 2.00 2.00 2.00
TOTAL 3.00 5.00 6.00 6.00 6.00
¹ Division transferred from Administrative Services in FY 2020-21.
CITY MANAGER'S OFFICE
FY 2022-2023 Budget
Department Summary
DB- 20
4.1.b
Packet Pg. 86
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) CITY MANAGER’S OFFICE
FY 2022-2023 Budget
Department Summary
The City Manager’s Office supports strategic collaboration among State, County, and local leaders and stakeholders, and performs managerial oversight of Council strategic priorities across all City departments.
The Office also engages in direct oversight of personnel in Human Resources, City Clerk’s Office, and emergency response.
MISSION STATEMENT
The City Manager is responsible for ensuring the efficient delivery of municipal services and is accountable to the City Council for the performance of the City organization. The City Manager also develops recommendations and strategies to meet the current and future needs of the East Palo Alto community, and to implement the Strategic Priorities of the City Council. Along with the City professional staff, the City Manager provides technical and administrative support and advice to the City Council in the performance of their duties.
DB- 21
4.1.b
Packet Pg. 87
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) CITY MANAGER’S OFFICE
FY 2022-2023 Budget
CITY MANAGER
Patrick Heisinger (Interim)
Community
Development
Police
Department
City Manager’s
Office
Public Works
Department
Administrative
Services
Finance
Department
City Clerk’s
Office
Human Resources
DB- 22
Total FTE's: 6.0
4.1.b
Packet Pg. 88
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No.
SOURCES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - - -
Use of Resources 803,406 967,963 1,011,330 867,485 867,485 Special Revenue Funds 345 1,319 - - -
Capital Project Funds 6,499 66,303 71,915 70,849 70,849 Enterprise Funds - 10,000 44,960 44,282 44,282
Succesor Agency Trust Fund - - - - -
TOTAL 810,250 1,045,586 1,128,205 982,616 982,616
EXPENDITURES BY DIVISION FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
City Manager's Office 810,250 1,045,586 1,128,205 982,616 982,616 TOTAL 810,250 1,045,586 1,128,205 982,616 982,616
CHARACTER OF EXPENDITURES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 533,765 689,741 907,190 935,101 935,101 Subtotal 533,765 689,741 907,190 935,101 935,101
Supplies and Services
Purchased Services 265,087 346,072 215,515 42,015 42,015 Supplies and Materials 4,949 9,773 5,500 5,500 5,500
Capital Expenditures 1,408 - - - -
Other Expenditures 5,040 - - - -
Subtotal 276,485 355,845 221,015 47,515 47,515
TOTAL 810,250 1,045,586 1,128,205 982,616 982,616
AUTHORIZED STRENGTH FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
City Manager 1.00 1.00 1.00 1.00 1.00
Assistant City Manager 1.00 1.00 1.00 1.00 1.00
Executive Assistant to City Manager 1.00 1.00 1.00 1.00 1.00 Senior Management Analyst 0.00 0.00 1.00 1.00 1.00
TOTAL 3.00 3.00 4.00 4.00 4.00
CITY MANAGER'S OFFICE
FY 2022-2023 Budget
Division Summary
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Packet Pg. 89
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) CITY MANAGER’S OFFICE
FY 2022-2023 Budget
Division Summary
The City Manager’s Office is organized into the following programmatic functions: Administration and Policy Oversight, Cross-departmental Project Coordination, Human Resources, and City Clerk’s Office.
The Office directly oversees the Human Resources and the City Clerk’s Office. Significant functional oversight includes:
1. City personnel, budget, and major cross-departmental projects and initiatives;
2. Planning and implementation of Council Strategic priorities and goals;
3. Collaborating with stakeholders regarding City functions;
4. Making recommendations to Council on a variety of issues and initiatives.
SIGNIFICANT CHANGES
FY 2021-2022 to FY 2022-2023 Budget:
The decrease of $145,589 (-12.9%) from the Adopted FY 21-22 Budget to the Baseline FY 22-23 Budget is primarily due to the encumbrance of Citywide Consulting of $105,000.
There is no change from the FY 2022-23 Baseline Budget to the FY 2022-23 Proposed Budget.
Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2021-22 Adopted $1,128,205
2022-23 Baseline $982,616 ($145,589) -12.9%
2022-23 Proposed $982,616 $0 0.0%
SERVICE DESCRIPTION
The City Manager’s Office serves as the Chief Executive Officer and performs the public administrative function for the City. The Office collaborates with Federal, State, and local stakeholders and directs and oversees implementation of Council strategic planning and priorities. The City Manager’s Office performs oversight of the organization to provide professional delivery of quality public services, efficient government, community health and safety, fiscal stability, organizational effectiveness and development, economic vitality, quality of life, and citizen involvement.
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Packet Pg. 90
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) CITY MANAGER’S OFFICE
FY 2022-2023 Budget
ACCOMPLISHMENTS
OBJECTIVES RESULTS
Continue to oversee local community COVID-19
Emergency response.
• Committed significant resources and
coordinated with local partners and agencies
to ensure that East Palo Alto community
received an equitable response.
In coordination with Administrative Services
Department, enhance City Parks.
• Completed initial design of the Martin
Luther King Jr. Park expansion
• Completed initial design of the potential
Magical Bridge at Bell Street Park
In coordination with the Community Development
Department, improve opportunities for housing.
• Secured additional funding for the 965
Weeks Street project
• Launched the City’s CalHOME ADU loan
program
In coordination with the Community Development
Department, increase the City’s economic and
workforce development.
• Issued the City’s first Measure HH Request
for Proposals (RFP)
• Reestablished the Career Center’s Technical
Advisory Committee (TAC)
In coordination with the Public Works Department,
develop and implement a comprehensive Facilities
Master Plan.
• Completed
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Packet Pg. 91
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) CITY MANAGER’S OFFICE
FY 2022-2023 Budget
OBJECTIVES
1. Continue to oversee local community COVID-19 Emergency response.
2. In coordination with Administrative Services Department, continue critical planning efforts to improve City parks.
3. In coordination with the Community Development Department, improve opportunities for housing.
4. In coordination with the Community Development Department, increase the City’s economic and workforce development.
5. In coordination with the Public Works Department, complete and implement a comprehensive Capital Improvement Plan for water infrastructure.
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Packet Pg. 92
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Division Summary
SOURCES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - - -
Use of Resources 568,515 453,198 576,955 846,572 739,282 Special Revenue Funds - - 15,000 - 37,290
Capital Project Funds - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 568,515 453,198 591,955 846,572 776,572
EXPENDITURES BY DIVISION FY 2019-20 FY 2019-20 FY 2020-21 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Human Resources Division¹ 568,515 453,198 591,955 846,572 776,572 TOTAL 568,515 453,198 591,955 846,572 776,572
CHARACTER OF EXPENDITURES FY 2019-20 FY 2019-20 FY 2020-21 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 327,680 333,981 360,645 360,007 360,007 Subtotal 327,680 333,981 360,645 360,007 360,007
Supplies and Services
Purchased Services 224,036 108,626 208,810 470,565 400,565 Supplies and Materials 15,414 10,591 21,000 16,000 16,000 Capital Expenditures 1,385 - 1,500 - -
Other Expenditures - - - - -
Subtotal 240,835 119,217 231,310 486,565 416,565
TOTAL 568,515 453,198 591,955 846,572 776,572
AUTHORIZED STRENGTH FY 2019-20 FY 2019-20 FY 2020-21 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Human Resources Manager 1.00 1.00 1.00 1.00 1.00
Human Resources Assistant 1.00 1.00 1.00 1.00 1.00
TOTAL 2.00 2.00 2.00 2.00 2.00
¹ Division transferred from Administrative Services in FY 2020-21.
All activity disclosed for comparison purposes.
FY 2022-2023 Budget
Human Resources Division
CITY MANAGER'S OFFICE
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) CITY MANAGER’S OFFICE
FY 2022-2023 Budget
Human Resources Division Summary
The Human Resources Division (HR) currently is within the City Manager’s Office with two positions:
Human Resources Manager, and Human Resources Technician.
Based on the challenges that the nation has faced this year with COVID-19 pandemic, the Human Resources Division has experienced more complex issues that require additional support to address classification, compensation, and other new assignments that require more time and effort. The City will need to procure additional support from an HR firm to assist with projects that may arise in the future due to much needed capacity.
Core functions of the HR Division include:
• Recruiting, attracting new staff, and filling vacant positions with talented and well-qualified candidates;
• Providing labor negotiations to three bargaining units; meet and confer with labor representatives to cultivate and foster a positive working environment and build collaboration among all divisions; • Reviewing and interpreting policies and procedures and provide guidance for Directors/Managers/ Supervisors to resolve issues;
• Take a leadership role in the implementation of the HR Enterprise Resource Planning (ERP) software and learn the system to ensure that the HR processes are setup correctly in order to move into less manual labor and a more robust system.
• Managing and providing support and guidance to management when dealing with personnel issues, employee performance evaluations, salary step increases, grievances, exit interviews for resignations, and retirement;
• Conducting new hire orientation;
• Ensuring professional staff development and training opportunities; • Managing and conducting open enrollment meetings to provide employees with information regarding medical, dental, life, and retirement benefits. • Develop an intranet specifically for the employees to access Human Resources information.
MISSION STATEMENT
The Human Resources team provides guidance and support to City Departments, employees, officials, candidates, and the public in the areas of benefit administration, classification and compensation, labor and employee relations, recruitment and selection, organizational development and training, workers’ compensation administration, risk management, and compliance.
Our objective is to attract the most diverse, competent, professional, and talented workforce as well as retain a talented and well-qualified workforce and help foster a positive working environment for employees.
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Packet Pg. 94
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) CITY MANAGER’S OFFICE
FY 2022-2023 Budget
Human Resources Division Summary
The HR Division continues to experience a high volume of work with so many projects and compliance tasks. The HR Division will be holding three high level executive recruitments along with negotiating three bargaining units simultaneously. We are finding ourselves making some very difficult personnel decisions.
We will be assessing the circumstances regularly so that we can make decisions that may be warranted based on the needs of the City and to continue to be fiscally responsible.
In addition, we have the responsibility to have a plan in place for providing not only updates to all the staff via emails, but also to instruct them on what to do during emergencies, including natural disasters and disease outbreaks like the one we are experiencing. The safety of all our employees is always our top priority.
We are exploring options such as implementing an online compliance training for all our workforce, implementation of compliance policies that are required in order to be able to conduct business during these challenging times. Working to protect our staff during this pandemic and providing guidelines for staff to continue working remotely if they chose to do so.
The City also continues to deal with turnover and compliance reports that are having to be completed manually. It is a critical time for the City. HR needs to be prepared and have the necessary staff to support all levels to help with development and retention of staff. We will be accessing HR’s need in gaining additional support in order to sustain and continue to be effective for the City. We provide vital services to all departments and employees. The potential resources of additional staff would allow the HR Manager the ability to make time to maintain effective communication with all department executives, managers, supervisors, employees, in support of their professional development with the City and succession plan.
HR’s emphasis for the Fiscal Year 2022-2023 is to continue working to achieve the City of East Palo Alto’s strategic mission while ensuring City employees are engaged and motivated to help East Palo Alto residents, businesses, organizations, and visitors. This will be accomplished by identifying issues and executing corrective measures effectively.
As a result of regulatory changes and increases in demands on staffing levels across multiple departments, current staffing levels are inadequate to deal with the workload and changing regulatory demands facing our City. There are many new challenges based on the current world challenges, which have required the City to adopt new standards for Human Resources to implement.
The Human Resources team has targeted its operation initiatives to align to the City Council’s Strategic Plan by initially identifying ways to continue to retain and develop training programs for our great staff.
The HR Division’s goal is to be a results-oriented business partner providing support to all levels of the City. Hire the best people, while offering development and training to our existing staff.
The focus this year is to offer online training as well as streamline new recognition and wellness programs to continue working in our efforts to retain our employees by creating an environment that makes our team feel like an asset to our City.
Human Resources will continue to network with other local public agencies within the County of San Mateo and NorCal and this way staying informed of state and local developments and changes in laws that may affect our City.
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Packet Pg. 95
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) CITY MANAGER’S OFFICE
FY 2022-2023 Budget
Human Resources Division Summary
SIGNIFICANT CHANGES
FY 2021-2022 to FY 2022-2023 Budget:
The increase of $254,617 (43.0%) from the Adopted FY 2021-22 Budget to the Baseline FY 2022-23 Budget is primarily due to increase for Compensation and Salary Study by $160,000 and recruitments of Executive Positions.
The decrease of $70,000 (-8.3%) from the Baseline FY 2022-23 Budget to the Proposed FY 2022-23 Budget is primarily due to the encumbrance of the Executive Positions recruitments.
Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2021-22 Adopted $591,955
2022-23 Baseline $846,572 $254,617 43.0%
2022-23 Proposed $776,572 ($70,000) -8.3%
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Packet Pg. 96
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) CITY MANAGER’S OFFICE
FY 2022-2023 Budget
Human Resources Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Comprehensive Update to HR
Policies/Procedures
1. In Progress
2. Maintain Strong Staffing with Employee
Recruitment/Retention Initiatives
2. On-going
3. Conduct labor negotiations with all three (3)
employee bargaining units.
3. To begin in May 2022
4. Begin in-person new hire orientations as
needed.
4. On-going
5. Implement a new Employee Assistance
Program to promote health and wellness to City
staff.
5. Completed
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Packet Pg. 97
Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) CITY MANAGER’S OFFICE
FY 2022-2023 Budget
Human Resources Division
OBJECTIVES
1. Continue to recruit new staff and fill vacant positions as needed.
2. Conduct labor negotiations with all three (3) employee bargaining units.
3. Provide leadership and implementation of all types of training to all levels of the workforce.
4. Review and update Personnel Policies and Procedures manual and meet and confer with employee bargaining units prior to City Council final approval.
5. HR will work with labor to explore savings and other strategies through negotiations or the meet and confer process.
6. Comply with all Federal and State laws and regulations in order to protect the City.
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Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
ADMINISTRATIVE SERVICES DEPARTMENT
FY 2022-2023 Budget
CHARACTER OF EXPENDITURES
AUTHORIZED STRENGTH
FY 2022-23
Operating $2,083,730
Positions 8.15
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Packet Pg. 100 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Department Summary
SOURCES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 19,652 - 90,650 35,930 38,192 Use of Resources 1,803,292 1,368,164 1,337,335 1,743,801 1,787,914 Special Revenue Funds 493,576 167,335 664,135 251,500 257,624 Capital Project Fund - 18,257 265,000 - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 2,316,520 1,553,756 2,357,120 2,031,230 2,083,730 EXPENDITURES BY DIVISION FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Administration Division 746,510 853,065 893,020 946,098 946,098 Community Services Division 1,001,495 700,691 1,464,100 1,085,132 1,137,632 Human Resources Division 568,515 - - - -
TOTAL 2,316,520 1,553,756 2,357,120 2,031,230 2,083,730 CHARACTER OF EXPENDITURES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 1,025,474 762,162 923,870 866,282 918,782 Subtotal 1,025,474 762,162 923,870 866,282 918,782
Supplies and Services
Purchased Services 768,598 668,078 940,800 884,148 929,148 Supplies and Materials 36,161 25,026 40,950 29,300 29,300 Capital Expenditures 6,083 3,113 - - -
Other Expenditures 480,204 95,377 451,500 251,500 206,500 Subtotal 1,291,046 791,594 1,433,250 1,164,948 1,164,948 TOTAL 2,316,520 1,553,756 2,357,120 2,031,230 2,083,730 AUTHORIZED STRENGTH FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Administrative Services Admin Division 3.00 3.00 3.00 3.00 3.00 Community Services Division 4.15 3.65 5.15 5.15 5.15
Human Resources Division¹ 2.00 - - - -
TOTAL 9.15 6.65 8.15 8.15 8.15
¹ Division transferred to City Manager's Office effective FY2020-21 FY 2022-2023 Budget
ADMINISTRATIVE SERVICES DEPARTMENT
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Packet Pg. 101 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
ADMINISTRATIVE SERVICES DEPARTMENT
FY 2022-2023 Budget
Department Summary
The Administrative Services Department oversees a wide range of functions, among them:
Administration
• Managing the submittal, review, recommendation, and awards of TOT grants processes; • Developing the City’s emergency response preparation and readiness and coordinating emergency response exercises and training with regional first responders agencies, City staff and the Community Emergency Response Team;
• Emergency Response efforts related to 2021-22 Pandemic community outreach and support for testing and vaccination programs.
Community Services
• Managing park and recreation activities in City facilities, parks and public meeting areas; • Managing the City’s Senior Nutrition & Transportation Program.
Information Technology
• Oversees all computer technology and telephone systems within City Hall and other City offices; • Citywide printing resources and systems;
• Receives information regarding technology bids and procurement.
MISSION STATEMENT
The Administrative Services Department consists of Community Services and Information Technology. The mission of the Department is to manage community services, including parks, recreation, and senior services; information technology; and administer and implement community-based projects such as emergency response support.
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Packet Pg. 102 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) ADMINISTRATIVE SERVICES DEPARTMENT FY 2022-2023 Budget
Total FTE’s: 8.15
ADMINISTRATIVE SERVICES
DIRECTOR
Marie McKenzie
Administrative Services
Division (3.0) Community Services &
Recreation Division
(5.15)
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Packet Pg. 103 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No.
SOURCES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - - -
Use of Resources 746,510 853,065 720,385 946,098 939,974 Special Revenue Funds - - 172,635 - 6,124
Capital Project Fund - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 746,510 853,065 893,020 946,098 946,098
EXPENDITURES BY DIVISION FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Administration Division 746,510 853,065 893,020 946,098 946,098 TOTAL 746,510 853,065 893,020 946,098 946,098
CHARACTER OF EXPENDITURES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 366,790 383,844 442,420 465,650 465,650 Subtotal 366,790 383,844 442,420 465,650 465,650
Supplies and Services
Purchased Services 366,909 451,131 431,100 475,948 475,948 Supplies and Materials 10,170 14,977 19,500 4,500 4,500 Capital Expenditures 2,641 3,113 - - -
Other Expenditures - - - - -
Subtotal 379,720 469,221 450,600 480,448 480,448
TOTAL 746,510 853,065 893,020 946,098 946,098
AUTHORIZED STRENGTH FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Administrative Services Director 1.00 1.00 1.00 1.00 1.00 Administrative Grants Coordinator 1.00 1.00 1.00 1.00 1.00 Office Assistant 1.00 1.00 1.00 1.00 1.00
TOTAL 3.00 3.00 3.00 3.00 3.00
FY 2022-2023 Budget
ADMINISTRATIVE SERVICES DEPARTMENT
Division Summary
Administration Division
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Packet Pg. 104 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
ADMINISTRATIVE SERVICES DEPARTMENT
FY 2022-2023 Budget
Administration Division Summary
The Administrative Services Administration Division is organized in the following programmatic functions:
Administration of the Information Technology (IT), Community Services division functions and direct administration of Council initiatives related to community services, including the COVID-19 Pandemic response and outreach efforts. The Department currently has an authorized staffing level of three positions and Redwood City IT contract services equal to a full-time Senior IT technician. The authorized staffing does not include temporary workers hired to assist with pandemic outreach and response.
