East Palo Alto City Council
April 2, 2024

EAST PALO ALTO CITY COUNCIL

REGULAR SESSION AGENDA
Tuesday, April 2, 2024, 6:30 PM
EPA Government Center
2415 University Avenue, 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.

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International numbers available: https://zoom.us/u/aMWYF4KT East Palo Alto City Council April 2, 2024 Agenda
1 1. CALL TO ORDER AND ROLL CALL

2. APPROVAL OF THE AGENDA

3. APPROVAL OF CONSENT CALENDAR

3.1 East Bayshore Road Pedestrian and Cyclist Safety Project Design

3.2 Ramadan Proclamation

3.3 Churrobots Robotics Team Proclamation

3.4 Minutes of the February 3, 2024 Meeting
Recommendation:

Adopt a resolution:

1. Authorizing the City Manager to award to, negotiate and execute an agreement with CSG Consultants Inc., in a form approved by the City Attorney, for $381,655, and to establish a 10% contingency in the amount of $38,166.50, for a not-to-exceed total of $419,831.50 for professional engineering services to complete the design of the East Bayshore Road Pedestrian and Cyclist Safety project;

2. Appropriating $400,000 from TA Cycle 6 Pedestrian and Bicycle Program Grant and $19,831.50 from the General Fund reserve for the required local matching.

3. Approving a transfer from the General Fund to the Capital Improvement Fund in the amount of $19,831.50 for the City matching funds.

Recommendation:

Present the proclamation.

Recommendation:

Present the proclamation.

Recommendation: Adopt the minutes of the February 3, 2024 Meeting.

East Palo Alto City Council April 2, 2024 Agenda
2 3.5 Ratify an Agreement with DocuSign, Inc and Authorize Payment in Amount Not to Exceed $24,150

3.6 Monthly Cash Treasury Report for January 2024

3.7 Public Interest Agreement with State Coastal Conservancy and East Palo Alto Community Archive
Government Code § 84308
Applicability of Levine Act: No
Analysis of Levine Act Compliance: Not applicable.

Recommendation:

Adopt a resolution:

1. Ratifying the continuation agreement signed by City Manager with DocuSign, Inc., for a term not to exceed 12 months, for use of the DocuSign Digital Signature platform; and

2. Authorizing payment in an amount not-to-exceed Twenty-Four Thousand One Hundred Fifty Dollars ($24,150); and

3. Finding that special circumstances exist that warrant disregarding bid procedures pursuant to section 2.84.070(D) of the East Palo Municipal Code.

Recommendation:

Accept and file the Cash Treasury Report for the month of January 2024.

Recommendation: Adopt a resolution authorizing the City Manager to negotiate, execute and record a Public Interest Agreement with the State Coastal Conservancy and East Palo Alto Community Archive, in a form approved by the City Attorney, for coastal storytelling installations at Cooley Landing that will represent diverse communities’ perspectives that historically have been excluded from narratives of California’s coast and publicly accessible lands.

East Palo Alto City Council April 2, 2024 Agenda
3 4. CLOSED SESSION

5. PUBLIC COMMENT

6. INFORMATIONAL REPORTS

6.1 Public Safety Report

7. SPECIAL PRESENTATIONS

8. PUBLIC HEARINGS

8.1 Comprehensive Fee Schedule Update

9. POLICY AND ACTION

9.1 Discussion of Framework for Nexus Study and Financial Feasibility Analysis for Updating Development Impact Fees

9.2 2024 Transient Occupancy Tax Grants Recommendations

4.1 CONFERENCE WITH LEGAL COUNSEL—EXISTING LITIGATION (Government Code Section 54956.9(d)(1).) Name of Case: East Palo Alto Sanitary District vs. San Mateo Local Area Formation Commission, City of East Palo Alto; and DOES 1-50, inclusive; 24-CIV-01489
Recommendation: Accept the informational update on Public Safety Report Recommendation: Adopt a Resolution approving a new Comprehensive Fee Schedule to become effective July 1, 2024, supplanting the current schedule.

Recommendation:

After receiving a report from staff, discuss and comment on the framework for preparing the nexus study and financial feasibility analysis for updating the City’s development impact fees for transportation infrastructure, water capacity, storm drainage, parks and trails, and public facilities.

Recommendation:

Adopt a resolution;

1. Authorizing the City Manager to award eleven (11) grants to the following organizations for acceptance in to the 2024 Transient Occupancy Tax (TOT) grants program, in a form approved by the City Attorney, for various amounts, in an amount not-to-exceed $394,089;
a. Anamatangi Polynesian Voices
b. East Palo Alto Boxing Club
c. EPACenter for the Arts
d. East Palo Alto Community Archive
East Palo Alto City Council April 2, 2024 Agenda
4 9.3 Partnership with Wender Weis Foundation for Children

10. COUNCIL REPORTS

11. ADJOURNMENT
e. East Palo Alto Razorhawks
f. Foundation for a College Education
g. Hope Horizon (formerly Bayshore Christian Ministries) h. Live in Peace
i. Mid-Peninsula Athletic Association (MPAA Mastodons)
j. Paxton Sports Academy
k. Youth Community Services/Tha Hood Squad

2. Direct the City Manager to award two grants to the East Palo Alto Senior Center Inc. and Fun/Sign Gypsies for programming exclusively in service to Seniors, in a form approved by the City Attorney, for $30,000 each respectively, in an amount not-to-exceed $60,000 previously budgeted in Senior Services.

Recommendation:

Adopt a resolution authorizing the City Manager to negotiate and execute an exclusive agreement with Wender Weis Foundation for Children authorizing them to pursue a fundraising campaign on behalf of the City to raise $1.3 million dollars to benefit East Palo Alto youth sports and parks.

Upcoming meetings:

Meeting Date Time
Regular Meeting April 16, 2024 6:30PM
Study Session April 25, 2024 6:00 PM
East Palo Alto City Council April 2, 2024 Agenda
5 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: March 26, 2024
ATTEST:

Lucero Avila-Garcia
Executive Assistant to the City
Manager
East Palo Alto City Council April 2, 2024 Agenda
6 CONSENT ITEM 3.1

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: April 2, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Batool Zaro, Senior Engineer
Humza Javed, Public Works Director
SUBJECT: East Bayshore Road Pedestrian and Cyclist Safety Project Design Recommendation
Adopt a resolution:

1. Authorizing the City Manager to award to, negotiate and execute an agreement with CSG Consultants Inc., in a form approved by the City Attorney, for $381,655, and to establish a 10% contingency in the amount of $38,166.50, for a not-to-exceed total of $419,831.50 for professional engineering services to complete the design of the East Bayshore Road Pedestrian and Cyclist Safety project;

2. Appropriating $400,000 from TA Cycle 6 Pedestrian and Bicycle Program Grant and $19,831.50 from the General Fund reserve for the required local matching.

3. Approving a transfer from the General Fund to the Capital Improvement Fund in the amount of $19,831.50 for the City matching funds.

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

Implement the Comprehensive Transportation and Mobility Plan Promote Health & Public Safety
7 CONSENT ITEM 3.1
Background
In 2022, the City applied to the Cycle 6 Measures A and W Pedestrian and Bicycle Program to implement safety improvements along East Bayshore Road from University Avenue to Menalto Avenue. The requested funding is to prepare the Plans, Specifications, and Estimates for the pedestrian and bicycle safety improvements along East Bayshore Road. As part of the design process, the City will determine the exact locations of sidewalks, ADA improvements, type of bikeways, locations for traffic calming measures, green infrastructure, and lighting.

There have been two pedestrian deaths within the project limits within the past two years demonstrating the need for pedestrian safety improvements. The existing site does not have curb, gutter, and sidewalk along most of the project area. Currently, there are no class II bike lanes, traffic calming measures, or green infrastructure. The goal is to address pedestrian and cyclist fatalities by providing safe infrastructure for active transportation.

The City was awarded $400,000 of Cycle 6 Pedestrian and Bicycle Program Funds with an additional requirement for a $20,000 City match, for the design of the Project. Per resolution 115-2022, City Council supported the project and committed to the $20,000 City match.

Analysis
The City issued a request for proposals on February 8, 2024, and on February 29, 2024, for engineering design services. In response, the City received four (4) proposals.

The four (4) proposals were reviewed and ranked by a panel of three staff members from the Public Works Department. The highest-ranking consultant, CSG Consultants Inc. (CSG), is therefore being recommended for selection as the lowest responsible bidder.

CSG has extensive knowledge in the design of pedestrian and cyclist improvements in the Bay Area and has worked with the City of East Palo Alto on multiple projects. CSG also performed the preliminary conceptual design for the East Bayshore Improvement Project which included survey and identification of property lines and rough sidewalk layout.

The scope of the contract includes but is not limited to:
 Project Management
 Public Outreach and Coordination
 Design
 Bid Support and Construction Support
The scope of work is attached as Attachment 2. Upon contract award and execution, CSG will complete the Plans, Specifications, and Estimate (PS&E) for bidding. Concurrently with design, staff will be working to secure construction funding for the project. 8 CONSENT ITEM 3.1
Fiscal Impact
Staff recommend appropriating $400,000 from TA Cycle 6 Pedestrian and Bicycle Program Grant and $19,831.50 from the General Fund reserve for the required local matching.

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

Environmental
Government Code § 84308
Applicability of Levine Act: No, as the entitlement involves a contract that was competitively bid, the Levine Act is not applicable.

Analysis of Levine Act Compliance: Not applicable.

Attachments

1. Resolution

2. Scope of Work
9 Resolution No. xx-2024 1 of 2
RESOLUTION NO. xx – 2024

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO

AUTHORIZING THE CITY MANAGER TO NEGOTIATE AND EXECUTE A CONTRACT WITH CSG CONSULTANTS, INC., IN A FORM TO BE APPROVED BY THE CITY ATTORNEY, IN THE AMOUNT OF $381,655 AND TO ESTABLISH A 10% CONTIGENCY IN THE AMOUNT OF $38,166.50 FOR A NOT-TO-EXCEED OF $419,831.50 TO PROVIDE CIVIL ENGINEERING

DESIGN SERVICES FOR THE EAST BAYSHORE ROAD PEDESTRIAN AND CYCLIST SAFETY

PROJECT
WHEREAS, the City of East Palo Alto has identified pedestrian and bicycle safety concerns on East Bayshore Road from University Avenue to Menalto Avenue; and WHEREAS, the East Bayshore Road Pedestrian and Cyclist Safety Project (Project) aims to eliminate pedestrian and cyclist fatalities by providing safety improvements for active transportation; and
WHEREAS, the San Mateo County Transportation Authority (TA) issued a Call for Projects for the Cycle 6 Measures A and W Pedestrian and Bicycle Program on August 4, 2022; and WHEREAS, the City’s application was selected, and was awarded $400,000 to design the Project; and
WHEREAS, as part of the design process, the City will determine the type of bikeways, locations for traffic calming measures, sidewalks, green infrastructure, and lighting; and WHEREAS, the City issued a request for proposals on February 8th 2024, and on February 29, 2024, the City received four (4) proposals; and
WHEREAS, City staff reviewed and ranked the four proposals, and the highest-ranking consultant was CSG Consultants Inc., and as such found to be the lowest responsible bidder.

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 are incorporated by this reference into this action;

2. Authorizes the City Manager to award to, negotiate and execute an agreement with CSG Consultants Inc., in a form approved by the City Attorney, for $381,655, and to establish a 10% contingency in the amount of $38,166.50, for a not-to-exceed total of $419,831.50 for professional engineering services to complete the design of the East Bayshore Road and Pedestrian and Cyclist Safety project; and

3. Appropriates $419,831.50, including $19,831.50 in City matching funds; and

4. Approves a transfer from the General Fund to the Capital Improvement Fund in the amount of $19,831.50 for the City matching funds.
10 Resolution No. xx-2024 2 of 2
PASSED AND ADOPTED this 2nd day of April 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Antonio Lopez, Mayor
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk John D. Lê, City Attorney
11 550 Pilgrim Drive
Foster City, CA 94404
650.522.2500 phone
650.522.2599 fax
www.csgengr.com

PROPOSAL TO THE
City of East Palo Alto
ENGINEERING SERVICES TO DESIGN THE EAST BAYSHORE PEDESTRIAN & CYCLIST SAFETY IMPROVEMENTS PROJECT CIP PROJECT ST-28
F e b r u a r y 2 9 , 2 0 2 4
12 2/20/24
ADDENDUM No.1, ACKNOWLEDGMENT
(To be submitted with the proposal)
REQUEST FOR PROPOSALS – EAST BAYSHORE ROAD PEDESTRIAN AND

CYCLISTS SAFETY IMPROVEMENTS
City Project: CIP-ST-28
Bidder acknowledges receipt of this addendum, which shall be attached to the proposal.

Acknowledgement of receipt of this addendum is required in the space provided below.

Failure to acknowledge the addendum may subject the bidder to disqualification.

I, , representing have
carefully read this addendum, understand it, acknowledge receipt of it and will comply with its terms.

CONSULTANT SIGNATURE DATE
Cyrus Kianpour CSG Consultants,Inc.February 29, 2024
13 2/20/24
ADDENDUM No.2, ACKNOWLEDGMENT
(To be submitted with the proposal)
REQUEST FOR PROPOSALS – EAST BAYSHORE ROAD PEDESTRIAN AND

CYCLISTS SAFETY IMPROVEMENTS
City Project: CIP-ST-28
Bidder acknowledges receipt of this addendum, which shall be attached to the proposal.

Acknowledgement of receipt of this addendum is required in the space provided below.

Failure to acknowledge the addendum may subject the bidder to disqualification.

I, , representing have
carefully read this addendum, understand it, acknowledge receipt of it and will comply with its terms.

CONSULTANT SIGNATURE DATE
Cyrus Kianpour CSG Consultants,Inc.February 29, 2024
14 CSG PROPOSAL TO CITY OF EAST PALO ALTO

ENGINEERING SERVICES TO DESIGN THE EAST BAYSHORE PEDESTRIAN & CYCLIST SAFETY IMPROVEMENTS PROJECT (CIP PROJECT ST-28) 550 Pilgrim Drive, Foster City, CA 94404
phone (650) 522-2500 | fax (650) 522-2599 | www.csgengr.com Letter of Transmittal
February 29, 2024
Batool Zaro
City of East Palo Alto
Public Works Department
Engineering Division
1960 Tate Street
East Palo Alto, CA 94303
RE: Professional Engineering Services to Design the East Bayshore Pedestrian and Cyclist Safety Improvements Project
CSG Consultants, Inc. (CSG) is enthusiastic about the opportunity to present this proposal to provide professional engineering design services for the East Bayshore Pedestrian & Cyclist Improvement Project (Project) to the City of East Palo Alto (City).

A Proven Project Manager – Michael Fisher, PE, QSD/P will serve as the Project Manager for this contract.

Mr. Fisher has over 30 years of relevant transportation experience in the South Bay area including many local and federally funded pedestrian improvement design projects. He has managed the design of similar projects for the cities of San Jose, Sunnyvale, Santa Clara, Los Altos, Redwood City, Morgan Hill, and South San Francisco.

Additionally, Mr. Fisher is experienced with obtaining approvals from various agencies to implement successful traffic safety projects within budget and on-time. . Additionally, Mr. Fisher’s career has focused on traffic safety projects from his start in the City of Redwood City Traffic Engineer’s office continuing to deliver pedestrian, ADA, bicycle and traffic safety projects for several cities in the Bay Area.

An Experienced Team – CSG has assembled a team of local and experienced engineers to assist the City with this vital Project. David Seto, PE, will provide civil design lead for this project. Mr. Seto brings strong understanding of roadway improvements, ADA improvements, and bike and pavement improvements having served in a similar role for previous design projects for nearby agencies including the Cities of Sunnyvale, Daly City, Redwood City, and Santa Clara. Sophie Troung, PE, PLS, QSD/P will be assisting Mr. Seto with concept development though preliminary engineering. Ed Slintak, PE will perform QA/QC review. Mr. Slintak has completed several roadway, bike and pedestrian improvements, and pavement projects and is familiar with the City process.

For this Project specifically we have brought on subconsultant Quiet River (Survey) to deliver a detailed and tailored project with special care to deliver the City’s desired goals.

Familiarity with the City – CSG has been providing similar engineering design services to the City for over 15 years. We have developed a great understanding for the City’s standards and expectations and have built relationships with City staff that will allow for a streamlined delivery.

We are excited for the opportunity to provide services on this vital Project. As President of the company, I am able to contractually bind the company should we be awarded a contract. I can be reached at (650) 522-2500 or at [email protected]. If you have any questions or need additional information, please contact Mr.

Fisher at (408) 410-5922 or [email protected].

Sincerely,
Cyrus Kianpour, PE, PLS
President, CSG Consultants, Inc.

SE C T ION 1
15 CSG PROPOSAL TO CITY OF EAST PALO ALTO

ENGINEERING SERVICES TO DESIGN THE EAST BAYSHORE PEDESTRIAN & CYCLIST SAFETY IMPROVEMENTS PROJECT (CIP PROJECT ST-28) 2 Table of Contents
S E C T I O N 1 Letter of Transmittal 1
S E C T I O N 2 Table of Contents 2
S E C T I O N 3 Work Plan and Approach 3
S E C T I O N 4 Key Personnel Background 17
S E C T I O N 5 Team Experience 26
S E C T I O N 6 References 28
S E C T I O N 7 Manpower Allocation 29
S E C T I O N 8 Schedule 30
Proposed Cost Proposal has been submitted as a separate attachment for the City’s review.

SE C T ION 2
16 CSG PROPOSAL TO CITY OF EAST PALO ALTO

ENGINEERING SERVICES TO DESIGN THE EAST BAYSHORE PEDESTRIAN & CYCLIST SAFETY IMPROVEMENTS PROJECT (CIP PROJECT ST-28) 3 Work Plan and Approach

P R O J E C T U N D E R S T A N D I N G
The City of East Palo Alto (City) is proposing roadway improvements at the East Bayshore Road Pedestrian and Cyclists Safety Improvements (Project).

Improvements to East Bayshore Road, a crucial connector street within the City, are essential for enhancing connectivity for residents and community members in the area, particularly in relation to the planned University Avenue Pedestrian Overcrossing. Prioritizing traffic calming measures to reduce speed and ensure safe pedestrian access along this road is a top priority for the City, given its significance in accommodating large volumes of vehicular traffic bound for University Avenue and Willow Road.

The Project aims to address longstanding community concerns regarding safety along this corridor. Recent years have seen two pedestrian fatalities within the project limits, underscoring the urgent need for enhancements to pedestrian safety.

There are many aspects to this Project including:
• Class II bikeway design with parking removal in some locations • Bulb-out measures for traffic calming
• New high visibility crosswalks
• Implementing green infrastructure wherever feasible
• Lighting improvements
• Reconfiguring traffic striping & bike lanes, possibly incorporating a buffer for bike lanes • Grading and storm drain improvements at the proposed sidewalk • Install Class III bikeways on the opposite direction depends on the ROW wherever feasible • Coordinating with property owners to minimize disruption to businesses and ensure positive circulation amidst new sidewalk/curb/gutter installations • Coordinating with utility providers to address identified conflicts by creating relocation plans as needed during the design process
CSG has thoroughly reviewed the RFP and performed a field investigation and agrees with the scope of consultant services identified by the City. To clarify and organize the scope into separate tasks, we’ve summarized CSG’s approach below. Each task identifies the related deliverables which will be reviewed by Ed Slintak, PE CSG QA/QC Manager for completeness, paying attention to see that all bid items are properly defined, and payment sections of the specifications cover all significant cost elements and major items of work. The staff members identified in the organization chart will be assigned to specific tasks, outlined in this section, according to their strengths and experience to increase task completion efficiency and coordination. It is understood that the City desires 3 submittals, to be completed, 50% PS&E submittal, 100% PS&E submittal and Bid Package submittal. The proposed schedule is provided with this proposal.

The key to this Project is a practical approach to multi-faceted improvements including civil work, grading & drainage design, traffic calming, existing parking, sidewalk design and class II bikeway design. The first step is achieving consensus with the City at the initial pre-50% design concept on the critical Project elements listed below:
1) Pedestrian improvement and sidewalk layout and construction 2) Designing directional curb ramps because of the absence of sidewalks on side streets 3) Class II Bikeway design and buffer zone
4) Address and preserve current street and business parking in front of the existing businesses while accommodating the new sidewalk and the ROW to the greatest extent possible SE C T ION 3
17 CSG PROPOSAL TO CITY OF EAST PALO ALTO

ENGINEERING SERVICES TO DESIGN THE EAST BAYSHORE PEDESTRIAN & CYCLIST SAFETY IMPROVEMENTS PROJECT (CIP PROJECT ST-28) 4 5) Resolve the drainage and grading challenges arising from vertical differences caused by the flatness of the roadway
6) Explore the feasibility of installing green infrastructure to meet the more stringent requirements of MRP3.0, reconciling with previous MRP2.0 standards 18 CSG PROPOSAL TO CITY OF EAST PALO ALTO

ENGINEERING SERVICES TO DESIGN THE EAST BAYSHORE PEDESTRIAN & CYCLIST SAFETY IMPROVEMENTS PROJECT (CIP PROJECT ST-28) 5 C S G A P P R O A C H T O D E S I G N E L E M E N T S Introduction: This proposal outlines a comprehensive approach to enhance the infrastructure along East Bayshore from Menalto Ave to Euclid Ave focusing on pedestrian safety, drainage improvements, green infrastructure, traffic and bike lane reconfiguration, sidewalk installations, and utility conflict resolutions.

The Project aims to create a more sustainable, accessible, and safe urban environment.

Pedestrian Improvements along East Bayshore Rd.

Segment 1 - The stretch of roadway between Menalto Ave and S. Poplar Ave features an existing sidewalk that does not comply with ADA standards. Moreover, there are several driveways serving the current residents along this segment. Introducing a new sidewalk in this area will not pose any drainage issues.

However, the new sidewalk will need to navigate around the existing driveways.

Segment 2 – In the area between S. Poplar Ave and Ralmar Ave, there is currently no sidewalk or designated pedestrian path. Introducing a new sidewalk in this area would impact the functionality of the existing parking lot serving Saint Samuel Church. To address this, CSG suggests installing a rolled curb, enabling vehicles to access the parking area without losing any parking spaces. Based on the provided topography, drainage issues are minimal and can be addressed by sloping the proposed sidewalk to drain towards the street and then diverting water to the nearest drainage inlet.

Segment 2 No sidewalk is present from S. Poplar Ave to Ralmar Ave Segment 1 non-compliant existing ADA sidewalk from Menalto Ave to S. Poplar Ave 19 CSG PROPOSAL TO CITY OF EAST PALO ALTO

ENGINEERING SERVICES TO DESIGN THE EAST BAYSHORE PEDESTRIAN & CYCLIST SAFETY IMPROVEMENTS PROJECT (CIP PROJECT ST-28) 6 Segment 3 – This segment spans between Ralmar Ave and Addison Dr. intersections. It includes two parts, with the first part bordering an existing private parking lot area. CSG assumes that the drainage pattern in the parking lot functions adequately. The second part adjoins existing sidewalks serving small businesses in this segment, namely WASH 'N' Go and the laundromat. Installing raised and new sidewalks in the first part will not pose drainage issues as the cross slopes will be designed to divert water away from the parking lot and towards E. Bayshore Rd. The proposed sidewalk in the second part will conform to and connect with the existing concrete walkway of the small businesses and extend all the way east to connect with the new improvement on Addison Dr, this design approach for the second part will not present any drainage issues as well.

Segment 4 – This segment extends from the intersections of Addison Dr. to Oakwood Dr. This segment borders an existing private residential home and wooden fences. We assume that the drainage pattern in this segment functions adequately. Installing raised and new sidewalks at this segment will not pose drainage issues as the cross slopes will be designed to divert water away from the fence line and towards E. Bayshore Rd.

Segment 5 – This segment extends from Oakwood Dr. to Dumbarton Ave. The segment comprises two parts. The first part borders the existing private Oakwood Market business, where currently no pedestrian Segment 3 No sidewalk is present from Ralmar Ave to Addison Dr.

Segment 4 No sidewalk is present from Addison Dr. to Oakwood Dr. 20 CSG PROPOSAL TO CITY OF EAST PALO ALTO

ENGINEERING SERVICES TO DESIGN THE EAST BAYSHORE PEDESTRIAN & CYCLIST SAFETY IMPROVEMENTS PROJECT (CIP PROJECT ST-28) 7 sidewalk is in place. Installing a new sidewalk along the business will benefit pedestrians and enhance the aesthetics of the business structure. The proposed sidewalk will begin at the northeast corner of the intersection, wrap around it, and then extend all the way to connect with the existing driveway midway through Segment 4. The parking lot in front of Oakwood Market will remain unaffected, with no impact to parking stalls.

The second part of Segment 5 features existing sidewalks in fair condition. While the City could opt to retain this portion, doing so might detract from the aesthetics of the new development. Consequently, CSG recommends replacing this section and connecting it to the proposed sidewalk for a consistent appearance.

Upon visual inspection, the existing driveway in midspan of segment 5. The existing residential driveway is in poor condition and lacks an ADA-compliant sidewalk behind it. Therefore, the proposed design approach involves removing the existing driveway and installing an ADA-compliant sidewalk that wraps around the new driveway, reconnecting with the existing sidewalk to the east of the second part of Segment 5.

Segment 6 – This segment extends from the intersections of Dumbarton Ave to Lincoln St. This segment borders existing private vacant land with chain link fences surrounding the property. We assume that the drainage pattern in this segment functions adequately. Installing raised and new sidewalks at this segment will not pose drainage issues as the cross slopes will be designed to divert water away from the fence line towards E. Bayshore Rd.

Segment 7 – This
segment stretches from the intersections of Lincoln St. to Glen Way. The first part of this segment borders Segment 5 No sidewalk is present from Oakwood Dr. to Dumbarton Ave Segment 6 No sidewalk is present from Dumbarton Ave to Lincoln St. 21 CSG PROPOSAL TO CITY OF EAST PALO ALTO

ENGINEERING SERVICES TO DESIGN THE EAST BAYSHORE PEDESTRIAN & CYCLIST SAFETY IMPROVEMENTS PROJECT (CIP PROJECT ST-28) 8 an existing private vacant lot and a residential home. We presume that the drainage pattern in this segment functions adequately. Installing raised and new sidewalks in this segment will not create drainage issues, as the cross slopes will be designed to direct water away from the fence line and towards E.

Bayshore Rd.

There is currently a dirt driveway leading to the private property. A new driveway construction will be necessary to provide access for the property owners. We anticipate that this driveway will need to be depressed to accommodate individuals with disabilities and meet ADA requirements. The depressed driveway will introduce two directional curb ramps to ensure continuous connectivity between the sidewalk segments.

The second part of Segment 7 comprises two private businesses, Emmanuel’s Pizza & Bakery and Charlie’s Market. Preserving their respective parking stalls is essential.

The design approach entails constructing a new sidewalk and commercial driveway to access the parking lot at Emmanuel’s Pizza. Similar to the first part, the new driveway will be lowered to accommodate individuals with disabilities and comply with ADA requirements. This depressed driveway will incorporate two directional curb ramps to maintain seamless connectivity between the sidewalk segments.

The proposed sidewalk in front of Charlie’s Market presents a challenge to existing drainage patterns.

Construction of the new sidewalk in front of the business may create a runoff trap during rainstorms.

Additionally, there is an existing door with a low elevation, heightening the risk of flooding within Charlie’s Market from the trapped runoff. To mitigate this risk, a sub drainpipe will be installed underneath the proposed sidewalk, directing drainage towards E Bayshore. Proper grading behind the proposed sidewalk will further ensure effective prevention of flooding.

The current parking stalls in front of Charlie’s Market will need to be relocated to street parking to accommodate their customers. CSG approach is to retain the existing ADA-compliant parking stall behind the proposed sidewalk.

Segment 7 No sidewalk is present from Lincoln St. to Glen Way 22 CSG PROPOSAL TO CITY OF EAST PALO ALTO

ENGINEERING SERVICES TO DESIGN THE EAST BAYSHORE PEDESTRIAN & CYCLIST SAFETY IMPROVEMENTS PROJECT (CIP PROJECT ST-28) 9 Segment 8 – This segment extends from the intersections of Glen Way to Euclid Ave. The first part of this segment borders an existing private parking lot. We anticipate that the drainage pattern in this segment will not be disrupted by the addition of a new sidewalk. Installing raised and new sidewalks in this segment will not result in drainage issues, as the cross slopes will be designed to divert water away from the fence line and towards E. Bayshore Rd.

The second part of Segment 8 impacts two private businesses, Kings Smoke Shop and One Stop Market.

Preserving their respective parking stalls poses a challenge when incorporating a new sidewalk.

The design approach involves building a new sidewalk and commercial driveways to access the parking lot at the business. While the number of parking spaces in front of Kings Smoke Shop will decrease, the addition of a new sidewalk will create additional street parking spaces. The final layout in the advanced design will clarify the number of lost parking spaces and the parking spaces that will be added.

Drainage Improvements:
• CSG will assess existing drainage systems to identify areas prone to flooding or poor drainage. • We intend to integrate green infrastructure solutions like bioswales and rain gardens wherever feasible to reduce stormwater runoff.
• Upgrade existing stormwater infrastructure to accommodate increased capacity and improve drainage efficiency.

The runoff from Segment 1, Segment 2 and Segment 3 will be directed to drainage inlets located on northeast corner of Manalto Ave using drainage pipes, valley gutters, drainage inlets, and storm drain manholes.

The runoff from Segment 4, 5, 6, and 7, will be directed to drainage inlets located on northeast corner of Glen Way using drainage pipes, valley gutters, drainage inlets, and storm drain manholes.

The runoff from Segment 8 will be directed to drainage inlets located on northeast corner of Euclid Ave. using drainage pipes, valley gutters, drainage inlets, and storm drain manholes.

Reconfigure Traffic Striping and Bike Striping:
• CSG will reevaluate road striping configurations to optimize traffic flow and accommodate dedicated bike lanes.

Segment 8 No sidewalk is present from Glen Way to Euclid Ave 23 CSG PROPOSAL TO CITY OF EAST PALO ALTO

ENGINEERING SERVICES TO DESIGN THE EAST BAYSHORE PEDESTRIAN & CYCLIST SAFETY IMPROVEMENTS PROJECT (CIP PROJECT ST-28) 10 • Implement buffered bike lanes with delineator posts for added safety and separation from vehicular traffic. See Exhibits
• Ensure compliance with national and local guidelines for bike lane design and signage.

Class IV Bikeways in One Direction:
• Install designated Class IV bikeways and physically separated bike lanes. However, due to limited street width, this option would necessitate the removal of street parking entirely. To retain street parking, Sharrow lanes are deemed more suitable for the entire project. • Install signage and street markings to minimize conflicts and ensure safe interactions for both motorists and cyclists.

Utility Conflicts:
• CSG will conduct thorough utility mapping and coordination to identify potential conflicts with proposed infrastructure improvements.
• CSG will contact the utility providers to relocate (if any) or adjust conflicting utilities to minimize disruptions and project delays.
• Implement proactive communication strategies to keep stakeholders informed about utility relocation activities and project timelines.

Utility identification, location, and coordination will be evaluated at each segment. Although no utility relocations are expected, it is necessary to determine the location of utilities to avoid complications during construction. CSG will gather utility information from relevant utility companies in areas were believed necessary. Surface utilities will be the primary focus for this project. It's important to note that coordinating with utility companies can be time-consuming, based on our experience and understanding.

ADA Compliance
CSG has a history of working with municipalities in upgrading their assets to comply with ADA guidelines.

Upon an award of contract, CSG will schedule a Kickoff meeting with the City to clearly identify and prioritize recommended ADA improvements, and mutually agree upon standards, guidelines, and expectations. Below are some of the ADA elements that CSG applies to projects:

Curb Ramp Design:
• Existing and new curb ramps will be reviewed
for compliance with Caltrans Standard Plan
RSP A88A and RSP A88B and the Americans
with Disabilities Act (ADA).
• Existing curb ramp slopes should not exceed

2.00%, 8.33%, or 10.00% based on the section
of the ramp and type of ramp chosen in the
design.
• Proposed curb ramp slopes should not exceed

1.50%, 7.50%, or 9.00% based on the section
of the ramp and type of ramp chosen in the
design.
• The minimum required width of ramp sections is 50-inches. However, some curb ramp designs (e.g. Case “C” ramp types) require 60-inch wide ramp sections. • The clear distance to obstructions should be 36 inches minimum.

Typical Bulbout Design
Highway Design Manual
24 CSG PROPOSAL TO CITY OF EAST PALO ALTO

ENGINEERING SERVICES TO DESIGN THE EAST BAYSHORE PEDESTRIAN & CYCLIST SAFETY IMPROVEMENTS PROJECT (CIP PROJECT ST-28) 11 • Street cross slopes and longitudinal slope will be reviewed along the pedestrian path of travel between curb ramps.
• Cross slope of the pavement should not exceed 2% within crosswalks for at least 4 feet in width.

Running slopes of crosswalks should not exceed 5%.
• Reconstruct valley gutter, if needed. Adjust the path of travel alignment to avoid pedestrian travel within the flow area of the valley gutter.

Sidewalk Design:
• Existing sidewalk cross slopes should not exceed 2.00%. • Proposed sidewalk cross slopes should not exceed 1.50%. • Running slopes along sidewalks should not exceed 5.00%. • Walking surfaces should be a minimum of 36-inches wide, but 48-inches of width is recommended unless site conditions prohibit it (e.g. vertical obstructions). However, any accessible routes with a clear width less than 60-inches must have a 60-inch by 60-inch passing space every 200-feet.

Detectable Warning Surface Requirements:
• Detectable warning surfaces are required at areas of transition between pedestrian and vehicle traffic. The detectable warning surfaces should be dimensioned and constructed as shown in the Caltrans Standard Plans RSP A88A and RSP A88B.
• Detectable warning surfaces are required to have a color that contrasts with the surrounding surface. Most agencies choose the color yellow, but yellow is not a requirement.

Option 1, 2 and 3
The visual displays below depict Option 1 and Option 2. Option 3 is not featured in the exhibits; nonetheless, it merits consideration.

Option 1:

In Option 1, Sharrows pavement markings are placed in both directions of the roadway. The benefit of these sharrow lanes is the preservation or creation of street parking, enabling residents and business customers alike to conveniently park alongside the street. Additionally, the proposed sidewalks would provide a continuous and safe pathway for pedestrians, including those with disabilities. See Option 1 Exhibit.

Option 2:

In Option 2, a Class IV bikeway is installed in the westbound direction, while sharrow markings are used in the eastbound direction. The introduction of a new sidewalk and the installation of Class IV bikeway in the westbound direction would ensure a safe pathway for both cyclists and pedestrians. However, it's important to note that this configuration would result in the elimination of street parking. See Option 2 Exhibit.

Option 3:

Option 3 involves incorporating Class II Bikeways in both directions of E. Bayshore, resulting in narrowing of the traffic lanes to 11 feet. Incorporating 6-foot bike lanes on both sides of E Bayshore would result in a total width of 34 feet. However, this option would eliminate potential street parking. Additionally, due to insufficient width, it would not be feasible to include a bike buffer. 25 ROW (TYP)

ROW (TYP)

ROW (TYP)
ROW (TYP) CONCRETE IMPROVEMENT INSTALL NEW C&G AT WIDENING AREA ADJACENT TO BASSETT AND NORMAN INTERSECTION NON-COMPLIANT CURB RAMPS DESCRIPTION DESIGN CONSIDERATIONS RECONSTRUCT /INSTALL ADA COMPLIANT CURB RAMPS PER CITY AND CALTRANS STANDARDS No. KEY DESIGN ELEMENTS THE EX. PARKING LOT ELEVATIONS WILL BE HIGHER THAT THE ELEVATIONS AT THE PROPOSED BW ROLLED CURB IS PROPOSED IN ORDER TO RETAIN CHURCH PARKING OR STREET PARKING INSTEAD GENERALLY, THE ELEVATIONS OF THE EX. ADJACENT PROPERTIES ARE HIGHER THAN THE PROPOSED SW EX. WALKWAY AND STEPS TO REMAIN CONNECT NEW SW WITH EX. WALKWAY CLASS III BIKE ROUTE WITH SHARROW MARKINGS INSTALL CLASS III BICYCLE PATH ROUTE ON E. BAYSHORE RD. FROM MENALTO AVE TO EUCLID AVE . 26 ROW (TYP) ROW (TYP) ROW (TYP)

ROW (TYP)

ROW (TYP)

ROW (TYP)
ROW (TYP) PROPOSED SW AT THIS AREA IS LESS LIKELY TO IMPACT THE EX. DRAINAGE PATTERNS AT THE ADJACENT PROPERTY INSTALL SUB-DRAIN PIPES AT THE PROPOSED SW TO PROTECT BUILDING ENTRIES FROM FLOODING THE EX DRAINAGE PATTERNS AT THE ADJACENT PROPERTY, DRAIN TOWARDS GLEN WY. PROPOSED SW WILL NOT POSE RISK OF FLOODING CONCRETE IMPROVEMENT INSTALL NEW C&G AT WIDENING AREA ADJACENT TO BASSETT AND NORMAN INTERSECTION NON-COMPLIANT CURB RAMPS GRADING AND DRAINAGE IMPROVEMENTS AT PROPOSED SIDEWALK. INSTALL 3" SUB-DRAIN PIPES. STORM DRAIN AND GRADING IMPROVEMENT DESCRIPTION DESIGN CONSIDERATIONS RECONSTRUCT /INSTALL ADA COMPLIANT CURB RAMPS PER CITY AND CALTRANS STANDARDS No. KEY DESIGN ELEMENTS CLASS III BIKE ROUTE WITH SHARROW MARKINGS INSTALL CLASS III BICYCLE PATH ROUTE ON E. BAYSHORE RD. FROM MENALTO AVE TO EUCLID AVE . 27 ROW (TYP)

ROW (TYP)

ROW (TYP)
ROW (TYP) CONCRETE IMPROVEMENT INSTALL NEW C&G AT WIDENING AREA ADJACENT TO BASSETT AND NORMAN INTERSECTION NON-COMPLIANT CURB RAMPS DESCRIPTION DESIGN CONSIDERATIONS RECONSTRUCT /INSTALL ADA COMPLIANT CURB RAMPS PER CITY AND CALTRANS STANDARDS No. KEY DESIGN ELEMENTS CLASS IV BIKE LANES AND SHARROW MARKINGS INSTALL CLASS IV BICYCLE PATH ROUTE ON E. BAYSHORE RD. FROM MENALTO AVE TO GLEN WAY AND INSTALL SHARROW MARKING FROM MENALTO AVE TO EUCLID AVE . THE EX. PARKING LOT ELEVATIONS WILL BE HIGHER THAT THE ELEVATIONS AT THE PROPOSED BW ROLLED CURB IS PROPOSED IN ORDER TO RETAIN CHURCH PARKING OR STREET PARKING INSTEAD GENERALLY, THE ELEVATIONS OF THE EX. ADJACENT PROPERTIES ARE HIGHER THAN THE PROPOSED SW EX. WALKWAY AND STEPS TO REMAIN CONNECT NEW SW WITH EX. WALKWAY 28 ROW (TYP) ROW (TYP) ROW (TYP)

ROW (TYP)

ROW (TYP)

ROW (TYP)
ROW (TYP) PROPOSED SW AT THIS AREA IS LESS LIKELY TO IMPACT THE EX. DRAINAGE PATTERNS AT THE ADJACENT PROPERTY INSTALL SUB-DRAIN PIPES AT THE PROPOSED SW TO PROTECT BUILDING ENTRIES FROM FLOODING THE EX DRAINAGE PATTERNS AT THE ADJACENT PROPERTY, DRAIN TOWARDS GLEN WY. PROPOSED SW WILL NOT POSE RISK OF FLOODING CONCRETE IMPROVEMENT INSTALL NEW C&G AT WIDENING AREA ADJACENT TO BASSETT AND NORMAN INTERSECTION NON-COMPLIANT CURB RAMPS GRADING AND DRAINAGE IMPROVEMENTS AT PROPOSED SIDEWALK. INSTALL 3" SUB-DRAIN PIPES. STORM DRAIN AND GRADING IMPROVEMENT DESCRIPTION DESIGN CONSIDERATIONS RECONSTRUCT /INSTALL ADA COMPLIANT CURB RAMPS PER CITY AND CALTRANS STANDARDS No. KEY DESIGN ELEMENTS CLASS IV BIKE LANES AND SHARROW MARKINGS INSTALL CLASS IV BICYCLE PATH ROUTE ON E. BAYSHORE RD. FROM MENALTO AVE TO GLEN WAY AND INSTALL SHARROW MARKING FROM MENALTO AVE TO EUCLID AVE . 29 CSG PROPOSAL TO CITY OF EAST PALO ALTO

ENGINEERING SERVICES TO DESIGN THE EAST BAYSHORE PEDESTRIAN & CYCLIST SAFETY IMPROVEMENTS PROJECT (CIP PROJECT ST-28) 14 S C O P E O F W O R K
General
The City of East Palo Alto is seeking proposals from licensed Engineering firms to provide professional services for design and preparation of bid documents and construction support for the East Bayshore Pedestrian and Cyclist Improvements Project (Project). The scope of work generally includes preparation of: preliminary design, public outreach, bid documents, and bidding/construction support for Public Works competitive bidding. Ancillary work includes coordination with City Staff, construction cost estimating, schedule monitoring, preparation of reports and recommendations, and project management.

Task 1 - Project Management
The consultant will be the primary responsible party for managing the project’s schedule and consultant contract budget. In addition, the consultant is expected to attend milestone progress meeting and prepare action item logs for subsequent follow-up. The consultant is expected to maintain frequent and timely communication with City staff throughout the duration of the project.

All project schedules shall be prepared in Gantt chart format, utilizing Microsoft Project software. Three weeks for each City review shall be included. Schedule updates shall be provided at all progress meetings.

Consultant’s own team should have provisions for quality assurance/quality control over work product prepared for the City. A statement of peer review will be required for overall constructability, coordination, and reasonable reduction in errors and omissions.

Task 2 - Preliminary Design
CSG will assess the elements of the project including traffic, driveways, grading and drainage and intersection operations, and bicycle and pedestrian circulation. Preliminary project plans will be prepared and a meeting with City staff will be held to evaluate options. Support data helpful for City staff to make decisions will be prepared such as cost estimates, and specific options. A preliminary project cost estimate and project schedule shall be included with each option, along with other support information outlining pros and cons for each option.

This project is expected to be Categorically Exempt from CEQA. The City will prepare the CEQA documentation and necessary filing.

The preliminary work will include the following:

1. Topo surveying, mapping, utility identification, preliminary roadway design, field investigation,

2. Review of any available City documents or as-builts, and utility drawings or maps.

3. CSG will utilize the conceptual plans. CSG is very familiar with these conceptual plans and is well positioned to deliver a successful project to the City.

4. If it becomes necessary to obtain title reports, the City will be responsible for fees as this cannot be determined at the time of this proposal.

Deliverables: (2 Hardcopies) 24” x 36” Conceptual plan sets, Electronic Copy of the Conceptual plans Task 3 – Public Outreach
CSG will assist the City in the public outreach for the projects and will articulate the changes to the intersections and the impact of the project on traffic during construction.

