Agenda packet — East Palo Alto City Council, November 4, 2025

EAST PALO ALTO CITY COUNCIL

REGULAR SESSION AMENDED AGENDA
Tuesday, November 4, 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.

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

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

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International numbers available: https://zoom.us/u/aMWYF4KT East Palo Alto City Council November 4, 2025 Agenda
1 1

1. CALL TO ORDER AND ROLL CALL

2. APPROVAL OF THE AGENDA

3. APPROVAL OF CONSENT CALENDAR

3.1 City Council Meeting Minutes
Recommendation:

Adopt the October 21, 2025 Minutes.

3.2 Authorization to Award Agreement to Government Technology Group for Development of the City’s Information Technology Strategic Plan Recommendation:

Adopt a resolution:

1. Authorizing the City Manager to award, negotiate and execute an agreement with Government Technology Group, in a form approved by the City Attorney, for an amount not-to-exceed $110,000.00, which includes a contingency of 10%, or $10,000, for unforeseen expenditures related to this project; and

2. Appropriating an additional $10,000 from the IT Reserve Fund to supplement the $100,000 already appropriated in the FY 2025-26 Adopted Budget, for a total project budget of $110,000 toward the IT Strategic Plan Project; 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)(5) in that it is a governmental administrative activity that will not result in direct or indirect changes in the environment.

3.3 Fiscal Year 2025-26 City Council Strategic Priorities First Status Update Recommendation: Receive an update on the FY 2025-26 through FY 2026-27 Strategic Priorities Work Plan.

4. CLOSED SESSION

4.1 CONFERENCE WITH LEGAL COUNSEL—EXISTING LITIGATION
(Government Code Section 54956.9(d)(1).)

5. PUBLIC COMMENT

6. INFORMATIONAL REPORTS

7. SPECIAL PRESENTATIONS

7.1 San Mateo County Library Presentation
East Palo Alto City Council November 4, 2025 Agenda
2 2

8. PUBLIC HEARINGS

9. POLICY AND ACTION

9.1 Continued use of Automated License Plate Recognition Systems for Enhanced Public Safety
Recommendation: Adopt a resolution:

1. Authorizing the City Manager to enter into a five-year agreement with Flock Group Inc. (Flock Safety) for the continued provision of Automated License Plate Reader (ALPR) services in an amount not to exceed $453,250.00;

2. Finding that awarding of the proposed agreement is exempt pursuant to East Palo Alto Municipal Code Section 2.84.060(17), which exempts certain purchases under applicable state, federal or local law, including “sole source”; and

3. Finding that the proposed action is exempt from the California Environmental Quality Act (CEQA) as not a “project” pursuant to sections 15378(b)(2) and 15378(b)(4) because it is a governmental administrative or fiscal activity which does not involve any commitment to any specific project which may result in a potentially significant impact on the environment.

10. COUNCIL REPORTS

11. ADJOURNMENT
Upcoming meetings:

November 13, 2025 Study Session Meeting 6:00 PM
November 18, 2025 Regular Meeting 6:30 PM
December 2, 2025 Regular Meeting 6:30 PM
East Palo Alto City Council November 4, 2025 Agenda
3 3
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: October 24, 2025
AMENDED: October 29, 2025
ATTEST:

James Colin
City Clerk
East Palo Alto City Council November 4, 2025 Agenda
4 4
CONSENT ITEM 3.1

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: November 4, 2025
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: James Colin, City Clerk
SUBJECT: City Council Meeting Minutes
Recommendation
Adopt the October 21, 2025 minutes.

Attachments

1. October 21, 2025 Minutes
5 EAST PALO ALTO CITY COUNCIL

REGULAR SESSION MINUTES
Tuesday, October 21, 2025, 6:30 PM
EPA Government Center
2415 University Avenue, First Floor
East Palo Alto, CA 94303

1. CALL TO ORDER AND ROLL CALL
The City Council meeting was called to order by Mayor Barragan at 6:32 PM.

Attendee Name Title Status Arrived
Martha Barragan Mayor Present
Mark Dinan Vice Mayor Present
Carlos Romero Councilmember Present
Ruben Abrica Councilmember Present
Webster Lincoln Councilmember Present

2. APPROVAL OF THE AGENDA
A motion to approve the agenda was made by Councilmember Romero, seconded by Councilmember Lincoln, and passed unanimously.

3. APPROVAL OF CONSENT CALENDAR
Councilmember Lincoln pulled item 3.1 and Councilmember Romero pulled item 3.4 for discussion.

Gail Dixon provided a public comment regarding this item.

A motion to approve the consent calendar with those amendments was made by Councilmember Abrica, seconded by Councilmember Romero, and passed unanimously.

3.1 70th Anniversary of the St. John Missionary Baptist Church of East Palo Alto Proclamation
Mayor Barragan read the proclamation and a member from St. John Missionary Baptist Church of East Palo Alto was present to receive it.

3.2 Authorization to Apply for the CalRecycle Rubberized Pavement Grant Program (TRP18)

3.3 Monthly Cash Treasury Report for July 2025

3.4 Monthly Cash Treasury Report for August 2025
6 Councilmember Romero posed questions regarding this item. A motion to approve item

3.4 was made by Councilmember Romero and seconded by Vice Mayor Dinan.

3.5 Text changes to Title 15 of the City of East Palo Alto Municipal Code (EPAMC), specifically amending Chapter 15.12 to add section 15.12.030 setting forth an expedited, streamlined ministerial permitting process for Electric Vehicle Charging Stations, as required by Government Code Section 65850.7.

3.6 City Council Meeting Minutes

3.7 Mr. Thurman Smith Proclamation

3.8 Consent to Adverse Representation

4. CLOSED SESSION

4.1 CONFERENCE WITH LEGAL COUNSEL—ANTICIPATED
LITIGATION (Government Code Section 54956.9(d)(2).): (three matters).

4.2 CONFERENCE WITH LEGAL COUNSEL—EXISTING LITIGATION
(Government Code Section 54956.9(d)(1).) Name of Case: Chaudhary v. City of East Palo Alto.

City Attorney, John D. Lê, confirmed that there was no reportable action, but that direction was given to staff.

5. PUBLIC COMMENT
The following speakers provided public comments:
- John Asenso
- Brother Mark
- Bernice Turner
- Monalisa Vunipaola
- Mike Uhila
- Gail Dixon

6. ADJOURN CITY COUNCIL REGULAR MEETING TO THE EAST PALO

ALTO SANITARY DISTRICT BOARD MEETING

7. APPROVAL OF EPASD BOARD MEETING CONSENT CALENDAR
A motion to approve the consent calendar was made by Councilmember Abrica, seconded by Councilmember Romero, and passed unanimously.

7.1 Cash Disbursement Report for July 2025

7.2 Cash Disbursement Report for August 2025
7 8. ADJOURN EAST PALO ALTO SANITARY DISTRICT BOARD MEETING

AND RECONVENE CITY COUNCIL REGULAR MEETING

9. INFORMATIONAL REPORTS

10. SPECIAL PRESENTATIONS

11. PUBLIC HEARINGS

12. POLICY AND ACTION

12.1 Contracts for Measure JJ Anti-Displacement Services Karen Camacho, Housing and Economic Development Manager, presented on item

12.1. The following speakers provided public comments:
- Gail Dixon
- David Carducci
- Margaret McBride
- Bernice Turner
- Larry Moody
- Duane Bay
- Latrice Taylor
- Katrina Losin
- Paul Baines
A motion to approve item 12.1 was made by Councilmember Romero, seconded by Councilmember Abrica, and passed with Councilmember Lincoln Abstaining.

12.2 CPC Grand Nexus Study Contract
Yajaira Morales, Housing Project Manager, presented on item 12.2.

The following speakers provided public comments:
- Gail Dixon
A motion to approve item 12.2 was made by Councilmember Abrica, seconded by Councilmember Romero, and passed unanimously.

13. COUNCIL REPORTS
Vice Mayor Dinan made an announcement regarding free weekends at the YMCA starting October 25.

Mayor Barragan made an announcement regarding an event on the same day from Raises de Mexico in collaboration with Bloomhouse for Day of the Dead.

14. ADJOURNMENT
The meeting was adjourned at 10:25 PM in honor of Mr. Thurman Smith. 8 CONSENT ITEM 3.2

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: November 4, 2025
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Orly Amey, Assistant to the City Manager
Jimmie Tulabing, Information Technology Manager
Shiri Klima, Assistant City Manager
SUBJECT: Authorization to Award Agreement to Government Technology Group for Development of the City’s Five-Year Information Technology Strategic Plan Recommendation
Adopt a resolution:

Executive Summary
The City of East Palo Alto is advancing efforts to modernize its information technology systems, strengthen cybersecurity practices, and improve digital service delivery across 9 CONSENT ITEM 3.2
departments. To support these goals, the City recently issued a request for proposals (RFP) for IT Strategic Planning Services, seeking a qualified consultant to develop a comprehensive Information Technology Strategic Plan.

The City received multiple proposals from experienced and qualified firms and conducted a thorough evaluation process based on criteria including approach and work plan, qualifications and experience, cost, and responsiveness to the RFP. The highest-rated firms were invited to interview with the evaluation panel, resulting in the selection of Government Technology Group as the most qualified consultant to lead the project.

If awarded by the City Council, Government Technology Group will lead a collaborative planning process to produce a five-year Information Technology Strategic Plan that delivers actionable recommendations, resource estimates, and performance metrics. The scope of work will include:
• Conducting interviews and workshops with department heads and key staff to assess current IT systems and identify challenges and opportunities for improvement; • Evaluating the City’s current IT governance structure, staffing, and cybersecurity posture; • Recommending strategies to modernize business processes, integrate systems, and improve digital accessibility;
• Developing a phased implementation roadmap that prioritizes projects by impact, cost, and alignment with City objectives; and
• Preparing a comprehensive project management framework with milestones, timelines, and progress-tracking tools.

First, staff recommends that the City Council authorize the City Manager to award a professional services contract to Government Technology Group in an amount not to exceed $110,000.00 (which includes a contingency of 10%, or $10,000, for unforeseen expenditures related to this project) to develop the City’s IT Strategic Plan. Second, the FY 2025-26 Adopted Budget includes $100,000 in the IT Reserve Fund for the IT Strategic Plan Project; staff recommends an additional appropriation of $10,000 to cover the contract and contingency total of $110,000.

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

Priority: Governance, Organizational Strength, and Fiscal Sustainability Background
The City’s technology environment underpins every major municipal function, both internal and external, including but not limited to financial management, permitting, records administration, community engagement, facilitation of the public meeting process, and emergency response.

As the City’s technology footprint has expanded and systems have become increasingly interconnected and essential to operations, many were implemented independently without a unified framework for coordination and investment. The City requires a modern, coordinated, and resilient IT strategy to improve efficiency, strengthen cybersecurity, and align technology investments with organizational and service delivery goals. 10 CONSENT ITEM 3.2
The IT Strategic Planning Project will develop a comprehensive, five-year roadmap to guide how the City manages, invests in, and secures its technology infrastructure. The plan will:
• Assess current IT systems, policies, and staffing resources; • Identify opportunities to modernize and consolidate platforms; • Evaluate governance and cybersecurity practices; and
• Recommend a phased implementation strategy (short-term, mid-term, and long-term) that prioritizes future IT implementation projects by need, cost, and impact.

Key outcomes will include a short-, mid-, and long-term implementation roadmap with defined milestones and timelines, and clear recommendations to enhance coordination, resiliency, security, and digital service delivery across departments.

The project directly supports the Governance and Organizational Strength priority area of the FY 2025–29 City Council Strategic Priorities, which calls for strengthening internal systems and enhancing organizational capacity to improve efficiency, resiliency, and service delivery.

Analysis
RFP Process
On September 22, 2025, the City issued a request for proposals (RFP) seeking experienced consulting firms to assist in developing the City’s first comprehensive IT Strategic Plan. The RFP was posted on the City’s website and distributed to firms identified through municipal IT management professional groups to target and attract firms with demonstrated experience in municipal IT strategic planning, digital transformation, and public-sector technology governance.

By the submission deadline on October 20, 2025, the City received ten proposals from information technology firms. Each proposal was evaluated using the selection criteria outlined in the RFP:
• Approach and Work Plan (30 points) – Evaluates the clarity and feasibility of the proposed methodology, project schedule, and management plan. Considers how well the proposal defines tasks, milestones, roles, and deliverables, and how effectively it demonstrates understanding of the City’s IT environment, objectives, and implementation needs.
• Firm and Team Qualifications (30 points) – Assesses the proposer’s experience delivering IT strategic plans or similar technology projects for municipal or public-sector clients. Considers the qualifications, availability, and relevant technical expertise of key staff assigned to the project, as well as evidence of measurable outcomes from comparable work.
• Cost Proposal (20 points) – Reviews the completeness and transparency of the cost proposal, the alignment of costs with the proposed scope and deliverables, and the overall value for money based on the proposer’s qualifications and project approach. • Responsiveness and Deliverables Quality (20 points) – Measures how well the proposal meets all RFP requirements and the quality of proposed deliverables. Considers whether deliverables are clearly defined, realistic, and include usable frameworks, templates, and training materials to support City staff after project completion. 11 CONSENT ITEM 3.2
The attached rubric was developed to delineate each criteria further. The IT Manager, Assistant City Manager, and an Assistant to the City Manager reviewed all ten proposals using a standardized scoring rubric based on the foregoing selection criteria. The four highest-rated firms were invited to participate in interviews conducted on October 28, 2025, allowing the panel to further assess each firm’s understanding of the City’s needs, project management approach, and stakeholder engagement strategy.

Recommended Contract Award
Following interviews and scoring deliberations, the panel identified Government Technology Group (GTG) as the most qualified and responsive proposer. During interviews, the panel noted that GTG’s team, comprised of retired public-sector CIOs with deep experience leading technology strategy and governance for small and mid-sized cities, demonstrated both technical depth and practical understanding of the operational realities of East Palo Alto’s size and resources. In its proposal, GTG quoted the City a fixed price of $98,800 to deliver a five-year IT Strategic Plan.

Government Technology Group demonstrated significant experience guiding cities through similar IT modernization and planning efforts and has the expertise to help the City establish a coordinated and resilient technology framework. In its proposal, Government Technology Group demonstrated a clear understanding of East Palo Alto’s organizational structure, technology landscape, and operational needs. The firm recognized the City’s challenges including limited integration among systems and the need for long-term governance around digital investments, and presented a practical and achievable roadmap for addressing them. GTG emphasized its vendor-agnostic approach and its commitment to developing a plan that strengthens foundational cybersecurity and IT governance while remaining actionable and scalable. The firm described its intent to help the City build the foundational “pillars” needed for modernization, including security, governance, budgeting, and resourcing, before expanding into advanced initiatives like AI governance.

