Agenda packet — East Palo Alto City Council, September 16, 2025 (part 1 of 2)

EAST PALO ALTO CITY COUNCIL

REGULAR SESSION AGENDA
Tuesday, September 16, 2025, 6:30 PM
EPA Government Center
2415 University Avenue, First Floor
East Palo Alto, CA 94303
NOTICE
This meeting will be held virtually and in-person at the Council Chambers located on 2415 University Ave, First Floor East Palo Alto, CA 94303. The virtual portion of this City Council meeting will be conducted in accordance with City of East Palo Alto Resolution adopted pursuant to Assembly Bill 361.

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International numbers available: https://zoom.us/u/aMWYF4KT East Palo Alto City Council September 16, 2025 Agenda
1 1. CALL TO ORDER AND ROLL CALL

2. APPROVAL OF THE AGENDA

3. APPROVAL OF CONSENT CALENDAR

3.1 National Latino/a History Month Proclamation

3.2 Childhood Cancer Awareness Month Proclamation

3.3 General Engineering Contract Approval for Priority Park Projects and Pilot Dog Park

3.4 Capital Water System Improvement Payments to Veolia

3.5 Response to San Mateo County Civil Grand Jury Report: “Will the Next Big One Leave You High and Dry?”
Recommendation: Present the proclamation for National Latino/a History Month
Recommendation: Present the proclamation for Childhood Cancer Awareness Month.

Recommendation:

1. Authorizing the City Manager to award, negotiate and execute an agreement, in a form approved by the City Attorney, with CSWST2 for engineering services to complete the Park Priority Projects including Pilot Dog Park in an amount not-to-exceed $219,850; and

2. Authorizing a contingency up to 20%, which equals $43,970, for a total project engineering budget of $263,820; and

3. Finding that the action being considered by the City Council is exempt from the California which does not involve any commitment to any specific project which may result in a potentially significant impact on the environment.

Recommendation:

Adopt a resolution:

1. Authorizing the City Manager to reimburse Veolia for city-wide capital water system improvements and appropriating an amount not to exceed $500,234.56 from the Water Capital Fund and Water Service Fund for FY 23/24 and FY 24/25 for that purpose; and

2. Finding that the action being considered does not constitute a “Project” within the meaning of the California Environmental Quality Act (CEQA), pursuant to CEQA Guideline section 15378 (b)(5), in that it is a government administrative activity that will not result in direct or indirect changes in the environment, and that pursuant to section 15301 (minor alterations) as it involves minor improvements to existing facilities.

East Palo Alto City Council September 16, 2025 Agenda
2 3.6 Fiscal Years 2023-2025 City Council Strategic Priorities Final Status Update

3.7 Inclusionary Housing Ordinance

4. PUBLIC COMMENT

5. ADJOURN CITY COUNCIL REGULAR MEETING TO THE JOINT SUCCESSOR

AGENCY BOARD SPECIAL MEETING

6. JOINT SUCCESSOR AGENCY BOARD CONSENT

6.1 Approval of San Mateo County Community College District Obligation Recommendation:

1. Adopt a resolution authorizing the Mayor to execute and submit a response letter on behalf of the City of East Palo Alto to the July 8, 2025, San Mateo County Civil Grand Jury Report titled, "Will the Next Big One Leave You High and Dry?”; and

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

Recommendation: Receive an update on the FY 2023-2024 through FY 2024- 2025 Strategic Priorities Work Plan.

Recommendation:

1. Waive the second reading and adopt an ordinance, set forth as Attachment 1 to this staff report, amending Chapter 18.37 to the East Palo Alto Municipal Code to facilitate lot splits pursuant to Government Code Section 66411.7 (“SB 9”); and

2. Find that the proposed action does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines sections 15378. Even if it were a project subject to CEQA review, this project would be exempt from CEQA Guideline Section 15378(d) (regulatory actions), Section 15061(b)(3) (common sense exemption), Section 15378(b)(4) (funding government services), Section 15183 (actions consistent with the general plan and zoning), and Section 15195 (residential infill development).

Recommendation:

Adopt a resolution:

1. Approving a maximum $53,336 contractual pass-through obligation payment to the San Mateo County Community College District for FY 2025-26 pursuant to a former Agency Agreement approved by Resolution East Palo Alto City Council September 16, 2025 Agenda
3 7. ADJOURN JOINT SUCCESSOR AGENCY BOARD SPECIAL MEETING TO THE

EAST PALO ALTO SANITARY DISTRICT BOARD MEETING

8. APPROVAL OF EPASD BOARD MEETING CONSENT CALENDAR

8.1 Cash Disbursement Report for July 2025

9. EPASD BOARD MEETING PUBLIC COMMENT

10. ADJOURN EAST PALO ALTO SANITARY DISTRICT BOARD MEETING AND

RECONVENE CITY COUNCIL REGULAR MEETING

11. INFORMATIONAL REPORTS

11.1 Capital Improvement Project Informational Presentation

12. SPECIAL PRESENTATIONS

12.1 Midpeninsula Regional Open Space District Presentation

13. PUBLIC HEARINGS

13.1 Cost Allocation Plan and User Fee reports and amendment to City’s Master Fee Schedule – Continued from June 17, July 15, and July 29, 2025
No. 34 on November 28, 1988;

2. Approving the San Mateo County Controller’s Office’s inclusion of such amount in the calculation of contractual pass-through obligations due to San Mateo County Community College District for FY 2025-26; and

3. Finding that the proposed 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.

Recommendation:

Accept the cash disbursement report required pursuant to California Health and Safety Code Section 6794.

Recommendation: Receive an informational presentation from staff concerning capital improvement projects, including project status updates.

Recommendation: Receive project update informational presentation from Midpeninsula Regional Open space District
East Palo Alto City Council September 16, 2025 Agenda
4 14. POLICY AND ACTION

14.1. Restated Water Supply Agreement and Updated Tier 2 Drought Response Implementation Plan Amendments

15. COUNCIL REPORTS

16. ADJOURNMENT
Recommendation:

Adopt a resolution:

1. Approving the Cost Allocation Plan and User and Regulatory Fee Study as the basis for amending the Master Fee Schedule;

2. Amending the City’s Master Fee Schedule, based on Cost Allocation Plan and User and Regulatory Fee Study; and

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

Recommendation:

Adopt two resolutions:

1. Approving revisions included in Exhibit A, to the resolution amending the Amended and Restated Water Supply Agreement Between the City and County of San Francisco Wholesale Customers in Alameda County, San Mateo County, and Santa Clara County (WSA), approving those revisions to be incorporated into a revised WSA dated as of 2025, and authorizing the City Manager to execute such Agreement when final execution copies are prepared and distributed by BAWSCA; and

2. Approving the Tier 2 Drought Response Implementation Plan.

Upcoming meetings:

Study Session September 23, 2025 6:00 PM
Regular Meeting October 7, 2025 6:30 PM
Regular Meeting October 21, 2025 6:30 PM
East Palo Alto City Council September 16, 2025 Agenda
5 This AGENDA is posted in accordance with Government Code Section 54954.2(a) This Notice of Availability of Public Records: All public records relating to an open session item which are not exempt from disclosure pursuant to the Public Records Act, that are distributed to the majority of the City Council will be available for public inspection at the City Clerk’s Office, 2415 University Avenue, East Palo Alto, CA at the same time that the public records are distributed or made available to the City Council. Such documents may also be available on the East Palo Alto website www.cityofepa.org subject to staff’s ability to post the documents prior to the meeting. Information may be obtained by calling (650) 853-3100.

The City Council meeting packet may be reviewed by the public in the Library or the City Clerk's Office. Any writings or documents pertaining to an open session item provided to a majority of the City Council less than 72 hours prior to the meeting, shall be made available for public inspection at the front counter at the City Clerk's Office, 2ND Floor, City Hall, 2415 University Avenue, East Palo Alto, California 94303 during normal business hours. Information distributed to the Council at the Council meeting becomes part of the public record. A copy of written material, pictures, etc. should be provided for this purpose.

East Palo Alto City Council Chambers is ADA compliant. Requests for disability related modifications or accommodations, aids or services may be made by a person with a disability to the City Clerk's office at (650) 853-3127 no less than 72 hours prior to the meeting as required by Section 202 of the Americans with Disabilities Act of 1990 and the federal rules and regulations adopted in implementation thereof.

DECLARATION OF POSTING
This Notice is posted in accordance with Government Code §54954.2(a) or §54956. Members of the public can view electronic agendas and staff reports by accessing the City website. Under penalty of perjury, this Agenda was posted to the public at least 72 hours prior to the meeting.

POSTED: September 11th, 2025
ATTEST:

Lucero Avila-Garcia
Lucero Avila-Garcia
Executive Assistant to the City
Manager
East Palo Alto City Council September 16, 2025 Agenda
6 CONSENT ITEM 3.1

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: September 16, 2025
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: James Colin, City Clerk
SUBJECT: National Latino/a History Month Proclamation
Recommendation
Present the proclamation for National Latino/a History Month.

Attachments

1. Proclamation
7 PROCLAMATION OF THE CITY OF EAST PALO ALTO CELEBRATING SEPTEMBER 15 THROUGH OCTOBER 15, 2025

AS NATIONAL LATINA/O HISTORY MONTH
WHEREAS, the cultural richness of East Palo Alto is strengthened by the diversity of the Latino community, whose roots trace across Mexico, Central and South America, the Caribbean, and North America; and WHEREAS, National Latino History Month, observed September 15 through October 15, honors the histories, traditions, resilience, and contributions of Latinx individuals and organizations to the United States, California, the Bay Area, and especially to the City of East Palo Alto; and WHEREAS, this month provides an opportunity to reflect on and take action around issues that affect Latino communities and the broader public, including education, housing, healthcare, immigration, economic justice, political representation, and civic participation; and
WHEREAS, the persistence of anti-Latino, anti-Mexican, and anti-immigrant discrimination continues to challenge our shared commitment to equity and justice, and compels all people to stand together against oppression in all its forms; and
WHEREAS, ongoing challenges with immigration enforcement create fear, instability, and family separation in Latino communities, underscoring the importance of policies that protect immigrant rights, promote inclusion, and strengthen community trust; and
WHEREAS, seven Latin American nations celebrate their independence during this month: Costa Rica, El Salvador, Guatemala, Honduras, and Nicaragua on September 15, Mexico on September 16 with the traditional Grito de Independencia, and Chile on September 18; and WHEREAS, in past years the East Palo Alto Library, Comité Latino, Aspire Charter School, the Senior Centers of EPA and Belle Haven, Live in Peace, EPACENTER, East Palo Alto Academy and other organizations have sponsored or hosted cultural and civic activities that uplift Latino voices and traditions.

NOW THEREFORE BE IT RESOLVED, that the City Council of the City of East Palo Alto hereby proclaims September 15 through October 15 as Latina/o History Month; honors the many contributions of East Palo Alto's Latino community to the City; and invites residents to partake of any activities in the area.

Dated: September 16, 2025
Martha Barragan, Mayor
8 CONSENT ITEM 3.2

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: September 16, 2025
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: James Colin, City Clerk
SUBJECT: Childhood Cancer Awareness Month Proclamation
Recommendation
Present the proclamation for Childhood Cancer Awareness Month.

Attachments

1. Proclamation
9 THE CITY OF EAST PALO ALTO PROCLAIMS SEPTEMBER AS

CHILDHOOD CANCER AWARENESS MONTH
WHEREAS, childhood cancer remains the leading cause of death by disease among children and adolescents in the United States, and;
WHEREAS, 1 in 285 children in the U.S. will be diagnosed by their 20th birthday, and; WHEREAS, an estimated 9,550 children ages 0–14 and 5,140 adolescents ages 15–19 will be diagnosed with cancer in 2025, and;
WHEREAS, cancer death rates among children (ages 0–14) have dropped by nearly 70% in the U.S. over the past four decades, reflecting significant progress in treatments and early detection, and; WHEREAS, more than 496,000 pediatric and adolescent cancer survivors are alive today in the U.S., a testament to medical advancement, and;
WHEREAS, survivors often face ongoing health challenges, including organ damage, fertility issues, stunted growth, and psychological effects; due to treatment toxicity, underscoring the need for robust survivorship care, and;
WHEREAS, childhood cancer survivors are at significantly elevated risk for developing aging-related conditions such as heart disease, stroke, and additional cancers by age 65, often with onset nearly 18 years earlier than peers, and;
WHEREAS, despite survival gains, many children still lack access to appropriate long-term follow-up care and survivorship planning, and;
WHEREAS, childhood cancer research is still profoundly underfunded, receiving only a small fraction of overall cancer research funding, even as nonprofit and healthcare organizations across the nation step up to support families through education, emotional care, and financial assistance, and; WHEREAS, healthcare professionals, researchers, nonprofits, and community organizations continue their unwavering commitment to treating children, advancing cures, and improving quality of life; and; WHEREAS, raising awareness, investing in research, and strengthening survivorship support are essential for reducing suffering and securing brighter futures for children and families across our community; NOW, THEREFORE, BE IT RESOLVED that the East Palo Alto City Council hereby proclaims September 2025 as Childhood Cancer Awareness Month, honoring those affected, advocating for equitable access to care and research, and renewing our commitment to helping every child survive and thrive.

Dated: September 16, 2025
Martha Barragan, Mayor
10 CONSENT ITEM 3.3

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: SEPTEMBER 16, 2025
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Shiri Klima, Assistant City Manager
Maurice Baker, Community Services Manager
SUBJECT: General Engineering Contract Approval for Priority Park Projects and Pilot Dog Park
Recommendation
Adopt a resolution:

2. Authorizing a contingency up to 20%, which equals $43,970, for a total project engineering budget of $263,820; and

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

Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
 Priority: Parks, Recreation, and Community Facilities Background
11 CONSENT ITEM 3.3
The FY 2025-2029 City Council Strategic Priorities Work Plan includes During the Strategic Priority engagement process held from February to May 2025, it was determined that there were several projects pertaining to East Palo Alto parks and facilities that Council and the community had interest in undertaking. Council confirmed this decision when adopting the Fiscal Year 2025- 2027 Work Plan on June 17, 2025. In the subsequent budget adoption item, funds were allocated to secure General Engineering consultancy in support of completing the following projects:
 Enhanced or new Park Lighting Hybrid Camera systems for Safety in Bell Street Park, Jack Farrell Park, Martin Luther King Junior Park, and Joel Davis Park  Sports Lighting for playing fields at Martin Luther King Junior Park  Pilot Dog Park feasibility and implementation at Martin Luther King Junior Park  Scoreboard installation at Jack Farrell and Martin Luther King Junior Park  AV Improvements at Cooley Landing Educational Center
The priorities process mapped out the completion of these projects during a one-to-two-year timeline beginning Fall 2025 and concluding Spring 2027.

Analysis
Parks in East Palo Alto have needed repairs and upgrades for some time while being maintained at a high quality for their current service level. Due to other priorities placed on the Public Works Department, attention to parks improvements have not occurred. With Council’s recent decision, several projects that were requested during the 2023 Parks Master Plan process were given the green light to move forward. Many of these projects pertain to the safety of our residents through new or improved lighting and added amenities that allow for greater use of our parks that can lead to reduced vandalism and other negative impacts.

On July 8, 2025, staff released a request for proposals (RFP) to the public and to expert trade journals. The deadline for vendors to submit proposals was August 12, 2025. At the deadline staff received three proposals from CSWST2, IMEG, and Verde Design. All proposals were reviewed for proposal quality, work experience, client references, project approach and workplan schedule. Staff from the City Manager’s Office (Shiri Klima), Engineering (Batool Zaro), and Community Services (Maurice Baker) scored the proposals. The deadline for vendors to submit proposals was August 12, 2025, and staff are recommending CSWST2 for Council consideration. Staff recommends that the City Council award a contract to move forward with CSWST2 due to the positive response from client references, aggressive but realistic proposed project schedule, and the ability to stay under budget pending internal project review or change orders. Staff further recommends that Council delegate its authority to the City Manager with respect to negotiating and executing that contract. CSWST2 proposes to work on design and permitting through the remainder of 2025 and to begin date to start construction on projects in January 2026. They believe this work can be completed in and completion is July 2026.

Fiscal Impact
There is no direct fiscal impact for this item as funds have already been appropriated in the FY25-26 Community Services budget.
12 CONSENT ITEM 3.3
Public Notice
The public was provided notice by making the agenda and report available on the City’s website and on a bulletin board located at City Hall: 2415 University Avenue, East Palo Alto.

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

Government Code § 84308
Applicability of Levine Act: No.

Analysis of Levine Act Compliance: Not applicable, or see below.

Attachments

1. Resolution.

2. Request for Proposals (RFP)
13 Resolution No. XX-2025 1 of 2
RESOLUTION NO. XX – 2025

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO

AUTHORIZING THE CITY MANAGER TO AWARD, NEGOTIATE AND EXECUTE AN AGREEMENT, IN A FORM APPROVED BY THE CITY ATTORNEY, IN AN AMOUNT NOT-TOEXCEED $219,850 WITH CSWST2 FOR ENGINEERING SERVICES TO COMPLETE THE PARK PRIORITY PROJECTS AND THE PILOT DOG PARK; AUTHORIZING A CONTINGENCY UP TO 20%, WHICH EQUALS $43,970, FOR A TOTAL ENGINEERING BUDGET OF $263,820; AND

FINDING THAT THE ACTION BEING CONSIDERED BY THE CITY COUNCIL IS EXEMPT FROM

THE CALIFORNAI ENVIRONMENTAL QUALITY ACT (CEQA) BECAUSE IT IS NOT A “PROJECT” PURSUANT TO 15378(B)(4)
WHEREAS, during the Strategic Priority engagement process held from February to May 2025, it was determined that there were several projects pertaining to East Palo Alto parks and facilities that Council and the community had interest in undertaking; and WHEREAS, in the subsequent Fiscal Year 25-26 Budget adoption, funds were allocated to secure general engineering consultants in support of completing the following projects:
 Enhanced or new Park Lighting Hybrid Camera systems for Safety in Bell Street Park, Jack Farrell Park, Martin Luther King Junior Park, and Joel Davis Park;  Sports Lighting for playing fields at Martin Luther King Junior Park;  Pilot Dog Park feasibility and implementation at Martin Luther King Junior Park;  Scoreboard installation at Jack Farrell and Martin Luther King Junior Park; and  AV Improvements at Cooley Landing Educational Center; and WHEREAS, the priorities process mapped out the completion of these projects during a one-totwo-year timeline beginning Fall 2025 and concluding Spring 2027; and WHEREAS, on July 8, 2025, staff released a request for proposals (RFP) for engineering services to design and project manage these parks projects; and WHEREAS, all proposals were due August 12, 2025, and staff received three responsive proposals, including from CWST2, the lowest responsive bidder.

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

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

2. Authorizes the City Manager to award, negotiate and execute a contract, in a form approved by the City Attorney, in an amount not to exceed $219,850.00 with CSWST2 for engineering services to complete the Park Priority Projects and the Pilot Dog Park.

3. Authorizes a contingency up to 20%, which equals $43,970, for a total project engineering budget of $263,820.00.
14 Resolution No. XX-2025 2 of 2

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

PASSED AND ADOPTED this 16th day of September 2025, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Martha Barragan, Mayor
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk John D. Lê, City Attorney
15 CONSENT ITEM 3.4

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: September 16, 2025
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Humza Javed, Public Works Director
Nancy Murguia, Management Analyst
SUBJECT: Capital Water System Improvement Payments to Veolia Recommendation
Adopt a resolution:

Alignment with City Council Strategic Plan
 Priority: Public Health, Safety, and Quality of Life
 Priority: Public Infrastructure and Utilities
Executive Summary
The City of East Palo Alto contracts with Veolia to operate and maintain the City’s water system under a lease agreement that allocates $110,000 annually for system maintenance and repairs.

Costs above this allocation are categorized as capital improvements, for which Veolia may request reimbursement; the work associated with these improvements is preapproved by the City through the encroachment permit process.
16 CONSENT ITEM 3.4
In FY 2023/24 and FY 2024/25, Veolia and its subcontractors, including C2R, performed additional capital improvements such as repairing watermain and service line leaks, replacing deteriorated fire hydrants, and upgrading valves and valve boxes. These services resulted in costs exceeding the annual allocation. The total expended by Veolia for water system improvements in East Palo Alto in FY 2023/2024 was $317,278.23; and in FY 2024/2025 was $406,951.65. The reimbursement delay of FY 2023/24 was due to an untimely submittal and required verification and negotiation of the cost and services claimed. Upon subtracting the annual contractual allocation for capital improvements ($110,000) per the lease agreement, Veolia is requesting an approximate remaining amount of $204,043.97 for FY 2023/24 and $296,190.59 for FY 2024/25 in capital expenditure reimbursement overages.

The total reimbursement amount adds up to $500,234.56 for these verified expenses in accordance with the lease agreement. Staff has reviewed the invoices and supporting documentation, confirmed the work performed, and recommends approval of the reimbursement from the water service fund as well as the water capital fund.

Background
The City has a lease agreement with Veolia to operate and maintain the City’s water system through April 9, 2026. The lease agreement allocates up to $110,000 annually for system maintenance and repair costs. According to the lease agreement, any costs above the allocation are considered water system improvements for which Veolia must be reimbursed.

In addition to Veolia personnel, various subcontractors, including C2R, are engaged to perform capital improvement, operations, and maintenance services on behalf of Veolia for the City’s water system. These services include, but are not limited to, citywide watermain and service line leak repairs, replacement of deteriorated fire hydrants, valve and valve box upgrades, fire, Gloria Way well maintenance, and servicing of the City’s water sampling stations.

Analysis
In FY 2023/2024 and FY 2024/2025, Veolia incurred subcontractor expenses for supplemental capital improvements. These costs exceeded the $110,000 annual allocation provided under the agreement, and Veolia has submitted a reimbursement request (a process referred to as “true up”). Staff has reviewed the supporting documentation and confirmed completion of the work. A cost breakdown is provided below and a detailed service and invoice breakdown is provided in Attachment 2 and Attachment 3.

Year Description Amount
FY 2023/2024 EPA R&M for FY2023/24 $204,043.97
FY 2024/2025 EPA R&M for FY2024/25 $296,190.59
17 CONSENT ITEM 3.4
In FY 2023/24 Veolia paid an excess of $204,043.97 to its subcontractors for water system improvements in the city. In FY 2024/25 Veolia paid an excess of $296,190.59 to its subcontractors for water system improvements in the city. Veolia now seeks to be reimbursed for the additional $500,234.56. This amount is due to Veolia in accordance with the lease agreement, as Veolia requests an annual “true-up” for the additional costs.

The allocation of $110,000 for water system operation and maintenance in the lease agreement was set in 2001 (over 24 years ago) and is insufficient to operate and maintain the water system.

Staff is looking to increase this allocation in future contract amendments with Veolia.

Moreover, these costs also include capital improvements to the system such as new fire hydrants, water mains areed valves.

Fiscal Impact
Staff recommends appropriating funds in the amount of $500,234.56 from Water Capital Funds and Water Service Fund, which hold an adequate fund balance to cover the expenditures.

Year Fund Amount
FY 2023/2024 F511 – Water Capital $60,469.41
FY 2023/2024 F510 – Water Service $143,574.56
FY 2024/2025 F511 – Water Capital $40,398.04
FY 2024/2025 F510 – Water Service $255,792.55
As to the split between the Water Capital and Water Service funds, Finance Director Oku provided a recommendation for certain items to capitalize, which are accounted for in the Water Capital fund, while other items are considered ordinary repair and maintenance, which are accounted in Water Service fund. More details can be provided upon request.

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

Environmental
The action being considered does not constitute a “Project” within the meaning of the California Environmental Quality Act (CEQA), pursuant to CEQA Guideline section 15378 (b)(5), in that it is a government administrative activity that will not result in direct or indirect changes in the environment. Additionally, the proposed action is further exempt from CEQA pursuant to Sections 15301 (Repair, maintenance and/or minor alteration of an existing facility) and Sections 15303 (construction and location of limited numbers of new, small facilities or structures) because any improvements for which reimbursement is owed consisted primarily of minor roadway or infrastructure repairs within existing facilities. 18 CONSENT ITEM 3.4
Government Code § 84308
Applicability of Levine Act: No, as the proposed action does involve an entitlement.

Analysis of Levine Act Compliance: Not applicable.

Attachments

1. Resolution

2. FY 2023/2024 Veolia invoices

3. FY 2024/2025 Veolia invoices
19 Resolution No. XX-2025 1 of 2
RESOLUTION NO. XX-2025

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO

AUTHORIZING THE CITY MANAGER TO REIMBURSE VEOLIA FOR CITY-WIDE CAPITAL WATER

SYSTEM IMPROVEMENTS
WHEREAS, the City has a lease agreement with Veolia to operate and maintain the City’s water system through April 9, 2026; and
WHEREAS, in FY2023/24 Veolia paid a total amount of $317,278.23 to its subcontractors for water system improvements in the City; and
WHEREAS, in FY2024/25 Veolia paid a total amount of $406,951.65 to its subcontractors for water system improvements in the City; and
WHEREAS, the lease agreement allocates up to $110,000 annually for system maintenance and repair costs; and
WHEREAS, according to the lease agreement, Veolia is to be reimbursed for the additional amount exceeding the annual $110,000; and
WHEREAS, a total of $500,234.56 water improvement costs for FY2023/24 and FY2024/25 is due to Veolia.

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

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

2. Authorizes the City Manager to reimburse Veolia for city-wide capital water system improvements and appropriates in an amount not to exceed cost of $500,234.56 from the Water Capital Fund and Water Service Fund for FY 2023/2024 and FY 2024/2025; and

3. Finds that the action being considered does not constitute a “Project” within the meaning of the California Environmental Quality Act (CEQA), pursuant to CEQA Guideline section 15378 (b)(5), in that it is a government administrative activity that will not result in direct or indirect changes in the environment, and that pursuant to section 15301 (minor alterations) as it involves minor improvements to existing facilities.

PASSED AND ADOPTED this 16TH day of September 2025, by the following vote:

AYES:

NOES:

ABSENT:
20 Resolution No. XX-2025 2 of 2
ABSTAIN:

Martha Barragan, Mayor
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk John D. Lê, City Attorney
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CONSENT ITEM 3.5

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: September 16, 2025
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Matt Vining, Utility Manager
Humza Javed, Public Works Director
SUBJECT: Response to San Mateo County Civil Grand Jury Report: “Will the Next Big One Leave You High and Dry?”
Recommendation

Executive Summary
This update to the original Civil Grand Jury Report from 2021-2022 titled “The Other Water Worry: Is Your Water Provider Prepared for the Big One?” builds on several findings found in the original report, as well as citing new findings. The City of East Palo Alto is required to have a response returned to the Honorable Donald J. Ayoob no later than October 6, 2025, that contains answers to whether or not the City of East Palo Alto agrees or disagrees with the Civil Grand Jury’s findings.

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

Priority: Civic Engagement
Priority: Public Health, Safety, and Quality of Life
Priority: Public Infrastructure and Utilities
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CONSENT ITEM 3.5
Background
The California Penal Code provides for the formation of civil grand juries and their powers and duties. With respect to public agencies, grand juries are authorized to “Investigate and report upon the operations, accounts and records of the officers, departments, functions, and the method or systems of performing the duties of any such city or joint powers agency and make such recommendations as it may deem proper and fit.” (California Penal Code § 925(a).) A grand jury is an independent judicial body, composed of 19 citizens, that acts as an “arm of the court,” as authorized by the State Constitution, to be a voice of the people and conscience of the community.

The United States Environmental Protection Agency (EPA) is responsible for implementing the America’s Water Infrastructure Act of 2018 (AWIA). AWIA requires water providers serving more the 3,300 to develop a Risk and Resiliency Assessment (RRA) that addresses risks from both natural hazards and malevolent actors for water system infrastructure and operations. AWIA also requires water providers to develop an Emergency Response Plan (ERP) that includes plans, procedures, and strategies to prepare for and respond to threats identified in the RRA. The City of East Palo Alto prepared a RRA and ERP in 2021 per AWIA requirements.

Within 90 days after the Grand Jury submits a report regarding the operations of any public agency, California Penal Code § 933(c) provides the “governing body of the public agency shall comment to the presiding judge of the Superior Court on the findings and recommendations pertaining to matters under the control of the governing body…”. The proposed response for the City of East Palo Alto is included as Attachment B. The City is required to submit a response to the Report no later than 90 days after the Report was issued, that is, by October 6, 2025.

The Grand Jury selected and investigated 6 of the 16 major water providers in San Mateo County. The Grand Jury requested that 4 of the 6 water providers respond to the Report.

The Grand Jury specifically reviewed the following items:
 Does the water provider perform emergency preparedness exercises consistent with its emergency response plan (ERP)?
 Does the water provider perform an analysis and document an after-action report consistent with its ERP?
 Does the water provider have sufficient water storage to provide emergency water for a period of at least three days?
 Does the water provider have sufficient fuel storage to provide emergency fuel for a period of at least three days?
Analysis
The Report presents six findings and makes six recommendations. The first five findings and recommendations are directed towards water providers and the sixth is directed towards San Mateo County Department of Emergency Management.
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CONSENT ITEM 3.5
Staff reviewed and prepared a response letter as instructed by the report. The proposed responses to the report can be found below, and the proposed response letter is included as Attachment B. With the Council’s authorization, the Mayor will execute and the City Manager will transmit the City’s response to the Grand Jury by October 6, 2025, as required by statute.

San Mateo County Civil Grand Jury Findings with Proposed City’s Response:

The City is instructed to respond specifically to Findings F2, F3, F4, and F5 in the report. For each finding, the City must state whether the City agrees with the finding or disagrees wholly or partially with the finding.

F2. The water provider does not have three (3) days of emergency water storage, potentially compromising its ability to supply water following a catastrophic interruption in water distribution service.

City of East Palo Alto: The City agrees with this finding.

F3. The water provider does not have three (3) days of emergency fuel storage, affecting its ability to supply water following a catastrophic interruption in water distribution service.

City of East Palo Alto: The City disagrees wholly with this finding.

F4. The water provider could not produce documentation analyzing past exercises to test readiness and improve their performance, impacting their ability to supply water following a catastrophic interruption in water distribution service City of East Palo Alto: The City agrees with this finding.

F5. The water provider does not perform operational Functional or Full-Scale exercises, compromising the clarity of roles and responsibilities, and helping identify resource gaps.

City of East Palo Alto: The City agrees with this finding.

San Mateo County Civil Grand Jury Recommendations with Proposed City’s Response:

The City is instructed to respond specifically to Recommendations R2, R3, R4, and R5 in the report. For each recommendation the City must respond to the recommendations.

R2. The Grand Jury recommends that by December 31, 2027, the water provider will develop plans to increase emergency water storage capacity sufficient to provide emergency water to its community for a minimum of three (3) days.
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CONSENT ITEM 3.5
City of East Palo Alto:

This recommendation will be implemented in the future and is currently on track to be completed by December 2027. The City is currently working on a water tank siting study that will identify future water storage locations and capacity citywide.

For the City of East Palo Alto, the average daily water usage is 1.5 million gallons per day or 4.6 million gallons over three days.

On October 4, 2022, the City Council adopted a resolution approving and adopting the 2022 Water System Master Plan. As part of the plan, the City identified two water storage projects, the “Pad D” tank at the corner of East Bayshore Road and Clarke Avenue and a second storage tank at 375 Donohoe Street. The two planned storage tanks have a combined capacity of 1.65 MG.

The “Pad D” water storage tank has been constructed by Light Tree Apartments and will be conveyed to the City by the end of 2026. Additionally, the City is working with the Sand Hill Properties to construct an additional water storage tank on the west side of the City at 375 Donohoe Street using approved CIP funding. This is planned to be completed by the end of 2027.

R3. The Grand Jury recommends that by December 31, 2026, the water provider develop plans to increase emergency fuel and pumping capabilities in order to provide emergency water to their community for a minimum of three (3) days.

City of East Palo Alto:

Since the Grand Jury’s investigation, the City determined there is adequate fuel storage for at least three days, hence this recommendation has already been implemented.

The City has only one facility that requires fuel storage to operate a standby generator, the Gloria Way Well and treatment system. The facility has an above ground storage tank that holds 516 gallons of diesel fuel and a Kohler Model 100REOZJF standby generator. The standby generator operating at 75% load uses 6.6 gallons per hour or 475 gallons over three days, which is adequate to operate the emergency generator for a period of at least three days.

R4. The Grand Jury recommends that by December 31, 2025, the water provider perform an analysis and document an After-Action Report consistent with its emergency response plan.

City of East Palo Alto:

This recommendation has not been implemented in the future, within three (3) months. The City of East Palo Alto staff will work with its water operations and maintenance provider, Veolia Water, as well as the Police and Fire Departments to perform a full-scale readiness exercise and a subsequent analysis as well as an “After Action Report”. 216
CONSENT ITEM 3.5
R5. The Grand Jury recommends that by June 30, 2026, the water provider perform, at a minimum, functional operational exercises consistent with its emergency response plans (ERP).

City of East Palo Alto:

This recommendation will be implemented in the future by June 30, 2026. Although it was not documented, the City’s contracted water operations and maintenance provider, Veolia Water, has performed operational functional or full-scale exercises in the past.

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.

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

Analysis of Levine Act Compliance: Not applicable.

Attachments

1. Resolution

2. Grand Jury Response Letter
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Resolution No. XX-2025 1 of 2
RESOLUTION NO. XX– 2025

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO

AUTHORIZING THE MAYOR TO EXECUTE AND THE CITY MANAGER TO SUBMIT A RESPONSE LETTER TO THE JULY 8, 2025, SAN MATEO COUNTY CIVIL GRAND JURY REPORT TITLED, “WILL THE NEXT BIG ONE LEAVE YOU HIGH AND DRY?” WHEREAS, on July 8, 2025, the San Mateo County Civil Grand Jury issued a report titled “Will the Next Big One Leave You High and Dry?” (Report) to the presiding judge of the San Mateo County Superior Court; and
WHEREAS, the City of East Palo Alto (“City”), like other water providers in San Mateo County, is required to submit a response to the findings and recommendations in the Report; and WHEREAS, the Report investigated sixteen water providers in San Mateo to determine if each water provider was prepared to supply water to customers in the event of a major catastrophic seismic event; and
WHEREAS, the City has prepared a response letter to the San Mateo County Jury Report “Will the Next Big One Leave You High and Dry?”

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

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

2. Authorizes the Mayor to execute the City’s response letter to the San Mateo County Civil Grand Jury Report: “Will the Next Big One Leave You High and Dry?” and to submit the response letter to the presiding judge of the San Mateo County Superior Court; and

PASSED AND ADOPTED this 16th day of September 2025, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
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Resolution No. XX-2025 2 of 2
Martha Barragan, Mayor
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk John D. Lê, City Attorney
219
September 16, 2025
The Honorable Donald J. Ayoob
Judge of the Superior Court
c/o Jenarda Dubois
Hall of Justice
400 County Center, 8th Floor
Redwood City, CA 94063-1655
Dear Honorable Judge Ayoob,
Thank You for the opportunity to review and comment on the San Mateo Civil Grand Jury Report titled “Will the Next Big One Leave You High and Dry?” issued on July 8, 2025. The City Council of the City of East Palo Alto approved the response below to the Report at its September 16, 2025 meeting.

The City’s Responses to the Required Findings:

The report required the City to respond to Findings F2, F3, F4, and F5 as shown on page 12 & 13 of the report.

City of East Palo Alto: The City agrees with this finding.

F3. The water provider does not have three (3) days of emergency fuel storage, affecting its ability to supply water following a catastrophic interruption in water distribution service.

City of East Palo Alto: The City disagrees wholly with this finding.

F4. The water provider could not produce documentation analyzing past exercises to test readiness and improve their performance, impacting their ability to supply water following a catastrophic interruption in water distribution service 220
City of East Palo Alto: The City agrees with this finding.

F5. The water provider does not perform operational Functional or Full-Scale exercises, compromising the clarity of roles and responsibilities, and helping identify resource gaps.

City of East Palo Alto: The City agrees with this finding.

San Mateo County Civil Grand Jury Recommendations with Proposed City’s Response:

The City is instructed to respond specifically to Recommendations R2, R3, R4, and R5 in the report. For each recommendation the City must respond to the recommendations.

City of East Palo Alto:

This recommendation will be implemented in the future and is currently on track to be completed by December 2027. The City is currently working on a water tank siting study which will identify future water storage locations and capacity citywide.

For the City of East Palo Alto, the average daily water usage is 1.5 million gallons per day or 4.6 million gallons over three days.

On October 4, 2022, the City Council adopted a resolution approving and adopting the 2022 Water System Master Plan. As part of the plan, the City identified two water storage projects, the “Pad D” tank at the corner of East Bayshore Road and Clarke Avenue and a second storage tank at 375 Donohoe Street . The two planned storage tanks have a combined capacity of 1.65 MG.

The “Pad D” water storage tank has been constructed by Light Tree Apartments and will be conveyed to the City by the end of 2026.. Additionally, the City is working with the Sand Hill Properties to construct an additional water storage tank on the west side of the 221
City at 375 Donohoe Street using approved CIP funding. This is planned to be completed by the end of 2027.

City of East Palo Alto:

Since the Grand Jury’s investigation, the City determined there is adequate fuel storage for at least three days, hence this recommendation has already been implemented.

R4. The Grand Jury recommends that by December 31, 2025, the water provider perform an analysis and document an After-Action Report consistent with its emergency response plan.

City of East Palo Alto:

This recommendation has not been implemented in the future, within three (3) months.

The City of East Palo Alto staff will work with its water operations and maintenance provider, Veolia Water, as well as the Police and Fire Departments to perform a full-scale readiness exercise and a subsequent analysis as well as an “After Action Report”.

R5. The Grand Jury recommends that by June 30, 2026, the water provider perform, at a minimum, functional operational exercises consistent with its emergency response plans (ERP).

City of East Palo Alto:
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This recommendation has not been implemented in the future by June 30, 2026. Although it was not documented, the City’s contracted water operations and maintenance provider, Veolia Water, has performed operational functional or full-scale exercises in the past.

On behalf of the City Council of the City of East Palo Alto, I would like to thank you for the opportunity to review and comment on the above.

Sincerely,
Martha Barragan
Mayor
City of East Palo Alto
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CONSENT ITEM 3.6

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: September 16, 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: Fiscal Years 2023-2025 City Council Strategic Priorities Final Status Update Recommendation
Receive an update on the FY 2023-2024 through FY 2024-2025 Strategic Priorities Work Plan.

Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
 Priority: Civic Engagement
 Priority: Comprehensive Housing
 Priority: Governance, Organizational Strength, and Fiscal Sustainability  Priority: Land Use, Economic and Workforce Development  Priority: Parks, Recreation, and Community Facilities  Priority: Public Health, Safety, and Quality of Life
 Priority: Public Infrastructure and Utilities
Background
The City Council conducts an annual Priority Setting process to designate high-priority initiatives, ordinances, and/or projects. The goal of the Priority Setting process is to allow the administration to focus limited staff and financial resources on initiatives that the City Council identifies as the highest priorities. The Council held a Priority Setting session on January 21, 2023, during its City Council Retreat to inform development of the FY 2023–2025 Work Plan, and on April 18, 2023, officially approved seven Strategic Priorities for Fiscal Years 2023–24 and 2024-2025. 224
CONSENT ITEM 3.6
Those priorities were:

1. Promote Housing, Economic and Workforce Development

2. Implement the Comprehensive Transportation and Mobility Plan

3. Promote Health & Public Safety

4. Ensure Our Financial and Organizational Health

5. Improve the City's Water Infrastructure

6. Develop and Implement a Comprehensive Facilities Master Plan

7. Enhance Community Services and Parks for Residents
This report and Attachment 1 provide a cumulative, final update for Work Plan progress through the closeout of the FY 2023-2025 cycle (July 1, 2023, through June 30, 2025).

Analysis
The FY 2023–2025 Council Work Plan represented an ambitious undertaking of 92 projects across multiple City departments. By June 30, 2025, the City had completed or operationalized 41 of these projects, reflecting meaningful progress even though not all initiatives could be accomplished within a two-year period.

Many projects from the FY 2023–2025 Work Plan were designed as multi-year efforts requiring phased implementation. To ensure continuity, these projects were incorporated into the FY 2025–2027 Work Plan, which the Council formally adopted on June 17, 2025. The 47 projects still in progress were reviewed, refined, and consolidated into 37 encompassing initiatives that will now be tracked in the new Work Plan. Four projects from the FY 2023–2025 Work Plan remain on hold indefinitely with no specified timeline for implementation due to factors such as project sequencing, funding availability, and interagency coordination. These items may be reconsidered in the future as prerequisites are met, resources become available, or partner agencies are ready to move forward.

By the close of FY 2024–25, the City completed one of the major projects from the outgoing Work Plan: development of the FY 2025–2029 Strategic Priorities, alongside the FY 2025– 2027 Work Plan. This process was guided by Council direction, informed by community input, and coordinated across departments and produced a formally adopted Strategic Plan in June 2025.

Together, the new Strategic Priorities and Work Plan set clear direction on major policy areas, connect priorities to budgeting and implementation, and position the City to advance longrange planning in alignment with Vision 2035. Several foundational efforts from the FY 2023- 2025 Work Plan cycle are laying the groundwork for long-term success in the new Work Plan and beyond, including updates to core City policies and information management systems. At the same time, major infrastructure projects such as flood protection improvements, road safety upgrades, and library construction remain underway with completion expected beyond 2025 and through 2027. With the adoption of the new guiding documents in June 2025, the FY 2023–2025 Work Plan is now concluded.
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CONSENT ITEM 3.6
The sections that follow provide a final update on project status, highlighting what has been completed, operationalized, carried forward, or deferred. A comprehensive list of Strategic Priority goals with detailed status updates is provided in Attachment 1.

Completed Projects (Projects finished during the FY 2023-2025 cycle.)

1. Present TOPA/COPA Recommendations and Other Opportunities to Promote Homeownership

2. Complete the Updated Housing Element

3. Update Affordable Housing Strategy

4. Revisit the West Side Area Plan Development Approval Process

5. Complete the Ravenswood Business District/Four Corners Specific Plan Update

6. Streamline the ADU Permitting Process

7. Implement Short-Term Improvements Identified in the Final Mobility Report

8. Explore a Potential Public Infrastructure Revenue Measure for the November 2024 Election

9. Complete East Bayshore Sidewalk Improvement Project Design

10.Design University Avenue Safety Improvements

11.Construct Bus Stop Shelter Improvements Using AHSC Grant Funds

12.Finalize the Addison Avenue Safe Routes to School and Green Infrastructure Project

13.Establish Emergency Communication Protocols with Community Partners

14.Construct Improvements to the San Francisquito Creek Bank

15.Analyze Needs, Strategies, and Community Support for Funding Public Infrastructure

16.Perform Impact Fee Nexus Study

17.Launch Health & Wellness Initiative

18.Update the City’s Recruitment Process

19.Develop and Launch an Employee Training and Development Program

20.Complete Compensation/Market Movement Study

21.Coordinate Continuation or Completion of Contract Services Provided by Redwood City

22.Conduct Process to Develop a 5–10 Year Strategic Plan

23.Complete Construction of Water Intertie at University/Woodland with Palo Alto

24.Conclude Consideration of Potential Interim or Long-Term Police Department Sites

25.Complete Construction of 12" Water Transmission Line on University Avenue

26.Provide Council Recommendations for Police Department Sites After October 2025

27.Construct the Joel Davis Park Restroom
Projects That Are Now Operational (Established during FY 2023-2025 and continuing as ongoing programs, services, or processes.)

1. Continue to Implement the City’s Affordable Housing Strategy 226
CONSENT ITEM 3.6

2. Implement the Updated Housing Element

3. Implement the First Source Hiring Program

4. Continue Work with Consultant to Identify and Apply for Grants

5. Transition EPASD From an Independent Organization to a City Subsidiary

6. Build EPA CERT Team Membership

7. Develop 10-Year Financial Projections

8. Plan and Implement an Enterprise Resource Planning (ERP) System

9. Investigate State and Federal Water Funding Opportunities, Including WIFIA and DWSRF

10.Facilitate City-Sponsored Events on an Operational Basis

11.Consider Organizational Structure and External Partnerships to Best Provide Cultural Events

12.Strengthen Partnerships with Outside Organizations for Comprehensive Focus on Youth Issues

13.Build Relationships with Foundations and Philanthropic Organizations to Identify Partnerships

14.Implement a Program That Activates Parks and Promotes Public Health and Safety (Similar to the FIT Zone Program)
Projects Carried Forward to the FY 2025–2027 Work Plan (Active efforts that remain priorities and are formally included in the new Work Plan.)

1. Implement Measure HH Employment Program (carried forward to the FY 2025-2027 Work Plan as a component of Conclude Measure HH Pilot Evaluation and Initiate Ongoing Workforce Development Program)

2. Establish Rent Registry for Both Stabilized and Market-Rate Rental Units

3. Create an Economic Development Strategy Focusing on Small and Micro Businesses for City Council Consideration (carried forward to the FY 2025-2027 Work Plan as Create an Economic Development Strategic Plan Focusing on Small and Micro Businesses)

4. Convert the City’s Cummings Loft Property into Office Space for a Small Business Incubator (carried forward to the FY 2025-2027 Work Plan as Renovate the Cummings Loft Property into a Small Business Incubator)

5. Implement Program to Distribute Community Resource Funds Grant (carried forward to the FY 2025-2027 Work Plan as two separate projects: Develop and Launch Home Repair Program and Implement Program to Distribute Community Resource Funds Grants for Small Business Assistance.)

6. Work With Partners to Complete Construction of 965 Weeks/Colibri Commons (carried forward to the FY 2025-2027 Work Plan as Complete Construction of 965 Weeks/Colibri Commons)
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CONSENT ITEM 3.6

7. Update the Zoning Code to Address Permanent Supportive Housing, Housekeeping Units, Residential Care Facilities, and Objective Design Standards (carried forward to the FY 2025-2027 Work Plan as Update the Zoning Code)

8. Develop a Pop-Up and Unlicensed Businesses Policy and Program (carried forward to the FY 2025-2027 Work Plan as Design and Implement a “Pop-Up”/Sidewalk Vending Policy and Program)

9. Implement Mid-Term Improvements Identified in the Final Mobility Report (components of this project are carried forward in the FY 2025-2027 Work Plan under the project Install New Traffic Signal and Complete Safety Upgrades on University Avenue at Runnymede)

10.Initiate a Parking Permit Pilot Program (carried forward to the FY 2025-2027 Work Plan as Launch a Residential Parking Permit Program)

11.Construct University Bicycle/Pedestrian Overcrossing (carried forward to the FY 2025- 2027 Work Plan as Construct a Bicycle and Pedestrian Overcrossing on University Avenue at US 101)

12.Construct the East Bayshore Sidewalk Improvements (carried forward to the FY 2025- 2027 Work Plan as Build Sidewalk and Pedestrian Safety Improvements on East Bayshore Road)

13.Construct University Avenue Safety Improvements (components of this project are carried forward in the FY 2025-2027 Work Plan under the project Install New Traffic Signal and Complete Safety Upgrades on University Avenue at Runnymede)

14.Implement Updated Water Capital Surcharges (components of this project are carried forward to the FY 2025-2027 Work Plan as Assess Utility Operations and Prepare Transition Plan for Post-Lease Operations)

15.Replace Temporary Traffic Circles on Pulgas Avenue with Mini Roundabouts (carried forward to the FY 2025-2027 Work Plan as Construct Mini Roundabouts to Replace Temporary Traffic Circles on Pulgas Avenue)

16.Construct University Avenue at Runnymede Traffic Signal Improvements (carried forward to the FY 2025-2027 Work Plan as Install New Traffic Signal and Complete Safety Upgrades on University Avenue at Runnymede)

17.Complete the Street Lighting Upgrade Project (70 Streetlights and Clarke Avenue Overcrossing) (carried forward to the FY 2025-2027 Work Plan as Install Citywide Lighting Improvements - Phase II)

18.Design and Construct Road Improvements on Woodland Avenue from University Avenue to Newell Road (carried forward to the FY 2025-2027 Work Plan as Design Roadway Improvements on Woodland Avenue)

19.Enhance Community Flood Protection Through Collaboration with SFCJPA on San Francisquito Creek Reach 2 Improvements (carried forward to the FY 2025-2027 Work Plan as Collaborate with SFCJPA to Construct San Francisquito Creek Flood Protection Upgrades)

20.Enhance Community Flood Protection Through Collaboration with SFCJPA to Implement the Safer Bay Project (carried forward to the FY 2025-2027 Work Plan as Collaborate with SFCJPA to Implement the SAFER Bay Project) 228
CONSENT ITEM 3.6

21.Coordinate With City of Palo Alto on the Newell Street Bridge Replacement Project (carried forward to the FY 2025-2027 Work Plan as Collaborate with City of Palo Alto to Replace the Newell Street Bridge)

22.Update Disaster Preparedness Plan (carried forward to the FY 2025-2027 Work Plan as a component of the project Launch Emergency Preparedness Program)

23.Develop the Police Department’s Data Analytics Capacity (carried forward to the FY 2025-2027 Work Plan as Implement a Crime Data Analytics Platform for the Police Department)

24.Rehabilitate the O’Connor Pump Station (carried forward to the FY 2025-2027 Work Plan as Modernize Equipment and Complete Rehabilitation of the O’Connor Pump Station)

25.Upgrade the Stormwater System to Meet State Trash Capture Requirements (carried forward to the FY 2025-2027 Work Plan as Construct Full Trash Capture Devices to Meet Stormwater Compliance Requirements)

26.Complete Update of the Environmental Justice (Health & Equity) Element of the General Plan (carried forward to the FY 2025-2027 Work Plan as Update the Environmental Justice Element of the General Plan)

27.Complete Update of the Safety Element of the General Plan (carried forward to the FY 2025-2027 Work Plan as Update the Safety Element of the General Plan)

28.Evaluate Emergency Shelter Sites (carried forward to the FY 2025-2027 Work Plan as a component of the project Launch Emergency Preparedness Program)

29.Develop and Implement a Strategy to Address Illegal Dumping (carried forward to the FY 2025-2027 Work Plan as Strengthen the Clean City Program to Reduce Illegal Dumping)

30.Assess and Prepare for Utility Operational and Finance Needs (carried forward to the FY 2025-2027 Work Plan as Assess Utility Operations and Prepare Transition Plan for Post-Lease Operations.)

31.Update the City’s Personnel Policies and Procedures

32.Develop a Citywide Information Systems Master Plan

33.Plan for Water System Operations in 2026 (carried forward to the FY 2025-2027 Work Plan as Assess Utility Operations and Prepare Transition Plan for Post-Lease Operations)

34.Identify Potential Locations for Additional Water Storage (carried forward to the FY 2025-2027 Work Plan as Conduct a Siting Study to Identify Locations for Additional Water Storage Tanks)

35.Develop a Water Infrastructure Financing Plan (carried forward to the FY 2025-2027 Work Plan as Create a Financing Strategy for Water Infrastructure Upgrades)

36.Develop a Water Asset Management Database (carried forward to the FY 2025-2027 Work Plan as Develop an Asset Management Database)

37.Complete Library Design (carried forward to the FY 2025-2027 Work Plan as Finalize Architectural Design for the New East Palo Alto Library)

38.Work With SMC Libraries to Identify and Implement a Comprehensive Funding Strategy for Library Construction (carried forward to the FY 2025-2027 Work Plan as Collaborate 229
CONSENT ITEM 3.6
with the SMC Libraries to Identify and Implement a Comprehensive Funding Strategy for Library Construction)

39.Finalize Acquisition of County-Owned Beech Street Property (carried forward to the FY 2025-2027 Work Plan as Negotiate with County to Finalize Acquisition of Beech Street Property)

40.Implement Necessary Actions to Enable Police Department Operations After October 2025 (carried forward to the FY 2025-2027 Work Plan as Complete Construction of Tenant Improvements at City Facilities)

41.Investigate Potential Partnership Opportunities with Future Development Projects (components of this project are carried forward to the FY 2025-2027 Work Plan under Plan for Development of New Civic Center Facility)

42.Bid and Construct the City Hall TI at the Former Police Evidence Room (carried forward in the FY 2025-2027 Work Plan as Complete Construction of Tenant Improvements at City Facilities)

43.Consider Establishing a Youth Commission and/or Youth Appointees to City Boards/Commissions (carried forward to the FY 2025-2027 Work Plan as Develop Recommendations for Establishing a Youth Commission or Alternative Youth Civic Engagement Program)

44.Explore Partnerships with School District and Other Entities Regarding Potential Joint Use (carried forward to the FY 2025-2027 Work Plan as Establish a Joint Use Agreement with RCSD for Shared Recreation Sites)

45.Secure Bay Trail Access at Rutgers Street (carried forward to the FY 2025-2027 Work Plan as Construct Access Improvements at Rutgers Street Entrance to the Bay Trail)

46.Consider a Pilot Dog Park Program at an Existing Park or Under Utility Power Lines (carried forward to the FY 2025-2027 Work Plan as Create a Pilot Dog Park)

47.Develop Strategies to Improve Parking and Traffic Enforcement and Identify Next Steps (carried forward to the FY 2025-2027 Work Plan as Expand Parking Enforcement Capacity)
Projects on Hold and Not Carried Forward (Deferred projects that are not part of the FY 2025- 2027 Work Plan.)

1. Proactively Design Additional Water Improvement Projects

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

3. Resolve County Consideration of 2415 University for City’s Exclusive or Shared Use

4. Advance Design of Bell Street Park Project in Partnership with Magical Bridge Foundation
Next Steps:

Projects carried forward from the FY 2023–2025 Work Plan are now included in the FY 2025– 2027 Work Plan. Staff will continue to track and report on their implementation, with the first progress update on Q1 FY 2025–2026 activities scheduled for October 2025. 230
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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.

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. Council Strategic Priorities Work Plan Update July 1, 2023, through June 30, 2025. 231
Project Lead/Co-Lead Status Status Update
1 Implement Measure HH Employment Program CDD - Housing Carried Forward to
FY2025-2027 Work
Plan
On January 7, 2025, staff presented the final performance report from StreetCode Academy on Phase I of its Pilot Program. Final reports from Live In Peace and JobTrain will be presented in June/July 2025, as their Phase I completion was extended by the Council to February 28, 2025. To further support the initiative, the Council allocated additional funding to extend the Pilot Program (Phase II) for all three organizations through May 31, 2025. This project was carried forward to the FY 2025-2027 Work Plan as Conclude Measure HH Pilot Evaluation and Initiate Ongoing Workforce Development Program . Program implementation is complete, evaluation will be ongoing as the final evaluation by Informing Change will end in Summer 2025, and contractors will continue to report on participant wages until early 2026. 2 Continue to implement the City's Affordable Housing Strategy CDD - Housing Operational Implementation of the City's Affordable Housing Strategy is considered an ongoing operational activity. 3 Present TOPA/COPA recommendations and other opportunities to promote homeownership CDD - Housing Complete
On December 6, 2023, the proposed TOPA/COPA ordinance was not adopted by Council. Project effort consisted of over two years of community outreach meetings, Council presentations, research, ordinance drafting, responding to public queries, etc.
4 Complete the updated Housing Element CDD/CMO Complete The updated Housing Element was adopted by the City Council on March 19, 2024, and certified by the California Department of Housing and Community Development (HCD) in April 2024. The 2023-2031 Housing Element is available online: https://www.cityofepa.org/housing/page/housing-element-update-1 5 Implement the updated Housing Element CDD - Housing Operational Implementation of the updated Housing Element is considered an operational activity and remains ongoing. 6 Update Affordable Housing Strategy CDD - Housing Complete The Affordable Housing Strategy was updated and adopted by the City Council on February 6, 2024. The 2024-2028 Affordable Housing Strategy is available online: https://www.cityofepa.org/housing/page/affordable-housing-strategy 7 Establish Rent Registry for both stabilized and market-rate rental units

CDD - RSP/CDD -
Housing
Carried Forward to
FY2025-2027 Work
Plan
Following a competitive bid process, the City Council approved selection of Tolemi to provide a residential rental property registration. Development, testing, and implementation began in November 2024 and are expected to take six months to a year, with a phased launch planned for 2025. Effective outreach and coordination will be critical to ensuring a successful citywide rollout. This project is included in the FY 2025-2027 Work Plan. The estimated completion of the Rent Stabilization portion of the registry is anticipated to go live in January 2026. 8 Create an Economic Development Strategy focusing on small and micro businesses for City Council consideration CMO/CDD Carried Forward to
FY2025-2027 Work
Plan
The City engaged Regional Government Services to develop an RFP for an Economic Development Strategy. An ad-hoc Council subcommittee was formed to collaborate on the effort. The RFP, released in September 2024, generated eight proposals. The City Council awarded the contract to HR&A Advisors in December 2024. After site tours, stakeholder roundtables, and community events, HR&A prepared an Existing Conditions Report that serves as a baseline for the project. This project is carried forward to the FY 2025-2027 Work Plan with the refined title Create an Economic Development Strategic Plan Focusing on Small and Micro Businesses . Adoption of the plan is expected to take place late fall/early winter 2025. Council will consider adopting the plan and then determine what implementation steps staff should pursue, which would occur in 2026 and later.
9 Convert the City's Cummings Loft property into office space that could be used as a small business incubator PWD
Carried Forward to
FY2025-2027 Work
Plan
The City received a $555,000 grant from the Small Business Administration to repurpose the former Redevelopment Agency's space at Cummings Loft into a local incubator. The City Council awarded the design contract in April 2024. The project is currently in the design development phase, with completion expected by Summer 2026. This project is carried forward to the FY 2025-2027 Work Plan as Renovate the Cummings Loft Property into a Small Business Incubator . The bidding process is scheduled for November 2025, followed by an estimated five-month construction phase, which is anticipated to be completed by the Summer of 2026.
10 Implement program to distribute Community Resource funds grant CMO/CS/CDD
Carried Forward to
FY2025-2027 Work
Plan
In May 2023, the City Council directed the allocation of funds across four service areas. Council updated its direction to staff in March 2024 to be: release a request for proposals (RFP) for Senior Home Repair Assistance ($125,000); release an RFP for Small Business Assistance ($125,000); allocate $50,000 to the Community Services Division for senior programs focused on digital literacy and scam prevention; and allocate $50,000 to the Community Services Division for youth civic engagement activities. As of June 2025, the Community Services Division had already entered agreements with consultants for youth civic engagement activities and senior digital literacy and scam prevention programming. This project is carried forward to the FY 2025-2027 Work Plan as two separate projects: Develop and Launch Home Repair Program and Implement Program to Distribute Community Resource Funds Grants for Small Business Assistance. Staff anticipates issuing the RFPs for senior home repair assistance and small business assistance by the end of calendar year 2025. 11 Revisit the West Side Area Plan development approval process CDD - Planning Complete Staff provided a summary and update of the Westside Area Plan at the March 4, 2025, City Council meeting and requested Council direction if an amendment for the plan should be implemented. The majority of City Council indicated that no update was warranted.
12 Complete the Ravenswood Business District/Four Corners Specific Plan Update CDD - Planning Complete
The City Council approved the update to the Ravenswood Business District (RBD) Specific Plan on December 17, 2024.

Details of the Specific Plan update process are documented online: https://www.cityofepa.org/planning/page/rbd-specificplan-update Priority: Promote Housing, Economic & Workforce Development 232
13 Implement the First Source hiring program CDD Operational Implementation of the First Source Hiring Program is considered an operational activity. City staff are developing program guidelines that will apply to City projects, projects on City property, and projects subsidized with City funds. 14 Streamline the ADU permitting process CDD - Planning Complete The Municipal Code update for streamlining the ADU permitting process was adopted on February 6, 2024. New informational materials are available.
15 Work with partners to complete construction of 965 Weeks/Colibri Commons CDD - Building
Carried Forward to
FY2025-2027 Work
Plan
Initial grading and deep foundation work have been completed, and the building shell was finished in February 2025. Final grading, including soil import, was completed during the spring. This project is carried forward to the FY 2025-2027 Work Plan as Complete Construction of 965 Weeks/Colibri Commons. Full project completion is anticipated by the end of 2025. 16 Update the Zoning Code to address permanent supportive housing, housekeeping units, residential care facilities, etc. as well objective design standards
CDD - Planning
Carried Forward to
FY2025-2027 Work
Plan
Staff presented a Municipal Code update to the City Council in February 2025, addressing Housing Element-related cleanup items, changes required by State laws, and process improvements. The first in a series of Development Code updates began on October 28, 2024, and concluded with the Planning Commission’s recommendation on January 13, 2025. The Development Code Update was approved on second reading on March 18, 2025. This project is carried forward to the FY 2025-2027 Work Plan as Update the Zoning Code . A separate Municipal Code update, including objective design standards, is scheduled for late calendar year 2025.
17 Develop a pop-up and unlicensed businesses policy and program CMO/CDD Carried Forward to
FY2025-2027 Work
Plan
A report was presented to the City Council during a study session in April 2025 to discuss policy options. Based on Council input, the City may develop a formal policy and program to regulate pop-up and unlicensed businesses. This project is carried forward to the FY 2025-2027 Work Plan as Design and Implement a “Pop-Up”/Sidewalk Vending Policy and Program . Policy work is now scheduled through mid-2026, after which the project will transition into ongoing operations.

Project Lead/Co-Lead Status Status Update
1 Implement short-term improvements, as identified in the Final Mobility Report PWD Complete Practical short-term mobility improvements were implemented and completed in 2023. 2 Implement mid-term improvements, as identified in the Final Mobility Report PWD
Carried Forward to
FY2025-2027 Work
Plan
Mid-term mobility improvements are being implemented over a five-year period, supported by a $1 million Measure W grant for conceptual planning of the University Avenue Grand Corridor. This study, which will evaluate mid-term strategies through the end of 2025, builds on key recommendations from the Mobility Study. Strategies will be further analyzed in the Grand Corridor study, which was initialized in March 2025. Components of this project are carried forward in the FY 2025- 2027 Work Plan under the project Install New Traffic Signal and Complete Safety Upgrades on University Avenue at Runnymede. Project design is anticipated to be completed by December 2026. 3 Initiate a parking permit pilot program PWD
Carried Forward to
FY2025-2027 Work
Plan
Staff developed a pilot parking program for City Council consideration: this was presented on June 2024, followed by a study session on November 2024, then the introduction of an ordinance in March 2025, and second reading in July 2025. In July, the final motion directed staff to incorporate public suggestions into a revised ordinance for a first reading at a later date. This project is carried forward to the FY 2025-2027 Work Plan as Launch a Residential Parking Permit Program. 4 Construct University bicycle/pedestrian overcrossing PWD Carried Forward to
FY2025-2027 Work
Plan
Construction of the University Avenue bicycle/pedestrian overcrossing is currently underway, with completion anticipated in late 2025. This project is carried forward to the FY 2025-2027 Work Plan with the refined title Construct a Bicycle and Pedestrian Overcrossing on University Avenue at US 101. 5 Explore a potential public infrastructure revenue measure for the November 2024 Election CMO Complete
The City entered an agreement with the Lew Edwards Group (LEG), which conducted a community poll and focus group sessions in 2023 to assess community priorities and support for potential revenue measures. Additional polling took place in April 2024, and LEG presented the results to the City Council on July 16, 2024. Following the review, the City Council decided not to place a ballot measure on the November 2024 election. 6 East Bayshore sidewalk improvement project design PWD Complete The City received a $400,000 grant for the design phase of the East Bayshore Sidewalk Improvement Project. The design was completed, and the Plans, Specifications, and Estimate (PS&E) was approved by City Council on March 18, 2025. 7 Construct the East Bayshore sidewalk improvements PWD/CMO Carried Forward to
FY2025-2027 Work
Plan
The estimated construction cost for the East Bayshore Sidewalk Improvements is $4.3 million. This project is carried forward to the FY 2025-2027 Work Plan with the refined title Build Sidewalk and Pedestrian Safety Improvements on East Bayshore Road. Construction is expected to begin in Fall 2025, with project completion and grant close-out anticipated in Fall 2026.
8 Design University Avenue safety improvements PWD Complete The City was awarded a $1.2 million grant for the design of University Avenue safety improvements. The design work was completed in early 2024.
9 Construct University Avenue Safety Improvements PWD
Carried Forward to
FY2025-2027 Work
Plan
The project will primarily focus on upgrading the University Avenue/Runnymede Street intersection and installing a new traffic signal to improve safety and traffic flow. This project is carried forward to the FY 2025-2027 Work Plan with the refined title Install New Traffic Signal and Complete Safety Upgrades on University Avenue at Runnymede and includes components of the FY 2023-2025 Work Plan project Construct the University Avenue at Runnymede Traffic Signal Improvements . Construction will begin in October 2025 and is scheduled to continue through the beginning of 2026.