CSG will attend 2 public outreach meetings, and support City efforts with Exhibits showing the project and assist in preparation of presentations. CSG will assist with one additional meeting to present the item to the commission or council body.
30 CSG PROPOSAL TO CITY OF EAST PALO ALTO

ENGINEERING SERVICES TO DESIGN THE EAST BAYSHORE PEDESTRIAN & CYCLIST SAFETY IMPROVEMENTS PROJECT (CIP PROJECT ST-28) 15 Task 4 - Design
CSG will prepare the design plans, specifications and estimate for the public bidding of this project.

A. 50% Submittal: All major issues have been resolved prior to this stage in the preliminary design phase. The intent of this submittal is to provide plans and project documents in sufficient detail to allow for thorough and complete review. CSG will submit an electronic PDF copy.
a. 50% Plans: All subcontracted work shall be accounted for in this submittal. All project details have been accounted for.
b. Project schedule update.
c. 50% construction cost estimate in the form of the bid schedule.

Deliverable: (2) 24” x 36” plan sets and Electronic Copy A. 100% Submittal: All issues, prior comments, and concerns must be addressed in this submittal. Submit an electronic PDF file.
a. 100% plans
i. Peer review shall be completed by this stage, with the statement and signature on the cover sheet. The professional shall sign, date and seal the following Certification of Peer Review on a letterhead document with the transmittal of the final plans and specifications:
a. “The undersigned hereby certifies that a professional peer review of these plans and the required designs was
conducted by me, a professional engineer with expertise and experience in theappropriate fields of engineering equal to or greater than the Engineer of Record, and that appropriate corrections have been made.”
b. 100% specifications:
i. Technical specifications,
ii. Special Provisions, with recommended changes in track changes format. The Special Provisions shall also include the following:

1. Bid item descriptions and measurement and payment provisions

2. A list of minimum required submittals during construction

3. List of information available to Bidders, with disclaimer

4. A table listing all inspections (including any special inspections and materials testing) and associated responsibility

5. A table list of materials requiring warranties, and associated warranty periods
c. Project schedule update.
d. 100% construction cost estimate.
e. Responses to the City’s review comments on the 50% submittal, along with return of mark-ups.
f. Other supporting documentation as necessary.

Deliverables: (2) 24” x 36” plan sets, (1) Printed Set of Specifications, Electronic (CAD and pdf) Copy of the Plan Set and Specifications, Engineer’s Estimate, Bid Schedule, and Construction Schedule A. Bid Package: The bid package shall be finalized upon incorporation of the City’s final comments from the 100% submittal.
31 CSG PROPOSAL TO CITY OF EAST PALO ALTO

ENGINEERING SERVICES TO DESIGN THE EAST BAYSHORE PEDESTRIAN & CYCLIST SAFETY IMPROVEMENTS PROJECT (CIP PROJECT ST-28) 16 The Bid Package submittal will include hard copies and digital format (PDF and native format) of each of the documents listed below:
• Full-size set of drawings stamped and signed on each sheet • Technical specifications, with cover sheet stamped and signed by all required • disciplines in PDF format
• Final project schedule update
• Final construction cost estimate
• Deliverables: Bid Package, drawings, technical specifications, revised special provisions, construction cost estimate, written response to City comments Deliverables: Bid Package, drawings, technical specifications, revised special provisions, construction cost estimate, written response to City comments
All submittals shall include digital copies (PDF) of all documents. Native format will be made available as deemed necessary by City staff.

Task 5 – Bid Support and Construction Support
Bidding Services
Consultant shall respond to all bidder’s requests for information (RFIs) and support the City’s coordination efforts to inform plan-holders of significant responses to RFIs and prepare addenda as necessary. During bidding, all proposers’ communications will be directed through the City’s Purchasing Officer.

If addenda to bid documents are extensive and are as a result of consultant’s work product, conformed documents shall be prepared at no expense to the City. City will provide reproduction services.

Construction Support Services
The City’s construction management team will have primary responsibility for construction management and inspection. The consultant’s point of contact will be the City’s construction manager, not the contractor.

The following is a minimum list of services and submittals required:

1. Attend and prepare information for an internal handoff meeting from the design team to the construction management team. Consultant shall be prepared to address:
possible construction pitfalls, items for the construction management team to be aware of (special working hours, shortened timelines for submittal reviews, etc.).

2. Attend the pre-construction meeting.

3. Attend three (3) periodic construction progress meetings.

4. Participate in the final inspection and development of punch lists.

5. Respond to RFIs, which includes clarifying or providing revisions or additional detail where necessary on the plans and specifications. Response to RFIs shall be timely in order to avoid construction delays and claims.

6. Review and respond to all submittals within the period allocated in the contract documents and as necessary to avoid construction delays and claims.

7. Review proposed substitutions, if any, for conformance to plans and technical specifications.

8. Review and make recommendations on proposed changes to the contract (Request for Quotations and Contract Change Orders).

9. Prepare Record Drawings based upon red-lines provided by the contractor and field reviews. The Record Drawings shall be prepared digitally, using AutoCAD. Final Record Drawings shall be submitted electronically, in PDF and CADformat.

10. Participate in the “Lessons Learned Meeting” with all parties at the end of the project. 32 CSG PROPOSAL TO CITY OF EAST PALO ALTO

ENGINEERING SERVICES TO DESIGN THE EAST BAYSHORE PEDESTRIAN & CYCLIST SAFETY IMPROVEMENTS PROJECT (CIP PROJECT ST-28) 17 Key Personnel Background
As elaborated on in the organizational chart below, CSG’s Project team will be led by Michael Fisher, PE, QSD/P, Principal Engineer. Resumes of key personnel are included at the end of this section. Key personnel are identified with an (*). CSG is committing the staff listed to this Project and the City of East Palo Alto.

SE C T ION 4
David Seto, PE
Engineering Design Lead
Homayoun Ariasp, PE,
Utilities & Drainage Lead
Husam Aburabi, EIT
Bicycle & Pedestrian Lead
Heba Masri, EIT
Design Engineer
Cesar Caronongan
Design Engineer

PROJECT TEAM
Quiet River Land Services
Surveying

SUBCONSULTANTS
Michael Fisher, PE, QSD/P*
Principal Engineer

PROJECT MANAGER
Hatem Ahmed, PE, PMP*
Senior Principal Engineer

PRINCIPAL IN CHARGE &

QA/QC MANAGER
Ed Slintak, PE
QA/QC

QA/QC REVIEWS
33 18
Michael

LICENSES &

CERTIFICATIONS
Professional Civil Engineer
State of California
| C56550
Qualified SWPPP
Developer/Practitioner

EDUCATION
Bachelor of Science, Civil Engineering,
San Jose State University
|San Jose, CA

PROFESSIONAL

AFFILIATIONS
South Bay Transportation Offices
Association (SBTOA), Past President
Toastmasters International
Club: 04840677
Fisher PE, QSD/P
Project Manager
Mr. Fisher is a civil engineer with over 27 years of experience in civil/roadway design, drainage design, traffic engineering, specification writing, engineering report writing and project management. He has managed teams of engineers, working to deliver over a dozen projects ranging in size from $20,000 to $22,000,000 with project status ranging from project initiation/feasibility/study phase to approval/environmental phase to final design and construction.

Mr. Fisher has experience managing the design of pavement rehabilitation projects through various means, including alternative overlay to full depth structural sections.

He is also experienced in providing value engineering to ensure the client’s pavement management budget has maximum impact.

R E L E V A N T E X P E R I E N C E
Fair Oaks Bikeway and Streetscape (Phase 1 and 2) | City of Sunnyvale, CA Mr. Fisher served as the Project Manager for this project. The scope involved the installation of Class II and Class III green bicycle markings and bicycle detector markings along with various intersection improvements. Work included the detailed grading design of several curb returns to meet ADA requirements, restriping of various intersections and replacement of concrete sidewalk, curb and gutter.

Citywide 2018-2019 & 2019-2020 Pavement Rehabilitation Projects | City of Daly City, CA Mr. Fisher was the project manager for the City’s two pavement rehabilitation projects simultaneously. Both projects involved pavement rehabilitation as well as traffic calming and pedestrian elements that include curb extensions, crosswalk and ADA improvements. In order to meet desired construction schedule, the City required an expedited design schedule for both projects. While the scope was extensive, exceeding $3M in construction, Michael managed to complete the project within a very compact 2-month site assessment/feasibility time period and a 2-month design schedule.
2020- 2023 Annual Pavement Projects | City of Santa Clara, CA Mr. Fisher served as the Project Manager for the City’s annual pavement rehabilitation projects. The scope of work consisted of pavement maintenance and rehabilitation of multiple streets. Treatment methods included slurry seal, repair of failed pavement (deep-lift), cold milling of existing pavement, hot mix asphalt and rubberized hot mix asphalt resurfacing, replacement of traffic signal loop detectors, replacing of street survey monuments, striping and pavement markings.

Various Streets & Roads Project | City of Millbrae, CA
Mr. Fisher served as the Project Manager for this federally funded pavement project which involved a major City arterial, Millbrae Avenue, and a residential Street, Magnolia Avenue. The project also included pavement coring sample testing, surveying, pavement recommendations report, traffic handling plans, ADA curb ramp upgrades, traffic signal repair and traffic detours.

Stakeholder coordination was required with Caltrans Local Assistance for compliance with Federal funding guidelines (an E-76 was obtained for this project), as well as Caltrans Encroachment Permit Department for coordination with Caltrans design review staff regarding Caltrans owned facilities.

Sunnyvale Pavement Rehabilitation 2017 | City of Sunnyvale, CA Mr. Fisher served as the Design Engineer for this annual street pavement rehabilitation project. The scope involved the rehabilitation of 2 streets in the City of Sunnyvale. Work included the design of grind and HMA overlay, digouts, utility adjustments, curb ramps, concrete sidewalk, curb, gutter and driveway replacement, and striping plans. 34 19
Hatem

LICENSES &

CERTIFICATIONS
Professional Civil Engineer
State of California | 46995
Professional Project Manager
State of California | 195197

EDUCATION
Master of Science in Structural
Engineering,
Washington University | St. Louis, Mo
Bachelor of Science in Civil
Engineering,
Washington University | St. Louis, MO
Project Management Certificate
San Jose State University, 2003

PROFESSIONAL

AFFILIATIONS
American Public Works Association
South Bay Transportation Official
Association
Project Management Institute
Toastmasters International
Club: 4840673
Ahmed PE, PMP
Principal-in-Charge & QA/QC Manager
Mr. Ahmed has 30 years of diverse experience in the transportation field in the areas of planning, design management, outreach and agency coordination, program management, and construction management. He has experience ranging from small projects to complex programs.

For CSG, Mr. Ahmed is the Vice President responsible for overseeing CSG’s Engineering Department, including design, land development, and program management/staff augmentation services. He also serves as the contract manager for multiple clients and provides general QA/QC of various projects.

R E L E V A N T E X P E R I E N C E
Fair Oaks Avenue Bikeway – Phase 1 Project | City of Sunnyvale, CA Mr. Ahmed served as the Principal in Charge for the design of Class 2 and Class 3 Bicycle Lanes on Fair Oaks Avenue between Old San Francisco Road to Evelyn Road, Kifer Avenue to Arques Avenue, and Wolfe Road to Ahwanee Avenue. Key project elements included reconfiguring the roadway, roadway resurfacing, addition of green bike lanes, modifications to the existing concrete median islands, modification of parking, and installation of related signage. CSG also held public outreach meetings to keep the residents informed of the project.

Ralston Corridor Improvements Segment 3 | City of Belmont, CA Mr. Ahmed served as the Principal in Charge and QA/QC Manager for the design of bicycle and pedestrian improvements for the OBAG funded project along Ralston Avenue. The scope of work included constructing new curb ramps, high visibility and green bike crosswalks, bike sharrows striping, new Class III bike lanes, flashing LED signs, sidewalk reconstruction and rehabilitation, signage, green infrastructure curb, extensions to shorten crosswalk distances and a traffic signal to improve traffic flow during commute hours. This project involved funding from the One Bay Area Grant 2 (OBAG 2) Bicycle Pedestrian Improvement Program grant from the City/County Associate of Governments (C/CAG) and required CSG conducted all Local Assistance Procedure Manual documentation for this project, including field review, technical memos, E76 authorization, etc.

Santa Clara County Measure B Improvement Program | Santa Clara Valley Transportation Authority Capital Highway Program
Mr. Ahmed served as Deputy Program Manager/Engineering Manager for three concurrent VTA Highway Programs, responsible for managing the development, design, outreach, construction, and delivery for several transportation projects for the VTA Highway Program. Programs included twenty transportation improvement projects with a total value over $800 million. Mr.

Ahmed managed the program budget to ensure on time and on budget delivery of the program to the Santa Clara County residents.

El Camino Real “Grand Boulevard” Streetscape Project | City of Redwood City, CA Mr. Ahmed served as Quality Assurance Manager for this PS&E project that consisted of pedestrian, streetscaping and landscaping improvements along approximately 0.1 mile of El Camino Real. Funding for the project was through a Metropolitan Transportation Commission CMAQ Housing Improvement Program (MTC/HIP) grant and local city and Redwood City Redevelopment Agency funds. Among the specific improvements were street corner sidewalk ramp improvements, bulb-out sidewalk extensions, median widening for pedestrian refuges, ADA-compliant curb ramps, sidewalk widening, street trees, new streetlights and pedestrianoriented street lighting, and roadway repaving and striping. This project was part of the Grand Boulevard Initiative project, with the goal of improving the performance, safety, and aesthetics of El Camino Real along the corridor from Daly City to San Jose. Work included completion of the design and obtaining Caltrans’ design exception approval, a Caltrans Encroachment Permit and approval by Local Assistance in just over three months. 35 20
Ed

LICENSES &

CERTIFICATIONS
Professional Civil Engineer
State of California
|039925

EDUCATION
Bachelor of Science, Civil Engineering
California Polytechnic State
University
| San Luis Obispo, CA

PROFESSIONAL

AFFILIATIONS
American Society of Civil Engineers
(ASCE)
American Public Works Association
(APWA)
Slintak PE
QA/QC
Mr. Slintak has over 35 years of experience in all aspects of transportation and municipal engineering, including project management and design group management. His design experience encompasses a wide variety of projects, including highways and streets, traffic signals and signing, street lighting, sewers and utilities, information technology systems, bus and rail maintenance facilities, and water treatment facilities.

R E L E V A N T E X P E R I E N C E
Santa Cruz, San Diego, and Guadalupe Water Main Replacement Project | Daly City, Ca Ed serves as the Project Manager for waterline improvements along Santa Cruz, San Diego and Guadalupe Ave. The project abandons and replaces existing water main to address fire flows and aging infrastructure. Project work includes replacement of 1,655 linear feet of water main, water services up the meter, meters less than ¾”, hydrants, valves, blow-offs, fittings, and associated appurtenances. Other work includes removal of water service manifolds, replacement of all meter boxes (including traffic-rated boxes), and replacement of W-2 combination domestic/fire services. The project has reached the 35% design milestone and is under review with Daly City.

Ahwanhee Drive Water, Sewer, And Complete Street Repair Project | City Of Millbrae, Ca Ed served as the Project Manager for waterline, sewer line, and roadway improvements along Ahwanhee Drive. Due to the aging utility infrastructure and deteriorating roadway pavement, the City initiated a complete street repair project. Utility work as part of the complete street repair project included replacement of the existing sanitary sewer main, reconnection of sewer laterals, installation of new cleanouts and backflows, relocation of the existing water main, and replacement of water services up to the meter where necessary. The project also included rehabilitation of the existing pavement, installation of ADA compliant curb ramps, and spot repairs of concrete curb, gutter, and sidewalk where deficiencies were noted. Finally, the existing streetlights along the corridor were upgraded with new street light poles and LED fixtures, new street light pull boxes were installed, and a new street light conduit was installed in the roadway.

Aborn Road Rehabilitation | City Of San Jose
Mr. Slintak managed the design of roadway improvements along Aborn Road. This segment of Aborn Road is a two-lane roadway originally built along a hillside. Parts of the road have experienced sidehill movement causing portions of the roadway shoulder to be eroded away with the erosion approaching the travel lanes. The project includes 500 linear feet of mechanical slope stabilization using retaining walls and a soil nail application. In addition, approximately 500 feet of new metal beam guardrail will be added and 1200 feet of roadway will have the pavement reconstructed.

Pillar Point Harbor Restaurant/Store Sidewalk Expansion Project | San Mateo County Harbor District, Ca
Ed managed the design of improvements within its Pillar Point Harbor. The project primarily involved expanding the existing 10-ft wide concrete promenade to a 25-ft wide promenade to better accommodate for outdoor seating and attractions. The scope also includes resurfacing parking lot, upgrading surrounding curb ramps to meet ADA requirements, and re-configuring parking layout to maximize parking while including the required amount of ADA accessible stalls. Ed also analyze the parking layout during a preliminary design for two adjacent parking lots and reached a positive net of parking spaces once all parking lots are updated. 36 21
David

LICENSES &

CERTIFICATIONS
Professional Engineer
State of California | C78138

EDUCATION
Bachelor of Science, Civil Engineering
University of California Davis
Davis, CA

PROFESSIONAL

AFFILIATIONS
American Public Works Association
(APWA)
Toastmasters International
Secretary | Club: 4840677
Seto PE
Engineering Design Lead
Mr. Seto is a Senior Engineer with over 13 years of experience in the transportation field. Mr. Seto has been a project engineer for multiple transportation projects and was responsible for the preparation of plans, specifications, and estimates for traffic signals, lighting, traffic operation system, ramp metering, streetscape improvements, roadway intersection, grade separations, and stage construction projects. He is knowledgeable of and has prepared designs to Caltrans, Counties, and Cities standards. He is proficient in the use of MicroStation and AutoCad Civil 3D.

R E L E V A N T E X P E R I E N C E
Fair Oaks Bikeway and Streetscape | City of Sunnyvale, CA Mr. Seto served as the Project Engineer for this project. The scope involved the installation of Class III green bicycle markings and bicycle detector markings along with various intersection improvements. Work included the detailed grading design of several curb returns to meet ADA requirements, restriping of various intersections and replacement of concrete sidewalk, curb and gutter.
2019 Street Resurfacing Project | Town of Hillsborough, Ca Mr. Seto served as the design project manager for this $2.6 million project which consisted of the analysis and design for 86 street segments, approximately 17.5 miles of pavement maintenance and rehabilitation of streets in the Town of Hillsborough, CA. Mr. Seto led field investigations at each street segment to confirm the Town’s proposed pavement treatments, document road widths and cross slopes, verify surface facilities, analyze pavement failures and mark dig-out locations, assess signing and striping, and document deficient concrete curbs and gutters. A report was prepared summarizing the findings and recommending pavement treatments for each segment and general recommendations for improving signage and striping.
2017 Pavement Rehabilitation Project | City of Sunnyvale, CA Mr. Seto served as the Project Engineer for this annual street pavement rehabilitation project.

The scope involved the rehabilitation of 2 streets in the City of Sunnyvale. Work included the design of grind and HMA overlay, digouts, utility adjustments, curb ramps, concrete sidewalk, curb, gutter and driveway replacement, and striping plans. 2016 Street Reconstruction at Various Locations| City of San Mateo, CA Mr. Seto served as the Design Engineer for street improvements at various locations throughout San Mateo. The project involved concrete road pavement removals and replacements of various streets, installation of ADA curb ramps, sidewalks, curb & gutter, and driveways. Also included were utility adjustments to grade, installation of catch basins, RCP and HDPE storm drainpipe installation, pavement striping, markings, and markers, and other related work. He also managed the preparation of Caltrans encroachment permit.

Mary Avenue Bike Lane | City of Sunnyvale, CA
Mr. Seto served as CSG’s design engineer for this project. The scope involved installing a class II bike lane on both sides of Mary Ave from Fremont Ave to Maude Avenue (3 miles). Civil scope of work includes concrete improvements, asphalt concrete digout repairs, crack sealing, slurry seal, utility adjustments and other related work.

Measure J and L & Annual Pavement Rehabilitation 2015 | City of Orinda, CA This Measure J & L project rehabilitated local/residential roads with a PCI value less than 25.

The scope included identifying various depths of full depth rehabilitation to rehabilitate 23 local roads and two collector roads. As Project Engineer, Mr. Seto was responsible for the field assessments, utility company coordination, and development of PS&E documents. He also assisted in the preparation of addendums and bid support. 37 22
Homayoun

LICENSES & CERTIFICATES
Professional Engineer
80378
State of California

EDUCATION
Bachelor of Science, Civil Engineering
Catholic University of America
| Washington, DC
Ariasp PE
Utilities & Drainage Lead
Mr. Ariasp has over 25 years of civil and municipal engineering experience, with a focus on street, sanitary sewer, and storm drain design, construction management and inspection, and project management skills, as well as the ability to drive early project completion. Mr. Ariasp’s duties also included managing consultants, participating in proposal reviews, overseeing the consultant selection process, and participating in design and constructability reviews.

RELEVANT EXPERIENCE
Capital Improvement Project Manager | Town of Hillsborough, CA Mr. Ariasp is currently involved in managing sanitary sewer rehabilitation projects in various planning, designing, and construction phases. He is also involved in managing facility maintenance projects for the Town such as Roof repair and reconstruction of concrete rolled curbs and asphalt sidewalks.

Capital Improvement Design Team Member | City of Santa Clara, CA Mr. Ariasp participated in the design of the 2023 Annual Curb Ramp Installation Project. He is currently assisting the design team with street condition field assessment and preliminary engineering work for the 2024 Annual Street Pavement Maintenance and Rehabilitation Project.

Capital Improvement Project Manager | City of Millbrae, CA Mr. Ariasp has provided management of various capital improvement projects for the City.

He’s currently managing the design of the 2023 Pavement Maintenance Project. Previously he prepared the RFP for the Aviador Avenue Bridge Assessment and Repair and Traffic Calming Implementation.

Capital Improvement Project Manager | Town of Colma, CA Mr. Ariasp assisted the Town with their CIP and Pavement Management Program. Duties included but were not limited to:
• Involved in managing the construction phase of 2022 Mission Road Landscape Maintenance Project as Construction Manager performing all the duties related to construction management.
• Involved in managing the consultant for PTAP 23.
• Involved in developing a comprehensive Town wide storm drain system CCTV inspection program for the next 5 years, scoping the entire network and preparing RFP for the first year of inspection.
• Currently involved as part of design team involved design of Serramonte Blvd West phase I as part of Serramont Blvd. Collins Avenue Master Plan.

Plan Review | City of Gilroy, City of Mountainview and Town of Los Gatos, CA Mr. Ariasp assisted the Land Development group in the plan review of proposed grading and utility underground repair and installation.

ADA Compliance Field Assessment | City of Clayton, CA
Mr. Ariasp conducted ADA compliance assessment for sidewalk and curb ramps along Clayton Road.

Caltrans Encroachment Permit | City of Stockton, CA
Mr. Ariasp prepared a conceptual traffic control plan for Caltrans encroachment permit application for the Federal-Aid 2021-2022 Street Resurfacing project. 38 23
Husam

LICENSES &

CERTIFICATIONS
Engineer in Training
| E104094

EDUCATION
Bachelors of Science, Civil Engineer
Israel Institute of Technology
| Haifa, Israel
Aburabi, EIT
Associate En gineer
Mr. Aburabi has over 15 years of varying municipal and civil engineering experience. He has been involved in the design, specifications, and preparation of estimates of public works projects including all types of road and light rail improvements. His experience includes the preparation of typical sections, layouts and profiles, super-elevations, pavement delineation, sign plans, erosion control, and water pollution control plans. As a Project Engineer, Mr. Aburabi has been involved in the management and coordination of engineering work, responding to RFI’s, and replying to inquiries and feedback of clients and subconsultants. Additionally, his experience includes coordinating and obtaining project approvals from various public agencies including Caltrans, Valley Transportation Authority, and utility companies.

Mr. Aburabi has extensive experience with the preparation of Storm Water Data Reports (SWDR), drainage reports, and the production of comprehensive roadway layout, profile, detail, and quantity take off plans. He is an expert in the use of AutoCad Civil 3D, Softdesk, Autodesk Land Desktop, Microstation, and the Hydraflow Storm Sewers program.

As an Assistant Project Manager, Mr. Aburabi has been involved in the management and coordination of engineering work, responding to RFI’s, and replying to inquiries and feedback of clients and subconsultants. Additionally, his experience includes coordinating and obtaining permits and project approvals from various public agencies including Caltrans, Valley Transportation Authority, and utility companies.

R E L E V A N T E X P E R I E N C E
Staff Augmentation -Capital Improvement Program | City of E ast Palo Alto, CA Mr. Aburabi assisted the City with project and construction management for various capital improvements throughout the City. Duties include but were not limited to:
• Prepared award package to Caltrans for the Bay Road Project Phase II & III from Clarke Ave to Cooley Landing Park. The award package included Caltrans forms EX15M, EX15A, EX15B EX15cC, EX15D, EX15H, EX15G, EX03, EX15l, etc; • Compiled an RFP for the project New 12” Emergency Watermain on University Ave;
• Executed a contract between the City and consultant for construction management services;
• Prepared grant progress status report for California Department of Parks and Recreation (Prop 84);
• Request reimbursement grant from Midpeninsula Regional Open Space District (MROSD)
Staff Augmentation -Capital Improvement Program | City of Gilroy, CA Mr. Aburabi prepared and delivered Request for Proposals (RFP), Request for Qualifications (RFQ’s), and managed and coordinated engineering work with consultants and subconsultants related to CIP projects. His duties included:
• Preparing grant applications
• Conducting DBE analysis
• Preparing project schedules
• Overseeing project budgets
• Coordinating with various City departments.
39 24
Heba

LICENSES &

CERTIFICATIONS
Engineer in Training
State of California

EDUCATION
Masters of Science, Civil Engineering
San Jose State University
San Jose, CA
Bachelor of Science, Civil Engineering
San Jose State University
San Jose, CA
Masri, EIT
Assistant Engineer
Ms. Masri provides clients with experience in civil engineering and project controls with a focus in transportation design. Ms. Masri has also been involved in the preparation of design plans, cost estimates, and specifications of public works projects involving pavement rehabilitation, pedestrian improvements, intersection improvements, roadway widening, geometric layout, and drainage systems.

Ms. Masri has assisted project managers with various project management tasks including reviewing subconsultant invoices, maintaining project budget and schedules, drafting of memorandums and reports, and coordinating with subconsultants. She is adept with the Microsoft Office Suite, including Excel, Powerpoint, and Project.

R E L E V A N T E X P E R I E N C E
2022 Signing And Striping For Pavement Projects | City Of San Jose, Ca Ms. Masriserved as the project manager for this signing and striping project , which was in conjunction with a large pavement rehabilitation project. The Project considered parking removal, lane reductions, traffic improvements and enhanced bikeways. In several areas these improvements are enhanced with lane reductions and parking removal to upgrade the transportation network to include a more efficient vehicle transportation system and a robust biking network including Class 2, 3 and 4 facilities. In many locations we were able to create a separated Class 4 cycle track because of these enhancements. All modifications of signing, striping, and pavement markings follow the latest CA MUTCD.

Fair Oaks Bikeway and Streetscape, Phase 2 | City of Sunnyvale, CA Ms. Masri served as the Assistant Project Manager for this project. The scope involved the installation of Class III green bicycle markings and bicycle detector markings along with various intersection improvements. Work included the detailed grading design of several curb returns to meet ADA requirements, restriping of various intersections and replacement of concrete sidewalk, curb and gutter.

Britton School Sidewalk & Traffic Enhancements Project | City of Morgan Hill, CA Ms. Masri served as the assistant project manager for improvements surrounding the Britton School. The project included replacing existing sidewalk with a wider pedestrian friendly ADA compliant sidewalk pathway including new ramps and driveways. The roadway will narrow to accommodate the new ADA pathway.
2020 Annual Street Maintenance and Rehabilitation | City of Santa Clara, CA Ms. Masri assisted the design of pavement rehabilitation of various streets. Work included slurry seal, repair of failed pavement, cold milling of existing pavement, hot mix asphalt and rubberized hot mix asphalt pavement resurfacing, and replacement and installation of accessible concrete curb ramps.

Ralston Corridor Improvement Phase 3 And 4| City of Belmont, CA Ms. Masri assisted in the design of federally funded improvements along this heavily trafficked corridor. The design emphasized bicycle, pedestrian, and vehicular access. In addition to installing Class II bike lanes in gaps, improving sidewalk conditions, ADA curb ramp upgrades, and pedestrian facility upgrades. She also assisted with multiple outreach meetings and public forums in order to complete its final design while managing the federal funding process.

US-101 Auxiliary Lane Improvement Projects | San Mateo County Transportation Authority Ms. Masri assisted in the mapping of utilities, design of barriers and drainage improvements, generation of quantity cost estimates, and completion of the Storm Water Data Report. 40 25
Cesar

EDUCATION
Bachelors of Science in Civil Engineering |
University of Santo Tomas, Philippines
Caronongan
Associate En gineer
Mr. Caronongan is a Project Engineer with more than 27 years of experience in civil design including underground utility design (sewer, water and drainage), local roadway design, site design involving ADA compliant walkways, and construction management. This work has included conceptual design through final site layout, grading and drainage, utility coordination, construction estimating, specification writing, hydraulic analysis, and SWPPP preparation. Project types with which Mr. Caronongan has experience include land development design, site improvements, local roadway design, traffic calming, sewer rehabilitation and drainage improvements.

RELEVANT EXPERIENCE
Britton School Sidewalk & Traffic Enhancements Project | City of Morgan Hill, Ca Mr. Caronongan served as the Project Engineer for improvements surrounding the Britton School.

The project included replacing existing sidewalk with a wider pedestrian friendly ADA compliant sidewalk pathway including new ramps and driveways. The roadway will narrow to accommodate this new ADA pathway.

Citywide 2018-2019 & 2019-2020 Pavement Rehabilitation Projects | City of Daly City, CA Mr. Caronongan served as the Project Engineer for two projects for simultaneously. Both projects involved pavement rehabilitation as well as traffic calming and pedestrian elements that include curb extensions, crosswalk and ADA improvements. His role involved design all ADA improvement elements associated with both projects.

Addison Avenue Safe Routes to Schools and Green Street Improvements Project | City of East Palo Alto, CA
Mr. Caronongan served as the design engineer for this safe routes to school / green street project. He assisted with the design of new curb, gutter, sidewalk and drainage improvements and stormwater quality/green streets measures to address the water ponding and flooding issues, and beautify the corridor at the same time. Mr. Caronongan assisted with a public outreach meeting at the beginning of design stage to listen to the community and stakeholder’s concerns.

Bicycle Lane Improvements on Pruneridge Avenue at Lawrence Expressway | City of Santa Clara, CA
Mr. Caronongan served as the design engineer for this bicycle lane gap closure crossing Lawrence Expressway. The scope of work included preparing various preliminary designs for staff evaluation, in the form of a Design evaluation memo. An optimal project was selected from this report. He assisted the City in preparing for community outreach and BPAC meetings for stakeholder feedback. He managed the completion of the PS&E package for the project, including construction support. Scope of work for the design includes realignment of the existing sidewalk, redesign of two ADA curb ramps, storm drain improvements and the reconfiguration of lane line striping on Pruneridge Avenue. 41 CSG PROPOSAL TO CITY OF EAST PALO ALTO

ENGINEERING SERVICES TO DESIGN THE EAST BAYSHORE PEDESTRIAN & CYCLIST SAFETY IMPROVEMENTS PROJECT (CIP PROJECT ST-28) 26 Team Experiecne
CSG has provided engineering services for bridge projects throughout the San Francisco Bay Area. Provided below are select relevant projects proposed CSG personnel have delivered for our clients.

BURLINGAME STATION PEDESTRIAN IMPROVEMENTS | CITY OF BURLINGAME, CA
CSG worked with City staff to improve pedestrian
accessibility and connectivity, implement traffic calming features, and implement community enhancements
including green infrastructure and parking enhancements while preserving a large heritage Oaktree. CSG evaluated field conditions, as well as previous neighborhood studies and community input to come up with a staff-preferred
alternative and present it to the community. CSG
developed a presentation to highlight project goals and benefits. The final project will install sidewalks, landscaped areas, and green infrastructure, modify parking areas;
install high visibility crosswalks and a raised crosswalk with shorter cross distances; and “squared up” intersections with slower traffic speeds and improved vehicle circulation. The final project will be significantly improved for all modes of transportation, but especially for pedestrians.

Reference: Michael Tsai, Transportation Engineer, City of Burlingame (408) 766-9652, [email protected]
Project Duration:

March 2021 – July 2023
Key Personnel: Michael Fisher

BICYCLE LANE IMPROVEMENTS ON PRUNERIDGE AVENUE AT LAWRENCE EXPRESSWAY | CITY OF SANTA CLARA, CA
The City had previously implemented a road diet east of Lawrence Expressway on Pruneridge Avenue. Due to a physical constraint, a gap was created when the bike lane west of Lawrence Expressway was constructed. The City hired CSG to design a bicycle lane gap closure on Pruneridge Avenue crossing Lawrence Expressway. The project goal was to improve bicycle safety by realigning the sidewalk along Pruneridge Avenue to remove a “pinch point” which caused conflicts between vehicular and bicycle traffic. The project also restriped Pruneridge Avenue to allow for an eastbound left-turn pocket onto Harvard Avenue.

CSG prepared various preliminary designs for staff evaluation, in the form of a Design evaluation memo.

An optimal project was selected from this report. CSG assisted the City in creating documents for BPAC meetings for stakeholder feedback. of work for the design includes realignment of the existing sidewalk, redesign of two ADA curb ramps, storm drain improvements and the reconfiguration of lane line striping on Pruneridge Avenue.

Reference: Vincent Luchessi, Principal Engineer, City of Santa Clara (408) 615-3012, [email protected]
Project Duration:
2019 - 2021
Key Personnel: Michael Fisher
SE C T ION 5
42 CSG PROPOSAL TO CITY OF EAST PALO ALTO

ENGINEERING SERVICES TO DESIGN THE EAST BAYSHORE PEDESTRIAN & CYCLIST SAFETY IMPROVEMENTS PROJECT (CIP PROJECT ST-28) 27 CLASS II BIKEWAY & PAVEMENT REHABILITATION PROJECT FY20 -21 | CITY OF

TRACY, CA
The City of Tracy selected CSG to serve as the design consultant for their FY20-21 pavement rehabilitation project. The project scope involved pavement rehabilitation of Lowell Avenue between Orchard Parkway and Tracy Boulevard and Lincoln Boulevard between Lowell Avenue and 11th Street in the City of Tracy. Lincoln Boulevard is an urban minor arterial that has four travel lanes and two parking lanes. Lowell Avenue between Orchard Parkway and Corral Hollow Road is a collector that has two travel lanes, a turn lane, and two 5-foot-wide bicycle lanes. Lowell Avenue between Corral Hollow Road and Lincoln Boulevard is an urban minor arterial that has four travel lanes, a turn lane, and a landscaped median. Lowell Avenue between Lincoln Boulevard and Tracy Boulevard is an urban minor arterial that has four travel lanes and two parking lanes. Proposed improvements will include full depth AC replacement, 2” Mill and Fill, paving mat, slurry seal, pavement failure base repair, ADA curb ramp upgrades, sidewalk repair, curb and gutter repair, tree removal, tree root trimming, traffic signal loop installation, relocate or upgrade existing pedestrian push button (PPB), monument preservation and adjustment of utility covers and pull boxes to grade, and striping and markings.

Reference: Anju Pillai, Senior Civil Engineer, City of Tracy (209) 831-6455, [email protected]
Project Duration:
2021-2023
Key Personnel: Michael Fisher, David
Seto, Heba Masri, Hatem Ahmed
MARIN AVENUE BICYCLE/PEDESTRIAN AND PAVEMENT REHABILITATION PROJECT |

CITY OF ALBANY, CA
CSG was selected to perform the review, evaluation, and recommendation of bicycle and pedestrian facilities, and pavement rehabilitation treatment alternatives along Marin Avenue. The project scope included assessment of existing site conditions, selection of pavement treatment types, repair of base failures, crack sealing, pavement patch and leveling, preservation of existing survey monuments, reconstruction of curb ramps to meet ADA requirements, repair of failed curb, gutter and sidewalk, reinstallation of new buffered Class II bike lanes and traffic signal detector loops, addition of audible solar-powered rectangular rapid flashing beacons, pavement markings and striping, and adjustment of existing utilities to pavement finished grade. CSG prepared a technical memo to summarize the existing pavement conditions, findings from the pavement cores, life cycle cost analysis results, and pavement rehabilitation treatments alternatives, including crack seal, slurry seal, mill and overlay, full depth reclamation/soil stabilization, subgrade enhancement, and full depth asphalt concrete replacement. CSG prepared utility letters and coordinated with various utility companies, including East Bay Municipal Utility District, PG&E, AT&T, and Comcast that had facilities within the project area to request mapping of their facilities in the area, minimize utility conflicts, notify utility companies of their facilities or covers which needed to be adjusted to grade because of the proposed improvements; and discuss the project and utility adjustment schedules throughout the design stage. CSG prepared conceptual layouts, plans, specifications, and cost estimates for the proposed improvements. CSG also attended a workshop to present the findings from the field investigations and establish guiding principles for design of curb ramp and buffered bicycle lanes, pavement treatments and modifications to existing striping and signage.

Reference: Mark Hurley, Public Works Director/City Engineer (415) 850-7058, [email protected]
Project Duration:
2000 - 2022
Key Personnel: David Seto,
43 CSG PROPOSAL TO CITY OF EAST PALO ALTO

ENGINEERING SERVICES TO DESIGN THE EAST BAYSHORE PEDESTRIAN & CYCLIST SAFETY IMPROVEMENTS PROJECT (CIP PROJECT ST-28) 28 References
CSG currently provides services to more than 200 clients throughout California. Our track record of success with our clients is outstanding and we encourage you to contact our references with any questions or clarification you might require. The following is a partial list of regional references for which CSG has provided similar services as those requested by the City.

City of Burlingame
501 Primrose Road, Burlingame, CA 94010
Michael Tsai
Transportation Engineer
(650) 558-7236 | [email protected]
City of Tracy
333 Civic Center Plaza Tracy, California, 95376
Anju Pillai
Senior Civil Engineer
(209) 831-6455 | [email protected]
City of Santa Clara
1500 Warburton Avenue | Santa Clara, CA 95050
Vincent Luchessi
Senior Civil Engineer
(408) 615-3015 | [email protected]
SE C T ION 6
44 CSG PROPOSAL TO CITY OF EAST PALO ALTO

ENGINEERING SERVICES TO DESIGN THE EAST BAYSHORE PEDESTRIAN & CYCLIST SAFETY IMPROVEMENTS PROJECT (CIP PROJECT ST-28) 29 Manpower Allocation SECT ION 7
45 CSG PROPOSAL TO CITY OF EAST PALO ALTO

ENGINEERING SERVICES TO DESIGN THE EAST BAYSHORE PEDESTRIAN & CYCLIST SAFETY IMPROVEMENTS PROJECT (CIP PROJECT ST-28) 30 Schedule
CSG’s proposed schedule is provided on the following page for the City’s review.

SECT ION 8
46 ID Task Name Start Finish
0 Sunnyvale - Pavement Rehabilitation Mon 4/1/24 Mon 5/19/25 1 Notice to Proceed Mon 4/1/24 Mon 4/1/242 Coordination Meetings Mon 4/1/24 Fri 2/28/253 Kickoff Meeting Mon 4/1/24 Mon 4/1/244 Coordiantion Meetings Mon 4/1/24 Fri 2/28/255 Environmental Mon 4/1/24 Fri 8/2/246 CEQA Environmental Clearance (By City) Mon 4/1/24 Fri 8/2/247 Topo Survey & Pavement Coring Mon 4/8/24 Fri 7/19/248 Topo Survey Mon 4/8/24 Fri 4/26/249 Preliminary Design Mon 4/29/24 Fri 7/19/24 10 Design Phase (50%, and 100% PS&E) Mon 7/22/24 Mon 1/27/2511 50% Design Mon 7/22/24 Wed 11/13/2412 Develop 75% PS&E Mon 7/22/24 Fri 10/11/2413 Internal QA/QC Mon 10/14/24 Wed 10/16/2414 Submit 75% PS&E Wed 10/16/24 Wed 10/16/2415 Public Outreach Meeting #1 Tue 10/22/24Tue 10/22/2416 City Review & Comment Review Meeting Thu 10/17/24 Wed 11/13/2417 100% Design Thu 11/14/24 Mon 1/27/2518 Develop 100% PS&E Thu 11/14/24 Wed 12/25/2419 Internal QA/QC Thu 12/26/24 Mon 12/30/2420 Submit 100% PS&E Mon 12/30/24 Mon 12/30/2421 Public Outreach Meeting #2 Wed 1/15/25 Wed 1/15/25 22 City Review & Comment Review Meeting Tue 12/31/24 Mon 1/27/25 23 Final Bid Package Tue 1/28/25 Mon 5/19/2524 Finalize PS&E Tue 1/28/25 Mon 2/24/2525 Internal QA/QC Thu 2/20/25 Mon 2/24/2526 Submit Final Bid Package Mon 2/24/25 Mon 2/24/2527 Advertise/Bid/Award Project (TBD) Tue 2/25/25 Mon 5/19/2528 Start Construction (TBD) Mon 5/19/25 Mon 5/19/25 4/1 Notice to Proceed
4/1 Coordination Meetings4/1 Kickoff Meeting4/1 Environmental 4/1 CEQA Environmental Clearance (By City)
4/8 Topo Survey & Pavement Coring
7/22 Design Phase (50%, and 100% PS&E)7/22 50% Design
7/22 Develop 75% PS&E
10/16 Submit 75% PS&E
10/22
10/17 City Review & Comment Review Meeting
11/14 100% Design
11/14 Develop 100% PS&E
12/30 Submit 100% PS&E
1/15
12/31 City Review & Comment Review Meeting
1/28 Final Bid Package
1/28 Finalize PS&E
2/20 Internal QA/QC
2/24 Submit Final Bid Package
2/25 Advertise/Bid/Award Project (TBD)
5/19
10 17 24 31 7 14 21 28 5 12 19 26 2 9 16 23 30 7 14 21 28 4 11 18 25 1 8 15 22 29 6 13 20 27 3 10 17 24 1 8 15 22 29 5 12 19 26 2 9 16 23 2 9 16 23 30 6 13 20 27 4 11 18 25 1 8 15 22 29 6 13 20 27 Mar '24 Apr '24 May '24 Jun '24 Jul '24 Aug '24 Sep '24 Oct '24 Nov '24 Dec '24 Jan '25 Feb '25 Mar '25 Apr '25 May '25 Jun '25 Jul '25 Aug '25 Task Milestone Summary Critical
East Palo Alto East Bayshore Pedestrian and Cyclist Saftey Improvement Project Prepared by CSG Consultants

Project: Sunnyvale - Pavement Date: Wed 2/28/24
47 CONSENT ITEM 3.2

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: April 2, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: James Colin, City Clerk
SUBJECT: Ramadan Proclamation
Recommendation
Present the proclamation.