Government Technology Group’s approach includes a comprehensive project management plan with defined phases, tasks, milestones, and deliverables. In alignment with the City’s stated expectations in the RFP, Government Technology Group will conduct stakeholder interviews, assess current IT systems, identify opportunities for modernization and efficiency, and develop a five-year roadmap that aligns technology priorities with the City’s operational and service delivery goals. GTG’s project team shared that they specialize in small municipal organizations, noting that this focus allows them to complete projects efficiently and adapt methodologies to limited staff capacity. Its proposed work plan emphasizes collaboration, measurable outcomes, and knowledge transfer to ensure the City can sustain improvements beyond the life of the project.

Government Technology Group’s methodology combines technical assessment, organizational analysis, and strategic planning to deliver actionable recommendations. The firm’s process has been successfully applied in other cities on tight schedules, including completing a full IT strategic plan for the City of Victorville in just three months. Their proposed kickoff would begin with an in-person meeting in November, followed by structured workshops and rapid synthesis of findings to ensure a draft plan is available by February and a final presentation delivered to 12 CONSENT ITEM 3.2
the City Council in March. Key features of the approach include:
• Structured Assessment and Analysis: A structured review of existing IT systems, infrastructure, policies, and staffing to identify gaps and opportunities for alignment across departments.
• Collaborative Engagement: Facilitated workshops and interviews with staff from all divisions to ensure the plan reflects operational needs and builds internal ownership of results.
• Prioritization and Roadmapping: A phased implementation plan that ranks initiatives by urgency, cost, and impact, ensuring achievable steps within available resources. • Governance and Cybersecurity Alignment: Recommendations that strengthen the City’s ability to manage risk, safeguard data, and support resilient, well-coordinated IT operations.

Through this process, Government Technology Group will help the City establish a clear technology vision, guide future investments, and build internal capacity to manage IT systems strategically. The GTG team also brings extensive professional credentials and leadership within the Municipal Information Systems Association of California (MISAC), including former board presidents and contributors to state and national IT standards. The firm’s proposal and interview performance demonstrated a strong grasp of both the technical and organizational dimensions of the work, positioning it to successfully deliver a comprehensive and actionable IT Strategic Plan.

Project Timeline
To ensure timely completion and alignment with the City’s budget development cycle, the IT Strategic Planning Project, once approved, will proceed on an expedited four-month schedule.

This timeline reflects the City’s goal of using the IT Strategic Plan to inform upcoming budget priorities and capital planning discussions for the Fiscal Year 2026 budget.

Fiscal Impact
The FY 2025-26 Adopted Budget includes $100,000 in the IT Reserve Fund for the IT Strategic Plan Project. Staff recommends an additional appropriation of $10,000 from the same fund to fully cover the proposed contract amount of $110,000, which includes a 10% contingency of $10,000. The total project budget is $110,000.

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.
13 CONSENT ITEM 3.2
Government Code § 84308
Applicability of Levine Act: No, as the proposed action involves a contract that was competitively bid.

Analysis of Levine Act Compliance: Not applicable.

Attachments

1. Resolution

2. Scoring Rubric

3. Proposal of Recommended Consultant
14 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 WITH GOVERNMENT TECHNOLOGY GROUP, IN A FORM APPROVED BY THE CITY ATTORNEY, FOR AN AMOUNT NOT-TO-EXCEED $110,000, WHICH INCLUDES A CONTINGENCY OF 10%, OR $10,000, FOR UNFORESEEN EXPENDITURES RELATED TO THIS PROJECT; APPROPRIATE AN ADDITIONAL $10,000 FROM THE IT RESERVE FUND TOWARD THE IT STRATEGIC PLAN PROJECT; AND FINDING THAT THE PROPOSED ACTION DOES NOT CONSTITUTE A “PROJECT” WITH THE MEANING OF THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (“CEQA”) PURSUANT TO CEQA GUIDELINES SECTION 15378(B)(5)WHEREAS, the IT Strategic Plan is a City Council priority project that aims to modernize the City’s IT systems, strengthen cybersecurity practices, and improve digital service delivery; and
WHEREAS, the FY 2025-26 Adopted Budget includes $100,000 in the IT Reserve Fund for the IT Strategic Plan Project; and
WHEREAS, on September 22, 2025, City staff issued a request for proposals (RFP) seeking a qualified consultant to develop a comprehensive five-year IT Strategic Plan; and WHEREAS, on October 20, 2025, the City received ten proposals, and City staff evaluated those proposals based on approach and work plan, firm and team qualifications, cost proposal and responsiveness and quality of deliverables, and later the staff also interviewed the four finalists; and WHEREAS, staff recommends executing an agreement with Government Technology Group for preparation of the IT Strategic Plan; AND
WHEREAS, in its proposal, Government Technology Group quoted the City a fixed price of $98,800 to deliver a five-year IT Strategic Plan.

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 award, negotiate and execute an agreement with Government Technology Group in a form approved by the City Attorney, for an amount not-to-exceed $110,000.00, which includes a contingency of 10%, or $10,000, for unforeseen expenditures related to this project; and

3. Appropriates an additional $10,000 from the IT Reserve Fund to fully cover the proposed contract amount of $110,000; and

4. Finds that the proposed action does not constitute a “project” with the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines sections 15378(b)(5) in that it is a governmental administrative activity that will not result in direct or indirect changes in the environment.
15 Resolution No. XX-2025 2 of 2
PASSED AND ADOPTED this 4
th day of November 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
16 Criteria Points
Possible
Points
Awarded
1 Well-thought-out
and Feasible
Approach and Work
Plan
30 Assign 0-5 points (insufficient) if:
proposal lacks a coherent or
feasible work plan or methodology;
fails to demonstrate understanding
of the City’s objectives, needs, or
challenges; or omits required
elements such as a project
management plan, detailed
methodology, or realistic timeline.

These proposals typically rely on
general statements and do not
provide a clear plan for managing or
delivering the work.

Assign 6-15 points (basic) if:
proposal provides a general
approach and work plan but lacks
sufficient detail, sequencing, or
feasibility. The methodology may
be partially developed or loosely
structured, with limited tailoring to
East Palo Alto’s organizational
context. A project management
plan may be included but lacks
detail regarding roles, milestones,
or progress tracking and
reporting. The timeline may be
unclear, and deliverables are only
described generally.

Assign 16-25 points (competent)
if: proposal presents a clear and
organized approach that reflects a
sound understanding of the City’s
objectives and the Scope of
Services. The methodology is
logical and well-structured, and
the project management plan
describes clear roles,
responsibilities, and oversight
mechanisms. The proposal
includes a realistic timeline,
identifies key milestones, and
describes how progress will be
monitored and reported.

Deliverables are specific and
feasible, and the approach
demonstrates readiness to begin
upon award.

Assign 26-30 points (comprehensive) if:
proposal provides a comprehensive,
results-oriented approach that is fully
aligned with the City’s objectives and
demonstrates a deep understanding of
East Palo Alto’s context and challenges.

The work plan is highly detailed, including
a robust project management plan with
clearly defined tasks, timelines,
milestones, deliverables, and progress
tracking and reporting mechanisms. The
methodology includes a logical sequence
of activities. The proposal demonstrates a
high level of preparedness, providing
confidence in the proposer’s ability to
successfully manage and complete the
project on time and within scope.
____
2 Experienced and
Qualified Firm &
Team
30 Assign 0-5 points (insufficient) if:
proposal demonstrates no prior
experience on comparable
municipal/public sector IT or digital
strategy projects; proposed staff
lack qualifications for the scope of
work.

Assign 6-15 points (basic) if:
proposal demonstrates
completion of 1–2 comparable
municipal projects within the past
5 years; team shows relevant
qualifications but limited
leadership or technical expertise.

Assign 16-25 points (competent)
if: proposal demonstrates
completion of 3–5 comparable
municipal projects of similar scale
and scope; team demonstrates
strong qualifications and technical
competency.

Assign 26-30 points (exceptional) if:
proposal demonstrates completion of 6+
comparable municipal projects, including
projects of similar complexity; team
demonstrates exceptional qualifications
and specialized technical expertise.
____
3 Reasonableness of
Fees and Total Cost 20
Highest 3 cost proposals: assign
6 points each. Costs are
significantly higher than
comparable proposals for similar
scope or deliverables.

Middle 3 cost proposals: assign
13 points each. Costs are
reasonable and within the
expected range for the work.

Lowest 3 cost proposals: assign 20 points
each. Represents the most costcompetitive proposals while meeting RFP scope and requirements.
____
4 Responsiveness
and Quality of
Deliverables
20 Assign 0-5 points (nonresponsive) if: proposal omits required sections or fails to follow
RFP format. Deliverables vague or
missing.

Assign 6-12 points (partially
responsive) if: proposal
addresses most RFP
requirements but lacks full detail,
required attachments, or clear
deliverables. May show
incomplete understanding of
scope.

Assign 13-17 points (fully
responsive) if: proposal
addresses all RFP requirements
and includes clear, realistic
deliverables, timelines, and
submission materials.

Demonstrates full understanding
of scope and compliance.

Assign 18-20 points (exceptional) if:
proposal is fully responsive, deliverables
are clearly defined, realistic, and practical,
and include knowledge-transfer elements
such as frameworks, templates, and
training materials that enable continued
use by City staff post-engagement.
____
100 TOTAL POINTS EARNED: ____
Scoring Proposals for IT Strategic Planning Services Proposer: ___________________________ Scorer: _______________________ Date: ____________ Attachment 2: Scoring Rubric
17 Proposal for
Information Technology
Strategic Plan
City of East Palo Alto
2415 University Avenue
East Palo Alto. CA 94303
(650) 853-3100
2930 Geer Rd Suite 273 Turlock, CA 95382
(209) 678-3077 | [email protected]
Attachment 3: Proposal of Recommended Consultant
18 GOVERNMENT TECHNOLOGY GROUP, LLC
209-678-3077
[email protected]
Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 2 Transmittal Cover Letter
October 20, 2025
Mr. Jimmie Tulabing
City of East Palo Alto
2415 University Avenue
East Palo Alto. CA 94303
Subject: REQUEST FOR PROPOSAL-INFORMATION TECHNOLOGY STRATEGIC PLAN Dear Mr. Tulabing,
Government Technology Group, LLC (GTG) hereby presents this comprehensive work proposal to the City of East Palo Alto for the development of an Information Technology Strategic Plan that will strategically navigate the City's technological landscape over the next five years.

As a distinguished technology consulting firm, GTG is composed of accomplished leaders in public service information technology. Our team brings substantial expertise gained from successful engagements in various local government projects. We have a proven track record in delivering conventional business applications and advancing network infrastructure technologies. Notably, we have crafted and executed technology plans for respected entities such as Dublin San Ramon Services District, cities including Goleta, Victorville, Concord, Danville, Hayward, Sunnyvale, Ventura, Chico, Vacaville, and Santa Barbara, as well as South Tahoe Public Utility District and housing authorities of Alameda and San Mateo. The extensive experience garnered from these endeavors positions us optimally to replicate the same success for the City of East Palo Alto.

In alignment with the specifications outlined in the Request for Proposal (RFP), GTG is confident in its ability to not only meet but surpass the stipulated conditions delineated in the selection criteria. If selected, GTG will perform the services and adhere to the requirements described in the RFP, including acceptance of the City’s standard contract terms and any addenda. Also as requested, GTG and its officers have no financial interest in the City of East Palo Alto, has never had any issues identified in the statement section IV.K of the RFP.

We appreciate the opportunity to present this proposal and eagerly anticipate the prospect of further discussions to delve into the intricacies of the proposed projects. This proposal shall remain valid for 180 days after submittal. Thank you for considering Government Technology Group, and we look forward to potential collaboration with the City of East Palo Alto.

Sincerely,
The Government Technology Group, LLC
2930 Geer Rd., Suite 273 Turlock, CA 95382
(209) 678-3077 | [email protected]
19 GOVERNMENT TECHNOLOGY GROUP, LLC
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Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 3 TABLE OF CONTENTS
Transmittal Cover Letter.......................................................................................2 Executive Summary ..............................................................................................4 Section A: Firm’s Qualifications ...........................................................................5 Qualifications.......................................................................................................................... 5 Section B: Experience and References.................................................................6 Project References................................................................................................................. 6 Section C: Qualifications of Staff to be Involved..................................................7 Project Team Qualifications .................................................................................................... 7 Section D: Understanding of Services ..................................................................9 Understanding of Services – Methodology ............................................................................. 9 Section E: Project Timeline and Work Plan.......................................................17 Project Timeline.....................................................................................................................17 Work Plan..............................................................................................................................18 Section F: Project Costs ......................................................................................20 Project Costs.........................................................................................................................20 Attachment A: References .................................................................................. 21 Attachment B: Staff Resumes .............................................................................22 Attachment C: Piggyback Clause.......................................................................29 20 GOVERNMENT TECHNOLOGY GROUP, LLC
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Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 4 Executive Summary
Technology assumes a pivotal role in enhancing service delivery and optimizing operational efficiency for the City, leading to cost-effectiveness and heightened productivity. Given the extensive integration of technology into the City's operations and services, thoughtful decisions regarding its utilization become imperative. Business and operational strategies, along with resource management encompassing personnel, assets, and services, dictate the informational requirements and strategies. Only through this meticulous process can the organization progress from data to insight, action, and ultimately, desirable outcomes, utilizing technology to furnish actionable information for informed business and operational decisions.

Government Technology Group, LLC (GTG)—a consortium of former local government CIOs and IT leaders—proudly partners with Smart Connections IO, a recognized innovator in datadriven infrastructure and smart city solutions. Together, we are uniquely positioned to deliver a forward-thinking, actionable Information Technology Strategic Plan for the City. This collaboration combines GTG’s deep public sector expertise with Smart Connections IO’s cuttingedge technology insights and industry standards expertise, ensuring a strategic roadmap that is both visionary and grounded in real-world implementation. This plan is designed to empower the City to effectively leverage technology in supporting, optimizing, enhancing, and extending its operations and business processes, all while safeguarding against security threats and mitigating risks.

