East Palo Alto City Council
July 25, 2023

East Palo Alto City Council July 25, 2023 Agenda Page 1 of 4

EAST PALO ALTO CITY COUNCIL

STUDY SESSION SPECIAL MEETING
July 25, 2023, 6:00 PM
EPA Government Center
2415 University Ave, First Floor
East Palo Alto, CA 94303
NOTICE
This meeting will be held virtually and in-person at the Council Chambers located on 2415 University Ave, First Floor East Palo Alto, CA 94303. The virtual portion of this City Council meeting will be conducted in accordance with City of East Palo Alto Resolution adopted pursuant to Assembly Bill 361.

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

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International numbers available: https://zoom.us/u/aMWYF4KT East Palo Alto City Council July 25, 2023 Agenda Page 2 of 4

1. CALL TO ORDER AND ROLL CALL

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

3. APPROVAL OF CONSENT CALENDAR

1. 2023 TOT Recommendations*
Recommendation: Adopt a Resolution approving:

1. For Calendar Year 2023 funding cycle only, appointment of a one-time Internal Review Panel comprised of City Staff to recommend awards of the Transient Occupancy Tax (TOT) community funds in place of the Community Grants Review Panel; and

2. The Internal Review Panel’s proposed funding recommendations for Calendar Year 2023 Transient Occupancy Tax (TOT) grants.
*Added one attachment to the staff report (TOT Final Proposals)

2. Police Patrol Vehicles
Recommendation: Adopt a resolution:

1. Authorizing the City Manager to issue a purchase order in favor of National Auto Fleet Group to purchase two (2) 2023 Dodge Durango Police Vehicles for the Police Department in an amount not to exceed $104,752.98.

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

3. Approval of Classification and Compensation Schedules for New, Revised, Retitled, and Reclassified Positions
Recommendation: Adopt a resolution:

1. Approving the following amendments to the City’s Classification and Compensation Schedule;
a. Adopt the revised Salary Schedule for the new classifications; b. Revise classification specification for the Grants Coordinator; c. Create new classification, related specifications, salary schedule and 1.0 FTE allocation for Management Analyst I/II (1-year Limited Term Duration); d. Reclassify the following positions: Human Resources Technician to Human Resources Technician I/II, Finance Senior Management Analyst to Accountant Senior, and Code Enforcement Officer I/II to Building Inspector / Neighborhood Preservation Officer I/II;
e. Retitle the classification: Neighborhood Preservation Officer I/II; f. Create the new classification specification for “Extra Help Retired Annuitant”;

2. Authorizing the City Manager to make non-substantive corrections to related specifications and schedules that do not affect authority, autonomy, level of position, or scope or breadth of work.

East Palo Alto City Council July 25, 2023 Agenda Page 3 of 4

4. STUDY SESSION

1. TDM Program and RBD TDM/TMA Study Session
Recommendation: Accept the staff report and provide input on a proposed framework for implementing the Transportation Demand Management (TDM) Ordinance, formation of a Transportation Management Association (TMA), and Parking policies for the Ravenswood Business District/Four Corners TOD (RBD) Specific Plan Update.

5. ADJOURNMENT
This AGENDA is posted in accordance with Government Code Section 54954.2(a) This Notice of Availability of Public Records: All public records relating to an open session item which are not exempt from disclosure pursuant to the Public Records Act, that are distributed to the majority of the City Council will be available for public inspection at the City Clerk’s Office, 2415 University Avenue, East Palo Alto, CA at the same time that the public records are distributed or made available to the City Council. Such documents may also be available on the East Palo Alto website www.cityofepa.org subject to staff’s ability to post the documents prior to the meeting. Information may be obtained by calling (650) 853-3100.

The City Council meeting packet may be reviewed by the public in the Library or the City Clerk's Office. Any writings or documents pertaining to an open session item provided to a majority of the City Council less than 72 hours prior to the meeting, shall be made available for public inspection at the front counter at the City Clerk's Office, 2ND Floor, City Hall, 2415 University Avenue, East Palo Alto, California 94303 during normal business hours.

Information distributed to the Council at the Council meeting becomes part of the public record. A copy of written material, pictures, etc. should be provided for this purpose.

East Palo Alto City Council Chambers is ADA compliant. Requests for disability related modifications or accommodations, aids or services may be made by a person with a disability to the City Clerk's office at (650) 853-3127 no less than 72 hours prior to the meeting as required by Section 202 of the Americans with Disabilities Act of 1990 and the federal rules and regulations adopted in implementation thereof.

DECLARATION OF POSTING
This Notice is posted in accordance with Government Code §54954.2(a) or §54956. Members of the public can view electronic agendas and staff reports by accessing the City website. Under penalty of perjury, this Agenda was posted to the public at least 72 hours prior to the meeting.

POSTED: July 21, 2023
AMENDED: July 24, 2023
ATTEST:

James Colin
City Clerk
Future Meetings:

Meeting Date Time
Regular Meeting September 5, 2023 6:30 p.m.

Regular Meeting September 19, 2023 6:30 p.m.

Study Session September 26, 2023 6:00 p.m.

East Palo Alto City Council July 25, 2023 Agenda Page 4 of 4

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: July 25, 2023
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Maurice Baker, Acting Community Services Manager
Melvin E. Gaines, City Manager
SUBJECT: 2023 TOT Recommendations
Recommendation
Adopt a Resolution approving:

For Calendar Year 2023 funding cycle only, appointment of a one-time Internal Review Panel comprised of City Staff to recommend awards of the Transient Occupancy Tax (TOT) community funds in place of the Community Grants Review Panel; and The Internal Review Panel’s proposed funding recommendations for Calendar Year 2023 Transient Occupancy Tax (TOT) grants.

Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
· Enhance Community Services and Parks for Residents
Background
City Code and Policies Related to TOT Grants
Chapter 3.68 of the Municipal Code, the uniform transient occupancy tax (TOT ordinance), establishes the imposition of a 12 percent tax on hotel rents for transient stays. In 2002, East Palo Alto voters modified the TOT ordinance requiring dedication of 10 percent of TOT revenue to affordable housing and 10 percent to children, youth and family services, including senior citizens (CYFS).

According to the Municipal Code Section 3.68.150, although TOT funding may be used for “any legitimate municipal purpose,” CYFS revenues can only be used to:

3.1 Packet Pg. 5
Support comprehensive, integrated, and community-based systems of services and support systems for children, youth, and their families and senior citizens to promote individual and community health, recreation, and cultural arts, and;
Exclusively to fund grants or loans to nonprofit service providers headquartered in East Palo Alto OR for which a majority of clients served are East Palo Alto residents.

On May 20, 2014 (Policy and Action Item #9D), the City Council adopted a policy to use a TOT Grant Review Panel comprised of a City staff member, a representative from the Four Seasons Hotel, a small business representative, an East Palo Alto resident and subject matter expert(s).

Calendar Year 2023 TOT Grants Process
The City initiated the Calendar Year 2023 CYFS funding cycle in January, launching the TOT Grants Process as follows:
· January 6, 2023: Published Notice of Funding Availability (NOFA) for Transient Occupancy Tax (TOT) and Summer Park Activation proposals. · January 26, 2023: Held mandatory Informational Session(s) virtually with 28 individuals.
(The City requires CYFS funding applicants to attend a mandatory information session to be eligible for funds. In recent years, staff has seen a decline in informational session attendees. Previous funding rounds have seen 30-40 attendees at these sessions, this year, only 28 people attended.)
· February 24, 2023: All applications were submitted with supporting documentation to City of East Palo Alto staff.
· March 20, 2023: Staff reviewed 11 proposals.
· May 16, 2023: Council approved a Community Grants Review Panel comprised of the following persons:

Table 1- 2023 Recommended TOT Grants Review Panel
TOT CGRP Organizations Category
Michelle Goudeaux Columbia Property Trust Large Business Debra Turner Above All Insurance Small Business
Marcia Perez Perez Immigration Law Resident
Sarahi Espinoza-Salamanca Sobrato Organization Expert
Q. Smith East Palo Alto Resident Resident
At the May 16, 2023 City Council meeting, staff communicated to the City Council a plan to convene the TOT Grant Review Panel in June or July and to bring forward funding

3.1 Packet Pg. 6
recommendations by the end of July. The TOT (Community) Grants Review Panel that the City Council appointed on May 16, 2023 has not been able to meet. Because of this, TOT grant funding recommendations have been delayed. Considering the City Council’s August recess and a desire to not further delay funding recommendations, staff proposes that the funding recommendations made by an Internal Review Panel be considered by the City Council.

Analysis
Internal Review Panel
While there is a precedent for the TOT (Community) Grants Review Panel, the appointed panel has not been able to convene due to scheduling challenges. If the panel is able to convene in August, the earliest that the City Council would be able to consider recommendations would be September. Many of the proposed activities that organizations have requested funds for are scheduled for summer. To enable summer activities, staff recommends that the City Council expedite TOT Grants funding distribution by approving appointment of an internal Staff review panel. This internal panel would only be used for the current funding cycle. temporary appointment of an Internal Review Panel.

The Community Services Manager convened an Internal Review Panel to review TOT funding applications. The internal panel was comprised of:

1. Jeff Liu (Chief of Police)

2. Ana Torres-Mondragon (Human Resources Manager)

3. James Colin (City Clerk)

4. Maurice Baker (Acting Community Services Manager)
This panel reviewed the applications and made the funding recommendations listed below.

Recommended Funding
The City normally distributes $150,000 in TOT grants each funding cycle to vetted and approved community organizations that serve East Palo Alto residents. The City received a total of $176,000 in funding requests, however, the Internal Review Panel recommends a total of $150,000 be awarded, similar to previous years. Historically, funds have been extended out in small grants that have not exceeded $16,000 each and support organizations to conduct summer activities.

The Internal Review Panel Recommends the funding the following funding awards:

Table 2 - 2023 TOT Grant Recommendations
Organization Name Requested Amount Recommended Funding

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EPACenter for the Arts $16,000 $16,000
Fresh Approach $16,000 $15,000
Greyhoundz Athletic Club $16,000 $10,000
Hope Horizon $16,000 $15,000
Lewis & Joan Platt YMCA $16,000 $16,000
Live in Peace $16,000 $12,000
Mannakin Theater & Dance $16,000 $12,000
Onyxx Village Connection $16,000 $15,000
Retraining the Village $16,000 $15,000
St. Mark AME Zion Church $16,000 $14,000
Step It Up Dance $16,000 $10,000

Total $176,000 $150,000
Alternative Options
If the City Council desires, City staff can move forward with reconvening the previously approved Community Grants Review Panel. While this will delay the release of funding, it would keep the process in line with what has been done historically. With the August City Council recess, the earliest staff could bring this item back to the Council for their approval will be in September.

Fiscal Impact
The recommended funding will result in a fiscal impact of $150,000 to the TOT fund. As of June 2023, the balance of the TOT fund was $1,190,236.30.

Environmental
The proposed action does not constitute a “project” with the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines sections 15378(b)(4) and (5) in that it is a governmental fiscal, organizational or administrative activity that will not result in direct or indirect changes in the environment.

Attachments

1. 2023 TOT Recommendations Resolution

2. 2023 TOT Final Proposals

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Resolution No. 56-2023 1 of 2
RESOLUTION NO. _______– 2023

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO

APPOINT ONE-TIME INTERNAL REVIEW PANEL COMPRISED OF CITY STAFF TO RECOMMEND

AWARDS OF THE TRANSIENT OCCUPANCY TAX (TOT) COMMUNITY FUNDS IN PLACE OF THE COMMUNITY GRANTS REVIEW PANEL; AND APROVE INTERNAL REVIEW PANEL’S PROPOSED FUNDING RECOMMENDATIONS FOR CALENDAR YEAR 2023 TOT GRANTS WHEREAS, pursuant to Chapter 3.68 of the Municipal Code, the uniform transient occupancy tax (TOT) ordinance, establishes the imposition of a 12 percent tax on hotel rents for transient stays; and
WHEREAS, in 2002, East Palo Alto voters modified the TOT ordinance requiring dedication of 10 percent of TOT revenue to affordable housing and 10 percent to children, youth and family services, including senior citizens (CYFS); and
WHEREAS, pursuant to to the Municipal Code Section 3.68.150, although TOT funding may be used for “any legitimate municipal purpose,” CYFS revenues can only be used to support services and support systems for children, youth, and their families and senior citizens to promote individual and community health, recreation, and cultural arts and exclusively fund grants or loans to nonprofit service providers headquartered in East Palo Alto or for which a majority of clients served are East Palo Alto residents; and
WHEREAS, on May 20, 2014, the City Council adopted a policy to use a TOT Grant Review Panel comprised of a City staff member, a representative from the Four Seasons Hotel, a small business representative, an East Palo Alto resident and subject matter expert(s); and WHEREAS, on January 6, 2023, the City of East Palo Alto published a Notice of Funding Availability (NOFA) for TOT and Summer Park Activation proposals; and WHEREAS, on January 26, 2023, the City held mandatory Informational Session(s) virtually with 28 individuals;
WHEREAS, on February 24, 2023, all applications were submitted with supporting documentation to City of East Palo Alto staff; and
WHEREAS, on March 20, 2023, City of East Palo Alto staff reviewed 11 proposals; and’ WHEREAS, on May 16, 2023, the East Palo Alto City Council approved a Community Grants Review Panel comprised of the following persons:

TOT CGRP Organizations Category
Michelle Goudeaux Columbia Property Trust Large Business Debra Turner Above All Insurance Small Business
Marcia Perez Perez Immigration Law Resident
Sarahi Espinoza-Salamanca Sobrato Organization Expert
Q. Smith East Palo Alto Resident Resident

3.1.a
Packet Pg. 9
Attachment: 2023 TOT Recommendations Resolution (2741 : 2023 TOT Recommendations) Resolution No. 56-2023 2 of 2
WHEREAS, on July 25, 2023, the TOT (Community) Grants Review Panel that the City Council appointed on May 16, 2023 has not been able to meet; given the impending August recess and to ensure no further delay in funding recommendations, staff recommends that the funding recommendations made by an Internal Review Panel be considered by the City Council comprised of the following city personnel for the Calendar Year 2023 funding cycle only:
• Jeff Liu (Chief of Police)
• Ana Torres-Mondragon (Human Resources Manager)
• James Colin (City Clerk)
• Maurice Baker (Acting Community Services Manager)
WHEREAS, to ensure no further delay, staff convened the Internal Review Panel in anticipation of the Council’s approval and to provide recommendations on TOT funding allocation; and

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

1. Finds the foregoing recitals are true and correct and incorporated by this reference into this action; and

2. For Calendar Year 2023 funding cycle only, appoints a one-time Internal Review Panel comprised of City Staff to recommend awards of the Transient Occupancy Tax (TOT) community funds in place of the Community Grants Review Panel:
• Jeff Liu (Chief of Police)
• Ana Torres-Mondragon (Human Resources Manager)
• James Colin (City Clerk)
• Maurice Baker (Acting Community Services Manager)

3. Approves the Internal Review Panel’s proposed funding recommendations for Calendar Year 2023 Transient Occupancy Tax (TOT) grants, as follows:

Organization Name Requested Amount Recommended Funding
EPACenter for the Arts $16,000 $16,000
Fresh Approach $16,000 $15,000
Greyhoundz Athletic Club $16,000 $10,000
Hope Horizon $16,000 $15,000
Lewis & Joan Platt YMCA $16,000 $16,000
Live in Peace $16,000 $12,000
Mannakin Theater & Dance $16,000 $12,000
Onyxx Village Connection $16,000 $15,000
Retraining the Village $16,000 $15,000
St. Mark AME Zion Church $16,000 $14,000
Step It Up Dance $16,000 $10,000
Total $176,000 $150,000

3.1.a
Packet Pg. 10
Attachment: 2023 TOT Recommendations Resolution (2741 : 2023 TOT Recommendations) Resolution No. 56-2023 3 of 2
PASSED AND ADOPTED this 25th day of July 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Lisa Gauthier, Mayor
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk John D. Lê, City Attorney

3.1.a
Packet Pg. 11
Attachment: 2023 TOT Recommendations Resolution (2741 : 2023 TOT Recommendations) Project Service Category
Sports & Recreation/Summer Camp/Year Round
Goals and Objectives
The objective of the East Palo Alto Greyhounds is to establish scholastic standards, excellence in training, and travel opportunities that will set a local precedent for excellence amongst local youth sports associations. Community-based sports programs have been drastically cut, leaving the children of East Palo Alto/Belle Haven without avenues to direct their time and energy.

These children are continually at risk for misdirection and violence. Our association runs on a year-round basis. Our members’ ages range from 5-18 years. We compete in various athletic competitions throughout the year, primarily on the weekends. This means that our association usually runs 6-7 days a week. This gives our program members far less time for misdirection and or violent crimes.

How many clients you intend to serve
Our program serves between 250-300 youth student-athletes per year.

Project Timeline
Year Round Project (due to the different youth sports seasons) Mission Statement
The mission of the Greyhounds is to develop strength of mind, spirit and character within young people throughout the community. We provide our participants with physically and mentally challenging experiences, creating a sense of personal and team spirit as well as unforgettable memories that contribute to lifelong success. Our participants have the opportunity to be nationally recognized as they mature as student athletes. We develop scholars who understand leadership, teamwork, fidelity and humanity. We provide experienced coaches and tutors to make sure that our members are receiving clear instruction. Equal respect, loyalty, service and opportunity are given to all citizens of our culturally diverse community.

Organizations History
Since the inaugural season (2006) of the EPA Greyhounds Youth Athletic Association we have consistently grown. In twelve seasons of Track & Field competition, we have produced more than 25 All-American U.S.A. Youth Track & Field Athletes, Elite High School Athletes and 9-10 Division 1 NCAA Student Athletes. In 2006, our very first summer of National Competition, Warren Morrison (13 years old) became the first Greyhound to place first in the 100 meter sprint in a National Competition. (Eugene, Oregon Track City Classic). In 2007 Willie Teo-Clifton (10 years old) finished sixth in the Country in the Javelin Throw (Walnut, California). In 2008 Aishah Ahmad (10 years old) took first place in the 200 meter dash in a National Championship in Hershey, Pennsylvania (Hershey Meet). Also, in 2008 our Greyhounds Youth Football & Cheer programs were born. This gave us the chance to have access to our youth on a year round basis.

In 2013 the Greyhounds Football Team (11u) became the first youth football team in history to go to Florida and compete for a National Championship. Last year we had A football athlete receive a football scholarship to Fresno State Univ (Jordan Mims), a Track & Field athlete get a track scholarship to the Univ of Washington (Brandon Bains) and another track & field athlete graduate from San Diego State (Micha Auzenne). This is exactly what the long term objective of being a part of this program is to build up the “Premier Student/Athlete”. Last season (2022) we finished the season with 14 Junior Olympic Athletes named to the Youth All-American Team.

3.1.b
Packet Pg. 12
Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) This was a huge accomplishment for the Greyhounds. We are looking forward to the Junior Olympics this upcoming summer, as they will be held at the University of Oregon.

Increasing Achievement
This past season (2022) was the finest overall season for the Greyhounds program. We had 42 kids qualify for Junior Olympics (Greensboro, North Carolina), the most ever to qualify for the Junior Olympics in team history. We won 13 medals at the Junior Olympics (including 2 gold medals). our football & cheer programs had taken a two year absence from participation. 2023 was supposed to be a rebuilding year for our football & cheer program but the youth seemed to have different ideas on their minds. Our 10u boys football team started out with a 7-1 record.

Our 8u cheer team also were crowned champions of our league in our first returning year. We really feel that the grants from TOT have been huge reasons and direct results of the success of our program over the years. As a non-profit organization working with underserved youth, we are committed to keeping membership fees to a minimum. We feel our members should be exposed to as many positive experiences as possible. Practice and competition/game days are what we would like young people to focus on most. As such, we are requesting the assistance of the TOT so that we can provide all of the supplies, equipment and travel opportunities that are necessary to achieve the aforementioned mission, objectives, and goals.

3.1.b
Packet Pg. 13
Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations)

EPACENTER
2023 TOT SMALL GRANT PROPOSAL

CITY OF EAST PALO ALTO
Organizational Mission
EPACENTER’s mission is to increase opportunities for youth to discover and amplify their talents, realize their potential, and impact the world through creative expression. Offering free, year-round arts education classes for youth ages 6-18, paid job training in high-wage creative fields for young adults ages 18-25, and socio-emotional wellness programs that focus on physical, emotional and nutritional health, EPACENTER envisions a future where all young people in EPA can become innovators.

Organizational History
EPACENTER owes its existence to the youth of East Palo Alto (EPA).

From 2010-2017, with funding from the John and Marcia Goldman Foundation (JMGF) and with the guidance of researchers at the Gardner Center for Youth and their Communities at Stanford, EPA youth used a community-research process to document the lack of comprehensive creative development programs in EPA. Students established the need for the arts ed in EPA as well as a dedicated space for this purpose. They chose the types of programs that were most preferred by the community and EPACENTER launched these free arts education programs in 2018. Youth also selected a site for the EPACENTER building and worked with the facility’s architect on the building’s design. JMGF then purchased an empty parcel of land and paid for the construction of the building.

The new, LEED Platinum-certified, 25,000-square-foot youth development facility opened in early 2022. The building includes visual, dance and recording studios, a maker space, digital media labs, music practice rooms, a black box theater and an outdoor amphitheater.

In response to the pandemic, the next generation of youth who served on the organization’s youth advisory council noted how their lives had been affected by the public health crisis and said that health disparities, racial injustice, and economic turmoil were affecting them more than ever. They asked EPACENTER to remain focused on creativity while addressing their economic challenges and mental health. Consequently, the organization added internships in high-wage creative fields and wellness programs to its offerings.

Since youth in the community—over 150—had been deeply engaged in shaping so many aspects of EPACENTER as an organization, the natural progression was to add youth to EPACENTER’s Board of Directors. In September 2022, EPACENTER named two former Youth Action Committee members to its Board. Lastly, EPACENTER students and parents serve on the organization’s two advisory committees.

3.1.b
Packet Pg. 14
Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) Project Proposal
EPACENTER respectfully requests $16,000 in support from the City of East Palo Alto for the EPACENTER 2023 Summer Arts Enrichment (SAE) Program. The 2023 SAE Program will provide free classes in the arts to up to 80 EPA youth, ranging in age from 6-10. Classes will take at EPACENTER in East Palo Alto every weekday for six weeks for four hours per day, providing a total of 120 hours of instruction to youth in East Palo Alto. Each participant will enroll in 4 one hour-long classes per day in visual art, dance, music, design, film, or photography, taught by professional artists who will be assisted in class by counselors. Students will be able to choose from the following list of classes:
• Animation: Animation, Illustration, Cartooning, Stop Motion Animation, or 2-D Animation • Dance: Hip Hop, Ballet, African Dance, or Lyrical dance • Visual Arts: Painting, Drawing, Sculpture Arts & Crafts, or Jewelry-Making • Music: Piano, Drumming, Violin, Choir, Guitar, Ukulele, or Music Production • Digital Media: Photography or Digital Drawing
The curriculum for each artistic discipline will align with California Arts Standards for Public Schools, Pre-kindergarten Through Grade Five, in dance, music, theater, digital media, and visual arts. The curricula will provide beginning level instruction and advances with each class, resulting in the cumulative acquisition and application of skills and knowledge for each age group. Classes will be responsive to the developmental needs of different learners and allow for different proficiency levels. Every student will participate, with a goal of helping each student achieve their highest level of accomplishment. Class content will be culturally-relevant and culturally responsive, with teaching and instructional practices that include a variety of cultures and ethnicities, and are free from bias in the portrayal of ethnic groups, gender, age, cultures, religion, and people with disabilities. Classes will often be taught in English and Spanish, which benefits English Language Learners. Classroom assistants will assist teachers in the classroom to provide extra support for students with disabilities.

The program will serve East Palo Alto youth, ages 5-10, who either qualify for free/reduced lunch at school, live in a household that qualifies for Medi-Cal, CalFresh, or CalWorks during the current academic year in which the child is registered, or live in a low-income household as defined by 2022 San Mateo County Income Limits. Documentation of an applicant's ability to meet these eligibility criteria will be required.

To recruit participants for the program, staff will visit local schools and community organizations, distribute mailings, post on social media, send out flyers via the City of East Palo Alto newsletter, and meet one-on-one with families, with all written communications being distributed in multiple languages and one-on-one meetings taking place in the language of each attending family. Parent tours will also be conducted of the 25000 sq. foot EPACENTER facility.

The goal of the SAE program is to broaden EPA youth’s 21st Century Learning Skills and high-wage career prospects. Indicators of success for the achievement of this goal include the % increase in youth participants’ 21st Century Learning Skills: 1.) % increase in creativity; 2.) % increase in ability to persevere through obstacles; 3.) % increase in ability to collaborate with others; 4.) % increase in ability to work effectively with others as part of a team to achieve a group goal. Pre- and postprogram self-assessment surveys will be distributed to students to determine the program’s impact on these areas.

3.1.b
Packet Pg. 15
Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) Fresh Approach
Connecting vulnerable and low-income residents with healthy food options in East Palo Alto.

Project Service Category: Seniors - providing affordable access to healthy, culturally appropriate food and nutrition education for seniors and families; Leadership Development - offering paid internship opportunities at the East Palo Alto (EPA) Community Farmers’ Market; After School/Academic Support - ensuring EPA’s youth has nutritious food to promote academic achievement and internship opportunties.

Mission: Fresh Approach’s mission is to connect communities with healthy food from California farmers and expand knowledge about food and nutrition. This project supports the mission by connecting low-income EPA households with locally grown, culturally appropriate food, enhancing health outcomes for entire families. It also creates resource-sharing and educational opportunities to learn about nutrition.

Youth Academic Achievement: Studies indicate that nutritional deficiencies can impact cognitive outcomes in school-aged children, and healthier meals can improve academic outcomes (Anderson et al., 2018; Sorhaindo & Feinstein, 2006). Nutrition incentive interventions can positively impact health and local economic growth (Nugent et al. 2021), which can in open up opportunities for reinvestment in education and after-school programs. Fresh Approach manages the EPA Community Farmers’ Market, and 80% of low-income shoppers at the market have school-age children (~2.4 children/household). In 2022, Fresh Approach distributed over $50,000 in dollar-for-dollar matching incentives to low-income families to spend on fresh fruit and vegetables. By doubling their purchasing power, we are ensuring that fresh, healthy food is not just reaching the 1,000+ unique shoppers, but their children as well.