Attachments

1. Proclamation
48 PROCLAMATION OF THE CITY OF EAST PALO ALTO

CELEBRATING THE HOLY MONTH OF RAMADAN
WHEREAS, the City of East Palo Alto boasts a small but growing Muslim community representing a wide array of backgrounds, from African Americans, to Arabs, and other nationalities, as well as those who grew up Muslim, as well as converts; and
WHEREAS, the Bay Area has one of the highest concentrations of Muslims in the nation with approximately 250,000 residents from ethnically diverse backgrounds; and WHEREAS, Muslims represent small business owners, city staff and officials, civic leaders, and residents that have enriched East Palo Alto’s historically multiethnic and culturally rich communities; and WHEREAS, Ramadan, represents one of the five pillars of Islam, and is, above all, a time of introspection and spiritual reinvigoration for the entire umma, that is the global Arabic community; and WHEREAS, civic responsibility and social justice is at the heart of Islamic teachings, as evidenced by the words of the Prophet Muhammad (peace be upon him), “Allah will aid a servant (of His) so long as the servant aids his brother,” one whose spirit of mutual aid and care for one another mirrors our own city’s ethos; and
WHEREAS, during the month of Ramadan, Muslims are obliged to partake in acts of alms-giving (or zika in the Arabic), thus underscoring the religion’s alignment with the values of our beloved city, and WHEREAS, the observance of the Muslim holy month of Ramadan commences at dusk in March, and continues for one lunar month, from sunrise to sunset each day.

NOW, THEREFORE, the City Council of the City of East Palo Alto, celebrates Ramadan and expresses its deepest appreciation to the Muslims of East Palo Alto and throughout the Bay Area and world on this occasion; and we affirm our commitment to ensuring that our City values remain welcoming and compassionate to all peoples and that we pursue policies that respect the dignity and rights of all working people, regardless of race, religion, immigration status, or country of origin, and the City Council urges the people of East Palo Alto to join in celebrating the holy month of Ramadan and taking this month to honor the Muslim community and reflect on the health and wellbeing of family, friends, and fellow citizens.

Dated: April 2, 2024
Antonio Lopez, Mayor
49 CONSENT ITEM 3.3

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: April 2, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: James Colin, City Clerk
SUBJECT: Churrobots Robotics Team Proclamation
Recommendation
Present the proclamation.

Attachments

1. Proclamation
50 PROCLAMATION OF THE CITY OF EAST PALO ALTO

CONGRATULATING THE EAST PALO ALTO
“CHURROBOTS” ROBOTICS TEAM FOR THEIR

ACHIEVMENT IN QUAIFIYIHNG FOR WORLD CHAMPIONS
WHEREAS, the City of East Palo Alto takes great pride in recognizing the outstanding achievements of its community members, especially its youth, and;
WHEREAS, the Churrobots, the Hope Horizon East Palo Alto Robotics Team #8048, have demonstrated exceptional dedication, skill, and teamwork, and;
WHEREAS, the Churrobots, despite facing numerous challenges, including technical difficulties and illness among team members, emerged victorious at the FIRST Robotics Competition (FRC) Silicon Valley Regional, held from February 29th to March 3rd, 2024, securing their qualification for the World Championships in Houston which will take place from April 17th to April 20th, 2024, and; WHEREAS, the Churrobots represent the diversity and resilience of East Palo Alto, drawing students from over 10 different schools, with a majority being first-generation college students, and; WHEREAS, the Churrobots exemplify the spirit of community collaboration, utilizing the resources of local tech workers and the support of their families and mentors to achieve success, and; WHEREAS, the City of East Palo Alto recognizes the importance of providing opportunities for its youth to excel in STEM fields and beyond, inspiring future generations of leaders and innovators.

NOW, THEREFORE BE IT RESOLVED that the East Palo Alto City Council hereby proclaims its support and congratulations to the Churrobots, the Hope Horizon East Palo Alto Robotics Team #8048, for their remarkable achievement in qualifying for the World Championships.

BE IT FURTHER RESOLVED that the City of East Palo Alto urges all residents and businesses to support the Churrobots in their fundraising efforts to cover the costs of attending the World Championships in Houston.

Dated: April 2, 2024
Antonio Lopez, Mayor
51 CONSENT ITEM 3.4

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: April 2, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: James Colin, City Clerk
SUBJECT: City Council Meeting Minutes
Recommendation
Adopt the February 3, 2024, City Council Meeting Minutes.

Attachments

1. February 3, 2024, Minutes
52 East Palo Alto City Council February 3, 2024, Minutes Page 1 of 1

EAST PALO ALTO CITY COUNCIL

STUDY SESION MINUTES
FEBRUARY 3, 2024
EPA Government Center
2415 University Ave, First Floor
City Council Chamber
East Palo Alto, CA 94303

1. CALL TO ORDER AND ROLL CALL
The meeting was called to order by Mayor Antonio Lopez at 9:00 a.m.

Attendee Name Title Status Arrived
Antonio Lopez Mayor Present
Martha Barragan Vice Mayor Present
Carlos Romero Councilmember Present
Ruben Abrica Councilmember Present
Lisa Gauthier Councilmember Present

2. STRATEGIC PLANNING SESSION
City staff made presentations and responded to questions posed by the City Council.

The following speakers provided public comment:
- Laura Rubio
- Francisca Guzman
- Ofelia Bello
- Robert Jones
- Mark Dinan
- Adrienne Bryant
The City Council evaluated the progress made and status of the Fiscal Year 2023-2024 City Council Strategic Priorities; Defined the Fiscal Year 2024- 2025 City Council Strategic Priorities; and directed staff to return to the City Council for final adoption of the Fiscal Year 2024-2025 City Council Strategic Priorities.

3. ADJOURNMENT
The meeting was adjourned at 1:22 P.M.

Mayor
ATTEST:

City Clerk
53 CONSENT ITEM 3.5

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: April 2, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Greg Henry, Senior Management Analyst
SUBJECT: Ratify an Agreement with DocuSign, Inc and Authorize Payment in Amount Not to Exceed $24,150
Recommendation
Adopt a resolution:

1. Ratifying the continuation agreement signed by City Manager with DocuSign, Inc., for a term not to exceed 12 months, for use of the DocuSign Digital Signature platform; and

2. Authorizing payment in an amount not-to-exceed Twenty-Four Thousand One Hundred Fifty Dollars ($24,150); and

3. Finding that special circumstances exist that warrant disregarding bid procedures pursuant to section 2.84.070(D) of the East Palo Municipal Code.

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

Priority: Ensure Our Financial and Organizational Health Background
The City Council introduced an ordinance on February 2, 2021, adding Chapter 2.86 to the East Palo Alto Municipal Code, which authorized the use of Electronic and Digital Signatures. The City Manager subsequently signed the East Palo Alto Policy, specifying the use of DocuSign for various processes, including contracts, purchase order approval, invoice approval, and HR processes, leveraging DocuSign templates for enhanced workflow efficiency. 54 CONSENT ITEM 3.5
In May 2021, the City Manager approved the City’s first contract with DocuSign, enabling staff to comply with the policy. Since that time, the City has signed three additional contracts. The most recent contract, which expired February 28, 2024, was for a six-month term. DocuSign is now requiring the City to sign a full year contract. The City’s prior contract ended on February 28, 2024, and thus, the City was at risk of losing access to the platform had the City Manager not signed a new contract without the time necessary to find a suitable alternative.

Analysis
Staff initially chose DocuSign because of its widespread adoption among other municipalities.

There are other providers on the market who are growing to match the suite of services provided by DocuSign. However, currently, staff would like to continue with Docusign. While the requested amount is in within the City Manager’s authority should the City follow informal bid procedures, the cumulative agreement amounts with Docusign exceed this limit; thus, staff request that the City Council find that special circumstances exist that warrant disregarding bid procedures pursuant to section 2.84.070(D) of the East Palo Municipal Code for the following reasons:

1. City staff are still adjusting to the new Enterprise Resource Program (ERP) Caselle, which has brought significant change to many City processes. A new digital signature program would produce an additional software program staff would need to learn.

2. Ratification of the agreement would buy staff more time to find an alternative while maintaining the City’s current level of functionality.

3. Changing the software platform for electronic signature will require a staff wide retraining that adds to the implementation and timeline to transition. Again, given the new ERP and its impact not only on Finance but the process changes it has caused in Human Resources, additional changes and training at this time is inopportune.

4. How the City uses DocuSign will change over the next year as the City transitions additional processes to Caselle, meaning next year will be a better time to investigate other electronic signature platforms.

Fiscal Impact
This item was not budgeted at the full cost, but will be funded from budget savings.

Public Notice
The public was provided notice by making the agenda and report available on the City’s website and on a bulletin board located at City Hall: 2415 University Avenue, East Palo Alto. 55 CONSENT ITEM 3.5
Environmental
The action being considered does not constitute a “Project” within the meaning of the California Environmental Quality Act (CEQA), pursuant to CEQA Guideline section 15378 (b)(5), in that it is a government administrative activity that will not result in direct or indirect changes in the environment.

Government Code § 84308
Applicability of Levine Act: Yes.

Analysis of Levine Act Compliance: The signatory for the agreements was Frank Parish, Manger DocuSign, Inc. Staff is unaware of any other parties or participants relevant to the Council’s consideration of this item.

Attachments

1. Resolution.
56 Resolution No. XX-2024 1 of 2
RESOLUTION NO. XX– 2024

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO

RATIFYING THE CONTINUATION AGREEMENT SIGNED BY THE CITY MANAGER WITH DOCUSIGN, INC., FOR A TERM NOT TO EXCEED 12 MONTHS, FOR USE OF THE DOCUSIGN DIGITAL SIGNATURE PLATFORM; AND AUTHORIZING PAYMENT IN AN

AMOUNT NOT-TO-EXCEED TWENTY-FOUR THOUSAND ONE HUNDRED FIFTY DOLLARS ($24,150); AND FINDING THAT SPECIAL CIRCUMSTANCES EXIST THAT WARRANT DISREGARDING BID PROCEDURES PURSUANT TO SECTION 2.84.070(D) OF THE EAST PALO MUNICIPAL CODE.

WHEREAS, the City Council introduced an ordinance on February 2, 2021, adding Chapter 2.86 to the East Palo Alto Municipal Code, which authorized the use of Electronic and Digital Signatures; and
WHEREAS, In May of 2021, the City Manager approved the City’s first contract with DocuSign, enabling staff to comply with the policy and provide for the procurement and documentation digital signatures of City agreements; and
WHEREAS, since that time, the City has signed three additional contracts. The most recent contract, which expired February 28, 2024, was for a six-month term. DocuSign had required that the City sign a full year contract. The City’s prior contract ended on February 28, 2024, and thus, the City was at risk of losing access to the platform had the City Manager not signed new contract, without the time necessary to find a suitable alternative; and
WHEREAS, based on the foregoing set of circumstances, on March 15, 2024, the City Manager signed an extension to the existing agreement (continuation agreement) to ensure continuity of service; and
WHEREAS, the City is still new to our new Enterprise Resource Program (ERP) Caselle, which has brought significant change to many City processes. It is not in the City’s best interest to make additional changes; and
WHEREAS, how the City uses DocuSign will change over the next year as the City transitions additional processes to Caselle, meaning next year will be a better time to investigate other electronic signature platforms; and
WHEREAS, the City Council is authorized to disregard bidding procedures, pursuant to pursuant to section 2.84.070(D) of the East Palo Municipal Code, and such special circumstances exist that warrant disregarding bid procedures to ratify the continuation agreement for the following reasons: 1. ratification would obviate the need to simultaneously train staff on multiple enterprise software programs, including Caselle, which integration and implementation remains outstanding, 2. ratification would buy staff more time to find an alternative while maintaining the City’s current level of functionality. 57 Resolution No. XX-2024 2 of 2

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 are incorporated by this reference into this action; and

2. Ratifies the agreement signed by City Manager with DocuSign, Inc., for a term not to exceed 12 months, for use of the DocuSign Digital Signature platform; and

3. Authorizes payment in an amount not-to-exceed Twenty-Four Thousand One Hundred Fifty Dollars ($24,150); and

4. Finds that special circumstances exist that warrant disregarding bid procedures pursuant to section 2.84.070(D) of the East Palo Municipal Code; and

5. Finds that 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.

PASSED AND ADOPTED this 2rd day of April 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Antonio D. Lopez, Mayor
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk John D. Lê, City Attorney
58 CONSENT ITEM 3.6

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: April 2, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Tomohito Oku, Finance Director
Bo-kyoung Kim, Finance Services Manager
Jessica Y. Caballero, Senior Accountant
SUBJECT: Monthly Cash Treasury Report for January 2024
Recommendation
Accept and file the Cash Treasury Report for the month of January 2024.

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

Priority No. 4: Ensure Our Financial and Organizational Health Background
Pursuant to Section 53646 of the Government Code of the State of California, the City Treasurer may submit a quarterly report to the City Council regarding the funds and investments of the City. Further, City Investment Policy Section XVIII requires monthly reporting of investment transactions, as specified. Because the City participates in State and County investments pools and does not independently broker or engage outside investment advisors to transact investments, the monthly reporting provides a snapshot of overall cash receipts, transfers, and disbursements on a monthly basis.
59 CONSENT ITEM 3.6
Analysis
The Monthly Cash Treasury Report (“Report”) covers cash and investments of the City in the four cash and investment accounts: Wells Fargo Bank, San Mateo County Pool, California State Local Agency Investment Fund, and the California Asset Management Program (CAMP). The Report does not include petty cash, or the California State Community Infrastructure Program (SCIP) bond proceeds held by a trustee in the name of the City. For investment purposes, City cash is pooled, except for bond proceeds held by a trustee. The City does not have, nor is it legally required to have, separate bank accounts for each individual fund. However, all cash is segregated in the City’s accounting records. Monthly cash transactions for the monthly period ending January 31, 2024, are as follows:

The Wells Fargo cash balance reflects the book value balance (i.e., total outstanding checks not cashed are deducted from the account balance). The month-to-date cash and investment balance decreased by approximately $2.6M compared to the balance as of December 31, 2023.

January receipts, a total of approximately $2.7M, primarily consist of Woodland Park Communities Annual program fees ($0.4M), Tax distribution ($0.4M), Business Tax collection for December 2023 ($0.3M), Veolia ($0.2M), and other various receipts.

January disbursements, a total approximately $3.3M, primarily consist of Payroll costs ($1.1M), Recology services for 2nd Quarter ($0.7M), State Compensation Insurance payment ($0.1M), and other recurring operating expenditures.

The table below reflects recent treasury yield comparisons up to five-year notes since that is the maximum maturity the City may invest:1
Local Agency Investment Fund (LAIF) average monthly effective yields were 4.012% in January which increased by 0.083% from December 2023. San Mateo County monthly gross earnings for January were 4.040% compared to 3.672% in December 2023. The County Pool earnings estimates for FY 2023-24 are at 3.75%.

1 Daily US Treasury Yield Curve. Treasury.gov
Account Beginning Balance Receipts Disbursements Interest Allocation
Inter-Account
Transfers Ending Balance
Wells Fargo Bank 72,516,790.32 2,654,446.71 (3,251,161.79) - (70,000,000.00) 1,920,075.24 LAIF 14,085,663.74 - - 667,271.42 - 14,752,935.16
San Mateo County Pool 44,354,100.85 1,872,101.57 - 381,998.28 - 46,608,200.70 CAMP - - - 300,837.37 70,000,000.00 70,300,837.37
Total 130,956,554.91 4,526,548.28 (3,251,161.79) 1,350,107.07 - 133,582,048.47 Jan-24 Dec-23 Jan-23
6-Month Treasury Bill 5.00 5.05 4.67
2-Year Treasury Note 4.27 4.23 4.21
5-Year Treasury Note 3.91 3.84 3.63
60 CONSENT ITEM 3.6
It is important to note that staff opened an additional investment pool account with California Assets Management Program, also known as CAMP, based on the authority given by Council in November 2023. Subsequently, we made a transfer in the amount of $70 million to the account from the LAIF account. CAMP average monthly yield was 5.54% in January which increased by 0.01% from December 2023.

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

The following table shows a breakdown of cash and investment balance by fund type.

Deposit Value Market Value
General Fund (Inc. Petty cash of $10,800) $ 36,468,060 $ 36,468,060 General Sub-Funds (Commited/Reserved) $ 19,352,451 $ 19,352,451 City Funds Restricted and Committed $ 78,131,428 $ 78,131,428 Successor Agency Trust $ 486,793 $ 486,793
Unrealized Gain on Investment Pools $ - $ (1,117,203)
$ 134,438,732 $ 133,321,530
Summary January 31, 2024
The book market value totals $133,321,530 including an unrealized loss2 of $1,117,203, reflecting treasury yields during the calendar year. All except for the General Fund balance is restricted by either City Council or external parties for specific purposes. Unrestricted cash and investment balance under General Fund ($36,468,060) may be used at Council discretion.

Fiscal Impact
None. This report is informational.

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

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.

Government Code § 84308
Applicability of Levine Act: No, as this informational report does not involve an entitlement.

Analysis of Levine Act Compliance: Not applicable.

2 Investment FMV factor is provided Quarterly basis. Thus, as of 12/31/2023 FMV factor is used to calculate Unrealized Gain on Investments.
61 CONSENT ITEM 3.7

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: April 2, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Melvin E. Gaines, City Manager
SUBJECT: Public Interest Agreement with State Coastal Conservancy and East Palo Alto Community Archive
Recommendation
Adopt a resolution authorizing the City Manager to negotiate, execute and record a Public Interest Agreement with the State Coastal Conservancy and East Palo Alto Community Archive, in a form approved by the City Attorney, for coastal storytelling installations at Cooley Landing that will represent diverse communities’ perspectives that historically have been excluded from narratives of California’s coast and publicly accessible lands.

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

Priority: Enhance Community Services and Parks for Residents Background
In March 2023, with Mayor Lisa Gauthier’s and Vice Mayor Antonio Lopez’s guidance, the City Manager submitted a letter of support (Attachment 2) for the East Palo Alto Community Archive’s (EPACA) grant application to the State Coastal Conservancy (the Conservancy) for funding for coastal storytelling installations at the City’s Cooley Landing Park (Attachment 3).

EPACA’s “East Palo Alto Heroes & Legends” Exhibit will feature three to five long-term outdoor installations depicting innovative community change leaders whose actions and commitments challenged the status quo to bring about social change and foster a legacy of equity and cultural celebration in East Palo Alto. The project will highlight the impactful local leadership of people from the community’s main ethnic demographics since the founding of the City in 1983. Their stories and those of other underrepresented demographics are often erased and/or given few 62 CONSENT ITEM 3.7
resources to celebrate in public art. EPACA seeks to remedy that by creating long-lasting storytelling installations on a coastal, public open space that is readily accessible to everyone, and to use this public art project to educate all community members of their own history and impact. Please see Attachment 3 for full details of the proposed project On November 30, 2023, the Conservancy authorized a grant to EPACA; however, the grant is conditioned on EPACA, the Conservancy and the City of East Palo Alto entering a Public Interest Agreement.

Analysis
The Public Interest Agreement between EPACA, the Conservancy and the City of East Palo Alto (the Agreement) will assign authorizations between the three parties. The Agreement will commit the City to authorizing EPACA to construct the project at Cooley Landing and either the City or EPACA will be required to maintain the installations once installed. The City anticipates that maintenance of the installations would be limited to cleaning and minor repairs; actions that the City’s Maintenance Division could manage.

As describe in Attachment 3, the project implementation steps are:

Phase 1: Stakeholder Engagement and Project Kickoff:

Develop project management plan, identify public art consultant and lead consultant, design community engagement plan and form Community Public Art Committee.

Phase 2: Community Engagement, Art Design and Education & Storytelling Curriculum Development
Implement community engagement plan, design and approve art concepts, develop curriculum and train staff and volunteers.

Phase 3: Site Prep, Production & Installation
Art fabrication, site preparation and art installation.

Phase 4: Preparation for Launch, Community Presentation and Education Design community education program; train staff and volunteers; market and hold launch event; and conduct workshops and docent tours.

The City will work with EPACA during phases 2 and 3 to develop a detailed project plan identifying project designs, materials and installation locations. The City and EPACA will provide updates to the City Council and public when the designs and installation locations are determined.
63 CONSENT ITEM 3.7
Fiscal Impact
There is no fiscal impact associated with entering a Public Interest Agreement with the Conservancy and EPACA.

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

Environmental
The action being considered does not constitute a “Project” within the meaning of the California Environmental Quality Act (CEQA), pursuant to CEQA Guideline section 15378 (b)(5), in that it is a government administrative activity that will not result in direct or indirect changes in the environment.

Awarding this contract is not a project under The California Environmental Quality Act (Section 21000, et. seq. of the California Public Resources Code, hereafter CEQA) because the action has no potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment.

Government Code § 84308
Applicability of Levine Act: No, as it does not involve an entitlement.

Analysis of Levine Act Compliance: Not applicable.

Attachments

1. Resolution.

2. Grant Support Letter 3/28/2023

3. EPACA Application to the Conservancy
64 Resolution No. XX-2024 1 of 2
RESOLUTION NO. XX– 2024

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO

AUTHORIZING THE CITY MANAGER TO NEGOTIATE, EXECUTE AND RECORD A PUBLIC

INTEREST AGREEMENT WITH THE STATE COASTAL CONSERVANCY AND EAST PALO ALTO

COMMUNITY ARCHIVE, IN A FORM APPROVED BY THE CITY ATTORNEY, FOR COASTAL STORYTELLING INSTALLATIONS AT COOLEY LANDING.

WHEREAS, In March 2023, with Mayor Lisa Gauthier’s and Vice Mayor Antonio Lopez’s guidance, the City Manager submitted a letter of support for the East Palo Alto Community Archive’s (EPACA) grant application to the State Coastal Conservancy (the Conservancy) for Project funding for coastal storytelling installations at the City’s Cooley Landing Park; and WHEREAS, the installations will depict innovative community change leaders whose actions and commitments challenged the status quo to bring about social change and foster a legacy of equity and cultural celebration in East Palo Alto; and
WHEREAS, the project will highlight the impactful local leadership of people from the community’s main ethnic demographics since the founding of the City in 1983; telling stories of underrepresented persons who are often erased and/or given few resources to celebrate in public art; and
WHEREAS, on November 30, 2023, the Conservancy authorized a grant to EPACA for the Project; and
WHEREAS, said grant is conditioned on EPACA, the Conservancy and the City of East Palo Alto entering a Public Interest Agreement; and
WHEREAS, the Public Interest Agreement will commit the City to authorizing EPACA to construct the project at Cooley Landing and either the City or EPACA will be required to maintain the installations once installed.

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 are incorporated by this reference into this action;

2. Authorizes the City Manager to negotiate, execute and record a Public Interest Agreement with the State Coastal Conservancy and East Palo Alto Community Archive, in a form approved by the City Attorney, for coastal storytelling installations at Cooley Landing that will represent diverse communities’ perspectives that historically have been excluded from narratives of California’s coast and publicly accessible lands.

3. Finds the action being considered does not constitute a “Project” within the meaning of the California Environmental Quality Act (CEQA), pursuant to CEQA Guideline section 15378 (b)(5), in that it is a government administrative activity that will not result in direct or indirect changes in the environment.
65 Resolution No. XX-2024 2 of 2
PASSED AND ADOPTED this 2nd day of April, 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Antonio D. Lopez, Mayor
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk John D. Lê, City Attorney
66 CITY OF EAST PALO ALTO
Office of the City Manager
East Palo Alto Government Center – 2415 University Avenue, East Palo Alto, CA 94303 – 650.853.3100 March 28, 2023
State of California
Coastal Conservancy
1515 Clay St, 10th Floor
Oakland, CA 94612
Re: Letter of Support for East Palo Alto Community Archive Dear State Coastal Conservancy:

I am pleased to submit this letter of support for East Palo Alto Community Archive and their request for support to present the stories of our community at Cooley Landing Park, a publicly accessible outdoor space that also hosts the 3,900 sq ft Cooley Landing Education Center. The Park and Center are owned and operated by the City of East Palo Alto.

East Palo Alto is a diverse city where most residents identify as Black, Latinx, and Pacific Islander. Over the years, the city of East Palo Alto has experienced immense changes. The expensive housing market has pushed many longtime residents out of the area. Gentrification has changed the sense of community that residents worked hard to build.

In response to this, our community leaders came together to form the East Palo Alto Community Archive (EPACA), a community storytelling organization. The organization’s mission is to collect, share, promote, celebrate and preserve the unique history of the East Palo Alto community for future generations. The Archive specializes in creating and presenting both virtual and physical storytelling artifacts that show how our community has built the City of East Palo Alto – the newest city in San Mateo County.

A storytelling installation at Cooley Landing Park would be ideal as it provides accessible outdoor educational opportunities while also providing a community engagement space that inspires increased community advocacy.

East Palo Alto Community Archive is a valued partner to the City of East Palo Alto; in fact, one of our City Councilmembers, Antonio Lopez, is the City’s liaison to the Archive. We are committed to the success of its mission and programming. Please feel free to contact me if you have any questions.

Sincerely,
Melvin E. Gaines
City Manager
City of East Palo Alto
67 COASTAL STORIES GRANT PROPOSAL – COVER PAGE

CONTACT INFO
Organization* East Palo Alto Community Archive (EPACA)
Contact Person Joel Valencia Email [email protected] Position/Title Development Director
Phone (650) 704-7295
Address 321 Bell Street, East Palo Alto, CA 94303
Federal Tax ID # 86-3155021
*Organization Type – If applicant qualifies as a 501(c)(3) organization, provide your IRS 501(c)(3) letter and as attachments to your completed Non-Profit Questionnaire. Note: Applicants who have submitted the Non-Profit Questionnaire in the past two years do not need to resubmit.

PROJECT INFO
Project Name East Palo Alto Community Heroes and Legends Summary (up to 2
sentences)
The EPACA Heroes & Legends project will work with the community to produce 3-5 physical art installations at the City of East Palo Alto’s Cooley Landing Park.

These long-term installations will tell the history of our 40-yr old City by highlighting the contributions of its diverse leaders and stories.

Total Project Cost $350,172 Amount Requested $200,000
Start Date 1/1/2024 End Date 12/31/2026
* Projects should start in late 2023 or early 2024 and must be completed by Feb 2027.

LOCATION INFO
County/ City San Mateo County/East Palo Alto Specific Location Cooley Landing Park Latitude 37.4767430 Longitude -122.1218637
What point is represented by the lat/longs (e.g.,
parking lot, center of site, etc.):

The center of the site (the education center
building on the park property).

Is project in a Disadvantaged Community ?
mapping tool: https://gis.water.ca.gov/app/dacs/
☐ Yes
Is project in a Severely Disadvantaged Community ?
mapping tool: https://gis.water.ca.gov/app/dacs/
☐ Partially
68 Directions: Please read each question carefully and follow the instructions for providing your responses.

You can reiterate what you shared in your pre-proposal, but please provide more detail in this full proposal.

1. What is the story you want to tell, and why? Describe the perspective you’d like to share in a public space and how it will make the space more welcoming to communities that face barriers to accessing or enjoying the outdoors. (1-2 paragraphs)
East Palo Alto recently celebrated its 40th Anniversary. It is the newest city in San Mateo County. It is a diverse city, where the majority of residents identify as Black, Latinx, and Pacific Islander. Yet gentrification has changed the sense of community that residents worked hard to build throughout those 40 years. There have been rapid demographic changes that have sparked real concern from residents that their contributions to the city’s history and culture are being erased – the Black population in particular has gone from being over 60% of the community when the City was founded to only 10% today.

The mission of East Palo Alto Community Archive (EPACA) is to collect, share, promote, celebrate, and preserve the unique history of the East Palo Alto community for future generations. The proposed project offers a unique opportunity for us to creatively fulfill our mission by telling the stories of grassroots community leaders who founded and developed the City of East Palo Alto.

East Palo Alto’s efforts to self-empower and to attain equitable access to resources are beginning to pay off in many ways yet many of the people who directly led this work – Latinx, Pacific Islander and Black people – are not recognized or celebrated by any public art or historical exhibits anywhere in the City.

Importantly, the proposed public art will begin to tell these stories, reflecting specifically on the history of success of the community. Too often the stories that are told about us are told through the mainstream media lens of our traumas and perceived deficiencies, rarely recognizing the various forms of wealth our communities have always possessed. By telling these stories at Cooley Landing we expect to provide a sense of recognition and pride in spaces that are directly connected to us, accessible not just physically but also spiritually, by virtue of the way that the proposed art and education project invites participation across identities and builds community power through solidarity and equity.

2. Project Description. How will you tell the story? Describe all major steps and activities involved in completing the project, including outreach and engagement, the products through which the story will be told, etc. Be specific about the portion of the project that would be funded by this request. (2 paragraphs)
The proposed exhibit is inspired by the Leaders and Legends of Philadelphia 2023 - Black History Exhibition at Smith Memorial Playground, celebrating inspirational African American leaders. EPACA “East Palo Alto Heroes & Legends” Exhibit will feature long-term physical installations depicting Innovative Community Change Leaders whose actions and commitments have challenged the status quo to bring about social change and foster a legacy of equity and cultural celebration in East Palo Alto—a small city wedged in the middle of wealthiest tech regions in the world.

This project will highlight the impactful local leadership of people from the community’s main ethnic demographics since the founding of the City in 1983. Their stories and those of other underrepresented demographics are often erased and/or given few resources to celebrate in public art. We seek to remedy that by creating long-lasting storytelling installations on a coastal, public open space that is 69 readily accessible to everyone, and to use this public art project to educate all community members of their own history and impact.

The major steps in implementing this project are:

Phase 1: Stakeholder Engagement and Project Kickoff:

Develop project management plan, identify public art consultant and lead consultant, design community engagement plan and form Community Public Art Committee Phase 2: Community Engagement, Art Design and Education & Storytelling Curriculum Development Implement community engagement plan, design and approve art concepts, develop curriculum and train staff and volunteers
Phase 3: Site Prep, Production & Installation
Art fabrication, site preparation and art installation
Phase 4: Preparation for Launch, Community Presentation and Education Design community education program; train staff and volunteers; market and hold launch event; and conduct workshops and docent tours.

The detailed work plan and budget are included as a separate document – including information about the major steps and activities as well as the information about the portion of this project for which we are requesting funding via this proposal.

3. Site Description. Describe the project site or area, letting us know how the site links to the story you are telling. Explain how your storytelling product(s) will fit into the site. Please also describe who owns and manages the site. (1-2 paragraphs)
Cooley Landing Park was a San Mateo County landfill from 1932 to 1960, and a boat building business until 1998, at which point it was purchased by Peninsula Open Space Trust (POST) for eventual conversion to public open space when it transferred the property to the City of East Palo Alto in 2006.

The City eventually worked with Midpeninsula Regional Open Space District (MROS) to conduct environmental cleanup, build trail access, improve roads, build parking, benches, walkways, and a picnic area from December 2011 until the park opened to the public in July 2012, with subsequent park improvements, including an outdoor classroom, restroom, picnic area, extension of main pathways, secondary trails, seating areas, interpretive signs, and lighting all being completed in early 2019. The 3,900 square foot Cooley Landing Education Center, designed by Fog Studio, was opened in 2015, and is used for a variety of local and regional workshops and education activities. It is equipped with a warming kitchen, a small office, restrooms, water fountains, general storage, and projection capabilities for presentations.

Cooley Landing Park, situated on the San Francisco Bay Trail, adjacent to the MROSD-owned Ravenswood Open Space Preserve, and at one of the end points of the planned Bay to Sea trail, serves as an accessible open space that already engages and inspires many visitors of diverse backgrounds. Our art work will likely sit on the shore-side of the education center, which has an existing concrete floor and would require minimal site preparation. This location will allow for both trail hikers as well as education 70 center visitors to learn about the community and natural histories of East Palo Alto while enjoying one of the most beautiful municipal parks in the region.

Cooley Landing Park is currently owned and managed by the City of East Palo Alto, which has already committed to supporting the proposed art project.

4. Who’s Involved? List the organizations, agencies, and community-based partners that are involved with the project. In 1-3 sentences describe each partner’s role in completing the project, including the role of the landowner, and each partner’s involvement thus far in the project process. If you are not the landowner, please describe if you have an existing relationship with the landowner/ land manager and be sure to note if you have already secured landowner permissions. Please include contact information for each project partner.

As this project is in its preliminary stages, we do not yet have an MOU or other formal agreements with any of the following early partners and supporters. However, nearly all of the Public Institutions and CBOs listed below have written letters of support (attached) and would like to be a part of this project if and when we have the funding to begin implementation.

In the conversations we’ve had with all of the leaders below we have been met with excitement and eagerness to support this project as soon as we are ready to begin implementation.

Public Institutions
● County of San Mateo
o District 4 Supervisor, Warren Slocum
o County Executive Director, Mike Callagy
o Chief Equity Officer, Shireen Malekafzali
o Director of the Office of Arts and Culture, Robin Rodricks ● City of East Palo Alto (Land Owner/Manager)
o Mayor, Lisa Gauthier
o City Manager, Melvin Gaines
● Bay Area Toll Authority
o Executive Director, Andrew B. Fremier
● Metropolitan Transportation Commission
o Lily Brown; [email protected]
o Nicola Szibbo; [email protected]
o Toshi Shepard-Ohta; [email protected]
● Palo Alto City Library
o Branch Management and Operations, Alex Perez; [email protected] CBOs
● EPACENTER
o Executive Director, Nadine Rambeau
● One East Palo Alto
o Executive Director, Kava Tulua; [email protected]
● Nuestra Casa
o Executive Director, Miriam Yupanqui; [email protected] ● Anamatangi Polynesian Voices
o Executive Director; Tiffany Hautau; [email protected] 71 Thought Partners/Advisors
● City of Palo Alto Public Art Program
o Public Art Program Director, Elise DeMarzo; [email protected] ● Art Builds Community (Public Art Consultant)
o Principal & policy director, Barabara Goldstein; [email protected] o Project manager & researcher director, Amanda Rawson; [email protected]
● Hannah Waiters (Artist); [email protected]
● Oleg Lobykin (Artist); [email protected]

5. Community Reach.
5a. Planning and Implementation. Ideally, the community whose story you are telling will be engaged in the project design and implementation. Please describe the community engagement you will do to plan and implement your project, including your target communities, how you intend to reach them, and methods of engagement. Describe if you have established community relationships already. (1-2 paragraphs)
EPACA was established because East Palo Alto residents have long been concerned about “losing our history,” given the gentrification and changing demographics of the community. There is strong community interest in preserving the history of East Palo Alto and sharing our story for generations to come. The creation of a community archive is a dynamic way for people to claim, share, celebrate and preserve their own history. Communities can preserve and share their stories in a variety of ways – for example, by digitizing documents for website display, sponsoring exhibitions, designating historical sites and organizing cultural and commemorative events. We are pursuing all of these options for the EPACA, always with the community’s input and leadership.

The Archive was launched in 2020 by former East Palo Alto Mayor Sharifa Wilson and City founder, Dr.

Omowale Satterwhite. Staff includes former board and community team members Barbara Noparstak and Meda Okelo. The board comprises an excellent team of individuals with deep family and cultural ties to East Palo Alto: Sisilia Afungia, Ruben Avelar, Jonathan Bryant, Kalamu Chache, Tiffany Hautau, Sydney Jackson, Juan Mendez,and Dianne Otterby. In addition to our team, we have deep relationships with cross-sector leaders, all of whom have the trust of the many demographics of the City, and who will employ a variety of engagement strategies to ensure that we reach all of our target audiences. Such methods include: hiring promotores to disseminate information via word of mouth, attending CBO-led workshops and community events, attending City-organized events and meetings, social media, and speaking at faith-based community gatherings.
5b. Audience. Describe the intended audience of your completed storytelling product(s), and how the project will make the outdoors more inclusive for them. (1-2 paragraphs) Latinx (60%), Pacific Islander (5%), and Black (12%) people have unique histories associated with their migration to and lived experiences in East Palo Alto during decades when segregationist housing policies 72 kept them from living in most other San Mateo County cities and neighborhoods. The legacy of redlining in the Bay Area continues to impact East Palo Alto residents. Approximately 11% of the population lives at or below the poverty line (Data USA, 2023). Almost 80% of students attending the Ravenswood City School District are “eligible for free/reduced-price meals” (EdData, 2022). Air pollution has been a significant concern for East Palo Alto residents, as we are situated near highway 101. Incidences of asthma are higher in East Palo Alto than in San Mateo County by “40%” (City of East Palo Alto, 2018). For decades our city was a literal dumping ground for garbage and industrial waste.

Despite these systemic disadvantages, all of us have powerful stories to tell about how we came to EPA, what we contributed to develop this city, and the legacy that we are leaving behind. In fact, we are now in a position to build the proposed public art on a former landfill – a testament to the resilience of our community and the power of the storytelling and advocacy efforts of the many leaders who help to build our city. Yet we continue to work against systemic forces which now arise as a result of gentrification. We are striving to find common ground to advance our common interests to preserve and tell our stories before more of the people who built this City are gone for good. The proposed project will, of course, also take into consideration intersectional identity underrepresentation including community members who identify as LGBTQ+, ability/neuro diverse, and undocumented/mixed status.

Metrics that we expect to use to track our success include: number of Ravenswood City School District and high school students who attend our educational workshops at Cooley Landing once the installations are ready for public viewing, training an inaugural volunteer docent group of 10+ docents from East Palo Alto who are able to host tours and educate the public, website traffic increase via the QR codes on educational signs at the physical installation sites, and number of additional community gatherings that take place at Cooley Landing (one of our goals is to increase the public’s interest in organized gatherings to generate advocacy for our community’s needs).

6. Coastal Stories Program Priorities. Which Coastal Stories Program priorities does your project meet (check all that apply)? Describe how your project meets each checked priority in 1-3 sentences per priority.

Promote a sense of belonging in outdoor spaces by presenting perspectives that include BIPOC and/or other historically excluded communities.

Cooley Landing Park is located on the San Francisco Bay shoreline, in an area of East Palo Alto that is rapidly being developed into a new business hub in East Palo Alto. It is a short drive from the newly constructed, youth-serving EPACENTER, Bloomhouse EPA, College Track, Ravenswood Health Clinic, and soon to be the home of many new offices and housing that are part of the City’s priority development area. Cooley Landing Park is uniquely situated on the San Francisco Bay Trail – a 350 mile stretch of trails that will eventually span 500 miles running through all nine Bay Area counties, 47 cities and across seven toll bridges – which invites many regular visitors.

Engage representatives of BIPOC and/or other historically excluded communities to develop and share their coastal perspectives and stories.
73 East Palo Alto is approximately 90% BIPOC. EPACA will be incorporating the community’s voices into the design of the art installations through our regular events and via dedicated community engagement meetings.

Improve educational content in California’s outdoor spaces by correcting one-sided histories, retelling stories in more appropriate and inclusive ways, and developing new content that shares untold stories.

Gentrification is an ongoing threat to preserving and sharing East Palo Alto’s unique community, and the history and cultures that define it. This project would allow us to inspire countless local and regional visitors of Cooley Landing Park to learn not just about its beautiful natural environment but also about the wonderful history of our community, and the heroes and legends that continue to inspire others to this day – these are stories that are rarely told in local public spaces.

Use creative forms of community engagement.

We expect to combine more traditional ways of presenting physical exhibits on public sites in beautiful outdoor settings, with our digital archive, where visitors can go learn more about physical installations and any documented part of the history of our city. We will produce online educational materials, archive collections, and audio and video storytelling artifacts that will allow our community to learn and preserve its own history in perpetuity. These online resources will potentially also include the use of emerging technologies like augmented reality, via which our students can bring back virtual models of the physical installations.

The participatory community engagement process for developing this project includes the following major activities:

1. Co-creating the Community Engagement Process
● Form Community Public Arts Committee
● Engage the community in selecting the public art consultant and artist ● Develop goals, guiding principles and core strategies for engaging the community

2. Outreach and Community Engagement
• Partner with Promotoras from Nuestra Casa de East Palo Alto and One East Palo Alto to do community outreach with diverse populations
• Engage community members in co-creating a community-led participatory design process

3. Participatory design charrettes
• Partner with StreetCode Academy, EPACENTER, and other local nonprofits to identify youth to facilitate the design charrette process
• Engage youth in building out the elements of the public art project to be reflective of their vision
Create stories that are free and publicly accessible for the community and/or intended audiences.

The physical installations, stories, website archive, and any A/R renderings will all be freely available and publicly accessible for the community in perpetuity.
74 7. Project Progress So Far. Describe what key steps have already been completed in developing the project, where the project currently stands, and any background information not provided in the project description. (1 paragraph)
We are currently in the fundraising/planning and stakeholder engagement phases of this project. We have an initial vision for the project which we have shared with over a dozen local and regional stakeholders. We have also secured the support of the landowner to move forward with the project as soon as we have the committed resources to begin. The requested funding from the State Coastal Conservancy will allow us to begin implementation of the project plan.

8. Maintenance. Applicants should have a plan for the maintenance of projects for a reasonable lifetime to be determined and stated in grantees’ Coastal Conservancy grant agreement. A reasonable lifetime is typically 10-20 years, including for any non-physical media such as videos or websites; however, terms can be negotiated depending on the type of storytelling product, should your project be selected for funding. The Conservancy cannot pay for ongoing maintenance costs. Describe how the project will be maintained, for how long, and by whom. (2-3 sentences)
We will ultimately work with the retained public art consultant, the artist, and the City of East Palo Alto to create a maintenance plan. It will detail the expected lifetime of the art to be produced, and the costs are likely to be covered by the City of East Palo Alto Cooley Landing Park maintenance budget. By working with experts in the public art field we will ensure that adequate budget and expertise are retained to provide ongoing maintenance for the reasonable lifetime duration of the art work.

9. Applicant Capacity. The applicant must demonstrate that it can adequately administer the grant and manage the project, and that its entire operating budget is not dependent upon the underlying grant.

Applicants should have:
● Capacity to authentically represent the historically excluded community whose story is being told – experience working with this community, and demonstration of participation and leadership from the community.
● Capacity to manage a state grant, including fiscal system or fiscal sponsorship to manage financial operations.
● Ability to address cash flow needs considering standard Conservancy grants are paid out through reimbursement. However, if this reimbursement process is a barrier for your organization, we may be able to advance your grant funds. It typically takes ~6 weeks for the Conservancy to process payment and mail a reimbursement check.

Describe your organizational capacity to implement the project, addressing the criteria above. When was your organization established? Does it have established relationships with target communities? Will this grant fund an existing program or a new program? (1-3 paragraphs) EPACA has both innate and developed capacity to authentically represent the historically excluded communities whose stories we wish to have told via public art at Cooley Landing – our organization’s mission includes the creation and sharing of more inclusive stories that recognize and celebrate the contributions of Latinx, Pacific Islander, and Black communities to the greater Bay Area community.