Our approach is methodical and phased, building on earlier stages and findings to identify and rectify foundational gaps in technology and organization. We provide roadmaps, prioritizations, and cultivate workforce support to establish a coherent and integrated City-wide technology portfolio. The information underpinning our analysis is derived collaboratively with City staff through conversations, surveys, meetings, workshops, and reviews. This is supplemented by our subject matter expertise and awareness of industry best practices and evolving trends.

Continuous background preparatory activities throughout the project ensure the achievement of stated objectives and deliverables.

As technology leaders both in our previous roles and now in consulting, GTG brings extensive firsthand experience in successfully delivering technological advancements in cities, agencies, and districts. GTG differs from other firms with the owners collaborating with its customers directly through the life of the project to ensure success. We have managed projects involving network upgrades, cybersecurity, telephony, ERP implementations, enterprise content document management systems, websites, SCADA networks, security, asset management systems, and cloud office systems, among others. Operating within the constraints of public funds and being accountable to City Councils, we understand the responsibility of designing, planning, and implementing complex network and software projects.

The City of East Palo Alto Information Technology Plan, envisioned as a framework for the next five years, aims to align technology with the strategic intent of City operations. It facilitates targeted investments and the development of capabilities that contribute to achieving strategic and organizational objectives while safeguarding assets and reputation. The resulting governance structure ensures a disciplined process for thorough vetting of new projects and opportunities. The plan guides decisions on how technologies support operational and business processes, fostering collaboration among staff within and across divisional boundaries. 21 GOVERNMENT TECHNOLOGY GROUP, LLC
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Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 5 Section A: Firm’s Qualifications

QUALIFICATIONS
Government Technology Group LLC (GTG), established in 2019 through the amalgamation of Priest Consulting and the Government Technology Group, brings together a cumulative professional technology experience of over 70 years among its principals. This collaboration, born out of two decades of joint inter-agency cooperation, consulting, and personal collaboration, involves former Bay Area CIOs who have collectively navigated the intricacies of their respective agencies' technologies. The result is a specialized technology consulting firm focused on addressing the unique challenges faced by government entities. Coupled with Smart Connections IO, an innovative leader in Smart City and AI solutions as well indepth expertise in industry standards including helping draft IEEE, IETF, GCTC Super Cluster and NIST standards, GTG is well qualified to provide a comphrensive strategic plan that will assist the City for the next five years and beyond.

Drawing from our extensive background, we have provided invaluable assistance to numerous clients in IT assessments, strategic planning, and master plans. Notable among these are Victorville, Santa Barbara, Goleta, Newark, Menlo Park, Vacaville, Dublin/San Ramon Sanitation District, Housing Authority of Santa Clara County, and the Greater Vallejo Recreation District.

Our expertise extends to the planning and implementation of complex, major software installations and operations, addressing challenges akin to those encountered by the City of East Palo Alto.

Network Infrastructure
Broadband Master Planning
Airport Network and Security Design
Enterprise Network Architecture
Network Operations & Engineering
SCADA WAN & IP Network Engineering
Availability & Capacity Management
Backup, Restore & Disaster Recovery
Security Administration – Zero Trust
Firewall/VPN/IDP/AntiVirus/
Broadband Implementation Management
Business Continuity Planning
System Administration
Windows System Administration
Microsoft Office 365
Local & Cloud Directory Services
Administration
Server Configuration Management
Storage Area Network Administration
ECMS (Enterprise Content Management)
System Administration
Application & Storage Virtualization
Backup Operations
Desktop and Mobile HW & SW
Application Administration
Application Support and Administration
Application Change/Release Management
Application Integration
Application Configuration
Reporting
Programming
Automated Meter Infrastructure
Secure Utility Billing and Permitting
Customer Internet Portals
Help Desk Management
Management Information Systems
Digital Twins
Cable and PEG Support
Smart City Planning
AI Planning
Business Intelligence
Interim CIO
Technical Workforce Management
Enterprise Resource Planning (ERP)
SQL Database Operations & Administration
CMMS Asset Management
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Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 6 Section B: Experience and References

PROJECT REFERENCES
The key consultants engaged in this project have successfully executed several endeavors comparable to the proposed initiative. Presented below is a compilation of IT Master/Strategic plans or IT Assessments accomplished by our team:
 City of Menlo Park – Security Assessment/Audit, 2023   City of Lancaster – Artificial Intelligence Master Plan, 2025 (draft submitted)   City of Newark – Public Private Partnership RFP for Broadband Services, 2025  City of Goleta – Managed Services RFP and Selection Assistance, 2023  South Tahoe Public Utility District – Strategic Plan, Security Audit, BRDR Plan - 2023  City of Newark – IT Assessment – 2022 
 City of Shafter – Public Private Partnership RFP for Broadband Services - 2025  City of Victorville – IT Strategic Plan – 2021
 City of Cerritos – Broadband Plan -2023
 Alameda County Office of Education – IT Assessment – 2013  City of Shafter – Broadband Master Plan - 2023
 City of Benicia – IT Assessment – 2013
 City of San Leandro – Wireless Master Plan – 2013
 City of Vacaville – IT Master Plan – 2014
 City of Port Hueneme – Broadband Master Plan - 2023
 City of Cupertino – IT Assessment – 2015
 Greater Vallejo Recreation District – IT Assessment – 2018  Town of Danville – IT Master Plan – 2016
 City of Los Altos Hills – Broadband Master Plan - 2023  Dublin San Ramon Service District – IT Master Plan – 2017  Vacaville Interim CIO – 2024
 City of Newark – Broadband and Smart City Plans – 2024 Note: Three Project References that best support the proposed team’s stated qualifications can be found in Attachment A below.
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Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 7 Section C: Qualifications of Staff to be Involved

PROJECT TEAM QUALIFICATIONS
Government Technology Group, LLC
GTG will assign Mr. Lewis and Mr. Priest as the managing consultants, with Mr. Guenther, as a subject matter expert (SME) to the project.

Jeff Lewis, MPA, PMP, CGEIT – Project Manager
Jeff Lewis is a seasoned professional in the Information Technology sector, boasting a career that spans over 40 years across public, private, and non-profit domains. His diverse experience includes roles in local government, the medical industry, and technology consulting. Jeff has held the position of Chief Information Officer for multiple local government and non-profit agencies. He is a founding member of the Government Technology Group (www.GovTechGroup.net) and has served as the Director of the Smart Region Initiative at Joint Venture Silicon Valley.

In his capacity as a CIO, Jeff has spearheaded initiatives encompassing Smart City and Artificial Intelligence development, broadband implementation, technology strategic planning, GIS planning, enterprise architecture, policy formulation, and research for local government entities.

Clancy Priest, IEEE – Network and Systems Expert
Clancy Priest also brings over 40 years of experience as a retired municipal Chief Information Officer, having played integral roles in multiple organizations. Currently operating as an independent technology consultant, he offers extensive technical expertise. His educational background includes a BS in engineering, providing a solid foundation in the technical domain.

Mr. Priest possesses diverse technical abilities, emphasizing proficiency in project and program management. His experience spans various facets of information technology and executive management.

Mark Guenther, CGCIO - Systems and Programming Expert
Mark Guenther has over 30 years of experience and is a retired municipal Chief Information Officer with a wide range of firsthand technical expertise. In both the CIO and consulting roles, he has overseen the successful implementation of citywide enterprise resource planning (ERP) systems, permitting systems and utility billing functions, including secure online customers access to permit and utility accounts.
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Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 8 William Pugh – Project Consultant

SMART CONNECTIONS CONSULTING LLC
Mr. Pugh has over 25 years of experience in wired/wireless strategy of platform development and deployment of networking technologies for several private and public companies. Most recently over the past 7 years, working with cities on strategies for executing Smart City and AI initiatives around Street lights, Smart Parking, Intelligent Traffic and Security. Several technologies include, but not limited to;
• Wireless solutions
• Digital Twins
• Distributed Ledger Technologies
• Standards and Interoperability
• Cloud strategy and distributed Networking
Subcontractors - Subject Matter Experts
GTG maintains a pool of highly qualified and talented subcontractors with diverse subject matter expertise. This allows GTG to draw on specific skills as needed for each project, ensuring the delivery of top-quality products at competitive prices. All costs associated with subcontractors are covered by GTG and have the following requirements:
• Approval and Notification:
o Obtain prior written approval from the City for any subcontractors. o Provide the City with detailed information about the subcontractor. • Responsibility and Oversight:
o Retain full responsibility for the performance of all subcontracted work. o Ensure that subcontractors meet all relevant requirements and standards. o Oversee and manage the subcontractors to ensure quality of services. • Compliance:
o Ensure that subcontractors adhere to all terms, conditions, and requirements. o Require subcontractors to maintain the same standards of confidentiality, security, and compliance as GTG.
• Communication:
o Serve as the primary point of contact between the City and all subcontractors. o Facilitate effective communication and coordination.
• Documentation:
o If required provide the City with copies of all agreements with subcontractors. o Notify the City promptly of any issues or changes related to subcontractors. • Liability:
o Accept any liability for any work performed by subcontractors. o Indemnify and hold the City harmless from any claims, liabilities, or expenses arising from subcontractor actions or omissions.

By ensuring these provisions are met, GTG will effectively manage subcontractors and maintain the integrity and quality of the project.
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Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 9 Section D: Understanding of Services
UNDERSTANDING OF SERVICES – METHODOLOGY
Scope of Services
Assessment of Current IT Staffing, Infrastructure, and Practices  Review and evaluate the current IT staffing, infrastructure, encompassing hardware, software, network systems, and data centers. Assess existing IT practices, procedures, and systems for efficiency and effectiveness.
o Evaluate the efficiency and effectiveness of current IT practices and procedures, identifying areas requiring improvement taking into account industry standards and risk avoidance
o Review the IT asset procurement, deployment, and tracking lifecycle, providing recommendations for enhancement.
o Identify improvement areas based on the assessments and propose optimization strategies.
o Assess staff structures and offer recommendations to support the City’s departmental needs optimally.
o Conduct a comprehensive review of the current IT infrastructure, including an examination of hardware, software, network systems, and data centers. o Compare and benchmark against other IT operations at similar size municipalities.

IT Needs Analysis
 Perform a comprehensive analysis of future IT needs aligned with the organization's strategic goals. This analysis should involve discussions with City executive management and key stakeholders to understand technology requirements and consider emerging opportunities in the public sector.
o Conduct an in-depth analysis of the organization's future IT needs, ensuring alignment with industry standards within all strategic objectives. o Meet with the City's executive management and other stakeholders to gain insights into anticipated technology requirements and goals. o Evaluate emerging technology opportunities in the public sector and assess their relevance and applicability to the City.
o Align analysis findings with the organization's strategic goals, prioritizing IT initiatives that support these objectives.
o Formulate a strategic plan for meeting the identified future IT needs, incorporating innovative public sector technology opportunities. 26 GOVERNMENT TECHNOLOGY GROUP, LLC
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Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 10 o Conduct an in-depth analysis of the IT organization staff and provide a growth path for future support.
o Perform an in-depth gap analysis that will assist in creating a roadmap to ensure future needs are met.
o Review the need for cloud services, AI adaptation, automation, and other emerging technology tools that are deemed relevant to the City’s business case.

Future Needs
 Perform an evaluation of the City’s capacity to adopt emerging technologies and the organization’s ability for foundational change, supported by existing infrastructure, leadership interest, and a growing awareness of digital transformation benefits.

Determine if the IT Division is prepared for scalable growth along with the needed operational maturity.
o Immediate (0–12 months)
 Cybersecurity Hardening: Conduct a comprehensive risk assessment and implement multi-factor authentication, endpoint protection, and staff training.
 Cloud Readiness Audit: Evaluate current systems for cloud migration potential and prioritize low-risk, high-impact services.  Staff Capacity Building: Invest in training programs focused on cloud, AI, and automation fundamentals.
 Begin the foundational understanding of data governance with the goal of improving data driven decision making taking into account Artificial Intelligence opportunities.
o Mid-Term (1–3 years)
 Legacy System Modernization: Replace or refactor outdated systems to support interoperability and data sharing.
 AI and Automation Pilots: Launch targeted pilot projects in departments such as Public Works or Finance to demonstrate value and refine use cases.
 Governance Frameworks: Establish policies for data ethics, AI transparency, and vendor management.
o Long-Term (3–5 years)
 Smart City Strategy: Develop a roadmap for integrating IoT, digital infrastructure, and citizen-facing platforms.
 Enterprise Architecture Development: Create a unified architecture to guide technological investments and ensure alignment with City goals.  Scalable IT Operations: Implement ITIL-based service management, performance metrics, and continuous improvement protocols. 27 GOVERNMENT TECHNOLOGY GROUP, LLC
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Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 11 IT Governance and Policies
 Recommend a framework for IT governance, including a decision-making body, processes, and responsibilities. Review and suggest IT policies to ensure regulatory compliance, data security, and efficient use of IT resources. o Recommend a comprehensive IT governance framework, defining the decisionmaking body, processes, and roles and responsibilities. o Assess existing IT policies, focusing on their effectiveness in ensuring regulatory compliance, data security, and efficient use of IT resources. o Based on the assessment, recommend modifications to existing IT policies or propose new policies as needed.
o Establish procedures to regularly review and update IT policies, ensuring they remain relevant and effective.
o Elevate the City’s capacity to adopt emerging technologies in a seamless and cohesive manner.
o Create a roadmap for implementing the IT governance framework and updated policies.

Cybersecurity Strategy and Roadmap
 Review the City's current cybersecurity practices and recommend a comprehensive strategy to safeguard the organization's assets. This review should include an evaluation of current tools, staff, policies, and budgetary resources. o Conduct a thorough review of the City's current cybersecurity practices, identifying potential strengths and weaknesses.
o Evaluate the effectiveness of current cybersecurity tools, staff competencies, existing policies, and allocated budgetary resources.
o Recommend a comprehensive cybersecurity strategy based on the review and evaluation to protect the organization's digital assets. o Propose improvements or additions to cybersecurity tools, staff training, policies, and budget to support the new strategy.

IT Staffing and Training
 Assess the current organizational structure of IT and staff resources. Identify and recommend strategies for recruiting, addressing skills gaps, and retaining IT staff. o Conduct on-site and in-person interviews with IT staff to evaluate any issues and performance difficulties.
o Review the current organizational structure of the IT division and assess the skills and capacities of staff resources.
o Compare current IT capabilities with the organization's future technology needs to identify potential gaps and recommend strategies to mitigate them. 28 GOVERNMENT TECHNOLOGY GROUP, LLC
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Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 12 o Recommend recruitment strategies to attract the talent necessary to meet the organization's future technological needs.
o Identify skills gaps among current IT staff and propose a training program to address these deficiencies.
o Recommend strategies for retaining IT staff.

