Agenda packet — East Palo Alto City Council, December 15, 2022

East Palo Alto City Council December 15, 2022 Agenda Page 1 of 5

EAST PALO ALTO CITY COUNCIL

SPECIAL MEETING AGENDA
December 15, 2022, 6:30 p.m.

EPA Government Center
2415 University Ave, First Floor
East Palo Alto, CA 94303
NOTICE
This meeting will be held virtually and in-person at the Council Chambers located on 2415 University Ave, First Floor East Palo Alto, CA 94303. The virtual portion of this City Council meeting will be conducted in accordance with City of East Palo Alto Resolution adopted pursuant to Assembly Bill 361.

The public may participate in the City Council Meeting via Zoom Meeting or by attending in-person in the Council Chambers at 2415 University Ave, First Floor East Palo Alto, CA 94303. Community members may provide comments by emailing [email protected], submitting a speaker card at the meeting or using the “RAISE HAND” feature when the Mayor or City Clerk call for public comment. Emailed comments should include the specific agenda item on which you are commenting.

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International numbers available: https://zoom.us/u/aMWYF4KT East Palo Alto City Council December 15, 2022 Agenda Page 2 of 5

1. CALL TO ORDER AND ROLL CALL

2. APPROVAL OF THE AGENDA
(Government Code Section 54957.7(a))

3. APPROVAL OF CONSENT CALENDAR

1. Award of Contract for Street Sweeping Services
Recommendation: Adopt a Resolution authorizing the City Manager to enter into a three year contract in a form approved by the City Attorney, for citywide street sweeping services with Sweeping Corporation of America (SCA), with the option for two (2), oneyear extensions, at a compensation rate of up to $361,750 per year, with service commencing on January 2, 2023.

Appropriate additional funds of $181,000 for the street sweeping services to National Pollutant Discharged Elimination System (NPDES) Fund (F203) budget for the fiscal year 2022-23.

2. Appropriate TOT Revenue to fund Master Temporary Use Permits for Temporary Housing
Recommendation: Adopt a Resolution to appropriate an amount not exceeding $60,000 from Transient Occupancy Tax revenue to fund permit fees and additional City expenses for Master Temporary Use Permit (“Master TUP”) applications for temporary housing with a maximum of $15,000 per application.

3. Proposed Agreement with the Lew Edwards Group to Provide Community Engagement, Polling and Research, and Fiscal Sustainability Consulting Services to the City of East Palo Alto
Recommendation: Adopt a Resolution:

1. Authorizing the City Manager to enter into an agreement, in a form approved by the City Attorney, with the Lew Edwards Group in an amount not to exceed $149,000, to provide community engagement, polling and research, and fiscal sustainability consulting services to the City of East Palo Alto; and

2. Waiving the bidding procedures pursuant to East Palo Alto Municipal Code section 2.84.070(D); and

3. Authorizing a transfer from ARPA Fund to General Fund in the amount of $149,000 and appropriating funds for the same amount through General Fund for such services.

4. Update on City Council Priorities for FY 2022-2023
Recommendation: Accept the report on the City Council’s Priorities for FY 2022-2023.

5. Monthly Cash Treasury Report for October 2022
Recommendation: Accept and file the Cash Treasury Report for the month of October 2022.

6. Purchase of a Police Vehicle and Installation of Emergency / Communications Equipment
Recommendation: Adopt a Resolution authorizing City Manager to:

1. Accept the State bid from Elk Grove Auto / Winner Chevrolet for the purchase of two (2) 2023 Chevy Tahoe Police Vehicles for the Police Department in an amount not to exceed $105,318.50;
East Palo Alto City Council December 15, 2022 Agenda Page 3 of 5

2. Purchase emergency and communication equipment, including installation, from Telepath Corporation for the police vehicles in an amount not to exceed $30,260.00;

3. Purchase two (2) mobile computer units with mounting equipment from GovDirect for the police vehicles in an amount not to exceed $13.075.04; and

4. Waive the formal bid procedure pursuant to East Palo Alto Municipal Code Section 2.84.070(D).

5. Appropriate additional funds of $58,654.54 from Equipment and Vehicle Reserve Fund, a sub fund of General Fund

7. Transitioning the City to Voice Over Internet Protocol (VoIP) and Increase the Purchase Authority with the City’s Office 365 Vendor Trace3 Recommendation: Adopt resolutions:

1. Authorizing the City Manager to enter into an agreement with Lumen Technologies Group to provide Voice over Internet Protocol Services for a three-year term in an amount not-to- exceed $18,650 annually and a total of $55,950; and waving the formal bid procedures under Section 2.84.070(D) of the Municipal Code.

2. Authorizing the City Manager to increase the not-to-exceed amount for the purchase of software licenses from Trace3 to $63,319.70, an increase of $23,371; and waving the formal bid procedures under Section 2.84.070(D) of the Municipal Code.

4. CLOSED SESSION
Personnel Matter (Government Code § 54957)
Public Employment:

A. City Manager
A. PUBLIC COMMENT ON CLOSED SESSION ITEMS
B. ADJOURNMENT INTO CLOSED SESSION
C. RECONVENE INTO OPEN SESSION
D. REPORT OUT OF CLOSED SESSION

5. PUBLIC COMMENT
Members of the public wishing to address the City Council on items not listed on the agenda may do so under this item. Each speaker is limited to two minutes. The Mayor has the discretion to adjust speaking times. In accordance with State Law, no action or discussion may take place on any item not appearing on the posted agenda. The Council may respond to statements made or questions asked or may request Staff to report back at a future meeting concerning the matter.

The exceptions under which the City Council may discuss and/or take action on items not appearing on the agenda are contained in Government Code Section 54954.2(b)(1)(2)(3).

6. INFORMATIONAL REPORTS - NONE

7. SPECIAL PRESENTATIONS - NONE

8. PUBLIC HEARINGS - NONE

9. POLICY AND ACTION

1. Implementation of Online Reservation and Calendar System Recommendation: By motion:

1. Accept staff report on the new park and facility reservation system for City residents;
East Palo Alto City Council December 15, 2022 Agenda Page 4 of 5

2. Provide direction to staff regarding options for linking outside community events to the City’s calendar; and

3. Direct staff to return to City Council with further recommendations for optimal utilization of the City’s virtual calendar.

2. Parking Around City Parks and Facilities
Recommendation: By motion:

1. Accept staff report on parking regulations and enforcement on public streets in and around City Parks and other City facilities;

2. Provide direction to staff regarding the elements raised in the staff report;

3. Direct staff to refer the item to the Public Works and Transportation Commission for consideration; and

4. Direct staff to return to the City Council in early 2023 with proposed modifications to the City’s parking and enforcement policies on public streets in and around City Parks and other City facilities.

3. Public Meetings Options Post-February 2023
Recommendation: Begin consideration of how the City Council and City Advisory Bodies shall proceed once the pandemic state of emergency officially terminates.

10. COUNCIL REPORTS

11. ADJOURNMENT
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 fr om d isclo su re pursuant to the Public Records Act, that are distributed to the majority of the City Council will be available for public inspection at th e Ci ty Clerk’s Office, 2415 University Avenue, East Palo Alto, CA at the same time that the public records are distributed or made available to th e City Council. Such documents may also be available on the East Palo Alto website www.cityofepa.org subject to staff’s ability to p ost 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 pert aining t o an open session item provided to a majority of the City Council less than 72 hours prior to the meeting, shall be made available for public inspection at the front counter at the City Clerk's Office, 2
ND Floor, City Hall, 2415 University Avenue, East Palo Alto, California 94303 during normal bus iness hours .

Information distributed to the Council at the Council meeting becomes part of the public record. A copy of written material, pictures, et c. s houl d be provided for this purpose.

East Palo Alto City Council Chambers is ADA compliant. Requests for disability related modifications or accommodations, aids or s ervices may be made by a person with a disability to the City Clerk's office at (650) 853-3127no less than 72 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 le ast 7 2 hours prior to the meeting.

POSTED: December 12, 2022
ATTEST:

James Colin
City Clerk
East Palo Alto City Council December 15, 2022 Agenda Page 5 of 5 Future Meetings:

Meeting Date Time
Cancelled Regular
Meeting
January 3, 2023 6:30 p.m.

RegularMeeting January 17, 2023 6:30 p.m.

Strategic Planning Retreat January 21, 2023 9:00 a.m.

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: December 15, 2022
TO: Honorable Mayor and Members of the City Council
VIA: Patrick Heisinger, Interim City Manager
BY: Humza Javed, Public Works Director
Benjamin Zarrabi,
SUBJECT: Award of Contract for Street Sweeping Services Recommendation
Adopt a Resolution authorizing the City Manager to enter into a three year contract in a form approved by the City Attorney, for citywide street sweeping services with Sweeping Corporation of America (SCA), with the option for two (2), one-year extensions, at a compensation rate of up to $361,750 per year, with service commencing on January 2, 2023.

Appropriate additional funds of $181,000 for the street sweeping services to National Pollutant Discharged Elimination System (NPDES) Fund (F203) budget for the fiscal year 2022-23.

Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:

Priority No. 4: Improve Public Facilities and Infrastructure Priority No. 6: Create a Healthy and Safe Community
Background
SCA, formerly known as CleanStreet, is the current street sweeping contractor for the City of East Palo Alto, and has had a contract with the City since January 2, 2017. Three amendments were authorized by the City Council to extend the contract term on January 2, 2020, January1, 2021, and December 21, 2021. The most recent amendment provided the contractor a compensation rate of $164,275.32 (for base services) for citywide street sweeping services. The current Agreement expires on December 31, 2022. Street sweeping services are paid from the Garbage and Street Sweeping fund which is collected through property assessments via the tax roll.

The purpose of this staff report is to recommend the selection of SCA as the citywide street sweeping service contractor.

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Analysis
Proposal Review
City staff released the Request for Proposals through an advertisement on November 10, 2022 and sent out the RFP to street sweeping service providers throughout the San Francisco Bay Area. The City received one proposal in response to the RFP.

Public Works Staff have worked with SCA during the current contract term and have been satisfied with their work for the following reasons:
• Cost effectiveness; this contractor conveyed the ability to provide a high work quality, with efficient and effective use of funds;
• Excellent responsiveness and consistent high quality customer service • Employee training, long term retention, pay, and focused development of personal work performance and pride, along with strong interest to hire locally; • Excellent equipment maintenance and noted responsiveness to replacement of equipment or driver exchange if issues arise;
• Lack of complaints and verifiable quality assurance standards; • Innovative use of solid waste materials in a reuse method, and extra leaf removal equipment for leaf litter when there is a large amount of debris on roadways.

Continuation of SCA as the City’s sweeping service provider is expected to deliver a high level of service to the community.

Summary of Contract Terms
To fulfill the terms of the contract, SCA agrees to the following terms which will be included in the final contract language:
• Service will begin on January 2, 2023
• Contract duration is for three years, with an option of two, one-year extensions at the City of East Palo Alto’s request and upon mutual agreement,; • Cost of service shall be $297,000 per year for base sweeping services, and up to $361,750 per year with additional services such as emergency services, debris removal, or unscheduled service. There is an option for the contractor to request an annual increase consistent with the current Consumer Price Index, upon fulfillment of the contract terms;
• The contract shall be subject to prevailing wage (the City is required to do this based on review of the law by the City Attorney’s office), hence the significant increase in contract price.
• Contractor shall sweep streets according to the schedule provided in the RFP which is located at the following link:
https://www.cityofepa.org/sites/default/files/fileattachments/public_works/page/21792 /2022_street_sweeping_rfp.pdf
• Sweeping schedule may be amended by the City by written agreement with a minimum two week advance notification to contractor;
• Street sweeping shall be verified by City audit and contractor quality assurance of 95% effectiveness and timeliness;
• Contractor shall dispose of all waste associated with fulfilling the terms of the

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contract;
• Contractor shall provide all water necessary to fulfill the terms of the contract without the need for potable water provided by the City of East Palo Alto; • Contractor shall ensure adequate dust control by means of no visible airborne dust; • Performance Measures shall be indicated in the following parameters:
• All equipment used shall be in compliance with the Bay Area Air Quality Management District (BAAQMD) by providing the City with equipment that meets or exceeds air quality standards set forth in the “Mobile Source Compliance Plan,” upon final adoption;
• All vehicles shall be equipped with Global Positioning Satellite (GPS) systems providing real-time data monitored by SCA dispatchers; tracks including time, date, and vehicle speed and location shall be provided to the City within 24 hours of request;
• Back-up equipment and personnel shall be available at all normally scheduled sweeping times;
• When the City has provided the Contractor with more than 5 complaints of a similar nature in a thirty-day period, Contractor shall provide the City with an assessment of complaint trends, and offer solutions for resolving the matter; • If the City indicates that there is a potential concern regarding equipment or personnel, Contractor shall seek to address the concern(s) in a meaningful way, such as replacement of equipment that does not provide excellent sweeping capability or replacement of a driver that is not fulfilling the duties as specified in the contract in a respectful and courteous manner; • Contractor shall provide the City with the following information regarding Supervisors and Street Sweeper Operators/Drivers, including back-ups:
• Introduce all employees working in the City to the staff person(s) responsible for contract management prior to providing service in the City; • Inform City staff of training schedule and release to independent duty once training is completed;
• Provide written notice to staff within 24 hours of an emergency staffing change, or 24 hours prior to a new or replacement driver working in the City; • Provide at least once-a-month meetings with the City staff person to assess performance and seek ways to improve service;
• Provide monthly service reports indicating any late or missed routes, challenges identified during the sweeping route (such as illegal dumping, obstacles in the roadway, equipment failure, etc);
• Offer twenty-four hour telephone availability for emergency sweeping requests, along with immediate dispatch, as necessary;
• Monthly solid waste disposal tonnage reporting;
• Written response to complaints within 24 hours.

Updating the Street Sweeping Program
The Citywide Street Sweeping Program is improving incrementally year-to-year. While the City’s current contractor provides street sweeping services with a goal of effectively removing debris from roadways, the City enhances the program’s effectiveness through the installation of curbs and gutters, and the installation of “No Parking” signs that indicate to the community the hours during which the street sweeper is scheduled to sweep a given street. The City is continuously expanding the sidewalks, curbs, and gutters throughout the community as

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funding becomes available.

The City also is undertaking a major infrastructure effort to install trash capture devices to prevent litter and debris from City streets from entering the storm drain system and the Nation’s waterways, as a means of compliance with the National Pollutant Discharge Elimination System (NPDES) Permit. These devices will require ongoing maintenance that is highly dependent on the effectiveness of the street sweeping program.

The new contract is also subject to prevailing wage as directed by the Department of Industrial relations and as advised by the City Attorney’s office. This is a major change from the last contract hence the cost of the annual base sweeping service has gone up from approximately $165,000/year to $297,000/year. Attachment 2 includes a Memo from Sweeping Corporation of America identifying the breakdown of contract costs associated with the prevailing wage proposal. Attachment 3 includes SCA’s proposal.

Fiscal Impact
The cost of this service is $297,000 per year for base sweeping services, and up to $361,750 per year with additional services such as emergency services, debris removal, or unscheduled service. This increase is due to the City’s requirement to ensure the contract includes prevailing wage conditions. Due to the increase in the contract amount, staff recommends appropriating additional funds of $181,000 from NPDES fund (F203) for the fiscal year 2022-23 budget.

The current street sweeping fund has adequate funding available to cover these costs for the upcoming year. Funds will be allocated through the property tax roll for the near term.

The current budget reflected a use of fund reserves to continue to pay increased waste costs without a garbage rate increase. Regardless of this selection process, staff anticipate the need to increase the assessment for these services due to increased tipping fees, increased street sweeping, and normal inflation, the overall cost increases. Staff are anticipating returning to the City Council with an increase spring or summer 2023.

Environmental
The action being considered by the City Council is exempt from the California Environmental Quality Act (CEQA) because it is not a “project” pursuant to 15378(b)(4) because it is a fiscal activity which does not involve any commitment to any specific project which may result in a potentially significant impact on the environment.

Attachments

1. Resolution

2. SCA Memo - Prevailing Wage Contract breakdown

3. SCA Proposal - Street Sweeping Services

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1 of 1
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO

AUTHORIZING THE CITY MANAGER TO EXECUTE A CONTRACT WITH SWEEPING

CORPORATION OF AMERICA FOR CITY-WIDE STREET SWEEPING SERVICES FOR A TERM OF

THREE YEARS WITH THE OPTION FOR TWO, ONE-YEAR EXTENSIONS AT A COMPENSATION RATE OF $361,750 PER YEAR
WHEREAS, current street sweeping contract for the City of East Palo Alto expires on December 31, 2022; and
WHEREAS, the City of East Palo Alto issued a request for proposals (RFP) based on a scope of services necessary to clean the City streets and eliminate the potential of litter and debris from entering the City’s storm drain system and the nations’ waterways; and WHEREAS, the City of East Palo Alto received one proposal from Sweeping Corporation of America (SCA); and
WHEREAS, SCA (formerly known as Clean Street) is the current street sweeping provider for the City of East Palo Alto and has been effectively providing services to the City since 2017; and WHEREAS, staff has negotiated an annual cost of this service up to an amount of $361,750;

NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF EAST PALO ALTO HEREBY authorizes the City Manager to execute a contract with Sweeping Corporation of America (SCA) for City-wide street sweeping services for a term of three years with the option for two, one-year extensions, at a compensation rate of $361,750 per year.

PASSED AND ADOPTED this 15th day of December 2022, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Ruben Abrica, Mayor
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk Valerie J. Armento, Interim City Attorney

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Attachment: Resolution (2498 : Award of Contract for Street Sweeping Services) 1-888-837-9337 sweepingcorp.com 390 East Gish Road., San Jose, CA 95112 Dear Humza,
We appreciate the long and collaborative partnership SCA (previously Cleanstreet) has had with the City of East Palo Alto. As requested, we have broken down the proposed rates for converting our contract to a prevailing wage one. As discussed in our call last week, labor is by far the largest component of our costs and by converting to a prevailing wage contract, the labor cost would go up by 2.7x (hourly costs changes from ~$26/hr to $69.42/hr). To come up with our quoted price, we have used the following calculations, please let us know if there are any questions. Thank you! Current Contract (Annual contract value = $164,275.32)
• Labor = $56,827.78 (35%)
• Fuel = $34,322.71 (21%)
• Maintenance = $29,055.11 (18%)
• Safety = $4,026.59 (2%)
• Operating Expenses = $28,543.86 (17%)
• Net Profit = $11,499.27 (7%)
Prevailing Wage Proposal (Annual contract value = $297,000.00) • Labor = $151,730.17 (51%); Labor costs increases from ~$26/hr to ~$69.42/hr (Teamsters Gr. 3) • Fuel = $53,200.19 (18%); Fuel costs in NorCal have increased by more than ~50% over the past couple of years • Maintenance = $36,318.89 (12%); Scarcity of parts, longer lead times, and higher mechanic wages have led to a ~25% increase in our maintenance costs
• Safety = $4,026.59 (1%); No adjustments
• Operating Expenses = $30,934.16 (11%); Wage inflation • Net Profit = $20,790.00 (7%); Maintaining profit margin As you can see above, almost $95K of the increase comes from just the change in labor costs, representing more than 70% of the total increased price. Apart from that we have adjusted for historic increase in fuel and truck maintenance costs to maintain the profit margin % that we had in the last contract.

Recently, converting to prevailing wage has caused a similar price increase in a handful of other cities we do, for e.g., the City of Palo Alto, City of Redwood city. Ultimately, we hope you understand our position/thought process to get to what we think is a fair proposal. We hope that we can continue to serve you and the City of East Palo Alto and build on our long-term partnership. Please do not hesitate to reach out if you have any questions.

Kind Regards,

MANVENDRA (MANNY) SAXENA
Senior General Manager
Sweeping Corp. of America
San Jose Office: 390 E. Gish Road | San Jose, CA 95112
Office: 510.431.8643| Direct: 224.532.7396
[email protected]

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Attachment: SCA Memo - Prevailing Wage Contract breakdown (2498 : Award of Contract for Street Sweeping Services) City of East Palo Alto
1960 Tate Street
City of East Palo Alto
Manvendra S Saxena
Sweeping Corporation of
America
11/23/2022
Company Headquarters:

Sweeping Corporation
of America
390 E. Gish Rd
San Jose, CA 95112
Street Sweeping Services Bid: City of East Palo Alto
Formerly: CleanStreet

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 1 November 23rd, 2022
City of East Palo Alto
Public Works Department
COVER LETTER: STREET SWEEPING SERVICES
Dear Ben,
On behalf of the team at Sweeping Corporation of America (‘SCA’), formerly CleanStreet, we are eager to propose our bid for Street Sweeping Services for City of East Palo Alto. Within this document, you will find supportive reasoning to assist you in making the most educated decision in selecting a qualified sweeping organization.

