Agenda packet, special meeting — East Palo Alto City Council, May 30, 2024

EAST PALO ALTO CITY COUNCIL

SPECIAL MEETING AGENDA
Thursday, May 30, 2024, 6:00 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.

The public may participate in the City Council Meeting via Zoom Meeting or by attending inperson in the Council Chambers at 2415 University Ave, First Floor East Palo Alto, CA 94303.

Community members may provide comments by emailing [email protected], submitting a speaker card at the meeting, or using the RAISE HAND feature when the Mayor or City Clerk call for public comment. Emailed comments should include the specific agenda item on which you are commenting.

Please click this URL to join
https://us06web.zoom.us/j/81078115235
Or join by phone:

Dial (for higher quality, dial a number based on your current location):

US: +1 669 900 6833 or
+ 1 346 248 7799 or
+ 1 253 215 8782 or
+ 1 312 626 6799 or
+ 1 929 205 6099 or
+ 1 301 715 8592
Webinar ID: 810 7811 5235
International numbers available: https://zoom.us/u/aMWYF4KT East Palo Alto City Council May 30, 2024 Agenda
1 1. CALL TO ORDER AND ROLL CALL

2. APPROVAL OF THE AGENDA

3. PUBLIC COMMENT

4. PUBLIC HEARING

1. Adopt the Ten-Year Capital Improvement Program and Budget for Fiscal Years 2024-2025 and 2025-2026

2. Proposed Budget for FY2024-25 - Hearing Session No.1

5. ADJOURNMENT
Recommendation:

Adopt a resolution:

1. Finding that the proposed action is exempt from the California Environmental Quality Act (CEQA) because it is not a “project” within the meaning of the 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.

2. Adopting the Ten-Year Capital Improvement Program and budget for Fiscal Years 2024-2025 and 2025-2026
Recommendation: Receive proposed budget documents, staff presentations, community input, and provide staff direction regarding the proposed Fiscal Year 2024-25 budget
East Palo Alto City Council May 30, 2024 Agenda
2 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: May 22, 2024
ATTEST:

James Colin
City Clerk
Upcoming meetings:

Meeting Date Time
Regular Meeting June 4, 2024 6:30 PM
Special Meeting (Tentative) June 6, 2024 (Tentative) 6:00 PM (Tentative) Regular Meeting July 2, 2024 6:30 PM
East Palo Alto City Council May 30, 2024 Agenda
3 EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: MAY 30, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Fatima Khan, Environmental Services Aide / Management Analyst Humza Javed, Public Works Director
SUBJECT: Adopt the Ten-Year Capital Improvement Program and Budget for Fiscal Years 2024- 2025 and 2025-2026
Recommendation
Adopt a resolution:

1. Adopting the Ten-Year Capital Improvement Program (CIP) and Capital Budget for Fiscal Years 2024-2025 and 2025-2026; and

2. Finding that the proposed action is exempt from the California Environmental Quality Act (CEQA) because it is not a “project” with the meaning of the 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.

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

Priority: Implement the Comprehensive Transportation and Mobility Plan Priority: Improve the City's Water Infrastructure
Priority: Develop and Implement a Comprehensive Facilities Master Plan Priority: Enhance Community Services and Parks for Residents PUBLIC HEARING ITEM 4.1
4 Background
A Capital Improvement Program (CIP) serves as a City's road map for preserving, maintaining, and developing any City-owned public infrastructure or assets. Generally, a CIP provides a fiveto ten-year plan for all individual capital projects, equipment purchases, and major studies, including construction, scheduling, and financing for each project. A comprehensive CIP clearly delineates the objectives of capital programs and its relationships to a City’s long-range development plans.

Historically, the City staff have presented to City Council updates to its Ten-Year Capital Improvement Plan along with a corresponding Capital Budget every two (2) fiscal years. As the City’s lead of all capital projects and utilities infrastructure, the Public Works Department consistently leads this effort in close collaboration with the Finance and Community and Economic Development Departments. The City of East Palo Alto formally adopted its previous Ten-Year Capital Improvement Plan and Capital Budget on September 15, 2020.

On June 7, 2022, City Council received a Two-Year CIP Program Update regarding the Ten-Year Capital Improvement Program. This report provides a brief background on the Capital Improvement Program and new proposed projects, and what may be expected at a forthcoming City Council session on May 21, 2024.

Pursuant to Government Code Section 65103(c), the East Palo Alto Planning Commission is to annually review the City’s Capital Improvement Plan (“CIP”) to ensure consistency with the City’s General Plan. Because the CIP is an ongoing program with projects being added and completed, the Planning Commission must review newly added Capital Projects on an annual basis. The Planning Commission reviewed the CIP update on April 22, 2024 and passed a resolution finding that the 14 new proposed projects are in conformance with the City of East Palo Alto’s General Plan.

In Table 1, staff has included the 14 new projects not previously reviewed by the City Council and included estimated costs as well as funding status. These projects have been recommended for a number of reasons including but not limited to: public feedback, council priorities, planning documents such as the Ravenswood Business District Utility Study, and master plans such as the Parks Master Plan.

Staff has also included a brief status update on recently completed and ongoing projects from the existing Ten-Year CIP. The list of new CIP projects is included as Attachment 2 to this staff report, found under “Future Projects” in their respective categories, and has further details about the projects.

Analysis
Below are three tables listing CIP projects in the following categories:

Table 1: New Capital Projects
Table 2: Projects Completed in Fiscal Years 2022-2023 and 2023-2024 5 Table 3: Current/Ongoing projects in Fiscal Years 2023-2024 and 2024-2025 There are 14 new projects being added to the City’s Ten-Year CIP. Staff has included each new project alongside its estimated cost and funding status in Table 1. There is some overlap in Tables 1 and 3 with certain projects which are both new and have already begun work. The following are projects that fall into both categories/tables:

1. FA-16 City of East Palo Alto Library: This project is currently in the design phase.

2. PK-20 Rutgers Trail Gate: MidPeninsula Open Space District (MidPen) voted in February of 2024 to open this gate and to partially fund it alongside the City. The City intends to work with MidPen to increase access to the Bay Trail from this opening in the upcoming Fiscal Year.

3. SP-15 San Francisquito Creek Slope Repair: This was identified as a special project due to the emergent nature of bank destabilization following the New Years Day flooding events in 2022/2023. The Request for Bids process was completed in Fall of 2023 and a contract was awarded. Construction will soon be completed.Some of these projects are current, indicated below as “current.” Table 2 provides a list of projects that were completed in Fiscal Years 2022-2023 and 2023-2024. Table 3 lists current and ongoing projects, funding, and total costs. 6 Project Breakdown
Table 1: New Capital Projects
CIP ID PROJECT EST. COST FUNDING STATUS
ST-33 *Woodland Street
Improvements
$3,000,000 Unfunded
ST-34 Lighting Improvements at
Clarke Ave. Overcrossing
$150,000 Unfunded
*FA-16 (current) City of East Palo Alto
Library
$36,000,000 Partially funded at
$3,100,000
Construction is unfunded
*FA-17 Police Department
Facility Improvements
$400,000 Unfunded
PK-20 (current) Rutgers Trail Gate $100,000 Partially Funded at $50,000 (shared with
MidPen)
PK-21 Pocket Park at
Newbridge
$384,000 Unfunded
SD-10 Harvest-Weeks Pipe $1,400,000 Unfunded
SD-11 Illinois-Purdue Pipe $2,100,000 Unfunded
SD-13 Purdue-Bay Pipe $3,100,000 Unfunded
SD-14 Bay Road Pump Station $8,225,000 Unfunded
SD-16 Runnymede Pump
Station
$19,500,000 Unfunded
P-2 New Pipeline and New
SFPUC Turnout
$1,423,000 Unfunded
SP-15 (current) Slope Repair at San
Francisquito Creek
$88,612.70 Unfunded
WS-09 Water Tank Siting Study $150,000 Unfunded
TOTAL COST $76,020,612.00
*Project is on FY 2024-25 City Council Priorities Work Plan Table 2: Projects completed in Fiscal Years 2022-2023 and 2023-2024

CIP ID PROJECT
ST-07 Annual Street Resurfacing 2022/23
SD-04 Street Sweeping Signage Project
PK-16 Parks and Open Spaces Master Plan
ST-27 University Ave/Michigan Ave Improvements
7 Table 3: Projects that are fully or partially funded and ongoing FY 2023-24 and 2024-2025

CIP ID PROJECT LOCAL FUNDS OTHER FUNDING
1 PK-18 Railspur Trail Improvements $1,530,000
2 ST-25 Bus Stop Shelter Improvements $805,548
3 ST-26 Addison Ave. Improvements $2,612,000
4 ST-09 Bicycle and Pedestrian
Improvements
$2,030,000
5 WS-01A Woodland/Palo Alto Emergency Intertie $433,400 6 SP-15 Slope Repair at SF Creek $88,612.70
7 PK-05A Joel Davis Park Restroom $228,102 $196,593
8 ST-08 Univ Ave. Resurfacing/Signal $1,234,000
9 ST-04A/B Street Light Upgrade Project $570,000
10 ST-11 Sidewalk Repair Program (PMP) $250,000
11 ST-01 Mobility Study (PMP) $250,000
12 ST-14A/B Univ Ave Interchange +
Pedestrian Overcrossing (101)
$836,632.10 $14,665,499.90
13 ST-07 Annual Street Resurfacing (PMP) $2,805,000
14 PK-20 Rutgers Trail Gate (partially funded) $50,000 $50,000 15 FA-02 Tate Street Improvements $120,000
16 FA-15 Cummings Loft Improvements $550,000
17 FA-17 Police Department Facility Improvements $400,000 18 WD-04B University/Weeks Watermain $6,730,319
19 FA-13 City Hall Tenant Improvements (Phase I) $350,000 20 SP-14 Newell Bridge $16,000,000
8 Table 3: Projects that are fully or partially funded and ongoing FY 2023-24 and 2024-2025 21 ST-15 Signage and Striping
Improvements
$150,000
22 WS-09 Water Tank Siting Study $150,000
23 FA-16 City of East Palo Alto Library
(Design Phase Only)
$1,700,000 $1,500,000
24 ST-28 East Bayshore Sidewalk
Improvements (Design Phase
Only)
$20,000 $400,000
25 SP-02B San Francisquito Creek Reach II $2,500,000
26 SP-02C Safer Bay Phase 1 $906,800 $3,643,253
27 SD-08 Full Trash Capture Device Installation $350,000 $2,225,000 28 WD-05 Water Meter Replacement $200,000
29 ST-29 University Avenue Grand Corridor –
Phase 1
$1,000,000
(Unfunded)
$1,000,000
30 SD06A/BO’Connor Pump Station (Phase I
only)
$800,000
31 ST-12 Traffic Calming Program – Pulgas
Roundabouts
$90,000 (Measure
A)
$500,000
(Unfunded)
$400,000
32 FA-10 Electric Vehicle Charging Stations $120,000
Total Cost $7,423,546.80 $63,017,212.90
9 Figure 1: Total Current Project Costs by Category, Fiscal Years 2024-2025 and 2025-2026 Funding
Since the last adopted Ten-Year Capital Improvement Program, the City has continued to leverage new and existing funding sources, including but not limited to:

Measure A Funds: In 1988, San Mateo County voters approved a $.005 sales tax to fund local transportation. Some of these funds are distributed back to local jurisdictions by the County on the basis of population and road mileage.

Measure M Funds: The San Mateo County Congestion Management Agency collects a $10 annual fee for every vehicle that is registered in San Mateo County. These funds are distributed for use on approved transportation projects.

Measure W Funds: Similar to Measure A, the San Mateo County Transportation Authority collects a use tax for the purpose of funding transportation improvements, including those listed in the San Mateo County Congestion Relief Plan. Measure W also has as separate competitive program which the City has acquired funds through.

Affordable Housing and Sustainable Communities Grant (AHSC): This multi-year grant was awarded by the Department of Housing and Community Development Organization (HCD). The City continues to use these funds for projects aligned with the requirements of the grant, such as sustainable transportation infrastructure and transportation-related amenities.

Highway Safety Improvement Program – Federal funds administered through Caltrans with the purpose to reduce fatalities and serious injuries on public roads. The City was awarded this grant for safety improvements on University Avenue with traffic signal upgrades at University and Runnymede. 10 Figure 2: Funding sources and Budget for Current Projects, Fiscal Years 2024-2025 and 2025-2026 11 Looking Ahead
The City of East Palo Alto continues to have major Capital Improvements to existing and planned infrastructure in the years ahead. Many of these projects are unfunded and will require the City to seek out funding opportunities. In Figure 3 below, the total cost of future projects are broken down by category. The three categories that will require the most amount of funding are: Storm Drain projects, Parks, and Community Facilities. Please note: new projects listed in Table 1 which are not “current” are factored into the total cost below.

Figure 3: The total cost for all future projects in the 2024-2025 and 2025-2026 Capital Improvement Program Update

FUTURE PROJECT COSTS
Public Outreach
The Planning Commission reviewed the CIP update on April 22, 2024 and passed a resolution finding that the 14 new proposed projects are in conformance with the City of East Palo Alto’s General Plan. 12 As the CIP is implemented, public outreach and noticing will be completed with each project.

The public was provided with notice of this staff report 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. Pursuant to Government Code Section 65090, the City published a notice in a newspaper of general circulation (Palo Alto Daily News) on May 17, 2024.

Environmental Review
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. The CIP is a planning and funding planning document; each project contained in the document will require an independent environmental assessment prior to its implementation.

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

Analysis of Levine Act Compliance: Not applicable.

Attachments

1. Resolution

2. Capital Improvement Program Ten-Year Plan Update
13 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 A TEN-YEAR CAPITAL IMPROVEMENT PROGRAM AND BUDGET FOR FISCAL YEAR 2024-2025 AND 2025-2026
WHEREAS, adopting a Ten-Year Capital Improvement Program (CIP) will facilitate the construction of capital projects which advance the City’s General Plan Vista 2035 and City Council’s Strategic Goals; and
WHEREAS, the City’s existing Adopted Ten-Year Capital Improvement Program and Capital Budget was approved by City Council on September 15th 2020; and WHEREAS, on June 7, 2022, staff presented to the City Council the Proposed 2-Year Capital Improvement Program update and Budget for Fiscal Year 2022-2023 and 2023-2024 for review and comment during a public hearing; and
WHEREAS, there are fourteen new projects that need to be added to the CIP; WHEREAS, these new projects were reviewed and discussed at the March 21, 2024 Public Works Transportation Commission (PWTC) meeting, as well as the April 22, 2024 Planning Commission meeting, for conformance with the General Plan goals and policies; and WHEREAS, pursuant to Government Code Section 65090, the City published a notice in a newspaper of general circulation (Palo Alto Daily News) on May 17, 2024; and WHEREAS, the City Council of the City of East Palo Alto conducted a public hearing concerning adoption of a revised Ten-Year CIP.

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. Adopts the Ten-Year Capital Improvement Program and budget for Fiscal Years 2024-2025 and 2025-2026; and

3. Finding that the proposed action is exempt from the California Environmental Quality Act (CEQA) because it is not a “project” with the meaning of the 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 30th day of May 2024, by the following vote:

AYES:
14 Resolution No. XX-2024 2 of 2
NOES:

ABSENT:

ABSTAIN:

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

James Colin, City Clerk John D. Lê, City Attorney
15 TEN YEAR CAPITAL IMPROVEMENT PROGRAM UPDATE
FY 2024-2025 CAPITAL BUDGET
Humza Javed Director of Public Works
Fatima Khan Management Analyst

CITY OF EAST PALO ALTO
16 ACKNOWLEDGEMENTS
Mayor
Honorable Antonio López
Vice-Mayor
Honorable Martha Barragan
Councilmembers
Lisa Gauthier
Ruben Abrica
Carlos Romero

CITY COUNCIL
Commissioners
Commissioner Uhila Makoni
Commissioner Court Skinner
Commissioner Gary Gray
Commissioner Christopher Kao
Commissioner Martha Fomby Reed
Commissioner Deborah Lewis-Virges
Commissioner Mark Dinan
Commissioner Gail Wilkerson (alternate)

PUBLIC WORKS & TRANSPORTATION

COMMISSION
Melvin Gaines City Manager
John Lê City Attorney
Greg Henry Senior Management Analyst
James Colin City Clerk
Jeff Liu Chief of Police
Tomohito Oku Finance Director
Humza Javed Public Works Director
Amy Chen Community & Econ. Dev. Director

EXECUTIVE TEAM

PLANNING COMMISSION
Commissioners
Commissioner Uriel Hernandez
Commissioner Javanni-Brown Austin
Commissioner Robert Allen Fisk
Commissioner Michael Mashack
Commissioner Juan Mendez
Commissioner Robert Sherrard
Commissioner Q. Smith
Commissioner Iliana Nichols (alternate)

CAPITAL IMPROVEMENT TEAM
Tomohito Oku Finance Director
Humza Javed Public Works Director
Fatima Khan ESA/Management Analyst
Anwar Mirza City Engineer
Batool Zaro Senior Engineer
Elena Lee Planning Manager
Salifu Yakubu Senior Planner
Jay Farr Maintenance Manager
Maurice Baker Community Services Manager
The City of East Palo Alto
provides responsive, respectful,
and efficient public services to
enhance the quality of life and
safety for our multi-cultural
community.
2 17

TEN-YEAR CAPITAL IMPROVEMENT PROGRAM AND ANNUAL CAPITAL BUDGET UPDATE Since the last Ten-Year Capital Improvement Program (CIP) and Capital Budget Update was published in 2016, the City has continued moving forward Capital Projects in alignment with the existing CIP, the City’s General Plan VISTA2035, and City Council Strategic Priorities
FISCAL YEARS (FY) 2023-2024 IN REVIEW
Over the last two (2) Fiscal Years, the City of East Palo Alto completed four (4) capital improvement projects
for its residents. Capital projects completed since the previous Ten-Year Capital Improvement Program are
listed below.

ST-07 Annual Street Resurfacing Project 2022/2023
This project provides for the resurfacing of City streets during the ten-year life of the CIP and is done on an
annual basis. The City's Pavement Management
Program (PMP) was updated in 2014. The PMP
documented the existing conditions of City streets and
outlined recommended strategies for systematically
maintaining and improving streets with the City's
available funding. The PMP divided streets into two
categories based on their condition: streets requiring
resurfacing for preventative maintenance, and those
requiring major reconstruction.

SD-04 Street Sweeping Signage
The City completed the installation of street sweeping signage. This signage was installed on streets to indicate that parking is prohibited during scheduled street sweeping hours. The installation of signage will allow the City to enforce no parking requirements during street sweeping activities. The reduction in the number of vehicles parked on the street during street sweeping will improve the effectiveness of the City’s street sweeping program, which will reduce the amount of litter and debris that currently interferes with the functionality of the City’s storm drain system.

PK-16 Parks and Open Spaces Master Plan (Adopted March 2023, FY 22-23) The Parks and Open Spaces Master Plan (POSMP) was completed in 2023 and included an assessment of City-owned parks utilizing a scoring system. The POSMP explored the needs of each of park, levels of service they receive, and how to improve these spaces for the East Palo Alto community moving forward.

FA-01 Community Facilities Master Plan
The Community Facilities Master Plan (CFMP) summarized the findings and recommendations for the City of East Palo Alto’s civic facilities. The purpose of this study was to analyze and plan for near-term (0-5 years), interim (5-10 years), and future (10-20 years) City and Police staff needs, including spatial needs, staffing levels, and departmental adjacencies. The CFMP included an assessment of existing facilities and recommendations for improvement.

ST-27 University Avenue at Michigan Avenue Improvements The University Avenue and Michigan Avenue intersection is located in the center of the University Avenue Corridor between US 101 and SR 84. This project included pedestrian safety improvements at this intersection. Specifically, the project installed ADA-compliant bulb-outs, median improvement, curb ramps, Rapid Rectangular Flashing beacons (RRFB), striping, and signage.
3 18
CURRENT PROJECTS IN FISCAL YEAR (FY) 2024-2025
Capital projects which will remain or will be in progress during FY 2024-2025 are listed in the table below.

Title Status
PK-18 Railspur Trail Improvements In Progress
ST-25 Bus Stop Shelter Improvements In Progress
ST-26 Addison Avenue Improvements In Progress
ST-09 Bicycle and Pedestrian Improvements In Progress
WS-01A Woodland/Palo Alto Emergency Intertie In Progress SP-15 Slope Repair at SF Creek In Progress
PK-05 Joel Davis Park Restroom In Progress
ST-08 University Avenue Resurfacing / Signal Improvement In Progress ST04A/B Street Light Upgrade Project In Progress
ST-11 Sidewalk Repair Program In Progress
ST-01 Mobility Study In Progress
ST-14A/B University Avenue Interchange/POC In Progress
ST-07 Annual Street Resurfacing In Progress
PK-20 Rutgers Trail Gate In Progress
FA-2 Community Development Building In Progress
FA-15 Cummings Loft Improvements In Progress
FA-17 PD Facility Improvements In Progress
WD-04B University/Weeks Watermain In Progress
FA-13 City Hall Tenant Improvements In Progress
SP-14 Newell Bridge In Progress
ST-15 Signage and Striping Improvements In Progress
WS-09 Water Tank Siting Study Planned
FA-16 City of East Palo Alto Library In Progress
ST-28 East Bayshore Sidewalk Project Planned
SP-02B SF Creek Reach II Planned
SP-02C Safer Bay Planned
4 19
Title Status
SD-08 Full Trash Capture Device Installation In Progress WD-05 Water Meter Replacement In Progress
ST-29 University Avenue Grand Corridor – Phase 1 In Progress SD-06A O'Connor Pump Station Planned
ST-12 Traffic Calming Program – Pulgas Roundabouts In Progress FA-10 Electric Vehicle Charging Stations In Progress
5 20

CHAPTER I - INTRODUCTION
6 21
CHAPTER 1- INTRODUCTION
The City of East Palo Alto’s capital needs are broad and extensive, ranging from water system upgrades, to roadway and traffic flow improvements, to park and facility improvements. While the City seeks to accomplish as many Citywide improvement it possible can possible within this ten-year Capital Improvement Program period, the primary function of this document is to identify and prioritize the many Capital Improvements needed throughout the East Palo Alto.

CAPITAL PRIORITIES
The City of East Palo Alto maintains its obligation to protect its residents and their properties. Currently, the City’s greatest capital improvement needs are related to public safety, specifically water infrastructure, mobility, and flood protection. To accomplish the City’s obligation to its residents, this ten-year Capital Improvement Program will focus on these priorities.

The water system that exists was build on an old water demand management plan. With the growing Citywide development, this demand has continued to rapidly grow and evolve, placing increased pressure on our aging water infrastructure. Currently, the City is working on a hydraulic model to help the Public Works Department better determine the true state of our current water infrastructure. By doing this, the Department is able to more quickly and accurately identify issues with water flow and water pressure, thus enabling the City to respond and prioritize its water projects more efficiently.

1.1 INTRODUCTION TO THE CAPITAL IMPROVEMENT PROGRAM
Another urgent priority is to address Citywide mobility. The City is currently working on a Mobility Study (ST-12) to identify the existing pain-points for general mobility for residents of East Palo Alto. The outcome of this study will enable the City to better prioritize its most urgent mobility-related capital projects, including (but certainly not limited to) pedestrian and bicycle improvements, sidewalk and crosswalk improvements, traffic calming and/or diversion projects, etc. Furthermore, the City envisions developing University Avenue into a “grand corridor” of sorts for the City, which may include projects that provide traffic mitigation, pedestrian and bicycle roadway enhancements, and other safety improvements to this major arterial public rightof-way.

Third, but certainly not the least urgent, the City continues its improvements to the City’s flood protection and planning. Among the largest and most important projects listed in the Capital Improvement Program this year is the Safer Bay Flood Control Improvement project. This project consists of a series of levee constructions which will bring the City’s flood protection well above the height of daily tide and will protect the City up to its 100-year and 500-year flood boundaries.

Through this and similar capital improvement projects, the City’s major priority is to mitigate the impacts to East Palo Alto residents caused by continuing sea level rise. 7 22

1.2 PURPOSE OF A CAPITAL IMPROVEMENT PLAN
The primary purpose of a Capital Improvement Program is to catalog and schedule capital improvements over a multi-year period. A Capital Improvement Program lists the specific improvement projects envisioned in the General Plan and matches those projects with sources of funding (although a funding source is not always available for every project). The Capital Improvement Program is one of the three (3) documents critical to any municipal agency for the planning and delivery of capital improvements:

CITY GENERAL PLAN
A General Plan is a long-range policy document which its municipality with broad planning guidelines for its future development goals and provides policy statements to achieve those development goals.

CAPITAL IMPROVEMENT PROGRAM
A Capital Improvement Program is a short-range analysis document which identifies capital projects and equipment purchases, provides a planning schedule and identifies options for financing the plan.

ANNUAL CAPITAL BUDGET
An Annual Capital Budget is an implementation document which prioritizes capital projects for the current fiscal year and identifies sources of funding to finance each project. An Annual Capital Budget only refers to the projects that are specifically programmed for the next fiscal year, in contrast to the ten-year Capital Improvement Program, which plans and projects capital projects over a multi-year period.

An Annual Capital Budget becomes part of the legally adopted Annual Operating Budget, whereas the Capital Improvement Program is a projection and thus does not commit the City to future expenses. All three of these elements are essential in delivering infrastructure improvements efficiently and effectively to the residents of East Palo Alto.

ADOPTION OF THE CAPITAL IMPROVEMENT PROGRAM
The Capital Improvement Program, along with the Annual Capital Budget, provides a mechanism through which the City may carry out capital improvements necessitated through the General Plan efficiently and effectively. Once adopted by City Council, a Capital Improvement Program may:
• Facilitate a schedule of public improvements over multiple fiscal years; • Facilitates the scheduling of public improvements which require a multi-year schedule and thus incur multi-year expenses;
• Allows individual projects to be compared with the goals and policies laid out within the General Plan;
• Facilitates management of capital projects;
• Provides a forum for additional citizen input regarding capital projects and financing; • Provides the City eligibility for State, Federal, and other grants which may support the completion of listed capital projects; and, • Assists with any future updates to the General Plan by identifying where additional infrastructure may be needed.
8 23

CAPITAL PROJECT SERVICE CATEGORIES
The Capital Improvement Program lists all of the City’s major upcoming capital projects. Capital projects are large-scale projects which include the acquisition, improvement, or construction of City assets. Capital projects tend to be major equipment or facilities projects that are exceed $50,000 in cost.

For the purpose of this Capital Improvement Program, the City’s current capital projects have been categorized into the following service areas:
• Streets and Transportation (code ST)
• Community Facilities (code FA)
• Parks and Open Spaces (code PK)
• Storm Drain (code SD)
• Water Supply (code WS)
• Water Distribution (code WD)
• Special Projects (code SP)
9 24
CHAPTER II – BUDGET SUMMARY
10 25
CHAPTER 2 – BUDGET SUMMARY

2.1 BUDGETING THE CAPITAL IMPROVEMENT PROGRAM

PREPARING THE CAPITAL IMPROVEMENT PROGRAM AND CAPITAL BUDGET The Capital Improvement Program and the Annual Capital Budget were developed from a coordinated effort between the City Manager’s Office, the Public Works Department, and the Finance Department. In a systematic approach, staff members identified necessary infrastructure improvements, projected estimated costs and searched for potential sources of funding. A project description was prepared for all identified projects, whether funded or unfunded, and incorporated into a proposed Capital Improvement Program.

ADVISORY BOARD(S) REVIEW
Pursuant to California Government Code Section 65401, the Planning Commission of each city is required to review Capital Improvement Program projects within that jurisdiction for conformance with the Agency’s adopted General Plan prior to adoption by the legislative body. Conformance with the General Plan is important because the projects in the Capital Improvement Program are intended to further the goals of the General Plan. The conformance review is required to be conducted at a public hearing where citizen input can be considered. The Public Works and Transportation Commission does not have a statutory role in the approval process, but has a special role in reviewing the transportation related projects because of their expertise in the subject area.

CITY COUNCIL ADOPTION OF THE CAPITAL IMPROVEMENT PROGRAM The City Council may adopt the Capital Improvement Program and Capital Budget by resolution.

ANNUAL UPDATES
The City’s Capital Improvement Program will be reviewed and updated on an annual basis. The annual updates will typically refine cost and revenue estimates, add new projects and extend the life of the Capital Improvement Program by an additional fiscal year. The Annual Capital Budget will also be reviewed and adopted on an annual basis. 11 26

2.2 PROJECT PRIORITIZATION
Capital projects require a great deal of project management and oversight, and thus the needs of the City are significant and funds available for capital projects are limited. Current needs range from enhancing the City’s water supply and distribution system, improvement of the storm drain system and building and maintaining community facilities, parks and the streets/transportation network. Each Capital Improvement Program represents a balancing act between critical needs and available resources. Adequate prioritizing of capital projects is pivotal for ensuring that the City’s more critical capital improvements are accomplished.

The following criteria was used to prioritize projects within the Capital Improvement Program:

1. Projects with full existing funding, including project management.

2. Projects funded by a grant(s) that have been accepted by the City.

3. Projects that are “In Progress”, “Planned”, and/or have incurred significant expenditures.

4. Projects which align with the goals set forth by the City’s General Plan VISTA 2035.

5. Projects that meet community need.
12 27

2.3 FUNDING SOURCE DESCRIPTIONS
Because the City’s revenue sources are limited but our capital needs are great, the City has relied heavily upon alternate funding sources to fund its capital projects.

The City will continue to take a conservative approach towards its Capital Fund and will continue to leverage additional funding sources at all levels.

STATE FUNDS
Affordable Housing and Sustainable Communities Grant Program (“AHSC Funds”) Administered by the Strategic Growth Council and implemented by the Department of Housing and Community Development (HCD), the AHSC Program funds landuse, housing, transportation, and land preservation projects to support infill and compact development that reduce greenhouse gas ("GHG") emissions.

California State Gas Tax Funds (“Gas Tax Funds”)
The State of California collects a tax on the sale of gasoline, as permitted under the Streets and Highway Code. A portion of State Gas Tax money is distributed to local governments. That money is restricted to expenditures related to street maintenance and construction City/County Association of Governments Funds (“C/CAG Funds”) C/CAG works on issues that affect the quality of life in general (i.e. transportation, air quality, stormwater runoff, etc.). C/CAG provides local tax and grant funds for projects directly addressing these issues.

One Bay Area Grant Funds (“OBAG Funds”)
MTC’s One Bay Area Grant Program (OBAG) is a funding approach that aligns the Commission’s investments with support for focus ed growth. Established in 2012, OBAG taps federal funds to maintain MTC’s commitments to regional transportation priorities while also advancing the Bay Area ’s land-use and housing goals.

Safe Routes to School Grant Program (“SR2S Funds”)
Safe Routes to School (SRTS) is an approach that promotes walking and bicycling to school through infrastructure improvements, enforcement, tools, safety education, and incentives to encourage walking and bicycling to school. 13 28
Measure A Funds
In 1988, San Mateo County voters approved a $.005
sales tax to fund local transportation. Eighteen
percent (18%) of the funds collected throughout San
Mateo County are distributed back to each local
jurisdiction on the basis of population and road
mileage. Measure A funds fund capital projects
related to transportation exclusively.

Measure M Funds
The San Mateo County Congestion Management
Agency collects a $10 annual fee for every vehicle that is registered in San Mateo County. These funds are
distributed for use on transportation projects that are consistent with the Regional Transportation Plan
Measure W Funds
Similar to Measure A, the San Mateo County
Transportation Authority collects a use tax for the
purpose of funding transportation improvements,
including those listed in the San Mateo County
Congestion Relief Plan.

The City collects impact fees from development projects in order to mitigate the impact of the development on City services. Development impact fees are derived from the
nexus between the development and the anticipated cost of providing services for that development. Development
Impact fees may only be spent to mitigate the specific
impacts caused by that development.

In 2019, City Council approved the institution of several new development impact fees for the City of East Palo Alto. The City now collects the following Impact Fees from
development projects applying within the bounds of East Palo Alto:
• Parks and Trail Impact Fees
• Public Facilities Impact Fees
• Storm Drain Impact Fees
• Transportation Impact Fees

LOCAL TAX FUNDS LOCAL IMPACT FEES
14 29
Capital Improvement Program Funds (“CIP Funds”)
Capital Improvement Program Funds are funds allocated from the City’s General Fund to finance all Capital Projects scheduled for that fiscal year.

City of East Palo Alto General Funds (“General Funds”)
Capital projects are eligible to receive funding from the City’s General Fund, which includes income from a variety of sources such as local sales tax and local property taxes. The City is not typically restricted in the manner in which it allocates money from the General Fund.

Lighting District Funds
Money collected by the City’s lighting district may be expended towards capital projects that improve the City’s network of street lights.

Water Funds
These funds includes the City’s water enterprise funds, such as the Water Lease Fund and the Water Capital Replacement Fund.

Other Local Funds
This category includes a number of other, miscellaneous funds collected by the City for the purpose of funding capital projects. Such funds include developer funds negotiated during the entitlement phase of a project for community benefits, settlement funds, in lieu fees, etc.

The current total estimate included in this Capital
Improvement Program is estimated to cost nearly $512
million. Although many of these projects only include cost estimates, capital infrastructure projects often escalate in cost 4 to 5 percent per year, and at times may increase in cost due to unforeseen costs or additional analyses
required to complete the project.

Taken together with the fact that the City’s General Fund cannot sustain such and immense Capital Budget, many of the priority projects listed in this Capital Improvement Program are unfunded and as such are listed as “Future
Projects” under the year “2045”
Should the financial position of the City change or other funding sources for capital projects become available, a comprehensive list of such projects, and their estimated costs will support responsible management of the City’s resources and will ensure that the residents’ highest
priority needs are met first.

OTHER LOCAL FUNDS UNFUNDED PROJECTS
15 30
Current Projects
31 FA-13
East Palo Alto, CA
Project # FA-13
Project Name City Hall Tenant Improvements
Total Project Cost $1,350,000 Department Public Works
Category Community Facilities Funding Status Partially Funded

DESCRIPTION
In 2018, the City of East Palo Alto entered into an agreement with Powell & Partners Architects to develop a facility design for City Hall tenant improvements.

Among the scope of work included in this agreement, Powell & Partners Architects has been tasked with improvements to the East Palo Alto Police Evidence Room and the City of East Palo Alto Council Chambers (which includes the scope of the former CIP item FA-08 Council Chamber Accessibility Compliance). The 350k allocated for FY 22-23 was for tenant improvements to the HR/IT room (formerly the East Palo Alto Police Evidence Room). The future unfunded $1,000,000 is for improvement to the City Council Chambers.

Expenditures 2024 2025 2026 2027 2028 Total Future
Construction 350,000 0 0 0 0 350,000 1,000,000
Total 350,000 0 0 0 0 350,000
Funding
Sources 2024 2025 2026 2027 2028 Total
General Fund 350,000 0 0 0 0 350,000
Total 350,000 0 0 0 0 350,000
FA-16
East Palo Alto, CA
Project # FA-16
Project Name City of East Palo Alto Library
Total Project Cost $36,000,000 Department Public Works
Category Community Facilities Funding Status Partially Funded

DESCRIPTION
The project's scope of work includes the design and construction of a library facility owned and operated by the City of East Palo Alto. The current local library is in City Hall and owned by San Mateo County. This project is in the design phase. The expenditures listed under "Future" are for future construction costs and are currently unfunded.

Expenditures 2024 2025 2026 2027 2028 Total Future
Design 1,900,000 0 0 0 0 1,900,000 34,100,000
Total 1,900,000 0 0 0 0 1,900,000
Funding
Sources 2024 2025 2026 2027 2028 Total
ARPA - Design 400,000 0 0 0 0 400,000
HUD Grant - Design 1,500,000 0 0 0 0 1,500,000
Total 1,900,000 0 0 0 0 1,900,000
Current Projects
Community Facilities
32 FA-02
East Palo Alto, CA
Project # FA-02
Project Name Community Development Building
Total Project Cost $120,000 Department Public Works
Category Community Facilities Funding Status UnFunded

DESCRIPTION
This project would improve the physical condition of the Community Development Department building. At this time, the Community Development Building requires improvements to create a functional permit center and conference room. The building will also require a new paint job during the next ten years. The complete scope of improvements will be based on the findings of the Community Facilities Master Plan (FA-01). The total estimated expenses for this project will be adjusted based on the findings listed in the Community Facilities Master Plan (FA-01) once it is complete.

Expenditures 2024 2025 2026 2027 2028 Total
Project Costs 120,000 0 0 0 0 120,000
Total 120,000 0 0 0 0 120,000
Funding
Sources 2024 2025 2026 2027 2028 Total
General Fund 120,000 0 0 0 0 120,000
Total 120,000 0 0 0 0 120,000
FA-15
East Palo Alto, CA
Project # FA-15
Project Name Cummings Loft Improvements
Total Project Cost $550,000 Department Public Works
Category Community Facilities Funding Status Funded

DESCRIPTION
This project invloves the construction of an incubator space for small businesses in the community. Several years ago, the City acquired a commercial space (known as Cummings Loft) of nearly 1,000 sq/ft as part of a negotiation with a developer who built a mixed-use project. The intent was to create incubator space for East Palo Alto small businesses and non-profits that were on the verge of being displaced due to gentrification. The developer provided the space in a “cold shell” condition. Therefore, the space needs drywall, plumbing, flooring, paint, and other essential features prior to making the space available for use. To ensure the existing tenants are not impacted by the incubator space, the City also plans to make ingress and egress/security upgrades on the outside of the property.

Expenditures 2024 2025 2026 2027 2028 Total
Construction 440,865 0 0 0 0 440,865
Design 109,135 0 0 0 0 109,135
Total 550,000 0 0 0 0 550,000
Funding
Sources 2024 2025 2026 2027 2028 Total
Small Business Administration 109,135 440,865 0 0 0 550,000 Total 109,135 440,865 0 0 0 550,000
33 FA-10
East Palo Alto, CA
Project # FA-10
Project Name Electric Vehicle Charging Stations
Total Project Cost $120,000 Department Public Works
Category Community Facilities Funding Status UnFunded

DESCRIPTION
This project is included as an implementation project in the Climate Action Plan. It includes citywide review of potential charging stations and implementation includes the construction of stations at City-owned or operated facilities identified to be high priority for the state of California's new Advanced Clean Fleets regulations. The City is currently in the design phase for the installation of a single 2-port charging station at 1960 Tate Street (the Community Development Building).

Expenditures 2024 2025 2026 2027 2028 Total
Construction 120,000 0 0 0 0 120,000
Total 120,000 0 0 0 0 120,000
Funding
Sources 2024 2025 2026 2027 2028 Total
PCE Member Grant 120,000 0 0 0 0 120,000
Total 120,000 0 0 0 0 120,000
FA-17
East Palo Alto, CA
Project # FA-17
Project Name Police Department Facility Improvements
Total Project Cost $400,000 Department Public Works
Category Community Facilities Funding Status UnFunded

DESCRIPTION
This project includes improvements to the Police Department trailers. The trailers need plumbing, HVAC, awning, ADA, roof, and security upgrades.

Expenditures 2024 2025 2026 2027 2028 Total
Design/Construction 400,000 0 0 0 0 400,000
Total 400,000 0 0 0 0 400,000
Funding
Sources 2024 2025 2026 2027 2028 Total
General Fund 400,000 0 0 0 0 400,000
Total 400,000 0 0 0 0 400,000
34 PK-05A
East Palo Alto, CA
Project # PK-05A
Project Name Joel Davis Park Restroom
Total Project Cost $424,695 Department Public Works
Category Parks Funding Status Funded

DESCRIPTION
This project will implement improvements to Joel Davis Park.The scope of work includes the installation of a new double restroom and some concrete and utility work associated with the restroom installation. The availability of a restroom will help support greater use of the park.

Expenditures 2024 2025 2026 2027 2028 Total
Equipment/Construction 424,695 0 0 0 0 424,695
Total 424,695 0 0 0 0 424,695
Funding
Sources 2024 2025 2026 2027 2028 Total
CIP Funds 228,102 0 0 0 0 228,102
General Per Capita Program 177,952 0 0 0 0 177,952
Urban County Per Capita Program 18,641 0 0 0 0 18,641
Total 424,695 0 0 0 0 424,695
PK-18
East Palo Alto, CA
Project # PK-18
Project Name Railspur Trail Improvements/SR2S Improvs/ Garden S Total Project Cost $1,530,000 Department Public Works
Category Parks Funding Status Funded

DESCRIPTION
This project includes enhancing the Railspur Trail to be better used as a shared path, with improved striping and signage to meet current Class I facility standards. New landscaping will be added and improvements to the existing landscape will be made. The lighting will be replaced and upgraded and amenities like benches will be added. The asphalt will also be replaced with improved grading.

Expenditures 2024 2025 2026 2027 2028 Total
Project Costs 0 1,530,000 0 0 0 1,530,000
Total 0 1,530,000 0 0 0 1,530,000
Funding
Sources 2024 2025 2026 2027 2028 Total
AHSC (965 Weeks) 0 1,530,000 0 0 0 1,530,000
Total 0 1,530,000 0 0 0 1,530,000
Current Projects
Parks
35 PK-20
East Palo Alto, CA
Project # PK-20
Project Name Rutgers Trail Gate
Total Project Cost $100,000 Department Public Works
Category Parks Funding Status Partially Funded

DESCRIPTION
The Rutgers Trail Gate was approved to be installed by Midpeninsula Open Space Preserve (Midpen) in February 2024. The gate will be partially funded by Midpen in the amount of $50,000 with total project costs estimated to be $100,000.

Expenditures 2024 2025 2026 2027 2028 Total
Project Costs 100,000 0 0 0 0 100,000
Total 100,000 0 0 0 0 100,000
Funding
Sources 2024 2025 2026 2027 2028 Total
General Fund 50,000 0 0 0 0 50,000
MidPen 50,000 0 0 0 0 50,000
Total 100,000 0 0 0 0 100,000
36 SP-14
East Palo Alto, CA
Project # SP-14
Project Name Newell Bridge
Total Project Cost $0 Department Public Works
Category Special Projects Funding Status Funded

DESCRIPTION
The existing bridge along Newell Road was built in 1911. The California Department of Transportation inspected the over-100-year-old bridge on multiple occasions and determined it is functionally obsolete due to its dimensions. The narrow bridge does not accommodate two directional traffic or meet the current standards for bicycle and pedestrian access. In addition, the bridge presents flood risks due to bridge abutments that create creek constriction. Replacing the bridge will improve safety for all modes of transportation, provide a designated crosswalk for pedestrians, and enable the creek channel to convey more flow and mitigate the risk of flood. The project cost is estimated to be $16,000,000 and is being funding by multiple grants being managed by the City of Palo Alto.

Funding
Sources 2024 2025 2026 2027 2028 Total
City of Palo Alto 16,000,000 0 0 0 0 16,000,000
Total 16,000,000 0 0 0 0 16,000,000
SP-02C
East Palo Alto, CA
Project # SP-02C
Project Name SAFER Bay Flood Control Improvement Project Total Project Cost $24,110,460 Department Public Works
Category Special Projects Funding Status Partially Funded

DESCRIPTION
This is a long-term project that will build infrastructure to protect East Palo Alto residents and developmental assets that lie within the 100-year floodplain boundary plus 3.5 feet of projected sea level rise. This project will be broken into two components: Flood protection via levee/floodwall and combination of flood protection features. This levee would protect East Palo Alto from the O'Connor pump station northerly to Bay Road. This levee would primarily prevent flooding in the Weeks and Gardens neighborhoods.

The second component is a eco-tone transition zone - This enables the restoration of the former salt ponds into tidal marshes with high ecological value and flood protection benefits. This portion of the project is a requirement to mitigate the environmental impacts associated with flood protection elements.

This project only includes design and construction of the portion south of Bay Road along with Restoration for R1 and R2.

The portion north of Bay will be considered in the future as funding is made available.

Expenditures 2024 2025 2026 2027 2028 Total
Construction 0 0 0 18,454,137 0 18,454,137
Design 500,000 1,000,000 1,000,000 3,000,000 0 5,500,000 Management Cost 0 156,323 0 0 0 156,323
Total 500,000 1,156,323 1,000,000 21,454,137 0 24,110,460 Funding
Sources 2024 2025 2026 2027 2028 Total
HMGP Grant 0 0 0 18,454,137 0 18,454,137
HMGP Grant Match 500,000 1,000,000 1,000,000 3,000,000 0 5,500,000 HMGP Grant - Mgmt 0 156,323 0 0 0 156,323
Total 500,000 1,156,323 1,000,000 21,454,137 0 24,110,460 Current Projects
Special Projects
37 SP-02B
East Palo Alto, CA
Project # SP-02B
Project Name SFC Flood Protection Project Reach II
Total Project Cost $2,500,000 Department Public Works
Category Special Projects Funding Status Funded

DESCRIPTION
After the construction of flood protection improvements downstream of Highway 101 (SP-02A), the San Francisquito Creek Joint Powers Authority (SFCJPA) is designing and constructing improvements upstream of Highway 101 to improve flood water conveyance through this stretch. A portion of East Palo Alto, along Woodland Avenue, will be affected by this project. The extent of the improvements and the City’s expected financial contribution are currently unknown.

An updated hydraulic model prepared by Schaaf and Wheeler is being used to update the design of this project.

The $2.5million contribution by the City towards this project was previously estimated to cover the funding shortfall for construction. This will need to be updated as project design is further evaluated.

Expenditures 2024 2025 2026 2027 2028 Total
Project Costs 0 2,500,000 0 0 0 2,500,000
Total 0 2,500,000 0 0 0 2,500,000
Funding
Sources 2024 2025 2026 2027 2028 Total
CIP Funds 0 2,500,000 0 0 0 2,500,000
Total 0 2,500,000 0 0 0 2,500,000
SP-15
East Palo Alto, CA
Project # SP-15
Project Name Slope Repair at San Francisquito Creek
Total Project Cost $88,613 Department Public Works
Category Special Projects Funding Status Funded

DESCRIPTION
This project includes the stabilization of the slope in San Francisquito creek that was affected by flooding in recent years.

Expenditures 2024 2025 2026 2027 2028 Total
Construction 88,613 0 0 0 0 88,613
Total 88,612 0 0 0 0 88,612
Funding
Sources 2024 2025 2026 2027 2028 Total
General Fund 88,613 0 0 0 0 88,613
Total 88,612 0 0 0 0 88,612
38 SD-08
East Palo Alto, CA
Project # SD-08
Project Name Full Trash Capture Device Installation
Total Project Cost $2,575,000 Department Public Works
Category Storm Drain Funding Status Funded

DESCRIPTION
As part of the City's Municipal Stormwater Permit requirements, the City must move towards 100% trash capture of storm water runoff by the year 2025. The City is presently at 67% full trash capture without "credits" for bag ban, cleanups, etc. which phased out in 2022/2023. The project in 2024 proposes to install 75 additional trash capture devices at drainage inlets over the next several years in order to meet the requirements of the City's Municipal Regional Stormwater Permit.

Caltrans has agreed to fund a full-trash capture device in East Palo Alto, located near its border with Menlo Park, in the amount of $2,225,000. This device will be installed in 2025.

Expenditures 2024 2025 2026 2027 2028 Total
Construction 350,000 0 0 0 0 350,000
Design/Construction 0 2,225,000 0 0 0 2,225,000
Total 350,000 2,225,000 0 0 0 2,575,000
Funding
Sources 2024 2025 2026 2027 2028 Total
Caltrans 0 2,225,000 0 0 0 2,225,000
General Fund 350,000 0 0 0 0 350,000
Total 350,000 2,225,000 0 0 0 2,575,000
SD-06A/B
East Palo Alto, CA
Project # SD-06A/B
Project Name O’Connor Pump Station
Total Project Cost $14,800,000 Department Public Works
Category Storm Drain Funding Status Partially Funded

DESCRIPTION
Phase I is aimed at making immediate improvements at the existing O'Connor Pump Station which includes replacement of existing pumps, motors, light fixtures, and replacing the existing diesel engine with an electric engine. This phase also includes removal of the underground diesel tank as required by the State.

Phase II will include major improvements to the existing O'Connor Pump Station existing pumps, electrical facilities and the wet well structure.

Expenditures 2024 2025 2026 2027 2028 Total Future
Phase I 800,000 0 0 0 0 800,000 14,000,000
Total 800,000 0 0 0 0 800,000
Funding
Sources 2024 2025 2026 2027 2028 Total
Fed Earmark 800,000 0 0 0 0 800,000
Total 800,000 0 0 0 0 800,000
Current Projects
Storm Drain
39 ST-26
East Palo Alto, CA
Project # ST-26
Project Name Addison Ave. Street Improvements
Total Project Cost $2,612,000 Department Public Works
Category Streets and Transportation Funding Status Funded

DESCRIPTION
This project includes green infrastructure and safe routes to school improvements along Addison Avenue from East Bayshore to Bay Road.

Expenditures 2024 2025 2026 2027 2028 Total
Construction 2,612,000 0 0 0 0 2,612,000
Total 2,612,000 0 0 0 0 2,612,000
Funding
Sources 2024 2025 2026 2027 2028 Total
ABAG 114,000 0 0 0 0 114,000
AHSC (light tree) 2,362,000 0 0 0 0 2,362,000
C/CAG 250,000 0 0 0 0 250,000
Total 2,726,000 0 0 0 0 2,726,000
ST-07
East Palo Alto, CA
Project # ST-07
Project Name Annual Street Resurfacing (ongoing)
Total Project Cost $23,000,000 Department Public Works
Category Streets and Transportation Funding Status Funded

DESCRIPTION
This project provides for the resurfacing of City streets during the ten-year life of the CIP. The City's Pavement Management Program (PMP) will be updated in 2024. The PMP documented the existing conditions of City streets and outlined recommended strategies for systematically maintaining and improving streets with the City's available funding. The PMP divided streets into two categories based on their condition: streets requiring resurfacing for preventative maintenance, and those requiring major reconstruction. This project addresses the City’s street resurfacing needs to prevent the deterioration of roads in fair condition into roads that require reconstruction. Roughly $2,500,000 needs to be expended annually on street resurfacing over the next five years to maintain the City’s current pavement condition index (PCI) score.

Expenditures 2024 2025 2026 2027 2028 Total Future
Project Costs 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 12,500,000 10,500,000 Total 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 12,500,000 Funding
Sources 2024 2025 2026 2027 2028 Total
Gas Tax 1,100,000 1,100,000 1,100,000 1,100,000 1,100,000 5,500,000 Measure A 635,725 635,725 635,725 635,725 635,725 3,178,625 Measure M 50,000 0 50,000 50,000 50,000 200,000
Measure W 400,000 400,000 400,000 400,000 400,000 2,000,000 Total 2,185,725 2,135,725 2,185,725 2,185,725 2,185,725 10,878,625 Current Projects
Streets & Transportation
40 ST-09
East Palo Alto, CA
Project # ST-09
Project Name Bicycle & Pedestrian Improvements (ongoing) Total Project Cost $2,030,000 Department Public Works
Category Streets and Transportation Funding Status Funded

DESCRIPTION
This project is for the installation of street improvements designed to enhance vehicular, pedestrian and bicycle safety throughout the City. Improvements include the installation of enhanced signage, striping and loop detectors for bicycles. A portion of the project will be constructed in conjunction with the Street Resurfacing Project. This project is in progress and is funded through a multi-year grant received through the Affordable Housing and Sustainable Communities Program (AHSC) as well as the Gas Tax. This will include pedestrian accessibility improvements as required by the Americans with Disabilities Act (ADA) and California State Law. These improvements will be made at the intersection of University Avenue and Runnymede Street to provide an exclusive left-turn phase.

Prior Expenditures 2024 2025 2026 2027 2028 Total
530,000 Construction 500,000 0 500,000 0 500,000 1,500,000 Total 500,000 0 500,000 0 500,000 1,500,000
Prior
Funding
Sources 2024 2025 2026 2027 2028 Total
530,000 Gas Tax 500,000 0 500,000 0 500,000 1,500,000
Total 500,000 0 500,000 0 500,000 1,500,000
ST-25
East Palo Alto, CA
Project # ST-25
Project Name Bus Stop Shelter Improvements
Total Project Cost $1,055,548 Department Public Works
Category Streets and Transportation Funding Status Funded

DESCRIPTION
This project will include replacing and upgrading the City's bus stop infrastructure. This project includes improvements to the furniture and sidewalks at SamTrans bus stops throughout the City. The City will be replacing eight (8) bus stop shelters and nine (9) benches to bolster the usage of the transit system.

Additionally, nine (9) sign seats will be installed at stops. Furthermore, improvements will be completed on the surrounding sidewalks, curb ramps and infrastructure to enhance accessibility.

Expenditures 2024 2025 2026 2027 2028 Total
Construction 250,000 0 0 0 0 250,000
Design/Construction 805,548 0 0 0 0 805,548
Total 1,055,547 0 0 0 0 1,055,547
Funding
Sources 2024 2025 2026 2027 2028 Total
AHSC (light tree) 1,000,000 0 0 0 0 1,000,000
Total 1,000,000 0 0 0 0 1,000,000
41 ST-28
East Palo Alto, CA
Project # ST-28
Project Name East Bayshore Improvements
Total Project Cost $2,940,000 Department Public Works
Category Streets and Transportation Funding Status Partially Funded

DESCRIPTION
The project involves pedestrian and cyclist safety improvements along East Bayshore Road from Euclid Avenue to Menalto Avenue. As part of the project, the City will install sidewalks, bikeways, traffic calming measures, green infrastructure, and lighting as determined in the PS&E package currently being developed Expenditures 2024 2025 2026 2027 2028 Total
Construction 0 2,520,000 0 0 0 2,520,000
Design 420,000 0 0 0 0 420,000
Total 420,000 2,520,000 0 0 0 2,940,000
Funding
Sources 2024 2025 2026 2027 2028 Total
General Fund 20,000 0 0 0 0 20,000
Lifeline Transportation Grant 0 625,000 0 0 0 625,000
TDA Grant 400,000 0 0 0 0 400,000
Total 420,000 625,000 0 0 0 1,045,000
ST-01
East Palo Alto, CA
Project # ST-01
Project Name Mobility Study (ongoing)
Total Project Cost $250,000 Department Public Works
Category Streets and Transportation Funding Status Funded

DESCRIPTION
The City's Mobility Study was adopted in 2020. The Study identified "short term", "mid term", and "long term" improvements. The Public Works Department has almost completed the short term improvements with the exception of "bulb outs" which should be completed with the 2024/2025 Annual Street Improvement project.

Mid-term from the Mobility Study will be investigated further with the University Avenue Grand Corridor Project.

Expenditures 2024 2025 2026 2027 2028 Total
Project Costs 0 250,000 0 0 0 250,000
Total 0 250,000 0 0 0 250,000
Funding
Sources 2024 2025 2026 2027 2028 Total
Measure A 0 250,000 0 0 0 250,000
Total 0 250,000 0 0 0 250,000
42 ST-11
East Palo Alto, CA
Project # ST-11
Project Name Sidewalk Repair Program (ongoing)
Total Project Cost $750,000 Department Public Works
Category Streets and Transportation Funding Status Funded

DESCRIPTION
This project provides for maintenance and reconstruction of damaged and inadequate City sidewalks. This program involves the evaluation of the condition of existing sidewalks and the development of a strategy for prioritizing and scheduling repair/reconstruction. Regular maintenance is required to keep existing sidewalks in a condition that will ensure pedestrian safety. This program would also ensure that every existing tree that is removed as part of sidewalk repair or maintenance is replaced with two new trees of an appropriate variety at a location that would not interfere with sidewalk, pavement, or underground utilities in the future.