Replacement Budgeting and Cycles
 The City budgets for the planned replacement of crucial IT assets. Analyze and review the IT Replacement budget to assess utilization, opportunities for simplification, and conformity to industry-standard replacement practices.
o Review the City's budget for the replacement of IT assets. o Analyze the utilization of the IT Replacement budget, identifying trends, potential areas for improvement, and effectiveness.
o Identify opportunities to simplify processes associated with the IT Replacement budget.
o Compare the City's practices with industry-standard replacement practices to determine conformity.
o Provide recommendations based on the analysis for optimizing the utilization and management of the IT Replacement budget.

IT Satisfaction Assessment
 Evaluate the organization's satisfaction with existing IT services and infrastructure. This evaluation should involve gathering and analyzing feedback from various organizational stakeholders, including executive management, staff, and users of IT systems. o Assess the organization's level of satisfaction with current IT services and infrastructure.
o Conduct on-site and in-person interviews with pertinent City Departments, Divisions, and staff to evaluate customer satisfaction and IT performance. o Gather feedback on IT services and infrastructure from various organizational stakeholders, including executive management, staff, and users of IT systems. o Analyze the collected feedback to understand perceptions of IT service quality and infrastructure performance.
o Develop a report detailing stakeholder satisfaction with IT services and infrastructure.
o Propose actionable steps based on the evaluation to improve satisfaction with IT services and infrastructure.
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Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 13 Project Deliverables and Reports
 Current State Assessment - The City’s IT environment will have been thoroughly reviewed to establish a baseline understanding of existing assets and services. Key findings shall include:
o Servers: Mix of on-premises and cloud-hosted environments, with aging hardware nearing end-of-life.
o Networks: Core switches and routers are functional but lack redundancy and scalability.
o End-user Equipment: Desktop and mobile devices vary in age and performance; inconsistent lifecycle management.
o Software Systems: A blend of legacy applications and modern SaaS platforms, with limited integration.
o Community-Facing Services:
o Online Permitting: Functional but lacks mobile responsiveness and real-time status updates.
o Digital Payments: Available for select services; expansion needed for broader utility billing and licensing.
o Electronic Plan Review: Implemented but underutilized due to user interface challenges and limited training.
 Gap Analysis -The assessment shall identify critical deficiencies within:
o Infrastructure & Equipment:
 Aging servers and network hardware.
 Device standardization.
o Software & Integration:
 Siloed systems, data sharing, and operational efficiency.  Any lack of centralized identity management.
o Security & Continuity:
 If there are any inconsistent patching and outdated antivirus solutions.  Current formal disaster recovery plan and business continuity strategy. o Email & Communication:
 Current status of email system and collaboration features.  Review unified messaging or video conferencing platform. o Emergency Preparedness:
 Detail backup power and failover capabilities.
 Review formal incident response protocols.
o Recommendations:
 Consolidate systems under a unified platform.
 Upgrade infrastructure with cloud-first strategy.
 Implement cybersecurity framework (e.g., NIST).
 Future State Roadmap - A sequenced, five-year roadmap is proposed to modernize IT capabilities, align with business priorities, and position the organization to leverage 30 GOVERNMENT TECHNOLOGY GROUP, LLC
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Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 14 emerging technologies. The roadmap is structured into immediate, near-term (1–2 years), and long-term (3–5 years) actions.
o Immediate (0–12 months)
 Infrastructure Stabilization
 Upgrade critical network and server infrastructure to ensure reliability and security.
 Implement baseline cybersecurity controls (MFA, endpoint protection, patch automation).
 Cost Estimate: Of needs (hardware refresh, licenses, consulting).  Staffing Implications: Minimal net new FTEs; reliance on contractors/partners for implementation.
 Service Delivery Enhancements: Improved uptime, reduced incidents, stronger security posture.
 AI Skillup recommendations.
 Provide ongoing tactical plan update process to ensure future growth, business needs and technology advancements are incorporated into future budget processes on an annual basis.
o Near-Term (1–2 years)
 Cloud Adoption & Application Modernization
 Migrate priority workloads to cloud platforms (hybrid model).  Begin phased retirement of legacy applications.
 Introduce data governance framework.
 Digital Workplace Enhancements
 Expand collaboration tools (Teams/SharePoint/Slack equivalents).  Deploy mobile device management and secure remote access.  Cost Estimate: Of needs (cloud migration, licenses, training).  Staffing Implications: For cloud engineering, cybersecurity, and data analytics.
 Emerging Tech Opportunities: AI-driven analytics, automation of routine IT tasks.
o Service Delivery Enhancements: Faster application delivery, improved datadriven decision-making, and enhanced employee productivity. Long-Term (3–5 years)
 Advanced Automation & AI Integration including but not limited to improved permitting, payments, plan submission, robotic process automation and community engagement.
 Cybersecurity Maturity
 Implement zero-trust architecture and continuous monitoring.  Enterprise Architecture & Integration
 Consolidate systems into a unified digital ecosystem.  Innovation & Emerging Tech
 Explore secure transactions, IoT for operational efficiency, and AR/VR for training.
 Cost Estimate: Of needs (enterprise-scale transformation, AI/automation platforms).
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Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 15  Staffing Implications: For AI/ML, DevOps, cybersecurity, and enterprise architecture.
 Service Delivery Enhancements: Proactive IT services, reduced downtime, enhanced customer and employee experience.
 Organizational Recommendations - To successfully implement and sustain the roadmap, the IT Division must evolve its organizational structure, governance, and workforce capabilities.
o Governance & Structure
 Establish an IT Governance Board with business and IT leadership to prioritize initiatives and align with strategic goals.
 Create Centers of Excellence (CoEs) for Cloud, Cybersecurity, and Data Analytics to drive best practices and innovation.
 Adopt a hybrid delivery model (internal staff + strategic vendor partnerships) for flexibility and scalability.
o Staffing & Workforce Development
 Staffing Growth: Incremental increases in specialized roles (cloud engineers, data scientists, cybersecurity analysts).
 Cross-Training: Upskill existing staff in cloud, automation, and data analytics to reduce reliance on external consultants.
 Succession Planning: Develop leadership pipelines to ensure continuity. o Training & Professional Development
 Implement a continuous learning program with certifications (AWS/Azure, CISSP, ITIL, Agile/Scrum).
 Encourage participation in industry forums and conferences to stay current with emerging technologies.
o Resourcing
 Secure multi-year funding commitments aligned with the roadmap phases.  Leverage cloud cost optimization and vendor negotiations to manage expenses.
 Explore public-private partnerships or grants for innovation pilots. o Service Delivery Model
 Transition from a reactive support model to a proactive service management model (ITIL-based).
 Introduce KPIs and SLAs tied to business outcomes (uptime, user satisfaction, time-to-market).
 Expand self-service portals and automation to reduce ticket volume and improve user experience.
 Each deliverable report shall include the following minimum requirements:
 Findings and Analysis – Provide a clear, evidence-based narrative of key results derived from assessments and stakeholder engagement, highlighting patterns, insights, and implications.
 Risks and Benefits – Present a balanced evaluation of the potential risks, benefits, and trade-offs associated with each recommendation to support informed decisions. 32 GOVERNMENT TECHNOLOGY GROUP, LLC
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Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 16  Action Matrix – Deliver a structured framework of recommended actions, specifying the responsible parties, timelines, sequencing (immediate, near-term, long-term), dependencies, and required resources.
 Cost and Workload Estimates – Include order-of-magnitude costs and estimated work hours for each recommendation to guide resource allocation and planning.  Implementation Timeline – Outline a phased schedule that illustrates when and how recommendations should be executed, ensuring logical sequencing and alignment with organizational priorities.

Methodology
GTG's approach to assessment and strategic technology planning draws upon the collective expertise of our team, with a proven track record in delivering services to public agencies. In addition to this, our methodology is meticulously crafted to evaluate the City's current technological landscape, identifying both its strengths and weaknesses. This comprehensive technology assessment serves as the cornerstone for the development of the Information Technology Strategic Plan.

Central to GTG's methodology is a dedicated focus on engaging with department users of technology and key stakeholders shaping the City's business and operational directives. We take pride in conducting on-site, in-person interviews to gather all necessary information from staff for our assessments and recommendations. Our Information Technology Strategic Planning methodology is designed to institute processes that yield tangible and positive outcomes. The proposed work plan is structured across multiple phases, each seamlessly building upon the other, culminating in the creation of a robust Information Technology Strategic Plan for the City.

The initial phase lays the groundwork for effective communication and project success.

Subsequently, the second phase is dedicated to a thorough assessment of the City's current technological landscape, analyzing how technology resources align with operational needs, identifying gaps, opportunities, and evaluating the City's technology service delivery and management.

Moving forward, the subsequent phase involves crafting the tools and vision essential for the future of the City's Technology Portfolio. Workshops and roadmaps play a pivotal role in fostering a comprehensive understanding of how this envisioned future can be effectively realized.

The final step follows a structured methodology to provide a Strategic Plan that derives strength from the insights garnered during the "Assessment" and "Vision" phases. This strategic plan incorporates recommendations and projections for future technological enhancements, as well as business and operational process improvements. This final phase includes review of the draft report by key city staff in a collaborative manner resulting in a co-developed plan between GTG and the City. The outcome is a forward-looking and actionable plan that positions the City for sustained technological success.
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Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 17 Section E: Project Timeline and Work Plan

PROJECT TIMELINE
Description *Timeline
Project Management 4 months
Project Initiation
Project Kickoff Meeting
Overall (continual) Project Management
Discovery 6 weeks
Assessment of all City Information Technology
Infrastructure review
Review Current practices, efficiencies, staffing, procurement, etc.

Technology Trends and Review, identify improvements,
Needs and Goals Assessment
Gap Analysis
Vision 4 weeks
Recommend Governance policies
Proposed Cybersecurity improvements
Staffing and Training recommendations
Budgeting and Replacement Cycle
Customer Satisfaction Improvements
Phased Implementation Plan
Technology Master Plan Final 6 weeks
Master Plan Draft
Report Out to Council, Departments, & Divisions
Approximate Duration 4 Months
*Note: All timelines are approximate and may run concurrently. 34 GOVERNMENT TECHNOLOGY GROUP, LLC
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Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 18 WORK PLAN

PHASES OF THE PROPOSED WORK PLAN

1. PROJECT INITIATION:

Planning Meeting:

During this phase, GTG aims to align our proposed work plan and schedule with stakeholders.

This involves refining the detailed scope of work, project timeline, deliverables, project reporting methods, and participant roles. Timely progress reports and earned value reports will be submitted to the City, ensuring transparency and accountability.

Project Initiation Meeting:

To ensure comprehensive communication, this phase involves a meeting with City staff, including senior-level management and project sponsors. All staff involved in the project will participate, fostering an understanding of roles, responsibilities, goals, objectives, project approach, and timeline.

2. ASSESSMENT PHASE:

This step entails a close collaboration with the organization's technology stakeholders to conduct a thorough assessment of existing technologies, staffing, and technology gaps. GTG will gather information to assess overall satisfaction with technology service delivery. The assessment results will inform the City's future vision for technology use.

3. VISION PHASE:

Building upon the assessment, this phase focuses on planning the future. GTG's Technology Assessment evaluates various aspects, including governance, service delivery, application support, security, infrastructure, and administration. Workshops will be conducted with City system users to assess the current technology environment, identify barriers, and plan for future technology use.

4. STRATEGIC PLAN:

GTG will integrate findings from previous tasks and technical research to develop the City's Strategic Plans. These plans, incorporating input from stakeholders and independent research, will be presented professionally to multiple audiences, including the Executive Team and the Board if desired.
35 GOVERNMENT TECHNOLOGY GROUP, LLC
209-678-3077
[email protected]
Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 19 Quality Assurance/Quality Control Program
GTG adheres to the Project Management Book of Knowledge waterfall process for effective monitoring and management of quality control throughout the project lifecycle. This comprehensive approach involves the establishment of approval criteria and quality standards during the initiating phase, integration of quality into project planning, meticulous tracking through the Executing, Monitoring, and Controlling phases, and the documentation of lessons learned and importation of documents during the closing phase, as depicted in the following image.

In addition to workshops and stakeholder interviews, GTG will have bi-weekly meetings with the City’s lead(s) as needed with a structured agenda including responsibilities, key tasks of project, risks and action items highlighted in easy to understand color formatting with red as critical, orange as urgent, green as completed and blue for in process. The agenda will also include a notes section for important discussion items from the previous meeting. Minutes of the meetings will be provided to memorialize decisions and progress made. 36 GOVERNMENT TECHNOLOGY GROUP, LLC
209-678-3077
[email protected]
Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 20 Section F: Project Costs

PROJECT COSTS
The total fixed cost to the City of East Palo Alto for a Five-Year Information Technology Strategic Plan is $98,800 and includes all work to be completed by GTG as stated in this proposal. GTG will invoice East Palo Alto per milestone. Invoices are payable on net 30 terms from the date of invoice.

Description Work/Hours* Cost
Project Management 54 $23,500.00
Project Initiation
Project Kickoff Meeting
Discovery 92 $26,000.00
Assessment of all City Information Technology
Infrastructure review
Review Current practices, efficiencies, staffing, procurement, etc.

Technology Trends and Review, identify improvements and risks Needs and Goals Assessment
Vision 92 $25,000.00
Recommend Governance policies
Gap Analysis
Proposed Cybersecurity improvements
Staffing and Training recommendations
Budgeting and Replacement Cycle
Customer Satisfaction Improvements
Phased Implementation Plan
Technology Master Plan Final 82 $22,000.00
Master Plan Draft
Report Out to Council, Departments, & Divisions
Administration 12 $2,300.00
Not to Exceed 332 $98,800.00
* GTG will invoice on a milestone basis; 20% Kick Off, 20% Discovery Completion, 30% Vision Completion, 30% presentation to Council.