As the largest municipality sweeping company in country, SCA is proud to sweep over hundreds of municipalities and private customers, some of the notable ones in Northern California being City of Stockton, City of Pleasanton, City of Palo Alto, and City of San Ramon. As you know, CleanStreet has been working with the City of East Palo Alto since 2016, and fully intends to continue to remain a reliable and dedicated partner to you and the residents of the City of Redwood City For the past several decades, the core values of CleanStreet (now SCA), have remained the same:
• Quality of Service – Great customer service, Same day complaint investigation & resolution • Culture of Safety – Regular maintenance, DOT compliant hiring practices, Drug testing • Reliable & Regulation Compliant Equipment – California Air Resources Board (CARB) compliant equipment; Adherance to EPA and OSHA standards
• Local & Experienced Team – We hire locally to give back to our communities and have a local presence close to all our customers
It is our commitment to these values that continues to drive our success with other customers and, we hope, our future one with yours. Please find enclosed our bid, alongside other relevant details, for consideration of the opportunity to serve the City of East Palo Alto by providing street sweeping services.

Sincerely,
Manvendra S Saxena
Senior General Manager | Sweeping Corporation of America Signature: ____________
Manvendra S Saxena
Senior General Manager | Sweeping Corporation of America Signature: ____________

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 2 Table of Contents

1. Proposal Summary ------------------------------------------------------------------------------------- 3-4

2. Profile of the Proposing Firm ------------------------------------------------------------------------ 5-6

3. Qualifications of the Firm------------------------------------------------------------------------------- 7-14

4. Work Plan--------------------------------------------------------------------------------------------------- 15-17

5. Proposal Innovations --------------------------------------------------------------------------------------- 18-20

6. Project Staffing ----------------------------------------------------------------------------------------------- 21-24

7. Proposal Exceptions ------------------------------------------------------------------------------------------- 25

8. Proposal Cost Sheet------------------------------------------------------------------------------------------- 26

9. Addenda ------------------------------------------------------------------------------------------------------------27

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 3 Proposal Summary
SCA has had a lot of experience in municipality sweeping services in California and works diligently with the customers and the residents to provide a great service. SCA understands the nature of this project and intends to follow it as defined within the RFP, with our approach briefly summarized below:
• SCA exercises internal controls that include, but not limited to, field supervision, daily oversight of GPS tracking - which include curb mile sweeping - and “brooms-down” productivity.

Additionally, all drivers complete daily route sheets which collect data relative to their field activity, such as:
o How many yards or hoppers are dumped
o Curb miles swept
o Obstacles in roadway e.g. cars, trees
o Hours in the field
• Additional safety controls include working with 3rd party organizations which oversee all DOT and BIT compliance – this ensures consistent safety reviews as well as reliable and regulationcompliant equipment on the road • Each day assumes an 8-hour sweep day to include dumping and pulling water for the vehicle as needed
At SCA, we believe in a partnership philosophy to work together to achieve the common goals of our customers (Municipality Manager and Public Works Director) as well as the residents of the City. We strive to work for this partnership and are able to achieve this through a variety of avenues, as listed below:
• Visibility to customers:
o We provide continuous and accurate GPS history and route visibility of all our sweepers on all our routes
o GPS reports can be used for checks and balances in billings and if necessary, to reroute or resweep to accommodate any customer service requests o SCA has recently taken rapid steps to digitize its inspections/compliance reporting and procedures by allowing all driver operators to complete various forms (DVIR, Daily Logs, COVID-Reports) digitally that directly interface with our regional managers new dispatch software, provided by ‘Intellishift’
o SCA has taken additional steps to ensure our fleet maintenance is appropriately scheduled, and tracked, in advance using the Intellishift platform

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 4 o We have similarly invested in internal diagnostics systems to screen for vehicle codes and ensure our equipment is adequately maintained with minimal downtime for our clients o Please see the ‘GPS’ section of this proposal for additional detail and images • Prompt Customer Service:
o We promise immediate customer service investigation and resolution o Our managerial team have extensive customer service experience and will promptly deal with any complaints that are directed to them
o All complaints are to receive a follow-up response within twenty-four (24) hours following notification
• Employee Routing and Hiring Practices:
o Much like the dedicated sweepers, we assign employees to the sweepers who are familiar with the respective City; we find it best policy to retain consistencies in our routing and ensure that our teams become familiar with each city route’s idiosyncrasies and local needs o SCA route managers take the initiative to talk to the City residents of any concerns they may have
o We employ Quality Control specialists who inspect routes pre-sweep, during, and post-sweep until said Q.A specialist is confident that driver operator is well versed with city streets and is providing a high standard of work
• Roll-Off Operations
o Alongside sweeping our 40+ municipalities, SCA employs multiple Class A drivers who operate our Roll-Off Truck operations for internal hauling services; we host claw trucks and bins in various sizes from 10-yard to 40-yard capacity to assist in all your dumping needs

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 5 Profile of the Firm
We are a company that likes to give back to our local communities, so we hire most of our drivers, mechanics, and managers locally; in total we have 86 employees across our regional offices in Northern California.

We utilize two branch managers, an operations manager, and dispatch site support to effectively manage our relationships.

All our managers are on duty 24/7. Our estimated time of arrival for emergency call outs will be a minimum of 1 hour during working hours described at 7:00 AM to 5:00 PM Monday – Friday. A twentyfour (24) hour emergency number is available. All personnel are equipped with communication.

Culture of Safety
The daily routines of sweeper operators and mechanics for SCA have been anchored on routine safety inspections and a preventative maintenance program. There are three levels of inspections that allow a rotation of parts and necessary services to retain the performance and life in each piece of equipment.

At the time an equipment is found to need repair, it is pulled out of operation. The equipment will not be put to use again until all items listed on the work order have been addressed, and repairs have been completed and signed off by the Shop Manager. Once the equipment has passed all inspections, it will be assigned to work. Please see below for the three levels of inspections:
• Level One: Daily Basic Maintenance: Blow air filter elements and inside of cab, grease fittings, check all fluids and replenish as needed, check all lights to be sure they are functioning properly, and wash equipment to maintain a clean image.
• Level Two Weekly Maintenance: Check all brooms and flaps - replace as needed, change gutter brooms approximately every 4 days or 32 hours of sweeping, check wear on tires. • Level Three Monthly Preventive Maintenance: Change front oils, replace air elements, replace rear brooms, and flap kits (at approximately 170 hours), tune front motor, replace plugs, flush radiator, check bushings and change if needed, replace fuel filters, change transmission fluid and service transmission, replace tires (front and rear) if needed, check brakes, and replace if needed.

All Levels of service assist in the preservation of a clean image, increase the performance of our equipment, and help us serve our customers better.

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 6 Driver background checks and BIT program
SCA employs seasoned sweeper mechanics and ensures that our teams stay in compliance with 90-day BIT inspections and DOT regulations.

All SCA drivers are entered into a program which monitors the random rotation and a “pull” to be tested for drug and alcohol usage.

This is a program operated within the Department of Motor Vehicles (DMV). Additionally, all new hires are screened by Smyser and Associates which is a 3rd party organization of professionals experienced in BIT compliance and DOT compliance: http://smysersafe.net/ SCA is a nation-wide, private equity backed organization and is financially stable; our regional organizational structure is spread across two main sites in Northern California: Stockton, and San Jose • Vehicles are spread equally across these sites, as are our staff and management • SCA has ample resources to continue servicing the City of East Palo Alto, as it has done so for the past several years
SCA, operating as CleanStreet, has no relevant lawsuit/litigation or public project related consumer complaints to disclose

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 7 Qualifications of the Firms
• City of Stockton: Street Sweeping Services
o Contact Information:
▪ Ajay Powell
▪ 209-851-5055
▪ [email protected]
▪ Stockton, CA 95202
o Staff
▪ 4-8 Sweeper Operators
▪ 2-3 Supervisors
o Equipment
▪ 4-8 Tymco 600s or Equivalent
o Performance
▪ Streamlined communications, all concerns answered within 2 hours or less; consistently within budget
▪ Avg number of nonoperational hours per month = 0
o Backup Staff & Equipment
▪ Backup operators and equipment are available at all times o Annual Cost
▪ $1.9M
▪ Project Start – End Date:
▪ 2004 - Current
• City of Palo Alto: Street Sweeping Services
o Contact Information:
▪ Roger Nguy
▪ 650-496-6912
▪ [email protected]
▪ 3201 Bayshore Road, Palo Alto, CA 95202 Project Start – End Date:
o Staff
▪ 3-6 Sweeper Operators
▪ 2-3 Supervisors
o Equipment
▪ 3-6 Tymco 600s or Equivalent
o Performance
▪ Strong relationship with city workers has provided no performance issues; able to provide top level services; consistently within budget

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 8 ▪ Avg number of nonoperational hours per month = 0
o Backup Staff & Equipment
▪ Backup operators and equipment are available at all times o Annual Cost
▪ $1.5M
• City of San Ramon: Street Sweeping Services
o Contact Information:
▪ Darin Fitzpatrick
▪ 925-973-2836
▪ [email protected]
▪ San Ramon, CA 94582
o Staff
▪ 2-3 Sweeper Operators
▪ 2 Supervisors
o Equipment
▪ 2-3 Tymco 600s or Equivalent
o Performance
▪ Strong relationship with city and excellent service
▪ Avg number of nonoperational hours per month = 0
o Backup Staff & Equipment
▪ Backup operators and equipment are available at all times o Annual Cost
▪ $500K
• City of Napa: Street Sweeping Services
o Contact Information:
▪ Joe Carrion
▪ 707-310-9239
▪ [email protected]
▪ 770 Jackson St, Napa CA 94559
o Staff
▪ 2-3 Sweeper Operators
▪ 2 Supervisors
o Equipment
▪ 2-3 Tymco 600s or Equivalent
o Performance
▪ Great communication, excellent resolution process; within budget ▪ Avg number of nonoperational hours per month = 0

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 9 o Backup Staff & Equipment
▪ Backup operators and equipment are available at all times o Annual Cost
▪ $380K
• City of Pleasanton: Street Sweeping Services
o Contact Information:
▪ Mike Dinatale
▪ 925 931-5550
o Staff
▪ 1-2 Sweeper Operators
▪ 1 Supervisors
o Equipment
▪ 1-2 Tymco 600s or Equivalent
o Performance
▪ Great communication, excellent resolution process; within budget ▪ Avg number of nonoperational hours per month = 0
o Backup Staff & Equipment
▪ Backup operators and equipment are available at all times o Annual Cost
▪ $215K
Additional References
For additional reference, and to aid in your final decision, we welcome you to contact a sample of our other partners noted below.
1) City of Redwood City – Residential Sweeping
a) 1400 Broadway, Redwood City CA
i) Adrian Lee – 650-780-7648
b) From 2011 – To: Current
2) City of Hesperia – Residential Sweeping
a) 17282 Mojave St, Hesperia, CA 92345
i) Jeremy McDonald – 760-947-7742
b) Contract Start: 2020 – To: Current
3) County of Yolo – Street, Landfill & Airport Sweeping a) West Sacramento / Yolo County

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 10 i) Lauren Fong– [email protected]
b) Contract Start: 2016 – To: Current
4) City of San Carlos – Residential Street Sweeping
a) 600 Elm St, San Carlos, California, 94070
i) Louis Duran – 650-802-4144
b) Contract Start: 2016 – To: Current
5) City of Campbell – Residential Sweeping & Lots
a) 70 N First Street Campbell, CA 95008
i) Ron Taormina - 408-866-2734
b) Contract Start: July 2006 - To: Current
6) City of Danville – Residential Sweeping
a) 1000 Sherburne Hills Rd Danville, CA 94526
i) Dave Casteel 925-314-3434
b) Contract Start: January 2005 - To: Current
7) City of Saratoga – Residential Street Sweeping
a) 19700 Allendale Ave. Saratoga, CA 95070
i) Rick Torres - 408-857-6545
b) Contract Start: June 2005 - To: Current
8) City of Antioch – Residential Sweeping
a) 2500 Pittsburg-Antioch Hwy, Antioch, CA 94509
i) Dean H. Eckerson 925-756-1972
b) Contract Start: January 2015 To: Current
9) City of Baypoint – Residential Sweeping
a) 2500 Pittsburg-Antioch Hwy, Antioch, CA 94509
i) Dean H. Eckerson 925-756-1972
b) Contract Start: January 2015 - To: Current
10) City of Benicia – Residential Street Sweeping
a) 441 N. Buchanan Circle Pacheco Ca 94553
i) Susan Hurl - 925-671-5804
b) Contract Start: November 2014- To: Current

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 11 Letters of Recommendation*
• City of Livermore:
o [CSS] has been excellent to work with! Easily the best contractors we have" • City of Palo Alto:
o “...Staff determined CSS was responsive to the City’s needs, met all evaluation criteria and is a qualified proposer. In addition, Contract Sweeping Services has been providing reliable street sweeping and sweeping debris hauling services for the City for the past five years and has provided a level of service that is acceptable to City staff. Their personnel, from management to office and field staff, are flexible and responsive to the City’s service requests and adept at responding to any complaints from City staff or residents.”
• City of Campbell:
o “You guys always do great work for us. Thank you for all you do” • Delta Diablo District:
o “[CSS] is doing a mighty fine job for Delta Diablo”
o “[CSS] has been great to work with. Very responsive and excellent customer service!” • City of Fairfield:
o “Service has been great. We have not had any complaints. I don’t know how often Supervisors are coming to review the area, so that would be an area for improvement” • City of Napa:
o “There has been a vast improvement in services over the past years. Thank you” o “I believe in recognition. Over the past several months my attention has been called to the quality of the street cleaning in my area. St Francis Circle, 94558. Exceptional! It has been years since I have since such careful and efficient efforts toward managing the neighborhood streets for debris. It is obvious that this driver is concerned about safety along with the responsibilities of his work. (The vehicle is carefully maneuvered and not used at breakneck speeds as I have seen in the past).”
*Received when SCA was operating as Contract Sweeping Services (CSS) or Clean Street

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 12 Equipment
• SCA operates 100+ sweepers in Northern California, distributed acorss our regional centers • All of our sweepers are California Air Resources Board (CARB) compliant and we adhere to all EPA and OSHA standards for equipment
• SCA and our team are confident that we can provide year-round service with the necessity equipment and requred dedicated sweepers, as well as numerous back-up sweepers. • During the Fall Season (3 month period) our sweepers will rotate in and assist on large routes or in the case of winter storms
• For this new contract, we intend on servicing the City of East Palo Alto with CARB compliant sweepers which SCA already has on hand:
*Please see section on ‘GPS’ at the end of this proposal for additional detail

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 13 • It is of paramount importance that municipality streets are swept with full-sized regenerative air sweepers, and that back-up sweepers & spare parts are readily available – this is not something that other companies can reliably provide
• We have plenty of back up sweepers to replace any sweepers in case of a repair & maintenance issue; we also carry all the major spare parts of the sweepers so that the trucks can be repaired and be put on the streets as soon as possible
• Backup & Mechanical Broom Sweepers:
o Apart from an ample stock of backup regenerative air sweepers, SCA also houses dedicated Mechanical Broom Sweepers
o Mechanical Broom Sweepers are often needed as additional heavy or packed down debris that could build up after the winter rain and gravel run off o As needed for run off after the winter build up, our management will dispatch a full-size mechanical broom unit for the benefit of refined cleaning for compacted sand, gravel and residue removal
o This allows for our residential and commercial street sweepers to focus on the debris, leaf and general clean up and allows for the heavier machinery for detail cleaning Please see the following page for a partial list of our current inventory

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 14 Asset Description VIN #
2021 Freightliner Tymco 600 1FVACXFC0MHMJ3019
2021 Freightliner Tymco 600 1FVACXFC7MHMJ3020
2021 Freightliner Tymco 600 1FVACXFC9MHMJ3021
2021 Freightliner Tymco 600 1FVACXFC0MHMJ3022
2021 Freightliner Tymco 600 1FVACXFC2MHMJ3023
2021 Freightliner Tymco 600 1FVACXFCXMHMJ3030
2021 Freightliner Tymco 600 1FVACXFC1MHMJ3031
2021 Freightliner Tymco 600 1FVACXFC1MHMJ3034
2019 International Tymco 600 1FVACXFC9KHJW1445
2019 Freightliner M2 Tymco 600 1FVACXFC4KHKG2744
2019 Freightliner M2 Schwarze A7000 1FVACXFC0KHKL3603
2019 Freightliner M2 Schwarze A7000 1FVACXFC2KHKL3604
2019 Freightliner Tymco 600 1FVACXFC6KHKJ7941
2019 Freightliner Tymco 600 1FVACXFC8KHKJ7942
2018 Freightliner Tymco 600 1FVACXFC9JHJZ2449
2018 Freightliner Tymco 600 1FVACXFC5JHJZ2450
2017 Freightliner Tymco 600 1FVAC4DXXHHJB1095
2017 Freightliner Tymco 600 1FVAC4DX1HHJB1096
2017 Kensworth Schwarze A7000 3BKJHM7X3HF581553
2017 Freightliner Tymco 600 1FVACXDT9HHJE3504
2017 Freightliner A7 Tornado 1FVACXDT1HHJD6112
2017 Freightliner M2 Schwarze A7000 1FVACXDT4HHHY8861
2017 Freightliner Tymco 600 1FVACXDT7HHJA9979
2017 Tymco 600 1FVACXDT3HHJA9980
2015 Tymco 600 1FVACXDT2FHGL1598
2015 Tymco 600 1FVACXDT4FHGL1599
2015 Tymco 600 1FVACXDT7FHGL1600
2015 Freightliner M2 Tymco 600 1FVACXDTXFHGH6929
2015 Freightliner Tymco 1FVACXDT5FHGH6935

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 15 Work Plan & Methodology
CleanStreet (now SCA) knows that street sweeping is an extremely noticeable city service that must be done properly if you wish to have satisfied residents. Our experience coupled with our approach assures that the various locations of this work will be done extremely well. We can eliminate all complaints. We believe that our quality street sweeping program is a great value when you consider the cost and reduction in negativity generated by complaints.

CleanStreet will only utilize full-time staff, which may require a driver to work in one or more projects.

Staffing for the City of East Palo Alto will consist of one full-time street sweeper operators. This will enable CleanStreet to complete routes on a daily basis. During leaf season, additional drivers may be utilized to complete routes in a timely manner.

Areas shall not be swept on the same day as trash pickup is scheduled. All sweeping will be scheduled the day after trash pickup, one to two days after trash pickup if alternate side sweeping.

Streets adjacent to schools and commercial developments shall be swept prior to 7 a.m. or before such times as public activities start. All residential areas will be swept between the hours of 7 a.m. and 4:30 p.m.

All debris collected by the street sweeping operation will be taken to the City Corporation Yard.

Supervisors:

Satisfaction and consistent quality service is the foundation of our company. Our supervisors are fulltime employees, not temporary hired guns. They are highly trained so all phases of the project run smoothly. Our supervisors are directly involved with each account and job inspections to ensure quality.

Although we believe that there is always room for improvement, we strive to recognize our employees for their good work. This type of supervision helps build operator pride.

Operators
Our first step is to educate our operators as to what is an accepted and the quality of work that is expected. Our operators are encouraged to take as many passes as are necessary to do a great job in removing all leafs, paper, dirt, rocks, glass, bottles, cans, and other debris to ensure free flow of water in the gutter and to maintain streets in a state of cleanliness. In combination with this approach, the

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 16 CleanStreet supervisors will conduct unannounced spot checks for quality and quantity of the work performed.

Our operators are trained to value and care for their equipment. They are knowledgeable about proper driving speed, adjustment of brooms and the most efficient and effective performance of their equipment.

Our operators understand the importance of punctuality and the importance of quality work. Our drivers take pride in our customer’s satisfaction.

Repair and Maintenance Crew
We have six full-time mechanics who are expert in the repair and maintenance of our equipment. Our mechanics are factory trained to help ensure high quality performance of our equipment. We also have mechanics available around-the-clock to help ensure our ability to meet our commitments.

CleanStreet knows that one of the keys to customer satisfaction is dependable well-maintained equipment. Consequently, we feel that the quality of our repairs and maintenance is crucial to our sweepers.

Dispatchers
The Dispatch and Operations department is the very nerve center of CleanStreet. It is from our experience that this position is very mission critical where oftentimes operational and sometimes financial decisions are made.

Our dispatchers make sure that operations run smoothly. When telephone calls are received, our dispatchers will obtain the necessary information from the caller and provide the appropriate response by either facilitating an emergency sweep, special sweep, regular sweep or the handling of a complaint. This means that they make sure that the right drivers and the right equipment are appropriately matched to the job and ensure timeliness, safety and accuracy are guaranteed.

Disposal of Refuse and Debris
CleanStreet shall dispose of all refuse and debris that is collected during the sweeping operations and requset reimbursement for the City for that amount based on the rate proivded in the cost sheet, as per the RFP.

Equipment
CleanStreet equips all of its trucks with global positioning satellite (GPS) system. All of the real-time data is monitored by CleanStreet dispatchers. This permits CleanStreet to monitor the drivers speed, time and location.

Our Operations Analyst downloads the GPS reports on a daily basis from the Internet. The real-time data alerts the managers via e-mail if the brooms are down a half hour or longer or if the sweeper

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 17 exceeds its speed limit. If this should happen, there will be communication between either the manager or the dispatcher to the sweeper’s cell phone to ensure proper action is taken.