Supportive Community Environment: In the wake of the socioeconomic impacts of both the pandemic and inflation, the EPA Community Farmers’ Market offers a space that reinforces healthy behaviors and community connections within the city by reducing barriers for families and seniors to access high quality food and nutrition education. Our community partners in EPA include The Primary School, Nuestra Casa, Mannakin Theater & Dance, Boys and Girls Club, College Track, the Ravenswood Family Health Center, and the EPACENTER, and we look forward to exploring new partnerships in the coming year. In addition to supporting low-income families and seniors with incentives, Fresh Approach will host cooking demonstrations as part of a multi-language campaign to enhance awareness of culturally appropriate, local produce, creating space in which knowledge can be shared across generations.

Work Plan & Timeline:

Goal 1: Alleviate food insecurity; increase purchasing power for healthy, culturally-relevant food; and provide opportunities to better career outcomes. ● 1.1: Operate the EPA Community Farmers’ Market on a weekly basis (April 2023 - November 2023).

3.1.b
Packet Pg. 16
Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) ● 1.2: Offer Fresh Approach’s program at the EPA Community Farmers’ Market by distributing $55,000 in healthy food incentives to low-income families (April 2023 - November 2023).
● 1.3: Partner with CollegeTrack to host two first-generation college students with eight-week paid internships for summer 2023, to provide support to the farmers’ market operations (June 2023 - August 2023).

Goal 2: Increase awareness of and access to nutrition education, community connections and resources for low-income and underserved community members
● 2.1: Host monthly cooking demonstrations at the market as part of a multi-language marketing campaign to reach and enhance awareness of culturally appropriate fruit and vegetables (May 2023 - November 2023). ● 2.2: Expand awareness around the market and other benefit programs to families with younger children by targeting promotion to local schools (e.g., via Peachjar), the WIC center, and other local organizations serving EPA families (July 2023 - November 2023).
● 2.3: Promote community participation by securing regular tabling schedules for local organizations during the Summer 2023.

Evaluation Plan
● Collect insights and feedback through detailed transaction and purchasing data, in-depth shopper surveys, meetings with community partner organizations, and Fresh Approach’s Community Advisory Board.

Clients served: Through matching incentives program and increased education around healthy food and food access benefits, we will serve 7,500 individuals; 5-10 volunteers, and 2 First Gen college students to support project activities.

Organizational history and qualifications providing direct services: Our work in EPA is centered around: 1) Managing the EPA Community Farmers’ Market since 2018 - following the merger with an EPA-based nonprofit, Collective Roots; 2) Partnering with the Ravenswood Family Health Center to offer nutrition education and “prescription vouchers” to spend on fruit and vegetables since 2017; 3) operating the Collective Roots Community Garden, with free garden and compost resources since 2018.

Lead staff and qualifications: Isabel Medina, South Bay Food Access Program Manager — Isabel has managed the EPA Farmers Market since 2018, coordinated with farmers and vendors to sell at the market, and organized market promotion with community partners. Mary Anna Cazarez-Sterling, Community Engagement Program Specialist — Mary Anna started her work in the food access with Fresh Approach in 2022 as a Community Ambassador for the San Jose and Sunnyvale area, switching from Silicon Valley tech jobs to nonprofits for social justice. She helps distribute resources to shoppers at the EPA market, and holds a lead role in community outreach and engagement with our Community Advisory Board.

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations)

In order to run Camp Hope Horizon with the greatest impact, we look forward to collaborating with the city and its partners. A few of the metrics that will be used to gauge the success of our program include:
• Pre-program start survey
• Post-program end survey
• Pre & post academic evaluation
• Staff Debrief: Paid staff will debrief at the end of camp and assess the metrics and numbers to test them against pre-defined outcomes. Depending on the results, a plan will be devised for next year to improve program content and methodology.

Project management: We are happy to work with city staff as needed to have a kick-off meeting where we identify milestones, refine the scope of work, confirm our timeline, clarify specific roles and responsibilities and identify project resources. We are happy to join in City Council meetings as requested and other meetings with the city throughout the project to reflect on project milestones. We have ensured that internal protocols will be met according to our program plans, employee and volunteer trainings, metrics and documentation, reports and safety measures. Staff will help create a safe & caring environment for students.

Hope Horizon EPA academic program managers will oversee staff, students and implementation of camp. All staff undergo screening, interviews and a background check process. Staff also will go through a week of training to prepare them for their job at camp.

The training includes but not limited to the following: Camp Hope Horizon program overview, classroom leader management, internship roles and responsibilities & general roles and responsibilities, Hope Horizon policy and procedures, developmental characteristics for students in elementary & middle school, keys to positive discipline and adaptive strategies for STEAM based learning and lesson planning and how to do so effectively.

Community Outreach and Engagement Strategy:

By applying for this grant, we agree to the City’s expectations including recruitment to reach a favorable participation rate. We are happy to work with the City to identify outreach and community involvement. We have a long history of relationships throughout the city, including on the Westside where we hosted a City of EPA Parks Activation grant program last summer. This depth of experience will help us engage students and families in our programs. We will leverage those existing relationships. Also, because we have been running this program for many years, we should not have any trouble recruiting students.

Firm & Personnel Experience: Camp Hope Horizon staff are listed below. Names are linked to the biography section of our website. And, for our 4 full-time staff members, resumes are attached as an addendum:
• Camp Director: Waniya Bryant.
• Camp Program Managers: Rosie Valencia and Mona Tuitavake • Camp Support: Natessa Martinez, Director of programs
• Camp Classroom Leaders: 7 to 10 to be hired from the local community • Camp Interns: 5 to 8 to be hired from the local community • Camp Volunteers: we have a wide pool of volunteers from which to draw, from the community, students, churches, etc.

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) COVID-19 Protocol:

The following reflects Hope Horizon EPA’s current Covid-19 Protocols which are continually evolving:

Masking is now recommended but is not required for students and staff.

Our mitigation strategies such as hand washing/ sanitizing, cleaning protocols and high-quality air filtration will continue. Sick individuals who test positive or are symptomatic should mask and be isolated. If anyone is sick or has flu-like symptoms, we ask that they stay home. The current guidelines from the CDC recommend that sick individuals do not return until 5 days have passed since symptoms began. This policy will adjust as the climate evolves. Hope Horizon EPA may reinstate mandatory indoor masking when/if CDC data for community transmission level moves back to “High.” We have included our continually evolving full protocols as an addendum.

Remote Programming Plan:

In the case of remote programming due to mandated SIP or quarantine requirements for an ill student, supplies for each activity/lesson will be distributed to the home of the student. Bilingual instructions will be given with the activity/lesson supplies. Opportunity for parent or guardian engagement will be detailed for activities/lesson plans. Snacks and non-perishable food may also be added to the kit. Staff are accessible to students via email or phone, for added support.

Work Plan and Schedule:

Staff Schedule
TRAINING WEEK JUNE 12TH - JUNE 16TH

SUMMER PROGRAM
JUNE 20TH - JULY 28TH
SHOWCASE – JULY 28TH
DEBRIEF WEEK AUGUST 1ST - AUGUST 4TH
Daily Camp Schedule:
8:00A STAFF ARRIVE AND PREP
8:30A STUDENTS DROP OFF / BREAKFAST
9:00A CAMP START
9:15A SESSION 1
10:15A BREAK A
10:45A SESSION 2
12:00P LUNCH 1
12:15P LUNCH 2
1:00P SESSION 3
2:15P SESSION 4
3:15P STUDENT PICK UP
3:30P STAFF CLEAN AND PREP
4:00P STAFF OFF/PREP FOR NEXT DAY

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) Camp Hope Horizon Components - Activities & Enrichment
ACADEMICS: EXTRACURRICULARS: FIELD TRIPS DATES:

READING / ELA / WRITING SWIMMING / SPORTS 6/23/23
SCIENCE GARDENING 6/30/23
TECHNOLOGY / DESIGN PHOTOGRAPHY / FILM 7/7/23
VISUAL / DIGITAL ART DANCE / THEATRE / MUSIC 7/14/23
MATH / FINANCIAL MANAGEMENT COOKING / YOUTH VOICE IN LEADERSHIP 7/21/23 Academic Method: Project Based Learning
Project based learning is a specific teaching method in which students learn by actively engaging in real-world and personal meaningful projects.

SCIENCE, TECH & DESIGN, ENGINEERING, & MATH (STEM)
Camp Hope Horizon STEAM sessions aim to combine modern and engaging contexts relevant to students.

Students engage in the STEAM curriculum which will challenge students to use STEAM innovative thinking to build literacy, critical-thinking and problem-solving skills to solve real world problems and create new designs that benefit them holistically.

READING / ELA / WRITING
Summer reading & writing is a fundamental skill students will develop. Reading helps improve focus, memory, and communication skills. Students able to learn new things while reading. Students will read and write. This will help students with mitigating summer reading / language loss. Students will also become better writers.

VISUAL / DIGITAL ART
Staff lead the students in the exploration of their own identities as artists and collaborators by focusing on group generated behavioral agreements. Students begin by learning basic skills and terms, then scaffold upon these skills to create more complex pieces of art to create a final piece of art for the showcase.

THEATER (READERS THEATER)
Reader's theater is a strategy for developing reading fluency. It involves children in oral reading through reading parts in scripts. In using this strategy, students do not need to memorize their part; they need only to reread it several times, thus developing their fluency skills. The best reader's theater scripts include lots of dialogue and staff will use the Reading A-Z curriculum to implement it.

SWIMMING
Camp Hope Horizon hopes to partner with the Lewis and Joan Platt East Palo Alto Family YMCA for swimming lessons -- a vital life skill for all students. The objective is that students who learn to swim teaches them that training hard, working on techniques and stamina in the water are the keys to becoming a great swimmer.

This session will provide a sense of achievement and a general better quality of life.

YOUTH VOICE IN LEADERSHIP
Camp Hope Horizon aims to be a hands-on experience for the students to work together as a team to learn and grow as community leaders. Together students will play off each other's strengths and weaknesses to develop strategies for implementing what matters most to them and their community. Holistically providing personalized opportunities for staff to serve the whole student. Students will learn to develop different

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) leadership and life skills that will help them find new ways of thinking and problem solving. Students will also recognize the impact of their actions and teach them to take responsibility while developing deep affirmations. They will also learn to build confidence both in spoken skills and for group collaboration.

GARDENING
Gardening sessions will show students a broad range of sustainability topics, teach students the science of how organic food is grown and encourage them to make healthier choices through trying different fruits and vegetables. Students will also have opportunities for physical activity and learning life skills such as teamwork, patience, leadership and cooperation.

SPORTS
An introduction to sports in Camp Hope Horizon is a great way for students to stay active and engaged.

Students will learn the fundamentals of common sports like soccer and basketball. That means they will understand and apply proper technique, form, strategies, skills, and understanding of rules. At the same time, they will be practicing skills such as sportsmanship, teamwork, leadership, communication, and more.

COOKING
At Camp Hope Horizon students will be introduced to the science behind cooking. Cooking with children promotes a lifetime skill where we can further push healthy lifestyle habits. This course is unique in which students will be able to discover new food groups, make predictions, experiment, work with the five senses while becoming confident in the kitchen.

FINANCIAL MANAGEMENT
At Camp Hope Horizon students will get an introduction into financial management and the importance of earning and saving money. Providing students with a thorough understanding of financial literacy is vital to ensure a proper financial management in adulthood. This course will cover topics such as earning and saving money, credit and debit cards, loans, investments and much more.

PHOTOGRAPHY / FILM / THEATRE
Students will explore photographic visualization and composition as consequences of fundamental techniques of digital still photography. Class discussions and demonstrations, examination of masterworks, and field and digital editing. Students will learn the history of photography, the mechanics of camera work, how to use and gain an understanding of camera settings, modes, focusing, & metering. The mechanics of auto, program auto, shutter priority, aperture priority, manual, photo composition. Students will engage in a photography project that captures their environment. As the final project students will demonstrate how to use photography to engage with their community.

Students will also be introduced to acting and video making. Students will participate in theatrical games and activities to help develop and foster a strong sense of community. Through collaboration, readings, discussions, community activities, personal writing sessions, and games, the classroom leaders will create a safe space where students will be able to write their story and create a short film. They will participate in acting, directing, and filming activities that will prepare them to an introduction to filmmaking.

DANCE / MUSIC
Students will be introduced to hip-hop dance and many of its substyles. Students will learn choreography that progressively gets more intricate as they get further into the class. They will work in groups and individually to

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) practice and perform their dances. Collectively we will make this class a safe place for self-expression and exploration through movement. Through movies or clips students will learn about the professional dance world and what it is like to be a working dancer. The students will also learn a portion of history of hip-hop dance culture.

Academics Curriculum:

Our curriculum will focus on STEAM activities & California State Common Core Standards (Common Core) using the Project Based Learning (PBL) teaching method. Throughout the summer students will build literacy, critical-thinking and problem-solving skills with weekly science, technology, engineering & design, art and math (STEAM) related projects and activities. Students will also develop career awareness and set goals for the future. At Camp Hope Horizon, using STEAM curriculum, students will be introduced to valuable skill- sets that have real world application. CHH recognizes the importance of STEAM in everyday life.

Goals and Outcomes:

Summer academics has three key goals:

1. Support students in forming positive and supportive relationships with peers and adults.

2. Build student's capacity to access and navigate opportunities for growth and involvement in Camp Hope Horizon.

3. Increase students' ability to succeed holistically.

By mitigating summer academic loss, we will provide students an opportunity to catch up on their studies, and further prepare students for appropriate grade transitions. Staff will use the hands-on project-based curriculum to achieve this.

OUTCOMES:
• 100% of students will participate in enriching activities. • 100% of students will gain exposure to STEAM related topics and experiences. • 85% of students will be able to articulate what they learned at camp. • 75% of students will gain leadership skills.
• 75% of students will gain various interpersonal skills. • 50% of students will enroll in school year programs at Hope Horizon EPA.

Insurance:

Yes, we certify that we have and can provide proof of coverage when requested.

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) City of East Palo Alto - TOT Grant Application
Project Name: Live In Peace SWAG
Program
Service Categories: After School/Academic Support
and Crisis Intervention
Proposed Number of Clients: 80 Project Timeline: Program runs year-round but follows school schedule for data tracking purposes
Live In Peace seeks to advance the power and beauty we know in our community by empowering our youth and young adults to reclaim the vision for their future. Our intuitive nature and systemic understanding combine to create powerful, effective programs with long-term impact through a highly relational model connecting young people to their talents, educational pathways, jobs, and a bright future.

Our programs focus on youth and young adults that are not served by other programs and partners in East Palo Alto and the Belle Haven community of Menlo Park, most of which are from the Sequoia Union High School district. Our programs successfully move students who are the least likely to graduate through high school to their next steps: junior college, trade school, or straight to a 4-year college, all while supporting their social and emotional well-being. We look at their success holistically to ensure they are academically successful as well as thriving in their personal lives.

The SWAG High School Program (Students With A Goal) focuses on the most academically disengaged students in grades 9-12 and provides tutoring, one-on-one mentoring, case management (life coaching), and more to see students back on track to graduate and thrive both personally, emotionally, and academically. This program has been designed as a comprehensive program to ensure that young people who are credit deficient, in or on their way towards juvenile hall, or on the verge of dropping out, have a culturally relevant, academically rigorous, and pro-social support environment to get back on track. The SWAG program includes:
- Recognition that young people in East Palo Alto innately want to live into their dreams, graduate high school, and follow pathways that bring meaningful living wage jobs.
- Core values of youth development and violence prevention - Case management and Life Coaching by staff trained in best practices of youth development and relevant skills connected to systems such as schools and juvenile hall
- Utilizes best practices throughout all program activities - Academic resources that will facilitate credit recovery; including teachers, tutors, and software provided by Sequoia School District
- Utilizes the Alive & Free Initiative, now recognized by the Annie E. Casey Foundation as one of the nation’s 15 most promising models

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) - Multi-agency collaboration including: San Mateo County, Cities of East Palo Alto and Menlo Park, Ravenswood and Sequoia School Districts, and partner non-profits.

This program also highlights and focuses on many of the top strategies to support youth and young adults in East Palo Alto from the Community Collaboration for Children’s Success. It provides mental/behavioral health support for students, strengthens connections between school staff, students, and parents/caregivers, it expands and provides safe, affordable places and programs for youth and families, it creates culturally responsive opportunities and support to help with healing from trauma, and increases culturally appropriate, and trauma-informed resources available to undocumented youth as well as re-entry care and services.

Our SWAG youth demonstrate statistically significant outcomes: 191 students graduated high school; considerable increases in the average graduation credits earned, from 49 to 61, especially in academics, as opposed to electives, from 28 to 37; & a 100% graduation rate. Currently, 100% of remaining students are on track to graduate & will transition to our College Initiative or GAP Programs. And we continue with the following program goals:
- 90% of participants graduate from high school (including fifth year seniors) - Reduced truancy/chronic absenteeism by 50% or increased attendance - 100% of students will create a post-secondary Life Plan - 75% program completion rate for all youth
- Within one year of graduating, 75% of students will be pursuing college, trade school, or a living wage job
Live In Peace has been embedded in the East Palo Alto community for over 20 years and the foundation of our work is simple: we’re family. Our organization operates in the same spirit of the village that birthed the city of East Palo Alto and success in our programs is owed most significantly to this family spirit that guides and shapes our work. We are a family who loves this city and will do whatever we can to support the preservation of its people and cultures. The success of our programs is a testament to the staff and leadership of our organization. All Live In Peace staff were either born and raised in East Palo Alto or have been long-time residents of the city. We love our community deeply and have long-standing relationships with generations of youth and families. Our role as community members and extended family give our team unique insights into the needs of young people, access to their families, and the ability to create effective, trusted programs.

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations)

EPA Transient Occupancy Tax Small Grant 2023

EXECUTIVE SUMMARY
Mannakin Theater & Dance requests a grant in the sum of $16,000 as General Operating Support for en Avant School of Dance, Mannakin’s dedicated dance outreach program in East Palo Alto. These activities are in the categories of Youth Services and STEAM opportunities—the “A” is for Art! The Mission of en Avant School of Dance is to bring the long-term benefits of high-quality ballet training, studio community and regular performing opportunities to underserved youth and families of East Palo Alto by overcoming the persistent obstacles of cost and proximity. en Avant School serves youth and families of East Palo Alto out of its Bay Road location. Tuition is charged at roughly 35% of the market rate demanded at similar facilities in Palo Alto and Menlo Park. This low tuition rate is made possible by grants like TOT.

A grant from the Transient Occupancy Tax Program will be used to directly subsidize the tuition of families in East Palo Alto and make possible the growth of ballet in EPA through en Avant School.

ORGANIZATION BACKGROUND
Mission— The mission of Mannakin Theater & Dance is to expand the world of the performing arts by inviting new individuals and demographics to rich experiences in the theater seats, inside the learning studio and underneath the stage lights. We believe that by opening the tent of the premier performing arts to the broadest swath of people and cultures possible that new audiences are created, fresh voices are heard and all people are lifted to ever greater heights of human creativity and achievement. The production credo of MTD focuses on works that spontaneously gather a racially and ethnically diverse audience by engaging creators and artists from a wide range of communities, including Latin, Chinese, Indian and African American.

Core Activities—Mannakin Theater & Dance maintains two full-time leases. The headquarters of the company are located in San Francisco at the MTD operated iMPACt Center for Art & Dance. The second venue, en Avant School of Dance, is a 1,200 square foot building in East Palo Alto. en Avant School of Dance is the original MTD outreach program in EPA. It was started in 2018 with the Youth Club at St. Francis of Assisi. Now operating on its own, out of 1841 Bay Road, over 400 youth and hundreds of family members have participated in the ongoing activities of the school. In December 2022, MTD produced the first Nutcracker to be seen in East Palo Alto at East Side College Prep School in EPA.

The Nutshell! is an annual Nutcracker festival. It premiered in 2017 and has been seen every year since, including a global film production in the pandemic year of 2020. It features audience participation and guest performers from traditions like flamenco, Chinese and Indian classical, folklorico, jazz and tap. Students of en Avant School in EPA have participated in The Nutshell! every year since 2018.

Folk Dances is MTD’s summertime offering. Each August, a new fairy tale/legend is treated to a fresh rendition by Mannakin’s professional dancers, adult summer workshop attendees and students of en Avant School of Dance. The 2021 production was The Pied Piper. In 2022, The Emperor’s New Clothes was performed, and in 2023 the production will be Sun Wukong: The Monkey King, a Chinese folk tale from the Tang Dynasty.

NARRATIVE
Residents of low-income communities, like East Palo Alto, face two obstacles to participation in the world of ballet: cost and proximity. A quality ballet education can easily cost $600 per month—making raw expense the most obvious barrier to entry. Secondly, ballet studios locate their facilities near their upper-class clientele, making them inconvenient to underserved neighborhoods. Therefore, even a family that can manage the expense is often barred by factors of travel time, work schedules and traffic congestion. Because

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) P.O. Box 881822, S.F., CA 94188 (415) 519-7171 [email protected] quality ballet training is available almost exclusively in privately operated dance studios, growing up in an underserved community like East Palo Alto means growing up outside the influence of ballet.

In April of 2018, MTD set out to test a solution to the above problems by initiating an eight-week pilot program in cooperation with the Catholic Charities Youth Club in East Palo Alto, and en Avant School of Dance was born. Mannakin Theater & Dance has since forged relationships with The City of East Palo Alto, Creative Montessori of EPA, Hope Horizons, Seventh-day Adventist EPA and RISE after school. More than 400 youth have taken part in en Avant School programming.

Classes are held four days per week at en Avant School. Three days follow a focus on ballet, and once a week on Mexican Folklorico dance. Current enrollment stands at 85 youth, some of whom take class as often as three times per week. Recent growth patterns predict that this will nearly double within a year; bringing en Avant School to parity with many mid-sized ballet studios at 160 ongoing students. Our enrollment and participation is closely tracked using the online platform, Dance Studio Pro. We can provide up to date information on all the families we serve through these records.

Our families closely reflect the race and language make-up of East Palo Alto, with 65% of our youth being of Latin heritage, 10% African American, 10% Pacific Islander and 5% from a variety of other backgrounds.

Many of our families speak Spanish at home, and some of our younger students encounter English for the first time in ballet class, giving them a head start in school.

Two factors elevate en Avant School to the level of a bona fide private dance studio: MTD teachers and multiple annual performance opportunities. Our teachers are not volunteers—they are highly qualified, dedicated teaching artists, sought after by other studios and compensated at a competitive rate. Regular performance opportunities are just as impactful. Youth participate in The Nutshell! each December and Folk Dances each summer. Ongoing performance traditions provide a series of milestones for dancers and their families.

FUNDING
MTD incurs costs of $170 per month for each student who participates in en Avant School. With ten months of programming per year, the annual cost per student is $1,700. A portion of this amount is covered by the family in the form of tuition and registration fees, leaving Mannakin Theater & Dance with the need to raise roughly $120 per month, or $1,200 per year for each young dancer. TOT funds will be a critically necessary contribution to the base operational costs of en Avant School, and benefit EPA youth throughout the year.

Funding to support en Avant School has come from private donations, government entities and corporate foundations including: The Atkinson Foundation, The Billy Graham Memorial Foundation, Silicon Valley Community Foundation Donor’s Circle for the Arts, San Mateo County Arts Commission, Woodland Park Communities Foundation, Dermody Properties Foundation, The City of East Palo Alto, Palo Alto Community Foundation, Palo Alto Weekly Holiday Fund and the San Mateo Community Foundation.

RELEVANCE TO THE COMMUNITY
Ballet studios provide much more than an empty room in which to dance. They deeply enrich the families and communities that enjoy access to them. Ballet studios can serve as primary threads in the fabric of family life and provide the sole means of participation in one of the most revered forms of art, the world over. Our families in East Palo Alto provide evidence of the community created by en Avant School, when they visit with each other in the waiting room of our facility and offer rides to each other when one family has difficulty in getting their child to class. They see each other in the performance halls and cheer for one another’s children from adjacent seats.

Thank you for considering a grant to Mannakin Theater & Dance in support of en Avant School of Dance, the ballet school that has chosen East Palo Alto as home.

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) 405 El Camino Real Box #507, Menlo Park, CA 94025 ⬝ (650) 630-4515 Onyxx Village Connection (OVC) believes that everyone deserves a healthy, hot, delicious meal! As a mother, Jennifer intentionally raised a caring, selfless, and compassionate individual. In stressing the value of helping others, Jennifer encouraged Jules to dedicate himself to community service. Initially, they shared our leftovers with a few homeless individuals near their home and started a tradition of baking cookies during holidays as gifts for family, friends, and the homeless. They wanted to expand their community service efforts, so they requested extra snacks from the Boys and Girls Club, bagged them, and offered them to the homeless.

Jennifer and Jules collected leftovers from Jules’s school cafeteria to deliver to people in need and kept goodie bags in their vehicles to give to individuals when they asked for food. In the Summer of 2015, Jules attended StreetCode Academy, where he developed his first app and the courage to speak in front of an audience. Jennifer volunteered to support StreetCode’s efforts to provide light snacks for students and prepared goodie bags of homemade treats for field trips and the student showcase. Noting Jennifer's involvement, Olatunde Sobomehin, the StreetCode Director, asked her to lead the food ministry. Rather than spending the allotted $50 budget on store-bought and pre-packed snacks, Jennifer suggested that they serve hot meals. Olatunde was reluctant, because of the limited budget, but she assured him that it would work. With the help of the Ecumenical Hunger Program, churches, and food banks, she was able to collect enough food to cook and feed 100-plus students twice a week. Jules and Jennifer decided to start Onyxx Village Connection to feed the hungry, eliminate food waste, and connect the community to resources that could improve the quality of their lives. While food is an important part of service, Onyxx Village Connection is on a mission to connect communities to food, resources, and compassion; helping the whole person by nurturing their mind, body, and soul. OVC clients are the homeless, seniors, children, the unemployed, and the working poor.

Our project service category is crisis intervention. The economic disruption during COVID-19 has increased the need for food and meals for families. Insufficient food and lack of stable housing are major issues for families in East Palo Alto and surrounding cities. Many of them live in vehicles, garages, tents, and rooms where they often have limited to no access to many basic needs. There is a crisis of homelessness and hungry families even more than before, people in our community have money challenges and have to decide between food and rent. OVC is requesting general support to meet this increased demand for food delivery, water, and distribution of basic necessities as well as supply our volunteers with the needed safety gear such as hand sanitizer, wipes, gloves, and masks.

