East Palo Alto City Council
March 8, 2025

EAST PALO ALTO CITY COUNCIL

STUDY SESSION AGENDA
Saturday, March 8, 2025, 10:00 AM
EPA Government Center
2415 University Avenue, First Floor
East Palo Alto, CA 94303
*NOTE: Doors open at 9:30 AM and Meeting Starts at 10:00 AM* NOTICE
This meeting will be held virtually and in-person at the Council Chambers located on 2415 University Ave, First Floor East Palo Alto, CA 94303. The virtual portion of this City Council meeting will be conducted in accordance with City of East Palo Alto Resolution adopted pursuant to Assembly Bill 361.

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International numbers available: https://zoom.us/u/aMWYF4KT East Palo Alto City Council March 8, 2025 Agenda
1 1. CALL TO ORDER

2. APPROVAL OF AGENDA

3. COMMUNITY WORKSHOP - COUNCIL PRIORITIES

4. CITY COUNCIL DISCUSSION OF PRIORITIES

1. City Council Strategic Priorities Setting for Fiscal Years 2025-2029

5. ADJOURNMENT
Recommendation:

1. Review the attached supporting documents to evaluate feedback raised by East Palo Alto residents, community organizations, and business es to inform the City Council’s crafting of its Strategic Priorities;

2. Define a preliminary list of the Fiscal Year 2025-2029 City Council Strategic Priorities for Fiscal Years 2025-2029;

3. Direct staff to support refinement of the preliminary list of Strategic Priorities through additional community engagement and return to the City Council in April 2025 for presentation of a draft Strategic Plan; and

4. Direct staff to return to the City Council in June 2025 for final adoption of the Fiscal Year 2025-2029 City Council Strategic Priorities and Work Plan for Fiscal Year 2025-2027.

East Palo Alto City Council March 8, 2025 Agenda
2 This AGENDA is posted in accordance with Government Code Section 54954.2(a) This Notice of Availability of Public Records: All public records relating to an open session item which are not exempt from disclosure pursuant to the Public Records Act, that are distributed to the majority of the City Council will be available for public inspection at the City Clerk’s Office, 2415 University Avenue, East Palo Alto, CA at the same time that the public records are distributed or made available to the City Council. Such documents may also be available on the East Palo Alto website www.cityofepa.org subject to staff’s ability to post the documents prior to the meeting. Information may be obtained by calling (650) 853-3100.

The City Council meeting packet may be reviewed by the public in the Library or the City Clerk's Office. Any writings or documents pertaining to an open session item provided to a majority of the City Council less than 24 hours prior to the meeting, shall be made available for public inspection at the front counter at the City Clerk's Office, 2ND Floor, City Hall, 2415 University Avenue, East Palo Alto, California 94303 during normal business hours. Information distributed to the Council at the Council meeting becomes part of the public record. A copy of written material, pictures, etc. should be provided for this purpose.

East Palo Alto City Council Chambers is ADA compliant. Requests for disability related modifications or accommodations, aids or services may be made by a person with a disability to the City Clerk's office at (650) 853-3127 no less than 24 hours prior to the meeting as required by Section 202 of the Americans with Disabilities Act of 1990 and the federal rules and regulations adopted in implementation thereof.

DECLARATION OF POSTING
This Notice is posted in accordance with Government Code §54954.2(a) or §54956. Members of the public can view electronic agendas and staff reports by accessing the City website. Under penalty of perjury, this Agenda was posted to the public at least 24 hours prior to the meeting.

POSTED: March 6, 2025
ATTEST:

James Colin
City Clerk
Upcoming Meetings
Regular Meeting March 18, 2025 6:30 PM
Study Session March 25, 2025 6:00 PM
Regular Meeting April 1, 2025 6:30 PM
East Palo Alto City Council March 8, 2025 Agenda
3 STUDY SESSION ITEM 4.1

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: March 8, 2025
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Orly Amey, Assistant to the City Manager
Shiri Klima, Assistant City Manager
SUBJECT: City Council Strategic Priorities Setting for Fiscal Year 2025-2029 Recommendation

1. Review the attached supporting documents to evaluate feedback raised by East Palo Alto residents, community organizations, and businesses to inform the City Council’s crafting of its Strategic Priorities;

2. Define a preliminary list of the Fiscal Year 2025-2029 City Council Strategic Priorities for Fiscal Years 2025-2029;

3. Direct staff to support refinement of the preliminary list of Strategic Priorities through additional community engagement and return to the City Council in April 2025 for presentation of a draft Strategic Plan; and

4. Direct staff to return to the City Council in June 2025 for final adoption of the Fiscal Year 2025-2029 City Council Strategic Priorities and Work Plan for Fiscal Year 2025-2027.

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 4 STUDY SESSION ITEM 4.1
Background
The City Council conducts a Strategic Priority Setting process to ensure that its decisions align with community needs, operational priorities, and financial resources. This process provides a structured approach for identifying, evaluating, and selecting key initiatives that will shape the City's direction over the next four years.

The Strategic Priorities serve as high-level focus areas that guide City projects, programs, and policies. These priorities reflect the most pressing community issues and help ensure that staff efforts and budget allocations are targeted effectively. The Council Work Plan, developed alongside the Strategic Priorities, translates these broad focus areas into specific, actionable projects that balance long-term goals with essential City services. This Work Plan in turn affects the annual budget, such that the City allocates it staffing and funds in accordance with the Council’s priorities.

On April 18, 2023, the City Council adopted a resolution establishing the City Council’s priorities for fiscal years 2023-2024 and 2024-25. The Council Priorities for these fiscal years 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
The FY 2024-25 Council Priority Work Plan includes a project to conduct a five-to-ten year strategic plan for the City. On October 1, 2024, the City Council directed staff to conduct a process for a four-year strategic plan, and authorized the release of a request for proposals (RFP) to initiate this process. On December 3, 2024, the City Council awarded a contract to Raimi and Associates (R+A) to guide the Priority Setting process for the City. City staff has been working closely with R+A since that date, strategizing about approach and planning the project calendar.

For development of the 2025-2029 Strategic Priorities, the City is engaging in a comprehensive community outreach and research process to ensure that the selected priorities reflect both public input and operational realities. This approach allows the City Council to set a clear direction for City staff, ensuring that policy decisions and resource allocations align with the needs of residents, businesses, and key stakeholders.
5 STUDY SESSION ITEM 4.1
Strategic Priorities Development Process & Timeline
The 2025-2029 Strategic Priorities process is structured into key phases, each designed to gather input and refine emerging priorities:
 February – March 2025: Research and Community Engagement o Details provided in the Key Engagement Activities through March 8 section of the Analysis.
 April 22, 2025: City Council Study Session
o The first draft of the 2025-2029 Strategic Plan will be presented. o The Council will provide feedback before opening the draft for broader public review.
 Late April to June 2025: Expanded Community Engagement o Residents will have multiple opportunities to review and refine the draft plan.  June 6, 2025: Final City Council Adoption Hearing
o The Council will review and adopt the final Strategic Plan, ensuring alignment with the City’s long-term goals.

Through collaborative engagement with the community, City staff, and external partners, the 2025-2029 Strategic Priorities will provide a clear framework for guiding City policy, resource allocation, and service delivery over the next four years.

Analysis
Community Engagement and Inputs to the FY 2025-2029 Strategic Priorities and Work Plan:

The development of the 2025-2029 Strategic Priorities and 2025-2027 Work Plan is guided by robust community engagement and a thorough review of existing City policies and priorities.

From February through March 2025, City staff and R+A conducted research, stakeholder interviews, public engagement sessions, and internal staff discussions to shape the foundation for the Strategic Plan.

This section outlines key engagement activities and next steps in the strategic planning process.

Key Engagement Activities through March 8, 2025:

1. Environmental Scan & Background Review
R+A conducted a comprehensive review of City plans, studies, budgets, and prior community engagement efforts to ensure alignment with existing priorities and initiatives.

R+A reviewed and summarized a number of key documents that guide East Palo Alto’s policies and investments, including the General Plan, Climate Action Plan, Housing 6 STUDY SESSION ITEM 4.1
Element, Ravenswood Business District Specific Plan, Capital Improvement Programs, the Parks, Recreation, and Open Space Master Plan, and other various budgetary and strategic planning documents.

The environmental scan also provides demographic insights into East Palo Alto, highlighting shifts in population, housing trends, economic conditions, and infrastructure needs since the City’s incorporation. These findings offer a broader context for understanding emerging priorities and long-term challenges.

A summary of this environmental scan is attached as Attachment B.

2. Stakeholder Engagement
a. Meetings with Community Groups and Stakeholders (February 10-21, 2025) City and R+A staff met with over a dozen individuals and organizations to understand the strengths, opportunities, issues, challenges and priorities in East Palo Alto. The groups staff met with included businesses (such as Sand Hill Properties, University Circle, Ravenswood Shores Business Association), community organizations (such as YUCA and Community Legal Services) and homeowners in a small focus group. A summary of key themes from these interviews is attached as Attachment C.
b. City Staff Focus Group (February 10, 2025)
R+A facilitated a two-hour workshop with approximately twenty City staff members, including department heads and division managers, to assess internal operational challenges, resource constraints, and opportunities for collaboration. A summary of City staff feedback is attached as Attachment D.

3. Public Engagement & Community Workshops
a. March 4, 2025 – Pop-Up Workshops
To ensure accessibility, two pop-up workshops were held at East Palo Alto Senior Center and Cardenas Grocery Store. These informal discussions allowed residents to drop in and share their thoughts on community priorities. b. March 8, 2025 – Community Workshop & Study Session (10:00 AM – 11:30 AM):

The public workshop will focus on gathering community input on key priorities. The session will begin with a presentation outlining the purpose of the strategic priorities and work plan, as well as an overview of previous engagement efforts.

Facilitated group discussions will allow community members to identify challenges, opportunities, and priorities for East Palo Alto over the next four years. Participants will be encouraged to present their feedback directly to the City Council, ensuring 7 STUDY SESSION ITEM 4.1
that community voices are heard and documented in real time.

City Council Study Session (11:30 AM – 4:00 PM)
Following the public workshop, the City Council will convene for a strategic discussion based on the public input gathered.

R+A and City staff will present:
 A summary of community feedback from March 4 pop-up workshops and prior engagement efforts with community groups.
 A review of the City’s existing strategic priorities and accomplishments from the previous work plan.
 Key findings from the environmental scan and background document review, including alignment with regional and State priorities.  A high-level overview of the City’s current financial position.

Council Discussion:
 Council members will review community input and staff analysis to identify key themes.
 The Council will engage in a facilitated discussion to begin defining a preliminary list of strategic priorities for 2025-2029.  The conversation will focus on commonalities and differences in Council priorities, ensuring a balanced approach to policymaking.

The Study Session will conclude with a preliminary framework for the Strategic Priorities and Work Plan, which will continue to be refined through additional community engagement and Council discussions.

Key Themes and Priorities Identified From Community Input, Document Review, and Environmental Scan
The document review, environmental scan, and input from community groups and stakeholders emphasize priorities across housing, economic development, infrastructure, sustainability, transportation, and city governance.

Housing:
 Affordable Housing vs. Market-Rate Housing: Perspectives vary on whether to prioritize affordable housing for low-income residents or market-rate/middle-income housing to generate tax revenue and support inclusionary zoning.  Tenant Protections: Expand the rent registry and strengthen tenant support measures.  Unhoused and Transitional Housing: Develop clear plans to support unhoused 8 STUDY SESSION ITEM 4.1
individuals and create transitional housing.

Economic and Workforce Development:
 Economic Growth: Foster diverse economic development, attract outside investment, and reduce financial barriers for businesses.
 Small and Local Business Support: Support local businesses, provide vendor spaces, and promote diverse retail and services.
 Workforce Development: Expand job opportunities and prioritize local hiring.  Downtown Development: Establish a central downtown or main street area.

Infrastructure and Public Services:
 Infrastructure Upgrades: Address critical needs in water, stormwater, and wastewater systems.
 Community Spaces: Build a new library, city hall, and accessible youth and community spaces.
 Parks and Recreation: Enhance park safety, quality, and shared-use agreements with schools.
 Code Enforcement: Enforce existing regulations, particularly on abandoned vehicles and property maintenance.
 Sustainability and Climate Preparedness: Expand urban greening, establish a resilience hub, improve emergency preparedness, and mitigate flood and sea level rise risks.
 Policing and Safety: Expand community policing and strengthen resident-police relations.

Transportation and Parking:
 Traffic Management: Reduce congestion, especially on key corridors.  Public Transit Expansion: Improve transit options to ease traffic and support car-free residents.
 Pedestrian Safety: Create safe routes to schools and make temporary roundabouts permanent.
 Parking Solutions: Expand permit programs, remove abandoned vehicles, and incentivize off-street parking.

City Government and Governance:
 Staffing and Performance: Improve employee retention, recruit top talent, and set professional expectations.
 Community Engagement and Relations: Strengthen partnerships with nonprofits, businesses, and developers.
9 STUDY SESSION ITEM 4.1
 Public Meeting Access: Expand language support and accessibility.  Transparency and Efficiency: Streamline decision-making, budgeting, and planning approvals.
 Small-Scale Improvements: Implement visible, incremental changes to build community trust and momentum.

