Agenda packet — East Palo Alto City Council, June 16, 2026 (part 1 of 4)

EAST PALO ALTO CITY COUNCIL

REGULAR SESSION AGENDA
Tuesday, June 16, 2026, 6:00 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.

Please click this URL to join
https://us06web.zoom.us/j/88270466934
Or join by phone:

Dial (for higher quality, dial a number based on your current location):

US: +1 669 900 6833 or
+ 1 346 248 7799 or
+ 1 253 215 8782 or
+ 1 312 626 6799 or
+ 1 929 205 6099 or
+ 1 301 715 8592
Webinar ID: 882 7046 6934
International numbers available: https://zoom.us/u/aMWYF4KT East Palo Alto City Council June 16, 2026 Agenda
1 1. CALL TO ORDER AND ROLL CALL

2. APPROVAL OF THE AGENDA

3. APPROVAL OF CONSENT CALENDAR

3.1 Adopt Publicly Available Compensation Schedule and Classification Plan for all City Positions in FY 2026-27

3.2 Creation of Community Services Supervisor and Modification of Public Works Supervisor Job Descriptions

3.3 Acceptance of Measure K Grant Funding for Park Scoreboards Recommendation:

Recommendation
Staff recommend that the City Council:

1. Adopt a resolution approving the FY 2026-27 Classification Plan;

2. Adopt a resolution approving the FY 2026-27 Publicly Available Compensation Schedule;

3. Find that the actions being considered do not constitute “Projects” within the meaning of the California Environmental Quality Act (CEQA), pursuant to CEQA Guideline section 15378 (b)(5), in that these are government administrative activities that will not result in direct or indirect changes in the environment.

Recommendation:

Recommendation
Staff recommends that the City Council approve a Resolution authorizing:

1. Creating the job description for a Community Services Supervisor ;

2. Modifying the job description of Public Works Supervisor; and

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

Recommendation: Adopt a resolution ratifying the acceptance and execution by the City Manager of an agreement with San Mateo County, in a form East Palo Alto City Council June 16, 2026 Agenda
2 3.4 Acceptance of $20,000 sponsorship from Mark Zuckerberg & Priscilla Chan family giving to Support Community Events

3.5 Proclamation Honoring the East Palo Alto Razorhawks Middle School Girls Rugby Team

3.6 Proclamation Declaring June 16 as Women’s Rugby Angelina Litani Lomu

3.7 Approval of Agreement with Raftelis for Organizational Review Services

3.8 City Council Meeting Minutes
approved by the City Attorney, for $25,000 in Measure K Funding to support the installation of scoreboards at Jack Farrel Park and Martin Luther King Jr.

Park.

Recommendation:

Adopt a resolution authorizing the City Manager to accept and execute an agreement with the Mark Zuckerberg & Priscilla Chan family giving, in a form approved by the City Attorney, for a $20,000 grant to sponsor community events.

Recommendation:

Present the proclamation honoring the East Palo Alto Razorhawks Middle School Girls Rugby Team for their historic achievement at the USA Rugby Nationals.

Recommendation:

Present the proclamation declaring June 16 as Women’s Rugby Day and honoring Angelina Litani Lomu
Recommendation: Adopt a resolution:

1. Authorizing the City Manager to award, negotiate, and execute an agreement with Raftelis, in a form approved by the City Attorney, for fiveyear organizational review services in an amount not to exceed $200,000 per fiscal year, for a total not-to-exceed amount of $1,000,000 for the entire project, subject to annual budget appropriations; and

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

Recommendation:

East Palo Alto City Council June 16, 2026 Agenda
3 4. CLOSED SESSION

5. PUBLIC COMMENT

6. INFORMATIONAL REPORTS

7. SPECIAL PRESENTATIONS

8. ADJOURN CITY COUNCIL REGULAR MEETING AND RECONVENE TO THE

JOINT SUCCESSOR AGENCY SPECIAL BOARD MEETING

9. JOINT SUCCESSOR AGENCY BOARD PUBLIC HEARING

9.1 Adoption of FY 2026-27 Successor Agency Budget

10. ADJOURN JOINT SUCCESSOR AGENCY BOARD SPECIAL MEETING TO THE

EAST PALO ALTO SANITARY DISTRICT BOARD MEETING

11. EPASD BOARD PUBLIC HEARING

11.1 Adoption of EPASD FY 2026-27 Proposed Budget

12. EPASD PUBLIC COMMENT

13. ADJOURN EAST PALO ALTO SANITARY DISTRICT BOARD MEETING AND

RECONVENE CITY COUNCIL REGUALR MEETING

14. PUBLIC HEARINGS

14.1 Status of the City’s Vacancies, Recruitment, and Retention efforts Pursuant to Assembly Bill 2561
Adopt the June 9, 2026, City Council Meeting Minutes

6.1 Update on Parking Enforcement Efforts and RPP Program Recommendation:

Adopt a Resolution approving the Fiscal Year 2026-27 Successor Agency Budget.

Recommendation:

Adopt a resolution approving the FY 2026-27 EPASD budget.

Recommendation:

Recommendation
East Palo Alto City Council June 16, 2026 Agenda
4 14.2 2025 Urban Water Management Plan & Water Shortage Contingency Plan

14.3 Woodland Park 1 – Amendment to Development Agreement Terms Adopt a resolution:

1. Accepting the report regarding the status of the City’s vacancies, recruitment, and retention efforts pursuant to Assembly Bill 2561, accept changes to policies, procedures and recruitment activities (if applicable), and receive presentations from recognized bargaining units (if applicable); and

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

Recommendation:

1. Adopt a resolution approving the 2025 Urban Water Management Plan (UWMP);

2. Adopt a resolution approving the 2025 Water Shortage Contingency Plan (WSCP);

3. Authorize the City Manager to file the UWMP & WSCP with the California Department of Water Resources (DWR) before July 1, 2026.

Recommendation:

Staff recommends the City Council take the following actions:

1. Waive first reading and introduce an Ordinance approving the First Amendment to the Development Agreement between the City of East Palo Alto and Woodland Park Property Owner A, LLC for the Woodland Park Euclid Improvements Project, amending provisions related to (a) the timing of Impact Fee payments, (b) Off-Site Affordable Housing Units, (c) water infrastructure, (d) storm drainage improvements, (e) impact fee credits, and (f) assignment rights; authorize the City Manager to execute the First Amendment to the Development Agreement in a form approved by the City Attorney; and find that the adoption of the Ordinance is consistent with the previously adopted Environmental Impact Report (EIR) and that none of the conditions set forth in California Environmental Quality Act (CEQA) Guidelines Section 15162 and 15164 that would require a subsequent or supplemental EIR or Addendum to the EIR are present.

2. Direct the City Clerk to record the First Amendment to the Development East Palo Alto City Council June 16, 2026 Agenda
5 14.4 Adoption of the Fiscal Year 2026-27 Budget, Fiscal Years 2026-27 and 2027-28 Capital Improvement Program (CIP), and Fiscal Year 2026-27 Capital Budget

14.5 Establishing the Fiscal Year 2026-27 Appropriation Limit

14.6 Disruption Policy (SB 707)

15. POLICY AND ACTION

16. COUNCIL REPORTS

17. ADJOURNMENT
Agreement in the Official Records of San Mateo County in accordance with Government Code Section 65868.5.

Recommendation:

Convene a public hearing, accept public comment, and take the following actions necessary to adopt the Fiscal Year 2026-27 budget.

1. Adopt a resolution adopting the Fiscal Year 2026-27 Budget.

2. Adopt a resolution adopting the Fiscal Years 2026-27 and 2027-28 Capital Improvement Program (CIP) and approving the related Fiscal Years 2026-27 Capital Budget.

Recommendation:

Adopt a Resolution establishing the FY 2026-27 Appropriation Limit of $45,312,635.

Recommendation:

Adopt a resolution amending the City of East Palo Alto “Code of Ethics and Conduct for Elected and Appointed Officials” to:

1. Comply with SB 707 by adopting formal policies addressing disruptions of telephonic or internet services during meetings;

2. Clarify the procedures for the orderly receipt of public comment during City Council meetings; and

3. Clarify the procedure for responding to meeting disruptions by members of the public participating in-person or by remote access, consistent with Government Code §§ 54957.95 and 54957.96.

East Palo Alto City Council June 16, 2026 Agenda
6 Upcoming meetings:

Study Session June 23, 2026 6:00 PM
Regular Meeting July 7, 2026 6:00 PM
Regular Meeting July 21, 2025 6:00 PM
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: June 12, 2026
ATTEST:

James Colin
City Clerk
East Palo Alto City Council June 16, 2026 Agenda
7 CONSENT ITEM 3.1

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: June 16, 2026
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Regina Rubier, Interim Human Resources Manager
SUBJECT: Adopt Publicly Available Compensation Schedule and Classification Plan for all City Positions in FY 2026-27
Recommendation
Staff recommend that the City Council:

1. Adopt a resolution approving the FY 2026-27 Classification Plan;

2. Adopt a resolution approving the FY 2026-27 Publicly Available Compensation Schedule;

Executive Summary
Each year, the City Council is required to adopt an official Classification Plan and Compensation Schedule that lists all job classifications, pay ranges, and salary structures to ensure transparency, legal compliance, and proper calculation of retirement benefits. For Fiscal Year 2026–27, Human Resources is presenting an updated Classification Plan and Compensation Schedule that reflects previously approved classification changes, authorized and budgeted compensation levels, and adjustments to align certain positions with the City’s minimum wage standards. It also incorporates approved cost-of-living adjustments for represented and nonrepresented employees, effective in the first full pay period following July 1, 2026. The schedule is designed to meet State regulatory requirements, including a publicly available and auditable pay schedule with specific documentation standards.

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

Priority: Governance, Organizational Strength, and Fiscal Sustainability 8 CONSENT ITEM 3.1
Background
Classification and compensation (consisting of salary and benefits paid to employees of the City of East Palo Alto) is governed by the City’s Municipal Code, Personnel Policies and Procedures, negotiated and authorized memoranda of understanding with the three employee bargaining units Management Employees’ Association (MEA), Service Employees International Union Local 521 (SEIU), Police Officer Association (POA), and authorized compensation for unrepresented employees. As a member of the California Public Employees’ Retirement System (CalPERS), the City also is subject to applicable provisions of the Public Employee Retirement Law (PERL) referenced in the California Government Code and the California Code of Regulations.

In accordance with East Palo Alto Municipal Code section 2.8.110, and as further codified in the City’s Personnel Policies and Procedures approved by the City Council on August 28, 1985 (Resolution No. 00210), Rule 3.9.01 states that “annually, the City Council shall establish the pay range and steps assigned to each classification in the City service.” The City maintains a Classification and Compensation Schedule inclusive of all authorized employee classifications.

This includes the salary ranges that depict salary steps associated with such authorized classifications.

In addition to local policy requirements, Title 2 of the California Code of Regulations (C.C.R.) section 570.5 requires the City adopt a publicly available pay schedule for purposes of determining the amount of “compensation earnable” pursuant to California Government Code sections 20630, 20636, and 20636.1. Generally, compensation earnable is calculated using employee payrate and special compensation earned while working for the contracting agency (the City). It is paramount to have a properly adopted and administered pay schedule to assure both transparency and the accuracy of employee retirement benefits. The City’s Compensation Schedule is required to meet eight criteria contained in 2 C.C.R. section 570.5, including that the schedule must be approved by the governing body (City Council). The schedule must be publicly accessible, and available for auditing purposes for at least five years. The schedule also requires the following: position titles; payrates for each position (ranges or steps); the time bases for how pay is calculated (i.e., hourly, bi-weekly); payrates’ effective dates; and any applicable revision dates. The schedule may not reference another document in lieu of disclosing the payrates.

Analysis
Staff is presenting for adoption of the Fiscal Year 2025-26 City of East Palo Alto FY 2026-27 Classification Schedule; with the budget, staff separately asks Council to add the actual positions. On March 17, 2026, the City Council approved the reclassification of the Office Assistant in the City Clerk’s Office to an Assistant City Clerk, so this is a previously approved change from last year’s position control resolution. The only new changes staff is currently requesting are the following:
9 CONSENT ITEM 3.1

1. In Community Services, pursuant to a separate staff report also on this agenda, staff requests the reclassification of a Recreation Coordinator position to a Community Services Supervisor position.

2. There are currently a few limited term positions throughout the organization; we request one-year extensions to these positions. They are: Human Resources Management Analyst I/II (currently unfilled), Human Resources Technician I (currently filled), Housing Specialist I (currently filled), Engineering Special Project Manager (currently filled), and Police Management Analyst II (currently filled).

If approved as staff requests, the City would begin FY26-27 with a total of 130.41 full-time equivalent positions including 4.46 FTEs for limited term positions. This is the same number of positions as in FY25-26.

Additionally, the City is presenting for adoption of the Fiscal Year 2025-26 City of East Palo Alto FY 2026-27 Compensation Schedule. This includes two changes. First, in February 2026, the City conducted a compensation analysis for the vacant Community and Economic Development Director position to ensure the salary was competitive with the market. Based on the findings, the salary range was adjusted using average market data to support recruitment efforts. During the FY 2026–27 COLA review, it was determined that the top of the salary range already exceeded the standard 5% step increase; therefore, Steps D and E will remain unchanged for FY 2025–26 and FY 2026–27. The City will be undertaking a more complete classification and compensation analysis in the coming fiscal year.

Second, the Compensation Schedule reflects cost of living adjustments (COLAs) citywide for everyone other than the City Manager and City Attorney. For all SEIU and MEA members, the increase per their negotiated memoranda of understanding (MOUs) is three percent. For all POA members, the increase per their negotiated MOU is 2.93%. Unrepresented staff are receiving a 3% COLA. All of these COLAs are effective the first full payroll following June 28, 2026. The City is presenting for adoption the Fiscal Year 2026-27 Compensation Schedule for all City classifications with the exception of the City Manager and City Attorney contractual classifications.

Fiscal Impact
Approving these resolutions will not result in any fiscal impact to the City of East Palo Alto’s General Fund or any special funds for this item for FY 2025-26 or 2026-27.

Public Notice
The public was provided notice by making the agenda and report available on the City’s website and on a bulletin board located at City Hall: 2415 University Avenue, East Palo Alto. 10 CONSENT ITEM 3.1
Environmental
The action being considered does not constitute a “Project” within the meaning of the California Environmental Quality Act (CEQA), pursuant to CEQA Guideline section 15378 (b)(5), in that it is a government administrative activity that will not result in direct or indirect changes in the environment.

Government Code § 84308
Applicability of Levine Act: No.

Analysis of Levine Act Compliance: Not applicable.

