East Palo Alto City Council
June 18, 2024

Attachments
Resolution, with Exhibit )(Proposed Amended Code of Ethics and Conduct). 296
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RESOLUTION NO. XX– 2024

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO

AMENDING THE CITY OF EAST PALO ALTO CODE OF ETHICS AND CONDUCT FOR ELECTED AND APPOINTED OFFICIALS.

WHEREAS, on June 1, 2021, the City of East Palo Alto City Council adopted Resolution No. 75- 2021 adopting the City of East Palo Alto “Code of Ethics and Conduct for Elected and Appointed Officials,” and repealed the prior version titled “Council Rules of Procedure;” and WHEREAS, the Code of Ethics and Conduct for Elected and Appointed Officials is designed to describe the manner in which Councilmembers and members of City boards, commissions, and committees should treat one another, City staff, constituents, and others they come into contact with while representing the City of East Palo Alto; and
WHEREAS, the Code of Ethics and Conduct for Elected and Appointed Officials outlines ethical standards, conduct rules, the City Council agenda setting process, and policy enforcement provisions; and
WHEREAS, in addition to outlining ethical standards and conduct rules (with each other, members of other governmental bodies, the public, media, and City staff), in Section 7, the Code of Ethics and Conduct governs the City Council agenda setting process, although it does not provide comprehensive direction on how a councilmember may add an item to a future City Council meeting agenda; and
WHEREAS, on February 20, 2024, during the Council Reports section of the City Council Meeting, the Council discussed the need for the Council to clarify the procedure for Councilmembers to add items to future Council Meeting agendas; and
WHEREAS, on April 2, 2024, the City Council appointed an ad hoc subcommittee consisting of Vice Mayor Martha Barragan and Councilmember Ruben Abrica to evaluate and propose potential policies clarifying the agenda setting process for City Council consideration; and WHEREAS, the City Council desires to update the Code of Ethics and Conduct for Elected and Appointed Officials, in light of recommendations made by the ad hoc subcommittee, to clarify the agenda setting process and explain what options a councilmember may have to add an item to a future City Council meeting.

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 amended Code of Ethics and Conduct for Elected and Appointed Officials, attached hereto as Exhibit A; and
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3. Find that the proposed action does not constitute a “project” with the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines sections 15378(b)(4) and (5) in that it is a governmental fiscal, organizational or administrative activity that will not result in direct or indirect changes in the environment.

PASSED AND ADOPTED this 4th day of June 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

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

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

ADMINISTRATIVE POLICY
SUBJECT: CODE OF ETHICS AND CONDUCT FOR ELECTED AND APPOINTED

OFFICIALS
SECTION 1: POLICY
This policy shall be referred to as the Code of Ethics and Conduct for Elected and Appointed Officials (“Code of Ethics and Conduct”).

SECTION 2: PURPOSE
The City of East Palo Alto (“City”) has established this Code of Ethics and Conduct for members of the City Council and the City’s boards, commissions, and committees to assure public confidence in the integrity of local government and its effective and fair operation. The Code of Ethics and Conduct is designed to describe the manner in which Councilmembers and members of City boards, commissions, and committees should treat one another, City staff, constituents, and others they come into contact with while representing the City of East Palo Alto.

SECTION 3: APPLICABILITY
This Code of Ethics and Conduct applies to the East Palo Alto City Council (“City Council”), and City boards, commissions, and committees (“Advisory Bodies”). For ease of reference in the Code of Ethics and Conduct, the term “Member” refers to any member of the City Council or City Advisory Bodies established by City ordinance, resolution, or Council policy.

SECTION 4: ETHICS
A. Introduction: The residents and businesses of the City are entitled to have fair, ethical and accountable local government. To this end, the public should have full confidence that their elected and appointed officials:

1. Comply with both the letter and spirit of the laws and policies affecting the operations of government;

2. Are independent, impartial and fair in their judgment and actions;

3. Use their public office for the public good, not for personal gain; and

4. Conduct public deliberations and processes openly, unless required by law to be confidential, in an atmosphere of respect and civility. 299
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B. Rule: Members shall comply with all applicable ethics laws, rules, and guidelines, including those set forth in this section.

C. Act in the Public Interest: Recognize that stewardship of the public interest must be their primary concern, and that Members will work for the common good of the people of East Palo Alto and not for any private or personal interest, and will assure fair and equal treatment of all persons, claims and transactions coming before them.

D. Comply with both the spirit and the letter of the Law and City Policy: Members shall comply with the laws of the nation, the State of California, and the City of East Palo Alto in the performance of their public duties.

E. Conduct of Members: The professional and personal conduct of Members while exercising their office must be above reproach and avoid even the appearance of impropriety. Members shall refrain from abusive conduct, personal charges or verbal attacks upon the character or motives of other members of City Council, Advisory Bodies, City staff or the public.

F. Respect for Process: Members shall perform their duties in accordance with the processes and rules of order established by the City Council.

G. Conduct at Public Meetings: Members shall prepare themselves for public issues, listen courteously and attentively to all public discussions before the body, and focus on the business at hand.

H. Decisions Based on Merit: Members shall base their decisions on the merits and substance of the matter at hand, rather than on unrelated considerations. When making adjudicative decisions (those decisions where the Member is called upon to determine and apply facts particular to an individual case), Members shall maintain an open mind until the conclusion of the hearing on the matter and shall base their decisions on the facts presented at the hearing and the law.

I. Communication: For adjudicative matters pending before the body, Members shall refrain from receiving information outside of an open public meeting or agenda materials, except on advice of the City Attorney. Members shall publicly disclose substantive information that is relevant to a matter under consideration by the body which they may have received from sources outside of the public decision-making process.

J. Conflict of Interest: In order to assure their independence and impartiality on behalf of the common good and compliance with conflict of interest laws, Members shall use their best efforts to refrain from creating an appearance of impropriety in their actions and decisions.

Members shall not use their official positions to influence government decisions in which they have (1) a material financial interest, (2) an organizational responsibility or personal relationship which may give the appearance of a conflict of interest, or (3) a strong personal bias.
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A Member who has a potential conflict of interest regarding a particular decision shall disclose the matter to the City Attorney and reasonably cooperate with the City Attorney to analyze the potential conflict. If advised by the City Attorney to seek advice from the Fair Political Practices Commission (“FPPC”) or other appropriate state agency, a Member shall not participate in a decision unless and until he or she has requested and received advice allowing the Member to participate. A Member shall diligently pursue obtaining such advice.

The Member shall provide the Mayor and the City Attorney a copy of any written request or advice, and conform his or her participation to the advice given. In providing assistance to Members, the City Attorney represents the City and not individual members.

In accordance with the law, Members shall disclose investments, interests in real property, sources of income, and gifts; and if they have a conflict of interest regarding a particular decision, shall not, once the conflict is ascertained, participate in the decision and shall not discuss or comment on the matter in any way to any person including other members unless otherwise permitted by law.

K. Gifts and Favors: Members shall not take any special advantage of services or opportunities for personal gain, by virtue of their public office that is not available to the public in general.

Members shall refrain from accepting any gifts, favors or promises of future benefits which might compromise their independence of judgment or action or give the appearance of being compromised.

L. Confidential Information: Members must maintain the confidentiality of all written materials and verbal information provided to Members which is confidential or privileged. Members shall neither disclose confidential information without proper legal authorization, nor use such information to advance their personal, financial or other private interests.

M. Use of Public Resources: Members shall not use public resources which are not available to the public in general (e.g., City staff time, equipment, supplies or facilities) for private gain or for personal purposes not otherwise authorized by law.

N. Representation of Private Interests: In keeping with their role as stewards of the public interest, members of City Council shall not appear on behalf of the private interests of third parties before the City Council or any Advisory Body or proceeding of the City, nor shall members of any Advisory Body appear before their own bodies or before the City Council on behalf of the private interests of third parties on matters related to the areas of service of their bodies.

O. Advocacy: Members shall represent the official policies or positions of the City Council, or Advisory Body, to the best of their ability when designated as delegates for this purpose.

When presenting their individual opinions and positions, Members shall explicitly state they do not represent their Advisory Body or the City of East Palo Alto, nor will they allow the inference that they do. Councilmembers and Advisory members have the right to endorse candidates for all Council seats or other elected offices. However, it is inappropriate to mention or display endorsements during City Council meetings, or Advisory Body meetings, or other official City meetings.
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P. Policy Role of Members: Members shall respect and adhere to the council-manager structure of City government as outlined in the East Palo Alto Municipal Code. In this structure, the City Council determines the policies of the City with the advice, information and analysis provided by City staff, Advisory Bodies, and the public. Except as provided by the East Palo Alto Municipal Code, Members shall not interfere with the administrative functions of the City or the professional duties of City staff, nor shall they impair the ability of City staff to implement Council policy decisions.

Q. Independence of Advisory Bodies: Members of City Council shall refrain from using their position to unduly influence the deliberations or outcomes of Advisory Body proceedings.

This is necessary due to the value of the independent advice of Advisory Bodies to the public decision-making process.

R. Positive Workplace Environment: Members shall support the maintenance of a positive and constructive workplace environment for City employees and for residents and businesses interacting with the City. Members shall recognize their special role in dealings with City employees and shall not create the perception of inappropriate direction to City staff.

SECTION 5: CONDUCT RULES
The Conduct Rules set forth in Sections 6-14 are designed to describe the manner in which Members should treat one another, City staff, constituents, and others they come into contact with while representing the City of East Palo Alto.

SECTION 6: ELECTED AND APPOINTED OFFICIALS’ CONDUCT WITH EACH

OTHER IN PUBLIC MEETINGS
A. Introduction: Members are individuals with a wide variety of backgrounds, personalities, values, opinions, and goals. Despite this diversity, all have chosen to serve in public office in order to preserve and protect the present and the future of the community. In all cases, this common goal should be acknowledged even though individuals may not agree on every issue.

B. Respect the Chair: It is the responsibility of the chair to keep the comments of Members on track during public meetings. Members should respect efforts by the chair to focus discussion on current agenda items. If there is disagreement about the agenda or the chair’s actions, those objections should be voiced politely and with reason, following procedures outlined in parliamentary procedure.

C. Practice Civility and Decorum: Difficult questions, tough challenges to a particular point of view, and criticism of ideas and information are legitimate elements of debate by a free democracy in action. However, free debate does not require nor justify public officials to make belligerent, personal, impertinent, slanderous, threatening, abusive, or disparaging comments.
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D. Avoid Offensive Comments: If a Member is personally offended by the remarks of another member, the offended member should make notes of the actual words used and call for a "point of personal privilege" that challenges the other member to justify or apologize for the language used. The chair will maintain control of this discussion.

E. Demonstrate Effective Problem-solving Approaches: Members have a public stage and have the responsibility to show how individuals with disparate points of view can find common ground and seek a compromise that benefits the community as a whole.

SECTION 7: CITY COUNCIL AGENDA SETTING
A. Agenda Setting Process:

1. The Agenda Committee. The Agenda Committee is comprised of the Mayor and Vice Mayor. The charge of the Agenda Committee is to work with Staff to plan City Council Meetings. There are three primary purposes to Agenda Committee meetings: 1) to plan how City Council Meetings will be conducted, including review of approximate time allocations for agenda item presentations and to ensure adequate time for large complex items; 2) to identify any issues or questions that may need greater staff preparation for the meeting; and 3) to discuss future meetings, including items to be included on future meeting agendas.

Consideration in building the agenda should be given to the potential length of the meeting and at what point items of significant public concern may be heard. The purpose of the meeting is not to work on policy issues. Normally, the Mayor and Vice Mayor attend the Agenda Committee meetings with the City Manager, City Attorney, and other staff, as appropriate. The Mayor and Vice Mayor’s roles are to represent the interests of the entire Council.

2. Councilmember Requests to the Agenda Committee. A City Council member may submit a request to the Mayor or Vice Mayor Agenda Committee to add a matter to a future meeting agenda. The request may be written directly to the Agenda Committee or made verbally under Council Reports at any public meeting of the Council. The request will be considered at the Mayor/Vice Mayor Agenda Committee meeting.
i. The Decision. The Agenda Committee may grant any such request as a matter of courtesy without further discussion and will agendize the requested item for a future agenda as soon as practicable, considering staff input on operational and budgetary capacity. If the Agenda Committee is unable to arrive at a consensus on the request, the Mayor or Vice Mayor may grant the request outright.

If the Agenda Committee denies the request, then the requesting councilmember may make the request through the City Manager. In that instance, the City Manager would ensure an item would be added to a future agenda under “Council Reports” to discuss the request for the item to be added to another future agenda. When discussing the request during “Council Reports,” as an ordinary agenda item where parliamentary rules 303
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of procedure apply, the entire Council would consider the request to add the item to a future agenda. If a majority of the Council votes to grant the request, the Agenda Committee will agendize the requested item for a future agenda, as soon as practicable considering staff input on operational and budgetary capacity.

B. Proclamations: To the extent possible, Councilmembers must submit Proclamations requests to the Mayor or Vice Mayor and the City Clerk at least two weeks in advance of the event for recognition of the person who is the subject of the Proclamation. The Proclamation must have a contact name, email/phone number, and a sample of the wording.

C. Special Presentations: Councilmembers must submit requests for special presentations to the Mayor/Vice Mayor for consideration of agenda placement at the Mayor/Vice Mayor meeting.

D. Letter of Support: If a letter of support is written in an individual Councilmember’s capacity, the letter shall reflect that it reflects only the viewpoint of the author and not the full City Council. The author shall provide the City Clerk a copy of the letter for official retention.

SECTION 8: ELECTED AND APPOINTED OFFICIALS’ CONDUCT WITH THE

PUBLIC IN PUBLIC MEETINGS
A. Introduction: Making the public feel welcome is an important part of the democratic process.

No signs of partiality, prejudice or disrespect should be evident on the part of individual members toward an individual participating in a public forum. Every effort should be made to be fair and impartial in listening to public testimony.

B. Equitable Time Limits: The chair will determine and announce limits on speakers at the start of the public hearing process.

C. Practice Active Listening: While questions or clarification may be asked, a Member’s primary role during public testimony is to listen.

D. Maintain an Open Mind: The public deserves an opportunity to influence the thinking of elected and appointed officials and Members shall maintain an open mind. 304
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E. Avoid Debate or Argument: Only the chair – not individual members – can interrupt a speaker during a presentation. However, a Member can ask the chair for a point of order if the speaker is off the topic or exhibiting behavior or language the Member finds disturbing.

SECTION 9: ELECTED AND APPOINTED OFFICIALS’ CONDUCT WITH THE

CITY STAFF
A. Introduction: Governance of a City relies on the cooperative efforts of elected officials, who set policy, appointed officials who advise the elected officials, and City staff who implement and administer the City Council’s policies. Therefore, every effort should be made to be cooperative and show mutual respect for the contributions made by each individual for the good of the community.

B. Respect City Staff: Clear, honest communication that respects the abilities, experience, and dignity of each individual is expected. Poor behavior towards City staff is not acceptable.

C. Council Requests to City Manager: City Council requests that deal with policy or fiscal issues or requests that may be construed as direction shall be directed to the City Manager.

City Council members may contact department directors for general inquiries or questions.

City Council members may also correspond directly with the City Attorney.

D. Council Agenda Questions: City Council requests for answers to questions on council agenda items should be submitted to the City Manager, City Attorney or relevant department director or manager prior to the meeting whenever possible.

E. Avoid Disruption: Members should not disrupt City staff while they are in meetings, on the phone, or engrossed in performing their job functions in order to have their individual needs met. Members should not attend City staff meetings unless requested by City staff, as the Member’s presence may imply support, show partiality, intimidate City staff, or hamper City staff’s ability to do their job objectively.

F. Refrain from Public Criticism: Members should never express concerns about the performance of a City employee in public, to the employee directly, or to the employee’s manager. Councilmember comments about City staff performance should only be made to the City Manager or City Attorney through private correspondence or conversation.

Appointed officials should make their comments regarding City staff to the City Manager, City Attorney, or the Mayor.

G. Avoid Administrative Functions: Members acting in their individual capacity must not attempt to influence City staff on the making of appointments, awarding of contracts, selecting of consultants, processing of development applications, or granting of City licenses and permits.

H. Refrain from Political Influence: Members should not solicit any type of political support (financial contributions, display of posters or lawn signs, name on support list, etc.) from City staff. City staff may, as private citizens with constitutional rights, support political candidates but all such activities must be done away from the workplace. 305
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I. No Attorney-Client Relationship: Members shall not seek to establish an attorney-client relationship with the City Attorney, including his or her staff, and attorneys contracted to work on behalf of the City. The City Attorney represents the City and not individual members. Members who consult with the City Attorney cannot enjoy or establish an attorney-client relationship with the City Attorney.

SECTION 10: CITY COUNCIL CONDUCT WITH ADVISORY BODIES
A. Introduction: The City has established several Advisory Bodies as a means of gathering more community input. Residents who serve on Advisory Bodies become more involved in government and serve as advisors to the City Council. They are a valuable resource to the City’s leadership and should be treated with appreciation and respect.

B. Conduct at Advisory Body Meetings: Councilmembers may attend any Advisory Body meeting, which are always open to any member of the public. However, Councilmembers should be sensitive to the way their participation – especially if it is on behalf of an individual, business or developer – that could be viewed as unfairly affecting the process.

Any public comments by a Councilmember at an Advisory Body meeting should be clearly made as individual opinion and not a representation of the viewpoint of the entire City Council. Individual Councilmembers are also responsible to ensure compliance with the Brown Act at all times.

C. Limit Contact with Advisory Body Members: It is inappropriate for a Councilmember to contact an Advisory Body member to lobby on behalf of an individual, business, or developer, and vice versa. It is acceptable for Councilmembers to contact Advisory Body members in order to clarify a position taken by the Board, Committee or Commission.

D. Respect the Role of Advisory Body Members: The City Council appoints individuals to serve on Advisory Bodies, and it is the responsibility of Advisory Bodies to follow policy established by the City Council. However, Advisory Body members do not report to individual Councilmembers, nor should Councilmembers feel they have the power or right to threaten Advisory Body members with removal if they disagree about an issue. Appointment and re-appointment to an Advisory Body should be based on such criteria as expertise, ability to work with City staff and the public, and commitment to fulfilling official duties. A Board, Committee, or Commission appointment should not be used as a political "reward." E. Be Respectful of Diverse Opinions: A primary role of Advisory Bodies is to represent many points of view in the community and to provide the City Council with advice based on a full spectrum of concerns and perspectives. Councilmembers may have a closer working relationship with some individuals serving on Advisory Bodies, but must be fair and respectful of all residents serving on Advisory Bodies.

F. Refrain from Political Influence: Advisory Body members may offer political support to a Councilmember, but not in a public forum while conducting official duties. Conversely, Councilmembers may support Advisory Body members who are running for office, but not in an official forum in their capacity as a Councilmember. 306
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SECTION 11: CONDUCT OF CITY STAFF RELATED TO PUBLIC MEETINGS A. Staff Report Writing: The City Manager shall supervise and approve all City staff reports that are published as part of the City Council agenda. City staff shall prepare well-written staff reports and provide accompanying documents on all agenda items in accordance with the agenda format and preparation schedule. Furthermore, the City Manager shall advise management staff of potentially political or controversial issues coming before the City Council and direct City staff to be present and appropriately prepared at City Council meetings.

B. Council Inquiries: City staff shall be available for questions from City Council members in accordance with the Brown Act prior to and during meetings and shall respond to questions during meetings only when requested to do so by Council members, the City Manager, or the City Attorney.

C. Decorum: City staff shall refrain from arguing with the City Council members, Advisory Body members, and the public. Electronic equipment that is not otherwise being used for public meeting purposes shall be set to silent or off mode during public meetings.

D. Keeping Council Informed: To the extent permitted by the Brown Act, the City Manager and City staff shall keep the Mayor and City Council members informed of significant issues in the City of East Palo Alto.

SECTION 12: CONDUCT WITH THE MEDIA
A. Introduction: Councilmembers are frequently contacted by the media for background and quotes. The best advice for dealing with the media is to never go "off the record." Most members of the media represent the highest levels of journalistic integrity and ethics, and can be trusted to keep their word. However, one bad experience can be catastrophic. Words that are not said cannot be quoted.

B. Mayor as Spokesperson: The Mayor is the designated representative of the City Council to present and speak on an official City position. If an individual Councilmember is contacted by the media, the Councilmember should be clear about whether their comments represent the official City position or a personal viewpoint.

C. Choose Words Carefully: Comments taken out of context can cause problems. Be especially cautious about humor, sardonic asides, sarcasm, or word play. It is never appropriate to use personal slurs or swear words when talking with the media.

D. Limits on Advisory Body Members: Advisory Body members are not authorized to represent the City outside of official advisory body meetings unless specifically authorized to do so. 307
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SECTION 13: SANCTIONS
A. Acknowledgement of Code of Ethics and Conduct: Councilmembers who do not sign an acknowledgement that they have read and understand the Code of Ethics and Conduct shall be ineligible for intergovernmental assignments or Council subcommittees. Advisory Body members who do not sign an acknowledgement that they have read and understand the Code of Ethics and Conduct are not eligible to hold office.

B. Standards and Expectations: The Code of Ethics and Conduct expresses standards of ethical conduct expected for members of the City Council, and Advisory Bodies. Members have the primary responsibility to assure that ethical standards are understood and met, and that the public can continue to have full confidence in the integrity of government. The Mayor and City Council, and chairs of City Advisory Bodies have the additional responsibility to intervene when actions of Members that appear to be in violation of the Code of Ethics and Conduct are brought to their attention.

C. Councilmember Sanctions: Councilmembers who intentionally and repeatedly do not follow proper conduct may be reprimanded or censured by the City Council, lose seniority or committee assignments (both within the City of East Palo Alto and with intergovernmental agencies) or other privileges afforded by the Council (i.e., restrictions on official City travel).

Individual Councilmembers should point out to the offending Councilmember the perceived infractions of the Code of Ethics and Conduct. If the offenses continue, then the matter should be referred to the Mayor in private. If the Mayor is the individual whose actions are being questioned, then the matter should be referred to the Vice Mayor. It is the responsibility of the Mayor (or Vice Mayor) to initiate action if a Councilmember’s behavior may warrant sanction. If no action is taken by the Mayor (or Vice Mayor), then the alleged violation(s) can be brought up with the full City Council.

D. Advisory Body Member Sanctions:

1. Counseling: Counseling and verbal warnings may be administered by the Mayor to an Advisory Body member failing to comply with City policy. This lower level of sanctions shall be kept private to the degree allowed by law. The Mayor shall advise the chair of the respective Advisory Body of the counseling or verbal warning, and also notify the City Manager, City Attorney, and City Clerk.

2. Investigation: When deemed warranted, the Mayor or majority of City Council may call for an investigation of an Advisory Body member’s conduct. In addition, should the City Manager or City Attorney believe an investigation is warranted, they shall confer with the Mayor, or City Council in compliance with the Brown Act. The Mayor or City Council shall ask the City Manager or the City Attorney to investigate the allegation and report the findings.
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3. Discipline: Written reprimands, censure and removal are all options available to the City Council for disciplining an Advisory Body member failing to comply with City policy. Any form of discipline imposed by City Council shall be determined by a majority vote of at least a quorum of the City Council at a noticed public meeting and such action shall be preceded by a report to City Council with supporting documentation.

4. Alternative Remedy: These sanctions are alternatives to any other remedy that might otherwise be available to remedy conduct that violates this code or state or federal law. In order to protect and preserve good government, any individual including the City Manager and the City Attorney after complying with Rule 1.13 of the State Bar Rules of Professional Conduct, who knows or reasonably believes a Member acts or intends or refuses to act in a manner that is or may be a violation of law reasonably imputable to the organization, or in a manner which is likely to result in substantial injury to the organization, may report the violation to the appropriate governmental authorities.

E. Inappropriate City Staff Behavior: Councilmembers should refer to the City Manager, or City Attorney as appropriate, any City staff who do not follow proper conduct in their dealings with Councilmembers, other City staff, or the public. These employees may be disciplined in accordance with standard City procedures for such actions.

