PROPOSED BUDGET
2023-2024
C I T Y O F E A S T P A L O A L T O
2 4 1 5 U N I V E R S I T Y A V E N U E
E A S T P A L O A L T O , C A 9 4 3 0 3
C I T Y O F E P A . O R G
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i
FY 2023-2024 Budget Mayor
Lisa Gauthier
Vice Mayor
Antonio López
Council Members
Carlos Romero Ruben Abrica Martha Barragan
MISSION STATEMENT
The City of East Palo Alto provides responsive,
respectful, and efficient public services to enhance
the quality of life and safety for its multi-cultural
community.
ii
Executive Staff
Executive Staff
Melvin Gaines, City Manager
City Manager’s Office
John Le, City Attorney
City Attorney’s Office
James Colin, City Clerk/ Public Information Officer (PIO) City Clerk’s Office
Marie McKenzie, Administrative Services Director
Administrative Services Department
Tomohito Oku, Finance Director
Finance Department
Amy Chen, Community Development Director
Community and Economic Development
Humza Javed, Public Works Director
Public Works
Jeff Liu, Police Chief
Police Department
Elected Officials……………………………………………………… i
Executive Staff………………………………..…………………………ii
Table of Contents………………………………….……………………iii
Introduction
City Manager’s Message………………………………..……………CM- 1
How to Use the Budget Document………………………………..…BD- 1
City Council Strategic Priorities and Goals
Strategic Goals and Priorities…………………………………………SP- 1
Organizational Summary
Master Organization Chart…………………………………..……… OS- 1
Nine-Year Position Summary……..................................................... OS- 2 Detail Position Listing…………………………………...…………..OS- 3
East Palo Alto at a Glance…………………………………...………OS- 4
Financial Summary
FY 2022-2023 Budget……………………………..………………..…FS- 1
General Fund Revenues by Major Category……………...………… FS- 18 General Fund Expenditures by Major Category……………...………FS- 19 Departmental Budgets
City Council…………………..…….….……………………..………DB- 1
City Attorney's Office……….…….….......…...……………….…… DB- 5 City Clerk's Office……..........…....…................................................. DB- 13 City Manager's Office……..........…....…........................................... DB- 19 City Manager's Office………………………..…………………… DB- 23
Human Resources…………….…………………………….………DB- 28
Administrative Services Department……………………..……….…DB- 34 Administration………………………..…………………………… DB- 38
Community Services and Recreation…………….…………………DB- 40
Finance Department……………………..………..…………..………DB- 46
Community and Economic Development …………………..………DB- 53
Administration………...……………………………………………DB- 57
Building Services……...………………….…………………………DB- 59
Housing and Economic Development……………..…...……..……DB- 63 Planning…….…………………..……………………..………..….DB- 73
Public Works…………………………..…………………………....…DB- 79
Administration….……………………………....………………….DB- 83
Engineering……………………………….....…………………...…DB- 89
Maintenance……………………………….....…………………… DB- 94
Police Department …………………………..………………………DB- 99
Administration………………………………………………………DB- 103
Investigations………………………………………………………DB- 107
Operations………………………………………………………… DB- 111
Non Departmental…………………………………………………… DB- 115
Miscellaneous……………………………………………………...……MISC- 1
Glossary………………...………...………………….…………………GLOS- 1
Table of Contents
iii
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CM- 1
CITY OF EAST PALO ALTO
OFFICE OF THE CITY MANAGER
2415 UNIVERSITY AVENUE
EAST PALO ALTO, CA 94303
Honorable Mayor
Members of the City Council
Citizens of East Palo Alto, California
While California's COVID-19 State of Emergency ended on February 28, 2023, new economic challenges have emerged. On a macro-economic level, the City faces significant economic challenges, including supply chain disruption, wars in Ukraine, high inflation, and contractions in the local labor force, especially in the tech industry. Current economic concerns revolve around the Federal Reserve’s approach to the implementation of monetary policy to lower high inflation and how higher interest rates will impact the national and local economy over the next two years.
Aside from these broader economic challenges, the City also has faced other obstacles such as winter storms with flooding and power outages, housing and homelessness challenges as well as difficulties in staff recruitment and retention. These broader and local challenges can translate into increases in City expenditures as well as reductions in City revenue as regional layoffs, real estate market slow-downs and reductions in consumer confidence ripple through the local economy and reduce local tax revenues. Despite these challenges, we remain committed to our values of keeping residents safe and providing responsive, respectful and efficient public services.
Balancing the General Fund budget in the fiscal year 2023-24 will be a daunting task due to ongoing revenue disruption, mounting service cost pressures, and delayed infrastructure requirements. We expect to face persistent challenges in preserving existing service levels while coping with projected cost hikes. To ensure that we can continue to deliver essential City services such as clean drinking water, public safety, and public works services that East Palo Alto residents depend on, we must identify new locally controlled revenue options.
The City has recently embarked on robust engagement of the East Palo Alto community around our operational priorities and budget process. The City is currently conducting a community survey to assess the needs and priorities of East Palo Alto residents. Furthermore, we look forward to continuing to engage the community around identified budget priorities and City service needs through the remainder of the year to ensure the entire community will be educated on our budget process and will have an opportunity to weigh-in in the next year. City staff looks forward to updating the community and City Council on the results through the future City Council meeting.
Staff centered the proposed budget on the City’s Council FY 2023-2024 Priorities that were approved on April 18, 2023:
1. Promote Housing, Economic, and Workforce Development
2. Implement the Comprehensive Transportation and Mobility Plan
3. Promote Health and Public Safety
CM- 2
4. Ensure Our Financial and Organizational Health
5. Improve the City’s Water Infrastructure
6. Further Implement the City’s Facilities Master Plan
7. Enhance Community Services and Parks.
FY 2023-24 Proposed Budget
Description General
Fund
Restricted
Funds
Capital
Funds
Enterprise
Funds
TOTAL
CITY
FUNDS
Successor
Trust Fund
Total Revenues 34,743 9,330 2,469 5,880 52,421 3,576
Total Expenditures (33,336) (11,290) (561) (4,079) (49,266) (3,640) Net Sources / (Uses) 1,407 (1,960) 1,907 1,801 3,156 (64) Net Transfers (1,139) 1,139 - - - -
Change in Fund Balance 267 (820) 1,907 1,801 3,156 (64) FY 23-24 Proposed - Citywide Funds (In 000's)
The FY 2023-24 Proposed Budget (excluding Successor Trust) reflects total revenues of $52.4M and total expenditures of $49.3M resulting in positive net change in fund balance of $3.2M across all funds.
The proposed budget reflects budget reduction efforts by departments while keeping core service levels intact. In addition, the staff has made considerable strides to minimize the need for additional position requests in order to address the budget shortfall identified in the preliminary budget.
Proposed General Fund revenue projections in the fiscal year 2023-2024 will remain highly uncertain and include the following risk factors: 1) property tax funding shortfalls related to state legislation regarding school funding and in-lieu vehicle license fees, 2) lingering COVID-19 revenue losses in Transient Occupancy Tax (TOT), 3) slow growth in tax revenues due to continuing current economic environment, including high inflation and slowdown in the housing market, 4) lacking business diversity in tax revenue resources (Sales tax and TOT), 5) extended gaps in taxable development projects and uncertainty in timing of development completion due to underlying infrastructure challenges and the need to analyze and support the specific plan update in the Ravenswood Business District. On the contrary, positive news in revenue projections includes additional revenues from Measure L approved by voters in November 2022 raising approximately $0.9 million.
Proposed General Fund expenditures are projected to increase due to increases in personnel costs resulting from most recent labor contracts and other service cost increases reflecting high inflation.
The recent winter storms further proved how important it is to address our aging storm drains which are in desperate need of maintenance to reduce flooding and prevent pollution or sewage from entering our local waterways. The increase in storms and flooding we experienced this winter is expected to become more likely in the future, currently the City does not have local funding to be able to address our local storm drain maintenance needs.
CM- 3
We further note the proposed budget does not reflect: (1) unfunded Capital Improvement Plan project requests, a total of $4,4M schedule in FY2023-24, including Bell Street Park Improvements ($1.0M), San Francisquito Creek JPA Reach II additional funding ($1.5M), New Library Design ($1.1M – partially funded by State earmark and ARPA saving funds for $1.5M and $400K, respectively), Trash Capture Device Installation ($250K), Lease and Facility improvements for Police Department and Tate Office ($0.5M); and (2) funding of newly listed Strategic Priorities.
In conclusion, the proposed budget reflects our efforts to balance the budget while minimizing the impact on essential services. While the City of East Palo Alto is facing numerous challenges, including economic uncertainties, infrastructure needs, and staffing issues, we remain committed to providing our residents with the services they depend on. We are actively engaging with the community to identify new locally controlled revenue options and budget priorities that align with the City Council's goals and values.
Melvin E. Gaines Tomohito Oku
City Manager Finance Director
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BD- 1
How to Use the
Budget Document
The East Palo Alto Budget Document is a spending plan for the financial, human, and capital resources available to the City. Through these resources, services are provided to meet the needs of the East Palo Alto residents. The City Council and City staff address the community’s needs and priorities through the planning process which, in turn, culminates in the budget document as a fiscal spending plan. The budget document balances not only revenues and expenditures, but also community priorities and interests. The Budget Document is divided into eight major sections:
City Manager’s Message
How to Use the Budget Document
City Council Strategic Plan
Organizational Summary Information
Financial Summary Information
Departmental Budgets
Miscellaneous
Glossary
The City Manager’s Message
The City Manager’s Message provides a “big picture” summary for the fiscal budget period. It sets the context for budget decisions by describing community and economic conditions affecting the budget. It addresses major initiatives underway and challenges facing the City.
How to Use the Budget Document
Below is a summary of the sections within the document, describing how each section may be used effectively to understand the make-up of the document.
The City Council’s Strategic Plan
The City Council’s Strategic Plan sets the goals and objectives for the organization. It provides Council direction on a variety of initiatives to be accomplished over a two-year period and informs the work plan and budget of the Departments tasked with achieving the initiatives pending resource availability.
Organizational Summary Information
This section of the document contains useful reference information about the City and the organization, including an organizational chart, nineyear summary of the City’s employee authorized strength, “East Palo Alto at a Glance”, and East Palo Alto demographic statistics.
BD- 2
Financial Summary Information
This section contains the FY 2023-24 Budget, by fund
and fund group-type, including narrative on the purpose of each budgeted fund and projection of fund balance:
Summary of Citywide Budget by Fund and Fund
Group
Historical Chart General Fund:
o Revenues by Major Category
o Expenditures by Major Category
Departmental Budgets
This section contains the operating budget for all
departments and divisions. The following Departments
are presented: City Council, City Attorney, City Clerk, City Manager, Administrative Services, Finance,
Community and Economic Development, Public Works,
Police, Non-Departmental and Capital Improvement
Funding. The Departmental Budget section presents
financial figures by major revenue and expenditures
categories. Definitions of the four major expenditure
categories can be found in the Glossary. Local
government budgets are organized by fund to segregate
and account for restricted resources. Each fund is a
separate accounting entity. The General Fund provides
the majority of resources for the services that the City provides, including public safety, maintenance, and
general government functions needed to support direct
services to the community. This section also provides a historical view of revenue and expenditures, General
Fund sources and uses. Finally, this section includes the historical and current staffing for each department/
division along with a department organizational chart.
Miscellaneous
This section contains the major capital project funding, detail Measure P funding, the Appropriation Limit
calculated for FY2023-24 and the budget adoption
resolutions.
Glossary
This section provides definitions generally used in local, county, and state governments.
CITY COUNCIL
STRATEGIC PRIORITIES
FY 2023-24 Budget
SP- 1
Priority A. Promote Housing, Economic & Workforce Development Goal A.1. Implement Measure HH Employment & First Source Hiring Programs Goal A.2. Continue to Implement the City’s Affordable Housing Strategy Goal A.3. Create an Economic Development Strategy w/ Focus on Small/Micro Businesses Priority B. Implement the Comprehensive Transportation and Mobility Plan Goal B.1. Implement the Comprehensive Transportation and Mobility Plan Goal B.2. Begin Construction of the University Overpass Project Goal B.3. Analyze Funding Strategies for Public Infrastructure Including Streets, Parks, & Utilities Priority C. Promote Health & Public Safety
Goal C.1. Enhance Flood Protection for Residents, Businesses, and Property Owners Goal C.2. Resolve Sanitation District Incorporation Matter Goal C.3. Develop a Community Emergency Preparedness and Education Initiative (e.g., CERT) Priority D. Ensure Our Financial & Organizational Health Goal D.1. Address Structural Deficit Through Fiscal Resiliency Measures Goal D.2. Develop 10-Year Financial Projections
Goal D.3. Plan and Implement an Enterprise Resource Planning (ERP) System Goal D.4. Focus on Staff Morale, Retention, Recruitment & Succession Planning Goal D.5. Develop an Information System Master Plan
Priority E. Improve the City’s Water Infrastructure
Goal E.1. Focus on Customer Service and Education
Goal E.2. Advance Key Water Infrastructure Projects
Priority F. Develop and Implement a Comprehensive Facilities Master Plan Goal F.1. Coordinate with County Library District Regarding the Potential New Library in East Palo Alto
Goal F.2. Investigate Potential Options for Developing County Vacant Property Located on Beech Street
Goal F.3. Develop a Detailed Strategy for the Location of the Future Police Department Goal F.4. Complete the City Hall Improvements Planning Process Priority G. Enhance Community Services and Parks for Residents Goal G.1. Foster Community Cultural Events & Activities Goal G.2. Completion and Implementation of the Parks Master Plan Goal G.3. Focus on Youth Engagement
CITY COUNCIL
STRATEGIC PRIORITIES
FY 2023-24 Budget
SP- 2
Goal G.4. Engage with Community & Partner Agencies to Improve Educational Resources/ Outcomes
DEPT: COMMUNITY AND ECONOMIC DEVELOPMENT LEAD:
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 Launch program, monitoring and evaluation through early 2025 Doing XXXXXXXXXXX 2 GOAL: Continue to Implement the City's Affordable Housing Strategy STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2.1 Present TOPA/COPA recommendations and other opportunities to promote homeownership. Implement. Doing XXXXXX
2.2 Complete the updated Housing Element Doing X XXX
2.3 Implement the updated Housing Element NEW XXXXXXXX
2.4 Identify future pipeline affordable housing projects To Do X X X X X X X X X X 3 GOAL: Create an Economic Development Strategy Focusing on Small and Micro Businesses STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
3.1 Finalize opportunites for the 9,000 sq ft office building provided by the Sobrato Organization (on hold) To Do
3.2 Ensure regional partners are fully engaged with a supporting EPA businesses (and with 3.5) NEW XXXXXX
3.3 Work with local small and micro businesses to identify areas of greatest need and possible support NEW XXXXXX3.4 Begin providing greater support for local businesses NEW XXXXXX
3.5 Develop an Economic Development Strategy for Council consideration and adoption NEW XXXX FY 2024-25
FY 2023/24 EAST PALO ALTO CITY COUNCIL PRIORITY WORKPLAN PRIORITY: PROMOTE HOUSING, ECONOMIC & WORKFORCE DEVELOPMENT FY 2022-23 FY 2023-24 GOAL ACTIONS STATUS Chen
SP- 3
DEPT: PUBLIC WORKS DEPARTMENT/COMMUNITY & ECONOMIC DEVELOPMENT LEAD:
1 GOAL: Implement the Comprehensive Transportation and Mobility Plan STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
1.1 Implement Short-term Improvements as Identified in the Final Mobility Report Doing XX
1.2 Implement Mid-term Improvements as Identified in the Final Mobility Report Doing XXXX
1.3 Initiate a Parking Permit Pilot Program with an initial focus on addressing abandoned vehicles Doing XXX 2 GOAL: Begin Construction of the University Overpass Project STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2.1 Bid Construction documents Doing
X
2.2 Construction phase of the project (Start to Finish) NEW XXXXXXXX 3 GOAL: Analyze Funding Strategies for Public Infrastructure Including Streets, Parks, & Utilities STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
3.1 Seek out design funding for East Bayshore sidewalk improvements from the SMCT A Done
X
3.2 Seek out construction funding for East Bayshore sidewalk improvements from the Congressional offic e Doing XXXXXX
3.3 Seek out Highway safety improvement grant funds for University Ave. safety improvements Done X
3.4 Continue work with consultant to identify and apply for grants Doing X XXXXXXX
3.5 Implement updated water capital surcharges NEW XXXXXX FY 2023-24
FY 2023/24 EAST PALO ALTO CITY COUNCIL PRIORITY WORKPLAN GOAL
ACTIONS PRIORITY: Implement the Comprehensive Transportation and Mobility Plan STATUS FY 2022-23 FY 2024-25 Javed
SP- 4
DEPT: PUBLIC WORKS DEPARTMENT/POLICE DEPARTMENT/ADMINISTRATIVE SERVICES LEAD:
1 GOAL: Enhance Flood Protection for Residents, Businesses, and Property Owners STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
1.1 Coordinate with partner agencies to fund and complete Reach 2 improvements NEW XXXXXXXX1.2 Implement $22M Safer Bay Project CALOES/FEMA Grant w/ San Francisquito Creek JPA - Design & Permittin g Doing XXXXXXXXX
1.3 Coordinate with City of Palo Alto on the Construction of Newell Street Bridge Replacement Project Doing XXXXXXXX 2 GOAL: Resolve Sanitary District Incorporation Matter STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2.1 Implement necessary actions for LAFCo consideration of EPASD becoming subsidiary of the CIt y Doing
X
X XXX
2.1 Identify and carryout any next steps (To be specified) Doing XXXX 3 GOAL: Develop a Community Emergency Preparedness and Education Initiative (e.g., CERT) STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
3.1 Build EPA CERT Team Membership NEW XXXX3.2 Establish emergency communication protocols with community partners NEW XX3.3 Update Disaster Preparedness Plan NEW XXXX Javed/Liu/McKenzie
FY 2024-25
FY 2023/24 EAST PALO ALTO CITY COUNCIL PRIORITY WORKPLAN GOAL
ACTIONS PRIORITY: Promote Health & Public Safety STATUS FY 2022-23 FY 2023-24 SP - 5
DEPT: FINANCE, CITY MANAGER'S OFFICE, PUBLIC WORKS, COMMUNITY DEVELOPMENT LEAD:
1 GOAL: Address Structural Deficit Through Fiscal Resiliency Measures STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
1.1 Assess and Prepare for Utility Operational and Finance Needs Doing X XXXXXXXXXXX
1.2 Analyze needs, strategies and community support for funding public infrastructure improvements Doing XXX1.3 Perform Impact Fee Nexus Study NEW XX 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 XXX2.2 Perform Study of Financial Projections To Do X X2.3 Prepare and Present Projections To Do X 3 GOAL: Plan and Implement an Enterprise Resource Planning (ERP) System STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
3.1 ERP Implementation Doing X XXXX3.2 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
4.1 Update the City's Personnel Policies and Procedures NEW XXX
4.2 Launch Health & Wellness Initiatives NEW XX4.3 Update the City's recruiment process NEW X
4.4 Develop and Launch an Employee Training and Development Program NEW XX
4.5 Issue RFP for Compensation Study NEW
X
5 GOAL: Develop and Information Systems Master Plan STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
5.1 Coordinate continuation or completion of contract services provided by Redwood Cit y NEW XXXX
5.2 Develop a citywide Information Systems Master Plan To Do XXXX Oku/Gaines
FY 2024-25
FY 2023/24 EAST PALO ALTO CITY COUNCIL PRIORITY WORKPLAN GOAL
ACTIONS PRIORITY: Ensure Our Financial & Organizational Health STATUS FY 2022-23 FY 2023-24 SP- 6
DEPT: PUBLIC WORKS DEPARTMENT/CITY MANAGER'S OFFICE LEAD:
1 GOAL: Focus on Customer Service and Education STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
1.1 Improve Veolia's voicemail/messaging priority Done
X
1.2 Train contractors and improve customer notification (Veolia) Done X
1.3 Plan for Water System Operations in 2025 NEW XXXX
2 GOAL: Advance Key Water Infrastructure Projects STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2.1 Complete Construction of 12" Water Transmission Line on University Ave. (instead of Cooley Ave.) Doing X
2.2 Complete Construction of Water Intertie at University/Woodland with Palo Alto To Do X2.3 Identify Potential Locations for Additional Water Storage Doing XXX2.4 Investigate State and Federal Water Funding Opportunities, including WIFIA and DWSRF To Do X2.5 Proactively Design Additional Water Improvement Projects Doing XXXXXXXXXXX
2.6 Complete construction of 12" watermain on Weeks Street NEW X
2.7 Complete the woodland watermain gap project in addition to the water intertie NEW X
FY 2023/24 EAST PALO ALTO CITY COUNCIL PRIORITY WORKPLAN GOAL
ACTIONS PRIORITY: Improve the City's Water Infrastructure STATUS FY 2022-23 FY 2023-24 Javed/Gaines
FY 2024-25
SP- 7
DEPT: PUBLIC WORKS DEPARTMENT/CITY MANAGER'S OFFICE LEAD:
1 GOAL: Coordinate with the Library District to Advance a New Library for East Palo Alto STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
1.1 Complete required land acquisition Done X XX1.2 Identify and implement comprehensive funding strateg y Doing XXXXX
1.3 Initiate & oversee facility planning and design Doing XXXXX 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 Endeavor to Finalize Acquisition of County-Owned Beech Street Property To Do X X2.2 Advance Parks Master Plan Vision for MLK Jr. Park and Beech Street Property NEW XXXXXXX 3 GOAL: Develop a Detailed Strategy for the Location of the Future Police Department STATUS Q1 Q2 X Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
3.1 Conclude consideration of potential siting of interim or long-term Police Department Doing XXX
3.2 Provide the Council with update and recommendations for Police Department after October 202 5 Doing
X
3.3 Implement necessary actions to enable police department operations after October 202 5 NEW XXXXXXXXX
4 GOAL: Complete the City Hall Improvements Planning Process STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
4.1 Resolve County consideration of continued City use of 2415 University for exclusive or shared us e Doing XX
4.2 Investigate potential partnership opportunities with future development projects Doing XXXXX4.3 Provide interim improvements to City Council chambers - CANCELE D Doing
4.4 Bid and construct the City Hall TI at the former police evidence roo m To Do XXXXX
FY 2023/24 EAST PALO ALTO CITY COUNCIL PRIORITY WORKPLAN GOAL
ACTIONS PRIORITY: Develop and Implement a Comprehensive Facilities Master Plan STATUS FY 2022-23 FY 2023-24 Javed/Gaines
FY 2024-25
SP- 8
DEPT: ADMINISTRATIVE SERVICES DEPT/CITY MANAGER'S OFFICE LEAD:
1 GOAL: Foster Community Cultural Events & Activities STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
1.1 Facilitate City Sponsored Events on On-going Basis Doing X XXXXXXXXXXX
1.2 Consider organizational structure and external partnerships to best provide cultural events and activities NEW 2 GOAL: Completion and Implementation of the Parks Master Plan STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
2.1 City Council Consideration of Final Park's Master Plan Done X
2.2 Draft Recommendations Regarding: Potential Dog Park, Security, & Wi-Fi as Part of Parks Master Plan Done X XX
2.3 Advance Design of Martin Luther King, Jr. (MLK) Park Expansion Project Doing X XX
2.4 Advance Design of Bell Street Park Project in Partnership with Magical Bridge Foundation Doing X XX2.5 Consider a pilot dog park program at an existing park or under utlility power lines NEW XX 3 Focus on Youth Engagement STATUS Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
3.1 Consider stablishing a Youth Commission and/or youth appointees to other City Boards and Commissions NEW XX
3.2 Strengthen partnerships with outside organizations for comprehensive focus on youth issues and needs NEW XXXX 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 Us e Doing XX
4.2 Build Relationships with Foundations and Other Philanthropic Organizations to Identify Partnerships Doing XXXXXXXXX FY 2023/24 EAST PALO ALTO CITY COUNCIL PRIORITY WORKPLAN GOAL
ACTIONS PRIORITY: Enhance Community Services and Parks for Residents STATUS FY 2020-2021 FY 2021-2022 McKenzie/Gaines
FY 2022-2023
SP- 9
CITY OF EAST PALO ALTO
CITY ORGANIZATIONAL CHART
FY 2023-2024 Budget
DB-67
RESIDENTS OF EAST PALO ALTO
CITY COUNCIL
BOARDS & COMMISSIONS
Planning Public Works & Transportation Rent Stabilization Board Senior Advisory Board CITY ATTORNEY’S OFFICE CITY MANAGER’S OFFICE
FINANCE
POLICE
Administration
Operations
Investigations
ADMINISTRATIVE SERVICES
Administration
Community Services & Recreation
Information Technology
PUBLIC WORKS
Administration
Engineering
Maintenance
COMMUNITY & ECONOMIC
DEVELOPMENT
Administration
Building/Planning
Housing/ Econ Development
OS -1
FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24
Proposed
Policy
&
Executive
City Council 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 City Clerk's Office 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 City Attorney's Office 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 City Manager's Office 4.00 5.00 3.00 3.00 3.00 3.00 4.00 4.00 4.00 City Manager - Human Resources - - - - - 2.00 2.00 2.00 2.00 City Manager - Rent Stabilization 2.00 2.00 - - - - - - - City Manager - Community Programs - - - - - - - - -
Sub-Total 15.00 16.00 12.00 12.00 12.00 14.00 15.00 15.00 15.00 Administrative Support Services Finance Department 5.00 6.00 6.00 6.00 7.00 7.00 6.00 7.00 7.00 Administrative Services Admin 1.00 3.00 3.00 3.00 3.00 3.00 3.00 2.00 2.00 Community Services Division 4.38 4.38 4.15 4.15 4.15 3.65 5.15 5.15 5.15 Human Resources 2.00 2.00 2.00 2.00 2.00 - - - -
Sub-Total 12.38 15.38 15.15 15.15 16.15 13.65 14.15 14.15 14.15 Community and Economic Development Administration Division 4.00 4.00 5.90 6.45 6.45 3.50 4.00 4.00 4.00 Building Services Division 6.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 Planning Division 3.00 4.00 4.00 4.00 4.00 4.00 4.00 5.00 5.00 Housing/Economic Division - - 3.00 3.00 3.00 3.00 4.00 4.00 4.00 Senior Services Division - - - - - - - - -
Sub-Total 13.00 15.00 19.90 20.45 20.45 17.50 19.00 20.00 20.00 Public Safety Administration Division 8.00 8.00 9.00 9.00 9.00 9.00 9.00 9.00 8.00 Investigations Division 8.00 8.25 8.25 8.25 11.15 11.15 11.15 10.25 11.25 Operations Division 29.50 29.00 29.00 29.00 27.00 28.00 28.00 30.35 30.35 Sub-Total 45.50 45.25 46.25 46.25 47.15 48.15 48.15 49.60 49.60 Public Works Administration Division 2.00 2.00 2.00 2.00 2.00 4.50 4.45 4.45 4.45 Engineering Division 5.00 5.00 5.00 5.00 5.00 3.75 5.00 5.00 5.00 Maintenance Division 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 Sub-Total 19.00 19.00 19.00 19.00 19.00 20.25 21.45 21.45 21.45 TOTAL POSITIONS 104.88 110.63 112.30 112.85 114.75 113.55 117.75 120.20 120.20 OS-2
CITY OF EAST PALO ALTO
NINE-YEAR POSITION SUMMARY
FY 2015-16 to FY 2023-24
FTE's
FY 2023-24
FTE's
FY 2023-24
City Council Community and Economic Development (Con'd) a. Council Member 5.00 Housing/Econ Division
a. Housing & Econ Dev Manager 1.00
City Attorney's Office b. RSP Administrator 1.00
a. City Attorney 1.00 c. Housing Project Manager 1.00
b. Deputy City Attorney I/II 1.00 d. RSP Coordinator II 1.00 c. Legal Assistant 1.00 4.00
3.00 Planning Division
City Manager's Office a. Planning Manager 1.00
a. City Manager 1.00 b. Senior Planner 1.00
b. Assistant City Manager 1.00 c. Associate Planner 1.00 c. Assistant to the City Manager (1-yr Term)1 n/a d. Planning Technician 1.00 d. Senior Management Analyst 1.00 e. Assistant/Associate Planner 1.00 e. Executive Assist. to City Mgr 1.00 5.00
Human Resources Division Public Works
a. Human Resources Manager Adminstration Division
b. Human Resources Technician I/II2 1.00 a. Public Works Director 1.00
1.00 b. Administrative Assistant 1.00
6.00 c. Management Analyst II 1.00
City Clerk's Office d. Environmental Service Aide 1.45
a. City Clerk- PIO 1.00 4.45
Engineering Division
Administrative Services a. City Engineer 1.00
Administration Division b. Senior Engineer 1.00
a. Administrative Svcs Director 1.00 c. Associate Engineer 1.00 b. Office Assistant 1.00 d. Assistant/Associate Engineer 1.00
2.00 e. Public Works Supervisor 1.00
Community Services Division 5.00
a. Community Services Manager 1.00 Maintenance Division b. Recreation Coordinator 1.00 a. Maintenance Manager 1.00 c. Recreation Leader II (2 PT) 0.90 b. Maintenance Worker I 3.00 d. Van Driver (2 PT) 1.00 c. Maintenance Worker II 5.00 e. Nutrition Site Supervisor (1 PT) 0.75 d. Maintenance Worker III 2.00 f. Kitchen Aide (1 PT) 0.50 e. Secretary I 1.00
5.15 12.00
Finance Police
a. Finance Director 1.00 Administration Division
b. Financial Services Manager 1.00 a. Police Chief 1.00 c. Accountant Senior3 1.00 b. Administrative Manager 1.00 d. Accountant I/II 1.00 c. Management Analyst II (1-yr Term)5 n/a e. Accounting Technician I/II 2.00 d. Police Records Supervisor 1.00 f. Grant Coordinator 1.00 e. Police Record's Clerk I/II 4.00
7.00 f. Police Property Officer 1.00
8.00 Community and Economic Development
Administration Division Investigations Division
a. Community & Economic Dev Director 1.00 a. Commander 1.00 b. Management Analyst II 1.00 b. Police Officer 4.00
c. Secretary II 1.00 c. Community Services Officer 3.00 d. Office Assistant 1.00 d. Community Services Officer (4 PT) 1.80
4.00 e. Cold Case Investigator 0.45
Building Services Division f. Police Sergeant 1.00
a. Chief Building Official 1.00 11.25
b. Building Inspector II 1.00 Operations Division
c. Building Permit Technician 2.00 a. Commander 1.00
d. Code Enforcement/Bldg Inspector Hybrid4 1.00 b. Police Sergeant 4.00 e. Code Enforcement Officer II 2.00 c. Police Officer 24.00
7.00 d. Reserve Officer (3PT) 1.35 1
Extending the term for another year (subject to Council approval) 30.35 2 Converting HR Technician to HR Technician I/II (subject to Council approval) 3 Converting Sr. Management Analyst to Accountant Senior (subject to Council approval) Total Authorized FTE's 120.20 4 Converting Code Enforcement Officer II to Code Enforcement/Bldg Inspector Hybrid (subject to Council approval) 5 1 year limited position (subject to Council approval)
CITY OF EAST PALO ALTO
Detail Position Listing
OS- 3
East Palo Alto at
a Glance
ABOUT EAST PALO ALTO
The City of East Palo Alto is in the heart of the Silicon Valley and is uniquely positioned to maximize its potential as a significant city in the region. Founded by speculators and farmers in 1849, the town was originally named Ravenswood.