Out-of-scope work will be billed at $195.00 per/hour.
37 GOVERNMENT TECHNOLOGY GROUP, LLC
209-678-3077
[email protected]
Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 21 Attachment A: References
Reference 1
Organization name:

South Tahoe Public Utility District
Contact and title:

Chris Skelly, IT Manager
Address:
1275 Meadow Crest Dr., South Lake Tahoe, CA 96150
Phone number: (530) 543-6281
Email Address: [email protected]
Effective date of contract: 2022 Value of Contract: $75,000 Description of products/services provided:

IT Strategic Plan; Disaster Recovery Plan, Security Audit and Penetration Test Reference 2
Organization name:

City of Newark
Contact and title:

Ed Miranda, CIO/ IT Director
Address:
37101 Newark Blvd, Newark CA
Phone number: (510)578-4839
Email Address: [email protected]
Effective date of contract:2024/2025 Value of Contract: $ 200,000 Description of products/services provided:

IT Assessment and Broadband/Smart City Master Plan
Reference 3
Organization name:

City of Victorville
Contact and title: Joe Haggard
(currently with the City of Lancaster)
Address:
14343 Civic Drive, Victorville, CA 92393-5001
Phone number: (661) 723-6060
Email Address:
[email protected]
Effective date of contract: 2021 Value of Contract: $75,000 Description of products/services provided: Victorville IT Strategic Plan 38 GOVERNMENT TECHNOLOGY GROUP, LLC
209-678-3077
[email protected]
Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 22 Attachment B: Staff Resumes
The following staff are fully available for this project with primary roles and commitment to its completion. Jeff Lewis and Clancy Priest as the managing consultants, with Mark Guenther as a subject matter expert (SME).

Jeff Lewis, MPA, PMP, CGEIT – (GTG) Project Manager
TECHNOLOGICAL BUSINESS ALIGNMENT and LEADERSHIP
My career includes a blend of private, non-profit and public sectors providing vision, leadership and management excellence in the information technology field. I have excelled in transforming immature organizations into productive and mature business aligned entities. My goal is to use my experience assisting special districts, local and state governments through the strategic use of technology to develop cost-effective ways to enhance business services.

PERSONAL TRAITS
• Strategist, motivator and organizational leader.
• Visionary and strategic thinker.
• Recognized ability to solve problems and to think out of the box. • Talent for seeing the “big picture”, pinpointing organizational objectives, and setting goals and priorities to achieve them.

ACCOMPLISHMENTS
• Strategic Planning: Development of strategic plans and governance processes. • Artificial Intelligence (AI) Planning: Development of AI Master plans, data quality and governance solutions.
• Broadband Solutions: Creation of Broadband plans, networks and best practices. • Smart City: Development and implement Smart City Solutions including support for the Internet of Things (IoT).
• Cloud Strategy and Implementation: Developed and Implemented Cloud based systems and contract checklist to improve services and protect agency assets. • Security: IT Security audits and implementations protecting intellectual property. • Process Improvement: Oversaw multiple business process improvement programs documenting processes and workflow including re-engineering business and computer processes to reduce computer down time by 90%.
• Negotiation: Negotiated multi-agency and public private partnerships to provide local and regional broadband networks and telecommunications.
• Mobility: Led e-commerce, e-business strategies and wireless infrastructure for field operations and community access.
• Network Planning: Architected enterprise wide network infrastructure. 39 GOVERNMENT TECHNOLOGY GROUP, LLC
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[email protected]
Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 23 • Business Systems: Provided leadership in transitioning agencies from legacy systems to client and web-based platforms including multiple ERP systems. • Cost Oversight: Led multiple efforts in reducing business cost. • Awards: Obtained MISAC award for excellence 11 years in a row covering two agencies • Project Management: Created project management program and materials. • Governance: Develop governance programs and provide leadership and technical guidance on steering committee.
• Training: Coordinate departmental and information technology training including development of training materials.
• Legislation: Monitor and advise City Manager and Council on state legislation with potential impacts on information technology and telecommunications. • Systems Migration: Migrated multiple business systems including establishing and directing a Y2K program converting 18 business systems in 3 years.
• Auditing: Audited phone records resulting in 48k refund and ongoing reductions. • Policies and Procedures: Developed and implemented policies and procedures for legislative compliance and to follow best practices

PROFESSIONAL EXPERIENCE
City of Concord
Executive Level
Director of Information Technology
2014-2018
City of Merced
Executive Level
Director of Information Technology
2004-2014
City of Modesto Information Services Manager
1995-2004
Sutter Tracy Community Hospital
Non-Profit, Executive Level
Information Systems Director
1994-1995
E&J Gallo Winery
Retail and Distribution
Systems Analyst
1993-1994
City of Turlock Data Processing Coordinator
1984-1993

AFFILIATIONS
Center for Information Security Multi-State Information Sharing and Analysis Center (MS-ISAC)
Municipal Information Systems Association of California (MISAC) MISAC Education Committee
States of California and Nevada National Association of Telecommunications Officers and Advisors (SCAN NATOA)
Information Systems Audit and Control Association (ISACA) Project Management Institute (PMI)
Kiwanis
40 GOVERNMENT TECHNOLOGY GROUP, LLC
209-678-3077
[email protected]
Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 24 EDUCATION
Masters Public Administration (MPA), Stanislaus State, Turlock CA B.S., Computer Science, Stanislaus State, Turlock CA
Minor, Business Administration, Stanislaus State, Turlock CA Certified in the Governance of Enterprise IT (CGEIT)
Mr. Clancy Priest, IEEE – (GTG) Lead Technical Expert
Mr. Priest is a retired 30+ year municipal Chief Information Officer who has been part of several organizations as detailed in his résumé. Mr. Priest is currently an independent technology consultant offering a wide range of technical expertise. His education is in the technical field with a baccalaureate in engineering. Mr. Priest has a wide range of technical abilities with an emphasis on project and program management, with extensive experience in various forms of information technology and executive management. Mr. Priest has a vast knowledge base of the various forms of automation and of the continual technological evolutions that prevail in the technology profession.

EDUCATION:
• Energy Systems Engineer
Oberstufenzentrum für Elector-und Energietechnik, Berlin, Germany Major: Electro-Mechanical Engineering. (Baccalaureate)
• Energy Systems Practical Internship
Ausbildungszentrum für Siemens Aktiengesellshaft, Berlin, Germany Practical Internship in Engineering Program. (Professional License) • Commercial & Industrial Development Management
University of California, Irvine
2-year program for Project Management. (Certificate)
QUALIFICATIONS:
• Strategic Technology Planning.
• Project management and oversight services.
• Change Management expertise.
• Independent Validation & Verification (IV&V) of projects. • Telecommunications and Interoperability planning, including RoIP and P25 compliance. • Public Safety technologies, including Police, Fire and Military. • Business Process Review and engineering.
• Business Continuity and Disaster Recovery expertise.
• Network Systems (LAN, WAN, MAN), including infrastructure planning. • Dataflow planning (routing, switching, etc.).
• Geographical Information Systems (GIS).
• Telephony telecommunications including Cellular, PBX and VoIP. • Cable Franchise Agreements (PEG).
• eBusiness/eGovernment and World Wide Web presence.
41 GOVERNMENT TECHNOLOGY GROUP, LLC
209-678-3077
[email protected]
Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 25 • Inter- Intra- and Extranet planning and implementation. • Enterprise Resource Planning (ERP) implementation.
• Document and Enterprise Content Management.
• Disaster Recovery, Database Management and System Security. • Training and needs assessment, Technology Strategic Planning. • Total Cost of Ownership (TCO) and Return on Investment (ROI) studies. • Internal Service Fund (ISF) budget preparation and oversight. • Inter-Departmental technology planning.

EXPERIENCE:

Government Technology Group
Principal, Information Technology Consultant, June 2019 to Present C. R. Priest, Consulting
Sole Proprietor, Independent Information Technology Consultant, March 2001 to February 2002 and September 2012 to June 2019
City of Hayward, California
Director of Information Technology/CIO, February 2002 to September 2012 (Retired) City of San Buenaventura, (Ventura) California
CIO, April 1999 to March 2001
City of Chico, California
Director of Information Systems, January 1996 to April 1999 County of Riverside - GSA Purchasing and Material Services Department Departmental Information Systems Coordinator, September 1992 to January 1996 RELATED PROFESSIONAL QUALIFICATIONS:
• State License; Energy Systems Engineer issued by the Department of Industry and Commerce, Federal Republic of Germany
• State License; Energy Systems Technician issued by the Department of Industry and Commerce, Federal Republic of Germany
• City of Chico Management Academy Graduate (with curriculum from CSU Chico) VOLUNTEER WORK:
• Advisory Committee Member/Speaker, Bay Area Technology Forum, 2008 - present. • Technical advisor to the Bay Area UASI BayRICS Communication System 42 GOVERNMENT TECHNOLOGY GROUP, LLC
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[email protected]
Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 26 Mr. Mark Guenther, CGCIO - (GTG) Systems and Plan Reviewer Mr. Guenther is a retired municipal Chief Information Officer with a wide range of firsthand technical skills. Mr. Guenther is also a recently retired municipal Chief Information Officer who has been part of several organizations as detailed in his résumé. Mr. Guenther is currently an independent technology consultant offering a wide range of technical expertise. In both the CIO and consulting roles, he has overseen the successful implementation of citywide enterprise systems including finance (AP, GL, PR, Budget), community development (Permits) and utility billing functions including online access to permit and utility accounts for customers (Tyler Munis) for Hayward, California and Danville, California. Prior to focusing on IT management, he implemented numerous systems, both those which were developed in-house and others that were configured commercial packages which created automated systems for financial and community development functions.

EDUCATION:
• Certified Government Chief Information Officer (CGCIO™) Rutgers University/Public Technology Institute, Newark, New Jersey • Bachelor of Science
University of San Francisco
Major: Applied Economics
• Associate of Arts
Diablo Valley College, Pleasant Hill, California
Emphasis: Computer Science
QUALIFICATIONS:
• 30+ years’ experience in the information technology field • Staff development and mentoring
• Project management and oversight
• Change Management expertise.
• Enterprise Resource Planning (ERP) implementation
• Permit and Inspection System implementation
• Public Safety System implementation, including Police and Fire • Document and Enterprise Content Management
• Business Analysis and Business Process Review
• eBusiness/eGovernment and Web presence
• Internal Service Fund (ISF) budget preparation and oversight EXPERIENCE:

Government Technology Group
Principal, Information Technology Consultant, June 2019 to Present 43 GOVERNMENT TECHNOLOGY GROUP, LLC
209-678-3077
[email protected]
Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 27 City of Hayward, California
Director of Information Technology/CIO, September 2012 to May 2015 (Retired) Information Technology Manager, September 2002 to September 2012 (Retired) Programmer/Analyst, January 1990 to September 2002
Western Exhibitors, Inc, San Francisco, California
Data Processing Manager, April 1982 to January 1999
Smart Connections Consulting LLC – William Pugh
Mr. Pugh has over 25 years of experience in wired/wireless strategy of platform development and deployment of networking technologies for several private and public companies. Most recently over the past 10 years, working with cities on strategies for executing Smart City initiatives around Street lights, Smart Parking, Intelligent Traffic and Security. Several technologies include, but not limited to;
- Wireless solutions
- Digital Twins
- Artificial Intelligence
- Distributed Ledger Technologies
- Standards and Interoperability
- Cloud strategy and distributed Networking
Co- Founder (current) - True North Software Solutions
True North Software Solutions is a SaaS solution company that builds Digital Twins and operational dashboards for Private and Public Sector. As well as AI solutions for Intelligent Infrastructure.

The Co- Founder (current) - Smart Connections Consulting Smart Connections Consulting LLC is responsible for delivering to its Private and Public-Sector clients technological thought leadership, guidance and practical best in class practice for solving their wired or wireless connected initiatives as well as roadmaps for open data and analytic objectives.

Director of Product Management - Sensity Systems (a Division of Verizon) Platform definition, solution and product development of Smart City network nodes and cloud based management system. Creating a network that uses the lighting infrastructure as a means of delivering citywide services
Focus Areas:
• Smart Grid and Smart City
Education
Stanford Executive MBA
44 GOVERNMENT TECHNOLOGY GROUP, LLC
209-678-3077
[email protected]
Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 28 Business Management
Stanford University
Bachelor of Science
Computer Science
University of Phoenix
Patent Holdings
Multi-Protocol and Network Resolution US 8,285,862
Multi-Protocol and Network Resolution US 8,316,136
Approach For Extending Battery Life Nodes Publication No. US-2014-0126346-A1 Publications
Substation Automation- What does the intelligent grid have to do with it Smart Signals Could Make Commute Faster and Safer
Smart Connections Consulting LLC – CV for William Pugh
Director of Product Management
Silver Spring Networks (Acquired by Itron)
Mr Pugh served as a solution lead for the Smart Grid company with over 25MM endpoint employed. He also lead the effort to build the line of business for the Distribution Automation application that would leverage the existing deployed infrastructure.

Focus Areas:
• Common networking platform for multiple applications
• Ease of deployment, management and reporting
• Strategic delivery of roadmaps for the Smart Grid sector • Business case development
REGIONAL SOLUTIONS MANAGER - Harris Networks
Mr. Pugh served as the Regional Solutions Manager for Harris Networks. While in this position it was Mr Pughs responsibility to drive cutting edge technology and network connectivity into the US FedGov space as well as Federal agencies and cellular carriers within the Americas. In several instances while working with other agencies and government teams there were new advancements that were made resulting in patents and new service offerings for the likes of Telcel/RadioMoviles, Telefonica and TelMex. This was driven by point to point microwave technology and the benefits are still being realized Working Group Participation. • IEEE – 6lo Working group and multiple collaboration groups • IETF – Several working groups including 5G/IPv6
• Bluetooth SIG (Special Interest Group)
• GCTC Super Cluster – Wireless Technologies
• IEEE – Humancentric Privacy and Security WG
• NIST SP 1900-206 & SP 1900-207
45 GOVERNMENT TECHNOLOGY GROUP, LLC
209-678-3077
[email protected]
Copyright© Government Technology Group (GTG) 2025 All Rights Reserved City of East Palo Alto Information Technology Strategic Plan Proposal - GTG 29 Attachment C: Piggyback Clause
This attachment discusses the possibility of other public agencies utilizing (or Piggybacking) the same terms and conditions from a contract or proposal originally made between Government Technology Group (GTG) and the City of East Palo Alto.

This clause provides flexibility for GTG to expand its contractual benefits to other entities while maintaining control over who is allowed to piggyback on their contracts. It also clarifies that each entity is independently responsible for its dealings with GTG as follows:

1. Piggyback Option: Other public agencies might wish to piggyback, meaning they wish to use the same contract terms and conditions that GTG has with another party.

2. GTG's Discretion: GTG retains the right to allow or disallow piggybacking on a case-by-case basis.

3. Uniform Terms: If GTG agrees to piggybacking, they will extend the same pricing, terms, and conditions to all entities, including political entities, special districts, and related non-profits.