OVC wants to identify and connect with the most challenged members of our community, including the homeless and disconnected. OVC also will work to connect each recipient with

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) community-based information and resources including free education opportunities (such as StreetCode Academy) and COVID testing opportunities.

Our goals are to:

1. Provide 12,000 healthy meals in a way that allows people to maintain their dignity.

2. Distributing necessities such as socks, toiletries, warm clothing, blankets, sleeping bags, and tents to homeless citizens

3. Providing citizens with water for things such as drinking, brushing their teeth, and bathing if they choose.

Our proposed outcomes are:

1. Distributing meals to homeless and low-income children, youth, families, and seniors who can't afford a good meal.

2. Providing citizens with socks, toiletries, warm clothing, blankets, sleeping bags, and tents

3. Citizens will receive bottles of water for drinking, brushing their teeth, and bathing if they choose.

4. Providing citizens with resources for housing, healthcare, and education and encouraging them to use them
This project will run from June 1, 2023, through August 1, 2023. Onyxx Village Connection is a mobile outreach organization on a mission to restore the dignity of underserved individuals and families by providing food, resources, and compassion. We are requesting a grant of $16,000 for our Healthy Meals with Dignity program to provide healthy meals, water, and basic necessities. We will compensate employees to oversee food preparation, and distribution of meals and necessities to increase our capacity and service.

Across the spectrum of people who are struggling to make ends meet, the common thread is food insecurity. From seniors on limited incomes whose cupboards are bare at the end of the month to children who attend school knowing that their subsidized lunch will be their only meal of the day—the number of individuals who go to bed hungry at night is staggering. The results of this one deficit are overwhelming: caloric deficit makes it difficult to perform everyday tasks and affects the ability to make good decisions. Academic performance suffers and the quality of work one can manage is notably poorer than what one is capable of when meals are regular and generous. The shame and stigma of not being able to provide for oneself and one's family is already a heavy burden, and it can over time erode an individual’s sense of self-worth and dignity to a dangerous low. Providing meals, water, basic necessities, love, and connection are small gestures that make big changes in the lives of those who receive them. By offering material and emotional support to those in need, we are able to help individuals find their way back to dignity, self-determination, and the stability they seek.

Funding will be disbursed as follows; $2400 for personnel, $3600 for van fuel and maintenance, and $10,000 for meals, water, and basic necessities.

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) 5 CHECK LIST

1. Application (pp. 7-8)
• Narrative (2 pages max)
• Describe your organization briefly.
• Work Plan: For this project.
• Attachments (Submit as Word Documents – Use online forms) • Budget
• Logic Model
• Measure C/TOT Compliance Policies
a. Conflict of Interest (COI) Certification – (Use online form) b. Memorandum of Understanding (MOU)
• Where a partnering, collaborative, and or subcontracting relationship is proposed, the submission must include an MOU between the partnering organizations, which
documents the relationship and delineates tasks and or
compensation for each party.
• IRS documents
a. 501(c)(3) Determination Letter: Or Copy of fiscal agent’s 501(c)(3) determination letter
b. Form 990 or 990 Exemption: Last 2 years
• Financials
• Annual Budget: 2 years
• Financial Statements:
• Current YTD
• Previous Year
• Matching Funds: Commitment letter if applicable
• Other
• Organizational Chart:
• The chart should include the primary applicants’ Board of Directors, the entire project team (all partners), and
illustrate the relationship between the partners.
• Board Members List: Including titles and addresses.
• Executive Director Name: Or equivalent employee.

X
X
X
X
X

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) 6 CITY OF EAST PALO ALTO –TOT

SMALL GRANT APPLICATION

COVERSHEET
PLEASE READ AND ANSWER ALL QUESTIONS ON THIS APPLICATION FORM.

Organizational Information
Legal Name Organization:

Address of Organization:

Website:

Collaborating Organization:

Website:
*Attach additional sheet(s) if necessary.

Contact Information
Grant Administrator
Email
Phone Fax
Grant Request
Amount Requested: (Not to exceed $16,000) $ ______________ Total Project Budget: (For this project) $ ______________ Matching funds/in-kind donations? (Yes/No) Circle one. If yes, amount?
$ ______________
What is your organization’s total annual operating budget? $ ______________ Please list the names of matching funding or in-kind donation sources:

Have you received TOT funding previously? Yes No Year(s)? ___________ Is that grant still active? Yes No
If not, have you submitted your Closeout forms? Yes No
Please indicate your service category: Summer Camp Leadership Development After School/Academic Support Career/Employment/Entrepreneurship Crisis Intervention Sports & Recreation Re-Entry/Diversion STEAM PROGRAM at Cooley Landing Seniors
Retraining the Village
2399 Menalto Avenue, East Palo Alto, CA 94303
www.retrainingthevillage.org
N/A
N/A
Halley Crumb
[email protected]
650-461-0433 N/A
16,000
19,170
3,170
DOJ Second Chance
X
X
X
X
1,924,439
2019

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) 7 Target Demographic
Please check the appropriate box(es) indicating the target category and age group(s) (if appropriate) that will be served with the funds requested:

Check Target Category (categories):

Children  Youth  Families  Seniors
Check Age Group(s):
under 5, 5-10, 10-15, 15-18, 18 – 24, 25 – 64, 65 & up
Clients Served:

List the number of East Palo Alto Clients you intend to serve during this program: ________ List the total number of Clients you intend to serve during this program: ________ Summer Program Timeline
What are your dates of service for this program? START: __________ END: ____________ What days/nights will you run your program? (Ex: M-F) __________ Hours? ____________ Acknowledgement
I have read the minimum compliance standards for the City of East Palo Alto TOT Grants Program and can demonstrate that my program meets all minimum standards.

I agree to fully participate in the City of East Palo Alto’s spirit of partnership (see Section 1, Item F. Contractual Requirements and additional requirements as a funded organization.

I certify that my agency is eligible to apply based on the criteria listed in the Request for Applications and agree to submit any follow up documentation needed to verify eligibility (including but not limited to a 501(c)(3) tax letter). The signatory declares that: 1. they are authorized to sign on behalf of all entities in the partnership (if applicable); 2. the application accurately outlines the extent, objectives, and methods of the project; and 3. the grant funds, if awarded, will be used solely for the purposes outlined in this application. ________________________________ ______________________ Signature of Authorized Representative Date Signed
________________________________ ______________________ Printed Name Title
X X

X X X X X X X
X
X
X
Halley Crumb Chief Executive Officer
Saturdays
June July
afternoon
500
500
02 / 24 / 2023
Doc ID: bb5505175a7debc831fce35b0b38ba07c1207505

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) Proposal Narrative
Organization Description: Retraining the Village’s mission is to prevent and end homelessness. Taking its name from the African saying “it takes a village to raise a child,” Retraining the Village believes that it takes a village to change a person, one at a time. Retraining the Village takes a strengths-based approach to services, recognizing the capabilities of the individuals we serve and providing them with the supports and resources they need to regain hope and achieve goals for permanent housing and stability. Since our founding in 2012, we have primarily focused our services on individuals who are homeless, Veterans, individuals with SUD challenges, dually diagnosed individuals, and the re-entry population. Retraining the Village currently provides services in San Mateo County and Madera County through three transitional housing programs providing 40 beds for individuals who are homeless (including two programs providing 20 beds in East Palo Alto), alongside outreach, employment services, life skills education, behavioral health services, and substance abuse treatment services. Retraining the Village operates our transitional housing programs out of single-family homes, providing a safe, comfortable, home-like setting in which individuals can address their barriers to stable housing and access necessary services to prepare to move into permanent housing. Since we were founded in 2012, Retraining the Village has provided case management, transitional housing, and linkages to supportive services to more than 1,000 individuals experiencing homelessness. 65% of those served by Retraining the Village have exited the program to permanent housing.

Project Service Category: Re-Entry/Diversion
Work Plan/Project Description: Retraining the Village is proposing 2 “Food, Family, Fun” community engagement events that will bring together formerly incarcerated individuals and their families/children for an opportunity for family fun, relationship-building, and community building.

These events will provide opportunities for formerly incarcerated individuals to build positive relationships with their children through fun activities, including food, bounce houses, and performances by local talent (singers, dancers, etc.). Re-Entry Case Managers (leveraged) will be available at the events to connect attendees to additional supports as needed. The impact of engaged parents is clear: children of involved fathers have higher IQs by age 3, earn higher grades throughout school, and demonstrate higher levels of economic achievement and psychological well-being as adults. In fact, research found that parental involvement at age 7 independently predicted educational attainment by age 20. Parental involvement has also been linked to improved emotional health, with paternal warmth and close relationships with fathers resulting in reduced behavioral problems in school. The proposed Food, Family, Fun events will provide a low-pressure, fun opportunity for formerly incarcerated fathers to grow their relationships with their children. Additionally, the events will provide a fun opportunity for the community to come together to celebrate our East Palo Alto community. The events will be held at Jake Farrell Park and at The Landing.

Project Goals and Objectives: The overarching goal of the events will be to support formerly incarcerated fathers in building strong relationships with their children, while providing a fun, familyfriendly event for the community. This will be measured through pre-post-event surveys of incarcerated fathers, which will ask fathers to rate the extent to which they felt the event helped them get to know their child better, build trust, and deepen their relationship. Retraining the Village projects that 80% of fathers will report improvements in at least one of these metrics (knowledge of their child, trust between father/child, depth of relationship) following the events.

Number of Clients to Be Served: Retraining the Village expects the two events will be attended by 500 community members (250/each), including 200 formerly incarcerated fathers and their 300 children.

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) Project Partners: Retraining the Village will invite local law enforcement to attend the event, and will also invite our partners that serve the re-entry population to attend/invite their participants. These partners include: Real Fathers and California Reentry Project.

Project Timeline: The events will be held on two Saturdays in June and July 2023.

How Project Helps Retraining the Village Fulfill Its Broader Mission: Retraining the Village’s mission is to prevent and end homelessness. One of the priority populations Retraining the Village serves is the re-entry (formerly incarcerated) population. Being present in their children’s lives is a strong motivator for formerly incarcerated individuals to avoid recidivism and make progress towards their re-entry plans (including securing employment, securing stable housing). Many of the men Retraining the Village serves are driven to secure permanent housing, employment, and address the other challenges that led to their incarceration so that they can have a more involved role in their child’s lives. In this way, the Food, Family, Fun events provide an incentive for formerly incarcerated individuals who are at-risk of homelessness to continue to work their case plan, and provide a positive reminder of the good things in their lives that they are working so hard for.

How Activities Will Increase a Young Person’s Academic Achievement or Positively Develop Their Social Skills: As noted above, research has found that parental involvement at age 7 independently predicted educational attainment by age 20. Thus, providing opportunities for formerly incarcerated fathers to be involved with their children can contribute to a young person’s academic achievement.

Further, the opportunity to engage with other young people at the Food, Family, Fun event will provide youth an opportunity to positively develop their social skills.

How Services Will Offer a Supportive Community Environment for Families: The Food, Family, Fun events are specifically designed to provide a supportive community environment for families – particularly families with a formerly incarcerated parent – to enjoy a relaxing, fun day together.

Organization History and Qualifications: Retraining the Village has been providing transitional housing and support services for formerly incarcerated individuals since 2012. We have built relationships with CDCR and San Mateo County Sheriff’s Department, and have experience working with their discharge staff to serve individuals preparing to exit and in need of housing. Most recently, we were awarded a contract from the US Department of Justice through the Second Chance program to provide re-entry case management and supportive services for the re-entry population.

Staff Qualifications: The Food, Family, Fun event will be organized by CEO Halley Crumb. Ms.

Crumb founded Retraining the Village in 2012. Since then, she has opened transitional housing programs with 40 beds for individuals who are homeless, with a focus on serving individuals with SUD challenges and the re-entry population. Ms. Crumb sits on the Board of Directors of the San Mateo CoC. She has been supervising all Retraining the Village staff and volunteers since 2012.

Project Budget: See attached.

How Budget Supports Objectives: The proposed budget focuses on direct costs associated with hosting two family fun events for formerly incarcerated fathers and their families, including bounce house rental, food purchase, and prizes for games, all of which will allow formerly incarcerated fathers and their children to engage in fun activities while strengthening their relationship.

Logic Model: See attached.

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) Revenue
Source Amount TOT Funds Leveraged Funds
East Palo Alto TOT $16,000 $16,000 $0
DOJ Second Chance Re-Entry Case Management $3,170 $0 $3,170 Total Revenue $16,000 $16,000 $3,170
Expenses
Personnel Amount TOT Funds Leveraged Funds
Executive Director - 50 hours $2,000 $2,000 $0
Re-Entry Case Managers - 2 @ 32 hours/each $1,600 $0 $1,600 Subtotal Personnel $3,600 $2,000 $1,600
Fringe Benefits @ 20% $720 $400 $320
Total Personnel $4,320 $2,400 $1,920
Operating Amount TOT Funds Leveraged Funds
Bounce House Rental (2 @ $250/each x 2 events) $1,000 $1,000 $0 Food for Families (Meal) ($5/person x 250/event x 2 events) $2,500 $2,500 $0 Liability Insurance $350 $350 $0
Prizes for Games $500 $500 $0
Table/Chair Rental ($500/event) $1,000 $1,000 $0
Printing (Marketing Fliers) $250 $250 $0
Musician/Entertainment Fee ($1,000/event x 2 events) $2,000 $2,000 $0 Participant T-Shirts ($12/each x 250/event x 2 events) $6,000 $6,000 $0 Participant Supports (clothing, work supplies) @ $50/person x 25 re-entry adults $1,250 $0 $1,250 Subtotal Operating $14,850 $13,600 $1,250
TOTAL BUDGET $19,170 $16,000 $3,170
Food, Family, Fun Re-Entry Family Engagement Events

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) Program: Retraining the Village Food, Family Fun Events Situation: Individuals exiting correctional facilities into East Palo Alto face an uphill battle, with significant barriers related to high housing costs, employment challenges, addressing mental health and/or SUD challenges, and building a strong, pro-social community to support successful reintegration. For parents, re-entry also comes with the challenge of rebuilding their relationship with their children. The impact of engaged parents is clear: children of involved fathers have higher IQs by age 3, earn higher grades throughout school, and demonstrate higher levels of economic achievement and psychological well-being as adults. In fact, research found that parental involvement at age 7 independently predicted educational attainment by age 20. Parental involvement has also been linked to improved emotional health, with paternal warmth and close relationships with fathers resulting in increased self-efficacy and reduced behavioral problems in school. Retraining the Village provides transitional housing, case management, mentoring, and linkages to supportive services to help formerly incarcerated parents reintegrate with their families and secure/maintain permanent housing. The Food, Family, Fun Events will support family reintegration and strengthened parent/child bonds.

Budget: $19,170 ($16,000 TOT, $3,170 Leveraged) Timeline: 2 Saturdays in Summer 2023 INPUTS ACTIVITIES OUTPUTS Short-Term
Outcomes
• Executive Director
time
• Re-Entry Case
Managers
(Leveraged, DOJ
Second Chance)
• Support from
elected officials,
NGOs, &
residents
• Bounce house
rental
• Food and food
service supplies
• Parks
• Outreach and
marketing
• Outreach and
marketing to
inform
community
about events
• Event planning
• Bounce house
• Community meal
• Live
music/entertainm
ent
• Linkages to reentry supports
• Pre and post
survey of
attendees
• # of events held
• # of community-based
partners informed
about the events
• # of formerly
incarcerated parents
and children who
attend the events
• # of meals served
• # of parents informed
of other services
available to them
Long-Term
Outcomes
• Formerly
incarcerated parents
will positively
engage with their
children at the
Food, Family, Fun
Events
• 80% of fathers will
report
improvements in
knowledge of their
child, trust between
father/child, and/or
depth of
relationship
following the
events.
• Formerly
incarcerated
parents develop
strong parental
relationships with
their children
• As a result of
positive parental
involvement,
children will earn
better grades, and
demonstrate higher
levels of economic
achievement and
psychological
well-being as
adults.

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) February 20, 2023
Friday Night Vibez Program
Conception: Fall of 2020
Frequency: Quarterly for the last 2 years
Purpose: Safe Haven for Youth and Young Adults
Proposed Enhancement: Program Expansion
Friday Night Vibez materialized in response to youth in the EPA community seeking a place to freely express themselves through music, dance, spoken word, and other art forms. The evening is comprised of food, fun, and fellowship. Friday Night Vibez is a haven where youth gather and fellowship with their peers and showcase their talents in a non-intimidating atmosphere. The initial Friday Night Vibez event occurred in 2020 and has happened quarterly since then.

Individuals participate in person and virtually. To date, attendees have come from near and far, domestically, and internationally, and some participants have come from as far away as Israel. All youth can benefit from positive interactions with adults and peers.

The goal of Friday Night Vibez is to serve as a conduit for sharing creativity. Creative expression improves mood, boosts self-esteem, enhances cognitive function, improves social life, and alleviates stress and anxiety.

To date, attendance for the quarterly event has been approximately 60 participants, and its projected trajectory is upward. Program enhancements include expanding the program to incorporate workshops to help our youth further develop their skillset. Securing industry professionals to guide youth in their respective areas of art.

Mentoring programs are a prominent strategy for preventing adverse outcomes and promoting resilience among at-risk youth and young adults. The overarching goal of the Friday Night Vibez program is to provide our youth with a safe, positive alternative environment to express themselves on a Friday evening.

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) Step It Up Dance 1950 Bay Rd, East Palo Alto, CA, 94303, #47-1908887 To: City of East Palo Alto
Attention: Mr. Maurice Baker
Acting Community Services Manager
2415 University Ave
East Palo Alto, CA, 94303
February 23, 2023
Re: Transient Occupancy Tax Grant Proposal 2023
Dear Mr. Baker,
Greetings! My name is Juakila “Ms. Kiki” McConnell and I am the proud owner of Step It Up Dance Academy, a community-based dance program in East Palo Alto specializing in a wide variety of dance genres. I recently learned of the Transient Occupancy Tax Grant and am certain my dance company can use this money to make a difference in our community.

Having been born and raised in East Palo Alto, I know firsthand the barriers to resources, extracurricular activities, proper health/fitness routines and other struggles our community faces. I am passionate about giving back to my community through my passion for dance and fitness.

I founded Step It Up Dance in 2007 in an effort to provide a fun, creative, and accessible outlet for kids. More importantly, my program ensures that every child builds confidence, learns discipline, and establishes healthy habits, all while having fun.

In our dance classes students learn a wide variety of dance styles, including Hip-Hop, West African, Afro-Haitian, Tap, Jazz, Modern, Contemporary, Funk, and Lyrical Movement. They also learn the origin of each dance, its meaning, symbolism and how that dance is integrated into today’s culture. At the end of the season, the kids put on a grand performance for friends, family and community members to enjoy.

Step It Up Dance emphasizes healthy lifestyles, encouraging students to have a healthy mind and body – and to ultimately have the confidence to refrain from making risky choices. We strive to not only teach students about dance, but also to build a community and family around dance. We would like to expand our unique dance program to East Palo Alto during the summer using funding from the TOT grant. My goal is to touch the lives of all children in the city of East Palo Alto.

I have enclosed my proposal for your review. Thank you for your time and consideration.

Sincerely,
Juakila McConnell
Juakila “Ms. Kiki” McConnell

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) Step It Up Dance 1950 Bay Rd, East Palo Alto, CA, 94303, #47-1908887

MISSION STATEMENT
To teach children healthy habits, instill confidence, and build community through DANCE.

NARRATIVE
Step It Up Dance provides a FUN outlet for children to express their creativity, build confidence, and learn discipline through dance and musical theatre. Students learn a wide variety of dance styles including, Praise Dance, Hip-Hop, Latin, West African, Afro Haitian, Tap, Jazz, Modern, Contemporary, Funk, Lyrical Movement and more. They will also learn the origin of each dance, its meaning, and symbolism on how that dance is integrated into today’s culture and community. Step It Up Dance emphasizes healthy lifestyles, encouraging students to have a healthy mind and body – and to ultimately have the confidence to refrain from making risky choices. We strive to not only teach students about dance, but also to build a community and family around dance. Our promise is to love and nurture all children with meaningful dance and play. We currently host 3 weekly classes at the EPA Arts Center and hope to expand our class offerings with the TOT grant.

WORK PLAN
We intend to use TOT funding to implement a program over the summer from July – September. The TOT funding will allow us to expand our class offerings. We currently offer 3 classes on Tuesday evenings as follows:

TUESDAYS IN PERSON AT EPA ARTS CENTER
Little Jammer’s (ages 3-6): 3:45 – 4:45PM
Hop It Up (ages 7-14): 4:45 – 5:45 PM
SIUD Company (ages 10-16): 5:45 – 7:00PM
We anticipate offering additional classes on Fridays and Saturdays at the Girls Club for the duration of 10-12 weeks. This will allow us to serve a minimum of 50 families (approximately 100 children) who have varying scheduling needs.

Marketing Plan
Our multi-pronged marketing strategy will consist of mass email marketing, social media campaigns (Facebook and Instagram), posting flyers at local schools and community centers, student referrals, pop-up events/ meet-and-greets, enrollment night, mini-showcases, and word-of-mouth.

Contingency Plan
Step It Up Dance is committed to providing a safe program. We strictly adhere to extensive cleaning and safety protocols. Step It Up Dance is prepared and equipped to switch our programming to virtual classes should local or state health guidelines require it. We have experience dealing with emergency situations like the COVID-19 pandemic, Shelter in Place and

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) Step It Up Dance 1950 Bay Rd, East Palo Alto, CA, 94303, #47-1908887 Social Distancing protocols. We can provide Personal Protective Equipment (PPE) to our staff and students and will adjust to either outdoor / open-air or virtual classes as needed.

Human Trafficking
Step It up Dance is committed to the security and safety of all participants. We understand that our community may consist of vulnerable populations that may be at higher risk for human trafficking. Our staff is committed to completing the Human Trafficking and/or Sexual Abuse and Molestation training that will be conducted or contracted by the City. We will adhere to and abide by all recommended best practices, strategies and protocols to prevent Human Trafficking from happening.

Insurance
Step It Up Dance is committed to maintaining all required levels of insurance prior to entering into contract with the City of East Palo Alto and throughout the duration of our program. We will provide an insurance certificate upon request, including our commercial general liability insurance policy, abuse and molestation liability policy and/or any other required policies.

Target population
We aim to serve underserved children and families of East Palo Alto. Our staff is a reflection of the community we serve and is trained on the best Diversity, Equity and Inclusion practices. We all share a love for dance, children, community and social justice and are committed to accomplishing our Mission Statement.

Evidence Based Strategy
Evidence shows that dance boosts cardiovascular health, builds core strength, promotes flexibility, helps with weight loss and bone health, is good for mental health and stress. Dance has also been found to have a positive effect on children’s cognitive development, spirituality, intelligence, spontaneity, and more. Please see the Harvard Medical School’s publication on Dancing and the Brain, which reveals the positive neurological effects of dance: Dancing and the Brain | Harvard Medical School

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) Lewis and Joan Platt East Palo Alto Family YMCA
Full STEAM Ahead Summer Program
The Lewis and Joan Platt East Palo Alto Family YMCA’s (EPAY) Full STEAM Ahead (FSA) program is a tuition-free, STEAM (Science, Technology, Engineering, Arts and Math) based, hands-on, summer learning program for teens from the East Palo Alto community. This program has a sports and recreation element that hopes to create a fun and holistic approach to learning.

Project service category: STEAM PROGRAM and Sports and Recreation Goals and Objectives: FSA Goals: 1) Develop Positive Youth Development skills through an interactive learning environment; 2) Provide hands-on, project-based learning in a team environment; 3) Develop cultural awareness and cultural tolerance amongst youth participants; 4) Expose youth to a variety of STEAM experiences; 5) Through volunteer instructors, presenters, and guest speakers, expose youth to career avenues and role models in the technology field; 6) Combine both education and recreation by utilizing field trips and the YMCA facility amenities, like the gymnasium and pool, to create a more holistic experience 7) Develop a sense of their community and how to give back to their community.

FSA Objectives: 1) 100% of the students will be exposed to skills, careers, and role models that increase their likelihood of making better decisions and choosing college/tech career path: Guest speakers in the tech/science field will present to the youth; Field trips will provide “real life” examples of STEAM in action. 2) Students will learn how to be safe around water and the fundamentals of good physical health. 3)In an end of session survey, 80% of the teens will indicate that they learned a new technology skill: Teens will be exposed to a variety of skills, such as coding, videography, video editing, and robotics. 4) 100% of participants will engage in community service: Youth will explore and collectively decide on a community service project 5) 100% of teens will contribute to the Proyecto Final: As team/teams, youth will develop a project, to be presented at the end of session celebration/parent presentation, demonstrating skills learned in FSA.

How many clients you intend to serve: Our target goal is 40 enrolled youth.

Project partners: Pre-COVID FSA utilized several partners to deliver the program. Partners provided curriculum, guest speakers, and hands-on presentations. A sample of past partners: MC Sports, Los Altos Botball League, SamTrans, TopCONN, and San Mateo Credit Union.

Project timeline: March 2023 - Planning for summer program: booking field trips/guest presenters; revise and update curriculum; April 2023 - student recruitment; continued program planning; May 2023 - student recruitment; parent orientation; June 2023-August 2023 - program in operation; August 2023 - student surveys/exit interviews; Proyecto Final/parent presentation.

How this project helps your organization fulfill its broader organizational mission: The Mission of the EPAY is to strengthen its community by improving the quality of life and inspiring individuals and families to develop their fullest potential in spirit, mind and body. The EPAY serves youth and families from the East Palo Alto and Belle Haven neighborhoods. FSA is a holistic program, incorporating STEAM elements that help youth develop confidence, learn life skills, and realize the importance of a balanced lifestyle and exercise/wellness in life – and of course have fun and develop friendships. All these elements make FSA a YMCA mission driven program.

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) Lewis and Joan Platt East Palo Alto Family YMCA
Full STEAM Ahead Summer Program
How proposed program activities will increase a young person’s academic achievement or help positively develop their social skills. FSA utilizes both the Evidence Based Positive Youth Development strategies as well as the Evidence Informed Developmental Assets model to provide youth with opportunities to grow and thrive in a positive and encouraging environment.

Both of these strategies not only help youth develop resiliency, a positive self-identity, and a positive outlook on life, but have been shown to help protect youth from risky behaviors, helping them develop into healthy young adults.