Authorized public works employees can generate and print GPS reports at any time. Data is available for six months and can be downloaded in an Excel document.

We will utilize as many Tymco 600’s as needed for the City of East Palo Alto. Our Tymcos hold 250 gallons of water which results in cleaner air and less dust and particulates on the streets.

Our street cleaning is listed as Best Management Practice BMP in storm water regulations, to get the debris off the street before it is carried into the drain system.

All street sweepers that CleanStreet will deploy will be Tymco 600 street sweepers compliant with rule 1186.1, and in order to ensure uninterrupted performance backups will be available at all times.

Routing
Routing will be designed in such a manner that all time zones will be swept timely with ample time for the operator to do an excellent job. If for some reason the operator is behind or needs help, and additional sweeper and operator will be supplied to ensure timely completion of routes.

By: Manvendra S Saxena
Title: Senior General Manager
Signature: _________________

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 18 Proposed Innovations
GPS Vehicle Tracking Equipment/Software Profile - Intellishift • SCA utilizes an all-in-one cloud-based fleet intelligence platform called Intellishift – a syystem that intuitiveley allows us to optimize our fleet, safety, and driver efficiency • This software is easily accesible via the web or through a mobile platform; to view more details, please see the company’s website at www.intellishift.com • This platform provides many capabilities, alongside GPS/telematics. Please see below for the current modules we utilize:
• The company is in the process of transitionign this software to all of our fleet Fleet Telematics (Silent Passenger):
• This is a telematics/GPS system that allows dispatchers to track, schedule, route, and communicate with drivers who are on the field; it will be the primary module of interest for the City
• The platform is capable of tracking, in real time or historically, vehicle location, speed, direction, date/time stamps, distance traveled, and more • In addition, reports can be provided that distinguish between sweeping activity (‘brooms-down) vs non-sweeping activity (travelling) with a high degree of accuracy (10-second pings) • A separate login/portal can be provided to the City for their own quality asurance purposes •

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 19 •
Inspect:
• This is a digital inspection app that simplifies daily inspections and streamlines communication between drivers, mechanics and the dispatch team
• Its use ensures that SCA is adhering to all regulatory and driver safety requirements •

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 20 Vehicle Maintenance
• The vehicle maintenance module helps prevent downtime and extends vehicle, asset, and equipment life
• Its use ensures that the equipment utilized in the City is always maintained to a degree of standard that surpasses all expectations
•

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 21 Project Staffing
Key Contacts: • Senior General Manager
- Manvendra Saxena
▪ [email protected] ▪ 224-532-7396 ▪ 510-431-8643 ▪ Availability 24 hours per day • Branch Manager -Jesse Alvarado
▪ [email protected] ▪ 408-498-4631 ▪ Availability 24 hours per day • Branch Manager -Gustavo Gama
▪ [email protected] ▪ 831-262-3399 ▪ Availability 24 hours per day • Operations Manager – Sugey Morelos
▪ [email protected] ▪ 408-228-4564 ▪ Availability M-F 7am-4pm • Dispatch Site Support – Diana Manriquez
▪ [email protected] ▪ 408-907-5847 ▪ Availability M-F 7am-4pm

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 22 All our managers are on duty 24/7. Our estimated time of arrival for emergency call outs will be a minimum of 1 hour during working hours described at 7:00 AM to 5:00 PM Monday – Friday.

A twenty-four (24) hour emergency number is available. All personnel are equipped with communication.

Key Personnel Bios
Operational Team
Of the following team members, Jesse Alvarado will be the key contact for the day-to-day administration of this project. These team members will be responsible for the daily functioning of the project, and ensuring that all sweeping services are being performed to the complete satisfaction of the City.

Jesse Alvarado – Branch Manager
Jesse has over 20 years of corporate automotive experience. He has a proven track record of customer service and sales. He has strong leadership skills, with innovative techniques that has led him to win awards and personal recognition from Henry Ford III. Jesse leads with passion and believes to be cutting edge involves, communicating the vision and culture of the organization, employee recognition, empowering employees and developing ideas as a team.
• Honesty and integrity
• Excellent concern/resolution skills
• Commitment and passion
• Ownership/Accountability
Gustavo (Gus) Gama – Branch Manager
Gus brings with him strong operations and institutional intelligence through his years of work as a lead operations manager at Republic Services. He has managed several large teams of operators and is well accustomed to the pressure and attention to detail + quality that is required in the sweeping services industry.
• Pragmatic and efficient
• Excellent concern/resolution skills
• Great organizational ability

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 23 • Familiarity with common tech solutions
Sugey Morelos – Operations Manager
Sugey offers a strong support for routing and dispatch out of the Stockton office. She is an important part of the operational team and often the point of contact for drivers in the field. • Skilled interpreter to support field and back-office operations • Strong organization skills
• Detailed routing knowledge and GPS management
Diana Manriquez – Dispatch Site Support – San Jose
Diana offers a strong support of routing and dispatch out of the San Jose office. She is an important part of the operational team and often point of contact for drivers in the field. - Strong coordination skills for routing
- Active listener with excellent communication skills
- Strong organizational skills
Support Team
The following team members will provide ongoing support to the operational team and remain ready and available to answer the City’s requests if needed.

Manvendra Saxena – Senior General Manager
Manvendra (Manny) is a seasoned executive with extensive P&L responsibility driving strategy, marketing, and business development/sales in both small and large organizations. His experience ranges from running a multi-million-dollar marketing budget in a Fortune 100 company to scaling a series-C start-up. An engineer by background, he brings in a deeply analytical and data-oriented approach to solving cross-functional business problems across different functions, geographies, and industries.

Manvendra earned his MBA from Kellogg School of Management (Northwestern University) and a bachelor’s degree in engineering from Indian Institute of Technology. His skillset includes • Leadership of large teams

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 24 • General Management
• Finance & Accounting
Manny will be responsible for the general oversight of this project and communicating with the City managers whenever necessary to ensure SCA is delivering on quality and service.

Additional Team
• We employ two Class A drivers who operate and manage our Roll-Off Truck operation for internal hauling services with ample bins in various sizes from 10-yard to 40-yard capacity and claw tractors for hauling.

Other operational services are provided as requested

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 25 Proposal Exceptions
None.

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 26 Proposal Cost Sheet
*Please note that the extended costs shown here far exceed what we expect or is typically requested with our other partner municipalities. For example, in this contract we do not expect the est. quantity of debris removal to exceed 500 tons or the unscheduled service to exceed 50 hours, per year.

To add clarity, we have provided below a breakdown of our routine street sweeping cost:
• Total Routing Street Sweeping Cost: $297,000.00, for the first year of service:
o Labor: 40% of Cost
o Fuel: 15% of Cost
o Safety, Maintenance, and Job Expenses: 25%
o SG&A: 5%
o Disposal (Paid by City, as per RFP): ~$100/ton
• Teamsters prevailing wage (Group 3) used for labor rates

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 27 Addendum

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) 1-888-837-9337 sweepingcorp.com 390 East Gish Road., San Jose, CA 95112 Dear Humza,
We appreciate the long and collaborative partnership SCA (previously Cleanstreet) has had with the City of East Palo Alto. As requested, we have broken down the proposed rates for converting our contract to a prevailing wage one. As discussed in our call last week, labor is by far the largest component of our costs and by converting to a prevailing wage contract, the labor cost would go up by 2.7x (hourly costs changes from ~$26/hr to $69.42/hr). To come up with our quoted price, we have used the following calculations, please let us know if there are any questions. Thank you! Current Contract (Annual contract value = $164,275.32)
• Labor = $56,827.78 (35%)
• Fuel = $34,322.71 (21%)
• Maintenance = $29,055.11 (18%)
• Safety = $4,026.59 (2%)
• Operating Expenses = $28,543.86 (17%)
• Net Profit = $11,499.27 (7%)
Prevailing Wage Proposal (Annual contract value = $297,000.00) • Labor = $151,730.17 (51%); Labor costs increases from ~$26/hr to ~$69.42/hr (Teamsters Gr. 3) • Fuel = $53,200.19 (18%); Fuel costs in NorCal have increased by more than ~50% over the past couple of years • Maintenance = $36,318.89 (12%); Scarcity of parts, longer lead times, and higher mechanic wages have led to a ~25% increase in our maintenance costs
• Safety = $4,026.59 (1%); No adjustments
• Operating Expenses = $30,934.16 (11%); Wage inflation • Net Profit = $20,790.00 (7%); Maintaining profit margin As you can see above, almost $95K of the increase comes from just the change in labor costs, representing more than 70% of the total increased price. Apart from that we have adjusted for historic increase in fuel and truck maintenance costs to maintain the profit margin % that we had in the last contract.

Kind Regards,

MANVENDRA (MANNY) SAXENA
Senior General Manager
Sweeping Corp. of America
San Jose Office: 390 E. Gish Road | San Jose, CA 95112
Office: 510.431.8643| Direct: 224.532.7396
[email protected]

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services) Revised Exhibit D

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Attachment: SCA Proposal - Street Sweeping Services (2498 : Award of Contract for Street Sweeping Services)

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: December 15, 2022
TO: Honorable Mayor and Members of the City Council
VIA: Patrick Heisinger, Interim City Manager
BY: Karen Camacho, Interim Housing & Economic Development Manager Elena Lee, Planning Manager
SUBJECT: Appropriate TOT Revenue to fund Master Temporary Use Permits for Temporary Housing
Recommendation
Adopt a Resolution to appropriate an amount not exceeding $60,000 from Transient Occupancy Tax revenue to fund permit fees and additional City expenses for Master Temporary Use Permit (“Master TUP”) applications for temporary housing with a maximum of $15,000 per application.

Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:

Priority No. 2: Enhance Economic Vitality
Priority No. 4: Improve Public Facilities and Infrastructure Priority No. 6: Create a Healthy and Safe Community
Background
On June 7, 2022, the City Council authorized the use of a Master Temporary Use Permit (“Master TUP”) application to permit temporary housing, housing for unhoused residents, on public or private property. The intent was to allow for expedited permit processing for property owners interested in allowing vehicles to park overnight or providing temporary shelter on the property. This action followed Council direction on April 5, 2022 for staff to develop a Master TUP for temporary housing solutions for unhoused residents that may take the form of:
· Vehicles parked overnight on private property
· Temporary shelter provided in existing buildings on private property · Temporary housing placed on-site on private property
The Master TUP program is one of multiple strategies to accommodate unhoused residents in

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East Palo Alto. With this program, the City is seeking to expand safe parking locations for individuals living in RVs and to provide a temporary shelter option for unhoused residents within East Palo Alto. The City has met on a monthly basis with the County of San Mateo Human Services Agency (“HSA”) and service providers LifeMoves and Project WeHOPE since April 2021 to offer interim and permanent housing and case management services to unhoused residents, and partnered with WeHOPE for the last four years to offer RV safe parking services. The Master TUP program is intended to close the gap in interim housing solutions by engaging local nonprofits and faith communities in this effort.

The Master TUP consists of a single application containing all applicable site standards and conditions for different types of temporary housing on all parcel types. Applicants could apply for a single property or for a multi-site program, such as a rotating shelter, for up to 12 months at a time. The intention is to provide a streamlined and efficient process to facilitate housing solutions. Consistent with the requirements of the East Palo Alto Municipal Code for temporary use permits, public noticing and a Director’s hearing will be required prior to the issuance of a TUP.

Following Council’s direction on June 7, 2022, staff has created and made available the Master TUP application packet and created a webpage with detailed information on the application and process. The webpage can be found at this following location:
https://www.cityofepa.org/planning/page/master-tup-temporary-shelters. The webpage explains the process and provides the application and contacts for questions. As of the distribution of the staff report, no applications have been submitted. The City’s permit processing fee for a Master TUP is a likely deterrent.

On June 7, 2022, staff also recommended that the City cover permit fee costs and additional possible expenses such as architecture, consultant fees, and fees for other reviewing agencies (e.g., Menlo Fire). Council passed Resolution No. 80-2022, authorizing staff to use Housing Funds to cover permit fees for a Master TUP for temporary housing, with the goal of lowering barriers to participation. While use of Housing Funds was authorized, the amount and source of funds for the permit fees were not identified.

Staff is seeking Council approval to allocate up to $60,000 in Transient Occupancy Tax (“TOT”) revenue to cover the payment of the TUP planning fee for applicants, which is currently $11,474 for a new application and $1,728 for TUP renewals. This amount can cover up to four applications with an allowance for other eligible City expenses. This funding could also cover future increases in permit fees due to annual adjustments based on the construction cost index (“CCI”).

Analysis
Master Temporary Use Permit Fee
One of the primary objectives of the Master TUP is to inform applicants upfront about the requirements for temporary housing, and to ensure that the Planning and Building Divisions and outside reviewing agencies have sufficient information to streamline the review and approval of applications. As with any TUP, Master TUP applications are subject to site standards and conditions that ensure safety and conformance with applicable Planning and Building codes. Operational conditions would be addressed and, based on site conditions, the maximum number of RVs or unhoused residents on each site would also be defined. The

3.2 Packet Pg. 43
intent of the fee is to fund staff work on reviewing the proposal and identifying measures or other requirements needed to ensure all standards are met.

The cost of a TUP application for a 12-month period is $11,474, with a renewal fee of $1,728, according to the City’s current Comprehensive Fee Schedule (effective July 1, 2022). The cost for the initial application is a substantial amount. City coverage of the permit fee would remove a financial barrier for property owners to provide housing opportunities for the unhoused on their property. Staff recommends that the City fund the planning application fee using Transient Occupancy Tax revenue to incentivize applicants to offer their property for temporary housing.

TOT revenue is collected through a hotel tax which is submitted to the City of East Palo Alto on a monthly basis.

Eligible Expenses and Terms for TUP Fee Assistance
Staff recommends that the City Council consider appropriating a maximum of $60,000 so eligible applicants (e.g., churches, nonprofits and private entities) could apply for assistance to cover costs associated with the City’s Master TUP application process. This appropriation would be sufficient to cover up to four TUPs. The proposed qualifying expenses and terms for fee assistance are as follows:
· Eligible applicants can include churches, non-profit organizations and private property owners that have space or facilities on their property to accommodate unhoused individuals;
· Applicant/property owner shall submit an application to accommodate at least ten individuals to receive the fee assistance;
· Applicants shall propose providing overnight parking or accommodations for the full one-year term of the Master TUP;
· Qualifying expenses include the Planning permit fee (currently $11,474), the renewal fee (currently $1,728), and associated City fees and expenses that are necessary for approval of the Master TUP;
· For administrative ease, staff is not recommending covering third-party architectural or consultant costs or fees of other agencies;
· Maximum assistance for each Master TUP is $15,000; a Master TUP application can cover a single site or multiple properties; and
· Requests for fee assistance will be on a first come, first served basis.

Next Steps
If authorized, staff will set aside TOT funds to fund the permit fees and additional City expenses for a Master TUP. Staff will reach out to the community to inform them that assistance on the permit processing fees is available. Staff will also prepare an informational report to the City Council in six months on the status of the Master TUP program and the applicants that have applied for the funds. If deemed necessary, adjustments may be recommended for Council consideration.

Fiscal Impact
Assuming four qualifying Master TUP applications are received, the Planning permit fee would total $45,896 based on the City’s current Comprehensive Fee Schedule (effective July 1, 2022). An additional $14,104 is recommended to cover additional costs for other City fees and

3.2 Packet Pg. 44
expenses to process the initial permit. The proposed maximum assistance for each Master TUP application is $15,000 and the authorized fiscal impact on the TOT Fund would not exceed $60,000.

Public Notice
The public was provided notice by making the agenda and report available on the City’s website on a bulletin board located at 2415 University Avenue, East Palo Alto.

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. Resolution

3.2 Packet Pg. 45
RESOLUTION NO. __________

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO

APPROPRIATING TRANSIENT OCCUPANCY TAX FUNDS TO COVER PERMIT FEES AND

ADDITIONAL CITY EXPENSES FOR MASTER TEMPORARY USE PERMITS FOR TEMPORARY

HOUSING
WHEREAS, on July 17, 2018, by Resolution No. 4998, the City Council declared a shelter crisis pursuant to Government Code 8698 et seq.; and
WHEREAS, the number of unhoused residents, both in recreational vehicles (“RVs”) and encampments, in East Palo Alto has increased in recent years; and WHEREAS, the County of San Mateo named 2022 the “Year to End Homelessness in San Mateo County,” with the goal of bringing homelessness down to “functional zero,” or a level in which the number of units is sufficient to house everyone who is experiencing homelessness; and WHEREAS, the City has been working in close partnership with the County of San Mateo and service providers LifeMoves and Project WeHOPE to offer interim and permanent housing and case management services to unhoused East Palo Alto residents; and WHEREAS, one of the City’s Five-Year Affordable Housing Strategy goals, adopted in 2018, is to Increase Housing Opportunities for Formerly Homeless Residents by a total of 80, including 30 Safe Parking and 10 additional housing opportunities per year; and WHEREAS, the City is pursuing multiple strategies to provide interim housing solutions while residents receive services and seek permanent housing; and WHEREAS, the City Council directed staff to develop a Master Temporary Use Permit (“Master TUP”) program, as a streamlined permitting process to enable property owners to provide overnight parking or temporary shelter in existing buildings to unhoused residents in East Palo Alto; and
WHEREAS, on June 7, 2022, by Resolution No. 80-2022, the City Council authorized the use of Housing Funds to cover permit fees for a Master TUP for temporary housing, but the amount and source of funds for the permit fees were not identified.

NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF EAST PALO ALTO HEREBY appropriates $60,000 in Transient Occupancy Tax revenue to fund permit fees and to cover additional City expenses for Master TUP applications for temporary housing up to a maximum of $15,000 per application.

PASSED AND ADOPTED this 15th day of December 2022, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

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Attachment: Resolution (2515 : Appropriate TOT Revenue to fund Master Temporary Use Permits for Temporary Housing) SIGNED:

Mayor
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk Valerie J. Armento, Interim City Attorney

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Packet Pg. 47
Attachment: Resolution (2515 : Appropriate TOT Revenue to fund Master Temporary Use Permits for Temporary Housing)

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: December 15, 2022
TO: Honorable Mayor and Members of the City Council
VIA: Patrick Heisinger, Interim City Manager
BY: Patrick Heisinger, Interim City Manager
SUBJECT: Proposed Agreement with the Lew Edwards Group to Provide Community Engagement, Polling and Research, and Fiscal Sustainability Consulting Services to the City of East Palo Alto
Recommendation
Adopt a Resolution:

2. Waiving the bidding procedures pursuant to East Palo Alto Municipal Code section 2.84.070(D); and

3. Authorizing a transfer from ARPA Fund to General Fund in the amount of $149,000 and appropriating funds for the same amount through General Fund for such services.

Background
During the Priority Setting process for and throughout Fiscal Year (FY) 2022-2023, the City Council expressed the desire to embark on a comprehensive research and outreach process to gauge community priorities and gather community feedback about maintaining and expanding essential services, infrastructure, and fiscal stability.

On October 18, 2022, the City Council accepted a report from staff that provided several recommendations for allocating the remaining portion of American Rescue Plan Act (ARPA) funding. During the discussion, staff recommended that the City Council set-aside ARPA funds for consultant services to accomplish these outreach goals. At that time, staff estimated that the cost of these services may be up to $200,000; City Council encouraged staff to lower this estimate so that remaining funds may be available for other priorities.

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This action would accomplish a City Council goal of identifying and launching an initial outreach process to gauge community priorities for maintaining essential services and fiscal stability. The purpose of this staff report is to seek City Council approval for the City Manager to execute a contract with the Lew Edwards Group (LEG) to provide these services.

Analysis
About the Consultant Team
An extensive description of the proposed consultant team is provided in Attachment 2 – Draft Proposal. Key highlights are shown in the table below:

PROPOSED CONSULTANT TEAM
Consultant Experience
The Lew Edwards Group (LEG)
Lead Consultant
LEG is an Oakland-based corporation cofounded by partners Catherine Lew and Lloyd Edwards. LEG is a Black/Native
American, Asian-Pacific Islander and
woman-owned firm with more than 25 years
of experience. LEG supported the City of
East Palo Alto in 2016.

Fairbank, Maslin, Maullin, Metz &
Associates (FM3)
FM3 has been conducting public policy
opinion research since 1981 on issues of
major economic and social concern.

The Public Dialogue Consortium (PDC) PDC is a nonprofit organization committed to fostering high quality communication in
the public sphere. PDC has been working
it the Bay Area since 1995 to bridge local
governments, residents and stakeholders
using communication techniques that move
critical public issues toward resolution.

Proposed Scope of Work, Timeline, and Compensation
The Proposed Scope of Work and Thumbnail Overview of Recommended 2023 Project Activities (Attachment 3) provides detailed information about the proposed scope of work for this effort. Below are some key highlights:
• Review current and past City budget materials and other planning documents; • Meet and engage with City staff and other assigned consultants; • Develop strategic plan and timeline for calendar year 2023, including various discussions with the City Council;
• Draft initial public messaging platform and communications toolkit; • Work with City staff and assigned consultants to develop methods of expanding community awareness of policy, fiscal, and service needs; • Conduct up to three stakeholder or community qualitative focus groups, in up-tothree languages; and • Design and produce up to two informational City-wide mailings.