Expenditures 2024 2025 2026 2027 2028 Total
Construction 250,000 0 250,000 0 250,000 750,000
Total 250,000 0 250,000 0 250,000 750,000
Funding
Sources 2024 2025 2026 2027 2028 Total
Measure A 250,000 0 250,000 0 250,000 750,000
Total 250,000 0 250,000 0 250,000 750,000
ST-15
East Palo Alto, CA
Project # ST-15
Project Name Signage and Striping Improvements (ongoing) Total Project Cost $150,000 Department Public Works
Category Streets and Transportation Funding Status Funded

DESCRIPTION
This project is for the installation of new signage and new striping to improve vehicular, pedestrian and bicycle safety throughout the City. In future years, staff anticipates needing $50,000 annually to maintain and/or replace striping and signs.

Expenditures 2024 2025 2026 2027 2028 Total
Project Costs 50,000 50,000 50,000 0 0 150,000
Total 50,000 50,000 50,000 0 0 150,000
Funding
Sources 2024 2025 2026 2027 2028 Total
Measure A 50,000 50,000 50,000 0 0 150,000
Total 50,000 50,000 50,000 0 0 150,000
43 ST-04A/B
East Palo Alto, CA
Project # ST-04A/B
Project Name Street Light Upgrade Project
Total Project Cost $570,000 Department Public Works
Category Streets and Transportation Funding Status Funded

DESCRIPTION
When the City of East Palo Alto was part of unincorporated San Mateo County, street lights in East Palo Alto were placed using a rural lighting standard. This project includes the installation of additional LED streetlights to fill gaps at various locations identified by the community in order to bring East Palo Alto up to urban lighting standards, which typically require a 200 foot maximum spacing between poles. It is estimated that 300 additional LED streetlights should be installed to meet community demand. Installations will only be placed where existing PG&E poles and services are available due to cost factors.

Expenditures 2024 2025 2026 2027 2028 Total
Project Costs 470,000 0 0 0 0 470,000
Project Costs 0 100,000 0 0 0 100,000
Total 470,000 100,000 0 0 0 570,000
Funding
Sources 2024 2025 2026 2027 2028 Total
Lighting District 470,000 100,000 0 0 0 570,000
Total 470,000 100,000 0 0 0 570,000
ST-12
East Palo Alto, CA
Project # ST-12
Project Name Traffic Calming Program (ongoing)
Total Project Cost $990,000 Department Public Works
Category Streets and Transportation Funding Status UnFunded

DESCRIPTION
This project provides for the planning and construction of traffic calming devices throughout East Palo Alto. Identification of appropriate locations for traffic calming devices will be addressed in the Mobility Study (ST-01). The City will look for opportunities to link these improvements with the street resurfacing program (ST-07) for the purpose of achieving complete streets at a lower or more competitive cost. Phase 1 of this projected, the design of Pulgas Ave. roundabouts, is underway.

Expenditures 2024 2025 2026 2027 2028 Total
Construction 900,000 0 0 0 0 900,000
Design 90,000 0 0 0 0 90,000
Total 990,000 0 0 0 0 990,000
Funding
Sources 2024 2025 2026 2027 2028 Total
CIP Funds 500,000 0 0 0 0 500,000
Measure A 90,000 0 0 0 0 90,000
TDA Grant 400,000 0 0 0 0 400,000
Total 990,000 0 0 0 0 990,000
44 ST-29
East Palo Alto, CA
Project # ST-29
Project Name University Avenue Grand Corridor
Total Project Cost $19,000,000 Department Public Works
Category Streets and Transportation Funding Status UnFunded

DESCRIPTION
This project is included in the vision of the City's General Plan. The General Plan envisions University Ave. being transformed from a cut-through corridor into a mixed use boulevard with high-density housing, neighborhood-serving businesses and offices. This includes multimodal and complete streets improvements along University Avenue. The project is currently in Phase 1, with work expected to continue for the lifecycle of this current Capital Improvement Program.

Expenditures 2024 2025 2026 2027 2028 Total Future
Design 2,000,000 0 0 0 0 2,000,000 17,000,000
Total 2,000,000 0 0 0 0 2,000,000
Funding
Sources 2024 2025 2026 2027 2028 Total
CIP Funds 1,000,000 0 0 0 0 1,000,000
Measure W 1,000,000 0 0 0 0 1,000,000
Total 2,000,000 0 0 0 0 2,000,000
ST-14A/B
East Palo Alto, CA
Project # ST-14A/B
Project Name University Avenue Interchange and POC
Total Project Cost $15,502,132 Department Public Works
Category Streets and Transportation Funding Status Funded

DESCRIPTION
This project will provide for the widening of the University Avenue/US 101 overpass to provide safer pedestrian and bicycle travel and more efficient vehicle travel. This project includes construction of a 14' wide pedestrian/bicycle bridge along with US 101 on and off ramp improvements at University Avenue. The Project began construction in 2023 and is anticipated to complete in 2025. The design of the improvements will be required to meet Caltrans standards.

Expenditures 2024 2025 2026 2027 2028 Total
Design/Administration/Construction 15,502,132 0 0 0 0 15,502,132 Total 15,502,132 0 0 0 0 15,502,132
Funding
Sources 2024 2025 2026 2027 2028 Total
Fed Earmark 771,000 0 0 0 0 771,000
LPP(Fed) 2,302,000 0 0 0 0 2,302,000
Matching fund amount 836,632 0 0 0 0 836,632
Measure A 4,892,500 0 0 0 0 4,892,500
Measure W 5,700,000 0 0 0 0 5,700,000
Stanford Miti. Grant 1,000,000 0 0 0 0 1,000,000
Total 15,502,132 0 0 0 0 15,502,132
45 ST-08
East Palo Alto, CA
Project # ST-08
Project Name University Ave. Resurfacing/Signal (ongoing) Total Project Cost $1,234,400 Department Public Works
Category Streets and Transportation Funding Status Funded

DESCRIPTION
This project provides for pavement resurfacing, restriping, upgrading of traffic signals and various other improvements on University Avenue. The work will also include installation of safety and ADA improvements at various intersections along University Avenue, including improvements to crosswalks and signage. The project will also involve the installation of traffic and bicycle loop detectors at all signalized intersections along University Avenue in the City. Traffic signal modifications will be made at the intersection of University Avenue and Runnymede Street to provide an exclusive left-turn phase. It is funded through HSIP funds.

Expenditures 2024 2025 2026 2027 2028 Total
Project Costs 1,234,400 0 0 0 0 1,234,400
Total 1,234,400 0 0 0 0 1,234,400
Funding
Sources 2024 2025 2026 2027 2028 Total
HSIP 1,234,000 0 0 0 0 1,234,000
Total 1,234,000 0 0 0 0 1,234,000
46 WD-04B
East Palo Alto, CA
Project # WD-04B
Project Name University/Weeks Watermain
Total Project Cost $6,730,319 Department Public Works
Category Water Distribution Funding Status Funded

DESCRIPTION
This project includes the installation of a 12 inch water main along University Avenue from O'Brien Street to Donohoe Street. The project also includes the installation of a 12 inch water main along Weeks Street from Cooley Avenue/University Avenue to Pulgas Avenue. This project will address water pressure and flow issues City wide. The project began construction in 2024 and will continue through 2025.

Expenditures 2024 2025 2026 2027 2028 Total
Construction 6,730,319 0 0 0 0 6,730,319
Total 6,730,319 0 0 0 0 6,730,319
Funding
Sources 2024 2025 2026 2027 2028 Total
Measure HH 1,000,000 0 0 0 0 1,000,000
Past ARPA fund (Transfer from GF) 700,000 0 0 0 0 700,000 RDA Housing Successor (Transfer from F220) 1,000,000 0 0 0 0 1,000,000 State Budget Earmark (Formerly General Fund Reserve) 2,000,000 0 0 0 0 2,000,000 State Earmark 1,500,000 0 0 0 0 1,500,000
Water Capital Fund 230,319 0 0 0 0 230,319
Water Impact Fees 300,000 0 0 0 0 300,000
Total 6,730,319 0 0 0 0 6,730,319
WD-05
East Palo Alto, CA
Project # WD-05
Project Name Water Meter Replacement (ongoing)
Total Project Cost $60,000 Department Public Works
Category Water Distribution Funding Status UnFunded

DESCRIPTION
This project will replace water meters, water meter boxes, and lids as well as 100 large meters. The replacement of meters and meter reading equipment will enhance and upgrade the ability to monitor usage and reduce the time associated with meter reading. The schedule of water meter replacement is outlined in the City’s Water System Master Plan and will be completed in phases.

Expenditures 2024 2025 2026 2027 2028 Total
Project Costs 60,000 0 0 0 0 60,000
Total 60,000 0 0 0 0 60,000
Funding
Sources 2024 2025 2026 2027 2028 Total
Water Meter Fund 60,000 0 0 0 0 60,000
Total 60,000 0 0 0 0 60,000
Current Projects
Water Distribution
47 WS-09
East Palo Alto, CA
Project # WS-09
Project Name Water Tank Siting Study
Total Project Cost $150,000 Department Public Works
Category Water Supply Funding Status UnFunded

DESCRIPTION
This project would fund a study to identify the best location(s) for a water tank, better serve East Palo Alto residents in the event of a water shortage.

Expenditures 2024 2025 2026 2027 2028 Total
Project Costs 150,000 0 0 0 0 150,000
Total 150,000 0 0 0 0 150,000
Funding
Sources 2024 2025 2026 2027 2028 Total
Water Capital Fund 150,000 0 0 0 0 150,000
Total 150,000 0 0 0 0 150,000
WS-01A
East Palo Alto, CA
Project # WS-01A
Project Name Woodland Ave. Watermain and PA Emergency Intertie Total Project Cost $433,400 Department Public Works
Category Water Supply Funding Status Funded

DESCRIPTION
This project would establish an emergency intertie with the City of Palo Alto’s water system. Establishment of an intertie will allow the City to obtain emergency water in case the City’s connection with the Hetch Hetchy Aqueduct is severed. Currently, the City has no emergency source of water if the City’s connection with the Hetch Hetchy Aqueduct is severed.

This project also includes the installation of a 12 inch water main on Woodland Avenue across Univeristy Avenue.

Expenditures 2024 2025 2026 2027 2028 Total
Construction/Contingency 433,400 0 0 0 0 433,400
Total 433,400 0 0 0 0 433,400
Funding
Sources 2024 2025 2026 2027 2028 Total
General Fund 433,400 0 0 0 0 433,400
Total 433,400 0 0 0 0 433,400
Current Projects
Water Supply
48 Future Projects
49 FA-11
East Palo Alto, CA
Project # FA-11
Project Name City Facility Energy Upgrades
Total Project Cost $100,000 Department Public Works
Category Community Facilities Funding Status UnFunded

DESCRIPTION
The City completed an audit on energy consumption and a number of facilities expressed inefficient energy consumption. This project will take the recommendations of the Energy Audit and implement them to help promote energy efficiency.

Expenditures Future Total
Project Costs 100,000 100,000
Total 100,000 100,000
FA-07
East Palo Alto, CA
Project # FA-07
Project Name City Hall Purchase
Total Project Cost $50,000,000 Department Public Works
Category Community Facilities Funding Status UnFunded

DESCRIPTION
City staff work and are based in several different locations throughout the City, some of which are City owned properties, and some of which are leased properties. This project would consolidate most City services into a single location. Consolidating City services at one location would allow for more efficient delivery of City services and increased convenience for the residents. This project may include the purchase of a new City Hall building, land acquisition, building purchase and/or renovation. The Community Facilities Master Plan (FA-01) has provided guidance on appropriate locations and considerations for such a consolidation, including the potential total or partial acquisition of 2415 University Ave., where several City departments are already located.

Expenditures Future Total
Project Costs 50,000,000 50,000,000
Total 50,000,000 50,000,000
Future Projects
Community Facilities
50 FA-13
East Palo Alto, CA
Project # FA-13
Project Name City Hall Tenant Improvements
Total Project Cost $1,350,000 Department Public Works
Category Community Facilities Funding Status Partially Funded

DESCRIPTION
In 2018, the City of East Palo Alto entered into an agreement with Powell & Partners Architects to develop a facility design for City Hall tenant improvements.

Prior Expenditures Future Total
350,000 Project Costs 1,000,000 1,000,000
Total 1,000,000 1,000,000
Prior
Funding
Sources Total
350,000
FA-16
East Palo Alto, CA
Project # FA-16
Project Name City of East Palo Alto Library
Total Project Cost $36,000,000 Department Public Works
Category Community Facilities Funding Status Partially Funded

Prior Expenditures Future Total
1,900,000 Construction 34,100,000 34,100,000
Total 34,100,000 34,100,000
Prior
Funding
Sources Total
1,900,000
51 FA-06
East Palo Alto, CA
Project # FA-06
Project Name Corporation Yard
Total Project Cost $100,000 Department Public Works
Category Community Facilities Funding Status UnFunded

DESCRIPTION
This project is for either the improvement of the physical condition of the City’s current Corporation Yard, located at 150 Tara Road, or the relocation of the Corporation Yard. The City currently leases the Corporation Yard facility at 150 Tara Road. Improvements need to be made to the building, including a new paint job.

Expenditures Future Total
Project Costs 100,000 100,000
Total 100,000 100,000
FA-09
East Palo Alto, CA
Project # FA-09
Project Name New Facilities in Ravenswood Specific Plan Area Total Project Cost $10,000,000 Department Public Works
Category Community Facilities Funding Status UnFunded

DESCRIPTION
The adopted Ravenswood/4 Corners Specific Plan identified three major community facility improvements: a recreation center, a community center at 4 Corners, and a library expansion. This project will be modified to remove the library as it is standalone project that is being managed by the City.

Expenditures Future Total
Project Costs 10,000,000 10,000,000
Total 10,000,000 10,000,000
52 FA-05
East Palo Alto, CA
Project # FA-05
Project Name New Police Department Building
Total Project Cost $25,000,000 Department Public Works
Category Community Facilities Funding Status UnFunded

DESCRIPTION
This project is for the establishment of a permanent facility for the East Palo Alto Police Department. Currently, the City leases space at 141 Demeter Street for the Police Department. The lease was previously extended through 2025. In the interim, the City will need to determine whether to purchase a new facility, extend the lease at the current location, or sign a lease at a new location.

Expenditures Future Total
Project Costs 25,000,000 25,000,000
Total 25,000,000 25,000,000
53 PK-09
East Palo Alto, CA
Project # PK-09
Project Name Baylands Park
Total Project Cost $4,400,000 Department Public Works
Category Parks Funding Status UnFunded

DESCRIPTION
This is a conceptual project is for the construction of improvements to enhance access and usability of existing open space in the Baylands. Potential uses for the improved land may include community gardens, open space, parks, trails, rest areas, vista points, interpretive exhibits, etc. Improvement of the site would also enhance the usability of an existing section of the Bay Trail. The City of Palo Alto owns the site and issues such as ownership structure, liability, uses of the site, access to the site and facilities, operation of programs if any, planning, development, construction and maintenance costs would need to be resolved prior to any improvements. The design of this project will need to take into consideration the future construction of flood improvements by the San Francisquito Creek Joint Powers Authority (SP-02B). The proposed project would enhance access and the current experience of both natural resources, the Palo Alto Baylands and the Ravenswood Open Space Preserve, for the benefit and enjoyment of East Palo Alto residents, as well as the many regional users of this section of the Bay Trail.

Expenditures Future Total
Project Costs 4,400,000 4,400,000
Total 4,400,000 4,400,000
PK-10
East Palo Alto, CA
Project # PK-10
Project Name Bell Street Park Improvements
Total Project Cost $16,000,000 Department Public Works
Category Parks Funding Status UnFunded

DESCRIPTION
This project will implement improvements to Bell Street Park. A Master Plan was developed for Bell Street Park which included the construction/ renovation of walking paths, play equipment, tables, a performance center and other improvements. Portions of the Master Plan have already been implemented, such as the construction of the YMCA, the Kaboom playground, and the installation of some walking trails. The Parks Master Plan will assist in determining the complete scope of improvements. At this time, staff has determined that the park will need new park lighting, a concrete stage, new restrooms, security cameras, security fencing, new bathrooms, new play equipment, new picnic area and upgraded playfields.

Expenditures Future Total
Restroom install/Project Costs 16,000,000 16,000,000
Total 16,000,000 16,000,000
Future Projects
Parks
54 PK-12
East Palo Alto, CA
Project # PK-12
Project Name Hetch Hetchy Aqueduct Linear Park
Total Project Cost $3,100,000 Department Public Works
Category Parks Funding Status UnFunded

DESCRIPTION
The San Francisco Public Utilities Commission (SFPUC) recently completed a project to replace the existing water pipeline running through the SFPUC right-of-way in the University Village neighborhood of the City. The SFPUC’s construction project provides an opportunity to reuse the land for a trail or other recreational opportunities. The trail would provide increased access to the Baylands and the ability of residents to access recreation opportunities in the City.

Expenditures Future Total
Project Costs 3,100,000 3,100,000
Total 3,100,000 3,100,000
PK-08
East Palo Alto, CA
Project # PK-08
Project Name Jack Farrell Park Improvements
Total Project Cost $2,421,000 Department Public Works
Category Parks Funding Status Partially Funded

DESCRIPTION
This project involves the renovation and improvement of Jack Farrell Park. The scope of improvements at Jack Farrell Park will be determined by the development of the Parks Master Plan (PK-16). At this time, staff has identified a need to install new play equipment, security cameras, security fencing, a concrete seat wall, upgrades to the existing building, upgrades to the picnic area and upgrades to existing playfields and courts.

Expenditures Future Total
Project Costs 2,421,000 2,421,000
Total 2,421,000 2,421,000
Funding
Sources Total
General Fund 115,000 115,000
Total 115,000 115,000
55 PK-05
East Palo Alto, CA
Project # PK-05
Project Name Joel Davis Park Improvements
Total Project Cost $1,197,000 Department Public Works
Category Parks Funding Status UnFunded

DESCRIPTION
Improvements to Joel Davis Memorial Park were identified in the City of East Palo Alto's Parks Master Plan. Some of these improvements include: expanded picnic and seating options, additional waste receptacles, open lawn area for informal games and play, Bocce ball courts, direct connection between East Palo Alto's Community and Economic Development and Public Works Engineering offices.

Expenditures Future Total
Project Costs 1,197,000 1,197,000
Total 1,197,000 1,197,000
PK-04
East Palo Alto, CA
Project # PK-04
Project Name MLK JR Park Expansion
Total Project Cost $21,000,000 Department Public Works
Category Parks Funding Status UnFunded

DESCRIPTION
This project will involve the expansion and improvement of Martin Luther King Jr. Park to better suit the needs of the community. The Parks Master Plan will assist in determining the scope of the improvements. At this time, staff has determined that the park will require new/upgraded playfields/ courts, upgraded play equipment, an electronic gate, upgraded picnic area, upgraded concession building and security cameras. Expansion of the park would require a property exchange or purchase of San Mateo County owned land. The additional land would provide an opportunity to install additional recreational facilities. The park expansion would also improve access to the park. However, this item requires action by Council to begin the process for land re-designation. The cost estimate would be updated at that time based on the cost associated with acquiring the property Expenditures Future Total
Project Costs 21,000,000 21,000,000
Total 21,000,000 21,000,000
56 PK-11
East Palo Alto, CA
Project # PK-11
Project Name New Parks in Ravenswood/4 Corners Area
Total Project Cost $22,300,000 Department Public Works
Category Parks Funding Status UnFunded

DESCRIPTION
The adopted Ravenswood/4 Corners Specific Plan included approximately 4.5 miles of trails and improved pedestrian sidewalks, including along the Bay.

Expenditures Future Total
Project Costs 22,300,000 22,300,000
Total 22,300,000 22,300,000
PK-06
East Palo Alto, CA
Project # PK-06
Project Name New Trails and Sidewalks in Ravenswood
Total Project Cost $15,000,000 Department Public Works
Category Parks Funding Status UnFunded

DESCRIPTION
The adopted Ravenswood/4 Corners Specific Plan included approximately 4.5 miles of trails and improved pedestrian sidewalks. They include trails along the Bay and other improved trails and sidewalks.

Expenditures Future Total
Project Costs 15,000,000 15,000,000
Total 15,000,000 15,000,000
57 PK-14
East Palo Alto, CA
Project # PK-14
Project Name Park Fitness Equipment Installation
Total Project Cost $95,000 Department Public Works
Category Parks Funding Status UnFunded

DESCRIPTION
This project is to install fitness equipment at four City parks: Bell Street Park, Jack Farrell Park, Joel Davis Park, and Martin Luther King Jr. Park. This project was included in the CIP to address the City's ongoing public health concerns. As a first step, the City of East Palo Alto will be hosting a series of community meetings to present projects and/or options (such as pop-up options), and may take said options to the appropriate commissioners for input. Additional plans to include such equipment may be included as part of the Parks Master Plan.

Expenditures Future Total
Project Costs 95,000 95,000
Total 95,000 95,000
PK-21
East Palo Alto, CA
Project # PK-21
Project Name Pocket Park at Newbridge
Total Project Cost $384,000 Department Public Works
Category Parks Funding Status UnFunded

DESCRIPTION
Enhance the Pocket Park at Newbridge in accordance with the East Palo Alto Parks Master Plan. These enhancements include installing a small-tot children's area, a new small path along the west side of the park, corner beautification with planting and trees, and additional spaces for seating and resting.

Expenditures Future Total
Project Costs 384,000 384,000
Total 384,000 384,000
58 PK-07
East Palo Alto, CA
Project # PK-07
Project Name San Francisquito Park and Trail
Total Project Cost $5,108,000 Department Public Works
Category Parks Funding Status UnFunded

DESCRIPTION
This project will involve the conversion of land bordering San Francisquito Creek into a neighborhood park. The types of amenities that the park would provide yet to be determined, but it is likely that a trail will be incorporated into the design because of the lack of a sidewalk on portions of Woodland Avenue, and because the City’s Bay Access Master Plan envisions a trail along Woodland Avenue. In FY 19-20, the City of East Palo Alto and the associated parties through the area's Joint Powers of Authority (JPA) paved the trail along North bank of San Francisquito Creek from E. Bayshore through O'Connor Road. This project was funded through TDA funds.

Expenditures Future Total
Project Costs 5,108,000 5,108,000
Total 5,108,000 5,108,000
59 SP-13
East Palo Alto, CA
Project # SP-13
Project Name City Digital Photography and Topographic Map Total Project Cost $125,000 Department Public Works
Category Special Projects Funding Status UnFunded

DESCRIPTION
It has been over 15 years since the City undertook a project to obtain accurate digital maps for the community. Since then, the City has completed many development and improvement projects. This project would update the City map to reflect these new projects and provide an up-to-date and accurate City image. Various City departments use these maps as a resource, such as the Community & Economic Development Department, Police Department, the Office of the City Manager, City Attorney, and City Clerk. The Community & Economic Development Department staff uses this map to determine property lines, infrastructure areas, and traffic management among other uses. The Police Department staff uses these maps for visual access to sites and for other public safety needs.

Expenditures Future Total
Project Costs 125,000 125,000
Total 125,000 125,000
SP-04
East Palo Alto, CA
Project # SP-04
Project Name Enterprise Resource Software
Total Project Cost $900,000 Department Public Works
Category Special Projects Funding Status Funded

DESCRIPTION
The City currently uses Municipal Operations Manager [MOM] as its financial software system. As indicated by the City’s financial auditors in their Memorandum of Internal Controls for fiscal year 2009-10, the system has many limitations, including an antiquated database platform, narrow reporting capabilities, and a lack of integration with a human resources information system. As a result, the auditors recommended the City consider other financial software systems, so that it can benefit from a more robust, integrated and powerful software system, leading to greater efficiencies and functionality. City staff is currently assessing its needs and investigating viable software solutions. The City Council has identified the replacement of the current financial software system as an important project in its strategic priorities. This new software will provide greater functionality and efficiency.

Expenditures Future Total
Project Costs 900,000 900,000
Total 900,000 900,000
Funding
Sources Total
Tech Fund 900,000 900,000
Total 900,000 900,000
Future Projects
Special Projects
60 SD-14
East Palo Alto, CA
Project # SD-14
Project Name Bay Road Pump Station
Total Project Cost $8,225,000 Department Public Works
Category Storm Drain Funding Status UnFunded

DESCRIPTION
This project will treat the 100 year flood event and is needed upon completion of the RBD project. Please refer to the RBD Utility Impact study for more information.

Expenditures Future Total
Design/Construction 8,225,000 8,225,000
Total 8,225,000 8,225,000
SD-10
East Palo Alto, CA
Project # SD-10
Project Name Harvest Weeks Pipe
Total Project Cost $1,400,000 Department Public Works
Category Storm Drain Funding Status UnFunded

DESCRIPTION
New pipe improvements required per the RBD Utility Impact study Expenditures Future Total
Design/Construction 1,400,000 1,400,000
Total 1,400,000 1,400,000
Future Projects
Storm Drain
61 SD-11
East Palo Alto, CA
Project # SD-11
Project Name Illinos-Purdue Pipe
Total Project Cost $2,100,000 Department Public Works
Category Storm Drain Funding Status UnFunded

DESCRIPTION
New pipe improvements required per the RBD Utility Impact study.

Expenditures Future Total
Project Costs 2,100,000 2,100,000
Total 2,100,000 2,100,000
SD-06A/B
East Palo Alto, CA
Project # SD-06A/B
Project Name O’Connor Pump Station
Total Project Cost $14,800,000 Department Public Works
Category Storm Drain Funding Status Partially Funded

Phase II will include major improvements to the existing O'Connor Pump Station existing pumps, electrical facilities and the wet well structure.

Prior Expenditures Future Total
800,000 Phase II 14,000,000 14,000,000
Total 14,000,000 14,000,000
Prior
Funding
Sources Total
800,000
62 SD-13
East Palo Alto, CA
Project # SD-13
Project Name Purdue-Bay Pipe
Total Project Cost $3,100,000 Department Public Works
Category Storm Drain Funding Status UnFunded

DESCRIPTION
New pipe improvements required per the RBD Utility Impact study.

Expenditures Future Total
Design/Construction 3,100,000 3,100,000
Total 3,100,000 3,100,000
SD-03
East Palo Alto, CA
Project # SD-03
Project Name Repair of University Village Outfalls
Total Project Cost $245,000 Department Public Works
Category Storm Drain Funding Status UnFunded

DESCRIPTION
This project includes the repair and maintenance of three (3) storm drain outfalls located near the University Village neighborhood. The outfalls are located at the eastern end of Purdue Avenue, the northern end of Fordham Street, and the eastern end of Stevens Avenue. Repairs will include the installation of headwalls and flap gates and will improve the functionality and reliability of the outfalls. This project improves the functionality of the City’s storm drain system, which will help to protect the City from flooding hazards.

Expenditures Future Total
Project Costs 245,000 245,000
Total 245,000 245,000
63 SD-16
East Palo Alto, CA
Project # SD-16
Project Name Runnymede Pump Station
Total Project Cost $19,500,000 Department Public Works
Category Storm Drain Funding Status UnFunded

DESCRIPTION
New pump station to treat the 100 year flood event per the RBD Utility impact study.

Expenditures Future Total
Design/Construction 19,500,000 19,500,000
Total 19,500,000 19,500,000
SD-06C
East Palo Alto, CA
Project # SD-06C
Project Name Runnymede Tide Flex
Total Project Cost $300,000 Department Public Works
Category Storm Drain Funding Status UnFunded

DESCRIPTION
This project includes the installation of a tide flex system at the Runnymede Outfall. The tide flex is a device positioned on a storm drain system outfall. It is designed to inhibit tidal influx while allowing stormwater drainage.

Expenditures Future Total
Project Costs 300,000 300,000
Total 300,000 300,000
64 SD-15
East Palo Alto, CA
Project # SD-15
Project Name Storm Drain System Improvements
Total Project Cost $42,627,000 Department Public Works
Category Storm Drain Funding Status UnFunded

DESCRIPTION
This project will implement the necessary improvements to the City’s storm drain system identified in the Storm Drain Master Plan (SD-01). The Storm Drain Master Plan was completed in 2014. The Master Plan has grouped projects in priority categories that should be completed as soon as possible or at least within the ten year scope of this CIP.

Expenditures Future Total
Project Costs 42,627,000 42,627,000
Total 42,627,000 42,627,000
SD-09
East Palo Alto, CA
Project # SD-09
Project Name Stormwater Resource Plan
Total Project Cost $50,000 Department Public Works
Category Storm Drain Funding Status UnFunded

DESCRIPTION
This project involves funding the development of a Storm Water Resource Plan. Water Code section 10563 (as amended by Senate Bill 985) requires public agencies to develop a Storm Water Resource Plan as a condition of receiving grant funds from a bond (approved after January 2014) for storm water and dry weather runoff capture projects. The intent of Senate Bill 985 is to encourage the use of storm water and dry weather runoff as a resource to improve water quality, reduce localized flooding, and increase water supplies for beneficial uses and the environment. Water Code section 10565 requires the State Water Board to establish guidance for entities developing Storm Water Resource Plans. Storm Water Resource Plans must include, at a minimum: 1. Identification of types of local agencies and nongovernmental organizations that need to be consulted in developing a Storm Water Resource Plan; 2. Definition of the appropriate quantitative methods for identifying and prioritizing opportunities for storm water and dry weather runoff capture projects; 3. Definition of the appropriate geographic scale of watersheds for storm water resource planning; and 4. Other guidance the board deems appropriate to achieve the objectives of Water Code sections 10562 - 10565
Expenditures Future Total
Project Costs 50,000 50,000
Total 50,000 50,000
65 SD-07
East Palo Alto, CA
Project # SD-07
Project Name Weeks Street Storm Drain
Total Project Cost $285,000 Department Public Works
Category Storm Drain Funding Status UnFunded

DESCRIPTION
The end of Weeks Street, which starts at Pulgas Avenue and goes east approximately 750 feet, does not currently have a functional storm drainage system. Even with minor rain events, this section of roadway becomes inundated with storm water, making the majority of the roadway unusable for the duration of the rain event. This project proposes to install a storm drain pipe and drainage inlets to collect the water from the end of the street and convey it to the existing system along Pulgas Avenue. The section which requires improvements runs from Weeks Street up to the Pulgas Ave intersection. This project will be completed as a condition of approval for a proposed development project associated with the Facebook Primary School project. Cost estimates of the project may change depending on the developer's proposal.

Expenditures Future Total
Project Costs 285,000 285,000
Total 285,000 285,000
66 ST-24A
East Palo Alto, CA
Project # ST-24A
Project Name Donohoe at Euclid Traffic Signal (ongoing) Total Project Cost $660,000 Department Public Works
Category Streets and Transportation Funding Status UnFunded

DESCRIPTION
This project will include the installation of a new traffic signal along Donohoe Street at the intersection of Euclid.

Expenditures Future Total
Design/Construction/Contingency 660,000 660,000
Total 660,000 660,000
ST-24B
East Palo Alto, CA
Project # ST-24B
Project Name Donohoe/Northbound 101 On Ramp Traffic Signal Total Project Cost $660,000 Department Public Works
Category Streets and Transportation Funding Status UnFunded

DESCRIPTION
This project will include the installation of a new traffic signal along Donohoe Street at its intersection with the Northbound Highway 101 on-ramp.

Expenditures Future Total
Design/Construction/Contingency 660,000 660,000
Total 660,000 660,000
Future Projects
Streets & Transportation
67 ST-23
East Palo Alto, CA
Project # ST-23
Project Name Donohoe Street Lane Widening (ongoing)
Total Project Cost $5,290,000 Department Public Works
Category Streets and Transportation Funding Status UnFunded

DESCRIPTION
This project includes the widening of Donohoe Street between Capital and University to alleviate traffic congestion. This will be done by creating the following lane configuration: two (2) dedicated left turn lanes along westbound Donohoe Street at University Avenue, one (1) dedicated through lane, one (1) through/right lane, one(1) dedicated right turn lane, and two (2) dedicated through lanes along eastbound Donohor Street.

Expenditures Future Total
Right of Way/ Design/Construction/Contingency 5,290,000 5,290,000 Total 5,290,000 5,290,000
ST-16
East Palo Alto, CA
Project # ST-16
Project Name Euclid Avenue Tunnel Assessment and Investigation Total Project Cost $30,000 Department Public Works
Category Streets and Transportation Funding Status UnFunded

DESCRIPTION
The purpose of this project is to assess the viability of restoring and re-opening the tunnel under Highway 101 at Euclid Avenue, which is currently closed. If feasible, the tunnel would enhance the connectivity between the west and east sides of the City for bicyclists and pedestrians. This project would provide data and analysis to assist the City in determining whether to re-open the tunnel. This project would also determine the cost and the scope of work necessary to restore the tunnel. The tunnel is identified in Section 3.2 of the City’s adopted Bicycle Transportation Plan. The reopening of the tunnel could also help support Mitigation Strategy INFR-a-10 in the City’s adopted Hazard Mitigation Plan, to develop unused or new pedestrian rights-of-way as walkways to serve as additional evacuation routes.

Expenditures Future Total
Project Costs 30,000 30,000
Total 30,000 30,000
68 ST-30
East Palo Alto, CA
Project # ST-30
Project Name Highway Bridge Program
Total Project Cost $300,000 Department Public Works
Category Streets and Transportation Funding Status UnFunded

DESCRIPTION
The Caltrans Highway Bridge and Inspection Program (HBP) has required that maintenance be undertaken of the University Ave/Hwy 101 Bridge. Bridges that qualify for this requirement and program are ones that have been determined as "significantly important" by the HBP. Some maintenance projects under this program may be eligible for reimbursement.

Expenditures Future Total
Project Costs 300,000 300,000
Total 300,000 300,000
ST-34
East Palo Alto, CA
Project # ST-34
Project Name Lighting at Clarke Ave. Overcrossing
Total Project Cost $150,000 Department Public Works
Category Streets and Transportation Funding Status UnFunded

DESCRIPTION
There are issues with lighting at the Clarke Ave. overcrossing, leaving it dimly lit. This project has been added to improve the safety and quality of the overcrossing for resident use.This project would improve lighting at the Clarke Ave. overcrossing.

Expenditures Future Total
Project Costs 150,000 150,000
Total 150,000 150,000
69 ST-13
East Palo Alto, CA
Project # ST-13
Project Name Major Street Reconstruction
Total Project Cost $5,000,000 Department Public Works
Category Streets and Transportation Funding Status UnFunded

DESCRIPTION
This project provides for the reconstruction of damaged City streets during the ten-year life of the CIP. A Pavement Management Program (PMP) was prepared for the City in 2007 and updated in 2014 which documented the existing condition of City streets and recommended strategies for systematically maintaining and improving streets with available funds. The PMP divided streets into two categories based on their condition: streets requiring resurfacing for preventative maintenance, and those requiring major reconstruction. This project addresses the City’s street reconstruction needs to repair streets in poor condition so that they can be used in a safe and functional manner.

Expenditures Future Total
Project Costs 5,000,000 5,000,000
Total 5,000,000 5,000,000
ST-17
East Palo Alto, CA
Project # ST-17
Project Name New Loop Road
Total Project Cost $25,000,000 Department Public Works
Category Streets and Transportation Funding Status UnFunded

DESCRIPTION
This project is to develop a new loop road around the north and east of the University Village neighborhood that will connect University Avenue to the Ravenswood Business District (RBD) and include a Class I bicycle and pedestrian trail. The Loop Road will alleviate traffic congestion on Bay Road from University Avenue to the Ravenswood Business District. The Loop Road was part of the adopted Ravenswood Business District/4 Corners Specific Plan.

Expenditures Future Total
Project Costs 25,000,000 25,000,000
Total 25,000,000 25,000,000
70 ST-10
East Palo Alto, CA
Project # ST-10
Project Name New Sidewalk, Curb, and Gutter Program
Total Project Cost $5,000,000 Department Public Works
Category Streets and Transportation Funding Status UnFunded

DESCRIPTION
This project provides for the construction of new sidewalks in locations that are lacking. This program would involve the development of a strategy for prioritizing and scheduling new construction. To the extent feasible, the City would install full-block stretches of sidewalk at a time for uniformity. In future years, additional funding will be needed to facilitate the construction of sidewalks in areas of the City that are underserved in terms of pedestrian access and are not slated for major development projects. Former capital project ST-21, which included improvements to the Scofield Avenue sidewalk, has been added as part of the broader sidewalk improvements included in this project.

Expenditures Future Total
Project Costs 5,000,000 5,000,000
Total 5,000,000 5,000,000
ST-31
East Palo Alto, CA
Project # ST-31
Project Name Pulgas Avenue Beautification Project
Total Project Cost $100,000 Department Public Works
Category Streets and Transportation Funding Status UnFunded

DESCRIPTION
Parkway improvements along the east side of Pulgas Avenue between Bay Road and Weeks Street.

Expenditures Future Total
Project Costs 100,000 100,000
Total 100,000 100,000
71 ST-32
East Palo Alto, CA
Project # ST-32
Project Name Runnymede Street Improvements
Total Project Cost $2,500,000 Department Public Works
Category Streets and Transportation Funding Status UnFunded

DESCRIPTION
Runnymede Street between Pulgas Avenue and the eastern end is in disrepair and will require reconstruction.

The project will also include improvements to the existing storm drain, drainage potential, sidewalks, and driveways. There will also be additional Safe Routes to School Improvements.

Expenditures Future Total
Project Costs 2,500,000 2,500,000
Total 2,500,000 2,500,000
ST-03
East Palo Alto, CA
Project # ST-03
Project Name Safe Routes to School (ongoing)
Total Project Cost $495,000 Department Public Works
Category Streets and Transportation Funding Status Funded

DESCRIPTION
The Safe Routes to School Program involves the construction of new sidewalks, curbs, gutters, and traffic calming improvements on City streets which link to schools. Ravenswood City School District staff worked with City staff to prioritize the streets most in need of pedestrian-friendly improvements to safely access the schools. Based on this prioritization, the Safe Route to School Plan was developed and approved by the Public Works and Transportation Commission and was adopted by the City Council in 2003. This project provides funding to create public infrastructure that provides linkages between residents and schools. Sidewalk work from Clarke Avenye to Cooley Avenue was completed using funding from the AHSC grant. Other improvements include posting new signage, striping roads, installing and/or improving curb and gutters, installing curb ramps, and additional improvements as needed.

Improvements shall be constructued with the Annual Street Resurfacing Project.

Prior Expenditures Future Total
245,000 Construction 250,000 250,000
Total 250,000 250,000
Prior
Funding
Sources Total
245,000
72 ST-29
East Palo Alto, CA
Project # ST-29
Project Name University Avenue Grand Corridor
Total Project Cost $19,000,000 Department Public Works
Category Streets and Transportation Funding Status UnFunded

Prior Expenditures Future Total
2,000,000 Construction 17,000,000 17,000,000
Total 17,000,000 17,000,000
Prior
Funding
Sources Total
2,000,000
ST-24D
East Palo Alto, CA
Project # ST-24D
Project Name Weeks at Clarke Traffic Signal
Total Project Cost $660,000 Department Public Works
Category Streets and Transportation Funding Status UnFunded

DESCRIPTION
This project includes the installation of a new traffic signal at the intersection of Weeks Street at Clarke.

Expenditures Future Total
Design/Construction/Contingency 660,000 660,000
Total 660,000 660,000
73 ST-24C
East Palo Alto, CA
Project # ST-24C
Project Name Weeks at Pulgas Traffic Signal
Total Project Cost $660,000 Department Public Works
Category Streets and Transportation Funding Status UnFunded

DESCRIPTION
This project will include the installation of a new traffic signal along Weeks Street at the intersection of the Pulgas Avenue.

Expenditures Future Total
Design/Construction/Contingency 660,000 660,000
Total 660,000 660,000
ST-33
East Palo Alto, CA
Project # ST-33
Project Name Woodland Ave Street Improvments
Total Project Cost $3,000,000 Department Public Works
Category Streets and Transportation Funding Status UnFunded

DESCRIPTION
This project's scope of work includes measures to increase pedestrian and traffic safety. It includes street improvements along Woodland Avenue from University Avenue to Newell Road. This project will rehabilitate deteriorated pavement, install sidewalk, provide ADA accessibility, construct bulb outs/concrete improvements, stormwater improvements, signage and striping.

Expenditures Future Total
Design/Construction 3,000,000 3,000,000
Total 3,000,000 3,000,000
74 WD-06
East Palo Alto, CA
Project # WD-06
Project Name Fire Hydrant Replacement (ongoing)
Total Project Cost $60,000 Department Public Works
Category Water Distribution Funding Status UnFunded

DESCRIPTION
This project will replace old fire hydrants that have corroded or do not meet the minimum standards established by the Menlo Park Fire Protection District. New hydrants will assist in providing the needed pressure to combat fires.

Expenditures Future Total
Project Costs 60,000 60,000
Total 60,000 60,000
P-2
East Palo Alto, CA
Project # P-2
Project Name New Pipeline and New SFPUC Turnout
Total Project Cost $1,423,000 Department Public Works
Category Water Distribution Funding Status UnFunded

DESCRIPTION
New SFPUC Turnout on Purdue Ave between Georgetown St and Fordham St. New 16" PVC pipeline on Purdue Ave near Fordham St, Fordham St between Purdue Ave, and Purdue Avenue between Fordham St and Demeter St, with 12" intertie between 16" main and existing 6"main on Purdue Ave.

Expenditures Future Total
Design/Construction 1,423,000 1,423,000
Total 1,423,000 1,423,000
Future Projects
Water Distribution
75 WD-04
East Palo Alto, CA
Project # WD-04
Project Name Watermain Replacement
Total Project Cost $50,331,000 Department Public Works
Category Water Distribution Funding Status UnFunded

DESCRIPTION
The purpose of this project is to replace deficient water mains in the City’s water delivery system. The 2010 Water System Master Plan identified the pipes in the water system that need to be replaced. Replacement of old pipes will improve water quality, reduce waste of water, and improve pressure flow to fight fires.

Approximately 1 mile of water lines have been identified that need immediate replacement. These improvements are scheduled to be completed in the following phases: Phase I will include water main replacement work at the SFPUC turnout upstream along University Avenue, general design for several water main replacements, and water main replacement work at University Ave (Woodland-O'Connor) Phase II will include water main replacement work between Purdue, Fordham, and Demeter. Phase III will include water main replacement work at the following locations: Jervis, Mello, Gonzaga and Georgetown. Phase IV will include water main replacement work at the following locations: O'Connor (Clarke-Larkspur).

Expenditures Future Total
Design/Construction/Construction Management/Contingency 50,331,000 50,331,000 Total 50,331,000 50,331,000
WD-07
East Palo Alto, CA
Project # WD-07
Project Name Water Valve Replacement Program (ongoing)
Total Project Cost $60,000 Department Public Works
Category Water Distribution Funding Status UnFunded

DESCRIPTION
This project is a program for the maintenance and replacement of the 908 existing valves in the City’s water system. Common maintenance practice establishes a five-year cycle such that every valve is maintained at least once during that time period. During the valve maintenance, each valve can is cleaned of any debris and then fully closed and re-opened. This regular cycling of the valves assures that they can be opened and closed if operations or an emergency deem necessary. Although the cycles are typically five years, there are currently many valves in the systems that have not been maintained in this timeframe.

Maintenance of the City’s water valves is essential for maintaining a functional and reliable water delivery system Expenditures Future Total
Project Costs 60,000 60,000
Total 60,000 60,000
76 WS-01D
East Palo Alto, CA
Project # WS-01D
Project Name Emergency Water Connects - O'Brien Kavanaugh Total Project Cost $365,000 Department Public Works
Category Water Supply Funding Status UnFunded

DESCRIPTION
This project would establish an emergency intertie with the O'Brien - Kavanaugh water system. Establishment of interties will allow the City to obtain emergency water in case the City’s connection with the Hetch Hetchy Aqueduct is severed. Currently, the City has no emergency source of water if the City’s connection with the Hetch Hetchy Aqueduct is severed.

Expenditures Future Total
Project Costs 365,000 365,000
Total 365,000 365,000
WS-01C
East Palo Alto, CA
Project # WS-01C
Project Name Emergency Water Connects - O'Connor Tract Co-op Total Project Cost $350,000 Department Public Works
Category Water Supply Funding Status UnFunded

DESCRIPTION
This project would establish an emergency intertie with the O’Connor Tract Co-op Water Company’s water system. Establishment of interties will allow the City to obtain emergency water in case the City’s connection with the Hetch Hetchy Aqueduct is severed. Currently, the City has no emergency source of water if the City’s connection with the Hetch Hetchy Aqueduct is severed.

Expenditures Future Total
Project Costs 350,000 350,000
Total 350,000 350,000
Future Projects
Water Supply
77 WS-01B
East Palo Alto, CA
Project # WS-01B
Project Name Emergency Water Connects - Palo Alto Park Mutual Total Project Cost $545,000 Department Public Works
Category Water Supply Funding Status UnFunded

DESCRIPTION
This project would establish an emergency intertie with the Palo Alto Park Mutual Water Company’s water system. Establishment of interties will allow the City to obtain emergency water in case the City’s connection with the Hetch Hetchy Aqueduct is severed. Currently, the City has no emergency source of water if the City’s connection with the Hetch Hetchy Aqueduct is severed.

Expenditures Future Total
Project Costs 545,000 545,000
Total 545,000 545,000
WS-08
East Palo Alto, CA
Project # WS-08
Project Name MLK Jr. Park Stormwater Capture and Reuse
Total Project Cost $640,000 Department Public Works
Category Water Supply Funding Status UnFunded

DESCRIPTION
The scope of work for this project includes the construction of a storage chamber, tertiary treatment system, and irrigation pump at Martin Luther King Jr. (MLK) Park to reuse stormwater to irrigate the park. Implementation of this project would reduce the need to use potable water to irrigate the park. Parks typically require approximately 5000 gallons of water per acre per day to be properly irrigated. Although this stormwater recapture system would not completely eliminate the need to use potable water in irrigating City parks (particularly during the drier summer months), it would significantly reduce the demand for potable water currently being imported and purchased from the San Francisco Public Utilities Commission (SFPUC). Although the system's construction is an initial capital cost, there would be no long-term savings resulting from a reduction of potable water usage.

Expenditures Future Total
Project Costs 640,000 640,000
Total 640,000 640,000
78 WS-03A
East Palo Alto, CA
Project # WS-03A
Project Name New Storage Tank - East of Highway 101
Total Project Cost $6,000,000 Department Public Works
Category Water Supply Funding Status UnFunded

DESCRIPTION
This project will involve the construction of a new storage tank with the capacity to meet emergency supply needs for the current and anticipated future population of the City. The City currently does not have any water storage facilities. The Water System Master Plan indicates that 3.8 million gallons of water is adequate to meet the needs of the City. Currently, staff is identifying potential locations for one storage tank on the east side of Highway 101 and one storage tank on the west side of Highway 101. This project is for the storage tank on the east side of Highway 101. The facility would include all necessary piping, the reservoir, and the pump station to return the water to the proper system pressure.

Expenditures Future Total
Design/Construction 6,000,000 6,000,000
Total 6,000,000 6,000,000
WS-04
East Palo Alto, CA
Project # WS-04
Project Name Second Groundwater Well
Total Project Cost $3,100,000 Department Public Works
Category Water Supply Funding Status UnFunded

DESCRIPTION
This project is for the construction of a 1,000 gallon per minute (GPM) groundwater well and associated iron-manganese treatment system to supplement the City’s existing water supply. This project will create an emergency source of water supply for the City by drawing groundwater from the Santa Clara Valley Groundwater Basin and San Mateo Sub-Basin. Treatment of the groundwater would be necessary to enable its use for domestic purposes. Implementation of this project would provide a secondary source of water in the event that the City’s existing water supply is unable to meet demand during drought events or emergency conditions. The City's property at East Bayshore and Clarke Avenue, known as Pad D, is the designated site for this. well.

Expenditures Future Total
Construction 3,100,000 3,100,000
Total 3,100,000 3,100,000
79 PUBLIC HEARING ITEM 4.2

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: May 30, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Tomohito Oku, Finance Director
SUBJECT: Fiscal Year 2024-25 Proposed Budget Session Hearing No. 1 Recommendation
Receive proposed budget documents, staff presentations, community input, and provide staff direction regarding the proposed Fiscal Year 2024-25 budget.

Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
 Promote Housing, Economic and Workforce Development
 Implement the Comprehensive Transportation and Mobility Plan  Promote Health & Public Safety
 Ensure Our Financial and Organizational Health
 Improve the City's Water Infrastructure
 Develop and Implement a Comprehensive Facilities Master Plan  Enhance Community Services and Parks for Residents
Background
City Ordinance Title 3, Chapter 3.08 “Budget Planning and Fiscal Procedures” provides rules and procedures for preparing and administering annual City budgets. Under Ordinance

3.08.080 “Public Hearing on Budget”, the Council “shall hold public hearings on the annual budget, as submitted, at which all interested persons shall be given an opportunity to be heard, for or against, the revenues estimated or any proposed appropriation therein.” 80 PUBLIC HEARING ITEM 4.2
Council approved the FY 2024-25 Budget Process Calendar with the following budget hearing dates:
 May 30, 2024 - Budget Study Session No. 1: Introduction & Overview of Proposed Budget
 June 4, 2024 - Budget Study Session No. 2: Continuation of Proposed Budget Discussions
 June 6, 2024 – Budget Study Session No.3: This is an optional session if needed  June 18, 2024 - Budget Hearing & Adoption of FY 2024-25 Budget and GANN Limit, In accordance with the City Budget Planning and Fiscal Procedures Ordinance, on April 16, 2024, staff presented a Preliminary Budget Message, including a summary of the Preliminary FY 2024-25 Proposed Budget.

The Budget Hearing Sessions are intended to provide detail budget information from each department and additional context and understanding of the FY 2023-24 Budget, as well as give Council and the community an opportunity to comment, ask questions, or request changes.

Analysis
Overview
The table below shows the budget status by fund type. Total citywide revenues (excluding the Successor Agency) amount to $72.8 million, partially offset by $66.7 million in expenditures.

This results in a citywide budget surplus of $6.1 million, attributed to surpluses from all fund types: General Fund ($0.2 million), Restricted Fund ($0.5 million), Capital Fund ($2.2 million), and Enterprise Fund ($3.2 million).

The surpluses from the Restricted Fund ($0.5 million) and the Capital Fund ($2.2 million) are primarily due to a timing difference between when expenditures are incurred and when revenues are recognized across different fiscal years. Program revenues typically come in before the related program expenditures in many of the City’s special revenue funds, whereas capital project expenditures are often incurred before the related revenues, which are typically on a reimbursement basis. The $0.2 million General Fund surplus is attributed to various changes in both revenues and expenditures.

Please refer to the attachments for more detailed information. 81 PUBLIC HEARING ITEM 4.2
Description General
Fund
Restricted
Funds
Capital
Funds
Enterprise
Funds

TOTAL CITY
FUNDS
Successor
Trust Fund
Total Revenues 37,487 10,274 16,918 8,119 72,798 1,957
Total Expenditures (35,771) (10,562) (15,377) (4,957) (66,668) (2,023) Net Sources / (Uses) 1,715 (289) 1,541 3,163 6,130 (65) Net Transfers (1,495) 795 700 - - -
Change in Fund Balance 220 507 2,241 3,163 6,130 (65)
FY 2024-25 Proposed - Citywide Funds (In 000's)
The following topics were identified as major influences in developing the FY 24-25 proposed budget and will be discussed further in detail in this staff report. a. City Council Strategic Priorities
b. General Fund Resources and Structural Deficit
c. Available reserves
d. Personnel changes
e. Two-year Capital Budget Update
a. City Council Strategic Priorities
Staff centered the proposed budget on the City’s Council FY 2024-25 Priorities that were approved on April 16, 2024, as follows:
 Promote Housing, Economic, and Workforce Development
 Implement the Comprehensive Transportation and Mobility Plan  Promote Health and Public Safety
 Ensure Our Financial and Organizational Health
 Improve the City’s Water Infrastructure
 Further Implement the City’s Facilities Master Plan
 Enhance Community Services and Parks.

Each priority is accompanied by a workplan that outlines specific goals (see Proposed Budget Booklet – Attachment #1 for detailed workplans). These goals serve as the foundation for departmental budget development. However, it is important to note that budgets for certain new goals are not included in the current budget. Staff will bring funding requests for these activities to the City Council for consideration on an Ad Hoc basis before projects commence. This means that additional funding for these goals will be determined through a separate process, involving contractual agreements and approval from the City Council. b. General Fund Resources and Structural Deficit
82 PUBLIC HEARING ITEM 4.2
During the preliminary budget presentation in April 2024, staff provided a 10-year forecast on annual operating status (surplus/deficit) in the General Fund. The forecast indicated that revenue increases would outpace expenditure increases, leading to a significant structural budget deficit in the General Fund beginning in FY 2025-26. Projections suggest this deficit will continue to grow, reaching approximately $7 million by the end of FY 2033-34. Consequently, staff recommend maintaining a conservative budget approach, particularly related to ongoing costs, and exercising caution in spending decisions.

However, the proposed budget for FY 2024-25 reflects a surplus of $220,000 in the General Fund. This surplus is primarily due to substantial increases in two revenue sources: investment income and building-related fees. The increase in investment income is driven by federal reserve interest rate hikes, which leverage the City’s large cash balance in the General Fund.

The increase in building-related fees is attributed to new developments slated for completion within the fiscal year. It is important to note that both revenue increases are one-time occurrences and are expected to decrease in the coming years.

Revenue projections for FY 2024-25 remain highly uncertain and include the following risk factors:

1. Property tax funding shortfalls related to state legislation on school funding and in-lieu vehicle license fees, with a projected shortfall of $2.4 million in the current fiscal year.

Staff were recently notified by the County that funds for the backfill request were not included in the Governor’s May revised budget.

2. Lingering COVID-19 revenue losses in Transient Occupancy Tax (TOT).

3. Slow growth in sales tax revenues due to the current economic environment, including high inflation and a slowdown in the housing market.

4. Limited business diversity in tax revenue sources (Sales tax and TOT).

5. Extended delays in taxable development projects and uncertainty in the timing of project completion due to underlying infrastructure challenges and the need to analyze and support the specific plan update in the Ravenswood Business District. c. Available Reserves
The Proposed FY 24-25 Budget continues to strike a balance between short-term solutions to budget deficits and long-term fiscal stability strategies. Consequently, since available reserves are not sustainable income sources, staff recommend using these funds cautiously. The following table shows General Fund projected fund balance (reserve) by classification as of June 30, 2024.
83 PUBLIC HEARING ITEM 4.2
Classification General Fund
Nonspendable $ 888,820
Restricted 38,659
Committed:

CalPERS funding 3,000,000
IT Reserve 3,041,372
Vehicle and Equipment Reserve 1,290,128
Self-Insurance Reserve 2,035,160
Capital Projects -
ARPA Saving 430,000
Others 299,770
Assigned/Encumbrances 3,226,841
Unassigned:

Contingency Reserve 10,378,581
Available Reserve 21,196,293
Total Fund Balance $ 45,825,624
Governmental Funds - Projected Fund Balance June 30, 2024 The General Fund projected fund balance is estimated to be $45.8 million as of June 30, 2024.

