City of East
Palo Alto
WSMP
Experience
Modeling
Experience
for Capacity
and Volume
Design and
Constructabili
ty Experience
Tried and
Tested
Alternatives
Screening
MultiDisciplinary
Experts
Deep
Knowledge of
Local Water
Systems
Design and
Constructability
Experience
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Water Storage Tank Siting Study (CIP Project WS-09) 12
Organization Chart
Jonathan Sutter, PE – Project Manager
Mr. Sutter of EKI has over 15 years of experience in all phases of planning, design, and construction
management of wet utility infrastructure projects. He
has extensive experience in performing hydraulic and
hydrologic analyses and condition and capacity
assessments for wet utility facilities. Mr. Sutter is
experienced in the management of complex projects
requiring coordination of multi-discipline design teams.
Mr. Sutter’s experience in potable water, recycled
water, and wastewater utility master planning, design, and construction management and water resources planning. He leads construction and calibration of new GIS-integrated hydraulic models and updates to existing models to support alternatives analysis and is proficient in InfoWater, InfoWater Pro, WaterCAD/GEMS, and EPANET, as well ArcGIS and AutoCAD. His utility design engineering skills and experience add real-world design and construction context to modeling and planning exercises. As a part of his master planning work, he has developed CIPs, managed, and performed water demand and supply evaluations and water distribution system hydraulic modeling efforts to assess system performance and recommend operational improvements. He recently managed and served as lead technical modeler for the development of hydraulic models for the City of East Palo Alto Water System Master Plan, North Coast County Water District Hydraulic Model Development, Valley of the Moon Water System Master Plan, City of Lathrop Integrated Water Resources Master Plan, City of Brisbane Water System Master Plan, and On-Call Hydraulic Modeling Services for Coastside County Water District and the City of Burlingame. Since 2014, Mr. Sutter has supported several design and design reviews of tank and pipeline projects for the City.
• Professional Civil Engineer, CA
(C#81606)
• M.S., Civil and Environmental
Engineering, Stanford University,
2012
• B.S., Civil Engineering, Columbia
University, 2008
PRINCIPAL IN CHARGE/
QA/QC
Dave Umezaki, PE
ESA: CEQA Services
Alijah Davidian, AICP, LEED AP
Tiffany Edwards, PMP
Subconsultant
Chris Pittner, PE
Yuqing Gao, EIT
Jaclyn Catania - GIS
EKI Engineering Staff
PROJECT MANAGER
Jonathan Sutter, PE
TECHNICAL LEAD
Tyler Colyer, PE
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Water Storage Tank Siting Study (CIP Project WS-09) 13
As the Project Manager, Mr. Sutter will coordinate the team’s work efforts, review the budget and project schedule, develop project goals, and provide senior technical leadership. He will be the primary point of contact for the City.
C. David Umezaki, PE - Principal-in-Charge/QA/QC
Mr. Umezaki of EKI has over 28 years of experience in
engineering design, design review, construction review, and operation and maintenance of wastewater, water,
and groundwater treatment systems. He has also
performed wastewater, water, and recycled water
program management for several cities in Northern
California. In this role, he has managed several design, construction, and permitting efforts for major
improvements to water and wastewater treatment plants. He prepares technical evaluations, interfaces with regulatory agencies, and manages the efforts of numerous consultant teams and stakeholders on behalf of cities.
As Principal-In-Charge, Mr. Umezaki will provide strategic and technical direction and support. He will ensure that appropriate staff resources are made available. As the Quality Assurance and Quality Control Manager, Mr.
Umezaki will review all deliverables to ensure the EKI standard of quality.
Tyler Colyer, PE – Technical Lead
Mr. Colyer of EKI has over 14 years of project experience in water and wastewater infrastructure planning, design and water quality engineering, and environmental
engineering. He has prepared and managed potable
water infrastructure planning and design projects and
has provided construction management and
construction observation services for these projects. Mr.
Colyer has also provided support for drinking water
system permitting and prepared detailed studies
evaluating the feasibility of developing of new water sources including recycled water, potable reuse water, desalinated water, and municipal stormwater. He recently completed development of East Palo Alto’s comprehensive Water System Master Plan that included hydraulic modeling, risk-based CIP development and asset evaluation, and recycled water evaluations.
As Technical Lead, Mr. Colyer will be responsible for all tasks included in our scope of work and preparation of all Technical Memoranda and deliverables to the City. He will lead the parcel mapping and initial screening evaluation and identify suitable locations for water storage tanks. He will also coordinate with our subconsultant, ESA, for a desktop environmental screening to support the selection of potential water storage tank locations. Mr. Colyer will also be responsible for 3D renderings of the proposed improvements and the preparation of presentations for City Council meetings.
• Professional Civil Engineer, CA
(C#57697)
• M.S., Civil (Environmental)
Engineering, Stanford University,
1995
• B.S., Civil Engineering, Stanford
University, 1994
• Professional Civil Engineer, CA
(C#80141)
• M.S., Civil and Environmental
Engineering, University of
California, Berkeley, 2010
• B.S., Environmental
Engineering, University of
California, Riverside, 2009
295
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Water Storage Tank Siting Study (CIP Project WS-09) 14
5. TEAM EXPERIENCE
Relevant Project Experience
EKI has recent and ongoing experience providing systemwide storage evaluation to assess a Municipality’s existing storage tanks and prioritize future storage improvement projects similar to the Water Storage Tank Study Project as requested in the RFP. This section presents EKI’s projects that include relevant experience and demonstrate our experience in siting, planning, design, and construction. The EKI Team has the experience and qualifications the City desires and is well prepared to provide engineering services to the City for successfully achieving its water storage goal.
Coastside County Water District (CCWD)
Under a multi-year on-call contract EKI provides CIP management and engineering services to CCWD in Half Moon Bay, California. As part of this effort, EKI updated CCWD’s existing hydraulic model and performs on-call modeling analyses.
EKI prepared a systemwide storage evaluation to assess the District’s existing storage tanks and prioritize future storage improvement projects.
The analysis included an extended period simulation (EPS) model calibration to analyze District’s operation during a Public Safety Power Shutoff (PSPS) event or other significant supply outage. Based on EKI’s findings, the District has initiated a major storage water tank replacement and expansion project on Carter Hill and has deferred other projects that will not provide as much benefit to the system performance or reliability.
EKI has performed other on-call
modeling tasks including
elevations of adding pressure
reducing valves (PRV) stations to
create a new pressure zone;
abandonment of an existing
storage tank and required pump
station modifications; and
operating another storage tank at
a lower maximum level based on
a seismic evaluation
recommendation.
Under separate professional
services agreements, EKI is
providing planning, design, bid
support, and construction support services for a variety of pipeline, tank, and booster pump station projects, including several high-priority improvements. EKI is also providing Capital Project Management services to the CCWD, which include review of the planned CIPs over the next three to four years and assistance with their implementation.
Year of Completion:
2019 - Ongoing
Key Personnel Involved:
Jonathan Sutter, PE
Tyler Colyer, PE
Chris Pittner, PE
Reference Contact:
Mary Rogren
General Manager
Coastside County Water District
766 Main Street
Half Moon Bay, CA 94019
(650) 726-4405
[email protected]
Carter Hill Tank: Potential Tank
Site Conceptual Plan
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North Coast County Water District
EKI has worked closely with the North Coast County Water District (NCCWD) staff and management over the last four plus years to provide on-call and District Engineering services, including construction, calibration, and analysis of a new hydraulic model. To construct the model EKI updated the District’s water system GIS by merging multiple datasets and incorporating recent projects. The hydraulic model identified deficiencies within the distribution system and projects to address those deficiencies.
EKI also completed a storage evaluation in conjunction with this modeling effort that identified the required volume and location of future storage projects. The analysis identified priorities for new storage facilities and expansion of existing facilities. Based on EKI’s recommendations, the District has initiated the design for replacing the existing 0.5 million gallon (MG) Fassler Tank with a new 1.2 MG prestressed concrete tank.
With the new hydraulic model, EKI has assisted the District with various operational issues, including evaluating alternatives for maintaining service to Pressure Zone 28 during the Sheila Tank Project Construction, evaluating the operating levels and maximum fill rates for the new Sheila Tank and Fassler Tanks, and evaluating alternatives for maintaining service to Pressure Zone 24 during the Fassler Tank construction.
Year of Completion:
2020 - Ongoing
Key Personnel Involved:
Jonathan Sutter, PE
Tyler Colyer, PE
Chris Pittner, PE
Yuqing Gao
Reference Contact:
Adrianne Carr, Ph.D.
General Manager
North Coast County Water District
80 Eureka Dr #219
Pacifica, CA 94044
(650) 355-3462
[email protected]
Sheila Tank Rendering as used on NCCWD
Website (https://nccwd.com/projects/sheilatank-replacement-project.html).
Rendering not prepared by EKI.
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Water Storage Tank Siting Study (CIP Project WS-09) 16
Valley of the Moon Water District
EKI prepared the Valley of the Moon Water District (VOMWD) 2019 Water System Master Plan which included the construction of a new hydraulic model, a storage evaluation, and development of a 20-year CIP. In recent years, EKI, led by Mr. Sutter, has supported VOMWD in several different capacities, including on-call hydraulic modeling. Relevant specific tasks included:
Richards Boulevard Tank: EKI prepared a siting evaluation for a potential new prestressed concrete water storage tank, including a conceptual site layout, hydraulic modeling evaluation to determine if the tank site will benefit operations and improve fire flow availability, cost estimate, and a constructability review.
Evaluation of Storage and Supply Requirements for Glen Ellen: EKI prepared several studies related to new storage tanks in Glen Ellen (Pressure Zone 1F). EKI performed an analysis to identify potential tank sites by reviewing properties located at elevations that match the Pressure Zone 1F hydraulic grade line. For one of these sites, EKI prepared site maps and cost estimates for a new partially buried prestressed concrete tank to support negotiations with property owners. EKI also recently updated the storage and supply evaluations for Pressure Zone 1F that EKI previously prepared as part of the 2019 Water Master Plan to account for storage within the Sonoma County Water Agency (SCWA) Aqueduct and recent improvements.
Year of Completion:
2015 - Ongoing
Key Personnel Involved:
Jonathan Sutter, PE
Tyler Colyer, PE
Chris Pittner, PE
Dave Umezaki, PE
Yuqing Gao
Reference Contact:
Matthew Fullner
General Manager
Valley of the Moon Water District
19039 Bay St.
Sonoma, CA 95476
(707) 996-1037
[email protected]
Richard Boulevard Tank: Proposed
Tank Site Conceptual Plan
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Water Storage Tank Siting Study (CIP Project WS-09) 17
EKI’s City of East Palo Alto Experience
EKI has supported the City of East Palo Alto on multiple projects over the last several years related to water system planning and design. Specifically, EKI has completed the following projects within the past three years:
• Water System Master Plan and CIP Development: EKI recently prepared the City’s 2022 Water System Master Plan, which will serve as the basis for the City’s 20-year capital improvement program. This effort included developing a new all-pipes hydraulic model, a spatial demand analysis, a storage and supply capacity assessment, and hydraulic model calibration and analysis. EKI developed capital improvement projects to address several areas with existing fire flow and supply deficiencies, developed opinions of probable costs, and risk-based 20-year CIP budgets and schedules in five-year increments.
• Development Project Review and As-Needed Engineering Support: Over the last few years, EKI has assisted the City with review of tank and pipeline design plans prepared by
developers, preparation of grant applications, and
development of ordinances and RFPs.
• Engineering Design: EKI performed design services
along with our subconsultant TJCAA for the
construction of a new municipal supply well and
above-ground disinfection and distribution
components at the Pad D well site. The system is
anticipated to be used primarily for emergency
purposes and will include a submersible well pump,
chemical amendments, and a hydropneumatic tank.
The footprint for the system was optimized due to the
very small parcel and room must be reserved for potential future treatment units. • Urban Water Management Planning: EKI prepared the City’s 2020 UWMP in accordance with the California Department of Water Resources UWMP Guidebook requirements. EKI presented the findings from the 2020 UWMP to the City Council. EKI also prepared the City’s 2022 Annual Water Supply and Demand Assessment.
Prior to the past three years, EKI facilitated the first ever transfer of Individual Supply Guarantee (ISG) between wholesale customers on the San Francisco Public Utilities Commission (SFPUC) system when the City purchased a portion of ISG from the Cities of Palo Alto and Mountain View in 2017. EKI and our subconsultant TJCAA also provided planning, design, permitting, and start up support for the Gloria Way Iron and Manganese Groundwater Treatment System, which included the installation of new iron and manganese treatment chloramination systems, blending with high-quality SFPUC Hetch-Hetchy water to address high chloride and total dissolved solids levels, and a new high service pumping and surge tank. EKI also conducted a hydrogeologic investigation and installation of a test well at the Pad D site, which included test well design and construction, aquifer testing, water quality sampling, groundwater modeling, preliminary design, and cost estimation. To support these groundwater projects, EKI assisted the City to secure $3 million in Prop 84 grant funding. EKI also prepared the City’s 2015 UWMP.
Year of Completion: 2014-
Ongoing
Key Personnel Involved:
Tyler Colyer, PE
Jonathan Sutter, PE
Yuqing Gao
Reference Contact:
Humza Javed
City Engineer
City of East Palo Alto
2415 University Avenue
East Palo Alto, CA 94303
Ph: (650) 853-3179
[email protected]
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Water Storage Tank Siting Study (CIP Project WS-09) 18
6. REFERENCES
1. Coastside County Water District (CCWD)
Under a multi-year, on-call contract EKI provided CIP Management and engineering services to the CCWD in Half Moon Bay, California. As part of this effort, EKI updated CCWD’s existing hydraulic model and performs on-call modeling analyses.
Relevant Task: EKI prepared a systemwide storage evaluation to assess the District’s existing storage tanks and prioritize future storage improvement projects.
Reference Contact: Mary Rogren, General Manager
766 Main Street, Half Moon Bay, CA 94019
(650) 726-4405; [email protected]
Year of Completion: 2019 - Ongoing
Key Personnel Involved: Jonathan Sutter, PE; Tyler
Colyer, PE
2. North Coast County Water District
EKI has worked closely with the North Coast County Water District (NCCWD) staff and management over the last four plus years to provide on-call and District Engineering services, including construction, maintenance, and analysis of a new hydraulic model.
Relevant Task: The hydraulic model identified deficiencies within the distribution system and projects to address those deficiencies. A storage evaluation was completed in conjunction with this modeling effort that identified the required volume and location of future storage projects.
Reference Contact: Adrianne Carr, Ph.D.,
General Manager
80 Eureka Dr., #219, Pacifica, CA 94044
(650) 355-3462; [email protected]
Year of Completion: 2020 - Ongoing
Key Personnel Involved: Jonathan Sutter, PE; Tyler
Colyer, PE
3. Valley of the Moon Water District
EKI prepared the Valley of the Moon Water District (VOMWD) 2019 Water System Master Plan which included the construction of a new hydraulic model.
Relevant Task: EKI prepared a siting evaluation for a potential new prestressed concrete water storage tank – the Richard Boulevard Tank.
Evaluation of Storage and Supply Requirements for Glen Ellen: EKI prepared several studies related to new storage tanks in Glen Ellen and performed an analysis to identify potential tank sites.
Reference Contact: Mathew Fullner
General Manager
19039 Bay St., Sonoma, CA 95476
(707) 996-1037; [email protected]
Year of Completion: 2015 - Ongoing
Key Personnel Involved: Jonathan Sutter, PE; Dave
Umezaki, PE
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Water Storage Tank Siting Study (CIP Project WS-09) 19
7. MANPOWER ALLOCATION
As requested in the RFP, EKI has provided the manpower allocation by task in the table below.
EKI Labor Subconsultant Labor
Combined
Total
TASKS CAD/ GIS G4 - Yuqing Gao G2 - Chris Pittner SUPII - Tyler Colyer SUPI - Jonathan Sutter PRI - Dave Umezaki Assoc. 4 - Logan Sakai GIS - Wes McCullough Mngr 1 - Ashleigh Sims Sen 3 - Liza Ryan Sen 5 - Tiffany Edwards Pri 3 - Eli Davidian Task 1 - Project Management
Subtask 1.1 – General Project Management 0 0 0 0 18 2 20 Subtask 1.2 – Project Meetings 0 0 18 12 7 0 37
Subtask 1.3 - Stakeholder and Property Owner Coordination 0 0 15 5 0 0 20 Task 2 - Supplemental Technical Memorandum
Subtask 2.1 – Preparation of Supplemental Technical Memorandum 16 87 88 48 24 10 273 Subtask 2.2 – Screening of CEQA Requirements 0 0 2 4 0 0 2 10 14 12 46 4 94 Subtask 2.3 – 3D Rendering of Proposed Improvements 60 0 0 8 10 0 78 Task 3 - City Council Presentation 0 12 0 4 12 2 30
TOTAL: 76 99 123 81 71 14 2 10 14 12 46 4 552
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Water Storage Tank Siting Study (CIP Project WS-09) 20
8. SCHEDULE
Our preliminary project schedule with quality control procedures is included in ‘Project Understanding, Approach, and Scope of Work’ section. A proposed schedule for the implementation of the project tasks and submittal of deliverables per the scope of work described above is presented below.
LEGEND
Deadline or Deliverable
Task Duration
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Water Storage Tank Siting Study (CIP Project WS-09) 21
9. COST
EKI’s cost proposal with complete summary of the estimated number of consulting hours, schedule of hourly rates for each classification, and total Not-To-Exceed cost inclusive of ancillary costs, including travel for the Scope of Services to be performed is enclosed in a separately sealed envelope. 303
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Water Storage Tank Siting Study (CIP Project WS-09) 22
APPENDIX A: RESUMES
304
1-4
Jonathan P. N. Sutter, PE
Supervising Engineer
Mr. Sutter has fifteen (15) years of project experience in potable water, wastewater, stormwater and recycled water utility design, master planning, construction management and water resources planning.
For several municipal stormwater, sanitary sewer, and potable water projects he has been responsible for all phases of design, cost estimation, project management, construction management, budgeting, scheduling and coordinating with and on behalf of clients.
As part of his master planning work, he created and managed hydraulic models for potable and recycled water distribution and wastewater collection systems. Mr. Sutter currently serves as District Engineer for Coastside County Water District and North Coast County Water District.
Relevant Experience
• City of East Palo Alto, Water System Master Plan, Hydraulic Model Construction and Analysis. East Palo Alto, CA. Lead
Modeler/Technical Lead. Mr. Sutter served as Technical Lead for the preparation of the City of East Palo Alto Water System Master Plan Update. EKI is assisting the City to update its Water System Master Plan, which will guide the next 20 years of water system reliability and related capital improvement program (CIP) projects that will support the City to improve the current system and plan for the anticipated development. Mr. Sutter led the construction of a new hydraulic model, water demand projections, and a recycled water feasibility evaluation. He also led the development of a risk-based capital improvement plan. As part of the master plan, EKI assessed storage needs and potential locations of new storage tanks.
• Coastside County Water District, On-Call Water System Hydraulic Modeling. Half Moon Bay, CA. Project Manager/District
Engineer/Lead Modeler. EKI is currently supporting the District to prioritize, program, manage, and design its near-term capital improvement projects. Mr. Sutter led efforts to update the District’s hydraulic model and used the model to support alternatives analysis and other studies on an on-call basis. Mr.
Sutter managed consultants for the District’s welded-steel water storage tank seismic evaluation. Based in part on information gathered as part of a welded-steel water storage tank seismic evaluation managed by Mr. Sutter, he prepared a systemwide Education
• M.S., Civil and
Environmental
Engineering, Stanford
University, 2012
• B.S., Civil Engineering,
Columbia University, 2008
Registrations/Certifications
• Professional Civil Engineer,
CA (#81606)
• 40-hour OSHA HAZWOPER
Training Course
Technical Expertise
• Water System Modelling
and Master Planning
• Water and Wastewater
Water Infrastructure
Design
• Integrated Water
Resources Master
Planning
• Urban Water
Management Planning
(UWMPs)
• Water Supply
Assessments (WSAs)
305
Jonathan P. N. Sutter, PE
2-4
storage evaluation that identified system storage needs and recommended storage projects. The analyses included an extended period simulation (EPS) model calibration to analyze District’s operation during a Public Safety Power Shutoff (PSPS) or other major supply outage. EKI also performed analyses to evaluate the installation of new PRVs to create a new pressure zone; and the abandonment of an existing storage tank and required pump station modifications. • El Granada No. 1 Tank Demo & Booster Pump Station Upgrades. Coastside County Water District El Granada, CA. Project Manager. The District’s EG-1 tank will be removed from service due to seismic concerns and thus, the EG-1 booster pump station will need to be modified to pump directly from the former tank feed line. The District is currently reviewing the draft pre-design study which includes recommendations for tank and pump station demolition, pump selection (standard above grade or below grade pitless boosters), conceptual site layouts, construction sequencing, and opinion of probable cost.
• North Coast County Water District, Water System Hydraulic Modeling, Pacifica, CA. Project Manager/Lead Modeler. Mr. Sutter led the construction of a new hydraulic model for the District that incorporated updates to and integration the District’s GIS data, fire flow calibration testing, updated demands data, and updated operational settings. Mr. Sutter also managed a storage and zone supply analysis that considered new demand trends and recommended performance criteria. Based on the results of the evaluations, EKI developed recommending supply, storage, and fire flow related capital improvement projects. EKI has performed several on-call hydraulic modeling analyses, including assessments of operating levels and maximum fill rates for two tank replacement projects, as well as operational considerations for taking an existing tank out of service. • Park Pacific Tank Recoating and Pump Station Upgrades Design. North Coast County Water District, Pacifica, CA. Project Manager. The District’s Park Pacifica Tank requires several improvements to remain in service. Additionally, the District will be upgrading the upstream Fassler Tank. This project will provide a pre-design analysis to evaluate the modifications necessary to the Park Pacifica Pump Station to service the upper zone during the construction of the Fassler Tank, including consideration of installation of new variable frequency drive pumps, or the installation of a new or permanent hydropneumatic tank. Currently, the Park Pacifica Tank is being drained for follow up structural analysis due to the poor condition of the tank rafters found during the initial coatings assessment. • Valley of the Moon Water District, Water Master Plan and On-Call Hydraulic Modeling. El Verano, CA. Project Manager/Lead Modeler. EKI prepared the District's Water Master Plan, which will serve as the basis for the District's 25-year capital improvement program. Mr. Sutter managed the development of a zone analysis of demands; storage and supply capacity assessment; construction, calibration, and analysis of a new hydraulic model; the development of a recommended capital improvement program; and preparation of the Final Master Plan Report. Mr. Sutter also managed the evaluation of a potential site on Richards Boulevard for a new storage tank, including a hydraulic modeling evaluation and preparation of a conceptual site plan, constructability review, and opinion of costs. Mr. Sutter is currently managing on-call hydraulic modeling tasks. On-call modeling tasks have included siting and modeling assessments of potential new tanks in Glen Ellen. 306
Jonathan P. N. Sutter, PE
3-4
• Richards Tank Siting Evaluation. Valley of the Moon Water District, El Verano, CA. Project Manager.
Based on the findings of the 2019 Water Master Plan prepared by EKI, the District was considering purchasing a property to construct a new storage tank to help address emergency storage deficits and fire flow deficiencies. Mr. Pittner led the tank siting evaluation which included a hydraulic evaluation of the tank on operations and fire flow availability, preparation of conceptual site layouts, and a preliminary opinion of total project cost. While the project would have eliminated the need for two other capital improvement projects($2M), the total project cost ($4M) was unable to fit within the District’s capital improvement program budget.
• City of Lathrop, Integrated Water Resources Master Plan and On-Call Hydraulic Modeling. Lathrop, CA. Project Manager. Mr. Sutter served as project manager for the preparation of the City of Lathrop's Integrated Water Resources Master Plan, which included comprehensive updates to the Water System, Wastewater System, and Recycled Water System Master Plans. Mr. Sutter led efforts to update the City's infrastructure and land use GIS databases to develop new GIS-integrated hydraulic models, evaluate the City's potable and recycled water demands and wastewater flows projections, evaluate the City's future water supply and reliability, and develop recommended Capital Improvement Programs for each utility. Mr. Sutter led coordination efforts with the City staff and participated in the outreach efforts with the project stakeholders, including the City's development community. Mr. Sutter is currently serving as project manager for on-call hydraulic modeling for the City of Lathrop. Mr. Sutter has managed hydraulic modeling analyses to evaluate required water, sewer, and recycled water infrastructure needed to support new major developments. Potable water system analysis included fire flow and storage evaluations and modeling of developmental phasing to identify required infrastructure construction trigger points. Recycled water hydraulic analyses were conducted on multiple recycled water transmission main improvement alternatives to identify the most cost-effective solution for meeting City design requirements. • City of Brisbane, Water and Sewer System Master Plan Update and On-Call Hydraulic Modeling.
Brisbane, CA. Project Engineer/Deputy Project Manager. Mr. Sutter served as project engineer/deputy project manager for the City of Brisbane’s Sewer System Master Plan Update and Water System Mater Plan Update. Based on his analysis of the City’s sewer system infrastructure needs review of the City’s sewer system condition assessment, EKI has refined the City’s sewer system capital improvement program. Mr. Sutter also assisted with development of the updated water system capital improvement program. Through strategic analysis of fire flows, EKI shaved pipeline projects from the original water system CIP program – while still fulfilling the hydraulic design criteria – through recommending the efficient use of interties and pressure reducing valves between pressure zones.
Mr. Sutter is currently serving as the Project Manager for on-call water system hydraulic modeling the City of Brisbane. Mr. Sutter has managed the hydraulic analysis of a new Humboldt Road PRV and has identified recommended PRV sizing to increase fire flow availability to a lower pressure zone. Under Mr. Sutter’s management, EKI has also provided hydraulic modeling to support design efforts such as the Annis Road PRV and Fire Main Improvement Project and the Glen Park Pump Station Project. • City of Burlingame, On-Call Water System Hydraulic Modeling. Burlingame, CA. Project Manager. Mr.
Sutter serves as project manager for on-call water system hydraulic modeling for the City of Burlingame. At the City’s request, Mr. Sutter has managed updates to the hydraulic model to reflect 307
Jonathan P. N. Sutter, PE
4-4
the City’s updated geodatabase and hydraulic model analyses to evaluate improvement alternatives for multiple projects, including rehabilitation of a welded steel bridge crossing and a failing pipe located under a home. Hydraulic modeling analyses indicated that the City could slip line the bridge crossing and safely abandon the pipeline under the home in-place without significant reductions in fire flow availability in the area. These alternatives represented a significant cost savings compared to replacement. Additionally, based on these analyses, EKI recommended replacement of a nearby aging water line to increase fire flow.
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1-3
C. David Umezaki, PE
Principal Engineer
Mr. Umezaki has performed water, wastewater and recycled water program management for a number of cities in Northern California. In this role, he has managed several permitting, design, and construction efforts for major improvements to water and wastewater treatment plants. As part of his program management efforts, he has prepared technical evaluations, interfaced with regulatory agencies, and managed the efforts of numerous consultant teams and stakeholders on behalf of cities.
For twenty-nine years, Mr. Umezaki has also held key roles on several engineering projects, including engineering design and design review, construction review, and operation and maintenance of water, wastewater, and groundwater treatment systems. He has provided construction observation services for soil and groundwater remediation and is experienced with construction management and contract administration. Mr. Umezaki has prepared engineering documents for submittal to regulatory agencies such as the United States Environmental Protection Agency and several California Regional Water Quality Control Boards. Mr. Umezaki also evaluates technologies as part of feasibility studies, preparing cost estimates, and designing groundwater treatment systems.
Relevant Experience
• Capital Improvements Program. City of San Bruno. San Bruno, CA.
Program Manager. Mr. Umezaki served as program manager for a series of capital improvements program (“CIP”) projects for the City of San Bruno. As program manager, Mr. Umezaki monitored design budgets and schedule, manages design and construction team members, performs technical review of consultant designs, and coordinates design workshops with City staff to discuss major design issues. The projects include over 3,000 feet of water and sewer main replacement, seismic retrofits of one prestressed concrete water storage tank and one welded steel tank, storm drain improvements, and streetlight replacements.
• 2020 Urban Water Management Plans. North Marin Water
District, Marin Municipal Water District, Valley of the Moon Water District, City of Sonoma, City of Tracy, and South San Joaquin Irrigation District, Marin and Sonoma Counties, CA. Project Manager. Mr. Umezaki worked with water districts and cities in the North Bay and Central Valley to develop their 2020 Urban Water Education
• M.S., Civil (Environmental)
Engineering, Stanford
University, 1995
• B.S., Civil Engineering,
Stanford University, 1994
Registrations/Certifications
• Professional Civil Engineer,
CA (#57697)
• Forty-hour OSHA
HAZWOPER Training
Course
• 8-hour Health and Safety
Training Course for
Supervisors
Technical Expertise
• Water Supply Reliability
Studies
• Recycled Water Feasibility
Studies
• Integrated Water Planning
and Management
• UWMPs and AWSDAs
• Water, Wastewater, and
Groundwater Treatment
Systems Design and
Construction Support
• Construction Management
and Contract
Administration
• Regulatory Agency
Coordination
309
C. David Umezaki, PE
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Management Plans (UWMPs). These documents serve as updates to the agencies’ 2015 UWMPs and revise the content as per the requirements of the Department of Water Resources’ (DWRs) 2020 UWMP guidelines. As part of that effort, he compiled historical water use information, projecting future demands based on population growth and water conservation assumptions, and assessing recycled water supplies. He also prepared and made presentations at several Board and City Council meetings, including the public hearings for final approval of the UWMPs. • WQCP Wet Weather and Digester Improvements Project. City of South San Francisco. South San Francisco, CA. Deputy Program Manager. Mr. Umezaki provided program management services for the design and construction of a $50 million improvement project at the City’s Water Quality Control Plant, acting as the City representative through the design and construction phases, facilitating project decision making throughout the bidding and construction phases. As part of his program management responsibilities, assisted the City and design engineer in formulating an approach to bidding a proprietary digester equipment/process which includes a process warranty from the manufacturer.
Mr. Umezaki also acted as the City’s liaison to the State Water Resources Control Board and its Drinking Water State Revolving Fund (SRF) program staff during the construction phase. • Consolidated Treatment Facility. City of Lathrop. Lathrop, CA. Project Engineer. Mr. Umezaki performed performing program management for the City of Lathrop’s wastewater and recycled water programs for over a decade. He was the Project Engineer responsible for management of the permitting and design of the Phase 2 expansion of City of Lathrop’s Consolidated Treatment Facility, which have a capacity of approximately 2.5 million gallons per day. His work on this project has included preparation and maintenance of detailed project schedules, technical review of engineering documents, and oversight of numerous permit-related strategic, managerial, and technical tasks for the City. He was the Project Engineer responsible for management and coordination of efforts of eight consulting firms and fifteen developers as the City underwent a complex Waste Discharge Requirements (WDR) permit compliance process for its newly constructed wastewater and recycled water facilities. For this project, Mr. Umezaki successfully coordinated efforts among many parties to meet an extremely aggressive compliance schedule. In addition, Mr. Umezaki performed a detailed evaluation of the sources of high salinity detected in the City’s wastewater collection system, including a mass balance for all major sources of salinity. Based on the findings of this evaluation, he developed a salt control implementation plan that included a ban on self-regenerating water softeners and measures to control infiltration of high-salinity groundwater into the wastewater collection system.
Mr. Umezaki also assisted the City with the implementation of the self-regenerating water softener ban and developed modifications to the City standards aimed at reducing groundwater infiltration. • Clean Water Program. City of Foster City, CA. Mr. Umezaki is serving as Foster City's representative in its participation with the City of San Mateo in their Clean Water Program. The Clean Water Program is a comprehensive plan to upgrade the aging wastewater collection and treatment system with advanced infrastructure that will provide reliable services for years to come. The Wastewater Treatment Plant components of the Clean Water Program are a joint effort between the City of San Mateo and City of Foster City/Estero Municipal Improvement District (EMID). The City of Foster City is a partial owner of the Wastewater Treatment Plant. The Goals of the Clean Water Program are to:
replace aging infrastructure and facilities, build wet weather sewer system capacity assurance, and 310
C. David Umezaki, PE
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meet current and future regulatory requirements, align with the City of San Mateo and Foster City's sustainability goals. As Foster City's representative, Mr. Umezaki participates in the selection of consultants and contractors, review of technical reports, assisting with the evaluation of Foster City's share of the cost for the Clean Water Program, as well making presentations to the Foster City Council regarding the progress of the program.
• On-Call Engineering Services. City of Daly City, CA. Project Manager and Principal-In-Charge.
Performed on-call engineering services related to sanitary sewer and storm drain systems. Currently principal-in-charge on two design projects, including a water main and a sewer main. Managed oncall work including evaluation of proposal for a new discharge to sanitary sewer or storm drain system at a site located at the Serramonte Center. Project involved evaluation of potential impacts to the wastewater treatment plant if hydrocarbon containing groundwater were discharged to the plant, and later an evaluation of potential options for discharge to the storm drain under existing General Permits.
• On-Call Wastewater Projects. City of Pacifica. Pacifica, CA. Project Manager. Mr. Umezaki served as project manager for a series of on-call services contract projects at the City’s Calera Creek Water Recycling Plant (CCWRP). For the CCWRP ultraviolet disinfection system replacement project, Mr.
Umezaki prepared the RFP and related RFP addenda for engineering design services and assisted with the management and coordination of the associated pre-bid site meeting. Mr. Umezaki also assisted with the planning and initial design of the upcoming headworks channel corrosion improvement project, including developing a workplan outlining the steps for the installation of new coatings in the concrete channel and vertical concrete box downstream of the Parshall flume and upstream of the sequencing batch reactor (SBR) influent pipeline. Mr. Umezaki’s work included the initial preliminary design services and cost estimation on bypass components such as an inflatable plug, FRP bypass piping, and a sluice gate, and preliminary work sequencing. Mr. Umezaki also prepared an RFP for design services for the Arc Flash Study and Electrical Condition Assessment Project. • Recycled Water Feasibility Study. Diablo Water District and Ironhouse Sanitary District. Oakley, CA.
Project Manager. Mr. Umezaki managed a project team that prepared a Recycled Water Feasibility Study for Diablo Water District (DWD) and Ironhouse Sanitary District (ISD) that evaluates alternatives for use of recycled water produced by ISD’s Water Recycling Facility (WRF). The recycled water projects are aimed at diversifying DWD’s water supply portfolio to make it more drought-resilient. For this study, EKI prepared a recycled water market evaluation identifying and quantifying potential recycled water users within the study area, then prepared a screening assessment of sixteen conceptual alternatives against five screening criteria developed during meetings with DWD and ISD staff. Based on the results of the screening assessment, six alternatives were retained for detailed analysis. The detailed analysis included an evaluation of permitting requirements, water quality impacts, achievement of recycled water goals, costs, and energy use. The alternatives evaluated as part of this detailed analysis included park irrigation, groundwater infiltration using a spreading basin, indirect potable reuse (IPR) via deep well injection of advanced-treated recycled water, and direct potable reuse (DPR) of advanced-treated recycled water by blending with groundwater. 311
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Tyler F. Colyer, PE
Civil and Environmental Engineer
Mr. Colyer is a Professional Civil Engineer with (14) fourteen years of experience in design, planning, and construction management of potable water, wastewater, stormwater and recycled water infrastructure, as well as experience in water quality and water resources planning. He has developed and managed all phases of design, project management, construction management, budgeting, scheduling, permitting, and coordinating with and on behalf of, private clients and municipalities.
Relevant Experience
• Water System Master Plan. City of East Palo Alto, CA. Project Manager. Mr. Colyer oversaw the preparation of the City of East Palo Alto’s Water System Master Plan Update. The project included construction of a new all-pipe hydraulic model, water demand projections, a risk-based capital improvement plan and a recycled water feasibility evaluation. Cost estimates and schedules were prepared for each recommended capital improvement
project.
• Gloria Way Well Treatment System. City of East Palo Alto, CA.
Project Engineer. Mr. Colyer prepared engineering plans and specifications for the construction of a groundwater treatment system for potable water use at the City of East Palo Alto’s Gloria Way Well. The system includes a submersible well pump, iron and manganese treatment system, chemical amendments, HetchHetchy blending system with booster pump station, and a surge tank. Mr. Colyer also assisted the City with the reactivation and permitting of the existing Gloria Way Well, as well as provided engineering services during construction for the Project. In addition, Mr. Colyer worked closely with the City to secure $3 million of Proposition 84 grant funding to support the City’s groundwater development efforts and incorporated terms of two additional grants into the construction contract documents. • Pad D Well and Water Storage Tank. City of East Palo Alto, CA.
Project Engineer. Mr. Colyer prepared engineering plans and specifications for the construction of a new well and groundwater treatment system for potable water use at the future Pad D Well site. The system is anticipated to be used primarily for emergency purposes and will include a submersible well pump, chemical amendments, and a hydropneumatic tank. The City has not pursued construction for this project however, is working with a Education
• M.S., Civil and
Environmental
Engineering, University of
California, Berkeley, 2010
• B.S., Environmental
Engineering, University of
California, Riverside, 2009
Registrations/Certifications
• Professional Engineer, CA
(C #80141)
• Professional Civil Engineer
AZ (#64179)
• 40-hour OSHA HAZWOPER
Training Course
Technical Expertise
• Water Master Planning
• Infrastructure Design and
Construction Engineering
• Water Augmentation
Studies
• Recycled Water Feasibility
Studies
• Well and Monitoring Well
Design and Engineering
services
• Recharge Aquifer Design
and Construction Support
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Tyler Colyer, PE
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developer to install a fire water storage tank on the Site until the City moves forward with the Pad D Well project. The water storage tank is anticipated to be transferred to the City once additional water system improvements are made to the area near the tank. Mr. Colyer reviewed tank plans and a transfer memorandum prepared by the developer, and advised the City on incorporating the tank into it’s water distribution system.
• Saddle Tank Replacement Study. Valley of the Moon Water District, El Verano, CA. Project Engineer/Manager. Mr. Colyer served as Project Engineer and Project Manager for preparation of a site alternatives study for replacement of a fire damaged tank. The study evaluated three potential sites for a new tank, based on estimated construction cost, maintenance access, constructability, and construction duration, and determines the maximum tank capacity that can feasibly fit at each site.
Additionally, Mr. Colyer assisted the District with a Federal Emergency Management Agency (“FEMA”) grant application by providing technical documentation of the district’s current water needs in the damaged tank’s pressure zone. This documentation included evaluation of future water demands, fire flow requirements, and emergency storage needs, which determined that the District has a need for a 600,000-gallon storage tank to meet future demands in the pressure Zone. • Reservoir Improvement Projects. Alameda County Water District, Fremont, CA. Project Manager. Mr.
Colyer is currently preparing the civil and mechanical design for the structural rehabilitation of two large reservoirs (over 14 million gallons each) for the District. The project involves replacement of key valves, valve stem extensions and operators, the liner for one of the reservoirs, and general site civil work to facilitate the structural work.
• Water Storage Tanks Recoating Project. City of Burlingame, CA. Project Engineer. Mr. Colyer served as project engineer during EKI’s construction management of the stripping and recoating of key water storage tanks in Burlingame. He also provided field observation for this project, including responsibility for project logs and tracking. During tank interior recoating work, unknown extensive corrosion was found on the roof structure in two of the tanks, which required complete re building of the roofs. Mr. Colyer reviewed all structural roof re-building drawings and plans, prior to construction.
Additionally, due to the presence of lead paint on the tanks, all work was completed in a sealed, negative-pressure tent in order to protect the residences directly adjacent to the tank sites. • Recycled Water Planning Study. North Coast County Water District, Pacifica, CA. Project Manager.
Mr. Colyer oversaw the preparation of a recycled water planning study to identify recycled water users within the District’s service area and develop conceptual storage and distribution projects to serve these users. Project cost and energy use estimates were prepared for each alternative, and a recommendation for a project to pursue further. Findings were presented to the District’s Board of Directors and Mr. Colyer is continuing to advise the District on their recycled water operations and planning efforts.
• Installation of Pressure Reducing Valve Stations. Coastside County Water District. Half Moon Bay, CA.
Project Engineer. This project involved installation of (1) two new pressure reducing valve (PRV) stations, at Wave Avenue and Frontage Road and at Casa Del Mar Drive and Frontage Road, and approximately 520 linear feet (LF) of new 8-inch ductile iron pipe (DIP) between Beach Avenue and Casa Del Mar Drive to create a new pressure zone in the Casa Del Mar neighborhood and (2) installation of a new PRV station on at Grand Boulevard and approximately 140 (LF) of new 6-inch DIP 313
Tyler Colyer, PE
3-3
along Grand Boulevard to add a new connection from the District’s main transmission main to downtown Half Moon Bay. Mr. Colyer oversaw preparation of the design documents for this project. • Ferdinand Avenue Water Main Replacement. Coastside County Water District. Half Moon Bay, CA.
Mr. Colyer was the Project Engineer and oversaw the design documents for this project. Specifically, the project was for the installation of approximately 1,590 LF of 6-in ductile iron (DI) pipe to replace existing 4-in welded steel (WS) water mains on residential sections of Avenue Balboa, Carmel Avenue, Ferdinand Avenue and Vallejo Street. The project included the abandonment of a portion of the WS pipeline that crossed above Deer Creek that was susceptible to failure. The project replaced existing service connections, meter boxes, and hydrants along the pipeline alignment. • Park Avenue Well Replacement, Chestnut Exploratory Borehole, and Aquifer Storage and Recovery.
Valley of the Moon Water District, El Verano, CA. Project Manager. Mr. Colyer oversaw the design preparation for the construction and equipping of a replacement supply well at the District’s Park Avenue Well site. The well is located in fractured bedrock, and the design included a new submersible well pump, piping, appurtenances, and connections to the existing well system. The design also included the drilling of an exploratory borehole at a nearby tank site to assess whether a permanent supply well could be constructed at that location. EKI repackaged the drilling portions of the project as part of the District’s Aquifer Storage and Recovery (ASR) project, which also includes three dualnested monitoring wells at the Park Avenue and Well 5A sites. The drilling portion of the ASR project was recently completed and Mr. Colyer is providing construction and testing oversight. Mr. Colyer has recently begun the preparation of a feasibility study to determine whether the Park Avenue Well and Well 5A are suitable for ASR operations. Additionally, EKI assisted the District in obtaining approximately $3 million of drought-relief funding from the Department of Water Resources to support the ASR project. Additionally, EKI assisted the District in obtaining approximately $3 million of drought-relief funding from the Department of Water Resources to support the ASR project. • Mechanical Design for a New Supply Well. Valley of the Moon Water District, El Verano, CA. Project Manager and Project Engineer. Mr. Colyer prepared the mechanical design for the construction of a new supply well, which included a new submersible well pump, piping, and appurtenances, and rehabilitation of an existing iron and manganese filtration system. Mr. Colyer oversaw the project’s construction management services and worked with the District to develop and implement a zone testing program to identify the source of hydrogen sulfide odors in the well. • Mechanical Design of a Ferric Chloride Chemical System. Valley of the Moon Water District, El Verano, CA. Project Manager. Mr. Colyer served as Project Manager for the mechanical design of a ferric chloride chemical storage and injection system at the District’s Well 5A for removal of Arsenic.
Project components include a packaged dosing pump skid, chemical tote containment, chemical feed piping, shower/eyewash combination unit, and modifications to the existing process piping to facilitate chemical injection. To support District operations at the well, Mr. Colyer also prepared a handling and disposal alternatives analysis for the water treatment residuals that will contain arsenic removed by the ferric chloride chemical feed system. This analysis evaluated cost, maintenance, and operations factors for concrete drying beds, cartridge filtration, and direct disposal of the liquid residuals, and found that disposal of the liquid residuals was the most cost-effective method to handle the residuals.
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Christopher Pittner, PE, QISP
Environmental/Civil Engineer
Mr. Pittner hassix years of experience in potable water, recycled water and wastewater systems design. Specifically, distribution hydraulic modeling, design CIP cost estimation, master planning of water supplies and distribution system improvements. Mr. Pittner is efficient at identifying system deficiencies and recommending improvements to improve system capacities, simplify operations, and improve system resiliency and redundancy. He is involved with design of more than 2,600-LF of water pipes for public and private agencies. Mr. Pittner has knowledge in water and wastewater treatment, water resources, geotechnical engineering, and construction and operations testing of wastewater treatment systems.
Relevant Experience
• El Granada No. 1 Tank Demo & Booster Pump Station Upgrades.
Coastside County Water District El Granada, CA. Project Engineer.
The District’s EG-1 tank will be removed from service due to seismic concerns and thus, the EG-1 booster pump station will need to be modified to pump directly from the former tank feed line. The District is currently reviewing the draft pre-design study which includes recommendations for tank and pump station demolition, pump selection (standard above grade or below grade pitless boosters), conceptual site layouts, construction sequencing, and opinion of probable cost.
• Park Pacific Tank Recoating and Pump Station Upgrades Design.
North Coast County Water District, Pacifica, CA. Project Engineer.
The District’s Park Pacifica Tank requires several improvements to remain in service. Additionally, the District will be upgrading the upstream Fassler Tank. This project will provide a pre-design analysis to evaluate the modifications necessary to the Park Pacifica Pump Station to service the upper zone during the construction of the Fassler Tank, including consideration of installation of new variable frequency drive pumps, or the installation of a new or permanent hydropneumatic tank.
Currently, the Park Pacifica Tank is being drained for follow up structural analysis due to the poor condition of the tank rafters found during the initial coatings assessment.
• Richards Tank Siting Evaluation. Valley of the Moon Water District, El Verano, CA. Project Engineer. Based on the findings of the 2019 Water Master Plan prepared by EKI, the District was considering purchasing a property to construct a new storage tank Education
• M.S.c, Civil and
Environmental
Engineering, California
Polytechnic State
University San Luis
Obispo, 2018
• B.S., Environmental
Engineering, California
Polytechnic State
University San Luis
Obispo, 2018
Registrations/Certifications
• Professional Civil
Engineer, California No.
93576
• Qualified Industrial
Stormwater Practitioner
(QISP)
Technical Expertise
• Water, Wastewater, and
Recycled Water Master
Planning
• CIP Program
Development
• Hydraulic Modeling
• Infrastructure Design
and Construction
Engineering
315
Christopher Pittner, PE, QISP
2-2
to help address emergency storage deficits and fire flow deficiencies. Mr. Pittner prepared the tank siting evaluation which included a hydraulic evaluation of the tank on operations and fire flow availability, preparation of conceptual site layouts, and a preliminary opinion of total project cost.
While the project would have eliminated the need for two other capital improvement projects($2M), the total project cost ($4M) was unable to fit within the District’s capital improvement program budget.
• Water Master Plan. Valley of the Moon Water District. El Verano, CA. Project Engineer. EKI has prepared the Valley of the Moon Water District's Water Master Plan which will serve as the basis for the District's 25-year capital improvement program. Completed work on the Master Plan includes a zone analysis of demands; a storage and supply capacity assessment; construction, calibration, and analysis of a new hydraulic model; and development of a recommended capital improvement program. Based on these efforts, Mr. Pittner has identified system deficiencies and recommended improvements to improve system capacities, simplify operations, and improve system resiliency and redundancy.
• Glen Park Pump Station Upgrades Project. City of Brisbane. Brisbane, CA. Project Engineer. Mr.
Pittner is currently designing the replacement of the Glen Park Pump Station, a critical component of the City's potable water distribution system, pumping to fill the 500,000-gallon Margaret Tank and serve residents located in the highest-pressure zones in the City's system. Mr. Pittner began by updating the existing hydrant model to better represent current operations and size the new pumps.