Priority: Implement Comprehensive Transportation and Mobility Plan 233
10 Continue work with consultant to identify and apply for grants PWD/CMO Operational The ongoing effort to identify and apply for grants in collaboration with a consultant is considered an operational activity. 11 Implement updated water capital surcharges PWD/CMO
Carried Forward to
FY2025-2027 Work
Plan
Components of this project are carried forward to the FY 2025-2027 Work Plan with the refined title Assess Utility Operations and Prepare Transition Plan for Post-Lease Operations . An RFP for implementing updated water capital surcharges will be released in early fall of 2025, followed by initiating a new water rate study. 12 Replace the temporary traffic circles on Pulgas Avenue with mini roundabouts PWD
Carried Forward to
FY2025-2027 Work
Plan
Staff received grant funding to complete the preliminary design for replacing the temporary traffic circles on Pulgas Avenue with mini roundabouts. Design began in March 2024, and Council awarded the construction contract in February 2025. This project is carried forward to the FY 2025-2027 Work Plan with the refined title Construct Mini Roundabouts to Replace Temporary Traffic Circles on Pulgas Avenue . Construction is expected to begin September 2025 and to be completed by the end of 2025.
13 Construct bus stop shelter improvements using AHSC grant funds PWD Complete Construction of bus stop shelter improvements was completed in October 2024 at the following locations: 2111 University Avenue, NW of Bay Road at Clarke Avenue, SW of Bay Road at Clarke Avenue, Clarke Avenue at O’Connor Street, University Avenue at Sacramento Street, Bay Road and Oakwood Drive, University Avenue and Woodland Avenue, and Bay Road and Newbridge
14 Finalize the Addison Avenue Safe Routes to School and Green Infrastructure project PWD Complete The Addison Avenue Safe Routes to School and Green Infrastructure Project was completed in September 2024. 15 Construct the University Avenue at Runnymede traffic signal improvements PWD
Carried Forward to
FY2025-2027 Work
Plan
This project is related to the project Design University Avenue Safety Improvements, which includes the design and construction of said project. The design was completed in April 2024, and construction is scheduled to begin in Fall 2025 with a six month construction period. This project is carried forward to the FY 2025-2027 Work Plan with the refined title Install New Traffic Signal and Complete Safety Upgrades on University Avenue at Runnymede. In the new Work Plan, this project is combined with FY 2023-2025 Work Plan project Construct University Avenue Safety Improvements. 16 Complete the Street Lighting Upgrade Project (70 streetlights and Clarke Avenue overcrossing) PWD
Carried Forward to
FY2025-2027 Work
Plan
The Street Lighting Upgrade Project Phase 1 was completed in May 2025. This project is carried forward to the FY 2025- 2027 Work Plan with the refined title Install Citywide Lighting Improvements - Phase II as staff plan to initiate a new multiyear phase of the street lighting program for the next five years. 17 Design and construct road improvements on Woodland Avenue from University Avenue to Newell Road PWD
Carried Forward to
FY2025-2027 Work
Plan
The design and construction of road improvements on Woodland Avenue from University Avenue to Newell Road is estimated to cost $4 million and is currently partially funded. The City was tentatively awarded $2 million in congresssionally directed spending for this project; however, the appropriations were not included in the federal spending bill. Staff is submitting a Measure A/W grant application for $700,000 to complete the project design. This project is carried forward to the FY 2025-2027 Work Plan with the refined title Design Roadway Improvements on Woodland Avenue. 18 Develop strategies to improve parking and traffic enforcement and identify next steps PD/PWD
Carried Forward to
FY2025-2027 Work
Plan
In 2024, the City hired additional Community Services Officers to strengthen parking enforcement efforts. Staff also focused on adopting and implementing a permit parking program ordinance. This project is carried forward to the FY 2025- 2027 Work Plan with the refined title Expand Parking Enforcement Capacity. This project will focus on increasing resources to enforce parking rules across the City, addressing blocked driveways and long-term vehicle storage on public streets.

Project Lead/Co-Lead Status Status Update
1 Enhance community flood protection through collaboration with SFCJPA on San Francisquito Creek Reach 2 improvements PWD/CMO Carried Forward to
FY2025-2027 Work
Plan
The effort to enhance community flood protection to implement the San Francisquito Creek Reach 2 improvements is being led by the San Francisquito Creek Joint Powers Authority (SFCJPA). The project is not yet fully funded. It includes four main construction elements, with work scheduled between Summer 2024 and 2026. City staff continue to coordinate regularly with SFCJPA and agency partners to support project progress. Ongoing coordination with SFCJPA and agency partners will continue through 2026 to support construction progress. This project is carried forward to the FY 2025-2027 Work Plan with the refined title Collaborate with SFCJPA to Construct San Francisquito Creek Flood Protection Upgrades. 2 Enhance community flood protection through collaboration with SFCJPA to implement the Safer Bay Project PWD/CMO
Carried Forward to
FY2025-2027 Work
Plan
The effort to enhance community flood protection to implement the Safer Bay Project is a multijurisdictional initiative led by the San Francisquito Creek Joint Powers Authority (SFCJPA). The SFCJPA conducted technical and scientific studies and later released a draft Environmental Impact Report (EIR). In East Palo Alto, the project is divided into two sections: south of Bay Road and north of Bay Road. The City has secured a $17.5 million FEMA grant and committed $4.5 million in local funds, covering $22 million of the estimated construction costs, which are currently $92 million for the south of Bay Road section and $99 million for the north. The 30% design plans for the south of Bay Road area are complete. The City has secured a contract with Sherwood Engineering to guide the project from 30% to 100% design. Design work will continue through December 2026 and additional grant coordination is ongoing.This project is carried forward to the FY 2025-2027 Work Plan with the refined title Collaborate with SFCJPA to Implement the SAFER Bay Project .

Priority: Promote Health & Public Safety
234
3 Coordinate with City of Palo Alto on the Newell Street bridge replacement project PWD
Carried Forward to
FY2025-2027 Work
Plan
The effort to coordinate with the City of Palo Alto on the Newell Street Bridge Replacement Project is advancing, with Palo Alto serving as the lead agency for this $16 million sub-project under the SFCJPA Reach 2 Project 1.1. Project plans and specifications are complete, and partners are actively pursuing additional grant funding. Coordination with utility owners is underway, and temporary construction easements have been secured. Caltrans approved the right of way certification in October 2024. The project was moved to the construction phase during Summer 2025. This project is carried forward to the FY 2025-2027 Work Plan with the refined title Collaborate with City of Palo Alto to Replace the Newell Street Bridge . 4 Transition EPASD from an independent organization to a City subsidiary CMO/CAO/ PWD/FIN Operational
East Palo Alto Sanitary District (EPASD) became a City subsidiary on October 1, 2024, following a two-year process. Staff are working with our operator (West Bay Sanitary District) and engineering consultants to manage EPASD operations, including finances, billing and customer service, new service connections, and sanitary capital projects. Consultants conducted an operational audit and updated the sewer system management plan in February 2025. The fiscal audit was presented to the EPASD Board in March 2025. Work on the EPASD transition will continue into the FY 2025-2027 Work Plan period; however, will be treated as operational as opposed to a work plan item. Staff must resolve several key governance, service delivery, and financial oversight issues following the district’s transition in 2024. Next steps include determining whether the current service structure is appropriate or if full-time, in-house staffing is needed; finalizing the governance structure, including Advisory Committee participation and Council’s governing role; capital project planning; and reporting results of the fraud investigation.
5 Build EPA CERT team membership PD/CMO Operational
The Menlo Park Fire Protection District administers the Community Emergency Response Team (CERT) program in East Palo Alto, which the City can access as needed. Additionally, the Fire District collaborates with community groups interested in providing assistance during emergencies, even if they do not seek CERT certification. The District also oversees the Emergency Radio Communications group (e.g., HAM Radio operators), who are available as needed. The City continues to work with Menlo Fire to recruit and train additional residents. 6 Establish emergency communication protocols with community partners PD/CMO Complete The City has established communication protocols with the County of San Mateo Department of Emergency Management (DEM) and the Menlo Park Fire Protection District. 7 Update disaster preparedness plan PD/CMO
Carried Forward to
FY2025-2027 Work
Plan
The effort to update the Disaster Preparedness Plan is currently focused on researching plan format and regulatory requirements to simplify the existing plan for ease of reference and use. Staff are working with the County's Office of Emergency Management to formulate and update the City's current plan. Staff presented a status update on outstanding emergency management items to the City Council on March 25, 2025, during a study session. The City Council provided guidance, and staff are working on revising the work plan with a proposed budget of $160,000. This project is carried forward to the FY 2025-2027 Work Plan as a component of the project Launch Emergency Preparedness Program. Staff drafted a clear work plan with a target completion date of June 2026. This work plan includes: developing evacuation strategies for floods and earthquakes, launching a public outreach campaign ("First 72 Hours on You"), signing agreements with shelter sites and utility partners, updating the City's Emergency Operations Center inventory and supply list, ensuring all staff receive routine disaster training, increasing Community Emergency Response Team (CERT) participation, and identifying additional shelter/storage locations.
8 Develop the Police Department’s data analytics capacity PD Carried Forward to
FY2025-2027 Work
Plan
The effort to develop the Police Department’s data analytics capacity is contingent on securing a pending grant. If awarded, staff will collaborate with the County C3AI data project and California State University East Bay to analyze East Palo Alto crime trends, responses, and statistics.

Although a state grant was secured in partnership with the County C3AI project, the City has not yet seen tangible progress and may need to explore alternative resources to support analytics development.

This project is carried forward to the FY 2025-2027 Work Plan with the refined title Implement a Crime Data Analytics Platform for the Police Department.
9 Rehabilitate the O’Connor pump station PWD
Carried Forward to
FY2025-2027 Work
Plan
The rehabilitation of the O’Connor Pump Station is being funded by an $800,000 U.S. Environmental Protection Agency grant to replace diesel engines and upgrade electrical systems. The project is split into two phases. Design of Phase I work was awarded at the March 18, 2025, City Council meeting, and construction of Phase I work is expected to be completed by early 2026. Phase II design and construction are expected to continue through 2026.This project is carried forward to the FY 2025-2027 Work Plan with the refined title Modernize Equipment and Complete Rehabilitation of the O’Connor Pump Station.
10 Construct improvements to the San Francisquito Creek bank PWD Complete Improvements to the San Francisquito Creek bank were completed in Summer 2024. The project reinforced the slope to prevent further erosion.

Resolve Sanitary District incorporation matter
Develop a community emergency preparedness and education initiative 235
11 Upgrade the Stormwater System to meet State trash capture requirements PWD
Carried Forward to
FY2025-2027 Work
Plan
The stormwater system upgrade to meet State trash capture requirements is underway to comply with the State Water Resources Control Board’s full trash capture mandate by 2025. This will be achieved through two separate projects to install trash capture device inserts and to design the East Palo Alto Trash Capture Device Installation Project. 90% trash capture project is expected to be completed by December 1, 2025. This project is carried forward to the FY 2025-2027 Work Plan with the refined title Construct Full Trash Capture Devices to Meet Stormwater Compliance Requirements. 12 Complete the update of the Environmental Justice (Health & Equity) Element of the General Plan CDD - Planning
Carried Forward to
FY2025-2027 Work
Plan
The update of the Safety Element of the General Plan began in June 2023 with extensive community outreach. The City Council also approved a resolution in May 2023 for the City to enter a Memorandum of Understanding (MOU) with six other jurisdictions as part of a county collaborative to update the Safety Element of the Vista 2035 General Plan. The MOU designates San Mateo County as the funding agency, with PlaceWorks and Community Planning Collaborative (CPC) serving as the consultant and project manager, respectively. This project is carried forward to the FY 2025-2027 Work Plan with the refined title Update the Environmental Justice Element of the General Plan . The project is expected to be completed this fall, followed by further public outreach. City Council hearings and adoption of the Safety Element are expected to take place on or around December 2025.
13 Complete the update of the Safety Element of the General Plan CDD - Planning Carried Forward to
FY2025-2027 Work
Plan
The update of the Safety Element of the General Plan began in June 2023 with extensive community outreach. The City Council also approved a resolution in May 2023 for the City to enter a Memorandum of Understanding (MOU) with six other jurisdictions as part of a county collaborative to update the Safety Element of the Vista 2035 General Plan. The MOU designates San Mateo County as the funding agency, with PlaceWorks and Community Planning Collaborative (CPC) serving as the consultant and project manager, respectively. This project is carried forward to the FY 2025-2027 Work Plan with the refined title Update the Safety Element of the General Plan . The project is expected to be completed this fall, followed by further public outreach. City Council hearings and adoption of the Safety Element are expected to take place on or around December 2025.
14 Evaluate emergency shelter sites CMO
Carried Forward to
FY2025-2027 Work
Plan
The evaluation of emergency shelter sites has led to a partnership with the Red Cross, resulting in the identification of two strategic emergency evacuation locations. These sites will provide emergency shelter, food, and medical services. This project is carried forward to the FY 2025-2027 Work Plan as a component of the project Launch Emergency Preparedness Program. Staff will prepare a formal agreement with YMCA of EPA and other sites at the start of the 2026 calendar year. 15 Develop and Implement a strategy to address illegal dumping PWD/CDD/PD Carried Forward to
FY2025-2027 Work
Plan
Progress on this initiative was delayed due to staffing shortages and vacancies over the past two years. There is now staff capacity to colaborate with other departments to evaluate and strengthen the City’s Clean City Program to address illegal dumping throughout the upcoming fiscal year. This project is carried forward to the FY 2025-2027 Work Plan with the refined title Strengthen the Clean City Program to Reduce Illegal Dumping.

Project Lead/Co-Lead Status Status Update
1 Assess and prepare for utility operational and finance needs PWD/FIN Carried Forward to
FY2025-2027 Work
Plan
The assessment and preparation for utility operational and financial needs is underway and the City hired a Utility Manager to oversee water, solid waste, and the sanitary district. The City continues to strengthen EPASD governance while planning for water operations beyond 2026. Additionally, the City Council approved adjustments to solid waste rates in June 2024.

Staff is also seeking available options after the expiration of the lease agreement with Veolia in 2026. Components of this project are carried forward to the FY 2025-2027 Work Plan under the refined project Assess Utility Operations and Prepare Transition Plan for Post-Lease Operations.
2 Analyze needs, strategies and community support for funding public infrastructure CMO Complete With the Lew Edwards Group, the City conducted community outreach meetings and communication efforts to assess community interest in funding both services and infrastructure. The results were presented to the City Council in July 2024. 3 Perform Impact Fee Nexus Study CMO/PWD Complete The draft Nexus Study was presented to the City Council in June 2024. The final Nexus Study was adopted on March 4th 2025, following the completion of the RBD Specific Plan. The fees become effective May 5, 2025. 4 Develop 10-year financial projections FIN Operational The first phase of the model was issued and presented to the Council as part of the April 2024 Budget Message. Staff are now updating the model using the most recent data, including the FY202025-2026 Adopted Budget and the FY2024-25 ACFR, which is expected to be presented in next budget cycle in May 2026. This project was not included in the FY 2025- 2027 Work Plan. It will continue to be reported as part of regular financial operations. 5 Plan and implement an Enterprise Resource Planning (ERP) system FIN/CMO Operational
All financial activities, including payroll, accounts payable, and budgeting, have migrated to the new ERP system as of December 2023. There are improvements in efficiency and data accessibility, although there are also continuous problems with this system. A few remaining functions, including the budget module and approval processes, will be finalized by December 2025. This project was not included in the FY 2025-2027 Work Plan. It will continue to be operationalized as the ERP system transition is complete.

Priority: Ensure Fiscal & Organizational Health
236
6 Update the City's personnel policies and procedures CMO - HR Carried Forward to
FY2025-2027 Work
Plan
As of January 2025, a draft document of the City’s new Personnel Policies and Procedures is prepared. This project is carried forward to the FY 2025-2027 Work Plan. In FY 2025-26, staff will initiate a citywide management and employee review process along with meet-and-confer components. This effort is supported by consultants and external legal advisors.
7 Launch health & wellness initiative CMO - HR Complete The City launched outreach for virtual employee seminars and on-site health and wellness events in October 2023, and scheduled annual hybrid employee seminars through December 2024. Topics include self-development, work-life balance, effective communication, and mental health awareness.
8 Update the City's recruitment process CMO - HR Complete The City standardized operating procedures for the hiring process, completing the update in April 2023. 9 Develop and launch an employee training and development program
CMO - HR Complete
The City revamped employee orientation, standardized training requirements, and audited regulatory compliance. New mandatory training topics include diversity training, leadership development, workplace safety, emergency preparedness, and supervisor training.
10 Compensation study/market movement study CMO - HR Complete As of July 1, 2024, the City has completed a compensation market movement study to guide bargaining efforts. A classification and compensation study is budgeted in FY 2025-2026. 11 Coordinate continuation or completion of contract services provided by Redwood City CMO - IT Complete The City recruited and hired an IT Manager, leading to the termination of contract services with Redwood City. 12 Develop a citywide information systems master plan CMO - IT Carried Forward to
FY2025-2027 Work
Plan
This project was carried forward to the FY 2025-2027 Work Plan, and staff intends to release an RFP in Fall 2025. 13 Conduct a process to develop a five-to-ten-year strategic plan CMO Complete In September 2024, the City Council amended the length of this plan to four years. This process established the Council's FY25-29 Strategic Priorities and the FY2025-2027 Council Work Plan.

Project Lead/Co-Lead Status Status Update
1 Plan for water system operations in 2026 CMO/PWD/ CAO/FIN Carried Forward to
FY2025-2027 Work
Plan
The current water system operator lease with Veolia expires in 2026. Staff is in conversation with Veolia for a 2- to 3-year extension. After that, two options exist: issuing a request for proposals and entering into a contract again with Veolia or with a new operator, or considering managing the water system in-house. This project is carried forward to the FY 2025-2027 Work Plan under the refined project Assess Utility Operations and Prepare Transition Plan for Post-Lease Operations. 2 Complete construction of 12" water transmission line on University Avenue PWD Complete Construction of the 12" water transmission line on University Avenue was completed in May 2025. 3 Complete construction of water intertie at University/Woodland with Palo Alto PWD Complete Construction of the water intertie at University Avenue/Woodland Avenue with the City of Palo Alto has been completed. 4 Identify potential locations for additional water storage PWD Carried Forward to
FY2025-2027 Work
Plan
Efforts to identify potential locations for additional water storage are underway. Staff have prepared a Request for Proposal (RFP) to conduct a water tank siting study and analyze options for a water storage capacity of 3+ million gallons. The study was awarded to a consultant at the December 3, 2024, City Council Meeting. Staff anticipates the tank siting and feasibility study will be shared with Council towards the end of 2025.

This project is carried forward to the FY 2025-2027 Work Plan with the refined title Conduct a Siting Study to Identify Locations for Additional Water Storage Tanks.
5 Investigate State and federal water funding opportunities, including WIFIA and DWSRF CMO/PWD/FIN Operational
The City continues to assess and pursue state and federal funding sources to support water infrastructure improvements.

Efforts are focused on securing financing through the Water Infrastructure Finance and Innovation Act (WIFIA) and the Drinking Water State Revolving Fund (DWSRF) to enhance long-term system sustainability. 6 Proactively design additional water improvement projects PWD On-hold Planning for additional water infrastructure improvements remains on hold. The City will initiate design work for priority 1A projects identified in the Water Master Plan following completion of the 12” water main construction on University Avenue.

This project will continue into FY 2025-2026 due to project sequencing since design work for priority water infrastructure improvements will begin following the 12" water main on University Avenue construction completion. However, City Council did not include this project in the FY 2025-2027 Work Plan. 7 Develop a Water Infrastructure Financing Plan CMO/PWD/FIN Carried Forward to
FY2025-2027 Work
Plan
The City is developing a water infrastructure financing plan using funding received from the US Environmental Protection Agency through the FY 2023 Congressionally Directed Spending (Omnibus Appropriations Bill). This project is carried forward to the FY 2025-2027 Work Plan with the refined title Create a Financing Strategy for Water Infrastructure Upgrades and is anticipated to be completed by Summer 2026.

Priority: Improve the City's Water Infrastructure
Focus on staff morale, retention, recruitment & succession planning Develop an information systems master plan
Advance key water infrastructure projects
237
8 Develop a water asset management database PWD
Carried Forward to
FY2025-2027 Work
Plan
Development of a water asset management database is in progress. The first phase, which involved updating all waterrelated assets into a GIS and asset management software system, has been completed. Existing assets have been added to the database, and efforts will continue through FY 25/26 to establish additional data layers and refine information within the shapefiles. Continued development of the water asset management database is expected through December 2026.

This project is carried forward to the FY 2025-2027 Work Plan with the refined title Develop an Asset Management Database. In the new Work Plan, the project is expanded to include development of a database encompassing all Cityowned infrastructure to improve asset tracking and long-term maintenance planning.

Project Lead/Co-Lead Status Status Update
1 Complete library design PWD
Carried Forward to
FY2025-2027 Work
Plan
The City was awarded a $1.5 million grant for the design of the Library. The City Council appropriated an additional $1.7 million and awarded a design contract to Noll and Tam Architects. The library design is being incorporated as a part of the Civic Commons project. This project is carried forward to the FY 2025-2027 Work Plan with the refined title Finalize Architectural Design for the New East Palo Alto Library. 2 Work with the SMC Libraries to identify and implement a comprehensive funding strategy for library construction CMO Carried Forward to
FY2025-2027 Work
Plan
Efforts to secure funding for library construction are ongoing, with the estimated project cost at approximately $43 million.

As the City is exploring opportunities to move the Library into the Civic Commons Project - Library, City Hall, Police Department and Public Park, the fundraising strategy has shifted to the larger capital campaign. However, the City is collaborating with the San Mateo County Library (SMCL) and the SMCL Foundation to raise funds specificially for the library regardless of site. The SMCL Foundation hired Lotus Consulting to conduct a fundraising feasibility study, which was completed in May 2024. This project is carried forward to the FY 2025-2027 Work Plan with the refined title Collaborate with the SMC Libraries to Identify and Implement a Comprehensive Funding Strategy for Library Construction. 3 Endeavor to finalize acquisition of County-owned Beech Street property CMO/CDD
Carried Forward to
FY2025-2027 Work
Plan - On-Hold
This project is carried forward to the FY 2025-2027 Work Plan with the refined title Negotiate with County to Finalize Acquisition of Beech Street Property. However, the effort to acquire the County-owned property is on hold. While in the final phase of property exchange and acquisition discussions, San Mateo County informed the City that the County is no longer interested in swapping Beech Street for 2277 University Ave, as they no longer consider 2277 University feasible for housing. The City Manager and County Executive will continue discussions to determine next steps. 4 Advance parks Master Plan vision for MLK Jr. Park and Beech Street property CMO - CS/PWD On-hold
The conversations on the land swap have renewed and CEQA is in its last two steps towards completion. The project is estimated to be in the $18-22 million dollar range. The City Manager and County Executive will continue discussions to determine next steps.

This project is on hold and City Council chose not to include it in the FY 2025-2027 Work Plan. If the property swap related to County-owned Beech Street property and 2277 University Ave ends up taking place, this project could potentially be reactivated.
5 Conclude consideration of potential interim or long-term Police Department sites CMO/PD Complete
The City renewed the lease for 141 Demeter Street through October 2029, with two additional one-year extension options available, allowing for continued use through 2031. The City will continue to evaluate alternative locations for a long-term police department facility beyond 2029. While this project was not included in the FY 2025-2027 Work Plan, there are proposed plans for a new Police department site as part of the emerging Civic Commons projects. 6 Provide the Council recommendations for Police Department sites after October 2025 CMO/PD Complete Police operations will remain at 141 Demeter Street through October 2029 following the City's decision to extend the lease. 7 Implement necessary actions to enable police department operations after October 2025 CMO/PD
Carried Forward to
FY2025-2027 Work
Plan
The City renewed the lease for 141 Demeter Street through October 2029, with two one-year extension options that could extend the lease through 2031. Components of this project are carried forward to the FY 2025-2027 Work Plan under the project Complete Construction of Tenant Improvements at City Facilities. Public Works is still implementing building improvements which are anticipated to be completed by September 2025. 8 Resolve County consideration of 2415 University for City's exclusive or shared use CMO On-hold
San Mateo County has invested $10+ million in building improvements to 2415 University Avenue. The County is unlikely to move forward with a City plan due to the recent investments in the building. This project was not included in the FY 2025- 2027 Work Plan.
9 Investigate potential partnership opportunities with future development projects CMO/CDD
Carried Forward to
FY2025-2027 Work
Plan
The City has been exploring opportunities to partner with development projects to secure space for City facilities, including City Hall and the Police Department. Staff has proposed advancing this item through a major partnership with Sycamore Real Estate to develop the Civic Commons—a 102,614 sq. ft. Civic Center and adjacent 6-acre public park. Components of this project are carried forward to the FY 2025-2027 Work Plan under the new project Plan for Development of New Civic Center Facility.

Complete the City Hall Improvements Planning Process
Develop a detailed strategy for the location of the future Police Department Priority: Develop and Implement a Comprehensive Facilities Plan Investigate options for developing county vacant property located on Beech Street 238
10 Bid and construct the City Hall TI at the former police evidence room PWD
Carried Forward to
FY2025-2027 Work
Plan - On-hold
The City Council awarded the construction contract at the February 4, 2025, Council meeting. This project is carried forward in the FY 2025-2027 Work Plan under the refined project Complete Construction of Tenant Improvements at City Facilities. Construction was initially expected to extend into 2026. However, the project will be placed on hold pending discussions regarding a potential City Hall relocation.

Project Lead/Co-Lead Status Status Update
1 Facilitate City-sponsored events on operational basis CMO - CS Operational The city provided sponsorship to two organizations in FY 2025 to host community/cultural events: Comite Latino for Cinco de Mayo and Live in Peace for Juneteenth.
2 Consider organizational structure and external partnerships to best provide cultural events CMO - CS Operational Consideration of the City's organizational structure and partnerships for cultural events remains an operational activity. 3 Advance design of Bell Street Park project in partnership with Magical Bridge Foundation CMO - CS On-hold This project is deferred indefinitely. The City Council chose not to include this in the new Work Plan. 4 Consider a pilot dog park program at an existing park or under utlility power lines CMO - CS
Carried Forward to
FY2025-2027 Work
Plan
This project, originally on hold throughout the life of the FY2023-2025 Work Plan, is carried forward to the FY 2025-2027 Work Plan with the refined title Create a Pilot Dog Park. Funds to uplift this project are allocated in the FY2025-2026 budget.
5 Consider establishing a Youth Commission and/or youth appointees to City Boards/Commissions CMO - CS
Carried Forward to
FY2025-2027 Work
Plan
Staff put out the request for proposals (RFP) in November of 2024 and awarded contracts to three vendors (for different components of the work) in early 2025. The vendors have developed the structure and gathered community feedback for forming a youth governing body. This project is carried forward to the FY 2025-2027 Work Plan with the refined title Develop Recommendations for Establishing a Youth Commission or Alternative Youth Civic Engagement Program . A robust engagement plan will take approximately six months to implement. The Youth Commission is expected to be formalized by, or alternative recommendations will be presented to, the City Council by late 2025. 6 Strengthen partnerships with outside organizations for comprehensive focus on youth issues CMO - CS Operational TOT funding has allowed staff to strengthen partnerships with organizations such as Foundation for a College Education, EPACENTER, and Anamatangi Polynesian Voices. Additional collaborations with organizations like the YMCA enable a more comprehensive focus on youth issues. Staff will continue engaging new organizations in the coming year.

Additionally, the City has launched programs such as Job Shadow Day in partnership with FCE and YCS. This project was not included in the FY 2025-2027 Work Plan and will instead transition to an operational item. The initiative involves ongoing engagement and relationship management with youth-serving organizations rather than one-time deliverables. 7 Explore partnerships with school district & other entities regarding potential joint use CMO - CS
Carried Forward to
FY2025-2027 Work
Plan
The City has received congressional funding for Ronald McNair Field. Conversations with RCSD are ongoing, with hopes to include the soon-to-be-completed CCRMS field in future agreements. The new target report date is Fall 2025. City staff are finalizing review of a draft memorandum of understanding with RCSD for joint use of their parks. This agreement will come to Council this Fall and be implemented this Winter. This project is carried forward to the FY 2025-2027 Work Plan with the refined title Establish a Joint Use Agreement with RCSD for Shared Recreation Sites. 8 Build relationships with foundations/philanthropic organizations to identify partnerships CMO - CS Operational Efforts to build relationships with foundations and philanthropic organizations to identify partnerships are considered an operational activity and remain ongoing. 9 Construct the Joel Davis Park restroom PWD Complete Construction of the Joel Davis Park restroom has been completed. 10 Secure Bay Trail access at Rutgers Street CMO - CS/PWD Carried Forward to
FY2025-2027 Work
Plan
Plans and specifications are complete. This project is carried forward to the FY 2025-2027 Work Plan with the refined title Construct Access Improvements at Rutgers Street Entrance to the Bay Trail. In the latter half of 2025, MidPen will award a construction contract and complete construction.
11 Implement a program that activates parks, promotes public health and public safety, similar to the FIT Zone program PD/CMO - CS Operational This program is staff intensive and thus has not been implemented consistently. Additional funding was allocated through the FY 2025-2026 Special Events and Park Safety budget. This project was not included in the FY 2025-2027 Work Plan but instead will be treated as an operational item in FY 25–27 with a phased approach due to limited staffing.

Engage with community & partner agencies to improve educational resources/outcomes Completion and implementation of the Parks Master Plan
Foster community cultural events & activities
Focus on youth engagement
Priority: Enhance Community Services and Parks for Residents 239
CONSENT ITEM 3.7

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: September 16, 2025
TO: Honorable Mayor and Members of the City Council
BY: John D. Lê, City Attorney
SUBJECT: Inclusionary Housing Ordinance
Recommendation

Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
 Promote Housing, Economic and Workforce Development
Background
On September 10, 2025, the City Council introduced an ordinance amending Chapter 18.37 to the Municipal Code with no modifications from the dais.

The City Council introduced the attached ordinance with the following vote:

AYES: Abrica, Barragan, Lincoln, Dinan, and Romero
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CONSENT ITEM 3.7
NOES:

ABSENT:

ABSTAIN:

Analysis
As no modifications have been made since the first reading, staff recommends that the Council adopt the proposed ordinance.

Fiscal Impact
There are no fiscal impacts associated with the proposed action.

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

Environmental
The proposed action does not constitute a “project” within the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines sections 15378. Even if it were a project subject to CEQA review, this project would be exempt from CEQA Guideline Section 15378(d) (regulatory actions), Section 15061(b)(3) (common sense exemption), Section 15378(b)(4) (funding government services), Section 15183 (actions consistent with the general plan and zoning), and Section 15195 (residential infill development).

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

Analysis of Levine Act Compliance: Not applicable.

Attachment

1. Ordinance
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ORDINANCE NO. _________

AN ORDINANCE OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO
AMENDING SECTION 18.37.040 (EXEMPTIONS) OF ARTICLE III (REGULATIONS APPLICABLE TO ALL ZONES) OF CHAPTER 18.37 (INCLUSIONARY HOUSING) OF

THE EAST PALO ALTO MUNICIPAL CODE TO FACILITATE LOT SPLITS PURSUANT TO GOVERNMENT CODE SECTION 66411.7 (“SB 9”)
WHEREAS, California Government Code Section 65580(d) states that all cities have a responsibility to use the powers vested in them to facilitate the improvement and development of housing and to make adequate provision for the housing needs of all economic segments of the community; and
WHEREAS, at a duly noticed public hearing held on September 23, 2019, the Planning Commission considered adding Chapter 18.37 to the Municipal Code; and WHEREAS, by Resolution PC 2019-08, on September 23, 2019, the Planning Commission recommended the City Council adopt the City's current Inclusionary Housing Ordinance (Chapter 18.37); and
WHEREAS, the East Palo Alto City Council held a duly noticed public hearing on October 15, 2019 to consider the proposed addition of Chapter 18.37 to the Municipal Code; and
WHEREAS, on November 19, 2019, the East Palo Alto City Council found and declared, and on that basis adopted the City’s Inclusionary Housing Ordinance, codified at 18.37.010 et seq., that the demand for housing in the City and the region more generally had increased steadily in recent years, that the City had and continues to have dire need for affordable housing as identified in its Housing Element (which has only increased substantially since that time), that the lack of affordable housing is a public health, safety and welfare issue well within the City’s police power authority to address, and that the construction of market-rate housing exacerbates this problem because such housing increases the demand for services, the presence of service employees (e.g., construction, maintenance, food service, and administrative jobs), and the need for affordable housing to accommodate such workers; and
WHEREAS, several significant changes have occurred since the City adopted its current Inclusionary Housing Ordinance; and
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WHEREAS, first, as housing affordability remains a significant issue in the State of California, the Legislature has adopted over 50 significant bills since 2019 that affect and incentivize the creation of housing, including SB 9 (2021), which aimed to address the State’s severe housing shortage by making it easier to create new, smaller housing units on existing single-family lots (i.e., to provide for the “missing middle”), thereby increasing the overall housing supply; and
WHEREAS, the East Palo Alto City Council approved and the California Department of Housing and Community Development (HCD) certified the City’s Housing Element Update (RHNA 5 Cycle) on April 24, 2024, a document in which HCD recognized that the City’s Inclusionary Housing Ordinance prevented displacement, addressed inequities, affirmatively furthered fair housing, and functioned as a tool to increase affordable housing; yet at the same time that document also included pledges from the City to conduct a periodic assessment of the Inclusionary Housing Ordinance to evaluate changing market and financing conditions and rising development costs (“Evaluate the effectiveness of the Inclusionary Housing Ordinance”) and which committed the City to conduct a financial feasibility analysis that would assess the impact of governmental constraints, including inclusionary housing requirements, on the financial feasibility of future projects as such an analysis would provide useful information for a subsequent assessment of the Inclusionary Housing Ordinance; and
WHEREAS, since the last local election in 2024, the East Palo Alto City Council publicly noted the need to consider potential amendments to the City’s Inclusionary Housing Ordinance to address various issues, including incentivizing housing development; and
WHEREAS, the East Palo Alto Council recognizes that while the City of East Palo Alto has the plenary police power authority to provide for affordable housing through various local laws, including a robust Inclusionary Housing Ordinance, it also has a desire to support the construction of housing for the “missing middle”—households that can afford market-rate housing but not expensive single-family homes, as has been increasingly common in the greater Bay Area.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EAST PALO ALTO DOES ORDAIN AS FOLLOWS:

SECTION 1. INCORPORATION OF RECITALS. The City Council finds that all the foregoing recitals are true and correct and incorporated herein by reference.

SECTION 2. AMENDMENT TO ADD AN EXEMPTION. Section 18.37.040 (Exemptions) Article III (REGULATIONS APPLICATION TO ALL ZONES) of Chapter

18.37 (INCLUSIONARY HOUSING) of the City of East Palo Alto Municipal Code is hereby amended as follows (amendments in redline; otherwise, no change):
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18.37.040 Exemptions
A. The following residential developments shall be exempt from the provisions of this chapter:

1. Residential developments which are developed in accordance with the terms of a development agreement adopted by ordinance pursuant to the authority and provisions of California Government Code Section 65864 et seq., and that is executed prior to the effective date of the ordinance codified in this chapter, provided that such residential developments shall comply with any inclusionary housing requirements included in the development agreement or any predecessor ordinance in effect on the date the development agreement was executed.

2. Residential developments exempted by California Government Code Section 66474.2 or 66498.1, provided that such residential developments shall comply with any predecessor ordinance, resolution, or policy in effect on the date the application for the development was deemed substantially complete.

3. Residential developments for which a building permit has been issued and substantial work has been completed in good faith reliance on the permit no later than the effective date of this chapter, provided that such residential developments shall comply with any predecessor ordinance, resolution, or policy in effect on the date the application for the development was approved.

4. Residential developments for which a lot split has been ministerially approved pursuant to Government Code Section 66411.7 (“SB 9”).

B. Planning permit expiration. Upon the expiration of any planning permit, and unless otherwise exempted, the residential development shall be subject to the inclusionary housing requirements of this chapter, and shall not proceed until such time as an inclusionary housing plan is approved in conjunction with any other required planning permit or amendment thereto. The provisions of this chapter shall also apply to any residential development which is granted a discretionary extension of a planning permit beyond its initial term, to the extent consistent with state law.

SECTION 3. CALIFORNIA ENVIRONMENTAL QUALITY ACT.

This Ordinance is not subject to CEQA because it is not a “project” which would have a direct physical change or a reasonably foreseeable indirect physical change on the environment pursuant to California Environmental Quality Act ("CEQA") Guidelines section 15378(a). Even if it were a project subject to CEQA review, this project would be exempt from CEQA Guideline Section 15378(d) (regulatory actions), Section 15061(b)(3) (common sense exemption), Section 15378(b)(4) (funding government services), Section 244
15183 (actions consistent with the general plan and zoning) and Section 15195 (residential infill development).

SECTION 4. IMPLIED REPEAL.

Any provision of the East Palo Alto Municipal Code inconsistent with this Ordinance, to the extent of such inconsistencies and no further, is hereby repealed or modified to the extent necessary to effectuate this Ordinance.

SECTION 5. SEVERABILITY.

If any section, subsection, sentence, clause, phrase, or word of this Ordinance is for any reason held to be invalid by a court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares it would have passed and adopted this Ordinance, and each and all provisions hereof, irrespective of the fact that one or more provisions may be declared invalid.

SECTION 6. EFFECTIVE DATE.

This Ordinance shall take effect and be in full force thirty (30) days after the date of its adoption.

SECTION 7. PUBLICATION.

The City Clerk is hereby directed to cause publication of this Ordinance as required by Government Code Section 36933.

This Ordinance was introduced at the September 10, 2025 meeting of the City Council of the City of East Palo Alto.
[THE REMAINDER OF THIS PAGE IS INTENTIONALLY LEFT BLANK.] 245
PASSED AND ADOPTED this 16th day of September 2025 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Martha Barragan, Mayor
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk John D. Lê, City Attorney
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SUCCESSOR AGENCY CONSENT ITEM 6.1

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: September 16, 2025
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Tomohito Oku, Finance Director
SUBJECT: Approval of San Mateo County Community College District Obligation Recommendation
Adopt a resolution:

Background
In June 2011, then Governor Jerry Brown signed Abx1 26 (the RDA Dissolution Bill) into law. In December 2011, the California Supreme Court upheld Abx1 26. As a result, Redevelopment agencies in California were dissolved effective February 1, 2012.The Dissolution Statutes were further amended by AB 1484, enacted June 2012, AB 471, enacted February 2014, and SB 107, enacted September 2015 (collectively, “Dissolution Statutes”).

Under the Dissolution Statutes, on January 10, 2012, the City Council elected to serve as the 247
SUCCESSOR AGENCY CONSENT ITEM 6.1
Successor Agency to the Former Redevelopment Agency of the City of East Palo Alto (the “Successor Agency”). Prior to dissolution, redevelopment agencies often entered into tax sharing contractual agreements with various taxing agencies residing within redevelopment project areas. The table on the following page summarizes the former Redevelopment Agency of East Palo Alto’s contractual agreements for each project area:

Pass Through
Type University Circle Ravenswood Gateway 101
Contractual
Pass Through
Agreements
Six Agreements with
each of the four
schools, Fire District
and Sanitary District
Five Agreements with
College District, High
School District, Fire
District, Mosquito District,
Open Space District
Six Agreements with Fire
District, County, Community
College, High School
District, Elementary School
District, Open Space
District
Under current Dissolution Statutes, the San Mateo County Controller’s Office is responsible for collecting property tax revenues of the Successor Agency. The San Mateo County Controller’s Office accounts for these revenues and distributes the residual property tax to related taxing agencies after fulfilling several obligations: payment of contractual and statutory pass-through payments to taxing entities and providing the successor agency with enough funds to cover enforceable obligations approved in the recognized obligation payment schedule (ROPS). Once all administrative costs, pass-through payments, and enforceable obligations are paid, the remaining property tax is allocated and distributed among the taxing agencies, including the City, according to the Dissolution Statutes. This surplus distributed revenue is commonly referred to by staff as “excess RPTTF” and is deposited into the general revenue funds of the respective agencies.

Since Dissolution, the obligation accounting and payment process has occurred entirely at the County level; with cursory review of residual distribution calculations performed by Successor Agency staff.

On May 12, 2025, the San Mateo County Community College District (“SMCCCD”) provided the City with a “claim for make whole payments from the East Palo Alto Successor Agency regarding the East Palo Alto University Circle project area”. A brief description of the former Agency contractual agreement (Attachment 2) terms under which the letter was submitted is as follows:

The San Mateo County Community College District (SMCCCD) pass through agreement requires payments equivalent to a taxing agency election under former H&S 33676 (i.e., an amount equal to the District’s share of the inflationary increase in property taxes). In addition, the agreement provides for additional “hold harmless” payments “in the event that the state funding formula for local school districts is changed” such that districts are no longer made “whole” for their respective shares of revenue that would have been received absent the allocation of property taxes to the former redevelopment agency. To receive payment under the hold harmless provisions, districts must submit a written claim prior to the start of the fiscal year for which payment is requested. SMCCCD school funding changed in 2016 when SMCCD reached the State revenue limit and no longer receives State funding allocations. SMCCD executive staff confirmed they remain in excess tax funding status for FY 2025-26. 248
SUCCESSOR AGENCY CONSENT ITEM 6.1
Analysis
Successor Agency staff are aware of the potential for invocation of agreement provisions, but no claims were made until SMCCCD submitted the first claim in FY 2019-20. Section 2.02 of the Agreement states, “The (former) Agency shall approve…those respective amounts due pursuant to this Agreement during each fiscal year”.

The calculation of SMCCD FY 2025-26 make whole amount is based upon FY 2025-26 assessed valuation of the University Circle Redevelopment Project Area. Agency staff calculated and estimated the amounts as follows:

For FY 2025-26, the estimated total net increment is $7,340,580. The SMCCCD District Share of this property tax distribution is 4.4111%, which equals a calculated make-whole amount of $323,800 ($7,340,580 × 0.044111). This amount is reduced by Residual Tax Payments of $251,508, resulting in an SA Claim Approval of $72,292. Because the FY 2024-25 make whole payment was based on an estimate, an overpayment of $18,956 occurred. Therefore, the FY 2025-26 SA Claim Approval of $72,292 is reduced by $18,956, leaving a final claim of $53,336.

As in prior years, the County Controller requires Successor Agency approval before paying SMCCCD the amount owed under the Agreement. Although the Successor Agency no longer administers payments following dissolution, the Agreements terms require this step before the County Controller pays the obligation.

Agency staff recommend the Successor Board approve a SMCCD Claim in the amount of $53,336, consistent with the agreement provisions.

Fiscal Impact
There is no direct fiscal impact to the Successor Agency, as the Successor Agency is only entitled to receive the amounts needed to pay enforceable obligations and administrative expenses and the payment to SMCCD does not impact the payment of those amounts.

The payment of the obligation affects available property tax distributions paid to all taxing entities within the University Circle tax rate areas; however, the extent of such is dependent upon a Calculated Estimated TOTAL
UCI CLAIM FY 2024-25 FY 2025-26 FY 2025-26
Per Successor:

Total Increment, net $ 7,215,270 $ 7,340,580
SMCCCD District Share 4.4111%
Calculated Make Whole $ 318,270 $ 323,800
Tax Revenues Distributed as:

Pass Through Payments $ (97,477) $ -
Residual Tax Payments $ (239,749) $ (251,508)
SA Claim Approval $ (18,956) $ 72,292 $ 53,336
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SUCCESSOR AGENCY CONSENT ITEM 6.1
series of calculations comprised of University Circle property tax increment, total former Redevelopment tax increment, total enforceable obligation payments during each six-month ROPS calculation period, total other agency pass-through obligation amounts, and County fees.

Each year, Agency staff shall perform an “estimated to actual” calculation and adjust any amounts owed or due to SMCCCD based upon actual distribution results.

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.

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

Analysis of Levine Act Compliance: Not applicable.

Attachments

1. Resolution.

2. Former RDA Resolution No. 34
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Resolution No. XX-2025 1 of 2
RESOLUTION NO. XX– 2025

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

THE GOVERNING BOARD OF THE SUCCESSOR AGENCY TO THE FORMER

REDEVELOPMENT AGENCY OF THE CITY OF EAST PALO ALTO APPROVING THE MAXIMUM OF $53,336 CONTRACTUAL PASS-THROUGH OBLIGATION PAYMENT TO THE SAN MATEO COUNTY COMMUNITY COLLEGE DISTRICT FOR FISCAL YEAR 2025-26.

WHEREAS, pursuant to section 34172(a) of the California Health and Safety Code, the Redevelopment Agency of the City of East Palo Alto (the “Former Agency”) has been dissolved and no longer exists as a public body, corporate and politic, and pursuant to section 34173, and the Successor Agency to the Former Redevelopment Agency of the City of East Palo Alto (the “Successor Agency”) has become the successor entity to the Former Agency; and WHEREAS, on November 28, 1988, the Former Agency adopted Resolution No. 34 approving an agreement with the San Mateo County Community College District titled, “Agreement to Alleviate Financial Burden or Detriment from the East Palo Alto University Circle Redevelopment Project” herein known as “Agreement” and incorporated and attached to this Resolution; and WHEREAS, in accordance with Article II, Section 2.01 of the Agreement, on March 13, 2021, the San Mateo County Community College District submitted a letter to the San Mateo County Controller’s Office invoking payments of certain amounts as described in Article 1, Section 1.01 and Section 1.02 in the event that the State funding formula for local school districts is changed; and WHEREAS, in accordance with Article II Section 2.01 of the Agreement, any such claim submitted by San Mateo County Community College District shall be prima facie evidence of financial burden or detriment caused by the former University Circle Redevelopment Project Area; and WHEREAS, calculated and estimated claim amounts are discharged through Redevelopment Property Tax Trust Fund (“RPTTF”) distributions of excess and available revenues and approved obligation payments herein; and
WHEREAS, the San Mateo County Controller’s Office collects property tax and calculates pass through obligations of the Former Agency in accordance with Dissolution Statutes and applied methodology; and
WHEREAS, San Mateo County has requested the Successor Agency approve the obligation due in accordance with Agreement Article II, Section 2.02, and the calculated amount of $53,336 is the maximum remaining amount due of the total amount of the obligation requested under the Agreement.

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

1. Approves a maximum $53,336 contractual pass-through obligation due to the San Mateo County Community College District in FY 2025-26 pursuant to a former Agency Agreement approved by Resolution No. 34 on November 28, 1988;

2. Approves of the San Mateo County Controller’s Office including such amount in the calculation of contractual pass-through obligations due to San Mateo County Community College District; and
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Resolution No. XX-2025 2 of 2

PASSED AND ADOPTED this 16th day of September 2025, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Martha Barragan, Successor Agency
Chair
ATTEST: APPROVED AS TO FORM:

James Colin, Successor Agency
Clerk
John D. Lê, Successor Agency
Counsel
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EPASD BOARD MEETING CONSENT ITEM 8.1

EAST PALO ALTO

SANITARY DISTRICT

STAFF REPORT
DATE: September 16, 2025
TO: Honorable Members of the City of East Palo Alto City Council, Governing Board to the East Palo Sanitary District, a Subsidiary of the City of East Palo Alto VIA: Melvin E. Gaines, General Manager
BY: Tomohito Oku, District Treasurer
Jessica Y. Caballero, Financial Services Manager
SUBJECT: Cash Disbursement Report for July 2025
Recommendation
Accept the cash disbursement report required pursuant to California Health and Safety Code Section 6794.

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

Priority: Governance, Organizational Strength, and Fiscal Sustainability Priority: Public Health, Safety, and Quality of Life
Background
On November 15, 2023, the San Mateo Local Area Formation Commission (“LAFCo”) unanimously approved the City of East Palo Alto’s application requesting that the East Palo Alto Sanitary District (“District” or “EPASD”) be made a subsidiary of the City of East Palo Alto.

On October 1, 2024, the reorganization of the District as a subsidiary of the City of East Palo Alto (City), and the City Council its governing board, became effective. Prior to and since that time, staff has worked diligently toward a peaceful and smooth transition. To that end, one aspect of that transition has required staff to review local rules and regulations of EPASD that may require amendment in light of the reorganization.

California Health and Safety Code (H&S) Section 6794 allows the Board to adopt a procedure 264
EPASD BOARD MEETING CONSENT ITEM 8.1
that provides for checks or warrants to pay claims and demands without approval by the Board of Directors before payment if the District Treasurer determines that the demands are payable within the District’s approved budget.

On December 3, 2024, the Board adopted an ordinance amending various provisions of the Sanitary District Code including Section 303 Appointed Positions, which authorizes District Treasurer to perform duties including the deposit and withdrawal of funds of the District, issuance of checks or warrants to pay claims and demands without approval by the Board before payment if the District Treasurer determines that the demands are payable within the District’s approved budget.

Furthermore, H&S Section 6794 requires staff to present cash disbursements to the Board at the next regular Board meeting and seek Board approval if demands exceed the District’s approved budget.

This staff report is informational and includes all cash disbursements for the month ending July 31, 2025, approved by District Treasurer. As of July 31, 2025, the actual expenses did not exceed the District’s approved budget.

Analysis
The following cash disbursements have been approved by the District Treasurer pursuant to the District Code Section 303, and are hereby reported to the Board:

EPASD Cash Disbursement Reports
For Period Ending July 31, 2025
Vendor Name Description Check Amount Check Issue Date
AA LOCK & ALARM INC. EPASD LOCKS $ 939.50 7/11/2025
ADP ADP PAYROLL FEES $ 49.85 7/31/2025
AppleOne, Inc Staffing Services $ 3,461.24 7/18/2025
AppleOne, Inc Staffing Services $ 3,466.06 7/18/2025
AppleOne, Inc Staffing Services $ 3,316.70 7/18/2025
AppleOne, Inc Staffing Services $ 3,492.78 7/25/2025
CALIF PUBLIC EMPLOYEES' Calpers EPASD RETIREMENT REPORT FOR PAYDAY 6/27/25 $ 387.38 7/31/2025 CALIF PUBLIC EMPLOYEES' EPASD HEALTH PREMIUM FOR JULY $ 9,471.75 7/31/2025 CALIF PUBLIC EMPLOYEES' UAL FOR fy24-25 $ 1,348.00 7/31/2025 CALIF PUBLIC EMPLOYEES' UAL FOR fy24-25 $ 55,113.00 7/31/2025 CALIF PUBLIC EMPLOYEES' REtirement report for payday 7/11/25 $ 389.61 7/31/2025 CALIF PUBLIC EMPLOYEES' RETIREMENT REPORT FOR PAYDAY 7/25/25 $ 389.61 7/31/2025 CALIF PUBLIC EMPLOYEES' EPASD HEALTH PREMIUM for Aug $ 9,456.63 7/31/2025 Caltronics Business Systems Equipment base charge and Usage $ 129.09 7/18/2025 COMCAST Recurring charges for ACCT#8155 20 007 0165362 for July 2025 EPASD $ 449.87 7/11/2025 COMCAST Recurring charges for ACCT#905067630 EPASD $ 407.00 7/18/2025 Everon, LLC
EPASD Equipment Lease, E-Secure, Extended Service Protection, Fire Inspection Charge, 24-hour Alarm Monitoring, Fire Monitoring $ 1,159.76 7/11/2025 FREYER & LAURETA INC. Prepare master plan update $ 10,105.50 7/8/2025 FREYER & LAURETA INC.

General technical support prepare master plan update for month of April-June 2025 $ 45,580.50 7/25/2025
Green Source Janitorial Monthly Janitorial Service JULY 2025 $ 1,953.00 7/11/2025 HOME DEPOT CREDIT SERVCIES EPASD SUPPLIES TO REPAIR WINDOW LEAK $ 65.96 7/11/2025 LC Networks, Inc IT DEPARTMENT REQUEST TO RECERTIFY CABLES AT EPASD FACILITY $ 2,120.00 7/11/2025 Marquee Pest Management, Inc. SERVICE FOR E.B.S STATIONS $ 125.00 7/8/2025 Marquee Pest Management, Inc. SERVICE FOR E.B.S $ 125.00 7/25/2025 Marquee Pest Management, Inc. R&M Ants/Roach /GP $ 77.00 7/25/2025 *Manual Checks have three-digit check numbers.
265
EPASD BOARD MEETING CONSENT ITEM 8.1
EPASD Cash Disbursement Reports
For Period Ending July 31, 2025
(Continued)
Fiscal Impact
There is no budget impact by this action as the year-to-date cash disbursements did not exceed the District’s approved budget.

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

Environmental
The proposed action is not a “project” under California Environmental Quality Act (CEQA) pursuant to CEQA Guideline section 15378(b)(4) because it is a fiscal activity which does not involve any commitment to any specific project which may result in a potentially significant impact on the environment.

Government Code § 84308
Applicability of Levine Act: No, as the proposed action involves no entitlement.

Analysis of Levine Act Compliance: Not applicable.

Attachments: None.

Vendor Name Description Check Amount Check Issue Date
PACIFIC GAS & ELECTRIC PACIFIC GAS & ELECTRIC EPASD $ 174.29 7/11/2025 Recology San Mateo County Waste for month of June 2025 $ 206.80 7/11/2025 U.S.BANK CORPORATE PAYMENT SYSTEM Training for new staff $ 25.40 7/11/2025 U.S.BANK CORPORATE PAYMENT SYSTEM 5/22/2025 Catering $ 279.27 7/11/2025 VEOLIA WATER NORTH AMERIC WATER BILL FOR EPASD FOR 5/24/25-6/24/25 $ 2,274.40 7/8/2025 VEOLIA WATER NORTH AMERIC WATER BILL FOR EPASD FOR 6/7/25-7/5/25 $ 367.18 7/18/2025 VEOLIA WATER NORTH AMERIC WATER BILL FOR EPASD FOR 6/6/25-7/5/25 $ 113.94 7/18/2025 VEOLIA WATER NORTH AMERIC WATER BILL FOR EPASD FOR 6/6/25-7/5/25 $ 31.13 7/18/2025 WEST BAY SANITARY DISTRIC Maintenance services agreement 5/2025 $ 118,168.60 7/8/2025 *Manual Checks have three-digit check numbers.
266
INFORMATIONAL REPORTS 11.1

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: September 16, 2025
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Humza Javed, Public Works Director
Batool Zaro, Senior Engineer
SUBJECT: Capital Improvement Project Informational Presentation Recommendation
Receive an informational presentation from staff concerning capital improvement projects, including project status updates.

Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
 Public Health, Safety, and Quality of Life
 Public Infrastructure and Utilities
Background
As part of an ongoing effort to keep the City Council informed on the status of capital projects citywide, an informational presentation will be provided by public works staff.

Analysis
The projects to be discussed are included as Attachment 1.

Fiscal Impact
There is no fiscal impact for this item.
267
INFORMATIONAL REPORTS 11.1
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.

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

Analysis of Levine Act Compliance: Not applicable.

Attachments

1. Project List
268

CURRENT AND ACTIVE PROJECTS
No. CIP ID PROJECT GENERAL &

CIP FUNDS
OTHER
LOCAL

FUNDING

GRANTS TIMELINE
(Completion
date)
1 PK-18 Railspur Trail Improvements
This project includes enhancing the Railspur Trail to be better used as a shared path, with improved striping
and signage to meet current Class I facility standards.

New landscaping will be added and improvements to
the existing landscape will be made. The lighting will be replaced and upgraded and amenities like benches will
be added. The asphalt will also be replaced with
improved grading.
$1,530,000 Fall 2026
2 ST-09 Bicycle and Pedestrian Improvements
This project is for the installation of street
improvements designed to enhance vehicular,
pedestrian and bicycle safety throughout the City.

Improvements include the installation of enhanced
signage, striping and loop detectors for bicycles. A
portion of the project will be constructed in conjunction with the Street Resurfacing Project. This project is
ongoing and funded through various sources including
local tax measures and grants.
$250,000 Ongoing -
annually
3 WS01A Woodland/Palo Alto Emergency Intertie
This project will establish an emergency intertie with the City of Palo Alto’s water system. Establishment of an
intertie will allow the City to obtain emergency water in case the City’s connection with the Hetch Hetchy
Aqueduct is severed. Currently, the City has no
emergency source of water if the City’s connection with the Hetch Hetchy Aqueduct is severed. This project
also includes the installation of a 12 inch water main on Woodland Avenue across University Avenue.
$433,400 Complete
- closeout
4 PK05A

Joel Davis Park Restroom
This project implemented improvements to Joel Davis
Park. The scope of work included the installation of a
new double restroom and some concrete and utility
work associated with the restroom installation. The
availability of a restroom will help support greater use of the park.
$228,102 $196,593 Complete
- closeout
5 ST-08 University Avenue Safety Improvements Project
This project provides for pavement resurfacing,
restriping, upgrading of traffic signals and various other improvements at the University Avenue and
Runnymede Street intersection. The work will also
$1,234,000 Fall 2025
– Summer
2026
269
No. CIP ID PROJECT GENERAL &

CIP FUNDS
OTHER
LOCAL

FUNDING

GRANTS TIMELINE
(Completion
date)
include installation of safety and ADA improvements at
various intersections along University Avenue, including improvements to crosswalks and signage. The project
will also involve the installation of traffic and bicycle loop detectors at all signalized intersections along
University Avenue in the City. Traffic signal
modifications will be made at the intersection of
University Avenue and Runnymede Street to provide an
exclusive left-turn phase. It is funded through HSIP
funds.
7 ST04A/BCitywide Lighting Upgrade Project Phase 2
A city-wide lighting assessment, solar lighting and other new lighting fixtures will be a part of the Phase 2
project.
$3,000,000 Fall 2025
– Fall
2030
8 ST-11 Sidewalk Repair Program (PMP)
This project provides for maintenance and
reconstruction of damaged and inadequate City
sidewalks. This program involves the evaluation of the
condition of existing sidewalks and the development of
a strategy for prioritizing and scheduling
repair/reconstruction. Regular maintenance is required
to keep existing sidewalks in a condition that will ensure pedestrian safety. This program would also ensure that
every existing tree that is removed as part of sidewalk repair or maintenance is replaced with two new trees of an appropriate variety at a location that would not
interfere with sidewalk, pavement, or underground
utilities in the future
$750,000 Ongoing -
annually
9 ST14A/BUniv Ave Interchange + Pedestrian Overcrossing (101) This project includes construction of a pedestrian/bike overcrossing as well as widening of the University
Avenue/US 101 off ramp to provide safer pedestrian
and bicycle travel and more efficient vehicle travel. The Project began construction in Summer 2023 and is
anticipated to complete in 2025. The design of the
improvements will be required to meet Caltrans
standards.
$836,632.1 $14,665,499 Fall 2025
10 ST-07 Annual Street Resurfacing (PMP)
This project provides for the resurfacing of City streets during the ten-year life of the CIP. The City's Pavement Management Program (PMP) will be updated in 2024.

The PMP documented the existing conditions of City
streets and outlined recommended strategies for
systematically maintaining and improving streets with
$6,000,000 On-going
270
No. CIP ID PROJECT GENERAL &

CIP FUNDS
OTHER
LOCAL

FUNDING

GRANTS TIMELINE
(Completion
date)
the City's available funding. The PMP divided streets
into two categories based on their condition: streets
requiring resurfacing for preventative maintenance, and those requiring major reconstruction. This project
addresses the City’s street resurfacing needs to
prevent the deterioration of roads in fair condition into roads that require reconstruction. Roughly $2,500,000
needs to be expended annually on street resurfacing
over the next five years to maintain the City’s current pavement condition index (PCI) score.
11 PK-20 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 with total project
costs estimated to be $100,000.
$50,000 $50,000 Winter
2025
12 FA-02 Tate Street Building Improvements
This project would improve the physical condition of the Community Development/Public Works Department
building. Roof repair and other basic improvements
such as HVAC will be a part of the work to occur in
2025.
$140,000 Fall 2025
13 FA-15 Cummings Loft Improvements
This project involves the construction of an incubator
space for small businesses in the community. Several
years ago, the City acquired a commercial space
(known as Cummings Loft) of nearly 1,000 sq/ft as part
of a negotiation with a developer who built a mixed-use project. The intent was to create incubator space for
East Palo Alto small businesses and non-profits that
were on the verge of being displaced due to
gentrification. The developer provided the space in a
“cold shell” condition. Therefore, the space needs
drywall, plumbing, flooring, paint, and other essential features prior to making the space available for use. To ensure the existing tenants are not impacted by the
incubator space, the City also plans to make ingress
and egress/security upgrades on the outside of the
property.
$550,000 March
2026
14 FA-17 Police Department Facility Improvements
This project includes improvements to the Police
Department trailers. The trailers need plumbing, HVAC,
awning, ADA, roof, and security upgrades.
$120,000 Fall 2025
15 WD04B University/Weeks Watermain $530,319 $1,000,000 $5,200,000 CompleteCloseout 271
No. CIP ID PROJECT GENERAL &

CIP FUNDS
OTHER
LOCAL

FUNDING

GRANTS TIMELINE
(Completion
date)
This project includes the installation of a 12 inch water main along University Avenue from O'Brien Street to
Donohoe Street. The project also includes the
installation of a 12 inch water main along Weeks Street from Cooley Avenue/University Avenue to Pulgas
Avenue. This project will address water pressure and
flow issues City wide.
16 ST-34 Lighting at Clarke Avenue Overcrossing
This project will address lighting deficiencies at the
Clarke Ave. overcrossing. This project will be merged
into ST-04 A/B. This project has been added to improve
the safety and quality of the overcrossing for resident use. This project would improve lighting at the Clarke
Ave. overcrossing.
$150,000 Ongoing
Fall 2025
– Fall
2030
17 SP-14 Newell Bridge
The existing bridge along Newell Road was built in
1911. The California Department of Transportation
inspected the over-100-year-old bridge on multiple
occasions and determined it is functionally obsolete
due to its dimensions. The narrow bridge does not
accommodate two directional traffic or meet the current standards for bicycle and pedestrian access. In
addition, the bridge presents flood risks due to bridge abutments that create creek constriction. Replacing the bridge will improve safety for all modes of
transportation, provide a designated crosswalk for
pedestrians, and enable the creek channel to convey
more flow and mitigate the risk of flood. The project
cost is estimated to be $16,000,000 and is being
funding by multiple grants being managed by the City of Palo Alto.
$16,000,000 Fall 2025
- 2027
18 ST-15 Signage and Striping Improvements
This project is for the installation of new signage and new striping to improve vehicular, pedestrian and
bicycle safety throughout the City. In future years, staff anticipates needing $50,000 annually to maintain
and/or replace striping and signs.
$50,000 Ongoing
19 WS-09 Water Tank Siting Study
This project would fund a study to identify the best
location(s) for a water tank, better serve East Palo Alto residents in the event of a water shortage.
$150,000 Spring
2026
20 FA-16 City of East Palo Alto Library (Design Phase Only) The project's scope of work includes the design and
construction of a library facility owned and operated by the City of East Palo Alto. The current local library is in On-Hold
272
No. CIP ID PROJECT GENERAL &

CIP FUNDS
OTHER
LOCAL

FUNDING

GRANTS TIMELINE
(Completion
date)
City Hall and owned by San Mateo County. This project
is being combined into the Civic Commons project.
21 ST-28 East Bayshore Sidewalk Improvements
The project involves pedestrian and cyclist safety
improvements along East Bayshore Road from Euclid
Avenue to Menalto Avenue. As part of the project, the
City will install sidewalks, bikeways, traffic calming
measures, green infrastructure, and lighting as
determined in the PS&E package approved by City
Council. The construction contract was awarded at the
7/8/2025 City Council meeting and construction is
anticipated to begin in Fall 2025.
$72,134.82 $3,400,000 Fall 2025-
Fall 2026
22 SP02B San Francisquito Creek Reach II
After the construction of flood protection improvements downstream of Highway 101 (SP-02A), the San
Francisquito Creek Joint Powers Authority (SFCJPA) is
designing and constructing improvements upstream of
Highway 101 to improve flood water conveyance
through this stretch. A portion of East Palo Alto, along Woodland Avenue, will be affected by this project. The
extent of the improvements and the City’s expected
financial contribution are currently unknown.