SECTION 14: IMPLEMENTATION
The Code of Ethics and Conduct is an expression of the standards of conduct expected by the City for its elected and appointed officials. It therefore becomes most effective when Members are thoroughly familiar with it and embrace its provisions. For this reason, this document shall be included in the regular orientations for candidates for City Council, Advisory Bodies, and newly elected and appointed officials. Members entering office shall sign a statement (example below) acknowledging they have read and understand the Code of Ethics and Conduct. In addition, the Code of Ethics and Conduct shall be periodically reviewed by the City Council, Boards, Committees and Commissions, and update it as necessary.

Example:

I affirm that I have read and understand the City of East Palo Alto Code of Ethics and Conduct for Elected and Appointed Officials.

Signature Date
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CONSENT ITEM 3.7

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: June 18, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Ana Maria Torres-Mondragon, Human Resources Manager SUBJECT: FY 2024-25 Budget Personnel Staffing Changes
Recommendation
Adopt a resolution:

1. Approving an amendment to the City’s Classification Plan adding 1.0 FTE Utility Manager, adding 1.0 FTE Information Technology Manager, adding 1.0 FTE Recreational Leader I/II, adding 1.0 FTE Community Services Officer; and

2. Approving an amendment to the City’s Classification Plan eliminating 0.45 FTE Recreational Leader I/II, eliminating 1.0 FTE Senior Management Analyst, eliminating1.35 FTE Reserve Officer; and

3. Approving and establishing the following classifications and the related specifications and compensation schedules for the following:
 Information Technology Manager
 Recreational Leader I/II
 Utility Manager
 Community Services Officer
Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:

Priority: Promote Health & Public Safety
Priority: Ensure Our Financial and Organizational Health Priority: Enhance Community Services and Parks for Residents Background
Because of the evolving needs of the City, changes related to staffing, community expectations, and management’s intent to continue pursuing Council’s strategic goal to “Ensure Our Financial 310
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and Organizational Health,” staff proposes several changes to the City’s organizational structure and staffing through the Fiscal Year (FY) 2024-25 Budget process.

These proposed changes will support critical ongoing community service needs as well as increase direct services related to informational technology and utility management, ultimately strengthening the overall managerial control and responsibility for the City’s current service levels.

As codified in the City’s Personnel Policies and Procedures approved by the City Council on August 28, 1985 (Resolution #00210), Rule 3.4.05 states that “A job specification shall be a written statement providing the title and definition of a class, examples of the duties to be performed and the minimum qualifications.” As a member agency of the California Public Employees’ Retirement System (CalPERS), the City is also subject to applicable provisions of the Public Employee Retirement Law (PERL) referenced in the California Government Code and the California Code of Regulations.

As further codified in section 3.4.06 of the City of East Palo Alto Personnel Policies and Procedures manual establishes the procedures for department heads or the Personnel Officer to create a new classification. Requests for the creation of a new class can be made by a department head to the Personnel Officer, or by the Personnel Officer. After review, the Personnel Officer submits the new job specification, class title and salary range to the City Council to be considered for addition to the Classification Plan. The new class is officially established upon adoption by the City Council.

Analysis
Staff proposes the following staffing changes:

City Manager’s Office
Staff requests the addition of 1.0 FTE Information Technology Manager classification to enhance overall organizational efficiency, streamline resources, and potentially save costs. This action will allow the City Manager to reallocate resources and improve overall effectiveness and service delivery.

The City has contracted information technology (IT) services from the City of Redwood City since September 2007. Even though we have been extremely pleased with the quality, accountability, flexibility, and stability of the services, the City believes it is crucial to bring IT services in-house to expand IT services and ensure the City is positioned to maintain excellent IT services if/when Redwood City ends contract IT services for East Palo Alto as it has for other contract communities. Eliminating the Redwood City Informational Technology Services Contract will allow the City to allocate the savings to fund the Informational Technology Manager position and have saving which can be used to contract for additional support services under the IT Manager’s leadership.
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Community Services Division
Staff requests conversion of the current 0.45 FTE Recreational Leader I/II to a 1.0 FTE Recreational Leader I/II classification. The Community Services Division currently has two part time (0.45 FTE) Recreational Leader I/II positions. The positions are used to lock and unlock parks and restrooms, to coordinate and oversee facility rentals, assist with special events and summer parks activations, and much more. The City conducted a capacity study for the Community Services Division and determined that the core functions of the division require additional staffing. The part-time Recreational Leaders both neared their maximum number of annual hours roughly three-quarters through the fiscal year. The Community Services Manager and Recreation Coordinator have filled in for the Recreational Leaders, and the City has also used staff augmentation to make up for Recreational Leaders having limited available work hours. The City Council has priorities to better engage East Palo Alto youth in civic activities, as well as to enhance senior services. The Community Services Manager and Recreation Coordinator can lead such efforts; however, they need Recreational Leaders to have adequate work hours to meet the demands of recreational and facility related activities.

The incumbents in the position are performing about half of the duties of the classification specification due to being limited to the 0.45 FTE maximum amount of work hours. The conversion proposal is to help the Community Services Division with more capacity to lead a Youth Commission Council, continue to run the growing facility rental program, allow for cross training and shadowing opportunities with the Recreation Program Coordinator which is essential for succession planning, and so much more. This proposal will focus on enhancing overall division efficiency, streamlining processes, improve overall effectiveness and service delivery.

Public Works Department
Engineering Division
The Public Works Department oversees engineering, environmental, and maintenance services for the City. The Public Works Department is also responsible for various City utilities functions such as water and solid wastes, including refuse, composting, and recycling.

Staff requests the addition of 1.0 FTE Utility Manager classification to oversee these utility programs and services, and potentially to oversee sanitary sewer wastewater functions if the City takes over governance of the East Palo Alto Sanitary District (EPASD). This position will allow the Department to comprehensively align the utilities functions under one division which may increase efficiency and services.

This change will result in strengthening and improving managerial and technical support of the Engineering Division, particularly around utilities. This position is essential as technical demands the City faces increase and evolve incomplexity and technical demands. This position will help the City to provide more and better services to the public.

Police Department
312
CONSENT ITEM 3.7
Operations Division
Staff requests the conversion of the current 1.35 FTE Part Time Reserve Officer Classification to a 1.0 FTE Community Services Officer classification. This conversion will not have a budget impact. The police department is considering the strategic conversion because filling and retaining part-time reserve officers has been extremely challenging. Further, the City Council has requested the City provide increased services, like parking enforcement, which is under the purview of Community Services Officers. This strategic move aims to improve operational efficiency and enhance service delivery, ensuring a more reliable and sustainable workforce.

The proposed changes will eliminate 2.8 FTEs and create 4 FTEs, a net of 1.2 new FTEs as shown below:

These proposed changes will improve the efficiency of existing services related to the City Manager’s Office, Community Services Division, the Public Works Department, Engineering Division and the Police Department.

Fiscal Impact
There is no fiscal impact for this item. Funding for these positions is included in the proposed FY 2024-25 Budget.

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

Environmental
The action being considered by the City Council is exempt from the California Environmental Quality Act (CEQA) because it is not a “project” pursuant to 15378(b)(4) because it is a fiscal activity which does not involve any commitment to any specific project which may result in a Title Department Division FTE
Information Technology Manager City Manager's Office 1.00 Recreational Leader I/II City Manager's Office Community Services 1.00 Utility Manager Public Works Engineering 1.00
Community Services Officer Police Operations 1.00
Reserve Officer Police Operations (1.35)
Senior Management Analyst City Manager's Office (1.00)
Recreational Leader I/II City Manager's Office Community Services (0.45)

1.20 313
CONSENT ITEM 3.7
potentially significant impact on the environment.

Government Code § 84308
Applicability of Levine Act: No, as there are no entitlements related to the proposed action.

Analysis of Levine Act Compliance: Not applicable.

Attachments

1. Resolution
a. Exhibit A: FY 2024-25 Detail Position Listing
b. Exhibit B: Information Technology Manager
c. Exhibit C: Recreational Leader I/II
d. Exhibit D: Utility Manager
e. Exhibit E: Community Services Officer
f. Exhibit F: Compensation Schedules
314
Resolution No. XX-2023 1 of 2
RESOLUTION NO. XX– 2024

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO
APPROVING AN AMENDMENT TO THE CITY’S CLASSIFICATION PLAN ADDING 1.0 FTE UTILITY MANAGER, ADDING 1.0 FTE INFORMATION TECHNOLOGY MANAGER, ADDING

1.0 FTE RECREATIONAL LEADER I/II, ADDING 1.0 FTE COMMUNITY SERVICES OFFICER, AND ELIMINATING 0.45 FTE RECREATIONAL LEADER I/II, ELIMINATING 1.0 FTE SENIOR MANAGEMENT ANALYST, AND ELIMINATING 1.35 FTE RESERVE OFFICER.

WHEREAS, because of the evolving needs of the City, changes related to staffing, community expectations, and management’s intent to continue pursuing Council’s strategic goal to “Ensure Our Financial and Organizational Health,” staff is proposing several changes related to the City’s departmental organization and staffing through the Fiscal Year (FY) 2024-25 Budget process; and WHEREAS, these proposed changes will support critical ongoing community service needs as well as increase direct services related to informational technology and utility management ultimately strengthening the overall managerial control and responsibility for the City’s current service levels in other areas, including police department, engineering, and community services; and

WHEREAS, as codified in the City’s Personnel Policies and Procedures approved by the City Council on August 28, 1985 (Resolution #00210), Rule 3.4.05 states that “A job specification shall be a written statement providing the title and definition of a class, examples of the duties to be performed and the minimum qualifications.” As a member of the California Public Employees’ Retirement System (CalPERS), the City is also subject to applicable provisions of the Public Employee Retirement Law (PERL) referenced in the California Government Code and the California Code of Regulations; and WHEREAS, as further codified in section 3.4.06 of the City of East Palo Alto Personnel Policies and Procedures manual establishes the procedures for department heads or the Personnel Officer to create a new classification. Requests for the creation of a new class can be made by a department head to the Personnel Officer, or by the Personnel Officer. After review, the Personnel Officer submits the new job specification, class title and salary range to the City Council to be considered for addition to the Classification Plan. The new class is officially established upon adoption by the City Council.

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

1. Approve an amendment to the City’s Classification Plan adding 1.0 FTE Utility Manager, adding 1.0 FTE Information Technology Manager, adding 1.0 FTE Recreational Leader I/II, adding 1.0 FTE Community Services Officer; and

2. Approve an amendment to the City’s Classification Plan eliminating 0.45 FTE Recreational Leader I/II, eliminating 1.0 FTE Senior Management Analyst, eliminating 1.35 FTE Reserve Officer; and

3. Approve and establish the following classifications and the related specifications and compensation schedules for the following:
 Information Technology Manager;
 Recreational Leader I/II;
 Utility Manager; and
315
Resolution No. XX-2023 2 of 2
 Community Services Officer.

PASSED AND ADOPTED this 18th day of June 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

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

James Colin, City Clerk John D. Lê, City Attorney
316
FTE's
FY 2024-25
FTE's
FY 2024-25
City Council Community and Economic Development (Con'd) a. Council Member Planning Division 5.00
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

5.00 3.00
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 Manager1 c. Management Analyst II 1.00 2.00 d. IT Manager2 d. Environmental Service Aide 1.45 1.00
e Executive Assist. to City Mgr 1.00 4.45
Engineering Division 6.00
Human Resources Division a. City Engineer 1.00
a. Human Resources Manager 1.00 b. Utility Manager6 1.00 b. Human Resources Technician I/II 1.00 c. Senior Engineer 1.00

2.00 d. Associate Engineer 1.00
Community Services Division e. Assistant/Associate 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)3 1.45 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
Administration Division 2.00
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 I4 e. Property & Evience Technician 1.00 1.00 e. Accounting Technician I/II5 1.00 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 Manager7 - a. Chief Building Official 1.00 c. Community Services Officer 4.00 b. Building Inspector II 1.00 d. Community Services Officer (4 PT) 1.80 c. Building Permit Technician 2.00 34.80
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 122.40
1 Approved FY24 Mid year budget session, effective December 1, 2023 6 New position (subject to Council approval) 2 New position (subject to Council approval) 7
Reserve Offices of FTE 1.35 converted to Community Services Officer 3 Reducing one PT and Adding one FT. Net changes 0.55 (subject to Council approval) of FTE 1 (subject to Council approval) 4 Converting Accountant I/II to Accountant I
5 Reducing 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- 3 317
May 2019
FLSA: Exempt

INFORMATION TECHNOLOGY MANAGER

DEFINITION
Under general direction, plans, organizes, oversees, coordinates, and reviews the work of staff performing difficult and complex technical support related to all programs and activities of the Information Technology Division, including the installation, maintenance, and upgrade of the local area network, required hardware and software, infrastructure, personal computers, and communications systems and facilities; administers short and long-range planning activities; manages the effective use of division resources to improve organizational productivity and customer service; provides complex and responsible support to the Administrative Services Director in areas of expertise; and performs related duties, as assigned.

SUPERVISION RECEIVED AND EXERCISED
Receives general direction from the Administrative Services Director. Exercises direct and general supervision over technical staff.

DISTINGUISHING CHARACTERISTICS
This is a management classification that manages all information technology activities in the Information Technology Division. The incumbent organizes and oversees day-to-day computer hardware, software, networks, and other information and communications systems operations and maintenance.

Responsibilities include performing diverse, specialized, and complex work involving significant accountability and decision-making responsibility. The incumbent organizes and oversees day-to-day activities and is responsible for providing professional-level support to the Administrative Services Director in a variety of areas. Successful performance of the work requires an extensive professional background as well as skill in coordinating departmental work with that of other departments and outside agencies. This class is distinguished from the Administrative Services Director in that the latter has overall responsibility for all functions and programs assigned to the Administrative Services Department including the Information Technology Division and for developing, implementing, and interpreting public policy.

EXAMPLES OF TYPICAL JOB FUNCTIONS (Illustrative Only)
Management reserves the right to add, modify, change, or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.
 Plans, manages, and oversees the daily functions, operations, and activities of the Information Technology Division, including the installation, maintenance, and upgrade of the local area network, required hardware and software, infrastructure, personal computers, and communications systems.  Participates in the development and implementation of goals, objectives, policies, and priorities for the department; recommends within departmental policy, appropriate service and staffing levels; recommends and administers policies and procedures.
 Participates in the development, administration, and oversight of division budgets.  Develops and standardizes procedures and methods to improve and continuously monitor the efficiency and effectiveness of assigned programs, service delivery methods, and procedures; assesses and monitors workload, administrative, and support systems, and internal reporting relationships; identifies opportunities for improvement and recommends to the Director. 318
Information Technology Manager

 Participates in the selection of, trains, motivates, and evaluates assigned personnel; works with employees to correct deficiencies; recommends discipline to the Director.  Manages and participates in the administration and maintenance of the City's information technology infrastructure; evaluates, selects, and recommends City-wide computer purchases; develops long-term information systems strategies to plan for and control network upgrades and growth; evaluates and recommends new technologies; and encourages innovation among technical staff in the utilization and implementation of ideas and techniques.
 Assists the Director with special projects as assigned; participates in deliberations to address City operational issues as they relate to information technology, and in the development of management recommendations for consideration by the Director, City Manager, and City Council.  Negotiates and administers contracts with private vendors to provide City services.  Resolves computer system related problems as they occur; provides direction and technical supervision to internal staff and external consultants whose work involves network systems related tasks and work methods.
 Identifies and proposes network services projects appropriate for contract delivery; negotiates service contracts and computer hardware pricing with vendors; oversees contract preparation and completion of work.
 Provides high-quality internal customer service and performs technical support, installation, maintenance, and repair of computers and other information systems equipment.  Provides highly complex staff assistance to the Director; prepares and presents staff reports and other necessary correspondence related to assigned activities and services; presents reports to various commissions, committees, and boards.
 Conducts a variety of organizational and operational studies and investigations; recommends modifications to assigned programs, policies, and procedures, as appropriate.  Implements adopted information technology strategic plans, policies, and standards.  Attends and participates in professional group meetings; stays abreast of new trends and innovations in information technology; researches emerging products and enhancements and their applicability to City needs.
 Monitors changes in regulations and technology that may affect operations; implements policy and procedural changes after approval.
 Receives, investigates, and responds to difficult and sensitive problems and complaints in a professional manner; identifies and reports findings and takes necessary corrective action.  Performs other related duties as assigned.

JOB-RELATED QUALIFICATIONS
Knowledge of:
 Administrative principles and practices, including goal setting, program development, implementation, and evaluation, and project management.
 Information technology systems, database management, policies and procedures, including computer networks, personal computers, telecommunications, copiers, and other electronic office automation systems.
 Hardware and software characteristics of various computer systems and a general understanding of system features and their integration capabilities.
 Systems design and development process, including requirements analysis, feasibility studies, software design, programming, beta testing, installation, evaluation, and operational management.  Principles and practices of budget development and administration.  Principles and practices of employee supervision, including work planning, assignment review and evaluation, discipline, and the training of staff in work procedures.  Applicable Federal, State, and local laws, regulatory codes, ordinances, and procedures relevant to municipal information technology operations.
319
Information Technology Manager

 Organization and management practices as applied to the development, analysis, and evaluation of programs, policies, and operational needs of the assigned area of responsibility.  Principles and practices of contract administration and evaluation.  Recent and on-going developments, current literature, and sources of information related to the operations of the assigned division.
 Record keeping principles and procedures.
 Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.
 The structure and content of the English language, including the meaning and spelling of words, rules of composition, and grammar.
 Modern equipment and communication tools used for business functions and program, project, and task coordination.
 Computers and software programs (e.g., Microsoft software packages) to conduct, compile, and/or generate documentation.

Ability to:
 Select and supervise staff, provide training and development opportunities, ensure work is performed effectively, and evaluate performance in an objective and positive manner.  Provide administrative, management, and professional leadership for the Information Technology Division programs.
 Recommend and implement goals, objectives, and practices for providing effective and efficient services.
 Organize, manage, implement, and maintain efficient and effective automated systems to ensure the reliability and integrity of the computer infrastructure.  Manage and monitor complex projects, on-time, and within budget.  Plan, organize, assign, review, and evaluate the work of staff; train staff in work procedures.  Interpret, apply, explain, and ensure compliance with Federal, State, and local policies, procedures, laws, and regulations.
 Evaluate and develop improvements in operations, procedures, policies, or methods.  Prepare clear and concise reports, correspondence, policies, procedures, and other written materials.  Research, analyze, and evaluate new service delivery methods, procedures, and techniques.  Analyze, interpret, summarize, and present technical information and data in an effective manner.  Conduct complex research projects, evaluate alternatives, make sound recommendations, and prepare effective technical staff reports.
 Establish and maintain a variety of filing, record-keeping, and tracking systems.  Understand, interpret, and apply all pertinent laws, codes, regulations, policies and procedures, and standards relevant to work performed.
 Effectively represent the department and the City in meetings with governmental agencies; community groups; various business, professional, and regulatory organizations; and in meetings with individuals.  Learn and understand the organization and operation of the City and of outside agencies as necessary to assume assigned responsibilities.
 Independently organize work, set priorities, meet critical deadlines, and follow-up on assignments.  Effectively use computer systems, software applications, and modern business equipment to perform a variety of work tasks.
 Communicate clearly and concisely, both orally and in writing, using appropriate English grammar and syntax.
 Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
 Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.
320
Information Technology Manager

Education and Experience:

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

Equivalent to a bachelor’s degree with major coursework in computer science, management information technology, or a related field and five (5) years of experience in the development and administration of computer systems, telecommunication systems, and local area networks, including two (2) years of supervisory experience.

Licenses and Certifications:
 Possession of a valid California Class C Driver’s License and a good driving record, at the time of appointment.

PHYSICAL DEMANDS
Must possess mobility to work in a standard office setting and use standard office equipment, including a computer; to operate a motor vehicle and to visit various City and meeting sites; vision to read printed materials and a computer screen; and hearing and speech to communicate in person, before groups, and over the telephone. This is primarily a sedentary office classification although standing and walking between work areas may be required. Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push, and pull drawers open and closed to retrieve and file information. Employees must possess the ability to lift, carry, push, and pull materials and objects weighing up to 40 pounds.

ENVIRONMENTAL CONDITIONS
Employees work in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances. Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures. 321
March 2019
FLSA: Non-Exempt

RECREATION LEADER I/II

DEFINITION
Under direct or general supervision, oversees recreation activities in connection with a specific recreation services program or functional area in support of community, recreational, or park facilities; and performs related duties, as assigned.

SUPERVISION RECEIVED AND EXERCISED
Receives direct or general supervision from assigned supervisory or managerial personnel. Exercises no direct supervision over staff. The Recreation Leader II may exercise technical and functional direction and provide training to lower-level staff.

DISTINGUISHING CHARACTERISTICS
Recreation Leader I: This is the entry-level class in the Recreation Leader series. Initially under close supervision, incumbents learn City recreation programs, activities, facilities, and equipment, and a wide variety of practices and procedures. As experience is gained, assignments become more varied and are performed with greater independence. Positions at this level usually perform most of the duties required of the positions at the II level but are not expected to function at the same skill level and usually exercise less independent discretion and judgment in matters related to work procedures and methods. Work is usually supervised while in progress and fits an established structure or pattern. Exceptions or changes in procedures are explained in detail as they arise. Since this class is often used as a training class, employees may have only limited or no directly related work experience.

Recreation Leader II: This is the journey-level class in the Recreation Leader series that performs the full range of duties required to ensure that City facilities, recreation programs, activities, and services are safe and effective and provide the highest level of customer satisfaction for public use. Responsibilities include inspecting and attending to assigned areas in a timely manner and performing a wide variety of tasks in the facilitation of recreation programs and activities. Positions at this level are distinguished from the I level by the performance of the full range of duties as assigned, working independently, and exercising judgment and initiative. Positions at this level receive only occasional instruction or assistance as new or unusual situations arise and are fully aware of the operating procedures and policies of the work unit. This class is distinguished from Recreation Services Coordinator in that the latter is responsible for technical and functional supervision of lower-level recreation staff and is capable of performing the more complex duties assigned to the department.

Positions in the Recreation Leader class series are flexibly staffed and positions at the II level are normally filled by advancement from the I level requiring one (1) additional year of experience and after gaining the knowledge, skill, and experience which meet the qualifications for and after demonstrating the ability to perform the work of the higher-level class. When filled from the outside, the employee is required to have one (1) year of prior related experience that allows the employee to meet the qualification standards for the II level.
322
Recreation Leader I/II

EXAMPLES OF TYPICAL JOB FUNCTIONS (Illustrative Only)
Management reserves the right to add, modify, change, or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.
 Leads, teaches, and conducts diversified recreation activities at various recreational facilities, including parks, schools, and the recreation center.
 Assists in planning and conducting community events, general programs, and facility rentals; sets up and takes down tables, chairs, and equipment for classes, activities, events, and meetings.  Plans and coordinates inter-playground competitions in various recreational activities.  Communicates with school personnel to resolve routine operational after-school recreation program issues.
 Resolves program issues within established guidelines; suggests program improvements.  Performs general office duties, including basic cashiering, answering the telephone, greeting patrons, light typing, data entry, copying, and filing; prepares flyers, calendars, and other routine publicity; prepares routine reports of participation and activities; updates kiosks and telephone hotlines.  Requisitions materials and equipment; takes periodic inventory of materials and equipment.  Maintains recreational facilities, storage sites, and other work areas in a clean and orderly condition, including securing equipment and materials at the close of the workday, performing basic custodial duties and minor facility maintenance; opens, closes, and secures buildings for events.  Issues and collects recreation equipment and supplies; makes minor repairs to recreation equipment.  Administers basic first aid as necessary.
 Assists in the encouragement of participation and good sportsmanship.  Responds to patrons’ needs for assistance or information.  Observes safe work methods and makes appropriate use of related safety equipment as required.  Provides needed information and demonstrations concerning how to perform certain work tasks to new employees in the same or similar class of positions.
 Maintains accurate logs and records of work performed and materials and equipment used.  Monitors the proper and safe use of program facilities by the general public; supervises and schedules established programs of play activities for children and adults. patrols recreational facilities to ensure adherence to rules and ordinances; enforces recreational facility safety rules; interprets and applies policies, procedures, laws, codes, and regulations; assists in education about the enforcement of rules and regulations.
 Performs other related duties as assigned.