Attachments

1. Classification Plan Resolution
a. Exhibit A to Attachment 1 - FY 2026-27 Classification Plan

2. Compensation Schedule Resolution
a. Exhibit A to Attachment 2 - FY 2026-27 Compensation Schedule 11 RESOLUTION NO. XX – 2026

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO
ADOPTING THE FISCAL YEAR 2026-27 CLASSIFICATION PLAN FOR ALL

CITY POSITIONS
WHEREAS, East Palo Alto Municipal Code Section 2.8.050A requires preparation, installation, revision and maintenance of a position classification plan covering all positions in the competitive service, including employment standards and for each class, including compensation schedule; and
WHEREAS, City Personnel Policies and Procedures Section 3.4.02 requires the Personnel Officer to administer the Classification Plan and review and allocate each position to its proper class and salary range; and
WHEREAS, as a member of CalPERS, the City must comply with State retirement law requirements under the Public Employees’ Retirement (CalPERS) Law, requiring an annual adoption of the official Classification Plan and Compensation Schedule; and WHEREAS, in Community Services, pursuant to a separate staff report also on this agenda, staff requests the reclassification of a Recreation Coordinator position to a Community Services Supervisor position; and
WHEREAS, there are currently a few limited term positions throughout the organization; we requested one-year extensions to these positions. They are: HR Management Analyst I/II, HR Technician I, Housing Specialist I, Engineering Special Project Manager, and Police Management Analyst II; and
WHEREAS, the budgeted Classification Plan for FY 2026-27 consists of 130.41 full time equivalent (FTE) positions including 4.46 FTEs for limited term positions; and
WHEREAS, the City Council finds and determines that the FY2026- 27 Classification Plan establishes total budgeted and planned positions in accordance with local and State requirements.

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 action: and

2. Adopts the FY 2026-27 Classification Plan, as set forth in Exhibit A, attached hereto and incorporated herein by this reference. 12 3. The proposed action is not a “project” within the meaning of the California Environmental Quality Act (CEQA), pursuant to CEQA Guideline section 15378(b)(2), in that it is government administrative activity that will not result in direct or indirect changes in the environment.

PASSED AND ADOPTED this 16
th day of June 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Webster Lincoln, Mayor
ATTEST: APPROVED AS TO FORM:
____________________ _____________________
James Colin, City Clerk John Le’, City Attorney
13 FY 2026-27 FY 2026-27
City Council Community and Economic Development (Cont'd) a. Council Member 5.00 Planning Division
a. Planning Manager 1.00
City Attorney's Office b. Senior Planner 1.00
a. City Attorney/District Counsel 1.00 c. Assistant/Associate Planner 2.00 b. Deputy City Attorney I/II 1.00 d. Planning Technician 1.00 c. Paralegal 1.00 5.00

3.00 City Manager's Office Administration Division
Admininistration a. Public Works Director/District Engineer 1.00 a. City Manager/General Manager 1.00 b. Administrative Assistant 1.00 b. Assistant City Manager/Assistant General Manager 1.00 c. Management Analyst I/II 1.00 c. Assistant to the City Manager 2.00 d. Environmental Service Aide 1.45 d. Information Technology (IT) Manager 1.00 4.45
e. Information Technology (IT) Specialist I/II 1.00 Engineering Division f. Executive Assist. to City Mgr 1.00 a. City Engineer 1.00

7.00 b. Utility Manager 1.00
Human Resources Division c. Senior Engineer 1.00
a. Human Resources Manager 1.00 d. Assistant/Associate Engineer 2.00 b. Human Resources Technician I/II 1.00 e. Public Works Supervisor 1.00 c. Management Analyst I/II Ltd2 1.00 f Administrative Assistant 1.00 d. Human Resources Technician I/II Ltd2 1.00 g. Special Project Manager Ltd2 0.46

4.00 7.46
Community Services Division Maintenance Division
a. Community Services Manager 1.00 a. Maintenance Manager 1.00 b. Community Services Supervisor1 1.00 b. Maintenance Worker I 4.00 c. Recreation Leader II (1 FTE, 1 PT) 1.45 c. Maintenance Worker II 5.00 d. Van Driver (2 PT) 1.00 d. Maintenance Worker III 2.00 e. Nutrition Site Supervisor (1 PT) 0.75 e. Secretary I 1.00 f. Kitchen Aide (1 PT) 0.50 13.00

5.70 Police
City Clerk's Office Administration Division
a. City Clerk - Public Information Officer (PIO) 1.00 a. Police Chief 1.00 b. Assistant City Clerk1 1.00 b. Support Services Manager 1.00

2.00 c. Police Records Supervisor 1.00
d. Police Record's Clerk I/II 4.00
Finance e. Property & Evidence Technician 1.00
a. Finance Director/District Treasurer 1.00 f. Management Analyst II Ltd2 1.00 b. Financial Services Manager 1.00 9.00
c. Accountant Senior 2.00 Investigations Division
d. Accountant I 1.00 a. Captain 1.00
e. Accounting Technician I/II 1.00 b. Police Officer 4.00 f. Grant Coordinator 1.00 c. Police Sergeant 1.00
g. Senior Accounting Technician 1.00 6.00

8.00 Operations Division
Community and Economic Development a. Captain 1.00
Administration Division b. Police Sergeant 4.00
a. Community & Economic Dev Director 1.00 c. Police Officer 24.00 b. Management Analyst I/II 1.00 d. Community Services Officer 4.00 c. Secretary I/II 1.00 e. Community Services Officer (4 PT) 1.80 d. Office Assistant 1.00 34.80

4.00 Building Services Division
a. Chief Building Official 1.00
b. Building Inspector I/II 1.00
c. Building Permit Technician 2.00
d. Bldg Inspector/Neighborhood Preserv Officer I/II 1.00 e. Neighborhood Preservation Officer I/II 2.00

7.00 Housing/Econ Division
a. Housing & Econ Dev Manager 1.00
b. Housing Project Manager 1.00 Total Authorized FTE's 130.41 c. Housing Specialist I Ltd2 1.00
d. RSP Administrator 1.00
e. RSP Coordinator I/II 1.00

5.00 2
Limited term employees.

CITY OF EAST PALO ALTO
FY2026-27 Classification Plan
Public Works
1 Position title change.
14 RESOLUTION NO. XX – 2026

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO

ADOPTING THE PUBLICLY AVAILABLE COMPENSATION SCHEDULE FOR FISCAL YEAR 2026-27
WHEREAS, in accordance with East Palo Alto Municipal Code § 2.80.110 (Compensation plan), and as further codified in the City’s Personnel Policies and Procedures approved by the City Council on August 28, 1985 (Resolution No. 00210) Rule 3.9.01 states that “annually, the City Council shall establish the pay range and steps assigned to each classification in the City service.” The City maintains a Compensation Schedule inclusive of all authorized employee classifications. This includes the salary ranges that depict salary steps associated with such authorized classifications; and WHEREAS, as a member of the California Public Employees’ Retirement System (CalPERS), the City also is subject to applicable provisions of the Public Employee Retirement Law (PERL) referenced in the California Government Code and the California Code of Regulations; and
WHEREAS, the City’s Compensation Schedule is required to meet eight criteria contained in 2 C.C.R. § 570.5, including that it must be approved by the governing body (City Council), must be publicly accessible, and available for auditing purposes for at least five years. The schedule also is required to include the following: position titles; payrates for each position (ranges or steps); the time bases for how pay is calculated (i.e., hourly, bi-weekly, etc.); payrates’ effective dates; and any applicable revision dates. The schedule may not reference another document in lieu of disclosing the payrates; and WHEREAS, POA will receive 2.93% Cost of Living Adjustment (COLA) and SEIU, MEA, and unrepresented staff other than the City Manager and City Attorney will be receiving 3% COLA effective July 6, 2025 (pay date July 25, 2025) approved via FY 2024- 27 MOUs; and
WHEREAS, to remain in compliance with City compensation ordinance, personnel policies, and CCR § 570.5, staff is presenting the FY 2025-26 Annual Compensation Schedule.

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 action: and

2. Adopts the FY 2026-27 Compensation Schedule, as set forth in Exhibit A, attached hereto and incorporated herein by this reference. 15 3. The proposed action is not a “project” within the meaning of the California Environmental Quality Act (CEQA), pursuant to CEQA Guideline section 15378(b)(2), in that it is government administrative activity that will not result in direct or indirect changes in the environment.

PASSED AND ADOPTED this 16
th day of June 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Webster Lincoln, Mayor
ATTEST: APPROVED AS TO FORM:

____________________ _____________________
James Colin, City Clerk John Le’, City Attorney
16 Step A Step B Step C Step D Step E
Hourly 39.1876 41.147 43.2043 45.3645 47.6328
Bi-Weekly 3,135.01 3,291.76 3,456.35 3,629.16 3,810.62
Monthly 6,792.51 7,132.14 7,488.75 7,863.19 8,256.34
Annual 81,510.18 85,585.69 89,864.97 94,358.22 99,076.13 Step A Step B Step C Step D Step E
Hourly 43.2971 45.4619 47.735 50.1218 52.6279
Bi-Weekly 3,463.77 3,636.95 3,818.80 4,009.74 4,210.23
Monthly 7,504.83 7,880.07 8,274.07 8,687.78 9,122.16
Annual 90,057.93 94,560.82 99,288.86 104,253.31 109,465.97 Step A Step B Step C Step D Step E
Hourly 52.8751 55.5188 58.2947 61.2095 64.2700
Bi-Weekly 4,230.00 4,441.50 4,663.58 4,896.76 5,141.60
Monthly 9,165.01 9,623.26 10,104.42 10,609.64 11,140.13 Annual 109,980.10 115,479.11 121,253.06 127,315.72 133,681.50 Step A Step B Step C Step D Step E
Hourly 32.744 34.3812 36.1003 37.9053 39.8005
Bi-Weekly 2,619.52 2,750.50 2,888.02 3,032.42 3,184.04
Monthly 5,675.63 5,959.41 6,257.38 6,570.25 6,898.76
Annual 68,107.54 71,512.92 75,088.56 78,842.99 82,785.14 Step A Step B Step C Step D Step E
Hourly 35.1998 36.9598 38.8078 40.7482 42.7856
Bi-Weekly 2,815.99 2,956.79 3,104.63 3,259.86 3,422.85
Monthly 6,101.31 6,406.37 6,726.69 7,063.02 7,416.17
Annual 73,215.66 76,876.45 80,720.27 84,756.28 88,994.10 Step A Step B Step C Step D Step E
Hourly 39.2769 41.2407 43.3028 45.4679 47.7413
Bi-Weekly 3,142.15 3,299.26 3,464.22 3,637.43 3,819.30
Monthly 6,807.99 7,148.39 7,505.81 7,881.10 8,275.16
Annual 81,695.92 85,780.72 90,069.76 94,573.25 99,301.91 Step A Step B Step C Step D Step E
Hourly 41.848 43.9404 46.1374 48.4443 50.8665
Bi-Weekly 3,347.84 3,515.23 3,690.99 3,875.54 4,069.32
Monthly 7,253.65 7,616.33 7,997.15 8,397.01 8,816.86
Annual 87,043.78 91,395.97 95,965.77 100,764.06 105,802.26 Step A Step B Step C Step D Step E
Hourly 106.6212 111.9522 117.5498 123.4273 129.5987
Bi-Weekly 8,529.69 8,956.18 9,403.99 9,874.19 10,367.90 Monthly 18,481.00 19,405.05 20,375.31 21,394.07 22,463.77 Annual 221,772.04 232,860.64 244,503.67 256,728.85 269,565.30