SIGNIFICANT CHANGES
FY 2021-2022 to FY 2022-2023 Budget:
The increase of $53,078 (5.9%) from the Adopted FY 21-22 Budget to the Baseline FY 22-23 Budget is primarily due to the personnel salaries and wages.
There is no change from FY 2022-23 Baseline Budget to the FY 2022-23 Proposed Budget.
Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2021-22 Adopted $893,020
2022-23 Baseline $946,098 $53,078 5.9%
2022-23 Proposed $946,098 $0 0.0%
SERVICE DESCRIPTION
The Administration Division of the Administrative Services Department oversees a variety of services for the community and manages administrative functions of the City, including Community Services, Information Technology, and local programs related to grants and community outreach.
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Packet Pg. 105 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) SOURCES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 19,652 - 90,650 35,930 38,192 Use of Resources 488,267 515,099 616,950 797,703 847,940 Special Revenue Funds 493,576 167,335 491,500 251,500 251,500 Capital Project Fund - 18,257 265,000 - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 1,001,495 700,691 1,464,100 1,085,132 1,137,632
-
EXPENDITURES BY DIVISION FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Community Programs 732,039 412,354 1,130,410 772,006 824,506 Senior Programs 269,456 288,337 333,690 313,126 313,126 TOTAL 1,001,495 700,691 1,464,100 1,085,132 1,137,632
CHARACTER OF EXPENDITURES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 331,004 378,318 481,450 400,632 453,132 Subtotal 331,004 378,318 481,450 400,632 453,132
Supplies and Services
Purchased Services 177,653 216,947 509,700 408,200 453,200 Supplies and Materials 10,577 10,049 21,450 24,800 24,800 Capital Expenditures 2,057 - - - -
Other Expenditures 480,204 95,377 451,500 251,500 206,500 Subtotal 670,491 322,373 982,650 684,500 684,500
TOTAL 1,001,495 700,691 1,464,100 1,085,132 1,137,632
AUTHORIZED STRENGTH FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Community Services Manager 1.00 1.00 1.00 1.00 1.00
Recreation Coordinator - - 1.00 1.00 1.00
Recreation Leader II (3 PT) 0.90 0.90 0.90 0.90 0.90
Van Drivers (2-PT)¹ 1.00 0.50 1.00 1.00 1.00
Nutrition Site Supervisor (PT) 0.75 0.75 0.75 0.75 0.75 Kitchen Aide (PT) 0.50 0.50 0.50 0.50 0.50
TOTAL 4.15 3.65 5.15 5.15 5.15
¹ Temporary 0.5 position freeze in FY 2020-21
ADMINISTRATIVE SERVICES DEPARTMENT
FY 2022-2023 Budget
Division Summary
Community Services and Recreation Division
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Packet Pg. 106 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
ADMINISTRATIVE SERVICES DEPARTMENT
FY 2022-2023 Budget
Community Services and Recreation Division Summary
Under the direction of the Administrative Services Director, the Division is staffed with 5.15 authorized positions equating to a total staff of eight (9):
• 1 Community Services Manager
• Recreation Programs Coordinator
• 1 Nutrition Site Supervisor
• 1 Kitchen Aide
• 2 Van Drivers
• 3 Recreation Leaders(0.3)
• 1 Administrative Assistant
The Community Services and Recreation Division activities rely heavily on interdepartmental, interjurisdictional, and community partnerships to deliver services that enhance the quality of life for East Palo Alto residents with a focused effort on increasing community engagement. The Community Services Division provides staffing support to the Senior Advisory Board, including efforts to fill vacancies with committed residents that represent the myriad of skill/talent, community senior interests, and cultural diversity of the community. The Community Services and Recreation Division also provides recreation and education programming for residents every summer.
SIGNIFICANT CHANGES
FY 2021-2022 to FY 2022-2023 Budget:
The decrease of $378,968 (-25.9%) from the Adopted FY 21-22 Budget to the Baseline FY 22-23 Budget is primarily due to the Consulting of Parks Services and Open Space study that has already completed and excluded from FY 2022-23 Budget.
The increase of $52,500 (4.8%) from the Baseline FY 22-23 Budget to the Proposed FY 22-23 Budget is due to the personnel salary increase of Recreation Coordinator position.
Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2021-22 Adopted $1,464,100
2022-23 Baseline $1,085,132 ($378,968) -25.9%
2022-23 Proposed $1,137,632 $52,500 4.8%
SERVICE DESCRIPTION
Community Services is responsible for an array of services and facilities for residents and visitors to our City. Responsibilities include senior services, facility and park reservations, family and children programming, city-sponsored events, sports, leisure and a fine arts complex.
The focus is on providing efficient, responsive and innovative community-based services that promotes a healthy and safe neighborhood that meets the communities' diverse cultural, recreation, and information needs.
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Packet Pg. 107 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
ADMINISTRATIVE SERVICES DEPARTMENT
FY 2022-2023 Budget
Community Services and Recreation Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Cultural Arts, Events and Entertainment:
• Promote, support, and provide CitySponsored events (Cinco de Mayo, Juneteenth, Children’s Day, and Tree
Lighting Ceremony), cultural services,
special events, and educational
opportunities for the community.
• Support local artists and arts
organizations through promotion and
events.
• Implementation of Utility Box arts
project.
2. Lifelong Learning:
• Provide ongoing opportunities for the
community to learn new skills,
explore opportunities, and pursue
knowledge for personal and/or
professional development.
• Enhance Literacy and STEM access
and services.
3. Recreation:
• Implement third (3rd) year of summer
recreation programs and services.
• Increase the amount of youth
participating in recreation programs
that promote healthy habits, by 15%.
• Increase emotional and social support
for seniors by implementing
intergenerational programs between
youth and senior populations.
Completed.
In-Process
In-Process
In Process
Accomplished
Accomplished
Accomplished
Accomplished
4. Community Outreach and Engagement:
• Promote programs, events, and
services through intentional and
strategic communications and
marketing and provide opportunities
for residents to engage and volunteer
in city offered programs.
Accomplished
DB- 42
4.1.b
Packet Pg. 108 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
ADMINISTRATIVE SERVICES DEPARTMENT
FY 2022-2023 Budget
Community Services and Recreation Division
ACCOMPLISHMENTS
• Increase Library/City community
engagement and collaboration to
exceed over 3000 residents with more
Digital Literacy classes, Farmers’
Markets, and school visits.
• Host community Resource Fair and/or
Flea Market at City Room at the Y or
Bell Street Park
• Increase social media posts and events
to promote Community Services and
Recreation programs and special
events.
5. Senior Services:
• Assist all seniors in East Palo Alto
with help to get access to COVID-19
test and vaccinations.
• Increase senior programs and services.
• Mobilize Senior Advisory Committee
to assist seniors with their needs and
any other assistance they might
require.
• Hold joint meetings with Senior
Center Inc. and the Senior Advisory
Committee to begin working together.
In Process
In Process
Accomplished
Accomplished
Accomplished
Accomplished
Accomplished
6. Miscellaneous Work:
• Begin comprehensive Parks Master
Plan.
• Begin Martin Luther King Jr. Park
Master Plan.
Accomplished
Accomplished
DB- 43
4.1.b
Packet Pg. 109 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
ADMINISTRATIVE SERVICES DEPARTMENT
FY 2022-2023 Budget
Community Services and Recreation Division
OBJECTIVES
Cultural Arts, Events and Entertainment:
• Promote, support, and provide City-Sponsored events (Cinco de Mayo, Juneteenth, Children’s Day, and Tree Lighting Ceremony), cultural services, special events, and educational opportunities for the community.
• Support local artists and arts organizations through promotion and events. • Implementation of Utility Box arts project.
Lifelong Learning:
• Provide ongoing opportunities for the community to learn new skills, explore opportunities, and pursue knowledge for personal and/or professional development. • Enhance Literacy and STEM access and services.
Recreation:
• Implement fourth (4th) year of summer recreation programs and services. • Increase the amount of youth participating in recreation programs that promote healthy habits, by 15%.
• Increase emotional and social support for seniors by implementing intergenerational programs between youth and senior populations.
• Increase recreation space through partnerships and field rentals.
Community Outreach and Engagement:
• Promote programs, events, and services through intentional and strategic communications and marketing and provide opportunities for residents to engage and volunteer in city offered programs.
• Increase Library/City community engagement and collaboration to exceed over 3000 residents with more Digital Literacy classes, Farmers’ Markets, and school visits. • Host community Resource Fair and/or Flea Market at City Room at the Y or Bell Street Park.
• Increase social media posts and events to promote Community Services and Recreation programs and special events.
Senior Services:
• Assist all seniors in East Palo Alto with help to get access to COVID-19 test and vaccinations.
• Increase senior programs and services.
• Mobilize Senior Advisory Committee to assist seniors with their needs and any other assistance they might require.
Youth Leadership Development:
• Provide opportunities for youth ages 12 - 25 to develop leadership and life skills, job preparation, and college readiness through interactive programming. • Create Youth Commission
DB- 44
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Packet Pg. 110 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) This Page Intentionally Left Blank
DB- 45
4.1.b
Packet Pg. 111 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
FINANCE DEPARTMENT
FY 2022-2023 Budget
CHARACTER OF EXPENDITURES
AUTHORIZED STRENGTH
FY 2022-23
Operating $1,355,470
Positions 6
DB- 46
4.1.b
Packet Pg. 112 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) SOURCES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 58,195 55,618 15,000 58,990 53,810 Use of Resources 1,181,379 1,234,827 1,323,035 1,312,781 1,197,560 Special Revenue Funds 4,372 10,665 7,840 7,840 59,870
Capital Project Fund - - - - -
Enterprise Funds 37,261 36,197 21,000 21,000 21,000
Succesor Agency Trust Fund 12,342 13,655 21,205 23,225 23,230 TOTAL 1,293,550 1,350,962 1,388,080 1,423,836 1,355,470 EXPENDITURES BY DEPARTMENT FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Finance Department 1,293,550 1,350,962 1,388,080 1,423,836 1,355,470 TOTAL 1,293,550 1,350,962 1,388,080 1,423,836 1,355,470 CHARACTER OF EXPENDITURES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 984,269 1,097,224 1,027,655 1,005,527 1,009,161 Subtotal 984,269 1,097,224 1,027,655 1,005,527 1,009,161 Supplies and Services
Purchased Services 292,700 234,036 350,425 408,309 336,309 Supplies and Materials 8,244 19,702 10,000 10,000 10,000 Capital Expenditures 8,337 - - - -
Other Expenditures - - - - -
Subtotal 309,281 253,738 360,425 418,309 346,309
TOTAL 1,293,550 1,350,962 1,388,080 1,423,836 1,355,470 AUTHORIZED STRENGTH FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Finance Director 1.00 1.00 1.00 1.00 1.00
Financial Services Manager 1.00 1.00 1.00 1.00 1.00
Management Analyst II 1.00 1.00 1.00 1.00 1.00
Accountant I/II 1.00 1.00 1.00 1.00 1.00
Account Technician I/II 2.00 2.00 2.00 2.00 2.00
Sr Finance Project Manager- LTD 1.00 - - - -
TOTAL 7.00 6.00 6.00 6.00 6.00
FY 2022-2023 Budget
FINANCE DEPARTMENT
Department Summary
DB- 47
4.1.b
Packet Pg. 113 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
FINANCE DEPARTMENT
FY 2022-2023 Budget
Department Summary
Finance Department functions include administration, financial reporting, risk management, tax administration, budgeting, forecasting, cash management and treasury, and capital financing and debt management. The department has an authorized staffing level of six positions, including: Finance Director, Financial Services Manager, Management Analyst II, Accountant I/II, two (2) Account Technicians I/II.
Current goals related to the Council Strategic Priorities for Finance Department include: (1) addressing structural deficit through fiscal resiliency measures, (2). The Department completed several milestones related to addressing structural deficit through fiscal resiliency measures including an adoption of General Fund reserve policy and commitment of $3 million for CalPERS prefunding.
Major areas of on-going emphases are: (a) implementing Enterprise Resource Planning (ERP) system, (b) developing 10-year financial projections, (c) analyzing funding strategies for & community perspectives on public infrastructure improvements, and (d) assisting Human Resource on improving staff morale, retention, recruitment & succession planning.
SIGNIFICANT CHANGES
FY 2021-2022 to FY 2022-2023 Budget:
The increase of $35,756 (2.6%) from the Adopted FY 21-22 Budget to the Baseline FY 22-23 Budget is primarily due to increases in the personnel costs by COLA and merit increases and the outsourcing services related to business license renewal, application and compliance processes.
The decrease of $68,366 (-4.8%) from the Baseline FY 22-23 Budget to the Proposed FY 22-23 Budget is primarily related to a decrease in ERP implementation and hosting service because such expenditures have been encumbered and will be carried forward from the current fiscal year budget to FY 22-23 budget.
Fiscal Year (FY) Budget $ Change from
Previous FY
% Change from
Previous FY
2021-22 Adopted $1,388,080
2022-23 Baseline $1,423,836 $35,756 2.6%
2022-23 Proposed $1,355,470 ($68,366) -4.8%
MISSION STATEMENT
Maintain the financial integrity of the City by providing fiscal management and oversight, including safeguarding assets. Oversee financial, compliance, and operational reviews and/or audits that provide independent and objective analysis of City departments; provide accurate, complete, and timely financial records, and enhance the City’s financial reporting systems, controls, and disbursements.
DB- 48
4.1.b
Packet Pg. 114 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
FINANCE DEPARTMENT
FY 2022-2023 Budget
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Support COVID-19 emergency funding
requirements, logistics and cost recovery
efforts.
1. Conducting compliance requirements for
FEMA, County Covid funding and ARPA
fund. Related reimbursement requests have
been filed with the awarding agencies.
2. Prepare Quarterly Emergency Report to
Council regarding emergency authority,
sources, expenditures, and activities.
2. Objective met and on-going.
3. Select Enterprise Resource Planning (ERP)
software vendor and negotiate contract
3. Selected and contracted with Caselle for the
new ERP vendor.
4. Hire ERP implementation project
management oversight for major general
ledger and human resource modules, prepare
and plan implementation, begin
implementation by January 2022.
4. The first ERP implementation meeting was
held, and the project was kicked off in
January 2022 and on-going.
5. Conduct oversight of grant management
procedural and control improvements,
including implementation of
recommendations to properly staff and fund
grant control and oversight activities by
October 2021.
5. Objective met and on-going.
6. Issue Request for Proposals to consider thirdparty administrator for on-line business license tax renewal, application, and
compliance processes supported by credit
card capability, and prepare improved
procedural rules by October 2021.
7. Issue Request for Proposals for outside,
professional audit services by December
2021.
6. RFP was issued in February 2022 and a
vendor is to be selected by end of May 2022.
7. Objective was postponed due to
COVID pandemic and scheduled by
December 2022
8. Complete a Long-term General Fund Forecast
and present to Council to inform the 2022
Strategic Planning Process by January 2022.
8. Preliminary 5-year forecast was developed by
Finance. However, Staff intends to partner
with a consultant to complete a
comprehensive 10-year budget forecast
during FY 2022-2023
9. Complete FY 2021-22 Comprehensive
Annual Financial Report and submit
application to Government Finance Officers
Association (GFOA) by December 2021.
9. Annual Comprehensive Annual Financial
Report (ACFR) was issued and submitted
to GFOA on December 16, 2021.
DB- 49
4.1.b
Packet Pg. 115 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
FINANCE DEPARTMENT
FY 2022-2023 Budget
ACCOMPLISHMENTS
OBJECTIVES RESULTS
10. Adopt final Council Reserve Policy. 10. General Fund reserve policy was adopted by the Council in September 2021.
11. CalPERS Unfunded Liability options for prefunding liabilities and reducing overall costs and risks.
11. The Council committed $3 million for
CalPERS prefunding and a prefunding option
will be determined in FY 2022-23.
12. Support Public Works Infrastructure and
District Studies to reduce General Fund
support of NPDES and Storm Drain District
activities.
12. Project deferred due to COVID. Planned
objective for FY 2021-22.
13. Perform economics-based long-term General
Fund forecast.
13. Preliminary 5-year forecast was developed
by Finance. However, Staff intends to
partner with a consultant to complete a
comprehensive 10-year budget forecast
during FY 2022-2023.
14. Adopt California Uniform Public
Construction Cost Accounting Act
procedures, update City Purchase Ordinance,
and update comprehensive purchasing
policies and procedures.
14. Postponed due to COVID Pandemic
15. Financial Planning for Disaster Planning and
Recovery.
15. Postponed due to COVID Pandemic.
16. Engage risk management expert to: amend
City lease agreements; ensure City facilities
and contents are adequately insured, confirm
City asset-type coverage, and consider
additional coverages.
16. Negotiations in process.
17. Properly transition oversight of the following
to City Manager’s Office Senior Management
Analyst:
a. Emergency Operations internal
communications, budgets,
logistics;
b. Remote Contract Management;
c. Utility-systems oversight of
cross-departmental operational
issues, rates, and studies.
17. Completed and on-going efforts to be made
DB- 50
4.1.b
Packet Pg. 116 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
FINANCE DEPARTMENT
FY 2022-23 Budget
OBJECTIVES
1. Implement Enterprise Resource Planning (ERP) software by September 2022.
2. Complete a Long-term General Fund Forecast and present to Council by January 2023.
3. Continue supporting COVID 19 emergency response; maximize and support cost recovery efforts.
Inform Council regarding Federal Treasury Regulations for use of American Rescue Act Funds (ARPA).