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

Knowledge of:
 Safety principles, practices, and precautions related to recreational program, including safe driving rules, basic first aid and adult and/or child cardiopulmonary resuscitation (CPR) methods.  Standard office practices and procedures, including the use of standard office equipment, basic recordkeeping, arithmetic, and computer applications related to the work.  Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.
 Modern equipment and communication tools used for business functions and program, project, and task coordination.
 Computers and software programs (e.g., Microsoft software packages) to conduct, compile, and/or generate documentation.
323
Recreation Leader I/II

Ability to:
 Work independently while supervising facilities and user groups.  Provide courteous assistance to facility patrons.
 Lift and move tables and chairs and arranging facilities for community events and/or meetings.  Handle medical emergencies and injuries in a calm and effective manner, including providing basic first aid and adult and/or child cardiopulmonary resuscitation (CPR).  Maintain facilities and equipment in a clean, safe, and secure manner.  Make accurate arithmetic calculations.
 Perform routine equipment maintenance.
 Maintain accurate logs, records, and basic written records of work performed.  Understand, interpret, and apply all pertinent laws, codes, regulations, policies and procedures, and standards relevant to work performed.
 Effectively use computer systems, software applications, and modern business equipment to perform a variety of work tasks.
 Communicate clearly and concisely, both orally and in writing, using appropriate English grammar and syntax.
 Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
 Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.

Education and Experience:

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

Recreation Leader I: Equivalent to the completion of the tenth (10th) grade, with the ability to provide a Work Permit and six (6) months of experience in recreation leadership and programs is desirable.

Recreation Leader II: Equivalent to graduation of the twelfth (12th) grade, and two (2) years of experience leading a variety of athletic and recreational activities, of which at least six (6) months was at a level equivalent to Recreation Services Leader I at the City of East Palo Alto.

An associate degree in recreation, physical education, social work gerontology, public administration or a closely related field, is highly desirable and will substitute for one (1) year of the required experience.

Licenses and Certifications:

Recreation Leader I and II:
 Possession of a valid California Class C Driver’s License and a good driving record, at the time of appointment.

Recreation Leader I:
 Possession of a First Aid Certification and CPR Certification or the ability to obtain them within 3- months of appointment.

Recreation Leader II:
 Possession of a First Aid Certification and CPR Certification in accordance with Title 22 of the California Code of Regulations, at the time of appointment. 324
Recreation Leader I/II

PHYSICAL DEMANDS
Must possess mobility to work in a standard office and/or recreational facility setting and use standard office and/or recreation equipment, including a computer; vision to read printed materials and a computer screen; and hearing and speech to communicate in person and over the telephone. Must possess the physical stamina to lift and move tables and chairs and arrange facilities for community events and/or meetings.

Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, climb, and walk on uneven surfaces to participate in recreational activities; and push and pull drawers open and closed to retrieve and file information. Employees must possess the ability to lift, carry, push, and pull materials and objects weighing up to 50 pounds.

ENVIRONMENTAL CONDITIONS
Employees may work in the field and are occasionally exposed to loud noise levels, cold and/or hot temperatures, vibration, confining workspace, chemicals, mechanical and/or electrical hazards. Incumbents may be exposed to blood and body fluids rendering First Aid and CPR and are required to wear appropriate attire for the recreation activity to which they are assigned. Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures.

WORKING CONDITIONS
May be required to work a varied schedule of hours, which may include early mornings, evenings, weekends, and holidays, at a variety of City facilities. 325
Approved: June 2024
FLSA: Exempt
Utility Manager

DEFINITION
Under general direction, plans, schedules, assigns, and reviews the work of consultants, contractors and staff within assigned area. The Manager will also assist with long- and short-term project planning, design, maintenance, and operations in one or more of the following utility areas: water, wastewater, collection systems, solid waste, telecommunications, storm drain systems, and other utility related programs. Additionally, the Manager performs a variety of complex and responsible support to the City Manager and Public Works Director on all City utility related matters.

SUPERVISION RECEIVED AND EXERCISED
Receives general direction from the City Manager and Public Works Director. Exercises general direction and supervision over supervisory, technical, operational, and administrative support staff.

DISTINGUISHING CHARACTERISTICS
This is a management classification responsible for planning, organizing, reviewing, evaluating the work of City consultants, contractors and staff. Responsibilities include developing and implementing policies and procedures for assigned programs, budget administration and reporting, contract administration, and program evaluation. Incumbents serve as a resource for organizational, managerial, and operational analyses and studies. Performance of the work requires the use of considerable independence, initiative, and discretion within established guidelines. This class is distinguished from the Public Works Director in that the latter has overall management responsibility for all public works programs, functions, and activities, and for developing, implementing, and interpreting public policy.

EXAMPLES OF TYPICAL JOB FUNCTIONS (Illustrative Only)
Management reserves the right to add, modify, change, or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.  Oversee the operations and contract management of the City’s water, wastewater, collection systems, solid waste, telecommunications, and other utility related programs.  Oversees the development of consultant requests for proposals and qualifications for professional services; evaluates proposals and recommends project award; develops, negotiates, and reviews contract terms and amendments; ensures contractor compliance with City and department standards and specifications and time and budget estimates; reviews and updates deliverables; analyzes and resolves complex problems that may arise.
 Advertises, awards, administers public contract for utility related capital projects.  Participates in the development and implementation of goals, objectives, policies, and priorities for utility services.
 Develops and standardizes procedures and methods to improve operations, and continuously monitors the efficiency and effectiveness of assigned programs, service delivery methods, and procedures; assesses and monitors workload, administrative and support systems, and internal reporting relationships; identifies opportunities for improvement and recommends changes to management.  Selects, trains, motivates, and evaluates assigned personnel; provides or coordinates staff training; works with employees on performance issues; implements discipline and termination procedures.  Materially contributes to the development, management and oversight of division budget. 326
Utility Manager

 Meets and confers with contractors, engineers, developers, architects, a variety of outside agencies, including regional and regulatory agencies, and the general public in acquiring information and coordinating utility matters.
 Serves as a liaison for the department to other City departments, divisions, elected officials, outside agencies, and the public; attends meetings in various locations; provides staff support to commissions, committees, and task forces; participates in community events and workshops that provide public information regarding departmental programs, projects, and services; explains and interprets departmental programs, policies, and activities.
 Provides highly complex staff assistance to the City Manager and Public Works Director; serves as a resource to City staff and consultants related to assigned utilities; conducts a variety of organizational and operational studies, special projects, and investigations.
 Prepares and presents concise, accurate, and compelling staff reports, presentations, graphs, charts, and other necessary materials and correspondence related to assigned activities and services to various personnel, boards, City Council, commissions, committees, and boards.  Attends and participates in professional group meetings; stays abreast of new trends and innovations in utilities; researches emerging products and enhancements and their applicability to City needs; monitors changes in regulations and technology that may affect utility programs; implements policy and procedural changes after approval.
 Responds to difficult and sensitive public inquiries and complaints and assists with resolutions and alternative recommendations.
 Performs other related duties as assigned.

JOB-RELATED QUALIFICATIONS
Knowledge of:
 Principles and practices of employee supervision, including work planning, assignment review and evaluation, discipline, and the training of staff in work procedures.  Principles and practices of leadership and supervision.  Organization and management practices as applied to the development, analysis, and evaluation of programs, policies, and operational needs of the assigned area of responsibility.  Contract management practices and knowledge of public contracting laws in a public agency setting.  Operation of processes and equipment common to water and wastewater collection systems and treatment facilities, water treatment and distribution, stormwater collection, solid waste diversion and recycling, solid waste franchising and transport, National Pollution Discharge Eliminations System (NPDES).  Applicable federal, state, and local laws, regulatory codes, ordinances, safety regulations, and procedures relevant to water, wastewater, storm water systems, solid waste, and other utilities.  Project management practices associated with public works programs and private development projects.  Principles and practices of environmental impact assessment and related regulatory processes.  Methods, materials and techniques used in the construction of public works projects.  Practices of researching issues, evaluating alternatives, making sound recommendations, and preparing and presenting effective staff reports.
 Municipal public works activities, including engineering, water, wastewater, streets, transportation, facility, parks and public right of ways.
 General principles of risk management related to the functions of the assigned area.  Recent and on-going developments, current literature, and sources of information related to assigned programs and services.
 Applicable federal, state, and local laws, rules, regulations, ordinances, and City policies and procedures relevant to assigned area of responsibility including Title 21 and 22 of California regulations and AB 1343.  Operation and maintenance of storm water pump stations 327
Utility Manager

 Utility system standard plans
 Operation and maintenance of potable water well and pump systems  Principles and practices of public works contract administration and grant proposal writing.  Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.
 The structure and content of the English language, including the meaning and spelling of words, rules of composition, and grammar.
 Modern equipment and communication tools used for business functions and program, project, and task coordination.
 Computers and software programs (e.g., Microsoft software packages) to conduct, compile, and/or generate documentation.

Ability to:
 Select, supervise and mentor staff, provide training and development opportunities, ensure work is performed effectively, and evaluate performance objectively and positively.  Provide administrative, management, and professional leadership for the division and the City.  Plan, organize, and direct effective utility services and programs.  Conduct complex utilities research projects, evaluate alternatives, make sound recommendations, and prepare effective technical reports.
 Prepare and administer large and complex budgets; allocate limited resources in a cost-effective manner.  Research, analyze, and evaluate new service delivery methods, procedures, and techniques.  Effectively administer complex projects with contractual agreements and ensure compliance with stipulations.  Conduct effective negotiations and effectively represent the City and the department in meetings with governmental agencies, contractors, vendors, and various businesses, professional, regulatory, and legislative organizations.
 Prepare clear and concise reports, correspondence, policies, procedures, and other written materials.  Understand, interpret, explain, and apply all pertinent laws, codes, regulations, policies and procedures, and standards relevant to work performed.
 Effectively represent the department and the City in meetings with governmental agencies; community groups; various business, professional, and regulatory organizations; and in meetings with individuals.  Learn and understand the organization and operation of the City and of outside agencies as necessary to assume assigned responsibilities.
 Effectively use computer systems, software applications, and modern business equipment to perform a variety of work tasks.
 Communicate clearly and concisely, both orally and in writing, using appropriate English grammar and syntax.  Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.  Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.
 Work the hours necessary to accomplish the assigned duties, including evening and weekend hours; attend evening meetings; travel out of town and attend workshops, conferences, seminars during work and non-work hours.

Education and Experience:

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

Equivalent to a bachelor’s degree with major coursework related to water systems, environmental or civil engineering, biological or physical sciences, and seven years increasingly responsible experience in water systems, wastewater collection and/or other public utilities; including three years of supervisory experience and possession of a valid and appropriate California Driver’s License.

Licenses and Certifications:

Highly Desired:
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Utility Manager

 Water Distribution Operator Grade D2 certificate issued by the California State Water Resource Control Board.  Water Treatment Operator Grade T2 certificate issued by the California State Water Resource Control Board.

PHYSICAL DEMANDS
Must possess mobility to work in a standard office setting and use standard office equipment, including a computer, to inspect City sites, including traversing uneven terrain, climbing ladders, stairs, and other access points, to operate a motor vehicle, and to visit various Agency and meeting sites; vision to read printed materials and a computer screen; and hearing and speech to communicate in person, before groups, and over the telephone. This is primarily a sedentary office classification although standing and walking between work areas and to conduct inspections may be required.

Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push, and pull drawers open and closed to retrieve and file information. Employees must possess the ability to lift, carry, push, and pull materials and objects weighing up to 20 pounds.

ENVIRONMENTAL CONDITIONS
Employees predominately work in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances. Employees will work in the field and occasionally be exposed to loud noise levels, cold and hot temperatures, inclement weather conditions, road hazards, vibration, mechanical and/or electrical hazards, and hazardous chemical substances and fumes. Employees may interact with members of the public or with staff under emotionally stressful conditions while interpreting and enforcing departmental policies and procedures.
329
April 2019
FLSA: Non-Exempt

COMMUNITY SERVICE OFFICER

DEFINITION
Under general supervision, performs a variety of routine to complex field and administrative activities in support of police services and programs for the City’s Police Department; provides comprehensive nonsworn staff support to Police Department supervisory and management personnel on a wide variety of law enforcement programs, projects, and services; responds to public requests; and performs related duties, as assigned.

SUPERVISION RECEIVED AND EXERCISED
Receives general supervision from a Police Commander. Exercises no direct supervision over staff.

DISTINGUISHING CHARACTERISTICS
This is a non-sworn journey-level classification in the Police Department. Incumbents perform various field and administrative duties in support of designated non-sworn police activities and are responsible for providing support to the assigned management staff in a variety of areas. Successful performance of the work requires the frequent use of tact, discretion, and independent judgment, knowledge of departmental and City activities, and extensive staff and public contact. Positions at this level receive only occasional instruction or assistance as new or unusual situations arise and are fully aware of the operating procedures and policies of the work unit. This class is distinguished from the Community Services Aide in that the latter is an entry level, intern position and is not expected to perform the full range of duties related to police support work.

EXAMPLES OF TYPICAL JOB FUNCTIONS (Illustrative Only)
Management reserves the right to add, modify, change, or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.
 Assists with developing and conducting public information and education presentations on a variety of topics including crime prevention and Police Department activities and services.  Performs research and review of community and police activity data; maintains statistical data relative to program and unit objectives; prepares a variety of reports, correspondence, and other written materials; duplicates and distributes various written materials.  Provides comprehensive staff support to the Police Department on a wide variety of programs, projects, and services; performs research and review of community issues.  Maintains accurate departmental and law enforcement records and files; researches and compiles data and information from such files.
 Assists in preparing and processing a variety of reports, records, and logs relative to police matters.  Enforces miscellaneous municipal codes, ordinances, and regulations, including sign violations, abandoned property and vehicle violations.
 Responds to public and employee inquiries in a courteous manner; provides information within the area of assignment; resolves complaints and contested citations in an efficient and timely manner.  Collaborates with partner agencies, community residents, and external organizations to plan and coordinate disaster preparedness, mitigation, response, and recovery efforts; assists in the preparation 330
Community Service Officer

and implementation of emergency preparedness drills and training for City staff and residents; assists in updating official documents required by the State to qualify for assistance in disaster recovery.  Reviews and processes applications for police permits to be submitted for supervisor approval; maintains applicant database; fingerprints drug registrants, applicants for employment, and/or others; grants and prepares permits.
 Arranges and conducts various community meetings, events, and tours; makes oral presentations to community and school groups; conducts surveys; assists in writing articles and news releases relating to community relations activities.
 Designs and prepares content for pamphlets, brochures, and bulletins related to various topics including crime prevention and disaster preparedness.
 Collaborates with partner agencies, community residents, and external organizations to plan and coordinate disaster preparedness, mitigation, response, and recovery efforts; assists in the preparation and implementation of emergency preparedness drills and training for City staff and residents; assists in updating official documents required by the State to qualify for assistance in disaster recovery.  Attends a variety of trainings, workshops, classes, and events on behalf of the City.  Performs other related duties as assigned.

JOB-RELATED QUALIFICATIONS
Knowledge of:
 Functions, principles, and practices of law enforcement agencies.  Applicable Federal, State, and local laws, regulatory codes, ordinances, and procedures relevant to assigned area of responsibility.
 Basic principles of record keeping.
 Principles and techniques of developing and conducting public information presentations.  Principles and practices of data collection and report preparation.  Operations and functions of the Police Department and other public safety agencies.  Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.
 The structure and content of the English language, including the meaning and spelling of words, rules of composition, and grammar.
 Modern equipment and communication tools used for business functions and program, project, and task coordination.
 Computers and software programs (e.g., Microsoft software packages) to conduct, compile, and/or generate documentation.

Ability to:
 Understand and follow oral and written instructions.
 Assess situations while remaining calm and using sound, independent judgment.  Maintain accurate records and files.
 Develop and deliver public information presentations related to the assigned areas of responsibility.  Compile and summarize information and data to prepare accurate, clear, and concise reports.  Safely and effectively use and operate specialized equipment required for the work.  Speak effectively before public groups and respond to questions.  Prepare clear concise reports, correspondence and other written materials.  Research, compile, and summarize a variety of informational and statistical data and materials.  Understand, interpret, explain, and apply all pertinent laws, codes, regulations, policies and procedures, and standards relevant to work performed.
 Effectively represent the department and the City in meetings with governmental agencies; community groups; various business, professional, and regulatory organizations; and in meetings with individuals. 331
Community Service Officer

 Learn and understand the organization and operation of the City and of outside agencies as necessary to assume assigned responsibilities.
 Independently organize work, set priorities, meet critical deadlines, and follow-up on assignments.  Effectively use computer systems, software applications, and modern business equipment to perform a variety of work tasks.
 Communicate clearly and concisely, both orally and in writing, using appropriate English grammar and syntax.
 Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
 Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.

Education and Experience:

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

Equivalent to graduation from the twelfth (12th) grade and two (2) years of experience performing administrative support duties related to the functions of law enforcement. Bilingual proficiency is preferred.

Equivalent to an associate degree in criminal justice or a closely related field is desired.

Licenses and Certifications:
 Possession of, or ability to obtain, a valid California Driver’s License by time of appointment and a satisfactory driving record.
 Possession of a valid Cardiopulmonary Resuscitation (CPR) certificate is required at the time of appointment.

PHYSICAL DEMANDS
Must possess mobility to work in a standard office setting and use standard office equipment, including a computer; maintain physical standards, including mobility, physical strength, and stamina to respond to emergency situations; vision to read printed materials and a computer screen; and hearing and speech to communicate in person, before groups, and over the telephone or radio. The job involves fieldwork requiring frequent walking on uneven terrain and climbing and descending structures to identify problems or hazards. Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate police services equipment. Positions in this classification frequently bend, stoop, kneel, reach, and climb to perform work and inspect work sites. Employees must possess the ability to lift, carry, push, and pull materials and objects necessary to perform job functions.

ENVIRONMENTAL CONDITIONS
Employees work indoors and outdoors, and are exposed to loud noise levels, cold and hot temperatures, inclement weather conditions, vibration, confining workspace, chemicals, mechanical and/or electrical hazards, and hazardous physical substances and fumes. Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures. The principal duties of this class are performed in a police station environment with exposure to criminal offenders, mentally ill individuals, and persons potentially infected with communicable diseases. 332
Community Services Officer (SEIU)
Step A Step B Step C Step D Step E
Hourly 31.6657 33.2490 34.9115 36.6570 38.4899
Bi-Weekly 2,533.26 2,659.92 2,792.92 2,932.56 3,079.19
Monthly 5,488.72 5,763.16 6,051.32 6,353.88 6,671.58
Annual 65,864.69 69,157.93 72,615.83 76,246.62 80,058.95 Recreation Leader I (SEIU)
Step A Step B Step C Step D Step E
Hourly 17.4199 18.2909 19.2054 20.1657 21.1740
Bi-Weekly 1,393.59 1,463.27 1,536.43 1,613.25 1,693.92
Monthly 3,019.45 3,170.42 3,328.94 3,495.39 3,670.15
Annual 36,233.34 38,045.01 39,947.26 41,944.62 44,041.85 Recreation Leader II (SEIU)
Step A Step B Step C Step D Step E
Hourly 18.6202 19.5512 20.5288 21.5553 22.6330
Bi-Weekly 1,489.62 1,564.10 1,642.30 1,724.42 1,810.64
Monthly 3,227.51 3,388.88 3,558.33 3,736.24 3,923.06
Annual 38,730.09 40,666.60 42,699.93 44,834.92 47,076.67 IT Manager
Step A Step B Step C Step D Step E
Hourly 72.8354 76.4771 80.3010 84.3160 88.5319
Bi-Weekly 5,826.83 6,118.17 6,424.08 6,745.28 7,082.55
Monthly 12,624.80 13,256.04 13,918.84 14,614.78 15,345.52 Annual 151,497.57 159,072.45 167,026.08 175,377.38 184,146.25 Utility Manager (MEA)
Step A Step B Step C Step D Step E
Hourly 72.9746 76.6233 80.4545 84.4772 88.7011
Bi-Weekly 5,837.97 6,129.87 6,436.36 6,758.18 7,096.09
Monthly 12,648.93 13,281.38 13,945.45 14,642.72 15,374.86 Annual 151,787.21 159,376.57 167,345.40 175,712.66 184,498.30 333
JOINT SUCCESSOR AGENCY ITEM 9.1

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: June 18, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Tomohito Oku, Finance Director
SUBJECT: Adoption of FY 2024-25 Successor Agency Budget Recommendation
Adopt a Resolution adopting the Fiscal Year 2024-25 Successor Agency Budget.

Background
Redevelopment agencies in California were dissolved effective February 1, 2012, under ABx1 26 enacted June 2011 (codified at section 34172(a) of the California Health and Safety Code) and held by the California Supreme Court to be constitutional. The Dissolution Statutes were further amended by AB 1484 enacted June 2012, AB 471 enacted February 2014, and SB107 enacted September 2015 (collectively, “Dissolution Statutes”). Under the Dissolution Statutes, on January 10, 2012, the City Council elected to serve as the Successor Agency to the Former Redevelopment Agency of the City of East Palo Alto (the “Successor Agency”).

City staff perform key day-to-day functions for the Successor Agency, primarily assuring that the existing obligations of the former Redevelopment Agency are properly paid, and that all properties and other assets are disposed of in an appropriate manner. Under Health and Safety Code §34179 (j), effective July 1, 2018, a Countywide Oversight Board staffed by the County Auditor-Controller was established to provide direction and oversight to successor agencies regarding the wind-down of the former Redevelopment Agencies. Each related period, the Finance Department prepares a Recognized Obligation Payment Schedule (“ROPS”) which provides the basis for receiving Redevelopment Property Tax Trust Fund (“RPTTF”) monies utilized to pay the authorized obligations of the former Agency. On January 8, 2024 as required by the Dissolution Statues, the Countywide Oversight Board approved the obligation payments for the Fiscal Year (FY) 2024-25 ROPS period.

The Successor Agency accounts for, and transacts, the revenues and disbursements authorized 334
JOINT SUCCESSOR AGENCY ITEM 9.1
by the Oversight Board and the Department of Finance, including authorizing budget appropriations for the same, including maintaining all accounting, financial, and debt activity for the Successor Agency in a fund referred to as the “Successor Agency Trust.” As such, staff seeks Successor Board approval of the FY 2024-25 Successor Agency Budget.

Analysis
The following analysis provides an overview of the FY 2024-25 Budget for the Successor Agency Trust Fund:

Revenues Expenditures In Out
705 Successor Operating $ 408,800 $ (470,948) $ - $ - $ - $ (62,148) 706 Successor Debt Service $ 1,548,475 $ (1,551,800) $ - $ - $ - $ (3,325) Successor Agency $ 1,957,275 $ (2,022,748) $ - $ - $ - $ (65,473) FY 2024-25 Successor Agency Proposed Budget Summary
Fund Description
Operating Capital
Improvement
Plan
Operating Transfers Net Change Fund
Balance
Budgeted revenues and expenditures total $1,957,275 and $2,022,748, respectively. The net change in fund balance totals $65,473 and consists of the following activity:
 Total budgeted revenues of $1.96M equal the total estimated RPTTF distribution requests by staff and approved by the County Oversight Board and the Department of Finance (for ROPS 24-25) or estimated by staff (ROPS 25-26). The Successor Agency only receives funds required to pay authorized and approved obligations.  Total budgeted expenditures of $2.02M consist of 2015 Refunding Bonds debt service ($1.55M); Sponsoring Entity Loan debt service ($0.37M), Bay Road Loan Advances ($60K), and Administrative Overhead $ ($40K).

Fiscal Impact
The adoption of the FY 2024-25 Budget primarily serves as local appropriation authority for obligation payments from the Successor Trust.