CITY OF EAST PALO ALTO
COMPENSATION SCHEDULE - FY 2026-27
Rates Effective 7/5/2026
Account Technician II (SEIU)
Administrative Assistant (SEIU)
Assistant City Clerk (SEIU)
Assistant City Manager / Assistant General Manager (Executive ) Account Technician I (SEIU)
Accountant Senior (MEA)
Accountant II (SEIU)
Accountant I (SEIU)
17 Step A Step B Step C Step D Step E
Hourly 70.7456 74.2828 77.997 81.8968 85.9917
Bi-Weekly 5,659.64 5,942.63 6,239.76 6,551.75 6,879.33
Monthly 12,262.56 12,875.69 13,519.47 14,195.45 14,905.22 Annual 147,150.74 154,508.28 162,233.70 170,345.38 178,862.65 Step A Step B Step C Step D Step E
Hourly 47.0339 49.3856 51.8549 54.4476 57.17
Bi-Weekly 3,762.71 3,950.85 4,148.39 4,355.81 4,573.60
Monthly 8,152.55 8,560.17 8,988.18 9,437.59 9,909.47
Annual 97,830.55 102,722.08 107,858.19 113,251.09 118,913.65 Step A Step B Step C Step D Step E
Hourly 46.2179 48.5287 50.9552 53.5029 56.1781
Bi-Weekly 3,697.43 3,882.30 4,076.41 4,280.24 4,494.25
Monthly 8,011.09 8,411.65 8,832.23 9,273.84 9,737.54
Annual 96,133.13 100,939.79 105,986.78 111,286.11 116,850.42 Step A Step B Step C Step D Step E
Hourly 54.4478 57.1701 60.0287 63.0301 66.1816
Bi-Weekly 4,355.82 4,573.61 4,802.29 5,042.41 5,294.53
Monthly 9,437.61 9,909.49 10,404.97 10,925.21 11,471.48 Annual 113,251.33 118,913.90 124,859.60 131,102.58 137,657.70 Step A Step B Step C Step D Step E
Hourly 50.5325 53.0591 55.7121 58.4977 61.4226
Bi-Weekly 4,042.60 4,244.73 4,456.97 4,679.82 4,913.81
Monthly 8,758.97 9,196.92 9,656.76 10,139.60 10,646.58
Annual 105,107.64 110,363.03 115,881.18 121,675.24 127,759.00 Step A Step B Step C Step D Step E
Hourly 45.3821 47.6512 50.0338 52.5355 55.1622
Bi-Weekly 3,630.57 3,812.10 4,002.70 4,202.84 4,412.98
Monthly 7,866.23 8,259.54 8,672.52 9,106.15 9,561.45
Annual 94,394.79 99,114.53 104,070.25 109,273.76 114,737.45 Step A Step B Step C Step D Step E
Hourly 50.8215 53.3626 56.0307 58.8323 61.7739
Bi-Weekly 4,065.72 4,269.01 4,482.46 4,706.58 4,941.91
Monthly 8,809.07 9,249.52 9,712.00 10,197.60 10,707.48
Annual 105,708.80 110,994.24 116,543.95 122,371.15 128,489.71 Step A Step B Step C Step D Step E
Hourly 52.1894 54.7988 57.5388 60.4157 63.4365
Bi-Weekly 4,175.15 4,383.91 4,603.10 4,833.26 5,074.92
Monthly 9,046.16 9,498.47 9,973.39 10,472.06 10,995.66
Annual 108,553.91 113,981.60 119,680.68 125,664.72 131,947.95 Step A Step B Step C Step D Step E
Hourly 58.4447 61.3669 64.4353 67.657 71.0399
Bi-Weekly 4,675.57 4,909.35 5,154.82 5,412.56 5,683.19
Monthly 10,130.41 10,636.93 11,168.78 11,727.22 12,313.58 Annual 121,564.92 127,643.16 134,025.32 140,726.59 147,762.92 Assistant Planner (SEIU)
Associate Engineer (SEIU)
Associate Planner (SEIU)
Assistant to the City Manager (Non Bargaining- MEA)
Assistant Engineer (SEIU)
Building Inspector / Neighborhood Preservation Officer II (SEIU) Building Inspector I (SEIU)
Building Inspector II (SEIU)
Building Inspector / Neighborhood Preservation Officer I (SEIU) 18 Step A Step B Step C Step D Step E
Hourly 34.0239 35.7251 37.5113 39.3869 41.3562
Bi-Weekly 2,721.91 2,858.01 3,000.91 3,150.95 3,308.50
Monthly 5,897.47 6,192.35 6,501.96 6,827.06 7,168.42
Annual 70,769.68 74,308.17 78,023.58 81,924.76 86,020.99 Step A Step B Step C Step D Step E
Hourly 77.8200 81.711 85.7966 90.0864 94.5907
Bi-Weekly 6,225.60 6,536.88 6,863.72 7,206.91 7,567.26 ` Monthly 13,488.80 14,163.24 14,871.40 15,614.97 16,395.72 Annual 161,865.60 169,958.88 178,456.83 187,379.67 196,748.65 Step A Step B Step C Step D Step E
Hourly 144.2452
Bi-Weekly 11,539.62
Monthly 25,002.50
Annual 300,030.02
Step A Step B Step C Step D Step E
Hourly 60.2729 63.2866 66.4509 69.7734 73.2621
Bi-Weekly 4,821.83 5,062.93 5,316.07 5,581.88 5,860.97
Monthly 10,447.31 10,969.67 11,518.16 12,094.06 12,698.77 Annual 125,367.68 131,636.06 138,217.86 145,128.76 152,385.20 Step A Step B Step C Step D Step E `
Hourly 81.7361 85.8229 90.114 94.6197 99.3507
Bi-Weekly 6,538.88 6,865.83 7,209.12 7,569.58 7,948.06
Monthly 14,167.58 14,875.96 15,619.76 16,400.75 17,220.79 Annual 170,011.01 178,511.56 187,437.14 196,808.99 206,649.44 Step A Step B Step C Step D Step E
Hourly 152.5058
Bi-Weekly 12,200.46 `
Monthly 26,434.34
Annual 317,212.06
Step A Step B Step C Step D Step E
Hourly 97.7495 102.6369 107.7688 113.1572 118.8151
Bi-Weekly 7,819.96 8,210.96 8,621.50 9,052.58 9,505.21
Monthly 16,943.24 17,790.40 18,679.92 19,613.92 20,594.62 Annual 203,318.90 213,484.85 224,159.09 235,367.04 247,135.40 Step A Step B Step C Step D Step E
Hourly 59.7930 62.7827 65.9218 69.2179 72.6788
Bi-Weekly 4,783.44 5,022.62 5,273.75 5,537.43 5,814.31
Monthly 10,364.13 10,882.33 11,426.45 11,997.77 12,597.66 Annual 124,369.53 130,588.01 137,117.41 143,973.28 151,171.95 Step A Step B Step C Step D Step E
Hourly 33.5942 35.2739 37.0376 38.8895 40.8339
Bi-Weekly 1,209.39 1,269.86 1,333.35 1,400.02 1,470.02
Monthly 2,620.35 2,751.36 2,888.93 3,033.38 3,185.05
Annual 31,444.14 33,016.35 34,667.17 36,400.53 38,220.55 Building Permit Technician (SEIU)
Chief Building Official (MEA)
City Manager / General Manager (Contractual)
Community & Economic Development Director (Executive )
Community Services Manager (MEA)
City Attorney / District Counsel (Contractual)
City Clerk- Public Information Officer (Non Bargaining- MEA) City Engineer (MEA)
Community Services Officer (PT) (Non Bargaining- SEIU)
19 Step A Step B Step C Step D Step E
Hourly 33.5942 35.2739 37.0376 38.8895 40.8339
Bi-Weekly 2,687.53 2,821.91 2,963.01 3,111.16 3,266.71
Monthly 5,822.99 6,114.14 6,419.85 6,740.84 7,077.88
Annual 69,875.88 73,369.67 77,038.15 80,890.06 84,934.56 Step A Step B Step C Step D Step E
Hourly 38.1329 40.0395 42.0415 44.1436 46.3507
Bi-Weekly 3,050.63 3,203.16 3,363.32 3,531.48 3,708.06
Monthly 6,609.70 6,940.18 7,287.19 7,651.55 8,034.13
Annual 79,316.36 83,282.18 87,446.29 91,818.60 96,409.53 Step A Step B Step C Step D Step E
Hourly 58.9317 61.8782 64.9722 68.2208 71.6318
Bi-Weekly 4,714.53 4,950.26 5,197.77 5,457.66 5,730.54
Monthly 10,214.82 10,725.56 11,261.84 11,824.93 12,416.18 Annual 122,577.84 128,706.74 135,142.07 141,899.18 148,994.14 Step A Step B Step C Step D Step E
Hourly 73.3790 77.0479 80.9003 84.9453 89.1926
Bi-Weekly 5,870.32 6,163.83 6,472.02 6,795.62 7,135.41
Monthly 12,719.02 13,354.97 14,022.72 14,723.85 15,460.05 Annual 152,628.22 160,259.63 168,272.61 176,686.24 185,520.55 Step A Step B Step C Step D Step E
Hourly 97.7544 102.6421 107.7742 113.1630 118.8211
Bi-Weekly 7,820.35 8,211.37 8,621.94 9,053.04 9,505.69
Monthly 16,944.10 17,791.30 18,680.87 19,614.91 20,595.66 Annual 203,329.19 213,495.64 224,170.43 235,378.95 247,147.90 Step A Step B Step C Step D Step E
Hourly 45.3202 47.5862 49.9655 52.4638 55.0870
Bi-Weekly 3,625.62 3,806.90 3,997.24 4,197.10 4,406.96
Monthly 7,855.50 8,248.28 8,660.69 9,093.73 9,548.41
Annual 94,266.03 98,979.33 103,928.30 109,124.71 114,580.95 Step A Step B Step C Step D Step E
Hourly 47.8899 50.2843 52.7986 55.4385 58.2104
Bi-Weekly 3,831.19 4,022.75 4,223.88 4,435.08 4,656.83
Monthly 8,300.91 8,715.95 9,151.75 9,609.34 10,089.80
Annual 99,610.89 104,591.43 109,821.00 115,312.05 121,077.66 Step A Step B Step C Step D Step E
Hourly 51.2626 53.8257 56.517 59.3428 62.3100
Bi-Weekly 4,101.01 4,306.06 4,521.36 4,747.43 4,984.80
Monthly 8,885.51 9,329.79 9,796.28 10,286.09 10,800.40
Annual 106,626.18 111,957.49 117,555.36 123,433.13 129,604.78 Step A Step B Step C Step D Step E
Hourly 28.2079 29.6183 31.0992 32.6542 34.2869
Bi-Weekly 2,256.63 2,369.46 2,487.94 2,612.33 2,742.95
Monthly 4,889.37 5,133.84 5,390.53 5,660.05 5,943.06
Annual 58,672.41 61,606.03 64,686.33 67,920.65 71,316.68 Electrician - Apprentice (SEIU)
Community Services Officer (SEIU)
Electrician - Journeyman (SEIU)
Electrician - Lead (SEIU)
Environmental Services Aide FT (SEIU)
Community Services Supervisor (SEIU)
Deputy City Attorney I (Non Bargaining- MEA)
Deputy City Attorney II (Non Bargaining- MEA)
Director of Finance / District Treasurer (Executive )
20 Step A Step B Step C Step D Step E
Hourly 28.2079 29.6183 31.0992 32.6542 34.2869
Bi-Weekly 1,015.48 1,066.26 1,119.57 1,175.55 1,234.33
Monthly 2,200.22 2,310.23 2,425.74 2,547.02 2,674.38
Annual 26,402.58 27,722.71 29,108.85 30,564.29 32,092.51 Step A Step B Step C Step D Step E
Hourly 44.8286 47.0700 49.4235 51.8947 54.4894
Bi-Weekly 3,586.29 3,765.60 3,953.88 4,151.58 4,359.15
Monthly 7,770.29 8,158.80 8,566.74 8,995.08 9,444.83
Annual 93,243.46 97,905.63 102,800.92 107,940.96 113,338.01 Step A Step B Step C Step D Step E
Hourly 67.9406 71.3376 74.9045 78.6497 82.5822
Bi-Weekly 5,435.24 5,707.01 5,992.36 6,291.97 6,606.57
Monthly 11,776.36 12,365.18 12,983.44 13,632.61 14,314.24 Annual 141,316.35 148,382.16 155,801.27 163,591.34 171,770.90 Step A Step B Step C Step D Step E
Hourly 57.1879 60.0473 63.0496 66.2021 69.5122
Bi-Weekly 4,575.03 4,803.78 5,043.97 5,296.17 5,560.98
Monthly 9,912.56 10,408.19 10,928.60 11,475.03 12,048.78 Annual 118,950.76 124,898.30 131,143.21 137,700.38 144,585.39 Step A Step B Step C Step D Step E
Hourly 42.8837 45.0279 47.2793 49.6433 52.1255
Bi-Weekly 3,430.70 3,602.23 3,782.35 3,971.46 4,170.04
Monthly 7,433.18 7,804.84 8,195.08 8,604.84 9,035.08
Annual 89,198.18 93,658.09 98,340.99 103,258.04 108,420.95 Step A Step B Step C Step D Step E
Hourly 57.7892 60.6786 63.7126 66.8982 70.2431
Bi-Weekly 4,623.13 4,854.29 5,097.01 5,351.86 5,619.45
Monthly 10,016.79 10,517.63 11,043.51 11,595.69 12,175.47 Annual 120,201.49 126,211.57 132,522.15 139,148.25 146,105.67 Step A Step B Step C Step D Step E
Hourly 37.7678 39.6562 41.6390 43.7210 45.9070
Bi-Weekly 3,021.43 3,172.50 3,331.12 3,497.68 3,672.56
Monthly 6,546.42 6,873.75 7,217.43 7,578.30 7,957.22
Annual 78,557.09 82,484.95 86,609.20 90,939.66 95,486.64 Step A Step B Step C Step D Step E
Hourly 47.1817 49.5408 52.0179 54.6187 57.3497
Bi-Weekly 3,774.54 3,963.26 4,161.43 4,369.50 4,587.97
Monthly 8,178.17 8,587.07 9,016.43 9,467.25 9,940.61
Annual 98,137.99 103,044.89 108,197.13 113,606.99 119,287.34 Step A Step B Step C Step D Step E
Hourly 70.7454 74.2827 77.9969 81.8967 85.9915
Bi-Weekly 5,659.64 5,942.62 6,239.75 6,551.74 6,879.32
Monthly 12,262.54 12,875.67 13,519.45 14,195.43 14,905.20 Annual 147,150.53 154,508.06 162,233.46 170,345.13 178,862.39 Environmental Services Aide PT (0.45 FTE, 936 Hrs) (Non Bargaining- SEIU) Executive Assistant to the City Manager (Non Bargaining- SEIU) Financial Service Manager (MEA)
Housing Specialist I (SEIU)
Housing Specialist II (SEIU)
Housing & Economic Development Manager (MEA)
Fiscal Analyst (MEA)
Grants Coordinator (SEIU)
Housing Project Manager (MEA)
21 Step A Step B Step C Step D Step E
Hourly 70.0473 73.5497 77.2272 81.0885 85.1429
Bi-Weekly 5,603.79 5,883.97 6,178.17 6,487.08 6,811.44
Monthly 12,141.53 12,748.61 13,386.04 14,055.34 14,758.11 Annual 145,698.41 152,983.33 160,632.50 168,664.12 177,097.33 Step A Step B Step C Step D Step E
Hourly 42.6618 44.7949 47.0346 49.3863 51.8557
Bi-Weekly 3,412.94 3,583.59 3,762.77 3,950.91 4,148.45
Monthly 7,394.71 7,764.44 8,152.67 8,560.30 8,988.31
Annual 88,736.49 93,173.32 97,831.98 102,723.58 107,859.76 Step A Step B Step C Step D Step E
Hourly 46.9280 49.2744 51.7382 54.3251 57.0413
Bi-Weekly 3,754.24 3,941.96 4,139.05 4,346.01 4,563.31
Monthly 8,134.19 8,540.90 8,967.95 9,416.35 9,887.16
Annual 97,610.31 102,490.83 107,615.37 112,996.14 118,645.95 Step A Step B Step C Step D Step E
Hourly 77.2710 81.1346 85.1913 89.4509 93.9234
Bi-Weekly 6,181.68 6,490.77 6,815.30 7,156.07 7,513.87
Monthly 13,393.64 14,063.32 14,766.49 15,504.81 16,280.06 Annual 160,723.70 168,759.89 177,197.88 186,057.78 195,360.67 Step A Step B Step C Step D Step E
Hourly 37.7678 39.6562 41.6390 43.7210 45.9070
Bi-Weekly 3,021.43 3,172.50 3,331.12 3,497.68 3,672.56
Monthly 6,546.42 6,873.75 7,217.43 7,578.30 7,957.22
Annual 78,557.09 82,484.95 86,609.20 90,939.66 95,486.64 Step A Step B Step C Step D Step E
Hourly 47.1817 49.5408 52.0179 54.6187 57.3497
Bi-Weekly 3,774.54 3,963.26 4,161.43 4,369.50 4,587.97
Monthly 8,178.17 8,587.07 9,016.43 9,467.25 9,940.61
Annual 98,137.99 103,044.89 108,197.13 113,606.99 119,287.34 Step A Step B Step C Step D Step E
Hourly 19.4259 20.3972 21.4171 22.4879 23.6123
Bi-Weekly 777.04 815.89 856.68 899.52 944.49
Monthly 1,683.58 1,767.76 1,856.15 1,948.95 2,046.40
Annual 20,202.94 21,213.09 22,273.74 23,387.43 24,556.80 Step A Step B Step C Step D Step E
Hourly 68.8148 72.2556 75.8683 79.6618 83.6448
Bi-Weekly 5,505.19 5,780.44 6,069.47 6,372.94 6,691.59
Monthly 11,927.90 12,524.30 13,150.51 13,808.04 14,498.44 Annual 143,134.82 150,291.56 157,806.13 165,696.44 173,981.26 Step A Step B Step C Step D Step E
Hourly 30.8436 32.3857 34.0050 35.7053 37.4905
Bi-Weekly 2,467.48 2,590.86 2,720.40 2,856.42 2,999.24
Monthly 5,346.22 5,613.53 5,894.20 6,188.91 6,498.36
Annual 64,154.60 67,362.33 70,730.44 74,266.96 77,980.31 Information Technology Manager (MEA)
Information Technology Specialist I (SEIU)
Information Technology Specialist II (SEIU)
Human Resource Manager (Non Bargaining- MEA)
Human Resources Technician I (Non Bargaining- SEIU)
Human Resources Technician II (Non Bargaining- SEIU)
Kitchen Aide - (0.5 FTE, 1040 Hrs) (SEIU)
Maintenance Manager (MEA)
Maintenance Worker I (SEIU)
22 Step A Step B Step C Step D Step E
Hourly 34.2819 35.996 37.7958 39.6856 41.6699
Bi-Weekly 2,742.55 2,879.68 3,023.66 3,174.85 3,333.59
Monthly 5,942.20 6,239.31 6,551.27 6,878.84 7,222.78