3.3 Packet Pg. 49
Below is an overview of recommended 2023 project activities1:

January: Launch project, determine project goals
Develop quantitative resident survey questionnaire
February: Conduct quantitative resident survey
March: Complete quantitative resident survey, conduct data analysis Update City Council
Develop visioning/engagement approach, timeline, and plan Add key events into timeline: budget adoption process, State of the City, National Night Out, and more
Update Opinion Leader Database
Develop engagement web copy for City website
Spring: Launch 2023 qualitative community visioning/engagement Use qualitative data/community input to add value to budget process Issue interactive mailing #1 to solicit qualitative input and data Conduct two stakeholder/community outreach focus group sessions Include engagement/qualitative data findings in Council budget presentation Conduct business/merchant outreach
Issue opinion leader update #1
Summer 2023: Adopt Budget
Issue community update mailing #2
Issue opinion leader update #2
Develop community outreach presentation
Launch community outreach presentations
Fall/Winter 2023: Conduct parent outreach
Conduct 3rd community outreach focus group
Issue opinion leader letter #3
Evaluate 2023 activities
Develop and refine plan for 2024
Develop voter survey questionnaire
Staff requests that the City Council approve a total not-to-exceed amount of $149,000 for this contract, which is comprised of the following activities and estimated expenses:

PROPOSED CONTRACT EXPENSES ITEMIZATION
Activity Estimated Cost
LEG professional consulting fees $72,000
FM3 Resident Survey $37,000
PDC Meeting Facilitation/Engagement $20,000
Direct Mail Production $20,000
Total $149,000
Proposed Contract Terms

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• Compensation: Not-to-exceed $149,000
• Term: Through March 31, 2024
• Extension Provision: One six-month extension at City Manager’s discretion Recommendation to Waive Formal Bidding Procedures
The City Manager recommends that the City Council waive the formal bidding procedures based on the special circumstance that LEG has unique experience with the City and with various agencies throughout San Mateo County.

Fiscal Impact
Staff recommends the City Council appropriate funds in the amount of $149,000 through American Rescue Plan Act (ARPA) Fund for the consulting services in the fiscal year 2022-23 budget. If approved, the ARPA funds would be transferred to the General Fund prior to the agreement being executed.

Public Notice
The public was provided notice of this agenda item by 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 website.

Attachments

1. Resolution

2. Draft Proposal

3. Scope of Work and Proposed Timeline

3.3 Packet Pg. 51
Resolution No. XX-2022 1 of 2
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO

AUTHORIZING THE CITY MANAGER TO ENTER INTO AN AGREEMENT WITH THE LEW EDWARDS GROUP IN AN AMOUNT NOT TO EXCEED $149,000, TO

PROVIDE COMMUNITY ENGAGEMENT, POLLING AND RESEARCH, AND FISCAL

SUSTAINABILITY CONSULTING SERVICES TO THE CITY, WAIVING THE

BIDDING PROCEDURES IN EAST PALO ALTO MUNICIPAL CODE SECTION

2.84.070(D) AND AUTHORIZING A TRANSFER FROM ARPA FUND TO GENERAL FUND IN THE AMOUNT OF $149,000 AND APPROPRIATINGTHE FUNDS FOR

SUCH SERVICES
WHEREAS, the City Council expressed the desire to embark on a comprehensive research and outreach process to gauge community priorities and gather community feedback about maintaining and expanding essential services, infrastructure, and fiscal stability; and
WHEREAS, on October 18, 2022, the City Council accepted a report from staff that provided several recommendations for allocating the remaining portion of American Rescue Plan Act (ARPA) funding, including that the City Council set-aside ARPA funds for consultant services to accomplish these outreach goals, estimated to cost up to $200,000; and
WHEREAS, City Council encouraged staff to reduce the estimated amount so that remaining funds might be available for other priorities; and WHEREAS, the Lew Edwards Group (LEG) is a California leader in research, community facilitation, and Informational Communications services for counties, cities, and special district measures of all types and has offered to perform the services for $149,000;

NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF EAST PALO ALTO HEREBY:

1. Authorizes the City Manager to enter into an agreement, in a form approved by the City Attorney, with the Lew Edwards Group in an amount not-to-exceed $149,000, to provide community engagement, polling and research, and fiscal sustainability consulting services to the City of East Palo Alto; and

2. Waives the bidding procedures pursuant to East Palo Alto Municipal Code section 2.84.070(D); and

3. Authorizes a transfer from ARPA Fund to General Fund in the amount of $149,000 and appropriating funds that amount through General Fund for such services.

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Attachment: Resolution (2510 : Lew Edwards Group Agreement) Resolution No. XX-2022 2 of 2
PASSED AND ADOPTED this 15th day of December 2022, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Mayor
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk Valerie J. Armento, Interim City Attorney

3.3.a
Packet Pg. 53
Attachment: Resolution (2510 : Lew Edwards Group Agreement) Draft Reference Proposal to Provide
Community Engagement and Fiscal
Sustainability Services to the
City of East Palo Alto
Submitted by The Lew Edwards Group
with FM3 Research & Public Dialogue Consortium

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November 28, 2022
City Manager Patrick Heisinger
City of East Palo Alto
2415 East University Avenue
East Palo Alto, CA 94303
Dear City Manager Heisinger:

Thank you for reaching out to The Lew Edwards Group (LEG) to invite us to consider a second collaboration with the City of East Palo Alto for its long-term community engagement and planning needs. LEG was pleased to have worked with the City in 2016 on a project designed to maintain the City’s diversity and support its fiscal sustainability. A second collaboration with LEG and its partners offers:
✓ A nationally recognized award-winning Black, woman AAPI-owned firm that reflects the diversity of California and your region, with prestigious accolades from the Pollie awards for innovative and culturally competent communications;
✓ An Opinion Research partner – considered one of the top firms in California-- for quantitative community data-gathering, who conducted successful opinion research for East Palo Alto in 2016 and has specific expertise in engaging diverse, multilingual constituencies in gathering quantitative data; ✓ A renowned nonprofit Community Outreach partner with experts who are veterans at managing inclusive discussions with key stakeholders and diverse communities on community visioning and policy issues; and ✓ A highly successful team with demonstrated success in the City of East Palo Alto and for San Mateo Countybased clients.

We so look forward to jumping in feet first!
Catherine Lew, President
The Lew Edwards Group
[email protected]
cc: [email protected]
510-594-0224 x 261w
510-332-7421m

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Refresher on The Lew Edwards Group (Lead Consultant)
While The Lew Edwards Group (LEG) has represented the City of East Palo Alto previously, the following is a refresher on the firm.

LEG is an Oakland-based California corporation co-founded by partners Catherine Lew and Lloyd Edwards – we are celebrating our 25th year in service. LEG is a Black/Native American, Asian-Pacific Islander and woman-owned firm. Our organization is a nationally recognized, award-winning company in providing culturally competent communications and strategic services to California public agencies and local governments, having served hundreds of them over the past two and a half decades.

In 2016, the firm represented the City of East Palo Alto on its fiscal sustainability initiatives, leading an effort that included facilitating on-point quantitative opinion research and engaging the public around the City’s vision in a culturally competent manner.

Public agencies constitute more than two-thirds of LEG’s practice and our core team of seven professionals have served LEG’s client needs for years with expertise that includes media, social media, and Internet communication; coalition building; ballot measure and fiscal sustainability needs; and more.

Experts from LEG are sought after trainers and speakers for the League of California Cities, California Municipal Treasurers Association, California Society of Municipal Finance Officers, Local Government Commission, Institute for Local Governments, Municipal Management Association of Northern California, and others. LEG’s direct mail products have been recognized on multiple occasions in the prestigious national Pollie Awards.

LEG utilizes a multi-disciplinary public outreach format for distributing information, including online communications, paid digital advertising, USPS mailings, bilingual print and media advertising, engagement in partnership with community-based organizations serving unique constituencies, and more. On the revenue generation side of its practice, LEG has enacted approximately $42 Billion in public funding for community facilities and core services.

As the only POC-owned firm in California providing high impact revenue generation and ballot measure consulting services at this scale with a team representing California’s diversity, LEG embraces culturally competent communications and welcomes working with the City to provide translated materials and information in accessible languages. Besides the City of East Palo Alto, LEG’s other San Mateo County-based clients include:
✓ County of San Mateo Health Department
✓ City of Belmont
✓ City of Burlingame
✓ City of Daly City
✓ City of Half Moon Bay
✓ City of Millbrae
✓ City of Pacifica
✓ City of San Bruno
✓ City of San Mateo

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✓ City of South San Francisco
✓ San Mateo-Foster City School District
✓ County of San Mateo
✓ Menlo Park Fire Protection District
Refresher on FM3 Research (Polling Subcontractor for Quantitative Opinion Research) As the City is aware, Fairbank, Maslin, Maullin, Metz & Associates (FM3) has been conducting public policyoriented opinion research since 1981 on issues of major economic and social concern. A California-based company, FM3 has 23 full-time employees working out of its Oakland and Los Angeles offices. FM3 is a mediumsized company that will continue to provide the attention and care the City would receive from a smaller firm, but with the capability of turning out the quick, accurate and sophisticated work you’d receive with a much larger (but less personal) firm.

Each of the research projects is led by one of FM3’s six partners, all of whom are nationally respected authorities on public opinion research. As in the past, the City will have direct access to not only the partner working on your project, but also several other key staff members with advanced degrees in public policy, research methods, and/or extensive experience working in state and local government.

Additionally, FM3 has its own in-house house data analysis and processing team, as well as graphic design resources. This allows the firm to provide rapid project turnaround and more sophisticated data analysis and presentations tailored to client needs.

In any given year, FM3 conducts more than 300 quantitative surveys, many of which are resident or local revenue measure surveys. This year in the Bay Area, FM3 has worked on projects on behalf of the Oakland Zoo, the Oakland Chamber of Commerce, the San Francisco Municipal Transportation Agency, and the cities of Half Moon Bay, Pacifica, and Vallejo. Additionally, FM3 has completed a number of community satisfaction/issues and budget priority surveys for cities throughout California, including the Cities of Fullerton, Galt, Goleta, Ontario, and Pico Rivera.

Introducing Public Dialogue Consortium (Subcontractor for Qualitative Opinion-Gathering) The Public Dialogue Consortium (PDC) is a 501c3 nonprofit organization committed to fostering high quality communication in the public sphere. PDC has been working in the Bay Area since 1995 to bridge local governments, residents, and stakeholders using cutting edge communication techniques that move critical public issues toward resolution. PDC’s collaborative, customized approach builds relationships and creates trust, resulting in constructive public meetings, creative problem solving, and empowered decision-making processes.

The PDC’s process design and facilitation skills engage government agency personnel and diverse stakeholders in focused, outcome-oriented discussions, integrating input into the larger participatory process and goals. PDC creates effective meeting environments with careful planning and the use of facilitation strategies that attend to both work product and relational outcomes. PDC establishes and reviews ground rules that support productive communication, encourages interaction that maximizes participation and explores rather than avoids differences, and encourages participants to notice and address points of agreement and tension—all essential ingredients for

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community and stakeholder-empowered engagement in a given City’s dynamic policy and communications environment.

ASSIGNED ENGAGEMENT TEAM
Assigned project personnel from LEG and FM3 are professionals who have served the City of East Palo Alto previously and have been with our respective organizations for years, providing the City with experts who have institutional knowledge of your County and community. Both of our firms also have an extensive vendor and resource network that has supported our successful projects for decades. LEG/FM3 are also looking forward to introducing the City to PDC, a wonderful partner of our team in other communities.

Catherine Lew, LEG Co-Founder and Senior Consultant – Lead Strategist Catherine Lew, Co-Founder and Principal Consultant of The Lew Edwards Group, is a premier consultant in California providing strategic planning, project management, and award-winning communications services and strategy to cities, counties, special districts, transportation, K-14 education districts, and other public agencies, private sector, and nonprofit clients.

Lew has over 30 years of experience in the communications and political arena. She is a veteran of more than 800 similar projects. In 2018, she was named by the Sacramento Bee as a California Influencer, joining selected statewide leaders in politics, policy, and government shaping the election dialogue through the Bee/McClatchy news mediums. Lew was the Lead Communications Consultant in East Palo Alto in 2016 and has represented multiple clients throughout San Mateo County, including the San Mateo County Health Department; Menlo Park Fire Protection District; the cities of Belmont, Burlingame, Colma, Daly City, Half Moon Bay, Millbrae, Pacifica, San Bruno, San Mateo, South San Francisco, the San Mateo-Foster City Unified School District, and State Assemblymember Diane Papan.

Lew prides herself on her firm’s excellent service to each LEG client, diverse agencies and organizations that range dramatically in size and scope of strategic needs. She has earned a reputation as one of the State’s most effective specialists on behalf of local government.

A graduate of the University of California, Berkeley and the University of San Francisco School of Law, Lew is also a member of the California State Bar, ensuring excellent team collaboration with client city attorneys to ensure that all strategies sponsored by public entities are within the bounds of legal permissibility. If retained as your Consultant, Catherine will function as Lead Strategist.

An additional LEG team-member will join Catherine in supporting the City’s efforts in 2023.

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Curtis Below, FM3 Partner & Chief Operating Officer
Partner & COO Curtis Below brought his broad professional experience in the public, nonprofit and private sectors to FM3 Research in 2007. Since joining the firm, he has provided qualitative and quantitative research – and strategic advice – to government agencies, non-profit organizations, businesses, and candidate and ballot measure campaigns at both the state and local levels.

During the last several election cycles, Curtis conducted research contributing to the passage of a number of ballot measure campaigns, including California's Prop 1 (a $4 billion housing bond) and Prop 68 (a $4 billion park and water bond); two significant regional funding measures in the San Francisco Bay Area (a $3.5 billion BART bond measure and a nine-county “Clean & Healthy Bay” parcel tax). He has also represented the cities of Alameda, Antioch, Cotati, Daly City, East Palo Alto, Half Moon Bay, Los Banos, Martinez, Milpitas, Orinda, Pittsburg, San Jose, San Mateo, Santa Rosa, Scotts Valley, Sunnyvale and Vallejo, and the counties of Santa Clara, Santa Cruz, Humboldt, Tuolumne, and Yuba counties among other clients.

Outside of the electoral realm, Curtis also works extensively assessing public opinion on a variety of issue areas, seeking to both understand existing perceptions and attitudes, and to develop messaging guidance that furthers awareness and inspires behavioral changes. This includes – but is not limited to – work on water conservation, environmental and open space protection, energy use and generation, public safety, education, residential waste disposal and waste reduction, public transit use, parks and recreation, and issues related to development, income, and equity.

In addition to his time at FM3, Curtis also has experience in the public sector (working for the California State Legislature and serving as the Vice-Chair of the City of Oakland's Public Ethics Commission, in the nonprofit sector (working for the Environmental Defense Fund), and the private sector (as co-founder and Vice President of Get Active Software, an Internet software and services company that provided online constituent mobilization and engagement tools for nonprofit organizations).

Education: Curtis received his bachelor’s degree in Geography/Environmental Studies from UCLA and both his Master of Public Policy and Master of Public Health from UC Berkeley.

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Miranda Everitt, Vice President
Vice President Miranda Everitt has focused on her research on drug policy reform, conservation, and climate policy. Miranda also extensive experience in fiscal sustainability data research for scores of cities, counties and school and special districts throughout the country.

Miranda's research contributed to historic victories for drug policy reform across in the country in November 2020. Voters legalized marijuana for adult use in traditionally conservative states including Montana and South Dakota and approved medical marijuana in Mississippi. In Oregon, she worked to help develop Measure 109, which will allow promising psilocybin therapy to treat depression, end-of-life anxiety, and PTSD. Measure 110, which will decriminalize personal use possession of all drugs, redirecting resources to public health and treatment. Initiative 81 will make entheogens Washington, D.C.'s lowest law-enforcement priority. Since 2015, she has contributed research on campaigns to allow medical or recreational marijuana in a dozen states and helped local governments approach taxation and regulation of this new industry; her work continues to inform legislative and ballot-measure drug reform campaigns in other states.

Miranda came to FM3 with experience in communications and policy research at California Budget and Policy Center, SEIU Healthcare MN, Chief Justice Earl Warren Institute for Law and Social Policy, Justice in Aging, and the Alameda County Community Food Bank. Prior to her policy career, she worked for the Oakland Tribune, San Jose Mercury News and Toledo Free Press.

Education: Miranda holds a Master of Public Policy from the Goldman School of Public Policy at UC Berkeley and a journalism degree from Bowling Green State University in Ohio.

Dr. Shawn Spano, Engagement Facilitator – Public Dialogue Consortium Dr. Shawn Spano is a Founding Member of the Public Dialogue Consortium, with over 25 years of experience designing and facilitating stakeholder meetings, training workshops, community forums, and off-site retreats with executive staff, elected officials, middle managers, commissions and boards, and local residents. Shawn is a Professor in the Communication Studies Department at San Jose State University, teaching courses and conducting research in organizational communication, small group communication and public dialogue. He has published numerous articles and chapters, including the book, Public Dialogue and Participatory Democracy. Shawn will lead and/or support the project’s qualitative data collection through on-site or virtual stakeholder and public engagement.

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Jennifer Mair, Engagement Facilitator—Public Dialogue Consortium Jen Mair brings over a decade of experience providing facilitation, stakeholder and public engagement to communities and agencies working on large scale planning projects. She has extensive experience developing customized outreach and engagement plans to engage stakeholders and community members virtually and creatively, with emphasis on engaging the hard to reach. Jen specializes in collaborative strategic planning and process design, conducting situation and stakeholder assessment, as well as training and capacity building. Jen collaborates closely with clients and project teams to strengthen relationships and deploy technologies that support creative and inclusive engagement from diverse stakeholders. Jen will function as an Engagement Specialist/Facilitator to this project for qualitative data collection.

CASE STUDIES: CITIES OF MERCED & BELMONT
City of Merced
Specialists from this team have all supported long-term policy and fiscal sustainability initiatives in the Central Valley community of the City of Merced, a community with agricultural farming roots and a diverse community that includes, among others, vibrant Latinx and Hmong constituencies.

With some members of our team having worked with the City dating as far back as 2006, both quantitative and qualitative data has been essential in assessing how the community itself and its perspectives have evolved over time, along with community needs.

In our most recent collaborations since 2017, our services to this long-standing client revolved around engaging the community around issues such as:
▪ Public and community safety issues
▪ How to address deteriorating public facilities
▪ COVID impacts and how to prioritize the services of greatest need in an evolving pandemic environment ▪ How to address the twin crises of housing affordability and homelessness ▪ Whether the community was supportive of Universal Basic Income ▪ City Charter Updates
▪ The viability of a variety of approaches towards protecting core services and the City’s long-standing fiscal sustainability
To allow the City staff and Council to make informed decisions on policy matters, our scope of services in 2022 included:
✓ Updating the City’s quantitative opinion research through a phone/online survey conducted by FM3 Research

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✓ Facilitating and compiling perspectives from six on-site multilingual qualitative focus group input sessions to identify additional stakeholder, community, and key influential input ✓ Communicating results of this input and informing the public of the City’s fiscal sustainability vision City Manager Stephanie Dietz can speak to this project:

City of Merced
Stephanie Dietz
City Manager
1-209-388-8670
[email protected]
Long-term LEG/FM3 client with strong community-based engagement approaches and quantitative/qualitative data collection to inform policy development and long-term fiscal sustainability initiatives.

City of Belmont
Closer to home, your in-County neighbor, the City of Belmont has been represented by LEG for the better part of 20 years on a variety of policy initiatives to maintain and improve local quality of life in the areas of fire safety, library services, and fixing deteriorating streets and roads. Transformation of the City’s outdated community center, the potential siting of Stanford University within city limits, addressing ongoing traffic snarls and updating the City’s outdated business tax structure are just some of the many policy initiatives still on the horizon.

Over the past year, LEG developed an amazing community engagement program called “Your Voice, Your Belmont” which the City adopted for its overall branding and communications over a range of issues and platforms. Over the past year, 1,000 residents have been engaged in a visioning process for the City through quantitative and qualitative data gathering, a remarkable achievement in a City that size.

City Manager Afshin Oskoui can speak to this project.

City of Belmont
Afshin Oskoui
City Manager
1-650-595-7408
[email protected]
Long-term LEG client with strong community-based engagement approaches and quantitative/qualitative data collection to inform policy development and long-term fiscal sustainability initiatives.

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RECOMMENDED APPROACH
Our team’s services can be summarized as follows:

1. Provide Lead Project Coordination with all assigned City staff and project professionals

2. Update and interpret quantitative Public Opinion Research/data collection

3. Engage stakeholders and the community around their priorities and needs through qualitative data collection

4. Recommend how both qualitative and quantitative data should be considered by the City for this project

5. Develop Strategic Plan, recommend ongoing Communications/Engagement throughout the process Lead Project Services
LEG continues to pride itself on a supportive, team building approach with consistently scheduled planning sessions. With the input of all participants, LEG will develop meeting agendas and facilitate sessions to support the timely deployment of key project activities.