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 June 11, 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 335
JOINT SUCCESSOR AGENCY ITEM 9.1
(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. Resolution
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RESOLUTION NO. XX – 2025

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EAST PALO ALTO

ACTING AS THE GOVERNING BOARD OF THE SUCCESSOR AGENCY TO THE FORMER

REDEVELOPMENT AGENCY OF THE CITY OF EAST PALO ALTO
APPROVING THE FISCAL YEAR 2024-25 REVENUE AND EXPENDITURE BUDGET

FOR THE SUCCESSOR AGENCY
WHEREAS, Redevelopment agencies in California were dissolved effective February 1, 2012, under ABx1 26 enacted June 2011 (codified at section 34172 of the California Health and Safety Code) and held by the California Supreme Court to be constitutional. The Dissolution Statutes were further amended by AB 1484 enacted June 2012, AB 471 enacted February 2014, and SB107 enacted September 2015 (collectively, “Dissolution Statutes”); and WHEREAS, pursuant to section 34172(a) of the California Health and Safety Code, the Redevelopment Agency of the City of East Palo Alto (the “Former Agency”) has been dissolved and no longer exists as a public body, corporate and politic, and pursuant to section 34173, and the Successor Agency to the Former Redevelopment Agency of the City of East Palo Alto (the “Successor Agency”) has become the successor entity to the Former Agency; and WHEREAS, under Health and Safety Code §34179 (j), effective July 1, 2018, a Countywide Oversight Board staffed by the County Auditor-Controller was established to provide direction and oversight to successor agencies regarding the wind-down of the former Redevelopment Agencies; and WHEREAS, each related period, the Finance Department prepares a Recognized Obligation Payment Schedule (“ROPS”) which provides the basis for receiving Redevelopment Property Tax Trust Fund (“RPTTF”) monies utilized to pay the authorized obligations of the former Agency; and WHEREAS, the County Oversight Board to the Successor Agency adopted a Resolution on January 8, 2024 approving the 2024-25 Annual Recognized Obligations Schedule (ROPS); and on February 23, 2024, the Department of Finance issued a determination letter authorizing payments on the 2024-25 Annual ROPS; and
WHEREAS, the Successor Agency accounts for, and transacts, the revenues and disbursements authorized by the Oversight Board and the Department of Finance, including authorizing budget appropriations for the same, including maintaining all accounting, financial, and debt activity for the Successor Agency in a fund referred as the “Successor Agency Trust”; as such, based on staff’s recommendation, the City should seek Successor Board approval of the FY 2024-25 Successor Agency Budget.

NOW, THEREFORE, THE SUCCESSOR AGENCY TO THE FORMER REDEVELOPMENT AGENCY OF THE CITY OF EAST PALO ALTO HEREBY:

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

2. Adopts the Fiscal Year 2024-25 Successor Agency Budget, as follows:
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Revenues Expenditures In Out
705 Successor Operating $ 408,800 $ (470,948) $ - $ - $ - $ (62,148) 706 Successor Debt Service $ 1,548,475 $ (1,551,800) $ - $ - $ - $ (3,325) Successor Agency $ 1,957,275 $ (2,022,748) $ - $ - $ - $ (65,473) FY 2024-25 Successor Agency Proposed Budget Summary
Fund Description
Operating Capital
Improvement
Plan
Operating Transfers Net Change Fund
Balance

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

PASSED AND ADOPTED this 18th day of June 2024 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
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Lisa Gauthier
Mayor
ATTEST:

James Colin A
City Clerk
APPROVED AS TO FORM:

John D. Lê
City Attorney
339
PUBLIC HEARING ITEM 11.1

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: June 18, 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: Public Hearing on Proposed Increases to Solid Waste (Refuse) Services Rates on July 1, 2024, and each January 1st thereafter through January 1, 2028 Recommendation

1. Conduct a Public Hearing concerning the proposed increases to solid waste (refuse) service rates; and

2. Adopt a resolution increasing solid waste service rates on July 1, 2024, and thereafter each January 1st through January 1, 2028, for all solid waste service customers within the City of East Palo Alto.

3. Find that the proposed action does not constitute a “project” with the meaning of the California Environmental Quality act (“CEQA”) pursuant to CEQA guidelines sections 15378(b)(4) and (5) in that is a government 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: Ensure Our Financial and Organizational Health Background
On April 16, 2024, the City Council received a presentation and heard oral testimony regarding recommended solid waste rate increases. As discussed in the analysis below, the City hired HF&H Consultants, LLC (HF&H) to analyze and recommend solid waste service rates. 340
PUBLIC HEARING ITEM 11.1
The City Council passed a resolution with the intent to increase solid waste rates beginning July 1, 2024, and each January 1 thereafter until January 1, 2028. City Council also directed staff to mail public hearing notices to all service customers and to follow City Policy regarding the Proposition 218 procedure, included as Attachment 3, “Exhibit A: Guidelines for the Submission and Tabulation of Protests.”
Proposition 218 Rate Increase Process
Solid Waste rates are subject to the procedural and substantive requirements as set forth in Proposition 218. Proposition 218 was adopted by California voters in 1996 and added Articles XIIIC and XIIID to the California Constitution. Article XIIID governs property-related charges which have been determined to include ongoing utility service charges such as water, sewer, and garbage rates.

The procedural requirements of Proposition 218 are as follows:

1. Noticing Requirement: The City must mail a notice of proposed rate increases to all affected customers of record. The notice must specify the basis of the fee, the reason for the fee, and the date/time/location of a public rate hearing at which the proposed rates will be considered/adopted.

2. Public Hearing: The City must hold a public hearing prior to adopting the proposed rate increases. The public hearing must be held not less than 45 days after the required notices are mailed.

3. Rate Increases Subject to Majority Protest: At the public hearing, the proposed rate increases are subject to majority protest. If more than 50% of affected customers submit written protests against the proposed rate increases, the adjustments cannot be adopted.

Notices
On April 29, 2024, the City mailed a Proposition 218 notice titled “Proposed Increases to Solid Waste Services Rates” (“notice”) to affected property owners in East Palo Alto. The notice was provided in English and Spanish.

The notice included the public hearing date and time, the background and explanation of the proposed service rate increases, and instructions regarding the written protest process. Copies of the notices are attached to this report.

Written protests will be accepted and validated by the City Clerk through the end of the public testimony portion of the public hearing. There are 4,565 accounts in the City’s solid waste system. Of this amount a total of 2,283 (50% plus 1) written protests must be submitted prior to the close of the public hearing in order to achieve a majority protest.

City Municipal Code Chapter 8.32 provides for the regulation of refuse and waste disposal, establishes the City Council’s authority to enter into franchise agreements for the collection of 341
PUBLIC HEARING ITEM 11.1
refuse, and, as such, the City noticed both customers and owners of record, in compliance with Government Code Section 53755. For those accounts where two different addresses were noticed, the City will accept a protest from either party. However, should both parties submit written protest, for the purpose of determining a majority protest, both protests together will only count as a single protest, as they represent only a single account.

Public Hearing
The procedure for the public hearing is as follows:
1) City Council opens the Public Hearing.
2) Staff reports on proposed solid waste service rate increases beginning effective July 1, 2024, and each January 1st thereafter through January 1, 2028. 3) The City Clerk announces both the number of “writings purporting to be protests” that have so far been received as well as the threshold at which a majority protest exists. 4) City Council hears public testimony.
5) The Mayor asks for a final call for written protests. 6) The City Clerk announces the final number of written protests and whether a majority protest exists.
7) City Council closes the Public Hearing.
8) City Council votes on a resolution.

Solid Waste Rates Resolution
At the conclusion of the public hearing, if a majority protest does not exist, staff recommends Council adopt a resolution adopting the solid waste services rates which take effect on July 1, 2024, and each January 1st thereafter through January 1, 2028.

Analysis
Existing Solid Waste Rates and Billing Process
The City’s solid waste service rates are billed through different methods for residential and commercial customers. Residential rates are placed as a “special charge” on San Mateo County Secured Property Tax bill and are calculated as an annual rate2, based upon calendar year monthly rates in effect from July 1 to June 30 of each fiscal year.

Commercial customers request and pay for monthly services directly with Recology at the service rates set by the City.

Table A below reflects current solid waste rates:
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Table A: Current Solid Waste Monthly Service Rates
Residential 1/1/2024 1/1/2025
96-Gallon Trash/Landfill Cart
64-Gallon Recycling Cart
64-Gallon Compost Cart
$58.19 $61.09
FY24/25 Annual Property Tax Bill $715.68
Commercial 1/1/2024 1/1/2025
1-yard bind, once per week service $255.69 $263.36
2-yard bind, once per week service $488.18 $499.73
3-yard bind, once per week service $540.21 $556.51
1-yard bind, twice per week service $420.39 $433.00
2-yard bind, twice per week service $807.41 $831.63
3-yard bind, twice per week service $933.38 $961.39
Rising Solid Waste Costs
In 2019, the City hired HF&H to assist in analyzing and recommending solid waste rates. The Council was presented the solid waste study and proposed rates in 2020 but chose to delay rate increases due to the onset of the COVID-19 global pandemic. In 2021, HF&H completed a second study and proposed new rates and on June 15, 2021, the Council adopted Resolution 86-2021. This resolution set a schedule of rate increasing rates beginning July 1, 2021, and each January 1 thereafter through January 1, 2025.

Unfortunately, as is detailed below, cost increases exceeded those projected in the rate study approved June 15, 2021. As a result, the current rates and authorized rate increases are insufficient to fund the current and projected cost to provide solid waste service. Without increasing the current and planned rates, followed by normal regular rate increases, the City will be forced to subsidize solid waste revenue by using the already strained General Fund, which will limit the City Council’s ability to fund other programs and projects.

Cost Increases Beyond the 2021 Rate Study
The previous rate study was structured to address cost escalations until December 31, 343
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2025. Unfortunately, circumstances beyond the City's control have led to cost increases surpassing projections laid out in the 2021 study.

Inflation in recent years has surged to levels unseen in over 40 years, directly impacting Recology's adjustment methodology and necessitating higher-than-anticipated rate increases. For instance, Recology deemed an 8.6% overall increase necessary to serve the SBWMA jurisdictions in Calendar Year (CY) 2024, driven notably by a 14.9% surge in the fuel index, following a staggering 40.6% fuel cost increase in CY 2023.

Due to inflationary pressures, rising organic material processing needs, technology upgrades, and higher labor costs, Shoreway Environmental Center’s (where all member agency’s residential and commercial waste is taken for processing) disposal and processing costs have surged under a new operating agreement, leading to a 25.2% yearly cost increase for East Palo Alto. Consequently, the City Council must revise the rate schedule adopted in 2021 to align with the current economic conditions and meet legislative and market demands.

City of East Palo Alto Program Costs 2024
City program costs total approximately $200,000 and include maintenance and environmental services staff for litter control and helping customers manage their service needs. Currently, there are minimal net increases in City program services since the 2017 rate study.

Projected Cost Inflation
Unless otherwise stated, over the rate period (through CY 2028) the cost of the three major categories is increased by expected inflation. Since February 2020, the Consumer Price Index (CPI) for all items in the San Francisco-Oakland-San Jose area has risen from 291.227 to 345.151. This change represents an 18.5 percent increase which is an annual average of 3.5 percent. However, as noted above, the solid waste sector has had additional price demands, causing inflation that exceeds local CPI. For this reason, cost inflation for both collection and disposal is assumed to be 5% for CY 2025, then 4.5% for CY 2026, followed by 3.5% each year through 2028.

Litter Control Program
One cost element reflected in the City’s rates pertains to its local Litter Control program, overseen by the City’s Environmental Programs Division. This initiative primarily focuses on outreach and education, aiming to enhance residents' adherence to weekly pickup guidelines. The program targets improvements in resident waste sorting practices, efficient bin packing, and reduction of loose garbage. The overarching objective is to minimize the necessity for collection teams to exit their trucks during routes, thereby reducing the overall cost for the City's solid waste program.

Historically, garbage rates include charges to rate payers to generate revenue of $300,000 annually for the Litter Control Program. Staff recommends reducing the litter 344
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control revenue request to $300,000 annually to $200,000 annually from 2024 through 2028. During this period, it is expected that budgeted Litter Control Program costs will range from approximately $225,000 to $300,000 annually. It is expected that this would draw down the City’s Garbage Fund reserves, but reduce the required rate increases necessary over that period.

Reserves
The litter control revenue and expenses are maintained in the City’s Garbage Fund reserve. This reserve could also be used should solid waste costs exceed revenues and the City needed to make a payment in addition to rate revenue. In FY 2023/24 the Garbage Fund reserve was ($1.5M). In total projected garbage fund available reserves are approximately $1,825,000. This includes $325,000 held by Recology as a rate surplus. In addition to subsidizing the litter control program, this reserve can be used to absorb temporary shortfalls in rate revenue.

Rate Revenue Requirements
Total Rate Revenue requirements (i.e., the amount of revenue needed to cover the cost of operations) are projected to increase from approximately $6.6M in 2021 to $8.1M.

For rate revenue to reach the projected target expense, total rate revenues need to increase by approximately twenty-two percent (22%) between 2024 and 2028.

Aligning Rates with Related Costs of Service and Operations HF&H’s rate analysis indicates the need to align revenues with the attributed costs of both residential and commercial customer classes. Staff is recommending a gradual alignment of revenues and costs for residential (through higher increases) and commercial (through diminished increases) customers.

Rate Increase to Meet 2028 Projected Expenditures
Rate increases are designed to match cost inflation. Ideally, inflation (as it was prior to COVID-19), is consistent, allowing for smooth increases. Unfortunately, as detailed above, due to post COVID-19 inflation generally, and cost increases due to California Senate Bill 1383 (SB1383), i.e., capturing and reusing organic waste, specifically, costs have spiked. Therefore, to ensure that customer rates accurately reflect expenses, additional rate increases in July of this year along with a bump to the planned rate adjustments scheduled for January 1, 2025, are needed.

Additionally, cost increases are anticipated to be substantive in the near term. As a result, while previous rates increased around 3% a year, for residential customers, a higher annual increase will be required.

The proposed rate increases begin on July 1, 2024, and are reflected in Table 1 below. 345
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Table 1. Proposed Rate Increases by Customer Class
2024 2025 2026 2027 2028
Class 7/1/2024 1/1/2025 1/1/2026 1/1/2027 1/1/2028
Residential 6.00% 5.50% 5.50% 5.00% 4.50%
Commercial 3.00% 3.00% 3.00% 3.00% 2.50%
Overall Revenue
Increase1 2.18% 6.38% 4.17% 3.94% 3.46%

1. Overall Revenue Increase includes the impact of the started date of the revenue increase.

The projected financial results are reflected in Table 2 below:

Table 2. Projected Revenue and Expenditures with Proposed Rates 2024 2025 2026 2027 2028
Revenue $6,797,161 $7,230,667 $7,532,117 $7,829,220 $8,099,930 Costs $6,938,464 $7,275,841 $7,587,536 $7,844,830 $8,107,983 Surplus (Shortfall) $(141,304) $ (45,174) $ (55,419) $ (15,611) $(8,053) Cumulative1 $(141,304) $(186,478) $(241,897) $(257,507) $(265,561)

1. Impact on reserves does not include Litter Control Program costs.

The overall impact for residential customers’ annual solid waste bill for the next fiscal year (paid through property taxes) is an increase from $715.68 to $760.53. This $44.85 is a 6.27% annual increase.

By the end of the rate period (July 1, 2024, through December 31, 2028), rates will have increased by 29.45% for residential customers and 15.36% for commercial customers over current rates. Even with these rate increases, the City will need to draw down reserves in order to absorb the $265,561 projected shortfall through 2028.

Note Regarding Cost Projections
As with any multi-year rate increase program, if revenue requirements increase beyond those projected in the service cost study performed by HF&H, the City will perform an additional cost study and propose new rates. Due to the trailing impact of the COVID19 pandemic on restaurants in particular; other changing consumer habits; fuel prices; potential - and possibly transitory – inflation; global shipping and commodity scrap price dislocations; and, required implementation of SB 1383– costs projections may be more 346
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volatile than experienced in recent history. Staff will monitor costs against expectations over the ensuing five-year period to ensure that rates hew closely, and will return to the Council should additional adjustments (either up or down) to the rates be warranted.

Further, cost projections do not include the expected impact of SB 1383’s requirement for collections vehicles to be zero emissions. At this time, the costs are still unknown, and the implementation timeline is uncertain. However, all expectations cause significant rate increases.

Fiscal Impact
It is necessary to increase solid waste service rates to provide resources for operating service expenses. Without rate increases through 2028, the anticipated operational loss for calendar year 2024 is approximately $277,000 and increases each year up to an anticipated annual loss of $1,119,327 by Calendar Year 2028, as follows:
2024 2025 2026 2027 2028
Revenue $6,651,980 $6,911,637 $6,911,637 $6,911,637 $6,911,637 Costs $6,929,096 $7,256,055 $7,548,033 $7,785,346 $8,030,964 Surplus
(Shortfall) $(277,116) $(344,418) $(636,395) $(873,708) $(1,119,327) Cumulative1 $(277,116) $(621,534) $(1,257,929) $(2,131,637) $(3,250,964)

1. Impact on reserves does not include Litter Control Program costs.

If the City does not increase solid waste rates, the existing solid waste reserves would be depleted by 2027. The projected fiscal impact of the proposed rate increases are shown in Table 2 above
Public Notice
Notices were issued informing the public and their right of protest on April 29, 2024. A public hearing is scheduled for June 18, 2024, no less than 45 days following the mailing of the ballot.

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.
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Analysis of Levine Act Compliance: Not applicable.

Attachments

1. Resolution

2. Prop 218 Notice to Service Customers

3. Exhibit A: Guidelines for Submission and Tabulation of Protests 348
Resolution No. XX-2023 1 of 2
RESOLUTION NO. XX– 2024

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO
INCREASING SOLID WASTE (REFUSE) SERVICE RATES ON JULY 1, 2024, AND THEREAFTER EACH JANUARY 1ST THROUGH JANUARY 1, 2028, FOR ALL SOLID WASTE SERVICE

CUSTOMERS WITHIN THE CITY OF EAST PALO ALTO
WHEREAS, the City of East Palo Alto (“City”) is a member of the South Bayside Waste Management Authority (“SBWMA”), a Joint Powers Authority (“JPA”); and WHEREAS, Recology provides residential solid waste, organics, and recyclable materials collection services (collectively “solid waste”) under amended franchise agreement extending through the period ending December 31, 2035; and
WHEREAS, the total cost of the City’s solid waste collection services also includes solid waste disposal and processing fees, and local litter control; and WHEREAS, HF&H consultants performed a study of the current estimates projected costs of solid waste services supporting the need to increase rates as set forth in the report and other information presented to City Council during deliberation on the matter; and WHEREAS, the rate increase will help ensure the health and safety of the community, while protecting the City’s financial health; and
WHEREAS, the City Council followed the procedural requirements of Proposition 218, Article XIIID, Section 6 of the California Constitution; and
WHEREAS, the City Council considered all objections to the proposed rate increase, if any, and all persons have been permitted to present written or oral testimony; and WHEREAS, at the conclusion of the Public Hearing, the City Council confirmed that a majority protest, that is written protests submitted in opposition to the proposed rates by a majority (50% plus 1) of service customers does not exist to warrant suspension of the proposed service rates.

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 following solid waste (refuse) rate increases:
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Resolution No. XX-2023 2 of 2
2024 2025 2026 2027 2028
Class
Effective
Date
7/1/2024
Effective
Date
1/1/2025
Effective
Date
1/1/2026
Effective
Date
1/1/2027
Effective
Date
1/1/2028
Residential 6.00% 5.50% 5.50% 5.00% 4.50%
Commercial 3.00% 3.00% 3.00% 3.00% 2.50%
Overall Revenue Increase1 2.18% 6.38% 4.17% 3.94% 3.46%

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

PASSED AND ADOPTED this 18th day of June 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

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

James Colin, City Clerk John D. Lê, City Attorney
350
Public Notice

CITY OF EAST PALO ALTO

PROPOSED INCREASES TO SOLID WASTE SERVICE RATES

NOTICE OF PUBLIC HEARING
7:30 p.m.

June 18, 2024
City Council Chambers
2415 University Avenue, East Palo Alto
The City of East Palo Alto is currently reviewing solid waste service rates. The City charges these rates to solid waste service customers in order to fund the costs of providing safe and reliable service. At the date, time and place set forth above, the City Council of the City of East Palo Alto will hold a public hearing regarding the proposed rate increases described in this notice.

Purpose of the Notice
You are receiving this notice because you are a customer of the City of East Palo Alto Solid Waste Collection System. Residential customers pay for services as part of the annual property taxes while commercial customers pay for services directly to the City’s contractual solid waste collections operator, at the rates adopted by the East Palo Alto City Council.

Proposed Rate Schedule
Effective Date
Current 7/1/2024 1/1/2025 1/1/2026 1/1/2027 1/1/2028
Residential
Percent Increase 6.00% 5.50% 5.50% 5.00% 4.50%
96 Gallon Bin $58.19 $61.68 $65.07 $68.65 $72.09 $75.33 Commercial
Percent Increase 3.00% 3.00% 3.00% 3.00% 2.50%
1 YD Bin x 1 Week $255.69 $263.36 $271.26 $279.40 $287.78 $294.98 2 YD Bin x 1 Week $488.18 $502.83 $517.91 $533.45 $549.45 $563.19 3 YD Bin x 1 Week $540.21 $556.42 $573.11 $590.30 $608.01 $623.21 1 YD Bin x 2 Week $420.39 $433.00 $445.99 $459.37 $473.15 $484.98 2 YD Bin x 2 Week $807.41 $831.63 $856.58 $882.28 $908.75 $931.47 3 YD Bin x 2 Week $933.38 $961.38 $990.22 $1,019.93 $1,050.53 $1,076.79 Residential Annual Property Tax
The following table is the result of the proposed fees as shown in the table above.

Annual Property Tax Bill for Residential Customers
Current
FY24/25 FY/24/25 FY25/26 FY26/27 FY27/28
96 Gallon Bin $715.68 $760.53 $802.36 $844.43 $884.49
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Basis of the Proposed Rates
Recology San Mateo County provides solid waste collection services, including refuse, recyclable materials and compostable (green waste) materials, under a fifteen-year amended franchise agreement with the City of East Palo Alto. Service costs also include waste disposal and processing, and local program fees. Each year, Recology submits a rate application to the South Bay Waste Management Authority (“SBWMA”) – a joint powers authority consisting of twelve members within the County of San Mateo. The 2024 Rate Application submitted by Recology and approved by the SBWMA Board of Directors on September 28, 2023, reflects that the City’s current rates do not cover the contractual costs of service for 2024. Further, upon comparison of residential and commercial costs and rates – residential costs require higher increases in order to align rates with costs over a period of time. Therefore, the proposed rate increases are the result of several factors, including: post COVID-19 inflation; compliance with State Bill 1383, specifically the organic disposal requirements; the new agreement with operator of the Shoreway transfer station.

Proposition 218 and the Rate Protest Process
Article XIII D, Section 6(b) of the California Constitution sets forth substantive requirements for propertyrelated fees. In abbreviated description those requirements include that: (1) revenues derived shall not exceed the funds required to provide the service, (2) revenues shall not be used for any other purpose, (3) charges shall be proportional, (4) a fee for service may only be imposed for services immediately available, and (5) no charge may be imposed for general governmental services.

You are invited to provide oral or written testimony at the public hearing. You also have the right to file a formal written protest against the proposed increases. A formal protest must be in writing, must be signed by the customer or property owner, must indicate the address, account number or assessor’s parcel number for which it is submitted, and must indicate that it is a solid waste service rate protest. If the City Council receives protests with respect to a majority of the parcels served by the City Solid Waste Service System, or receives protests from a majority of customers, then it will not approve the increase. Protests may be mailed or delivered to the City at Solid Waste Service Rates, City Clerk, City of East Palo Alto, 2415 University Avenue, 2nd Floor, East Palo Alto, CA 94303, or may be presented at the hearing. Protests must be received by the close of public comment at the hearing in order to be counted. The City will follow its Procedures for the Acceptance and Tabulation of Written Protests (available at City Hall, 2415 University Avenue, 2nd Floor, East Palo Alto, from the City Clerk’s Office or via email: [email protected]) in handling and counting protests.
352
Guidelines for the Submission and
Tabulation of Protests
When notice of a public hearing with respect to a service rate increase, such as for water or solid waste collection service, has been given by the City pursuant to Article XIIID, Section 6 of the California Constitution, the following shall apply:

SUBMISSION OF PROTESTS

1. Any property owner or customer/ratepayer may submit a written protest to the City Clerk, either by mail or delivery to EPA Government Center, 2415 University Avenue, East Palo Alto, CA 94303-1164 or by submitting the protest at the public hearing.

Protests must be received by the end of the public hearing. No postmarks will be accepted.

2. Each protest must be in writing and must state that it is a protest (or indicate opposition to the proposed rates) and include the following information: (i) the name of the owner or customer/ratepayer submitting the record, (ii) the street address or assessor’s parcel number of the parcel (or service location) for which the protest is submitted, and (iii) the signature of the person submitting the protest.