An updated hydraulic model prepared by Schaaf and
Wheeler is being used to update the design of this
project. Feasibility ranges for potential alternatives
range from $120million to $170million.

The $935,000 contribution by the City towards this
project is for continuation of the conceptual design.

An alternative evaluations report for Reach II was
reviewed by all agencies during this quarter.
$935,000 Ongoing
23 SP02C Safer Bay (Phase 1 Only)
This is a long-term project that will build infrastructure to protect East Palo Alto residents and developmental
assets that lie within the 100-year floodplain boundary plus 3.5 feet of projected sea level rise. This project will be broken into two components: Flood protection via
levee/floodwall and combination of flood protection
features. This levee would protect East Palo Alto from
the O'Connor pump station northerly to Bay Road. This
levee would primarily prevent flooding in the Weeks
and Gardens neighborhoods.

The second component is a eco-tone transition zone -
This enables the restoration of the former salt ponds
into tidal marshes with high ecological value and flood $1,162,210 $3,643,576 December
2026
273
No. CIP ID PROJECT GENERAL &

CIP FUNDS
OTHER
LOCAL

FUNDING

GRANTS TIMELINE
(Completion
date)
protection benefits. This portion of the project is a
requirement to mitigate the environmental impacts
associated with flood protection elements.

This project only includes design and construction of
the portion south of Bay Road along with Restoration
for R1 and R2. The design is anticipated to be
completed by December 2026. The City is currently
managing the design of this project.
24 SD-08
& SD09
Full Trash Capture Device Installation (Phase I and II) As part of the City's Municipal Stormwater Permit
requirements, the City must move towards 100% trash
capture of storm water runoff by the year 2025. The
City is presently at 67% full trash capture without
"credits" for bag ban, cleanups, etc. which phased out
in 2022/2023.

The project in 2025 proposes to install 75 additional
trash capture devices at drainage inlets over the next
several years in order to meet the requirements of the
City's Municipal Regional Stormwater Permit.

Caltrans has agreed to fund a full-trash capture device in East Palo Alto, located near its border with Menlo
Park. This device will be installed in late 2025.
$350,000 $1,364,179 December
2025
25 WD-05 Water Meter Replacement
This project will replace water meters, water meter
boxes, and lids as well as 100 large meters. The
replacement of meters and meter reading equipment
will enhance and upgrade the ability to monitor usage
and reduce the time associated with meter reading. The
schedule of water meter replacement is outlined in the
City’s Water System Master Plan and will be completed
in phases.
$180,000 Winter
2025
26 ST-29 University Avenue Grand Corridor
This project is included in the vision of the City's
General Plan. The General Plan envisions University
Ave. being transformed from a cut-through corridor into a mixed use boulevard with high-density housing,
neighborhood-serving businesses and offices. This
includes multimodal and complete streets
improvements along University Avenue. The project is
currently in the conceptual design phase, with work
expected to continue for the lifecycle of this current
Capital Improvement Program.
$ 840,452.5 $840,452.5 Summer
2026
274
No. CIP ID PROJECT GENERAL &

CIP FUNDS
OTHER
LOCAL

FUNDING

GRANTS TIMELINE
(Completion
date)
27 SD06A/BO’Connor Pump Station (Phase I only)
Phase I is aimed at making immediate improvements at
the existing O'Connor Pump Station which includes
replacement of existing pumps, motors, light fixtures,
and replacing the existing diesel engine with an electric engine. This phase also includes repair of the
underground diesel tank piping as required by the
State.

Phase II will include major improvements to the existing O'Connor Pump Station existing pumps, electrical
facilities and the wet well structure.
$1,600,000 Winter
2025 –
Fall 2026
28 ST-12 Traffic Calming Program – Pulgas Roundabouts
This project provides for the planning and construction of traffic calming devices throughout East Palo Alto.

Phase 1 of this project, the Pulgas Ave. roundabouts, is underway.
$500,000 $340,000 $400,000 Summer
2026
29 FA-10 Electric Vehicle Charging Stations
This project is included as an implementation project in the Climate Action Plan. It includes citywide review of potential charging stations and implementation includes the construction of stations at City-owned or operated
facilities identified to be high priority for the state of California's new Advanced Clean Fleets regulations.

The City will be constructing a dual 2-port charging
station at 1960 Tate Street (the Community
Development Building) in Fall of 2025.
$120,000 Summer
2025 –
Winter
2025
275
Public Hearing 13.1

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: September 16, 2025
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Tomohito Oku, Finance Director
SUBJECT: Cost Allocation Plan and User Fee reports and amendment to City’s Master Fee Schedule – Continued from June 17, July 15, and July 29, 2025 Recommendation
Adopt a resolution:

1. Approving the Cost Allocation Plan and User and Regulatory Fee Study as the basis for amending the Master Fee Schedule;

2. Amending the City’s Master Fee Schedule, based on Cost Allocation Plan and User and Regulatory Fee Study; and

Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
 Priority: Governance, Organizational Strength, and Fiscal Sustainability Background
At the July 29, 2025 meeting, the City Council continued deliberations on the City’s Master Fee Schedule, specifically regarding multi-family residential development fees.

Councilmembers raised concerns that building and related development fees in East Palo Alto may be higher than those of neighboring jurisdictions, potentially discouraging multi-family housing projects. Council directed staff to return on September 16, 2025, with additional 276
Public Hearing 13.1
analysis and options to encourage residential development while maintaining fiscal responsibility.

The Council’s stated objective was to promote multi-family residential development by pausing related fee increases and ensuring the City’s fees do not create barriers to financially feasible housing projects.

Analysis
Fee Comparison with Neighboring Cities
Staff reviewed updated fee comparison data (see the table below1) for multi-family dwelling development. East Palo Alto’s building fees are not higher than those of comparable jurisdictions; in many cases, they are aligned or below regional averages.

Impact of Fees on Development Feasibility
A financial feasibility study conducted in March 2025 along with City’s impact fee study concluded that multi-family development projects face feasibility challenges primarily due to broader economic conditions—such as elevated interest rates, construction cost inflation, and housing market fluctuations—rather than City-imposed fees. Building fees, while a factor in overall project costs, are significantly smaller in scale compared to development impact fees.

Impact fees are approximately ten times larger than building fees, meaning that freezing or reducing building fees would have limited effect on overall project feasibility.

Purpose of Building vs. Regulatory Fees
Building permit and plan check fees are structured to recover the costs of delivering services (e.g., staff, inspection, plan review) and aim for 100% cost recovery. In contrast, regulatory and impact fees are designed to fund programs, infrastructure, affordable housing, or compliance with legal mandates. Pausing cost-recovery building fees would shift service costs onto the City’s General Fund, reducing fiscal sustainability.

Flexibility for Large Projects
To enhance transparency in how fees are assessed, staff recommends allowing the City Manager discretion to apply a time-and-materials methodology for projects with a valuation

1 Assumptions used– Cost per square footage: 250, Cost per square footage $400, Construction cost: $100 million
City Building Permit Plan Check MEP Fees Technology General Plan TOTAL FEES Rank % vs Avg San Bruno $697,423.99 $669,527.03 $418,454.40 $55,793.92 $900,000.00 $2,741,199.34 5 42.87% East Palo Alto $1,035,379.67 $616,125.00 $0.00 $0.00 $283,694.03 $1,935,198.70 3 0.86% Foster City $791,974.19 $554,381.93 $0.00 $89,005.37 $499,997.50 $1,935,358.99 4 0.87% San Carlos $549,730.00 $484,066.00 $67,725.00 $4,406.08 $740,000.00 $1,845,927.08 2 -3.79% Redwood City $457,600.02 $228,800.01 $0.00 $59,488.00 $390,000.00 $1,135,888.03 1 -40.80% AVERAGE $ 706,421.57 $ 510,580.00 $ 97,235.88 $ 41,738.68 $ 562,738.31 $ 1,918,714.43

FEE COMPARISON BY CITY
277
Public Hearing 13.1
above $10 million. While the flat-fee structure provides predictability and efficiency for most projects, very large projects can present unique circumstances where actual staff time and resources may vary significantly. Offering a time-and-materials option allows the City to demonstrate a clear connection between the fees charged and the services provided, improving accountability and transparency in the fee structure.

Accordingly, staff’s recommendation remains that the Council approve the Master Fee Schedule published for the July 29, 2025, with the exception of projects over $10 million, which can be billed on a time and materials basis per City Manager’s discretion.

Public Notice
The public was provided notice by making the agenda and report available on the City’s website and on a bulletin board located at City Hall: 2415 University Avenue, East Palo Alto. In addition, a notice of public hearing was published on a local newspaper on June 6, 2025.

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

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

Analysis of Levine Act Compliance: Not applicable.

Attachments

1. Resolution to amend City’s Master Fee Schedule.

2. Staff Report from July 29, 2025, City Council Meeting.

3. Cost Allocation Plan study report.

4. User and Regulatory Fee study report.

5. Comparative Schedule of Current and Proposed User and Regulatory Fees. 278
1 of 2
RESOLUTION NO. x

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO

ADOPTING AMENDMENTS TO THE MASTER FEE SCHEDULE
WHEREAS, the City of East Palo Alto maintains a Master Fee Schedule that establishes the fees and charges imposed for a wide range of municipal services and activities including user and regulatory fees as well as developer impact fees; and
WHEREAS, the City of East Palo Alto periodically modifies the Master Fee Schedule to account for program changes and other costs, and to ensure existing fees and charges do not exceed the costs of service, and further, re-align fees with desired cost recovery policies; and WHEREAS, on March 4, 2025, the City Council held a noticed public hearing to receive public comments on the Nexus Study Update, Financial Feasibility Analysis, Fee Comparison Survey, and recommended updates to the parks and trails, public facilities, transportation, storm drainage, and water capacity impact fees; and
WHEREAS, pursuant to the Mitigation Fee Act and other applicable state laws and Chapters

13.24 and 13.28 of the City of East Palo Alto Municipal Code, the City Council adopted the updated park and trails, public facilities, storm drainage, and transportation, water capacity, and storm drainage development impact fees which became effective on May 4, 2025, and are only incorporated by reference therein, as they were already adopted by the Council on May 4, 2025; and WHEREAS, the City contracted with Matrix Consulting Group, LTD (Matrix) to conduct a comprehensive Cost Allocation Plan (CAP) and a citywide user and regulatory fees studies, including developing data and conducting staff surveys as necessary to determine reasonable estimated costs of services pursuant to Article XIIIC, Section 1 of the State Constitution, thereby updating and amending the Master Fee Schedule; and
WHEREAS, the City held a properly noticed public hearing on June 17, 2025, continued it on July 15, 2025, July 29, 2025 and September 16, 2025, and reviewed the Matrix user and regulatory fee study report, including recommended changes to the Master Fee Schedule; and

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

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

2. Approves the Cost Allocation Plan (April 2025) and User and Regulatory Fee Study (June 2025) prepared by Matrix Consulting Group, Ltd;

3. Adopts the Master Fee Schedule, attached hereto as Exhibit A and made a part here of, based on the User and Regulatory Fee Study;

4. Approves the effective date of all development project fees (or other fees, as specifically noted) set forth in Exhibit A shall be 60 days after the date of this Resolution, or November 15, 2025 otherwise, all other fees are effective immediately; and 279
2 of 2

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

PASSED AND ADOPTED this 16th day of September 2025, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Martha Barragan. Mayor
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk John D. Lê, City Attorney
280
Fee Name Unit New Proposed Fee
Planning
Pre-Application Fees
Hourly Pre-Application (1 hr. minimum) Per Hour $337
Pre-Application Services for Projects Subject to City's Pre-Application Ordinance Deposit $8,312 Preliminary Ministerial Review Hourly (2 hr. minimum) Per Hour $337 Appeals
Appeals to City Council (if initiated by City Council - no charge) Each $9,361 Appeals to Planning Commission Each $9,361
Subdivision
Certificate of Compliance Each $2,147
Condominium Conversion Deposit $41,000
Final Maps Planning Review of Engineering Application
4 lots or less Each $1,682
5 - 25 lots Each $2,020
>25 lots Each $2,357
Lot Line Adjustment Each $2,695
Lot Line Merger Each $2,695
Tentative Map
4 lots or less Each $8,354
5 - 25 lots Each $10,042
>25 lots Deposit $11,730
Tentative Map Extension Each $2,731
Tentative Map Modification Each $3,744
Design Review*
Administrative Each $4,715
Planning Commission Review Each $14,866
Garage Conversions / Minor ADR (400 s-f. or less) Per Hour $337 Permit Adjustment Minor Each $693
Permit Adjustment Major Each $1,345
Legislative Actions
General Plan Amendment Deposit $22,000
Planned Unit Development Deposit $15,000
Zone Change/Text Amendment Deposit $12,000
Tree Removal*
1-2 trees Base $506
3 or more Per Tree $29
Signage*
Master/Common Sign Program Each $8,154
Permanent Sign Per Sign $1,048
Temporary Sign Per Sign $494
Use Permit*
Administrative Use Permit (AUP) / Special Use Permit (SUP) Each $4,715 Conditional Use Permits (CUP) Each $14,866
Public Convenience/Necessity Application - Filing Fees Each $1,775 Renewal /Modification to Conditions
AUP / SUP Each $2,900
CUP Each $7,269
Temporary Use Permit
Minor Each $337
Administrative Each $2,734
Major Each $4,715
Major TUP Annual Renewal Each $1,386
Zoning Relief
Parking Exception Per Hour $337
Variance Each $3,406
Environmental
Categorical Exemption
Standard Each $1,386
Infill/Other
Staff Led Each $3,412
Consultant Cost Deposit Actual Cost
Initial Study
Consultant Cost Deposit Actual Cost
Initial Study - Mitigated Negative Declaration/ Negative Declaration Consultant Cost (Will include a 15% staff management fee) Deposit Actual Cost Environmental Impact Studies (EIR)
EIR Report - Consultant Cost (Will include a 15% staff management fee) Deposit Actual Cost Mitigation Monitoring - one-time Each $3,749
Notice of Determination (NOD) - CEQA Filing Each Per State Zoning Clearance (Administrative Review)
Other Accessory Per Hour $337
Exhibit A
281
Fee Name Unit New Proposed Fee
Other Administrative Fees
Building Permit Review
Minor Res- Improvement Each $337
Tenant Improvements Each $1,012
Addition of s. f. Each $337
New SFD Each $337
New Multifamily Each $1,350
New Commercial Each $1,350
Miscellaneous Planning
Noticing/Special Noticing (each mailing) Each $675
Newspaper Ad Publication Deposit $400
Written Determination by City Planning Manager Each $1,422 Planning Hourly Fee (1 hr. minimum) Per Hour $337
Refund Administrative Fee Each Per Policy
$0
*Note: Time extensions will be charged at 10% of base Permit fee 282
Fee Name Unit New Proposed Fee
Building
Building Permit and Plan Check
Building Plan Check - Single Family Residential
Base fee up to $5,000 Base $246.45
Base fee at $5,000 Base $246.45
Each additional $1,000 or fraction thereof Each additional $1,000 $30.81 Base fee at $25,000 Base $862.58
Each additional $1,000 or fraction thereof Each additional $1,000 $24.65 Base fee at $50,000 Base $1,478.70
Each additional $1,000 or fraction thereof Each additional $1,000 $49.29 Base fee at $100,000 Base $3,943.20
Each additional $1,000 or fraction thereof Each additional $1,000 $14.79 Base fee at $500,000 Base $9,858.00
Each additional $1,000 or fraction thereof Each additional $1,000 $7.39 Base fee at $1,000,000 Base $13,554.75
Each additional $1,000 or fraction thereof Each additional $1,000 $1.23 Base fee at $5,000,000 Base $18,483.75
Each additional $1,000 or fraction thereof Each additional $1,000 $2.46 Base fee at $10,000,000 Base $30,806.25
Each additional $1,000 or fraction thereof Each additional $1,000 $1.23 Building Permit/Inspection - Single Family Residential
Base fee up to $5,000 Base $796.45
Base fee at $5,000 Base $796.45
Each additional $1,000 or fraction thereof Each additional $1,000 $59.73 Base fee at $25,000 Base $1,991.11
Each additional $1,000 or fraction thereof Each additional $1,000 $55.75 Base fee at $50,000 Base $3,384.90
Each additional $1,000 or fraction thereof Each additional $1,000 $51.77 Base fee at $100,000 Base $5,973.34
Each additional $1,000 or fraction thereof Each additional $1,000 $9.96 Base fee at $500,000 Base $9,955.57
Each additional $1,000 or fraction thereof Each additional $1,000 $9.96 Base fee at $1,000,000 Base $14,933.36
Each additional $1,000 or fraction thereof Each additional $1,000 $6.22 Base fee at $5,000,000 Base $39,822.30
Each additional $1,000 or fraction thereof Each additional $1,000 $3.98 Base fee at $10,000,000 Base $59,733.44
Each additional $1,000 or fraction thereof Each additional $1,000 $1.99 Building Plan Check - Commercial/Multi-Family/Industrial* Base fee up to $5,000 Base $246.45
Base fee at $5,000 Base $246.45
Each additional $1,000 or fraction thereof Each add'l $1,000 $16.43 Base fee at $50,000 Base $985.80
Each additional $1,000 or fraction thereof Each add'l $1,000 $29.57 Base fee at $100,000 Base $2,464.50
Each additional $1,000 or fraction thereof Each add'l $1,000 $24.65 Base fee at $500,000 Base $12,322.50
Each additional $1,000 or fraction thereof Each add'l $1,000 $5.91 Base fee at $1,000,000 Base $15,279.90
Each additional $10,000 or fraction thereof Each add'l $10,000 $40.53 Base fee at $10,000,000 Base $51,754.50
Each additional $10,000 or fraction thereof Each add'l $10,000 $61.61 Base fee at $20,000,000 Base $113,367.00
Each additional $10,000 or fraction thereof Each add'l $10,000 $68.51 Base fee at $50,000,000 Base $318,906.30
Each additional $10,000 or fraction thereof Each add'l $10,000 $59.44 Base fee at $100,000,000 Base $616,125.00
Each additional $10,000 or fraction thereof Each add'l $10,000 $9.24 Base fee at $500,000,000 Base $985,800.00
Each additional $10,000 or fraction thereof Each add'l $10,000 $4.62 Building Permit/Inspection - Commercial/Multi-Family/Industrial* Base fee up to $5,000 Base $298.67
Base fee at $5,000 Base $298.67
Each additional $1,000 or fraction thereof Each add'l $1,000 $46.46 Base fee at $50,000 Base $2,389.34
Each additional $1,000 or fraction thereof Each add'l $1,000 $51.77 Base fee at $100,000 Base $4,977.79
Each additional $1,000 or fraction thereof Each add'l $1,000 $11.45 Base fee at $500,000 Base $9,557.35
Each additional $1,000 or fraction thereof Each add'l $1,000 $10.75 Base fee at $1,000,000 Base $14,933.36
283
Fee Name Unit New Proposed Fee
Each additional $10,000 or fraction thereof Each add'l $10,000 $98.45 Base fee at $10,000,000 Base $103,537.97
Each additional $10,000 or fraction thereof Each add'l $10,000 $103.54 Base fee at $20,000,000 Base $207,075.93
Each additional $10,000 or fraction thereof Each add'l $10,000 $69.03 Base fee at $50,000,000 Base $414,151.87
Each additional $10,000 or fraction thereof Each add'l $10,000 $124.25 Base fee at $100,000,000 Base $1,035,379.67
Each additional $10,000 or fraction thereof Each add'l $10,000 $25.88 Base fee at $500,000,000 Base $2,070,759.35
Each additional $10,000 or fraction thereof Each add'l $10,000 $12.94 Miscellaneous Fees - Flat Rate Permits
Demolition Minor Flat $406
Commercial Demoliton
Refer to Valuation
Table
ADU Building Permit Resource Center Fee Each $0
Single Family Dwelling Remodels (No Modifications to Walls):

Kitchen Remodel Flat $700
Bathroom Remodel Flat $843
Door/Window Replacements (up to 20 Windows):

Up to 4 Windows Flat $300
More than 4 and up to 20 Windows Flat $420
Greater than 20 Windows
Refer to Valuation
Table
Fences:

Over 7 ft - 64 l.f. Flat $398
Over 7 ft - Each additional 16 l.f. over 64 l.f. Each Addl. 16 l.f. $66 Non-Wood Fence CMU fence
Refer to Valuation
Table
Photovoltaic Systems (Solar Systems):

Solar - Residential Each $250
Solar - Commercial Each
Up to 50 kW Each $1,336
51kW - 250kW Each $3,071
250+kW Each $6,446
Property Research/Site Inspection for Business License Each $199 Re-roof: - Residential
Up to 10,000 sq. ft. (No structural modification) Flat $400 Structural or Non-structural greater than 10,000 sq. ft.

Refer to Valuation
Table
Electric Vehicle Charging Station (Residential)
Residential Flat $200
Commercial
Refer to Valuation
Table
Mechanical, Plumbing, Electrical Permit Fees
Processing Fee - MEP % of Permit Fee 40%
MEP Inspections & Plan Check
Water Heaters and Residential Commodes Each $150
Residential/Simple Standalone MPE Permit: (fee includes up to 3 from the list below) Simple Mechanical Items:

Addition to Each heating appliance, refrigeration unit, cooling unit, absorption unit, or Each heating, cooling, absorption, or
evaporative cooling system. Each $199
HVAC change out - existing dwelling Each $199
Air-handling unit over 10,000 CFM Each $398
Evaporative cooler Each $398
Ventilation fan connected to a single duct Each $199
Hood and duct system Each $398
Duct systems Each $199
Miscellaneous mechanical (wall furnace, condensing units, gas outlet/gas test, etc.) Each $199 Other simple mechanical Each $199
Simple Electrical Items:

Receptacle, switch, and lighting outlets and fixtures
1-20 devices Each $398
Each Additional 20 Devices Each Add'l 20 Devices $199
Pole or platform-mounted lighting fixtures Each $199
Residential appliances
1-5 devices Each $199
284
Fee Name Unit New Proposed Fee
Each Additional 5 Devices Each Add'l 5 Devices $199
Appliances not exceeding one horsepower (HP), kilowatt
(KW), or kilovolt-ampere (KVA), in rating Each $199
Busways Each $199
Trolley and plug-in-type busways - Each 100 feet or fractionthereof Each $199 Signs, outline lighting, and marquees Each $199
Signs, outline lighting, or marquees supplied from one branchcircuit Each $199 Services of 600 volts or less and not over 400 amperes inrating Each $199 Miscellaneous apparatus, conduits, and conductors Each $199 Residential swimming pools Each $298
Portable generators less than 10,000 W Each $199
Temporary power panel/service Each $199
Temporary power pole Each $199
Other simple electrical Each $199
Simple Plumbing Items:

Plumbing fixtures Per 3 Fixtures $199
Building sewer Each $200
Rainwater systems Each $199
Industrial waste pretreatment interceptor Each $398
Water piping system and/or water treating equipment Each $199 Repair or alteration of drainage or vent piping system Each $199 Lawn sprinkler systems Each $199
Backflow devices Each $199
Atmospheric-type vacuum breakers Each $199
Gas test Each $199
Gas outlets
1-4 fixtures Each $199
Each Additional 4 Fixtures Each Add'l 4 Fixtures $199
Solar water systems Each $199
Other simple plumbing Each $199
Additional Plan Review / Inspection Services
Complex/Commercial Standalone MEP Permits Based on Valuation Alternative Means and Methods Hourly $222
Extension Requests for Building Permits Hourly $184
Replacement of Job Card (Building Permit Card) Each Hourly $84 Deferred Submittals Hourly $238
Inspection Supplemental Fee (Projects that require more inspections than average, the Building Official may charge additional inspection fees) Hourly $196 Accessibility Hardship Exemption Hourly $227
Additional Plan Check required by changes, additions, or revisionsto plans Hourly $238 Plan Check for Planning Entitlement Projects Hourly $238 Appeals:

Appeal to Building Official Each $629
Appeal to City Council Each $1,049
Certificate of Occupancy / Temporary Certificate of Occupancy Hourly Each $204 Fire Damage Inspection Each $196
Inspections outside of normal business hours Hourly $234 Pre-Site Inspection / Re-inspection - SFD Hourly Each $196 Pre-Site Inspection / Re-inspection - Other than SFD Hourly Each $196 Records Research Per 30 Minutes $91
Reproduction of Plans Per Page $168
Written Interpretation of Building Code Hourly Each $205 Temporary Use Permit
Normal Business Hours Hourly Each $196
After Hours Hourly Each $230
Address Assignment Each $337
Surcharges
General Plan Maintenance Fee % of Building Permit 27.40% Ravenswood Business District (RBD) Specific Plan Maintenance Fee Per Sq. Ft. $0.26 $0
*Per the City Manager's discretion, deposit and time and materials billing system can be used for projects over $10,000,000 in value 285
Fee Name Unit New Proposed Fee
Code Enforcement
Code Enforcement Investigation Per Hour $185
Recording & Removal of Liens Each $600
Notary Each $15
286
Fee Name Unit New Proposed Fee
Housing
Inclusionary Housing Agreement Recordation (Resale Restriction, Deed of Trust, Regulatory Agreement)1* Each $616 Below Market Rate (BMR) Fees
Monthly Monitoring Fee (Contracted Out)2 Per Unit $126
Sale or Resale (Contracted Out) % of Loan 3%
Compliance Fee3 Per Incident $411
Monthly Loan Servicing - Amortized Loan (Contracted Out) Per Unit Actual Cost Monthly Loan Servicing - Deferred Loan (Contracted Out) Per Unit Actual Cost Loan Set-Up (Contracted Out) Each Actual Cost
Loan Foreclosure (Contracted Out) Each Actual Cost
Affordable Housing Compliance Plan (Not Recorded)
Application:

Application Process Each $532
Alternative Compliance Application Review
4 units or less Each $1,671
5 units or more Each $3,343
Application Modification / Amendment Each $266
Review of Household Occupancy Eligibility (Initial Lease-Up / Change of Occupancy) Per Unit $205 Review of Waiver, Adjustment or Reduction Request Per Unit $272 Rent Registry4
Residential Inspection Upon Change in Occupancy Per Unit $330 Annual Monitoring Compliance Fee - Just Cause Units Per Unit $53 Annual Monitoring Compliance Fee - Fully Exempt Units Per Unit $37 $0
1 100% Affordable Housing is exempt $0
2 Monthly fee for the term of affordability for units of affordable housing development agreements starting 7/1/2025 $0 3 Per non-compliance incident $0
4 Any Housing not under rent stablization ordinance $0
*County Fees may apply $0
Rent Stablizations*
Annual Registration Per Year Per Unit $369
Cloud-Storage Per Unit Registered $20
Ellis Act Withdrawn Property Administrative Fee Per Unit Application $309 Late Processing Fee:

Failure to File before Jan. 31st Each $25
Failure to Submit Statement Withing 30 Days After Receipt of the Notice Each $50 Appeal to the Board:

Filing of Appeal Base $1,175
Each Additional Unit Each Addl Unit $587
Landlord Petition:

First Installment
First Unit Base $83
Each Additional Unit in the Same Building Each Addl Unit $41 Second Installment
First Unit Base $55
Each Additional Unit in the Same Building Each Addl Unit $27 Tenant Petition:

First Installment
First Unit Base $35
Each Additional Unit in the Same Building Each Addl Unit $17 Second Installment
First Unit Base $23
Each Additional Unit in the Same Building Each Addl Unit $11 $0
*All Rent Stabilization Fees are subject to RSP Board approval in October 2025 $0 287
Fee Name Unit New Proposed Fee
Engineering
Grading - Plan Review*
< 50 Cubic Yards Each $4,335
50 - 100 Cubic Yards Each $4,335
101-500 Cubic Yards Each $6,098
> 501 Cubic Yards Deposit $17,357
Grading - Inspection*
< 50 Cubic Yards Each $5,586
50 - 100 Cubic Yards Each $8,594
101-500 Cubic Yards Each $21,485
> 501 Cubic Yards Deposit $25,782
Public Improvements - Plan Review*
Base fee up to $10,000 Base $3,271
Base fee at $10,000 Base $3,271
Each add'l $10,000 or fraction thereof Each add'l $10,000 or fraction thereof $3,066 Base fee at $50,000 Base $15,535
Each add'l $10,000 or fraction thereof Each add'l $10,000 or fraction thereof $2,174 Base fee at $100,000 Base $26,404
Each add'l $10,000 or fraction thereof Each add'l $10,000 or fraction thereof $1,087 Base fee above $500,000 Deposit $37,169
Public Improvements - Inspection*
Base fee up to $10,000 Base $2,149
Base fee at $10,000 Base $2,149
Each add'l $10,000 or fraction thereof Each add'l $10,000 or fraction thereof $1,074 Base fee at $50,000 Base $6,446
Each add'l $10,000 or fraction thereof Each add'l $10,000 or fraction thereof $2,578 Base fee at $100,000 Base $19,337
Each add'l $10,000 or fraction thereof Each add'l $10,000 or fraction thereof $1,289 Base fee above $500,000 Deposit $38,674
Encroachment Permit
Minor Frontage Improvements such as sidewalk, curb, gutter, driveway Each $721 Utility connections, excavations, potholing Each $1,033 Temporary closure of sidewalk, bike/vehicle lane(s), street Each $1,033 Any other work encroaching into the public right-of-way Each $1,033 Street Cut Fee Each $1,033
Encroachment Permit - Other
Administration and Coordination of Water Meter Each $402 Debris Box / Temporary Storage Per Week $1,234
Traffic Control Plan Review Per Street $1,192
Traffic Control Field Inspection/Monitoring Per Day $537 Hauling Per Week $617
Parking Restriction in the Right of Way Each $506
Final Parcel Map / Tract Map: City Admin Cost (consultant costs are passed through to applicant) Parcel Map (4 Lots Less) Each $4,545
Tract Map (5 or More Lots) Each $6,061
Certificate of Compliance / Street Right-of-Way (ROW) Vacation Certificate of Compliance Each $4,545
Street ROW Vacation Each $4,545
Transportation Permit
Single Trip Per Trip $16
Annual Yearly $90
Administrative Fees
Request for Letter (e.g.- Flood Hazard Letter) Each $750 Bond Administration and Release Each $375
4th and Subsequent Plan Review Fee Each $937
Re-inspection Fee Each $1,074
After-Hours Inspection (minimum 4 hours) Hourly $253
Staff Augmentation / Technical Review Houlr $252
Planning Application Review / Support
Tentative Maps (4 lots or less) Each $5,811
Tentative Maps (5 lots or more) Each $5,811
Tentative Map Extension / Modification Each $3,915
Second Unit Permit Each $750
Use Permit (all types) Each $750
Hourly Pre-Application Each $473
Lot Line Adjustment Each $4,545
Lot Line Merger Each $4,545
288
Fee Name Unit New Proposed Fee
Building Plan Review / Support
Minor Residential Improvement Each $375
Tl (Tenant Improvement) or Addition of square feet Each $750 New SFD (Single Family/ Dwelling) Each $1,500
New Multifamily or Commercial Each $3,000
$0
*All Public Improvement projects over $500,000 in value or Grading projects larger than 501 cubic yards will be recovered on a deposit and time and materials billing system, per the City Manager's discretion 289
Fee Name Unit New Proposed Fee
Environmental Services Programs
NPDES
BMP Inspection:
2,500 to 10,000 square feet Each $364
10,001 square feet to 1 acre Each $547
1 acre to 5 acres Each $729
5+ acres Each $1,094
C.4 Inspection:

Low Priority Each $547
High Priority Each $547
Discharge Inspection:

Initial Inspection (3 Hours) Each $547
Each Additional Hour Hourly $182
Monitoring, Sampling or Testing, Lab analysis, cost, and rental equipment charges Deposit Actual Cost Illicit Discharge Clean-Up in the Public Right-of-Way:

Initial Inspection (3 Hours) Each $547
Each Additional Hour Hourly $182
Vacant Property Inspections, Illegal Dumping, Encampments, etc. Per Inspection $319 Administrative Citation
Minor Discarge (inert substance) Each $116
Major Discharge (non-inert substance, per storm drain impact) Each $1,153 Other Services Not Listed Hourly $182
Stormwater Design Review
Single Family Each $729
Other:
2,500 to 10,000 square feet Each $364
10,001 square feet to 1 acre Each $547
1 acre to 5 acres Each $729
5+ acres Each $1,094
Water Efficiency Landscape Ordinance Plan Review
80% or more low-to-no water use Per Acre $1,459
80% or less low-to-no water use Per Acre $1,459
Solid Waste Enclosure Design Review
Less than 1 acre or low concern projects Each $364
1 acre or high concern projects Each $729
Misc. Fees
Each Additional Plan Review after first three reviews Hourly $182 Environmental Impact Studies (EIR) Each $912
290
Fee Name Unit New Proposed Fee
Police
Fingerprinting (Livescan) Each $170
Vehicle Release:

During Regular Business Hours Each $49
During Nights or Weekends or Holidays Each $193
Tow Company Cost Each Actual Cost
Repossession - Verification Fee Each $15
Proof of Correction Citation - Sign-off Each $25
Clearance Letter Each $127
Permit Review - Private Security Company - CSO Review:

CSO Review Per Hour Each $137
Executive Review Per Hour Each $250
False Alarm Response - (charge is per response after first two responses within a single calendar year) Per Officer $65 Loud Party Response Per Minute / Per Officer / Per Dispatcher Actual Cost Assistance to Planning Division Security Plan Review for New Business:

CSO Review Per Hour Each $137
Executive Review Per Hour Each $250
Redaction Services - Body Worn Camera Video (Contractor):

City Processing Per Hour Each $186
Consultant Cost Each Actual Cost
Officer Support of City Special Events:

Officer Hourly - Per Officer $223
Sgt Hourly - Per Officer $255
Captain Hourly - Per Officer $250
Community Service Officer Hourly - Per Officer $137
291
Fee Name Unit New Proposed Fee
Community Services
Special Event Permit - Application Processing
Community Event Category 2 Events Each $500
Parade/Street Closure Category 3 Events Each $500
Police - Alcohol Distribution Per Event $61
Special Event Permit - On-Site Event Support
Community Services
Business Hours Hourly $106
After Business Hours Hourly $112
Overtime / Holiday Rate Hourly $119
Security Guard Hourly $65
Building Facility Rental Fees
Residents of East Palo Alto
Community Room (at City Hall)
Non Peak Day Rental (Mon-Fri) Hourly $47
Peak Day Rental (Sat-Sun) Hourly $59
Cooley Landing Education Center
Non Peak Day Rental (Mon-Fri) Hourly $84
Peak Day Rental (Sat-Sun) Hourly $105
YMCA City Room
Non Peak Day Rental (Mon-Fri) Hourly $32
Peak Day Rental (Sat-Sun) Hourly $40
Non-Residents of East Palo Alto
Community Room (at City Hall)
Non Peak Day Rental (Mon-Fri) Hourly $118
Peak Day Rental (Sat-Sun) Hourly $118
Cooley Landing
Non Peak Day Rental (Mon-Fri) Hourly $209
Peak Day Rental (Sat-Sun) Hourly $209
YMCA City Room
Non Peak Day Rental (Mon-Fri) Hourly $80
Peak Day Rental (Sat-Sun) Hourly $80
Non-Profit
Community Room (at City Hall)
Non Peak Day Rental (Mon-Fri) Hourly $30
Peak Day Rental (Sat-Sun) Hourly $30
Cooley Landing
Non Peak Day Rental (Mon-Fri) Hourly $52
Peak Day Rental (Sat-Sun) Hourly $52
YMCA City Room
Non Peak Day Rental (Mon-Fri) Hourly $20
Peak Day Rental (Sat-Sun) Hourly $20
Park Facility Rental Fees
All Locations - rental of park, pavilion, or barbeque areas for special events Hourly $50 Equipment Rentals
Community Room
Projector Each $15
Table Covers Per Table Per Day $10
City Room
Television Each $20
Cooley Landing
Projector Each $15
Table Covers Per Table Per Day $10
292
Fee Name Unit New Proposed Fee
Miscellaneous Fees
Photocopy:

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

8.5" x 11" (color single side) Each $0.25
Finance Department
Checks Returned by Bank or Financial Institution Due to Insufficient Funds First Returned Check Per Check $25
Each Additional Check Per Check $35
Overdue Invoices Per Annum
$10 or 10% whichever
is greater
Credit Card Surcharge % of Transaction 3.50%
293
Fee Name Unit New Proposed Fee
East Palo Alto Sanitary District
Plan Check
Additional Plan Review Per Hour $236
Plan Check - New
House Each $708
ADU (Detahced) Each $708
MFR Each $944
COM Each $944
IND Each $944
Plan Check - Remodeling / Existing
SFR Each $472
ADU Each $472
MFR Each $472
COM Each $472
IND Each $472
Inspections
Lateral Each $992
Additional Inspections Per Hour $496
Permit Application (T1, T2, T3)
SFR (T1) Each $149
ADU (T1) Each $149
MFR (T2) Each $149
COM (T3) Each $149
IND (T3) Each $149
Main Line Extension
Main Line Extension Permit Per Hour $236
294
PUBLIC HEARING 14.1

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: July 29, 2025
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Tomohito Oku, Finance Director
SUBJECT: Cost Allocation Plan and User Fee reports and amendment to City’s Master Fee Schedule – Continued from June 17 and July 15, 2025
Recommendation
Adopt a resolution:

1. Approving the Cost Allocation Plan and User and Regulatory Fee Study as the basis for amending the Master Fee Schedule;

2. Amending the City’s Master Fee Schedule, based on Cost Allocation Plan and User and Regulatory Fee Study; and

Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
 Priority: Governance, Organizational Strength, and Fiscal Sustainability Background
This agenda item is a continuation of the public hearing originally held on June 17, 2025, regarding proposed updates to the Master Fee Schedule. During that meeting, the City Council expressed concerns about the potential impact of fee increases, particularly for residential480 295 PUBLIC HEARING 14.1
related building permit fees, and directed staff to provide additional time for the development community and other stakeholders to review the proposed changes and submit input.

The public hearing was continued to July 15, 2025, during which staff presented revised and reduced fees for residential-related building permits. These revisions aimed to support affordability and address concerns raised by the Council. Councilmembers appeared to support the revised residential fees, and no further objections were raised on that portion of the schedule.

However, new concerns were introduced regarding the proposed plan check and building permit fees for high-valuation projects, including questions about the structure of valuationbased fee escalation and the comparability of fees to those in peer jurisdictions. In response, the Council continued the hearing to July 29, 2025, to allow additional time for review and discussion before final consideration of the proposed fee schedule.

Analysis
At the July 15, 2025 meeting, representatives from the development community raised concerns about the magnitude of proposed plan check and building permit fees for high-value projects. Specifically, they cited the 965 Weeks Street affordable housing project, a large-scale development that incurred significantly lower fees under the City’s prior time-and-materials (T&M) approach, as a point of comparison. They questioned why fees for a similar project would be substantially higher under the proposed flat-fee structure. Developer’s also compared these proposed City of East Palo Alto fees to those of the City of Redwood City.

In response, staff reviewed the circumstances of the 965 Weeks project and found that it was a City-sponsored development led by City staff, and as such, City staff time and related overhead were not billed to the project. Additionally, at that time, the City’s building services were heavily supported by outside consultants, who not only performed inspection and plan check work but also filled vacant roles such as Building Inspector and Building Official. As a result, the fees collected did not reflect the full cost of service and were not subject to the same cost recovery methodology used in the current study.

The proposed fees are based on the City's updated Cost Allocation Plan and full cost recovery principles, which include direct staff time, overhead, and administrative support. While comparisons to past projects can be informative, the 965 Weeks project is not a reliable benchmark for evaluating the proposed fee structure due to its unique staffing and funding context.

Considering the City of Redwood City fees, staff emphasizes that costs, resources, efficiency, and a number of other factors vary amongst municipal organizations. Because of this, the fees that one organization implements for cost recovery may differ from those of another. The City 481 296
PUBLIC HEARING 14.1
Council has the ability to reduce fee amounts if done in a programmatic way (i.e., not benefiting any particular individual or business); however, doing so would result in the City providing the associated services without full cost recovery.

While staff continues to recommend a flat-fee structure for administrative efficiency and cost predictability, the City may, at the Council’s discretion, consider alternatives on a case-by-case basis for large-scale developments where financial feasibility may be impacted, but a public benefit must be articulated. This could include a negotiated reimbursement agreement based on time and materials plus City overhead, or a formal developer reimbursement structure using third-party plan check and inspection services. Although not a formal staff recommendation at this time, staff does not wish to preclude the possibility of flexible arrangements in circumstances where justified by project size, complexity, or public/community benefit. Staff continues to recommend adoption of the proposed fees to ensure transparency, consistency, and alignment with the City’s cost recovery goals.

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

Analysis of Levine Act Compliance: Not applicable.

Attachments

1. Resolution to amend City’s Master Fee Schedule

2. Staff Report from June 17, 2025, City Council Meeting

3. Staff Report from July 15, 2025, City Council Meeting

4. Cost Allocation Plan study report

5. User and Regulatory Fee study report

6. Comparative Schedule of Current and Proposed User and Regulatory Fees 482 297

EAST PALO ALTO, CA

FULL COST ALLOCATION PLAN
APRIL 2025
FY24-25 Budgeted Expenditures
298

TABLE OF CONTENTS
Page Number

1. EXECUTIVE SUMMARY 1

2. READING THE PLAN 4

3. ORGANIZATIONAL CHART 6

4. SUMMARY OF RESULTING OVERHEAD ALLOCATIONS 8

5. SUMMARY OF FUNCTIONS AND ALLOCATION BASES 21

6. CENTRAL SERVICES DEPARTMENTS (PROVIDERS) 24

7. GRANTEE DEPARTMENTS (RECEIVERS) 26

8. COST ALLOCATION PLAN 29

8.1 -- Building Use 30
COSTS TO BE ALLOCATED 32
EXPENSE DETAIL 33

ALLOCATION DETAIL
Permit Center 34
Senior Center 35
ALLOCATION SUMMARY 36
299
Page Number

8.2 110-City Council-10101 City Council 37
COSTS TO BE ALLOCATED 39
EXPENSE DETAIL 40

ALLOCATION DETAIL
Citywide Support 41
ALLOCATION SUMMARY 42

8.3 110-City Manager-11111 City Manager - Administration 43 COSTS TO BE ALLOCATED 45
EXPENSE DETAIL 46

ALLOCATION DETAIL
Managerial Support 47
Program Support 48
Policy Support 50
Sanitation District 51
ALLOCATION SUMMARY 52

8.4 110-City Clerk-11112 Clerk Services 54
COSTS TO BE ALLOCATED 56
EXPENSE DETAIL 57

ALLOCATION DETAIL
Council Support 58
Public Records & Records Management 59
Boards, Commissions, and Committees 60
Public Information & Communications 61
ALLOCATION SUMMARY 62

8.5 110-City Manager-11113 Human Resource 63
COSTS TO BE ALLOCATED 65
EXPENSE DETAIL 66

ALLOCATION DETAIL
Employee Support 67
ALLOCATION SUMMARY 68
300
Page Number

8.6 110-City Attorney-12121 City Attorney 69
COSTS TO BE ALLOCATED 71
EXPENSE DETAIL 72

ALLOCATION DETAIL
Legal Advice 73
Council and Board Support 74
Contracts and Insurance 75
ALLOCATION SUMMARY 76

8.7 110-Finance-13131 Finance 77
COSTS TO BE ALLOCATED 79
EXPENSE DETAIL 80

ALLOCATION DETAIL
Accounting and Financial Reporting 81
Payroll 83
Budget 84
Treasury 86
EPASD Accounting 88
ALLOCATION SUMMARY 89

8.8 110-Public Works-21211 PW - Administration 93
COSTS TO BE ALLOCATED 95
EXPENSE DETAIL 96

ALLOCATION DETAIL
Management & Oversight 97
ALLOCATION SUMMARY 98

8.9 110-Public Works-21213 PW - Maintenance 99
COSTS TO BE ALLOCATED 101
EXPENSE DETAIL 102

ALLOCATION DETAIL
Facility Maintenance 103
ALLOCATION SUMMARY 104
301
Page Number

8.10 110-Non-Departmental-95951 Non-Departmental 105
COSTS TO BE ALLOCATED 107
EXPENSE DETAIL 108

ALLOCATION DETAIL
City Hall Leases 109
Citywide Support 110
ALLOCATION SUMMARY 111
302
The Matrix Consulting Group has prepared this Full Cost Allocation Plan (CAP) for the City of East Palo Alto, CA. The report, which follows, presents a summary of the comprehensive analysis undertaken to identify the appropriate distribution of Citywide administrative and support costs to all City operating departments and programs.

METHODOLOGY
The primary objective of a CAP is to spread costs from central support departments, generally called “Central Service Departments,” to those departments, cost centers, and/or funds that receive services in support of conducting their operations. In doing so, an organization can both better understand its full cost of providing specific services to the community and generate organizational awareness regarding indirect (overhead) costs associated with operations. This plan was compiled in accordance with Generally Accepted Accounting Principles and is based on many of the methods of indirect cost allocation defined by the federal Office of Management and Budget’s (OMB) Title 2 CFR 200.

These principles can be summarized in the following points:
• Necessary and reasonable: costs included for allocation should be necessary to the purpose of a department and the services it provides.

Expenditures should be in alignment with reasonable costs associated with services, not arbitrarily or intentionally inflated. • Determined by allocation “bases” that relate to benefit received: allocation metrics used to allocate costs should have a nexus to the service being provided and generally reflect associated service levels.

In addition, OMB guidelines outline a method for allocating indirect costs called the double-step down allocation method, which utilizes two “steps” or “passes” to fully allocate costs. The double-step down procedure is reflected in this plan and ensures that the benefit of services between Central Service support departments are recognized first, before final allocations to receivers of services are made. For example:
• First Step: Central Service department expenditures are allocated to other Central Service departments and to Receiving departments. • Second Step: Distributes Central Service department expenses and first step allocations to Receiving departments only.

It should be noted that there are two types of cost allocation plans: Full Cost and OMB Compliant. A Full Cost Allocation Plan is generally concerned with determining indirect costs associated with non-general fund sources, as well as funds and departments that charge fees for service. For example, a Full Cost Allocation Plan could be used to justify transfers from non-general fund sources or included in a cost-ofservice study to account for indirect overhead. The second form of Cost Allocation Plan is known as an OMB Compliant Plan. An OMB Compliant Plan is generally concerned with the use of the resulting cost allocations to develop, submit, and secure approval for claims. For

EXECUTIVE SUMMARY
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 1 303
example, OMB Compliant allocations could be used to reimburse indirect costs associated with the administration of State and/or Federal grants. An OMB Compliant Plan is far more sensitive in terms of recovering administrative costs within the framework of the specific federal requirements outlined by OMB. This plan is a Full Cost Allocation Plan.

PROJECT STEPS
The project team, along with City staff, went through the following steps to develop this CAP:
• Meet with the City of East Palo Alto’s administrative staff to customize the structure of the plan • Identify / classify Central Service support departments • Determine the major services or “functions” provided by each Central Service support department • Establish the optimal allocation basis for each function • Identify the data source and collect allocation basis data and statistics • Populate the analytical model and calculate results
• Employ quality control processes for accurate results • Review results with the City
• Revise and finalize
• Discuss implementation strategies
• Document and communicate results
The results of this effort are detailed in the following report.

SUMMARY
In summary, key project details for the cost plan are as follows:
• Cost figures are based on fiscal year 2024-2025 budgeted expenditures • The allocation methodology is Full Cost, not OMB Title 2 CFR 200 Compliant • The results presented in this plan were derived using a double “step-down” allocation process FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 2 304
The following report provides a well-documented and defensible basis for the team’s indirect overhead costs, including the full detail regarding how cost centers were derived, the allocation bases used to allocate associated costs, and a summary schedule that illustrates the total indirect costs associated with Receiving departments and funds.

FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 3 305
The final documentation of a CAP can be hundreds of pages in length. The following provides a guide for navigating and reviewing the plan:
• Table of Contents: All summary and detail allocation schedules can be referenced here and appear in the same order as shown. • Summary of Overhead Allocations: Lists Central Service departments on one axis and Receiving departments on the other. Shows how much was allocated from each Central Service department to each Receiving department. Summarizes unallocated and direct billed entries and produces a grand total for each axis.
• Summary of Functions and Allocation Bases: Recaps the source and basis for each function of each Central Service department. For example, if the Building Maintenance function of the Facilities Management Department allocates by square footage, then the basis for the allocation of that function shown on this schedule would be square footage, and the source would potentially be blueprints of the building or square footage records.
• Central Service Departments: Lists all Central Service departments, including their fund, department, and/or division number, along with expenditure totals per department, as well as a subtotal of disallowed costs and a total of all expenditures being allocated through the plan.
• Grantee Departments: Lists all Receiving departments, including their fund, department, and/or division number. • Detail Reports: Each Central Service department in the plan has one set of reports. The reports show an aggregate picture of the department’s expenses, a function-by-function breakdown of the expenses, each function’s allocation, and an allocation summary. Each set of Detail Reports contains:
– Narrative: This is a summary of the Central Service department, including a brief description of the activities performed, the major functions and services provided, and how costs associated with each function are allocated to Receiving departments, or those departments and programs within the organization that benefit from services. – Costs to Be Allocated: This is a summary of the costs being allocated for the identified Central Service department. This worksheet shows the total expenditures for the Central Service department, along with the incoming allocations from all other Central Service departments.
– Departmental Expense Detail: This worksheet details the Central Service’s direct expenditures, provides a recap of the incoming expenses, and arrives at a total this department encumbers on each pass of allocations. This worksheet also adds in incoming allocations and breaks total costs down by function. It also demonstrates how the G&A (General and Administrative)

READING THE PLAN
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 4 306
column is reallocated and subtotals for each pass of the allocations. Here, unallocated functions are dropped from the Plan’s calculations.
– Allocation Detail: For each allocable function, this report shows the Receiving departments its costs are allocated to and the amount allocated per pass.
– Allocation Summary: This worksheet shows the total costs being allocated to Receiving departments by function.

The Summary of Overhead Allocations and the Summary of Functions and Allocation Bases are the optimal documents for beginning review of the Cost Allocation Plan. The Summary of Overhead Allocations provides a summary of results and “bottom-line” picture of the analysis.

The reviewer may then refer to the Detail Reports for more information on how allocations are derived and shown on the Summary of Overhead Allocations. The Summary of Functions and Allocation Bases provides a matrix detailing the allocation methodology applied to each Central Service department along with the source of the data.

FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 5 307
The organizational chart on the following page shows the overall structure for the City of East Palo Alto, including illustrating how each of the City’s Departments are organized.

ORGANIZATIONAL CHART
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 6 308
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 7 309
Provided on the following pages are a summary of results and a “bottom-line” picture of the resulting cost allocation plan analysis. This summary shows how much was allocated from each Central Service department to each end Receiving department. Departmental costs have been summarized with unallocated and direct billed entries and produces a grand total for each Central Service department, as well as for each Receiving department. The Central Service departments are listed down the left-hand side and Receiving departments across the top.

SUMMARY OF OVERHEAD ALLOCATIONS
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 8 310

SUMMARY OF RESULTING OVERHEAD ALLOCATIONS
Fund Dept Div Name
110-City Manager14142 Admin
Srvcs - Community
Programs and
Services
110-City
Manager-14143
Admin Srvcs -
Senior Services
110-Public
Works-21212
PW -
Engineering
110-Public
Works-21214
PWEnvironmental
Programs
110-Community
& Economic
Development31311 CEDEAdministration
Building Use $ - $ 1,290,290 $ 225,000 $ 22,500 $ -
110 City Council 10101 City Council $ 5,939 $ 31,181 $ 23,757 $ 10,394 $ 1,485 110 City Manager 11111 City Manager - Administration $ 69,745 $ 33,725 $ 115,565 $ 27,231 $ 30,340 110 City Clerk 11112 Clerk Services $ 12,991 $ 17,067 $ 27,281 $ 9,094 $ 16,290 110 City Manager 11113 Human Resource $ 55,095 $ 44,076 $ 66,114 $ 6,611 $ 33,498 110 City Attorney 12121 City Attorney $ 27,246 $ 6,314 $ 15,567 $ 7,892 $ 29,259 110 Finance 13131 Finance $ 47,602 $ 41,258 $ 32,931 $ 18,614 $ 27,996 110 Public Works 21211 PW - Administration $ - $ - $ 24,788 $ 6,970 $ - 110 Public Works 21213 PW - Maintenance $ 146,675 $ 11,756 $ 7,838 $ - $ - 110 Non-Departmental 95951 Non-Departmental $ 36,129 $ 28,527 $ 2,534 $ 713 $ 1,815 Total Allocated $ 401,423 $ 1,504,194 $ 541,375 $ 110,018 $ 140,682 Direct Bill Adjustments
Proposed Costs $ 401,423 $ 1,504,194 $ 541,375 $ 110,018 $ 140,682 FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 9 311

SUMMARY OF RESULTING OVERHEAD ALLOCATIONS
Fund Dept Div Name
Building Use
110 City Council 10101 City Council
110 City Manager 11111 City Manager - Administration
110 City Clerk 11112 Clerk Services
110 City Manager 11113 Human Resource
110 City Attorney 12121 City Attorney
110 Finance 13131 Finance
110 Public Works 21211 PW - Administration
110 Public Works 21213 PW - Maintenance
110 Non-Departmental 95951 Non-Departmental
Total Allocated
Direct Bill Adjustments
Proposed Costs
110-Community
& Economic
Development31313 CEDE -
Rent Stabilization
110-Community
& Economic
Development31314 CEDE -
Planning
110-Community &
Economic
Development31315 CEDE -
Building Inspection
110-Community &
Economic
Development-31777
CEDE - Housing
Development
$ - $ 187,500 $ 262,500 $ 13,125
$ - $ 26,727 $ 2,970 $ 22,272
$ 30 $ 106,440 $ 88,170 $ 54,592
$ - $ 35,090 $ 6,156 $ 19,487
$ - $ 55,095 $ 77,133 $ 3,857
$ 2,093 $ 63,808 $ 23,677 $ 31,352
$ 3,297 $ 34,181 $ 75,650 $ 13,450
$ - $ - $ - $ -
$ 1,120 $ - $ 13,716 $ 3,919
$ 5 $ 2,938 $ 7,233 $ 581
$ 6,544 $ 511,780 $ 557,205 $ 162,635
$ 6,544 $ 511,780 $ 557,205 $ 162,635
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 10 312

SUMMARY OF RESULTING OVERHEAD ALLOCATIONS
Fund Dept Div Name
Building Use
110 City Council 10101 City Council
110 City Manager 11111 City Manager - Administration
110 City Clerk 11112 Clerk Services
110 City Manager 11113 Human Resource
110 City Attorney 12121 City Attorney
110 Finance 13131 Finance
110 Public Works 21211 PW - Administration
110 Public Works 21213 PW - Maintenance
110 Non-Departmental 95951 Non-Departmental
Total Allocated
Direct Bill Adjustments
Proposed Costs
110-Police41411 PoliceAdministration110-Police41412 PoliceOperations110-Police41413 PoliceInvestigations 110-Public
Works99991
Capital
Projects
111-FinanceInformation
Services
112-FinanceEquipment &
Vehicle
Replacement
$ - $ - $ - $ - $ - $ -
$ 17,818 $ - $ - $ - $ 1,485 $ -
$ 162,303 $ 275,687 $ 99,399 $ - $ 28,885 $ 2,376
$ 73,271 $ - $ - $ - $ 1,299 $ -
$ 99,171 $ 319,552 $ 154,267 $ - $ 11,019 $ -
$ 30,814 $ 21,046 $ 21,046 $ - $ 31,569 $ -
$ 159,568 $ 110,168 $ 43,161 $ 216 $ 39,351 $ 8,557
$ - $ - $ - $ - $ - $ -
$ 121,483 $ - $ - $ - $ 560 $ -
$ 12,157 $ 20,083 $ 4,365 $ - $ 10,100 $ -
$ 676,586 $ 746,537 $ 322,238 $ 216 $ 124,269 $ 10,933
$ 676,586 $ 746,537 $ 322,238 $ 216 $ 124,269 $ 10,933
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 11 313

SUMMARY OF RESULTING OVERHEAD ALLOCATIONS
Fund Dept Div Name
Building Use
110 City Council 10101 City Council
110 City Manager 11111 City Manager - Administration
110 City Clerk 11112 Clerk Services
110 City Manager 11113 Human Resource
110 City Attorney 12121 City Attorney
110 Finance 13131 Finance
110 Public Works 21211 PW - Administration
110 Public Works 21213 PW - Maintenance
110 Non-Departmental 95951 Non-Departmental
Total Allocated
Direct Bill Adjustments
Proposed Costs
113-FinanceSelf
Insurance
115-FinanceGeneral
Fund
Reserve
117-FinanceCommunity
Development
Pass Through
Fund
201-Public
Works-Gas
Tax Fund
202-Public
WorksMeasure A
Smc 20 1/2
Sales Tax
203-Public
Works-Nat'l
Pollutant
Discharged
Elimation Sys
$ - $ - $ - $ - $ - $ 26,250
$ - $ - $ - $ 2,970 $ - $ -
$ 17,718 $ - $ 16,580 $ 26,330 $ 56 $ 19,119
$ - $ - $ - $ 2,598 $ - $ -
$ - $ - $ - $ 7,914 $ - $ 16,198
$ - $ - $ - $ - $ - $ -
$ 32,444 $ 72 $ 43,234 $ 59,151 $ 7,066 $ 43,318
$ - $ - $ - $ 49,573 $ 46,121 $ 17,917
$ - $ - $ - $ - $ - $ -
$ - $ - $ - $ - $ - $ -
$ 50,163 $ 72 $ 59,814 $ 148,535 $ 53,243 $ 122,801
$ 50,163 $ 72 $ 59,814 $ 148,535 $ 53,243 $ 122,801
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 12 314

SUMMARY OF RESULTING OVERHEAD ALLOCATIONS
Fund Dept Div Name
Building Use
110 City Council 10101 City Council
110 City Manager 11111 City Manager - Administration
110 City Clerk 11112 Clerk Services
110 City Manager 11113 Human Resource
110 City Attorney 12121 City Attorney
110 Finance 13131 Finance
110 Public Works 21211 PW - Administration
110 Public Works 21213 PW - Maintenance
110 Non-Departmental 95951 Non-Departmental
Total Allocated
Direct Bill Adjustments
Proposed Costs
204-Community
& Economic
DevelopmentRent Stabilization
Program
206-Public
Works-ParkIn-Lieu Fund
207-Community
& Economic
DevelopmentHousing-In-Lieu
Fund
209-Community
& Economic
DevelopmentRevolving
Housing Loans
213-PoliceFederal And
State Law
Enforcement
Grants
$ - $ - $ - $ - $ -
$ 2,970 $ - $ - $ - $ -
$ 28,568 $ - $ 1,654 $ 50 $ 2,683
$ 14,304 $ - $ - $ - $ -
$ 22,038 $ - $ - $ - $ -
$ 139,835 $ - $ - $ - $ -
$ 59,167 $ 1,080 $ 8,812 $ 8,931 $ 14,118
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ 13,737 $ - $ - $ - $ -
$ 280,619 $ 1,080 $ 10,466 $ 8,981 $ 16,801
$ 280,619 $ 1,080 $ 10,466 $ 8,981 $ 16,801
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 13 315

SUMMARY OF RESULTING OVERHEAD ALLOCATIONS
Fund Dept Div Name
Building Use
110 City Council 10101 City Council
110 City Manager 11111 City Manager - Administration
110 City Clerk 11112 Clerk Services
110 City Manager 11113 Human Resource
110 City Attorney 12121 City Attorney
110 Finance 13131 Finance
110 Public Works 21211 PW - Administration
110 Public Works 21213 PW - Maintenance
110 Non-Departmental 95951 Non-Departmental
Total Allocated
Direct Bill Adjustments
Proposed Costs
215-Community
& Economic
DevelopmentMisc Federal And
State Grants
218-Community &
Economic DevelopmentAffordable Housing
Transient Occupancy
Tax (TOT)
219-
Community &
Economic
DevelopmentMeasure HH
220-FinanceLMIH
Successor
Fund
221-Public
WorksLighting
Fund
$ - $ - $ 18,750 $ 43,125 $ -
$ 1,485 $ - $ 2,970 $ - $ -
$ 8,011 $ 464 $ 17,208 $ 14,018 $ 5,675
$ 1,299 $ - $ 2,598 $ - $ -
$ - $ - $ 13,002 $ 15,757 $ 1,003
$ - $ - $ - $ - $ -
$ 17,879 $ 7,073 $ 50,856 $ 59,991 $ 30,151
$ - $ - $ - $ - $ 15,386
$ - $ - $ - $ - $ -
$ - $ - $ - $ 9,819 $ -
$ 28,674 $ 7,538 $ 105,384 $ 142,710 $ 52,215
$ 28,674 $ 7,538 $ 105,384 $ 142,710 $ 52,215
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 14 316

SUMMARY OF RESULTING OVERHEAD ALLOCATIONS
Fund Dept Div Name
Building Use
110 City Council 10101 City Council
110 City Manager 11111 City Manager - Administration
110 City Clerk 11112 Clerk Services
110 City Manager 11113 Human Resource
110 City Attorney 12121 City Attorney
110 Finance 13131 Finance
110 Public Works 21211 PW - Administration
110 Public Works 21213 PW - Maintenance
110 Non-Departmental 95951 Non-Departmental
Total Allocated
Direct Bill Adjustments
Proposed Costs
222-Public
WorksDrainage
Fund
230-Public
Safety-Local
Grant Fund
231-City ManagerCYSFF - Children/
Youth/ Senior/
Family Fund
233-Community
& Economic
DevelopmentSilicon Valley
Community Fund
234-Public
WorksMeasure W
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ 6,279 $ 8,421 $ 771 $ - $ 27
$ - $ - $ - $ - $ -
$ 2,862 $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ 37,299 $ 25,415 $ 8,240 $ 3,565 $ 6,524
$ 12,539 $ - $ - $ - $ 12,253
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ 58,979 $ 33,836 $ 9,011 $ 3,565 $ 18,804
$ 58,979 $ 33,836 $ 9,011 $ 3,565 $ 18,804
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 15 317

SUMMARY OF RESULTING OVERHEAD ALLOCATIONS
Fund Dept Div Name
Building Use
110 City Council 10101 City Council
110 City Manager 11111 City Manager - Administration
110 City Clerk 11112 Clerk Services
110 City Manager 11113 Human Resource
110 City Attorney 12121 City Attorney
110 Finance 13131 Finance
110 Public Works 21211 PW - Administration
110 Public Works 21213 PW - Maintenance
110 Non-Departmental 95951 Non-Departmental
Total Allocated
Direct Bill Adjustments
Proposed Costs
301-Public
Works-Capital
Improvements
Project Funds -
Local matching
303-Public WorksCapital
Improvements
Project Funds -
Grant expenditure
305-Public
Works-Parks
and Trails
Impact Fee
Fund
306-Public
Works-Public
Faculties
Impact Fee
Fund
307-Public
WorksTransportation
Infrastructure
Impact Fee Fund
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ 3,660 $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ 5,510 $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ 28,852 $ 9,831 $ 2,125 $ 2,125 $ 2,233
$ 133,007 $ 311,408 $ - $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ 171,029 $ 321,239 $ 2,125 $ 2,125 $ 2,233
$ 171,029 $ 321,239 $ 2,125 $ 2,125 $ 2,233
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 16 318

SUMMARY OF RESULTING OVERHEAD ALLOCATIONS
Fund Dept Div Name
Building Use
110 City Council 10101 City Council
110 City Manager 11111 City Manager - Administration
110 City Clerk 11112 Clerk Services
110 City Manager 11113 Human Resource
110 City Attorney 12121 City Attorney
110 Finance 13131 Finance
110 Public Works 21211 PW - Administration
110 Public Works 21213 PW - Maintenance
110 Non-Departmental 95951 Non-Departmental
Total Allocated
Direct Bill Adjustments
Proposed Costs
308-Public
Works-RBD-I
Storm Drain
Impact Fee
Fund
309-Public
Works-RBDO Storm
Drain Impact
Fee Fund
510-Public
Works-Water
Service Fund
511-Public
Works-Water
Capital
Surcharge
Fund
512-Public
WorksWater Meter
Surcharge
Fund
$ - $ - $ 37,500 $ - $ -
$ - $ - $ 8,909 $ - $ -
$ - $ - $ 31,529 $ 4,814 $ -
$ - $ - $ 7,795 $ - $ -
$ - $ - $ 11,019 $ - $ -
$ - $ - $ 31,569 $ - $ -
$ 1,873 $ 1,621 $ 45,042 $ 16,760 $ 2,521
$ - $ - $ 10,447 $ 7,449 $ 4,884
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ 1,873 $ 1,621 $ 183,810 $ 29,022 $ 7,405
$ 1,873 $ 1,621 $ 183,810 $ 29,022 $ 7,405
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 17 319

SUMMARY OF RESULTING OVERHEAD ALLOCATIONS
Fund Dept Div Name
Building Use
110 City Council 10101 City Council
110 City Manager 11111 City Manager - Administration
110 City Clerk 11112 Clerk Services
110 City Manager 11113 Human Resource
110 City Attorney 12121 City Attorney
110 Finance 13131 Finance
110 Public Works 21211 PW - Administration
110 Public Works 21213 PW - Maintenance
110 Non-Departmental 95951 Non-Departmental
Total Allocated
Direct Bill Adjustments
Proposed Costs
513-Public
Works-Water
Capacity Fee
Fund
520-Public
Works-Garbage
Collection Fund
(Prop. Tax)
530-Public
Works-EPA
Sanitary District
705-NonDepartmentalTrust and
Agency Fund
706-NonDepartmentalDebt Service
Trust
$ - $ 63,750 $ - $ - $ -
$ - $ 4,454 $ 29,697 $ - $ -
$ - $ 24,371 $ 246,295 $ 499 $ -
$ - $ 3,897 $ 43,541 $ - $ -
$ - $ 25,613 $ 18,732 $ 1,071 $ -
$ - $ - $ 122,009 $ - $ -
$ 2,665 $ 45,731 $ 344,932 $ 13,241 $ 684
$ - $ 9,128 $ 134,091 $ - $ -
$ - $ - $ - $ - $ -
$ - $ - $ - $ - $ -
$ 2,665 $ 176,943 $ 939,297 $ 14,810 $ 684
$ 2,665 $ 176,943 $ 939,297 $ 14,810 $ 684
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 18 320

SUMMARY OF RESULTING OVERHEAD ALLOCATIONS
Fund Dept Div Name
Building Use
110 City Council 10101 City Council
110 City Manager 11111 City Manager - Administration
110 City Clerk 11112 Clerk Services
110 City Manager 11113 Human Resource
110 City Attorney 12121 City Attorney
110 Finance 13131 Finance
110 Public Works 21211 PW - Administration
110 Public Works 21213 PW - Maintenance
110 Non-Departmental 95951 Non-Departmental
Total Allocated
Direct Bill Adjustments
Proposed Costs
Subtotal Direct Billed Unallocated Total
$2,190,290 $ - $ - $ 2,190,290
$ 261,330 $ - $ - $ 261,330
$1,579,287 $ - $ - $ 1,579,287
$ 349,920 $ - $ 32,924 $ 382,843
$1,066,208 $ - $ - $ 1,066,208
$ 605,099 $ - $ 652,734 $ 1,257,833
$1,703,320 $ - $ - $ 1,703,320
$ 795,960 $ - $ - $ 795,960
$ 307,066 $ - $2,894,028 $ 3,201,094
$ 150,736 $ - $4,145,527 $ 4,296,264
$9,009,218 $ - $7,725,213 $ 16,734,431
$ -
$9,009,218 $ - $7,725,213 $ 16,734,431
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 20 322
The Summary of Functions and Allocation Bases provided on the following pages shows a recap of the allocation methodology applied to each Central Service department. For example, if the Building Maintenance function of the Facilities Management Department allocates by square footage, then the basis for the allocation of that function shown on this schedule would be square footage, and the source would potentially be blueprints of the building or square footage records.