4. Independent Transactions: Each entity engaging in piggybacking will conduct transactions in their own name, make payments, and be liable to GTG. The agency with whom GTG originally contracted will not be responsible for these additional transactions.
46 CONSENT ITEM 3.3

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: November 4, 2025
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Orly Amey, Assistant to the City Manager
Shiri Klima, Assistant City Manager
SUBJECT: City Council Strategic Priorities Fiscal Years (FY) 2025-27 Work Plan - First Quarter Status Update
Recommendation
Receive a first quarter update on the City Council Strategic Priorities FY 2025-27 Work Plan.

Executive Summary
This report provides an update on the City Council Strategic Priorities FY 2025–27 Work Plan, which outlines the projects and initiatives advancing the City Council’s adopted FY 2025–29 Strategic Priorities. The Work Plan serves as a roadmap for implementing the City Council’s strategic goals through coordinated, measurable actions across departments, ensuring continued alignment between City Council direction, community priorities, and City operations.

This update pertains to the first quarter (Q1) of the Work Plan, which began on July 1, 2025, and ended on September 30, 2025.

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
47 CONSENT ITEM 3.3
Background
On June 17, 2025, the City Council adopted its FY 2025–2029 Strategic Priorities and accompanying FY 2025-27 Work Plan, establishing a strategic framework with particular steps to guide the City’s policy direction, resource allocation, and program delivery. These documents represent a coordinated plan for addressing community needs and strengthening organizational capacity over the next several years. They are collectively available at www.cityofepa.org/sites/default/files/fileattachments/city_council/page/13631/epa_strategicpla n_7.1.25_final.pdf.

The Council Priorities serve as overarching focus areas that shape how the City directs its efforts and investments. They reflect the collective input of residents, stakeholders, and community leaders who participated in a robust engagement process in the spring of 2025 to identify East Palo Alto’s most critical challenges and opportunities. By defining clear priorities, the City Council provided policy direction to the City Manager and ensured staff remained focused on initiatives that advance community well-being and measurable results.

The Council Council’s Strategic Priorities for FY 2025 through FY 2029 are:
• Civic Engagement: Provide diverse and inclusive opportunities for all EPA community members to participate in City meetings, have a voice in City affairs, and develop leadership skills for EPA youth.
• Comprehensive Housing: Increase the City’s housing stock at all income levels (from affordable to market rate), facilitate pathways to homeownership, and prevent displacement of existing residents.
• Governance, Organizational Strength, and Fiscal Sustainability: Strengthen the City’s internal capacity, transparency, and long-term financial health by improving core operation, investing in workforce and systems, and implementing data-informed strategies to ensure effective service delivery, accountability, and fiscal resilience. • Land Use, Economic, and Workforce Development: Support balanced development that attracts investment, strengthens local businesses, reduces economic leakage, and expands access to quality jobs and services that meet local needs. • Parks, Recreation, and Community Facilities: Invest in the modernization and expansion of the City’s parks, recreation, and community facilities and services to increase residents’ access to open spaces and recreational opportunities. • Public Health, Safety, and Quality of Life: Implement and enforce strategies to ensure public safety, improve the livability of neighborhoods, and prepare the City for disasters and emergencies.
• Public Infrastructure and Utilities: Maintain, modernize, and expand the City’s physical infrastructure (streets, sidewalks, utilities) to support existing homes and businesses, and new development.

The FY 2025–2029 Strategic Priorities and FY 2025-27 Work Plan were refined in tandem and adopted together to ensure alignment between strategic goals and implementation activities.

While the Council Priorities establish the City’s long-term focus areas, the Work Plan translates those priorities into specific, actionable projects and programs that can be tracked and reported to the City Council and community. This report and Attachment 1 provide an update on the City’s progress implementing the Work Plan from July 1, 2025, through September 30, 2025. 48 CONSENT ITEM 3.3
Analysis
The FY 2025–27 Work Plan includes 59 projects. In the Work Plan, 47 of these projects were either scheduled to continue in Q1 as carryforward projects from past years or to begin in Q1 if they are new, and 12 of these projects are scheduled to begin in later quarters. Of the 47 projects scheduled to being in Q1, as of September 30, 2025, 1 project is complete, 38 projects are in progress, 5 projects are deferred, and 3 projects are delayed. The completed project is:

1. Develop Citywide Sewer Infrastructure Master Plan: The EPASD Board adopted a sewer system master plan on July 29, 2025.

The five deferred projects are:

1. Collaborate with the San Mateo County Libraries (SMCL) to Identify and Implement a Comprehensive Funding Strategy for Library (GOV-1): The fundraising strategy developed with the SMCL and SMCL Foundation is currently paused while the City determines whether the library project will move to the Civic Commons.

2. Finalize Architectural Design for the New East Palo Alto Library (PR-7): The project is currently on hold pending further direction related to the new Civic Commons project.

3. Negotiate with County to Finalize Acquisition of Beech Street (PR-9): The City and County will resume discussions about the trade of 2277 University for the Beech Street property when the County determines whether a sufficient affordable housing project can be built.

4. Launch a Residential Parking Permit Program (PH-4): The project timeline has been adjusted at the direction of the Mayor with further action deferred until at least January.

5. Design Roadway Improvements on Woodland Avenue (PI-11): The project is currently on hold pending funding availability.

The three delayed projects are:

1. Develop a 10-Year Fiscal Strategy and Address the Structural Deficit (GOV-3)

2. Update the Environmental Justice Element of the General Plan (PH-8)

3. Complete the Safety Element update to align with modern risks and community priorities, enhancing the City’s resilience to natural hazards (PH-9) Staff are reevaluating the approaches for these three projects to refine the overall process and identify the most effective next steps for moving them forward.

With only 3 of 59 projects delayed, and not counting the 5 deferred projects or the 12 projects not yet scheduled to begin, the City is 93.6% on schedule with this Work Plan.

Aside from progress, it is also critical to understand where in the City the workload of these strategic priority projects falls. Although many projects require cross-departmental collaboration, the Public Works Department leads 22 projects, the City Manager’s Office leads 19 projects, the Community and Economic Development Department (CEDD) leads 11 projects, the City Clerk’s Office leads 3 projects, and the Police and Finance Departments each lead 2 projects.

Regardless of lead department, most projects require support and collaboration from other departments and divisions, including Finance, Human Resources, IT and the City Attorney’s 49 CONSENT ITEM 3.3
Office. Table 1 below shows the number of projects that each department/division leads.

Table 1. Strategic Priority Projects by Lead Department & Division Division Projects
CEDD – Building and Code Enforcement 2
CEDD – Housing 5
CEDD – Planning 3
CEDD – Rent Stabilization Program 1
City Clerk’s Office 3
City Manager’s Office - Administration 10
City Manager’s Office – Community Services 7
City Manager’s Office – Human Resources 1
City Manager’s Office – IT 1
Finance 2
Police 2
Public Works - Engineering 20
Public Works - Maintenance 1
Public Works - Environmental & Sustainability 1
Total 59
This is a list of only the strategic priority projects, which staff estimates to be approximately twenty percent of our work. The other roughly eighty percent of our workload is day to day operations. Still, this demonstrates that, with respect to the work Council has prioritized that is very publicly visible, some departments and divisions have many more projects than others.

Public Works – Engineering is managing multiple public improvement projects in addition to their day-to-day operations. The City Manager’s Office – Administration is designed to lead special projects but relies on contributions from other departments for many.

A comprehensive list of all projects with correlating status updates is included in Attachment 1.

Next Steps
Staff will proceed to work on the pending strategic priority projects and will provide a progress update on the second quarter implementation of the FY 2025-27 Work Plan in January 2026.

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. 50 CONSENT ITEM 3.3
Environmental
The action being considered does not constitute a “Project” within the meaning of the California Environmental Quality Act (CEQA), pursuant to CEQA Guideline section 15378 (b)(5), in that it is a government administrative activity that will not result in direct or indirect changes in the environment.

Government Code § 84308
Applicability of Levine Act: No, as this item does not entail an entitlement.

Analysis of Levine Act Compliance: Not applicable.

Attachments

1. Council Strategic Priorities Work Plan Update July 1, 2025, through September 30, 2025 51 No. Project Name Project Description Department Division Status Start Finish Progress Details - Q1 FY 2025-26 CIV-1
Develop Recommendations for
Establishing a Youth Commission or
Alternative Youth Civic Engagement
Program
Enhance the existing process to establish a
Youth Commission, expanding it to include
diverse youth civic engagement opportunities
and pathways for youth from all backgrounds to
participate in City government via internships,
civic leadership training, and mentorship.

City
Manager's
Office
Community
Services In Progress 7/1/2025 3/31/2026
During Q1, staff and consultants continued developing
recommendations for a Youth Commission or alternative
youth engagement model. Several co-design workshops
were held with local youth to explore options for structure, membership, and goals.

CIV-2 Implement Sister City and Cultural
Exchange Initiative
Formalize a sister city relationship with a city in
the Kingdom of Tonga, including cultural
exchanges and shared events, to foster longterm relationships and cultural, educational, and civic exchanges.

City Clerk N/A
Scheduled
to begin on
7/1/2026
7/1/2026 6/30/2027
Although this project is not scheduled to begin until FY 2026, staff have initiated early planning and coordination efforts. Internal objectives and deliverables have been defined, key stakeholders and community liaisons identified, and an outreach strategy developed to build support and engagement. Staff have also begun drafting the framework for the EPA–Tongan Sister Cities Committee and
established a work plan that will be implemented closer to the project start date.

CH-1 Complete Construction of 965
Weeks/Colibri Commons
Support the final construction activities and
project closeout for Colibri Commons, creating
136 affordable housing units.

CEDD
Building and
Code
Enforcement
In Progress 7/1/2025 9/30/2025 Building inspections were finalized earlier this fall, with a temporary certificate of occupancy issued in September.

CH-2 Develop and Launch Home Repair
Program
Offer grants or loans for home repairs to
qualifying low-income residents. CEDD Housing
Scheduled
to begin on
4/1/2026
4/1/2026 6/30/2027
Although the project is scheduled to begin in April 2026, City staff met with County staff to review the County's existing Minor Home Repairs Program and collaborated on
developing program guidelines and eligibility criteria.

CH-3
Establish Rent Registry for Both RentStabilized and Market-Rate Rental Units
Launch a new Rent Registry system to register
and track all rental units in East Palo Alto,
promoting transparency and rental stability.

CEDD
Rent
Stabilization
Program
In Progress 7/1/2025 3/31/2027
Staff researched rent registry ordinances, developed a work plan, and begun drafting the ordinance. Outreach was
conducted in August with landlords and the City’s rent data vendor, Tolemi.

CH-4
Research Feasibility of a Financial
Empowerment and Foreclosure
Prevention Program
Conduct research and internal analysis to
assess the feasibility of creating a foreclosure
prevention fund to support homeowners at risk
of losing their homes.

CEDD Housing
Scheduled
to begin on
1/1/2026
1/1/2026 9/30/2026 Although the project is scheduled to begin in January 2026, staff issued an RFP in Q1.

CH-5 Research Feasibility of a First-Time
Homebuyer Assistance Program
Research and assess down payment assistance
models for eligible first-time homebuyers. CEDD Housing Scheduled
to begin on
10/1/2025
10/1/2025 9/30/2026 N/A
CH-6 Research Feasibility of a Residential
Rental Inspection Program
Assess the feasibility of establishing a
systematic rental inspection program to ensure
safety, habitability, and compliance with health
and building codes across residential rental
properties.

CEDD
Building and
Code
Enforcement
In Progress 7/1/2025 6/30/2026
Staff is evaluating how other jurisdictions implement
residential rental inspection programs. When this research is complete, staff will evaluate which, if any, models can be implemented in East Palo Alto, and what resources would be necessary to implement such a program. Staff tentatively plans to schedule a study session in Q4 of this fiscal year.

Strategic Priority: Civic Engagement
Strategic Priority: Comprehensive Housing
Attachment 1: Council Strategic Priorities Work Plan Update July 1, 2025, through September 30, 2025

Page 1 of 6 ends

52 CH-7 Update the Inclusionary Housing
Ordinance
Amend the Inclusionary Housing Ordinance to
reduce constraints. CEDD Housing In Progress 7/1/2025 6/30/2027 During Q1, staff continued coordination with 21 Elements and the Grand Nexus Study to inform potential updates to the Inclusionary Housing Ordinance. Following this work, a draft Memorandum of Understanding (MOU) with the
County was prepared for review.

CH-8 Update the Zoning Code
Complete updates to the City’s zoning code to
comply with State housing requirements and
streamline development review processes.

CEDD Planning In Progress 7/1/2025 6/30/2026
Staff are reviewing and identifying necessary updates to the Zoning Code and refining draft objective design standards.

Draft Code amendments are expected to be completed in
November for internal review, with presentations planned for the Planning Commission in January and the City Council in February.

GOV-1
Collaborate with the SMC Libraries to
Identify and Implement a
Comprehensive Funding Strategy for
Library
Pursue partnerships and fundraising strategies
with San Mateo County Libraries, securing full
funding for library construction.

City
Manager's
Office
CMO -
Administration Deferred 7/1/2025 6/30/2027
The fundraising strategy developed with the San Mateo
County Libraries (SMCL) and SMCL Foundation is currently paused while the City determines whether the Library project will move to the Civic Commons.

GOV-2 Conduct Council Term Limit Policy
Research
Analyze how other cities use term limits for
elected officials and present options to City
Council.

City Clerk N/A In Progress 10/1/2025 9/30/2026
The project is in its initial phase. Staff plan to coordinate with the City Attorney’s Office to define the research scope and identify a list of comparable California cities for analysis.

GOV-3 Develop a 10-Year Fiscal Strategy and
Address the Structural Deficit
Develop a strategy to reduce the City’s budget
deficit and keep services funded long term. Finance N/A Delayed 7/1/2025 3/31/2026 Staff are reassessing the project approach to refine the process and determine the next steps.

GOV-4 Develop a Citywide Information
Systems Master Plan
Create a long-term strategic plan for City
technology investments, heightened
cybersecurity, and infrastructure upgrades.

City
Manager's
Office
IT In Progress 7/1/2025 6/30/2026
In September, the City issued an RFP for IT Strategic
Planning Services to guide development of a
comprehensive Information Systems Master Plan.

GOV-5 Implement a Centralized Grants
Management System
Bring in a new system to manage the grants the
City applies for and awards to community
partners.