The themes gleaned from community perspectives highlight a strong focus on equitable housing solutions, economic growth, infrastructure improvements, climate resilience, and effective governance. There is an emphasis on balancing development with community preservation, ensuring sustainability, and improving public services to enhance quality of life for residents.

Next Steps Following the March 8 Community Workshop and Study Session Building on the community engagement done so far, City staff and R+A will use the findings from the March 4 pop-ups and the March 8 Community Workshop and Study Session to:
 Refine the vision and strategic priorities.
 Work with staff to develop a detailed list of projects (work plan) for implementing the fouryear strategic priorities in the first two years.

The first draft of the Strategic Plan will be presented at the April 22, 2025, City Council Study Session, incorporating:
 Council and community feedback.
 Proposed projects aligned with strategic priorities.

April to June 2025 will include additional community engagement opportunities, including:
 Focus groups with community organizations and business leaders.  An in-person community workshop to review the draft plan.  An online survey to gather broader public feedback.

Findings from all engagement efforts will shape the final Strategic Priorities and Work Plan, scheduled for City Council adoption on June 6, 2025.

Fiscal Impact
There is no fiscal impact for this item.

Public Notice
The public was provided notice by making the agenda and report available on the City’s website and on a bulletin board located at City Hall: 2415 University Avenue, East Palo Alto. 10 STUDY SESSION ITEM 4.1
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
Attachments

1. Attachment A: Agenda for East Palo Alto City Council Strategic Priorities 2025-29 Retreat and Community Workshop

2. Attachment B: Summary Report of Environmental Scan and Background Review

3. Attachment C: Key Leader Meetings Summary Report

4. Attachment D: City Department Focus Group Summary Report 11 Attachment A
Agenda: East Palo Alto City Council Strategic Priorities 2025-29 Retreat and Community Workshop
March 8, 2025, 10 am to 4 pm
Outcomes
 Review the results of the preliminary community engagement activities.  Receive input from the public on strengths, issues, priorities and projects (from the Community Workshop portion of the agenda).
 Receive feedback on the structure of the strategic priorities workplan.  Analyze and discuss top strategic priorities for the Council over the next 2-4 years.

Agenda
9:30 AM Doors open; Registration
10:00 AM City Council Meeting Begins
10:00 AM Introduction and Welcome
- Welcome by City Manager
- Review agenda for the day
10:15 AM PART I: Community Workshop Begins
10:15 AM Presentation
- Overview of strategic workplan process
- Summary of Engagement Findings and Environmental Scan 10:30 AM Interactive Exercise
- Small group discussion on strengths, issues and priorities 11:15 AM Report back from Small Group Discussion
11:30 AM Closing and Next Steps
11:30 AM Community Workshop Ends
11:30 AM PART II: City Council Reconvenes for Retreat
11:30 AM Presentation and Overview
- Financial overview and accomplishments from FY 2023-2025 strategic priorities workplan
- Review strategic workplan objectives and outcomes
- Review key themes from engagement and environmental
scan
- Reflections on the community workshop
12:00 PM Lunch Break
12:30 PM City Council Discussion – Part I
- Strategic workplan: content and outcomes
- Discussion on priorities and projects
2:00 PM Break (10 minutes)
2:10 PM City Council Discussion – Part II
- Continued discussion on priorities and projects
12 3:30 PM Public Comment
3:55 PM Next steps
4:00 PM Meeting Adjourns
13 Summary Report of Background Review and Environmental Scan | 1 Attachment B
East Palo Alto City Council Strategic
Priorities FY 2025-29: Summary
Report of Background Review and
Environmental Scan
Introduction
This background review highlights the community values and priorities that contributed to the creation of the documents reviewed. The review of each document involved identifying the purpose, the level of community engagement, and the key takeaways and/or community priorities of the document.

The following documents were reviewed for this report:
 City of East Palo Alto Mission Statement
 East Palo Alto Staff Report on the Strategic Priorities Plan Update FY 2024-25  East Palo Alto City Council FY 2023-24 Budget
 East Palo Alto City Council FY 2024-25 Budget
 Ten Year Capital Improvement Program - FY 2024-2025 Capital Budget  Two Year Capital Improvement Program - FY 2022-2023 and 2023-2024  Vista 2035 General Plan
 2030 Climate Action Plan
 East Palo Alto Environmental Justice Element Update – Community Workshops Summary
 East Palo Alto 2023-2031 Housing Element Update
 Ravenswood Business District Specific Plan Update
 2024-2028 Affordable Housing Strategy
 Urban Forest Master Plan
 Parks, Recreation, and Open Space Master Plan
 Capital Improvement Plan & Capital Improvement Program  ADA Transition Plan
This environmental scan contains demographic information about East Palo Alto and how it has changed since the City’s incorporation.
14 Summary Report of Background Review and Environmental Scan | 2 High-Level Community Priorities
High-level community themes and priorities that came up throughout the document review include the following:
 Affordable housing creation, homeownership preservation, and tenant protections (incentivizing affordable housing development, addressing health code violations in rentals, etc.)
 Workforce development (creating and maintaining jobs for EPA residents)  Maintenance and enhancement of parks and public facilities (parks, community centers, urban greening, etc.)
 Improving public utilities and infrastructure
 Improving transportation and mobility (managing traffic, improving active transportation options)
 Climate action and resilience (mitigating environmental pollution, traffic, and sea level rise/flooding impacts)
More information on each of these priorities is detailed below.

Affordable Housing
A key community priority identified in City documents is the creation and preservation of affordable housing in order to combat displacement. This priority is reflected in the plans and documents in a variety of ways, as some plans already have strategies, policies, and programs to address this issue. Generally, there is the desire for development of new affordable housing and increased support for renters and homeowners.

The City’s Housing Element, Environmental Justice Element, and Affordable Housing Strategy indicate that renters in EPA face many challenges, most notably: housing affordability; lack of housing choice; unsafe living conditions; and intimidation from landlords and property owners.

These documents express a need for more affordable rentals and for-sale housing for all households, but especially for very low- and low-income households. Reports indicate a need for more enforcement of the City’s building, health, and safety codes to ensure the existing affordable housing options are safe for renters, as many tenants who live in unsafe housing conditions cannot afford to move out and may not know their rights as renters; more resources and programs to support renters are needed, such as financial assistance programs, tenant rights trainings, and general communication about the resources that do exist.

These documents indicate additional support is needed for small property owners to renovate and maintain these affordable housing options. There is also the desire to preserve and incentivize homeownership in East Palo Alto, especially for families who have lived in the City for a long time. Creating more support systems for homeowners can combat the displacement risks community members have felt in the City.

Workforce and economic development
Workforce and economic development have been key priorities addressed in a number of City documents. There is a desire for more retail and commercial spaces within East Palo Alto and funding/resources for entrepreneurs and other small, local businesses. There is also a desire to expand the number and diversity of jobs in the city, as is evidenced by the recent update to the Ravenswood Business District/Four Corners Specific Plan. This and other documents also identify the need for new development to pay their fair share of the costs of infrastructure and to 15 Summary Report of Background Review and Environmental Scan | 3 provide significant community benefits to support affordable housing, job training, new public facilities and improvements to citywide infrastructure.

The vision for workforce and economic development is to create thriving businesses that positively contribute to the City and community. A part of that is developing effective job training programs for residents to be able to take advantage of the job and career opportunities within the City and region.

Parks, open spaces, trees, and public facilities
The maintenance and enhancement of the city’s parks, open spaces, trees, and public facilities are priorities for the community. The vision is to have high-quality parks and recreational facilities that are accessible to everyone and promote public health and sustainability. The Parks and Recreation Master Plan identifies the need to improve park maintenance operations and to add more amenities and programs that reflect the needs of the community. This could include adding to or creating more community centers or sports fields that can host new programs.

Various types of public facilities (schools, childcare centers, libraries, police station, and City offices) need improvements to better serve the community. The Climate Action Plan and Environmental Justice Element indicate there is also a need to improve health care facilities and make more cooling and resilience centers around the city that are open to all residents during times of emergencies or extreme weather events.

These documents relay that connections and physical access to parks, open space, and the waterfront can also be improved, and would contribute to the City’s mobility goals. There is direction in existing City documents to support improving the urban forest and expanding the tree canopy in the city for all of the benefits that it can bring (i.e., beautifying the city, providing shade and urban heat mitigation). However, there are concerns about the management and maintenance required for new facilities.

Public utilities and infrastructure
Improving the City’s water infrastructure and other public services has been a key priority of the community and City. The management and financing of the local water district could be improved to create a reliable and safe water system in East Palo Alto, as some community members have expressed concerns over the quality and availability of water. To advance sustainability goals, there should be more community outreach and awareness around sustainable water use and water conservation.

The Climate Action Plan and Environmental Justice Element reflect concerns about potential flooding from both the Bay and from groundwater rise, and the lack of information and awareness about these issues and how the City is working to address them. There is also a need to develop emergency and disaster preparedness strategies between the City and the community to ensure everyone has access to information and resources in the case of an emergency.

Improving transportation and mobility
There is indication in various documents that transportation and mobility improvements in the city are needed that relate to both infrastructure enhancement and programmatic changes to shift residents’ behavior. The priorities for infrastructure improvements include citywide traffic calming, safety enhancements that make it easier to walk and bike to schools and community 16 Summary Report of Background Review and Environmental Scan | 4 amenities, improving the bus system to be reliable, and creating more connections to the regional transit system. Some ideas for active transportation programs include implementing a free youth bus pass program and bike repair programs.

Climate action and resilience
There are multiple community concerns and topics relating to climate action, sustainability, and climate resilience, and many have intersections with other community priorities. The most prominent topic is air and environmental pollution from traffic and industrial sources within the city. Improving the transportation and mobility system, and encouraging mode switching and behavioral change, can minimize the number of cars on the road and the pollutants in the air.

Various City documents show that natural disasters and events related to climate change (i.e., extreme heat, wildfires, severe storms and flooding) are a concern because they create safety hazards and problems. Many residents may not be prepared for these types of events or have the resources to recover from the impacts, making community resiliency a key issue. The Climate Action Plan demonstrates how some concerns could be mitigated through infrastructure improvements and community awareness. Climate action and sustainable practices can positively contribute towards meeting other City goals around transportation, parks enhancements, and creating healthy homes.
17 Summary Report of Background Review and Environmental Scan | 5 Background Document Review
This section contains more information about each document reviewed and a summary of the key themes or community priorities of that document. The summary is not comprehensive of all of the goal, policies, or strategies within each document.

City of East Palo Alto Mission Statement
The City of East Palo Alto provides responsive, respectful, and efficient public services to enhance the quality of life and safety for its multi-cultural community.

East Palo Alto Staff Report on the Strategic Priorities Plan Update FY 2024-25
Purpose: To inform the City Council of the progress made on the projects within the FY 2024- 2025 Work Plan. This staff report was provided to City Council on February 4, 2025.

Level of community engagement: n/a
Progress:
 94 total projects (each project is either a goal or sub-goal)  21 have been completed
 57 are in progress, 8 are operational, 8 are on-hold
East Palo Alto City Council FY 2023-24 Budget and Priorities Purpose: To establish a spending plan for the City to address the community’s needs and priorities.

Level of community engagement: Low
City Council Strategic Priorities:
 Priority A. Promote Housing, Economic & Workforce Development o Goal A.1. Implement Measure HH Employment & First Source Hiring Programs o Goal A.2. Continue to Implement the City’s Affordable Housing Strategy o Goal A.3. Create an Economic Development Strategy w/ Focus on Small/Micro Businesses
 Priority B. Implement the Comprehensive Transportation and Mobility Plan o Goal B.1. Implement the Comprehensive Transportation and Mobility Plan o Goal B.2. Begin Construction of the University Overpass Project o Goal B.3. Analyze Funding Strategies for Public Infrastructure Including Streets, Parks, & Utilities
 Priority C. Promote Health & Public Safety
o Goal C.1. Enhance Flood Protection for Residents, Businesses, and Property Owners
o Goal C.2. Resolve Sanitation District Incorporation Matter 18 Summary Report of Background Review and Environmental Scan | 6 o Goal C.3. Develop a Community Emergency Preparedness and Education Initiative (e.g., CERT)
 Priority D. Ensure Our Financial & Organizational Health o Goal D.1. Address Structural Deficit Through Fiscal Resiliency Measures o Goal D.2. Develop 10-Year Financial Projections
o Goal D.3. Plan and Implement an Enterprise Resource Planning (ERP) System o Goal D.4. Focus on Staff Morale, Retention, Recruitment & Succession Planning o Goal D.5. Develop an Information System Master Plan
 Priority E. Improve the City’s Water Infrastructure
o Goal E.1. Focus on Customer Service and Education
o Goal E.2. Advance Key Water Infrastructure Projects
 Priority F. Develop and Implement a Comprehensive Facilities Master Plan o Goal F.1. Coordinate with County Library District Regarding the Potential New Library in East Palo Alto
o Goal F.2. Investigate Potential Options for Developing County Vacant Property Located on Beech Street
o Goal F.3. Develop a Detailed Strategy for the Location of the Future Police Department
o Goal F.4. Complete the City Hall Improvements Planning Process  Priority G. Enhance Community Services and Parks for Residents o Goal G.1. Foster Community Cultural Events & Activities o Goal G.2. Completion and Implementation of the Parks Master Plan o Goal G.3. Focus on Youth Engagement
o Goal G.4. Engage with Community & Partner Agencies to Improve Educational Resources/Outcomes
The FY 2023-2024 General Fund Budget outlines projected revenues and expenditures, ensuring financial sustainability while funding key city services.