Specifically, LEG’s effective project management is based on the firm’s embrace of an integrated, multidisciplinary professional approach. The following are the core issues and agenda topics typically covered in a LEGled launch:
▪ Overall project timeline and how our respective disciplines should be coordinated on the City’s behalf ▪ Current City demographics and community dynamics
▪ Current public views and priorities in light of a fluid post-pandemic and environment of economic uncertainty
▪ The effective use quantitative and qualitative data collection The high-level Lead Consulting services LEG provided to the City in 2016 included:
✓ Serving as the Lead Communications Consultant to help navigate dynamic, evolving project needs and supporting City staff and other professionals in achieving a well-coordinated effort ✓ Collaborating closely with FM3 on quantitative public opinion data collection, independently analyzing results, and providing Strategic Recommendations and Plan ✓ Continuously updating and refining a Project Timeline, Activities, and Budget ✓ Recommending a public education program to inform the public of the City’s vision ✓ Training/re-training city staff on informational outreach message delivery ✓ Developing earned media/web-based strategy and content for informational collaterals ✓ Adding value to City materials
LEG approaches its partnership and Lead Consultant role with personal dedication, enthusiasm, and a commitment to excellent service, recognizing that our ultimate consumer is not only the City of East Palo Alto, but most importantly, the constituents and stakeholders the City represents.

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Getting Started
As we’ve discussed, LEG recommends that opinion research to collect quantitative data on East Palo Alto residents’ current attitudes and needs be conducted as the first step in our collaboration.

Over the course of 2022 and 2024, LEG/FM3 recommend that the City of East Palo Alto conduct two quantitative data surveys – first a 2022 community survey to assess current resident opinions and priorities, and then a voter survey in 2024 to test the feasibility of potential revenue and policy initiatives.

As shown in Figure 1, FM3 will approach conducting these surveys in three phases, which is described in more detail in the following sections.

Research Design
For each survey, the sample will reflect both the demographic characteristics of East Palo Alto’s population as well asits geographic distribution. The City’s adult resident population is 22,646, with 8,734 of those being likely November 2024 voters. Typically, FM3 would aim to complete 400 interviews for a city-wide quantitative survey; given the number of residents and voters within East Palo Alto, however, it is more reasonable to expect approximately 300 completes (using our standard contact and data collection methods).

FM3 recommends utilizing three or four different contact methods to reach potential respondents (telephone calls, emails, and text messages for the voter survey and telephone call, email, text messages, and postcards for the resident survey) and two different data collection modes for both surveys (telephone and online interviews).

One of the benefits of working with FM3 is that the firm has been conducting similar kinds of survey research for decades (including in East Palo Alto), enabling us to come to this project with many recommendations on how to potentially structure the quantitative survey questionnaire and what specific questions to include. In addition to behavioral, attitudinal, and situational questions, the survey will ask a variety of relevant demographic questions such as race/ethnicity, age, educational attainment, family type (does the respondent have children, and if so, what age(s) and do they live with them), household income, and homeownership status (homeowner/renter), among others.

Survey Languages
Given the City’s large overall Latino population, as well as the large population of Latinos who are likely to vote in the November 2024 election, the research specifications align with the City’s desire to conduct interviews in Spanish (see Figure 2). FM3 is also potentially available to conduct interviews in Tongan, if the City desires this option. For reference, please see Figure 2 for an estimation of how many interviews (based on the City’s overall Tongan population as well as the number of likely Tongan voters in November 2024) we expect to complete among Latino and Tongans respondents, some portion of which will be in Spanish and Tongan, respectively.

Phase 1

DATA RESEARCH DESIGN
Phase 2

DATA COLLECTION
Phase 3

DATA ANALYSIS & REPORTING
Figure 1: Research Phases

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Figure 2: Estimated Number of Completed Latino and Tongan Interviews Ethnic
Background
% of Total Adult
Population
Projected # of
Interviews (Resident
Survey)
% of Nov. 2024
Voter Population
Number of Interviews
(Voter Survey)
Latino 52% - 56% N=400: 208-224 30% - 34% N=400: 128
Tongan 5%-7% N=400: 20-28 3% - 5% N=400: 12-20
Data Collection
Based upon the final sample specifications, FM3 will set a target number of interviews to be completed online. To mitigate against potential data collection mode bias, FM3 currently recommends a relatively even balance of online and telephone completes. For the resident survey, a random sample of residential addresses will be selected and matched to public and commercial databases for contact information. For each address, we will have at least a mailing address, phone number and/or email address, allowing FM3 to contact potential respondents via email, text, or phone call—and for homes without such contact information—a postcard with a link to the online survey. For the voter survey, likely voters will be taken from the voter file—which contains phone numbers and email addresses—and contacted in a similar manner (with the exception of no postcards).

Throughout the data collection phase, researchers and statistical analysts assigned to your project will review responses daily to ensure data and sample integrity and that survey questions are "working." If necessary, FM3 will bring to your attention any questions that appear to be generating confused responses and suggest potential questionnaire modifications to address those issues.

Data Analysis
Within two days after interviewing has been completed, the topline survey results will be generated and FM3's initial analysis will begin. These results will show the overall percentage of respondents that chose each answer option for all survey questions. The final result will be a comprehensive set of cross-tabulated results that include a table for each question or demographic variable in the survey, with a series of up to 180 columns indicating how various subgroups of residents responded to that question. The cross-tabulated results will make it possible to detect how responses differ, if at all, among various subsets of the sample. For example, it will be possible to compare answers provided by men and women; residents of various age categories, income levels, and ethnicities; homeowners and renters; parents and non-parents; residents living in different communities; and many other subgroups.

Reporting Deliverables
FM3 will generate a summary of the key survey results in a PowerPoint presentation, including demographic breakouts and summaries of key findings and recommendations. These results are typically presented in draft format to the client team and then further refined based upon feedback from that group. A version of this presentation will also be developed in a format suitable for FM3 to present in a public forum or through a webbased release.

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Finally, after FM3’s final deliverables have been completed, Team FM3 remains available to answer follow-up questions and present results to additional key stakeholders. We view the responses to the survey/s as an ongoing data resource; if needed, FM3 can conduct further analysis to provide answers to any follow-up questions that may arise.

Proposed Research Specifications and Estimated Costs
Methodology Dual-mode resident survey
Dual-mode voter survey
Data Collection
Mode
Telephone and online/mobile interviews
Respondent
Contact Method
Telephone calls, email invitations, and text invitations (and postcards for the resident survey)
Population &
Sample
Resident survey: 400 adult residents are recommended
Voter survey: 400 likely November 2024 are recommended
Margin of
Sampling Error*
±4.9% for a sample of 400 interviews
*At the 95% confidence level (i.e., in 95 out of 100 cases) Public Engagement and Qualitative Data Collection
Following assessment of the City’s updated quantitative opinion research, as noted in the preceding section LEG will develop a Recommended Community Outreach/Visioning approach and plan. As we’ve preliminarily discussed, the baseline resident study should be viewed as only the first step in the community outreach process, one that can be built on through different modules of engagement, including qualitative data collection. ❖ The City’s routine budget process is an opportunity to collect qualitative data input from the community.

LEG has tremendous success working with its agencies to transform what would otherwise be a somewhat dry and technical financial process into something more dynamic. Everyone wants to share their perspectives on what their needs and priorities are! Let’s capture some of that energy and the needs of the community.
❖ LEG would work with the City to develop messages to effectively solicit qualitative data input, respond to questions from, and inform/engage the public and the City’s diverse constituencies on their vision for the future, including the City’s ideas.
❖ LEG would provide structure and effective communications outreach content to educate the public and business stakeholders about the needs, the City’s Fiscal Sustainability vision, and the City services your team wants maintained, restored, or enhanced.

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❖ LEG encourages use of all available vehicles, including stakeholder and community meetings, direct mail, and social and digital media/Internet-based communications platforms to inform and engage the public to add layers of qualitative data input to the first resident survey.

Message and Communications Toolkit Development
Our project collaboration will have the goal of informing the public and raising awareness of the City’s current quality of life vision, safety, and fiscal sustainability needs. The first resident study will give us a clear sense of the current interests and needs of the public, which will allow our team to more effectively frame and focus the additional layers of outreach using “two-way,” collaborative dialogue with your public and stakeholders.

Stakeholder Engagement/Qualitative Community Focus Groups PDC will lead efforts to collect qualitative data from the community. ✓ Attend selected planning meetings with consultant and City staff team. ✓ Develop process design as well as meeting goals, materials, and agendas to elicit community input in the form of qualitative input – which builds on the quantitative data. ✓ Translate meeting materials and offer interpretation as needed.

PDC is prepared to conduct up to three stakeholder focus groups (in person or virtual) with East Palo Alto community groups, organizations, and individuals. Please note that the recommended formats are not “open Town Halls” but are more carefully calibrated to ensure a balance of perspectives and quality engagement from each participant.

Other Public Education Program Elements: Direct Mail/Social Media/Digital Media LEG continues to recommend a multi-faceted communications plan that will allow the City to raise awareness of city needs beyond stakeholders and key influentials, to a broader public. As in the past, your City website, social media, and a broader Speakers’ Bureau program (whether online or in-person) will all be utilized.

Since 2016, LEG clients have expanded their digital media reach and communications. Since the advent of COVID, more people are getting their information online. LEG advises the City to utilize paid digital as part of your engagement/communications toolkit. Please note this is different from boosting social media posts but is messaging that follows your target audience to the online sites they visit.

Supporting Media Response and Maximizing Media Opportunities LEG will review earned (non-paid) media press opportunities with the City PIO. Balanced press coverage will build additional community and stakeholder engagement. While LEG does not function as a spokesperson, our team can support the City’s communications efforts by developing additional collaterals such as project-related press releases, media backgrounders, talking and rapid response needs, as necessary.

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THUMBNAIL OVERVIEW OF RECOMMENDED 2023 PROJECT ACTIVITIES January: Launch Project, determine project goals
Develop Quantitative Resident Survey questionnaire
February: Conduct Quantitative Resident Survey
March: Complete Quantitative Resident Survey, conduct data analysis Update City Council
Develop Visioning/Engagement Approach, Timeline/Plan
Add key events into Timeline: Budget adoption process, State of the City, National Night Out, more
Update Opinion Leader Database
Develop engagement web copy for City website
Spring: Launch 2023 Qualitative Community Visioning/Engagement Use qualitative data/community input to add value to budget process Issue Interactive Mailing #1 to solicit qualitative input/data Conduct two stakeholder/community outreach focus group sessions Include engagement/qualitative data findings in staff budget presentation to Council Conduct business/merchant outreach
Issue Opinion Leader Update #1
Summer 2023: Adopt Budget
Issue Community Update Mailing #2
Issue Opinion Leader Update #2
Develop Community Outreach presentation
Launch community outreach presentations
Fall/Winter 2023: Conduct parent outreach
Conduct 3rd community outreach focus group
Issue Opinion Leader Letter #3
Evaluate 2023 activities
Develop/refine plan for 2024
Develop Voter Survey Questionnaire
CALENDAR YEAR 2023 COST PROPOSAL
LEG recommends a two year sequencing of fees and activities as follows.

LEG Professional Consulting Fees NTE $6,000/month = NTE $72,000 • 12-month term January – December 2023
• Rate constitutes a discounted rate to LEG’s 2023 rate of $6,500/month

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• As the City may recall, without exception and consistent with previous collaborations LEG does not invoice or track work on an hourly or time and materials basis.

FM3 Resident Survey NTE $37,000
• Survey of residents in the City of East Palo Alto. Approximately 20 minutes, up to 400 dual-mode interviews conducted in English, Spanish and Tongan over the phone (online is English only). • These costs assume the City can provide FM3 with a list of residential addresses in East Palo Alto with unit numbers for multiunit buildings.

Public Dialogue Consortium Meeting Facilitation/Engagement NTE $20,000 • To participate in selected planning sessions, assist in outreach, conduct process design, and facilitate up to three qualitative focus groups, and document/report on engagement outcomes. • Estimates approximately 70 hours at PDC professional hourly rates of $200-$300 and translation.

Invoices will reflect hourly billing for this line item.

Direct Mail Production NTE $20,000
• Two all resident mailings are recommended: one perfed interactive, one 11x17 book fold (householded) inclusive of graphic design, printing, mailing and data costs. Any preceding mailer needs to be fully paid for prior to initiation of the subsequent mailing/s.

Projected total for 2022-2023: NTE $149,000*
*Use of the City’s translation services for materials is presumed and are not budgeted for in this proposal.

In closing, the team of LEG-FM3-PDC thanks the City for its consideration of a continued successful collaboration into 2023. Can’t wait to get started on this critical work!

APPENDIX ON THE FOLLOWING PAGES

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REPRESENTATIVE WORK SAMPLES
Selected City of East Palo Alto Quantitative Data Slides 2016 (Our team would “track” some of these data findings in any 2023 research project)

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City of East Palo Alto Qualitative Data Mail Survey 2016

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City of East Palo Alto Report-Back and Community Engagement Materials (2016) 2016 Influencers Informational Presentation Sample

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(Selected samples from other cities on the following pages)

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Selected City of Merced Quantitative and Qualitative Community Data-Gathering C N T NT N T N T P C T N C T C E 2 4 10

11 27
22 15
31 5
Strongly support
Somewhat support
Somewhat oppose
Strongly oppose
Don t know
Total
upport
49 Total
ppose
4 ome people have proposed providing monthly guaranteed cash payments of up to per month to single parents and emancipated foster youth in erced paid for by the state. o you generally support or oppose this idea

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12 here have been no ne a ordable housing units built in erced since . n order to address erced s a ordable housing shortage and overall housing a ordability crisis people have proposed a number of policies. ne of these policies involves crea ng a regional a ordable housing trust fund using state and federal dollars hich ould be used to construct a ordable housing in erced and neighboring communi es. o you generally support or oppose the idea of an a ordable housing trust fund 45 2
7 16
4 Strongly support
Somewhat support
Somewhat oppose
Strongly oppose
Don t know
Total
upport
3 Total
ppose
22 13

45 21
12 1
4 Strongly support
Somewhat support
Somewhat oppose
Strongly oppose
Don t know
Total
upport

Total
ppose
30 ome people have proposed the City of erced provide a one me ha ard payment of for essen al or ers during the coronavirus pandemic. o you generally support or oppose this idea

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EXHIBIT A
2023 SCOPE OF SERVICES
Consultant shall provide Lead Consultant project management services to City on its Engagement, Communications, and Fiscal Sustainability planning and efforts. • Review archival information pertaining to past collaborations. • Conduct audit of all recent City issues /media coverage in the public arena. • Review past and current City budget materials and planning. • Meet/engage with City staff and other assigned consultants. • Update the City on Best Practices currently being utilized in other cities for projects. • Through subcontractor FM3 Research, conduct citywide quantitative resident survey, analyze data results, and provide strategic recommendations.
• Develop strategic plan and timeline for calendar year 2023. • Draft initial Public Messaging Platform and Communications Toolkit. • Facilitate and continuously update a coordinated strategy and timeline for project. • Work with City staff and assigned consultants on methods to expand community awareness of policy, fiscal/service needs.
• Recommend to staff and assigned consultants methods of engaging/informing constituents in City communications vehicles and through stakeholder and qualitative community focus groups. • Add value to City FY 2023-2024 budget adoption process. • Provide Message Training to City staff.
• Recommend methods to expand informational outreach activities with community networks and organizations in the City, and advise City staff on effective methods, of engaging the public.

Consultant will update and refine concise, user-friendly community content. • Through subcontractor PDC, conduct up to three stakeholder or community qualitative focus groups, including up to three languages.
• Design and produce up to two informational mailings.
• Assess 2023 efforts, develop/refine 2024 project timeline and plan.

The parties expressly acknowledge and agree that legal services or advice are not within Consultant’s scope of services. All services will be performed via email, teleconference, or videoconference and no site visits will be requested of consultant. Consultant does not function as a spokesperson for the City. When producing direct mail products for the City, Consultant can produce and deliver to USPS upon a schedule mutually agreed upon by the parties but cannot be responsible for actual delivery once mail products are in the control and possession of the US Postal Service.

EXHIBIT B
SCHEDULE OF 2023 COMPENSATION RATES

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Attachment: Scope of Work and Proposed Timeline (2510 : Lew Edwards Group Agreement) Contract is Not to Exceed (NTE) One Hundred and Forty-Nine Thousand Dollars ($149,000) due and payable as follows:
a) For Lead Consulting Services, professional fees NTE Seventy-Two Thousand Dollars ($72,000) due and payable at a discounted (2022) rate of Six Thousand Dollars ($6,000) per month due and payable on the last business day of each month commencing January 30th and ending on December 31st, 2023 unless extended by the parties. If extended, it shall be at Consultant’s 2024 rates.
b) For Public Opinion Research services, NTE Thirty-seven Thousand Dollars ($37,000) for a resident survey of approximately twenty minutes, up to 400 respondents upon invoice by Consultant (oral interviews will be available in three languages); c) For Community/Stakeholder Facilitation Services and project meeting attendance, NTE Twenty Thousand Dollars ($20,000) to facilitate up to three qualitative focus group sessions upon invoice by Consultant at hourly rates between Two Hundred Dollars ($200) and Three Hundred Dollars ($300) for professional, upon invoice by Consultant. Expenditures for this line item will reflect hourly billing.
d) For Direct Mail Production, NTE Twenty Thousand Dollars ($20,000) for up to two citywide mailings inclusive of graphic design, printing, mailing and data costs.

Use of the City’s translation services for materials is presumed and should be budgeted for by City outside of this Agreement.

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EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: December 15, 2022
TO: Honorable Mayor and Members of the City Council
VIA: Patrick Heisinger, Interim City Manager
BY: Patrick Heisinger, Interim City Manager
SUBJECT: Update on City Council Priorities for FY 2022-2023 Recommendation
Accept the report on the City Council’s Priorities for FY 2022-2023.

Background
On April 5, 2022, the City Council adopted a resolution that established the City Council’s priorities for FY 2022-2023 (Priorities). The chart below illustrates the City Council’s Priorities and the identified team lead responsible for implementation:

CITY COUNCIL PRIORITIES for FY 2022-2023
Priority Staff Lead
Promote Housing, Economic and Workforce Development Chen Implement the Comprehensive Transportation and Mobility Plan Javed Promote Public Health and Safety Various
Ensure Our Financial and Organizational Health Oku
Improve the City’s Water Infrastructure Javed
Implement the Facilities Master Plan Heisinger/Javed
Enhance Community Services and Parks Renfield

In addition to establishing the Priorities, the City Council also approved a detailed Workplan for each priority. Please see Attachment 1 to review the detailed Workplan for each priority complete with an update for each item. The text colors in the chart above correspond to the detailed Workplans for each priority shown in Attachment 1.

As part of the City Council’s actions on April 5, 2022, staff committed to providing the City Council and community with periodic updates regarding the status of the Priorities. The purpose of this staff report is to provide the first of such formal updates.

Analysis

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This report provides key updates on each of the City Council’s Priorities for FY 2022-2023; key updates are identified in italics:

Promote Housing, Economic and Workforce Development
• Continue to Implement the City's Affordable Housing Strategy o Completed approval process for the Woodland Park Euclid Improvement entitlement, which included a Development Agreement and Affordable Housing Agreement requiring land donation and construction of 70-89 deed-restricted affordable housing units to be built off-site within the City. o Secured $8 million in state funds for 965 Weeks affordable housing development to cover project and infrastructure costs
o Allocated $775,215 in Measure HH funds for workforce development in science, technology, engineering, and mathematics (S.T.E.M) sector and building trade living wage jobs.
o Allocated $426,788 in General Funds (Measure O) to continue anti-displacement services for East Palo Alto residents for the next two years o Completed Phase 2 of the Light Tree Apartments affordable housing project. o Extended the RV Safe Parking Overnight Program for an additional year. o Launched Master Temporary Use Permit program for temporary housing o Researched issues for the Partnership for the Bay’s Future Breakthrough Grant (TOPA/COPA).
o Continued participation in the East Palo Alto Career Center Technical Advisory Committee (TAC) and Employer Advisory Committee (EAC)
o Continued collaboration with the County and service providers to address homelessness in East Palo Alto
o Launched CalHome JADU/ADU Loan Program
o Began work to further streamline the permitting process for accessory dwelling units (ADUs), including receiving City Council direction on future code amendments, process improvements, and financial incentives and continuing to collaborate with ADU Working Group.
o Submitted Draft Housing Element to the California Department of Housing and Community Development (HCD) for review; HCD comments expected in January 2023 and a revised Draft Housing Element will be presented to City Council for consideration in January 2023.