For most of its history, the area regarded as East Palo Alto was 13 square miles and part of unincorporated San Mateo County. As such, it did not have an official boundary until it incorporated in 1983. However, the area was much larger than the City’s current 2.5 square miles. Large tracts of land were annexed by surrounding cities from the late 1940’s to the early 1960’s. This trend ended in 1983 when the residents incorporated to gain local control over land use and municipal services.
The original inhabitants were Ohlone/Costanoan Native Americans. Spanish ranchers took over, followed by an influx of speculators and settlers of European origin. For a time, Asian and Italian flower growers preceded the flood of middle-class migrants drawn to post-war housing developments. East Palo Alto later became the largest African American community on the Peninsula. Today, due to significant demographic changes during the last decade, the City possesses a broad multi-ethnic profile that includes a majority Latino and growing Pacific Island population.
Trade has alternately focused on ranching, transportation and shipping, brick manufacturing, farming, servicing travelers of Bayshore Highway and Dumbarton Bridge, and flower growing. At present there is a mix of industrial, agricultural, and commercial businesses.
The signs of continuing and rapid transition are evident; and none more so than the rapid changes brought about by proximity to the most successful businesses in Silicon Valley. However, some things have remained constant, namely the characteristics that have always attracted people to the area: multi-cultural acceptance; a beautiful, rural-like setting; centralized location; proximity to transportation and the San Francisco Bay; as well as some of the most enviable weather in the nation.
Today, the City of East Palo Alto is closer than ever to realizing its potential.
As the City continues to make progress and become more self-sufficient, there is evidence that East Palo Alto will be able to strike a harmonious balance between a goal of establishing a sound commercial base and the dream of an idyllic and welcoming community.
OS-4
CITY GEOGRAPHY
The City of East Palo Alto is located approximately 29
miles south of San Francisco and 19 miles north of San
Jose. The City occupies 2.5 square miles. The latest
estimates place the City’s population at 28,586.
CITY AUTHORITY
The City of East Palo Alto is a general law city under
California State law and its rights, powers, privileges, authority, and functions are established through the
State constitution and the State Law. The powers
granted to California cities by state statute include the power to: sue and be sued; purchase, receive by gift or bequest and hold land, make contracts and purchases
and hold personal property necessary to the exercise of its powers, manage, sell, lease, or otherwise dispose of its property as the interest of its inhabitants require; levy and collect taxes authorized by law and exercise such
other and further powers as may be especially conferred by law or as may be necessarily implied from those
expressed.
East Palo Alto is a General Law Council/ Manager City
governed by a five-member City Council with a
Council elected Mayor. The City incorporated July 1,
1983.
The City provides a range of services to its residents
including public protection through the Police
Department, the construction and maintenance of
streets and infrastructure, community and economic
development affordable housing programs, financial
management, and administrative and community
services.
THE CITY COUNCIL
The members of the City Council are elected by the
voters to serve overlapping four-year terms. The Mayor
is elected by, and from, the City Council for a one-year term. The City Council sets policy and exercises the
legislative authority of the City. By City Ordinance, the City Council holds meetings on the first and third
Tuesdays of every month and at other times as, in the
opinion of the City Council, the public interest may
require.
The current City Council members and the dates upon
which their respective terms expire are as follows:
Mayor: Lisa Gauthier Nov. 2024
Vice Mayor: Antonio Lopez Nov. 2024
Council Member: Ruben Abrica Nov. 2026
Council Member: Carlos Romero Nov. 2024
Council Member: Martha Barragan Nov. 2026
ADMINISTRATION AND
MANAGEMENT
East Palo Alto is a Council-Manager form of government.
The City Council appoints the City Attorney and the City Manager. The City Manager appoints all other City
employees and is charged with overseeing the City’s daily operations. Many boards, commissions, and committees
assist the City Council and Administration in carrying out various aspects and functions of city government.
OS- 5
Demographic Information
Land Area: 2.5 square miles
Populationi
1990 23,570
2000 29,506
2005 29,431
2010 28,155
2015 29,137
2020 30,034
2023 Projected 28,586
Population by Gender i
Female 51.2%
Male 48.8%
Population by Age Group i
Under 5 years 5.6%
5 to 9 years 7.0%
10 to 14 years 6.2%
15 to 19 years 7.5%
20 to 24 years 7.0%
25 to 29 years 9.3%
30 to 34 years 9.1%
35 to 39 years 7.9%
40 to 44 years 6.8%
45 to 49 years 7.2%
50 to 54 years 6.1%
55 to 59 years 5.2%
60 to 64 years 6.8%
65 to 69 years 2.8%
70 to 74 years 1.9%
75 to 79 years 1.4%
80 to 84 years 1.7%
85 years and over 0.6%
Racial Composition i
Hispanic or Latino 59.9%
Black or African Amer 10.7%
White 13.7%
Asian 6.5%
Pacific Islander 6.3%
Two or More 9.6%
Other 2.3%
i
https://www.census.gov/
Level of Educational Attainment of Persons 25 years
and older i
No High School degree 26.3%
High School degree or equivalent 21.2%
Some college, no degree 20.8%
Bachelor’s degree 19.5%
Post-grad degree 12.3%
Per Capital Personal Income i
$36,505
Median Sales Price for Single Family Residencesii
($1,062,500 in 2022)
ii San Mateo County Associations of Realtors
‐
200,000
400,000
600,000
800,000
1,000,000
1,200,000
200820092010201120122013201420152016201720182019202020212022 Median Price
OS- 6
FINANCIAL SUMMARY
FY 202-202 Budget
The Financial Summary section contains the following adopted budget and financial summary information:
Budget Information:
x Citywide Budget Overview
o FY 202-2 Budget by Fund Category
x General Fund Overview
o FY 202- General Fund and Internal Reserve Funds Budget x Special Revenue Funds Overview
o FY 202-2 Special Revenue Funds Budget
)< Community Programs Budget
)< Housing Programs Budget
)< Transportation and Infrastructure Programs Budget
x Capital Funds Overview
o FY 202-2 Capital Funds Budget
x Enterprise Funds Overview
o FY 202-2 Enterprise Fund Budget
Other Financial Information:
x General Fund Revenues by Major Category
x General Fund Expenditures by Major Category
FS- 1
CITYWIDE BUDGET OVERVIEW
The Citywide budget overview provides a one-page view across all the various fund-types operating within the City. This view gives a full perspective of total revenues by character and total expenditures by department across all City funds. The City operates the following fund-group types:
• General and Internal Reserve Funds
• Special Revenue Funds
• Capital Projects Funds
• Enterprise Funds
• Successor Agency Trust Fund
FS- 2
General Fund and
Internal Reserves
Special
Revenue
Funds
Capital
Improvement
Funds
Enterprise Funds City Total Successor
Trust Fund
GRAND
TOTAL
Revenues
Property Tax 17,010,000 955,340 - - 17,965,340 3,562,862 21,528,202 Sales Tax 6,030,000 - - - 6,030,000 - 6,030,000
Utility Users Tax 1,726,043 - - - 1,726,043 - 1,726,043 Transient Occupancy Tax 2,200,000 550,000 - - 2,750,000 - 2,750,000 Other State and Local Taxes 2,688,735 4,082,000 - - 6,770,735 - 6,770,735 Franchise Fees 1,158,000 - - - 1,158,000 - 1,158,000
Licenses, Fees, and Permits 432,600 787,000 1,851,908 777,863 3,849,371 - 3,849,371 Fines and Forfeitures 225,000 2,500 - - 227,500 - 227,500 Use of Money and Property 652,000 485,120 316,980 638,320 2,092,420 12,800 2,105,220 Grants and Intergovernmental 55,000 2,310,251 - - 2,365,251 - 2,365,251 Charges for Current Services 818,200 7,500 - 4,188,000 5,013,700 - 5,013,700 Other Miscellaneous 1,747,000 150,000 300,000 276,000 2,473,000 - 2,473,000 Total Revenues 34,742,578 9,329,711 2,468,888 5,880,183 52,421,360 3,575,662 55,997,022 Expenditures
City Council 171,150 - - - 171,150 - 171,150
City Attorney 1,031,428 35,000 - - 1,066,428 7,500 1,073,928 City Clerk 361,068 - - - 361,068 - 361,068
City Manager 2,392,293 - 5,625 49,098 2,447,016 - 2,447,016 Administrative Services 1,810,336 929,350 100,000 - 2,839,686 - 2,839,686 Finance 1,278,852 9,067 129,141 22,000 1,439,060 28,029 1,467,089 Community Development 5,200,014 5,886,846 - - 11,086,860 - 11,086,860 Public Works 4,700,398 1,567,934 326,666 500,786 7,095,784 - 7,095,784 Police 15,407,077 326,229 - - 15,733,306 - 15,733,306
Non-Departmental - -
Capital/Technology - 1,320,000 - - 1,320,000 - 1,320,000 Debt Service - - - - - 3,591,411 3,591,411
Insurance and Settlements 854,684 - - - 854,684 - 854,684 Other Non-Departmental 1,041,965 452,594 - 3,368,500 4,863,059 - 4,863,059 Overhead Allocation (913,434) 762,522 - 138,319 (12,593) 12,593 - Total Expenditures 33,335,831 11,289,542 561,432 4,078,703 49,265,508 3,639,533 52,905,041 Net Sources / (Uses) 1,406,747 (1,959,831) 1,907,456 1,801,480 3,155,852 (63,871) 3,091,981 Other Financing Sources / (Uses)
Transfers In - 1,139,438 - - 1,139,438 - 1,139,438
Transfers Out (1,139,438) - - - (1,139,438) - (1,139,438) Net Operating Transfers (1,139,438) 1,139,438 - - - - - Change in Fund Balance 267,309 (820,393) 1,907,456 1,801,480 3,155,852 (63,871) 3,091,981 Other Changes 1,857,000 - - - 1,857,000 - 1,857,000
Projected Fund Balance
July 01, 2023 Balance* 19,130,000 28,742,000 11,502,000 12,748,000 72,122,000 (16,762,000) 55,360,000 June 30, 2024 Balance 21,254,309 27,921,607 13,409,456 14,549,480 77,134,852 (16,825,871) 60,308,981 *Excludes certain assets, reserves, and commitments.
CITY OF EAST PALO ALTO
FY 2023-2024 BUDGET BY FUND CATEGORY
FS- 3
GENERAL FUND OVERVIEW
General Fund
The General Fund is the primary operating fund of the City. The fund accounts for all revenues, expenditures, transfers, and other activity not accounted for in other City funds.
General Fund revenues are derived from five major sources including, Property Tax, Sales and Use Tax, Transient Occupancy Tax (TOT), Utility Users Tax, and Business License Tax. These taxes account for approximately 87% of total General Fund revenues, excluding development pass-through activity.
General Fund uses primarily consist of personnel, contract, and purchase services, supplies and materials, and other expenditures.
General Fund Reserve Sub-Funds
Information Services
The Information Services Fund accounts for the accumulation of resources to acquire or improve information technology equipment and software, fund the Redwood City IT services contract, IT equipment replacement, and software licensing and maintenance costs.
Equipment and Vehicle Replacement
The Equipment and Vehicle Replacement Fund accounts for monies utilized to acquire and replace equipment and vehicles.
Insurance Reserve
The Insurance Reserve Fund accounts for the accumulation of resources to cover the costs of unanticipated loss and settlements due to property, casualty, or liability exposures and to cover the costs of PLAN JPA insurance coverage in excess of the City’s $100,000 self-insured limit per liability claim.
Development Pass-Through
The Development Pass-Through Fund accounts for pass-through development fee activity and temporary staffing needs anticipated for unusually high development activity.
Note: No budget activity for the Contingency Reserve and Community Benefits Funds.
FS- 4
General Fund
F010
Info Services
Reserve
F011
Equipment
and Vehicle
Reserve F012
Insurance
Reserve F013
Development
Pass Through
F017
Eliminating Total
Revenues
Property Tax 17,010,000 - - - - - 17,010,000
Sales Tax 6,030,000 - - - - - 6,030,000
Utility Users Tax 1,726,043 - - - - - 1,726,043
Transient Occupancy Tax 2,200,000 - - - - - 2,200,000
Other State and Local Taxes 2,688,735 - - - - - 2,688,735 Franchise Fees 1,158,000 - - - - - 1,158,000
Licenses, Fees, and Permits 432,600 - - - - - 432,600
Fines and Forfeitures 225,000 - - - - - 225,000
Use of Money and Property 652,000 - - - - - 652,000
Grants and Intergovernmental 55,000 - - - - - 55,000
Charges for Current Services 818,200 - - - - 818,200
Other Miscellaneous 207,000 - - - 1,540,000 - 1,747,000 Total Revenues 33,202,578 - - - 1,540,000 - 34,742,578
Expenditures
City Council 171,150 - - - - 171,150
City Attorney 976,428 - - 55,000 - 1,031,428
City Clerk 258,468 102,600 - - - 361,068
City Manager 2,362,293 30,000 - - - 2,392,293
Administrative Services 1,379,569 430,767 - - - 1,810,336 Finance 1,098,977 179,875 - - - 1,278,852
Community Development 3,680,514 14,500 105,000 - 1,400,000 5,200,014 Public Works 4,479,898 165,500 45,000 - 10,000 4,700,398 Police 15,228,577 - 178,500 - - 15,407,077
Non-Departmental
Major Capital - - - - -
Debt Service - - - - -
Insurance and Settlements - - - 854,684 854,684
Other Non-Departmental 738,465 303,500 - - 1,041,965
Overhead Allocation (913,434) - - - (913,434)
Total Expenditures 29,460,905 1,226,742 328,500 909,684 1,410,000 - 33,335,831 Net Sources / (Uses) 3,741,673 (1,226,742) (328,500) (909,684) 130,000 - 1,406,747 Other Financing Sources / (Uses)
Transfers In - 1,226,742 328,500 909,684 - (2,464,926) - Transfers Out (3,604,364) - - - - 2,464,926 (1,139,438) Net Operating Transfers (3,604,364) 1,226,742 328,500 909,684 - - (1,139,438) Change in Fund Balance 137,309 - - - 130,000 - 267,309
Other Changes 1,987,000 - - - (130,000) - 1,857,000
Projected Fund Balance
July 01, 2023 Balance* 19,130,000 - - - - - 19,130,000
June 30, 2024 Balance 21,254,309 - - - - - 21,254,309
*Excludes certain reserves and commitments
CITY OF EAST PALO ALTO
FY 2023-2024 GENERAL FUND BUDGET
FS- 5
SPECIAL REVENUE FUNDS OVERVIEW
Special Revenue Funds are used to account for the proceeds of specific revenue sources that are legally restricted or committed to expenditures for specified purposes, other than major capital projects or debt service. GASB 54 clarifies that the proceeds of specific a revenue source, whether legal or administrative, is the foundation for classification of a Special Revenue Fund.
Community Programs
Public Safety Grants
The Public Safety Grants Fund accounts for revenues and expenditures for the Citizen Options for Public Safety Program and Supplemental Law Enforcement Services Fund (COPS/SLESF).
Federal and State Grants
Federal and State Grants Fund accounts for the Congregate Meals/Senior Nutrition and Senior Transportation grant programs passed through the San Mateo County Office of Aging and Adult Services.
Local Grants
The Local Grants Fund accounts for all other local grant activity not accounted for in separate funds.
CYSFF
The CYSFF Fund accounts for 10% of the Transient Occupancy Tax (TOT) collected as approved by voters to fund various nonprofit organizations providing services to children, youth, and families.
Measure C
The Measure C Fund accounts for activities related to the Measure C Parcel tax approved by the voters in November 2006 for a period of ten years. The tax is sunset, and the remaining funds are restricted to support violence prevention and public safety intervention.
American Rescue Plan Act (ARPA)
The ARPA fund accounts for federal allocation funding signed into law by the President in March 2021.
The funds are restricted for the purpose of providing support in responding to the impact of COVID-19, including local efforts to contain impacts on our community, residents, and businesses.
Housing Programs
Rent Stabilization
The Rent Stabilization Fund accounts for revenues and expenditures to support rent stabilization programs and activities.
Housing in Lieu
FS- 6
SPECIAL REVENUE FUNDS OVERVIEW
The Housing in Lieu Fund accounts for developer-agreed payments and ordinance fees in lieu of providing affordable housing.
Housing Assistance
The Housing Assistance Fund accounts for first time home buyer assistance program activities.
Housing Commercial Impact
The Housing Commercial Impact Fee Fund accounts for fees charged to developers of nonresidential development projects to mitigate the project impact on the need for affordable housing as a result of the project development.
Housing TOT
The Housing TOT Fund accounts for 10% of the Transient Occupancy Tax (TOT) collected as approved by voters to fund affordable housing development activity and programs.
Measure HH
The Measure HH Fund accounts for a voter-approved parcel tax on commercial office space of 25,000 square feet or more collected to fund affordable and supportive housing programs; programs that facilitate citizen access to job opportunities in science, technology, engineering and mathematics (S.T.E.M.) and building trades, and strengthen the First Source Hiring Program.
Housing Successor Agency
The Housing Successor Agency Funds account for activities related to the housing assets assumed by the City as Housing Successor to the former Redevelopment Agency. The funds are restricted to housing-related activities for low- and moderate-income needs.
Silicon Valley Community Foundation
The Silicon Valley Community Foundation (SVCF) Fund accounts for gift monies from SVCF for the purpose of incentivizing the affordable housing development within the City. The monies are further restricted to pay a minimum amount of $500,000 for an affordable housing manager position over a period of five years.
Transportation and Infrastructure Programs
State Gas Tax
The State Gas Tax Fund is required by State law to account for California State gasoline taxes.
This tax is primarily distributed to cities based on population and proportion of registered vehicles. Gas tax funds must be spent on public street-related maintenance and capital expenditures.
Measure A
FS- 7
SPECIAL REVENUE FUNDS OVERVIEW
The Measure A Fund accounts for a countywide one-half percent sale and use tax to support countywide (San Mateo County) transportation projects and programs.
NPDES
The NPDES Fund accounts for revenues and expenditures from assessments levied on property in the City in compliance with the provision of the National Pollutant Elimination System for prevention of storm water and flood related damage.
Lighting District
The City maintains one Lighting District, the Ravenswood Highway Lighting District, to cover the costs of lighting on and around public streets, highways, parks, and alleys. The Lighting District Fund accounts for all revenues (assessments) and expenditures associated with the District.
Drainage District
The City maintains one Drainage District, the East Palo Alto Maintenance Drainage District, to cover the costs of providing storm drainage and flood control management services for areas related to the district boundary. The Drainage District Fund accounts for all revenues (assessments) and expenditures associated with the District.
Measure W
The Measure W Fund accounts for the City’s allocation of a voter-approved one-half percent (0.5%) sales tax enacted for thirty years to road improvements, transit services, and implementation of the San Mateo County Congestion Relief Plan.
FS- 8
Community
Programs
Housing
Programs
Transportation
and
Infrastructure
Programs
Total
Revenues
Property Tax - - 955,340 955,340
Sales Tax - - - -
Utility Users Tax - - - -
Transient Occupancy Tax 275,000 275,000 - 550,000
Other State and Local Taxes - 1,677,000 2,405,000 4,082,000 Franchise Fees - - - -
Licenses, Fees, and Permits - 643,000 144,000 787,000
Fines and Forfeitures - 2,500 - 2,500
Use of Money and Property 36,160 248,960 200,000 485,120 Grants and Intergovernmental 1,218,251 1,000,000 92,000 2,310,251 Charges for Current Services - - 7,500 7,500
Other Miscellaneous 150,000 - - 150,000
Total Revenues 1,679,411 3,846,460 3,803,840 9,329,711
Expenditures
City Council - - - -
City Attorney - 35,000 - 35,000
City Clerk - - - -
City Manager - - - -
Administrative Services 929,350 - - 929,350
Finance - 3,689 5,378 9,067
Community Development 100,500 5,786,346 - 5,886,846
Public Works - - 1,567,934 1,567,934
Police 326,229 - - 326,229
Non-Departmental - - - -
Capital/Technology - - 1,320,000 1,320,000
Debt Service - - - -
Insurance and Settlements - - - -
Other Non-Departmental - 11 452,583 452,594
Overhead Allocation 47,997 350,262 364,263 762,522
Total Expenditures 1,404,076 6,175,308 3,710,158 11,289,542 Net Sources / (Uses) 275,335 (2,328,848) (1,959,831) 93,682 Other Financing Sources / (Uses)
Transfers In - 397,410 742,028 1,139,438
Transfers Out - - - -
Net Operating Transfers - 397,410 742,028 1,139,438
Change in Fund Balance 275,335 (1,931,438) 835,710 (820,393) Other Changes - - - -
Projected Fund Balance
July 01, 2023 Balance* 1,794,000 12,433,000 14,515,000 28,742,000 June 30, 2024 Balance 2,069,335 10,501,562 15,350,710 27,921,607 *Excludes certain reserves and commitments
CITY OF EAST PALO ALTO
FY 2023-2024 SPECIAL REVENUE FUNDS BUDGET
FS- 9
Public Safety
Grants
F213
Federal and State
Grants F215
Local
Grants
F230
CYSFF
TOT F231
Measure C
F232
ARPA
F290
Total
Community
Programs
Revenues
Property Tax - - - - - - -
Sales Tax - - - - - - -
Utility Users Tax - - - - - - -
Transient Occupancy Tax - - - 275,000 - - 275,000
Other State and Local Taxes - - - - - - -
Franchise Fees - - - - - - -
Licenses, Fees, and Permits - - - - - - -
Fines and Forfeitures - - - - - - -
Use of Money and Property 3,520 7,360 8,000 14,400 2,880 - 36,160 Grants and Intergovernmental 160,000 488,251 570,000 - - - 1,218,251 Charges for Current Services - - - - - - -
Other Miscellaneous - - 150,000 - - - 150,000
Total Revenues 163,520 495,611 728,000 289,400 2,880 - 1,679,411 Expenditures
City Council - - - - - - -
City Attorney - - - - - - -
City Clerk - - - - - - -
City Manager - - - - - - -
Administrative Services - 84,350 570,000 275,000 - - 929,350 Finance - - - - - - -
Community Development - 100,500 - - - - 100,500
Public Works - - - - - - -
Police 176,229 - 150,000 - - - 326,229
Non-Departmental -
Capital/Technology - - - - - - -
Debt Service - - - - - - -
Insurance and Settlements - - - - - - -
Other Non-Departmental - - - - - - -
Overhead Allocation - - - 47,997 - - 47,997
Total Expenditures 176,229 184,850 720,000 322,997 - - 1,404,076 Net Sources / (Uses) (12,709) 310,761 8,000 (33,597) 2,880 - 275,335 Other Financing Sources / (Uses)
Transfers In - - - - - - -
Transfers Out - - - - - - -
Net Operating Transfers - - - - - - -
Change in Fund Balance (12,709) 310,761 8,000 (33,597) 2,880 - 275,335 Other Changes - - - - - - -
Projected Fund Balance
July 01, 2023 Balance* 220,000 (220,000) 664,000 1,117,000 13,000 - 1,794,000 June 30, 2024 Balance 207,291 90,761 672,000 1,083,403 15,880 - 2,069,335 *Excludes certain reserves and commitments
CITY OF EAST PALO ALTO
FY 2023-2024 COMMUNITY PROGRAMS BUDGET
FS- 10
Rent
Stabilization
F204
Housing In
Lieu
F207
Housing
Assistance
F209
Housing
Commercial
Impact F216
Housing TOT
F218
Measure HH
F219
Housing
Successor
F220
Silicon Valley
Community
F233
Total
Revenues
Property Tax - - - - - - - - -
Sales Tax - - - - - - - - -
Utility Users Tax - - - - - - - - -
Transient Occupancy Tax - - - - 275,000 - - - 275,000
Other State and Local Taxes - - - - - 1,677,000 - - 1,677,000 Franchise Fees - - - - - - - - -
Licenses, Fees, and Permits 605,000 38,000 - - - - - - 643,000 Fines and Forfeitures 2,500 - - - - - - - 2,500
Use of Money and Property 7,360 96,000 4,800 - 38,400 70,400 32,000 - 248,960 Grants and Intergovernmental - 1,000,000 - - - - - - 1,000,000 Charges for Current Services - - - - - - - - -
Other Miscellaneous - - - - - - - - -
Total Revenues 614,860 1,134,000 4,800 - 313,400 1,747,400 32,000 - 3,846,460 Expenditures
City Council - - - - - - - - -
City Attorney - - - - - - 35,000 - 35,000
City Clerk - - - - - - - - -
City Manager - - - - - - - - -
Administrative Services - - - - - - - - -
Finance - - - - - 3,689 - - 3,689
Community Development 528,331 2,840,950 4,655 - - 844,421 1,567,989 - 5,786,346 Public Works - - - - - - - - -
Police - - - - - - - - -
Non-Departmental
Capital/Technology - - - - - - - - -
Debt Service - - - - - - - - -
Insurance and Settlements - - - - - - - - -
Other Non-Departmental - - - - - 11 - - 11
Overhead Allocation 272,197 31,970 1,691 - 28,917 - 15,487 - 350,262 Total Expenditures 800,528 2,872,920 6,346 - 28,917 848,121 1,618,476 - 6,175,308 Net Sources / (Uses) (185,668) (1,738,920) (1,546) - 284,483 899,279 (1,586,476) - (2,328,848) Other Financing Sources / (Uses)
Transfers In - - - - - - 397,410 - 397,410
Transfers Out - - - - - - - - -
Net Operating Transfers - - - - - - 397,410 - 397,410
Change in Fund Balance (185,668) (1,738,920) (1,546) - 284,483 899,279 (1,189,066) - (1,931,438) Other Changes - - - - - - - - -
Projected Fund Balance
July 01, 2023 Balance* 282,000 3,628,000 329,000 - 2,801,000 4,093,000 1,412,000 (112,000) 12,433,000 June 30, 2024 Balance 96,332 1,889,080 327,454 - 3,085,483 4,992,279 222,934 (112,000) 10,501,562 *Excludes certain reserves and commitments
CITY OF EAST PALO ALTO
FY 2023-2024 HOUSING PROGRAMS BUDGET
FS- 11
State Gas Tax
F201
Measure A
F202
NPDES
F203
Park in Lieu
F206
Lighting
District
F221
Drainage
District
F222
Measure W
F234
Total
Revenues
Property Tax - - - - 801,900 153,440 - 955,340
Sales Tax - - - - - - - -
Utility Users Tax - - - - - - - -
Transient Occupancy Tax - - - - - - - -
Other State and Local Taxes 1,455,000 650,000 - - - - 300,000 2,405,000 Franchise Fees - - - - - - - -
Licenses, Fees, and Permits - - 144,000 - - - - 144,000 Fines and Forfeitures - - - - - - - -
Use of Money and Property 41,600 70,400 4,800 4,800 60,800 9,600 8,000 200,000 Grants and Intergovernmental - - 92,000 - - - - 92,000
Charges for Current Services - - 7,500 - - - - 7,500
Other Miscellaneous - - - - - - - -
Total Revenues 1,496,600 720,400 248,300 4,800 862,700 163,040 308,000 3,803,840 Expenditures
City Council - - - - - - - -
City Attorney - - - - - - - -
City Clerk - - - - - - - -
City Manager - - - - - - - -
Administrative Services - - - - - - - -
Finance - 1,689 2,000 - - - 1,689 5,378
Community Development - - - - - - - -
Public Works 898,741 - 317,433 - 140,018 211,742 - 1,567,934 Police - - - - - - - -
Non-Departmental - -
Capital/Technology 550,000 550,000 - - - - 220,000 1,320,000 Debt Service - - - - - - - -
Insurance and Settlements - - - - - - - -
Other Non-Departmental 76,808 - 369,625 - 4,800 1,350 - 452,583 Overhead Allocation 137,344 1,770 80,486 - 48,431 96,232 - 364,263 Total Expenditures 1,662,893 553,459 769,544 - 193,249 309,324 221,689 3,710,158 Net Sources / (Uses) (166,293) 166,941 (521,244) 4,800 669,451 (146,284) 86,311 93,682 Other Financing Sources / (Uses)
Transfers In 64,500 - 531,244 - - 146,284 - 742,028
Transfers Out - - - - - - - -
Net Operating Transfers 64,500 - 531,244 - - 146,284 - 742,028 Change in Fund Balance (101,793) 166,941 10,000 4,800 669,451 - 86,311 835,710 Other Changes - - - - - - - -
Projected Fund Balance
July 01, 2023 Balance* 3,442,000 4,418,000 210,000 337,000 4,798,000 733,000 577,000 14,515,000 June 30, 2024 Balance 3,340,207 4,584,941 220,000 341,800 5,467,451 733,000 663,311 15,350,710 *Excludes certain reserves and commitments
CITY OF EAST PALO ALTO
FY 2023-2024 INFRASTRUCTURE PROGRAMS BUDGET
FS- 12
CAPITAL FUNDS OVERVIEW
Capital Funds account for major capital acquisitions, construction activities, and major renovation or replacement of general government assets. Capital Improvement projects accounts in these funds are primarily funded through General Fund transfers, federal and state grants, restricted settlements related to capital, and impact fees charged to developers to mitigate the impact of projects on the City’s infrastructure systems.