Revenue Overview
 Total projected revenue: $34.7 million
 Major revenue sources:
o Property tax: $17.0 million
o Sales tax: $6.3 million
o Utility users tax: $1.7 million
o Transient occupancy tax: $2.2 million
o Other taxes, licenses, fees, and grants: $7.5 million Expenditure Overview
 Total expenditures: $33.4 million
 Key departmental allocations:
o City Council: $171K
19 Summary Report of Background Review and Environmental Scan | 7 o City Attorney: $978K
o City Clerk: $361K
o City Manager’s Office: $2.3 million
o Administrative Services: $1.9 million
o Finance: $1.3 million
o Community Development: $5.3 million (includes planning and economic development functions)
o Public Works: $4.7 million
 Non-departmental expenditures:
o Insurance and settlements: $854K
o Overhead allocation: $934K
Fund Balance & Net Sources
 Net sources after expenditures: $1.3 million
 Projected fund balance:
o July 1, 2023: $19.1 million
o June 30, 2024: $21.1 million
20 Summary Report of Background Review and Environmental Scan | 8 East Palo Alto City Council FY 2024-25 Budget and Priorities Purpose: To establish a spending plan for the City to address the community’s needs and priorities.

Level of community engagement: Low
City Council Strategic Priorities:
 Added new goals to priorities A-E from the previous year (FY 2023-24)  Priority A
o Goal A.4. Convert the City’s Cummings Loft property into office space that could be used as a small business incubator
o Goal A.5. Implement Program to Distribute Community Resource Funds Grant o Goal A.6. Revisit the West Side Area Plan Development Approval Process o Goal A.7. Evaluate the Measure HH Pilot Workforce Development Program o Goal A.8. Complete the Ravenswood Business District/Four Corners Specific Plan Update
o Goal A.10. Streamline the ADU permitting process
o Goal A.11. Work with partners to complete construction of 965 Weeks/ Colibri Commons
o Goal A.12. Update the Zoning Code to address permanent supportive housing, housekeeping units, residential care facilities, etc. as well objective design standards
o Goal A.13. Develop a pop-up and unlicensed businesses policy and program  Priority B
o Goal B.4. Replace the temporary traffic circles on Pulgas Avenue with mini roundabouts
o Goal B.5. Construct Bus Stop Shelter Improvements using AHSC grant funds o Goal B.6. Finalize the Addison Avenue Safe Routes to School and Green Infrastructure project
o Goal B.7. Construct the University Avenue at Runnymede Traffic Signal Improvements
o Goal B.8. Design the East Bayshore sidewalk Improvements with grant funds Secure funding to design the University Avenue Grand Corridor o Goal B.9. Complete the Street Lighting Upgrade Project (70 streetlights and Clarke Avenue overcrossing)
o Goal B.10. Construct University Avenue safety improvements o Goal B.11. Design and construct road improvements on Woodland Avenue from University Avenue to Newell Road
o Goal B.12. Develop strategies to improve parking and traffic enforcement and identify next steps
 Priority C
o Goal C.4. Develop the Police Department’s data analytics capacity o Goal C.5. Rehabilitate the O’Connor Pump station
o Goal C.6. Construct improvements to the San Francisquito Creek bank o Goal C.7. Upgrade the Stormwater System to meet State trash capture requirements
o Goal C.8. Complete the update of the Environmental Justice (Health & Equity) Element of the General Plan
21 Summary Report of Background Review and Environmental Scan | 9 o Goal C.9. Complete the update of the Safety Element of the General Plan o Goal C.10. Evaluate emergency shelter sites
o Goal C.11. Develop and implement a strategy to address illegal dumping  Priority D
o Goal D.6. Conduct a process to develop a five-to-ten-year strategic plan  Priority E
o Goal E.3. Develop a Water Infrastructure Financing Plan o Goal E.4. Develop a Water Asset Management database
22 Summary Report of Background Review and Environmental Scan | 10 Ten Year Capital Improvement Program – FY 2024-2025 Capital Budget
Purpose: The primary purpose of a Capital Improvement Program is to catalog and schedule capital improvements over a multi-year period. A Capital Improvement Program lists the specific improvement projects envisioned in the General Plan and matches those projects with sources of funding (although a funding source is not always available for every project). The Capital Improvement Program is one of the three (3) documents critical to any municipal agency for the planning and delivery of capital improvements:

Level of community engagement: n/a
Capital Priorities: The City of East Palo Alto maintains its obligation to protect its residents and their properties. Currently, the City’s greatest capital improvement needs are related to public safety, specifically water infrastructure, mobility, and flood protection. To accomplish the City’s obligation to its residents, this ten-year Capital Improvement Program will focus on these priorities.
 The water system that exists was built on an old water demand management plan. With the growing Citywide development, this demand has continued to rapidly grow and evolve, placing increased pressure on our aging water infrastructure. Currently, the City is working on a hydraulic model to help the Public Works Department better determine the true state of our current water infrastructure. By doing this, the Department is able to more quickly and accurately identify issues with water flow and water pressure, thus enabling the City to respond and prioritize its water projects more efficiently.  Another urgent priority is to address Citywide mobility. The City is currently working on a Mobility Study (ST-12) to identify the existing pain-points for general mobility for residents of East Palo Alto. The outcome of this study will enable the City to better prioritize its most urgent mobility-related capital projects, including (but certainly not limited to) pedestrian and bicycle improvements, sidewalk and crosswalk improvements, traffic calming and/or diversion projects, etc. Furthermore, the City envisions developing University Avenue into a “grand corridor” of sorts for the City, which may include projects that provide traffic mitigation, pedestrian and bicycle roadway enhancements, and other safety improvements to this major arterial public right of-way.  Third, but certainly not the least urgent, the City continues its improvements to the City’s flood protection and planning. Among the largest and most important projects listed in the Capital Improvement Program this year is the Safer Bay Flood Control Improvement project. This project consists of a series of levee constructions which will bring the City’s flood protection well above the height of daily tide and will protect the City up to its 100- year and 500-year flood boundaries. Through this and similar capital improvement projects, the City’s major priority is to mitigate the impacts to East Palo Alto residents caused by continuing sea level rise.
23 Summary Report of Background Review and Environmental Scan | 11 Two Year Capital Improvement Program - FY 2022-2023 & 2023- 2024
Purpose: The Capital Improvement Program, along with the Annual Capital Budget, provides a mechanism through which the City may carry out capital improvements necessitated through the General Plan efficiently and effectively. Once adopted by City Council, a Capital Improvement Program may:
• Facilitate a schedule of public improvements over multiple fiscal years; • Facilitates the scheduling of public improvements which require a multi-year schedule and thus incur multi-year expenses;
• Allows individual projects to be compared with the goals and policies laid out within the General Plan;
• Facilitates management of capital projects;
• Provides a forum for additional citizen input regarding capital projects and financing; • Provides the City eligibility for State, Federal, and other grants which may support the completion of listed capital projects; and,
• Assists with any future updates to the General Plan by identifying where additional infrastructure may be needed.

Level of community engagement: n/a
FY 2022-2023 Projects
24 Summary Report of Background Review and Environmental Scan | 12 FY 2023-2024 Projects
Future/Unfunded Projects
25 Summary Report of Background Review and Environmental Scan | 13 FY 2023-2024 & 2024-2025 Current and Active Projects
Level of community engagement: n/a
Contents: It has projects already included in the 2023-2024 and 2022-2023 fiscal years, except the following were new.

CIP ID PROJECT
PK-20
FY24-25
Rutgers Trail Gate
The Rutgers Trail Gate was approved to be installed by
Midpeninsula Open Space Preserve (Midpen) in February
2024. The gate will be partially funded by Midpen in the amount of $50,000.

WS-09
FY24-25
Water Tank Siting Study
This project would fund a study to identify the best location(s) for a water tank to better serve East Palo Alto residents in the event of a water shortage.
26 Summary Report of Background Review and Environmental Scan | 14 East Palo Alto Vista 2035 General Plan
Purpose: The General Plan represents the East Palo Alto community’s statement of its core values and vision for its future.

Level of community engagement: High
Key Strategies:

1. Implement the Ravenswood/4 Corners Transit-Oriented Development (TOD) Specific Plan

2. Create a main Street on Bay Road.

3. Revitalize University Avenue

4. Enhance the Westside

5. Redevelop the Gateway 101 shopping center

6. Construct office uses at University Avenue and Highway 101

7. Preserve and enhance residential neighborhoods

8. Expand neighborhood retail areas

9. Add middle density and multi-family housing

10. Build new parks and open spaces

11. Implement citywide traffic calming

12. Expand the educational hub

13. Build connections across Highway 101

14. Enhance gateways to the City

15. Build new civic and public uses

16. Secure stable water resources for new development

17. Comprehensively address flooding

18. Preservation of housing affordability
Vision:

We, the residents, institutions, and businesses of East Palo Alto, have developed a new vision for the City that will create a better tomorrow for future generations. We build on the City’s founding principles of self-determination, affordable housing, fiscal stability, community participation, equity and justice to become a City that is welcoming of all people regardless of race, ethnicity, language, age, or educational level. We strive to be the most diverse, peaceful, healthy and balanced community in the San Francisco Bay Area.

Over time, the physical form of the City will evolve as new jobs and housing are added to complement the City’s strong neighborhoods and diverse housing stock, aiming for a more sustainable jobs-housing balance. To that end, the Ravenswood area will be transformed from empty lots into a thriving business, research & development, and commercial center. We will have a new “main street” on Bay Road that serves as the City’s downtown with a City Hall and a variety of locally-owned neighborhood retail stores, restaurants and services. University Avenue will be transformed from a cut-through corridor into a beautiful mixed-use boulevard with highdensity housing, neighborhood-serving businesses and offices that capitalize on the City’s proximity to Silicon Valley. New housing will be added throughout the City along with neighborhood shopping areas, and existing housing will be renovated and improved. The Gateway 101 Shopping Center will evolve into a dense retail and office district. The Westside of the City will become a beautiful residential area with high-quality affordable housing, parks, community facilities and enhanced connections to the rest of the City.

As the City’s tax base is strengthened and diversified, public services will also be enhanced. We will support small, locally-owned businesses. We will strengthen educational and recreational 27 Summary Report of Background Review and Environmental Scan | 15 opportunities for our youth – the next generation of City leaders. And we will partner with the many organizations operating within our borders to support a high quality of life for all residents.

We will create a healthy and beautiful City by building new parks and recreational facilities, adding new trees and landscaping, and improving access to our unique and cherished natural resource, the San Francisco Bay and the Don Edwards S.F. Bay National Wildlife Refuge.

As the future of the City unfolds, the residents, institutions, and businesses of East Palo Alto will work collaboratively to continue our progress towards a financially stable and strong city, growing sustainably and inclusively.
28 Summary Report of Background Review and Environmental Scan | 16 East Palo Alto 2030 Climate Action Plan
Purpose: This 2030 CAP, designed to be a blueprint of our community’s response to challenges posed by climate change and is a living document reflecting the ongoing efforts and challenges our community faces as the impacts from climate change grow more frequent, severe, and urgent. Adopted in September 2023.

Level of community engagement: Medium
Key Takeaways:
 San Mateo County has the goal of carbon neutrality by 2040  EPA committing to a 55% reduction in per capita emissions below 2005 level by 2030, and carbon neutrality by 2045
 Strategies
o Energy and Water
 Goal EW.1 Reduce energy emissions, through continued participation in Peninsula Clean Energy, energy efficiency programs, and pilot projects  Goal EW.2 Electrify Building Stock, through new and updated policies for green building and investments in infrastructure that supports deployment of renewable electricity to replace natural gas
 Goal EW.3 Reduce Water Consumption, through rebates and incentives and enforcement of water conservation ordinances
o Transportation
 Goal T.1 Reduce Vehicle Miles Traveled in the Community, by offering public transit alternatives
 Goal T.2 Decarbonize Transportation, by promoting deployment of electric vehicles and supporting infrastructure
 Goal T.3 Increase Walkability and Bikeability, by making streets safer and better able to accommodate active transportation modes
 Goal T.4. Increase housing in transit corridors, by pursuing smart growth development
o Solid Waste
 Goal W.1 Increase Diversion of Materials from Landfills, by establishing and enforcing policies that promote organic composting and waste diversion
o And 17 climate adaptation strategies
 Implementation
o Expand environmental programs
 Some strategies and actions will be taken on by existing staff in Public Works, Transportation, and Community and Economic Development departments
 CAP recommended the City hire a Sustainability Coordinator – complete! o Establish a Climate Action Task Force
Progress (from CAP Implementation Staff Report, June 2024)  The City has made progress on:
o Expanding engagement and communication
o Sustainable homes and buildings
29 Summary Report of Background Review and Environmental Scan | 17 o Transportation
o Reduce waste
o Community resilience
 Topics not yet addressed:
o Existing building electrification
o Promoting residential water efficiency;
o Creating a plan for public EV charging;
o Reducing the impact of small off-road engines (e.g., leaf blowers, lawn equipment);
o Recruiting e-bike/e-car share services to the city;
o Promoting microgrid pilot projects – energy systems that maintain power even when the grid is down;
o Reforming parking policies to encourage alternative transit; and o All measures listed as planning in Attachment E.
30 Summary Report of Background Review and Environmental Scan | 18 East Palo Alto Environmental Justice Element Update –
Community Workshops
Purpose: This report summarizes the outcomes of a public workshop on the Environmental Justice Element Update for the City of East Palo Alto’s General Plan. It was organized by PlaceWorks in collaboration with Climate Resilient Communities (CRC) and Nuestra Casa for the East Palo Alto community on May 23, 2024.