During this process, EKI conducted pump tests that indicated a discrepancy between the modeled system and observed results and identified a hydraulic restriction in the City's distribution system that was limiting flow from the pump station. Through this analysis EKI recommended a short intertie to that will provide significant cost savings in pump sizing and operational energy costs for the City. • Integrated Water Resources Master Plan. City of Lathrop, CA. Project Engineer. This project includes comprehensive updates to the City’s Water System, Wastewater System and Recycled Water System Master Plans and associated CIPs. Mr. Pittner has updated the City's infrastructure and land use GIS databases to develop new GIS-integrated water and recycled water hydraulic models, calibrated hydraulic models with fire hydrant flow data. Additionally, he evaluated the City's potable and recycled water demands, wastewater flows projections, as well as the City's future water supply and reliability. Mr. Pittner also assisted in updating the City's 2015 Urban Water Management Plan, which includes an evaluation of the City's future water supply and reliability, as well as conservation efforts.
Based on the successful completion of the IWRMP in 2015, Mr. Pittner is currently assisting with the 2023 update to the City’s IWRMP.
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Yuqing Gao, EIT
Civil/Environmental Engineer
Ms. Gao provides technical support for a broad range of civil engineering and water resource planning projects. She has extensive experience with wet utility design, master planning, data processing, data visualization, technical writing, and project management. Her educational background in civil and environmental engineering combined with her skills in hydrological and hydraulic modeling with various software (InfoWater Pro, PCSWMM, Flo-2D, InfoSWMM, InfoMaster, and AquaTwin), wet infrastructure condition assessment, all phases of civil design via AutoCAD make Yuqing a strong asset on civil engineering and planning projects including Water System Master Plans, Urban Water Management Plans, on-call hydraulic modeling, Water Supply Assessments, and CIP budgeting for various agencies.
Relevant Experience
• Water System Master Plan, Multiple Water Suppliers, California.
Ms. Gao worked with various cities and agencies in the Northern California and Central Valley area to develop their WSMPs, including Cities of East Palo Alto, Lathrop, Morgan Hill, Gilroy, Pittsburg, and Hanford. Her responsibilities include analyzing existing water supply data and billed water usage and projecting future water demand, identifying service area wide land use and resolving GIS data discrepancies, constructing or updating and validating legacy hydraulic model, water system capacity evaluation for existing condition and anticipated future expansions, developing capital improvement projects to address the deficiencies of the Cities’ current system or to accommodate future growth, drafting and finalizing the reports.
• Hydraulic Modeling and Evaluations. Multiple locations, California. Ms. Gao worked with multiple hydraulic models and conducted various hydraulic evaluations for cities and agencies in Northern and Southern California, including the North Coast County Water District, LA County Waterworks District, Coachella Valley Water District, Crescenta Valley Water District, Cities of East Palo Alto, Lathrop, Mogan Hill, Beaumont, and Whittier. Her tasks include evaluating tank storage capacity, analyzing supply pumping capacity, utilizing hydraulic models to perform feasibility studies for new developments/improvements in various fields, and providing immediate modeling responses to emergency service disruptions (e.g., storage tank failure, fire emergencies). Ms. Gao Education
• M.S., Civil Engineering,
University of Florida,
2021
• B.S., Environmental
Engineering, Dalian
University of
Technology, 2018
Registrations/Certifications
• Engineer-in-Training
(EIT), CA, (#173972)
Technical Expertise
• Water System Master
Planning
• Hydraulic Modelling
• Water Supply
Assessments
• Potable Water Reuse
Alternatives
• Utility Design
317
Yuqing Gao, EIT
2-2
is highly proficient in performing fire flow analysis, water/sewer main capacity evaluation, improvement alternative recommendations, hydraulic modeling solutions and action recommendations to ensure service reliability, and technical memoranda preparation. • Water Distribution/Wastewater Collection/Storm Drain Collection System Hydraulic Model Development, Multiple Locations, California. Ms. Gao is the project engineer of water system hydraulic model development projects for the Cities of Bakersfield, Lathrop, Woodlake, Soledad, and Travis AFB, and the project engineer of the hydraulic model development projects for the City of Yakima Wastewater and Storm Drain systems. Her responsibilities include coordination with the various agencies, construction, validation, and calibration of new hydraulic models that were integrated with geodatabase and asset management information associated with each system, development of demand factors and peaking factors, evaluation of the capacity of the overall system under various scenarios, identification of hydraulic capacity improvement projects to address the deficiencies of the Cities’ current systems, and providing opinions of probable cost for those projects. • Urban Water Management Plan, City of Corcoran, California. Tasks include providing support to compile historical water use information, project future demands based on population growth and water conservation assumptions and assessing the water loss. Ms. Gao evaluated their progress in reaching their targeted reductions as per Senate Bill X7-7 and their State Water Resources Control Board (SWRCB) mandated water conservation target, water supply reliability, as well as demand management measures as they relate to supply reliability and demographic projections going forward.
• Water Supply Assessments, Multiple locations, California and Washington. Project Engineer. Ms. Gao helped prepare SB-610-compliant Water Supply Assessment (WSA) for cities and agencies including Cities of Gonzales, Morgan Hill, and Lancaster, Los Angeles County Waterworks District. She helped develop water demand projections for new mixed-use development and evaluated the sufficiency of the available water supplies to meet the total project and existing system water demands, including in normal year, dry year, and multiple dry year conditions. She also drafted the informative graphics and tables based on the information gathered.
• Recycled Water Feasibility Study, Diablo Water District and Ironhouse Sanitary District, California.
Ms. Gao worked as the Project Engineer and helped identify the permitting requirements and develop cost estimates along with 30-year cash flow projections for the Indirect Potable Reuse alternative and Direct Potable Reuse alternative. Ms. Gao prepared the total present value and revenue projections under multiple scenarios, i.e., different combinations of founding sources, to quantify the cost per hundred cubic feet of potable water served by the alternative that the client elected to proceed. • Wet Infrastructure Condition Assessment, Multiple locations, California and Washington. Project Engineer. Ms. Gao conducted condition assessmentsfor the water system for the City of Pittsburg and the sewer systems for the Cities of South San Francisco and Yakima. Her responsibilities include using field inspection data, asset information, and task order records to determine pipeline risk, developing specific risk and decision matrix, prioritizing identified extreme and high-risk pipes, and estimating rehab costs.
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Jaclyn Catania
GIS Lead
Ms. Catania has five (5) years of experience as a GIS analyst generating high-quality, detailed-oriented figures and visualizations of data for reports, field sampling programs, presentations, and analysis. She has a strong understanding of spatial data concepts, projection systems, data management, geodatabases, georeferencing, and digitization, including proficiency with geospatial data files. Ms. Catania provides cartographic and analytic support for figures and visualizations of data for a variety of projects, including GIS models and data web applications for SGMA implementation. She is also extremely proficient in software programs such as QGIS, ArcGIS Field Maps, ArcGIS Survey 123, Surfer, Voxler, and AutoCAD.
Relevant Experience
• Water System Hydraulic Modeling. North Coast County Water District, California. GIS Lead. EKI worked with the District to prepare the Integrated Water Resources Master Plan which included comprehensive updates to the Water System,
Wastewater System, and Recycled Water System. Ms. Catania edited and updated the District's GIS feature classes. She also oversaw updates and geoprocessing performed by technical staff members. Additionally, Ms. Catania lead a team that designed a web application for the District to view, interact, and analyze water and sewer data. Part of her scope was creating an oversized map of District’s water and sewer lines for display at its headquarters.
• Water Master Plan. Valley of the Moon Water District, California. GIS Analyst. EKI created a new water system geodatabase by converting the District’s legacy AutoCAD map books and updating the GIS layers based on recent as-built records, and interviews with operators. Ms. Catania supported technical staff with geodatabase management, pre-processing of data-sets, basic geoprocessing, and geospatial analysis. Additionally, she created dozens of figures for the final product deliverables to the District.
• On-Call Water System Hydraulic Modeling City of Burlingame, California. GIS Analyst. EKI managed updates to the hydraulic model to reflect the City’s updated geodatabase and hydraulic model. Ms.
Catania supported technical staff with geodatabase management, pre-processing of data-sets, basic geoprocessing, and geospatial analysis. Additionally, Ms. Catania oversaw the final product deliverables to the City.
• GIS Services. East Bay Regional Park District, California. GIS Lead. EKI created a database for the District in order to standardize field data entries and historical information. Ms. Catania proposed data management solutions at multiple price points and time constraints. She also designed, built, and presented a relational GIS database for a pond along with species observations. Additionally, Ms.
Education
• M.S., Geography with
Certificate in GIS
Technology, East Carolina
University, 2015
• B.A., Geography & GIS,
Emphasis in Physical
Geography & Geology,
Hofstra University, 2013
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Jaclyn Catania
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Catania created a field application to add database entries during field survey events. The new relational database in GIS included photos as attributes, valid value enforcement, and multiple avenues of editing and interacting with data. Ms. Catania oversaw the migration of the District’s historical data to the new database format and provided District staff with instructional guidelines and training materials for successful internal rollout. • Brownfields Investigation and Reuse Planning. New Haven, Connecticut. GIS Analyst. EKI is currently assisting the developers of the site which consists of 100+ acres with environment investigation and remedial planning. Ms. Catania is a GIS Analyst on the project where she is supporting field staff with the creation of a GIS application for data collection. Ms. Catania created a geodatabase for field data and historical data. At the same time, she is overseeing the migration of dozens of historical figures provided by another consultant from ArcMap to ArcGIS Pro. • Environmental Investigation for the Redevelopment of a Former Industrial Site. Emeryville, California. GIS Lead. EKI conducted a Phase I Environmental Site Assessment (ESA) and conducted Phase II Environmental Investigation to remediate a contaminated site that is to be redeveloped into a mixed commercial and urban residential complex. Ms. Catania centralized and organized shapefiles from multiple data sources with decades of data into a single file geodatabase. Ms. Catania also oversaw the consistency in data storage and metadata creation with all the technical staff involved in the project.
• SGMA Support. Marina Coast Water District, California. GIS Lead. EKI provides SGMA support to the District, including preparing a highly-ranked Proposition 1 grant proposal to obtain funding support for GSP preparation, development of a SGMA “Road Map”, data-gap analysis, and ongoing development of core GSP elements (i.e., HCM, groundwater conditions assessment, and SMC development) for the Monterey Subbasin. Ms. Catania supported technical staff with geodatabase management, pre-processing of data-sets, basic geoprocessing, and geospatial analysis. • White Wolf Subbasin Groundwater Sustainability Agency (GSA) GSP Development. Tejon-Castac Water District, California. GIS Lead. EKI is currently assisting with the GSP development for the White Wolf GSA. Ms. Catania supported technical staff with geodatabase management, pre-processing of data-sets, basic geoprocessing, and geospatial analysis. • SGMA Support. Arvin-Edison Water Storage District, California. GIS Analyst. EKI is providing strategic technical support to AWSD in its response to SGMA in the newly created White Wolf Subbasin and in the Kern County Subbasin, including with GSA formation and GSP preparation. EKI is overseeing the development of a hydrogeologic conceptual model of the District and the southern portion of the Kern Subbasin, and developing a 20-year water budget that includes natural and imported water sources, groundwater pumping, the operation of local and regional water banks, and various water demands. Ms. Catania supported technical staff with geodatabase management, pre-processing of data-sets, basic geoprocessing, and geospatial analysis. • SGMA Support. Olcese Water District, California. GIS Analyst. EKI is providing strategic technical support to the District in its response to SGMA in the Kern County Subbasin, including with GSP preparation. Ms. Catania supported technical staff with geodatabase management, pre-processing of datasets, basic geoprocessing, and geospatial analysis. 320
Elijah A. Davidian, AICP, LEED AP
Principal Environmental Planner
Environmental Science Associates
esassoc.com
Elijah has 18 years of experience working on environmental planning projects with a focus on coastal resource planning and regulatory compliance. His responsibilities primarily include project management and technical support in the areas of CEQA, NEPA, and environmental regulatory permitting for a variety of project types throughout California.
Elijah has extensive experience with projects involving water resources infrastructure, open space and recreation management, coastal land use policy and planning, and renewable energy. Prior to joining ESA, Elijah served as staff to the California Coastal Commission, the agency charged with regulating land use planning and development along the State’s 1,100-mile Pacific coastline.
Relevant Experience
Coastside County Water District, Miramar Pipeline Replacement Project, San Mateo County, CA. Project Director. As a subconsultant to EKI Environment & Water, Inc., Elijah is directing a team of ESA environmental and regulatory specialists in the environmental review and permitting for CCWD’s installation of a new 600-foot segment of 10-inch ductile iron pipe through a freshwater wetland in the Miramar neighborhood of unincorporated San Mateo County. To date, ESA has prepared a biological resources assessment technical memorandum. Future work is expected to include development of CEQA documentation and environmental regulatory permit applications.
Coastside County Water District, Highway 92 Emergency Pipeline Replacement Project, San Mateo County, CA. Project Director. As a subconsultant to EKI Environment & Water, Inc., Elijah is directing a team of ESA environmental and regulatory specialists in the environmental review and permitting for CCWD’s repair of a 12-inch water pipeline, including at 3 creek crossings, along Highway 92, in the Half Moon Bay area of unincorporated San Mateo County. To date, ESA has prepared a permitting strategy memorandum, biological resources assessment technical memorandum, CEQA categorical exemption memorandum, and environmental regulatory permit applications (RWQCB and CDFW).
North Coast County Water District, San Pedro Creek Diversion Project, Pacifica, CA.
Project Director. As a subconsultant to EKI Environment & Water, Inc., Elijah is directing a team of ESA environmental and regulatory specialists in the environmental planning stage of NCCWD’s removal and replacement of a water supply diversion structure in the South Fork of San Pedro Creek. To date, ESA has prepared a biological resources assessment technical memorandum. Future will include development of a permitting strategy memorandum.
City of Pacifica, Beach Boulevard Infrastructure Resiliency Project, Pacifica, CA.
Project Manager. As subconsultant to GHD, Inc., Elijah is leading an interdisciplinary team of ESA coastal engineering, environmental, and regulatory specialists in the development of design and environmental compliance documents in support of the Beach Boulevard
EDUCATION
M.S., Natural Resource
Policy, University of
Michigan, Ann Arbor
M.U.P., University of
Michigan, Ann Arbor
B.A., Environmental
Studies, University of
California, Santa Cruz
18 YEARS’ EXPERIENCE
CERTIFICATIONS/
REGISTRATION
American Institute of
Certified Planners (AICP)
LEED Accredited
Professional, US Green
Building Council
321
Elijah A. Davidian, AICP, LEED AP (Continued)
Principal Environmental Planner
Environmental Science Associates
esassoc.com
Infrastructure Resiliency Project. The project involves development of a new shoreline armoring system, including a seawall, rock scour apron, and beach nourishment, to protect critical infrastructure and homes along an approximately 1,700-foot stretch of Beach Boulevard, in the city of Pacifica. The project also includes a number of public access and recreational amenities, such as landscape plantings, improved wayfinding signage and enhancements for pedestrians and bicyclists (e.g., new paving, designated bicycle lanes, and bicycle parking), and new beach access, among others.
ESA has deployed instruments to collect wave and water level information to support project design, conducted coastal hazards and beach nourishment assessments, and prepared initial CEQA documentation. Future work is expected to include development of an Environmental Impact Report and environmental regulatory permits.
City of Pacifica, Pacifica Draft LCP Update, Pacifica CA. Senior Coastal Planner. ESA assisted the City of Pacifica with an update of its Local Coastal Program (LCP) to address sea level rise. ESA assessed the city’s vulnerability to coastal hazards associated with sea level rise, erosion, and coastal flooding. The assessment, in coordination with stakeholder input, informed development of an adaptation plan that includes short-term prioritized actions as well as a monitoring framework with triggers for future actions. The adaptation plan measures were translated into policy for inclusion in the City’s LCP update. Elijah served as senior policy advisor and contributed to development of the policy framework.
San Mateo County Parks Department, Memorial Park Wastewater Treatment Improvements Project, Pescadero, CA. Project Manager. Elijah managed ESA’s CEQA and permitting work in support of San Mateo County’s Memorial Park Wastewater Treatment Facilities Improvement Project. The project involved decommissioning and replacing the park’s wastewater treatment plant, repairs and replacements of pipes and manholes, and other necessary upgrades to the wastewater treatment system from wastewater conveyance to disposal. The project site is located in a coastal redwood forest, adjacent to Pescadero Creek, within critical habitat for endangered species, and near several documented archaeological sites. ESA prepared biological and cultural resources reports to document baseline conditions within the park, and assisted in crafting a project that is protective of sensitive resources while minimizing likelihood that resource agency permits would be required. ESA staff also assisted with CEQA compliance through the preparation of an IS/MND, which evaluates the potential effects of project construction and operations across 18 environmental topics. The IS/MND was adopted in April 2019. The Project was constructed in 2020.
San Mateo County, Moss Beach/Seal Cove Roads Improvement Project IS/MND and Permitting, Moss Beach, CA.
Project Manager. Elijah managed the environmental review, design, and permitting of this coastal San Mateo County roadway and drainage improvement project. The project involved upgrades to three existing roads and construction of vegetated swales to comply with the C.3 provisions of its Regional Stormwater Permit. ESA designed the swale project, conducted the CEQA analysis, and obtained the permits necessary to support project implementation.
San Mateo County, Alpine Road Trail Improvement Project Design, IS/MND, and Permitting, Palo Alto, CA. Project Manager. Elijah managed a team of ESA staff in support of the County’s efforts to upgrade and stabilize a 1.8-mile segment of the Alpine Road Trail near Palo Alto in unincorporated San Mateo County. ESA engineers designed biotechnical bank-stabilization measures, including live-log crib walls, to protect the bank and trail from further erosion, while softening the project’s long-term effect on the creek channel. Elijah managed ESA staff’s preparation of engineering design documents, technical studies, an IS/MND (adopted in January 2016), regulatory permit applications, and agency consultations. The project was constructed in 2017. 322
Tiffany Edwards, PMP
Senior Environmental Planner
Environmental Science Associates
esassoc.com
Tiffany is a planner, project manager and environmental analyst with a background in wetland ecology and restoration. She leads and assists in the preparation of CEQA and NEPA documents and regulatory permit applications for water utilities, energy, and community development projects. Prior to joining ESA Tiffany worked for many years in nonprofit land trust management, wetland ecology, and urban planning, and is experienced in permitting and project management.
Relevant Experience
Calistoga Joint Unified School District, Napa River Streambank Restoration Planning, Napa County, CA. Task Manager. ESA provided planning services including design, regulatory consultation and permitting, construction support, and postconstruction monitoring for restoration of an eroded streambank adjacent to the Calistoga Elementary School. Tiffany was the task manager for the completion and submittal of a Categorical Exemption 15333 Small Habitat Restoration Project for CEQA compliance.
City of Calistoga, Bell Canyon Intake Tower and Valve House Project, St. Helena, CA.
Project Manager. As subconsultant to Mead & Hunt, Tiffany is leading an interdisciplinary team of ESA environmental and regulatory specialists in the development of environmental compliance documents in support of the Bell Canyon Intake Tower and Valve House Project. The project includes repairs and upgrades to the Bell Canyon Dam intake tower and valve house, including in-water work within Bell Creek and Bell Canyon Reservoir. Tiffany is leading the ESA team in developing an Initial Study/Mitigated Negative Declaration for the project.
Coastside County Water District, Environmental Permitting Services. Project Manager. Tiffany was the project manager for biological assessments and CEQA, NEPA, FEMA and regulatory permitting guidance for water main repair and improvements in Half Moon Bay. The District was seeking Federal Emergency Management Agency (FEMA) funding to help cover a portion of the emergency restoration along segments of the pipeline damaged during the 2022/2023 winter storms. Given the emergency conditions, the potential for federal funding, and its location within the coastal zone and adjacent to the creek, the project faces a unique and complex set of environmental regulatory considerations. To help the District navigate this process, Tiffany managed ESA technical specialists and lead the development of an environmental regulatory permitting strategy memo for the project. Tiffany was also the project manager for a smaller pipeline assessment in Half Moon Bay’s Miramar neighborhood.
North Coast County Water District, San Pedro Creek Diversion Project, Pacifica, CA.
Deputy Project Manager. As a subconsultant to EKI Environment & Water, Inc., Tiffany is coordinating a team of ESA environmental and regulatory specialists in the environmental planning stage of NCCWD’s removal and replacement of a water supply diversion
EDUCATION
Master of Environmental
Management, Duke
University
B.A., Geography,
University of California,
Los Angeles
14 YEARS’ EXPERIENCE
CERTIFICATIONS/
REGISTRATIONS
Project Management
Institute, PMP Credential
3225115
Wetland Training
Institute, Wetland
Delineation Refresher
Course May 2022
USACE Wetland
Delineation Training
PROFESSIONAL
AFFILIATIONS
California Native Plant
Society
San Francisco Bay Area
Planning and Urban
Research Association
323
Tiffany Edwards, PMP (Continued)
Senior Environmental Planner
Environmental Science Associates
esassoc.com
structure in the South Fork of San Pedro Creek. To date, ESA has prepared a biological resources assessment technical memorandum. Future work will include development of a permitting strategy memorandum. Tiffany is responsible for coordinating with team members, preparing and reviewing technical memorandums, researching and hiring contractors, and project management including invoicing and reporting.
Sonoma Water North San Pablo Bay Phase II Feasibility Study Environmental Assessment, Marin County, CA.
Deputy Project Manager; Task Manager. Tiffany is supporting environmental services as a part of a master services agreement with Marin Water (formerly Marin Municipal Water District). Tiffany is the deputy project manager for the NEPA document for the North San Pablo Bay Phase II Feasibility Study EA, a programmatic assessment of proposed recycled water projects on behalf of the North Bay Water Reuse Authority (NBWRA) Member and Cooperating Agencies.
Tuolumne Band of Me-Wuk Indians and Tuolumne Utilities District Teleli Golf Course Recycled Water Line, Tuolumne County, CA. Project Manager. The Tuolumne Band of Me-Wuk Indians has entered into an agreement with the Tuolumne Utilities District (TUD) to receive tertiary treated recycled water from TUD’s wastewater treatment facility in Sonora, Tuolumne County including a new pipeline that will be constructed and connected to TUD’s existing recycled water pipeline and routed to the Tribe’s Teleli Golf Course. ESA is leading CEQA permitting review for the proposed project, which includes crossing Sullivan Creek, a perennial stream with the potential to impact aquatic, biological and riparian resources. Tiffany is the project manager for the Initial Study/Mitigated Negative Declaration. 324
2001 Junipero Serra Boulevard, Suite 300
Daly City, CA 94014
(650) 292-9100 | Fax (650) 552-9012 | Ekiconsult.com
Pictures Courtesy:
https://stanforddaily.com/2020/05/13/despite-setbacks-east-palo-alto-persists-in-effort-for-covid-19-testing-site/ https://epasun.org/
325
EKI C40163 | 18 July 2024
COST PROPOSAL FOR
Engineering Services to
Conduct Water Storage
Tank Siting Study
326
TOTAL CAD/ GIS G4 - Yuqing Gao G2 - Chris Pittner SUPII - Tyler Colyer SUPI - Jonathan Sutter PRI - Dave Umezaki TOTAL EKI Labor, including 4% Comm. Charge (1) Assoc. 4 - Logan Sakai GIS - Wes McCullough Mngr 1 - Ashleigh Sims Sen 3 - Liza Ryan Sen 5 - Tiffany Edwards Pri 3 - Eli Davidian Consultant Fees and Expenses TOTAL Subconsultnat Labor and ODC's MARKUP ON SUBCONSULTANT COSTS TOTAL SUBCONSULTANT COSTS (1) CAD/GIS Charge (per hour) OTHER DIRECT COSTS (2) TOTAL EXPENSES (1) 148 187 227 310 323 333 ($) 177 192 189 192 233 265 ($) 15% ($) $20 10% ($) ($) Task 1 - Project Management
Subtask 1.1 – General Project Management
General Project Management, Coordination and Communications 12 2 $4,724 $0 $0 $4,724 Monthly Invoice and Status Reports 6 $2,016 $0 $0 $2,016 $0 $0 $0
Kickoff Meeting (virtual) 3 2 2 $2,025 $0 $0 $2,025
Monthly Progress Meetings (5 virtual meetings) 15 10 5 $8,445 $0 $0 $8,445 Subtask 1.3 - Stakeholder and Property Owner Coordination 15 5 $5,153 $0 $0 $5,153 Subtotal 0 0 33 17 25 2 $22,362 0 0 0 0 0 0 $0 $0 $0 $0 $0 $0 $22,362 Task 2 - Supplemental Technical Memorandum
Subtask 2.1 – Preparation of Supplemental Technical Memorandum Develop map of potential sites and perform initial screening 16 16 4 2 2 $8,228 $0 $320 $320 $8,548 Evaluate Up to Five Potential Tank Locations 15 10 8 2 2 $9,222 $0 $0 $9,222 Hydraulic modeling 20 8 $6,577 $0 $0 $6,577
Conceptual site plans 30 16 6 $14,256 $0 $0 $14,256
Conceptual-level cost estimates 16 4 $5,067 $0 $0 $5,067 Prepare Draft Supplementary Technical Memorandum 24 24 12 4 4 $16,931 $0 $0 $16,931 Prepare Final Supplementary Technical Memorandum 12 8 4 2 2 $6,876 $0 $0 $6,876 Subtask 2.2 – Screening of CEQA Requirements
ESA Desktop Analysis and Memorandum 2 4 $1,762 2 10 14 12 46 4 $1,231 $20,233 $3,035 $23,268 $0 $25,030 Subtask 2.3 – 3D Rendering of Proposed Improvements
Develop 3D Models and renderings for up to three sites 48 6 8 $12,010 $0 $960 $960 $12,970 Finalize Renderings 12 2 2 $3,164 $0 $240 $240 $3,404
Subtotal 76 87 90 60 34 10 $84,093 2 10 14 12 46 4 $20,233 $3,035 $23,300 $1,520 $0 $1,500 $108,881 Task 3 - City Council Presentations
Prepare presentations for two City Council Meetings 12 4 4 2 $5,660 $0 $0 $5,660 Attend and present at two City Council Meetings (virtual) 8 $2,687 $0 $0 $2,687 Subtotal 0 12 0 4 12 2 $8,347 0 0 0 0 0 0 $0 $0 $0 $0 $0 $0 $8,347 TOTAL: 76 99 123 81 71 14 $114,802 2 10 14 12 46 4 $1,231 $20,233 $3,035 $23,268 $1,520 $0 $1,500 $139,590 TASKS
EKI Labor Subconsultant Labor Expenses
Subtask 1.2 – Project Meetings
COST PROPOSAL: CITY OF EAST PALO ALTO WATER STORAGE TANK SITING STUDY City of East Palo Alto
Water Storage Tank Siting Study (CIP Project WS-09) 1
Notes:
(1) A communications charge of 4% of labor costs covers e-mail access, web conferencing, cellphone calls, messaging and data access, file sharing, local and long distance telephone calls and conferences, facsimile transmittals, standard delivery U.S. postage, and incidental inhouse copying. (2) "Other Direct Costs" includes direct expenses, as listed below, incurred in connection with the work and will be reimbursed at cost plus ten percent (10%) for items such as:
a. Maps, photographs, reproductions, printing, equipment rental, and special supplies related to the work. b. Consultants, soils engineers, surveyors, drillers, laboratories, and contractors. c. Rented vehicles, local public transportation and taxis, travel and subsistence. d. Special fees, insurance, permits, and licenses applicable to the work. e. Outside computer processing, computation, and proprietary programs purchased for the work. 327
Client/Address: City of East Palo Alto
1960 Tate Street
East Palo Alto, CA 94303
Proposal/Agreement Date: 18 July 2024 EKI Proposal/Project # C40163.00 SCHEDULE OF CHARGES FOR EKI ENVIRONMENT & WATER, INC. 1 January 2024 Personnel Classification Hourly Rate
Officer and Chief Engineer-Scientist 345
Principal Engineer-Scientist 333
Supervising I, Engineer-Scientist 323
Supervising II, Engineer-Scientist 310
Senior I, Engineer-Scientist 297
Senior II, Engineer-Scientist 286
Associate I, Engineer-Scientist 275
Associate II, Engineer-Scientist 259
Engineer-Scientist, Grade 1 241
Engineer-Scientist, Grade 2 227
Engineer-Scientist, Grade 3 209
Engineer-Scientist, Grade 4 187
Engineer-Scientist, Grade 5 165
Engineer-Scientist, Grade 6 144
Project Assistant 135
Technician 129
Senior GIS / Database Analyst 170
CADD Operator / GIS Analyst 148
Senior Administrative Assistant 162
Administrative Assistant 128
Secretary 108
Direct Expenses
Reimbursement for direct expenses, as listed below, incurred in connection with the work will be at cost plus fifteen percent (15%) for items such as:
a. Maps, photographs, reproductions, printing, equipment rental, and special supplies related to the work. b. Consultants, soils engineers, surveyors, drillers, laboratories, and contractors. c. Rented vehicles, local public transportation and taxis, travel, and subsistence. d. Special fees, insurance, permits, and licenses applicable to the work. e. Outside computer processing, computation, and proprietary programs purchased for the work.
A Communication charge for e-mail access, web conferencing, cellphone calls, messaging and data access, file sharing, local and long distance telephone calls and conferences, facsimile transmittals, standard delivery U.S. postage, and incidental in-house copying will be charged at a rate of 4% of labor charges. Large volume copying of project documents, e.g., bound reports for distribution or project-specific reference files, will be charged as a project expense as described above.
Reimbursement for company-owned automobiles, except trucks and four-wheel drive vehicles, used in connection with the work will be at the rate of sixty cents ($0.60) per mile. The rate for company-owned trucks and four-wheel drive vehicles will be seventy-five cents ($0.75) per mile. There will be an additional charge of thirty dollars ($30.00) per day for vehicles used for field work. Reimbursement for use of personal vehicles will be at the federally allowed rate plus fifteen percent (15%).
CADD and other specialized software computer time will be charged at twenty dollars ($20.00) per hour. In-house material and equipment charges will be in accordance with the current rate schedule or special quotation. Excise taxes, if any, will be added as a direct expense.
Rate for professional staff for legal proceedings or as expert witnesses will be at a rate of one and one-half times the Hourly Rates specified above.
The foregoing Schedule of Charges is incorporated into the Agreement for the Services of EKI Environment & Water, Inc. and may be updated annually.
328
1 EXHIBIT B
Environmental Science Associates &
Subsidiaries: 2024 Schedule of Fees
I. Personnel Category Rates
Charges will be made at the Category hourly rates set forth below for time spent on project management, consultation or meetings related to the project, field work, report preparation and review, travel time, etc. Time spent on projects in litigation, in depositions and providing expert testimony will be charged at the Category rate times 1.5.
LABOR CATEGORY BILLING
STEP I
BILLING
STEP II
BILLING
STEP III
BILLING
STEP IV
BILLING
STEP V
BILLING
STEP VI
Senior Principal
Consultant
$255 $282 $311 $341 $371 $401
Principal Consultant $210 $238 $265 $293 $321 $349
Managing Consultant $189 $211 $234 $256 $278 $300
Senior Consultant $155 $171 $192 $212 $233 $253
Associate Consultant $137 $151 $164 $177 $190 $203
Consultant $104 $117 $129 $143 $156 $169
Project Technician $75 $97 $119 $142 $164 $186
(a) The range of rates shown for each staff category reflects ESA staff qualifications, expertise and experience levels. These rate ranges allow our project managers to assemble the best project teams to meet the unique project requirements and client expectations for each opportunity.
(b) From time to time, ESA retains outside professional and technical labor on a temporary basis to meet peak workload demands. Such contract labor may be charged at regular Employee Category rates.
(c) ESA reserves the right to revise the Personnel Category Rates periodically to reflect changes in its operating costs.
II. ESA Expenses
A. Travel Expenses
1. Transportation
a. Company vehicle – fixed rate + fee for mileage in excess of 100 miles. b. Common carrier or car rental – actual expense multiplied by 1.15 c. If company vehicle is to be used in off-road conditions, a daily $15 use fee will be added to the standard daily vehicle rate.
2. Lodging, meals and related travel expenses – direct expenses multiplied by 1.15 329
ESA 2024 Schedule of Fees
2 B. Technology and Data Management Fee
Non-travel expenses incurred for the duration of the agreement for project support but not itemized below. Project labor charges multiplied by 3%. Fee encompasses the following:
1. Ongoing long-term retention and retrieval, management, and security of project-related data.
2. Proprietary tools, cloud data services, data science and AI capabilities as required for project delivery.
C. Cloud-based Services
ITEM RATE/HOUR RATE/DAY RATE/WEEK RATE/MONTH
Cloud-based Services
Nearmap High Resolution Images $55/image
ArcGIS Online Hosting (Web Maps/Apps) $225
Website Hosting $200
Custom Application & Services Hosting* $300*
Modeling (GeoHECRAS, TUFLOW, Delft3D) + Drone
Processing
$7 $160 $950 $3,900
Aviation Environmental Design Tool (AEDT)
Processing
$13 $190 $1,120 $4,600
*includes support for database, SSL, IT support – costs vary by project. Contact software development services for firm pricing.
D. Printing/Reproduction Rates
If a weekly or monthly rate is not provided, equipment usage is billed at a daily rate.
ITEM RATE/PAGE SAMPLE PRICING
Black & White – 8.5 x 11 $0.15
Black & White – 11 x 17 $0.30
Color – 8.5 x 11 $0.50
Color – 11 x 17 $0.80
B&W – Plotter (Toner – ECO Quality) $0.50/sf 24x36 B/W CAD drawing would cost $3 per sheet
B&W – Plotter (Toner – Presentation
Quality)
$1.25/sf 24x36 B/W CAD drawing would
cost $7.50 per sheet
Color – Plotter (Inkjet – ECO Quality) $2.50/sf 24x36 Color Drawing would cost $15 per sheet
Color – Plotter (Inkjet – Presentation
Quality)
$5.00/sf 24x36 Color Drawing would cost
$30 per sheet
CD $10.00
Digital Photography $20.00 (up to 50 images)
All Other Items
(including bindings and covers)
At cost plus 10%
330
ESA 2024 Schedule of Fees
3 E. Equipment Rates
ITEM RATE/DAY RATE/WEEK RATE/MONTH
Project Specific Equipment:
Vehicles – Standard size (no off-road usage) $ 100a $ 500a Vehicles – 4x4 /Truck (light duty) 150a
Vehicles – 4x4 /Truck (heavy duty) 175a
Vehicles – ATV 150
Noise Meter 115
Hydroacoustic Noise Monitoring Equipment 175
Satellite Phone 15 70 250
Electrofisher 350 1,750
Field Traps 50
Digital Hypsometer (Nikon) 25
Backpack Sprayer 30
360-Degree 4k Camera 35 175
High Resolution Time-Lapse Camera 20 100 350
Beach Seine 60
Otter Trawl 115
Wildlife Acoustics Bat Detector 125 400
Wildlife Trail Camera 30 100
Fiber Optic Endoscope 150 750
Spotting Scope 50 200
Personal Protective Equipment (PPE) 25
Topographic/Bathymetric Survey Equipment:
Total Station 300
UAV/Drone 300 1,500
RTK-GPS 300
RTK-GPS Smartnet Subscription 75
Hypack Survey Software 150
Laser/Auto Level 50
Single-Beam Echoshounder 150 600
Sidescan Sonar 200
1m GNSS Data Collection System 85 425 1,700
Sub-meter GNSS Data Collection System 115
Sub-foot Data Collection System 230
Garmin GPS or equivalent 30
Hydrologic Data Collection, Water Current, Level and Wave Measurement Equipment:
ISCO 2150 Area Velocity Flow Logger $ 50 $ 300 $ 800
SonTek IQ-Plus Area Velocity Flow Logger 100 500 1,500
Logging Rain Gage 10 50 200
Hand-Held Current Meter 50
Surface Velocity Radar 50
Wave Pressure Sensor 115 460
Wave Buoy 175 700
Sonic Wave Sensor 35 175 500
Logging Water Level - Pressure Transducer 125
Logging Barometric Pressure Logger 60
Well Probe / Water Level Meter 25
Bottom-Mounted Tripod / Mooring 30 150 400
Stormwater Crest Sampler 20
Radar Wave Sensor with Logger Box 150 300 1000
Water Quality Equipment:
Logging Turbidimeter/Water Level Recorder $ $ $ 400
Logging Conductivity/Water Level Recorder 250
Recording Conductivity Meter w/Datalogger 20 60 200
Hand-Held Turbidimeter 50 200
Hand-Held Salinity Meter or pH meter 35
Logging Salinity Gauge 150
Logging DO/Temp Probe 150
331
ESA 2024 Schedule of Fees
4 ITEM RATE/DAY RATE/WEEK RATE/MONTH
Logging Water Quality Sonde 1 Sensor 50 200 700
Logging Water Quality Sonde 2 Sensor 65 250 800
Logging Water Quality Sonde 3 Sensor 75 300 900
Logging Water Quality Sonde 4 Sensor 90 350 1,000
Telemetry System Hardware 125
Water Quality Multi-Probe Depth Profiler 200
Niskin Water Sampler 50
ISCO 6712 Portable Sampler w/ISCO 2105 Module 60 350 900 Sedimentation / Geotechnical Equipment:
Peat Corer $ 85
60lb Helly-Smith Bedload Sampler 200
Mini-Ponar Grab Sampler 50
DH-76 Suspended Sediment Sampler 100
D-96 Suspended Sediment Sampler 200
Bridge Crane 150
RSET 50
AMS Soil Sampling Kit 50
Hand-Held Helley-Smith Bedload Sampler 30
Guelph Permeameter 60
Sludge Sampler 60
Shear Strength Vane 60
Handheld DH-48 Suspended Sediment Sampler 30
Boats:
Small Watercraft $ 50 $ 200
15’-17’ Boat 350 1,200
20’-21’ Boat 400 1,800
22’-25’ Boat 500 2,000
Houseboat Floating Laboratory 4,500
a Actual project charges will include the daily rate plus $0.75 per beyond 100 miles III. Subcontracts
Subcontract services will be invoiced at cost multiplied by 1.15.
IV. Other
The fees above do not include sales tax. Any applicable or potential sales tax will be charged when appropriate.
V. Payment Terms
Unless otherwise agreed in writing, ESA will submit invoices on a monthly basis. Any unpaid balances shall draw interest at one and one half percent (1.5%) per month or the highest rate allowed by law, whichever is lower, commencing thirty (30) days after date of invoice. All invoices not contested in writing within fifteen (15) business days of receipt are deemed accepted by Client as true and accurate and Client thereafter waives any objection to Clients invoices, which are payable in full.
332
2001 Junipero Serra Boulevard, Suite 300
Daly City, CA 94014
(650) 292-9100 | Fax (650) 552-9012 | Ekiconsult.com
Pictures Courtesy:
https://stanforddaily.com/2020/05/13/despite-setbacks-east-palo-alto-persists-in-effort-for-covid-19-testing-site/ https://epasun.org/
333
CONSENT ITEM 3.9
EAST PALO ALTO
CITY COUNCIL
STAFF REPORT
DATE: December 3, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Tomohito Oku, Finance Director
Bo-kyoung Kim, Finance Services Manager
SUBJECT: Annual Development Impact Fee Report (AB 1600 Report) Recommendation
Adopt a resolution:
1. Accepting the Annual Development Impact Fee Report (AB 1600 Report) for Fiscal Year 2023-24; and
2. Finding 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.
Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
Priority No. 4: Ensure Our Financial and Organizational Health Background
State law authorizes the City of East Palo Alto to collect development impact fees from new development. The City administers a limited number of development impact fee programs that fund the capital infrastructure project costs attributable development impacts. These development impact fees are typically paid at the time of building permit issuance.
California Government Code Section 66006(b) (“AB 1600”) defines the specific reporting 334
CONSENT ITEM 3.9
requirements for local agencies that impose AB 1600 impact fees on new development.
Annually, for each separate fund established for the collection and expenditure of impact fees, the City is required to make certain required information available to the public within 180 days of the end of each fiscal year. The required reporting is commonly referred to as the AB 1600 Report. The City’s AB 1600 Report for the fiscal year ended June 30, 2024 (Attachment 1) provides the information required by Section 66006(b). Broadly, this report provides insight into how specific restricted development impact funds are collected and used.
Analysis
Previously, the City primarily collected fees pursuant to redevelopment agency agreements or statutory development agreements or collected certain in-lieu fees considered zoning-related use restrictions; such fees and collections are not subject to AB 1600 reporting requirements.
Since 2014, the City has adopted Affordable Housing Commercial Linkage fees, Water Capacity fees, and fees related to storm drainage, transportation, parks, and public facilities.
The attached AB 1600 Report provides detailed and comprehensive analysis of the status of each of the fees required to be reported during the fiscal year ended June 30, 2024.
It is noted that AB 1600 requires the City to make specified findings in the event any funds are not expended within five years of collection and every five years thereafter. The City currently does not hold funds required to be reported under AB 1600 that have been collected and unexpended beyond the five-year period; therefore, no such findings are required or reportable in the current period.
The AB 1600 Report also is required to be available to the public a minimum of 15 days prior to Council review and acceptance of the report. The City posted the AB 1600 Report on November 15, 2024, on the City’s website, as required.
Fiscal Impact
There is no fiscal impact from accepting the report.
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.
The AB 1600 Report has been available to the public on the City’s website as of November 15, 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, organizational or administrative activity that will not result in direct or indirect changes in the environment.
335
CONSENT ITEM 3.9
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. FY2023/24 AB 1600 Report
2. Resolution
336
DRAFT
Resolution No. XX-2024 1 of 2
RESOLUTION NO. XX– 2024
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF EAST PALO ALTO
ACCEPTING THE ANNUAL DEVELOPMENT IMPACT FEE REPORT FOR THE FISCAL YEAR 2023-24 WHEREAS, the City of East Palo Alto (“City”) levies development impact fees to finance the design, construction and acquisition for public infrastructure improvements, including facilities and equipment necessary to accommodate future growth and development within the City pursuant to Government Code section 66000 et. seq.; and
WHEREAS, said fees are collected and deposited into a special and separate fund for each type of development fee; and
WHEREAS, the City is required to make certain findings within 180 days following the last day of the fiscal year, each year, with respect to the unexpended fund balance of development impact fee funds pursuant to California Government Code Section 66001: and
WHEREAS, the documents reflecting the balance in each development impact fee fund, the earnings collected from development impact fees, accrued interest in said fund, and the amount of expenditure from said fund have been made available to the public through the “AB 1600 Report”; and WHEREAS, The AB 1600 Report was made available to the public for review on November 15, 2024, more than fifteen (15) days prior to the date that the City Council considered the AB 1600 Report; and NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of East Palo Alto hereby:
1. Finds the foregoing recitals are true and correct, and are incorporated by this reference into this action; and
2. Accepts the Annual Development Impact Fee Report for Fiscal Year 2023-24; and
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 3rd day of December 2024, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
337
DRAFT
Resolution No. XX-2024 2 of 2
Antonio D. Lopez, Mayor
ATTEST: APPROVED AS TO FORM:
James Colin, City Clerk John D. Lê, City Attorney
338
Fiscal Year Ended June 30, 2024
Development
Impact Fee Report
City of East Palo Alto, CA
339
This Page is Intentionally Blank
340
Development
Impact
Fee Report
Table of Contents
TRANSMITTAL LETTER ................................................................................................................. 1 LEGAL REQUIREMENTS FOR DEVELOPMENT IMPACT FEE REPORTING ....................................................... 2 DESCRIPTION OF DEVELOPMENT IMPACT FEES................................................................................... 4 FY 2022-23 FEE SCHEDULE ......................................................................................................... 6 FUND BALANCES ....................................................................................................................... 8 COLLECTION AND USE ................................................................................................................. 9 PARKS AND TRAILS FEES........................................................................................................... 9 PUBLIC FACILITIES FEES...........................................................................................................10 TRANSPORTATION INFRASTRUCTURE FEES....................................................................................11 STORM DRAINAGE INSIDE RBD FEES ..........................................................................................12 STORM DRAINAGE OUTSIDE RBD FEES .......................................................................................13 WATER CAPACITY FEE – BUY IN COMPONENT...............................................................................14 WATER CAPACITY FEE – SUPPLY COMPONENT ..............................................................................15 AFFORDABLE HOUSING IMPACT FEES..........................................................................................16 341
1 Transmittal Letter
November 15, 2024
Honorable Members of the City Council
Citizens of East Palo Alto, California
State law requires any local agency that imposes development impact fees to prepare an annual report providing specific information about those fees. As such, in accordance with the provisions of the California Government Code Section 66006 (b) and 66001 (d), as amended by Assembly Bill (AB) 518 and Senate Bill (SB) 1693, we submit the Development Impact Fee (DIF) Report for the City of East Palo Alto, California for the fiscal year (FY) ended June 30, 2024.
DIFs are charged by local governmental agencies in connection with the approval of development projects. The purpose of these fees is to defray all or a portion of the cost of public facilities related to the development project. The legal requirements for enactment of a DIF program are set forth in Government Code Sections §66000 - 66025 (the "Mitigation Fee Act"). The Mitigation Fee Act is commonly referred as “AB 1600”.
Previously, the City primarily collected fees pursuant to redevelopment agency agreements or statutory development agreements or collected certain in-lieu fees considered zoning-related use restrictions; such fees and collections are not subject to AB 1600 reporting requirements. Since 2014, the City has adopted Affordable Housing Commercial Linkage fees, Water Capacity fees, and fees related to storm drainage, transportation, parks, and public facilities. It is notable the City imposed a two-year water connection moratorium effectively halting development from July 2016 to August 2018.
State law requires the City prepare and make available to the public the DIF Report within 180 days after the last day of each fiscal year. The City Council must consider the acceptance of the annual report at a regularly scheduled public meeting. The information must be made available to the public no fewer than fifteen days prior to the meeting. This report was filed with the City Clerk’s office and available for public review on November 15, 2024.
Respectfully submitted,
Tomohito Oku
Finance Director
342
2 Legal Requirements for Development
Impact Fee Reporting
California Government Code Section 66006(b)
California Government Code Section 66006 (b) defines the specific reporting requirements for local agencies that impose AB 1600 impact fees on new development. Annually, for each separate fund established for the collection and expenditure of impact fees, the local agency shall, within 180 days after the last day of each fiscal year, make available to the public the information shown below for the most recent fiscal year. The applicable page numbers for the location where each item can be found in the report are provided for reference.
• A brief description of the type of fee in the account or fund. (Page 4) • The amount of the fee. (Page 6)
• The beginning and ending balance of the account or fund. (Page 8) • The amount collected and interest earned. (Page 8)
• An identification of each public improvement on which fees were expended and the amount of expenditures on each improvement. (Page 9)
• An identification of an approximate date by which the construction of the public improvement will commence if the local agency determines adequate funds have been collected to complete financing on an incomplete public improvement.
o Not applicable during FY 2023-24
• A description of each interfund transfer or loan made from the account or fund, including the public improvement on which the transferred or loaned fees will be expended, and, in the case of an interfund loan, the date on which the loan will be repaid and the rate of interest that the account or fund will receive on the loan.
o Not applicable during FY 2023-24
• The amount of refunds made due to adequate funds being collected to complete financing on incomplete public improvements, and the amount of reallocation of funds made due to administrative costs of refunding unexpended revenues exceeding the amount to be refunded. o Not applicable during FY 2023-24
343
3 California Government Code Section 66001(d)
For all funds established for the collection and expenditure of DIFs, California Government Code Section 66001 (d) has additional requirements. For the fifth fiscal year following the first deposit into the fund and every five years thereafter, the local agency shall make the following findings with respect to that portion of the fund remaining unexpended, whether committed or uncommitted:
• Identify the purpose to which the fee is to be put.