However, only $21.2 million is available for discretionary use by the City Council. The remaining balance is either not spendable or allocated for specific purposes through restrictions, commitments, or assignments.
d. Personnel Changes
The Preliminary Budget Message included a table of classification changes proposed by departments to enable them to address service needs and Council strategic priorities. In total,

5.5 new regular and 2 limited period FTEs were proposed by the Public Works (Environmental Services, Maintenance, and Engineering), Community & Economic Development (Housing & Planning) and the Police departments. The Budget Team, consisting of the Finance Director, Human Resources Manager and City Manager has since met with departments and further discussed proposed classification changes and strategies to address service needs and Council strategic priorities. In effort to maintain a conservative budgeting approach and to limit ongoing costs, the proposed budget aims to meet service needs through adding 2.55 regular FTEs, 1.25 limited period FTEs, and using professional services contracts to temporarily augment staffing. 84 PUBLIC HEARING ITEM 4.2
The table below provides a list of proposed classification changes:

Title Division Note Net
FTE
Funding
Source
Estimated
Annual Cost
Limited terms:

Management Analyst II* Police Admin Continuation from the current deployment 1.0 General 187,000 Special Project Manager Engineering Currently deployed using salary savings but needed to be included in the next year's
budget. 520 hours/year.

0.25 General 37,000
Sub-total limited term 1.25 $ 224,000
Additions:

Utility Manager Engineering The current 6-month duration will be expired at the end of current fiscal year and
need to be converted to a permanent
position for utility operation including sewer
services

1.0 Water,
Garbage and
Sewer
230,000
IT Manager City Manager's Office The current IT contract with Redwood City will be replaced by this addition. Therefore,
there is no budget impact by this addition

1.0 General 273,000
Recreation Leader II Community Services Converting the current 0.45 FTE to 1.0 FTE to launch and administer Youth Governing
Body

0.55 General 50,000
Sub-total addition 2.55 $ 553,000
Estimated Funding Request* 3.8 $ 504,000
Estimated ongoing costs* 2.55 $ 280,000
*Excluding the estimated annual cost for IT Manager as it would be offset by the current IT contract To address the future budget shortfall projected in the 10-year General Fund Forecast, staff have worked to minimize the need for additional position requests. The costs associated with these requests are included in the Proposed Budget. This staffing approach is proposed as a conservative method to provide municipal services, given the projected budget shortfalls. While the work volume and existing backlog indicate that additional staffing is needed, adding regular staff positions during challenging economic times is not ideal. The proposed budget includes a temporary increase in personnel costs of $224K for limited-term positions continued from the previous fiscal year. New additions total $553K, but the ongoing cost is reduced to $280K since the cost related to the IT Manager will be offset by terminating the current IT contract with Redwood City. Of the $280K, the fiscal impact on the General Fund is only $50K, as the cost related to the Utility Manager will be allocated to the enterprise funds. Staff will address these requests during the department's presentations, providing time for Q&A and deliberation for both the public and the City Council.
e. Capital Budget Update
A Capital Improvement Plan (“CIP”) serves as a City's road map for preserving, maintaining, and developing any City-owned public infrastructure or assets. Generally, a CIP provides a five- to tenyear plan for all individual capital projects, equipment purchases, and major studies. This includes 85 PUBLIC HEARING ITEM 4.2
construction, scheduling, and financing for each project. A comprehensive CIP clearly delineates the objectives of capital programs and its relationships to a City’s long-range development plans.

On September 15, 2020 the City Council adopted the Ten-year CIP. Since the adoption of the CIP in 2020, a number of new projects have been added to the CIP based on City Council priorities, grants, and staff recommendations. These changes were reflected on the updated Ten-year CIP report which is to be presented and adopted by the City Council on May 30, 2024.

The following table lists the CIP projects scheduled to commence in FY24-25, with their costs included in the proposed budget.

PROJECT # DESCRIPTION FUND SOURCE TOTAL
N/A PMP F201 Gas Tax $ 1,010,000
Sub-total State Gas Tax $ 1,010,000
N/A PMP F202 Measure A $ 1,795,000
Sub-total Measure A $ 1,795,000
ST-04A/B Street Light Upgrade F221 Lighting fund $ 150,000 Sub-total Lighting fund $ 150,000
SD-06A/B O'Connor Pump station F222 Drainage Fund $ 1,000,000 Sub-total Drainage fund $ 1,000,000
N/A PMP F234 Measure W $ 500,000
Sub-total Measure W $ 500,000
FA-2 Tate St. Office Improvement F301 CIP Local Match Fund $ 120,000 FA-13 City Hall Tenant Improvements F301 CIP Local Match Fund $ 350,000 FA-16 City of East Palo Alto Library (Design Phase) F301 CIP Local Match Fund $ 1,700,000 FA-17 Police Department Facility Improvements F301 CIP Local Match Fund $ 400,000 PK-20 Rutgers Trail Gate F301 CIP Local Match Fund $ 50,000 SP-02 SFCJPA SAFERBAY Phase 1 F301 CIP Local Match Fund $ 906,799 SD-08 Full Trash Capture Device Installation Phase 1 F301 CIP Local Match Fund $ 350,000 Sub-total CIP (Local match) $ 3,876,799
FA-15 Cummings Loft Improvements F303 CIP Grant Fund $ 455,000 FA-16 City of East Palo Alto Library (Design Phase) F303 CIP Grant Fund $ 1,500,000 PK-20 Rutgers Trail Gate F303 CIP Grant Fund $ 50,000
ST-08 Univ Ave Resurfacing/Signal (HSIP) F303 CIP Grant Fund $ 1,028,000 ST-29 University Avenue Grand Corridor F303 CIP Grant Fund $ 1,000,000 ST-33 Railspur Trail Improvement (AHSC) F303 CIP Grant Fund $ 1,530,000 SD-08 Full Trash Capture Device Installation Phase 1 F303 CIP Grant Fund $ 2,225,000 SP-02 SFCJPA SAFERBAY Phase 1 F303 CIP Grant Fund $ 3,643,253 Sub-total CIP (Grant) $11,431,253
WS-09 Water Tank Siting Study F511 Water Capital $ 150,000 Sub-total water Capital $ 150,000
WD-05 Water Meter Replacement F512 Water Meter $ 200,000 Sub-total Water Meter $ 200,000
TOTAL FY 2024-25 PROPOSED CIP FUNDING $20,113,052
86 PUBLIC HEARING ITEM 4.2
Staff will return to the City Council for consideration of contractual approvals for these projects.

It's worth noting that the costs associated to CIP local match fund are funded by the transfers from the General Fund previously authorized by the City Council. In addition to these projects presented on the table, ongoing and unfinished projects by end of the current fiscal year will be carried forward through the mid-year budget process and added to the adopted budget.

Proposed Budget Documents (Attachment) Section Highlights The Proposed Budget Booklet (Attachment #1) includes the following sections that are particularly useful in assessing the City’s current financial condition:
 The City Manager’s Message - the City Manager’s budget transmittal message including targeted highlights of opportunities and challenges in the year ahead.  Organizational Summary - contains important information about the City, including nine-year history of full-time employee counts by division.  Financial Summary - fund descriptions and budget information for each active fund maintained by the City.
 Departmental Budgets - each department budget presents historical operating and employee position data, as well as the Baseline and Proposed Budget data for the new annual period. This presentation format increases the ability to assess the current organizational structure in context of recent historical activity. In addition, staff provided detail budget information by division (please also see Attachment#2) Department Budget Presentation
Each division/department will provide the respective department’s budget presentation in the following order. Any department’s presentations that are not completed in this budget meeting will be presented in the following budget session scheduled for June 4, 2024.

Order Dept Head (Presenter)
1 CM kickoff message and Budget Overview Melvin Gaines/Tomo Oku 2 City Manager’s Office Melvin Gaines
3 City Manager’s Office – Human Resources Ana Torres
4 City Manager’s Office – Community Services Maurice Baker 5 Police Department Jeff Liu
6 Public Works Department Humza Javed
7 Community & Economic Development Department Amy Chen
8 City Attorney’s Office John Lê
9 City Clerk (Including City Council) James Colin
10 Finance and Non-departmental Bo-Kyoung Kim
87 PUBLIC HEARING ITEM 4.2
Fiscal Impact
There is no fiscal impact by this report. The budget is scheduled to be adopted on June 18, 2024.

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. In addition, a notice of public hearing was published on a local newspaper on May 20, 2024.

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: No, as the proposed action does not involve an entitlement.

Analysis of Levine Act Compliance: Not applicable.

Attachments

1. FY 2024-25 Proposed Budget Booklet

2. Detail Budget Information by Division
88 89
This Page Intentionally Left Blank
90 i
FY 2024-2025 Budget Mayor
Antonio Lopez
Vice Mayor
Martha Barragan
Council Members
Carlos Romero Ruben Abrica Lisa Gauthier

MISSION STATEMENT
The City of East Palo Alto provides responsive,
respectful, and efficient public services to enhance
the quality of life and safety for its multi-cultural
community.
91 ii
Executive Staff
Executive Staff
Melvin Gaines, City Manager
City Manager’s Office
John Le, City Attorney
City Attorney’s Office
James Colin, City Clerk/ Public Information Officer (PIO) City Clerk’s Office
Tomohito Oku, Finance Director
Finance Department
Amy Chen, Community Development Director
Community and Economic Development
Humza Javed, Public Works Director
Public Works
Jeff Liu, Police Chief
Police Department
92 Elected Officials…………………………………………………………i
Executive Staff………………………………..…………………………ii
Table of Contents………………………………….……………………iii
Introduction
City Manager’s Message………………………………..……………CM- 1
How to Use the Budget Document………………………………..……BD- 1
City Council Strategic Priorities and Goals
Strategic Goals and Priorities…………………………………………SP- 1
Organizational Summary
Master Organization Chart…………………………………..…………OS- 1
Nine-Year Position Summary……...................................................... OS- 2 Detail Position Listing…………………………………...…………...OS- 3
East Palo Alto at a Glance…………………………………...…………OS- 4
Financial Summary
FY 2024-2025 Budget……………………………..………………..…FS- 1
General Fund Revenues by Major Category……………...……………FS- 17 General Fund Expenditures by Major Category……………...………FS- 18 Departmental Budgets
City Council…………………..…….….……………………..…………DB- 1
City Attorney's Office……….…….….......…...……………….………DB- 5 City Clerk's Office……..........…....…................................................... DB- 13 City Manager's Office……..........…....…............................................. DB- 19 City Manager's Office………………………..………………………DB- 24
Human Resources…………….…………………………….………DB- 28
Community Services and Recreation…………….…………………DB- 33
Finance Department……………………..………..…………..……… DB- 39
Community and Economic Development …………………..……… DB- 47
Administration………...……………………………………………DB- 51
Building Services……...………………….…………………………DB- 53
Housing and Economic Development……………..…...……..……DB- 57 Planning…….…………………..……………………..………..…. DB- 66
Public Works…………………………..…………………………....…DB- 73
Administration….……………………………....…………………. DB- 77
Engineering……………………………….....…………………...…DB- 86
Maintenance……………………………….....…………………….DB- 92
Police Department …………………………..…………………………DB- 97
Administration………………………………………………………DB- 101
Investigations…………………………………………………………DB- 105
Operations…………………………………………………………..DB- 109
Non Departmental……………………………………………………..DB- 113
Miscellaneous……………………………………………………...……MISC- 1
Glossary………………...………...………………….…………………GLOS- 1
Table of Contents
iii
93 This Page Intentionally Left Blank
94 CM- 1

CITY OF EAST PALO ALTO

OFFICE OF THE CITY MANAGER
2415 UNIVERSITY AVENUE
EAST PALO ALTO, CA 94303
Honorable Mayor
Members of the City Council
Citizens of East Palo Alto, California
Balancing the General Fund budget in FY2024-25 will remain a challenge due to persistent revenue disruption, service cost pressures, and deferred infrastructure challenges. We anticipate a budget process similar to FY2023-24 in which the City was challenged to maintain service levels while absorbing anticipated cost increases with less revenue growth.

Revenue projections in the FY2024-25 will remain highly uncertain and include the following negative elements: 1) slow growth in property tax assessed value, 2) potential loss of Vehicle License Fee (VLF) shortfall reimbursement (property tax in-lieu of VLF revenue) from the State, 3) lingering COVID-19 revenue losses in Transient Occupancy Tax (TOT), 4) lacking business diversity in tax revenue resources (Sales tax and TOT), 5) extended gaps in taxable development projects and uncertainty in timing of development completion due to underlying infrastructure challenges and the need to analyze and support the specific plan update in the Ravenswood Business District.

The City has been under significant cost pressure, primarily from substantial wage increases resulting from labor negotiations influenced by post-COVID labor market trends. These negotiations have led to heightened wage demands from employees across various sectors, creating a ripple effect in the City's budgetary allocations. The aftermath of COVID-19 has dramatically shifted the dynamics of the labor market, with employees increasingly advocating for higher wages to cope with rising living costs and inflationary pressures. As a result, the city has found itself grappling with the necessity to meet these demands to retain skilled workers while simultaneously balancing its fiscal responsibilities. In addition to the increases in the personnel costs, the City must address the needs to improve deferred and aging infrastructures including city facilities, storm drains, water pipes and tanks, and streets, roads and sidewalks which will most like require additional resources from the General Fund.

This year, the City looks forward to robust engagement of the East Palo Alto community around our budget process. The City has been conducting community surveys and holding community engagement meetings to assess the needs and priorities of East Palo Alto residents, which has been subsequently shaping City Council strategic priorities. Staff centered the proposed budget on the City’s Council FY2024-25 Priorities that have been approved on April 16, 2024, as follows:
• Promote Housing, Economic, and Workforce Development
• Implement the Comprehensive Transportation and Mobility Plan • Promote Health and Public Safety
• Ensure Our Financial and Organizational Health
• Improve the City’s Water Infrastructure
95 CM- 2
• Further Implement the City’s Facilities Master Plan
• Enhance Community Services and Parks.

FY2024-25 Proposed Budget
Description General
Fund
Restricted
Funds
Capital
Funds
Enterprise
Funds

TOTAL CITY
FUNDS
Successor
Trust Fund
Total Revenues 37,487 10,274 16,918 8,119 72,798 1,957
Total Expenditures (35,771) (10,562) (15,377) (4,957) (66,668) (2,023) Net Sources / (Uses) 1,715 (289) 1,541 3,163 6,130 (65) Net Transfers (1,495) 795 700 - - -
Change in Fund Balance 220 507 2,241 3,163 6,130 (65)
FY 2024-25 Proposed - Citywide Funds (In 000's)
The table above shows budget status by fund type. Total citywide proposed revenues (excluding Successor Agency) of $72.8 million are partially offset by $66.7 million in expenditures resulting in a citywide budget surplus in the amount of $6.1 million which is attributed from the surpluses from all fund types: General Fund ($0.2 million), Restricted Fund ($0.5 million), Capital Fund ($2.2 million) and Enterprise Fund ($3.2 million). The surpluses from Restricted Fund and Capital Fund are due simply to a timing difference between expenditures incurred and revenue recognized across different fiscal years; program revenues typically come in first prior to the related program expenditures in many of City’s special revenue funds whereas capital project expenditures are incurred prior to the related revenues which are typically on a reimbursement basis. The $0.2 million General Fund surplus is attributed from many elements in changes from both revenue and expenditure sides and detailed in the Financial Summary section of this report.

In conclusion, the proposed budget reflects our efforts to balance the budget while minimizing the impact on essential services. Ensuring the availability of clean water, public safety, and infrastructure maintenance remains a top priority. To achieve this, we must carefully manage spending and identify cost-saving measures while moving forward taxable development projects. We will also maintain active engagement with the community to understand residents' needs and set priorities that reflect the City Council's goals and values.

Melvin E. Gaines Tomohito Oku
City Manager Finance Director
96 How to Use the
Budget Document
The East Palo Alto Budget Document is a spending plan for the financial, human, and capital resources available to the City. Through these resources, services are provided to meet the needs of the East Palo Alto residents. The City Council and City staff address the community’s needs and priorities through the planning process which, in turn, culminates in the budget document as a fiscal spending plan. The budget document balances not only revenues and expenditures, but also community priorities and interests. The Budget Document is divided into eight major sections:
• City Manager’s Message
• How to Use the Budget Document
• City Council Strategic Plan
• Organizational Summary Information
• Financial Summary Information
• Departmental Budgets
• Miscellaneous
• Glossary
The City Manager’s Message
The City Manager’s Message provides a “big picture” summary for the fiscal budget period. It sets the context for budget decisions by describing community and economic conditions affecting the budget. It addresses major initiatives underway and challenges facing the City.

How to Use the Budget Document
Below is a summary of the sections within the document, describing how each section may be used effectively to understand the make-up of the document.

The City Council’s Strategic Plan
The City Council’s Strategic Plan sets the goals and objectives for the organization. It provides Council direction on a variety of initiatives to be accomplished over a two-year period and informs the work plan and budget of the Departments tasked with achieving the initiatives pending resource availability.

Organizational Summary Information
This section of the document contains useful reference information about the City and the organization, including an organizational chart, nineyear summary of the City’s employee authorized strength, “East Palo Alto at a Glance”, and East Palo Alto demographic statistics.

BD-1
97 Financial Summary Information
This section contains the FY 2024-25 Budget, by fund
and fund group-type, including narrative on the purpose of each budgeted fund and projection of fund balance: • Summary of Citywide Budget by Fund and Fund Group
• Historical Chart General Fund: o Revenues by Major Category o Expenditures by Major Category Departmental Budgets
This section contains the operating budget for all
departments and divisions. The following Departments
are presented: City Council, City Attorney, City Clerk, City Manager, Finance, Community and Economic
Development, Public Works, Police, Non-Departmental
and Capital Improvement Funding. The Departmental
Budget section presents financial figures by major
revenue and expenditures categories. Definitions of the four major expenditure categories can be found in the
Glossary. Local government budgets are organized by
fund to segregate and account for restricted resources.

Each fund is a separate accounting entity. The General
Fund provides the majority of resources for the services that the City provides, including public safety,
maintenance, and general government functions needed
to support direct services to the community. This
section also provides a historical view of revenue and
expenditures, General Fund sources and uses. Finally,
this section includes the historical and current staffing for each department/ division along with a department
organizational chart.

Miscellaneous
This section contains the major capital project funding, detail Measure P funding, the Appropriation Limit
calculated for FY2024-25 and the budget adoption
resolutions.

Glossary
This section provides definitions generally used in local, county, and state governments.

BD-2
98 Council Strategic Planning ets
SP-1
99 CITY COUNCIL

STRATEGIC PRIORITIES
FY 2024-25 Budget
Priority A. Promote Housing, Economic & Workforce Development Goal A.1. Implement Measure HH Employment Program
Goal A.2. Continue to Implement the City’s Affordable Housing Strategy Goal A.3. Create an Economic Development Strategy Focusing on Small/Micro Businesses for City Council Consideration
Goal A.4. Convert the City’s Cummings Loft property into office space that could be used as a small business incubator
Goal A.5. Implement Program to Distribute Community Resource Funds Grant Goal A.6. Revisit the West Side Area Plan Development Approval Process Goal A.7. Evaluate the Measure HH Pilot Workforce Development Program Goal A.8. Complete the Ravenswood Business District/Four Corners Specific Plan Update Goal A.10. Streamline the ADU permitting process
Goal A.11. Work with partners to complete construction of 965 Weeks/ Colibri Commons Goal A.12. Update the Zoning Code to address permanent supportive housing, housekeeping units, residential care facilities, etc. as well objective design standards Goal A.13. Develop a pop-up and unlicensed businesses policy and program Priority B. Implement Comprehensive Transportation and Mobility Plan Goal B.1. Implement the Comprehensive Transportation and Mobility Plan Goal B.2. Construct University Bicycle/Pedestrian Overcrossing Goal B.3. Explore a potential public Infrastructure revenue measure for the November 2024 Election
Goal B.4. Replace the temporary traffic circles on Pulgas Avenue with mini roundabouts Goal B.5. Construct Bus Stop Shelter Improvements using AHSC grant funds Goal B.6. Finalize the Addison Avenue Safe Routes to School and Green Infrastructure project Goal B.7. Construct the University Avenue at Runnymede Traffic Signal Improvements Goal B.8. Design the East Bayshore sidewalk Improvements with grant funds Secure funding to design the University Avenue Grand Corridor
Goal B.9. Complete the Street Lighting Upgrade Project (70 streetlights and Clarke Avenue overcrossing)
Goal B.10. Construct University Avenue safety improvements Goal B.11. Design and Construct road improvements on Woodland Avenue from University Avenue to Newell Road
Goal B.12. Develop strategies to improve parking and traffic enforcement and identify next steps Priority C. Promote Health & Public Safety
Goal C.1. Enhance Flood Protection for Residents, Businesses, and Property Owners SP-2
100

CITY COUNCIL

STRATEGIC PRIORITIES
FY 2024-25 Budget
Goal C.2. Resolve Sanitation District Incorporation Matter Goal C.3. Develop a Community Emergency Preparedness and Education Initiative Goal C.4. Develop the Police Department’s Data Analytics Capacity Goal C.5. Rehabilitate the O’Connor Pump station
Goal C.6. Construct improvements to the San Francisquito Creek bank Goal C.7. Upgrade the Stormwater System to meet State trash capture requirements Goal C.8. Complete the update of the Environmental Justice (Health & Equity) Element of the General Plan
Goal C.9. Complete the update of the Safety Element of the General Plan Goal C.10. Evaluate emergency shelter sites
Goal C.11. Develop and Implement a strategy to address illegal dumping Priority D. Ensure Financial & Organizational Health
Goal D.1. Address Structural Deficit Through Fiscal Resiliency Measures Goal D.2. Develop 10-Year Financial Projections
Goal D.3. Plan and Implement an Enterprise Resource Planning (ERP) System Goal D.4. Focus on Staff Morale, Retention, Recruitment & Succession Planning Goal D.5. Develop an Information System Master Plan
Goal D.6. Conduct a process to develop a five-to-ten-year strategic plan Priority E. Improve the City’s Water Infrastructure
Goal E.1. Focus on Customer Service and Education
Goal E.2. Advance Key Water Infrastructure Projects
Goal E.3. Develop a Water Infrastructure Financing Plan Goal E.4. Develop a Water asset management database
Priority F. Develop and Implement a Comprehensive Facilities Plan Goal F.1. Coordinate with the Library District to Advance a New Library for East Palo Alto Goal F.2. Investigate Options for Developing County Vacant Property Located on Beech Street Goal F.3. Develop a Detailed Strategy for the Location of the Future Police Department Goal F.4. Complete the City Hall Improvements Planning Process Priority G. Enhance Community Services and Parks for Residents Goal G.1. Foster Community Cultural Events & Activities Goal G.2. Completion and Implementation of the Parks Master Plan Goal G.3. Focus on Youth Engagement
Goal G.4. Engage with Community & Partner Agencies to Improve Educational Resources/ Outcomes
SP-3
101

CITY COUNCIL

STRATEGIC PRIORITIES
FY 2024-25 Budget
Goal G.5. Construct the Joel Davis Park restroom
Goal G.6. Secure Bay Trail access at Rutgers Street
Goal G.7. Implement a program that activates parks, promotes public health and public safety, similar to the FIT Zone program
SP-4
102
Promote Housing, Economic & Workforce Development
Goal Lead/Co-Lead Status Status Notes
1 Implement Measure HH Employment Program CDD - Housing In-Progress (1) Measure HH program consists of $0.76M contracts with Street Code Academy, Job Train, and Live in Peace collaborating to create local workforce development and job training pilot programs in the STEM and Building Trades fields. Programs are launched and status is updated quarterly and available online:
https://www.ci.east-palo-alto.ca.us/econdev/page/measure-hh-pilot-workforce-development-program.

Staff presented an update on the program progress on March 19, 2024 and Council suggested staff to start preparing for evaluation of the pilot upon completion of the 18-month ploit. Target Completion:

August 2024.

2.1 Present TOPA/COPA recommendations and other
opportunities to promote homeownership CDD - Housing Complete On December 6, 2023, the proposed TOPA/COPA ordinance was not adopted by Council. Project effort consisted of two+ years of community outreach meetings, Council presentations, research, ordinance drafting, responding to public queries, etc. Effort supported by the Partnership for the Bay's Future Policy Fellow, CMO and CAO. Fellow will continue to look for funding opportunities and other ways to promote homeownership and housing preservation for remainder of fellowship period ending May 2024.

2.2 Complete the updated Housing Element CDD/CMO Complete Housing Element adopted by Council on March 19, 2024. 2023-2031 Housing Element available online:
https://www.cityofepa.org/housing/page/housing-element-update-1

2.4 Update Affordable Housing Strategy CDD - Housing Complete Affordable Housing Strategy was updated and adopted by City Council on February 6, 2024. 2024-2028 Strategy is available online: https://www.cityofepa.org/housing/page/affordable-housing-strategy

2.5 Establish Rent Registry for both stabilized and market-rate rental units.

CDD - RSP/CDD -
Housing
In-Progress
Received Council direction on work plan on March 19, 2024. Staff will bring an ordinance back for consideration before the end of the fiscal year and issue a request for proposals (RFP) for outside program management planned issuance this Summer and execute contracts by October 2024. Staff continue to explore potential registry options (meeting with other cities, speaking with vendors, etc.) 3 Create an Economic Development Strategy Focusing on
Small and Micro Businesses for City Council Consideration CMO/CDD In-Progress Commenced preparation of a request for proposals (RFP) for an Economic Development Strategy. Hired a consultant from Regional Government Services to assist with RFP preparation. Expected RFP issuance date to be determined.
4 Convert the City's Cummings Loft property into office space that could be used as a small business incubator PWD In-Progress The City was awarded a $555,000 grant from the Small Business Administration to improve the former Redevelopment Agency's space at Cummings Loft for use as a local incubator space. City staff issued a request for design proposals in 2023. Staff received one proposal and is recommending a contract award to City Council on 04/16/24. Target Completion of design: December 2024. Construction will take place in 2025.
5 Implement Program to Distribute Community Resource
Funds Grant
CMO/CDD In-Progress
This is a City-sponsored grant program. In May 2023, staff presented a framework for the program and Council directed that the funds be allocated to four different service areas. Staff presented an updated framework to the City Council on 3/5/2024 and the Council directed staff to 1) release an RFP for Senior Home Repair Assistance with $125K, 2) Release a RFP for Small Business Assistance with $125K, 3) move $50,000 to the Community Services Division budget for Senior programs aimed at increased technical competence and prevention of scams, and 4) move $50,000 to the Community Services Division budget for youth civic activities. Staff anticipates releasing RFPs in May 2023 and proposing awards to the City Council in the first quarter of FY 2024/25.
6 Revisit the West Side Area Plan Development Approval
Process
CDD - Planning In-Progress Staff will return to Council for feedback in second quarter 2024 7 Evaluate the Measure HH Pilot Workforce Development
Program
CDD - Housing/
CMO
On-hold Staff presented an update on the 18 month pilot on March 19, 2024. Staff will begin to explore ways to evaluate the pilot which is expected to conclude in August 2024 SP-5
103
8 Complete the Ravenswood Business District/Four Corners Specific Plan Update CDD - Planning In-Progress Draft plan in process. City Council Study Session scheduled for April 25, 2024. Draft plan scheduled to be complete by the end of 2024, following publication of SEIR. 10 Streamline the ADU permitting process CDD - Planning In-Progress Municipal Code Update adopted on February 6, 2024. New forms and streamlined process implemented in compliance with updated code. The City hosted a community event on March 27, 2024 to share with East Palo Alto residents, homeowners, developers, and other stakeholders about the ADU development code updates and new informational materials available. 11 Work with partners to complete construction of 965
Weeks/Colibri Commons CDD - Building In-Progress Development project is in the building phase. Construction is anticipated to conclude by the end of 2025. 12 Update the Zoning Code to address permanent supportive housing, housekeeping units, residential care facilities, etc. as well objective design standards
CDD - Planning In-Progress
Staff plans to present an additional Municipal Code update to Council in mid 2024, including housing related clean up items. Another municipal code update, including objective design standards, is planned for late 2024.
13 Develop a pop-up and unlicensed businesses policy and program
CDD/CMO Proposed
Staff are starting to explore this effort and benchmarking with other cities (Redwood City is also dealing with this issue). Staff would prepare for a City Council study session to be held in the first quarter of FY 2024-25 to discuss potential solutions. In that study session, necessary staffing and resources to implement potential solutions would also be discussed. With Council’s input, the City could develop a policy and program to regulate pop-up/unlicensed businesses.

SP-6
104
Implement Comprehensive Transportation and Mobility Plan Goal Lead/Co-Lead Status Status Notes
1 Implement the Comprehensive Transportation and Mobility Plan

1.1 Implement Short-term Improvements as Identified in the Final Mobility Report PWD Complete Practical short-term measures implemented and completed in 2023.

1.2 Implement Mid-term Improvements as Identified in the Final Mobility Report PWD In-Progress
Mid-term improvement elements to be implemented over 5+ years. $1.0M grant for University Avenue Grand Corridor conceptual planning received through the Measure W competitive program which will study mid-term strategies. City in regular contact with other entities regarding Facebook Willow Village development.

1.3 Initiate a Parking Permit Pilot Program PWD In-Progress Staff is developing a pilot program for City Council consideration. Anticipated Council item in July 2024. 2 Construct University Bicycle/Pedestrian Overcrossing PWD In-Progress Construction is underway. Anticipated completion in 2025. 3 Explore a potential public infrastructure revenue measure for the November 2024 Election CMO In-Progress
The City entered an agreement with the Lew Edwards group who oversaw a community poll and focus group sessions to gauge community priorities and support for revenue measures in 2023. Additional polls will be conducted in April 2024 that test specific revenue measures and funding priorities.

Depending on the polling results the City will work towad passing a measure in November 2024.

3.1 Design East Bayshore Sidewalk Improvement Project PWD In-Progress The City was awarded a $400,000 grant for design phase. A contract to award design services is scheduled for the 04/02/24 City Council meeting. Design Target Completion: January 2025.

3.2 Seek funding and construct East Bayshore sidewalk
improvements
PWD/CMO In-Progress Staff is actively seeking construction funds and is applying for transportation grants. The Transportation HUD appropriations bill includes $850,000 in DOT funds for this project.

3.3 Design University Ave. safety improvements PWD In-Progress The City was awarded a $1.2M grant and design phase is initiated. Design planned completion is April 2024. The project will be bid out for construction in Summer 2024.

A Construct University Ave. safety improvements PWD In-Progress Construction estimated to occur August 2024 through February 2025. This project will primarily include upgrading University/Runnymede intersection and construct a new traffic signal.

3.5 Implement updated water capital surcharges PWD/CMO Complete Council adopted updated charges in March 2023. 4 Replace the temporary traffic circles on Pulgas Avenue with mini roundabouts PWD In-Progress
Complete design and replace the temporary traffic circles with mini roundabouts to enhance safety and aesthetics. Staff received grant funds to complete the preliminary design of the mini roundabouts on Pulgas Avenue. On 3/19/2024, City Council authorized a contract amendment with ALTA Planning + Design to complete the PS&E package for the two mini-roundabouts. Staff anticipates design completion by Fall 2024. The goal is to bid out the project and begin construction by the end of 2024. (Goal – to complete construction by end of FY 24/25 pending construction funds). 5 Construct Bus Stop Shelter Improvements using AHSC grant funds PWD In-Progress The project is under active construction and should be complete by April 2025 6 Finalize the Addison Avenue Safe Routes to School and Green Infrastructure project PWD In-Progress The project should be complete by July 2024. 7 Construct the University Avenue at Runnymede Traffic
Signal Improvements PWD In-Progress This project is included in 3.3. Design planned completion is April 2024. The project will be bid out for construction in Summer 2024. 8 Design the East Bayshore sidewalk improvements with
grant funds Secure funding to design the University Avenue Grand Corridor:

PWD In-Progress
This projet is included in 3.1. A contract to award design services is scheduled for the 04/02/24 City Council meeting. Design Target Completion: January 2025. 9 Complete the Street Lighting Upgrade Project (70
streetlights and Clarke Avenue overcrossing) PWD In-Progress This project is underway and will continue through FY 24/25. The streetlight installations will be citywide and the work began in the Gardens Neighborhood.

SP-7
105
10 Construct University Avenue safety improvements PWD In-Progress This project is included in 3.3. Design planned completion is April 2024. The project will be bid out for construction in Summer 2024.
11 Design and Construct road improvements on Woodland
Avenue from University Avenue to Newell Road. PWD Proposed Staff anticipates adding this project to the Capital Improvement Plan. The project is estimated to cost $3 million and is currently unfunded. The City is seeking earmark funds as well as other grant funds in order to design and construct this project. During FY 2024-25, this project will primarily consist of seeking design and construction funds. Once funds are secured, design and construction would take approximately 18 months.
12 Develop strategies to improve parking and traffic
enforcement and identify next steps. PD/PWD Proposed
Staff would prepare for a City Council study session to be held in the first quarter of FY24/25 to present and discuss parking and traffic enforcement challenges and potential solutions. Implementing potential solutions, particularly enforcement solutions may require funding for additional personnel.

SP-8
106
Promote Health & Public Safety
Goal Lead/Co-Lead Status Status Notes
1 Enhance Flood Protection for Residents, Businesses, and Property Owners

1.1 Enhance Community Flood Protection through collaboration with SFCJPA on San Francisquito Creek Reach 2
improvements
PWD/CMO In-Progress
The Reach 2 Project is led and coordinated by the San Francisquito Creek (SFC) JPA. The total project cost estimate is $60M, and is approximately 70% funded. The project consists of four main construction elements planned to occur between Summer 2024 and 2026. City staff are in contact with SFCJPA and agency partners on a regular basis.

1.2 Enhance Community Flood Protection through collaboration with SFCJPA to implement the Safer Bay Project PWD/CMO In-Progress The Safer Bay Project is a multi-benefit, multi-jurisidctional collaboration led and coordinated by the SFCJPA. The SFCJPA is conducting technical and scientific studies in anticipation of releasing a draft Environmental Impact Report in 2025. The City has been awarded a FEMA grant of $17.5M and provided $4.5M in local match to support $22M in local construction costs related to the project. City grant project is on-hold pending completion of other project phases. The City's grant portion will be actively underway in Q1 24/25. The City will be required to secure a design consultant and oversee the design phase from 30% through 100%.

1.3 Coordinate with City of Palo Alto on the Newell Street Bridge Replacement Project PWD In-Progress
Represents a $16M sub-project of the SFC-JPA Reach 2 Project 1.1 above. City of Palo Alto is lead agency.

Project plans and specifications are complete, and partners are currently seeking additional grant funding. East Palo Alto staff are working with Palo Alto to coordinate design completion. Upon design completion, the project will be bid for the construction phase in Summer 2024. 2 Resolve Sanitary District Incorporation Matter

2.1 Transition EPASD from an independent organization to a City subsidiary

CMO/CAO/
PWD/FIN In-Progress
LAFCo denied EPASD's request for reconsideration on February 7. The protest period began Feb. 12 and will go through May 22, 2024. If none of the thresholds of protests are met, the City will take over governance of EPASD July 1, 2024. This transition will require the City to manage EPASD finances, billing and customer service, new service connections, day to day operations (through an operations agreement with West Bay Sanitary District) and manage sanitary capital projects. Additionally, EPASD has filed a lawsuit against LAFCo and the City. The City is determining next steps and exploring how this may impact the transition of EPASD to City governance.
3 Develop a Community Emergency Preparedness and
Education Initiative

3.1 Build EPA CERT Team Membership PD/CMO Complete
Menlo Park Fire District administers the CERT program in East Palo Alto, which we are able to access when the need arises. Currently the membership hovers around 40-50 members and have all been sworn in as Disaster Service Workers. Additionally, the Menlo Park Fire District works with community groups interested in helping during times of need, but do not necessarily desire to be CERT certified. MPFD also administers and Emergency Radio Communications group (eg. HAM Radio operators) who are available as the need arises.

3.2 Establish emergency communication protocols with
community partners
PD/CMO In-Progress
In coordination with Menlo Park Fire District, researching social media and emergency alert notification channels with planned community outreach efforts to expand information access. Target Completion:

Summer 2024.

3.3 Update Disaster Preparedness Plan PD/CMO In-Progress Currently researching plan format and regulatory requirements with goal of simplifyng current plan for ease of reference and use. Target Completion: Summer 2024. 4 Develop the Police Department’s Data Analytics Capacity PD In-Progress If awarded a pending grant, work with the County C3AI data project and California State University East Bay to study East Palo Alto crime trends, responses, and statistics 5 Rehabilitate the O’Connor Pump station PWD In-Progress Replace diesel engines and perform electrical upgrades with $800K USEPA grant funds. Project is currently in the process of finalizing scope and CEQA. Design to occur throughout 2024 with construction in 2025.

SP-9
107
6 Construct improvements to the San Francisquito Creek bank PWD In-Progress Enforce the slope at San Francisquito creek to prevent further erosion. This project will be under construction in Summer 2024.
7 Upgrade the Stormwater System to meet State trash capture requirements
PWD In-Progress
90% trash capture project to be completed by June 2024. Full Trash Capture is mandated by the State Water Resources Control Board by 2025. This will be accomplished by bidding out two separate projects. 8 Complete the update of the Environmental Justice (Health & Equity) Element of the General Plan CDD - Planning In-Progress Data gathering in process. Community outreach to begin in April 2024. Project completion anticipated in mid to late 2025. 9 Complete the update of the Safety Element of the General Plan CDD - Planning In-Progress Data gathering in process. Community outreach phase started in February 2024, with two workshops planned for March 13 and April 3. Project completion anticipated in mid 2025. 10 Evaluate emergency shelter sites CMO In-Progress The City is working to establish formal partnerships with potential emergency evacuation sites both within and outside of East Palo Alto.
11 Develop and Implement a strategy to address illegal dumping PWD/CDD Proposed The City would continue to enhance and implement its Clean City Program. Staff would work internally with other departments to evaluate and enhance the program over the next fiscal year.

SP-10
108
Ensure Fiscal & Organizational Health
Goal Lead/Co-Lead Status Status Notes
1 Address Structural Deficit Through Fiscal Resiliency
Measures

1.1 Assess and Prepare for Utility Operational and Finance Needs PWD/FIN In-Progress This project is connected to Goal No. 2 above under Council Priority "Promote Public Health & Safety".

Financing needs on-hold pending LAFCO decision. However, in addition to Sanitary Sewer operations, the City requires resources to provide cohesive oversight over all managed utilities (water, garbage and storm water management). Consideration of financing of utilities through rate increases or assessment districts is planned for 2024.

1.2 Analyze needs, strategies and community support for funding public infrastructure CMO In-Progress
With Lew Edwards consultants, City is conducting a series of community outreach meetings/communication to assess community interest related to both services and infrastructure.

Target Completion: April 2024.

1.3 Perform Impact Fee Nexus Study CMO/PWD In-Progress
Bid process complete and contract approved by Council in October 2023. Project kick-off implemented November 2023. Staff will provide an update to Council in April 2024 and anticipate proposed fees and Nexus Study to be presented by June 2024.
2 Develop 10 Year Financial Projections FIN In-Progress A 10-year financial projection model for a municipality serves as a strategic planning tool, aligning fiscal policies with community goals, aiding in risk management, and communicating financial plans to residents. This comprehensive tool assists in capital budgeting, enabling efficient resource allocation and providing insights into long-term financial sustainability for the municipality. The first phase of the model has been issued and is staff revisions, expected presentation to Council in the April 2024 Budget Message 3 Plan and Implement an Enterprise Resource Planning (ERP) System
FIN/CMO In-Progress
As of December 2023, all financial activities, including payroll, accounts payable, and budgeting, have successfully migrated to the new system. Staff members are already noticing significant improvements in efficiency and data accessibility. This transition reflects a massive undertaking citywide, and we are nearing the final stages of implementation. Despite encountering some obstacles, this project is an unmitigated success, especially when considering the scale of change. 4 Focus on Staff Morale, Retention, Recruitment & Succession Planning

4.1 Update the City's Personnel Policies and Procedures CMO - HR In-Progress Draft document prepared. Citywide management and employee review process, including meet and confer elements, estimated to begin January 2024. Target Completion: Fall 2024. Effort supported by consultants, outside legal. Due to labor negotiations, this project has been placed on hold until contracts are closed. Will continue Q3 of this FY.

4.2 Launch Health & Wellness Initiative CMO - HR Complete Launched outreach for virtual employee seminars; on-site heath and wellness events in October 2023.

Annual employee hybrid seminars are confirmed through December 2024. Staff are in the process of collecting employee data to improve moral. These programs will allow the team to collaborate and focus on team building which is what we need to become a successful team! The City is fully committed and invested in our staff's mental health. The program includes topics such as Self-Development: The Road to Balance Your Work & Family Life, Communication, Creating Healthy Teams, Health & Wellness. Digital Distractions: Use Technology, Don’t Let it Use You, etc. This project launch is complete and the work is now operational.

4.3 Update the City's recruitment process CMO - HR Complete Standardized operating procedures for the hiring process. Completed April 2023 SP-11
109

4.4 Develop and Launch an Employee Training and Development Program
CMO - HR Complete
Primarily consists of revamping employee orientation process, standardizing and auditing regulatory training requirements. New orientation standards implemention November 2023. Standardizing training implemented over six months phases beginning November 2023. The Mandatory and employee training and developemnt programs continue to roll out and improve such as Building & Cultivating Trust as a Leader, Diversity, Equity, and Inclusion (DEI) training series to help foster a culture of respect, understanding, and inclusivity within our organization, FMLA/CFRA/Reasonable Accomodations Overvew for Supervisors, Memorandum of Understandings (MOU) Overview, Active shooter, CPR, Earthquake & Fire Drill, and so much more! We are actively seeking feedback from staff to help CMO in developing and incorporating more trainings. This project kick off is complete and is now operational.

4.5 Issue RFP for Compensation Study CMO - HR On-hold Project goal intended to be expanded to include and prioritize near-term capacity studies. Project initiation TBD.
5 Develop an Information Systems Master Plan

5.1 Coordinate continuation or completion of contract services provided by Redwood City CMO - IT In-Progress
Redwood City agreed to a mid-term continuation plan. Staff expanding goal to include issuance of separate RFP to consider options for long-term operational needs. Target RFP Completion: May 2024

5.2 Develop a citywide Information Systems Master Plan CMO - IT On-hold Draft RFP prepared and under review; pending outcome of item 5.1 above. 6 Conduct a process to develop a five-to-ten-year strategic plan CMO Proposed During FY 2024-25, the City would engage in a process to develop a strategic plan beginning in FY 2025-26 that sets long-term strategic priorities but includes short term strategies and projects that would be updated bi-annually. The Strategic Plan would be the basis for the City Council Priorities and the twoyear work plan the City Council would adopt for FYs 2025-26 through 2026-27.

SP-12
110
Improve the City's Water Infrastructure
Goal Lead/Co-Lead Status Status Notes
1 Focus on Customer Service and Education

1.1 Plan for Water System Operations in 2025 CMO/PWD/CA O/FIN In-Progress
Current Water System Operator lease expires approximately April 2026, and current lease terms are under outside legal review. Project includes multi-departmental consideration of options for long-term operational needs, including RFP for consulting services to consider cost/considerations under differing options. Target Completion: June 2024.
2 Advance Key Water Infrastructure Projects

2.1 Complete Construction of 12" Water Transmission Line on University Ave.

PWD In-Progress Project construction is underway. Target Completion: December 2024

2.2 Complete Construction of Water Intertie at
University/Woodland with Palo Alto PWD In-Progress Project construction is underway. Target Completion: October 2024

2.3 Identify Potential Locations for Additional Water Storage PWD In-Progress Staff preparing a request for proposal (RFP) to conduct a water tank siting study and provide analysis of options for water storage capacity of 3+ million gallons. Target Council Presentation: January 2025.

2.5 Proactively Design Additional Water Improvement Projects PWD On-hold This project involves working with the City's on-call consultant to design priority 1A water infrastructure projects identified in the Water Master Plan. This activity will begin upon completion of construction of the 12" watermain on University Avenue. (See 2.1 above) 3 Develop a Water Infrastructure Financing Plan CMO/PWD/FIN In-Progress The City received $800,000 from the US Environmental Protection Agency through in FY 2023 Congressionally Directed Spending (FY 2023 Omnibus Appropriations Bill). The City will use these funds to hire a consultant to develop a water infrastructure financing plan that will outline an effective strategy for the City to leverage existing resources such as water capital improvement fees paid by ratepayers and grant funds to pay for needed water system improvements 4 Develop a water asset management database PWD In-Progress Update all water related assets into a GIS and asset management software system. (Goal – to be complete with the first phase by Q4 23/24). The project will continue through FY 24/25 to establish other layers.

SP-13
111
Develop and Implement a Comprehensive Facilities Plan
Goal Lead/Co-Lead Status Status Notes
1 Coordinate with the Library District to Advance a New Library for East Palo Alto

1.2 Complete Library Design PWD In-Progress Citywas awarded, a $1.5M grant for design of the Library. The City Council awarded a design contract to Noll and Tam Architects and design will begin in April 2024.

1.1 Work with the SMC Libraries to identify and implement a comprehensive funding strategy for library construction CMO In-Progress Rough construction estimates are approximately $40M. The City has not secured funding yet. The City unsuccessfully applied for a $10M State grant. The City continues to partner with SMCL and the SMCL Foundation on efforts to fundraise for library construction. This includes participation in a fundraising task force and helping conduct a fundraising feasibility study led by Lotus consulting. Lotus will present fundraising feasibility study in late April 2024.
2 Investigate Options for Developing County Vacant Property Located on Beech Street

2.1 Endeavor to Finalize Acquisition of County-Owned Beech Street Property
CDD -
Planning/CMO On-hold
While in the final phase of property exchange and acquisition details, SMC informed the City they are no longer interested in swapping Beech Street for 2277 University because they don't believe 2277 University is feasible for housing. The City Manager and County Executive will have further discussions to determine next steps.

2.2 Advance Parks Master Plan Vision for MLK Jr. Park and Beech Street Property
CMO - CS/PWD In-Progress City preparing CEQA analysis for Master Plan, including potential Beech Street expansion - estimated Council study sessions in Spring 2024. The property exchange may complicate this (see 2.1 above). 3 Develop a Detailed Strategy for the Location of the Future Police Department

3.1 Conclude consideration of potential interim or long-term Police Department sites CMO/PD In-Progress
The City continues to look for alternative sites for the police department while negotiating a lease extension for 141 Demeter Street. The 219 Demeter Street lease has an extension option that can be exercised.

3.2 Provide the Council recommendations for Police Department sites after October 2025 CMO/PD On-hold On hold pending completion of 3.1 above. Site recommendations may include closed session presenation and negotiation.

3.3 Implement necessary actions to enable police department operations after October 2025 CMO/PD On-hold On hold pending completion of 3.1 above; however, the improvements to 141 Demeter Street are inprogress as those are necessary for the facility to be useful for the remainder of the existing lease. 4 Complete the City Hall Improvements Planning Process

4.1 Resolve County consideration of 2415 University for City's exclusive or shared use CMO In-Progress The City Manager is scheduled to discuss this matter with the County Executive in April 2024.

4.2 Investigate potential partnership opportunities with future development projects
CDD/CMO On-hold On-hold pending completion of RBD Specific Plan, including related Impact Fee Study implications.

Current economic conditions estimated to impact timing of available opportunities.

4.4 Bid and construct the City Hall TI at the former police evidence room PWD In-Progress
Workspace currently under County HVAC renovations. Staff is considering bidding this project together with PD and Tate facility improvements. Construction project estimated to begin Summer 2024.

SP-14
112
Enhance Community Services and Parks for Residents
Goal Lead/Co-Lead Status Status Notes
1 Foster Community Cultural Events & Activities
2 Completion and Implementation of the Parks Master Plan

2.3 Advance Design of Martin Luther King, Jr. (MLK) Park Expansion Project
CMO - CS In-Progress Refer to Goal 2.2 above under "Develop and Implement a Comprehenive Facilities Plan".

2.4 Advance Design of Bell Street Park Project in Partnership with Magical Bridge Foundation CMO - CS On-hold Plan Phase I complete and project re-scaled and considered with community outreach. Phase II - on hold to consider best program outcomes.

2.5 Consider a pilot dog park program at an existing park or under utlility power lines CMO - CS In-Progress
This sub-goal primarily is being considered with the MLK Park Expansion Plan. Refer to Goal 2.2 above under "Develop and Implement a Comprehenive Facilities Plan". For other potential sites, staff plans to engage community and vet potential options. Target Report Date: Spring 2024. 3 Focus on Youth Engagement

3.1 Consider establishing a Youth Commission and/or youth appointees to City Boards/Commissions CMO - CS In-Progress Staff is in the process of releasing an RFP for consultation that will comprehensively address the needs of a Youth governing body in the City. Following this 45-60 day selection process, staff will begin laying the framework for what an advisory body will look like by seeking community engagement. It is anticipated that this will take place until October 2024. At that time, Staff will return to Council with robust community input on the next steps to launch a Youth Advisory Body.

3.2 Strengthen partnerships with outside organizations for comprehensive focus on youth issues CMO - CS On-hold
Given the success of partnerships with organizations like: YMCA, EPACenter for the Arts, YCS, Foundation for a College Education, and others through our Summer Park Activation program, staff is constantly seeking the input of youth-focused organizations. More efforts will be underway during the process of establishing a Youth Advisory Body. It is the intention of staff to introduce two events that are specifically focused on Youth in the Job Shadow Day in Summer 2024 and Youth Summit in Fall 2024. 4 Engage with Community & Partner Agencies to Improve
Educational Resources/Outcomes

4.1 Explore Partnerships with School District & Other Entities Regarding Potential Joint Use CMO - CS In-Progress
Staff is in discussion with RCSD to explore shared interests and potential financial options. Seeking shared facilities agreements with RSD. The City received congressional funding for Ronald McNair Field which will help advance discussions. Target Report Date: Fall 2024. 5 Construct the Joel Davis Park restroom PWD In-Progress Restroom construction to be complete by May 2024. 6 Secure Bay Trail access at Rutgers Street CMO - CS/PWD In-Progress Staff from the Public Works and Community Services initiated the work in January 2024 with SFPUC to explore the creating a pedestrian pathway at the Rutgers St. Bay Trail entry. Following the approval, Staff began conversation with Mid-Peninsula Regional Open Space District who also has easements in place at the area to determine feasibility of placing an entry point. Staff is currently in the design phase of the gate for final approval from SFPUC. Pending this approval, staff will be able to begin the construction phase in late summer/early Fall 2024.
7 Implement a program that activates parks, promotes public health and public safety, similar to the FIT Zone program. PD/CMO - CS Proposed The original FIT Zone Program was fully funded by grants. Following the original model, re-launching FIT Zones would not be feasible due to a lack of funding. The model required participation of sworn police officers who were paid overtime through grant funds. The Police Department can work with Community Services Division staff to create opportunities that activate parks, promote public health and public safety; however, it won’t be on the scale of the former FIT Zone Program.

SP-15
113
7/1/2023
7/1/2025
07/01/23 06/30/24 06/30/25
1-Implement Measure HH Employment Program

2.1-Present TOPA/COPA recommendations and other opportunities to promote homeownership

2.2-Complete the updated Housing Element

2.4-Update Affordable Housing Strategy

2.5-Establish Rent Registry for both stabilized and market-rate rental units. 3-Create an Economic Development Strategy Focusing on Small and Micro Businesses for City Council Consideration
4-Convert the City's Cummings Loft property into office space that could be used as a small business incubator
5-Implement Program to Distribute Community Resource Funds Grant 6-Revisit the West Side Area Plan Development Approval Process 7-Evaluate the Measure HH Pilot Workforce Development Program 8-Complete the Ravenswood Business District/Four Corners Specific Plan Update 10-Streamline the ADU permitting process
11-Work with partners to complete construction of 965 Weeks/Colibri Commons 12-Update the Zoning Code to address permanent supportive housing, housekeeping units, residential care facilities, etc. as well objective design… 13-Develop a pop-up and unlicensed businesses policy and program Promote Housing, Economic & Workforce Development
SP-16
114
07/01/23 06/30/24 06/30/25

1.1-Implement Short-term Improvements as Identified in the Final Mobility…

1.2-Implement Mid-term Improvements as Identified in the Final Mobility Report

1.3-Initiate a Parking Permit Pilot Program
2-Construct University Bicycle/Pedestrian Overcrossing
3-Explore a potential public infrastructure revenue measure for the November…

3.1-Design East Bayshore Sidewalk Improvement Project

3.2-Seek funding and construct East Bayshore sidewalk improvements

3.3-Design University Ave. safety improvements
A-Construct University Ave. safety improvements

3.5-Implement updated water capital surcharges
4-Replace the temporary traffic circles on Pulgas Avenue with mini roundabouts 5-Construct Bus Stop Shelter Improvements using AHSC grant funds 6-Finalize the Addison Avenue Safe Routes to School and Green Infrastructure… 7-Construct the University Avenue at Runnymede Traffic Signal Improvements 8-Design the East Bayshore sidewalk improvements with grant funds Secure… 9-Complete the Street Lighting Upgrade Project (70 streetlights and Clarke… 10-Construct University Avenue safety improvements
11-Design and Construct road improvements on Woodland Avenue from… 12-Develop strategies to improve parking and traffic enforcement and identify… Promote Housing, Economic & Workforce Development
SP-17
115
07/01/23 06/30/24 06/30/25

1.1-Enhance Community Flood Protection through collaboration with SFCJPA on San Francisquito Creek Reach 2 improvements

1.2-Enhance Community Flood Protection through collaboration with SFCJPA to implement the Safer Bay Project

1.3-Coordinate with City of Palo Alto on the Newell Street Bridge Replacement Project

2.1-Transition EPASD from an independent organization to a City subsidiary

3.1-Build EPA CERT Team Membership

3.2-Establish emergency communication protocols with community partners

3.3-Update Disaster Preparedness Plan
4-Develop the Police Department’s Data Analytics Capacity 5-Rehabilitate the O’Connor Pump station
6-Construct improvements to the San Francisquito Creek bank 7-Upgrade the Stormwater System to meet State trash capture requirements 8-Complete the update of the Environmental Justice (Health & Equity) Element of the General Plan
9-Complete the update of the Safety Element of the General Plan 10-Evaluate emergency shelter sites
11-Develop and Implement a strategy to address illegal dumping Promote Health & Public Safety
SP-18
116
07/01/23 06/30/24 06/30/25

1.1-Assess and Prepare for Utility Operational and Finance Needs

1.2-Analyze needs, strategies and community support for funding public infrastructure

1.3-Perform Impact Fee Nexus Study
2-Develop 10 Year Financial Projections
3-Plan and Implement an Enterprise Resource Planning (ERP) System

4.1-Update the City's Personnel Policies and Procedures

4.2-Launch Health & Wellness Initiative

4.3-Update the City's recruitment process

4.4-Develop and Launch an Employee Training and Development Program

4.5-Issue RFP for Compensation Study

5.1-Coordinate continuation or completion of contract services provided by Redwood City

5.2-Develop a citywide Information Systems Master Plan
6-Conduct a process to develop a five-to-ten-year strategic plan Ensure Fiscal & Organizational Health
SP-19
117
07/01/23 06/30/24 06/30/25

1.1-Plan for Water System Operations in 2025

2.1-Complete Construction of 12" Water Transmission Line on University Ave.