Annual 71,306.36 74,871.67 78,615.26 82,546.02 86,673.32 Step A Step B Step C Step D Step E
Hourly 38.1879 40.0973 42.1021 44.2072 46.4176
Bi-Weekly 3,055.03 3,207.78 3,368.17 3,536.58 3,713.41
Monthly 6,619.23 6,950.19 7,297.70 7,662.59 8,045.72
Annual 79,430.77 83,402.30 87,572.42 91,951.04 96,548.59 Step A Step B Step C Step D Step E
Hourly 47.6187 49.9996 52.4996 55.1245 57.8808
Bi-Weekly 3,809.49 3,999.97 4,199.97 4,409.96 4,630.46
Monthly 8,253.90 8,666.59 9,099.92 9,554.92 10,032.67
Annual 99,046.79 103,999.13 109,199.09 114,659.04 120,392.00 Step A Step B Step C Step D Step E
Hourly 57.1878 60.0472 63.0495 66.2020 69.5121
Bi-Weekly 4,575.02 4,803.77 5,043.96 5,296.16 5,560.97
Monthly 9,912.55 10,408.17 10,928.58 11,475.01 12,048.76 Annual 118,950.55 124,898.07 131,142.98 137,700.13 144,585.13 Step A Step B Step C Step D Step E
Hourly 38.1929 40.1026 42.1077 44.2131 46.4237
Bi-Weekly 3,055.43 3,208.20 3,368.62 3,537.05 3,713.90
Monthly 6,620.11 6,951.11 7,298.67 7,663.60 8,046.78
Annual 79,441.26 83,413.33 87,583.99 91,963.19 96,561.35 Step A Step B Step C Step D Step E
Hourly 43.7650 45.9533 48.2509 50.6635 53.1966
Bi-Weekly 3,501.20 3,676.26 3,860.07 4,053.08 4,255.73
Monthly 7,585.93 7,965.23 8,363.49 8,781.67 9,220.75
Annual 91,031.22 95,582.78 100,361.92 105,380.01 110,649.02 Step A Step B Step C Step D Step E
Hourly 23.7191 24.9051 26.1504 27.4579 28.8308
Bi-Weekly 1,423.15 1,494.31 1,569.02 1,647.47 1,729.85
Monthly 3,083.49 3,237.66 3,399.55 3,569.52 3,748.00
Annual 37,001.87 38,851.97 40,794.56 42,834.29 44,976.01 Step A Step B Step C Step D Step E
Hourly 29.5960 31.0758 32.6296 34.2611 35.9741
Bi-Weekly 2,367.68 2,486.07 2,610.37 2,740.89 2,877.93
Monthly 5,129.98 5,386.48 5,655.80 5,938.59 6,235.52
Annual 61,559.72 64,637.71 67,869.59 71,263.07 74,826.23 Step A Step B Step C Step D Step E
Hourly 45.0609 47.3139 49.6796 52.1636 54.7717
Bi-Weekly 3,604.87 3,785.11 3,974.37 4,173.09 4,381.74
Monthly 7,810.55 8,201.08 8,611.13 9,041.69 9,493.77
Annual 93,726.57 98,412.90 103,333.55 108,500.22 113,925.23 Maintenance Worker II (SEIU)
Maintenance Worker III (SEIU)
Management Analyst I (MEA)
Nutrition Site Supervisor (0.75 FTE, 1560 Hrs) (SEIU)
Office Assistant (SEIU)
Paralegal (Non Bargaining- SEIU)
Management Analyst II (MEA)
Neighborhood Preservation Officer I (SEIU)
Neighborhood Preservation Officer II (SEIU)
23 Step A Step B Step C Step D Step E
Hourly 72.1904 75.8000 79.5900 83.5695 87.7479
Bi-Weekly 5,775.23 6,064.00 6,367.20 6,685.56 7,019.83
Monthly 12,513.01 13,138.66 13,795.59 14,485.37 15,209.64 Annual 150,156.10 157,663.91 165,547.10 173,824.46 182,515.68 Step A Step B Step C Step D Step E
Hourly 34.0239 35.7251 37.5113 39.3869 41.3562
Bi-Weekly 2,721.91 2,858.01 3,000.91 3,150.95 3,308.50
Monthly 5,897.47 6,192.35 6,501.96 6,827.06 7,168.42
Annual 70,769.68 74,308.17 78,023.58 81,924.76 86,020.99 Step A Step B Step C Step D Step E
Hourly 92.9005 97.5456 102.4228 107.5440 112.9212
Bi-Weekly 7,432.04 7,803.65 8,193.83 8,603.52 9,033.70
Monthly 16,102.76 16,907.90 17,753.29 18,640.96 19,573.01 Annual 193,233.13 202,894.78 213,039.52 223,691.50 234,876.07 Step A Step B Step C Step D Step E
Hourly 102.8589 108.0018 113.4019 119.0720 125.0256
Bi-Weekly 8,228.71 8,640.15 9,072.15 9,525.76 10,002.05 Monthly 17,828.87 18,720.32 19,656.33 20,639.15 21,671.11 Annual 213,946.49 224,643.82 235,876.01 247,669.81 260,053.30 Step A Step B Step C Step D Step E Step F Step G
Hourly 51.0184 53.5693 56.2478 59.0602 62.0132 65.1138 67.3928 Bi-Weekly 4,285.54 4,499.82 4,724.81 4,961.05 5,209.11 5,469.56 5661.00 Monthly 9,285.35 9,749.61 10,237.09 10,748.95 11,286.40 11,850.72 12265.49 Annual 111424.16 116995.36 122845.13 128987.39 135436.76 142208.6 147185.9 Step A Step B Step C Step D Step E
Hourly 31.4584 33.0313 34.6828 36.4170 38.2378
Bi-Weekly 2,516.67 2,642.50 2,774.63 2,913.36 3,059.03
Monthly 5,452.78 5,725.42 6,011.69 6,312.28 6,627.89
Annual 65,433.40 68,705.06 72,140.32 75,747.33 79,534.70 Step A Step B Step C Step D Step E
Hourly 34.9404 36.6874 38.5218 40.4479 42.4703
Bi-Weekly 2,795.23 2,934.99 3,081.74 3,235.83 3,397.62
Monthly 6,056.33 6,359.15 6,677.11 7,010.96 7,361.51
Annual 72,675.99 76,309.79 80,125.28 84,131.55 88,338.12 Step A Step B Step C Step D Step E
Hourly 43.8455 46.0377 48.3396 50.7566 53.2944
Bi-Weekly 3,507.64 3,683.02 3,867.17 4,060.53 4,263.55
Monthly 7,599.88 7,979.87 8,378.87 8,797.81 9,237.70
Annual 91,198.54 95,758.47 100,546.39 105,573.71 110,852.40 Step A Step B Step C Step D Step E Step F Step G
Hourly 61.2635 64.3267 67.5430 70.9202 74.4662 78.1895 80.9261 Bi-Weekly 5,146.14 5,403.44 5,673.61 5,957.30 6,255.16 6,567.92 6797.80 Monthly 11,149.96 11,707.46 12,292.83 12,907.47 13,552.85 14,230.49 14728.56 Annual 133799.54 140489.51 147513.99 154889.69 162634.17 170765.88 176742.69 Police Chief (Executive )
Police Officer - Academy Graduate/ Basic (POA)
Police Records Clerk I (SEIU)
Planning Manager (MEA)
Planning Permit Technician (SEIU)
Police Captain (Non Bargaining- MEA)
Police Records Clerk II (SEIU)
Police Records Supervisor (MEA)
Police Sergeant - Basic (POA)
24 Step A Step B Step C Step D Step E
Hourly 38.5053 40.4306 42.4521 44.5747 46.8034
Bi-Weekly 3,080.43 3,234.45 3,396.17 3,565.98 3,744.28
Monthly 6,674.25 7,007.97 7,358.37 7,726.28 8,112.60
Annual 80,091.05 84,095.61 88,300.39 92,715.41 97,351.18 Step A Step B Step C Step D Step E
Hourly 100.1194 105.1254 110.3816 115.9007 121.6958
Bi-Weekly 8,009.55 8,410.03 8,830.53 9,272.06 9,735.66
Monthly 17,354.03 18,221.73 19,132.82 20,089.46 21,093.93 Annual 208,248.35 218,660.77 229,593.81 241,073.50 253,127.17 Step A Step B Step C Step D Step E
Hourly 55.4301 58.2016 61.1116 64.1672 67.3756
Bi-Weekly 4,434.41 4,656.13 4,888.93 5,133.38 5,390.05
Monthly 9,607.88 10,088.27 10,592.69 11,122.32 11,678.44 Annual 115,294.54 121,059.27 127,112.23 133,467.84 140,141.24 Step A Step B Step C Step D Step E
Hourly 18.5127 19.4383 20.4103 21.4308 22.5023
Bi-Weekly 1,481.02 1,555.07 1,632.82 1,714.46 1,800.18
Monthly 3,208.87 3,369.31 3,537.78 3,714.67 3,900.40
Annual 38,506.43 40,431.75 42,453.34 44,576.00 46,804.80 Step A Step B Step C Step D Step E
Hourly 18.5127 19.4383 20.4103 21.4308 22.5023
Bi-Weekly 666.46 699.78 734.77 771.51 810.08
Monthly 1,443.99 1,516.19 1,592.00 1,671.60 1,755.18
Annual 17,327.89 18,194.29 19,104.00 20,059.20 21,062.16 Step A Step B Step C Step D Step E
Hourly 19.7542 20.7419 21.7790 22.8679 24.0113
Bi-Weekly 1,580.33 1,659.35 1,742.32 1,829.43 1,920.90
Monthly 3,424.06 3,595.26 3,775.02 3,963.77 4,161.96
Annual 41,088.66 43,143.09 45,300.25 47,565.26 49,943.52 Step A Step B Step C Step D Step E
Hourly 19.7542 20.7419 21.7790 22.8679 24.0113
Bi-Weekly 711.15 746.71 784.04 823.24 864.41
Monthly 1,540.82 1,617.87 1,698.76 1,783.70 1,872.88
Annual 18,489.90 19,414.39 20,385.11 21,404.37 22,474.59 Step A Step B Step C Step D Step E
Hourly 69.9085 73.4039 77.0741 80.9278 84.9742
Bi-Weekly 5,592.68 5,872.31 6,165.93 6,474.22 6,797.93
Monthly 12,117.47 12,723.34 13,359.51 14,027.48 14,728.86 Annual 145,409.62 152,680.10 160,314.10 168,329.81 176,746.30 Step A Step B Step C Step D Step E
Hourly 39.2768 41.2406 43.3027 45.4678 47.7412
Bi-Weekly 3,142.14 3,299.25 3,464.21 3,637.42 3,819.29
Monthly 6,807.98 7,148.37 7,505.79 7,881.08 8,275.14
Annual 81,695.71 85,780.50 90,069.52 94,573.00 99,301.65 Recreation Leader I FT (SEIU)
Recreation Leader I (0.45 FTE, 936 Hrs) (Non Bargaining- SEIU) Recreation Leader II FT (SEIU)
Property and Evidence Technician (SEIU)
Public Works Director / District Engineer (Executive )
Public Works Supervisor (MEA)
Recreation Leader II (0.45 FTE, 936 Hrs) (Non Bargaining- SEIU) Rent Stabilization Administrator (MEA)
Rent Stabilization Program Coordinator I (SEIU)
25 Step A Step B Step C Step D Step E
Hourly 47.1817 49.5408 52.0179 54.6187 57.3497
Bi-Weekly 3,774.54 3,963.26 4,161.43 4,369.50 4,587.97
Monthly 8,178.17 8,587.07 9,016.43 9,467.25 9,940.61
Annual 98,137.99 103,044.89 108,197.13 113,606.99 119,287.34 Step A Step B Step C Step D Step E
Hourly 30.1443 31.6515 33.2341 34.8958 36.6406
Bi-Weekly 2,411.54 2,532.12 2,658.73 2,791.66 2,931.25
Monthly 5,225.01 5,486.26 5,760.57 6,048.60 6,351.03
Annual 62,700.12 65,835.13 69,126.88 72,583.23 76,212.39 Step A Step B Step C Step D Step E
Hourly 33.5802 35.2592 37.0221 38.8732 40.8169
Bi-Weekly 2,686.41 2,820.73 2,961.77 3,109.86 3,265.35
Monthly 5,820.56 6,111.59 6,417.17 6,738.03 7,074.93
Annual 69,846.74 73,339.08 77,006.03 80,856.33 84,899.15 Step A Step B Step C Step D Step E
Hourly 37.8398 39.7318 41.7184 43.8043 45.9946
Bi-Weekly 3,027.19 3,178.55 3,337.47 3,504.35 3,679.56
Monthly 6,558.90 6,886.85 7,231.19 7,592.75 7,972.39
Annual 78,706.85 82,642.19 86,774.30 91,113.02 95,668.67 Step A Step B Step C Step D Step E
Hourly 68.8147 72.2554 75.8682 79.6616 83.6447
Bi-Weekly 5,505.18 5,780.44 6,069.46 6,372.93 6,691.58
Monthly 11,927.88 12,524.28 13,150.49 13,808.02 14,498.42 Annual 143,134.60 150,291.33 157,805.90 165,696.19 173,981.00 Step A Step B Step C Step D Step E
Hourly 62.9066 66.0520 69.3546 72.8223 76.4634
Bi-Weekly 5,032.53 5,284.16 5,548.36 5,825.78 6,117.07
Monthly 10,903.82 11,449.01 12,021.46 12,622.53 13,253.66 Annual 130,845.79 137,388.08 144,257.49 151,470.36 159,043.88 Step A Step B Step C Step D Step E
Hourly 57.3078 60.1731 63.1818 66.3409 69.6579
Bi-Weekly 4,584.62 4,813.85 5,054.54 5,307.27 5,572.64
Monthly 9,933.34 10,430.01 10,951.51 11,499.09 12,074.04 Annual 119,200.14 125,160.14 131,418.15 137,989.06 144,888.51 Step A Step B Step C Step D Step E
Hourly 62.4957 65.6204 68.9015 72.3465 75.9639
Bi-Weekly 4,999.65 5,249.64 5,512.12 5,787.72 6,077.11
Monthly 10,832.58 11,374.21 11,942.92 12,540.07 13,167.07 Annual 129,990.98 136,490.53 143,315.05 150,480.80 158,004.84 Step A Step B Step C Step D Step E
Hourly 77.4188 81.2898 85.3542 89.622 94.1031
Bi-Weekly 6,193.51 6,503.18 6,828.34 7,169.76 7,528.24
Monthly 13,419.26 14,090.22 14,794.74 15,534.47 16,311.20 Annual 161,031.14 169,082.70 177,536.83 186,413.67 195,734.36 Senior Management Analyst (MEA)
Senior Planner (MEA)
Support Services Manager (MEA)
Senior Accounting Technician (SEIU)
Senior Engineer (MEA)
Rent Stabilization Program Coordinator II (SEIU)
Secretary I (SEIU)
Secretary II (SEIU)
Utility Manager (MEA)
26 Step A Step B Step C Step D Step E
Hourly 25.7911 27.0807 28.4347 29.8564 31.3492
Bi-Weekly 1,031.64 1,083.23 1,137.39 1,194.26 1,253.97
Monthly 2,235.23 2,346.99 2,464.34 2,587.56 2,716.93
Annual 26,822.74 28,163.88 29,572.07 31,050.68 32,603.21 Step A Step B Step C Step D Step E
Hourly 37.7678 39.6562 41.6390 43.721 45.907
Bi-Weekly 3,021.43 3,172.50 3,331.12 3,497.68 3,672.56
Monthly 6,546.42 6,873.75 7,217.43 7,578.30 7,957.22
Annual 78,557.09 82,484.95 86,609.20 90,939.66 95,486.64 Step A Step B Step C Step D Step E
Hourly 47.1817 49.5408 52.0179 54.6187 57.3497
Bi-Weekly 3,774.54 3,963.26 4,161.43 4,369.50 4,587.97
Monthly 8,178.17 8,587.07 9,016.43 9,467.25 9,940.61
Annual 98,137.99 103,044.89 108,197.13 113,606.99 119,287.34 Step A Step B Step C Step D Step E
Hourly 42.6618 44.7949 47.0346 49.3863 51.8557
Bi-Weekly 3,412.94 3,583.59 3,762.77 3,950.91 4,148.45
Monthly 7,394.71 7,764.44 8,152.67 8,560.30 8,988.31
Annual 88,736.49 93,173.32 97,831.98 102,723.58 107,859.76 Step A Step B Step C Step D Step E
Hourly 46.9280 49.2744 51.7382 54.3251 57.0413
Bi-Weekly 3,754.24 3,941.96 4,139.05 4,346.01 4,563.31
Monthly 8,134.19 8,540.90 8,967.95 9,416.35 9,887.16
Annual 97,610.31 102,490.83 107,615.37 112,996.14 118,645.95 Step A Step B Step C Step D Step E
Hourly 47.6187 49.9996 52.4996 55.1245 57.8808
Bi-Weekly 3,809.49 3,999.97 4,199.97 4,409.96 4,630.46
Monthly 8,253.90 8,666.59 9,099.92 9,554.92 10,032.67
Annual 99,046.79 103,999.13 109,199.09 114,659.04 120,392.00 Step A Step B Step C Step D Step E
Hourly 57.1878 60.0472 63.0495 66.202 69.5121
Bi-Weekly 2,111.55 2,217.13 2,327.98 2,444.38 2,566.60
Monthly 4,575.02 4,803.77 5,043.96 5,296.16 5,560.97
Annual 54,900.25 57,645.27 60,527.53 63,553.90 66,731.60 Hourly 30.0000
Bi-Weekly 1,107.69
Monthly 2,400.00
Annual 28,800.00
Management Analyst II (1 Year LTD) (Non Bargaining)
Police Recruit (Temporary- Non Bargaining)
Human Resources Technician I (18 Month LTD) (Non Bargaining- SEIU) Human Resources Technician II (18 Month LTD) (Non Bargaining- SEIU) Management Analyst I (1 Year LTD) (Non Bargaining)
Temporary and Limited Duration Classifications
Housing Specialist I (1 Year LTD) (Non Bargaining- SEIU) Housing Specialist II (1 Year LTD) (Non Bargaining- SEIU) Van Driver (0.5 FTE, 1040 Hrs) (SEIU)
27 Hourly 65.1000 69.3300
Bi-Weekly 2,403.69 2,559.88
Monthly 5,208.00 5,546.40
Annual 62,496.00 66,556.80
Hourly 65.1000 69.3300
Bi-Weekly 2,403.69 2,559.88
Monthly 5,208.00 5,546.40
Annual 62,496.00 66,556.80
Step A Step B Step C Step D Step E
Hourly 77.4188 81.2898 85.3542 89.622 94.1031
Bi-Weekly 6,193.51 6,503.18 6,828.34 7,169.76 7,528.24
Monthly 13,419.26 14,090.22 14,794.74 15,534.47 16,311.20 Annual 161,031.14 169,082.70 177,536.83 186,413.67 195,734.36 Hourly 17.4500
Bi-Weekly
Monthly
Annual
Special Projects Manager (2 Year LTD) (Temporary- Non Bargaining) Utility Manager (6-Month LTD) (Non Bargaining- MEA)
Special Projects Manager (960 HRS LTD) (Temporary- Non Bargaining) Temporary Employee (Reso No. 4576) (Temporary- Non Bargaining) 28 CONSENT CALENDAR 3.2