EPACA was born from a community listening process which consisted of an online survey, focus groups, and individual interviews to get broad input on developing the archive. This process ensured that residents played an integral role in developing solutions to preserve their own history. As a result, 100% 75 of the staff and board have deep connections to these communities, hold these identities, and are residents of East Palo Alto. Although EPACA was established recently (2020) the experience that this team has working with this community and building long-term, healthy relationships with local leaders is exceptional; over 100 years’ worth combined. There are few major East Palo Alto nonprofit and municipal initiatives that our Executive Director, Sharifa Wilson or our Board Chair, Dr. Frank J. Omowale Satterwhite have not participated in/led/supported since the City’s incorporation in 1983; in fact, Dr.

Satterwhite, was the lead organizer and campaign manager for the movement to incorporate the City of East Palo Alto. The attached letters of support are further proof of the existing relationships we already have with diverse leaders who each have the trust of many of the target communities with which we work.

As for our capacity to manage a state grant, we have accounting staff to manage the accounting needs as dictated by the terms of any grant agreement, Dr. Satterwhite brings decades of nonprofit management consulting experience to help us make sure we set up any grant program requirements appropriately, and we work closely with Evergreen Collective, a nonprofit organization that specializes in supporting the fundraising efforts of BIPOC-led & serving nonprofits, to ensure that we adhere to any other state grant requirements.

Lastly EPACA not only counts on strong partner relationships to achieve our programmatic outcomes, but also on strong and quickly growing funding support. We currently receive significant, multi-year funding support from Emerson Collective and Chan Zuckerberg Initiative, and recently received significant philanthropic contributions from the San Francisco Foundation, Silicon Valley Community Foundation, Palo Alto Community Fund, and are optimistic about other funders contributing to our work soon as well. All of this support puts us in a position to be able to comfortably establish and invest in a project fund to cover, at least, the projected monthly project costs subject to reimbursement by the state.

If applicant is a nonprofit organization, has your organization submitted the Conservancy’s Nonprofit Pre-Award Questionnaire within the last two years?
☐ NO
If no, please complete this questionnaire, and submit with your proposal along with your organization’s IRS 501(c)(3) letter.

10. Project Scope and Budget Narrative Table. (See attached work plan & budget)

11. Work Products. List the specific work products or other deliverables that the project will produce.

Deliverables are files that Conservancy staff can save in our files to verify that the project is being completed as proposed. Examples include research/story content, community meeting notes and photos, design plans, installed signs, etc.

The project will produce two major deliverables: 3-5 physical art installations at Cooley Landing Park – most likely sculptures, though final design direction will be determined by the community engagement process – and corresponding storytelling materials. The latter will be produced once we know what the community’s preferred art subjects are, but will generally include: community meeting notes, collecting and sharing oral histories, sourcing primary historical materials and documents directly from community members, producing educational signage to go with the art installations, and corresponding digital archive materials that the public will be able to access both via a QR code printed on the signage installed near the artwork itself as well as by navigating there through our website. We will also be 76 training staff and community members to be docents who tell these stories to visitor of Cooley Landing Park, further increasing their engagement in local history, increasing their own time in the outdoors in the process.

12. Funds from Additional Sources. Provide information about the specific source of any funds additional to Coastal Stories funding that you will need to complete the project. In the “status” column, explain whether that funding has been secured or is dependent on a future award or authorization. Use the empty rows to add in your additional funding sources, adding more rows as needed to accurately share your total project budget. Note: DO NOT include in-kind services or contributions in the table below – these will be described in question 13.

Funding Source Amount Status
Coastal Stories Funding Request 200,000 Applying
San Mateo County Supervisors 100,000 Applying
San Mateo County Arts Commission 50,000 Applying
Philanthropic Organizations TBD tbd depending on other
application outcomes
Total Cost 350,000 (n/a)

13. In-Kind Services. In-kind services or contributions can include volunteer time and materials.

Describe and estimate the value of expected in-kind services. (List or 1 paragraph) ● Art work maintenance to be covered by the City of East Palo Alto (not yet secured but likely; $10K/yr * 10 yrs = $100K)
● 50-100 community docent volunteer hours in phase 4 (estimated value @ $25/hr is $1,250- >$2,500)

14. CEQA. Projects funded by the Coastal Conservancy must be reviewed in accordance with the California Environmental Quality Act (“CEQA”). CEQA does not apply to projects that will not have either a direct or indirect effect on the environment. We expect that most Coastal Stories projects will be exempt under CEQA as they will be part of existing facilities. Do you have any reason to believe your project is not exempt under CEQA? Is there species of concern/does the project occur in a highly sensitive ecological area? (2-3 sentences)
We do not currently have any plans to install art where it will disrupt sensitive ecologies. Our current plan is to have our installations be on the outdoor concrete area that is part of the Education Center. We also have strong relationships with local public and private environmental agencies with which we will partner to ensure this project is designed to be exempt under CEQA.

15. Permits. List all applicable permits required to implement your project as well as your status for obtaining these permits.

We have initial support from the City of East Palo Alto and are in the planning and stakeholder buy-in phases of the project so we do not yet have a list of applicable permits required to implement this project. As soon as we have secured funding to move forward we will engage an art consultant to work with us to determine which required permits we need to obtain as well as which municipal and environmental ordinances we need to adhere to throughout this project. 77 16. Maps and Graphics. Provide the following project graphics with your proposal. Project maps and design plans should be combined into one pdf file with a maximum size of 10 MB. Project photos should be provided in jpg format.
● Regional Map – Clearly identify the project’s location in relation to prominent area features and significant natural and recreational resources, including regional trails and protected lands.
● Site-scale map – Show the location of project elements in relation to natural and man-made features on-site or nearby. Any key features discussed in the project description should be shown.
● Site Photos – One or more clear photos of the project site ● Designs (optional) – If any designs have already been prepared for the project, please include them.

17. Additional information. (Optional) If Conservancy staff asked you to address any questions or concerns not covered in the above answers, please provide that information here.

We have answered the Conservancy staff questions through our expanded answers to the questions above. The full budget and work plan are included as an attachment. We intend to produce long-term physical art work – most likely sculptures but the final design depends on a to-be-conducted community engagement process. The maintenance responsibilities of these installations will likely fall into the City of East Palo Alto Cooley Landing Park maintenance budget; we will be responsible for these costs otherwise and will seek regional support to ensure the art is maintained throughout its reasonable lifetime.

We also wanted a few notes regarding our answers to the pre-award questionnaire. As a new organization we have several policies that we have not yet had to develop but are happy to do so prior to the grant period start date if they are prerequisites for receiving this grant. 78 INFORMATIONAL REPORT 6.1

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: April 2, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Jeff Liu, Chief of Police
SUBJECT: Public Safety Report
Recommendation
Accept the informational update on Public Safety Report 79 PUBLIC HEARING ITEM 8.1

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: April 2, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Greg Henry, Senior Management Analyst
SUBJECT: Comprehensive Fee Schedule Update
Recommendation
Adopt a Resolution approving a new Comprehensive Fee Schedule to become effective July 1, 2024, supplanting the current schedule.

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

Priority: Ensure Our Financial and Organizational Health Background
Cities administer user, regulatory, and other fees to cover expenses for various municipal services and oversight, encompassing building, planning, public works, regulatory compliance, and administrative functions. Primarily, a local government bears the burden of proving that a levy, charge, or other fee is not a tax, and are set at rates designed to recuperate the associated costs fairly. As fees, the amount must not be more than is necessary to cover the reasonable costs of the activity.

The City’s Comprehensive Fee Schedule discloses fees charged for the following purposes:

User/Regulatory Fees. These fees are levied by the City for a service-related or regulated activity. User-fees pertain to specified services provided or required due to the request or action of an individual/entity, while regulatory fees are those charged to recover costs associated with the City’s power to govern certain activities, such as building code or environmental compliance. 80 PUBLIC HEARING ITEM 8.1
User and regulatory fees for services and activities are imposed by California municipalities through provisions of the State Constitution. Cities may perform broad activities related to local powers and authorities as defined in California Constitution Article XI, Sections 7 and 9. Cities also establish fees for service through the framework defined in Article XIIIC, Section 1. Under Article XIIIC, §1 fees for service may not exceed the estimated, reasonable cost of providing the service or performing the activity. Fees must relate to a service or activity under the control of the individual/entity on which the fee is imposed.

Development Impact Fees. These fees are levied by the City to recover capital infrastructure project costs attributable to development impacts. These development impact fees are typically due at the time of building permit issuance.

The purpose of these fees is to cover all or a portion of the costs of public facilities related to the development project. The legal requirements for enactment of an impact fee program are set forth in Government Code Sections §66000 - 66025 (the “Mitigation Fee Act”). The Mitigation Fee Act is commonly referred as “AB 1600”.

This report proposes the City use the San Francisco-Oakland-Hayward CA, CPI-U twelve-month as the regional price change indicator to increase most user and regulatory fees by 2.4%. It also proposes to use the Construction Cost Index (CCI) to increase development impact fees 2.7%.

Analysis
User and Regulatory Fee Update
The City initially adopted its Comprehensive Fee Schedule in 2012 with minor adjustments, including periodic inflation adjustments and slight alterations to parks, recreation, and housing fees; however, the schedule has since evolved. Thus, in July 2020, the City Council adopted Resolution No. 108-2020 authorizing the significant overhaul to the City’s Comprehensive Fee Schedule. The updated schedule went into effect September 20,2020.

Independent fee studies are costly and time-consuming. In the interim periods between comprehensive studies, staff recommends the City review and compare regional price change indicators (i.e., consumer price index) to relevant General Fund cost changes to support cost updates and changes in user and regulatory fees annually.

The following table summarizes the prior increases to User and Regulatory Fees:

Resolution Approval Date Percent Increase1
60-2021 April 30, 2021 1.6%
48-2022 April 19, 2022 5.2%
42-2023 April 18, 2023 5.3%

1 The basis factor for the percent increase in all years was the San Francisco-Oakland-Hayward CA CPI-U. 81 PUBLIC HEARING ITEM 8.1
As with prior years, the City has experienced inflationary cost increases, including staffing costs.

Specifically, the City Council adopted Resolutions 121-2023 and 108-2023 providing Cost of Living Increases of 2.5% to staff in the Management Employees’ Association (MEA), Service Employee’s International Union, Local 521 (SEIU), and Unrepresented Employee Groups effective January 1, 2024. Therefore, staff recommends the San Francisco-Oakland-Hayward CA, CPI-U twelve-month as the regional price change indicator. The February 2024, San Francisco-Oakland-Hayward CA, CPI-U is 2.4%. This is slightly less than the 2.5% Cost of Living Adjustment for staff. The increase would apply to most user and regulatory fees, with the following fees excepted:
 Photocopy Fees
 Ellis Act Withdrawn Property Administrative Fee
 Returned Check Fees
 Overdue Invoice Fee
 Business License – First Time Application Fee
 Repossession Verification Fee
 Proof of Correction Citation
 Clearance Letter
Development Impact Fees Update
In accordance with authorizing resolutions and ordinances for the development impact fees listed in the table below, staff is proposing an annual cost change to update impact fees based upon the reference price index indicator–in this case, the Construction Cost Index (CCI). The impact fees, as increased by current year CCI, are incorporated as a separate chapter of the City Comprehensive Fee Schedule.

The following table summarizes the prior increases to Development Impact Fees:

Resolution Approval Date Percent Increase
108-2020 July 30, 2020 1.6%
60-2021 April 30, 2021 3.1%
48-2022 April 19, 2022 8.9%
42-2023 April 18, 2023 3.0%
Staff recommends a 2.7% increase for FY 2024-25 in accordance with the March 2024 CCI published by Engineering News Record. The following table reflects the referenced authorizing code and resolutions:
82 PUBLIC HEARING ITEM 8.1
Fee Type
Authorizing
Municipal
Code
Authorizing Fee
Setting and
Annual Increase
Parks & Trails

13.28.040 Reso - 5093 &
MC – 13 .28.100
Public Facilities
Storm Drainage:

Inside Ravenswood Business District
Outside Ravenswood Business District
Transportation
Water Capacity 13.24.100 Reso – 5004
Affordable Housing Commercial Linkage 18.40.010 Reso – 118-2020 Staff is presently finalizing a Nexus Fee study aimed at revising the City’s Development Impact fees. Once concluded and subsequently approved by the Council, that fee update would supersede the proposed impact fees here. However, it is in the City’s best interest to follow through on the increase proposed here to ensure that the Council has full flexibility regarding impact fees and the changes proposed in the pending Nexus Fee Study. Further, using this opportunity to use the CCI to update the existing fees will ensure proper cost recovery in the intervening period before the new proposed fees could take effect.

Fiscal Impact
Should the proposed fees be adopted, user and service fee revenues will increase by 2.4% per activity across most divisions and programs. Impact fees will increase 2.7%, if collected.

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

Additionally, the public was provided notice of this agenda item by publishing a notice of the hearing dates in the “San Mateo County News” on April 4th, 8th and April 13th, sending notice to the Building Industry Association, and posting the proposed Comprehensive Fee Schedule update on the City website.

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

Government Code § 84308
Applicability of Levine Act: No, as the proposed action does not entail an entitlement.

Analysis of Levine Act Compliance: Not applicable.
83 PUBLIC HEARING ITEM 8.1
Attachments

1. Resolution.

2. Exhibit A to the Resolution - East Palo Alto Comprehensive Fee Schedule Eff 07.01.2024
84 Resolution No. XX-2024 1 of 2
RESOLUTION NO. XX– 2024

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO
ADOPTING THE COMPREHENSIVE FEE SCHEDULE EFFECTIVE JULY 1, 2024 WHEREAS, the City of East Palo Alto (“City”) periodically modifies its Comprehensive Fee Schedule to account for program changes and other costs, ensure existing fees and charges do not exceed the costs of service, and re-align fees with desired cost recovery policies; and WHEREAS, User and regulatory fees for services and activities are imposed by California municipalities through provisions of the State Constitution. Cities may perform broad activities related to local policing powers and authorities as defined in California Constitution Article XI, Sections 7 and

9. Cities also establish fees for service through the framework defined in Article XIIIC, Section 1. Under Article XIIIC, §1 fees for service may not exceed the estimated, reasonable cost of providing the service or performing the activity. Fees must relate to a service or activity under the control of the individual/entity on which the fee is imposed; and
WHEREAS, the user, regulatory, or other fee changes incorporated herein do not exceed the estimated reasonable costs of providing the services in accordance with Government Code sections 66013 and 66014; and
WHEREAS, on July 30, 2020 the City Council adopted Resolution 108-2020 adopting new user and regulatory fees following a study by NBS Financial Services Group in accordance with Article XIIIC, Section 1; and
WHEREAS, the user and regulatory fee changes may be increased annually in order to maintain parity with increasing City costs; and
WHEREAS, the City Council adopted Resolutions 121-2023 and 108-2023 providing Cost of Living Increases of 2.5% to staff in the Management Employees’ Association (MEA), Service Employee’s International Union, Local 521 (SEIU), and Unrepresented Employee Groups effective January 1, 2024; and
WHEREAS, the Parks and Trails, Public Facilities, Storm Drainage, and Transportation Infrastructure Impact fees authorized by East Palo Alto Municipal Code (”EPAMC”) Section 13.28.040, the Affordable Housing Commercial Linkage fees authorized by Section 18.40.010, and the Water Capacity fees authorized by Section 13.24.100 are stated to be increased annually “by a percentage equal to the change in the Construction Cost Index as more recently published by the Engineering News Record” and such fees are incorporated as a separate chapter of the Comprehensive Fee Schedule; and
WHEREAS, the Construction Cost Index increase provided by the March 2024 Engineering News Record equals 2.7% and is applied to the impact fees referenced in EPAMC Sections 13.28.040 and 13.24.100; and
WHEREAS, the February 2024 San Francisco-Oakland-Hayward CA, CPI-U equals 2.4% and is applied to the user and regulatory fees; and
85 Resolution No. XX-2024 2 of 2
WHEREAS, the City Council held a properly noticed public hearing on April 2, 2023; and WHEREAS, the City Council finds and determines that the referenced changes are in the interest of the City and are necessary to recover the costs of providing various municipal services, regulatory functions, and development impacts.

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 are incorporated by this reference into this action; and

2. Adopts the Comprehensive Fee Schedule, as set forth as Exhibit A and incorporated by this reference, to be become effective July 1, 2024, supplanting the current schedule; and

3. Find that 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.

PASSED AND ADOPTED this 2nd day of April 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Antonio D. Lopez, Mayor
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk John D. Lê, City Attorney
86 City of East Palo Alto
Comprehensive Fee
Schedule
Effective
July 1, 2024
87 City of East Palo Alto
Miscellaneous Fees
Fee
No.

Fee Name
Fee Unit / Type
(Flat / Deposit /
Hourly)
Notes
Recommended
Fee Level /
Deposit

MISCELLANEOUS FEES
1 Photocopy [1]

8.5" x 11" (black & white single side) each $0.10

8.5" x 11" (color single side) each $0.25
2 Ellis Act Withdrawn Property Administrative Fee
Per Unit
Application
Units
$405
[Notes]
[1] Includes copies, traffic police reports.

City of East Palo Alto
Master Fee Schedule 3/15/2024 Miscellaneous, Page 2 of 27 88 City of East Palo Alto
Finance Department
Fee
No.

Fee Name
Fee Unit / Type
(Flat / Deposit /
Hourly)
Notes
Recommended
Fee Level /
Deposit

FINANCE FEES
1 Checks Returned by Bank or Financial Institution Due to Insufficient Funds per check [1]
First Returned Check $25
Each Additional Check $35
2 Overdue Invoices [2]
$10 or 10% per
annum,
whichever is
greater
3 Business License - First Time License Application Fee each $35 [Notes]
[1] Fee amount set by State. First returned check: $25, each additional: $35. [2]
Unless otherwise specified in the City of East Palo Alto's Municipal Code, $10 or 10% per annum, whichever is greater; An invoice becomes delinquent one (1) business day following the due date.

City of East Palo Alto
Master Fee Schedule 3/15/2024 Finance, Page 3 of 27 89
City of East Palo Alto
Planning Division
Fee
No.

Fee Name
Fee Unit / Type
(Flat / Deposit /
Hourly)
Notes
Recommended
Fee Level /
Deposit
PLANNING FEES [1]
1 Pre-Application Fees
Hourly Pre-Application (1 hr. minimum) per hour $332
Pre-Application Services for Projects Subject to
City's Pre-Application Ordinance deposit [8] $11,624
Hourly SB 35 Pre-Application (5 hr. minimum) per hour $332 2 Appeals
Appeals to City Council
(if initiated by City Council - no charge) each $9,051
Appeals to Planning Commission each $9,051
3 Subdivision
Certificate of Compliance each $5,148
Condominium Conversion each [2,8] $40,523
Final Maps (4 lots or less) -
Planning Review of Engineering Application each $4,982
Final Maps (5 - 25 lots) -
Planning Review of Engineering Application each $5,646
Final Maps (>25 lots) -
Planning Review of Engineering Application each $6,311
Lot Line Adjustment each $5,315
Lot Line Merger each $5,315
Tentative Maps (4 lots or less) each [8] $16,607
Tentative Maps (5 - 25 lots) each [8] $23,251
Tentative Maps (>25 lots) deposit [8] $45,172
Tentative Map Extension each [8] $9,965
Tentative Map Modification each [8] $10,628
4 Design Review
Administrative each $4,651
Minor Modification to Conditions each $3,321
Planning Commission Review each $14,947
Garage Conversions / Minor ADR (120 s.f. or less) per hour $332 5 Legislative Actions
General Plan Amendment deposit [8] $21,590
Planned Unit Development deposit [8] $21,590
Zone Change deposit $21,590
Zoning Text Amendment deposit $21,257
City of East Palo Alto
Master Fee Schedule 3/15/2024 Planning, Page 4 of 27 90 City of East Palo Alto
Planning Division
Fee
No.

Fee Name
Fee Unit / Type
(Flat / Deposit /
Hourly)
Notes
Recommended
Fee Level /
Deposit
6 Tree Removal
1-2 trees each $404
3 or more each $865
7 Signage
Master/Common Sign Program each $3,985
Permanent Sign Program (per sign) each $865
Temporary Sign (per sign) each $230
8 Business License
Zoning Review for Business License each $498
9 Use Permit
Extension - SFD each $2,882
Extension - Other than SFD each $9,383
Modifications to Conditions - Major each $9,965
Modifications to Conditions - Minor each $3,321
Public Utility Tower - Major each $12,372
Public Utility Tower - Minor each $3,321
Conditional Use Permits (COP) each $12,372
Filing Fees - Public Convenience/Necessity Application each [6] $12,372 Temporary Use Permit, 1-6 days in 30 days each $288
Temporary Use Permit, 15-45 Consecutive Days in 1 year each $2,823 Temporary Use Permit, 7-45 Days in 1 Year each $5,979
Temporary Use Permit, 7-45 Days in 1 Year Renewal each $360 Temporary Use Permit, 1 Year Approval each $12,372
Temporary Use Permit, 1 Year Approval Renewal each $1,728 Administrative Use Permit (AUP) each [4] $3,985
10 Zoning Relief
Parking Exception - SFD each $2,882
Parking Exception - Non SFD each $12,372
Variance each $12,372
City of East Palo Alto
Master Fee Schedule 3/15/2024 Planning, Page 5 of 27 91 City of East Palo Alto
Planning Division
Fee
No.

Fee Name
Fee Unit / Type
(Flat / Deposit /
Hourly)
Notes
Recommended
Fee Level /
Deposit
11 Environmental
Categorical Exemption
a) Standard each $1,661
b) Infill/Other
Staff Management & Review each [1] $8,304
Consultant Cost deposit Actual Cost
Initial Study
a) Staff Management & Review each [1] $26,572
b) Consultant Cost deposit Actual Cost
Initial Study - Negative Declaration
a) Staff Management & Review each [1] $26,572
b) Consultant Cost deposit Actual Cost
Initial Study - Mitigated Negative Declaration
a) Staff Management & Review each [1] $26,572
b) Consultant Cost deposit Actual Cost
Environmental Impact Studies (EIR)
a) Staff Management & Review each [1] $9,965
b) EIR Report - Consultant Cost deposit Actual Cost
Mitigation Monitoring - one-time each $3,886
Notice of Determination (NOD) - CEQA Filing each [5] per State 12 Zoning Clearance (Administative Review)
Accessory Dwelling Unit (ADU) per hour $332
NEW - SB 9 (3 hr. minimum) per hour $332
Other Accessory per hour $332
13 Other Administrative Fees
Building Permit Review - Minor Res. Improvement each $697 Building Permit Review - Tenant Improvements each $2,823 Building Permit Review - Addition of s.f. each $2,259
Building Permit Review - New SFD each $1,496
Building Permit Review - New Multifamily each $6,145
Building Permit Review - New Commercial each $6,145
Re-Noticing or Special Noticing each $664
Written Determination by City Planning Manager each $1,661 Research / Document Review each $3,902
Planning Hourly Fee (1 hr. minimum) per hour $332
Address Assignment each $664
Refund Administrative Fee [3] per Policy
Noticing Fee each $664
City of East Palo Alto
Master Fee Schedule 3/15/2024 Planning, Page 6 of 27 92 City of East Palo Alto
Planning Division
Fee
No.

Fee Name
Fee Unit / Type
(Flat / Deposit /
Hourly)
Notes
Recommended
Fee Level /
Deposit
[Notes]
[1]
[2] Refer to Section 7109 of the City Subdivision Regulations. [3]
[4]
[5]
[6]
[7]
[8]
A surcharge of 25.3% for the General Plan Update also applies. For large projects, the City requires a cost recovery agreement, whereby the fee amount becomes an initial deposit. To determine the initial deposit amount, the City estimates either the required City direct planning labor or has or planning project consultant labor. In these cases, the adopted General Plan Surcharge will be applied one-time to the initial amount of estimated project planning labor hours multiplied by the hourly City planning rate.

At the discretion of the City Planning Manager, multiple permits may be covered by the fee for the highest permit if additional substantial staff time is not required.

Refund shall be calculated as follows:
a) If application has been routed to another division, refund 60% of the permit fee. b) If Planning Commission has been notified or project is considered "complete", refund of 40% of the permit fee.

AUPs will be processed at a staff level, unless written protest is filed, at which point, legal advertisement and public noticing plus staff time to prepare a staff report will be charged to the applicant”.

All fees shall be treated as minimum fees. If service exceeds the minimum fee amount, the Planning Department shall forward a bill for the full amount of the cost to process the permit.

Fee as set by State Fish and Game Department; may be adjusted from time-to-time to reflect State revisions.

This fee shall be waived if processed concurrently with a Use Permit Application.

City of East Palo Alto
Master Fee Schedule 3/15/2024 Planning, Page 7 of 27 93 City of East Palo Alto
Engineering Division
Fee
No.

Fee Name
Fee Unit / Type
(Flat / Deposit /
Hourly)
Notes
Recommended
Fee Level /
Deposit

ENGINEERING FEES
1 Grading - Plan Review [1]
< 50 Cubic Yards each $2,888
50 - 100 Cubic Yards each $2,888
101 - 500 Cubic Yards each $5,776
> 501 Cubic Yards deposit [2] $17,328
2 Grading - Inspection
< 50 Cubic Yards each $2,888
50 - 100 Cubic Yards each $4,333
101 - 500 Cubic Yards each $17,328
> 501 Cubic Yards deposit [2] $23,050
3 Public Improvements - Plan Review [1]
$ 10,000 base fee up to
$10,000 $2,888
$ 10,001 base fee at
$10,001 $2,888
each add'l
$10,000 or
fraction thereof
$2,888
$ 50,001 base fee at
$50,000 $14,439
each add'l
$10,000 or
fraction thereof
$1,732
$ 100,001 base fee at
$100,000 $23,103
each add'l
$10,000 or
fraction thereof
$289
$ 500,001 deposit [2] $34,654
City of East Palo Alto
Master Fee Schedule 3/15/2024 Engineering, Page 8 of 27 94 City of East Palo Alto
Engineering Division
Fee
No.

Fee Name
Fee Unit / Type
(Flat / Deposit /
Hourly)
Notes
Recommended
Fee Level /
Deposit
4 Public Improvements - Inspection
$ 10,000 base fee up to
$10,000 $1,444
$ 10,001 base fee at
$10,001 $1,444
each add'l
$10,000 or
fraction thereof
$721
$ 50,001 base fee at
$50,000 $4,333
each add'l
$10,000 or
fraction thereof
$2,021
$ 100,001 base fee at
$100,000 $14,439
each add'l
$10,000 or
fraction thereof
$506
$ 500,001 deposit [2] $34,654
5 Encroachment Permit [1]
Minor Frontage Improvements such as sidewalk, curb, gutter, driveway each $520
Utility connections, excavations, potholing each $867
Temporary closure of sidewalk, bike/vehicle lane(s), street each $867 Any other work encroaching into the public right-of-way each $867 Street Cut Fee each $867
6 Encroachment Permit - Other [1]
Debris Box / Temporary Storage per week $1,155
Traffic Control Plan Review per street $1,155
Traffic Control Field Inspection/Monitoring per day $1,155 7 Final Parcel Map / Tract Map
Parcel Map (4 Lots or Less) - City Admin Cost (consultant costs are passed through to applicant) each $4,333
Tract Map (5 or More Lots) - City Admin Cost (consultant costs are passed through to applicant) each $5,776
8 Certificate of Compliance / Street Right-of-Way (ROW) Vacation Certificate of Compliance each $4,333
Street ROW Vacation each $4,333
City of East Palo Alto
Master Fee Schedule 3/15/2024 Engineering, Page 9 of 27 95 City of East Palo Alto
Engineering Division
Fee
No.

Fee Name
Fee Unit / Type
(Flat / Deposit /
Hourly)
Notes
Recommended
Fee Level /
Deposit
9 Transportation Permit
Single Trip per trip $18
Annual yearly $103
10 Administrative Fees
Request for Letter (e.g. Flood Hazard Letter) each $289 Bond Administration and Release each $289
Job Card Replacement each $289
4th and Subsequent Plan Review Fee each $867
Re-inspection Fee each $867
After-Hours Inspection (minimum 4 hours) hourly $326
Planning Application Review / Support [1]
1 Tentative Maps (4 lots or less) each $2,888
2 Tentative Maps (5 lots or more) each $4,333
3 Tentative Map Extension / Modification each $1,444
4 Design Review - Administrative each $1,444
5 Architectural Supervision each $577
6 Second Unit Permit each $577
7 General Plan Amendment each $1,732
8 Planned Unit Development each $4,333
9 Zone Change / Text Amendment each $577
10 Tree Removal Permit each $577
11 Use Permit (all types) each $577
12 Zoning Relief (all types) each $577
13 Initial Study each $1,444
14 EIR each $2,888
15 Mitigation Monitoring (per measure) each $577
16 Hourly Pre-Application each $289
17 Lot Line Adjustment each $4,333
18 Lot Line Merger each $4,333
City of East Palo Alto
Master Fee Schedule 3/15/2024 Engineering, Page 10 of 27 96 City of East Palo Alto
Engineering Division
Fee
No.

Fee Name
Fee Unit / Type
(Flat / Deposit /
Hourly)
Notes
Recommended
Fee Level /
Deposit
Building Plan Review / Support [1]
1 Minor Residential Improvement each $347
2 TI (Tenant Improvement) or Addition of square feet each $577 3 New SFD (Single Family Dwelling) each $1,155
4 New Multifamily or Commercial each $2,311
5 Encroachment Permit - Fence each $577
[Notes]
[1] Up to 3 plan review submittals included. Additional Fee will be charged for 4th and subsquent reviews.
[2]
All Public Improvement projects over $500,000 in value or Grading projects larger than 501 cubic yards will be recovered on a deposit and time and materials billing system, per the PW Director's discretion. Overtime rate to be charged in inspections performed after hours, minimum 4 hours.

City of East Palo Alto
Master Fee Schedule 3/15/2024 Engineering, Page 11 of 27 97 City of East Palo Alto
Environmental Services Program
Fee
No.

Fee Name
Fee Unit / Type
(Flat / Deposit /
Hourly)
Notes
Recommended
Fee Level /
Deposit
NPDES
1 BMP Inspection
2,500 to 10,000 square feet each $310
10,001 square feet to 1 acre each $777
1 acre to 5 acres each $2,329
Each additional acre >5 acres per acre $218
2 Grading Inspection for Construction BMPs per 10,000 s.f. $156 3 C.4 Inspection
Low Priority each $156
High Priority each $388
4 Discharge Inspection
Initial Inspection (3 hours) each $465
Each additional hour hourly $156
Monitoring, Sampling or Testing, Lab analysis, cost, and rental equipment charges deposit Actual Cost
5 Illicit Discharge Clean-Up in the Public Right-of-Way Initial Inspection (3 hours) each $465
Each additional hour hourly $156
6 Vacant Property inspections, illegal dumping,
encampments, etc.
each $310
7 Administrative Citation, Minor discharge (inert substance) each [1] $116 8 Administrative Citation, Major Discharge
(non-inert substance, per storm drain impact) each [1] $1,153 9 Other Services not Listed hourly $156
Support to Planning Fees
1 Stormwater Design Review
Single Family each $40
Other
2,500 to 10,000 square feet each $310
10,001 square feet to 1 acre each $777
1 acre to 5 acres each $2,329
Each additional acre >5 acres per acre $545
2 Water Efficiency Landscape Ordinance Plan Review
80% or more low-to-no water use per acre $232
80% or less low-to-no water use per acre $933
City of East Palo Alto
Master Fee Schedule 3/15/2024 Environmental Programs, Page 12 of 27 98 City of East Palo Alto
Environmental Services Program
Fee
No.

Fee Name
Fee Unit / Type
(Flat / Deposit /
Hourly)
Notes
Recommended
Fee Level /
Deposit
3 Solid Waste Enclosure Design Review
Single Family each $40
Other
2,501-5,000 sf each $40
5,000 sf or more: restaurant, auto, retail, nursery, & other high pollutant potential each $78
10,000 sf- 1 acre, all other each $156
1 acre or high concern projects per acre $310
4 Each Additional Plan Review after first three reviews hourly $156 5 Environmental Impact Studies (EIR) each $777
Support to Building Fees
1 Stormwater Design Review
Single Family each $40
Other
2,500 to 10,000 square feet each $310
10,001 square feet to 1 acre each $933
1 acre to 5 acres each $2,329
Each additional acre >5 acres per acre $545
2 Water Efficiency Landscape Ordinance Plan Review
80% or more low-to-no water use per acre $465
80% or less low-to-no water use per acre $1,553
3 Solid Waste Enclosure Design Review
Single Family each $40
Other
2,501-5,000 sf each $78
5,000 sf or more: restaurant, auto, retail, nursery, & other high pollutant potential each $156
10,000 sf- 1 acre, all other each $310
1 acre or high concern projects per acre $465
4 Each Additional Plan Review after first three reviews hourly $156 [Notes]
[1] Penalty Charge
City of East Palo Alto
Master Fee Schedule 3/15/2024 Environmental Programs, Page 13 of 27 99 City of East Palo Alto
Building Services Division
Fee
No.

Fee Name
Fee Unit / Type
(Flat / Deposit /
Hourly)
Notes
Recommended
Fee Level /
Deposit
BUILDING PERMIT AND PLAN CHECK FEES [1]
1 Processing Fee flat $327
2 Building Plan Check - Single Family Residential
$ 5,000
base fee up to
$5,000 $218
$ 5,000
base fee at
$5,000 $218
each additional $1,000 or fraction thereof each add'l
$1,000 $21.77
$ 25,000
base fee at
$25,000 $653
each additional $1,000 or fraction thereof each add'l
$1,000 $8.71
$ 50,000
base fee at
$50,000 $871
each additional $1,000 or fraction thereof each add'l
$1,000 $8.71
$ 100,000
base fee at
$100,000 $1,307
each additional $1,000 or fraction thereof each add'l
$1,000 $3.27
$ 500,000
base fee at
$500,000 $2,612
each additional $1,000 or fraction thereof each add'l
$1,000 $2.06
$ 1,000,000
base fee at
1,000,000
[2] $3,647
City of East Palo Alto
Master Fee Schedule 3/15/2024 Building, Page 14 of 27 100 City of East Palo Alto
Building Services Division
Fee
No.

Fee Name
Fee Unit / Type
(Flat / Deposit /
Hourly)
Notes
Recommended
Fee Level /
Deposit
3 Building Permit/Inspection - Single Family Residential [5] $ 5,000
base fee up to
$5,000 $218
$ 5,000
base fee at
$5,000 $218
each additional $1,000 or fraction thereof each add'l
$1,000 $21.77
$ 25,000
base fee at
$25,000 $653
each additional $1,000 or fraction thereof each add'l
$1,000 $0.00
$ 50,000
base fee at
$50,000 $653
each additional $1,000 or fraction thereof each add'l
$1,000 $17.42
$ 100,000
base fee at
$100,000 $1,525
each additional $1,000 or fraction thereof each add'l
$1,000 $7.08
$ 500,000
base fee at
$500,000 $4,355
each additional $1,000 or fraction thereof each add'l
$1,000 $5.66
$ 1,000,000
base fee at
1,000,000
[2] $7,185
City of East Palo Alto
Master Fee Schedule 3/15/2024 Building, Page 15 of 27 101 City of East Palo Alto
Building Services Division
Fee
No.

Fee Name
Fee Unit / Type
(Flat / Deposit /
Hourly)
Notes
Recommended
Fee Level /
Deposit
4 Building Plan Check - Commercial/Multi-Family/Industrial $ 5,000
base fee up to
$5,000 $218
$ 5,000
base fee at
$5,000 $218
each additional $1,000 or fraction thereof each add'l
$1,000 $24.20
$ 50,000
base fee at
$50,000 $1,307
each additional $1,000 or fraction thereof each add'l
$1,000 $60.98
$ 100,000
base fee at
$100,000 $4,355
each additional $1,000 or fraction thereof each add'l
$1,000 $16.33
$ 500,000
base fee at
$500,000 $10,887
each additional $1,000 or fraction thereof each add'l
$1,000 $108.87
$ 1,000,000
base fee at
1,000,000
$16,332
each additional $10,000 or fraction thereof each add'l
$10,000 $33.63
$ 10,000,000
base fee at
$10,000,000 [3] $46,597
City of East Palo Alto
Master Fee Schedule 3/15/2024 Building, Page 16 of 27 102 City of East Palo Alto
Building Services Division
Fee
No.

Fee Name
Fee Unit / Type
(Flat / Deposit /
Hourly)
Notes
Recommended
Fee Level /
Deposit
5 Building Permit/Inspection - Commercial/Multi-Family/Industrial [5] $ 5,000
base fee up to
$5,000 $218
$ 5,000
base fee at
$5,000 $218
each additional $1,000 or fraction thereof each add'l
$1,000 $14.52
$ 50,000
base fee at
$50,000 $871
each additional $1,000 or fraction thereof each add'l
$1,000 $13.07
$ 100,000
base fee at
$100,000 $1,525
each additional $1,000 or fraction thereof each add'l
$1,000 $15.79
$ 500,000
base fee at
$500,000 $7,839
each additional $1,000 or fraction thereof each add'l
$1,000 $156.78
$ 1,000,000
base fee at
1,000,000
$15,678
each additional $10,000 or fraction thereof each add'l
$10,000 $90.25
$ 10,000,000
base fee at
$10,000,000 [3] $96,897
City of East Palo Alto
Master Fee Schedule 3/15/2024 Building, Page 17 of 27 103 City of East Palo Alto
Building Services Division
Fee
No.

Fee Name
Fee Unit / Type
(Flat / Deposit /
Hourly)
Notes
Recommended
Fee Level /
Deposit

MISCELLANEOUS FEES - FLAT RATE PERMITS
1 Demolition flat $545
2 Commercial Demoliiton
Refer to
Valuation
Table
3 Door/Window Replacements (up to 20 Windows)
Up to 4 Windows flat $435
More than 4 and up to 20 Windows flat $545
Greater than 20 Windows Refer to
Valuation Table
4 Fences
Over 7 ft - 64 l.f. flat $327
Over 7 ft - each additional 16 l.f. over 64 l.f. each $54 CMU fence Refer to
Valuation Table
5 Photovoltaic Systems (Solar Systems) [4]
Solar - Residential each $435
Per kW above 15kW each $5
Solar - Commercial (Up to 50 kW) each $871
Per kW between 51kW - 250kW each $7
Per kW above 250kW each $5
6 Property Research/Site Inspection for Business License each $545 7 Re-roof - Residential
Non-structural up to 10,000 sq. ft. flat $435
Structural or Non-structural greater than 10,000 sq. ft. Refer to Valuation Table
8 Electric Vehicle Charging Station (Residential)
Residential flat $197
Commercial Refer to
Valuation Table
City of East Palo Alto
Master Fee Schedule 3/15/2024 Building, Page 18 of 27 104 City of East Palo Alto
Building Services Division
Fee
No.

Fee Name
Fee Unit / Type
(Flat / Deposit /
Hourly)
Notes
Recommended
Fee Level /
Deposit

MECHANICAL, PLUMBING, ELECTRICAL PERMIT FEES
1 Water Heaters and Residential Commodes each $144
2 Residential/Simple Standalone MPE Permit (fee includes up to 3 from the list below) per project $202
Simple Mechanical Items:

Addition to each heating appliance, refrigeration unit, cooling unit, absorption unit, or each heating, cooling, absorption, or evaporative cooling system.

HVAC change out - existing dwelling
Air-handling unit over 10,000 CFM
Evaporative cooler
Ventilation fan connected to a single duct
Hood and duct system
Duct systems
Miscellaneous mechanical (wall furnace, condensing units, gas outlet/gas test, etc.)
Other simple mechanical
Simple Electrical Items:

Receptacle, switch, and lighting outlets
Lighting fixtures
Pole or platform-mounted lighting fixtures
Theatrical-type lighting fixtures or assemblies
Residential appliances
Appliances not exceeding one horsepower (HP), kilowatt
(KW), or kilovolt-ampere (KVA), in rating
Busways
Trolley and plug-in-type busways - each 100 feet or fraction thereof
Signs, outline lighting, and marquees
Signs, outline lighting, or marquees supplied from one branch circuit
Services of 600 volts or less and not over 400 amperes in rating
Miscellaneous apparatus, conduits, and conductors
Residential solar photovoltaic systems
Residential swimming pools
Portable generators less than 10,000 W
City of East Palo Alto
Master Fee Schedule 3/15/2024 Building, Page 19 of 27 105 City of East Palo Alto
Building Services Division
Fee
No.

Fee Name
Fee Unit / Type
(Flat / Deposit /
Hourly)
Notes
Recommended
Fee Level /
Deposit
Temporary power panel/service
Temporary power pole
Other simple electrical
Simple Plumbing Items:

Plumbing fixtures
Building sewer
Rainwater systems
Water heater
Industrial waste pretreatment interceptor
Water piping and/or water treating equipment
Repair or alteration of drainage or vent piping
Lawn sprinkler systems
Backflow devices
Atmospheric-type vacuum breakers
Gas test
Gas outlets
Solar water systems
Other simple plumbing
3 Complex/Commercial Standalone MEP Permits Refer to
Valuation Table
City of East Palo Alto
Master Fee Schedule 3/15/2024 Building, Page 20 of 27 106 City of East Palo Alto
Building Services Division
Fee
No.

Fee Name
Fee Unit / Type
(Flat / Deposit /
Hourly)
Notes
Recommended
Fee Level /
Deposit

ADDITIONAL PLAN REVIEW / INSPECTION SERVICES
1 Alternative Means and Methods hourly $218
2 Extension Requests for Building Permits hourly $218
3 Replacement of Job Card (Building Permit Card) hourly $218 4 Deferred Submittals hourly $218
5 Inspection Supplemental Fee (Projects that require more inspections than average, the Building Official may charge additional inspection fees)
hourly $218
6 Accessibility Hardship Exemption hourly $218
7 Additional Plan Check required by changes, additions, or revisions to plans hourly $218
8 Appeals each $575
9 Certificate of Occupancy each $435
10 Fire Damage Inspection each $692
11 Inspections outside of normal business hours hourly
(2 hr min) $247
12 Pre-Site Inspection / Re-inspection - SFD each $218
13 Pre-Site Inspection / Re-inspection - Other than SFD each $327 14 Records Research per 30 minutes $109
15 Re-inspection hourly $218
16 Written Interpretation of Building Code each $435
City of East Palo Alto
Master Fee Schedule 3/15/2024 Building, Page 21 of 27 107 City of East Palo Alto
Building Services Division
Fee
No.

Fee Name
Fee Unit / Type
(Flat / Deposit /
Hourly)
Notes
Recommended
Fee Level /
Deposit

PLANNING OR ENGINEERING PROJECT REVIEW BY THE BUILDING DIVISION 1 Tentative Map Review each $218
2 Final Maps (up to 25 lots) each $218
3 Final Maps (>25 lots) each $327
4 Design Review each $435
5 Temporary Use Permit each $327
[Notes]
[1] Includes MPE fees when in combination with a Building Permit [2]
All projects over $1,000,000 in value will be recovered on a deposit and time and materials basis, per the Building Official's discretion. Overtime rate to be charged on inspections performed after hours, minimum 2 hours.
[3]
All projects over $10,000,000 in value will be recovered on a deposit and time and materials billing system, per the Building Official's discretion. Overtime rate to be charged on inspections performed after hours, minimum 4 hours. [4] Fees shall not exceed the amounts as stated in GC 66015. [5] Permits over $100k in valuation are subject to a 25.3% General Plan Update Surcharge.