4. Conduct oversight of grant management procedural and control improvements, including implementation of recommendations to properly staff and fund grant control and oversight activities.
5. Select a third-party administrator for on-line business license tax renewal, application, and compliance processes supported by credit card capability, and implement the new processes by September 2022.
6. Issue Request for Proposals for outside, professional audit services by December 2022.
7. Complete FY 2021-22 Comprehensive Annual Financial Report and submit application to Government Finance Officers Association (GFOA) by December 2022.
8. Select a CalPERS Unfunded Liability option for pre-funding liabilities and reducing overall costs and risks.
9. Support Public Works Infrastructure and District Studies to reduce General Fund support of NPDES and Storm Drain District activities.
10. Adopt California Uniform Public Construction Cost Accounting Act procedures, update City Purchase Ordinance, and update comprehensive purchasing policies and procedures.
11. Analyze funding strategies for & community perspectives on public infrastructure improvements
12. Assist Human Resource on improving staff morale, retention, recruitment & succession planning DB- 51
4.1.b
Packet Pg. 117 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
FINANCE DEPARTMENT
FY 2022-2023 Budget
Total FTE’s: 6.0
FINANCE DIRECTOR
Brenda Olwin
Fiscal Analyst
Senior Accountant Accountant I/ II (2) Accounting Technician I/II
FINANCE DIRECTOR
Tomohito Oku
Financial Services Manager
Management Analyst II Accountant I/II (UF) Account Technician I/II (2) DB- 52
4.1.b
Packet Pg. 118 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No.
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2022-2023 Budget
CHARACTER OF EXPENDITURES
AUTHORIZED STRENGTH
FY 2022-23
Operating $9,482,631
Positions 20
DB- 53
4.1.b
Packet Pg. 119 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Department Summary
SOURCES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 2,301,133 2,301,133 3,740,000 101,762 106,220 Use of Resources 1,452,939 2,017,923 1,569,550 2,914,034 3,013,170 Special Revenue Funds 854,088 1,165,183 3,433,800 6,363,265 6,363,241 Capital Project Funds 61,059 24,084 - - -
Enterprise Funds 59,681 - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 4,728,900 5,508,322 8,743,350 9,379,061 9,482,631 EXPENDITURES BY DIVISION FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Administration Division 926,110 1,017,882 687,230 682,074 682,074 Building Services Division 1,266,900 917,201 1,839,460 1,287,113 1,287,113 Housing & Econ Development 878,830 1,389,111 3,434,900 6,335,909 6,335,909 Planning Division 1,657,060 2,184,127 2,781,760 1,073,935 1,177,535 TOTAL 4,728,900 5,508,322 8,743,350 9,379,031 9,482,631 CHARACTER OF EXPENDITURES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 2,168,281 2,084,660 2,895,440 2,936,111 3,039,711 Subtotal 2,168,281 2,084,660 2,895,440 2,936,111 3,039,711 Supplies and Services
Purchased Services 2,502,408 3,391,749 4,030,710 1,042,070 1,042,070 Supplies and Materials 34,298 29,513 39,200 44,850 44,850 Capital Expenditures 19,252 2,403 18,000 81,000 81,000
Other Expenditures 4,661 - 1,760,000 5,275,000 5,275,000 Subtotal 2,560,620 3,423,664 5,847,910 6,442,920 6,442,920 TOTAL 4,728,900 5,508,323 8,743,350 9,379,031 9,482,631 AUTHORIZED STRENGTH FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Administration Division 6.45 3.50 4.00 4.00 4.00
Building Services Division 7.00 7.00 7.00 7.00 7.00
Housing & Econ Development 3.00 3.00 4.00 4.00 4.00
Planning Division 4.00 4.00 4.00 5.00 5.00
TOTAL 20.45 17.50 19.00 20.00 20.00
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2022-2023 Budget
DB- 54
4.1.b
Packet Pg. 120 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2022-2023 Budget
Department Summary
The Community and Economic Development Department consists of four divisions: Administration, Building, Planning, and Housing/Economic Development. The Department is responsible for a wide range of functions including:
Coordinating and managing the City’s development related functions (i.e. long range planning, development review, entitlement and permit processing, inspection services, housing and code compliance/enforcement);
Coordinating business development and retention efforts through both capital projects and direct economic development efforts;
Serving as the City’s Floodplain Coordinator by managing the National Flood Insurance Program (NFIP) and Community Rating System (CRS);
Providing staff support to the Planning Commission;
Monitoring and collaborating with regional organizations (i.e. City/County Association of Governments (C/CAG), Metropolitan Transportation Committee (MTC), the South Bayside Waste Management Authority and the San Francisquito Creek Joint Powers Authority). .
MISSION STATEMENT
The Community & Economic Development Department seeks to make East Palo Alto a wonderful place to live, work, and play. The Department accomplishes this through effective current and long-range municipal planning, housing management, ensuring code compliance, and managing business attraction, development, and retention opportunities in East Palo Alto.
DB- 55
4.1.b
Packet Pg. 121 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
COMMUNITY AND ECONOMIC DEVELOPMENT DEPARTMENT
FY 2022-2023 Budget
Total FTE’s: 20.0
DB-67
Office Assistant
Administration
Building Inspector I/II
Planning Manager
Secretary I/II
Code Enforcement
Officer I/II (3)
Assistant/Associate
Planner (2)
Management Analyst I/II
Building Services Housing & Econ Dev
Housing Project
Manager
Planning
Housing & Econ Dev
Manager
ASSISTANT CITY
MANAGER
COMMUNITY & ECONOMIC
DEVELOPMENT DIRECTOR
Amy Chen
Rent Stabilization
RSP Administrator
RSP Coordinator I/II
Senior Planner
Building Permit
Technician (2)
Chief Building Official
Planning Technician
DB- 56
4.1.b
Packet Pg. 122 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No.
SOURCES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - - -
Use of Resources 775,293 891,241 639,950 629,770 629,770 Special Revenue Funds 73,351 107,712 47,280 52,304 52,304 Capital Project Funds 17,785 18,929 - - -
Enterprise Funds 59,681 - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 926,110 1,017,882 687,230 682,074 682,074
EXPENDITURES BY DIVISION FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Administration Division 625,496 1,017,882 687,230 682,074 682,074 Environmental Programs1 300,614 - - - -
TOTAL 926,110 1,017,882 687,230 682,074 682,074
CHARACTER OF EXPENDITURES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 710,704 524,370 587,530 621,374 621,374 Subtotal 710,704 524,370 587,530 621,374 621,374
Supplies and Services
Purchased Services 193,395 483,494 87,200 48,200 48,200 Supplies and Materials 14,591 8,273 12,500 12,500 12,500 Capital Expenditures 2,759 1,745 - - -
Other Expenditures 4,661 - - - -
Subtotal 215,406 493,512 99,700 60,700 60,700
TOTAL 926,110 1,017,882 687,230 682,074 682,074
AUTHORIZED STRENGTH FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Community & Econ Development Director 1.00 1.00 1.00 1.00 1.00 Management Analyst II¹ 2.00 0.50 1.00 1.00 1.00
Secretary II 1.00 1.00 1.00 1.00 1.00
Office Assistant 1.00 1.00 1.00 1.00 1.00
Environmental Services Aide¹ 1.45 - - - -
TOTAL 6.45 3.50 4.00 4.00 4.00
¹ Net Positions Transferred to/from Public Works
FY 2022-2023 Budget
COMMUNITY AND ECONOMIC DEVELOPMENT
Administration Division
Division Summary
DB- 57
4.1.b
Packet Pg. 123 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2022-2023 Budget
Administration Division Summary
The Administration of the Community and Economic Development Department is led by the Community and Economic Development Director with the assistance of one Management Analyst II and two (2) administrative support staff. The Administration Division manages the activities of and sets policy for the Department, manages budgets, coordinates grant partnerships and contract administration, and oversees other administrative processes. Additionally, the Administration Division of Community and Economic Development works collaboratively with Public Works to support engineering and capital projects, parks, streets and facilities maintenance, long-range planning and development services and environmental programs.
SIGNIFICANT CHANGES
FY 2021-2022 to FY 2022-2023 Budget:
The decrease of $5,156 (-0.8%) from the Adopted FY 2021-22 Budget to the Baseline FY 2022-23 Budget is primarily due to the decrease of professional services.
There is no change from the FY 2022-23 Baseline Budget to the FY 2022-23 Proposed Budget.
Fiscal Year (FY) Budget $ Change From
Previous
% Change From
Previous FY
2021-22 Adopted $687,230
2022-23 Baseline $682,074 ($5,156) -0.8%
2022-23 Proposed $682,074 $0 0.0%
SERVICE DESCRIPTION
The Community and Economic Development Department provides a wide array of services to the community. The Department provides planning and development related services to property owners and businesses. The Community and Economic Development Department serves as the focal point for business and economic development efforts as well as administration of local affordable housing funds and programs. Other services include regional agency coordination, environmental coordination, and transportation coordination.
DB- 58
4.1.b
Packet Pg. 124 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Division Summary
SOURCES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 891,823 891,823 1,255,000 55,475 55,475 Use of Resources 375,077 25,378 584,460 1,231,638 1,231,638 Special Revenue Funds - - - - -
Capital Project Funds - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 1,266,900 917,201 1,839,460 1,287,113 1,287,113
EXPENDITURES BY DIVISION FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Building Services Division 1,266,900 917,201 1,839,460 1,287,113 1,287,113 TOTAL 1,266,900 917,201 1,839,460 1,287,113 1,287,113
CHARACTER OF EXPENDITURES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 603,780 574,259 965,360 971,013 971,013 Subtotal 603,780 574,259 965,360 971,013 971,013
Supplies and Services
Purchased Services 643,421 335,579 853,600 228,300 228,300 Supplies and Materials 8,959 6,706 13,500 17,800 17,800 Capital Expenditures 10,740 657 7,000 70,000 70,000
Other Expenditures - - - -
Subtotal 663,120 342,942 874,100 316,100 316,100
TOTAL 1,266,900 917,201 1,839,460 1,287,113 1,287,113
AUTHORIZED STRENGTH FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Chief Building Official 1.00 1.00 1.00 1.00 1.00
Building Inspector I 1.00 1.00 1.00 1.00 1.00
Building Permit Technician 2.00 2.00 2.00 2.00 2.00
Code Enforcement Officer 3.00 3.00 3.00 3.00 3.00
TOTAL 7.00 7.00 7.00 7.00 7.00
FY 2022-2023 Budget
Building Services Division
COMMUNITY AND ECONOMIC DEVELOPMENT
DB- 59
4.1.b
Packet Pg. 125 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2022-2023 Budget
Building Services Division Summary
SIGNIFICANT CHANGES
Building Services Division responsibilities include project plan review, inspections, permit activities coordination, evaluation, implementation of codes and policies, and construction-related code enforcement for existing and new buildings and properties of all construction types and occupancies. The goal of the Division is to enforce minimum life safety standards for the built environment, which enhances the quality of life for residents and business.
Enhancement and constant improvement of building services and streamlining of the permitting and inspection processes are a major component of the City’s economic and business development effort. The Division is managed by the Chief Building Official and is staffed with three Code Enforcement Officers, two Permit Technicians and one Building Inspector I.
Additionally, the Building Services Division continues to add to customer service and operational efficiencies by developing and distributing educational handouts, policies, procedures and written interpretations that address enforcement. These resources are also made available online to aid our customers in their efforts related to new construction, additions, alterations, maintenance and repair of properties and structures in the City of East Palo Alto.
SIGNIFICANT CHANGES
FY 2021-2022 to FY 2022-2023 Budget:
The decrease of $552,347 (-30.0%) from the Adopted FY 2021-22 Budget to the Baseline FY 2022-23 Budget is primarily due to the elimination of Pass-through expenditures.
There is no change from the FY 2022-23 Baseline Budget to the FY 2022-23 Proposed Budget.
Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2021-22 Adopted $1,839,460
2022-23 Baseline $1,287,113 ($552,347) -30.0%
2022-23 Proposed $1,287,113 $0 0.0%
SERVICE DESCRIPTION
The Building Division ensures that existing and new/proposed development complies with the California Building Standards Code, Title 24, including California Code of Regulations Titles 8 and 19 as mandated by the State of California. The Division provides customer assistance to residents, property owners, contractors, developers, design professionals and businesses via the City’s Permit Center. Services include plan review, permit issuance and assistance, building inspections, and enforcement of state and local regulatory laws.
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Packet Pg. 126 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2022-2023 Budget
Building Services Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Continue to improve service quality, efficiency
and customer service levels in all areas of the
Building Division.
1. We were fortunate to maintain the same
level of service as we did prior to the
pandemic.
2. Continue to support staff to pursue all
applicable certification, training and education
in order for staff to develop and achieve their
potential for exemplary customer benefits.
2. Staff has continued to attend remote and inperson training with the help of our budget.
3. Conduct public outreach relevant to the new
state mandates and building codes.
3. Unfortunately, due to the pandemic public
outreach has been limited. Meetings have
been scheduled but attendance has been
limited.
4. Continue to update technology and tools to
better serve the community and provide a
modern work environment.
4. Our current TRAKiT permitting system
does not offer the capabilities of more
modern systems. The version we have is
dated, the entire system needs to be
updated.
5. Foster interdepartmental collaboration to ensure
compliance with all laws and regulations
relating to the built and natural environment.
5. Something that we are trying in hopes to
bridge the communication gap is to bring
and invite staff from other departments to
our division to meet and talk about projects
and how these projects may impact us (staff
and the division).
6. Continue to collaborate with external agencies
to provide project support to financially
challenged customers.
6. When the opportunity presents itself, we
take the time to share contact information
for agencies to help EPA residents.
7. Implement the newly adopted Reach Code
standards for new construction.
7. The REACH Codes have been adopted.
8. Manage the influx load of Code Enforcement
cases per the City’s existing Code Enforcement
Program under Resolution 4610 with limited
allowance for anonymous complaints.
8. Administrative Regulations have been set in
place to limit the number of complaints
received from a single complainant and
timelines also come into play.
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Packet Pg. 127 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2022-2023 Budget
Building Services Division
OBJECTIVES
1. Continue to improve service quality, efficiency and customer service levels in all areas of the Building Division’s Permit Center, Building Inspections, Building Plan Review, and Code Enforcement.
2. Continue to support staff to pursue all applicable certification, training and education in order for staff to develop and achieve their potential for exemplary customer benefits.
3. Conduct public outreach relevant to the new state mandates and building codes.
4. Continue to update technology and tools to better serve the community and provide a modern work environment.
5. Foster interdepartmental collaboration to ensure compliance with all laws and regulations relating to the built and natural environment.
6. Continue to collaborate with external agencies to provide financially challenged customers with resources for project assistance.
7. Implement the newly adopted Reach Code standards for new construction.
8. Manage the influx load of Code Enforcement cases per the City’s existing Code Enforcement Program under Resolution 4610 with limited allowance for anonymous complaints.
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Packet Pg. 128 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Division Summary
SOURCES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - - -
Use of Resources 100,072 331,641 48,380 24,978 24,978
Special Revenue Funds 778,758 1,057,471 3,386,520 6,310,961 6,310,961 Capital Project Funds - - -
Enterprise Funds - - -
Succesor Agency Trust Fund - - -
TOTAL 878,830 1,389,111 3,434,900 6,335,939 6,335,939
EXPENDITURES BY DIVISION FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Housing and Economic Development 487,085 929,458 3,033,970 4,134,840 4,134,840 Rent Stabilization Program 391,745 459,653 400,930 2,201,069 2,201,069 TOTAL 878,830 1,389,111 3,434,900 6,335,909 6,335,909
CHARACTER OF EXPENDITURES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 414,340 444,602 683,840 680,489 680,489 Subtotal 414,340 444,602 683,840 680,489 680,489
Supplies and Services
Purchased Services 453,525 932,796 979,860 368,220 368,220 Supplies and Materials 8,410 11,713 9,200 10,200 10,200 Capital Expenditures 2,555 - 2,000 2,000 2,000
Other Expenditures (Loans) - - 1,760,000 5,275,000 5,275,000 Subtotal 464,490 944,509 2,751,060 5,655,420 5,655,420
TOTAL 878,830 1,389,111 3,434,900 6,335,909 6,335,909
AUTHORIZED STRENGTH FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Housing & Economic Development Mgr - - 1.00 1.00 1.00
Housing Project Manager 1.00 1.00 1.00 1.00 1.00
RSP Administrator 1.00 1.00 1.00 1.00 1.00
RSP Coordinator II 1.00 1.00 1.00 1.00 1.00
TOTAL 3.00 3.00 4.00 4.00 4.00
FY 2022-2023 Budget
Housing and Economic Development Division
COMMUNITY AND ECONOMIC DEVELOPMENT
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Packet Pg. 129 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2022-2023 Budget
Housing and Economic Development Division Summary
The Housing and Economic Development Division is a division incorporating programmatic tasks related to affordable housing development and programs, as well as, the Rent Stabilization Program. Affordable Housing and economic development programs are funded through multiple sources, including donations, Measure HH, successor housing, and the General Fund. The Rent Stabilization program is fully funded through annual registration fees paid by landlords for regulated rental units, including mobile home spaces.
In addition to supporting the Rent Stabilization Board in adopting and implementing regulations for the Ordinances, the staff works directly with residents and landlords to gain compliance with the Ordinances and to improve living conditions for rental residents.
The Division has a staffing level of proposed (4) positions for these services and is supported by staff from the City Attorney’s Office and the Finance Department. The Division also contracts Information Technology providers, hearing examiners, consultants, and temporary staff as needed.
SIGNIFICANT CHANGES
FY 2021-2022 to FY 2022-2023 Budget:
The increase of $2,901,009 (84.5%) from the Adopted FY 2021-22 Budget to the Baseline FY 2022-23 Budget is primarily due to an increase in affordable housing loans ($1,000,000) and Rent stabilization loans ($1,800,000).
There is no change from the FY 2021-22 Baseline Budget to the FY 2021-22 Proposed Budget.
Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2021-22 Adopted $3,434,900
2022-23 Baseline $6,335,909 $2,901,009 84.5%
2022-23 Proposed $6,335,909 $0 0.0%
SERVICE DESCRIPTION
Administer affordable housing and economic development programs, including the Rent Stabilization Program. The Program administers the Rent Stabilization and Eviction for Just Cause Ordinances. The primary purpose of these Ordinances is to 1) stabilize rents, 2) protect residential tenants from unreasonable rent increases and unjust or retaliatory evictions; and 3) facilitate improvements for an economically viable rental housing market . The Affordable Housing and economic development programs including various initiatives to increase housing affordability, business development, workforce development, and job creation in East Palo Alto.
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Packet Pg. 130 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2022-2023 Budget
Housing and Economic Development Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. In collaboration with the City Attorney’s Office,
assist the City Council to review, adopt and
implement any proposed policies designed
under the San Francisco Foundation’s
Challenge Grant such a Community
Opportunity Purchase Act (COPA) or Tenant
Opportunity Purchase Act (TOPA) policy.
1. The City Council provided direction on this
policy and considered a draft ordinance
called the East Palo Alto Opportunity to
Purchase Act (“EPA OPA”) over the course
of six meetings in fall of 2021 and winter of
2022. The next EPA OPA public hearing
date is set for March 1, 2022.
2. In collaboration with the City Attorney’s Office,
assist the City Council to consider the adoption
of a Smoke-Free Multi-unit Housing ordinance.
2. County Ordinance incorporated by
reference in Resolution adopted in a prior
Fiscal Year (April 2, 2019).
3. Leverage additional funds for housing from
State and Federal sources for affordable
housing.
3. The City received $70,000 in Regional
Early Action Planning (REAP) grant funds
from ABAG/MTC for planning and housing
activities and an Affordable Housing and
Sustainable Communities (AHSC) award
for the 965 Weeks Affordable Housing
Development consisting of $11.7M in
housing loan funds and $8M in grant funds,
or $19.87M total.
4. Fully implement Inclusionary Housing
Ordinance, including the Inclusionary
Guidelines and in-lieu fees, and make necessary
amendments to corresponding sections of the
East Palo Alto Municipal Code.
4. Staff processed four complete residential
development applications, including an SB
35 application, for compliance with the
Inclusionary Housing Ordinance and
provided preapplication review for an
additional three potential projects. Staff
prepared a public hearing for City Council
approval of an Alternative Compliance
Option for one of these projects.
5. In coordination with the Planning Division,
complete early planning for the City’s Housing
Element update for the upcoming Regional
Housing Needs Assessment (RHNA) cycle,
seek state funding sources to support these
efforts, including the Local Early Action
Planning (LEAP) program.
5. Staff worked with 21 Elements to begin
drafting individual Housing Element
sections. Staff held Housing Element
community meetings in July 2021 and
February 2022 and created a webpage with
surveys, interactive tools, and other
information. Staff also prepared City
Council and Planning Commission
informational items on the Housing Element
at multiple meetings in 2021 and early
2022.
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Packet Pg. 131 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2022-2023 Budget
Housing and Economic Development Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
6. Fully implement all three activities associated
with the SB 2 Planning Grant award (affordable
housing overlay zone; site feasibility analysis
for affordable housing development; ADU
streamlining).
6. The ADU Streamlining activities were
completed. The Site Feasibility Analysis
program remains open, with two
applications processed. The Affordable
Housing Overlay Zone work will continue
into 2023.
7. Complete first year tasks in the Partnership for
the Bay’s Future/Challenge Grant Workplan
related to the development of a community land
trust affordable housing preservation model.
7. All tasks in the Challenge Grant Workplan
were completed, with City Council
consideration of the East Palo Alto
Opportunity to Purchase Act being the last
milestone in the grant period.
8. In collaboration with community partners and
the City’s Planning Division, meet and/or
exceed the goal of 50 new ADUs set forth in the
Affordable Housing Strategy.
8. Staff continues to work with partners in the
ADU Technical Working Group, having
completed the ADU Streamlining project in
2022. The City and its partners also
launched the CalHome Gap Loan for ADUs
in January 2022.
9. Collaborate with other City agencies to ensure
that tenants are provided proper notices and
relocation benefits in conformance with the
City’s Municipal Code.
9. This is an ongoing activity of the Rent
Stabilization Program.
10. Accomplish Rent Stabilization Ordinance
habitability goals through collaboration with the
Rent Stabilization Board and City Building
Services Division to ensure rental units meet the
building, housing and safety code standards.
10. Rent Stabilization Board Habitability
Committee annually invites San Mateo
County to present on this subject.
11. With assistance from the City Attorney’s
Office, draft any required regulations and
amendments to the Rent Stabilization
Ordinances. Communicate with Rent
Stabilization Board and perform procedural
update of forms, notices, and informative
materials regarding revisions adopted.
11. No amendments proposed in the 2021-22
Fiscal Year.
12. Adjust and program the Rent Stabilization
Program registration database and petition
tracking system, as necessary.
12. No need for changes to the registration
database and petition tracking system in the
2021-22 Fiscal Year.
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Packet Pg. 132 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2022-2023 Budget
Housing and Economic Development Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
13. Conduct community outreach to educate both
landlords and tenants of rights and
responsibilities under the City’s ordinances and
any other laws adopted in response to the
COVID-19 Pandemic, including distributing an
informative Guide to Rent Control in East Palo
Alto.
13. Rent Stabilization Program worked with
Measure O partners to disseminate
information related to the State eviction
moratorium and assist tenants with Housing
is Key applications. The Program also
provided tenants with community resources
on affordable housing.
14. Distribute information on the requirements for
eviction in the ordinances to landlords and
tenants, including mailing information to
tenants within one business day of receipt of
notices of eviction.
14. Rent Stabilization Program consistently
provided information regarding eviction
notices in a timely manner to tenants. For
landlords and tenants, the Program mailed
out notices regarding the State eviction
moratorium.
15. Under the 2010 Ordinance, issue Certificates of
Maximum Allowable Rent for new tenants
within five business days of the Board’s receipt
of a completed Vacancy Registration Statement
to comply with the Ordinance and regulations.
15. This is an ongoing activity of the Rent
Program.
16. Mail 2021-22 Annual Program Fee Statements
forms to landlords of regulated rental units
under the 1988 Ordinance (regulated mobile
home park spaces) in May and under the 2010
Ordinance (regulated residential dwelling units)
in November, so landlords meet the deadlines
established by the ordinances.
16. The Rent Stabilization Program sent out this
notice in November 2021.
17. Process pending petitions submitted by
landlords and tenants within the timelines
established in the Rent Stabilization Ordinance
and regulations.
17. This is an ongoing activity of the Rent
Stabilization Program.
18. Submit notices of noncompliance to landlords
for improperly registered regulated rental units
as required by the ordinances and regulations
with information about how to comply, the
penalty fees that are accruing for
noncompliance, and the procedure for submittal
of a penalty waiver request for good cause.
18. This is an ongoing activity of the Rent
Stabilization Program.
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Packet Pg. 133 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2022-2023 Budget
Housing and Economic Development Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
19. Develop underwriting guidelines for the
Inclusionary Housing Ordinance and
Commercial Linkage Fee Programs.
19. This action was not completed in
FY 2021-22.
20. Preserve the 32 units at Nugent Square
Apartments.
20. Eden Housing & EPACANDO applied in
February 2022 for resyndication of the
project for additional tax credits to support
substantial rehabilitation of Nugent Square.
21. Continue oversight of the RV Safe Parking
Program through April 2022.
21. The RV Safe Parking Program successfully
operated through the 2021 calendar year on
an overnight and daytime basis with City
support. As of January 2022, the program
continues to operate 24 hours per day with
City support for the overnight program. City
Council has directed staff to take actions to
extend the program through April 2023.
22. Coordinate with the County and social service
partners to reduce homelessness in East Palo
Alto.
22. Staff meets on a monthly basis with County
and social service partners to coordinate the
response to homelessness. Staff is preparing
a comprehensive strategy for addressing
unhoused residents, for City Council
consideration in April 2022.
23. Provide semiannual update to City Council on
progress made on the City’s 2018-2023
Affordable Housing Strategy.
23. An update on the Affordable Housing
Strategy goals is now provided annually
during the City Council priority-setting
process. Staff is preparing a comprehensive
Affordable Housing Strategy for April
2022.
24. Continue to engage in strategic housing
advocacy, including comment letters to the
relevant state and/or federal agencies regarding
key housing grant programs.
24. City staff has submitted comments to
CDLAC (California Debt Limit Allocation
Committee) concerning allocation of taxexempt bonds in the Bay Area and to HCD (Department of Housing and Community
Development) and the Strategic Growth
Council concerning the AHSC (Affordable
Housing and Sustainable Communities)
program.
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Packet Pg. 134 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2022-2023 Budget
Housing and Economic Development Division
OBJECTIVES
1. Leverage additional funds for housing from State and Federal sources for affordable housing.
2. Implement annual updates to the Inclusionary Housing Ordinance, including the Inclusionary Guidelines and in-lieu fees, in addition to any necessary amendments to adapt the ordinance to small projects and projects with Accessory Dwelling Units (ADUs).
3. In coordination with the Planning Division, complete the City’s Housing Element update for the upcoming Regional Housing Needs Assessment (RHNA) cycle.
4. Fully implement the remaining activities associated with the City’s SB 2 Planning Grant award (affordable housing overlay zone; site feasibility analysis for affordable housing development).
5. Develop workplan and complete Year 1 tasks in the Partnership for the Bay’s Future/Breakthrough Grant related to: implementation of EPA OPA (if adopted); securing sustainable funding sources for all affordable housing activities; identifying opportunities for housing preservation; and capacity-building of tenant organizations in East Palo Alto.
6. Work with other City agencies to ensure that tenants are provided with proper notices and relocation benefits when granted under the Municipal Code.
7. Work with the Rent Stabilization Board, in collaboration with the Building Services Division, to ensure that rental units meet the building, housing and safety code standards, so the rent stabilization ordinance’s habitability goals can be accomplished.
8. Assist the City Attorney’s Office and contract legal counsel to draft any needed regulations and amendments to the Rent Stabilization ordinances. Gain approval of amendments from the Board. update forms, notices, and informative materials to reflect any revisions adopted.
9. Work with the IT services provider to make any necessary programming adjustment to the Program’s registration database and petition tracking system.
10. Conduct community outreach to educate both landlords and tenants of their rights and responsibilities under the City’s ordinances and any other laws adopted in response to the COVID19 pandemic, including distributing an informative Guide to Rent Control in East Palo Alto.
11. Provide information on the requirements for eviction in the ordinances to landlords and tenants, including mailing information to tenants within one business day of receipt of notices of eviction.
12. Under the 2010 Ordinance, issue Certificates of Maximum Allowable Rent for new tenants within five business days of the Board’s receipt of a completed Vacancy Registration Statement to comply with the Ordinance and regulations.
13. Mail 2022-23 Annual Program Fee Statements forms to landlords of regulated rental units under the 1988 Ordinance (regulated mobile home park spaces) in May and under the 2010 Ordinance (regulated residential dwelling units) in November, so landlords can timely submit them and meet the deadlines established by the ordinances.
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Packet Pg. 135 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2022-2023 Budget
Housing and Economic Development Division
OBJECTIVES
14. Process pending petitions submitted by landlords and tenants within the timelines established in the Rent Stabilization Ordinance and regulations.
15. Submit notices of noncompliance to landlords when regulated rental units are not properly registered as required by the ordinances and regulations with information about how to comply, the penalty fees that are accruing for noncompliance, and the procedure for submittal of a penalty waiver request for good cause.
16. Develop underwriting guidelines for use in the Inclusionary Housing Ordinance and Commercial Linkage Fee Programs.
17. Continue the RV Safe Parking Program through April 2023.
18. Coordinate with the County and social service partners to reduce homelessness in East Palo Alto.
19. Develop and begin implementation of a comprehensive, cross-departmental strategy for unhoused residents in East Palo Alto that addresses both RVs in the public right of way and residents experiencing homelessness.
20. Collaborate with Planning to develop a “next-phase” strategy for promotion of ADUs beyond the goal of producing 50 new units, as described in the City’s 2018-2023 Affordable Housing Strategy.
21. Provide semiannual update to City Council on progress made on the City’s 2018-2023 Affordable Housing Strategy.
22. Continue to engage in strategic housing advocacy, including comment letters to the relevant state and/or federal agencies regarding key housing grant programs.
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Packet Pg. 136 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) SOURCES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 1,409,310 1,409,310 2,485,000 46,287 50,751 Use of Resources 202,497 769,662 296,760 1,027,648 1,126,784 Special Revenue Funds 1,979 - - - -
Capital Project Funds 43,274 5,155 - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 1,657,060 2,184,127 2,781,760 1,073,935 1,177,535 EXPENDITURES BY DIVISION FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Planning Division 1,657,060 2,184,127 2,781,760 1,073,935 1,177,535 TOTAL 1,657,060 2,184,127 2,781,760 1,073,935 1,177,535 CHARACTER OF EXPENDITURES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 439,457 541,428 658,710 663,235 766,835 Subtotal 439,457 541,428 658,710 663,235 766,835
Supplies and Services
Purchased Services 1,212,067 1,639,879 2,110,050 397,350 397,350 Supplies and Materials 2,337 2,820 4,000 4,350 4,350
Capital Expenditures 3,198 - 9,000 9,000 9,000
Other Expenditures - - - - -
Subtotal 1,217,603 1,642,699 2,123,050 410,700 410,700
TOTAL 1,657,060 2,184,127 2,781,760 1,073,935 1,177,535 AUTHORIZED STRENGTH FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Planning Manager 1.00 1.00 1.00 1.00 1.00
Senior Planner 1.00 1.00 1.00 1.00 1.00
Assistant/Associate Planner 2.00 2.00 2.00 2.00 2.00
Planning Technician - - - 1.00 1.00
TOTAL 4.00 4.00 4.00 5.00 5.00
FY 2022-2023 Budget
Planning Division
Division Summary
COMMUNITY AND ECONOMIC DEVELOPMENT
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Packet Pg. 137 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2022-2023 Budget
Planning Division Summary
The functions of the Planning Division include current planning/development review, and advanced/long range planning. In addition to regular staff, the Division also utilizes consultants for special projects and environmental reviews. Core planning functions include, but are not limited to, processing high priority projects, responding to day-to-day inquiries from the public, processing environmental and private development permit applications, updating ordinances and policies to be compliant with state law, and ensuring that divisional operations are conducted in an efficient, professional and customer-friendly manner. The Development Code is the guiding document for the planners to keep East Palo Alto safe, healthy, and growing in a way the community envisioned.
In the past fiscal year, the division has undergone significant turnover with the resignation of three planners.
Recruitment for new planners has been a challenge due to the economy and competition with other jurisdictions and companies. Even with the current pandemic, applications, especially for minor projects, have not decreased. To address the workload, the Division had brought on a temporary assistant planner for about three months. Following the temporary planner’s departure, the Division has issued an informal RFP to bring on consultant help to assist with the counter and processing of minor administrative applications. Recruitment for the remaining two positions, as well as retention of staff, continue to be a priority.
The Planning Division is tasked with completing several other long-range planning efforts such as the Development Code Update for object standards (related to SB 9 and 35), the General Plan Safety and Health and Equity (Environmental Justice) chapter updates. Planning staff also collaborates with the Housing and Economic Development Manager in the update of the Housing Element and associated annual progress reports.
The Planning Division also supports the work of the Planning Commission, whose resident members are appointed by the City Council. The Planning Commission is required under state law to review and act on matters related to planning and development. The Planning Division will continue to work towards process and systems improvement as part of the objectives described in the objectives section of this narrative.
SERVICE DESCRIPTION
The Planning Division implements the City’s planning policies, which are intended to maintain and enhance the quality of life for City residents and visitors through provision of an attractive and functionally built environment, protection of desirable environmental and scenic amenities, efficient development review. The Division provides quality development review and permitting services through efficient, professional and customerfriendly public processes under the policy direction of the Planning Commission and ultimately the City Council.
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Packet Pg. 138 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
COMMUNITY DEVELOPMENT
FY 2022-2023 Budget
Planning Division Summary
(Continued)
SIGNIFICANT CHANGES
FY 2021-2022 to FY 2022-2023 Budget:
The decrease of $1,707,825 (-61.4%) from the Adopted FY 2021-22 Budget to the Baseline FY 2022-23 Budget is primarily due to the reduction in pass-through architect/ engineering services of $2,000,000.
The increase of $103,600 (9.6%) from the Baseline FY 2022-23 Budget to the Adopted FY 2022-23 Budget is due to the new planning technician position.
Fiscal Year (FY) Budget $ Change From
Previous
% Change From
Previous
2021-22 Adopted $2,781,760
2022-23 Baseline $1,073,935 ($1,707,825) -61.4%
2022-23 Proposed $1,177,535 $103,600 9.6%
DB- 73
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Packet Pg. 139 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2022-2023 Budget
Planning Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Ensure Planning Division staff capacity to
handle current and future projects, including
ability to utilize consultants.
1. Staff is utilizing active project spreadsheet
to guide project assignments. Planning has
hired a temporary planner to assist during
staff vacancies. Planning has continued to
utilize consultant staff to process specific
projects. The City hired Good City
Company to manage the four major RBD
projects and two major applications in the
West Side Area. Staff to focus on long
range and current planning that require
faster turn around times.
2. Staff the public counter efficiently and
effectively.
2. Planning has refined the counter schedule
that would best respond to schedule needs
of planners, while ensuring timely
responses to public inquiries. Each staff
member has a city cell phone to enable
direct communication while working
remotely. Counter schedules are made
available to administrative staff to ensure
that there is a planner to respond. Staff has
also implemented an online appointment
system (Bookings) that enables the public to
schedule meetings with Planning staff on
topics that may need dedicated discussion
time.
3. Enhance communication between staff and the
public through outreach efforts.
3. Staff has continued to make website
updates, including project information,
CEQA notices and other resources, such as
the ADU resource page. Staff has also
continued to implement the community
outreach policy to provide early and
enhanced outreach for projects of various
sizes. Staff has provided larger mailing
radii for projects of special interest, such as
the RBD update. Staff posts quarterly
updates of pending and approved
administrative level projects.
4. Address technology deficiencies, including
website, to better address needs of the public.
4. City has executed a contract with Raimi and
Associates to enhance the City’s GIS
capacity. Staff is working with Raimi to
enhance GIS use. City staff has also
DB- 74
4.1.b
Packet Pg. 140 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2022-2023 Budget
Planning Division
ACCOMPLISHMENTS
obtained training and begun website updates
to provide more information to the public.