Capital Improvement
The Capital Improvement Fund accounts for the primary capital asset study, design, construction and management of the city’s major infrastructure system improvements such as streets, sidewalks, parks, facilities, and storm drains. Major asset construction related to the City’s water infrastructure are accounted in the Water Enterprise Fund.
Parks and Trails Impact
The Park and Trails Impact Fund accounts for fees charged to developers to mitigate the project impact on the City’s parks, trails, and open space infrastructure. Such fees will fund park projects and land acquisitions to provide adequate quality open space – through parks and trails – for the broader public health and quality of life of its citizens and workforce.
Public Facilities Impact
The Park and Trails Impact Fund accounts for fees charged to developers to mitigate the project impact for the provision of adequate public facilities including police department, educational amenities such as libraries, governance buildings, and community service centers.
Transportation Infrastructure Impact
The Park and Trails Impact Fund accounts for fees charged to developers to mitigate the project impact for the provision of public roads and multi-modal streetscape facilities. In addition, constructing sidewalks with street trees, street lighting, benches, and street furniture improves safety, sidewalk space, pedestrian aesthetics, and active transportation.
RBD -I Impact
The RBD-I Impact Fund accounts for fees charged to developers to mitigate the project impact for the provision of adequate storm drainage infrastructure to prevent flooding for development specifically inside the Ravenswood Business District.
RBD -O Impact
The RBD-O Impact Fund accounts for fees charged to developers to mitigate the project impact for the provision of adequate storm drainage infrastructure to prevent flooding for development specifically for all other city areas outside the Ravenswood Business District.
FS- 13
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FS-14
Capital
Improvement
F301/303
Parks and
Trails Impact
F305
Public
Facilities
Impact
F306
Transportation
Impact
F307
RBD-I
Storm Drain
Impact
F308
RBD-O
Storm Drain
Impact
F309
Total
Revenues
Property Tax - - - - - - -
Sales Tax - - - - - - -
Utility Users Tax - - - - - - -
Transient Occupancy Tax - - - - - - -
Other State and Local Taxes - - - - - - -
Franchise Fees - - - - - - -
Licenses, Fees, and Permits - 441,679 774,606 275,371 360,252 - 1,851,908 Fines and Forfeitures - - - - - - -
Use of Money and Property 310,400 100 300 2,880 100 3,200 316,980 Grants and Intergovernmental - - - - - - -
Charges for Current Services - - - - - - -
Other Miscellaneous 300,000 - - - - - 300,000
Total Revenues 610,400 441,779 774,906 278,251 360,352 3,200 2,468,888 Expenditures
City Council - - - - - - -
City Attorney - - - - - - -
City Clerk - - - - - - -
City Manager 5,625 - - - - - 5,625
Administrative Services 100,000 - - - - - 100,000
Finance 129,141 - - - - - 129,141
Community Development - - - - - - -
Public Works 160,000 - - 83,333 83,333 - 326,666
Police - - - - - - -
Non-Departmental
Capital/Technology - - - - - - -
Debt Service - - - - - - -
Insurance and Settlements - - - - - - -
Other Non-Departmental - - - - - - -
Overhead Allocation - - - - - - -
Total Expenditures 394,766 - - 83,333 83,333 - 561,432
Net Sources / (Uses) 215,634 441,779 774,906 194,918 277,019 1,907,456 3,200 Other Financing Sources / (Uses)
Transfers In - - - - - - -
Transfers Out - - - - - - -
Net Operating Transfers - - - - - - -
Change in Fund Balance 215,634 441,779 774,906 194,918 277,019 3,200 1,907,456 Other Changes - - - - - - -
Projected Fund Balance
July 01, 2023 Balance* 9,064,000 455,000 853,000 476,000 364,000 290,000 11,502,000 June 30, 2024 Balance 9,279,634 896,779 1,627,906 670,918 641,019 13,409,456 293,200 *Excludes certain reserves and commitments
CITY OF EAST PALO ALTO
FY 2023-2024 CAPITAL PROJECT FUNDS BUDGET
FS- 15
ENTERPRISE FUNDS OVERVIEW
Enterprise Funds account for City operations financed and operated in a manner similar to a private business enterprise. Government-run enterprises often charge user-fees to support the service or product provided. These activities are not necessarily self-supporting and may rely on general government subsidies to fully fund operations, though it is the intent of the City to fund these services primarily through user charges.
Garbage Collection Fund
Garbage collection services and recycling in East Palo Alto is provided by Recology of San Mateo County. Revenues are primarily derived from solid waste service fees.
The Garbage Collection Fund accounts for activities associated with residential and commercial garbage collection, street sweeping, litter control, and related services. Fees for litter control are collected by the South Bay Waste Management Authority (SBWMA) from both residential and commercial customers.
The City collects residential solid waste collection fees directly from the property tax rolls and remits such fees to Recology of San Mateo County for services provided to those customers.
Water Service Funds
Most of East Palo Alto’s water connections (about 80%) are served by the City’s water system that is operated and leased by Veolia Water North America Operating Services LLC (Veolia). The remaining connections are served by Palo Alto Park Mutual Water Company or O’Connor Tract Co-op Water Company. Veolia supplies the City’s water from the San Francisco Public Utilities Commission.
Water Service Fund accounts for lease operating revenue from Veolia. The fund group includes Capital and Meter surcharges and Water Capacity Fees. The surcharge funds are used for capital improvement costs related to the City's operating obligations under the agreement with Veolia.
The fund group also includes the Capital and Meter Surcharges, Water Capacity Fees.
FS- 16
Water
Lease
F510
Water Capital
F511
Water Meter
F512
Water Capacity
F513
Sub-total
Water
Enterprise
Garbage
Service
F520
Total
Revenues
Property Tax - - - - - - -
Sales Tax - - - - - - -
Utility Users Tax - - - - - - -
Transient Occupancy Tax - - - - - - -
Other State and Local Taxes - - - - - - -
Franchise Fees - - - - - - -
Licenses, Fees, and Permits - - - 777,863 777,863 - 777,863 Fines and Forfeitures - - - - - - -
Use of Money and Property 524,720 64,000 22,400 8,000 619,120 19,200 638,320 Grants and Intergovernmental - - - - - - -
Charges for Current Services - 1,200,000 - - 1,200,000 2,988,000 4,188,000 Other Miscellaneous - - - - - 276,000 276,000
Total Revenues 524,720 1,264,000 22,400 785,863 2,596,983 3,283,200 5,880,183 Expenditures
City Council - - - - - - -
City Attorney - - - - - - -
City Clerk - - - - - - -
City Manager 49,098 - - - 49,098 - 49,098
Administrative Services - - - - - - -
Finance 20,000 - - - 20,000 2,000 22,000
Community Development - - - - - - -
Public Works 176,500 25,000 10,000 83,333 294,833 205,953 500,786 Police - - - - - - -
Non-Departmental -
Capital/Technology - - - - - - -
Debt Service - - - - - - -
Insurance and Settlements - - - - - - -
Other Non-Departmental 73,000 300,000 - - 373,000 2,995,500 3,368,500 Overhead Allocation 74,518 - - - 74,518 63,801 138,319
Total Expenditures 393,116 325,000 10,000 83,333 811,449 3,267,254 4,078,703 Net Sources / (Uses) 131,60 4 939,000 12,400 702,530 1,785,534 1,801,48 15,946 0 Other Financing Sources / (Uses)
Transfers In - - - - - - -
Transfers Out - - - - - - -
Net Operating Transfers - - - - - - -
Change in Fund Balance 131,604 939,000 12,400 702,530 1,785,534 15,946 1,801,480 Other Changes - - - - - - -
Projected Fund Balance
July 01, 2023 Balance* 2,643,000 6,728,000 1,583,000 531,000 11,485,000 1,263,000 12,748,000 June 30, 2024 Balance 2,774,604 7,667,000 1,595,400 1,233,530 13,270,534 1,278,946 14,549,480 *Excludes certain reserves and commitments
CITY OF EAST PALO ALTO
FY 2023-2024 ENTERPRISE FUNDS BUDGET
FS- 17
FY 2020-21
ACTUAL
FY 2021-22
ACTUAL
FY 2022-23
ADOPTED
FY 2023-24
BASELINE
FY 2023-24
PROPOSED
Property Tax 14,226,629 $ 15,843,008 $ 15,725,420 $ 17,028,600 $ 17,028,600 $ Sales Tax 5,422,953 $ 5,738,443 $ 5,845,000 $ 6,030,000 $ 6,030,000 $ Transient Occupancy Tax 152,771 $ $ 1,158,314 $ 1,100,000 $ 2,200,000 $ 2,200,000 Utility User Tax $ 1,630,879 $ 1,631,049 $ 1,702,680 $ 1,726,043 $ 1,726,043 Business License Tax $ 1,223,696 $ 1,269,802 $ 1,348,250 $ 2,601,135 $ 2,601,135 Permit, Fees, & Charges for Services $ 2,873,785 $ 2,267,588 $ 2,895,920 $ 2,567,800 $ 2,607,800 Other Revenues and Transfers In $ 2,657,240 $ 1,602,978 $ 1,652,640 $ 2,549,000 $ 2,549,000 Total General Fund Revenues 28,187,953 29,511,182 30,269,910 34,702,578 34,742,578 *
GENERAL FUND REVENUES BY MAJOR CATEGORY
$-
$5,000,000
$10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 FY 2020-21
ACTUAL
FY 2021-22
ACTUAL
FY 2022-23
ADOPTED
FY 2023-24
BASELINE
FY 2023-24
PROPOSED
$5,876,740 $5,976,160 $5,845,000 $6,030,000 $6,030,000
$14,226,629
$15,843,008 $15,725,420
$17,028,600 $17,028,600
$152,771
$1,158,314 $1,100,000
$2,200,000 $2,200,000
$2,873,785
$2,267,588 $2,895,920
$2,567,800 $2,607,800
$1,223,696
$1,269,802 $1,348,250
$2,601,135 $2,601,135
$1,553,920
$1,630,879 $1,665,000
$1,702,684 $1,702,680
$1,850,587
$2,340,933 $2,061,540
$579,500 $1,472,640
Revenue by Category
Other RevenuesUtility User TaxBusiness License TaxPermit, Fees, & Charges for ServicesTransient Occupancy TaxProperty TaxSales Tax FS - 18
FY 2020-21
ACTUAL FY 2021-22 ACTUAL FY 2022-23 ADOPTED FY 2023-24 BASELINE FY 2023-24 PROPOSED Personnel $ 15,765,607 $ 12,406,087 $ 18,551,208 $ 21,342,422 $ 21,654,407 Professional/Technical Services $ 6,102,198 $ 5,987,731 $ 5,202,364 $ 7,529,862 $ 7,087,034Property Services/Supplies $ 3,618,262 $ 3,591,346 $ 4,922,105 $ 5,607,784 $ 5,086,724Capital, Transfers, and Other Expenditures $ 3,731,583 $ 2,691,126 $ 2,455,963 $ 1,955,539 $ 1,560,538Total General Fund Expenditures Before Allocations $ 29,217,650 $ 24,676,290 $ 31,131,640 $ 36,435,607 $ 35,388,703 Overhead Allocation to Other Funds $ (826,223) $ (833,910) $ (861,730) $ (913,434) $ (913,434) Total Net General Fund Expenditures 28, $ 391,427 $ 23,842,380 $ 30,269,910 $ 35,522,173 $ 34,475,269
GENERAL FUND EXPENDITURES BY MAJOR CATEGORY
$-
$5,000,000
$10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 FY 2020-21
ACTUAL
FY 2021-22
ACTUAL
FY 2022-23
ADOPTED
FY 2023-24
BASELINE
FY 2023-24
PROPOSED
$15,765,607
$12,406,087
$18,551,208
$21,342,422 $21,654,407
$6,102,198
$5,987,731
$5,202,364
$7,529,862 $7,087,034
$3,618,262
$3,591,346
$4,922,105
$5,607,784 $5,086,724
$3,731,583
$2,691,126
$2,455,963
$1,955,539
$1,560,538
Expenditure by Category Other Expenditures Property Services/Supplies Professional/Technical Services Personnel
FS - 19
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CITY COUNCIL
FY 2023-2024 Budget
CHARACTER OF EXPENDITURES
AUTHORIZED STRENGTH
FY 2023-24
Operating $171,150
Positions 5
DB -1
Department Summary
SOURCES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - - -
Use of Resources 104,796 109,373 169,028 171,150 171,150 Special Revenue Funds - - - - -
Capital Project Fund - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 104,796 109,373 169,028 171,150 171,150
EXPENDITURES BY DEPARTMENT FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
City Council 104,796 109,373 169,028 171,150 171,150
TOTAL 104,796 109,373 169,028 171,150 171,150
CHARACTER OF EXPENDITURES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 84,167 86,962 122,028 127,330 127,330 Subtotal 84,167 86,962 122,028 127,330 127,330
Supplies and Services
Purchased Services 13,346 19,284 42,000 38,820 38,820
Supplies and Materials 3,256 3,126 5,000 5,000 5,000
Capital Expenditures 4,027 - - - -
Other Expenditures - - - - -
Subtotal 20,629 22,410 47,000 43,820 43,820
TOTAL 104,796 109,373 169,028 171,150 171,150
AUTHORIZED STRENGTH FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Mayor 1.00 1.00 1.00 1.00 1.00
Vice Mayor 1.00 1.00 1.00 1.00 1.00
Council Member 3.00 3.00 3.00 3.00 3.00
TOTAL 5.00 5.00 5.00 5.00 5.00
FY 2023-2024 Budget
CITY COUNCIL
DB-2
CITY COUNCIL
FY 2023-2024 Budget
Department Summary
A five-member Council governs City services for a population of approximately 28,586 residents. Each Council Member is elected at large and serves a four-year term. The Mayor is appointed by the members of the Council and serves a one-year term. The Council convenes in regular session on the 1st and 3rd Tuesdays of each month (except for an annual recess during month of August), and often holds special meetings and work study sessions throughout the year. All meetings are held in the East Palo Alto (EPA) Government Center, located in the City Council Chamber at 2415 University Avenue or available through designated media channels.
The Council adopts policies, resolutions and ordinances for City operations and ensures appropriate representation and response to citizen interests. The City Council appoints the City Manager and City Attorney, who report directly to them, and in turn, support the City Council in its policy development functions and carry out the City Council policies and programs.
SIGNIFICANT CHANGES
FY 2022-2023 to FY 2023-2024 Budget:
The increase of $2,122 (+1.3%) from the Adopted FY 22-23 Budget to the Baseline FY 23-24 Budget is primarily due to an increase in personnel offset by the decrease in professional services and event expenses.
There is no change from the FY 2023-24 Baseline Budget to the FY 2023-24 Proposed Budget Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2022-23 Adopted $169,028
2023-24 Baseline $171,150 $2,122 1.3%
2023-24 Proposed $171,150 $0 0.0%
PURPOSE
The City Council develops and adopts policies that ensure delivery of quality public services to the people of East Palo Alto in order to create a healthy, safe, and prosperous environment.
DB- 3
CITY COUNCIL
FY 2023-2024 Budget
Total FTE’s: 5.0
MAYOR
Lisa Gauthier
Vice Mayor
Antonio Lopez
Council Member
Carlos Romero
Council Member
Ruben Abrica
Council Member
Martha Barragan
DB- 4
CITY ATTORNEY’S OFFICE
FY 2023-2024 Budget
CHARACTER OF EXPENDITURES
AUTHORIZED STRENGTH
FY 2023-24
Operating $1,073,928
Positions 3
DB- 5
SOURCES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - -
Use of Resources 823,024 821,202 827,827 1,031,428 1,031,428 Special Revenue Funds 83,114 15,283 35,000 35,000 35,000 Capital Project Fund - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund 1,000 532 7,500 7,500 7,500
TOTAL 906,670 837,486 870,327 1,073,928 1,073,928
EXPENDITURES BY DEPARTMENT FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
City Attorney's Office 906,670 837,486 870,327 1,073,928 1,073,928 TOTAL 906,670 837,486 870,327 1,073,928 1,073,928
CHARACTER OF EXPENDITURES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 584,906 358,054 608,927 641,128 641,128 Subtotal 584,906 358,054 608,927 641,128 641,128
Supplies and Services
Purchased Services 473,705.67 253,650 312,499 387,950 387,950 Supplies and Materials 5,725.68 7,750 5,589 7,750 7,750 Capital Expenditures 3,676 - - 37,100 37,100
Other Expenditures - - - - -
Subtotal 321,764 479,431 261,400 432,800 432,800
TOTAL 906,670 837,486 870,327 1,073,928 1,073,928
AUTHORIZED STRENGTH FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
City Attorney 1.00 1.00 1.00 1.00 1.00
Deputy City Attorney I/II 1.00 1.00 1.00 1.00 1.00
Legal Assistant 1.00 1.00 1.00 1.00 1.00
TOTAL 3.00 3.00 3.00 3.00 3.00
Department Summary
CITY ATTORNEY'S OFFICE
FY 2023-2024 Budget
DB- 6
CITY ATTORNEY’S OFFICE
FY 2023-2024 Budget
Department Summary
The role of the City Attorney’s Office is to provide advisory and litigation services to the City, as represented by the City Council, City Council-appointed boards, commissions and committees, and City departments. The Office has a staffing level of 3 positions: City Attorney, Deputy City Attorney and Legal Assistant although there has not been a staff attorney the entire year.
The emphasis in the Fiscal Year 2023-2024 budget is the continued delivery of quality professional legal services which promote reliable and useful advice and effective advocacy. The basic services include attendance and advice at public meetings, drafting resolutions and ordinances, providing legal opinions and advice on a wide range of municipal topics, reviewing, and drafting legal documents and contracts, providing advice regarding elected and appointed public officials’ conflicts of interest, representing the City in litigation before courts and administrative agencies and settling claims and lawsuits based on an impartial evaluation of their merits.
Within each of the basic services provided, the City Attorney’s Office undertakes projects that specifically address the City Council’s Strategic Plan Goals and Objectives:
Provide proactive legal advice to the City Council and City staff; Issue opinions and draft documents that help achieve the City Council’s Strategic Plan and the City Manager’s priority action items;
Advise on significant changes in state and federal law and other regulations impacting City operations and programs;
Present Brown Act, Conflict of Interest, and Public Records Act training to the City staff, boards and commissions, and provide legal advice regarding the same; Defend the City’s interest in court and administrative hearings and initiate legal action to protect the rights and enhance the quality of life of City residents; Provide objective and reasonable interpretation of City Council-adopted policies, state and local laws and other matters, as appropriate;
Draft ordinances on topics designated as high priority by the City Council; Update, revise, and add provisions to the Municipal Code and local zoning law as required;
MISSION STATEMENT
Provide legal advice and representation, consistent with the highest professional and ethical standards, to the City Council, City officers, City employees, and appointed boards, commissions, and committees in carrying out the City Council’s policies and strategic goals and objectives and advancing the City’s interest in serving the people of East Palo Alto while limiting risk to the entity and costs to the taxpayers.
DB- 7
CITY ATTORNEY’S OFFICE
FY 2023-2024 Budget
Department Summary
(Continued)
Work with the City Manager’s Office to reduce exposure to claims, litigation and industrial injuries/illnesses;
Support the Rent Stabilization Program, including providing legal advice to staff and the Rent Stabilization Board; preparing reports and analyzing appeals; updating program regulations; attending board meetings; and
Support the Community and Economic Development Department, including providing legal advice to staff and the Planning Commission, attending Commission meetings, and analyzing land use issues related to adopted development projects.
SIGNIFICANT CHANGES
FY 2022-2023 to FY 2023-2024 Budget:
The increase of $203,601 from the Adopted FY 22-23 Budget to the Baseline FY 23-24 Budget is primarily due to an investigation expense increase in City Attorney’s office ($45,000) and investigation expenses transferred from HR ($78,000) for the Budget management efficiency. In addition, the Attorney’s office plans to remodel its office ($32,000).
There is no change from the FY 2023-24 Baseline Budget to the FY 2023-24 Proposed Budget Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2022-23 Adopted $870,327
2023-24 Baseline $1,073,928 $203,601 23.4%
2023-24 Proposed $1,073,928 $0 0.0%
DB- 8
CITY ATTORNEY’S OFFICE
FY 2023-2024 Budget
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Attend and provide advice at City Council
meetings and provide the City Council an
update of any changes in state law regarding
public meetings and conflicts of interest.
1. Accomplished.
2. Assist the City Council and the City Manager’s
Office implement Council priorities.
2. Accomplished.
3. Attend and provide advice at Planning
Commission meetings.
3. Accomplished.
4. Attend and provide advice at Rent Stabilization
Board meetings.
4. Accomplished.
5. Provide training to City boards, commissions,
and committees regarding the Brown Act,
Public Records Act and conflict of interest laws.
5. Accomplished.
6. Represent the City in lawsuits and
administrative hearings and pursue costeffective resolution of pending litigation matters and the processing and settlement of claims
filed against the City.
6. Accomplished.
7. Provide legal advice to all City departments
regarding responses to PRA requests, record
retention and subpoenas.
7. Accomplished.
8. Draft, review, and process City contracts,
agreements, and other legal documents.
8. Accomplished.
9. Support the City Council, Human Resources,
and other City departments on labor and
employment matters.
9. Accomplished.
10. Provide legal advice to the City Council,
Planning Commission and City departments on
major project applications.
10. Accomplished
DB- 9
CITY ATTORNEY’S OFFICE
FY 2023-2024 Budget
ACCOMPLISHMENTS
OBJECTIVES RESULTS
11. Assist implementation of Measure HH and
support development of an updated First Source
Hiring program.
11. Accomplished.
12. Provide legal guidance and support regarding
COVID-19-related state of emergency, local
emergency, and associated impacts.
12. Ongoing.
13. Support the Public Works Department on water
infrastructure and sewer-related matters.
13. Ongoing.
14. Provide legal advice to the Code Enforcement
Division and file code enforcement actions as
needed.
14. Accomplished.
15. Assist with drafting the Opportunity to Purchase
Act Ordinance.
15. Accomplished. Ordinance not adopted.
16. Assist with amendments to the Lease of Real
Property (Water System –Veolia).
16. Accomplished.
DB- 10
CITY ATTORNEY’S OFFICE
FY 2023-2024 Budget
OBJECTIVES
1. Attend and provide advice at City Council meetings and provide the City Council with an update of any changes in state law regarding public meetings and conflicts of interest.
2. Assist the City Council and the City Manager’s Office to implement Council priorities.
3. Attend and provide advice at Planning Commission meetings.
4. Attend and provide advice at Rent Stabilization Board meetings.
5. Provide training to City boards, commissions, and committees regarding the Brown Act, Public Records Act, and conflict of interest laws.
6. Represent the City in lawsuits and administrative hearings and pursue cost-effective resolution of pending litigation matters and the processing and settlement of claims filed against the City.
7. Provide legal advice to all City departments regarding responses to PRA requests, record retention and subpoenas.
8. Draft, review, and process City contracts, agreements, and other legal documents.
9. Support the City Council, Human Resources, and other City departments on labor and employment matters.
10. Provide legal advice to the City Council, Planning Commission and City departments on major project applications.
11. Continue to provide legal guidance and support regarding COVID-19 related state of emergency, local emergency, and associated impacts.
12. Support the Public Works Department on water infrastructure and sewer-related matters.
13. Housing Element.
14. Assist with drafting the Gun Control Ordinance.
DB- 11
Total FTE’s: 3.0
CITY ATTORNEY’S OFFICE
FY 2023-2024 Budget
\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\ \\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\lCITY ATTORNEY
John Le
Legal Assistant
Deputy City Attorney I/II
DB- 12
CITY CLERK’S OFFICE
FY 2023-2024 Budget
CHARACTER OF EXPENDITURES
AUTHORIZED STRENGTH
FY 2023-24
Operating $361,068
Positions 1
DB- 13
Department Summary
SOURCES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - - -
Use of Resources 416,925 164,977 405,324 361,068 361,068 Special Revenue Funds - - - - -
Capital Project Fund - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 416,925 164,977 405,324 361,068 361,068
EXPENDITURES BY DEPARTMENT FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
City Clerk's Office 416,925 164,977 405,324 361,068 361,068 TOTAL 416,925 164,977 405,324 361,068 361,068
CHARACTER OF EXPENDITURES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 204,534 102,842 160,884 175,378 175,378 Subtotal 204,534 102,842 160,884 175,378 175,378
Supplies and Services
Purchased Services 210,596 61,886 169,440 185,690 185,690 Supplies and Materials 1,796 249 - - -
Capital Expenditures - 75,000 - - -
Other Expenditures - - - - -
Subtotal 212,391 62,135 244,440 185,690 185,690
TOTAL 416,925 164,977 405,324 361,068 361,068
AUTHORIZED STRENGTH FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
City Clerk- Public Information Officer 1.00 1.00 1.00 1.00 1.00 TOTAL 1.00 1.00 1.00 1.00 1.00
CITY CLERK'S OFFICE
FY 2023-2024 Budget
DB- 14
CITY CLERK’S OFFICE
FY 2023-2024 Budget
The City Clerk’s Office functions as a sole position in Office with administrative support from the City Manager’s Office.
The Clerk is responsible for facilitating the conduct of business by the City Council and fulfilling legal requirements as set forth in the City Code, federal and State laws. The City Clerk’s Office administers City elections and campaign and financial disclosure laws. The City Clerk’s Office maintains a record of all proceedings of the City Council; meets all requirements regarding public postings, legal advertising, recordation, and mailing of public hearing notices. The Office also processes appeals and administers the selection process for Council appointment of members to City board, commissions, and committees.
The City Clerk’s Office provides administrative and travel assistance to Council, maintains the City Code, is the custodian of the City Seal, administers oaths or affirmations, and maintains the official record of City contracts and agreements. The Office also performs critical media outreach and information functions to improve communication of City information and engage the community through modern media platforms.
SIGNIFICANT CHANGES
FY 2022-2023 to FY 2023-2024 Budget:
The decrease of $44,256 (-10.9%) from the Adopted FY 22-23 Budget to the Baseline FY 23-24 Budget is primarily due to no expenses for equipment (-$75,000) and decreased county services expenses such as elections (-$42,000), offset by Software lease ($52,600) and other operating expenses.
There is no change from the FY 2023-24 Baseline Budget to the FY 2023-24 Proposed Budget.
Fiscal Year (FY) Budget $ Change From
Previous
% Change From
Previous
2022-23 Adopted $405,324
2023-24 Baseline $361,068 ($44,256) -10.9%
2023-24 Proposed $361,068 $0 0.0%
MISSION STATEMENT
The City Clerk’s Office is committed to providing our residents of East Palo Alto with accurate and transparent official City records and documents, dedicated to supporting the City Council and other City Departments with outstanding support, and dedicated to working with the State of California and the Federal Government to ensure compliance with applicable laws and regulations.
DB- 15
CITY CLERK’S OFFICE
FY 2023-2024 Budget
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Implement electronic public request tracking
system
1. The City Clerk’s office has started the
process of meeting with vendors and
researching the best PRA tracking system.
2. Continue update of records going back to 1983 2. Resolutions, Ordinances, Minutes, and Agenda Packets have been uploaded to
Laserfiche. The City Clerk's office will
begin to upload more records to Laserfiche
once it is fully implemented.
3. Place more records on Laserfiche. 3. The City Clerk’s office is currently undergoing training to fully understand how
to use and implement Laserfiche in order to
properly train staff on how to use the
software. Training sessions are expected to
start Summer of 2023.