City of East Palo Alto
Master Fee Schedule 3/15/2024 Building, Page 22 of 27 108 City of East Palo Alto
Police Department Fes
Fee
No.

Fee Name
Fee Unit / Type
(Flat / Deposit /
Hourly)
Notes
Recommended
Fee Level /
Deposit
POLICE FEES [1]
1 Fingerprinting (livescan) each [1] $25
2 Vehicle Release [2]
During Regular Business Hours each $25
During Nights or Weekends or Holidays each $145
Tow Company Cost each Actual Cost
3 Repossession - Verification Fee each [6] $15
4 Proof of Correction Citation - Sign-off each [7] $25
5 Clearance Letter each $15
6 Permit Review - Private Security Company each $359
7 False Alarm Response - (charge is per response after first two responses within a single calendar year) per officer [3] $65 8 Loud Party Response - (charge is per response after first response in one calendar month)
per minute / per
officer / per
dispatcher
[4] $4
9 Assistance to Planning Division -
Security Plan Review for New Business each $462
10 Redaction Services - Body Worn Camera Video (City Staff) hourly - min 1 hr.
[5] $290
11 Redaction Services - Body Worn Camera Video (Contractor) City Processing each $128
Consultant Cost each Actual Cost
12 Officer Support of City Special Events hourly - per
officer $128
[Notes]
[1] Plus pass-through of any outside agency fees (e.g. Department of Justice fees). [2] Towing fees are paid separately.
[3] Fee waived for first two responses per calendar year. [4] Fee waived for first response per 120 days.
[5] Redaction Services which take longer than 1 hour will be charged at actual cost of time & materials.
[6] Fee capped at $15 per Section 28 of the Vehicle Code. [7] Fee capped at $25 per Section 68084 of the Government Code.

City of East Palo Alto
Master Fee Schedule 3/15/2024 Police, Page 23 of 27 109 City of East Palo Alto
Community Services Division
Fee
No.

Fee Name
Fee Unit / Type
(Flat / Deposit /
Hourly)
Notes
Recommended
Fee Level /
Deposit

COMMUNITY SERVICES FEES
1 Special Event Permit - Application Processing
Category 1 Events [1] $59
Category 2 Events [2,5] $182
Category 3 Events [3,5] $489
Police - Alcohol Distribution per event $65
2 Special Event Permit - On-Site Event Support
Community Services Staff - Business Hours hourly $236
Community Services Staff - After Business Hours hourly $255 Other City Departments hourly See Department
Fee Schedules
Fire / County Health Department hourly See Agency Fee
Schedule
3 Building Facility Rental Fees
Residents of East Palo Alto
Community Room (at City Hall)
hourly -
minimum 2
hours
$17
Cooley Landing
hourly -
minimum 2
hours
[4] $87
Senior Center [6] $17
Non-Residents of East Palo Alto
Community Room (at City Hall)
hourly -
minimum 2
hours
$41
Cooley Landing
hourly -
minimum 2
hours
[4] $154
Senior Center [6] $41
4 Park Facility Rental Fees
All Locations - rental of park, pavilion, or barbeque areas for special events
hourly -
minimum 2
hours
$17
[Notes]
[1] Small gatherings of less than 50 attendees (no Alcohol) - No outside review needed [2] Small gatherings of less than 50 attendees (no Alcohol) or Large gatherings of more than 50 attendees - Review by Police needed
City of East Palo Alto
Master Fee Schedule 3/15/2024 Community Services, Page 24 of 27 110 City of East Palo Alto
Community Services Division
Fee
No.

Fee Name
Fee Unit / Type
(Flat / Deposit /
Hourly)
Notes
Recommended
Fee Level /
Deposit
[3] Block Party, Community Event, Parade/Street Closure - Review by Police, Fire, Building, Engineering, Environmental Services needed.
[4] Cooley Landing subject to $500 cleaning deposit.
[5] May also be subject to Fire fee.
[6] Limited Availablity
City of East Palo Alto
Master Fee Schedule 3/15/2024 Community Services, Page 25 of 27 111 City of East Palo Alto
Development Impact
Fee
No.

Fee Name
Unit / Data Input
Required
Notes
Recommended
Fee Level /
Deposit
Development Impact Fees & In-Lieu Fees
1 Housing
Commercial Linkage (Office/Medical/R&D) Square Foot $13.55 2 Parks and Trails
Detached ADU Dwelling Unit [1,2] $1,994.62
Other Non-Residential Peak Service Population $1,107.72 Single-Family Dwelling Unit (Rental) $4,987.16
Townhouse Dwelling Unit (Rental) $4,987.16
Multi-Family Housing Dwelling Unit (Rental) $3,435.39
Office/Research & Development Square Foot $1.40
Industrial Square Foot $0.55
Retail Square Foot $0.92
3 Public Facilities
Detached ADU Dwelling Unit [1,2] $3,498.14
Single-Family Dwelling Unit $8,745.93
Townhouse Dwelling Unit $8,745.93
Multi-Family Housing Dwelling Unit $6,024.90
Other Non-Residential Peak Service Population $1,943.95 Office/Research & Development Square Foot $2.42
Industrial Square Foot $0.99
Retail Square Foot $1.61
4 Storm Drainage
Detached ADU within RBD Dwelling Unit [1,2,3] $2,336.12 Single-Family within RBD Dwelling Unit [3] $5,840.27
Detached ADU outside RBD Dwelling Unit [1,2,3] $1,351.47 Single-Family outside RBD Dwelling Unit [3] $3,378.68
All other Land Uses within RBD Impervious acre [3] $146,006.87 All other Land Uses outside RBD Impervious acre [3] $84,466.79 5 Transportation
Detached ADU Dwelling Unit [1,2] $1,137.89
Single-Family Dwelling Unit $2,845.32
Townhouse Dwelling Unit $2,845.32
Multi-Family Housing Dwelling Unit $2,141.84
Other Non-Residential PM Peak Hour Vehicle Trips
& Internal Trips Percentage $8,323.60
Office/Research & Development Square Foot $8.84
Industrial Square Foot $5.76
Retail Square Foot $8.84
City of East Palo Alto
Master Fee Schedule 3/15/2024 Impact, Page 26 of 27 112 City of East Palo Alto
Development Impact
6 Water Capacity
Single-Family Dwelling Unit $9,830.72
Townhouse Dwelling Unit $9,830.72
Multi-Family Housing Dwelling Unit $6,050.23
Detached ADU Dwelling Unit [2] $6,050.23
Other Non-Residential Meter Size - 3/4" $14,367.80
Other Non-Residential Meter Size - 1" $23,946.33
Other Non-Residential Meter Size - 1.5" $47,893.88
Other Non-Residential Meter Size - 2" $76,629.47
Other Non-Residential Meter Size > 2",
Gallons Per Day $37.80
[Notes]
[1]
[2] The lessor of this amount or the maximum allowed by law. [3] RBD - Ravinswood Business District
Fee is exempt for Accessory Dwelling Units (ADUs) equal to or smaller than 750 square feet.

For ADUs greater than 750 square feet, fee proportional.

Proportion allocated on square footage of ADU relative to primary residence.

City of East Palo Alto
Master Fee Schedule 3/15/2024 Impact, Page 27 of 27 113 POLICY AND ACTION 9.1

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: April 2, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Humza Javed, Public Works Director
Hanson Hom, Deputy Manager, Special Projects
SUBJECT: Discussion of Framework for Nexus Study and Financial Feasibility Analysis for Updating the City’s Development Impact Fees
Recommendation
After receiving a report from staff, discuss and comment on the framework for preparing the nexus study and financial feasibility analysis for updating the City’s development impact fees for transportation infrastructure, water capacity, storm drainage, parks and trails, and public facilities.

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

Priority: Implement the Comprehensive Transportation and Mobility Plan Priority: Ensure Our Financial and Organizational Health Priority: Improve the City's Water Infrastructure
Priority: Develop and Implement a Comprehensive Facilities Master Plan Priority: Enhance Community Services and Parks for Residents 114
POLICY AND ACTION 9.1
Background
The City’s authority to assess development impact fees is defined by East Palo Alto Municipal Code Chapter 13.24, Article V, for water system development fees, and Chapter

13.28 for transportation infrastructure, storm drainage, parks and trails, and public facilities impact fees. Development impact fees were adopted pursuant to California Government Code Section 66000 et seq. ("Mitigation Fee Act") and other applicable state laws. The purpose of the fees is to ensure that future development will contribute a reasonable fair share contribution to fund the construction of necessary public facility and infrastructure improvements to serve future development, and to ensure that existing residents and developments will not bear a disproportionate share of the cost for these improvements. Development impact fees apply to new, expanded, or intensified residential, office, industrial, and retail development. They are one-time fees that are typically collected at building permit issuance and are placed into special fund accounts that are earmarked for identified projects in the City's Capital Improvement Program (“CIP”).

The water capacity development fee was enacted on July 17, 2018, at the end of a twoyear water moratorium after the City was able to secure the necessary water supply allocation from Palo Alto and Mountain View to accommodate planned growth in the City’s Vista 2035 General Plan. The fee funds water supply and capital improvements necessitated by new development. The transportation infrastructure, storm drainage, parks and trails, and public facilities impact fees were enacted on March 19, 2019, to fund CIP infrastructure improvements that are necessary to serve future development. These fees were established through a nexus study in compliance with applicable law, including the Mitigation Fee Act, and are adjusted annually equal to the change in the Construction Cost Index as published by the Engineering News Record (20-Cities Average).

Information on the City-wide Development Fee Program is available at:
https://www.ci.east-palo-alto.ca.us/publicworks/page/city-wide-development-impact-feeprogram. Attachment 1 indicates the City’s existing development impact fees.

Since the adoption of development impact fees in 2018 and 2019, the conditions and underlying assumptions for the nexus study have changed, which warrants a new study and updated impact fees. Most significant is the current update of the Ravenswood Business District/4 Corners Specific Plan (“Specific Plan”) which proposes increasing the development capacity in the Specific Plan area from approximately 1.3 million square feet of office space per the existing Specific Plan (2013) to 2.82 to 3.35 million square feet of office space per the pending Specific Plan Update. Developers have requested a cost estimate of these obligations in order to submit a realistic community benefits package with their development applications for the City’s consideration. 115
POLICY AND ACTION 9.1
Additionally, Assembly Bill (AB) 602 became law on January 1, 2022, that established new requirements for nexus studies, including a preference that impact fees for housing projects be assessed proportionately to the square footage of proposed units. A nexus study is not required to use square footage as a metric for calculating residential impact fees if it makes certain findings justifying why anther metric is appropriate, bears a reasonable relationship between the fee charged and the burden place on development, and ensures that smaller developments are not disproportionately charged compared to their impact. Currently, the City’s impact fee schedule for residential uses is primarily based on a fee for a single-family/townhouse unit, a multi-family unit, and an accessory dwelling unit. Additionally, cities must define their level of service standards and justify if proposed fees seek to achieve a higher level of service than currently exists in the community.

At a City Council meeting on April 18, 2023, the Council authorized the issuance of request for proposals (“RFP”) to obtain an economic consultant to prepare an updated nexus study and financial feasibility analyses. After completion of the RFP process, on October 17, 2023, the City Council authorized entering into an agreement with Willdan Financial Services to prepare both update reports. Work on the nexus study and financial feasibility analysis began in November 2023.

The nexus study will update fees related to the impact of new development on the City’s water capacity and infrastructure, parks and trails, public facilities, transportation infrastructure, and storm drainage system. The nexus study will establish the maximum justifiable or supportable impact fees to fund additional public facility and infrastructure improvements that will be needed to serve proposed developments. The study will update the fees to reflect the latest scope and cost estimates of CIP projects that are appropriate to be funded with development impact fees. Based on the results of the nexus study, the financial feasibility analysis will assess the financial effect of the maximum justifiable impact fees on private development using project prototypes. This analysis will provide a pro forma framework for adjusting impact fees to address project feasibility and other City priorities if desired. Additionally, Willdan will provide a comparison of the updated impact fees with comparable fees currently collected by surrounding cities.

Analysis
The purpose of this City Council item is to present the underlying assumptions, methodology options, and the status of the nexus study for the City Council’s initial discussion and comments. Additionally, the framework for the financial feasibility analysis will also be presented for City Council comments, which will include an overview of the process for preparing the pro forma analyses and the suggested development prototypes to be evaluated. No action is requested at this meeting, and an additional opportunity for City Council input will occur in May or June 2024 to receive further input before both reports are finalized.
116
POLICY AND ACTION 9.1
Nexus Study
The nexus study and financial feasibility analysis are being prepared following commonly accepted methodology in compliance with the Mitigation Fee Act and other applicable state laws. In December 2023, as required by AB 602, the Department of Housing and Community Development (“HCD”) issued a report entitled “Impact Fee Study Templates” that provides a framework, recommendations, and step-by-step guidelines for preparing nexus studies to comply with the state Government Code. https://www.hcd.ca.gov/sites/default/files/docs/policy-and-research/plan-report/nexusstudy-template.pdf. The nexus study being prepared by Willdan closely adheres to the recommendations and guidelines in this report. Both Willdan consultants, James Edison and Carlos Villarreal were contributors to this document.

The nexus study will identify the maximum justifiable impact fees that meet the requirements of the Mitigation Fee Act. As a policy decision, the City Council can elect to adopt a fee schedule that is less than the maximum allowable amounts identified in the study. The feasibility analysis can provide insight into what impact fee levels the City Council may want to implement if they are less than the maximum amounts.

The nexus study is based on available City data and the amount of planned growth in the City’s Vista 2035 General Plan and the Ravenswood Business District/4 Corners Special Plan Update (Specific Plan Update). Along with the City’s CIP, these data inform the project lists of needed improvements Citywide, and within RBD. From these identified facility needs, the fair share allocation of projects needed to accommodate planned growth is determined, which is translated into a cost per demand unit, such as a cost per vehicle trip. Based on different demand characteristics of different land uses (trip generation per square foot, residential and employment density per square foot, etc.), a fee will be identified for four general land use categories: residential, office/research and development, industrial, and retail. The updated ordinance will continue to allow for fee adjustments or credits based on specific project attributes.

The nexus study will consider two different growth scenarios for the Specific Plan Update: 2.82 million square feet and 3.35 million square feet of office/research and development (R&D). The magnitude of total development in RBD will affect the allocation of facilities and infrastructure costs to new development Citywide, and to new development within RBD.

Development impact fees are calculated to fund the cost of public improvements, facilities, and other infrastructure required to accommodate growth. The six steps being followed for the nexus study include:
117
POLICY AND ACTION 9.1

1. Estimate existing development and future growth: Identify a base year for existing development and a growth forecast that reflects increased demand for public facilities due to new development

2. Identify facility standards: Determine the facility standards used to plan for new and expanded facilities;

3. Determine facilities required to serve new development: Estimate the total amount of planned facilities, and identify the share required to accommodate new development;

4. Determine the cost of facilities required to serve new development: Estimate the total amount and the share of the cost of planned facilities required to accommodate new development;

5. Calculate fee schedule: Allocate facilities costs per unit of new development to calculate the development impact fee schedule; and

6. Identify alternative funding requirements: Determine if any non-fee funding is required to complete the projects.

The key public policy issue in development impact fee studies is the identification of facility standards (step #2, above). Facility standards document a reasonable relationship between new development and the need for new facilities. Standards ensure that new development does not fund deficiencies associated with existing development.

Allocating Costs to New Development
The updated fee study uses three approaches to allocate capacity expanding facility costs to new development through the impact fees. The advantages and disadvantages of each method is summarized below:

A. Planned Facilities Method
The planned facilities method allocates costs based on the ratio of planned facility costs to demand from new development as follows:

Cost of Planned Facilities = $/unit of demand
New Development Demand
118
POLICY AND ACTION 9.1
This method is appropriate when planned facilities will entirely serve new development, or when a fair share allocation of planned facilities to new development can be estimated. An example of the former is a wastewater trunk line extension to a previously undeveloped area. An example of the latter is a portion of a roadway that has been identified as necessary to mitigate the impact from new development through traffic modeling analysis. Under this method, new development will fund the expansion of facilities at the standards used in the applicable planning documents.

B. System Plan Method
This method calculates the fee based on the value of existing facilities plus the cost of planned facilities, divided by demand from existing plus new development:

Value of Existing Facilities + Cost of Planned Facilities = $/unit of demand Existing + New Development Demand
This method is useful when planned facilities need to be analyzed as part of a system that benefits both existing and new development. It is difficult, for example, to allocate a new park solely to new development when that park will operate as part of a system of parks that together achieve the desired level of service.

The system plan method ensures that new development does not pay for existing deficiencies. Often facility standards based on policies such as those found in General Plans are higher than the existing facility standards. This method enables the calculation of the existing deficiency required to bring existing development up to the policy-based standard. An important consideration is that East Palo Alto must secure non-fee funding for that portion of planned facilities required to correct the deficiency to ensure that new development receives the level of service funded by the impact fee.

C. Buy-In Method
The buy-in method is based on the value of the existing system’s capacity. This method is typically used when the existing system has sufficient capacity to serve new development now and into the future. Under the buy-in methodology, new development “buys” a proportionate share of existing capacity at the current value of the existing facilities. The buy-in fee is determined by taking the current value of assets (replacement cost new, less depreciation) divided by the current capacity provided by the system. Responsibility for new capital improvements is then shared equally by all customers. A simplified version of the calculation equation is:

Present Value of Existing Facilities = cost per unit of demand Existing System Capacity
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POLICY AND ACTION 9.1
For East Palo Alto, this approach is appropriate for setting an impact fee to pay for the for the City’s water supply allocation, where an extra allocation was acquired in 2018 to serve planned development in the Vista 2035 General Plan.

Development Impact Fee Update Considerations
Several considerations must be factored into the City’s nexus study methodology.

These are summarized below:

1. Impact Fee Zones: Depending on the fee category, impact fees are proposed to be calculated based on demand for facilities from separate geographical areas: the Ravenswood Business District (RBD) and the remainder of the City. For instance, it is expected that different impact fees (RBD and non-RBD) will be calculated for transportation infrastructure, water capacity, and storm drainage impact fees. Other facilities and improvements will generally benefit the entire City equally, such as parks and trails and public facilities, and a citywide fee is currently recommended.

2. Facilities to be Funded by the Fees: Projects to be funded by the impact fees have been identified from the City’s Capital Improvement Plan, Parks Master Plan, Water System Master Plan, and the Transportation Impact Analysis and Utilities Infrastructure Study prepared for the Specific Plan Update. The planned facilities and the allocation of these facilities costs to new development drive the impact fee calculations. The remainder of the costs not allocated to the impact fees can be thought of as existing deficiencies. These costs represent the share of project costs that must be funded by sources other than the impact fees. The following discusses the projects and fee allocation approaches by impact fee category. a. Parks and Trails: System Plan Method
Capacity expanding projects are defined in the City’s Parks Master Plan and the City’s CIP. These facilities form a Citywide network that is accessible to all residents and people who work within the City. A citywide fee approach is used since the facilities will serve existing and new development Citywide.

Costs are proposed to be allocated to new development based on the system plan allocation method. This methodology is appropriate because the facilities represent an increase in the level of service and will serve existing and new development. The system value of all parks and trails facilities (existing and new) relative to the planned service population drives the fee calculation. The estimated replacement cost of 23.89 existing park acres is $106.5 million, based on assumptions from the City’s Recreation, and Open Space Master Plan, and an assumed land acquisition estimate of approximately $3.3 million per acre. 120
POLICY AND ACTION 9.1
Table 1 presents the parks and trails project costs that will be partially allocated to new development through the impact fee. Based on preliminary calculations roughly 63% to 67% of the net project costs can be funded through an impact fee using the system standard approach. The remaining costs benefit the existing population and cannot be funded through impact fees, and must be fully funded by other means, or else new development will have been overcharged. b. Public Facilities: System Plan Method
Capacity expanding projects are defined in the City’s CIP. These facilities will house services needed to accommodate people who live and work within the City. A citywide fee approach is used since the facilities will serve existing and new development Citywide.

Costs are proposed to be allocated to new development based on the system plan allocation method. This methodology is appropriate because the facilities represent an increase in the level of service and will serve existing and new development. The City’s existing inventory of public facilities is relatively small, because it provides services for several leased facilities, including the police station and public works yard. The system value of all public facilities (existing and new) relative to the planned service population drives the fee calculation.

The existing replacement cost of the City’s owned public facilities is $37.4 million.

Based on preliminary calculations roughly 37% to 39% of the net project costs can be funded through the impact fees using the system standard approach. The remaining costs benefits the existing population and cannot be funded through impact fees, and must be fully funded by other means, or else new development Table 1: Parks and Trails Projects
Project No. Project Name Total Cost Funded Net Cost
PK-04 MLK JR Park Expansion $ 21,000,000 $ - $ 21,000,000 PK-05 Joel Davis Park Restroom 424,695 424,695 -
PK-06 New Trails and Sidewalks in Ravenswood 15,000,000 - 15,000,000 PK-07 San Francisquito Park and Trail 5,108,000 - 5,108,000 PK-08 Jack Farrell Park Improvements 2,421,000 - 2,421,000 PK-09 Baylands Park 4,400,000 - 4,400,000
PK-10 Bell Street Park Improvements 16,000,000 - 16,000,000 PK-11 New Parks in Ravenswood/4 Corners Area 22,300,000 - 22,300,000 PK-12 Hetch Hetchy Aqueduct Linear Park 3,100,000 - 3,100,000 PK-14 Park Fitness Equipment Installation 95,000 - 95,000 PK-20 Rutgers Trail Gate 100,000 50,000 50,000
PK-22 Joel Davis Park Improvements 1,197,000 - 1,197,000 PK-21 Pocket Park at Newbridge 384,000 - 384,000
Total $ 91,529,695 $ 474,695 $ 91,055,000
Draft allocation of net costs to new development ranges from 63% to 67% depending on RBD growth scenario. 121
POLICY AND ACTION 9.1
will have been overcharged. The allocation to new development for this fee category is lower than the allocation for the parks and trails fee because the existing level of service is lower, which reflects the fact that the City currently owns few public facilities (i.e. the police facilities, public works yard, etc. are leased and not reflected in the existing facilities inventory). Consequently, this facility category has a relatively larger deficiency that cannot be funded through impact fees.
c. Transportation Infrastructure: Planned Facilities Method The transportation impact fee will vary by geography. Two impact zones are proposed. A “Citywide” impact fee will allocate project costs to growth citywide. A “RBD” impact fee will be driven by projects triggered by growth in the RBD area and will only be charged in the RBD. RBD development will pay both the Citywide and RBD transportation impact fees. Both the RBD component of the Citywide fee and the RBD-only fee will reflect a 40% trip reduction that is mandated by the City’s TDM ordinance. The transportation modeling prepared by Hexagon Transportation Consultants, Inc., to identify mitigation projects and allocate costs to the RBD reflects the assumed 40% trip reduction.

The planned facilities allocation approach is proposed for determining transportation impact fees because the share of each project needed to serve new development can be identified using transportation modeling. The net allocated costs drive the fee calculation.

Table 2: Public Facilities Projects
Project No. Description Total Cost Funded Net Cost
FA-02 Community Development building $ 120,000 $ - $ 120,000 FA-05 New Police Department Building 25,000,000 - 25,000,000 FA-06 Corporation Yard 100,000 - 100,000
FA-07 City Hall Purchase 60,000,000 - 60,000,000
FA-09 New Facilities in Ravenswood Specific Plan Area 10,000,000 - 10,000,000 FA-10 Electric Vehicle Charging Station 350,000 - 350,000 FA-11 City Facility Energy Upgrades 100,000 - 100,000
FA-13 City Hall Tenant Improvement 350,000 - 350,000
FA-16 City of East Palo Alto Library 33,000,000 1,900,000 31,100,000 FA-17 Police Department Facility Improvements 400,000 400,000 - Total $ 129,420,000 $ 2,300,000 $ 127,120,000
Draft allocation of net costs to new development ranges from 37% to 39% depending on RBD growth scenario. 122
POLICY AND ACTION 9.1
Table 3 displays the Citywide transportation project list.

Table 3: Citywide Transportation Projects
Project No. Description Total Cost Funded Net Cost
ST-24C Weeks at Pulgas Traffic Signal $ 660,000 $ - $ 660,000 ST-24D Weeks at Clarke Traffic Signal 660,000 - 660,000 ST-28 East Bayshore Improvements 2,400,000 400,000 2,000,000 ST-29 University Avenue Grand Corridor 15,000,000 - 15,000,000 Total $ 18,720,000 $ 400,000 $ 18,320,000
Draft allocation of net costs to new development ranges from 47% to 49% depending on RBD growth scenario. 123
POLICY AND ACTION 9.1
Table 4 displays the RBD-specific project list. Note that these project costs are allocated to new development based on transportation modeling and, as noted above, assumed a 40% trip reduction for RBD development. Additionally, the allocation to new development will vary based on the amount of development capacity that will be allowed in the Specific Plan Update.

The major RBD transportation project is the Loop Road at an estimated cost of $25 million. This project is not a required mitigation measure based on the transportation modeling but is identified in the existing Specific Plan. While the cost would not be borne entirely by RBD developers, it would be a significant component of the RBD transportation impact fee. A future decision concerns the inclusion or exclusion of this project, and if included the impact on project feasibility.

Table 4: RBD Transportation Project List
Project No. Description Total Cost Funded Net Cost
1 Willow Rd (SR 114) and Bayfront Expy (SR 84) $ 1,224,738 $ 208,205 $ 1,016,533 2 Willow Rd (SR 114) and Newbridge St 307,997 307,997 - 3 University Ave (SR 109) and Bayfront Expy (SR 84) 329,565 56,026 273,539 4 Newbridge Street and Bay Rd 1,000,000 - 1,000,000
5 Euclid Ave and Donohoe St 1,505,823 597,061 908,762
6 US 101 Northbound On Ramp and Donohoe St 2,133,250 845,837 1,287,413 7 University Ave (SR 109) and Loop Rd (future) 1,000,000 - 1,000,000 1,225,000 - 1,225,000
8 University Ave (SR 109) and Purdue Ave 1,000,000 - 1,000,000 11 University Ave and Bay Rd 1,750,000 14,300 1,735,700 2,000,000 14,300 1,985,700
14 University Ave and Donohoe St 5,925,693 507,708 5,417,985 18 US 101 NB Off Ramp and Donohoe St 139,428 3,073 136,355 19 Cooley Ave and Donohoe St 83,657 1,583 82,074
21 Clarke Ave and Bay Rd 1,000,000 62,469 937,531
1,225,000 62,469 1,162,531
23 Clarke Ave and Runnymede St 1,000,000 - 1,000,000
26 Demeter St and Bay Rd 1,000,000 - 1,000,000
27 Pulgas Ave and Bay Rd 1,250,000 94,556 1,155,444
28 Pulgas Ave and Weeks St 1,000,000 36,477 963,523
29 Pulgas Ave and Runnymede St 1,000,000 31,908 968,092 1,225,000 31,908 1,193,092
30 Pulgas Ave and O'Connor St 1,000,000 - 1,000,000
34 University Ave (SR 109) and Adams Dr 1,249,276 1,249,276 - 35 Clarke Ave and Schembri Lane/Garden Street 1,000,000 - 1,000,000 42 Pulgas Ave and Emmerson St (Future) 700,000 - 700,000 45 Tara Rd and Bay Rd 1,000,000 - 1,000,000
Loop Road 25,000,000 - 25,000,000
Total $ 58,274,427 $ 4,125,152 $ 54,149,274
Draft allocation of net costs to new development ranges from 54% to 67% depending on RBD growth scenario and whether or not Loop Road is included.
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POLICY AND ACTION 9.1
d. Water Capacity (hybrid approach): Buy-in Method and Planned Facilities Method The water capacity fee is comprised of three components:
 The first component consists of new development “buying into” the existing excess capacity of the City’s current water facilities. The buy-in component is based on a depreciated water distribution replacement cost of $4.4 million.  The second component uses a planned facilities approach similar to the transportation impact fee, where each project’s specific allocation to new development drives the fee calculation. Capital improvement projects are based on the Water System Master Plan (2022), plus projects identified in the RBD/4 Corners Utilities Infrastructure Study (2023). Table 5 displays the project list.
 The third component, which is not included in Table 5, are water supply costs.

These costs amount to at $5 million for 1 million gallons per day of supply assurance.
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POLICY AND ACTION 9.1
Table 5: Water Facilities Project List
Project
No. Description Total
WS-01B Emergency Water Connects - Palo Alto Park Mutual $ 545,000 WS-01C Emergency Water Connects - O'Connor Tract Co-OP 350,000 WS-01D Emergency Water Connects - O'Brien Kavanaugh 365,000 WS-04 Second Groundwater Well 3,100,000
WS-08 Martin Luther King Jr. Park Stormwater Capture and Reuse-$ 640,000 WS-03A New Storage Tank ‐ East of Highway 101 6,000,000 WS-03B New Storage Tank - West of Highway 101 6,000,000 WS-05 Water Tank Siting Study 100,000
P-2 New pipeline, SFPUC Turnout 1,423,000
P-5 Pipeline Improvements for the Ravenswood Business
District Specific Plan 7,850,000
P-13
Replace existing 8" CI, 10" AC, and 10" unknown mains from connection to the 1240 O'Brien turnout on O'Brien Drive through an existing easement to Ralmar Avenue with new 12" PVC main 845,000
P-16 X2 Pipeline replacements(Euclid)(Donahoe) 2,792,000 New SFPUC Turnout
Replace 4''Cl main on Jervis between Bay rd and Newbridge St with new 8'' PVC main 2,713,000
Replace existing 4'' Cl main on Laurel Ave between Newbridge St and Alberni with new 8''PVC main
Replace existing 2'' main on Mello St between Bay rd and Newbridge with new 8'' PVC
Replace existing 4'' Cl main on Gonzaga St between Purdue Ave and Notre Dame with new 8;; PVC
Replace existing 10" CI main on Demeter St between 351 Demeter St and 255 Demeter St with new 16" PVC main. 7,850,000
Replace existing 6' CL mains on Demeter St between 255 Demeter St and Bay Rd and North of Bay Road an don Weeks St between Pulgas to the deadend with 12" PVC Main
Replace existing 8'' Cl mains on Pulgas Ave between Bay Rd and North of Bay Rd and on Weeks street between Pulgas Ave to the deadend with new 12" PVC Main
Install 12" PVC Main connecting Pulgas Ave and Tara St anbd replace existing 10'' Cl mains connecting Demter st and Pulgas
P-8 Replace existing 4'' Cl main on Hunter Street bewteeb Purdue Ave and Georgetown St with new 8 PVV 760,000
P-9 Replace existing 4'' cl main on Baylor st between Notre Dame and Michigan 760,000 P-10 Replace existing 4"Cl main in Gonzaga st between Michigan Ave and Bay road with new 8" PVC 556,000
p-11 Replace existing 4' Cl main on Farrington Way between Kavanagh Dr and Ursula way with New 8' PVC main 769,000
P-4
P-5
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POLICY AND ACTION 9.1
Table 5: Water Facilities Project List Continued
P-12 Replace existing 4' Cl main on Hazelwood Way between Kavanaugh Dr and Ursula Way 1,068,000
P-13
Replace existing 8" CI, 10" AC, and 10" unknown mains from connection to the 1240 O'Brien turnout on O'Brien Drive through an existing easement to Ralmar Avenue with new 12" PVC main 845,000
P-14 New Pressure Reducing Valve 2,529,000
P-15 Pipelone Replacement(4) and Connection 3,968,000
P-16 X2 Pipeline replacements(Euclid)(Donahoe) 2,792,000 P-17 X2 Pipeline replacements(Sacramento st)(Weeks and Univ) 1,148,000 P-19 Pipeline Replacment (Runnymede and Donahoe) 1,852,000 P-20 Replace Pipeline 6' main on Euclid between Runnymeade and Donahoe 1,797,000 P-21 3 Pipeline replacements 2,910,000
Replace existing 4Cl main on Garden St between Clarke Ave 1004 Garden St with new 8'' PVC Main 3,690,000
Replace existing 4Cl'' and 6'' Cl main on Garden St between Pulgas Ave to the dead end to the east with new 8" PVC Main
Replace existing 4 Cl'' main on on Terra Villa St between Garden St and Beech St with new
Replace existing 4Cl maiin on Beech st between Clarke Ave and Brentwood Ct with new 8'' PVC Main
Replace existing 6'' Cl main on Cypress St between Pulgas Ave and the dead end to the east with new 8'' PVC Main
P-23 Replace existing 8'' Cl main on Myrtle St between Clarke Ave and Pulgas Ave and on Pulgas Ave from Myrtle St O'Conner St with new 8'' PVC main 1,882,000 P-24
Pipeline Replacment - Existing 6 Cl main on O'Conner Rd between Larkspur dr and 1161 O'Conner st and O'Conner and the 6'' main from O'Conner St to 421 Daisy Ln with new 8'' PVC main 667,000
P-25 Connect the two hydrant within the shopping mall at 1721 E Bayshore Rd to the existing 12'' PVC at E.Bayshore rd with 12'' PVC main 160,000 P-27 Replace existing 4''CL main on Camelia Ct from Camelia Dr to the end of the circle with new 8'' PVC Main 353,000
P-28 Replace existing 4'' Cl main on Aster Way between Daphne Way and Wisteria Dr with 8'' PVC 770,000
Pipeline replacement e,Baysh between1805 E. Baysh and Pulgas 1,290,000 Pipeline Replacement on East Bayshore Road
P-30 X2 Pipeline replacements(Woodland)(CLarke and Woodland) 2,949,000 P-31 New Pipeline Connection - Install 10'' PVC Main to connect mission dr to W bayshore Rd 73,000
Pipeline Replacement - Replace existing 6'' CI on Capital Ave and W Bayshore Rd between the
intersection of Scofield Ave and Capital Ave to the Intersection of W Bayshore Rd and Newell Rd with 12'' PVC main 2,840,000
Replace existing 8'' CI on Newell Rd between W Bayshore Rd and Woodland Ave with 12'' PVC main
P-33
Replace existing 8'' CI on Euclid Ave between O'Conner St and Woodland Ave and on Woodland Ave between Euclid Ave and University Ave with 12'' PVC main 1,752,000
P-34
Replace existing 8'' Cl on O'Conner st between 222 O'Conner St and Euclid Ave and the 6" Cl main on between 222 O'Conner St and the German American Int. School with 12''' PVC 1,588,000
Total $30,010,000
Draft allocation of net costs to new non-RBD development estimated to be 33%. Draft allocation of net costs to new RBD development estimated to be 37%.

P-22
P-29
P-32
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POLICY AND ACTION 9.1
e. Storm Drainage: Planned Facilities Method
Capital improvement projects are based on the citywide storm drainage CIP projects, plus projects identified in the RBD/4 Corners Utilities Infrastructure Study (2023). The planned facilities costs are allocated on a project specific basis to new development, which drives the fee calculation. 128
POLICY AND ACTION 9.1
Table 6 displays the project list.

Table 6: Storm Drain Projects
Project No. Description Total Cost Identified FundingNet Cost SD-03 Repair of University Village Outfalls $ 245,000 $ - $ 245,000 SD-04 Street Sweeping Signage 123,904 123,904 -
SD-06A/B O’Connor Pump Station 14,000,000 800,000 13,200,000 SD-06C Runnymede Tide flex 300,000 - 300,000
SD-07 Weeks Street Storm Drain 285,000 - 285,000
SD-08 Full Trash Capture Device Installation 450,000 100,000 350,000 SD-09 Stormwater Resource Plan 50,000 - 50,000
SD-10 Harvest Weeks Pipe 1,400,000 - 1,400,000
SD-11 Illinois-Purdue Pipe 2,100,000 - 2,100,000
SD-13 Purdue-Bay Pipe 3,100,000 - 3,100,000
SD-14 Bay Road Pump Station 5,800,000 - 5,800,000
Runnymede Pump Station 10,400,000 - 10,400,000
Bay Road to O'Connor 2,000,000 - 2,000,000
Bell St 3,107,000 - 3,107,000
Channel Improvements 1,625,000 - 1,625,000
Clarke Ave 2,080,000 - 2,080,000
Garden to Beech 1,417,000 - 1,417,000
Newbridge 1,365,000 - 1,365,000
O'Connor &Euclid 949,000 - 949,000
Ralmar 897,000 - 897,000
Willow Rd 6,240,000 - 6,240,000
Camellia Dr 598,000 - 598,000
Camelia to Azelia 715,000 - 715,000
Menalto and Green 650,000 - 650,000
Daphne to Jasmine 858,000 - 858,000
Euclid-Bell 780,000 - 780,000
Notre Dame 819,000 - 819,000
Purdue and Illinois 3,224,000 - 3,224,000
System Cleaning 1,339,000 - 1,339,000
Cooley 169,000 - 169,000
Demter St 455,000 - 455,000
Donohoe 221,000 - 221,000
Glen Way 351,000 - 351,000
Kavanaugh 598,000 - 598,000
Manhattan 52,000 - 52,000
Michigan St 169,000 - 169,000
Myrtle St 260,000 - 260,000
O'Brien 364,000 - 364,000
Sage and Larkspur 832,000 - 832,000
University Ave 273,000 - 273,000
Weeks End 377,000 - 377,000
Weeks to Pulgas 585,000 - 585,000
Total $ 71,622,904 $ 1,023,904 $ 70,599,000
Draft allocation of net costs to new non-RBD development estiamted to be 27%. Draft allocation of net costs to new RBD development estiamted to be 37%
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POLICY AND ACTION 9.1
Summary of Development Impact Fee Program Changes
While the specific project allocations and some cost estimates are still being refined, Table 7 below provides a comparison of the total project costs from the prior impact fee studies to the total project costs from the current update. The most significant changes pertain to parks and trails and public facilities which reflect the adoption of the Parks Master Plan and the updated preliminary costs for the library, police station, and city hall. The changes to the infrastructure project costs reflect the recent CIP and adjustments to the list of qualifying impact fee projects. This table provides a very rough indication of the potential change in the maximum justifiable impact fees. The project costs are subject to change as the study progresses, such as updates to the project lists, estimated project costs, and fair share allocations.

For each impact fee, as part of the fair share allocation analysis, the portion of the total project cost that benefits the existing population or is intended to address an existing deficiency is determined. These amounts represent project costs that cannot be funded by development impact fees. Additionally, CIP projects will be reviewed to determine the proportional citywide or non-RBD area benefit versus the benefits the RBD/4 Corners Specific Plan area. Certain transportation and infrastructure projects will be the primary responsibility of RBD properties since these improvements are necessary to accommodate the planned development scenario in the Specific Plan. The impact fees will be calculated after these adjustments are made. Different RBD and non-RBD impact fee schedules are expected to be calculated for transportation, water capacity, and storm drainage, while a city-wide fee schedule is expected to be calculated for park and trails and public facilities.

Table 7: Total Project Cost Comparison
Fee Category
Total Project Costs
(Prior Fee Studies)
Total Project Costs
(Current Fee Study)
Parks and Trails $ 37,190,000 $ 91,529,695
Public Facilities 65,218,000 129,420,000
Storm Drain 54,130,000 71,622,904
Transportation 98,641,000 76,994,427
Water Facilities Component 56,078,000 30,010,000
Water Supply Component 5,000,000 5,000,000
$ 316,257,000 $ 404,577,026
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POLICY AND ACTION 9.1
Table 8 summarizes the allocation approach for each impact fee category, including units of demand, and the formula used to determine the cost per unit of demand that drives the fee schedule. The fee schedules are driven by varying assumptions for demand generated by land use. The projections of demand (service population, trips, etc.) will vary depending on the Specific Plan Update development scenario. Generally, more projected growth will result in lower impact fees because the planned facilities costs are being spread over more demand, resulting in a lower cost per unit of demand.

Financial Feasibility Analysis
Willdan will prepare a feasibility analysis of the proposed impact fees in connection with the nexus study. A financial feasibility analysis is a recommended best practice to evaluate the financial impact on private development of the maximum justifiable impact fees that are calculated in a nexus study. If the cumulative costs of development are too high (including city and other government fees, development costs, and other factors), a developer may not find it financially feasible to proceed with their project. Fluctuating economic conditions and market uncertainties also significantly affect project feasibility and the decision to proceed on a project (e.g., land values, construction and financing costs, uncertain entitlement process, market supply, lease rates, and vacancy rates.) Developers have indicated that current market conditions are weak for both residential or non-residential development and the future economic forecast is uncertain.

Table 8: Allocation Approach by Fee Category
Fee Category
Allocation
Approach
Units of
Demand Formula
Parks and Trails System
Standard
Service
Population
Total System Value at Planning Horizon / Total
Service Population at Planning Horizon = Cost per
Capita
Public Facilities System
Standard
Service
Population
Total System Value at Planning Horizon / Total
Service Population at Planning Horizon = Cost per
Capita
Storm Drain Planned
Facilities
Impervious
Surface
Allocated Facilities Costs / Increase in Acres of
Impervious Surface =
Cost per Acre of Impervious Surface
Transportation Planned
Facilities Trip Generation Allocated Facilities Costs / Increase in Trips = Cost per Trip Water Facilities
Planned
Facilities / Buy
In
Water Flow
Generation

1. Allocated Facilities Costs / Increase in Flow
= Cost per Gallon per Day

2. Replacement Cost of Existing System / Existing
System Capacity = Cost per Gallon per Day
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POLICY AND ACTION 9.1
Based on reliable real estate development economic research, market data and forecasts, and information provided by developers, Willdan is preparing a financial feasibility analysis that will build on the conclusions of the nexus study. The analysis will include the following tasks:

1. Conduct an analysis of the total burden placed on development, including onetime impact fee and exactions, and ongoing fees (e.g., Measures HH and L), to determine if project feasibility may be compromised by existing and proposed fees;

2. Gather similar data on the total fee burden imposed by neighboring or competing jurisdictions attempting to attract similar development;

3. Explore options for phasing in fees over several years or temporarily reducing fees to enable the real estate market to adjust;

4. Explore options for developers to finance impact fees through assessments and other types of financing districts; and

5. Explore options for imposing fees that are less than the maximum supportable fee determined in the nexus study, which can be differentiated by types of land uses.

If less than the maximum justifiable impact fees will be considered by the City, Willdan will assist the Council and staff to identify possible options and approaches for the CIP to balance City policies and needs, financial feasibility, and expectations among developers, policymakers, and the public. This could include reducing development impact fees or other fees, exactions, or regulatory requirements to offset the financial impacts on development projects. If potential revenue is reduced, however, it may be necessary to identify alternative funding sources or financing methods to offset the revenue shortfall or the increase in unfunded costs. The City Council may also choose to adjust the list of CIP projects. phase in or defer impact fees, or reduce impact fees to prioritize other community benefits from future development.