Implement the Comprehensive Transportation and Mobility Plan • Develop a Comprehensive Transportation and Mobility Plan o The Mobility Study was adopted in 2020 identifying short-term, mid-term, and long-term improvements.
o The short-term strategies focused on localized measures to reduce cut-through and speed reduction, while the long-term strategies focus on planning level strategies to reduce congestion on University Avenue or reduce regional traffic through East Palo Alto streets.
o The majority of short-term improvements identified in the Mobility Study have been completed. All the improvements to be completed by Spring 2023. o Staff to begin working towards Permit Parking Program guidelines starting in Spring 2023

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• Expand Bicycle/Pedestrian Facilities and Interconnectivity o The City has been working on its Annual Street Resurfacing Project, and has striped bike lanes throughout the City in accordance with its adopted Bicycle Transportation Plan as a part of this project
o AHSC funds as well as Measure A funds were utilized for bike lane striping • Begin Construction of the University Overpass Project o The City intends to bid the project and have a construction contract awarded by early March 2023.
o The construction phase is anticipated to begin in May 2023. • Investigate University Avenue Improvements/Changes
o Signage restricting turning movements on University Ave has been installed.

Promote Public Health and Safety
• Enhance flood protection for residents, businesses, and property owners o City staff is continuing to work with JPA to implement the design and permitting phase of the Safer Bay Project
o Upon completion of the design and permitting phase, the City will work with JPA to bid the construction phase of the project and seek additional funds as necessary
o City of East Palo Staff is continuing to work with the City of Palo Alto on the final construction documents of the Newell street bridge replacement project the project is currently at the 95% plan stage.
• Successfully hosted Public Safety Town Hall meeting on Cameras in the Park with majority of residents who attended supporting the City installation of cameras in the park.
• Installed temporary cameras at Jack Farrell and Martin Luther King Jr. Parks. • Police Department successfully continued public safety and support services throughout the COVID-19 pandemic including annual community engagement initiatives such as the annual Holiday season programs. The department continues to proactively hire high quality team members to fill vacant positions to increase capacity for our community, while remaining relatively COVID-19 healthy. • City continues to respond to and manage, in partnership with the County and other stakeholders, the COVID-19 Pandemic
Ensure Our Financial and Organizational Health
• Address Structural Deficit Through Fiscal Resiliency Measures o Committed $3 million for CalPERS funding plan. If Council desires, next steps will be selecting one of the provided options of the funding plan. o Adopted a General Fund Reserve Policy which provides the framework to: 1) Maintain a sound financial position through the identification, establishment and use of reasonable reserve levels, 2) Provide the flexibility to respond to changes in future service priorities, revenue levels, and operating expenses, 3) Provide consistent services in the event of disruption, such as revenue volatility, natural disasters, and unexpected critical infrastructure repair or replacement, 4)

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Establish target amounts or ranges of reserve levels, and 5) Set conditions for reserving, committing, or spending surplus fund reserves. o Continuing managing the lease contract with Veolia, the City’s water system operator, identifying the fiscal responsibilities between the operator and the City per the contract and ensuring the compliance with the Prop 218 process. • Develop 10 Year Financial Projections
o Begun studies and drafting an RFP to develop 10-year financial projections. • Plan and Implement an Enterprise Resource Planning (ERP) System o The Finance Department is midway through the Enterprise Resource Program (ERP) implementation. Following the initial setup, the next phase will be staff training which will start with Finance staff. Following Citywide training, there will brief period where both the current and the future systems are used. • Focus on Staff Morale, Retention, Recruitment & Succession Planning o Decreased vacancy rate from 23% to 7%.
o Provided salary increases to all employees.
o Initiated three staff appreciation events including the upcoming City Holiday Park scheduled for Friday, December 16th.

Improve the City’s Water Infrastructure
• Improve Operations and Infrastructure of the Water System o The City recently completed its Urban Water Management Plan, Water System Master Plan, and the Asset Management Plan.
o Along with the adoption of the Water System Master Plan, the City Council appropriated over $8 million dollars in funding for water infrastructure projects. o City Council appropriated close to $1 Million to proactively design future water infrastructure projects
o City staff is continuing to work with its consultant to ensure compliance with its adopted Asset Management Plan
• Advance Key Water Infrastructure Projects
o The City completed construction of the O'Brien turnout project and is currently working with the SFPUC on finalizing agreements of the turnout. o A number of water infrastructure projects have been designed including the 12” University Ave./Cooley, 16” Purdue watermain.
o A number of water main projects are in the design phase, including the12 inch watermain on University Ave, Demeter waterline loop, Weeks Street water main o The City of East Palo Alto will continue to work with the City of Palo Alto on the water intertie at University/Woodland Avenue. This project will also include the watermain gap.
o The City will continue to review and identify potential locations for water storage especially in the Ravenswood business district.

Implement the Facilities Master Plan
• Completion of the City's Comprehensive Facilities Master Plan

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o The facilities plan master plan has been approved and adopted by City Council • Investigate potential options for developing county vacant property located on Beech Street
o The City and County of San Mateo are actively negotiating on a potential land swap for the property.
• Coordinate with County Library District regarding the potential new library in East Palo Alto
o Secured a Federal earmark in the amount of $1.5 M to fund initial design costs of the library.
o City Council allocated $400,000 of ARPA funds to support the design of the library.
o A RFP for Architectural services to complete the design package (plans, specifications, and estimates) will be released by the City in early 2023. o CEQA for the City’s acquisition of the site shall be completed by the end of March 2023.
o Staff expects that the City will own the site by the end of March 2023. • Develop a detailed strategy for the location of the future Police Department o Strategies for temporary Police Department will be completed by February 2023 • Complete the City Hall Tenant Improvement Project
o The City Council approved a contract amendment with the firm, Powell and Partners, Inc. to finalize the design package to improve the former Police Evidence Room only. The design change should be completed by April of 2023 at which time the project will be ready for bid.

Enhance Community Services and Parks
• Implemented and completed third consecutive year of summer programming for East Palo Alto residents. 815 residents were served from June 21-August 31 with the $154,000 that Council invested.
• Facilitated and hosted three City-sponsored events: The re-opening of the Senior Center and the City’s 39th birthday Celebration, and the Third Annual Tree Lighting Ceremony.
• Closed out final round of Measure C Funding.
• Applied and was awarded grant funding from San Mateo’s Office of Aging and Adult Services in the amount of $197,004 for the City’s Congregate Nutrition and Transportation Programs for fiscal years 2022-26.
• Resumed Senior Annual Prom (55+) after two-year suspension due to COVID-19. • Partnered with local NFL star, Davante Adams, to install Outdoor Fitness equipment in Jack Farrell Park and hosted unveiling that was well attended from the community. • Advanced the following key park initiatives:
o Parks Master Plan
▪ In process of receiving initial draft of Citywide Parks Master

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Plan; 90% of project complete
o Planning/design of Martin Luther King (MLK) Park
▪ 75% complete with updated design of park encompassing all recommendations that Council and city residents desired ▪ Currently in Phase 3 of 5 of the CEQA process
▪ With inclusion of Beech Street property, park expansion will grow from 4.7 to 13.89 acres
▪ Final design and CEQA shall be completed by the end of May 2023.
o Partnership with Magical Bridge Foundation
▪ Hosted several community engagement activities to determine success of full Magical Bridge at site
▪ The City Council approved the Initial site design; CEQA exemption expected to be completed by February 2023.

Priorities Yet to Be Initiated
Although significant progress has been made on many of the City Council’s priorities as outlined above and in the attachments to this staff report, there is one priority dating back to the City Council’s priorities in 2020 that has yet to see any progress.

The City Council directed staff to complete a comprehensive Information Technology (IT) Strategic Plan. To date, the Administrative Services Department has yet to initiate this priority.

It is likely that this item will be reassigned from Administrative Services to another Department or Division.

Priority Setting Process for FY 2022-2023 to Commence on January 21, 2022 In keeping with the priority setting process, the City Council already scheduled a Priority Setting Retreat for Saturday, January 21, 2022. The retreat will be held via ZOOM and is expected to run from 9 am to 1 pm.

The Retreat is a critical opportunity for the City Council to articulate their goals and objectives, and for staff to then determine the feasibility and proposed timeline for each item. In parallel with the City’s annual budget process, the priority setting process is conducted to include several discussions with City Council prior to consideration of the final recommendations in April or May 2022.

Next Steps
Staff will provide the City Council with a status update regarding all City Council priorities prior to the end of the Fiscal Year. The update will likely coincide with the Council’s approval of the 2022-2023 Council priorities in April or May 2022.

Attachments

1. Detailed Workplans for FY 2022-2023 Council Priorities with Updates

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DEPT: COMMUNITY AND ECONOMIC DEVELOPMENT LEAD: 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 Done X

1.5 Community Outreach Done 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 Doing 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 Done 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: Detailed Workplans for FY 2022-2023 Council Priorities with Updates (2511 : Update on City DEPT: COMMUNITY AND ECONOMIC DEVELOPMENT LEAD: 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 Done X

4.3 Submit Appropriate Documents to the County to Finalize Ballot Requirements Done 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: Detailed Workplans for FY 2022-2023 Council Priorities with Updates (2511 : Update on City DEPT: PUBLIC WORKS DEPARTMENT/COMMUNITY & ECONOMIC DEVELOPMENT LEAD: Javed/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 Doing 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 Done X 3 GOAL: Begin Construction of the University Overpass Project STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

3.1 Bid Construction documents Doing X

3.2 Begin construction phase of the project NEW X
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 Done 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 Doing
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: Detailed Workplans for FY 2022-2023 Council Priorities with Updates (2511 : Update on City DEPT: PUBLIC WORKS DEPARTMENT/POLICE DEPARTMENT LEAD: Javed/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 Doing 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 Doing
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: Detailed Workplans for FY 2022-2023 Council Priorities with Updates (2511 : Update on City DEPT: FINANCE DEPARTMENT LEAD: Oku/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 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 Doing X X

2.2 Perform Study of Financial Projections To Do

2.3 Prepare and Present Projections To Do
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 Doing
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 Doing
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: Detailed Workplans for FY 2022-2023 Council Priorities with Updates (2511 : Update on City DEPT: PUBLIC WORKS DEPARTMENT LEAD: Javed
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 Done 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 Done 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 Ave. Done X

2.7 Complete Construction of 12" Water Transmission Line on University 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 To Do X

2.11 Identify Potential Locations for Additional Water Storage Doing X

2.12 Investigate State and Federal Water Funding Opportunities, including WIFIA and DWSRF Doing X

2.13 Proactively Design Additional Water Improvement Projects Doing X 3 GOAL: Finalize Veolia Lease Negotiations STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Doing
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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Packet Pg. 100 Attachment: Detailed Workplans for FY 2022-2023 Council Priorities with Updates (2511 : Update on City DEPT: PUBLIC WORKS DEPARTMENT/CITY MANAGER'S OFFICE LEAD: Javed/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 Doing 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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Packet Pg. 101 Attachment: Detailed Workplans for FY 2022-2023 Council Priorities with Updates (2511 : Update on City DEPT: CITY MANAGER'S OFFICE/ADMINISTRATIVE SERVICES DEPT LEAD: Heisinger/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 Doing

2.8 Advance Design of Bell Street Park Project in Partnership with Magical Bridge Foundation Doing 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 Doing

4.2 Build Relationships with Foundations and Other Philanthropic Organizations to Identify Partnerships Doing X

4.3 Pursue Enhanced Youth & Multigenerational Engagement & Perspectives Done 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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Packet Pg. 102 Attachment: Detailed Workplans for FY 2022-2023 Council Priorities with Updates (2511 : Update on City

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: December 15, 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: Monthly Cash Treasury Report for October 2022
Recommendation
Accept and file the Cash Treasury Report for the month of October 2022.

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
Pursuant to Section 53646 of the Government Code of the State of California, the City Treasurer may submit a quarterly report to the City Council regarding the funds and investments of the City. Further, City Investment Policy Section XVIII requires monthly reporting of investment transactions, as specified. Because the City participates in State and County investments pools and does not independently broker or engage outside investment advisors to transact investments; the monthly reporting provides a snapshot of overall cash receipting, transfers, and disbursements on a monthly basis.

Analysis
This report covers cash and investments of the City in the three cash and investment accounts: Wells Fargo Bank, San Mateo County Pool, and the California State Local Agency Investment Fund. The monthly report does not include petty cash, or the California State Community Infrastructure Program (SCIP) bond proceeds held by a trustee in the name of the City. For investment purposes, City cash is pooled, except for bond proceeds held by a trustee. The City does not have, nor is it legally required to have, separate bank accounts for each individual fund. However, all cash is segregated in the City’s accounting records.

3.5 Packet Pg. 103
Monthly cash transactions for the monthly period ending October 31, 2022, are as follows:

Account
Beginning
Balance Receipts Disbursements
Quarterly
Interest
Allocation
Inter-Account
Transfers Ending Balance
Wells Fargo Bank 1,562,501.78 4,299,597.31 (3,516,305.62) - - 2,345,793.47 LAIF 10,032,012.24 34,135.25 - - - 10,066,147.49
San Mateo County Pool 101,048,097.88 665,954.59 - - 101,714,052.47 Total 112,642,611.90 4,999,687.15 (3,516,305.62) - - 114,125,993.43 The Wells Fargo cash balance reflects the book value balance (i.e., total outstanding checks not cashed are deducted from the account balance). The month-to-date cash and investment balance increased by approximately $0.8M compared to the balance as of September 30, 2022.

October receipts, a total of approximately $4.3M, primarily consist of Bay Road Project Reimbursement from Dept. of Transportation ($3.0M), Tax distribution ($0.4M), Veolia ($0.3M), and other various receipts.

October disbursements total $3.5M, primarily consist of G. Bortolotto & Company for Annual street resurfacing ($1.8M), payroll costs ($1.1M), and other recurring operating expenditures.

The table below reflects recent treasury yield comparisons up to five-year notes since that is the maximum maturity the City may invest:1
Oct-22 Sep-22 Oct-21
6-month Treasury Bill 4.45 3.82 0.07
2-year Treasury Note 4.51 4.22 0.48
5-Year Treasury Note 4.27 4.06 1.18
LAIF average monthly effective yields were 1.772% in October which increased by 0.259% from September 2022. San Mateo County monthly gross earnings for October were 1.600% compared to 1.437% in September 2022. The County Pool earnings estimates for FY 22-23 are at 1.1625%.

Staff believes the City has investment liquidity and anticipated revenues to meet the City’s anticipated expenditure requirements for the ensuing six months.

Fiscal Impact
This report is informational.
1 Daily US Treasury Yield Curve. Treasury.gov

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EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: December 15, 2022
TO: Honorable Mayor and Members of the City Council
VIA: Patrick Heisinger, Interim City Manager
BY: Jeff Liu, Interim Chief of Police
SUBJECT: Purchase of a Police Vehicle and Installation of Emergency / Communications Equipment
Recommendation
Adopt a Resolution authorizing City Manager to:

1. Accept the State bid from Elk Grove Auto / Winner Chevrolet for the purchase of two (2) 2023 Chevy Tahoe Police Vehicles for the Police Department in an amount not to exceed $105,318.50;

2. Purchase emergency and communication equipment, including installation, from Telepath Corporation for the police vehicles in an amount not to exceed $30,260.00;

3. Purchase two (2) mobile computer units with mounting equipment from GovDirect for the police vehicles in an amount not to exceed $13.075.04; and

4. Waive the formal bid procedure pursuant to East Palo Alto Municipal Code Section

2.84.070(D).

5. Appropriate additional funds of $58,654.54 from Equipment and Vehicle Reserve Fund, a sub fund of General Fund
Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:

Priority No. 1: Enhance Public Safety and Emergency Preparedness Background
On December 6, 2005, the City Council adopted Resolution No. 2532A, which established the City’s Vehicle Fleet and Replacement Guidelines. These Guidelines outline the standards by which the City will replace its vehicles. According to the Guidelines, patrol vehicles shall be replaced at five years or 100,000 miles (December 6, 2005 Staff Report and Resolution No. 2532A). This policy ensures City patrol vehicles remain operable with reasonable maintenance. This policy also ensures police vehicles are safe and effective, especially considering the high-risk nature of police driving as part of the Vehicle Fleet and Replacement Guidelines for vehicle replacements.

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The purchase of these two vehicles will allow the Department to continue safe effective and efficient management of its police vehicle fleet.

If Council approves the purchase of these vehicles, they will be replacing two vehicles that are over five years old and/or have over 100,000 miles of service. After the police department puts the new vehicles into service, the vehicles being replaced will be mechanically assessed to determine if they can be used as;

1. A non-emergency vehicle by another city department.

2. If it is prudent to us the vehicle for spare parts.

If the vehicle has no value, will be disposed in a manner approved by City Council resolution at a later date.

Analysis
The Chevy Tahoe police vehicles, purchased from Elk Grove Auto / Winner Chevrolet, will be in accordance with the State of California contract.

Telepath Corporation was the only responsive bidder for the purchase and installation of the vehicle emergency and communications equipment. Staff recommends Telepath Communications be the selected bidder to provide the installation of emergency and communication equipment for the marked police vehicle. Selecting this vendor would meet the needs of our Police Department, save time and cost, and would give us efficiency and consistency in standardizing equipment and service.

Govdirect provides the mobile computers which are the standard the police department uses for all patrol vehicles.

Vendors- Final Cost
Elk Grove Auto Group- State Bid#1-22-23-23D $105,318.50 Telepath Corporation-Emergency Equipment & Radio installations $30,260.00 GovDirect- Panasonic Mobile Computers $13,075.04
Total Cost $148,653.54
Given these special circumstances, the City Manager is recommending dispensing with formal bid procedures under East Palo Alto Municipal Code Section 2.84.070 (D) which states such procedures may be dispensed, “When other special circumstances require, and the City Manager recommends disregarding bid procedures, and City Council approval is obtained to disregard bid procedures and which expressly authorizes negotiations with one or more firms, persons, corporations, partnerships and/or associates for entities.” Fiscal Impact
During the budget sessions in June 2022, the police vehicle budget was reduced to $90K, a half of the original proposed budget ($180K), due to General Fund deficit. The $148,653.54 cost of the vehicle and equipment replacement will be funded through Equipment and Vehicle Reserve Fund (a sub fund of General Fund) and additional appropriation of $58,654.54 ($148,653.54 - $90,000) is required.

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Public Notice
The public was provided notice of this agenda item by posting the City Council agenda on the City’s official bulletin outside City Hall and making the agenda and report available at the City’s website and the San Mateo County Library at 2415 University Avenue.

Attachments

1. 2022 Patrol Tahoes Resolution

2. Telepath Quote

3. GovDirect Quote

4. Chevy Quote

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Resolution No. XX-2022 1 of 2
RESOLUTION NO.______

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO
AUTHORIZING THE CITY MANAGER TO PURCHASE TWO 2023 CHEVY TAHOE

POLICE VEHICLES FOR THE EAST PALO ALTO POLICE DEPARTMENT,

INCLUDING THE PURCHASE AND INSTALLATION OF

EMERGENCY/COMMUNICATION EQUIPMENT, IN AN AMOUNT NOT TO EXCEED $148,653.54.

WHEREAS, the City Council adopted Resolution No. 2532A, which established the Vehicle Fleet and Replacement Guidelines (Guidelines) for city vehicle replacements; and
WHEREAS, the replacement guidelines require the police department to replace patrol vehicles at five years or 100,000 miles; and
WHEREAS, pursuant to the Guidelines, it is necessary for the Police Department to purchase two Chevy Tahoe police patrol vehicles to ensure the safe effective and efficient management of its police vehicle fleet; and
WHEREAS, the State of California has developed a cooperative purchasing program, utilizing a completive bidding process, for the purchase of goods and services, including police patrol vehicles, and allows local government agencies to make purchases under the State contracts awarded through the program; and WHEREAS, the State of California Department of General Services, Procurement Division Contract 1-22-23-23D bid and awarded a contract to Elk Grove Auto / Winner Chevrolet as the lowest qualified bid; and WHEREAS, the City Manager recommends dispensing with formal bid procedures pursuant to East Palo Alto Municipal Code Section 2.84.070 D;

NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF EAST PALO ALTO HEREBY authorizes the City Manager to:

1. Accept the State bid from Elk Grove Auto / Winner Chevrolet for the purchase of two 2023 Chevy Tahoe Police Vehicles for
the Police Department in an amount not to exceed $105,318.50;

2. Purchase emergency and communication equipment, including installation, from Telepath Corporation for the police vehicles in an amount not to exceed $30,260.00;

3. Purchase two mobile computer units from GovDirect for the vehicles in an amount not to exceed $13,075.04; and

3.6.a
Packet Pg. 108 Attachment: 2022 Patrol Tahoes Resolution (2516 : Police Patrol Vehicles) Resolution No. XX-2022 2 of 2

4. Waive the formal bid procedure pursuant to East Palo Alto Municipal Code Section 2.84.070(D).

5. Appropriate additional funds of $58,654.54 from Equipment and Vehicle Reserve Fund, a sub fund of General Fund

PASSED AND ADOPTED this 15th day of December 2022, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Ruben Abrica, Mayor
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk Valerie J. Armento, Interim City Attorney

3.6.a
Packet Pg. 109 Attachment: 2022 Patrol Tahoes Resolution (2516 : Police Patrol Vehicles)

SALES QUOTE
East Palo Alto Police Dept.