• Demonstrate a reasonable relationship between the fee and purpose for which it is charged. • Identify all sources and amounts of funding anticipated to complete financing of incomplete improvements.
• Designate the approximate dates on which the funding is expected to be deposited into the appropriate account or fund.
As of June 30, 2024, the City has no DIF funds held past the fifth year of the first deposit, therefore no further reporting required.
Capital Improvement Program (CIP)
The State of California Government Code Section 66002 states that local agencies that have developed a fee program may adopt a CIP indicating the approximate location, size, and timing of projects, plus an estimate for the cost of all facilities or improvements to be financed by fees. A formal CIP is recommended, at a minimum, as a five-year plan. The City produces a five-year CIP which helps to maintain and support the City’s General Plan as well as identify infrastructure needed to accommodate the planned development.
Establishment of Reasonable Relationship - Nexus Requirement Since FY 2014-15, the City has adopted the following DIF:
Affordable Housing Commercial Linkage (Update 2020)
Park and Trails, Transportation Infrastructure, Public Facilities, Storm Drainage (2019) Water Capacity (2019)
All fees were adopted following a Nexus Study demonstrating that the fees conform to AB 1600 requirements. Specifically, that there is a reasonable relationship between the infrastructure burdens of development growth and the amount of fee. For information regarding impact fees and related studies please refer to the City’s website at: https://www.cityofepa.org/publicworks/page/city-widedevelopment-impact-fee-program.
Adjustments to the fees shall be made annually in accordance with the Engineering News Record Construction Cost Index. The Fee Nexus studies set forth the relationships between contemplated future 344
4 development, facilities needed to serve future development and the estimated costs of those improvements based on the current General Plan for build-out. Comprehensive updates to the program are completed on an as-needed basis to ensure the program continues to reflect the appropriate fees in relation to updated costs.
Description of Development Impact Fees
• Affordable Housing Fee – Commercial Development
To enhance the public welfare by imposing a nonresidential development project Housing Impact Fee whereby developers of nonresidential development projects will mitigate the impacts of their projects on the need for affordable housing by contributing to the supply of housing for households with very low, low, and moderate incomes. Further, to implement the Housing Element by creating a mechanism to provide benefits to the community from new development in the form of affordable housing, thereby helping to meet the needs of all socioeconomic elements of the community as provided in the Housing Element. • Parks and Trails Fee
To provide adequate quality open space – through parks and trails – for the broader public health and quality of life of its citizens and workforce. In addition to providing opportunities for physical activity and interaction with the natural environment, additionally, this fee is to be used to conserve the natural open space resources in the city. The City aims to preserve and protect natural resources such as the Baylands, the shoreline, San Francisquito Creek, and significant tree stands through parks and trails projects.
• Public Facilities Fee
To provide a variety of public facilities, including public safety institutions such as police departments, educational amenities, and quality of life services such as libraries and community centers, and governance buildings such as City Hall.
• Transportation Infrastructure Fee
To provide public roads and multi-modal streetscape facilities. East Palo Alto aims to provide adequate roads for its citizens and workforce for general transportation and safety. In addition, constructing sidewalks with street trees, street lighting, benches, and street furniture improves safety, sidewalk space, pedestrian aesthetics, and active transportation. 345
5 • Storm Drainage Fee
To provide critical infrastructure to prevent flooding of streets during rain events. East Palo Alto aims to improve citywide storm drainage and provide adequate storm drainage for the City and for new development in the Ravenswood Business District (RBD), as stated in the policy directives of the RSP (Goal UTIL-3 and subsequent policies). Due to the specific storm drainage costs associated with the RBD, a specific fee is applied depending upon whether properties are located within the RBD or outside the RBD.
• Water Capacity Fee
To recover the costs of water system infrastructure and water supply to ensure that future development does not place a burden on existing customers. To provide new or increased water system infrastructure capacity needs due to new or intensified development. There are two primary components of this fee, the cost of system buy in and the cost of additional water supply assurance from the San Francisco Public Utilities Commission specifically for purpose of serving new development. The two components of the fee are accounted for and reported separately. The buy-in portion of the fee represents the cost of existing and future infrastructure related directly to new development. The supply portion of the fee represents the cost of water right assurances secured exclusively for serving new development. 346
6 FY 2023-24 Fee Schedule
TABLE 1. AFFORDABLE HOUSING FEE
TABLE 2. OTHER FEES
TABLE 3. STORM DRAINAGE FEE
Non-Residential1
Commercial
$13.55
1. Fee Per Square Foot
Fee Category
Detached
Accessory
Dwelling Unit
Single-Family/
Townhouse
Multi-family
Housing
Office /
Research &
Development
Industrial Retail
Parks and Trails $1,995 $4,987 $3,435 $1.40 $0.55 $0.92 Public Facilitates $3,498 $8,746 $6,025 $2.42 $0.99 $1.61 Transportation Infrastructure $1,138 $2,845 $2,142 $8.84 $5.76 $8.84
1. Fee Per Dwelling Unit
2. Fee Per Square Foot
Residential1 Non-Residential2
Fee Category
Detached
Accessory
Dwelling Unit
Single-Family /
Townhouse
Multi-family
Housing
Office /
Research &
Development
Industrial Retail
Storm Drainage (within RBD) $2,336 $5,840
Storm Drainage (outside RBD) $1,351 $3,379
1. Fee Per Dwelling Unit
2. Fee Per Impervious Acre
$84,467
$146,007
Single-Family1 Multi-Family and Non-Residential2
347
7 TABLE 4. WATER CAPACITY FEE
Single-Family /
Townhouse
Multi-family
Housing
3/4 Inch
Meter
1 inch
Meter
1.5 Inch
Meter
2 Inch
Meter Larger2
$9,831 $6,050 $14,368 $23,946 $47,894 $76,629 $37.80
1. Fee Per Dwelling Unit
2. Fee Per Anticipated Gallon Per Day
Residential Non-Residential 1
348
8 Fund Balances
Description Parks
and Trails
Public
Facilities
Transportation
Storm
Drainage
Inside RBD
Revenue
Fees $ 465,095 $ 815,671 $ 288,780 $ 360,252
Interest 16,766 29,762 17,779 11,828
Total Revenue $ 481,861 $ 845,433 $ 306,560 $ 372,080
Expenditures $ 13,703 $ 13,703 $ 13,703 $ 13,703
Revenue Over (Under)
Expenditures $ 468,158 $ 831,730 $ 292,856 $ 358,377
Fund Balance
Beginning of Year 47,089 90,116 209,509 5,529
Fund Balance
End of Year $ 515,246 $ 921,845 $ 502,365 $ 363,905
Description
Storm
Drainage
Outside RBD
Water - Buy In Water - Supply
Revenue
Fees $ 14,984 $ 677,753 $ 140,532
Interest 12,912 21,822 -
Total Revenue $ 27,895 $ 699,575 $ 140,532
Expenditures $ - $ 13,703 $ -
Revenue Over (Under)
Expenditures $ 27,895 $ 685,872
$ 140,532
Fund Balance
Beginning of Year 306,312 (17,877) (4,961,046)
Fund Balance
End of Year $ 334,207 $ 667,995 $ (4,820,513)
349
9 Collection and Use
Parks and Trails Fees
Statement of Revenues, Expenditures and Changes in Fund Balance Last Five Fiscal Years
Five-Year Revenue Test Using First In First Out Method
Description FY19-20 FY20-21 FY21-22 FY22-23 FY23-24
Revenue
Fees $ 11,266 $ 20,924 $ 8,779 $ 4,528 $ 465,095
Interest 124 189 331 949 16,766
Total Revenue $ 11,389 $ 21,113 $ 9,110 $ 5,476 $ 481,861 Expenditures $ - $ - $ - $ - $ 13,703
Revenue Over (Under)
Expenditures $ 11,389 $ 21,113 $ 9,110 $ 5,476 $ 468,158 Fund Balance Beginning of Year - 11,389 32,502 41,612 47,089 Fund Balance End of Year $ 11,389 $ 32,502 $ 41,612 $ 47,089 $ 515,246 Revenue Available
After Expenses: FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 Current Fiscal Year $ 11,389 $ 21,113 $ 9,110 $ 5,476 $ 481,861 Prior Fiscal Year (2-yr Old Funds) - 11,389 21,113 9,110 5,476 Prior Fiscal Year (3-yr Old Funds) - - 11,389 21,113 9,110 Prior Fiscal Year (4-yr Old Funds) - - - 11,389 18,799
Prior Fiscal Year (5-yr Old Funds) - - - - -
In Excess of Five Prior Fiscal Years - - - - -
Total Revenue Available $ 11,389 $ 32,502 $ 41,612 $ 47,089 $ 515,246 350
10 Public Facilities Fees
Statement of Revenues, Expenditures and Changes in Fund Balance Last Five Fiscal Years
Five-Year Revenue Test Using First In First Out Method
Description FY19-20 FY20-21 FY21-22 FY22-23 FY23-24
Revenue
Fees $ 19,757 $ 43,943 $ 15,396 $ 7,940 $ 815,671
Interest 217 393 653 1,818 29,762
Total Revenue $ 19,973 $ 44,336 $ 16,048 $ 9,758 $ 845,433 Expenditures $ - $ - $ - $ - $ 13,703
Revenue Over (Under)
Expenditures $ 19,973 $ 44,336 $ 16,048 $ 9,758 $ 831,730 Fund Balance Beginning of Year - 19,973 64,309 80,357 90,116 Fund Balance End of Year $ 19,973 $ 64,309 $ 80,357 $ 90,116 $ 921,845 Revenue Available
After Expenses: FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 Current Fiscal Year $ 19,973 $ 44,336 $ 16,048 $ 9,758 $ 845,433 Prior Fiscal Year (2-yr Old Funds) - 19,973 44,336 16,048 9,758 Prior Fiscal Year (3-yr Old Funds) - - 19,973 44,336 16,048 Prior Fiscal Year (4-yr Old Funds) - - - 19,973 44,336
Prior Fiscal Year (5-yr Old Funds) - - - - 6,270
In Excess of Five Prior Fiscal Years - - - - -
Total Revenue Available $ 19,973 $ 64,309 $ 80,357 $ 90,116 $ 921,845 351
11 Transportation Infrastructure Fees
Statement of Revenues, Expenditures and Changes in Fund Balance Last Five Fiscal Years
Five-Year Revenue Test Using First In First Out Method
Description FY19-20 FY20-21 FY21-22 FY22-23 FY23-24
Revenue
Fees $ 6,427 $ 188,061 $ 5,103 $ 2,583 $ 288,780
Interest 71 1,278 1,702 4,284 17,779
Total Revenue $ 6,498 $ 189,339 $ 6,806 $ 6,867 $ 306,560 Expenditures $ - $ - $ - $ - $ 13,703
Revenue Over (Under)
Expenditures $ 6,498 $ 189,339 $ 6,806 $ 6,867 $ 292,856 Fund Balance Beginning of Year - 6,498 195,836 202,642 209,509 Fund Balance End of Year $ 6,498 $ 195,836 $ 202,642 $ 209,509 $ 502,365 Revenue Available
After Expenses: FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 Current Fiscal Year $ 6,498 $ 189,339 $ 6,806 $ 6,867 $ 306,560 Prior Fiscal Year (2-yr Old Funds) - 6,498 189,339 6,806 6,867 Prior Fiscal Year (3-yr Old Funds) - - 6,498 189,339 6,806 Prior Fiscal Year (4-yr Old Funds) - - - 6,498 182,133
Prior Fiscal Year (5-yr Old Funds) - - - - -
In Excess of Five Prior Fiscal Years - - - - -
Total Revenue Available $ 6,498 $ 195,836 $ 202,642 $ 209,509 $ 502,365 352
12 Storm Drainage Inside RBD Fees
Statement of Revenues, Expenditures and Changes in Fund Balance Last Five Fiscal Years
Five-Year Revenue Test Using First In First Out Method
Description FY19-20 FY20-21 FY21-22 FY22-23 FY23-24
Revenue
Fees $ 379 $ 185 $ 2,933 $ 1,880 $ 360,252
Interest 4 6 30 111 11,828
Total Revenue $ 384 $ 191 $ 2,963 $ 1,991 $ 372,080
Expenditures $ - $ - $ - $ - $ 13,703
Revenue Over (Under)
Expenditures $ 384 $ 191 $ 2,963 $ 1,991 $ 358,377
Fund Balance Beginning of Year - 384 575 3,537 5,529
Fund Balance End of Year $ 384 $ 575 $ 3,537 $ 5,529 $ 363,905 Revenue Available
After Expenses: FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 Current Fiscal Year $ 384 $ 191 $ 2,963 $ 1,991 $ 363,905 Prior Fiscal Year (2-yr Old Funds) - 384 191 2,963 -
Prior Fiscal Year (3-yr Old Funds) - - 384 191 -
Prior Fiscal Year (4-yr Old Funds) - - - 384 -
Prior Fiscal Year (5-yr Old Funds) - - - - -
In Excess of Five Prior Fiscal Years - - - - -
Total Revenue Available $ 384 $ 575 $ 3,537 $ 5,529 $ 363,905 353
13 Storm Drainage Outside RBD Fees
Statement of Revenues, Expenditures and Changes in Fund Balance Last Five Fiscal Years
Five-Year Revenue Test Using First In First Out Method
Description FY19-20 FY20-21 FY21-22 FY22-23 FY23-24
Revenue
Fees $ 20,509 $ 259,678 $ 9,200 $ 6,085 $ 14,984
Interest 195 1,954 2,454 6,236 12,912
Total Revenue $ 20,704 $ 261,632 $ 11,655 $ 12,321 $ 27,895 Expenditures $ - $ - $ - $ - $ -
Revenue Over (Under)
Expenditures $ 20,704 $ 261,632 $ 11,655 $ 12,321 $ 27,895 Fund Balance Beginning of Year - 20,704 282,337 293,991 306,312 Fund Balance End of Year $ 20,704 $ 282,337 $ 293,991 $ 306,312 $ 334,207 Revenue Available
After Expenses: FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 Current Fiscal Year $ 20,704 $ 261,632 $ 11,655 $ 12,321 $ 27,895 Prior Fiscal Year (2-yr Old Funds) - 20,704 261,632 11,655 12,321 Prior Fiscal Year (3-yr Old Funds) - - 20,704 261,632 11,655 Prior Fiscal Year (4-yr Old Funds) - - - 20,704 261,632 Prior Fiscal Year (5-yr Old Funds) - - - - 20,704
In Excess of Five Prior Fiscal Years - - - - -
Total Revenue Available $ 20,704 $ 282,337 $ 293,991 $ 306,312 $ 334,207 354
14 Water Capacity Fee – Buy In Component
Statement of Revenues, Expenditures and Changes in Fund Balance Last Five Fiscal Years
Five-Year Revenue Test Using First In First Out Method
Description FY19-20 FY20-21 FY21-22 FY22-23 FY23-24
Revenue
Fees $ 6,734 $ 390,680 $ 21,007 $ 13,590 $ 677,753
Interest - 444 498 9,024 21,822
Total Revenue $ 6,734 $ 391,124 $ 21,505 $ 22,614 $ 699,575 Expenditures $ - $ - $ - $ 450,000 $ 13,703
Revenue Over (Under)
Expenditures $ 6,734 $ 391,124 $ 21,505 $ (427,386) $ 685,872 Fund Balance Beginning of Year (9,854) (3,120) 388,004 409,509 (17,877) Fund Balance End of Year $ (3,120) $ 388,004 $ 409,509 $ (17,877) $ 667,995 Revenue Available
After Expenses: FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 Current Fiscal Year $ - $ 388,003 $ 21,505 $ - $ 667,995 Prior Fiscal Year (2-yr Old Funds) - - 388,003 - -
Prior Fiscal Year (3-yr Old Funds) - - - - -
Prior Fiscal Year (4-yr Old Funds) - - - - -
Prior Fiscal Year (5-yr Old Funds) - - - - -
In Excess of Five Prior Fiscal Years - - - - -
Total Revenue Available $ - $ 388,003 $ 409,509 $ - $ 667,995 355
15 Water Capacity Fee – Supply Component
Statement of Revenues, Expenditures and Changes in Fund Balance Last Five Fiscal Years
Five-Year Revenue Test Using First In First Out Method
Description FY19-20 FY20-21 FY21-22 FY22-23 FY23-24
Revenue
Fees $ 1,413 $ 82,019 $ 4,408 $ 8,040 $ 140,532
Interest - - - - -
Total Revenue $ 1,413 $ 82,019 $ 4,408 $ 8,040 $ 140,532 Expenditures $ - $ - $ - $ - $ -
Revenue Over (Under)
Expenditures $ 1,413 $ 82,019 $ 4,408 $ 8,040 $ 140,532 Fund Balance Beginning of Year (5,056,925) (5,055,512) (4,973,493) (4,969,085) (4,961,046) Fund Balance End of Year $ (5,055,512) $ (4,973,493) $ (4,969,085) $ (4,961,046) $ (4,820,513) Revenue Available
After Expenses: FY19-20 FY20-21 FY21-22 FY22-23 FY23-24 Current Fiscal Year $ - $ - $ - $ - $ -
Prior Fiscal Year (2-yr Old Funds) - - - - -
Prior Fiscal Year (3-yr Old Funds) - - - - -
Prior Fiscal Year (4-yr Old Funds) - - - - -
Prior Fiscal Year (5-yr Old Funds) - - - - -
In Excess of Five Prior Fiscal Years - - - - -
Total Revenue Available $ - $ - $ - $ - $ -
356
16 Affordable Housing Impact Fees
Statement of Revenues, Expenditures and Changes in Fund Balance No Affordable Housing fees subject to AB 1600 reporting requirements have been collected or expenses incurred through the period ended June 30, 2024.
357
CONSENT ITEM 3.10
EAST PALO ALTO
CITY COUNCIL
STAFF REPORT
DATE: December 3, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Anwarbeg Mirza, City Engineer
SUBJECT: Notice of Completion - Addison Avenue Safe Route to School and Green Street Improvements Project
Recommendation
That the City Council adopt a resolution:
1. Accepting the Addison Avenue Safe Route to School and Green Street Improvements Project; and
2. Authorizing the release of a retention balance in the amount of $107,603.37; and
3. Authorizing recordation of the Notice of Completion with the County of San Mateo, and releasing the contract retention balance; and
4. Finding 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.
Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
Priority: Implement the Comprehensive Transportation and Mobility Plan Priority: Promote Health & Public Safety
Background
On April 5, 2022, City Council adopted a resolution authorizing the City Manager to award and execute the construction contract for the Addison Avenue Safe Route to School and Green 358
CONSENT ITEM 3.10
Street Improvements Project with Granite Rock Company.
The project consisted of critical infrastructure improvements along Addison Avenue between East Bayshore Road and Bay Road. These infrastructure improvements included reconstruction of the existing compromised pavement structure, installation of a new underground storm drain system, installation of bioswales for stormwater management, and implementation of various traffic safety measures such as continuous sidewalk, Class III bike lane sharrows, pavement markings, ADA-compliant curb ramps, curb extensions, and high-visibility pedestrian crosswalks.
Analysis
Construction work for the project began in July 2022, and the project was substantially completed by September 30, 2024.
The City is currently holding a retention balance in the amount of $107,603.37, which is to be released upon acceptance of the improvements by the City and within 35 days after recordation of the Notice of Completion. The retention funds are available and have been previously allocated by the City Council in the project budget.
The project was inspected throughout construction and was accepted by City staff. The construction of the project is complete, and a Notice of Completion needs to be recorded with the County of San Mateo to formally complete the project. In addition, the retention must be released to the contractor for the work that has been completed.
Fiscal Impact
There is no fiscal impact by this action, as all project expenditures have remained within the approved capital budget.
Public Notice
The public was provided notice by making the agenda and report available on the City’s website and on the City’s official bulletin board located at City Hall: 2415 University Avenue, East Palo Alto.
Environmental
The proposed action does not constitute a “project” with the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines sections 15378(b)(4) and (5) in that it is a governmental fiscal, organizational or administrative activity that will not result in direct or indirect changes in the environment.
Government Code § 84308
Applicability of Levine Act: No, as the proposed action does not involve an entitlement. 359
CONSENT ITEM 3.10
Analysis of Levine Act Compliance: Not applicable.
Attachments
1. Resolution
2. Notice of Completion – DRAFT
360
Resolution No. XX-2024 1 of 2
RESOLUTION NO. XX-2024
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF EAST PALO ALTO
ACCEPTING THE ADDISON AVENUE SAFE ROUTE TO SCHOOL AND GREEN STREET
IMPROVEMENTS PROJECT, AUTHORIZING THE RELEASE OF A RETENTION BALANCE IN THE AMOUNT OF $107,603.37; AUTHORIZING THE RECORDATION OF THE NOTICE OF COMPLETION
WITH THE COUNTY OF SAN MATEO
WHEREAS, on April 5, 2022, City Council adopted a resolution authorizing the City Manager to award and execute the construction contract for the Addison Avenue Safe Route to School and Green Street Improvements Project with Graniterock Company; and WHEREAS, the Addison Avenue Safe Route to School and Green Street Improvements Project consisted of critical infrastructure improvements along the Addison Avenue corridor between East Bayshore Road and Bay Road, including pavement reconstruction, installation of new storm drain system, implementation of stormwater management measures, and implementation of various traffic safety measures; and
WHEREAS, construction work for the project began in July 2022, and the project was substantially completed on September 30, 2024; and
WHEREAS, the City is currently holding a retention balance in the amount of $107,603.37 which is to be released upon acceptance of the improvements by the City and within 35 days after recordation of the Notice of Completion; and
WHEREAS, the retention funds are available and have been previously allocated by the City Council in the project budget.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of East Palo Alto hereby:
1. Finds the foregoing recitals are true and correct, and are incorporated by this reference into this action; and
2. Accepts the Addison Avenue Safe Route to School and Green Street Improvements Project; and
3. Authorizes the release of a retention balance in the amount of $107,603.37;
4. Authorizes recordation of the Notice of Completion with the County of San Mateo; and
5. Finding 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 3rd day of December 2024, by the following vote:
361
Resolution No. XX-2024 2 of 2
AYES:
NOES:
ABSENT:
ABSTAIN:
Antonio D. Lopez, Mayor
ATTEST: APPROVED AS TO FORM:
James Colin, City Clerk John D. Lê, City Attorney
362
CONSENT ITEM 3.11
EAST PALO ALTO
CITY COUNCIL
STAFF REPORT
DATE: December 3, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Maurice Baker, Community Services Manager
SUBJECT: Peninsula Volunteers, Inc. Contract Amendment
Recommendation
1. Adopt a resolution authorizing the City Manager to execute an amendment to the contract with Peninsula Volunteers, Inc. to increase the not-to-exceed amount of $70,000.00 by $36,000.00 for a new not-to-exceed amount of $106,000, in a form approved by the City Attorney, for the provision of hot catered meals and supplies for the City’s Senior Congregate Meal program; and
2. Waive the formal bid procedure pursuant to East Palo Alto Municipal Code Section
2.84.070(D); and
3. Find that the action being considered by the City Council is exempt from the California Environmental Quality Act (CEQA) because it is not a “project” pursuant to 15378(b)(4) because it is a fiscal activity which does not involve any commitment to any specific project which may result in a potentially significant impact on the environment.
Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
Priority No. 3: Create a Healthy and Safe Community
Priority No. 3: Increase Organizational Effectiveness and Efficiency Priority No. 6: Enhance Community Services and Parks
363
CONSENT ITEM 3.11
Background
On December 5, 2023, City Council approved a one-year agreement with Peninsula Volunteers, Inc. to provide catered meals and supplies for the City’s Senior Congregate Meal program that provides a foundational and critical service to a vulnerable population that is often underserved. The contract was retroactively set to run from July 1, 2023, until June 30, 2024 with the option of two three-month extensions to be used at City Manager discretion. In October 2024, the City Manager exercised both options simultaneously to extend the term of the contract until December 31, 2024. While these extensions did affect the term of the contract, there is a need to increase the not-to-exceed amount to adjust for the added services. This amount is partially funded by the Older Americans Act grant that the City receives from the State of California by way of San Mateo County.
Analysis
The City of East Palo Alto takes pride in providing services for all demographics in its community and one of the most vulnerable populations is Older Adults/Seniors. Our Congregate Lunch Program not only provides a critical need to reduce food insecurity, but it also allows those participating individuals with an opportunity to reduce social isolation and loneliness that was declared a public health emergency by San Mateo County. Peninsula Volunteers, Inc. is one of the four vendors that has been selected and approved by San Mateo County to provide these meal catering services.
The original agreement term was for one year, and the total contract value was not to exceed $70,000. That year has lapsed, and the City Manager had authority per the original contract to extend the term administratively and unilaterally through December 31, 2024, which he has done. However, the agreement does not allow for the total contract value increase with the additional six months of service. The original $70,000 was exhausted in September 2024. To continue supplying these services, there is a need to increase the contract not-to-exceed amount to $106,000.
Furthermore, there is a need to waive the formal bid procedure due to the specific nutrition requirements set forth by our grantor, San Mateo County, that would heavily impact or suspend services to our community.
Fiscal Impact
There will be no fiscal impact to the General fund as this amount has already been appropriated through the Community Services and Recreation budget annual fiscal impact.
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
364
CONSENT ITEM 3.11
The action being considered by the City Council is exempt from the California Environmental Quality Act (CEQA) because it is not a “project” pursuant to 15378(b)(4) because it is a fiscal activity which does not involve any commitment to any specific project which may result in a potentially significant impact on the environment.
Government Code § 84308
Applicability of Levine Act: No, this is not related to an entitlement Analysis of Levine Act Compliance: not applicable
Attachments
1. Resolution
2. Original contract
3. First Amendment
365
Resolution No. XX-2024 1 of 2
RESOLUTION NO. XX– 2024
A RESOLUTION OF THE CITY COUNCIL OF
THE CITY OF EAST PALO ALTO
AUTHORIZING THE CITY MANAGER TO EXECUTE AN AMENDMENT TO THE CONTRACT WITH PENINSULA VOLUNTEERS, INC. TO INCREASE THE NOT-TOEXCEED AMOUNT OF $70,000.00 BY $36,000.00 FOR A NEW NOT-TO-EXCEED OF $106,000.00, IN A FORM APPROVED BY THE CITY ATTORNEY, FOR THE PROVISION OF HOT CATERED MEALS AND SUPPLIES FOR THE CITY’S SENIOR CONGREGATE MEAL PROGRAM; AND WAIVING THE FORMAL BID PROCEDURE PURSUANT TO EAST PALO ALTO MUNICIPAL CODE SECTION 2.84.070(D)
WHEREAS, on December 5, 2023, the City Council of the City of East Palo Alto approved a one (1) year agreement with Peninsula Volunteers, Inc. to provide catered meals and supplies for the City’s Senior Congregate Meal program that provides a foundational and critical service to a vulnerable population that is often underserved; and
WHEREAS, The City of East Palo Alto takes pride in providing services for all demographics in its community and one of the most vulnerable populations is Older Adults/Seniors; and WHEREAS, the City’s Congregate Lunch Program not only provides a critical need to reduce food insecurity, but it also allows those participating individuals with an opportunity to reduce social isolation and loneliness that was declared a public health emergency by San Mateo County; and WHEREAS, Peninsula Volunteers, Inc. is one of the four vendors that has been selected and approved by San Mateo County to provide these meal catering services that meets the specific nutrition requirements set forth by our grantor, San Mateo County, that would heavily impact or suspend services to our community if strict compliance with bidding procedures is required; and WHEREAS, the City Council approved the original contract for a not-to-exceed amount of $70,000, which funds were exhausted in September 2024; and
WHEREAS, to continue supplying these intangible services, there is a need to increase the contract amount to $106,000.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of East Palo Alto hereby:
1. Finds the foregoing recitals are true and correct, and are incorporated by this reference into this action; and
2. Authorizes the City Manager to execute the amendment to the contract between Peninsula Volunteers, Inc. and the City by increasing the original not-to-exceed amount of $70,000 to a new not-to-exceed amount of $106,000 for the provision of hot catered meals and supplies for the City’s senior congregate meal program; and
3. Waives the formal bid procedure pursuant to East Palo Alto Municipal Code Section 2.84.070(D). [Continued]
366
Resolution No. XX-2024 2 of 2
PASSED AND ADOPTED this 3rd day of December, 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
367
CONSENT ITEM 3.12
EAST PALO ALTO
CITY COUNCIL
STAFF REPORT
DATE: December 3, 2024
TO: Honorable Mayor and Members of the City Council
FROM: Melvin E. Gaines, City Manager
BY: Salifu Yakubu, Senior Planner
Elena Lee, Planning Manager
Amy Chen, Community & Economic Development Director
SUBJECT: Adoption of Zoning Map Amendment (ZC24-001) to rezone a 2.12-acre portion of an existing 2.536-acre parcel at 1933 Pulgas Avenue (Assessor’s Parcel Number 063-492-280) from R-MD-1 Multiple-Family Medium Density Residential Subzone 1 to R-MD-2 Multiple-Family Medium Density Residential Subzone 2 in East Palo Alto, CA 94303.
Recommendation
Waive the second reading and adopt an ordinance to:
1. Amend the official City of East Palo Alto Zoning Map to rezone the subject property from R-MD-1 Multiple-Family Medium Density Residential Subzone 1 to R-MD-2 Multiple-Family Medium Density Residential Subzone 2; and
2. Find that the Zoning Map Amendment is within the scope of the project covered by the program Environmental Impact Report (EIR) for the Vista 2035 General Plan, and as such no new environmental document would be required; and additionally, any subsequent residential development would likely qualify for a Class 32 Categorical Exemption for in-fill development unless it is shown, by empirical evidence, that said project would result in significant traffic, noise, air quality, or water quality impacts.
Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
Priority: Promote Housing, Economic and Workforce Development Executive Summary/Background/Analysis
368
CONSENT ITEM 3.12
On October 15, 2024, the City Council waived the first reading and introduced an ordinance amending the official City of East Palo Alto Zoning Map to rezone the subject property at 1933 Pulgas Avenue from R-MD-1 Multiple-Family Medium Density Residential Subzone 1 to R-MD-2 Multiple-Family Medium Density Residential Subzone 2.
As noted in the October 15, 2024, staff report1, the existing and proposed zoning designations are both consistent with the Vista 2035 General Plan land use designation of Medium Density Residential (12.1 – 22 dwelling units per acre) and allow medium density developments such as multi-family attached residences. Thus, upzoning the subject property from R-MD Subzone 1 to Subzone 2 is a “conforming rezoning” as it would not require a General Plan amendment.
At the Council meeting, five members of the public, four in-person and one via zoom, discussed the project, its benefits as well as its potential impacts. The main impact of concern was around existing traffic congestion on Pulgas Avenue, where the public comments were mostly claiming that approval of the rezoning would allow a denser project that would worsen the traffic.
The Council noted the potential for a future project, based on the increased density associated with the rezoning, to exacerbate vehicular congestion on East Bayshore Road and Pulgas Avenue, especially during the morning commute period. The Council, however, also recognized that the increased density would add to both the City’s market rate and affordable housing stock, which is sorely needed in order to maintain compliance with the recently certified Housing Element. Finally, the Council noted the subject project as a Zoning Amendment and not a Development Permit Application and clarified that issues of traffic generation, distribution, and congestion would be thoroughly investigated and analyzed during entitlement review before the Planning Commission. Mitigation measures for any significant traffic impacts on existing transportation facilities and the surrounding neighborhood associated with future development proposals would be identified and fashioned into conditions of approval.
The City Council introduced the Ordinance (Attachment 1) with the following vote:
AYES: Abrica, Gauthier, Lopez, Romero
NOES:
ABSENT: Barragan
ABSTAIN:
This item is now before the Council for adoption of the Ordinance, waiving the second reading of the Ordinance.
1 October 15, 2024, City Council Staff Report: 0335e479-d815-11ee-98bb-0050569183fa-3408cd31- ecd7-4429-9d91-65986d552499-1728689673.pdf (d3n9y02raazwpg.cloudfront.net) 369
CONSENT ITEM 3.12
Fiscal Impact
There is no fiscal impact with the items described in this staff report.
Public Notice
Notice of the first City Council public hearing (October 15, 2024) was published in the local newspaper - the Palo Alto Daily News on October 4, 2024, more than ten (10) days prior to that meeting. A notice was also published on November 22, 2024, in the San Mateo Daily Journal. Additionally, the meeting agenda and staff report were made available on the City’s website and on a bulletin board located at City Hall: 2415 University Avenue, East Palo Alto.
Environmental
Pursuant to California Environmental Quality Act (CEQA) Guidelines Section 15168 (Program EIR), “later activities in the program must be examined in the light of the program EIR to determine whether an additional environmental document must be prepared.” Furthermore, sub-subsection 15168(c)(2) states that if the lead agency finds pursuant to CEQA Guidelines Section 15162 (Subsequent EIRs and Negative Declarations) that no subsequent EIR would be required, “the agency can approve the activity as being within the scope of the project covered by the program EIR, and no new environmental document would be required.”
According to CEQA Guidelines Section 15162, once an EIR has been certified, no subsequent or supplemental EIR shall be required (Environmental Memo, Attachment 4).
Based on the analysis, the proposed Zoning Map Amendment would not result in a new significant impact not identified in the Vista 2035 General Plan or an increase in the severity of a significant impact identified the EIR for Vista 2035 General Plan. No mitigation measures or alternatives have been identified that differ from what was evaluated or are now considered to be feasible. The change in developable density, from 12-15 dwelling units per acre (du/ac) to 12-22 du/ac, associated with the proposed Zoning Map Amendment is already covered under the General Plan’s Medium Density Residential density of 12.1 – 22 du/ac, and will not involve substantial project changes that might generate significant environmental impacts requiring major revisions to the Vista 2035 General Plan EIR.
Thus, the Zoning Map Amendment is provided adequate environmental coverage by the Environmental Impact Report for the Vista 2035 General Plan as it is a Conforming Rezoning that maintains consistency with the General Plan without the need for an amendment thereto. As more specifically stated above, the proposed rezoning is consistent with the site’s Medium Density Residential General Plan Land Use designation.
Additionally, any subsequent future residential development would likely qualify for a Class 32 Categorical Exemption for in-fill development, as described in the California Environmental Quality (CEQA) guidelines, unless it is shown by empirical evidence that said project would result in significant traffic, noise, air quality, or water quality impacts. 370
CONSENT ITEM 3.12
Government Code § 84308
The Levine Act, codified at Government Code §84308 requires that councilmembers and other officials disclose recuse, and cure, where appropriate, any conflicts that arise from receipt of contributions of $250 or more from a “party,” participant,” or any of their agent where an agenda item involves an “entitlement”. This agenda section has two objectives:
1. Inform Commissioners and the public of what staff knows of such contributions, and 2.
Provide an opportunity for Commissioners to disclose any contribution they may have had.
Applicability of Levine Act: Yes, as the project entails granting a legislative entitlement.
Analysis of Levine Act Compliance: The owner, Wawaland LLC, represented by Wa Li, is the proponent of this Zoning Map amendment. Mr. Chris Bahr of 956 Baines Street spoke at the September 23, 2024 Planning Commission meeting about traffic congestion and parking problems in the University Square neighborhood adjoining the subject site.
Apart from the owner, staff are unaware of any other parties, participants, or contributions relevant to the Commission’s consideration of this item.
Attachments
1. Ordinance
371
ATTACHMENT 1
ORDINANCE NO. ___
AN ORDINANCE OF THE CITY COUNCIL
OF THE CITY OF EAST PALO ALTO
ADOPTING ZONING MAP AMENDMENT (ZC24-001) BY AMENDING THE ZONING MAP OF THE CITY OF EAST PALO ALTO TO REZONE A 2.12-ACRE PORTION OF A 2.536-ACRE PARCEL FROM R-MD-1 MULTIPLE-FAMILY MEDIUM DENSITY RESIDENTIAL SUBZONE 1 TO R-MD-2 MULTIPLE-FAMILY MEDIUM DENSITY RESIDENTIAL SUBZONE 2
WHEREAS, Chapter 18.114 of the City of East Palo Alto Development Code allows for amendments to the Development Code and provides procedures for processing such amendments; and
WHEREAS, Section 18.114.060 of the City of East Palo Alto Development Code sets forth findings for Development Code amendments;
WHEREAS, the Planning Commission of the City has reviewed the proposed amendment to the City of East Palo Alto’s Zoning Map at a duly and properly noticed public hearing on September 23, 2024, and considered all evidence, including but not limited to public testimony and the evaluations and recommendations of staff, and has found that the proposed amendment is consistent with the goals and policies of the City’s General Plan, and recommends adoption of the proposed amendment by the City Council of the City of East Palo Alto (“City Council”); and
WHEREAS, the City Council conducted a duly and properly noticed public hearing on October 15, 2024, to consider the proposed amendments to the City of East Palo Alto’s Zoning Map and considered all evidence, including but not limited to public testimony and the evaluations and recommendations of staff, and finds and determines that the proposed amendment to the City of East Palo Alto’s Zoning Map is adopted pursuant to the City’s police power authority to protect the public health, safety, and welfare.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EAST PALO ALTO DOES ORDAIN AS FOLLOWS:
SECTION 1. ZONING MAP AMENDMENT
The City of East Palo Alto’s Zoning Map is hereby amended to rezone the 2.12-acres of the following parcel from R-MD-1 Subzone to R-MD-2 Subzone, as shown in Table 1 and Figure 1 below:
372
Table 1: Zoning Map Amendment by Accessor’s Parcel Number Assessor’s Parcel No. Existing Zoning Amended Zoning
063-492-280 R-MD-1 R-MD-2
Figure 1: Rezoning Plat
SECTION 2. CALIFORNIA ENVIRONMENTAL QUALITY ACT.
Pursuant to CEQA Guidelines Sections 15168 and 15162, the proposed Zoning Map Amendment is within the scope of the project covered by the program Environmental Impact Report (EIR) for the Vista 2035 General Plan, and as such no new environmental document would be required; and additionally, any subsequent residential development would likely qualify for a Class 32 Categorical Exemption unless it is shown, by empirical evidence, that said project would result in significant traffic, noise, air quality, or water quality impacts.
SECTION 3. SEVERABILITY.
If any section, subsection, sentence, clause, phrase or word of this Ordinance is for any reason held to be invalid by a court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have passed and adopted this Ordinance, and each and all 373
provisions hereof, irrespective of the fact that one or more provisions may be declared invalid.
SECTION 4. EFFECTIVE DATE.
This Ordinance shall take effect and be in full force thirty (30) days after the date of its adoption.
SECTION 5. PUBLICATION.
The City Clerk is hereby directed to cause publication of this Ordinance as required by Government Code Section 36933.
INTRODUCED at a regular City Council meeting held October 15, 2024, and PASSED AND ADOPTED at a regular City Council meeting held on ________, 2024, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
SIGNED:
Antonio D. Lopez, Mayor
ATTEST: APPROVED AS TO FORM:
James Colin, City Clerk John D. Lê, City Attorney
374
CONSENT ITEM 3.13
EAST PALO ALTO
CITY COUNCIL
STAFF REPORT
DATE: December 3, 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: University Avenue Safety Enhancements Project (ST-08) Plans Specifications & Estimate (PS&E)
Recommendation
Adopt the resolution:
1. Approving the Plans, Specifications, and Estimates for the University Avenue Safety Enhancements Project (Project);
2. Authorizing the City Manager to advertise the project to solicit bids for the construction phase; and
3. Finding that the project is exempt from the California Environmental Quality Act (CEQA) under Sections 15301, 15303, and 15304 of the CEQA Guidelines.
Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
Priority: Enhance Public Safety and Emergency Preparedness Priority: Create a Healthy and Safe Community
Background
The City of East Palo Alto has one of the busiest commuter corridors in the peninsula due to its proximity to Highway 84 (Dumbarton Bridge). The University Avenue Safety Enhancements Project addresses years of community concern on University Avenue. In 2020 the City applied for Highway 375
CONSENT ITEM 3.13
Safety Improvement Program (HSIP) Cycle 10 funds to fund the University Avenue improvements, and the City was awarded $1.23 million for the improvements. Out of the $1.23 million in grant funds, $206,000 was budgeted for the design phase.
The HSIP grant supports our City’s goal of moving closer to eliminating traffic fatalities and reducing the number of non-fatal injury collisions by 50% by 2030 along the University Avenue. The project originally included four intersections on University Avenue (Runnymede Street, Bay Road, Kavanaugh Drive, and Weeks Street); however, the project scope was reduced to solely University Avenue and Runnymede Street due to the increase in construction costs. The scope amendment was approved by Caltrans.
On April 4, 2023, City Council awarded a $205,000 design contract to TJKM Transportation Consultants (TJKM) to provide civil engineering and traffic engineering design services for the University Avenue Safety Enhancements Project.
Analysis
Under the Engineering staff’s guidance, TJKM has prepared the plans, specifications, and estimates (PS&E) package, which can be found on the project page linked here:
https://www.cityofepa.org/publicworks/project/highway-safety-improvement-project-hsip The project includes improving pedestrian crossings, installing upgraded signal equipment to increase visibility, and installing protected left phases to separate conflicting vehicle movements.
The goal of the project is to reduce overall fatal and severe crashes of certain types at University Avenue and Runnymede Avenue.
The project construction will be funded using the remaining Caltrans HSIP Cycle 10 funds.
Fiscal Impact
This project will be funded by HSIP Cycle 10 funds that were awarded to the City. There is no City match required.
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 University Avenue Safety Enhancements Project would be exempt from environmental review pursuant to the California Environmental Quality Act (CEQA) Guidelines Sections 15301 (Existing Facilities), 15303 (New Construction or Conversion of Small Structures), and 15304 (Minor alterations to land).
The scope of work involves installing upgraded signal equipment, upgrading the ADA curb ramps, installing bulb outs, and improving the thermoplastic striping within the existing right of 376
CONSENT ITEM 3.13
way.
Government Code: 84308
Applicability of Levine Act: No, not applicable.
Attachment
1. Resolution
377
Resolution No. XX-2024 1 of 2
RESOLUTION NO. XX– 2024
APPROVING THE PLANS, SPECIFICATIONS, AND ESTIMATES FOR THE UNIVERSITY AVENUE SAFTEY ENHANCEMENTS PROJECT (ST-08) AND AUTHORIZING THE CITY MANAGER TO
ADVERTISE THE PROJECT TO SOLICIT BIDS FOR THE CONSTRUCTION PHASE WHEREAS, the University Avenue Safety Enhancements Project (Project) addresses traffic improvements on University Avenue; and
WHEREAS, the project includes improving pedestrian crossings, installing upgraded signal equipment to increase visibility, and installing protected left phases to separate conflicting vehicle movements at the University Avenue and Runnymede Street intersection; and WHEREAS, in 2020 the City applied for Highway Safety Improvement Program (HSIP) Cycle 10 funds to fund the University Avenue improvements, and the City was awarded $1.234 million for the improvements; and
WHEREAS, the HSIP grant supports the City’s goal of eliminating traffic fatalities and reducing the number of non-fatal injury collisions by 50% by 2030 along the University Avenue; and WHEREAS, the Project is funded in part by the State, so the City, as a grantee, is required to comply with the State of California’s procurement process (Caltrans Local Assistance Procedures Manual); and
WHEREAS, on April 4, 2023, City Council awarded a $205,000 design contract to TJKM Transportation Consultants (TJKM) to provide civil engineering and traffic engineering design services for the project; and
WHEREAS, staff recommends approval of the plans, specifications, and estimates (PS&E) for the University Avenue Safety Enhancements Project (CIP Project ST-08).
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of East Palo Alto hereby:
1. Finds the foregoing recitals are true and correct, and are incorporated by this reference into this action; and
2. Approves the Plans, Specifications, and Estimates for the University Avenue Safety Enhancements Project (Project); and
3. Authorizes the City Manager to advertise the project to solicit bids for the construction phase; and
4. Finds that the project is exempt from the California Environmental Quality Act (CEQA) under Sections 15301 ,15303, and 15304 of the CEQA Guidelines.
PASSED AND ADOPTED this 19th day of November 2024, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
378
Resolution No. XX-2024 2 of 2
Antonio D. Lopez, Mayor
ATTEST: APPROVED AS TO FORM:
James Colin, City Clerk John D. Lê, City Attorney
379
CONSENT ITEM 3.14
EAST PALO ALTO
CITY COUNCIL
STAFF REPORT
DATE: December 3, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Tomohito Oku, Finance Director
Bo-kyoung Kim, Finance Services Manager
Jessica Y Caballero, Senior Accountant
SUBJECT: FY 2024-25 First Quarter Treasury Report
Recommendation
Accept and file the Treasury Report for the fourth quarter ended September 30, 2024.
Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
Priority 4: Ensure Our Financial and Organizational Health Background
Pursuant to Section 53646 of the Government Code of the State of California, the City Treasurer may submit a quarterly report to the City Council regarding the funds and investments of the City. Finance staff provides quarterly reporting to the City Council indicating the summary of investments for the period and denoting the ability of the City to meet its expenditure requirements for the next three months.
Analysis
This report covers primary cash and investments of the City. For investment purposes, City cash is pooled, except for bond proceeds, which are held in trust by a trustee. The City does not have, nor is it legally required to have, separate bank accounts for each individual fund.
However, all cash is segregated in the City’s accounting records. 380
CONSENT ITEM 3.14
As of September 30, 2024, the total deposit value of cash and investments equals $144,026,050, including outstanding checks and other minor adjustments of $776,166. Compared to the prior quarter ending in June 2024, the FY 2024-25 first quarter (Q1) ending September 30, 2024, total book value balance decreased by approximately $5.0M. The overall decrease is primarily due to the significant CIP invoices processed in Q1 such as MCM for Univ 101 project ($2.0M) and C2R for Watermain project ($1.0M). Also, several annual payments were made in Q1 such as JPA FY25 member contribution ($0.9M) and Successor Agency 2015 Tax allocation Principal and interest payment $1.4M. The following table shows a breakdown of cash and investment balance by fund type.
The book market value totals $144,167,549, including an unrealized gain of $141,498, reflecting treasury yields during the calendar year. All except for General Fund balance is restricted by either City Council or external parties for specific purposes. Unrestricted cash and investment balance under General Fund ($38,032,654) including the contingency reserve may be used at Council discretion.
The table below reflects changes in rates since September 30, 2023, and compared to the previous month of August 2024, demonstrates a decrease in Long-term and Short-Term Treasury yields since September 30, 20231:
1 Daily US Treasury Yield Curve. Treasury.gov
Summary September 30, 2024
Average
Maturity
(YRS)
Average
Earnings
(QTR)
Deposit Value Market Value
Petty Cash n/a n/a $ 10,800 $ 10,800
Bank Checking n/a n/a $ 3,664,825 $ 3,664,825
Local Agency Investment Fund 0.63 4.56% $ 10,078,123 $ 10,098,894 San Mateo County Pool Investment 1.82 3.96% $ 29,445,307 $ 29,566,033 CA Asset Management Program 0.10 5.08% $ 100,826,996 $ 100,826,996 $ 144,026,050 $ 144,167,548
Deposit Value Market Value
General Fund (Inc. Petty cash of $10,800) $ 38,032,654 $ 38,032,654 General Sub-Funds (Commited/Reserved) $ 17,651,406 $ 17,651,406 City Funds Restricted and Committed $ 87,843,739 $ 87,843,739 Successor Agency Trust $ 498,251 $ 498,251
Unrealized Gain/(Loss) on Investment Pools $ - $ 141,498 $ 144,026,050 $ 144,167,549
Summary September 30, 2024
Sep-24 Aug-24 Sep-23
6-month Treasury Bill 4.23 4.69 5.32
2-year Treasury Note 3.66 3.91 5.03
5-Year Treasury Note 3.58 3.71 4.60
381
CONSENT ITEM 3.14
The City’s portfolio is invested in the Local Agency Investment Fund (LAIF), the San Mateo County Treasurer’s Pool, and the California Asset Management Program (CAMP). LAIF is a highly liquid investment pool operated by the State Treasurer, and the City has same-day access to the funds. The County Treasurer’s Pool is less liquid, and the maturity and diversification of the underlying securities which in normally functioning markets is generally expected to result in higher yield. The CAMP Pool is a highly liquid investment pool directed by a Board of Trustees that provides same-day liquidity, competitive yields, and interest paid monthly. City staff does not control or direct the underlying investment of funds and each pool is managed by the respective agency’s investment staff and oversight committee or board. June to September over quarter LAIF yields increased from 4.362% for quarter-end (QE) June 2024 to 4.556% for QE September 2024 and San Mateo County Pool average gross pool earnings increased from
3.927% for QE June 2024 to 3.959% for QE September 2024. San Mateo County Pool earnings are quoted on gross earnings. LAIF fair value factor increased from 0.9963 in the previous quarter to 1.0020. The County Pool factor increased from 0.9913 for QE June 2024 to 1.0041 for QE September 2024. As of September 2024, the current annualized yield for CAMP is 5.08% which is 0.36% lower than the yield as of June 2024 (5.44%).