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: June 16, 2026
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Regina Rubier, Interim Human Resources Manager
SUBJECT: Creation of Community Services Supervisor and Modification of Public Works Supervisor Job Descriptions
Recommendation
Staff recommends that the City Council adopt a resolution:

1. Creating the job description of Community Services Supervisor;

2. Modifying the job description of Public Works Supervisor

3. Requesting that the FY 2026–27 Salary Schedule be updated to reflect the revised classification title; and

4. Finding that the actions being considered by the City Council are exempt from the California Environmental Quality Act (CEQA) because they are not “projects” pursuant to 15378(b)(4) because they are fiscal activities that do not involve any commitment to any specific project which may result in a potentially significant impact on the environment.

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

Priority: Governance, Organizational Strength, and Fiscal Sustainability Background
The City’s Classification and Compensation Plan, together with the publicly available Compensation Schedule and adopted Position Control List, provides a comprehensive framework outlining job classifications, salary ranges, position allocations, and associated duties for all City employees. During development of the FY 2026–27 budget, City staff engaged in substantive discussions regarding staffing vacancies and the operational impacts those 29 CONSENT CALENDAR
vacancies have on service delivery and statutory compliance.

A review of the staffing structure of the Community Services Division of the City Manager’s Office identified several inconsistencies between existing classifications and the current operational demands of the Division. First, although a Recreation Program Coordinator classification exists on the City’s official list of positions, the corresponding job description does not reflect the increasingly technical, managerial, and oversight responsibilities currently required within the Community Services Division. Second, the Compensation Schedule does not include a Community Services Supervisor classification nor has the City formally adopted a job description for this role. Without a defined job description, the City lacks the necessary framework to recruit qualified candidates, clearly communicate performance expectations, and ensure accountability for the full scope of duties associated with the position.

1. Analysis
Staff recommends that the City Council approve and adopt a comprehensive job description for the position of Community Services Supervisor in order to strengthen operational leadership within the Community Services Division and enhance the City’s ability to effectively manage programs, supervise staff, and engage with the community. Establishing this classification will support the continued delivery of high-quality, accessible, responsive, and compliant public services while ensuring consistency in service standards and accountability across the division.

The proposed Community Services Supervisor classification is intended to provide enhanced oversight and coordination of community programs, daily operations, and staff functions. The position will serve a critical role in supporting the division’s objectives, improving communication and collaboration among staff, and ensuring that community needs and expectations are addressed in a professional, timely, and effective manner. In addition, the classification will help improve operational efficiency, streamline program administration, and strengthen the City’s overall capacity to deliver community-focused services.

Although the Recreation and Program Coordinator classification is currently included within the City’s adopted Compensation Schedule, a formal job description for the position has not yet been approved by the City Council. As such, staff is requesting adoption of the Community Services Supervisor job description to accurately reflect the duties, responsibilities, and level of oversight currently associated with the role. Formalizing the classification will also establish a clear framework for recruitment, employee evaluation, performance management, succession planning, and long-term organizational development. Additionally, staff is requesting that the FY 2026–27 Salary Schedule be updated to reflect the revised classification title. There is no proposed change to the associated bargaining unit.

In conjunction with this action, staff further recommends that the City Council authorize an update to the City’s position control in order to reclassify an existing Recreation and Program Coordinator position to the new Community Services Supervisor classification. This reclassification more accurately aligns the position title with the complexity of the work performed, including the increased responsibility, technical expertise, program oversight, independent judgment, and supervisory expectations required of the role. Aligning the classification structure with the actual operational needs of the Division will strengthen internal 30 CONSENT CALENDAR
processes, improve service delivery to the community, and enhance the overall effectiveness and sustainability of the Community Services Division.

In addition, staff recommends a minor administrative revision to the Public Works Supervisor job description. Specifically, the proposed edit would clarify that the position reports to the Public Works Director or his or her designee. This revision is administrative in nature only and does not remove, modify, or add any duties, responsibilities, or authority associated with the classification.

Fiscal Impact
The proposed action does not require any additional appropriations. The Community Services Supervisor position reflects the reclassification of an existing Recreation Coordinator position and has already been incorporated into the proposed FY 2026-27 budget and position control list. Accordingly, approval of the new classification and related position reclassification will not result in any additional fiscal impact beyond the amounts already included in the proposed FY 2026-27 budget.

The proposed modification to the Public Works Supervisor job description is administrative in nature and does not result in any change to compensation, staffing levels, or budgeted expenditures. Therefore, no additional fiscal impact is associated with this action .

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

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

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

Analysis of Levine Act Compliance: Not applicable.

Attachments

1. Resolution

2. Exhibit A - Community Services Supervisor Classification and Job Description 31 CONSENT CALENDAR

3. Exhibit B - Public Works Supervisor Job Description
32 RESOLUTION NO. XX– 2026

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO
CREATING A COMMUNITY SERVICES SUPERVISOR’S JOB DESCRIPTION, MODIFYING THE PUBLIC WORKS SUPERVISOR’S JOB DESCRIPTION, AND FINDING

THAT THE ACTIONS BEING CONSIDERED BY THE CITY COUNCIL ARE EXEMPT FROM CEQA BECAUSE THEY ARE NOT “PROJECTS” PURUSNAT TO CEQA GUIDELINES SECTION 15378(b)(4)
WHEREAS, the City Council of the City of East Palo Alto is committed to maintaining an effective organizational structure that supports operational efficiency, responsive public service delivery, and long-term organizational sustainability; and WHEREAS, the City’s Classification and Compensation Plan, Position Control List, and Compensation Schedule provide the framework for employee classifications, salary ranges, and position allocations necessary to support municipal operations; and WHEREAS, City staff conducted a review of the staffing structure and operational needs within the Community Services Department and determined that the existing classification framework does not adequately reflect the current level of program oversight, supervisory responsibility, and operational coordination required to effectively administer Community Services programs; and
WHEREAS, staff identified the need for a formal Community Services Supervisor classification and corresponding job description to provide enhanced leadership, program management, staff supervision, and community engagement oversight within the Community Services Division; and
WHEREAS, the establishment of the Community Services Supervisor classification will support the City’s ability to recruit and retain qualified personnel, clarify reporting relationships and performance expectations, strengthen accountability, and ensure the delivery of highquality, accessible, responsive, and compliant public services; and WHEREAS, Human Resources reviewed the proposed classification and determined that placement within the Service Employees International Union (SEIU) bargaining unit is appropriate and consistent with similarly situated classifications, including the Nutrition Site Supervisor classification; and
WHEREAS, staff further recommends updating the City’s position control to reclassify an existing Recreation and Program Coordinator position to the Community Services Supervisor classification in order to better align the classification with the actual duties and responsibilities currently being performed; and
33 WHEREAS, staff also recommends a minor administrative amendment to the Public Works Supervisor job description to clarify that the position reports to the Public Works Director or their designee, with no changes proposed to the duties, authority, or responsibilities associated with the classification; and WHEREAS, the proposed actions are consistent with the City Council Strategic Priority of Governance, Organizational Strength, and Fiscal Sustainability; and WHEREAS, approval of these classification actions does not create a fiscal impact for Fiscal Years 2025–26 or 2026–27, and any future budgetary considerations associated with staffing will be addressed through the City’s annual budget process.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of East Palo Alto as follows:

1. The foregoing recitals are true and correct and are hereby incorporated into this Resolution as findings of the City Council.

2. The City Council hereby approves and adopts the Community Services Supervisor classification and job description, attached hereto and incorporated herein as Exhibit “A.”

3. The City Council hereby approves the modification to the Public Works Supervisor job description, attached hereto and incorporated herein as Exhibit “B,” to clarify reporting relationships within the Public Works Department.

4. The City Council hereby authorizes the reclassification of one existing Recreation and Program Coordinator position to the Community Services Supervisor classification, subject to applicable personnel rules, bargaining unit provisions, and administrative procedures.

5. The City Council authorizes staff to incorporate the Community Services Supervisor classification into the FY 2026–27 Salary Schedule and Position Control List as part of the City’s regular budget adoption process.

6. The City Manager, Human Resources Department, and all other appropriate City officials are hereby authorized and directed to take all actions necessary to implement the intent of this Resolution.

7. This Resolution shall take effect immediately upon its adoption.

PASSED AND ADOPTED by the City Council of the City of East Palo Alto at a regular meeting held on the 16th day of June, 2026, by the following vote:
34 AYES:

NOES:

ABSENT:

ABSTAIN:

Webster Lincoln, Mayor
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk John D. Lê, City Attorney
35 May 15, 2026
FLSA: Non-Exempt

COMMUNITY SERVICES SUPERVISOR

DEFINITION
Under general supervision of the Community Services Manager, plans, directs and supervises a variety of the City's recreation programs and activities related to area of assignment; and to provide highly responsible and technical staff assistance to the Community Services Division. .

This position requires exceptional customer service skills, discretion, strong written communication abilities, and the ability to manage multiple priorities in a fast-paced municipal environment.

SUPERVISION RECEIVED AND EXERCISED
Receives general supervision from the Community Services Manager. Exercises direct supervision over select full-time, part-time and hourly recreation personnel along with independent contractors.

DISTINGUISHING CHARACTERISTICS
This is first-line supervisory position within the Community Services Division. Receives general direction from the Community Services Manager. Exercises direct supervision over full-time, parttime and hourly recreation personnel and independent contractors.