4. Implement DocuSign. 4. DocuSign has been fully implemented throughout the City.
5. Continue to improve social media outreach and
engagement
5. The City has provided social media updates
in case of emergencies, announcing events
and City announcements. The City Clerk’s
office continues to publish its weekly “City
Updates” newsletter.
6. Bring in interpretation services for city meetings
throughout the year.
6. The City Clerk’s office will release an RFP
mid-March for interpretation services that
can serve City Council meetings and other
necessary board meetings.
7. Create logistics for hybrid city meetings. 7. The City has a fully operating hybrid system that allows for remote and in person
meetings to occur. The City Clerk’s office
is currently working to provide hardware
updates that will make the hybrid
experience seamless
DB- 16
CITY CLERK’S OFFICE
FY 2023-2024 Budget
OBJECTIVES
1. Implement electronic public request tracking system.
2. Continue to update Citywide records going back to 1983.
3. Continue to improve social media outreach and engagement.
4. Implement communications plan.
5. Implement upgraded agenda management system.
DB- 17
CITY CLERK’S OFFICE
FY 2023-2024 Budget
Total FTE’s: 1.0
CITY MANAGER
City Clerk –
Public Information
Officer
DB- 18
CITY MANAGER’S OFFICE
FY 2023-2024 Budget
CHARACTER OF EXPENDITURES
AUTHORIZED STRENGTH
FY 2023-24
Operating $2,447,017
Positions 6
DB- 19
SOURCES FY 2020-21 FY 2021-22 FY 2023-24 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - - -
Use of Resources 1,814,009 967,963 1,606,767 2,182,770 2,392,293 Special Revenue Funds 1,319 18,242 37,290 - -
Capital Project Funds 66,303 54,962 70,849 78,556 5,625 Enterprise Funds 10,000 70,066 44,282 49,098 49,098
Succesor Agency Trust Fund - - - - -
TOTAL 1,045,586 1,957,279 1,759,188 2,310,424 2,447,017 EXPENDITURES BY DEPARTMENT FY 2020-21 FY 2021-22 FY 2023-24 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
City Manager's Office 1,045,586 1,364,244 1,278,316 982,616 1,520,290 Human Resources Division¹ - 593,035 776,572 1,032,108 926,727 TOTAL 1,045,586 1,957,279 1,759,188 2,310,424 2,447,017 CHARACTER OF EXPENDITURES FY 2020-21 FY 2021-22 FY 2023-24 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 1,418,097 689,740 1,300,108 1,045,531 1,698,964 Subtotal 689,740 1,418,097 1,300,108 1,045,531 1,698,964 Supplies and Services
Purchased Services 346,072 511,183 1,238,893 437,580 728,053 Supplies and Materials 9,773 27,999 21,500 26,000 20,000 Capital Expenditures - - - - -
Other Expenditures - - - - -
Subtotal 355,845 539,182 1,264,893 459,080 748,053
TOTAL 1,045,586 1,957,279 1,759,188 2,310,424 2,447,017 AUTHORIZED STRENGTH FY 2020-21 FY 2021-22 FY 2023-24 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
City Manager's Office 3.00 3.00 4.00 4.00 4.00
Human Resources Division¹ 0.00 2.00 2.00 2.00 2.00
TOTAL 3.00 5.00 6.00 6.00 6.00
¹ Division transferred from Administrative Services in FY 2020-21.
CITY MANAGER'S OFFICE
FY 2023-2024 Budget
Department Summary
DB- 20
CITY MANAGER’S OFFICE
FY 2023-2024 Budget
Department Summary
City Council appoints the City Manager to serve as the chief executive officer of the municipal corporation.
The City Manager is tasked with ensuring sound, cost-effective, and efficient management of all City programs and services. The City Manager supports the City Council by recommending and implementing administrative, fiscal, and operational policies; assuring that the analysis for items presented for City Council action is complete and sufficient to support City Council decision-making.
The City Manager’s Office (CMO) supports strategic collaboration among State, County, and local leaders and stakeholders, and manages Council strategic priorities across all City departments. The CMO is also responsible for overseeing personnel in Human Resources and the City Clerk’s Office.
The City Manager’s Office also is managing the City’s Emergency Preparedness and Response.
The Department is comprised of a total of seven (7) staff members: (6) permanent full-time employees and one (1) limited full-time employee.
1 City Manager
1 Assistant City Manager
1 Assistant to the City Manager (Limited)
1 Executive Assistant to the City Manager
1 Senior Management Analyst
1 Human Resources Manager
1 Human Resources Assistant
MISSION STATEMENT
The City Manager is responsible for ensuring the efficient delivery of municipal services and is accountable to the City Council for the performance of the City organization. The City Manager also develops recommendations and strategies to meet the current and future needs of the East Palo Alto community, and to implement the Strategic Priorities of the City Council. Along with the City professional staff, the City Manager provides technical and administrative support and advice to the City Council in the performance of their duties.
DB- 21
Total FTE’s: 6.0
CITY MANAGER’S OFFICE
FY 2023-2024 Budget
CITY MANAGER
Melvin E Gaines
Community
Development
Police
Department
City Manager’s
Office
Public Works
Department
Administrative
Services
Finance
Department
City Clerk’s
Office
Human Resources
DB- 22
SOURCES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - - -
Use of Resources 967,963 1,238,005 867,485 1,150,662 1,465,567 Special Revenue Funds 1,319 1,211 - - -
Capital Project Funds 66,303 54,962 70,849 78,556 5,625 Enterprise Funds 10,000 70,066 44,282 49,098 49,098
Succesor Agency Trust Fund - - - - -
TOTAL 1,045,586 1,364,244 982,616 1,278,316 1,520,290
EXPENDITURES BY DIVISION FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
City Manager's Office 1,045,586 1,364,244 982,616 1,278,316 1,520,290 TOTAL 1,045,586 1,364,244 982,616 1,278,316 1,520,290
CHARACTER OF EXPENDITURES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 689,740 1,090,582 940,101 691,763 1,242,975 Subtotal 689,740 1,090,582 940,101 691,763 1,242,975
Supplies and Services
Purchased Services 346,072 257,403 37,015 581,053 271,815 Supplies and Materials 9,773 16,259 5,500 5,500 5,500
Capital Expenditures - - - -
Other Expenditures - - - -
Subtotal 355,845 273,662 42,515 586,553 277,315
TOTAL 1,045,586 1,364,244 982,616 1,278,316 1,520,290
AUTHORIZED STRENGTH FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
City Manager 1.00 1.00 1.00 1.00 1.00
Assistant City Manager 1.00 1.00 1.00 1.00 1.00
Executive Assistant to City Manager 1.00 1.00 1.00 1.00 1.00 Senior Management Analyst 0.00 0.00 1.00 1.00 1.00
TOTAL 3.00 3.00 4.00 4.00 4.00
CITY MANAGER'S OFFICE
FY 2023-2024 Budget
Division Summary
DB- 23
CITY MANAGER’S OFFICE
FY 2023-2024 Budget
Division Summary
The City Manager’s Office is organized into the following programmatic functions: Administration and Policy Oversight, Cross-departmental Project Coordination, Human Resources, and City Clerk’s Office.
The Office directly oversees the Human Resources and the City Clerk’s Office. Significant functional oversight includes:
1. City personnel, budget, and major cross-departmental projects and initiatives;
2. Planning and implementation of Council Strategic priorities and goals;
3. Collaborating with stakeholders regarding City functions;
4. Making recommendations to Council on a variety of issues and initiatives.
SIGNIFICANT CHANGES
FY 2022-2023 to FY 2023-2024 Budget:
The increase of $295,700 (30.1%) from the Adopted FY 22-23 Budget to the Baseline FY 23-24 Budget is primarily due to the Strategic consulting retainer service of $140,000, City policy update of $25,000, Emergency response document preparation of $50,000, and software lease of $25,000.
The increase of $241,974 (18.9%) from the Baseline FY23-24 Budget to the Proposed FY 23-24 Budget is due to the Assistant to the City Manager position base salary.
Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2022-23 Adopted $982,616
2023-24 Baseline $1,278,316 $295,700 30.1%
2023-24 Proposed $1,520,290 $241,974 18.9%
SERVICE DESCRIPTION
The City Manager’s Office serves as the Chief Executive Officer and performs the public administrative function for the City. The Office collaborates with Federal, State, and local stakeholders and directs and oversees implementation of Council strategic planning and priorities. The City Manager’s Office performs oversight of the organization to provide professional delivery of quality public services, efficient government, community health and safety, fiscal stability, organizational effectiveness and development, economic vitality, quality of life, and citizen involvement.
DB- 24
CITY MANAGER’S OFFICE
FY 2023-2024 Budget
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Continue to oversee local community
COVID-19 Emergency response.
The City continued to respond strongly to the
COVID-19 Pandemic. However, with the
January closure of the County vaccine program
and the February 28, 2023 State of California
end of the COVID emergency declaration, the
City wound down response. While COVID will
remain a chronic issue,
2. In coordination with Administrative Services
Department, continue critical planning efforts to
improve City parks.
a. The City refurbished the playing field at
Martin Luther King Junior Park to provide
safe places for residents to play.
b. Implemented online reservation system to
improve transparency and provide greater
equity in securing City owned parks &
facilities.
c. Successfully returned to mostly in-person
Community Services activities from Shelter
in Place or Remote conditions.
d. The City Council approved the Citywide
Parks Master Plan to provide a policy
document for the future of East Palo Alto on
April 4th, 2023. The Master Plan examines
opportunities for Parks, Open Space, and
Recreation.
3. In coordination with the Community
Development Department, improve
opportunities for housing.
a. Supported Nugent Square resyndication
b. Collaborated with School District for
potential development on school site
c. Collaborated with the County for potential
land swap (between 2277 University, City
owned, and Beech St, County owned) and
potential affordable housing development at
2277 University
d. Secured $8 million in state funding for
Colibri Commons (fka 965 Weeks)
affordable housing development, $1.5M of
which is going toward citywide water
infrastructure improvements
4. In coordination with the
Community Development Department, increase
the City’s economic and workforce
development.
The City has issued a request for proposals to
attract qualified organization to provide
Measure HH job training services. On
November 15, 2022 the City Council authorized
the appropriation $1.3M in Measure HH funds
for workforce development programs.
5. In coordination with the Public Works
Department, complete and implement a
On October 4, 2022, the City Council adopted
the City’s updated Water Master Plan for water
DB-25
CITY MANAGER’S OFFICE
FY 2023-2024 Budget
ACCOMPLISHMENTS
comprehensive Capital Improvement Plan for
water infrastructure.
infrastructure. Further, the Council approved
$7.6M in funding for the University Avenue and
Weeks Street watermain projects.
DB- 26
CITY MANAGER’S OFFICE
FY 2023-2024 Budget
OBJECTIVES
1. Establish and launch follow-up actions resulting from community survey results.
2. Refine and implement comprehensive strategy to address City’s structural deficit.
3. Assess workplace culture, develop and implement improvement plan.
4. Assess organizational structure, identify and propose modifications to improve efficiency and effectiveness.
5. Propose short, mid, and long-term steps to implement the City's facilities master plan, including any modifications.
6. Update the City's emergency preparedness plan
7. Improve communications and the City's community engagement efforts.
8. Explore launching a City strategic planning effort including community members, City Council and City staff.
DB- 27
Division Summary
SOURCES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - -
Use of Resources 453,198 576,004 739,282 1,032,108 926,727 Special Revenue Funds - 17,031 37,290 - -
Capital Project Funds - - - -
Enterprise Funds - - - -
Succesor Agency Trust Fund - - - -
TOTAL 453,198 593,035 776,572 1,032,108 926,727
EXPENDITURES BY DIVISION FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Human Resources Division¹ 593,035 453,198 776,572 1,032,108 926,727 TOTAL 453,198 593,035 776,572 1,032,108 926,727
CHARACTER OF EXPENDITURES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 333,981 327,515 360,007 353,768 455,989 Subtotal 333,981 327,515 360,007 353,768 455,989
Supplies and Services
Purchased Services 108,626 253,780 400,565 657,840 456,238 Supplies and Materials 10,591 11,739 16,000 20,500 14,500 Capital Expenditures - - - -
Other Expenditures - - - -
Subtotal 119,217 265,520 416,565 678,340 470,738
TOTAL 453,198 593,035 776,572 1,032,108 926,727
AUTHORIZED STRENGTH FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Human Resources Manager 1.00 1.00 1.00 1.00 1.00
Human Resources Assistant 1.00 1.00 1.00 - -
Human Resources Technician I/II - - - 1.00 1.00
TOTAL 2.00 2.00 2.00 1.00 1.00
¹ Division transferred from Administrative Services in FY 2020-21.
All activity disclosed for comparison purposes.
FY 2023-2024 Budget
Human Resources Division
CITY MANAGER'S OFFICE
CITY MANAGER’S OFFICE
FY 2023-2024 Budget
Human Resources Division Summary
The Human Resources Division (HR) currently is within the City Manager’s Office with two positions:
Human Resources Manager and Human Resources Assistant.
Core functions of the HR Division include:
Recruiting, attracting new staff, and filling vacant positions with talented and well-qualified candidates;
Providing labor negotiations to three bargaining units; meet and confer with labor representatives to cultivate and foster a positive working environment and build collaboration among all divisions; Reviewing and interpreting policies and procedures and provide guidance for Directors/Managers/ Supervisors to resolve issues;
Take a leadership role in the implementation of the Enterprise Resource Planning (ERP) software and learn the system to ensure that the HR processes are setup correctly. Developing and implementing employee wellness policies and programs. Managing and providing support and guidance to management when dealing with personnel issues, employee performance evaluations, salary step increases, grievances, exit interviews for resignations, and retirement;
Conducting new hire orientation;
Ensuring professional staff development and training opportunities; Managing and conducting open enrollment meetings to provide employees with information regarding medical, dental, life, and retirement benefits.
The HR Division is increasingly requiring additional staff assistance due to a high volume of work projects and compliance tasks. The division has been impacted by the 2020 Pandemic, including numerous compliance issues, personnel responses, new initiatives for local emergency response, and other tasks.
The division budget includes additional, temporary funding to backfill staff services and additional outside professional services to address work impacts related to the Pandemic; however, long-term the current staff level and current workload may not be sustainable.
SERVICE DESCRIPTION
Human Resources provides guidance and support to City Departments, employees, officials, candidates, and the public in the areas of benefit administration, classification and compensation, labor and employee relations, recruitment and selection, organizational development and training, workers’ compensation administration, risk management, and compliance.
Our objective is to attract the most diverse, competent, professional, and talented workforce as well as retain a talented and well-qualified workforce and help foster a positive working environment for employees.
DB- 29
CITY MANAGER’S OFFICE
FY 2023-2024 Budget
Human Resources Division Summary
HR’s emphasis for the Fiscal Year 2022-2023 is to continue working to achieve the City of East Palo Alto’s strategic mission while ensuring City employees are engaged and motivated to help East Palo Alto residents, businesses, organizations, and visitors. This will be accomplished by identifying issues and executing corrective measures effectively.
The Human Resources team has targeted its operation initiatives to align to the City Council’s Strategic Plan by initially identifying ways to continue to retain and develop training programs for our great staff.
The HR Division’s goal is to be a results-oriented business partner providing support to all levels of the City. Hire the best people, while offering development and training to our existing staff.
The focus this year is to offer online training as well as streamline new recognition and wellness programs to continue working in our efforts to retain our employees by creating an environment that makes our team feel like an asset to our City. Generate an intranet specifically for the employees to access Human Resources information.
Human Resources will continue to network with other local public agencies within the County of San Mateo and NorCal and this way staying informed of state and local developments and changes in laws that may affect our City.
SIGNIFICANT CHANGES
FY 2022-2023 to FY 2023-2024 Budget:
The increase of $255,536 (32.9%) from the Adopted FY 2022-23 Budget to the Baseline FY 2023-24 Budget is primarily due to the Recruitment and Labor relation consulting of $120,000 and Labor negotiation expense increase by $87,500.
The decrease of $105,381 (-10.2%) from the Baseline FY 2023-24 Budget to the Proposed FY 2023-24 Budget is primarily due to a decrease in Temp agency cost of $100,000 which will be charged to each department.
Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2022-23 Adopted $776,572
2023-24 Baseline $1,032,108 $255,536 32.9%
2023-24 Proposed $926,727 ($105,381) -10.2%
DB - 30
CITY MANAGER’S OFFICE
FY 2023-2024 Budget
Human Resources Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Continue to recruit new staff and fill vacant
positions as needed.
1. On-going.
2. Conduct labor negotiations with all three (3)
employee bargaining units.
2. On-going. Previous administration did not
close all MOU articles.
3. Provide leadership and implementation of all
types of training to all levels of the workforce.
3. On-going.
4. Review and update Personnel Policies and
Procedures manual and meet and confer with
employee bargaining units prior to City Council
final approval.
4. Postponed. Will start next fiscal year.
5. HR will work with labor to explore savings and
other strategies through negotiations or the meet
and confer process.
5. On-going.
6. Comply with all Federal and State laws and
regulations to protect the City.
6. On-going.
DB- 31
CITY MANAGER’S OFFICE
FY 2023-2024 Budget
Human Resources Division
OBJECTIVES
1. Continue to recruit new staff and improve recruitment marketing for vacant positions as needed.
2. Conduct labor negotiations with all three (3) employee bargaining units. Ensure all MOUs are taken to City Council in a timely manner.
3. Implement/improve leave administration program.
4. Provide leadership and implementation of all types of training to all levels of the workforce.
5. Review and update Personnel Policies and Procedures manual and meet and confer with employee bargaining units prior to the City Council final approval.
6. HR will work with labor to explore savings and other strategies through negotiations to meet and confer process.
7. Comply with all Federal and State laws and regulations to protect the City.
DB-32
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DB- 33
ADMINISTRATIVE SERVICES DEPARTMENT
FY 2023-2024 Budget
CHARACTER OF EXPENDITURES
AUTHORIZED STRENGTH
FY 2023-24
Operating $2,839,686
Positions 7.15
DB- 34
Department Summary
SOURCES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - 19,759 34,000 101,100 150,100 Use of Resources 1,936,679 1,633,583 1,862,606 1,805,236 1,709,236 Special Revenue Funds 167,335 501,488 292,624 410,350 980,350 Capital Project Fund 18,257 - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 2,122,271 2,154,830 2,189,230 2,316,686 2,839,686 EXPENDITURES BY DIVISION FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Administration Division 853,065 935,065 981,098 793,482 813,482 Community Services Division 700,691 1,219,765 1,208,132 1,523,204 2,026,204 Human Resources Division 568,515 - - - -
TOTAL 2,122,271 2,154,830 2,189,230 2,316,686 2,839,686 CHARACTER OF EXPENDITURES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 1,089,842 871,390 1,024,282 918,819 918,819 Subtotal 1,089,842 871,390 1,024,282 918,819 918,819
Supplies and Services
Purchased Services 892,113 1,269,780 929,148 1,079,867 1,042,867 Supplies and Materials 40,441 13,660 29,300 43,000 308,000 Capital Expenditures 4,498 - - - 570,000
Other Expenditures 95,377 - 206,500 275,000 -
Subtotal 1,032,429 1,283,440 1,164,948 1,397,867 1,920,867 TOTAL 2,122,272 2,154,830 2,189,230 2,316,686 2,839,686 AUTHORIZED STRENGTH FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Administrative Services Admin Division 3.00 3.00 2.00 2.00 2.00 Community Services Division 4.15 3.65 5.15 5.15 5.15
Human Resources Division¹ 2.00 - - - -
TOTAL 9.15 6.65 7.15 7.15 7.15
¹ Division transferred to City Manager's Office effective FY2020-21 FY 2023-2024 Budget
ADMINISTRATIVE SERVICES DEPARTMENT
DB- 35
ADMINISTRATIVE SERVICES DEPARTMENT
FY 2023-2024 Budget
Department Summary
The Administrative Services Department oversees a wide-range of functions, among them:
Administration
Managing the submittal, review, recommendation, and awards of TOT grants processes; Developing the City’s emergency response preparation and readiness and coordinating emergency response exercises and training with regional first responders agencies, City staff and the Community Emergency Response Team.
Community Services & Recreation
Managing parks and recreation activities in City facilities, parks and public meeting areas; Managing the City’s Senior Nutrition & Transportation Program.
Information Technology
Oversees all computer technology and telephone systems within City Hall and other City offices; Citywide printing resources and systems;
Receives information regarding technology bids and procurement.
MISSION STATEMENT
The Administrative Services Department consists of Community Services and Information Technology. The mission of the Department is to manage community services, including parks, recreation, and senior services; information technology; and administer and implement community-based projects such as emergency response support.
DB- 36
ADMINISTRATIVE SERVICES DEPARTMENT
FY 2023-2024 Budget
Total FTE’s: 7.15
ADMINISTRATIVE SERVICES
DIRECTOR
Marie McKenzie
Administrative Services
Division (2.0) Community Services & Recreation Division (5.15)
DB- 37
SOURCES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - - -
Use of Resources 853,065 926,065 939,974 793,482 813,482 Special Revenue Funds - 9,000 41,124 - -
Capital Project Fund - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 853,065 935,065 981,098 793,482 813,482
EXPENDITURES BY DIVISION FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Administration Division 853,065 935,065 981,098 793,482 813,482 TOTAL 853,065 935,065 981,098 793,482 813,482
CHARACTER OF EXPENDITURES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 383,844 434,070 500,650 362,715 362,715 Subtotal 383,844 434,070 500,650 362,715 362,715
Supplies and Services
Purchased Services 451,131 498,202 475,948 430,767 450,767 Supplies and Materials 14,977 2,793 4,500 - -
Capital Expenditures 3,113 - - - -
Other Expenditures - - - - -
Subtotal 469,221 500,995 480,448 430,767 450,767
TOTAL 853,065 935,065 981,098 793,482 813,482
AUTHORIZED STRENGTH FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Administrative Services Director 1.00 1.00 1.00 1.00 1.00 Administrative Grants Coordinator 1.00 1.00 - - -
Office Assistant 1.00 1.00 1.00 1.00 1.00
TOTAL 3.00 3.00 2.00 2.00 2.00
FY 2023-2024 Budget
ADMINISTRATIVE SERVICES DEPARTMENT
Division Summary
Administration Division
DB- 38
ADMINISTRATIVE SERVICES DEPARTMENT
FY 2023-2024 Budget
Administration Division Summary
The Administrative Services Administration Division is organized in the following programmatic functions:
Administration of the Information Technology (IT), Community Services division functions and direct administration of Council initiatives related to community services. The Division currently has an authorized staffing level of two positions and Redwood City IT contract services equal to a full-time Senior IT technician.
SIGNIFICANT CHANGES
FY 2022-2023 to FY 2023-2024 Budget:
The decrease of $187,616 (-19.1%) from the Adopted FY 22-23 Budget to the Baseline FY 23-24 Budget is primarily due to the reduced personnel salaries and wages and other operating expenses.
The increase of $20,000 (2.5%) from the Baseline FY 23-24 Budget to the Proposed FY 23-24 Budget is due to the annual payment based on Gateway 101 agreement.
Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2022-23 Adopted $981,098
2023-24 Baseline $793,482 ($187,616) -19.1%
2023-24 Proposed $813,482 $20,000 2.5%
SERVICE DESCRIPTION
The Administration Division of the Administrative Services Department oversees a variety of services for the community and manages administrative functions of the City, including Community Services, Information Technology, and local programs related to grants and community outreach.
DB- 39
SOURCES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 19,759 34,000 101,100 150,100 Use of Resources 515,099 707,517 922,632 1,011,754 895,754 Special Revenue Funds 167,335 492,488 251,500 410,350 980,350 Capital Project Fund 18,257 - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 700,691 1,219,765 1,208,132 1,523,204 2,026,204
-
EXPENDITURES BY DIVISION FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Community Programs 412,354 948,680 895,006 1,008,947 1,511,947 Senior Programs 288,337 271,084 313,126 514,257 514,257 TOTAL 700,691 1,219,765 1,208,132 1,523,204 2,026,204
CHARACTER OF EXPENDITURES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 378,318 437,319 523,632 556,104 556,104 Subtotal 378,318 437,319 523,632 556,104 556,104
Supplies and Services
Purchased Services 216,947 771,579 453,200 649,100 592,100 Supplies and Materials 10,049 10,867 24,800 43,000 308,000 Capital Expenditures - - - - 570,000
Other Expenditures 95,377 - 206,500 275,000 -
Subtotal 322,373 782,445 684,500 967,100 1,470,100
TOTAL 700,691 1,219,765 1,208,132 1,523,204 2,026,204
AUTHORIZED STRENGTH FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Community Services Manager 1.00 1.00 1.00 1.00 1.00
Recreation Coordinator - - 1.00 1.00 1.00
Recreation Leader II (3 PT) 0.90 0.90 0.90 0.90 0.90
Van Drivers (2-PT)¹ 1.00 0.50 1.00 1.00 1.00
Nutrition Site Supervisor (PT) 0.75 0.75 0.75 0.75 0.75 Kitchen Aide (PT) 0.50 0.50 0.50 0.50 0.50
TOTAL 4.15 3.65 5.15 5.15 5.15
¹ Temporary 0.5 position freeze in FY 2020-21
ADMINISTRATIVE SERVICES DEPARTMENT
FY 2023-2024 Budget
Division Summary
Community Services & Recreation Division
DB- 40
ADMINISTRATIVE SERVICES DEPARTMENT
FY 2023-2024 Budget
Community Services Division Summary
The Division is staffed with 5.15 proposed full-time equivalent positions equating to a total of ten staff. 1 Community Services Manager
1 Recreation Coordinator
1 Nutrition Site Supervisor
1 Kitchen Aide
2 Van Drivers
3 Part-time (0.3) Recreation Leaders
1 Administrative Assistant
The Community Services Division activities rely heavily on interdepartmental, inter-jurisdictional, and community partnerships to deliver services that enhance the quality of life for East Palo Alto residents with a focused effort on increasing community engagement. The Community Services Division provides staffing support to the Senior Advisory Board, including efforts to fill vacancies with committed residents that represent the myriad of skill/talent, community senior interests, and cultural diversity of the community.
SIGNIFICANT CHANGES
FY 2022-2023 to FY 2023-2024 Budget:
The increase of $315,072 (26.1%) from the Adopted FY 22-23 Budget to the Baseline FY 23-24 Budget is primarily due to the children and family expenses increased ($275,000) and the Consulting for Parks services and Open space study ($100,000), offset by other operating expenses.
The increase of $503,000 (33.0%) from the Baseline FY 23-24 Budget to the Proposed FY 23-24 Budget is mainly due to the Lighting equipment purchase for parks ($530,000.) Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2022-23 Adopted $1,208,132
2023-24 Baseline $1,523,204 $315,072 26.1%
2023-24 Proposed $2,026,204 $503,000 33.0%
SERVICE DESCRIPTION
Community Services is responsible for an array of services and facilities for residents and visitors to our City. Responsibilities include senior services, facility and park reservations, family and children programming, citysponsored events, sports, leisure, and urban arts programing.
The Focus is on providing efficient, responsive, and innovative communitybased services that promotes a healthy and safe neighborhood that meets the communities’ diverse cultural, recreation, and information needs.
DB- 41
ADMINISTRATIVE SERVICES DEPARTMENT
FY 2023-2024 Budget
Community Services Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Cultural Arts, Events and Entertainment:
• Promote, support, and provide CitySponsored events (Cinco de Mayo, Juneteenth, Children’s Day, and Tree
Lighting Ceremony), cultural services,
special events, and educational
opportunities for the community.
• Support local artists and arts
organizations through promotion and
events.
• Implementation of Utility Box arts
project.
1. Completed
2. Completed
3. In-Progress
2. Lifelong Learning:
• Provide ongoing opportunities for the
community to learn new skills, explore
opportunities, and pursue knowledge
for personal and/or professional
development.
• Enhance Literacy and STEM access and
services.
1. Continuing
2. In Progress
3. Recreation:
• Streamline the Summer Park Activation
process utilizing the best practices from
the Parks Master Plan
• Complete first (ever) Comprehensive
Park Master Plan
• Increase emotional and social support
for Seniors by implementing
intergenerational programs between
youth and senior populations.
• Increase recreation space through
partnerships and field rentals.
1. In Progress
2. Completed
3. Completed
4. Completed
DB- 42
ADMINISTRATIVE SERVICES DEPARTMENT
FY 2023-2024 Budget
Community Services Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
4. Community Outreach and Engagement:
• Promote programs, events, and services
through intentional and strategic
communications and marketing and
provide opportunities for residents to
engage and volunteer in city offered
programs.
• Increase Library/City community
engagement and collaboration to exceed
over 3000 residents with more Digital
Literacy classes, Farmers’ Markets, and
school visits.
• Host community Resource Fair and/or
Flea Market at City Room at the Y or
Bell Street Park.
• Increase social media posts and events
to promote Community Services and
Recreation programs and special events.
1. Completed
2. In-Progress
3. Completed
4. Completed
5. Senior Services:
• Rebooted senior services and events
like the Senior’s Prom
• Increase senior programs and services.
• Mobilize Senior Advisory Committee to
assist seniors with their needs and any
other assistance they might require.
1. Completed
2. In-Progress
3. In-Progress
6. Youth Leadership Development:
• Provide Opportunities for youth ages
12-25 to develop leadership life skills,
job preparation, and college readiness
through interactive programming.