Finance N/A
Scheduled
to begin on
7/1/2026
7/1/2026 12/31/2026 N/A
GOV-6
Prepare 2026 Ballot Measure to Raise
Revenue for Infrastructure
Improvements and Public Facilities
Begin the public process of exploring a future
bond measure to fund unfunded infrastructure
and buildings.

City
Manager's
Office
CMO -
Administration In Progress 7/1/2025 12/31/2026
Staff are preparing for a potential 2026 ballot measure to generate revenue for critical infrastructure and public facility improvements. Staff is working with a consultant to
determine how to relay the fair and balanced information.

GOV-7 Update the City’s Personnel Policies
and Procedures
Update the City’s Personnel Policies to align with
best practices, support labor relations, and
improve Human Resources management.

City
Manager's
Office
Human
Resources
Scheduled
to begin on
1/1/2026
1/1/2026 6/30/2027
Though the project does not begin until Q3, preliminary planning is underway, including development of the project work plan, milestones, and an approach for review.

GOV-8 Upgrade and Launch New City
Website
Upgrade the City’s website to be more userfriendly, mobile-accessible, and easier to navigate.

City Clerk N/A In Progress 7/1/2025 6/30/2027
Staff have evaluated the current website’s functionality, user feedback, and design limitations, and identified key goals and success criteria for the new site. Work is in progress to develop the RFP scope.

LU-1
Conclude Measure HH Pilot Evaluation
and Initiate Ongoing Workforce
Development Program
Complete an evaluation of the Measure HH Pilot
Workforce Development Program to assess
impact and guide future workforce investments.

CEDD Housing In Progress 7/1/2025 6/30/2027
Staff gathered City Council input in July and extended the consultant’s contract to complete the Measure HH Pilot
Workforce Development Program evaluation.

Strategic Priority: Governance, Organizational Strength, and Fiscal Sustainability Strategic Priority: Land Use, Economic, and Workforce Development

Page 2 of 6 ends

53 LU-2
Create an Economic Development
Strategic Plan Focusing on Small and
Micro Businesses
Develop an Economic Development Strategy
aimed at supporting small and micro businesses
to grow local jobs and services.

City
Manager's
Office
CMO -
Administration In Progress 7/1/2025 12/31/2025
Staff provided an update to the City Council on July 15 summarizing project progress and community engagement
activities. A community workshop held on September 4 was well attended and generated valuable feedback from
residents, business owners, and stakeholders. The
consultant team began synthesizing input from the
workshop and stakeholder interviews to refine and prioritize strategies that best reflect community and business needs.

LU-3
Design and Implement a “PopUp”/Sidewalk Vending Policy and Program
Develop regulations and a program for immobile
sidewalk vendors, supporting equitable
entrepreneurship while protecting health and
safety.

City
Manager's
Office
CMO -
Administration In Progress 7/1/2025 12/31/2025
Staff conducted research on sidewalk vending best
practices across San Mateo County and developed a
preliminary process outline and mapping tool to assess
vendor activity and potential policy impacts. Findings and preliminary policy options were presented to the City Council on September 23 to inform development of a final policy framework. Staff also conducted field outreach in
partnership with multiple departments and County Health representatives to engage local vendors and share
information about the forthcoming policy.

LU-4
Implement Program to Distribute
Community Resource Funds Grants
for Small Business Assistance
Distribute grant funding to support assistance to
small businesses.

City
Manager's
Office
CMO -
Administration In Progress 7/1/2025 12/31/2026
The project was originally planned to launch as a standalone grant program with an RFP and agreements executed by
the end of the year. However, staff determined it would be more effective to align the initiative with the City’s Economic Development Strategic Plan. To that end, staff are
consulting with the City's economic consultants to gather feedback on potential program structures, eligibility criteria, and administration models that would maximize direct
support for the City’s small, locally owned, and communitybased businesses.

LU-5 Renovate the Cummings Loft Property
into a Small Business Incubator
Renovate the City-owned Cummings Loft
property, creating an incubator space for local
entrepreneurs and startups.

Public Works Engineering In Progress 7/1/2025 9/30/2026 Design work has been completed, and Building Division
approval has been secured. The project is currently out to bid.

PR-1 Complete Construction of Tenant
Improvements at City Facilities
Perform facility improvements at the police
station as well as the Tate Street office building. Public Works Engineering In Progress 7/1/2025 9/30/2026 Design work was finalized in July, and staff subsequently reduced the scope of work. Construction at the Tate Street office and Police Department facilities is now underway.

PR-2
Conduct a Comprehensive Evaluation
of Senior Service Agreements in East
Palo Alto
Review the current service levels of operations
for the older adult community and use the Age
Friendly Action Plan to develop a roadmap for
improvements.

City
Manager's
Office
Community
Services
Scheduled
to begin on
10/1/2025
10/1/2025 12/31/2026
Staff met with Senior Center, Inc. to discuss shared goals and priorities for the evaluation. Staff began working on a draft RFP.

PR-3
Construct Access Improvements at
Rutgers Street Entrance to the Bay
Trail
Complete improvements to open a pedestrian
access point to the Bay Trail at Rutgers Street,
expanding recreational access for residents.

Public Works Engineering In Progress 7/1/2025 12/31/2025 The construction contract was awarded by MidPen in August, and contract execution is underway.

PR-4 Create a Pilot Dog Park Establish a pilot dog park at an existing park site.

City
Manager's
Office
Community
Services In Progress 7/1/2025 9/30/2026
Staff prepared, released and reviewed proposals related to an RFP for an engineer/project management consultant.

The City Council awarded an agreement to CSWST2 to
provide these services as of September 16, 2025, following a thirty-day RFP period.

Strategic Priority: Parks, Recreation, and Community Facilities

Page 3 of 6 ends

54 PR-5 Establish a Joint Use Agreement with
RCSD for Shared Recreation Sites
Pursue shared use agreements with local
schools, increasing community access to
recreational facilities.

City
Manager's
Office
Community
Services In Progress 7/1/2025 6/30/2026
Staff held preliminary discussions with District staff and prepared a multi-phased contract. Staff also review
operational and liability considerations related to various staffing proposals, and HR staff met with the relevant union to consider the options.

PR-6 Expand EPACENTER Services and
Programs Through City Funding
Fund new or expanded programs at
EPACENTER, increasing access to the arts for
the East Palo Alto community.

City
Manager's
Office
Community
Services In Progress 7/1/2025 6/30/2027
Staff received and reviewed EPACENTER’s proposal in
August and then went to the City Council in September.

Staff then began drafting the contract.

PR-7 Finalize Architectural Design for the
New East Palo Alto Library
Finalize the design plans for the new East Palo
Alto library, providing modern spaces for
learning, technology access, and community
programming.

Public Works Engineering Deferred 7/1/2025 12/31/2026
The project is currently on hold pending further direction related to the new Civic Commons project, which will
incorporate the future East Palo Alto Library as part of a larger civic campus development.

PR-8
Implement Priority Projects from the
Parks, Recreation and Open Space
Master Plan
Construct small-scale, visible park
improvements such as benches, landscaping,
and signage.

Public Works Engineering In Progress 7/1/2025 6/30/2027 Staff prepared, released and reviewed proposals related to an RFP for an engineer/project management consultant.

The City Council awarded an agreement to CSWST2 to
provide these services as of September 16, 2025, following a thirty-day RFP period.

PR-9 Negotiate with County to Finalize
Acquisition of Beech Street
Continue negotiations to acquire County-owned
property on Beech Street for future park
expansion or community use.

City
Manager's
Office
CMO -
Administration Deferred 7/1/2025 12/31/2025
The City and County will resume discussions about the
trade of 2277 University for the Beech Street property when the County determines whether a sufficient affordable
housing project can be built.

PR-10 Plan for Development of New Civic
Center Facility
Determine funding and begin planning for a new
civic center that brings together a new larger
library, city hall, police department offices, and
park including track and field.

City
Manager's
Office
CMO -
Administration In Progress 7/1/2025 12/31/2026
Staff actively pursued partnership and funding opportunities for this project, coordinated with project partners and design consultants regarding key design elements and partnership agreements, and explored a range of financing options to support future design and construction.

PR-11
Expand Access to YMCA
Programming and Services for the
Greater East Palo Alto Community
Collaborate with the YMCA to increase
accessibility to recreation services for East Palo
Alto residents who may otherwise be unable to
participate.

City
Manager's
Office
Community
Services In Progress 7/1/2025 6/30/2027
The YMCA submitted a proposal, which City staff evaluated and brought forth to Council. City staff and the YMCA
aligned on key performance indicators, program goals,
accessibility measures, and strategies for gathering resident feedback.

PH-1 Expand Parking Enforcement Capacity
Increase resources to enforce parking rules
across the City, addressing blocked driveways
and long-term vehicle storage on public streets.

Police N/A In Progress 7/1/2025 12/31/2026
Staff researched best practices from other agencies and prepared a draft RFP for parking enforcement and staffing services.

PH-2 Implement a Crime Data Analytics
Platform for the Police Department
Expand the Police Department’s ability to
analyze crime, traffic, and community safety
trends to inform public safety initiatives.

Police N/A In Progress 7/1/2025 6/30/2027
The City is evaluating staffing needs to enhance the Police Department's analytical capacity. Staff is also monitoring the County Sheriff’s Office’s evaluation of new crime data analytics software to identify potential alignment or shared opportunities. Police Command staff will make
recommendations to the City Manager, who may advance
those recommendations to the City Council during mid-year or the FY 2026-27 Budget Process.

PH-3 Implement a Shopping Cart Abatement
Program
Create a program to remove and prevent
abandoned shopping carts across town.

City
Manager's
Office
CMO -
Administration
Scheduled
to begin on
1/1/2026
1/1/2026 6/30/2027 N/A
Strategic Priority: Public Health, Safety, and Quality of Life

Page 4 of 6 ends

55 PH-4 Launch a Residential Parking Permit
Program
Implement a pilot parking permit program to
manage parking availability and reduce
congestion.

Public Works Engineering Deferred 7/1/2025 12/31/2026
The project timeline has been adjusted at the direction of the Mayor, with further action deferred until at least January.

In the interim, staff in Public Works and the City Attorney's Office coordinated to prepare the next version of the draft ordinance.

PH-5 Launch Emergency Preparedness
Program
Update the City’s emergency operations plan,
enhance communication systems, and provide
training to staff and residents.

City
Manager's
Office
CMO -
Administration In Progress 7/1/2025 6/30/2027
Staff are revising an Emergency Operations Plan (EOP) that prioritizes training, operational readiness, and interagency coordination. Key progress in Q1 included developing a
comprehensive preparedness task list, replenishing
emergency supplies, launching a new emergency webpage
on the City's website, and conducting site visits to nearby Emergency Operations Centers in Menlo Park, Atherton,
and San Jose. Staff also partnered with the American Red Cross on September 27 and successfully installed 125
smoke alarms in 33 homes.

PH-6 Maintain Senior/Disabled Individuals’
Emergency Contact Database
Improve and expand the City’s emergency
contact list for seniors and people with
disabilities.

City
Manager's
Office
Community
Services
Scheduled
to begin on
1/1/2026
1/1/2026 12/31/2026 N/A
PH-7 Strengthen the Clean City Program to
Reduce Illegal Dumping
Expand the City’s Clean City Program with new
enforcement and education strategies to reduce
illegal dumping and improve community
cleanliness.

Public Works Environ. &
Sustain. In Progress 7/1/2025 9/30/2026
On September 2, City Council authorized a MOU with Bay
Area Community Resources to bring on a sustainability
fellow to implement climate action strategies and expand education initiatives such as illegal dumping, composting, responsible recycling.

PH-8 Update the Environmental Justice
Element of the General Plan
Complete the Environmental Justice Element
update to strengthen policies addressing health
disparities and environmental burdens.

CEDD Planning Delayed 7/1/2025 6/30/2026 Staff are reassessing the project approach to refine the process and determine the next steps.

PH-9 Update the Safety Element of the
General Plan
Complete the Safety Element update to align
with modern risks and community priorities,
enhancing the City’s resilience to natural
hazards.

CEDD Planning Delayed 7/1/2025 6/30/2026 Staff are reassessing the project approach to refine the process and determine the next steps.

PI-1
Assess Utility Operations and Prepare
Transition Plan for Post-Lease
Operations
Evaluate options for managing water, sewer, and
solid waste utilities to ensure their long-term
sustainability after their contracts expire.

City
Manager's
Office
CMO -
Administration In Progress 7/1/2025 6/30/2027
The project scope has been refined to focus on water
operations as the City prepares for the end of the current water operations contract. Negotiations with the current service provider are underway to establish a contract
extension of a few years in order to put out the RFP for the long-term vendor.

PI-2 Build Sidewalk and Pedestrian Safety
Improvements on East Bayshore Road
Build new sidewalks along East Bayshore Road,
enhancing pedestrian safety, ADA accessibility,
and multimodal connectivity.

Public Works Engineering In Progress 7/1/2025 9/30/2026 The construction agreement was awarded in July, and contract execution has been underway.

PI-3 Collaborate with City of Palo Alto to
Replace the Newell Street Bridge
Coordinate with Palo Alto to replace the Newell
Street Bridge, improving flood protection and
traffic safety between the cities.

Public Works Engineering In Progress 7/1/2025 6/30/2027 This is a joint project led by the City of Palo Alto with the City of East Palo Alto providing construction support. The project is progressing, though the schedule is managed by the lead agency.

PI-4
Collaborate with SFCJPA to Construct
San Francisquito Creek Flood
Protection Upgrades
Continue collaboration with the San Francisquito
Creek Joint Powers Authority to enhance flood
protection for residents and businesses.

Public Works Engineering In Progress 7/1/2025 6/30/2027 This is a regional project led by the San Francisquito Creek Joint Powers Authority (SFCJPA). In Q1, City staff
continued to participate in coordination efforts and provided input as the SFCJPA advanced design studies and
implementation planning.

Strategic Priority: Public Infrastructure and Facilities

Page 5 of 6 ends

56 PI-5 Collaborate with SFCJPA to Implement
the SAFER Bay Project
Advance the SAFER Bay Project design to
protect the community from tidal flooding and
sea level rise impacts.

Public Works Engineering In Progress 7/1/2025 6/30/2027 The City is leading its portion of the project while
coordinating closely with regional partners to ensure
alignment across interconnected project segments. In Q1, design and planning efforts continued to advance the overall flood protection and resilience strategy.