2.2-Complete Construction of Water Intertie at University/Woodland with Palo Alto

2.3-Identify Potential Locations for Additional Water Storage

2.5-Proactively Design Additional Water Improvement Projects 3-Develop a Water Infrastructure Financing Plan
4-Develop a water asset management database
Improve the City's Water Infrastructure
SP-20
118
07/01/23 06/30/24 06/30/25

1.2-Complete Library Design

1.1-Work with the SMC Libraries to identify and implement a comprehensive funding strategy for library construction

2.1-Endeavor to Finalize Acquisition of County-Owned Beech Street Property

2.2-Advance Parks Master Plan Vision for MLK Jr. Park and Beech Street Property

3.1-Conclude consideration of potential interim or long-term Police Department sites

3.2-Provide the Council recommendations for Police Department sites after October 2025

3.3-Implement necessary actions to enable police department operations after October 2025

4.1-Resolve County consideration of 2415 University for City's exclusive or shared use

4.2-Investigate potential partnership opportunities with future development projects

4.4-Bid and construct the City Hall TI at the former police evidence room Develop and Implement a Comprehensive Facilities Plan
SP-21
119
07/01/23 06/30/24 06/30/25

2.3-Advance Design of Martin Luther King, Jr. (MLK) Park Expansion Project

2.4-Advance Design of Bell Street Park Project in Partnership with Magical Bridge Foundation

2.5-Consider a pilot dog park program at an existing park or under utlility power lines

3.1-Consider establishing a Youth Commission and/or youth appointees to City Boards/Commissions

3.2-Strengthen partnerships with outside organizations for comprehensive focus on youth issues

4.1-Explore Partnerships with School District & Other Entities Regarding Potential Joint Use
5-Construct the Joel Davis Park restroom
6-Secure Bay Trail access at Rutgers Street
7-Implement a program that activates parks, promotes public health and public safety, similar to the FIT Zone program.

Enhance Community Services and Parks for Residents
SP-22
120

CITY OF EAST PALO ALTO

CITY ORGANIZATIONAL CHART
FY 2024-2025 Budget
DB-67

RESIDENTS OF EAST PALO ALTO

CITY COUNCIL

BOARDS & COMMISSIONS
• Planning
• Public Works & Transportation
• Rent Stabilization Board
• Senior Advisory Board
CITY ATTORNEY’S OFFICE
CITY MANAGER’S OFFICE
Human Resources Administration
Community Services & Recreation
Information Technology (IT)

FINANCE
POLICE
Administration
Operations
Investigations

PUBLIC WORKS
Administration
Engineering
Maintenance

COMMUNITY & ECONOMIC

DEVELOPMENT
Administration
Building/Planning
Housing/ Econ Development

CITY CLERK OFFICE
OS-1
121
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Proposed
Policy & Executive
City Council 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 City Clerk's Office 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 City Attorney's Office 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 City Manager's Office 5.00 3.00 3.00 3.00 3.00 4.00 4.00 5.00 6.00 City Manager - Human Resources - - - - 2.00 2.00 2.00 2.00 2.00 City Manager - Rent Stabilization 2.00 - - - - - - - -
City Manager - Community Programs - - - - - - - - 5.70
Sub-Total 16.00 12.00 12.00 12.00 14.00 15.00 15.00 17.00 23.70 Administrative Support Services
Finance Department 6.00 6.00 6.00 7.00 7.00 6.00 7.00 7.00 7.00 Administrative Services Admin 3.00 3.00 3.00 3.00 3.00 3.00 2.00 - - Community Services Division 4.38 4.15 4.15 4.15 3.65 5.15 5.15 5.15 - Human Resources 2.00 2.00 2.00 2.00 - - - - -
Sub-Total 15.38 15.15 15.15 16.15 13.65 14.15 14.15 12.15 7.00 Community and Economic Development
Administration Division 4.00 5.90 6.45 6.45 3.50 4.00 4.00 4.00 4.00 Building Services Division 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 Planning Division 4.00 4.00 4.00 4.00 4.00 4.00 5.00 5.00 5.00 Housing/Economic Division - 3.00 3.00 3.00 3.00 4.00 4.00 4.00 4.00 Senior Services Division - - - - - - - - -
Sub-Total 15.00 19.90 20.45 20.45 17.50 19.00 20.00 20.00 20.00 Public Safety
Administration Division 8.00 9.00 9.00 9.00 9.00 9.00 9.00 8.00 8.00 Investigations Division 8.25 8.25 8.25 11.15 11.15 11.15 12.25 11.25 6.45 Operations Division 29.00 29.00 29.00 27.00 28.00 28.00 29.35 30.35 35.15 Sub-Total 45.25 46.25 46.25 47.15 48.15 48.15 50.60 49.60 49.60 Public Works
Administration Division 2.00 2.00 2.00 2.00 4.50 4.45 4.45 4.45 4.45 Engineering Division 5.00 5.00 5.00 5.00 3.75 5.00 5.00 5.00 6.00 Maintenance Division 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 Sub-Total 19.00 19.00 19.00 19.00 20.25 21.45 21.45 21.45 22.45 TOTAL POSITIONS 110.63 112.30 112.85 114.75 113.55 117.75 121.20 120.20 122.75

CITY OF EAST PALO ALTO

NINE-YEAR POSITION SUMMARY
FY 2016-17 to FY 2024-25
OS-2
122
FTE's
FY 2024-25
FTE's
FY 2024-25
City Council Community and Economic Development (Con'd) a. Council Member 5.00 Planning Division
a. Planning Manager 1.00
City Attorney's Office b. Senior Planner 1.00
a. City Attorney 1.00 c. Associate Planner 1.00
b. Deputy City Attorney I/II 1.00 d. Planning Technician 1.00 c. Legal Assistant 1.00 e. Assistant/Associate Planner 1.00

3.00 5.00
City Manager's Office Public Works
Admininistration Adminstration Division
a. City Manager 1.00 a. Public Works Director 1.00
b. Assistant City Manager 1.00 b. Administrative Assistant 1.00 c. Assistant to the City Manager12.00 c. Management Analyst II 1.00 d. IT Manager21.00 d. Environmental Service Aide 1.45
e Executive Assist. to City Mgr 1.00 4.45

6.00 Engineering Division
Human Resources Division 1.00
a. Human Resources Manager 1.00 1.00
b. Human Resources Technician I/II 1.00 1.00

2.00 1.00
Community Services Division
a. City Engineer
b. UUT Manager6
c. Senior Engineer
d. Associate Engineer
e. Assistant Engineer 1.00
a. Community Services Manager 1.00 f. Public Works Supervisor 1.00 b. Recreation Coordinator 1.00 6.00
c. Recreation Leader II (1 FTE, 1 PT)31.45 Maintenance Division d. Van Driver (2 PT) 1.00 a. Maintenance Manager 1.00
e. Nutrition Site Supervisor (1 PT) 0.75 b. Maintenance Worker I 3.00 f. Kitchen Aide (1 PT) 0.50 c. Maintenance Worker II 5.00

5.70 d. Maintenance Worker III 2.00
City Clerk's Office e. Secretary I 1.00
a. City Clerk- PIO 1.00 12.00
b. Office Assistant 1.00 Police

2.00 Administration Division
Finance a. Police Chief 1.00
a. Finance Director 1.00 b. Support Services Manager 1.00 b. Financial Services Manager 1.00 c. Police Records Supervisor 1.00 c. Accountant Senior 1.00 d. Police Record's Clerk I/II 4.00 d. Accountant I41.00 e. Property & Evience Technician 1.00 e. Accounting Technician I/II51.00 8.00
f. Grant Coordinator 1.00 Investigations Division
G Senior Accounting Technician 1.00 a. Commander 1.00

7.00 b. Police Officer 4.00
Community and Economic Development c. Cold Case Investigator 0.45 Administration Division d. Police Sergeant 1.00
a. Community & Economic Dev Director 1.00 6.45
b. Management Analyst II 1.00 Operations Division
c. Secretary II 1.00 a. Commander 1.00
d. Office Assistant 1.00 b. Police Sergeant 4.00

4.00 c. Police Officer 24.00
Building Services Division d. Reserve Officer (3PT) 1.35 a. Chief Building Official 1.00 c. Community Services Officer 3.00 b. Building Inspector II 1.00 d. Community Services Officer (4 PT) 1.80 c. Building Permit Technician 2.00 35.15
d. Code Enforcement/Bldg Inspector Hybrid 1.00
e. Code Enforcement Officer II 2.00

7.00 Housing/Econ Division
a. Housing & Econ Dev Manager 1.00
b. RSP Administrator 1.00
c. Housing Project Manager 1.00
d. RSP Coordinator II 1.00

4.00 Total Authorized FTE's 122.75
1Approved FY24 Mid year budget session, effective December 1, 2024 6 New position (subject to Council approval)
2 New position (subject to Council approval)
3Reducing one PT and Adding one FT. Net changes 0.55 (subject to Council approval) 4Converting Accountant I/II to Accountant I
5Reducing Accounting Technician I/II from FTE 2.0 to 1.0. Created Senior Accounting Technician Position of FTE 1.0. No net changes

CITY OF EAST PALO ALTO
Detail Position Listing
OS-3
123
East Palo Alto at
a Glance

ABOUT EAST PALO ALTO
The City of East Palo Alto is in the heart of the Silicon Valley and is uniquely positioned to maximize its potential as a significant city in the region. Founded by speculators and farmers in 1849, the town was originally named Ravenswood.

For most of its history, the area regarded as East Palo Alto was 13 square miles and part of unincorporated San Mateo County. As such, it did not have an official boundary until it incorporated in 1983. However, the area was much larger than the City’s current 2.5 square miles. Large tracts of land were annexed by surrounding cities from the late 1940’s to the early 1960’s. This trend ended in 1983 when the residents incorporated to gain local control over land use and municipal services.

The original inhabitants were Ohlone/Costanoan Native Americans. Spanish ranchers took over, followed by an influx of speculators and settlers of European origin. For a time, Asian and Italian flower growers preceded the flood of middle-class migrants drawn to post-war housing developments. East Palo Alto later became the largest African American community on the Peninsula. Today, due to significant demographic changes during the last decade, the City possesses a broad multi-ethnic profile that includes a majority Latino and growing Pacific Island population.

Trade has alternately focused on ranching, transportation and shipping, brick manufacturing, farming, servicing travelers of Bayshore Highway and Dumbarton Bridge, and flower growing. At present there is a mix of industrial, agricultural, and commercial businesses.

The signs of continuing and rapid transition are evident; and none more so than the rapid changes brought about by proximity to the most successful businesses in Silicon Valley. However, some things have remained constant, namely the characteristics that have always attracted people to the area: multi-cultural acceptance; a beautiful, rural-like setting; centralized location; proximity to transportation and the San Francisco Bay; as well as some of the most enviable weather in the nation.

Today, the City of East Palo Alto is closer than ever to realizing its potential.

As the City continues to make progress and become more self-sufficient, there is evidence that East Palo Alto will be able to strike a harmonious balance between a goal of establishing a sound commercial base and the dream of an idyllic and welcoming community.

OS-4
124

CITY GEOGRAPHY
The City of East Palo Alto is located approximately 29
miles south of San Francisco and 19 miles north of San
Jose. The City occupies 2.5 square miles. The latest
estimates place the City’s population at 28,586.

CITY AUTHORITY
The City of East Palo Alto is a general law city under
California State law and its rights, powers, privileges, authority, and functions are established through the
State constitution and the State Law. The powers
granted to California cities by state statute include the power to: sue and be sued; purchase, receive by gift or bequest and hold land, make contracts and purchases
and hold personal property necessary to the exercise of its powers, manage, sell, lease, or otherwise dispose of its property as the interest of its inhabitants require; levy and collect taxes authorized by law and exercise such
other and further powers as may be especially conferred by law or as may be necessarily implied from those
expressed.

East Palo Alto is a General Law Council/ Manager City
governed by a five-member City Council with a
Council elected Mayor. The City incorporated July 1,
1983.

The City provides a range of services to its residents
including public protection through the Police
Department, the construction and maintenance of
streets and infrastructure, community and economic
development affordable housing programs, financial
management, and administrative and community
services.

THE CITY COUNCIL
The members of the City Council are elected by the
voters to serve overlapping four-year terms. The Mayor
is elected by, and from, the City Council for a one-year term. The City Council sets policy and exercises the
legislative authority of the City. By City Ordinance, the City Council holds meetings on the first and third
Tuesdays of every month and at other times as, in the
opinion of the City Council, the public interest may
require.

The current City Council members and the dates upon
which their respective terms expire are as follows:

Mayor: Antonio Lopez Nov. 2024
Vice Mayor: Martha Barragan Nov. 2026
Council Member: Ruben Abrica Nov. 2026
Council Member: Carlos Romero Nov. 2024
Council Member: Lisa Gauthier Nov. 2024

ADMINISTRATION AND

MANAGEMENT
East Palo Alto is a Council-Manager form of government.

The City Council appoints the City Attorney and the City Manager. The City Manager appoints all other City
employees and is charged with overseeing the City’s daily operations. Many boards, commissions, and committees
assist the City Council and Administration in carrying out various aspects and functions of city government.

OS-5
125
Demographic Information
Land Area: 2.5 square miles
Populationi
1990 23,570
2000 29,506
2005 29,431
2010 28,155
2015 29,137
2020 30,034
2024 Projected 29,078
Population by Gender i
Female 51.1%
Male 48.9%
Population by Age Group i
Under 5 years 5.8%
5 to 9 years1 5.8%
10 to 14 years 6.5%
15 to 19 years 8.1%
20 to 24 years 7.0%
25 to 29 years 10.0%
30 to 34 years 7.7%
35 to 39 years 6.5%
40 to 44 years 8.3%
45 to 49 years 6.8%
50 to 54 years 5.7%
55 to 59 years 5.0%
60 to 64 years 7.3%
65 to 69 years 3.4%
70 to 74 years 1.9%
75 to 79 years 1.9%
80 to 84 years 1.7%
85 years and over 0.7%
Racial Composition i
Hispanic or Latino 61.0%
Black or African Amer 13.0%
White 11.5%
Asian 5.7%
Pacific Islander 5.3%
Two or More 11.9%
Other 3.4%
i https://www.census.gov/
Level of Educational Attainment of Persons 25 years
and older i
No High School degree 28.5%
High School degree or equivalent 19.8%
Some college, no degree 21.1%
Bachelor’s degree 18.9%
Post-grad degree 11.6%
Per Capita Personal Income i
$37,736
Median Sales Price for Single Family Residencesii
($960,000 in 2023)
ii San Mateo County Associations of Realtors
-
200,000
400,000
600,000
800,000
1,000,000
1,200,000
2008200920102011201220132014201520162017201820192020202120222023 Median Price
OS-6
126

FINANCIAL SUMMARY
FY 2024-2025 Budget
The Financial Summary section contains the following adopted budget and financial summary information:

Budget Information:
• Citywide Budget Overview
o FY 2024-25 Budget by Fund Category
• General Fund Overview
o FY 2024-25 General Fund and Internal Reserve Funds Budget • Special Revenue Funds Overview
o FY 2024-25 Special Revenue Funds Budget
▪ FY 2024-25 Community Programs Budget
▪ FY 2024-25 Housing Programs Budget
▪ FY 2024-25 Transportation and Infrastructure Programs Budget • Capital Funds Overview
o FY 2024-25 Capital Funds Budget
• Enterprise Funds Overview
o FY 2024-25 Enterprise Fund Budget
Other Financial Information:
• General Fund Revenues by Major Category
• General Fund Expenditures by Major Category
FS-1 127

CITYWIDE BUDGET OVERVIEW
The Citywide budget overview provides a one-page view across all the various fund-types operating within the City. This view gives a full perspective of total revenues by character and total expenditures by department across all City funds. The City operates the following fund-group types:
• General and Internal Reserve Funds
• Special Revenue Funds
• Capital Projects Funds
• Enterprise Funds
• Successor Agency Trust Fund
FS-2
128
General Fund and
Internal Reserves
Special
Revenue Funds
Capital
Improvement
Funds
Enterprise Funds City Total
Successor
Trust Fund

GRAND TOTAL
Revenues
Property Tax 17,384,764 1,028,595 - - 18,413,359 1,932,275 20,345,634 Sales Tax 6,219,000 - - - 6,219,000 - 6,219,000
Transient Occupancy Tax 2,200,000 550,000 - - 2,750,000 - 2,750,000 Business License Tax 2,310,000 - - - 2,310,000 - 2,310,000 Utility User Tax 1,788,874 - - - 1,788,874 - 1,788,874
Other Taxes 90,000 3,155,280 - - 3,245,280 - 3,245,280
Licenses, Fees, and Permits 1,395,000 624,680 5,419,014 2,632,744 10,071,438 - 10,071,438 Charges for Services 2,944,170 127,500 - 4,598,370 7,670,040 - 7,670,040 Fines and Forfeitures 290,000 2,500 - - 292,500 - 292,500 Use of Money and Property 1,520,000 1,362,000 523,000 715,000 4,120,000 25,000 4,145,000 Grants and Intergovernmental 245,000 3,273,190 10,976,253 - 14,494,443 - 14,494,443 Other Miscellaneous 1,100,000 150,000 - 173,333 1,423,333 - 1,423,333 Total Revenues 37,486,808 10,273,745 16,918,267 8,119,447 72,798,267 1,957,275 74,755,542 Expenditures
City Council 190,693 - - - 190,693 - 190,693
City Attorney 1,344,052 42,500 - 5,000 1,391,552 1,400 1,392,952 City Clerk 592,026 - - - 592,026 - 592,026
City Manager 4,544,891 1,095,000 - - 5,639,891 - 5,639,891 Finance 1,489,587 7,520 69,436 52,300 1,618,843 23,518 1,642,361 Community Development 6,094,343 1,585,130 - - 7,679,474 - 7,679,474 Public Works 5,036,564 2,167,968 - 888,112 8,092,644 - 8,092,644 Police 14,906,446 320,000 - - 15,226,446 - 15,226,446
Non-Departmental
Capital/Technology - 4,455,000 15,308,052 350,000 20,113,052 - 20,113,052 Debt Service - - - - - - -
Insurance and Settlements 1,052,624 - - - 1,052,624 - 1,052,624 Other Non-Departmental 1,449,406 113,684 - 3,520,402 5,083,492 1,985,018 7,068,510 Overhead Allocation (929,182) 775,662 - 140,708 (12,812) 12,812 - Total Expenditures 35,771,451 10,562,465 15,377,488 4,956,522 66,667,925 2,022,748 68,690,673 Net Sources / (Uses) 1,715,357 (288,720) 1,540,780 3,162,925 6,130,342 (65,473) 6,064,869 Other Financing Sources / (Uses)
Transfers In - 795,412 700,000 - 1,495,412 - 1,495,412
Transfers Out (1,495,412) - - - (1,495,412) - (1,495,412) Net Operating Transfers (1,495,412) 795,412 700,000 - 0 - 0 Change in Fund Balance 219,945 506,692 2,240,780 3,162,925 6,130,342 (65,473) 6,064,869 Other Changes 367,718 - - - 367,718 - 367,718
Projected Fund Balance
July 01, 2024 Balance* 21,196,293 32,091,000 12,653,000 19,448,000 85,388,293 (13,944,032) 71,444,261 June 30, 2025 Balance 21,783,956 32,597,692 14,893,780 22,610,925 91,886,353 (14,009,505) 77,876,848 *Excludes certain assets, reserves, and commitments.

CITY OF EAST PALO ALTO
FY 2024-2025 BUDGET BY FUND CATEGORY
FS-3
129

GENERAL FUND OVERVIEW
General Fund
The General Fund is the primary operating fund of the City. The fund accounts for all revenues, expenditures, transfers, and other activity not accounted for in other City funds.

General Fund revenues are derived from five major sources including, Property Tax, Sales and Use Tax, Transient Occupancy Tax (TOT), Utility Users Tax, and Business License Tax. These taxes account for approximately 87% of total General Fund revenues, excluding development pass-through activity.

General Fund uses primarily consist of personnel, contract, and purchase services, supplies and materials, and other expenditures.

General Fund Reserve Sub-Funds
Information Services
The Information Services Fund accounts for the accumulation of resources to acquire or improve information technology equipment and software, fund the Redwood City IT services contract, IT equipment replacement, and software licensing and maintenance costs.

Equipment and Vehicle Replacement
The Equipment and Vehicle Replacement Fund accounts for monies utilized to acquire and replace equipment and vehicles.

Insurance Reserve
The Insurance Reserve Fund accounts for the accumulation of resources to cover the costs of unanticipated loss and settlements due to property, casualty, or liability exposures and to cover the costs of PLAN JPA insurance coverage in excess of the City’s $100,000 self-insured limit per liability claim.

Development Pass-Through
The Development Pass-Through Fund accounts for pass-through development fee activity and temporary staffing needs anticipated for unusually high development activity.

Note: No budget activity for the Contingency Reserve and Community Benefits Funds.

FS-4
130
General Fund
F010
Info Services
Reserve F011
Equipment and
Vehicle
Reserve F012
Insurance
Reserve F013
Development
Pass Through
F017
Eliminating Total
Revenues
Property Tax 17,384,764 - - - - - 17,384,764
Sales Tax 6,219,000 - - - - - 6,219,000
Transient Occupancy Tax 2,200,000 - - - - - 2,200,000
Business License Tax 2,310,000 - - - - - 2,310,000
Utility User Tax 1,788,874 - - - - - 1,788,874
Other Taxes 90,000 - - - - - 90,000
Licenses, Fees, and Permits 1,395,000 - - - - - 1,395,000 Charges for Services 2,944,170 - - - - - 2,944,170
Fines and Forfeitures 290,000 - - - - - 290,000
Use of Money and Property 1,520,000 - - - - - 1,520,000 Grants and Intergovernmental 245,000 - - - - - 245,000
Other Miscellaneous - - - - 1,100,000 - 1,100,000
Total Revenues 36,386,808 - - - 1,100,000 - 37,486,808
Expenditures
City Council 190,693 - - - - 190,693
City Attorney 1,224,052 - - 70,000 50,000 1,344,052
City Clerk 519,926 72,100 - - - 592,026
City Manager 3,978,891 566,000 - - - 4,544,891
Finance 1,401,873 87,714 - - - 1,489,587
Community Development 5,035,052 58,792 - - 1,000,500 6,094,343 Public Works 4,993,664 22,900 20,000 - - 5,036,564
Police 14,660,016 115,865 130,566 - - 14,906,446
Non-Departmental
Major Capital - - - - - -
Debt Service - - - - - -
Insurance and Settlements - - - 1,052,624 - 1,052,624
Other Non-Departmental 1,075,088 374,318 - - - 1,449,406 Overhead Allocation (929,182) - - - - (929,182)
Total Expenditures 32,150,073 1,297,689 150,566 1,122,624 1,050,500 - 35,771,451 Net Sources / (Uses) 4,236,735 (1,297,689) (150,566) (1,122,624) 49,500 - 1,715,357 Other Financing Sources / (Uses)
Transfers In - 1,297,689 150,566 1,122,624 - (2,570,879) - Transfers Out (4,066,291) - - - - 2,570,879 (1,495,412) Net Operating Transfers (4,066,291) 1,297,689 150,566 1,122,624 - - (1,495,412) Change in Fund Balance 170,445 - - - 49,500 - 219,945
Other Changes 417,218 - - - (49,500) - 367,718
Projected Fund Balance
July 01, 2024 Balance* 21,196,293 - - - - - 21,196,293
June 30, 2025 Balance 21,783,956 - - - - - 21,783,956
*Excludes certain reserves and commitments

CITY OF EAST PALO ALTO
FY 2024-2025 GENERAL FUND BUDGET
FS-5
131

SPECIAL REVENUE FUNDS OVERVIEW
Special Revenue Funds are used to account for the proceeds of specific revenue sources that are legally restricted or committed to expenditures for specified purposes, other than major capital projects or debt service. GASB 54 clarifies that the proceeds of specific a revenue source, whether legal or administrative, is the foundation for classification of a Special Revenue Fund.

Community Programs
Public Safety Grants
The Public Safety Grants Fund accounts for revenues and expenditures for the Citizen Options for Public Safety Program and Supplemental Law Enforcement Services Fund (COPS/SLESF).

Federal and State Grants
Federal and State Grants Fund accounts for the Congregate Meals/Senior Nutrition and Senior Transportation grant programs passed through the San Mateo County Office of Aging and Adult Services.

Local Grants
The Local Grants Fund accounts for all other local grant activity not accounted for in separate funds.

CYSFF
The CYSFF Fund accounts for 10% of the Transient Occupancy Tax (TOT) collected as approved by voters to fund various nonprofit organizations providing services to children, youth, and families.

Measure C
The Measure C Fund accounts for activities related to the Measure C Parcel tax approved by the voters in November 2006 for a period of ten years. The tax is sunset, and the remaining funds are restricted to support violence prevention and public safety intervention.

Housing Programs
Rent Stabilization
The Rent Stabilization Fund accounts for revenues and expenditures to support rent stabilization programs and activities.

Housing in Lieu
The Housing in Lieu Fund accounts for developer-agreed payments and ordinance fees in lieu of providing affordable housing.

Housing Assistance
The Housing Assistance Fund accounts for first time home buyer assistance program activities.

Housing Commercial Impact
FS-6
132

SPECIAL REVENUE FUNDS OVERVIEW
The Housing Commercial Impact Fee Fund accounts for fees charged to developers of nonresidential development projects to mitigate the project impact on the need for affordable housing as a result of the project development.

Housing TOT
The Housing TOT Fund accounts for 10% of the Transient Occupancy Tax (TOT) collected as approved by voters to fund affordable housing development activity and programs.

Measure HH
The Measure HH Fund accounts for a voter-approved parcel tax on commercial office space of 25,000 square feet or more collected to fund affordable and supportive housing programs; programs that facilitate citizen access to job opportunities in science, technology, engineering and mathematics (S.T.E.M.) and building trades, and strengthen the First Source Hiring Program.

Housing Successor Agency
The Housing Successor Agency Funds account for activities related to the housing assets assumed by the City as Housing Successor to the former Redevelopment Agency. The funds are restricted to housing-related activities for low- and moderate-income needs.

Silicon Valley Community Foundation
The Silicon Valley Community Foundation (SVCF) Fund accounts for gift monies from SVCF for the purpose of incentivizing the affordable housing development within the City. The monies are further restricted to pay a minimum amount of $500,000 for an affordable housing manager position over a period of five years.

Transportation and Infrastructure Programs
State Gas Tax
The State Gas Tax Fund is required by State law to account for California State gasoline taxes.

This tax is primarily distributed to cities based on population and proportion of registered vehicles. Gas tax funds must be spent on public street-related maintenance and capital expenditures.

Measure A
The Measure A Fund accounts for a countywide one-half percent sale and use tax to support countywide (San Mateo County) transportation projects and programs.

NPDES
The NPDES Fund accounts for revenues and expenditures from assessments levied on property in the City in compliance with the provision of the National Pollutant Elimination System for prevention of storm water and flood related damage.

Lighting District
FS-7
133

SPECIAL REVENUE FUNDS OVERVIEW
The City maintains one Lighting District, the Ravenswood Highway Lighting District, to cover the costs of lighting on and around public streets, highways, parks, and alleys. The Lighting District Fund accounts for all revenues (assessments) and expenditures associated with the District.

Drainage District
The City maintains one Drainage District, the East Palo Alto Maintenance Drainage District, to cover the costs of providing storm drainage and flood control management services for areas related to the district boundary. The Drainage District Fund accounts for all revenues (assessments) and expenditures associated with the District.

Measure W
The Measure W Fund accounts for the City’s allocation of a voter-approved one-half percent (0.5%) sales tax enacted for thirty years to road improvements, transit services, and implementation of the San Mateo County Congestion Relief Plan.

FS-8
134
Community
Programs
Housing
Programs
Transportation
and
Infrastructure
Programs
Total
Revenues
Property Tax - - 1,028,595 1,028,595
Sales Tax - - - -
Transient Occupancy Tax 275,000 275,000 - 550,000
Business License Tax - - - -
Utility User Tax - - - -
Other Taxes - 1,677,000 1,478,280 3,155,280
Licenses, Fees, and Permits - 624,680 - 624,680
Charges for Services - - 127,500 127,500
Fines and Forfeitures - 2,500 - 2,500
Use of Money and Property 177,000 559,000 626,000 1,362,000 Grants and Intergovernmental 1,373,190 - 1,900,000 3,273,190 Other Miscellaneous 150,000 - - 150,000
Total Revenues 1,975,190 3,138,180 5,160,375 10,273,745 Expenditures
City Council - - - -
City Attorney 15,000 27,500 - 42,500
City Clerk - - - -
City Manager 1,095,000 - - 1,095,000
Finance - 1,740 5,780 7,520
Community Development 385,060 1,200,070 - 1,585,130
Public Works 243,563 - 1,924,405 2,167,968
Police 320,000 - - 320,000
Non-Departmental - - - -
Capital/Technology - - 4,455,000 4,455,000
Debt Service - - - -
Insurance and Settlements - - - -
Other Non-Departmental - 12,175 101,509 113,684
Overhead Allocation 48,822 356,298 370,542 775,662
Total Expenditures 2,107,445 1,597,783 6,857,236 10,562,465 Net Sources / (Uses) (132,255) 1,540,397 (1,696,861) (288,720) Other Financing Sources / (Uses)
Transfers In - 73,544 721,868 795,412
Transfers Out - - - -
Net Operating Transfers - 73,544 721,868 795,412
Change in Fund Balance (132,255) 1,613,941 (974,993) 506,692 Other Changes - - - -
Projected Fund Balance
July 01, 2024 Balance* 1,917,000 13,381,000 16,793,000 32,091,000 June 30, 2025 Balance 1,784,745 14,994,941 15,818,007 32,597,692 *Excludes certain reserves and commitments

CITY OF EAST PALO ALTO
FY 2024-2025 SPECIAL REVENUE FUNDS BUDGET
FS-9
135
Public Safety
Grants F213
Federal and State
Grants F215
Local
Grants F230

CYSFF TOT
F231
Measure C
F232
Total
Community
Programs
Revenues
Property Tax - - - - - -
Sales Tax - - - - - -
Transient Occupancy Tax - - - 275,000 - 275,000
Business License Tax - - - - - -
Utility User Tax - - - - - -
Other Taxes - - - - - -
Licenses, Fees, and Permits - - - - - -
Charges for Services - - - - - -
Fines and Forfeitures - - - - - -
Use of Money and Property 13,000 4,000 120,000 40,000 - 177,000 Grants and Intergovernmental 170,000 389,627 813,563 - - 1,373,190 Other Miscellaneous - - 150,000 - - 150,000
Total Revenues 183,000 393,627 1,083,563 315,000 - 1,975,190 Expenditures
City Council - - - - - -
City Attorney - - 15,000 - - 15,000
City Clerk - - - - - -
City Manager - - 570,000 525,000 - 1,095,000
Finance - - - - - -
Community Development - 300,060 85,000 - - 385,060
Public Works - - 243,563 - - 243,563
Police 170,000 - 150,000 - - 320,000
Non-Departmental -
Capital/Technology - - - - - -
Debt Service - - - - - -
Insurance and Settlements - - - - - -
Other Non-Departmental - - - - - -
Overhead Allocation - - - 48,822 - 48,822
Total Expenditures 170,000 300,060 1,063,563 573,822 - 2,107,445 Net Sources / (Uses) 13,000 93,567 20,000 (258,822) - (132,255) Other Financing Sources / (Uses)
Transfers In - - - - - -
Transfers Out - - - - - -
Net Operating Transfers - - - - - -
Change in Fund Balance 13,000 93,567 20,000 (258,822) - (132,255) Other Changes - - - - - -
Projected Fund Balance
July 01, 2024 Balance* 269,000 - 598,000 1,050,000 - 1,917,000 June 30, 2025 Balance 282,000 93,567 618,000 791,178 - 1,784,745 *Excludes certain reserves and commitments

CITY OF EAST PALO ALTO
FY 2024-2025 COMMUNITY PROGRAMS BUDGET
FS-10
136
Rent
Stabilization
F204
Housing In
Lieu F207
Housing
Assistance
F209
Housing
Commercial
Impact F216
Housing TOT
F218
Measure HH
F219
Housing
Successor
F220
Silicon Valley
Community
F233
Total
Revenues
Property Tax - - - - - - - - -
Sales Tax - - - - - - - - -
Transient Occupancy Tax - - - - 275,000 - - - 275,000
Business License Tax - - - - - - - - -
Utility User Tax - - - - - - - - -
Other Taxes - - - - - 1,677,000 - - 1,677,000
Licenses, Fees, and Permits 570,000 54,680 - - - - - - 624,680 Charges for Services - - - - - - - - -
Fines and Forfeitures 2,500 - - - - - - - 2,500
Use of Money and Property 20,000 250,000 14,000 - 60,000 180,000 35,000 - 559,000 Grants and Intergovernmental - - - - - - - - -
Other Miscellaneous - - - - - - - - -
Total Revenues 592,500 304,680 14,000 - 335,000 1,857,000 35,000 - 3,138,180 Expenditures
City Council - - - - - - - - -
City Attorney - - - - - - 27,500 - 27,500
City Clerk - - - - - - - - -
City Manager - - - - - - - - -
Finance - - - - - 1,740 - - 1,740
Community Development 456,069 72,250 1,452 - - 290,094 380,206 - 1,200,070 Public Works - - - - - - - - -
Police - - - - - - - - -
Non-Departmental - - - - - - - -
Capital/Technology - - - - - - - - -
Debt Service - - - - - - - - -
Insurance and Settlements - - - - - - - - -
Other Non-Departmental 12,163 - - - - 12 - - 12,175
Overhead Allocation 276,887 32,518 1,722 - 29,418 - 15,753 - 356,298 Total Expenditures 745,119 104,768 3,174 - 29,418 291,846 423,459 - 1,597,783 Net Sources / (Uses) (152,619) 199,912 10,826 - 305,582 1,565,154 (388,459) - 1,540,397 Other Financing Sources / (Uses)
Transfers In - - - - - - 73,544 - 73,544
Transfers Out - - - - - - - - -
Net Operating Transfers - - - - - - 73,544 - 73,544
Change in Fund Balance (152,619) 199,912 10,826 - 305,582 1,565,154 (314,915) - 1,613,941 Other Changes - - - - - - - - -
Projected Fund Balance
July 01, 2024 Balance* 390,000 4,825,000 357,000 - 1,955,000 5,341,000 461,000 52,000 13,381,000 June 30, 2025 Balance 237,381 5,024,912 367,826 - 2,260,582 6,906,154 146,085 52,000 14,994,941 *Excludes certain reserves and commitments

CITY OF EAST PALO ALTO
FY 2024-2025 HOUSING PROGRAMS BUDGET
FS-11
137
State Gas Tax
F201
Measure A
F202
NPDES
F203
Park in Lieu
F206
Lighting
District
F221
Drainage
District F222
Measure W
F234
Total
Revenues
Property Tax - - - - 866,300 162,295 - 1,028,595
Sales Tax - - - - - - - -
Transient Occupancy Tax - - - - - - - -
Business License Tax - - - - - - - -
Utility User Tax - - - - - - - -
Other Taxes 1,478,280 - - - - - - 1,478,280
Licenses, Fees, and Permits - - - - - - - -
Charges for Services - - 127,500 - - - - 127,500
Fines and Forfeitures - - - - - - - -
Use of Money and Property 160,000 200,000 6,000 10,000 200,000 35,000 15,000 626,000 Grants and Intergovernmental - 750,000 - - - 800,000 350,000 1,900,000 Other Miscellaneous - - - - - - - -
Total Revenues 1,638,280 950,000 133,500 10,000 1,066,300 997,295 365,000 5,160,375 Expenditures
City Council - - - - - - - -
City Attorney - - - - - - - -
City Clerk - - - - - - - -
City Manager - - - - - - - -
Finance - 1,740 2,300 - - - 1,740 5,780
Community Development - - - - - - - -
Public Works 794,062 - 640,812 - 275,450 214,081 - 1,924,405 Police - - - - - - - -
Non-Departmental
Capital/Technology 1,010,000 1,795,000 - - 150,000 1,000,000 500,000 4,455,000 Debt Service - - - - - - - -
Insurance and Settlements - - - - - - - -
Other Non-Departmental 86,081 - 8,663 - 5,280 1,485 - 101,509 Overhead Allocation 139,715 1,799 81,875 - 49,265 97,888 - 370,542 Total Expenditures 2,029,858 1,798,539 733,650 - 479,995 1,313,454 501,740 6,857,236 Net Sources / (Uses) (391,578) (848,539) (600,150) 10,000 586,305 (316,159) (136,740) (1,696,861) Other Financing Sources / (Uses)
Transfers In 64,500 - 595,290 - - 62,078 - 721,868
Transfers Out - - - - - - - -
Net Operating Transfers 64,500 - 595,290 - - 62,078 - 721,868 Change in Fund Balance (327,078) (848,539) (4,860) 10,000 586,305 (254,081) (136,740) (974,993) Other Changes - - - - - - - -
Projected Fund Balance
July 01, 2024 Balance* 3,564,000 5,194,000 194,000 349,000 5,653,000 962,000 877,000 16,793,000 June 30, 2025 Balance 3,236,922 4,345,461 189,140 359,000 6,239,305 707,919 740,260 15,818,007 *Excludes certain reserves and commitments

CITY OF EAST PALO ALTO
FY 2024-2025 INFRASTRUCTURE PROGRAMS BUDGET
FS-12
138

CAPITAL FUNDS OVERVIEW
Capital Funds account for major capital acquisitions, construction activities, and major renovation or replacement of general government assets. Capital Improvement projects accounts in these funds are primarily funded through General Fund transfers, federal and state grants, restricted settlements related to capital, and impact fees charged to developers to mitigate the impact of projects on the City’s infrastructure systems.

Capital Improvement
The Capital Improvement Fund accounts for the primary capital asset study, design, construction and management of the city’s major infrastructure system improvements such as streets, sidewalks, parks, facilities, and storm drains. Major asset construction related to the City’s water infrastructure are accounted in the Water Enterprise Fund.

Parks and Trails Impact
The Park and Trails Impact Fund accounts for fees charged to developers to mitigate the project impact on the City’s parks, trails, and open space infrastructure. Such fees will fund park projects and land acquisitions to provide adequate quality open space – through parks and trails – for the broader public health and quality of life of its citizens and workforce.

Public Facilities Impact
The Park and Trails Impact Fund accounts for fees charged to developers to mitigate the project impact for the provision of adequate public facilities including police department, educational amenities such as libraries, governance buildings, and community service centers.

Transportation Infrastructure Impact
The Park and Trails Impact Fund accounts for fees charged to developers to mitigate the project impact for the provision of public roads and multi-modal streetscape facilities. In addition, constructing sidewalks with street trees, street lighting, benches, and street furniture improves safety, sidewalk space, pedestrian aesthetics, and active transportation.

RBD -I Impact
The RBD-I Impact Fund accounts for fees charged to developers to mitigate the project impact for the provision of adequate storm drainage infrastructure to prevent flooding for development specifically inside the Ravenswood Business District.

RBD -O Impact
The RBD-O Impact Fund accounts for fees charged to developers to mitigate the project impact for the provision of adequate storm drainage infrastructure to prevent flooding for development specifically for all other city areas outside the Ravenswood Business District.

FS-13
139
Capital
Improvement
F301/303
Parks and
Trails Impact
F305
Public
Facilities
Impact
F306
Transportation
Impact
F307
RBD-I
Storm Drain
Impact
F308
RBD-O Storm
Drain Impact
F309
Total
Revenues
Property Tax - - - - - - -
Sales Tax - - - - - - -
Transient Occupancy Tax - - - - - - -
Business License Tax - - - - - - -
Utility User Tax - - - - - - -
Other Taxes - - - - - - -
Licenses, Fees, and Permits - 1,490,781 2,614,465 964,414 9,099 340,255 5,419,014 Charges for Services - - - - - - -
Fines and Forfeitures - - - - - - -
Use of Money and Property 500,000 5,000 8,000 5,000 3,000 2,000 523,000 Grants and Intergovernmental 10,976,253 - - - - - 10,976,253 Other Miscellaneous - - - - - - -
Total Revenues 11,476,253 1,495,781 2,622,465 969,414 12,099 342,255 16,918,267 Expenditures
City Council - - - - - - -
City Attorney - - - - - - -
City Clerk - - - - - - -
City Manager - - - - - - -
Finance 69,436 - - - - - 69,436
Community Development - - - - - - -
Public Works - - - - - - -
Police - - - - - - -
Non-Departmental
Capital/Technology 15,308,052 - - - - - 15,308,052
Debt Service - - - - - - -
Insurance and Settlements - - - - - - -
Other Non-Departmental - - - - - - -
Overhead Allocation - - - - - - -
Total Expenditures 15,377,488 - - - - - 15,377,488
Net Sources / (Uses) (3,901,235) 1,495,781 2,622,465 969,414 12,099 342,255 1,540,780 Other Financing Sources / (Uses)
Transfers In 700,000 - - - - - 700,000
Transfers Out - - - - - - -
Net Operating Transfers 700,000 - - - - - 700,000
Change in Fund Balance (3,201,235) 1,495,781 2,622,465 969,414 12,099 342,255 2,240,780 Other Changes - - - - - - -
Projected Fund Balance
July 01, 2024 Balance* 10,317,000 465,000 841,000 422,000 305,000 303,000 12,653,000 June 30, 2025 Balance 7,115,765 1,960,781 3,463,465 1,391,414 317,099 645,255 14,893,780 *Excludes certain reserves and commitments

CITY OF EAST PALO ALTO
FY 2024-2025 CAPITAL PROJECT FUNDS BUDGET
FS-14
140

ENTERPRISE FUNDS OVERVIEW
Enterprise Funds account for City operations financed and operated in a manner similar to a private business enterprise. Government-run enterprises often charge user-fees to support the service or product provided. These activities are not necessarily self-supporting and may rely on general government subsidies to fully fund operations, though it is the intent of the City to fund these services primarily through user charges.

Garbage Collection Fund
Garbage collection services and recycling in East Palo Alto is provided by Recology of San Mateo County. Revenues are primarily derived from solid waste service fees.

The Garbage Collection Fund accounts for activities associated with residential and commercial garbage collection, street sweeping, litter control, and related services. Fees for litter control are collected by the South Bay Waste Management Authority (SBWMA) from both residential and commercial customers.

The City collects residential solid waste collection fees directly from the property tax rolls and remits such fees to Recology of San Mateo County for services provided to those customers.

Water Service Funds
Most of East Palo Alto’s water connections (about 80%) are served by the City’s water system that is operated and leased by Veolia Water North America Operating Services LLC (Veolia). The remaining connections are served by Palo Alto Park Mutual Water Company or O’Connor Tract Co-op Water Company. Veolia supplies the City’s water from the San Francisco Public Utilities Commission.

Water Service Fund accounts for lease operating revenue from Veolia. The fund group includes Capital and Meter surcharges and Water Capacity Fees. The surcharge funds are used for capital improvement costs related to the City's operating obligations under the agreement with Veolia.

The fund group also includes the Capital and Meter Surcharges, Water Capacity Fees.

FS-15
141
Water Lease
F510
Water Capital
F511
Water Meter
F512
Water Capacity
F513
Sub-total Water
Enterprise
Garbage
Service
F520
Total
Revenues
Property Tax - - - - - - -
Sales Tax - - - - - - -
Transient Occupancy Tax - - - - - - -
Business License Tax - - - - - - -
Utility User Tax - - - - - - -
Other Taxes - - - - - - -
Licenses, Fees, and Permits - - - 2,632,744 2,632,744 - 2,632,744 Charges for Services 10,000 1,088,370 - - 1,098,370 3,500,000 4,598,370 Fines and Forfeitures - - - - - - -
Use of Money and Property 445,000 150,000 50,000 10,000 655,000 60,000 715,000 Grants and Intergovernmental - - - - - - -
Other Miscellaneous - 23,333 - - 23,333 150,000 173,333 Total Revenues 455,000 1,261,703 50,000 2,642,744 4,409,447 3,710,000 8,119,447 Expenditures
City Council - - - - - - -
City Attorney 5,000 - - - 5,000 - 5,000
City Clerk - - - - - - -
City Manager - - - - - - -
Finance 50,000 - - - 50,000 2,300 52,300
Community Development - - - - - - -
Public Works 284,810 305,000 - - 589,810 298,302 888,112 Police - - - - - - -
Non-Departmental -
Capital/Technology - 150,000 200,000 - 350,000 - 350,000 Debt Service - - - - - - -
Insurance and Settlements - - - - - - -
Other Non-Departmental 12,152 - - - 12,152 3,508,250 3,520,402 Overhead Allocation 75,805 - - - 75,805 64,903 140,708
Total Expenditures 427,767 455,000 200,000 - 1,082,767 3,873,755 4,956,522 Net Sources / (Uses) 27,233 806,703 (150,000) 2,642,744 3,326,680 (163,755) 3,162,925 Other Financing Sources / (Uses)
Transfers In - - - - - - -
Transfers Out - - - - - - -
Net Operating Transfers - - - - - - -
Change in Fund Balance 27,233 806,703 (150,000) 2,642,744 3,326,680 (163,755) 3,162,925 Other Changes - - - - - - -
Projected Fund Balance
July 01, 2023 Balance* 2,943,000 17,129,000 1,922,000 (3,984,000) 18,010,000 1,438,000 19,448,000 June 30, 2024 Balance 2,970,233 17,935,703 1,772,000 (1,341,256) 21,336,680 1,274,245 22,610,925 *Excludes certain reserves and commitments

CITY OF EAST PALO ALTO
FY 2024-2025 ENTERPRISE FUNDS BUDGET
FS-16
142
FY 2021-22
ACTUAL
FY 2022-23
ACTUAL
FY 2023-24

ADOPTED
FY 2024-25

BASELINE
FY 2024-25

PROPOSED
Property Tax $ 15,843,008 $ 19,892,870 $ 17,010,000 $ 17,384,764 $ 17,384,764 Sales Tax $ 5,738,443 $ 6,394,903 $ 6,030,000 $ 6,219,000 $ 6,219,000 Transient Occupancy Tax $ 1,158,314 $ 1,778,986 $ 2,200,000 $ 2,200,000 $ 2,200,000 Utility User Tax $ 1,631,049 $ 1,936,239 $ 1,726,043 $ 1,788,874 $ 1,788,874 Business License Tax $ 1,269,802 $ 1,768,500 $ 2,601,135 $ 2,310,000 $ 2,310,000 Permit, Fees, & Charges for Services $ 2,267,588 $ 2,657,973 $ 2,780,800 $ 4,629,170 $ 4,629,170 Other Revenues and Transfers In $ 1,602,978 $ 6,855,655 $ 2,394,600 $ 2,955,000 $ 2,955,000 Total General Fund Revenues 29,511,182 41,285,126 34,742,578 37,486,808 37,486,808

GENERAL FUND REVENUES BY MAJOR CATEGORY
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
FY 2021-22
ACTUAL
FY 2022-23
ACTUAL
FY 2023-24

ADOPTED
FY 2024-25

BASELINE
FY 2024-25

PROPOSED
$5,876,740 $5,976,160 $6,030,000 $6,219,000 $6,219,000
$15,843,008
$19,892,870
$17,010,000 $17,384,764 $17,384,764
$1,158,314
$1,778,986
$2,200,000
$2,200,000 $2,200,000
$2,267,588
$2,657,973
$2,780,800
$4,629,170 $4,629,170
$1,269,802
$1,768,500
$2,601,135
$2,310,000 $2,310,000
$1,553,920
$1,630,879
$1,665,000
$1,702,684 $1,702,680
$1,850,587
$2,340,933
$2,061,540
$579,500 $1,472,640
Revenue by Category
Other Revenues
Utility User Tax
Business License Tax
Permit, Fees, & Charges for Services
Transient Occupancy Tax
Property Tax
Sales Tax
FS-17
143
FY 2021-22
ACTUAL
FY 2022-23
ACTUAL
FY 2023-24

ADOPTED
FY 2024-25

BASELINE
FY 2024-25

PROPOSED
Personnel $ 12,406,087 $ 15,782,960 $ 21,654,407 $ 21,149,232 $ 21,769,063 Professional/Technical Services $ 5,987,731 $ 6,742,831 $ 7,207,034 $ 9,162,292 $ 8,970,340 Property Services/Supplies $ 3,591,346 $ 5,562,024 $ 5,086,724 $ 5,694,765 $ 5,697,265 Capital, Transfers, and Other Expenditures $ 2,691,126 $ 8,744,521 $ 1,560,538 $ 1,059,378 $ 1,759,378 Total General Fund Expenditures Before Allocations $ 24,676,290 $ 36,832,336 $ 35,508,703 $ 37,065,667 $ 38,196,045 Overhead Allocation to Other Funds $ (833,910) $ (861,730) $ (913,434) $ (929,182) $ (929,182) Total Net General Fund Expenditures 23,842,380 $ $ 35,970,606 $ 34,595,269 $ 36,136,485 $ 37,266,863

GENERAL FUND EXPENDITURES BY MAJOR CATEGORY
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
FY 2021-22
ACTUAL
FY 2022-23
ACTUAL
FY 2023-24

ADOPTED
FY 2024-25

BASELINE
FY 2024-25

PROPOSED
$12,406,087
$15,782,960
$21,654,407 $21,149,232 $21,769,063
$5,987,731
$6,742,831
$7,207,034 $9,162,292 $8,970,340
$3,591,346
$5,562,024
$5,086,724
$5,694,765 $5,697,265
$2,691,126
$8,744,521
$1,560,538
$1,059,378 $1,759,378
Expenditure by Category
Other Expenditures
Property Services/Supplies
Professional/Technical Services
Personnel
FS-18
144

CITY COUNCIL
FY 2024-2025 Budget

CHARACTER OF EXPENDITURES

AUTHORIZED STRENGTH
FY 2024-25
Operating $190,693
Positions 5
DB-1
145
Department Summary
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - - -
Use of Resources 109,373 153,818 171,150 181,903 190,693 Special Revenue Funds - - - - -
Capital Project Fund - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 109,373 153,818 171,150 181,903 190,693
EXPENDITURES BY DEPARTMENT FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
City Council 109,373 153,818 171,150 181,903 190,693
TOTAL 109,373 153,818 171,150 181,903 190,693
CHARACTER OF EXPENDITURES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 86,962 84,614 127,330 117,403 126,193 Subtotal 86,962 84,614 127,330 117,403 126,193
Supplies and Services
Purchased Services 19,284 60,980 38,820 62,500 62,500
Supplies and Materials 3,126 8,224 5,000 2,000 2,000
Capital Expenditures - - - - -
Other Expenditures - - - - -
Subtotal 22,410 69,204 43,820 64,500 64,500
TOTAL 109,373 153,818 171,150 181,903 190,693
AUTHORIZED STRENGTH FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Mayor 1.00 1.00 1.00 1.00 1.00
Vice Mayor 1.00 1.00 1.00 1.00 1.00
Council Member 3.00 3.00 3.00 3.00 3.00
TOTAL 5.00 5.00 5.00 5.00 5.00
FY 2024-2025 Budget

CITY COUNCIL
DB-2
146
A five-member Council governs City services for a population of approximately 29,078 residents. Each Council Member is elected at large and serves a four-year term. The Mayor is appointed by the members of the Council and serves a one-year term. The Council convenes in regular session on the 1st and 3rd Tuesdays of each month (except for an annual recess during month of August), and often holds special meetings and work study sessions throughout the year. All meetings are held in the East Palo Alto (EPA) Government Center, located in the City Council Chamber at 2415 University Avenue or available through designated media channels.

The Council adopts policies, resolutions and ordinances for City operations and ensures appropriate representation and response to citizen interests. The City Council appoints the City Manager and City Attorney, who report directly to them, and in turn, support the City Council in its policy development functions and carry out the City Council policies and programs.

SIGNIFICANT CHANGES
FY 2023-2024 to FY 2024-2025 Budget:

The increase of $10,753 (+6.3%) from the Adopted FY 23-24 Budget to the Baseline FY 24-25 Budget is primarily due to the council priorities budget of $15,000 transferred from CMO and Special event of $10,000 offset by the decrease in Memberships and Supplies expenses.

The increase of $8,790 from the Baseline FY24-25 Budget to the Proposed FY24-25 is due to the Personnel Health Benefit increases.

Fiscal Year (FY) Budget $ Change From
Previous
% Change From
Previous
2023-24 Adopted $171,150
2024-25 Baseline $181,903 $10,753 6.3%
2024-25 Proposed $190,693 $8,790 4.8%

PURPOSE
The City Council develops and adopts policies that ensure delivery of quality public services to the people of East Palo Alto in order to create a healthy, safe, and prosperous environment.

DB-3
147

CITY COUNCIL
FY 2024-2025 Budget

Total FTE’s: 5.0
MAYOR
Antonio Lopez
Vice Mayor
Martha Barragan
Council Member
Carlos Romero
Council Member
Ruben Abrica
Council Member
Lisa Gauthier
DB-4
148
CITY ATTORNEY’S OFFICE
FY 2024-2025 Budget

CHARACTER OF EXPENDITURES

AUTHORIZED STRENGTH
FY 2024-25
Operating $1,392,952
Positions 3
DB-5
149
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - -
Use of Resources 821,202 655,371 1,031,428 1,334,238 1,344,052 Special Revenue Funds 15,283 21,681 35,000 27,500 27,500 Capital Project Fund - - - - 15,000
Enterprise Funds - - - 5,000 5,000
Succesor Agency Trust Fund 1,000 - 7,500 1,400 1,400
TOTAL 837,486 677,052 1,073,928 1,368,138 1,392,952
EXPENDITURES BY DEPARTMENT FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
City Attorney's Office 837,486 677,052 1,073,928 1,368,138 1,392,952 TOTAL 837,486 677,052 1,073,928 1,368,138 1,392,952
CHARACTER OF EXPENDITURES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 358,054 261,740 641,128 730,188 740,002 Subtotal 358,054 261,740 641,128 730,188 740,002
Supplies and Services
Purchased Services 473,706 408,678 387,950 593,100 608,100 Supplies and Materials 5,726 6,634 7,750 7,750 7,750
Capital Expenditures - - 37,100 37,100 37,100
Other Expenditures - - - - -
Subtotal 479,431 415,312 432,800 637,950 652,950
TOTAL 837,486 677,052 1,073,928 1,368,138 1,392,952
AUTHORIZED STRENGTH FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
City Attorney 1.00 1.00 1.00 1.00 1.00
Deputy City Attorney I/II 1.00 1.00 1.00 1.00 1.00
Legal Assistant 1.00 1.00 1.00 1.00 1.00
TOTAL 3.00 3.00 3.00 3.00 3.00
Department Summary

CITY ATTORNEY'S OFFICE
FY 2024-2025 Budget
DB-6
150
CITY ATTORNEY’S OFFICE
FY 2024-2025 Budget
Department Summary
The role of the City Attorney’s Office is to provide advisory and litigation services to the City, as represented by the City Council, City Council-appointed boards, commissions and committees, and City departments. The Office has a staffing level of three positions: City Attorney, Deputy City Attorney and Legal Assistant.

The emphasis in the Fiscal Year 2024-2025 budget is the continued delivery of quality professional legal services which promote reliable and useful advice and effective advocacy. The basic services include attendance and advice at public meetings, drafting resolutions and ordinances, providing legal opinions and advice on a wide range of municipal topics, reviewing and drafting legal documents and contracts, providing advice regarding elected and appointed public officials’ conflicts of interest, representing the City in litigation before courts and administrative agencies and settling claims and lawsuits based on an impartial evaluation of their merits.

Within each of the basic services provided, the City Attorney’s Office undertakes projects that specifically address the City Council’s Strategic Plan Goals and Objectives:
• Provide proactive legal advice to the City Council and City staff, including provide regular legal updates to the Council and staff on legal developments that impact the City (e.g., El Dorado County case involving impact fees and Coalition on Homelessness case impacting public camping enforcement);
• Issue opinions and draft documents that help achieve the City Council’s Strategic Plan and the City Manager’s priority action items;
• Advise on significant changes in state and federal law and other regulations impacting City operations and programs, including instituting a working group within the City to observe legislative changes and take affirmative steps to ensure compliance; • Present Brown Act, Conflict of Interest (Levine Act), and Public Records Act training to the City staff, boards and commissions, and provide legal advice regarding the same; • Defend the City’s interest in court and administrative hearings and initiate legal action to protect the rights and enhance the quality of life of City residents; • Provide objective and reasonable interpretation of City Council-adopted policies, state and local laws and other matters, as appropriate;
• Draft ordinances on topics designated as high priority by the City Council (e.g., Procurement Ordinance or Rent Registry Ordinance);

MISSION STATEMENT
Provide legal advice and representation, consistent with the highest professional and ethical standards, to the City Council, City officers, City employees, and appointed boards, commissions, and committees in carrying out the City Council’s policies and strategic goals and objectives and advancing the City’s interest in serving the people of East Palo Alto while limiting risk to the entity and costs to the taxpayers.