1. In-Progress
DB- 43
ADMINISTRATIVE SERVICES DEPARTMENT
FY 2023-2024 Budget
Community Services Division
OBJECTIVES
1. Cultural Arts, Events and Entertainment:
• Implement and host City’s 40th Anniversary Celebration, Gala, and Parade. • Promote, support, and provide City-Sponsored events (Cinco de Mayo, Juneteenth, Children’s Day, and Tree Lighting Ceremony), cultural services, special events, and educational opportunities for the community.
• Support local artists and arts organizations through promotions and events. • Implementation of Utility Box arts project in collaboration with EPA Arts Center.
2. Lifelong Learning:
• Provide ongoing opportunities for the community to learn new skills, explore opportunities, and pursue knowledge for personal and/or professional development. • Enhance Literacy and STEM access and services.
3. Community Outreach and Engagement:
• Promote programs, events, and services through intentional and strategic communications and marketing and provide opportunities for residents to engage and volunteer in city offered programs.
• Increase Library/City community engagement and collaboration to exceed over 3000 residents with more Digital Literacy classes, Farmers’ Markets, and school visits. • Host community Resource Fair and/or Flea Market at City Room at the Y or Bell Street Park.
• Increase social media posts and events to promote Community Services and Recreation programs and special events.
4. Recreation:
• Implement fifth (5th) year of summer recreation programs and services. • Complete the master plans for Martin Luther King Junior and Bell Street parks • Increase the amount of youth participating in recreation programs that promote healthy habits, by 15% and provide additional programming for Senior programs • Increase emotional and social support for seniors by implementing intergenerational programs between youth and senior populations.
• Increase recreation space through partnerships and field rentals.
5. Senior Services:
• Assist all seniors in East Palo Alto with help to get access to COVID-19 test and vaccinations.
• Increase senior programs and services.
• Mobilize Senior Advisory Committee to assist seniors with their needs and any other assistance they might require.
6. Youth Leadership Development:
• Provide Opportunities for youth ages 12-25 to develop leadership life skills, job preparation, and college readiness through interactive programming.
• Create framework for Youth Summit and Commission
DB- 44
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DB- 45
FINANCE DEPARTMENT
FY 2023-2024 Budget
CHARACTER OF EXPENDITURES
AUTHORIZED STRENGTH
FY 2022-23
Operating $1,467,090
Positions 7
DB- 46
SOURCES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 55,618 44,215 53,810 68,858 63,080 Use of Resources 1,234,827 981,660 1,197,561 1,469,688 1,344,914 Special Revenue Funds 10,665 9,957 59,870 9,067 9,067
Capital Project Fund - - - - -
Enterprise Funds 36,197 1,816 21,000 22,000 22,000
Succesor Agency Trust Fund 13,655 11,126 23,225 28,029 28,029 TOTAL 1,350,962 1,048,774 1,355,466 1,597,643 1,467,090 EXPENDITURES BY DEPARTMENT FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Finance Department 1,350,962 1,048,774 1,355,466 1,597,643 1,467,090 TOTAL 1,350,962 1,048,774 1,355,466 1,597,643 1,467,090 CHARACTER OF EXPENDITURES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 1,097,224 889,013 1,009,157 1,192,711 1,062,158 Subtotal 1,097,224 889,013 1,009,157 1,192,711 1,062,158 Supplies and Services
Purchased Services 234,036 154,554 336,309 394,932 391,932 Supplies and Materials 19,702 5,207 10,000 10,000 10,000 Capital Expenditures - - - - 3,000
Other Expenditures - - - - -
Subtotal 253,738 159,761 346,309 404,932 404,932
TOTAL 1,350,962 1,048,774 1,355,466 1,597,643 1,467,090 AUTHORIZED STRENGTH FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Finance Director 1.00 1.00 1.00 1.00 1.00
Financial Services Manager 1.00 1.00 1.00 1.00 1.00
Senior Management Analyst 1.00 1.00 1.00 - -
Accountant Senior 1- - - 1.00 1.00
Accountant I/II 1.00 1.00 1.00 1.00 1.00
Account Technician I/II 2.00 2.00 2.00 2.00 2.00
Grant Coordinator - - 1.00 1.00 1.00
TOTAL 7.00 6.00 7.00 7.00 7.00
1 Converting Sr. Management Analyst to Accountant Senior (subject to Council approval) FY 2023-2024 Budget
FINANCE DEPARTMENT
Department Summary
DB-47
FINANCE DEPARTMENT
FY 2023-2024 Budget
Department Summary
Finance Department functions include administration, financial reporting, risk management, tax administration, budgeting, forecasting, cash management and treasury, and capital financing and debt management. The department has an authorized staffing level of seven positions, including: Finance Director, Financial Services Manager, Senior Management Analyst, Accountant I/II, two Account Technicians I/II, and Grants Coordinator.
Current goals related to the Council Strategic Priorities for Finance Department include: (1) addressing structural deficit through fiscal resiliency measures, (2). The Department completed several milestones related to addressing structural deficit through fiscal resiliency measures including an adoption of General Fund reserve policy and commitment of $3 million for CalPERS prefunding.
Major areas of on-going emphases are: (a) implementing Enterprise Resource Planning (ERP) system, (b) developing 10-year financial projections, (c) analyzing funding strategies for & community perspectives on public infrastructure improvements, and (d) assisting Human Resource on improving staff morale, retention, recruitment & succession planning.
SIGNIFICANT CHANGES
FY 2022-2023 to FY 2023-2024 Budget:
The increase of $242,177 (17.9%) from the Adopted FY 22-23 Budget to the Baseline FY 23-24 Budget is primarily due to increases in the personnel costs by COLA and merit increases, and IT services, such as the new EPP implementation and annual subscription fee.
The decrease of $130,552 (-8.2%) from the Baseline FY 23-24 Budget to the Proposed FY 23-24 Budget is primarily related to a decrease in Pandemic workers backfill ($85,000) and Salary savings due to the position conversion from Senior Management Analyst to Accountant Senior ($42,000).
Fiscal Year (FY) Budget $ Change from
Previous FY
% Change from
Previous FY
2022-23 Adopted $1,355,466
2023-24 Baseline $1,597,643 $242,177 17.9%
2023-24 Proposed $1,467,090 ($130,552) -8.2%
MISSION STATEMENT
Maintain the financial integrity of the City by providing fiscal management and oversight, including safeguarding assets. Oversee financial, compliance, and operational reviews and/or audits that provide independent and objective analysis of City departments; provide accurate, complete, and timely financial records, and enhance the City’s financial reporting systems, controls, and disbursements.
DB- 48
FINANCE DEPARTMENT
FY 2023-2024 Budget
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Implement Enterprise Resource Planning (ERP)
software by September 2022.
1. In the system integration phase. We will
receive trainings and go on live by
September 2023
2. Complete a Long-term General Fund Forecast
and present to Council by January 2023.
2. Selected and contracted with Urban Futures
for the 10-year financial forecast model.
3. Continue supporting COVID 19 emergency
response; maximize and support cost recovery
efforts. Inform Council regarding Federal
Treasury Regulations for use of American
Rescue Act Funds (ARPA).
3. Presented to Council for the use of the
funds via Quarterly Emergency Fund
reporting and concluded the Covid
emergency in May 2023.
4. Conduct oversight of grant management
procedural and control improvements, including
implementation of recommendations to properly
staff and fund grant control and oversight
activities.
4. Released the updated grant managing
procedures and trained project managers
and on-going.
5. Select a third-party administrator for on-line
business license tax renewal application, and
compliance processes supported by credit card
capability, and implement the new processes by
September 2022.
5. Contracted with HDL for the Business
Discovery Program to find non-compliant
businesses in the City, and they began
collecting business license taxes on behalf
of the City.
6. Issue Request for Proposals for outside,
professional audit services by December 2022.
6. Selected and contracted with Eide Bailly for
audit services from Fiscal year 2023 to
2025.
7. Complete FY2021-22 Comprehensive Annual
Financial Report and submit application to
Government Finance Officers Association
(GFOA) by December 2022.
7. Annual Comprehensive Annual Financial
Report (ACFR) was issued and submitted to
GFOA on December 23,2022.
8. Select a CalPERS Unfunded Liability option for
pre-funding liabilities and reducing overall costs
and risks.
8. Committed $3 million in General Fund for
pre-funding options.
9. Support Public Works Infrastructure and
District Studies to reduce General Fund support
of NPDES and Storm Drain District activities.
9. On-going efforts to be made.
10. Adopt California Uniform Public Construction
Cost Accounting Act procedures, update City
Purchase Ordinance, and update comprehensive
purchasing policies and procedures.
10. On-going efforts to be made.
DB- 49
FINANCE DEPARTMENT
FY 2023-2024 Budget
ACCOMPLISHMENTS
OBJECTIVES RESULTS
11. Analyze funding strategies for & community
perspectives on public infrastructure
improvements.
11. Retained a consultant to perform a
community engagement survey. The survey
is currently being conducted.
12. Assist Human Resources on improving staff
morale, retention, recruitment & succession
planning.
12. Objective met and on-going efforts.
DB- 50
FINANCE DEPARTMENT
FY 2023-24 Budget
OBJECTIVES
1. Assess and Prepare for Utility Operational and Finance Needs.
2. Analyze needs, strategies and community support for funding public infrastructure improvements
3. Perform Impact Fee Nexus Study
4. Develop 10 year Financial Projections
5. ERP Implementation
6. Support Public Works Infrastructure and District Studies to reduce General Fund support of NPDES and Storm Drain District activities
7. Adopt California Uniform Public Construction Cost Accounting Act procedures, update City Purchase Ordinance, and update comprehensive purchasing policies and procedures
8. Complete FY2022-23 Annual Comprehensive Financial Report and submit application to Government Finance Officers Association (GFOA) by December 2023 DB- 51
FINANCE DEPARTMENT
FY 2023-2024 Budget
Total FTE’s: 7.0
FINANCE DIRECTOR
Tomohito Oku
Financial Services Manager
Accountant
Senior 1
Accountant
I/II
Account
Technicial I/II (2)
Grant
Coordinator
1 Subject to Council approval
DB- 52
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2023-2024 Budget
CHARACTER OF EXPENDITURES
AUTHORIZED STRENGTH
FY 2023-24
Operating $11,086,860
Positions 20
DB- 53
Department Summary
SOURCES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 2,301,133 1,573,002 2,450,648 2,899,279 2,916,349 Use of Resources 2,017,922 1,773,463 668,748 2,380,784 2,133,665 Special Revenue Funds 1,165,183 1,458,694 6,363,235 5,114,700 6,036,847 Capital Project Funds 24,084 - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 5,508,322 4,805,159 9,482,631 10,394,762 11,086,860 EXPENDITURES BY DIVISION FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Administration Division 1,017,882 1,087,213 682,074 734,305 734,306 Building Services Division 917,201 1,129,440 1,287,113 1,712,559 1,729,629 Housing & Econ Development 1,389,111 1,051,296 6,335,909 5,246,178 6,110,205 Planning Division 2,184,127 1,537,209 1,177,535 2,701,720 2,512,720 TOTAL 5,508,322 4,805,159 9,482,631 10,394,762 11,086,860 CHARACTER OF EXPENDITURES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 2,084,660 2,161,736 3,039,711 3,263,544 3,280,642 Subtotal 2,084,660 2,161,736 3,039,711 3,263,544 3,280,642 Supplies and Services
Purchased Services 3,391,749 2,591,755 1,042,070 4,097,868 4,772,868 Supplies and Materials 29,513 49,986 44,850 47,350 47,350 Capital Expenditures 2,403 1,683 81,000 126,000 126,000 Other Expenditures - - 5,275,000 2,860,000 2,860,000
Subtotal 3,423,664 2,643,424 6,442,920 7,131,218 7,806,218 TOTAL 5,508,323 4,805,160 9,482,631 10,394,762 11,086,860 AUTHORIZED STRENGTH FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Administration Division 6.45 3.50 4.00 4.00 4.00
Building Services Division 7.00 7.00 7.00 7.00 7.00
Housing & Econ Development 3.00 3.00 4.00 4.00 4.00
Planning Division 4.00 4.00 4.00 5.00 5.00
TOTAL 20.45 17.50 19.00 20.00 20.00
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2023-2024 Budget
DB-54
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2023-2024 Budget
Department Summary
The Community and Economic Development Department consists of four divisions: Administration, Building, Planning, and Housing/Economic Development. The Department is responsible for a wide range of functions including:
Coordinating and managing the City’s development related functions (e.g. long range planning, development review, entitlement and permit processing, inspection services, housing and code compliance/enforcement);
Coordinating business development and retention efforts through both capital projects and direct economic development efforts;
Providing staff support to the Planning Commission and Rent Stabilization Board; Collaborating with regional organizations (e.g. City/County Association of Governments (C/CAG), Metropolitan Transportation Committee (MTC), the South Bayside Waste Management Authority and the San Francisquito Creek Joint Powers Authority). .
MISSION STATEMENT
The Community & Economic Development Department seeks to make East Palo Alto a wonderful place to live, work, and play. The Department accomplishes this through effective current and long-range municipal planning, housing management, ensuring code compliance, and managing business attraction, development, and retention opportunities in East Palo Alto.
DB- 55
COMMUNITY AND ECONOMIC DEVELOPMENT DEPARTMENT
FY 2023-2024 Budget
Total FTE’s: 20.0
DB-67
Office Assistant
Administration
Building Inspector II
Planning Manager
Secretary I/II
1Code Enforcement
/Bldg Inspector Hybrid
Assistant/Associate
Planner (2)
Management Analyst I/II
Building Services Housing & Econ Dev
Housing Project
Manager
Planning
Housing & Econ Dev
Manager
ASSISTANT CITY
MANAGER
COMMUNITY & ECONOMIC
DEVELOPMENT DIRECTOR
Amy Chen
Rent Stabilization
RSP Administrator
RSP Coordinator II
Senior Planner
Building Permit
Technician (2)
Chief Building Official
Planning Technician
Code Enforcement
Officer II (2)
1Subject to Council approval
DB- 56
SOURCES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - - -
Use of Resources 891,241 472,264 629,770 678,453 578,693 Special Revenue Funds 107,712 614,950 52,304 55,852 155,613 Capital Project Funds 18,929 - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 1,017,882 1,087,213 682,074 734,305 734,306
EXPENDITURES BY DIVISION FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Administration Division 1,017,882 1,087,213 682,074 734,305 734,306 Environmental Programs1 - - - - -
TOTAL 1,017,882 1,087,213 682,074 734,305 734,306
CHARACTER OF EXPENDITURES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 524,370 488,481 621,374 672,605 672,606 Subtotal 524,370 488,481 621,374 672,605 672,606
Supplies and Services
Purchased Services 483,494 588,925 48,200 49,200 49,200 Supplies and Materials 8,273 9,807 12,500 12,500 12,500 Capital Expenditures 1,745 - - -
Other Expenditures - - - -
Subtotal 493,512 598,732 60,700 61,700 61,700
TOTAL 1,017,882 1,087,213 682,074 734,305 734,306
AUTHORIZED STRENGTH FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Community & Econ Development Director 1.00 1.00 1.00 1.00 1.00 Management Analyst II¹ 2.00 0.50 1.00 1.00 1.00
Secretary II 1.00 1.00 1.00 1.00 1.00
Office Assistant 1.00 1.00 1.00 1.00 1.00
Environmental Services Aide¹ 1.45 - - - -
TOTAL 6.45 3.50 4.00 4.00 4.00
¹ Net Positions Transferred to/from Public Works
FY 2023-2024 Budget
COMMUNITY AND ECONOMIC DEVELOPMENT
Administration Division
Division Summary
DB- 57
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2023-2024 Budget
Administration Division Summary
The Administration of the Community and Economic Development Department is led by the Community and Economic Development Director with the assistance of one Management Analyst II and two (2) administrative support staff. The Administration Division manages the activities of and sets policy for the Department, manages budgets, and coordinates grant partnerships and contract administration, and oversees other administrative processes. Additionally, the Administration Division of Community and Economic Development works collaboratively with Public Works to support engineering and capital projects, parks, streets and facilities maintenance, long-range planning and development services and environmental programs.
SIGNIFICANT CHANGES
FY 2022-2023 to FY 2023-2024 Budget:
The increase of $52,231 (7.7%) from the Adopted FY 2022-23 Budget to the Baseline FY 2023-24 Budget is primarily due to the increase in personnel cost.
There is no change from the FY 2023-24 Baseline Budget to the FY 2023-24 Proposed Budget.
Fiscal Year (FY) Budget $ Change From
Previous
% Change From
Previous FY
2022-23 Adopted $682,074
2023-24 Baseline $734,305 $52,231 7.7%
2023-24 Proposed $734,306 $1 0.0%
SERVICE DESCRIPTION
The Community and Economic Development Department provides a wide array of services to the community. The Department provides planning and development related services to property owners and businesses. The Community and Economic Development Department serves as the focal point for business and economic development efforts as well as administration of local affordable housing funds and programs. Other services include regional agency coordination, environmental coordination, and transportation coordination.
DB- 58
Division Summary
SOURCES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 891,823 1,129,029 1,287,113 1,642,559 1,659,629 Use of Resources 25,378 411 - 70,000 70,000
Special Revenue Funds - - - - -
Capital Project Funds - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 917,201 1,129,440 1,287,113 1,712,559 1,729,629
EXPENDITURES BY DIVISION FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Building Services Division 917,201 1,129,440 1,287,113 1,712,559 1,729,629 TOTAL 917,201 1,129,440 1,287,113 1,712,559 1,729,629
CHARACTER OF EXPENDITURES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 574,259 755,368 971,013 1,042,959 1,060,029 Subtotal 574,259 755,368 971,013 1,042,959 1,060,029
Supplies and Services
Purchased Services 335,579 358,898 228,300 569,300 569,300 Supplies and Materials 6,706 13,751 17,800 20,300 20,300 Capital Expenditures 657 1,423 70,000 80,000 80,000
Other Expenditures - - -
Subtotal 342,942 374,072 316,100 669,600 669,600
TOTAL 917,201 1,129,440 1,287,113 1,712,559 1,729,629
AUTHORIZED STRENGTH FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Chief Building Official 1.00 1.00 1.00 1.00 1.00
Building Inspector II 1.00 1.00 1.00 1.00 1.00
Building Permit Technician 2.00 2.00 2.00 2.00 2.00
Code Enforcement/Bldg Inspector Hybrid 1 - - - - 1.00
Code Enforcement Officer II 3.00 3.00 3.00 3.00 2.00
TOTAL 7.00 7.00 7.00 7.00 7.00
1 Converting Code Enforcement Officer II to Code Enforcement/Bldg Inspector Hybrid (subject to Council approval) FY 2023-2024 Budget
Building Services Division
COMMUNITY AND ECONOMIC DEVELOPMENT
DB- 59
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2023-2024 Budget
Building Services Division Summary
SIGNIFICANT CHANGES
Building Services Division responsibilities include project plan review, inspections, permit activities coordination, evaluation, implementation of codes and policies, and construction-related code enforcement for existing and new buildings and properties of all construction types and occupancies. The goal of the Division is to enforce minimum life safety standards for the built environment, which enhances the quality of life for residents and business.
Enhancement and constant improvement of building services and streamlining of the permitting and inspection processes are a major component of the City’s economic and business development effort. The Division is managed by the Chief Building Official and is staffed with two Code Enforcement Officers II, one Code Enforcement/Building Inspector Hybrid, two Permit Technicians, and one Building Inspector II. (The Code Enforcement/Building Inspector Hybrid position is subject to Council approval.) Additionally, the Building Services Division continues to add to customer service and operational efficiencies by developing and distributing educational handouts, policies, procedures and written interpretations that address enforcement. These resources are also made available online to aid our customers in their efforts related to new construction, additions, alterations, maintenance and repair of properties and structures in the City of East Palo Alto.
SIGNIFICANT CHANGES
FY 2022-2023 to FY 2023-2024 Budget:
The increase of $425,446 (33.1%) from the Adopted FY 2022-23 Budget to the Baseline FY 2023-24 Budget is primarily due to the increase of professional services for post-entitlement review, building inspection, and other building division support services.
The increase of $17,070 (1.0%) from the Baseline FY 2023-24 Budget to the Proposed FY 2023-24 Budget is due to the adjustment of the personnel cost.
Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2022-23 Adopted $1,287,113
2023-24 Baseline $1,712,559 $425,446 33.1%
2023-24 Proposed $1,729,629 $17,070 1.0%
SERVICE DESCRIPTION
The Building Division ensures that existing and new/proposed development complies with the California Building Standards Code, Title 24, including California Code of Regulations Titles 8 and 19 as mandated by the State of California. The Division provides customer assistance to residents, property owners, contractors, developers, design professionals and businesses via the City’s Permit Center. Services include plan review, permit issuance and assistance, building inspections, and enforcement of state and local regulatory laws.
DB- 60
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2023-2024 Budget
Building Services Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Continue to improve service quality, efficiency,
and customer service levels in all areas of the
Building Division’s Permit Center, Building
Inspections, Building Plan Review, and Code
Enforcement.
1. Maintained the same level of service as we
did during the Pandemic.
2. Continue to support staff to pursue all
applicable certification, training, and education
in order for staff to develop and achieve their
potential for exemplary customer benefits.
2. Staff has continued to attend remote and inperson trainings.
3. Conduct public outreach relevant to the new
state mandates and building codes.
3. Two public meetings held to introduce the
2022 State Building Code Standards and the
proposed 2023 Reach Code.
4. Continue to update technology and tools to
better serve the community and provide a
modern work environment.
4. In progress. Current TRAKiT permitting
system needs to be updated.
5. Foster interdepartmental collaboration to ensure
compliance with all laws and regulations
relating to the built and natural environment.
5. Ongoing.
6. Continue to collaborate with external agencies
to provide financially challenged customers
with resources for project assistance.
6. Ongoing.
7. Implement the newly adopted Reach Code
standards for new construction.
8. Manage the influx load of Code Enforcement
cases per the City’s existing Code Enforcement
Program under Resolution 4610 with limited
allowance for anonymous complaints.
7. Adopted new 2023 REACH Codes.
8. Administrative Regulations (April 20, 2021,
Resolution 57-2021) have been set in place
to limit the number of complaints received
from a single complainant and reestablishment of timelines and priorities.
DB- 61
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2023-2024 Budget
Building Services Division
OBJECTIVES
1. Ongoing improvements of service quality, efficiency and customer service levels in all areas of the Building Division’s Permit Center, Building Inspections, Building Plan Review, and Code Enforcement.
2. Continue to support staff to pursue all applicable certification, training and education in order for staff to develop and achieve their potential for exemplary customer benefits.
3. Conduct public outreach relevant to the new state mandates and building codes.
4. Foster interdepartmental collaboration to ensure compliance with all laws and regulations relating to the built and natural environment.
5. Implement the newly adopted Reach Code standards for new construction.
6. Manage the influx load of Code Enforcement cases per the City’s existing Code Enforcement Program under Resolution 57-2021 with limited allowance for anonymous complaints.
DB- 62
Division Summary
SOURCES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - - -
Use of Resources 331,641 207,552 24,978 187,330 228,971 Special Revenue Funds 1,057,471 843,744 6,310,931 5,058,848 5,881,234 Capital Project Funds - - -
Enterprise Funds - - -
Succesor Agency Trust Fund - - -
TOTAL 1,389,111 1,051,296 6,335,909 5,246,178 6,110,205 EXPENDITURES BY DIVISION FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Housing and Economic Development 929,458 739,077 4,134,840 2,916,847 3,630,874 Rent Stabilization Program 459,653 312,220 2,201,069 2,329,331 2,479,331 TOTAL 1,389,111 1,051,296 6,335,909 5,246,178 6,110,205 CHARACTER OF EXPENDITURES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 444,602 490,552 680,489 735,899 735,926 Subtotal 444,602 490,552 680,489 735,899 735,926
Supplies and Services
Purchased Services 932,796 537,847 368,220 1,638,079 2,502,079 Supplies and Materials 11,713 22,897 10,200 10,200 10,200 Capital Expenditures - - 2,000 2,000 2,000
Other Expenditures (Loans) - - 5,275,000 2,860,000 2,860,000 Subtotal 944,509 560,744 5,655,420 4,510,279 5,374,279
TOTAL 1,389,111 1,051,296 6,335,909 5,246,178 6,110,205 AUTHORIZED STRENGTH FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Housing & Economic Development Mgr - - 1.00 1.00 1.00
Housing Project Manager 1.00 1.00 1.00 1.00 1.00
RSP Administrator 1.00 1.00 1.00 1.00 1.00
RSP Coordinator II 1.00 1.00 1.00 1.00 1.00
TOTAL 3.00 3.00 4.00 4.00 4.00
FY 2023-2024 Budget
Housing and Economic Development Division
COMMUNITY AND ECONOMIC DEVELOPMENT
DB- 63
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2023-2024 Budget
Housing and Economic Development Division Summary
The Housing and Economic Development Division is a division incorporating programmatic tasks related to affordable housing development and programs, as well as the Rent Stabilization Program. Affordable Housing and economic development programs are funded through multiple sources, including donations, Measure HH, successor housing, and the General Fund. The Rent Stabilization program is fully funded through annual registration fees paid by landlords for regulated rental units. In addition to supporting the Rent Stabilization Board in adopting and implementing regulations for the Ordinances, the staff works directly with residents and landlords to gain compliance with the Ordinances and to improve living conditions for rental residents.
The Division has a staffing level of proposed (4) positions for these services and is supported by staff from the City Attorney’s Office and the Finance Department. The Division also contracts Information Technology providers, hearing examiners, consultants, and temporary staff as needed.
SIGNIFICANT CHANGES
FY 2022-2023 to FY 2023-2024 Budget:
The decrease of $1,089,731 (-17.2%) from the Adopted FY 2022-23 Budget to the Baseline FY 2023-24 Budget is primarily due to a decrease of HCD Loan Advance by $$1,200,000 and offset by other operating expenses increased.
The increase of $864,027 (+16.5%) from the Baseline FY2023-24 to the Proposed 2023-24 Budget is due to the Mid-Peninsula Gap Funding for Colibri Commons ($714,000) and Rent registry ($150,000).
Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2022-23 Adopted $6,335,909
2023-24 Baseline $5,246,178 ($1,089,731) -17.2%
2023-24 Proposed $6,110,205 $864,027 16.5%
SERVICE DESCRIPTION
Administer affordable housing and economic development programs, including the Rent Stabilization Program. The Program administers the Rent Stabilization and Eviction for Just Cause Ordinances. The primary purpose of these Ordinances is to 1) stabilize rents, 2) protect residential tenants from unreasonable rent increases and unjust or retaliatory evictions; and 3) facilitate improvements for an economically viable rental housing market . The Affordable Housing and economic development programs including various initiatives to increase housing affordability, business development, workforce development, and job creation in East Palo Alto.
DB- 64
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2023-2024 Budget
Housing and Economic Development Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Leverage additional funds for housing from
State and Federal sources for affordable
housing.
1. The City received. received $70,000 in
Regional Early Action Planning (REAP)
grant funds from ABAG/MTC for planning
and housing activities and an Affordable
Housing and Sustainable Communities
(AHSC) award for the Colibri Commons
(fka 965 Weeks) Affordable Housing
Development consisting of $11.7M in
housing loan funds and $8M in grant funds,
or $19.87M total. The City is also matching
$1.7M in state funds for the Local Housing
Trust Fund (LHTF) program for Colibri
Commons
2. Implement annual updates to the Inclusionary
Housing Ordinance, including the Inclusionary
Guidelines and in-lieu fees, in addition to any
necessary amendments to adapt the ordinance to
small projects and projects with Accessory
Dwelling Units (ADUs).
2. City Council adopted new in-lieu fees for
FY 2022-23 (July 1, 2022 – June 30, 2023)
on June 7, 2022, and staff updated the
Inclusionary Housing webpage and
Chapters 2A and 2B of the Inclusionary
Guidelines for calculation of ownership and
rental in-lieu fees.
3. In coordination with the Planning Division,
complete the City’s Housing Element update for
the upcoming Regional Housing Needs
Assessment (RHNA) cycle.
3. Staff worked with 21 Elements to draft and
edit individual Housing Element sections.
Staff held Housing Element community
meetings and public hearings in July 2021,
February 2022, and May 2022. Staff also
prepared City Council and Planning
Commission informational items and public
hearings in March 2022, April 2022, July
2022, January 2023, and February 2023.
Staff submitted the draft Housing Element
on October 21, 2022, and a revised and
adopted Housing Element on February 24,
2023, after City Council adoption on
February 21, 2023. Staff also updated a
webpage with surveys, interactive tools, and
other information.
4. Fully implement the remaining activities
associated with the City’s SB 2 Planning Grant
award (affordable housing overlay zone; site
feasibility analysis for affordable housing
development)
4. The Affordable Housing Overlay Zone
work will no longer be continued given
state affordable housing overlay zone
improvements that the City is
implementing. Staff has begun to discuss
DB- 65
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2023-2024 Budget
Housing and Economic Development Division
ACCOMPLISHMENTS
the work plan for additional ADU
streamlining activities with 21 Elements.
5. Develop workplan and complete Year 1 tasks in
the Partnership for the Bay’s
Future/Breakthrough Grant related to;
implementation of EPA OPA (if adopted);
securing sustainable funding sources for all
affordable housing activities; identifying
opportunities for housing preservation; and
capacity-building of tenant organizations in East
Palo Alto.
5. Staff developed workplan for Breakthrough
Grant and has worked with the Fellow to
advance housing preservation efforts. City
Council will consider EPA OPA policy in
2023. City Council placed Measure L on the
ballot as sustainable funding sources for
affordable housing activities and is
currently working on implementation.