3. Email or facsimile protests cannot be accepted. Although the City Council welcomes input from the community during the public hearing on the proposed fees, oral comments at the public hearing will not qualify as a formal protest unless accompanied by a written protest.

4. If a parcel receiving service is owned by more than one record owner; if more than one name appears on the City’s records as the customer/ratepayer for the parcel; or if the customer/ratepayer is not the record owner, any owner or customer/ratepayer may submit a protest, but only one protest will be counted per parcel and any one protest submitted in accordance with these rules will be sufficient to count as a protest for that parcel.

5. A protest by a property owner that is a trust must be signed by the Trustee and identified as such with the signature (i.e., John Smith, Trustee for Smith Family Trust).

Protests by property owners that are corporations, partnerships, or similar entities must be signed by a person authorized to execute documents on behalf of the property owner. A property owner that is not shown on the last equalized assessment roll for a parcel must accompany the protest with evidence of ownership.

6. Any person who submits a protest may withdraw it by submitting to the City Clerk a dated written request that the protest be withdrawn. The withdrawal of a protest must contain sufficient information to identify the affected parcel and the name of the record owner or record customer/ratepayer who submitted both the protest and the request that it be withdrawn.

7. A fee protest proceeding is not an election.

8. To ensure transparency and accountability in the fee protest tabulation, protests shall constitute disclosable public records from and after the time when they are opened by the City at the public hearing. Protests will be retained by the City for three years and then may be destroyed.
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TABULATION OF PROTESTS

1. The City Clerk, or designee, shall determine the validity of all protests. The City Clerk shall not accept as valid any protest if s/he determines that any of the following conditions exist:
a. The protest does not identify a parcel that will be subject to the proposed fees. b. The protest does not bear an original signature of a record owner or customer/ratepayer associated with the parcel.
c. The protest does not state its opposition to the proposed fees or is illegible. d. The protest has been altered in any way by someone other than the person who signed it.
e. The protest was not received by the City Clerk before the close of the public hearing on the proposed fees.
f. A request to withdraw the protest was received by the City Clerk prior to the close of the public hearing on the proposed fees.
g. The protest or request for withdrawal is dated prior to the date of mailing of the notices of hearing on the proposed fees.

2. The City Clerk’s decision that a protest is not valid shall constitute a final action of the City and shall not be subject to any internal appeal.

3. A majority protest exists if written protests are timely submitted and not withdrawn by owners or customers/ratepayers with respect to a majority (50.0% plus one) of the parcels subject to the proposed fee.

4. A majority protest also exists is written protests are timely submitted and not withdrawn by customers/ratepayers with respect to a majority (50.0% plus one) of the service locations (customer accounts) subject to the proposed fee.

5. At the conclusion of the public hearing, the City Clerk shall count all protests received, including those received during the public hearing, and shall report the results to the City Council upon completion. If review of the protests received demonstrates that the number received is manifestly less than one-half of the parcels served by the City with respect to the fee which is the subject of the protest, then the City Clerk may advise the Council of the absence of a majority protest without determining the validity of all protests.

6. If, at the conclusion of the public hearing, the Clerk determines that s/he will require additional time to count the protests, s/he shall so advise the Council, which may adjourn the meeting to allow the count to be completed on another day or days. If so, the Council shall declare the time and place of the count, which shall be conducted in a place where interested members of the public may observe the counting, and the Council shall declare the time at which its meeting shall be resumed to receive and act on the report of the Clerk.
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PUBLIC HEARING ITEM 11.2

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: June, 18 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Batool Zaro, Senior Engineer
Humza Javed, Public Works Director
SUBJECT: Residential Permit Parking Program Ordinance (RPP) First Reading Recommendation
Waive the first reading and introduce an ordinance establishing Chapter 10.40 Residential Permit Parking Program Ordinance to the East Palo Alto Municipal Code.

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

Implement the Comprehensive Transportation and Mobility Plan Background
As a parking solution in East Palo Alto, the 2020 Mobility Study recommended a permit parking program. As part of the study, a draft program was introduced on a very high level.

The mobility study suggests that implementing a permit parking program would have many benefits including:
 Equitably allocating on-street parking spaces among neighborhood residents.  Encouraging residents to use available off-street parking spaces (in garages and driveways).  Encouraging residents to sell/donate excess vehicles.  Generating revenue to fund parking enforcement.

As recognized in the mobility study, parking problems occur in all East Palo Alto neighborhoods.

Furthermore, staff regularly receives parking complaints from residents. The City Council also receives parking complaints and realizes that the City needs to administer policy solutions to improve parking in 355
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neighborhoods. The City Council supports a permit parking program as one potential way to improve parking and directed staff to prioritize the launch of such a program through its Strategic Priority process.

Staff presented an initial draft residential permit parking ordinance to the Public Works and Transportation Commission (PWTC) at the December 20th, 2023 meeting. At the meeting, staff received comments from the PWTC and members of the public. Comments were incorporated into the updated draft ordinance.

On April 17th, 2024, the City’s transportation consultant, Hexagon Transportation Consultants, Inc. (Hexagon) presented the updated residential permit parking program ordinance to the PWTC. Hexagon responded to questions and comments made by the public and the PWTC.

Staff and Hexagon returned to the PWTC and presented a refined draft permit parking ordinance at the May 15th 2024 meeting. The PWTC provided the following feedback on the residential permit parking program:
 Noted that item number five (5) under section 10.40.110 (“vehicles in designated disabled parking areas”) in the ordinance should be clarified to state that the exemption only applies in designated disability parking spots.
 Noted that when a permit parking zone is studied, designated disabled parking should be studied.
 Requested that in the program guidelines “application” (page 8 of Attachment 2), an additional time period (Midnight –5AM) should be added under section 5.  A commissioner stated that they believe the first permit should not be free as set in the ordinance.
 A commissioner stated that transparency from revenue of fee/citations should be provided upon establishment of a permit parking zone.

Ultimately, the PWTC recommended the residential permit parking program ordinance with the above modifications be adopted by the City Council.

Analysis
The Permit Parking program would establish a procedure to implement a permit parking area (PPA) anywhere in the City. The draft residential permit parking program details the process of designating and establishing a PPA, the issuance of permits and guest permits, enforcement, and the removal of a PPA. The draft residential permit parking program is attached to this report as Attachment 1.

Per the draft program, each residential property would receive one parking permit at no charge. A second parking permit may be purchased upon request subject to availability. It is recommended that the permit program allow for a limited number of one-day guest permits for occasional visitors that may be present during the evening and night hours. Guest vehicles could also park in resident driveways. The fee schedule for a second parking permit and for one-day guest permits will be determined by the City Council at a later date. 356
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It should be emphasized that a parking permit would not guarantee or reserve an on-street space for any resident but merely authorize the subject vehicle to park on any street in the neighborhood during the permit restricted hours. While having a permit would not guarantee a space, the total number of permits sold should reasonably match the number of on-street spaces. The restriction on the total number of parking permits should ensure that the total parking demand by permit holders does not exceed the total parking supply in the neighborhood.

The establishment of a residential PPA should only be considered if the criteria detailed in the Residential Permit Parking Program Guidelines (Attachment 2), are satisfied. The twelve-step procedure for establishing a PPA is detailed in the guide. Additionally, the draft permit parking application is included in Attachment 2. Attachment 3 includes some frequently asked questions (FAQ’s).

The ordinance sections include the following:
 Purpose.
 Definitions.
 Findings.
 Designation of residential parking permit areas.
 Procedure for establishment of residential parking permit areas.  Authority of Director.
 Issuance of permits.
 Guest parking permits.
 Display of permits.
 Enforcement.
 Exempt vehicles.
 Removal of residential parking permit area.

The procedure for establishing a residential permit parking program includes:
 Staff Review of Neighborhood Application/Petition;
 Data Collection;
 Community Outreach;
 Public Works and Transportation Commission Review and Recommendation;  Adoption of Resolution Establishing or Expanding an RPP Area; and  Resident Notice of Newly Adopted RPP Area.

The establishment procedure is further detailed in Attachment 1 and Attachment 2. Per the ordinance, the City also has the ability to establish a PPA. If initiated by City Council, a petition is not required.

The goal of the ordinance is to provide residents and the City a mechanism to establish permit parking in any area of the City. The ordinance does not establish the details related to permit parking zones or fees; fees for permit parking zones will be established at a later time with the comprehensive fee schedule. Additionally, when staff returns to council for the adoption of the 357
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RPP Ordinance , staffing in order to implement the program will be discussed. Additional staffing or outside support may be needed to meet enforcement needs.

Key decision points for City Council:
 Definitions. Consider any amendments to definitions, including definitions for “residence” or “dwelling unit”. As currently drafted, the definition is broad in that it includes both a main dwelling and accessory dwelling units (ADUs) to reflect occupancy potential.

However, it currently includes a requirement that the ADU be separately served with its own postal address.
 Guidelines. To ensure smooth implementation, staff has prepared implementation guidelines. Staff requests that Council review, provide feedback, and approve them.  Guidelines for RPP Area Formation. Currently, there are no guidelines for staff to reject an application because an RPP area is not contiguous, although this is something that can be considered either by the PWTC or the Council. The Council may want to provide guidance to staff on whether minimum standards for an RPP Area should be provided, e.g., requiring an RPP Area be established for contiguous lots to avoid gerrymandering.  Application and Approval Thresholds. The current ordinance draft states that for a petition to qualify it must meet a threshold of 50+ 1%. In addition, for finalization of the RPP area, the application must achieve a staff-conducted resident survey threshold 67% or more.
 Enforcement. The Council has the ability to decide whether enforcement of violations be enforced by the Police Department or outsourced to a third-party vendor.

Next steps:
 Second reading and adoption of the ordinance scheduled tentatively for September 2024.  Fee study is required to investigate the costs associated with the program implementation (permit parking platform, permit fees, and enforcement).

Fiscal Impact
There is no fiscal impact for this item.

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

Environmental
The action being considered does not constitute a “Project” within the meaning of the California 358
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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 entail an entitlement.

Analysis of Levine Act Compliance: Not applicable.

Attachments

1. Attachment 1 – Draft RPPP Ordinance

2. Attachment 2– Draft RPPP Guidelines

3. Attachment 3 – Draft RPPP FAQ’s
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Chapter 10.40 - RESIDENTIAL PARKING PERMIT (RPP) PROGRAM Sections:

10.40.010 Purpose.

10.40.020 Definitions.

10.40.030 Findings.

10.40.040 Designation of residential parking permit areas.

10.40.050 Procedure for establishment of residential parking permit areas.

10.40.060 Authority of Director.

10.40.070 Issuance of permits.

10.40.080 Guest parking permits.

10.40.090 Display of permits.

10.40.100 Enforcement.

10.40.110 Exempt vehicles.

10.40.120 Removal of residential parking permit area.

10.40.010 Purpose.

The purpose of this chapter is to regulate and manage residential curb parking at locations at which a high demand for parking on residential streets has been determined by the City Council to be adverse to the health, safety, welfare, and interest of the public, including residential property owners, businesses, pedestrians, and other users of the City's streets, roads, and infrastructure. The procedures and standards in this chapter are intended to provide flexibility so that the City Council may adopt, after consultation with various stakeholders, including residents, businesses and institutions, parking programs that appropriately protect each neighborhood's unique characteristics.

10.40.020 Definitions.
"Director" means the Director of the Department of Public Works. "Residential parking permit area" or “RPP area” means a geographical area set by City Council resolution establishing a preferential parking permit system pursuant to California Vehicle Code Section 22507.
"Residence” or “dwelling unit” means each legal dwelling unit located immediately adjacent to a street, or portion of street, within a RPP area and with an assigned postal address. The term includes singlefamily dwellings, apartments, condominiums, and other distinct residential units including accessory dwelling units and junior accessory dwelling units.
“Resident” means a person who lives in a RPP area as his/her permanent place of residence, either as a tenant, occupant, or owner.
"Residential parking permit program guidelines" or "guidelines" shall mean the City of East Palo Alto Residential Parking Permit Program Guidelines, as promulgated by the Director of the Department of Public Works.
“Private service personnel” means personnel who routinely, in the performance of their business, provide a service to the residential property owner or tenant during the residential parking permit restricted hours.

10.40.30 Findings.
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Each RPP area may be designated by the City Council only upon findings that such RPP area is required to enhance or protect the quality of life in the proposed RPP area and that such designation is necessary to provide reasonably available and convenient parking for the benefit of the residents in the RPP area. Such findings shall be based upon the following criteria established to the satisfaction of the City Council:

A. Vehicles parked in the RPP area create traffic congestion, noise, or other disruption that disrupts neighborhood life; or a shortage of reasonably available and convenient offstreet parking spaces exist in the proposed RPP area;
B. The establishment of the proposed RPP area would benefit a majority of the residents in the proposed RPP area and balance the impacts to adjoining areas outside of the proposed RPP area, and the proposed RPP would be feasible in terms of cost, administrability, and enforcement; and
C. No alternative solution is feasible or practical.

10.40.040 Designation of residential parking permit areas.

Residential parking permit areas may be designated or expanded by resolution of the City Council. The City Council shall consider for designation those areas satisfying the criteria set forth in this chapter. If the City Council determines that the criteria have been met, it may adopt a resolution designating a residential parking permit area. The designation or expansion of an RPP area may be initiated by utilizing either of the following methods:

A. Initiation by neighborhood petition. Residents may request the formation of an RPP area in their neighborhood or the expansion of an existing RPP area. The request and process shall be made, and considered, in accordance with the forms and procedures set forth in the guidelines.

The petition must be signed by residents representing at least fifty percent (50%) plus one of the residences on each block upon which permit parking is proposed. Only one signature is needed per residence.

B. Initiation by City Council. The City Council may, by motion, initiate consideration of an RPP area by directing staff to undertake the data collection and outreach process set forth in Section

10.40.050B and C.

10.40.050 Procedure for establishment of residential parking permit areas.

Requests to establish or expand residential parking permit areas shall be made, and considered, in the following manner:

A. Staff Review of Neighborhood Application/Petition. The Director shall review applications to establish or expand RPP areas initiated by neighborhood residents. Through discussions with the applicant, the Public Works Director will identify the draft program parameters , as set forth in the Guidelines, which may be amended from time to time, including, days and time limits when permit parking will be enforced and the geographic area of enforcement . The applicant will coordinate collection of signatures on a petition. The City Clerk shall review the signed neighborhood petition and verify that it meets the signature requirements set forth in this chapter and the guidelines. If the RPP area request does not meet the signature requirements set forth in section 10.40.040.A., the Director shall send a letter to the petitioners denying their request. 361
B. Data Collection. For applications initiated by neighborhood petition and applications initiated by City Council, City staff shall promptly complete parking occupancy studies to study and quantify, to the extent possible, the nature of the problem. For eligibility to establish or expand an RPP area, parking surveys must show a minimum of seventy-five percent (75%) of all the on-street parking spaces within the proposed RPP area are occupied during the proposed permit hours. If the RPP area does not meet the minimum parking occupancy requirement, the Director shall send a letter to the petitioners denying their request.

C. Community Outreach. Upon completion of data collection, City staff shall prepare a draft resolution containing the proposed boundaries and hours of enforcement. Staff shall undertake an online survey of resident support within the RPP area. The recommended threshold for the creation or expansion of an RPP area is a vote of 67% of the returned surveys in favor of the program; however, the City Council may approve an RPP area with a simple majority (50% + 1) of the returned surveys in favor of the program. Staff shall mail notices to all residences within the proposed RPP area including the following information:

1. basic parameters of the proposed RPP program (proposed RPP area, hours/days of enforcement and parking prohibitions for non-permit holders, maximum number of permits per residence, and fees),

2. a link to the City’s website with the full text of the draft resolution,

3. a link to an online survey where residents within the proposed RPP area can indicate their support or opposition to the designation of an RPP area in their neighborhood,

4. contact information for a City staff who can answer questions and assist residents without internet access with completing the survey, and

5. dates of upcoming public meetings (Public Works and Transportation Commission and City Council).

The applicant is encouraged to conduct additional outreach including holding neighborhood meeting(s) and going door to door to distribute a second copy of the notice mailed by the City to urge residents to complete the survey and attend the Public Works and Transportation Commission and City Council meetings. The results of this survey shall be reported to the Public Works and Transportation Commission and the City Council.

D. Pubic Works and Transportation Commission Review and Recommendation. Staff shall provide the Public Works and Transportation Commission an opportunity to consider the proposed RPP area at a noticed public hearing. The Commission shall review the draft resolution and make a recommendation to the City Council regarding the RPP area. This recommendation may include proposed modifications of the boundaries, hours of enforcement, or other matters as the Commission may deem necessary and desirable.

E. Adoption of Resolution Establishing or Expanding an RPP Area. Following the completion of the above procedures, staff shall bring a resolution designating the proposed RPP area for Council consideration. At a minimum, the resolution shall specify:

1. The findings that the criteria set forth in this Chapter have been met;

2. The boundaries and the name of the RPP area;

3. Hours and days of enforcement of parking time restrictions and parking prohibitions that shall be in effect for non-permit holders; and
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4. The procedure for obtaining parking permits, including the fee therefor.

The City Council shall hold a public hearing on a proposed resolution to establish the Residential Parking Permit area. The Council may adopt, modify, or reject the proposed resolution.

F. Resident Notice of Newly Adopted RPP Area. Upon designation or expansion of an RPP area, the City shall provide notice informing residents about implementation of the RPP area and its details.

10.40.060 Authority of Director.

The Director is authorized to establish rules and procedures to effectuate or implement the purposes and provisions of this Chapter, as limited herein, and to produce signs, forms, and other materials necessary, or appropriate, to implement the provisions of this chapter.

10.40.070 Issuance of permits.

Applications to authorize parking within a residential parking permit area may be made by any resident of a dwelling unit within the residential parking permit area, and by private service personnel which routinely, in the performance of their business, provide a service to the residential property owner or tenant during permit restricted hours. Such application shall be the sole responsibility of the applicant, and shall be filed with the Director, or his or her designated representative. Applications for a parking permit must include the following documentation:

1. A current DMV driver's license for each resident or private service personnel requesting a permit,

2. A current DMV vehicle registration for each vehicle, and

3. Proof of residency in a parking permit area (required only if the address on the driver's license and/or vehicle registration is not located in a parkinig permit area). The Director shall determine what constitutes acceptable proof of residency, which may include a utility bill, lease agreement, car insurance policy, or preprinted personal check with applicant's name and address, and any information the Director requires by rules and procedures.

Unless otherwise prescribed by the resolution establishing the residential parking permit area, each residence within an RPP area may receive, upon application, one parking permit at no cost to the applicant. Additional parking permits may be purchased by applicants, upon application, subject to the availability, as determined by the Director. Permits issued to residents or private service personnel pursuant to this section shall require annual renewal. The City Council may, by resolution, establish a fee for the issuance of permits or the transfer of a permit to a different vehicle or different address.

10.40.080 Guest parking permits.

Unless otherwise prescribed in the resolution establishing a residential parking permit area, each residence within an RPP area may receive twenty (20) one-day guest parking permits per year as approved by the Director upon application. Upon application, applicants may receive additional guest permits for one-day special events as approved by the Director.

10.40.090 Display of permits.
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A. Parking permits shall be displayed in a manner determined by the Director.

B. The Director shall notify each permittee in writing of the proper manner in which to display a parking permit.

C. The proper display on a vehicle of a valid parking permit issued pursuant to this chapter grants only the privilege of parking the vehicle in the RPP area for which the permit was issued.

D. A valid parking permit issued under this chapter shall not guarantee or reserve to the holder an on-street parking space on any street or portion of street within the RPP area for which the permit was issued.

10.40.100 Enforcement.

A. The Director shall cause appropriate signs to be erected at the entrance of a residential parking permit area and at intermediate locations as deemed necessary by the Director.

B. The signs that the Director causes to be erected pursuant to this section shall provide clear notice of the days and times of the parking prohibition applicable to the street upon which the sign is erected.

C. No person shall park a vehicle in an RPP area in violation of any posted or noticed time restriction or parking prohibition unless the person has a valid and current parking permit for that vehicle or is otherwise exempt. Violations of this subsection shall constitute an infraction offense.

D. Any willful misuse of the parking permits, selling permits to others, altering permits, forging permits, copying permits, and providing false information to obtain permits is not permitted and shall constitute an infraction. Such misuse shall also result in revocation of the parking permits for a period of one (1) year. A revocation of a parking permit may be appealed to the Director by filing a request for an appeal, on a form approved by the Director, within twentyone (21) calendar days of the revocation. The appeal must state why the permit should not be revoked. The Director shall respond within twenty-one (21) calendar days and the Director's decision shall be final.

E. Parking permit holders are not exempt from state and local traffic and parking rules.

F. Parking permits are only valid in the RPP area for which the permit is issued.

10.40.110 Exempt vehicles.

The following vehicles are exempt from parking restrictions applicable to any RPP area: (1) vehicles owned or operated by any government agency, or contractor of a government agency, being used in the course of business; (2) refuse collection, utility, or other public agency service vehicles being used in the course of business; (3) commercial vehicles actively providing or performing services or making a pickup or delivery; (4) any authorized emergency vehicle as defined in the California Vehicle Code when such vehicle is responding to an emergency, (5) vehicles displaying a valid disabled placard or license plate in a designated disabled parking.

10.40.120 Removal of residential parking permit area.
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The City Council may, by resolution, terminate and dissolve any previously established RPP area or portion thereof. Such termination may be considered following receipt of a petition signed by residents representing at least 50 percent (50%) plus one of the residences within the RPP area proposed for dissolution. Only one signature is needed per residence. The Director shall remove permit parking signs in accordance with any such resolution.
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City of East Palo Alto
Residential Parking Permit (RPP) Program Guidelines

PURPOSE
The goal of the Residential Parking Permit (RPP) Program is to regulate and manage onstreet parking in residential neighborhoods. This document clarifies the procedures used by the City to implement the program.

BACKGROUND
On [DATE], the City Council adopted a Residential Parking Permit (RPP) Program Ordinance where neighborhood parking is regulated for non‐permit holders. Any neighborhood within the City may petition for an RPP area or the City Council may initiate consideration of an RPP area.

Three documents govern the creation of an RPP area in the City of East Palo Alto:

1. Chapter 10.40 of the East Palo Alto Municipal Code, which outlines the criteria that must be met and the process that must be taken for a residential neighborhood to request the designation, expansion, or dissolution of an RPP area.

2. A neighborhood‐specific resolution, which must be adopted by the City Council and outlines the specific characteristics of the individual RPP area.

3. The document within, “Residential Parking Permit (RPP) Program Guidelines”, which provides additional detail on RPP Program implementation. The Residential Parking Permit (RPP) Program Guidelines (Guidelines) may be modified by the Public Works Director and provide detail on policies and procedures related to RPP areas.

All three documents work in concert to govern the development and operation of the City’s RPP areas.

POLICIES
The Guidelines establish the framework for initiating, operating, and removing residential parking permit areas. The RPP program is intended to regulate on-street parking in parking permit areas within the City in order to enhance or protect the quality of life in the proposed RPP area according to these policies:

The RPP program is intended for use in single family and multi-family residential areas, not in mixed-use areas where residents and businesses are expected to share parking.

Implementation of an RPP area does not guarantee the availability of parking spaces on a public street, or within a specific neighborhood, because more parking permits may be issued than there are available on-street parking spaces.

The hours and days of enforcement of parking time restrictions and parking prohibitions in effect for non-permit holders will be set forth in the neighborhoodspecific resolution.

Blocks within each parking permit area will be determined based on the potential of parked cars to overflow and impact adjacent streets via a collaborative process between residents and Public Works Department staff. The final limits of the parking permit program area will be determined by the Public Works Director and subject to approval by the City Council.

Parking permits will be issued only for passenger vehicles registered to residents of a property with at least one frontage within an RPP area. Commercial trucks, boat trailers, RV’s (camping trailers, motor homes, etc.), trailers and work-type 366
commercial vehicles, including taxis and limousines, are not eligible for resident parking permits.

The maximum number of resident parking permits that may be issued per residence will be determined by the Public Works Director based on the characteristics of each neighborhood, but only one permit is issued per vehicle.

Up to twenty (20) one-day guest permits may be issued per residence each calendar year.

Permits may be transferred when the permit holder moves or the vehicle for which a permit has been issued is sold.

Signs will be posted in each RPP area indicating the time limitation and days during which parking is restricted.