PI-6
Conduct a Siting Study to Identify
Locations for Additional Water Storage
Tanks
Assess and identify suitable sites for new water
storage facilities, enhancing emergency and
drought resilience.

Public Works Engineering In Progress 7/1/2025 3/31/2026 The contract was executed, and the project officially kicked off in July. The consultant began the siting study in August.

PI-7
Construct a Bicycle and Pedestrian
Overcrossing on University Avenue at
US 101
Complete construction of a new overcrossing,
improving safe pedestrian and bicycle access
across University Avenue.

Public Works Engineering In Progress 7/1/2025 3/31/2026 Construction entered its final phase in July and August, and then staff began project closeout activities.

PI-8
Construct Full Trash Capture Devices
to Meet Stormwater Compliance
Requirements
Install trash capture devices in the stormwater
system to comply with State mandates and
reduce pollution in local waterways.

Public Works Engineering In Progress 7/1/2025 3/31/2026 Staff finalized project plans and bid documents, and the City Council awarded the construction contract to Ranger
Pipelines on September 2, 2025. The construction is
estimated to be complete by March 2025.

PI-9
Construct Mini Roundabouts to
Replace Temporary Traffic Circles on
Pulgas Avenue
Replace temporary traffic circles with permanent
mini roundabouts, improving intersection safety
and traffic management.

Public Works Engineering In Progress 7/1/2025 6/30/2026 City staff continued to work with the contractor and City Attorney's office on contract negotiation and execution.

PI-10 Create a Financing Strategy for Water
Infrastructure Upgrades
Create a financing strategy for major water
infrastructure improvements, leveraging grants
and ratepayer resources.

Public Works Engineering
Scheduled
to begin on
10/1/2025
10/1/2025 12/31/2026 N/A
PI-11 Design Roadway Improvements on
Woodland Avenue
Design comprehensive roadway improvements
on Woodland Avenue from University Avenue to
Newell Road.

Public Works Engineering Deferred 7/1/2025 6/30/2027
The project is currently on hold pending funding availability.

Staff submitted a grant application to support the design phase, which would allow the project to move forward once funding is secured.

PI-12 Develop an Asset Management
Database
Continue development of a database
encompassing all City-owned infrastructure to
improve asset tracking and long-term
maintenance planning.

Public Works Maintenance In Progress 7/1/2025 9/30/2026 The City's consultant, Harris and Associates, developed additional GIS layers for the City's storm drain system in Q1.

PI-13 Develop Citywide Sewer Infrastructure
Master Plan
Assess the current condition of the sewer
system and create a long-term plan for
replacements and repairs.

Public Works Engineering Complete 7/1/2025 7/31/2026 The EPASD Board adopted a sewer system master plan on July 29, 2025.

PI-14 Install Citywide Lighting Improvements
– Phase II
Finish installing new streetlights and begin the
next multi-year phase. Public Works Engineering In Progress 7/1/2025 6/30/2027 Staff finalized and issued a request for bids (RFB) in Q1.

PI-15
Install New Traffic Signal and
Complete Safety Upgrades on
University Avenue at Runnymede
Upgrade the University Avenue / Runnymede
Street intersection with traffic signal and
pedestrian enhancements.

Public Works Engineering
Scheduled
to begin on
10/1/25
10/1/2025 9/30/2026
Preparation work for this project has allowed the project to progress ahead of schedule. In Q1, the City Council
awarded a construction contract to Sposeto Engineering, Inc.

PI-16
Modernize Equipment and Complete
Rehabilitation of the O’Connor Pump
Station
Upgrade the O’Connor Pump Station’s engines
and electrical systems, improving stormwater
management capacity.

Public Works Engineering
Scheduled
to begin on
10/1/25
10/1/2025 6/30/2027
Preparation work for this project has allowed the project to progress ahead of schedule. In Q1, staff completed the
Phase I RFP package, executed the design contract for the Phase I scope, and solicited bids for associated piping improvements.

Page 6 of 6 ends

57 POLICY AND ACTION 9.1

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: November 4, 2025
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Jeff Liu, Chief of Police
SUBJECT: Continued use of Automated License Plate Recognition Systems for Enhanced Public Safety
Recommendation
Adopt a resolution:

Executive Summary
In 2024, the City Council approved a one-year pilot program to deploy Flock Automated License Plate Recognition (ALPR) cameras to enhance public safety in East Palo Alto. The system went live in December 2024 and has since proven effective, assisting the Police Department in solving numerous investigations. Based on these positive results, staff is recommending a five-year contract extension with Flock Safety. Approval will ensure continued access to this valuable technology to support crime prevention and investigations. 58 POLICY AND ACTION 9.1
Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:

Priority: Public Health, Safety, and Quality of Life
Background
In 2024, the City Council authorized a one-year pilot program with Flock Safety to assess the feasibility and benefits of Automated License Plate Reader (ALPR) technology. As part of the pilot, the City finalized Policy 428, launched a transparency portal, and committed to quarterly updates to the Council. The pilot was completed successfully, and staff is now recommending entering into a long-term sole source agreement with Flock.

Analysis

MORE ABOUT FLOCK TECHNOLOGY
Flock Safety began operations in 2017 as a modern, lower-cost alternative to legacy ALPR systems. It has rapidly evolved into a dominant provider of ALPR technology in the Bay Area, with a closed network accessible only to customer agencies. Participation in this closed network is exclusive to Flock clients—providing a unique, non-duplicable capability that would be unavailable through other vendors.

Flock’s ALPR system has been instrumental in assisting regional agencies in locating wanted vehicles and suspects connected to crimes that occurred in East Palo Alto. Because agencies input BOLO (Be-On-The-Lookout) information into the shared network, Flock cameras have enabled arrests well outside the City’s boundaries when wanted vehicles were located by external partners.

Key Features of Flock Technology:
 Fixed Cameras photograph vehicles as they pass, capturing license plates, time, date, and general vehicle characteristics.
 The system stores captured images on Flock’s encrypted servers for 30 days, after which the data is automatically and permanently deleted.  In addition to plate reading, Flock uses vehicle fingerprinting—identifying distinguishing features like roof racks or bumper stickers—to track vehicles even when the license plate is obscured.
 Flock cannot access DMV data. Investigators must use CLETS to run plate queries separately.
 Each system user has an individual login. Every query requires an associated case number, and usage is logged and auditable.
 Investigative data can be downloaded as evidence and attached to case reports. 59 POLICY AND ACTION 9.1
 Agencies can share data only on a case-by-case basis and must follow the same access and audit rules. Misuse may lead to account suspension.

Flock provides a public-facing transparency portal, accessible via the East Palo Alto Police Department’s website. The portal displays:
 Number of vehicle scans
 Number of BOLO hits
 Number of user-generated searches
Flock is compliant with California law:
 Prohibits use for immigration enforcement
 Disallows sharing with out-of-state agencies
 Ensures data ownership resides with the client, and data is never sold

THE UTILITY OF ALPR TECHNOLOGY
ALPR systems are valuable investigative tools, especially in communities like East Palo Alto where law enforcement resources are limited. Flock enhances the Police Department’s ability to solve serious crimes.

ADDRESSING CONCERNS ABOUT ALPR TECHNOLOGY
Concern Mitigation
Privacy
Infringement
Use is strictly for criminal investigations. Every access is logged and tied to a case number.

Abuse Potential Built-in audit trails. Misuse triggers disciplinary action and can result in account suspension.

Data Security All data is encrypted and stored in AWS GovCloud. No breaches have been reported.

Chilling Effect Public education and policy transparency reduce fear of surveillance.

Overreach Governed by Policy 428, with monthly audits and Council oversight.

Bias Concerns ALPRs are objective and do not capture driver or pedestrian identities.

Loss of
Anonymity
Vehicle data is stored temporarily and used only for investigating serious crimes.

REPORTED BREACHES OF ALPR DATA SHARING
60 POLICY AND ACTION 9.1
Recent media reports have raised concerns about instances where Automated License Plate Recognition (ALPR) data collected by Flock Safety had been shared with federal and out of state agencies, in violation of California law. Subsequent reviews indicate these breaches were not the result of system vulnerabilities. The common cause was that personnel working for Flock Safety customers granted access to agencies not authorized under California law.

The East Palo Alto Police Department conducts monthly Flock Safety audits, which are posted on our ALPR transparency webpage for public access. Our monthly audits have confirmed that every search has complied with established regulations and only California agencies have accessed our ALPR data. The only personnel who have been authorized to approve agency requests to access East Palo Alto Police ALPR data are our designated administrator and the Chief of Police, which contribute to our existing high level of control over our data.

In response to the reports of data breaches, Flock Safety implemented additional tools to assist agencies with auditing the use of their data. The department has turned on the new option of requiring a case number in addition to a valid search reason, prior to searching our database.

Identified Need for Expanded Community Coverage
During the course of the City’s pilot program with Flock Safety Automated License Plate Reader (ALPR) technology, staff conducted a review of current camera placements and investigative outcomes. This review identified several areas within the community where additional ALPR coverage would enhance our ability to investigate criminal activity, improve response times, and support ongoing public safety initiatives.

Proposal to Add Up to 5 Additional Cameras
To address these identified coverage gaps and further strengthen our community’s safety infrastructure, staff recommends that the City Council authorize the ability to add up to five (5) additional Flock Safety cameras as part of the contract renewal. This flexibility will allow the Police Department to strategically deploy new cameras in locations where data and investigations demonstrate the greatest need for enhanced monitoring and deterrence.

Sole Source Acquisition of Flock Technology
During the City’s one-year pilot program with Flock Safety automated license plate reader (ALPR) technology, staff learned that there is tremendous value in participating in the Flock Safety network of cameras. The ability to locate suspect vehicles within the Flock Safety network has proven to be critical to many investigations. Flock’s closed network, which includes over 80 Bay Area law enforcement agencies, creates a robust database of shared information that significantly expands each agency’s investigative capacity. This network is only accessible to Flock Safety clients and is comprised solely of Flock Safety client databases—meaning only agencies and private entities that are Flock customers can access and contribute to this shared 61 POLICY AND ACTION 9.1
resource. Staff has found no comparable vendor offering a system that provides the City access to such a vast network with similar or better software functionality. The City can only access this closed database through the use of Flock technology, and access is strictly limited to Flock customers. This unique capability allows the City to receive and share information with other jurisdictions, greatly enhancing the ability to locate and apprehend wanted vehicles and subjects connected to criminal investigations, including violent crimes that have occurred in East Palo Alto when vehicles have been entered into the wanted vehicle system. The network’s effectiveness is further supported by the fact that Flock technology is consistently used by other agencies throughout the Bay Area to successfully locate suspect vehicles and aid in investigations. The Flock Safety network does not include any personally identifiable information beyond license plate data, and investigators must use separate, controlled law enforcement databases to obtain registered owner information. All data is owned by the client agency and is never sold or shared by Flock to private entities. The Flock Safety network is, therefore, a secure, client-only database that has proven to be a vital investigative tool during the City’s trial period with the technology.

Fiscal Impact
The total cost of the contract over the five-year term beginning November 1, 2025, is $453,250, summarized as follows:

Because the contract period does not align with the City’s fiscal year (July 1 – June 30), the budgetary impact is distributed as follows:

The cost for FY2025-26 is included in the adopted budget, and no additional appropriation is required. Staff will incorporate the ongoing costs into the respective fiscal year budgets.

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.

Year 1 Year 2 Year 3 Year 4 Year 5 Total
$ 93,250 $ 90,000 $ 90,000 $ 90,000 $ 90,000 $ 453,250
FY2025-26 FY2026-27 FY2027-28 FY2028-29 FY2029-30 FY2030-31 Total $ 62,167 $ 91,083 $ 90,000 $ 90,000 $ 90,000 $ 30,000 $ 453,250 62 POLICY AND ACTION 9.1
Government Code § 84308
Applicability of Levine Act: Yes.

Analysis of Levine Act Compliance: Not applicable
Attachments

1. Resolution

2. Flock quote
63 RESOLUTION NO. XX – 2025

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO

AUTHORIZING THE CITY MANAGER TO ENTER INTO A FIVE-YEAR CONTRACT WITH FLOCK

SAFETY FOR THE CONTINUED USE OF AUTOMATED LICENSE PLATE READER (ALPR)

TECHNOLOGY AND NETWORK FOR ENHANCED PUBLIC SAFETY
WHEREAS, the City of East Palo Alto has successfully been engaged in a pilot program with Flock Safety ALPR technology, which has proven to be a vital investigative tool for solving crimes and enhancing public safety; and
WHEREAS, the City has implemented robust data privacy, security, and compliance measures, including monthly audits, strict access controls, and adherence to California law prohibiting the sharing of ALPR data with unauthorized agencies; and
WHEREAS, Flock Safety has implemented additional auditing tools and security measures in response to concerns about data breaches, further enhancing the City’s ability to control and monitor access to ALPR data; and
WHEREAS, Flock Safety’s closed network, which includes over 80 Bay Area law enforcement agencies, creates a robust database of shared information that significantly expands each agency’s investigative capacity. This network is only accessible to Flock Safety clients, and is comprised solely of Flock Safety client databases—meaning only agencies and private entities that are Flock customers can access and contribute to this shared resource. Staff has found no comparable vendor offering a system that provides the City access to such a vast network with similar or better software functionality. The City can only access this closed database through the use of Flock technology, and access is strictly limited to Flock customers; and
WHEREAS, the City Council finds that entering into a five-year contract with Flock Safety will provide continuity of service, maintain high standards of data security and privacy, and support the City’s public safety objectives.

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 negotiate, award, and execute a five-year contract with Flock Safety, in a form approved by the City Attorney, for the continued use of ALPR technology and network;

3. Directs staff to continue monthly audits, maintain the ALPR transparency portal, and ensure compliance with all applicable laws and policies; and
64 4. Finding that awarding of the proposed agreement is exempt Waive the formal bid procedure pursuant to East Palo Alto Municipal Code Section 2.84.0670(D17), which exempts certain purchases under applicable state, federal or local law, including “sole source”; and

5. Finding that the proposed action is exempt from the California Environmental Quality Act (CEQA) as not a “project” pursuant to sections 15378(b)(2) and 15378(b)(4) because it is a governmental administrative or fiscal activity which does not involve any commitment to any specific project which may result in a potentially significant impact on the environment PASSED AND ADOPTED this 7th day of October 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
65

East Palo Alto City CouncilNovember 4, 2025

East Palo Alto City Council
November 4, 2025