Staff and consultants will present the conclusions of the financial feasibility analysis, with possible policy options for adjusting the maximum justifiable impact fees if desired. at a future Council meeting. The initial discussion will include for this Council meeting will include:

1. Financial model for assessing project feasibility and possible policy basis for adjusting the maximum supportable impact fees calculated in the nexus study;

2. Methodology for the pro forma analysis that include variables such as development costs, ongoing operating expenses, sales prices and lease rates, developer profits, financing, and land value assumptions;

3. Residual land value concept and how it relates to possible value capture for community benefits;

4. Time horizon for the proforma analysis and the market/economic assumptions; 132
POLICY AND ACTION 9.1
and

5. Preliminary draft development prototypes for the pro forma analyses. The following prototypes are proposed (see also Attachment 1):
a. Medium Density Residential (43 units/acre)
b. High Density Residential (86 units/acre)
c. Mixed Use (86 units/acre with 100,000 square feet non-residential) d. Office/Life Science (2.0 floor area ratio)
e. Office/Life Science (1.0 floor area ratio)
f. Mix/Flex/Research & Development (0.75 floor area ratio) g. Industrial/Warehouse (0.4 floor area ratio)
Next Steps
A draft nexus study is expected to be released in April 2024 for public review and a draft financial feasibility study is expected to be available in May 2024. A minimum 30-day public review period is required for the nexus study in accordance with AB 602. Staff have met with developers in the Ravenswood Business District/4 District Specific Plan area to receive preliminary input. Additional developer meetings will be held and a community meeting is planned in May 2024 to receive public input on the draft reports.

A second City Council study session is planned in May or June 2024 to further discuss the nexus study, to present the conclusions of the financial feasibility analysis, and to consider options for adjusting the impact fees if deemed necessary. The City Council is required to adopt the final nexus study pursuant to AB 602 and could adopt an update to the development impact fees by July 2024.

Fiscal Impact
This item is a discussion item only with no action requested or resulting fiscal impact.

The future fiscal impact will be assessed when a recommendation is developed for updating and City’s development impact fees to funds CIP projects that are necessary to accommodate future planned growth.

Public Notice
The public was provided with notice by making the agenda and report available on the City’s website and on the bulletin board located at City Hall: 2415 University Avenue, East Palo Alto. Interested parties were also notified about this discussion item on the City Council’s April 2, 2024, agenda.
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POLICY AND ACTION 9.1
Environmental
The action being considered by the City Council is exempt from the California Environmental Quality Act (CEQA) because it is not a “project” pursuant to 15378(b)(4) because it is a fiscal activity which does not involve any commitment to any specific project which may result in a potentially significant impact on the environment.

Government Code § 84308
Applicability of Levine Act: No, as the proposed action does not involve an entitlement within the meaning of the Levine Act.

Analysis of Levine Act Compliance: Not applicable.

Attachments

1. Draft Development Prototypes for Financial Feasibility Analysis 134
Table 1
Development Prototypes
East Palo Also DIF Feasibility Analysis
R1 R2 M1 OLS1 Flex OLS2 I1
Medium
Density
Residential
High
Density
Residential
Mixed Use
(horizontal/
vertical)
Office/Life
Science
Mix/Flex/
R&D
Office/Life
Science
Industrial/
Warehouse
Density (FAR) 0.99 1.73 1.57 1.00 0.75 2.00 0.4
Density (Units/Acre) 43 86 86
Parking Type Surface Podium Podium/Structure Podium/Structure Surface Podium/Structure Surface Amenities/TI amenity package amenity package
TI
Form Factor <= 4 stories <= 8 stories <= 8 stories <= 4 stories 2 stories <= 8 stories 1 story Residential Units 43 86 120
Unit Size 1,000 875 875
Residential SF 43,000 75,250 105,000
Commercial SF 100,000 87,120 65,340 174,240 34,848
parcel size (acres) 1 1 3 2 2 2 2
Willdan Financial Services, 2024
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POLICY AND ACTION 9.2

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: April 2, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Maurice Baker, Community Services Manager
SUBJECT: 2024 Transient Occupancy Tax Grants Recommendations Recommendation
Adopt a resolution;

1. Appropriating an additional $179,089 from the CYFS Transient Occupancy Tax fund to Community Services Division budget to support CYFS grants totaling $454,089

2. Authorizing the City Manager to award grants to the following eleven (11) organizations under the 2024 Transient Occupancy Tax (TOT) grants program, in a form approved by the City Attorney, for varying amounts, for a maximum grant disbursement of $394,089; a. Anamatangi Polynesian Voices
b. East Palo Alto Boxing Club
c. EPACenter for the Arts
d. East Palo Alto Community Archive
e. East Palo Alto Razorhawks
f. Foundation for a College Education
g. Hope Horizon (formerly Bayshore Christian Ministries) h. Live in Peace
i. Mid-Peninsula Athletic Association (MPAA Mastodons)
j. Paxton Sports Academy
k. Youth Community Services/Tha Hood Squad; and
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POLICY AND ACTION 9.2

3. Authorizing the City Manager to award grants to the East Palo Alto Senior Center Inc. and Fun/Sign Gypsies for programming exclusively for Seniors, in a form approved by the City Attorney, for $30,000 each, for a maximum grant disbursement of $60,000.

Alignment with City Council Strategic Plan
Priority: Enhance Community Services and Parks for Residents Background
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. Hotels are broadly defined and include hotels, motels, lodging houses, apartment houses, dormitory and other similar structures occupied by transients for dwelling, lodging or sleeping purposes. Transient stays are defined as stays for 30 or fewer consecutive days. 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, CYFS revenues can only be used to:

1. Support comprehensive, integrated, and community-based systems of services and support systems for children, youth, and their families and seniors to promote individual and community health, recreation, and cultural arts, and;

2. 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.

In Spring 2014, the City Council adopted a policy to use a Community Grants Review Panel (CGRP) comprised of East Palo Alto residents, business owners, and industry experts to review and rank proposals for CYFS funds. The City works with the CGRP to make CYFS funding recommendations to the City Council. This year, the CGRP was comprised of an impactful and thoughtful group of individuals consisting of:
 Alma Pulido (Grant-Making Expert);
 Adora Manalo (Four Seasons Representative);
 Debra Turner (Small Business Expert);
 Michelle Goudeaux (Large Business Expert); and
 Q. Smith (Community Resident).
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POLICY AND ACTION 9.2
The FY 2023-24 budget includes $125,000 of TOT CYFS funds to be used exclusively for senior programs. The adopted budget also included $150,000 in TOT funds for the wider TOT CYFS grant program for a total budgeted amount of $275,000. On January 23, 2024, the City Council approved a CGRP recommendation to increase the range of TOT grant awards from $5,000 - 16,000 to $5,000 - $40,000. Council directed staff to provide grant opportunities up to $20,000 for one season of activity and to allow funding awards for an additional season for a maximum $40,000 award. Furthermore, Council agreed that organizations that received larger funding amounts would be held to a higher standard of evaluation and required to have key performance indicators.
2024 Transient Occupancy Tax Grant Process
Staff commenced the 2024 Children, Youth, Families, and Seniors TOT Grants cycle by completing the following:
 February 5, 2024: Issued Notice of Funding Availability (NOFA) for Transient Occupancy Tax (TOT) grants program.
 February 12, 2024: Provided a mandatory informational session attended by over 35 individuals representing at least 30 organizations.
 March 6, 2024: At the deadline, received 22 proposals requesting $796,000 in total grant funding.
 March 11, 2024: Received Community Grants Review Panel recommendations to award grants to thirteen organizations.

Analysis
The CGRP reviewed and rated applications based on the application completeness, potential community impact, diversity of proposed services, and length of programming. From their evaluation, staff proposes to award grants to thirteen organizations for this FY 24-25.

Panel Recommendations
While the City received several extremely professional applications, there was a finite amount of funding set to ensure the City continues to have a sustainable CYFS TOT balance for future rounds of support to organizations. The Community Grants Review Panel recommended funding to the following organizations in FY 24-25.
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POLICY AND ACTION 9.2
Table 1:CGRP Funding Recommendations
Organization Service Area Requested Funding Recommended Amount
Anamatangi Polynesian
Voices
Mental Wellness &
Community Advocacy
$38,589 $38,589
East Palo Alto Boxing
Club
Sports & Recreation $40,000 $40,000
East Palo Alto
Razorhawks
Sports & Recreation $30,000 $30,000
EPACenter for the Arts Creative Arts $40,000 $40,000
East Palo Alto Community
Archive
Historical documentation
& Media Training
$20,000 $20,000
Foundation for a College
Education
Academic Enrichment $40,000 $40,000
Hope Horizon Academic Enrichment &
Summer Camp
$40,000 $40,000
Live in Peace Diversion & Re-Entry
Support
$40,000 $40,000
Mid-Peninsula Athletic
Association
Sports & Recreation $25,500 $25,500
Paxton Sports Academy Sports & Recreation plus
Academic Support
$40,000 $40,000
Fun/Sign Gypsies Senior Activities & Events $40,000 $30,000** YCS/Tha Hood Squad Community Building &
Leadership Training
$40,000 $40,000
Senior Center Inc. Re-Establishing dormant
programs for Seniors
$37,000 $30,000**
Total $471,089 $454,089
** Senior Services Specific TOT Funding
The $30,000 grants proposed for Senior Center Inc. and Fun/Sign Gypsies are for services directly to the Senior community. Both of these prospective providers are seeking to conduct programming from September 2024 through at least May 2025. Having met the minimum threshold of providing at least four months of activities, both of these organizations qualify for the $40,000 grant award tier. Considering that Fun Gypsies is all a Summer Park Activation provider, their amount requested was reduced to prevent overlap. Both vendors, if chosen, will be held to the higher KPI standard.

Evaluation & Key Performance Indicators
Historically, to properly document the success of programming, and ensure organizational effectiveness, grantees were required to submit final closeout reports and provide survey results from participants. These standards will continue to be held in place for grants at the $20,000 tier like that proposed for the East Palo Alto Community Archive, while the following additional requirements will be instituted on grants higher than $20,000:
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POLICY AND ACTION 9.2
 Split Payment Allocation (Three separate equal installments: Initial, Mid, Final);  Pre-Participation Survey;
 Mid-Point Check In/Report;
 Site Visits; and
 Final Survey.

To determine the true benefit to residents, staff will be seeking to understand the success of programming by analyzing the following Key Performance Indicators (KPI): Engagement, Participant Retention, Completion of Program Deliverables, and Survey Completion. Release of funds will be contingent on reception of these items and will affect opportunities for future grant involvement.

Revenue Projections
While the current fund balance sits at $1.2 million in the CYFS TOT, the recommendation is a maximum grant disbursement of $454,089, bringing the balance down to $805,941. It is conservatively estimated that the City receives an annual revenue of $250,000 into CYFS TOT fund. The projected CYFS TOT Fund Balance resulting from these proposed actions is displayed in the fiscal impact section of this report.

Fiscal Impact
Staff is requesting an additional appropriation of $179,089 from CYFS TOT Fund. The table below shows the projected changes in the fund balance of CYFS TOT Fund.

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

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

Amount
Fund Balance as of 7/1/2023 $ 1,200,000
CYFS TOT adopted revenue budget 275,000
CYFS TOT adopted expenditure budget (275,000) *
Additional appropriation requested (179,089) *
Projected fund balance as of 6/30/24 $ 1,020,911
* Making up the total of $454,089
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POLICY AND ACTION 9.2
Government Code § 84308
Applicability of Levine Act: Yes.

Analysis of Levine Act Compliance: The signatories for the agreements are set forth below as “parties”. Staff is unaware of any other parties or participants relevant to the Council’s consideration of this item.
 Tiffany Hautau (Anamatangi Polynesian Voices)
 Michelle Carroll (East Palo Alto Boxing Club)
 Alexander Key (East Palo Alto Razorhawks)
 Nadine Rambeau (EPACenter for the Arts)
 Sharifa Wilson (East Palo Alto Community Archive)
 Elizabeth Wells (Foundation for a College Education)
 Paige Burress (Hope Horizon nee’ Bayshore Christian Ministries)  Heather Starnes-Logwood (Live in Peace)
 Jeffrey Austin (Mid-Peninsula Athletic Association)
 Tometrius Paxton (Paxton Sports Academy)
 Ilona Merli, United Educators for Housing & Literacy
(Fiscal Agent for Fun/Sign Gypsies) & Paris Sims-Hill
 Mora Oomen, Youth Community Services
(Fiscal Agent for Tha Hood Squad) & JT Faraji
 Millicent Grant (East Palo Alto Senior Center Incorporated) Attachments

1. Resolution.

2. 2024 Transient Occupancy Tax (TOT) Grant Applications

3. Community Grants Review Panel (CGRP) Recommendations Outline 141
RESOLUTION NO. XX – 2024

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO
AUTHORIZING THE CITY MANAGER TO AWARD ELEVEN (11) GRANTS TO THE FOLLOWING ORGANIZATIONS FOR ACCEPTANCE IN TO THE 2024 TRANSIENT

OCCUPANCY TAX (TOT) GRANTS PROGRAM, IN A FORM APPROVED BY THE

CITY ATTORNEY, FOR VARIOUS AMOUNTS, IN AN AMOUNT NOT-TO-EXCEED $394,089 AND TO AWARD TWO GRANTS TO THE EAST PALO ALTO SENIOR

CENTER INCORPORATED AND FUN/SIGN GYPSIES FOR PROGRAMMING

EXCLUSIVELY IN SERVICE TO SENIORS, IN A FORM APROVED BY THE CITY ATTORNEY, FOR $30,000 EACH RESPECTIVELY, IN A AMOUNT NOT-TO-EXCEED $60,000 PREVIOUSLY BUDGETED IN THE SENIOR SERVICES AREA OF

COMMUNITY SERVICES & RECREATION
WHEREAS, in 2023 the City Council re-established the Transient Occupancy Tax (TOT) Grants program by awarding eleven (11) grants to organizations to support community-based programming. The program was placed on hiatus following the 2019 round of funding due to staff vacancies and the impact of COVID-19 Shelter-in-Place orders; and
WHEREAS, in June 2023 at the time of budget adoption for the 2023-24 FY cycle, City Council approved use of Transient Occupancy Tax funds from the Children, Youth, Family, and Seniors in the amount of $125,000 for use exclusively to our aging community from the Senior Services section of the Community Services & Recreation division; and WHEREAS, in 2023, an internal panel of staff was quickly comprised to provide recommendation to Council due to timing. However, this year, the Community Grants Review Panel was reactivated to provide perspective from city residents and/or those with significant background in the desired areas. In 2015, it was the direction of City Council to establish this outside committee for the purpose of advising staff and Council on how to best disburse Measure C and TOT funds to the community; and WHEREAS, while the City received several extremely professional applications, there was a finite amount of funding set to ensure the City continues to have a sustainable CYFS TOT balance for future rounds of support to organizations. It is the proposal of the Community Grants Review Panel that the following twelve organizations be recommended for funding in FY 24-25; and

NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF EAST PALO ALTO HEREBY:
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1. Finds the foregoing recitals are true and correct, and are incorporated by this reference into this action;

2. Authorizes the City Manager to award eleven (11) grants to the following organizations for acceptance in to the 2024 Transient Occupancy Tax (TOT) grants program, in a form approved by the City Attorney, for various amounts, in an amount not-to-exceed $394,089;
a) Anamatangi Polynesian Voices
b) East Palo Alto Boxing Club
c) EPACenter for the Arts
d) East Palo Alto Community Archive
e) East Palo Alto Razorhawks
f) Foundation for a College Education
g) Hope Horizon (formerly Bayshore Christian Ministries) h) Live in Peace
i) Mid-Peninsula Athletic Association (MPAA Mastodons)
j) Paxton Sports Academy
k) Youth Community Services/Tha Hood Squad

3. Direct the City Manager to award two grants to the East Palo Alto Senior Center Inc. and Fun/Sign Gypsies for programming exclusively in service to Seniors, in a form approved by the City Attorney, for $30,000 each respectively, in an amount not-to-exceed $60,000 previously budgeted in Senior Services.

4. Finds that the proposed action does not constitute a “Project” within the meaning of the California Environmental Quality Act (CEQA), pursuant to CEQA Guideline section 15378 (b)(5), in that it is a government administrative activity that will not result in direct or indirect changes in the environment.

PASSED AND ADOPTED this 2
nd day of April 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
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Antonio Lopez, Mayor
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk John D. Lê, City Attorney
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youth convnunlty seivlce
Board of Directors - Feb 2024 Roster
Mora Oommen
YCS Executive Director
PO Box 50564, Palo Alto, 94303
Bob Miyahara - Board President
Business Development, cloud/nary
• 310 Santa Margarita Ave, Menlo Park, 94025
Sally Bemus - Vice President & Secretary
Community Volunteer, Former Tech CFO
1249 Harriet St, Palo Alto, 94301
Sue Eldredge -Transition Committee
Nonprofit Executive Director
350 Troon Way, Half Moon Bay, 94019
Leif Erickson - Board Member
4075 Laguna Way, Palo Alto, 94306
l<iran Gaind - Board Member
Former Teacher In Title 1 schools, certified life,
leadership, parent coach, workl1ig on 1'1 novel
363 Tennessee Ln, Palo Alto, 94306
Stacey l<ertsman - Board Member
Educator, Practitioner,
Founder P-CUBED Consulting
77 Walnut Ave, Atherton, 94027
Linda Lenoir, RN - Board Member
PAUSD District Nurse (retired)
705 Glenborough Dr, Mtn. View, 94041
Pedro Rivas Lopez - Board Member
Artist, Cultural Creator
923 Baines St, East Palo Alto, 94303
Evan Lurie - Board Member
Interim Assistant Dogcatcher
747 Marlon Av7
, Palo Alto, 94303
Liane Ma -Board Member
HR Specialist, Socfal Worker, DEi Advocate,
Leadership Coach, and Community Organfzer
448 Marion Ave, Palo Alto, 94301
Ellen Rudy -Communications
Nonprofit Branding Specfa/Jst
1375 McKendrle St, San Jose, 95126
Nicolas Sere - Finance Committee
Strategfc and Corporate Finance
1000 Foster City Blvd, Foster City, 94587
Barbara Harriman-Spreng- Board Member
Community Volunteer, PTA,
Adolescent Counseling Services
722 University Dr, Menlo Park, 94025
youth community service
PO Box 61000, palo alto, ca 94306 voice: 650.858.8019 (office) w1v1v.youthcommunltyserv/ce.org
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CoolineKids Youth Leadership and Summer Camp Program
Project Overview:

CoolineKids presents a comprehensive Youth Leadership and Summer Camp Program designed to empower and equip young leaders of color in East Palo Alto. Aligned with our mission to provide innovative, skill-based programming, this initiative focuses on Youth Leadership Development and Summer Camp experiences for K-8 students.

Goals and Objectives:

Goal 1: Empower Youth Leaders
Through professional development and leadership training, CoolineKids aims to empower over 20 youth volunteers from partnering institutions, such as Peninsula Bridge, Tide Academy, Redwood High School, East Palo Academy, Eastside High School, and others from the community. Weekly decision-making meetings will involve youth in organizational matters, partner identification, curriculum development, registration design, and the creation of camp themes. Additionally, the project plans to conduct CrewCamp training for youth leaders from June 10-15, develop a curriculum for Jr. Leaders (Grades 6-8), and implement innovative training sessions like "Breaking Barriers & Building Walls" to equip youth leaders with anti-racism practices.

Goal 2: Provide High-Quality Summer Camp Experiences
CoolineKids aims to offer high-quality summer camp experiences to 80 K-8th grade students in East Palo Alto. This includes the successful implementation of CrewCamp training for youth leaders from June 10-15 and the execution of KidsCamp from June 17-28, with a focus on collaboration, creativity, communication, and compassion skills.

Goal 3: Foster Community Engagement and Collaboration
To foster community engagement, the project plans to gather feedback through end-of-camp surveys, informational meetings, surveys, and conversations with families. Collaborations with EPACENTER, Samaritan House, East Palo Alto Library, Onyx, The Little Blue House, and other local organizations aim to attract students and provide enriching opportunities.

Number of Clients Intended to Serve:

The project aspires to serve 80 K-8th grade students in East Palo Alto through KidsCamp and provide professional development opportunities for 25 high school-aged youth in the Leadership Program.

Project Partners:

CoolineKids proudly collaborates with EPACENTER, Samaritan House, East Palo Alto Library, Onyx, The Little Blue House, Peninsula Bridge, Tide Academy, Redwood High School, East Palo Academy, Eastside High School, The Primary School, Los Robles, and Costano.

Mission Statement:
"To empower and equip young leaders of color through innovative, skill-based programming." 171
CoolineKids Youth Leadership and Summer Camp Program
Project Timeline:

Summer Leadership Program: January-June
CrewCamp: June 10-15
KidsCamp: June 17-28
CrewCamp Clean Up: July 1-3
How the Project Helps Fulfill the Organizational Mission:

This project perfectly aligns with CoolineKids' mission of empowering the youth of East Palo Alto through innovative programming, focusing on leadership development and summer camp experiences. Tailored for age-appropriateness, the program offers every age group the chance to serve and lead, enhancing their abilities to collaborate, communicate, and demonstrate compassion.

How Proposed Program Activities Support Academic Achievement and Social Skills:

The curriculum centers on the Four Foundational Principles of Service Leadership:

Communication, Collaboration, Creativity, and Compassion. Youth leaders actively participate in creating and teaching the curriculum, fostering leadership, communication, and collaboration skills in both older and younger participants. Children will engage in similar age-appropriate curriculum that
Supportive Community Environment for Families:

Family engagement initiatives include informative sessions, family festivals, and surveys to obtain feedback. Collaborations with local organizations contribute to a vibrant and inclusive community.

Organizational History and Qualifications:

Founded in 2014, CoolineKids boasts a successful track record in teaching creativity, compassion, communication, and collaboration to K-8 students. In 2023, we served 136 students, with 100% BIPOC participation, focusing on low-income communities.

Lead Staff and Qualifications:

Nicole Sbragia: Special Education Teacher, Mom of the late Christian Sbragia Vida Amanat: Special Projects and Partnership Manager, Program manager Joseph Finke: Educator, Curriculum Writer, Researcher, Program manager Proposed Budget and Leverage Efforts:

CoolineKids requests $20,000 for stipends, programming supplies, wellness service supplies, operations supplies, and program insurance. We plan to leverage community partnerships for meal donations and space rental, collaborate with local organizations for additional support, and develop partnerships with potential funders for future sustainability. 172
Coolinekids Youth Leadership Development Program Logic Model Objective 1: Enhance Leadership Skills in Youth Leaders Outputs:
● Number of youth leaders trained through CrewCamp.
● Number of innovative training sessions conducted, such as "Breaking Barriers & Building Walls."
● Number of leadership roles assigned to youth leaders in the Summer Leadership Program.

Outcomes
● Short-Term Outcome: Increased self-efficacy and confidence among youth leaders as measured through pre and post-training assessments.
● Long-Term Outcome: Graduates of the program assuming leadership roles in their communities, this organization, or pursuing higher education.

Evaluation Metrics:

Quantitative Metrics:
● Number of youth leaders trained.
● Survey results on self-efficacy and confidence levels among youth leaders.

Qualitative Metrics:
● Feedback on innovative training sessions.
● Success stories of youth leaders assuming leadership roles post-program.

Assumptions and Risks:

Assumption:
● Adequate funding and resources will be available to conduct the planned training sessions and summer camp activities.
● There is a growing interest in the community for youth leadership development programs and summer camps.
● Continued support and collaboration from schools for student recruitment and program promotion.
● Youth volunteers will maintain their commitment throughout the training and camp period.

Risk:
● Youth volunteers may face competing priorities or lose interest, affecting the consistency of leadership support.
● Urgency may not provide enough time to gather necessary resources. ● Challenges in engaging families may lead to decreased participation and support. 173
Coolinekids Youth Leadership Development Program Logic Model Objective 2: Provide High-Quality Summer Camp Experiences for K-8 Students Outputs:
● Number of KidsCamp sessions conducted.
● Number of students participating in KidsCamp.
● Number of classes developed by youth leaders.

Outcomes:
● Short-Term Outcome: Improved collaboration, creativity, communication, and compassion skills among K-8 students, measured through daily observations and postcamp surveys. ● Long-Term Outcome: Increased academic engagement and social skills as reflected in improved school performance and positive behavior in the community. Like the older youth, students have an increased interest in leadership and serving their community.

Evaluation Metrics:

Quantitative Metrics:
● Number of KidsCamp participants.
● Number of curriculum topics developed by youth leaders.

Qualitative Metrics:
● Observations on collaboration, creativity, communication, and compassion skills. ● Post-camp surveys measuring the impact on academic engagement and social skills.

Assumptions and Risks:

Assumption:
● Adequate resources and support will be available for KidsCamp sessions. ● Youth leaders will effectively develop and implement age-appropriate curriculum topics. ● There is a continued need for a summer camp in the community.

Risk:
● Challenges in maintaining the interest and participation of K-8 students. ● Unforeseen difficulties in the implementation of planned curriculum topics. ● Public health concerns, including potential outbreaks or restrictions, may impact the feasibility of in-person activities.
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Coolinekids Youth Leadership Development Program Logic Model Objective 3: Foster Community Engagement and Partnerships Outputs:
● Number of community partnerships established.
● Number of youth volunteers recruited.
● Number of family and community engagement events organized.

Outcomes:
● Short-Term Outcome: Enhanced community awareness and involvement as measured through attendance and feedback at family events and after camp. ● Long-Term Outcome: Increased community support, measured by sustained partnerships, increased volunteer participation, and positive community testimonials.

Evaluation Metrics:

Quantitative Metrics:
● Number of community partnerships established.
● Number of high school volunteers recruited.

Qualitative Metrics:
● Feedback from family events and after camp.
● Positive community testimonials.

Assumptions and Risks:

Assumption:
● There is a genuine interest from the community in engaging with the program. ● Schools and local organizations will continue to support recruitment efforts.

Risk:
● Challenges in sustaining community partnerships.
● Difficulties in recruiting and retaining high school volunteers. ● Potential obstacles in organizing successful family engagement events.

Conclusion:

This logic model provides a visual representation of the CoolineKids Program, outlining specific objectives, associated outputs, and measurable short-term and long-term outcomes. The focus on leadership skills, high-quality summer camp experiences, and community engagement reflects the organization's commitment to empowering young leaders of East Palo Alto. Evaluation metrics will help track progress and assess the program's impact on both youth leaders and K-8 students in the community.
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CoolineKids Budget 2023
2023 Expenses Cost
KidsCamp Program
Facilities $2,000.00
Stipends $40,000.00
Programming Supplies $7,550.00
Wellness Services & Supports $2,000.00
Junior Leaders Projects $300.00
Extended Care Supplies & Equipment $300.00
K-6 Classroom Stipends $500.00
Food $15,000.00
Operations Supplies $3,000.00
Family Night $500.00
Executive Director Flex Funds $800.00
Assistant Camp Director Flex Funds $200.00
Operations Coordinator Flex Funds $200.00
Leadership Team Transportation $250.00
Leadership Team Monthly Dinners $450.00
Recruitment Event Transportation $100.00
Hiring Day Lunch & Gifts $150.00
Referral Recruitment Program $2,800.00
Swag & T-shirts $963.46
CrewCamp Program
Programming Supplies $600.00
Staff Entertainment $600.00
Food $1,500.00
Summer Leadership Academy
Programming Supplies $500.00
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Food $1,000.00
Partner: Passion Coaching
$1,500.00
General Operating
Scholarship $2,000.00
Preseason Expenses $500.00
Recruitment Expenses $2,000.00
Design Expenses $1,500.00
Leadership Summit $4,000.00
2023-24 Operating Expenses $5,000.00
Manager of Summer Programs Pay $900.00
Data Services Associate Pay $500.00
Family Engagement Coordinator Pay $500.00
Behavioral Health Consultant Pay $200.00
Executive Director Pay & HQ Rent $17,440.00
Professional Program Staff $1,360.00
Professional Program Staff $1,360.00
Professional Program Staff $1,360.00
Partnerships Director Pay $2,640.00
Summer Reserves $1,000.00
Platform Costs $2,000.00
Technology $4,000.00
College Scholarships (Tech For Learning) $4,000.00
Phone System (Ring Central) $700.00
Monthly Bank Charges $180.00
Executive Director Professional
Development $400.00
Storage $3,518.22
TOTALS $137,821.68
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CoolineKids Budget 2024
2024 Budget Proposal Goal Expenses
KidsCamp Program
Stipends (25 staff @ apx. $1,000) $25,000.00
Programming Supplies (4 classrooms @ $500) $2,000.00
Wellness Services & Supports $400.00
Junior Leaders Projects $300.00
Extended Care Supplies & Equipment $200.00
Food (Snacks, Emergency Supplies) $200.00
Operations Supplies $450.00
Leadership Team Planning Retreat (15 members @ $50) $750.00 Hiring Day Lunch & Gifts $150.00
Staff Swag & T-shirts $600.00
Student T-Shirts & Swag $1,700.00
General Operating
Recruitment Expenses $100.00
Design Expenses $500.00
Financial Advisor $1,000.00
Platform Costs $30.00
Business License $55.00
Technology $200.00
Program Curriculum $200.00
Program Insurance $4,000.00
TOTAL $37,835.00
* Grant funds will primarily be allocated to line items highlighted in yellow 178
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•

ARTICLES OF INCORPORATION OF

EAST PALO ALTO
SENIOR CENTER, INC.

I
• 1078781

ENDORSED

THE FILED
In the r,ffice of tho Secretary of Stcito
of th,, :-tatn r,f Co 1 • '· ·- ' -.

JUN 5 1981
MARCH FON3 EU. Secret3ry of Stato
Les'i'l Gl!lnn
Dep11ty
The name of this corporation shall be the East Palo Alto Senior Center, Inc.

II
This corporation is a nonprofit public benefit corporation and is not organized for the private gain of any person. It is organized under the Nonprofit Public Benefit Corporation Law for public and charitable purposes.

This corporation is spetifically organized to undertake ana to foster the development of social services and community resources to provide for the welfare and benefit of all senior citizens living in the �ast Palo Alto area of San Mateo and Santa Clara counties.

III
The name and address in the State of California of this corporation's initial agent for the service of process is as follows:

Joseph Sanders - 890 Bell St., East Palo Alto, CA 94303 IV
(A) This corporation is organized and operated exclusively for charitable and public purposes within the meaning of section 501 (c) (31 of the U.S. Internal Revenue Code.
(B) There shall be no special limits on the purposes and powers of this corporation. Notwithstanding any other nrovisions of these articles, however, this corporation shall not carry on any 181
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‘Anamatangi Polynesian Voices
152 Daphne Way, East Palo Alto, Ca
(650) 518-0745
Executive Summary
The Mindfulness Project is a holistic community initiative grounded in evidence-based MBSAT curriculum, styled in four key tracts: a 12-week student tract at Ravenswood Middle School, a 12- week parent tract at the Barbara Mouton Center, a community tract grounded in intergenerational solutions-building at the EPACENTER, and a partner tract that invites ‘Anamatangi community and ‘Anamatangi community partners to engage and connect.

About ‘Anamatangi
Since 1997, ‘Anamatangi (formerly known as Pacific Islander Outreach) has served systemsimpacted individuals and families through heritage preservation and civic engagement. Founded by Appollonia ‘MamaDee’ Grey-Uhilamoelangi and Senita Uhilamoelangi, ‘Anamatangi was established to meet the needs of East Palo Alto residents, and has since then served our neighboring communities with the same commitment to healing and positive social impact.

About ‘Anamatangi Staff
Our organization is led by a team of long-time East Palo Alto residents and committed community organizers. At the helm is Tiffany Uhilamoelangi-Hautau, Executive Director and daughter of our Founders. Our Senior Staff include Tonga Victoria Afuha’amango serving as Communications Director, Andrea Zuniga as Project Coordinator and four East Palo Alto youth (ages 18-24 years old) as ‘Anamatangi Fellows as well.

About The Mindfulness Project:

Project Purpose:

The Mindfulness Project aims to teach the practice of mindfulness in order to combat loneliness, substance-abuse and harmful behaviors that impact students, parents and cultural practitioners across our community.

Project Objectives:
- Engage 60 students, 40 parents, and 15 cultural practitioners through evidence-based MBSAT (Mindfulness-Based Substance Abuse Treatment) curriculum tailored to the following tracts:
- Student Tract: Facilitate a 12-week curriculum to two cohorts of 8-10 participants at Ravenswood Middle School for 2024-2025 school year.
- Parent Tract: Facilitate a 12-week workshop series to one cohort of 12-20 parent participants every Monday at the Barbara Mouton Center, starting Fall 2024. 195
‘Anamatangi Polynesian Voices
152 Daphne Way, East Palo Alto, Ca
(650) 518-0745
- Community Tract: Facilitate weekly community spaces to engage students, parents and cultural practitioners in community-driven solutions-building every Thursday at the EPACENTER.
- Partner Tract: Invite community partners to our quarterly community mixers to resource and connect the wider community to the Mindfulness Project components and spotlight participant achievements and testimonials.

Project Timeline:
2024 Project Activities by Quarter 2025 Project Activities by Quarter Quarter 3 (July - September)
- 2-Day Summer MBSAT Certification
Course.
- Student Tract: Start 12-week Fall
curriculum at Cesar Chavez Ravenswood
Middle School (start September 2024)
- Parent Tract: Start 12-week curriculum at
the Barbara Mouton Center (start
September 2024)
- Community Tract: Facilitate weekly
intergenerational spaces at EPACENTER
every Thursday
- Partner Tract: Host ‘Anamatangi
Community Mixer (August 2024)
Quarter 1 (January - March)
- 2-Day Winter MBSAT Certification Course
- Student Tract: Start 12-week Spring curriculum at
Cesar Chavez Ravenswood Middle School (Start
March 2025)
- Parent Tract: Start 12-week curriculum at the
Barbara Mouton Center (start March 2025)
- Facilitate Mindfulness Project at Stanford SWEET
- Community Tract: Facilitate weekly
intergenerational spaces at the EPACENTER every
Thursday.
- Partner Tract: Host ‘Anamatangi Community
Mixer (Annual Kickoff)
Quarter 4 (October - December)
- Student Tract: Complete 12-week
curriculum at Cesar Chavez Ravenswood
Middle School (end November 2024)
- Parent Tract: Complete 12-week Spring
curriculum at the Barbara Mouton Center
(end November 2024)
- Community Tract: Facilitate weekly
intergenerational spaces at EPACENTER
every Thursday
- Partner Tract: Host ‘Anamatangi
Community Mixer (November 2024)
Quarter 2 (April - June)
- 2-Day Spring MBSAT Certification Course.
- Student Tract: Complete 12-week curriculum at
Cesar Chavez Ravenswood Middle School (end
May 15, 2025)
- Parent Tract: Complete 12-week Spring curriculum
at the Barbara Mouton Center (end June 10, 2025)
- Community Tract: Facilitate weekly
intergenerational spaces at EPACENTER every
Thursday
- Partner Tract: Host May AAPI Heritage Month
Celebration (May 2025)
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Anamatangi Polynesian Voices
Program: The Mindfulness Project
Situation: San Mateo County became the first in the nation to declare loneliness a public helath crisis amidst 49% of our County grappling with this social disorder. In light of this historic moment, 'Anamatangi became the inaugural service provider for Mindfulness-Based Substance Abuse Program (MBSAT) in San Mateo County in January 2024 and since our Certification, we have curated three pathways tailored to 1) students, 2) parents and 3) cultural practitioners. This student-centered objectives aims to serve four student cohorts (10 students/cohort) at Ravenswood Middle school for the 2024 Spring and 2024 Fall semester for 12-weeks at a time.

Budget: ($ -  )
Matching Funds: ($ 27,900.00)
Timeline: 9 months
Inputs Outputs Outcomes
Activities Participation Short Medium Long
Ravenswood Middle School
students interested in learning and
getting paid to be and practice
mindfulness.

Enroll 2 cohorts (20
students) into our 12-
week course during
their 8th Period
~20 students / 2
cohorts
Learning about
mindfulness practice
and technique
Building new skills
Receive life-long mindfulness
practice that can be used and
shared across different mediums
and communities.

Anamatangi Youth Fellows to lead
facilitation of 12-week course
Learning self-reflection
Anamatangi Youth
Fellows will engage in
preparation, facilitation
and engagement of
participants.

Community building
4 Fellows ; 20 students
Upon course completion,
participants will have opportunity to
experience a "Natural High" retreat
through our partners at Continuity
Consulting
Peer-to-peer
mentorship
Attend a week-long
summer "Natural High"
retreat as a cohort and
community
Experience beyond
EPA
Course participants will have
opportunity to receive facilitation
training to join next semester as
student facilitators
Assumptions and External Factors: Retention of participants may be challenging but to mitigate the challenge we have instituted incentives and integrated this as part of Ravenswood Middle School offerings.

Evaluation: At the conclusion of the workshop, participants will be asked to complete a survey. We will follow-up with PD to track status.
197
Anamatangi Polynesian Voices
Program: The Mindfulness Project
Situation: San Mateo County became the first in the nation to declare loneliness a public helath crisis amidst 49% of our County grappling with this social disorder. In light of this historic moment, 'Anamatangi became the inaugural service provider for Mindfulness-Based Substance Abuse Program (MBSAT) in San Mateo County in January 2024 and since our Certification, we have curated three pathways tailored to 1) students, 2) parents and 3) cultural practitioners. This parent-centered objective aims to serve two parent cohorts (20 parents/cohort) at the Barbara Mouton Center for the 2024 Fall season for 12-weeks at a time.

Budget: ($ 4,353.84)
Matching Funds:

Timeline: 9 months
Inputs Outputs Outcomes
Activities Participation Short Medium Long
12-week curriculum tailored to
parents living in East Palo Alto
Weekly learning as a
cohort among other
parents in the
community
~ 20 parents / cohort Community awareness
and community building
Increase skills in
parenting and
improving parent-child
relations Building strong families that center
mindfulness as a restorative
practice. Engage parents with
career interests and supporting
them on new pathways to
professional development.

Money and raffle incentives Financial support to
families
Provide participants with
stipends, gift cards, and
raffle prizes to reward
participation
Increase interest in
social work as a
possible career pathway Parents and their
families
Opportunities for parents to engage
in facilitator training to co-facilitate
Fall cohort
Learning new skill
Learning parent
project curriculum as a
facilitator
Increase community
engagement and
resource distribution to
Engaging resources available at the our most vulnerable Barbard Mouton Center
Community
engagement
community partners Community partners
Meeting OEPA Staff
and Barbara Mouton
Center resources
Assumptions and External Factors: Retention of participants may be challenging but to mitigate the challenge we have instituted incentives and integrated this as part of Parent Project offerings.

Evaluation: At the conclusion of the workshop, participants will be asked to complete a survey. We will follow-up with PD to track status.
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Program Serves 500 Community Members
Contractors/Part-Time Staff Activity
(2) Parent Project Facilitators
Outreach for 2 cohorts in 1 year.

Facilitate the Parent Project 12
week workshops 12 classes= $2,176.92 X 2 facilitators $4,353.84 (10)APV Cultural Practitioners
Attend weekly community forums,
assist in curating the cultural
curiculum
September 2024- May 2025 25 weeks x $50/wk x
10 CP $12,500.00
Subtotal for Contracted/Part Time Staff $16,853.84
Monthly Community Mixer September 2024- May 2025 Food & Entertainment $3,600 Community- Wide Celebration Food & Entertainment May- NHPI Month Community Celebration $10,000.00 Subtotal of other Expenses $30,453.84
Indirect Rate *
Indirect (up to 30% of direct costs) 30% $9,136.15
Total Grant Expenses $39,589.99
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Lewis and Joan Platt East Palo Alto Family YMCA
2024 Sports & Recreation Passport Program
The Lewis and Joan Platt East Palo Alto Family YMCA’s (EPAY) 2024 Sports & Recreation Passport Program (SRPP) program is a no-fee experiential suite of seven wellness programs for children, youth, families, and seniors from the East Palo Alto community. This program is designed to be engaging, inclusive, and responsive to the needs and interests of East Palo Alto residents.

Project Service Category: Sports/Recreation
Goals & Objectives
Overall Goal: Engage more than 900 unduplicated community members in EPAY programs developed to promote youth development, support healthy living, and strengthen families, all of which contribute to building a stronger community.

Objectives:
1) Senior Fitness – Group exercise class designed to enhance the health and wellbeing of our senior population. (hosted weekly June 4 – December 20 at either EPA Senior Center or EPAY) 2) Family Aquatics – Open pool for families, friends, and kids to enjoy during extended Saturday hours. (10 Saturdays: June 22 – Aug 24)
3) Youth Basketball – An opportunity for young girls and boys ages 5 to 13 to play in an organized sports program with focus on skill development and teamwork. (summer and fall programs) 4) Youth Futsal Clinic – A new program for EPAY and opportunity for youth to engage in this popular version of indoor soccer. (twice weekly Nov 4 – Dec 20) 5) Teen/Adult/Family Open Gym Volleyball Nights – Coordinated opportunities for volleyball open gym, with schedules for teens/adults/families (weekly May 13 – June 21 and Aug 12 – Sept 20) 6) EPA Family Days – Open Pool & Open Gym for Families with Hosted Outdoor Activities/Entertainment including recreation, art, and games (2 dates summer 2024 to be coordinated with City of East Palo Alto) 7) Teen Memberships – Offer teens ages 13-19 a fall/winter membership to allow them to experience the Y, including benefits of group exercise classes, wellness coaches, and all indoor/outdoor fitness equipment.

Teens can be recruited from among Volleyball Open Gym, Family Aquatics, and Family Days participants and would allow teens to immerse themselves in all the comprehensive benefits of Y membership for four months. (Sept. – December)
Clients Served: 955
Project Partners: We aim to continue partnering with the East Palo Alto Senior Center, Paxton Sports Academy, and the Women’s Coaching Alliance. The City of East Palo Alto has also been a lead partner and helped facilitate introductions and working relationships with these community organizations.

Project Timeline: May 2024 – December 2024
How Project Helps Organization Fulfill Its Broader Organizational Mission: Our mission is to strengthen our community by improving the quality of life and inspiring individuals and families to develop their fullest potential in spirit, mind, and body. The 2024 Sports and Recreation Passport Program builds upon the 2023 Summer of Fun programming and expands to add new areas for development, such as volleyball and futsal, and extends its impact beyond summer to an eight-month period from May to December. All proposed seven wellness programs reflect and deliver on the mission of EPAY.

How Proposed Program Activities Will Support A Young Person’s Academic Achievement Or Help Positively Develop Social Skills: Social skill development is the secret sauce woven through all EPAY 202
Lewis and Joan Platt East Palo Alto Family YMCA
2024 Sports & Recreation Passport Program
sports and recreation programs. It is well known that the Y “is more than a gym,” and this reputation reflects a focus on community building. When youth (and seniors, too) come to the Y, they benefit both from working on their wellness goals and spending time in a pro-social environment with their peers. It is a safe place where youth have a balance of independence and support from Y staff. Furthermore, SRPP 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 selfidentity, and a positive outlook on life, but have been shown to help protect youth from risky behaviors, helping them develop into healthy adults.

How Services Will Offer a Supportive Community Environment for Families and/or Senior of East Palo Alto: This is where the Y shines. From youth basketball to extended pool hours, and across all seven of the proposed suite of programs, YMCA staff and volunteers (coaches, lifeguards, group exercise instructors, wellness team, coordinators, directors, and welcome center attendants) aim to do more than offer a set of fitness activities, we aim to strengthen the community. That is the core of our mission. We do this by intentionally building connectivity between everyone at the Y, inclusivity, celebrating diversity and cultures, collaboration, and providing a positive environment for everyone to work toward their goals.