Fellow has finalized research on funding
opportunities for housing preservation and
is working with local nonprofits for
capacity-building.
6. Work with other City agencies to ensure that
tenants are provided with proper notices and
relocation benefits when granted under the
Municipal Code.
6. This is an ongoing activity of the Rent
Stabilization Program. An RFP was
released to provide anti-displacement
assistance to tenants of East Palo Alto.
Services include eviction assistance, know
your rights workshops and case
management care.
7. Work with the Rent Stabilization Board, in
collaboration with the Building Services
Division, to ensure that rental units meet the
building, housing and safety code standards, so
the rent stabilization ordinance’s habitability
goals can be accomplished.
8. Assist the City Attorney’s Office and contract
legal counsel to draft any needed regulations
and amendments to the Rent Stabilization
ordinances. Gain approval of amendments from
the Board. update forms, notices, and
informative materials to reflect any revisions
adopted.
9. Work with the IT services provider to make any
necessary programming adjustment to the
Program’s registration database and petition
tracking system.
7. This is an ongoing activity of the Rent
Stabilization Program.
8. This is an ongoing activity of the Rent
Stabilization Program.
9. Rent Stabilization continues to adjust
database as needed to ensure proper
tracking is taking place.
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COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2023-2024 Budget
Housing and Economic Development Division
ACCOMPLISHMENTS
10. Conduct community outreach to educate both
landlords and tenants of their rights and
responsibilities under the City’s ordinances and
any other laws adopted in response to the
COVID19 pandemic, including distributing an
informative Guide to Rent Control in East Palo
Alto.
11. Provide information on the requirements for
eviction in the ordinances to landlords and
tenants, including mailing information to
tenants within one business day of receipt of
notices of eviction.
12. Under the 2010 Ordinance, issue Certificates of
Maximum Allowable Rent for new tenants
within five business days of the Board’s receipt
of a completed Vacancy Registration Statement
to comply with the Ordinance and regulations.
13. Mail 2022-23 Annual Program Fee Statements
forms to landlords of regulated rental units
under the 1988 Ordinance (regulated mobile
home park spaces) in May and under the 2010
Ordinance (regulated residential dwelling units)
in November, so landlords can timely submit
them and meet the deadlines established by the
ordinances.
14. Process pending petitions submitted by
landlords and tenants within the timelines
established in the Rent Stabilization Ordinance
and regulations.
15. Submit notices of noncompliance to landlords
when regulated rental units are not properly
registered as required by the ordinances and
regulations with information about how to
comply, the penalty fees that are accruing for
noncompliance, and the procedure for submittal
of a penalty waiver request for good cause.
16. Develop underwriting guidelines for use in the
Inclusionary Housing Ordinance and
Commercial Linkage Fee Programs.
10. The Rent Stabilization Program worked
with Measure O partners to disseminate
information related to the State eviction
moratorium and assist tenants with Housing
is Key applications. The Program also
provided tenants with community resources
on affordable housing.
11. With the State eviction moratorium ending
in 2022 the Rent Stabilization Program
provided referrals for rental assistance,
reviewed notices to verify.
12. This is an ongoing activity of the Rent
Program.
13. The Rent Stabilization Program sent out
this notice in November 2022. Notices
were sent to regulated residential dwelling
units. With the closure and conversion of
the regulated mobile home park spaces the
Annual Program Fee has been approved by
the board and will be kept in the books, but
the Fees are not collected for the mobile
home park spaces.
14. This is an ongoing activity of the Rent
Stabilization Program.
15. This is an ongoing activity of the Rent
Stabilization Program.
16. This action was not completed in
FY2021-22.
DB- 67
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2023-2024 Budget
Housing and Economic Development Division
ACCOMPLISHMENTS
17. Continue the RV Safe Parking Program through
April 2023.
18. Coordinate with the County and social service
partners to reduce homelessness in East Palo
Alto.
19. Develop and begin implementation of a
comprehensive, cross-departmental strategy for
unhoused residents in East Palo Alto that
addresses both RVs in the public right of way
and residents experiencing homelessness.
20. Collaborate with Planning to develop a “next
phase” strategy for promotion of ADUs beyond
the goal of producing 50 new units, as described
in the City’s 2018-2023 Affordable Housing
Strategy.
17. The RV Safe Parking Program
successfully operated through April
2022 on an overnight and daytime basis
with the City support. In April 2022.
City Council extended the program for
daytime operations for an additional
year from May 1, 2022, to April 30,
2023.
18. Staff meet monthly with County and
social service partners to coordinate the
response to homelessness. Staff
presented a comprehensive strategy for
addressing unhoused residents, for City
Council consideration in April 2022.
19. Staff implemented a cross-departmental
strategy that addresses RVs in the public
right of way. Any RV not working with a
service provider in the public right of way
receives a red tag notice from Public Works
and gets towed if no action is taken after the
notice, with assistance from the Police
Department staff. Public Works staff
coordinate notice and encampment cleanup, and work with service providers to ensure people experiencing homelessness
are receiving the services they need.
Housing staff track report-backs and work
to identify funding opportunities to support
programs for people experiencing
homelessness. City Council adopted a
Master Temporary Use Permit program to
work with private property owners in
providing temporary shelters.
20. Planning is working with consultants to
develop Objective Design Standards for
ADUs, and received direction from City
Council on December 6, 2022 to return to
City Council with fee waiver, pre-approved
plans, and other streamlining options for the
promotion of ADUs.
DB- 68
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2023-2024 Budget
Housing and Economic Development Division
ACCOMPLISHMENTS
21. Provide semiannual update to City Council on
progress made on the City’s 2018-2023
Affordable Housing Strategy.
22. Continue to engage in strategic housing
advocacy, including comment letters to the
relevant state and/or federal agencies regarding
key housing grant programs.
21. An update on the Affordable Housing
Strategy goals is now provided annually
during the City Council priority-setting
process. Staff are preparing a
comprehensive Affordable Housing
Strategy for 2023.
22. City staff partnered with Oakland and
other cities in September 2022 to submit
comments to CDLAC (California Debt
Limit Allocation Committee)
concerning allocation of tax-exempt
bonds in the Bay Area and to HCD
(Department of Housing and
Community Development) and the
Strategic Growth Council concerning
the AHSC (Affordable Housing and
Sustainable communities) program.
DB- 69
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2023-2024 Budget
Housing and Economic Development Division
OBJECTIVES
1. Leverage additional funds for housing from State and Federal sources for affordable housing.
2. Pursue state and regional funds to support affordable housing projects and programs and to address homelessness in the City.
3. Implement Measure L which increased and expanded the City’s existing Gross Receipts Tax on rental residential properties for affordable housing and support programs.
4. Collaborate with affordable housing developers to ensure widespread marketing and outreach when units are open to applications.
5. Implement annual updates to the Inclusionary Housing Ordinance, including the Inclusionary Guidelines and in-lieu fees, in addition to any necessary amendments to adapt the ordinance to small projects and projects with Accessory Dwelling Units (ADUs).
6. In coordination with the Planning Division, complete the City’s Housing Element and General Plan Annual Progress Report. At least every two years, evaluate the progress on meeting the City’s RHNA and adjust the Sites Inventory as needed,
7. Track the production of inclusionary housing units, ADUs, SB 9 units, and housing for special needs populations.
8. Fully implement the remaining activities associated with the City’s SB 2 Planning Grant award (ADU streamlining).
9. Complete Year 2 tasks in the Partnership for the Bay’s Future/Breakthrough Grant related to housing preservation: implementation of EPA OPA (if adopted); securing additional funding sources for all affordable housing activities; identifying opportunities for housing preservation; and capacity-building for affordable housing preservation in East Palo Alto.
10. Work with other City agencies to ensure that tenants are provided with proper notices and relocation benefits when granted under the Municipal Code.
11. Implement anti-displacement services fair housing and anti-eviction program using Measure O and other qualifying local revenue sources. Execute agreements and administer funding.
Monitor delivery of services and completion of deliverables specified in agreements.
12. Work with the Rent Stabilization Board, in collaboration with the Building Services Division, to ensure that rental units meet the building, housing and safety code standards, so the rent stabilization ordinance’s habitability goals can be accomplished.
13. Assist the City Attorney’s Office and contract legal counsel to draft any needed regulations and amendments to the Rent Stabilization ordinances. Gain approval of amendments from the Board. update forms, notices, and informative materials to reflect any revisions adopted.
14. Work with the IT services provider to make any necessary programming adjustment to the Program’s registration database and petition tracking system.
DB- 70
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2023-2024 Budget
Housing and Economic Development Division
OBJECTIVES
15. Conduct community outreach to educate both landlords and tenants of their rights and responsibilities under the City’s ordinances, including distributing an informative Guide to Rent Control in East Palo Alto.
16. Provide information on the requirements for eviction in the ordinances to landlords and tenants, including mailing information to tenants within one business day of receipt of notices of eviction.
17. Under the 2010 Ordinance, issue Certificates of Maximum Allowable Rent for new tenants within five business days of the Board’s receipt of a completed Vacancy Registration Statement to comply with the Ordinance and regulations.
18. Mail 2022-23 Annual Program Fee Statements forms to landlords of regulated rental units under the 1988 Ordinance (regulated mobile home park spaces) in May and under the 2010 Ordinance (regulated residential dwelling units) in November, so landlords can timely submit them and meet the deadlines established by the ordinances.
19. Process pending petitions submitted by landlords and tenants within the timelines established in the Rent Stabilization Ordinance and regulations.
20. Submit notices of noncompliance to landlords when regulated rental units are not properly registered as required by the ordinances and regulations with information about how to comply, the penalty fees that are accruing for noncompliance, and the procedure for submittal of a penalty waiver request for good cause.
21. Develop underwriting guidelines for use in the Inclusionary Housing Ordinance and Commercial Linkage Fee Programs.
22. Coordinate with the County and social service partners to reduce homelessness in East Palo Alto.
23. Implement a comprehensive, cross-departmental strategy for unhoused residents in East Palo Alto that addresses both RVs in the public right of way and residents experiencing homelessness, including but not limited to implementation of Master Temporary Use Permit Program, and employment and services opportunities for people experiencing homelessness
24. Continue to support the low barrier navigation center and emergency shelter operated by WeHope, and explore opportunities to accommodation of at-risk youths, households with children, and persons with disabilities.
25. Encourage smaller-scale housing that is relatively more affordable, including accessory dwelling units (ADUs). Collaborate with 21 Elements and ADU Working Group, and with Planning and Building to develop and implement a “next-phase” strategy for promotion of ADUs, SB 9 units, and any future small development. This includes development code amendments and consideration of free waivers or reductions, financial incentives and preapproved and modular ADU design plans.
26. Provide update to City Council on progress made on the City’s 2018-2023 Affordable Housing Strategy, and develop new 5-year strategic plan.
DB - 71
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2023-2024 Budget
Housing and Economic Development Division
OBJECTIVES
27. Continue to engage in strategic housing advocacy, including comment letters to the relevant state and/or federal agencies regarding key housing grant programs.
28. Create homeownership opportunities for East Palo Alto residents and stability for existing homeowners. Research and report to City Council on barriers to homebuying for households in East Palo Alto and effectiveness of federal, state, and local programs, with recommendation of either a City led program or partnership with local organization.
Determine how such a program should be funded, and whether a Request for Proposals (RFP) is needed.
29. Promote stewardship and preservation of the City’s existing affordable housing stock. By first quarter 2023, report on progress made under existing Below Market Rate (BMR) contract and seek City Council direction on future BMR administration for the issuance of a new Request for Proposals (RFP).
30. Implement an effective and fair housing compliant Local Preference Policy and post to website.
31. Execute agreements and administer Measure HH Pilot Workforce Development Program.
Monitor success of meeting performance goals and quantified metrics.
32. Improve and maintain the Housing and Rent Stabilization webpages as a primary means of communicating information, and expand proactive measures to inform homeowners, landlords and tenants about available local and County housing resources and supportive services.
33. Create a budget at the start of each fiscal year to increase accessibility including:
mailers/non-digital outreach on the Housing workplan items, translation of materials and interpretation for public meetings in alignment with City’s Language Access Plan.
34. Join with other cities in San Mateo County to share housing staff to support longer-term housing initiatives and programs.
DB - 72
SOURCES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 1,409,310 443,973 1,163,535 1,256,720 1,256,720 Use of Resources 769,662 1,093,237 14,000 1,445,000 1,256,000 Special Revenue Funds - - - -
Capital Project Funds 5,155 - - -
Enterprise Funds - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 2,184,127 1,537,209 1,177,535 2,701,720 2,512,720 EXPENDITURES BY DIVISION FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Planning Division 2,184,127 1,537,209 1,177,535 2,701,720 2,512,720 TOTAL 2,184,127 1,537,209 1,177,535 2,701,720 2,512,720 CHARACTER OF EXPENDITURES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 541,428 427,335 766,835 812,081 812,081 Subtotal 541,428 427,335 766,835 812,081 812,081
Supplies and Services
Purchased Services 1,639,879 1,106,086 397,350 1,841,289 1,652,289 Supplies and Materials 2,820 3,530 4,350 4,350 4,350
Capital Expenditures - 259 9,000 44,000 44,000
Other Expenditures - - - -
Subtotal 1,642,699 1,109,875 410,700 1,889,639 1,700,639 TOTAL 2,184,127 1,537,209 1,177,535 2,701,720 2,512,720 AUTHORIZED STRENGTH FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Planning Manager 1.00 1.00 1.00 1.00 1.00
Senior Planner 1.00 1.00 1.00 1.00 1.00
Assistant/Associate Planner 2.00 2.00 2.00 2.00 2.00
Planning Technician - - - 1.00 1.00
TOTAL 4.00 4.00 4.00 5.00 5.00
FY 2023-2024 Budget
Planning Division
Division Summary
COMMUNITY AND ECONOMIC DEVELOPMENT
DB- 73
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2023-2024 Budget
Planning Division Summary
The functions of the Planning Division include current planning/development review, and advanced/long range planning. In addition to regular staff, the Division also utilizes consultants for special projects and environmental reviews. Core planning functions include, but are not limited to, processing high priority projects, responding to day-to-day inquiries from the public, processing environmental and private development permit applications, updating ordinances and policies to be compliant with state law, and ensuring that divisional operations are conducted in an efficient, professional, and customer-friendly manner. The Development Code is the guiding document for the planners to keep East Palo Alto safe, healthy, and growing in a way the community envisioned.
In the past fiscal year, the recruitment for new planners has been a challenge due to the economy and competition with other jurisdictions and companies. The Division is comprised of a Planning Manager, senior planner, two assistant/associate planners, and a planning technician that was added during this most recent budget cycle. Currently the division is filling the last remaining vacancy, one of the assistant/associate planner positions, and plans to focus on training with the soon to be complete team. Even with the current pandemic, applications, especially for minor projects, have not decreased. To address the workload, the Division has relied on consultant planners and has sought out grant funding to provide support for the zoning code update. Recruitment for the remaining the position, as well as retention of staff, continue to be a priority.
The Planning Division is tasked with completing several other long-range planning efforts such as the Development Code Update for objective design standards (related to SB 9 and 35) and development standards for accessory dwelling units, the General Plan Safety and Health and Equity (Environmental Justice) chapter updates. Planning staff also collaborates with the Housing and Economic Development Manager in the update of the Housing Element and associated annual progress reports.
The Planning Division also supports the work of the Planning Commission, whose resident members are appointed by the City Council. The Planning Commission is required under state law to review and act on matters related to planning and development. The Planning Division will continue to work towards process and systems improvement as part of the objectives described in the objectives section of this narrative.
SERVICE DESCRIPTION
The Planning Division implements the City’s planning policies, which are intended to maintain and enhance the quality of life for City residents and visitors through provision of an attractive and functionally built environment, protection of desirable environmental and scenic amenities, efficient development review. The Division provides quality development review and permitting services through efficient, professional, and customerfriendly public processes under the policy direction of the Planning Commission and ultimately the City Council.
DB- 74
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2023-2024 Budget
Planning Division Summary
(Continued)
SIGNIFICANT CHANGES
FY 2022-2023 to FY 2023-2024 Budget:
The increase of $1,524,185 (129.4%) from the Adopted FY 2022-23 Budget to the Baseline FY 2023-24 Budget is primarily due to the MCA Planning and Support increase of $1,000,000 and State mandated General plan update of $342,000.
The decrease of $189,000 (-7.0%) from Baseline FY2023-24 to the Proposed FY2023-24 is due to the reduced General plan update expense (-$162,000) and transcription services (-$27,000).
Fiscal Year (FY) Budget $ Change From
Previous
% Change From
Previous
2022-23 Adopted $1,177,535
2023-24 Baseline $2,701,720 $1,524,185 129.4%
2023-24 Proposed $2,512,720 ($189,000) -7.0%
DB- 75
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2023-2024 Budget
Planning Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Ensure Planning Division staff capacity to
handle current and future projects, including
ability to utilize consultants.
1. Staff is utilizing active project spreadsheet
to guide project assignments. Planning has
continued to utilize consultant staff to
process specific projects. The City hired
Good City Company to manage the four
major RBD projects and two major
applications in the West Side Area. Staff to
focus on long range and current planning
that require faster turn around times.
2. Work on both a balanced range of current and
long-range projects to implement city priorities
2. The Planning Division has taken on a range
of current planning projects, such as
residential and commercial redevelopment
and long-range projects such as the Housing
Element and Zoning Code updates.
3. Utilize consultant staff to seamlessly augment
city staff
3. The Planning Division has continued to
utilize contract staff to process larger
applications that would have otherwise
taken up substantial time for staff. This has
enabled staff to focus on projects that
require a faster turnaround time.
4. Staff the public counter efficiently and
effectively
4. Planning has refined the counter schedule
that would best respond to schedule needs
of planners, while ensuring timely
responses to public inquiries. Each staff
member has a city cell phone to enable
direct communication. Counter schedules
are made available to administrative staff to
ensure that there is a planner to respond.
Staff has also implemented an online
appointment system (Bookings) that enables
the public to schedule meetings with
Planning staff on topics that may need
dedicated discussion time.
5. Enhance communication between staff and the
public through outreach efforts
5. Staff has continued to make website
updates, including project information,
CEQA notices and other resources, such as
the ADU resource page. Staff has also
continued to implement the community
outreach policy to provide early and
enhanced outreach for projects of various
sizes. Staff has provided larger mailing
radii for projects of special interest, such as
the RBD update. Staff posts quarterly
updates of pending and approved
administrative level projects.
DB- 76
COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2023-2024 Budget
Planning Division
ACCOMPLISHMENTS
6. Address technology deficiencies, including
website, to better address needs of the public
6. City has executed a contract with Raimi and
Associates to enhance the City’s GIS
capacity. Staff is working with Raimi to
enhance GIS use. City staff has also
obtained training and begun website updates
to provide more information to the public.
Improvements include information on
ADUs, SB 35 and SB 9 implementation.
Staff is also providing regular reports online
with a list of pending projects.
7. Prepare long range and advanced planning
policies consistent with state law
7. Staff has also continued to refine the new
procedure to process housing applications
ministerially in conformance with SB 9 and
35. Training provided to staff and Planning
Commission on recent changes to and
applicability of the Housing Accountability
Act.
8. Continue the growth and training of Planning
Division staff
8. The Division actively encourages staff to
seek training opportunities, especially now
that most training is offered remotely. Staff
has continued to take trainings when time
permits. Trainings include CEQA, planning
law updates, including housing, GIS, and
APA conferences.
9. Improve record keeping and enhance access to
records
9. The Planning staff has continued to obtain
and consolidate records onto SharePoint,
ensuring that the records are readily
available. Staff has developed a Planner
FAQ to list all the various resources in one
place.
10. Respond to state mandates in a timely manner
regards to housing based on local needs,
including SB 9 and SB 35.
10. Staff has obtained training and developed
processes and materials to implement the
new State mandates for housing. This has
included website updates, training materials
and handouts for the public.
DB- 77
COMMUNITY AND ECONOMIC DEVELOPMENT
2023-2024 Budget
Planning Division
OBJECTIVES
1. Ensure Planning Division staff capacity to handle current and future projects, including ability to utilize consultants.
2. Work on both a balanced range of current and long-range projects to implement city priorities.
3. Utilize consultant staff to seamlessly augment city staff.
4. Staff the public counter efficiently and effectively.
5. Enhance communication between staff and the public through outreach efforts.
6. Address technology deficiencies, including website, to better address needs of the public.
7. Prepare long range and advanced planning policies consistent with state law.
8. Continue the growth and training of Planning Division staff.
9. Improve record keeping and enhance access to records.
10. Respond to state mandates in a timely manner regards to housing based on local needs, including SB 9 and SB 35.
DB- 78
PUBLIC WORKS DEPARTMENT
FY 2023-2024 Budget
CHARACTER OF EXPENDITURES
AUTHORIZED STRENGTH
FY 2023-24
Operating $7,095,785
Positions 21.45
DB- 79
SOURCES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 125,300 91,096 935,099 997,153 997,153 Use of Resources 3,368,303 3,250,049 3,433,150 4,190,145 3,836,579 Special Revenue Funds 694,621 853,359 1,317,284 1,672,934 1,517,934 Capital Project Fund 40,685 40,000 40,000 160,000 243,333 Enterprise Funds 343,552 548,193 565,189 492,453 500,786 Succesor Agency Trust Fund - - - - -
TOTAL 4,572,461 4,782,697 6,290,722 7,512,685 7,095,785 EXPENDITURES BY DIVISION FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Administration Division 879,491 840,545 840,851 951,459 876,459 Engineering Division 1,187,280 905,023 1,359,249 1,583,553 1,833,553 Maintenance Division 2,787,947 2,754,872 4,090,622 4,977,672 4,385,772 TOTAL 4,572,461 4,782,697 6,290,722 7,512,685 7,095,785 CHARACTER OF EXPENDITURES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 2,562,436 2,585,222 3,229,572 3,636,635 3,636,635 Subtotal 2,562,436 2,585,222 3,229,572 3,636,635 3,636,635 Supplies and Services
Purchased Services 1,498,324 1,691,501 2,193,850 2,621,300 2,516,300 Supplies and Materials 461,596 468,452 648,700 706,250 659,350 Capital Expenditures 50,105 37,523 218,600 548,500 283,500 Other Expenditures - - - - -
Subtotal 2,010,025 2,197,475 3,061,150 3,876,050 3,459,150 TOTAL 4,572,461 4,782,697 6,290,722 7,512,685 7,095,785 AUTHORIZED STRENGTH FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Administration Division1 4.50 2.00 4.45 4.45 4.45
Engineering Division 5.00 3.75 5.00 5.00 5.00
Maintenance Division 12.00 12.00 12.00 12.00 12.00
TOTAL 19.00 20.25 21.45 21.45 21.45
¹ Enviormental Programs transferred to CEDE Administration effective FY 2022 Baseline.
PUBLIC WORKS DEPARTMENT
FY 2023-24 Budget
Department Summary
DB - 80
PUBLIC WORKS DEPARTMENT
FY 2023-2024 Budget
Department Summary
The Public Works Department includes the Administrative, Environmental, Engineering, and Maintenance Divisions.
Divisions Overview:
Administration Division
Administration performs oversight of Engineering, Environmental and Maintenance; and also performs direct budget preparation, scheduling, and operational contract and invoice payment processing.
Administration performs a variety of direct collaboration with stakeholders including the San Francisquito Creek Joint Powers Authority flood control projects, Cal TRANS transportation issues, BAWSCA water related issues, and general county-statewide collaboration with CCAG and MTC and local environmental programs
Environmental Division
The Environmental division overseas a number of environmental contracts including solid waste/recycling trash services, street sweeping, tree services (Canopy) as well as planing and public education (Grassroots Ecology). The Environmental Division is responsible for coordination with the County on environmental sustainability programs as well as implementation of the City’s Climate Action Plan. The Division also ensures compliance with the NPDES permit which includes the business/industial/restaurant inspection program. This Division is also responsible for implementing the City’s Clean City program.
Engineering Division
The Engineering Division oversees the design, development and construction of public works capital projects and facilities, including streets and roadways, water supply, and storm drainage systems.
The Division is responsible for issuing permits for any work to be performed on City right-of- way and performs various reviews related to private development projects, and prepares grant applications Maintenance Division
The Maintenance Division is responsible for the day-to-day maintenance of all City-owned facilities, parks and infrastructure. It coordinates and assists other departments with the use of City facilities during special events, holidays, as well as the general use of City facilities and parks.
MISSION STATEMENT
The Public Works Department provides administrative, engineering and maintenance services that ensure the design, construction, maintenance, and operation of public infrastructure, parks, and facilities, are high-quality and sufficient to the meet the needs of East Palo Alto residents, businesses, and visitors.
DB- 81
Total FTE’s: 21.45
PUBLIC WORKS DEPARTMENT
FY 2023-2024 Budget
PUBLIC WORKS DIRECTOR
Humza Jave
d
Administrative
Assistant
Administration Engineering Maintenance
City Engineer
Public Works
Supervisor
Maintenance
Manager
Maintenance
Worker I (3.0)
Maintenance
Worker II (5.0)
Maintenance
Worker III (2.0)
Secretary I Management
Analyst II
Environmental
Services Aide
(1.45)
Senior Engineer
Assistant/Associate
Engineer
Associate Engineer
DB- 82
SOURCES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - -
Use of Resources 670,182 489,674 593,247 634,907 634,907 Special Revenue Funds 95,625 182,640 136,302 123,026 123,026 Capital Project Funds - - - - -
Enterprise Funds 113,685 168,232 111,302 193,526 118,526 Succesor Agency Trust Fund - - - -
TOTAL 879,491 840,545 840,851 951,459 876,459
EXPENDITURES BY DIVISION FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Administration Division 582,791 502,442 448,501 480,968 480,968 Environmental Programs1 296,699 338,104 392,350 470,491 395,491 TOTAL 879,491 840,545 840,851 951,459 876,459
CHARACTER OF EXPENDITURES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 591,392 494,229 691,251 741,859 741,859 Subtotal 591,392 494,229 691,251 741,859 741,859
Supplies and Services
Purchased Services 276,892 330,453 141,050 201,850 126,850 Supplies and Materials 11,207 15,863 8,550 7,750 7,750
Capital Expenditures - - - -
Other Expenditures - - - -
Subtotal 288,098 346,316 149,600 209,600 134,600
TOTAL 879,491 840,545 840,851 951,459 876,459
AUTHORIZED STRENGTH FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Public Works Director 1.00 1.00 1.00 1.00 1.00
Management Analyst II¹ - 1.50 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Environmental Service Aide¹ ² - 1.00 1.45 1.45 1.45
TOTAL 2.00 4.50 4.45 4.45 4.45
¹ Transferred from/to Community and Economic Development in FY2021 ²
FY 2023-24 Budget
Admininstration Division
Division Summary
PUBLIC WORKS DEPARTMENT
Temporary Freeze of Vacant Position FY 2020-21
DB- 83
PUBLIC WORKS DEPARTMENT
FY 2023-2024 Budget
Administration Division Summary
The Division is responsible for the oversight of a wide range of functions including:
Maintaining existing streets, utilities and facilities. Developing and managing the City’s Ten-Year Capital Improvement Program. As the environmental coordinator for the City, ensuring compliance with the California Environmental Quality Act (CEQA) and the National Environmental Policy Act (NEPA). Serving as the Disabled Access Coordinator to ensure safe and reasonable access for all citizens under the Americans with Disabilities Act (ADA) and California Title 24. Managing storm water efforts to ensure compliance with the Clean Water Act and other mandates of the San Francisco Bay Regional Water Quality Control Board. Providing staff support to the City Council and Public Works and Transportation Commission Monitoring and collaborating with regional organizations (e.g., City/County Association of Governments (C/CAG), Metropolitan Transportation Committee (MTC), the Association of Bay Area Governments (ABAG), the South Bayside Waste Management Authority and the San Francisquito Creek Joint Powers Authority).
.
Through these core functions, the Department supports Council Strategic Priorities by undertaking the following initiatives:
1. Enhance Public Safety and Emergency Preparedness
Conduct inspections for new construction, remodels and public improvements throughout the City.
Coordinate with Menlo Park Fire Protection District, West Bay Sanitary District, East Palo Alto Sanitation District, Palo Alto Park Mutual Water Company and other entities on new development and infrastructure projects. Coordinate and collaborate with East Palo Police Department, MPFPD and others on emergency preparedness efforts.
Maintain the storm drain system including the O’Connor Pump Station, streets and other infrastructure.
Continue to abate graffiti and illegal dumping on public facilities, within parks and adjacent to City streets.
2. Enhance Economic Vitality
Continue to implement capital projects with particular focus on water supply and transportation projects.
SERVICE DESCRIPTION
The Public Works Administration Division provides oversight of the engineering and maintenance and environmental services that ensure the design, construction, maintenance, and operation of public infrastructure, parks, and facilities, are high-quality and sufficient to the meet the needs of East Palo Alto residents, businesses, and visitors.
DB- 84
PUBLIC WORKS DEPARTMENT
FY 2023-2024 Budget
Administration Division Summary
(Continued)
3. Increase Organizational Effectiveness
Develop software to provide reports and other information to the City Manager and Finance Department.
Attend and monitor activities of special districts and regional agencies/authorities that affect the City of East Palo Alto. More fully implement the IWORQ software within Maintenance. Evaluate opportunities to utilize interns.