SUMMARY OF FUNCTIONS AND ALLOCATION BASES
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 21 323

SUMMARY OF FUNCTIONS AND ALLOCATION BASES
CS DEPARTMENT FUNCTION SUPPORT % ALLOCATION BASIS SOURCE -- Building Use
Permit Center 41% FTE per Permit Center Occupant Personnel File Senior Center 59% Direct to Senior Center -
110-City Council-10101 City Council
Citywide Support 100% # of Agenda Items Agenda Report
110-City Manager-11111 City Manager - Administration
Managerial Support 30% # of FTE Personnel File
Program Support 30% Budgeted Expenditures Expenditure Report Policy Support 30% # of Staff Reports Staff Report List Sanitation District 11% Direct to Sanitation -
110-City Clerk-11112 Clerk Services
Council Support 57% # of Agenda Items Agenda Report
Public Records & Records Management 13% # of Public Records Requests PRR Report Boards, Commissions, and Committees 10% # of Board Members Board Members List Public Information & Communications 15% Equal to All -
Elections 5% Not Allocated -
110-City Manager-11113 Human Resource
Employee Support 100% # of FTE Personnel File
110-City Attorney-12121 City Attorney
Legal Advice 35% Equal to All -
Council and Board Support 10% # of Meetings Meetings Report Contracts and Insurance 10% # of Contracts Contracts Report Public Records and Subpoenas 8% Not Allocated -
Litigation 32% Not Allocated -
Elections 5% Not Allocated -
110-Finance-13131 Finance
Accounting and Financial Reporting 45% # of Transactions Transaction Report Payroll 13% # of FTE Personnel File
Budget 24% Non-personnel budgeted expenditures Expenditure Report Treasury 6% Equal to all -
EPASD Accounting 12% Direct to EPASD -
110-Public Works-21211 PW - Administration
Management & Oversight 100% Budget for Public Works Divisions (including Capital Projects & EPASD) Expenditure Report 110-Public Works-21213 PW - Maintenance
Facility Maintenance 21% # of Work Orders that are specific to Facilities Work Orders Report General Citywide Maintenance 79% Not Allocated -
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 22 324
CS DEPARTMENT FUNCTION SUPPORT % ALLOCATION BASIS SOURCE 110-Non-Departmental-95951 Non-Departmental
City Hall Leases 5% FTE per City Hall dept Personnel File Citywide Support 2% Budget Expenditure Report
Transfers, JPA Costs, & Overhead Allocation 93% Not Allocated - FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 23 325
The following page provides a list of all the departments included as Central Services, including their fund, department, and/or division number, along with expenditure totals per department, a subtotal of disallowed costs and cost adjustments, and a total of all expenditures allocated through the plan.

CENTRAL SERVICE DEPARTMENTS (PROVIDERS)
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 24 326

CENTRAL SERVICES DEPARTMENTS (PROVIDERS)
Fund Dept Div Name
Functional
Expenditures
Disallowed
Costs
Cost
Adjustments Total $
Building Use $ - $ - $2,190,290 $ 2,190,290
110 City Council 10101 City Council $ 190,693 $ - $ - $ 190,693 110 City Manager 11111 City Manager - Administration $1,789,936 $ - $ 22,265 $ 1,812,201 110 City Clerk 11112 Clerk Services $ 519,926 $ - $ - $ 519,926 110 City Manager 11113 Human Resource $1,047,825 $ - $ - $ 1,047,825 110 City Attorney 12121 City Attorney $1,224,052 $ - $ 18,397 $ 1,242,449 110 Finance 13131 Finance $1,401,873 $ - $ 184,832 $ 1,586,705 110 Public Works 21211 PW - Administration $ 669,781 $ - $ 9,674 $ 679,455 110 Public Works 21213 PW - Maintenance $3,023,508 $ - $ - $ 3,023,508 110 Non-Departmental 95951 Non-Departmental $3,512,197 $ - $ 929,182 $ 4,441,379 TOTAL ALLOCATED EXPENDITURES $ 16,734,431
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 25 327
The following page provides a list of all the departments included as Receiving departments, including their fund, department, and/or division number.

GRANTEE DEPARTMENTS (RECEIVERS)
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 26 328

GRANTEE DEPARTMENTS (RECEIVERS)

FUND DEPT DIV NAME
110 City Manager 14142 Admin Srvcs - Community Programs and Services 110 City Manager 14143 Admin Srvcs - Senior Services
110 Public Works 21212 PW - Engineering
110 Public Works 21214 PW- Environmental Programs
110 Community & Economic Development 31311 CEDE- Administration 110 Community & Economic Development 31313 CEDE - Rent Stabilization 110 Community & Economic Development 31314 CEDE - Planning 110 Community & Economic Development 31315 CEDE - Building Inspection 110 Community & Economic Development 31777 CEDE - Housing Development 110 Police 41411 Police-Administration
110 Police 41412 Police-Operations
110 Police 41413 Police-Investigations
110 Public Works 99991 Capital Projects
111 Finance - Information Services
112 Finance - Equipment & Vehicle Replacement
113 Finance - Self Insurance
115 Finance - General Fund Reserve
117 Finance - Community Development Pass Through Fund
201 Public Works - Gas Tax Fund
202 Public Works - Measure A Smc 20 1/2 Sales Tax
203 Public Works - Nat'l Pollutant Discharged Elimation Sys 204 Community & Economic Development - Rent Stabilization Program 206 Public Works - Park-In-Lieu Fund
207 Community & Economic Development - Housing-In-Lieu Fund 209 Community & Economic Development - Revolving Housing Loans 213 Police - Federal And State Law Enforcement Grants
215 Community & Economic Development - Misc Federal And State Grants 218 Community & Economic Development - Affordable Housing Transient Occupancy Tax (TOT) 219 Community & Economic Development - Measure HH
220 Finance - LMIH Successor Fund
221 Public Works - Lighting Fund
222 Public Works - Drainage Fund
230 Public Safety - Local Grant Fund
231 City Manager - CYSFF - Children/ Youth/ Senior/ Family Fund 233 Community & Economic Development - Silicon Valley Community Fund 234 Public Works - Measure W
301 Public Works - Capital Improvements Project Funds - Local matching 303 Public Works - Capital Improvements Project Funds - Grant expenditure 305 Public Works - Parks and Trails Impact Fee Fund
306 Public Works - Public Faculties Impact Fee Fund
307 Public Works - Transportation Infrastructure Impact Fee Fund FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 27 329

GRANTEE DEPARTMENTS (RECEIVERS)

FUND DEPT DIV NAME
308 Public Works - RBD-I Storm Drain Impact Fee Fund
309 Public Works - RBD-O Storm Drain Impact Fee Fund
510 Public Works - Water Service Fund
511 Public Works - Water Capital Surcharge Fund
512 Public Works - Water Meter Surcharge Fund
513 Public Works - Water Capacity Fee Fund
520 Public Works - Garbage Collection Fund (Prop. Tax)
530 Public Works - EPA Sanitary District
705 Non-Departmental - Trust and Agency Fund
706 Non-Departmental - Debt Service Trust
810 Non-Departmental - General Fixed Asset Account Group 820 Non-Departmental - General Long-Term Debt
830 Non-Departmental - -
999 Non-Departmental - Pooled Cash
- - - Other
- - - Other - Closed Out Funds
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 28 330
The following points highlight the information included for each Central Service department for the Cost Allocation Plan:
• Departmental narrative: This describes the overall services provided by each Central Service department, the different functions associated with the department, and the allocation bases used to allocate costs to Receiving departments. • Costs to be allocated: This details the total functional cost associated with a department as well as any cost adjustments and incoming costs from other Central Service departments.
• Departmental expense detail: This provides a detailed breakout of the expenditures associated with each Central Service department (including personnel and non-personnel expenses), any cost adjustments, disallowed costs, incoming costs, and any unallocated costs. • Allocation detail: This details the allocation metric(s) used to determine the percentage of support and ultimate cost allocated to Receiving departments and accounts for any direct bills for services paid for by departments to the Central Service department. • Allocation summary: This summarizes the total costs allocated to departments by Central Service functional areas.

The following pages provide the detailed information outlined above for each Central Service department.

COST ALLOCATION PLAN
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 29 331
1 BUILDING USE
Building Use was created to distribute annual general fund costs associated with the depreciation of city owned buildings. Building Use costs are allocated to Receiving Departments as follows:
• Permit Center – represents the annual depreciation cost associated with the city's permit center. This function is allocated based on the full-time employees per permit center department / division occupant. • Senior Center – represents the annual utilization cost associated with the cities senior center. This function is allocated directly to the senior center.

The chart on the following page illustrates the functions and measures used to allocate Building Use costs. The top tier shows the Central Service department, the second tier shows the functions developed, and the third tier shows the measures used to allocate costs countywide.

The pages following the chart provide an aggregate picture of the depreciation expenses, a function-by-function breakdown of expenses, each function’s allocation, and an allocation summary.

FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 30 332
Building Use
Permit Center
FTE per Permit
Center Occupant
Senior Center
Direct to Senior
Center
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 31 333

COSTS TO BE ALLOCATED
First Second
Allocation Allocation Total
Functional Expenditures $ - $ -
Total Disallowed Costs $ - $ -
Incoming Costs
Total Incoming Costs $ - $ - $ -
Building Depreciation $ 2,190,290
Total Cost Adjustments $ 2,190,290 $ 2,190,290
Total Costs to be Allocated $ 2,190,290 $ - $ 2,190,290 -- Building Use
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 32 334
-- Building Use
Distribution Percentage 41.00% 59.00%
Personnel
Subtotal Personnel Cost $ - $ - $ -
Operating Services & Supplies
Subtotal Operating Cost $ - $ - $ -
FUNCTIONAL EXPENDITURES $ - $ - $ -
Disallowed Costs
Subtotal Disallowed Costs $ - $ - $ -
Cost Adjustments
Building Depreciation $ 2,190,290 P $ 900,000 $ 1,290,290 Subtotal Cost Adjustments $ 2,190,290 $ 900,000 $ 1,290,290 FUNCTIONAL COST $ 2,190,290.00 $ 900,000.00 $ 1,290,290.00 First Allocation
Incoming - All Others $ - $ - $ -
Reallocate Admin Costs $ - $ - $ -
Unallocated Costs $ - $ - $ -
Subtotal of First Allocation $ 2,190,290.00 $ 900,000.00 $ 1,290,290.00 Second Allocation
Incoming - All Others $ - $ - $ -
Reallocate Admin Costs $ - $ - $ -
Unallocated Costs $ - $ - $ -
Subtotal of Second Allocation $ - $ - $ -
TOTAL ALLOCATED $ 2,190,290 $ 900,000 $ 1,290,290
Expense Type Expense ($)

EXPENSE DETAIL
S
p
re Permit Center Senior Center
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 33 335
-- Building Use
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total Permit Center .
.
110-Public Works-21212 PW - Engineering 6.00 25.000% $ 225,000 $ 225,000 $ - $ 225,000 110-Public Works-21214 PW- Environmental Programs 0.60 2.500% $ 22,500 $ 22,500 $ - $ 22,500 110-Community & Economic Development-31314 CEDE - Planning 5.00 20.833% $ 187,500 $ 187,500 $ - $ 187,500 110-Community & Economic Development-31315 CEDE - Building Inspection 7.00 29.167% $ 262,500 $ 262,500 $ - $ 262,500 110-Community & Economic Development-31777 CEDE - Housing Development 0.35 1.458% $ 13,125 $ 13,125 $ - $ 13,125 203-Public Works-Nat'l Pollutant Discharged Elimation Sys 0.70 2.917% $ 26,250 $ 26,250 $ - $ 26,250 219-Community & Economic Development-Measure HH 0.50 2.083% $ 18,750 $ 18,750 $ - $ 18,750 220-Finance-LMIH Successor Fund 1.15 4.792% $ 43,125 $ 43,125 $ - $ 43,125 510-Public Works-Water Service Fund 1.00 4.167% $ 37,500 $ 37,500 $ - $ 37,500 520-Public Works-Garbage Collection Fund (Prop. Tax) 1.70 7.083% $ 63,750 $ 63,750 $ - $ 63,750 Total 24.00 100.000% $ 900,000 $ - $ 900,000 $ - $ 900,000 .

Allocation Basis: FTE per Permit Center Occupant
.

Source of Allocation: Personnel File

ALLOCATION DETAIL
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 34 336
-- Building Use
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total

ALLOCATION DETAIL
Senior Center .
.
110-City Manager-14143 Admin Srvcs - Senior Services 1.00 100.000% $ 1,290,290 $ 1,290,290 $ - $ 1,290,290 Total 1.00 100.000% $ 1,290,290 $ - $ 1,290,290 $ - $ 1,290,290 .

Allocation Basis: Direct to Senior Center
.

FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 35 337

ALLOCATION SUMMARY
110-City Manager-14143 Admin Srvcs - Senior Services $ - $1,290,290 $1,290,290 110-Public Works-21212 PW - Engineering $ 225,000 $ - $ 225,000 110-Public Works-21214 PW- Environmental Programs $ 22,500 $ - $ 22,500 110-Community & Economic Development-31314 CEDE - Planning $ 187,500 $ - $ 187,500 110-Community & Economic Development-31315 CEDE - Building Inspection $ 262,500 $ - $ 262,500 110-Community & Economic Development-31777 CEDE - Housing Development $ 13,125 $ - $13,125.00 203-Public Works-Nat'l Pollutant Discharged Elimation Sys $ 26,250 $ - $ 26,250 219-Community & Economic Development-Measure HH $ 18,750 $ - $ 18,750 220-Finance-LMIH Successor Fund $ 43,125 $ - $ 43,125
510-Public Works-Water Service Fund $ 37,500 $ - $ 37,500 520-Public Works-Garbage Collection Fund (Prop. Tax) $ 63,750 $ - $ 63,750 Total $ 900,000 $1,290,290 $2,190,290
-- Building Use Permit Center Senior Center Total
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 36 338
2 CITY COUNCIL
City Council is responsible for overseeing legislative processes and providing policy direction to city departments and staff. The Office also manages intergovernmental affairs for the city. City Council costs are allocated to Receiving Departments as follows:
• Citywide Support – represents the support associated with overseeing city policies and objectives. These costs have been allocated based on the number of agenda1 items per department.

The chart on the following page illustrates the functions and measures used to allocate City Council costs. The top tier shows the Central Service department, the second tier shows the functions developed, and the third tier shows measures used to allocate costs citywide. The pages following the chart provide an aggregate picture of the department’s expenses, a function-by-function breakdown of expenses, each function’s allocation, and an allocation summary.
1 EPA Sanitary District weighted at 2x due to additional level of effort associated with providing oversight to that functional area.

FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 37 339

CITY COUNCIL
Citywide
Support
# of Agenda
Items
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 38 340

COSTS TO BE ALLOCATED
First Second
Allocation Allocation Total
Functional Expenditures $190,693 $ 190,693
Total Disallowed Costs $ - $ -
Incoming Costs
110-City Council-10101 City Council $ 9,599 $ 9,599
110-City Manager-11111 City Manager - Administration $ 54,813 $ 54,813 110-City Clerk-11112 Clerk Services $ 27,855 $ 27,855
110-City Manager-11113 Human Resource $ 43,731 $ 43,731 110-City Attorney-12121 City Attorney $ 79,988 $ 79,988 110-Finance-13131 Finance $ 22,650 $ 22,650
110-Non-Departmental-95951 Non-Departmental $ 476 $ 476 Total Incoming Costs $ - $ 239,112 $ 239,112
Total Cost Adjustments $ - $ -
Total Costs to be Allocated $190,693 $ 239,112 $ 429,805 110-City Council-10101 City Council
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 39 341
110-City Council-10101 City Council
Distribution Percentage 100.00%
Personnel
Salaries & Benefits $ 126,193S $ 126,193
Subtotal Personnel Cost $ 126,193 $ 126,193
Operating Services & Supplies
Communication Expenses $ 7,300s $ 7,300
Professional Services $ 15,000S $ 15,000
Special Events $ 10,000S $ 10,000
Supplies and Materials $ 2,000S $ 2,000
Training Related $ 30,200S $ 30,200
Subtotal Operating Cost $ 64,500 $ 64,500
FUNCTIONAL EXPENDITURES $ 190,693.00 $ 190,693.00
Disallowed Costs
Subtotal Disallowed Costs $ - $ -
Cost Adjustments
Subtotal Cost Adjustments $ - $ -
FUNCTIONAL COST $ 190,693.00 $ 190,693.00
First Allocation
Incoming - All Others $ - $ -
Reallocate Admin Costs $ - $ -
Unallocated Costs $ - $ -
Subtotal of First Allocation $ 190,693.00 $ 190,693.00
Second Allocation
Incoming - All Others $ 239,112 $ 239,112
Reallocate Admin Costs $ - $ -
Unallocated Costs $ - $ -
Subtotal of Second Allocation $ 239,112.27 $ 239,112.27 TOTAL ALLOCATED $ 429,805 $ 429,805

EXPENSE
DETAIL
Expense Type Expense ($)
Sp
re Citywide Support
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 40 342
110-City Council-10101 City Council
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total Citywide Support .
.
110-City Council-10101 City Council 15.00 5.034% $ 9,599 $ 9,599 $ 9,599 110-City Manager-11111 City Manager - Administration 23.00 7.718% $ 14,718 $ 14,718 $ 19,433 $ 34,151 110-City Clerk-11112 Clerk Services 12.00 4.027% $ 7,679 $ 7,679 $ 10,139 $ 17,818 110-City Manager-11113 Human Resource 17.00 5.705% $ 10,878 $ 10,878 $ 14,364 $ 25,242 110-City Attorney-12121 City Attorney 11.00 3.691% $ 7,039 $ 7,039 $ 9,294 $ 16,333 110-Finance-13131 Finance 31.00 10.403% $ 19,837 $ 19,837 $ 26,193 $ 46,030 110-Public Works-21211 PW - Administration 10.00 3.356% $ 6,399 $ 6,399 $ 8,449 $ 14,848 110-Public Works-21213 PW - Maintenance 3.00 1.007% $ 1,920 $ 1,920 $ 2,535 $ 4,454 110-City Manager-14142 Admin Srvcs - Community Programs and Services 4.00 1.342% $ 2,560 $ 2,560 $ 3,380 $ 5,939 110-City Manager-14143 Admin Srvcs - Senior Services 21.00 7.047% $ 13,438 $ 13,438 $ 17,743 $ 31,181 110-Public Works-21212 PW - Engineering 16.00 5.369% $ 10,239 $ 10,239 $ 13,519 $ 23,757 110-Public Works-21214 PW- Environmental Programs 7.00 2.349% $ 4,479 $ 4,479 $ 5,914 $ 10,394 110-Community & Economic Development-31311 CEDE- Administration 1.00 0.336% $ 640 $ 640 $ 845 $ 1,485 110-Community & Economic Development-31314 CEDE - Planning 18.00 6.040% $ 11,518 $ 11,518 $ 15,209 $ 26,727 110-Community & Economic Development-31315 CEDE - Building Inspection 2.00 0.671% $ 1,280 $ 1,280 $ 1,690 $ 2,970 110-Community & Economic Development-31777 CEDE - Housing Development 15.00 5.034% $ 9,599 $ 9,599 $ 12,674 $ 22,272 110-Police-41411 Police-Administration 12.00 4.027% $ 7,679 $ 7,679 $ 10,139 $ 17,818 111-Finance-Information Services 1.00 0.336% $ 640 $ 640 $ 845 $ 1,485 201-Public Works-Gas Tax Fund 2.00 0.671% $ 1,280 $ 1,280 $ 1,690 $ 2,970 204-Community & Economic Development-Rent Stabilization Program 2.00 0.671% $ 1,280 $ 1,280 $ 1,690 $ 2,970 215-Community & Economic Development-Misc Federal And State Grants 1.00 0.336% $ 640 $ 640 $ 845 $ 1,485 219-Community & Economic Development-Measure HH 2.00 0.671% $ 1,280 $ 1,280 $ 1,690 $ 2,970 510-Public Works-Water Service Fund 6.00 2.013% $ 3,839 $ 3,839 $ 5,070 $ 8,909 520-Public Works-Garbage Collection Fund (Prop. Tax) 3.00 1.007% $ 1,920 $ 1,920 $ 2,535 $ 4,454 530-Public Works-EPA Sanitary District 20.00 6.711% $ 12,798 $ 12,798 $ 16,898 $ 29,697 Other 43.00 14.430% $ 27,516 $ 27,516 $ 36,332 $ 63,848 Total 298.00 100.000% $ 190,693 $ - $ 190,693 $ 239,112 $ 429,805 .

Allocation Basis: # of Agenda Items
.

Source of Allocation: Agenda Report

ALLOCATION DETAIL
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 41 343

ALLOCATION SUMMARY
110-City Council-10101 City Council $ 9,599 $ 9,599
110-City Manager-11111 City Manager - Administration $ 34,151 $ 34,151 110-City Clerk-11112 Clerk Services $ 17,818 $ 17,818
110-City Manager-11113 Human Resource $ 25,242 $ 25,242 110-City Attorney-12121 City Attorney $ 16,333 $ 16,333 110-Finance-13131 Finance $ 46,030 $ 46,030
110-Public Works-21211 PW - Administration $ 14,848 $ 14,848 110-Public Works-21213 PW - Maintenance $ 4,454 $ 4,454 110-City Manager-14142 Admin Srvcs - Community Programs and Services $ 5,939 $ 5,939 110-City Manager-14143 Admin Srvcs - Senior Services $ 31,181 $ 31,181 110-Public Works-21212 PW - Engineering $ 23,757 $ 23,757 110-Public Works-21214 PW- Environmental Programs $ 10,394 $ 10,394 110-Community & Economic Development-31311 CEDE- Administration $ 1,485 $ 1,485 110-Community & Economic Development-31314 CEDE - Planning $ 26,727 $ 26,727 110-Community & Economic Development-31315 CEDE - Building Inspection $ 2,970 $ 2,970 110-Community & Economic Development-31777 CEDE - Housing Development $ 22,272 $22,272.44 110-Police-41411 Police-Administration $ 17,818 $ 17,818 111-Finance-Information Services $ 1,485 $ 1,484.83
201-Public Works-Gas Tax Fund $ 2,970 $ 2,970
204-Community & Economic Development-Rent Stabilization Program $ 2,970 $ 2,970 215-Community & Economic Development-Misc Federal And State Grants $ 1,485 $ 1,485 219-Community & Economic Development-Measure HH $ 2,970 $ 2,970 510-Public Works-Water Service Fund $ 8,909 $ 8,909
520-Public Works-Garbage Collection Fund (Prop. Tax) $ 4,454 $ 4,454 530-Public Works-EPA Sanitary District $ 29,697 $ 29,697 Other $ 63,848 $ 63,848
Total $ 429,805 $ 429,805
110-City Council-10101 City Council Citywide Support Total FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 42 344
3 CITY MANAGER
The City Manager’s Office is responsible for overseeing City Council policy implementation and providing oversight to City departments and staff. The Office also manages communications and economic development for the City. City Manager costs are allocated to Receiving Departments as follows:
• Managerial Support – represents the costs associated with managerial support provided to the city. These costs are allocated based on the number of full-time equivalents per fund, department, and division2 .
• Program Support – represents the costs associated with support provided to city programs. These costs are allocated based on budgeted expenditures per fund, department, and division3
.
• Policy Support – represents the costs associated with providing policy support to the city. These costs have been allocated based on the number of Staff reports per fund, department, and division4 .
• Sanitation District – represents the costs associated with the cities Sanitation District. These costs are allocated directly to Sanitation.

The chart on the following page illustrates the functions and measures used to allocate City Manager’s costs. The top tier shows the Central Service department, the second tier shows the functions developed, and the third tier shows measures used to allocate costs citywide. The pages following the chart provide an aggregate picture of the department’s expenses, a function-by-function breakdown of expenses, each function’s allocation, and an allocation summary.
2 We excluded the sanitation district from FTE as there is a separate dedicated function related to the City Manager serving as the General Manager of the District.
3 We excluded the sanitation district from Expenditures as there is a separate dedicated function related to the City Manager serving as the General Manager of the District.
4 We excluded the sanitation district from Staff Reports as there is a separate dedicated function related to the City Manager serving as the General Manager of the District.

FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 43 345

CITY MANAGER
Managerial
Support
# of FTE
Program
Support
Budgeted
Expenditures
Policy Support
# of Staff
Reports
Sanitation
District
Direct to
Sanitation
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 44 346

COSTS TO BE ALLOCATED
First Second
Allocation Allocation Total
Functional Expenditures $ 1,789,936 $ 1,789,936
Total Disallowed Costs $ - $ -
Incoming Costs
110-City Council-10101 City Council $ 14,718 $ 19,433 $ 34,151 110-City Manager-11111 City Manager - Administration $ 83,310 $ 83,310 110-City Clerk-11112 Clerk Services $ 39,250 $ 39,250
110-City Manager-11113 Human Resource $ 43,731 $ 43,731 110-City Attorney-12121 City Attorney $ 16,655 $ 16,655 110-Finance-13131 Finance $ 41,768 $ 41,768
110-Public Works-21213 PW - Maintenance $ 107,907 $ 107,907 110-Non-Departmental-95951 Non-Departmental $ 38,750 $ 38,750 Total Incoming Costs $ 14,718 $ 390,803 $ 405,521
Mid-Year Salary Adjustments $ 22,265
Total Cost Adjustments $ 22,265 $ 22,265
Total Costs to be Allocated $ 1,826,919 $ 390,803 $ 2,217,722 110-City Manager-11111 City Manager - Administration
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 45 347
110-City Manager-11111 City Manager - Administration
Distribution Percentage 30.00% 30.00% 30.00% 10.00%
Personnel
Salaries & Benefits $ 1,328,196 S $ 398,459 $ 398,459 $ 398,459 $ 132,820 Subtotal Personnel Cost $ 1,328,196 $ 398,459 $ 398,459 $ 398,459 $ 132,820 Operating Services & Supplies
Communication Expenses $ 11,500 S $ 3,450 $ 3,450 $ 3,450 $ 1,150 Professional Services $ 275,000 S $ 82,500 $ 82,500 $ 82,500 $ 27,500 Property Services $ 15,240 S $ 4,572 $ 4,572 $ 4,572 $ 1,524 Staff Support $ 130,000 S $ 39,000 $ 39,000 $ 39,000 $ 13,000 Supplies and Materials $ 5,000 S $ 1,500 $ 1,500 $ 1,500 $ 500 Training Related $ 25,000 S $ 7,500 $ 7,500 $ 7,500 $ 2,500 Subtotal Operating Cost $ 461,740 $ 138,522 $ 138,522 $ 138,522 $ 46,174 FUNCTIONAL EXPENDITURES $ 1,789,936.00 $ 536,980.80 $ 536,980.80 $ 536,980.80 $ 178,993.60 Disallowed Costs
Subtotal Disallowed Costs $ - $ - $ - $ - $ -
Cost Adjustments
Mid-Year Salary Adjustments $ 22,265 P $ 22,265
Subtotal Cost Adjustments $ 22,265 $ - $ - $ - $ 22,265 FUNCTIONAL COST $ 1,812,201.00 $ 536,980.80 $ 536,980.80 $ 536,980.80 $ 201,258.60 First Allocation
Incoming - All Others $ 14,718 $ 4,361 $ 4,361 $ 4,361 $ 1,635 Reallocate Admin Costs $ - $ - $ - $ - $ -
Unallocated Costs $ - $ - $ - $ - $ -
Subtotal of First Allocation $ 1,826,918.92 $ 541,341.93 $ 541,341.93 $ 541,341.93 $ 202,893.14 Second Allocation
Incoming - All Others $ 390,803 $ 115,801 $ 115,801 $ 115,801 $ 43,402 Reallocate Admin Costs $ - $ - $ - $ - $ -
Unallocated Costs $ - $ - $ - $ - $ -
Subtotal of Second Allocation $ 390,803.44 $ 115,800.59 $ 115,800.59 $ 115,800.59 $ 43,401.67 TOTAL ALLOCATED $ 2,217,722 $ 657,143 $ 657,143 $ 657,143 $ 246,295

EXPENSE DETAIL
Expense Type Expense ($)
Sanitation
District
S
p
re
Managerial
Support
Program
Support Policy Support
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 46 348
110-City Manager-11111 City Manager - Administration
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total Managerial Support .
.
110-City Council-10101 City Council 5.00 3.846% $ 20,821 $ 20,821 $ 20,821 110-City Manager-11111 City Manager - Administration 5.00 3.846% $ 20,821 $ 20,821 $ 20,821 110-City Clerk-11112 Clerk Services 2.00 1.538% $ 8,328 $ 8,328 $ 1,930 $ 10,258 110-City Manager-11113 Human Resource 4.00 3.077% $ 16,657 $ 16,657 $ 3,860 $ 20,517 110-City Attorney-12121 City Attorney 3.00 2.308% $ 12,492 $ 12,492 $ 2,895 $ 15,387 110-Finance-13131 Finance 6.40 4.923% $ 26,651 $ 26,651 $ 6,176 $ 32,827 110-Public Works-21211 PW - Administration 3.00 2.308% $ 12,492 $ 12,492 $ 2,895 $ 15,387 110-Public Works-21213 PW - Maintenance 6.54 5.031% $ 27,234 $ 27,234 $ 6,311 $ 33,545 110-City Manager-14142 Admin Srvcs - Community Programs and Services 5.00 3.846% $ 20,821 $ 20,821 $ 4,825 $ 25,646 110-City Manager-14143 Admin Srvcs - Senior Services 4.00 3.077% $ 16,657 $ 16,657 $ 3,860 $ 20,517 110-Public Works-21212 PW - Engineering 6.00 4.615% $ 24,985 $ 24,985 $ 5,790 $ 30,775 110-Public Works-21214 PW- Environmental Programs 0.60 0.462% $ 2,498 $ 2,498 $ 579 $ 3,077 110-Community & Economic Development-31311 CEDE- Administration 3.04 2.338% $ 12,659 $ 12,659 $ 2,934 $ 15,593 110-Community & Economic Development-31314 CEDE - Planning 5.00 3.846% $ 20,821 $ 20,821 $ 4,825 $ 25,646 110-Community & Economic Development-31315 CEDE - Building Inspection 7.00 5.385% $ 29,149 $ 29,149 $ 6,755 $ 35,904 110-Community & Economic Development-31777 CEDE - Housing Development 0.35 0.269% $ 1,457 $ 1,457 $ 338 $ 1,795 110-Police-41411 Police-Administration 9.00 6.923% $ 37,477 $ 37,477 $ 8,685 $ 46,162 110-Police-41412 Police-Operations 29.00 22.308% $ 120,760 $ 120,760 $ 27,985 $ 148,745 110-Police-41413 Police-Investigations 14.00 10.769% $ 58,298 $ 58,298 $ 13,510 $ 71,808 111-Finance-Information Services 1.00 0.769% $ 4,164 $ 4,164 $ 965 $ 5,129 201-Public Works-Gas Tax Fund 0.72 0.552% $ 2,991 $ 2,991 $ 693 $ 3,684 203-Public Works-Nat'l Pollutant Discharged Elimation Sys 1.47 1.131% $ 6,121 $ 6,121 $ 1,419 $ 7,540 204-Community & Economic Development-Rent Stabilization Program 2.00 1.538% $ 8,328 $ 8,328 $ 1,930 $ 10,258 219-Community & Economic Development-Measure HH 1.18 0.908% $ 4,914 $ 4,914 $ 1,139 $ 6,052 220-Finance-LMIH Successor Fund 1.43 1.100% $ 5,955 $ 5,955 $ 1,380 $ 7,335 221-Public Works-Lighting Fund 0.09 0.070% $ 379 $ 379 $ 88 $ 467 222-Public Works-Drainage Fund 0.26 0.200% $ 1,081 $ 1,081 $ 251 $ 1,332 301-Public Works-Capital Improvements Project Funds - Local matching 0.50 0.385% $ 2,082 $ 2,082 $ 483 $ 2,565 510-Public Works-Water Service Fund 1.00 0.769% $ 4,164 $ 4,164 $ 965 $ 5,129 520-Public Works-Garbage Collection Fund (Prop. Tax) 2.32 1.788% $ 9,679 $ 9,679 $ 2,243 $ 11,922 705-Non-Departmental-Trust and Agency Fund 0.10 0.075% $ 405 $ 405 $ 94 $ 499 Total 130.00 100.000% $ 541,342 $ - $ 541,342 $ 115,801 $ 657,143 .

Allocation Basis: # of FTE
.

Source of Allocation: Personnel File

ALLOCATION DETAIL
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 47 349
110-City Manager-11111 City Manager - Administration
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total

ALLOCATION DETAIL
Program Support .
.
110-City Council-10101 City Council 190,693.00 0.454% $ 2,458 $ 2,458 $ 2,458 110-City Manager-11111 City Manager - Administration 1,789,936.00 4.262% $ 23,071 $ 23,071 $ 23,071 110-City Clerk-11112 Clerk Services 519,926.00 1.238% $ 6,701 $ 6,701 $ 1,504 $ 8,206 110-City Manager-11113 Human Resource 1,047,825.31 2.495% $ 13,506 $ 13,506 $ 3,032 $ 16,538 110-City Attorney-12121 City Attorney 1,224,052.00 2.914% $ 15,777 $ 15,777 $ 3,542 $ 19,319 110-Finance-13131 Finance 1,401,873.43 3.338% $ 18,069 $ 18,069 $ 4,056 $ 22,125 110-Public Works-21211 PW - Administration 669,781.00 1.595% $ 8,633 $ 8,633 $ 1,938 $ 10,571 110-Public Works-21213 PW - Maintenance 3,023,507.74 7.199% $ 38,970 $ 38,970 $ 8,749 $ 47,719 110-Non-Departmental-95951 Non-Departmental 145,906.00 0.347% $ 1,881 $ 1,881 $ 422 $ 2,303 110-City Manager-14142 Admin Srvcs - Community Programs and Services 719,240.76 1.712% $ 9,270 $ 9,270 $ 2,081 $ 11,352 110-City Manager-14143 Admin Srvcs - Senior Services 421,889.00 1.005% $ 5,438 $ 5,438 $ 1,221 $ 6,659 110-Public Works-21212 PW - Engineering 1,014,978.00 2.417% $ 13,082 $ 13,082 $ 2,937 $ 16,019 110-Public Works-21214 PW- Environmental Programs 285,397.20 0.680% $ 3,679 $ 3,679 $ 826 $ 4,504 110-Community & Economic Development-31311 CEDE- Administration 726,923.84 1.731% $ 9,369 $ 9,369 $ 2,103 $ 11,473 110-Community & Economic Development-31313 CEDE - Rent Stabilization 1,900.00 0.005% $ 24 $ 24 $ 5 $ 30 110-Community & Economic Development-31314 CEDE - Planning 1,176,783.00 2.802% $ 15,168 $ 15,168 $ 3,405 $ 18,573 110-Community & Economic Development-31315 CEDE - Building Inspection 2,896,620.00 6.897% $ 37,335 $ 37,335 $ 8,382 $ 45,717 110-Community & Economic Development-31777 CEDE - Housing Development 232,824.75 0.554% $ 3,001 $ 3,001 $ 674 $ 3,675 110-Police-41411 Police-Administration 4,868,787.58 11.592% $ 62,754 $ 62,754 $ 14,088 $ 76,843 110-Police-41412 Police-Operations 8,043,078.00 19.150% $ 103,668 $ 103,668 $ 23,274 $ 126,942 110-Police-41413 Police-Investigations 1,748,150.00 4.162% $ 22,532 $ 22,532 $ 5,058 $ 27,591 111-Finance-Information Services 1,297,689.08 3.090% $ 16,726 $ 16,726 $ 3,755 $ 20,481 112-Finance-Equipment & Vehicle Replacement 150,565.50 0.358% $ 1,941 $ 1,941 $ 436 $ 2,376 113-Finance-Self Insurance 1,122,624.00 2.673% $ 14,470 $ 14,470 $ 3,248 $ 17,718 117-Finance-Community Development Pass Through Fund 1,050,500.00 2.501% $ 13,540 $ 13,540 $ 3,040 $ 16,580 201-Public Works-Gas Tax Fund 1,019,857.66 2.428% $ 13,145 $ 13,145 $ 2,951 $ 16,096 202-Public Works-Measure A Smc 20 1/2 Sales Tax 3,539.00 0.008% $ 46 $ 46 $ 10 $ 56 203-Public Works-Nat'l Pollutant Discharged Elimation Sys 733,650.16 1.747% $ 9,456 $ 9,456 $ 2,123 $ 11,579 204-Community & Economic Development-Rent Stabilization Program 745,119.00 1.774% $ 9,604 $ 9,604 $ 2,156 $ 11,760 207-Community & Economic Development-Housing-In-Lieu Fund 104,768.00 0.249% $ 1,350 $ 1,350 $ 303 $ 1,654 209-Community & Economic Development-Revolving Housing Loans 3,174.00 0.008% $ 41 $ 41 $ 9 $ 50 213-Police-Federal And State Law Enforcement Grants 170,000.00 0.405% $ 2,191 $ 2,191 $ 492 $ 2,683 215-Community & Economic Development-Misc Federal And State Grants 300,060.00 0.714% $ 3,868 $ 3,868 $ 868 $ 4,736 218-Community & Economic Development-Affordable Housing Transient Occupancy Tax (TOT) 29,418.00 0.070% $ 379 $ 379 $ 85 $ 464 219-Community & Economic Development-Measure HH 291,845.58 0.695% $ 3,762 $ 3,762 $ 844 $ 4,606 220-Finance-LMIH Successor Fund 423,458.83 1.008% $ 5,458 $ 5,458 $ 1,225 $ 6,683 221-Public Works-Lighting Fund 329,995.31 0.786% $ 4,253 $ 4,253 $ 955 $ 5,208 222-Public Works-Drainage Fund 313,454.26 0.746% $ 4,040 $ 4,040 $ 907 $ 4,947 230-Public Safety-Local Grant Fund 533,563.00 1.270% $ 6,877 $ 6,877 $ 1,544 $ 8,421 231-City Manager-CYSFF - Children/ Youth/ Senior/ Family Fund 48,822.00 0.116% $ 629 $ 629 $ 141 $ 771 234-Public Works-Measure W 1,740.00 0.004% $ 22 $ 22 $ 5 $ 27 301-Public Works-Capital Improvements Project Funds - Local matching 69,435.50 0.165% $ 895 $ 895 $ 201 $ 1,096 FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 48 350
110-City Manager-11111 City Manager - Administration
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total

ALLOCATION DETAIL
510-Public Works-Water Service Fund 427,767.12 1.018% $ 5,514 $ 5,514 $ 1,238 $ 6,751 511-Public Works-Water Capital Surcharge Fund 305,000.00 0.726% $ 3,931 $ 3,931 $ 883 $ 4,814 520-Public Works-Garbage Collection Fund (Prop. Tax) 373,754.79 0.890% $ 4,817 $ 4,817 $ 1,082 $ 5,899 Total 41,999,873.40 100.000% $ 541,342 $ - $ 541,342 $ 115,801 $ 657,143 .

Allocation Basis: Budgeted Expenditures
.

Source of Allocation: Expenditure Report
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 49 351
110-City Manager-11111 City Manager - Administration
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total

ALLOCATION DETAIL
Policy Support .
.
110-City Council-10101 City Council 12.00 5.825% $ 31,534 $ 31,534 $ 31,534 110-City Manager-11111 City Manager - Administration 15.00 7.282% $ 39,418 $ 39,418 $ 39,418 110-City Clerk-11112 Clerk Services 5.00 2.427% $ 13,139 $ 13,139 $ 3,235 $ 16,374 110-City Manager-11113 Human Resource 16.00 7.767% $ 42,046 $ 42,046 $ 10,351 $ 52,397 110-City Attorney-12121 City Attorney 6.00 2.913% $ 15,767 $ 15,767 $ 3,882 $ 19,649 110-Finance-13131 Finance 27.00 13.107% $ 70,953 $ 70,953 $ 17,467 $ 88,420 110-Public Works-21211 PW - Administration 5.00 2.427% $ 13,139 $ 13,139 $ 3,235 $ 16,374 110-Public Works-21213 PW - Maintenance 16.00 7.767% $ 42,046 $ 42,046 $ 10,351 $ 52,397 110-City Manager-14142 Admin Srvcs - Community Programs and Services 10.00 4.854% $ 26,279 $ 26,279 $ 6,469 $ 32,748 110-City Manager-14143 Admin Srvcs - Senior Services 2.00 0.971% $ 5,256 $ 5,256 $ 1,294 $ 6,550 110-Public Works-21212 PW - Engineering 21.00 10.194% $ 55,185 $ 55,185 $ 13,586 $ 68,771 110-Public Works-21214 PW- Environmental Programs 6.00 2.913% $ 15,767 $ 15,767 $ 3,882 $ 19,649 110-Community & Economic Development-31311 CEDE- Administration 1.00 0.485% $ 2,628 $ 2,628 $ 647 $ 3,275 110-Community & Economic Development-31314 CEDE - Planning 19.00 9.223% $ 49,930 $ 49,930 $ 12,292 $ 62,221 110-Community & Economic Development-31315 CEDE - Building Inspection 2.00 0.971% $ 5,256 $ 5,256 $ 1,294 $ 6,550 110-Community & Economic Development-31777 CEDE - Housing Development 15.00 7.282% $ 39,418 $ 39,418 $ 9,704 $ 49,122 110-Police-41411 Police-Administration 12.00 5.825% $ 31,534 $ 31,534 $ 7,763 $ 39,298 111-Finance-Information Services 1.00 0.485% $ 2,628 $ 2,628 $ 647 $ 3,275 201-Public Works-Gas Tax Fund 2.00 0.971% $ 5,256 $ 5,256 $ 1,294 $ 6,550 204-Community & Economic Development-Rent Stabilization Program 2.00 0.971% $ 5,256 $ 5,256 $ 1,294 $ 6,550 215-Community & Economic Development-Misc Federal And State Grants 1.00 0.485% $ 2,628 $ 2,628 $ 647 $ 3,275 219-Community & Economic Development-Measure HH 2.00 0.971% $ 5,256 $ 5,256 $ 1,294 $ 6,550 510-Public Works-Water Service Fund 6.00 2.913% $ 15,767 $ 15,767 $ 3,882 $ 19,649 520-Public Works-Garbage Collection Fund (Prop. Tax) 2.00 0.971% $ 5,256 $ 5,256 $ 1,294 $ 6,550 Total 206.00 100.000% $ 541,342 $ - $ 541,342 $ 115,801 $ 657,143 .

Allocation Basis: # of Staff Reports
.

Source of Allocation: Staff Report List
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 50 352
110-City Manager-11111 City Manager - Administration
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total

ALLOCATION DETAIL
Sanitation District .
.
530-Public Works-EPA Sanitary District 1.00 100.000% $ 202,893 $ 202,893 $ 43,402 $ 246,295 Total 1.00 100.000% $ 202,893 $ - $ 202,893 $ 43,402 $ 246,295 .

Allocation Basis: Direct to Sanitation
.

FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 51 353

ALLOCATION SUMMARY
110-City Council-10101 City Council $ 20,821 $ 2,458 $ 31,534 $ - $ 54,813 110-City Manager-11111 City Manager - Administration $ 20,821 $ 23,071 $ 39,418 $ - $ 83,310 110-City Clerk-11112 Clerk Services $ 10,258 $ 8,206 $ 16,374 $ - $ 34,838 110-City Manager-11113 Human Resource $ 20,517 $ 16,538 $ 52,397 $ - $ 89,451 110-City Attorney-12121 City Attorney $ 15,387 $ 19,319 $ 19,649 $ - $ 54,355 110-Finance-13131 Finance $ 32,827 $ 22,125 $ 88,420 $ - $ 143,372 110-Public Works-21211 PW - Administration $ 15,387 $ 10,571 $ 16,374 $ - $ 42,332 110-Public Works-21213 PW - Maintenance $ 33,545 $ 47,719 $ 52,397 $ - $ 133,661 110-Non-Departmental-95951 Non-Departmental $ - $ 2,303 $ - $ - $ 2,303 110-City Manager-14142 Admin Srvcs - Community Programs and Services $ 25,646 $ 11,352 $ 32,748 $ - $ 69,745 110-City Manager-14143 Admin Srvcs - Senior Services $ 20,517 $ 6,659 $ 6,550 $ - $ 33,725 110-Public Works-21212 PW - Engineering $ 30,775 $ 16,019 $ 68,771 $ - $ 115,565 110-Public Works-21214 PW- Environmental Programs $ 3,077 $ 4,504 $ 19,649 $ - $ 27,231 110-Community & Economic Development-31311 CEDE- Administration $ 15,593 $ 11,473 $ 3,275 $ - $ 30,340 110-Community & Economic Development-31313 CEDE - Rent Stabilization $ - $ 30 $ - $ - $ 30 110-Community & Economic Development-31314 CEDE - Planning $ 25,646 $ 18,573 $ 62,221 $ - $ 106,440 110-Community & Economic Development-31315 CEDE - Building Inspection $ 35,904 $ 45,717 $ 6,550 $ - $ 88,170 110-Community & Economic Development-31777 CEDE - Housing Development $ 1,795 $ 3,675 $ 49,122 $ - $54,591.88 110-Police-41411 Police-Administration $ 46,162 $ 76,843 $ 39,298 $ - $ 162,303 110-Police-41412 Police-Operations $ 148,745 $ 126,942 $ - $ - $ 275,687 110-Police-41413 Police-Investigations $ 71,808 $ 27,591 $ - $ - $ 99,399 111-Finance-Information Services $ 5,129 $ 20,481 $ 3,275 $ - $28,885.07 112-Finance-Equipment & Vehicle Replacement $ - $ 2,376 $ - $ - $ 2,376 113-Finance-Self Insurance $ - $ 17,718 $ - $ - $ 17,718 117-Finance-Community Development Pass Through Fund $ - $ 16,580 $ - $ - $ 16,580 201-Public Works-Gas Tax Fund $ 3,684 $ 16,096 $ 6,550 $ - $ 26,330 202-Public Works-Measure A Smc 20 1/2 Sales Tax $ - $ 56 $ - $ - $ 56 203-Public Works-Nat'l Pollutant Discharged Elimation Sys $ 7,540 $ 11,579 $ - $ - $ 19,119 204-Community & Economic Development-Rent Stabilization Program $ 10,258 $ 11,760 $ 6,550 $ - $ 28,568 207-Community & Economic Development-Housing-In-Lieu Fund $ - $ 1,654 $ - $ - $ 1,654 209-Community & Economic Development-Revolving Housing Loans $ - $ 50 $ - $ - $ 50.09 213-Police-Federal And State Law Enforcement Grants $ - $ 2,683 $ - $ - $ 2,683 215-Community & Economic Development-Misc Federal And State Grants $ - $ 4,736 $ 3,275 $ - $ 8,011 218-Community & Economic Development-Affordable Housing Transient Occupancy Tax (TOT) $ - $ 464 $ - $ - $ 464 219-Community & Economic Development-Measure HH $ 6,052 $ 4,606 $ 6,550 $ - $ 17,208 220-Finance-LMIH Successor Fund $ 7,335 $ 6,683 $ - $ - $ 14,018 221-Public Works-Lighting Fund $ 467 $ 5,208 $ - $ - $ 5,675 222-Public Works-Drainage Fund $ 1,332 $ 4,947 $ - $ - $ 6,279 230-Public Safety-Local Grant Fund $ - $ 8,421 $ - $ - $ 8,421 110-City Manager-11111 City Manager - Administration Total Managerial
Support
Program
Support
Policy
Support
Sanitation
District
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 52 354

ALLOCATION SUMMARY
110-City Manager-11111 City Manager - Administration Total Managerial
Support
Program
Support
Policy
Support
Sanitation
District
231-City Manager-CYSFF - Children/ Youth/ Senior/ Family Fund $ - $ 771 $ - $ - $ 771 234-Public Works-Measure W $ - $ 27 $ - $ - $ 27
301-Public Works-Capital Improvements Project Funds - Local matching $ 2,565 $ 1,096 $ - $ - $ 3,660 510-Public Works-Water Service Fund $ 5,129 $ 6,751 $ 19,649 $ - $ 31,529 511-Public Works-Water Capital Surcharge Fund $ - $ 4,814 $ - $ - $ 4,813.74 520-Public Works-Garbage Collection Fund (Prop. Tax) $ 11,922 $ 5,899 $ 6,550 $ - $ 24,371 530-Public Works-EPA Sanitary District $ - $ - $ - $ 246,295 $ 246,295 705-Non-Departmental-Trust and Agency Fund $ 499 $ - $ - $ - $ 499 Total $ 657,143 $ 657,143 $ 657,143 $ 246,295 $2,217,722 FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 53 355
4 CLERK SERVICES
The Clerk Services Office is responsible for assisting the Mayor and City Council, conducting research, managing records, and providing customer service to the public. Costs associated with the Clerk Services are allocated to Receiving Departments as follows:
• Council Support – represents the support associated with supporting the operations and activities of the City Council. These costs are allocated based on the number of agenda items per department. • Public Records & Records Management – represents the support associated with responding to public records requests and managing records on behalf of City departments. These costs are allocated based on the number of public records requests. • Boards, Committees, and Commissions – represents the support associated with managing the activities of the Boards and Commissions. These costs are allocated based on the number of board members per board, committee, and commissions per department.
• Public Information & Communications Requests – represents the costs associated with processing public information and communications requests. These costs are equally allocated to all departments. • Elections – represents the costs associated with conducting elections. These costs have not been allocated as this function is in service of the community.

The chart on the following page illustrates the functions and measures used to allocate Clerk Services costs. The top tier shows the Central Service department, the second tier shows the functions developed, and the third tier shows the measures used to allocate costs citywide.

The pages following the chart provide an aggregate picture of the department’s expenses, a function-by-function breakdown of expenses, each function’s allocation, and an allocation summary.

FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 54 356

CLERK SERVICES
Council Support
# of Agenda Items
Public Records &
Records Management
# of Public Records
Request
Boards, Commissions,
and Committees
# of Board Members
Public Information &
Communications
Equal to All
Elections
Not Allocated
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 55 357

COSTS TO BE ALLOCATED
First Second
Allocation Allocation Total
Functional Expenditures $ 519,926 $ 519,926
Total Disallowed Costs $ - $ -
Incoming Costs
110-City Council-10101 City Council $ 7,679 $ 10,139 $ 17,818 110-City Manager-11111 City Manager - Administration $ 28,169 $ 6,669 $ 34,838 110-City Clerk-11112 Clerk Services $ 24,317 $ 24,317
110-City Manager-11113 Human Resource $ 17,492 $ 17,492 110-City Attorney-12121 City Attorney $ 9,000 $ 9,000
110-Finance-13131 Finance $ 20,070 $ 20,070
110-Non-Departmental-95951 Non-Departmental $ 15,014 $ 15,014 Total Incoming Costs $ 35,848 $ 102,701 $ 138,549
Total Cost Adjustments $ - $ -
Total Costs to be Allocated $ 555,774 $ 102,701 $ 658,475 110-City Clerk-11112 Clerk Services
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 56 358
110-City Clerk-11112 Clerk Services
Distribution Percentage 57.00% 13.00% 10.00% 15.00% 5.00% Personnel
Salaries & Benefits $ 291,576 S $ 166,198 $ 37,905 $ 29,158 $ 43,736 $ 14,579 Subtotal Personnel Cost $ 291,576 $ 166,198 $ 37,905 $ 29,158 $ 43,736 $ 14,579 Operating Services & Supplies
Communication Expenses $ 30,800 S $ 17,556 $ 4,004 $ 3,080 $ 4,620 $ 1,540 County Services $ 100,000 S $ 57,000 $ 13,000 $ 10,000 $ 15,000 $ 5,000 Professional Services $ 90,000 S $ 51,300 $ 11,700 $ 9,000 $ 13,500 $ 4,500 Supplies and Materials $ 2,550 S $ 1,454 $ 332 $ 255 $ 383 $ 128 Training Related $ 5,000 S $ 2,850 $ 650 $ 500 $ 750 $ 250 Subtotal Operating Cost $ 228,350 $ 130,160 $ 29,686 $ 22,835 $ 34,253 $ 11,418 FUNCTIONAL EXPENDITURES $ 519,926.00 $ 296,357.82 $ 67,590.38 $ 51,992.60 $ 77,988.90 $ 25,996.30 Disallowed Costs
Subtotal Disallowed Costs $ - $ - $ - $ - $ - $ -
Cost Adjustments
Subtotal Cost Adjustments $ - $ - $ - $ - $ - $ -
FUNCTIONAL COST $ 519,926.00 $ 296,357.82 $ 67,590.38 $ 51,992.60 $ 77,988.90 $ 25,996.30 First Allocation
Incoming - All Others $ 35,848 $ 20,433 $ 4,660 $ 3,585 $ 5,377 $ 1,792 Reallocate Admin Costs $ - $ - $ - $ - $ - $ -
Unallocated Costs $ (27,789) $ - $ - $ - $ - $(27,789)
Subtotal of First Allocation $ 527,985.28 $ 316,791.17 $ 72,250.62 $ 55,577.40 $ 83,366.10 $ - Second Allocation
Incoming - All Others $ 102,701 $ 58,540 $ 13,351 $ 10,270 $ 15,405 $ 5,135 Reallocate Admin Costs $ - $ - $ - $ - $ - $ -
Unallocated Costs $ (5,135) $ - $ - $ - $ - $ (5,135)
Subtotal of Second Allocation $ 97,566.13 $ 58,539.68 $ 13,351.15 $ 10,270.12 $ 15,405.18 $ - TOTAL ALLOCATED $ 625,551 $ 375,331 $ 85,602 $ 65,848 $ 98,771 $ -

EXPENSE DETAIL
Expense Type Expense ($) Elections Public Information & Communications
S
p
re
Council
Support
Public Records & Records
Management
Boards, Commissions,
and Committees
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 57 359
110-City Clerk-11112 Clerk Services
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total Council Support .
.
110-City Council-10101 City Council 15.00 5.034% $ 15,946 $ 15,946 $ 15,946 110-City Manager-11111 City Manager - Administration 23.00 7.718% $ 24,450 $ 24,450 $ 24,450 110-City Clerk-11112 Clerk Services 12.00 4.027% $ 12,757 $ 12,757 $ 12,757 110-City Manager-11113 Human Resource 17.00 5.705% $ 18,072 $ 18,072 $ 4,013 $ 22,085 110-City Attorney-12121 City Attorney 11.00 3.691% $ 11,694 $ 11,694 $ 2,597 $ 14,290 110-Finance-13131 Finance 31.00 10.403% $ 32,955 $ 32,955 $ 7,317 $ 40,272 110-Public Works-21211 PW - Administration 4.00 1.342% $ 4,252 $ 4,252 $ 944 $ 5,196 110-Public Works-21213 PW - Maintenance 16.00 5.369% $ 17,009 $ 17,009 $ 3,777 $ 20,786 110-City Manager-14142 Admin Srvcs - Community Programs and Services 10.00 3.356% $ 10,631 $ 10,631 $ 2,360 $ 12,991 110-City Manager-14143 Admin Srvcs - Senior Services 3.00 1.007% $ 3,189 $ 3,189 $ 708 $ 3,897 110-Public Works-21212 PW - Engineering 21.00 7.047% $ 22,324 $ 22,324 $ 4,957 $ 27,281 110-Public Works-21214 PW- Environmental Programs 7.00 2.349% $ 7,441 $ 7,441 $ 1,652 $ 9,094 110-Community & Economic Development-31311 CEDE- Administration 1.00 0.336% $ 1,063 $ 1,063 $ 236 $ 1,299 110-Community & Economic Development-31314 CEDE - Planning 18.00 6.040% $ 19,135 $ 19,135 $ 4,249 $ 23,384 110-Community & Economic Development-31315 CEDE - Building Inspection 2.00 0.671% $ 2,126 $ 2,126 $ 472 $ 2,598 110-Community & Economic Development-31777 CEDE - Housing Development 15.00 5.034% $ 15,946 $ 15,946 $ 3,541 $ 19,487 110-Police-41411 Police-Administration 12.00 4.027% $ 12,757 $ 12,757 $ 2,833 $ 15,589 111-Finance-Information Services 1.00 0.336% $ 1,063 $ 1,063 $ 236 $ 1,299 201-Public Works-Gas Tax Fund 2.00 0.671% $ 2,126 $ 2,126 $ 472 $ 2,598 204-Community & Economic Development-Rent Stabilization Program 2.00 0.671% $ 2,126 $ 2,126 $ 472 $ 2,598 215-Community & Economic Development-Misc Federal And State Grants 1.00 0.336% $ 1,063 $ 1,063 $ 236 $ 1,299 219-Community & Economic Development-Measure HH 2.00 0.671% $ 2,126 $ 2,126 $ 472 $ 2,598 510-Public Works-Water Service Fund 6.00 2.013% $ 6,378 $ 6,378 $ 1,416 $ 7,795 520-Public Works-Garbage Collection Fund (Prop. Tax) 3.00 1.007% $ 3,189 $ 3,189 $ 708 $ 3,897 530-Public Works-EPA Sanitary District 20.00 6.711% $ 21,261 $ 21,261 $ 4,721 $ 25,982 Other 43.00 14.430% $ 45,711 $ 45,711 $ 10,150 $ 55,862 Total 298.00 100.000% $ 316,791 $ - $ 316,791 $ 58,540 $ 375,331 .

Allocation Basis: # of Agenda Items
.

Source of Allocation: Agenda Report

ALLOCATION DETAIL
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 58 360
110-City Clerk-11112 Clerk Services
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total

ALLOCATION DETAIL
Public Records & Records Management .
.
110-City Manager-11111 City Manager - Administration 1.00 4.000% $ 2,890 $ 2,890 $ 2,890 110-City Clerk-11112 Clerk Services 4.00 16.000% $ 11,560 $ 11,560 $ 11,560 110-City Manager-11113 Human Resource 1.00 4.000% $ 2,890 $ 2,890 $ 668 $ 3,558 110-Finance-13131 Finance 1.00 4.000% $ 2,890 $ 2,890 $ 668 $ 3,558 110-Public Works-21211 PW - Administration 5.00 20.000% $ 14,450 $ 14,450 $ 3,338 $ 17,788 110-Community & Economic Development-31315 CEDE - Building Inspection 1.00 4.000% $ 2,890 $ 2,890 $ 668 $ 3,558 110-Police-41411 Police-Administration 12.00 48.000% $ 34,680 $ 34,680 $ 8,011 $ 42,691 Total 25.00 100.000% $ 72,251 $ - $ 72,251 $ 13,351 $ 85,602 .

Allocation Basis: # of Public Records Requests
.

Source of Allocation: PRR Report
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 59 361
110-City Clerk-11112 Clerk Services
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total

ALLOCATION DETAIL
Boards, Commissions, and Committees .
.
110-Public Works-21211 PW - Administration 8.00 17.778% $ 9,880 $ 9,880 $ 1,826 $ 11,706 110-City Manager-14143 Admin Srvcs - Senior Services 9.00 20.000% $ 11,115 $ 11,115 $ 2,054 $ 13,170 110-Community & Economic Development-31314 CEDE - Planning 8.00 17.778% $ 9,880 $ 9,880 $ 1,826 $ 11,706 204-Community & Economic Development-Rent Stabilization Program 8.00 17.778% $ 9,880 $ 9,880 $ 1,826 $ 11,706 530-Public Works-EPA Sanitary District 12.00 26.667% $ 14,821 $ 14,821 $ 2,739 $ 17,559 Total 45.00 100.000% $ 55,577 $ - $ 55,577 $ 10,270 $ 65,848 .

Allocation Basis: # of Board Members
.