Parking permits are not intended for use at parking meters, parking lots, or parking garages.

RPP parking permits are only valid for the RPP area for which they are issued.

Vehicles displaying parking permits are subject to all other parking restrictions, including loading zones, red zones, and accessible parking spaces.

Displaying a residential parking permit does not exempt the vehicle from the City’s ordinance requiring a car to be moved every 72 hours.

By resolution of the City Council, a fee may be set for the permits.

Exceptions
RPP parking restrictions do not apply to vehicles owned or operated by any government agency, or contractor of a government agency, being used in the course of business.

Any refuse collection, utility, or other public agency service vehicles actively working for a property within the limits of an RPP area may park on-street in front of the property on which they are working without a permit.

Commercial vehicles actively providing or performing services or making a pickup or delivery are not required to have a parking permit when parked within an RPP area.

Any authorized emergency vehicle as defined in the California Vehicle Code when such vehicle is responding to an emergency is exempt from parking restrictions applicable to any RPP area.

Vehicles displaying a valid disabled placard or license plate are not subject to RPP parking restrictions.

PROCEDURES
The procedures below provide for consistent parking permit area development from one neighborhood to the next. The Public Works Director has the flexibility to modify the following procedures when appropriate.

Area Creation or Expansion
Initiating a new residential parking permit area or expanding an existing RPP area requires completion of the following steps:

1. Resident completes a Residential Parking Permit Program application form and submits it to the Public Works Director.
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2. Through discussions with the applicant, the Public Works Director will identify the draft program parameters including days and time limits when permit parking will be enforced and the geographic area.

3. Applicant will coordinate collection of signatures on a petition. The petition will clearly identify the proposed streets to be included in the RPP area, the time limits, and general rules associated with the RPP program. At least 50% +1 of the residences on each block must be reflected in the petition. Only one signature is needed per residence. Each house, apartment, condominium, accessory dwelling unit or junior dwelling unit will be considered a residence.

City Council initiated requests may skip this step.

4. The City Clerk shall review applications to establish or expand RPP areas initiated by neighborhood petition to verify that it meets the signature requirements set forth in the RPP Program Ordinance and these guidelines. If the RPP area request does not meet the signature requirements, the Director shall send a letter to the petitioners denying their request.

5. Optional:
a. The applicant may request a neighborhood meeting to present the components of the RPP to the area.
b. The applicant may demonstrate the support of their homeowners’/ neighborhood association (if one exists) through the submittal of a letter of endorsement from that group. Any letters of support will be considered by the Public Works and Transportation Commission and the City Council.

6. Public Works staff will collect occupancy data on key street segments within the proposed RPP area. Only areas with an average occupancy rate of 75% or more during the proposed permit hours will continue in this process. If the RPP area does not meet the minimum parking occupancy requirement, the Director shall send a letter to the petitioners denying their request.

7. After completion of the parking occupancy survey, City staff shall prepare a draft resolution containing the proposed boundaries and hours of enforcement. Staff shall undertake a survey of resident support within the RPP area. The applicant is encouraged to notify residents around the RPP area. The results of this survey shall be included in and reported to the Public Works and Transportation Commission and the City Council. The recommended threshold for the creation or expansion of an RPP area is a vote of 67% of the returned surveys in favor of the program, however the City Council may approve an RPP area with a simple majority (50% + 1) of the returned surveys in favor of the program.

8. Staff shall bring the proposed RPP area to the Public Works and Transportation Commission at a noticed public hearing. The Commission shall review the draft resolution and make a recommendation to the City Council regarding the RPP area. This recommendation may include proposed modifications of the boundaries, hours of enforcement, or other matters as the Commission may deem necessary and desirable.

9. Following the completion of the above procedures, staff shall bring a resolution designating the proposed RPP area for Council consideration. At a minimum, the resolution shall specify:
a. The findings that the criteria set forth in this chapter have been met; b. The boundaries and the name of the RPP area;
c. Hours and days of enforcement of parking time restrictions and parking prohibitions that shall be in effect for non-permit holders; d. The procedure for obtaining parking permits, including the fee therefor.

The City Council shall hold a public hearing on a proposed resolution to establish the Residential Parking Permit area. The Council may adopt, modify, or reject the proposed resolution.
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10. Upon designation or expansion of an RPP area, the City shall provide notice informing residents about implementation of the RPP area and its details.

11. The Director shall cause appropriate signs to be erected at the entrance of a residential parking permit area and at intermediate locations as deemed necessary by the Director. The signs shall provide clear notice of the days and times of the parking prohibition.

12. If the request for permit parking is denied or terminated, a second study of the same or similar RPP area will not be conducted for a minimum of 24 months unless there is a significant, identifiable change in parking characteristics as determined by the Director of Public Works.

Program Removal
The process to remove an RPP area is similar to initiation and is as follows:

1. An RPP area, or part thereof, may be removed from the permit parking program by resolution of the City Council pursuant to:
a. A valid request from the affected residential parking permit area, and a City provided petition from that neighborhood indicating support for removal of RPP restrictions signed by at least 50% +1 of residences in the area wishing to be removed from the RPP, or
b. A determination by the Director of Public Works that removal of an RPP area is either in the community interest or is in the interest of public safety.

2. Once the petition for removal is received by staff, the City Clerk shall review the petition to verify that it meets the signature requirements set forth in the RPP Program Ordinance and these guidelines. If the petition to remove an RPP area does not meet the signature requirements, the Director shall send a letter to the petitioners denying their request.

3. Staff shall bring the proposed removal of an RPP area to the Public Works and Transportation Commission at a noticed public hearing. The Commission shall review the petition along with testimony from residents and available data provided by City staff on the operation and enforcement of the RPP area and make a recommendation to the City Council regarding the potential removal of the RPP area. This recommendation may include proposed removal of the RPP area, modifications of the boundaries, hours of enforcement, or other matters as the Commission may deem necessary and desirable.

4. Following the completion of the above procedures, the City Council shall hold a public hearing on a proposed resolution to remove the Residential Parking Permit area. The Council may adopt, modify, or reject the proposed resolution.

5. If the request for removal is approved by the City Council, the neighborhood is notified of the decision, and the Director of Public Works shall cause the RPP signs to be removed.

OBTAINING A PARKING PERMIT
The City of East Palo Alto uses a virtual system to issue and manage parking permits. Under this system, parking permit software is used to link the vehicle license plate number to an electronic permit. The virtual permit system eliminates the need for hang tags or stickers and allows residents to obtain RPP area parking permits online 24 hours a day, 7 days a week at [LINK]. Residents who do not have access to the internet or need assistance with the online permitting process may apply for RPP permits by calling (XXX) XXX-XXX or visiting the City Permit Center at 1960 Tate Street. Assistance is available Monday through Friday, between 9 a.m. and 5 p.m. Interpretation services are available in Spanish and XXXX at this number. 369
Two types of permits are available: annual resident parking permits and one-day guest parking permits. Annual resident parking permits are intended for use by residents of a specific property within the RPP Area. Private service personnel such as a nanny, baby‐ sitter, caregiver, household employee, or other regular visitor to the residence may be issued a resident parking permit if they routinely, in the performance of their business, provide a service to the residential property owner or tenant within an RPP area during permit restricted hours. One-day guest parking permits may be obtained by residents in RPP areas for use by their occasional guests.

Resident Parking Permits
The requirements to obtain a resident parking permit for a resident of an RPP area are:

1. A completed application form (online) in the residents’ name and address.

2. A current DMV driver’s license for each resident requesting a permit.

3. A current DMV motor vehicle registration for each vehicle for which the applicant is requesting a resident parking permit.

4. Proof of residency reflecting the permit address in the RPP area (required only if the address on the driver’s license and/or vehicle registration is not located in a parking permit area). Acceptable proof of residency includes a utility bill, car insurance policy, lease agreement or a preprinted personal check with the resident’s name and address.

The requirements to obtain a resident parking permit for private service personnel are:

1. A completed application form (online) listing both the resident’s and service provider’s name and address.

2. A current DMV driver’s license for each service provider requesting a permit.

3. A current DMV motor vehicle registration for each vehicle for which the applicant is requesting a parking permit.

4. Proof of residency in the resident’s name reflecting an address in the RPP area (required only if the address on the driver’s license and/or vehicle registration is not located in a parking permit area). Acceptable proof of residency includes a DMV ID card, utility bill, car insurance policy, lease agreement or a preprinted personal check with the resident’s name and address.

5. A letter from the resident identifying the permit applicant as a private service provider at their residence.

Unless otherwise prescribed by the resolution establishing the residential parking permit area, each residence within an RPP area may receive, upon application, one resident parking permit at no cost to the resident. Additional resident parking permits may be purchased by residents, upon application, subject to the availability as determined by the Director. Permits issued to service personnel shall count towards the maximum number of resident parking permits that may be issued per residence. Permits issued to residents or private service personnel pursuant to this section shall require annual renewal.

Guest Parking Permits
Unless otherwise prescribed in the resolution establishing a residential parking permit area, each residence with an RPP area may receive twenty (20) one-day guest parking permits per year upon application. Upon application, residents may receive additional guest permits for one-day special events as approved by the Director.

Parking Permit Fees
The City Council may, by resolution, establish a fee for the issuance of permits or the transfer of a permit to a different vehicle or different address.

ENFORCEMENT
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No person shall park a vehicle in an RPP area in violation of any posted or noticed time restriction or parking prohibition unless the person has a valid and current parking permit for that vehicle or is otherwise exempt.

The parking permit software tracks electronic permits linked to the registered vehicle’s license plate number. When license plates are scanned by the enforcement staff, registered license plate information is automatically referenced against the parking permit database. If the license plate is not connected to a valid virtual permit, the vehicle will be subject to a parking citation. Though not required, individuals who want to place a physical permit on their dashboard may print one with the link provided by [VENDOR] after payment has been made.

Any willful misuse of the parking permits, selling permits to others, altering permits, forging permits, copying permits, and providing false information to obtain permits is not permitted.

Such misuse shall result in revocation of the parking permits for a period of one (1) year. A revocation of a parking permit may be appealed to the Director of Public Works by filing a request for an appeal within twenty-one (21) calendar days of the revocation. The appeal must state why the permit should not be revoked. The Director shall respond within twentyone (21) calendar days and the Director's decision shall be final.

Violations of Chapter 10.40 of the East Palo Alto Municipal Code shall constitute an infraction offense subject to fine or penalty as the City Council may set by ordinance [TO BE ESTABLISHED].
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City of East Palo Alto Residential Parking Permit (RPP) Program Application The purpose of this form is to enable neighborhoods to request to be annexed to an existing Residential Parking Permit (RPP) area or initiate a new RPP area in accordance with the City of East Palo Alto’s adopted RPP Program Guidelines. This form must be filled out in its entirety and submitted to:

City of East Palo Alto
Public Works Department
1960 Tate Street
East Palo Alto, CA 94303
Feel free to attach additional sheets containing pictures, occupancy maps, additional testimony or additional text if the space provided is insufficient.

1. Requesting Individual’s Contact Information
Name: Address: ____ ___________
_______
Phone Number: Email:
______________________________

2. Please describe the nature of the parking problem in your neighborhood. a. What streets in your neighborhood do you feel are negatively affected by parking?
b. How often does the parking issue occur?
c. Does the parking issue vary from month to month, or season to season?

3. Can you identify a parking impact generator that causes overflow parking in the neighborhood? Are there any facilities (churches, schools, shopping centers, etc.) near this location that generate a high concentration of vehicle and pedestrian traffic? Please list your understanding of the causes:
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4. Please describe how a Residential Parking Permit Area will be able to eliminate or reduce parking issues affecting the neighborhood. Please include your suggestion for the boundary of the program:

5. Select which time period you would like to see parking permits enforced in your neighborhood:
o Nighttime – permit required to park 8 PM - 8 AM 7 days/week o Business hours – permit required to park > 3 hours M-F 8 AM – 6 PM o All day – permit required to park any time of the day 7 days/week

6. Is there neighborhood support for establishing a Residential Parking Permit area? Have you contacted your HOA/Neighborhood Association (if one exists)? 373
City of East Palo Alto Residential Parking Permit (RPP) Program Neighborhood Petition Form (Use a Separate Form for Each Street) THE UNDERSIGNED BELOW AGREE TO THE FOLLOWING:

1. All persons signing this petition certify that they reside on the following street, which is being considered for residential permit parking:__________________________________

2. The undersigned residents support designating the above-listed street within a Residential Parking Permit (RPP) area that would require residents to obtain a permit to use on-street parking during the following time period: ___________________________

3. The following contact person(s) represent the neighborhood as facilitator(s) between the neighborhood residents and City of East Palo Alto staff in matters pertaining to this request:

Name: Address: __ _ _ _ _ Phone #: ____________
Name: Address: __ _ _ _ _ Phone #: ____________
Name: Address: __ _ _ _ _ Phone #: ____________

ONLY ONE SIGNATURE PER RESIDENCE
Name (Please Print) Address Signature

1. 2.

3. 4.

5. 6.

7. 8.

9. 10.

11. 12.

13. 14.

15. 16.

17. 18.

19. 20.

21. 22.

23. 24.

25. 26.

27. 28.
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Frequently Asked Questions

1. How do I get a residential parking permit on my street? To start this process you need to complete and submit a Residential Parking Permit Program Application Form. After staff has reviewed the request they will contact you to discuss the request. If the area is eligible for residential permits, staff will guide you and your neighborhood through the process.

2. Which streets are eligible for residential parking permit areas? Streets that are in a residential (single or multi-family) neighborhood Streets where on-street parking is at least 75% full during the peak period

3. What are the steps to create a new permit area?
City and applicant decide on the days and time limits for the permit area Applicant collects petition signatures from at least 50% +1 of the addresses on each block
City collects parking data
City refines permit area and permit parking restrictions based on the data City surveys all addresses in permit area to gauge resident support Public Works and Transportation Commission consider the proposed residential permit parking area at a public hearing and make recommendation to City Council City Council considers designation of a residential permit parking area at a public hearing and may adopt, modify, or reject the draft ordinance creating/modifying a residential parking permit (RPP) area

4. How many permits will be issued per household?
Each residence is eligible to receive at least one annual resident parking permit. The maximum number of resident parking permits per residence will be determined for each RPP area by the Director of Public Works based on the characteristics of that neighborhood. Each residence may request 20 (daily) guest permits per year. An individual is permitted to park on their own driveway without a permit. Parking in front yard areas other than the driveway is not permitted [East Palo Alto Municipal Code Section 18.30.080.A.3]

5. What are the time restrictions?
Time restrictions are set when the RPP area is created based on the characteristics of that neighborhood. Suggested options for parking permit enforcement include:
 Nighttime – permit required to park 8 PM - 8 AM 7 days/week  Business hours – permit required to park > 3 hours M-F 8 AM – 6 PM  All day – permit required to park any time of the day 7 days/week

6. What do permits cost?
The first resident parking permit per residence will be free of charge. The City Council may impose fees for the issuance of additional permits or the transfer of a permit to recover all or a portion of the costs of administering the program.

7. How will the program be enforced?
Residents will provide their vehicle license plate information when obtaining their permit(s) online. The parking permit software will generate an electronic permit linked to the registered vehicle’s license plate number. When license plates are scanned by East Palo Alto Community Service Officers, your registered license plate information is automatically referenced against the parking permit database. If the license plate is not connected to a valid virtual permit, the vehicle will be subject to a parking citation. 376

8. Do you require proof of residency to request a permit? Yes, individuals must prove residency in order to be issued a parking permit. This can be done with a recent utility bill, a current driver’s license, or something similar.

9. Are vehicle registration, vehicle license plate number, proof of insurance, and a driver’s license required to get a permit?
Applicants need to show a current driver’s license for each resident requesting a permit, the current vehicle registration for the permitted vehicle and provide the license plate number for enforcement purposes, but proof of insurance is not required.

10. Are permits neighborhood specific?
Yes, each parking permit is issued for a specific RPP area. With a valid parking permit, you may park within the boundaries of that specific RPP area only.

11. Are permits transferable?
Yes, the virtual parking permits are transferable. Individuals can add or remove vehicles on their RPP account at any time. This includes temporarily assigning loaner vehicles or rental cars. This also allows residents with multiple vehicles to change which of their vehicles is associated with a resident parking permit as needed.

12.How long will the permit be valid?
Residential parking permits are valid for one year. Renewal dates are set when each RPP area is created.

11.How do I get a new permit or renew my permit?
Residents may obtain RPP area parking permits online 24 hours a day, 7 days a week at [LINK]. Residents who do not have access to the internet or need assistance with the online permitting process may apply for RPP permits by calling (XXX) XXX-XXX or visiting the City Permit Center at 1960 Tate Street. Assistance is available Monday through Friday, between 9 a.m. and 5 p.m. Interpretation services are available in Spanish and XXXX at this number.

The process for renewing a permit is the same as getting a new permit.

13.What if I have guests coming?
Each residence is eligible to obtain up to 20 guest parking permits per year. Residents may apply for additional guest permits for one-day special events at the discretion of the Director of Public Works.

14.How will people know that permits are required for street parking? Parking signs will be posted on at the entrance to residential parking permit area and at intermediate locations with the neighborhood that list the time limit (if applicable), hours and days of enforcement, and the exception for people with parking permits. When a new area is established, a letter will be sent to residents notifying them of the change.

15.Can I block my own driveway as long as I don’t block the sidewalk provided I have a residential parking permit?
The City does not have a formal policy allowing residents to block their own driveway, but it would be unusual for an officer to ticket a vehicle parked in front of a driveway in a residential neighborhood without having received a complaint.

16. I have a disabled placard or license plate issued by the California DMV. Do I also need a residential parking permit when parking in RPP areas?
No, vehicles displaying a valid disabled placard or license plate can park in an RPP area without a residential parking permit.
377

17. Will service providers (PG&E, Plumber, Cable/Internet, FedEx/UPS/USPS, etc.) be able to park in a RPP area without a guest permit in order to service my home? Yes, public utility and commercial vehicles actively providing or performing services or making a pickup or delivery (i.e. plumber, cable/internet, FedEx/UPS/USPS, etc.) are not required to have a parking permit when parked within an RPP area. In addition, any emergency vehicle (police, fire, ambulance), or E-plated vehicles engaged in work or providing services are able to temporarily park without a permit in an RPP area.

18. Can I request a parking permit for a caregiver or other private service provider? Yes, residents may obtain resident parking permits for use by caregivers (i.e. babysitters, nannies, nurses, etc.) and other private service providers (i.e. housekeepers, gardeners, etc.) that routinely use their personal vehicle when providing services at your home during permit restricted hours. Permits issued to service personnel shall count towards the maximum number of resident parking permits that may be issued per residence.

19. Do I need a permit for my scooter or motorcycle to park in an area subject to permit parking restrictions?
Yes, scooters and motorcycles are considered a vehicle. 378
PUBLIC HEARING ITEM 11.3

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: June 18, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Tomohito Oku, Finance Director
SUBJECT: Adoption of FY 2024-25 Budget
Recommendation
Adopt a Resolution adopting the 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
On May 30, 2024 and June 4, 2024, the City Council hosted the two scheduled Fiscal Year (FY) 2024-2025 Budget Hearing Sessions. Staff presented the following areas of the budget during those sessions:
 Fiscal Year 2024-25 Budget overview;
 Department and division budgets; and
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PUBLIC HEARING ITEM 11.3
 Deliberations with detail division budget information.

At the conclusion of the last meeting, the City Council provided direction and recommendations to staff to complete the development of FY 2024-2025 Budget. Staff has incorporated those items in the budget and will itemize and explain each item in the following analysis section.

Analysis
Notable Changes from Last Proposed Budget
On June 4, 2024, the City Council provided direction and recommendations to the proposed budget. The table below summarizes the change in General Fund budget status. The proposed budget shown during the first budget hearing reflected a budget surplus of $219,945 in the General Fund. Including additional appropriations of $350,000 for an increased road repair budget, the General Fund budget now reflects a $130,055 budget deficit. This $130,055 deficit requires a withdrawal (transfer) from the reserve (unassigned fund balance) to balance the General Fund.

No. Modified items Department/Division Fiscal imapct Funding Source Budget Surplus (Deficit) $ 219,945 General Fund
1 Additional capital transfer to support street
slurry seals
Captal Transfer (Public
Works/Engineering) (350,000) General Fund
Total changes $ (350,000) General Fund
Updated Budget Surplus (Deficit) (130,055) General Fund Additional Capital Transfer To Support Street Slurry Seals:

During discussion with respect to capital projects, the Council directed staff to allocate funds ($350,000) for an additional capital transfer to apply slurry seals to cracks and potholes on our old roads and streets. Staff will return to the Council to provide additional information including a detailed plan and a cost estimate.

In addition to the previous item, staff propose a classification change to convert the three existing part-time Reserve Officer positions into one full-time Community Service Officer (CSO) position. This change will have no budgetary impact on the City's funds, as the cost of the three Reserve Officer positions is approximately equal to that of the full-time CSO position.

More detailed information can be found in the Classification Change section below.

FY 2024-25 Citywide Budget
The FY 2024-25 Citywide Budget (excluding Trust & Agency) demonstrates total revenues of $73.4M, representing a significant increase of $20.9M (39.9%) compared to the previous year's adopted budget. Similarly, total expenditure amounted to $68.9M, indicating an increase of $19.5M (39.9%) from the respective prior year budget. Accordingly, the City recognizes a citywide budget surplus of $4.4M in the FY 2024-25. These changes are primarily attributed to increased activities in capital project funds.
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Description General
Fund
Restricted
Funds
Capital
Funds
Enterprise
Funds

TOTAL CITY
FUNDS
Successor
Trust Fund
Total Revenues 37,487 9,533 18,238 8,119 73,377 1,957
Total Expenditures (35,771) (10,002) (18,197) (4,957) (68,928) (2,023) Net Sources / (Uses) 1,715 (470) 41 3,163 4,449 (65)
Net Transfers (1,845) 795 1,050 - - -
Change in Fund Balance (130) 326 1,091 3,163 4,449 (65) Use of Reserve 130 - - - 130 65
FY 2024-25 Proposed - Citywide Funds ($ In 000's)
FY 2024-25 General Fund Budget
The projected FY 2024-25 General Fund Budget anticipates revenues of $37.5 million, which will be offset by expenditures of $37.4 million, including $1.8 million for transfers, resulting in a budget deficit of $130,000. Since the anticipated revenues are insufficient to cover the operating expenditures, the use of the reserve (unassigned fund balance) is required to balance the budget. The $1.8 million in transfers includes capital transfers totaling $1.05 million, with $700,000 allocated for the University Ave Grand Corridor project and $350,000 for street slurry seals. The remaining $795,000 will support other fund operating deficits and comply with statutory requirements. It is crucial to note that this balanced condition does not alleviate the significant strain and pressure on the General Fund. Staff aims to prepare for volatility, necessitating close monitoring and potential adjustments. The table below provides a detailed breakdown of the fund changes.

Revenues Expenditures In Out
110 General Fund $ 36,311,808 $ (32,150,073) $ - $ - $ (4,416,291) $ (254,555) $ 21,196,293 111 IT Replacement Fund $ - $ (1,297,689) $ - $ 1,297,689 $ - $ - $ 3,041,372 112 Equipment & Vehicles $ - $ (150,566) $ - $ 150,566 $ - $ - $ 1,290,128 113 Self Insurance $ - $ (1,122,624) $ - $ 1,122,624 $ - $ - $ 2,035,160 116 Community Benefit Fund $ - $ - $ -
117 Com Dev Pass Thru $ 1,100,000 $ (1,050,500) $ - $ - $ - $ 49,500 $ - 199 Emergency Fund $ 75,000 $ - $ - $ - $ - $ 75,000 $ - $ - $ - $ - $(2,570,879) $ 2,570,879 $ - $ -
$ 37,486,808 $ (35,771,451) $ - $ - $ (1,845,412) $ (130,055) $ 27,562,953 July 1, 2024
Projected
Available
Reserve
FY 2024-25 General Fund Proposed Budget Summary
Fund Description
Operating Capital
Improvement
Plan
Operating Transfers Net Change
Fund Balance

ELIMINATING ENTRY
General Fund
The city is balancing the budget through a $130K withdrawal from the reserve. We reiterate below, the significant and critical resource challenges impacting the General Fund:

General Fund Structural Deficit
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PUBLIC HEARING ITEM 11.3
Despite recognizing a budget surplus in the General Fund before the approved transfer of $350K, the City has been grappling with a structural budget deficit over the past few years.