Level of community engagement: High
Key Takeaways:
 Environmental justice-related issues (sorted by SB 1000 EJ topic) o Enhanced community engagement
 Several residents feel like they prioritize attending community workshops such as these but have continued to see relative inaction from the City and other government agencies requesting feedback
o Affordable housing and preventing displacement
 Housing affordability is the primary concern, with many residents facing displacement due to rising costs of both homeownership and rentals in their community
 Protecting renters from displacement and preserving existing affordable housing are key priorities.
 Many existing homes have issues with mold, pest infestations, and poor insulation that need to be addressed immediately for the health and safety of all those who reside within that building.
o Food access
 There’s a significant lack of affordable and high-quality food options in East Palo Alto.
 Strong support for farmers markets, new grocery stores, and community gardens.
 Need for more information about food assistance programs, especially for young families and undocumented residents
o Environmental concerns and public safety
 Water quality is an ongoing issue, with many residents reporting they can’t drink the tap water in their home.
 Air pollution from traffic and industrial sources is a significant concern.  Extreme heat, wildfire smoke, and flooding are top safety concerns.  Groundwater rise is an emerging issue that residents want more information about
o Public facilities and infrastructure
 Top priorities include improving parks, community centers, health care facilities, and creating safe routes for walking, biking, and public transportation.
 Strong desire for more green spaces, sports fields, and recreational facilities for youth.
 There is a need for more cooling centers and better flood control measures
31 Summary Report of Background Review and Environmental Scan | 19 o Physical activity and health
 Barriers to physical activity include lack of sidewalks, bike lanes, and recreational facilities.
 Residents want more parks, green spaces, and improved public transportation infrastructure.
 Residents desire for more affordable and accessible recreational programs and facilities
 Solutions (this is a high-level summary of the solutions heard at the workshop; more detailed comments are available within the original document) o Safety – initiate neighborhood specific disaster preparedness planning o Improve air quality – launching community air monitoring program, implementing “no truck route” program, offering financial assistance and education to residents to remediate indoor air quality issues, etc. o Promoting civic engagement – providing all City notices in Spanish, Samoan, and Tongan, compensating residents for their expertise and participation, partnering with CBOs, establish a Community Engagement Commission with paid resident representatives
o Reducing pollution – Implement a comprehensive and sustainably funded rain barrel and rain garden rebate program, conduct regular tap water testing, strengthen anti-idling policies near schools and residential areas, etc. o Public facilities and transportation - Launch a bike library program offering free bike repairs, maintenance lessons, and affordable access to bicycles in collaboration with CBOs, reexamine policies governing community centers to enable affordable and accessible programming for fitness and recreation, invest in infrastructure upgrades to facilitate active transportation (walking, biking) and improve public transit accessibility, implement a free youth bus pass program and increase bus frequency on key routes, etc.
o Food access - Adopt zoning policies to restrict new fast-food establishments and incentivize full service grocery stores or markets, create a city grant program for neighborhood grocery and convenience stores to encourage the sale of healthy food, implement food recovery programs in schools and food facilities, launch a Healthy Corner Stores program with the Renaissance Entrepreneurship Center to increase fresh produce availability at local markets, etc. o Safe, sanitary, and stable housing - Establish a proactive rental inspection program for vacant units between tenant occupancies to enforce health and safety codes, with fees funding low-income rental assistance, Create an antidisplacement strategy in collaboration with residents and CBOs that includes a study of multiple tenant protection measures, Partner with housing service providers and housing repair organizations to provide free home repairs, energy efficiency upgrades, and healthy homes interventions for renters and low-income homeowners, etc.

East Palo Alto 2023-2031 Housing Element
Purpose: The California State Legislature has identified the attainment of a decent home and suitable living environment for every resident as the State’s major housing goal. Recognizing the important role of local planning programs in the pursuit of this goal, the Legislature has mandated that all cities and counties prepare a Housing Element as part of the comprehensive 32 Summary Report of Background Review and Environmental Scan | 20 General Plan. Section 65583 of the Government Code sets forth the specific components to be contained in a Housing Element. State law further requires Housing Elements be updated at least every eight years to reflect the changing housing needs of a community. As East Palo Alto’s Housing Element was last updated in 2015, this Update is for the planning period of 2023- 2031.

Level of community engagement: High
Below is a summary of key takeaways that emerged throughout the outreach process:
 Housing protection, preservation, and production are top priorities: The community is very concerned about addressing the rapid displacement in East Palo Alto. They want tenant rent relief and protections, housing preservation and housing production. They also felt that developers should be eligible for incentives and opportunities that make them more competitive.
 Need for affordable rents – The community is very concerned about promoting more affordable housing, particularly in light of rapid increases in prices in East Palo Alto. They want the Rent Stabilization and renter protection ordinances protected.  More housing overall is needed: Generally, people believe we need more housing, particularly affordable housing. However, there are diverging views on how to accomplish this, where housing should go, and what it should look like.  Overcrowding is an issue: Because prices are so high, many residents are forced to share apartments. This causes overcrowding and associated problems.  Need for improved living conditions: Many residents had concerns about the condition of their apartments. They feel they are not being maintained at an acceptable level.
 The price of housing is a major concern: Many voiced concerns about the high cost to rent or buy a home today, either for themselves, friends, or family. It is an issue that touches a lot of lives.
 Housing is personal: People often have differing views on housing because it is a very personal issue tied to feelings of safety, belonging and identity. Often the comments reflected people’s current housing situation. Those with safe, stable housing that they can afford were more concerned with street and infrastructure conditions, and the value of homes. Those without were more interested in bolder policies that support tenants and more housing generally. Many people shared meaningful stories of being priced out of their communities or of their children not being able to live in the community where they grew up. Click here for a sample story.
 Single-family neighborhoods are polarizing: While some people voiced their interest in upzoning single-family neighborhoods or eliminating them altogether, other homeowners want to protect them and in turn, the investment they have made.  Better information resources: People wanted to know how to find affordable housing in their communities and navigate the process of applying for it.  Diversity in participation was a challenge: Despite partnering with organizations to engage with the hardest to reach communities and providing multilingual outreach, achieving diversity in participation was challenging. In the wake of Covid-19, organizations already operating on limited resources were focused on supporting immediate needs, while the added stresses of life coupled with the digital divide added additional barriers for many.
 Governmental constraints create challenges. Water and sewer infrastructure constraints have historically been a barrier to development. In addition, City policies and 33 Summary Report of Background Review and Environmental Scan | 21 programs that affirmatively further fair housing help address displacement and gentrification but create additional costs to developers.  The process is too complicated: There was significant concern that the development process was too slow and there was too much uncertainty.  Issues are connected: Transportation, climate change, access to living wage jobs and education opportunities are all tied to housing and quality of life. These issues are not siloed in people’s lives and there is a desire to address them in interconnected ways.  Equity is on people’s minds: People want to talk about housing inequities and, even more so, discuss how to solve them. There was interest in ways to create new opportunities for housing and asset building for all that also address past exclusions.  Regional input matters but there’s more to figure out: It was valuable to build a broader sense of community and share resources at the countywide level. However, it was challenging to engage non-resident community members on jurisdiction-specific input.

Key themes from specific stakeholder groups included:
 Fair Housing: Concern for the end of the eviction moratorium, the importance of transitoriented affordable housing and anti-displacement policies, and the need for education around accessibility regulations and tenant protections. 8 stakeholder groups provided this feedback.
 Housing Advocates: Concern for rent increases and the need for ongoing outreach to underserved and diverse communities, workforce housing, deeply affordable and dense infill, and tenant protections for the most vulnerable. 6 stakeholder groups provided this feedback.
 Builders and Developers: Local funding, tax credit availability, and concern that appropriate sites limit affordable housing while sites, construction costs, and City processes limit market-rate housing. 12 stakeholder groups provided this feedback.  Service Providers: More affordable housing and vouchers or subsidies for market-rate housing are needed, along with on-site services and housing near transit, and jurisdictions should work with providers and people experiencing issues before creating programs. 10 stakeholder groups provided this feedback.

Impact of community feedback:
 Comments from community workshops and correspondence received during the update process have helped to identify housing needs and issues of concern in the community and possible strategies for the City to pursue in addressing housing needs. Feedback and insights from people who face the greatest barriers to participation, including tenants, non-English speakers, and lower-income residents helped to highlight new policy opportunities and ways to strengthen and improve existing policies. There was an overarching need and appetite for more housing affordability and availability. In addition, themes such as investing in infrastructure and anti-displacement measures and addressing climate change helped inform policies in the Housing Element Update. 34 Summary Report of Background Review and Environmental Scan | 22 Ravenswood Business District Specific Plan Update
Purpose: The Specific Plan outlines how the area can be transformed into thriving mixed-use districts that provide places to live, employment opportunities for both residents and nonresidents, parks and open spaces, transportation enhancements, and effective utility infrastructure and sea level rise protection.

Level of community engagement: High
Priorities (or Community Benefit Objectives):
 Preservation of the local community and cultures,
 Local ownership of housing and businesses,
 Reinforcing the founding vision of the City, with a focus on economic empowerment & self-determination,
 Fair value in community benefits, and
 Public parks, open space, view corridors, and shoreline access.

Community Benefit Priorities:

1. Public utilities construction and dedication

2. Construction of affordable housing
a. Rental units for 35-60% AMI (Area Median Income), 60-100% AMI as a secondary priority
b. Home ownership programs or for-sale units
c. Funding for housing preservation and rental assistance programs d. Construction of affordable housing units for vulnerable populations

3. Jobs and workforce development
a. Funding and subsidized spaces for job training, vocational education, internships, and apprenticeships
b. Funding and/or below market rate subsidized space for entrepreneurs and other small local businesses

4. Community facilities and local business support
a. Ongoing funding for community projects and programs
b. Construction of subsidized space for local community use including for community organizations providing services (e.g. legal aid, core services, etc.) to City residents
c. Funding for local schools and childcare
d. Funding for library, police station, city offices

5. Parks, public space, and art
a. New construction and renovation of parks/open space, trails and greenways b. Urban forestry enhancement
c. Restored wetlands and marshland ecosystems
d. Public art & arts programming

6. Transportation
a. Neighborhood traffic calming and safety enhancements b. Multi-modal improvement projects above the impact fee c. Funding for city/regional transit improvements and programs 35 Summary Report of Background Review and Environmental Scan | 23 2024-2028 Affordable Housing Strategy
Purpose: The 2024-2028 City of East Palo Alto Affordable Housing Strategy builds on past efforts, community feedback from Housing Element meetings in 2021 and 2022, and commitments made in the 2023-2031 Housing Element.

This strategy outlines the city’s commitment to creating new deed-restricted affordable housing while also funding programs that help residents stay in their homes. These efforts include rent stabilization and support programs for renters and home repair assistance for homeowners.

In addition to setting specific goals and policies, this document details the recommended actions needed to implement the plan effectively.

Level of community engagement: Medium (builds off of engagement from the Housing Element)
Guiding Principles:
 Empathy
 Anti-displacement
 Opportunity + investment
 Equitable, integrated, and diverse communities
 Transparency
Goals:

1. Create More Affordable Housing

2. Promote and Preserve Homeownership

3. Preserve Existing Affordable and Rent Stabilized Housing

4. Prevent Displacement

5. Apply Environmental Justice Principles to Planning & Expand Fair Housing Programs and Practices

6. Promote Safe and Healthy Housing

7. Create More Opportunities for Special Needs Households

8. Improve Transparency

9. Build Capacity

10. Amend Zoning
36 Summary Report of Background Review and Environmental Scan | 24 Urban Forest Master Plan
Purpose: In order to ensure that the community of East Palo Alto can enjoy the benefits provided by trees, it is necessary for the City to invest in their planting, management, and protection. This Urban Forest Master Plan is intended to help the City effectively manage this important resource to achieve benefits for community members. Adopted in 2022.