Source of Allocation: Board Members List
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 60 362
110-City Clerk-11112 Clerk Services
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total

ALLOCATION DETAIL
Public Information & Communications .
.
110-City Council-10101 City Council 1.00 14.286% $ 11,909 $ 11,909 $ 11,909 110-City Manager-11111 City Manager - Administration 1.00 14.286% $ 11,909 $ 11,909 $ 11,909 110-City Attorney-12121 City Attorney 1.00 14.286% $ 11,909 $ 11,909 $ 3,081 $ 14,990 110-Finance-13131 Finance 1.00 14.286% $ 11,909 $ 11,909 $ 3,081 $ 14,990 110-Public Works-21211 PW - Administration 1.00 14.286% $ 11,909 $ 11,909 $ 3,081 $ 14,990 110-Community & Economic Development-31311 CEDE- Administration 1.00 14.286% $ 11,909 $ 11,909 $ 3,081 $ 14,990 110-Police-41411 Police-Administration 1.00 14.286% $ 11,909 $ 11,909 $ 3,081 $ 14,990 Total 7.00 100.000% $ 83,366 $ - $ 83,366 $ 15,405 $ 98,771 .

Allocation Basis: Equal to All
.

FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 61 363

ALLOCATION SUMMARY
110-City Council-10101 City Council $ 15,946 $ - $ - $ 11,909 $ 27,855 110-City Manager-11111 City Manager - Administration $ 24,450 $ 2,890 $ - $ 11,909 $ 39,250 110-City Clerk-11112 Clerk Services $ 12,757 $ 11,560 $ - $ - $ 24,317 110-City Manager-11113 Human Resource $ 22,085 $ 3,558 $ - $ - $ 25,642 110-City Attorney-12121 City Attorney $ 14,290 $ - $ - $ 14,990 $ 29,281 110-Finance-13131 Finance $ 40,272 $ 3,558 $ - $ 14,990 $ 58,820 110-Public Works-21211 PW - Administration $ 5,196 $ 17,788 $ 11,706 $ 14,990 $ 49,681 110-Public Works-21213 PW - Maintenance $ 20,786 $ - $ - $ - $ 20,786 110-City Manager-14142 Admin Srvcs - Community Programs and Services $ 12,991 $ - $ - $ - $ 12,991 110-City Manager-14143 Admin Srvcs - Senior Services $ 3,897 $ - $ 13,170 $ - $ 17,067 110-Public Works-21212 PW - Engineering $ 27,281 $ - $ - $ - $ 27,281 110-Public Works-21214 PW- Environmental Programs $ 9,094 $ - $ - $ - $ 9,094 110-Community & Economic Development-31311 CEDE- Administration $ 1,299 $ - $ - $ 14,990 $ 16,290 110-Community & Economic Development-31314 CEDE - Planning $ 23,384 $ - $ 11,706 $ - $ 35,090 110-Community & Economic Development-31315 CEDE - Building Inspection $ 2,598 $ 3,558 $ - $ - $ 6,156 110-Community & Economic Development-31777 CEDE - Housing Development $ 19,487 $ - $ - $ - $19,486.57 110-Police-41411 Police-Administration $ 15,589 $ 42,691 $ - $ 14,990 $ 73,271 111-Finance-Information Services $ 1,299 $ - $ - $ - $ 1,299.10 201-Public Works-Gas Tax Fund $ 2,598 $ - $ - $ - $ 2,598 204-Community & Economic Development-Rent Stabilization Program $ 2,598 $ - $ 11,706 $ - $ 14,304 215-Community & Economic Development-Misc Federal And State Grants $ 1,299 $ - $ - $ - $ 1,299 219-Community & Economic Development-Measure HH $ 2,598 $ - $ - $ - $ 2,598 510-Public Works-Water Service Fund $ 7,795 $ - $ - $ - $ 7,795 520-Public Works-Garbage Collection Fund (Prop. Tax) $ 3,897 $ - $ - $ - $ 3,897 530-Public Works-EPA Sanitary District $ 25,982 $ - $ 17,559 $ - $ 43,541 Other $ 55,862 $ - $ - $ - $ 55,862
Total $ 375,331 $ 85,602 $ 65,848 $ 98,771 $ 625,551
110-City Clerk-11112 Clerk Services Total
Council
Support
Public Records &
Records
Management
Boards, Commissions,
and Committees
Public Information &
Communications
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 62 364
5 HUMAN RESOURCES
The Human Resources Department assists with hiring and discipline, provides training opportunities, manages labor relations, and administers the City’s benefits plans. Human Resources costs are allocated to Receiving Departments as follows:
• Employee Support – represents the support associated with providing resources and assistance to employees as it relates to recruitment, training, benefits, and disciplinary action. These costs are allocated based on the number of full-time equivalents per fund, department, and division.

The chart on the following page illustrates the functions and measures used to allocate Human Resources costs. The top tier shows the Central Service department, the second tier shows the functions developed, and the third tier shows the measures used to allocate costs citywide. The pages following the chart provide an aggregate picture of the department’s expenses, a function-by-function breakdown of expenses, each function’s allocation, and an allocation summary.

FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 63 365

HUMAN RESOURCES
Employee Support
# of FTE
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 64 366

COSTS TO BE ALLOCATED
First Second
Allocation Allocation Total
Functional Expenditures $ 1,047,825 $ 1,047,825
Total Disallowed Costs $ - $ -
Incoming Costs
110-City Council-10101 City Council $ 10,878 $ 14,364 $ 25,242 110-City Manager-11111 City Manager - Administration $ 72,208 $ 17,243 $ 89,451 110-City Clerk-11112 Clerk Services $ 20,962 $ 4,680 $ 25,642 110-City Manager-11113 Human Resource $ 34,985 $ 34,985 110-City Attorney-12121 City Attorney $ 12,190 $ 12,190 110-Finance-13131 Finance $ 42,459 $ 42,459
110-Public Works-21213 PW - Maintenance $ 107,000 $ 107,000 110-Non-Departmental-95951 Non-Departmental $ 30,048 $ 30,048 Total Incoming Costs $ 104,049 $ 262,969 $ 367,017
Total Cost Adjustments $ - $ -
Total Costs to be Allocated $ 1,151,874 $ 262,969 $ 1,414,843 110-City Manager-11113 Human Resource
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 65 367
110-City Manager-11113 Human Resource
Distribution Percentage 100.00%
Personnel
Salaries & Benefits $ 633,375S $ 633,375
Subtotal Personnel Cost $ 633,375 $ 633,375
Operating Services & Supplies
Communication Expenses $ 44,500S $ 44,500
County Services $ 50,200S $ 50,200
JPA $ 1,000S $ 1,000
Professional Services $ 100,000S $ 100,000
Special Events $ 15,000S $ 15,000
Staff Support $ 150,000S $ 150,000
Supplies and Materials $ 16,750S $ 16,750
Training Related $ 37,000S $ 37,000
Subtotal Operating Cost $ 414,450 $ 414,450
FUNCTIONAL EXPENDITURES $ 1,047,825.31 $ 1,047,825.31
Disallowed Costs
Subtotal Disallowed Costs $ - $ -
Cost Adjustments
Subtotal Cost Adjustments $ - $ -
FUNCTIONAL COST $ 1,047,825.31 $ 1,047,825.31
First Allocation
Incoming - All Others $ 104,049 $ 104,049
Reallocate Admin Costs $ - $ -
Unallocated Costs $ - $ -
Subtotal of First Allocation $ 1,151,873.92 $ 1,151,873.92 Second Allocation
Incoming - All Others $ 262,969 $ 262,969
Reallocate Admin Costs $ - $ -
Unallocated Costs $ - $ -
Subtotal of Second Allocation $ 262,968.89 $ 262,968.89 TOTAL ALLOCATED $ 1,414,843 $ 1,414,843
Expense Type Expense ($)
Sp
re

EXPENSE DETAIL
Employee Support
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 66 368
110-City Manager-11113 Human Resource
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total Employee Support .
.
110-City Council-10101 City Council 5.00 3.797% $ 43,731 $ 43,731 $ 43,731 110-City Manager-11111 City Manager - Administration 5.00 3.797% $ 43,731 $ 43,731 $ 43,731 110-City Clerk-11112 Clerk Services 2.00 1.519% $ 17,492 $ 17,492 $ 17,492 110-City Manager-11113 Human Resource 4.00 3.037% $ 34,985 $ 34,985 $ 34,985 110-City Attorney-12121 City Attorney 3.00 2.278% $ 26,239 $ 26,239 $ 6,819 $ 33,057 110-Finance-13131 Finance 6.40 4.862% $ 56,000 $ 56,000 $ 14,553 $ 70,553 110-Public Works-21211 PW - Administration 3.00 2.278% $ 26,239 $ 26,239 $ 6,819 $ 33,057 110-Public Works-21213 PW - Maintenance 6.54 4.963% $ 57,171 $ 57,171 $ 14,857 $ 72,028 110-City Manager-14142 Admin Srvcs - Community Programs and Services 5.00 3.797% $ 43,731 $ 43,731 $ 11,364 $ 55,095 110-City Manager-14143 Admin Srvcs - Senior Services 4.00 3.037% $ 34,985 $ 34,985 $ 9,091 $ 44,076 110-Public Works-21212 PW - Engineering 6.00 4.556% $ 52,477 $ 52,477 $ 13,637 $ 66,114 110-Public Works-21214 PW- Environmental Programs 0.60 0.456% $ 5,248 $ 5,248 $ 1,364 $ 6,611 110-Community & Economic Development-31311 CEDE- Administration 3.04 2.308% $ 26,588 $ 26,588 $ 6,909 $ 33,498 110-Community & Economic Development-31314 CEDE - Planning 5.00 3.797% $ 43,731 $ 43,731 $ 11,364 $ 55,095 110-Community & Economic Development-31315 CEDE - Building Inspection 7.00 5.315% $ 61,223 $ 61,223 $ 15,910 $ 77,133 110-Community & Economic Development-31777 CEDE - Housing Development 0.35 0.266% $ 3,061 $ 3,061 $ 795 $ 3,857 110-Police-41411 Police-Administration 9.00 6.834% $ 78,716 $ 78,716 $ 20,456 $ 99,171 110-Police-41412 Police-Operations 29.00 22.020% $ 253,640 $ 253,640 $ 65,913 $ 319,552 110-Police-41413 Police-Investigations 14.00 10.630% $ 122,447 $ 122,447 $ 31,820 $ 154,267 111-Finance-Information Services 1.00 0.759% $ 8,746 $ 8,746 $ 2,273 $ 11,019 201-Public Works-Gas Tax Fund 0.72 0.545% $ 6,282 $ 6,282 $ 1,632 $ 7,914 203-Public Works-Nat'l Pollutant Discharged Elimation Sys 1.47 1.116% $ 12,857 $ 12,857 $ 3,341 $ 16,198 204-Community & Economic Development-Rent Stabilization Program 2.00 1.519% $ 17,492 $ 17,492 $ 4,546 $ 22,038 219-Community & Economic Development-Measure HH 1.18 0.896% $ 10,321 $ 10,321 $ 2,682 $ 13,002 220-Finance-LMIH Successor Fund 1.43 1.086% $ 12,507 $ 12,507 $ 3,250 $ 15,757 221-Public Works-Lighting Fund 0.09 0.069% $ 796 $ 796 $ 207 $ 1,003 222-Public Works-Drainage Fund 0.26 0.197% $ 2,271 $ 2,271 $ 590 $ 2,862 301-Public Works-Capital Improvements Project Funds - Local matching 0.50 0.380% $ 4,373 $ 4,373 $ 1,136 $ 5,510 510-Public Works-Water Service Fund 1.00 0.759% $ 8,746 $ 8,746 $ 2,273 $ 11,019 520-Public Works-Garbage Collection Fund (Prop. Tax) 2.32 1.765% $ 20,330 $ 20,330 $ 5,283 $ 25,613 530-Public Works-EPA Sanitary District 1.70 1.291% $ 14,869 $ 14,869 $ 3,864 $ 18,732 705-Non-Departmental-Trust and Agency Fund 0.10 0.074% $ 850 $ 850 $ 221 $ 1,071 Total 131.70 100.000% $ 1,151,874 $ - $ 1,151,874 $ 262,969 $ 1,414,843 .

Allocation Basis: # of FTE
.

Source of Allocation: Personnel File

ALLOCATION DETAIL
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 67 369

ALLOCATION SUMMARY
110-City Council-10101 City Council $ 43,731 $ 43,731
110-City Manager-11111 City Manager - Administration $ 43,731 $ 43,731 110-City Clerk-11112 Clerk Services $ 17,492 $ 17,492
110-City Manager-11113 Human Resource $ 34,985 $ 34,985 110-City Attorney-12121 City Attorney $ 33,057 $ 33,057 110-Finance-13131 Finance $ 70,553 $ 70,553
110-Public Works-21211 PW - Administration $ 33,057 $ 33,057 110-Public Works-21213 PW - Maintenance $ 72,028 $ 72,028 110-City Manager-14142 Admin Srvcs - Community Programs and Services $ 55,095 $ 55,095 110-City Manager-14143 Admin Srvcs - Senior Services $ 44,076 $ 44,076 110-Public Works-21212 PW - Engineering $ 66,114 $ 66,114 110-Public Works-21214 PW- Environmental Programs $ 6,611 $ 6,611 110-Community & Economic Development-31311 CEDE- Administration $ 33,498 $ 33,498 110-Community & Economic Development-31314 CEDE - Planning $ 55,095 $ 55,095 110-Community & Economic Development-31315 CEDE - Building Inspection $ 77,133 $ 77,133 110-Community & Economic Development-31777 CEDE - Housing Development $ 3,857 $ 3,856.67 110-Police-41411 Police-Administration $ 99,171 $ 99,171 110-Police-41412 Police-Operations $ 319,552 $ 319,552
110-Police-41413 Police-Investigations $ 154,267 $ 154,267 111-Finance-Information Services $ 11,019 $11,019.05
201-Public Works-Gas Tax Fund $ 7,914 $ 7,914
203-Public Works-Nat'l Pollutant Discharged Elimation Sys $ 16,198 $ 16,198 204-Community & Economic Development-Rent Stabilization Program $ 22,038 $ 22,038 219-Community & Economic Development-Measure HH $ 13,002 $ 13,002 220-Finance-LMIH Successor Fund $ 15,757 $ 15,757
221-Public Works-Lighting Fund $ 1,003 $ 1,003
222-Public Works-Drainage Fund $ 2,862 $ 2,862
301-Public Works-Capital Improvements Project Funds - Local matching $ 5,510 $ 5,510 510-Public Works-Water Service Fund $ 11,019 $ 11,019
520-Public Works-Garbage Collection Fund (Prop. Tax) $ 25,613 $ 25,613 530-Public Works-EPA Sanitary District $ 18,732 $ 18,732 705-Non-Departmental-Trust and Agency Fund $ 1,071 $ 1,071 Total $ 1,414,843 $1,414,843
110-City Manager-11113 Human Resource Employee Support Total FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 68 370
6 CITY ATTORNEY
The City Attorney is responsible for providing legal support and advice to City staff and elected and appointed officials. City Attorney costs are allocated to Receiving Departments as follows:
• Legal Advice – represents the support associated with providing legal counsel and services to City departments. These costs are allocated equally5 to all departments.
• Council and Board Support – represents the support with providing legal support to City Council and Boards and committees. These costs have been allocated based on the number of meetings per department. • Contracts and Insurance – represents the support associated with developing legal contracts reviewing insurance requirements on behalf of City departments. These costs have been allocated based on the number of contracts per department. • Public Records and Subpoenas – represents the support associated with responding to public records requests and processing subpoenas. These costs have not been allocated as this function is in relation to requests driven by the public. • Litigation – represents the costs associated with managing and resolving legal disputes on behalf of the overall city. These costs have not been allocated as this function is not directly in relation to specific city departments and is on behalf of the larger city. • Elections – represents the support associated with preparing ballot measures, advising council members that are up for re-election, and other similar services. These costs have not been allocated as this function is not in relation to a specific city department.

The chart on the following page illustrates the functions and measures used to allocate City Attorney costs. The top tier shows the Central Service department, the second tier shows the functions developed, and the third tier shows the measures used to allocate costs citywide.

The pages following the chart provide an aggregate picture of the department’s expenses, a function-by-function breakdown of expenses, each function’s allocation, and an allocation summary.
5 CEDE was weighted at 3x, Police was weighted at 2x, & Rent stabilization was weighted at 4x.

FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 69 371
City
Attorney
Legal Advice
Equal to All
Council and
Board Support
# of Meetings
Contracts and
Insurance
# of Contracts
Public
Records and
Subpoenas
Not Allocated
Litigation
Not Allocated
Elections
Not Allocated
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 70 372

COSTS TO BE ALLOCATED
First Second
Allocation Allocation Total
Functional Expenditures $ 1,224,052 $ 1,224,052
Total Disallowed Costs $ - $ -
Incoming Costs
110-City Council-10101 City Council $ 7,039 $ 9,294 $ 16,333 110-City Manager-11111 City Manager - Administration $ 44,037 $ 10,319 $ 54,355 110-City Clerk-11112 Clerk Services $ 23,603 $ 5,678 $ 29,281 110-City Manager-11113 Human Resource $ 26,239 $ 6,819 $ 33,057 110-Finance-13131 Finance $ 44,508 $ 44,508
110-Public Works-21213 PW - Maintenance $ 4,534 $ 4,534 110-Non-Departmental-95951 Non-Departmental $ 23,621 $ 23,621 Total Incoming Costs $ 100,917 $ 104,772 $ 205,689
Mid-Year Salary Adjustments $ 18,397
Total Cost Adjustments $ 18,397 $ 18,397
Total Costs to be Allocated $ 1,343,366 $ 104,772 $ 1,448,138 110-City Attorney-12121 City Attorney
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 71 373
110-City Attorney-12121 City Attorney
Distribution Percentage 50.58% 14.85% 14.85% 12.14% 0.00% 7.57% Personnel
Salaries & Benefits $ 740,002 S $ 374,299 $ 109,926 $ 109,926 $ 89,814 $ - $ 56,037 Subtotal Personnel Cost $ 740,002 $ 374,299 $ 109,926 $ 109,926 $ 89,814 $ - $ 56,037 Operating Services & Supplies
Communication Expenses $ 3,650 S $ 1,846 $ 542 $ 542 $ 443 $ - $ 276 Furniture & Equipment $ 37,100 S $ 18,765 $ 5,511 $ 5,511 $ 4,503 $ - $ 2,809 Legal & Accounting Services $ 392,500 S $ 392,500
Professional Services $ 33,000 S $ 16,692 $ 4,902 $ 4,902 $ 4,005 $ - $ 2,499 Supplies and Materials $ 7,750 S $ 3,920 $ 1,151 $ 1,151 $ 941 $ - $ 587 Training Related $ 10,050 S $ 5,083 $ 1,493 $ 1,493 $ 1,220 $ - $ 761 Subtotal Operating Cost $ 484,050 $ 46,307 $ 13,600 $ 13,600 $ 11,111 $ 392,500 $ 6,933 FUNCTIONAL EXPENDITURES $ 1,224,052.00 $ 420,605.28 $ 123,525.48 $ 123,525.48 $ 100,925.70 $ 392,500.00 $ 62,970.06 Disallowed Costs
Subtotal Disallowed Costs $ - $ - $ - $ - $ - $ - $ -
Cost Adjustments
Mid-Year Salary Adjustments $ 18,397 S $ 9,305 $ 2,733 $ 2,733 $ 2,233 $ - $ 1,393 Subtotal Cost Adjustments $ 18,397 $ 9,305 $ 2,733 $ 2,733 $ 2,233 $ - $ 1,393 FUNCTIONAL COST $ 1,242,449.00 $ 429,910.62 $ 126,258.32 $ 126,258.32 $ 103,158.55 $ 392,500.00 $ 64,363.19 First Allocation
Incoming - All Others $ 100,917 $ 34,919 $ 10,255 $ 10,255 $ 8,379 $ 31,881 $ 5,228 Reallocate Admin Costs $ - $ - $ - $ - $ - $ - $ -
Unallocated Costs $ (605,509) $ - $ - $ - $ (111,538) $ (424,381) $ (69,591) Subtotal of First Allocation $ 737,857.09 $ 464,829.91 $ 136,513.59 $ 136,513.59 $ - $ - $ - Second Allocation
Incoming - All Others $ 104,772 $ 36,253 $ 10,647 $ 10,647 $ 8,699 $ 33,098 $ 5,428 Reallocate Admin Costs $ - $ - $ - $ - $ - $ - $ -
Unallocated Costs $ (47,225) $ - $ - $ - $ (8,699) $ (33,098) $ (5,428) Subtotal of Second Allocation $ 57,546.92 $ 36,253.00 $ 10,646.96 $ 10,646.96 $ - $ - $ - TOTAL ALLOCATED $ 795,404 $ 501,083 $ 147,161 $ 147,161 $ - $ - $ - Contracts and
Expense Type Expense ($) Insurance
S
p
re

EXPENSE DETAIL
Litigation Elections Public Records and
Subpoenas Legal Advice Council and Board Support
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 72 374
110-City Attorney-12121 City Attorney
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total Legal Advice .
.
110-City Council-10101 City Council 1.00 6.250% $ 29,052 $ 29,052 $ 29,052 110-City Manager-11111 City Manager - Administration 0.20 1.250% $ 5,810 $ 5,810 $ 5,810 110-City Clerk-11112 Clerk Services 0.20 1.250% $ 5,810 $ 5,810 $ 5,810 110-City Manager-11113 Human Resource 0.20 1.250% $ 5,810 $ 5,810 $ 5,810 110-Finance-13131 Finance 1.00 6.250% $ 29,052 $ 29,052 $ 2,518 $ 31,569 110-Public Works-21211 PW - Administration 0.25 1.563% $ 7,263 $ 7,263 $ 629 $ 7,892 110-Public Works-21213 PW - Maintenance 0.25 1.563% $ 7,263 $ 7,263 $ 629 $ 7,892 110-City Manager-14142 Admin Srvcs - Community Programs and Services 0.20 1.250% $ 5,810 $ 5,810 $ 504 $ 6,314 110-City Manager-14143 Admin Srvcs - Senior Services 0.20 1.250% $ 5,810 $ 5,810 $ 504 $ 6,314 110-Public Works-21212 PW - Engineering 0.25 1.563% $ 7,263 $ 7,263 $ 629 $ 7,892 110-Public Works-21214 PW- Environmental Programs 0.25 1.563% $ 7,263 $ 7,263 $ 629 $ 7,892 110-Community & Economic Development-31311 CEDE- Administration 0.75 4.688% $ 21,789 $ 21,789 $ 1,888 $ 23,677 110-Community & Economic Development-31314 CEDE - Planning 0.75 4.688% $ 21,789 $ 21,789 $ 1,888 $ 23,677 110-Community & Economic Development-31315 CEDE - Building Inspection 0.75 4.688% $ 21,789 $ 21,789 $ 1,888 $ 23,677 110-Community & Economic Development-31777 CEDE - Housing Development 0.75 4.688% $ 21,789 $ 21,789 $ 1,888 $ 23,677 110-Police-41411 Police-Administration 0.67 4.167% $ 19,368 $ 19,368 $ 1,678 $ 21,046 110-Police-41412 Police-Operations 0.67 4.167% $ 19,368 $ 19,368 $ 1,678 $ 21,046 110-Police-41413 Police-Investigations 0.67 4.167% $ 19,368 $ 19,368 $ 1,678 $ 21,046 111-Finance-Information Services 1.00 6.250% $ 29,052 $ 29,052 $ 2,518 $ 31,569 204-Community & Economic Development-Rent Stabilization Program 4.00 25.000% $ 116,207 $ 116,207 $ 10,070 $ 126,278 510-Public Works-Water Service Fund 1.00 6.250% $ 29,052 $ 29,052 $ 2,518 $ 31,569 530-Public Works-EPA Sanitary District 1.00 6.250% $ 29,052 $ 29,052 $ 2,518 $ 31,569 Total 16.00 100.000% $ 464,830 $ - $ 464,830 $ 36,253 $ 501,083 .

Allocation Basis: Equal to All
.

ALLOCATION DETAIL
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 73 375
110-City Attorney-12121 City Attorney
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total

ALLOCATION DETAIL
Council and Board Support .
.
110-City Council-10101 City Council 28.00 35.443% $ 48,385 $ 48,385 $ 48,385 110-Community & Economic Development-31314 CEDE - Planning 20.00 25.316% $ 34,560 $ 34,560 $ 4,175 $ 38,736 204-Community & Economic Development-Rent Stabilization Program 7.00 8.861% $ 12,096 $ 12,096 $ 1,461 $ 13,557 530-Public Works-EPA Sanitary District 24.00 30.380% $ 41,472 $ 41,472 $ 5,010 $ 46,483 Total 79.00 100.000% $ 136,514 $ - $ 136,514 $ 10,647 $ 147,161 .

Allocation Basis: # of Meetings
.

Source of Allocation: Meetings Report
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 74 376
110-City Attorney-12121 City Attorney
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total

ALLOCATION DETAIL
Contracts and Insurance .
.
110-City Council-10101 City Council 4.00 1.869% $ 2,552 $ 2,552 $ 2,552 110-City Manager-11111 City Manager - Administration 17.00 7.944% $ 10,845 $ 10,845 $ 10,845 110-City Clerk-11112 Clerk Services 5.00 2.336% $ 3,190 $ 3,190 $ 3,190 110-City Manager-11113 Human Resource 10.00 4.673% $ 6,379 $ 6,379 $ 6,379 110-Finance-13131 Finance 7.00 3.271% $ 4,465 $ 4,465 $ 419 $ 4,884 110-Public Works-21211 PW - Administration 15.00 7.009% $ 9,569 $ 9,569 $ 897 $ 10,466 110-Public Works-21213 PW - Maintenance 14.00 6.542% $ 8,931 $ 8,931 $ 837 $ 9,768 110-City Manager-14142 Admin Srvcs - Community Programs and Services 30.00 14.019% $ 19,137 $ 19,137 $ 1,794 $ 20,932 110-Public Works-21212 PW - Engineering 11.00 5.140% $ 7,017 $ 7,017 $ 658 $ 7,675 110-Community & Economic Development-31311 CEDE- Administration 8.00 3.738% $ 5,103 $ 5,103 $ 479 $ 5,582 110-Community & Economic Development-31313 CEDE - Rent Stabilization 3.00 1.402% $ 1,914 $ 1,914 $ 179 $ 2,093 110-Community & Economic Development-31314 CEDE - Planning 2.00 0.935% $ 1,276 $ 1,276 $ 120 $ 1,395 110-Community & Economic Development-31777 CEDE - Housing Development 11.00 5.140% $ 7,017 $ 7,017 $ 658 $ 7,675 110-Police-41411 Police-Administration 14.00 6.542% $ 8,931 $ 8,931 $ 837 $ 9,768 530-Public Works-EPA Sanitary District 63.00 29.439% $ 40,189 $ 40,189 $ 3,768 $ 43,957 Total 214.00 100.000% $ 136,514 $ - $ 136,514 $ 10,647 $ 147,161 .

Allocation Basis: # of Contracts
.

Source of Allocation: Contracts Report
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 75 377

ALLOCATION SUMMARY
110-City Council-10101 City Council $ 29,052 $ 48,385 $ 2,552 $ 79,988 110-City Manager-11111 City Manager - Administration $ 5,810 $ - $ 10,845 $ 16,655 110-City Clerk-11112 Clerk Services $ 5,810 $ - $ 3,190 $ 9,000 110-City Manager-11113 Human Resource $ 5,810 $ - $ 6,379 $ 12,190 110-Finance-13131 Finance $ 31,569 $ - $ 4,884 $ 36,454 110-Public Works-21211 PW - Administration $ 7,892 $ - $ 10,466 $ 18,358 110-Public Works-21213 PW - Maintenance $ 7,892 $ - $ 9,768 $ 17,661 110-City Manager-14142 Admin Srvcs - Community Programs and Services $ 6,314 $ - $ 20,932 $ 27,246 110-City Manager-14143 Admin Srvcs - Senior Services $ 6,314 $ - $ - $ 6,314 110-Public Works-21212 PW - Engineering $ 7,892 $ - $ 7,675 $ 15,567 110-Public Works-21214 PW- Environmental Programs $ 7,892 $ - $ - $ 7,892 110-Community & Economic Development-31311 CEDE- Administration $ 23,677 $ - $ 5,582 $ 29,259 110-Community & Economic Development-31313 CEDE - Rent Stabilization $ - $ - $ 2,093 $ 2,093 110-Community & Economic Development-31314 CEDE - Planning $ 23,677 $ 38,736 $ 1,395 $ 63,808 110-Community & Economic Development-31315 CEDE - Building Inspection $ 23,677 $ - $ - $ 23,677 110-Community & Economic Development-31777 CEDE - Housing Development $ 23,677 $ - $ 7,675 $31,352.09 110-Police-41411 Police-Administration $ 21,046 $ - $ 9,768 $ 30,814 110-Police-41412 Police-Operations $ 21,046 $ - $ - $ 21,046 110-Police-41413 Police-Investigations $ 21,046 $ - $ - $ 21,046 111-Finance-Information Services $ 31,569 $ - $ - $31,569.44 204-Community & Economic Development-Rent Stabilization Program $ 126,278 $ 13,557 $ - $ 139,835 510-Public Works-Water Service Fund $ 31,569 $ - $ - $ 31,569 530-Public Works-EPA Sanitary District $ 31,569 $ 46,483 $ 43,957 $ 122,009 Total $ 501,083 $ 147,161 $ 147,161 $ 795,404
110-City Attorney-12121 City Attorney Legal Advice Total Council and
Board
Support
Contracts
and
Insurance
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 76 378
6 FINANCE
The Finance Department is responsible for the oversight of the Finance department and associated divisions. This division also assists with revenue collection. Finance costs are allocated to Receiving Departments as follows:
• Accounting and Financial Reporting – represents the support associated with processing accounting transactions (accounts receivable, accounts payable, journal entries, etc.) as well as developing annual financial reports. These costs are allocated based on the number of Transactions.
• Payroll – represents the support associated with processing payroll for all city employees. These costs are allocated based on the full-time equivalents per fund, department, and division.
• Budget – represents the support associated with overseeing the budget process and working with city departments to monitor the budget throughout the year. These costs are allocated to the non-personnel budgeted expenditures. • Treasury – represents the support associated with managing the city’s investments. These costs are allocated equally to all departments. • EPASD Accounting – represents the support associated with providing financial support such as accounts payable, accounts receivable, financial reporting, and journal entry related support to the East Palo Alto Sanitation District. These costs are allocated directly to East Palo Alto Sanitation District.

The chart on the following page illustrates the functions and measures used to allocate Finance costs. The top tier shows the Central Service department, the second tier shows the functions developed, and the third tier shows the measures used to allocate costs citywide. The pages following the chart provide an aggregate picture of the department’s expenses, a function-by-function breakdown of expenses, each function’s allocation, and an allocation summary.

FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 77 379

FINANCE
Accounting and
Financial
Reporting
# of
Transactions
Payroll
# of FTE
Budget
Non-personnel
budgeted
expenditures
Treasury
Equal to all
EPASD
Accounting
Direct to EPASD
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 78 380

COSTS TO BE ALLOCATED
First Second
Allocation Allocation Total
Functional Expenditures $ 1,401,873 $ 1,401,873
Total Deductions $ - $ -
Incoming Costs
110-City Council-10101 City Council $ 19,837 $ 26,193 $ 46,030 110-City Manager-11111 City Manager - Administration $ 115,672 $ 27,700 $ 143,372 110-City Clerk-11112 Clerk Services $ 47,754 $ 11,066 $ 58,820 110-City Manager-11113 Human Resource $ 56,000 $ 14,553 $ 70,553 110-City Attorney-12121 City Attorney $ 33,517 $ 2,936 $ 36,454 110-Finance-13131 Finance $ 31,728 $ 31,728
110-Public Works-21213 PW - Maintenance $ 22,216 $ 22,216 110-Non-Departmental-95951 Non-Departmental $ 47,396 $ 47,396 Total Incoming Costs $ 272,781 $ 183,787 $ 456,568
Mid-Year Salary Adjustments $ 184,832
Total Cost Adjustments $ 184,832 $ 184,832
Total Costs to be Allocated $ 1,859,486 $ 183,787 $ 2,043,274 110-Finance-13131 Finance
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 79 381
110-Finance-13131 Finance
Distribution Percentage 51.00% 15.00% 27.00% 7.00% 0.00% Personnel
Salaries & Benefits $1,082,632 S $ 552,143 $ 162,395 $ 292,311 $ 75,784 $ - Subtotal Personnel Cost $1,082,632 $ 552,143 $ 162,395 $ 292,311 $ 75,784 $ - Operating Services & Supplies
Communication Expenses $ 4,500 S $ 2,295 $ 675 $ 1,215 $ 315 $ - Legal & Accounting Services $ 248,578 S $ 126,775 $ 37,287 $ 67,116 $ 17,400 $ - Other Services $ 20,594 S $ 10,503 $ 3,089 $ 5,560 $ 1,442 $ - Professional Services $ 11,150 S $ 5,687 $ 1,673 $ 3,011 $ 781 $ - Supplies and Materials $ 6,500 S $ 3,315 $ 975 $ 1,755 $ 455 $ - Training Related $ 27,919 S $ 14,239 $ 4,188 $ 7,538 $ 1,954 $ - Subtotal Operating Cost $ 319,241 $ 162,813 $ 47,886 $ 86,195 $ 22,347 $ - FUNCTIONAL EXPENDITURES $ 1,401,873.43 $ 714,955.45 $ 210,281.01 $ 378,505.83 $ 98,131.14 $ - Disallowed Costs
Subtotal Disallowed Costs $ - $ - $ - $ - $ - $ -
Cost Adjustments
Mid-Year Salary Adjustments $ 184,832 P $ 184,832
Subtotal Cost Adjustments $ 184,832 $ - $ - $ - $ - $ 184,832 FUNCTIONAL COST $ 1,586,705.43 $ 714,955.45 $ 210,281.01 $ 378,505.83 $ 98,131.14 $ 184,832.00 First Allocation
Incoming - All Others $ 272,781 $ 122,913 $ 36,151 $ 65,071 $ 16,870 $ 31,776 Reallocate Admin Costs $ - $ - $ - $ - $ - $ -
Unallocated Costs $ - $ - $ - $ - $ - $ -
Subtotal of First Allocation $ 1,859,486.37 $ 837,868.13 $ 246,431.80 $ 443,577.25 $ 115,001.51 $ 216,607.68 Second Allocation
Incoming - All Others $ 183,787 $ 82,813 $ 24,357 $ 43,842 $ 11,366 $ 21,409 Reallocate Admin Costs $ - $ - $ - $ - $ - $ -
Unallocated Costs $ - $ - $ - $ - $ - $ -
Subtotal of Second Allocation $ 183,787.25 $ 82,812.91 $ 24,356.74 $ 43,842.13 $ 11,366.48 $ 21,408.99 TOTAL ALLOCATED $2,043,274 $ 920,681 $ 270,789 $ 487,419 $ 126,368 $ 238,017 Expense Type Expense ($)

EXPENSE DETAIL
Treasury
S
p
re
Accounting and
Financial Reporting Payroll Budget EPASD Accounting
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 80 382
110-Finance-13131 Finance
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total Accounting and Financial Reporting .
.
110-City Council-10101 City Council 271.00 1.048% $ 8,777 $ 8,777 $ 8,777 110-City Manager-11111 City Manager - Administration 627.00 2.424% $ 20,306 $ 20,306 $ 20,306 110-City Clerk-11112 Clerk Services 268.00 1.036% $ 8,680 $ 8,680 $ 8,680 110-City Manager-11113 Human Resource 734.00 2.837% $ 23,772 $ 23,772 $ 23,772 110-City Attorney-12121 City Attorney 814.00 3.146% $ 26,363 $ 26,363 $ 26,363 110-Finance-13131 Finance 320.00 1.237% $ 10,364 $ 10,364 $ 10,364 110-Public Works-21211 PW - Administration 274.00 1.059% $ 8,874 $ 8,874 $ 994 $ 9,867 110-Public Works-21213 PW - Maintenance 1,401.00 5.415% $ 45,373 $ 45,373 $ 5,080 $ 50,454 110-Non-Departmental-95951 Non-Departmental 287.00 1.109% $ 9,295 $ 9,295 $ 1,041 $ 10,336 110-City Manager-14142 Admin Srvcs - Community Programs and Services 775.50 2.998% $ 25,116 $ 25,116 $ 2,812 $ 27,928 110-City Manager-14143 Admin Srvcs - Senior Services 709.50 2.742% $ 22,978 $ 22,978 $ 2,573 $ 25,551 110-Public Works-21212 PW - Engineering 499.00 1.929% $ 16,161 $ 16,161 $ 1,810 $ 17,970 110-Public Works-21214 PW- Environmental Programs 310.00 1.198% $ 10,040 $ 10,040 $ 1,124 $ 11,164 110-Community & Economic Development-31311 CEDE- Administration 460.00 1.778% $ 14,898 $ 14,898 $ 1,668 $ 16,566 110-Community & Economic Development-31313 CEDE - Rent Stabilization 70.00 0.271% $ 2,267 $ 2,267 $ 254 $ 2,521 110-Community & Economic Development-31314 CEDE - Planning 459.00 1.774% $ 14,865 $ 14,865 $ 1,664 $ 16,530 110-Community & Economic Development-31315 CEDE - Building Inspection 618.00 2.389% $ 20,015 $ 20,015 $ 2,241 $ 22,256 110-Community & Economic Development-31777 CEDE - Housing Development 241.00 0.932% $ 7,805 $ 7,805 $ 874 $ 8,679 110-Police-41411 Police-Administration 1,924.00 7.437% $ 62,311 $ 62,311 $ 6,977 $ 69,288 110-Police-41412 Police-Operations 1,258.00 4.863% $ 40,742 $ 40,742 $ 4,562 $ 45,304 110-Police-41413 Police-Investigations 382.00 1.477% $ 12,372 $ 12,372 $ 1,385 $ 13,757 110-Public Works-99991 Capital Projects 6.00 0.023% $ 194 $ 194 $ 22 $ 216 111-Finance-Information Services 330.00 1.276% $ 10,688 $ 10,688 $ 1,197 $ 11,884 112-Finance-Equipment & Vehicle Replacement 47.00 0.182% $ 1,522 $ 1,522 $ 170 $ 1,693 113-Finance-Self Insurance 139.00 0.537% $ 4,502 $ 4,502 $ 504 $ 5,006 115-Finance-General Fund Reserve 2.00 0.008% $ 65 $ 65 $ 7 $ 72 117-Finance-Community Development Pass Through Fund 481.00 1.859% $ 15,578 $ 15,578 $ 1,744 $ 17,322 201-Public Works-Gas Tax Fund 987.00 3.815% $ 31,965 $ 31,965 $ 3,579 $ 35,544 202-Public Works-Measure A Smc 20 1/2 Sales Tax 92.00 0.356% $ 2,980 $ 2,980 $ 334 $ 3,313 203-Public Works-Nat'l Pollutant Discharged Elimation Sys 703.00 2.717% $ 22,768 $ 22,768 $ 2,549 $ 25,317 204-Community & Economic Development-Rent Stabilization Program 1,199.00 4.635% $ 38,831 $ 38,831 $ 4,348 $ 43,179 206-Public Works-Park-In-Lieu Fund 30.00 0.116% $ 972 $ 972 $ 109 $ 1,080 207-Community & Economic Development-Housing-In-Lieu Fund 81.00 0.313% $ 2,623 $ 2,623 $ 294 $ 2,917 209-Community & Economic Development-Revolving Housing Loans 144.00 0.557% $ 4,664 $ 4,664 $ 522 $ 5,186 213-Police-Federal And State Law Enforcement Grants 190.00 0.734% $ 6,153 $ 6,153 $ 689 $ 6,842 215-Community & Economic Development-Misc Federal And State Grants 218.00 0.843% $ 7,060 $ 7,060 $ 791 $ 7,851 218-Community & Economic Development-Affordable Housing Transient Occupancy Tax (TOT) 77.00 0.298% $ 2,494 $ 2,494 $ 279 $ 2,773 219-Community & Economic Development-Measure HH 1,196.00 4.623% $ 38,734 $ 38,734 $ 4,337 $ 43,071 220-Finance-LMIH Successor Fund 1,380.00 5.334% $ 44,693 $ 44,693 $ 5,004 $ 49,697 221-Public Works-Lighting Fund 547.00 2.114% $ 17,715 $ 17,715 $ 1,984 $ 19,699 222-Public Works-Drainage Fund 766.00 2.961% $ 24,808 $ 24,808 $ 2,778 $ 27,586 230-Public Safety-Local Grant Fund 290.00 1.121% $ 9,392 $ 9,392 $ 1,052 $ 10,444

ALLOCATION DETAIL
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 81 383
110-Finance-13131 Finance
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total

ALLOCATION DETAIL
231-City Manager-CYSFF - Children/ Youth/ Senior/ Family Fund 98.00 0.379% $ 3,174 $ 3,174 $ 355 $ 3,529 233-Community & Economic Development-Silicon Valley Community Fund 99.00 0.383% $ 3,206 $ 3,206 $ 359 $ 3,565 234-Public Works-Measure W 78.00 0.301% $ 2,526 $ 2,526 $ 283 $ 2,809 301-Public Works-Capital Improvements Project Funds - Local matching 772.00 2.984% $ 25,002 $ 25,002 $ 2,799 $ 27,802 303-Public Works-Capital Improvements Project Funds - Grant expenditure 273.00 1.055% $ 8,841 $ 8,841 $ 990 $ 9,831 305-Public Works-Parks and Trails Impact Fee Fund 59.00 0.228% $ 1,911 $ 1,911 $ 214 $ 2,125 306-Public Works-Public Faculties Impact Fee Fund 59.00 0.228% $ 1,911 $ 1,911 $ 214 $ 2,125 307-Public Works-Transportation Infrastructure Impact Fee Fund 62.00 0.240% $ 2,008 $ 2,008 $ 225 $ 2,233 308-Public Works-RBD-I Storm Drain Impact Fee Fund 52.00 0.201% $ 1,684 $ 1,684 $ 189 $ 1,873 309-Public Works-RBD-O Storm Drain Impact Fee Fund 45.00 0.174% $ 1,457 $ 1,457 $ 163 $ 1,621 510-Public Works-Water Service Fund 904.00 3.494% $ 29,277 $ 29,277 $ 3,278 $ 32,555 511-Public Works-Water Capital Surcharge Fund 184.00 0.711% $ 5,959 $ 5,959 $ 667 $ 6,626 512-Public Works-Water Meter Surcharge Fund 70.00 0.271% $ 2,267 $ 2,267 $ 254 $ 2,521 513-Public Works-Water Capacity Fee Fund 74.00 0.286% $ 2,397 $ 2,397 $ 268 $ 2,665 520-Public Works-Garbage Collection Fund (Prop. Tax) 979.00 3.784% $ 31,706 $ 31,706 $ 3,550 $ 35,256 705-Non-Departmental-Trust and Agency Fund 362.00 1.399% $ 11,724 $ 11,724 $ 1,313 $ 13,037 706-Non-Departmental-Debt Service Trust 19.00 0.073% $ 615 $ 615 $ 69 $ 684 810-Non-Departmental-General Fixed Asset Account Group 14.00 0.054% $ 453 $ 453 $ 51 $ 504 820-Non-Departmental-General Long-Term Debt 4.00 0.015% $ 130 $ 130 $ 15 $ 144 830-Non-Departmental-0 10.00 0.039% $ 324 $ 324 $ 36 $ 360 Other - Closed Out Funds 47.00 0.182% $ 1,522 $ 1,522 $ 170 $ 1,693 Total 25,871.00 100.000% $ 837,868 ## $ 837,868 $ 82,813 $ 920,681 .

Allocation Basis: # of Transactions
.

Source of Allocation: Transaction Report
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 82 384
110-Finance-13131 Finance
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total

ALLOCATION DETAIL
Payroll .
.
110-City Council-10101 City Council 5.00 3.797% $ 9,356 $ 9,356 $ 9,356 110-City Manager-11111 City Manager - Administration 5.00 3.797% $ 9,356 $ 9,356 $ 9,356 110-City Clerk-11112 Clerk Services 2.00 1.519% $ 3,742 $ 3,742 $ 3,742 110-City Manager-11113 Human Resource 4.00 3.037% $ 7,485 $ 7,485 $ 7,485 110-City Attorney-12121 City Attorney 3.00 2.278% $ 5,613 $ 5,613 $ 5,613 110-Finance-13131 Finance 6.40 4.862% $ 11,981 $ 11,981 $ 11,981 110-Public Works-21211 PW - Administration 3.00 2.278% $ 5,613 $ 5,613 $ 687 $ 6,301 110-Public Works-21213 PW - Maintenance 6.54 4.963% $ 12,231 $ 12,231 $ 1,498 $ 13,729 110-City Manager-14142 Admin Srvcs - Community Programs and Services 5.00 3.797% $ 9,356 $ 9,356 $ 1,146 $ 10,501 110-City Manager-14143 Admin Srvcs - Senior Services 4.00 3.037% $ 7,485 $ 7,485 $ 917 $ 8,401 110-Public Works-21212 PW - Engineering 6.00 4.556% $ 11,227 $ 11,227 $ 1,375 $ 12,602 110-Public Works-21214 PW- Environmental Programs 0.60 0.456% $ 1,123 $ 1,123 $ 137 $ 1,260 110-Community & Economic Development-31311 CEDE- Administration 3.04 2.308% $ 5,688 $ 5,688 $ 697 $ 6,385 110-Community & Economic Development-31314 CEDE - Planning 5.00 3.797% $ 9,356 $ 9,356 $ 1,146 $ 10,501 110-Community & Economic Development-31315 CEDE - Building Inspection 7.00 5.315% $ 13,098 $ 13,098 $ 1,604 $ 14,702 110-Community & Economic Development-31777 CEDE - Housing Development 0.35 0.266% $ 655 $ 655 $ 80 $ 735 110-Police-41411 Police-Administration 9.00 6.834% $ 16,840 $ 16,840 $ 2,062 $ 18,903 110-Police-41412 Police-Operations 29.00 22.020% $ 54,264 $ 54,264 $ 6,645 $ 60,909 110-Police-41413 Police-Investigations 14.00 10.630% $ 26,196 $ 26,196 $ 3,208 $ 29,404 111-Finance-Information Services 1.00 0.759% $ 1,871 $ 1,871 $ 229 $ 2,100 201-Public Works-Gas Tax Fund 0.72 0.545% $ 1,344 $ 1,344 $ 165 $ 1,508 203-Public Works-Nat'l Pollutant Discharged Elimation Sys 1.47 1.116% $ 2,751 $ 2,751 $ 337 $ 3,087 204-Community & Economic Development-Rent Stabilization Program 2.00 1.519% $ 3,742 $ 3,742 $ 458 $ 4,201 219-Community & Economic Development-Measure HH 1.18 0.896% $ 2,208 $ 2,208 $ 270 $ 2,478 220-Finance-LMIH Successor Fund 1.43 1.086% $ 2,676 $ 2,676 $ 328 $ 3,003 221-Public Works-Lighting Fund 0.09 0.069% $ 170 $ 170 $ 21 $ 191 222-Public Works-Drainage Fund 0.26 0.197% $ 486 $ 486 $ 60 $ 545 301-Public Works-Capital Improvements Project Funds - Local matching 0.50 0.380% $ 936 $ 936 $ 115 $ 1,050 510-Public Works-Water Service Fund 1.00 0.759% $ 1,871 $ 1,871 $ 229 $ 2,100 520-Public Works-Garbage Collection Fund (Prop. Tax) 2.32 1.765% $ 4,349 $ 4,349 $ 533 $ 4,882 530-Public Works-EPA Sanitary District 1.70 1.291% $ 3,181 $ 3,181 $ 390 $ 3,571 705-Non-Departmental-Trust and Agency Fund 0.10 0.074% $ 182 $ 182 $ 22 $ 204 Total 131.70 100.000% $ 246,432 ## $ 246,432 $ 24,357 $ 270,789 .

Allocation Basis: # of FTE
.

Source of Allocation: Personnel File
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 83 385
110-Finance-13131 Finance
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total

ALLOCATION DETAIL
Budget .
.
110-City Council-10101 City Council 64,500.00 0.278% $ 1,232 $ 1,232 $ 1,232 110-City Manager-11111 City Manager - Administration 461,740.00 1.988% $ 8,820 $ 8,820 $ 8,820 110-City Clerk-11112 Clerk Services 228,350.00 0.983% $ 4,362 $ 4,362 $ 4,362 110-City Manager-11113 Human Resource 414,450.00 1.785% $ 7,917 $ 7,917 $ 7,917 110-City Attorney-12121 City Attorney 484,050.00 2.085% $ 9,246 $ 9,246 $ 9,246 110-Finance-13131 Finance 319,241.00 1.375% $ 6,098 $ 6,098 $ 6,098 110-Public Works-21211 PW - Administration 29,000.00 0.125% $ 554 $ 554 $ 60 $ 614 110-Public Works-21213 PW - Maintenance 1,741,700.00 7.501% $ 33,271 $ 33,271 $ 3,594 $ 36,864 110-Non-Departmental-95951 Non-Departmental 145,906.00 0.628% $ 2,787 $ 2,787 $ 301 $ 3,088 110-City Manager-14142 Admin Srvcs - Community Programs and Services 346,500.00 1.492% $ 6,619 $ 6,619 $ 715 $ 7,334 110-City Manager-14143 Admin Srvcs - Senior Services 258,300.00 1.112% $ 4,934 $ 4,934 $ 533 $ 5,467 110-Public Works-21212 PW - Engineering 68,000.00 0.293% $ 1,299 $ 1,299 $ 140 $ 1,439 110-Public Works-21214 PW- Environmental Programs 249,000.00 1.072% $ 4,756 $ 4,756 $ 514 $ 5,270 110-Community & Economic Development-31311 CEDE- Administration 203,600.00 0.877% $ 3,889 $ 3,889 $ 420 $ 4,309 110-Community & Economic Development-31313 CEDE - Rent Stabilization 1,900.00 0.008% $ 36 $ 36 $ 4 $ 40 110-Community & Economic Development-31314 CEDE - Planning 303,040.00 1.305% $ 5,789 $ 5,789 $ 625 $ 6,414 110-Community & Economic Development-31315 CEDE - Building Inspection 1,793,300.00 7.723% $ 34,256 $ 34,256 $ 3,700 $ 37,956 110-Community & Economic Development-31777 CEDE - Housing Development 155,935.00 0.672% $ 2,979 $ 2,979 $ 322 $ 3,300 110-Police-41411 Police-Administration 3,285,450.00 14.149% $ 62,760 $ 62,760 $ 6,779 $ 69,539 110-Police-41412 Police-Operations 100,000.00 0.431% $ 1,910 $ 1,910 $ 206 $ 2,117 111-Finance-Information Services 1,024,737.18 4.413% $ 19,575 $ 19,575 $ 2,114 $ 21,689 112-Finance-Equipment & Vehicle Replacement 150,565.50 0.648% $ 2,876 $ 2,876 $ 311 $ 3,187 113-Finance-Self Insurance 1,122,624.00 4.835% $ 21,445 $ 21,445 $ 2,316 $ 23,761 117-Finance-Community Development Pass Through Fund 1,050,500.00 4.524% $ 20,067 $ 20,067 $ 2,167 $ 22,234 201-Public Works-Gas Tax Fund 870,296.00 3.748% $ 16,625 $ 16,625 $ 1,796 $ 18,420 202-Public Works-Measure A Smc 20 1/2 Sales Tax 3,539.00 0.015% $ 68 $ 68 $ 7 $ 75 203-Public Works-Nat'l Pollutant Discharged Elimation Sys 530,838.00 2.286% $ 10,140 $ 10,140 $ 1,095 $ 11,236 204-Community & Economic Development-Rent Stabilization Program 383,150.00 1.650% $ 7,319 $ 7,319 $ 791 $ 8,110 207-Community & Economic Development-Housing-In-Lieu Fund 104,768.00 0.451% $ 2,001 $ 2,001 $ 216 $ 2,217 209-Community & Economic Development-Revolving Housing Loans 3,174.00 0.014% $ 61 $ 61 $ 7 $ 67 213-Police-Federal And State Law Enforcement Grants 170,000.00 0.732% $ 3,247 $ 3,247 $ 351 $ 3,598 215-Community & Economic Development-Misc Federal And State Grants 300,060.00 1.292% $ 5,732 $ 5,732 $ 619 $ 6,351 218-Community & Economic Development-Affordable Housing Transient Occupancy Tax (TOT) 29,418.00 0.127% $ 562 $ 562 $ 61 $ 623 219-Community & Economic Development-Measure HH 76,952.00 0.331% $ 1,470 $ 1,470 $ 159 $ 1,629 220-Finance-LMIH Successor Fund 170,653.00 0.735% $ 3,260 $ 3,260 $ 352 $ 3,612 221-Public Works-Lighting Fund 311,045.00 1.339% $ 5,942 $ 5,942 $ 642 $ 6,583 222-Public Works-Drainage Fund 259,373.00 1.117% $ 4,955 $ 4,955 $ 535 $ 5,490 230-Public Safety-Local Grant Fund 533,563.00 2.298% $ 10,192 $ 10,192 $ 1,101 $ 11,293 231-City Manager-CYSFF - Children/ Youth/ Senior/ Family Fund 48,822.00 0.210% $ 933 $ 933 $ 101 $ 1,033 FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 84 386
110-Finance-13131 Finance
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total

ALLOCATION DETAIL
234-Public Works-Measure W 1,740.00 0.007% $ 33 $ 33 $ 4 $ 37 510-Public Works-Water Service Fund 316,957.00 1.365% $ 6,055 $ 6,055 $ 654 $ 6,709 511-Public Works-Water Capital Surcharge Fund 305,000.00 1.313% $ 5,826 $ 5,826 $ 629 $ 6,456 520-Public Works-Garbage Collection Fund (Prop. Tax) 90,453.00 0.390% $ 1,728 $ 1,728 $ 187 $ 1,914 530-Public Works-EPA Sanitary District 4,708,900.00 20.279% $ 89,951 $ 89,951 $ 9,716 $ 99,667 Total 23,221,089.68 100.000% $ 443,577 ## $ 443,577 $ 43,842 $ 487,419 .

Allocation Basis: Non-personnel budgeted expenditures
.

Source of Allocation: Expenditure Report
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 85 387
110-Finance-13131 Finance
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total

ALLOCATION DETAIL
Treasury .
.
110-City Council-10101 City Council 1.00 2.857% $ 3,286 $ 3,286 $ 3,286 110-City Manager-11111 City Manager - Administration 1.00 2.857% $ 3,286 $ 3,286 $ 3,286 110-City Clerk-11112 Clerk Services 1.00 2.857% $ 3,286 $ 3,286 $ 3,286 110-City Manager-11113 Human Resource 1.00 2.857% $ 3,286 $ 3,286 $ 3,286 110-City Attorney-12121 City Attorney 1.00 2.857% $ 3,286 $ 3,286 $ 3,286 110-Finance-13131 Finance 1.00 2.857% $ 3,286 $ 3,286 $ 3,286 110-Public Works-21211 PW - Administration 0.25 0.714% $ 821 $ 821 $ 98 $ 919 110-Public Works-21213 PW - Maintenance 0.25 0.714% $ 821 $ 821 $ 98 $ 919 110-Non-Departmental-95951 Non-Departmental 1.00 2.857% $ 3,286 $ 3,286 $ 392 $ 3,678 110-City Manager-14142 Admin Srvcs - Community Programs and Services 0.50 1.429% $ 1,643 $ 1,643 $ 196 $ 1,839 110-City Manager-14143 Admin Srvcs - Senior Services 0.50 1.429% $ 1,643 $ 1,643 $ 196 $ 1,839 110-Public Works-21212 PW - Engineering 0.25 0.714% $ 821 $ 821 $ 98 $ 919 110-Public Works-21214 PW- Environmental Programs 0.25 0.714% $ 821 $ 821 $ 98 $ 919 110-Community & Economic Development-31311 CEDE- Administration 0.20 0.571% $ 657 $ 657 $ 78 $ 736 110-Community & Economic Development-31313 CEDE - Rent Stabilization 0.20 0.571% $ 657 $ 657 $ 78 $ 736 110-Community & Economic Development-31314 CEDE - Planning 0.20 0.571% $ 657 $ 657 $ 78 $ 736 110-Community & Economic Development-31315 CEDE - Building Inspection 0.20 0.571% $ 657 $ 657 $ 78 $ 736 110-Community & Economic Development-31777 CEDE - Housing Development 0.20 0.571% $ 657 $ 657 $ 78 $ 736 110-Police-41411 Police-Administration 0.50 1.429% $ 1,643 $ 1,643 $ 196 $ 1,839 110-Police-41412 Police-Operations 0.50 1.429% $ 1,643 $ 1,643 $ 196 $ 1,839 111-Finance-Information Services 1.00 2.857% $ 3,286 $ 3,286 $ 392 $ 3,678 112-Finance-Equipment & Vehicle Replacement 1.00 2.857% $ 3,286 $ 3,286 $ 392 $ 3,678 113-Finance-Self Insurance 1.00 2.857% $ 3,286 $ 3,286 $ 392 $ 3,678 117-Finance-Community Development Pass Through Fund 1.00 2.857% $ 3,286 $ 3,286 $ 392 $ 3,678 201-Public Works-Gas Tax Fund 1.00 2.857% $ 3,286 $ 3,286 $ 392 $ 3,678 202-Public Works-Measure A Smc 20 1/2 Sales Tax 1.00 2.857% $ 3,286 $ 3,286 $ 392 $ 3,678 203-Public Works-Nat'l Pollutant Discharged Elimation Sys 1.00 2.857% $ 3,286 $ 3,286 $ 392 $ 3,678 204-Community & Economic Development-Rent Stabilization Program 1.00 2.857% $ 3,286 $ 3,286 $ 392 $ 3,678 207-Community & Economic Development-Housing-In-Lieu Fund 1.00 2.857% $ 3,286 $ 3,286 $ 392 $ 3,678 209-Community & Economic Development-Revolving Housing Loans 1.00 2.857% $ 3,286 $ 3,286 $ 392 $ 3,678 213-Police-Federal And State Law Enforcement Grants 1.00 2.857% $ 3,286 $ 3,286 $ 392 $ 3,678 215-Community & Economic Development-Misc Federal And State Grants 1.00 2.857% $ 3,286 $ 3,286 $ 392 $ 3,678 218-Community & Economic Development-Affordable Housing Transient Occupancy Tax (TOT) 1.00 2.857% $ 3,286 $ 3,286 $ 392 $ 3,678 219-Community & Economic Development-Measure HH 1.00 2.857% $ 3,286 $ 3,286 $ 392 $ 3,678 220-Finance-LMIH Successor Fund 1.00 2.857% $ 3,286 $ 3,286 $ 392 $ 3,678 221-Public Works-Lighting Fund 1.00 2.857% $ 3,286 $ 3,286 $ 392 $ 3,678 222-Public Works-Drainage Fund 1.00 2.857% $ 3,286 $ 3,286 $ 392 $ 3,678 230-Public Safety-Local Grant Fund 1.00 2.857% $ 3,286 $ 3,286 $ 392 $ 3,678 231-City Manager-CYSFF - Children/ Youth/ Senior/ Family Fund 1.00 2.857% $ 3,286 $ 3,286 $ 392 $ 3,678 FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 86 388
110-Finance-13131 Finance
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total

ALLOCATION DETAIL
234-Public Works-Measure W 1.00 2.857% $ 3,286 $ 3,286 $ 392 $ 3,678 510-Public Works-Water Service Fund 1.00 2.857% $ 3,286 $ 3,286 $ 392 $ 3,678 511-Public Works-Water Capital Surcharge Fund 1.00 2.857% $ 3,286 $ 3,286 $ 392 $ 3,678 520-Public Works-Garbage Collection Fund (Prop. Tax) 1.00 2.857% $ 3,286 $ 3,286 $ 392 $ 3,678 530-Public Works-EPA Sanitary District 1.00 2.857% $ 3,286 $ 3,286 $ 392 $ 3,678 Total 35.00 100.000% $ 115,002 ## $ 115,002 $ 11,366 $ 126,368 .

Allocation Basis: Equal to all
.

FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 87 389
110-Finance-13131 Finance
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total

ALLOCATION DETAIL
EPASD Accounting .
.
530-Public Works-EPA Sanitary District 1.00 100.000% $ 216,608 $ 216,608 $ 21,409 $ 238,017 Total 1.00 100.000% $ 216,608 ## $ 216,608 $ 21,409 $ 238,017 .

Allocation Basis: Direct to EPASD
.

FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 88 390

ALLOCATION SUMMARY
110-City Council-10101 City Council $ 8,777 $ 9,356 $ 1,232 $ 3,286 110-City Manager-11111 City Manager - Administration $ 20,306 $ 9,356 $ 8,820 $ 3,286 110-City Clerk-11112 Clerk Services $ 8,680 $ 3,742 $ 4,362 $ 3,286 110-City Manager-11113 Human Resource $ 23,772 $ 7,485 $ 7,917 $ 3,286 110-City Attorney-12121 City Attorney $ 26,363 $ 5,613 $ 9,246 $ 3,286 110-Finance-13131 Finance $ 10,364 $ 11,981 $ 6,098 $ 3,286 110-Public Works-21211 PW - Administration $ 9,867 $ 6,301 $ 614 $ 919 110-Public Works-21213 PW - Maintenance $ 50,454 $ 13,729 $ 36,864 $ 919 110-Non-Departmental-95951 Non-Departmental $ 10,336 $ - $ 3,088 $ 3,678 110-City Manager-14142 Admin Srvcs - Community Programs and Services $ 27,928 $ 10,501 $ 7,334 $ 1,839 110-City Manager-14143 Admin Srvcs - Senior Services $ 25,551 $ 8,401 $ 5,467 $ 1,839 110-Public Works-21212 PW - Engineering $ 17,970 $ 12,602 $ 1,439 $ 919 110-Public Works-21214 PW- Environmental Programs $ 11,164 $ 1,260 $ 5,270 $ 919 110-Community & Economic Development-31311 CEDE- Administration $ 16,566 $ 6,385 $ 4,309 $ 736 110-Community & Economic Development-31313 CEDE - Rent Stabilization $ 2,521 $ - $ 40 $ 736 110-Community & Economic Development-31314 CEDE - Planning $ 16,530 $ 10,501 $ 6,414 $ 736 110-Community & Economic Development-31315 CEDE - Building Inspection $ 22,256 $ 14,702 $ 37,956 $ 736 110-Community & Economic Development-31777 CEDE - Housing Development $ 8,679 $ 735 $ 3,300 $ 736 110-Police-41411 Police-Administration $ 69,288 $ 18,903 $ 69,539 $ 1,839 110-Police-41412 Police-Operations $ 45,304 $ 60,909 $ 2,117 $ 1,839 110-Police-41413 Police-Investigations $ 13,757 $ 29,404 $ - $ - 110-Public Works-99991 Capital Projects $ 216 $ - $ - $ - 111-Finance-Information Services $ 11,884 $ 2,100 $ 21,689 $ 3,678 112-Finance-Equipment & Vehicle Replacement $ 1,693 $ - $ 3,187 $ 3,678 113-Finance-Self Insurance $ 5,006 $ - $ 23,761 $ 3,678 115-Finance-General Fund Reserve $ 72 $ - $ - $ -
117-Finance-Community Development Pass Through Fund $ 17,322 $ - $ 22,234 $ 3,678 201-Public Works-Gas Tax Fund $ 35,544 $ 1,508 $ 18,420 $ 3,678 202-Public Works-Measure A Smc 20 1/2 Sales Tax $ 3,313 $ - $ 75 $ 3,678 203-Public Works-Nat'l Pollutant Discharged Elimation Sys $ 25,317 $ 3,087 $ 11,236 $ 3,678 204-Community & Economic Development-Rent Stabilization Program $ 43,179 $ 4,201 $ 8,110 $ 3,678 206-Public Works-Park-In-Lieu Fund $ 1,080 $ - $ - $ -
207-Community & Economic Development-Housing-In-Lieu Fund $ 2,917 $ - $ 2,217 $ 3,678 209-Community & Economic Development-Revolving Housing Loans $ 5,186 $ - $ 67 $ 3,678 110-Finance-13131 Finance
Accounting
and
Financial Payroll Budget Treasury
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 89 391

ALLOCATION SUMMARY
110-Finance-13131 Finance
Accounting
and
Financial Payroll Budget Treasury
213-Police-Federal And State Law Enforcement Grants $ 6,842 $ - $ 3,598 $ 3,678 215-Community & Economic Development-Misc Federal And State Grants $ 7,851 $ - $ 6,351 $ 3,678 218-Community & Economic Development-Affordable Housing Transient Occupancy Tax (TOT) $ 2,773 $ - $ 623 $ 3,678 219-Community & Economic Development-Measure HH $ 43,071 $ 2,478 $ 1,629 $ 3,678 220-Finance-LMIH Successor Fund $ 49,697 $ 3,003 $ 3,612 $ 3,678 221-Public Works-Lighting Fund $ 19,699 $ 191 $ 6,583 $ 3,678 222-Public Works-Drainage Fund $ 27,586 $ 545 $ 5,490 $ 3,678 230-Public Safety-Local Grant Fund $ 10,444 $ - $ 11,293 $ 3,678 231-City Manager-CYSFF - Children/ Youth/ Senior/ Family Fund $ 3,529 $ - $ 1,033 $ 3,678 233-Community & Economic Development-Silicon Valley Community Fund $ 3,565 $ - $ - $ - 234-Public Works-Measure W $ 2,809 $ - $ 37 $ 3,678
301-Public Works-Capital Improvements Project Funds - Local matching $ 27,802 $ 1,050 $ - $ - 303-Public Works-Capital Improvements Project Funds - Grant expenditure $ 9,831 $ - $ - $ - 305-Public Works-Parks and Trails Impact Fee Fund $ 2,125 $ - $ - $ - 306-Public Works-Public Faculties Impact Fee Fund $ 2,125 $ - $ - $ - 307-Public Works-Transportation Infrastructure Impact Fee Fund $ 2,233 $ - $ - $ - 308-Public Works-RBD-I Storm Drain Impact Fee Fund $ 1,873 $ - $ - $ - 309-Public Works-RBD-O Storm Drain Impact Fee Fund $ 1,621 $ - $ - $ - 510-Public Works-Water Service Fund $ 32,555 $ 2,100 $ 6,709 $ 3,678 511-Public Works-Water Capital Surcharge Fund $ 6,626 $ - $ 6,456 $ 3,678 512-Public Works-Water Meter Surcharge Fund $ 2,521 $ - $ - $ - 513-Public Works-Water Capacity Fee Fund $ 2,665 $ - $ - $ - 520-Public Works-Garbage Collection Fund (Prop. Tax) $ 35,256 $ 4,882 $ 1,914 $ 3,678 530-Public Works-EPA Sanitary District $ - $ 3,571 $ 99,667 $ 3,678 705-Non-Departmental-Trust and Agency Fund $ 13,037 $ 204 $ - $ - 706-Non-Departmental-Debt Service Trust $ 684 $ - $ - $ - 810-Non-Departmental-General Fixed Asset Account Group $ 504 $ - $ - $ - 820-Non-Departmental-General Long-Term Debt $ 144 $ - $ - $ - 830-Non-Departmental-0 $ 360 $ - $ - $ -
Other - Closed Out Funds $ 1,693 $ - $ - $ -
Total $ 920,681 $ 270,789 $ 487,419 $ 126,368
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 90 392

ALLOCATION SUMMARY
110-City Council-10101 City Council
110-City Manager-11111 City Manager - Administration
110-City Clerk-11112 Clerk Services
110-City Manager-11113 Human Resource
110-City Attorney-12121 City Attorney
110-Finance-13131 Finance
110-Public Works-21211 PW - Administration
110-Public Works-21213 PW - Maintenance
110-Non-Departmental-95951 Non-Departmental
110-City Manager-14142 Admin Srvcs - Community Programs and Services 110-City Manager-14143 Admin Srvcs - Senior Services
110-Public Works-21212 PW - Engineering
110-Public Works-21214 PW- Environmental Programs
110-Community & Economic Development-31311 CEDE- Administration 110-Community & Economic Development-31313 CEDE - Rent Stabilization 110-Community & Economic Development-31314 CEDE - Planning 110-Community & Economic Development-31315 CEDE - Building Inspection 110-Community & Economic Development-31777 CEDE - Housing Development 110-Police-41411 Police-Administration
110-Police-41412 Police-Operations
110-Police-41413 Police-Investigations
110-Public Works-99991 Capital Projects
111-Finance-Information Services
112-Finance-Equipment & Vehicle Replacement
113-Finance-Self Insurance
115-Finance-General Fund Reserve
117-Finance-Community Development Pass Through Fund
201-Public Works-Gas Tax Fund
202-Public Works-Measure A Smc 20 1/2 Sales Tax
203-Public Works-Nat'l Pollutant Discharged Elimation Sys 204-Community & Economic Development-Rent Stabilization Program 206-Public Works-Park-In-Lieu Fund
207-Community & Economic Development-Housing-In-Lieu Fund 209-Community & Economic Development-Revolving Housing Loans 110-Finance-13131 Finance
$ - $ 22,650
$ - $ 41,768
$ - $ 20,070
$ - $ 42,459
$ - $ 44,508
$ - $ 31,728
$ - $ 17,702
$ - $ 101,966
$ - $ 17,102
$ - $ 47,602
$ - $ 41,258
$ - $ 32,931
$ - $ 18,614
$ - $ 27,996
$ - $ 3,297
$ - $ 34,181
$ - $ 75,650
$ -$13,450.15
$ - $ 159,568
$ - $ 110,168
$ - $ 43,161
$ - $ 216
$ -$39,351.38
$ - $ 8,557
$ - $ 32,444
$ - $ 72
$ - $ 43,234
$ - $ 59,151
$ - $ 7,066
$ - $ 43,318
$ - $ 59,167
$ - $ 1,080
$ - $ 8,812
$ - $ 8,930.71
Total
EPASD
Accounting
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 91 393

ALLOCATION SUMMARY
110-Finance-13131 Finance
213-Police-Federal And State Law Enforcement Grants
215-Community & Economic Development-Misc Federal And State Grants 218-Community & Economic Development-Affordable Housing Transient Occupancy Tax (TOT) 219-Community & Economic Development-Measure HH
220-Finance-LMIH Successor Fund
221-Public Works-Lighting Fund
222-Public Works-Drainage Fund
230-Public Safety-Local Grant Fund
231-City Manager-CYSFF - Children/ Youth/ Senior/ Family Fund 233-Community & Economic Development-Silicon Valley Community Fund 234-Public Works-Measure W
301-Public Works-Capital Improvements Project Funds - Local matching 303-Public Works-Capital Improvements Project Funds - Grant expenditure 305-Public Works-Parks and Trails Impact Fee Fund
306-Public Works-Public Faculties Impact Fee Fund
307-Public Works-Transportation Infrastructure Impact Fee Fund 308-Public Works-RBD-I Storm Drain Impact Fee Fund
309-Public Works-RBD-O Storm Drain Impact Fee Fund
510-Public Works-Water Service Fund
511-Public Works-Water Capital Surcharge Fund
512-Public Works-Water Meter Surcharge Fund
513-Public Works-Water Capacity Fee Fund
520-Public Works-Garbage Collection Fund (Prop. Tax)
530-Public Works-EPA Sanitary District
705-Non-Departmental-Trust and Agency Fund
706-Non-Departmental-Debt Service Trust
810-Non-Departmental-General Fixed Asset Account Group
820-Non-Departmental-General Long-Term Debt
830-Non-Departmental-0
Other - Closed Out Funds
Total
Total
EPASD
Accounting
$ - $ 14,118
$ - $ 17,879
$ - $ 7,073
$ - $ 50,856
$ - $ 59,991
$ - $ 30,151
$ - $ 37,299
$ - $ 25,415
$ - $ 8,240
$ - $ 3,565
$ - $ 6,524
$ - $ 28,852
$ - $ 9,831
$ - $ 2,125
$ - $ 2,125
$ - $ 2,233
$ - $ 1,873
$ - $ 1,621
$ - $ 45,042
$ - $16,759.55
$ - $ 2,521
$ - $ 2,665
$ - $ 45,731
$ 238,017 $ 344,932
$ - $ 13,241
$ - $ 684
$ - $ 504
$ - $ 144
$ - $ 360
$ - $ 1,693
$ 238,017 $2,043,274
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 92 394
7 PUBLIC WORKS - ADMINISTRATION
The Public Works – Administration division includes staff that provide support to all of the City’s public works functions including – maintenance, water, sewer, sanitation, engineering, and capital project support. Public Works – Administration costs are allocated to as follows:
• Management & Oversight – represents the support associated with providing management related assistance and oversight to maintenance, water, sewer, environmental, engineering, & capital projects. These costs are allocated based on budgeted expenditures per public works division including capital projects and the East Palo Alto Sanitation District budgets.

The chart on the following page illustrates the functions and measures used to allocate Public Works - Administration costs. The top tier shows the Central Service department, the second tier shows the functions developed, and the third tier shows the measures used to allocate costs citywide. The pages following the chart provide an aggregate picture of the department’s expenses, a function-by-function breakdown of expenses, each function’s allocation, and an allocation summary.

FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 93 395
Public Works - Administration
Management & Oversight
Budget for Public Works Divisions
(Including Capital Projects & EPASD)
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 94 396

COSTS TO BE ALLOCATED
First Second
Allocation Allocation Total
Departmental Expenditures $ 669,781 $ 669,781
Total Disallowed Costs $ - $ -
Incoming Costs
110-City Council-10101 City Council $ 6,399 $ 8,449 $ 14,848 110-City Manager-11111 City Manager - Administration $ 34,265 $ 8,068 $ 42,332 110-City Clerk-11112 Clerk Services $ 40,492 $ 9,189 $ 49,681 110-City Manager-11113 Human Resource $ 26,239 $ 6,819 $ 33,057 110-City Attorney-12121 City Attorney $ 16,832 $ 1,527 $ 18,358 110-Finance-13131 Finance $ 15,863 $ 1,839 $ 17,702
110-Public Works-21213 PW - Maintenance $ 12,695 $ 12,695 110-Non-Departmental-95951 Non-Departmental $ 1,671 $ 1,671 Total Incoming Costs $ 140,089 $ 50,256 $ 190,345
Mid-Year Salary Adjustments $ 9,674
Total Cost Adjustments $ 9,674 $ 9,674
Total Costs to be Allocated $ 819,544 $ 50,256 $ 869,800 110-Public Works-21211 PW - Administration
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 95 397
110-Public Works-21211 PW - Administration
Distribution Percentage 100.00%
Personnel
Salaries & Benefits $ 640,781S $ 640,781
Subtotal Personnel Cost $ 640,781 $ 640,781
Operating Services & Supplies
Communication Expenses $ 6,000S $ 6,000
Maint. $ 1,000S $ 1,000
Special Events $ 3,000S $ 3,000
Supplies and Materials $ 8,500S $ 8,500
Training Related $ 10,500S $ 10,500
Subtotal Operating Cost $ 29,000 $ 29,000
FUNCTIONAL EXPENDITURES $ 669,781.00 $ 669,781.00
Disallowed Costs
Subtotal Disallowed Costs $ - $ -
Cost Adjustments
Mid-Year Salary Adjustments $ 9,674P $ 9,674
Subtotal Cost Adjustments $ 9,674 $ 9,674
FUNCTIONAL COST $ 679,455.00 $ 679,455.00
First Allocation
Incoming - All Others $ 140,089 $ 140,089
Reallocate Admin Costs $ - $ -
Unallocated Costs $ - $ -
Subtotal of First Allocation $ 819,544.06 $ 819,544.06
Second Allocation
Incoming - All Others $ 50,256 $ 50,256
Reallocate Admin Costs $ - $ -
Unallocated Costs $ - $ -
Subtotal of Second Allocation $ 50,255.78 $ 50,255.78
TOTAL ALLOCATED $ 869,800 $ 869,800
Expense Type Expense ($)

EXPENSE
DETAIL
Sp
re
Management
& Oversight
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 96 398
110-Public Works-21211 PW - Administration
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total Management & Oversight .
.
110-Public Works-21213 PW - Maintenance 3,023,507.74 8.489% $ 69,573 $ 69,573 $ 4,266 $ 73,839 110-Public Works-21212 PW - Engineering 1,014,978.00 2.850% $ 23,355 $ 23,355 $ 1,432 $ 24,788 110-Public Works-21214 PW- Environmental Programs 285,397.20 0.801% $ 6,567 $ 6,567 $ 403 $ 6,970 201-Public Works-Gas Tax Fund 2,029,857.66 5.699% $ 46,708 $ 46,708 $ 2,864 $ 49,573 202-Public Works-Measure A Smc 20 1/2 Sales Tax 1,888,539.00 5.303% $ 43,457 $ 43,457 $ 2,665 $ 46,121 203-Public Works-Nat'l Pollutant Discharged Elimation Sys 733,650.16 2.060% $ 16,882 $ 16,882 $ 1,035 $ 17,917 221-Public Works-Lighting Fund 629,995.31 1.769% $ 14,497 $ 14,497 $ 889 $ 15,386 222-Public Works-Drainage Fund 513,454.26 1.442% $ 11,815 $ 11,815 $ 725 $ 12,539 234-Public Works-Measure W 501,740.00 1.409% $ 11,545 $ 11,545 $ 708 $ 12,253 301-Public Works-Capital Improvements Project Funds - Local matching 5,446,234.52 15.292% $ 125,322 $ 125,322 $ 7,685 $ 133,007 303-Public Works-Capital Improvements Project Funds - Grant expenditure 12,751,253.00 35.802% $ 293,415 $ 293,415 $ 17,993 $ 311,408 510-Public Works-Water Service Fund 427,767.12 1.201% $ 9,843 $ 9,843 $ 604 $ 10,447 511-Public Works-Water Capital Surcharge Fund 305,000.00 0.856% $ 7,018 $ 7,018 $ 430 $ 7,449 512-Public Works-Water Meter Surcharge Fund 200,000.00 0.562% $ 4,602 $ 4,602 $ 282 $ 4,884 520-Public Works-Garbage Collection Fund (Prop. Tax) 373,754.79 1.049% $ 8,600 $ 8,600 $ 527 $ 9,128 530-Public Works-EPA Sanitary District 5,490,650.00 15.416% $ 126,344 $ 126,344 $ 7,748 $ 134,091 Total 35,615,778.76 100.000% $ 819,544 $ - $ 819,544 $ 50,256 $ 869,800 .

Allocation Basis: Budget for Public Works Divisions (including Capital Projects & EPASD) .

Source of Allocation: Expenditure Report

ALLOCATION DETAIL
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 97 399

ALLOCATION SUMMARY
110-Public Works-21213 PW - Maintenance $ 73,839 $ 73,839 110-Public Works-21212 PW - Engineering $ 24,788 $ 24,788 110-Public Works-21214 PW- Environmental Programs $ 6,970 $ 6,970 201-Public Works-Gas Tax Fund $ 49,573 $ 49,573
202-Public Works-Measure A Smc 20 1/2 Sales Tax $ 46,121 $ 46,121 203-Public Works-Nat'l Pollutant Discharged Elimation Sys $ 17,917 $ 17,917 221-Public Works-Lighting Fund $ 15,386 $ 15,386
222-Public Works-Drainage Fund $ 12,539 $ 12,539
234-Public Works-Measure W $ 12,253 $ 12,253
301-Public Works-Capital Improvements Project Funds - Local matching $ 133,007 $ 133,007 303-Public Works-Capital Improvements Project Funds - Grant expenditure $ 311,408 $ 311,408 510-Public Works-Water Service Fund $ 10,447 $ 10,447
511-Public Works-Water Capital Surcharge Fund $ 7,449 $7,448.64 512-Public Works-Water Meter Surcharge Fund $ 4,884 $ 4,884 520-Public Works-Garbage Collection Fund (Prop. Tax) $ 9,128 $ 9,128 530-Public Works-EPA Sanitary District $ 134,091 $ 134,091 Total $ 869,800 $ 869,800
110-Public Works-21211 PW - Administration Total
Management &
Oversight
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 98 400
8 PUBLIC WORKS - MAINTENANCE
The Public Works Maintenance Division is responsible for maintaining the city’s parks, public areas, medians, fleet, landscaping, streets, sidewalks, and other city facilities like storm drain facilities. They also manage a number of the city’s municipal service contracts. Public Works-Maintenance costs are allocated to Receiving Departments as follows:
• Facility Maintenance – represents the costs associated with maintaining city owned facilities. These costs are allocated based on the number of work orders per facility per occupant.
• General Citywide Maintenance – represents the costs associated with maintenance-related services to the city’s right of way, median, and various other city-owned properties. These costs have not been allocated as they do not support city funds and departments.

The chart on the following page illustrates the functions and measures used to allocate Public Works - Maintenance costs. The top tier shows the Central Service department, the second tier shows the functions developed, and the third tier shows the measures used to allocate costs citywide. The pages following the chart provide an aggregate picture of the department’s expenses, a function-by-function breakdown of expenses, each function’s allocation, and an allocation summary.

FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 99 401

PUBLIC WORKS -

MAINTENANCE
Facility Maintenance
# of Work Orders
General Citywide
Maintenance
Not Allocated
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 100 402

COSTS TO BE ALLOCATED
First Second
Allocation Allocation Total
Functional Expenditures $ 3,023,508 $ 3,023,508
Total Disallowed Costs $ - $ -
Incoming Costs $ -
110-City Council-10101 City Council $ 1,920 $ 2,535 $ 4,454 110-City Manager-11111 City Manager - Administration $ 108,250 $ 25,411 $ 133,661 110-City Clerk-11112 Clerk Services $ 17,009 $ 3,777 $ 20,786 110-City Manager-11113 Human Resource $ 57,171 $ 14,857 $ 72,028 110-City Attorney-12121 City Attorney $ 16,194 $ 1,467 $ 17,661 110-Finance-13131 Finance $ 91,697 $ 10,270 $ 101,966
110-Public Works-21211 PW - Administration $ 69,573 $ 4,266 $ 73,839 110-Public Works-21213 PW - Maintenance $ 207,880 $ 207,880 110-Non-Departmental-95951 Non-Departmental $ 7,544 $ 7,544 Total Incoming Costs $ 361,813 $ 278,006 $ 639,819
Total Cost Adjustments $ - $ -
Total Costs to be Allocated $ 3,385,321 $ 278,006 $ 3,663,327 110-Public Works-21213 PW - Maintenance
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 101 403
110-Public Works-21213 PW - Maintenance
Distribution Percentage 21.00% 79.00%
Personnel
Salaries & Benefits $ 1,281,808 S $ 269,180 $ 1,012,628 Subtotal Personnel Cost $ 1,281,808 $ 269,180 $ 1,012,628 Operating Services & Supplies
Communication Expenses $ 16,200 S $ 3,402 $ 12,798
County Services $ 10,000 S $ 2,100 $ 7,900
Furniture & Equipment $ 15,000 S $ 3,150 $ 11,850
Janitorial $ 150,000 S $ 31,500 $ 118,500
Maint. $ 505,000 S $ 106,050 $ 398,950
Professional Services $ 361,000 S $ 75,810 $ 285,190
Property Services $ 10,000 S $ 2,100 $ 7,900
Rentals $ 280,000 S $ 58,800 $ 221,200
Supplies and Materials $ 384,500 S $ 80,745 $ 303,755
Training Related $ 10,000 S $ 2,100 $ 7,900
Subtotal Operating Cost $ 1,741,700 $ 365,757 $ 1,375,943 FUNCTIONAL EXPENDITURES $ 3,023,507.74 $ 634,936.63 $ 2,388,571.11 Disallowed Costs
Subtotal Disallowed Costs $ - $ - $ -
Cost Adjustments
Subtotal Cost Adjustments $ - $ - $ -
FUNCTIONAL COST $ 3,023,507.74 $ 634,936.63 $ 2,388,571.11 First Allocation
Incoming - All Others $ 361,813 $ 75,981 $ 285,832
Reallocate Admin Costs $ - $ - $ -
Unallocated Costs $(2,674,404) $ - $ (2,674,404)
Subtotal of First Allocation $ 710,917.39 $ 710,917.39 $ - Second Allocation
Incoming - All Others $ 278,006 $ 58,381 $ 219,624
Reallocate Admin Costs $ - $ - $ -
Unallocated Costs $ (219,624) $ - $ (219,624)
Subtotal of Second Allocation $ 58,381.19 $ 58,381.19 $ - TOTAL ALLOCATED $ 769,299 $ 769,299 $ -
Expense Type Expense ($)

EXPENSE DETAIL
S
p
re
Facility
Maintenance
General Citywide
Maintenance
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 102 404
110-Public Works-21213 PW - Maintenance
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total Facility Maintenance .
.
110-City Manager-11111 City Manager - Administration 68.00 15.179% $ 107,907 $ 107,907 $ 107,907 110-City Manager-11113 Human Resource 67.43 15.051% $ 107,000 $ 107,000 $ 107,000 110-City Attorney-12121 City Attorney 2.86 0.638% $ 4,534 $ 4,534 $ 4,534 110-Finance-13131 Finance 14.00 3.125% $ 22,216 $ 22,216 $ 22,216 110-Public Works-21211 PW - Administration 8.00 1.786% $ 12,695 $ 12,695 $ 12,695 110-Public Works-21213 PW - Maintenance 131.00 29.241% $ 207,880 $ 207,880 $ 207,880 110-City Manager-14142 Admin Srvcs - Community Programs and Services 74.86 16.709% $ 118,788 $ 118,788 $ 27,887 $ 146,675 110-City Manager-14143 Admin Srvcs - Senior Services 6.00 1.339% $ 9,521 $ 9,521 $ 2,235 $ 11,756 110-Public Works-21212 PW - Engineering 4.00 0.893% $ 6,347 $ 6,347 $ 1,490 $ 7,838 110-Community & Economic Development-31313 CEDE - Rent Stabilization 0.57 0.128% $ 907 $ 907 $ 213 $ 1,120 110-Community & Economic Development-31315 CEDE - Building Inspection 7.00 1.563% $ 11,108 $ 11,108 $ 2,608 $ 13,716 110-Community & Economic Development-31777 CEDE - Housing Development 2.00 0.446% $ 3,174 $ 3,174 $ 745 $ 3,919 110-Police-41411 Police-Administration 62.00 13.839% $ 98,386 $ 98,386 $ 23,097 $ 121,483 111-Finance-Information Services 0.29 0.064% $ 453 $ 453 $ 106 $ 560 Total 448.00 100.000% $ 710,917 $ - $ 710,917 $ 58,381 $ 769,299 .

Allocation Basis: # of Work Orders that are specific to Facilities .

Source of Allocation: Work Orders Report

ALLOCATION DETAIL
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 103 405

ALLOCATION SUMMARY
110-City Manager-11111 City Manager - Administration $ 107,907 $ 107,907 110-City Manager-11113 Human Resource $ 107,000 $ 107,000 110-City Attorney-12121 City Attorney $ 4,534 $ 4,534
110-Finance-13131 Finance $ 22,216 $ 22,216
110-Public Works-21211 PW - Administration $ 12,695 $ 12,695 110-Public Works-21213 PW - Maintenance $ 207,880 $ 207,880 110-City Manager-14142 Admin Srvcs - Community Programs and Services $ 146,675 $ 146,675 110-City Manager-14143 Admin Srvcs - Senior Services $ 11,756 $ 11,756 110-Public Works-21212 PW - Engineering $ 7,838 $ 7,838 110-Community & Economic Development-31313 CEDE - Rent Stabilization $ 1,120 $ 1,120 110-Community & Economic Development-31315 CEDE - Building Inspection $ 13,716 $ 13,716 110-Community & Economic Development-31777 CEDE - Housing Development $ 3,919 $3,918.80 110-Police-41411 Police-Administration $ 121,483 $ 121,483 111-Finance-Information Services $ 560 $ 559.83
Total $ 769,299 $ 769,299
110-Public Works-21213 PW - Maintenance
Facility
Maintenance Total
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 104 406
9 NON-DEPARTMENTAL
Non-departmental is typically a catch all department that captures any general fund expenses that cannot be identified to a specific department. Non-departmental costs are allocated as follows:
• City Hall Leases – represents expenditures associated with leasing city hall. These costs are allocated based on the Full-time Equivalent (FTE) per City Hall dept.
• Citywide Support – represents the costs associated with citywide communications, training, and dues. These costs are allocated based on budget.
• Transfers, JPA Costs, & Overhead Allocation – represents the costs associated with budget transfers, Joint Powers Authority Costs, & overhead allocations. These costs have not been allocated as they are not in relation to a specific city department.

The chart on the following page illustrates the functions and measures used to allocate Non-Departmental costs. The top tier shows the Central Service department, the second tier shows the functions developed, and the third tier shows the measures used to allocate costs citywide. The pages following the chart provide an aggregate picture of the department’s expenses, a function-by-function breakdown of expenses, each function’s allocation, and an allocation summary.

FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 105 407
Non-Departmental
City Hall Leases
FTE per City Hall dept
Citywide Support
Budget
Transfers, JPA Costs, &
Overhead Allocation
Not Allocated
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 106 408

COSTS TO BE ALLOCATED
First Second
Allocation Allocation Total
Functional Expenditures $ 3,512,197 $ 3,512,197
Total Disallowed Costs $ - $ -
Incoming Costs
110-City Manager-11111 City Manager - Administration $ 1,881 $ 422 $ 2,303 110-Finance-13131 Finance $ 15,368 $ 1,734 $ 17,102
110-Non-Departmental-95951 Non-Departmental $ 364 $ 364 Total Incoming Costs $ 17,248 $ 2,520 $ 19,768
Overhead Allocation $ 929,182
Total Cost Adjustments $ 929,182 $ 929,182
Total Costs to be Allocated $ 4,458,627 $ 2,520 $ 4,461,147 110-Non-Departmental-95951 Non-Departmental
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 107 409
110-Non-Departmental-95951 Non-Departmental
Distribution Percentage 0.00% 0.00% 0.00%
Personnel
Subtotal Personnel Cost $ - $ - $ - $ -
Operating Services & Supplies
Communication Expenses $ 14,715 S $ - $ 14,715 $ -
County Services $ 93,500 S $ - $ - $ 93,500
JPA $ 452,367 S $ - $ - $ 452,367
Overhead Allocation $ (929,182) S $ - $ - $ (929,182)
Professional Services $ 215,000 S $ - $ - $ 215,000
Property Services $ 27,313 S $ - $ 27,313 $ -
Rentals $ 240,093 S $ 231,093 $ 9,000 $ -
Supplies and Materials $ 200 S $ - $ 200 $ -
Training Related $ 31,900 S $ - $ 31,900 $ -
Transfers $ 3,366,291 S $ - $ - $ 3,366,291
Subtotal Operating Cost $ 3,512,197 $ 231,093 $ 83,128 $ 3,197,976 FUNCTIONAL EXPENDITURES $ 3,512,196.67 $ 231,093.00 $ 83,128.00 $ 3,197,975.67 Disallowed Costs
Subtotal Disallowed Costs $ - $ - $ - $ -
Cost Adjustments
Overhead Allocation $ 929,182 P $ 929,182
Subtotal Cost Adjustments $ 929,182 $ - $ - $ 929,182
FUNCTIONAL COST $ 4,441,378.67 $ 231,093.00 $ 83,128.00 $ 4,127,157.67 First Allocation
Incoming - All Others $ 17,248 $ 897 $ 323 $ 16,028
Reallocate Admin Costs $ - $ - $ - $ -
Unallocated Costs $ (4,143,186) $ - $ - $ (4,143,186)
Subtotal of First Allocation $ 315,441.30 $ 231,990.47 $ 83,450.83 $ - Second Allocation
Incoming - All Others $ 2,520 $ 131 $ 47 $ 2,342
Reallocate Admin Costs $ - $ - $ - $ -
Unallocated Costs $ (2,342) $ - $ - $ (2,342)
Subtotal of Second Allocation $ 178.28 $ 131.12 $ 47.17 $ - TOTAL ALLOCATED $ 315,620 $ 232,122 $ 83,498 $ -
Expense Type Expense ($)

EXPENSE DETAIL
S
p
re
City Hall
Leases
Citywide
Support
Transfers, JPA Costs, & Overhead
Allocation
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 108 410
110-Non-Departmental-95951 Non-Departmental
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total City Hall Leases .
.
110-City Manager-11111 City Manager - Administration 1,972.00 14.778% $ 34,284 $ 34,284 $ 34,284 110-City Clerk-11112 Clerk Services 789.00 5.913% $ 13,717 $ 13,717 $ 13,717 110-City Manager-11113 Human Resource 1,578.00 11.826% $ 27,434 $ 27,434 $ 27,434 110-City Attorney-12121 City Attorney 1,183.00 8.865% $ 20,567 $ 20,567 $ 20,567 110-Finance-13131 Finance 2,525.00 18.922% $ 43,898 $ 43,898 $ 43,898 110-City Manager-14142 Admin Srvcs - Community Programs and Services 1,972.00 14.778% $ 34,284 $ 34,284 $ 49 $ 34,333 110-City Manager-14143 Admin Srvcs - Senior Services 1,578.00 11.826% $ 27,434 $ 27,434 $ 39 $ 27,473 111-Finance-Information Services 394.00 2.953% $ 6,850 $ 6,850 $ 10 $ 6,860 204-Community & Economic Development-Rent Stabilization Program 789.00 5.913% $ 13,717 $ 13,717 $ 20 $ 13,737 220-Finance-LMIH Successor Fund 564.00 4.227% $ 9,805 $ 9,805 $ 14 $ 9,819 Total 13,344.00 100.000% $ 231,990 $ - $ 231,990 $ 131 $ 232,122 .

Allocation Basis: FTE per City Hall dept
.

Source of Allocation: Personnel File

ALLOCATION DETAIL
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 109 411
110-Non-Departmental-95951 Non-Departmental
.

Allocation Allocated Gross Direct First Second
Units Percent Allocation Billed Allocation Allocation Total

ALLOCATION DETAIL
Citywide Support .
.
110-City Council-10101 City Council 190,693.00 0.570% $ 476 $ 476 $ 476 110-City Manager-11111 City Manager - Administration 1,789,936.00 5.351% $ 4,466 $ 4,466 $ 4,466 110-City Clerk-11112 Clerk Services 519,926.00 1.554% $ 1,297 $ 1,297 $ 1,297 110-City Manager-11113 Human Resource 1,047,825.31 3.133% $ 2,614 $ 2,614 $ 2,614 110-City Attorney-12121 City Attorney 1,224,052.00 3.660% $ 3,054 $ 3,054 $ 3,054 110-Finance-13131 Finance 1,401,873.43 4.191% $ 3,498 $ 3,498 $ 3,498 110-Public Works-21211 PW - Administration 669,781.00 2.002% $ 1,671 $ 1,671 $ 1,671 110-Public Works-21213 PW - Maintenance 3,023,507.74 9.039% $ 7,544 $ 7,544 $ 7,544 110-Non-Departmental-95951 Non-Departmental 145,906.00 0.436% $ 364 $ 364 $ 364 110-City Manager-14142 Admin Srvcs - Community Programs and Services 719,240.76 2.150% $ 1,794 $ 1,794 $ 1 $ 1,796 110-City Manager-14143 Admin Srvcs - Senior Services 421,889.00 1.261% $ 1,053 $ 1,053 $ 1 $ 1,053 110-Public Works-21212 PW - Engineering 1,014,978.00 3.035% $ 2,532 $ 2,532 $ 2 $ 2,534 110-Public Works-21214 PW- Environmental Programs 285,397.20 0.853% $ 712 $ 712 $ 1 $ 713 110-Community & Economic Development-31311 CEDE- Administration 726,923.84 2.173% $ 1,814 $ 1,814 $ 1 $ 1,815 110-Community & Economic Development-31313 CEDE - Rent Stabilization 1,900.00 0.006% $ 5 $ 5 $ 0 $ 5 110-Community & Economic Development-31314 CEDE - Planning 1,176,783.00 3.518% $ 2,936 $ 2,936 $ 2 $ 2,938 110-Community & Economic Development-31315 CEDE - Building Inspection 2,896,620.00 8.660% $ 7,227 $ 7,227 $ 6 $ 7,233 110-Community & Economic Development-31777 CEDE - Housing Development 232,824.75 0.696% $ 581 $ 581 $ 0 $ 581 110-Police-41411 Police-Administration 4,868,787.58 14.556% $ 12,147 $ 12,147 $ 10 $ 12,157 110-Police-41412 Police-Operations 8,043,078.00 24.047% $ 20,067 $ 20,067 $ 16 $ 20,083 110-Police-41413 Police-Investigations 1,748,150.00 5.227% $ 4,362 $ 4,362 $ 4 $ 4,365 111-Finance-Information Services 1,297,689.08 3.880% $ 3,238 $ 3,238 $ 3 $ 3,240 Total 33,447,761.69 100.000% $ 83,451 $ - $ 83,451 $ 47 $ 83,498 .

Allocation Basis: Budget
.

Source of Allocation: Expenditure Report
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 110 412

ALLOCATION SUMMARY
110-City Council-10101 City Council $ - $ 476 $ 476
110-City Manager-11111 City Manager - Administration $ 34,284 $ 4,466 $ 38,750 110-City Clerk-11112 Clerk Services $ 13,717 $ 1,297 $ 15,014 110-City Manager-11113 Human Resource $ 27,434 $ 2,614 $ 30,048 110-City Attorney-12121 City Attorney $ 20,567 $ 3,054 $ 23,621 110-Finance-13131 Finance $ 43,898 $ 3,498 $ 47,396
110-Public Works-21211 PW - Administration $ - $ 1,671 $ 1,671 110-Public Works-21213 PW - Maintenance $ - $ 7,544 $ 7,544 110-Non-Departmental-95951 Non-Departmental $ - $ 364 $ 364 110-City Manager-14142 Admin Srvcs - Community Programs and Services $ 34,333 $ 1,796 $ 36,129 110-City Manager-14143 Admin Srvcs - Senior Services $ 27,473 $ 1,053 $ 28,527 110-Public Works-21212 PW - Engineering $ - $ 2,534 $ 2,534 110-Public Works-21214 PW- Environmental Programs $ - $ 713 $ 713 110-Community & Economic Development-31311 CEDE- Administration $ - $ 1,815 $ 1,815 110-Community & Economic Development-31313 CEDE - Rent Stabilization $ - $ 5 $ 5 110-Community & Economic Development-31314 CEDE - Planning $ - $ 2,938 $ 2,938 110-Community & Economic Development-31315 CEDE - Building Inspection $ - $ 7,233 $ 7,233 110-Community & Economic Development-31777 CEDE - Housing Development $ - $ 581 $ 581.36 110-Police-41411 Police-Administration $ - $ 12,157 $ 12,157 110-Police-41412 Police-Operations $ - $ 20,083 $ 20,083 110-Police-41413 Police-Investigations $ - $ 4,365 $ 4,365 111-Finance-Information Services $ 6,860 $ 3,240 $10,099.89 204-Community & Economic Development-Rent Stabilization Program $ 13,737 $ - $ 13,737 220-Finance-LMIH Successor Fund $ 9,819 $ - $ 9,819
Total $ 232,122 $ 83,498 $ 315,620
110-Non-Departmental-95951 Non-Departmental
City Hall
Leases
Citywide
Support Total
FISCAL YEAR 2025 FULL COST ALLOCATION PLAN MATRIX CONSULTING GROUP | 111 413

EAST PALO ALTO, CA

COMPREHENSIVE USER FEE

STUDY REPORT
JUNE 2025
414
INTRODUCTION AND EXECUTIVE SUMMARY 1
LEGAL FRAMEWORK 4
USER FEE STUDY METHODOLOGY 7
RESULTS OVERVIEW 9
BUILDING SERVICES 10
CODE ENFORCEMENT 19
COMMUNITY SERVICES 20
ENGINEERING 23
ENVIRONMENTAL SERVICES 27
FINANCE 30
HOUSING 31
PLANNING 33
POLICE 37
RENT STABILIZATION 39
EAST PALO ALTO SANITATION DISTRICT 41
COST RECOVERY CONSIDERATIONS 43
APPENDIX – COMPARATIVE SURVEY 47

TABLE OF CONTENTS
415

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 1
The report, which follows, presents the results of the Comprehensive User Fee study conducted by Matrix Consulting Group for the City of East Palo Alto, California.

PROJECT BACKGROUND AND OVERVIEW
The City of East Palo Alto last conducted a formal fee study in 2020. The purpose of this study is to evaluate and determine the full cost (direct and indirect) of providing a variety of city services. The Matrix Consulting Group analyzed the cost-of-service relationships that exist between fees for service activities in the following areas: Building, Code Enforcement, Community Services, Engineering, Environmental Services, Finance, Housing, Planning, Police, Rent Stabilization, and East Palo Alto Sanitation District. The results of this study provide a tool for understanding current service levels and the cost for those services.

GENERAL PROJECT APPROACH AND METHODOLOGY
The methodology employed by Matrix Consulting Group is a widely accepted “bottom up” approach to cost analysis, where time spent per unit of fee activity is determined for each position within a Department or Program. Once time spent for a fee activity is determined, all applicable City costs are then considered in the calculation of the “full” cost of providing each service. The following table provides an overview of types of costs applied in establishing the “full” cost of services provided by the City:

TABLE 1: OVERVIEW OF COST COMPONENTS
Cost Component Description
Direct Fiscal Year 2024-25 Budgeted salaries, benefits, and allowable expenditures.

Indirect Division, departmental, clerical, and Citywide support.

Together, the cost components in the table above comprise the calculation of the total “full” cost of providing a service, regardless of whether a fee for that service is charged.

The work accomplished by Matrix Consulting Group in the analysis of the proposed fees for service involved the following steps:
• Department / Program Staff Interviews: The project team interviewed department / program staff regarding their needs for clarification to the structure of existing fee items or for addition of new fee items.

INTRODUCTION AND EXECUTIVE SUMMARY
416

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 2
• Data Collection: Data was collected for each permit / service, including time estimates. In addition, all budgeted costs and staffing levels for Fiscal Year 2024-25 were entered into Matrix Consulting Group’s analytical software model.
• Cost Analysis: The full cost of providing each service included in the analysis was established. • Review and Approval of Results with City Staff: Department management has reviewed and approved these documented results.

A more detailed description of user fee methodology and legal and policy considerations are provided in subsequent chapters of this report.

SUMMARY OF RESULTS
When comparing fee-related revenue with the calculated total annual cost, the City is under-recovering its costs by approximately $547,000 or recovering 86% of its costs. The following table shows the revenue collected, the total annual cost, the resulting difference, and the resulting cost recovery percentage by major division.

TABLE 2: ANNUAL COST RECOVERY ANALYSIS
Division
Fee-Related
Revenue Fee-Related Cost Difference
Cost
Recovery %
Building $2,300,000 $2,485,326 ($185,326) 93%
Community Services $43,676 $131,085 ($87,409) 33%
Engineering $120,501 $140,284 ($19,783) 86%
Planning $265,755 $202,806 $62,949 131%
Rent Stabilization $549,900 $867,150 ($317,250) 63%
Total $3,279,832 $3,826,651 ($546,819) 86%
The largest deficit is in relation to Rent Stabilization at $317,000, which is in relation to incorporating overhead associated with administering the rent stabilization program. The high level of cost recovery is anticipated for the City as the City had recently completed a fee study in 2020 and has conducted annual fee increases.

The detailed documentation of this study will show an over-collection for some fees (on a per unit basis) and an undercharge for most others. The results of this analysis will provide the Department and the City with guidance on how to right-size their fees to ensure that each service unit is set at an amount that does not exceed the full cost of providing that service. The display of the cost recovery figures shown in this report are meant to provide a basis for policy development discussions among City Councilmembers and City staff and do not represent a recommendation for where or how the City Council should act. The setting of the “rate” or “price” for services, whether at full cost recovery or lower, is a policy decision to be made only by the City Council with input from City staff and the community. 417

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 3

CONSIDERATIONS FOR COST RECOVERY POLICY AND UPDATES
The Matrix Consulting Group recommends that the City use the information contained in this report to discuss, adopt, and implement a formal Cost Recovery Policy, including a mechanism for the annual update of fees for service.

ADOPT A FORMAL COST RECOVERY POLICY
The Government Finance Officers Association’s (GFOA) best practices for Establishing Government Charges and Fees states that governmental entities should adopt formal policies regarding charges and fees which include the jurisdiction’s intention to recover the full cost or partial costs of providing services, sets forth circumstances under which the jurisdiction might set a charge for fee at less than or more than 100% of full cost, and outlines the considerations that might influence the jurisdiction’s pricing decision.

The Matrix Consulting Group strongly recommends that the Council adopt a formalized, individual cost recovery policy for each service area included in this Study. Whenever a cost recovery policy is established at less than 100% of the full cost of providing services, a known gap in funding is recognized and may then potentially be recovered through other revenue sources. The Matrix Consulting Group considers a formalized cost recovery policy for various fees for service an industry Best Management Practice.

ADOPT AN ANNUAL FEE UPDATE / INCREASE MECHANISM
GFOA best practices for Establishing Government Charges and Fees states that governmental entities should review, and update charges and fees periodically based on factors such as the impact of inflation, other cost increases, adequacy of cost recovery, use of services, and the competitiveness of current rates to avoid large infrequent fee increases.

The purpose of a comprehensive update is to completely revisit the analytical structure, service level estimates and assumptions, and to account for any major shifts in cost components or organizational structures that have occurred since the City’s previous analysis. It’s recommended the City continue the practice of conducting comprehensive analyses every five to seven years as this practice captures any changes to organizational structure, processes, as well as any new service areas.

In between comprehensive updates, the City should continue to utilize published industry economic factors such as Consumer Price Index (CPI) or other regional factors to update the cost calculations established in the Study on an annual basis.
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This section of the report is intended to provide an overview of the legal rules and regulations that govern what is considered a fee for service, how those fees can be calculated, general principles, philosophies, and general policy considerations for setting fees for service.

LEGAL FRAMEWORK
A “user fee” is a charge for service provided by a governmental agency to a public citizen or group.

California has several Government Codes and Propositions that regulate fees for service, with the purpose of ensuring that fees are reasonable and justified. The most prominent and relevant of these includes:
• Proposition 26: Passed in 2010, specifically outlined the difference between a fee and a tax and dictates that fees must be directly related to a service and cannot exceed the reasonable cost of that service.
• Government Code § 50076: clarifies that fees for service costs are not special taxes and do not need voter approval.
• Government Code § 65104: gives local governments the authority to charge planning and zoning fees to recover processing costs.

When determining fees for service it is important to ensure there is a direct benefit – the service is provided directly to the payer, and that it is cost based, and does not exceed the reasonable cost of providing the service.

EXCEPTIONS TO THE RULE
While Proposition 26 defines what constitutes a user fee, and how those fees can be determined, it also provides a key exception for fees charged for facility or property rentals. This exception outlines that fees for use of government property (e.g., renting public buildings, parks, or event spaces) are voluntary transactions. Therefore, governments can charge market-based rental fees for these services.

GENERAL PRINCIPLES AND PHILOSOPHIES REGARDING USER FEES Local governments are providers of many types of general services to their communities. While all services provided by local government are beneficial to constituents, some services can be classified as globally beneficial to all citizens, while others provide more of a direct benefit to a specific group or individual. The following table provides examples of services provided by local government within a continuum of the degree of community benefit received:

LEGAL FRAMEWORK
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TABLE 3: SERVICES IN RELATION TO BENEFIT RECEIVED
Funding for local government is obtained from myriad revenue sources such as taxes, fines, grants, special charges, user fees, etc. In recent years, alternative tax revenues, which typically offset subsidies for services provided to the community, have become increasingly limited. These limitations have caused increased attention on user fee activities as a revenue source that can offset costs otherwise subsidized (usually) by the general fund. In Table 3, services in the “global community benefit” section tend to be funded primarily through voter-approved tax revenues. In the middle of the table, one typically finds a mixture of taxes, user fees, and other funding sources. Finally, in the “individual / group benefit” section of the table are the services provided by local government that are typically funded almost entirely by user fee revenue.

The following are two central concepts regarding the establishment of user fees:
v Fees should be assessed according to the degree of individual or private benefit gained from services. For example, the processing and approval of a land use or building permit will generally result in monetary gain to the applicant, whereas Police services and Fire Suppression are examples of services that are essential to the safety of the community at large. v A profit-making objective should not be included in the assessment of user fees. In fact, California laws require that the charges for service be in direct proportion to the costs associated with providing those services. Once a charge for service is assessed at a level higher than the actual cost of providing a service, the term “user fee” no longer applies. The charge then becomes a tax subject to voter approval.

Therefore, it is commonly accepted that user fees are established at a level that will recover up to, and not more than, the cost of providing a particular service.

GENERAL POLICY CONSIDERATIONS REGARDING USER FEES
Undoubtedly, there are programs, circumstances, and services that justify a subsidy from a tax-based or alternative revenue source. However, it is essential that jurisdictions prioritize the use of revenue sources for the provision of services based on the continuum of benefit received. "Global" Community Benefit
•Police
•Park Maintenance
•Fire Suppression
"Global" Benefit and an
Individual or Group Benefit
•Recreation / Community
Services
•Fire Prevention
Individual or Group Benefit
•Building Permits
•Planning and Zoning
Approval
•Engineering Development
Review
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EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 6
Within the services that are typically funded by user fees, the Matrix Consulting Group recognizes several reasons why City staff or City Council may not advocate the full cost recovery of services. The following factors are key policy considerations in setting fees at less than 100 percent of cost recovery:
• Limitations posed by an external agency. The State or an outside agency will occasionally set a maximum, minimum, or limit on the jurisdiction’s ability to charge a fee. Examples includes time spent copying and retrieving public documents and / or transportation permits. • Encouragement of desired behaviors. Keeping fees for certain services below full cost recovery may provide better compliance from the community. For example, if the cost of a permit for changing a water heater in residential home is higher than the cost of the water heater itself, many citizens will avoid pulling the permit.
• Benefit received by user of the service and the community at large is mutual. Many services that directly benefit a group or individual equally benefit the community. Examples include Planning Design Review, historical dedications, and certain types of special events.

The Matrix Consulting Group recognizes the need for policies that intentionally subsidize certain activities. The primary goals of a User Fee Study are to provide a fair and equitable basis for determining the costs of providing services and ensure that the City complies with State law.

SUMMARY OF LEGAL RESTRICTIONS AND POLICY CONSIDERATIONS Once the full cost of providing services is known, the next step is to determine the “rate” or “price” for services at a level which is up to, and not more than, the full cost amount. The City Council is responsible for this decision, which often becomes a question of balancing service levels and funding sources. The placement of a service or activity within the continuum of benefit received may require extensive discussion and at times fall into a “grey area.” However, with the resulting cost of services information from a User Fee Study, the City Council can be assured that the adopted fee for service is reasonable, fair, and legal. Overall, city staff has reviewed all fees for service in this analysis and where subsidies were identified, they recommended increases where appropriate to reduce the deficit; and where overrecoveries were identified, reduced the fee to comply with the law. 421

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MATRIX CONSULTING GROUP 7
The Matrix Consulting Group utilizes a cost allocation methodology commonly known and accepted as the “bottom-up” approach to establishing User Fees. The term means that several cost components are calculated for each fee or service. These components then build upon each other to comprise the total cost for providing the service. The following chart describes the components of a full cost calculation:

The following subsections discuss the two components of the basis of the full cost.

TIME ESTIMATION
Utilization of time estimates is a reasonable and defensible approach, especially since experienced staff members who understand service levels and processes unique to the City developed these estimates.

The project team worked closely with City staff in developing time estimates with the following criteria:
• Estimates are representative of average times for providing services. Extremely difficult or abnormally simple projects are not factored in the analysis.
• Estimates reflect the time associated with the position or positions that typically perform a service. • Estimates are reviewed by the project team for “reasonableness” against their experience with other agencies.
• Estimates were not based on time in motion studies, as they are not practical for the scope of services and time frame for this project.
• Estimates match the current or proposed staffing levels to ensure there is no over-allocation of staff resources to fee and non-fee related activities.

The Matrix Consulting Group agrees that while the use of time estimates is not perfect, it is the best alternative available for setting a standard level of service on which to base a jurisdiction’s fees for service and meets the requirements of California law.

The alternative to time estimating is actual time tracking, often referred to billing on a “time and materials” basis. Except in the case of anomalous or very large and complex projects, Matrix Consulting Group believes this approach to not be cost effective or reasonable for the following reasons:

TIME ASSUMPTION
(by position)

FULLY BURDENED
HOURLY RATE Total Cost

USER FEE STUDY METHODOLOGY
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• Accuracy in time tracking is compromised by the additional administrative burden required to track, bill, and collect for services in this manner.
• Additional costs are associated with administrative staff’s billing, refunding, and monitoring deposit accounts.
• Customers often prefer to know the fees for services in advance of applying for permits or participating in programs.
• Departments can better predict revenue streams and staff needs using standardized time estimates and anticipated permit volumes.

Situations arise where the size and complexity of a given project warrants time tracking and billing on a “time and materials” basis. The Matrix Consulting Group has recommended taking a deposit and charging Actual Costs for such fees as appropriate and itemized within the current fee schedule.

FULLY BURDENED HOURLY RATES
The fully burdened hourly rates calculated through this study include the following components:
• Salaries: FY24-25 Budgeted salaries were utilized and consolidated at the positional level. • Benefits: FY24-25 Budgeted benefits were utilized and consolidated at the positional level. • Productive Hours: Based on East Palo Altos’ current personnel system rules, working or productive hours were calculated. This means taking the starting total working hours and reducing the hours by vacation, sick, holidays, trainings, and administrative leave based on each bargaining unit • Departmental / Divisional Overhead: This captures any internal service charges or operating supply costs such as vehicles, supplies, etc. Additionally, this component includes the cost associated with support from Director, Administrative and Analytical staff that do not directly work on fees. • Citywide Overhead: This captures support provided by the City Council, City Manager, City Clerk, City Attorney, Finance, and Human Resources. The costs are based on the Citywide Cost Allocation Plan (provided under separate cover).

Together these components result in the generation of fully burdened hourly rates by position / classification and / or department / division. These rates were multiplied against the time assumptions to calculate the full cost of services noted in this report. 423

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MATRIX CONSULTING GROUP 9
The motivation behind a cost of services (User Fee) analysis is for City Council and Departmental staff to maintain services at a level that is both accepted and effective for the community and to maintain control over the policy and management of these services.

It should be noted that the results presented in this report are not a precise measurement. In general, a cost-of-service analysis takes a “snapshot in time,” where a fiscal year of financial and operational information is utilized. Changes to the structure of fee names, along with the use of time estimates, allow only for a reasonable projection of subsidies and revenue. Consequently, City Council and Department staff should rely conservatively upon these estimates to gauge the impact of implementation going forward.

Discussion of results in the following chapters is intended as a summary of extensive and voluminous cost allocation documentation produced during the Study. Each chapter will include detailed cost calculation results for each fee including the following:
• Modifications: discussions regarding any proposed revisions to the current fee schedule, including elimination or addition of fees.
• “Per Unit” Results: comparison of the full cost of providing each unit of service to the current fee for each unit of service (where applicable).
• Annualized Results: utilizing volume of activity estimates annual subsidies and revenue impacts were projected.

The full analytical results were provided to City staff under separate cover from this summary report.

RESULTS OVERVIEW
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The Building Services Division is part of the Community and Economic Development Department. The Building Division ensures that new developments are in compliance with the California Building codes and regulations, by providing customer assistance to residents, property owners, contracts, professions, etc. The following subsections discuss fee schedule modifications, detailed per unit results, and annual revenue impacts for the fee-related services provided by the Building Division.

FEE SCHEDULE MODIFICATIONS
In discussions with City staff, the following modifications were proposed to the current fee schedule:
• Eliminated Fees: Staff proposed eliminating fees associated with Building’s review of Planning or Engineering Services, as those are captured on their respective fee schedules. It was also discussed to eliminate the ‘Processing Fee’ as that is captured in the base permit fees. • New Fees: Staff proposed the addition of the following fees, to capture services already provided but not codified:
o ‘Processing Fee – MEP’
o ‘Reproduction of Plans’
o ‘ADU Building Permit Resource Center Fee’
• Condensed Fees: Staff proposed the removal of the per kw fee for solar residential projects to better capture the level of effort associated with solar residential. • Expanded Fees: Due to variability in how the fees are administered, staff proposed expanding the following fee categories into separate fee categories:
o Single Family Dwelling Remodels (No modifications to walls) into ‘kitchen’ and ‘bathroom’ remodels.
o Receptacles and Outlets into ‘1-20 devices’ and ‘Each additional 20 devices’ o Residential appliances into ‘1-5 Devices’ and ‘Each additional 5 devices’ o Appeals into ‘Appeal to Building Official’ and ‘Appeal to City Council’ • Valuation-Based Fees: The valuation structure was expanded to capture higher dollar valuation projects, both for single-family residential and multi-family / commercial projects.

The modifications noted ensure that the proposed fee schedule more accurately reflects the services being provided by Building staff.

DETAILED RESULTS
The Building Division collects fees for Building Plan Check and Inspection, Flat Rate Permits, Mechanical, Plumbing, and Electrical Permits. The total cost calculated for each service includes direct staff costs,

BUILDING SERVICES
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Divisional, Departmental, and Citywide overhead. The following table details the fee name, current fee, total cost, and difference associated with each service offered.

TABLE 4: TOTAL COST PER UNIT RESULTS – BUILDING SERVICES Fee Name Current Fee Total Cost Difference
Building Permit and Plan Check
Building Plan Check - Single Family Residential
Base fee up to $5,000 $218.00 $246.45 ($28.45)
Base fee at $5,000 $218.00 $246.45 ($28.45)
Each additional $1,000 or fraction thereof $21.77 $30.81 ($9.04) Base fee at $25,000 $653.00 $862.58 ($209.58)
Each additional $1,000 or fraction thereof $8.71 $24.65 ($15.94) Base fee at $50,000 $871.00 $1,478.70 ($607.70)
Each additional $1,000 or fraction thereof $8.71 $49.29 ($40.58) Base fee at $100,000 $1,307.00 $3,943.20 ($2,636.20)
Each additional $1,000 or fraction thereof $3.27 $14.79 ($11.52) Base fee at $500,000 $2,612.00 $9,858.00 ($7,246.00)
Each additional $1,000 or fraction thereof $2.06 $7.39 ($5.33) Base fee at $1,000,000 $3,647.00 $13,554.75 ($9,907.75) Each additional $1,000 or fraction thereof $2.06 $1.23 $0.83 Base fee at $5,000,000 $11,887.00 $18,483.75 ($6,596.75) Each additional $1,000 or fraction thereof $2.06 $2.46 ($0.40) Base fee at $10,000,000 $22,187.00 $30,806.25 ($8,619.25) Each additional $1,000 or fraction thereof $2.06 $1.23 $0.83 Building Permit/Inspection - Single Family Residential
Base fee up to $5,000 $218.00 $796.45 ($578.45)
Base fee at $5,000 $218.00 $796.45 ($578.45)
Each additional $1,000 or fraction thereof $21.77 $59.73 ($37.96) Base fee at $25,000 $653.00 $1,991.11 ($1,338.11)
Each additional $1,000 or fraction thereof $8.71 $55.75 ($47.04) Base fee at $50,000 $653.00 $3,384.90 ($2,731.90)
Each additional $1,000 or fraction thereof $17.42 $51.77 ($34.35) Base fee at $100,000 $1,525.00 $5,973.34 ($4,448.34)
Each additional $1,000 or fraction thereof $7.08 $9.96 ($2.88) Base fee at $500,000 $4,355.00 $9,955.57 ($5,600.57)
Each additional $1,000 or fraction thereof $5.66 $9.96 ($4.30) Base fee at $1,000,000 $7,185.00 $14,933.36 ($7,748.36) Each additional $1,000 or fraction thereof $5.66 $6.22 ($0.56) Base fee at $5,000,000 $29,825.00 $39,822.30 ($9,997.30) Each additional $1,000 or fraction thereof $5.66 $3.98 $1.68 Base fee at $10,000,000 $58,125.00 $59,733.44 ($1,608.44) Each additional $1,000 or fraction thereof $5.66 $1.99 $3.67 Building Plan Check - Commercial/Multi-Family/Industrial Base fee up to $5,000 $218.00 $246.45 ($28.45)
Base fee at $5,000 $218.00 $246.45 ($28.45)
Each additional $1,000 or fraction thereof $24.20 $16.43 $7.77 Base fee at $50,000 $1,307.00 $985.80 $321.20
Each additional $1,000 or fraction thereof $60.98 $29.57 $31.41 426

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MATRIX CONSULTING GROUP 12
Fee Name Current Fee Total Cost Difference
Base fee at $100,000 $4,355.00 $2,464.50 $1,890.50
Each additional $1,000 or fraction thereof $16.33 $24.65 ($8.32) Base fee at $500,000 $10,887.00 $12,322.50 ($1,435.50)
Each additional $1,000 or fraction thereof $108.87 $5.91 $102.96 Base fee at $1,000,000 $16,332.00 $15,279.90 $1,052.10
Each additional $10,000 or fraction thereof $33.63 $40.53 ($6.90) Base fee at $10,000,000 $46,597.00 $51,754.50 ($5,157.50) Each additional $10,000 or fraction thereof $33.63 $61.61 ($27.98) Base fee at $20,000,000 $56,686.00 $113,367.00 ($56,681.00) Each additional $10,000 or fraction thereof $33.63 $68.51 ($34.88) Base fee at $50,000,000 $157,576.00 $318,906.30 ($161,330.30) Each additional $10,000 or fraction thereof $33.63 $59.44 ($25.81) Base fee at $100,000,000 $325,726.00 $616,125.00 ($290,399.00) Each additional $10,000 or fraction thereof $33.63 $9.24 $24.39 Base fee at $500,000,000 $1,670,926.00 $985,800.00 $685,126.00 Each additional $10,000 or fraction thereof $33.63 $4.62 $29.01 Building Permit/Inspection - Commercial/Multi-Family/Industrial Base fee up to $5,000 $218.00 $298.67 ($80.67)
Base fee at $5,000 $218.00 $298.67 ($80.67)
Each additional $1,000 or fraction thereof $14.52 $46.46 ($31.94) Base fee at $50,000 $871.00 $2,389.34 ($1,518.34)
Each additional $1,000 or fraction thereof $13.07 $51.77 ($38.70) Base fee at $100,000 $1,525.00 $4,977.79 ($3,452.79)
Each additional $1,000 or fraction thereof $15.79 $11.45 $4.34 Base fee at $500,000 $7,839.00 $9,557.35 ($1,718.35)
Each additional $1,000 or fraction thereof $156.78 $10.75 $146.03 Base fee at $1,000,000 $15,678.00 $14,933.36 $744.64
Each additional $10,000 or fraction thereof $90.25 $98.45 ($8.20) Base fee at $10,000,000 $96,897.00 $103,537.97 ($6,640.97) Each additional $10,000 or fraction thereof $90.25 $103.54 ($13.29) Base fee at $20,000,000 $123,972.00 $207,075.93 ($83,103.93) Each additional $10,000 or fraction thereof $90.25 $69.03 $21.22 Base fee at $50,000,000 $394,722.00 $414,151.87 ($19,429.87) Each additional $10,000 or fraction thereof $90.25 $124.25 ($34.00) Base fee at $100,000,000 $845,972.00 $1,035,379.67 ($189,407.67) Each additional $10,000 or fraction thereof $90.25 $25.88 $64.37 Base fee at $500,000,000 $4,455,972.00 $2,070,759.35 $2,385,212.65 Each additional $10,000 or fraction thereof $90.25 $12.94 $77.31 Miscellaneous Fees - Flat Rate Permits
Demolition Minor $545 $406 $139
Commercial Demolition
Refer to Valuation
Table
ADU Building Permit Resource Center Fee New $1,700 N/A
Single Family Dwelling Remodels (No Modifications to Walls):

Kitchen Remodel Modified $1,042 N/A
Bathroom Remodel Modified $43 N/A
Door/Window Replacements (up to 20 Windows):

Up to 4 Windows $435 $497 ($62)
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Fee Name Current Fee Total Cost Difference
More than 4 and up to 20 Windows $545 $696 ($151)
Greater than 20 Windows Based on Valuation
Fences:

Over 7 ft - 64 l.f. $327 $398 ($71)
Over 7 ft - Each additional 16 l.f. over 64 l.f. $54 $66 ($12) Non-Wood Fence Based on Valuation
Photovoltaic Systems (Solar Systems):

Solar - Residential $435 $445 ($10)
Solar - Commercial
Up to 50 kW $871 $1,336 ($465)
51kW - 250kW Modified $3,071 N/A
Above 250kW Modified $6,446 N/A
Property Research/Site Inspection for Business
License $545 $199 $346
Re-roof:

Up to 10,000 sq. ft. (No structural modification) $435 $597 ($162) Structural or Non-structural greater than 10,000
sq. ft. Based on Valuation
Electric Vehicle Charging Station
Residential $197 $398 ($201)
Commercial Based on Valuation
Mechanical, Plumbing, Electrical Permit Fees
Processing Fee - MEP New 40% N/A
MEP Inspections & Plan Check
Water Heaters $144 $199 ($55)
Residential/Simple Standalone MPE Permit:

Simple Mechanical Items:

Addition to Each heating appliance,
refrigeration unit, cooling unit, absorption unit,
or Each heating, cooling, absorption, or
evaporative cooling system. $202 $199 $3
HVAC change out - existing dwelling $202 $199 $3
Air-handling unit over 10,000 CFM $202 $398 ($196)
Evaporative cooler $202 $398 ($196)
Ventilation fan connected to a single duct $202 $199 $3 Hood and duct system $202 $398 ($196)
Duct systems $202 $199 $3
Miscellaneous mechanical (wall furnace,
condensing units, gas outlet/gas test, etc.) $202 $199 $3 Other simple mechanical $202 $199 $3
Simple Electrical Items:

Receptacle, switch, and lighting outlets and
fixtures
1-20 devices $202 $398 ($196)
Each Additional 20 Devices $202 $199 $3
Pole or platform-mounted lighting fixtures $202 $199 $3 Residential appliances
1-5 devices $202 $199 $3
Each Additional 5 Devices $202 $199 $3
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Fee Name Current Fee Total Cost Difference
Appliances not exceeding one horsepower
(HP), kilowatt
(KW), or kilovolt-ampere (KVA), in rating $202 $199 $3
Busways $202 $199 $3
Trolley and plug-in-type busways - Each 100
feet or fraction
thereof $202 $199 $3
Signs, outline lighting, and marquees $202 $199 $3
Signs, outline lighting, or marquees supplied
from one branch
circuit $202 $199 $3
Services of 600 volts or less and not over 400
amperes in
rating $202 $199 $3
Miscellaneous apparatus, conduits, and
conductors $202 $199 $3
Residential swimming pools $202 $298 ($96)
Portable generators less than 10,000 W $202 $199 $3
Temporary power panel/service $202 $199 $3
Temporary power pole $202 $199 $3
Other simple electrical $202 $199 $3
Simple Plumbing Items:

Plumbing fixtures $202 $199 $3
Building sewer $202 $398 ($196)
Rainwater systems $202 $199 $3
Industrial waste pretreatment interceptor $202 $398 ($196) Water piping system and/or water treating
equipment $202 $199 $3
Repair or alteration of drainage or vent piping
system $202 $199 $3
Lawn sprinkler systems $202 $199 $3
Backflow devices $202 $199 $3
Atmospheric-type vacuum breakers $202 $199 $3
Gas test $202 $199 $3
Gas outlets
1-4 fixtures $202 $199 $3
Each Additional 4 Fixtures $202 $199 $3
Solar water systems $202 $199 $3
Other simple plumbing $202 $199 $3
Additional Plan Review / Inspection Services
Complex/Commercial Standalone MEP Permits Based on Valuation Alternative Means and Methods $218 $222 ($4)
Extension Requests for Building Permits $218 $184 $34
Replacement of Job Card (Building Permit Card) $109 $84 $25 Deferred Submittals $218 $238 ($20)
Inspection Supplemental Fee (Projects that require
more inspections than average, the Building Official
may charge additional inspection fees) $218 $196 $22
Accessibility Hardship Exemption $218 $227 ($9)
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MATRIX CONSULTING GROUP 15
Fee Name Current Fee Total Cost Difference
Additional Plan Check required by changes,
additions, or revisions to plans $218 $238 ($20)
Plan Check for Planning Entitlement Projects $218 $238 ($20) Appeals:

Appeal to Building Official $575 $629 ($54)
Appeal to City Council $575 $1,049 ($474)
Certificate of Occupancy / Temporary Certificate of
Occupancy $435 $204 $231
Fire Damage Inspection $692 $196 $496
Inspections outside of normal business hours
(overtime inspection) $247 $234 $13
Pre-Site Inspection / Re-inspection - SFD $218 $196 $22 Pre-Site Inspection / Re-inspection - Other than SFD $327 $196 $131 Records Research $109 $91 $18
Reproduction of Plans New $168 N/A
Written Interpretation of Building Code $435 $205 $230
Temporary Use Permit
Normal Business Hours $327 $196 $131
After Hours $327 $230 $97
Address Assignment $664 $337 $327
The fees administered by the Building Division have a mix of over and under-recoveries. The largest variances are in the valuation-related fees, which are expected as those fees are reviewed and updated to reflect updated costs as well as staff level and effort associated with activities. As it relates to the MEP fees, the per unit variance is minimal and due to the change in structure from covering up to 3 fixtures to be more standalone-based.