The resources for the upcoming budget are insufficient to cover the costs of the currently proposed services. This fiscal year, the City managed to alleviate a potential deficit (prior to the capital transfer) primarily due to a significant increase in interest income. However, this revenue source is not sustainable and is projected to decrease as the federal interest rate drops. It is important to emphasize that the structural deficit remains unresolved, largely due to rising personnel costs from negotiated labor contracts, increased medical benefits, and slow growth in tax revenues. Revenue projections for the fiscal year 2024-2025 remain highly uncertain and are subject to the following risk factors:

Revenue Type Projected Negative
Impact Impact Status
Property Tax in Lieu $2.5M shortfall is
projected
Property tax funding shortfalls related to state legislation regarding school funding and in-lieu vehicle license fees. The backfill request are not included in the Governor’s proposed FY 23-24 budget in May 2024.

Transient Occupancy Tax 10% below from Prepandemic figure TOT revenues has recoverred and is projected to recover significantly from the pandemic. However, FY24-25 revenues are projected at 90% level from the pre-pandemic figure.

Sales Taxes Modest growth is
projected
Slow growth revenues due to continuing current economic environment, including high inflation and slowdown in the housing market
Extended time gap in new development Unknown
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
FY 2024-25 Special Revenue Funds Budget
Budgeted operating revenues and expenditures total $9.5M and $6.1M, respectively; increased by net operating transfers of $795K and offset by capital expenditures of $3.9M resulting in a budget surplus of $326K. Capital funding consists of SB1-funded and County Measure A and Measure W projects for qualified street and sidewalk improvements and Drainage and Lighting projects.
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PUBLIC HEARING ITEM 11.3
Revenues Expenditures In Out
213 Police Grants $ 183,000 $ (170,000) $ - $ - $ - $ 13,000 $ 269,000 215 Misc Federal and State Grants $ 393,627 $ (300,060) $ - $ - $ - $ 93,567 $ - 230 Local Grants $ 1,083,563 $ (1,063,563) $ - $ - $ - $ 20,000 $ 598,000 231 CYSFF TOT $ 315,000 $ (573,822) $ - $ - $ - $ (258,822) $ 1,050,000 232 Measure C $ - $ - $ - $ - $ - $ - $ -
Community Programs $ 1,975,190 $ (2,107,445) $ - $ - $ - $ (132,255) $ 1,917,000 201 State Gas Tax $ 1,638,280 $ (1,019,858) $ (1,010,000) $ 64,500 $ - $ (327,078) $ 3,564,000 202 Measure A $ 950,000 $ (3,539) $ (1,885,000) $ - $ - $ (938,539) $ 5,194,000 203 NPDES $ 138,360 $ (733,650) $ - $ 595,290 $ - $ - $ 194,000 206 Park In Lieu $ 10,000 $ - $ - $ - $ - $ 10,000 $ 349,000 221 Lighting District $ 1,066,300 $ (329,995) $ (300,000) $ - $ - $ 436,305 $ 5,653,000 222 Drainage District $ 251,376 $ (313,454) $ (200,000) $ 62,078 $ - $ (200,000) $ 962,000 234 County Measure W $ 365,000 $ (1,740) $ (500,000) $ - $ - $ (136,740) $ 877,000 290 ARPA- American Rescue Plan $ - $ - $ - $ - $ - $ - $ - Infrastructure Programs $ 4,419,316 $ (2,402,236) $ (3,895,000) $ 721,868 $ - $ (1,156,052) $ 16,793,000 204 Rent Stabilization $ 592,500 $ (745,119) $ - $ - $ - $ (152,619) $ 390,000 207 Housing In Lieu $ 304,680 $ (104,768) $ - $ - $ - $ 199,912 $ 4,825,000 209 Housing Assistance Program $ 14,000 $ (3,174) $ - $ - $ - $ 10,826 $ 357,000 216 Commercial IF $ - $ - $ - $ - $ - $ - $ -
218 Affordable Housing TOT $ 335,000 $ (29,418) $ - $ - $ - $ 305,582 $ 1,955,000 219 Measure HH $ 1,857,000 $ (291,846) $ - $ - $ - $ 1,565,154 $ 5,341,000 220 Lo-Mod Housing Successor $ 35,000 $ (423,459) $ - $ 73,544 $ - $ (314,915) $ 461,000 233 Silicon Valley Community $ - $ - $ - $ - $ - $ - $ 52,000 Affordable Housing Programs $ 3,138,180 $ (1,597,783) $ - $ 73,544 $ - $ 1,613,940 $ 13,381,000 Total Special Revenue Funds $ 9,532,686 $ (6,107,465) $ (3,895,000) $ 795,412 $ - $ 325,633 $ 32,091,000 July 1, 2024
Projected
Available
Reserve
FY 2024-25 Special Revenue Funds Proposed Budget Summary Fund Description
Operating Capital
Improvement
Plan
Operating Transfers Net Change
Fund Balance
To enhance clarity and ease of understanding, Special Revenue Funds are organized into the following subcategories:

Community Program-related: Total revenues of $2.0M are offset by total expenditures of $2.1M resulting in a budget deficit of $132K. The deficit is attributed to CYSFF TOT fund where the budgeted program expenditure exceeds the anticipated revenues by $259K.

However, CYSFF TOT fund is projected to have accumulated revenues of approximately $1.1M as of June 30, 2024, which will sufficiently cover the deficit.

Infrastructure-related: Operating revenues of $4.4M plus transfers in of $0.7M are offset by total expenditures of $2.4M and capital spending of $3.9M resulting in a budget deficit of $1.2M. Each fund having a budget deficit in this category holds sufficient accumulated revenues to fill in the deficit. Notably, the General Fund is partially supporting NPDES ($595K) and Drainage District funds ($62K) for a total of $657K. This is because the storm drain program revenues are not sufficient to cover the respective program expenditures.

Staff acknowledge that long-term capital, program and maintenance costs related to storm drain must be analyzed in order to support the basis for potential assessment or other district funding for the underlying infrastructure.

Affordable Housing-related: Total revenues of $3.1M and transfers in of $74K are offset by total expenditures of $1.6M resulting in a budget surplus of $1.6M. The surplus is primarily 383
PUBLIC HEARING ITEM 11.3
attributed to Measure HH fund where the budgeted revenues exceed the expenditures by approximately $1.6M.

FY 2024-25 Capital Funds Budget
Budgeted revenues including transfers in and expenditures total $19.3M and $18.2M, respectively.

Revenues Expenditures In Out
301 Capital Improvement Fund $ 500,000 $ (69,436) $ (5,376,799) $ - $ - $ (4,946,235) $ 10,317,000 303 Capital Grant $ 12,296,253 $ - $ (12,751,253) $ 1,050,000 $ - $ 595,000 $ - 305 Parks & Trails $ 1,495,781 $ - $ - $ - $ - $ 1,495,781 $ 465,000 306 Public Facilities $ 2,622,465 $ - $ - $ - $ - $ 2,622,465 $ 841,000 307 Transportation $ 969,414 $ - $ - $ - $ - $ 969,414 $ 422,000 308 RBD-I Storm D $ 12,099 $ - $ - $ - $ - $ 12,099 $ 305,000 309 RBD-O Storm D $ 342,255 $ - $ - $ - $ - $ 342,255 $ 303,000 Capital Funds $18,238,267 $ (69,436) $(18,128,052) $ 1,050,000 $ - $ 1,090,779 $ 12,653,000 July 1, 2024
Projected
Available
Reserve
FY 2024-25 Capital Funds Proposed Budget Summary
Fund Description
Operating Capital
Improvement
Plan
Operating Transfers Net Change
Fund Balance
Notable trends include restoration of impact fee revenues from the deferred development issues related to the East Palo Alto Sanitary District (EPASD) which staff expect the revenues to start coming in FY 2024-25. However, staff anticipate a chance of downward adjustments to the revenue projections as the statuses of development activities continues to evolve. In addition, the transfers in of $1.0M consist of funds for two projects: 1) University Ave Grand Corridor ($700K) and 2) Streets Slurry Seals ($350K).

Capital budget information by project will be discussed in detail in the later section of this report including projects funded outside of the CIP funds. It should be noted that the unspent FY 2023-24 budget for ongoing capital projects will be carried forward to next year and the budget adjustments will be made during the mid-year budget process scheduled in February 2025.

FY 2024-25 Enterprise Funds
Budgeted revenues and expenditures (Incl. capital) total $8.1M and $5.0M, respectively.

Revenues Expenditures In Out
510 Water Service Fund $ 455,000 $ (427,767) $ - $ - $ - $ 27,233 $ 2,943,000 511 Water Capital Fund $ 1,261,703 $ (305,000) $ (150,000) $ - $ - $ 806,703 $ 17,129,000 512 Water Meter Fund $ 50,000 $ - $ (200,000) $ - $ - $ (150,000) $ 1,922,000 513 Water Capacity Fee Fund $ 2,642,744 $ - $ - $ - $ - $ 2,642,744 $ (3,984,000) Water Enterprise $ 4,409,447 $ (732,767) $ (350,000) $ - $ - $ 3,326,680 $ 18,010,000 520 Garbage Service Fund $ 3,710,000 $ (3,873,755) $ - $ - $ - $ (163,755) $ 1,438,000 Total Enterprise $ 8,119,447 $ (4,606,522) $ (350,000) $ - $ - $ 3,162,925 $ 30,663,000 July 1, 2024
Projected
Available
Reserve
FY 2024-25 Enterprise Funds Proposed Budget Summary
Fund Description
Operating Capital
Improvement
Plan
Operating Transfers Net Change
Fund Balance
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PUBLIC HEARING ITEM 11.3
The net change in fund balance totals a surplus of $3.2M with the following major trends:
· The Water Enterprise Fund consists of lease revenue and capital surcharges paid or passed to the City from Veolia. Water Enterprise charges collected from customers provide a primary source of revenue for major capital improvements to the water system infrastructure. Additionally, water impact fee revenues are projected to be approximately $2.6 million.
· The Solid Waste (garbage) Enterprise Fund consists of residential solid waste services collected through the County property tax rolls and passed to Recology.

Recology direct-bills the multi-family housing and commercial accounts. The fund also accounts for local solid waste service improvement programs. It’s worth noting that there will be a rate increase in solid waste services due to the service cost increase by Recology which is reflected in the Solid Waste fund budget.

CIP Budget
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 ten-year plan for all individual capital projects, equipment purchases, and major studies and includes 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, several new projects have been added to the CIP and some changes have been made based on City Council priorities, grant funding, and staff recommendations. To reflect the additions and the changes, staff provided an update to the Ten-Year CIP report which was approved by the Council on May 30, 2024.

The City will continue to implement its capital priorities over the next fiscal year. The TwoYear CIP, as well as the Ten-Year adopted CIP is located on the City website through the following link:
https://www.cityofepa.org/publicworks/page/capital-improvement-program The information presented below reflects and supplements the Ten-Year CIP Report. The table below shows the funding sources for CIP projects that are planned to commence in FY 2024-25. It’s worth noting that unspent budget for ongoing capital projects in the current fiscal year (FY 2023-24) will be carried forward at the next mid-year budget process which is scheduled in February 2025.
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PROJECT # DESCRIPTION FUND SOURCE TOTAL
N/A PMP F201 Gas Tax $ 1,010,000
Sub-total State Gas Tax $ 1,010,000
ST-12 Traffic Calming Program - Pulgas Roundabouts F202 Measure A $ 90,000 N/A PMP F202 Measure A $ 1,795,000
Sub-total Measure A $ 1,885,000
ST-04A/B Street Light Upgrade F221 Lighting fund $ 150,000 ST-34 Lighting Improvements at Clarke Ave Overcrossing F221 Lighting fund $ 150,000 Sub-total Lighting fund $ 300,000
SD-06A/B O'Connor Pump station F222 Drainage Fund $ 200,000 Sub-total Drainage fund $ 200,000
N/A PMP F234 Measure W $ 500,000
Sub-total Measure W $ 500,000
ST-12 Traffic Calming Program - Pulgas Roundabouts F301 CIP Local Match Fund $ 500,000 ST-29 University Avenue Grand Corridor F301 CIP Local Match Fund $ 1,000,000 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) $ 5,376,799
FA-10 Electric Vehicle Charging Stations F303 CIP Grant Fund $ 120,000 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-12 Traffic Calming Program - Pulgas Roundabouts F303 CIP Grant Fund $ 400,000 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 SD-06A/B O'Connor Pump station F303 CIP Grant Fund $ 800,000 SP-02 SFCJPA SAFERBAY Phase 1 F303 CIP Grant Fund $ 3,643,253 Sub-total CIP (Grant) $ 12,751,253
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 $ 22,373,052
Note: Major CIP does not include technology asset replacement.

Staff will return to the Council for consideration of contractual approvals for these projects. It’s important to highlight that the projects under CIP local match Fund (F301) were funded through capital transfers from the General Fund.

Personnel Changes
The table below provides a list of proposed classification changes. 386
PUBLIC HEARING ITEM 11.3
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 meet existing division needs and add
capacity to the division for council priorities
like a youth governing body and greater
collaboration with Senior Center Inc

0.55 General 50,000
Sub-total addition 2.55 $ 553,000
Modification:

A New FT Community Services
Officer (CSO) for Exsisting 3 PT
Reserve Officers
Police
Operation
Converting the existing 3 part-time Reserve
Officer positions to 1 full-time CSO position
-0.35 General N/A
Estimated Funding Request* 3.45 $ 504,000
Estimated ongoing costs* 2.2 $ 280,000
*Excluding the estimated annual cost for IT Manager which is offset by the current IT contract To address the budget shortfall identified in the 10-year forecast, staff worked to minimize the need for additional position requests. The proposed budget includes a temporary increase in personnel costs of $224K for limited-term positions. However, there is an ongoing increase in requests totaling $280,000, with only $50,000 impacting the General Fund, as the Utility Manager’s position is fully funded by Enterprise funds.

As mentioned in the previous section, staff propose a reclassification that would convert the three existing part-time Reserve Officer positions into one additional full-time Community Service Officer (CSO) position. This change will have no budgetary impact on the City's funds, as the combined cost of the three part-time, non-benefitted Reserve Officer positions is approximately equal to that of the full-time CSO position with benefits. The police department 387
PUBLIC HEARING ITEM 11.3
proposes this strategic shift because filling and retaining part-time reserve officers has been extremely challenging. Further, the City Council has requested the City provide increased services, like parking enforcement, which is under the purview of Community Services Officers. By introducing a new full-time Community Services Officer classification, the department anticipates improving operational efficiency and service delivery.

Fiscal Impact
Establish the City’s revenue budget at $73,377,208 and appropriation budget at $68,927,925 including Capital Improvement Program budget, and the permanent staffing at 122.40 full time equivalents (FTEs). The City has a total city-wide budget surplus of $4,449,282. However, the City recognizes deficits in certain General Fund operation fund, CIP fund and other restricted funds (Exhibit B of Resolution) which requires the use of available reserve balances totaling $7,843,258.

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 June 11, 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. Resolution

2. FY 2024-25 Adopted Budget Booklet

3. FY 2024-25 Detail Budget Report (Proposed)
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RESOLUTION NO. XX – 2025

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EAST PALO ALTO ADOPTING THE FISCAL YEAR 2024-25 REVENUE AND EXPENDITURE BUDGET

FOR THE CITY OF EAST PALO ALTO
WHEREAS, the City Council desires a spending plan for the City of East Palo Alto General, Special Revenue, Capital, Fiduciary, and Enterprise Funds in order to account for Fiscal Year 2024-25 anticipated revenues and to appropriate projected expenditures; and WHEREAS, City of East Palo Alto Municipal Code section 3.08.110 requires the adoption of an annual budget no later than June 30th prior to the beginning of the fiscal year; and WHEREAS, the City Council held budget message and budget hearing sessions between April 16, 2024 and June 18, 2024, including a final Budget Hearing on this date to discuss the City’s anticipated revenues and expenditure programs and to obtain public comment regarding the Fiscal Year 2024-25 Budget; and
WHEREAS, such public hearings were duly noticed not less than seven days nor more than 21 days prior to the first hearing held on May 30, 2024 in accordance with East Palo Alto Municipal Code section 3.08.070;

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 reference into this action;

2. Adopts the FY 2024-25 Budget (Exhibit A);

3. Authorizes the use of available Reserve Balances totaling $7,843,258 and the Finance Director asserts such funds are available, in order to fund certain General Fund operations, enterprise fund and other restricted fund deficits (Exhibit B); and

4. Finds that 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.

PASSED AND ADOPTED this 18th day of June 2024 by the following vote:

AYES:

NOES:

ABSENT:
389
2 of 5
ABSTAIN:
390
3 of 5
Antonio D. Lopez
Mayor
ATTEST:

James Colin A
City Clerk
APPROVED AS TO FORM:

John D. Lê
City Attorney
391
4 of 5
Exhibit A
Revenues Expenditures In Out
110 General Fund $ 36,311,808 $ (32,150,073) $ - $ - $ (4,416,291) $ (254,555) 111 IT Replacement Fund $ - $ (1,297,689) $ - $ 1,297,689 $ - $ - 112 Equipment & Vehicles $ - $ (150,566) $ - $ 150,566 $ - $ - 113 Self Insurance $ - $ (1,122,624) $ - $ 1,122,624 $ - $ - 116 Community Benefit Fund $ - $ -
117 Com Dev Pass Thru $ 1,100,000 $ (1,050,500) $ - $ - $ - $ 49,500 199 Emergency Fund $ 75,000 $ - $ - $ - $ - $ 75,000
$ - $ - $ - $ (2,570,879) $ 2,570,879 $ -
$ 37,486,808 $ (35,771,451) $ - $ - $ (1,845,412) $ (130,055) 213 Police Grants $ 183,000 $ (170,000) $ - $ - $ - $ 13,000 215 Misc Federal and State Grants $ 393,627 $ (300,060) $ - $ - $ - $ 93,567 230 Local Grants $ 1,083,563 $ (1,063,563) $ - $ - $ - $ 20,000 231 CYSFF TOT $ 315,000 $ (573,822) $ - $ - $ - $ (258,822) 232 Measure C $ - $ - $ - $ - $ - $ -
Community Programs $ 1,975,190 $ (2,107,445) $ - $ - $ - $ (132,255) 201 State Gas Tax $ 1,638,280 $ (1,019,858) $ (1,010,000) $ 64,500 $ - $ (327,078) 202 Measure A $ 950,000 $ (3,539) $ (1,885,000) $ - $ - $ (938,539) 203 NPDES $ 138,360 $ (733,650) $ - $ 595,290 $ - $ -
206 Park In Lieu $ 10,000 $ - $ - $ - $ - $ 10,000
221 Lighting District $ 1,066,300 $ (329,995) $ (300,000) $ - $ - $ 436,305 222 Drainage District $ 251,376 $ (313,454) $ (200,000) $ 62,078 $ - $ (200,000) 234 County Measure W $ 365,000 $ (1,740) $ (500,000) $ - $ - $ (136,740) 290 ARPA- American Rescue Plan $ - $ - $ - $ - $ - $ -
Infrastructure Programs $ 4,419,316 $ (2,402,236) $ (3,895,000) $ 721,868 $ - $ (1,156,052) 204 Rent Stabilization $ 592,500 $ (745,119) $ - $ - $ - $ (152,619) 207 Housing In Lieu $ 304,680 $ (104,768) $ - $ - $ - $ 199,912 209 Housing Assistance Program $ 14,000 $ (3,174) $ - $ - $ - $ 10,826 216 Commercial IF $ - $ - $ - $ - $ - $ -
217 Residential IF $ - $ - $ - $ - $ - $ -
218 Affordable Housing TOT $ 335,000 $ (29,418) $ - $ - $ - $ 305,582 219 Measure HH $ 1,857,000 $ (291,846) $ - $ - $ - $ 1,565,154 220 Lo-Mod Housing Successor $ 35,000 $ (423,459) $ - $ 73,544 $ - $ (314,915) 233 Silicon Valley Community $ - $ - $ - $ - $ - $ -
Affordable Housing Programs $ 3,138,180 $ (1,597,783) $ - $ 73,544 $ - $ 1,613,940 Total Special Revenue Funds $ 9,532,686 $ (6,107,465) $ (3,895,000) $ 795,412 $ - $ 325,633 301 Capital Improvement Fund $ 500,000 $ (69,436) $ (5,376,799) $ - $ - $ (4,946,235) 303 Capital Grant $ 12,296,253 $ - $ (12,751,253) $ 1,050,000 $ - $ 595,000 305 Parks & Trails $ 1,495,781 $ - $ - $ - $ - $ 1,495,781 306 Public Facilities $ 2,622,465 $ - $ - $ - $ - $ 2,622,465 307 Transportation $ 969,414 $ - $ - $ - $ - $ 969,414
308 RBD-I Storm D $ 12,099 $ - $ - $ - $ - $ 12,099
309 RBD-O Storm D $ 342,255 $ - $ - $ - $ - $ 342,255
Capital Funds $ 18,238,267 $ (69,436) $ (18,128,052) $ 1,050,000 $ - $ 1,090,779 510 Water Service Fund $ 455,000 $ (427,767) $ - $ - $ - $ 27,233 511 Water Capital Fund $ 1,261,703 $ (305,000) $ (150,000) $ - $ - $ 806,703 512 Water Meter Fund $ 50,000 $ - $ (200,000) $ - $ - $ (150,000) 513 Water Capacity Fee Fund $ 2,642,744 $ - $ - $ - $ - $ 2,642,744 Water Enterprise $ 4,409,447 $ (732,767) $ (350,000) $ - $ - $ 3,326,680 520 Garbage Service Fund $ 3,710,000 $ (3,873,755) $ - $ - $ - $ (163,755) Total Enterprise $ 8,119,447 $ (4,606,522) $ (350,000) $ - $ - $ 3,162,925 City-wide Total $ 73,377,208 $ (46,554,873) $ (22,373,052) $ 1,845,412 $ (1,845,412) $ 4,449,282 FY 2024-25 Proposed Budget Summary
Fund Description
Operating Capital
Improvement
Plan
Operating Transfers Net Change Fund
Balance

ELIMINATING ENTRY
General Fund
392
5 of 5
Exhibit B
110 General Fund Operation $ 254,555
231 CYSFF TOT 258,822
201 State Gas Tax 327,078
202 Measure A 938,539
234 Measure W 136,740
222 Drainage District 200,000
204 Rent Stabilization 152,619
220 Lo-Mod Housing Successor 314,915
301 CIP Local Match 4,946,235
512 Water Meter Fund 150,000
520 Garbage Service Fund 163,755
$ 7,843,258
FY 2024-25 Budgeted User of Reserve
Total User of Fund Reserves
393
2024-2025

ADOPTED
BUDGET
City of East Palo Alto
24 15 University Avenue
East Palo Alto, CA 94303
CITYOFEASTPALOALTO.ORG
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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.
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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
397
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
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CITY OF EAST PALO ALTO
Office of the City Manager
2415 University Avenue
East Palo Alto, CA 94303
Phone: (650) 853- 3118
Fax: (650) 853-3136
www.cityofepa.org
[email protected]
Honorable Mayor and Members of the City Council
Community of East Palo Alto
June 18, 2024
RE: Fiscal Year 2024-25 Proposed Budget
Balancing the General Fund budget in FY 2024-25 was challenging. Revenue disruption, service cost pressures, and deferred infrastructure challenges persist. The City must consistently find ways to provide adequate service levels while absorbing anticipated cost increases with less revenue growth.

Revenue projections in the FY 2024-25 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 and inflation.

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 infrastructure 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 CM-1
400
been subsequently shaping 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:
• 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.

FY 2024-25 Adopted Budget
The table above presents the budget status by fund type. The total citywide proposed revenues, excluding the Successor Agency, amount to $73.4 million, while expenditures total $68.9 million. This results in a citywide budget surplus of $4.4 million. The surplus is primarily derived from surpluses in Enterprise Funds ($3.2 million), Capital Funds ($1.1 million), and Restricted Funds ($0.3 million), which offset a General Fund deficit of $0.1 million.