1. Develop and implement goals, objectives, policies and priorities related to assigned program area while providing conformance to overall departmental goals and objectives.

2. Plan, organize, coordinate and direct the planning, development and implementation of recreational and other community service programs.

3. Meet with public groups, clubs, organizations and agencies to explain and promote community service and recreational activities and programs related to area of assignment.

4. Survey community recreational resources and needs; assess and determine priorities and interest in community programs; develop and recommend new community service programs.

5. Approve and direct implementation of specific activities, plans and procedures prepared by full-time and part-time hourly staff or volunteers. 36 Community Services Supervisor

6. Review and prepare reports as well as operating and activity records of various recreation programs related to area of assignment.

7. Prepare reports and other written material; schedule meetings, events and special activities.

8. Prepare and present agenda items for the Commissions and other City boards that the Community Services & Recreation division maintain.

9. Responsible to prepare and administer specific program budget; assist in the coordination of the division budget and monitor program budget.

10. Respond to complex complaints and requests for information.

11. Assist with ensuring divisional integration of program or facility procedures and policies.

12. Coordinate community programming with other City departments and divisions and with outside agencies.

13. Collaborate with Community Services Manager to seek funding opportunities that support programming

14. Manage and direct use and maintenance of facilities related to area of assignment; schedule the use of facilities; ensure order, security and cleanliness of facility.

15. Select, supervise, train and evaluate subordinate staff and volunteers.

16. Make recommendations relating to division unit program or operations policies.

17. Perform related duties as assigned.

JOB-RELATED QUALIFICATIONS
Knowledge of:
 Modern methods, techniques, principles and procedures used in the development and administration of recreation and leisure service programs;  Common recreational and social needs of various age groups; principles and practices of supervision, training and performance evaluations;
 Principles and procedures for implementing and directing a wide variety of recreation activities and the development of programs through community participation;  Principles and practices of budget development and monitoring; principles and practices of safety and risk management.

Ability to:
 Develop and administer a community-based programming suited to the needs of the community and related to area of assignment;
 Plan, organize, coordinate and direct the development and implementation of recreation programs related to area of assignment;
 Establish and maintain effective working relationships with those contacted in the course of work; Establish key contacts within the City and surrounding areas in order to provide a comprehensive and
 regional approach to program planning;
 Analyze, interpret and explain division policies and procedures;  Communicate clearly and concisely, both orally and in writing;  Supervise, train and evaluate subordinates.

Education and Experience:
37 Community Services Supervisor
Any combination of training and experience that would provide the required knowledge, skills, and abilities is qualifying. A typical way to obtain the required qualifications would be:
 Three years of increasingly responsible program administration experience in organized community service and recreation activities, with a minimum of one (1) year supervisory experience;
 Possession of a bachelor's degree from an accredited college or university with major work in recreation administration or a related field.

Licenses and Certifications:
 Possession of, or ability to obtain, a valid California Driver’s License by time of appointment and a satisfactory driving record.

PHYSICAL DEMANDS
Typical physical requirements include:
 Sitting and standing: Much of the work is done at a desk, involving extended periods of sitting, but also standing during meetings, site visits, or client interactions.  Walking: Occasional walking to meetings, community events, or client sites; may also involve short-distance travel to deliver or pick up materials.  Lifting and carrying: Light to moderate lifting (up to 25–50 lbs.) of documents, equipment, or supplies; may include carrying items between locations.  Pushing or pulling: Moving furniture, equipment, or supplies in the office or on-site.  Manipulation: Using hands to handle documents, tools, or equipment; may involve repetitive hand motions when operating computers or preparing materials.  Reaching: Extending arms to interact with clients, access overhead equipment, or retrieve items from shelves.
 Low postures: Occasional stooping, kneeling, or crouching during site visits or client service.
 Vision and hearing: Close vision for reading documents, computer screens, and forms; distance vision for presentations; hearing for client interactions and meetings.  Keyboarding: Frequent use of a computer keyboard for reports, correspondence, and data entry.

ENVIRONMENTAL CONDITIONS
May involve office work, on-site supervision and travel to community locations. 38 EXHIBIT E
July 2022
FLSA: Non-Exempt

PUBLIC WORKS SUPERVISOR

DEFINITION
Under general direction, plans, schedules, assigns, and reviews the work of public works staff within the Public Works department; supervises, plans, and coordinates the construction, installation, maintenance, inspection, and repair of City infrastructure, including buildings, parks, streets, sidewalks, water, stormwater and/or drainage systems and facilities; administers, monitors, and provides technical input for assigned public works maintenance, operations, and related projects and programs; provides responsible technical assistance to the Maintenance Manager; performs a variety of technical tasks relative to the assigned functional area; and performs related work as required.

SUPERVISION RECEIVED AND EXERCISED
Receives general direction from the Public Works Director and/or their designee. Coordinates all work with the Maintenance Manager. Exercises direct and general supervision over technical and maintenance staff.

DISTINGUISHING CHARACTERISTICS
This is a working supervisory classification within the Maintenance Worker series. Incumbents are responsible for planning, organizing, supervising, reviewing, and evaluating the work of public works maintenance staff either directly or through lead workers. Incumbents are expected to independently perform the full range of public works maintenance duties as assigned. Performance of the work requires the use of considerable independence, initiative, and discretion within established guidelines. This class is distinguished from the Maintenance Manager in that the latter has overall management responsibility for all maintenance division programs, functions, and activities.

EXAMPLES OF TYPICAL JOB FUNCTIONS (Illustrative Only)
Management reserves the right to add, modify, change, or rescind the work assignments of different positions and to make reasonable accommodations so that qualified employees can perform the essential functions of the job.
 Plans, organizes, assigns, supervises, participates in, and reviews the work of assigned staff in the installation, maintenance, and repair of all City buildings, parks, streets, stormwater and/or drainage systems and facilities; administers specialized projects and programs in area of assignment.  Performs inspection of public works and engineering permits and projects including capital improvement projects.
39 Public Works Supervisor

Page 2 of 4 ends

 Participates in the development and implementation of goals, objectives, policies, and priorities for assigned services and programs; identifies resource needs; recommends and implements policies and procedures, including standard operating procedures for assigned facilities.  Evaluates employee performance, counsels employees, and effectively recommends initial disciplinary action; assists in selection and promotion.
 Trains staff in work and safety procedures and in the operation and use of equipment and supplies; implements procedures and standards.
 Monitors operations and activities of the work unit; identifies opportunities for improving service delivery methods and procedures; provides recommendations concerning process changes; reviews with appropriate management staff; implements improvements.  Determines and recommends equipment, materials, and staffing needs for assigned operations, projects, and programs; participates in the annual budget preparation; prepares detailed cost estimates; maintains a variety of records and prepares routine reports of work performance.  Plans and lays out maintenance work projects; monitors and controls supplies and equipment; orders supplies and tools as necessary; prepares documents for equipment procurement; participates in the bid process for maintenance and repair projects.
 Supervises the use of and operation of tools, equipment, and vehicles; ensures that tools, equipment, and vehicles are safely operated, maintained, and secured when not in use; schedules the service, repair, and replacement of tools and equipment.
 Inspects work in progress and completed work of assigned employees and contractors for accuracy, proper work methods and techniques, and compliance with applicable standards and specifications.  Inspects the assigned City infrastructure for safety violations; ensures that safety procedures are followed, and that safety equipment is worn; makes periodic safety presentations to assigned staff.  Performs the most complex public works maintenance duties and provides technical assistance to crews.  Troubleshoots complex operational and maintenance problems; corrects or directs the correction and repair of operational and/or equipment problem including wastewater pump stations.  Coordinates assigned services and activities with those of other divisions and outside agencies.  Provides staff assistance to the Maintenance Superintendent; prepares and presents staff reports and other written materials; supervises the preparation and maintenance of related reports, records, and files; ensures the proper documentation of operations and activities.  Stays current on the status of new and pending regulatory legislation; recommends changes to current policies and procedures in order to comply with changes in legislation.  Oversees safety programs and training for the assigned functional areas and work groups; assists in action planning for safety programs; implements and monitors risk management plans regarding hazardous materials; responds to workers’ compensation issues.  Answers questions and provides information to the public; investigates inquiries; recommends corrective actions to resolve issues.
 Responds to emergency situations as necessary.
 Performs other related duties as assigned.

JOB-RELATED QUALIFICATIONS
Knowledge of:
 Principles and practices of employee supervision, including work planning, assignment review and evaluation, discipline, and the training of staff in work procedures.  Principles and practices of leadership.
 Principles and practices of public works maintenance and operations program development and administration.
40 Public Works Supervisor

Page 3 of 4 ends

 Principles, practices, equipment, tools, and materials of construction, maintenance, and repair of public works infrastructure.
 Applicable Federal, State, and local laws, regulatory codes, ordinances, and procedures relevant to assigned area of responsibility.
 Basic principles and practices of budget and capital improvement program development, administration, and accountability.
 Principles and practices of contract administration and evaluation.  Safety principles, practices, procedures, and equipment related to the work.  The operation and maintenance of a variety of hand and power tools, vehicles, and power equipment.  Techniques for providing a high level of customer service by effectively dealing with the public, vendors, contractors, and City staff.
 Modern equipment and communication tools used for business functions and program, project, and task coordination.
 Computers and software programs (e.g., Microsoft software packages) to conduct, compile, and/or generate documentation.

Ability to:
 Organize, implement, and direct assigned maintenance and operations activities.  Understand, interpret, and successfully communicate both orally and in writing pertinent department policies and procedures.
 Identify problems, research and analyze relevant information, develop and present recommendations, and justification for solution.
 Perform the most complex maintenance and operations duties and operate related equipment safely and effectively.
 Develop cost estimates for supplies and equipment.
 Research, analyze, and evaluate new service delivery methods, procedures, and techniques.  Prepare clear and concise reports, correspondence, procedures, and other written materials.  Establish and maintain a variety of manual and computerized files, record keeping, and project management systems.
 Read, interpret, retrieve, and produce drawings, blueprints, maps, and specifications.  Understand, interpret, explain, and apply all pertinent laws, codes, regulations, policies and procedures, and standards relevant to work performed.
 Effectively represent the department and the City in meetings with governmental agencies; community groups; various business, professional, and regulatory organizations; and in meetings with individuals.  Learn and understand the organization and operation of the City and of outside agencies as necessary to assume assigned responsibilities.
 Independently organize work, set priorities, meet critical deadlines, and follow-up on assignments.  Effectively use computer systems, software applications, and modern business equipment to perform a variety of work tasks.
 Communicate clearly and concisely, both orally and in writing.  Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines.
 Establish, maintain, and foster positive and effective working relationships with those contacted in the course of work.

Education and Experience:

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

Page 4 of 4 ends

Equivalent to the completion of the twelfth (12th) grade and five (5) years of progressively responsible work experience performing construction and maintenance work, including two (2) years of lead experience or equivalent. An associate degree in business administration or a related field is desirable.

Licenses and Certifications:
 Possession of, or ability to obtain, a valid California Driver’s License by time of appointment and a satisfactory driving record.

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

ENVIRONMENTAL CONDITIONS
Employees predominately work in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances. Employees may work in the field and occasionally be exposed to loud noise levels, cold and hot temperatures, inclement weather conditions, road hazards, vibration, mechanical and/or electrical hazards, and hazardous chemical substances and fumes.

Employees may interact with members of the public or with staff under emotionally stressful conditions while interpreting and enforcing departmental policies and procedures. 42 CONSENT ITEM 3.3

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: June 16, 2026
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Maurice Baker, Community Services Manager
SUBJECT: Acceptance of Measure K Grant Funding for Park Scoreboards Recommendation
Adopt a resolution ratifying the acceptance and execution by the City Manager of an agreement with San Mateo County, in a form approved by the City Attorney, for $25,000 in Measure K Funding to support the installation of scoreboards at Jack Farrel Park and Martin Luther King Jr.

Park.

Executive Summary
In 2025, Supervisor Lisa Gauthier expressed interest in supporting improvements to East Palo Alto's parks. Through Measure K grant , the County allocated $25,000 to close the funding gap for installation of new scoreboards at Jack Farrell Park and Martin Luther King Jr. Park. In accordance with County procedures, the City manager was required to execute the grant agreement in advance of the Board of Supervisors approving the grant. The City Manager signed the agreement May 21, 2025; the Board of Supervisory approved the grant on June 10, 2025 through Resolution Number 081210.

The scoreboard project was completed on March 21, 2026, restoring a park amenity that had not been fully functional for more than twenty years. The County’s contribution helped offset increased equipment and construction costs and ensured the successful completion of the project.

Alignment with City Council Strategic Plan
Priority: Parks, Recreation, and Community Facilities
43 CONSENT ITEM 3.3
Background
For more than two decades, sports organizations and community members using City parks have lacked access to functioning scoreboards. As part of the City Council's commitment to improving park facilities, staff identified scoreboard replacement as a priority project. The City Council funded scoreboard replacement in fiscal year 2025-26 along with other “quick-win” park improvements. recognizing the value of these improvements, Supervisor Lisa Gauthier advocated for Measure K funding to support the effort. The San Mateo County Board of Supervisors subsequently approved a $25,000 grant to East Palo Alto to help complete the project.

The new scoreboards were installed at Jack Farrell Park and Martin Luther King Jr. Park on March 21, 2026. These improvements provide a better experience for youth sports participants, families, and spectators while enhancing the overall quality of the City's recreational facilities.

Analysis
The City continues to face fiscal challenges and must carefully balance investments in community amenities with long-term financial sustainability. External funding sources such as grants and partnership contributions allow the City to improve facilities without placing additional pressure on the General Fund.

The County's Measure K contribution was instrumental in helping close a funding gap created by rising equipment and labor costs. Acceptance of these funds recognizes the County's partnership with East Palo Alto and supports the City's ongoing efforts to revitalize community parks and recreation facilities.

Fiscal Impact
Acceptance of the Measure K funding will provide $25,000 in revenue to offset costs associated with the scoreboard installation project. No additional General Fund appropriation is required.

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

Environmental
The 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.
44 CONSENT ITEM 3.3
Government Code § 84308
Applicability of Levine Act: Yes.

Analysis of Levine Act Compliance: The signatory for the grant is Melvin E. Gaines, ENTITY.

Staff is unaware of any other parties or participants relevant to the Council’s consideration of this item.