Based on the foregoing, pursuant to California Government Code Section 53646, the City shall meet its expenditure requirements for the next six months.
Fiscal Impact
There is no fiscal impact for this item. This report is informational.
Public Notice
The public was provided notice by making the agenda and report available on the City’s website and on a bulletin board located at City Hall: 2415 University Avenue, East Palo Alto.
Environmental
The 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. Treasury Report QE September 2024.
382
Average
Interest
Earnings
DEPOSIT AND
BOOK VALUE % MARKET
VALUE
Days Years For QTR
1. Petty Cash na na 0.000% 10,800 0.0% 10,800
2. On Demand Deposits (Wells Fargo checking) na na 0.000% 3,664,825 2.5% 3,664,825
3. Local Agency Investment Fund (LAIF) 231 0.63 4.556% 10,078,123 7.0% 10,098,894
4. San Mateo County Pool Investment 664 1.82 3.959% 29,445,307 20.5% 29,566,033
5. CA Asset Management Program 37 0.10 5.377% 100,826,996 69.9% 100,826,996
4.892% 144,026,050 100.0% 144,167,548
General Fund (including petty cash of $10,800) 38,032,654 38,032,654 General Sub - Funds (Committed/Reserved) 17,651,406 17,651,406 City Funds Restricted and Committed 87,843,739 87,843,739 Successor Agency Trust 498,251 498,251
Unrealized Gain/(Loss) on Investment Pools - 141,498
144,026,050 144,167,548
(0)
Checks Outstanding/Other AJE 776,166 776,166
776,166 776,166
144,802,216 144,167,548
CERTIFICATION:
Pursuant to Government Code Section 53646, the City will meet its expenditure requirements for the next six months. Total funds invested represent the consolidation of all fund types, and availability of certain funds is restricted by law.
Tomohito Oku 10/31/2024
Director of Finance Date
For Reporting Information Regarding Investment Pools:
LAIF http://www.treasurer.ca.gov/pmia-laif/laif/index.asp San Mateo County Pool http://sanmateocountytreasurer.org/index.html CA Asset Management Program https://www.camponline.com/ Total Cash and Investment Portfolio
Treasury Summary
CITY AND SUCCESSOR AGENCY OF EAST PALO ALTO
SUMMARY OF INVESTMENTS
For Quarter Ended September 30, 2024
Category
Average Maturity
Cash and Investments
Total Cash and Investments on Deposit
Total Book Balance
Bank to Book Adjustments
Total Book Adjustment
383
CONSENT ITEM 3.15
EAST PALO ALTO
CITY COUNCIL
STAFF REPORT
DATE: December 3, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Shiri Klima, Assistant City Manager
SUBJECT: Fiscal Year 2024-25 City Council Strategic Priorities First Status Update Recommendation
Receive an update on the FY 2023/24 through FY2024/25 Strategic Priorities Plan.
Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
Priority: Promote Housing, Economic and Workforce Development Priority: Implement the Comprehensive Transportation and Mobility Plan Priority: Promote Health & Public Safety
Priority: Ensure Our Financial and Organizational Health Priority: Improve the City's Water Infrastructure
Priority: Develop and Implement a Comprehensive Facilities Master Plan Priority: Enhance Community Services and Parks for Residents Background
The City Council conducts an annual Priority Setting process. The goal of this strategic planning is to improve the decision-making process, focusing limited staff and financial resources on initiatives that the City Council identifies as the highest priorities. The lead element of this process is the identification and selection of the top priorities of the Council. The Council Priorities serve as overarching focus areas that shape the direction of a community's projects and programs. Priorities flow from the community to the City Council and they encapsulate the most critical and impactful aspects that the community aims to address or achieve. By identifying and defining the named priorities, the City Council ensures staff remain focused on the highest community needs and provide necessary direction to the City Manager. 384
CONSENT ITEM 3.15
The Council held a Priority Setting session during its Saturday, Feb 3, 2024, City Council Retreat to review and revise the Council Strategic Priorities for Fiscal Years 2023-24 and 2024-25. At that meeting, Council reaffirmed the existing priorities, outlined in Figure 1 below, electing to maintain them without modification.
Figure 1. FY 2023-24 & 2024-25 East Palo Alto Strategic Priorities Following the establishment of Council Priorities, the Priority Setting process proceeds to crafting the Council Work Plan. The Work Plan provides direction to staff on prioritizing major projects and initiatives while ensuring essential functions, operational needs, and statutory requirements are met. Projects within the Work Plan align with the seven key priorities and are selected based on their significance to Council, alignment with strategic goals, and resource requirements. While the Work Plan focuses on advancing major projects, some may extend beyond the two-year period given the complexity, funding needs, and public process required for each item.
The City Council approved the FY 2024-25 Work Plan on April 16, 2024. This report and Attachment 1 provide an update on the City’s progress implementing the workplan from July 1 through September 30, 2024.
Analysis
The FY 2024-25 Work Plan includes 94 total projects. As shown in Table 1, at the end of September 2024, 56 projects are in progress, 8 are deemed operational, 10 are on-hold, and 20 have been completed (1 more than last quarter).
385
CONSENT ITEM 3.15
Table 1. Status Summary
Project/Goal Status Count
On-hold 10
In-progress 56
Complete 20
Operational 8
Total 94*
* Two duplicate Public Works projects are not being counted in this total.
Across departments, the Public Works Department is the lead for 33.5 projects, the City Manager’s Office is the lead for 35.5 projects, the Community and Economic Development Department leads 18 projects, the Police Department leads 5 projects, and the Finance Department leads 2 projects. Regardless of lead department, most projects require support and collaboration from other departments including the City Attorney’s Office. Table 2 below shows the number of projects that each department/division leads.
Table 2. Goals/Projects by Lead Department – Division
Department Number of
Goals/ Projects
Community and Economic Development (CDD) 4
CDD – Building 1
CDD – Housing 6
CDD – Planning 6.5
CDD – Rent Stabilization Program (RSP) 0.5
City Manager’s Office (CMO) - Admin 18
CMO – Community Services (CS) 10.5
CMO – Human Resources (HR) 5
CMO – Information Technology (IT) 2
Finance 2
Police (PD) 5
Public Works Department (PWD) 33.5
Total 94
A comprehensive list of each goal and project with status updates is included in Attachment 1.
Next Steps
Staff will provide a progress update on the second quarter implementation of the FY 2024-25 Work Plan in January. Also, staff just received proposals responsive to a request for proposals (RFP) to initiate a new strategic priorities setting process this spring.
Fiscal Impact
386
CONSENT ITEM 3.15
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 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 this item does not entail an entitlement.
Analysis of Levine Act Compliance: Not applicable
Attachment
1. Council Strategic Priorities Work Plan Update July 1, 2024, through June 30, 2025 387
Goal Lead/Co-Lead Status Status Notes
1 Implement Measure HH Employment Program CDD - Housing In-Progress 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.
On May 1, 2024 the City of East Palo Alto issued a Request for Proposals (RFP) and City Council approved a vendor on July 16, 2024. The selected firm: Informing Change will complete an evaluation of the pilot program.
The City receives quarterly reports and invoices from the three Contractors. The Final Performance Reports will be submitted by the Contractors by October 30, 2024. If Contractors submit an extension request, final reports may not be submitted until February 2025.
The City anticipates having program outcome presentations from the three Contractors in November 2024, and the Final Program Evaluation by Informing Change should be done by Spring or early Summer 2025. The City further anticipates receiving input on criteria or a tool for evaluating wage outcomes from the third-party evaluation firm before the end of Informing Change's contract term, in Summer 2025. 2 Continue to Implement the City's Affordable Housing
Strategy
CDD - Housing Operational This project is considered an operational activity.
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. The Fellow looked for funding opportunities and other ways to promote homeownership and housing preservation through the end of the fellowship in 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. HCD Certified the Housing Element on 4/29/2024.
2.3 Implement the updated Housing Element CDD - Housing Operational This project is considered an operational activity.
2.4 Update Affordable Housing Strategy CDD - Housing Complete The 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 Staff issued a request for proposals (RFP) for a firm to help develop the registry and the City Council approved the selection of Tolemi. Development of the rent registry, testing, and implementation is anticipated to start in November 2024 and is expected to take 6 months to a year, with an official launch in 2025.
Promote Housing, Economic & Workforce Development
388
3 Create an Economic Development Strategy Focusing on Small and Micro Businesses for City Council Consideration
CMO/CDD In-Progress After delay due to workload constraints, staff contracted with Regional Government Services to prepare a request for proposals (RFP) for an Economic Development Strategy. Staff released the RFP in September 2024. A vendor should be selected in November and commence work by January 2025. The Council formed an ad-hoc subcommittee to work with staff and the selected consultant on the plan. The plan is estimated to take six to nine months to complete. A draft plan should be presented to the City Council for adoption by September 2025.
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 City Council awarded a design contract on 04/16/24. Target Completion of design: June 2025. Project will be bid in July 2025 and the construction phase will take approximately five months. 5 Implement Program to Distribute Community Resource
Funds Grant
CMO/CS/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 late 2024 and proposing awards to the City Council early 2025.
6 Revisit the West Side Area Plan Development Approval
Process
CDD - Planning On-hold Staff are focused on updating the Development Code and will bring forward a separate item to specifically address the West Side Area Plan in early 2025. The item will discuss potential policy amendments to strengthen alignment of the West Side Area Plan with the City's practices around relocation and anti-displacement. The first of a series of updates on the Development Code is scheduled for October 28, 2024 with the Planning Commission and will subsequently be taken to Council. 7 Evaluate the Measure HH Pilot Workforce Development
Program
CDD - Housing/
CMO
In-Progress On June 14, 2024, the City received three proposals to evaluate the 18-month Measure HH pilot program.
On July 16, staff updated the City Council, which approved a contract with Informing Change for up to $120,000. With only $75,000 budgeted in FY24-25, the Council allocated an additional $45,000 from the Measure HH Fund. On September 17, two Council members joined the evaluation subcommittee.
Informing Change interviewed Mayor Lopez, Councilmember Abrica, City staff, and pilot program staff. A draft evaluation plan will be reviewed by the subcommittee in late October and presented to the City Council on November 19 for feedback.
8 Complete the Ravenswood Business District/Four Corners Specific Plan Update
CDD - Planning In-Progress Draft plan in process. City Council Study Session was held July 25, 2024. And another Study Session was held on September 24, 2024. The draft plan is scheduled for Council approval on December 3, 2024. 9 Implement the First Source Hiring Program CDD Operational This project is considered an operational activity. City staff are developing program guidelines to be applied to City projects, projects on City property, or projects subsidized with City funds. 10 Streamline the ADU permitting process CDD - Planning Complete 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. 389
11 Work with partners to complete construction of 965
Weeks/Colibri Commons
CDD - Building In-Progress 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 early 2025, including Housing Element related clean up items. A Planning Commission hearing on the update is scheduled for October 28, 2024. Another municipal code update, including objective design standards, is planned for late 2025. 13 Develop a pop-up and unlicensed businesses policy and program
CMO/CDD In-Progress Staff are assessing the nature of unlicensed businesses and existing county, state, and local regulations.
Staff will also explore other programs and benchmark with other cities. Staff will prepare a City Council study session to discuss potential policy directions in Q1 2025. With Council’s input, the City could develop a policy and program to regulate pop-up/unlicensed businesses. 390
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 improvements are being implemented over five years. A $1 million Measure W grant was awarded for conceptual planning of the University Avenue Grand Corridor, which will study mid-term strategies through 2025. Key strategies from the Mobility Study include closing the median on University Avenue to prevent left turns, collaborating with local companies and jurisdictions to reduce cut-through traffic in East Palo Alto, evaluating road pricing feasibility on University Avenue, and enhancing transit services. These strategies will be explored in the Grand Corridor study once the contract is awarded, expected in January 2025.
1.3 Initiate a Parking Permit Pilot Program PWD In-Progress Staff is developing a pilot program for City Council consideration. Staff presented a draft program to City Council on June 18, 2024 and will present an updated draft in November 2024. 2 Construct University Bicycle/Pedestrian Overcrossing PWD In-Progress Construction is underway. Anticipated completion in late 2025. 3 Explore a potential public infrastructure revenue measure for the November 2024 Election
CMO Complete The City entered an agreement with the Lew Edwards Group (LEG) who oversaw a community poll and focus group sessions to gauge community priorities and support for revenue measures in 2023.
Additional polls were conducted in April 2024. LEG shared polling results on 7/16/2024 and the City Council decided not to place a ballot measure in the November 2024 election.
3.1 East Bayshore Sidewalk Improvement Project Design PWD In-Progress The City was awarded a $400,000 grant for design phase. The City awarded a design contract to CSG consultants in April 2024. The design is anticipated to be completed in December 2024.
3.2 Seek funding and construct East Bayshore sidewalk
improvements
PWD/CMO In-Progress Construction is estimated to cost $3.9M, of which the City has secured $1.475M ($625k of Lifeline Transportation Program Cycle 7 funds, plus $850k of congressional directed spending DOT funds). The City is actively seeking other grants to fill the construction gap. The City recently submitted a grant application for Cycle 7 Bike/Ped Program Funding and Regional Measure 3 for the remaining $2,504,922 in estimated construction costs.
3.3 Design University Ave. safety improvements PWD Complete The City was awarded a $1.2M grant for design. The design work was completed in early 2024.
A Construct University Ave. safety improvements PWD In-Progress The City plans to bid out the project by the end of 2024. Construction is estimated to occur May 2025 through December 2025. This project will primarily include upgrading University/Runnymede intersection and construct a new traffic signal.
3.4 Continue work with consultant to identify and apply for grants
PWD/CMO Operational This project is considered an operational activity.
3.5 Implement updated water capital surcharges PWD/CMO Complete Council adopted updated charges in March 2023.
Implement Comprehensive Transportation and Mobility Plan 391
4 Replace the temporary traffic circles on Pulgas Avenue with mini roundabouts
PWD In-Progress Staff received grant funds to complete the preliminary design for mini roundabouts on Pulgas Avenue. On March 19, 2024, the City Council approved a contract amendment with ALTA Planning + Design to finalize the plans, specifications, and estimates (PS&E) for the two mini roundabouts, with design completion expected by November 2024. The project is planned to go out for bid by the end of 2024, with construction starting in February 2025.
5 Construct Bus Stop Shelter Improvements using AHSC grant funds
PWD Complete This project was completed in October 2024. Locations are as follows:
2111 University Avenue
NW of Bay Road at Clarke Avenue
SW of Bay Road at Clarke Avenue
Clarke Avenue at O’Connor Street
University Avenue at Sacramento Street
Bay Road and Oakwood Drive
University Avenue and Woodland Avenue
Bay Road and Newbridge
6 Finalize the Addison Avenue Safe Routes to School and Green Infrastructure project
PWD Complete Project was completed in September 2024.
7 Construct the University Avenue at Runnymede Traffic Signal Improvements
PWD In-Progress This project is related to project 3.3. Design was completed April 2024. The project will be bid out for construction in December 2024.
8 Design the East Bayshore sidewalk improvements with grant funds Secure funding to design the University Avenue Grand Corridor:
PWD Duplicate This project is included in Project 3.1.
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 on PG&E poles were completed. The new street lights on PG&E poles are subject to PG&E approval and power connection which is anticipated to be completed by November 2024. 10 Construct University Avenue safety improvements PWD Duplicate Duplicate of Project 3.3. A 11 Design and Construct road improvements on Woodland
Avenue from University Avenue to Newell Road.
PWD In-Progress This project is estimated to cost $3 million and is currently unfunded. The City was successful in receiving $2 million through the HUD appropriations bill. Once the funding is made available, agreements will be executed and staff will begin design.
12 Develop strategies to improve parking and traffic
enforcement and identify next steps.
PD/PWD In-Progress Staff are preparing a City Council study session to be held in the third quarter of FY24/25 to present and discuss parking and traffic enforcement challenges and potential solutions. 392
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 Joint Powers Authority (SFCJPA). 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 multijurisdictional collaboration led by the San Francisco Creek Joint Powers Authority (SFCJPA). The project will protect critical infrastructure, protect and restore critical habitat, provide community resilience to current tidal flooding and projected sea level rise, and improve recreational access, using both engineered structures and nature-based flood protection. The SFCJPA is conducting technical and scientific studies to prepare for releasing a draft Environmental Impact Report (EIR) in 2025.
The project is divided into two sections in East Palo Alto: south of Bay Road and north of Bay Road. The City has received a $17.5 million FEMA grant and committed $4.5 million in local funds, covering $22 million of the local construction costs for the south of Bay Road area. However, the latest cost estimates are $92 million for the south of Bay Road section and $99 million for the north.
The 30% design plans for the south of Bay Road area have been completed. The City plans to release an RFP to hire a design consultant to guide the project from 30% to 100% design completion. Additionally, a Notice of Intent (NOI) for a FEMA BRIC grant was submitted in October 2024 to help close the significant construction funding gap.
1.3 Coordinate with City of Palo Alto on the Newell Street Bridge Replacement Project
PWD In-Progress City of Palo Alto is the lead agency for this project which is a $16M sub-project of the SFCJPA Reach 2 Project 1.1 above. Project plans and specifications are complete, and partners are currently seeking additional grant funding. Coordination with utility owners is underway and the temporary construction easements have been secured. Caltrans approved the Right of Way certification in October 2024. The project will be bid for the construction phase once Caltrans approves the project through the E76 process and is able to prgram construction funds for 2025.
2 Resolve Sanitary District Incorporation Matter
2.1 Transition EPASD from an independent organization to a City subsidiary
CMO/CAO/
PWD/FIN
In-Progress Following a two+ year process, the East Palo Alto Sanitary District became a City subsidiary on October 1, 2024. Staff will work with West Bay Sanitary District and engineering consultants to operate EPASD, including EPASD finances, billing and customer service, new service connections, day to day operations and manage sanitary capital projects.
3 Develop a Community Emergency Preparedness and
Education Initiative
Promote Health & Public Safety
393
3.1 Build EPA CERT Team Membership PD/CMO Complete Menlo Park Fire Protection 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. Working with EPA CERT to recruiting and training additional residents
3.2 Establish emergency communication protocols with
community partners
PD/CMO Complete The City has communication protocols with County of San Mateo Department of Emergency Management (DEM) and Menlo Park Fire Protection District.
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. Working with the DEM to formulate and update the current EPA plan. 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 The City is using an $800K USEPA grant to replace diesel engines and perform electrical upgradesat the O'Connor Pump Station. The project is currently in the process of finalizing scope and CEQA. Design to begin in Q2 24/25 with construction beginning in Q2 25/26. 6 Construct improvements to the San Francisquito Creek bank PWD Complete Enforce the slope at San Francisquito creek to prevent further erosion. This project was completed Summer 2024.
7 Upgrade the Stormwater System to meet State trash capture requirements
PWD In-Progress Full Trash Capture is mandated by the State Water Resources Control Board by 2025. This will be accomplished with two separate projects. On July 16th, 2024 City Council authorized a contract with United Storm Water for the installation of trash capture device inserts. At the October 1st, 2024 City Council meeting, City Council authorized the execution of a contract with Schaff & Wheeler for professional engineering services to complete the design of the East Palo Alto Trash Capture Device Installation Project (SD-09). The 90% trash capture project is expected to be completed by April 2025. 8 Complete the update of the Environmental Justice (Health & Equity) Element of the General Plan
CDD - Planning In-Progress The community outreach phase for this project began in April 2024, including two community workshop at the YMCA in spring 2024 and other pop up events to obtain community priorities. The public outreach will also include subsequent workshops to allow feedback on the draft element prior to public hearings, with the Project completion anticipated in October 2025. 9 Complete the update of the Safety Element of the General Plan
CDD - Planning In-Progress The community outreach phase for this project began in February 2024; two virtual workshops were held on March 13 and April 3, as well as multiple pop up events. In person workshops were then held at the YMCA in Fall 2024 in English and Spanish to obtain community priorities. The public outreach will include subsequent workshops to allow feedback on the draft element prior to public hearings. Project completion anticipated in late 2025.
10 Evaluate emergency shelter sites CMO In-Progress The City has partnered with Red Cross and identified 3 strategic emergency evacuation locations that will provide emergency shelter, food, and medical service. The formal agreement is still being finalized. 11 Develop and Implement a strategy to address illegal dumping PWD/CDD/PD In-Progress The City will continue to enhance and implement its Clean City Program. Staff will work internally with other departments to evaluate and enhance the program over the next fiscal year. 394
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 The City hired a Utility Manager who will oversee water, solid waste, and potentially sanitary district matter. The City is preparing for EPASD governance while also planning for water operations beyond 2026. The City Council adjusted solid waste rates in June 2024.
1.2 Analyze needs, strategies and community support for funding public infrastructure
CMO Complete With Lew Edwards Group (LEG), the City conducted community outreach meetings/communication to assess community interest related to both services and infrastructure. Results were presented to the City Council in July 2024.
1.3 Perform Impact Fee Nexus Study CMO/PWD In-Progress Draft Nexus Study was presented to the City Council in June 2024. The final Nexus Study will be adopted following completion of the RBD Specific Plan, anticipated in December 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 was presented to Council in the April 2024 Budget Message. Staff is currently working to update the model using the most recent data available including FY2024-25 Adoptet Budget and FY2023-24 ACFR (to be issued in December 2024).
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. There are a few functions in the system that are pending for implementation including the budget module and the approval function which are expected to be finalized by Febrary 2025.
4 Focus on Staff Morale, Retention, Recruitment & Succession Planning
4.1 Update the City's Personnel Policies and Procedures CMO - HR In-Progress A draft document has been prepared, with a citywide management and employee review process, including meet-and-confer components, expected to start in January 2025 and be completed by Fall 2027. This effort is supported by consultants and outside legal advisors. With labor contracts now finalized, labor has asked the City to prioritize Benefit Committee Meetings to consider structural benefit changes for the 2025 calendar year.
Although committee meetings have started, no changes will be implemented in 2025. Discussions are ongoing for a possible 2026 implementation, potentially beginning in the next fiscal year.
Ensure Fiscal & Organizational Health
395
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
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 Compensation Study/ Market Movement Study CMO - HR Complete Completed a compensation market movement study analysis which help set the stage for bargaining.
Considering a full scope classification and compensation study after 3 year contract. 5 Develop an Information Systems Master Plan
5.1 Coordinate continuation or completion of contract services provided by Redwood City
CMO - IT In-Progress The City has opened recruitment for an IT Manager and expect to fill the position and transition away from City of Redwood City IT for December 2024.
5.2 Develop a citywide Information Systems Master Plan CMO - IT On-hold The City will release an RFP for an IT Master Plan in January 2025. 6 Conduct a process to develop a five-to-ten-year strategic plan CMO In-Progress On October 1, 2024, with City Council authorization, staff released an RFP for a firm to help the City 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 will be the basis for the City Council Priorities and the two-year work plan the City Council would adopt for FYs 2025-26 through 2026-27.
396
Goal Lead/Co-Lead Status Status Notes
1 Focus on Customer Service and Education
1.1 Plan for Water System Operations in 2026 CMO/PWD/CA O/FIN
In-Progress The current water wystem operator lease to Veolia expires in April 2026. Staff are reviewing the existing lease terms to determine whether a similar lease is possible or the City should instead modify the water operation structure to contract with a vendor for operations. The City is also exploring the feasibility of bringing water operations as a City function. Staff plan to identify a plan and provide recommendations to the City Council by July 2025. The City would work to implement the council approved plan by April 2026.
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: February 2025
2.2 Complete Construction of Water Intertie at
University/Woodland with Palo Alto
PWD In-Progress Project construction is underway. Target Completion: December 2024
2.3 Identify Potential Locations for Additional Water Storage PWD In-Progress Staff prepared 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: May 2025.
2.4 Investigate State and Federal Water Funding Opportunities, including WIFIA and DWSRF
CMO/PWD/FIN Operational This project is considered an operational activity.
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 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. The first phase of the project is complete, and the existing assets have been added to the database. The project will continue through FY 24/25 to establish additional layers and clean up information on the shapefiles.
Improve the City's Water Infrastructure
397
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 The City was awarded, a $1.5M grant for design of the Library. The City Council appropriated an additional $1.7M for design and awarded a design contract to Noll and Tam Architects. Design is underway. At a December City Council meeting, staff will be bringing the project updated concepts for approval.
1.1 Work with the SMC Libraries to identify and implement a comprehensive funding strategy for library construction CMO In-Progress The estimated construction cost for the library is approximately $43 million, though funding has not yet been secured. The City applied for a $10 million state grant but was not awarded the funds. Currently, the City is partnering with the San Mateo County Library (SMCL) and the SMCL Foundation to raise funds for the project. The SMCL Foundation hired Lotus Consulting to conduct a fundraising feasibility study and develop a plan, completed in May 2024. The City, SMCL, and the SMCL Foundation are now collaborating on fundraising efforts.
2 Investigate Options for Developing County Vacant Property Located on Beech Street
2.1 Endeavor to Finalize Acquisition of County-Owned Beech Street Property
CMO/CDD 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 On-hold The property exchange and extended timeline for completion CEQA is holding up this project.
Conversations with the Tamien Nation and surveys for native plants need to be performed at specific seasons.
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 renewed the lease for 141 Demeter Street through October 2029 with two one-year extension options that could take the lease through 2031. The City will continue to explore alternative police department location for beyond 2029.
3.2 Provide the Council recommendations for Police Department sites after October 2025
CMO/PD Complete Police operations will remain at 141 Demeter through October 2029.
3.3 Implement necessary actions to enable police department operations after October 2025
CMO/PD In-Progress The City renewed the lease for 141 Demeter Street through October 2029 with two one-year extension options that could take the lease through 2031. Public Works is working to secure a contractor to provide building improvements to 141 Demeter Street to ensure the facility is useful. 4 Complete the City Hall Improvements Planning Process
4.1 Resolve County consideration of 2415 University for City's exclusive or shared use
CMO On-hold The County has been doing building "improvements" and there is uncertainty around the County's intentions related to occupancy of spaces currently occupied by non-City tenants.
4.2 Investigate potential partnership opportunities with future development projects
CMO/CDD 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 Project was bid out in September 2024 but no bids were received. The project is being re-bid in October 2024. It is anticipated a contractor will be secured by the end of 2024 and construction will begin in early 2025.
Develop and Implement a Comprehensive Facilities Plan
398
Goal Lead/Co-Lead Status Status Notes
1 Foster Community Cultural Events & Activities
1.1 Facilitate City Sponsored Events on Operational Basis CMO - CS Operational This project is considered an operational activity. Total of eight events occured in 2023; including City Anniversary celebration.
1.2 Consider organizational structure and external partnerships to best provide cultural events
CMO - CS Operational This project is considered an operational activity. 2 Completion and Implementation of the Parks Master Plan
2.3 Advance Design of Martin Luther King, Jr. (MLK) Park Expansion Project
CMO - CS On-hold Refer to projects 2.1 and 2.2 above under "Develop and Implement a Comprehenive Facilities Plan".
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.
2.4 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 On-hold Due to existing restrictions at Martin Luther King Junior Park, the placement of a pilot Dog Park is unable to move forward unless public agencies agree to amendment. Staff is exploring alternative locations and will report to Council in Spring 2025.
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 expects to release an RFP for Consultation by November 2024 and will bring results back to Council by Summer 2025 with possible next steps to launch Commission in the following school year. To continue momentum, staff will seek to engage other youth-based organizations to explore opportunities to provide strengthen Commission support or find alternative paths.
3.2 Strengthen partnerships with outside organizations for comprehensive focus on youth issues
CMO - CS In-Progress TOT funding has allowed staff to strengthen partnerships with organizations like Foundation for a College Education, EPACENTER, and Anamatangi Polynesian Voices. These partnerships along with other organizations like the YMCA allow us to focus comprehensively on youth issues. Staff will be seeking to engage more organizations in the coming year. Additionally, the City has launched programs like Job Shadow Day in partnerships with FCE and YCS.
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 actively in discussion with RCSD to explore shared interests and potential financial options.
Seeking shared facilities agreements with RCSD. The City received congressional funding for Ronald McNair Field which will help advance discussions. Conversations with RCSD are continuing and hope to include the soon to be completed CCRMS field. New Target Report Date: Summer 2025
4.2 Build Relationships with Foundations/Philanthropic
Organizations to Identify Partnerships
CMO - CS Operational This project is considered an operational activity. 5 Construct the Joel Davis Park restroom PWD Complete Restroom construction was completed Enhance Community Services and Parks for Residents
399
6 Secure Bay Trail access at Rutgers Street CMO - CS/PWD In-Progress In January 2024, Public Works and Community Services staff began working with SFPUC to develop a pedestrian pathway at the Rutgers Street Bay Trail entry. The project is currently in the gate design phase, awaiting final SFPUC approval. Construction plans and specifications are expected to be completed by November 2024. MidPen is leading the project in partnership with the City of East Palo Alto. Updated plans indicate that the project remains on schedule for completion in Spring-Summer 2025.
7 Implement a program that activates parks, promotes public health and public safety, similar to the FIT Zone program.
PD/CMO - CS In-Progress The Police Department and Community Services Division staff are brainstorming ways to create opportunities that activate parks, promote public health and public safety. This likely could be greater partnership of PD personnel in summer parks activitation efforts in 2025. 400
CONSENT ITEM 3.16
EAST PALO ALTO
CITY COUNCIL
STAFF REPORT
DATE: December 3, 2024
TO: Honorable Mayor and Members of the City Council
BY: John D. Lê, City Attorney
SUBJECT: Adopt a Regular Ordinance Adding Chapter 13.09 to the East Palo Alto Municipal Code Establishing Administrative Remedies Procedure for Challenges to Fees, Charges, and Assessments
Recommendation
1. Waive the second reading and adopt an ordinance, set forth as Attachment 1 to this staff report, adding Chapter 13.09 to the East Palo Alto Municipal Code establishing Administrative Remedies Procedure for challenges to Fees, Charges, and Assessments.
2. Find that the adoption by the City Council of the ordinance is exempt from the California Environmental Quality Act (CEQA) pursuant to Public Resources Code section 21065 (not a project), and CEQA Guidelines Sections 15061(b)(3) (common sense exemption).
Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
Priority: Ensure Our Financial and Organizational Health Background
At the October 15, 2024, City Council meeting, the Council waived the first reading of the proposed ordinance to implement Assembly Bill 2257 (2024) (adding Government Code sections 53759.1 and 53759.2), which provides the City with a new tool to defend against challenges to fees, charges, and assessments adopted under Prop. 218 (Cal. Const., Art. XIII D).
As noted in the October 15, 2024 agenda report, if the City follows certain procedures, a ratepayer who fails to submit a written objection before the close of the Prop. 218 protest hearing will be barred from challenging the fee, charge, or assessment later on. 401
CONSENT ITEM 3.16
The California Constitution grants the City additional authority to enforce any local, police, sanitary, or other ordinance not in conflict with general laws, and to establish and operate public works upon conditions and under regulations that the City may prescribe. (Cal. Const., Art. XI, §§ 7, 9.) Based on this authority, the ordinance also requires objections be timely submitted to challenge fees or charges adopted under Article XIII C of the California Constitution, any assessment on real property, or the methodology used to develop any fee, charge, or assessment.
On October 15, 2024, the City Council introduced an ordinance adding Chapter 13.09 to the Municipal Code with no modifications from the dais.
The City Council introduced the attached ordinance with the following vote:
AYES: Mayor Lopez, Councilmembers Romero, Abrica and Gauthier NOES: None
ABSENT: Vice Mayor Barragan
ABSTAIN: None
Analysis
As no modifications have been made since the first reading, staff recommends that the Council adopt the proposed ordinance, in addition to finding that such action is exempt from CEQA for the reasons set forth below.
Fiscal Impact
There are no fiscal impacts associated with the proposed action.
Public Notice
The public was provided notice by making the agenda and report available on the City’s website and on a bulletin board located at City Hall: 2415 University Avenue, East Palo Alto.
Environmental
The proposed action is not a “project” under California Environmental Quality Act (CEQA) because: (i) it is not a project within the meaning of Public Resources Code, section 21065 because adoption of an administrative remedies procedure has no potential to alter the physical environment and (ii) pursuant to CEQA Guidelines section 15061(b)(3), the so-called “common sense” exemption, for this same reason.
Government Code: 84308
Applicability of Levine Act: No, as the proposed action does not involve an entitlement.
Analysis of Levine Act Compliance: Not applicable.
402
CONSENT ITEM 3.16
Attachment
1. Ordinance
403
1 ORDINANCE NO. _______
AN ORDINANCE OF THE CITY COUNCIL
OF THE CITY OF EAST PALO ALTO
ADOPTING AN ADMINISTRATIVE REMEDIES PROCEDURE FOR
CHALLENGES TO FEES, CHARGES, AND ASSESSMENTS
WHEREAS, the California Constitution specifies various requirements with respect to the levying of assessments and property-related fees and charges by a local agency, including notice, hearing, and protest procedures, depending on the character of the assessment, fee, or charge; and
WHEREAS, existing California law, known as the Proposition 218 Omnibus Implementation Act, prescribes specific procedures and parameters for local jurisdictions to comply with these requirements; and
WHEREAS, the Governor signed into law AB 2257, which authorizes local agencies to adopt procedures relating to whether person or entity may bring a judicial action or proceeding (and the scope of such judicial review) alleging noncompliance with the constitutional provisions for any new, increased, or extended fee or assessment, as defined, unless that person or entity has timely submitted to the local agency a written objection to that fee or assessment that specifies the grounds for alleging noncompliance, as specified.
THE CITY COUNCIL OF THE CITY OF EAST PALO ALTO DOES ORDAIN AS FOLLOWS:
Section 1. AUTHORITY. This Ordinance is authorized by the City’s authority under California Constitution, article XI, sections 7 (police power) and 9 (utility power) as well as Government Code section 53759.1.
Section 2. MUNICIPAL CODE AMENDMENT. Chapter 13 of Title 13 of the City of East Palo Alto Municipal Code is hereby amended to add a new section 13.09 (Fees, Charges, and Assessments on Real Property) to read as follows:
Section 13.09.010 — Exhaustion of administrative remedies for challenges to fees, charges, and assessments on real property.
A. Scope. The duty to exhaust administrative remedies imposed by this section extends to:
a. any fee or charge subject to articles XIII C or XIII D of the California Constitution,
b. any assessment on real property levied by the City, and 404
376678.1 2
c. the methodology used to develop and levy such a fee, charge, or assessment.
B. “Hearing” as used in this section means the hearing referenced in paragraph 4 of subsection D of this section.
C. Duty to Exhaust Issues. No person may bring a judicial action or proceeding alleging noncompliance with the California Constitution or other applicable law for any new, increased, or extended fee, charge, or assessment levied by the City, unless that person submitted to the City Clerk a timely, written objection to that fee, charge, or assessment specifying the grounds for alleging noncompliance. The issues raised in any such action or proceeding shall be limited to those raised in such an objection unless a court finds the issue could not have been raised in such an objection by those exercising reasonable diligence.
D. Procedures. The City shall:
(1) Make available to the public any proposed fee, charge, or assessment to which this section is to apply no less than 45 days before the deadline for a ratepayer or assessed property owner to submit an objection pursuant to paragraph 4 of this subsection D.
(2) Post on its internet website a written basis for the fee, charge, or assessment, such as a cost of service analysis or an engineer’s report, and include a link to the internet website in the written notice of the Hearing, including, but not limited to, a notice pursuant to subdivision (c) of Section 4 or paragraph (1) of subdivision (a) of Section 6 of Article XIII D of the California Constitution. (3) Mail the written basis described in paragraph 2 of this subsection D to a ratepayer or property owner on request.
(4) Provide at least 45 days for a ratepayer or assessed property owner to review the proposed fee or assessment and to timely submit to the City Clerk a written objection to that fee, charge, or assessment that specifies the grounds for alleging noncompliance. Any objection shall be submitted before the end of the public comment portion of a Hearing on the rate, charge or assessment. (5) Include in a written notice of the Hearing, a statement in bold-faced type of 12 points or larger that:
(A) All written objections must be submitted to the City Clerk by the end of public comment period at the Hearing and that a failure to timely object in writing bars any right to challenge that fee, charge, or assessment in court and that any such action will be limited to issues identified in such objections. (B) All substantive and procedural requirements for submitting an objection to the proposed fee, charge, or assessment such as those specified for a propertyrelated fee under California Constitution, article XIII D, section 6(a) or for an 405
376678.1 3
assessment on real property under California Constitution, article XIII D, section 4(e).
E. Council Consideration; City Responses. Before or during the Hearing, the City Council shall consider and the City shall respond in writing to, any timely written objections. The City Council may adjourn the Hearing to another date if necessary to respond to comments received after the agenda is posted for the meeting at which the Hearing occurs. The City’s responses shall explain the substantive basis for retaining or altering the proposed fee, charge, or assessment in response to written objections, including any reasons to reject requested amendments.
F. City Council Determinations. The City Council, in exercising its legislative discretion, shall determine whether:
(1) The written objections and the City’s response warrant clarifications to the proposed fee, charge, or assessment.
(2) To reduce the proposed fee, charge or assessment.
(3) To further review the proposed fee, charge, or assessment before determining whether clarification or reduction is needed. (4) To proceed with the Hearing, to continue it, or to abandon the proposal.
SECTION 3. CEQA FINDINGS. The City Council finds that adoption of this Ordinance is exempt from CEQA because: (i) it is not a project within the meaning of Public Resources Code, section 21065 because it has no potential to alter the physical environment; (ii) and pursuant to CEQA Guidelines section 15061(b)(3), the so-called “common sense” exemption, for this same reason.
SECTION 4. SEVERABILITY. If any section, subsection, sentence, clause, phrase or portion of this Ordinance or its application to any person or circumstance is held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance or its application to other persons and circumstances. The City Council declares that it would have adopted this Ordinance and each section, subsection, sentence, clause, phrase or portion thereof despite the fact that any one or more sections, subsections, sentences, clauses, phrases, or portions be declared invalid or unconstitutional and, to that end, the provisions hereof are hereby declared to be severable.
SECTION 5. EFFECTIVE DATE. This Ordinance shall be in full force and effect 30 days after its adoption pursuant to Government Code section 36937.
SECTION 6. PUBLICATION. The City Clerk is hereby directed to cause publication of this Ordinance as required by Government Code section 36933. 406
376678.1 4
This Ordinance was introduced at the October 15, 2024 meeting of the City Council of the City of East Palo Alto.
PASSED AND ADOPTED this 19th day of November 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
407
CONSENT ITEM 3.17
EAST PALO ALTO
CITY COUNCIL
STAFF REPORT
DATE: December 3, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: James Colin, City Clerk
SUBJECT: Mrs. Beatrice Mobley Proclamation
Recommendation
Present the proclamation for Mrs. Beatrice Mobley.
Attachments
1. Proclamation
408
PROCLAMATION OF THE CITY OF EAST PALO ALTO
HONORING THE LIFE AND LEGACY OF MRS. BEATRICE MOBLEY
WHEREAS, Mrs. Beatrice Mobley, born in August 1925 in Beulah, Mississippi, Bolivar County, moved with her parents, Mr. Charles and Mrs. Mary Searuggs, to Arkansas at the age of 13, where she later met and married Mr. Willie Mobley Sr. in 1942, building a life centered on faith, family, and community; and WHEREAS, Mrs. Mobley was baptized as a Jehovah’s Witness in 1947, while expecting her fourth child, and over the next 77 years, she selflessly helped more than 100 individuals come to know and accept her faith in Jehovah, either directly or indirectly, embodying a spirit of love and compassion throughout her life; and WHEREAS, in 1955, Mr. Willie Sr. and Mrs. Beatrice Mobley, along with their eight children, left San Mateo, California, to become one of the first African American families to settle in East Palo Alto, California, on Pulgas Avenue, a pioneering step in shaping the diversity of our community; and WHEREAS, the Mobley family, which would grow to thirteen children, many of whom graduated from Ravenswood High School, became widely known and respected in the East Palo Alto community as "the folks to emulate," serving as a model of strength, unity, and grace; and WHEREAS, Mrs. Mobley is remembered throughout the East Palo Alto community and beyond as a devoted, loving, and consummate Bible teacher, with many affectionately adopting her as their "Mom," recognizing her as a source of wisdom, strength, and spiritual guidance; and WHEREAS, following Mrs. Mobley’s passing, a steady outpouring of love and condolences has been received by the Mobley family, with friends, neighbors, and well-wishers reflecting on the countless ways she positively impacted their lives, providing daily encouragement and spiritual support, even during her final months; and
WHEREAS, Mrs. Mobley was known for her grace and elegance, often complimented for her stylish hat ensembles, which became a hallmark of her distinctive and classy presence in the community; and WHEREAS, the East Palo Alto community is forever grateful for the 70 years of love, respect, and spiritual guidance that Mrs. Mobley imparted to her family, friends, neighbors, and all those whose lives she touched, leaving behind a profound and enduring legacy;
NOW, THEREFORE, BE IT RESOLVED, the City Council of the City of East Palo Alto does hereby proclaim its heartfelt recognition and appreciation for the life of Mrs. Beatrice Mobley, whose faith, love, and dedication to the community has made an everlasting impact. We honor her legacy.
Dated: October 28, 2024
Antonio D. Lopez, Mayor
409
CONSENT ITEM 3.18
EAST PALO ALTO
CITY COUNCIL
STAFF REPORT
Date: December 3, 2024
To: Honorable Mayor and Members of the City Council
Via: Melvin E. Gaines, City Manager
From: Jeff Liu, Chief of Police
Subject: Consideration of a Donation from H & H Evergreen Foundation for the Police Department Traffic Safety Awareness Program, Annual Toy Distribution Program, and Department Needs
Recommendation
Adopt a Resolution authorizing the City Manager to:
1. Accept a donation of funds in the amount of One Hundred Fifty Thousand Dollars ($150,000) from the H & H Evergreen Foundation, and execute a Donation Agreement to support the Police Department’s Traffic Safety Awareness Program ($20,000.00), Annual Toy Distribution Program ($30,000.00), and general department needs ($100,000) in accordance with the City’s Donation Acceptance Policy; and
2. Find that the proposed action is exempt from the California Environmental Quality Act (CEQA) because it is not a “project” pursuant to 15378(b) (4) as it is a fiscal activity which does not involve any commitment to any specific project which may result in a potentially significant impact on the environment.
Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
Priority #1: Enhance Public Safety and Emergency Preparedness Priority #6: Create a Healthy and Safe Community
410
CONSENT ITEM 3.18
Background
Since November 2014, the Police Department has received positive attention for engaging in a robust community policing program that included engaging the community, initiating new community policing programs, and substantially increasing the amount of involvement with the community. After initiating this model of community policing, the community assisted in several high-profile criminal cases that lead to arrests and reduced crime. The media coverage has drawn a significant amount of attention from people in the region helping in many ways including financial contributions.
Analysis
This private donation made by the H & H Evergreen Foundation was made with the expressed desire from the donor to help facilitate a safer holiday season and to help families in need during the holiday season. The H & H Evergreen Foundation is donating $20,000.00 to assist in funding a traffic safety awareness program during this November and December holiday season and an additional $30,000.00 to families living in East Palo Alto. Additionally, the foundation is donating $100,000 to support East Palo Alto Police Department needs. The total amount of the donation is $150,000.00.
The department will acquire specific gift cards that will be given to community members that are involved in minor traffic violations and/or those demonstrating safe driving habits in the amount of $20,000.00. Additionally, the department will use the additional $30,000.00 to support the annual toy distribution program.
Fiscal Impact
There will be no fiscal impact on the department budget because the funds for the traffic safety program and the purchase of toys for families in need will be purchased by expending funds from the donation. Using the funds in this manner will follow the wishes of the donor and provide the department with the necessary funding for the programs.
Public Notice
The public was provided notice of this agenda item by positing the City Council agenda on the City’s official bulletin outside City Hall and making the agenda and report available at the City’s website and at the San Mateo County Library at 2415 University Avenue.
Environmental
411
CONSENT ITEM 3.18
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) as it is a fiscal activity which does not involve any commitment to any specific project which may result in a potentially significant impact on the environment.
Government Code § 84308
Applicability of Levine Act: No, as the proposed action does not involve an entitlement.
Analysis of Levine Act Compliance: Not applicable.
Attachment(s)
1. Resolution
412
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF EAST PALO ALTO
ACCEPTING A DONATION FROM H & H EVERGREEN FOUNDATION IN THE AMOUNT OF $150,000 TO BENEFIT THE EAST PALO ALTO POLICE
DEPARTMENT COMMUNITY PROGRAMS
WHEREAS, H & H Evergreen Foundation proposes to donate $150,000 to the City of East Palo Alto to support the Police Department’s community programs; and,
WHEREAS, H & H Evergreen Foundation requested that $20,000 be used to purchase gift cards to be used in the holiday traffic safety program; and WHEREAS, H & H Evergreen Foundation also requested that $30,000 be used to fund the purchase of toys to support the Police Department’s annual holiday gift program for East Palo Alto families in need; and WHEREAS, H & H Evergreen Foundation requested that $100,000 be used by the East Palo Alto Police Department for departmental needs.
NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF EAST PALO ALTO hereby:
1. Finds the foregoing recitals are true and correct, and are incorporated by this reference into this action;
2. Authorizes the City Manager to accept a donation of funds in the amount of One Hundred Fifty Thousand Dollars ($150,000) from the H & H Evergreen Foundation, and execute a Donation Agreement to support the Police Department’s Traffic Safety Awareness Program ($20,000.00) and Annual Toy Distribution Program ($30,000.00), and general departmental needs ($100,000) in accordance with the City’s Donation Acceptance Policy; and
3. Finds that the proposed action is exempt from the California Environmental Quality Act (CEQA) because it is not a “project” pursuant to 15378(b) (4) as it is a fiscal activity which does not involve any commitment to any specific project which may result in a potentially significant impact on the environment.
PASSED AND ADOPTED this 19th day of November 2024, by the following vote:
AYES:
NOES:
413
ABSENT:
ABSTAIN:
Antonio Lopez, Mayor
ATTEST: APPROVED AS TO FORM:
James Colin, City Clerk John Le, City Attorney
414
CONSENT ITEM 3.19
EAST PALO ALTO
CITY COUNCIL
STAFF REPORT
DATE: December 3, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: James Colin, City Clerk
SUBJECT: Rosemary Steele Proclamation
Recommendation
Present the proclamation for Rosemary Steele.