The surplus in Restricted Funds is due to a timing difference between expenditures and revenue recognition across different fiscal years; typically, program revenues are received before related program expenditures in many of the City’s special revenue funds. Surpluses in the Capital Funds and Enterprise Funds mainly come from development impact fees from new developments. It is important to note that the General Fund deficit, which is recognized after including capital transfers of $1.05 million, necessitates a $130 thousand withdrawal from the reserve (unassigned fund balance).

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 CM-2
401
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
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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
404
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
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Council Strategic Planning e
SP-1
406

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
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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
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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
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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
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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
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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
412
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
413
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. 414
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
415
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
416

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
417
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
418
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
419
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
420
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
421
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
422
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
423
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
424
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
425
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
426
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
427

CITY OF EAST PALO ALTO

CITY ORGANIZATIONAL CHART
FY 2024-2025 Budget

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
428
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
Adopted
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 34.80 Sub-Total 45.25 46.25 46.25 47.15 48.15 48.15 50.60 49.60 49.25 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 110.63 112.30 112.85 114.75 113.55 117.75 121.20 120.20 122.40

CITY OF EAST PALO ALTO

NINE-YEAR POSITION SUMMARY
FY 2016-17 to FY 2024-25
OS-2
429
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 Manager1 2.00 c. Management Analyst II 1.00 d. IT Manager2 1.00 d. Environmental Service Aide 1.45
e Executive Assist. to City Mgr 1.00 4.45

6.00 Engineering Division
Human Resources Division a. City Engineer 1.00
a. Human Resources Manager 1.00 b. Utility Manager6 1.00 b. Human Resources Technician I/II 1.00 c. Senior Engineer 1.00

2.00 d. Associate Engineer 1.00
Community Services Division e. Assistant/Associate 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)3 1.45 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 I4 1.00 e. Property & Evience Technician 1.00 e. Accounting Technician I/II5 1.00 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 Manager7 - a. Chief Building Official 1.00 c. Community Services Officer 4.00 b. Building Inspector II 1.00 d. Community Services Officer (4 PT) 1.80 c. Building Permit Technician 2.00 34.80
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 122.40
1 Approved FY24 Mid year budget session, effective December 1, 2023 6 New position (subject to Council approval) 2 New position (subject to Council approval) 7
Reserve Offices of FTE 1.35 converted to Community Services Officer 3 Reducing one PT and Adding one FT. Net changes 0.55 (subject to Council approval) of FTE 1 (subject to Council approval) 4 Converting Accountant I/II to Accountant I
5 Reducing 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- 3 430
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.

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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.

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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
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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
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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
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435
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 1,420,941 523,000 715,000 4,178,941 25,000 4,203,941 Grants and Intergovernmental 245,000 2,473,190 12,296,253 - 15,014,443 - 15,014,443 Other Miscellaneous 1,100,000 150,000 - 173,333 1,423,333 - 1,423,333 Total Revenues 37,486,808 9,532,686 18,238,267 8,119,447 73,377,208 1,957,275 75,334,483 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 - 3,895,000 18,128,052 350,000 22,373,052 - 22,373,052 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 10,002,465 18,197,488 4,956,522 68,927,925 2,022,748 70,950,673 Net Sources / (Uses) 1,715,357 (469,779) 40,780 3,162,925 4,449,283 (65,473) 4,383,810 Other Financing Sources / (Uses)
Transfers In - 795,412 1,050,000 - 1,845,412 - 1,845,412 Transfers Out (1,845,412) - - - (1,845,412) - (1,845,412) Net Operating Transfers (1,845,412) 795,412 1,050,000 - - - - Change in Fund Balance (130,055) 325,633 1,090,780 3,162,925 4,449,283 (65,473) 4,383,810 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 21,433,956 32,416,633 13,743,780 22,610,925 90,205,294 (14,009,505) 76,195,789 *Excludes certain assets, reserves, and commitments.

CITY OF EAST PALO ALTO
FY 2024-2025 BUDGET BY FUND CATEGORY
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436

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.

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437
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 (4,416,291) - - - - 2,570,879 (1,845,412) Net Operating Transfers (4,416,291) 1,297,689 150,566 1,122,624 - - (1,845,412) Change in Fund Balance (179,555) - - - 49,500 - (130,055) 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 21,433,956 - - - - - 21,433,956
*Excludes certain reserves and commitments

CITY OF EAST PALO ALTO
FY 2024-2025 GENERAL FUND BUDGET
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438

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
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439

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
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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.

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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 177,000 559,000 684,941 1,420,941 Grants and Intergovernmental 1,373,190 - 1,100,000 2,473,190 Other Miscellaneous 150,000 - - 150,000
Total Revenues 1,975,190 3,138,180 4,419,316 9,532,686
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 - - 3,895,000 3,895,000
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 6,297,236 10,002,465 Net Sources / (Uses) (132,255) 1,540,397 (1,877,920) (469,779) 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 (1,156,052) 325,633 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 15,636,948 32,416,633 *Excludes certain reserves and commitments

CITY OF EAST PALO ALTO
FY 2024-2025 SPECIAL REVENUE FUNDS BUDGET
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442
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
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443
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
444
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 10,860 10,000 200,000 89,081 15,000 684,941 Grants and Intergovernmental - 750,000 - - - - 350,000 1,100,000 Other Miscellaneous - - - - - - - -
Total Revenues 1,638,280 950,000 138,360 10,000 1,066,300 251,376 365,000 4,419,316 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 1,885,000 - - 300,000 200,000 500,000 3,895,000 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 1,888,539 733,650 - 629,995 513,454 501,740 6,297,236 Net Sources / (Uses) (391,578) (938,539) (595,290) 10,000 436,305 (262,078) (136,740) (1,877,920) 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) (938,539) - 10,000 436,305 (200,000) (136,740) (1,156,052) 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 4,255,461 194,000 359,000 6,089,305 762,000 740,260 15,636,948 *Excludes certain reserves and commitments

CITY OF EAST PALO ALTO
FY 2024-2025 INFRASTRUCTURE PROGRAMS BUDGET
FS-12
445

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
446
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 12,296,253 - - - - - 12,296,253 Other Miscellaneous - - - - - - -
Total Revenues 12,796,253 1,495,781 2,622,465 969,414 12,099 342,255 18,238,267 Expenditures
City Council - - - - - - -
City Attorney - - - - - - -
City Clerk - - - - - - -
City Manager - - - - - - -
Finance 69,436 - - - - - 69,436
Community Development - - - - - - -
Public Works - - - - - - -
Police - - - - - - -
Non-Departmental
Capital/Technology 18,128,052 - - - - - 18,128,052
Debt Service - - - - - - -
Insurance and Settlements - - - - - - -
Other Non-Departmental - - - - - - -
Overhead Allocation - - - - - - -
Total Expenditures 18,197,488 - - - - - 18,197,488
Net Sources / (Uses) (5,401,235) 1,495,781 2,622,465 969,414 12,099 342,255 40,780 Other Financing Sources / (Uses)
Transfers In 1,050,000 - - - - - 1,050,000
Transfers Out - - - - - - -
Net Operating Transfers 1,050,000 - - - - - 1,050,000
Change in Fund Balance (4,351,235) 1,495,781 2,622,465 969,414 12,099 342,255 1,090,780 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 5,965,765 1,960,781 3,463,465 1,391,414 317,099 645,255 13,743,780 *Excludes certain reserves and commitments

CITY OF EAST PALO ALTO
FY 2024-2025 CAPITAL PROJECT FUNDS BUDGET
FS-14
447

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
448
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
449
FY 2021-22
ACTUAL
FY 2022-23
ACTUAL
FY 2023-24

ADOPTED
FY 2024-25

BASELINE
FY 2024-25

ADOPTED
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

ADOPTED
$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
450
FY 2021-22
ACTUAL
FY 2022-23
ACTUAL
FY 2023-24

ADOPTED
FY 2024-25

BASELINE
FY 2024-25

ADOPTED
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 $ 8,945,340 Property Services/Supplies $ 3,591,346 $ 5,562,024 $ 5,086,724 $ 5,694,765 $ 5,722,265 Capital, Transfers, and Other Expenditures $ 2,691,126 $ 8,744,521 $ 1,560,538 $ 1,059,378 $ 2,109,378 Total General Fund Expenditures Before Allocations $ 24,676,290 $ 36,832,336 $ 35,508,703 $ 37,065,667 $ 38,546,045 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 $ 37,616,863

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

ADOPTED
$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 $8,945,340
$3,591,346
$5,562,024
$5,086,724
$5,694,765 $5,722,265
$2,691,126
$8,744,521
$1,560,538
$1,059,378 $2,109,378
Expenditure by Category
Other Expenditures
Property Services/Supplies
Professional/Technical Services
Personnel
FS-18
451

CITY COUNCIL
FY 2024-2025 Budget

CHARACTER OF EXPENDITURES

AUTHORIZED STRENGTH
FY 2024-25
Operating $190,693
Positions 5
DB-1
452
Department Summary
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 Adopted
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 Adopted
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 Adopted
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
453

CITY COUNCIL
FY 2024-2025 Budget
Department Summary
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 Chambers 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 (+4.8%) from the Baseline FY24-25 Budget to the Adopted FY24-25 Budget is due to 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 Adopted $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
454

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
455
CITY ATTORNEY’S OFFICE
FY 2024-2025 Budget

CHARACTER OF EXPENDITURES

AUTHORIZED STRENGTH
FY 2024-25
Operating $1,392,952
Positions 3
DB-5
456
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 Adopted
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 Adopted
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 Adopted
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 DB-6
457
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
458
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 $294,210 (+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 Adopted 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 $294,210 27.4%
2024-25 Adopted $1,392,952 $24,814 1.8%
DB-8
459
CITY ATTORNEY’S OFFICE
FY 2024-2025 Budget

ACCOMPLISHMENTS

OBJECTIVES RESULTS

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

1. Accomplished.

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

2. Accomplished.

3. Attend and provide advice at Planning
Commission meetings.

3. Accomplished.

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

4. Accomplished.

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

5. Accomplished.

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

6. Accomplished.

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

7. Accomplished.

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

8. Accomplished.

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

9. Accomplished.

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

10. Accomplished

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.

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CITY ATTORNEY’S OFFICE
FY 2024-2025 Budget

ACCOMPLISHMENTS

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,
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461
CITY ATTORNEY’S OFFICE
FY 2024-2025 Budget

OBJECTIVES

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.

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Total FTE’s: 3.0
CITY ATTORNEY’S OFFICE
FY 2024-2025 Budget
\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\ \\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\lCITY ATTORNEY
John Le
Legal Assistant
Deputy City Attorney I/II
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CITY CLERK’S OFFICE
FY 2024-2025 Budget

CHARACTER OF EXPENDITURES

AUTHORIZED STRENGTH
FY 2024-25
Operating $592,026
Positions 2
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Department Summary
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 Adopted
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 Adopted
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 Adopted
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
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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 Adopted 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 Adopted $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.

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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.

Training sessions are expected to start
Summer of 2024

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.

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467
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
468
CITY CLERK’S OFFICE
FY 2024-2025 Budget
Total FTE’s: 2.0

CITY MANAGER
City Clerk –
Public Information
Officer
Office Assistant
DB-18
469
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
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470
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 Adopted
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 Adopted
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 Adopted
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
471
Department Summary
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-251 FY 2024-251 Actual Actual Adopted Baseline Adopted
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 Adopted
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 Adopted
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 Adopted
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
472
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
473
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
474
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 Adopted
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 Adopted
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 Adopted
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
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475
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 FY 2024-25 Baseline Budget to FY2024-25 Adopted 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
% Change From
Previous
2023-24 Adopted $1,520,290
2024-25 Baseline $2,344,947 $824,657 54.2%
2024-25 Adopted $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.

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476
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.

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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
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Division Summary
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 Adopted
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 Adopted
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 Adopted
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
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479
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 developing the 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.

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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 employees on FMLA/CFRA protected leave of $150,000, offset by decrease of other professional/ technical services.

The increase of $11,349 (+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
% Change From
Previous
2023-24 Adopted $926,727
2024-25 Baseline $1,046,476 $119,749 12.9%
2024-25 Adopted $1,057,825 $11,349 1.1%
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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.

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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.

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SOURCES FY 2021-221 FY 2022-231 FY 2023-241 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 2022-231 FY 2023-241 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 2022-231 FY 2023-241 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 2022-231 FY 2023-241 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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
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SOURCES
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-251 FY 2024-251 Actual Actual Adopted Baseline Adopted
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 Adopted
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 Adopted
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 Adopted
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)2 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
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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-35
486
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
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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
% Change From
Previous
2023-24 Adopted $2,076,204
2024-251 Baseline $2,178,036 $101,832 4.9%
2024-251 Adopted $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.

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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.

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FINANCE DEPARTMENT
FY 2024-2025 Budget

CHARACTER OF EXPENDITURES

AUTHORIZED STRENGTH
FY 2024-25
Operating $1,642,361
Positions 7
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SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 Adopted
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 Adopted
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 Adopted
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. Created Senior Accounting Technician Position of FTE 1.0.

FY 2024-2025 Budget

FINANCE DEPARTMENT
Department Summary
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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 Adopted Budget is primarily due to personnel expenses.

Fiscal Year (FY) Budget $ Change from
Previous
% Change from
Previous
2023-24 Adopted $1,467,090
2024-25 Baseline $1,618,360 $151,270 10.3%
2024-25 Adopted $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
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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
493

FINANCE DEPARTMENT
FY 2024-2025 Budget

ACCOMPLISHMENTS

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

6. Annual Comprehensive Annual Financial
Report (ACFR) was issued and submitted to
GFOA on December 27,2024.

DB-43
494

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
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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
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This Page Intentionally Left Blank
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COMMUNITY AND ECONOMIC DEVELOPMENT
FY 2024-2025 Budget

CHARACTER OF EXPENDITURES

AUTHORIZED STRENGTH
FY 2024-25
Operating $7,679,474
Positions 20
DB-47
498
Department Summary
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
General Fund
Charges/Fees for Services 1,573,002 883,792 2,114,629 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 Adopted
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 Adopted
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 Adopted
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
499

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
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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
501
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 Adopted
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 Adopted
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 Adopted
Community & Econ Development Director 1.00 1.00 1.00 1.00 1.00 Management Analyst II 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
502

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 Adopted Budget is due to an increase in personnel services expenditures.

Fiscal Year (FY) Budget $ Change From
Previous
% Change From
Previous
2023-24 Adopted $734,306
2024-25 Baseline $894,517 $160,211 21.8%
2024-25 Adopted $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
503
Division Summary
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 Adopted
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 Adopted
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 1,129,440 786,374 1,729,629 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 Adopted
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
504

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 Adopted Budget is due to an increase in personnel services.

Fiscal Year (FY) Budget $ Change From
Previous
% Change From
Previous
2023-24 Adopted $1,729,629
2024-25 Baseline $2,907,284 $1,177,656 68.1%
2024-25 Adopted $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
505

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
506

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
507
Division Summary
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 Adopted
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 Adopted
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 Adopted
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
508

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 Estate 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 Adopted Budget is due to an increase in non-personnel services for staff augmentation.

Fiscal Year (FY) Budget $ Change From
Previous
% Change From
Previous
2023-24 Adopted $6,180,205
2024-25 Baseline $1,512,762 ($4,667,443) -75.5%
2024-25 Adopted $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
509

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
510

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
511

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
512

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
513

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
514

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
515

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.

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SOURCES FY 2021-22 FY 2022-23 FY2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 FY2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 FY2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 2,512,720 2,164,864 2,185,073 AUTHORIZED STRENGTH FY 2021-22 FY 2022-23 FY2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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
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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.

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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 Adopted Budget is due to an increase in personnel services expenditures.

Fiscal Year (FY) Budget $ Change From
Previous
% Change From
Previous
2023-24 Adopted $2,512,720
2024-25 Baseline $2,164,864 ($347,856) -13.8%
2024-25 Adopted $2,185,073 $20,209 0.9%
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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.

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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.

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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.

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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
523

PUBLIC WORKS DEPARTMENT
FY 2024-2025 Budget

CHARACTER OF EXPENDITURES

AUTHORIZED STRENGTH
FY 2024-25
Operating $8,092,644
Positions 22.45
DB-73
524
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 Adopted
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 Adopted
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 Adopted
Administration Division 4.50 4.45 4.45 4.45 4.45
Engineering Division 3.75 5.00 5.00 6.00 6.00
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
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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
526
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 Manager
1 1 Subject to Council Approval
DB-76
527
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 Adopted
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 Adopted
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 Adopted
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
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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.

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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.

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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-Departmental to Environmental Programs of $365,000 and Peninsula Clean Energy Grant expense of $243,563. Also, other professional and technical services such as the 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 Adopted Budget is primarily due to an increase in personnel services expenditures in the Administrative Division.

Fiscal Year (FY) Budget $ Change From
Previous
% Change From
Previous
2023-24 Adopted $876,459
2024-25 Baseline $1,672,607 $796,148 90.8%
2024-25 Adopted $1,687,068 $14,461 0.9%
DB-80
531

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
532

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
533

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
534

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
535

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
536
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 Adopted
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 Adopted
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 Adopted
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
537

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 Adopted Budget is due to an increase in personnel services for the Utility Manager position.

Fiscal Year (FY) Budget $ Change From
Previous
% Change From
Previous
2023-24 Adopted $1,833,553
2024-25 Baseline $1,709,959 ($123,594) -6.7%
2024-25 Adopted $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
538

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
539

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
540

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
541

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
542
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 Adopted
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 Adopted
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 Adopted
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
543

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
544

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 lights of $100,000, General Building maintenance of $200,000 offset by a decrease in 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 Adopted Budget is due to an increase in personnel services expenditures.

Fiscal Year (FY) Budget $ Change From
Previous
% Change From
Previous
2023-24 Adopted $4,385,772
2024-25 Baseline $4,493,030 $107,258 2.4%
2024-25 Adopted $4,533,978 $40,948 0.9%
DB-94
545

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
546

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
547

POLICE DEPARTMENT
FY 2024-2025 Budget

CHARACTER OF EXPENDITURES

AUTHORIZED STRENGTH
FY 2024-25
Operating $15,226,446
Positions 49.25
DB-97
548
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 14,525,800 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 15,191,167 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 Adopted
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 1,748,150 1,748,150 Operations Division 6,180,343 7,206,557 8,233,352 8,043,078 8,043,078 TOTAL 11,767,309 12,656,566 15,733,306 15,191,167 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 Adopted
Personnel
Salaries and Benefits 8,526,700 9,443,042 11,952,762 11,239,287 11,274,566 Subtotal 8,526,700 9,443,042 11,952,762 11,239,287 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 15,191,167 15,226,446 AUTHORIZED STRENGTH FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 34.80
TOTAL 47.15 49.60 49.60 49.60 49.25
1 CSO transfered from Investigations Division to Operations Division

POLICE DEPARTMENT
FY 2024-2025 Budget
Department Summary
DB-98
549

POLICE DEPARTMENT
FY 2024-2025 Budget
Department Summary
The Divisions of the Police Department consist of Administration, Investigations and Operations.

The emphasis of this fiscal year’s 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
550
Total FTE’s: 49.25

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)
Community Services
Officer (4)
PT Community
Service Officer (1.8)
DB-100
551
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 Adopted
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 Adopted
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 Adopted
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
552

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 Adopted FY 2024-25 Budget is mainly due to an increase in personnel costs ($35,279).

Fiscal Year (FY) Budget $ Change From
Previous
% Change From
Previous
2023-24 Adopted $5,382,581
2024-25 Baseline $5,399,939 $17,359 0.3%
2024-25 Adopted $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
553

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
554

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
555
Division Summary
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 Adopted
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 Adopted
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 Adopted
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
556

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) Commander, (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 the Operations Division ($359,220.)
There is no change from the FY 2024-25 Baseline Budget to the FY 2024-25 Adopted 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 Adopted $1,748,150 $0 0.0%

SERVICE DESCRIPTION
The Investigations Division conducts all major criminal investigations, including homicides and aggravated assaults.

DB-106
557

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
558

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
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Division Summary
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 Adopted
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 Adopted
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 Adopted
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
Reserve Police Officer (3PT)1 - 1.35 1.35 1.35 -
Community Services Officer 2 - - - 3.00 4.00
Community Services Officer (4 PT) 2 - - - 1.80 1.80
TOTAL 27.00 30.35 30.35 35.15 34.80
1 Reserve Officer of FTE 1.35 converted to Community Services Officer. 2 Community Services Officer transferred from Investigations Division

POLICE DEPARTMENT
FY 2024-2025 Budget
Operations Division
DB-109
560

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 34.80 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 of $52,000 and personnel services expenditures of $138,000.

There is no change from the FY 2024-25 Baseline Budget to the FY 2024-25 Adopted 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 Adopted $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
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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
562

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
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NON-DEPARTMENTAL
FY 2024-2025 Budget

CHARACTER OF EXPENDITURES
FY 2024-25
Operating $6,123,304
DB-113
564
SOURCES FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2024-25 Actual Actual Adopted Baseline Adopted
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 Adopted
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
565
Miscellaneous
Introduction
This section contains the following items of interest:

MISC- 1: FY 2024-25 Capital Improvement Funding
MISC- 2: FY 2024-25 Measure P Budget
MISC- 3: FY 2024-25 Cost Allocation Plan Overhead
Charges
MISC-1
566
PROJECT # DESCRIPTION FUND SOURCE TOTAL
N/A PMP F201 Gas Tax $ 1,010,000
Sub-total State Gas Tax $ 1,010,000
ST-12 Traffic Calming Program - Pulgas Roundabouts F202 Measure A $ 90,000 N/A PMP F202 Measure A $ 1,795,000
Sub-total Measure A $ 1,885,000
ST-04A/B Street Light Upgrade F221 Lighting fund $ 150,000 ST-34 Lighting Improvements at Clarke Ave Overcrossing F221 Lighting fund $ 150,000 Sub-total Lighting fund $ 300,000
SD-06A/B O'Connor Pump station F222 Drainage Fund $ 200,000 Sub-total Drainage fund $ 200,000
N/A PMP F234 Measure W $ 500,000
Sub-total Measure W $ 500,000
ST-12 Traffic Calming Program - Pulgas Roundabouts F301 CIP Local Match Fund $ 500,000 ST-29 University Avenue Grand Corridor F301 CIP Local Match Fund $ 1,000,000 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) $ 5,376,799
FA-10 Electric Vehicle Charging Stations F303 CIP Grant Fund $ 120,000 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-12 Traffic Calming Program - Pulgas Roundabouts F303 CIP Grant Fund $ 400,000 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 SD-06A/B O'Connor Pump station F303 CIP Grant Fund $ 800,000 SP-02 SFCJPA SAFERBAY Phase 1 F303 CIP Grant Fund $ 3,643,253 Sub-total CIP (Grant) $ 12,751,253
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 ADOPTED CIP FUNDING $ 22,373,052
Note: Major CIP does not include technology asset replacement.

FY 2024-2025 Capital Improvement Funding
MISC-2
567
FY 2023-24 Adopted
FY 2024-25
Proposed
Measure P Local TUT $ 2,230,000 $ 2,228,300
CD Director 207,960 230,215
Clean Zones:

Community Service Aides 25,000 15,000
Project WeHope 5,000 5,000
Capital Transfers:

Univercity Ave Grand Corridor - 700,000
Street Repair - 350,000
237,960 1,300,215
Net Available - Other General Purposes $ 1,992,040 $ 928,085 FY 2024-2025 Measure P Budget
MISC-3
568
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
569
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
570
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
571
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
572
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
573
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
574
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.
575
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.
576
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577

DETAIL BUDGET

INFORMATION
2024-2025

BY DIVISION
City of East Palo Alto
2415 University Avenue
East Palo Alto, CA 94303
CITYOFEASTPALOALTO.ORG
578
579
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
580
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
581
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
582
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
583
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
584
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
585
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
586
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
587
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
588
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
589
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
590
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
591
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
592
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
593
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
594
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
595
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
596
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
597
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
598
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
599
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
600
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
601
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
602
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
603
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
604
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
605
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
606
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
607
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
608
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
609
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
610
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
611
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
612
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
613
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
614
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
615
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
616
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
617
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
618
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
619
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
620
PUBLIC HEARING ITEM 11.4

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: June 18, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Tomohito Oku, Finance Director
Bo-kyoung Kim, Financial Services Manager
SUBJECT: Establishing the Fiscal Year 2024-25 Appropriation Limit Recommendation
Adopt a Resolution establishing the FY 2024-25 Appropriation Limit of $40,575,070.