Level of community engagement: High
Vision: East Palo Alto is a diverse community with strong roots in land stewardship, connection to nature, and a commitment to building the urban canopy. East Palo Alto’s urban forest will include a diverse mix of healthy trees that provide benefits to residents across the city by reducing air pollution, heat, noise, flooding, and stress. An expanded urban forest will close the “Green Gap” and bring East Palo Alto the mental, physical, and ecological health benefits that surrounding communities experience.

Community Themes:

1. Strong commitment to stewarding the land and growing the urban forest

2. Need for better communication and partnership between the City and the community

3. Positive attitudes toward trees and the services they provide

4. Concern over tree maintenance and management

5. Concern for future resilience, adaptation to climate change, and water availability

6. Concern about knowledge, enforcement, and process of the existing Tree Protection Ordinance

7. Desire for developers to be responsible for additional planting Goals:

1. Grow a healthy, extensive, vibrant, and diverse urban forest to provide 20% tree canopy cover by 2062 and 30% by 2122.
a. Objective 1. Grow the urban forest.
i. Develop a city-wide tree planting strategy to increase equity within East Palo Alto and with neighboring cities.
ii. Plant climate-adapted species with the intention of planting the right tree in the right place to maximize benefits for public health, wildlife, and resilience.
iii. Integrate trees into future urban design.
b. Objective 2. Define responsibilities and support improved maintenance practices and protections for public and private trees.
i. Codify responsibility and set standards for proactive public tree maintenance and protection.
ii. Revise the tree protection ordinance and implementation process to provide strong protection for private trees.
iii. Seek opportunities for additional funding.

2. Connect with an engaged and informed community to provide stewardship of the urban forest.
a. Objective 3. Connect with the community around tree stewardship. 37 Summary Report of Background Review and Environmental Scan | 25 i. Design a cohesive and inclusive public outreach program focused on building awareness of the benefits of trees and how and why trees are protected in the city.
ii. Become a Tree City USA.
38 Summary Report of Background Review and Environmental Scan | 26 Parks, Recreation, and Open Space Master Plan
Purpose: The City of East Palo Alto has developed its first Parks, Recreation, and Open Space Master Plan to guide park improvements and long-term growth toward an equitable and resilient future. Through extensive community engagement, the plan assesses the strengths and needs of existing parks, identifies priorities for park and recreation improvements, and outlines best practices for capital investments, programming, funding, and maintenance. The overall goal of the plan is to ensure that EPA residents can safely access parks and open space and that the plan is reflective of the community’s vision for the future.

Level of community engagement: High
Community Priorities:

1. Connect people to parks – Ensure all residents have safe access to parks, open spaces, and recreational programs.

2. Create diverse and inclusive parks – Celebrate the unique history of East Palo Alto while providing reliable, free, and accessible park spaces for all.

3. Promote public health and sustainability – Enhance community health through parks and open spaces, reduce environmental impact, and encourage sustainable practices.

4. Celebrate the Bay – Improve access to the Bay by enhancing natural preserves and expanding equitable shoreline access.

5. Activate East Palo Alto parks – Develop programs and amenities that reflect community needs while improving safety and enhancing park vibrancy.

6. Improve park operations – Expand and diversify staffing resources to enhance park maintenance and operations.

7. Grow programming and partnerships – Strengthen partnerships with local nonprofits and organizations to expand recreational programs and opportunities. 39 Summary Report of Background Review and Environmental Scan | 27 ADA Transition Plan
Purpose: The purpose of the City of East Palo Alto Americans with Disabilities Act (ADA) Title II and Section 504 self-evaluation and Transition Plan is to document the results of the City of East Palo Alto’s review of access to programs, services, activities, events, buildings, parks, parking lots, and the public right-of-way by individuals with disabilities to determine if any discriminatory or potentially discriminatory practices, policies or procedures exist. This report describes the overall process and findings of the self-evaluation of programs, policies, and procedures of the City of East Palo Alto, includes recommendations to remove programmatic barriers, and presents a transition plan for the modification of facilities and the public rights-ofway to improve accessibility which will guide the planning and implementation of necessary program and facility modifications.

Level of community engagement: Low
 A public survey was made available online and as a paper copy at City Hall, with invitations extended to organizations serving the disability community. However, no responses were received.
 A staff survey was also conducted but did not receive any responses.

Key Takeaways:
 The plan includes recommendations to improve city policies, procedures, and communication strategies for greater accessibility.
 Recommendations were developed by the accessibility consultant and city staff, with no direct input from community members.
40 Summary Report of Background Review and Environmental Scan | 28 Environmental Scan
Total Population
The population of East Palo Alto has grown since the City’s incorporation in 1983. The citywide population in 1980 was approximately 18,191; the city has grown by approximately 80% when compared to the city’s population of 29,143 in 2023.

Age
Since 1980, there has been a decrease in the number of children and teenagers who live in East Palo Alto and an increase in adults and seniors. Data on the age distribution of East Palo Alto residents in 1980 was not available.
0 5,000
10,000
15,000
20,000
25,000
30,000
35,000
1980 1990 2000 2010 2020 2023
Population Growth 1980-2023
11%
10%
9%
6%
6%
22%
25%
23%
19%
17%
61%
60%
62%
66%
68%
6%
5%
6%
9%
10%
0% 20% 40% 60% 80% 100%
1990
2000
2010
2020
2023
East Palo Alto - Age Distribution
Under 5 5 to 17 18 to 64 65+
41 Summary Report of Background Review and Environmental Scan | 29 Race and Ethnicity
The community’s demographics have shifted significantly since the 1980s. In the 1980s and 1990s, the majority of residents identified as Black/African American or White, with 61% and 25% in the 1980s and 43% and 31% in the 1990s. By 2023, the majority identified as Hispanic or Latino (62%), followed by Black (12%) and White (12%).

The 2000 Decennial Census was the first to include the option for individuals to identify as “Hispanic/Latino (of any race),” which is reflected in East Palo Alto’s demographic shift, with the Hispanic or Latino population rising to 59%—up from 14% in 1980 and 34% in 1990. In the 1980 Census, respondents were asked if they were of “Spanish origin,” while the 1990 Census used the term “Hispanic origin.” In both cases, these questions were separate from race identification questions.
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
1980
1990
2000
2010
2020
2023
Demographic Changes in East Palo Alto from
1980 to 2023
Hispanic
Black
White
Asian
Asian or Pacific Islander
Native Hawaiian and Other Pacific Islander alone
Native American
42 Summary Report of Background Review and Environmental Scan | 30 Median Household Income
The median household income in the city has increased over time but it has not kept pace with the growth seen throughout the rest of San Mateo County. Data for the median household incomes in San Mateo County for 1980 and 1990 was not available.
$14,147
$29,206
$45,006 $48,734
$83,511
$104,832
0 0
$70,819
$82,748
$128,091
$151,485
$-
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
1980 1990 2000 2010 2020 2023
East Palo Alto Median Household Income
Compared to San Mateo County
East Palo Alto San Mateo County
43 Summary Report of Background Review and Environmental Scan | 31 Sources:

U.S. Census Bureau, U.S. Department of Commerce. "ACS Demographic and Housing Estimates." American Community Survey, ACS 5-Year Estimates Data Profiles, Table DP05, 2023, https://data.census.gov/table/ACSDP5Y2023.DP05?q=east palo alto, ca race 2023&t=Populations and People. Accessed on February 18, 2025.

U.S. Census Bureau. "HISPANIC OR LATINO, AND NOT HISPANIC OR LATINO BY RACE." Decennial Census, DEC Demographic and Housing Characteristics, Table P9, 2020, https://data.census.gov/table/DECENNIALDHC2020.P9?q=east palo alto, ca race 2020&t=Populations and People. Accessed on February 18, 2025.

U.S. Census Bureau. "HISPANIC OR LATINO, AND NOT HISPANIC OR LATINO BY RACE." Decennial Census, DEC Summary File 1, Table P9, 2010,
https://data.census.gov/table/DECENNIALSF12010.P9?q=east palo alto, ca race 2010&t=Populations and People. Accessed on February 18, 2025.

Metropolitan Transportation Commission. "City of East Palo Alto San Mateo County Census Data, 1970- 2020." California Department of Finance Research, Census 1950-1990, Census 2000 SF1, SF3, DP1- DP4, Census 2010 DP-1, American Community Survey 2006-2010, Census 2020 PL 94-171 44 Community Groups and Stakeholder Engagement Summary Report | 1 Attachment C
East Palo Alto City Council Strategic
Priorities FY 2025-29: Community
Groups and Stakeholder Engagement
Summary Report
Introduction
Raimi + Associates (R+A) and City staff met with representatives from 11 community groups and business organizations that operate in or serve East Palo Alto between February 10 and 21, 2025 to illuminate the diverse perspectives in the community on the strengths and challenges facing the community and the City of East Palo Alto. The project team provided a short presentation on the City’s strategic planning process and then participants were asked to brainstorm ideas and responses to the following questions:
 Strengths: What is going well? What are the City’s strengths?  Challenges: What are the challenges and issues facing the City? What is standing in the way of success?
 Priorities: What should the City achieve over the next 2-4 years? What are the priority projects?
The following organizations were interviewed. Some meetings had multiple participants.  Renaissance EC
 Nairobi EPA Advocates
 Nuestra Casa
 YUCA
 El Comite Latino
 Anamatangi Polynesian Voices
 rEPAct
 Community Legal Services
 Ravenswood Shores
 University Circle
 Sand Hill Properties
 Homeowners (small focus group)
The following is a summary of the responses to the questions. Each section (strengths, issues and priorities) is then organized by topic. The detailed notes from interviews can be found below in Exhibit C. To protect the identity of the stakeholders, the notes are organized by responses to the questions and not each individual community group and stakeholder interview. 45 Community Groups and Stakeholder Engagement Summary Report | 2 46 Community Groups and Stakeholder Engagement Summary Report | 3 Summary of Meetings with Community Groups and
Stakeholders
The following is a summary of the meetings with community groups and stakeholders organized by: 1) strengths; 2) issues; and 3) priorities.

Strengths
 Diverse community: The community is diverse and culturally rich, especially for such a small city.
 Political activism and civic engagement: The community has a history of political activism, civic engagement, and advocacy. This is part of the legacy of the city that continues to this day. Additionally, there are many long-time residents and people with strong ties to the community.
 Regional location: The city is located in Silicon Valley, which offers access to a diversity of economic opportunities. Additionally, the location on the Bay provides easy access to nature and open spaces. Finally, while there is significant traffic, EPA has excellent access to US-101 and the East Bay via the Dumbarton Bridge and the city is centrally located to everything in the region.
 Improved city transparency and engagement: There has been increased transparency in City governance and more accessible community meetings. Additionally, City staff are more available and better resourced than in the past.  Support for small businesses and entrepreneurs: There is strong support from the City and non-profit organizations for small and emerging businesses. There is a strong entrepreneurial spirit in East Palo Alto.
 Public safety improvements: Public safety in the city has improved significantly over the past 10 years.
 City collaboration and partnerships: The City collaborates with local nonprofits and community organizations.
 Concentration on non-profit organizations. EPA has a large number of non-profit organizations that serve the community. These include social services, legal services, community health, job training, entrepreneurial support, and environmental advocacy.  Strong ties with non-profit organizations and major businesses: The City has strong ties with the many non-profit organizations and major businesses like Four Seasons, and Meta, which can support economic development.
 Positive growth and change: While improvements are still needed, the City is going in a positive direction and there have been significant improvements in staffing and services over time.
 Common purpose. While there are different perspectives about how to uplift the city, residents share a common outcome of an improved, vibrant and prosperous East Palo Alto.
47 Community Groups and Stakeholder Engagement Summary Report | 4  Leadership in housing and social policy. Despite being a small community, East Palo Alto has many innovative programs for housing and social policy, including tenant protections, rent control, anti-displacement, community policing, and job training programs, among others.
 Informal food options. There are many “informal” food options, such food trucks and food carts, that add character and identity to the city.

Issues
 Limited spaces and support for small businesses: There is a lack of available storefronts and business spaces within the city, forcing small business owners to seek locations outside of EPA. There is also a lack of support for small businesses and entrepreneurs.
 Food desert. The city is a food desert and there are not a lot of supermarkets, retail stores and restaurants. This impacts tax revenues as residents must travel outside the city for basic goods and services.
 Gentrification and displacement. There were differing opinions on gentrification and displacement. Some community members expressed concerns that “legacy” families are being displaced due to the high cost of housing and that the city should do everything in their power to address gentrification and displacement. Conversely, other community members expressed that the city’s desire to stop gentrification has led to a stagnant local economy, a lack of a diverse housing stock and lower tax revenues for the city.