Supportive community environment for families and/or seniors of East Palo Alto: The EPAY is a place where youth thrive through an inclusive, connected community. One goal of FSA is to create cultural awareness and cultural tolerance amongst participants; YMCA programs appreciate diversity and welcome people from all backgrounds and cultures. Families are involved through parent orientations and are invited to the Proyecto Final.

Lewis and Joan Platt East Palo Alto Family YMCA: The EPAY has a long history serving the community of East Palo Alto. Starting in the late 1990s through the early 2000s, the Y provided youth programming (aquatics, basketball, in school fitness) to the community through outreach sites. Realizing the community could benefit from a full facility YMCA, in collaboration with the City of East Palo Alto, a facility was built and opened in 2007. As an agency entering our third decade of service in the community, the Y continues to provide programs and services that meet the needs of East Palo Alto residents. The Y annually serves 3,200 members as well as over 5,000 community members through programs and events.

Lead Staff: Jose Sanchez, Healthy Livings Director, is responsible for FSA and oversees the Youth and Family, Health and Wellness, Teens, and Aquatics departments. As a YMCA professional, he is experienced in program development and implementation for youth, families, adults, and seniors.

Project Budget: $73,000
Projected Revenues
City of East Palo Alto TOT (subject grant) $16,000
Foundation/Corporation Grants $43,000
Individuals $14,000
TOTAL $73,000
Projected Expenses
Personnel (Program Director =.10 FTE/$5,600; Program Coordinator =.30 FTE/$11,700; Program staff = 2 staff/$15,400) $10,500 Supplies/Equipment/Food $25,000
Field Trips/Transportation $26,300
YMCA Teen Memberships (30 teens) $11,200
Administrative (14.5%)
TOTAL $73,000
This budget supports the objectives/activities by providing youth with positive adult role models, field trips to local tech, science, and recreation venues, and use of equipment (laptops, tablets, cameras, software, etc.) that they do not have access to at home. The equipment line reflects the increase to fully accommodate 40 students; last year we had equipment for 20 students, not anticipating the overwhelming response for the program.

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations)

REQUEST FOR

APPLICATIONS
2023 TOT Small Grants
(FY 2023-24)
Submission Deadline
TOT Small Grant
Applications are due:

Friday, February 24,
2023 @ 5:00pm
www.cityofepa.org

1. Introduction
The purpose of the City of East Palo Alto Small Grants Program-Transient Occupancy Tax Fund (TOT) is to provide grants to support non-profit organizations that provide enrichment programs and services to children, youth and families, including seniors.

About TOT

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) At the general municipal election held on
November 5, 2002, voters in East Palo Alto
modified the Transient Occupancy Tax (TOT)
ordinance to provide a dedicated revenue
stream for children, youth and family services,
including senior citizens (CYFS). The TOT
revenue is collected through a hotel tax which
is submitted to the City on a monthly basis. Of
the total monthly amount collected, 10% is
set aside for CYFS.
“Children are one third of our population and
all of our future.” ~Select Panel for the
Promotion of Child Health, 1981
For 2023-24, the City Council has released $150,000 for Summer Youth Program Grants, each of which may not exceed $16,000, to be used by Community Based and Non-Profit Organizations.

Historically TOT funds have been directed into summer programs for youth. The TOT Grants Program is driven by increasing evidence that summer-based programming, both academic and extracurricular, increases academic achievement, and promotes growth in social skills for children and youth.

2. Timeline and Important Elements
Estimated Funding Timeline
Notice of Funding Availability (NOFA) Released January 9, 2023 Mandatory Pre-Submission Applicant Orientation January 26, 2023 Question Submission Ends February 2, 2023
Applications Due
(Late Applications will not be accepted.)
February 24, 2023
@ 5:00pm
Applicant Review Process March 6 – April 7
(Dates subject to
change).

Award Announcement Early to late May
2023 (Dates subject
to
change).
1 Mandatory Pre-Submission Applicant Orientation
Interested applicants MUST have attended ONE of TWO Orientations. Orientations were held remotely via Zoom in East Palo Alto Thursday, January 26, 2023 at 10:00am to 12:00 pm and from 1:30 pm to 3:30 pm.

The purpose of the Pre-Submission Applicant Orientation:

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) • Describe the City of East Palo Alto Grants Program and program requirements • Respond to questions from potential applicants
• Review the application process
Questions and Inquiries
To ensure all applicants have access to the same information, grant staff will only answer application questions submitted via email by Thursday, February 2, 2023. All questions will be responded to in writing and posted to the City webpage by February 9, 2023. Submit questions to Maurice Baker at: [email protected].

3. Grant Details
Funding Available: The City Council has authorized up to $150,000 for fiscal year 2023-24 which normally represents approximately ten percent (10%) of the annual fund and is contingent on the quality and number of proposals received and funding available. Individual grants may not exceed $16,000 and funding priority may be given to grantees or partners which exhibit matching funds or in-kind donations.

The City is specifically interested in programs that advance the following initiatives:
◼ Getting a Healthy Start and Entering School Ready to Learn ◼ Reading at Grade Level by Third Grade
◼ Keeping Kids on Track and Giving Them Second Chances
The City also has a strong interest in STEAM programs. There may be opportunities for community-based organizations to utilize the Cooley Landing Education Center to host environmental education programs at the facility.

Eligible Applicants: Non-profit 501 (c)(3) organizations serving:
• Children/Youth
• Family Services
• Seniors
Applicants are required to submit proof of non-profit status. Current or past grant recipients may apply for grant funding.
2 TOT grants are competitive and must demonstrate an increase in both quality and access to programs for East Palo Alto children, youth and families, including seniors, and have to be publicly funded/supported summer programs that promote measurable improvement in academic and/or extracurricular capacity and/or promote a supportive community

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) environment for families and/or seniors.

4. Contractual Requirements and Reporting:

Applicants are strongly encouraged to review these documents before applying for grant funding. All grantees will be required to list:
• Service category area;
• Track the number of clients served (Example: Sign-in/Out sheets or digital versions); • Demographics (Example: race, age, language);
• Total hours provided;
• Program impacts; and
• All grantees, regardless of the type of grant, will be required to conduct a client satisfaction survey during the grant term and submit that feedback with the Closeout paperwork.
• Closeout reports are due 30 days after the close of your grant. Any funds not expended by the end of your grant are required to be returned to the City of East Palo Alto along with your Closeout Report.

In addition, recommended applicants must provide the following as a condition of grant award:
• Memorandum of Understanding (If you are partnering with another organization – not required for Small Grants): Partnering organizations are required to define their partnership by written agreement in the form of a Memorandum of Understanding (MOU). In addition to expressing a convergence of will between the parties, indicating an intended common line of action, roles and responsibilities; the MOU must identify a lead organization to represent the collaborative and receive payments on its behalf. The Lead Organization may be required to provide all requested legal documents including insurance to cover the work of the group. Lead organizations are required to submit proof of current non-profit status.
• Provide Proof of Insurance: Organizations seeking to do business with the City will be required, BEFORE the execution of a grant agreement, to provide evidence of insurance and maintain coverage throughout the life of the grant. Costs for required insurance may be included in the proposed program budget. Should a grant be awarded, grantees will be required to provide a Certificate of Insurance, which includes CURRENT: Workers Compensation, General Liability, Sexual Misconduct – if working with youth, and Automobile, in statutory amounts not less 3 than one million dollars ($1,000,000.00). On a SEPARATE Endorsement Page, the City of East Palo Alto and its officers, agents, council members, and employees must be named as additionally insured.

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations)

5. Review, Evaluation, Selection Process, and Ranking:

Eligibility Review: City staff will review applications to ensure they meet minimum eligibility requirements and submittal standards. Only applications that are complete, meet eligibility requirements, and submittal standards will be forwarded for further considerations. Applicants not meeting these standards will be notified.

After a preliminary review by City staff, eligible proposals are presented to a Community Grants Review Panel (CGRP) for further review and ranking. The CGRP will present their rankings and recommendations for funding to the City Council. The City Council, which has final approval authority, then selects the slate of projects to be funded and informs the staff of its decision.

The Grants Coordinator is responsible for administering the grants for the approved projects.

Application Format and Submission: Applications must be no longer than ten (10) pages plus attachments. Applications will not be available online. All submissions are due by 5:00 pm. on Friday, February 24, 2023.

Electronic submissions are required. Allow plenty of time for the system to upload documents.

Submit applications:
• Via email to [email protected] or;
• Via Dropbox to [email protected]
Attachments should be in PDF format. All documents should be titled with the attachment designation followed by the applicant name. For example: Attachment A: ABC Organization:

Application. Attachment B: ABC Organization: Narrative. If the file size is too large, break up the documents and send them in smaller groupings.

The award of a contract, and any allowed renewal or extension thereof, is subject to allotments made by the East Palo Alto City Council and subject to the availability of Transient Occupancy Tax (TOT) Funds. PLEASE NOTE THAT THE EAST PALO ALTO CITY COUNCIL MAY PARTIALLY FUND ANY CONTRACT RESULTING FROM THIS SOLICITATION. ANY FUNDS NOT

EXPENDED BY THE END OF YOUR GRANT IS REQUIRED TO BE RETURNED TO THE CITY OF EAST PALO ALTO ALONG WITH YOUR CLOSEOUT REPORT.

Instructions: Submissions should be presented in the following order: KEEPTHIS FORM. 4 CHECK LIST

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations)

1.Application (pp. 7-8)
• Narrative (2 pages max)
• Describe your organization briefly.
• Work Plan: For this project.
• Attachments (Submit asWord Documents – Use online forms) • Budget
• Logic Model
• Measure C/TOT Compliance Policies
a. Conflict of Interest (COI) Certification – (Use online form) b. Memorandum of Understanding (MOU)
• Where a partnering, collaborative, and or subcontracting relationship is proposed, the submission must include an MOU between the partnering organizations, which
documents the relationship and delineates tasks and or
compensation for each party.
• IRS documents
a. 501(c)(3) Determination Letter: Or Copy of fiscal agent’s 501(c)(3) determination letter
b. Form 990 or 990 Exemption: Last 2 years
• Financials
• Annual Budget: 2 years
• Financial Statements:
• CurrentYTD
• PreviousYear
• Matching Funds: Commitment letter if applicable
• Other
• Organizational Chart:
• The chart should include the primary applicants’ Board of Directors, the entire project team (all partners), and
illustrate the relationship between the partners.
• Board Members List: Including titles and addresses.
• Executive Director Name: Or equivalent employee.

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) 5 CITY OF EAST PALO ALTO –TOT

SMALL GRANT APPLICATION

COVER SHEET
PLEASE READ AND ANSWER ALL QUESTIONS ON THIS APPLICATION FORM.

Organizational Information
Legal Name Organization: East Palo Alto Greyhounds Youth Athletic Association
Address of Organization: 1858 Bay Road, East Palo Alto, Ca. 94303 Website: www.epahoundz.com
Collaborating Organization: Barbershop Boyz
Website: N/A
*Attach additional sheet(s) if necessary.

Contact Information
Grant Administrator Eric Stuart
Emai
l
[email protected]
(510) 812-6703

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) Grant Request
Amount Requested: (Not to exceed $16,000) $16,000
Total Project Budget: (For this project) $50,000
Matching funds/in-kind donations? (Yes/No) Circle one. If yes, amount?
$15,000
What is your organization’s total annual operating budget? $75,000 Please list the names of matching funding or in-kind donation sources: N/A Have you received TOT funding previously? Yes No Year(s)? __2017 Is that grant still active? Yes No
If not, have you submitted your Closeout forms? Yes No
Please indicate your service category: “Sports & Recreation Target Demographic
Please check the appropriate box(es) indicating the target category and age group(s) (if appropriate) that will be served with the funds requested:

Check Target Category (categories): Children & Youth
Check Age Group(s): Ages 5-18
Clients Served:

List the number of East Palo Alto Clients you intend to serve during this program: 200 List the total number of Clients you intend to serve during this program: 250 Summer Program Timeline
What are your dates of service for this program? START: 01/24/2023 END: 12/02/2023 What days/nights will you run your program? M-W-F-Sa Hours? 16hrs. Per week

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) Acknowledgement
I have read the minimum compliance standards for the City of East Palo Alto TOT Grants Program and can demonstrate that my program meets all minimum standards.

I agree to fully participate in the City of East Palo Alto’s spirit of partnership (see Section 1, Item F. Contractual Requirements and additional requirements as a funded organization.

I certify that my agency is eligible to apply based on the criteria listed in the Request for Applications and agree to submit any follow up documentation needed to verify eligibility (including but not limited to a 501(c)(3) tax letter).The signatory declares that: 1. they are authorized to sign on behalf of all entities in the partnership (if applicable); 2. the application accurately outlines the extent, objectives, and methods of the project; and 3. the grant funds, if awarded, will be used solely for the purposes outlined in this application. ________________________________
Signature of Authorized Representative Date Signed
Eric Stuart Founder/Director
Printed Name Title
7 NARRATIVE: Not to exceed 2 pages (Please use 12 PT Font with 1 inch margins on 8/12 x 11 inch paper).

Please describe:
• Your project service category;
• goals and objectives – work plan;
• How many clients you intend to serve;
• project partners (if any);
• Project timeline;
• How this project helps your organization fulfill its broader organizational mission; (Please include your organization’s mission statement);
• How proposed program activities will increase a young person’s academic achievement or help positively develop their social skills. Evidence based strategies will be viewed favorably; • Discuss how the services you will provide will offer a supportive community environment for families and/or seniors of East Palo Alto;
• Your organizational history and qualifications providing direct services to the target population; • Lead staff, their qualifications; and
• The project’s proposed budget and how it supports the overall objectives and activities. Include planned efforts to leverage funds and list potential funders. Budget should be reasonable, realistic, and consistent with your work plan. Projects that utilize matching funds will be given priority.

LOGIC MODEL: Not to exceed 3 pages (highlighting one (1) objective per sheet of legal size paper).

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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations) Using the Logic Model template, discuss up to three (3) measurable indicators/objectives focused on direct service programming and impact. The limited number makes the process simpler; more importantly, it makes everyone think hard about priorities.

The logic model draws a picture of your program or intervention; provides a graphic representation of the “theory of action” highlighting what is invested, what is done, and results. It will serve as the core of planning, evaluation, and setting mutual expectations for the grant.

In your responses, keep the following concepts in mind:
• Outputs: Outputs are the activities or deliverables that are to be accomplished as a result of a grant.

Outputs are generally described as deliverables or milestones in a work plan or timeline. Outputs include things like number of workshops held, number of youth tutored, health management plan completed, etc.
• Outcomes: Outcomes are the measurable impacts or results of the work of the grant. While outputs are accomplished during the life of the grant, outcomes generally occur after the completion of the grant. It is useful to categorize outcomes as short and long-term. Outcomes include things like the numbers of youth served that are now in college, or the measure by which their grade point average has improved.

BUDGET: In an Excel spreadsheet, develop a project budget that outlines the funding request. Detail: TOT funds requested; note any matching funds; and list the organization’s annual budget allocation to that activity. Examples of budget items include, but are not limited to, personnel, personnel benefits, sub contractors/collaborative partners, supp/lies and materials, and equipment. Staff and personnel costs may not exceed fifteen (15%) of the total budget.
8 3.1.b
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Attachment: 2023 TOT Final Proposals (2741 : 2023 TOT Recommendations)

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: July 25, 2023
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Jeff Liu, Chief of Police
SUBJECT: Police Patrol Vehicles
Recommendation
Adopt a resolution:

1. Authorizing the City Manager to issue a purchase order in favor of National Auto Fleet Group to purchase two (2) 2023 Dodge Durango Police Vehicles for the Police Department in an amount not to exceed $104,752.98.

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

2.84.070(D).

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

Priority No. 1: Enhance Public Safety and Emergency Preparedness Priority No. 3: Increase Organizational Effectiveness and Efficiency Priority No. 6: Create a Healthy and Safe Community
Background
On December 6, 2005, the City Council adopted Resolution No. 2532A, which established the City’s Vehicle Fleet and Replacement Guidelines. These Guidelines outline the standards by which the City will replace its vehicles. According to the Guidelines, patrol vehicles shall be replaced at five years or 100,000 miles (December 6, 2005 Staff Report and Resolution No. 2532A). This policy ensures City patrol vehicles remain operable with reasonable maintenance. This policy also ensures police vehicles are safe and effective, especially considering the high-risk nature of police driving as part of the Vehicle Fleet and Replacement Guidelines for vehicle replacements.

The purchase of these two vehicles will allow the Department to continue safe effective and

3.2 Packet Pg. 52
efficient management of its police vehicle fleet.

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

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

The City proposes to use National Auto Fleet - Law Enforcement Group contract for terms to purchase two 2023 Dodge Durango Police Vehicles for the Police Department in an amount not to exceed $104,752.98.

Analysis
The City of East Palo Alto currently does not have a “piggy backing” policy that allows the City to suspend its bidding requirements by using bids received by other public agencies from their competitive bidding processes. Nevertheless, two contracts established through competitive bidding processes exist which the City may receive pricing terms from. This includes contract #091521- NAF by National Auto Fleet - Law Enforcement Group and the California State contract #1-22-23-23E. The costs for two Police Dodge Durangos from the National Auto Fleet - Law Enforcement Group contract, $104,752.98, is $17,534.62 less than the price provided in the California State contract. As the City is a much smaller entity that purchases a much smaller volume of vehicles, it is unlikely that the City would get lower bids then these with its own bidding process.

Given these special circumstances, waiving the formal bidding requirements in favor of the National Auto Fleet - Law Enforcement Group contract will save our the City $17,534.62 compared to the California State Bid Contract. Thus, the City Manager recommends dispensing with formal bid procedures under East Palo Alto Municipal Code Section 2.84.070 (D).

Fiscal Impact
The fiscal impact is $104,752.98 from the general fund. For the Fiscal Year 2023-24 budget, the Police Department budgeted $175,000 for vehicle purchases, which is adequate for these purchases.

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

Environmental
The proposed action does not constitute a “project” with the meaning of the California

3.2 Packet Pg. 53
Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines sections 15378(b)(4) and (5) in that it is a governmental fiscal, organizational or administrative activity that will not result in direct or indirect changes in the environment.

Attachments

1. 2023 Durango combined quotes

2. 2023 Patrol Durangos Reso

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Attachment: 2023 Durango combined quotes (2718 : Police Patrol Vehicles)

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Attachment: 2023 Durango combined quotes (2718 : Police Patrol Vehicles)

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Attachment: 2023 Durango combined quotes (2718 : Police Patrol Vehicles)

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Attachment: 2023 Durango combined quotes (2718 : Police Patrol Vehicles)

SALES QUOTE
East Palo Alto Police Dept.

Accounts Payable
141 Demeter Street
E PALO ALTO CA 94303

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

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

UNITED STATES
Tel: (510) 656-5600
Fax: (510) 656-2114
SQ-178768
Customer Contact Ship To
Account Terms Due Date Account Rep Schedule Date
Jiovanni Magana
Quotation PO # Reference Ship VIA Page Printed
SQ-178768 1
54906 NET 30
*178768*
7/5/2023
8/4/2023 7/5/2023
7/5/2023
1:32:44PM
Service rep to Deliver
L Item Description Qty Price UM Discount Amount
1 Durango patrol
2 3 COMPONENT-ITEM PB400 Aluminum Bumper BK0534DUR21 1 $539.00 EA $539.00 D T-RAIL MOUNT SMALL LOCK HANDCUFF KEY & $959.00
1082E BLAC-RAC GK11191B1SHK
4 COMPONENT-ITEM 1 EA $959.00
#10VS RP Coated Poly Partition $1,039.00
PK0355FDT15F150
5 COMPONENT-ITEM 1 EA $1,039.00
SPT Rear Transport Replacement Seat $989.00
QK0465FDT15F150
6 COMPONENT-ITEM 1 EA $989.00
7 COMPONENT-ITEM Floor pan QK0491DUR11 1 $269.00 EA $269.00 8 COMPONENT-ITEM Door panels DK0100DUR11 1 $319.00 EA $319.00 9 COMPONENT-ITEM WINDOW BARS WK0514DUR11 1 $329.00 EA $329.00 10 COMPONENT-ITEM REAR CARGO WINDOW BARS WK0040DUR11 1 $489.00 EA $489.00 11 COMPONENT-ITEM REAR CARGO PARTITION PK0316DUR112ND 1 $629.00 EA $629.00 12 COMPONENT-ITEM REAR CARGO BOX TK0230DUR11 1 $1,819.00 EA $1,819.00 13 COMPONENT-ITEM ELECTRONIC TRAY TK1460DUR11 1 $1,149.00 EA $1,149.00 14 COMPONENT-ITEM CONSOLE 18 INCH CC-21DUR-0810 1 $751.00 EA $751.00 15 IONJ ION Series Split Red/WHITE LED Light 2 $165.00 EA $330.00 16 IONJ ION Series Split Blue/WHITE LED Light 2 $165.00 EA $330.00 17 UHF2150A Head Light flasher wig-wag misc. vehicle 1 $60.00 EA $60.00 18 VTX609R Vertex LED Red 1 $123.00 EA $123.00
19 VTX609B Vertex LED Blue 1 $123.00 EA $123.00
20 3SBCCDCR 3" Dome Light White/Blue 1 $70.00 EA $70.00 21 3SRCCDCR 3" Dome Light White/RED 1 $70.00 EA $70.00
22 c3900U SLIMLINE SPEAKER UNIVERSAL 2 $297.00 EA $594.00 23 Z3SXP-1 ZR SIREN W SERIAL INTERFACE W BNSHE 1 $1,356.00 EA $1,356.00 24 Z3S-OBD-PIU-G Z3S OBD MODULE 1 $184.99 EA $184.99
25 COMPONENT-ITEM LIGTH BAR REFRESH KIT BLACK TOPS 1 $700.00 EA $700.00 $13,220.99

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

3.2.a
Packet Pg. 67
Attachment: 2023 Durango combined quotes (2718 : Police Patrol Vehicles)

SALES QUOTE
East Palo Alto Police Dept.

Accounts Payable
141 Demeter Street
E PALO ALTO CA 94303

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

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

UNITED STATES
Tel: (510) 656-5600
Fax: (510) 656-2114
SQ-178768
Customer Contact Ship To
Account Terms Due Date Account Rep Schedule Date
Jiovanni Magana
Quotation PO # Reference Ship VIA Page Printed
SQ-178768 2
54906 NET 30
*178768*
7/5/2023
8/4/2023 7/5/2023
7/5/2023
1:32:44PM
Service rep to Deliver
L Item Description Qty Price UM Discount Amount
26 AAM28TRN9KA1 XPR5550 450-512 MHZ 1-40 W 1000 CH 1 $998.00 EA $998.00 27 MB8UM. 3/4" BRASS MT 17' MINI-UHF CONN 1 $31.33 EA $31.33 28 QW450 Antenna 1/4 Wave 450-470 Mhz 1 $12.21 EA $12.21 29 GP-IN2155 GPSD+7-27-C29-C32-C74 CABLES KIT 1 $234.20 EA $234.20 30 LP-IN1958-B WIRELSS N -MIMO CELL &GPS BLK 1 $315.31 EA $315.31 31 LGMM-EXT-R LGMM THICK PANEL ADAPTOR KIT 1 $21.54 EA $21.54 Standard Pedestal Mount Package For $532.00
2011-2023 Dodge Durango PKG-PSM-145
32 COMPONENT-ITEM 1 EA $532.00
33 COMPONENT-ITEM BLAC-RAC 4130-M SHOTGUN KIT 1 $191.00 EA $191.00 34 35 LaborInShop Labor charge for In Shop install/repair 1 $1,977.00 EA $1,977.00 36 SH Shipping 1 $450.00 EA $450.00
QUOTATIONS ARE VALID FOR 30 DAYS
A 20% RESTOCKING FEE WILL APPLY TO ALL RETURNED ITEMS
BDA's, DAS, UPS, AND CUSTOM SYSTEMS ARE NON-RETURNABLE
Please print your name:______________________________
Signature:_______________________ DATE:____________
Tax Details
CA001.34 $1594.549
EXEMPT $0.000
$15,556.58
$1,594.55
$19,578.13
$19,578.13
$2,427.00
Taxable
Total Tax
Exempt
Total
Balance

3.2.a
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Attachment: 2023 Durango combined quotes (2718 : Police Patrol Vehicles)

SALES QUOTE
East Palo Alto Police Dept.

Accounts Payable
141 Demeter Street
E PALO ALTO CA 94303

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

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

UNITED STATES
Tel: (510) 656-5600
Fax: (510) 656-2114
SQ-178769
Customer Contact Ship To
Account Terms Due Date Account Rep Schedule Date
Jiovanni Magana
Quotation PO # Reference Ship VIA Page Printed
SQ-178769 1
54906 NET 30
*178769*
7/5/2023
8/4/2023 7/5/2023
7/5/2023
1:33:56PM
Service rep to Deliver
L Item Description Qty Price UM Discount Amount
1 Durango patrol

SLIC TOP
2 3 COMPONENT-ITEM PB400 Aluminum Bumper BK0534DUR21 1 $539.00 EA $539.00 D T-RAIL MOUNT SMALL LOCK HANDCUFF KEY & $959.00
1082E BLAC-RAC GK11191B1SHK
4 COMPONENT-ITEM 1 EA $959.00
5 COMPONENT-ITEM REAR CARGO BOX TK0230DUR11 1 $1,819.00 EA $1,819.00 6 COMPONENT-ITEM ELECTRONIC TRAY TK1460DUR11 1 $1,149.00 EA $1,149.00 7 COMPONENT-ITEM CONSOLE 18 INCH CC-21DUR-0810 1 $751.00 EA $751.00 8 IONJ ION Series Split Red/WHITE LED Light 2 $165.00 EA $330.00 9 IONJ ION Series Split Blue/WHITE LED Light 2 $165.00 EA $330.00 10 UHF2150A Head Light flasher wig-wag misc. vehicle 1 $60.00 EA $60.00 11 VTX609R Vertex LED Red 1 $123.00 EA $123.00
12 VTX609B Vertex LED Blue 1 $123.00 EA $123.00
13 3SBCCDCR 3" Dome Light White/Blue 1 $70.00 EA $70.00 14 3SRCCDCR 3" Dome Light White/RED 1 $70.00 EA $70.00
15 c3900U SLIMLINE SPEAKER UNIVERSAL 2 $297.00 EA $594.00 16 Z3SXP-1 ZR SIREN W SERIAL INTERFACE W BNSHE 1 $1,356.00 EA $1,356.00 17 Z3S-OBD-PIU-G Z3S OBD MODULE 1 $184.99 EA $184.99
18 AAM28TRN9KA1 XPR5550 450-512 MHZ 1-40 W 1000 CH 1 $998.00 EA $998.00 19 MB8UM. 3/4" BRASS MT 17' MINI-UHF CONN 1 $31.33 EA $31.33 20 QW450 Antenna 1/4 Wave 450-470 Mhz 1 $12.21 EA $12.21 21 GP-IN2155 GPSD+7-27-C29-C32-C74 CABLES KIT 1 $234.20 EA $234.20 22 LP-IN1958-B WIRELSS N -MIMO CELL &GPS BLK 1 $315.31 EA $315.31 23 LGMM-EXT-R LGMM THICK PANEL ADAPTOR KIT 1 $21.54 EA $21.54 Standard Pedestal Mount Package For $532.00
2011-2023 Dodge Durango PKG-PSM-145
24 COMPONENT-ITEM 1 EA $532.00
25 COMPONENT-ITEM BLAC-RAC 4130-M SHOTGUN KIT 1 $191.00 EA $191.00 $10,793.58

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

3.2.a
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Attachment: 2023 Durango combined quotes (2718 : Police Patrol Vehicles)

SALES QUOTE
East Palo Alto Police Dept.