4. Improve Public Facilities and Infrastructure
Complete construction of Bay Road and related downstream infrastructure. Complete construction of Bike/Pedestrian improvements throughout the City by implementing the City Bicycle Transportation Plan.
Complete the Design of the University Avenue/HWY 101 Interchange Project Complete design and start construction of Addison Streets Green Infrastructure Improvements Project.
Start the design of University Avenue Grand and Complete Street Improvement Project.
Complete the design and construction of 2021 Street Resurfacing Project Implement projects included in the FY 2020-22 Capital Budget Initiate work on preventive maintenance program to extend the life of streets and roads to reduce overall maintenance cost of city streets network. Coordinate with SFCJPA on implementation of flood control projects, including Reach 2, Upstream Project and SAFER Bay Project.
5. Improve Communication and Enhance Community Engagement Provide articles for City Newsletter and City Manager Notes and Quotes.
6. Create a Healthy and Safe Community
Evaluate opportunities to enhance/expand parks and open space opportunities.
DB - 85
PUBLIC WORKS DEPARTMENT
FY 2023-2024 Budget
Administration Division Summary
(Continued)
SIGNIFICANT CHANGES
FY 2022-2023 to FY 2023-2024 Budget:
The increase of $110,608 (13.2%) from the Adopted FY 22-23 Budget to the Baseline FY 23-24 Budget is primarily due to the Consultant hiring to assist Storm Water Program Compliance and other operating expenses increased.
The decrease of $75,000 (-7.9%) from the Baseline FY23-24 Budget to the Proposed FY23-24 Budget is that the Division will use FY 22-23 Budget savings for a Consultant for Storm Water Program Compliance.
Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2022-23 Adopted $840,851
2023-24 Baseline $951,459 $110,608 13.2%
2023-24 Proposed $876,459 ($75,000) -7.9%
DB- 86
PUBLIC WORKS DEPARTMENT
FY 2023-2024 Budget
Administration Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Assist in oversight and management of the City’s
water operator.
1. Ongoing
2. Assist in management of over a dozen contracts,
purchase orders, and processing of invoices
2. Ongoing
3. Assist in monitoring and adjustment of the Gloria
Way well water treatment system to provide
redundancy in the water supply in case of water
interruption or emergencies at the SFPUC Hetch
Hetchy Water Supply Aqueduct System.
3. Ongoing
4. Oversee groundwater management and
monitoring
4. Ongoing
5. Coordinate with neighboring cities, Regional
agencies, and water providers regarding various
city activities and operations
5. Ongoing
6. Provide staff support the Public Works and
Transportation Commission
6. Ongoing
7. General Administration support for the
Environmental Division, Maintenance Division,
and Engineering Division
7. Ongoing
DB- 87
PUBLIC WORKS DEPARTMENT
FY 2023-2024 Budget
Administration Division
OBJECTIVES
1. Assist in oversight and management of the City’s water operator.
2. Assist in management of over a dozen contracts, purchase orders, and processing of invoices
3. Assist in monitoring and adjustment of the Gloria Way well water treatment system to provide redundancy in the water supply in case of water interruption or emergencies at the SFPUC Hetch Hetchy Water Supply Aqueduct System.
3. Oversee groundwater management and monitoring
4. Coordinate with neighboring cities, Regional agencies, and water providers regarding various city activities and operations
5. Provide staff support the Public Works and Transportation Commission
6. General Administration support for the Environmental Division, Maintenance Division, and Engineering Division
DB- 88
SOURCES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 125,300 91,096 935,099 997,153 997,153 Use of Resources 521,034 782,433 31,650 201,400 284,734 Special Revenue Funds 64,604 22,622 50,000 100,000 100,000 Capital Project Fund 40,685 40,000 40,000 160,000 243,333 Enterprise Funds 153,400 251,128 302,500 125,000 208,333 Succesor Agency Trust Fund - - - - -
TOTAL 905,023 1,187,280 1,359,249 1,583,553 1,833,553
EXPENDITURES BY DIVISION FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Engineering Division 905,023 1,187,280 1,359,249 1,583,553 1,833,553 TOTAL 905,023 1,187,280 1,359,249 1,583,553 1,833,553
CHARACTER OF EXPENDITURES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 558,247 765,367 870,099 947,153 947,153 Subtotal 558,247 765,367 870,099 947,153 947,153
Supplies and Services
Purchased Services 315,952 417,681 477,800 626,400 876,400 Supplies and Materials 2,930 4,232 7,750 6,500 6,500
Capital Expenditures 27,894 - 3,600 3,500 3,500
Other Expenditures - - - - -
Subtotal 346,776 421,913 489,150 636,400 886,400
TOTAL 905,023 1,187,280 1,359,249 1,583,553 1,833,553
AUTHORIZED STRENGTH FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Assistant/Associate Engineer 2.00 1.75 2.00 2.00 2.00
City Engineer 1.00 1.00 1.00 1.00 1.00
Public Works Supervisor 1.00 1.00 1.00 1.00 1.00
Senior Engineer 1.00 - 1.00 1.00 1.00
TOTAL 5.00 3.75 5.00 5.00 5.00
PUBLIC WORKS DEPARTMENT
FY 2023-24 Budget
Engineering Division
Division Summary
DB- 89
PUBLIC WORKS DEPARTMENT
FY 2023-2024 Budget
Engineering Division Summary
The Engineering Division is responsible for the maintenance and enhancement of existing infrastructure and public facilities as well as the design and construction of new public projects and infrastructure.
Additionally, the Division is responsible for review and inspection of improvements required as part of new private developments. The Division provides primary support to the City’s Public Works and Transportation Commission, in accordance with the Municipal Code.
The Division strategically addresses the following on an ongoing basis:
Capital Improvement Program and projects.
Storm drain and flood protection.
Roads/traffic and transportation (new facilities, major rehabilitation and regular maintenance); Water utilities.
NPDES and related Clean Water Act requirements.
Encroachment & Grading Permits and land development/plan review. Coordination with Caltrans and other agencies; and
Disaster/emergency preparedness, mitigation, and recovery.
SIGNIFICANT CHANGES
FY 2022-2023 to FY 2023-2024 Budget:
The increase of $224,304 (16.5%) from the Adopted FY 22-23 Budget to the Baseline FY 23-24 Budget is primarily due to the limited term staff hiring to oversee Safer Bay Capital Project ($120,000) and Asset Management software purchase $120,000).
The increase of $250,000 (15.8%) from the FY 2023-24 Baseline Budget to the FY 2023-24 Proposed Budget is due to the impact fee studies for RBD.
Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2022-23 Adopted $1,359,249
2023-24 Baseline $1,583,553 $224,304 16.5%
2023-24 Proposed $1,833,553 $250,000 15.8%
SERVICE DESCRIPTION
The Engineering Division develops and manages master infrastructure plans and capital projects to enhance community, economic and business development, and retention. It manages the transportation network, coordinates maintenance of streets, facilities and infrastructure and provides development review services, ensuring adequate public improvements and services to existing and new development.
DB- 90
PUBLIC WORKS DEPARTMENT
FY 2023-2024 Budget
Engineering Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Closeout Bay Road Phase II/III Improvements
Project
1. Complete
2. Design and construct the 21/22 Annual Street
Resurfacing Project
2. Complete
3. Complete sidewalk improvements as part of the
Sidewalk Improvement Program
3. Complete
4. Install bike lanes per the City’s adopted Bicycle
Transportation Plan
4. Complete
5. Coordinate/Collaborate with SFC JPA on
Design, Entitlements, & Permitting of Phase II
Upstream Flood Control Project
5. Ongoing
6. Coordinate with City of Palo Alto on the design
completion of the Newell Bridge Replacement
Project
6. Ongoing
7. Implement traffic calming per the Mobility
Study
7. Ongoing
8. Award a construction contract for the Addison
Avenue Improvements Project.
8. Complete
9. Complete construction of the Street Light
Improvement Project
9. Ongoing
10. Secure construction funding and begin design of
the 12” Water Transmission main along
University Avenue
10. Ongoing
11. Secure construction funding and begin
construction of the Woodland water main
project
11. Ongoing
12. Complete design package of the City Hall
Tenant Improvements project
12. Ongoing
DB- 91
PUBLIC WORKS DEPARTMENT
FY 2023-2024 Budget
Engineering Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
13. Coordinate Bay trail access with MidPen Open
Space and San Francisco Public Utilities
Commission (SFPUC) at locations in the
northeast part of the City.
13. Ongoing
14. Work with SFPUC towards a fourth water
turnout in the City
14. Ongoing
15. Award a construction contract for the University
Avenue/101 pedestrian overcrossing project
15. Complete
16. Complete the plans, specifications, and
estimates (PS&E) package for the Demeter
Waterline loop project.
16. Ongoing
17. Complete plans, specifications, and estimate
(PS&E) package for the Joel Davis Park
Restroom project
17. Complete
18. Award a design contract for the University
Avenue safety improvements project for various
traffic signal and intersection safety
improvements
18. Complete
19. Scope and preliminary design of O’Connor
Pump station improvements
19. Ongoing
20. Perform review and approval of development
projects throughout the City
20. Ongoing
DB- 92
PUBLIC WORKS DEPARTMENT
FY 2023-2024 Budget
Engineering Division
OBJECTIVES
1. Closeout grants associated with the Bay Road Phase II/III Improvements Project
2. Design the 2024 Annual Street Resurfacing Project
3. Complete sidewalk improvements as part of the Sidewalk Improvement Program
4. Install bike lanes per the City’s adopted Bicycle Transportation Plan
5. Coordinate/Collaborate with SFC JPA on Design, Entitlements, & Permitting of Reach II Upstream Flood Control Project as well as the Safer Bay Project
6. Coordinate with City of Palo Alto on the design completion of the Newell Bridge Replacement Project
7. Continue implementation of the Climate Action Plan
8. Complete construction of the Addison Avenue Improvements Project and closeout grant reimbursements
9. Complete construction of the Street Light Improvement Project
10. Complete design of the 12” Water Transmission main along University Avenue and begin construction
11. Complete design of the 12” Watermain along Weeks Street and begin construction
12. Begin construction of the Woodland Avenue Watermain gap and Palo Alto intertie project
13. Coordinate Bay trail access with MidPen Open Space and San Francisco Public Utilities Commission (SFPUC) at Rutgers Street
14. Work with SFPUC towards a fourth water turnout in the City
15. Begin construction of the 101 pedestrian overcrossing project
16. Complete the plans, specifications, and estimates (PS&E) package for the Demeter Waterline loop project.
17. Begin construction of the Joel Davis Park Restroom project
18. Complete design for the University Avenue safety improvements project for various traffic signal and intersection safety improvements
19. Scope and preliminary design of O’Connor Pump station improvements
20. Perform review and approval of development projects throughout the City
21. Complete conceptual design plans for the East Bayshore sidewalk improvements project
22. Prepare a permit parking pilot program
23. Work towards identifying options for additional water storage DB- 93
SOURCES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - -
Use of Resources 2,177,087 1,977,942 2,808,253 3,353,838 2,916,938 Special Revenue Funds 534,393 648,097 1,130,982 1,449,908 1,294,908 Capital Project Fund - - - - -
Enterprise Funds 76,467 128,833 151,387 173,927 173,927 Succesor Agency Trust Fund - - - -
TOTAL 2,787,947 2,754,872 4,090,622 4,977,672 4,385,772 EXPENDITURES BY DIVISION FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Maintenance Division 2,787,947 2,754,872 4,090,622 4,977,672 4,385,772 TOTAL 2,787,947 2,754,872 4,090,622 4,977,672 4,385,772 CHARACTER OF EXPENDITURES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 1,412,796 1,325,626 1,668,222 1,947,622 1,947,622 Subtotal 1,412,796 1,325,626 1,668,222 1,947,622 1,947,622 Supplies and Services
Purchased Services 905,480 943,367 1,575,000 1,793,050 1,513,050 Supplies and Materials 447,460 448,357 632,400 692,000 645,100 Capital Expenditures 22,211 37,523 215,000 545,000 280,000 Other Expenditures - - - -
Subtotal 1,375,151 1,429,247 2,422,400 3,030,050 2,438,150 TOTAL 2,787,947 2,754,872 4,090,622 4,977,672 4,385,772 AUTHORIZED STRENGTH FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Maintenance Manager 1.00 1.00 1.00 1.00 1.00
Maintenance Worker I 4.00 4.00 4.00 4.00 3.00
Maintenance Worker II 4.00 4.00 4.00 4.00 5.00
Maintenance Worker III 2.00 2.00 2.00 2.00 2.00
Secretary I 1.00 1.00 1.00 1.00 1.00
TOTAL 12.00 12.00 12.00 12.00 12.00
Maintenance Division
Division Summary
PUBLIC WORKS DEPARTMENT
FY 2023-24 Budget
DB - 94
PUBLIC WORKS DEPARTMENT
FY 2023-2024 Budget
Maintenance Division
The Maintenance Division is dedicated to excellence, integrity, and stewardship. To protect public health, safety, and welfare of the community by providing services for parks and open spaces, street maintenance, storm water and pump station maintenance, illegal dumping and graffiti abatement program, facilities maintenance, street lighting and traffic signal maintenance, sidewalk maintenance, fleets and equipment preventive maintenance. The Division performs a range of functions, including:
Drainage District: Maintain the citywide storm drainage system, including operation of O’Connor pump station. Ensure compliance with National Pollution Discharge Elimination System (NPDES) mandates of the San Francisco Bay Regional Water Quality Control Board. Facilities: Provide maintenance services to the Senior Center facility, Police Department, Police substation, Corporation Yard, Community Development, Cooley Landing building, Reentry Program, Space at YMCA, Jack Farrell Park and MLK Park concession buildings. Parks: Maintain Martin Luther King Jr., Jack Farrell, Bell Street, Joel Davis, Cooley Landing, and the Newbridge pocket park and Bay Road pocket parks.
Open Space Landscaping: Maintain Street medians, alleyways, sound walls, Pad-D, 965 Weeks and the Rail Spurs.
Trees: Prune and maintain health of approximately 7,000 trees in public right of ways, parks and city facilities.
Graffiti Abatement Program: Remove graffiti in public right of way, facilities, bus shelters, parks, playgrounds, on regulatory signage, Bay Trails, traffic signal controller cabinets and the pump station area.
Sidewalks: Repair broken and uplifted sidewalks to prevent pedestrian trip and fall. Street: Maintaining existing streets and shoulders, repair potholes and pavement crack sealant project throughout the city.
Regulatory Signages: Install new regulatory signage and repair damaged signage including recently approved additional stop signs.
Red Curb: Maintain over four (4) miles of red- curbs (no parking zones) throughout the City. Illegal Dumping: Respond to the Clean City Program by picking up illegal dumping including hazardous material citywide.
Street Sweeping Program: Install new signage; repair damaged signs. Fleet: Manage repair and services of Community Development and Public Works Department vehicles.
Traffic Control: Provide traffic control for Covid-19 testing and vaccination sites including food give a way at the Boys & Girls Club daily.
Emergency: Respond to afterhours and weekend emergencies 24/7.
SERVICE DESCRIPTION
The Maintenance Division provides maintenance of parks, open spaces, medians, street landscaping, streetlighting, sidewalks, and city facilities. The Division operates and manages storm drain facilities including O’Connor Pump Station. The Division addresses graffiti abatement in public areas, fleet services, and managing multiple municipal service contracts.
DB- 95
PUBLIC WORKS DEPARTMENT
FY 2023-2024 Budget
Maintenance Division
SIGNIFICANT CHANGES
FY 2022-2023 to FY 2023-2024 Budget:
The increase of $887,050 (21.7%) from the Adopted FY 22-23 Budget to the Baseline FY 23-24 Budget is primarily due to the combination of increased expenditures of personnel and merit ($280,000), Janitorial services ($60,000), Tate building roof ($80,000), Pump replacement ($45,000), Vehicles purchases (200,000), and other operating expenses.
The decrease of $591,900 (11.9%) from the Baseline FY 23-24 Budget to the Proposed FY 23-24 Budget is due to the combination of reduced expenditures of US 101 Street maintenance ($40,000), General building maintenance ($155,000), Janitorial services (63,000), Moved to CIP budget ($100,000), Other improvement budgets ($145,000).
Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2022-23 Adopted $4,090,622
2023-24 Baseline $4,977,672 $887,050 21.7%
2023-24 Proposed $4,385,772 ($591,900) -11.9%
DB- 96
PUBLIC WORKS DEPARTMENT
FY 2023-2024 Budget
Maintenance Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Respond to public work order requests. 1. Done and ongoing
2. Maintenance of public spaces, facilities, and
public right of way.
2. Done and ongoing
3. Maintenance of stormwater and underground
utilities.
3. Done and ongoing
4. Abatement of graffiti and/or illegal dumping
in the public right-of-way.
4. Done and ongoing
5. Maintaining and operating O’Connor pump
station
6. Coordinate baseball field renovations at MLK
Park
7. Replace heat pump at the Police station
5. Done and ongoing
6. Done
7. Done
DB- 97
PUBLIC WORKS DEPARTMENT
FY 2023-2024 Budget
Maintenance Division
OBJECTIVES
1. Increase facility maintenance and repair due to aging facilities.
2. Increase public tree pruning to prevent property damages.
3. Finalizing the Land Use Covenant (LUC) and the Operations and Maintenance (O&M) amendment for Cooley Landing regarding sea level rise.
4. Provide training for the maintenance staff to become certified with California Environmental Water Association.
5. To repair more damaged and uplifting sidewalk to prevent trip and fall.
DB- 98
POLICE DEPARTMENT
FY 2023-2024 Budget
CHARACTER OF EXPENDITURES
AUTHORIZED STRENGTH
FY 2023-24
Operating $15,733,306
Positions 49.60
DB- 99
SOURCES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 353,230 3,030,489 3,258,389 1,738,054 1,038,053 Use of Resources 10,936,245 9,746,825 10,789,755 13,686,807 14,369,024 Special Revenue Funds 231,185 565,660 227,240 106,729 326,229 Capital Project Fund - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 11,520,660 13,342,973 14,275,384 15,531,590 15,733,306 EXPENDITURES BY DIVISION FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Administration Division 4,551,350 4,373,591 5,306,002 5,180,865 5,382,581 Investigations Division 1,192,075 1,738,665 1,738,665 2,117,373 2,117,373 Operations Division 5,777,235 7,230,717 7,230,717 8,233,352 8,233,352 TOTAL 11,520,660 13,342,973 14,275,384 15,531,590 15,733,306 CHARACTER OF EXPENDITURES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 8,205,257 10,088,132 10,431,415 11,757,160 11,952,762 Subtotal 8,205,257 10,088,132 10,431,415 11,757,160 11,952,762 Supplies and Services
Purchased Services 2,829,519 2,741,443 3,394,669 3,183,930 3,186,544 Supplies and Materials 335,477 355,929 359,300 415,500 415,500 Capital Expenditures 150,406 157,469 90,000 175,000 178,500 Other Expenditures - - - - -
Subtotal 3,315,402 3,254,841 3,843,969 3,774,430 3,780,544 TOTAL 11,520,659 13,342,973 14,275,384 15,531,590 15,733,306 AUTHORIZED STRENGTH FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Administration Division 9.00 9.00 9.00 8.00 8.00
Investigations Division 11.15 10.25 10.25 11.25 11.25
Operations Division 27.00 30.35 30.35 30.35 30.35
TOTAL 47.15 49.60 49.60 49.60 49.60
POLICE DEPARTMENT
FY 2023-2024 Budget
Department Summary
POLICE DEPARTMENT
FY 2023-2024 Budget
Department Summary
The Divisions of the Police Department consist of Administration, Investigations and Operations.
The emphasis of Fiscal Year 2023 - 2024 budget is to improve current service levels to the public. Attention will be focused on the priority of employee and organizational development, as well as community policing and crime reduction. In addition, the department will focus on ongoing maintenance of mandated services for general law enforcement, vehicle abatement and emergency response (as a single agency or in concert with other federal, state, and/or local agencies). The Police Department will strive for successful completion of the following strategic priorities:
Administration:
1. Develop a Detailed Strategy around the development of the future Police Department
2. Ongoing Recruitment of New Personnel
Operations:
1. Develop a temporary traffic enforcement program
2. Train New Police Personnel
Investigations:
1. Appoint and Train one new detective
2. Resume Cold Case Investigations
3. Train and develop Community Service Officers
Note: The establishment of a Pilot Traffic Enforcement Division for the Police Department is modified pending funding availability.
MISSION STATEMENT
The Mission of the East Palo Alto Police Department is to provide quality police service and work in partnership with the community to preserve the peace, establish a safe environment and do so with emphasis on mutual trust and respect.
DB- 101
Total FTE’s: 49.60
POLICE DEPARTMENT
FY 2023-2024 Budget
David Team
1 Sgt., 6 Officers
Police Sergeant (1)
Property & Evidence
Property Officer
Police Officer (4)
Adam Team
1 Sgt., 6 Officers
Charles Team
1 Sgt., 6 Officers
MANAGEMENT ANALYST II (1 yr TERM)
Operations
Commander Investigations Commander Administrative Services Boy Team
1 Sgt., 6 Officers Community Services Officer (3)
PT Cold Case Investigator
(.45)
POLICE CHIEF
Jeff Liu
Administrative
Manager
PT Community Service
Officer (1.8)
Records Unit
Supervisor (1)
Records Clerks I/II (4)
Reserve Officer 3PT
(1.35)
DB- 102
SOURCES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 30,055 203,542 431,442 180,000 180,000 Use of Resources 4,401,112 3,702,130 4,745,060 4,931,365 4,913,581 Special Revenue Funds 120,183 467,919 129,500 69,500 289,000 Capital Project Fund - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 4,551,350 4,373,591 5,306,002 5,180,865 5,382,581 EXPENDITURES BY DIVISION FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Administration Division 4,551,350 4,373,591 5,306,002 5,180,865 5,382,581 TOTAL 4,551,350 4,373,591 5,306,002 5,180,865 5,382,581 CHARACTER OF EXPENDITURES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 1,363,447 1,266,750 1,610,033 1,568,435 1,764,037 Subtotal 1,363,447 1,266,750 1,610,033 1,568,435 1,764,037 Supplies and Services
Purchased Services 2,824,534 2,741,443 3,394,669 3,183,930 3,186,544 Supplies and Materials 212,962 207,929 211,300 253,500 253,500 Capital Expenditures 150,406 157,469 90,000 175,000 178,500 Other Expenditures - - - - -
Subtotal 3,187,902 3,106,841 3,695,969 3,612,430 3,618,544 TOTAL 4,551,350 4,373,591 5,306,002 5,180,865 5,382,581 AUTHORIZED STRENGTH FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Police Chief 1.00 1.00 1.00 1.00 1.00
Administrative Manager 1.00 1.00 1.00 1.00 1.00
Police Property Officer 1.00 1.00 1.00 1.00 1.00
Police Record's Clerk I/II 4.00 4.00 4.00 4.00 4.00
Police Record's Supervisor 1.00 1.00 1.00 1.00 1.00
Police Sergeant 1.00 1.00 1.00 - -
TOTAL 9.00 9.00 9.00 8.00 8.00
Administration Division
Division Summary
POLICE DEPARTMENT
FY 2023-2024 Budget
DB- 103
POLICE DEPARTMENT
FY 2023-2024 Budget
Administration Division Summary
Under the supervision of the Chief of Police and the Support Administrative Manager, the Division is comprised of the Records Division, including the Property and Evidence officer. The Administration Division has a direct staffing level of 8.0 positions and one of 1-year term Management Analyst II.
SIGNIFICANT CHANGES
FY 2022-2023 to FY 2023-2024 Budget:
The decrease of $125,137 (-2.4%) from the Adopted FY 2022-23 Budget to the Baseline FY 2023-24 Budget is primarily due to the decreased personnel costs ($41,600) and county services such as message services ($44,000) and animal control ($77,000), offset by rolling stock and general operating expenses.
The increase of $201,716 (3.9%) from the Baseline FY 2023-24 Budget to the Proposed FY 2023-24 Budget is mainly due to the personnel cost ($195,600).
Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2022-23 Adopted $5,306,002
2023-24 Baseline $5,180,865 ($125,137) -2.4%
2023-24 Proposed $5,382,581 $201,716 3.9%
SERVICE DESCRIPTION
The Administration Division provides direction, coordination and oversight to police employees and operations involving grants, contracts, policy matters, training, discipline, and purchasing.
DB- 104
POLICE DEPARTMENT
FY 2023-2024 Budget
Administration Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Develop a detailed strategy for the new Police
Department Building.
1. Ongoing project with the City Manager’s
Office
2. Ongoing Recruitment of New Personnel 2. 14 employees hired in FY 22/23 (11 sworn, 3 professional)
3. Increase staff development and training 3. Training and development has been primarily focused on training new
personnel.
DB- 105
POLICE DEPARTMENT
FY 2023-2024 Budget
Administration Division
OBJECTIVES
1. Develop a detailed strategy for the new Police Department Building.
2. Ongoing Recruitment of New Personnel.
3. Increase staff development and training.
DB- 106
Division Summary
SOURCES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 287,645 101,788 642,924 858,053 858,053 Use of Resources 798,199 131,053 1,033,824 1,222,091 1,222,091 Special Revenue Funds 106,231 980,533 61,917 37,229 37,229 Capital Project Fund - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 1,192,075 1,213,375 1,738,665 2,117,373 2,117,373 EXPENDITURES BY DIVISION FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Investigations Division 1,192,075 1,213,375 1,738,665 2,117,373 2,117,373 TOTAL 1,192,075 1,213,375 1,738,665 2,117,373 2,117,373 CHARACTER OF EXPENDITURES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 1,186,203 1,213,375 1,728,665 2,107,373 2,107,373 Subtotal 1,186,203 1,213,375 1,728,665 2,107,373 2,107,373 Supplies and Services
Purchased Services 1,420 - - - -
Supplies and Materials 4,452 - 10,000 10,000 10,000
Capital Expenditures - - - - -
Other Expenditures - - - - -
Subtotal 5,872 - 10,000 10,000 10,000
TOTAL 1,192,075 1,213,375 1,738,665 2,117,373 2,117,373 AUTHORIZED STRENGTH FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Commander 1.00 1.00 1.00 1.00 1.00
Police Officer 6.00 6.00 4.00 4.00 4.00
Police Sergeant - - - 1.00 1.00
Community Services Officer 1.00 1.00 3.00 3.00 3.00
Cold Case Investigator (PT) 0.45 0.45 0.45 0.45 0.45
Community Services Officer (4 PT) 2.70 2.70 1.80 1.80 1.80 TOTAL 11.15 11.15 10.25 11.25 11.25
Investigations Division
POLICE DEPARTMENT
FY 2023-2024 Budget
DB-107
POLICE DEPARTMENT
FY 2023-2024 Budget
Investigations Division Summary
Under the direct supervision of the Criminal Investigations Commander, the Investigations Division is comprised of (1) Detective Sergeant (4) Police Officers (Detectives) and (1) Part-time Detective Investigating “Cold Case” Homicides.
Additionally, The Detective Sergeant is responsible for up to (3) Permanent Full-Time and (4) Part-Time Community Service Officers assigned to Parking Enforcement, high visibility patrols, and low level criminal investigations.
SIGNIFICANT CHANGES
FY 2022-2023 to FY 2023-2024 Budget:
The increase of $378,708 (21.8%) from the Adopted FY 2022-23 Budget to the Baseline FY 2023-24 Budget is primarily due to personnel cost.
There is no change from the FY 2023-24 Base Budget to the FY 2023-24 Proposed Budget.
Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2022-23 Adopted $1,738,665
2023-24 Baseline $2,117,373 $378,708 21.8%
2023-24 Proposed $2,117,373 $0 0.0%
SERVICE DESCRIPTION
The Investigations Division conducts all major criminal investigations, including homicides and aggravated assaults.
DB- 108
POLICE DEPARTMENT
FY 2023-2024 Budget
Investigations Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Resume Cold Case Investigations 1. Cold case investigations have been ongoing, although the cold case investigator has been
assisting with new homicide cases, which
resulted in a 100% clearance rate in 2022
2. Train new CSA’s 2. New Community Service Officer position was established, replacing the CSA
classification. CSO hiring and training is
ongoing
3. Appoint and train a new detective 3. Detective Richard Moore was appointed and trained
DB- 109
POLICE DEPARTMENT
FY 2023-2024 Budget
Investigations Division
OBJECTIVES
1. Resume Cold Case Investigations
2. Establish an Intern program through local universities to assist with investigations and recruit future police officers
3. Appoint and train a new detective
DB- 110
Division Summary
SOURCES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 35,530 35,530 2,184,023 700,001 - Use of Resources 5,736,935 6,140,043 5,010,871 7,533,351 8,233,352 Special Revenue Funds 4,770 4,770 35,823 - -
Capital Project Fund - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
5,777,235 6,180,343 7,230,717 8,233,352 8,233,352
EXPENDITURES BY DIVISION FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Operations Division 5,777,235 6,180,343 7,230,717 8,233,352 8,233,352 TOTAL 5,777,235 6,180,343 7,230,717 8,233,352 8,233,352 CHARACTER OF EXPENDITURES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 5,655,606 6,046,575 7,092,717 8,081,352 8,081,352 Subtotal 5,655,606 6,046,575 7,092,717 8,081,352 8,081,352 Supplies and Services
Purchased Services 3,565 37,106 - - -
Supplies and Materials 118,063 96,662 138,000 152,000 152,000 Capital Expenditures - - - -
Other Expenditures - - - -
Subtotal 121,628 133,768 138,000 152,000 152,000
TOTAL 5,777,235 6,180,343 7,230,717 8,233,352 8,233,352 AUTHORIZED STRENGTH FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Commander 1.00 1.00 1.00 1.00 1.00
Police Sergeant 4.00 4.00 4.00 4.00 4.00
Police Officer 22.00 23.00 24.00 24.00 24.00
Police Officer (3PT) - - 1.35 1.35 1.35
TOTAL 27.00 28.00 30.35 30.35 30.35
POLICE DEPARTMENT
FY 2023-2024 Budget
Operations Division
DB- 111
POLICE DEPARTMENT
FY 2023-2024 Budget
Operations Division Summary
Under the direction of the Chief of Police, the Operations Division is led by (1) Commander. The Operations Division performs police patrols, calls for service response, traffic enforcement, and special enforcement activities. The Operations Division has an authorized direct staffing level of 30.35 positions.