DB-7
151
CITY ATTORNEY’S OFFICE
FY 2024-2025 Budget
Department Summary
(Continued)
• Update, revise and add provisions to the Municipal Code and local zoning law as required, including revisions to the Zoning Ordinance related to adoption of the Housing Element; • Work with the City Manager’s Office to reduce exposure to claims, litigation and industrial injuries/illnesses;
• Support the Rent Stabilization Program, including providing legal advice to staff and the Rent Stabilization Board; preparing reports and analyzing appeals; updating program regulations; attending board meetings; and
• Support the Community and Economic Development Department, including providing legal advice to staff and the Planning Commission, attending Commission meetings and analyzing land use issues related to adopted development projects.

SIGNIFICANT CHANGES
FY 2023-2024 to FY 2024-2025 Budget:

The increase of $294,209 (+27.4%) from the Adopted FY 23-24 Budget to the Baseline FY 24-25 Budget is primarily due to the incremental changes in Legal services ($200,150.) The budget for Legal services will be centralized and managed by City Attorney’s Office. Additionally, Personnel expenses have increased by $89,059.

The increase of $24,814 (+1.8%) from the Baseline FY 24-25 Budget to the Proposed FY 24-25 Budget is primarily due to the Affordable Housing Legal services support of $15,000 and Personnel budget changes.

Fiscal Year (FY) Budget $ Change From
Previous
% Change From
Previous
2023-24 Adopted $1,073,928
2024-25 Baseline $1,368,138 $294,209 27.4%
2024-25 Proposed $1,392,952 $24,814 1.8%
DB-8
152

OBJECTIVES RESULTS

1. Attend and provide advice at City Council
meetings and provide the City Council an
update of any changes in state law regarding
public meetings and conflicts of interest.

1. Accomplished.

2. Assist the City Council and the City Manager’s
Office implement Council priorities.

2. Accomplished.

3. Attend and provide advice at Planning
Commission meetings.

3. Accomplished.

4. Attend and provide advice at Rent Stabilization
Board meetings.

4. Accomplished.

5. Provide training to City boards, commissions,
and committees regarding the Brown Act,
Public Records Act and conflict of interest laws.

5. Accomplished.

6. Represent the City in lawsuits and
administrative hearings and pursue costeffective resolution of pending litigation matters and the processing and settlement of claims
filed against the City.

6. Accomplished.

7. Provide legal advice to all City departments
regarding responses to PRA requests, record
retention and subpoenas.

7. Accomplished.

8. Draft, review, and process City contracts,
agreements, and other legal documents.

8. Accomplished.

9. Support the City Council, Human Resources,
and other City departments on labor and
employment matters.

9. Accomplished.

10. Provide legal advice to the City Council,
Planning Commission and City departments on
major project applications.

10. Accomplished

11. Continue to provide legal guidance and support
regarding COVID-19-related state of
emergency, local emergency, and associated
impacts.

11. Accomplished

12. Support the Public Works Department on water
infrastructure and sewer-related matters.

12. Ongoing.

DB-9
153

OBJECTIVES RESULTS

13. Assist staff in obtaining letter of substantial
compliance, including preparing legal responses
to public commenters, and adoption of Housing
Element, and related tasks.

13. Accomplished as to letter of substantial
compliance. Ongoing for the remainder.

14. Assist with drafting various ordinances,
including Gun Control Ordinance.

14. Accomplished. Ordinance has been
adopted. Ongoing implementation and
outreach efforts.

15. Animal Control Ordinance update 15. Accomplished. Ongoing implementation and outreach efforts.

16. Tobacco Retailer Ordinance update 16. Accomplished. Ordinance has been adopted. Ongoing Implementation and
outreach efforts.

17. Provide legal support concerning City’s
application for EPASD to become subsidiary
district of the City of East Palo Alto.

17. Accomplished, as to winning approval of
the application and reconsideration hearing,
DB-10
154

1. Attend and provide advice at City Council meetings and provide the City Council an update of any relevant changes in applicable law, including regarding public meetings and conflicts of interest.

2. Assist the City Council and the City Manager’s Office to implement Council priorities.

3. Attend and provide advice at Planning Commission meetings.

4. Attend and provide advice at Rent Stabilization Board meetings.

5. Provide training to City boards, commissions, and committees regarding the Brown Act, Public Records Act, conflict of interest laws, and other relevant areas of the law.

6. Represent the City in lawsuits and administrative hearings and pursue cost-effective resolution of pending litigation matters and the processing and settlement of claims filed against the City, including affirmative litigation opportunities (e.g., PCBs, PFAS/PFOS, etc.).

7. Provide legal advice to all City departments regarding responses to PRA requests, record retention and subpoenas, including revamping the City’s review, response and compliance with such requests by providing trainings to staff, assisting in procurement/implementation of related tracking and review software and establishing a procedure for responding to requests for Council or Boards/Commissions.

8. Draft, review, and process City contracts, agreements, and other legal documents, including conducting prophylactic legal analysis of lease with Veolia for legal issues and helping to analyze options for provision of water services, including continuation of service by Veolia through a negotiated lease or other vendor, as appropriate.

9. Support the City Council, Human Resources, and other City departments on labor and employment matters.

10. Provide legal advice to the City Council, Planning Commission and City departments on major project applications, including Ravenswood Business District Specific Plan Update, amendment to Sand Hill’s Four Corner Project, resurrecting City Attorney staffing of the Development Review Committee (DRC) to ensure Planning staff receive end-to-end legal support and provide support on specific major projects, and assist staff in developing a licensing/regulatory regime for pop-up unlicensed businesses.

11. Support the Public Works Department on various matters, including water infrastructure, sewerrelated matters, storm preparation, training on public works procurement and contract review, legal risk analysis for legacy contamination sites (Romic, etc.).

13. Provide training to staff on various issues, including staff report writing, legal compliance issues, including Levine Act and procurement procedures.

14. Assist with the drafting and legal risk analysis of various ordinances, including Hard Hat Ordinance, Anti-Human Trafficking Ordinance, Encampment Ordinance, Rent Registry Ordinance, and Updated Procurement Ordinance.

15. Provide legal support for various initiatives, including absorption of the East Palo Alto Sanitary District into the City as a Subsidiary, updating enforcement of requirements under the BMR program, exercising eminent domain where legally required (e.g., Pet Hospital for Gateway 101 traffic mitigations), and assist staff in establishing a program to address illegal dumping.

DB-11
155
CITY ATTORNEY’S OFFICE
FY 2024-2025 Budget
\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\ \\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\lCITY ATTORNEY
John Le
Legal Assistant
Deputy City Attorney I/II
DB-12
156
CITY CLERK’S OFFICE
FY 2024-2025 Budget

CHARACTER OF EXPENDITURES

AUTHORIZED STRENGTH
-

1.00 2.00

3.00 4.00
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25 Proposed
Number of Positions
Fiscal Year
FY 2024-25
Operating $592,026
Positions 2
DB-13
157
Department Summary
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - - -
Use of Resources 164,977 261,418 361,068 585,472 592,026 Special Revenue Funds - - - - -
Capital Project Fund - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 164,977 261,418 361,068 585,472 592,026
EXPENDITURES BY DEPARTMENT FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
City Clerk's Office 164,977 261,418 361,068 585,472 592,026 TOTAL 164,977 261,418 361,068 585,472 592,026
CHARACTER OF EXPENDITURES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 102,842 136,596 175,378 285,022 291,576 Subtotal 102,842 136,596 175,378 285,022 291,576
Supplies and Services
Purchased Services 61,886 121,992 185,690 297,900 297,900 Supplies and Materials 249 2,830 - 2,550 2,550
Capital Expenditures - - - - -
Other Expenditures - - - - -
Subtotal 62,135 124,822 185,690 300,450 300,450
TOTAL 164,977 261,418 361,068 585,472 592,026
AUTHORIZED STRENGTH FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
City Clerk- Public Information Officer 1.00 1.00 1.00 1.00 1.00 Office Assistant 0.00 0.00 1.00 1.00 1.00
TOTAL 1.00 1.00 2.00 2.00 2.00

CITY CLERK'S OFFICE
FY 2024-2025 Budget
DB-14
158
CITY CLERK’S OFFICE
FY 2024-2025 Budget
The City Clerk’s Office functions as a sole position in Office with administrative support from the City Manager’s Office.

The Clerk is responsible for facilitating the conduct of business by the City Council and fulfilling legal requirements as set forth in the City Code, federal and State laws. The City Clerk’s Office administers City elections and campaign and financial disclosure laws. The City Clerk’s Office maintains a record of all proceedings of the City Council; meets all requirements regarding public postings, legal advertising, recordation, and mailing of public hearing notices. The Office also processes appeals and administers the selection process for Council appointment of members to City board, commissions, and committees.

The City Clerk’s Office provides administrative and travel assistance to Council, maintains the City Code, is the custodian of the City Seal, administers oaths or affirmations, and maintains the official record of City contracts and agreements. The Office also performs critical media outreach and information functions to improve communication of City information and engage the community through modern media platforms.

SIGNIFICANT CHANGES
FY 2023-2024 to FY 2024-2025 Budget:

The increase of $224,405 (62.2%) from the Adopted FY 23-24 Budget to the Baseline FY 24-25 Budget is primarily due to Personnel expense ($109,644) and County Services including 2024 Elections and Potential Ballot measure ($122,000).

The increase of $6,554 (1.1%) from the Baseline FY 24-25 Budget to the Proposed FY 24-25 Budget is primarily due to Personnel expense ($6,554).

Fiscal Year (FY) Budget $ Change From
Previous
% Change From
Previous
2023-24 Adopted $361,068
2024-25 Baseline $585,472 $224,405 62.2%
2024-25 Proposed $592,026 $6,554 1.1%

MISSION STATEMENT
The City Clerk’s Office is committed to providing our residents of East Palo Alto with accurate and transparent official City records and documents, dedicated to supporting the City Council and other City Departments with outstanding support, and dedicated to working with the State of California and the Federal Government to ensure compliance with applicable laws and regulations.

DB-15
159
CITY CLERK’S OFFICE
FY 2024-2025 Budget

ACCOMPLISHMENTS

OBJECTIVES RESULTS

1. Implement electronic public request tracking
system.

1. The City Clerk’s office has fully
implemented a Public Records Request
system.

2. Continue update of records going back to 1983. 2. Resolutions, Ordinances, Minutes, and Agenda Packets have been uploaded to
Laserfiche. The City Clerk's office will
begin to upload more records to Laserfiche
once it is fully implemented.

3. Place more records on Laserfiche. 3. The City Clerk’s office is currently undergoing training to fully understand how
to use and implement Laserfiche to properly
train staff on how to use the software.

4. Implement DocuSign. 4. DocuSign has been fully implemented throughout the City.

5. Continue to improve social media outreach and
engagement.

5. The City has provided social media updates
in case of emergencies, announcing events
and City announcements. The City Clerk’s
office continues to publish its weekly “City
Updates” newsletter.

6. Bring in interpretation services for city meetings
throughout the year.

6. The City Clerk’s office released an RFP
mid-March for interpretation services that
can serve City Council meetings and other
necessary board meetings. The City Clerk’s
office also awarded a contract and continues
to provide interpretation services at Council
and Rent Board Meetings.

7. Create logistics for hybrid city meetings. 7. The City has a fully operating hybrid system that allows for remote and in-person
meetings to occur. The City Clerk’s office is
currently working to provide hardware
updates that will make the hybrid
experience seamless.

DB-16
160
CITY CLERK’S OFFICE
FY 2024-2025 Budget

OBJECTIVES

1. Continue to update Citywide records going back to 1983.

2. Continue to improve social media outreach and engagement.

3. Implement communications plan.

4. Implement a Boards and Commissions engagement plan.

DB-17
161
CITY CLERK’S OFFICE
FY 2024-2025 Budget
Total FTE’s: 2.0

CITY MANAGER
City Clerk –
Public Information
Officer
Office Assistant
DB-18
162
CITY MANAGER’S OFFICE
FY 2024-2025 Budget

CHARACTER OF EXPENDITURES

AUTHORIZED STRENGTH
Salaries and
Benefits
Purchased 49%
Services
31%
Supplies and
Materials
1%
Capital
Expenditures
10%
Other
Expenditures
9%
FY 2024-25
Operating $5,639,891
Positions 13.7
DB-19
163
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - 3,500 3,500
Use of Resources 1,814,009 1,405,816 2,392,293 4,470,959 4,541,391 Special Revenue Funds 18,242 33,871 - 1,095,000 1,095,000 Capital Project Funds 54,962 81,861 5,625 - -
Enterprise Funds 70,066 81,860 49,098 - -
Succesor Agency Trust Fund - - - - -
TOTAL 1,957,279 1,603,408 2,447,017 5,569,459 5,639,891 EXPENDITURES BY DEPARTMENT FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
City Manager's Office1 1,364,244 1,037,966 1,520,290 2,344,947 2,345,936 Human Resources Division 593,035 565,442 926,727 1,046,476 1,057,825 Community Programs2 - - - 1,634,730 1,689,241
Senior Programs2 - - - 543,306 546,889
TOTAL 1,957,279 1,603,408 2,447,017 5,569,459 5,639,891 CHARACTER OF EXPENDITURES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 1,418,097 1,251,809 1,698,964 2,427,469 2,770,853 Subtotal 1,418,097 1,251,809 1,698,964 2,427,469 2,770,853 Supplies and Services
Purchased Services 511,183 323,913 728,053 1,992,240 1,719,288 Supplies and Materials 27,999 26,786 20,000 48,750 48,750 Capital Expenditures - - - 576,000 576,000
Other Expenditures - 900 - 525,000 525,000
Subtotal 539,182 351,599 748,053 3,141,990 2,869,038
TOTAL 1,957,279 1,603,408 2,447,017 5,569,459 5,639,891 AUTHORIZED STRENGTH FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
City Manager's Office1 3.00 4.00 4.00 6.00 6.00
Human Resources Division 2.00 2.00 2.00 2.00 2.00
Community Services Division2 0.00 0.00 0.00 5.70 5.70
TOTAL 5.00 6.00 6.00 13.70 13.70
1 FY 2024-25 Proposed Budget, includes a new position, IT Manager, subject to Council approval. 2 Community Services Division transferred to City Manager's Office from Administrative Services effective FY 2024-25.

CITY MANAGER'S OFFICE
FY 2024-2025 Budget
Department Summary
DB-20
164
Department Summary
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-251
FY 2024-251
Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 19,759 - - - -
Use of Resources 1,633,583 1,165,210 1,860,336 - -
Special Revenue Funds 501,488 91,111 929,350 - -
Capital Project Fund - - 100,000 - -
Enterprise Funds - - - - -
TOTAL 2,154,830 1,256,322 2,889,686 - -
EXPENDITURES BY DIVISION FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-251 FY 2024-251
Actual Actual Adopted Baseline Proposed
Administration Division 935,065 227,772 813,482 - -
Community Services Division 1,219,765 1,028,550 2,076,204 - - TOTAL 2,154,830 1,256,322 2,889,686 - -
CHARACTER OF EXPENDITURES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-251 FY 2024-251
Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 871,390 853,113 918,819 - -
Subtotal 871,390 853,113 918,819 - -
Supplies and Services
Purchased Services 1,269,780 293,025 1,092,867 - -
Supplies and Materials 13,660 21,925 33,000 - -
Capital Expenditures - - 570,000 - -
Other Expenditures - 88,259 275,000 - -
Subtotal 1,283,440 403,209 1,970,867 - -
TOTAL 2,154,830 1,256,322 2,889,686 - -
AUTHORIZED STRENGTH FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-251 FY 2024-251
Actual Actual Adopted Baseline Proposed
Administrative Services - Admin Division 3.00 2.00 2.00 - - Community Services Division 3.65 5.15 5.15 - -
TOTAL 6.65 7.15 7.15 - -
* Department transferred to City Manager's Office from Administrative Services in FY 2024-25.

FY 2024-2025 Budget

ADMINISTRATIVE SERVICES DEPARTMENT
DB-21
165
CITY MANAGER’S OFFICE
FY 2024-2025 Budget
Department Summary
The City Council appoints the City Manager to lead the municipal corporation. The City Manager's main role is to ensure effective and efficient management of all City programs and services. The City Manager's Office (CMO) is comprised of Admin, Community Services, Human Resources and Information Technology divisions. The CMO fosters collaboration within the municipal organization as well externally with State, County, and local stakeholders.

The CMO oversees the City Council Strategic Priorities across all City departments, including emergency preparedness. They help the City Council by suggesting and enforcing administrative, fiscal, and operational policies, and ensuring that the information provided for City Council decisions is thorough and reliable.

The Department is comprised of a total 13.7 FTE staff members.

Admin 5 FTEs
• 1 City Manager
• 1 Assistant City Manager
• 2 Assistant to the City Manager
• 1 Executive Assistant to City Manager
Community Services (5.7 FTEs)
• 1 Community Services Manager
• 1 Recreational Coordinator
• 1.45 Recreational Leader (1FTE and 1PT, subject to Council approval) • 1 Van Driver (2 PT)
• 0.75 Nutrition Site Supervisor
• 0.5 Kitchen Aide
Human Resources (2 FTEs)
• 1 HR Manager
• 1 HR Technician
Information Technology (1 FTE)
• 1 IT Manager (subject to Council approval)

MISSION STATEMENT
The City Manager is responsible for ensuring the efficient delivery of municipal services and is accountable to the City Council for the performance of the City organization. The City Manager also develops recommendations and strategies to meet the current and future needs of the East Palo Alto community, and to implement the Strategic Priorities of the City Council. Along with the City professional staff, the City Manager provides technical and administrative support and advice to the City Council in the performance of their duties.

DB-22
166
Total FTE’s: 13.7
CITY MANAGER’S OFFICE
FY 2024-2025 Budget
Information
Technology (1)
(1)

CITY MANAGER
Melvin E. Gaines
Human
Resources (2)
Community
Services (5.7)
City Manager’s
Office (4)
DB-23
167
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - - -
Use of Resources 1,238,005 874,245 1,465,567 2,344,947 2,345,936 Special Revenue Funds 1,211 - - - -
Capital Project Funds 54,962 81,861 5,625 - -
Enterprise Funds 70,066 81,860 49,098 - -
Succesor Agency Trust Fund - - - - -
TOTAL 1,364,244 1,037,966 1,520,290 2,344,947 2,345,936 EXPENDITURES BY DIVISION FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
City Manager's Office 1,364,244 1,037,966 1,520,290 2,344,947 2,345,936 TOTAL 1,364,244 1,037,966 1,520,290 2,344,947 2,345,936 CHARACTER OF EXPENDITURES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 1,090,582 849,605 1,242,975 1,327,207 1,601,148 Subtotal 1,090,582 849,605 1,242,975 1,327,207 1,601,148 Supplies and Services
Purchased Services 257,403 165,966 271,815 1,006,740 733,788 Supplies and Materials 16,259 22,394 5,500 5,000 5,000
Capital Expenditures - - 6,000 6,000
Other Expenditures - - - -
Subtotal 273,662 188,360 277,315 1,017,740 744,788
TOTAL 1,364,244 1,037,965 1,520,290 2,344,947 2,345,936 AUTHORIZED STRENGTH FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
City Manager 1.00 1.00 1.00 1.00 1.00
Assistant City Manager 1.00 1.00 1.00 1.00 1.00
Assistant to the City Manager1 - - - 2.00 2.00
Senior Management Analyst - 1.00 1.00 - -
IT Manager2 - - - 1.00 1.00
Executive Assistant to City Manager 1.00 1.00 1.00 1.00 1.00 TOTAL 3.00 4.00 4.00 6.00 6.00
1 Approved FY24 Mid year budget session, effective December 1, 2023 2 New position (subject to Council approval)

CITY MANAGER'S OFFICE
FY 2024-2025 Budget
Division Summary
DB-24
168
CITY MANAGER’S OFFICE
FY 2024-2025 Budget
Division Summary
The City Manager’s Office is organized into the following programmatic functions: Administration and Policy Oversight, Cross-departmental Project Coordination, Human Resources, Community Services, and City Clerk’s Office. The Office directly oversees Human Resources, Community Services, and the City Clerk’s Office. Significant functional oversight includes:

1. City personnel, budget, and major cross-departmental projects and initiatives;

2. Planning and implementation of Council Strategic priorities and goals;

3. Collaborating with stakeholders regarding City functions;

4. Making recommendations to Council on a variety of issues and initiatives.

SIGNIFICANT CHANGES
FY 2023-2024 to FY 2024-2025 Budget:

The increase of $824,657 (+54.2%) from the FY 2023-24 Adopted Budget to the FY 2024-25 Baseline Budget is primarily due to an increase in Redwood city IT contract of $450,000, IT MasterPlan of $100,000, and Staff augmentation of $130,000 for Department’s special projects.

From FY2024-25 Baseline Budget to FY2024-25 Proposed Budget, the Redwood city IT contract budget of $272,951 is moved to Personnel Budget due to IT manager position No significant net changes exist within the Division.

Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2023-24 Adopted $1,520,290
2024-25 Baseline $2,344,947 $824,657 54.2%
2024-25 Proposed $2,345,936 $989 0.0%

SERVICE DESCRIPTION
The City Manager’s Office serves as the Chief Executive Officer and performs the public administrative function for the City. The Office collaborates with Federal, State, and local stakeholders and directs and oversees implementation of Council strategic planning and priorities. The City Manager’s Office performs oversight of the organization to provide professional delivery of quality public services, efficient government, community health and safety, fiscal stability, organizational effectiveness and development, economic vitality, quality of life, and citizen involvement.

DB-25
169
CITY MANAGER’S OFFICE
FY 2024-2025 Budget

ACCOMPLISHMENTS

OBJECTIVES RESULTS

1. Establish and launch follow-up actions resulting from community survey results.

2. Refine and implement comprehensive strategy to
address the City’s structural deficit.

3. Assess workplace culture, develop and implement
improvement plan.

4. Assess organizational structure, identify and propose modification to improve efficiency and effectiveness.

The City coordinated focus groups, and additional
surveys to gauge community priorities. From this
input, the City polled residents on their support for
infrastructure and facilities bonds.

The City’s ten-year financial forecast shows the City is at risk of a deficit in FY 2026-27. Staff is exploring
ways to increase revenues and/or reduce costs to
prevent a deficit in 2026.

All City departments held departmental retreats to
identify positives and pain points for the
organization. Plans to address pain points and enhance
positives are ongoing
Dissolved the Administrative Services Department and
transitioned Community Services and IT divisions to
the City Manager’s Office. Launched a pilot analytical
network encouraging greater collaboration and work
product consistency amongst analyst and administrative
staff.

5. Propose short, mid, and long-term steps to implement the City’s facilities master plan, including any
modifications.

6. Update the City’s Emergency preparedness plan.

The City has a tentative agreement with the landlord to renew the lease for 141 Demeter Street; however,
continues to search for alternatives. Building
improvements for 141 Demeter are scheduled for
Summer 2024. The City and the County of San Mateo
presented conceptual designs for a reimagined 2415
University Avenue; however, there is no funding
strategy for the $60M to $90M project.

The City is currently researching the plan format and
regulatory requirements with the goal of simplified ease of reference and use.

7. Improve communications and the City’s community
engagement efforts.

The City recently released an RFP for communications
assistance. The City is also in planning stages of
hosting routine neighborhood meetings where staff and
residents can discuss concerns and current events.

DB-26
170
CITY MANAGER’S OFFICE
FY 2024-2025 Budget

OBJECTIVES

1. Develop an economic development strategy

2. Conduct a process to develop a five to ten-year strategic plan

3. Finalize the update to the City's Emergency Operation Plan

4. Complete the Nexus Study and Feasibility Analysis

5. Plan for water system operations in 2026

6. Oversee transition of EPASD to City governance

7. Develop water infrastructure financing plan

8. Fundraise for library construction
DB-27
171
Division Summary
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - -
Use of Resources 576,004 531,571 926,727 1,046,476 1,057,825 Special Revenue Funds 17,031 33,871 - - -
Capital Project Funds - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 593,035 565,442 926,727 1,046,476 1,057,825
EXPENDITURES BY DIVISION FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Human Resources Division¹ 593,035 565,442 926,727 1,046,476 1,057,825 TOTAL 593,035 565,442 926,727 1,046,476 1,057,825
CHARACTER OF EXPENDITURES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 327,515 402,204 455,989 622,026 633,375 Subtotal 327,515 402,204 455,989 622,026 633,375
Supplies and Services
Purchased Services 253,780 157,946 456,238 407,700 407,700 Supplies and Materials 11,739 4,392 14,500 16,750 16,750 Capital Expenditures - - - - -
Other Expenditures - 900 - - -
Subtotal 265,519 163,238 470,738 424,450 424,450
TOTAL 593,034 565,442 926,727 1,046,476 1,057,825
AUTHORIZED STRENGTH FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Human Resources Manager 1.00 1.00 1.00 1.00 1.00
Human Resources Assistant 1.00 1.00 1.00 1.00 1.00
TOTAL 2.00 2.00 2.00 2.00 2.00
FY 2024-2025 Budget
Human Resources Division

CITY MANAGER'S OFFICE
DB-28
172
CITY MANAGER’S OFFICE
FY 2024-2025 Budget
Human Resources Division Summary
The Human Resources Division (HR) currently is within the City Manager’s Office with two positions: Human Resources Manager, Human Resources Technician II, and Human Resources I (18 month LTD).

Core functions of the HR Division include:
• Recruiting, attracting new staff, and filling vacant positions with talented and well-qualified candidates;
• Providing labor negotiations to three bargaining units; meet and confer with labor representatives to cultivate and foster a positive working environment and build collaboration among all divisions; • Reviewing and interpreting policies and procedures and provide guidance for Directors/Managers/ Supervisors to resolve issues;
• Take a leadership role in the implementation and maintaining of the Enterprise Resource Planning (ERP) software to ensure that the HR processes are setup correctly. • Maintaining and developingthe employee wellness policies and programs. • Managing and providing support and guidance to management when dealing with personnel issues, employee performance evaluations, salary step increases, grievances, exit interviews for resignations, and retirement;
• Conducting new hire orientation on quarterly basis;
• Developing and ensuring professional staff development and training opportunities; • Managing and conducting benefit meetings to provide employees with information regarding medical, dental, life,retirement benefits, and much more. • Developing and implementing a workmen’s compensation management program. • Managing and maintaining a leave management program.

The HR Division is increasingly requiring additional staff assistance due to the shift of responsibility and high volume work projects and compliance tasks. The division has been impacted by numerous compliance issues, personnel responses, human resources informational system management, new initiatives for local emergency response, and other tasks.

The division budget includes additional, temporary funding to backfill staff services and additional outside professional services to address work impacts related to new workload expectations; however, long-term the current staff level and current workload may not be sustainable.

SERVICE DESCRIPTION
Human Resources provides guidance and support to City Departments, employees, officials, candidates, and the public in the areas of benefit administration, classification and compensation, labor and employee relations, recruitment and selection, organizational development and training, workers’ compensation administration, risk management, and compliance.

Our objective is to attract the most diverse, competent, professional, and talented workforce as well as retain a talented and well-qualified workforce and help foster a positive working environment for employees.

DB-29
173
CITY MANAGER’S OFFICE
FY 2024-2025 Budget
Human Resources Division Summary
HR’s emphasis for the Fiscal Year 2024-2025 is to continue working to achieve the City of East Palo Alto’s strategic mission while ensuring City employees are engaged and motivated to help East Palo Alto residents, businesses, organizations, and visitors. This will be accomplished by identifying issues and executing corrective measures effectively.

The Human Resources team has targeted its operation initiatives to align to the City Council’s Strategic Plan by initially identifying ways to continue to retain and develop training programs for our great staff. The HR Division’s goal is to be a proactive results-oriented business partner providing support to all levels of the City. Hire the best people, while offering development and training to our existing staff.

The focus this year is to offer online training as well as streamline new recognition and wellness programs to continue working in our efforts to retain our employees by creating an environment that makes our team feel like an asset to our City. Maintain an intranet specifically for the employees to access Human Resources information.

Human Resources will continue to network with other local public agencies within the County of San Mateo,NorCal, and conferences in efforts to stay informed of state and local developments and changes in laws that may affect our City.

SIGNIFICANT CHANGES
FY 2023-2024 to FY 2024-2025 Budget:

The increase of $119,749 (+12.9%) from the FY 2023-24 Adopted Budget to the FY 2024-25 Baseline Budget is primarily due to an increase in Personnel services of $166,037 and Back employees on FMLA/CFRA protected leave of $150,000, offset by decrease of other professional/ technical services.

The increase of $11,350 (+1.1%) from FY 2024-25 Baseline Budget to the FY 2024-25 Adopted Budget is primarily due to an increase in personnel services.

Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2023-24 Adopted $926,727
2024-25 Baseline $1,046,476 $119,749 12.9%
2024-25 Proposed $1,057,825 $11,350 1.1%
DB-30
174
CITY MANAGER’S OFFICE
FY 2024-2025 Budget
Human Resources Division

ACCOMPLISHMENTS

OBJECTIVES RESULTS

1. Continue to recruit new staff and improve
recruitment marketing for vacant positions as
needed.

2. Conduct labor negotiations with all three (3)
employee bargaining units. Ensure all MOUs
are taken to City Council in a timely manner.

3. Implement/improve leave administration
program.

4. Provide leadership and implementation of all
types of training to all levels of the
workforce.

5. Review and update Personnel Policies and
Procedures manual and meet and confer with
employee bargaining units prior to City
Council final approval.

6. Work with labor to explore savings and other
strategies through negotiations or the meet and
confer process.

7. Comply with all Federal and State laws and
regulations in order to protect the City.

1. On-going.

2. TBD

3. Completed.

4. On-going.

5. On-going.

6. On-going.

7. On-going.

DB-31
175
CITY MANAGER’S OFFICE
FY 2024-2025 Budget
Human Resources Division

OBJECTIVES

1. Continue to recruit new staff and improve recruitment marketing for vacant positions as needed.

2. Maintain and continue to improve the leave administration program.

3. Continue to provide leadership and implementation of all types of training to all levels of the workforce.

4. Develop and implement a workmen’s compensation management program.

5. Review and update Personnel Policies and Procedures manual and meet and confer with employee bargaining units prior to City Council final approval.

DB-32
176
SOURCES FY 2021-221
FY 2022-231FY 2023-241 FY 2024-25 FY 2024-25
Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - 3,500 3,500
Use of Resources - - - 1,079,536 1,137,630
Special Revenue Funds - - - 1,095,000 1,095,000
Capital Project Fund - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL - - - 2,178,036 2,236,130
-
EXPENDITURES BY DIVISION FY 2021-221
FY 2022-231FY 2023-241 FY 2024-25 FY 2024-25
Actual Actual Adopted Baseline Proposed
Community Programs - - - 1,634,730 1,689,241
Senior Programs - - - 543,306 546,889
TOTAL - - - 2,178,036 2,236,130
CHARACTER OF EXPENDITURES FY 2021-221
FY 2022-231FY 2023-241 FY 2024-25 FY 2024-25
Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits - - - 478,236 536,330
Subtotal - - - 478,236 536,330
Supplies and Services
Purchased Services - - - 577,800 577,800
Supplies and Materials - - - 27,000 27,000
Capital Expenditures - - - 570,000 570,000
Other Expenditures - - - 525,000 525,000
Subtotal - - - 1,699,800 1,699,800
TOTAL - - - 2,178,036 2,236,130
AUTHORIZED STRENGTH FY 2021-221
FY 2022-231FY 2023-241 FY 2024-25 FY 2024-25
Actual Actual Adopted Baseline Proposed
Community Services Manager - - - 1.00 1.00
Recreation Coordinator - - - 1.00 1.00
Recreation Leader II (1 FTE, 1 PT)2- - - 1.45 1.45
Van Drivers (2-PT) - - - 1.00 1.00
Nutrition Site Supervisor (PT) - - - 0.75 0.75
Kitchen Aide (PT) - - - 0.50 0.50
TOTAL - - - 5.70 5.70
1 Division transferred to City Manager's Office from Administrative Services effective FY 2024-25. 2 Reducing one PT and Adding one FT. Net changes 0.55 (subject to Council approval).

CITY MANAGER'S OFFICE
FY 2024-2025 Budget
Community Services & Recreation Division
Division Summary
DB-33
177

SOURCES
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-251
FY 2024-251
Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 19,759 2,055 2,200 - -
Use of Resources 707,517 935,509 1,044,654 - -
Special Revenue Funds 492,488 90,986 929,350 - -
Capital Project Fund - - 100,000 - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 1,219,765 1,028,550 2,076,204 - -
-
EXPENDITURES BY DIVISION FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-251 FY 2024-251
Actual Actual Adopted Baseline Proposed
Community Programs 948,680 817,635 1,561,947 - -
Senior Programs 271,084 210,916 514,257 - -
TOTAL 1,219,765 1,028,550 2,076,204 - -
CHARACTER OF EXPENDITURES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-251 FY 2024-251
Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 437,319 614,349 556,104 - -
Subtotal 437,319 614,349 556,104 - -
Supplies and Services
Purchased Services 771,579 308,214 642,100 - -
Supplies and Materials 10,867 17,729 33,000 - -
Capital Expenditures - - 570,000 - -
Other Expenditures - 88,258 275,000 - -
Subtotal 782,445 414,201 1,520,100 - -
TOTAL 1,219,765 1,028,550 2,076,204 - -
AUTHORIZED STRENGTH FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-251 FY 2024-251
Actual Actual Adopted Baseline Proposed
Community Services Manager 1.00 1.00 1.00 - -
Recreation Coordinator - 1.00 1.00 - -
Recreation Leader II (3 PT) 0.90 0.90 0.90 - -
Van Drivers (2-PT)¹ 0.50 1.00 1.00 - -
Nutrition Site Supervisor (PT) 0.75 0.75 0.75 - -
Kitchen Aide (PT) 0.50 0.50 0.50 - -
TOTAL 3.65 5.15 5.15 - -
1 Division transferred to City Manager's Office from Administrative Services in FY 2024-25. 2 Temporary 0.5 position freeze in FY 2020-21

ADMINISTRATIVE SERVICES DEPARTMENT
FY 2024-2025 Budget
Division Summary
Community Services & Recreation Division
DB-34
178
CITY MANAGER’S OFFICE
FY 2024-2025 Budget
Community Services Division Summary
The Division is staffed with 5.70 proposed full-time equivalent positions:
• 1 Community Services Manager
• 1 Recreation Coordinator
• 1 Part-Time (0.75) Nutrition Site Supervisor
• 1 Part-Time (0.5) Kitchen Aide
• 2 Part-Time Van Drivers (1.0)
• 1 Full-Time and 1 Part-Time (0.45) Recreation Leaders (subject to Council approval) The Community Services Division activities rely heavily on interdepartmental, inter-jurisdictional, and community partnerships to deliver services that enhance the quality of life for East Palo Alto residents with a focused effort on increasing community engagement. The Community Services Division provides staffing support to the Senior Advisory Board, including efforts to fill vacancies with committed residents that represent the myriad of skill/talent, community senior interests, and cultural diversity of the community.

SIGNIFICANT CHANGES
FY 2023-2024 to FY 2024-2025 Budget:

The increase of $101,832 (+4.9%) from the FY 2023-24 Adopted Budget to the FY 2024-25 Baseline Budget is primarily due to an increase in professional services using TOT grants ($400,000) for Community program, offset by Park services/ Open Space Study (-$100,000), Personnel expenditures (-$77,000), and other miscellaneous expenses reduced.

The increase of $58,094 (+2.7%) from the FY 2024-25 Baseline Budget to the FY 2024-25 Adopted Budget is due to an increase in personnel services.
1 Division transferred to City Manager's Office from Administrative Services effective FY 2024-25. Fiscal Year (FY) Budget $ Change From Previous FY
% Change From
Previous FY
2023-24 Adopted $2,076,204
2024-251 Baseline $2,178,036 $101,832 4.9%
2024-251 Proposed $2,236,130 $58,094 2.7%

SERVICE DESCRIPTION
Community Services is responsible for an array of services and facilities for residents and visitors to our City. Responsibilities include senior services, facility and park reservations, family and children programming, citysponsored events, sports, leisure, and urban arts programing.

The Focus is on providing efficient, responsive, and innovative communitybased services that promotes a healthy and safe neighborhood that meets the communities’ diverse cultural, recreation, and information needs.

DB-35
179
CITY MANAGER’S OFFICE
FY 2024-2025 Budget
Community Services Division

ACCOMPLISHMENTS

OBJECTIVES RESULTS

1. Cultural Arts, Events and Entertainment:
• Promote, support, and provide CitySponsored events (Cinco de Mayo, Juneteenth, Children’s Day, and Tree
Lighting Ceremony), cultural services,
special events, and educational
opportunities for the community.
• Support local arts organizations through
promotion and events.
• Implementation of Utility Box arts
project.

1. Completed

2. Completed

3. In-Progress

2. Lifelong Learning:
• Provide ongoing opportunities for the
community to learn new skills, explore
opportunities, and pursue knowledge
for personal and/or professional
development.
• Enhance Literacy and STEM access and
services.

1. Continuing

2. Continuing

3. Recreation:
• Streamline the Summer Park Activation
process utilizing the best practices from
the Parks Master Plan
• Increase emotional and social support
for Seniors by implementing
intergenerational programs between
youth and senior populations.
• Increase recreation space through
partnerships and field rentals.

1. In Progress

2. Continuing

3. Completed
DB-36
180
CITY MANAGER’S OFFICE
FY 2024-2025 Budget
Community Services Division

ACCOMPLISHMENTS

OBJECTIVES RESULTS

4. Community Outreach and Engagement:
• Promote programs, events, and services
through intentional and strategic
communications and marketing and
provide opportunities for residents to
engage and volunteer in city offered
programs.
• Increase Library/City community
engagement and collaboration to exceed
over 3000 residents with more Digital
Literacy classes, Farmers’ Markets, and
school visits.
• Host community Resource Fair and/or
Flea Market at City Room at the Y or
Bell Street Park.
• Increase social media posts and events
to promote Community Services and
Recreation programs and special events.

1. Continuing

2. In-Progress

3. In-Progress

4. Continuing

5. Senior Services:
• Rebooted senior services and events
like the Senior’s Prom
• Increase senior programs and services.
• Mobilize Senior Advisory Committee to
assist seniors with their needs and any
other assistance they might require.

1. In-Progress

2. In-Progress

3. In-Progress

6. Youth Leadership Development:
• Provide Opportunities for youth ages
12-25 to develop leadership life skills,
job preparation, and college readiness
through interactive programming.
• Prepare for launch of Youth
Commission through Consultation and
Summit

1. In-Progress

2. In-Progress
DB-37
181
CITY MANAGER’S OFFICE
FY 2024-2025 Budget
Community Services Division

OBJECTIVES

1. Cultural Arts, Events and Entertainment:
• Continue activation of parks through Summer Park Activation series and Family Day events • Evaluate and update the process of support for City-Sponsored events (Cinco de Mayo, Juneteenth, Children’s Day), cultural services, special events, and educational opportunities for the community.
• Partner with local artists and arts organizations to amplify events and creative opportunities for residents.
• Complete implementation of Utility Box arts project in collaboration with EPACenter for the Arts.

2. Lifelong Learning:
• Provide ongoing opportunities for the community to learn new skills, explore opportunities, and pursue knowledge for personal and/or professional development. • Enhance Literacy and STEM access and services through successful collaborations and grants.

3. Community Outreach and Engagement:
• Promote programs, events, and services through intentional and strategic communications and marketing and provide opportunities for residents to engage and volunteer in city offered programs.
• Increase Library/City community engagement and collaboration to exceed over 3000 residents with more Digital Literacy classes, Farmers’ Markets, and school visits. • Host community Resource Fair and/or Flea Market at City Room at the Y or Bell Street Park. • Increase social media posts and events to promote Community Services and Recreation programs and special events.

4. Recreation:
• Implement seventh (7) year of summer recreation programs and services. • Complete the master plan for Martin Luther King Junior Park • Increase the amount of youth participating in recreation programs that promote healthy habits, by 15% and provide additional programming for Senior programs. • Increase emotional and social support for seniors by implementing intergenerational programs between youth and senior populations.
• Increase recreation space through partnerships and field rentals.

5. Senior Services:
• Evaluate how to reach our Seniors more effectively in the community through database and/or canvassing.
• Increase senior programs and services.
• Mobilize Senior Advisory Committee to assist seniors with their needs and any other assistance they might require.

6. Youth Leadership Development:
• Provide Opportunities for youth ages 12-25 to develop leadership life skills, job preparation, and college readiness through interactive programming.
• Launch Youth Commission with initial objectives identified through Youth Summit and Consultation.

DB-38
182

FINANCE DEPARTMENT
FY 2024-2025 Budget

CHARACTER OF EXPENDITURES

AUTHORIZED STRENGTH
FY 2024-25
Operating $1,642,361
Positions 7
DB-39
183
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 44,215 - 63,080 - -
Use of Resources 981,660 1,013,694 1,344,914 1,464,974 1,489,587 Special Revenue Funds 9,957 7,280 9,067 7,520 7,520
Capital Project Fund - - 67,758 69,436
Enterprise Funds 1,816 1,940 22,000 52,300 52,300
Succesor Agency Trust Fund 11,126 30,749 28,029 25,808 23,518 TOTAL 1,048,774 1,053,663 1,467,090 1,618,360 1,642,361 EXPENDITURES BY DEPARTMENT FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Finance Department 1,048,774 1,053,663 1,467,090 1,618,360 1,642,361 TOTAL 1,048,774 1,053,663 1,467,090 1,618,360 1,642,361 CHARACTER OF EXPENDITURES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 889,013 880,874 1,062,158 1,144,751 1,168,752 Subtotal 889,013 880,874 1,062,158 1,144,751 1,168,752
Supplies and Services
Purchased Services 154,554 163,360 391,932 467,109 467,109 Supplies and Materials 5,207 6,787 10,000 6,500 6,500
Capital Expenditures - - 3,000 - -
Other Expenditures - 2,642 - - -
Subtotal 159,761 172,789 404,932 473,609 473,609
TOTAL 1,048,774 1,053,663 1,467,090 1,618,360 1,642,361 AUTHORIZED STRENGTH FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Finance Director 1.00 1.00 1.00 1.00 1.00
Financial Services Manager 1.00 1.00 1.00 1.00 1.00
Senior Management Analyst 1.00 1.00 - - -
Accountant Senior - - 1.00 1.00 1.00
Accountant I1 1.00 1.00 1.00 1.00 1.00
Account Technician I/II2 2.00 2.00 2.00 1.00 1.00
Senior Accounting Technician2 - - - 1.00 1.00
Grant Coordinator - 1.00 1.00 1.00 1.00
TOTAL 7.00 7.00 7.00 7.00 7.00
1 Converting Accountant I/II to Accountant I
2 Reducing Accounting Technician I/II from FTE 2.0 to 1.0. Creating Senior Accounting Technician Position of FTE 1.0.

FY 2024-2025 Budget

FINANCE DEPARTMENT
Department Summary
DB-40
184

FINANCE DEPARTMENT
FY 2024-2025 Budget
Department Summary
Finance Department functions include administration, financial reporting, tax administration, budgeting, forecasting, cash management and treasury, capital financing and debt management, and risk management.

The department has an authorized staffing level of seven positions, including: Finance Director, Financial Services Manager, Accountant Senior, Accountant I, Senior Accounting Technician, Accounting Technician I/II, and Grants Coordinator.

Goals related to the Council Strategic Priorities for Finance Department include:
• Assess and Prepare for Utility Operational and Finance Needs • Analyze needs, strategies and community support for funding public infrastructure • Perform Impact Fee Nexus Study
• Develop and maintain 10-year financial projections
• Enterprise Resource Planning (ERP) implementation
In addition to the above goals, staff are preparing for the significant responsibilities associated with the transition of the Sanitary District from an independent entity to a subsidiary district of the City. This entails rigorous due diligence efforts, involving thorough investigation and examination of financial records.

Furthermore, staff will assume control over financial operations, budget management, administrative tasks, and financial reporting.

SIGNIFICANT CHANGES
FY 2023-2024 to FY 2024-2025 Budget:

The increase of $151,270 (10.3%) from the FY 2023-24 Adopted Budget to the FY 2024-25 Baseline Budget is primarily due to the cost allocation study and Master fee schedule of $150,000.

The increase of $24,001 (1.5%) from the FY 2024-25 Baseline Budget to the FY 2024-25 Proposed Budget is primarily due to the personnel expenses.

Fiscal Year (FY) Budget $ Change from
Previous FY
% Change from
Previous FY
2023-24 Adopted $1,467,090
2024-25 Baseline $1,618,360 $151,270 10.3%
2024-25 Proposed $1,642,361 $24,001 1.5%

MISSION STATEMENT
Maintain the financial integrity of the City by providing fiscal management and oversight, including safeguarding assets. Oversee financial, compliance, and operational reviews and/or audits that provide independent and objective analysis of City departments; provide accurate, complete, and timely financial records, and enhance the City’s financial reporting systems, controls, and disbursements.

DB-41
185

FINANCE DEPARTMENT
FY 2024-2025 Budget

ACCOMPLISHMENTS

OBJECTIVES RESULTS

1. Assess and Prepare for Utility Operational and
Finance Needs.

1. The City Council approved Utility Manager
position to work toward this objective in the
Mid-year budget process in February 2024. This
objective will be continued in the next fiscal year
and require Sanitary District’s operation and
assessment of current water lease agreement
with Veolia.

2. Analyze needs, strategies and community support
for funding public infrastructure improvements.

2. The City conducted a series of community
outreach meetings/communication to assess
community interest related to both services and
infrastructure. The City was also awarded for
several infrastructure grants including but not
limited to a $8 million water project grant and a
$1.5 million library grant.

3. Perform Impact Fee Nexus Study. 3. Bid process complete and contract approved by Council in October 2023. Project kick-off
implemented November 2023. Staff provided an
update to Council in April 2024 and anticipate
proposed fees and Nexus Study to be presented
by June 2024.

4. Develop 10 year Financial Projections. 4. The City entered into a contract with Urban Futures Inc. Staff presented a model with the
most recent data to Council during the
Preliminary Budget report in April 2024.

5. ERP Implementation. 5. As of December 2023, all financial activities, including payroll, accounts payable, and
budgeting, have successfully migrated to the
new system. Staff members are already noticing
significant improvements in efficiency and data
accessibility. This transition reflects a massive
undertaking citywide, and we are nearing the
final stages of implementation. Despite
encountering some obstacles, this project is an
unmitigated success, especially when
considering the scale of change.

DB-42
186

FINANCE DEPARTMENT
FY 2024-2025 Budget

ACCOMPLISHMENTS

6. Complete FY2022-23 Annual Comprehensive
Financial Report and submit application to
Government Finance Officers Association (GFOA)
by December 2023.

6. Annual Comprehensive Annual Financial
Report (ACFR) was issued and submitted to
GFOA on December 27,2023.

DB-43
187

FINANCE DEPARTMENT
FY 2024-25 Budget

OBJECTIVES

1. Assess and Prepare for Utility Operational and Finance Needs.

2. Analyze needs, strategies and community support for funding public infrastructure improvements.

3. Perform Impact Fee Nexus Study.

4. Maintain and Update 10-year Financial Projections.

5. Continue ERP Implementation – Budget module has not been implemented yet for the fiscal year 2024-25 budget development.

6. Implementation of new credit card payment system for various City services.

7. Complete FY2023-24 Annual Comprehensive Financial Report and submit application to Government Finance Officers Association (GFOA) by December 2024.

8. Tasks related to Sanitary District incorporation to the City as a subsidiary district including but not limited to examination and investigation of the District’s financial records, and assumption of the budget administration and management, the financial operation and the financial reporting.

9. Issue an RFP for and perform Cost Allocation and Master Fee studies reflecting the incorporation of the Sanitary District as a subsidiary district.

DB-44
188

FINANCE DEPARTMENT
FY 2024-2025 Budget
Total FTE’s: 7.0
Financial Services Manager
Accountant
Senior
Accountant I Grant
Coordinator

FINANCE DIRECTOR
Tomohito Oku
Accounting
Technician I/II
Senior Accounting
Technician
DB-45
189
This Page Intentionally Left Blank
DB-46
190

COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2024-2025 Budget

CHARACTER OF EXPENDITURES

AUTHORIZED STRENGTH
-

4.00 8.00

12.00 16.00

20.00 24.00
FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25 Proposed
Number of Positions
Fiscal Year
FY 2024-25
Operating $7,679,474
Positions 20
DB-47
191
Department Summary
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 1,573,002 2,114,629 883,792 2,905,799 2,905,799 Use of Resources 1,773,463 2,423,033 3,153,384 3,051,263 3,188,544 Special Revenue Funds 1,458,694 2,519,077 5,888,847 1,522,366 1,585,130 Capital Project Funds - - - - -
Enterprise Funds - 87 - - -
Succesor Agency Trust Fund - - - - -
TOTAL 4,805,159 5,825,989 11,156,860 7,479,427 7,679,474 EXPENDITURES BY DIVISION FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Administration Division 1,087,213 895,483 734,306 894,517 908,186 Building Services Division 1,129,440 786,374 1,729,629 2,907,284 2,931,620 Housing & Econ Development 1,051,296 2,094,709 6,180,205 1,512,762 1,654,595 Planning Division 1,537,209 2,049,423 2,512,720 2,164,864 2,185,073 TOTAL 4,805,159 5,825,989 11,156,860 7,479,427 7,679,474 CHARACTER OF EXPENDITURES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 2,161,737 2,327,847 3,280,642 3,336,833 3,406,945 Subtotal 2,161,737 2,327,847 3,280,642 3,336,833 3,406,945 Supplies and Services
Purchased Services 2,591,756 1,761,430 4,842,868 4,028,106 4,155,541 Supplies and Materials 49,986 36,708 47,350 44,688 47,188 Capital Expenditures 1,681 - 126,000 9,800 9,800
Other Expenditures - 1,700,005 2,860,000 60,000 60,000
Subtotal 2,643,423 3,498,142 7,876,218 4,142,594 4,272,529 TOTAL 4,805,160 5,825,989 11,156,860 7,479,427 7,679,474 AUTHORIZED STRENGTH FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Administration Division 4.00 4.00 4.00 4.00 4.00
Building Services Division 7.00 7.00 7.00 7.00 7.00
Housing & Econ Development 3.00 4.00 4.00 4.00 4.00
Planning Division 4.00 4.00 5.00 5.00 5.00
TOTAL 18.00 19.00 20.00 20.00 20.00

COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2024-2025 Budget
DB-48
192

COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2024-2025 Budget
Department Summary
The Community and Economic Development Department consists of four divisions: Administration, Building, Planning, and Housing/Economic Development. The Department is responsible for a wide range of functions including:
• Coordinating and managing the City’s development related functions (e.g. planning entitlement and permit processing; long range planning and development review; inspection services; assisting the production, preservation, and protections of affordable housing; and supporting compliance with the building code through enforcement);
• Coordinating business development and retention efforts through both capital projects and direct economic development efforts;
• Providing staff support to the Planning Commission and Rent Stabilization Board; • Collaborating with regional organizations (e.g. County Collaborative: 21 Elements, City/County Association of Governments (C/CAG), Metropolitan Transportation Committee (MTC), the South Bayside Waste Management Authority and the San Francisquito Creek Joint Powers Authority). .

MISSION STATEMENT
The Community & Economic Development Department seeks to make East Palo Alto a wonderful place to live, work, and play. The Department accomplishes this through effective current and long-range municipal planning, housing management, ensuring code compliance, and managing business attraction, small-business support, economic development, and retention opportunities in East Palo Alto.

DB-49
193

COMMUNITY AND ECONOMIC DEVELOPMENT DEPARTMENT
FY 2024-2025 Budget
Total FTE’s: 20.0
DB-67

Office Assistant
Administration
Building Inspector II
Planning Manager
Secretary I/II
Code Enforcement
/Bldg Inspector Hybrid
Assistant/Associate
Planner (2)
Management Analyst I/II
Building Services Housing & Econ Dev
Housing Project
Manager
Planning
Housing & Econ Dev
Manager

ASSISTANT CITY

MANAGER

COMMUNITY & ECONOMIC

DEVELOPMENT DIRECTOR
Amy Chen
Rent Stabilization
RSP Administrator
RSP Coordinator II
Senior Planner
Building Permit
Technician (2)
Chief Building Official
Planning Technician
Code Enforcement
Officer II (2)
DB-50
194
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - - -
Use of Resources 472,264 880,004 578,693 732,538 742,926 Special Revenue Funds 614,950 15,392 155,613 161,980 165,260 Capital Project Funds - - - - -
Enterprise Funds - 87 - - -
Succesor Agency Trust Fund - - - - -
TOTAL 1,087,213 895,483 734,306 894,517 908,186
EXPENDITURES BY DIVISION FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Administration Division 1,087,213 895,483 734,306 894,517 908,186 TOTAL 1,087,213 895,483 734,306 894,517 908,186
CHARACTER OF EXPENDITURES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 488,481 518,720 672,606 674,916 688,584 Subtotal 488,481 518,720 672,606 674,916 688,584
Supplies and Services
Purchased Services 588,925 373,109 49,200 206,202 206,202 Supplies and Materials 9,807 3,654 12,500 12,600 12,600 Capital Expenditures - - - 800 800
Other Expenditures - - - - -
Subtotal 598,732 376,763 61,700 219,602 219,602
TOTAL 1,087,213 895,483 734,306 894,517 908,186
AUTHORIZED STRENGTH FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Community & Econ Development Director 1.00 1.00 1.00 1.00 1.00 Management Analyst II¹ 1.00 1.00 1.00 1.00 1.00
Secretary II 1.00 1.00 1.00 1.00 1.00
Office Assistant 1.00 1.00 1.00 1.00 1.00
TOTAL 4.00 4.00 4.00 4.00 4.00
FY 2024-2025 Budget

COMMUNITY AND ECONOMIC DEVELOPMENT
Administration Division
Division Summary
DB-51
195

COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2024-2025 Budget
Administration Division Summary
The Administration of the Community and Economic Development Department is led by the Community and Economic Development Director with the assistance of one Management Analyst I/II and two (2) administrative support staff. The Administration Division manages the activities of and sets policy for the Department, manages budgets, and coordinates grant partnerships and contract administration, and oversees other administrative processes. Additionally, the Administration Division of Community and Economic Development works collaboratively with Public Works, and is co-located with the Public Works Administration Division at the Tate Street offices which is referred to as the City Permit Center.

SIGNIFICANT CHANGES
FY 2023-2024 to FY 2024-2025 Budget:

The increase of $160,211 (+21.8%) from the FY 2023-24 Adopted Budget to the FY 2024-25 Baseline Budget is primarily due to the increase of professional and technical services for rent registry.

The increase of $13,668 (+1.5%) from the FY2024-25 Baseline Budget to the FY 2024-25 Proposed Budget is due to an increase in personnel services expenditures.

Fiscal Year (FY) Budget $ Change From
Previous
% Change From
Previous FY
2023-24 Adopted $734,306
2024-25 Baseline $894,517 $160,211 21.8%
2024-25 Proposed $908,186 $13,668 1.5%

SERVICE DESCRIPTION
The Community and Economic Development Department provides a wide array of services to the community. The Department provides planning and development related services to property owners and businesses. The Community and Economic Development Department serves as the focal point for business and economic development efforts as well as administration of local affordable housing funds, implementation of the General Plan and Building Codes, and other services including regional agency coordination.