ANNUAL RESULTS
Based on the prior year’s workload information, Building has a deficit of roughly $185,000. The following table shows the revenue at the current fee, total projected annual cost, and the resulting difference by major fee category.

TABLE 5: ANNUAL RESULTS – BUILDING
Fee Category Revenue at Current Fee Annual Cost Difference Valuation-Based Fees $2,093,811 $2,254,072 ($160,261)
Misc. Flat Rate Fees $161,207 $183,259 ($22,051)
Mechanical, Electrical, Plumbing $44,318 $47,658 ($3,340) Additional Services $664 $337 $327
Total $2,300,000 $2,485,326 ($185,326)
Building Services has an annual cost recovery of 93%. The largest under-recovery is in relation to the valuation-based fees, specifically on the lower dollar valuation projects. Right-sizing those fees will help ensure that the City continues to achieve full cost recovery for Building Services. 430

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GENERAL PLAN MAINTENANCE FEE
A common surcharge assessed as part of the Building fee process supports long-range planning. The General Plan Maintenance fee is meant to account for updates to the general plan, zoning ordinance, housing elements, and other long-range planning activities that are part of the larger General Plan. The City already assesses this fee.

The General Plan Maintenance fee is governed by Government Code Section 66014(b) which states that fees “may include the costs reasonably necessary to prepare and revise the plans and policies that a local agency is required to adopt before it can make any necessary findings and recommendations.” This code states that fees can be charged against zoning changes, zoning variances, use permits, building inspections, and filing applications.

Typically, the fee is charged during the building permit phase to ensure any development project that gets to that phase makes enough of an impact to require the need for an update to the Zoning Code or the General Plan. This fee should only be applied to major building permits (i.e., new or remodel / tenant improvements) rather than standalone permits for water heaters or electrical outlets.

The project team divided the estimated cost associated with updating the General Plan and related elements by the years between updates to calculate an annualized cost. In addition to consultant costs, City staff spend time annually working on these activities. The following table breaks out the components that comprise the total annual cost calculation.

TABLE 6: GENERAL PLAN MAINTENANCE FEE – ANNUAL COSTS
Task Estimated Cost Years Annualized Cost
General Plan Update $2,404,559 15 $160,304
Staff Support $515,307 1 $515,307
Total Annual Cost $675,611
The annual cost to the City for their long-range activities is approximately $676,000. The City currently assesses this fee as a percentage of different planning applications and building projects. However, to streamline the process and make it more consistent with general industry standards, the project team is proposing that the City consider converting the fee to be assessed as a percentage of the building permit fees. The project team used the annual building permit fee revenue as a base to calculate the General Plan Maintenance Fee. The following table shows this calculation.

TABLE 7: GENERAL PLAN MAINTENANCE FEE CALCULATION
Category Amount
Total Annual Cost $675,974
Base $2,486,326
General Plan Maintenance Fee 27.2%
The calculated General Plan Maintenance Fee is 27.2% of the Building Permit Fee. The following table compares the City’s current fee to its full cost and presents the resulting difference. 431

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MATRIX CONSULTING GROUP 17
TABLE 8: GENERAL PLAN MAINTENANCE FEE COMPARISON
Current Fee Full Cost Difference

25.3% 27.2% (1.9%)
The City’s calculated full cost is approximately 2% points lower.

As part of this analysis, the project team conducted a comparative survey of other local jurisdictions and their assessment of a General Plan Maintenance Fee. Like other comparative efforts, the survey below simply shows the fees charged by the jurisdiction and does not include the basis upon which the other jurisdictions calculated or developed their fee. The following table shows the results of this comparative analysis:

TABLE 9: GENERAL PLAN MAINTENANCE FEE – COMPARATIVE SURVEY Jurisdiction Fee Amount
Belmont 0.75% of Building Valuation
Burlingame 0.2% of Building Valuation
Foster City 0.50% of the Application Value above $500
Menlo Park 3% of All Planning and Building Fees
Millbrae 0.39% of Project Valuation
As the table indicates, the comparative jurisdictions largely charge their General Plan Maintenance Fees based on valuation; as a result, their fees are not directly comparable to the City of East Palo Alto’s fee.

Menlo Park is the only jurisdiction that assesses their fee as a percentage of all Planning and Building fees, rather than only Building fees; because this is also a different basis than EPA’s fee, a direct comparison is not possible.

The City collects and accounts for the General Plan surcharge in a separate account or subaccount, as doing so ensures compliance with funding requirements, enables appropriate allocation of funds to longterm planning and technology-related activities, and mitigates any potential issues with the comingling of funds. The City should continue to implement this best practice.

RAVENSWOOD BUSINESS DISTRICT (RBD) SPECIFIC PLAN MAINTENANCE FEE The City is looking to charge a Specific Plan Maintenance Fee for development projects within the Ravenswood Business District (RBD). In 2013, the RBD Specific Plan was adopted by Council, since then a Subsequent Environmental Impact Report (SEIR) outlined two scenarios which propose net new square footage of development that exceeds initial projections in the 2013 plan.

The project team used the information from the SEIR as well as the City’s most recent nexus study to calculate Specific Plan Maintenance Fee rates. The net new commercial square footage is estimated at 3,998,970. The nexus study provided information regarding the expected units. The nexus study anticipates that there will only be multi-family units totaling 1,600 new units. To arrive at the total square footage for residential, each unit was then multiplied by the average square footage for each unit type.

The table below shows this calculation:
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EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 18
TABLE 10: NET NEW SQUARE FOOTAGE – MULTI-FAMILY & SINGLE-FAMILY Type Average Square Feet1 Net New (Sq. Ft.)
Multi-Family 875 1,400,000
The total net new square footage was divided by the annual specific plan cost to the City for the RBD Specific Plan, resulting in a cost per square foot. The following table shows this calculation.

TABLE 11: RBD SPECIFIC PLAN MAINTENANCE FEE CALCULATION Category Scenario Two
Specific Plan Cost $1,405,219
Total Net New Sq. Ft. 5,398,970
Cost Per Sq. Ft. $0.26
The calculated RBD Specific Plan Maintenance Fee is $0.26 per square foot, dependent on the level of development.
1 Average square footage was taken from the 2025 Development Impact Fee Nexus Study Update, page 19. 433

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 19
The City of East Palo Alto’s Code Enforcement program, which is part of the City’s Building Services Division, is responsible for ensuring compliance with the City’s municipal code. The following sections discuss fee schedule modifications and detailed per unit results for the fee-related services associated with Code Enforcement.

FEE SCHEDULE MODIFICATIONS
In discussions with City staff, staff proposed the addition of ‘Code Enforcement Investigation’ and ‘Recording & Removal of Liens’ to more accurately reflects the services being provided by Code Enforcement staff.

DETAILED RESULTS
The Code Enforcement Division collects fees for Investigations and the Recording & Removal of Liens.

The total cost calculated for each service includes direct staff costs and Division and Citywide overhead.

The following table details the fee name, current fee, total cost, and difference associated with each service offered.

TABLE 12: TOTAL COST PER UNIT RESULTS – CODE ENFORCEMENT Fee Name Current Fee Total Cost Difference
Code Enforcement Investigation New $185 N/A
Recording & Removal of Liens New $600 N/A
Notary2 $15 $15 $0
Due to the majority of code enforcement’s fees being new, there is no comparison between the current fee and the total cost. The notary fee is set by state so there is no difference there.

ANNUAL REVENUE IMPACT
The Code Enforcement Division does not keep records of the number of investigations and liens recorded and removed; therefore, annual revenue impacts were not calculated. 2 GOV § 8223 (b)

CODE ENFORCEMENT
434

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 20
The Community Services Department is responsible for recreation opportunities through people, parks, and programs. The following subsections discuss fee schedule modifications, detailed per unit results, and annual revenue impacts as appropriate for the fee-related services provided by the Community Services.

FEE SCHEDULE MODIFICATIONS
In discussions with City staff, the following modifications were made to the current fee schedule:
• Eliminated Fees: Staff proposed eliminating ‘Category 1 Events’ as those are covered under general facility and park rentals, and ‘Senior Center’ hourly fees, as those are operated by a non-profit. • New Fees: Staff proposed the addition of the following fees as they highlight services already offered but not codified on the fee schedule:
o ‘Security Guard’
o ‘Non-Profit’ category of building facility rentals
o Equipment rentals such as projectors, TVs, and table covers o ‘YMCA City Room’
• Expanded Fees: Due to variability in how the fees are administered, staff proposed expanding the ‘Community Services’ fee to include an ‘Overtime / Holiday Rate’. • Modified Fees: To clarify the fee schedule, the ‘Category 2 Events’ fee was renamed ‘Community Event’ to better reflect the service offered. Additionally, the ‘Category 3 Events’ fee was renamed ‘Parade/Street Closure’ to better reflect the service offered.

The modifications noted ensure that the proposed fee schedule more accurately reflects the services being provided by Community Services staff.

DETAILED RESULTS
The Community Services Department collects fees for Special Events & Building and Park Facility Rentals. The total cost calculated for each service includes direct staff costs and Departmental and Citywide overhead. The following table details the fee name, current fee, total cost, and difference associated with each service offered.

TABLE 13: TOTAL COST PER UNIT RESULTS – COMMUNITY SERVICES Fee Name Current Fee Total Cost Difference
Special Event Permit - Application Processing
Community Event $182 $1,038 ($856)

COMMUNITY SERVICES
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MATRIX CONSULTING GROUP 21
Fee Name Current Fee Total Cost Difference
Parade/Street Closure $489 $1,922 ($1,433)
Police - Alcohol Distribution $65 $61 $4
Special Event Permit - On-Site Event Support
Community Services
Business Hours $236 $106 $130
After Business Hours $255 $112 $143
Overtime / Holiday Rate New $119 N/A
Security Guard $60 $65 ($5)
Building Facility Rental Fees
Residents of East Palo Alto
Community Room (at City Hall)
Non Peak Day Rental (Mon-Fri) $17 $118 ($101)
Peak Day Rental (Sat-Sun) $17 $118 ($101)
Cooley Landing Education Center
Non Peak Day Rental (Mon-Fri) $87 $209 ($122)
Peak Day Rental (Sat-Sun) $87 $209 ($122)
YMCA City Room
Non Peak Day Rental (Mon-Fri) $17 $80 ($63)
Peak Day Rental (Sat-Sun) $17 $80 ($63)
Non-Residents of East Palo Alto
Community Room (at City Hall)
Non Peak Day Rental (Mon-Fri) $41 $118 ($77)
Peak Day Rental (Sat-Sun) $41 $118 ($77)
Cooley Landing
Non Peak Day Rental (Mon-Fri) $154 $209 ($55)
Peak Day Rental (Sat-Sun) $154 $209 ($55)
YMCA City Room
Non Peak Day Rental (Mon-Fri) New $80 N/A
Peak Day Rental (Sat-Sun) New $80 N/A
Non-Profit
Community Room (at City Hall)
Non Peak Day Rental (Mon-Fri) New $118 N/A
Peak Day Rental (Sat-Sun) New $118 N/A
Cooley Landing
Non Peak Day Rental (Mon-Fri) New $209 N/A
Peak Day Rental (Sat-Sun) New $209 N/A
YMCA City Room
Non Peak Day Rental (Mon-Fri) New $80 N/A
Peak Day Rental (Sat-Sun) New $80 N/A
Park Facility Rental Fees
All Locations - rental of park, pavilion, or
barbeque areas for special events $17 $112 ($95)
Equipment Rentals
Community Room
Projector New $15 N/A
Table Covers New $0.75 N/A
City Room
Television New $12 N/A
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EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 22
Fee Name Current Fee Total Cost Difference
Cooley Landing
Projector New $15 N/A
Table Covers New $0.75 N/A
The fees administered by the Community Services Department generally under-recover for its services.

The largest deficit is in relation to Parade / Street Closures at $1,643 with the smallest under recovery for the Security Guard at $5. There is a handful of over-recovery associated with on-site support per hour for the Community Services fees.

ANNUAL REVENUE IMPACT
Based on the prior year’s workload information, Community Services has a deficit of roughly $87,000.

The following table shows the revenue at the current fee, total projected annual cost, and the resulting difference by major fee category.

TABLE 14: ANNUAL RESULTS – COMMUNITY SERVICES
Fee Category Revenue at Current Fee Annual Cost Difference Special Event Permit - Application Processing $1,467 $6,396 ($4,929) Building Facility Rental Fees $41,852 $122,337 ($80,485) Park Facility Rental Fees $357 $2,352 ($1,995)
Total $43,676 $131,085 ($87,409)
Community Services has an annual cost recovery of roughly 33%. The largest under-recovery is in relation to the Building Facility Rental fees, specifically the ‘Peak Day Rental (Sat-Sun)’ for the Cooley Landing Education Center. The per unit deficit for this fee is $122 and it was rented approximately 292 hours resulting in the large deficit amount. The department should review these results and adjust fees appropriately.
437

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 23
Engineering is a Division under the Public Works Department. Engineering is responsible for issuing permits and reviews as well as overseeing the design, development & construction, including streets, roadways, water supply, & storm drain, for the city. The following subsections discuss fee schedule modifications, detailed per unit results, and annual results for the fee-related services provided by Engineering.

FEE SCHEDULE MODIFICATIONS
In discussions with City staff, the following modifications were made to the current fee schedule:
• New Fees: Staff proposed the addition of the following fees as they highlight services already offered but not codified on the fee schedule:
o ‘Administration and Coordination of Water Meter’
o ‘Hauling’
o ‘Parking Restriction in the Right of Way’
o ‘Staff Augmentation / Technical Review’
• Eliminated Fees: Staff proposed eliminating the following fees, as these services are no longer offered by City staff, covered under other fees, or are now offered by other departments within the City:
o ‘Job Card Replacement’
o ‘Design Review – Administrative’
o ‘Architectural Supervision’
o ‘General Plan Amendment’
o ‘Zone Change / Text Amendment’
o ‘Tree Removal Permit’
o ‘Zoning Relief’
o ‘Initial Study’
o ‘EIR’
o ‘Mitigation Monitoring’
o ‘Encroachment Permit – Fence’
• Modifications: Final Parcel Map / Tract Map was renamed to include ‘City Admin Cost (consultant costs are passed through to applicant)’ to better reflect the services offered.

ENGINEERING
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EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 24
The modifications noted ensure that the proposed fee schedule more accurately reflects the services being provided by Engineering staff.

DETAILED RESULTS
The Engineering Division collects fees for Grading Permits, Public Improvements, Planning Applications, Building Plan Reviews, Parcel Maps, ROW Compliance, and transportation permits. The total cost calculated for each service includes direct staff costs and Division and Citywide overhead. The following table details the fee name, current fee, total cost, and difference associated with each service offered.

TABLE 15: TOTAL COST PER UNIT RESULTS – ENGINEERING
Fee Name Current Fee Total Cost Difference
Grading - Plan Review
< 50 Cubic Yards $2,888 $4,335 ($1,447)
50 - 100 Cubic Yards $2,888 $4,335 ($1,447)
101-500 Cubic Yards $5,776 $6,098 ($322)
> 501 Cubic Yards $17,328 $17,357 ($29)
Grading - Inspection
< 50 Cubic Yards $2,888 $5,586 ($2,698)
50 - 100 Cubic Yards $4,333 $8,594 ($4,261)
101-500 Cubic Yards $17,328 $21,485 ($4,157)
> 501 Cubic Yards $23,050 $25,782 ($2,732)
Public Improvements - Plan Review
Base fee up to $10,000 $2,888 $3,271 ($383)
Base fee at $10,000 $2,888 $3,271 ($383)
Each add'l $10,000 or fraction thereof $2,888 $3,066 ($178) Base fee at $50,000 $14,439 $15,535 ($1,096)
Each add'l $10,000 or fraction thereof $1,732 $2,174 ($442) Base fee at $100,000 $23,103 $26,404 ($3,301)
Each add'l $10,000 or fraction thereof $289 $1,087 ($798) Base fee above $500,000 $34,654 $37,169 ($2,515)
Public Improvements - Inspection
Base fee up to $10,000 $1,444 $2,149 ($705)
Base fee at $10,000 $1,444 $2,149 ($705)
Each add'l $10,000 or fraction thereof $721 $1,074 ($353) Base fee at $50,000 $4,333 $6,446 ($2,113)
Each add'l $10,000 or fraction thereof $2,021 $2,578 ($557) Base fee at $100,000 $14,439 $19,337 ($4,898)
Each add'l $10,000 or fraction thereof $506 $1,289 ($783) Base fee above $500,000 $34,654 $38,674 ($4,020)
Encroachment Permit
Minor Frontage Improvements such
as sidewalk, curb, gutter, driveway $520 $721 ($201)
Utility connections, excavations,
potholing $867 $1,033 ($166)
Temporary closure of sidewalk,
bike/vehicle lane(s), street $867 $1,033 ($166)
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EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 25
Fee Name Current Fee Total Cost Difference
Any other work encroaching into the
public right-of-way $867 $1,033 ($166)
Street Cut Fee $867 $1,033 ($166)
Encroachment Permit - Other
Administration and Coordination of
Water Meter New $402 N/A
Debris Box / Temporary Storage $1,155 $1,234 ($79)
Traffic Control Plan Review $1,155 $1,192 ($37)
Traffic Control Field
Inspection/Monitoring $1,155 $537 $618
Hauling New $617 N/A
Parking Restriction in the Right of
Way New $506 N/A
Final Parcel Map / Tract Map: City Admin Cost (consultant costs are passed through to applicant) Parcel Map (4 Lots Less) $4,333 $4,545 ($212)
Tract Map (5 or More Lots) $5,776 $6,061 ($285)
Certificate of Compliance / Street Right-of-Way (ROW) Vacation Certificate of Compliance $4,333 $4,545 ($212)
Street ROW Vacation $4,333 $4,545 ($212)
Transportation Permit3
Single Trip $18 $16 $2
Annual $103 $90 $13
Administrative Fees
Request for Letter (e.g.- Flood
Hazard Letter) $289 $750 ($461)
Bond Administration and Release $289 $375 ($86)
4th and Subsequent Plan Review Fee $867 $937 ($70)
Re-inspection Fee $867 $1,074 ($207)
After-Hours Inspection (minimum 4
hours) $326 $253 $73
Staff Augmentation / Technical
Review New $252 N/A
Planning Application Review / Support
Tentative Maps (4 lots or less) $2,888 $5,811 ($2,923)
Tentative Maps (5 lots or more) $4,333 $5,811 ($1,478)
Tentative Map Extension /
Modification $1,444 $3,915 ($2,471)
Second Unit Permit $577 $750 ($173)
Use Permit (all types) $577 $750 ($173)
Zoning Relief (all types) $577 $0 $577
Hourly Pre-Application $289 $473 ($184)
Lot Line Adjustment $4,333 $4,545 ($212)
Lot Line Merger $4,333 $4,545 ($212)
Building Plan Review / Support
Minor Residential Improvement $347 $375 ($28)
Tl (Tenant Improvement) or Addition
of square feet $577 $750 ($173)
New SFD (Single Family/ Dwelling) $1,155 $1,500 ($345)
3 Cal. Code Regs. tit. 21 § 1411.3 (a)
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EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 26
Fee Name Current Fee Total Cost Difference
New Multifamily or Commercial $2,311 $3,000 ($689)
Nearly all of the fees administered by the Engineering Division are under-recovering for their associated costs. The largest under-recovery is $4,898 for a ‘Base Fee at $100,000’ for Public Improvement Inspections. The smallest undercharge is in the Grading - Plan Review category of ‘> 501 Cubic Yards’ at $29. The only over-recoveries are for the State permits and the after-hours inspections.

ANNUAL REVENUE IMPACT
Based on the prior year’s workload information, Engineering has a deficit of roughly $20,000. The following table shows the revenue at the current fee, total projected annual cost, and the resulting difference by major fee category.

TABLE 16: ANNUAL RESULTS – ENGINEERING
Fee Category Revenue at Current Fee Annual Cost Difference Encroachment Permits $103,173 $122,927 ($19,754)
Total $103,173 $122,927 ($19,754)
Engineering has an annual cost recovery of roughly 84%. The largest under-recovery is in relation to the Encroachment Permits, specifically the ‘Utility connections, excavations, potholing’. The per unit deficit for this fee is $166 and it was permitted approximately 88 times resulting in the large deficit amount.

Changing just that one fee can have a large impact on the Division’s revenue. The division should review these results and adjust fees appropriately.
441

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 27
The Environmental Services Division is part of the Public Works Department. Environmental Services is responsible for managing environmental contracts which include street sweeping, tree services, and public education. The following sections discuss fee schedule modifications, detailed per unit results, and annual results for the fee-related services provided by Environmental Services staff.

The modifications noted ensure that the proposed fee schedule more accurately reflects the services being provided by Environmental Services staff.

DETAILED RESULTS
The Environmental Services Division collects fees for NPEDS, Stormwater Design Reviews, Solid Waste Design Reviews and Impact Studies. The total cost calculated for each service includes direct staff costs and Division and Citywide overhead. The following table details the fee name, current fee, total cost, and difference associated with each service offered.

TABLE 17: TOTAL COST PER UNIT RESULTS – ENVIRONMENTAL SERVICES Fee Name Current Fee Total Cost Difference
NPDES
BMP Inspection: $310 $364 ($54)
2,500 to 10,000 square feet $777 $547 $230

ENVIRONMENTAL SERVICES
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EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 28
Fee Name Current Fee Total Cost Difference
10,001 square feet to 1 acre $2,329 $729 $1,600
1 acre to 5 acres Modified $1,094 N/A
5+ acres $310 $364 ($54)
C.4 Inspection:

Low Priority $156 $547 ($391)
High Priority $388 $547 ($159)
Discharge Inspection:

Initial Inspection (3 Hours) $465 $547 ($82)
Each Additional Hour $156 $182 ($26)
Monitoring, Sampling or
Testing, Lab analysis, cost,
and rental equipment
charges Actual Cost Actual Cost N/A
Illicit Discharge Clean-Up in the
Public Right-of-Way:

Initial Inspection (3 Hours) $465 $547 ($82)
Each Additional Hour $156 $182 ($26)
Vacant Property Inspections,
Illegal Dumping, Encampments,
etc. $310 $319 ($9)
Other Services Not Listed $156 $182 ($26)
Stormwater Design Review
Single Family $40 $729 ($689)
Other:
2,500 to 10,000 square feet $310 $364 ($54)
10,001 square feet to 1 acre $777 $547 $230
1 acre to 5 acres $2,329 $729 $1,600
5+ acres $545 $1,094 ($549)
Water Efficiency Landscape Ordinance Plan Review
80% or more low-to-no water
use $232 $1,459 ($1,227)
80% or less low-to-no water use $933 $1,459 ($526)
Solid Waste Enclosure Design Review
Less than 1 acre or low concern
projects Modified $364 N/A
1 acre or high concern projects Modified $729 N/A
Misc. Fees
Each Additional Plan Review
after first three reviews $156 $182 ($26)
Environmental Impact Studies
(EIR) $777 $912 ($135)
Nearly half of the fees administered by the Environmental Services Division under-recover for their associated costs. The largest under-recovery is $1,227 for ‘80% or more low-to-no water use’ under the Water Efficiency Landscape Ordinance Plan Review. The smallest undercharge is in the NPEDS category of ‘Vacant Property Inspections, Illegal Dumping, Encampments, etc.’ at $9. 443

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 29

ANNUAL REVENUE IMPACT
The Environmental Services Division does not keep records of the number of NPDES, Stormwater Design Reviews, Water Efficiency Landscape Ordinance Plan Review, Solid Waste Enclosure Design Review, & Misc. Fees; therefore, annual revenue impacts were not calculated. 444

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 30
The Finance Department is responsible for providing monitoring and developing the city’s budget and forecasting. The following subsections discuss fee schedule modifications and detailed per unit results for the fee-related services provided by Finance.

FEE SCHEDULE MODIFICATIONS
In discussions with City staff, staff proposed eliminating the ‘Business License – First Time License Application Fee’ as this is now outsourced and moving the ‘Ellis Act Withdrawn Property Administrative Fee’ to rent stabilization, as those staff now perform this service.

DETAILED RESULTS
The Finance Department collects fees for photocopies, returned checks, and overdue invoices. The total cost calculated for each service includes direct staff costs and Departmental and Citywide overhead.

The following table details the fee name, current fee, total cost, and difference associated with each service offered.

TABLE 18: TOTAL COST PER UNIT RESULTS – FINANCE
Fee Name Current Fee Total Cost Difference
Photocopy4:

8.5" x 11" (black & white single side) $0.10 $0.10 $0.00

8.5" x 11" (color single side) $0.25 $0.25 $0.00
Checks Returned by Bank or Financial Institution Due to Insufficient Funds5 First Returned Check $25 $25 $0
Each Additional Check $35 $35 $0
All Fees provided by the Finance Department are state set and do not show any under or over-recoveries.

ANNUAL REVENUE IMPACT
The Finance Department does not keep records of photocopies, returned checks, and overdue invoices; therefore, annual revenue impacts were not calculated.
4 GOV § 7922.530
5 CIV § 1719(a)

FINANCE
445

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 31
The Housing Division is part of the Community and Economic Development Department. The Housing Division is responsible for overseeing the city’s affordable housing development and economic development programs. The following subsections discuss fee schedule modifications, detailed per unit results, and annual revenue impacts for the fee-related services provided by the Housing Division.

FEE SCHEDULE MODIFICATIONS
The City passed Ordinance No. 425 in 2019 and codified the Inclusionary Housing as part of its Municipal Code Chapter 18.37. Both of these items allow the City to charge fees for Housing, as long as there is a fee schedule to support these fees. Through this study, the City proposes to establish a fee schedule for assessing these services.

DETAILED RESULTS
The Housing Division is proposing to collect fees for inclusionary housing agreements, housing applications, monitoring, household occupancy eligibility reviews, waiver reviews, annual monitoring compliance fees, and residential inspection fees. The total cost calculated for each service includes direct staff costs and Division and Citywide overhead. The following table details the fee name and total cost associated with each service offered.

TABLE 19: TOTAL COST PER UNIT RESULTS – HOUSING
Fee Name Total Cost
Inclusionary Housing Agreement Recordation (Resale Restriction, Deed of Trust, Regulatory Agreement) $616
Below Market Rate (BMR) Fees
Monthly Monitoring Fee (Contracted Out) $126
Sale or Resale (Contracted Out) 3%
Compliance Fee $411
Monthly Loan Servicing - Amortized Loan (Contracted Out) Actual Cost Monthly Loan Servicing - Deferred Loan (Contracted Out) Actual Cost Loan Set-Up (Contracted Out) Actual Cost
Loan Foreclosure (Contracted Out) Actual Cost
Affordable Housing Compliance Plan (Not Recorded)
Application:

Application Process $532
Alternative Compliance Application Approval
4 Unit or Less $1,671
5 Units or More $3,343
Application Modification / Amendment $266
Review of Household Occupancy Eligibility (Initial Lease-Up / Change of Occupancy) $205 Review of Waiver, Adjustment or Reduction Request $272

HOUSING
446

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 32
Fee Name Total Cost
Rent Registry
Residential Inspection Upon Change in Occupancy $330
Annual Monitoring Compliance Fee - Just Cause Units $53 Annual Monitoring Compliance Fee - Fully Exempt Units $37 All of the fees administered by the Housing Division are newly proposed. The cost for these services ranges from a low of $37 for ‘Annual Monitoring Compliance Fee - Just Cause Units’ to a high of $3,343 for ‘Alternative Compliance Application Approval – 5 Units or More’.

ANNUAL REVENUE IMPACT
Currently housing does not charge fees any of its services and therefore no annual revenue impact was calculated.
447

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 33
The Planning Division is part of the Community and Economic Development Department. The Planning Division is responsible for current and long-range planning within the city. The division maintains and updates the city’s General Plan and interprets and enforces the city’s Zoning Regulations. The division provides support to the Planning Commission. The following subsections discuss fee schedule modifications, detailed per unit results, and annual revenue impacts for the fee-related services provided by Planning.

FEE SCHEDULE MODIFICATIONS
In discussions with City staff, the following modifications were proposed to the current fee schedule:
• Eliminated Fees: Staff proposed eliminating the following fees, as these services are no longer offered by City staff or are now offered by other departments within the City:
o ‘Zoning Review for Business License’
o ‘Public Utility Tower’
o ‘Research / Document Review’
o ‘Address Assignment’
• New Fees: Staff proposed the addition of Permit Adjustment fees based on major or minor projects. • Condensed Fees: To streamline the fee schedule, staff proposed condensing the following fees:
o The ‘Temporary Use Permit’ section was condensed into a ‘Minor’, ‘Administrative’, and ‘Major’ fee to streamline the fee schedule.
o The ‘Parking Exception’ fee was condensed into a singular per hour fee. o The ‘Variance’ fees were condensed into a singular fee. o The ‘Staff Management & Review’ was removed from all Environmental related fees. o The ‘Zoning Clearance’ was consolidated into a singular fee. o ‘Minor Modification to Conditions’ and ‘Modifications to Conditions’ are captured within the Renewal / Modifications to Conditions section under the respective fee category that aligns with the type of application being modified.
o ‘Zoning Text Amendment’ and ‘Zone Change’ were combined into a single fee. o ‘Initial Study - Negative Declaration’ is captured under ‘Initial Study - Mitigated Negative Declaration/ Negative Declaration’.
o ‘Noticing Fee’ is captured under ‘Noticing/Special Noticing’. • Modified Fees: The following fee modifications were proposed to better clarify the services being provided.

PLANNING
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EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 34
o The ‘Hourly SB 35 Pre-Application (5 hr. minimum)’ was renamed the ‘Preliminary Ministerial Review Hourly (2 hr. minimum)’ to accurately reflect the service offered. o ‘Condominium Conversion’ was switched to a deposit fee. o The ‘Garage Conversions / Minor ADR (120 s-f. or less)’ was renamed the ‘Garage Conversions / Minor ADR (400 s-f. or less)’ to accurately reflect the service offered. o The ‘Permanent Sign’ fee’s wording was modified.
o The ‘1 Year Approval Renewal’ was renamed the ‘Major TUP Annual Renewal’ to accurately reflect the service offered.
o The ‘3 or more Trees’ was modified from a flat fee to a base plus per tree fee.

The modifications noted ensure that the proposed fee schedule more accurately reflects the services being provided by Planning staff.

DETAILED RESULTS
The Planning Division collects fees for pre-application fee, appeals, design reviews, tree removals, zoning relief, environmental, zoning clearance, and other administrative reviews. The total cost calculated for each service includes direct staff costs and Division and Citywide overhead. The following table details the fee name, current fee, total cost, and difference associated with each service offered.

TABLE 20: TOTAL COST PER UNIT RESULTS – PLANNING
Fee Name Current Fee Total Cost Difference
Pre-Application Fees
Hourly Pre-Application (1 hr. minimum) $332 $337 ($5)
Pre-Application Services for Projects Subject to
City's Pre-Application Ordinance $11,624 $8,312 $3,312
Preliminary Ministerial Review Hourly (2 hr.
minimum) $332 $337 ($5)
Appeals
Appeals to City Council (if initiated by City
Council - no charge) $9,051 $9,361 ($310)
Appeals to Planning Commission $9,051 $9,361 ($310)
Subdivision
Certificate of Compliance $5,148 $2,147 $3,001
Condominium Conversion $40,523 $41,000 ($477)
Final Maps Planning Review of Engineering
Application
4 lots or less $4,982 $1,682 $3,300
5 - 25 lots $5,646 $2,020 $3,626
>25 lots $6,311 $2,357 $3,954
Lot Line Adjustment $5,315 $2,695 $2,620
Lot Line Merger $5,315 $2,695 $2,620
Tentative Map
4 lots or less $16,607 $8,354 $8,253
5 - 25 lots $23,251 $10,042 $13,209
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Fee Name Current Fee Total Cost Difference
>25 lots $45,172 $11,730 $33,442
Tentative Map Extension $9,965 $2,731 $7,234
Tentative Map Modification $10,628 $3,744 $6,884
Design Review
Administrative $4,651 $4,715 ($64)
Planning Commission Review $14,947 $14,866 $81
Garage Conversions / Minor ADR (400 s-f. or
less) $332 $337 ($5)
Permit Adjustment Minor New $693 N/A
Permit Adjustment Major New $1,345 N/A
Legislative Actions
General Plan Amendment $21,590 $22,000 ($410)
Planned Unit Development $21,590 $15,000 $6,590
Zone Change/Text Amendment $21,590 $12,000 $9,590
Tree Removal
1-2 trees – Base $404 $506 ($102)
3 or more - per tree $2886 $29 $259
Signage
Master/Common Sign Program $3,985 $8,154 ($4,169)
Permanent Sign $865 $1,048 ($183)
Temporary Sign $230 $494 ($264)
Use Permit
Administrative Use Permit (AUP) / Special Use
Permit (SUP) $3,985 $4,715 ($730)
Conditional Use Permits (CUP) $12,372 $14,866 ($2,494)
Public Convenience/Necessity Application -
Filing Fees $12,372 $1,775 $10,597
Renewal /Modification to Conditions
AUP / SUP $2,882 $2,900 ($18)
CUP $9,383 $7,269 $2,114
Temporary Use Permit
Minor Modified $337 N/A
Administrative Modified $2,734 N/A
Major Modified $4,715 N/A
Major TUP Annual Renewal $1,728 $1,386 $342
Zoning Relief
Parking Exception $332 $337 ($5)
Variance Modified $3,406 N/A
Environmental
Categorical Exemption
Standard $1,661 $1,386 $275
Infill/Other
Staff Led $1,661 $3,412 ($1,751)
Environmental Impact Studies (EIR)
Mitigation Monitoring - one-time $3,886 $3,749 $137
Zoning Clearance (Administrative Review)
Other Accessory $332 $337 ($5)
6 Converted to a per tree fee based on the current fee of $865 divided by 3 trees. 450

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Fee Name Current Fee Total Cost Difference
Other Administrative Fees
Building Permit Review
Minor Res- Improvement $697 $337 $360
Tenant Improvements $2,823 $1,012 $1,811
Addition of s. f. $2,259 $337 $1,922
New SFD $1,496 $337 $1,159
New Multifamily $6,145 $1,350 $4,795
New Commercial $6,145 $1,350 $4,795
Miscellaneous Planning
Noticing/Special Noticing (each mailing) $664 $675 ($11) Newspaper Ad Publication $400 $400 $0
Written Determination by City Planning Manager $1,661 $1,422 $239 Planning Hourly Fee (1 hr. minimum) $332 $337 ($5)
The fees charged by the Planning Division are a mix of under and over-recoveries. The largest underrecovery is $4,166 for ‘Master/Common Sign Program’. The largest over-recovery is in relation to the ‘Tentative Maps’. In discussion with staff, changes in processes and increased efficiencies are resulting in a reduced level of staff effort needed to process these entitlements. For example, final maps are primarily a Public Works / Engineering function, and therefore, the cost has shifted from Planning to Engineering for those services.

ANNUAL REVENUE IMPACT
Based on the prior year’s workload information, Planning has a surplus of roughly $63,000. The following table shows the revenue at the current fee, total projected annual cost, and the resulting difference by major fee category.

TABLE 21: ANNUAL RESULTS – PLANNING
Fee Category Revenue at Current Fee Annual Cost Difference Pre-Application Fees $23,240 $23,590 ($350)
Subdivision $98,984 $40,366 $58,618
Design Review $39,532 $40,079 ($547)
Tree Removal $8,714 $9,253 ($539)
Signage $2,595 $3,144 ($549)
Use Permit $3,985 $4,715 ($730)
Temporary Use Permit $30,937 $23,021 $7,916
Zoning Clearance (Administrative Review) $38,512 $39,092 ($580) Other Administrative Fees $19,256 $19,546 ($290)
Total $265,755 $202,806 $62,949
Planning has an annual cost recovery of roughly 131%. The largest over-recovery is in relation to the Subdivision fees, specifically the ‘5-25 lots’ for the Tentative Map. Through this analysis staff worked with the project team to right size fees within this category, ensuring the time to administer these services reflected the current process needed to conduct these reviews. The per unit surplus for this fee is $13,209 and it was administered 2 times resulting in the large surplus amount. The division should review these results and adjust fees appropriately.
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MATRIX CONSULTING GROUP 37
The Police Department is responsible for law enforcement to ensure safety within the community. There are several divisions within the Police Department: Administration, Operations, & Investigations that are involved with charging fees for services. The following subsections discuss fee schedule modifications, detailed per unit results, and annual revenue impacts for the fee-related services provided by the Police Department.

FEE SCHEDULE MODIFICATIONS
In discussions with Police staff, the following modifications were made to the current fee schedule:
• Eliminated Fees: Staff proposed eliminating the ‘Redaction Services - Body Worn Camera Video (City Staff)’ as this service is no longer offered and is covered through the contractor category. • New Fees: Staff proposed the addition of the following fees as they highlight services already offered but not codified on the fee schedule:
o ‘Permit Review - Private Security Company - CSO Review’ o ‘Assistance to Planning Division Security Plan Review for New Business’ • Expanded Fees: Due to large variability in how the fees are administered, staff proposed expanding ‘Officer Support of City Special Events’ to include multiple classifications.

The modifications noted ensure that the proposed fee schedule more accurately reflects the services being provided by Police Department.

DETAILED RESULTS
The Police Department collects fees for Fingerprints, Vehicle Releases, Repossessions, Permit Reviews, and Security Plan Reviews. The total cost calculated for each service includes direct staff costs and Departmental and Citywide overhead. The following table details the fee name, current fee, total cost, and difference associated with each service offered.

TABLE 22: TOTAL COST PER UNIT RESULTS – POLICE
Fee Name Current Fee Total Cost Difference
Fingerprinting (Livescan) $25 $170 ($145)
Vehicle Release:

During Regular Business Hours $25 $49 ($24)
During Nights or Weekends or Holidays $145 $193 ($48)
Tow Company Cost Actual Cost Actual Cost N/A
Repossession - Verification Fee7 $15 $15 $0
7 GOV § 26751
POLICE
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Fee Name Current Fee Total Cost Difference
Proof of Correction Citation - Sign-off8 $25 $25 $0
Clearance Letter $15 $127 ($112)
Permit Review - Private Security Company - CSO
Review:

CSO Review $359 $137 $222
Executive Review $359 $250 $109
Assistance to Planning Division Security Plan Review
for New Business:

CSO Review $462 $137 $325
Executive Review $462 $250 $212
Redaction Services - Body Worn Camera Video
(Contractor):

City Processing $128 $186 ($58)
Consultant Cost Actual Cost Actual Cost N/A
Officer Support of City Special Events:

Officer $128 $223 ($95)
Sgt $128 $255 ($127)
Captain $128 $250 ($122)
Community Service Officer $128 $137 ($9)
Nearly all the fees administered by the Police Department show an under-recovery for the associated costs. The largest under-recovery is for a ’Fingerprinting (Livescan)’ at $145. The smallest undercharge is for a ‘Community Service Officer’ at $9.

ANNUAL REVENUE IMPACT
The Police Department does not keep records of Fingerprints, Vehicle Releases, Repossessions, Permit Reviews, and Security Plan Reviews; therefore, annual revenue impacts were not calculated. 8 VEH § 40611
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MATRIX CONSULTING GROUP 39
The Rent Stabilization Program is part of the Housing and Economic Development Department. The Rent Stabilization Program is responsible for the administration and enforcement of the City's Rent Stabilization and Eviction for Just Cause Ordinance. The following subsections discuss fee schedule modifications, detailed per unit results, and annual revenue impacts for the fee-related services provided by Rent Stabilization.

FEE SCHEDULE MODIFICATIONS
In discussions with Rent Stabilization staff, the only modification proposed was the moving of the ‘Ellis Act Withdrawn Property Administrative fee’ from Finance to Rent Stabilization. The fees under this section are governed by Ordinance No. 330 and Chapter 14.04 of the Municipal Code.

DETAILED RESULTS
The Rent Stabilization Program collects fees for Annual Registrations, Ellis Act Withdrawn Property Administrative Fees, Processing Fees, Appeals, and Landlord Petitions. The total cost calculated for each service includes direct staff costs and Program and Citywide overhead. The following table details the fee name, current fee, total cost, and difference associated with each service offered.

TABLE 23: TOTAL COST PER UNIT RESULTS – RENT STABILIZATION Fee Name Current Fee Total Cost Difference
Annual Registration $234 $369 ($135)
Cloud-Storage $20 $20 $0
Ellis Act Withdrawn Property Administrative Fee $405 $312 $93 Appeal to the Board:

Filing of Appeal $100 $1,175 ($1,075)
Each Additional Unit $5 $587 ($582)
Landlord Petition:

First Installment
First Unit $75 $83 ($8)
Each Additional Unit in the Same Building $35 $41 ($6)
Second Installment
First Unit $35 $55 ($20)
Each Additional Unit in the Same Building $25 $27 ($2)
Tenant Petition:

First Installment
First Unit $25 $35 ($10)
Each Additional Unit in the Same Building $15 $17 ($2)
Second Installment
First Unit $25 $23 $2
Each Additional Unit in the Same Building $10 $11 ($1)

RENT STABILIZATION
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The majority of the fees administered by the Rent Stabilization Program under-recover for their associated costs. The largest under-recovery at $1,075 is for a ‘Filing of Appeal’. The smallest undercharge is in the Tenant Petition category for ‘Second Installment - Each Additional Unit in the Same Building’ at $1.

ANNUAL REVENUE IMPACT
Based on the prior year’s workload information, Rent Stabilization has a deficit of roughly $317,000. The following table shows the revenue at the current fee, total projected annual cost, and the resulting difference by major fee category.

TABLE 24: ANNUAL RESULTS – RENT STABILIZATION
Fee Category Revenue at Current Fee Annual Cost Difference Annual Registration $549,900 $867,150 ($317,250)
Total $549,900 $867,150 ($317,250)
Rent Stabilization has an annual cost recovery of roughly 63%. This under-recovery is in relation to the Annual Registration. The per-unit deficit for this fee is $135, and approximately 2,350 units were permitted, resulting in the large annual deficit. While the program is meant to be self-sustaining the difference in costs is due to the overhead component that is currently not factored into these fees. The program should review these results and adjust fees appropriately. 455

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 41
The East Palo Alto Sanitation District has recently been absorbed by the City and is overseen by the Public Works Department. The District is responsible for the collection, processing, and disposal of solid waste and recyclable materials within the district. The following subsections discuss fee schedule modifications, detailed per unit results, and annual revenue impacts for the fee-related services provided by the Sanitation District.

FEE SCHEDULE MODIFICATIONS
In discussions with Sanitation District staff, only the ‘Main Line Extension Permit’ fee was proposed on an hourly basis to capture the services provided but not currently captured.

DETAILED RESULTS
The Sanitation District collects fees for Plan Checks, Inspections, Permit Applications, & Main Line Extensions. The total cost calculated for each service includes direct staff costs and District and Citywide overhead. The following table details the fee name, current fee, total cost, and difference associated with each service offered.

TABLE 25: TOTAL COST PER UNIT RESULTS – SANITATION DISTRICT Fee Name Current Fee Total Cost Difference
Plan Check
Additional Plan Review $236 $236 $0
Plan Check - New
House $800 $708 $92
ADU (Detached) $800 $708 $92
MFR $800 $944 ($144)
COM $800 $944 ($144)
IND $800 $944 ($144)
Plan Check - Remodeling / Existing
SFR $400 $472 ($72)
ADU $400 $472 ($72)
MFR $400 $472 ($72)
COM $400 $472 ($72)
IND $400 $472 ($72)
Inspections
Lateral $200 $992 ($792)
Additional Inspections $496 $496 $0
Permit Application (T1, T2, T3)
SFR (T1) $100 $149 ($49)
ADU (T1) $100 $149 ($49)
MFR (T2) $100 $149 ($49)
COM (T3) $100 $149 ($49)

EAST PALO ALTO SANITATION DISTRICT
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Fee Name Current Fee Total Cost Difference
IND (T3) $100 $149 ($49)
Main Line Extension
Main Line Extension Permit New $236 N/A
Nearly all the fees administered by the Sanitation District show an under-recovery for the associated costs. The largest under-recovery is for a ‘Lateral’ at $792. The smallest undercharges are for Permit Application (T1, T2, T3) Category at $49.

ANNUAL REVENUE IMPACT
The Sanitation District does not keep records for Plan Checks, Inspections, Permit Applications, & Main Line Extensions; therefore, annual revenue impacts were not calculated. 457

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MATRIX CONSULTING GROUP 43
The following sections provide guidance regarding how and where to increase fees, determine annual update factors, and develop cost recovery policies and procedures.

FEE ADJUSTMENTS
This study has documented and outlined on a fee-by-fee basis where the City is under- and overcollecting for its fee-related services. City and Department management will now need to review the study results and adjust fees per Departmental and City philosophies and policies. The following points outline the major options the City has in adjusting its fees:
• Over-Collection: Upon review of the fees that were shown to be over-collecting for costs of services provided, the City should reduce the current fee to be in line with the full cost of providing the service.
• Full Cost Recovery: For fees that show an under-collection for costs of services provided, the City may decide to increase the fee to full cost recovery immediately. • Phased Increase: For fees with significantly low-cost recovery levels, or which would have a significant impact on the community, the City could choose to increase fees gradually over a set period.

The City will need to review the results of the fee study and associated cost recovery levels and determine how best to adjust fees. While decisions regarding fees that currently show an over-recovery are straightforward, the following subsections provide further detail on why and how the City should consider either implementing Full Cost Recovery or a Phased Increase approach to adjusting its fees.

FULL COST RECOVERY
Based on the permit or review type, the City may wish to increase the fee to cover the full cost of providing services. Certain permits may be close to cost recovery already, and an increase to full cost may not be significant. Other permits may have a more significant increase associated with full cost recovery.

Increasing fees associated with permits and services that are already close to full cost recovery can potentially bring a Department’s overall cost recovery level higher. Often, these minimal increases can provide necessary revenue to counterbalance fees that cannot be increased.

The City should consider increasing fees for permits for which services are rarely engaged to full cost recovery. These services often require specific expertise and can involve more complex research and review due to their infrequent nature. As such, setting these fees at full cost recovery will ensure that when the permit or review is requested, the City is recovering the full cost of its services.

COST RECOVERY CONSIDERATIONS
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PHASED INCREASES
Depending on current cost recovery levels, some current fees may need to be increased significantly to comply with established or proposed cost recovery policies. Due to the type of permit or review or the amount by which a fee needs to be increased, it may be best for the City to use a phased approach to reaching its cost recovery goals.

As an example, you may have a current fee of $200 with a full cost of $1,000, representing 20% cost recovery. If the current policy is 80% cost recovery, the current fee would need to increase by $600, bringing the fee to $800, to comply with proposed recovery levels. Assuming this service is something the City provides quite often and affects various members of the community, an instant increase of $600 may not be feasible. Therefore, the City could take a phased approach, whereby it increases the fee annually over a set period until cost recovery is achieved.

Raising fees over a set period not only allows the City to monitor and control the impact to applicants but also ensure that applicants have time to adjust to significant increases. Continuing with the example above, the City could increase the fee by $150 per year for the next four years, spreading out the increase. Depending on the desired overall increase and the impact to applicants, the City could choose to vary the number of years by which it chooses to increase fees. However, the project team recommends that the City not phase increases for periods greater than five years, as that is the maximum window after which a comprehensive fee assessment should be completed.

ANNUAL ADJUSTMENTS
Conducting a comprehensive analysis of fee-related services and costs annually would be quite cumbersome and costly. The general recommendation is that a comprehensive fee analysis should be conducted every three to five years. This allows jurisdictions to ensure they account for organizational changes, such as staffing levels and merit increases, and process efficiencies, code or rule changes, or technology improvements. Developing annual update mechanisms allow jurisdictions to maintain current levels of cost recovery, while accounting for increases in staffing or expenditures related to permit services. The two most common types of update mechanisms are Consumer Price Index (CPI) and Cost of Living Adjustment (COLA) factors. The following points provide further detail on each of these mechanisms:
• COLA / Personnel Cost Factor: Jurisdictions often provide their staff with annual salary adjustments to account for increases in local cost of living. These increases are not tied to merit or seniority but rather meant to offset rising costs associated with housing, gas, and other livability factors. Sometimes these factors vary depending on the bargaining group of a specific employee. Generally, these factors are around two or three percent annually. • CPI / ECI Factor: A common method of increasing fees or cost is to look at regional cost indicators, such as the Consumer Price Index or Employment Cost Index. These factors are calculated by the Bureau of Labor Statistics, are put out at various intervals within a year, and are specific to states and regions.
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The City of East Palo Alto already utilizes a CPI factor and it should continue to do so to ensure that fees are increased in alignment with cost increases.

POLICIES AND PROCEDURES
This study has identified areas where the City is under-collecting the costs associated with providing services. This known funding gap is therefore being subsidized by other City revenue sources.

Development of cost recovery policies and procedures will ensure that current and future decision makers understand how and why fees were determined and set, as well as provide a road map for ensuring consistency when moving forward. The following subsections outline typical cost recovery levels and discuss the benefits of developing target cost recovery goals and procedures for achieving and increasing cost recovery.

TYPICAL COST RECOVERY
The Matrix Consulting Group has extensive experience in analyzing local government operations across the United States and has calculated typical cost recovery ranges. The following table outlines cost recovery ranges by major service area.

TABLE 26: TYPICAL COST RECOVERY RANGES BY MAJOR SERVICE AREA Service Areas
Typical Cost Recovery
Ranges
Building 80-100%
Community Services 20-50%
Planning 50-80%
Engineering 70-100%
The following graph depicts how East Palo Alto compares to industry cost recovery range standards. 93%
33%
86%
131%
0%
20%
40%
60%
80%
100%
120%
140%
Building Community Services Engineering Planning
Cost Recovery %
Current Revenue Cost Recovery vs. Typical Revenue Cost Recovery Typical Cost Recovery Current Cost Recovery
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Building, Community Services, and Engineering are within the typical cost recovery range, while Planning is above the typical cost recovery range.

DEVELOPMENT OF COST RECOVERY POLICIES AND PROCEDURES
The City should review the current cost recovery levels and adopt a formal policy regarding cost recovery.

This policy can be general in nature and can apply broadly to the City as a whole or to each department and division specifically. A department-specific cost recovery policy would allow the City to better control the cost recovery associated with different types of services being provided and the community benefit received.
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EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 47
As part of the Cost of Services (User Fee) study for the City of East Palo Alto, Matrix Consulting Group conducted a comparative survey of user fees. The City identified five municipalities to be included in the comparative survey: Menlo Park, Millbrae, Burlingame, Belmont, and Foster City. The project team then reviewed public documents (i.e., agenda items, staff reports, budgets, fee schedules, and ordinances) and or contacted jurisdictions to get comparative information.

While this full report provides the City with a reasonable estimate and understanding of the true costs of providing services, many jurisdictions also wish to benchmark themselves against other comparable jurisdictions to understand the local “rates” for comparable services. This type of comparative analysis allows for the City to assess what types of changes in fee levels their community can bear. However, benchmarking does not provide adequate information regarding the relationship of other jurisdictions’ costs to their fees (i.e., policy decisions to subsidize, cost recovery goals, etc.). To contextualize this portion of the analysis, the project team provided economic and recency factors for the comparable jurisdictions.

The following sections detail various factors to consider when reviewing comparative survey results, as well as graphical comparisons of current fees and total calculated costs for various permits issued or services provided by the City.

ECONOMIC FACTORS
To provide additional context to the comparative survey information, the project team collected economic factors for the jurisdictions included. Three important economic factors to consider when comparing fees across multiple jurisdictions are: population, budget, and workforce size. These factors can impact how and when fees are administered, as a jurisdiction with a smaller population may choose to not charge a fee, or a smaller workforce size may inhibit their ability to administer a fee.

The following tables rank each jurisdiction from smallest to largest for each of these economic factors:

TABLE 27: RANKING OF JURISDICTIONS BY POPULATION
Jurisdiction Population9
Millbrae 23,093
Belmont 26,931
East Palo Alto 29,078
Burlingame 30,513
Foster City 32,581
Menlo Park 33,140
9 California Finance estimates as of 1/1/2024 were used to determine each jurisdiction’s population.

APPENDIX – COMPARATIVE SURVEY
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TABLE 28: RANKING OF JURISDICTIONS BY CITYWIDE TOTAL BUDGET Jurisdiction FY24-25 Budget10
East Palo Alto $68,928,000
Belmont $77,085,466
Burlingame $93,561,987
Millbrae $101,406,000
Foster City $142,860,115
Menlo Park $140,146,863
TABLE 29: RANKING OF JURISDICTIONS BY FTE
Jurisdiction FY24-25 Authorized FTE
Millbrae 97.75
East Palo Alto 140.00
Belmont 144.25
Foster City 179.00
Burlingame 231.40
Menlo Park 288.00
When compared to the surveyed jurisdictions, the City of East Palo Alto ranks near the middle in terms of population, but on the lower end for budget and staffing.

RECENCY FACTOR
While the above comparative information can provide some perspective when paralleling East Palo Alto’s fees with surveyed jurisdictions, other key factors to consider are when a jurisdiction’s fee schedule was last updated and when the last comprehensive analysis was undertaken. It is important to note that even though jurisdictions may have conducted recent fee studies, their fees are not always adopted at full cost recovery. The comparative results only show the adopted fee for the surveyed jurisdiction, not necessarily the full cost associated with the comparable service.

The following tables detail when each surveyed jurisdiction last conducted a fee analysis and when they last updated their fee schedule:

TABLE 30: LAST FEE SCHEDULE UPDATE
Jurisdiction Response
Menlo Park 2024
Millbrae 2024
Burlingame 2024
Belmont 2024
Foster City 2024
10 To ensure appropriate comparisons, full operating budget (all funds) has been used for all jurisdictions. 463

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TABLE 31: LAST FEE STUDY CONDUCTED
Jurisdiction Response
Menlo Park Over 10 years ago
Millbrae 2019
Burlingame 2024
Belmont 2015
Foster City 2023
All surveyed jurisdictions have published an updated fee schedule within the last year. Additionally, all the jurisdictions except for Millbrae and Belmont have conducted a fee study within the last five years.

ADDITIONAL FACTORS
Along with keeping the statistics outlined in the previous sections in mind, the following issues should also be noted regarding the use of market surveys in the setting of fees for service:
• Cost Recovery Factors: Each jurisdiction and its fees are different, and many are not based on the actual cost of providing services as various policy decisions may subsidize services. • Fee Variance Factors: A fee with the same name may encompass different types of services or activities across jurisdictions. Variability may stem from differences in service delivery models (e.g., in-house vs. contracted), the scope of work included under the fee, and staffing configurations, all of which can influence how indirect and overhead costs are allocated.

In addition to the issues noted, market surveys can also run the risk of creating a confusing excess of data that will obscure rather than clarify policy issues. Because each jurisdiction is different, the Matrix Consulting Group recommends that the information contained in the market comparison of fees be used as a secondary decision-making tool, rather than the primary method for determining an acceptable price point for services.

COMPARATIVE SURVEY RESULTS
As part of this study, the project team conducted a survey of how the City’s current user fees and calculated full cost compare to other identified jurisdictions. The following subsections provide a comparative look at several fee-related services provided by the City versus the surveyed jurisdictions. 1 SINGLE FAMILY RESIDENCE (PLAN CHECK & INSPECTION): $500,000 VALUATION, 3,500 SQUARE FEET - NEW
Building currently charges a fee of $6,967 for building plan check and inspection of a new Single-Family Residence valued at $500,000 and 3,500 sq. ft. Through this study, the project team calculated the full cost of this service to be $19,814. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions.
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EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 50
East Palo Alto’s current fee is the lowest among the jurisdictions at $6,967. However, its full cost of $19,825 is above the jurisdictional average of $13,599. The City’s current fee is most similar to Menlo Park’s fee of $9,687, while the calculated full cost is most comparable to Belmont’s fee at $17,023. 2 SINGLE FAMILY RESIDENCE (PLAN CHECK & INSPECTION): $150,000 VALUATION, 900 SQUARE FEET - REMODEL
Building currently charges a fee of $3,350 for plan check and inspection of Remodel of a Single-Family Residence valued at $150,000 Valuation at 900 sq. ft. Through this study, the project team calculated the full cost of this service to be $11,154. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions.
$0
$5,000
$10,000
$15,000
$20,000
$25,000
East Palo Alto -
Current Fee
East Palo AltoFull CostBelmont Burlingame Foster City Menlo Park Milbrae Single Family Residence (Plan Check & Inspection):
$500,000 Valuation, 3,500 Square Feet - New
Fee Average
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
East Palo Alto -
Current Fee
East Palo AltoFull CostBelmont Burlingame Foster City Menlo Park Milbrae Single Family Residence (Plan Check & Inspection):
$150,000 Valuation, 900 Square Feet - Remodel
Fee Average
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EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 51
East Palo Alto’s current fee is the lowest among the rest of the jurisdictions at $2,832. However, their full cost of $11,917 is above the jurisdictional average of $8,196. The City’s current fee is most similar to Menlo Park’s fee of $3,029, while the calculated full cost is most comparable to Belmont’s fee at $11,003.
3 COMMERCIAL (PLAN CHECK & INSPECTION): $1 MILLION VALUATION, 10,000

SQUARE FEET - TI
Building currently charges a fee of $32,010 for plan checking and inspecting a tenant improvement (TI) on Commercial projected at $1 million at 10,000 sq. ft. Through this study, the project team calculated the full cost of this service to be $30,213. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions.

East Palo Alto’s current fee is the highest among the rest of the jurisdictions at $32,010. Their full cost of $30,230 is above the jurisdictional average of $21,976. The City’s current fee and Full Cost is most similar to Millbrae’s fee of $31,349.
4 COMMERCIAL/MULTI-FAMILY/INDUSTRIAL (PLAN CHECK & INSPECTION): $50 MILLION VALUATION, 157,000 SQUARE FEET - NEW
Building currently charges a fee of $552,298 for a Commercial/Multi-Family/Industrial (Plan Check & Inspection): $50 million Valuation, 157,000 Square Feet - New. Through this study, the project team calculated the full cost of this service to be $733,058. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions. $0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
East Palo Alto -
Current Fee
East Palo AltoFull CostBelmont Burlingame Foster City Menlo Park Millbrae Commercial TI (Plan Check & Inspection): $1 million Valuation, 10,000 Sq. Ft.

Fee Average
466

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 52
East Palo Alto’s current fee is the middle among the rest of the jurisdictions at $552,298. Their full cost of $733,526 is above the jurisdictional average of $489,507. The City’s current fee is most similar to Belmont’s fee of $474,879, while the calculated full cost is most comparable to Foster City’s fee at $664,358.
5 REROOF VALUED AT $5,000
Building currently charges a fee of $435 for plan check and inspection of a Reroof, valued at $5,000.

Through this study, the project team calculated the full cost of this service to be $597. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions.

East Palo Alto’s current fee is the middle among the rest of the jurisdictions at $435. Their full cost of $598 is below the jurisdictional average of $822. The City’s current fee is most similar to Foster City’s fee of $524, while the calculated full cost is most comparable to Millbrae’s fee at $584. $0
$200,000
$400,000
$600,000
$800,000
$1,000,000
East Palo Alto
- Current Fee
East Palo AltoFull CostBelmont Burlingame Foster City Menlo Park Milbrae Commercial/Multi-Family/Industrial (Plan Check &
Inspection): $50 million Valuation, 157,000 Square
Feet - New
Fee Average
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
$1,800
East Palo Alto -
Current Fee
East Palo AltoFull CostBelmont Burlingame Foster City Menlo Park Milbrae Reroof, valued at $5,000
Fee Average
467

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 53
6 EV CHARGING STATION - RESIDENTIAL
Building currently charges a fee of $197 for an EV Charging Station - Residential. Through this study, the project team calculated the full cost of this service to be $398. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions.

East Palo Alto’s current fee is the middle among the rest of the jurisdictions at $197. Their full cost of $398 is above the jurisdictional average of $254. The City’s current fee is most similar to Foster City’s fee of $189, while the calculated full cost is most comparable to Belmont’s fee at $383. 7 DOOR/WINDOW REPLACEMENTS (UP TO 20 WINDOWS)
Building currently charges a fee of $435 for a Door/Window Replacements (up to 20 Windows). For this scenario, we considered 4 windows, valued at $2,000. Through this study, the project team calculated the full cost of this service to be $497. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions.
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
East Palo Alto -
Current Fee
East Palo AltoFull CostBelmont Burlingame Foster City Menlo Park Milbrae EV Charging Station - Residential
Fee Average
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
East Palo Alto -
Current Fee
East Palo AltoFull CostBelmont Burlingame Foster City Menlo Park Millbrae Door/Window Replacements (up to 20 windows)
Fee Average
468

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 54
East Palo Alto’s current fee is the middle among the rest of the jurisdictions at $435. Their full cost of $498 is below the jurisdictional average of $803. The City’s current fee and full cost is most similar to Menlo City’s fee of $445.
8 DEMOLITION MINOR, VALUED AT $10,000
Building currently charges a fee of $545 for a Demolition Minor, Valued at $10,000. Through this study, the project team calculated the full cost of this service to be $406. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions.

East Palo Alto’s current fee is the middle among the rest of the jurisdictions at $545. Their full cost of $407 is below the jurisdictional average of $739. The City’s current fee is most similar to Belmont’s fee of $478, while the calculated full cost is most comparable to Menlo’s fee at $384. 9 COMMUNITY ROOM (AT CITY HALL) - 4 HOURS, RESIDENT RENTAL, MON-FRI Community Services currently charges a fee of $68 for a Community Room (at City Hall) - 4 hours, Resident Rental, Mon-Fri. Through this study, the project team calculated the full cost of this service to be $472. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions.
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
$1,800
East Palo Alto -
Current Fee
East Palo AltoFull CostBelmont Burlingame Foster City Menlo Park Milbrae Demolition - Minor, Valued at $10,000
Fee Average
469

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 55
East Palo Alto’s current fee is the lower among the rest of the jurisdictions at $68. Their full cost of $472 is above the jurisdictional average of $415. The City’s current fee is most similar to Millbrae’s fee of $244, while the calculated full cost is most comparable to Belmont’s fee at $409. 10 COOLEY LANDING EDUCATION CENTER - 8 HOURS, NON-RESIDENT RENTAL, SATSUN Community Services currently charges a fee of $1,232 for a Cooley Landing Education Center - 8 hours, Non-Resident Rental, Sat-Sun. Through this study, the project team calculated the full cost of this service to be $1,672. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions.