Organizational History and Qualifications for Providing Direct Services to Target Population: EPAY has a long history of 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. Last year EPAY served more than 1,300 families through membership, youth sports programs, and swim lessons.

Lead Staff & Qualifications:

Andres Jimenez, Youth Sports Coordinator, is responsible for developing and managing youth sports programs. He is a recent graduate of San Diego State who grew up in East Palo Alto participating in many sports programs at EPAY.

Jose Sanchez, Healthy Livings Director, is responsible for Financial Assistance and oversees the Membership, Health and Wellness, and Kids’ Club departments. He also supports the Aquatics Department as a lifeguard. As a YMCA professional and graduate of Cal State Chico, he is experienced in program development and implementation for youth, families, adults, and seniors.

Proposed Project Budget & How It Supports Objectives and Activities City of East Palo Alto TOT grant $40,000
Contributions Leveraged from Individual Donors $21,640
Total Project Budget $61,640
This SRPP budget provides East Palo Alto children, youth, families, and senior with seven programs— Senior Fitness, Family Aquatics, Youth Basketball, Youth Futsal, Teen/Adult/Family Volleyball, EPA Family Days, and Teen Membership—which are all no cost offerings over an eight month project period that will serve 955 unique participants.
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Budget Chart: Lewis and Joan Platt East Palo Alto Family YMCA Sports & Recreation Passport Program Title/Item Justification # Served Season Narrative
Direct
Costs
Program
Delivery
Indirect
Costs
Admin/
Marketing/
Etc. @15%
TOT
Funds
@65%
Leveraged
Funds
from
Individual
Y donors
@35%
Total
EPAY
SRPP
Budget
Senior Fitness
Class
Group exercise instructors,
training, and equipment for 28
weekly sessions
30 unduplicated
with capacity for
up to 280 total
Summer
Fall
Winter
This low-impact class includes exercises designed to
help seniors improve balance, flexibility, bone density, endurance, coordination, mobility and self-confidence.

Weekly June 4 to Dec 20
$3,100 $465 $2,313 $1,252 $3,565
Family Aquatics Lifeguards and Pool Expenses
500 unduplicated
with capacity for
up to 1,000
Summer
Open pool for families to enjoy on the weekend.
10 summer Saturdays (June 22 - Aug 24) $9,000 $1,350 $6,716 $3,634 $10,350 Youth Basketball
Staff to organize youth
leagues, coordinate volunteer
coaches & refs, manage
partnerships, plus equipment
75 unduplicated
with capacity for
up to 100
Summer
Fall
Youth learn core basketball skills while practicing
teamwork, developing leadership skills, and making new
friends. As they develop their athletic talents, children also build character, values, and confidence through
practice and discipline.
2 leagues: June 18-Aug 10 and Sept 10-Nov 1 $18,300 $2,745 $13,657 $7,388 $21,045 Youth Futsal
Developmental
Clinic
Staff to develop and deliver
new program, plus equipment
50 unduplicated
with capacity for
up to 75
Winter
Indoor recreational soccer training for youth with focus on teamwork, leadership skills, and making new friends. As they develop their athletic talents, children also build character, values, and confidence through practice and
discipline.

Twice weekly Nov 4 to Dec 20 $6,600 $990 $4,925 $2,665 $7,590 Teen/Adult/Family
Open Gym
Volleyball
Offering new Open Gym
program with staffing and
equipment
100 upduplicated
with capacity for
360
Spring
Summer
Fall
Welcoming recreational volleyball players in our
community on a weekly basis. Providing safe, semistructured times for each age group. 2 sessions: May 13-June 21 and Aug 12-Sept 20 $3,900 $585 $2,910 $1,575 $4,485 Family Days
Hosting 2 Summer Saturday
Family Days, including
staffing, planning,
entertainment, and supplies
200 unduplicated
with capacity for
400
Summer
In conunction with Family Aquatics/Saturday Open Swim
(activities at the Y and Bell Street Park), these would be recreational, artistic, and/or social in nature.

Summer dates to be coordinated with City of EPA $6,100 $915 $4,552 $2,463 $7,015 Teen Memberships
Membership for 75 teens x $22
per month x 4 months
0 unduplicated
(with above
programs) with
capacity for 75
Fall
Winter
As a follow up to Teen Volleyball and Family Aquatics,
invite 75 teens (ages 13-19) to experience teen
membership at the Y for the fall/winter, including group exercise classes and all gym/fitness areas.

Sept 1 - Dec 31 $6,600 $990 $4,925 $2,665 $7,590
955 total unduplicated served $53,600 $8,040 $40,000 $21,640 $61,640 204
ORGANIZATION: Lewis & Joan Platt East Palo Alto Family YMCA Logic Model Budget $61,640
TOT Funds: $40,000
Matching Funds: $21,640
Timeline: May – December 2024
Situation: Residents of East Palo Alto need opportunities for fitness, wellness, and socialization that are accessible both financially and geographically. This is especially true for youth, who need safe spaces for recreation and development. Without sports and recreation programs children, youth, families, and seniors are further at risk for negative physical and mental health issues. Seniors, especially, are facing an epidemic of loneliness. The EPAY SRPP is a community-driven solution that provides support in seven program areas to promote positive youth development, support healthy living, and strengthen families, all of which builds a stronger community.

Inputs Outputs
Activities Participation
Outcomes
Short Medium Long
Health and wellness
best practices
Collaborations, TOT
Funding, Leveraged
Organizational Funding
Staff/Volunteers serve as
positive role models and
YMCA provides “safe
space”
Family Aquatics
Estimated 955
participants
with capacity
for more
Seniors engage in
specialized fitness and
social classes
Youth spend productive
time engaging in sports
and recreational
activities
Youth get to practice
teamwork, leadership,
and social skills in a
supportive environment Community values youth
— Youth perceive that
adults in the community
value youth
Safety — Youth feel safe
at home, school, and in
the neighborhood.

EPAY SRPP
contributes
to building a
stronger
community
Senior Fitness
Youth Basketball
Youth Futsal Clinic
Teen/Adult/Family
Volleyball Open
Gym
Teen Memberships
Family Days
Physical and mental
health needs are
supported
Families have
affordable (free)
options for active local
activities
Assumptions & External Factors: We anticipate building upon 2023 program successes and collaborations, applying lessons learned, and will continue growing our staff expertise as we expand some programs and launch two new programs. Fundraising for those leveraged funds will be a top priority and is expected to be achievable.

Evaluation: Track participants across programs and use surveys to monitor satisfaction and areas for improvement. Gather both quantitative and qualitative data.
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CITY OF EAST PALO ALTO –TOT

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 $40,000) $ ______________ 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 Career/Employment/Entrepreneurship Crisis Intervention
Sports/Recreation Re-Entry/Diversion Other

EPACENTER
1950 Bay Road
East Palo Alto, CA 94303
N/A
epacenter.org
Jacinda Abcarian
[email protected]
650-313-2602 N/A
40,000
50,000
10,000
3,226,756
John & Marcia Goldman
Foundation
X
X
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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
53 53
June 15, 2024 August 15, 2024
X
X
X
X
Nadine Rambeau Executive Director
March 5, 2024
M - F 10am - 6pm
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Introduction - EPACENTER respectfully requests consideration of a TOT grant of $40,000 from the City of East Palo Alto (EPA) to conduct a city-wide public art project that will celebrate the EPA’s cultural vibrancy, highlight its identity, commemorate the talent of its youth, and inspire their future achievements. This falls under the project service category of Summer Camp. The Altotude Public Art Project is envisioned as an annual public art initiative that will take place for four weeks over the summer in which youth from East Palo Alto will learn how to create digital art images that will be placed onto large scale street pole banners throughout the community, and projected onto the walls of municipal and local businesses during commemorative holidays.

The Altotude Project is aligned with EPACENTER’s mission to increase opportunities for youth to discover and amplify their talents, realize their potential, and impact the world through art and design. We will use a community-design process to engage up to 50 youth, ages 6-18, in decision-making about the look and feel of their community. They will participate in visual art and design classes led by professional artists and 3 youth interns ages 18-24 from EPA, trainings and discussions on public art, learn about the needs of East Palo Alto residents and how they see their city, and participate in the design of public artworks that will be installed on street banners throughout the City. To highlight pieces created as part of the Altotude Project, swag like coffee mugs, keychains and T-shirts will be screen-printed by youth at EPACENTER and distributed to the youth and families in the community.

Goals and objectives - The overall goals of the Altotude Project are to train 53 youth from East Palo Alto in creative public art and design, bring positive attention to the City, increase its residents’ visibility as creative and cultural icons in Silicon Valley, and build East Palo Alto’s brand as a place where diversity, beauty, and creativity thrive in harmony. The goals of the project are to:
- Instill a sense of creative agency in youth in EPA
- Foster a sense of community among youth and the community in which they live - Broaden career prospects for youth in EPA by developing their design skills -Improve academic achievement and social skills through a Creative Youth Development (CYD) model that challenges youth to learn new skills and grow in ways that interest them.

Workplan/Timeline - The project development period will take place over the span of 4-6 weeks between June 2024 - August 2024:
a) Recruitment of Youth Participants - Youth participants for the project will be reached through the distribution of flyers locally to non-profits and other youth serving organizations with whom we hope to collaborate on the project.
b) Preparation Process (May – June): The Design Team of professional artists and youth interns from EPA will conduct an in-depth analysis of the history and culture of East Palo Alto and conduct listening sessions with community members on their vision for public art in the City. The Design Team will listen and learn from community members and gain inspiration for each public artwork. 208
Presentation will be made to City Council to gain input on the themes and values for the public artwork.
c) Design Process (July): The Design Team will lead local youth through a 4-week long, 5-day per week, 2 - 8 hour per day (depending on the project), digital media camp in which they will create artwork for the street pole banners inspired by community feedback. Throughout the process, youth will use design software from Adobe and 3D modeling software like SketchUp to create mock-ups of different concepts for their designs.
d) Review Process (August): Final designs will be presented to City Council. e) Installation Process (September - December): EPACENTER’s Public Art Consultant will solicit bids and work with installation vendor and city officials on the fabrication and installation of banners on street light poles and on the development of visuals for projection on municipal buildings. f) Outreach (September – December): The installation of the project will be promoted through press releases targeted to local TV and radio channels, print and TV news. Interviews with public officials, the artists, and youth participants will be pursued with lifestyle, cultural and arts media.

Compelling digital images will be featured on City and partner websites, and on Facebook, Instagram, and other social media channels. EPACENTER will invite community members to the facility to learn about the community’s vision for public art in the community. These meetings will be led by the lead artists and will inform their process as they work with youth in providing guidance about the vision that the artworks will contain.

Community Benefit - From planning discussions about various public art projects within the community, it is clear that residents have a desire to find respite and community, and are in search of a sense of communal well-being. As such, there will be significant value to the community through the project’s representation of the city’s talent, cultural heritage, and depictions of communal life across ethnicities. The project will rectify issues around the lack of representation of Latino, African American, and Pacific Islander communities in public art in San Mateo County.

Moreover, it will help address the loss of knowledge of the City’s rich cultural history due to the impact of changing demographics and gentrification.

Organizational History and Qualifications - EPACENTER’s development, including facility design, programs, testing, and organizational mission, is an outcome of a deliberative, iterative approach that has engaged local youth in East Palo Alto at every stage, since 2010. For the past 7 years, EPACENTER has been led by Executive Director, Nadine Rambeau. Prior to coming to EPACENTER, she served as the managing director at the California Institute of the Arts in Los Angeles and the YMCA of Metropolitan Chicago Chernin’s Center for the Arts on the Southside of the city. Ms.

Rambeau holds an MFA in critical theory from the California Institute of the Arts and a BA in political science from Northwestern University and is a current fellow with the American Leadership Forum, Silicon Valley. Ms. Rambeau leads a team of 19 staff, and many paid interns.

More than half of EPACENTER’s staff are bilingual and 90% identify as a person of color.

Project Budget - The total project budget is $50,000 with the majority of funds supporting arts instructors and youth interns. We have secured matching funds in the amount of $10,000 from the John & Marcia Goldman Foundation, and respectfully request $40,000 from the City of East Palo Alto.
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EPACENTER Project Budget - Altotude Project (Summer Camp) 2024

EXPENSES
Personnel Amount
Artistic
Lead Digital Media / Public Art Instructor (Ages 6-10) $9,000.00 Lead Digital Media / Public Art Instructor (Ages 11-14) $9,000.00 Lead Digital Media / Public Art Instructor (Ages 15-18) $9,000.00 Youth Intern Instructor $3,500.00
Youth Intern Instructor $3,500.00
Youth Intern Instructor $3,500.00
Administrative
Public Art Consultant $9,000.00
Public Relations Consultant In-Kind
Operating
Art Supplies & Equipment $500.00
Software In-Kind
Computers/Tablets In-Kind
Printing $1,000.00
Video Documentation $1,000.00
Community Meetings $1,000.00
Grand Total $50,000.00
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MISSION: Increase opportunities for East Palo Alto youth to discover and amplify their talents,
realize their potential, and impact their world through the arts.

To fulfill this mission, we are 1) creating spaces – including a dedicated center for the arts within East Palo Alto, 2) growing programs that engage young people and collaborate with other providers, 3) creating a new organization to support and sustain the mission long term, and 4) creating new partnerships and forums that build community and promote positive youth development through the arts.

EPACENTER Program Logic Model
Intermediate Outcomes (3-5 years)
Youth
Increase competence, creative confidence,
connection, compassion, and contribution
Increase self-efficacy
Increased resiliency: ability take risks, make
mistakes and keep going
Improve skills/develop mastery in specific art
forms
Express positive goals for the future and plan
for how to get there
Strengthen networks and navigation skills
Engage in and contribute to community
Increase value for role of art in personal and
community life
Organization
Provide consistent, equitable access to high
quality and culturally relevant arts and music
instruction for youth
Create clearly articulated pathways &
supports for youth arts participation and
growth over time
Ensure safe, welcoming and inclusive space
for diverse community members
Community
Increase number and types of creative
gathering experiences for youth
Increase local audience for youth arts
activities and performances in EPA
Increase visibility of youth artistic and cultural
assets in East Palo Alto
Increase civic vibrancy and youth
participation
Long Term
Youth
Imagine, express and create
better lives for themselves, their
families, and
communities
Personal power & fulfillment
Contributing to & positively
shaping community
Strong, positive personal and
professional networks
Arts and expression valued,
part of life
Organization
Provide sustainable, trusted, high
quality arts resources,
experiences, and learning
pathways for youth and families
Program Activities
Creative Youth Development
Digital Arts
Audio recording and production
Digital photography and video
Graphic Design
New media and multi-media
Visual & Public Art
Painting and drawing
Public art: pop ups, murals and
installations
Design and print making
Sculpture
Performing Arts
Instrumental (individual/bands)
Composition and theory
Dance
Spoken word and lyricism
Youth Gathering & Youth Community
Building
Cultural Festivals
Café, lounge and gallery
Events, dialogues and productions
Youth Leadership
Event planning, production and
management
Community action and engagement
Arts to support social justice campaigns
Program Strategies
Engage youth as leaders
Identity and collaborate with partner
organizations and individual
supporters
Create and sustain new arts spaces
and programs
Provide high quality arts experiences
Facilitate innovative, communityfocused conversations and events Ensure diverse pathways for youth to
learn, connect, explore, and lead
Drop in, events
Exploratory (classes, workshops)
In depth programs
Production and performance
Jobs and internships
Mentorship.

Approach
Collaborative
Creative, responsive
Community-based
Cross-disciplinary
Cultural (and cross-cultural)
Guiding Framework:

Creative Youth Development
211

CITY OF EAST PALO ALTO

CONFLICT OF INTEREST CERTIFICATION
All Measure C or Transient Occupancy Tax grant agreements funded under the City of East Palo Alto’s Grants Program are governed by the conflict of interest laws of the State of California.

STATE CONFLICT OF INTEREST LAWS
Political Reform Act: Government Code Section 87100 prohibits a public official from using his/her official position to influence a decision in which he or she knows or has reason to know he or she has a financial interest and reads as follows:

No public official at any level of State or local government shall make, participate in making or in any way attempt to use his official position to influence a governmental decision in which he knows or has reason to know he has a financial interest.

Government Code Section 87103 provides that a public official has a financial interest in a decision if it is reasonably foreseeable that the decision will have a material effect on the official or on a member of the official’s immediate family on:
(a) a business in which the public official has a direct or indirect investment worth $2,000 or more. (b) real property in which the public official has a direct or indirect interest worth $2,000 or more. (c) any source of income of $500 or more received within 12 months prior to the time when the decision is made.
(d) a business in which the public official is a director, officer, partner, trustee, employee, or has a management position.
(e) the donor of a gift to the public official of $250 within 12 months prior to the time when the decision is made.

Government Code Section 1090: This code section prohibits public officials or employees from being financially interested in any contract, which includes grant agreements, made by them in their official capacity, or by any body or board (e.g. city council) of which they are members. There are also a complex set of laws defining so-called “remote interests” and “noninterest.” The nature of the interests determine what actions a public official or employee may or may not take regarding the contract.

The following is the conflict of interest clause contained in the City’s grant agreement:

8.4 Conflict of Interest.
(a) Through the execution of this Agreement, Grantee acknowledges that it is familiar with the provision of Section 87100 et seq. and Section 1090 et seq. of the Government Code of the State of California, and certifies that it does not know of any facts which constitutes a violation of those provisions and agrees that it will immediately notify the City if it becomes aware of any such fact during the term of this Agreement. (b) Not more than one member of an immediate family serves or will serve as an officer, director or employee of Grantee, without the prior written consent of City. For purposes of this subsection, “immediate family” shall include husband, wife, domestic partners, brothers, sisters, children and parents (both legal parents and stepparents).

Applicant Certification
I have read the above conflict of interest clause and certify that the organization identified below will comply with it and identify instances where conflicts of interest may exist and immediately notify the City when it becomes aware of a conflict.

Organization Date Signed
Signature of Authorized Representative Title
Please Note: You are required to submit this certification as part of your grant application to the City. Failure to submit this certification will result in your application not being considered by the City.

EPACENTER 2/27/2024
Executive Director
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213
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CITY OF EAST PALO ALTO –TOT

GRANT APPLICATION

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

Organizational Information
Legal Name Organization: Saint Mark AME Zion Church
Address of Organization: 1794 Bay Road; East Palo Alto, CA. 94303 Website: Saintmarkamez.org
Collaborating Organization: N/A
Website: N/A
*Attach additional sheet(s) if necessary.

Contact Information
Grant Administrator Dr. Cheryl Stephenson
Email [email protected]
Phone 404.428.5790 Fax
Grant Request
Amount Requested: (Not to exceed $40,000) $ 2 6 , 5 0 0 . 0 0 Total Project Budget: (For this project) $ 3 4 , 5 0 0 . 0 0 Matching funds/in-kind donations? (Yes/No) Circle one. If yes, amount?
$ 8 , 0 0 0 . 0 0
What is your organization’s total annual operating budget? $ 2 1 6 , 0 0 0 . 0 0 Please list the names of matching funding or in-kind donation sources:

Saint Mark
Have you received TOT funding previously? Yes x No Year(s)? 2 0 2 3 Is that grant still active? Yes No x
If not, have you submitted your Closeout forms? Yes xNo Please indicate your service category: Summer Camp x Leadership Development Career/Employment/Entrepreneurship Crisis Intervention
Sports/Recreation Re-Entry/Diversion Other
x
x
y
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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 x
Check Age Group(s):
⏐ Youth x ⏐ Families ⏐ Seniors x
under 5, 5-10, x10-15, x 15-18, x18 – 24 x2 5 –64, 65 & up Clients Served:

List the number of East Palo Alto Clients you intend to serve during this program: 500+ List the total number of Clients you intend to serve during this program: 1,200 (includes online viewers
Summer Program Timeline
What are your dates of service for this program? START: 07.01.24 END: 10.18.24 What days/nights will you run your program? (Ex: M-F) Friday Hours? 6 pm-10 pm Acknowledgement
x 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. x 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.

X 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.

Cheryl Stephenson 03.06.2024
Signature of Authorized Representative Date Signed
Cheryl Stephenson Administrator
216
Printed Name Title
217
218
March 4,2024
Friday Night Vibez Program (Narrative)
Organization Description:

St Mark AME Zion is a 501c3 religious organization that serves the East Palo alto, Bell Haven and neighboring communities. We strive to create innovative programs that address the real needs of our diverse community. Programs such as the Distance Learning & Tutoring Assistance Program for children and the Forward-Thinking workshop for Seniors, Caregivers, and family members, Our Annual Christmas Gala for Seniors and our Adult literacy Program exemplify our impact on the community. St. Mark has hosted the premiere Candidate Forum for City Council and School Board District Elections for the past six years.

The Christmas Senior Gala has become a signature affair for Saint Mark AMEZ. We collaborate with community partners and host 200-plus senior citizens in the EPA community by serving an elegant meal and showering them with gifts. Friday Night Vibes is another medium that allows Saint Mark to exhibit its footprint in the community. The program offers EPA youth and young adults a haven to showcase their creative abilities through an evening of entertainment, displaying their artistic skills in music, poetry, dance, spoken word, and other artsy techniques.

This program is intended for youth from 14-24, however we discovered a much broader audience last year and have established an all is welcome open-door policy. (See attached Matrix for actual results for 2023)
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.
219
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.

Last year we were able to add industry professionals to conduct feedback and advanced skill building techniques. The program continues to expand to meet the needs of our advancing youth participants. Program enhancements include expanding the program to incorporate workshops to help our youth further develop their skillset. Securing industry professionals to guide and mentor youth in improving 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.

As a church our motto is to Serve God by Serving Others. However, our outreach efforts are not evangelistic, rather they are demonstrations of our Love for God and humankind. We may share our Love through our actions, however our outreach efforts do not include proselytizing or promoting our religious beliefs. Everyone is welcome regardless of their religious beliefs.

Hence, we donate our space, equipment, volunteers and more to make the experience more meaningful. We also secure pro bono professionals to share their gifts and talents and have received donations from other supporters.

Work Plan:

Our Work Plan for this program remains simple and accessible. Youth are invited to attend weekly Friday Night sessions of FNV. Each session features a pre performance workshop or Learning Session facilitated by an industry professional. This is followed by a featured artist of the week, fellowship time and open mic time for all youth to either share something they created that evening or something that is a part of their existing repertory. Artist receives candid feedback from the audience and from the industry professionals. Published authors, professional comedians, writers, renowned artist and members from academia are there to encourage and coach the youth. We hope to kick-off the program July 1, 2024 and close before the Holidays, around October 18, 2024.

Each Season ends with a friendly competition where the youth get to compete for prizes and bragging rights including featured spots on radio, talk show and live performance opportunities.

All sessions are supervised, including security, FREE refreshments and weekly drawing prizes. 220
City of East Palo Alto
Maurice Baker, Acting Community Services Manager
2415 University Avenue, 2nd Floor.

East Palo Alto, CA 94303
March 4, 2024
Mr. Baker:

Saint Mark AME Zion welcomes and appreciates the opportunity to respond to the request for proposal (RFP) for the 2024 Transient Occupancy Tax Grant, which focuses on youth, families, or senior citizens in the East Palo Alto (EPA) community.

Saint Mark is excited to present a proposal for its Friday Night Vibez program, a 16-week program designed for East Palo Alto (EPA) youth and young adults. Friday Night Vibez aims to provide an environment to spotlight the gifts and talents of EPA’s young people. The program offers an alternative venue to spend on Friday evenings during the summer and fall of 2024. The program also allows the community to understand better the artfulness EPA youth and young adults have been given in music, dance, poetry, art, and song. The event allows for in-person and online participation via ZOOM or a similar platform. The Saint Mark family has presented Friday Night Vibez quarterly for the past four years with measurable success.

Research suggests that the arts can positively impact youth development from birth through adolescence. For example, Menzer (2015) found that engaging in various art forms (such as singing, dancing, acting, and doing crafts) often results in positive social and emotional behaviors, including empathy, sharing, and mood control.

Along with providing a safe atmosphere for fellowship, Friday Night Vibez offers an opportunity to strengthen youth-young adult and community relationships.

Saint Mark AME Zion was a TOT 2023 Grant recipient, and our measurable outcomes greatly exceeded our expectations with 478 participants, 1,046 on-line viewers and 176 Workshop participants. We strengthened existing relationships with other organizations serving EPA youth as well as built new bridges of opportunity for the advancement of positive youth engagement. We are firm believers that positive youth development programs build on young folk’s sense of identity, belief in themselves and the future, self-regulation, self-efficacy, and social, emotional, cognitive, and behavioral competence. The proposed Friday Night Vibez program is a gateway to continuing our efforts in addressing the needs of EPA youth and young adults. The grant of $32,000 will allow Saint Mark AME Zion to address the needs of the community and enhance the existing Friday Night Vibez program as we continue to promote further our commitment to service through outreach throughout the city of EPA.

Sincerely,
Deborah Lewis-Virges
Pastor Deborah Lewis-Virges
Pastor/Visionary
221
222
Situation Planned Work Intended Outcomes
What we Know What we
Believe
Inputs Activities Outputs Short-term Long-term
-EPA youth and
young adults lack a
lack of
engagement in
constructive
activities, which
can lead to
negative
outcomes.
-- Early
intervention can
prevent
delinquent
behavior and
support youth and
young adult
development. -
Positive
interactions with
adults and peers
can benefit all
youth.
- Creative
expression can
improve mood,
boost self-esteem,
enhance cognitive
function, improve
social life, and
alleviate stress and
anxiety.

Target Population:

EPA Youth &
Young Adults (ages
15 – 24)
Needs:
-funding
-volunteers
-participants
- safe and
nurturing venue
-mentors
-technological
equipment
-Advertisement
Challenges:
-transportation
-recruitment
Strengths:
• Cultural diversity
among target
population, staff,
partners
-Our program
can positively
impact the
target
population
based on prior
evaluation and
outcomes of an
earlier similar
outreach
event.
- Future
funding
opportunities
will
materialize.
- 20+ years’
experience
influencing
youth
-Future funding
opportunities
will
materialize.
-Basic
Operational Cost
-In-kind
donations
-Request grant
funding for
program
expansion.
-Collaborate with
community
partners, e.g.,
Hope Horizon
Live in Peace
Menlo-Atherton
Youth United for
Community
Action (YUCA)
Volunteers
- Expand
the
frequency
of the
Friday
Night Vibez
program to
monthly to
include a 4-
week
summer
intensive.

Participants
can attend
the event
in-person
or virtually
via Zoom
- Increase the
frequency of
the Friday
Night Vibez
program.
- Provide a
platform for
EPA youth
and young
adults to
showcase
their gifts.
- Provide
critical
feedback
from industry
professionals.
-engagement
in
constructive
activities and
decrease the
likelihood of
negative
outcomes.
- Foster
positive
relationships
among youth
and young
adults.
- Furnish the
needed
support to
build on the
strength of
EPA youth
and youngadults.
-An
environment
catering to
the artistic
gifts/talents
of EPA youth
and young
adults.
- Increased
engagement
in
constructive
activities.
- Positive
interactions
among youth
and young
adults. -
Increased
interest in
pursuing
artistic goals.
-Opportunity
to
fellowship.
-Spike an
interest in
pursuing
artistic goals.
-
- Decreased
likelihood of
negative
outcomes. -
Increased
resilience and
development
of youth and
young adult
assets. -
Decreased
rates of
recidivism.

Effective
strategy to
supplement
evidencedbased
research.
-Promotion of
positive
outcomes for
young people
by providing
opportunities
-Fostering
positive
relationships
-Furnishing the
needed
support to
build on the
strength of EPA
youth and
young adults
223
-Support from
community
leaders,
foundations,
partners, schools,
and community atlarge
224
Saint Mark AME Zion Church
Friday Night Vibez
TOT 2024 GRANT ATTACHMENT
PROPOSED PROJECT BUDGET Total
Weekly Project
Advertising & marketing $ 2,500.00
Audiovisual Tech Team 16 200 $ 2,400.00
Headliners 16 400 $ 6,400.00
Workshop Facilitator/Materials 16 150 $ 2,400.00
Refreshments 16 100 $ 1,600.00
Security 16 150 $ 2,400.00
Master of Ceremonies 16 150 $ 2,400.00
1150 $ 20,100.00
Admin $ 6,400.00
$ 26,500.00
In-Kind Donations $ 8,000.00
Facility maintenance & equipment usage
Management
Public relations
Kitchen staff
Host and hostess
225
CITY OF EAST PALO ALTO –TOT

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 $40,000) $ ______________ 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 Career/Employment/Entrepreneurship Crisis Intervention
Sports/Recreation Re-Entry/Diversion Other
East Palo Alto Community Archive
321 Bell Street, East Palo Alto, CA 94303
https://epacommunityarchive.org/
[email protected]
650-269-9247
20,000
$106,403
482,400
East Palo Alto Community Archive
$126,403
Sharifa Wilson
226
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
65 65
June 3rd 2024 August 9th 2024
M-F 10am - 4pm
03/05/2024
Sharifa Wilson Executive Director
227
Project Service Category and Timeline: The project falls under the TOT Youth and Family Wellbeing initiative, focusing on engaging youth and their families in the East Palo Alto (EPA) community through the Young Historians Program, a 10 week summer program, which will run from June 3rd to August 9th.

Work Plan/ Objectives/Number of Clients to Serve: East Palo Alto Community Archive's (EPACA) primary goal the Young Historians Program is to engage nine youth interns to act as oral history recorders, dedicated to capturing and preserving the rich stories of the EPA community. This involves several key steps:
● Week 1-2: Executive Director, Intern Program Coordinator, and Oral History Recorder will begin the recruitment process for nine youth interns Additionally, the team will collaborate to finalize the program's training and schedule. ● Week 3: Oral History Recorder will provide comprehensive, self- archiving and digital media training sessions to the interns.
● Week 3-10: Nine intern youth Oral Recorders will work alongside the Program Coordinator and Oral History Recorder to develop a digital collection of oral recordings to honor the history of EPA families, conducting interviews with 9 families and 5 civic leaders.
● Week 10: Team will orchestrate a culminating program event to showcase and share the collected stories and artifacts with the families.

Through these efforts, we aim to directly serve approximately 65 clients, with a broader audience within the East Palo Alto community through online archives and social media channels.

Aligning Project Impact with Organizational Mission: The Young Historians Summer Program aligns with the EPACA’s organizational mission of collecting, sharing, promoting, celebrating, and preserving the unique history of East Palo Alto for future generations, fostering multi-generational information-sharing, celebrating historic events, and building community pride and civic engagement.

By empowering youth to actively participate as stewards in documenting and expanding the archive's collection of stories, the program not only educates them about the past but also involves them in telling the unique story of the community. Through this initiative, youth are encouraged to gather stories from their own family and their connections in the community, expanding the oral history collection and physical archive, instilling in them a sense of ownership of their cultural legacy and facilitating connections with older generations.

Additionally, the program provides training in digital media, archiving principles, and interview skills, equipping participants for future careers in community archiving, media arts and communications, and thereby fulfilling EPACA's mission of linking past, present, and future generations.

Enhancing Academic Achievement and Social Skills: By actively participating in community outreach, conducting interviews, creating digital media content, and archiving materials, youth are fully engaged in project-based learning. This immersive approach not only enhances critical thinking and problem-solving skills but also fosters important social skills such as communication, teamwork, and empathy.
228
Furthermore, as a leadership development opportunity focused on our BIPOC community, we aim to empower youth, fostering self-confidence and responsibility, all while maintaining cultural authenticity and relevance. Finally, through mentorship and coaching we hope to provide personalized support, enhancing learning and personal growth in the areas of self archiving and digital media.

Creating a Supportive Community Environment for Families and Seniors in East Palo Alto: Our program fosters intergenerational dialogue and knowledge sharing, encouraging families and seniors to engage with youth and contribute to the community narratives and promote mutual understanding and respect. Through bilingual outreach and translation services, we ensure program participation is inclusive and accessible to encourage participation from our diverse community.

By collecting and preserving family history, we not only create generational community cohesion but also invoke a sense of pride and connection among residents. Through this process, individuals come to value their own history and stories, recognizing the importance of their contributions to the community narrative. Our archive serves as a powerful tool for demonstrating the strength and resilience of our residents, challenging mainstream narratives, and instilling local pride and civic engagement. Overall, our services create a supportive environment where families and seniors feel valued, connected, and empowered.

Organizational Track Record and Expertise Serving the Target Population: EPACA boasts a demonstrated history of community engagement and heritage preservation within the diverse EPA community. Since 2021 the EPACA has demonstrated a history of community engagement and heritage preservation. We have included young people as volunteers and focus group participants. We are working with student groups at EPA Academy High and Eastside. To date, we have amassed over 90 oral recordings and processed more than 2,000 physical artifacts. Our efforts continue to expand through collaborations with community leaders and outreach events.

Lead staff, their qualifications: Our program is led by Executive Director Sharifa Wilson, who excels in program management and stakeholder coordination. Meda Okelo serves as the Oral History Coordinator, overseeing the recruitment, training and mentorship in digital media, archiving principles, and interview skills. The recordings will be reviewed and edited by videographers and organized by our Record Manager, Barbara Noparstak, before being uploaded to the project's website. The intern program coordinator will manage the scheduling and coordination of program activities.

Budget Narrative: EPACA is committed to matching funds for the project costs. Our budget includes a request of $20k which will directly cover the costs of stipends for our nine Young Historians. In-kind funds have been allocated to cover program staffing. Cash on-hand funds are allocated for our dedicated project staff who will oversee program coordination and implementation. We will also cover the costs for utilizing the Media Training center and provide training, along with additional expenses for equipment, transportation, and food needs. 229
########
########
Timeline: June - August
Activities Participation Medium Long
Developing
interview
questions
Oral History
Coordinator,
Nine Young
Historians
Refining question
formulation ad
establishing a
standardized
question process,
increasing participate
confidence in
interviews, and
improving team
We will evaluate and measure the impact and success of our objective by trac number of interviews conducted (Goal = 18 interviews) and artifacts archived ( 40 artifacts). Additionally, we will assess the enhanced reputation of EPACA a deeper connection to heritage and community identity among participants thro qualitative feedback and surveys.

Oral History
Coordinator
Intern Project
Coordinator Interns will
interview
families to
produce oral
recordings
Families, Oral
History
Coordinator,
Nine Young
Historians Digital media and
recording
equipment Interns will
collect a total of
40 artifacts and
create a
"culture box"
Videographers
Variables that could impact successful implementation include general lack of youth engagement, community availability to participate in oral story recording activities, and media quality control. Strategies to address these issues include providing ongoing support and mentorship to youth interns, developing detailed timelines/schedules for interviews and communicating with community members closely around their availability, and establishing clear guidelines for quality assurance during the Short
Developing interview
skills among interns
and archive team
members, creating
structured interview
questions, and
initiating collaboration.

Expanding the arc
collection will crea
lasting impact on
community by pre
its history for futu
generations, enha
EPACA's reputatio
fostering participa
deeper connection
heritage and comm
identity. Through t
process, youth ga
valuable interview
communication, a
research skills tha
transferable to ma
academic and pro
contexts. Their
participation may
inspire further pur
Interns gaining
experience in
conducting interviews,
producing oral
recordings, and
Engaging in
meaningful
interactions with
community members
fosters empathy,
cultural
understanding, and
Young Historians Program Logic Model
OBJECTIVE ONE: To develop and expand our Archive collections, East Palo Alto Community Archive will work with nine Young Historians to engage in community education and oral history collection. Interns will produce 18 oral recordings, conducting interviews with family members, and collect 40 artifacts to enrich our archive. This initiative prioritizes community engagement, preservation of diverse histories, and strengthening community involvement with the archive. The intended outcomes include the growth of our archive program, increased community awareness, and the celebration of East Palo Alto's rich heritage.

Budget:

Matching Funds:

Inputs Outputs Outcomes
230
We will evaluate and measure the impact and success of our objective by trac number of interviews conducted (Goal = 18 interviews) and artifacts archived ( 40 artifacts). Additionally, we will assess the enhanced reputation of EPACA a deeper connection to heritage and community identity among participants thro qualitative feedback and surveys.

Variables that could impact successful implementation include general lack of youth engagement, community availability to participate in oral story recording activities, and media quality control. Strategies to address these issues include providing ongoing support and mentorship to youth interns, developing detailed timelines/schedules for interviews and communicating with community members closely around their availability, and establishing clear guidelines for quality assurance during the 231
Long
ss of our objective by tracking the
ws) and artifacts archived (Goal =
ed reputation of EPACA and the
ty among participants through
Expanding the archive's
collection will create a
lasting impact on the
community by preserving
its history for future
generations, enhancing
EPACA's reputation, and
fostering participants
deeper connection to their
heritage and community
identity. Through this
process, youth gain
valuable interviewing,
communication, and
research skills that can be
transferable to many
academic and professional
contexts. Their
participation may also
inspire further pursuit of
rchive will work
ns will produce 18
ur archive. This
ng community
m, increased
232
ss of our objective by tracking the
ws) and artifacts archived (Goal =
ed reputation of EPACA and the
ty among participants through
233
Young Historians Program
Budget Line Items Cost
Requested from
TOT Grant
Match from
EPACA
Executive Director (10% time) $6,000 $0 $6,000
Young Historians (9 interns (including bilingual)) $50,400 $20,000 $30,400 Intern Program Coordinator (Bilingual Coordinator) (100% time) $13,462 $0 $13,462 Oral History Coordinator (50% time) $17,550 $0 $17,550
Records Manager (5% time) $2,600 $0 $2,600
Videographer (20% time) x2 $10,400 $0 $10,400
Training/recording & media $4,000 $0 $4,000
Purchase of equipment (cameras, microphones, headphones, other accessories) $5,000 $0 $5,000 Travel (uber/lyft, van rentals) $5,000 $0 $5,000
Food $500 $0 $500
Indirect Costs (10%) $11,491 $0 $11,491
TOTAL EXPENSES $126,403 $20,000 $106,403
234
CITY OF EAST PALO ALTO –TOT

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 $40,000) $ ______________ 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 Career/Employment/Entrepreneurship Crisis Intervention
Sports/Recreation Re-Entry/Diversion Other
Mannakin Theater & Dance—en Avant School of Dance
1841 Bay Road, East Palo Alto, CA 94303
https://mannakindance.org/en-avant-dance-fall-spring-2023-2024/ Eastside College Prep School
https://www.eastside.org
Nathan Cottam
[email protected]
415 519-7171
40,000
335,000
40,000
420,521
Atkinson Foundation,
Palo Alto Community Foundation, Silicon Valley Community Foundation, Lawrence Livermore National Security 2023
Year-round Arts programming
235
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
1500
150 youth
1350 family members 1800
July 1, 2024 June 30, 2025
M-F 3:30-8:00pm
Nathan W. Cottam
March 6, 2024
Executive/Artistic Director
236
EPA Transient Occupancy Tax Grant 2024

EXECUTIVE SUMMARY
Mannakin Theater & Dance requests a grant in the sum of $40,000 as General Operating Support for en Avant School of Dance, Mannakin’s year-round outreach program in East Palo Alto. The program’s activities are designed to serve Youth and Families through the promotion of performing arts.

The Mission of en Avant School of Dance is to plant long-term benefits of high-quality ballet training, studio community, and regular performing opportunities in underserved youth and families of East Palo Alto. To do so, en Avant School works diligently to tackle the persistent problems of cost and proximity by establishing its location on Bay Road and charging tuition at roughly 35% of the market rate demanded at similar facilities in Palo Alto and Menlo Park. A grant like that of TOT can help maintain en Avant’s Bay Road location as well as its affordable tuition rate. To put simply, the Transient Occupancy Tax grant will be used directly to subsidize the tuition of East Palo Alto families and facilitate the growth of ballet culture in EPA through en Avant School of Dance.

ORGANIZATION BACKGROUND
Mission – The mission of Mannakin Theater & Dance (MTD) is to expand the world of the preforming 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 swaths 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 racial 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 is owner of two full-time leases. The headquarters of the company is in San Francisco located at the MTD-operated iMPACt Center for Art & Dance. The second venue, en Avant School of Dance, is a 1200-square-foot building in East Palo Alto. en Avant School of Dance is the original MTD outreach program in EPA. It was founded in 2018 with the Youth Club at St. Francis of Assisi. Currently operating on its own, at 1841 Bay Road, en Avant has built a community of over 400 youth and hundreds of family members as participants in its ongoing activities. In December of 2022, MTD produced the first Nutcracker in East Palo Alto at East Side College Prep School.

The Nutshell! Is MTD’s annual Nutcracker festival. Since its premiere in 2017, it has been seen every year, including a global film production in the pandemic year of 2020. Audience participation is its specialty. It also features guest performances from an eclectic group of dance traditions such as flamenco, Chinese and Indian classical, folklorico, jazz and tap. EPA students of en Avant School have performed in The Nutshell! every year since 2018.

Folk Dances is MTD’s summer offering. Each year in July, a popular fairy tale is reenacted on theater stage through the creative collaboration of Mannakin’s professional dancers, adult summer workshop attendees, and students of en Avant School of Dance. Past productions include The Pied Piper (2021), The Emperor’s New Clothes (2022), and Pinocchio (2023).

NARRATIVE
In the world of ballet, two obstacles persistently impede the participation of residents of low-income communities such as East Palo Alto: cost and proximity. A quality ballet education can easily cost $600 per month, an obvious financial barrier for EPA families. Secondly, ballet studios typically locate their facilities near their affluent clientele, a geographical inconvenience to underserved neighborhoods. As a result, even a family that can manage the expense is often deterred by factors such as travel time, work schedules, and traffic congestions. Having a dance studio located in the city of East Palo Alto would ensure that ballet is conveniently within the reach of EPA’s residents.

In April of 2018, MTD sought to undertake the challenges of cost and proximity by setting up an eight-week pilot program in collaboration with the Catholic Charities Youth Club in East Palo Alto, and en Avant School of Dance 237
was born. Mannakin has since forged partnerships with The City of East Palo Alto, Creative Montessori of EPA, Hope Horizons, Seventh-Day Adventist EPA,, and RISE after school. At present, over 400 youths and their families have joined the en Avant school community.

The en Avant community closely reflects the race and language make-up of East Palo Alto, with 65 % of our students being of Latin heritage, 10% African American, 10% pacific islander, and 5% from a variety of other backgrounds. Since most of our families speak Spanish at home, some of our younger students encounter English for the first time in ballet class, thus receiving a head start in primary education Two factors we should point out that can prove en Avant to be a bona fide private dance studio: MTD teachers and multiple annual performance opportunities. MTD teachers are by no means amateur volunteers; they are professional dance artists sought after by other studios for competitive salaries. Regular performance opportunities are equally significant. en Avant students participate in the The Nutshell! in every December and Folk Dances every summer. These ongoing performances provide a series of milestones that positively impact the lives of young dancers and their families.