DB-52
196
Division Summary
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 1,129,029 639,125 1,659,629 2,558,880 2,558,880 Use of Resources 411 147,249 70,000 348,404 372,740
Special Revenue Funds - - - - -
Capital Project Funds - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 1,129,440 786,374 1,729,629 2,907,284 2,931,620
EXPENDITURES BY DIVISION FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Building Services Division 1,129,440 786,374 1,729,629 2,907,284 2,931,620 TOTAL 1,129,440 786,374 1,729,629 2,907,284 2,931,620
CHARACTER OF EXPENDITURES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 755,368 746,404 1,060,029 1,078,984 1,103,320 Subtotal 755,368 746,404 1,060,029 1,078,984 1,103,320
Supplies and Services
Purchased Services 358,898 34,630 569,300 1,805,000 1,805,000 Supplies and Materials 13,751 5,341 20,300 17,800 17,800 Capital Expenditures 1,423 - 80,000 5,500 5,500
Other Expenditures - - - -
Subtotal 374,072 39,970 669,600 1,828,300 1,828,300
TOTAL 1,129,440 1,729,629 786,374 2,907,284 2,931,620
AUTHORIZED STRENGTH FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Chief Building Official 1.00 1.00 1.00 1.00 1.00
Building Inspector II 1.00 1.00 1.00 1.00 1.00
Building Permit Technician 2.00 2.00 2.00 2.00 2.00
Code Enforcement/Bldg Inspector Hybrid 1 - - 1.00 1.00 1.00 Code Enforcement Officer II 3.00 3.00 2.00 2.00 2.00
TOTAL 7.00 7.00 7.00 7.00 7.00
1 Converted Code Enforcement Officer II to Code Enforcement/Bldg Inspector Hybrid.

FY 2024-2025 Budget
Building Services Division

COMMUNITY AND ECONOMIC DEVELOPMENT
DB-53
197

COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2024-2025 Budget
Building Services Division Summary

SIGNIFICANT CHANGES

Building Services Division responsibilities include project plan review, inspections, permit activities coordination, evaluation, implementation of codes and policies, and construction-related code enforcement for existing and new buildings and properties of all construction types and occupancies. The goal of the Division is to enforce minimum life safety standards for the built environment, which enhances the quality of life for residents and businesses.

Enhancement and constant improvement of building services and streamlining of the permitting and inspection processes are a major component of the City’s economic and business development effort. The Division is managed by the Chief Building Official and is staffed with one Building Inspector, two Code Enforcement Officers, one Building Inspector/Neighborhood Preservation Officer, and two Permit Technicians.

Additionally, the Building Services Division continues to add to customer service and operational efficiencies by developing and distributing educational handouts, policies, procedures, and written interpretations that address enforcement. These resources are also made available online to aid our customers in their efforts related to new construction, additions, alterations, maintenance, and repair of properties and structures in the City of East Palo Alto.

SIGNIFICANT CHANGES
FY 2023-2024 to FY 2024-2025 Budget:

The increase of $1,177,656 (+68.1%) from the FY 2023-24 Adopted Budget to the FY 2024-25 Baseline Budget is primarily due to an increase in professional and technical services for outside plan review, inspections, and staff augmentation of $1,250,000
The increase of $24,336 (+0.8%) from the FY 2024-25 Baseline Budget to the FY 2024-25 Proposed Budget is due to an increase in personnel services.

Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2023-24 Adopted $1,729,629
2024-25 Baseline $2,907,284 $1,177,656 68.1%
2024-25 Proposed $2,931,620 $24,336 0.8%

SERVICE DESCRIPTION
The Building Division ensures that existing and new/proposed development complies with the California Building Standards Code, Title 24, including California Code of Regulations Titles 8 and 19 as mandated by the State of California. The Division provides customer assistance to residents, property owners, contractors, developers, design professionals and businesses via the City’s Permit Center. Services include plan review, permit issuance and assistance, building inspections, and enforcement of state and local regulatory laws.

DB-54
198

COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2024-2025 Budget
Building Services Division

ACCOMPLISHMENTS

OBJECTIVES RESULTS

1. Continue to improve service quality, efficiency,
and customer service levels in all areas of the
Building Division’s Permit Center, Building
Inspections, Building Plan Review, and Code
Enforcement.

1. Maintained the same level of service as we
did during the Pandemic.

2. Continue to support staff to pursue all
applicable certification, training, and education
in order for staff to develop and achieve their
potential for exemplary customer benefits.

2. All staff were able to attend Edu Code
which is hosted by the International Code
Council this year. Staff have also attended
virtual and in-person training throughout the
year.

3. Conduct public outreach relevant to the new
state mandates and building codes.

3. Two public meetings held to introduce the
2022 State Building Code Standards and the
proposed 2023 Reach Code.

4. Continue to update technology and tools to
better serve the community and provide a
modern work environment.

4. In progress. The current TRAKiT
permitting system needs to be updated.

SolarApp+ is being implemented to
streamline solar PV permits.

5. Foster interdepartmental collaboration to ensure
compliance with all laws and regulations
relating to the built and natural environment.

5. Ongoing.

6. Continue to collaborate with external agencies
to provide financially challenged customers
with resources for project assistance.

6. Ongoing.

7. Implement the current building codes, and
adopted amendments (as needed) to ensure a
safe and healthy community.

7. Updated forms and policies, including
online resources.

8. Manage the influx load of Code Enforcement
cases per the City’s existing Code Enforcement
Program under Resolution 4610 with limited
allowance for anonymous complaints.

8. Administrative Regulations (April 20, 2021,
Resolution 57-2021) have been set in place
to limit the number of complaints received
from a single complainant and reestablishment of timelines and priorities.

DB-55
199

COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2024-2025 Budget
Building Services Division

OBJECTIVES

1. Ongoing improvements of service quality, efficiency and customer service levels in all areas of the Building Division’s Permit Center, Building Inspections, Building Plan Review, and Code Enforcement.

2. Develop and implement efficient processes aimed at streamlining the approval of Accessory Dwelling Units (ADUs) by introducing pre-approved plans. Collaborate with other agencies who are also developing similar processes to reduce duplicate efforts while harnessing their knowledge and expertise in facilitating a smoother, more predictable path for property owners.

3. Continue to support staff to pursue all applicable certification, training, and education in order for staff to develop and achieve their potential for exemplary customer benefits.

4. Conduct public outreach relevant to the new state mandates and building codes.

5. Foster interdepartmental collaboration to ensure compliance with all laws and regulations relating to the built and natural environment.

6. Implement the current building codes, and adopted amendments (as needed) to ensure a safe and healthy community.

7. Implement an electronic submittal, approval, and inspection process where applicants are not required to submit hardcopies of plans.

8. Deploy inspection application for 24/7 scheduling by homeowners or contractors, ensuring precise inspection timings while optimizing staff efficiency.

DB-56
200
Division Summary
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - - -
Use of Resources 207,552 93,254 446,971 152,376 234,725 Special Revenue Funds 843,744 2,001,455 5,733,234 1,360,386 1,419,870 Capital Project Funds - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 1,051,296 2,094,709 6,180,205 1,512,762 1,654,595 EXPENDITURES BY DIVISION FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Housing and Economic Development 739,077 1,803,387 3,700,874 1,116,042 1,196,626 Rent Stabilization Program 312,220 291,322 2,479,331 396,719 457,969 TOTAL 1,051,296 2,094,709 6,180,205 1,512,762 1,654,595 CHARACTER OF EXPENDITURES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 490,552 490,162 735,926 726,900 741,298 Subtotal 490,552 490,162 735,926 726,900 741,298
Supplies and Services
Purchased Services 537,847 381,339 2,572,079 715,964 843,399 Supplies and Materials 22,897 23,203 10,200 9,898 9,898 Capital Expenditures - - 2,000 - -
Other Expenditures (Loans) - 1,200,005 2,860,000 60,000 60,000 Subtotal 560,744 1,604,547 5,444,279 785,862 913,297
TOTAL 1,051,296 2,094,709 6,180,205 1,512,762 1,654,595 AUTHORIZED STRENGTH FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Housing & Economic Development Mgr - 1.00 1.00 1.00 1.00 Housing Project Manager 1.00 1.00 1.00 1.00 1.00
RSP Administrator 1.00 1.00 1.00 1.00 1.00
RSP Coordinator II 1.00 1.00 1.00 1.00 1.00
TOTAL 3.00 4.00 4.00 4.00 4.00
FY 2024-2025 Budget
Housing and Economic Development Division

COMMUNITY AND ECONOMIC DEVELOPMENT
DB-57
201

COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2024-2025 Budget
Housing and Economic Development Division Summary
The Housing and Economic Development Division is a division incorporating programmatic tasks related to affordable housing development and programs, as well as the Rent Stabilization Program. Affordable Housing and economic development programs are funded through multiple sources, including donations, Measure HH, successor housing, and the General Fund. The Rent Stabilization program is fully funded through annual registration fees paid by landlords for regulated rental units. In addition to supporting the Rent Stabilization Board in adopting and implementing regulations for the Ordinances, the staff works directly with residents and landlords to gain compliance with the Ordinances and to improve living conditions for rental residents.

The Division has a staffing level of proposed (4) positions for these services and is supported by staff from the City Attorney’s Office, Planning Division, Building Division, Public Works and Engineering, and the Finance Department. The Division also contracts Information Technology providers, hearing examiners, consultants, and temporary staff as needed.

SIGNIFICANT CHANGES
FY 2023-2024 to FY 2024-2025 Budget:

The decrease of $4,667,443 (-75.5%) from the FY 2023-24 Adopted Budget to the FY 2024-25 Baseline Budget is primarily due to decreases in Palo Mobile loans of $1,800,000, which will be encumbered in FY24, the RV Safe Parking Program of $1,227,000, which does not require additional funds, and a decrease of $1,000,000 for CalHome Loan Program.

The increase of $141,833 (+9.4%) from the FY 2024-25 Baseline Budget to the FY 2024-25 Proposed Budget is due to an increase in non-personnel services for staff augmentation.

Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2023-24 Adopted $6,180,205
2024-25 Baseline $1,512,762 ($4,667,443) -75.5%
2024-25 Proposed $1,654,595 $141,833 9.4%

SERVICE DESCRIPTION
Administer affordable housing and economic development programs, including the Rent Stabilization Program. The Program administers the Rent Stabilization and Eviction for Just Cause Ordinances. The primary purpose of these Ordinances is to 1) stabilize rents, 2) protect residential tenants from unreasonable rent increases and unjust or retaliatory evictions; and 3) facilitate improvements for an economically viable rental housing market. The Affordable Housing and economic development programs including various initiatives to increase housing affordability, business development, workforce development, and job creation in East Palo Alto.

DB-58
202

COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2024-2025 Budget
Housing and Economic Development Division

ACCOMPLISHMENTS

OBJECTIVES RESULTS

1. Leverage additional funds for housing from State
and Federal sources for affordable housing.

1. The City received $70,000 in Regional Early Action
Planning (REAP) grant funds in partnership with
ABAG/MTC for planning and housing activities.

The City also advanced work in the $4.1M
Affordable Housing and Sustainable Communities
(AHSC) grant for LightTree. The City dispersed
$8M in state grants and $1.7M in state Local
Housing Trust Fund (LHTF) funds for Colibri
Commons.

2. Implement annual updates to the Inclusionary
Housing Ordinance, including the Inclusionary
Guidelines and in-lieu fees, in addition to any
necessary amendments to adapt the ordinance to
small projects and projects with Accessory
Dwelling Units (ADUs).

2. City Council adopted new in-lieu fees for FY 2023-
24 (July 1, 2023– June 30, 2024) on July 18, 2023,
and staff updated the Inclusionary Housing webpage
and Chapters 2A and 2B of the Inclusionary
Guidelines for calculation of ownership and rental
in-lieu fees. City Council approved a new
calculation for in-lieu fees using the Construction
Cost Index (CCI) for the rental in-lieu fees, and a
three-year average of interest rates for the
ownership in-lieu fee to reduce volatility.

3. In coordination with the Planning Division,
complete the City’s Housing Element update for
the upcoming Regional Housing Needs
Assessment (RHNA) cycle.

3. The Housing Element was adopted by City Council
on March 19, 2024. As of April 29, 2024, the City
of East Palo Alto’s Housing Element was
considered substantially compliant with State
Housing Element Law (Gov. Code, § 65580 et seq).

4. Fully implement the remaining activities associated
with the City’s SB 2 Planning Grant award
(affordable housing overlay zone; site feasibility
analysis for affordable housing development)

4. Staff worked with Community Planning
Collaborative in finalizing the ADU streamlining
work for the SB 2 grant. The work included:
adoption of an ADU Ordinance Update on February
6, 2023, and creation of flyers on the ADU
development process.

5. Develop workplan and complete Year 2 tasks in
the Partnership for the Bay’s
Future/Breakthrough Grant related to:
implementation of EPA OPA (if adopted); securing
sustainable funding sources for all affordable
housing activities; identifying opportunities for
housing preservation; and capacity-building of
tenant organizations in East Palo Alto.

5. Staff developed workplan for Breakthrough Grant,
and has worked with the Fellow to advance housing
preservation efforts. City Council considered EPA
OPA policy in December 2023, decided not to
advance a TOPA/COPA policy. The City
implemented Measure L, a ballot that passed as a
sustainable funding source for affordable housing
activities. Fellow has finalized research on funding
opportunities for housing preservation, and is
working with local nonprofits for capacity-building.

DB-59
203

COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2024-2025 Budget
Housing and Economic Development Division

ACCOMPLISHMENTS

OBJECTIVES RESULTS

6. Work with other City agencies to ensure that
tenants are provided with proper notices and
relocation benefits when granted under the
Municipal Code.

6. This is an ongoing activity of the Rent Stabilization Program. The Rent Stabilization Program is
working with community partners to Services
include eviction assistance, know your rights
workshops and case management care. The Rent
Stabilization Program provides oversight over the
Euclid Improvement Relocation Plan.

7. Work with the Rent Stabilization Board, in
collaboration with the Building Services Division,
to ensure that rental units meet the building,
housing and safety code standards, so the rent
stabilization ordinance’s habitability goals can be
accomplished.

7. This is an ongoing activity of the Rent Stabilization Program. Rent Stabilization has worked closely with
Building Services when reports of habitability issues
arise it tenant units.

8. Assist the City Attorney’s Office and contract legal counsel to draft any needed regulations and
amendments to the Rent Stabilization ordinances.

Gain approval of amendments from the Board.
update forms, notices, and informative materials to
reflect any revisions adopted.

8. This is an ongoing activity of the Rent Stabilization Program.

9. Work with the IT services provider to make any
necessary programming adjustment to the
Program’s registration database and petition
tracking system.

9. Rent Stabilization continues to make adjustments to
database as needed to ensure proper tracking is
taking place. Efforts to create a Citywide Rent
Registry are underway, and adjustments to the
Program’s registration database will be incorporated
into this new system.

10. Conduct community outreach to educate both
landlords and tenants of their rights and
responsibilities under the City’s ordinances and
any other laws adopted., Including distributing an
informative Guide to Rent Control in East Palo
Alto.

10. Rent Stabilization Program worked with Measure O
partners to disseminate a new flyer with updated
community resources. The Program also provided
tenants with community resources on affordable
housing.

11. Conduct community outreach to educate both
landlords and tenants of their rights and
responsibilities under the City’s ordinances and
any other laws adopted., Including distributing an
informative Guide to Rent Control in East Palo
Alto.

11. Rent Stabilization Program worked with Measure O
partners to disseminate a new flyer with updated
community resources. The Program also provided
tenants with community resources on affordable
housing.

DB-60
204

COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2024-2025 Budget
Housing and Economic Development Division

ACCOMPLISHMENTS

OBJECTIVES RESULTS

12. Provide information on the requirements for
eviction in the ordinances to landlords and tenants,
including mailing information to tenants within one
business day of receipt of notices of eviction.

12. The Rent Stabilization Program provided referrals
for rental assistance, reviewed notices to verify
compliance with Just Cause for Eviction Ordinance,
and provide tenants with community resources.

13. Under the 2010 Ordinance, issue Certificates of
Maximum Allowable Rent for new tenants within
five business days of the Board’s receipt of a
completed Vacancy Registration Statement to
comply with the Ordinance and regulations

13. This is an ongoing activity of the Rent Program.

14. Mail 2023-24 Annual Program Fee Statements
forms to landlords of regulated rental units under
the 2010 Ordinance (regulated residential dwelling
units) in November, so landlords can timely submit
them and meet the deadlines established by the
ordinances.

14. The Rent Stabilization Program sent out this notice in November 2023. Notices were sent to regulated
residential dwelling units. With the closure and
conversion of the regulated mobile home park
spaces the Annual Program Fee has been approved
by the board and will be kept on the books but the
Fees are not collected for the mobile home park
spaces.

15. Process pending petitions submitted by landlords
and tenants within the timelines established in the
Rent Stabilization Ordinance and regulations.

15. This is an ongoing activity of the Rent Program.

16. Submit notices of noncompliance to landlords
when regulated rental units are not properly
registered as required by the ordinances and
regulations with information about how to comply,
the penalty fees that are accruing for
noncompliance, and the procedure for submittal of
a penalty waiver request for good cause.

16. This is an ongoing activity of the Rent Program.

17. Continue the RV Safe Parking Program through
April 2023.

17. The RV Safe Parking Program successfully operated
through October 2023 on an overnight and daytime
basis with City support.

18. Coordinate with the County and social service
partners to reduce homelessness in East Palo Alto.

18. Staff meets monthly with County and social service
partners to coordinate the response to homelessness.

Staff implemented the comprehensive strategy for
addressing unhoused residents that City Council
approved April 2022. Staff continue to apply for
grants and other resources to reduce homelessness.

DB-61
205

COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2024-2025 Budget
Housing and Economic Development Division

ACCOMPLISHMENTS

OBJECTIVES RESULTS

19. Develop and begin implementation of a
comprehensive, cross-departmental strategy for
unhoused residents in East Palo Alto that addresses
both RVs in the public right of way and residents
experiencing homelessness.

19. Staff implemented a cross-departmental strategy that addresses RVs in the public right of way. Any RV
not working with a service provider in the public
right of way, that presents a health or safety hazard,
receives a red tag notice from Public Works and gets
towed if no action is taken after the notice, with
assistance from the Police Department staff. Public
Works staff coordinate noticing and encampment
clean-up, and work with service providers to ensure
people experiencing homelessness are receiving the
services they need. Housing staff track report-backs
and work to identify funding opportunities to
support programs for people experiencing
homelessness. City Council adopted a Master
Temporary Use Permit program to work with
private property owners in providing temporary
shelters, and staff continues to seek opportunities for partnerships.

20. Collaborate with Planning to develop a “next
phase” strategy for promotion of ADUs beyond the
goal of producing 50 new units, as described in the
City’s 2018-2023 Affordable Housing Strategy.

20. Housing supported the Planning Division in
updating the ADU ordinance and developing
Objective Design Standards for ADUs, and is
working on posting previously approved plans
online, and other streamlining options for the
promotion of ADUs.

21. Provide semiannual update to City Council on
progress made on the City’s 2018-2023 Affordable
Housing Strategy.

21. An update on the Affordable Housing Strategy goals
is now provided annually during the City Council
priority-setting process. City Council adopted a
comprehensive Affordable Housing Strategy for
2024-2028 on February 6, 2024.

22. Continue to engage in strategic housing advocacy,
including comment letters to the relevant state
and/or federal agencies regarding key housing
grant programs.

22. This is an ongoing activity. No reportable activity at this time.

DB-62
206

COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2024-2025 Budget
Housing and Economic Development Division

OBJECTIVES

1. Leverage additional funds for housing from State and Federal sources for affordable housing.

2. Pursue state and regional funds to support affordable housing projects and programs and to address homelessness in the City.

3. Implement Measure L which increased and expanded the City’s existing Gross Receipts Tax on rental residential properties for affordable housing and support programs.

4. Collaborate with affordable housing developers to ensure widespread marketing and outreach when units are open to applications.

5. Implement annual updates to the Inclusionary Housing Ordinance, including the Inclusionary Guidelines and in-lieu fees, in addition to any necessary amendments to adapt the ordinance to small projects and projects with Accessory Dwelling Units (ADUs).

6. In coordination with the Planning Division, complete the City’s Housing Element and General Plan Annual Progress Report. At least every two years, evaluate the progress on meeting the City’s RHNA and adjust the Sites Inventory as needed,

7. Track the production of inclusionary housing units, ADUs, SB 9 units, and housing for special needs populations.

8. Fully implement the remaining activities associated with the City’s SB 2 Planning Grant award (ADU streamlining).

9. Identify funding sources for all affordable housing activities; identifying opportunities for housing preservation; and capacity-building for affordable housing preservation in East Palo Alto.

10. Work with other City agencies to ensure that tenants are provided with proper notices and relocation benefits when granted under the Municipal Code.

11. Implement anti-displacement services, fair housing and anti-eviction program using Measure O and other qualifying local revenue sources. Administer funding and monitor delivery of services and completion of deliverables specified in agreements.

12. Work with the Rent Stabilization Board, in collaboration with the Building Services Division, to ensure that rental units meet the building, housing and safety code standards, so the rent stabilization ordinance’s habitability goals can be accomplished.

13. Assist the City Attorney’s Office and contract legal counsel to draft any needed regulations and amendments to the Rent Stabilization ordinances. Gain approval of amendments from the Board. update forms, notices, and informative materials to reflect any revisions adopted.

14. Implement a Citywide Rent Registry and make any necessary programming adjustments to the Rent Stabilization Program’s registration database and petition tracking system to be incorporated in the same system.

15. Conduct community outreach to educate both landlords and tenants of their rights and responsibilities under the City’s ordinances, including distributing an informative Guide to Rent Control in East Palo Alto.

DB-63
207

COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2024-2025 Budget
Housing and Economic Development Division

OBJECTIVES

16. Provide information on the requirements for eviction in the ordinances to landlords and tenants, including mailing information to tenants within one business day of receipt of notices of eviction.

17. Under the 2010 Ordinance, issue Certificates of Maximum Allowable Rent for new tenants within five business days of the Board’s receipt of a completed Vacancy Registration Statement to comply with the Ordinance and regulations.

18. Mail Annual Program Fee Statements forms to landlords of regulated rental units under the 2010 Ordinance (regulated residential dwelling units) in November, so landlords can timely submit them and meet the deadlines established by the ordinances.

19. Process pending petitions submitted by landlords and tenants within the timelines established in the Rent Stabilization Ordinance and regulations.

20. Submit notices of noncompliance to landlords when regulated rental units are not properly registered as required by the ordinances and regulations with information about how to comply, the penalty fees that are accruing for noncompliance, and the procedure for submittal of a penalty waiver request for good cause.

21. Develop underwriting guidelines for use in the Inclusionary Housing Ordinance and Commercial Linkage Fee Programs.

22. Coordinate with the County and social service partners to reduce homelessness in East Palo Alto.

23. Implement a comprehensive, cross-departmental strategy for unhoused residents in East Palo Alto that addresses both RVs in the public right of way and residents experiencing homelessness, including but not limited to implementation of Master Temporary Use Permit Program, and employment and services opportunities for people experiencing homelessness

24. Continue to support the low barrier navigation center and emergency shelter operated by WeHope, and explore opportunities to accommodation of at-risk youths, households with children, and persons with disabilities.

25. Encourage smaller-scale housing that is relatively more affordable, including accessory dwelling units (ADUs). Collaborate with 21 Elements and ADU Working Group, and with Planning and Building to develop and implement a “next phase” strategy for promotion of ADUs, SB 9 units, and any future small development. This includes development code amendments and consideration of free waivers or reductions, financial incentives and previously approved and modular ADU design plans.

26. Provide update to City Council on progress made on the City’s 2024-2028 Affordable Housing Strategy.

27. Continue to engage in strategic housing advocacy, including comment letters to the relevant state and/or federal agencies regarding key housing grant programs.

28. Create homeownership opportunities for East Palo Alto residents and stability for existing homeowners. Research and report to City Council on barriers to homebuying for households in East Palo Alto and effectiveness of federal, state, and local programs, with recommendation of either a DB-64
208

COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2024-2025 Budget
Housing and Economic Development Division

OBJECTIVES
City led program or partnership with local organization. Determine how such a program should be funded, and whether a Request for Proposals (RFP) is needed.

29. Promote stewardship and preservation of the City’s existing affordable housing stock. By first quarter 2023, report on progress made under existing Below Market Rate (BMR) contract and seek City Council direction on future BMR administration for the issuance of a new Request for Proposals (RFP).

30. Implement an effective and fair housing compliant Local Preference Policy and post to website.

31. Execute agreements and administer Measure HH Pilot Workforce Development Program. Monitor success of meeting performance goals and quantified metrics.

32. Improve and maintain the Housing and Rent Stabilization webpages as a primary means of communicating information, and expand proactive measures to inform homeowners, landlords and tenants about available local and County housing resources and supportive services.

33. Create a budget at the start of each fiscal year to increase accessibility including mailers/non-digital outreach on the Housing workplan items, translation of materials and interpretation for public meetings in alignment with City’s Language Access Plan.

34. Join with other cities in San Mateo County to share housing staff to support longer-term housing initiatives and programs.

DB-65
209
SOURCES FY 2021-22 FY 2022-23 FY23-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 443,973 244,667 455,000 346,919 346,919 Use of Resources 1,093,237 1,302,526 2,057,720 1,817,945 1,838,154 Special Revenue Funds - 502,230 - -
Capital Project Funds - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 1,537,209 2,049,423 2,512,720 2,164,864 2,185,073 EXPENDITURES BY DIVISION FY 2021-22 FY 2022-23 FY23-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Planning Division 1,537,209 2,049,423 2,512,720 2,164,864 2,185,073 TOTAL 1,537,209 2,049,423 2,512,720 2,164,864 2,185,073 CHARACTER OF EXPENDITURES FY 2021-22 FY 2022-23 FY23-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 427,335 572,561 812,081 856,034 873,743 Subtotal 427,335 572,561 812,081 856,034 873,743
Supplies and Services
Purchased Services 1,106,086 972,352 1,652,289 1,300,940 1,300,940 Supplies and Materials 3,530 4,510 4,350 4,390 6,890
Capital Expenditures 258 - 44,000 3,500 3,500
Other Expenditures - 500,000 - - -
Subtotal 1,109,874 1,476,862 1,700,639 1,308,830 1,311,330 TOTAL 1,537,209 2,049,423 2,164,864 2,512,720 2,185,073 AUTHORIZED STRENGTH FY 2021-22 FY 2022-23 FY23-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Planning Manager 1.00 1.00 1.00 1.00 1.00
Senior Planner 1.00 1.00 1.00 1.00 1.00
Assistant/Associate Planner 2.00 2.00 2.00 2.00 2.00
Planning Technician - - 1.00 1.00 1.00
TOTAL 4.00 4.00 5.00 5.00 5.00
FY 2024-2025 Budget
Planning Division
Division Summary

COMMUNITY AND ECONOMIC DEVELOPMENT
DB-66
210

COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2024-2025 Budget
Planning Division Summary
The functions of the Planning Division include current planning/development review, and advanced/long range planning. In addition to regular staff, the Division also utilizes consultants for special projects and environmental reviews. Core planning functions include, but are not limited to, processing high priority projects, responding to day-to-day inquiries from the public, processing environmental and private development permit applications, updating ordinances and policies to be compliant with state law, and ensuring that divisional operations are conducted in an efficient, professional, and customer-friendly manner. The Development Code is the guiding document for the planners to keep East Palo Alto safe, healthy, and growing in a way the community envisioned.

Despite very challenging recruitment efforts for new planners due to the economy and competition with other jurisdictions and companies over the past few years, the Division has finally attained full staffing, with no turnovers to date. The Division is comprised of a Planning Manager, senior planner, two assistant/associate planners, and a planning technician that was added during the FY2022-2023 budget cycle. Last fiscal year the division focused on training the new hires, and now has a well-functioning staff capable of processing much of the current planning projects without contract planner or consultant augmentation. The planners have also been assigned to large /complex long-range projects, such as the Safety and Environmental Justice elements that involve consultant contracts. While applications, especially for minor projects, have not decreased, the additional staff have been able to handle the additional workload to the extent the Division no longer relies on consultant planners. The Planning Division competed some long-range planning efforts such as the Development Code Update to align the city’s accessory dwelling unit ordinance to state legislation, and has begun the processes - with the hiring of consultants – to update the General Plan Safety and Health and Equity (Environmental Justice) chapters. Planning staff also collaborated with the Housing and Economic Development Manager in the update of the Housing Element and associated annual progress reports. Finally, this fiscal year the Planning Division is tasked with completing some long-range planning efforts such as the Development Code Update for objective design standards (related to SB 9 and 35).

The Planning Division also supports the work of the Planning Commission, whose resident members are appointed by the City Council. The Planning Commission is required under state law to review and act on matters related to planning and development. The Planning Division will continue to work towards process and systems improvement as part of the objectives described in the objectives section of this narrative.

SERVICE DESCRIPTION
The Planning Division implements the City’s planning policies, which are intended to maintain and enhance the quality of life for City residents and visitors through provision of an attractive and functionally built environment, protection of desirable environmental and scenic amenities, efficient development review. The Division provides quality development review and permitting services through efficient, professional, and customerfriendly public processes under the policy direction of the Planning Commission and ultimately the City Council.

DB-67
211

COMMUNITY DEVELOPMENT
FY 2024-2025 Budget
Planning Division Summary
(Continued)

SIGNIFICANT CHANGES
FY 2023-2024 to FY 2024-2025 Budget:

The decrease of $347,856 (-13.8%) from the FY 2023-24 Adopted Budget to the FY 2024-25 Baseline Budget is primarily due to the transfer of $400,000 for the Pass through fund Legal services to the City Attorney’s office.

The increase of $20,209 (+0.9%) from the FY 2024-25 Baseline Budget to the FY 2024-25 Proposed Budget is due to increase personnel services expenditures.

Fiscal Year (FY) Budget $ Change From
Previous
% Change From
Previous
FY23-24 Adopted $2,512,720
2024-25 Baseline $2,164,864 ($347,856) -13.8%
2024-25 Proposed $2,185,073 $20,209 0.9%
DB-68
212

COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2024-2025 Budget
Planning Division

ACCOMPLISHMENTS

OBJECTIVES RESULTS

1. Ensure Planning Division staff capacity to handle
current and future projects, including ability to
utilize consultants.

1. The Division is now adequately staffed with a
Manager, supported by three planners and a
technician. With no turnover in over one year,
staff have been able to process all small and
medium sized current planning projects
without outside consultant support. Utilizing
the active project spreadsheet to guide
assignments, staff have been able to make
progress on projects that have been in the
pipeline for some time. The Good City
Company is still on retainer to continue
managing the four major RBD projects and
two major applications on the West Side Area
which are funded directly by the developers.

Staff is being assisted by the consulting firm,
Placeworks, to update the Safety and
Environmental Justice elements of the
General Plan. The work program has been
shaped to ensure that planners have a variety
of projects to provide an interesting range of
projects and to build institutional knowledge.

2. Work on both a balanced range of current and longrange projects to implement city priorities2. The Planning Division has taken on a range of both current and long-range projects. Staff
have continued to process all newly filed
current planning projects and has assisted
consultants on the RBD and West Side Area
projects. Long range projects accomplished
include the update of the Development Code
for consistency with state legislation on
accessory dwelling units (ADUs). Planning
has also provided assistance to the Housing
team in updating policies and programs,
including assistance on targeted technical
assistance with the Housing Element which
has recently been found in substantial
compliance by the state Department of
Housing and Community Development.

Simultaneously, staff have continued to work
on the update of the General Plan’s Safety and
Environmental Justice elements.

DB-69
213

COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2024-2025 Budget
Planning Division

ACCOMPLISHMENTS

OBJECTIVES RESULTS

3. Utilize consultant staff to seamlessly augment city
staff in the preparation of complex current planning
applications and significant long-range planning
documents, as needed.

3. Given the current level of staffing and barring
an unforeseeable uptick in applications the
Planning Division is committed to processing
majority of current planning projects in-house.

However, the Division would continue to utilize
consultants to augment the accomplishment of
larger, more complex projects, and long-range
efforts such as the RBD Specific Plan Update
and the updates to Safety and Environment
Justice elements.

4. Staff the public counter efficiently and effectively 4. Planning has continued to refine the counter schedule to best complement the work
schedules of planners/technician to ensure
timely responses to public inquiries and best
delivery of customer service. Each staff
member has a city cell phone to enable direct
communication. Counter schedules are made
available to administrative staff to ensure ready
access to a planner when needed. Staff has also
continued to maintain an online appointment
system (Bookings) that enables the public to
schedule meetings with Planning staff to allow
in-depth discussions of choice.

5. Enhance communication between staff and the
public through outreach efforts and social media

5. Staff reorganized the Division’s website for
user-friendliness and has continued to make
regular updates to post project information,
CEQA notices, and resources such as the ADU
resource page. Staff have also refined
applications and handouts, including
information about ADUs, to make it more easily
understandable and clear to the public. Staff has
also continued to implement the city’s
community outreach policy to provide early and
enhanced outreach for projects of various sizes.

Staff has provided larger mailing radii for
projects of special interest, such as the RBD
update, and continues to post quarterly updates
of pending and approved administrative level
projects.

DB-70
214

COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2024-2025 Budget
Planning Division

ACCOMPLISHMENTS

OBJECTIVES RESULTS

6. Address technology enhancements for better
design/development review and improved website
experience to better address needs of the public

6. City has procured new GIS and Bluebeam
software to allow enhanced georeferencing of
sites and design review of projects. These
acquisitions will leverage the work previously
executed by Raimi and Associates to enhance
the City’s GIS capacity. City staff has
continued to update the city’s website to provide
more information to the public regarding
information on ADUs, SB 35 and SB 9
implementation.

7. Prepare long range and advanced planning policies
consistent with state law

7. The City Council recently adopted code changes
to bring East Palo Alto Municipal Code
(EPAMC) into alignment with state legislation
of ADUs. Additionally, Staff has also continued
to refine the procedures for processing housing
applications ministerially in conformance with
SB 9 and 35 by preparing Preliminary
Ministerial Review clearance form for use by
applicants. Training is continually provided to
staff and the Planning Commission on changes
to state housing and zoning legislation, and the
applicability of the Housing Accountability Act
through participation in conferences,
workshops, and webinars.

8. Continue the growth and training of Planning
Division staff

8. The Division actively encourages staff to seek
training opportunities, especially now that most
training is offered remotely. Staff have
continued to take training when time permits.

Trainings include CEQA, planning and housing
law updates, GIS, and conferences, workshops,
and webinars.

9. Improve record keeping and enhance access to
records

9. The Planning staff has continued to obtain and
consolidate records onto SharePoint, ensuring
that the records are readily available. Staff has
developed a Planner FAQ to list all the various
resources in one place.

10. Respond to state mandates in a timely manner in
regard to housing based on local needs, including
SB 9 and SB 35.

10. Staff continue to receive training and develop
processes and materials to implement new State
legislation pertaining to housing. This includes
updating the website, training materials, and
handouts.

DB-71
215

COMMUNITY AND ECONOMIC DEVELOPMENT
2024-2025 Budget
Planning Division

OBJECTIVES

1. Ensure Planning Division staff capacity to handle current and future projects, including ability to utilize consultants.

2. Work on both a balanced range of current and long-range projects to implement city priorities.

3. Utilize consultant staff to seamlessly augment city staff for complex projects and in the preparation of significant long-range planning documents, as needed.

4. Staff the public counter efficiently and effectively.

5. Enhance communication between staff and the public through outreach efforts and social media.

6. Address technology enhancements for better design/development review and improved website experience to better address needs of the public.

7. Prepare long range and advanced planning policies consistent with state law.

8. Continue the growth and training of Planning Division staff.

9. Improve record keeping and enhance access to records.

10. Respond to state mandates in a timely manner in regard to housing based on local needs, including SB 9 and SB 35.

11. Develop a pop-up and unlicensed businesses policy and program.

DB-72
216

PUBLIC WORKS DEPARTMENT
FY 2024-2025 Budget

CHARACTER OF EXPENDITURES

AUTHORIZED STRENGTH
FY 2024-25
Operating $8,092,644
Positions 22.45
DB-73
217
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 91,096 121,572 997,153 114,871 114,871 Use of Resources 3,250,049 3,614,763 3,836,579 4,814,028 4,921,693 Special Revenue Funds 853,359 726,470 1,517,934 2,168,300 2,167,968 Capital Project Fund 40,000 5,652 243,333 - -
Enterprise Funds 548,193 294,728 500,786 778,397 888,112 Succesor Agency Trust Fund - 2,338 - - -
TOTAL 4,782,697 4,765,524 7,095,785 7,875,597 8,092,644 EXPENDITURES BY DIVISION FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Administration Division 840,545 420,879 876,459 1,672,607 1,687,068 Engineering Division 1,187,280 1,310,947 1,833,553 1,709,959 1,871,598 Maintenance Division 2,754,872 3,033,698 4,385,772 4,493,030 4,533,978 TOTAL 4,782,697 4,765,524 7,095,785 7,875,597 8,092,644 CHARACTER OF EXPENDITURES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 2,585,222 2,525,420 3,636,635 3,508,434 3,725,481 Subtotal 2,585,222 2,525,420 3,636,635 3,508,434 3,725,481 Supplies and Services
Purchased Services 1,653,614 1,675,060 2,516,300 3,439,663 3,439,663 Supplies and Materials 467,554 510,055 654,350 652,000 652,000 Capital Expenditures 22,211 44,363 283,500 275,500 275,500 Other Expenditures - 10,626 5,000 - -
Subtotal 2,143,380 2,240,104 3,459,150 4,367,163 4,367,163 TOTAL 4,728,602 4,765,524 7,095,785 7,875,597 8,092,644 AUTHORIZED STRENGTH FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed

4.50 4.45 4.45 4.45 4.45

3.75 5.00 5.00 6.00 6.00
Administration Division
Engineering Division
Maintenance Division 12.00 12.00 12.00 12.00 12.00
TOTAL 20.25 21.45 21.45 22.45 22.45

PUBLIC WORKS DEPARTMENT
FY 2024-25 Budget
Department Summary
DB-74
218

PUBLIC WORKS DEPARTMENT
FY 2024-2025 Budget
Department Summary
The Public Works Department includes the Administrative, Environmental, Engineering, and Maintenance Divisions.

Divisions Overview:

Administration Division
Administration performs oversight of Engineering, Environmental and Maintenance; and also performs direct budget preparation, scheduling, and operational contract and invoice payment processing.

Administration performs a variety of direct collaboration with stakeholders including the San Francisquito Creek Joint Powers Authority flood control projects, Cal TRANS transportation issues, BAWSCA water related issues, and general county-statewide collaboration with CCAG and MTC and local environmental programs
Environmental Division
The Environmental division overseas several environmental contracts including solid waste/recycling trash services, street sweeping, tree services (Canopy) as well as planting and public education (Grassroots Ecology). The Environmental Division is responsible for coordination with the County on environmental sustainability programs as well as implementation of the City’s Climate Action Plan. The Division also ensures compliance with the NPDES permit which includes the business/industrial/restaurant inspection program. This Division is also responsible for implementing the City’s Clean City program.

Engineering Division
The Engineering Division oversees the design, development and construction of public works capital projects and facilities, including streets and roadways, water supply, and storm drainage systems.

The Division is responsible for issuing permits for any work to be performed on City right-of- way and performs various reviews related to private development projects, and prepares grant applications Maintenance Division
The Maintenance Division is responsible for the day-to-day maintenance of all City-owned facilities, parks and infrastructure. It coordinates and assists other departments with the use of City facilities during special events, holidays, as well as the general use of City facilities and parks.

MISSION STATEMENT
The Public Works Department provides administrative, engineering and maintenance services that ensure the design, construction, maintenance, and operation of public infrastructure, parks, and facilities, are high-quality and sufficient to the meet the needs of East Palo Alto residents, businesses, and visitors.

DB-75
219
Total FTE’s: 22.45

PUBLIC WORKS DEPARTMENT
FY 2024-2025 Budget

PUBLIC WORKS DIRECTOR
Humza Javed
Administrative
Assistant
Administration Engineering Maintenance
City Engineer
Public Works
Supervisor
Maintenance
Manager
Maintenance
Worker I (3.0)
Maintenance
Worker II (5.0)
Maintenance
Worker III (2.0)
Secretary I Management
Analyst II
Environmental
Services Aide
(1.45)
Senior Engineer
Assistant/Associate
Engineer
Associate Engineer
UUT Manager1
1 Subject to Council Approval
DB-76
220
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - 481 - 20,000 20,000
Use of Resources 489,674 369,495 634,907 945,845 958,078 Special Revenue Funds 182,640 24,767 123,026 651,413 652,526 Capital Project Funds - 5,652 - - -
Enterprise Funds 168,232 18,146 118,526 55,350 56,463
Succesor Agency Trust Fund 2,338 - - -
TOTAL 840,545 420,879 876,459 1,672,607 1,687,068
EXPENDITURES BY DIVISION FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Administration Division 502,442 154,975 480,968 696,902 708,181 Environmental Programs 338,104 265,904 395,491 975,705 978,887 TOTAL 840,545 420,879 876,459 1,672,607 1,687,068
CHARACTER OF EXPENDITURES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 494,229 269,346 741,859 747,644 762,105 Subtotal 494,229 269,346 741,859 747,644 762,105
Supplies and Services
Purchased Services 330,453 134,534 126,850 899,963 899,963 Supplies and Materials 15,863 16,999 7,750 25,000 25,000 Capital Expenditures - - - - -
Other Expenditures - - - - -
Subtotal 346,316 151,533 134,600 924,963 924,963
TOTAL 840,545 420,879 876,459 1,672,607 1,687,068
AUTHORIZED STRENGTH FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Public Works Director 1.00 1.00 1.00 1.00 1.00
Management Analyst II 1.50 1.00 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Environmental Service Aide 1.00 1.45 1.45 1.45 1.45
TOTAL 4.50 4.45 4.45 4.45 4.45
FY 2024-25 Budget
Administration Division
Division Summary

PUBLIC WORKS DEPARTMENT
DB-77
221

PUBLIC WORKS DEPARTMENT
FY 2024-2025 Budget
Administration Division Summary
The Division is responsible for the oversight of a wide range of functions including:
• Maintaining existing streets, utilities and facilities. • Developing and managing the City’s Ten-Year Capital Improvement Program. • As the environmental coordinator for the City, ensuring compliance with the California Environmental Quality Act (CEQA) and the National Environmental Policy Act (NEPA). • Serving as the Disabled Access Coordinator to ensure safe and reasonable access for all citizens under the Americans with Disabilities Act (ADA) and California Title 24. • Managing storm water efforts to ensure compliance with the Clean Water Act and other mandates of the San Francisco Bay Regional Water Quality Control Board. • Providing staff support to the City Council and Public Works and Transportation Commission • Monitoring and collaborating with regional organizations (e.g., City/County Association of Governments (C/CAG), Metropolitan Transportation Committee (MTC), the Association of Bay Area Governments (ABAG), the South Bayside Waste Management Authority and the San Francisquito Creek Joint Powers Authority).

Through these core functions, the Department supports Council Strategic Priorities by undertaking the following initiatives:

1. Enhance Public Safety and Emergency Preparedness
• Conduct inspections for new construction, remodels and public improvements throughout the City.
• Coordinate with Menlo Park Fire Protection District, West Bay Sanitary District, East Palo Alto Sanitation District, Palo Alto Park Mutual Water Company and other entities on new development and infrastructure projects. • Coordinate and collaborate with East Palo Police Department, MPFPD and others on emergency preparedness efforts.
• Maintain the storm drain system including the O’Connor Pump Station, streets and other infrastructure.
• Continue to abate graffiti and illegal dumping on public facilities, within parks and adjacent to City streets.

2. Enhance Economic Vitality
• Continue to implement capital projects with particular focus on water supply and transportation projects.

SERVICE DESCRIPTION
The Public Works Administration Division provides oversight of the engineering and maintenance and environmental services that ensure the design, construction, maintenance, and operation of public infrastructure, parks, and facilities, are high-quality and sufficient to the meet the needs of East Palo Alto residents, businesses, and visitors.

DB-78
222

PUBLIC WORKS DEPARTMENT
FY 2024-2025 Budget
Administration Division Summary
(Continued)

3. Increase Organizational Effectiveness
• Develop software to provide reports and other information to the City Manager and Finance Department.
• Attend and monitor activities of special districts and regional agencies/authorities that affect the City of East Palo Alto. • More fully implement the IWORQ software within Maintenance. • Evaluate opportunities to utilize interns.

4. Improve Public Facilities and Infrastructure
• Complete construction of Bay Road and related downstream infrastructure. • Complete construction of Bike/Pedestrian improvements throughout the City by implementing the City Bicycle Transportation Plan.
• Complete the Design of the University Avenue/HWY 101 Interchange Project • Complete design and start construction of Addison Streets Green Infrastructure Improvements Project.
• Start the design of University Avenue Grand and Complete Street Improvement Project.
• Complete the design and construction of 2021 Street Resurfacing Project • Implement projects included in the FY 2020-22 Capital Budget • Initiate work on preventive maintenance program to extend the life of streets and roads to reduce overall maintenance cost of city streets network. • Coordinate with SFCJPA on implementation of flood control projects, including Reach 2, Upstream Project and SAFER Bay Project.

5. Improve Communication and Enhance Community Engagement • Provide articles for City Newsletter and City Manager Notes and Quotes.

6. Create a Healthy and Safe Community
• Evaluate opportunities to enhance/expand parks and open space opportunities.

DB-79
223

PUBLIC WORKS DEPARTMENT
FY 2024-2025 Budget
Administration Division Summary
(Continued)

SIGNIFICANT CHANGES
FY 2023-2024 to FY 2024-2025 Budget:

The increase of $796,148 (+90.8%) from the FY 2023-24 Adopted Budget to the FY 2024-25 Baseline Budget is primarily due to the Street sweeping budget transfer from Non department to Environmental program of $365,000 and Peninsula Clean Energy Grant expense of $243,563. Also, other professional and technical services such as annual Canopy project and annual Sustainable Service Corps fellow are included.

The increase of $14,461 (+0.9%) from the FY 2024-25 Baseline Budget to the FY 2024-25 Proposed Budget is primarily due to an increase in personnel services expenditures in the Administrative Division.

Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2023-24 Adopted $876,459
2024-25 Baseline $1,672,607 $796,148 90.8%
2024-25 Proposed $1,687,068 $14,461 0.9%
DB-80
224

PUBLIC WORKS DEPARTMENT
FY 2024-2025 Budget
Administration Division

ACCOMPLISHMENTS

OBJECTIVES RESULTS

1. Assist in oversight and management of the City’s
water operator.

1. Ongoing

2. Assist in management of over a dozen contracts,
purchase orders, and processing of invoices.

2. Ongoing

3. Assist in monitoring and adjustment of the
Gloria Way well water treatment system to
provide redundancy in the water supply in case of
water interruption or emergencies at the SFPUC
Hetch Hetchy Water Supply Aqueduct System.

3. Ongoing

4. Oversee groundwater management and
monitoring.

4. Ongoing

5. Coordinate with neighboring cities, regional
agencies, and water providers regarding various
City activities and operations.

5. Ongoing

6. Provide staff support the Public Works and
Transportation Commission.

6. Ongoing

7. General Administration support for the
Environmental Division, Maintenance Division,
and Engineering Division.

7. Ongoing
DB-81
225

PUBLIC WORKS DEPARTMENT
FY 2024-2025 Budget
Environmental Program

ACCOMPLISHMENTS

OBJECTIVES RESULTS

1. Oversee the Clean City Program. 1. Ongoing, responded to 219 instances of illegal dumping in FY23-24, and several
instances of illicit discharge as well as
coordinating with County’s outreach
team.

2. Oversee Grassroots Ecology Contract for
plantings, cleanups, and public education
events

2. Ongoing, seeking contract renewal
through 6/30/3036

3. Oversee the Canopy contract for tree plantings
and public events as well as meeting Urban
Forest Master Plan goals.

3. Ongoing, seeking contract renewal
through 6/30/2026.

4. Continue to implement requirements of the
NPDES MRP permit including the trash
program, business inspection program, LID
program and development compliance.

4. Ongoing, required outreach to schools
will be conducted in Spring 2024.

Working with County on MRP 3.0
compliance requirements and new asset
management provisions as well as
required old industrial site sampling.

5. Continue implementation of the Climate
Action Plan.

5. Ongoing. Climate Action Plan was
adopted by City Council on 9/5/2023.

6. Participate and lead public outreach and
education events such as Bike to Work Day,
Earth Day/watershed cleanup events.

6. Ongoing, Earth Day event planned for
April 13, 2024. Bike to Work Week will
be in May 2024.

7. Manage SB 1383 Program / RCD Partnership
with County.

7. Ongoing, contract with RCD extended
through 5/6/2026. Workshop with admin
staff completed Feb 2024 to bring City
up to purchasing compliance.

8. Extensive update and modification of
Environmental Programs website

8. Complete, will be uploaded in March
2024.

9. Manage Recycling Program 9. Ongoing, annual E-Waste & Shred Event scheduled for April 27, 2024
DB-82
226

PUBLIC WORKS DEPARTMENT
FY 2024-2025 Budget
Environmental Program

ACCOMPLISHMENTS

10. Foodware Ordinance

11. Grant Management

10. Ongoing, outreach for Foodware
ordinance will commence end of March
2024

11. Ongoing, Received $90,000 from
CalRecycle for SB 1383 Projects for FY
2024-2026. Additional grant funding
from Peninsula Clean Energy incoming.

Joined technical advisory committee for
regional CPRG grant lead by
BAAQMD, now submitted to
Environmental Protection Agency.

Funds disbursed through Community
Choice Aggregates and other agencies.

DB-83
227

PUBLIC WORKS DEPARTMENT
FY 2024-2025 Budget
Administration Division

OBJECTIVES

1. Assist in oversight and management of the City’s water operator.

2. Assist in management of over a dozen contracts, purchase orders, and processing of invoices

3. Assist in monitoring and adjustment of the Gloria Way well water treatment system to provide redundancy in the water supply in case of water interruption or emergencies at the SFPUC Hetch Hetchy Water Supply Aqueduct System.

4. Oversee groundwater management and monitoring

5. Coordinate with neighboring cities, regional agencies, and water providers regarding various city activities and operations

6. Provide staff support the Public Works and Transportation Commission

7. General Administration support for the Environmental Division, Maintenance Division, and Engineering Division.

DB-84
228

PUBLIC WORKS DEPARTMENT
FY 2024-2025 Budget
Environmental Program

OBJECTIVES

1. Oversee the City Clean City program

2. Oversee the Grassroots Ecology contract for plantings and public education events

3. Oversee the street sweeping program

4. Continue to implement requirements of the NPDES MRP permit including the trash program, business inspection program, LID program and development compliance, as a well as monitor for and document illicit discharge

5. Begin Model Water Efficient Landscape Review of proposed development projects

6. Continue implementation of Climate Action Plan, with emphasis on Existing Building Electrification and exploring update to Reach Codes after Berkeley Ruling

7. Participate and lead education events such as Bike to Work Day, recycling programs, and Earth Day/watershed cleanup events, as well as Hazardous Waste and annual E-Waste events

8. Manage grant funding

9. Outreach for Foodware Ordinance

10. Continue building out fleet electrification in accordance with CARB policy and monitoring for compliance
DB-85
229
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 91,096 121,091 997,153 94,871 94,871 Use of Resources 782,433 1,022,613 284,734 865,170 920,107 Special Revenue Funds 22,622 10,809 100,000 230,000 230,000 Capital Project Fund 40,000 - 243,333 - -
Enterprise Funds 251,128 156,434 208,333 519,918 626,620 Succesor Agency Trust Fund - - - - -
TOTAL 1,187,280 1,310,947 1,833,553 1,709,959 1,871,598 EXPENDITURES BY DIVISION FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Engineering Division 1,187,280 1,310,947 1,833,553 1,709,959 1,871,598 TOTAL 1,187,280 1,310,947 1,833,553 1,709,959 1,871,598 CHARACTER OF EXPENDITURES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 765,367 875,030 947,153 1,006,959 1,168,598 Subtotal 765,367 875,030 947,153 1,006,959 1,168,598
Supplies and Services
Purchased Services 417,681 414,060 876,400 696,500 696,500 Supplies and Materials 4,232 5,075 6,500 6,000 6,000
Capital Expenditures - 9,848 3,500 500 500
Other Expenditures - 6,934 - - -
Subtotal 421,913 435,917 886,400 703,000 703,000
TOTAL 1,187,280 1,310,947 1,833,553 1,709,959 1,871,598 AUTHORIZED STRENGTH FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Assistant/Associate Engineer 1.75 2.00 2.00 2.00 2.00
City Engineer 1.00 1.00 1.00 1.00 1.00
Public Works Supervisor 1.00 1.00 1.00 1.00 1.00
Senior Engineer - 1.00 1.00 1.00 1.00
UUT Manager1 - - - 1.00 1.00
TOTAL 3.75 5.00 5.00 6.00 6.00
1 Subject to Council Approval

PUBLIC WORKS DEPARTMENT
FY 2024-25 Budget
Engineering Division
Division Summary
DB-86
230

PUBLIC WORKS DEPARTMENT
FY 2024-2025 Budget
Engineering Division Summary
The Engineering Division is responsible for the maintenance and enhancement of existing infrastructure and public facilities as well as the design and construction of new public projects and infrastructure.

Additionally, the Division is responsible for review and inspection of improvements required as part of new private developments. The Division provides primary support to the City’s Public Works and Transportation Commission, in accordance with the Municipal Code.

The Division strategically addresses the following on an ongoing basis:
• Capital Improvement Program and projects.
• Storm drain and flood protection.
• Roads/traffic and transportation (new facilities, major rehabilitation and regular maintenance); • Water utilities.
• NPDES and related Clean Water Act requirements.
• Encroachment & Grading Permits and land development/plan review. • Coordination with Caltrans and other agencies; and
• Disaster/emergency preparedness, mitigation, and recovery.

SIGNIFICANT CHANGES
FY 2023-2024 to FY 2024-2025 Budget:

The decrease of $123,594 (-6.7%) from the FY 2023-24 Adopted Budget to the FY 2024-25 Baseline Budget is primarily a result of a decrease in professional and technical services expenditures due to expenditures that are either already encumbered or completed.

The increase of $161,639 (+9.5%) from the FY 2024-25 Baseline Budget to the FY 2024-25 Proposed Budget is due to the personnel services for the proposed Utility Manager position.

Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2023-24 Adopted $1,833,553
2024-25 Baseline $1,709,959 ($123,594) -6.7%
2024-25 Proposed $1,871,598 $161,639 9.5%

SERVICE DESCRIPTION
The Engineering Division develops and manages master infrastructure plans and capital projects to enhance community, economic and business development, and retention. It manages the transportation network, coordinates maintenance of streets, facilities and infrastructure and provides development review services, ensuring adequate public improvements and services to existing and new development.