Further, comments were made that gentrification is occurring due to the regional economic trends, as is evidenced by the gentrification that has occurred in the city over the last decade.
 Community tensions. There are tensions between the needs and views of long-term residents versus new residents. The groups have different perspectives on the current priorities and future needs of the city.
 Regional housing burden. EPA is disproportionately bearing the responsibility for building affordable housing for the region, and other cities need to play a part in addressing the housing crisis.
 Immigration. Many community members are fearful of the impacts of the new presidential administration. Further, organizations that support immigrants and their families are unsure about their funding sources and their ability to continue serving the community.
 High cost of housing. The price of housing continues to rise, making it difficult for many to afford housing. This also leads to overcrowding, creates parking issues and negatively impacts services.
 Lack of housing diversity/prioritization of affordable housing. There is a lack of housing diversity in the city, particularly for middle income families. The city has also 48 Community Groups and Stakeholder Engagement Summary Report | 5 prioritized affordable housing over market rate housing and local regulations make the construction of market rate housing difficult and expensive.  Support for unhoused individuals. There are a number of unhoused individuals living in the community. More support is needed for the unhoused. This also creates issues as some of the unhoused stay in public parks and on public streets, leading to safety and blight concerns.
 Lack of enforcement. The City has regulations but there is insufficient enforcement due to a lack of resources and/or the City chooses not to enforce the regulations. When regulations are enforced, the fines are not high enough to discourage behavior.

Examples mentioned were parking permits, parking tickets, speeding tickets, illegal dumping, building code violations, and illegal units. In addition, some community members were concerned about the number of abandoned cars parked on public streets and on private properties. Both impact the availability street parking for residents. The solution is greater enforcement and programs that remove non-operable vehicles from the city.
 Fiscal resources and city services. While improving, the City lacks a stable fiscal base to provide high quality services. This translates into lower staffing levels, fewer services than nearby cities, and a limited ability to fund important community programs and nonprofit organizations.
 Lack of economic development and adversarial business environment. The city has experienced relatively little economic development over the past decade. Several stakeholders mentioned that this is due to an adversarial business environment created by City regulations, resistance to large (and market rate) projects, unrealistically high development requirements, and slow progress on development applications. There are significant requirements that create financial barriers, frustrate the development community and lead to a lack of revenue for the city.
 Lack of new development. Despite significant interest over the past few years, there has been relatively little new development in the city. This stagnates economic growth and reduces tax revenues from property taxes.
 Disputes between City Council members. There are concerns that disagreements between City Council members are negatively impacting the ability of the City to make positive decisions and develop a unified direction for the future.  Public safety and traffic safety concerns: Despite becoming much safer over time, the city still has a reputation for being unsafe. Due to some recent murders, unhoused individuals, and the presence of people using drugs and alcohol, residents do not feel comfortable going to the parks. There are also concerns about traffic safety due to speeding and cars not stopping at stop signs.
 Education system challenges: Schools in EPA rank very low and have not significantly improved over the years. This impacts the ability of residents to go to college, obtain high-paying jobs and move back into the city.
 Traffic congestion and traffic safety. Due to its location, the city experiences significant traffic congestion, especially on University Avenue. The problems are 49 Community Groups and Stakeholder Engagement Summary Report | 6 primarily caused by commuters traveling through the city (between US 101/Stanford/Palo Alto and the Dumbarton Bridge) but greatly impact EPA residents.

There are also pedestrian safety concerns on University Avenue and cut-through traffic on the local streets, some of which are adjacent to EPA schools.  Infrastructure. Generally, the infrastructure in the city is in poor condition and needs replacement. This includes water, stormwater and sewer infrastructure. Many streets also need to be repaved. Further, given the low elevation, the city needs to better address the relationship between sea level rise (due to climate change) and stormwater infrastructure.
 Parking. Parking in the city is a challenge, especially in residential neighborhoods. This is due to a general lack of parking, multiple cars per household, and overcrowded housing.
 Retail and services. The city lacks retail and service businesses to support residents of all backgrounds and ages. Residents must travel outside the city for most goods and services. This results in traffic congestion, inconvenience for residents and a loss of tax revenue. Further, the city lacks a walkable “main street” or downtown. Residents want places to do meet and gather with their friends and neighbors.  Employment and workforce development: There are many workforce development and vocational training programs, however they do not effectively connect residents to high-paying jobs. Local and large companies do not hire locally or create job pipelines, and the local job fairs focus on low-wage industries (e.g., hospitality and services) rather than high-paying jobs.
 Lack of trust in City processes. Several people mentioned that there is a general lack of trust in City processes. Multiple reasons were mentioned including transparency in City decision-making, disagreements between City Council members, a lack of responsiveness from staff, staff turnover, and lack of enforcement of City regulations.  Staff retention. Historically, staff retention and recruitment has been lacking. While this is getting better, continued improvements are needed.
 Bike lanes. New bike lanes have been built in the city and this makes traveling by bike easier and safer. This is a positive improvement in mobility.

Priorities
Housing
 New housing: There were differences of opinions on this topic. Some said to prioritize affordable housing creation, particularly for low-income individuals, and ensure new housing benefits existing residents to avoid displacement. Others said that the priority should be on market rate and middle-income housing as this creates tax revenues and results in more affordable housing through the inclusionary zoning regulations.  Tenant protections. Implement a stronger rent registry and continue supporting and protecting tenants.
50 Community Groups and Stakeholder Engagement Summary Report | 7  Unhoused and transitional housing. Develop clear plans for supporting unhoused individuals and creating transitional housing.

Economic and Workforce Development
 Economic development. Many stakeholders mentioned the need to support a wide diversity of economic development and making the city more friendly to outside investment. New uses will result in more jobs, increased tax revenues, and better public services and facilities. Suggestions included: conducting a study to identify missing businesses, creating new spaces for businesses, creating better relationships with developers, and reducing financial and administrative barriers to development.  Small/local business support. Encourage and support community members in establishing businesses and promote diverse retail and services. Provide additional support for street vendors, such as having locations where vendors can aggregate.  Workforce development: Expand job creation and workforce development alongside housing priorities. Prioritize jobs for local residents.  Downtown. Create a downtown or main street for the city.

Infrastructure and Public Services
 Infrastructure. There are significant infrastructure needs in the city, including water, stormwater and wastewater. This is critical to support new development and existing residents and businesses.
 Community spaces. The city needs a variety of new public spaces including a new library, a new city hall, community spaces, and youth spaces that are accessible to all.  Parks. Improve the quality and safety of city parks. Develop formal shared use agreements with schools.
 Code enforcement. Enforce the laws currently on the books and proactively pursue code violations. Focus on abandoned and inoperable vehicles  Sustainability and climate preparedness. Implement a variety of sustainability projects, including urban greening and the creation of a community resilience center or hub. Address gaps in emergency preparedness and improve public access to emergency shelters and cooling centers. Prioritize climate resilience improvements to protect the city from flooding and sea level rise.
 Policing and safety. Expand the number of police officers and expand community policing. Continue to improve relationships between residents and the police.

Transportation and Parking
 Traffic congestion. Take steps to improve traffic congestion (especially from through traffic on certain streets such University Avenue, Pulgas Avenue, and Bay Road).  Transit. Work to expand transit options and services in the city in order to reduce traffic congestion and support residents who do not own a vehicle. 51 Community Groups and Stakeholder Engagement Summary Report | 8  Pedestrian safety. Improve pedestrian safety throughout the city and implement safe routes to schools. Make temporary roundabouts permanent and build new roundabouts.  Parking. Address parking issues in neighborhoods, such as implementing the neighborhood parking permit program, removing abandoned and non-operable vehicles from public streets and incentivizing the removal of non-operable vehicles from private property (which will allow more people to park on their property rather than on the streets).