FUNDING
The operational budget for en Avant School in the coming fiscal year (July 2024—June 2025) is $335,000. Averaged over a full-capacity enrollment of 105 students, the cost per student is $314 monthly for eleven months of programming, or $3,454 annually for each and every student. Families in our EPA community can cover only a portion of this figure. Mannakin Theater & Dance is therefore tasked with raising a total of $210,000 in FY25 in order to keep our doors open and provide our signature high quality dance training and performing opportunities.

The TOT grant will be crucial block in towards the base operational costs of en Avant School, thus benefitting EPA youth throughout the entire year.

While en Avant is pleased to see yearly growths, it has come to the urgent belief that, for the sake of providing its youth group (ages 8-13) the most valuable ballet education, it must offer them a week-long program, not once-aweek classes. That is, we need to initiate an after-school program for our youth. The after-school program will involve childcare Monday through Friday, from 3:30 to 6:30 pm. Each day, the office manager will transport our students from their schools to the studio. Students will not only receive high-quality ballet training but also homework help as well as other extracurricular enrichment activities such as music and nature appreciation. Taken all foreseeable needs together—transportation cost, staff salaries, materials expenditure—the after-school program, with an enrollment of 20 students, will require a budget of $95,000. Our youth deserve a consistent training program that can help them thrive. The TOT grant can make that happen.

Funding to support en Avant School has come from private donations, government entities, as well as 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 enriches a child’s life. It helps a child mature physically, emotionally, socially, and cognitively. Ballet also enriches the child’s family and their surrounding community. en Avant School can serve as a cultural hub in East Palo Alto where children and their families bond together in one of the most revered forms of art, the world over.

Our East Palo families have become active members of the growing performing arts community en Avant School has cultivated. They befriend each other in the waiting room of our facility. They offer rides when one family faces difficulty in getting their child to class. They embrace and take photos with each other in the performance halls and cheer for one another’s children from adjacent theater seats.

Thank you for considering Mannakin Theater & Dance in support of en Avant School of Dance, the ballet school that has chosen East Palo Alto as home.
238
en Avant School of Dance
Jul 1, 2024 - June 30, 2025
Cultivating Ballet Culture Assumptions
INCOME East Palo Alto
Contributed Income
Government Grants 30,000 CAC, NEA, SMCAC
City of East Palo Alto 40,000 TOT Grant Funds
Foundation Grants 40,000 Atkinson, PACF, PA Weekly, CZI, SVCF Corporate Grants 15,000 Lawrence Livermore National Security Individual Contributions 35,000 Donor Base
In-Kind Contributions 400 Community Vision, Donor Base
Net Assets Released -
Total Contributed Income 160,400
Earned Income
School-year tuition 80,000 CBC classes School year 24-25 After School Program Contract 48,000 20 Students and $2400/year—Ravenswood or other district Ticket Sales 20,000 Nutracker & Folk Dances Summer Performance Summer tuition 15,000 Summer Camp 2023
Dancer Goods 10,000 Tights, shoes, clothing, etc.

Merchandise Sales/Dancer Goods 500 T shirts & DVDs
Dancer Fees 3,000 Registration Fees
Total Earned Income 176,500
TOTAL INCOME 336,900

EXPENSES
Advertising & Marketing 3,000 Facebook, et. al.

Dues & Subscriptions 1,500 Dance Studio Pro, Salesforce, Quickbooks Equipment 3,000 Hard Disk, Tripod, Camera, barres, floor Insurance (Worker's Comp) 3,500 General
Website 4,000 Maintenance of website
Merchandise and Costuming 15,000 Purchasing of costumes and merchandise Occupancy 40,000 Studio Lease and Theater Rental
Archiving 4,500 Photos and video
Other art 1,200 Poster and flyer production
Payroll Tax 8,000 Tax
Postage & Delivery 700
Printing & Reproduction 1,800 Flyers etc.

Professional Development 500
Professional Fees 8,000 Video Production, Creation of ads/marketing materials Improvements & Maintenance 6,000 Tenant Improvements at IMPACT EPA Salaries Directors, Admins, Managers & Interns.

School Director 50,000 Admin local to school activities—Traci Office Manager 31,200 Management local to school—Jessica General Admin 40,000 Fundraising and admin overhead—Mannakin MG&A Instruction Expenses 98,400 Teachers and interns
Supplies 2,200 General
Telephone/Internet 2,000 Phone line in EPA and internet Travel 9,000 Gas and tolls, guest teachers
Utilities & NNN 1,500 Water/Electricity
EXPENSES 335,000
NET INCOME 1,900
239
Logic Model
Program:

Situation:

Budget: $335,000
Matching Funds: $ 40,000
Timeline: July 1, 2024—June 30, 2025
families build
bonds with other
community
members
Outcomes
Long
Become more adept
at school work and
dance by attending
dedicated
programming 5 days/
week
This program deeply enriches
the families & communities
that enjoy access. It provides
a culture and community, a
birthplace of friendships and a
forge that steels those bonds
through trials, tears and
accomplishments. We provide
a diverse group of youth with
this experience by our
location and low cost to
families.

Participation Medium
Community of dance
members keeps
youth on track with
having an exciting
goal
Mannakin Theater & Dance (MTD) operates a long-term ballet and dance outreach program in East Palo Alto, called "en Avant School of Dance." The program was founded in 2018 and has served over 400 youth and their family members by bringing the benefits of high quality dance training and performance experiences to the youth of East Palo Alto by overcoming the obstacles of high cost and proximity, that these families would face without the services provided by Mannakin through en Avant School right in their own neighborhoods. In 2023, we piloted an after-school program expected to grow nearly by nearly 10-fold in Fall 2024. In 2022, MTD opened the doors of a permanent physical location for en Avant School at 1841 Bay Road. Youth from the program take dance classes up to five times per week and families pay appx. 1/3 what is charged at for-profit ballet schools in Menlo Park and Palo Alto. Dancers from the school have a minimum of three performances opportunities each year, two of them in professional halls.

Short
Strengthen scholastic
mathematic, verbal
and written skills
125 Children in year
round program
Dedication to the
artform builds
character &
perseverence
Summer Dance Camp— 5 week
training - 5 days per week for
ages 2.5-14
After-school programming for
Grades 3-8—providing high level
dance & homework/tutoring &
music classes
Activities
Students meet 5
days/wk for 5 wks
- instruction in
ballet, folklorico,
art & theater
Learn and
rehearse brand
new dances for
the multi-cultural
production
Learn Dance Steps
and Skills & enhance/
improve skills
attained in prior years
70 children in
Summer Dance
Camp
Learn classroom
etiquette and
socialization skills
Inputs Outputs
95% of students
perform on average -
each student brings
4-10 family members
Assumptions and External Factors: Charing only 1/3 of market rate tuition means that Mannakin Theater & Dance must make up the 2/3rds through grants, donations, and contracts. We need extra funding to continue this program that has a very serious demand. The after-school program is especially costly, as providing high quality staffing for over 15 hours per week is an extreme challenge on a tight budget.

Evaluation: MTD evaluates success by growth of student body, growth of program offerings, and steadiness to continue our high-quality performance opportunities in professional theaters. A community liaison and parent volunteers provide feedback from families on what they need/want & our robust CRM helps us determine the growth and sustainability of our offerings.

Year-round instruction for
children and youth in
ballet & folklorico dance
styles
Classes taught by
Bay Area
professionals for
Semester running
Aug '24-June'25
en Avant School - by Mannakin Theater & Dance
"The Nutcracker Suite & Folk
Dance - Annual Theatrical
performances in EPA
Learn dances
from this more
than 200 year old
tradition to
perform in EPA!
240
1841 Bay Road
East Palo Alto, CA 94303
Organization Chart
Board of Directors
Antonio Lopez, Eric Alexanderson, Ruth Leung, Courtney Gordon Linnea Alexanderson, Carly Lodge, Adam Ciresi
Executive/Artistic Director
Nathan Cottam
Assistant Director/en Avant School Director
Traci Cottam
Office Staff
Jesenia Hernandez
Rosa Lopez
Teaching Staff
Traci Cottam
Dominic Ortiz
Leah Dorman
Katherine Connors
Rolana Smith
Daniela Shambaugh
241
242
243
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EPA Peninsula Rugby Football Club (Razorhawks)
EPA Peninsula Rugby Football Club (Razorhawks) is a 100% volunteer, nonprofit 501(c)(3) organization and our goal is to serve the youth of East Palo Alto (EPA). We are a club rugby team for boys and girls ages 8-18 with over 170 players, 60-70% of whom we classify as atrisk youth from low-income families residing primarily in EPA. Approximately 92% of our players are of Polynesian descent. 18% of our players across all ages are girls.

As our kids progress through our program, by teaching them academic and life skills, and providing quality rugby
coaching, we create
opportunities for our
players to go to college at
one of the fifty-four colleges
that now oƯer rugbyspecific scholarships.

Before they can start their
journey to college, our
players learn and play rugby
in EPA, where we operate
under the rules and
protection of NorCal Rugby,
participate in tournaments, make requisite USA Rugby dues payments, and provide protective and gameday kit that adheres to USA Rugby standards.

As of November 2023, only 20% of our families can aƯord to pay our club season dues, which range from $200 to $400 for a season.

Community in EPA
Rugby is a sport with deep cultural roots in diaspora communities in East Palo Alto and neighboring communities: not just Polynesian and Oceanic communities but also historic Irish, Scottish, and Welsh cultures. We have passionate and motivated girls and boys - and our club provides them with the resources they need: free coaching, kit, training gear, field space, practice and game time - all the things for which parents in more prosperous communities regularly spend thousands of dollars per child per year plus investment of caregiver time. Our club steps in and provides the support - we work with youth whose families have no spare financial or caregiving capacity and who - if we did not provide - would simply not be able to participate at all. We have no cutoƯs for ability or experience: every girl and boy who wants to play can and does play. Our coaches have 244
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international and national experience and globally recognized qualifications - they are also all volunteers.

We have been working in EPA since 1981 and our leadership and coaches are from EPA and allied communities. In summer 2024 multiple alumni from diƯerent generations will lead week-long coaching workshops for our young players: recent graduates of our club who are now on college scholarships at UC Berkeley, American International College, and Saint Mary’s. Our relationships in the rugby community make our work stronger, whether this is Head Coach of girls rugby, Katrina Logan, leading collaborations where we invite Stanford coaches to Rich May, take the players from EPA to clinics at Stanford, and support our coaches to receive training at Stanford - or whether it is international rugby star Folau Niua, who played for the first ever EPA Razorback HS team in the 2000s and is coming back to coach with us in summer 2024.

Work Plan and Schedule
Our practices run for 120 minutes 2-3 times each week. Games are played on Saturdays in mini-tournament structures. Our regular season runs from November to June and our summer sevens season runs from June to August.
1 October: Razorhawks leadership team will propose a project kick-oƯ meeting with the EPA Community Services staƯ 30 days prior to the beginning of the season and work to incorporate project milestones, refine the scope of work, confirm timelines, clarify specific roles and responsibilities, and identify project resources. 15 October: Check-in Meeting with Rich May Memorial Field to confirm field availability.

Confirm all coaches registered with USA Rugby and certified as a Level 1 coach. 1 November: Players start training and Social Media Outreach launches. 1 December: Uniform & Equipment Order.
1 January to 15 June: regular season practices, matches, and tournaments. 5 June: Razorhawks End of Regular Season BBQ and no-contact scrimmage including Summer Sevens outreach for player registration. BBQ fundraiser open to all and new potential players (who sign a waiver) will be able to join a supervised, no-contact scrimmage, to see how they like the sport of rugby.
5 June: Coaches Meeting to review the coaching and community plans for the upcoming season.
15 June to 15 August: summer sevens season.

August 15 - End of season community BBQ for all players, coaches, and parents. 245
EPA Peninsula Rugby Football Club
(Razorhawks)
Budget: $66,962
Matching Funds: $36,000
Timeline: 12 months
Budgeted Costs:

USA Rugby/Rugby Norcal Registration Fees $26,500
Rugby Kit Expense - Uniforms, etc. $12,910
Rugby Equipment $500
Tournament Fees $1,794
EMT, Training, Medical Fees $2,000
Facilities Fee $9,500
Hospitality Expenses $3,000
Travel $5,000
Insurance $4,000
Subscriptions and Miscellaneous Fees $1,758
Total Budgeted Costs $66,962
Matching Funds:

Player Dues $15,000
Bair Island Lions Club $1,000
Community Plate Sale Fundraisers $2,500
Palo Alto Rotary Club $7,500
Additional Grants in Application (PACF, CZI) $10,000
Total Matching Funds $36,000
EPA TOT Grant Application: $30,962
246
EPA Peninsula Rugby Football Club (Razorhawks)
Situation:
$ 66,962.00
$ 36,000.00
Timeline: 12 months
Budget:

Matching Funds:

Short
Club continues to
operate
sustainably.

Experienced and
qualified coaches
with players aged
5-18
Reduced burden
on families while
youth benefit.

Outcomes
Long
Players learn
teamwork, share
camaraderie, and
benefit from
mentorship.
(1) Improved college and
professional opportunities
for players. (2) Better
supported at-risk families.
(3) Healthier community.

Inputs Outputs
In EPA we have passionate and motivated girls and boys who want to play rugby - our club provides them with the resources they need: free coaching, kit, training gear, field space, practice, and game time - all the things for which parents in prosperous neighboring communities regularly spend thousands of dollars per child per year plus substanital investment of caregiver time. When we make this investment in our youth – without cutoffs or exclusions for skill or experience – it helps families flourish and serves the whole community..

Participation Medium
At-risk families are
supported and
kept safe.

Activities
Participation in
tournaments and
matches home and
away.

Plate sales and
hosting of visiting
teams.

Assumptions and External Factors: (1) continued community support, created and managed through our coaches, team parents, and social media outreach team; (2) continued availability of Rich May Memorial Field in EPA; (3) no return to pandemic - should this be the case we will follow the USA Rugby Return To Play Guidelines as we did in 2020 and 2021.

Evaluation: We measure improvement: we assess the numbers of players in the program each year across all levels. We want to see numbers going up steadily and the % of girls playing increase. Regular meetings of the board with reports from coach coordinators ensure we are meeting our goals. We also conduct end-of-year surveys of players and parents.

Kit, cleats, and mouthguards for
players, in addition to EMT and
sports trainers for matches, and
appropriate rugby equipment.

Rugby practices
two to three times
each week
Players learn to
play rugby
Parents, family
groups, and peers.

All coaches,
players, and
Continued safe volunteers.
operation of allvolunteer youth
sports club.

Players exercise
regularly.

Specialist insurance to cover
participation and coaching.

Teamsnap for safe parent and
player communication.

Players' health and
fitness improves.

Scholarships to cover USA
Rugby/NorCal registration and
tournament fees.

Food, drink, and transportation
on match days, in addition for
hospitality for visiting teams.
247

CITY OF EAST PALO ALTO

CONFLICT OF INTEREST CERTIFICATION
All Measure C or Transient Occupancy Tax grant agreements funded under the City of East Palo Alto’s Grants Program are governed by the conflict of interest laws of the State of California.

STATE CONFLICT OF INTEREST LAWS
Political Reform Act: Government Code Section 87100 prohibits a public official from using his/her official position to influence a decision in which he or she knows or has reason to know he or she has a financial interest and reads as follows:

No public official at any level of State or local government shall make, participate in making or in any way attempt to use his official position to influence a governmental decision in which he knows or has reason to know he has a financial interest.

Government Code Section 87103 provides that a public official has a financial interest in a decision if it is reasonably foreseeable that the decision will have a material effect on the official or on a member of the official’s immediate family on:
(a) a business in which the public official has a direct or indirect investment worth $2,000 or more. (b) real property in which the public official has a direct or indirect interest worth $2,000 or more. (c) any source of income of $500 or more received within 12 months prior to the time when the decision is made.
(d) a business in which the public official is a director, officer, partner, trustee, employee, or has a management position.
(e) the donor of a gift to the public official of $250 within 12 months prior to the time when the decision is made.

Government Code Section 1090: This code section prohibits public officials or employees from being financially interested in any contract, which includes grant agreements, made by them in their official capacity, or by any body or board (e.g. city council) of which they are members. There are also a complex set of laws defining so-called “remote interests” and “noninterest.” The nature of the interests determine what actions a public official or employee may or may not take regarding the contract.

The following is the conflict of interest clause contained in the City’s grant agreement:

8.4 Conflict of Interest.
(a) Through the execution of this Agreement, Grantee acknowledges that it is familiar with the provision of Section 87100 et seq. and Section 1090 et seq. of the Government Code of the State of California, and certifies that it does not know of any facts which constitutes a violation of those provisions and agrees that it will immediately notify the City if it becomes aware of any such fact during the term of this Agreement. (b) Not more than one member of an immediate family serves or will serve as an officer, director or employee of Grantee, without the prior written consent of City. For purposes of this subsection, “immediate family” shall include husband, wife, domestic partners, brothers, sisters, children and parents (both legal parents and stepparents).

Applicant Certification
I have read the above conflict of interest clause and certify that the organization identified below will comply with it and identify instances where conflicts of interest may exist and immediately notify the City when it becomes aware of a conflict.

Organization Date Signed
Signature of Authorized Representative Title
Please Note: You are required to submit this certification as part of your grant application to the City. Failure to submit this certification will result in your application not being considered by the City. 248 1/4
Organizational Chart (including Club Roles and Board Members) Sanita Thomas, Club President. (Board Chair: [email protected]) 20 years as a volunteer in the elementary school district. Awarded volunteer of the year for elementary schools. Volunteered as StaƯ Appreciation coordinator, Hospitality and VP for student activities working closely with our Leadership teacher and students at the elementary and high school level. Parent lead for elementary school associated student body - organizing toy drives, visitation to senior retirement homes and mentoring 5th graders to be leaders in their schools and beyond. Soccer team mom numerous years organizing schedules, nutrition and hydration for players. ordering uniforms and taking care of dues.

Vaea Sanft, Club Co-President. (Board Member: [email protected])) Born and raised in East Palo Alto, CA. Deep roots in East Palo Alto, as well as the rugby culture in the neighborhood. Played on the very first East Palo Alto Razorback High School Rugby team started by his cousin Coach Dave “TD” in 2002. Vaea then continued and played on the Men’s EPA Razorback National team in 2009 — a year in which they were undefeated and won the National Division 2 Title, as chronicled in the book "Crossing the 101" by Mike Klis.

Helps and currently coaches the U10-U12 youth rugby team. Out of his seven siblings, all of his
nephews and
nieces have
played, or
are currently
playing for
the EPA
Razorhawks
team.
"The reason I
came to the
EPA
Razorhawks
team was
because of
my two boys,
Hopate and
249
2/4
Lio. They said, 'Daddy we just want to go play with our cousins and play for EPA Razorhawks.'. Growing up in a city with drugs, crime, gang, and violence - sports I felt was the only way out. For me personally, it is to give every kid the opportunity to experience what leadership, role model, respect, discipline, hard work, teamwork, accountability, and eƯort looks like in the game of rugby, which can translate into life.". "Train up a child in the way he should go; even when he is old, he will not depart from it.” -Proverbs 22: 6 Katrina Logan, Head Girls Coach with national and international playing and coaching experience.

Executive Director of Community Legal Services in East Palo Alto (CLSEPA) Head Coach, EPA Razorhawks Girls High School Rugby Club (2021-present). Head Coach, Pacific Mountain Rugby Conference All-Star Team (2014 - North v West camp, 2017 - Ireland Tour). Pacific Mountain Rugby Conference Board, Secretary (2016-2022). Head Coach, Berkeley All Blues Women’s Rugby Club (2015 WPL Season), finished second place.

USA Rugby Women’s High
Performance Pathway Scout,
High School - College, (2015-
2017)
Assistant Coach, Forwards
(USA Rugby Women’s
National Team National AllStar Competition, June 2016) in preparation for Super
Series (international test
match series). Assistant
Coach (USA Rugby Coach
Development Program),
Women’s National Team All-Star Competition (2015-2016) - one-week high-performance invitational camp consisting of select side players from the high-performance pathway (national team, all-Americans). Assistant Coach (forwards), Stanford University Women’s Rugby Team (2009-2015, 2016-2018)
Tina Latu, Coach Coordinator and Experienced Player (Board Member:
[email protected])
Started the USA pathway for young Tongan girls to play for the Tonga national team.

Assistant coach for The National Tongan team’s Oceania tour 2023. 250
3/4
Dylan Arena, Youth Coach
L1 coaching and L1 ref certifications from USA Rugby
Ph.D. in Education (dissertation on game-based learning) from Stanford. Career in educational technology (currently Chief Data Scientist of the School group for McGraw Hill, one of the largest educational publishers in the world). 6 years as board member of independent K-8 charter school serving marginalized youth in East Menlo Park 6 years of assistant coaching Stanford men's team. 8 years of coaching youth rugby (and 7 years of helping run the club as registrar and webmaster). 3 years of coaching youth soccer Viliami "Pila" Pongi, High School Boys Coach
Pila has over 25 years of experience playing rugby, from his start with Tupou College in Tonga through 20 years at the Men's Club level in the California Bay Area. Pila has been part of three national champion teams: San Mateo, Razorbacks, and Mission, where Pila earned the MVP title in the national championship match. He also played for the All-Star sevens rugby team in 2006 and captained the Razorbacks in 2009—a year in which they were undefeated, as chronicled in the book Crossing the 101. Pila is very passionate about rugby and hopes to influence the younger generation (including two of his sons who are playing for the team) to find the same passion. One of the great values he has learned being a player on the field is, "Respect everybody, but fear nobody but God." Rob Peterson, High School Boys Coach
Rob Peterson is a Bay Area native who grew up playing soccer and basketball before discovering rugby in college. Rob quickly realized that this game that lets you move the ball with both hands and feet is far superior to anything else he'd played, and he's been in love with rugby ever since. Rob's playing career has included stints with representative sides like the Pacific Coast Grizzlies and with top-tier clubs like OMBAC.

Lei Takapautolo, Coach Coordinator (Board Member: [email protected]) Lei is the Club coach coordinator for the High School and also runs the registration process for all players. This is a critical role to ensure compliance with USA and NorCal Rugby requirements.

Nicola Reidy (Club Secretary/Board Member: [email protected])) Nicola, our Club Secretary, was born and raised in Dublin, Ireland and moved to the Bay Area in 2012. She works as a Program Manager in a local tech company. Her son has played with the club for 4 years and is now on U10. She became involved in the Razorhawks management due to a desire to improve operations across the club. She is a fierce 251
4/4
supporter of the Irish national rugby team, local rugby and all the benefits it brings to a community.

Greg “Smitty” Smith (Club Treasurer/Board Member: ([email protected])) Smitty, our Club Treasurer, started coaching youth rugby for the Razorhawks in 2014 and is a NCYRA B and C License Certified Coach. Smitty’s playing career spanned 33 years as a flanker for a number of teams including Dartmouth College, the BATS of San Francisco, the New York Athletic Club, the Santa Monica Rugby Club, and the Wanderers of Singapore. He has also toured in Ireland, Spain, New Zealand, and Hong Kong. Smitty’s coaching experience includes serving as Forwards Coach at Dartmouth where he helped lead the men’s team to two National Collegiate Rugby final four appearances, losing to Cal Berkeley in the 1986 finals.

Alexander Key, Club Chair of Fundraising Committee
Played rugby for Hutton Grammar School for eight years in England. That team contained multiple future professionals and one future national team captain/coach (he wasn’t ‘anywhere’ near as good as them though!). Just before the pandemic he received USA Rugby Level 200 coaching certification and has been an assistant to Coach Katrina since January 2019. In 2023 he started working on fundraising with the new board.

D.C. Jayasundera, Club Social Media and Outreach Coordinator McKinsey and independent management consultant; Stanford educated engineer with 15 yrs. industry experience. Entrepreneur; Founder of 3 successful social ventures benefiting 200k+ people.

Functional expertise in business strategy, business & digital transformation, strategy implementation, M&A integration. Digitally transformed (w/industrial internet of things & new payment tech) 50+ branches of a $2B PE-owned, multi-family housing services provider
252
CITY OF EAST PALO ALTO – TOT

GRANT APPLICATION

COVERSHEET
Organizational Information
Legal Name Organization: Fit To The Core, Inc.

Address of Organization: 230 Market Street, Menlo Park, CA 94025 Website: www.fittothecoreca.org
Contact Information
Grant Administrator: Tracie VanHook
Email: [email protected]
Phone: 510-224-1315
Grant Request
Amount Requested: $39,100
Total Project Budget: $39,100
Matching Funds/In-Kind Donation: 0
Organization’s Total Operating Budget: $137,500
Have you received TOT funding previously? YES Years: 2023-24 Is your grant still active? YES
Indicate Service Category: Sports/Recreation (Health and Fitness for Seniors) 253
Target Demographic
Target Categories: Families and Seniors
Target Age Groups: 25-64, 65 & up (Target age group overlaps with 45 & up) Clients Served:

Number of East Palo Alto clients intent to serve during this program: 1,000 Total number of clients intent to serve during this program: 1,000 Program Timeline
What are your dates of service for this program: START: 6/1/2024 END: 12/31/2024 What days and nights will you run your program: DAYS: Mon, Wed, Fri/Sat HOURS: 6-7 pm 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 (in accordance with Section 1, Item F. Contractual Requirements and additional requirements of 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. (3) The grant funds, if awarded, will be used solely for the purposes outlined in this application. 3/05/2024
(Signature of Authorized Representative) (Date Signed)
Tracie VanHook (printed name) CEO (title)
254
Fit To The Core EPA TOT 2024 Grant Proposal
Table of Contents:

1. Narrative

2. Logic Model Impact Measures

3. Logic Model Chart

4. TOT Program Budget

5. 501(c)(3) Determination Letter

6. Tax Form 990 EZ

7. Annual Budget 2 years

8. Financial Statement Actuals 2 years

9. Board Member List

10. Executive Director Resume

11. Proof of Insurance

12. Program Photos/Flyers
255
Your Project Service Category: Sports/Recreation (Health and Fitness for Seniors) Goals and objectives:

Our proposal aims to create a program in East Palo Alto that involves a series of engaging, inclusive, and beneficial exercise classes (three times a week.) We understand that seniors have different physical capabilities and health needs, and our program is designed to be adaptable and sensitive to these variances. We intend to focus on exercises that enhance mobility, strength, and overall health while also providing a social outlet that encourages healthy lifestyles.

Specifically, funds from the City of East Palo Alto will help Fit To The Core provide professional fitness training targeted to the specific needs of our aging adults and give them exercises and programs to continue beyond the summer. We will provide starter fitness kits (exercise bands and mats) and professional guidance on how best to utilize these as well as other affordable fitness equipment. Using dat collected during our Program, we can continue our research and provide education on ways to support the health and longevity of our community.

We aim to promote healthy lifestyles within our aging population and provide ways and a space to reduce isolation and create community.

We will maintain a consistent schedule and provide necessary equipment, ensuring accessibility and safety. Our classes will cover a range of activities, including but not limited to, aerobic exercises, balance and flexibility training, strength training, and wellness education. Each class will be free of charge to all EPA residents.

Most of the exercises will focus on body weight movements that can be practiced at the park and at home with minimal additional equipment. For some sessions, we will also be teaching and practicing with light hand weights, exercise bands and foam rollers. Exercise bands will be given, free of charge, to all participants for home use.

In order to facilitate reporting, each participant will be required to sign in for each class. The sign-in sheets will be available to the city officials to confirm participation rates for our program.

In addition, we will be adding further reporting for this particular program: Fitness Assessments for each participant.

How many clients you intend to serve: 1,000
Project partners (if any): N/A
Project timeline: 6/1/2024 – 11/30/2024 (7 months) Mon/Wed/Fri (with Sat option) This project helps Fit To The Core fulfill its broader organizational mission:

Fit To The Core is a 501(c)3 nonprofit committed to improving the overall health and fitness of people in our community. Our mission is to create a world where everyone can age well regardless of their age, underlying health conditions, ethnicity, background, or economic status.

Focused on instilling an active lifestyle in our aging population, we offer professional, adaptable fitness programs for these people. We are committed to building health and fitness programs to our aging adults in communities that are under-resourced. Creating such programs like the one proposed here in East Palo Alto will be a further step in helping our neighbors age well. At the 256
same time, it is a wonderful opportunity to create community through fitness – fostering healthy bodies and a healthy social environment.

Discuss how the services you provide will offer a supportive community environment for families and seniors in EPA:

Our program is not just about physical activity; the weekly classes are about fostering a sense of community, belonging, and well-being among aging adults. Funding from the city of East Palo Alto will help bring group fitness to our aging community members who have been isolated by the pandemic. Through our work with the city in this program, we can help our neighbors get off the couch, out of their house and connecting with each other – improving their mental and physical health through an ongoing summer fitness program.

Community engagement is at the heart of our approach. We plan to work closely with local senior centers, health care providers, and community leaders to effectively reach our target audience. We value direct feedback and intend to hold a pre-launch meeting to gather input and suggestions from the community, ensuring our program resonates with their needs and preferences.

Your organizational history and qualifications providing direct services to the target population:

Fit To The Core is a local, grassroots organization that focuses its services in the communities of East Palo Alto and Belle Haven. We incorporated and received our 501(c)(3) status in 2020. As you can see by our financials, we are a small, but rapidly growing organization. We have worked for the last two years with the City of East Palo Alto, providing fitness programs to community residents. In the summer of 2022, we collaborated with the nonprofit YCS to provide an Intergenerational Fitness in the Park program at Joel Davis Park. The program created so much interest within the local community that it was extended through 2023 and continued (three nights a week) indoors through the winter at the local YMCA. In 2024, it is a continuing program with plans to go outdoors again in the Spring.

Our team of instructors, led by our CEO, Tracie VanHook are all certified in exercise science and specialize in functional aging fitness. As functional aging specialists and a balance and mobility/fall proof specialists, we have a keen focus on improving the quality of life for seniors.

Our expertise lies in tailoring exercise programs that enhance mobility, balance, and overall wellness for aging adults, crucial for reducing fall risks and promoting independence.

The key lead on our staff is Tracie VanHook, the CEO and Founder of Fit To The Core. Ms.

VanHook holds a master's degree in exercise science, which provides her with a deep understanding of the principles of physical fitness and the specific needs of various age groups, especially aging adults. Her journey in the professional fitness industry spans over three decades.

This extensive experience equips Fit To the Core with the insights and skills necessary to design and implement effective fitness programs.

The project’s proposed budget: (See attached TOT Program Budget) 257
Logic Model Set of Measurable Indicators
Using EPA’s Logic Model template, three (3) sets of measurable indicators/objectives will be used to measure the servicing and impact of three sets of output and outcomes for the Program.

To set the stage for these indicators, let’s first review the situation:

The Situation and The Community’s Needs:

Fit To The Core perceives a direct need for aging adults and seniors, living in neighborhoods like Menlo Park's Belle Haven and East Palo Alto. We see a large population in this community, aged 50 and over, coming from diverse ethnic backgrounds with many of them living just above the poverty line. Many of these people face health challenges such as diabetes, overweight, and mobility issues. There is also a growing sense of isolation among these aging adults, further exacerbated by the COVID pandemic. And it’s often quite difficult for these adults to turn the corner and get back on track in terms of fitness and a healthy social lifestyle. Add to this the dearth of available health and fitness resources in their neighborhoods. With all this, Fit To The Core sees an opportunity to use our experience and talents to create direct, mobile services specifically designed to meet their unique needs.

The full Outline of our 3 (three) sets of Inputs, Outputs, Outcomes (short and long-term) and Impact Measures are provided in the attached chart. Here is a further description and commentary on each of the three Impact Measures:

1. Measuring the Participation in Fit To the Core’s Programs:

Our first Impact Measure will be collecting and calculating community participation on several levels. We will start with a baseline of both the number of aging community members and how many might be willing to participate in a fitness program addressed to their needs (age, health conditions, etc,) We will then count the number of participants at the start of the program as well as the weekly increase in participation.

On another level, we will track the frequency of each participant (how many times per week, how many weeks, total number of sessions) as a measure of both participant retention as well as a way to map their participation rates to the progress of their fitness level (as will be described in the 2nd set of measurable objectives (described below.) Finally, by having their contact information, we will have the ability to reach out and track, on a voluntary basis, their individual programs and their fitness journey beyond the Program.

2. Measuring Improved Health Metrics
For our second Impact Measure, our fitness professionals will conduct initial fitness assessments for all participants, measuring key areas such as endurance, strength, balance, and flexibility. All these participants will be invited to join a “challenge” in the program where we will monitor, track and report changes in these key physical metrics from beginning to the end of the Program.

These assessments will be valuable for valuable for tracking participants beyond the Program.

We will share these findings with each individual who participates in the Program, providing fitness direction beyond the Program. We will also aggregate the data (on an anonymous basis) 258
with the participation data (from Impact Measure 1) and analyze and report our findings on the benefits of our fitness program for the overall health and wellbeing of the community.

3. Measuring Social Connection and Community Engagement As part of our third Impact Measure, we will periodically organize community events and gatherings (Output 3) as part of the fitness program to foster social connections and reduce isolation among participants. An example of one of these events will occur at the end of the Program, where we will create a Milestone Fitness Celebration where we can collectively honor each other’s fitness achievements.

Another important example is our Weekly community walks. Called “The Movement”, our weekly walks serve two purposes: To introduce new potential participants to physical activity and to provide a tangible, physical platform for social interaction and discourse. For one, we discovered that these walks were great bringing in aging adults who were new to fitness and reluctant to exercise. Secondly, we discovered that the “Movement” walks were a great way to introduce neighbors to each other, share important news about issues in the neighborhood and provide opportunities to connect and collaborate within the community – all while exercising and getting more fit.

Our third Impact Measure will assess the level of social interaction and community engagement among participants during and after the Program through surveys that elicit participant feedback.

We will collect data from these participation surveys on user satisfaction. We will track the interaction and progression between our exercise classes and our walks as both gateways to fitness and a means for our neighbors to connect. We are excited about measuring this goal: To re-introduce exercise and fitness as an opportunity for social connection. 259
Inputs Impact Measures
Resources Activities Participation Short-Term Long-Term Indicators

1. Professional fitness
training expertise

2. Library of exercises
and fitness programs

3. Marketing and
Promotional Materials

4. Access to Public
facilities (indoor and
outdoor)

5. Mobile fitness
equipment

6. TOT grant money to
purchase equipment
and compensate for
services

7. Data collection,
analysis and reporting
resources

1. 26 week fitness
program geared to
aging adults - meeting
three times per week
in the evenings - each
session lasting 1
hour. Provide mobile
fitness equipment
(i.e., exercise bands &
foam rollers) and
training on this
equipment

2. Collect, measure
and report on fitness
goals of each
individual particpant
as well as group
improvements

3. Create a Milestone
Fitness Celebration at
the end of the
Program

1. All EPA residents
welcome to
participate by signing
a liability waiver and
checking-in each
session - drop-ins
welcome -
participants will be
given mobile fitness
equipment

2. All particpants will
be invited to have
their program tracked
through ongoing
fitness assessments

3. All participants can
celebrate
achievements of
fitness goals and
milestones
collectively in the
Program

1. Increase in the
number of aging
adults actively
participating in fitness
programs, measured
at regular intervals
throughout the
program duration

2.Demonstrate
measurable
improvements in
participants' physical
health metrics
(endurance, strength,
balance, flexibility)

3. Assess the level of
social interaction and
community
engagement through
participation

1. Sustain increased
participation levels
beyond the duration
of the program,
indicating a shift
towards healthier
lifestyle choices and
community
engagement among
aging adults

2. Maintain or further
improve physical
health metrics
beyond the program
duration

3. Measure sustained
social connections
and community
engagement among
aging adults beyond
the program duration,
indicating a lasting
impact on mental wellbeing and social
support networks
within the community

1. Collecting
participation data -
number of
participants, number
of time participating -
calulating frequency
and retention rates for
individuals and the
group.

2. Measuring the
progress of each
individal from initial
functional fitness
tests to fitness tests
at the end of the
Program - aggregating
the data, preparing
reports and making
them available

3. Collecting data and
reporting from
participation surveys
on user satisfaction
Output Outcomes - Impacts
Fit To The Core - EPA TOT Logic Model
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Fit To The Core's EPA TOT Program Budget 2024
Item Cost % Notes
Professional Fitness Instructors $ 23,400 ($300 per session - 78 sessions (26 - 30 weeks) Equipment (including starter kits) $ 6,000 (120 Starter Kits ~ $50 per kit) Program Development & Delivery $ 5,000 50 hrs of weekly Program Design & Delivery Program Marketing & Promotion $ 1,000 40 hrs of Marketing Specialist Participant Measurement/Analysis $ 1,000 40 hrs of Data Analyst Total Program Costs $ 36,400 93% Will go directly from the Grant to Project Insurance $ 1,200 Insurance for Program
General Admin $ 500 Reports Collecting and Billing
Systems Support 1,000$ Computer and Equipment Support for Program Total Adm Costs 2,700$ 7% Any additional Admin will be covered by FTC Total Program Budget 39,100$
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Fit To The Core Board Members:

Tracie VanHook, President, CEO and Founder
(See Attached Resume)
Timothy Rowland, Secretary, CFO
Role: With an MBA from Berkeley’s Haas School of Business and significant experience with both non-profit and for-profit companies in Silicon Valley, Timothy oversees our financial planning, sustainability, and growth. His expertise ensures that Fit to the Core remains financially healthy and can expand our reach and impact within the community.

Juanita Craft, Board Member, Community Outreach & Advocacy Role: As a key figure in the local community, Juanita brings invaluable insights from her work with the Belle Haven’s Community Development Fund.

Her guidance helps us enhance our community engagement efforts and foster partnerships that amplify our mission.

Vera Combs, Board Member, Publicity and Marketing
Role: Vera, a successful female African-American business owner, leverages her marketing expertise to elevate our visibility and connect with more community members in need of our services. Her innovative approaches to publicity ensure that our programs are well-known and accessible.

Lawrence VanHook, Board Member, Program Advisor
Role: An athletic trainer and injury prevention specialist, Lawrence advises on the development and implementation of our fitness programs. His knowledge is crucial in creating safe, effective, and engaging workouts tailored to the needs of our participants.

Latrice Gray, Board Member, Program Development
Role: As a medical professional, Latrice contributes her healthcare expertise to the development of our programs. She ensures that our offerings are not only effective but also aligned with the latest health guidelines and best practices for senior wellness.
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6 CITY OF EAST PALO ALTO–TOT

GRANT APPLICATION

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

Organizational Information
Legal Name Organization: Hope Horizon East Palo Alto
Address ofOrganization: 1001 Beech St. East Palo Alto, CA 94303 Website: www.HopeHorizonEPA.org
Collaborating Organization: NA
Website: NA
*Attach additional sheet(s) if necessary.

Contact Information
Grant Administrator Paige Burgess
Email [email protected]
Phone 415-531-0060 cell Fax 650-327-4329
Grant Request
Amount Requested: (Not to exceed $40,000) $ 40,000
Total Project Budget: (For this project) $ 269,484
Matchingfunds/in-kinddonations?(Yes/No) Circleone.Ifyes, amount?
$ many funders both with
money and gifts in kind
What is your organization’s total annual operating budget? $ 1,399,451 (FY24) Pleaselistthenamesofmatchingfundingorin-kinddonationsources: Individual funders, other grantors, volunteers, board
members, etc.

Have you received TOT funding previously? Yes
Is thatgrant stillactive? Yes No x
If not, have you submitted your Closeoutforms?
No
Yes x No
Year(s)? 2023
Please indicate your service category: Summer Camp x Leadership Development x Career/Employment/Entrepreneurship x Crisis Intervention Sports/Recreation Re-Entry/Diversion Other x
Academic suppor
264
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 x
Check Age Group(s):
 Youth x  Families  Seniors
under 5, x 5-10, x 10-15 x 15-18, x 18 –24, 25 – 64, 65 &up Clients Served:

List the number of East Palo Alto Clients you intend to serve during this program: 215 List the total number of Clients you intend to serve during this program: 250 students + hire local high school and college students as interns and classroom leaders Summer Program Timeline
What are your dates of service for this program? START: May 24, ’24 END: Dec 18, ‘24 What days/nights will you run your program? (Ex: M-F) 3 timelines Hours? 3 TIMELINES Acknowledgement
X 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.

X Iagreetofullyparticipate intheCity ofEastPaloAlto’s spiritof partnership (seeSection 1, Item F. Contractual Requirements and additional requirements as a funded organization.

X 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 authorizedtosignonbehalfofallentitiesinthepartnership(ifapplicable);2.theapplication 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. 2-26-24
Signature ofAuthorized Representative Date Signed
Josette Langevine Co-Executive Director
Printed Name Title
265
Maurice Baker, Acting Community Services Manager
City of East Palo Alto
2415 University Avenue, 2nd floor
East Palo Alto, CA 94303
[email protected] / (650) 660-2527 Monday, Feb. 26, 2024 Dear Maurice Baker,
Thank you for giving Hope Horizon East Palo Alto (formerly Bayshore Christian Ministries) a chance to respond to your RFP for the grant associated with the Transient Occupancy Tax (TOT) ordinance to benefit East Palo Alto families during the time period May-December 2024.

It is our pleasure to present a proposal for 3 programs that happen over that time period:
1) Our annual graduation ceremony and party for students and families/friends on May 24, 2024. This event honors Elementary School students moving up to Middle School, Middle School students moving up to High School, and High School graduates. This year, for the first time, we will also be honoring College graduates to whom we provided scholarships. This afternoon celebration to honor and Celebrate accomplishments will include gifts for the youth and a meal for everyone present. 2) Our Summer 2024 Camps. We will be providing 3 weeks of camp this summer aimed at providing a new experience for our students, including nature, outdoors, like skills, teamwork and collaboration, bonding, and an away-from-home and -electronics experience. All three camps will be held at offsite locations: One week at Hume Lake in Hume, Calif. for elementary students (Sun-Sat, June 30-July 6), one week at Gleanings for the Hungry for middle and high school students in Dinuba, Calif. (July 14-19), and one week (July 22-26) at a cabin in a place filled with natural beauty, as yet to be determined, for elementary and middle school students.

Our summer robotics programming for our high school robotics team will also be expanded through a partnership with Streetcode. Students will focus on coding & programming skills as well as grant writing and fundraising.

Also, since our summer program is focused on creativity and unique summer experiences rather than academics, we will also be providing academic care packages to all of our students. These will include grade-specific Summer Bridge activities that will equip the students to be ready for their next school year as well as school supplies.

Finally, mental health check-ins will be available to students all summer long, for students needing interaction beyond the 3 weeks of summer camps.
3) Our Fall 2024 After School Academic Program for K-12 students will continue as it has for many years, with academic support, childcare and recreational activities being provided, along with snacks and dinner on some evenings.
266
It is our hope that Hope Horizon EPA will be one of the organizations awarded $40,000 to run beautiful programs for East Palo Alto youth that also benefit their families in enriching and unique ways. As a non-profit in this city since 1984, Hope Horizon EPA knows the city well and is equipped to flawlessly execute a program that collaborates with the city and partner organizations and ultimately engages families. We have staff ready to execute on this program with excellence and care.

Sincerely,
Josette Langevine
Director of Operations
1001 Beech St | East Palo Alto, CA 94303 | www.HopeHorizonEPA.org | 650.327.1139 267