Accounts Payable
141 Demeter Street
E PALO ALTO CA 94303

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

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

UNITED STATES
Tel: (510) 656-5600
Fax: (510) 656-2114
SQ-178769
Customer Contact Ship To
Account Terms Due Date Account Rep Schedule Date
Jiovanni Magana
Quotation PO # Reference Ship VIA Page Printed
SQ-178769 2
54906 NET 30
*178769*
7/5/2023
8/4/2023 7/5/2023
7/5/2023
1:33:56PM
Service rep to Deliver
L Item Description Qty Price UM Discount Amount
26 COMPONENT-ITEM REAR WINDOW TAV 1 $1,451.00 EA $1,451.00 27 COMPONENT-ITEM FRONT VISOR LIGHT BW50UFX 1 $1,821.30 EA $1,821.30 28 COMPONENT-ITEM C3RNRDC-36L-BWRW 2 $296.00 EA $592.00 29 LaborInShop Labor charge for In Shop install/repair 1 $1,977.00 EA $1,977.00 30 SH Shipping 1 $450.00 EA $450.00
QUOTATIONS ARE VALID FOR 30 DAYS
A 20% RESTOCKING FEE WILL APPLY TO ALL RETURNED ITEMS
BDA's, DAS, UPS, AND CUSTOM SYSTEMS ARE NON-RETURNABLE
Please print your name:______________________________
Signature:_______________________ DATE:____________
Tax Details
CA001.34 $1502.433
EXEMPT $0.000
$14,657.88
$1,502.43
$18,587.31
$18,587.31
$2,427.00
Taxable
Total Tax
Exempt
Total
Balance

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Attachment: 2023 Durango combined quotes (2718 : Police Patrol Vehicles) QUOTE
QUOTE #: 000Q2934
DATE: Jun 23, 2023
600 Cleveland Street
Suite 1106
Clearwater, FL 33755
Phone: 888-868-4431
Prepared For: Prepared By:

Jimmy Tulabing Casey White
City Of East Palo Alto
141 Demeter St
East Palo Alto, CA 94303
[email protected]
402-323-4807
Phone (650) 853-3125
P.O. Number Payment Terms Valid Through
JLiu12202022 NET30 Jul 31, 2023
Here is the quote you requested.

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

CURRENTLY IN STOCK

3.2.a
Packet Pg. 71
Attachment: 2023 Durango combined quotes (2718 : Police Patrol Vehicles) Part Number Description Qty. Unit Price Ext. Price List Price CF-SVCPSY5 4th and 5th years Public Safety Service Bundle 2.00 $550.00 $1,100.00 $0.00 Add on (Year 4 & 5 only). Must be purchas ed in
conjunction with PS bundle bas e unit.Includes Premier,Protection Plus,Customer Portal,Dis k Image Management,HDD No Return.
7300-0461 Lind 120W Automobile Bare Wire Leads Power 2.00 $190.00 $380.00 $0.00 Adapter for Panasonic
30-60 DAY LEAD TIME
GJ-33-LVD2 Gamber Johnson Premium Laptop 2-in-1 Vehicle 2.00 $990.00 $1,980.00 $0.00 Dock (dual pass) for Panasonic TOUGHBOOK 33. USB-A 2.0 (6), Serial, LAN (2), Dual RF, HDMI, VGA. Features two front USB ports for eas y access. Requires Premium Keyboard (sold s eparately)

CURRENTLY IN STOCK
MA5-0900120B-NNA Cradlepoint IBR900 Series IBR900-1200M-B - 2.00 $1,500.00 $3,000.00 $0.00 Wireless router - WWAN - GigE, 802.11ac Wave 2
- 802.11a/b/g/n/ac Wave 2 - Dual Band - with 5
years NetCloud Mobile Ess entials Plan
2 WEEK LEAD TIME
CA WASTE 5 CA WASTE FEE 2.00 $5.00 $10.00 $0.00
Please contact me if I can be of further assistance. SubTotal $16,888.00 Tax $1,667.69
Shipping $0.00
TOTAL $18,555.69
To accept this quote, sign here and return:

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

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Attachment: 2023 Durango combined quotes (2718 : Police Patrol Vehicles) Resolution No. XX-2022 1 of 2
RESOLUTION NO.______

A RESOLUTION OF THE CITY COUNCIL

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

DURANGO POLICE VEHICLES FOR THE EAST PALO ALTO POLICE

DEPARTMENT, INCLUDING THE PURCHASE AND INSTALLATION OF

EMERGENCY/COMMUNICATION EQUIPMENT, IN AN AMOUNT NOT TO EXCEED $161,474.11.

WHEREAS, the City Council adopted Resolution No. 2532A, which established the Vehicle Fleet and Replacement Guidelines (Guidelines) for city vehicle replacements; and
WHEREAS, the replacement guidelines require the police department to replace patrol vehicles at five years or 100,000 miles; and
WHEREAS, pursuant to the Guidelines, it is necessary for the Police Department to purchase two Dodge Durango police patrol vehicles to ensure the safe effective and efficient management of its police vehicle fleet; and
WHEREAS, Sourcewell has developed a cooperative purchasing program, utilizing a competitive bidding process, for the purchase of goods and services, including police patrol vehicles, and allows local government agencies to make purchases under the contracts awarded through the program; and WHEREAS, the Sourcewell master vehicle contract #091521-NAF bid was awarded a contract to National Auto Fleet Group as the lowest qualified bid; and WHEREAS, the City Manager recommends dispensing with formal bid procedures pursuant to East Palo Alto Municipal Code Section 2.84.070 D;

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

1. Accept the State bid from National Auto Fleet Group for the purchase of two 2023 Dodge Durango Police Vehicles for the Police Department in an amount not to exceed $104,752.98;

2. Purchase emergency and communication equipment, including installation, from Telepath Corporation for the police vehicles in an amount not to exceed $38,165.44;

3. Purchase two mobile computer units from GovDirect for the vehicles in an amount not to exceed $18,555.69; and

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Attachment: 2023 Patrol Durangos Reso (2718 : Police Patrol Vehicles) Resolution No. XX-2022 2 of 2

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

PASSED AND ADOPTED this 18th day of July 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Lisa Gauthier, Mayor
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk John Le, City Attorney

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Attachment: 2023 Patrol Durangos Reso (2718 : Police Patrol Vehicles)

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: July 25, 2023
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Jeff Liu, Chief of Police
SUBJECT: Approval of Classification and Compensation Schedules for New, Revised, Retitled, and Reclassified Positions
Recommendation
Adopt a resolution:

1. Approving the following amendments to the City’s Classification and Compensation Schedule;
a. Adopt the revised Salary Schedule for the new classifications; b. Revise classification specification for the Grants Coordinator; c. Create new classification, related specifications, salary schedule and 1.0 FTE allocation for Management Analyst I/II (1-year Limited Term Duration); d. Reclassify the following positions: Human Resources Technician to Human Resources Technician I/II, Finance Senior Management Analyst to Accountant Senior, and Code Enforcement Officer I/II to Building Inspector / Neighborhood Preservation Officer I/II;
e. Retitle the classification: Neighborhood Preservation Officer I/II; f. Create the new classification specification for “Extra Help Retired Annuitant”; Authorizing the City Manager to make non-substantive corrections to related specifications and schedules that do not affect authority, autonomy, level of position, or scope or breadth of work.

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

Priority No. 3: Increase Organizational Effectiveness and Efficiency Background
The City’s Classification, Compensation Schedules, and Position Control Roster contain the classifications, related specifications and pay ranges of all City personnel, as well as the amount and types of positions allocated to each City Department and Division.

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On June 20, 2023, the City Council adopted the Fiscal Year (FY) 2023-2024 Budget. In that action, the City Council approved several personnel modifications, with direction to return for consideration of specific classifications and compensation schedules prior to implementation which led to this report.

At the time the budget was developed and approved, significant vacancies existed and final staffing profiles for departments were still under review. The work that one City staff position performs may evolve as the City undertakes different efforts. When this occurs, Human Resources staff help department heads to assess the work that their staff performs, and the service delivery needs of the City. Often, this assessment shows that existing positions and classifications should be modified to better match the position classification with the work that is done. These modifications are proposed to the City Council in the classification and compensation schedules. In this item staff brings updates to staffing structures, classifications, and allocated positions in response to current service delivery and staffing needs. The City and the labor representation groups met and conferred regarding the changes to the positions and concur.

Analysis
The purpose of the proposed modifications is to better align the City’s job responsibilities, qualifications, and salary scales with the changing demands of the proposed roles. However, it is imperative to ensure that the classification changes can be achieved without altering the ongoing budgeted FTE count, maintaining the overall budgetary constraints set by the organization.

This report recommends revision to the classification specification of Grants Coordinator; creation of the new classification specification of Management Analyst I/II (1 Year Limited Term Duration); reclassification of Human Resources Technician to Human Resources Technician I/II, Senior Management Analyst in the Finance Department to Accountant Senior, Code Enforcement Officer I/II to Building Inspector / Neighborhood Preservation Officer I/II; retitling of Code Enforcement Officer I/II to Neighborhood Preservation Officer I/II; and lastly creation of a new classification specification for Extra Help Retired Annuitant.

To implement the changes described above, staff requests that the City Council authorize the City Manager to make amendments to the City’s Classification and Compensation Schedules to affect the approved position and staffing changes. Justification for these proposed changes is provided below.

Grants Coordinator
As staff was performing a job analysis for the vacant position of Grants Coordinator, an inconsistency in the job classification specification was identified which led to a revision of classification specification. Historically the classification has not been assigned to supervise other staff and the “Supervision Received and Exercised” section of the job classification specification reads, “Exercises no direct supervision over staff.” However, a job duty in the “Examples of Typical Job Functions” section of the same specification reads, “Advises, guides, and supervises staff. To align with the historical use of the classification and the level of supervision intended for the classification, staff recommends approving the revision to this classification specification to remove the duty statement, “Advises, guides, and supervises staff.”

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Management Analyst I/II (1-year Limited Term Duration)
From time-to-time projects arise that are of a limited term or have limited funding. Term Limited positions allow the City flexibility to staff these positions with an “At Will” position that does not have vested right and can be released at the end of the body of work, term, or funding with or without cause. To perform a temporary body of work in the City Manager’s office, staff requests approval of a limited term duration Management Analyst classification.

This is an exempt, “at will” classification that is benefitted but is outside of the City’s classified service and does not have property rights to City classified positions.

The new classification of Management Analyst I/II (1-year Term Limited) is assigned to the existing pay range of Management Analyst I non-bargained and Management Analyst II nonbargained and does not require approval of a new salary range. On June 20, 2023, the City Council adopted the Fiscal Year (FY) 2023-2024 Budget, which includes funds for this position.

Human Resources Technician I/II
The requirements for tracking, reporting, and compliance related to human capital programs such as communicable diseases, removal of barriers to entry, equity of practices in all phases of employment, disability and leave management, and other critical human resources services has become significantly more complex over time. It takes two to three years for a human resources technician to acquire the skills and abilities to perform with relative independence at the journey-level of their position. Reclassifying the existing Human Resources Technician classification to a classification with an entry (I) and a journey-level (II) allows more flexibility in staffing, an opportunity for training and growth, and provides greater opportunity for entry into the position. Staff recommend creating a Human Resources Technician I/II classification and promoting the incumbent. This is a non-exempt non bargaining unit classification.

Staff seek City Council approval to reclassify the existing Human Resources Technician position to a new Human Resources Technician II classification (Exhibit E). This change is requested to establish a better structure in the Human Resources Division as described above.

Staff proposes the pay range for the Human Resources II classification be set at 10% above the current Human Resources Technician range. The current Human Resources Technician classification pay range will be the pay for the new Human Resources Technician I classification. The recommended pay range for the Human Resources Technician II reflects a $9,630 increase compared with the current Human Resources Technician position, as shown in Table 1.

TABLE 1

PROPOSED NEW CLASSIFICATION AND ANNUAL SALARY SCHEDULE
Position Step A Step B Step C Step D Step E
Human
Resources
Technician I
$79,225.85 $83,187.14 $87,346.50 $91,713.83 $96,299.52
Human
Resources
Technician II
$87,148.55 $91,505.81 $96,081.13 $100,885.20 $105,929.30 Accountant Senior
The deletion of the Senior Management Analyst 1.0 FTE in the Finance Department and creation of an Account Senior classification 1.0 FTE is due to the requirements for tracking,

3.3 Packet Pg. 77
reporting, and compliance related to accounting has become significantly more accounting focused and complex over time which requires journey level knowledge and experience. Hiring an Accountant Senior is not only crucial for maintaining accurate financial records but also for driving strategic financial decisions and fostering the organization's financial health. The expertise, experience, and strategic insight makes this classification an indispensable asset for any organization seeking financial stability and growth. This is an exempt classification in the East Palo Alto Management Employees’ Association (MEA). The table 2 below shows the recommended pay range for the Accountant Senior.

TABLE 2

PROPOSED NEW CLASSIFICATION AND ANNUAL SALARY SCHEDULE
Position Step A Step B Step C Step D Step E
Senior
Management
AnalystFinance
-$116,821.80 -$122,662.89 -$128,796.03 -$135,235.83 -$141,997.63 Accountant
Senior
$93,516.66 $98,192.49 $103,102.12 $108,257.22 $113,670.08 Building Inspector / Neighborhood Preservation Officer I/II The deletion of the Code Enforcement Officer I/II 1.0 FTE and creation of the Building Inspector/Neighborhood Preservation Officer I/II classification 1.0 FTE is due to the increased complexity and compliance needed for the division. The Building and Code Enforcement Division of Community Development administers two important safety and compliance programs for the City and the community: Building Inspection and Code Enforcement. Building Inspection is responsible for inspecting industrial, commercial and residential building sites and projects for compliance with building, plumbing, mechanical, electrical, and environmental codes, and other governing laws and ordinances, including, basic zoning, grading, fire, and safety regulations. Code Enforcement focuses on the City’s neighborhood preservation, residential safety, and code compliance programs by identifying, investigating, and promoting correction of violations to the City’s municipal, zoning, housing, development, and signage codes. In the interest of residential safety and neighborhood preservation, Code Enforcement verifies corrections have been made or may issue citations or initiate abatement activities related to violations.

Currently the City has separate classifications for Building Inspector and Code Enforcement Officer both supervised by a Chief Building Official who must be proficient in both disciplines.

To provide gap coverage for leaves and vacancies and offer a path for cross training and opportunities for preparation toward advancement to Chief Building Official, staff recommends creation and reclassification of the combined classification of Building Inspector / Neighborhood Preservation Officer I/II. This is a non-exempt classification in the Service Employees International Union (SEIU).

Neighborhood Preservation Officer I/II
Retitled the Code Enforcement Officer I/II classification title to Neighborhood Preservation Officer I/II to modernize title and to align with the division structure. The City did not change any of the scope, breadth of duties, or responsibilities.

When creating a new classification, it is customary to provide a salary recommendation. Staff

3.3 Packet Pg. 78
did not find sufficient comparable classes in the market to set salary Building Inspector / Neighborhood Preservation Officer I/II. To set salary, staff conducted an internal parity review of existing classifications. The new classification is a combination of Code Enforcement and Building Inspector and must certify in both roles, therefore, staff set salary at 15% above Building Inspector I/II classifications. This places the top step of the journey-level 21% below the Chief Building Official. These are considered healthy differentials for classes within a series or job family. The following schedule shows the proposed salary range for the new classification and position of Building Inspector / Neighborhood Preservation Officer I/II identified in Table 3 below:

TABLE 3

PROPOSED CLASSIFICATION AND ANNUAL SALARY SCHEDULE
Position Step A Step B Step C Step D Step E
Building
Inspector /
Neighborhood
Preservation
Officer I
$96,919.30 $101,765.25 $106,853.51 $112,196.28 $117,806.00 Building
Inspector /
Neighborhood
Preservation
Officer II
$108,535.80 $113,962.77 $119,660.76 $125,643.87 $131,925.98 Extra Help Retired Annuitant
Establishment of a new classification for Extra Help Retired Annuitant is crucial within our organization, specifically designed for retired individuals seeking part-time or temporary employment, to be referred to as the "Retiree Appointed" classification. The classification will be linked to an existing classification for purposes of determining compensation and projects assigned. The purpose of this request is to address the growing interest and potential benefits of engaging retired personnel to contribute their invaluable expertise and experience to our organization. As part of our commitment to fostering a diverse and inclusive workforce, this new classification aims to offer a flexible employment option for retired individuals who are eager to remain active in their careers and make meaningful contributions while enjoying the benefits of retirement. The establishment of the Retiree Appointed classification will allow the City to tap into the vast experience and expertise of retired professionals while promoting diversity and flexibility within our workforce. We believe that this initiative aligns with our organizational values and objectives. Appointments are intended to come within the scope of Government Code Sections 7522.56, 21224, 21227, and 21229. The hourly pay for a extra help retired annuitant will be mirrored from an existing classification based on projects assigned.

Fiscal Impact
The costs associated with all positions identified in Table 1, 2, and 3 were approved and incorporated in the proposed FY 2023-2024 Budget.

Environmental

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The proposed action does not constitute a “project” with the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines sections 15378(b)(4) and (5) in that it is a governmental fiscal, organizational or administrative activity that will not result in direct or indirect changes in the environment.

Attachments

1. Exhibit A – Salary Schedule

2. Exhibit B - UPDATED Grants Coordinator 6.7.23 FINAL

3. Exhibit C - NEW Management_Analyst_I-II_NewLimitedTermJuly2023

4. Exhibit D - NEW Human_Resources_Technician I-II

5. Exhibit E -NEW Accountant Senior_TO AMT edits

6. Exhibit F - NEW Building Inspector-Neighborhood Preservation Officer I-II 6.7.23 FINAL

7. Exhibit G - UPDATED Neighborhood Preservation Officer I-II prev Code Enforcement Officer I II FINAL

8. Ehibit H - NEW Retired Annuitant Interim Professional

9. Council Staff Report, Attachment1-Resolution FINAL 7.20.23

3.3 Packet Pg. 80

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Attachment: Exhibit A – Salary Schedule (2739 : Approval of Classification and Compensation Schedules) Established: July 2023
FLSA: Non-Exempt

GRANTS COORDINATOR

DEFINITION
Under general direction, assists in grant proposals; provides grant administration and coordination support; develops, summarizes, and maintains administrative and fiscal records; coordinates grants programs, special projects, and studies and performs related administrative support functions; fosters cooperative working relationships among City departments and acts as liaison with various community, public, and regulatory agencies; and performs related work as required.

SUPERVISION RECEIVED AND EXERCISED
Receives general direction from the Finance Director or Financial Services Manager as assigned. Exercises no direct supervision over staff.

DISTINGUISHING CHARACTERISTICS
This is a single incumbent professional classification that provides grant coordination and support for fiscal and administrative functions. Responsibilities include assisting in budget development, grant funding and reporting, expenditure monitoring and grant funds disbursement. This class is distinguished from other administrative support classifications by its complexity and specialized knowledge required, including budget and grants programs.

EXAMPLES OF TYPICAL JOB FUNCTIONS (Illustrative Only)
Management reserves the right to add, modify, change, or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.
• Maintain accounting records for the grant funds as assigned in accordance with governmental accounting standards and applicable federal and state grant regulations. • Monitor and assist City’s departments fulfilling their compliance responsibilities of grant management while promoting proper usage of grant funds and accurate record-keeping. • Provides staff assistance on grant related matters such as the application of grant funding policies, regulations, and procedures; participate on and provide staff support to a variety of interdisciplinary committees and boards; research, prepare, and present comprehensive staff, technical, fiscal, and administrative reports and other correspondence as appropriate and necessary. • Coordinates and performs administrative work in grants administration and reporting, including researching grant funding opportunities, evaluating funding opportunities relative to City policies and vision, preparing grant proposals, assisting in preparing budgets, and interpreting funding agency regulations and requirements.
• Analyzes, reviews, and ensures compliance of proposals and grant budgets with policies, regulations, funding agency requirements, and basic accounting protocols and procedures, coordinates compliance with documentation requirements.
• Develops and maintains specialized databases and systems for recording and tracking grant proposals,

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Attachment: Exhibit B - UPDATED Grants Coordinator 6.7.23 FINAL (2739 : Approval of Classification and Compensation Schedules) Grants Coordinator

awards, and related statistical information.
• Serves as a liaison with employees, management, boards and commissions, third party vendors, public service agencies, other public agencies, regulatory and governmental agencies, private and communitybased organizations and the public pertaining to grant submissions and future funding; facilitates board and commission meetings trainings, and presentations; assists in ensuring fulfillment of legislative responsibilities.
• Initiates solicitations, including requests for proposal and sole source requests to provide materials and services; coordinate and participate in the evaluation of submittals; draft and review terms and conditions of agreements; negotiate and execute contracts; prepare and submit Board Agenda items for contract approval; administer and manage third party grant recipient contracts ensuring compliance with all requirements.
• Monitors and evaluates the efficiency and effectiveness of grant programs, methods, and procedures; identifies opportunities for improvement; directs the implementation of change. • Attends meetings, conferences, workshops, and training sessions and reviews publications and materials to remain current on grant funding policies, regulations, procedures, and new developments; prepares reports of changesto management; providesrecommendations on implementation and impact of changes. • Provides timely support to team members as required, particularly during critical periods of high urgency and tight deadlines.
• Performs other duties as assigned.

JOB-RELATED QUALIFICATIONS
Knowledge of:
• Principles and practices of municipal government management. • Principles, practices, and procedures of budgeting, funding sources, and grant fund disbursements. • Project and/or program management, analytical processes, and report preparation techniques; municipal programs such as grant administration, finance, budgeting, and other related governmental programs. • Organizational practices as applied to the analysis, evaluation, development, and implementation of programs, policies, and procedures.
• Basic principles and practices of public administration as applied to operational unit and program administration.
• Research and reporting methods, techniques, and procedures. • Sources of information related to a broad range of municipal programs, services, and administration. • Applicable Federal, State, and local laws, codes, and regulations. • Techniquesfor providing a high level of customerservice by effectively dealing with the public, vendors, contractors, and City staff.
• The structure and content of the English language, including the meaning and spelling of words, rules of composition, and grammar.
• Modern equipment and communication tools used for business functions and program, project, and task coordination.
• Computers and software programs (e.g., Microsoft software packages) to conduct, compile, and/or generate documentation.

Ability to:
• Assist in the development of goals, objectives, policies, procedures, and work standards for grant administration.
• Coordinate and oversee departmental and programmatic administrative, budgeting and fiscal reporting activities as they relate to grants administration.
• Interpret, apply, and explain Federal, State, and local laws, codes,regulations, and departmental policies and procedures.
• Analyze, interpret, summarize and present administrative and technical information and data in an effective manner.
• Understand the organization and operation of various departments and of outside agencies as necessary to assume assigned responsibilities.

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Attachment: Exhibit B - UPDATED Grants Coordinator 6.7.23 FINAL (2739 : Approval of Classification and Compensation Schedules) Grants Coordinator

• Prepare clear and effective financial, statistical, narrative, informational, and educational reports, correspondence, procedures, and other written material. • Make accurate arithmetic, financial and statistical computations. • Analyze situations and identify pertinent problems/issues, conduct research to gather relevant information, evaluate alternatives, make sound recommendations, and prepare effective technical staff reports.
• Organize and prioritize a variety of projects and multiple tasks in an effective and timely manner; organize own work, setting priorities, and meeting critical time deadlines. • Understand, interpret, and apply all pertinent laws, codes, regulations, policies and procedures, and standards relevant to work performed.
• Effectively represent the department and the City in meetings with governmental agencies; community groups; various business, professional, and regulatory organizations; and in meetings with individuals. • Learn and understand the organization and operation of the City and of outside agencies as necessary to assume assigned responsibilities.
• Independently organize work, set priorities, meet critical deadlines, and follow-up on assignments. • Effectively use computer systems, software applications, and modern business equipment to perform a variety of work tasks.
• Communicate clearly and concisely, both orally and in writing, using appropriate English grammar and syntax.
• Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
• Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.

QUALIFICATIONS:

Any combination of training and experience that would provide the required knowledge, skills, and abilities is qualifying. A typical way to obtain the required qualifications would be:

Education: Equivalent to a bachelor’s degree with major coursework in Accounting, Finance, Business Administration, Public Administration or a related field.

Experience: One (1) year of experience performing budgetary, administrative, or operational analysis work preferably within a municipality.

Licenses and Certifications:

Certification in Grant Management and Development or equivalent training desired.

PHYSICAL DEMANDS
Must possess mobility to work in a standard office setting and use standard office equipment, including a computer; to operate a motor vehicle and to visit various town and meeting sites; vision to read printed materials and a computer screen; and hearing and speech to communicate in person, before groups and over the telephone. This is primarily a sedentary office classification although standing in work areas and walking between work areas may be required. Finger dexterity is needed to access, enter and retrieve data using a computer keyboard, typewriter keyboard or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push and pull drawers open and closed to retrieve and file information. Employees must possess the ability to lift, carry, push, and pull materials and objects necessary to perform job functions.