Attachments
1. Proclamation
415
PROCLAMATION OF THE CITY OF EAST PALO ALTO
HONORING THE LIFE AND
LEGACY OF ROSEMARY STEELE
WHEREAS, Rosemary Patrick was born on September 4, 1944, in Mobile, Alabama, to William and Mary Patrick, as one of four siblings. Rosemary excelled academically, gradua?ng third in her class from Williamson High School before earning a Bachelor of Arts degree in Human Services from Fordham University in New York City; and WHEREAS, in 1970, Rosemary moved to East Palo Alto, California, with her four daughters, affec?onately known as the “Bracy Girls,” and became a proud homeowner in the city, residing there for 50 years. She exemplified resilience and determina?on as a single mother, crea?ng a loving and suppor?ve home for her family; and WHEREAS, Rosemary dedicated 35 years of her career to Opportuni?es Industrializa?on Center West (OICW) in Menlo Park, where she rose from a clerical student to Director of Corporate Rela?ons and Job Development. Known as the “job lady,” Rosemary profoundly impacted over 800 lives through her ?reless efforts in job placement and workforce development; and WHEREAS, Rosemary contributed to the community through her work with the Sequoia Union High School District, Ravenswood School District, and Sun Microsystems, where she developed programs to support the residents of East Palo Alto and Belle Haven. She was a trusted leader and advocate, working on redevelopment projects and lending her voice to issues that shaped her city; and
WHEREAS, Rosemary’s commitment to service extended beyond her career. She held leadership roles in numerous organiza?ons, including the Na?onal Council of Negro Women, East Palo Alto Chapter, where she was recognized as “Humanitarian of the Year,” as well as the Lions Club, Ecumenical Hunger Program (EHP), and other local ini?a?ves. Her home was a haven for those in need, and her guidance and wisdom were sought by many; and WHEREAS, deeply rooted in her faith, Rosemary was a devoted member of Mt. Olive AOH Church of God in Menlo Park. She served as President of the Mothers Board, embodying her values of compassion, community, and unwavering devo?on to her family and her faith; and
WHEREAS, Rosemary will be remembered as a beloved mother, grandmother, great-grandmother, and pillar of her family and community. Her love, wisdom, and storytelling enriched the lives of all who knew her. She was a passionate cook, a proud keeper of her family’s heritage, and a source of warmth and inspira?on to many; and WHEREAS, Rosemary leaves behind a las?ng legacy of love and service, joining in eternal rest her parents, William and Mary Patrick, siblings Ruby Frazier and Richard Patrick, her daughter Arquie? a Bracy, and her long?me partner Wester “Wes” Bradford Sr. She is survived by her children, grandchildren, great-grandchildren, extended family, and countless friends.
NOW, THEREFORE BE IT RESOLVED THAT, the City Council of East Palo Alto hereby recognizes and honors the life of Rosemary Patrick for her extraordinary contribu?ons to the community, her enduring legacy of service, and her unwavering dedica?on to improving the lives of others.
BE IT FURTHER RESOLVED, that the City of East Palo Alto extends its deepest condolences to the family and friends of Rosemary Patrick, whose life serves as an inspira?on to us all.
Dated: November 23, 2024
Antonio D. Lopez, Mayor
416
CONSENT ITEM 3.20
EAST PALO ALTO
CITY COUNCIL
STAFF REPORT
DATE: December 3, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: James Colin, City Clerk
SUBJECT: City Council Meeting Minutes
Recommendation
Adopt the November 12, 2024, City Council Meeting Minutes.
Attachments
1. November 12, 2024, Minutes.
417
EAST PALO ALTO CITY COUNCIL
STUDY SESSION MINUTES
Tuesday, November 12, 2024, 6:00 PM
EPA Government Center
2415 University Avenue, First Floor
East Palo Alto, CA 94303
1. CALL TO ORDER AND ROLL CALL
The City Council meeting was called to order by Mayor Lopez at 6:04 PM.
Attendee Name Title Status Left
Antonio Lopez Mayor Present
Martha Barragan Vice Mayor Present 10:38 PM
Carlos Romero Councilmember Present
Ruben Abrica Councilmember Present
Lisa Gauthier Councilmember Present
2. APPROVAL OF THE AGENDA
A motion to approve the agenda was made by Councilmember Romero, seconded by Councilmember Gauthier, and passed unanimously.
3. APPROVAL OF CONSENT CALENDAR
A motion to approve the consent calendar was made by Councilmember Romero, seconded by Councilmember Gauthier, and passed unanimously.
3.1 Agreement with Matrix to Conduct a Full Cost Allocation Study and User Fee Study
3.2 Accessory Dwelling Units (ADU) Resource Center
3.3 Updated Emergency Services Council Joint Powers Agreement
3.4 Amendment of Police Recruit Classification Specification and Compensation
3.5 Adopt Revised Annual Compensation Schedule for FY 202 4-25
4. CLOSED SESSION
4.1 CONFERENCE WITH LEGAL COUNSEL—LITIGATION (Government Code Section 54956.9(d)(4)): (6).
City Attorney, John Le, confirmed that there was no reportable action.
5. STUDY SESSION TOPICS
5.1 Residential Permit Parking Program (RPP) Ordinance
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Senior Engineer, Batool Zaro, Public Works Director, Humza Javed, and Michelle Hunt, Consultant, provided a report on the Residential Permit Parking Program (RPP) Ordinance.
The following speakers provided public comment:
- Alan Ralph Krebs
- Carlos Calvillo
- John Sarmiento
- Fred Hoover
- Eric Perez
- Benito Garcia
- David Arrellin
- Carlos Reyes
- Luella Parker
- Gail Wilkerson
- Alex Peters
- Melvin Harris
- Maria Harris
- Maria Delgado
- Jackie Gallegos
- Meda Okelo
- Christopher Kao
- Maria Arteaga
- Jorge Soto
- Michelle
- Marisela Ramos
- Zaineb Olsen
- Wilson
- Webster Lincoln
- Mark Dinan
- Robert Jones
5.2 Discussion of Possible Financing Alternatives for Public Facility and Infrastructure Improvements to Serve New Development in the Ravenswood Business District/4 Corners Specific Plan Area
Hanson Hom, Deputy Manager Special Projects, and Chris Fisher, Consultant, provided a presentation and answered questions posed by the City Council.
6. COUNCIL REPORTS
Councilmember Carlos Romero announced a vaccination clinic.
7. ADJOURNMENT
The meeting was adjourned at 10:40 PM
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CONSENT ITEM 3.21
EAST PALO ALTO
CITY COUNCIL
STAFF REPORT
DATE: December 3, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Richard Perez, Utility Manager
Humza Javed, Public Works Director
SUBJECT: Freyer & Laureta, Inc. Contract Amendment Number 6 to add funds in the amount of $216,600 and extend the contract term through December 31, 2029 Recommendation
Adopt a resolution:
1. Authorizing the City Manager to execute contract amendment Number 6, in a form approved by the City Attorney, with Freyer & Laureta, Inc. to increase the not-to-exceed amount from $1,600,000 by $216,600 for a new not-to-exceed amount of $1,816,600 and extend the term through December 31, 2029 for engineering support services pertaining to the East Palo Alto Sanitary District; and
2. Waiving formal bid procedures pursuant to East Palo Alto Municipal Code section
2.84.070(D); and
3. Finding 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.
Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
Priority No. 3: Increase Organizational Effectiveness and Efficiency Priority No. 4: Improve Public Facilities and Infrastructure 420
CONSENT ITEM 3.21
Priority No. 6: Create a Healthy and Safe Community
Background
The East Palo Alto Sanitary District (EPASD), through a LAFCo process, is now a subsidiary of the City of East Palo Alto under the oversight of the City Council. Starting October 1, 2024, the East Palo Alto Public Works Department began management and coordination of the sewer system in partnership with West Bay Sanitary District, who is contracted to provide operations and maintenance over the next five (5) years.
Freyer and Laureta (F&L) has provided support to the City during the LAFCo process and is familiar with the existing sewer system master plans. City staff has identified a number of areas of engineering support and coordination needed over the next several years to ensure EPASD’s various plans and procedures are up to date, and that staff is able to provide quality customer service. Additionally, it is crucial to ensure administration responsibilities are in line with regulatory compliance documents such as the Sanitary Sewer Management Plan (SSMP).
Documents such as these outline EPASD’s operations and maintenance program, overflow emergency response plan (OERP), and many other areas of workflow.
Analysis
F&L has been providing engineering support services to the City during the EPASD LAFCo process. F&L is familiar with previous studies and master plans prepared by EPASD. Over the course of the next few years, additional civil engineering services are needed as the City completes establishment of EPASD as a subsidiary of the City. Staff has identified a number of tasks where F&L will be providing support as follows:
1. General Technical Support
F&L will be on-call to assist both the City and WBSD in responding to questions, review available documentation, and establish initial workflow for EPASD activities. These tasks will include coordination and transitional activities with WBSD as they provide operational and maintenance services, including facilitation of document sharing. F&L will also support with GIS system updating (parcel information along with updating sewer system layers from completed CIP projects).
2. Master Plan Update
F&L has previously prepared two master plan updates under previous agreements with EPASD.
The City has identified the need to develop a new master plan update as a key first activity. The new master plan update will allow EPASD to develop a comprehensive capital improvement program (CIP) including potential implementation timeline for those improvements. Additional deliverables will include an updated sewer charge, review of existing demands, and system deficiencies.
3. Coordination with Sanitary Sewer Fee Nexus Study
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CONSENT ITEM 3.21
The City has engaged Willdan to perform a Development Impact Fee Nexus Study. F&L will be working with Willdan to provide necessary information from the master plan update in order to complete the sanitary sewer fee nexus study. The study will be used to demonstrate the relationship between fees that should be charged to fund infrastructure versus those needed to support development.
4. Development Plan Review and Technical Support
F&L will assist the City to perform development plan review related to the sanitary sewer service.
These plan reviews are needed to address developmental impacts on the sewer system including connection and capacity.
Given F&L’s knowledge of the system and history with the District, staff recommends waiving bid procedures as it resorting to formal bidding under these facts will lead to a lower price at the level of service needed.
Fiscal Impact
There is a fiscal impact of $216,600, which will be reimbursed from EPASD.
Public Notice
The public was provided notice of this agenda item by posting the City Council agenda on the City’s official bulletin outside City Hall and making the agenda and report available at the City’s website and the San Mateo County Library at 2415 University Avenue.
Environmental
The proposed action does not constitute a “project” with the meaning of the California 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.
Applicability of Levine Act: Yes.
Analysis of Levine Act Compliance: The signatory(ies) for the agreement(s) is Jeffrey Tarantino, Executive Vice President, Freyer & Laureta, Inc. Staff is unaware of any other parties or participants relevant to the Council’s consideration of this item.
Attachments
1. Resolution
2. Proposal
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1 of 1
RESOLUTION NO. X
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF EAST PALO ALTO
AUTHORIZING THE CITY MANAGER TO EXECUTE CONTRACT AMENDMENT NUMBER 6, IN A FORM APPROVED BY THE CITY ATTORNEY, WITH FREYER & LAURETA, INC., TO INCREASE THE NOT-TO-EXCEED AMOUNT FROM $1,600,000 BY $216,600 FOR A NEW NOT-TO-EXCEED AMOUNT OF $1,816,600 AND EXTEND THE TERM THROUGH DECEMBER 31, 2029, FOR
ENGINEERING SUPPORT SERVICES PERTAINING TO THE EAST PALO ALTO SANITARY
DISTRICT
WHEREAS, the San Mateo Local Area Formation Commission (LAFCo) unanimously approved the City of East Palo Alto’s (City) application requesting that the East Palo Alto Sanitary District (EPASD) be made a subsidiary district of the City, effective October 1, 2024; and WHEREAS, the City’s Public Works Department now oversees EPASD’s operations; and WHEREAS, Freyer and Laureta (F&L) has provided support to the City during the LAFCo process and is familiar with the existing sewer system master plans; and WHEREAS, City staff has identified a number of areas of engineering support and coordination needed over the next several years to ensure EPASD’s various plans and procedures are up to date and that staff is able to provide quality customer service; and WHEREAS, Freyer & Laureta, Inc., is under contract with the City to provide staff augmentation services; and
WHEREAS, a contract amendment with Freyer & Laureta, Inc. is needed for EPASD general technical and compliance administrative support.
NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF EAST PALO ALTO HEREBY:
1. Authorizing the City Manager to execute contract amendment Number 6, in a form approved by the City Attorney, with Freyer & Laureta, Inc. to increase the not-to-exceed amount from $1,600,000 by $216,600 for a new not-to-exceed amount of $1,816,600 and extend the term through December 31, 2029 for engineering support services pertaining to the East Palo Alto Sanitary District; and
2. Waiving formal bid procedures pursuant to East Palo Alto Municipal Code section 2.84.070(D); and
3. Finding 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.
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PASSED AND ADOPTED this 3rd day of December 2024, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Antonio López, Mayor
ATTEST: APPROVED AS TO FORM:
James Colin, City Clerk John D Lê., City Attorney
424
Headquarters North Bay Office East Bay Office South Bay Office 150 Executive Park Blvd, Ste 4200 505 San Marin Dr, Ste A220 1101 Marina Village Pkwy, Ste 104 20863 Stevens Creek Blvd, Ste 400 San Francisco, CA 94134 Novato, CA 94945 Alameda, CA 94501 Cupertino, CA 95014 (415) 534-7070 (415) 534-7070 (510) 937-2310 (408) 516-1090 3 rd Revision – November 12, 2024
Mr. Melvin E. Gaines
City Manager
City of East Palo Alto
2415 University Avenue
East Palo Alto, CA 94303
RE: Proposal to Provide Civil Engineering Services
East Palo Alto Sanitary District Master Plan Updates
East Palo Alto, California
Dear Mr. Gaines,
Freyer & Laureta, Inc. (F&L) is pleased to present to the City of East Palo Alto (City) this proposal to provide civil engineering services to update the East Palo Alto Sanitary District’s (EPASD’s) master plan and providing ongoing technical support as the City completes establishment of EPASD as a subsidiary to the City.
Scope of Services
Task 1: General Technical Support
F&L will provide the City with ongoing technical support during the initial transition period for establishing EPASD as a subsidiary to the City. The technical support activities are anticipated to include but not be limited to:
• Participate in conference calls and meetings with WBSD to coordinate transitional activities as WBSD begins providing operation and maintenance services.
• Create and maintain a SharePoint site to facilitate document sharing between the City, WBSD, and F&L. • Organize and upload to the SharePoint site copies of documents prepared by F&L while under engagement with EPASD.
• Provide GIS system support to update existing shapefiles of the EPASD system including integrating parcel information, street names, previously completed capital projects, and other updates identified by the City, WBSD, and/or F&L.
• Provide as requested technical support to the City.
Work under this task will generally be provided as requested by the City. The purpose of this task is to allow F&L to assist both the City and WBSD in responding to questions, review available documentation, and establish initial workflow for EPASD activities.
Deliverables
• SharePoint site for use by the City and WBSD
• GIS Shapefile updates
• Other deliverables as requested by the City
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FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers 2 Task 2: Prepare Master Plan Update
F&L has previously prepared two master plan updates under previous agreements with EPASD. The City has identified the need to develop a new master plan update as a key first activity for the subsidary district. The new master plan update will allow EPASD to develop a comprehensive capital improvement program (CIP) including potential implementation timeline for those improvements. Generally, the master plan update is anticipated to:
• Confirm the potential additional demands based the City’s Vista 2035 General Plan and any other specific plans that have been approved since completion of the general or are in review by the City, • Confirm the pipeline renewal and replacement identified by EPASD’s previously completed condition assessment program,
• Develop capacity evaluation criteria initially based on EPASD’s Standard Specifications for Design and Construction of Sanitary Sewer Collection and Conveyance Facilities1 and perform potential risk assessment criteria to be used when developing potential capacity improvement projects, • Review EPASD records between January 2018 and September 30, 2024 to determine what improvements, if any, have been implemented during that time period, • Update EPASD geographical information system (GIS) to incorporate any improvements identified during review of EPASD records as described in the previous bullet, • Perform hydraulic evaluation of the existing collection system using HYDRA7 including:
o Confirm existing capacity under Average Dry Weather Flow (ADWF), Peak Dry Weather Flow (PDWF), and Peak Wet Weather Flow (PWWF) based on previous hydraulic evaluations performed by F&L under separate agreement to EPASD;
o Identify potential manholes where sanitary sewer overflows (SSOs) would be predicated to occur under existing conditions;
o Integrate potential additional flows from future development and perform capacity evaluation to identify potential manholes where SSOs would be predicated to occur; o Perform iterative evaluation to develop potential capacity improvements to reduce the overall risk of SSOs,
• Develop potential CIP alternatives including conceptual opinions of probable cost and timeline; • Develop potential cash flow for each CIP alternative to document potential modifications to the Annual Sewer Charge (ASC) that may be required and subject to a future, separate Proposition 218 process, and • Prepare for and facilitate up to three workshops with City and WBSD staff to review potential future demands, existing capacity deficiencies, capacity evaluation criteria, and results of hydraulic evaluation including CIP alternatives.
F&L will prepare a technical memorandum to document the tasks described above including providing a draft to the City for review. F&L will meet with the City and WBSD to discuss comments and questions. F&L will provide a final technical memorandum including written resposne to comments. 1 F&L believes that EPASD’s standards were last approved by the EPASD Board of Directors in June 2002 but an amendment to Section B1 may have been approved in February 2024. The task above includes providing the City with a comparison of the June 2002 standards with any revisions that are found to be approved by EPASD Board of Director’s resolution. If no resolutions are found, F&L will complete its work utilizing the June 2002 approved standards.
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FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers 3 Deliverables
• Draft Technical Memorandum
• Final Technical Memorandum including written response to comments • Agenda and minutes for Technical Review Workshops (no more than three) Task 3: Coordination with Sanitary Sewer Fee Nexus Study F&L understands that the City has engaged Willdan to perform Development Impact Fee Nexus Study.
Willdan will require information from the master plan update to begin its effort for completing the sanitary sewer fee nexus study. F&L will provide the following tasks • Meet with Willdan to coordinate development of inputs to the nexus study including providing regular updates to Willdan;
• Develop proportional allocation for the proposed CIP between existing customers and future customers; • Develop potential connection fee for new development.
F&L will prepare a draft technical memorandum presenting the proportional allocation and potential connection fee. F&L will meet with Willdan and the City to review the technical memorandum and discuss any questions or comments. A final technical memorandum
Deliverables
• Draft Technical Memorandum
• Final Technical Memorandum including written response to comments Task 4: Development Plan Review and Technical Support
F&L will assist the City to perform developlment plan reviews related to sanitary sewer service. F&L will provide the following tasks
• Review development plan applications to determine if the proposed development requires new or upgrade sanitary sewer service.
• Develop plan review comment letter(s), as required, for providing the applicant with technical comments related to sanitary sewer service.
• Prepare final plan review letter that includes the estimated fees that the City will use to request payment from the applicant.
• Provide regular updates to City staff on plan review progress including contributing to the City maintained development review tracking matrix.
• Participate, as requested, in virtual meetings with the City and/or applicant.
Deliverables
• Plan Review Letters
Task 5: Create New Hydraulic Model (OPTIONAL)
F&L understands that HYDRA7 is no longer supported. F&L is no longer in possession of a functional version of the software required to operate the EPASD HYDRA7 model. If EPASD does not have a functioning version of 427
FREYER & LAURETA, INC. Civil Engineers · Surveyors · Construction Managers 4 HYDRA7 on an EPASD computer terminal, F&L will recreate the hydraulic model using a GIS based hydraulic model platform such as SewerCAD by Autodesk or equivalent. F&L will provide the following:
• Import EPASD existing pipe and manhole network for the latest GIS files in F&L’s possession; • Update EPASD pipe and manhole network to reflect all improvements completed by EPASD since 2017; • Compare initial hydraulic model evaluation and calibration to previous technical documents such as the 2015 Sanitary Sewer Master Plan Update or 2021 Addendum to the 2015 Sanitary Sewer Master Plan Update. • Prepare brief memorandum confirming calibration of the updated EPASD hydraulic model.
If an alternative hydraulic modeling platform to HYDRA7 is required, the work described under Task 2 above will be completed with the alternative hydraulic model calibrated under this task. We have assumed that no additional flow monitoring or evaluation is required.
Deliverables
• Calibrated GIS based hydraulic model
• Hydraulic Model Documentation Memorandum
Schedule
All work described above will be completed on a mutually agreed schedule.
Compensation
F&L proposes to provide the Scope of Work for Task 1 through Task 4 on a time and materials basis for a notto-exceed fee of $216,600. Table 1 attached to this proposal provides the estimate level of effort by task and person including billing rates.
If the City and F&L determine that the Optional Scope of Work for Task 5 is required, the additional not-toexceed fee for both optionals tasks of $34,300 will be required. Table 2 attached to this proposal provides the estimate level of effort by task and person including billing rates.
If both the Base Scope of Work (Task 1 through Task 4) and the Optional Scope of Work (Task 5) are approved, the total not-to-exceed fee would be $250,900. All work will be billed in accordance with our Charge Rate Schedule dated January 1, 2024.
Very truly yours,
Jeffrey J. Tarantino, P.E., Executive Vice President
FREYER & LAURETA, INC.
CC: Joanne Yau (Freyer & Laureta, Inc.)
Laura Le (Freyer & Laureta, Inc.)
428
TABLE 1
BUDGET ESTIMATE FOR CIVIL ENGINEERING SERVCES OF EPASD MASTER PLAN UPDATE (Base Scope of Work Only) City of East Palo Alto, California
ESTIMATED OTHER DIRECT COSTS ESTIMATED COST (2)
LABOR (Hours) (1) TOTAL
TASKS F&L TOTAL UNIT QNTY UNIT 5% COST SUB Clerical Staff Engineer I Associate Engineer Associate Principal Principal-In-Charge LABOR
COST
($)
COST
($)
MARKUP
($)
PER
ITEM
($)
TOTALS
($)
105 152 194 247 263
Task 1: General Technical Support
WBSD Coordination (Allowance) 16 40 $12,952 $12,952
Document Management and SharePoint Admin 8 2 $1,366 $1,366 GIS System Support and Updates (Allowance) 80 24 12 4 $20,832 $20,832 Technical On Call Consultation 80 80 $33,200 $33,200
Subtotal Labor Hours - Task 1 8 176 24 12 126 $68,350 Estimated Cost - Task 1 $68,400 Task 2: Prepare Master Plan Update
Review City provided General and Specific Plan Documents 8 2 1 $1,973 $1,973 Review EPASD Condition Assessment Reports 40 8 4 1 $8,883 $8,883 Develop capacity evaluation criteria 8 2 2 $2,236 $2,236 Develop development flow estimates 24 8 2 $5,694 $5,694 Perform hydraulic evaluation and CIP alternatives analysis 80 20 8 4 $19,068 $19,068 Prepare for and facilitate workshops (up to three) 8 8 8 $5,296 $5,296 Prepare Draft and Final Technical Memorandum 40 120 40 20 4 $36,192 $36,192 Subtotal Labor Hours - Task 2 40 288 76 46 20 $79,342 Estimated Cost - Task 2 $79,300 Task 3: Coordination with Sanitary Sewer Fee Nexus Study Prepare proportional allocation study 16 4 4 1 $4,459 $4,459 Prepare connection fee study 8 4 4 1 $3,243 $3,243
Prepare Draft and Final Technical Memorandum 8 24 8 2 1 $6,797 $6,797 Coordination Allowance with Willdan 8 8 $4,080 $4,080
Subtotal Labor Hours - Task 3 8 48 34 29 11 $18,579 Estimated Cost - Task 3 $18,600 Task 4: Development Plan Review and Technical Support
City Coordination Allowance 8 8 $4,080 $4,080
Plan Reviews Allowance 80 80 $35,280 $35,280
Virtual Meeting Allowance 20 20 8 $10,924 $10,924
Subtotal Labor Hours - Task 4 100 108 16 $50,284 Estimated Cost - Task 4 $50,300 Total Labor Hours - Base 56 512 216 184 173 $216,555 Total Estimated Cost - Base $216,600 Notes to Table:
(1) Billing rates are based on F&L's Charge Rate Schedule dated January 1, 2024. (2) Estimated costs are rounded to the nearest $100.
Budget(3rdREVISION)_EPASD_MasterPlan_2024-11-12.xlsx/Table1 Page 1 of 1 Freyer & Laureta, Inc.
Last Printed: 11/12/2024 429
TABLE 2
BUDGET ESTIMATE FOR CIVIL ENGINEERING SERVCES OF EPASD MASTER PLAN UPDATE (Optional Scope of Work Only) City of East Palo Alto, California
ESTIMATED OTHER DIRECT COSTS ESTIMATED COST (2)
LABOR (Hours) (1) TOTAL
TASKS F&L TOTAL UNIT QNTY UNIT COST SUB Clerical Staff Engineer I Associate Engineer Associate Principal Principal-In-Charge LABOR
COST
($)
COST
($)
MARKUP
($)
PER
ITEM
($)
TOTALS
($)
DO NOT PRINT
105 152 194 247 263
Task 5: Create New Hydraulic Model (OPTIONAL)
Import GIS files and perform QC check 60 16 8 1 $14,463 $14,463 Develop and implement iterative calibration 60 16 8 1 $14,463 $14,463 Perform calibration check 8 4 1 $2,803 $2,803
Prepare Draft and Final Technical Memorandum 8 4 2 2 1 $2,593 $2,593 Subtotal Labor Hours - Task 5 8 124 42 22 4 $34,322 Estimated Cost - Task 5 $34,300 Total Labor Hours - Optional 8 124 42 22 4 $34,322 Total Estimated Cost - Optional $34,300 Notes to Table:
(1) Billing rates are based on F&L's Charge Rate Schedule dated January 1, 2024. (2) Estimated costs are rounded to the nearest $100.
Budget(3rdREVISION)_EPASD_MasterPlan_2024-11-12.xlsx/Table2 Page 1 of 1 Freyer & Laureta, Inc.
Last Printed: 11/12/2024 430
Effective January 1, 2024
CHARGE RATE SCHEDULE
Professional & Technical Services of Freyer & Laureta, Inc. staff are provided on a fixed fee or an hourly rate basis as follows:
Fixed Fee
Where a definitive scope of work can be established, many of our clients prefer that a specific fee be agreed upon in advance. Billings are submitted monthly based upon percent complete as of the last accounting day of the month.
Hourly Rate
Applicable to Plan Preparation, Design, and Report services where the scope of work must remain open, Freyer & Laureta, Inc. utilizes the following hourly charge rate basis for billing purposes.
Consulting Category 2024 Rate
Production Aide - Clerical $105
Drafter I - Technical Typist - Survey Tech II $110
Drafter II - Word Processor $116
Engineering Tech I - Drafter III $131
Staff Engineer I - Engineering Tech II - Survey Tech III $152 Staff Engineer II - Engineering Tech III - Survey Tech IV $158 Staff Engineer III - Senior Engineering Tech $163
Staff Engineer IV - Survey Tech V - Construction Inspector $179 Associate Engineer - Associate Surveyor (L.L.S.) $194
Senior Engineer - Construction Manager $205
Senior Construction Inspector $205
Project Manager - Principal Surveyor (L.L.S.) $221
Senior Project Manager - Principal Surveyor (L.L.S.) $236 Associate Principal $247
Principal $263
Forensic Engineering $357
Deposition & Court Appearance $446
Subconsultant, Reproduction, Printing, Travel, Mailing & Delivery - Cost plus 10% Interest Charge - Billings are due and payable
within 30 days. A monthly interest charge equal to the
Federal Discount Rate plus 5% will be applied on the
next billing beyond the 30-day payment period.
The foregoing Charge Rate Schedule is
incorporated into the Agreement for the Services of
Freyer & Laureta, Inc. and may be updated annually.
www.freyerlaureta.com 431
CONSENT ITEM 3.22
EAST PALO ALTO
CITY COUNCIL
STAFF REPORT
DATE: December 3, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Shiri Klima, Assistant City Manager
SUBJECT: Consultant for City Manager and City Attorney’s Evaluations Recommendation
Adopt a resolution:
1. Authorizing the Assistant City Manager to award and execute an agreement, in a form approved by the Deputy City Attorney, in an amount not to exceed $102,000 with Municipal Resource Group, LLC to assist the Council in evaluating the City Manager and City Attorney annually over the next three years (through March 1, 2027); and
2. Waiving the formal bid procedure pursuant to East Palo Alto Municipal Code Section
2.84.070(D); and
3. Finding 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.
Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
Priority No. 4: Ensure Our Financial and Organizational Health Background
432
CONSENT ITEM 3.22
Pursuant to an employment agreement dated January 9, 2023, John D. Lê began his service as the City Attorney of the City of East Palo Alto. That contract was first amended on February 6, 2024, and amended again on September 3, 2024.
Pursuant to an employment agreement dated January 17, 2024, Melvin E. Gaines began his service as the City Manager of the City. That contract was amended on February 6, 2024.
Analysis
Section 6 of Mr. Lê’s contract requires:
“The City shall review and evaluate the performance of Employee at the initial six months of his employment and at least once annually at a time mutually agreed to between the City Council and Employee. The review and evaluation shall be conducted in accordance with procedures and forms and with respect to specific criteria to be developed jointly by Employee and the City Council. The review and evaluation shall be private and confidential, and the results shall be summarized and discussed in closed session, to the extent permitted by law, or through some other mutually acceptable closed format. The parties shall agree that the primary purposes of such evaluation are to facilitate open and frank discussion, define roles and expectations, identify performance strengths and weaknesses, and to provide an opportunity for the Employee to take affirmative action to address weaknesses and areas needing improvement.”
Section 9 of Mr. Gaines’s contract requires:
“Within 90 days of employment, the City Council and Gaines shall discuss and mutually agree on performance standards. The City shall review and evaluate the performance of GAINES at the initial six months of his employment and at least once annually at a time mutually agreed to between the City Council and GAINES, with a facilitator. The review and evaluation shall be conducted in accordance with procedures and forms and with respect to specific criteria to be developed jointly by GAINES and the City Council. The review and evaluation shall be private and confidential, and the results shall be summarized and discussed in closed session, to the extent permitted by law, or through some other mutually acceptable closed format. The parties shall agree that the primary purposes of such evaluation are to facilitate open and frank discussion, define roles and expectations, identify performance strengths and weaknesses, and to provide an opportunity for GAINES to take affirmative action to address weaknesses and areas needing improvement. If GAINES’ performance review shows that his performance is satisfactory to the City Council, the City Council may provide GAINES with a compensation increase.”
Last year, the Council utilized a consultant from Municipal Resource Group, LLC (“MRG”), to evaluate both the City Attorney and City Manager. This year, the Mayor requested that we again invite a consultant from MRG to assist the Council in this work. 433
CONSENT ITEM 3.22
Rather than search for a new consultant every year or offer MRG a new contract every year, staff has asked MRG for its pricing for the next three years. If in the future Council wishes to use another company, we can always terminate this contract and reach out to another company or do a request for proposals.
Fiscal Impact
Evaluation services are fixed at $12,000 per employee per year. 360 feedback, if requested, is $3,500 per employee per year, and has been budgeted here for years 2 and 3. An executive salary analysis, if requested, is $2,500 per employee per year, and has been budgeted here for years 2 and 3. The total cost of the contract will not exceed $102,000. The $24,000 needed in this fiscal year will come out of salary savings across the organization; the remainder will be in future years’ budgets.
Public Notice
Notice of this agenda item was provided to the public by posting the City Council agenda on the City’s bulletin outside City Hall, as well as by making the agenda and report available on the City’s website and at the San Mateo County Library, located at 2415 University Avenue, East Palo Alto.
Environmental
The proposed action does not constitute a “Project” within the meaning of the California Environmental Quality Act (“CEQA”), pursuant to CEQA Guidelines sections 15378(b)(4) and (5), as it is a governmental administrative, fiscal, organizational, or administrative activities that will not result in direct or indirect changes to the environment.
Government Code § 84308
Applicability of Levine Act: No.
Analysis of Levine Act Compliance: N/A.
Attachments
1. Resolution
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ATTACHMENT - 1
Resolution No. XX-2024 1 of 2
RESOLUTION NO. XX– 2024
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF EAST PALO ALTO
AUTHORIZING THE ASSISTANT CITY MANAGER TO AWARD AND EXECUTE AN
AGREEMENT, IN A FORM APPROVED BY THE DEPUTY CITY ATTORNEY, AN AMOUNT NOT-TO-EXCEED $102,000.00, WITH MUNICIPAL RESOURCE GROUP, LLC TO ASSIST THE
CITY COUNCIL IN EVALUATING THE CITY MANAGER AND CITY ATTORNEY ANNUALLY OVER THE NEXT THREE YEARS (THROUGH MARCH 1, 2027); WAIVING THE FORMAL BID PROCEDURE PURSUANT TO EAST PALO ALTO MUNICIPAL CODE SECTION 2.84.070(D); AND FINDING THAT THE PROPOSED ACTION DOES NOT CONSTITUTE A “PROJECT” WITHIN THE MEANING OF CEQA GUIDELINES SECTIONS 15378(B)(4) AND (5) WHEREAS, pursuant to an employment agreement dated January 9, 2023, John D. Lê began his service as the City Attorney of the City of East Palo Alto; and WHEREAS, pursuant to an employment agreement dated January 17, 2024, Melvin E. Gaines began his service as the City Manager of the City; and
WHEREAS, both of these contracts require annual evaluations; and WHEREAS, last year, the Council utilized Municipal Resource Group, LLC (“MRG”) to evaluate both the City Manager and City Attorney; and
WHEREAS, the Council wishes to continue working with MRG on these evaluations over the next three years; and
WHEREAS, City staff recommends waiving the formal bid procedure and executing an agreement with MRG.
NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF EAST PALO ALTO HEREBY:
1. Finds the foregoing recitals are true and correct, and are incorporated by this reference into this action; and
2. Authorizes the Assistant City Manager to negotiate and execute an agreement with a term ending March 1, 2027, in an amount not-to-exceed $102,000.00 with Municipal Resource Group, LLC, in a form approved by the Deputy City Attorney; and
3. Waives the formal bid procedure pursuant to East Palo Alto Municipal Code Section
2.84.070(D); and
4. 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. 435
ATTACHMENT - 1
Resolution No. XX-2024 2 of 2
PASSED AND ADOPTED this 3rd day of December 2024, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
Antonio D. Lopez, Mayor
ATTEST: APPROVED AS TO FORM:
James Colin, City Clerk Michelle Magarrell,
Deputy City Attorney
436
POLICY AND ACTION 8.1
EAST PALO ALTO
CITY COUNCIL
STAFF REPORT
Date: December 3, 2024
To: Honorable Mayor and Members of the City Council
Via:
From:
Melvin E. Gaines, City Manager
Jeff Liu, Chief of Police
Subject: Policy governing the use of Automated License Plate Recognition Systems for Enhanced Public Safety
Recommendation
Adopt a resolution:
1. Approving East Palo Alto Police Policy 428 (Automated License Plate Readers) Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
Priority No. 1: Enhance Public Safety and Emergency Preparedness Background
At the September 17, 2024, City Council meeting, staff presented Policy and Action Item
9.1 which included a recommendation that the City Council adopt a resolution authorizing the city manager to enter a one-year contract with Flock Safety to install fixed automated license plate reader (ALPR) systems. The agenda report and presentation included discussion of draft East Palo Alto Policy Department Policy 428, which guides how the police department will use ALPR systems and the data they collect.
Following deliberation, the City Council adopted Resolution (113-2024) which authorized the city manager to enter a one-year contract with Flock Safety. The Council also 437
POLICY AND ACTION 8.1
discussed concerns they had related to the City’s policies governing use of ALPRs and directed staff to bring a refined version of East Palo Alto Police Department Policy 428 for City Council input. Additionally, the Council directed the staff to discuss ALPR technology with Ravenswood City School District, to add a transparency portal to the City website, and to provide quarterly reports on the City’s use of the technology.
Analysis
City Council ALPR policy concerns included data retention and surveillance concerns.
Staff understood these concerns to be related to the length of time the City/police department would retain data from ALPRs and whether the City had policies to prevent ALPRs from being used for general surveillance. Community members also raised concerns about data security and how the ALPRs would be used.
Like many other law enforcement agencies, the East Palo Alto Police Department uses Lexipol, a private company that provides various public safety solutions, to keep the Department’s Policy Manual updated. Lexipol offers a library of specific policies based on state and federal- laws and court decisions, as well as industry best practices, customizable to fit specific department needs. East Palo Alto Police Department reviews Lexipol policy updates and customizes them to fit East Palo Alto needs before finalizing them in the Department’s Policy Manual.
Draft East Palo Alto Police Department Policy 428 (attachment 1) is a Lexipol policy that has been updated to meet East Palo Alto needs and to address concerns raised by the public and City Council. Below, different City Council and public concerns are highlighted and the proposed mechanisms to address those concerns within East Palo Alto Police Department Policy 428 are discussed.
Concern: Data retention. A concern that data would be retained longer than is necessary.
Policy 428 components that address this concern:
428.4 – This policy section was changed from “up to one year” to “for a maximum of 30 days” to correspond to staff recommendations and City Council direction. Concern: Data security. A concern that data could be hacked, and that data could be “scrapable” by artificial intelligence (AI).
Policy 428 components that address this concern:
428.4 – Added the language “All data and images gathered by an ALPR are for the official use of the East Palo Alto Police Department and because such data contains 438
POLICY AND ACTION 8.1
confidential information, it is not open to public.” Adding this language prevents restricts outside organizations or businesses from making routine Public Information requests for the data, which could then be used track the movements of particular vehicles.
Furthermore, all images and metadata are encrypted from on-device to storage in the cloud using industry standards for encryption for internet communications. Flock Safety uses Amazon Web Services cloud storage and KMS-based encryption, limiting access to the encryption keys. All CJIS data is stored in the AWS GovCloud and is only available to Law Enforcement agencies. No CJIS data is shared with non-Law Enforcement Flock Safety Customers. Flock Safety reports no breaches to their cloud-based storage.
Data collected by Flock cameras in our jurisdiction would be owned by our agency and would never be sold or shared by Flock to any private entities. The information collected by flock cameras, is available on Flock’s server for 30 days. After 30 days, it is automatically deleted from Flock’s secure server.
Concern: Privacy/Surveillance. A concern that mass surveillance infringes on the right to privacy.
Policy 428 components that address this concern:
As previously stated, 428.4 would restrict the use of the data to law enforcement purposes and make the data unavailable to outside entities interested in availing the data for tracking purposes.
Furthermore, Flock Safety is designed for users to search the database at a later time for valid investigative reasons with audit trails to curb abuse. The City would conduct monthly audits to ensure the system is being used appropriately. Any abuse of the system will expose the user to disciplinary action as it would constitute an act of dishonesty or conduct unbecoming of a sworn officer.
To ensure ALPR data is used in accordance with department direction, the following language was added to Policy 428 and clearly establishes enforceable procedures for accountability.
428.3(d) through (h)
(d) Members shall only use their assigned account to access the ALPR system. (Increased accountability)
(e) Members shall enter a valid case number/incident number and/or valid justification for search when conducting a query. (Increased accountability) (f) Members not providing an acceptable entry of the REASON for their ALPR query 439
POLICY AND ACTION 8.1
will result in a suspension of their access to the database and will be documented in a record of discussion and the possibility of progressive discipline. Remedial training is required for re-instated access. This is the single most important entry when querying the ALPR database because California Civil Code 1798.90.52 states you shall provide your justification for your query. (Increased accountability) (g) When the ALPR is used as part of an investigation, the member shall document the details in the narrative portion of the report AND select the "ALPR" option in the Special Circumstances dropdown menu. (Increased accountability) (h) The following use of the ALPR system are specifically prohibited: harassment, intimidation, personal use, or immigration enforcement. (Increased accountability) 428.3(k)
(k) Violations of this policy may result in disciplinary action in accordance with East Palo Alto Police Department policy 319. (Increased accountability) 428.5(c)
(c) Violations of this policy may result in disciplinary action in accordance with East Palo Alto Police Department policy 319. (Increased accountability) 428.5(d) – Replaced “should” with “will” and replaced “regular basis” with “monthly basis.” (Increased accountability)
The above policy components of East Palo Alto Police Department Policy 428 address many of the concerns made by the City Council at the September 17, 2024 City Council meeting. Further, the City will add a Flock Safety Portal to the City’s website and the Police Chief will provide quarterly updates to the City Council on the Department’s use of Flock Safety. Staff recommends that the City Council provide any further input or suggested changes to East Palo Alto Police Department Policy 428 and approve the policy with those changes.
Fiscal Impact
None.
Public Notice
The public was provided notice of this agenda item by posting the City Council agenda on the City’s official bulletin outside City Hall and making the agenda and report available at the City’s website and the San Mateo County Library at 2415 University Avenue.
Environmental
The action being considered does not constitute a “Project” within the meaning of the 440
POLICY AND ACTION 8.1
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. East Palo Alto Police Department Policy 428 – Automated License Plate Readers
441
Policy
428
East Palo Alto Police Department
East Palo Alto Police Department
Copyright Lexipol, LLC 2024/11/03, All Rights Reserved.
Published with permission by East Palo Alto Police
Department
***DRAFT*** Automated License Plate Readers (ALPRs) - 1 Automated License Plate Readers (ALPRs)
428.1 PURPOSE AND SCOPE
The purpose of this policy is to provide guidance for the capture, storage and use of digital data obtained through the use of Automated License Plate Reader (ALPR) technology. 428.2 ADMINISTRATION
The ALPR technology, also known as License Plate Recognition (LPR), allows for the automated detection of license plates. It is used by the East Palo Alto Police Department to convert data associated with vehicle license plates for official law enforcement purposes, including identifying stolen or wanted vehicles, stolen license plates and missing persons. It may also be used to gather information related to active warrants, homeland security, electronic surveillance, suspect interdiction and stolen property recovery.
All installation and maintenance of ALPR equipment, as well as ALPR data retention and access, shall be managed by the Administration Division Commander. The Administration Division Commander will assign members under his/her command to administer the day-to-day operation of the ALPR equipment and data.
428.2.1 ALPR ADMINISTRATOR
The Administration Division Commander shall be responsible for developing guidelines and procedures to comply with the requirements of Civil Code § 1798.90.5 et seq. This includes, but is not limited to (Civil Code § 1798.90.51; Civil Code § 1798.90.53):
(a) A description of the job title or other designation of the members and independent contractors who are authorized to use or access the ALPR system or to collect ALPR information.
(b) Training requirements for authorized users.
(c) A description of how the ALPR system will be monitored to ensure the security of the information and compliance with applicable privacy laws. (d) Procedures for system operators to maintain records of access in compliance with Civil Code § 1798.90.52.
(e) The title and name of the current designee in overseeing the ALPR operation. (f) Working with the Custodian of Records on the retention and destruction of ALPR data. (g) Ensuring this policy and related procedures are conspicuously posted on the department's website.
428.3 OPERATIONS
Use of an ALPR is restricted to the purposes outlined below. Department members shall not use, or allow others to use the equipment or database records for any unauthorized purpose (Civil Code § 1798.90.51; Civil Code § 1798.90.53).
(a) An ALPR shall only be used for official law enforcement business. 442
East Palo Alto Police Department
East Palo Alto Police Department
Automated License Plate Readers (ALPRs)
Copyright Lexipol, LLC 2024/11/03, All Rights Reserved.
Published with permission by East Palo Alto Police
Department
***DRAFT*** Automated License Plate Readers (ALPRs) - 2 (b) An ALPR may be used in conjunction with any routine patrol operation or criminal investigation. Reasonable suspicion or probable cause is not required before using an ALPR.
(c) No member of this department shall access ALPR data without first completing department-approved training.
(d) Members shall only use their assigned account to access the ALPR system. (e) Members shall enter a valid case number/incident number and/or valid justification for search when conducting a query.
(f) Members not providing an acceptable entry of the REASON for their ALPR query will result in a suspension of their access to the database and will be documented in a record of discussion and the possibility of progressive discipline. Remedial training is required for re-instated access. This is the single most important entry when querying the ALPR database because California Civil Code 1798.90.52 states you shall provide your justification for your query.
(g) When the ALPR is used as part of an investigation, the member shall document the details in the narrative portion of the report AND select the "ALPR" option in the Special Circumstances dropdown menu.
(h) The following use of the ALPR system are specifically prohibited: harassment, intimidation, personal use, or immigration enforcement. (i) No ALPR operator may access department, state or federal data unless otherwise authorized to do so.
(j) The officer should verify an ALPR response through the California Law Enforcement Telecommunications System (CLETS) before taking enforcement action that is based solely on an ALPR alert.
(k) Violations of this policy may result in disciplinary action in accordance with East Palo Alto Police Department policy 319.
428.4 DATA COLLECTION AND RETENTION
The Administration Division Commander is responsible for ensuring systems and processes are in place for the proper collection and retention of ALPR data.
All ALPR data downloaded to the server will be stored for a maximum of 30 days. Thereafter, ALPR data willbe purged unless it has become, or it is reasonable to believe it will become, evidence in a criminal or civil action or is subject to a discovery request or other lawful action to produce records. In those circumstances the applicable data should be downloaded from the server onto portable media and booked into evidence.
All data and images gathered by an ALPR are for the official use of the East Palo Alto Police Department and because such data contains confidential information, it is not open to public review.
443
East Palo Alto Police Department
East Palo Alto Police Department
Automated License Plate Readers (ALPRs)
Copyright Lexipol, LLC 2024/11/03, All Rights Reserved.
Published with permission by East Palo Alto Police
Department
***DRAFT*** Automated License Plate Readers (ALPRs) - 3 428.5 ACCOUNTABILITY
All data will be closely safeguarded and protected by both procedural and technological means.
The East Palo Alto Police Department will observe the following safeguards regarding access to and use of stored data (Civil Code § 1798.90.51; Civil Code § 1798.90.53):
(a) All ALPR data shall be accessible only through a login/password-protected system capable of documenting all access of information by name, date and time (Civil Code § 1798.90.52).
(b) Members approved to access ALPR data under these guidelines are permitted to access the data for legitimate law enforcement purposes only, such as when the data relate to a specific criminal investigation or department-related civil or administrative action.
(c) Violations of this policy may result in disciplinary action in accordance with East Palo Alto Police Department policy 319.
(d) ALPR system audits will be conducted on a monthly basis.
For security or data breaches, see the Records Release and Maintenance Policy. 428.6 TRAINING
The Training Officer shall ensure that members receive department-approved training for those authorized to use or access the ALPR system (Civil Code § 1798.90.51; Civil Code § 1798.90.53). 428.7 POLICY
The policy of the East Palo Alto Police Department is to utilize ALPR technology to capture and store digital license plate data and images while recognizing the established privacy rights of the public.
All data and images gathered by the ALPR are for the official use of this department. Because such data may contain confidential information, it is not open to public review. 428.8 RELEASING ALPR DATA
Requests for ALPR data by non-law enforcement or non-prosecutorial agencies will be processed as provided in the Records Maintenance and Release Policy (Civil Code § 1798.90.55). 444
POLICY AND ACTION 8.2
EAST PALO ALTO
CITY COUNCIL
STAFF REPORT
DATE: December 3, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Denise J. Garcia, Assistant to the City Manager
SUBJECT: Economic Development Strategic Plan Agreement
Recommendation
Adopt a resolution:
1. Authorizing the City Manager to award, negotiate and execute an agreement with HR&A Advisors, in a form approved by the City Attorney, for $174,330, and to establish $25,000 as a contingency, for a not-to-exceed total of $199,330 and a term through December 31, 2025, for the preparation of an Economic Development Strategic Plan;
2. Authorizing the new Mayor to appoint a replacement for current Mayor Lopez to the Council subcommittee that will be involved in this project, effective at the start of the new calendar year; and
3. Finding that the proposed action does not constitute a “Project” within the meaning of the California Environmental Quality Act (CEQA), pursuant to CEQA Guideline section 15378 (b)(5), in that it is a government administrative activity that will not result in direct or indirect changes in the environment.
Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
Priority: Promote Housing, Economic and Workforce Development Background
445
POLICY AND ACTION 8.2
As part of the City Council’s Strategic Priorities for Fiscal Year 2024–2025, one of the key objectives is to promote housing, economic, and workforce development. Specifically, Goal 3 aims to create an Economic Development Strategy focused on supporting small and micro businesses.
Analysis
To support the development of this strategy, City staff engaged Regional Government Services (RGS) for assistance in preparing a Request for Proposals (RFP) to retain a consultant firm to develop the City’s Economic Development Strategic Plan. Brian Moura, a lead consultant from RGS with extensive experience in economic development, collaborated with City staff to draft the RFP. The RFP was reviewed and approved by the City Council at a Council meeting on July 2, 2024.
The City issued the RFP on October 1, 2024, and the submission period closed on October 30, 2024. Staff used a variety of methods to distribute the RFP to obtain a great range of high-quality proposals to review and choose from. The key parts of outreach included:
Personal invitations to the top 9 Economic Development firms in California Advertisement on LinkedIn, which received 2,185 impressions Invitation to all Economic Development firms from the California Association for Local Economic Development
Included on the City of East Palo Alto’s website
Staff received eight proposals, listed here in alphabetical order: Economic Growth Strategies and The Natelson Dale Group, ECO Northwest, HdL and StreetSense, Good City Company, HR&A Advisors (with subconsultant Kearns & West), Kosmont Companies, RSG, and Sunstone Cities. City staff formed a proposal review committee consisting of the City Manager, Assistant City Manager, Assistant to the City Manager, Community and Economic Development Director, and Mr. Moura to evaluate and score the submissions.
The committee used a scoring rubric to evaluate each firm, with six evaluation criteria categories contributing to a total possible score of 100 points. Each category had a specific point allocation, reflecting the priorities outlined in the RFP:
Quality of Proposal and Response to RFP Questions: 10 points Experience in Preparing Economic Development Strategic Plans: 20 points, prioritizing experience with cities in California with similar demographics, especially in the Bay Area and Silicon Valley
Qualifications and Experience of Key Personnel: 20 points, emphasizing relevant expertise and senior leadership oversight
Accessibility and Project Management Approach: 30 points, focusing on the availability of key personnel, task organization, and a clear, well-planned timeline Understanding of City Objectives, Timeline, and Expectations: 10 points Fee and Cost Reasonableness: 10 points, assessing alignment with City resources 446
POLICY AND ACTION 8.2
Based on these criteria, the top four firms were selected (listed alphabetically): Good City Company, HR&A Advisors, Kosmont Companies, and RSG. These firms were invited to participate in 30-minute interviews where they introduced their teams, outlined their project approach, and addressed specific questions from staff.
During the interviews, each firm was asked about their strategic planning approach, including the actionability of past plans and their success in implementation. Additional questions focused on community engagement practices, particularly with diverse groups such as low-income and multilingual communities, and on project management experience, especially involving senior leadership. Firms were also asked how they would handle budget adjustments to meet project needs within our financial constraints.
Following a thorough interview process, staff selected HR&A Advisors to lead the development and execution of the City’s Economic Development Strategic Plan. Along with Kearns & West as a subconsultant, these firms demonstrated expertise in creating impactful, equity-focused plans in collaboration with community members. Their approach emphasizes building an economic development strategy that fosters a thriving, equitable, and inclusive local economy.
Considering displacement and gentrification are on the rise in the City, partnering with firms that prioritize equity and cultural diversity is essential. HR&A Advisors along with Kearns & West bring a strong track record of engaging diverse communities and addressing these critical challenges. Additionally, they have successfully worked with nearby cities, including San Jose, South San Francisco, and Richmond, giving them a nuanced understanding of the region.
Their effective community engagement approaches to meeting people where they are at align well with the City’s goals of fostering meaningful public participation. HR&A Advisors, a national urban development consulting firm with over forty years of experience, is renowned for creating equitable, resilient, and dynamic communities through strategic planning and implementation.
Similarly, Kearns & West, also established for over four decades, excels in collaborative and creative engagement strategies that effectively reach diverse audiences.
These qualifications and proven methods were key factors in the decision to select HR&A Advisors (with subconsultant Kearns & West) for this project.
Their proposed project spans nine months and is structured into four phases for a cost of $149,330:
Data Analysis and Market Engagement: Analyze data, review prior studies, and engage with the small business and real estate communities to understand market trends, challenges, and opportunities within the City of East Palo Alto’s eight business districts. Opportunity Identification and Strategy Development: Build on Phase 1 findings to pinpoint inclusive economic growth opportunities. Focus areas include market-driven sectors offering well-paying jobs for non-degree workers, tax base diversification, and alignment with local business districts and opportunity sites. Strategies for business incubation and workforce development will also be developed. 447
POLICY AND ACTION 8.2
Community Engagement: Collaborate with City staff to determine best approaches to gather community input, which can include stakeholder interviews, in-person events, popups, community briefings, and local canvassing events. Partner with a community-based organization to ensure broad and inclusive participation. Economic Development Strategic Plan: Integrate findings into a phased, multi-year Economic Development Strategic Plan. The draft will be reviewed by City Council for feedback before finalization.
To ensure the cost of the proposed scope of work was under $150,000, HR&A Advisors made the analysis of Community Benefits and Tax Increment Districts an optional task for an additional $25,000 to recommend future business opportunities and the potential uses of different strategic sites and business districts. Given the City Council’s direction at the November 12, 2024, Study Session to further explore special financing districts, staff recommends that this optional task be included in the agreement.
Next Steps:
Once the City Council approves the agreement with HR&A Advisors, the City Manager will move forward with executing the contract. Additionally, at the start of the new calendar year, staff will request the incoming Mayor to appoint a replacement for current Mayor Lopez on the Council subcommittee overseeing this project. (The other continuing member of this subcommittee is Councilmember Abrica.)
Fiscal Impact
The fiscal impact to retain HR&A Advisors to prepare and develop an Economic Development Strategy Plan for the City is $199,330. As this amount was not included in the FY2024-25 Budget, staff is requesting an additional appropriation of $199,330 from the General Fund reserve.
Public Notice
The public was provided notice by making the agenda and report available on the City’s website and on a bulletin board located at City Hall: 2415 University Avenue, East Palo Alto.
Environmental
The action being considered does not constitute a “Project” within the meaning of the California Environmental Quality Act (CEQA), pursuant to CEQA Guideline section 15378 (b)(5), in that it is a government administrative activity that will not result in direct or indirect changes in the environment.
Government Code: 84308
Applicability of Levine Act: No, as the contract was competitively bid, the entitlement is exempt from the Levine Act.
448
POLICY AND ACTION 8.2
Attachment
1. Resolution
2. Proposal of Recommended Consultant
449
Resolution No. XX-2024 1 of 2
RESOLUTION NO. XX– 2024
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF EAST PALO ALTO
AUTHORIZING THE CITY MANAGER TO AWARD, NEGOTIATE AND EXECUTE AN
AGREEMENT WITH HR&A ADVISORS, IN A FORM APPROVED BY THE CITY ATTORNEY, FOR $174,330, AND TO ESTABLISH $25,000 AS A CONTINGENCY, FOR A NOT-TO-EXCEED TOTAL OF $199,330 AND A TERM THROUGH DECEMBER 31, 2025, FOR THE PREPARATION OF AN ECONOMIC DEVELOPMENT STRATEGIC PLAN.
WHEREAS, the City Council has identified promoting housing, economic, and workforce development as a Strategic Priority for Fiscal Year 2024–2025, with a specific goal to develop an Economic Development Strategy to support small and micro businesses; and WHEREAS, City staff engaged Regional Government Services (RGS) to prepare a request for proposals (RFP) for retaining a consulting firm to assist in the creation of the City’s Economic Development Strategic Plan, and the RFP was approved by the City Council on July 2, 2024; and WHEREAS, the City issued the RFP on October 1, 2024, and received eight proposals from qualified firms by the submission deadline of October 30, 2024; and WHEREAS, following the evaluation process and interviews, the review committee recommended HR&A Advisors and Kearns & West for their demonstrated expertise, innovative and equity-focused approaches, and strong track record of engaging diverse communities; and WHEREAS, HR&A Advisors and Kearns & West proposed a nine-month project timeline comprising four key phases: Data Analysis and Market Engagement, Opportunity Identification and Strategy Development, Community Engagement, and the preparation of the Economic Development Strategic Plan; and
WHEREAS, HR&A Advisors and Kearns & West bring extensive experience working with municipalities in the Bay Area and Silicon Valley and have a proven ability to deliver actionable, inclusive, and resilient economic development strategies.
NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF EAST PALO ALTO HEREBY:
1. Finds the foregoing recitals are true and correct, and are incorporated by this reference into this action;
2. Authorizes the City Manager to award, negotiate and execute an agreement with HR&A Advisors, a form approved by the City Attorney, for $174,330, and to establish $25,000 as a contingency, for a not-to-exceed total of $199,330 and a term through December 31, 2025, for the preparation of an Economic Development Strategic Plan;
3. Authorizes the incoming Mayor to appoint a replacement for current Mayor Lopez on the Council subcommittee that will oversee this project, effective at the start of the new calendar year;
450
Resolution No. XX-2024 2 of 2
4. Finds 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 3rd day of December, 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
451
Proposal for East Palo Alto Economic Development
Strategic Plan
A. Transmittal Letter October 30, 2024
Shiri Klima
Assistant City Manager
Economic Development Strategic Plan
2415 University Avenue,
East Palo Alto, CA 94303-1148
Dear Ms. Klima,
On behalf of HR&A Advisors, Inc. (HR&A), with the support of Kearns & West, we are pleased to submit this proposal to partner with the City of East Palo Alto to craft an economic development strategic plan focused on building a thriving, equitable, and inclusive economy. We know that East Palo Alto’s economic development priorities include building a resilient local economy that reflects the cultural diversity of the city, bolsters the City’s fiscal health to better serve its residents, and invests in the local small/micro business environment. We also recognize the importance of revitalizing the city’s business districts to reflect each area’s unique character and create family-sustaining jobs to address economic inequalities and expand opportunity for all residents.
HR&A, serving as the team lead, is a national economic development consulting firm that advises public, nonprofit, and private sector clients on how to tackle complex economic growth challenges. We are a mission-driven, employee-owned firm of analysts, economists, planners, and policy experts that believe in the people-driven transformation of communities. Our Los Angeles office delivers projects for stakeholders across California.
Our commitment to anti-racism, diversity, equity, and inclusion is essential to who we choose to be. We approach this commitment by continuously examining the social and economic disparities within the systems, institutions, and communities where we work; refining our approach to how we hire, manage, support, and reward our employee-owners to ensure that our firm is a place that honors difference and equips all staff to thrive; and recognizing the role of the people in the communities where we work and our commitment to supporting their visions.
Kearns & West fosters creative, inclusive, equitable, and enduring solutions to public interest challenges by cultivating collaboration and connection among communities and institutions. With 35 staff in the Bay Area, its local multilingual team focuses on meaningful and equitable engagement on projects centered around economic and community development and leverages experts in all fields to help communities understand issues and support them to have meaningful participation in the development process. Community economic development does not happen in isolation. Kearns & West engage experts to help communities understand issues deeply and participate meaningfully. At Kearns & West, equity is essential. It partners with community organizations to ensure diverse voices are heard, using targeted strategies to empower underrepresented groups in decision making.
Together, we have a breadth of expertise developing economic development strategies that are rooted in on-theground data, market insights, and community knowledge, so that the strategies foster a thriving economy that benefits entire communities. Specifically, we:
Conduct citywide economic development plans in California and across the country that achieve equity goals and are grounded in market forces. On behalf of the Economic and Workforce Development Department of the City of Los Angeles, HR&A prepared Los Angeles’ Comprehensive Economic Development Strategy, which provided a comprehensive vision statement and set of overarching long-term goals to promote equitable and sustainable economic growth, as well as a detailed five-year implementation plan with actions to direct the City to make 452
meaningful progress. The strategy detailed analyses of the City’s economy, workforce, and economic development initiatives, and documented economic development best practices employed by peer cities.
HR&A is currently developing Sacramento County’s Economic Development Strategy, which will inform the County’s new five-year approach to job retention & growth, business innovation, and marketing & branding. HR&A also led a team to develop a Community Needs Assessment and Investment Framework for Richmond, CA, guiding the City in directly identifying community needs to shape comprehensive actions for quality-of-life improvements and economic development, including creating quality jobs for residents. Furthermore, HR&A currently leads a team to craft Pittsburgh’s Comprehensive Plan, which will focus on building an inclusive, resilient economy that centers climate justice. In this work, we are identifying current workforce gaps and emerging industries where Pittsburgh can focus investments for future growth to ensure equitable access to opportunities for all residents.
Create economic opportunity for small businesses and local workers. On behalf of the City of Richmond, HR&A developed Economic Development and Business Recovery Action Plans to support business recovery from COVID-19 and to develop strategies for long-term economic growth, with a focus on diverse, small, and locally owned businesses. Together, HR&A and Kearns & West developed an Anti-Displacement Strategy for Residents and Small Businesses for the City of San Jose in connection with the City’s updated Five Wounds Urban Village Plan, which includes a new BART station. HR&A and Kearns & West are now collaborating on a Commercial and Residential Anti-Displacement Strategy for South San Francisco driven by a local Community Advisory Committee. Additionally, HR&A completed a Riverside Economic Impact Analysis and Industry Attraction Strategy on behalf of the University of California Riverside to bring new “clean and green” industries to Riverside and generate community-wide economic development.
Kearns & West has led equitable economic development projects such as the extensive environmental justicefocused engagement process and business outreach for High-Speed Rail investments in Equity Priority Communities in Northern California, the co-creation and establishment of the Equity Advisory Council for BART’s Link21 program, and the Plan Bay Area 2050+ outreach and stakeholder engagement focused on the economy, transportation, environment, and housing for ABAG/MTC.
Help the public sector leverage strategic sites to generate jobs, community benefits, and tax increment districts as real estate experts. HR&A supported the City of San Jose in negotiations with Google for Downtown West, an 80- acre, mixed-use development near Diridon Station, helping to define community benefits in line with the City's economic goals. For the City of San Carlos, HR&A supported a vision plan for the East Side Innovation District to guide new life science development and job creation within an older industrial district, creating a framework to secure community benefits from new development.
Together, we are uniquely well-positioned to support the City of East Palo Alto in this effort. Thank you for your consideration. We can be reached by phone or email with any additional questions.
Sincerely,
Judith Taylor
Partner, HR&A Advisors Inc.
310.882.0356 | [email protected]
700 S. Flower Street, Suite 2995, Los Angeles, CA 90017 Disclaimer: No employee of HR&A and Kearns & West is directly or indirectly a party to or in any other manner financially interested or otherwise in this proposal.
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B. Executive Summary and Understanding of Required Services Proposal Overview
Our team is prepared to help the City of East Palo Alto create an impactful, implementable equity-focused economic development plan. Our approach draws from our experience in conducting citywide economic development plans throughout California; success in creating economic pathways for small businesses and local workers; and expertise in helping governments leverage their assets to jumpstart growth and develop real estate tools that would sustain holistic neighborhood development. We will produce an implementable plan for the City of East Palo Alto’s economic development that will prioritize communities’ growth needs, including reducing unemployment, diversifying the City’s tax base, growing small business entrepreneurship opportunities, and leveraging proactive land use planning and opportunity sites to support such goals. Our approach to the scope of work will include four phases:
Phase 1 | Existing Conditions – We will draw upon data analysis, prior studies, and engagement with the small business and real estate community to understand market trends and conditions in each of the eight business districts, opportunities and challenges around small business entrepreneurship in East Palo Alto, and opportunity sites that can be leveraged for economic growth.
Phase 2 | Synthesis – We will synthesize information from Phase 1 to identify opportunities and challenges with respect to inclusive economic growth. This will include identifying which sectors are market-driven, offer opportunities for well-paying jobs for workers without four-year degrees, can diversify the City’s tax base, and can be accommodated in the City’s business districts and opportunity sites. We will identify strategies to catalyze business growth, including through incubation of microbusinesses, and workforce development best practices.
Phase 3 | Community Outreach – Community input will be critical for ensuring the economic development strategy benefits the local community. As indicated in the RFP Q&A, we expect to finalize our outreach approach in consultation with the City. We propose to conduct a series of local stakeholder interviews and in-person pop-up events, community briefings, and/or local canvassing. We have included add-on optional tasks for additional community workshops and focus groups.
We would aim to collaborate with – and compensate – local community-based organizations to convene stakeholders.
Phase 4 | Final Plan – We will synthesize our findings into a multi-year phased Economic Development Strategic Plan for review and input from City Council before finalization.
Project Understanding
East Palo Alto is a vibrant and diverse community at the heart of Silicon Valley. While the city has a rich cultural history, it faces economic, housing, and gentrification issues. While historically a community of Black residents, the city’s demographics began to shift dramatically post-1990, with a marked decrease in Black residents and an influx of Hispanic and Asian residents. In more recent years, an influx of tech and white-collar workers has driven up housing prices, creating displacement pressures on longtime renters, many of whom are Black and Hispanic families.
On average, East Palo Alto residents have lower median incomes, higher unemployment rates, higher poverty rates, and lower educational attainment compared to residents in the surrounding region. Further, there is a significantly higher number of residents than jobs in the city as compared to nearby communities, highlighting an opportunity to expand local job opportunities for residents in tandem with diversifying the City’s tax base.
The City of East Palo Alto is launching a comprehensive Economic Development Strategic Plan that will leverage its eight business districts—most notably Ravenswood, for which a specific plan is under way—to support equitable and impactful business growth. An important component of this strategy will be to identify growing sectors that can offer well-paying jobs to East Palo Alto residents. As described in the draft update to the Ravenswood Business District/4 Corners specific plan, the City will need to consider economic and employment implications of innovation and tech, light industrial, and retail businesses. Tech and innovation are driving growth throughout the region but will require robust workforce training to connect residents to these jobs. Flex/industrial jobs offer livable wages and upward mobility for workers without four-year degrees, but real estate economics make development of industrial space a challenge compared to other uses. Retail and amenity jobs do not require a college degree, but these jobs provide lower wages and fewer benefits. The City is also considering opportunities to support equitable entrepreneurship through the incubation and growth of microbusinesses – a pathway toward wealth building.
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The Economic Development Strategic Plan must identify priorities and strategies to shape and support economic growth and ensure that local workers benefit. Core to this is defining goals for a future mix of uses and jobs in the Ravenswood Business District and the potential 2.82M-3.35M SF of new commercial development it is projected to support. The Strategic Plan must also map opportunities, goals, and strategies to the other seven business districts and identify how to leverage specific strategic sites, such as 4 Corners, Bay Road, the Ravenswood 101 Shopping Center, the Willow Road/Newbridge retail area, and the Westside, for catalytic investment in jobs. The Strategic Plan must identify policy and programmatic tools to fully achieve its goals, such as workforce development programming, and microbusiness incubation strategies. All of these priorities and strategies must be grounded in input from the community.
HR&A will create a thorough and actionable Economic Development Strategic Plan by leveraging robust data analysis and our familiarity with both on-the-ground conditions and national best practices in inclusive economic development. Further, Kearns & West, based in the Bay Area, will engage the city’s diverse communities on the economic and workforce issues that matter to them – and will aim to collaborate with community-based organizations in the city like Nuestra Casa, Youth United, and One East Palo Alto. Ultimately, the Economic Development Strategic Plan will leverage assets specific to East Palo Alto to strategically attract new businesses to the city, connect local workers to jobs, support small business entrepreneurship, and increase tax revenues, all while retaining East Palo Alto as the multicultural community it is.
Approach to Scope of Services
Phase 1 | Existing Conditions
Task 1 | Project Kickoff and Due Diligence (RFP Task 3) The HR&A Team will conduct a project kickoff and site tour with the City of East Palo Alto Client Team, including the twomember City Council Subcommittee (the Client Team). At this meeting, we will discuss project goals, relationships to other planning processes, outreach approach, and timeline. In conjunction with the kickoff, we will review relevant prior studies and reports listed in the RFP, among others.
Task 2 | Employment Trend Analysis (RFP Task 5, 8)
HR&A will conduct an analysis of employment trends in East Palo Alto. Analysis will include trends in jobs by sector; analysis of how many East Palo Alto residents hold local jobs; unemployment levels; wages; educational attainment; and demographics of the workforce, benchmarked against the broader region. To the extent possible, we will gather data on microbusinesses and self-employed individuals and their demographics. We will leverage third-party data sources such as Lightcast and resources from the City, such as the 2009 Tax Base Expansion Analysis, current sales tax revenue data, and any available business license data. This assessment will help us to understand the existing economic base and which sectors offer well-paying jobs—especially to individuals without four-year degrees—to understand both positive trends and challenges in the East Palo Alto economy today with regards to equitable employment and entrepreneurship opportunities.
Task 3 | Business District Real Estate Analysis (RFP Tasks 2, 8) HR&A will work with the Client Team to analyze trends across the city’s eight business districts, including land use and real estate development patterns, with a focus on opportunity sites, likely to include: former industrial properties in the Ravenswood Business District, the 4 Corners/Bay Road district, the City-owned Cummings Loft property, the Phase II of the proposed Sobrato Development, and other opportunities that might be identified in our research. We will conduct a highlevel commercial market scan to understand the trajectory of retail, office, and industrial markets. Supplementing thirdparty data such as Costar, we will also interview 4-6 property owners, developers, and/or real estate brokers about the business districts overall and how the opportunity sites might be leveraged over the next ten years.
Task 4 | Local Business Engagement (RFP Task 7)
Understanding the lived realities of small business entrepreneurs is critical to developing an impactful economic development strategy. We will facilitate up to three focus groups—likely organized by business sector, as well as one focused on microbusinesses—to understand the benefits and challenges of doing business in East Palo Alto, and areas of greatest need and support. We will ask business and microbusiness entrepreneurs why they are located in East Palo Alto, what would help their business to thrive, and what future types of businesses could help to grow the city’s economy. We will rely on the Client Team to assist with connecting us with businesses to invite to the focus groups.
Phase 1 Deliverable: Existing Conditions Report
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Phase 2 | Synthesis
Task 5 | SWOT Analysis (RFP Task 1)
HR&A will develop a Strengths, Weaknesses, Opportunities & Threats (SWOT) Analysis based on the information gathered in Phase 1 for the city as a whole as well as for the six major business districts: Gateway Retail Center, Ravenswood Business District, University & Bay Corridor, University Circle, 4 Corners/Bay Road, and Neighborhood Retail. The SWOT analysis will consider:
• Existing base of businesses
• Indicators of growing demand from certain sectors, such as logistics, as evidenced by major recent investments or development interest observed by the City
• Real estate conditions, such as availability of space and market rents • Characteristics of each district conducive to business attraction and growth, such as connectivity, infrastructure, and placemaking
Task 6 | Business Opportunities (RFP Task 4, 8, 9, 10)
HR&A will synthesize findings to identify the types of businesses that would be strategic for the City to support in order to meet its equity and fiscal goals. We will consider uses such as retail, grocery stores, blended or mixed uses, life sciences, office, R&D, hotels, and local services. When identifying priority sectors, we will consider:
• Business types that are naturally growing due to market forces • Business types that can grow and diversify the City’s tax base • Business types that offer well-paying jobs to workers without four-year degrees • Opportunities to support and attract microbusinesses
We will provide an overview of these sector opportunities and make recommendations as to which of the eight business districts and opportunity sites might best support them. We will also highlight East Palo Alto’s strengths in attracting these employer types, as well as any hurdles that might need to be overcome.
Task 7 | Opportunity Site and Real Estate Strategies (RFP Tasks 2, 8, 9, 10) Given the target business opportunities identified above, we will provide recommendations as to how to best leverage the opportunity sites. We will develop an assessment matrix for each of these sites, identifying appropriate business types for each, and highlighting important investments, policies, or other City actions that might be required to unlock sites for economic development potential. This may include consideration of incubator or coworking space to support microbusinesses.
Task 8 | Local Employment Strategies (RFP Task 5)
In tandem with recommendations around future business opportunities, HR&A will identify, at a high level, workforce development strategies to connect a diversity of East Palo Alto residents with the new types of jobs expected to grow in the city. Drawing upon our national expertise in workforce development strategies, we will identify best practices and 2-3 case studies for preparing local residents for well-paying jobs in target sectors.
Phase 2 Deliverable: Draft Results and Recommendations
Phase 3 | Community Outreach
We understand the importance of working among East Palo Alto’s communities, so residents, employees, community leaders, and business owners have an opportunity to share their perspectives on local successes, “must-haves,” missed opportunities, and what they can contribute to build an economic development approach that captures the community’s priorities. Our work will ensure that at a minimum, Spanish and English speakers will have opportunities to participate fully in outreach events, and we will consult with City staff if additional languages are appropriate. We can modify this approach based on the priorities of East Palo Alto.
Task 9 | Stakeholder Interviews (RFP Task 6)
A series of eight stakeholder interviews will be conducted to understand how people think East Palo Alto is doing, with a specific focus on economic development goals, community priorities, and responses to preliminary data findings – over and above the small business focus groups and interviews described in Task 3 & 4. These meetings will be held with a variety of 456
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stakeholders based on recommendations from the City Council Subcommittee and City staff. Kearns & West, in conjunction with HR&A, will develop the questionnaires, conduct the interviews, and summarize the findings thematically.
Task 10 | In-Person Pop-Up Events, Community Briefings, and/or Local Canvassing (RFP Task 6) Activities will be planned and implemented to meet the community where they spend time in East Palo Alto. The purpose is to share information about initial findings of the project, engage people in a deliberative trade-off/prioritization exercise about local economic concerns and priorities, and, optionally, invite them to a community-wide workshop. We propose up to four of these efforts in a combination of pop-up events and attendance at scheduled neighborhood/organization-led meetings. We will prepare the presentation, information boards (if appropriate) and the “game” or resource allocation activity. Kearns & West will schedule, promote, and staff/facilitate the events with support from East Palo Alto staff. If possible, we would work with community-based partner organizations to co-sponsor the events to build interest in their communities and help promote them.
As an alternative, we could conduct door-to-door canvassing with a community partner, where we are effectively taking the community meeting to the residents. Working with a community-based organization (CBO) representative, our team would schedule time to visit local businesses and residents in a specific area to ask questions about their experience living or working in Palo Alto. We will summarize the outcomes of the events.
OPTIONAL ADD-ON TASK: Community Workshop
We will plan, staff, and host a community workshop which could be conducted (1) as a series of breakout discussions around specific topics of importance, (2) as a planning charrette to ask stakeholders and community members to help build a vision for East Palo Alto, or (3) as an open house with unique questions and activities at each “station” to gather input.
We would promote the event using various methods (i.e., email stakeholder database and other distribution lists, social media, fliers/signs, postcards/mailers, encouraging community leaders to spread the word), and developing materials that are visually appealing, informative, and accessible. We will ensure the workshop is scheduled at a time and location that is convenient and accessible for the general public. We will summarize meeting outcomes.
OPTIONAL ADD-ON TASK: Additional Focus Groups
Individuals in East Palo Alto have been surveyed generally for a range of other projects, and therefore, we propose focus group discussions that would allow for in-depth feedback on preliminary findings and the potential for economic development. For these focus groups, we would recruit members from the community (residents, employees, business owners beyond those engaged in Task 4, and members of other local organizations) to join an in-person discussion to test some of the project’s concepts based on earlier input and analysis. We would incentivize participation with a cash stipend. For the focus groups, we would work with City staff to confirm priorities and develop a focus group script. In the meeting, we would use discussion frameworks, visuals, concept cards, and other strategies to delve into draft opportunities for East Palo Alto and assess whether we are able to build consensus around any specific approaches. We will record the focus group and summarize findings.
Phase 3 Deliverable: Meeting and Facilitation Materials; Outreach Summaries Phase 4 | Final Plan
Task 11 | Multi Year Phased Economic Development Strategic Plan (RFP Task 12) Based on feedback from the community and the Client Team, we will synthesize our findings into an Economic Development Strategic Plan. The Plan, in report format, will contain:
• Summary of existing conditions and trends
• SWOT analysis
• Opportunities identified for business growth in the city’s eight business districts and strategic sites • Strategies such as business attraction, workforce development, and microbusiness incubation • Summary of community input
• Implementation strategy
o Phasing strategy with early wins as well as medium- and long-term actions o Qualitative level of staff resources and funding required 457
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Task 12 | City Council Review (RFP Task 13)
We understand that a two-member City Council Subcommittee has been created for the Economic Development Strategy, and they will be provided with updates and opportunities for input throughout the project. Once we have developed a draft plan, we will create a brief Powerpoint presentation summarizing findings and recommendations for presentation to the full City Council. In addition, City Council will be provided with the full draft report for more detailed review and comments. We expect that the Client Team will gather, synthesize, and reconcile comments and give us direction on edits to be made to the report based on City Council input within a maximum of four weeks. We will make up to two rounds of edits on the final plan.
Phase 4 Deliverable: Final Plan Report; Summary Presentation OPTIONAL ADD-ON TASK: Community Benefits and Tax Increment Districts (RFP Task 11) As an add-on scope item, after taking into account feedback from the community on preliminary findings, we will revise recommendations on future business opportunities and the potential uses of different strategic sites and business districts.
While community benefits are already actively being discussed as part of the Ravenswood specific plan, we understand that the City is also interested in exploring the potential of tax increment districts, such as an Enhanced Infrastructure Facilities District (EIFD). We will advise on current community benefit discussions and any additional considerations and asks that might be made, and considerations and strategy around the development of an EIFD or similar tool. The pricing in this proposal assumes we will not conduct financial modeling, although we can do so for an additional fee.
C. Description of Proposer
Overview
HR&A Advisors
HR&A has almost 50 years of experience doing this work in California, where our firm was founded in 1976.
We have 200 professional staff, and offices in New York, Los Angeles, Atlanta, Dallas, Raleigh, and Washington DC, a presence that allows us to serve clients all over the world. Services for this project will be provided by staff located in our Los Angeles and New York Offices.
Kearns & West
Founded in 1984, Kearns & West has 20 employees. With 35 staff in the Bay Area, our local multilingual team focuses on meaningful and equitable engagement on projects centered around economic and community development, energy, water, and urban and transportation planning.
HR&A and Kearns & West Experience
Small Business Support and Anti-Displacement
Client: Santa Clara Valley
Transportation Authority
Location: San Jose
Completed: 2024
San Jose Residential and Commercial Displacement Mitigation Strategy HR&A, as a part of a consultant team led by SOM, led the creation of residential and commercial anti-displacement strategies in connection with the City of San Jose’s updated Five Wounds Urban Village Plan, which includes a new BART station. HR&A analyzed residential and small business trends in the study area, focusing on existing conditions as well as indicators of household and commercial displacement pressures. HR&A conducted a comprehensive scan of national best practices to address the risks of residential and small business displacement.
Drawing insights from these best practices, HR&A developed a toolkit of programs and policies specifically tailored to mitigate residential and commercial displacement in the Five Wounds study area.
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Client: City of South San
Francisco
Location: South San
Francisco
Completed: Ongoing
South San Francisco Residential and Commercial Displacement Mitigation HR&A is collaborating with the City of South San Francisco to develop strategies aimed at preventing residential and commercial displacement. Historically a bluecollar city in Northern California, South San Francisco is now facing increased displacement pressures due to population and employment growth, particularly in life science industries. HR&A is conducting an in-depth analysis of residential and small business trends, focusing on current conditions and indicators of displacement pressures. Kearns & West is conducting extensive outreach and engagement, forming a steering committee that represents at-risk communities, and conducting two rounds of community engagement to support research and policy development. The project will culminate in an Anti-Displacement Roadmap, outlining policies and programs designed to mitigate displacement pressures.
HR&A Experience
Citywide Equitable Economic Development
Client: Los Angeles
Economic and Workforce
Development Department
Location: Los Angeles, CA
Completed: 2019
Los Angeles Citywide Economic Development Strategy
HR&A prepared the City of Los Angeles’ first citywide economic development strategy. HR&A led detailed analyses of the City’s economy, workforce, and economic development initiative, and also documented economic development best practices employed by peer cities. These analyses laid the foundation for a needs assessment and SWOT analysis, which were also informed by input from focused roundtable sessions with residents, businesses, and neighborhood leaders across the City, as well as a widely distributed online survey. Additionally, HR&A studied economic development initiatives across eight US cities while also auditing the City’s current economic development functions to identify organizational fragmentation and gaps in service delivery. The plan included actions to strengthen the City’s economic development delivery system; strengthen the economy of local communities; empower City residents to participate in the City’s economy; and improve City businesses and industries. The final strategy includes a comprehensive vision and overarching long-term goals to promote equitable and sustainable economic growth, and a detailed five-year implementation plan with actions to direct the City to make meaningful progress toward its vision and goals, including an analysis of area eligibility for Economic Development Agency (EDA) investments.
Client: County of
Sacramento
Location: Sacramento, CA
Completed: Ongoing
Sacramento Economic Development Strategy
HR&A is creating a comprehensive and actionable Economic Development Strategic Plan in partnership with Sacramento County’s Office of Economic Development (OED). This work will include a baseline conditions analysis to understand the County’s economic competitiveness and potential opportunities to drive economic growth in addition to a target industry analysis and an equitable development assessment. HR&A has analyzed County demographic, economic, labor and workforce, and industry data through the lens of access to opportunity across urban/rural, racial/ethnicity, and socioeconomic factors. The SWOT analysis, currently in process, will focus on the County’s economic development capacity, growth trajectory, and competitiveness. The existing conditions analysis, when complete, will also include an audit of OED to assess the office’s organizational structure to determine capabilities and gaps in staffing, capacity, and a systems and a fiscal analysis of the County. As a part of this work, HR&A has developed a detailed engagement plan and is conducting outreach and community engagement that includes stakeholder interviews, focus groups, a set of community meetings, and a public workshop. This work will culminate in an economic development strategy and an implementation roadmap that will serve as a guide for prioritizing strategies, identifying roles and responsibilities for County entities, and outlining metrics for success.
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Client: City of Richmond
Location: Richmond, CA
Completed: 2022
Richmond Economic Development Action Plan
On behalf of the City of Richmond, HR&A developed a plan to support business recovery from COVID-19 and plan for long-term economic growth. HR&A conducted quantitative analysis of available recovery resources and of the economic and business impacts of COVID-19 in Richmond with a particular focus on demographic and economic trends pre- and post-COVID, as well as unemployment and sales tax revenue trends. HR&A also conducted a series of stakeholder interviews and conversations with business owners to assess changing business needs and gaps in service provision for Richmond’s businesses prior to and as a result of the COVID-19 pandemic. These outreach efforts focused on reaching diverse businesses including BIPOC-owned businesses and microbusinesses, in addition to the City’s economic development partners. Based on the findings of this work, HR&A worked with the City and the Economic Development Commission to draft a Short-Term Local Business Recovery Action Plan which focused on near-term actions for the City and its partners to support Richmond businesses. As a second phase of work, HR&A conducted a deeper analysis of longstanding demographic, economic, and business trends and opportunities in Richmond. Based on the findings of this work, HR&A produced a Business Investment and Attraction Strategy to support equitable economic growth and opportunity for Richmond businesses and residents.
Community Benefits & Tax Increment Districts
Client: City of San Jose
Location: San Jose, CA
Completed: 2019
Negotiations Support for the San Jose Diridon Station Intermodal Hub The City of San Jose retained HR&A in 2017 as a development advisor to assist in its negotiations with Google in the development of Downtown West, an 80- acre, office anchored mixed use development adjacent to the Diridon Station multi-modal hub. HR&A provided development advisory and negotiations support to the City, including: laying out a series of development principles to inform the new area plan that could create a 21st century urban neighborhood, supporting the creation of a framework agreement which was memorialized in an MOU between the City and Google in 2018; helping define the community benefit ‘asks’ for a Development Agreement that are aligned with the City’s goals for affordable housing, anti-displacement, and economic opportunities; and orchestrating and participating in negotiations and supporting drafting of Development Agreement business terms. The Development Agreement between the City of San Jose and Google was approved on May 25, 2021 and includes a negotiated $200M community benefits package which Google will provide in exchange for the right to develop their planned Downtown West project.
Client: City of San Carlos
Location: San Carlos, CA
Completed: 2021
San Carlos East Side Innovation District
On behalf of the City of San Carlos, HR&A supported Perkins + Will on the development of a vision plan for the East Side Innovation District (ESID) to manage and guide an influx of development and jobs into the area, particularly in life science. HR&A led the development of a community benefits framework for the City to capture on-site community improvements and benefits to surrounding neighborhoods and all of San Carlos. HR&A first helped to identify a “menu” of potential community benefits then developed a community benefits framework that defined community benefits policy tools and mechanisms; analysis that must be conducted; and coordination and negotiations required.
Heart of Hollywood TIF Study, CA
On behalf of the Southern California Association of Governments (SCAG) and Los Angeles Council District 13, HR&A is leading an interdisciplinary team of planners, economists, and engineers to study the feasibility and recommended design for an enhanced infrastructure financing district (EIFD) to fund transit-supporting infrastructure, affordable housing, and other community development goals in the Hollywood neighborhood of Los Angeles. HR&A oversaw the creation of a 460
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Client: Southern California
Association of
Governments
Location: Los Angeles, CA
Completed: 2024
financial model to estimate the revenue potential of an EIFD and led outreach meetings to confirm community priorities for use of these funds. HR&A developed an Infrastructure Financing Plan—the primary governance document for an EIFD and advised City staff on messaging of results to lay the foundation for adoption of the City of Los Angeles’s first district and one of the first EIFDs in the state to explicitly link investments in infrastructure to affordable housing production.
Innovation District Strategy
Client: University of
California Davis
Location: Sacramento,
CA
Completed: 2019
UC Davis Aggie Square Innovation Campus, Sacramento, CA HR&A assisted UC Davis in advancing plans for Aggie Square, a technology and innovation district at its Sacramento campus. HR&A analyzed UC Davis’s academic and research strengths and their alignment with Sacramento’s core industry clusters to identify programmatic drivers to anchor Aggie Square. HR&A then conducted a real estate market analysis to understand the absorption potential of office, laboratory, residential, and retail uses to define a market viable development program.
Client: University of
California, Riverside
Location: Riverside, CA
Completed: 2017
University of California Riverside Economic Impact Analysis and “Clean and Green” Industry Attraction Strategy
For the University of California, Riverside (“UCR”), HR&A completed a two-part study, which included an economic impact analysis of University operations and the development of an economic development and industry attraction strategy to bring new “clean and green” industries to Riverside. In the second phase of work, HR&A developed a strategy framework to capture growth in “clean and green” industries, which will leverage the University’s research strengths and the California Air Resources Board’s planned University-adjacent testing facility and will employ over 400 highly skilled workers. To support this work, HR&A conducted stakeholder workshops with UCR faculty, staff, and community partners, in addition to regional socio-economic and industry research and precedent analysis of comparable university efforts. The final strategy framework included initial actions, including public-sector initiatives and partnerships that supported industry attraction and community-wide economic development.
Kearns &West Experience
Client: California HighSpeed Rail Authority
Location: Northern CA
Completed: Ongoing
California High Speed Rail Engineering and Environmental Planning Outreach in Northern California
Kearns & West led stakeholder engagement and outreach in Northern California for the California High-Speed Rail Authority, supporting the environmental review process and regional meetings in September and October 2024. They implemented an environmental justice (EJ) engagement program that earned the Authority an EPA commendation and the American Planning Association’s Northern California 2023 Excellence Award for Advancing Diversity and Social Change.
Kearns & West continues to scope, plan, and facilitate public engagement meetings, design and staff open houses, track public comments, and prepare Outreach Summary Reports for the Authority’s Board. They strategized and conducted workshops, community, and technical meetings, and collaborated with landowners. Public open houses, both in-person and online, shared project details, alternatives, and anticipated impacts, while Kearns & West also provided multilingual fact sheets, newsletters, and presentation materials.
D. Proposer’s Team
HR&A
Partner Judith Taylor, based in our Los Angeles office, will serve as Partner-in-Charge, and will be the main point of contact in any formal agreement with the City. She has led equitable planning and economic development strategies in cities and counties in California and across the country. Principal Sulin Carling will serve as Project Manager and will be 461
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responsible for coordinating day-to-day operations and client communications. Sulin works on place-based economic development strategies across the country and has led our small business anti-displacement work in San Jose and South San Francisco with Kearns & West. Ray Cabrera, also based in our Los Angeles office, will serve as the senior analyst on this team. This team is supported by a team of analytic staff, including over 30 analysts based in our Los Angeles office.
Kearns & West
Joey Goldman, Principal, has 30 years of experience in collaborative planning processes and facilitation, working on economic development and planning projects. Joey will provide leadership and guidance for the outreach effort to build relationships with stakeholders, oversee implementation of engagement efforts, and ensure the quality of deliverables.
Nahal Ipakchi, Senior Director, is an expert at process design and equitable engagement. With experience working with East Palo Alto’s community organizations, she will lead the effort to engage strategically with CBO partners on engaging business and community members and facilitate community events. Vidya Bhamidi, Senior Associate, is an urban planner and engagement specialist, and will oversee the planning and execution of the public outreach activities. As appropriate, they will be supported by others on the Kearns & West team.
Our team is readily available to meet the City’s needs on the ground. Kearns & West’s team is local, while HR&A’s Judy and Ray are available to travel for meetings from Los Angeles. Sulin will be highly accessible via email and phone.
E. Exceptions to the RFP
HR&A has made an analysis of Community Benefits and Task Increment Districts an optional task in order to limit our fee.
F. Project Cost, Fees, and Charges
HR&A proposes to complete the base scope of work outlined for a fixed fee of $149,330, inclusive of expenses. An additional fee for optional tasks is shown below.
PROJECT TASK AND WORK MILESTONES HR&A Fee
HR&A
Staff
Hours
K&W Fee
K&W
Staff
Hours
TOTAL
1. Project Kickoff and Due Diligence
2. Employment Trend Analysis
3. Business District Real Estate Analysis
4. Local Business Engagement
5. SWOT Analysis
6. Business Opportunities
7. Opportunity Site and Real Estate Analysis
8. Local Employment Strategies
9. Stakeholder Interviews
10. In-Person Pop-Up Events, Community Briefings, and/
or Local Convenings
11. Multi Year Phased Economic Development Strategic
Plan
12. City Council Review
$7,040
$8,020
$8,020
$4,520
$12,500
$12,500
$12,000
$10,620
$2,100
$2,100
$27,980
$7,960
20 32
32 13
40 40
40 37
5 5
93 26
-
-
-
-
-
-
-
-
$12,385
$12,385
-
-
-
-
-
-
-
-
-
-
58 58
-
-
$7,040
$8,020
$8,020
$4,520
$12,500
$12,500
$12,000
$10,620
$14,485
$14,485
$27,980
$7,960
Total Task Fees $115,360 $24,770 $140,130
HR&A Expenses (travel) $3,000 $3,000
Kearns & West Expenses $6,200 $6,200
Travel $600
Public Meeting Materials $2,200
Translation & In-Language Services $3,400
TOTAL FEES $118,360 $30,970 $149,330
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Optional Add-On: Community Workshop $12,280
Optional Add-On: Focus Groups $36,080
Optional Add-On: Community Benefits and Tax Increment
Districts $25,000
HR&A Hourly Fee Structure
Partner Principal Director Senior Analyst Analyst Research Analyst $460 $420 $370 $280 $225 $180
Kearns & West Hourly Fee Structure
Principal Senior Director Senior Associate Senior Associate $330 $235 $190 $190
G. Project Timeline and Initial Draft Results
We anticipate this scope of work taking 9 months to complete.
Month No. 1 2 3 4 5 6 7 8 9
Phase 1: Existing Conditions
Task 1: Project Kickoff and Due Diligence
Task 2: Employment Trend Analysis
Task 3: Business District Real Estate Analysis
Task 4: Local Business Engagement
Phase 2: Synthesis
Task 5: SWOT Analysis 1
Task 6: Business Opportunities
Task 7: Opportunity Site and Real Estate Strategies
Task 8: Local Employment Opportunities 2
Phase 3: Community Outreach
Task 9: Stakeholder Interviews
Task 10: In-Person Pop-Up Events, Community
Briefings, and/or Local Convenings 3
Phase 4: Final Plan
Task 11: Multi Year Phased Economic Development
Strategic Plan 4
Task 12: City Council Review 5
Deliverables
1 Existing Conditions Report (month 4) 4 Final Plan Report and Summary Presentation (month 8) 2 Draft Results and Recommendations (month 6) 5 Revised Final Plan (month 9) 3 Community Outreach Summaries (month 8)
H. References
Project: Commercial Corridor Transformation Strategy, Los Angeles, CA (HR&A) Caroline Torosis
Senior Deputy for Economic and Workforce Development, Office of the Supervisor Holly J. Mitchell 500 W Temple St #866, Los Angeles, CA 90012
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[email protected]
(650) 224-6770
Project: Richmond Economic Development Action Plan (HR&A) Sasha Curl
City Manager, City of Richmond
450 Civic Center Plaza, Richmond, CA 94804
[email protected]
(510) 620-6512
Project: San Jose Commercial and Residential Anti-Displacement Strategy (HR&A and Kearns & West) Charla Gomez
Supervising Planner for Station Area Planning Team, City of San José 200 E. Santa Clara St. San Jose, Ca 95113
[email protected]
(408) 793-5543
I. Completed Reports
The following three plans showcase our capabilities in drafting comprehensive economic development strategies that pair comprehensive data analysis with meaningful community engagement. • North Sacramento Action Plan (2024)
• Richmond CA Business Investment & Attraction Strategy (2022) • Grand Rapids Equitable Economic Development and Mobility Plan (2020) J. Professional Services Agreement
We request the following modification to the end of Section 19 “Products of Consulting Services” of the Professional Services Agreement to indicate that it is our intention to protect our pre-existing intellectual property. We are open to the City’s feedback and modifications to the proposed language.
Work Product under this Agreement include certain reports and memoranda that are to be produced by Contractor under this Agreement. City acknowledges that Contractor regularly develops and utilizes models, software, know-how, methodologies, and technologies in Contractor’s performance of its analytical services and in Consultant’s preparation and production of written work product, such as written reports and presentations, which are required to be prepared and delivered under this Agreement. For clarity and avoidance of doubt, and notwithstanding anything in this Agreement that may be construed to the contrary, the ownership referenced in the immediately preceding paragraph pertains solely to Consultant’s written work product prepared pursuant to this Agreement and not to the underlying models, software, know-how, methodologies and technologies that Contractor utilizes in Contractor’s performance of its services. Such models, software, know-how, methodologies, and technologies (collectively, “Contractor Property”), including but not limited to any improvements and modifications made to Contractor Property in the performance of the Services, shall be and remain the sole and exclusive property of the Contractor.
We also request the following revisions from the City and are open to further discussion with the City about these terms if selected:
Section 1. Contractor’s Compensation, subsection A.
A. City agrees to pay ______________ (“Contractor”), at the rate(s) specified below, for those services set forth in Exhibit A of this Agreement and for all authorized reimbursable expenses, for a total amount not to exceed ____________________________. The division of this not-to-exceed fee is described in the Budget by Task set forth in Attachment 1 of Exhibit B.
Section 2. Appropriate Billable Rates for Services and Additional Services to the below.
Contractor’s billable rates shall be based on each participant enrolled in the program staff member and position, and shall be as set forth in Attachment 12 of Exhibit B.
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Section 4. Payments to Contractor
A. Payments to Contractor shall be made within a reasonable time thirty days (30) after receipt of Contractor’s invoice, said payments to be made in proportion to services performed. Contractor shall submit invoices on a percent by task complete basis based on the percentage of each task completed during the previous month, for payment on a quarterly monthly basis along with a quarterly monthly performance report as set forth in Exhibit A and confirmation of enrollment or completion of program by participants. Contractor shall be responsible for the cost of supplying all documentation necessary to verify the monthly billings to the satisfaction of the City.