SIGNIFICANT CHANGES
FY 2022-2023 to FY 2023-2024 Budget:
The increase of $1,002,635 (13.9%) from the Adopted FY 2022-23 Budget to the Baseline FY 2023-24 Budget is primarily due to personnel costs increase.
There is no change from the FY 2023-24 Base Budget to the FY 2023-24 Proposed Budget.
Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2022-23 Adopted $7,230,717
2023-24 Baseline $8,233,352 $1,002,635 13.9%
2023-24 Proposed $8,233,352 $0 0.0%
SERVICE DESCRIPTION
The Operations Division provides effective police services throughout the City, handle service calls, engages in problem-solving with the community, and keeps the peace.
DB- 112
POLICE DEPARTMENT
FY 2023-2024 Budget
Operations Division
ACCOMPLISHMENTS
OBJECTIVES RESULTS
1. Implement “Racial and Identity Profiling Act”
mandates
1. Mandated RIPA reporting is underway
2. Train and develop new Police Officers 2. 9 new officers have either completed or are in the process of being trained
3. Maintain existing and develop new community
engagement projects.
3. In addition to the annual community
engagement projects, this year the police
department hosted a “Trunk or Treat” event
at the police department on Halloween,
where we engaged with families and
provided a safe location for children to
collet candy
DB- 113
POLICE DEPARTMENT
FY 2023-2024 Budget
Operations Division
OBJECTIVES
1. Develop new mentoring opportunities with our youth in neighborhood schools and after school programs
2. Train and develop new Police Officers
3. Maintain existing and develop new community engagement projects DB-114
NON-DEPARTMENTAL
FY 2023-2024 Budget
CHARACTER OF EXPENDITURES
FY 2023-24
Operating $5,717,743
DB- 115
SOURCES FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - - -
Use of Resources 1,163,728 706,165 1,084,893 995,808 995,808 Special Revenue Funds 239,542 942,022 991,037 1,215,116 1,215,116 Capital Project Fund - - - - -
Enterprise Funds 2,816,463 3,267,791 3,009,998 3,506,819 3,506,819 4,915,978 4,219,733 5,085,928 5,717,743 5,717,743
EXPENDITURES BY DEPARTMENT * FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2023-24 Actual Actual Adopted Baseline Proposed
Information Technology Replacement** 131,363 270,989 301,213 303,500 303,500 Insurance and Settlements 386,865 551,587 897,168 854,684 854,684 Professional Services (excl. IT & Ins) 3,701,505 3,577,351 3,887,547 4,209,559 4,209,559 Others - 516,051 - 350,000 350,000
TOTAL 4,219,733 4,915,978 5,085,928 5,717,743 5,717,743 *Excludes Successor Agency activities.
**Excludes capital equipment purchases budgeted directly in department or division.
NON-DEPARTMENTAL
FY 2023-2024 Budget
Department Summary
MISC- 1
Miscellaneous
Introduction
This section contains the following items of interest:
MISC- 2:
MISC- 3:
MISC- 4:
FY 2023-24 Capital Improvement Funding
FY 2023-24 Measure P Budget
FY 2023-24 Cost Allocation Plan
Overhead Charges
PROJECT # DESCRIPTION FUND SOURCE TOTAL
ST-07 Street Resurfacing Program F201 State Gas Tax - SB1 Funds 550,000 $ Sub-total State Gas Tax $ 550,000
ST-07 Street Resurfacing Program F202 Measure A $ 450,000 ST-15 Signage and Striping Improvements F202 Measure A $ 50,000 ST-11 Sidewalk Repair F202 Measure A $ 50,000
Sub-total Measure A $ 550,000
ST-11 Sidewalk Repair F234 Measure W $ 220,000
Sub-total Measure W $ 220,000
TOTAL FY 2023-24 PROPOSED CIP FUNDING $ 1,320,000
Note:
Major CIP does not include technology asset replacement.
FY 2023-2024 Capital Improvement Funding
MISC‐ 2
FY 2022-23 Adopted
FY 2023-24
Proposed
Measure P Local TUT 2,269,000 $ 2,230,000 $
CD Director 209,220 207,960
Community Service Aides Programs 55,000 55,000
Clean Zone - Project WeHope 5,000 -
Capital Transfers:
Unallocated1 - 700,000
262,960 969,220
Used for Other General Purposes $ 1,967,040 1,299,780 $ 1 Pending Council approval
FY 2023-2024 Measure P Budget
MISC‐ 3
Allocating General State Gas Tax Measure A NPDES Rent Stabilization Housing in Lieu Housing Assistance Housing TOT LMIH Successor Fund Lighting District Drainage District CYSFF TOT Water Lease Garbage Service Trust and Agency F010 F201 F202 F203 F204 F207 F209 F218 F220 F221 F222 F231 F510 F520 F705 Bld (29,726) - - - - - - - - - 29,726 - - - -
Equip (1,761) - - - 1,761 - - - - - - - - - -
CC (34,067) 6,089 80 2,812 6,706 1,890 76 2,241 702 1,440 1,903 1,260 6,905 1,963 - CA (172,591) 15,114 270 9,476 104,254 2,188 254 2,982 2,363 6,360 5,233 4,247 15,379 4,470 - CM (143,131) 27,119 410 14,390 27,368 6,544 388 8,049 3,589 6,760 7,984 6,451 25,641 8,440 - Clerk (35,762) 6,176 44 2,197 7,910 1,666 42 2,234 390 1,951 2,537 702 7,222 2,691 - Admin Srvs (32,844) 2,770 - 1,347 3,271 - - - - 1,385 1,385 20,158 - 2,527 - HR (59,557) 13,008 - 6,323 15,357 - - - - 6,504 6,504 - - 11,861 - Fin (153,818) 34,235 605 23,464 27,968 1,643 572 3,120 5,300 11,112 9,772 9,525 13,993 12,510 - Maint (19,200) - - - - - - - - - 19,200 - - - -
Non-Dept (99,301) 16,630 359 12,602 40,655 223 361 1,030 3,144 4,816 3,882 5,652 5,380 4,567 - Admin Srvs (28,169) 6,152 - 2,990 7,264 - - - - 3,076 3,076 - - 5,610 - Non-Dept (21,261) 4,643 - 2,257 5,483 - - - - 2,322 2,322 - - 4,234 - CA (3,988) 872 - 423 1,029 - - - - 435 435 - - 794 -
Non-Dept (20,771) 4,536 - 2,206 5,355 - - - - 2,269 2,269 - - 4,137 - Admin-PW - - - - - - - - - - - - - - -
Admin-CDD (44,887) - - - 17,812 17,812 - 9,263 - - - - - - - Successor Charges (12,595) - - - - - - - - - - - - - 12,595 Total1 137,345 (913,435) 1,770 80,485 272,195 31,965 1,695 28,920 15,485 48,430 96,230 47,995 74,520 63,805 12,595
1. Totals rounded to the nearest 5.
FY 2023-24 Cost Allocation Plan Overhead Charges
MISC- 4
GLOS- 1
Glossary
AB x1 26 - legislation adopted and signed by
Governor Jerry Brown in June 2011 and upheld by
the California Supreme Court in California
Redevelopment Association, et al. v. Ana
Matosantos,et al., which eliminated redevelopment
agencies. As a result, the Redevelopment Agency
of the City of East Palo Alto (RDA) was dissolved
effective February 1, 2012. AB x1 26 provides that
the City may become the Successor Agency to the
Redevelopment Agency (affirmed by the City
Council on January 10, 2012), and continue to
satisfy “enforceable obligations” of the former
RDA and administer the dissolution and wind down
of the former RDA
AB 1484 - legislation adopted and signed by
Governor Jerry Brown in June 2012 that amended
various provisions of AB x1 26.
ADOPTED BUDGET - The City budget for a
fiscal year, adopted by the City Council by
resolution following the close of budget hearings.
APPROPRIATION - Legal authorization granted
by City Council or other policy body to make
expenditures and incur obligations for a specific
purpose within a specific time frame.
ASSESSED VALUATION - A dollar value placed
on real estate or other property by the County as a
basis for levying property taxes.
AUDIT - A review of the City's accounts by an
independent auditing firm to substantiate fiscal
year-end balances and assure compliance with
generally accepted standards for financial
accounting and reporting.
AVAILABLE FUND BALANCE - The amount
of fund balance available to finance appropriation
requirements after deducting reserves.
BOND PROCEEDS - The money paid to the
issuer by the purchaser or underwriter of a new
issue of municipal securities. These moneys are
used to finance the project or purpose for which the
securities were issued and to pay certain costs of
issuance as may be provided in the bond contract.
BONDS - A certificate of debt issued by an entity,
guaranteeing payment of the original investment,
plus interest, by a specified future date.
BUDGET - A plan of financial operation,
embodying an estimate of expenditures/ expenses
for a given period (typically a fiscal year) and the
means of financing them (revenue estimates).
Upon approval by the City Council, the budget
appropriation resolution is the legal basis for
expenditures in the fiscal year.
BUDGET AUTHORITY - Under certain
circumstances, the City Council may adjust the
budgeted appropriations for reasons unforeseen at
the time of the adoption of the original budget.
Such amendments are made by Council resolution.
The City Manager may make transfers of
appropriations within a fund.
BUDGETARY CONTROL – The control or
management of a government or enterprise in
accordance with an approved budget to keep
expenditures within the limitations of available
appropriations and available revenues.
BUSINESS LICENSE TAX - This is a general tax
on businesses for the privilege of conducting
business within the city. Rates are set at each city’s
discretion but may not be discriminatory or
confiscatory.
CAPITAL IMPROVEMENT BUDGET -
Annual appropriations for capital improvement
projects such as street improvements, building
construction and various kinds of major facility
maintenance. Capital projects are outlined in a
five-year expenditure plan which details funding
sources and expenditure amounts. They often are
multi-year projects which require funding beyond
the one-year period of the annual budget.
CAPITAL OUTLAY - Expenditures which result
in the acquisition of, or addition to, fixed assets.
CAPITAL PROJECT - Any project having assets
of significant value and a useful life of five years or more. Capital projects include the purchase of land,
design, engineering, and construction of buildings,
infrastructure such as streets, bridges, drainage,
street lighting, water/sewer systems, etc. Capital
projects may include the acquisition of heavy
equipment management control technique of
GLOS- 2
formal budgetary and machinery or rolling stock
using capital funding sources.
CAPITAL PROJECTS FUND - A fund created to
account for financial resources to be used for the
acquisition or construction of major capital
facilities (other than those financed by proprietary
funds and trust funds).
CAPITALIZATION POLICY - The criteria used
by a government to determine which outlays should
be reported as fixed assets.
CASH WITH FISCAL AGENT - An asset
account reflecting deposits with fiscal agents, such
as commercial banks, for the payment of bond
principal and interest.
CAPITAL INVESTMENT PROGRAM (CIP) -
A section in the five-year capital plan listing
projects for which some level of funding is
available.
COMMUNITY ORIENTED POLICING
SERVICES (COPS) - A grant program supporting
community involvement offered by the U.S.
Department of Justice.
CONSUMER PRICE INDEX (CPI) - A
statistical description of price levels provided by
the U.S. Department of Labor. The change in this
index from year to year is used to measure the cost
of living and economic inflation.
CONTINGENCY - An amount of money
appropriated for unforeseen expenditures. It is
limited to not more than 15% of the appropriations
in any fund.
CURRENT SERVICE CHARGES - These are
charges imposed to support services provided to
individuals. These charges may not exceed the cost
of providing the service plus overhead. The
rationale behind service charges is that certain
services are primarily for the benefit of individuals
rather than the general public.
DEBT SERVICE - Payment of the principal and
interest on an obligation resulting from the issuance
of bonds, notes or leasing arrangements.
DEBT SERVICE FUND - A fund established to
account for the accumulation of resources for, and
the payment of, general long term debt principal
and interest.
DEFICIT - An excess of expenditures or expenses
over revenues (resources).
DEPARTMENT - An organizational unit
comprised of divisions or programs. It is the basic
unit of service responsibility encompassing a broad
mandate of related activities.
DEPRECIATION - (1) Expiration in the service
life of fixed assets, other than wasting assets,
attributable to wear and tear, deterioration, action of the physical elements, inadequacy and
obsolescence. (2) The portion of the cost of a fixed
asset, other than wasting assets, charged as an
expense during a particular period. In accounting
for depreciation, the cost of a fixed asset, less any
salvage value, is prorated over the estimated service
life of such an asset, and each period is charged with
a portion of such cost. Through this process, the
entire cost of the asset is ultimately charged off as
an expense.
DESIGNATED FUND BALANCE- A portion of
an unreserved fund balance that has been
“earmarked” by the City Manager or the City
Council for specified purposes.
DESIGNATION - An account containing money
set aside by the City Council for a specific future
use. Money in a designation is earmarked for
specific use, but may not be legally restricted to that use.
DEVELOPMENT IMPACT FEES - Fees placed
on the development of land or conditions required
for the approval of a development project such as
the donation (“dedication” or “exaction”) of certain
lands (or money) to specific public uses. The fees
are typically justified as an offset to the future
impact that development will have on existing
infrastructure.
DIVISION - A sub-section (or activity) within a
department which furthers the objectives of the City
by providing specific services or programs.
ENCUMBERANCE - An anticipated expenditure
committed for the payment of goods and services
not yet received or paid for. Used in budgeting,
encumbrances are not GAAP expenditures or
liabilities, but represent the estimated amount of
GLOS- 3
expenditures ultimately to result if unperformed
contracts in process are completed.
ENTERPRISE FUND - A fund established to
account for operations financed and operated in a
manner similar to private business enterprises (e.g.,
water, gas and electric utilities, airports, parking
garages, or transit systems). In this case the
governing body intends that costs (i.e., expenses,
including depreciation) of providing goods or
services to the general public on a continuing basis
be financed or recovered primarily through user
charges. A fund established because the governing
body has decided that periodic determination of
revenues earned, expenses incurred and/or net
income is appropriate for capital maintenance,
public policy, management controls, accountability
or other purposes.
ERAF - Educational Revenue Augmentation Fund.
The state enacted legislation in 1992 whereby
partial responsibility of funding education was
shifted to local governments, directing specified
amounts of local agency property taxes to be
deposited into such funds to support schools.
EXCESS ERAF REFUND - Accounts for the
remaining funds in ERAF account after the County
of San Mateo has met the State’s revenue limits for
schools and community colleges. The revenue limit
is based on several factors such as average daily
attendance and cost of living increases. The excess
is then refunded proportionally to each agency’s
contribution based on state statue.
EXPENDITURES - Monies spent, including
current operating expenses, debt service and capital
outlays.
EXPENSE - The actual spending of funds by an
enterprise fund set aside by an appropriation.
FINES FORFEITURES AND PENALTIES -
Revenues received and/or bail monies forfeited
upon conviction of a misdemeanor or municipal
infraction.
FISCAL YEAR - In accounting terms, it is the net
of a twelve-month period used for budgeting and
accounting purposes. For the City of East Palo
Alto, the fiscal year is from July 1 to June 30.
FIXED ASSETS - Long-lived tangible assets
obtained or controlled as a result of past
transactions, events or circumstances. Fixed assets
include buildings, equipment, and improvements
other than buildings and land. In the private sector,
these assets are referred to most often as property,
plant and equipment.
FORFEITURE- See Fines, forfeitures, and
penalties.
FRANCHISES FEES- Fees paid to a municipality
from a franchisee for “rental” or as a “toll” for the
use of city streets and rights-of-way. The businesses
required to pay franchise fees in East Palo Alto
include utilities such as water, gas, electricity, cable television and solid waste collection and disposal.
Telephone utilities are specifically exempted from
franchise fees by State law.
FULL-TIME EQUIVALENT (FTE) - The
amount of time a regular full or part-time position
has been budgeted for in terms of the amount of
time an employee works in a year. Except as noted,
part-time services provided by casual/seasonal
employees, such as those for summer recreation
programs, are not included.
FUND - An independent fiscal and accounting
entity with a self-balancing set of accounts.
Examples are the General Fund, Special Revenue
Funds, Capital Projects, Enterprise, and Internal
Service Funds.
FUND BALANCE - The amount of financial
resources available for use. Generally, this
represents a summary of all the annual operating
surpluses and deficits since the fund's inception.
FY - Fiscal year.
GASOLINE TAX (HIGHWAY USERS TAX) -
The Gasoline Tax is a 26-cent per gallon tax on fuel
used to propel a motor vehicle or aircraft. The use
of these revenues is restricted to “research,
planning, construction, improvement, maintenance, and operation of public streets and highways or public mass transit guideways”. The basic means
of distribution to cities is population. The allocation formula is very complicated.
GENERAL FUND - The primary fund used to
account for all revenues and expenditures of the
City not legally restricted as to use. This fund is
used to offset the cost of the City's general
GLOS- 4
operations. Examples of departments financed by
the General Fund include the Police and
Administrative Support Services Departments,
such as the City Manager’s Office.
GOVERNMENT ACCOUNTING
STANDARDS BOARD (GASB) - A standardsetting body, associated with the Financial Accounting Foundation, which prescribes standard
accounting practices for governmental units.
GRANT - Contributions, gifts of cash or other
assets from another governmental entity to be used
or expended for a specific purpose, activity or
facility.
HOMEOWNER’S PROPERTY TAX RELIEF -
Revenue from the state to offset city loss of
property tax for state-imposed $7,000 per dwelling
homeowner exemption.
INFRASTRUCTURE - Facilities on which the
continuance and growth of a community depend,
such as streets and roads, sewers, public buildings,
parks, etc.
INTRAFUND TRANSFERS - A transfer of
moneys between departments in the same fund.
INVESTMENT EARNINGS - Revenue earned
from the investment of idle public funds.
JOING POWERS AUTHORITY - The Joint
Exercise of Powers Act authorizes local public
agencies to exercise common powers and to form
joint powers authorities (JPAs) for the purpose of
jointly receiving or providing specific services.
LEGAL LEVEL OF BUDGETARY
CONTROL - The level at which spending in
excess of budgeted amounts would be a violation of
law.
LEVEL OF BUDGETARY CONTROL - One of
the three possible levels of budgetary control and
authority to which organizations, programs,
activities and functions may be subject. These
levels of budgetary control are: (a) appropriated
budget, (b) legally authorized non-appropriated
budget review and approval process, which is
outside the appropriated budget process or (c) nonbudgeted financial activities, which are not subject to the appropriated budget and the appropriation
process or to any legally authorized nonappropriated budget review and approval process, but still are relevant for sound financial
management and oversight.
LEVY - (Verb) to impose taxes, special
assessments or service charges for the support of
governmental activities; (noun) the total amounts of
taxes, and/or special assessments and/or service
charges imposed by a governmental agency.
LICENESES AND PERMITS - Charge designed
to reimburse City for costs of regulating activities
being licensed, such as licensing of animals and
bicycles, etc.
LIEN - A claim on assets, especially property, for
the payment of taxes or utility service charges.
LIQUIDITY - Refers to the ability to rapidly
convert an investment into cash.
LOCAL AGENCY INVESTMENT FUND
(LAIF) - Was established by the state to enable
treasurers to place idle funds in a pool for
investment. Each agency is currently limited to
LAIF to an investment of $20 million plus any bond
proceeds.
MISSION STATEMENT- A succinct description
of the scope and purpose of a City department.
MEASURE C PARCEL TAX – A measure pass
by the voters on the November 2006 ballot that calls
for a 10 year special tax on all City parcels.
Revenue generated from such tax will be used for
public safety and crime prevention programs.
MOTOR VEHICLE IN-LIEU FEES - State
residents pay a fee to the State each year that is
computed as a percent of the depreciated value of
their motor vehicles. Each city and county in
California receives a portion, based on population,
of the total motor vehicle license fees collected by
the State. In 2004, the State reduced local
government allocation from 2.0% to 0.67%. The
difference of 1.33% was a swap for local property
tax, now known as Property Tax in Lieu of VLF.
OBJECTIVES - The expected results or
achievements of a budget activity which can be
measured and achieved within a given time frame.
Achievement of the objective advances the
organization towards a corresponding goal.
OPERATING BUDGET - Annual appropriation
of funds for on-going program costs, including
GLOS- 5
salaries and benefits, services and supplies, debt
service and capital outlay.
ORDINANCE - A formal legislative enactment by
the City Council. It has the full force and effect of
law within City boundaries unless preempted by a
higher form of law. An ordinance has a higher legal
OTHER EXPENDITURES- This category
reflects transfer outs of the General Fund and excise
tax settlement payments. Transfers are used to
move funds to other operating funds in order to
finance the operations of another fund or to
reimburse the other fund for certain services
provided to the General Fund.
OTHER FINANCING SOURCES -
Governmental fund general long-term debt
proceeds, amounts equal to the present value of
minimum lease payments arising from capital
leases, proceeds from the sale of general fixed
assets, and operating transfers in.
OTHER FINANCING USES - Governmental
fund operating transfers out and the amount of
refunding bond proceeds deposited with the escrow
agent. Such amounts are classified separately from
expenditures on the governmental operating
statement.
OTHER REVENUES - This category includes
reimbursements from other government agencies,
interest earned on investments and contributions.
This category also includes some loan repayments
made to the General Fund, i.e., from the
Redevelopment Agency for budget purposes only.
OVERHEAD ALLOCATION - A methodology
for identifying and allocating overhead, (indirect)
costs incurred by central services departments to
the direct cost programs.
OVERSIGHT BOARD – this board provides
some oversight to the Successor Agency (see
definition) and has the fiduciary responsibility to
holders of enforceable obligations and the taxing
entities that benefit from the distribution of the
revenues, especially property tax revenue.
PERFORMANCE MEASURE- An annual
indicator of achievement or measures of prediction
for a program of work unit as defined in the
organization of the budget. Measures may be
expressed as a number count, fraction, or a percent
of achievement related to the size of the problem or
service being provided.
PERMITS, FEES AND CHARGES FOR
SERVICES- This category includes the City’s
charges and fees for licenses and permits issued by
the City; as well as, the community development
services of staff, provided to customers. The
license and permit revenues are designed to
reimburse the City for costs of regulating the
activities being licensed. Fees and charges for
services are imposed to support services provided
to individuals and businesses.
PERS - Public Employees’ Retirement System.
P.O.S.T - Peace Officer Standards and Training - a
State reimbursement program for Police Officer
Training.
PROPERTY TAX - Homes, businesses, and other
taxable real and personal property are subject to a
property tax rate of 1% of assessed value. Since
Proposition 13 was enacted in 1978, the assessed
valuation of real property in the “base year” of
1975-1976 may increase each year by the change in
the Consumer Price Index (CPI), not to exceed 2%
as long as it is held by the same owner. When there
is a transfer of property ownership, or when
property is newly constructed, it is reappraised at its current full market value. The property tax is
imposed on real property (land and permanently
attached improvements such as buildings) and
tangible personal property (movable property)
located within the state. By definition, this ad
valorem tax is based on the property value, as
defined in law, rather than on a fixed amount or
benefit.
ADOPTED BUDGET - The financial and
operating document submitted by the City Manager
to the City Council for consideration.
PROPOSITION 13 - Article XIIIA of the
California Constitution, commonly known as
Proposition 13, which limits the maximum annual
increase of any ad valorem tax on real property to
1% of the full cash value of such property.
PURCHASED SERVICES - This category covers
a wide-range of services such as consulting
services, outside professional, legal, and auditing
GLOS- 6
services, county services, i.e., supplemental police
patrol, and animal control services; City facilities
maintenance services, etc.
RDA - Redevelopment Agency.
RECEIVABLES-REDEVELOPMENT
AGENCY- This receivable sets out amounts due
the City from the Redevelopment Agency making
those funds unavailable for appropriations until
received.
REGULAR POSTISION - Any permanent
position in the classified service that is required to
be filled through certification, or by provisional
appointment.
REIMBURSEMENT FOR STATE
MANDATED COSTS - Article XIIIB, Section 6
of the California Constitution which requires the
State to reimburse local agencies for the cost of
state-imposed programs. Process is commonly
called “SB 90” after its original 1972 legislation.
RESERVE - An account used to record a portion
of the fund balance as legally segregated for a
specific use, usually at a future time.
RESOLUTION - A special order of the City
Council which has a lower legal standing than an
ordinance.
REVENUES - Monies received or anticipated by a
local government from both tax and non-tax
sources during the fiscal year.
SALARIES AND BENEFITS - This major
category accounts for full-time and part-time
employees, overtime expenses and all employee
benefits, such as medical, dental, retirement, life
insurance, long term disability, and workers
compensation. Where applicable, uniform
allowance is also included in this category.
SALES TAX - This tax is levied on goods and
services at the point-of-sale. Sales tax in San Mateo
County is 8.25% of which approximately 1% is
returned to East Palo Alto for those sales which take
place in East Palo Alto.
SB 90 - Reimbursement process for state mandated
costs, named after its original 1972 legislation.
SERVICE CHARGES - Charges imposed to
support services to individuals or to cover the cost
of providing such services. The fees charged are
limited to the cost of providing the service or
regulation required (plus overhead).
SERVICES - Expenditures/expenses for services.
SINGLE AUDIT - An audit performed in
accordance with the Single Audit Act of 1984 and
the Office of Management & Budget (OMB)
Circular A-128, Audits of State and Local
Governments. The Single Audit Act allows or
requires governments (depending on the amount of
federal assistance received) to have one audit
performed to meet the needs of the federal agencies.
SPECIAL REVENEUE FUND - A fund used to
account for the proceeds of specific revenue
sources (other than expendable trusts or major
capital projects) that are legally restricted to
expenditure for specific purposes. GAAP only
require the use of special revenue funds when
legally mandated.
SUCCESSOR AGENCY – designated as the
entity to the former redevelopment agency. The
agency is given the authority, rights, powers,
duties, and obligations previously provided to the
former redevelopment agency under the
Community Redevelopment Law, except for those
that were repealed, restricted or amended in
Assembly Bill 1X26. The purpose of the agency
are 1)make payments on the redevelopment
agency’s enforceable obligations; and 2)wind
down the activities of the redevelopment agency.
SUPPLEMENTAL PROPERTY TAX - In the
event a property changes ownership, the county
collects a supplemental property tax assessment in
the current tax year by determining a supplemental
value. In future tax periods, the property carries the
full cash value.
SUPPLIES AND MATERIALS - This category
of expenses relates to supplies needed and required
to operate as a cost of doing business. Some of the
major supplies consist of general office supplies,
safety supplies, utilities and fuel for City vehicles,
etc.
GLOS- 7
TAX - Compulsory charge levied by a government
for the purpose of financing services performed for
the common benefit.
TAX ALLOCATED BONDS - Bonds issued by
redevelopment agencies to revitalize blighted and
economically depressed areas of the community
and to promote economic growth.
TAX BASE - The objects or transactions to which
a tax is applied (e.g., parcels of property, retail
sales, etc.). State law or local ordinances define the
tax base and the objects or transactions exempted
from taxation.
TAX INCREMENT FINANCING - A tax
incentive designed to attract business investment by
dedicating to the project area the new property tax
revenues generate by redevelopment. The increase
in revenues (increment) is used to finance
development-related costs in that district.
TAX RATE - The amount of tax applied to the tax
base. The rate may be flat, incremental or a
percentage of the tax base, or any other reasonable
method.
TEMPORARY POSITION - A non-regular,
temporary position created to meet a peak workload
or other unusual work situation; can include
seasonal or recurrent intermittent employment.
TRANSIENT OCCUPANCY TAX (TOT) - This
is a general tax imposed on occupants for the
privilege of occupying rooms in hotels, motels,
inns, or other lodging facilities for 30 days or less.
The current tax rate in East Palo Alto is 12%. Of
the total tax anticipated to be received by the City,
there is a 10% set-aside for children, youth, senior
and families services and another 10% for housing
services for the residents of East Palo Alto.
TRUST FUNDS - Funds used to account for assets
held by a government in a trustee capacity for
individuals, private organizations, other
governments and/or other funds.
UNDESIGNATED FUND BALANCE - The City
will maintain an Undesignated General Fund
Balance to help mitigate the effects of such
unanticipated situations as the following:
a) Economic downturns
b) Loss of revenues to or imposition of
additional costs by other
governmental agencies
c) Errors in financial forecasting
d) Natural disasters
UNRESERVED FUND BALANCE - That
portion of a fund balance available for spending or
appropriation in the future.
UTILITY USER’S TAX - This tax is imposed on
the consumer (residential or commercial) of utilities
– electric, gas, cable television, and telephone
services. The current tax rate is 5%. The tax is
collected by the companies providing the service as
part of their billing process and is issued to the City.
VLF - See Motor Vehicle In-Lieu Fee.
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