ENVIRONMENTAL CONDITIONS
Employees work in an office environment with moderate noise levels, controlled temperature conditions and no direct exposure to hazardous physical substances. Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures.

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Attachment: Exhibit B - UPDATED Grants Coordinator 6.7.23 FINAL (2739 : Approval of Classification and Compensation Schedules) Approved: May 2019
Revised: July 2023
FLSA: II - Exempt
I - Non-Exempt

MANAGEMENT ANALYST I-II (LIMITED TERM)

DEFINITION
Under general supervision or direction, provides responsible analytical duties and complex staff support to a City department; coordinates, oversees, and participates in assigned administrative service areas, programs, and/or functions within assigned department; provides supervision and training to assigned staff; participates in policy development and strategic planning; develops, summarizes, and maintains administrative and fiscal records; coordinates assigned activities with other divisions, outside agencies, and the general public; and performs related duties, as assigned.

NOTE: Limited Term appointments are fully benefitted appointments that are limited to a specified amount of time based or based on a specified amount of work to be completed and availability of a funding source. The term specified for this position is limited to one year from the date of hire. Near the end of the one year, the amount of work to be done and availability of funding will be re­assessed by the City. Should sufficient work and funding be available, the term may be modified.

SUPERVISION RECEIVED AND EXERCISED
Exercises general supervision over professional, technical, and/or administrative staff.

Management Analyst I: Receives general supervision from assigned supervisory or management personnel.

Management Analyst II: Receives general direction from assigned supervisory or management personnel.

DISTINGUISHING CHARACTERISTICS
Management Analyst I: This is the entry-level classification in the Management Analyst series. Initially under close supervision, incumbents learn City systems, operations, practices, and procedures. As experience is gained, assignments become more varied and are performed with greater independence.

Assignments may vary with the skill and training of the incumbent. Positions at this level usually perform most of the duties required of the positions at the II-level but are not expected to function at the same skill level and usually exercise less independent discretion and judgment in matters related to work procedures and methods.

Management Analyst II: This is the journey-level classification in the Management Analyst series.

Positions at this level are distinguished from the I-level by the performance of the full range of duties as assigned, working independently, and exercising judgment and initiative. Positions at this level receive only occasional instruction or assistance as new or unusual situations arise and are fully aware of the operating procedures and policies of the work unit. Work is normally reviewed upon completion and for overall results.

Positions in the Management Analyst class series are flexibly staffed and positions at the II-level are normally filled by advancement from the I-level after gaining the knowledge, skill, and experience which meet the qualifications for and after demonstrating the ability to perform the work of the higher-level class.

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Attachment: Exhibit C - NEW Management_Analyst_I-II_NewLimitedTermJuly2023 (2739 : Approval of Classification and Compensation Management Analyst I/II (Limited Term)

EXAMPLES OF TYPICAL JOB FUNCTIONS (Illustrative Only)
Management reserves the right to add, modify, change, or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.

Some duties may be performed by positions at the entry (I) level in a learning capacity:
• Coordinates and performs professional-level work in assigned administrative service areas, programs, and/or functions, such as budget development, administration and analysis, financial analysis, and/or special staff projects for assigned department.
• Assistsin developing goals, objectives, policies, procedures, work standards, and administrative control systems for the department to which assigned.
• Participates in the development and administration of departmental budgets; monitors revenues and expenditures; identifies and recommends resolutions for budgetary problems; reviews and proposes modification of existing standards and procedures governing budget preparation; assists in the development of budget related ordinances and resolutions. • Plans, oversees, and administers department-specific programs and projects; performs professionallevel administrative work in such areas as budget development, financial administration and reporting, grants, purchasing, contract administration, management analysis, public information, and program evaluation.
• Participates in the development, implementation, oversight, and maintenance of new or revised programs, systems, procedures, and methods of operation; compiles and analyzes data and makes recommendations regarding staffing, equipment, and facility needs. • Collects, compiles, and analyzes information from various sources on a variety of specialized topics related to programs administered by the position or by management staff including complex financial, budget, or administrative issues or questions; prepares comprehensive technical records and reports to present and interpret data, identifies alternatives, and makes and justifies recommendations. • Conducts surveys and performs research and statistical analyses on administrative, fiscal, and operational problems or issues; monitors legislation and analyzes proposed legislation. • Trains and evaluates the performance of assigned staff; interviews and selects employees and recommends transfers, reassignment, termination, and disciplinary actions; assigns employee duties and reviews work to ensure compliance with established standards, guidelines, and procedures. • Serves as a liaison with employees, public, and private organizations, community groups, commissions and committees, and other organizations; provides information and assistance to the public regarding the assigned programs and services; receives and responds to complaints and questions relating to assigned area of responsibility; reviews problems and recommends corrective actions. • Assists in the development and reporting of alternate funding sources and ensures compliance with Federal, State, City, and funding agency and City accounting and reporting requirements and applicable laws, regulations, and professional accounting practices. • Prepares and submits various City Council, commission, committee, and staff reports, resolutions, ordinances, and correspondence regarding assigned activities. • Confers with other management staff regarding provision of administrative and support services. • Maintains accurate records and files; develops storage of records and retention schedules. • Attends various community meetings and events; represents City to residents in explaining City policies; provides outreach to the community.
• Attends and participates in professional group meetings; stays abreast of new trends and innovations in the field related to the area of assignment; researches emerging products and enhancements and their applicability to City needs.
• Performs other related duties as assigned.

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Attachment: Exhibit C - NEW Management_Analyst_I-II_NewLimitedTermJuly2023 (2739 : Approval of Classification and Compensation Management Analyst I/II (Limited Term)

JOB-RELATED QUALIFICATIONS
Some knowledge and abilities may be demonstrated by positions at the entry (I) level in a learning capacity:

Knowledge of:
• Principles and practices of municipal management and government. municipal programs, and other related governmental programs.
• Project and/or program management, analytical processes, and report preparation techniques. • Basic principles and practices of public administration as applied to operational unit and program administration.
• Research and reporting methods, techniques, and procedures including sources of information related to a broad range of municipal programs, services, and administration. • Applicable Federal, State, and local laws, rules, regulations, ordinances, and organizational policies and procedures relevant to assigned area of responsibility. • Principles and practices of employee supervision, including work planning, assignment review and evaluation, discipline, and the training of staff in work procedures. • Public relations techniques.
• Principles and practices of contract negotiation, preparation, and evaluation; public agency budget development and administration, and sound financial management policies and procedures. • Recent and on-going developments, current literature, and sources of information related to the operations of the department.
• Record keeping principles and procedures.
• Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.
• The structure and content of the English language, including the meaning and spelling of words, rules of composition, and grammar.
• Modern equipment and communication tools used for business functions and program, project, and task coordination.
• Computers and software programs (e.g., Microsoft software packages) to conduct, compile, and/or generate documentation.

Ability to:
• Assist in developing and implementing goals, objectives, practices, policies, procedures, and work standards.
• Coordinate and oversee programmatic administrative, budgeting, and fiscal reporting activities. • Plan and conduct effective management, administrative, and operational studies. • Analyze, interpret, summarize, and present administrative and technical information and data in an effective manner.
• Research, analyze, and evaluate new service delivery methods, procedures, and techniques. • Prepare clear and concise reports, correspondence, policies, procedures, and other written materials. • Select and supervise staff, provide training and development opportunities, ensure work is performed effectively, and evaluate performance in an objective and positive manner. • Establish and maintain a variety of filing, record keeping, and tracking systems. • Understand, interpret, explain, and apply all pertinent laws, codes, regulations, policies and procedures, and standards relevant to work performed.
• Effectively represent the department and the City in meetings with governmental agencies; community groups; various business, professional, and regulatory organizations; and in meetings with individuals. • Learn and understand the organization and operation of the City and of outside agencies as necessary to assume assigned responsibilities.
• Independently organize work, set priorities, meet critical deadlines, and follow-up on assignments. • Effectively use computer systems, software applications, and modern business equipment to perform a variety of work tasks.
• Communicate clearly and concisely, both orally and in writing, using appropriate English grammar and syntax.
• Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal

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Packet Pg. 87
Attachment: Exhibit C - NEW Management_Analyst_I-II_NewLimitedTermJuly2023 (2739 : Approval of Classification and Compensation Management Analyst I/II (Limited Term)

guidelines.
• Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.

Education and Experience:

Any combination of training and experience that would provide the required knowledge, skills, and abilities is qualifying. A typical way to obtain the required qualifications would be:

Equivalent to a bachelor’s degree in business, finance, public administration, accounting, or a closely related field.

Management Analyst I:

One (1) year of experience performing duties related to budget analysis, management, and/or administration, preferably in a municipal or public agency setting.

Management Analyst II:

Three (3) years of experience performing duties related to budget analysis, management, and/or administration, preferably in a municipal or public agency setting.

Licenses and Certifications:
• Ability to convey oneself to multiple geographic locations daily and timely or possession of, or ability to obtain, a valid California Driver’s License by time of appointment and a satisfactory driving record.

PHYSICAL DEMANDS
Must possess mobility to work in a standard office setting and use standard office equipment, including a computer, and to operate a motor vehicle to visit various City and meeting sites; vision to read printed materials and a computer screen; and hearing and speech to communicate in person and over the telephone.

Standing in and walking between work areas is frequently required. Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate standard office equipment.

Positions in this classification frequently bend, stoop, kneel, and reach to perform assigned duties, as well as push and pull drawers open and closed to retrieve and file information. Employees must possess the ability to lift, carry, push, and pull materials and objects up to 20 pounds with the use of proper equipment.

Reasonable accommodation will be made for individuals on a case-by-case basis.

ENVIRONMENTAL CONDITIONS
Employees work in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances. Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures.

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Packet Pg. 88
Attachment: Exhibit C - NEW Management_Analyst_I-II_NewLimitedTermJuly2023 (2739 : Approval of Classification and Compensation Established: April 2019
Reclassified to I/II: July 2023
FLSA: Non-Exempt

HUMAN RESOURCES TECHNICIAN I/II

DEFINITION
Under supervision from Human Resources Manager, Provides a wide variety of confidential , technical and complex activities, and office administrative human resources support functions, researches and interprets contracts and policy documents and reviews and complete benefit enrollment transactions, assist with the recruitment, testing, and selection of staff, salary administration, insurance , and coordination of employee training and orientation; prepares, reviews, market surveys and distributes human resources information systems records; provides responsible technical and clerical support to professional staff in the Human Resources Department; assists in completing various human resources studies and reports; establishes and maintains a variety of technical and confidential office records and files, Provides information and assistance to the public and employees regarding services and activities of the human resources department. and performs related duties, as assigned.

SUPERVISION RECEIVED AND EXERCISED
Receives general supervision from the Human Resources Manager. Exercises no supervision of staff.

DISTINGUISHING CHARACTERISTICS
Human Resources Technician I is the entry level class in the Human Resources Technician series. Under supervision, within a framework of established policies and procedures, incumbents learn and perform routine technical administrative human resources tasks. And are expected to become proficient in all duties and responsibilities of the human resources II level overtime. Assignments are given in specific terms and are subject to review by the Human Resources Manager while in progress and upon completion. Areas of responsibilities include; recruitment, testing, and selection, , and benefits administration, and employee orientation, in addition to performing a variety of record-keeping, administrative, and technical support activities. This classification is distinguished from the Human Resources Technician II, in that the latter is a journey-level classification that performs a full range of confidential administrative and clerical support duties of average complexity and exercises a moderate degree of judgment within established standards. This classification is further distinguished from the experienced, journey level Human Resources Technician II class by the routine nature and limited complexity of work assignment and the level of supervision received. Positions at this level receive instruction or assistance as new or unusual situations arise and are fully aware of the operating procedures and policies of the work unit The Human Resources Technician I and II classifications are flexibly staffed. Upon recommendation of the Human Resources Manager and approval by the City manager, incumbents in this class may advance to the Human Resources Technician II classification after a minimum of two (2) years at the first level and with demonstrated proficiency to meet the requirements of the Human Resources Technician II classification.

Human Resources Technician II is a journey level class in the Human Resources Technician series Under general supervision, within a framework of established policies and procedures, the incumbent will

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Packet Pg. 89
Attachment: Exhibit D - NEW Human_Resources_Technician I-II (2739 : Approval of Classification and Compensation Schedules) Human Resources Technician I/II

perform full range of confidential technical and administrative duties for a variety of human resources programs, which require significant knowledge of the city and departmental policies, procedures, and practices, advanced clerical skills, and familiarity with federal and state laws and statutes. Assignments are given in general terms and are subject to review upon completion by the Human Resources Manager.

There is a significant amount for independent judgment and action in some areas of work.

This classification is distinguished from the entry-level Human Resources Technician I by the complexity of work assignments, the potential impact of error, and the level of independence with which assignments are performed and the level of supervision received.

EXAMPLES OF TYPICAL JOB FUNCTIONS (Illustrative Only)
Management reserves the right to add, modify, change, or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.
• Participates in the recruitment, testing, and selection of employees, including preparing advertisements and recruitment job flyers, assisting in coordinating recruitment processes, and scheduling and coordinating written performance tests and interviews; advertises, posts, and mails job bulletins; assists in proctoring examinations; constructs rating notebooks; prepares and sends rater confirmation materials and thank you letters.
• Schedules and coordinates selection processes; obtains raters for selection panels and arranges interviews involving employees and other parties.
• Notifies candidates at all steps of the selection process, as assigned, processes employee pre-placement physical examination paperwork.
• Establishes and maintains employee personnel and benefits files and volunteer files. • Coordinates background check process for required classifications, updates Department of Justice applicant clearance log.
• Utilizes the applicant tracking system; answers questions regarding open positions, application procedures, employment procedures, and basic salary administration practices; responds to requests for employment verification.
• Processes Personnel Action Forms (PAF’s) involving terminations, resignations, promotions, and retirements.
• Performs administrative work related to multi-tiered employee benefits programs that include plans such as retirement, long-term disability, health, life, dental, vision, employee assistance program, and worker’s compensation.
• Enters benefit enrollment and changes into related databases. • Administers I-9 program, including issuing forms to new employees, verifying eligibility of employment, completing and signing off on forms, and maintaining accurate files. • Conducts and coordinates orientations for newly hired employees and answers employee questions regarding benefits, open enrollment periods, and other information regarding employee benefits; photographs and creates employee identification cards.
• Processes employee exits, including Consolidated Omnibus Budget Reconciliation Act (COBRA) paperwork.
• Responds to employee and retiree questions and complaints and may interface with medical insurance providers and insurance representatives.
• Interprets and applies Federal, State, and local laws and regulations concerning human resources programs.
• Maintains employee handbooks and human resources policies and procedures, under the direction of supervisory and management staff.
• Attends labor management meetings with management staff and takes notes. • Participates in special human resources projects and programs including training programs, open enrollment, and related events; coordinates and integrates program services and activities with other

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Packet Pg. 90
Attachment: Exhibit D - NEW Human_Resources_Technician I-II (2739 : Approval of Classification and Compensation Schedules) Human Resources Technician I/II

agencies and City departments.
• Receives and screens visitors, telephone calls, and emails, providing a high level of customer service to both external and internal customers; provides information to City staff, other organizations, and the public, requiring the use of judgment and the interpretation of complex policies, rules, procedures, and ordinances.
• Provides general administrative support to the Human Resources function, including preparing correspondence, memoranda, and reports, performing reception functions, processing mail, performing data entry, and maintaining schedules and records.
• Organizes and maintains various administrative, confidential, reference, and follow-up files; purges files as required.
• Assists in conducting market surveys of compensation, benefits, personnel policies, and practices; responds to requests for related information from other agencies. • Operates standard office equipment, including job-related computer hardware and software applications, facsimile equipment, and multi-line telephones. • Performs other related duties as assigned.

JOB-RELATED QUALIFICATIONS
Knowledge of:
• Basic principles and practices of the human resources function in a public agency setting. • Policies and procedures related to recruitment, selection, classification, compensation, and benefits administration.
• Methods, techniques, and practices of data collection and basic report writing. • Business letter writing and standard writing practices for correspondence. • Applicable Federal, State, and local laws, regulatory codes, ordinances, and procedures relevant to assigned area of responsibility.
• Record-keeping principles and procedures.
• Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.
• Structure and content of the English language, including the meaning and spelling of words, rules of composition, and grammar.
• Modern equipment and communication tools used for business functions and program, project, and task coordination.
• Computers and software programs (e.g., Microsoft software packages) to conduct, compile, and/or generate documentation.

Ability to:
• Interpret, apply, and explain policies, procedures, and practices of human resources administration. • work independently and exercise sound judgment within established guidelines; use tact and discretion in dealing with employees and the public; maintain strict confidentiality; organize, coordinate, and prioritize a variety of assignments with varying deadlines; work effectively under pressure with frequent interruptions.
• Review human resources documents for completeness and accuracy. • Administer effective recruitment, testing, and selection practices. • Maintain accurate and confidential human resources records. • Review and reconcile employee benefit records.
• Perform detailed human resources office support work accurately and in a timely manner. • Maintain confidentiality of sensitive personal information of applicants, employees, former employees, and other matters affecting employee relations.
• Respond to and effectively prioritize multiple phone calls and other requests for service. • Make accurate arithmetic and statistical computations. • Enter and retrieve data from a computer with sufficient speed and accuracy to perform assigned work.

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Packet Pg. 91
Attachment: Exhibit D - NEW Human_Resources_Technician I-II (2739 : Approval of Classification and Compensation Schedules) Human Resources Technician I/II

• Establish and maintain a variety of filing, record-keeping, and tracking systems. • Understand, interpret, and apply all pertinent laws, codes, regulations, policies and procedures, and standards relevant to work performed.
• Effectively represent the department and the City in meetings with governmental agencies; community groups; various business, professional, and regulatory organizations; and in meetings with individuals. • Learn and understand the organization and operation of the City and of outside agencies as necessary to assume assigned responsibilities.
• Independently organize work, set priorities, meet critical deadlines, and follow-up on assignments. • Effectively use computer systems, software applications, and modern business equipment to perform a variety of work tasks.
• Communicate clearly and concisely, both orally and in writing, using appropriate English grammar and syntax.
• Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
• Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.

Education and Experience:

Any combination of training and experience that would provide the required knowledge, skills, and abilities is qualifying. A typical way to obtain the required qualifications would be:

Human Resources Technician I
Education: Satisfactory completion of high school or the equivalent. Specialized Human Resources training is preferred.

Experience: Three years of clerical employment, including public contact and preferably including experience related to Human Resources, technical activities or directing the work of others. Related college training may substitute for experience provided there is at least one year of Human Resources, clerical or secretarial employment.

Human Resources Technician II
Education: Equivalent to an associate degree in human resources management, business or public administration, or a related field, and two (2) years of technical human resources support experience in a public agency setting.

Experience: Four years of clerical employment, including public contact and preferably including experience related to Human Resources, technical activities or directing the work of others. Related college training may substitute for experience provided there is at least two years of Human Resources, clerical or secretarial employment.

Licenses and Certifications:
• The ability to convey oneself to and from multiple geographic locations timely or possession of a valid California Class C Driver’s License and a good driving record, at the time of appointment. • Possession of a Human Resources Certification through either HR Certification Institute (HRCI) or the Society for Human Resource Management (SHRM) is highly desirable.

PHYSICAL DEMANDS
Must possess mobility to work in a standard office setting and use standard office equipment, including a computer; to operate a motor vehicle and to visit various City and meeting sites; vision to read printed materials and a computer screen; and hearing and speech to communicate in person, before groups, and

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Packet Pg. 92
Attachment: Exhibit D - NEW Human_Resources_Technician I-II (2739 : Approval of Classification and Compensation Schedules) Human Resources Technician I/II

over the telephone. This is primarily a sedentary office classification although standing and walking between work areas may be required. Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard, typewriter keyboard, or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push, and pull drawers open and closed to retrieve and file information. Employees must possess the ability to lift, carry, push, and pull materials and objects up to 25 pounds with the use of proper equipment.

ENVIRONMENTAL CONDITIONS
Employees work in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances. Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures

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Packet Pg. 93
Attachment: Exhibit D - NEW Human_Resources_Technician I-II (2739 : Approval of Classification and Compensation Schedules)

ACCOUNTANT SENIOR
Approved July 2023
FLSA: Exempt

DEFINITION
Under general supervision, performs financial accounting and record keeping, budget preparation and maintenance, payroll analyses, reconciliation of various accounts, maintenance of capital asset program, purchasing activities and a variety of professional accounting tasks relative to assigned area of responsibility.

SUPERVISION RECEIVED AND EXERCISED
Receives general direction from the Finance Director or Financial Services Manager as assigned.

Indirectly supervises technical and clerical staff in Finance as assigned.

DISTINGUISHING CHARACTERISTICS
Accountant Senior is an advanced journey level accounting position and is a member of the midmanagement employee unit. Incumbents are expected to perform the full scope of professional accounting duties with considerable independence and minimum direction, and to oversee lower-level staff work to ensure adherence to quality and timely work products in assigned areas of responsibility.

EXAMPLES OF TYPICAL JOB FUNCTIONS (Illustrative Only)
Management reserves the right to add, modify, change, or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.
• Performs and provides technical support in the preparation, maintenance, and operation of the administration and accounting functions, including general ledger, budgetary accounting, payroll, accounts payable, accounts receivable, year-end audit work, and financial reporting. • Demonstrates a full understanding and ensures compliance with Federal and State laws, as well as City policies and procedures; responsible for writing, implementing, and training employees from other departments on accounting procedures and the use of the accounting software. • Maintains general ledger and subsidiary accounting ledgers including preparation of journal entries related to all accounting activities such as payroll, accounts payable, cash receipts, and accounts receivable according to established accounting policies and procedures. • Reviews, reconciles and audits accounting records of receipts, disbursements and encumbrances to ensure fiscal accuracy and control.
• Assists in preparation and maintenance of annual operating budget and capital improvement budget • Audits cash receipts and disbursements; allocates revenue to proper cost accounts. • Assists in the implementation and update of the accounting and cost system; provides system user training to other staff as required.
• Gathers financial and statistical information and materials for various reports and year-end auditing process; compiles, reconciles, and verifies information and prepares financial, Federal, and State mandated reports.

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Packet Pg. 94
Attachment: Exhibit E -NEW Accountant Senior_TO AMT edits (2739 : Approval of Classification and Compensation Schedules) Accountant Senior Page 2 of 3
• Prepares and submits financial reports and other information required by outside agencies, including the County, the State, and the federal such as annual reports of financial transactions to the State Controller, the annual State Streets Report, Federal Employment Survey, and other reports as required.
• Performs capital asset accounting, including maintaining accurate and up-to-date accounting asset records and providing thorough statistics for capital and operating budgets. • Assists in the preparation of audit deliverables for external auditors and coordinates their fieldwork activities.
• Prepare written memos, letters, reports, standard operating procedures, policies, and publications for effective communication with internal and external customers. • Performs other duties as assigned.

JOB-RELATED QUALIFICATIONS
Knowledge of:
• Principles, practices, methods, and techniques used in governmental accounting, public finance administration and budgeting.
• Terminology and practices of financial processing, record keeping, and financial reporting including general ledger, payroll, accounts payable, accounts receivable and year-end audit work. • Principles and practices of auditing payroll, accounts receivable, and other accounting and finance documents.
• Principles and practices of accounting systems, fund accounting and public agency operating and budgeting.
• State and Federal regulations and guidelines as they pertain to municipal finance, municipal taxation and revenue management.
• Terminology and practices of financial processing, record keeping, and financial reporting. • Principles and practices of preparing and reviewing finance documents. • Business arithmetic and basic financial and statistical techniques. • Record keeping principles and procedures.
• Computer equipment and computer applications related to work, including financial systems, word processing, spreadsheet, presentation and database software. • English usage, grammar, spelling, vocabulary, and punctuation. • Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.

Ability to:
• Assist in the development of goals, objectives, policies, procedures, and work standards. • Prepare, process, maintain, and reconcile ledgers and journals according to accepted accounting policies and procedures.
• Independently carry out complex accounting and auditing work. • Compile and analyze financial reports.
• Prepare clear, comprehensive, and accurate reports and statements. • Examine and verify financial documents.
• Learn, retain, interpret and apply financial regulations and policies. • Perform detailed accounting and finance tasks accurately and in a timely manner. • Handle and prioritize a variety of assignments and meet deadlines. • Perform detailed and accurate work product in Microsoft Word, Excel, PowerPoint, and Outlook, and financial accounting system(s).
• Correspond with banking institutions, government agencies, and auditors (among others) regarding City financial transactions and reports.
• Write clear and concise reports, correspondence, procedures and other written materials. • Make accurate arithmetic, financial, and statistical computations. • Organize own work, set priorities, and meet critical time deadlines.

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Packet Pg. 95
Attachment: Exhibit E -NEW Accountant Senior_TO AMT edits (2739 : Approval of Classification and Compensation Schedules) Accountant Senior Page 3 of 3
• Coordinate closely with employees and departments to achieve deadlines and project requirements. • Perform basic statistical analysis and conduct research studies. • Collect, compile, summarize and maintain accurate records and files. • Use English effectively to communicate in person, over the telephone, and in writing. • Use tact, initiative, prudence, and independent judgment within policy, procedural, and legal guidelines.
• Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.

QUALIFICATIONS:

Any combination of training and experience that would provide the required knowledge, skills, and abilities is qualifying. A typical way to obtain the required qualifications would be:

Education: Equivalent to a bachelor’s degree with major coursework in Accounting, Finance, Business Administration, Public Administration or a related field.

Experience: Four (4) years of experience performing progressively responsible accounting and auditing experience preferably within a municipality. Training and experience working in governmental and municipal fund accounting is highly desirable.

Licenses and Certifications:

Possession of, or ability to obtain, a valid California Driver’s License by time of appointment.

PHYSICAL DEMANDS
Must possess mobility to work in a standard office setting and use standard office equipment, including a computer; to operate a motor vehicle and to visit various town and meeting sites; vision to read printed materials and a computer screen; and hearing and speech to communicate in person, before groups and over the telephone. This is primarily a sedentary office classification although standing in work areas and walking between work areas may be required. Finger dexterity is needed to access, enter and retrieve data using a computer keyboard, typewriter keyboard or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push and pull drawers open and closed to retrieve and file information. Employees must possess the ability to lift, carry, push, and pull materials and objects necessary to perform job functions. Employees must possess the ability to lift, carry, push, and pull materials and objects weighing up to 25 pounds.

ENVIRONMENTAL CONDITIONS
Employees work in an office environment with moderate noise levels, controlled temperature conditions and no direct exposure to hazardous physical substances. Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures.