Accounts Payable
141 Demeter Street
E PALO ALTO CA 94303

UNITED STATES
Tel: (650) 853-5957
Fax: (650) 853-3103

TELEPATH CORPORATION
48810 Kato Road, STE 300E
FREMONT CA 94538

This quote include a light bar refresh
kit.
*****************NOTE*******************
Re use strip out equipment including
light bar and controller.
##########
2 3 42-3TRBA-CM CITADEL, MATRIX, TAHOE 2021+, RED/BLU/AM 2 $1,326.22 EA $2,652.44 4 C3900TH21-SD C3900 speaker with 2021+ Tahoe single 2 $342.53 EA $685.06 5 COMPONENT-ITEM CZMATSIB sib box for citadel 2 $270.71 EA $541.42 6 VR VR HIDE AWAY RED 4 $69.00 EA $276.00
7 VB VB HIDE AWAY BLUE 2 $69.00 EA $138.00
8 VA. VA HIDE AWAY AMBER 2 $69.00 EA $138.00
9 5168-2L91 LR SERIES PUSH BUMPER STEEL 2 $570.40 EA $1,140.80 10 MR6-R. MR6-R- front push bumer light 2 $116.71 EA $233.42 11 MR6-B MR6-B front push bumer light 2 $116.71 EA $233.42 12 COMPONENT-ITEM CD3802RB side push bumper lights 4 $129.29 EA $517.16 13 TK0243TAH21 Cargo Storage System – LFC – BSC 2 $1,929.00 EA $3,858.00 14 TF0507TAH21 FREE STANDING CARGO BRKT KIT 2 $289.00 EA $578.00 15 TP9289 CARGO ELEC TRAY 2 $332.14 EA $664.28
16 C-VSW-1012-TAH 12.5" Wide Medium Height Angled 22" Vehi 2 $815.79 EA $1,631.58 17 C-TMW-GMC-04 Tunnel Mount Assembly For 2021-2022 Chev 2 $185.11 EA $370.22 $13,657.80

Page 1 ends

Sub Total
QUOTATIONS ARE VALID FOR 30 DAYS
A 20% RESTOCKING FEE WILL APPLY TO ALL RETURNED ITEMS
BDA's, DAS, UPS, AND CUSTOM SYSTEMS ARE NON-RETURNABLE
Please print your name:______________________________
Signature:_______________________ DATE:____________

3.6.b
Packet Pg. 110 Attachment: Telepath Quote (2516 : Police Patrol Vehicles)

SALES QUOTE
East Palo Alto Police Dept.

Accounts Payable
141 Demeter Street
E PALO ALTO CA 94303

UNITED STATES
Tel: (650) 853-5957
Fax: (650) 853-3103

TELEPATH CORPORATION
48810 Kato Road, STE 300E
FREMONT CA 94538

8.5" Heavy-Duty Telescoping Pole, Side
Mount
18 COMPONENT-ITEM 2 EA $270.28
C-MD-119 $349.07
11" Slide Out Locking Swing Arm With Low
Profile Motion Device Adapter
19 COMPONENT-ITEM 2 EA $698.14
20 C-EB25-MXP-1P Equipment Bracket, Motorola XPR5550, 1P 2 $30.00 EA $60.00 21 C-EB35-CZ3-1P Z3 FACE PLATE 3.5 INCH 2 $35.55 EA $71.10 22 C-FP-2 2" FILLER PLATE 8 $12.50 EA $100.00
23 C-FP-05 .5 BLANK FACE PLATE 2 $12.50 EA $25.00
24 C-FP-1 Havis, Console Filler Plate, 1" 6 $10.50 EA $63.00 25 C-CUP2-I. INTERNAL CUP HOLDER 2 $45.42 EA $90.84
26 C-ARM-101. HAVIS Top Mount Armrest 2 $93.42 EA $186.84 27 WIREHARNESS Relays,diods,connectors, loom, etc 2 $120.00 EA $240.00 28 COMPONENT-ITEM GF1092tah21 gun rack mount no locks 2 $259.00 EA $518.00 29 CG-X Chargeguard-Select 2 $107.06 EA $214.12
30 COMPONENT-ITEM SOLENOID 2 $35.20 EA $70.40
31 LaborFab Labor Shop New Vehicle 2 $2,560.00 EA $5,120.00 32 COMPONENT-ITEM black rack 4130 2 $132.12 EA $264.24
33 SH Shipping/Handling 2 $653.20 EA $1,306.40
34 COMPONENT-ITEM CZ2127UBLK UPER LENS BLK 4 $58.71 EA $234.84 35 COMPONENT-ITEM CZ2127U11BLK CENTER UPER LENS BLK 2 $58.71 EA $117.42 36 COMPONENT-ITEM CZ2101T 21 LENS,LOWER,END,TINTED 4 $122.20 EA $488.80 37 COMPONENT-ITEM CZ2111T 2 $87.98 EA $175.96
38 AAM28TRN9KA1 XPR5550 450-512 MHZ 1-40 W 1000 CH 2 $1,232.00 EA $2,464.00 39 MB8UM. 3/4" BRASS MT 17' MINI-UHF CONN 2 $31.33 EA $62.66 40 PMAE4031 GPS/UHF 450-470mhz 1/4Wave antenna 2 $126.00 EA $252.00 $26,751.84
$13,094.04

Page 2 ends

Sub Total
Running
Sub Total
QUOTATIONS ARE VALID FOR 30 DAYS
A 20% RESTOCKING FEE WILL APPLY TO ALL RETURNED ITEMS
BDA's, DAS, UPS, AND CUSTOM SYSTEMS ARE NON-RETURNABLE
Please print your name:______________________________
Signature:_______________________ DATE:____________

3.6.b
Packet Pg. 111 Attachment: Telepath Quote (2516 : Police Patrol Vehicles)

SALES QUOTE
East Palo Alto Police Dept.

Accounts Payable
141 Demeter Street
E PALO ALTO CA 94303

UNITED STATES
Tel: (650) 853-5957
Fax: (650) 853-3103

TELEPATH CORPORATION
48810 Kato Road, STE 300E
FREMONT CA 94538

UNITED STATES
Tel: (510) 656-5600
Fax: (510) 656-2114
SQ-177386
Customer Contact Ship To
Account Terms Due Date Account Rep Schedule Date
Jiovanni Magana
Quotation PO # Reference Ship VIA Page Printed
SQ-177386 3
54906 NET 30
*177386*
10/5/2022
11/4/2022 10/5/2022
11/15/2022
8:38:17PM
Service rep to Deliver
L Item Description Qty Price UM Discount Amount
41 STRIP-OUT Labor- Strip Out 2 $450.00 EA $900.00
QUOTATIONS ARE VALID FOR 30 DAYS
A 20% RESTOCKING FEE WILL APPLY TO ALL RETURNED ITEMS
BDA's, DAS, UPS, AND CUSTOM SYSTEMS ARE NON-RETURNABLE
Please print your name:______________________________
Signature:_______________________ DATE:____________
Tax Details
CA001.34 $2608.158
EXEMPT $0.000
$25,445.44
$2,608.16
$30,260.00
$30,260.00
$2,206.40
Taxable
Total Tax
Exempt
Total
Balance

3.6.b
Packet Pg. 112 Attachment: Telepath Quote (2516 : Police Patrol Vehicles) QUOTE
QUOTE #: 000Q1240
DATE: Oct 14, 2022
600 Cleveland Street
Suite 1106
Clearwater, FL 33755
Phone: 888-868-4431
Prepared For: Prepared By:

Jaime Zarate Casey White
City Of East Palo Alto
141 Demeter St
East Palo Alto, CA 94303
[email protected]
402-323-4807
Phone (650) 853-3125
P.O. Number Payment Terms Valid Through
NET30 Dec 31, 2022
Here is the quote you requested.

DUNS: 964651710
CAGE: 650W3
FIN: 27-3368713
Part Number Description Qty. Unit Price Ext. Price List Price CF-33SZ-0GKM Public Sector Specific, Win10 Pro (Win11 DG), 2.00 $4,659.00 $9,318.00 $0.00 Intel Core i7-10810U 1.1GHz vPro (4.9GHz), AMT, 12.0" QHD Gloved Multi Touch+Digitizer, 16GB, 512GB OPAL SSD, Intel Wi-Fi 6, Bluetooth, 4G LTE Band 14 (EM7511), GPS, Dual Pass
(Ch1:WWAN/Ch2:GPS), Infrared Webcam, 8MP
Rear Camera, Fingerprint, Barcode, Standard
Batteries (2), TPM 2.0, Flat, CF-SVCPDEP3Y - 3 Year Premier Deployment, FZ-SVC512SSD3Y - 3 Year No Return of Defective Drive, FZ-SVCTPNF3YR - 3 Year Protection Plus Warranty, CF-SVCBIOS1 - Custom BIOS, CF-SVCADDPRM12B - 1 Year Absolute Resilience Panasonic Warranty Bundle SKU Only PS/EDU/SLG Bundle SKU Only
90-120 DAY LEAD TIME
CF-VEK333LMP PREMIUM KEYBOARD FOR CF-33. NEW IMPROVED, 2.00 $550.00 $1,100.00 $0.00 3X BRIGHTER OUT-OF-THE-BOX. EMISSIVE RED
BACKLIT (4 LEVELS). HANDLE/KICKSTAND DISPLAY
CAN BE OPENED TO ANY ANGLE. COMPATIBLE
WITH TABLET, 33 LAPTOP VEHICLE DOCK, AND 33
DESKTOP DOCK. ETHERNET, SDXC
180 DAY LEAD TIME

3.6.c
Packet Pg. 113 Attachment: GovDirect Quote (2516 : Police Patrol Vehicles) Part Number Description Qty. Unit Price Ext. Price List Price CF-SVCPSY5 4th and 5th years Public Safety Service Bundle 2.00 $550.00 $1,100.00 $0.00 Add on (Year 4 & 5 only). Must be purchas ed in
conjunction with PS bundle bas e unit.Includes Premier,Protection Plus,Customer Portal,Dis k Image Management,HDD No Return.
7300-0216 LIND 11-16V 120W Lind Automotive Power 2.00 $220.00 $440.00 $0.00 Adapter with bare wire leads and LED indicator
light. For TB55
90 DAY LEAD TIME
CA WASTE 5 CA WASTE FEE 2.00 $5.00 $10.00 $0.00
Please contact me if I can be of further assistance. SubTotal $11,968.00 Tax $1,107.04
Shipping $0.00
TOTAL $13,075.04
To accept this quote, sign here and return:

Thank You For Your Business!
All prices and descriptions are subject to change without notice. This price list is a quotation only and is not an order or offer to sell. No contract for sale will exist unless and until one of the following occur: 1.) a purchase order has been issued by you and accepted by GovDirect or 2.) an order is place on-line and accepted by GovDirect or 3.) a written proposal is accepted by you. The prices contained in this list may not be relied upon as the price at which GovDirect will accept an offer to purchase products unless expressly agreed to by GovDirect in writing. Product specifications may be changed by the manufacturer without notice. It is your responsibility to verify product conformance to specifications of any subsequent contract. All products are subject to availability from the manufacturer. Prices quoted may not include applicable taxes. Sales tax will be included on the invoice. Products are non-returnable unless approved in writing by GovDirect within 30 days of invoice date. Those approved returns may be subject to a restocking fee. Payment terms, unless otherwise stated in writing, shall not exceed 30 days from date of invoice.

3.6.c
Packet Pg. 114 Attachment: GovDirect Quote (2516 : Police Patrol Vehicles) Elk Grove Auto / Winner Chevrolet DATE August 8, 2022
8575 Laguna Grove Drive To: Quotation # 2175
Elk Grove, CA 95757 Jason Peardon
(916)509-8598 - Desk East Palo Alto PD
(916792-3672 - Cell
Prepared by: Andrew Villareal
(650) 521-1938
Comments or special instructions: Vehicle build and options are in additional pages.

AMOUNT
$ 44,000.00
$ 1,415.00
$ (2,600.00)
$ (800.00)
$ 1,800.00
$ 3,700.00
$ 47,515.00
DOC Fee $ 85.00
Taxable Subtotal: $ 47,600.00

9.875% $ 4,700.50
Tire Fee: $8.75
$ 350.00
Per Vehicle $ 52,659.25
QTY 2 Grand Total $ 105,318.50
If you have any questions concerning this quotation, contact Andrew Villareal at (916)509- 8598 or email at [email protected]
Line #3 2023 Chevy Tahoe 4X4
Options (Refer to Window Sticker):

Delivery Charge:
**** specs with the PO or the vehicle will not be ordered. **** Subtotal
**** Please review, sign, and return a copy of the quote and **** Level 3+ Ballistics
Paint 2 Doors and Roof White
2WD Credit
___________________________________________________
State Contract # 1-22-23-23D
****Shipping charge added for deliveries beyond Sacramento. No charge for will call.**** CA Tire Fee: $1.75 / Per Tire
Tax Rate(Subject to change):

Description
PPV Credit
(Order Acknowledgment Signature) (Date)
THANK YOU FOR YOUR BUSINESS!

3.6.d
Packet Pg. 115 Attachment: Chevy Quote (2516 : Police Patrol Vehicles)

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: December 15, 2022
TO: Honorable Mayor and Members of the City Council
VIA: Patrick Heisinger, Interim City Manager
BY: Greg Henry, Senior Management Analyst
Jimmie Tulabing, Senior IT Analyst
SUBJECT: Transitioning the City to Voice Over Internet Protocol (VoIP) and Increase the Purchase Authority with the City’s Office 365 Vendor Trace3 Recommendation
Adopt resolutions:

1. Authorizing the City Manager to enter into an agreement with Lumen Technologies Group to provide Voice over Internet Protocol Services for a three-year term in an amount notto- exceed $18,650 annually and a total of $55,950; and waving the formal bid procedures under Section 2.84.070(D) of the Municipal Code.

Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:

Priority No. 3: Increase Organizational Effectiveness and Efficiency Priority No. 4: Improve Public Facilities and Infrastructure Background
The City’s Information Technology Division (IT), provided through a contract with Redwood City, handles all software license purchasing and manages all the City’s telecommunications functions, including landlines and cellphones.

IT has contracted for landline telephone services with AT&T through the California Network and Telecommunications (CalNet) Program. The CalNet Program provides oversight, statewide policy, and a suite of statewide, competitively bid telecommunications contracts used by both state and local agencies. The current AT&T contract is part of the CalNet3 program. All

3.7 Packet Pg. 116
CalNet3 contracts are ending and transitioning to new contracts through a new program called CalNetNext, with new terms. As a result, it was an excellent opportunity for staff to review the City’s landline services.

Analysis
Staff proposes a transition to Voice Over Internet Protocol (VoIP) for the City’s phone service.

VoIP is a technology that allows voice calls using a broadband Internet connection instead of a regular (or analog) phone line. The VoIP service the City is proposing will allow staff to call anyone who has a telephone number - including local, long distance, mobile, and international numbers and will retain all current extensions for the public seeking to reach staff. For individuals outside the organization, no change will be noticeable.

While most costs are fixed, the City currently pays by the minute for landline service through AT&T. As a result, the monthly bills vary. On average, the City is paying $3,900 a month. The City is proposing a transition to VoIP services provided by Lumen for approximal $1,554 a month, under a CalNetNext agreement. There is an additional cost, discussed below, for the Teams integration. However, in total there are significant savings.

An additional benefit is that for each employee, IT staff will assign their current extension to their Office 365 account, meaning regardless of where they are working (remote or on site) they will be able to answer and make calls. This will improve the staffing flexibility and in particular unlock additional functionality for employees working from home.

During the pandemic, the City Manager authorized new cell phones in order to provide the remote calling capability. After implementing the Lumen system, the City will audit current cell phone users with an expected reduction.

In July, staff requested $28,920 in authority for the City’s Office 365 Licenses through Trace3.

At the time of the request, staff assumed all accounts would be at what Microsoft deems the “G3” level. Since that time, staff have audited how employees are using their accounts and determined that a mix of G1, G3 and G5 accounts would best fit the City. While G1 accounts have a lower monthly cost, G5 accounts are more expensive. For the G3 accounts, there is an $8 surcharge for the Teams/VoIP integration. This is because Microsoft is providing the final call routing services for the VoIP. If the City was paying for VoIP without the Teams integration, there would be an $18.50 charge per line for the service.

The transition of many staff accounts to G5 accounts represents the primary reason the cost is increasing. G5 accounts include the Teams/VoIP integration but have additional service elements, including security improvements which IT staff recommend.

Staff requests an increase in authority with Trace3 of $23,371 and to extend the term through November 30, 2023, which is the annual cycle for this purchase.

Fiscal Impact
The expected savings from the conversion to VoIP ($2,346 monthly) are more than the expected increase ($1,158) in software license costs. As a result, this action will reduce total expected spending and no budget adjustment is needed.

Public Notice

3.7 Packet Pg. 117
The public was provided notice of this agenda item by 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 website and at the San Mateo Co. Library located at 2415 University Avenue, East Palo Alto.

Attachments

1. Resolution Agreement with Lumen

2. Resolution Increase Not to Exceed Trace3

3.7 Packet Pg. 118
Resolution No. XX-2022 1 of 2
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO

AUTHORIZING THE CITY MANAGER TO ENTER INTO AN AGREEMENT WITH

LUMEN TECHNOLOGIES GROUP TO PROVIDE VOICE OVER INTERNET PROTOCOL SERVICES FOR A THREE-YEAR TERM IN AN AMOUNT NOT-TO-EXCEED $18,650 ANNUALLY AND FOR A TOTAL OF $55,950 AND WAVING THE FORMAL BID PROCEDURES UNDER SECTION 2.84.070(D) OF THE MUNICIPAL CODE WHEREAS, the City requires phone service and the City’s agreement with AT&T, its current landline phone provider, is nearing the end of the term; and WHEREAS, the monthly costs for a Voice over Internet Protocol services from Lumen are estimated as follows:
• $165 for 20 concurrent calling lines (simultaneous outgoing or incoming calls) • $45 for the 300 numbers which the City has reserved for extensions • $985 for Microsoft Teams integrations
• $100 for any monthly minutes needed beyond the base provided with the concurrent calling lines
• $259 for taxes and surcharges; and
WHEREAS, the City participates in the California Network and Telecommunications (CALNET) Program which are competitively bid telecommunications contracts; and WHEREAS, Voice over Internet Protocol technology will better meet the City’s needs well as provide service at lower cost.

NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF EAST PALO ALTO HEREBY authorizes the City Manager to enter into an agreement with Lumen Technologies Group to provide Voice over Internet Protocol Services for a three year-term in an amount to not-toexceed $18,650 annually and a total of $55,950; and waves the formal bid procedures under section 2.84.070(D) of the Municipal Code.

3.7.a
Packet Pg. 119 Attachment: Resolution Agreement with Lumen (2509 : VOIP) Resolution No. XX-2022 2 of 2
PASSED AND ADOPTED this 15th day of December 2022, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Mayor
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk Valerie J. Armento, Interim City Attorney

3.7.a
Packet Pg. 120 Attachment: Resolution Agreement with Lumen (2509 : VOIP) Resolution No. XX-2022 1 of 2
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO

AUTHORIZING THE CITY MANAGER TO INCREASE THE NOT-TO-EXCEED AMOUNT FOR THE PURCHASE SOFTWARE LICENSES FROM TRACE3 TO AN AMOUNT NOTTO-EXCEED $63,319.70 AND WAVING THE FORMAL BID PROCEDURES UNDER SECTION 2.84.070(D) OF THE MUNICIPAL CODE
WHEREAS, the City purchases its software licenses on a year to year basis; and WHEREAS, many of the City’s software licenses cannot be purchased directly from the producer but require a third-party vendor; and
WHEREAS, the cost per license is generally the same regardless of vendor; and WHEREAS, it is inefficient for staff to migrate existing licenses to a new third-party vendor; and
WHEREAS, on July 26, 2022, the City Council authorized purchase of software licenses from Trace3 for a not-to-exceed amount of $39,948.70; and WHEREAS, staff determined the prior method of allocating all staff a G3 level Office account would be improved by providing staff a spectrum of G1, G3 and G5 accounts; and WHEREAS, G1, G3 and G5 accounts have different monthly prices and the allocation has resulted in an increase in the expected monthly cost of the accounts; and WHEREAS, as part of the transition to Voice over Internet Protocol (VoIP) phone service, some Office accounts will require an additional add on to integrate the City’s Microsoft Teams solution with VoIP; and
WHEREAS, the term for the annual license period with Trace3 will now be from December 1, 2022 through November 30, 2023.

NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF EAST PALO ALTO authorizes the City Manager to increase the not-to-exceed amount for the purchase software licenses from Trace3 to $63,319.70, an increase of $23,371 and waves the formal bid procedures under section 2.84.070(D) of the Municipal Code.