City Government
 Staff retention and performance. Take steps to improve staff retention and continue hiring top-notch employees. Standardize professional expectations for staff including EPA’s “culture” and needs and responsiveness to the public.  Community relations. Continue and expand partnerships with nonprofit organizations, local businesses, and private developers. Expand funding for nonprofit organizations and to support small, local businesses.
 Public meeting access. Make City meetings more accessible to all and expand language support beyond just English and Spanish, such as Tongan, Samoan, etc.  Transparency and efficiency. Improve transparency in City decision making and budgeting and reduce bureaucratic inefficiencies in city planning and approvals.  Small improvements. Undertake a large number of small actions and improvements in the city. This will build energy and show that progress is being made to improve the quality of life for all residents.
52 Community Groups and Stakeholder Engagement Summary Report | 9 Exhibit C
Notes from Meetings with Community
Groups and Stakeholders
The following are the typed notes taken by Raimi + Associates staff during the meetings with community groups and stakeholders. To protect the identity of each respondent, the section is organized by the answers to the three questions on strengths, issues and priorities. Because these are notes, they are not organized by theme, and there are repeated ideas from the stakeholders. (Note that due to timing, the focus group with homeowners was not included in the detailed notes below.)
Strengths
 Community aspirations for EPA
o Community members have different perspectives on how to uplift the city, but they all want a similar outcome
 City leadership
 City Administration
o Improved operations and City structure
o The CIP is good for water and sewer; a lot of progress has been made in this area.
o The City is taking control of the sanitary sewer system. o City has prioritized affordable housing.
o The City is taking on tough issues with innovative policy approaches (i.e., being open to support the unhoused population in EPA in different ways, the Rent Stabilization program)
 Diverse Community
 History of political activism, civic engagement, and advocacy  Quality of life is improving, though there are still many disparities o Senior transportation services have improved
o Youth and health services have increased
o Relatively affordable city for housing, compared to other communities in the area.  City collaboration and partnerships with non-profits and community organizations o Summer opportunities for young people
o Community events held in collaboration with the Community Services Department
 Strong Community Ties
o Many residents who grew up in EPA remain connected to the community o Despite gentrification, people are passionate about preserving their roots  Cultural Vibrancy
o The community is diverse and culturally rich
53 Community Groups and Stakeholder Engagement Summary Report | 10 o Long-standing local businesses remain integral to the community o Efforts continue to maintain and celebrate cultural identity  Improved City Transparency & Engagement
o Increased transparency in city governance over the past few years o More accessible community meetings with interpretation services o Community members appreciate better access to city information o City Council and staff collaborate with local nonprofits  Support for Small Businesses & Entrepreneurs
o Nuestra Casa launched a women’s business incubator, helping individuals start businesses and connect with resources
o The Enterprise Center provides valuable support to small businesses  Positive Growth & Change
o The city is evolving in a positive direction
o Public safety in the city has improved a lot in the past 10 years (i.e., less illegal fireworks and gunshots)
 Strategic Location
o Located in Silicon Valley, offering economic opportunities o The City is located by the Bay; Cooley Landing is a beautiful park with great views and provides the community with access to nature.  Strong & Engaged Community
o Residents are the city’s greatest asset, with a mix of long-time and new community members.
 Community Policing
o Active efforts to build trust and safety through community policing initiatives  Educational Opportunities
o Several high-quality schools provide strong educational opportunities o Potential for the city to support families with broader programs beyond education  Business Relationships
o Strong ties with major businesses like Four Seasons, Amazon, and Facebook (Menlo Park), which can support economic development.
 Regional location
o The region has many economic strengths
o Cities in the region have taken many innovative approaches and strategies that can be replicate or be an example for EPA
 Committed and capable City staff
o The City consistently attempts to get stakeholder feedback on projects and plans o Various departments have gotten more responsive
o City staff are very good
 Good collaborations between consultants and City staff 54 Community Groups and Stakeholder Engagement Summary Report | 11 Challenges and Issues
 Limited spaces for small businesses
o Lack of available storefronts and business spaces within the city forces small business owners to seek locations outside of EPA
o Empty lots remain unused despite City access to some of them  Uncertainty around regulations for food and street vendors o Unclear city regulations regarding street vendors, including where they can be located and be situated in relation to commercial areas and sidewalks, etc. o Concern about health permits and food safety of street vendors and food trucks o Need for a structured and clear process for vendors to obtain permits o Concern that some street vendors are from out of town, do not obtain permits, do not put money back into to the community, and compete with local small restaurants who provide the same types of food.
 Need for business activation and support
o Desire to create designated spaces for pop-up markets and food vendors to operate legally and with city approval
o Uncertainty over whether the city or other organizations (i.e., Renaissance) should lead these efforts
o EPA lacks a “neighborhood core” or “downtown” that is walkable, has retail and is a community meeting/gathering space.
 Funding access
o Many small business owners lack access to capital to start or grow their businesses
o Need for matching funds or financial partnerships rather than sole reliance on external funding
o Concern for underrepresented entrepreneurs who risk personal savings to start businesses
 Lack of Actionable Steps and Leadership Accountability o Conversations on economic development often fail to lead to concrete action o Leadership needs to recruit capable individuals and empower them to take action o Need for clear metrics to track progress, identify failures, and make necessary adjustments
 Lack of Regulation Enforcement
o Parking violations (from abandoned or illegally parked cars) are not addressed o Code enforcement is complaint-based and can create tensions between neighbors
o The parking permit program was delegated from the City onto neighborhoods  Social and cultural tension
o Differences in perception between long-term residents and newcomers (new residents may not see this as a community to invest in) o Need for conversations to bridge gaps between long-term and new residents  Gentrification and housing
o Legacy families are being displaced due to rising costs o Lack a diverse range of housing options – cannot only have new housing built for Extremely Low Income households, there are residents who need housing at other levels
55 Community Groups and Stakeholder Engagement Summary Report | 12  Lack of New Development
o Development projects in the city can’t move forward and can’t provide all the economic benefits to the City they are supposed to, limiting the City’s funds to implement infrastructure updates
 Economic Development & Entrepreneurship
o Workforce development prioritized over entrepreneurship o Small businesses operate informally without adequate support o Need for a structured plan to support entrepreneurs as part of EPA’s growth  Regional Representation and Advocacy
o EPA lacks strong influence in regional political decisions o City needs a coherent strategy to engage with regional issues such as traffic, climate justice, and economic trends
 Safety Concerns
o Despite progress in the city, it still has a reputation for being unsafe o Some residents do not feel safe in parks
 Education System Challenges
o Schools rank very low and have not significantly improved over the years o Lack of resources and high teacher turnover contribute to students falling behind  Infrastructure and Environmental Issues
o Poor street conditions, inadequate lighting, and under-maintained parks o Water quality concerns, including infrastructure and pipeline issues o A nearby toxic waste site undergoing remediation raises health concerns for nearby residents
o There are worries about buildings being developed on contaminated land and the potential groundwater risks in those areas
 Housing and Tenant Rights
o Overcrowding due to high living costs and inaccurate "low-income" classifications o Tenants fear speaking up about habitability issues due to legal status concerns o The city lacks effective communication and support for renters and for small landlords to improve the conditions of their rental units o There is limited assistance for undocumented tenants struggling to secure legal housing
 Senior Community Needs
o Seniors often seek services outside the city due to a lack of local resources o Growing demand for support as more residents retire and rely on social security  Employment and Workforce Development
o Workforce programs exist but do not effectively connect residents to high-paying jobs, especially in tech
o Local and large companies (i.e., Meta) do not hire locally or create job pipelines o Job fairs focus on low-wage industries like hospitality and service rather than higher-paying fields
o New development in the city does not use “First Choice Hiring” so workers/people in the trades who live in the city are not able to work on the projects happening in East Palo Alto
o There are many job training programs in the city and many residents who have gone through the trainings, yet they are not hired for jobs and projects that happen here
56 Community Groups and Stakeholder Engagement Summary Report | 13  Overcrowding and Parking Impacts
o Overcrowding in houses and apartments creates more car congestion on those streets and makes it difficult to park
 Transportation
o University Avenue is the most congested street and creates negative impacts on residents
o The street lights on University prioritize traffic going on the street, making it extremely difficult to cross University as either a pedestrian or driver o Traffic on University Avenue is a challenge. Unfortunately, the City suffers from its regional location and a lack of an interchange between US 101 and the Dumbarton Bridge.
 Lack of Trust in City Processes
o Some community members do not feel heard and do not have much trust in the City government
 Lack of Support for NHPI Residents
o Organizations serving this community do not have much funding or support from the City to do community-building work
 Not enough affordable housing
o Need for affordable housing at various income levels – low-income, very lowincome, extremely low-income o Need for more middle-income housing
 Parking & Overcrowding
o Increased number of parked cars and unpermitted second dwelling units (either in garage or in the backyard) causing congestion and enforcement challenges  Housing Affordability & Access
o High housing costs prevent former residents or young people from returning to the city
o Lack of understanding about homeownership, down payments, and financial planning
o The City needs more middle income housing
 Economic Development Barriers
o Resistance to large businesses, lack of commercial development, and slow progress on key projects hold back job creation and city revenue growth  Lack of Workforce Training & Career Development
o Limited job training programs for high-paying trades and technical careers, leaving residents without a variety of career paths
o Not enough awareness of the training programs that exist or the alternative career paths
 Disaster Preparedness Gaps
o Insufficient emergency response coordination and evacuation routes for a variety of potential issues and disasters, including extreme weather events o Lack of resources for vulnerable populations, especially seniors o Lack of evacuation center or community resilience hub  Public Cleanliness & Perception of Safety
o Littering, illegal dumping, and neglected properties impact quality of life and safety perception
57 Community Groups and Stakeholder Engagement Summary Report | 14  Trust in City Processes
o Inconsistencies in city services and enforcement create skepticism about government responsiveness and fairness
o Some residents may not know how to submit complaints or public service requests, do not feel heard and do not think change is happening  Urgent needs around immigration
o Many community members are fearful of what could happen and organizations that support immigrants and their families are unsure about their funding sources  Traffic Congestion and Potential Impacts from Development o Concern around development proposals that are largely made up of commercial space and the traffic impacts they will have on already congested streets  Employment & Economic Growth
o Need to create more jobs to boost city revenue and provide employment opportunities for residents
o Some city-funded job training programs are ineffective and need better evaluation
 Collaboration & Governance
o Lack of collaboration among community members and organizations o Many NGOs exist but are not actively driving significant change o City Council struggles with infighting and needs to work together more effectively  Parking & Transportation
o Parking shortages and enforcement issues disproportionately impact working families
o Parking enforcement should not be handled by police to maintain positive community relations
o The city lacks a clear message on transportation goals, balancing high parking standards with efforts to promote transit, walking, and biking  Infrastructure Challenges
o Water infrastructure is outdated, leading to poor pressure, storage issues, and sewer challenges. A holistic solution and approach are needed o Stormwater infrastructure needs a significant upgrade. There also needs to be more through on the intersection between stormwater infrastructure and Sea Level Rise. More advanced and creative thinking is needed on the intersection of these topics.
 Housing & Accessibility Issues
o The city has a lot of affordable housing but lacks a diverse housing stock, including market-rate housing
o Accessing affordable housing programs is overly bureaucratic and difficult for those who need them most
 Development & City Relations
o The City Council has an adversarial relationship with developers instead of leveraging them to improve tax revenues and quality of life o The city should not bear the sole responsibility for solving regional housing issues
o Measure HH and the inclusionary housing ordinance stand in the way of economic development because they are stopping new development from occurring.
58 Community Groups and Stakeholder Engagement Summary Report | 15 o The City has prioritized affordable housing to the detriment of economic development. There is a concern that the City will change and this will lead to displacement. This has resulted in a lack of economic growth, leading to lower city revenues, leading to fewer services for the community.  Traffic and External Impacts on the City
o University Avenue’s traffic and congestion issues stem from Stanford and other external factors, but EPA residents bear the burden – both as commuters, and as pedestrians. Some residents feel that the traffic light system has been designed to benefit outside Silicon Valley commuters.
o The city should engage with Stanford and other stakeholders to address these problems
 Business and development barriers
o Antagonistic relationships between stakeholders create a difficult business environment
o Lack of clear business incentives makes economic activity feel like a zero-sum game
o Unrealistically high development requirements prevent commercial activity and economic benefits
o Extreme policy demands (i.e., EPA’s inclusionary housing policy) make it nearly impossible to build both market-rate and affordable housing o The desire for rapid progress leads to gridlock, stopping development from happening
o Heavy demands on private enterprise result in no action or investment  Housing and Property Management Challenges
o Rent-controlled housing limits property owners' ability to make improvements due to financial constraints
o Long-term tenants prevent cost recovery, leading to aging and deteriorating buildings
o Code enforcement and parking policies spark debate, as they impact both development and resident affordability
 Parking and Public Space Issues
o Widespread parking issues due to: Lack of enforcement, allowing non-residents to park freely, families with multiple vehicles using streets for long-term storage, commercial vehicles violating parking laws
o Available private parking is underutilized but not enforced o A proposed free parking permit system could help but remain unimplemented  Public Order and Enforcement Gaps
o Existing laws on street vending, public space upkeep, and housing regulations are not enforced
o Lack of enforcement affects quality of life and economic vibrancy o Some residents resist change, fearing economic pressure on existing communities
 City Government Capacity
o Historically, staff retention and recruitment has been lacking. This is getting better but it needs to continue to improve.
o The City has a lack of services (compared to other communities) and does not have an adequate level of staffing.
59 Community Groups and Stakeholder Engagement Summary Report | 16 o Concern about staffing: some of the staff are inexperienced and over time the City has not been able to maintain staff.
60 Community Groups and Stakeholder Engagement Summary Report | 17 Community Priorities and Priority Projects
 Business gaps
o Understanding which businesses and services are missing in the city that lead residents to go elsewhere for those services and creating spaces for those businesses within EPA
o Need more entertainment spaces within EPA (restaurants, entertainment venues)  Support for small businesses and entrepreneurs
o More transparency is required in city processes, such as tracking new business licenses
o Small businesses and city services should align efforts to support residents holistically (i.e., linking housing and business growth) o More investment in job and career training programs and in career pipelines to employers
 Affordable Childcare and Workforce Development
o Childcare businesses are crucial for economic stability but often lack financial sustainability
o Need for better business development support, pricing guidance, and potential subsidies
o Accessible childcare attracts workers and helps retain local spending  Making community engagement easier
o Many residents find city meetings inaccessible due to time constraints; alternative engagement methods (i.e., online polls, mobile-friendly forms) are needed
o Concerns over equity in city support—some demographics feel underserved, leading to inequitable or disparate impacts on some communities o Language barriers impact participation—different levels of Spanish proficiency and underrepresented communities (i.e., Polynesian) need better outreach. o More diverse language support is necessary beyond just English and Spanish  Continue nonprofit and City collaboration
o Local nonprofits are a vital connection point between the City and the community but many do not have enough funding to do all of the work they strive to do o The City could connect nonprofits with funding sources when the City cannot fund their work
 Gentrification Mitigation
o Define gentrification and how it is measured
o Identify city actions to mitigate its effects, including banking, lending, homeowner support, and education
o Link anti-gentrification efforts to economic development to reduce financial leakage
o Address lack of commercial infrastructure compared to other cities  Building Internal Capacity
o Support residents, homeowners, workforce development, and entrepreneurship as anti-gentrification strategies
o Engage community groups and create task forces to actively involve residents in city transformation
 Resident Engagement as a Key Strategy
61 Community Groups and Stakeholder Engagement Summary Report | 18 o Leverage community talent and time beyond volunteerism and commission/board service
o Encourage local hiring to ensure city staff understand and experience local issues firsthand
 Increase Transparency & Community Engagement
o Improve outreach for community and City Council meetings to boost attendance o Provide more translation/interpretation services at all meetings o Strengthen partnerships with community-based organizations (CBOs) for outreach efforts
o Continue to work collaboratively with community organizations and to build new initiatives that open more resource for the community
 Build Trust with Immigrant Communities
o Address fears of government involvement by increasing nonprofit collaboration o Use CBOs as a bridge to improve trust and information sharing  Expand Tenant Protections & Housing Support
o Continue and enhance tenant protection policies
o Strengthen partnerships with organizations that support renters/tenants o Prioritize housing initiatives, including affordable homeownership programs o Explore community land trust models to create long-term affordability  Encourage Community Participation in Planning
o Offer more opportunities for residents to engage in city planning o Make it easier for community members to provide feedback on city projects  Support Local Nonprofits & Funding Initiatives
o Continue issuing Requests for Proposals (RFPs) to fund nonprofit programs  Affordable Housing
o Prioritize affordable housing creation, particularly for low-income individuals (20- 60% of AMI)
o Ensure new housing benefits existing residents to avoid displacement o Support affordable homeownership opportunities (shared ownership, land trusts, townhomes, Below Market Rate (BMR) programs, home preservation) o Housing for young people returning from university/college but unable to afford living in EPA or surrounding areas
 Tenant Protections
o Implement a stronger rent registry, particularly for single-family homes, to hold landlords accountable for unsafe conditions
o Continue supporting and protecting tenants
o Measure JJ funding should be focused on tenant and rental assistance, housing preservation programs, among other housing protection strategies  Unhoused and Transitional Housing
o Develop clear plans for supporting unhoused individuals and developing transitional housing in EPA
o Create youth group homes
o Focus on pathways to homeownership and housing preservation  Workforce Development
o Emphasize job creation and workforce development alongside housing priorities  Infrastructure and Community Spaces
62 Community Groups and Stakeholder Engagement Summary Report | 19 o Prioritize infrastructure projects like libraries, community spaces, and youth spaces that are accessible to all
o Focus on projects benefiting the entire community over increasing funds for more policing
 Local Business Support
o Encourage and support community members in establishing businesses o Support local businesses
o Promote diverse, culturally appropriate grocery stores  Sustainability and Urban Greening
o Focus on sustainability projects, including urban greening and the creation of a resiliency hub
o Improve resiliency centers and emergency preparedness infrastructure (i.e., backup generators, evacuation centers)
o Create more cooling and warming centers throughout the community in accessible locations
 Transportation and Mobility
o Improve youth access to transportation (bus routes, bus passes, and accessibility to schools and regional destinations)
o Increase bus and transportation availability to reduce car dependency  Climate Emergencies and Community Safety
o Address gaps in emergency preparedness, particularly for extreme heat and power outages situations
o Improve public access to emergency shelters and cooling centers o Provide better emergency infrastructure, like generators in more public spaces  Review of the Westside General Plan
o Review and ensure tenant protections are addressed in the Westside Plan  Current City Council Priorities
o Priority A should be kept in the next cycle
o Public safety priorities, as it relates to pedestrians, should be kept  Housing and Displacement Prevention
o Create affordable housing at the same affordability levels as existing affordable housing (EPA has a very low-income community)
o Create a rent registry
o The City could better communicate tenant rights and City laws around rent stabilization to landlords to prevent abusive and threatening situations o The City should use the Measure JJ funds to: create an emergency, antidisplacement fund that supports low-income renters; housing preservation programs)
 Water Infrastructure
o Improve water quality
o Protect the city from sea level rise
 Public Infrastructure Maintenance
o Making parks accessible to families by maintaining them and making them safe o Expanding school bus options
 Local Business Support and Job Growth
o Support training courses for residents
o Incentivize new businesses to hire EPA workers
63 Community Groups and Stakeholder Engagement Summary Report | 20  Improving public safety and infrastructure
o Establishing safe routes to school
o Fixing high priority roads
o Creating opportunities to repurpose and fix local, neighborhood roads  Traffic Congestion and Parking Enforcement
o More enforcement of parking regulations and maybe developing stricter parking standards/policies to limit the amount of cars and lessen car congestion  Policing & Public Safety Funding
o Need for more officers and better community engagement, but limited tax revenue to support expansion.
 Improved Communication Strategies
o There is a need for improved communication strategies with the community, on both disaster preparation strategies and how to cope with disasters/emergencies  Job Creation
o Need to support a variety of businesses to operate in the city to create more jobs in the city
 Reducing Traffic and Parking Congestion
o Improving public transportation in EPA to be reliable and convenient could reduce the number of cars on the road
 Disaster and Infrastructure Planning
o Preparing the community for future disasters (sea level rise, etc.) o Strengthen City infrastructure in an equitable way, having those who will be directly impacted as part of the decision-making process  Incentivizing Affordable Housing and Protecting Current Residents o Consider using impact investing from Silicon Valley foundations o Protect mobile home park residents and consider turning them into residentowned mobile home parks o Preserving homeownership and supporting homeowners with more estate planning information
 Take steps to increase revenues and create a stable and diverse revenue stream.  Development and housing
o Learn from surrounding cities’ success in implementing effective solutions o Improve quality of life by increasing housing availability and expanding the tax base
o Adjust policies (i.e., inclusionary housing requirements) to encourage more housing development
o Reduce restrictive laws that prevent new developments  Tax & Economic Policy Reform
o Address EPA’s heavy tax burden on housing, which discourages development o Reconsider Measure MM, which taxes office space and discourages business investment
o Communicate the benefits of economic growth (i.e., increased tax revenue from businesses and retail for city services that benefit everyone)  Infrastructure & Public Services
o Improve transportation systems (parking enforcement, traffic light alignment, better public transit, coordination with active transportation infrastructure) 64 Community Groups and Stakeholder Engagement Summary Report | 21 o Enhance water, fire safety, and stormwater infrastructure to support new development
o Secure state and federal grants to fund infrastructure projects o Address sea level rise and its potential impact on residents o Address the intersection between SLR and stormwater.
o Prepare detailed CIPs (more detailed than current CIPs) so the City knows the exact costs of improving infrastructure and other major projects and can figure out how to achieve this through increase revenues.
 Public Safety & Community Spaces
o Continue public safety improvements and support for law enforcement o Facilitate private contributions to public parks and community projects without political barriers
o Establish clear guidelines for private donations to city projects o Programs to support clean up efforts, urban greening, and city beautification  Government Accountability & Efficiency
o Standardize professional expectations for city staff, ensuring familiarity with EPA’s culture and needs
o Improve responsiveness and reduce bureaucratic inefficiencies in city planning and approvals
o Ensure city policies do not shift excessive costs to private stakeholders, making projects unfeasible
o Continue to develop community-City communication and transparency of City decisions
o Code enforcement around health and safety, and around illegally parked cars, in an equitable way
o Staff recruitment and retention
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Attachment D
East Palo Alto City Council Strategic
Priorities FY 2025-29: City
Departments Summary Report
Introduction
From January through June 2025, the City of East Palo Alto (City) is engaging in a multi-step process to develop a comprehensive four-year Strategic Plan (for 2025-2029) and an initial, detailed two-year Council Priorities Work Plan containing strategic priorities, projects, and initiatives for improving the quality of life for all East Palo Alto (EPA) community members.