3.3.e
Packet Pg. 96
Attachment: Exhibit E -NEW Accountant Senior_TO AMT edits (2739 : Approval of Classification and Compensation Schedules) Established: July 2023
FLSA: Non-Exempt

BUILDING INSPECTOR /NEIGHBORHOOD PRESERVATIONOFFICER I/II

DEFINITION
Under general supervision, performs routine to complex inspections at various stages of construction, alterations, and repair of residential, commercial, and industrial building sites to enforce building, plumbing, mechanical, electrical, and environmental codes, and other governing laws and ordinances, including , grading, fire, and safety regulations; ensures conformance with approved plans, specifications, standards, permits, licensing, and safety standards; provides a variety of information to property owners, developers, architects, engineers, and contractors; In addition; the incumbent will perform technical and public contact duties related to the City’s neighborhood preservation, residential safety, and code compliance programs, including the identification, investigation, and correction of violations of the City’s municipal, zoning, housing, development, and signage codes; issuance of citations, and initiation of abatement activities related to violations; and verification of corrections made. Enters data and retrieving information from various computer systems for necessary duties; understanding diagrams, specifications, plans, and similar documents at a level necessary for efficient job performance; operating a personal computer and other electronic equipment, including field entry devices and cellular phones; effectively communicating verbally and in writing and performs related duties, as assigned.

SUPERVISION RECEIVED AND EXERCISED
Receives general direction from the Chief Building Official, or designee. Exercises no direct supervision over staff.

DISTINGUISHING CHARACTERISTICS
This is a professional classification series and the duties do not require the physical arrest of persons or the use of a firearm.

Level I: This is an entry-level classification in the Building Official series. Employees in this class are expected to have journey-level experience in either Building Inspection or Neighborhood Preservation / Code Enforcement and exposure to and the aptitude and willingness to learn the other discipline.

Employees perform with relative independence in their core discipline (Building Inspection or Neighborhood Preservation) and receive training and are provided specific instructions in the discipline they seek to learn. Incumbents new to the City also receive instruction in City systems, operations, practices, and procedures. As experience is gained, assignments become more varied and are performed with greater independence. Assignments may vary with the skill and training of the incumbent. Positions at this level usually perform most of the duties required of the positions at the II-level but are not expected to function at the same skill level and exercise less independent discretion and judgment in matters related to work procedures and methods. Incumbents are expected to be promoted to the Journey-level within one (1) to two (2) years of successful performance, acquiring any necessary certifications or licenses, and providing an allocated and budgeted position is available. Positions that are limited to duties of a more routine, repetitive nature may be permanently allocated at the I level.

Level II: Thisis the journey-level classification in the Building Official series. Incumbents work under general direction from the Chief Building Official and exercise an elevated level of discretion and independent judgment in performing the full range of routine to complex duties and are fully aware of and able to explain to others in plain language, the operating procedures and policies of the work unit. Work is normally

3.3.f
Packet Pg. 97
Attachment: Exhibit F - NEW Building Inspector-Neighborhood Preservation Officer I-II 6.7.23 FINAL (2739 : Approval of Classification and

BUILDING INSPECTOR /NEIGHBORHOOD PRESERVATION OFFICER I/II

reviewed upon completion and for overall results.

Positions in this class series are flexibly staffed and positions at the II-level are normally filled by advancement from the I-level after gaining the knowledge, skill, and experience which meet the qualifications for and after demonstrating the ability to perform the work of the higher-level class.

EXAMPLES OF TYPICAL JOB FUNCTIONS (Illustrative Only)
Management reserves the right to add, modify, change, or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.
• Addresses public safety in construction zones, performs field inspections, advises contractors of issues related to public safety, may assist Public Works with issuing stop work notices to contractors and private property owners for unpermitted work in the public right of way and on private property. • Sets up and maintains inspection schedules and routes and optimal travel to field sites. • Confers with legal, fire, public works, and other City staff regarding building, fire, life safety, zoning, and other building code interpretations and applications. • Assist with the review of building plans for completeness, accuracy, and building code compliance for new construction, alterations, or remodeling of residential, commercial, and industrial structures; ensures compliance with applicable codes and accepted engineering practices. • Reviews energy calculations to ensure compliance with State codes. • Recommends and may assist in drafting simple revisions to City code enforcement policies, procedures, and standards.
• Posts stop-work orders in response to complaints about unpermitted work, or work not conforming to plans, specs, building codes, and ordinances. Provides information to violators, the general public, business community, and other government agencies regarding building, municipal, zoning, housing, development, and signage codes; laws; and ordinances.
• Responds to questions, complaints, and inquiries from the public, builders, architects, designers, City staff, by telephone and in person.
• Identifies, investigates, and corrects allegations of and violations of the City’s municipal, zoning, housing, development, and signage codes.
• Investigates citizen complaints of public nuisances and quality of life issues and seeks voluntary compliance or issues citations and initiates abatement procedures. • Investigates complaintsregarding existing buildings or new construction to determine if code violations or problem conditions exist. Review damaged buildings for safe occupancy after fires or other disasters. • May assist Public Works with issuing notices of violation for illegal encroachments in the public right of way, works with the contractor or property owner to resolve the issue in a courteous manner; and may assist in inspections and documenting that an encroachment has been removed. • Reviews plans and applications for building permit submittals; issues building permits; and issues certificates of occupancy.
• Schedule appointments with contractors for construction and/or alteration inspections at various phases of completion.
• Consults with the Chief Building Official, and City legal staff regarding legal aspects of building inspection and other matters; attends code interpretation meetings. • Confers with and provides information to developers, engineers, architects, property owners, contractors, and others regarding code requirements and alternatives; attends pre-construction meetings; resolves complaints and problems.
• Conducts follow-up inspections to ensure compliance with code violations; establishes and maintains accurate and complete case files; prepares documents and evidence for court proceedings and testifies in hearings and court proceedings, as necessary.
• Prepare and send Code Enforcement letters to tenants, owners, and contractors and carry cases through prosecution in situations of non-compliance; compile complete evidence files and exhibits. Testify in court proceedings as necessary.
• Prepares and maintains a variety of correspondence, reports, correction notices, and maintains records of inspections, citations, violation and actions taken.

3.3.f
Packet Pg. 98
Attachment: Exhibit F - NEW Building Inspector-Neighborhood Preservation Officer I-II 6.7.23 FINAL (2739 : Approval of Classification and

BUILDING INSPECTOR /NEIGHBORHOOD PRESERVATION OFFICER I/II

• Represents the City in meetings with members of other public and private organizations, community groups, contractors, developers, and the public, as assigned by the Chief Building Official or designee. • Provides needed information and demonstrations concerning how to perform certain work tasks to new employees in the same or similar class of positions as needed or as assigned. • Participates in recommending, developing, and administering codes policies, procedures, and projects to ensure efficient and effective code enforcement activities in compliance with City guidelines, standards, goals, and objectives.
• May serve as backup for other positions within the Building Division. • Performs a variety of public relations and outreach work and other related duties as assigned.

JOB-RELATED QUALIFICATIONS
Some knowledge, skills, and abilities may be performed by positions at the entry (I) level in a learning capacity:

Knowledge of:
• Principles, practices, methods, materials, techniques, and safety standards of building construction, inspection, code violation, investigation, compliance and structural design for commercial, industrial, and residential buildings.
• Applicable state, federal, and local construction codes, zoning ordinances, and related codes. • Basic principles and practices of engineering.
• Applicable Federal, State, and local laws, rules, regulations, ordinances, and organizational policies and procedures governing the construction of assigned projects. • Legal descriptions and boundary maps of real property and legal terminology as used in code compliance.
• Applicable Federal, State, and local laws, rules, regulations, ordinances, and organizational policies and procedures relevant to assigned area of responsibility. • Techniques for effectively representing the City in contacts with governmental agencies, community groups, various business, professional, educational and regulatory organizations, and with property owners, developers, contractors, and the public.
• Methods and procedures used in code compliance including citation issuance procedures, methods used to obtain various types of inspection warrants, and principles used to prepare legal documents. • Practices for documenting inspections, correcting violations, and carrying through court procedures.

3.3.f
Packet Pg. 99
Attachment: Exhibit F - NEW Building Inspector-Neighborhood Preservation Officer I-II 6.7.23 FINAL (2739 : Approval of Classification and

BUILDING INSPECTOR /NEIGHBORHOOD PRESERVATION OFFICER I/II

• Occupational hazards and standard safety practices necessary in the area of building inspection and construction and code compliance.
• Understanding of basic mathematical principles sufficient to successfully complete duties of the position.
• Record keeping principles and procedures, report preparation, filing methods, and records management techniques.
• Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.
• The structure and content of the English language, including the meaning and spelling of words, rules of composition, and grammar.
• General office procedures, policies, and practices, as well as knowledge of computers and other general office equipment and associated software, and safe work rules and practices required by Cal OSHA.

Ability to:
• Interpret, apply, explain codes and regulations to property owners, and ensure compliance with applicable Federal, State, and local laws, regulations, policies and procedures, and departmental policies governing the construction and inspection of buildings. • Review, understand, interpret, and analyze construction blueprints, plans, specifications, architect and engineering drawings, and maps for conformance with City standards and policies. • Understand and explain occupational hazards and standard safety practices related to code compliance. • Detect faulty materials and workmanship and determine the stage of construction during which defects are most easily found and remedied.
• Coordinate and deal with contractors, engineers, and property owners, as well as investigate building code violations and respond to inquiries and complaints in a fair, tactful, and timely manner. • Prepare clear, effective, and accurate reports, correspondence, change orders, specifications, and other written materials; maintain accurate and precise records. • Able to find and apply fees accurately according to approved fee schedule. • Make sound, independent decisions within established policy and procedural guidelines. • Effectively represent the department and the City in meetings with governmental agencies; community groups; various business, professional, and regulatory organizations; and in meetings with individuals. • Learn and understand the organization and operation of the City and of outside agencies as necessary to assume assigned responsibilities.
• Independently organize work, set priorities, meet critical deadlines, and follow-up on assignments. • Effectively use computer systems, software applications, and modern business equipment to perform a variety of work tasks.
• Communicate clearly and concisely, both orally and in writing, using appropriate English grammar and syntax.
• Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
• Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.
• Must possess the ability and mobility to work in and asses the safety of a standard office and field operations in a variety of terrains and weather conditions. • Ascend and descend ladders, stairs, and be fitted for a self-contained breathing apparatus as required by assignment.

Education and Experience:

Any combination of training and experience that would provide the required knowledge, skills, and abilities is qualifying. A typical way to obtain the required qualifications would be:

Level I:
• Equivalent to graduation from the twelfth (12th) grade and technical training in code compliance or law enforcement and one (1) year of experience involved the interpretation of and explanation or enforcement of law and regulations.

3.3.f
Packet Pg. 100 Attachment: Exhibit F - NEW Building Inspector-Neighborhood Preservation Officer I-II 6.7.23 FINAL (2739 : Approval of Classification and

BUILDING INSPECTOR /NEIGHBORHOOD PRESERVATION OFFICER I/II

• Two (2) years of journey- level experience in craft work in the building trades, or processing permit applications and enforcing various building and/or planning codes or reviewing plans for compliance with regulations and codes.
• College-level coursework in building inspection, engineering, architecture, construction technology, or a related field is preferred.

Level II:
• Equivalent to graduation from the twelfth (12th) grade supplemented by college-level coursework or technical training in construction technology, building inspection, or a related field, and three (3) years of responsible experience inspecting residential, commercial, or industrial buildings, or increasingly responsible municipal code compliance and enforcement experience. • (2) years of experience in a Level I position in the City of East Palo Alto. When hired from the outside, the employee is required to have three (3) years of experience that allows the employee to meet the qualification standards for the Level II.

Licenses and Certifications:

Level I:
• Possession of a valid California Class C Driver’s License and a good driving record, at the time of appointment.
• Possession of a valid International Code Council (I.C.C.) Residential Building Inspector Certificate at the time of appointment; and Statewide California Association of Code Enforcement Officials Certificate at time of appointment; and must obtain residential certifications in at least one (1) of the following residential disciplines: Mechanical, Electrical, and/or Plumbing Inspection within 18 months of hire; and must obtain the remaining two (2) residential certifications (for a total of four [4] certifications) within 18 months of hire.
1 Note: Certificates must be issued by the International Association of Plumbing and Mechanical Officials (IAPMO) or the International Code Council (ICC). Alternative certifications recognized by IAPMO and/or ICC may be substituted if determined acceptable.

Level II:
• Possession of two (2) certifications in both Commercial and Residential Building, Mechanical, Electrical, and/or Plumbing Inspection (total of four [4] certifications); Must obtain the remaining four (4) commercial and residential certifications within these disciplines (for a total of eight [8] certifications) within 18 months of hire. Must obtain certification as a Residential Plans Examiner within 18 months of hire.
• The International Conference of Building Officials (ICBO), or other similar association certificate is desirable and may substitute two of the four-year experience requirements.

OR
• If possessing a minimum of two (2) years of experience as a Building Inspector I with the City of East Palo Alto, candidates must also possess certifications as a Commercial and Residential Building, Mechanical, Electrical and Plumbing Inspector (total of eight [8] certifications). Must obtain certification as a Residential Plans Examiner within 12 months of hire.

Note: Certificates must be issued by the International Association of Plumbing and Mechanical Officials (IAPMO) or the International Code Council (ICC). Alternative certifications recognized by IAPMO and/or ICC may be substituted if determined acceptable. 1 Possession of a certificate of completion of Penal Code § 832 Course in Arrest, Search and Seizure issued by California Commission on Peace Officer Standards and Training within one (1) year of appointment and CA Codes § 18949.25-18949.312007 California Health and Safety Code Chapter 7. Construction Inspectors, Plans Examiners, And Building Officials.

3.3.f
Packet Pg. 101 Attachment: Exhibit F - NEW Building Inspector-Neighborhood Preservation Officer I-II 6.7.23 FINAL (2739 : Approval of Classification and

BUILDING INSPECTOR /NEIGHBORHOOD PRESERVATION OFFICER I/II

PHYSICAL DEMANDS
Must possess mobility to work in a standard office and field setting and use standard office equipment, including a computer; to inspect various commercial and residential development sites, including traversing uneven terrain, climbing ladders, stairs, and other temporary or construction access points; to attend meetings and to operate a motor vehicle; vision to read printed materials and a computer screen, and make inspections.

When assigned to field inspections, must possess mobility to work in changing site and weather conditions; possess the strength, stamina, and mobility to perform light to medium physical work; to sit, stand, and walk on level, uneven, or slippery surfaces; to reach, twist, turn, kneel, and bend, to climb and descend ladders; and to operate a motor vehicle and visit various city sites; possible entry into confined spaces and the use of confined entry equipment; vision to inspect site conditions and work in progress; color vision to identify hazards during inspections, dye testing industries and water color issues. The job involves fieldwork requiring frequent walking in operational areas to identify problems or hazards, with exposure to hazardous materials in some site locations. Employees must possess the ability to lift, carry, push, and pull materials and objects averaging a weight of up to 30 pounds, in all cases with the use of proper equipment and/or assistance from other staff.

Color vision to identify materials, structures, wires, and pipes; and hearing and speech to communicate in person, before groups, and over the telephone. Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push, and pull drawers open and closed to retrieve and file information.

ENVIRONMENTAL CONDITIONS
Employees work partially in an office environment with moderate noise levels and controlled temperature conditions, and partially in the field and are occasionally exposed to loud noise levels, cold and hot temperatures, inclement weather conditions, road hazards, vibration, confining workspace, chemicals, mechanical and/or electrical hazards, and hazardous physical substances and fumes. Employees may interact with upset staff and/or public and private representatives and contractors in interpreting and enforcing departmental policies and procedures.

3.3.f
Packet Pg. 102 Attachment: Exhibit F - NEW Building Inspector-Neighborhood Preservation Officer I-II 6.7.23 FINAL (2739 : Approval of Classification and July 2023
FLSA: Non-Exempt

NEIGHBORHOOD PRESERVATION OFFICER I/II

DEFINITION
Under general supervision, performs a variety of routine to complex technical and public contact duties related to the City’s code compliance program, including the identification, investigation, and correction of violations of the City’s municipal, zoning, housing, development, and signage codes; investigates citizen complaints of public nuisances and quality of life issues and seeks voluntary compliance or issues citations and initiates abatement procedures; and performs related duties, as assigned.

SUPERVISION RECEIVED AND EXERCISED
Receives general supervision from the Chief Building Official. Exercises no supervision of staff.

DISTINGUISHING CHARACTERISTICS
This is a non-sworn entry level classification series in that the duties do not require the physical arrest of persons or the use of a firearm.

Neighborhood Preservation Officer I: This is the entry-level classification in the Neighborhood Preservation Officer series. Initially under close supervision, incumbents with basic experience learn City systems, operations, practices, and procedures. As experience is gained, assignments become more varied and are performed with greater independence. Assignments may vary with the skill and training of the incumbent. Positions at this level usually perform most of the duties required of the positions at the II-level but are not expected to function at the same skill level and usually exercise less independent discretion and judgment in matters related to work procedures and methods.

Neighborhood Preservation Officer II: This is the journey-level classification in the Neighborhood Preservation Officer series. Positions at this level are distinguished from the I-level by the performance of the full range of duties as assigned, working independently, and exercising judgment and initiative.

Positions at this level receive only occasional instruction or assistance as new or unusual situations arise and are fully aware of the operating procedures and policies of the work unit. Work is normally reviewed upon completion and for overall results.

Positions in the Neighborhood Preservation Officer class series are flexibly staffed and positions at the IIlevel are normally filled by advancement from the I-level after gaining the knowledge, skill, and experience which meet the qualifications for and after demonstrating the ability to perform the work of the higher-level class.

The Environmental Compliance Inspector classification series is distinguished from the Neighborhood Preservation Officer classifications in terms of range of responsibilities, and the types of codes being enforced.

3.3.g
Packet Pg. 103 Attachment: Exhibit G - UPDATED Neighborhood Preservation Officer I-II prev Code Enforcement Officer I II FINAL (2739 : Approval of Neighborhood Preservation Officer I/II

EXAMPLES OF TYPICAL JOB FUNCTIONS (Illustrative Only)
Management reserves the right to add, modify, change, or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.
 Receives, records, and investigates complaints from the public and staff regarding violations of building, and zoning codes, ordinances, housing standards, and health and safety regulations; documents violations by securing photographs and other pertinent data; researches ownership records, prior complaints, municipal codes and ordinances, and State regulations to establish whether a violation has occurred.
 Initiates contacts with residents, business representatives, and other parties to explain the nature of incurred violations and to encourage compliance with City codes, ordinances, and community standards; initiates abatement of dangerous properties and vector control issues of vacant properties; provides confirmation regarding code regulations to the public by telephone and in person.  Makes drive-by or on-site inspections of residential, industrial, and/or commercial areas; notes possible violations at other property sites during the course of field investigations.  Prepares and issues notices of violation or noncompliance, final notices, and misdemeanor and parking citations and other correspondence according to applicable codes and regulations; issues letters to property owners notifying them of violation; as appropriate, affixes a notice of violation on property to abate fire and public safety hazards and nuisances.
 Meets with City planning, building, engineering, police, and public works staff and legal counsel regarding complaints; coordinates activities with other code compliance personnel and departments.  Coordinates and conducts follow-up abatement procedures including the preparation of additional correspondence, site visits, and communication with property owners and attorneys; conducts followup investigations to ensure compliance with applicable codes and ordinances; prepares non-compliance cases for legal action; presents testimony at hearings.  Provides information to violators, the general public, business community, and other government agencies regarding codes, laws, and ordinances; responds to questions, complaints, and inquiries.  Drafts and recommends revisions to City code enforcement policies, procedures, and standards.  Participates in recommending, developing, and administering policies, procedures, and projects to ensure efficient and effective code enforcement activities in compliance with City guidelines, standards, goals, and objectives.
 Performs a variety of public relations and outreach work related to assigned activities.  Maintains files, databases, and records related to citations and violations; prepares a variety of written reports, memoranda, and correspondence.
 Performs other related duties as assigned.

JOB-RELATED QUALIFICATIONS
Some knowledge, skills, and abilities may be performed by positions at the entry (I) level in a learning capacity:

Knowledge of:
 Principles, practices, methods, and techniques of code violation investigation and compliance.  Methods and procedures used in code compliance including citation issuance procedures, methods used to obtain various types of inspection warrants, and principles used to prepare legal documents.  Practices for documenting inspections, correcting violations, and carrying through on court procedures.  Basic requirements of zoning and related codes, ordinances, and regulations.  Applicable Federal, State, and local laws, rules, regulations, ordinances, and organizational policies and procedures relevant to assigned area of responsibility.  Legal descriptions and boundary maps of real property and legal terminology as used in code compliance.

3.3.g
Packet Pg. 104 Attachment: Exhibit G - UPDATED Neighborhood Preservation Officer I-II prev Code Enforcement Officer I II FINAL (2739 : Approval of Neighborhood Preservation Officer I/II

 Occupational hazards and standard safety practices necessary in the area of code compliance.  Research and reporting methods, techniques, and procedures.  Principles and procedures of record-keeping, technical report writing, and preparation of correspondence and presentations.
 Safety equipment and practices related to the work, including safe driving rules and practices.  Techniques for effectively representing the City in contacts with governmental agencies, community groups, various business, professional, educational and regulatory organizations, and with property owners, developers, contractors, and the public.
 Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.
 The structure and content of the English language, including the meaning and spelling of words, rules of composition, and grammar.
 Modern equipment and communication tools used for business functions and program, project, and task coordination.
 Computers and software programs (e.g., Microsoft software packages) to conduct, compile, and/or generate documentation.

Ability to:
 Explain codes and regulations to property owners, residents, and others.  Interpret, apply, explain, and ensure compliance with applicable Federal, State, and local laws, rules, regulations, policies and procedures.
 Understand and explain occupational hazards and standard safety practices related to code compliance.  Respond to inquiries, complaints, and requests for service in a fair, tactful, and timely manner.  Prepare clear and concise reports, correspondence, and other written materials.  Maintain accurate logs, records, and basic written records of work performed.  Make accurate arithmetic, financial, and statistical computations.  Operate office equipment and computer applications related to the work.  Understand, interpret, and apply all pertinent laws, codes, regulations, policies and procedures, and standards relevant to work performed.
 Effectively represent the department and the City in meetings with governmental agencies; community groups; various business, professional, and regulatory organizations; and in meetings with individuals.  Learn and understand the organization and operation of the City and of outside agencies as necessary to assume assigned responsibilities.
 Independently organize work, set priorities, meet critical deadlines, and follow-up on assignments.  Effectively use computer systems, software applications, and modern business equipment to perform a variety of work tasks.
 Communicate clearly and concisely, both orally and in writing, using appropriate English grammar and syntax.
 Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
 Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.

Education and Experience:

Any combination of training and experience that would provide the required knowledge, skills, and abilities is qualifying. A typical way to obtain the required qualifications would be:

Neighborhood Preservation Officer I: Equivalent to the completion of the twelfth (12th) grade supplemented by college-level coursework or technical training in code compliance or law enforcement and one (1) year of experience involved the interpretation of and explanation or enforcement of law and regulations.

3.3.g
Packet Pg. 105 Attachment: Exhibit G - UPDATED Neighborhood Preservation Officer I-II prev Code Enforcement Officer I II FINAL (2739 : Approval of Neighborhood Preservation Officer I/II

Neighborhood Preservation Officer II: Equivalent to the completion of the twelfth (12th) grade supplemented by college-level coursework or technical training in code compliance or law enforcement and three (3) years of increasingly responsible municipal code compliance experience, or two (2) years as a Neighborhood Preservation Officer I with the City of East Palo Alto.

Licenses and Certifications:

Neighborhood Preservation Officer I and II:
 Possession of a valid California Class C Driver’s License and a good driving record, at the time of appointment.
 Possession of a certificate of completion of Penal Code § 832 Course in Arrest, Search and Seizure issued by California Commission on Peace Officer Standards and Training within one (1) year of appointment.

Neighborhood Preservation Officer II:
 International Conference of Building Officials (ICBO), Statewide California Association of Code Enforcement Officials, or other similar association certificate is desirable and may substitute two of the four-year experience requirements.

PHYSICAL DEMANDS
When assigned to an office environment, must possess mobility to work in a standard office setting and use standard office equipment, including a computer; vision to read printed materials, a computer screen, and to operate a motor vehicle and visit various city sites; and hearing and speech to communicate in person and over the telephone; ability to stand and walk between work areas may be required. Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push, and pull drawers open and closed to retrieve and file information.

When assigned to field inspection, must possess mobility to work in changing site conditions; possess the strength, stamina, and mobility to perform light to medium physical work; to sit, stand, and walk on level, uneven, or slippery surfaces; to reach, twist, turn, kneel, and bend, to climb and descend ladders; and to operate a motor vehicle and visit various city sites; possible entry into confined spaces and the use of confined entry equipment; vision to inspect site conditions and work in progress; color vision to identify hazards during inspections, dye testing industries and water color issues. The job involves fieldwork requiring frequent walking in operational areas to identify problems or hazards, with exposure to hazardous materials in some site locations. Employees must possess the ability to lift, carry, push, and pull materials and objects averaging a weight of 30 pounds, or heavier weights, in all cases with the use of proper equipment and/or assistance from other staff.

ENVIRONMENTAL CONDITIONS
Employees work partially in an office environment with moderate noise levels and controlled temperature conditions, and partially in the field and are occasionally exposed to loud noise levels, cold and hot temperatures, inclement weather conditions, road hazards, vibration, and hazardous physical substances and fumes. Employees may interact with upset staff and/or public and private representatives and contractors in interpreting and enforcing departmental policies and procedures.

3.3.g
Packet Pg. 106 Attachment: Exhibit G - UPDATED Neighborhood Preservation Officer I-II prev Code Enforcement Officer I II FINAL (2739 : Approval of Established: July 2023
FLSA: Non-Exempt

RETIRED ANNUITANT INTERIM PROFESSIONAL

DEFINITION
Interim Professional is a temporary employee hired to meet a specific, short term need to perform complex professional level and/or advanced technical responsibilities, which may require the application of technical skills and/or knowledge of detailed or specialized activities related to the functions of the assigned Department.

SUPERVISION RECEIVED AND EXERCISED
Incumbents in this classification work under direction provided by a Department Director or higher-level manager, and work cooperatively with other department, City staff, and committees/boards.