Improvements include information on
ADUs, SB 35 and SB 9 implementation.
Staff is also providing regular reports online
with a list of pending projects.
5. Prepare long range and advanced planning
policies consistent with state law.
5. Staff has also implemented a new procedure
to process housing applications
ministerially in conformance with SB 9 and
35. 6. Continue the growth and training of
Planning Division staff.
6. The Division actively encourages staff to
seek training opportunities, especially now
that most training is offered remotely. Staff
has continued to take trainings when time
permits. Trainings include CEQA, planning
law updates, including housing, GIS, and
APA conferences.
DB- 75
4.1.b
Packet Pg. 141 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
COMMUNITY AND ECONOMIC DEVELOPMENT
2022-2023 Budget
Planning Division
OBJECTIVES
1. Ensure Planning Division staff capacity to handle current and future projects, including ability to utilize consultants.
2. Work on both a balanced range of current and long-range projects to implement city priorities
3. Utilize consultant staff to seamlessly augment city staff
4. Staff the public counter efficiently and effectively
5. Enhance communication between staff and the public through outreach efforts
6. Address technology deficiencies, including website, to better address needs of the public
7. Prepare long range and advanced planning policies consistent with state law
8. Continue the growth and training of Planning Division staff
9. Improve record keeping and enhance access to records
10. Respond to state mandates in a timely manner regards to housing based on local needs, including SB 9 and SB 35.
DB- 76
4.1.b
Packet Pg. 142 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
PUBLIC WORKS DEPARTMENT
FY 2022-2023 Budget
CHARACTER OF EXPENDITURES
AUTHORIZED STRENGTH
FY 2022-23
Operating $6,190,722
Positions 21.45
DB- 77
4.1.b
Packet Pg. 143 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) SOURCES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 125,300 125,300 291,500 41,667 41,667 Use of Resources 3,023,249 3,368,303 3,759,650 4,435,582 4,226,582 Special Revenue Funds 639,530 694,621 1,309,470 1,317,284 1,317,284 Capital Project Fund 56,173 40,685 40,000 40,000 40,000 Enterprise Funds 307,679 343,552 345,500 300,189 565,189 Succesor Agency Trust Fund - - - - -
TOTAL 4,151,930 4,572,461 5,746,120 6,134,722 6,190,722 EXPENDITURES BY DIVISION FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Administration Division 416,530 879,491 886,925 840,851 840,851 Engineering Division 1,044,590 905,023 1,376,345 1,209,249 1,359,249 Maintenance Division 2,690,810 2,787,947 3,482,850 4,084,622 3,990,622 TOTAL 4,151,930 4,572,461 5,746,120 6,134,722 6,190,722 CHARACTER OF EXPENDITURES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 2,276,700 2,562,436 3,081,820 3,229,572 3,229,572 Subtotal 2,276,700 2,562,436 3,081,820 3,229,572 3,229,572 Supplies and Services
Purchased Services 1,406,214 1,498,324 1,895,850 1,943,850 2,093,850 Supplies and Materials 455,914 461,596 574,850 667,700 648,700 Capital Expenditures 13,102 50,105 193,600 293,600 218,600 Other Expenditures - - - - -
Subtotal 1,875,230 2,010,025 2,664,300 2,905,150 2,961,150 TOTAL 4,151,930 4,572,461 5,746,120 6,134,722 6,190,722 AUTHORIZED STRENGTH FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Administration Division1 2.00 4.50 4.45 4.45 4.45
Engineering Division2 5.00 3.75 5.00 5.00 5.00
Maintenance Division 12.00 12.00 12.00 12.00 12.00
TOTAL 19.00 20.25 21.45 21.45 21.45
¹ Enviormental Programs transferred to CEDE Administration effective FY 2022 Baseline. ² Vacant position freeze.
PUBLIC WORKS DEPARTMENT
FY 2022-23 Budget
Department Summary
DB- 78
4.1.b
Packet Pg. 144 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
PUBLIC WORKS DEPARTMENT
FY 2022-2023 Budget
Department Summary
The Public Works Department includes the Administrative, Engineering, and Maintenance Divisions.
Divisions Overview:
Administration Division
Administration performs oversight of Engineering and Maintenance, and also, performs direct budget preparation, scheduling, and operational contract and invoice payment processing. Administration performs a variety of direct collaboration with stakeholders including the San Francisquito Creek Joint Powers Authority flood control projects, Cal TRANS transportation issues, and local environmental sustainability programs for pollutant discharge, solid waste services, climate action, recycling, and street sweeping programs.
Engineering Division
The Engineering Division oversees the design, development and construction of public works capital projects and facilities, including streets and roadways, water supply, and storm drainage systems.
The Division is responsible for issuing permits for any work to be performed on City right-of- way and performs various reviews related to private development projects, and prepares grant applications Maintenance Division
The Maintenance Division is responsible for the day-to-day maintenance of all City-owned facilities, parks and infrastructure. It coordinates and assists other departments with the use of City facilities during special events, holidays, as well as the general use of City facilities and parks.
MISSION STATEMENT
The Public Works Department provides administrative, engineering and maintenance services that ensure the design, construction, maintenance, and operation of public infrastructure, parks, and facilities, are high-quality and sufficient to the meet the needs of East Palo Alto residents, businesses, and visitors.
DB- 79
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Packet Pg. 145 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Total FTE’s: 21.45
PUBLIC WORKS DEPARTMENT
FY 2022-2023 Budget
PUBLIC WORKS DIRECTOR
Kamal Fallaha
Administrative
Assistant
Administration Engineering Maintenance
City Engineer
Public Works
Inspector
Maintenance
Manager
Maintenance
Worker I (4.0)
Maintenance
Worker II (4.0)
Maintenance
Worker III (2.0)
Secretary I Management
Analyst II
Environmental
Services Aide
(1.45)
Senior Engineer
Assistant/Associate
Engineer
Associate Engineer
DB- 80
4.1.b
Packet Pg. 146 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No.
SOURCES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - - -
Use of Resources 409,221 670,182 611,085 593,247 593,247 Special Revenue Funds 1,260 95,625 188,785 136,302 136,302 Capital Project Funds - - - - -
Enterprise Funds 6,049 113,685 87,055 111,302 111,302
Succesor Agency Trust Fund - - - - -
TOTAL 416,530 879,491 886,925 840,851 840,851
EXPENDITURES BY DIVISION FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Administration Division 416,530 582,791 464,820 448,501 448,501 Environmental Programs1 - 296,699 422,105 392,350 392,350 TOTAL 416,530 879,491 886,925 840,851 840,851
CHARACTER OF EXPENDITURES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 400,390 591,392 684,425 691,251 691,251 Subtotal 400,390 591,392 684,425 691,251 691,251
Supplies and Services
Purchased Services 5,880 276,892 194,650 141,050 141,050 Supplies and Materials 7,971 11,207 7,850 8,550 8,550
Capital Expenditures 2,290 - - - -
Other Expenditures - - - - -
Subtotal 16,140 288,098 202,500 149,600 149,600
TOTAL 416,530 879,491 886,925 840,851 840,851
AUTHORIZED STRENGTH FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Public Works Director 1.00 1.00 1.00 1.00 1.00
Management Analyst II¹ - 1.50 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Environmental Service Aide¹ ² - 1.00 1.45 1.45 1.45
TOTAL 2.00 4.50 4.45 4.45 4.45
¹ Transferred from/to Community and Economic Development in FY2021 ²
FY 2022-23 Budget
Admininstration Division
Division Summary
PUBLIC WORKS DEPARTMENT
Temporary Freeze of Vacant Position FY 2020-21
DB- 81
4.1.b
Packet Pg. 147 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
PUBLIC WORKS DEPARTMENT
FY 2022-2023 Budget
Administration Division Summary
The Division is responsible for the oversight of a wide range of functions including:
• Maintaining existing streets, utilities and facilities; • Developing and managing the City’s Ten Year Capital Improvement Program; • As the environmental coordinator for the City, ensuring compliance with the California Environmental Quality Act (CEQA) and the National Environmental Policy Act (NEPA); • Serving as the Disabled Access Coordinator to ensure safe and reasonable access for all citizens under the Americans with Disabilities Act (ADA) and California Title 24; • Managing storm water efforts to ensure compliance with the Clean Water Act and other mandates of the San Francisco Bay Regional Water Quality Control Board; • Providing staff support to the City Council and Public Works and Transportation Commission • Monitoring and collaborating with regional organizations (e.g. City/County Association of Governments (C/CAG), Metropolitan Transportation Committee (MTC), the Association of Bay Area Governments (ABAG), the South Bayside Waste Management Authority and the San Francisquito Creek Joint Powers Authority).
.
Through these core functions, the Department supports Council Strategic Priorities by undertaking the following initiatives:
1. Enhance Public Safety and Emergency Preparedness
• Conduct inspections for new construction, remodels and public improvements throughout the City.
• Coordinate with Menlo Park Fire Protection District, West Bay Sanitary District, East Palo Alto Sanitation District, Palo Alto Park Mutual Water Company and other entities on new development and infrastructure projects. • Coordinate and collaborate with East Palo Police Department, MPFPD and others on emergency preparedness efforts.
• Maintain the storm drain system including the O’Connor Pump Station, streets and other infrastructure.
• Continue to abate graffiti and illegal dumping on public facilities, within parks and adjacent to City streets.
2. Enhance Economic Vitality
• Continue to implement capital projects with particular focus on water supply and transportation projects.
SERVICE DESCRIPTION
The Public Works Administration Division provides oversight of the engineering and maintenance and environmental services that ensure the design, construction, maintenance, and operation of public infrastructure, parks, and facilities, are high-quality and sufficient to the meet the needs of East Palo Alto residents, businesses, and visitors.
DB- 82
4.1.b
Packet Pg. 148 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
PUBLIC WORKS DEPARTMENT
FY 2022-2023 Budget
Administration Division Summary
(Continued)
3. Increase Organizational Effectiveness
• Develop software to provide reports and other information to the City Manager and Finance Department.
• Attend and monitor activities of special districts and regional agencies/authorities that affect the City of East Palo Alto. • More fully implement the IWORQ software within Maintenance. • Evaluate opportunities to utilize interns.
4. Improve Public Facilities and Infrastructure
• Complete construction of Bay Road and related downstream infrastructure. • Complete construction of Bike/Pedestrian improvements throughout the City by implementing the City Bicycle Transportation Plan.
• Complete the Design of the University Avenue/HWY 101 Interchange Project • Complete design and start construction of Addison Streets Green Infrastructure Improvements Project.
• Start the design of University Avenue Grand and Complete Street Improvement Project.
• Complete the design and construction of 2021 Street Resurfacing Project • Implement projects included in the FY 2020-22 Capital Budget • Initiate work on preventive maintenance program to extend the life of streets and roads to reduce overall maintenance cost of city streets network. • Coordinate with SFCJPA on implementation of flood control projects, including Reach 2, Upstream Project and SAFER Bay Project.
5. Improve Communication and Enhance Community Engagement • Provide articles for City Newsletter and City Manager Notes and Quotes.
6. Create a Healthy and Safe Community
• Evaluate opportunities to enhance/expand parks and open space opportunities.
DB- 83
4.1.b
Packet Pg. 149 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
PUBLIC WORKS DEPARTMENT
FY 2022-2023 Budget
Administration Division Summary
(Continued)
SIGNIFICANT CHANGES
FY 2021-2022 to FY 2022-2023 Budget:
The decrease of $46,074 (-5.2%) from the Adopted FY 21-22 Budget to the Baseline FY 22-23 Budget is primarily due to the combination of the salary decrease and professional services expenditures decrease in Environmental programs.
There is no change from FY 2022-23 Baseline Budget to the FY 2022-23 Proposed Budget.
Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2021-22 Adopted $886,925
2022-23 Baseline $840,851 ($46,074) -5.2%
2022-23 Proposed $840,851 $0 0.0%
DB- 84
4.1.b
Packet Pg. 150 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
PUBLIC WORKS DEPARTMENT
FY 2022-2023 Budget
Administration Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Assist the Engineering Division in grant audits 1. Ongoing. Completed grant audit for the IRWM grant for the Runnymede Drainage
project.
2. Assist in management of over a dozen contracts,
purchase orders, and processing of invoices
2. Ongoing
3. General Administration support for the
Environmental Division, Maintenance Division,
and Engineering Division
3. Ongoing
4. Serve as the primary contact and support for the
Public Works and Transportation Commission
4. Ongoing
DB- 85
4.1.b
Packet Pg. 151 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
PUBLIC WORKS DEPARTMENT
FY 2022-2023 Budget
Administration Division
OBJECTIVES
1. Assist in oversight and management of the City’s water operator.
2. Provide training opportunities across the Public Works Department.
3. Assist in monitoring and adjustment of the Gloria Way well water treatment system to provide redundancy in the water supply in case of water interruption or emergencies at the SFPUC Hetch Hetchy Water Supply Aqueduct System.
4. Assist the Engineering Division in groundwater management and monitoring
5. Assist in coordination with adjacent agencies, water providers in the City, and water interties
6. Support the Public Works and Transportation Commission
7. Contract management across the Public Works Department DB- 86
4.1.b
Packet Pg. 152 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) SOURCES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 125,300 125,300 291,500 41,667 41,667 Use of Resources 641,761 521,034 752,345 1,025,082 925,082 Special Revenue Funds 755 64,604 140,000 50,000 50,000
Capital Project Fund 56,173 40,685 40,000 40,000 40,000 Enterprise Funds 220,602 153,400 152,500 52,500 302,500 Succesor Agency Trust Fund - - - - -
TOTAL 1,044,590 905,023 1,376,345 1,209,249 1,359,249
EXPENDITURES BY DIVISION FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Engineering Division 1,044,590 905,023 1,376,345 1,209,249 1,359,249 TOTAL 1,044,590 905,023 1,376,345 1,209,249 1,359,249
CHARACTER OF EXPENDITURES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 617,210 558,247 827,945 870,099 870,099 Subtotal 617,210 558,247 827,945 870,099 870,099
Supplies and Services
Purchased Services 420,001 315,952 537,800 327,800 477,800 Supplies and Materials 2,737 2,930 7,000 7,750 7,750
Capital Expenditures 4,642 27,894 3,600 3,600 3,600
Other Expenditures - - - - -
Subtotal 427,380 346,776 548,400 339,150 489,150
TOTAL 1,044,590 905,023 1,376,345 1,209,249 1,359,249
AUTHORIZED STRENGTH FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Assistant/Associate Engineer¹ 2.00 1.75 2.00 2.00 2.00
City Engineer 1.00 1.00 1.00 1.00 1.00
Public Works Inspector 1.00 1.00 1.00 1.00 1.00
Senior Engineer¹ 1.00 - 1.00 1.00 1.00
TOTAL 5.00 3.75 5.00 5.00 5.00
¹
PUBLIC WORKS DEPARTMENT
Temporary Freeze of Vacant Position FY 2020-21
FY 2022-23 Budget
Engineering Division
Division Summary
DB- 87
4.1.b
Packet Pg. 153 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
PUBLIC WORKS DEPARTMENT
FY 2022-2023 Budget
Engineering Division Summary
The Engineering Division is responsible for the maintenance and enhancement of existing infrastructure and public facilities as well as the design and construction of new public projects and infrastructure.
Additionally, the Division is responsible for review and inspection of improvements required as part of new private developments. The Division provides primary support to the City’s Public Works and Transportation Commission, in accordance with the Municipal Code.
The Division strategically addresses the following on an ongoing basis:
• Capital Improvement Program and projects;
• Storm drain and flood protection;
• Roads/traffic and transportation (new facilities, major rehabilitation and regular maintenance); • Water utilities;
• NPDES and related Clean Water Act requirements;
• Encroachment & Grading Permits and land development/plan review. • Coordination with Caltrans and other agencies; and
• Disaster/emergency preparedness, mitigation, and recovery.
SIGNIFICANT CHANGES
FY 2021-2022 to FY 2022-2023 Budget:
The decrease of $167,096 (-12.1%) from the Adopted FY 21-22 Budget to the Baseline FY 22-23 Budget is primarily due to the expenditures of CSG contract and Traffic and Lighting surveys/ studies are either encumbered or completed.
The increase of $150,000 (12.4%) from the Baseline FY 22-23 Budget to the Proposed FY 22-23 Budget is due to increased Veolia asset management plan.
Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2021-22 Adopted $1,376,345
2022-23 Baseline $1,209,249 ($167,096) -12.1%
2022-23 Proposed $1,359,249 $150,000 12.4%
SERVICE DESCRIPTION
The Engineering Division develops and manages master infrastructure plans and capital projects to enhance community, economic and business development and retention. It manages the transportation network, coordinates maintenance of streets, facilities and infrastructure and provides development review services, ensuring adequate public improvements and services to existing and new development.
DB- 88
4.1.b
Packet Pg. 154 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
PUBLIC WORKS DEPARTMENT
FY 2022-2023 Budget
Engineering Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Construction of the
Bay Road Phase II/III Improvements Project.
1. Ongoing
2. Design and construct the
FY 21-22 Annual Street Resurfacing Project.
2. Continued through FY 22/23
3. Complete sidewalk improvements as part of the
Sidewalk Improvement Program.
3. Ongoing
4. Install bike lanes per the City’s Adopted
Bicycle Transportation Plan.
4. Ongoing
5. Coordinate and collaborate with
San Francisquito Creek Joint Powers Authority
on design, entitlements, & permitting of
Phase II Upstream Flood Control Project.
5. Ongoing
6. Coordinate with City of Palo Alto on the
construction of the Newell Bridge
Replacement Project.
6. Ongoing
7. Complete the update of the
City’s 2021 Water Master Plan.
7. Complete
8. Complete Mobility Study near-term measures. 8. Ongoing
9. Complete the Facilities Master Plan. 9. Complete
10. Complete the design package for the Addison
Avenue Improvements Project.
10. Complete
11. Complete construction of the Street Sweeping
Signage Project.
11. Complete
12. Complete construction of the Street Light
Improvement Project.
12. Continued through FY 22/23
DB- 89
4.1.b
Packet Pg. 155 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
PUBLIC WORKS DEPARTMENT
FY 2022-2023 Budget
Engineering Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
13. Adopt a Residential Streets Management Policy. 13. Complete
14. Completed the City’s Asset Management Plan 14. Complete
15. Submitted a joint application with the County
for the Clean California grant program
15. Complete
16. Submitted an application for the 2021 Urban
and Multi benefit Drought Relief grant for the
Pad D project
16. Complete
17. Submitted a TDA grant application for
intersection improvements at University
Ave./Michigan Ave.