DB-87
231

PUBLIC WORKS DEPARTMENT
FY 2024-2025 Budget
Engineering Division

ACCOMPLISHMENTS

OBJECTIVES RESULTS

1. Closeout Bay Road Phase II/III
Improvements Construction Project.

1. Complete

2. Closed out the 21/22 Annual Street
Resurfacing Project.

2. Complete

3. Complete sidewalk improvements as part of
the Sidewalk Improvement Program.

3. Complete

4. Install bike lanes per the City’s adopted
Bicycle Transportation Plan.

4. Complete

5. Coordinate/Collaborate with SFC JPA on
Design, Entitlements, & Permitting of Phase
II Upstream Flood Control Project.

5. Ongoing

6. Coordinate with the City of Palo Alto on the
construction of the Newell Bridge
Replacement Project.

6. Ongoing

7. Implement traffic calming per the Mobility
Study.

7. Complete

8. Award a construction contract for the
Addison Avenue Improvements Project.

8. Complete

9. Complete construction of the Street Light
Improvement Project.

9. Ongoing

10. Secure construction funding and complete
design of the 12” Water Transmission main
along University Avenue and Weeks Street.

10. Complete

11. Complete the design and secure
construction funding for the Woodland
Avenue watermain and Palo Alto
emergency intertie project.

11. Ongoing

12. Complete design package and construct the
tenant improvements at City Hall, the Tate
Office, and the Police Station.

12. Ongoing
DB-88
232

PUBLIC WORKS DEPARTMENT
FY 2024-2025 Budget
Engineering Division

ACCOMPLISHMENTS

OBJECTIVES RESULTS

13. Coordinate Bay trail access with MidPen
Open Space and San Francisco Public
Utilities Commission (SFPUC) at locations
in the northeast part of the City.

13. Ongoing

14. Work with SFPUC towards a fourth water
turnout in the City.

14. Ongoing

15. Award a construction contract for the
University Avenue/101 pedestrian
overcrossing project.

15. Complete

16. Complete the plans, specifications, and
estimates (PS&E) package for the Demeter
Waterline loop project.

16. Ongoing

17. Complete the plans, specifications, and
estimate (PS&E) package for the Joel Davis
Park Restroom project and award the
project.

17. Complete

18. Award a design contract for the University
Avenue safety improvements project for
various traffic signal and intersection safety
improvements.

18. Complete

19. Scope and preliminary design of the
O’Connor Pump station improvements.

19. Ongoing

20. Perform review and approval of
development projects throughout the City.

20. Ongoing

21. Complete the University Avenue and
Michigan Avenue Improvements Project.

21. Complete

22. Adopt the Water System Master Plan and
complete the associated Rate Study.

22. Complete

23. Complete the Bus Shelter Improvements
Project PS&E and award the project to a
contractor.

23. Complete

24. Complete the East Palo Alto Library RFP
and awarded the project to an architect.

24. Complete
DB-89
233

PUBLIC WORKS DEPARTMENT
FY 2024-2025 Budget
Engineering Division

OBJECTIVES

1. Closeout grants associated with the Bay Road Phase II/III Improvements Project.

2. Adopt the 5-year pavement management plan and design the 2024 Annual Street Resurfacing Project.

3. Complete sidewalk improvements as part of the Sidewalk Improvement Program.

4. Install bike lanes per the City’s adopted Bicycle Transportation Plan.

5. Coordinate/Collaborate with SFC JPA on Design, Entitlements, & Permitting of Reach II Upstream Flood Control Project as well as the Safer Bay Project.

6. Coordinate with the City of Palo Alto on the construction of the Newell Bridge Replacement Project.

7. Continued implementation of the Climate Action Plan.

8. Complete construction of the Addison Avenue Improvements Project and closeout grant reimbursements.

9. Complete construction of the Street Light Improvement Project.

10. Continue construction of the 12” Water Transmission main along University Avenue and Weeks Street.

11. Begin construction of the Woodland Avenue Watermain gap and Palo Alto intertie project.

12. Coordinate Bay trail access with MidPen Open Space and San Francisco Public Utilities Commission (SFPUC) at Rutgers Street.

13. Work with SFPUC towards a fourth water turnout in the City.

14. Continue construction of the 101 pedestrian overcrossing project.

15. Complete the plans, specifications, and estimates (PS&E) package for the Demeter Waterline loop project.

16. Complete construction of the Joel Davis Park Restroom project.

17. Begin construction of the University Avenue safety improvements project for traffic signal and intersection safety improvements at Runnymede Street.

DB-90
234

PUBLIC WORKS DEPARTMENT
FY 2024-2025 Budget
Engineering Division

OBJECTIVES

18. Scope and preliminary design of O’Connor Pump station improvements.

19. Perform review and approval of development projects throughout the City.

20. Complete the plans, specifications, and estimates (PS&E) package for the East Bayshore Cyclist and Pedestrian Improvements Project.

21. Adopt a permit parking pilot program.

22. Work towards identifying options for additional water storage.

23. Complete the design of the Pulgas Avenue Mini-Roundabout Project and begin construction.

24. Complete the design of the Cummings Loft improvements Project and begin construction.

25. Begin design of the East Palo Alto Library Project.

26. Complete the design and construct the tenant improvements at City Hall, the Tate Office, and the Police Station.

27. Complete the Bus Shelter Improvements Project construction and close out the grant.

28. Continue to implement the Mobility Study, and begin work on the University Avenue Grand Corridor study which will review some of the Mobility Study mid-term strategies.

DB-91
235
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - - - - -
Use of Resources 1,977,942 2,222,656 2,916,938 3,003,013 3,043,508 Special Revenue Funds 648,097 690,894 1,294,908 1,286,888 1,285,442 Capital Project Fund - - - - -
Enterprise Funds 128,833 120,148 173,927 203,129 205,028 Succesor Agency Trust Fund - - - - -
TOTAL 2,754,872 3,033,698 4,385,772 4,493,030 4,533,978 EXPENDITURES BY DIVISION FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Maintenance Division 2,754,872 3,033,698 4,385,772 4,493,030 4,533,978 TOTAL 2,754,872 3,033,698 4,385,772 4,493,030 4,533,978 CHARACTER OF EXPENDITURES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 1,325,626 1,381,044 1,947,622 1,753,830 1,794,778 Subtotal 1,325,626 1,381,044 1,947,622 1,753,830 1,794,778 Supplies and Services
Purchased Services 905,480 1,126,466 1,513,050 1,843,200 1,843,200 Supplies and Materials 447,460 487,981 640,100 621,000 621,000 Capital Expenditures 22,211 34,515 280,000 275,000 275,000 Other Expenditures - 3,692 5,000 - -
Subtotal 1,375,151 1,652,654 2,438,150 2,739,200 2,739,200 TOTAL 2,700,777 3,033,698 4,385,772 4,493,030 4,533,978 AUTHORIZED STRENGTH FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Maintenance Manager 1.00 1.00 1.00 1.00 1.00
Maintenance Worker I 4.00 4.00 4.00 3.00 3.00
Maintenance Worker II 4.00 4.00 4.00 5.00 5.00
Maintenance Worker III 2.00 2.00 2.00 2.00 2.00
Secretary I 1.00 1.00 1.00 1.00 1.00
TOTAL 12.00 12.00 12.00 12.00 12.00
Maintenance Division
Division Summary

PUBLIC WORKS DEPARTMENT
FY 2024-25 Budget
DB-92
236

PUBLIC WORKS DEPARTMENT
FY 2024-2025 Budget
Maintenance Division
The Maintenance Division is dedicated to excellence, integrity, and stewardship. To protect public health, safety, and welfare of the community by providing services for parks and open spaces, street maintenance, storm water and pump station maintenance, illegal dumping and graffiti abatement program, facilities maintenance, sidewalk maintenance, fleets and equipment preventive maintenance. The Division performs a range of functions, including:
▪ Drainage District: Maintain the citywide storm drainage system, including operation of O’Connor pump station. Ensure compliance with National Pollution Discharge Elimination System (NPDES) mandates of the San Francisco Bay Regional Water Quality Control Board. ▪ Facilities: Provide maintenance services to the Senior Center, Police Department, Police sub-station, Corporation Yard, Community Development, Cooley Landing building, Reentry Program, Space at YMCA, Jack Farrell Park and MLK Park concession buildings. ▪ Parks: Maintain Martin Luther King Jr., Jack Farrell, Bell Street, Joel Davis, Cooley Landing, and the Newbridge pocket park and Bay Road pocket parks.
▪ Open Space Landscaping: Maintain Street medians, alleyways, sound walls, Bay Trails and the Rail Spurs.
▪ Trees: Prune and maintain the health of approximately 7,000 trees in public right of ways, parks and city facilities.
▪ Graffiti Abatement Program: Remove graffiti in public right of way, facilities, bus shelters, parks, playgrounds, on regulatory signage, Bay Trails, traffic signal controller cabinets, POC and the pump station area.
▪ Sidewalks: Repair broken and uplifted sidewalks to prevent pedestrian trip and fall. ▪ Street: Maintaining existing streets and shoulders, repair potholes and pavement crack sealant project throughout the city.
▪ Regulatory Signages: Install new regulatory signage and repair damaged signage including recently approved additional stop signs.
▪ Red Curb: Maintain over four (4) miles of red- curbs (no parking zones) throughout the City. ▪ Illegal Dumping: Respond to the Clean City Program by picking up illegal dumping including hazardous material citywide.
▪ Street Sweeping Program: Install new signage; repair damaged signs. ▪ Fleet: Manage repair and services of Community Development and Public Works Department vehicles.
▪ Emergency: Respond to afterhours and weekend emergencies 24/7.

SERVICE DESCRIPTION
The Maintenance Division provides maintenance of parks, open spaces, medians, street landscaping, streetlighting, sidewalks, and city facilities. The Division operates and manages storm drain facilities including O’Connor Pump Station. The Division addresses graffiti abatement in public areas, fleet services, and managing multiple municipal service contracts.

DB-93
237

PUBLIC WORKS DEPARTMENT
FY 2024-2025 Budget
Maintenance Division

SIGNIFICANT CHANGES
FY 2023-2024 to FY 2024-2025 Budget:

The increase of $107,258 (+2.4%) from the FY 2023-24 Adopted Budget to the FY 2024-25 Baseline Budget is primarily due to an increase in expenditures for solar street light of $100,000, General Building maintenance of $200,000 offset by decrease of Personnel services expenditures of $190,000.

The increase of $40,948 (+0.9%) from the FY 2024-25 Baseline Budget to the FY 2024-25 Proposed Budget is due to an increase in personnel services expenditures.

Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2023-24 Adopted $4,385,772
2024-25 Baseline $4,493,030 $107,258 2.4%
2024-25 Proposed $4,533,978 $40,948 0.9%
DB-94
238

PUBLIC WORKS DEPARTMENT
FY 2024-2025 Budget
Maintenance Division

ACCOMPLISHMENTS

OBJECTIVES RESULTS

1. Respond to public work order requests. 1. Ongoing

2. Maintenance of public spaces, facilities,
and public right of way.

2. Ongoing

3. Maintenance of stormwater and
underground utilities.

3. Ongoing

4. Abatement of graffiti and/or illegal
dumping in the public right-of-way.

4. Ongoing

5. Maintaining and operating O’Connor
pump station

5. Ongoing
DB-95
239

PUBLIC WORKS DEPARTMENT
FY 2024-2025 Budget
Maintenance Division

OBJECTIVES

1. Increase facility maintenance and repair due to aging facilities.

2. Increase public tree pruning to prevent property damages.

3. Finalizing the Land Use Covenant (LUC) and the Operations and Maintenance (O&M) amendment for Cooley Landing regarding sea level rise.

4. Provide training for the maintenance staff to become certified by the California Environmental Water Association.

5. To repair more damaged and uplifting sidewalk to prevent trip and fall.

DB-96
240

POLICE DEPARTMENT
FY 2024-2025 Budget

CHARACTER OF EXPENDITURES

AUTHORIZED STRENGTH
FY 2024-25
Operating $15,226,446
Positions 49.60
DB-97
241
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 340,861 336,678 1,115,053 285,000 285,000 Use of Resources 9,973,226 11,284,199 14,292,024 14,556,218 14,621,446 Special Revenue Funds 1,453,222 1,035,689 326,229 380,367 320,000 Capital Project Fund - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 11,767,309 12,656,566 15,733,306 15,221,585 15,226,446 EXPENDITURES BY DIVISION FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Administration Division 4,373,591 4,419,028 5,382,581 5,399,939 5,435,218 Investigations Division 1,213,375 1,030,981 2,117,373 2,210,806 2,225,630 Operations Division 6,180,343 7,206,557 8,233,352 7,610,840 7,565,598 TOTAL 11,767,309 12,656,566 15,733,306 15,221,585 15,226,446 CHARACTER OF EXPENDITURES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 8,526,700 9,443,042 11,952,762 11,269,705 11,274,566 Subtotal 8,526,700 9,443,042 11,952,762 11,269,705 11,274,566 Supplies and Services
Purchased Services 2,778,549 2,755,751 3,186,544 3,514,315 3,514,315 Supplies and Materials 304,591 377,109 415,500 307,000 307,000 Capital Expenditures 157,469 80,664 178,500 130,566 130,566 Other Expenditures - - - - -
Subtotal 3,240,609 3,213,523 3,780,544 3,951,881 3,951,881 TOTAL 11,767,309 12,656,565 15,733,306 15,221,585 15,226,446 AUTHORIZED STRENGTH FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Administration Division 9.00 9.00 8.00 8.00 8.00
Investigations Division 11.15 10.25 11.25 6.45 6.45
Operations Division 27.00 30.35 30.35 35.15 35.15
TOTAL 47.15 49.60 49.60 49.60 49.60
1 CSO transfered from Investigations Division to Operations Division

POLICE DEPARTMENT
FY 2024-2025 Budget
Department Summary
DB-98
242

POLICE DEPARTMENT
FY 2024-2025 Budget
Department Summary
The Divisions of the Police Department consist of Administration, Investigations and Operations.

The emphasis of Fiscal Year 2023 - 2024 budget is to improve current service levels to the public. Attention will be focused on the priority of employee and organizational development, as well as community policing and crime reduction. In addition, the department will focus on ongoing maintenance of mandated services for general law enforcement, vehicle abatement and emergency response (as a single agency or in concert with other federal, state, and/or local agencies). The Police Department will strive for successful completion of the following strategic priorities:

Administration:

1. Develop a Detailed Strategy around the development of the future Police Department

2. Ongoing recruitment of new personnel to fill vacancies

3. Invest in training and development of all personnel
Operations:

1. Develop a temporary traffic enforcement program

2. Train New Police Personnel
Investigations:

1. Appoint and Train one new detective

2. Resume Cold Case Investigations

3. Train and develop Community Service Officers
Note: The establishment of a Pilot Traffic Enforcement Division for the Police Department is modified pending funding availability.

MISSION STATEMENT
The Mission of the East Palo Alto Police Department is to provide quality police service and work in partnership with the community to preserve the peace, establish a safe environment and do so with emphasis on mutual trust and respect.

DB-99
243
Total FTE’s: 49.60

POLICE DEPARTMENT
FY 2024-2025 Budget

David Team
1 Sgt., 6 Officers
Police Sergeant (1)
Property & Evidence
Property Officer
Police Officer (4)
Adam Team
1 Sgt., 6 Officers
Charles Team
1 Sgt., 6 Officers
Operations
Commander Investigations
Commander
Administrative
Services
Boy Team
1 Sgt., 6 Officers PT Cold Case Investigator
(.45)

POLICE CHIEF
Jeff Liu
Support Services
Manager
Records Unit
Supervisor (1)
Records Clerks I/II (4)
Reserve Officer 3PT
(1.35)
Community Services
Officer (3)
PT Community
Service Officer (1.8)
DB-100
244
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 203,542 336,678 257,000 285,000 285,000 Use of Resources 3,702,130 3,930,385 4,836,581 4,794,939 4,830,218 Special Revenue Funds 467,919 151,965 289,000 320,000 320,000 Capital Project Fund - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 4,373,591 4,419,028 5,382,581 5,399,939 5,435,218 EXPENDITURES BY DIVISION FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Administration Division 4,373,591 4,419,028 5,382,581 5,399,939 5,435,218 TOTAL 4,373,591 4,419,028 5,382,581 5,399,939 5,435,218 CHARACTER OF EXPENDITURES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 1,266,750 1,295,054 1,764,037 1,548,059 1,583,338 Subtotal 1,266,750 1,295,054 1,764,037 1,548,059 1,583,338 Supplies and Services
Purchased Services 2,741,443 2,755,127 3,186,544 3,514,315 3,514,315 Supplies and Materials 207,929 288,184 253,500 207,000 207,000 Capital Expenditures 157,469 80,664 178,500 130,566 130,566 Other Expenditures - - - - -
Subtotal 3,106,841 3,123,974 3,618,544 3,851,881 3,851,881 TOTAL 4,373,591 4,419,028 5,382,581 5,399,939 5,435,218 AUTHORIZED STRENGTH FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Police Chief 1.00 1.00 1.00 1.00 1.00
Support Services Manager 1.00 1.00 1.00 1.00 1.00
Property & Evidence Technician 1.00 1.00 1.00 1.00 1.00 Police Record's Clerk I/II 4.00 4.00 4.00 4.00 4.00
Police Record's Supervisor 1.00 1.00 1.00 1.00 1.00
Police Sergeant 1.00 1.00 - - -
TOTAL 9.00 9.00 8.00 8.00 8.00
Administration Division
Division Summary

POLICE DEPARTMENT
FY 2024-2025 Budget
DB-101
245

POLICE DEPARTMENT
FY 2024-2025 Budget
Administration Division Summary
Under the supervision of the Chief of Police and the Support Services Manager, the Division is comprised of the Records Division, including the Property and Evidence officer. The Administration Division has a direct staffing level of 8.0 positions.

SIGNIFICANT CHANGES
FY 2023-2024 to FY 2024-2025 Budget:

The increase of $17,359 (+0.3%) from the Adopted FY 2023-24 Budget to the Baseline FY 2024-25 Budget is primarily due to the increase of Officers’ camera contract renewal of $115,000, Special events using SLEFT fund of 170,000 offset by Personnel cost decreases of $216,000.

The increase of $35,279 (0.7%) from the Baseline FY 2024-25 Budget to the Proposed FY 2024-25 Budget is mainly due to the personnel cost ($35,279).

Fiscal Year (FY) Budget $ Change From
Previous FY
% Change From
Previous FY
2023-24 Adopted $5,382,581
2024-25 Baseline $5,399,939 $17,359 0.3%
2024-25 Proposed $5,435,218 $35,279 0.7%

SERVICE DESCRIPTION
The Administration Division provides direction, coordination and oversight to police employees and operations involving grants, contracts, policy matters, training, discipline, and purchasing.

DB-102
246

POLICE DEPARTMENT
FY 2024-2025 Budget
Administration Division

ACCOMPLISHMENTS

OBJECTIVES RESULTS

1. Develop a detailed strategy for the new Police
Department Building

1. Ongoing project with the City Manager
Office

2. Ongoing recruitment of new personnel to fill
vacancies

2. 14 employees hired in FY23/24(11 sworn,3
professionals)

3. Invest in staff development and training 3. Training and development have been primarily focused on training new
personnel.

DB-103
247

POLICE DEPARTMENT
FY 2024-2025 Budget
Administration Division

OBJECTIVES

1. Develop a detailed strategy for the new Police Department Building

2. Ongoing recruitment of new personnel to fill vacancies

3. Invest in training and development of all personnel
DB-104
248
Division Summary
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 101,788 - 858,053 - -
Use of Resources 131,053 994,300 1,222,091 1,687,783 1,748,150 Special Revenue Funds 980,533 36,681 37,229 60,367 -
Capital Project Fund - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - -
TOTAL 1,213,375 1,030,981 2,117,373 1,748,150 1,748,150 EXPENDITURES BY DIVISION FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Investigations Division 1,213,375 1,030,981 2,117,373 1,748,150 1,748,150 TOTAL 1,213,375 1,030,981 2,117,373 1,748,150 1,748,150 CHARACTER OF EXPENDITURES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 1,213,375 1,030,774 2,107,373 1,748,150 1,748,150 Subtotal 1,213,375 1,030,774 2,107,373 1,748,150 1,748,150 Supplies and Services
Purchased Services - 207 - - -
Supplies and Materials - - 10,000 - -
Capital Expenditures - - - - -
Other Expenditures - - - - -
Subtotal - 207 10,000 - -
TOTAL 1,213,375 1,030,981 2,117,373 1,748,150 1,748,150 AUTHORIZED STRENGTH FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Commander 1.00 1.00 1.00 1.00 1.00
Police Officer 6.00 4.00 4.00 4.00 4.00
Police Sergeant - - 1.00 1.00 1.00
Community Services Officer
1 1.00 3.00 3.00 - -
Cold Case Investigator (PT) 0.45 0.45 0.45 0.45 0.45
Community Services Officer (4 PT) 1 2.70 1.80 1.80 - -
TOTAL 11.15 10.25 11.25 6.45 6.45
1 CSO transfered to Operations Division
Investigations Division

POLICE DEPARTMENT
FY 2024-2025 Budget
DB-105
249

POLICE DEPARTMENT
FY 2024-2025 Budget
Investigations Division Summary
Under the direct supervision of the Criminal Investigations Commander, the Investigations Division is comprised of (1) Detective Sergeant (4) Police Officers (Detectives) and (1) Part-time Detective Investigating “Cold Case” Homicides.

SIGNIFICANT CHANGES
FY 2023-2024 to FY 2024-2025 Budget:

The decrease of $369,223 (-17.4%) from the Adopted FY 2023-24 Budget to the Baseline FY 2024-25 Budget is primarily due to Community Services Officers Personnel expenses that were transferred to Operations Division ($359,220.)
There is no change from the FY 2024-25 Base Budget to the FY 2024-25 Proposed Budget.

Fiscal Year (FY) Budget $ Change From
Previous
% Change From
Previous
2023-24 Adopted $2,117,373
2024-25 Baseline $1,748,150 ($369,223) -17.4%
2024-25 Proposed $1,748,150 $0 0.0%

SERVICE DESCRIPTION
The Investigations Division conducts all major criminal investigations, including homicides and aggravated assaults.

DB-106
250

POLICE DEPARTMENT
FY 2024-2025 Budget
Investigations Division

ACCOMPLISHMENTS

OBJECTIVES RESULTS

1. Resume Cold Case Investigations 1. Cold case investigators have been ongoing, although the cold case investigator has been
assisting with new homicides cases, which
resulted in a 100% clearance rate for 2023

2. Train new CSA’s 2. New Community Service Officer position was established, replacing the CSA
classification. CSO hiring and training is
ongoing (In process to move to Operations
Division)

3. Appoint and train a new detective 3. Detective Richard Moore was appointed and trained
DB-107
251

POLICE DEPARTMENT
FY 2024-2025 Budget
Investigations Division

OBJECTIVES

1. Resume Cold Case Investigator

2. Establish an Intern program through local universities to assist with investigations and recruit future police officers

3. Appoint and train a new detective
DB-108
252
Division Summary
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services 35,530 - - - -
Use of Resources 6,140,043 6,359,514 8,233,352 8,043,078 8,043,078 Special Revenue Funds 4,770 847,043 - - -
Capital Project Fund - - - - -
Enterprise Funds - - - - -
Succesor Agency Trust Fund - - - - - 6,180,343 7,206,557 8,233,352 8,043,078 8,043,078 EXPENDITURES BY DIVISION FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Operations Division 6,180,343 7,206,557 8,233,352 8,043,078 8,043,078 TOTAL 6,180,343 7,206,557 8,233,352 8,043,078 8,043,078 CHARACTER OF EXPENDITURES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Personnel
Salaries and Benefits 6,046,575 7,117,214 8,081,352 7,943,078 7,943,078 Subtotal 6,046,575 7,117,214 8,081,352 7,943,078 7,943,078 Supplies and Services
Purchased Services 37,106 417 - - -
Supplies and Materials 96,662 88,925 152,000 100,000 100,000 Capital Expenditures - - - - -
Other Expenditures - - - - -
Subtotal 133,768 89,342 152,000 100,000 100,000
TOTAL 6,180,343 7,206,556 8,233,352 8,043,078 8,043,078 AUTHORIZED STRENGTH FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Commander 1.00 1.00 1.00 1.00 1.00
Police Sergeant 4.00 4.00 4.00 4.00 4.00
Police Officer 22.00 24.00 24.00 24.00 24.00
Police Officer (3PT) - 1.35 1.35 1.35 1.35
Community Services Officer 1 - - - 3.00 3.00
Community Services Officer (4 PT) 1 - - - 1.80 1.80
TOTAL 27.00 30.35 30.35 35.15 35.15
1 CSO transfered from Investigations Division

POLICE DEPARTMENT
FY 2024-2025 Budget
Operations Division
DB-109
253

POLICE DEPARTMENT
FY 2024-2025 Budget
Operations Division Summary
Under the direction of the Chief of Police, the Operations Division is led by (1) Commander. The Operations Division performs police patrols, calls for service response, traffic enforcement, and special enforcement activities. The Operations Division has an authorized direct staffing level of 35.15 positions.

SIGNIFICANT CHANGES
FY 2023-2024 to FY 2024-2025 Budget:

The decrease of $190,274 (-2.3%) from the Adopted FY 2023-24 Budget to the Baseline FY 2024-25 Budget is primarily due to the fuel cost by $52,000 and Personnel expenditures by $138,000.

There is no change from the FY 2024-25 Base Budget to the FY 2024-25 Proposed Budget.

Fiscal Year (FY) Budget $ Change From
Previous
% Change From
Previous
2023-24 Adopted $8,233,352
2024-25 Baseline $8,043,078 ($190,274) -2.3%
2024-25 Proposed $8,043,078 $0 0.0%

SERVICE DESCRIPTION
The Operations Division provides effective police services throughout the City, handle service calls, engages in problem-solving with the community, and keeps the peace.

DB-110
254

POLICE DEPARTMENT
FY 2024-2025 Budget
Operations Division

ACCOMPLISHMENTS

OBJECTIVES RESULTS

1. Staff a Racial Identity Act implementation and
management team

1. Ongoing

2. Staff a Traffic Division (Deferred for indefinite
period).

2. Deferred by City Council

3. Train New Police Personnel members 3. Ongoing
DB-111
255

POLICE DEPARTMENT
FY 2024-2025 Budget
Operations Division

OBJECTIVES

1. Develop a detailed strategy for the new Police Department Building.

2. Ongoing Recruitment of New Personnel

3. Increase staff development and training
DB-112
256

NON-DEPARTMENTAL
FY 2024-2025 Budget

CHARACTER OF EXPENDITURES
FY 2024-25
Operating $6,123,304
DB-113
257
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
General Fund
Charges/Fees for Services - -
Use of Resources 706,165 896,272 983,215 1,572,848 1,572,848 Special Revenue Funds 942,022 1,145,450 1,215,116 889,346 889,346 Capital Project Fund - - - - - Enterprise Funds 3,267,791 3,266,171 3,506,819 3,661,110 3,661,110 4,915,978 5,307,893 5,705,150 6,123,304 6,123,304
EXPENDITURES BY DEPARTMENT* FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Proposed
Information Technology Replacement** 270,989 201,000 303,500 374,318 374,318 Insurance and Settlements 551,587 806,859 854,684 1,052,624 1,052,624 Professional Services (excl. IT & Ins) 3,577,351 3,665,439 4,209,559 4,696,362 4,696,362 Others 516,051 634,595 337,407 - -
Subtotal 4,915,978 5,307,893 5,705,150 6,123,304 6,123,304 *Excludes Successor Agency activities.
**Excludes capital equipment purchases budgeted directly in department or division.

NON-DEPARTMENTAL
FY 2024-2025 Budget
Department Summary
DB-114
258
Miscellaneous
Introduction
This section contains the following items of interest:

MISC- 2: FY 2024-25 Capital Improvement Funding
MISC- 3: FY 2024-25 Measure P Budget (To be updated)
MISC- 4: FY 2024-25 Cost Allocation Plan Overhead
Charges
MISC-1
259
PROJECT # DESCRIPTION FUND SOURCE TOTAL
N/A PMP F201 Gas Tax $1,010,000
Sub-total State Gas Tax $1,010,000
N/A PMP F202 Measure A $1,795,000
Sub-total Measure A $1,795,000
ST-04A/B Street Light Upgrade F221 Lighting fund $150,000 Sub-total Lighting fund $150,000
SD-06A/B O'Connor Pump station F222 Drainage Fund $1,000,000 Sub-total Drainage fund $1,000,000
N/A PMP F234 Measure W $500,000
Sub-total Measure W $500,000
FA-2 Tate St. Office Improvement F301 CIP Local Match Fund $120,000 FA-13 City Hall Tenant Improvements F301 CIP Local Match Fund $350,000 FA-16 City of East Palo Alto Library (Design Phase) F301 CIP Local Match Fund $1,700,000 FA-17 Police Department Facility Improvements F301 CIP Local Match Fund $400,000 PK-20 Rutgers Trail Gate F301 CIP Local Match Fund $50,000 SP-02 SFCJPA SAFERBAY Phase 1 F301 CIP Local Match Fund $906,799 SD-08 Full Trash Capture Device Installation Phase 1 F301 CIP Local Match Fund $350,000 Sub-total CIP (Local match) $3,876,799
FA-15 Cummings Loft Improvements F303 CIP Grant Fund $455,000 FA-16 City of East Palo Alto Library (Design Phase) F303 CIP Grant Fund $1,500,000 PK-20 Rutgers Trail Gate F303 CIP Grant Fund $50,000
ST-08 Univ Ave Resurfacing/Signal (HSIP) F303 CIP Grant Fund $1,028,000 ST-29 University Avenue Grand Corridor F303 CIP Grant Fund $1,000,000 SD-08 Full Trash Capture Device Installation Phase 1 F303 CIP Grant Fund $2,225,000 SP-02 SFCJPA SAFERBAY Phase 1 F303 CIP Grant Fund $3,643,253 Sub-total CIP (Grant) $9,901,253
TOTAL FY 2024-25 PROPOSED CIP FUNDING $18,233,052
Note:

Major CIP does not include technology asset replacement.

FY 2024-2025 Capital Improvement Funding
MISC-2
260
FY 2022-23 Adopted
FY 2023-24
Proposed
Measure P Local TUT $ 2,269,000 $ 2,230,000
CD Director 209,220 207,960
Community Service Aides Programs 55,000 55,000
Clean Zone - Project WeHope 5,000 -
Capital Transfers:

Unallocated1
700,000 -
969,220 262,960
Net Available - Other General Purposes $ 1,299,780 $ 1,967,040 1 Pending Council approval
To be updated
FY 2024-2025 Measure P Budget
MISC-3
261
Allocating General State Gas
Tax Measure A NPDES Rent Stabilization
Housing
in Lieu
Housing
Assistance
Housing
TOT
LMIH
Successor
Fund
Lighting
District
Drainage
District
CYSFF
TOT
Water
Lease
Garbage
Service
Trust and
Agency
F010 F201 F202 F203 F204 F207 F209 F218 F220 F221 F222 F231 F510 F520 F705 Bld (30,239) - - - - - - - - - 30,239 - - - -
Equip (1,791) - - - 1,791 - - - - - - - - - -
CC (34,655) 6,194 81 2,861 6,822 1,923 77 2,280 714 1,465 1,936 1,282 7,024 1,997 - CA (175,567) 15,375 275 9,639 106,053 2,226 259 3,034 2,403 6,470 5,323 4,321 15,644 4,547 - CM (145,599) 27,586 417 14,638 27,840 6,657 394 8,187 3,650 6,876 8,122 6,562 26,083 8,585 - Clerk (36,379) 6,282 45 2,235 8,046 1,695 42 2,273 397 1,985 2,581 714 7,347 2,737 - Admin Srvs (33,410) 2,818 - 1,370 3,327 - - - - 1,409 1,409 20,506 - 2,570 - HR (60,584) 13,233 - 6,432 15,621 - - - - 6,616 6,616 - - 12,065 - Fin (156,471) 34,825 616 23,869 28,450 1,672 582 3,174 5,391 11,303 9,940 9,690 14,234 12,726 - Maint (19,531) - - - - - - - - - 19,531 - - - -
Non-Dept (101,013) 16,917 365 12,819 41,356 227 367 1,047 3,198 4,899 3,949 5,749 5,473 4,646 - Admin Srvs (28,654) 6,258 - 3,042 7,389 - - - - 3,129 3,129 - - 5,707 - Non-Dept (21,628) 4,723 - 2,296 5,577 - - - - 2,362 2,362 - - 4,307 - CA (4,057) 887 - 431 1,046 - - - - 443 443 - - 808 -
Non-Dept (21,130) 4,614 - 2,244 5,448 - - - - 2,308 2,308 - - 4,208 - Admin-PW - - - - - - - - - - - - - - -
Admin-CDD (45,661) - - - 18,119 18,119 - 9,422 - - - - - - - Successor Charges (12,812) - - - - - - - - - - - - - 12,812 Total1
(929,185) 139,715 1,800 81,875 276,885 32,520 1,720 29,420 15,755 49,265 97,890 48,820 75,805 64,905 12,810

1. Totals rounded to the nearest 5.

FY 2024-25 Cost Allocation Plan Overhead Charges
MISC- 4
MISC-4
262
GLOS- 1
Glossary
AB x1 26 - legislation adopted and signed by
Governor Jerry Brown in June 2011 and upheld by
the California Supreme Court in California
Redevelopment Association, et al. v. Ana
Matosantos,et al., which eliminated redevelopment
agencies. As a result, the Redevelopment Agency
of the City of East Palo Alto (RDA) was dissolved
effective February 1, 2012. AB x1 26 provides that
the City may become the Successor Agency to the
Redevelopment Agency (affirmed by the City
Council on January 10, 2012), and continue to
satisfy “enforceable obligations” of the former
RDA and administer the dissolution and wind down
of the former RDA
AB 1484 - legislation adopted and signed by
Governor Jerry Brown in June 2012 that amended
various provisions of AB x1 26.

ADOPTED BUDGET - The City budget for a
fiscal year, adopted by the City Council by
resolution following the close of budget hearings.

APPROPRIATION - Legal authorization granted
by City Council or other policy body to make
expenditures and incur obligations for a specific
purpose within a specific time frame.

ASSESSED VALUATION - A dollar value placed
on real estate or other property by the County as a
basis for levying property taxes.

AUDIT - A review of the City's accounts by an
independent auditing firm to substantiate fiscal
year-end balances and assure compliance with
generally accepted standards for financial
accounting and reporting.

AVAILABLE FUND BALANCE - The amount
of fund balance available to finance appropriation
requirements after deducting reserves.

BOND PROCEEDS - The money paid to the
issuer by the purchaser or underwriter of a new
issue of municipal securities. These moneys are
used to finance the project or purpose for which the
securities were issued and to pay certain costs of
issuance as may be provided in the bond contract.

BONDS - A certificate of debt issued by an entity,
guaranteeing payment of the original investment,
plus interest, by a specified future date.

BUDGET - A plan of financial operation,
embodying an estimate of expenditures/ expenses
for a given period (typically a fiscal year) and the
means of financing them (revenue estimates).

Upon approval by the City Council, the budget
appropriation resolution is the legal basis for
expenditures in the fiscal year.

BUDGET AUTHORITY - Under certain
circumstances, the City Council may adjust the
budgeted appropriations for reasons unforeseen at
the time of the adoption of the original budget.

Such amendments are made by Council resolution.

The City Manager may make transfers of
appropriations within a fund.

BUDGETARY CONTROL – The control or
management of a government or enterprise in
accordance with an approved budget to keep
expenditures within the limitations of available
appropriations and available revenues.

BUSINESS LICENSE TAX - This is a general tax
on businesses for the privilege of conducting
business within the city. Rates are set at each city’s
discretion but may not be discriminatory or
confiscatory.

CAPITAL IMPROVEMENT BUDGET -
Annual appropriations for capital improvement
projects such as street improvements, building
construction and various kinds of major facility
maintenance. Capital projects are outlined in a
five-year expenditure plan which details funding
sources and expenditure amounts. They often are
multi-year projects which require funding beyond
the one-year period of the annual budget.

CAPITAL OUTLAY - Expenditures which result
in the acquisition of, or addition to, fixed assets.

CAPITAL PROJECT - Any project having assets
of significant value and a useful life of five years or more. Capital projects include the purchase of land,
design, engineering, and construction of buildings,
infrastructure such as streets, bridges, drainage,
street lighting, water/sewer systems, etc. Capital
projects may include the acquisition of heavy
equipment management control technique of
263
GLOS- 2
formal budgetary and machinery or rolling stock
using capital funding sources.

CAPITAL PROJECTS FUND - A fund created to
account for financial resources to be used for the
acquisition or construction of major capital
facilities (other than those financed by proprietary
funds and trust funds).

CAPITALIZATION POLICY - The criteria used
by a government to determine which outlays should
be reported as fixed assets.

CASH WITH FISCAL AGENT - An asset
account reflecting deposits with fiscal agents, such
as commercial banks, for the payment of bond
principal and interest.

CAPITAL INVESTMENT PROGRAM (CIP) -
A section in the five-year capital plan listing
projects for which some level of funding is
available.

COMMUNITY ORIENTED POLICING
SERVICES (COPS) - A grant program supporting
community involvement offered by the U.S.

Department of Justice.

CONSUMER PRICE INDEX (CPI) - A
statistical description of price levels provided by
the U.S. Department of Labor. The change in this
index from year to year is used to measure the cost
of living and economic inflation.

CONTINGENCY - An amount of money
appropriated for unforeseen expenditures. It is
limited to not more than 15% of the appropriations
in any fund.

CURRENT SERVICE CHARGES - These are
charges imposed to support services provided to
individuals. These charges may not exceed the cost
of providing the service plus overhead. The
rationale behind service charges is that certain
services are primarily for the benefit of individuals
rather than the general public.

DEBT SERVICE - Payment of the principal and
interest on an obligation resulting from the issuance
of bonds, notes or leasing arrangements.

DEBT SERVICE FUND - A fund established to
account for the accumulation of resources for, and
the payment of, general long term debt principal
and interest.

DEFICIT - An excess of expenditures or expenses
over revenues (resources).

DEPARTMENT - An organizational unit
comprised of divisions or programs. It is the basic
unit of service responsibility encompassing a broad
mandate of related activities.

DEPRECIATION - (1) Expiration in the service
life of fixed assets, other than wasting assets,
attributable to wear and tear, deterioration, action of the physical elements, inadequacy and
obsolescence. (2) The portion of the cost of a fixed
asset, other than wasting assets, charged as an
expense during a particular period. In accounting
for depreciation, the cost of a fixed asset, less any
salvage value, is prorated over the estimated service
life of such an asset, and each period is charged with
a portion of such cost. Through this process, the
entire cost of the asset is ultimately charged off as
an expense.

DESIGNATED FUND BALANCE- A portion of
an unreserved fund balance that has been
“earmarked” by the City Manager or the City
Council for specified purposes.

DESIGNATION - An account containing money
set aside by the City Council for a specific future
use. Money in a designation is earmarked for
specific use, but may not be legally restricted to that use.

DEVELOPMENT IMPACT FEES - Fees placed
on the development of land or conditions required
for the approval of a development project such as
the donation (“dedication” or “exaction”) of certain
lands (or money) to specific public uses. The fees
are typically justified as an offset to the future
impact that development will have on existing
infrastructure.

DIVISION - A sub-section (or activity) within a
department which furthers the objectives of the City
by providing specific services or programs.

ENCUMBERANCE - An anticipated expenditure
committed for the payment of goods and services
not yet received or paid for. Used in budgeting,
encumbrances are not GAAP expenditures or
liabilities, but represent the estimated amount of
264
GLOS- 3
expenditures ultimately to result if unperformed
contracts in process are completed.

ENTERPRISE FUND - A fund established to
account for operations financed and operated in a
manner similar to private business enterprises (e.g.,
water, gas and electric utilities, airports, parking
garages, or transit systems). In this case the
governing body intends that costs (i.e., expenses,
including depreciation) of providing goods or
services to the general public on a continuing basis
be financed or recovered primarily through user
charges. A fund established because the governing
body has decided that periodic determination of
revenues earned, expenses incurred and/or net
income is appropriate for capital maintenance,
public policy, management controls, accountability
or other purposes.

ERAF - Educational Revenue Augmentation Fund.

The state enacted legislation in 1992 whereby
partial responsibility of funding education was
shifted to local governments, directing specified
amounts of local agency property taxes to be
deposited into such funds to support schools.

EXCESS ERAF REFUND - Accounts for the
remaining funds in ERAF account after the County
of San Mateo has met the State’s revenue limits for
schools and community colleges. The revenue limit
is based on several factors such as average daily
attendance and cost of living increases. The excess
is then refunded proportionally to each agency’s
contribution based on state statue.

EXPENDITURES - Monies spent, including
current operating expenses, debt service and capital
outlays.

EXPENSE - The actual spending of funds by an
enterprise fund set aside by an appropriation.

FINES FORFEITURES AND PENALTIES -
Revenues received and/or bail monies forfeited
upon conviction of a misdemeanor or municipal
infraction.

FISCAL YEAR - In accounting terms, it is the net
of a twelve-month period used for budgeting and
accounting purposes. For the City of East Palo
Alto, the fiscal year is from July 1 to June 30.

FIXED ASSETS - Long-lived tangible assets
obtained or controlled as a result of past
transactions, events or circumstances. Fixed assets
include buildings, equipment, and improvements
other than buildings and land. In the private sector,
these assets are referred to most often as property,
plant and equipment.

FORFEITURE- See Fines, forfeitures, and
penalties.

FRANCHISES FEES- Fees paid to a municipality
from a franchisee for “rental” or as a “toll” for the
use of city streets and rights-of-way. The businesses
required to pay franchise fees in East Palo Alto
include utilities such as water, gas, electricity, cable television and solid waste collection and disposal.

Telephone utilities are specifically exempted from
franchise fees by State law.

FULL-TIME EQUIVALENT (FTE) - The
amount of time a regular full or part-time position
has been budgeted for in terms of the amount of
time an employee works in a year. Except as noted,
part-time services provided by casual/seasonal
employees, such as those for summer recreation
programs, are not included.

FUND - An independent fiscal and accounting
entity with a self-balancing set of accounts.

Examples are the General Fund, Special Revenue
Funds, Capital Projects, Enterprise, and Internal
Service Funds.

FUND BALANCE - The amount of financial
resources available for use. Generally, this
represents a summary of all the annual operating
surpluses and deficits since the fund's inception.

FY - Fiscal year.

GASOLINE TAX (HIGHWAY USERS TAX) -
The Gasoline Tax is a 26-cent per gallon tax on fuel
used to propel a motor vehicle or aircraft. The use
of these revenues is restricted to “research,
planning, construction, improvement, maintenance, and operation of public streets and highways or public mass transit guideways”. The basic means
of distribution to cities is population. The allocation formula is very complicated.

GENERAL FUND - The primary fund used to
account for all revenues and expenditures of the
City not legally restricted as to use. This fund is
used to offset the cost of the City's general
265
GLOS- 4
operations. Examples of departments financed by
the General Fund include the Police and
Administrative Support Services Departments,
such as the City Manager’s Office.

GOVERNMENT ACCOUNTING
STANDARDS BOARD (GASB) - A standardsetting body, associated with the Financial Accounting Foundation, which prescribes standard
accounting practices for governmental units.

GRANT - Contributions, gifts of cash or other
assets from another governmental entity to be used
or expended for a specific purpose, activity or
facility.

HOMEOWNER’S PROPERTY TAX RELIEF -
Revenue from the state to offset city loss of
property tax for state-imposed $7,000 per dwelling
homeowner exemption.

INFRASTRUCTURE - Facilities on which the
continuance and growth of a community depend,
such as streets and roads, sewers, public buildings,
parks, etc.

INTRAFUND TRANSFERS - A transfer of
moneys between departments in the same fund.

INVESTMENT EARNINGS - Revenue earned
from the investment of idle public funds.

JOING POWERS AUTHORITY - The Joint
Exercise of Powers Act authorizes local public
agencies to exercise common powers and to form
joint powers authorities (JPAs) for the purpose of
jointly receiving or providing specific services.

LEGAL LEVEL OF BUDGETARY
CONTROL - The level at which spending in
excess of budgeted amounts would be a violation of
law.

LEVEL OF BUDGETARY CONTROL - One of
the three possible levels of budgetary control and
authority to which organizations, programs,
activities and functions may be subject. These
levels of budgetary control are: (a) appropriated
budget, (b) legally authorized non-appropriated
budget review and approval process, which is
outside the appropriated budget process or (c) nonbudgeted financial activities, which are not subject to the appropriated budget and the appropriation
process or to any legally authorized nonappropriated budget review and approval process, but still are relevant for sound financial
management and oversight.

LEVY - (Verb) to impose taxes, special
assessments or service charges for the support of
governmental activities; (noun) the total amounts of
taxes, and/or special assessments and/or service
charges imposed by a governmental agency.

LICENESES AND PERMITS - Charge designed
to reimburse City for costs of regulating activities
being licensed, such as licensing of animals and
bicycles, etc.

LIEN - A claim on assets, especially property, for
the payment of taxes or utility service charges.

LIQUIDITY - Refers to the ability to rapidly
convert an investment into cash.

LOCAL AGENCY INVESTMENT FUND
(LAIF) - Was established by the state to enable
treasurers to place idle funds in a pool for
investment. Each agency is currently limited to
LAIF to an investment of $20 million plus any bond
proceeds.

MISSION STATEMENT- A succinct description
of the scope and purpose of a City department.

MEASURE C PARCEL TAX – A measure pass
by the voters on the November 2006 ballot that calls
for a 10 year special tax on all City parcels.

Revenue generated from such tax will be used for
public safety and crime prevention programs.

MOTOR VEHICLE IN-LIEU FEES - State
residents pay a fee to the State each year that is
computed as a percent of the depreciated value of
their motor vehicles. Each city and county in
California receives a portion, based on population,
of the total motor vehicle license fees collected by
the State. In 2004, the State reduced local
government allocation from 2.0% to 0.67%. The
difference of 1.33% was a swap for local property
tax, now known as Property Tax in Lieu of VLF.

OBJECTIVES - The expected results or
achievements of a budget activity which can be
measured and achieved within a given time frame.

Achievement of the objective advances the
organization towards a corresponding goal.

OPERATING BUDGET - Annual appropriation
of funds for on-going program costs, including
266
GLOS- 5
salaries and benefits, services and supplies, debt
service and capital outlay.

ORDINANCE - A formal legislative enactment by
the City Council. It has the full force and effect of
law within City boundaries unless preempted by a
higher form of law. An ordinance has a higher legal
OTHER EXPENDITURES- This category
reflects transfer outs of the General Fund and excise
tax settlement payments. Transfers are used to
move funds to other operating funds in order to
finance the operations of another fund or to
reimburse the other fund for certain services
provided to the General Fund.

OTHER FINANCING SOURCES -
Governmental fund general long-term debt
proceeds, amounts equal to the present value of
minimum lease payments arising from capital
leases, proceeds from the sale of general fixed
assets, and operating transfers in.

OTHER FINANCING USES - Governmental
fund operating transfers out and the amount of
refunding bond proceeds deposited with the escrow
agent. Such amounts are classified separately from
expenditures on the governmental operating
statement.

OTHER REVENUES - This category includes
reimbursements from other government agencies,
interest earned on investments and contributions.

This category also includes some loan repayments
made to the General Fund, i.e., from the
Redevelopment Agency for budget purposes only.

OVERHEAD ALLOCATION - A methodology
for identifying and allocating overhead, (indirect)
costs incurred by central services departments to
the direct cost programs.

OVERSIGHT BOARD – this board provides
some oversight to the Successor Agency (see
definition) and has the fiduciary responsibility to
holders of enforceable obligations and the taxing
entities that benefit from the distribution of the
revenues, especially property tax revenue.

PERFORMANCE MEASURE- An annual
indicator of achievement or measures of prediction
for a program of work unit as defined in the
organization of the budget. Measures may be
expressed as a number count, fraction, or a percent
of achievement related to the size of the problem or
service being provided.

PERMITS, FEES AND CHARGES FOR
SERVICES- This category includes the City’s
charges and fees for licenses and permits issued by
the City; as well as, the community development
services of staff, provided to customers. The
license and permit revenues are designed to
reimburse the City for costs of regulating the
activities being licensed. Fees and charges for
services are imposed to support services provided
to individuals and businesses.

PERS - Public Employees’ Retirement System.

P.O.S.T - Peace Officer Standards and Training - a
State reimbursement program for Police Officer
Training.

PROPERTY TAX - Homes, businesses, and other
taxable real and personal property are subject to a
property tax rate of 1% of assessed value. Since
Proposition 13 was enacted in 1978, the assessed
valuation of real property in the “base year” of
1975-1976 may increase each year by the change in
the Consumer Price Index (CPI), not to exceed 2%
as long as it is held by the same owner. When there
is a transfer of property ownership, or when
property is newly constructed, it is reappraised at its current full market value. The property tax is
imposed on real property (land and permanently
attached improvements such as buildings) and
tangible personal property (movable property)
located within the state. By definition, this ad
valorem tax is based on the property value, as
defined in law, rather than on a fixed amount or
benefit.

ADOPTED BUDGET - The financial and
operating document submitted by the City Manager
to the City Council for consideration.

PROPOSITION 13 - Article XIIIA of the
California Constitution, commonly known as
Proposition 13, which limits the maximum annual
increase of any ad valorem tax on real property to
1% of the full cash value of such property.

PURCHASED SERVICES - This category covers
a wide-range of services such as consulting
services, outside professional, legal, and auditing
267
GLOS- 6
services, county services, i.e., supplemental police
patrol, and animal control services; City facilities
maintenance services, etc.

RDA - Redevelopment Agency.

RECEIVABLES-REDEVELOPMENT
AGENCY- This receivable sets out amounts due
the City from the Redevelopment Agency making
those funds unavailable for appropriations until
received.

REGULAR POSTISION - Any permanent
position in the classified service that is required to
be filled through certification, or by provisional
appointment.

REIMBURSEMENT FOR STATE
MANDATED COSTS - Article XIIIB, Section 6
of the California Constitution which requires the
State to reimburse local agencies for the cost of
state-imposed programs. Process is commonly
called “SB 90” after its original 1972 legislation.

RESERVE - An account used to record a portion
of the fund balance as legally segregated for a
specific use, usually at a future time.

RESOLUTION - A special order of the City
Council which has a lower legal standing than an
ordinance.

REVENUES - Monies received or anticipated by a
local government from both tax and non-tax
sources during the fiscal year.

SALARIES AND BENEFITS - This major
category accounts for full-time and part-time
employees, overtime expenses and all employee
benefits, such as medical, dental, retirement, life
insurance, long term disability, and workers
compensation. Where applicable, uniform
allowance is also included in this category.

SALES TAX - This tax is levied on goods and
services at the point-of-sale. Sales tax in San Mateo
County is 8.25% of which approximately 1% is
returned to East Palo Alto for those sales which take
place in East Palo Alto.

SB 90 - Reimbursement process for state mandated
costs, named after its original 1972 legislation.

SERVICE CHARGES - Charges imposed to
support services to individuals or to cover the cost
of providing such services. The fees charged are
limited to the cost of providing the service or
regulation required (plus overhead).

SERVICES - Expenditures/expenses for services.

SINGLE AUDIT - An audit performed in
accordance with the Single Audit Act of 1984 and
the Office of Management & Budget (OMB)
Circular A-128, Audits of State and Local
Governments. The Single Audit Act allows or
requires governments (depending on the amount of
federal assistance received) to have one audit
performed to meet the needs of the federal agencies.

SPECIAL REVENEUE FUND - A fund used to
account for the proceeds of specific revenue
sources (other than expendable trusts or major
capital projects) that are legally restricted to
expenditure for specific purposes. GAAP only
require the use of special revenue funds when
legally mandated.

SUCCESSOR AGENCY – designated as the
entity to the former redevelopment agency. The
agency is given the authority, rights, powers,
duties, and obligations previously provided to the
former redevelopment agency under the
Community Redevelopment Law, except for those
that were repealed, restricted or amended in
Assembly Bill 1X26. The purpose of the agency
are 1)make payments on the redevelopment
agency’s enforceable obligations; and 2)wind
down the activities of the redevelopment agency.

SUPPLEMENTAL PROPERTY TAX - In the
event a property changes ownership, the county
collects a supplemental property tax assessment in
the current tax year by determining a supplemental
value. In future tax periods, the property carries the
full cash value.

SUPPLIES AND MATERIALS - This category
of expenses relates to supplies needed and required
to operate as a cost of doing business. Some of the
major supplies consist of general office supplies,
safety supplies, utilities and fuel for City vehicles,
etc.
268
GLOS- 7
TAX - Compulsory charge levied by a government
for the purpose of financing services performed for
the common benefit.

TAX ALLOCATED BONDS - Bonds issued by
redevelopment agencies to revitalize blighted and
economically depressed areas of the community
and to promote economic growth.

TAX BASE - The objects or transactions to which
a tax is applied (e.g., parcels of property, retail
sales, etc.). State law or local ordinances define the
tax base and the objects or transactions exempted
from taxation.

TAX INCREMENT FINANCING - A tax
incentive designed to attract business investment by
dedicating to the project area the new property tax
revenues generate by redevelopment. The increase
in revenues (increment) is used to finance
development-related costs in that district.

TAX RATE - The amount of tax applied to the tax
base. The rate may be flat, incremental or a
percentage of the tax base, or any other reasonable
method.

TEMPORARY POSITION - A non-regular,
temporary position created to meet a peak workload
or other unusual work situation; can include
seasonal or recurrent intermittent employment.

TRANSIENT OCCUPANCY TAX (TOT) - This
is a general tax imposed on occupants for the
privilege of occupying rooms in hotels, motels,
inns, or other lodging facilities for 30 days or less.

The current tax rate in East Palo Alto is 12%. Of
the total tax anticipated to be received by the City,
there is a 10% set-aside for children, youth, senior
and families services and another 10% for housing
services for the residents of East Palo Alto.

TRUST FUNDS - Funds used to account for assets
held by a government in a trustee capacity for
individuals, private organizations, other
governments and/or other funds.

UNDESIGNATED FUND BALANCE - The City
will maintain an Undesignated General Fund
Balance to help mitigate the effects of such
unanticipated situations as the following:
a) Economic downturns
b) Loss of revenues to or imposition of
additional costs by other
governmental agencies
c) Errors in financial forecasting
d) Natural disasters
UNRESERVED FUND BALANCE - That
portion of a fund balance available for spending or
appropriation in the future.

UTILITY USER’S TAX - This tax is imposed on
the consumer (residential or commercial) of utilities
– electric, gas, cable television, and telephone
services. The current tax rate is 5%. The tax is
collected by the companies providing the service as
part of their billing process and is issued to the City.