During the process of researching key issues and potential priorities for the City, the Raimi + Associates (R+A) consultant team was tasked with facilitating a focus group with the City’s department staff to further inform the development of the Strategic Plan.

On February 10, 2025, the R+A team met with City department directors and managers to 1) provide background information on the City’s Strategic Priorities and Workplan process; and 2) obtain their thoughts and feedback on East Palo Alto’s strengths, weaknesses, and priority projects for the next 4 years. About twenty (20) City staff were in attendance. Participants were asked to reflect on the following questions:

1. What is going well? What are the City’s strengths?

2. What are the City’s challenges, issues and needs?

3. What should the City achieve in the next 2-4 years? What are priority projects? The following is a summary of City department feedback.

Summary of the City Departments Focus Group
Meeting
Using the feedback from this City staff focus group, this document provides an analysis of the city’s strengths and challenges, as well as a list of potential strategic priorities and projects that will be considered alongside feedback from other key EPA community stakeholders and the general public.
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Strengths
Overall, city department leaders highlighted EPA’s small but very diverse and very civically engaged community, its optimal geographic location within the Bay Area, its progressive affordable housing and community policing policies, and the inspiring history of the city’s founding as some of East Palo Alto’s biggest strengths. The group also mentioned the City Council’s dedication to the city, the city’s ability to cultivate positive relationships with community members, the level of coordination amongst departments, and the good communication with the City Council as additional strengths. While the City’s financial reserve was noted as an asset, financial issues were also mentioned as a challenge during the subsequent discussion on issues and weaknesses, as the City lacks reliable and growing sources of revenue.

An Engaged Community
 EPA is a small, close-knit community where the public is passionate and very engaged.

There is a strong community vision and a desire to continue evolving into a great city.  EPA has a strong, welcoming multicultural community, with a growing diversity of residents and workers.
 In general, there is a high level of community involvement.  The City has a motivating backstory on how it was established and has grown over time.

That sense of deep inspiration, care, and commitment to the city is still present in the EPA community today.

Public Safety
 Crime has decreased in the city over the years, creating a greater sense of safety for the community.
 EPA’s community policing policies are effective and serve as a positive policy model.

Police get outside and are interacting with people in positive ways, which is due in part to the structure of the program as well as being able to hire the right people. The police department does not seem to have as many tensions with residents compared to other cities.

Progressive Public Policy
 The City is committed to addressing social issues and has been an early adopter of many progressive policies. For instance, the City has been a leader in rent stabilization and housing policies (e.g. Measure JJ, Measure H), and is ahead of many cities when it comes to those types of policies.

Geography and Land
 The City has undeveloped land that can be turned into new uses (e.g., the RBD and Four Corners areas).
 The City has an optimal geographic location within the Bay Area, including the city’s proximity to the San Francisco Bay. City residents have access to beautiful nature and great recreational opportunities.
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 EPA’s small geography and small population allow the City’s work to remain focused.

City Government
 The City Council cares about the community and is dedicated to improving the quality of life for residents.
 The City has a relatively small staff team but they are able to accomplish a lot.  Staffing is more stable than it has been in the past and this enhances the City’s ability to complete projects and not lose institutional knowledge.  City staff are dedicated, knowledgeable, and work well together.

Community Engagement
 The community is very engaged and provides vision and direction to the City Council.  The City has also found more ways to serve the public (virtually) since the pandemic.

Financial Management
 The City is in a good financial position in the sense that the City has a large financial reserve and no debt.
 Despite its newness, the City has made a number of good investments over the years, avoiding the pitfall of bad decision-making witnessed in some other cities.

Issues
When discussing East Palo Alto’s issues and challenges, staff mentioned the need for more economic development and greater investments in city infrastructure (such as road and transportation improvements, the police force, and public facilities for emergency preparedness). Staff participants also raised the following issues as key barriers and challenges: the City’s limited staffing capacity, challenges with implementing more inclusive and equitable community engagement, difficulties with balancing the city’s needs with the city’s social equity goals, and a lack of consistent revenue sources.

Community Engagement
 There is a need for broader community engagement and education, and more equitable access so that underrepresented groups can participate at higher rates in city decisionmaking.  Some residents distrust local government and are unfamiliar with city staff.  Some residents do not like the changes happening in the city, leading to tensions between the public and the city staff.

Economic Development
 The City needs fiscal revenues to operate and provide higher quality services. 68 City Departments Summary Report | 4
 Many people want to increase jobs for current residents and support more local businesses; however, the City cannot control who conducts business within its borders, thus making the implementation of this goal challenging.  There is a concern that a significant amount of new development will negatively impact identity and will displace existing residents and small business.  There is a need for a greater diversity of retail and services within the city; many people need to travel outside the city for basic goods and services.

Infrastructure
 The City’s infrastructure is not in good shape due to a lack of investment over time.  More funding is needed to improve the city’s infrastructure. Public facilities need improvement overall, especially regarding the city’s roads, utilities, and the Police Department.
 There needs to be more investments in climate resilient infrastructure and solutions for climate adaptation and mitigation. Sea level rise, groundwater management, and related issues (including emergency preparedness and solutions for coping with extreme weather events) need to be addressed soon.

Staffing
 City staff continue to experience capacity constraints. There is too much to do, and there are not enough City staff to take on an ever-increasing range of city operations, City Council priorities, and special projects. The city has more needs than the existing staff can address.
 Staff have high turnover rates and have reported feelings of burnout. The city needs to add more staff, improve employee benefits and strive to increase staff retention rates.  Sometimes staff work in silos; more communication and coordination is needed between departments but this can be challenging when staff are spread thin.  The city needs to upgrade its technology (e.g., inter-department permitting system and database). Although some systems have been updated, more updates are needed.

Financial Outlook
 The City is experiencing a structural deficit, slow revenue growth, and increasing costs.

While the City has a large reserve fund, there is a lack of consistent revenue growth needed to support expanded operations and an elevated level of public services.  The City has historically obtained most of its revenue from taxes from retail businesses and the Four Seasons hotel. The City has two giant retail businesses that produce about 60% of the city’s retail revenue. Unfortunately, retail sales are in decline, leading to a reduced revenue stream. The City needs more diverse forms of revenue to cope with the changes and fluctuations in the market.
 Staff acknowledged the benefits of a socially progressive city but cautioned that allocating substantial revenue to community-serving programs like Measure JJ could create financial strain and contribute to a budget deficit. 69 City Departments Summary Report | 5
Priorities
Looking into the future, City staff proposed a number of strategies for addressing East Palo Alto’s most pressing needs and challenges, both at the community level as well as in the city government. When discussing potential recommendations that could benefit the broader EPA community, staff stated that investments in public facilities and infrastructure, emergency and climate adaptation planning, economic and workforce development, and housing were some of the most critical issues to prioritize. At the city government level, staff also raised solutions for improving the City’s overall function, operations, and performance, including ways to increase the City’s staffing capacity and improving internal processes to become more effective in serving the East Palo Alto community.

Staffing and Internal Procedures
 Expand city staffing – increase the number of city staff to better meet operational and service demands.
 Workload and capacity assessment – conduct a formal evaluation of staff workload and capacity to ensure efficient resource allocation.
 Enhance organizational development – expand professional development efforts, including staff training, support programs, and employee recognition initiatives.  Improve internal procedures and automation – develop and implement improved and automated processes to enhance staff efficiency and streamline operations.  Implement a performance management system – establish structured procedures to hold staff accountable while fostering continuous improvement.  Strengthen cybersecurity and IT infrastructure – improve cybersecurity measures and prepare an IT master plan to enhance digital resilience.  Revamp city website and internal IT systems – redevelop the city’s website and internal IT systems to improve functionality and accessibility.
 Develop an AI strategy and policy – establish a framework for the responsible use of artificial intelligence in city operations.

City Infrastructure and Facilities
 Build a new city hall so all departments can be in the same building.  Construct a new police building (separate from city hall).  Develop a new library.
 Upgrade utility infrastructure, including stormwater, water, and wastewater systems, based on utility-specific master plans. Prioritize water storage tanks and secure additional funding for infrastructure improvements.
 Improve and upgrade the senior center.
 Enhance emergency planning efforts.
 Seek grant funding for infrastructure projects.

City Services
 Strengthen emergency planning for city operations and the community.  Develop a comprehensive communications and community engagement strategy to improve public awareness of city initiatives.
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Housing
 Address homelessness in the city.
 Promote the development of diverse housing options.
 Increase the availability of affordable, inclusive housing.

Economic Development and Workforce Development
 Expand economic development efforts across the city to promote fiscal sustainability.  Enhance workforce development programs and opportunities, particularly in preparation for the upcoming expansion of the RBD.
 Establish East Palo Alto as a desirable place to work, recognizing its status as a newer city compared to other San Mateo County cities.
 Accelerate the permitting process for development projects to facilitate growth.  Increase the amount and diversity of retail businesses in the city.  Pursue a broad range of grant funding opportunities for infrastructure and economic development.
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