17. Complete
18. Partnered with Veolia to establish a High
Consumption/leak detection workflow to clarify
process to address high water bills
18. Complete
19. Completed the National Pollutant Discharge
Elimination System (NPDES) Annual Report to
the State Water Resources Control Board
19. Complete
20. Completed agreements with Light Tree
Apartments for a Water storage tank at the Pad
D site and issued engineering permits
20. Complete
21. Secured the Highway Safety Improvement grant
for intersection safety improvements along
University Avenue
21. Complete
22. Complete the design package for the City Hall
Tenant Improvements Project
22. Complete
23. Perform review and approval of development
projects throughout the City.
24. Ongoing
DB- 90
4.1.b
Packet Pg. 156 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
PUBLIC WORKS DEPARTMENT
FY 2022-2023 Budget
Engineering Division
OBJECTIVES
1. Closeout Bay Road Phase II/III Improvements Project and grant reimbursements
2. Design and Construct the 21/22 Annual Street Resurfacing Project
3. Complete sidewalk improvements as part of the Sidewalk Improvement Program
4. Install bike lanes per the City’s adopted Bicycle Transportation Plan
5. Coordinate/Collaborate with SFC JPA on Design, Entitlements, & Permitting of Phase II Upstream Flood Control Project
6. Coordinate with City of Palo Alto on the design completion of the Newell Bridge Replacement Project
7. Complete the Climate Action Plan
8. Award a construction contract for the Addison Avenue Improvements Project
9. Complete construction of the Street Light Improvement Project
10. Secure construction funding and begin construction of 12” Water Transmission main along University/Cooley Avenue
11. Secure construction funding and begin construction of the Woodland water main project.
12. Execute a MOU with San Francisco Bay Bird Observatory for the Motus Station at Cooley Landing and complete construction
13. Coordinate Bay trail access with MidPen Open Space and San Francisco Public Utilities Commission (SFPUC) at locations in the northeast part of the City.
14. Work with SFPUC towards a fourth water turnout in the City
15. Award a construction contract for the University Avenue/101 pedestrian overcrossing project
16. Complete the plans, specifications, and estimates (PS&E) package for the Demeter Waterline loop project.
17. Complete plans, specifications, and estimate (PS&E) package for the Joel Davis Park Restroom project
18. Award a design contract for the University Avenue safety improvements project for various traffic signal and intersection safety improvements
19. Scope and preliminary design of O’Connor Pump station improvements
20. Perform review and approval of development projects throughout the City DB- 91
4.1.b
Packet Pg. 157 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) SOURCES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - - -
Use of Resources 1,972,267 2,177,087 2,396,220 2,817,253 2,708,253 Special Revenue Funds 637,515 534,393 980,685 1,130,982 1,130,982 Capital Project Fund - - - - -
Enterprise Funds 81,028 76,467 105,945 136,387 151,387
Succesor Agency Trust Fund - - - - -
TOTAL 2,690,810 2,787,947 3,482,850 4,084,622 3,990,622 EXPENDITURES BY DIVISION FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Maintenance Division 2,690,810 2,787,947 3,482,850 4,084,622 3,990,622 TOTAL 2,690,810 2,787,947 3,482,850 4,084,622 3,990,622 CHARACTER OF EXPENDITURES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 1,259,100 1,412,796 1,569,450 1,668,222 1,668,222 Subtotal 1,259,100 1,412,796 1,569,450 1,668,222 1,668,222 Supplies and Services
Purchased Services 980,333 905,480 1,163,400 1,475,000 1,475,000 Supplies and Materials 445,206 447,460 560,000 651,400 632,400 Capital Expenditures 6,170 22,211 190,000 290,000 215,000 Other Expenditures - - - - -
Subtotal 1,431,710 1,375,151 1,913,400 2,416,400 2,322,400 TOTAL 2,690,810 2,787,947 3,482,850 4,084,622 3,990,622 AUTHORIZED STRENGTH FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Maintenance Manager 1.00 1.00 1.00 1.00 1.00
Maintenance Worker I 4.00 4.00 4.00 4.00 4.00
Maintenance Worker II 4.00 4.00 4.00 4.00 4.00
Maintenance Worker III 2.00 2.00 2.00 2.00 2.00
Secretary I 1.00 1.00 1.00 1.00 1.00
TOTAL 12.00 12.00 12.00 12.00 12.00
Maintenance Division
Division Summary
PUBLIC WORKS DEPARTMENT
FY 2022-23 Budget
DB- 92
4.1.b
Packet Pg. 158 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
PUBLIC WORKS DEPARTMENT
FY 2022-2023 Budget
Maintenance Division
The Maintenance Division is dedicated to excellence, integrity and stewardship. To protect public health, safety and welfare of the community by providing services for parks and open spaces, street maintenance, storm water and pump station maintenance, illegal dumping and graffiti abatement program, facilities maintenance, street lighting and traffic signal maintenance, sidewalk maintenance, fleets and equipment preventive maintenance. The Division performs a range of functions, including:
Drainage District: Maintain the citywide storm drainage system, including operation of O’Connor pump station. Ensure compliance with National Pollution Discharge Elimination System (NPDES) mandates of the San Francisco Bay Regional Water Quality Control Board. Facilities: Provide maintenance services to the Senior Center facility, Police Department, Police sub-station, Corporation Yard, Community Development, Cooley Landing building, Reentry Program, Space at YMCA, Jack Farrell park and MLK Park concession buildings. Parks: Maintain Martin Luther King Jr., Jack Farrell, Bell Street, Joel Davis, Cooley Landing, and the Newbridge pocket park and Bay Road pocket parks.
Open Space Landscaping: Maintain street medians, alleyways, sound walls, Pad-D, 965 Weeks and the Rail Spurs.
Trees: Prune and maintain health of approximately 7,000 trees in public right of ways, parks and city facilities.
Graffiti Abatement Program: Remove graffiti in public right of way, facilities, bus shelters, parks, playgrounds, on regulatory signage, Bay Trails, traffic signal controller cabinets and the pump station area.
Sidewalks: Repair broken and uplifted sidewalks to prevent pedestrian trip and fall. Street: Maintaining existing streets and shoulders, repair potholes and pavement crack sealant project throughout the city.
Regulatory Signages: Install new regulatory signage and repair damaged signage including recently approved additional stop signs.
Red Curb: Maintain over four (4) miles of red- curbs (no parking zones) throughout the City. Illegal Dumping: Respond to the Clean City Program by picking up illegal dumping including hazardous material citywide.
Street Sweeping Program: Install new signage; repair damaged signs. Fleet: Manage repair and services of Community Development and Public Works Department vehicles.
Traffic Control: Provide traffic control for Covid-19 testing and vaccination sites including food give a way at the Boys & Girls Club daily.
Emergency: Respond to afterhours and weekend emergencies 24/7.
SERVICE DESCRIPTION
The Maintenance Division provides maintenance of parks, open spaces, medians, street landscaping, streetlighting, sidewalks, and city facilities. The Division operates and manages storm drain facilities including O’Connor Pump Station. The Division addresses graffiti abatement in public areas, fleet services, and managing multiple municipal service contracts.
DB- 93
4.1.b
Packet Pg. 159 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
PUBLIC WORKS DEPARTMENT
FY 2022-2023 Budget
Maintenance Division
SIGNIFICANT CHANGES
FY 2021-2022 to FY 2022-2023 Budget:
The increase of $601,772 (17.3%) from the Adopted FY 21-22 Budget to the Baseline FY 22-23 Budget is primarily due to the combination expenditures of Trees in public row, Illegal dumping cleanup, and Facilities maintenance.
The decrease of $94,000 (-2.3%) from the Baseline FY 22-23 Budget to the Proposed FY 22-23 Budget is due to the deferral of a tractor purchase.
Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2021-22 Adopted $3,482,850
2022-23 Baseline $4,084,622 $601,772 17.3%
2022-23 Proposed $3,990,622 ($94,000) -2.3%
DB- 94
4.1.b
Packet Pg. 160 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
PUBLIC WORKS DEPARTMENT
FY 2022-2023 Budget
Maintenance Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Responding to public work order requests. 1. Completed
2. Maintenance of public spaces, facilities, and
public right-of-way.
2. Completed
3. Maintenance of stormwater and underground
utilities.
3. Completed
4. Abatement of all graffiti and/or illegal
dumpling.
4. Supporting Clean City Program by
removing illegal dumping daily
5. Daily maintenance of pedestrian over crossing.
6. Install new roof at the senior center
7. Repaired pump shaft at O’Connor pump station
5. On going
6. Completed
7. Completed
8. Public Works provided traffic control for food
give away at the Boys & Girls Club.
8. On going
DB- 95
4.1.b
Packet Pg. 161 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
PUBLIC WORKS DEPARTMENT
FY 2022-2023 Budget
Maintenance Division
OBJECTIVES
1. Responding to public work order requests.
2. Maintenance of public spaces, facilities, and public right -of-way.
3. Maintenance of stormwater and underground utilities.
4. Abatement of graffiti and/or illegal dumping in the public right of way.
5. Maintaining and operating O’Connor pump station
DB- 96
4.1.b
Packet Pg. 162 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
POLICE DEPARTMENT
FY 2022-2023 Budget
CHARACTER OF EXPENDITURES
AUTHORIZED STRENGTH
FY 2022-23
Operating $13,904,744
Positions 48.15
DB- 97
4.1.b
Packet Pg. 163 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) SOURCES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 353,230 320,055 325,000 601,044 591,044 Use of Resources 10,307,173 12,072,191 12,485,700 13,372,783 13,122,229 Special Revenue Funds 259,597 392,248 365,565 191,417 191,471 Capital Project Fund - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 10,920,000 12,784,495 13,176,265 14,165,244 13,904,744 EXPENDITURES BY DIVISION FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Administration Division 4,599,420 4,551,350 4,943,120 5,566,502 5,306,002 Investigations Division 1,192,075 1,547,700 1,547,700 1,604,025 1,604,025 Operations Division 5,128,505 6,685,445 6,685,445 6,994,717 6,994,717 TOTAL 10,920,000 12,784,495 13,176,265 14,165,244 13,904,744 CHARACTER OF EXPENDITURES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 7,585,822 9,473,892 9,664,265 10,060,775 10,060,775 Subtotal 7,585,822 9,473,892 9,664,265 10,060,775 10,060,775 Supplies and Services
Purchased Services 2,778,837 2,824,534 3,111,800 3,411,169 3,394,669 Supplies and Materials 302,390 335,662 320,200 374,300 359,300 Capital Expenditures 252,952 150,406 80,000 319,000 90,000 Other Expenditures - - - - -
Subtotal 3,334,179 3,310,602 3,512,000 4,104,469 3,843,969 TOTAL 10,920,000 12,784,495 13,176,265 14,165,244 13,904,744 AUTHORIZED STRENGTH FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Administration Division 9.00 9.00 9.00 9.00 9.00
Investigations Division 11.15 11.15 11.15 11.15 11.15
Operations Division 27.00 28.00 28.00 28.00 28.00
TOTAL 47.15 48.15 48.15 48.15 48.15
POLICE DEPARTMENT
FY 2022-2023 Budget
Department Summary
DB- 98
4.1.b
Packet Pg. 164 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
POLICE DEPARTMENT
FY 2022-2023 Budget
Department Summary
The Divisions of the Police Department consist of Administration, Investigations and Operations.
The emphasis of Fiscal Year 2022 - 2023 budget is to maintain current service levels to the public. Attention will be focused on the priority of employee and organizational development, as well as community policing and crime reduction. In addition, the department will focus on ongoing maintenance of mandated services for general law enforcement, vehicle abatement and emergency response (as a single agency or in concert with other federal, state, and/or local agencies). The Police Department will strive for successful completion of the following strategic priorities:
Administration:
1. Develop a Detailed Strategy around the Location of the Future Police Department
2. Ongoing Recruitment of New Personnel
3. Increase staff development and training
Operations:
1. Staff “The Racial and Identity Profiling Act” (RIPA) Management Analyst for Stop data collection
2. Train New Police Personnel members
3. Maintain existing and develop new community engagement projects Investigations:
1. Appoint and Train one new detective
2. Resume Cold Case Investigations
3. Train new CSA’s
Note: The establishment of a Pilot Traffic Enforcement Division for the Police Department is deferred pending funding availability.
MISSION STATEMENT
The Mission of the East Palo Alto Police Department is to provide quality police service and work in partnership with the community to preserve the peace, establish a safe environment and do so with emphasis on mutual trust and respect.
DB- 99
4.1.b
Packet Pg. 165 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Total FTE’s: 48.15
POLICE DEPARTMENT
FY 2022-2023 Budget
David Team
1 Sgt., 6 Officers
Records Unit
Supervisor (1)
Records Clerks I/II (4)
Property & Evidence
Property Officer
Criminal Investigations
Adam Team Detectives (4)
1 Sgt., 6 Officers
Charles Team
1 Sgt., 6 Officers
Administrative Sergeant
Operations
Commander Investigations
Commander
Administrative
Services
Boy Team
1 Sgt., 6 Officers
Community Services Officer
PT Cold Case Investigator
(.5)
POLICE CHIEF
Jeff Liu (Acting)
Administrative
Manager
PT Community Service Aide
(6)
Management Analyst –
RIPA (.5)
DB- 100
4.1.b
Packet Pg. 166 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No.
SOURCES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 30,055 30,055 35,000 233,107 223,107 Use of Resources 4,420,770 4,401,111 4,814,620 5,203,895 4,953,395 Special Revenue Funds 148,595 120,183 93,500 129,500 129,500 Capital Project Fund - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 4,599,420 4,551,350 4,943,120 5,566,502 5,306,002 EXPENDITURES BY DIVISION FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Administration Division 4,599,420 4,551,350 4,943,120 5,566,502 5,306,002 TOTAL 4,599,420 4,551,350 4,943,120 5,566,502 5,306,002 CHARACTER OF EXPENDITURES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 1,376,085 1,363,447 1,553,820 1,610,033 1,610,033 Subtotal 1,376,085 1,363,447 1,553,820 1,610,033 1,610,033 Supplies and Services
Purchased Services 2,770,697 2,824,534 3,111,800 3,411,169 3,394,669 Supplies and Materials 212,129 212,962 197,500 226,300 211,300 Capital Expenditures 240,510 150,406 80,000 319,000 90,000 Other Expenditures - - - - -
Subtotal 3,223,336 3,187,902 3,389,300 3,956,469 3,695,969 TOTAL 4,599,420 4,551,350 4,943,120 5,566,502 5,306,002 AUTHORIZED STRENGTH FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Police Chief 1.00 1.00 1.00 1.00 1.00
Support Services Manager 1.00 1.00 1.00 1.00 1.00
Property and Evidence Officer 1.00 1.00 1.00 1.00 1.00
Police Record's Clerk I/II 4.00 4.00 4.00 4.00 4.00
Police Record's Supervisor 1.00 1.00 1.00 1.00 1.00
Police Sergeant 1.00 1.00 1.00 1.00 1.00
TOTAL 9.00 9.00 9.00 9.00 9.00
Administration Division
Division Summary
POLICE DEPARTMENT
FY 2022-2023 Budget
DB- 101
4.1.b
Packet Pg. 167 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
POLICE DEPARTMENT
FY 2022-2023 Budget
Administration Division Summary
Under the supervision of the Chief of Police, Professional Standards Conduct Unit-Sergeant and the Administrative Services Manager, the Division is comprised of the Records Section, including the Property and Evidence officer. The Administration Division has a direct staffing level of 9.5 positions.
SIGNIFICANT CHANGES
FY 2021-2022 to FY 2022-2023 Budget:
The increase of $623,382 (12.6%) from the Adopted FY 2021-22 Budget to the Baseline FY 2022-23 Budget is primarily due to the increased personnel costs ($56,000), building repairs ($110,000), two rolling stock purchase ($180,000).
The decrease of $260,500 (-4.7%) from the Baseline FY 2022-23 Budget to the Proposed FY 2022-23 Budget is due to the deferred building maintenance and deferred one vehicle purchase.
Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2021-22 Adopted $4,943,120
2022-23 Baseline $5,566,502 $623,382 12.6%
2022-23 Proposed $5,306,002 ($260,500) -4.7%
SERVICE DESCRIPTION
The Administration Division provides direction, coordination, and oversight to police employees and operations involving grants, contracts, policy matters, training, discipline, and purchasing.
DB- 102
4.1.b
Packet Pg. 168 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
POLICE DEPARTMENT
FY 2022-2023 Budget
Administration Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Develop a detailed strategy for the new Police
Department building.
1. Ongoing
2. Explore and implement contemporary public
safety initiatives
2. Ongoing
3. Continue recruitment and development of new
personnel.
3. Ongoing
DB- 103
4.1.b
Packet Pg. 169 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
POLICE DEPARTMENT
FY 2022-2023 Budget
Administration Division
OBJECTIVES
1. Develop a detailed strategy for the new Police Department Building.
2. Ongoing Recruitment of New Personnel
3. Increase staff development and training
DB- 104
4.1.b
Packet Pg. 170 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Division Summary
SOURCES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 287,645 287,645 250,000 66,465 66,465 Use of Resources 798,199 906,964 1,237,625 1,475,643 1,475,589 Special Revenue Funds 106,231 106,231 60,075 61,917 61,971 Capital Project Fund - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 1,192,075 1,300,840 1,547,700 1,604,025 1,604,025 EXPENDITURES BY DIVISION FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Investigations Division 1,192,075 1,300,840 1,547,700 1,604,025 1,604,025 TOTAL 1,192,075 1,300,840 1,547,700 1,604,025 1,604,025 CHARACTER OF EXPENDITURES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 1,186,135 1,294,968 1,545,000 1,594,025 1,594,025 Subtotal 1,186,135 1,294,968 1,545,000 1,594,025 1,594,025 Supplies and Services
Purchased Services 1,531 1,420 - - -
Supplies and Materials 798 4,452 2,700 10,000 10,000
Capital Expenditures 3,611 - - - -
Other Expenditures - - - - -
Subtotal 5,940 5,872 2,700 10,000 10,000
TOTAL 1,192,075 1,300,840 1,547,700 1,604,025 1,604,025 AUTHORIZED STRENGTH FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Commander 1.00 1.00 1.00 1.00 1.00
Police Officer 6.00 6.00 6.00 6.00 6.00
Community Services Officer 1.00 1.00 1.00 1.00 1.00
Cold Case Investigator (PT) 0.45 0.45 0.45 0.45 0.45
Community Service Aide (6 PT) 2.70 2.70 2.70 2.70 2.70
TOTAL 11.15 11.15 11.15 11.15 11.15
Investigations Division
POLICE DEPARTMENT
FY 2022-2023 Budget
DB- 105
4.1.b
Packet Pg. 171 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
POLICE DEPARTMENT
FY 2022-2023 Budget
Investigations Division Summary
Under the direct supervision of the Criminal Investigations Commander, the Investigations Division is comprised of (1) Commander (4) Police Officers (Detectives) and (1) Part-time Detective Investigating “Cold Case” Homicides.