VLF - See Motor Vehicle In-Lieu Fee.
269
This Page Intentionally Left Blank
270

DETAIL BUDGET

INFORMATION
2024-2025

BY DIVISION
City of East Palo Alto
2415 University Avenue
East Palo Alto, CA 94303
CITYOFEASTPALOALTO.ORG
271
272
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : City Attorney / CAO (12121)
Fund Adopted F24 Proposed F25
53201 Other Professional and Technic
110 Legal Research Service (Westlaw) 16,500
110 Contractual Insurance Endorsements/Software Service 12,000 110 CEB OnLaw Pro Unlimited -
Subtotal 28,500 33,000
53210 Legal and Accounting Services
110 Outside legal expertise - General 95,000
110 Outside legal expertise - Investigation 65,000
110 Outside legal expertise - Investigation (From HR) 78,750 110 Outside legal expertise - Code Enforcement Cases (from Bldg) 10,000 110 Outside legal expertise - RSP Litigation
110 Outside legal expertise - PD Investigation
113 Outside legal expertise - Personnel Investigations, Litigation 55,000 70,000 117 Outside legal expertise - Developer Reimbursement Agreements - 50,000 220 Outside legal expertise - SA Housing 35,000 27,500
230 Outside legal expertise - Affordable housing support via Equity Innovation Fund - 15,000 510 Outside legal expertise - Water Matters - 5,000
705 Outside legal expertise - SA Capital 7,500 1,400
Subtotal 346,250 561,400
55300 Communications
110 Communications 3,000 3,000
Subtotal 3,000 3,000
110 Admin Misc Svc & Supplies
55410 Printing and Binding
110 55410 Printing and Binding 400 400
55410 Printing and Binding Total 400 400
55600 Meeting and Catering
110 55600 Meeting and Catering 250 250
55600 Meeting and Catering Total 250 250
55800 Transportation and Training
110 55800 Transportation and Training 8,250 8,750
55800 Transportation and Training Total 8,250 8,750
55910 Memberships/ Dues
110 55910 Memberships/ Dues 1,300 1,300
55910 Memberships/ Dues Total 1,300 1,300
60201 Reference/Text Sets/Subscriptions
110 60201 Reference/Text Sets/Subscriptions 4,500 4,500 60201 Reference/Text Sets/Subscriptions Total 4,500 4,500 60301 General Office Supplies
110 60301 General Office Supplies 3,000 3,000
60301 General Office Supplies Total 3,000 3,000
60302 Postage and Delivery
110 60302 Postage and Delivery 250 250
60302 Postage and Delivery Total 250 250
Subtotal 17,950 18,450
Detail
33,000
392,500
273
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : City Attorney / CAO (12121)
Fund Adopted F24 Proposed F25
70310 Other
110 Office Wall Project 32,100 32,100
Subtotal 32,100 32,100
70410 Furniture & Equipment (Under $5000)
110 Furniture & Equipment 5,000 5,000
Subtotal 5,000 5,000
Division Total 432,800 652,950
Detail
274
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : City Clerk's Office / Clerk Services (11112) Fund Adopted F24 Proposed F25
53120 County Services
110 Elections including Netfile 3,000
110 Potential Ballot Measure
Subtotal - 125,000
53201 Other Professional and Technic
110 Mid-Peninsula Media Center for Hybrid Meetings 10,000 110 Document Shredding 10,000
110 Cultural Bridges for Translation Services 50,000 40,000 111 Citywide Digital Scanning 50,000 20,000
Subtotal 110,000 110,000
54440 Computer Software Lease
111 Social Media Accounts 500 -
111 Municipal Code Host and Update 6,300 6,300
111 Zoom 6,300 6,300
111 ECS Image 7,000 7,000
111 Website Hosting 10,000 10,000
111 Mass Email Software 1,000 1,000
111 AMS Annual - Granicus (Cloud-based) 21,500 21,500
Subtotal 52,600 52,100
55300 Communications
110 Mass Mailers 2,000 2,000
Subtotal 2,000 2,000
110 Admin Misc Svc & Supplies
55400 Advertising/Notices
110 55400 Advertising/Notices 3,000 3,000
55400 Advertising/Notices Total 3,000 3,000
55410 Printing and Binding
110 55410 Printing and Binding - 800
55410 Printing and Binding Total - 800
55800 Transportation and Training
110 55800 Transportation and Training 4,000 4,000
55800 Transportation and Training Total 4,000 4,000
55910 Memberships/ Dues
110 55910 Memberships/ Dues 1,090 1,000
55910 Memberships/ Dues Total 1,090 1,000
60301 General Office Supplies
110 60301 General Office Supplies - 2,300
60301 General Office Supplies Total - 2,300
60302 Postage and Delivery
110 60302 Postage and Delivery - 250
60302 Postage and Delivery Total - 250
Subtotal 8,090 11,350
Division Total 185,690 300,450
Detail
125,000
50,000
275
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : City Manager's Office / Administration (11111) Fund Adopted F24 Proposed F25
53101 Staff Augmentation
110 Additional Staffing for Special Projects - 130,000
Subtotal - 130,000
53201 Other Professional and Technic
110 Council Priorities Setting/ Strategic & Preformance Eval 15,000 60,000 110 Citywide Lobbying Efforts 125,000 165,000
110 Policy Development 25,000
110 Emergency Planning and Development 50,000
111 IT Master Plan - 100,000
111 Redwood City Contract - 177,048
Subtotal 215,000 552,048
54440 Computer Software Lease
111 Project Management 20,000 -
111 DocuSign 10,000 -
Subtotal 10,000 -
54990 Other Property Services
110 Wilbur Properties (Gateway) - 15,240
Subtotal - 15,240
55300 Communications
110 Communications - 4,000
Subtotal - 4,000
110 Admin Misc Svcs & Supplies
55400 Advertising/Notices
110 55400 Advertising/Notices - 2,500
55400 Advertising/Notices Total - 2,500
55410 Printing and Binding
110 55410 Printing and Binding 2,500 2,500
55410 Printing and Binding Total 2,500 2,500
55600 Meeting and Catering
110 55600 Meeting and Catering - 2,500
55600 Meeting and Catering Total - 2,500
55800 Transportation and Training
110 55800 Transportation and Training 19,000 19,000
55800 Transportation and Training Total 19,000 19,000
55910 Memberships/ Dues
110 55910 Memberships/ Dues 5,315 6,000
55910 Memberships/ Dues Total 5,315 6,000
Detail
50,000
276
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : City Manager's Office / Administration (11111) Fund Adopted F24 Proposed F25
60301 General Office Supplies
110 60301 General Office Supplies 5,000 5,000
60301 General Office Supplies Total 5,000 5,000
60302 Postage and Delivery
110 60302 Postage and Delivery 500 -
60302 Postage and Delivery Total 500 -
Subtotal 32,315 37,500
70420 Furniture & Equipment (Over $5000)
110 New IT Equipment for Assistant City Manager - 6,000 Subtotal - 6,000
Division Total 277,315 744,788
Detail
277
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : City Manager's Office / Human Resources (11113) Fund Adopted F24 Proposed F25
53101 Staff Augmentation
110 Backfill employees on FMLA/CFRA protected leave - 150,000 Subtotal - 150,000
53120 County Services
110 Livescan and other professional services - 200
Subtotal - 200
53201 Other Professional and Technic
110 Compensation and Salary Study
110 HR Expertise: recruitment support, labor relations, leave administration, etc 110 Labor Negotiations
110 Recruitment marketing 15,000
110 Compliance Training
110 Computer Services Training
110 Pre-employment Lifescan / Sheriff's Office
110 ALTA Language Services
110 Fingerprinting-State of CA DOJ
110 Flex Plan Administration
111 Bankup Surface Pro for Recruitment Process - 10,000 Subtotal 379,928 110,000
53202 Medical Services
110 Pre-employmemt Physical & Drug Testing
110 Pre-employmemt/work related minor misses
110 Employee Assistance Program
110 Ergonomic Assessments OnLine
110 Wellness Solutions Program
Subtotal 45,255 50,000
55300 Communications
110 Phone Charges - 1,000
Subtotal - 1,000
110 Admin Misc Svcs & Supplies
55400 Advertising/Notices
110 55400 Advertising/Notices - 20,000
55400 Advertising/Notices Total - 20,000
55410 Printing and Binding
110 55410 Printing and Binding - 3,500
55410 Printing and Binding Total - 3,500
55600 Meeting and Catering
110 55600 Meeting and Catering - 20,000
55600 Meeting and Catering Total - 20,000
Detail
332,500
100,000
32,428
45,255 50,000
278
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : City Manager's Office / Human Resources (11113) Fund Adopted F24 Proposed F25
55800 Transportation and Training
110 55800 Transportation and Training 8,146 25,000
55800 Transportation and Training Total 8,146 25,000
55910 Memberships/ Dues
110 55910 Memberships/ Dues 11,062 12,000
55910 Memberships/ Dues Total 11,062 12,000
55920 Special Events
110 55920 Special Events
110 55920 Special Events
110 55920 Special Events
55920 Special Events Total 11,848 15,000
55940 Joint Powers Authority Dues
110 55940 Joint Powers Authority Dues - 1,000
55940 Joint Powers Authority Dues Total - 1,000
60203 Safety Supplies
110 60203 Safety Supplies - 1,500
60203 Safety Supplies Total - 1,500
60301 General Office Supplies
110 60301 General Office Supplies 14,000 15,000
60301 General Office Supplies Total 14,000 15,000
60302 Postage and Delivery
110 60302 Postage and Delivery 500 250
60302 Postage and Delivery Total 500 250
Subtotal 45,556 113,250
Division Total 470,738 424,450
11,848 15,000
Detail
279
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : City Manager's Office / Admin (14141) Fund Adopted F24 Proposed F25
53201 Other Professional and Technic
110 Redwood City Information Technology Services 430,767 - Subtotal 430,767 -
54990 Other Property Services
110 Wilbur Properties Common Area (Gateway) 20,000 -
Subtotal 20,000 -
Division Total 450,767 -
Detail
280
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : City Manager's Office / Community Services (14142) Fund Adopted F24 Proposed F25
53201 Other Professional and Technic
110 Youth Program, Community Engagement, Polling and Research 50,000 50,000 301 Study Consultants - Parks Services/Open Space Study 100,000 - Subtotal 150,000 50,000
54260 Vehicle Maintenance Service
110 Moved to Public Works - Maintenance Services 5,000 - Subtotal 5,000 -
55300 Communications
110 City mobile, Slack Annual Subscription 5,000 3,000
Subtotal 5,000 3,000
55600 Meeting and Catering
110 Events and Meetings 2,000 5,000
Subtotal 2,000 5,000
55920 Special Events
110 Summer Programs Park Activation, City Events & Celebrations 260,000 260,000 Subtotal 260,000 260,000
110 Admin Misc Svcs & Supplies
55400 Advertising/Notices
110 55400 Advertising/Notices 5,000 3,500
55400 Advertising/Notices Total 5,000 3,500
55410 Printing and Binding
110 55410 Printing and Binding 5,000 1,500
55410 Printing and Binding Total 5,000 1,500
55800 Transportation and Training
110 55800 Transportation and Training 2,000 3,500
55800 Transportation and Training Total 2,000 3,500
55910 Memberships/ Dues
110 55910 Memberships/ Dues 1,500 2,500
55910 Memberships/ Dues Total 1,500 2,500
55990 Other Services
110 55990 Other Services - 5,000
55990 Other Services Total - 5,000
60103 Equipment Maintenance Supplies
110 60103 Equipment Maintenance Supplies - 5,000
Detail
281
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : City Manager's Office / Community Services (14142) Fund Detail Adopted F24 Proposed F25
60103 Equipment Maintenance Supplies Total - 5,000
60202 Uniform & Safety Apparel
110 60202 Uniform & Safety Apparel 2,000 1,000
60202 Uniform & Safety Apparel Total 2,000 1,000
60208 Fuel
60208 Fuel Total - -
110 Moved from Senior Services - 2,000
Moved from Senior Services Total - 2,000
60209 Other Operating Supplies
110 60209 Other Operating Supplies 4,000 2,500
60209 Other Operating Supplies Total 4,000 2,500
60301 General Office Supplies
110 60301 General Office Supplies 2,000 2,000
60301 General Office Supplies Total 2,000 2,000
Subtotal 21,500 28,500
70420 Furniture & Equipment (Over $5000)
230 Stanford Grant for Lighting Equipment - Pending Grant 530,000 530,000 Subtotal 530,000 530,000
70510 Rolling Stock: Vehicles, Mower, etc.
230 Truck to move Lighting Equipment for Parks 40,000 40,000 Subtotal 40,000 40,000
80905 Grants
231 Child/Fam Grants 150,000 400,000
Subtotal 150,000 400,000
Division Total 1,163,500 1,316,500
282
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : City Manager's Office / Senior Services (14143) Fund Adopted F24 Proposed F25
53201 Other Professional and Technic
110 Meal Services - PVIC and Senior Center, Inc. 45,650 110 Security Services 49,500
215 Meal Services - Grant Funded 35,350 -
Subtotal 130,500 200,000
54260 Vehicle Maintenance Service
110 Vehicle Maintence Service for Senior Bus 10,000 5,000 Subtotal 10,000 5,000
55300 Communications
110 Advertising for Senior Events - 1,500
Subtotal - 1,500
110 Admin Misc Svcs & Supplies
55410 Printing and Binding
110 55410 Printing and Binding 3,000 1,000
55410 Printing and Binding Total 3,000 1,000
55600 Meeting and Catering
110 55600 Meeting and Catering 2,000 3,000
55600 Meeting and Catering Total 2,000 3,000
55800 Transportation and Training
110 55800 Transportation and Training 800 1,800
55800 Transportation and Training Total 800 1,800
55910 Memberships/ Dues
510 55910 Memberships/ Dues 300 1,500
55910 Memberships/ Dues Total 300 1,500
60102 Vehicle Maintenance Supplies
60102 Vehicle Maintenance Supplies Total - -
110 Vehicle Maintenance Supplies for Senior Bus 1,000 2,500 Vehicle Maintenance Supplies for Senior Bus Total 1,000 2,500 60109 Landscape & Park Maintenance Supplies
110 60109 Landscape & Park Maintenance Supplies 5,000 - 60109 Landscape & Park Maintenance Supplies Total 5,000 - 60202 Uniform & Safety Apparel
110 60202 Uniform & Safety Apparel 1,000 -
60202 Uniform & Safety Apparel Total 1,000 -
60203 Safety Supplies
110 60203 Safety Supplies 500 1,000
60203 Safety Supplies Total 500 1,000
Detail
200,000
283
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : City Manager's Office / Senior Services (14143) Fund Adopted F24 Proposed F25
60208 Fuel
110 60208 Fuel 6,000 5,500
60208 Fuel Total 6,000 5,500
60209 Other Operating Supplies
60209 Other Operating Supplies Total - -
110 Senior Center Operating Costs - Bldg Maint & Repair 10,000 4,500 Senior Center Operating Costs - Bldg Maint & Repair Total 10,000 4,500 60301 General Office Supplies
110 60301 General Office Supplies 1,500 1,000
60301 General Office Supplies Total 1,500 1,000
Subtotal 31,100 21,800
55920 Special Events
110 Senior Events and Activities 60,000 30,000
Subtotal 60,000 30,000
80905 Grants
231 Child/Fam Grants - Senior Inc. Grant 125,000 125,000 Subtotal 125,000 125,000
Division Total 356,600 383,300
Detail
284
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : Finance / Finance (13131)
Fund Adopted F24 Proposed F25
53201 Other Professional and Technic
110 SB 90 Reporting 6,000 6,150
110 Annual 10 year forecasting update 26,500 5,000
111 MOM Monthly fee 22,000 14,366
111 Caselle 70,000 70,000
111 Credit card monthly fee - 348
111 HDL Oursource 80,000 -
203 NPDES Data services Tax roll 2,000.0 2,300
219 2,000 -
520 Garbage Data services Tax roll 2,000 2,300
705 SA Debt covenants, RDA Analysis, Willdan 4,425 3,732 Subtotal 214,925 104,196
53210 Legal and Accounting Services
110 GF Audit 62,500 68,675
110 Bartel (GASB 68) 2,100 2,100
110 Pension refunding strategy - 6,000
110 CalPERS Disclosure data 1,890 1,448
110 New GASB 40 Study 5,250
110 GFOA CAFR application fee 1,050 548
110 CAFR Statistics support 5,000 3,028
110 SUTA support 10,500 2,026
110 STARS support 2,000 2,100
110 GASB 87 (EB) 10,000 12,652
110 Cost allocation study & Masterfee schedule - 150,000 202 Measure A audit 1,689 1,740
219 Measure HH audit 1,689 1,740
234 Measure W audit 1,689 1,740
510 Veolia lease support 20,000 50,000
705 Audit 3,000 3,102
Subtotal 128,358 306,900
54440 Information Technology Subscri
111 Gov.invest - Pension Forecasting 7,875 3,000
55300 Communications
110 Cell phone, etc 1,000
110 Admin Misc Svc & Supplies
55400 Advertising/Notices
110 55400 Advertising/Notices 500
55400 Advertising/Notices Total - 500
55410 Printing and Binding
110 55410 Printing and Binding 3,000
55410 Printing and Binding Total - 3,000
Detail
285
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : Finance / Finance (13131)
Fund Adopted F24 Proposed F25
55800 Transportation and Training
110 55800 Transportation and Training 1,000
110 55800 Transportation and Training 2,500
110 55800 Transportation and Training 1,500
110 55800 Transportation and Training 6,000
110 55800 Transportation and Training 1,000
110 55800 Transportation and Training 1,000
110 55800 Transportation and Training 6,000
110 55800 Transportation and Training 2,099
110 55800 Transportation and Training 2,520
55800 Transportation and Training Total 21,099 23,619
Subtotal 21,099 23,619
55910 Memberships/ Dues
110 55910 Memberships/ Dues 200
110 55910 Memberships/ Dues 250
110 55910 Memberships/ Dues 750
110 55910 Memberships/ Dues 600
110 55910 Memberships/ Dues 785
110 55910 Memberships/ Dues 500
110 55910 Memberships/ Dues 500
110 55910 Memberships/ Dues 715
55910 Memberships/ Dues Total 4,050 4,300
Subtotal 4,050 4,300
55990 Other Services
110 55990 Other Services 15,625 20,594
55990 Other Services Total 15,625 20,594
60201 Reference/Text Sets/Subscripti
110 60201 Reference/Text Sets/Subscripti 1,000 -
60201 Reference/Text Sets/Subscripti Total 1,000 -
60301 General Office Supplies
110 60301 General Office Supplies 7,500 6,000
60301 General Office Supplies Total 7,500 6,000
60302 Postage and Delivery
110 60302 Postage and Delivery 1,500 500
60302 Postage and Delivery Total 1,500 500
Subtotal 75,923 86,432
70410 Furniture & Equip Under$5k
110 Furniture & Equip Under$5k 3,000 -
Division Total 404,932 473,609
21,099
4,050
Detail
286
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : Non-Departmental / Non-Departmental (95951) Fund Adopted F24 Proposed F25
53120 County Services
110 SMC Property Tax Admin Fee 85,000 93,500
203 SMC Property Tax Admin Fee 7,875 8,663
219 SMC Property Tax Admin Fee 11 12
221 SMC Property Tax Admin Fee 4,800 5,280
222 SMC Property Tax Admin Fee 1,350 1,485
520 SMC Property Tax Admin Fee 7,500 8,250
Subtotal 106,536 117,190
53201 Other Professional and Technic
110 Business License Tax Administrator - 215,000
111 Shamrock Copier Solutions Partner (Copiers) 23,000 12,000 Subtotal 23,000 227,000
54210 Street Maintenance Services
203 Contract Sweeping Services moved to Public Works 361,750 - Subtotal 361,750 -
54270 Equipment Maintenance
111 Services - Desktop Printer maintenance 12,500 -
Subtotal 12,500 -
54410 Land and Building Lease and Rentals
110 Land/Building Lease (CH) 195,000 231,093
204 Land/Building Lease (CH) - 12,163
510 Land/Building Lease (CH) 23,000 -
Subtotal 218,000 243,256
54430 Equipment Lease and Rentals
110 Postage Meter Machine and Maintenance - 9,000
111 Services - Printer lease (US Bank Printer) 16,000 15,000 Subtotal 16,000 24,000
54440 Computer Software Lease
111 Software - Citywide/IT managed 145,000 187,668
Subtotal 145,000 187,668
54910 Garbage Services-BFI
520 Recology - Garbage Services/ Waste Disposal Fees 2,988,000 3,500,000 Subtotal 2,988,000 3,500,000
54990 Other Property Services
110 Property tax -sewer at YMCA/Senior Center 11,087 27,313 110 Property tax - sewer at 1798 Bay Road 1,091
110 Property tax - sewer at 2277 University Avenue 1,091 110 Property tax - scip/sewer Cummings Loft 4,828
110 Property tax - sewer at 1960-2 Tate Street 8,316
510 Quarterly Pass-Through Payment to Veolia - 12,152
Subtotal 26,413 39,465
55210 Premiums
113 PLAN JPA 779,684 977,624
Subtotal 779,684 977,624
55230 Settlements/Judgements
113 PLAN JPA 75,000 75,000
Subtotal 75,000 75,000
Detail
287
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : Non-Departmental / Non-Departmental (95951) Fund Adopted F24 Proposed F25
55300 Communications
110 - 14,715
111 Services - Internet/VOIP 97,000 114,650
Subtotal 97,000 129,365
Multi-Fund Admin Misc Svc & Supplies
55910 Memberships/ Dues
110 55910 Memberships/ Dues 32,050 31,900
201 55910 Memberships/ Dues 76,808 86,081
55910 Memberships/ Dues Total 108,858 117,981
55940 Joint Powers Authority Dues
110 55940 Joint Powers Authority Dues 400,000 452,367
55940 Joint Powers Authority Dues Total 400,000 452,367 60203 Safety Supplies
110 60203 Safety Supplies - 200
60203 Safety Supplies Total - 200
Subtotal 508,858 570,548
70420 Furniture & Equipment (Over $5000)
111 Cyber Security Equipment and other IT equipment 10,000 45,000 Subtotal 10,000 45,000
70910 Depreciation expense
510 Depreciation expense 50,000 -
511 Depreciation expense 300,000 -
Subtotal 350,000 -
90310 Overhead Allocation
110 Overhead Allocation (913,434) (929,182)
201 Overhead Allocation 137,344 139,715
202 Overhead Allocation 1,770 1,799
203 Overhead Allocation 80,486 81,875
204 Overhead Allocation 272,197 276,887
207 Overhead Allocation 31,970 32,518
209 Overhead Allocation 1,691 1,722
218 Overhead Allocation 28,917 29,418
220 Overhead Allocation 15,487 15,753
221 Overhead Allocation 48,431 49,265
222 Overhead Allocation 96,232 97,888
231 Overhead Allocation 47,997 48,822
510 Overhead Allocation 74,518 75,805
520 Overhead Allocation 63,801 64,903
Subtotal (12,593) (12,812)
Division Total 5,705,149 6,123,305
Detail
288
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : CED / Administration (31311)
Fund Adopted F24 Proposed F25
53201 Other Professional and Technic
110 Rent Registry - 150,000
Subtotal - 150,000
54430 Equipment Lease and Rentals
110 Equipment Lease and Rentals 1,000 -
111 Equipment Lease and Rentals - 1,000
Subtotal 1,000 1,000
54440 Computer Software Lease
111 TRAKiT - 14,502
Subtotal - 14,502
54990 Other Property Services
110 HOA Cummings Loft 10,000 10,000
Subtotal 10,000 10,000
55300 Communications
110 Communications 15,000 6,000
Subtotal 15,000 6,000
Multi-Fund Admin Misc Svc & Supplies
55400 Advertising/Notices
110 55400 Advertising/Notices 1,500 3,000
117 55400 Advertising/Notices - 500
55400 Advertising/Notices Total 1,500 3,500
55410 Printing and Binding
110 55410 Printing and Binding 3,000 1,500
55410 Printing and Binding Total 3,000 1,500
55600 Meeting and Catering
55600 Meeting and Catering Total - -
110 Meeting and Catering 500 500
Meeting and Catering Total 500 500
55800 Transportation and Training
55800 Transportation and Training Total - -
110 Staff Training and Transportation 7,500 7,500
Staff Training and Transportation Total 7,500 7,500
55910 Memberships/ Dues
55910 Memberships/ Dues Total - -
510 Staff Dues and Memberships 10,700 10,700
Staff Dues and Memberships Total 10,700 10,700
55920 Special Events
110 55920 Special Events - 1,000
55920 Special Events Total - 1,000
60201 Reference/Text Sets/Subscriptions
110 60201 Reference/Text Sets/Subscriptions 500 500
60201 Reference/Text Sets/Subscriptions Total 500 500
Detail
289
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : CED / Administration (31311)
Fund Adopted F24 Proposed F25
60203 Safety Supplies
110 60203 Safety Supplies 1,000 1,000
60203 Safety Supplies Total 1,000 1,000
60207 Utilities
110 60207 Utilities 100
60203 Safety Supplies Total - 100
60301 General Office Supplies
110 60301 General Office Supplies 9,500 4,500
60301 General Office Supplies Total 9,500 4,500
60302 Postage and Delivery
110 60302 Postage and Delivery 1,500 6,500
60302 Postage and Delivery Total 1,500 6,500
Subtotal 35,700 37,300
70410 Furniture & Equipment (Under $5000)
110 Furniture & Equipment - 800
Subtotal - 800
Division Total 61,700 219,602
Detail
290
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : CEDD / Building (31315)
Fund Adopted F24 Proposed F25
53201 Other Professional and Technic
110 WC3 Contract - Outside plan review, inspections, staff augmentation. 450,000 1,700,000 110 ADU Resource Center - 34,000
110 Scanning Services 60,000
110 CASP Regulatory 4,000
Subtotal 514,000 1,734,000
54430 Equipment Lease and Rentals
110 Heavy equipment rental for Building Division Task 1,700 - Subtotal 1,700 -
55300 Communications
110 Communications 3,000 3,000
Subtotal 3,000 3,000
Multi-Fund Admin Misc Svc & Supplies
55400 Advertising/Notices
110 55400 Advertising/Notices 2,500 2,500
55400 Advertising/Notices Total 2,500 2,500
55410 Printing and Binding
110 55410 Printing and Binding 4,000 1,500
55410 Printing and Binding Total 4,000 1,500
55600 Meeting and Catering
110 55600 Meeting and Catering 1,200 1,000
55600 Meeting and Catering Total 1,200 1,000
55800 Transportation and Training
110 55800 Transportation and Training 31,700 21,000
55800 Transportation and Training Total 31,700 21,000
55820 Tuition Reimbursement
110 55820 Tuition Reimbursement 1,500 1,500
55820 Tuition Reimbursement Total 1,500 1,500
55910 Memberships/ Dues
110 55910 Memberships/ Dues 8,200 4,000
55910 Memberships/ Dues Total 8,200 4,000
55920 Special Events
110 55920 Special Events 1,500 1,500
55920 Special Events Total 1,500 1,500
55990 Other Services
111 55990 Other Services - 35,000
55990 Other Services Total - 35,000
60201 Reference/Text Sets/Subscriptions
110 60201 Reference/Text Sets/Subscriptions 2,650 2,650 60201 Reference/Text Sets/Subscriptions Total 2,650 2,650 Detail
291
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : CEDD / Building (31315)
Fund Adopted F24 Proposed F25
60202 Uniform & Safety Apparel
110 60202 Uniform & Safety Apparel 3,500 3,500
60202 Uniform & Safety Apparel Total 3,500 3,500
60203 Safety Supplies
110 60203 Safety Supplies 3,000 3,000
60203 Safety Supplies Total 3,000 3,000
60208 Fuel
110 60208 Fuel 5,000 2,500
60208 Fuel Total 5,000 2,500
60301 General Office Supplies
110 60301 General Office Supplies 5,500 5,500
60301 General Office Supplies Total 5,500 5,500
60302 Postage and Delivery
110 60302 Postage and Delivery 650 650
60302 Postage and Delivery Total 650 650
Subtotal 70,900 85,800
70410 Furniture & Equipment (Under $5000)
110 Staff workstation ergonomics and equipment 1,000 1,000 Subtotal 1,000 1,000
70420 Furniture & Equipment (Over $5000)
110 Office furniture and equipment upgrade. 4,500 4,500 111 Office furniture and equipment upgrade. 4,500 -
Subtotal 9,000 4,500
70510 Rolling Stock: Vehicles, Mower, etc.
112 Two vehicles 70,000 -
Subtotal 70,000 -
Division Total 669,600 1,828,300
Detail
292
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : CEDD / Housing (31777)
Fund Adopted F24 Proposed F25
53101 Staff Augmentation
110 Staff Augmentation - 81,000
Subtotal - 81,000
53201 Other Professional and Technic
110 21 Elements Shared Housing Staff Program - 40,000
207 BMR Administration 39,500 70,800
209 AmeriNat/San Mateo County invoices 4,655 1,452
215 AmeriNat/San Mateo County (CalHome Loans) & Admin Costs 100,500 300,000 219 Measure HH 602,945 75,000
220 BMR Administration 1,155 67,200
230 Affordable housing support via Equity Innovation Fund 85,000 Subtotal 748,755 639,452
55300 Communications
110 Communications 14,000 2,000
Subtotal 14,000 2,000
Multi-Fund Admin Misc Svc & Supplies
55400 Advertising/Notices
110 55400 Advertising/Notices 6,000 1,000
207 55400 Advertising/Notices 1,000 1,000
219 55400 Advertising/Notices 200 200
55400 Advertising/Notices Total 7,200 2,200
55410 Printing and Binding
110 55410 Printing and Binding 2,500 1,000
220 55410 Printing and Binding 7,000 -
55410 Printing and Binding Total 9,500 1,000
55600 Meeting and Catering
110 55600 Meeting and Catering 615 500
220 55600 Meeting and Catering 500 -
55600 Meeting and Catering Total 1,115 500
55800 Transportation and Training
110 55800 Transportation and Training 500 8,600
220 55800 Transportation and Training 8,900 -
55800 Transportation and Training Total 9,400 8,600
55910 Memberships/ Dues
110 55910 Memberships/ Dues 2,500 17,637
207 55910 Memberships/ Dues 450 450
220 55910 Memberships/ Dues 12,687 -
55910 Memberships/ Dues Total 15,637 18,087
55990 Other Services
Detail
293
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : CEDD / Housing (31777)
Fund Adopted F24 Proposed F25
110 55990 Other Services 203,992 -
215 55990 Other Services - 60
220 55990 Other Services 1,227,380 -
55990 Other Services Total 1,431,372 60
60209 Other Operating Supplies
110 60209 Other Operating Supplies 2,500 -
60209 Other Operating Supplies Total 2,500 -
60301 General Office Supplies
110 60301 General Office Supplies 1,500 1,000
220 60301 General Office Supplies 200 200
60301 General Office Supplies Total 1,700 1,200
60302 Postage and Delivery
110 60302 Postage and Delivery 1,000 3,198
60302 Postage and Delivery Total 1,000 3,198
Subtotal 1,479,424 34,845
70410 Furniture & Equipment (Under $5000)
220 Furniture & Equipment 2,000 -
Subtotal 2,000 -
92120 Loan Advances
207 Calhome Program 1,000,000 -
220 Bay road Loan Advance Annual Payment from SA Trust 60,000 60,000 Subtotal 1,060,000 60,000
Division Total 3,304,179 817,297
Detail
294
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : CEDD / RSP (31313)
Fund Adopted F24 Proposed F25
53101 Staff Augmentation
204 Staff Augmentation - 54,000
Subtotal - 54,000
53130 Stipends
204 RSB Stipends 2,500 2,500
Subtotal 2,500 2,500
53201 Other Professional and Technic
110 Rent registry 150,000 -
204 Implementation Ordinance Amendments 2,500 -
204 Anti-Displacement Services (Eviction Defense) 116,000 - 204 Hearing Examiners 18,000 -
204 Mediators 2,000 -
204 IT Services 1,500 -
Subtotal 290,000 -
54410 Land and Building Lease and Rentals
204 City Hall Building lease 10,500 10,500
Subtotal 10,500 10,500
55300 Communications
110 Communications - 800
204 Communications 1,500 1,500
Subtotal 1,500 2,300
Multi-Fund Admin Misc Svc & Supplies
110 55400 Advertising/Notices - 600
55400 Advertising/Notices Total - 600
204 55410 Printing and Binding 20,000 10,000
55410 Printing and Binding Total 20,000 10,000
204 55600 Meeting and Catering 1,500 1,500
55600 Meeting and Catering Total 1,500 1,500
204 Staff Training and Transportation 8,200 8,200
Staff Training and Transportation Total 8,200 8,200
204 55910 Memberships/ Dues 900 900
55910 Memberships/ Dues Total 900 900
110 60209 Other Operating Supplies - 500
60209 Other Operating Supplies Total - 500
Detail
295
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : CEDD / RSP (31313)
Fund Adopted F24 Proposed F25
110 60301 General Office Supplies 1,000 -
204 60301 General Office Supplies - 1,000
60301 General Office Supplies Total 1,000 1,000
204 60302 Postage and Delivery 4,000 4,000
60302 Postage and Delivery Total 4,000 4,000
Subtotal 35,600 26,700
92120 Loan Advances
207 EPACANDO & PAHALI 1,800,000 -
Subtotal 1,800,000 -
Division Total 2,140,100 96,000
Detail
296
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : CEDD / Planning (31314)
Fund Adopted F24 Proposed F25
53101 Staff Augmentation
110 Intern for GIS mapping - 10,500
Subtotal - 10,500
53130 Stipends
110 Planning Commission Stipends 5,000 7,900
Subtotal 5,000 7,900
53201 Other Professional and Technic
110 General Plan Update, GIS Consultants, Outside On-Call Consultants, Specialist Code Advice 180,000 110 BMI Imaging - Web Hosting 2,000
111 ArcGIS 5,000 -
117 MCA CEQA Services 595,000 595,000
117 Other MCA Planning Services 135,000 135,000
117 RBD MCA Planning Support 270,000 270,000
Subtotal 1,187,000 1,244,750
53210 Legal and Accounting Services
117 Pass through fund Legal services 400,000 -
Subtotal 400,000 -
54430 Equipment Lease and Rentals
110 Printer and other small office equipment 1,000 -
Subtotal 1,000 -
54440 Computer Software Lease
110 Budget increase to better accommodate digital plan checking and database 1,600 - 111 Bluebeam subscription for marking up plan sets virtually - 2,500 111 Environmental Systems Research Institute (ESRI Inc) - 4,290 Subtotal 1,600 6,790
55300 Communications
110 Communications 2,000 2,000
Subtotal 2,000 2,000
110 Admin Misc Svc & Supplies
55400 Advertising/Notices
110 55400 Advertising/Notices 12,000 10,000
55400 Advertising/Notices Total 12,000 10,000
55410 Printing and Binding
110 55410 Printing and Binding 2,500 2,000
55410 Printing and Binding Total 2,500 2,000
55600 Meeting and Catering
110 55600 Meeting and Catering 300 2,000
55600 Meeting and Catering Total 300 2,000
55800 Transportation and Training
110 55800 Transportation and Training 16,945 10,000
55800 Transportation and Training Total 16,945 10,000
55910 Memberships/ Dues
110 55910 Memberships/ Dues 23,944 5,000
55910 Memberships/ Dues Total 23,944 5,000
60201 Reference/Text Sets/Subscriptions
110 60201 Reference/Text Sets/Subscriptions 350 350
60201 Reference/Text Sets/Subscriptions Total 350 350
Detail
244,750
297
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : CEDD / Planning (31314)
Fund Adopted F24 Proposed F25
60203 Safety Supplies
60203 Safety Supplies
110 60203 Safety Supplies - 40
60203 Safety Supplies Total - 40
110 60208 Fuel - 2,500
60208 Fuel Total - 2,500
60301 General Office Supplies
110 60301 General Office Supplies 3,500 3,500
60301 General Office Supplies Total 3,500 3,500
60302 Postage and Delivery
110 60302 Postage and Delivery 500 500
60302 Postage and Delivery Total 500 500
Subtotal 60,039 35,890
70410 Furniture & Equipment (Under $5000)
110 New filing cabinets and book shelves for office - 2,000 111 iPad incl plan + printer - 1,500
Subtotal - 3,500
70420 Furniture & Equipment (Over $5000)
110 Originally intended for office remodel 4,000 -
111 Originally intended for office remodel 5,000 -
Subtotal 9,000 -
70510 Rolling Stock: Vehicles, Mower, etc.
112 New vehicle - Prius 35,000 -
Subtotal 35,000 -
Division Total 1,700,639 1,311,330
Detail
298
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : PW/Administration (21211)
Fund Adopted F24 Proposed F25
53201 Other Professional and Technic
110 Miscellaneous Professional Services - Grant Writing Support 5,000 - 111 Eng GIS Operations - 15,000
117 Digitize Files 10,000 -
Subtotal 15,000 15,000
54240 Building Maintenance
110 Building Maintenance - 1,000
Subtotal - 1,000
54440 Computer Software Lease
111 TRAKiT - 7,900
Subtotal - 7,900
54990 Other Property Services
110 USDA Cooperative Agreement 12,500 -
Subtotal 12,500 -
55300 Communications
110 Communications 1,500 1,500
Subtotal 1,500 1,500
Multi-Fund Admin Misc Svc & Supplies
55400 Advertising/Notices
110 55400 Advertising/Notices 2,000 2,000
55400 Advertising/Notices Total 2,000 2,000
55410 Printing and Binding
110 55410 Printing and Binding - 1,000
55410 Printing and Binding Total - 1,000
55600 Meeting and Catering
110 55600 Meeting and Catering - 1,500
55600 Meeting and Catering Total - 1,500
55800 Transportation and Training
110 55800 Transportation and Training 8,400 8,500
55800 Transportation and Training Total 8,400 8,500
55910 Memberships/ Dues
110 55910 Memberships/ Dues - 2,000
221 55910 Memberships/ Dues - 1,500
55910 Memberships/ Dues Total - 3,500
Detail
299
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : PW/Administration (21211)
Fund Adopted F24 Proposed F25
55920 Special Events
110 55920 Special Events 2,000 3,000
55920 Special Events Total 2,000 3,000
60201 Reference/Text Sets/Subscriptions
110 60201 Reference/Text Sets/Subscriptions - 1,000
60201 Reference/Text Sets/Subscriptions Total - 1,000
60202 Uniform & Safety Apparel
110 60202 Uniform & Safety Apparel - 1,500
60202 Uniform & Safety Apparel Total - 1,500
60203 Safety Supplies
110 60203 Safety Supplies - 1,000
60203 Safety Supplies Total - 1,000
60207 Utilities
110 60207 Utilities - 1,000
510 60207 Utilities - 14,000
60207 Utilities Total - 15,000
60301 General Office Supplies
110 60301 General Office Supplies 3,000 3,500
60301 General Office Supplies Total 3,000 3,500
60302 Postage and Delivery
110 60302 Postage and Delivery 500 500
60302 Postage and Delivery Total 500 500
Subtotal 15,900 42,000
Division Total 44,900 67,400
Detail
300
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : PW/Environmental Services (21214) Fund Adopted F24 Proposed F25
53201 Other Professional and Technic
110 Canopy contract 25,000
110 Civic Spark Fellow Americorps 28,000
110 Canopy, Grassroots, SSC fellow, SCA contingency 238,500 230 Peninsula Clean Energy Grant - 243,563
Subtotal 53,000 482,063
54210 Street Maintenance Services
203 Street Sweeping Services Contract - 365,000
Subtotal - 365,000
54990 Other Property Services
203 MRP 16,000 -
510 Garbage Signage and Outreach 500 -
520 Drinking Water Permits 10,000 -
Subtotal 10,500 -
55300 Communications
110 Communications 500 1,000
Subtotal 500 1,000
110 Admin Misc Svc & Supplies
55410 Printing and Binding
110 55410 Printing and Binding 500 1,000
55410 Printing and Binding Total 500 1,000
55800 Transportation and Training
110 55800 Transportation and Training 3,800 3,000
55800 Transportation and Training Total 3,800 3,000
55910 Memberships/ Dues
110 55910 Memberships/ Dues 1,150 500
55910 Memberships/ Dues Total 1,150 500
55920 Special Events
110 55920 Special Events - 2,500
55920 Special Events Total - 2,500
60201 Reference/Text Sets/Subscriptions
110 60201 Reference/Text Sets/Subscriptions 250 250
60201 Reference/Text Sets/Subscriptions Total 250 250
60202 Uniform & Safety Apparel
110 60202 Uniform & Safety Apparel 750 750
60202 Uniform & Safety Apparel Total 750 750
Detail
301
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : PW/Environmental Services (21214) Fund Adopted F24 Proposed F25
60208 Fuel
110 60208 Fuel 750 -
60208 Fuel Total 750 -
60301 General Office Supplies
110 60301 General Office Supplies 1,000 1,000
60301 General Office Supplies Total 1,000 1,000
60302 Postage and Delivery
110 60302 Postage and Delivery 500 500
520 60302 Postage and Delivery 1,000 -
60302 Postage and Delivery Total 1,500 500
Subtotal 9,700 9,500
Division Total 89,700 857,563
Detail
302
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : PW/Engineering (21212)
Fund Adopted F24 Proposed F25
53201 Other Professional and Technic
110 CSG SB 35 Plan Review - Increased technical counter activity 50,000 45,000 111 Asset Management GIS 120,000 -
201 Project Design Service (HSIP, ST-08) 50,000 50,000
301 Safer Bay Capital Project Support - Grant Writing 120,000 307 Impact fee studies for RBD 83,333 -
308 Impact fee studies for RBD 83,333 -
510 Groundwater Monitoring, Asset Management 100,000 100,000 511 Water Capital Contract Support - Consulting CIP Engineering & Design Support 25,000 300,000 513 Impact fee studies for RBD 83,333 -
Subtotal 715,000 495,000
54220 Street Lights Maintenance
221 Cal West - Streets Light 25,000 70,000
Subtotal 25,000 70,000
54230 Signs/Signals Maintenance
201 Cal West - Traffic Signal Maintenance & Repair 75,000 110,000 Subtotal 75,000 110,000
55300 Communications
110 Communications 5,000 5,000
Subtotal 5,000 5,000
Multi-Fund Admin Misc Svc & Supplies
55400 Advertising/Notices
110 55400 Advertising/Notices 2,000 1,000
511 55400 Advertising/Notices - 5,000
55400 Advertising/Notices Total 2,000 6,000
55410 Printing and Binding
110 55410 Printing and Binding 2,000 1,000
55410 Printing and Binding Total 2,000 1,000
55600 Meeting and Catering
110 55600 Meeting and Catering 1,500 500
55600 Meeting and Catering Total 1,500 500
55800 Transportation and Training
110 55800 Transportation and Training 8,700 7,000
55800 Transportation and Training Total 8,700 7,000
55910 Memberships/ Dues
110 55910 Memberships/ Dues 2,200 2,000
55910 Memberships/ Dues Total 2,200 2,000
55990 Other Services
301 55990 Other Services 40,000 -
510 55990 Other Services - -
55990 Other Services Total 40,000 -
60202 Uniform & Safety Apparel
110 60202 Uniform & Safety Apparel 500 1,000
60202 Uniform & Safety Apparel Total 500 1,000
Detail
303
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : PW/Engineering (21212)
Fund Adopted F24 Proposed F25
60203 Safety Supplies
110 60203 Safety Supplies 500 -
60203 Safety Supplies Total 500 -
60208 Fuel
110 60208 Fuel 2,500 2,500
60208 Fuel Total 2,500 2,500
60301 General Office Supplies
110 60301 General Office Supplies 2,500 2,000
60301 General Office Supplies Total 2,500 2,000
60302 Postage and Delivery
110 60302 Postage and Delivery 500 500
60302 Postage and Delivery Total 500 500
Subtotal 62,900 22,500
70410 Furniture & Equipment (Under $5000)
110 AutoCad - 500
111 Furniture & Equipment 3,500 -
Subtotal 3,500 500
Division Total 886,400 703,000
Detail
304
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : PW/Maintenance (21213)
Fund Adopted F24 Proposed F25
53120 County Services
110 SMC County Inspections - Cooley Landing Soil Gas Mitigation System 10,000 10,000 Subtotal 10,000 10,000
53201 Other Professional and Technic
110 Tree Assessment 35,000 -
110 West Coast Arborist Contract (Trees in Public Right-of-Way) 130,000 - 110 NRC- US Ecology Contract (Hazardous Materials Disposal) 100,000 - 110 Misc Call Outs 45,000 361,000
111 IWORQ System (Annual Work Order License) 12,000 -
201 Public Tree Assessment & inventory 20,000 30,000
203 McNabb Construction Contract for Runnymede Drainage maintenance-NPDES 9,500 - 222 McNabb Contract (Annual Runnymede Drainage Channel Maintenance) 40,000 50,000 510 Annual backflow testing & repairs 12,000 12,000
510 Water System Repairs - City Property in Lease Fund 15,000 15,000 Subtotal 418,500 468,000
54210 Street Maintenance Services
201 Minor Repairs and Striping 125,000 100,000
Subtotal 125,000 100,000
54220 Street Lights Maintenance
221 Solar Street Lights - 100,000
Subtotal - 100,000
54240 Building Maintenance
110 Building maintenance 155,000 355,000
222 Pump station building 7,000 2,500
Subtotal 162,000 357,500
54250 Landscape/Parks Maintenance
110 Park Materials and Services 35,000 75,000
Subtotal 35,000 75,000
54260 Vehicle Maintenance Service
110 Contract for Public Works and Community & Economic Development Vehicles' 58,500 55,000 201 Dump trucks maintenance 6,500 4,500
203 Vactor Truck maintenance 25,000 15,000
221 Bucket Truck maintenance 5,000 5,000
Subtotal 95,000 79,500
54270 Equipment Maintenance
110 Equipment Maintenance 26,000 20,000
201 Equipment Maintenance 20,000 10,000
203 Equipment Maintenance 7,000 7,000
222 Fuel System Inspections & repair 15,000 -
222 Pump Inspection, Repair, Maintenance 35,000 65,000
512 Maintenance for Water meter 10,000 -
Subtotal 113,000 102,000
Detail
305
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : PW/Maintenance (21213)
Fund Adopted F24 Proposed F25
54280 Janitorial Services
110 Frank & Grossman Janitorial Contract - Facilities & Parks Janitorial 147,000 150,000 222 Janitorial Services 5,000 -
Subtotal 152,000 150,000
54410 Land and Building Lease and Rentals
110 Corp yard lease 245,000 275,000
203 Corp yard lease 16,000 17,000
510 Corp yard lease 32,000 33,000
Subtotal 293,000 325,000
54430 Equipment Lease and Rentals
110 Emergency Pump Rental, Scissor lift, other Emergency Equipment Rental 5,000 5,000 111 Equipment Lease and Rentals 5,000 -
222 Emergency pumping system for O'Connor pump station 5,000 5,000 Subtotal 15,000 10,000
54990 Other Property Services
110 Corp Yard Paving 10,000 10,000
203 Property Services 5,000 -
222 Annual inspection fees 7,500 5,000
Subtotal 22,500 15,000
55300 Communications
110 Two-Way Radios Annual Subscription (for emergency use) 12,000 15,000 Subtotal 12,000 15,000
Multi-Fund Admin Misc Svc & Supplies
55410 Printing and Binding
110 55410 Printing and Binding 1,000 200
55410 Printing and Binding Total 1,000 200
55600 Meeting and Catering
110 55600 Meeting and Catering 1,200 1,000
55600 Meeting and Catering Total 1,200 1,000
55800 Transportation and Training
110 55800 Transportation and Training 25,000 5,000
55800 Transportation and Training Total 25,000 5,000
55910 Memberships/ Dues
110 55910 Memberships/ Dues 5,500 5,000
203 55910 Memberships/ Dues 21,500 20,000
222 55910 Memberships/ Dues 5,850 5,000
55910 Memberships/ Dues Total 32,850 30,000
Detail
306
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : PW/Maintenance (21213)
Fund Adopted F24 Proposed F25
60101 Hardware Supplies
110 60101 Hardware Supplies 8,750 5,000
203 60101 Hardware Supplies 8,000 8,000
222 60101 Hardware Supplies 2,500 2,500
60101 Hardware Supplies Total 19,250 15,500
60102 Vehicle Maintenance Supplies
110 60102 Vehicle Maintenance Supplies 2,000 500
203 60102 Vehicle Maintenance Supplies 5,000 5,000
60102 Vehicle Maintenance Supplies Total 7,000 5,500
60103 Equipment Maintenance Supplies
201 60103 Equipment Maintenance Supplies 2,500 5,000
203 60103 Equipment Maintenance Supplies - 1,000
222 60103 Equipment Maintenance Supplies 3,000 3,000
60103 Equipment Maintenance Supplies Total 5,500 9,000
60104 Asphalt and Other Street Supplies
201 60104 Asphalt and Other Street Supplies 30,000 25,000 60104 Asphalt and Other Street Supplies Total 30,000 25,000 60105 Electrical Supplies
110 60105 Electrical Supplies 3,750 1,000
201 60105 Electrical Supplies - -
221 60105 Electrical Supplies 18,000 15,000
60105 Electrical Supplies Total 21,750 16,000
60107 Pool Supplies
110 60107 Pool Supplies 5,000 -
60107 Pool Supplies Total 5,000 -
60108 Janitorial Supplies
110 60108 Janitorial Supplies 26,000 26,000
60108 Janitorial Supplies Total 26,000 26,000
60109 Landscape & Park Maintenance Supplies
110 60109 Landscape & Park Maintenance Supplies 45,000 50,000 60109 Landscape & Park Maintenance Supplies Total 45,000 50,000 60202 Uniform & Safety Apparel
110 60202 Uniform & Safety Apparel 17,500 22,000
60202 Uniform & Safety Apparel Total 17,500 22,000
60203 Safety Supplies
110 60203 Safety Supplies 7,700 8,000
60203 Safety Supplies Total 7,700 8,000
Detail
307
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : PW/Maintenance (21213)
Fund Adopted F24 Proposed F25
60207 Utilities
110 60207 Utilities 200,000 250,000
201 60207 Utilities 77,000 70,000
221 60207 Utilities 67,000 65,000
222 60207 Utilities 28,000 -
510 60207 Utilities 12,000 -
60207 Utilities Total 384,000 385,000
60208 Fuel
110 60208 Fuel 15,400 15,000
201 60208 Fuel 20,000 15,000
222 60208 Fuel 5,000 7,000
60208 Fuel Total 40,400 37,000
60209 Other Operating Supplies
110 60209 Other Operating Supplies 5,000 3,000
221 60209 Other Operating Supplies 5,000 -
520 60209 Other Operating Supplies 10,000 15,000
60209 Other Operating Supplies Total 20,000 18,000
60301 General Office Supplies
110 60301 General Office Supplies 6,000 4,000
111 60301 General Office Supplies 5,000 -
60301 General Office Supplies Total 11,000 4,000
Subtotal 700,150 657,200
70410 Furniture & Equipment (Under $5000)
110 Street and Parks trash cans replacements - 15,000
Subtotal - 15,000
70420 Furniture & Equipment (Over $5000)
111 $20,000 in Reserves for Park Cameras and Security 20,000 - 112 Pump 45,000 -
222 Pump Station SCADA System 15,000 15,000
Subtotal 80,000 15,000
70510 Rolling Stock: Vehicles, Mower, etc.
112 Mower - 20,000
201 Truck Replacement 40,000 -
201 Backhoe (street repairs); Thermolazer sprayer for Striping 160,000 225,000 Subtotal 200,000 245,000
80120 Interest - Other
510 Community Prog Grants 5,000 -
Subtotal 5,000 -
Division Total 2,438,150 2,739,200
Detail
308
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : Police / Administration (41411)
Fund Adopted F24 Proposed F25
53120 County Services
110 SMC Dispatch Services 1,002,519
110 SMC Citation Pass-Through 100,000
110 SMC Animal Control Services 567,591
110 SMC Animal Control Bond Payment 64,900
110 SMC Crime Lab 195,000
110 SMC- District Attorney- RIMS Interface 2,300
110 SMC Message Switch 10,000
Subtotal 1,942,310 2,050,000
53201 Other Professional and Technic
110 Shotspotter, Turbodata, Sunridge, Police Backgrouds, etc 269,584 250,000 213 SLEFT 13,000 -
Subtotal 282,584 250,000
53202 Medical Services
110 Medical Services/Victims 15,000 30,000
Subtotal 15,000 30,000
54240 Building Maintenance
110 Superior Mechanics (HVAC), etc 18,000 12,500
Subtotal 18,000 12,500
54260 Vehicle Maintenance Service
110 Image Auto 79,000
110 Police Towing 26,000
110 BMS-Data911 Warranty Plan - PD Car- CPU 6,000
110 Other Vehicle Systems, Tires,Telepath/etc. 20,500 150,000 Subtotal 131,500 150,000
54410 Land and Building Lease and Rentals
110 Lease Agreements 254,300 270,300
Subtotal 254,300 270,300
54430 Equipment Lease and Rentals
111 Axon Contract Renewal - Camera Lease, Subscription, Interview Room - 115,865 Subtotal - 115,865
55300 Communications
110 Decrease of $10,000 for Communication Services 75,000 65,000 Subtotal 75,000 65,000
Detail
2,050,000
309
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : Police / Administration (41411)
Fund Adopted F24 Proposed F25
55810 Post Training
110 Peace Officers Standards & Training - 30,000
213 ICI Training, etc 20,000 -
Subtotal 20,000 30,000
55920 Special Events
110 Community Policing and Special Events, Clean Zone 30,000 20,000 213 SLEFT - 170,000
230 H&H 150,000 150,000
Subtotal 180,000 340,000
110 Admin Misc Svc & Supplies
55410 Printing and Binding
110 55410 Printing and Binding 9,500 6,000
55410 Printing and Binding Total 9,500 6,000
55600 Meeting and Catering
110 55600 Meeting and Catering 12,500 12,500
55600 Meeting and Catering Total 12,500 12,500
55800 Transportation and Training
110 55800 Transportation and Training 66,150 66,150
110 55800 Transportation and Training 69,500 -
55800 Transportation and Training Total 135,650 66,150
55910 Memberships/ Dues
110 55910 Memberships/ Dues 17,700 23,500
55910 Memberships/ Dues Total 17,700 23,500
55940 Joint Powers Authority Dues
110 55940 Joint Powers Authority Dues 80,000 80,000
55940 Joint Powers Authority Dues Total 80,000 80,000
55990 Other Services
110 55990 Other Services 12,500 12,500
55990 Other Services Total 12,500 12,500
60201 Reference/Text Sets/Subscriptions
110 60201 Reference/Text Sets/Subscriptions 4,000 4,000 60201 Reference/Text Sets/Subscriptions Total 4,000 4,000 Detail
310
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : Police / Administration (41411)
Fund Adopted F24 Proposed F25
60202 Uniform & Safety Apparel
110 60202 Uniform & Safety Apparel 50,000 50,000
213 60202 Uniform & Safety Apparel 12,500 -
60202 Uniform & Safety Apparel Total 62,500 50,000
60203 Safety Supplies
110 60203 Safety Supplies 12,500 12,500
213 60203 Safety Supplies 15,500 -
60203 Safety Supplies Total 28,000 12,500
60204 AMMO & Firearms
110 60204 AMMO & Firearms 23,500 23,500
213 60204 AMMO & Firearms 8,500 -
60204 AMMO & Firearms Total 32,000 23,500
60207 Utilities
110 60207 Utilities 75,000 70,000
60207 Utilities Total 75,000 70,000
60209 Other Operating Supplies
110 60209 Other Operating Supplies 10,000 5,000
60209 Other Operating Supplies Total 10,000 5,000
60301 General Office Supplies
110 60301 General Office Supplies 40,500 40,500
60301 General Office Supplies Total 40,500 40,500
60302 Postage and Delivery
110 60302 Postage and Delivery 1,500 1,500
60302 Postage and Delivery Total 1,500 1,500
Subtotal 521,350 407,650
70420 Furniture & Equipment (Over $5000)
112 Equipment for new employees 3,500 -
Subtotal 3,500 -
70510 Rolling Stock: Vehicles, Mower, etc.
112 Police Vehicles with Equipment 175,000 130,566
Subtotal 175,000 130,566
Division Total 3,618,544 3,851,881
Detail
311
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : Police / Operations (41412)
Fund Adopted F24 Proposed F25
60208 Fuel
110 Fuel for PD Vehicles 152,000 100,000
Subtotal 152,000 100,000
Division Total 152,000 100,000
Detail
312
FY25
Expense Detail request (Excl. Payroll)
Department/ Division : Police / Investigations (41413)
Fund Adopted F24 Proposed F25
60210 Undercover Fund
110 Undercover Fund 10,000 -
Subtotal 10,000 -
Division Total 10,000 -
Detail
313

East Palo Alto City CouncilMay 30, 2024

East Palo Alto City Council
May 30, 2024