K. Conflict of Interest Statement
HR&A and Kearns & West have no conflicts of interest to report.
L. Insurance Requirements
HR&A and Kearns and West acknowledge that we have read the City’s insurance requirements (Exhibit C) and can comply with all the requirements but ask for one modification (in red): “…covering Automobile Liability, Code 1 (any auto), unless Contractor does not own or lease any vehicles in which case they shall procure Hired and Non-Owned coverages.” 465
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Appendix: Resumes
Judith Taylor | Partner, HR&A Advisors
Judith brings 20 years of experience in real estate, land use, and inclusive economic development strategy. She specializes in leading forward-looking market and economic analyses that help public and private clients identify and implement transformational, yet achievable, real estate development strategies. From revitalization and placemaking strategies to transit oriented development, Judith is focused on advancing public sector goals and unlocking opportunities for public-private partnership. With an expertise in economics, her work has balanced feasibility with delivering innovative community benefits.
Richmond Economic Development Plan
On behalf of the City of Richmond, developed a plan to support business recovery from COVID-19 and a plan for long-term economic growth. Led quantitative analysis of available recovery resources and of the economic and business impacts of COVID-19 in Richmond. Interviewed business owners and other stakeholders to assess changing business needs and gaps in service provision for Richmond’s businesses prior to and as a result of the COVID-19 pandemic. Focused on reaching diverse businesses including BIPOC-owned businesses and microbusinesses. Drafted a Short-Term Local Business Recovery Action Plan which focuses on near-term actions to support Richmond businesses. Then led a deeper analysis of longstanding demographic, economic, and business trends and opportunities in Richmond.
Produced a draft Business Investment and Attraction Strategy to support equitable economic growth and opportunity for Richmond businesses and residents.
Sacramento Economic Development Strategic Plan
On behalf of Sacramento County, and in conjunction with Urban Rural Regional Strategies and Sacramento Building Healthy Communities, HR&A is developing an Economic Development Strategic Plan (EDSP) and Implementation Plan for the County that anticipates the needs for the County for the next 5 years. This effort will build on a 2013 4-year EDSP that established priorities and action items in three focus areas: Job Retention & Growth, Innovation & Improvement of Business Climate, and Marketing & Branding.
City of Los Angeles Comprehensive Economic Development Strategy On behalf of the Economic and Workforce Development Department of the City of Los Angeles, HR&A prepared the City’s first citywide economic development strategy. Prepared detailed analyses of the City’s economy, workforce, and economic development initiatives, and also documented economic development best practices employed by peer cities. These analyses laid the foundation for a needs assessment and SWOT analysis, which were also informed by input from focused roundtable sessions with residents, businesses, and neighborhood leaders across the City, as well as a widely-distributed online survey. Developed a comprehensive vision statement and set of overarching long-term goals to promote equitable and sustainable economic growth, as well as a detailed five-year implementation plan with actions to direct the City to make meaningful progress toward its vision and goals. Delivered the final strategy, which also meets federal and other grant funding requirements, in mid-2018.
Pronouns: She/Her/Hers
Education
Harvard University, John F. Kennedy School
of Government, Master in
Public Policy and Urban Planning, 2002
Stanford University, Bachelor of Arts,
Economics, 1999
Work Experience
HR&A Advisors, Inc., 2013 – Present
Pro Forma Advisors, Partner, 2011 – 2013
Economics Research Associates,
Senior Associate, 2005 – 2011
Lenders for Community,
Development/ Opportunity Fund,
Loan Officer, 2002 – 2005
City of Ontario, Redevelopment
Agency, Intern, 2000
Affiliations
Abode Communities, Board Member
Westside Urban Forum, Board Member
American Planning Association, Member
Urban Land Institute, Member
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Richmond, CA American Rescue Plan Act Community Needs Assessment and Investment Framework
On behalf of the City of Richmond, HR&A led a team, including Contigo Partners, to develop a Community Needs Assessment and Investment Framework for the City of Richmond's American Rescue Plan Act (ARPA) funds. Engaged diverse residents, businesses, community serving organizations and other key stakeholder groups to gather broad meaningful input to inform the City’s COVID-19 recovery efforts and investments. The engagement efforts focused on reaching community members that may not typically attend public meetings but have been most impacted by the economic and health impacts of the pandemic. Developed a Community Needs Assessment from this engagement and
sociodemographic and market analysis that identifies priority needs in the community. Drafted ARPA Strategic Investment Plan which identified recommended uses for the $17.2M of unallocated funds by aligning these community needs with eligible and strategic uses of ARPA funds.
San Jose Diridon Station Development Advisory, CA
In 2017, the City of San Jose retained HR&A as a development advisor to assist with negotiations for Google’s Downtown West project—an 80-acre, mixed-use development near Diridon Station. Provided development guidance, crafted key principles for a modern urban neighborhood, supported the creation of a framework memorialized in a 2018 MOU, and helped define community benefit goals aligned with affordable housing, anti-displacement, and economic opportunity. Participated in negotiations and supported drafting the Development Agreement’s business terms.
Approved on May 25, 2021, the Agreement includes a $200 million community benefits package from Google.
San Carlos East Side Innovation District, San Carlos, CA On behalf of the City of San Carlos, supported Perkins + Will on the development of a vision plan for the East Side Innovation District (ESID) to manage and guide an influx of development and jobs into the area, particularly in life science. Developed a community benefits framework, first helping to identify a “menu” of potential community benefits and then defining community benefits policy tools and mechanisms; analysis that must be conducted; and coordination and negotiations required. Further, conducted a regional life science market benchmarking exercise and conducted innovation district case studies to identify recommendations for how the City could shape the development of the district to better meet its goals.
Heart of Hollywood TIF Study, CA
On the behalf of Southern California Association of Governments and Los Angeles Council District 13 led an interdisciplinary team to study the feasibility and design of an Enhanced Infrastructure Financing District (EIFD) to fund transit-supportive infrastructure, affordable housing, and community goals in Hollywood, Los Angeles. Oversaw creation of a financial model estimating EIFD revenue potential and led outreach to confirm community funding priorities. Developed an Infrastructure Financing Plan—the EIFD’s primary governance document—and advised city staff on messaging to lay groundwork for adoption.
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Pronouns: She/Her/Hers
Sulin Carling | Principal, HR&A Advisors
Sulin Carling advises public and private sector clients on creating vibrant downtowns, flourishing commercial corridors, and dynamic employment hubs. She crafts economic development, real estate, and public policy strategies to foster innovation in cities. Sulin works with clients across the country to balance private sector and community interests while advancing ambitious economic and community development initiatives. Her work includes supporting neighborhoods and small businesses in a shifting retail landscape, creating vibrant and inclusive local and regional employment hubs, and planning for the future of urban industrial areas.
She draws upon a strong background in economic analysis, urban planning, public policy, and community engagement.
Education
Harvard University, Graduate
School of Design, Masters in
Urban Planning, 2011
University of Chicago, Bachelor of
Arts, English and Gender Studies,
2006
Work Experience
HR&A Advisors, Inc., 2011 –
2015, 2020 – Present
New York City Department of
City Planning, Senior Economic
Development Planner, 2015-
2019
Initiative for a Competitive Inner
City, Graduate Research Intern,
2011
New York City Housing Authority,
Department for Development,
Graduate Intern, 2010
Harvard Joint Center for Housing
Studies, Research Assistant, 2009
– 2010
Citizens Housing and Planning
Council William R. Ginsberg
Fellow, 2008 – 2009
Cravath, Swaine & Moore LLP,
Securities Offerings Specialist,
2006 – 2008
Affiliations
American Planning Association,
Member
San Carlos East Side Innovation District
On behalf of the City of San Carlos, supported Perkins + Will on the development of a vision plan for the East Side Innovation District (ESID) to manage and guide an influx of development and jobs into the area, particularly in life science. Developed a community benefits framework, first helping to identify a “menu” of potential community benefits and then defining community benefits policy tools and mechanisms; analysis that must be conducted; and coordination and negotiations required. Further, conducted a regional life science market benchmarking exercise and conducted innovation district case studies to identify recommendations for how the City could shape the development of the district to better meet its goals.
San Jose Commercial and Residential Anti-Displacement Strategy As a part of a consultant team led by SOM, led the creation of residential and commercial anti-displacement strategies in connection
with the City of San Jose’s updated Five Wounds Urban Village Plan.
Conducted an analysis of residential and small business trends in the study area, focusing on existing conditions as well as indicators of household and commercial displacement pressures. Conducted a comprehensive scan of national best practices to address the risks of residential and small business displacement. Developed a toolkit of programs and policies specifically tailored to mitigate residential and commercial displacement in the Five Wounds Urban Village study area. Creating a roadmap that clearly outlines the key steps necessary for the effective implementation South San Francisco Commercial and Residential Anti-Displacement Strategy Collaborating with the City of South San Francisco and Kearns & West to develop strategies aimed at mitigating residential and commercial displacement. Conducting an in-depth analysis of residential and small business trends, focusing on current conditions and indicators of displacement pressures. Working with Kearns & West on extensive outreach and engagement, forming a Community Advisory Committee that represents at-risk communities, and conducting two rounds of community engagement to support research and policy development. Based on the analysis of existing conditions, identifying relevant best practices and develop applicable case studies for South San Francisco. Ultimately, we will develop an Anti-Displacement Roadmap, outlining policies and programs designed to mitigate displacement pressures.
Atlanta Beltline Commercial Affordability Strategy
On behalf of Atlanta Beltline Inc., managing the development of a commercial affordability strategy that supports local, small businesses and businesses of color that are located throughout the Beltline corridor. HR&A is assessing commercial market conditions and the opportunity to create affordable commercial space as 468
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well as engaging with stakeholders to inform recommendations for the strategy.
Work will culminate in a strategy roadmap that provides recommendations to support both short-term and long-term commercial affordability around the Beltline today and in the future.
DC Small Business Plan and Roadmap
On behalf of the Washington DC Economic Partnership (WDCEP) and the Office of the Deputy Mayor for Planning & Economic Development (DMPED), led the development of a DC Small Business Plan and Roadmap (Roadmap). The Roadmap articulated a clear and compelling vision with goals, objectives, measurable actions, and an implementation plan for how the City and its partners can help small businesses equitably start, grow, and expand in the District. This Roadmap was developed collaboratively by engaging public, civic, and private stakeholders focused on creating increased equitable opportunities for existing and new entrepreneurs throughout Washington, DC. It included a business survey, interviews and roundtables with small business ecosystem leaders, and an assessment of small business challenges and opportunities, in order to develop actionable interventions and strategies.
Chinatown Small Business Impact Study, New York, NY
Manhattan’s Chinatown faced outsized impacts from Covid, with foot traffic dropping in February 2020 and anti-Asian violence deterring shoppers. On behalf of Welcome to Chinatown, HR&A conducted a study of the economic impacts of the pandemic on Chinatown’s small businesses, as well as the struggles businesses faced in accessing federal aid. Through multilingual focus groups with business owners, a business survey, and a detailed analysis of visitation trends as well as data from federal and local aid programs, HR&A quantified the outsized impacts on neighborhood businesses of both COVID and prior disasters. HR&A then developed a roadmap to support an equitable economic recovery for Chinatown, including policy recommendations and specific actions Welcome to Chinatown can take to address Chinatown businesses’ cultural, language, and socioeconomic barriers to recovery. Welcome to Chinatown released the final Chinatown Impact Study in July 2022, receiving media coverage from Curbed and The Village Sun, among others, and is now implementing the study’s recommendations, including the launch of a Small Business Innovation Hub to support existing and new small businesses.
Future of Long Island Downtowns
On behalf of the Rauch Foundation, HR&A led a study assessing the recent and future trajectories of downtowns on Long Island, based on both pre-COVID-19 trends and the expected long-term impacts of the pandemic. HR&A analyzed how a shifting retail landscape has been transforming downtowns, and how the impacts of the pandemic may change where and how people choose to live, work, and shop. HR&A also conducted an extensive survey of Long Island small businesses and an analysis of retail vacancy, retail mix, foot traffic, and economic and demographic trends. Based on these findings, the study identified how the pandemic will create new opportunities and challenges for supporting successful small businesses, equitable recovery, and vibrant downtowns. The study established a new vision for the future of Long Island’s downtowns, with an array of potential policy tools and interventions for village/town officials, planners, developers, business owners, residents, and other stakeholders to consider as they plan for the future of their communities. The final report can be found here. https://www.rauchfoundation.org/files/1016/1972/3410/HRA_Final_Repo rt.21.05.01.pdf
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Pronouns: He/Him/His
Raymundo (Ray) Cabrera III | Senior Analyst,
HR&A Advisors
Ray brings over seventeen years of experience working to better the built environment and unseen urban systems for communities who are often left out of city-building conversations. Ray has worked to make cities more livable, just, and sustainable via his experience in community engagement, higher education, economic development, and public space planning. At HR&A, he leads inclusive planning and economic development projects that seek to create more equitable outcomes for historically marginalized communities by disrupting the structures that maintain an unjust status quo. Ray grounds any work in empathy to understand stakeholder and residents’ experiences and deliver project outcomes grounded in community need.
Education
Arizona State University, Master of Urban
and Environmental Planning, 2021
Arizona State University, Bachelor of
Science in Design – Housing & Urban
Development, 2007
SACOG – Engage, Empower, Implement Framework
On behalf of the Sacramento Area Coalition of Governments, HR&A built a framework for the agency’s first grant program that supports communitybased organizations leading equitable engagement processes for transportation and land use projects in their communities. Ray led this effort which included facilitating a series of community focus groups, and internal engagement with the client to ensure that the $3M grant program is grounded in structural, procedural, and distributional components of equity.
HR&A identified the key stages of an equitable grant process, critical process points to address in the final program delivery, and recommendations to address barriers to CBO participation especially those which have not historically had access to organizations like SACOG.
Innovation District Study for Cal Poly Pomona
Building on the university’s prior efforts that formed public-private partnerships for real estate development projects including a research park, HR&A Advisors is investigating the institution’s strengths and assets that can further attract industry partners and reach its institutional aspirations. Based on research into the University’s programmatic and cultural strengths, the surrounding economy, research and innovation drivers in the region, and interviews with stakeholders, HR&A will provide recommendations regarding the feasibility, focus, and strategy to develop a potential innovation district.
SDSU – IV Geothermal and Lithium Extraction Workforce Impact Analysis On behalf of San Diego State University’s Imperial Valley (SDSU – IV) Campus, reviewed literature, analyzed economic and labor data, and conducted stakeholder interviews to better understand the local workforce impacts and quantify the potential demand for new degree programs associated with the nascent geothermal and lithium extraction industry that is investing heavily in the Salton Sea. Located in Imperial County, one of the most economically distressed in California, lithium extraction firms have promised hundreds of new jobs for area residents both through direct and indirect supply-chain effects. This analysis did not reveal any significant opportunity for the university to increase its degree programs, with most jobs only requiring a high school education and on-the-job training. Instead, this analysis found SDSU-IV can play a larger role in building the supply chain for industries associated with lithium extraction. As a follow-on assignment, we supported SDSU-IV's application for an EDA grant to build a battery 470
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recycling and testing facility which could help make the Imperial Valley a center for battery production and research.
Equity Plan and Roadmap for a Private Real Estate Development Company
HR&A supported a private Los Angeles real estate developer, owner, and operator in the creation of a company Equity Plan, which is a roadmap for institutionalizing diversity, equity, and inclusion across the internal and external operations of the organization. The roadmap focused on five core areas: 1) hiring and people; 2) procurement; 3) project siting, and design; 4) tenanting, leasing, and brand partnerships; and 5) philanthropy. Rooted in a preceding assessment of how equity is currently driving company policy, culture, and strategy, the Equity Plan presents a 5-year blueprint for positioning its internal and external operations and property portfolio to 1) reach broader, more diverse populations and 2) serve as a pillar for improving the economic and social outcomes of the communities it serves. To steward the development of the Equity Plan and its implementation into core practices, Ray and the HR&A team engaged an Equity Core Team (ECT), a 13-member body comprised of leaders across the organization.
Dallas Economic Development Policy Implementation
Working with the City of Dallas on the implementation of an Economic Development Policy that, for the first time, prioritizes Southern Dallas and communities of color for whom structural disparities and historic City actions have hindered opportunity. The Policy, which Council passed unanimously in 2021, defines a new mission, vision, and policy agenda for inclusive economic growth for the next decade. Working with City Council, City leadership, plus an array of stakeholders to bring the policy themes of equitable development, economic vitality, community sustainability, and responsive governance to bear. Specifically focused on developing an economic development incentive strategy that aligns the City’s Office of Economic Development incentive programs with the goals outlined in the policy.
Additional Experience
Outreach and Strategic Partnerships at Arizona State University At The Design School in the Herberger Institute for Design and the Arts at Arizona State University, Ray served as the school’s strategic connector— building and managing partnerships and facilitating the comprehensive Redesign. School initiative. This strategic planning exercise was aimed at fundamentally reimagining design education and strengthening community engagement with academic programs. His leadership was instrumental in managing stakeholder roundtables across multiple cities, coordinating with a diverse array of participants including alumni, professional associations, and thought leaders from the design and academic communities. 471
JOEY M. GOLDMAN
PRINCIPAL
SUMMARY OF QUALIFICATIONS
Joey is a Principal at Kearns & West and leads the Transportation Practice for the firm. He has 30 years of experience working on community development and planning projects with an emphasis on collaborative planning processes, public participation, conflict resolution, stakeholder facilitation, communications, design, and market research. His qualifications include public engagement for disenfranchised populations, including older adults and people with disabilities, and he has worked on numerous Title VI and ADA transportation plans.
RELEVANT EXPERIENCE
Northern California High-Speed Rail Project
Outreach Manager
Kearns & West led stakeholder engagement and environmental justice outreach to support environmental review in Northern California for the first high-speed rail line in the nation. He and his team led an EJ-focused community improvements engagement program that won the Authority a commendation from EPA on the inclusive process and the American Planning Association’s Northern California 2023 Excellence Award for Advancing Diversity and Social Change. Joey’s team at Kearns & West continues to work on the project which has included design and implementation of community and technical working groups meetings, targeted outreach to low-income and limited English-proficient communities, coordination with landowners, hosting workshops, and developing outreach materials.
San Jose Five Wounds Urban Villages Plan
Outreach Lead
Joey managed the outreach effort for the Five Wounds Urban Villages Plan to engage underrepresented communities in a multilingual community where significant infrastructure investments will impact community growth and affect quality of life. Joey’s team designed the brand for the project and prepared the engagement plan, and worked with community planners and urban designers to lead a series of workshops, walk audits, a community open house, and outreach coordination meetings with representatives from multiple community planning and urban development projects.
Link21, BART and Capitol Corridor
Kearns & West Project Lead
Joey manages the team at Kearns & West, the largest subcontractor on the Link21 Engagement and Outreach contract. Kearns & West led the co-creation workshops, management of community liaisons, speakers bureau, megaregional outreach, and the development and implementation of the Equity Advisory Council.
South San Francisco Anti-Displacement Study
Advisory Committee Lead
Working with HR&A, Joey manages the effort to develop and facilitate a Community Advisory Committee (CAC) for the City of South San Francisco’s efforts to curb development-related displacement within the city. Serving as the lead facilitator, Joey is supporting the City’s efforts to enlist a diverse group of community representatives to provide insights and direction on the analysis and policy recommendations. Joey helped the City to manage the selection process and guides these monthly in-person meetings with a diverse set of community representatives
San Francisco, CA
[email protected]
415.780.7051
EXPERTISE
Project Management
Facilitation and Consensus
Building
ADA/Title VI/Environmental
Justice
Public and Stakeholder
Engagement
Marketing, Branding, and Design
Qualitative Research
Strategic Planning
EDUCATION
M.C.P., College of Environmental
Design
University of California | Berkeley, CA
B.A., Sociology
University of Michigan | Ann Arbor, MI
PROFESSIONAL AFFILIATIONS
Transportation Research Board
Past Co-Chair, Committee on
Accessible Transportation and
Mobility
Member, TRB Diversity, Equity,
and Inclusion Committee
SPUR
ACT
American Marketing Association
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Plan Bay Area 2050+, Metropolitan Transportation Commission/Association of Bay Area Governments Outreach Lead
Kearns & West supports MTC/ABAG in the engagement effort for the regional plan update, Plan Bay Area 2050+, which focuses on the economy, housing, the environment, and transportation. Joey oversees the team working on planning and supporting pop-up workshops, training staff to facilitate stakeholder workshops, planning stakeholder workshop activities using online tools and facilitating discussions, and creating the public survey and reporting on outcomes. Joey also identified tribal representatives, CBOs, and stakeholders from various organizations to participate in the engagement activities and listening sessions.
National Park Service Media Accessibility Guidelines
Manager and Facilitator
Joey facilitated a standing workgroup focused on development of a new set of guidelines for the National Park Service.
Working with a group of exhibit designers, disability advocates, media specialists, graphic designers, and others at the Harper’s Ferry Center (WV). Joey led biweekly meetings to achieve consensus on the proposed guidelines’ design, outline, and content and to assign responsibility to members to develop sections of the guidelines. Joey also facilitated nationwide town halls with representatives from across the National Park Service, as well as outside stakeholders, and a series of focus groups for input on the new guidelines. The work culminated in a strategic plan for completing the Media Accessibility Guidelines.
West Marin/Golden Gate National Recreation Area Needs Assessment Facilitator
Joey was brought in to facilitate the focus groups for this community-based study. The focus groups included representatives with divergent interests from neighborhoods to schools to the National Park Service.
EPA-Stakeholder Facilitation for Injection Control Permit Application for Montezuma NorCal Carbon Hub Principal in Charge
Joey oversaw Kearns & West staff’s work in collaboration with the EPA to conduct research and engage advocacy organizations who raised concerns about EJ and other potential impacts to overburdened communities near a proposed Carbon Hub.
FEMA Contentious Meetings Training
Trainer
Joey developed the program and led the training for representatives from western FEMA regions that focused on how to deal with difficult situations in public meetings. The training focused on how to be mindful about differences and lived experiences when people attend meetings, and included a series of examples, as well as simple role-playing exercises.
Merced Intermodal Track Connection (MITC) Rail Integration Project, San Joaquin Joint Powers Authority Outreach Lead
Joey manages the outreach effort for the planning, design, and environmental review process for the connection from the BNSF corridor to the proposed integrated station in downtown Merced that will allow for a cross-platform transfer between the Amtrak San Joaquins and High-Speed Rail (HSR). He and his team manage the permission-to-enter process and a variety of community meetings and outreach efforts, outreach to landowners throughout the corridor, and participation in tabling and information activities. He also manages the standing coordination meetings for staff from Caltrans, the local MPO, the City of Merced, transit agencies, HSR, and San Jaquins operator to plan and coordinate information and outreach.
Marin City Water Support Services
Project Lead/Mediation Services
Joey is working with Marin Water by supporting the efforts of a local community-based organization in Marin City, an Equity Priority Community, to provide engagement support and training for community residents related to a major overhaul of the water delivery system. There is a history of public underinvestment in Marin City, and the expectation is that by partnering with the community organization Marin Water will get greater buy-in and participation from community members.
Certification in Transportation Equity Training Program, University of Florida Transportation Institute Co-Instructor
Joey led participatory workshops as part of the Transportation Equity certification program managed by the University of Florida Transportation Institute. A specialist in equitable public engagement, his interactive lessons focus on engaging students – typically transportation planners, elected officials, and others – in real-life exercises around the needs for equitable engagement for transit planning efforts.
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NAHAL G. IPAKCHI
SENIOR DIRECTOR
SUMMARY OF QUALIFICATIONS
Nahal G. Ipakchi is a Senior Director at Kearns & West, bringing over 15 years of experience in community outreach and engagement, stakeholder facilitation, and urban and environmental planning. She is a trusted convener and bridge-builder committed to making environmental justice and equity central to climate and environmental planning and policymaking.
She designs and facilitates inclusive and equitable public engagement strategies focused on community resilience, climate adaptation, ecosystem protection, resource conservation, and meaningful partnerships for innovative solutions that support thriving and healthy communities.
RELEVANT EXPERIENCE
Bay Area Air Quality Management District, Bay Air Center Senior Facilitator
The Bay Air Center is a community resource sponsored by the Bay Area Air Quality Management District that provides technical guidance, capacity building, grant writing assistance, and material design support to Bay Area community members and organizations, free of charge, to support their efforts to understand and improve air quality. Nahal is the lead facilitator and liaison for community-based organizations in San Francisco, San Jose, and Marin City that are developing community-led sensing programs.
Recipients of Bay Air Center resources and support are currently involved in planning and implementing public education and engagement campaigns to understand air quality data, which will inform community-led solutions.
California State Water Board, Sustainable Groundwater Management Act Outreach & Engagement
Senior Facilitator
Kearns & West provides outreach and engagement support and assistance to the State Water Board related to state intervention required by the Sustainable Groundwater Management Act (SGMA) in basins with “inadequate” groundwater plans. Nahal is leading the SGMA project team with one-on-one interviews with interested parties in each of the inadequate basins and leads the effort to conduct outreach and plan, manage, and facilitate the probationary public workshops.
Uncommon Dialogue on Hydropower, River Restoration, and Public Safety Senior Facilitator
Nahal leads the working group on workforce development, coordinating leaders from the hydropower industry, state and federal agencies, Tribes, academia, environmental community organizations, and national laboratories on assessing existing hydropower workforce related gaps and barriers, and supporting strategies to address and ensure a workforce that reflects a diverse next generation of hydropower professionals.
Bay Area Air Quality Management District, Building Appliances Implementation Working Group
Senior Facilitator
Keans & West supports BAAQMD by convening a working group to support implementation of the Building Appliances Rules. The Implementation Working Group (IWG) serves as the central forum for information-sharing and discussion regarding the implementation of the Rules. Nahal and the project team conduct project management and planning tasks, including • Berkeley, CA
• [email protected]
• 360-464-5114
EXPERTISE
Facilitation (hybrid)
Public Outreach
Equitable & Inclusive Engagement
Environmental Justice Best
Practices
Project Management
Communications Materials
Development
Urban & Environmental Planning
Collaborative Solutions
Tribal Relations & Consultation
EDUCATION & CERTIFICATIONS
MES, 2009-2011
Watershed Resilience, Tribal Governance
The Evergreen State College | Olympia,
WA
BA, 2001-2005
Major: English
Minor: Environmental Science
University of Texas | Austin, TX
Fellowship in Local Policy Leadership
Women’s Foundation Solís Policy
Institute
The Watershed Project, Board of
Directors
Richmond, CA
Rise South City, Advisory Board
South San Francisco, CA
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weekly planning meetings with BAAQMD staff. Nahal facilitates engaging and meaningful IWG meetings, technical and equity subcommittee meetings, as well as steering committee meetings. Nahal also oversees meeting planning, summaries, and all other follow-up tasks, including administration of stipends for IWG members.
San Francisco Bay Conservation and Development Commission (BCDC) Environmental Justice Program Manager
• Environmental Justice Advisory Group - As BCDC’s first EJ Program Manager, Nahal identified a need for ongoing and equitable input for implementing BCDC’s new EJ and Social Equity Policies. Nahal secured philanthropic funding to compensate community leaders who served as BCDC’s inaugural EJ expert advisors and facilitated monthly meetings to discuss priorities, build capacity and understanding of BCDC’s policies and operations, and to support with various outreach efforts. Nahal also facilitated a Commissioner EJ working group to help craft an effective strategy for policy implementation.
• Bay Adapt: Regional Shoreline Adaptation Strategy (RSAP) EJ Lead - BCDC launched the Bay Adapt initiative to establish regional agreement on actions necessary to protect people and the natural and built environment from rising sea levels. As the EJ/ Equity lead on the Bay Adapt Program Management Team, Nahal secured funding to compensate, recruit, and onboard “EJ Caucus” members. Nahal facilitated regular meetings with the EJ Caucus to discuss and shape the Joint Platform. The EJ Caucus continues to provide guidance on embedding environmental justice, equity and inclusion into the RSAP planning and implementation process.
Environmental Justice Coalition for Water - California Department of Water Resources Disadvantaged Community and Tribal Involvement Program (DACTIP)
Bay Area IRWM Program Manager
On behalf of the Bay Area IRWM, Nahal worked with the California Indian Environmental Alliance (CIEA) to co-develop a proposal for $6.5 million to be invested in community and Tribal outreach, engagement, and capacity building related to water infrastructure. Through her exhaustive outreach, Nahal recruited 13 CBOs to contract with EJCW and DWR as outreach partners. Nahal provided technical assistance throughout the entire process, from grant administration onboarding to conducting listening sessions, surveys, planning sessions, and pop-up community water education and outreach events. She worked with academic, utility, and technical partners to develop and distribute over 2,000 surveys and initiated the development of the regional needs assessment, which was completed and published by SFEP in 2021.
US Water Alliance - US EPA National Environmental Finance Center (EFC) Senior Program Manager | 2022 - 2023
In 2022, the US Water Alliance was hired by the US EPA’s Office of Drinking Water as the community outreach lead for a pilot to better understand community and small water system needs before launching the new National EFC program to ensure equitable investment of Bipartisan Infrastructure Law funding. Nahal facilitated sessions for project partners to reach agreements on approaches, roles, and messaging. She worked closely with water system operators and community leaders to develop and implement equitable, inclusive planning and stakeholder coordination, including outreach, and leveraging funding for community priorities. Nahal co-led strategic planning and proposal development for a 5-year, $13M contract to serve as one of the US EPA’s first National EFC’s. In this role, Nahal delivered targeted technical assistance to local governments, Tribes, and non-governmental organizations to ensure communities that have historically struggled to access federal funding and resources receive support for water infrastructure improvements. Nahal worked to identify and assess needs, gaps, and resources; support regional and state efforts; and produce trainings on equitable approaches to funding, delivery, and TA.
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VIDYA BHAMIDI
SENIOR ASSOCIATE
SUMMARY OF QUALIFICATIONS
Vidya Bhamidi is a Senior Associate with Kearns & West. She has 10 years of experience spanning across architecture, urban design, planning and policy. Her work with local and regional governments includes supporting decision making and aligning goals, processes and outcomes on projects focused on land use, transportation, and infrastructure. Her interest lies in bridging the gap between research and practice, especially when it comes to incorporating climate change and equity considerations into projects.
RELEVANT PROJECTS
Long-Range Megaregional Projects
Stakeholder Engagement Lead
Vidya is currently supporting the planning and implementation of outreach events on three projects: 1) Pop-up Events for Metropolitan Transportation Commission’s Plan Bay Area 2050+ and Transit 2050+ updates, 2) Open Houses in Northern California with the California High-Speed Rail Authority, and 3) Virtual Community Meetings for updates on BART and CCJPA’s Link21 Program. For all three projects, she has managed internal capacity building efforts, developed informational materials, and implemented public involvement activities. This requires regular facilitation of meetings and design and implementation of collaborative processes to build consensus among key stakeholders.
Central Valley Environmental Review Projects
CEQA/NEPA Outreach Specialist
Vidya leads outreach on two rail station projects for the San Joaquin Joint Powers Authority – the Merced Intermodal Track Connection (MITC) Project and Madera Full-Build Phase 3. She coordinates with the technical partners on planning, implementation and facilitation of public input periods including proper noticing, surveys, walking tours and open houses. She ensures that the process is inclusive and transparent, and the public is informed about project updates.
U.S. Bureau of Reclamation — Delta Plan Interagency Implementation Committee (DPIIC) Delta Crosscut Science Budget
Reporting Specialist
Vidya collaborates with staff from the Delta Stewardship Council and Reclamation in collecting and analyzing fiscal data and synthesizing lessons learned. She facilitates regular meetings and manages the annual DPIIC Report compilation and production. This year, Vidya is also compiling case studies to compare with the archived studies from 2017 to highlight any changes in funding or expenditure for science research and monitoring efforts.
California Energy Commission (CEC) Offshore Wind AB 525 Fishing Community Engagement
Core Project Team
In 2023, Vidya was part of the K&W team working with CEC, partner agencies and consultants to meaningfully engage stakeholders to ensure that the strategic plan reflects diverse issues, interests, and perspectives and identifies and addresses the potential impacts of offshore wind. This included engagement with fishing communities to support the AB 525 strategic planning process and setting up a 7C Working Group and a Draft Charter.
Berkeley, California
[email protected]
415.738.7956
EXPERTISE
Research
Transportation & Land-use
Urban Design
Climate Action
Built Environment
EDUCATION & CERTIFICATIONS
Bachelor of Architecture
Jawaharlal Nehru Architecture & Fine
Arts University | India
Master of City Planning
University of California Berkeley |
Berkeley, CA
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Oregon Department of Land Conservation and Development (DLCD) — Climate Friendly and Equitable Communities (CFEC) Rulemaking Advisory Committee (RAC) Facilitation Core Facilitation Team
In 2023, Vidya was part of the K&W team facilitating meetings of this RAC charged with amending Oregon Administrative Rules to implement climate change goals related to a Governor’s Executive Order. The effort aims to advance reductions in climate pollution through planning for land use, housing, and transportation and focusing on equity. The 40-member RAC was composed of diverse members including representatives of environmental groups, cities and counties, environmental justice advocates, industry representatives, and individuals bringing diverse lived experience. Vidya worked closely with DLCD staff on development of the agenda and staffing the RAC meetings.
Department of Water Resources (DWR) — Drought Resilience Interagency Partnership (DRIP) Collaborative Core Project Team
In 2023, Vidya was part of the K&W team working with DWR on complying with the California Senate Bill (SB) 552. Vidya helped establish the DRIP Collaborative to serve as a public forum with state and non-state agency members to advance our drought strategies and continue building resilience to the increasingly arid conditions California faces. Vidya worked closely with DWR to design and charter the DRIP Collaborative and provides guidance on Bagley Keene compliance and inclusive engagement with Collaborative members. Vidya supported DWR by facilitating planning meetings and coordinating logistics and materials for quarterly Collaborative meetings.
Department of the Interior (DOI) — Office of the Assistant Secretary for Land and Minerals Management Interagency Working Group on Mining Regulations, Laws, and Permitting Core Project Team
In 2022, Vidya was part of the K&W team working on the Interagency Working Group (IWG) on hardrock mining reform.
This included planning and facilitating input from tribes, experts, NGOs, and others to shape the reform of the Mining Act of 1872, as well as qualitative coding for public comments received through the Federal Register Notice. Vidya set up a process to analyze hundreds of comment letters, trained staff to support and summarized the team’s findings to aid in subject matter expert coordination and planning for a report that will be shared with Congress.
Northern California Short Range Transit Plan (SRTP) Projects Project Manager
Vidya leads outreach for the SRTPs under development in Yolo County and in the City of Davis. SRTPs help transit agencies improve services to meet changing needs by outlining how to run, invest in, and enhance transit services over a set period. They also cover maintaining and modernizing buses, transit centers, and other facilities. Vidya regularly facilitates planning meetings and leads the development and distribution of surveys as well as hosting pop-up events.
Complete Streets Projects
Project Urban Designer
Vidya was part of a team developing multimodal improvement concepts for 40th Street in Emeryville, CA and a community-driven multimodal safety and streetscape improvements plan for the Senter Road corridor in San Jose, CA. In both projects, Vidya was responsible for developing the design, illustrations and 10% drawings, as well as helping draft a report that included an implementation strategy to be submitted for approval. This required her to regularly collaborate with other subject matter experts and mediate any challenges that arise during the process.
SPUR, San Francisco — Governance Barriers to building resilience in the NorCal Region Researcher
Vidya worked with SPUR on a research project to unpack gaps and overlaps in the roles of cities, counties, special districts and MPOs to address transportation and housing needs of the future. Her role included gathering information, conducting interviews, facilitating discussions and report writing.
C40 Cities Climate Leadership Group — ‘Women and Cycling: A Case Study of the use of SoMa Bike Lanes' Co-Author
Vidya helped lead a funded research project focused on identifying barriers to cycling in San Francisco for people across gender and race. Her role included survey design, response collection, analysis and report writing to inform decision making regarding investment in bicycle infrastructure. This required her to train staff and conduct fieldwork in SoMA – interacting with hundreds of passersby to collect data. This also required her to collaborate with other subject matter experts and mediate any challenges that arise during the process. 477
POLICY AND ACTION 8.3
EAST PALO ALTO
CITY COUNCIL
STAFF REPORT
DATE: December 3, 2024
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Shiri Klima, Assistant City Manager
SUBJECT: Authorization to Award Agreement to Raimi & Associates, Inc. for Strategic Priorities and Work Plan
Recommendation
Adopt a resolution:
1. Authorizing the City Manager to award, negotiate and execute an agreement with Raimi & Associates, Inc., in a form approved by the City Attorney, for an amount not-to-exceed $130,000.00; and
2. Finding 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.
Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
Priority: Ensure Our Financial and Organizational Health Background
The East Palo Alto City Council has a long-standing practice of holding annual priority-setting sessions. The purpose of these sessions is to enhance decision-making and ensure that limited staff and financial resources are focused on the initiatives deemed most important by the Council. The Council's priorities act as broad focus areas, guiding the direction of 478
POLICY AND ACTION 8.3
community projects and programs. These priorities are informed by the community’s needs and reflect the most pressing goals the community wants to address. By clearly identifying these priorities, the City Council ensures that staff stay focused on the community’s top needs and provide clear direction to the City Manager. These priorities also shape the Council’s budget process, allowing the administration to concentrate resources on the initiatives that matter most.
On April 18, 2023, the City Council adopted a resolution that established the City Council’s priorities for fiscal years 2023-2024 and 2024-25. The Council Priorities for years 2023 through 2025 are:
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
Following the establishment of Council Priorities, the Priority Setting process proceeds to craft the 2-Year Council Work Plan. This process has served the City of East Palo Alto well.
Analysis
On October 1, staff came to the Council with a request for proposals (RFP) to initiate this process once more. This RFP added a more robust community, city council, and staff engagement process on the front end to inform the Council’s strategic priorities and work plan development. At that meeting, Council directed staff to issue the RFP for four-year strategic priorities and the first two-year work plan. The strategic priorities would be the overarching policy priorities of the City, as defined by the Council. The two-year work plans will be a list of projects and programs to build, develop, or improve, along with metrics to measure such progress. At the end of the two-year cycle, we would evaluate the success of the past two years using the metrics established from the beginning and would determine the next two years’ work plan.
On October 2, staff released the RFP. This was posted on the City’s website and is still available at https://www.cityofepa.org/manager/page/request-proposals-city-east-palo-altostrategic-priorities-and-work-plan. Staff received four proposals, listed here in alphabetical order: Baker Tilly, Maroon Society, Raimi & Associates, and RGS.
The City Manager, Assistant City Manager, and two Assistants to the City Manager scored the proposals according to four critical criteria categories, contributing to a total possible score of 100. Each category had a specific point allocation, reflecting the priorities outlined in the RFP:
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POLICY AND ACTION 8.3
Experience and Qualifications: 30 points, evaluating the consultant’s experience leading similar projects in California and the relevant qualifications of key personnel assigned to the project.
Approach and Comprehensiveness: 30 points, evaluating the proposal’s ability to demonstrate a well-thought-out and comprehensive approach to the project. Understanding of City Objectives: 20 points, assessing the consultant’s understanding of the City’s objectives and their responsiveness to the City’s specific needs.
Fee and Cost Reasonableness: 20 points, ensuring that the proposed fees and costs are reasonable, while acknowledging that cost is not the sole determining factor.
In scoring the four proposals received, the evaluators scored Raimi & Associates the highest.
The evaluators found that Raimi & Associates, Inc. provided a well-thought-out, comprehensive approach to this project at a reasonable fee and demonstrated it has the experience and expertise to guide the City through this strategic priority setting and work plan drafting process.
In its proposal, Raimi & Associates, Inc. demonstrated a strong understanding of East Palo Alto’s unique challenges, including housing affordability, infrastructure strain, fiscal constraints, environmental vulnerabilities, and the complexities of balancing development with community preservation. Leveraging over 12 years of experience working with the City, Raimi & Associates, Inc. has developed extensive knowledge of local conditions, programs, and stakeholder relationships, uniquely positioning them to effectively guide the City through its strategic planning process.
Raimi & Associates, Inc. will employ a collaborative and data-driven approach that integrates both qualitative and quantitative methods, emphasizing inclusivity and actionable outcomes.
Their methodology reflects a deep understanding of East Palo Alto’s challenges and opportunities and includes the following key elements:
Established Relationships and Local Knowledge: Leveraging longstanding connections with City staff, council members, and community organizations, Raimi & Associates, Inc. can integrate existing efforts and ensure the strategic plan reflects the Council’s values and priorities. Their familiarity with the City’s history, policies, and programs allows for a seamless, efficient process.
Robust Community Engagement: Raimi & Associates, Inc. will implement a diverse array of outreach strategies, including surveys, workshops, and pop-up events, to involve residents, community organizations, local businesses, and other stakeholders. This inclusive approach ensures the plan reflects community priorities, fosters shared ownership, and builds trust.
Expertise in Strategic Planning and Integration of Key Areas: With a proven track record of developing strategic plans for government and nonprofit organizations, Raimi & Associates, Inc. demonstrates extensive expertise in critical areas such as housing, infrastructure, economic development, and environmental planning. Their team’s 480
POLICY AND ACTION 8.3
knowledge will ensure the strategic plan is practical, well-informed, and aligned with the City’s most pressing needs.
Clear and Engaging Plan/Roadmap: The final deliverable will be a visually compelling, accessible, and well-structured document that serves as both a practical roadmap for internal stakeholders and a communication tool for the community and external partners.
Raimi & Associates, Inc. will ensure the plan is easy to understand while effectively conveying the City Council’s vision and priorities.
Given its proven expertise, comprehensive understanding of East Palo Alto’s dynamics, and holistic approach, Raimi & Associates, Inc. is well-suited to lead the City Council's critical strategic priority-setting initiative. Their proposal reflects a commitment to addressing East Palo Alto’s challenges through a collaborative, inclusive, and actionable process that aligns with the City’s vision and values.
Their proposed project spans seven months and is structured into seven phases for a total cost of $100,029:
Project Initiation: Kick off the project with a meeting to establish objectives and timelines, followed by ongoing project management to ensure effective coordination throughout the project.
Pre-Retreat Document Review and Community Engagement: Review existing documents and environmental factors, engage with key leaders and community members through meetings and workshops, and create a summary technical memo that identifies key issues and priorities.
Pre-Retreat Staff Engagement: Gather input from City staff through management and departmental focus groups and summarize the findings to guide the next phases. Goal Setting with the City Council: Facilitate a structured session with the City Council to finalize a vision statement and strategic priorities, supported by prepared materials and expert facilitation.
Vision, Strategic Priorities and Projects: Refine the strategic vision and priorities, develop a detailed project list, and design a draft of the strategic plan for clarity and visual appeal.
Community Engagement: Conduct additional engagement activities, such as online workshops and stakeholder meetings, to gather feedback and ensure broad community participation.
City Council Review and Adoption: Present the finalized strategic plan during a City Council study session and adoption hearing, concluding the project with an approved, actionable strategic plan.
Staff is asking for $130,000 because there are extra optional items listed in the proposal, and we want to see how the project progresses. Raimi & Associates will only bill the City if those options are utilized.
Fiscal Impact
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POLICY AND ACTION 8.3
The FY 2024-25 Budget allocates $60,000 for the development of City Council Strategic Priorities and Work Plan. The remaining $70,000 will be covered through budget savings identified within the 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 proposed action does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15378(b)(4) and (5) in that it is a governmental fiscal, organizational or administrative activity that will not result in direct or indirect changes in the environment.
Government Code § 84308
Applicability of Levine Act: No, as the proposed action involves a contract that was competitively bid.
Analysis of Levine Act Compliance: Not applicable.
Attachments:
1. Resolution
2. Proposal of Recommended Consultant
482
Resolution No. XX-2024 1 of 2
RESOLUTION NO. XX– 2024
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF EAST PALO ALTO
AUTHORIZING THE CITY MANAGER TO AWARD, NEGOTIATE, AND EXECUTE AN
AGREEMENT WITH RAIMI & ASSOCIATES, INC, IN A FORM APPROVED BY THE CITY ATTORNEY, FOR AN AMOUNT NOT TO EXCEED $130,000.00.
WHEREAS, the City Council of the City of East Palo Alto (“City”) has a long-standing practice of holding annual priority-setting sessions to enhance decision-making and ensure that limited staff and financial resources are focused on the initiatives deemed most important by the Council; and WHEREAS, on October 1, 2024, the City Council directed staff to issue a request for proposals (RFP) for four-year strategic priorities and the first two-year work plan; and WHEREAS, the City received four proposals from qualified firms by the submission deadline of October 30, 2024, and went through a process of scoring said proposals; and WHEREAS, following the evaluation process, the review committee recommended Raimi & Associates, Inc. for their demonstrated strategic planning expertise with a wide range of California public agencies and nonprofit organizations, which is complemented and informed by a focus on public health, equity, sustainability, and program evaluation; and WHEREAS, Raimi & Associates has the experience and expertise to guide the City through this priority setting and work plan drafting process and provided a well-thought-out, comprehensive approach to this project at a reasonable fee.
NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF EAST PALO ALTO HEREBY:
1. Finds the foregoing recitals true and correct and incorporated by reference into this action; and
2. Authorizes the City Manager to award, negotiate and execute an agreement with Raimi & Associates, Inc. in an amount not to exceed $130,000.00 with a term through July 31, 2025; and
3. Finds action being considered does not constitute a “Project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 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 3rd day of December 2024, by the following vote:
AYES:
NOES:
ABSENT:
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Resolution No. XX-2024 2 of 2
ABSTAIN:
Antonio D. Lopez, Mayor
ATTEST: APPROVED AS TO FORM:
James Colin, City Clerk John D. Lê, City Attorney
484
Request for Proposals for City of
East Palo Alto Strategic Priorities
and Work Plan
November 8, 2024
Submitted by Raimi + Associates
PROPOSAL SUBMISSION FOR THE
City of East Palo Alto
485
Proposal submittal to the City of East Palo Alto for the Strategic Priorities and Work Plan
November 8, 2024
Submitted by Raimi + Associates
Matt Raimi
Principal/CEO
[email protected]
510.200.0520
Contact
BERKELEY
1900 Addison Street, Suite 200,
Berkeley CA, 94704
510.666.1010
LOS ANGELES
448 South Hill Street, Suite 512,
Los Angeles CA, 90013
213.599.7670
486
BERKELEY 1900 Addison Street, Suite 200, Berkeley, CA 94704 510.666.1010
LOS ANGELES 448 South Hill Street, Suite 512, Los Angeles, CA 90013 213.599.7670
Contents
B. Project Understanding and Executive Summary ................................................................. 4 Background and Context....................................................................................................................... 4 Key Challenges Facing East Palo Alto ............................................................................................... 4 Project Objectives and Scope .............................................................................................................. 5 The Raimi + Associates Approach...................................................................................................... 6 Project Budget........................................................................................................................................... 7 C. Scope of Services and Methodology.......................................................................................8 Scope of Work ........................................................................................................................................... 8 D. Description of Proposer............................................................................................................13 Raimi + Associates .................................................................................................................................13 E. Proposer’s Team ..........................................................................................................................14 F. Exceptions to the RFP.................................................................................................................16 G. Project Cost, Fees and Charges...............................................................................................17 H. Project Timeline and Initial Draft Results.............................................................................19 Proposed Project Timeline ..................................................................................................................19 I. References..................................................................................................................................... 22 J. Completed Reports .................................................................................................................... 24 Strategic Plans for Government and Non-Profit Agencies......................................................24 General Plans and Area Plans.............................................................................................................26 K. Professional Services Agreement.......................................................................................... 28 L. Statements ................................................................................................................................... 29 M. Insurance Requirements ......................................................................................................... 30 Appendix A: Resumes.................................................................................................................... 40 Appendix B: Completed Reports ................................................................................................ 49 487
Raimi + Associates 3 East Palo Alto Strategic Priorities and Work Plan November 8, 2024
Attn: James Colin, City Clerk
City of East Palo Alto
2415 University Avenue, 2nd Floor
East Palo Alto, CA 94303-1148
Subject: Transmittal Letter
Dear Mr. Colin,
Raimi + Associates (R+A) is pleased to present its proposal for the City of East Palo Alto Strategic Priorities and Work Plan. The following document contains our understanding and approach to the project and scope of work, a description of the firm and our team, and our proposed project cost. We have included the resumes of the project team members in the Appendix.