Additionally, The Commander is responsible for up to (6) Permanent Part-Time positions assigned to Parking Enforcement.
SIGNIFICANT CHANGES
FY 2021-2022 to FY 2022-2023 Budget:
The increase of $56,325 (3.6%) from the Adopted FY 2021-22 Budget to the Baseline FY 2022-23 Budget is primarily due to personnel cost.
There is no change from the FY 2022-23 Baseline Budget to the FY 2022-23 Proposed Budget.
Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2021-22 Adopted $1,547,700
2022-23 Baseline $1,604,025 $56,325 3.6%
2022-23 Proposed $1,604,025 $0 0.0%
SERVICE DESCRIPTION
The Investigations Division conducts all major criminal investigations, including homicides and aggravated assaults.
DB- 106
4.1.b
Packet Pg. 172 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
POLICE DEPARTMENT
FY 2022-2023 Budget
Investigations Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Appoint and train one new detective. 1. Ongoing
2. Resume Cold Case Investigations. 2. Ongoing
3. Train new Community Services Aides. 3. Ongoing
DB- 107
4.1.b
Packet Pg. 173 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
POLICE DEPARTMENT
FY 2022-2023 Budget
Investigations Division
OBJECTIVES
1. Resume Cold Case Investigations
2. Train new CSA’s
3. Appoint and train a new detective
DB- 108
4.1.b
Packet Pg. 174 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Division Summary
SOURCES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 35,530 35,530 40,000 301,472 301,472 Use of Resources 5,088,205 5,736,935 6,433,455 6,693,245 6,693,245 Special Revenue Funds 4,770 4,770 211,990 - -
Capital Project Fund - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
5,128,505 5,777,235 6,685,445 6,994,717 6,994,717
EXPENDITURES BY DIVISION FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Operations Division 5,128,505 5,777,235 6,685,445 6,994,717 6,994,717 TOTAL 5,128,505 5,777,235 6,685,445 6,994,717 6,994,717 CHARACTER OF EXPENDITURES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 5,023,602 5,655,606 6,565,445 6,856,717 6,856,717 Subtotal 5,023,602 5,655,606 6,565,445 6,856,717 6,856,717 Supplies and Services
Purchased Services 6,609 3,565 - - -
Supplies and Materials 89,463 118,063 120,000 138,000 138,000 Capital Expenditures 8,831 - - - -
Other Expenditures - - - - -
Subtotal 104,903 121,628 120,000 138,000 138,000
TOTAL 5,128,505 5,777,235 6,685,445 6,994,717 6,994,717 AUTHORIZED STRENGTH FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Commander 1.00 1.00 1.00 1.00 1.00
Police Sergeant 4.00 4.00 4.00 4.00 4.00
Police Officer 22.00 23.00 23.00 23.00 23.00
TOTAL 27.00 28.00 28.00 28.00 28.00
POLICE DEPARTMENT
FY 2022-2023 Budget
Operations Division
DB- 109
4.1.b
Packet Pg. 175 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
POLICE DEPARTMENT
FY 2022-2023 Budget
Operations Division Summary
Under the direction of the Chief of Police, the Operations Division is led by (1) Commander. The Operations Division performs police patrols, calls for service response, traffic enforcement, and special enforcement activities. The Operations Division has a direct staffing level of 29 positions.
SIGNIFICANT CHANGES
FY 2021-2022 to FY 2022-2023 Budget:
The increase of $309,272 (4.6%) from the Adopted FY 2021-22 Budget to the Baseline FY 2022-23 Budget is primarily due to personnel costs increase.
There is no change from the FY 2022-23 Baseline Budget to the FY 2022-23 Proposed Budget.
Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2021-22 Adopted $6,685,445
2022-23 Baseline $6,994,717 $309,272 4.6%
2022-23 Proposed $6,994,717 $0 0.0%
SERVICE DESCRIPTION
The Operations Division provides effective police services throughout the City, handle service calls, engages in problem-solving with the community, and keeps the peace.
DB- 110
4.1.b
Packet Pg. 176 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
POLICE DEPARTMENT
FY 2022-2023 Budget
Operations Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Staff a Racial Identity Profiling Act
implementation and management team.
1. Ongoing
2. Staff a Traffic Division (Deferred for indefinite
period).
2. Deferred by City Council
3. Train New Police Personnel members. 3. Ongoing
DB- 111
4.1.b
Packet Pg. 177 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
POLICE DEPARTMENT
FY 2022-2023 Budget
Operations Division
OBJECTIVES
1. Implement “Racial and Identity Profiling Act” mandates
2. Train and develop new Police Officers
3. Maintain existing and develop new community engagement projects DB- 112
4.1.b
Packet Pg. 178 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)
NON-DEPARTMENTAL
FY 2022-2023 Budget
CHARACTER OF EXPENDITURES
Bonded Debt
Service
23%
Purchased Services
58%
Insurance
13%
Other
6%
FY 2022-23
Operating $6,707,740
DB- 113
4.1.b
Packet Pg. 179 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) SOURCES FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - - -
Use of Resources 800,813 1,163,728 1,635,790 1,934,745 1,934,745 Special Revenue Funds 248,178 239,542 249,010 271,677 271,677 Capital Project Fund - - - - -
Enterprise Funds 2,774,120 2,816,463 2,654,630 2,879,508 2,879,508 Succesor Agency Trust Fund 724,549 522,487 1,646,190 1,621,810 1,621,810 4,547,660 4,742,220 6,185,620 6,707,740 6,707,740
EXPENDITURES BY DEPARTMENT FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2022-23 Actual Actual Adopted Baseline Proposed
Information Technology* 262,905 131,363 341,600 301,210 301,210 Subtotal 262,905 131,363 341,600 301,210 301,210
Debt Service and Related (Successor) 577,131 522,047 1,580,690 1,556,310 1,556,310 Subtotal 577,131 522,047 1,580,690 1,556,310 1,556,310
Insurance and Settlements 296,138 386,865 615,000 897,170 897,170 Subtotal 296,138 386,865 615,000 897,170 897,170
Other Non-Departmental
Purchased Services 3,230,260 3,350,594 3,572,830 3,877,050 3,877,050 Supplies and Materials 20,825 8,739 10,000 10,500 10,500 Low Income Housing Advances - - 60,000 60,000 60,000
Other Charges 160,398 342,612 5,500 5,500 5,500
Subtotal 3,411,483 3,701,945 3,648,330 3,953,050 3,953,050 TOTAL 4,547,657 4,742,220 6,185,620 6,707,740 6,707,740 *Excludes capital equipment purchases budgeted directly in department or division.
NON-DEPARTMENTAL
FY 2022-2023 Budget
Department Summary
DB- 114
4.1.b
Packet Pg. 180 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Miscellaneous
Introduction
This section contains the following items of interest:
MISC- 2: FY 2022-23 Capital Improvement Funding
MISC- 3: FY 2022-23 Measure P Budget
MISC- 4: FY 2022-23 Cost Allocation Plan Overhead
Charges
MISC- 1
4.1.b
Packet Pg. 181 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) PROJECT # DESCRIPTION FUND SOURCE TOTAL
WD-04C University/Cooley 12" Water Main F301 Capital Improvement Fund $ 700,000 PK-17 Joel Davis Park Restroom F301 Capital Improvement Fund $ 155,410 Sub-total Capitla Improvement Fund $ 855,410
ST-07 Street Resurfacing Program F201 State Gas Tax - SB1 Funds $ 550,000 Sub-total State Gas Tax $ 550,000
ST-07 Street Resurfacing Program F202 Measure A $ 500,000 Sub-total Measure A $ 500,000
ST-11 Sidewalk Repair F234 Measure W $ 200,000
Sub-total Measure W $ 200,000
WD-04C University/Cooley 12" Water Main F511 Water Capital $ 4,014,000 Sub-total water Capital $ 4,014,000
WD-04C University/Cooley 12" Water Main F513 Water Capacity Fee $ 456,000 Sub-total Water Meter $ 456,000
TOTAL FY 2021-22 PROPOSED CIP FUNDING $ 6,575,410
Note:
Major CIP does not include technology asset replacement.
FY 2022-2023 Capital Improvement Funding
MISC- 2
4.1.b
Packet Pg. 182 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) FY 2021-22 Adopted
FY 2022-23
Proposed
Measure P Local TUT $ 2,025,000 $ 2,269,000
CD Director 189,170 209,220
Community Service Aides Programs 44,560 55,000
Clean Zone - Project WeHope - 5,000
Capital Transfers:
Unallocated1 579,085 700,000
812,815 969,220
Net Available - Other General Purposes $ 1,212,185 $ 1,299,780 1 Pending Council approval
FY 2022-2023 Measure P Budget
MISC- 3
4.1.b
Packet Pg. 183 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) Allocating General State Gas
Tax Measure A NPDES Rent Stabilization
Housing
in Lieu
Housing
Assistance
Housing
TOT
LMIH
Successor
Fund
Lighting
District
Drainage
District
CYSFF
TOT
Water
Lease
Garbage
Service
Trust and
Agency
F010 F201 F202 F203 F204 F207 F209 F218 F220 F221 F222 F231 F510 F520 F705 Bld (28,044) - - - - - - - - - 28,044 - - - -
Equip (1,661) - - - 1,661 - - - - - - - - - -
CC (32,139) 5,745 75 2,653 6,327 1,783 72 2,115 662 1,359 1,795 1,189 6,514 1,852 - CA (162,823) 14,259 255 8,939 98,354 2,065 240 2,813 2,229 6,000 4,937 4,007 14,509 4,217 - CM (135,030) 25,584 387 13,575 25,819 6,174 366 7,593 3,385 6,377 7,533 6,086 24,189 7,962 - Clerk (33,738) 5,826 42 2,073 7,462 1,572 39 2,108 368 1,841 2,394 662 6,814 2,539 - Admin Srvs (30,985) 2,614 - 1,271 3,086 - - - - 1,307 1,307 19,017 - 2,384 - HR (56,186) 12,272 - 5,965 14,487 - - - - 6,136 6,136 - - 11,189 - Fin (145,113) 32,297 571 22,136 26,385 1,550 540 2,943 5,000 10,483 9,219 8,986 13,201 11,802 - Maint (18,113) - - - - - - - - - 18,113 - - - -
Non-Dept (93,681) 15,689 339 11,889 38,354 210 341 971 2,966 4,543 3,663 5,332 5,076 4,309 - Admin Srvs (26,574) 5,804 - 2,821 6,853 - - - - 2,902 2,902 - - 5,292 - Non-Dept (20,058) 4,380 - 2,129 5,172 - - - - 2,191 2,191 - - 3,995 - CA (3,762) 822 - 399 970 - - - - 411 411 - - 749 -
Non-Dept (19,596) 4,279 - 2,081 5,052 - - - - 2,140 2,140 - - 3,903 - Admin-PW - - - - - - - - - - - - - - -
Admin-CDD (42,346) - - - 16,804 16,804 - 8,738 - - - - - - - Successor Charges (11,882) - - - - - - - - - - - - - 11,882 Total1 861,730 129,570 1,670 75,930 256,790 30,160 1,595 27,280 14,610 45,690 90,785 45,280 70,300 60,190 11,880
1. Totals rounded to the nearest 5.
FY 2022-23 Cost Allocation Plan Overhead Charges
MISC- 4
4.1.b
Packet Pg. 184 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No.
GLOS- 1
Glossary
AB x1 26 - legislation adopted and signed by
Governor Jerry Brown in June 2011 and upheld by
the California Supreme Court in California
Redevelopment Association, et al. v. Ana
Matosantos,et al., which eliminated redevelopment
agencies. As a result, the Redevelopment Agency
of the City of East Palo Alto (RDA) was dissolved
effective February 1, 2012. AB x1 26 provides that
the City may become the Successor Agency to the
Redevelopment Agency (affirmed by the City
Council on January 10, 2012), and continue to
satisfy “enforceable obligations” of the former
RDA and administer the dissolution and wind down
of the former RDA
AB 1484 - legislation adopted and signed by
Governor Jerry Brown in June 2012 that amended
various provisions of AB x1 26.
ADOPTED BUDGET - The City budget for a
fiscal year, adopted by the City Council by
resolution following the close of budget hearings.
APPROPRIATION - Legal authorization granted
by City Council or other policy body to make
expenditures and incur obligations for a specific
purpose within a specific time frame.
ASSESSED VALUATION - A dollar value placed
on real estate or other property by the County as a
basis for levying property taxes.
AUDIT - A review of the City's accounts by an
independent auditing firm to substantiate fiscal
year-end balances and assure compliance with
generally accepted standards for financial
accounting and reporting.
AVAILABLE FUND BALANCE - The amount
of fund balance available to finance appropriation
requirements after deducting reserves.
BOND PROCEEDS - The money paid to the
issuer by the purchaser or underwriter of a new
issue of municipal securities. These moneys are
used to finance the project or purpose for which the
securities were issued and to pay certain costs of
issuance as may be provided in the bond contract.
BONDS - A certificate of debt issued by an entity,
guaranteeing payment of the original investment,
plus interest, by a specified future date.
BUDGET - A plan of financial operation,
embodying an estimate of expenditures/ expenses
for a given period (typically a fiscal year) and the
means of financing them (revenue estimates).
Upon approval by the City Council, the budget
appropriation resolution is the legal basis for
expenditures in the fiscal year.
BUDGET AUTHORITY - Under certain
circumstances, the City Council may adjust the
budgeted appropriations for reasons unforeseen at
the time of the adoption of the original budget.
Such amendments are made by Council resolution.
The City Manager may make transfers of
appropriations within a fund.
BUDGETARY CONTROL – The control or
management of a government or enterprise in
accordance with an approved budget to keep
expenditures within the limitations of available
appropriations and available revenues.
BUSINESS LICENSE TAX - This is a general tax
on businesses for the privilege of conducting
business within the city. Rates are set at each city’s
discretion but may not be discriminatory or
confiscatory.
CAPITAL IMPROVEMENT BUDGET -
Annual appropriations for capital improvement
projects such as street improvements, building
construction and various kinds of major facility
maintenance. Capital projects are outlined in a
five-year expenditure plan which details funding
sources and expenditure amounts. They often are
multi-year projects which require funding beyond
the one-year period of the annual budget.
CAPITAL OUTLAY - Expenditures which result
in the acquisition of, or addition to, fixed assets.
CAPITAL PROJECT - Any project having assets
of significant value and a useful life of five years or more. Capital projects include the purchase of land,
design, engineering, and construction of buildings,
infrastructure such as streets, bridges, drainage,
street lighting, water/sewer systems, etc. Capital
projects may include the acquisition of heavy
equipment management control technique of
4.1.b
Packet Pg. 185 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) GLOS- 2
formal budgetary and machinery or rolling stock
using capital funding sources.
CAPITAL PROJECTS FUND - A fund created to
account for financial resources to be used for the
acquisition or construction of major capital
facilities (other than those financed by proprietary
funds and trust funds).
CAPITALIZATION POLICY - The criteria used
by a government to determine which outlays should
be reported as fixed assets.
CASH WITH FISCAL AGENT - An asset
account reflecting deposits with fiscal agents, such
as commercial banks, for the payment of bond
principal and interest.
CAPITAL INVESTMENT PROGRAM (CIP) -
A section in the five-year capital plan listing
projects for which some level of funding is
available.
COMMUNITY ORIENTED POLICING
SERVICES (COPS) - A grant program supporting
community involvement offered by the U.S.
Department of Justice.
CONSUMER PRICE INDEX (CPI) - A
statistical description of price levels provided by
the U.S. Department of Labor. The change in this
index from year to year is used to measure the cost
of living and economic inflation.
CONTINGENCY - An amount of money
appropriated for unforeseen expenditures. It is
limited to not more than 15% of the appropriations
in any fund.
CURRENT SERVICE CHARGES - These are
charges imposed to support services provided to
individuals. These charges may not exceed the cost
of providing the service plus overhead. The
rationale behind service charges is that certain
services are primarily for the benefit of individuals
rather than the general public.
DEBT SERVICE - Payment of the principal and
interest on an obligation resulting from the issuance
of bonds, notes or leasing arrangements.
DEBT SERVICE FUND - A fund established to
account for the accumulation of resources for, and
the payment of, general long term debt principal
and interest.
DEFICIT - An excess of expenditures or expenses
over revenues (resources).
DEPARTMENT - An organizational unit
comprised of divisions or programs. It is the basic
unit of service responsibility encompassing a broad
mandate of related activities.
DEPRECIATION - (1) Expiration in the service
life of fixed assets, other than wasting assets,
attributable to wear and tear, deterioration, action of the physical elements, inadequacy and
obsolescence. (2) The portion of the cost of a fixed
asset, other than wasting assets, charged as an
expense during a particular period. In accounting
for depreciation, the cost of a fixed asset, less any
salvage value, is prorated over the estimated service
life of such an asset, and each period is charged with
a portion of such cost. Through this process, the
entire cost of the asset is ultimately charged off as
an expense.
DESIGNATED FUND BALANCE- A portion of
an unreserved fund balance that has been
“earmarked” by the City Manager or the City
Council for specified purposes.
DESIGNATION - An account containing money
set aside by the City Council for a specific future
use. Money in a designation is earmarked for
specific use, but may not be legally restricted to that use.
DEVELOPMENT IMPACT FEES - Fees placed
on the development of land or conditions required
for the approval of a development project such as
the donation (“dedication” or “exaction”) of certain
lands (or money) to specific public uses. The fees
are typically justified as an offset to the future
impact that development will have on existing
infrastructure.