East Palo Alto’s current fee is the lower among the rest of the jurisdictions at $1,232. Their full cost of $1,672 is below the jurisdictional average of $2,373. The City’s current fee is most similar to Millbrae’s fee of $1,410, while the calculated full cost is most comparable to Foster City’s fee at $1,690. $0
$200
$400
$600
$800
East Palo Alto -
Current Fee
East Palo AltoFull CostBelmont Burlingame Foster City Menlo Park Milbrae Community Room (at City Hall) - 4 hours, Resident
Rental, Mon-Fri
Fee Average
$0
$1,000
$2,000
$3,000
$4,000
$5,000
East Palo Alto -
Current Fee
East Palo AltoFull CostBelmont Burlingame Foster City Menlo Park Milbrae Cooley Landing Education Center - 8 hours, NonResident Rental, Sat-Sun Fee Average
470

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 56
11 YMCA CITY ROOM - 1 HOUR, NON-PROFIT RENTAL, MON-FRI
Community Services currently charges a fee of $17 for a YMCA City Room - 1 hour, Non-Profit Rental, Mon-Fri. Through this study, the project team calculated the full cost of this service to be $80. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions.

East Palo Alto’s current fee is the lower among the rest of the jurisdictions at $17. Their full cost of $80 is above the jurisdictional average of $71. The City’s current fee is most similar to Millbrae’s fee of $26, while the calculated full cost is most comparable to Burlingame’s fee at $98. 12 PAVILLION RENTAL - 4 HOURS
Community Services currently charges a fee of $68 for a Pavillion Rental - 4 hours. Through this study, the project team calculated the full cost of this service to be $448. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions.

East Palo Alto’s current fee is in the middle among the rest of the jurisdictions at $68. Their full cost of $448 is above the jurisdictional average of $78. The City’s current fee is most similar to Menlo Park’s fee of $60, while the calculated full cost is most comparable to Burlingame’s fee of $130. $0
$20
$40
$60
$80
$100
$120
East Palo Alto -
Current Fee
East Palo AltoFull CostBelmont Burlingame Foster City Menlo Park Milbrae YMCA City Room - 1 hour, Non-Profit Rental, Mon-Fri
Fee Average
$0
$100
$200
$300
$400
$500
East Palo Alto -
Current Fee
East Palo AltoFull CostBelmont Burlingame Foster City Menlo Park Milbrae Pavillion Rental - 4 Hours
Fee Average
471

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 57
13 COMMUNITY EVENT
Community Services currently charges a fee of $182 for a Community Event. Through this study, the project team calculated the full cost of this service to be $1,038. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions.

East Palo Alto’s current fee is in the middle among the rest of the jurisdictions at $182. Their full cost of $1,038 is above the jurisdictional average of $314. The City’s current fee is most similar to Menlo Park’s fee of $125, while the calculated full cost is most comparable to Foster City’s fee of $1,061. 14 ENCROACHMENT PERMIT: MINOR FRONTAGE IMPROVEMENTS SUCH AS

SIDEWALK, CURB, GUTTER, DRIVEWAY
Engineering currently charges a fee of $520 for Encroachment Permit: Minor Frontage Improvements such as sidewalk, curb, gutter, driveway. Through this study, the project team calculated the full cost of this service to be $721. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions.
$0
$200
$400
$600
$800
$1,000
$1,200
East Palo Alto -
Current Fee
East Palo AltoFull CostBelmont Burlingame Foster City Menlo Park Milbrae Community Event
Fee Average
472

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 58
East Palo Alto’s current fee is in the middle when compared to the rest of the jurisdictions at $520. Their full cost of $721 is below the jurisdictional average of $770. The City’s current fee is most similar to Burlingame’s fee of $540, while the calculated full cost is most comparable to Menlo Park’s fee of $670. 15 PUBLIC IMPROVEMENT (PLAN REVIEW & INSPECTION): VALUED AT $50,000 Engineering currently charges a fee of $18,772 for Public Improvement (Plan Review & Inspection):
valued at $50,000. Through this study, the project team calculated the full cost of this service to be $21,981. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions.

East Palo Alto’s current fee is higher when compared to the rest of the jurisdictions at $18,772. Their full cost of $21,981 is above the jurisdictional average of $3,567. The City’s current fee and full cost is most similar to Menlo Park’s fee of $6,160.
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
East Palo Alto -
Current Fee
East Palo AltoFull CostBelmont Burlingame Foster City Menlo Park Milbrae Encroachment Permit: Minor Frontage Improvements
such as sidewalk, curb, gutter, driveway
Fee Average
$0
$5,000
$10,000
$15,000
$20,000
$25,000
East Palo Alto -
Current Fee
East Palo Alto- Full
Cost
Foster City Menlo Park Milbrae
Public Improvement (Plan Review & Inspection):
valued at $50,000
Fee Average
473

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 59
16 PUBLIC IMPROVEMENT (PLAN REVIEW & INSPECTION): VALUED AT $300,000 Engineering currently charges a fee of $37,542 for Public Improvement (Plan Review & Inspection):
valued at $300,000. Through this study, the project team calculated the full cost of this service to be $45,742. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions.

East Palo Alto’s current fee is higher when compared to the rest of the jurisdictions at $37,542. Their full cost of $45,742 is below the jurisdictional average of $18,484. The City’s current fee and full cost is most similar to Menlo Park’s fee of $32,910.
17 STREET ROW VACATION
Engineering currently charges a fee of $4,333 for Street ROW Vacation. Through this study, the project team calculated the full cost of this service to be $4,545. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions. $0
$10,000
$20,000
$30,000
$40,000
$50,000
East Palo Alto -
Current Fee
East Palo Alto- Full
Cost
Foster City Menlo Park Milbrae
Public Improvement (Plan Review & Inspection):
valued at $300,000
Fee Average
$0
$1,000
$2,000
$3,000
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$5,000
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$7,000
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East Palo Alto -
Current Fee
East Palo AltoFull CostBelmont Burlingame Menlo Park Milbrae Street ROW Vacation
Fee Average
474

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 60
East Palo Alto’s current fee is in the middle when compared to the rest of the jurisdictions at $4,333.

Their full cost of $4,545 is above the jurisdictional average of $4,375. The City’s current fee and full cost is most similar to Burlingame’s fee of $6,239.
18 ENCROACHMENT PERMIT - UTILITY CONNECTIONS, EXCAVATIONS, POTHOLING Engineering currently charges a fee of $867 for Encroachment Permit - Utility connections, excavations, potholing. Through this study, the project team calculated the full cost of this service to be $1,033. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions.

East Palo Alto’s current fee is in the middle when compared to the rest of the jurisdictions at $867. Their full cost of $1,033 is below the jurisdictional average of $1,310. The City’s current fee and full cost is most similar to Millbrae’s fee of $933.
19 BMP INSPECTION: 10,000 SQ. FT.

Environmental Services currently charges a fee of $310 for a BMP Inspection: 10,000 sq. ft. Through this study, the project team calculated the full cost of this service to be $364. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions. $0
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
East Palo Alto -
Current Fee
East Palo AltoFull CostBelmont Burlingame Foster City Menlo Park Milbrae Encroachment Permit - Utility connections,
excavations, potholing
Fee Average
475

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 61
East Palo Alto’s current fee is lower among the rest of the jurisdictions at $310. Their full cost of $364 is below the jurisdictional average of $635. The City’s current fee and full cost is most similar to Millbrae’s fee of $370.
20 BMP INSPECTION: 2 ACRES
Environmental Services currently charges a fee of $2,329 for a BMP Inspection: 2 acres. Through this study, the project team calculated the full cost of this service to be $729. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions.

East Palo Alto’s current fee is higher than most of the rest of the jurisdictions at $2,329. Their full cost of $729 is below the jurisdictional average of $2,435. The City’s current fee is most similar to Burlingame’s fee of $1,959, while the calculated full cost is most comparable to Millbrae’s fee of $370. $0
$200
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$800
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$1,200
East Palo Alto -
Current Fee
East Palo Alto- Full
Cost
Belmont Burlingame Milbrae
BMP Inspection: 10,000 sq. ft.

Fee Average
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
East Palo Alto -
Current Fee
East Palo Alto- Full
Cost
Belmont Burlingame Milbrae
BMP Inspection: 2 acres
Fee Average
476

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 62
21 DISCHARGE INSPECTION: 4 HOURS
Environmental Services currently charges a fee of $621 for a Discharge inspection: 4 hours. Through this study, the project team calculated the full cost of this service to be $729. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions.

East Palo Alto’s current fee is in the middle when compared to the rest of the jurisdictions at $2,329.

Their full cost of $729 is below the jurisdictional average of $820. The City’s current fee is most similar to Burlingame’s fee of $638, while the calculated full cost is most comparable to Foster City’s fee of $728. 22 MASTER/COMMON SIGN PROGRAM
Planning currently charges a fee of $3,985 for a Master/Common Sign Program. Through this study, the project team calculated the full cost of this service to be $8,154. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions.

East Palo Alto’s current fee is higher than most of the rest of the jurisdictions at $3,985. Their full cost of $8,151 is above the jurisdictional average of $2,025. The City’s current fee and full cost is most similar to Burlingame’s fee of $2,379.
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East Palo Alto -
Current Fee
East Palo AltoFull CostBelmont Burlingame Foster City Milbrae Discharge inspection: 2 hours
Fee Average
$0
$2,000
$4,000
$6,000
$8,000
$10,000
East Palo Alto -
Current Fee
East Palo AltoFull CostBelmont Burlingame Foster City Menlo Park Milbrae Master/Common Sign Program
Fee Average
477

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 63
23 ZONING CLEARANCE (ADMINISTRATIVE REVIEW)
Planning currently charges a fee of $332 for a Zoning Clearance (Administrative Review). Through this study, the project team calculated the full cost of this service to be $337. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions.

East Palo Alto’s current fee is in the middle when compared to the rest of the jurisdictions at $332. Their full cost of $337 is below the jurisdictional average of $350. The City’s current fee and full cost is most similar to Burlingame’s fee of $212.
24 APPEALS TO PLANNING COMMISSION
Planning currently charges a fee of $9,051 for an Appeals to Planning Commission. Through this study, the project team calculated the full cost of this service to be $9,361. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions. $0
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East Palo Alto -
Current Fee
East Palo Alto- Full
Cost
Burlingame Foster City Menlo Park Milbrae
Zoning Clearance (Administrative Review)
Fee Average
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
$10,000
East Palo Alto -
Current Fee
East Palo AltoFull CostBelmont Burlingame Foster City Menlo Park Milbrae Appeals to Planning Commission
Fee Average
478

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 64
East Palo Alto’s current fee and full cost calculated are than the jurisdictional average of $1,244. The City’s current fee and full cost is most similar to Millbrae’s fee of $4,106. 25 DESIGN REVIEW - ADMINISTRATIVE
Planning currently charges a fee of $4,651 for a Design Review - Administrative. Through this study, the project team calculated the full cost of this service to be $4,715. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions.

East Palo Alto’s current fee is higher than most of the rest of the jurisdictions at $4,651. Their full cost of $4,713 is above the jurisdictional average of $3,693. The City’s current fee and full cost is most similar to Belmont’s fee of $3,559.
26 CONDITIONAL USE PERMITS (CUP)
Planning currently charges a fee of $12,372 for Conditional Use Permits (CUP). Through this study, the project team calculated the full cost of this service to be $14,866. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions. $0
$1,000
$2,000
$3,000
$4,000
$5,000
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$7,000
$8,000
$9,000
East Palo Alto -
Current Fee
East Palo AltoFull CostBelmont Burlingame Foster City Menlo Park Milbrae Design Review - Administrative
Fee Average
479

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 65
With the exception of Belmont at $12,456, East Palo Alto’s current fee is higher than all other surveyed jurisdictions. The City’s full cost of $14,860 is significantly above the jurisdictional average of $5,17 27 FINGERPRINTING (LIVESCAN)
Police currently charges a fee of $25 for Fingerprinting (Livescan). Through this study, the project team calculated the full cost of this service to be $170. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions.

East Palo Alto’s current fee is lower than most of the rest of the jurisdictions at $25. Their full cost of $170 is above the jurisdictional average of $56. The City’s current fee is most similar to Burlingame’s fee of $35, whereas the full cost is most similar to Belmont’s fee of $98. $0
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East Palo Alto -
Current Fee
East Palo AltoFull CostBelmont Burlingame Foster City Menlo Park Milbrae Conditional Use Permit (CUP)
Fee Average
$0
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$180
East Palo Alto -
Current Fee
East Palo AltoFull CostBelmont Burlingame Foster City Menlo Park Fingerprinting (Livescan)
Fee Average
480

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 66
28 CLEARANCE LETTER
Police currently charges a fee of $15 for a Clearance Letter. Through this study, the project team calculated the full cost of this service to be $127. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions.

East Palo Alto’s current fee is lower than most of the rest of the jurisdictions at $15. Their full cost of $127 is above the jurisdictional average of $33. The City’s current fee is most similar to Millbrae’s fee of $17, whereas the full cost is most similar to Belmont’s fee of $49. 29 VEHICLE RELEASE: DURING NORMAL BUSINESS HOURS
Police currently charges a fee of $25 for Vehicle Release: during normal business hours. Through this study, the project team calculated the full cost of this service to be $49. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions. $0
$20
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East Palo Alto -
Current Fee
East Palo AltoFull CostBelmont Burlingame Foster City Menlo Park Milbrae Clearance Letter
Fee Average
$0
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East Palo Alto -
Current Fee
East Palo AltoFull CostBelmont Burlingame Menlo Park Milbrae Vehicle Release: During normal business hours
Fee Average
481

EAST PALO ALTO FEE STUDY REPORT
MATRIX CONSULTING GROUP 67
East Palo Alto’s current fee is lower than most of the rest of the jurisdictions at $25. Their full cost of $49 is below the jurisdictional average of $133. The City’s current fee and full cost is most similar to Belmont’s fee of $98.
30 PERMIT REVIEW - PRIVATE SECURITY COMPANY - CSO REVIEW Police currently charges a fee of $359 for Permit Review – Private Security Company – CSO Review.

Through this study, the project team calculated the full cost of this service to be $137. The following graph shows how East Palo Alto’s current fee and full cost compares to surveyed jurisdictions.

East Palo Alto’s current fee is higher than most of the rest of the jurisdictions at $359. Their full cost of $137 is below the jurisdictional average of $594. The City’s current fee is most similar to Belmont’s fee of $293, whereas the full cost is most similar to Foster City’s fee of $106.

SUMMARY
Overall, East Palo Alto generally has current fees that are lower, or in the middle when compared to the fees of the other surveyed jurisdictions. Of the surveyed jurisdictions, East Palo Alto’s current fees are most comparable with Burlingame, Menlo, & Millbrae, while the City’s full cost calculated is most comparable to fees charged by Belmont, Burlingame, & Millbrae. It is important to note that the results of this survey only show the fees adopted by the council, not the cost recovery policy decisions for departments or a jurisdiction. As such, the results of this survey should be used as a secondary decisionmaking tool. $0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
East Palo Alto -
Current Fee
East Palo Alto- Full
Cost
Belmont Burlingame Foster City
Permit Review - Private Security Company - CSO
Review: CSO Review
Fee Average
482
Fee Name Unit Current Fee Total Cost Proposed Fee
Miscellaneous Fees
Photocopy:

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

8.5" x 11" (color single side) Each $0.25 $0.25 $0.25
Finance Department
Checks Returned by Bank or Financial Institution Due to Insufficient Funds First Returned Check Per Check $25 $25 $25
Each Additional Check Per Check $35 $35 $35
Overdue Invoices Per Annum
$10 or 10% whichever
is greater
$10 or 10% whichever
is greater
Credit Card Surcharge % of Transaction New 3.50%
Planning
Pre-Application Fees
Hourly Pre-Application (1 hr. minimum) Per Hour $332 $337 $337 Pre-Application Services for Projects Subject to City's Pre-Application Ordinance Deposit $11,624 $8,312 $8,312 Preliminary Ministerial Review Hourly (2 hr. minimum) Per Hour $332 $337 $337 Appeals
Appeals to City Council (if initiated by City Council - no charge) Each $9,051 $9,361 $9,361 Appeals to Planning Commission Each $9,051 $9,361 $9,361 Subdivision
Certificate of Compliance Each $5,148 $2,147 $2,147
Condominium Conversion Deposit $40,523 $41,000 $41,000
Final Maps Planning Review of Engineering Application
4 lots or less Each $4,982 $1,682 $1,682
5 - 25 lots Each $5,646 $2,020 $2,020
>25 lots Each $6,311 $2,357 $2,357
Lot Line Adjustment Each $5,315 $2,695 $2,695
Lot Line Merger Each $5,315 $2,695 $2,695
Tentative Map
4 lots or less Each $16,607 $8,354 $8,354
5 - 25 lots Each $23,251 $10,042 $10,042
>25 lots Deposit $45,172 $11,730 $11,730
Tentative Map Extension Each $9,965 $2,731 $2,731
Tentative Map Modification Each $10,628 $3,744 $3,744
Design Review*
Administrative Each $4,651 $4,715 $4,715
Planning Commission Review Each $14,947 $14,866 $14,866 Garage Conversions / Minor ADR (400 s-f. or less) Per Hour $332 $337 $337 Permit Adjustment Minor Each New $693 $693
Permit Adjustment Major Each New $1,345 $1,345
Legislative Actions
General Plan Amendment Deposit $21,590 $22,000 $22,000
Planned Unit Development Deposit $21,590 $15,000 $15,000 Zone Change/Text Amendment Deposit $21,590 $12,000 $12,000 Tree Removal*
1-2 trees Base $404 $506 $506
3 or more Per Tree $288 $29 $29
Signage*
Master/Common Sign Program Each $3,985 $8,154 $8,154
Permanent Sign Per Sign $865 $1,048 $1,048
Temporary Sign Per Sign $230 $494 $494
Use Permit*
Administrative Use Permit (AUP) / Special Use Permit (SUP) Each $3,985 $4,715 $4,715 Conditional Use Permits (CUP) Each $12,372 $14,866 $14,866 Public Convenience/Necessity Application - Filing Fees Each $12,372 $1,775 $1,775 Renewal /Modification to Conditions
AUP / SUP Each $2,882 $2,900 $2,900
CUP Each $9,383 $7,269 $7,269
Temporary Use Permit
Minor Each Modified $337 $337
Administrative Each Modified $2,734 $2,734
Major Each Modified $4,715 $4,715
Major TUP Annual Renewal Each $1,728 $1,386 $1,386
Zoning Relief
Parking Exception Per Hour $332 $337 $337
Variance Each Modified $3,406 $3,406
Environmental
Categorical Exemption
Standard Each $1,661 $1,386 $1,386
Infill/Other
Staff Led Each $3,412 $3,412
Consultant Cost Deposit Actual Cost Actual Cost Actual Cost Initial Study
Consultant Cost Deposit Actual Cost Actual Cost Actual Cost Initial Study - Mitigated Negative Declaration/ Negative Declaration Consultant Cost (Will include a 15% staff management fee) Deposit Actual Cost Actual Cost Actual Cost 483
Fee Name Unit Current Fee Total Cost Proposed Fee
Environmental Impact Studies (EIR)
EIR Report - Consultant Cost (Will include a 15% staff management fee) Deposit Actual Cost Actual Cost Actual Cost Mitigation Monitoring - one-time Each $3,886 $3,749 $3,749 Notice of Determination (NOD) - CEQA Filing Each Per State Per State Per State Zoning Clearance (Administrative Review)
Other Accessory Per Hour $332 $337 $337
Other Administrative Fees
Building Permit Review
Minor Res- Improvement Each $697 $337 $337
Tenant Improvements Each $2,823 $1,012 $1,012
Addition of s. f. Each $2,259 $337 $337
New SFD Each $1,496 $337 $337
New Multifamily Each $6,145 $1,350 $1,350
New Commercial Each $6,145 $1,350 $1,350
Miscellaneous Planning
Noticing/Special Noticing (each mailing) Each $664 $675 $675 Newspaper Ad Publication Deposit $400 $400 $400
Written Determination by City Planning Manager Each $1,661 $1,422 $1,422 Planning Hourly Fee (1 hr. minimum) Per Hour $332 $337 $337 Refund Administrative Fee Each Per Policy Per Policy Per Policy $0
*Note: Time extensions will be charged at 10% of base Permit fee Code Enforcement
Code Enforcement Investigation Per Hour New $185 $185
Recording & Removal of Liens Each New $600 $600
Notary Each $15 $15 $15
Engineering
Grading - Plan Review
< 50 Cubic Yards Each $2,888 $4,335 $4,335
50 - 100 Cubic Yards Each $2,888 $4,335 $4,335
101-500 Cubic Yards Each $5,776 $6,098 $6,098
> 501 Cubic Yards Deposit $17,328 $17,357 $17,357
Grading - Inspection
< 50 Cubic Yards Each $2,888 $5,586 $5,586
50 - 100 Cubic Yards Each $4,333 $8,594 $8,594
101-500 Cubic Yards Each $17,328 $21,485 $21,485
> 501 Cubic Yards Deposit $23,050 $25,782 $25,782
Public Improvements - Plan Review
Base fee up to $10,000 Base $2,888 $3,271 $3,271
Base fee at $10,000 Base $2,888 $3,271 $3,271
Each add'l $10,000 or fraction thereof
Each add'l $10,000 or fraction
thereof $2,888 $3,066 $3,066
Base fee at $50,000 Base $14,439 $15,535 $15,535
Each add'l $10,000 or fraction thereof
Each add'l $10,000 or fraction
thereof $1,732 $2,174 $2,174
Base fee at $100,000 Base $23,103 $26,404 $26,404
Each add'l $10,000 or fraction thereof
Each add'l $10,000 or fraction
thereof $289 $1,087 $1,087
Base fee above $500,000 Deposit $34,654 $37,169 $37,169 Public Improvements - Inspection
Base fee up to $10,000 Base $1,444 $2,149 $2,149
Base fee at $10,000 Base $1,444 $2,149 $2,149
Each add'l $10,000 or fraction thereof
Each add'l $10,000 or fraction
thereof $721 $1,074 $1,074
Base fee at $50,000 Base $4,333 $6,446 $6,446
Each add'l $10,000 or fraction thereof
Each add'l $10,000 or fraction
thereof $2,021 $2,578 $2,578
Base fee at $100,000 Base $14,439 $19,337 $19,337
Each add'l $10,000 or fraction thereof
Each add'l $10,000 or fraction
thereof $506 $1,289 $1,289
Base fee above $500,000 Deposit $34,654 $38,674 $38,674 Encroachment Permit
Minor Frontage Improvements such as sidewalk, curb, gutter, driveway Each $520 $721 $721 Utility connections, excavations, potholing Each $867 $1,033 $1,033 Temporary closure of sidewalk, bike/vehicle lane(s), street Each $867 $1,033 $1,033 Any other work encroaching into the public right-of-way Each $867 $1,033 $1,033 Street Cut Fee Each $867 $1,033 $1,033
Encroachment Permit - Other
Administration and Coordination of Water Meter Each New $402 $402 Debris Box / Temporary Storage Per Week $1,155 $1,234 $1,234 Traffic Control Plan Review Per Street $1,155 $1,192 $1,192 Traffic Control Field Inspection/Monitoring Per Day $1,155 $537 $537 Hauling Per Week New $617 $617
Parking Restriction in the Right of Way Each New $506 $506 Final Parcel Map / Tract Map: City Admin Cost (consultant costs are passed through to applicant)
Parcel Map (4 Lots Less) Each $4,333 $4,545 $4,545
Tract Map (5 or More Lots) Each $5,776 $6,061 $6,061
484
Fee Name Unit Current Fee Total Cost Proposed Fee
Certificate of Compliance / Street Right-of-Way (ROW) Vacation Certificate of Compliance Each $4,333 $4,545 $4,545
Street ROW Vacation Each $4,333 $4,545 $4,545
Transportation Permit
Single Trip Per Trip $18 $16 $16
Annual Yearly $103 $90 $90
Administrative Fees
Request for Letter (e.g.- Flood Hazard Letter) Each $289 $750 $750 Bond Administration and Release Each $289 $375 $375
4th and Subsequent Plan Review Fee Each $867 $937 $937
Re-inspection Fee Each $867 $1,074 $1,074
After-Hours Inspection (minimum 4 hours) Hourly $326 $253 $253 Staff Augmentation / Technical Review Houlr New $252 $252 Planning Application Review / Support
Tentative Maps (4 lots or less) Each $2,888 $5,811 $5,811 Tentative Maps (5 lots or more) Each $4,333 $5,811 $5,811 Tentative Map Extension / Modification Each $1,444 $3,915 $3,915 Second Unit Permit Each $577 $750 $750
Use Permit (all types) Each $577 $750 $750
Hourly Pre-Application Each $289 $473 $473
Lot Line Adjustment Each $4,333 $4,545 $4,545
Lot Line Merger Each $4,333 $4,545 $4,545
Building Plan Review / Support
Minor Residential Improvement Each $347 $375 $375
Tl (Tenant Improvement) or Addition of square feet Each $577 $750 $750 New SFD (Single Family/ Dwelling) Each $1,155 $1,500 $1,500 New Multifamily or Commercial Each $2,311 $3,000 $3,000 Environmental Services Programs
NPDES
BMP Inspection:
2,500 to 10,000 square feet Each $310 $364 $364
10,001 square feet to 1 acre Each $777 $547 $547
1 acre to 5 acres Each $2,329 $729 $729
5+ acres Each Modified $1,094 $1,094
C.4 Inspection:

Low Priority Each $156 $547 $547
High Priority Each $388 $547 $547
Discharge Inspection:

Initial Inspection (3 Hours) Each $465 $547 $547
Each Additional Hour Hourly $156 $182 $182
Monitoring, Sampling or Testing, Lab analysis, cost, and rental equipment charges Deposit Actual Cost Actual Cost Actual Cost Illicit Discharge Clean-Up in the Public Right-of-Way:

Initial Inspection (3 Hours) Each $465 $547 $547
Each Additional Hour Hourly $156 $182 $182
Vacant Property Inspections, Illegal Dumping, Encampments, etc. Per Inspection $310 $319 $319 Administrative Citation
Minor Discarge (inert substance) Each $116 $116
Major Discharge (non-inert substance, per storm drain impact) Each $1,153 $1,153 Other Services Not Listed Hourly $156 $182 $182
Stormwater Design Review
Single Family Each $40 $729 $729
Other:
2,500 to 10,000 square feet Each $310 $364 $364
10,001 square feet to 1 acre Each $777 $547 $547
1 acre to 5 acres Each $2,329 $729 $729
5+ acres Each $545 $1,094 $1,094
Water Efficiency Landscape Ordinance Plan Review
80% or more low-to-no water use Per Acre $232 $1,459 $1,459 80% or less low-to-no water use Per Acre $933 $1,459 $1,459 Solid Waste Enclosure Design Review
Less than 1 acre or low concern projects Each Modified $364 $364 1 acre or high concern projects Each Modified $729 $729 Misc. Fees
Each Additional Plan Review after first three reviews Hourly $156 $182 $182 Environmental Impact Studies (EIR) Each $777 $912 $912
Building
Building Permit and Plan Check
Building Plan Check - Single Family Residential
Base fee up to $5,000 Base $218 $246.45 $246.45
Base fee at $5,000 Base $218 $246.45 $246.45
Each additional $1,000 or fraction thereof Each additional $1,000 $21.77 $30.81 $30.81 Base fee at $25,000 Base $653 $862.58 $862.58
Each additional $1,000 or fraction thereof Each additional $1,000 $8.71 $24.65 $24.65 Base fee at $50,000 Base $871 $1,478.70 $1,478.70
Each additional $1,000 or fraction thereof Each additional $1,000 $8.71 $49.29 $49.29 485
Fee Name Unit Current Fee Total Cost Proposed Fee
Base fee at $100,000 Base $1,307 $3,943.20 $3,943.20
Each additional $1,000 or fraction thereof Each additional $1,000 $3.27 $14.79 $14.79 Base fee at $500,000 Base $2,612 $9,858.00 $9,858.00
Each additional $1,000 or fraction thereof Each additional $1,000 $2.06 $7.39 $7.39 Base fee at $1,000,000 Base $3,647 $13,554.75 $13,554.75 Each additional $1,000 or fraction thereof Each additional $1,000 $2.06 $1.23 $1.23 Base fee at $5,000,000 Base $11,887 $18,483.75 $18,483.75 Each additional $1,000 or fraction thereof Each additional $1,000 $2.06 $2.46 $2.46 Base fee at $10,000,000 Base $22,187 $30,806.25 $30,806.25 Each additional $1,000 or fraction thereof Each additional $1,000 $2.06 $1.23 $1.23 Building Permit/Inspection - Single Family Residential
Base fee up to $5,000 Base $218 $796.45 $796.45
Base fee at $5,000 Base $218 $796.45 $796.45
Each additional $1,000 or fraction thereof Each additional $1,000 $21.77 $59.73 $59.73 Base fee at $25,000 Base $653 $1,991.11 $1,991.11
Each additional $1,000 or fraction thereof Each additional $1,000 $8.71 $55.75 $55.75 Base fee at $50,000 Base $653 $3,384.90 $3,384.90
Each additional $1,000 or fraction thereof Each additional $1,000 $17.42 $51.77 $51.77 Base fee at $100,000 Base $1,525 $5,973.34 $5,973.34
Each additional $1,000 or fraction thereof Each additional $1,000 $7.08 $9.96 $9.96 Base fee at $500,000 Base $4,355 $9,955.57 $9,955.57
Each additional $1,000 or fraction thereof Each additional $1,000 $5.66 $9.96 $9.96 Base fee at $1,000,000 Base $7,185 $14,933.36 $14,933.36 Each additional $1,000 or fraction thereof Each additional $1,000 $5.66 $6.22 $6.22 Base fee at $5,000,000 Base $29,825 $39,822.30 $39,822.30 Each additional $1,000 or fraction thereof Each additional $1,000 $5.66 $3.98 $3.98 Base fee at $10,000,000 Base $58,125 $59,733.44 $59,733.44 Each additional $1,000 or fraction thereof Each additional $1,000 $5.66 $1.99 $1.99 Building Plan Check - Commercial/Multi-Family/Industrial Base fee up to $5,000 Base $218 $246.45 $246.45
Base fee at $5,000 Base $218 $246.45 $246.45
Each additional $1,000 or fraction thereof Each add'l $1,000 $24.20 $16.43 $16.43 Base fee at $50,000 Base $1,307 $985.80 $985.80
Each additional $1,000 or fraction thereof Each add'l $1,000 $60.98 $29.57 $29.57 Base fee at $100,000 Base $4,355 $2,464.50 $2,464.50
Each additional $1,000 or fraction thereof Each add'l $1,000 $16.33 $24.65 $24.65 Base fee at $500,000 Base $10,887 $12,322.50 $12,322.50 Each additional $1,000 or fraction thereof Each add'l $1,000 $108.87 $5.91 $5.91 Base fee at $1,000,000 Base $16,332 $15,279.90 $15,279.90 Each additional $10,000 or fraction thereof Each add'l $10,000 $33.63 $40.53 $40.53 Base fee at $10,000,000 Base $46,597 $51,754.50 $51,754.50 Each additional $10,000 or fraction thereof Each add'l $10,000 $33.63 $61.61 $61.61 Base fee at $20,000,000 Base $56,686 $113,367.00 $113,367.00 Each additional $10,000 or fraction thereof Each add'l $10,000 $33.63 $68.51 $68.51 Base fee at $50,000,000 Base $157,576 $318,906.30 $318,906.30 Each additional $10,000 or fraction thereof Each add'l $10,000 $33.63 $59.44 $59.44 Base fee at $100,000,000 Base $325,726 $616,125.00 $616,125.00 Each additional $10,000 or fraction thereof Each add'l $10,000 $33.63 $9.24 $9.24 Base fee at $500,000,000 Base $1,670,926 $985,800.00 $985,800.00 Each additional $10,000 or fraction thereof Each add'l $10,000 $33.63 $4.62 $4.62 Building Permit/Inspection - Commercial/Multi-Family/Industrial Base fee up to $5,000 Base $218 $298.67 $298.67
Base fee at $5,000 Base $218 $298.67 $298.67
Each additional $1,000 or fraction thereof Each add'l $1,000 $14.52 $46.46 $46.46 Base fee at $50,000 Base $871 $2,389.34 $2,389.34
Each additional $1,000 or fraction thereof Each add'l $1,000 $13.07 $51.77 $51.77 Base fee at $100,000 Base $1,525 $4,977.79 $4,977.79
Each additional $1,000 or fraction thereof Each add'l $1,000 $15.79 $11.45 $11.45 Base fee at $500,000 Base $7,839 $9,557.35 $9,557.35
Each additional $1,000 or fraction thereof Each add'l $1,000 $156.78 $10.75 $10.75 Base fee at $1,000,000 Base $15,678 $14,933.36 $14,933.36 Each additional $10,000 or fraction thereof Each add'l $10,000 $90.25 $98.45 $98.45 Base fee at $10,000,000 Base $96,897 $103,537.97 $103,537.97 Each additional $10,000 or fraction thereof Each add'l $10,000 $90.25 $103.54 $103.54 Base fee at $20,000,000 Base $123,972 $207,075.93 $207,075.93 Each additional $10,000 or fraction thereof Each add'l $10,000 $90.25 $69.03 $69.03 Base fee at $50,000,000 Base $394,722 $414,151.87 $414,151.87 Each additional $10,000 or fraction thereof Each add'l $10,000 $90.25 $124.25 $124.25 Base fee at $100,000,000 Base $845,972 $1,035,379.67 $1,035,379.67 Each additional $10,000 or fraction thereof Each add'l $10,000 $90.25 $25.88 $25.88 Base fee at $500,000,000 Base $4,455,972 $2,070,759.35 $2,070,759.35 Each additional $10,000 or fraction thereof Each add'l $10,000 $90.25 $12.94 $12.94 Miscellaneous Fees - Flat Rate Permits
Demolition Minor Flat $545 $406 $406
Commercial Demoliton
Refer to Valuation
Table
Refer to Valuation
Table
Refer to Valuation
Table
486
Fee Name Unit Current Fee Total Cost Proposed Fee
ADU Building Permit Resource Center Fee Each New $1,700 $0 Single Family Dwelling Remodels (No Modifications to Walls):

Kitchen Remodel Flat Modified $1,042 $700
Bathroom Remodel Flat Modified $843 $843
Door/Window Replacements (up to 20 Windows):

Up to 4 Windows Flat $435 $497 $300
More than 4 and up to 20 Windows Flat $545 $696 $420
Greater than 20 Windows
Refer to Valuation
Table
Refer to Valuation
Table
Refer to Valuation
Table
Fences:

Over 7 ft - 64 l.f. Flat $327 $398 $398
Over 7 ft - Each additional 16 l.f. over 64 l.f. Each Addl. 16 l.f. $54 $66 $66 Non-Wood Fence CMU fence
Refer to Valuation
Table
Refer to Valuation
Table
Refer to Valuation
Table
Photovoltaic Systems (Solar Systems):

Solar - Residential Each $435 $445 $250
Solar - Commercial Each
Up to 50 kW Each $871 $1,336 $1,336
51kW - 250kW Each Modified $3,071 $3,071
250+kW Each Modified $6,446 $6,446
Property Research/Site Inspection for Business License Each $545 $199 $199 Re-roof: - Residential
Up to 10,000 sq. ft. (No structural modification) Flat $435 $597 $400 Structural or Non-structural greater than 10,000 sq. ft.

Refer to Valuation
Table
Refer to Valuation
Table
Refer to Valuation
Table
Electric Vehicle Charging Station (Residential)
Residential Flat $197 $398 $200
Commercial
Refer to Valuation
Table
Refer to Valuation
Table
Refer to Valuation
Table
Mechanical, Plumbing, Electrical Permit Fees
Processing Fee - MEP % of Permit Fee New 40% 40%
MEP Inspections & Plan Check
Water Heaters and Residential Commodes Each $144 $199 $150 Residential/Simple Standalone MPE Permit: (fee includes up to 3 from the list below)
Simple Mechanical Items:

Addition to Each heating appliance, refrigeration unit, cooling unit, absorption unit, or Each heating, cooling, absorption, or
evaporative cooling system. Each $202 $199 $199
HVAC change out - existing dwelling Each $202 $199 $199 Air-handling unit over 10,000 CFM Each $202 $398 $398
Evaporative cooler Each $202 $398 $398
Ventilation fan connected to a single duct Each $202 $199 $199 Hood and duct system Each $202 $398 $398
Duct systems Each $202 $199 $199
Miscellaneous mechanical (wall furnace, condensing units, gas outlet/gas test, etc.) Each $202 $199 $199
Other simple mechanical Each $202 $199 $199
Simple Electrical Items:

Receptacle, switch, and lighting outlets and fixtures
1-20 devices Each $202 $398 $398
Each Additional 20 Devices Each Add'l 20 Devices $202 $199 $199 Pole or platform-mounted lighting fixtures Each $202 $199 $199 Residential appliances
1-5 devices Each $202 $199 $199
Each Additional 5 Devices Each Add'l 5 Devices $202 $199 $199 Appliances not exceeding one horsepower (HP), kilowatt
(KW), or kilovolt-ampere (KVA), in rating Each $202 $199 $199 Busways Each $202 $199 $199
Trolley and plug-in-type busways - Each 100 feet or fraction thereof Each $202 $199 $199
Signs, outline lighting, and marquees Each $202 $199 $199 Signs, outline lighting, or marquees supplied from one branch circuit Each $202 $199 $199
Services of 600 volts or less and not over 400 amperes in rating Each $202 $199 $199
Miscellaneous apparatus, conduits, and conductors Each $202 $199 $199 Residential swimming pools Each $202 $298 $298
Portable generators less than 10,000 W Each $202 $199 $199 Temporary power panel/service Each $202 $199 $199
Temporary power pole Each $202 $199 $199
Other simple electrical Each $202 $199 $199
Simple Plumbing Items:

Plumbing fixtures Per 3 Fixtures $202 $199 $199
Building sewer Each $202 $398 $200
Rainwater systems Each $202 $199 $199
Industrial waste pretreatment interceptor Each $202 $398 $398 Water piping system and/or water treating equipment Each $202 $199 $199 487
Fee Name Unit Current Fee Total Cost Proposed Fee
Repair or alteration of drainage or vent piping system Each $202 $199 $199 Lawn sprinkler systems Each $202 $199 $199
Backflow devices Each $202 $199 $199
Atmospheric-type vacuum breakers Each $202 $199 $199
Gas test Each $202 $199 $199
Gas outlets
1-4 fixtures Each $202 $199 $199
Each Additional 4 Fixtures Each Add'l 4 Fixtures $202 $199 $199 Solar water systems Each $202 $199 $199
Other simple plumbing Each $202 $199 $199
Additional Plan Review / Inspection Services
Complex/Commercial Standalone MEP Permits Based on Valuation Based on Valuation Based on Valuation Alternative Means and Methods Hourly $218 $222 $222
Extension Requests for Building Permits Hourly $218 $184 $184 Replacement of Job Card (Building Permit Card) Each Hourly $109 $84 $84 Deferred Submittals Hourly $218 $238 $238
Inspection Supplemental Fee (Projects that require more inspections than average, the Building Official may charge additional inspection fees) Hourly $218 $196 $196
Accessibility Hardship Exemption Hourly $218 $227 $227
Additional Plan Check required by changes, additions, or revisions to plans Hourly $218 $238 $238
Plan Check for Planning Entitlement Projects Hourly $218 $238 $238 Appeals:

Appeal to Building Official Each $575 $629 $629
Appeal to City Council Each $575 $1,049 $1,049
Certificate of Occupancy / Temporary Certificate of Occupancy Hourly Each $435 $204 $204 Fire Damage Inspection Each $692 $196 $196
Inspections outside of normal business hours Hourly $247 $234 $234 Pre-Site Inspection / Re-inspection - SFD Hourly Each $218 $196 $196 Pre-Site Inspection / Re-inspection - Other than SFD Hourly Each $327 $196 $196 Records Research Per 30 Minutes $109 $91 $91
Reproduction of Plans Per Page New $168 $168
Written Interpretation of Building Code Hourly Each $435 $205 $205 Temporary Use Permit
Normal Business Hours Hourly Each $327 $196 $196
After Hours Hourly Each $327 $230 $230
Address Assignment Each $664 $337 $337
Surcharges
General Plan Maintenance Fee % of Building Permit 25.30% 27.40% 27.40% Ravenswood Business District (RBD) Specific Plan Maintenance Fee Per Sq. Ft. New $0.26 $0.26 Housing
Inclusionary Housing Agreement Recordation (Resale Restriction, Deed of Trust, Regulatory Agreement)1* Each New $616 $616
Below Market Rate (BMR) Fees
Monthly Monitoring Fee (Contracted Out)2 Per Unit New $126 $126 Sale or Resale (Contracted Out) % of Loan New 3% 3%
Compliance Fee3 Per Incident New $411 $411
Monthly Loan Servicing - Amortized Loan (Contracted Out) Per Unit New Actual Cost Actual Cost Monthly Loan Servicing - Deferred Loan (Contracted Out) Per Unit New Actual Cost Actual Cost Loan Set-Up (Contracted Out) Each New Actual Cost Actual Cost Loan Foreclosure (Contracted Out) Each New Actual Cost Actual Cost Affordable Housing Compliance Plan (Not Recorded)
Application:

Application Process Each New $532 $532
Alternative Compliance Application Review
4 units or less Each New $1,671 $1,671
5 units or more Each New $3,343 $3,343
Application Modification / Amendment Each New $266 $266 Review of Household Occupancy Eligibility (Initial Lease-Up / Change of Occupancy) Per Unit New $205 $205
Review of Waiver, Adjustment or Reduction Request Per Unit New $272 $272 Rent Registry4
Residential Inspection Upon Change in Occupancy Per Unit New $330 $330 Annual Monitoring Compliance Fee - Just Cause Units Per Unit New $53 $53 Annual Monitoring Compliance Fee - Fully Exempt Units Per Unit New $37 $37 $0
1 100% Affordable Housing is exempt $0
2 Monthly fee for the term of affordability for units of affordable housing development agreements starting 7/1/2025 $0
3 Per non-compliance incident $0
4 Any Housing not under rent stablization ordinance $0
*County Fees may apply $0
Rent Stablizations
Annual Registration Per Year Per Unit $234 $369 $369
Cloud-Storage Per Unit Registered $20 $20 $20
Ellis Act Withdrawn Property Administrative Fee Per Unit Application $405 $309 $309 488
Fee Name Unit Current Fee Total Cost Proposed Fee
Late Processing Fee:

Failure to File before Jan. 31st Each $25 $25
Failure to Submit Statement Withing 30 Days After Receipt of the Notice Each $50 $50 Appeal to the Board:

Filing of Appeal Base $100 $1,175 $1,175
Each Additional Unit Each Addl Unit $5 $587 $587
Landlord Petition:

First Installment
First Unit Base $75 $83 $83
Each Additional Unit in the Same Building Each Addl Unit $35 $41 $41 Second Installment
First Unit Base $35 $55 $55
Each Additional Unit in the Same Building Each Addl Unit $25 $27 $27 Tenant Petition:

First Installment
First Unit Base $25 $35 $35
Each Additional Unit in the Same Building Each Addl Unit $15 $17 $17 Second Installment
First Unit Base $25 $23 $23
Each Additional Unit in the Same Building Each Addl Unit $10 $11 $11 Police
Fingerprinting (Livescan) Each $25 $170 $170
Vehicle Release:

During Regular Business Hours Each $25 $49 $49
During Nights or Weekends or Holidays Each $145 $193 $193 Tow Company Cost Each Actual Cost Actual Cost Actual Cost Repossession - Verification Fee Each $15 $15 $15
Proof of Correction Citation - Sign-off Each $25 $25 $25 Clearance Letter Each $15 $127 $127
Permit Review - Private Security Company - CSO Review:

CSO Review Per Hour Each $359 $137 $137
Executive Review Per Hour Each $359 $250 $250
False Alarm Response - (charge is per response after first two responses within a single calendar year) Per Officer $65 $65
Loud Party Response
Per Minute / Per Officer / Per
Dispatcher Actual Cost Actual Cost Actual Cost
Assistance to Planning Division Security Plan Review for New Business:

CSO Review Per Hour Each $462 $137 $137
Executive Review Per Hour Each $462 $250 $250
Redaction Services - Body Worn Camera Video (Contractor):

City Processing Per Hour Each $128 $186 $186
Consultant Cost Each Actual Cost Actual Cost Actual Cost Officer Support of City Special Events:

Officer Hourly - Per Officer $128 $223 $223
Sgt Hourly - Per Officer $128 $255 $255
Captain Hourly - Per Officer $128 $250 $250
Community Service Officer Hourly - Per Officer $128 $137 $137 Community Services
Special Event Permit - Application Processing
Community Event Category 2 Events Each $182 $1,038 $500 Parade/Street Closure Category 3 Events Each $489 $2,132 $500 Police - Alcohol Distribution Per Event $65 $61 $61
Special Event Permit - On-Site Event Support
Community Services
Business Hours Hourly $236 $106 $106
After Business Hours Hourly $255 $112 $112
Overtime / Holiday Rate Hourly New $119 $119
Security Guard Hourly $60 $65 $65
Building Facility Rental Fees
Residents of East Palo Alto
Community Room (at City Hall)
Non Peak Day Rental (Mon-Fri) Hourly $17 $118 $47
Peak Day Rental (Sat-Sun) Hourly $17 $118 $59
Cooley Landing Education Center
Non Peak Day Rental (Mon-Fri) Hourly $87 $209 $84
Peak Day Rental (Sat-Sun) Hourly $87 $209 $105
YMCA City Room
Non Peak Day Rental (Mon-Fri) Hourly $17 $80 $32
Peak Day Rental (Sat-Sun) Hourly $17 $80 $40
Non-Residents of East Palo Alto
Community Room (at City Hall)
Non Peak Day Rental (Mon-Fri) Hourly $41 $118 $118
Peak Day Rental (Sat-Sun) Hourly $41 $118 $118
Cooley Landing
Non Peak Day Rental (Mon-Fri) Hourly $154 $209 $209
Peak Day Rental (Sat-Sun) Hourly $154 $209 $209
489
Fee Name Unit Current Fee Total Cost Proposed Fee
YMCA City Room
Non Peak Day Rental (Mon-Fri) Hourly New $80 $80
Peak Day Rental (Sat-Sun) Hourly New $80 $80
Non-Profit
Community Room (at City Hall)
Non Peak Day Rental (Mon-Fri) Hourly New $118 $30
Peak Day Rental (Sat-Sun) Hourly New $118 $30
Cooley Landing
Non Peak Day Rental (Mon-Fri) Hourly New $209 $52
Peak Day Rental (Sat-Sun) Hourly New $209 $52
YMCA City Room
Non Peak Day Rental (Mon-Fri) Hourly New $80 $20
Peak Day Rental (Sat-Sun) Hourly New $80 $20
Park Facility Rental Fees
All Locations - rental of park, pavilion, or barbeque areas for special events Hourly $17 $112 $50 Equipment Rentals
Community Room
Projector Each New $15 $15
Table Covers Per Table Per Day New $0.75 $10
City Room
Television Each New $12 $20
Cooley Landing
Projector Each New $15 $15
Table Covers Per Table Per Day New $0.75 $10
East Palo Alto Sanitary District
Plan Check
Additional Plan Review Per Hour $236 $236 $236
Plan Check - New
House Each $800 $708 $708
ADU (Detahced) Each $800 $708 $708
MFR Each $800 $944 $944
COM Each $800 $944 $944
IND Each $800 $944 $944
Plan Check - Remodeling / Existing
SFR Each $400 $472 $472
ADU Each $400 $472 $472
MFR Each $400 $472 $472
COM Each $400 $472 $472
IND Each $400 $472 $472
Inspections
Lateral Each $200 $992 $992
Additional Inspections Per Hour $496 $496 $496
Permit Application (T1, T2, T3)
SFR (T1) Each $100 $149 $149
ADU (T1) Each $100 $149 $149
MFR (T2) Each $100 $149 $149
COM (T3) Each $100 $149 $149
IND (T3) Each $100 $149 $149
Main Line Extension
Main Line Extension Permit Per Hour New $236 $236
490
POLICY AND ACTION 14.1

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: September 16, 2025
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Matt Vining, Utility Manager
Humza Javed, Public Works Director
SUBJECT: Restated Water Supply Agreement and Updated Tier 2 Drought Response Implementation Plan Amendments
Recommendation
Adopt two resolutions:

2. Approving the Tier 2 Drought Response Implementation Plan.

Executive Summary
This report provides an overview of two important water supply reliability contract actions:

1. An amendment to the Amended and Restated Water Supply Agreement between the City and County of San Francisco and Wholesale Customers in Alameda County, San Mateo County and Santa Clara County (WSA): This amendment addresses three key areas:
a. Minimum Purchase Requirements: Modifies Minimum Purchase requirements to align with evolving water supply conditions.
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b. Tier 1 Water Shortage Allocation Plan (Tier 1 Plan): Establishes a new method for considering collective Wholesale Customer SFPUC purchases when determining how excess use charges will be applied.
c. Updates: Revisions to address discrete issues that arose over the course of implementing the WSA.

2. An updated Tier 2 Drought Response Implementation Plan (Tier 2 Plan): The Tier 2 Plan provides the method for allocating water from the San Francisco Regional Water System (RWS) among the Wholesale Customers during periods of shortage caused by drought.

Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
 Priority: Public Health, Safety, and Quality of Life
 Priority: Public Infrastructure and Utilities
Background
Water Supply Agreement History
In June 2009, the City of East Palo Alto entered into a Water Supply Agreement with the City and County of San Francisco (San Francisco) and Wholesale Customers in Alameda County, San Mateo County and Santa Clara County (2009 WSA). The 2009 WSA establishes the terms by which the twenty-six Wholesale Customers purchase water from the San Francisco Regional Water System (RWS). The 2009 WSA builds upon the 1984 "Settlement Agreement and Master Water Sales Contract between the City and County of San Francisco and Certain Suburban Purchasers in San Mateo County, Santa Clara County and Alameda County." In September 2017, the Bay Area Water Supply and Conservation Agency (BAWSCA) and the Water Management Representatives (WMR) of the BAWSCA member agencies began reviewing the issue of Minimum Purchase Requirements, as described in Section 3.07.C of the WSA, and discussing the creation of a process to transfer minimum annual purchase quantities among the Wholesale Customers. Throughout 2017 and 2018, the WMR held multiple meetings during which the agencies currently subject to Minimum Purchase Requirements (Original Minimum Purchase Customers) and the other Wholesale Customers shared their interests and concerns regarding changes to the Minimum Purchase Requirements and allowing transfers of minimum annual purchase quantities.
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In 2019, the City of East Palo Alto approved the 2018 Amended and Restated WSA (2018 WSA), at which time the Wholesale Customers expressed a collective interest in working together to develop a process for the expedited and permanent transfer of minimum annual purchase quantities. The Wholesale Customers directed BAWSCA to facilitate negotiation of a new WSA amendment to provide a procedure for expedited and permanent transfers of minimum annual purchase quantities in a manner that safeguards the financial and water supply interests of Wholesale Customers not participating in such transfers. This amendment was memorialized in the 2021 Amended and Restated WSA (2021 WSA).

Tier 2 Plan Negotiations and Development of Minimum Purchase Quantity Reset Proposal In January 2021, BAWSCA began facilitating an update to the Tier 2 Plan, the method for allocating water from the RWS among the Wholesale Customers during shortages caused by drought. The Tier 2 Plan is an agreement among the twenty-six Wholesale Customers, and must be unanimously adopted by them. Each Wholesale Customer appointed a lead negotiator to represent the interests of its agency in the negotiations. Between January 2022 and June 2024, BAWSCA and the lead negotiators, supported by a consulting firm providing technical and modeling expertise, met dozens of times, most often for half-day, in-person meetings and smaller virtual sub-group sessions, to negotiate the terms of the updated Tier 2 Plan.

In November 2021, San Francisco declared a water shortage emergency in response to the Governor’s executive action declaring a drought state of emergency across most of California. This action triggered implementation of the Tier 1 and Tier 2 Plans by BAWSCA and San Francisco for the first time.

Throughout the two and a half years of Tier 2 Plan negotiations, the Wholesale Customers gained insight into unique characteristics of each agency and specific challenges related to water supplies and droughts. During these discussions, Wholesale Customers subject to the Minimum Purchase requirements (Minimum Purchase Customers) articulated the unique challenges that the Minimum Purchase Requirements present. More detailed information about these issues is provided in the analysis and the Summary of the WSA Amendments.

In June 2023, following several years of discussions regarding the Minimum Purchase Requirements, the SFPUC proposed amending the 2021 WSA to reset the existing minimum annual purchase quantities to align with current water consumption trends, while protecting investment in the RWS. For the remainder of 2023, the SFPUC, the Original Minimum Purchase Customers, and BAWSCA held multiple meetings to identify amendments that would address challenges related to the Minimum Purchase Requirements. Once the SFPUC and the Original Minimum Purchase Customers finalized their recommended amendments to the Minimum Purchase Requirements, the Original Minimum Purchase Customers presented the proposals to the broader Wholesale Customers’ group to secure their support. Negotiations among the Wholesale Customers were concluded in Fall 2024.

In June 2024, the lead negotiators concluded negotiations on the updated Tier 2 Plan. The agency representatives collectively agreed that they were ready to recommend the Tier 2 Plan to their governing boards for adoption. A summary of the Tier 2 Plan is provided in the Analysis. 493
POLICY AND ACTION 14.1
Tier 1 Plan Amendment
In Fall of 2024, all twenty-six Wholesale Customers and San Francisco negotiated an amendment to the Tier 1 Plan in the WSA to incorporate a new “Tier 1 Family Plan,” whereby San Francisco may only apply excess use charges to Wholesale Customers who exceed their individual shortage allocation when the collective Wholesale Customer usage exceeds the Tier 1 allocation. A more detailed summary of the WSA amendments are provided in the Analysis section.

Analysis
Summary of WSA Amendments

1. Minimum Purchase Requirements
Existing Section 3.07 of the 2021 WSA provides that four Wholesale Customers (Alameda County Water District and the Cities of Milpitas, Mountain View, and Sunnyvale, collectively, the “Original Minimum Purchase Customers”) may purchase water from sources other than from San Francisco, but they are each obligated to purchase a specific minimum annual quantity of water from the San Francisco, referred to as a “Minimum Purchase Requirement." If they don’t, they must pay San Francisco for the difference between actual usage (metered water purchases) and its minimum annual purchase quantity set forth in Attachment E of the 2021 WSA.

It is assumed that the Minimum Purchase Requirements were originally designed to prevent four specific multi-source agencies from shifting from the RWS to other imported water sources. However, changed conditions, including recurring droughts, improved water use efficiency, and investments in local supplies have reduced demand on the RWS. Despite these improvements, the RWS remains vulnerable to severe droughts, prompting the San Francisco Public Utilities Commission (SFPUC) to invest in alternative water supplies. The Minimum Purchase Customers are well-positioned to develop their own local, drought-resilient supplies, which would reduce the regional dry-year supply gap, improving reliability of the RWS for all users. These amendments may reduce a perceived existing disincentive to improve efficiency and develop alternative supplies.

2. Reduction of Minimum Annual Purchase Quantities (MPQ) MPQs set in the 1984 Settlement Agreement and Master Water Sales Contract (1984 Contract) were calculated based on 80% of each of the four Original Minimum Purchase Customer’s purchases from the RWS in the 1980s. The MPQs were later reduced by 5% as part of the 2009 WSA. Upon adoption of this amendment, the minimum annual purchase quantities of the Original Minimum Purchase Customers will be reset back to 80% of each of the Minimum Purchase Customer’s average purchases from the most recent four non-drought years and the amendment will establish a continuing, periodic review of the minimum annual purchase quantities on a 10-year schedule.
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3. Rebound Year Minimum Annual Purchase Quantity
Existing Section 3.07.C of the 2021 WSA provides that Minimum Purchase Requirements will be waived during drought, other period of water shortage on the RWS, or if the Governor declares a state of emergency that impacts water supply use or deliveries from the RWS. Minimum Purchase Requirements are reinstated in the first year immediately following a drought. However, water use does not rebound to pre-drought levels for several years, depending on the level of conservation achieved. This means members must meet Minimum Purchase Requirements even though their usage won’t support it for years after a drought.

The amendment provides a temporary, one-year reduction in the minimum annual purchase quantities equal to half of the demand reduction from pre-drought levels to allow for drought rebound. For example, if a Minimum Purchase Customer’s pre-drought use and minimum annual purchase quantity are 10 million gallons per day (MGD) and drought RWS purchases are 8 MGD, the Rebound Year minimum annual purchase quantity will be set at 9 MGD.

4. Collective Minimum Annual Purchase Quantities Considered Before Application of Imputed Sales
Existing Section 3.07 of the 2021 WSA provides that if a Minimum Purchase Customer does not meet its Minimum Purchase Requirement in a particular fiscal year, it must pay the SFPUC for the difference between its metered water purchases during the fiscal year and its minimum annual purchase quantity. This amendment provides that the collective purchases from Original Minimum Purchase Customers will be considered together before an individual Original Minimum Purchase Customer is required to pay the difference between its metered water purchases and its Minimum Purchase Requirement. If collective purchases are less than the sum of minimum annual purchase quantities, payments to the SFPUC for an Original Minimum Purchase Customer(s) who did not meet its Minimum Purchase Requirement will not be required. If collective purchases are more than the sum of minimum annual purchase quantities, payments to the SFPUC for an Original Minimum Purchase Customer(s) who did not meet its Minimum Purchase Requirement will be proportionate to its share of total under usage.

5. Tier 1 Water Shortage Allocation Plan
The Tier 1 Water Shortage Allocation Plan (“Tier 1 Plan” included as Attachment H of the WSA) is the method and process for allocating water from the RWS between San Francisco retail customers and the Wholesale Customers collectively during system-wide shortages caused by drought of 20% or less. Section 3.11.C.3 of the WSA provides that the SFPUC will honor allocations of water among the Wholesale Customers (“Tier 2 Allocations”) provided by BAWSCA or if unanimously agreed to by all Wholesale Customers.

The Tier 1 and Tier 2 Plans were implemented for the first time during the 2021 to 2023 drought. During the 2014 to 2017 drought, the Tier 1 and Tier 2 Plans were superseded by state-wide mandates from the Governor. During Tier 2 Plan negotiations, BAWSCA, the SFPUC, and the Wholesale Customers agreed to update the Tier 1 Plan to add a new “Tier 1 Family Plan.”
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When the SFPUC declares a shortage emergency, it determines whether voluntary or mandatory rationing is required. At the end of the 12-month drought period, each Wholesale Customer’s purchases from the RWS are compared to their annual drought allocation. Excess use charges are only applied during mandatory rationing periods.

The new Tier 1 Family Plan ensures that excess use charges are only applied when the collective Wholesale Customer usage exceeds the Tier 1 allocation. If this occurs, excess use charges will be proportionally applied to agencies that exceeded their individual Tier 2 Allocations.

For example, if the twenty-six Wholesale Customers collectively exceed the Tier 1 allocation by 2 MGD, and only two agencies exceed their Tier 2 Allocations by 3 MGD each, then these two agencies will share the excess use charges proportionally.

6. General Updates to the WSA
Sections 2.03, 3.09, 9.07, and Attachment A, Definitions of “Imputed Sales” and “Level of Service Goals and Objectives” have been updated with current cross references, dates and corrections.

Summary of Tier 2 Plan
The WSA authorizes the Wholesale Customers to adopt a methodology for allocating the water collectively available from the RWS among the twenty-six Wholesale Customers during systemwide shortages caused by drought (the Tier 2 Plan). San Francisco is not a party to the Tier 2 Plan. The existing Tier 2 Plan was adopted in 2011 and was originally set to expire in 2018. In 2018, the California State Legislature passed two bills to implement a long-term framework for water use efficiency, commonly referred to as, “Making Water Conservation a California Way of Life.” These bills were anticipated to impact urban water use, and the extent of those impacts to the Wholesale Customers was unknown at the time. As such, the WMR instructed BAWSCA to hold off on initiating an update to the existing Tier 2 Plan. In 2018, and every year since, the BAWSCA Board of Directors (BAWSCA Board) has extended the term of the exiting Tier 2 Plan by one year. In 2024, the BAWSCA Board extended the term of the existing Tier 2 Plan through the end of 2025 and specified that the existing Tier 2 Plan will be superseded by an updated Tier 2 Plan once unanimously adopted by the twenty-six Wholesale Customers.

Since the existing Tier 2 Plan was adopted in 2011, conditions impacting water use have changed (e.g., water supply sources, water use trends, land use, and customer base). During the 2021 to 2023 drought, the Tier 1 and Tier 2 Plans were implemented for the first time. At that time, it became clear that the existing Tier 2 Plan no longer operated as originally intended and that an update was necessary.

The updated Tier 2 Plan maintains many of the key elements of the existing Tier 2 Plan, such as a rolling base period that captures service area growth over time and inclusion of Individual Supply Guarantee (ISG), but it also provides necessary updates to ensure a minimum supply of RWS water for base/indoor use for the portion of each service area where RWS is delivered. 496
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1. Tier 2 Plan Update Process
Between January 2022 and June 2024, BAWSCA facilitated negotiations between the Wholesale Customers through a series of meetings, workshops, and workgroups to update the Tier 2 Plan. The Wholesale Customers began by reviewing the prior Plan and other shortage allocation plans throughout the state, then discussed and agreed upon policy principles for a revised Tier 2 Plan. BAWSCA, with support from a technical consultant team, introduced potential elements of a formula to align with the agreed upon policy principles. In monthly workshops, the Wholesale Customers discussed these options and provided feedback on which elements should be included, along with suggested refinements. These workshops, and the discussions, suggestions, and comments expressed by the Wholesale Customers during this process, provided the primary forum through which the updated Tier 2 Plan was developed.

2. Tier 2 Plan Policy Principles
The Wholesale Customers collectively developed four policy principles to guide the development and performance of the updated Tier 2 Plan. These policy principles are outlined below.  Policy Principle #1 - Provide sufficient water for the basic health and safety needs of customers.
 Policy Principle #2 - Minimize economic and other adverse impacts of water shortages on customers and the BAWSCA region.
 Policy Principle #3 - Provide predictability of drought allocations through consistent and predetermined rules for calculation, while allowing for flexibility to respond to unforeseen circumstances.
 Policy Principle #4 - Recognize benefits of, and avoid disincentives for, water use efficiency and development of alternative water supply projects.

3. Tier 2 Plan Allocation Formula
The updated Tier 2 Plan establishes a sequential allocation formula to determine how the available water from the RWS will be allocated among the individual Wholesale Customers. The allocation formula can generally be described as follows:
 The Minimum and Maximum Cutback establish the upper and lower bounds for each Wholesale Customer’s final allocation. The Minimum Cutback is equal to 1/3 of the Overall Average Wholesale Customer Reduction, but no less than 5%. The Maximum Cutback is equal to 1.5 times the Overall Average Wholesale Customer Reduction.  Each Wholesale Customer is allocated water on a residential per capita basis based on the State Indoor Water Use Efficiency Standard1 and the portion of each Wholesale Customer’s water demand met by the RWS.
 Each Wholesale Customer is allocated water based on its estimated non-residential indoor use by applying a cutback factor equal to half of the Overall Average Wholesale Customer Reduction to each Wholesale Customer’s estimated non-residential indoor demand, also known as Base Period purchase, from the RWS. 497
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 Each Wholesale Customer is allocated water based on its estimated seasonal purchases from the RWS.
 Remaining water is allocated to bring each Wholesale Customer’s final allocation as close to its “Target Allocation” as possible, while ensuring that each Wholesale Customer’s final allocation is between the Minimum and Maximum Cutback bounds. The Target Allocation is based on a weighted share of (1) the Wholesale Customer’s Base Period purchases from the RWS and (2) its ISG.

4. Tier 2 Plan Term
The term of the updated Tier 2 Plan is coordinated with the term of the WSA to avoid simultaneous renegotiation of these related agreements.

Fiscal Impact
There is no fiscal impact.

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

Government Code § 84308
Applicability of Levine Act: No.

Analysis of Levine Act Compliance: Not applicable
Attachments

1. Resolution - WSA

2. Exhibit A – Amended and Restated Water Supply Agreement and 2025 Proposed Amendments

3. Resolution – Tier 2 Plan

4. Exhibit B - Tier 2 Plan
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East Palo Alto City CouncilSeptember 16, 2025

East Palo Alto City Council
September 16, 2025