Attachments

1. Resolution.

2. Grant Agreement
45 Resolution No. XX-2026 1 of 2
RESOLUTION NO. XX– 2026

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO

RATIFYING THE ACCEPTANCE AND EXECUTION BY THE CITY MANAGER OF AN

AGREEMENT WITH SAN MATEO COUNTY BOARD OF SUPERVISORS, IN A FORM APPROVED BY THE CITY ATTORNEY, FOR $25,000, IN AN AMOUNT NOT-TO-EXCEED $25,000
WHEREAS, in 2025, the San Mateo County Board of Supervisors approved Measure K funds thanks to the support of District 4 Supervisor, Lisa Gauthier, to decrease the gap for procurement of new scoreboards at Martin Luther King Junior and Jack Farrell parks. This project was completed on March 21, 2026 and provided new working equipment for the first time in over 20 years; and WHEREAS, in January 2025, City Council signaled their desire to support projects related to Parks and Recreation that have been long deferred; and
WHEREAS, some of these projects include making audio-visual upgrades at our premier Cooley Landing facility, adding stadium lighting to our flagship Martin Luther King Junior park along with launching a pilot dog park; and
WHEREAS, the cost of these projects have been supported by City Council decision, construction costs have grown significantly and would be hard to complete due to our current financial outlook without partnerships and opportunities such as this; and

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

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

2. Ratifies the acceptance and execution of the City Manager of an agreement with the San Mateo County Board of Supervisors, in a form approved by the City Attorney, for $25,000 from the San Mateo County Board of Supervisors; and

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

PASSED AND ADOPTED this 16
th day of June 2026, by the following vote:

AYES:

NOES:

ABSENT:
46 Resolution No. XX-2026 2 of 2
ABSTAIN:

Webster Lincoln, Mayor
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk John D. Lê, City Attorney
47 Agreement No. __________ Board Resolution No. ________

Page 1 ends

MEASURE K GRANT AGREEMENT

BETWEEN THE COUNTY OF SAN MATEO AND THE CITY OF EAST PALO ALTO This Agreement is entered into this 10th day of June, 2025 by and between the County of San Mateo, a political subdivision of the state of California, hereinafter called “County,” and the City of East Palo Alto, hereinafter called “Grantee.”
* * *
WHEREAS, the Grantee has applied to the County seeking a grant for the purpose of funding the matters set forth in its Project described in Exhibit A (the “Grant”); WHEREAS, the County has approved the grant of certain funds to Grantee pursuant to the terms set forth in this Agreement;
NOW, THEREFORE, it is agreed by the parties to this Agreement as follows:

1. Exhibits and Attachments
The following exhibits and attachments are attached to this Agreement and incorporated into this Agreement by this reference:

Exhibit A—Project Description
Exhibit B—Reporting and Invoicing

2. Grant
County hereby grants to Grantee a sum not to exceed Twenty-Five Thousand Dollars and Zero Cents ($25,000) in consideration of and on the condition that the sum be expended for the sole purpose of carrying out the objectives of Grantee’s Project as identified in Exhibit A, and in no event shall the County’s total fiscal obligation under this Agreement exceed this amount. Grantee agrees to assume any obligation to secure and furnish any additional funds that may be necessary to carry out its Project.

Funds granted under this Agreement shall not be disbursed until execution of this Agreement by County and Grantee.

County shall disburse grant funds to Grantee 30 calendar days after receipt of a satisfactory invoice.

Invoices should be accompanied by back up documentation (e.g., receipts for professional services rendered, salary and benefits back up, etc.) and submittal of any required summary reports outlined in Exhibits A or B. The County reserves the right to change the disbursement method during the term of this Agreement.

The disbursement schedule is as follows:

Payment 1- Invoice for up to 50% of the grant ($12,500), upon submission of receipts/invoices showing expenditures and proof of performance measures, timesheets, and activity logs on items funded by the grant and listed in Exhibit A and/or B.

Payment 2- Invoice for remainder of the grant ($12,500), upon submission of receipts/invoices showing expenditures and proof of performance measures, timesheets, and activity logs on items funded by the grant and listed in Exhibit A and/or B, including photographs and use of Measure K logo as approved by the County.

INVOICES: Requests for grant disbursement should be (1) on the organization’s official letterhead, (2) include date of invoice, amount requested, and Agreement number, and (3) submitted to the attention of:

County Executive’s Office
500 County Center, 5th Floor
081210
48 Agreement No. __________ Board Resolution No. ________

Page 2 ends

Redwood City, CA 94063
[email protected]

3. Term & Termination
Subject to compliance with all terms and conditions, the term of this Agreement shall begin June 10, 2025 and continue through December 31, 2025. This Agreement will not automatically renew, nor shall it create any reliance on the possibility of future grants.

County may terminate this Agreement based upon the unavailability of Federal, State, or County funds by providing written notice to Grantee within a reasonable time after County learns of said unavailability of funding. Grantee acknowledges that this Agreement may be subject to approval of the Board of Supervisors, and assumes all risk of possible non-appropriation and non-approval of funds.

County may suspend and/or terminate this Agreement if Grantee fails to comply with the terms of this Agreement and may, in its sole discretion, withhold or cancel pending and future disbursements of grant funds and/or require Grantee to return some or all funds disbursed under this Agreement.

4. Relationship of Parties
Notwithstanding any publicity or other references to the County required to be made in connection with the Project as set forth in Exhibit A, Grantee understands and agrees that the Project performed under this Agreement is not performed by Grantee as an independent contractor of the County or as an employee of County and that neither Grantee nor its employees acquire any of the rights, privileges, powers, or advantages of County contractors or County employees. Grantee acknowledges and agrees that it is not, and will not hold itself out as, an agent, partner, or co-venturer of the County, and that this Agreement is not intended to and does not create an agency, partnership, or joint venture between the Parties.

5. Project Administration
The Parties agree that the Project as described in Exhibit A shall not be altered without a written amendment to this Agreement, signed by both the County and the Grantee. Grantee shall provide written reports to the County’s authorized representative in accordance with Exhibit B.

6. Hold Harmless
Grantee shall indemnify and save harmless County and its officers, agents, employees, and servants from all claims, suits, or actions of every name, kind, and description resulting from this Agreement, the performance of any work or services performed of Grantee in furtherance of the Project under this Agreement, or payments made pursuant to this Agreement brought for, or on account of, any of the following:
(A) injuries to or death of any person, including Grantee or its employees/officers/agents/volunteers;
(B) damage to any property of any kind whatsoever and to whomsoever belonging; (C) any sanctions, penalties, or claims of damages resulting from Grantee’s failure to comply with any applicable federal, state, or local laws or regulations; or (D) any other loss or cost, including but not limited to that caused by the concurrent active or passive negligence of County and/or its officers, agents, employees, or servants. However, Grantee’s duty to indemnify and save harmless under this Section shall not apply to injuries or damage for which County has been found in a court of competent jurisdiction to be solely liable by reason of its own negligence or willful misconduct.
081210
49 Agreement No. __________ Board Resolution No. ________

Page 3 ends

The duty of Grantee to indemnify and save harmless as set forth by this Section shall include the duty to defend as set forth in Section 2778 of the California Civil Code.

7. Insurance
a. General Requirements
Prior to its receipt of any funds pursuant to this Grant Agreement, Grantee shall obtain all insurance required under this Section and such insurance shall be subject to the approval by County’s Risk Management, and Grantee shall use diligence to obtain such insurance and to obtain such approval.

Grantee shall furnish County with certificates of insurance evidencing the required coverage, and there shall be a specific contractual liability endorsement extending Grantee’s coverage to include the contractual liability assumed by Grantee pursuant to this Agreement. These certificates shall specify or be endorsed to provide that thirty (30) days’ notice must be given, in writing, to County of any pending change in the limits of liability or of any cancellation or modification of the policy. b. Workers’ Compensation and Employer’s Liability Insurance Grantee shall have in effect during the entire term of this Agreement workers’ compensation and employer’s liability insurance providing full statutory coverage. In signing this Agreement, Grantee certifies, as required by Section 1861 of the California Labor Code, that (a) it is aware of the provisions of Section 3700 of the California Labor Code, which require every employer to be insured against liability for workers’ compensation or to undertake self-insurance in accordance with the provisions of the Labor Code, and (b) it will comply with such provisions before commencing or continuing the performance of Project work for which it would receive grant funds.
c. Liability Insurance
Grantee shall take out and maintain during the term of this Agreement such bodily injury liability and property damage liability insurance as shall protect Grantee and all of its employees/officers/agents while performing work covered by this Agreement from any and all claims for damages for bodily injury, including accidental death, as well as any and all claims for property damage which may arise from Grantee’s operations under this Agreement, whether such operations be by Grantee, any subcontractor, anyone directly or indirectly employed by either of them, or an agent of either of them. Such insurance shall be combined single limit bodily injury and property damage for each occurrence and shall not be less than the amounts specified below:

Comprehensive General Liability… $1,000,000
(Applies to all agreements)
Motor Vehicle Liability Insurance… $1,000,000
(To be checked if motor vehicle used in performing services) Professional Liability………………. $1,000,000
(To be checked if Grantee is a licensed professional)
County and its officers, agents, employees, and servants shall be named as additional insured on any such policies of insurance, which shall also contain a provision that (a) the insurance afforded thereby to County and its officers, agents, employees, and servants shall be primary insurance to the full limits of liability of the policy and (b) if the County or its officers, agents, employees, and servants have other insurance against the loss covered by such a policy, such other insurance shall be excess insurance only.

In the event of the breach of any provision of this Section, or in the event any notice is received which indicates any required insurance coverage will be diminished or canceled, County, at its option, may, 081210
50 Agreement No. __________ Board Resolution No. ________

Page 4 ends

notwithstanding any other provision of this Agreement to the contrary, immediately declare a material breach of this Agreement and suspend any further payment pursuant to this Agreement.

8. Prevailing Wage
Per Labor Code Section 1720, this project is a public work for purposes of the California Labor Code.

Grantee hereby agrees that all persons providing labor on the Project will be paid not less than prevailing rates of wages and that Grantee will ensure compliance with all provisions of the California Labor Code, Article 2-Wages, Chapter 1, Part 7, Division 2, Section 1770 et seq. A copy of the prevailing wage scale established by the Department of Industrial Relations is on file in the office of the County’s Director of Public Works and available at www.dir.ca.gov/DLSR or by phone at 415-703-4774. California Labor Code Section 1776(a) requires each contractor and subcontractor on the Project to keep accurate payroll records of trades workers on all public works projects and to submit copies of certified payroll records upon request.

Additionally, Grantee agrees the Project will meet the following requirements:

No contractor or subcontractor may be listed on a bid proposal for the Project unless registered with the Department of Industrial Relations pursuant to Labor Code Section 1725.5 [with limited exceptions from this requirement for bid purposes only under Labor Code Section 1771.1(a)].

No contractor or subcontractor may be awarded a contract on the Project (awarded on or after April 1, 2015) unless registered with the Department of Industrial Relations pursuant to Labor Code Section 1725.5.

This Project is subject to compliance monitoring and enforcement by the Department of Industrial Relations.

9. Assignability and Subcontracting
Grantee shall not assign this Agreement or any portion of it to a third party. Except as set forth in Exhibit A, Grantee shall not subcontract with a third party to perform the Project. Any such assignment or subcontract without County’s prior written consent shall give County the right to automatically and immediately terminate this Agreement without penalty or advance notice and the County shall have the right to a refund of all funds disbursed under this Agreement.

10. Compliance With Laws
All services to be performed by Grantee in connection with the Project shall be performed in accordance with all applicable Federal, State, County, and municipal laws, ordinances, and regulations, including, but not limited to, any laws related to payment of prevailing wages pursuant to the California Labor Code. In connection with the Project, Grantee bears responsibility to obtain, at Grantee’s expense, any license, permit, or approval required from any agency.

11. Merger Clause; Amendments
This Agreement, including Exhibits, constitutes the sole Agreement of the parties regarding the Grant, and correctly states the rights, duties, and obligations of each party as of this document’s date. In the event that any term, condition, provision, requirement, or specification set forth in the body of this Agreement conflicts with or is inconsistent with any term, condition, provision, requirement, or specification in any Exhibit and/or Attachment to this Agreement, the provisions of the body of the Agreement shall prevail. Any prior agreement, promises, negotiations, or representations between the parties concerning the Grant that are not expressly stated in this document are not binding. All subsequent modifications or amendments shall be in writing and signed by the parties.

12. Controlling Law; Venue
The validity of this Agreement and of its terms, the rights and duties of the parties under this Agreement, the interpretation of this Agreement, the performance of this Agreement, and any other dispute of any 081210
51 Agreement No. __________ Board Resolution No. ________

Page 5 ends

nature arising out of this Agreement shall be governed by the laws of the State of California without regard to its choice of law or conflict of law rules. Any dispute arising out of this Agreement shall be venued either in the San Mateo County Superior Court or in the United States District Court for the Northern District of California.

13. Notices
Any notice, request, demand, or other communication required or permitted under this Agreement shall be deemed to be properly given when both: (1) transmitted via email to the email address listed below; and (2) sent to the physical address listed below by either being deposited in the United States mail, postage prepaid, or deposited for overnight delivery, charges prepaid, with an established overnight courier that provides a tracking number showing confirmation of receipt.

Performance Measures: In the case of Grantee, to:

Board of Supervisors, District 4
Legislative Aide: Vanessa Smith
500 County Center, 5th Floor
Redwood City, CA 94063
Email: [email protected]
Phone: (650) 599-1009
City of East Palo Alto
Maurice Baker, Community Services Manager
2415 University Avenue
East Palo Alto, CA 94303
Email:
[email protected]
In the case of County, to: Phone: (650) 660-2527
County Executive’s Office
Molly Ortiz, Administrative Assistant II
500 County Center, 5th Floor
Redwood City, CA 94063
Email: [email protected]
Phone: (650) 363-1810

14. Electronic Signature
Both County and Contractor wish to permit this Agreement and future documents relating to this Agreement to be digitally signed in accordance with California law and County’s Electronic Signature Administrative Memo. Any party to this Agreement may revoke such agreement to permit electronic signatures at any time in relation to all future documents by providing notice pursuant to this Agreement. 081210
52 Agreement No. __________ Board Resolution No. ________

Page 6 ends

* * *
THIS AGREEMENT IS NOT VALID UNTIL SIGNED BY ALL PARTIES. NO FUNDS WILL BE DISTRIBUTED UNTIL THIS DOCUMENT HAS BEEN SIGNED BY THE COUNTY’S AUTHORIZED DESIGNEE.

For Grantee: _____________________________
(signature)
Authorized Representative
Grantee
_____________________________ (please print name)
Authorized Representative
Grantee
_______________ Date _____________________________ Name of Grantee For County: ______________________________ (Signature)
Authorized Designee
County of San Mateo

ROBERTO MANCHIA
____________________________ (please print name)
Authorized Designee
County of San Mateo
______________ Date

CHIEF FINANCIAL OFFICER
______________________________ Job Title (please print) 80125-6265 ______________________________ Budget Unit
BOSD4 ______________________________ Measure K JL Code
6/10/25
081210
53 Agreement No. __________ Board Resolution No. ________

Page 7 ends

Exhibit A
The County and Grantee agree that the grant funds shall only be used to further the goals of the following Project, described below and in the June 10, 2025 Board transmittal and resolution, incorporated herein by reference:

Grant funds will be used to purchase two athletic scoreboards, one for each park, to be installed at Martin Luther King Jr. Park and Jack Farrell Park in East Palo Alto. In addition, the Grantee will coordinate the scheduling of the installation and guarantee the signs are installed in compliance with safety standards, and applicable permitting and regulatory standards.