DISTINGUISHING CHARACTERISTICS
Distinguishing characteristics will vary depending on assigned classification.

EXAMPLES OF TYPICAL JOB FUNCTIONS (Illustrative Only)
Management reserves the right to add, modify, change, or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.
• Specific duties will vary depending on assigned Department and as approved by the City Manager.

JOB-RELATED QUALIFICATIONS
Knowledge of:
• Specific duties will vary depending on assigned Department and as approved by the City Manager.

Ability to:
• Specific abilities will vary depending on assigned Department and as approved by the City Manager.

QUALIFICATIONS:

Any combination of training and experience that would provide the required knowledge, skills, and abilities is qualifying. A typical way to obtain the required qualifications would be:

Education: Equivalent to a bachelor’s degree related to the specific assignment is highly desirable.

Experience: Sufficient years of experience to demonstrate possession of the required knowledge and abilities to perform the specific activities related to the assignment. Reasonable accommodations may be made to enable individuals with disabilities to perform the duties of the position.

Licenses and Certifications: The position may require the use of a vehicle while conducting City business.

3.3.h
Packet Pg. 107 Attachment: Ehibit H - NEW Retired Annuitant Interim Professional (2739 : Approval of Classification and Compensation Schedules) Retired Annuitant Interim Professional

In order to drive, individuals must be physically capable of operating the vehicles safely and must possess a valid, Class C, California driver’s license.

PHYSICAL DEMANDS
Must possess mobility to work in a standard office setting and use standard office equipment, including a computer; to operate a motor vehicle and to visit various town and meeting sites; vision to read printed materials and a computer screen; and hearing and speech to communicate in person, before groups and over the telephone. This is primarily a sedentary office classification although standing in work areas and walking between work areas may be required. Finger dexterity is needed to access, enter and retrieve data using a computer keyboard, typewriter keyboard or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push and pull drawers open and closed to retrieve and file information. Employees must possess the ability to lift, carry, push, and pull materials and objects necessary to perform job functions.

ENVIRONMENTAL CONDITIONS
Employees work in an office environment with moderate noise levels, controlled temperature conditions and no direct exposure to hazardous physical substances. Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures.

3.3.h
Packet Pg. 108 Attachment: Ehibit H - NEW Retired Annuitant Interim Professional (2739 : Approval of Classification and Compensation Schedules) 1 of 2
RESOLUTION NO. XX – 2023

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO
APPROVING REVISIONS TO THE CITY’S CLASSIFICATION AND COMPENSATION SCHEDULE FOR THE POSITIONS OF GRANTS COORDINATOR, MANAGEMENT ANALYST I/II (1 YEAR

LIMITED DURATION), HUMAN RESOURCES TECHNICIAN I/II, ACCOUNTANT SENIOR,

BUILDING INSPECTOR / NEIGHBORHOOD PRESERVATION OFFICER I/II, NEIGHBORHOOD

PRESERVATION OFFICER I/II, EXTRA HELP RETIRED ANNUITANT, AND AUTHORIZING THE

CITY MANAGER TO MAKE NON-SUBSTANTIVE CHANGES
WHEREAS, in accordance with Section 3.4.06 of the City of East Palo Alto’s (“City”) Personnel Policies and Procedures Manual, establishes the procedures for department heads or the Personnel Officer to create a new classification; and
WHEREAS, on June 20, 2023, the City Council adopted the Fiscal Year 2023-2024 budget; and
WHEREAS, staff has identified a need for updates to staffing structures, classifications, and allocated positions in response to current service delivery and staffing needs; and WHEREAS, the City, Service Employees International Union (SEIU), and Management Employees’ Association (MEA) concur with the proposed classifications; and WHEREAS, the City Manager recommends revisions to Grants Coordinator, the new positions of Management Analyst I/II (1 Year Limited Term) which will result in a net of 1.0 FTE; the reclassification of Human Resources Technician to Human Resources Technician I/II and promotion of the incumbent, Senior Management Analyst to Accountant Senior, Code Enforcement Officer I/II to Building Inspector / Neighborhood Preservation Officer I/II; retitle of Neighborhood Preservation Officer I/II; and creation of Extra Help Retired Annuitant; and

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

1. Approving the following amendments to the City’s Classification and Compensation Schedules:
a. Adopt the revised Salary Schedule for the new classifications (Exhibit A); b. Revise classification specification for the Grants Coordinator (Exhibit B); c. Create new classification, related specifications, salary schedule and 1.0 FTE allocation for Management Analyst I/II (1-year Limited Term Duration) (Exhibit C); d. Reclassify the following positions: Human Resources Technician to Human Resources Technician I/II (Exhibit D) and promote the incumbent, Finance Senior Management Analyst to Accountant Senior (Exhibit E), and Code Enforcement Officer I/II to Building Inspector / Neighborhood Preservation Officer I/II (Exhibit F); e. Retitle the classification: Neighborhood Preservation Officer I/II (Exhibit G); f. Create the new classification specification for “Extra Help Retired Annuitant” (Exhibit H);

2. Authorizing the City Manager to make non-substantive corrections to related specifications and schedules that do not affect authority, autonomy, level of position, or scope or breadth of work.

3.3.i
Packet Pg. 109 Attachment: Council Staff Report, Attachment1-Resolution FINAL 7.20.23 (2739 : Approval of Classification and Compensation Schedules) 2 of 2
PASSED AND ADOPTED this 25th day of July 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Lisa Gauthier, Mayor
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk John D. Lê, City Attorney

3.3.i
Packet Pg. 110 Attachment: Council Staff Report, Attachment1-Resolution FINAL 7.20.23 (2739 : Approval of Classification and Compensation Schedules)

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: July 25, 2023
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Elena Lee, Planning Manager
Amy Chen, Community & Economic Development Director
Hanson Hom, Deputy Manager, Special Projects
SUBJECT: TDM Program and RBD TDM/TMA Study Session
Recommendation
Accept the staff report and provide input on a proposed framework for implementing the Transportation Demand Management (TDM) Ordinance, formation of a Transportation Management Association (TMA), and Parking policies for the Ravenswood Business District/Four Corners TOD (RBD) Specific Plan Update.

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

Priority No. 6: Create a Healthy and Safe Community
Recommendation
Accept the staff report and provide input on a proposed framework for implementing the Transportation Demand Management (TDM) Ordinance, formation of a Transportation Management Association (TMA), and Parking policies for the Ravenswood Business District/Four Corners TOD (RBD) Specific Plan Update.

Background
City Council adopted the Transportation Demand Management (TDM) Ordinance on June 1, 20211 (first reading on May 18, 20212). See East Palo Alto Municipal Code, Section 10.32.010 1 June 1, 2021 City Council Meeting, Item 3.9:
http://eastpaloalto.iqm2.com/Citizens/Detail_Meeting.aspx?ID=1400 2 May 18, 2021 City Council Meeting, Item 8.1:
http://eastpaloalto.iqm2.com/Citizens/Detail_Meeting.aspx?ID=1398

4.1 Packet Pg. 111
et seq.3. The City Council also approved TDM Program Implementation Guidelines for residential and nonresidential developments also on May 18, 2021. The Ordinance requires a 40% reduction in Average Daily Vehicle Trips (ADT) for large projects. The Ordinance also authorized a penalty for non-compliance. The Ordinance applies to new non-residential developments larger than 10,000 square feet, existing non-residential developments with 100 or more employees, and new multi-family residential with ten or more units. While the Ordinance does not discuss the formation of a Transportation Management Association (TMA), the concept of a TMA was discussed during the public hearing presentations as a potential tool to help meet the 40% reduction requirement. City Council, developers, property owners, community members, and other stakeholders expressed the desire to establish a TMA in East Palo Alto.

A TMA may provide information, organize events, assist employers in developing TDM strategies, and improve new and existing infrastructure, all to influence a reduction in employee single occupancy vehicle (SOV) commutes. The work of a TMA may help employers to implement compliance measures in accordance with local TDM requirements.

Some more traditional activities of TMAs include: identifying car and vanpool services; establishing shuttle services; developing flexible work hours to lower peak trip numbers; making buildings more bike-friendly; and offering transit passes to employees, etc. As a stakeholder involved organization, the TMA could work closely with employers and residential property managers and to leverage the cooperative efforts of multiple companies to achieve programs that may be infeasible for individual TDM programs. Ultimately, the City Council did not direct that a TMA be formed; instead, it directed that the concept be studied further, especially for the RBD. Staff will plan to return to Council to discuss the applicability of a TMA citywide or in other areas.

The purpose of this study session is to provide an update on the Citywide TDM Program and on the proposed framework and direction for the RBD TDM/TMA and parking approach.

Certain elements of the Citywide Ordinance/Program are proposed to be adjusted for projects within the RBD Plan Area. Staff is requesting City Council feedback on these elements/topics, which will all return with more detail for future Council consideration.

TDM Program Activities
• The City hired a TDM Program Administrator consultant, Steve Raney, in August of 2022.
• Because Due to of the City’s stronger TDM Ordinance (40% ADT reduction, penalty fees), the City obtained an exemption from C/CAG’s January 1, 2022, countywide TDM policy (35% ADT reduction, no penalty fees)4.
• A TDM Database has been developed with the 26 projects that are impacted by the Ordinance.

Future TDM Program Activities
• Initial outreach to the projects is underway. Compliance status will be completed this Fall.
3 EPA Code of Ordinances, Chapter 10.32 TDM Program, 6/1/21:
https://library.municode.com/ca/east_palo_alto/codes/code_of_ordinances?nodeId=TIT10VETR_CH10.3 2TRDEMAPR
4 January 1, 2022, countywide TDM policy: https://ccagtdm.org/

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• The City is refining the Program with different internal groups, anticipating implementation this Fall.
• Public Works’ TDM Program web content production is underway and will be complete this Fall.
• The TDM Program will return to City Council this Fall to:
o update the TDM Program Implementation Guidelines,
o adopt penalty and TDM fees,
o provide a compliance status,
o and present RBD TDM Implementation Guidelines.
• Staff will also analyze the TMA possibilities for areas outside of RBD in the future.

City Council Discussions to Date
On June 8, 2021, the consultant team presented a draft concept at a RBD City Council Study Session5 for strategies needed to attain the 40% trip reduction target in the Specific Plan area, including a preliminary discussion of a “trip cap,” which would be based around a limited number of single-occupancy vehicle trips in the Plan Area, calculated by the assumed Institute for Transportation Engineers (ITE)6 trips (before TDM measures are applied) minus a 40% reduction for TDM compliance.

Community/Stakeholder Engagement to Date
City staff held regular monthly meetings with the RBD applicants subject to the Citywide TDM Ordinance to discuss project status, including how the development project could potentially meet TDM requirements. City staff has facilitated outreach meetings with the major developers in the RBD Plan Area. On June 14, 2023, and July 12, 2023, at the monthly RBD Specific Plan Developers Meeting, Steve Raney presented this potential RBD TDM Plan, with over 14 stakeholder attendees.

Analysis
For the RBD Plan Area7, this analysis describes the TDM proposed framework and potential requirements, a potential formation of a TMA, residential monitoring process, and parking requirements.

The RBD TDM Plan Framework
● RBD trip reduction compliance implemented through a RBD TMA. The City is attempting to help facilitate TDM collaboration and efficiency in the RBD in order to develop in an area that is already constrained. Staff acknowledge and understand that the private sector faces complex market forces and there may be many challenges to 5 June 8, 2021 City Council Study Session:
http://eastpaloalto.iqm2.com/Citizens/Detail_Meeting.aspx?ID=1436 6 ITE (Institute for Transportation Engineers) Trip Generation 11th Edition (2021). The ITE Trip Generation Manual presents a summary of the trip generation data that have been voluntarily collected and submitted to ITE trip generation database, which includes both vehicle and person trip generation:
https://www.ite.org/technical-resources/topics/trip-and-parking-generation/

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adopt transportation solutions that serve not only individual companies but can help leverage the unique circumstances of the RBD. Similar to what the City of Sunnyvale imposed upon Peery Park Specific Plan development, RBD-wide TDM and TDM Compliance Plans would apply to all projects within the Specific Plan area. The objective is to create an RBD TMA where all impacted RBD projects share the same level of motivation to reduce trips to avoid conflict within the TMA. This would be distinct from TDM requirements that apply outside of the plan area. Rather than individual TDM programs, projects in the RBD would be required to coordinate and collaborate with the RBD TMA on an area-wide TDM program. When individual projects pursue approvals, they will be required to comply with the RBD-wide Plan. ● Combination of required and optional elements to reduce trips. While the Specific Plan requires some TDM elements, including but not limited to,, a TDM coordinator, effective marketing, and site design elements, the TMA has flexibility on which TDM measures to implement. Therefore, RBD TDM can be considered a “performance-based black box” with one crucial output, the weekday RBD-wide annual Driveway Count Number that is subsequently compared against the RBD-wide ITE Trip Cap Number to achieve trip reductions and to calculate potential penalty fees. The black box enables the TMA to achieve 40% trip reduction via the most-efficient strategies the TMA can arrange and set up. The single ITE Trip Cap and Driveway Count numbers make enforcement streamlined and more straightforward for the City to implement. If developments in the RBD are compliant, the City will provide a single invoice to the TMA. The TMA would design the fee and penalty structure among tenants/landowners and may impose higher trip reduction goals and/or higher penalties based on use and/or project size. The TMA would be responsible for collecting from each project.

Potential RBD TDM Elements
● The RBD TMA would be formed prior to the issuance of the first building permit for any of the four proposed major commercial projects (2020 Bay Road, Four Corners, The Landing, or EPA Waterfront).
● The TMA would be funded by and serve participating RBD property owners and tenants. If a development does not participate, then the individual development must meet the requirements of the TDM Ordinance on their own. ● The TMA may propose earning Trip Cap credits for external TDM that reduces trips that neither originate nor end in RBD. The City Council may choose to approve these measures. A maximum of half of the 40% ADT reduction may come from external credits. An example of an external TDM measure would be a TMA sponsored school bus. To align with other City values and goals, the Council can encourage equityincreasing programs and may be willing to grant extra credits for programs like this school bus or a bike repair service.
● Unless the City Council legislates otherwise, the RBD is required to be compliant with 7 Existing RBD Specific Plan for reference:
https://www.cityofepa.org/sites/default/files/fileattachments/community_amp_economic_development/page/2811/fin al_spec_plan_feb_2013.pdf

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the Trip Cap in perpetuity.
● If and when commuter (shuttle) bus service commences, the TMA, rather than individual employers, manage the service and make it available to all employers and residents in RBD. In addition, it is proposed that local and long-haul bus service provided by the RBD TMA would be free and open to the public. RBD will be given TDM credit for adding bus stops outside of RBD and for trip reductions for East Palo Alto uses outside of RBD.
● For residential development within the four large projects, unbundled parking may be required, a high-impact residential TDM strategy. Affordable units may be granted an exemption if financing requirements do not allow for unbundling. ● To avoid future uncertainty over the build-out mix of Office versus Research & Development/Life Science, the average trip rate for these two numbers, 10.96, will be used for either use for purposes of calculating the cap. (In the ITE Trip Generation 11th Edition, the number of weekday trips per 1,000 square feet of Office is 10.84, and the number for Research and Development / Life Science is very close at 11.08).

Future RBD TDM Implementation and Compliance Plan
A RBD implementation plan will be developed separately from the RBD Specific Plan, involving the various property owners and projects. Potential TDM elements may include the following. ● The RBD TDM Compliance Plan to provide an annual driveway count work scope with schematic drawings depicting where the sensors/cameras will be placed. Driveway counts will be taken over five consecutive weekdays and ADT will be calculated as an average of those days. The formation of a RBD TMA could fund and coordinate this effort.
● An initial distribution of RBD TMA costs and noncompliance fees between projects to be specified in the RBD TDM Compliance Plan. For the overall RBD 40% ADT reduction, some properties may reduce more than 40%, others less than 40%. The TMA’s Governing Board could modify the distribution in the future. ● The TMA would decide how penalty fees will be distributed among RBD developments and could impose a lower penalty on residential uses. Penalty fee revenue shall be used for projects that reduce vehicle trips.

Different TDM programs may be combined for effective trip reduction. The programs may include, but are not limited to:
• Shuttle/Bus Program
• Information and Marketing
• TDM Coordinator
• Site Design Elements
• Micromobility Systems
• Car Sharing
• Transit Pass Subsidies
• Rideshare Matching
• Compressed Work Schedules/Remote Work
• Guaranteed Ride Home

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Where possible, the potential RBD TMA will compliment these TDM programs with those provided by Commute.org.

Achieving 40% ADT Reduction for Office and Research & Development/Life Science The RBD TMA may use Mountain View’s North Bayshore employment center as a TDM template. The center has three major employers, Google, Intuit, and Microsoft, that have a combined 40% ADT reduction. Comparable to RBD, North Bayshore is about three miles from Caltrain. In the Fall of 2019 (pre-COVID), observed commute mode shares were 52.4% SOV,

34.4% private/public transit, 6.6% rideshare, and 4.5% active modes.8 Because of Google’s large, expensive private bus network, Google’s SOV mode share is probably lower than

52.4%. Other Peninsula areas that are comparable to RBD but do not have large private bus networks have not achieved a 40% ADT reduction (Please see Research Memo on RBD TDM Comparables9)
There are several strategies or pathways that can be pursued separately or in concert to help commercial office projectsachieve a 40% ADT reduction.

1. The RBD TMA would reduce and allocate trips among the properties based on the RBD trip cap maximum. The RBD ITE Trip Cap Number will be based on the 11th Edition ITE Trip Generation Manual, published in September 2021. 11th Edition datasets are pre-COVID. One potential tool is having some employees working from home or telecommuting. The post-COVID “new commute normal,” with more Work From Home (WFH), is still evolving. Two days of remote work is common for smaller employers.

Individual RBD employers may have dramatically different ADT rates based on their WFH policy. For example, one employer may have “assigned desks and WFH each Monday and Friday.” This employer will likely achieve a 40% ADT reduction compared to the 11th Edition. Another employer may have “efficient office hoteling,” or reservation based/scheduled unassigned seating, producing smooth demand for office space throughout the workweek. This employer will likely have more employees working per square foot each weekday and higher ADT.

2. The RBD TMA may implement a low-cost, high-impact SOV Feebate.10 Stanford University and the Gates Foundation have found success with the policy/program. (A Research Memo on SOV Feebate may be found in the Public Works section of www.cityofepa.org.) Should RBD be noncompliant for a City Council-specified period, then Council has the option to impose strong TDM measures, including an SOV Feebate.

3. External to the RBD TMA’s efforts, potential high-impact City and regional projects that would reduce RBD ADT include: improved Dumbarton Bridge transit such as Bus Rapid 8 Source: https://north-bayshore-sustainability-dashboard-1-1- mountainview.hub.arcgis.com/pages/modes. Hexagon Transportation Consultants translate these observed mode shares into approximately 40% ADT reduction. 9 Public Works TDM Webpage and Comparable Research Memo: https://www.ci.east-paloalto.ca.us/publicworks/page/research 10 Single Occupancy Vehicle (SOV) Feebate is a high-impact, comprehensive low- or no-cost employer TDM strategy. The word “feebate” is a combination of “fee” and “rebate.” The Gates Foundation has implemented a daily $12/day SOV fee combined with a $3/day non-SOV rebate, transacted through employee paychecks, reducing SOV mode share to 36%.

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Transit, a reversible University Avenue High Occupancy Vehicle lane, and subsidized ebikes combined with bicycle network improvements.

Achieving 40% Residential ADT Reduction
There are at least three potential high-impact residential TDM strategies that can be used to achieve 40% ADT reduction:
• Unbundled parking policy, where residential parking is not included in the base cost of the rent of an apartment unit. Tenants can choose to purchase a parking space as an added cost, based on availability.
• Via Council Resolution 52-2020 on 4/7/20, the City created a housing preference policy for both City-subsidized affordable housing and Inclusionary Housing. First priority is given to those who work and live in the City; second to residents; third to those who work in the City; fourth to the involuntarily displaced. It is key that with whatever TDM resources are offered are offered to all tenants and fair housing laws are followed. • At Stanford West market-rate apartments, which has a trip reducing housing preference, the majority of residents bicycle or take transit to work/activities. (The Stanford West example is detailed in the Traffic Reducing Housing Preference Research Memo, found in the Public Works section of www.cityofepa.org.)
The Trip Cap Table, Credits, Driveway Counts, and Penalties Approach As RBD is being built out, the Trip Cap Number will be recalculated each year, to reflect the percentage of land uses that are occupied. A Trip Cap Table will be created approximately one month before driveway counts are taken. The Table will have a section for each project, with a row for each distinct land use within each project. These rows will list the “percent occupied,” the floor space that will have a City-issued occupancy permit and at least one tenant or resident. The assumed ITE trips, before TDM measures are applied, will be calculated for each row. The Trip Cap Number will be the sum of the assumed trips, less 40%.

For each impacted project, driveway counts will be the average of vehicle counts (bicycles are not considered vehicles) from five consecutive weekdays. The per-project counts will be summed to create an RBD-wide count. The RBD-wide count may be adjusted downwards by trip credits that are proposed by the TMA and accepted by Council. If the RBD-wide count is greater than the Trip Cap Number, a penalty would be calculated. The RBD has the potential for significant internal trip capture via active modes. The Trip Cap rewards internal active trips but not internal automobile trips.

Parking Requirements
Parking is another important component and is something that will impact Vehicle Miles Traveled (VMT), traffic and land use patterns. Currently, minimum parking requirements are set forth in The City’s Zoning Code and in the adopted 2013 Ravenswood/Four Corners Specific Plan as follows:

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In addition, the adopted RBD Specific Plan provides:
• up to 20% reduction in parking requirements for mixed-use developments with shared parking,
• up to 10% reduction in residential parking requirements for unbundled parking, and • credit for on-street parking spaces adjacent to non-residential uses.

Phased Parking Maximums
The key change being proposed is to replace parking minimums with parking maximums.

Parking maximums avoid the problem of building too much parking that increases traffic and VMT and reduces available land, placemaking, and walkability. Reduced parking demand is easier to achieve when phased in over time, as a greater mix of uses develops, multimodal projects are built, and TDM efforts ramp up. Therefore, parking standards are phased to be higher at the start and would be reduced after 50% of the total development capacity is permitted.

Land Use
Parking Maximums
At Plan Adoption Mid-Term
Office (per 1,000 s.f.) 3.0 2.7
R&D (per 1,000 s.f.) 2.5 2.2
Retail (per 1,000 s.f.) 3.0
Industrial (per 1,000 s.f.) 1.0
Residential 1.0 per 1 bedroom, 1.5 per 2 bedrooms, 2.0 per 3 bedrooms All Other uses As determined by the Zoning Administrator For comparison purposes, Menlo Park Willow Village (1.6M s.f. office and 1,730 dwelling units) was recently approved with a smaller-than-RBD 20% ADT reduction target. The Willow Village Conditional Development Permit (CDP) has a slightly lower initial office parking maximum of

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2.3 per 1,000 s.f.) when compared to RBD.11
Off-Street Parking Management Strategies
The RBD Specific Plan enables efficiency via shared, tandem, mechanized, and valet parking.

All off-street multifamily residential spaces will be unbundled in perpetuity, except for any affordable housing projects that require waivers.

Potential Residential Permit Parking Program to Address Spillover Parking If the City receives repeated spillover parking complaints from residents of adjacent neighborhoods, the Council may require an RBD TMA-funded neighborhood parking study. If the study warrants and the neighbors concur, Council may establish a TMA-funded residential permit parking program.

Reduced Parking is an Effective TDM Strategy to Reduce ADT and VMT The California Air Pollution Control Officers Association (CAPCOA) states that their TDM Measures T-15 (Limit Residential Parking Supply) and T-16 (Unbundle Residential Parking Costs from Property Cost) are effective trip reduction strategies. Hexagon Transportation Consultants have collected parking occupancy data at 25 apartment developments in Santa Clara and San Mateo counties and found that the peak parking demand averaged only 1.23 spaces per dwelling unit and only 0.80 spaces per bedroom, significantly lower than the adopted RBD Specific Plan residential parking minimums. The C/CAG VMT Estimation Tool’s12 VMT Reduction Strategy PK01 (Limit Parking Supply) calculates that VMT reduction is equal to the percent reduction in parking supply from the Municipal Code’s minimum, multiplied by 0.5.13
Questions for City Council

1. Does the Council have concerns with the TDM framework presented?

2. Does the Council agree that an RBD TMA should be required?

3. As driveway counts do not provide a separate count for each land use within a large project, the proposal is to apply monitoring and non-compliance penalty fees to new RBD residential projects. Does Council have concerns about this?

4. Does the Council have concerns with the RBD approach in applying parking maximums instead of minimums?
Fiscal Impact
There is no fiscal impact associated with this staff report. The costs related to the implementation of the TDM ordinance and Steve Raney’s Cities 21 contract are included under the Public Works Department budget.

Public Notice
11 Willow Village 10/19/22 Master Plan - Parking Requirements, Sheet G4.01 Illustrative Parking Plan 12 https://gis.smcgov.org/apps/CCAG_VMT_EstimationTool/ 13 Nelson/Nygaard, 2005. Crediting Low-Traffic Developments, page 16, http://www.montgomeryplanning.org/transportation/documents/TripGenerationAnalysisUsingURBEMIS.pd f

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The public was provided notice of this agenda item by posting the City Council agenda on the City’s official bulletin board outside City Hall and making the agenda and report available at the City’s website and at City Hall located at 2415 University Avenue, East Palo Alto. Additionally, the public was provided electronic advance notice of the study session through a notification sent from the City’s email contact database which contains hundreds of resident and stakeholder emails.

Environmental
The proposed action does not constitute a “project” with the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines sections 15378(b)(4) and (5) in that it is a governmental fiscal, organizational, or administrative activity that will not result in direct or indirect changes in the environment. No action or decision on the Project will occur at this study session. As discussed above, a draft Supplemental Environmental Impact Report is under preparation for the proposed Specific Plan update.

When the DSEIR public comment period begins later this year (approximately in October 2023), a Notice of Availability (NOA) will be distributed as required by CEQA law, and the document will be posted on the project website. After the 45-day public comment period ends, the City will consider and respond to substantive comments received on the draft SEIR and compile a response to comments document. Once the responses and revisions are complete, a final SEIR will be released, consisting of the response to comments document and the draft SEIR. The final SEIR will be considered by the City Council for certification in compliance with CEQA.

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