DIVISION - A sub-section (or activity) within a
department which furthers the objectives of the City
by providing specific services or programs.
ENCUMBERANCE - An anticipated expenditure
committed for the payment of goods and services
not yet received or paid for. Used in budgeting,
encumbrances are not GAAP expenditures or
liabilities, but represent the estimated amount of
4.1.b
Packet Pg. 186 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) GLOS- 3
expenditures ultimately to result if unperformed
contracts in process are completed.
ENTERPRISE FUND - A fund established to
account for operations financed and operated in a
manner similar to private business enterprises (e.g.,
water, gas and electric utilities, airports, parking
garages, or transit systems). In this case the
governing body intends that costs (i.e., expenses,
including depreciation) of providing goods or
services to the general public on a continuing basis
be financed or recovered primarily through user
charges. A fund established because the governing
body has decided that periodic determination of
revenues earned, expenses incurred and/or net
income is appropriate for capital maintenance,
public policy, management controls, accountability
or other purposes.
ERAF - Educational Revenue Augmentation Fund.
The state enacted legislation in 1992 whereby
partial responsibility of funding education was
shifted to local governments, directing specified
amounts of local agency property taxes to be
deposited into such funds to support schools.
EXCESS ERAF REFUND - Accounts for the
remaining funds in ERAF account after the County
of San Mateo has met the State’s revenue limits for
schools and community colleges. The revenue limit
is based on several factors such as average daily
attendance and cost of living increases. The excess
is then refunded proportionally to each agency’s
contribution based on state statue.
EXPENDITURES - Monies spent, including
current operating expenses, debt service and capital
outlays.
EXPENSE - The actual spending of funds by an
enterprise fund set aside by an appropriation.
FINES FORFEITURES AND PENALTIES -
Revenues received and/or bail monies forfeited
upon conviction of a misdemeanor or municipal
infraction.
FISCAL YEAR - In accounting terms, it is the net
of a twelve-month period used for budgeting and
accounting purposes. For the City of East Palo
Alto, the fiscal year is from July 1 to June 30.
FIXED ASSETS - Long-lived tangible assets
obtained or controlled as a result of past
transactions, events or circumstances. Fixed assets
include buildings, equipment, and improvements
other than buildings and land. In the private sector,
these assets are referred to most often as property,
plant and equipment.
FORFEITURE- See Fines, forfeitures, and
penalties.
FRANCHISES FEES- Fees paid to a municipality
from a franchisee for “rental” or as a “toll” for the
use of city streets and rights-of-way. The businesses
required to pay franchise fees in East Palo Alto
include utilities such as water, gas, electricity, cable television and solid waste collection and disposal.
Telephone utilities are specifically exempted from
franchise fees by State law.
FULL-TIME EQUIVALENT (FTE) - The
amount of time a regular full or part-time position
has been budgeted for in terms of the amount of
time an employee works in a year. Except as noted,
part-time services provided by casual/seasonal
employees, such as those for summer recreation
programs, are not included.
FUND - An independent fiscal and accounting
entity with a self-balancing set of accounts.
Examples are the General Fund, Special Revenue
Funds, Capital Projects, Enterprise, and Internal
Service Funds.
FUND BALANCE - The amount of financial
resources available for use. Generally, this
represents a summary of all the annual operating
surpluses and deficits since the fund's inception.
FY - Fiscal year.
GASOLINE TAX (HIGHWAY USERS TAX) -
The Gasoline Tax is a 26-cent per gallon tax on fuel
used to propel a motor vehicle or aircraft. The use
of these revenues is restricted to “research,
planning, construction, improvement, maintenance, and operation of public streets and highways or public mass transit guideways”. The basic means
of distribution to cities is population. The allocation formula is very complicated.
GENERAL FUND - The primary fund used to
account for all revenues and expenditures of the
City not legally restricted as to use. This fund is
used to offset the cost of the City's general
4.1.b
Packet Pg. 187 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) GLOS- 4
operations. Examples of departments financed by
the General Fund include the Police and
Administrative Support Services Departments,
such as the City Manager’s Office.
GOVERNMENT ACCOUNTING
STANDARDS BOARD (GASB) - A standardsetting body, associated with the Financial Accounting Foundation, which prescribes standard
accounting practices for governmental units.
GRANT - Contributions, gifts of cash or other
assets from another governmental entity to be used
or expended for a specific purpose, activity or
facility.
HOMEOWNER’S PROPERTY TAX RELIEF -
Revenue from the state to offset city loss of
property tax for state-imposed $7,000 per dwelling
homeowner exemption.
INFRASTRUCTURE - Facilities on which the
continuance and growth of a community depend,
such as streets and roads, sewers, public buildings,
parks, etc.
INTRAFUND TRANSFERS - A transfer of
moneys between departments in the same fund.
INVESTMENT EARNINGS - Revenue earned
from the investment of idle public funds.
JOING POWERS AUTHORITY - The Joint
Exercise of Powers Act authorizes local public
agencies to exercise common powers and to form
joint powers authorities (JPAs) for the purpose of
jointly receiving or providing specific services.
LEGAL LEVEL OF BUDGETARY
CONTROL - The level at which spending in
excess of budgeted amounts would be a violation of
law.
LEVEL OF BUDGETARY CONTROL - One of
the three possible levels of budgetary control and
authority to which organizations, programs,
activities and functions may be subject. These
levels of budgetary control are: (a) appropriated
budget, (b) legally authorized non-appropriated
budget review and approval process, which is
outside the appropriated budget process or (c) nonbudgeted financial activities, which are not subject to the appropriated budget and the appropriation
process or to any legally authorized nonappropriated budget review and approval process, but still are relevant for sound financial
management and oversight.
LEVY - (Verb) to impose taxes, special
assessments or service charges for the support of
governmental activities; (noun) the total amounts of
taxes, and/or special assessments and/or service
charges imposed by a governmental agency.
LICENESES AND PERMITS - Charge designed
to reimburse City for costs of regulating activities
being licensed, such as licensing of animals and
bicycles, etc.
LIEN - A claim on assets, especially property, for
the payment of taxes or utility service charges.
LIQUIDITY - Refers to the ability to rapidly
convert an investment into cash.
LOCAL AGENCY INVESTMENT FUND
(LAIF) - Was established by the state to enable
treasurers to place idle funds in a pool for
investment. Each agency is currently limited to
LAIF to an investment of $20 million plus any bond
proceeds.
MISSION STATEMENT- A succinct description
of the scope and purpose of a City department.
MEASURE C PARCEL TAX – A measure pass
by the voters on the November 2006 ballot that calls
for a 10 year special tax on all City parcels.
Revenue generated from such tax will be used for
public safety and crime prevention programs.
MOTOR VEHICLE IN-LIEU FEES - State
residents pay a fee to the State each year that is
computed as a percent of the depreciated value of
their motor vehicles. Each city and county in
California receives a portion, based on population,
of the total motor vehicle license fees collected by
the State. In 2004, the State reduced local
government allocation from 2.0% to 0.67%. The
difference of 1.33% was a swap for local property
tax, now known as Property Tax in Lieu of VLF.
OBJECTIVES - The expected results or
achievements of a budget activity which can be
measured and achieved within a given time frame.
Achievement of the objective advances the
organization towards a corresponding goal.
OPERATING BUDGET - Annual appropriation
of funds for on-going program costs, including
4.1.b
Packet Pg. 188 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) GLOS- 5
salaries and benefits, services and supplies, debt
service and capital outlay.
ORDINANCE - A formal legislative enactment by
the City Council. It has the full force and effect of
law within City boundaries unless preempted by a
higher form of law. An ordinance has a higher legal
OTHER EXPENDITURES- This category
reflects transfer outs of the General Fund and excise
tax settlement payments. Transfers are used to
move funds to other operating funds in order to
finance the operations of another fund or to
reimburse the other fund for certain services
provided to the General Fund.
OTHER FINANCING SOURCES -
Governmental fund general long-term debt
proceeds, amounts equal to the present value of
minimum lease payments arising from capital
leases, proceeds from the sale of general fixed
assets, and operating transfers in.
OTHER FINANCING USES - Governmental
fund operating transfers out and the amount of
refunding bond proceeds deposited with the escrow
agent. Such amounts are classified separately from
expenditures on the governmental operating
statement.
OTHER REVENUES - This category includes
reimbursements from other government agencies,
interest earned on investments and contributions.
This category also includes some loan repayments
made to the General Fund, i.e., from the
Redevelopment Agency for budget purposes only.
OVERHEAD ALLOCATION - A methodology
for identifying and allocating overhead, (indirect)
costs incurred by central services departments to
the direct cost programs.
OVERSIGHT BOARD – this board provides
some oversight to the Successor Agency (see
definition) and has the fiduciary responsibility to
holders of enforceable obligations and the taxing
entities that benefit from the distribution of the
revenues, especially property tax revenue.
PERFORMANCE MEASURE- An annual
indicator of achievement or measures of prediction
for a program of work unit as defined in the
organization of the budget. Measures may be
expressed as a number count, fraction, or a percent
of achievement related to the size of the problem or
service being provided.
PERMITS, FEES AND CHARGES FOR
SERVICES- This category includes the City’s
charges and fees for licenses and permits issued by
the City; as well as, the community development
services of staff, provided to customers. The
license and permit revenues are designed to
reimburse the City for costs of regulating the
activities being licensed. Fees and charges for
services are imposed to support services provided
to individuals and businesses.
PERS - Public Employees’ Retirement System.
P.O.S.T - Peace Officer Standards and Training - a
State reimbursement program for Police Officer
Training.
PROPERTY TAX - Homes, businesses, and other
taxable real and personal property are subject to a
property tax rate of 1% of assessed value. Since
Proposition 13 was enacted in 1978, the assessed
valuation of real property in the “base year” of
1975-1976 may increase each year by the change in
the Consumer Price Index (CPI), not to exceed 2%
as long as it is held by the same owner. When there
is a transfer of property ownership, or when
property is newly constructed, it is reappraised at its current full market value. The property tax is
imposed on real property (land and permanently
attached improvements such as buildings) and
tangible personal property (movable property)
located within the state. By definition, this ad
valorem tax is based on the property value, as
defined in law, rather than on a fixed amount or
benefit.
ADOPTED BUDGET - The financial and
operating document submitted by the City Manager
to the City Council for consideration.
PROPOSITION 13 - Article XIIIA of the
California Constitution, commonly known as
Proposition 13, which limits the maximum annual
increase of any ad valorem tax on real property to
1% of the full cash value of such property.
PURCHASED SERVICES - This category covers
a wide-range of services such as consulting
services, outside professional, legal, and auditing
4.1.b
Packet Pg. 189 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) GLOS- 6
services, county services, i.e., supplemental police
patrol, and animal control services; City facilities
maintenance services, etc.
RDA - Redevelopment Agency.
RECEIVABLES-REDEVELOPMENT
AGENCY- This receivable sets out amounts due
the City from the Redevelopment Agency making
those funds unavailable for appropriations until
received.
REGULAR POSTISION - Any permanent
position in the classified service that is required to
be filled through certification, or by provisional
appointment.
REIMBURSEMENT FOR STATE
MANDATED COSTS - Article XIIIB, Section 6
of the California Constitution which requires the
State to reimburse local agencies for the cost of
state-imposed programs. Process is commonly
called “SB 90” after its original 1972 legislation.
RESERVE - An account used to record a portion
of the fund balance as legally segregated for a
specific use, usually at a future time.
RESOLUTION - A special order of the City
Council which has a lower legal standing than an
ordinance.
REVENUES - Monies received or anticipated by a
local government from both tax and non-tax
sources during the fiscal year.
SALARIES AND BENEFITS - This major
category accounts for full-time and part-time
employees, overtime expenses and all employee
benefits, such as medical, dental, retirement, life
insurance, long term disability, and workers
compensation. Where applicable, uniform
allowance is also included in this category.
SALES TAX - This tax is levied on goods and
services at the point-of-sale. Sales tax in San Mateo
County is 8.25% of which approximately 1% is
returned to East Palo Alto for those sales which take
place in East Palo Alto.
SB 90 - Reimbursement process for state mandated
costs, named after its original 1972 legislation.
SERVICE CHARGES - Charges imposed to
support services to individuals or to cover the cost
of providing such services. The fees charged are
limited to the cost of providing the service or
regulation required (plus overhead).
SERVICES - Expenditures/expenses for services.
SINGLE AUDIT - An audit performed in
accordance with the Single Audit Act of 1984 and
the Office of Management & Budget (OMB)
Circular A-128, Audits of State and Local
Governments. The Single Audit Act allows or
requires governments (depending on the amount of
federal assistance received) to have one audit
performed to meet the needs of the federal agencies.
SPECIAL REVENEUE FUND - A fund used to
account for the proceeds of specific revenue
sources (other than expendable trusts or major
capital projects) that are legally restricted to
expenditure for specific purposes. GAAP only
require the use of special revenue funds when
legally mandated.
SUCCESSOR AGENCY – designated as the
entity to the former redevelopment agency. The
agency is given the authority, rights, powers,
duties, and obligations previously provided to the
former redevelopment agency under the
Community Redevelopment Law, except for those
that were repealed, restricted or amended in
Assembly Bill 1X26. The purpose of the agency
are 1)make payments on the redevelopment
agency’s enforceable obligations; and 2)wind
down the activities of the redevelopment agency.
SUPPLEMENTAL PROPERTY TAX - In the
event a property changes ownership, the county
collects a supplemental property tax assessment in
the current tax year by determining a supplemental
value. In future tax periods, the property carries the
full cash value.
SUPPLIES AND MATERIALS - This category
of expenses relates to supplies needed and required
to operate as a cost of doing business. Some of the
major supplies consist of general office supplies,
safety supplies, utilities and fuel for City vehicles,
etc.
4.1.b
Packet Pg. 190 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) GLOS- 7
TAX - Compulsory charge levied by a government
for the purpose of financing services performed for
the common benefit.
TAX ALLOCATED BONDS - Bonds issued by
redevelopment agencies to revitalize blighted and
economically depressed areas of the community
and to promote economic growth.
TAX BASE - The objects or transactions to which
a tax is applied (e.g., parcels of property, retail
sales, etc.). State law or local ordinances define the
tax base and the objects or transactions exempted
from taxation.
TAX INCREMENT FINANCING - A tax
incentive designed to attract business investment by
dedicating to the project area the new property tax
revenues generate by redevelopment. The increase
in revenues (increment) is used to finance
development-related costs in that district.
TAX RATE - The amount of tax applied to the tax
base. The rate may be flat, incremental or a
percentage of the tax base, or any other reasonable
method.
TEMPORARY POSITION - A non-regular,
temporary position created to meet a peak workload
or other unusual work situation; can include
seasonal or recurrent intermittent employment.
TRANSIENT OCCUPANCY TAX (TOT) - This
is a general tax imposed on occupants for the
privilege of occupying rooms in hotels, motels,
inns, or other lodging facilities for 30 days or less.
The current tax rate in East Palo Alto is 12%. Of
the total tax anticipated to be received by the City,
there is a 10% set-aside for children, youth, senior
and families services and another 10% for housing
services for the residents of East Palo Alto.
TRUST FUNDS - Funds used to account for assets
held by a government in a trustee capacity for
individuals, private organizations, other
governments and/or other funds.
UNDESIGNATED FUND BALANCE - The City
will maintain an Undesignated General Fund
Balance to help mitigate the effects of such
unanticipated situations as the following:
a) Economic downturns
b) Loss of revenues to or imposition of
additional costs by other
governmental agencies
c) Errors in financial forecasting
d) Natural disasters
UNRESERVED FUND BALANCE - That
portion of a fund balance available for spending or
appropriation in the future.
UTILITY USER’S TAX - This tax is imposed on
the consumer (residential or commercial) of utilities
– electric, gas, cable television, and telephone
services. The current tax rate is 5%. The tax is
collected by the companies providing the service as
part of their billing process and is issued to the City.
VLF - See Motor Vehicle In-Lieu Fee.
4.1.b
Packet Pg. 191 Attachment: FY 23 Proposed Budget - 5.26.22 (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2) List of Recommendations
No. Recommendation Department/Division Included in budget Change in FTE General fund Special rev funds Other funds Recommended Source 1 Planning Technician ‐ New position1 CEDD/Planning Yes 1.0 103,600 ‐ ‐ General fund 2 Recreation Coordinator ‐ Existing time‐limited position1 Community Service Yes N/A 52,500 ‐ 52,500 General fund and CYSFF TOT 3 Senior Management Analyst ‐ Reclassification from an
existing Mangement Analyst II position Finance Yes N/A 20,000 ‐ ‐ General fund 4 Grant Coordinator ‐ to transfer the position from Admin Services Dept to Fianance Dept Admin/Finance Yes N/A 20,000 ‐ ‐ General fund 5 Additional Succession Planning Considerations All No N/A 20,000 ‐ ‐ ‐ 6 Allocation of PD personnel costs ‐ from General fund to ARPA fund Police No N/A (700,000) ‐ 700,000 ARPA fund 7 Tranfer to CIP fund ‐ to support 12" Water Main project PW/CIP No N/A 700,000 ‐ (700,000) General fund 8 Additional Pandemic response expenditures ‐ extendedthrough December 2022 Admin No N/A ‐ ‐ 35,000 ARPA fund 9 2 Full‐time Community Service Aides1 Police No 2.0 160,000 ‐ ‐ General fund/ARPA fund transfer 10 Park Recreation Aides Community Service No N/A 18,000 ‐ ‐ General fund/ARPA fund transfer 11 Reserve Officer Program1 Police No N/A 236,000 ‐ ‐ General fund/ARPA fund transfer Total additional appropriation needed 434,000 735,000
12 SFCJPA Reach II Contribution1 PW/CIP N/A N/A 1,500,000 ‐ ‐ General fund 13 Acquisition funding for the Library Property 1 City Manager N/A N/A 1,200,000 ‐ ‐ General fund14 Comprehensive building plans for Martin Luther King Jr.
Park Redesign1 Community Service N/A N/A 1,100,000 ‐ ‐ General fund 1Staff will return and present to the Council with more detail information in a future meeting Fiscal imapct
4.1.c
Packet Pg. 192
Attachment: List of recommendations (2275 : FY 2022-23 Proposed Budget Hearing Session No. 2)