Raimi + Associates, nor any of the firm’s employees, is directly or indirectly a party to or in any other manner interested financially or otherwise in this RFP or in the City of East Palo Alto.
This proposal includes all of the required information in the RFP. If you should have any questions, please feel free to call us at your convenience. We look forward to hearing from you.
Sincerely,
Matt Raimi
Principal-in-Charge
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Raimi + Associates 4 East Palo Alto Strategic Priorities and Workplan Proposal B. Project Understanding and
Executive Summary
Background and Context
The City of East Palo Alto (EPA), is a vibrant and historically significant community in the heart of Silicon Valley. Originally named Ravenswood, it served as an unincorporated town for many years before formally incorporating as East Palo Alto in 1983. This incorporation marked an important turning point for the community, signaling a shift toward self-determination and local governance after decades of social and economic challenges. East Palo Alto is located in southern San Mateo County, bordered by San Francisco Bay to the north and east, Menlo Park to the west, and Palo Alto to the south, giving it a unique geographic position that offers both opportunities and challenges.
With a population of approximately 31,500 spread over 2.5 square miles, East Palo Alto is characterized by its rich cultural heritage and diversity. Historically, it has been home to a predominantly African American community and, more recently, a growing Latino population. The city embodies a small-town, familyoriented atmosphere and is distinguished by its commitment to environmental preservation, green spaces, and community engagement. However, it also faces ongoing pressures from surrounding areas in the Silicon Valley region, where rapid economic growth has contributed to increased housing costs, gentrification, and shifts in community demographics. EPA’s proximity to major institutions, such as Stanford University and the tech industry hub, adds to these dynamics, further highlighting the need for a well-defined strategic plan to ensure sustainable, inclusive growth.
The City operates as a general law city under the Council/Manager form of government, with a fivemember elected City Council setting policy and appointing the City Manager and City Attorney. The City Council’s commitment to shaping a strong vision for East Palo Alto is crucial for addressing the multifaceted challenges the city faces and enhancing the quality of life for all residents.
Key Challenges Facing East Palo Alto
East Palo Alto faces a complex array of issues driven by its geographic location, economic factors, and historical context. The strategic plan will address the following primary challenges:
1. Housing Affordability and Gentrification
Silicon Valley’s explosive growth has put immense pressure on housing availability and affordability in East Palo Alto, with median home prices and rents rising rapidly. Long-time residents and low-income families face the risk of displacement as more affluent residents from surrounding communities move in. This gentrification has led to significant changes in the community’s socioeconomic fabric, and the City has responded with progressive policies, including a robust renter's rights program with rent control and an aggressive inclusionary housing program. These efforts have helped mitigate displacement pressures but require ongoing attention as housing affordability remains a central issue.
2. Traffic and Infrastructure Strain
The city’s location near major transportation corridors, such as Highway 101 and the Dumbarton Bridge, results in substantial cut-through traffic, contributing to severe congestion on local roads.
This traffic burden not only affects residents’ daily commutes but also has environmental impacts, 489
Raimi + Associates 5 East Palo Alto Strategic Priorities and Workplan Proposal including increased emissions and air pollution. To address this, the City has implemented a Transportation Demand Management (TDM) program that aims to achieve a 40% reduction in local trip volumes. However, as the region continues to grow, further infrastructure investments and traffic management strategies will be essential.
3. Fiscal Constraints and Structural Deficit
Despite its strategic location, East Palo Alto faces a structural budget deficit that restricts its ability to invest in high-quality municipal services and infrastructure improvements. The city has an adopted General Fund budget of $35.8 million for FY 2024-25, but fiscal challenges persist, especially as the demand for services grows with population increases and development pressures. Addressing this deficit will require careful planning, potentially including new revenue sources and cost-saving measures.
4. Environmental Vulnerabilities and Climate Change
East Palo Alto’s proximity to San Francisco Bay and the San Francisquito Creek makes it particularly vulnerable to flooding and the effects of sea level rise. Climate change poses a longterm threat, not only to infrastructure but also to residents’ safety and property. The City has implemented various flood control and climate resilience measures, but these efforts need to be expanded and integrated into future city planning to protect against rising risks.
5. Development Pressures and Community Facilities
The city’s Ravenswood Business District and the Westside area are experiencing significant development interest. While development can bring economic opportunities, it also poses challenges, such as the potential for overburdened infrastructure and changes in community character. Additionally, East Palo Alto has recognized a need for modernized city facilities, including a new City Hall and library, to better serve its residents. Balancing economic development with community preservation and the expansion of quality public facilities will be essential to supporting residents’ needs.
Project Objectives and Scope
The primary objective of this project is to create a comprehensive 2-year strategic plan (for FY 25-26 and FY 26-27) and a detailed Council Work Plan for the first two years. This planning initiative aims to provide clear direction for the City Council, staff, and the community by establishing a shared vision and actionable goals. The scope of the project includes:
1. Research and Analysis of Existing Conditions. The strategic planning process will begin with an in-depth analysis of the City’s existing plans, policies, and initiatives, as well as a review of recent community engagement efforts, such as surveys and workshops. This will ensure that the strategic plan builds on the City’s current strengths and addresses identified community priorities.
2. Stakeholder Engagement and Community Outreach. Engaging East Palo Alto’s diverse community is essential for creating a plan that reflects residents’ needs and aspirations. The project will include targeted outreach efforts to involve a broad range of stakeholders, including residents, community organizations, and local businesses. These activities will help confirm community priorities and gather additional insights, fostering a sense of shared ownership of the strategic plan.
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Raimi + Associates 6 East Palo Alto Strategic Priorities and Workplan Proposal
3. City Staff Engagement. Critical to the project will be engagement with EPA’s seven departments as City staff have extensive knowledge about the City and are important partners in identifying projects and programs. Key activities will include a Management Team focus group, a series of department focus groups, and collaborative working meetings to develop the detailed Council work plan for FY 25-26 and 26-27.
4. City Council Goal-Setting Workshop. A full-day goal-setting workshop with the City Council will allow council members to discuss, refine, and prioritize strategic goals. This session will provide an opportunity to align Council members’ individual visions and to ensure that the plan reflects a cohesive set of objectives that address the City’s most pressing challenges.
5. Drafting and Reviewing the Strategic Plan. Based on the findings from research and community engagement, a draft strategic plan will be developed, incorporating a clear vision statement, strategic priorities, and staff initiatives. This plan will be reviewed by the Council and presented to the community for feedback, ensuring alignment and buy-in from all stakeholders.
6. Plan Finalization and Adoption. Following feedback from the City Council and community, the final strategic plan will be developed and presented for adoption. This document will serve as a guiding framework for City Council policies, initiatives, and resource allocation over the next two to four years.
Ultimately, this strategic plan will help East Palo Alto navigate its unique set of challenges and continue to grow as an inclusive, resilient, and dynamic community within Silicon Valley. The plan will foster transparency, accountability, and a shared commitment among City leaders, staff, and residents to build a brighter future for all who call East Palo Alto home.
The Raimi + Associates Approach
Raimi + Associates will be responsible for all aspects of the project.
Raimi + Associates is a multidisciplinary planning, urban design and social research firm based in Berkeley, CA. We have worked for cities, counties and non-profit organizations throughout California. We have assisted countless organizations and agencies with visioning, community engagement, planning and implementation since our founding in 2006.
The proposal content below includes all of the information identified in the RFP and the order requested.
The following represents Raimi + Associates' high-level strengths and approach to the project. • Build on Extensive Knowledge of EPA. Raimi + Associates is uniquely positioned for this project as we have been working in the City on- and off- for the past 12 years. We understand the issues facing the community, we know the programs that are currently being implemented by many departments, and we have seen how the City has grown and evolved over time. This knowledge will help us get up-to-speed quickly and ensure that the plan reflects the values of the community.
• Capitalize on Working Relationships. Raimi + Associates has strong working relationships with many City staff members, City Council members, Planning Commissioners and community organizations. For example, we are working closely with the Community and Economic Development, Public Works, the City Attorney and the City Manager on the RBD Specific Plan.
Additionally, we are known by all of the existing City Council members and (hopefully) some of the new members who may be elected in November 2024.
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Raimi + Associates 7 East Palo Alto Strategic Priorities and Workplan Proposal • Robust Community Engagement. The City hopes to robustly engage its close-knit community in a meaningful discussion about balancing housing development, affordability, climate concerns, sustainability of natural systems, and quality of life. The City desires to “meet people where they are” – authentically engage a wide variety of residents and groups with a stake in the outcome.
Communications must be clear and visual, translating complex concepts into terms people understand. Community input must be captured and honored by demonstrating how it shaped the proposed new vision, priorities and strategies. To achieve this, R+A is proposing a number of engagement activities both before and after the City Council goal setting session. These include meetings with stakeholder groups, an online survey, pop-up workshops and a community workshop.
• Expertise in Strategic Plans. R+A staff have worked on multiple strategic plans for government and non-profit organizations. This information can be found in the qualifications section below (Section J, below). In addition, R+A has extensive experience preparing comprehensive planning documents (such as general plans) for jurisdictions. While the time horizon and level of detail are different, the skill set is exactly the same as a City Council strategic plan. • Deep knowledge of many Strategic Plan topics. Unlike many firms that focus on preparing strategic plans, R+A has a deep understanding of many of the strategies that will be included in the final plan. For example, we have expertise and knowledge of planning, public works, parks, economic development, housing, and other topics that are likely to be included in the strategic plan.
• Well-designed and Attractive Plan. R+A proposes using our graphic design expertise to improve the look and feel of the strategic plan. We believe that the Strategic Plan should fulfill multiple purposes. First, it should be used by the Council and staff to guide workplans and track progress. However, the document is also an opportunity to express the City Council's vision to the community and to create a marketing document to show the private sector (such as developers and potential new businesses) the future of the City. To this end, we believe that the document should be well designed, visually engaging, clearly written, and graphically rich. The final plan will be laid out in InDesign and include color, graphics, and photos.
Project Budget
The project budget estimate can be found in Section G (below). The total estimated budget for this project is $100,029. We would be happy to work with the City to modify this budget to meet the City’s expectations.
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Raimi + Associates 8 East Palo Alto Strategic Priorities and Workplan Proposal C. Scope of Services and
Methodology
The following describes in detail Raimi + Associates’ proposed scope of work and methodology for the project.
Scope of Work
Task 1. Project Initiation and Project Management
The purpose of this task is to initiate the project and to meet with staff throughout to ensure that the process and final product meet the City’s expectations.
Task 1.1 Project Kick-off Meeting
R+A will prepare for and attend a virtual kick-off meeting with City staff. The purpose of the meeting will be to finalize the project schedule, engagement approach and City objectives for the project.
Task 1.2 Project Management
This task covers a range of project management activities including:
1. Project workplan. R+A will prepare a detailed project workplan for the project.
2. Bi-weekly team meetings. R+A will prepare for and attend regular, 30-minute meetings with City staff to ensure clear project communication and ongoing coordination. R+A will meet with City staff every other week to discuss project progress. A total of 13 meetings are assumed.
3. Invoicing and administration. This covers overall project invoicing and administration.
4. Project coordination. R+A will coordinate with city staff on an as-needed basis throughout the project.
Task 2. Pre-Retreat Document Review and Community Engagement The purpose of this task is to develop a deep understanding of the vision and priorities contained in existing community documents and to engage with the community to confirm the overall direction of the City. To achieve this, R+A will review the outcomes of past engagement and priority-setting documents to obtain a snapshot of community perspectives. In addition, R+A will conduct a series of community engagement events to better understand the issues, values and priorities of the community. The specific activities are described below; the results will be summarized in a technical memorandum. This task will occur in January and February, in order to prepare for the City Council retreat.
Task 2.1 Background Review and Environmental Scan
R+A will collect and review a wide range of City documents to better understand the key issues facing the City, the community values and the community priorities. R+A will also review background demographic information to demonstrate how East Palo Alto has evolved since incorporation. Based on our ongoing work in East Palo Alto, R+A has deep knowledge of the socioeconomic conditions and community priorities. Specifically, R+A will review the following:
• Census data to understand demographic and socioeconomic changes in the City over time. This work will build on a similar analysis conducted by R+A in 2020 for the RBD Specific Plan update. • The most recent goal-setting session outcomes.
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Raimi + Associates 9 East Palo Alto Strategic Priorities and Workplan Proposal • Community surveys prepared for goal setting sessions and other projects such as the RBD Specific Plan, the General Plan, and the Environmental Justice Element. • Staff-level technical documents such as departmental workplans, CIPs, and adopted budgets. • Summary notes from community engagement activities over the past several years for planning projects.
The results of this analysis will be presented in the summary technical memo (see Task 2.4).
Task 2.2 Key Leader Meetings
R+A staff will conduct up to 10 meetings with individuals and organizations. R+A will use our existing relationships with many groups in the community including organizations such as YUCA, Nuestra Casa, Community Legal Services, and OneEPA among others. R+A will also meet with individuals active in the community and business groups (including property owners such as Sobrato, Sand Hill, and the YMCA) to obtain diverse perspectives on the community.
Task 2.3 Pop-up Workshops
In an attempt to reach citizens who are not typically involved in the community process, R+A will prepare materials for one round of pop-up workshops. R+A staff will attend 3 events in late January and early February to obtain feedback. The pop-ups will ask the community two basic questions: 1) what the issues are facing the community today; and 2) what the top priorities for community improvements and/or initiatives over the next 2-4 years are. This will either be done as open-ended questions or by providing a list of topics/ideas generated through previous tasks. The pop-ups will target both the general public and specific sectors of the community (e.g., youth, seniors, African American, Asian, Hispanic/Latino, tech worker). Examples of locations for the pop-up include the farmers market, the senior center and the YMCA.
Task 2.4 Summary Technical Memo
Using the information gathered in the previous tasks, R+A will prepare a summary technical memorandum that defines the key issues and priorities of the community. R+A will prepare an Administrative Draft and a final version of the memo. This will be provided to the City Council prior to the day-long retreat.
Task 3. Pre-Retreat Staff Engagement
City staff are important stakeholders given their deep knowledge of the community, ongoing (and potential) City initiatives and the reality of project implementation. This task will tap into City staff’s knowledge at the beginning of the project to help provide the City Council with realistic background information on the community.
Task 3.1 Management Team Focus Group
For this task, R+A will prepare for and hold a virtual focus group with the City’s management team to understand their priorities and experiences with project implementation.
Task 3.2 Department Focus Groups
R+A will prepare for and attend a day of individual meetings with key City departments. The purpose will be to understand, at a staff level, the programs and priorities of each department. Meetings can be held with the following departments: 1) Public Works; 2) Community and Economic Development; 3) Housing and Rent Stabilization; 4) Parks, Open Space and Facilities Planning and Community Services; and 5) other 494
Raimi + Associates 10 East Palo Alto Strategic Priorities and Workplan Proposal departments including, but not limited to Police, Fire (with the Menlo Park Fire District), Finance and others.
Task 3.3 Summary Memo of Results
R+A will prepare a brief memorandum summarizing the results of the City staff engagement activities.
R+A will prepare an Administrative Draft and a Final Memo.
Task 4. Goal Setting Session with the City Council.
During this critical task, R+A will prepare for and meet with the City Council to develop goals and priorities for the next 2-4 years.
Task 4.1 Agenda and Logistics
R+A will work with City staff to develop an agenda and logistics (including an off-site venue) for the City Council goal setting session.
Task 4.2 Prepare Draft Vision Statement and Strategic Priorities Based on the results of Tasks 2 and 3, R+A will prepare a draft vision statement (or multiple statements if needed), and a list of strategic priorities. This information will be used as the starting point for discussion at the retreat. In addition, R+A will prepare a list of priority City projects based on results of staff engagement.
Task 4.3 Prepare Retreat Materials
R+A will prepare a variety of materials for the retreat including a staff report describing the agenda and materials, and a PPT summarizing the results of the community and staff engagement. This information, along with the draft vision statement, the draft strategic priorities and the technical memos summarizing the staff and community engagement, will be provided to the City Council in advance of the meeting.
Task 4.4 City Council Goal Setting Session
Three (3) R+A staff members will attend the day-long goal setting session to assist with facilitation and logistics.
Task 4.5 Meeting Summary
Following the goal setting session, R+A will prepare a summary memo documenting the results.
Task 5. Vision, Strategic Priorities and Projects
In this task, R+A will use the information from the retreat to revise the vision and strategic priories and to develop a detailed list of projects to implement the strategic priorities.
Task 5.1 Prepare Updated Vision and Strategic Priorities The first step in this task will be to update and refine the vision and strategic priorities based on City Council feedback.
Task 5.2 Create Project List
Using the strategic priority categories, R+A will work with department representatives to create a list of priority projects. Each project will include: the project title, timeline, responsibility, cost (where available) and funding source. The information for the projects will be provided by City staff but written and organized by R+A to ensure consistency.
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Raimi + Associates 11 East Palo Alto Strategic Priorities and Workplan Proposal Task 5.3 Strategic Plan Draft
The vision, strategic priorities and project list will be folded into a City “strategic plan” document. This document will also include an introduction, a summary of the process of developing the strategic plan, and metrics to measure success.
Task 5.4 Layout and Design
During this task, R+A’s graphic designer will lay out the document in Adobe InDesign. This will include preparing the layout template, a screencheck draft and the public draft.
Task 6. Community Engagement
The purpose of this task is to review the vision, strategic priorities and project list with the community.
This will occur prior to the City Council review and adoption of the strategic plan to ensure that the Council’s decision is informed by community ideas and perspectives. The specific engagement activities are described below.
Task 6.1 Interactive Online Workshop
R+A will prepare for and attend an online workshop to review the draft strategic plan. The workshop will include a presentation and breakout groups to discuss the components of the plan. Note that an inperson workshop can be included either in addition to, or instead of, the online workshop.
Task 6.2 Meetings with Stakeholder Groups
R+A will hold up to 10 meetings with stakeholder groups and/or individuals. The purpose will be to review the strategic plan prior to adoption. These meetings will be informal meetings that will be held either in person or online.
Task 6.3 Online Feedback Form
If time allows prior to the adoption hearings, R+A will prepare a brief online feedback form. This will allow the broader community to review and provide feedback on the strategic plan. The feedback form will include a prioritization exercise for strategic priorities and the ability to comment on the vision statement, among other activities.
Task 7. City Council Review and Adoption
During this final step in the process, R+A will work with the City Council and City staff to review, revise and finalize the Strategic Plan. This will occur in June of 2025.
Task 7.1 Summary PowerPoint presentation
R+A will prepare a summary PowerPoint presentation for the City Council Study Session and Adoption Hearing. The presentation will provide a summary of the process, details of the community engagement process, and the components of the Strategic Plan (vision, priorities and programs).
Task 7.2 City Council Study Session and Adoption Hearing R+A will prepare for and attend a study session and an adoption hearing with the City Council. Note that City staff will be responsible for preparing the staff report for the meetings. 496
Raimi + Associates 12 East Palo Alto Strategic Priorities and Workplan Proposal Task 7.3 Finalize Strategic Plan
Between the study session and the hearing (or after the hearing), R+A will amend the Strategic Plan based on City Council direction.
Optional Tasks
The following are optional tasks that are not included in the scope and budget. These activities can be discussed during the project scoping period.
Pre-Retreat Community Survey
Depending on the timing of the retreat, R+A could prepare a community-wide opt-in (not statistically valid) survey on issues and priorities.
Social Media Analysis
As an optional task, R+A can conduct an analysis of social media regarding community issues in East Palo Alto. For this task, R+A will use a data mining tool to understand the key topics and trends over the past few years in social media, including X, Facebook, Instagram, and NextDoor. We believe that using big data will provide an accurate picture of community preferences from residents who typically are not involved in City-led community engagement processes.
Staff Survey
R+A can prepare a survey for all City staff to better understand the issues and priorities. This simple survey would allow staff to provide their input on the priorities of the City Council.
Board and Commission Meetings
R+A can attend specific board and commission meetings to understand each board and commission’s perspective. Our experience is that the board and commission members have a unique perspective on the community and would like to be engaged in priority-setting activities prior to the City Council retreat.
Data Dashboard
R+A can create an interactive dashboard to present and track progress on the Strategic Plan. This can be created using PowerBI or another similar tool.
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Raimi + Associates 13 East Palo Alto Strategic Priorities and Workplan Proposal D. Description of Proposer
Raimi + Associates
Founded in 2006, Raimi + Associates (R+A) is a mission-driven consulting firm with 26 employees in two offices – Berkeley and Los Angeles, California. Staff in the Berkeley office will provide the services for this project. At R+A, we are advocates, collaborators, organizers, and pioneers committed to creating healthy and enduring places. Over the years, we have served dozens of communities across the nation as trusted advisors, skilled practitioners, imaginative problem solvers, and effective communicators.
We help communities achieve their long-term visions by listening to and learning from ordinary people, partnering closely with our clients, and relying on our keen eye for place.
Our firm’s planning and urban design expertise is complemented and informed by our focus on public health, equity, sustainability, and program evaluation. To address the complexity of communities, R+A integrates a host of interrelated subjects—land use and design, sustainability and green building, public health and social equity, and public engagement and visioning—into planning and social research efforts at a variety of scales. Whether it’s updating a City’s comprehensive plan, developing health and sustainability objectives, creating a targeted neighborhood retrofit plan, guiding a project through the green building process, or generating a vision and standards for a Downtown or corridor, we think holistically and examine the physical, environmental, health, and socioeconomic challenges of planning and design. This approach allows us to successfully develop, assess, and implement community plans, implementation programs, community outreach strategies, and policy frameworks for the cities and communities we work in.
R+A has worked extensively across California with public agencies and non-profit organizations to develop strategic plans, visioning and direction-setting documents, and implementable actions and strategies. Our recent and ongoing experience includes the Strategic Plan for Natividad Hospital in Monterey County, East Palo Alto General Plan, Downtown Selma Strategic Plan, and Petaluma General Plan.
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Raimi + Associates 14 East Palo Alto Strategic Priorities and Workplan Proposal E. Proposer’s Team
The Raimi + Associates team will be led by Matt Raimi and Tiffany Eng. All of our team members will be involved in the engagement process for this project. Tiffany will be the primary contact for providing services to the City and Matt will be the key person in the Agreement with the City. Resumes for our team are available in the Appendix.
MATT RAIMI, AICP | Principal and Chief Executive Officer | Principal-in-Charge Matt will serve as the Principal-in-Charge for this endeavor and work closely with Tiffany, the Project Manager. Matt, the founder of Raimi + Associates, has over 20 years of experience in planning, community engagement, and meeting facilitation in cities across California. Matt has directed dozens of vision plans, community strategic plans, General Plans and Specific Plans. Project examples General Plans for the cities of East Palo Alto, Mountain View, Ventura, Thousand Oaks, and West Hollywood. Matt is a skilled facilitator who excels at working with community groups, city staff and elected officials to develop visions, establish planning priorities, and create detailed implementation programs. For this project, Matt will assist Tiffany with community engagement, work with EPA staff to document project priorities and co-facilitate the City Council goal-setting session.
KYM DORMAN, MPH | Principal and Chief Operating Officer | Advisor Kym will serve as a strategic advisor for this project. Kym is a leading social sector consultant who excels at leading strategic plans, evaluations, needs assessments, and developing planning processes for complex community efforts that emphasize organizational and community capacity. With 20 years of experience as an applied researcher and facilitator, Kym’s professional expertise spans a range of issues, including education, community health and wellness, healthcare access, and active transportation. She is skilled in a wide range of qualitative and quantitative research methods and has extensive experience using research and data to help community coalitions, local governments, foundations, and non-profit organizations make informed decisions for their future. She is also fluent in Spanish.
TIFFANY ENG | Senior Associate | Project Manager
Tiffany Eng is a Senior Associate with over twenty years of experience in grassroots campaigns, healthy cities and communities, organizational leadership, and capacity-building. She has an extensive background promoting equitable land use planning and is passionate about climate and environmental justice (EJ) solutions.
Tiffany believes the key to creating healthy, just, and climate-resilient communities is through an environmental justice and land use planning lens. Additionally, Tiffany is skilled in community engagement and group facilitation, with a particular focus on engaging a diversity of residents and stakeholder groups, particularly those who are not typically engaged in City government. 499
Raimi + Associates 15 East Palo Alto Strategic Priorities and Workplan Proposal MICHELLE HERNANDEZ | Intermediate Planner/Designer | Engagement Support and Document Writing
Michelle is a planner with experience developing comprehensive plan updates, specific plans, and climate action plans, and has developed and coordinated community engagement events and activities for various communities throughout California. Being fluent in Spanish, she has facilitated community meetings, workshops, and pop-up events in both English and Spanish. Michelle has a passion for interdisciplinary approaches that incorporate sustainability into all areas of planning and placemaking. She believes that equitable collaboration is necessary in designing adaptive and resilient communities.
CHRISTIAN LEDEZMA | Intermediate Graphic Designer
Christian Ledezma is a research-driven graphic designer who understands the importance of clear, approachable communication in work that impacts the lives of individuals and communities. Christian’s work spans multiple disciplines and mediums ranging from print layout and design to interactive websites to photography and video production. His work has covered topics such as general land use planning, climate resilience and sustainability, environmental justice and SB 1000, affordable housing, public health, and racial and social equity. 500
Raimi + Associates 16 East Palo Alto Strategic Priorities and Workplan Proposal F. Exceptions to the RFP
Raimi + Associates takes no exceptions to any portion of the RFP, except as identified in Section K below. 501
Raimi + Associates 17 East Palo Alto Strategic Priorities and Workplan Proposal G. Project Cost, Fees and Charges
The table below provides a budget estimate for the project. If selected, we would like to review and refine the scope and budget to ensure it meets the City’s needs. 502
Hours per Task
Principalin-Charge
(Raimi)
Strategic
Advisor
(Dorman)
Senior Associate
(Eng)
Inter. Planner
(Hernandez)
Int.
Graphic
Designer
(Ledezma)
Labor
Hours Per
Task
Labor Cost Per
Task
Task 1: Project Initiation
1.1 Project Kick-off Meeting 2 2 4 4 12 $ 2,680
1.2 Project Management 6 12 10 28 $ 6,010
Subtotal Task 1 8 2 16 14 - 40 $ 8,690
Task 2: Pre-Retreat Document Reivew and Community Engagement
2.1 Background Review and Environmental Scan 2 8 16 26 $ 4,930
2.2 Key Leader Meetings 5 10 12 27 $ 5,595
2.3 Pop-up workshops 2 4 12 12 30 $ 5,310
2.4 Smmary Technical Memo 2 4 8 14 $ 2,750
Subtotal Task 2 11 - 26 48 97 12 $ 18,585
Task 3: Pre-Retreat Staff Engagement
3.1 Management Team Focus Group 4 4 6 14 $ 3,000
3.2 Department Focus Groups 8 10 18 $ 3,400
3.3 Summary Memo of Results 2 5 12 19 $ 3,615
Subtotal Task 3 6 - 17 28 - 51 $ 10,015
Task 4: Goal Setting Session with the City Council
4.1 Agenda and Logistics 2 2 2 4 10 $ 2,230
4.2 Prepare Draft Vision Statement and Strategic Priorities 2 8 16 26 $ 4,930
4.3 Prepare Retreat Materials 2 2 6 8 18 $ 3,770
4.4 City Council Goal Setting Session 8 8 8 24 $ 5,360
4.5 Meeting Summary 4 4 8 $ 1,540
Subtotal Task 4 14 4 28 40 - 86 $ 17,830
Task 5: Vision, Strategic Priorities and Projects
5.1 Prepare Updated Vision and Strategic Priorities 2 2 4 8 16 $ 3,320
5.2 Create Project List 2 8 12 22 $ 4,290
5.3 Strategic Plan Draft 4 12 16 32 $ 6,400
5.4 Layout and Design 24 24 $ 3,840
Subtotal Task 5 2 8 24 36 24 94 $ 17,850
Task 6: Community Engagement
6.1 Interactive Online Workshop 4 12 16 32 $ 6,400
6.2 Meetings with Stakeholder Groups 4 8 8 $ 4,220
6.3 Online Feedback Form 2 6 16 24 $ 4,480
Subtotal Task 6 10 - 26 40 - 76 $ 15,100
Task 7: City Council Review and Adoption
7.1 Summary PowerPoint Presentation 2 4 8 14 $ 2,750
7.2 City Council Study Session and Adoption Hearing 8 8 16 $ 4,080
7.3 Finalize Strategic Plan 2 10 8 $ 1,730
Subtotal Task 7 1 0 - 14 8 8 40 $ 8,560
Total Hours 67 8 151 214 484 44
Billing Rate $285 $285 $225 $160 $160
Labor Cost $19,095 $2,280 $33,975 $34,240 $7,040
Total Firm Labor Cost $96,630
EXPENSES
Travel, Printing & Supplies $500 500 $
Office Expenses (3%) $2,899 2,899 $
Total Expenses $3,399 $3,399
TOTAL PER FIRM $100,029 $ 100,029
Raimi + Associates Total
EPA Strategic Priorities and Work Plan: Budget
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Raimi + Associates 19 East Palo Alto Strategic Priorities and Workplan Proposal H. Project Timeline and Initial Draft
Results
Our proposed Scope of Work aligns with the timeline goals specified in the RFP. Our proposed schedule is detailed on the next page.
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EPA Strategic Priorities and Work Plan: Project Schedule Task 1. Project Initiation and Project Management
1.1 Project Kick-Off Meeting1.2 Project Management
Task 2. Pre-Retreat Document Review and Community Engagement
2.1 Background Review and Environmental Scan2.2 Key Leader Meetings2.3 Pop-up Workshops2.4 Summary Technical Memo Task 3. Pre-Retreat Staff Engagement
3.1 Management Team Focus Group3.2 Department Focus Group3.3 Summary Memo of Results Task 4. Goal Setting Session with City Council
4.1 Agenda and Logistics4.2 Prepare Draft Vision Statement and Strategic Priorities4.3 Prepare Retreat Materials4.4 City Council Goal Setting Session4.5 Meeting Summary Task 5. Vision, Strategic Priorities and Projects
5.1 Prepare Updated Vision and Strategic Priorities5.2 Create Project List5.3 Strategic Plan Draft5.4 Layout and Design Task 6. Community Engagement
6.1 Interactive Online Workshop6.2 Meetings with Stakeholder Groups6.3 Online Feedback Form Task 7. City Council Review and Adoption
7.1 Prepare PowerPoint Presentation7.2 City Council Study Session and Adoption Hearing7.3 Finalize Strategic Plan Project Tasks December June
2024 2025
January February March April May
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Raimi + Associates 21 East Palo Alto Strategic Priorities and Workplan Proposal This page is intentionally left blank.
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Raimi + Associates 22 East Palo Alto Strategic Priorities and Workplan Proposal I. References
The following are individual references for three of our primary staff members: Matt Raimi (Principal in Charge), Tiffany Eng (Project Manager) and Kym Dorman (Strategic Advisor).
Project Name Project Description Reference Name and Contact References for Matt Raimi
Thousand Oaks
Downtown Strategic
Plan and General Plan
and Ventura General
Plan (2017-2022)
Thousand Oaks and
Ventura, CA
R+A worked with Peter Gilli on multiple
projects including a Downtown
Strategic Plan in the City of Thousand
Oaks, and on the initial stages of two
General Plans – one for Thousand Oaks
and a second for the City of Ventura.
Peter Gilli
Community Development Director
City of San Bruno
567 El Camino Real, San Bruno, CA
94066
(650) 616-7039
[email protected]
Marina General Plan
(2022- present)
Marina, CA
R+A is preparing a General Plan update
for the City of Marina. This project
includes a vision, community values,
goals and programs for all General Plan
topics.
Guido F. Persicone, AICP
Community Development Director
City of Marina
211 Hillcrest Avenue, Marina, CA 93933
(831) 884-1289
[email protected]
References for Kym Dorman
Natividad Medical
Center Strategic Plan
Salinas, CA
R+A, led by Principal Kym Dorman, is
preparing a strategic plan for the
Natividad Medical Center. The project
includes significant engagement with
staff and stakeholders and a graphically
rich final plan.
Chad Harris, MD, CEO
Chief Executive Officer
Natividad
1441 Constitution Blvd., Salinas, CA
93906
831-783-2551
[email protected]
San Francisco Sugary
Drinks Distributor Tax
(SDDT) Advisory
Committee Strategic
Plan and SDDT
Evaluation
San Francisco, CA
Raimi + Associates worked closely with
SFDPH staff and the SDDT Advisory
Committee in the fall of 2019 and
throughout 2020 to develop a strategic
plan to guide the committee’s
recommendations. The strategic plan is
a highly visually engaging document
that includes an introduction with
contextual data, vision, mission, priority
populations, goals, strategies,
outcomes, and metrics. From 2020-
2024, Raimi + Associates also provided
a wide range of evaluation consulting
services.
Christina Goette
Acting Deputy Director of Community
Wellness and Program Manager of
Healthy Eating Active Living Prevention
Programs
San Francisco Department of Public
Health
25 Van Ness Ave, #345, San Francisco
CA, 94102
628-206-7630
[email protected]
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Raimi + Associates 23 East Palo Alto Strategic Priorities and Workplan Proposal Reference for Tiffany Eng
CEJA Strategic
Realignment Plan and
2-Year Priorities
Oakland, CA
Tiffany Eng worked with the California
Environmental Justice Alliance (CEJA) to
engage in a multi-year strategic
realignment process for their tenmember community-led coalition.
Activities included revising CEJA’s
mission, vision, and theory of change;
realigning CEJA’s program work plans
under a set of clear goals; and
engaging in an extensive research
process to identify key issue areas for
the alliance to vet and decide on for
their two-year priorities. This
realignment and strategic planning
process served as an initial step to
developing CEJA’s long-term vision and
priorities.
Raquel Mason
Senior Legislative
California Environmental Justice
Alliance
1820 Jefferson Street
Oakland, CA 94612
[email protected]
(510) 808-5898 x101
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Raimi + Associates 24 East Palo Alto Strategic Priorities and Workplan Proposal J. Completed Reports
Raimi + Associates is a full-service planning, urban design, strategic planning and social research firm with a track record of successful projects throughout the State of California. While Raimi + Associates has not led a City Council goal-setting effort, we have completed many strategic plans for public agencies and non-profit organizations. Additionally, R+A has worked extensively on visioning and planning projects.
These projects involve the exact same tasks and require the same skill set as is required by the City of East Palo Alto for the Strategic Priorities and Work Plan.
The following are descriptions of projects completed by R+A.
Samples of work products can be found in Appendix B.
Strategic Plans for Government and Non-Profit Agencies
The following are strategic planning efforts prepared by Raimi + Associates in recent years.
Development of a Strategic Plan for Natividad Medical Center In 2022, the Monterey County Board of Supervisors motioned to create a County of Monterey Health System. In 2023, R+A began designing Natividad’s strategic planning process in close collaboration with executive leadership. As the county hospital, Natividad in partnership with the County of Monterey Public Health provides a range of healthcare services and programs to everyone in the county, despite ability to pay, immigration status, or language spoken.
For Natividad’s strategic planning process, our team has conducted an extensive environmental scan assessment process and has planned and facilitated 10 strategic planning meetings. The strategic planning meetings have included meetings with Natividad’s strategic planning team, managers at Natividad, Service Chiefs (i.e., doctors) at Natividad, and the Health System Executive Team (which includes members from the County of Monterey Health Department and Natividad Executive team). The final strategic plan is highly stylized and includes an introduction, the County of Monterey Health System visual overview, highlights of Natividad’s range of services, Natividad’s five goals (which include one focused on patient experience and another focused on the hospital’s workforce), corresponding strategies. We have also identified measures of success for all goals and implementation activities for all strategies. Once the strategic plan is finalized, we will be creating a data dashboard to assist the Natividad executive team in tracking progress.
San Mateo County Community Collaboration for Children’s Success (CCSS) Assessment and Strategic Planning
Raimi + Associates designed and facilitated the strategic planning process for the CCCS initiative with both a multi-sector, countywide Steering Committee and community leaders from the four neighborhoods. The CCCS initiative works to ensure that all children and youth in San Mateo County are happy, healthy, and successful by focusing on those neighborhoods (including East Palo Alto) identified as having both a high level of youth need and an existing network of youth- and family-serving resources. In each of the four CCCS neighborhoods, R+A 1) hired, trained, and supported 8-16 paid Champions in using data collection tools and 2) designed and facilitated 5 Neighborhood Leadership Group meetings (with 45-90 individuals representing 20-40 organizations per neighborhood) to identify and address barriers, gaps, and identify opportunities for children and youth. The paid Champions (primarily transitionage youth and mothers of children 0-18) were all community members of the neighborhoods in which they gathered data, and many had personal or familial experience with the child welfare system/foster care, the criminal justice system, serious mental illness, or other kinds of trauma. Community research 509
Raimi + Associates 25 East Palo Alto Strategic Priorities and Workplan Proposal materials were provided in English, Spanish, Tagalog, and Chinese and in-person outreach was conducted in these four languages as well as in Samoan. The Neighborhood Action Plan for East Palo Alto was finalized in 2019 and is available here.
Strategic/Action Planning for the County of Monterey Health Department Raimi + Associates collaborated closely with staff from MCHD to refresh their strategic plan with clear, equity-focused action steps, and to reflect input from an all-staff survey on the implementation progress for previously identified strategies and activities. The updated strategic plan includes strategies, activities, and metrics that align with the four priority areas, corresponding objectives, and prioritized strategies that support health equity. In 2018-2023, the strategic plan’s goals were: 1) empower the community to improve health; 2) enhance public health & safety through prevention; 3) ensure access to culturally and linguistically appropriate, quality health services; 4) engage MCHD workforce & improve operational functions. The final 2018-2023 MCHD strategic plan provided inspiration and clarity for MCHD and its county-wide collaborative partners related to providing high-quality health services and programs with an equity focus over the next five years. Raimi + Associates is currently facilitating and leading the development of the Health Department’s 2024-2027 strategic plan, ensuring that the plan fulfills requirements for re-accreditation under the Public Health Accreditation Board (PHAB). As part of the 2024 update to the strategic plan, we have drafted a goal and corresponding strategies to support the Health Department’s workforce.
Marin Health & Human Services Department’s Strategic Plan to Achieve Health and Wellness Equity
Raimi + Associates worked closely with HHS staff to identify culturally responsive, evidence-based, and promising strategies and interventions from multiple disciplines (e.g., social services, behavioral health, public health) to address key disparities in the county. The R+A team planned and facilitated a highly engaged participatory process involving HHS staff meetings with the Community Facilitation Team, Data Team, Strategic Planning Team, and Executive Team to review county-level data and identify focus areas, strategies, actions, outcomes, indicators of success and metrics. As part of the development of the strategic plan, our team also engaged in an extensive community data collection process, including conducting 10 community focus groups in English, Spanish, and Vietnamese, and developing an online comment form. Findings from these data were summarized and presented at multiple community stakeholder meetings where participants had an opportunity to provide feedback on draft focus areas and identify possible strategies for future collaboration. As part of the process, the R+A team worked closely with HHS staff to review county-level data, lead the extensive community engagement process, and facilitate the identification of focus areas, strategies, actions, outcomes, indicators of success and metrics. The final plan outlines a 5-year roadmap for the Department.
South San Francisco Commission on Racial and Social Equity Report and Action Plan
Raimi + Associates worked closely with City staff to facilitate and oversee the South San Francisco Commission on Racial and Social Equity (2020-2021). To do this we worked closely with City staff to define key terms, identify group agreements and guiding principles to guide the Commissioner’s work. We also planned and facilitated Commission meetings to review relevant data as well as identify goals and strategies to reduce racial and other social inequities in South San Francisco in the areas of health, education, policing, housing, economic development, and social services. The project involved designing agendas and materials (including identifying and presenting local data on racial inequities and identifying example best and promising practices and approaches for the Commission to consider and give feedback on), as well as facilitating over 12 virtual Commission meetings (with up to 120 participants). The meetings were engaging and participatory and involved large and small group break-out Zoom features and dynamic data visualization techniques to present key data. Based on a review of data and community 510
Raimi + Associates 26 East Palo Alto Strategic Priorities and Workplan Proposal input, the Commission developed a mission and vision and identified goals and strategies to promote racial and social equity in South San Francisco. Our team produced a comprehensive South San Francisco Commission on Racial and Social Equity Report as well as an action plan that outlined a roadmap for implementation during the first year. All strategies have corresponding actions, leads, timeframe, and outcomes to track effectiveness and ensure accountability.
General Plans and Area Plans
One of R+A’s core services is the preparation of comprehensive General Plan Updates and area plans for California cities. These multi-year efforts include extensive community engagement, creating a community vision statement, developing community values or priorities, and working with city departments to develop implementation plans.
The following are planning projects that involve working with the community to develop a vision, identify goals, set priorities and create a detailed list of projects needed to implement the vision and goals.
East Palo Alto General Plan
Between 2012 and 2017, Raimi + Associates prepared a comprehensive General Plan update for the City of East Palo Alto. The update included chapters on land use, economic development, transportation, health, parks and open space, infrastructure and safety. The project had the following components that provide an important backdrop for the Strategic Plan:
• Throughout the General Plan process, R+A implemented an extensive engagement process that included 2 advisory committees, a dozen workshops, pop-up workshops, focus groups, and youth-focused engagement.
• The Plan includes a Vision and Guiding Principles chapter. This chapter includes a vision statement, 16 guiding principles and values and 18 major strategies that describe how to implement the Vision and Guiding Principles.
• The General Plan contains a detailed implementation chapter that is organized by General Plan topic (e.g., land use, transportation, etc.). The actions were developed collaboratively with City staff and are intended to implement the goals in each chapter of the document. Each action includes a description, a level of priority, the time frame and the department responsible. • R+A led multiple study sessions with the City Council to review various aspects of the project including the vision and guiding principles, the land use map and the overall policy framework.
South San Francisco General Plan
Raimi + Associates led a multi-disciplinary team of consultants to prepare comprehensive updates for the City of South San Francisco’s General Plan, Climate Action Plan, Environmental Impact Report, and Zoning Code. The City of South San Francisco is home to over 65,000 people with many family-friendly neighborhoods and beautiful parks. It is also the hub of the region's biotech industry and home to many other large employers.
Through a robust and inclusive community engagement process, the City and its partners engaged residents in a meaningful discussion about balancing economic development, sustainability, and quality of life. The General Plan Update covers a broad range of topics, including Land use + Community Design, Mobility + Circulation, Housing, Economic Development, Social Equity, Parks + Recreation, Conservation + Open Space, Public Facilities, Services + Infrastructure, Noise, Sustainability + Climate Change Adaptation, and Community Safety + Public Health.
The completed General Plan includes a vision and guiding principles and a detailed implementation action plan, which was developed with City departments. The R+A team met with the City Council at study 511
Raimi + Associates 27 East Palo Alto Strategic Priorities and Workplan Proposal sessions and hearings throughout the process to ensure that the vision reflected the values and ideas of the community. The final General Plan, available in PDF format and as an interactive e-plan, is available here.
Downtown Selma Strategic Plan
Raimi + Associates is working with the City of Selma to develop the Selma Downtown Strategic Plan.
Selma is located south of Fresno, at the intersection of State Route 99 and State Route 43, and has an economy anchored by its agricultural sector, a regional auto mall, and resident- and visitor-serving retail and services. Downtown Selma is situated at the center of Selma - with the Union Pacific railroad running through the western portion of the Downtown area - and is home to the Selma Arts Center and many of the city’s services and offices.
R+A is leading a team to develop a community vision to encourage the revitalization of Downtown Selma and position it for short-term economic recovery and long-term vibrancy. The visioning process was centered around a multi-day community charrette to bring together staff, stakeholders, technical experts, and the community to develop a vision and implementation strategies for Downtown Selma. The plan will include short- and mid-term implementable strategies for place-making, creating a gateway into Downtown, improving pedestrian infrastructure, encouraging appropriate infill development, and fully utilizing the business improvement district to create a vibrant Downtown that reflects both the history and the future of Selma.
Ventura General Plan
Ventura is a small, coastal community in Southern California with a population of approximately 100,000 people. R+A is nearing completion of a comprehensive General Plan update, climate action plan, and local coastal plan. The process has included an extensive community engagement effort comprised of nearly 30 General Plan advisory committee meetings, pop-up workshops, online surveys, stakeholder meetings, focus groups, and nearly a dozen City Council meetings and study sessions. The plan includes a vision statement and guiding principles (which were endorsed by the City Council), topic-specific goals, and detailed implementation actions needed to implement the vision. The plan has been underway since 2020 and is expected to be completed in mid-2025.
Petaluma General Plan
Raimi + Associates is leading a team of consultants to provide a comprehensive update to the City of Petaluma’s General Plan, in addition to preparing a Climate Action and Adaptation Plan (CAAP). Located in Sonoma County, Petaluma is a vibrant river town known for its historic neighborhoods, agricultural traditions, and preserved open spaces. The General Plan Update and the CAAP will serve as a road map for the future of development in the city and address the community’s concerns about climate change, affordable housing, and public health.
The extensive community engagement process has provided robust feedback throughout the planning process. During the Visioning phase of the project, the General Plan Vision Statement, Pillars and Guiding Principles and Supporting Concepts, which provide broad direction and pathways to achieve the Vision and honor community values, were created through an iterative community process. These Visioning documents have guided the creation of draft goals and policies for all Elements of the General Plan. The final visioning work products are available here.
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Raimi + Associates 28 East Palo Alto Strategic Priorities and Workplan Proposal K. Professional Services Agreement
Raimi + Associates has reviewed the provisions in the Contractor and Professional Services Agreement and accepts all provisions except as noted below.
Section 5: Indemnification.
Contractor shall indemnify, defend (with independent counsel approved by the City), and hold harmless the City, its officers, officials, directors, employees, agents, volunteers and affiliates and each of them from any and all claims, demands, causes of action, damages, costs, expenses, actual attorney’s fees, Contractor’s fees, expert fees, losses or liability, in law or in equity, of every kind and nature whatsoever arising out of or in connection with Contractor’s operations, or any subcontractor’s operations, to be performed under this Agreement, for the fullest extent permitted by law, to the extent caused by the negligence, errors or omissions of Consultant, with the exception of the sole active negligence or willful misconduct of the City. The provisions of this section shall survive the expiration or termination of this Agreement and are not limited by any provisions relating to insurance in this Agreement. The costs for the Consultant shall be limited to the proceeds of insurance. 513
Raimi + Associates 29 East Palo Alto Strategic Priorities and Workplan Proposal L. Statements
Raimi + Associates does not have any financial, business, or other relationships with any company or firm that has an active or pending development application with the City.
Raimi + Associates, nor any of the firm’s employees, was not involved in any litigation, bankruptcy, or reorganization.
Raimi + Associates, nor any of the firm’s employees, have ever been disqualified, removed, or otherwise prevented from proposing on, or completing a federal, State, or local government project because of a violation of law or safety regulation.
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Raimi + Associates 30 East Palo Alto Strategic Priorities and Workplan Proposal M. Insurance Requirements
Raimi + Associates meets the insurance requirements outlined in the RFP. A copy of our insurance policy is included on the following pages.
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