3.7.b
Packet Pg. 121 Attachment: Resolution Increase Not to Exceed Trace3 (2509 : VOIP) Resolution No. XX-2022 2 of 2
PASSED AND ADOPTED this 15th day of December 2022, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Mayor
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk Valerie J. Armento, Interim City Attorney

3.7.b
Packet Pg. 122 Attachment: Resolution Increase Not to Exceed Trace3 (2509 : VOIP)

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: December 15, 2022
TO: Honorable Mayor and Members of the City Council
VIA: Patrick Heisinger, Interim City Manager
BY: Maurice Baker, Acting Community Services Manager
SUBJECT: Implementation of Online Reservation and Calendar System Recommendation
By motion:

1. Accept staff report on the new park and facility reservation system for City residents;

2. Provide direction to staff regarding options for linking outside community events to the City’s calendar; and

3. Direct staff to return to City Council with further recommendations for optimal utilization of the City’s virtual calendar.

Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:

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 Background
The City’s Community Services Division is charged with coordinating several City-sponsored events, managing the public’s use of City parks, athletic fields, and other facilities, and coordinating with other stakeholders on non-City sponsored events. For the past several months, staff has focused on developing strategies to ensure equitable access to City facilities for all residents. Staff also researched how other jurisdictions utilize their respective City calendar system to provide comprehensive communication regarding all events.

The purpose of this staff report is to: 1) update the City Council on the online reservation system that will allow individuals and groups to reserve City parks and facilities; and 2) to obtain direction from the City Council regarding the best methods for utilizing the City’s

9.1 Packet Pg. 123
calendar system to ensure that residents and other stakeholders are well informed of events happening in and around the City.

Analysis
Online Reservation System - CivicRec
The City hosts several events for community members and outside organizations throughout our parks and facilities system. Using the current, antiquated process, staff receives requests for park and facility rentals through phone calls, emails, and paper-only applications. This process leaves residents and interested parties without a clear vision of availability. Staff has plans to improve this process both internally and, most importantly, externally for our community.

Staff is committed to providing more equity and communication on how best to reserve facilities and parks. Working with CivicRec to implement an online reservation system, similar to that which has been implemented by surrounding cities, staff intend to make the process of reserving public facilities and parks more efficient and transparent. While not all large-scale community events are hosted on City property, the online reservation system will also allow links to external facilities that website users may view on the calendar.

The use of CivicRec will save hundreds of hours of staff time annually by allowing customers to independently reserve space, pay for their reservation, and manage the reservation online.

CivicRec will also have a built-in calendar that will allow users to know which parks, fields, or spaces are already booked for a given date, which is another self-service option that will save staff and resident time.

The City’s Online Calendar
Currently, the City website is used as the primary calendar to notify the public of upcoming public meetings, City-sponsored events, and other events happening in the City. For the past several months, staff has received feedback from the community, City Councilmembers, and other stakeholders indicating that the City may be able to improve the use of its calendar to better inform the public about events happening in and around the City.

Staff has done some initial research of various policies and considerations utilized by other jurisdictions when managing their community calendars. As shown in Table 1 below, four jurisdictions were initially contacted. These jurisdictions do not have clear policies governing the content of what is published on their City calendar. Rather, these jurisdictions do have approved website policies that provide guidance on the best utilization and management of their website, on which the calendar is hosted.

TABLE 1

ONLINE CALENDAR - PEER JURISDICTION REVIEW
City Website
Policy
Calendar/Link
Policy
Comments
Sunnyvale Yes Yes Information only service. Not meant to provide exhaustive list of all events in

9.1 Packet Pg. 124
city.

Menlo Park Yes Yes The city may reshare items of
community interest on social media
channels or via the weekly digest
eNewsletter.

Foster City Yes Yes In general, promoting non-City
sanctioned events is limited to
government agencies, community
wide organizations and City
sponsored events.

Mountain View Yes Yes No link to non-City sponsored or
sanctioned events may be created
from mountainview.gov with the prior
written approval of the City.

Staff hope to obtain direction from City Council and return in early 2023 with recommendations for the City’s online calendar. In preparation for this discussion, staff have prepared the following questions for consideration:

1. Is the City Council interested in using the City’s calendar to publicize both Citysponsored and non-City-sponsored meetings and events? Are there any related considerations or requirements to this determination?

2. If an event operator has not obtained the required permits or City approvals, should the event be allowed on the City’s calendar?

3. Should the City’s calendar provide information on events that may not be held within the City’s boundaries, but which may be of interest to East Palo Alto residents? If so, are there any limiting considerations?

4. Do City Council members wish to provide any general feedback or perspectives regarding preferred, or prohibited, content for the City’s calendar? EastPaloAltoCalendar.com
Eastpaloaltocalendar.com is a comprehensive calendar, developed by a group of community members, that shows events which may both occur in and around East Palo Alto and hold interest for residents. Staff recently met with the residents responsible for Eastpaloaltocalendar.com and committed to providing information on City events to ensure that the City’s calendar and Eastpaloaltocalendar.com mirror one another. This effort will require discipline to ensure that both entities are communicating regularly and coordinating on which events to publicize.

Staff greatly appreciates the efforts of the community to create a comprehensive calendar for community events; staff wonders whether a single, collaboratively-created community calendar would be most beneficial.

Fiscal Impact

9.1 Packet Pg. 125
No fiscal impact with the current action
Public Notice
There is adequate funding in the approved budget to pursue implementation of this system.

9.1 Packet Pg. 126

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: December 15, 2022
TO: Honorable Mayor and Members of the City Council
VIA: Patrick Heisinger, Interim City Manager
BY: Humza Javed, Public Works Director
Hansom Hom, Deputy Manager, Special Projects
SUBJECT: Parking Around City Parks and Facilities
Recommendation
By motion:

1. Accept staff report on parking regulations and enforcement on public streets in and around City Parks and other City facilities;

2. Provide direction to staff regarding the elements raised in the staff report;

3. Direct staff to refer the item to the Public Works and Transportation Commission for consideration; and

Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:

Priority No. 1: Enhance Public Safety and Emergency Preparedness 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
The City operates and maintains the following parks: Bell Street Park, Jack Farrell Park, Joel Davis Park, and Martin Luther King Junior Park. In addition, the City has other facilities including the Tate Street Office and Senior Center where at times, members of the community park.

9.2 Packet Pg. 127
The purpose of this report is to provide information about parking and enforcement around the City parks.

Analysis
The City owns and maintains a number of parks throughout the City with various parking regulations. A detailed description of each park is included below:

Bell Street Park
Bell Street Park does not have a dedicated parking lot. Park users park at the YMCA parking lot to access this park. This parking lot is owned and maintained by YMCA.

Jack Farrell Park
Jack Farrell park does not have a dedicated parking lot. Park users utilize the angled and perpendicular on-street parking on Fordham St. This parking area is maintained by the City of east Palo Alto. Parking In this area is restricted by posted signs restricting parking from sunset to sunrise. Parking enforcement is performed by the Police Department.

Joel Davis Park
Joel Davis park does not have a dedicated parking lot. This park is within a residential community and park users utilize on street parking around the park perimeter. The streets are public and are maintained by the City of East Palo Alto. Parking is restricted with posted signs prohibiting overnight parking. These signs are not standard signs and have not been placed by the City. In order for the City to enforce overnight parking, signage meeting the requirements of the California Manual on Uniform Traffic Devices (CA MUTCD) would need to be installed.

Martin Luther King Junior Park
Martin Luther King junior park is one of the only public parks with a dedicated parking lot. This parking lot is gated and not normally open for public use. The gate is opened on occasion for events. There is a public pedestrian gate which is always open for public use.

City Authority
The City has broad powers regulating the parking of vehicles on public streets. This authority comes from the California Vehicle Code sections 22500 and following.

In particular, section 22507 (a) provides that local authorities may, by ordinance or resolution, prohibit or restrict stopping, parking or standing of vehicles on certain streets or highways or portions of those during all or certain hours of the day. The ordinance or resolution may include a designation of certain streets upon which preferential parking privileges are given to residents and merchants adjacent to the streets for their use and the use of their guests under which the residents and merchants may be issued a permit or permits that exempt them from the prohibition or restriction of the ordinance or resolution.

Section 10.04.010 and following of the Municipal Code authorizes designation of restricted parking zones by resolution of the City Council. Whenever this is done, restrictions become effective upon installation by the director of Public Works of appropriate street signs and/or markings giving notice of the restriction.

Ordinance No. 142 adopted in 1992 authorizes the City Council to establish restricted parking

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zones by resolution. Restrictions are not applicable until signs or markings giving adequate notice have been placed.

There is no adopted Resolution regarding the parking restriction around the public streets adjacent to Joel Davis Park. There are also no restrictions in the Covenants, Conditions, and Restrictions (CC&Rs) regarding overnight parking.

Discussion
By providing this information to City Council, staff would like to engage in a discussion about current parking regulations and enforcement practices around these parks. Upon direction from City Council, the item can be further discussed at a future Public Works and Transportation Commission meeting.

Fiscal Impact
No fiscal impact with the current action
Public Notice
The public was provided notice of this agenda item by 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 website and at the San Mateo Co. Library located at 2415 University Avenue, East Palo Alto.

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EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: December 15, 2022
TO: Honorable Mayor and Members of the City Council
VIA: Patrick Heisinger, Interim City Manager
BY: James Colin, City Clerk
SUBJECT: Public Meetings Options Post-February 2023
Recommendation
Begin consideration of how the City Council and City Advisory Bodies shall proceed once the pandemic state of emergency officially terminates.

Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:

Priority No. 3: Increase Organizational Effectiveness and Efficiency Priority No. 6: Create a Healthy and Safe Community
Background
The California Brown Act has long-established requirements for local agencies to use teleconferencing to conduct meetings. In March 2020, Governor Newsom issued Executive Order N-29-20 authorizing exemptions to the then-existing Brown Act teleconferencing requirements. Those requirements were suspended during the COVID-19 pandemic to promote social distancing and to facilitate remote work and meetings. Executive Order N-08- 21 extended Executive Order N-29-20until September 30, 2021.

On September 16, 2021, the Governor signed AB 361 into law to allow the continued use of virtual public meetings during a declared state of emergency when certain conditions are met.

AB 361 took effect immediately as an urgency statute and is effective through December 31, 2023. AB361 requires findings be made periodically to substantiate the rationale for continued virtual meetings, and the City Council has been making the findings on a monthly basis. One key requirement for making the AB 361 findings is that there be a proclaimed state of emergency.

Governor Newsom recently announced that the State of Emergency he declared on March 4, 2020 will end on February 28, 2023. Assuming there is no major resurgence of COVID-19 or

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the occurrence of other conditions leading to a new state of emergency, a key component for making AB 361 findings will not be available, so virtual participation in meetings will not be available on that basis.

New Legal Provisions
On September 13, 2022, AB 2449 was signed into law, effective January 1, 2023. It will remain in effect through December 31, 2025. AB 2449 revised Section 54953 (as set forth above) to clarify teleconferencing requirements and, for a two-year period, to provide additional exceptions to the original Brown Act teleconference rules. The two new exceptions allow teleconferencing absent a declared state of emergency when a member of the legislative body is unable to attend in person due to “just cause” or due to an “emergency circumstance.” These new provisions are not as flexible as the AB 361 provisions people have become accustomed to.

AB 2449 revises the applicable Government Code section in relevant part to read:

Government Code Section 54953.
(b) (2) Teleconferencing, as authorized by this section, may be used for all purposes in connection with any meeting within the subject matter jurisdiction of the legislative body. If the legislative body of a local agency elects to use teleconferencing, the legislative body of a local agency shall comply with all of the following:
(A) All votes taken during a teleconferenced meeting shall be by rollcall. (B) The teleconferenced meetings shall be conducted in a manner that protects the statutory and constitutional rights of the parties or the public appearing before the legislative body of a local agency.
(C) The legislative body shall give notice of the meeting and post agendas as otherwise required by this chapter.
(D) The legislative body shall allow members of the public to access the meeting and the agenda shall provide an opportunity for members of the public to address the legislative body directly pursuant to Section 54954.3.
(3) If the legislative body of a local agency elects to use teleconferencing, it shall post agendas at all teleconference locations. Each teleconference location shall be identified in the notice and agenda of the meeting or proceeding, and each teleconference location shall be accessible to the public. During the teleconference, at least a quorum of the members of the legislative body shall participate from locations within the boundaries of the territory over which the local agency exercises jurisdiction, except as provided in subdivision (d). (e) (1) The legislative body of a local agency may use teleconferencing without complying with paragraph (3) of subdivision (b) if, during the teleconference meeting, at least a quorum of the members of the legislative body participates in person from a singular physical location clearly identified on the agenda, which location shall be open to the public and situated within the boundaries of the territory over which the local agency exercises jurisdiction and the legislative body complies with all of the following:
(A) The legislative body shall provide at least one of the following as a means by which the

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public may remotely hear and visually observe the meeting, and remotely address the legislative body:
(i) A two-way audiovisual platform.
(ii) A two-way telephonic service and a live webcasting of the meeting. (B) In each instance in which notice of the time of the teleconferenced meeting is otherwise given or the agenda for the meeting is otherwise posted, the legislative body shall also give notice of the means by which members of the public may access the meeting and offer public comment.
(C) The agenda shall identify and include an opportunity for all persons to attend and address the legislative body directly pursuant to Section 54954.3 via a call-in option, via an internetbased service option, and at the in-person location of the meeting. (D) In the event of a disruption that prevents the legislative body from broadcasting the meeting to members of the public using the call-in option or internet-based service option, or in the event of a disruption within the local agency’s control that prevents members of the public from offering public comments using the call-in option or internet-based service option, the legislative body shall take no further action on items appearing on the meeting agenda until public access to the meeting via the call-in option or internet-based service option is restored.

Actions taken on agenda items during a disruption that prevents the legislative body from broadcasting the meeting may be challenged pursuant to Section 54960.1. (E) The legislative body shall not require public comments to be submitted in advance of the meeting and must provide an opportunity for the public to address the legislative body and offer comment in real time.
(F) Notwithstanding Section 54953.3, an individual desiring to provide public comment through the use of an internet website, or other online platform, not under the control of the local legislative body, that requires registration to log in to a teleconference may be required to register as required by the third-party internet website or online platform to participate. (2) A member of the legislative body shall only participate in the meeting remotely pursuant to this subdivision, if all of the following requirements are met:
(A) One of the following circumstances applies:
(i) The member notifies the legislative body at the earliest opportunity possible, including at the start of a regular meeting, of their need to participate remotely for just cause, including a general description of the circumstances relating to their need to appear remotely at the given meeting. The provisions of this clause shall not be used by any member of the legislative body for more than two meetings per calendar year. (ii) The member requests the legislative body to allow them to participate in the meeting remotely due to emergency circumstances and the legislative body takes action to approve the request. The legislative body shall request a general description of the circumstances relating to their need to appear remotely at the given meeting. A general description of an item generally need not exceed 20 words and shall not require the member to disclose any medical diagnosis or disability, or any personal medical information that is already exempt under existing law, such as the Confidentiality of Medical Information Act (Chapter 1 (commencing with Section 56) of Part 2.6 of Division 1 of the Civil Code).

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For the purposes of this clause, the following requirements apply:
(I) A member shall make a request to participate remotely at a meeting pursuant to this clause as soon as possible. The member shall make a separate request for each meeting in which they seek to participate remotely. (II) The legislative body may take action on a request to participate remotely at the earliest opportunity. If the request does not allow sufficient time to place proposed action on such a request on the posted agenda for the meeting for which the request is made, the legislative body may take action at the beginning of the meeting in accordance with paragraph (4) of subdivision (b) of Section 54954.2.
(B) The member shall publicly disclose at the meeting before any action is taken whether any other individuals 18 years of age or older are present in the room at the remote location with the member, and the general nature of the member’s relationship with any such individuals. (C) The member shall participate through both audio and visual technology. (3) The provisions of this subdivision shall not serve as a means for any member of a legislative body to participate in meetings of the legislative body solely by teleconference from a remote location for a period of more than three consecutive months or 20 percent of the regular meetings for the local agency within a calendar year, or more than two meetings if the legislative body regularly meets fewer than 10 times per calendar year. (f) The legislative body shall have and implement a procedure for receiving and swiftly resolving requests for reasonable accommodation for individuals with disabilities, consistent with the federal Americans with Disabilities Act of 1990 (42 U.S.C. Sec. 12132), and resolving any doubt in favor of accessibility. In each instance in which notice of the time of the meeting is otherwise given or the agenda for the meeting is otherwise posted, the legislative body shall also give notice of the procedure for receiving and resolving requests for accommodation. (g) The legislative body shall conduct meetings subject to this chapter consistent with applicable civil rights and nondiscrimination laws.
(h) (1) Nothing in this section shall prohibit a legislative body from providing the public with additional teleconference locations.
(2) Nothing in this section shall prohibit a legislative body from providing members of the public with additional physical locations in which the public may observe and address the legislative body by electronic means.

Analysis
How public meetings should be conducted once the State of Emergency is terminated is a decision for the City Council.

Post-February 28, 2023 Options for Council as a Whole (and Boards and Commissions)

1. Return to in-person meetings as the general method of conducting business.

2. Hold hybrid meetings, with some members of the Council present and others participating remotely, allowing public participation as has been occurring during the

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pandemic and using a roll call for voting. For those participating remotely, (1) the location of the off-site participation must be listed on the agenda (2) the agenda must be posted at each off-site location, (3) the off-site location must be made available to the public.

3. Hold hybrid meetings, with at least a quorum of the members of the Council physically present and either a two-way audio-visual platform or a two-way telephonic service and live webcasting. Members of the Council not present may be absent pursuant to the just cause or emergency exceptions. a. In limited circumstances, not more than twice per calendar year, a member could participate under the just cause provisions. b. In specified circumstances, a Council member could participate under the emergency circumstances provisions for no more than 3 consecutive months or 20% of the regular meetings within a calendar year.

Depending upon what the City Council decides overall, individual members have some participation options as well.

Post-February 28, 2023 Options for Individual Council Members (also Board and Commission Members)
Absence Planned in Advance and Quorum of Members Meeting at City Hall GC 54953(b)(2) and (e)(1)

1. Quorum of body meets in Council Chambers as noted on agenda meeting is open to public.

2. Agenda includes information on how public may participate in person or virtually.

3. Public may hear/see meeting and participate virtually.

4. If there is any type of broadcast interruption or the public cannot participate virtually, action on items must cease until connectivity is restored.

5. All votes must be by roll call.

No limit on number of times this type of remote participation.

Absence Planned in Advance and Quorum of Members Not at City Hall GC 54953(b)(2) and (3)

1. At least a quorum of body must participate from within the boundaries of the City.

Address members are participating from virtually must be included in agenda notice and agenda must be posted at that location.

2. Members of the public must be allowed to participate from the teleconference location.

3. All votes must be by roll call.

No limit on number of times this type of remote participation. “Just Cause” Participation GC 54953(e)(2)(A)(1)
The Brown Act defines “just cause” as any of the following:
(1) childcare or caregiving of a child, parent, grandparent, grandchild, sibling, spouse, or

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domestic partner that requires them to participate remotely, (2) a contagious illness that prevents them from attending in person, (3) a need related to a disability not otherwise accommodated, or (4) travel while on official business of the legislative body or another state or local agency.

Member notifies rest of body (as a group) at earliest opportunity, including start of meeting, of need to participate remotely for just cause, including general description of circumstances. “Just cause” is defined above.

Participation under this provision is limited to two times in a calendar year. The body does not have to take action to approve just cause participation. “Emergency” Participation GC 54953(e)(2)(A)(2)
The Brown Act defines “emergency circumstances” as a physical or family medical emergency that prevents a member from attending in person.

Member notifies rest of body (as a group) at earliest opportunity of need to participate remotely due to an emergency, including general description of circumstances (need not exceed 20 words and no personal medical disclosure) and body must take action to approve request.

1. Separate request required for each meeting for which individual seeks to participate remotely.

2. If persons 18 or older are present in remote meeting room, presence must be disclosed and general nature of member’s relationship must be noted.

3. Virtual participation must be both audio and visual.

Burden of Managing Hybrid Meetings
City staff has gotten more comfortable with coordinating the hybrid meeting format over the past few City Council meetings. However, it is worth noting that the administrative burden on staff to effectively manage a hybrid format is extensive. The Council should be aware that if the City is to offer a hybrid format moving forward, there will be an impact on staffing levels especially if the hybrid format is extended to City advisory bodies.

Questions for Consideration
Staff is raising this matter for consideration so the City Council has time to think through how would be best for meetings to proceed in the future; below are some questions for consideration:

1. Does the City Council want to consider a hybrid meeting format for City Council meetings after February 2023?

2. If the City Council is open to having hybrid meetings post February 2023, does the City Council have a preference regarding which staff members should attend in person versus those who participate via zoom?

3. Does the City Council want to allow for hybrid meetings for all other City Advisory Bodies?
Staff anticipates returning in January once it receives Council direction.

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Fiscal Impact
None
Public Notice
The public was provided notice of this agenda item by 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 website and at the San Mateo County Library located at 2415 University Avenue, East Palo Alto.

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East Palo Alto City CouncilDecember 15, 2022

East Palo Alto City Council
December 15, 2022