In no event shall the County’s fiscal obligation under this Agreement exceed $25,000. 081210
54 Agreement No. __________ Board Resolution No. ________

Page 8 ends

Exhibit B
In accordance with the terms of this Grant Agreement, Grantee will provide, or cause to be provided the services for the Project detailed in Exhibit A and will report back to the County regarding various performance measures including, but not limited to, those noted below. Such reporting data shall be delivered to the County no later than December 31, 2025. In addition, Grantee agrees to provide descriptive information about the Project funded by the Measure K grant upon reasonable request of the County, including, but not limited to, the County Executive’s Office, the County Communications Officer, or the Supervisorial District Office.

Performance Measure Target
Purchase of 2 fully operational athletic scoreboards installed at MLK Jr. Park and Jack Farrell Park 100% Complete
Payment will be made within 30 days of receipt of an adequate invoice by the County Executive’s Office, Accounting Unit. County shall have the right to withhold payment if County determines the quantity and/or quality of the work performed is unacceptable.

Grantee shall provide County with a written itemized invoice that allows the County to reconcile the work performed. Grantee shall provide a description of monthly expenses, evidence of work performed, or of costs incurred, including, but not limited to, performance measures, timesheets, activity logs, copies of bills, and/or packing slips.

Grantee shall include a written certification that the costs were actually incurred for the Project and that the supporting documentation is true, correct and complete.

All invoices shall include the agreement number, project location, dates of service and specified work completed.

Pursuant to Section 2 of the Grant Agreement, County’s fiscal obligation shall not exceed $25,000.

Remit invoices to: Performance Measures:

County Executive’s Office
Molly Ortiz, Administrative Assistant II
500 County Center, 5th Floor
Redwood City, CA 94063
Email: [email protected]
Phone: (650) 363-1810
Board of Supervisors, District 4
Legislative Aide: Vanessa Smith
500 County Center, 5th Floor
Redwood City, CA 94063
Email: [email protected]
Phone: (650) 599-1009
081210
55 RESOLUTION NO. 081210

BOARD OF SUPERVISORS, COUNTY OF SAN MATEO, STATE OF CALIFORNIA * * * * * *

RESOLUTION AUTHORIZING A ONE-TIME GRANT OF DISTRICT-DISCRETIONARY MEASURE K FUNDS, NOT TO EXCEED $25,000, TO THE CITY OF EAST PALO

ALTO, TO PURCHASE TWO SCOREBOARDS AT MARTIN LUTHER KING JUNIOR

PARK AND JACK FARRELL PARK IN THE CITY OF EAST PALO, AND

AUTHORIZING THE COUNTY EXECUTIVE, OR DESIGNEE, TO EXECUTE THE

GRANT AGREEMENT
______________________________________________________________ RESOLVED, by the Board of Supervisors of the County of San Mateo, State of California, that
WHEREAS, Measure K is the half-cent general sales tax initially approved by San Mateo County voters in November 2012, and extended in November 2016 for a total of thirty years; and
WHEREAS, the Board and County staff have conducted study sessions and community outreach efforts to inform priorities for Measure K spending; and WHEREAS, the Board has held study sessions on Measure K expenditures and anticipated revenue for fiscal year (FY) 2024-25, and has approved funds, divided equally among the supervisorial districts, for one-time district-discretionary needs and projects; and
WHEREAS, Supervisorial District 4 has requested a one-time $25,000 grant to City of East Palo Alto to support the purchase of two scoreboards at Martin Luther King Junior Park and Jack Farrell Park in the City of East Palo; and 56 WHEREAS, this item is consistent with the criteria for district-discretionary Measure K funds approved by the Board in December 2018; and WHEREAS, there are sufficient Measure K funds in the Non-Departmental Services FY 2024-25 Adopted Budget; and
WHEREAS, it is the Board’s intent for the County Executive, or designee, to execute an agreement in the amount of $25,000 to City of East Palo Alto to support the purchase of two scoreboards at Martin Luther King Junior Park and Jack Farrell Park in the City of East Palo and setting forth the terms of the grant in furtherance of the objectives set forth in the Project Summary section in the Board transmittal attached to this resolution; and
WHEREAS, this Board has been presented with a form of the grant agreement and has examined it and approved it as to both form and content and desires to enter into the agreement.

NOW, THEREFORE, IT IS HEREBY DETERMINED AND ORDERED that the Board of Supervisors approves of said grant, and authorizes the County Executive, or designee, to execute said grant agreement.

BE IT FURTHER RESOLVED that the County Executive or designee is authorized to execute amendments to the grant agreement which modify the County’s maximum fiscal obligation by no more than ten percent (10%) or $25,000 (in aggregate), whichever is less, and/or modify the contract term and/or services so long as the modified term or services is/are within the current or revised fiscal provisions. * * * * * *
57 RESOLUTION NUMBER: 081210
Regularly passed and adopted this 10th day of June, 2025 AYES and in favor of said resolution:

Supervisors: JACKIE SPEIER

RAY MUELLER

LISA GAUTHIER
DAVID J. CANEPA
NOES and against said resolution:

Supervisors: NONE
ABSENT Supervisor: NOELIA CORZO
President, Board of Supervisors
County of San Mateo
State of California
Certificate of Delivery
I certify that a copy of the original resolution filed in the Office of the Clerk of the Board of Supervisors of San Mateo County has been delivered to the President of the Board of Supervisors.

Assistant Clerk of the Board of Supervisors
58 CONSENT ITEM 3.4

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: June 16, 2026
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Maurice Baker, Community Services Manager
SUBJECT: Acceptance of $20,000 sponsorship from Mark Zuckerberg & Priscilla Chan family giving to Support Community Events
Recommendation
Adopt a resolution authorizing the City Manager to accept and execute an agreement with the Mark Zuckerberg & Priscilla Chan family giving, in a form approved by the City Attorney, for a $20,000 grant to sponsor community events.

Executive Summary
The Mark Zuckerberg & Priscilla Chan family giving are seeking to provide $20,000 in hyperlocal sponsorship to support four community events hosted by the City’s Community Services and Recreation Division in 2026. The grant will provide $5,000 for each of the following events:
 Celebrating 30 years of Soccer in East Palo Alto,
 Sounds of EPA Family Day
 Back to School/Children’s Day
 Holiday Winterfest with $20,000
The sponsorship will help expand community programming without increasing reliance on General Fund resources.

Alignment with City Council Strategic Plan
Priority: Civic Engagement
59 CONSENT ITEM 3.4
Priority: Parks, Recreation, and Community Facilities
Background
Mark Zuckerberg & Priscilla Chan have supported various organizations and programs in East Palo Alto for many years. Their staff met with the Community Services Division Manager and expressed interest in supporting City events. Those discussions materialized into a $20,000 sponsorship opportunity.

The funds will support four major community events in 2026.

The first event, Celebrating 30 years of organized Soccer in East Palo Alto, recognized the longstanding impact of youth soccer organizations such as AYSO, EPA United, and Ravenswood Junior Soccer Club. For decades, these organizations have provided opportunities for youth development, recreation, and community connection.

The sponsorship will also support Sounds of EPA Family Day, which highlight’s East Palo Alto’s amazing music scene and brings residents together through performances and family activities.

The third event, Back to School/Children’s Day, will be held at EPACENTER, and will provide resources, activities, ad support for local youth and families as they prepare for the new school year.

Lastly, the grant will help the City expand Holiday Winterfest and provide more gifts and support to families in need during the holiday season.

Analysis
Community partnerships are increasingly important as the City works to address ongoing fiscal challenges and reduce pressure on the General Fund. Sponsorships and philanthropic contributions enable the City to continue offering high-quality programs and events without increasing local costs.

The proposed sponsorship was not solicited by the City. Rather, it reflects the donor's interest in supporting community events that strengthen neighborhood connections and celebrate East Palo Alto's unique culture.
 Acceptance of the sponsorship will help the Community Services and Recreation Division deliver successful events throughout 2026 while leveraging private-sector support to enhance community programming.

Tentative Dates of the Sponsored Events:
30 years of Soccer Celebration (June 6)
60 CONSENT ITEM 3.4
Sounds of EPA Music Fest (September TBD 12-5pm)
Back to School/Children’s Day (August 8)
Holiday Winterfest (December 12)
Fiscal Impact
Acceptance of the grant will provide $20,000 in revenue to support community events in 2026.

Funds will be allocated equally among the four sponsored events. No additional General Fund appropriation is required.

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

Government Code § 84308
Applicability of Levine Act: NO
Analysis of Levine Act Compliance: Not applicable, or see below.

Parties: NA
Participant(s): NA
Attachments
[THIS SECTION SHOULD LIST ALL ATTACHMENTS TO THE AGENDA. LINKS

EMBEDDED, FOR EXAMPLE, POINTING TO PRIOR STAFF REPORTS ARE NOT REQUIRED TO BE LISTED HERE. BELOW ARE A FEW EXAMPLE(S). ALL RESOLUTIONS

AND ORDINANCES MUST BE INCLUDED IN THE REPORT PRIOR TO INITIATING THE APPROVAL CUE ON PEAK.]

1. Resolution.

2. Draft Ordinance
61 Resolution No. XX-2026 1 of 2
RESOLUTION NO. XX– 2026

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO

AUTHORIZING THE CITY MANAGER TO ACCEPT AND EXECUTE AN AGREEMENT WITH

THE MARK ZUCKERBERG & PRISCILLA CHAN FAMILY GIVING, IN A FORM APPROVED BY THE CITY ATTORNEY, FOR A $20,000 GRANT TO SPONSOR COMMUNITY EVENTS.

WHEREAS, Mark Zuckerberg & Priscilla Chan family giving are seeking to provide $20,000 in sponsorship money from their hyper-locale community funding to support four events in calendar year 2026; and
WHEREAS, the following events align with the policies and mission of their foundation:

Celebrating 30 years of Organized Soccer in EPA, Back to School/Children’s Day, Sounds of EPA Day, and Holiday Winterfest; and
WHEREAS, it was the interest of Mark Zuckerberg & Priscilla Chan’s family giving organization to provide support for these events that will allow the City to expand opportunities for the community; and
WHEREAS, community partnerships like this are especially important during these times of the City facing the structural deficit to reduce pressure on the General Fund; and

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

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

2. Authorizing the City Manager to accept and execute an agreement with the Mark Zuckerberg & Priscilla Chan family giving, in a form approved by the City Attorney, for a $20,000 grant to sponsor community events; and

PASSED AND ADOPTED this 16
th day of June 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
62 Resolution No. XX-2026 2 of 2
Webster Lincoln, Mayor
ATTEST: APPROVED AS TO FORM:

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

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: June 16, 2026
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: James Colin, City Clerk
SUBJECT: Proclamation Honoring the East Palo Alto Razorhawks Middle School Girls Rugby Team
Recommendation
Present the proclamation honoring the East Palo Alto Razorhawks Middle School Girls Rugby Team for their historic achievement at the USA Rugby Nationals.

Attachments

1. Proclamation
64 PROCLAMATION OF THE CITY OF EAST PALO ALTO

HONORING THE EAST PALO ALTO RAZORHAWKS MIDDLE SCHOOL GIRLS RUGBY TEAM FOR THEIR HISTORIC ACHIEVEMENT AT THE 2026 USA RUGBY

NATIONALS
WHEREAS, the East Palo Alto Razorhawks Middle School Girls Rugby Team, representing the City of East Palo Alto, entered the 2025–2026 season with a clear vision and unwavering determination to set a standard of excellence for their club, ultimately making history as the first East Palo Alto youth rugby team to qualify for the USA Rugby Nationals; and WHEREAS, the Razorhawks demonstrated exceptional commitment by earning the top seeding in NorCal, guided by the principle that they must first prove themselves at home before earning the right to compete at the national level, exemplifying the values of discipline, humility, and community pride; and WHEREAS, when the team was not initially selected by NorCal to represent the region at Nationals, they responded with grace and resolve, and upon receiving a personal invitation from the West Coast Representative—who recognized their hard work and achievement—the Razorhawks accepted the call to represent the West Coast at the USA Rugby Nationals; and
WHEREAS, with only one month to transition from 7s to 15s rugby, Head Coaches increased training from two to four and five sessions per week, modeling the dedication and sacrifice required of champions; and throughout their preparation, coaches also nurtured the character of these young women—their faith, their culture, their family bonds, and their vision for their futures—creating a space where they could thrive as whole individuals and embrace the full power of who they are; and
WHEREAS, at the USA Rugby Nationals, competing against the top teams in the nation and facing significant adversity including three injuries on the first day of play and having only two substitutes—the fewest of any team in the tournament—the Razorhawks refused to be defined by their circumstances and dug deeper with each passing minute; and
WHEREAS, in the semifinal match, trailing by two points in the final minutes, the Razorhawks called upon their team motto—“2 More Minutes”—as a rallying cry to give their absolute best, and answered that call by scoring a final try to defeat a strong Majestic side and claim the National Bronze Medal on their very first appearance at the USA Rugby Nationals, finishing in the Top 8 in the nation; and
WHEREAS, this achievement was made possible by a true village of supporters—family, coaches, community members, and mentors—who believed in these young women and helped provide the resources, encouragement, and love necessary for them to compete on the national stage with pride and heart, representing their ancestors, their families, and the City of East Palo Alto.

NOW THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF EAST PALO ALTO HEREBY congratulates and honors the East Palo Alto Razorhawks Middle School Girls Rugby Team, their coaches, and their families for their historic achievement in claiming the National Bronze Medal at the USA Rugby Nationals; recognizes them as a source of immense pride for the entire East Palo Alto community; and encourages our youth to follow their example of resilience, teamwork, cultural pride, and the belief that with dedication and heart, they too can make history.

Date: June 16, 2026

Webster Lincoln, Mayor
65 CONSENT ITEM 3.6

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: June 16, 2026
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: James Colin, City Clerk
SUBJECT: Proclamation Declaring June 16 as Women’s Rugby Angelina Litani Lomu Recommendation
Present the proclamation declaring June 16 as Women’s Rugby Day and honoring Angelina Litani Lomu
Attachments

1. Proclamation
66 PROCLAMATION OF THE CITY OF EAST PALO ALTO
DECLARING JUNE 16 AS WOMEN’S RUGBY DAY AND

HONORING ANGELINA LITANI LOMU
WHEREAS, Angelina Litani Lomu is a proud third-generation East Palo Alto resident, descended from the first Tongan families to settle in East Palo Alto and Menlo Park in the late 1970s; who, after facing profound personal adversity—including the loss of her father during her junior year of high school and a period of disconnection from her community—found her path through the sport of rugby at the East Palo Alto Razorbacks training grounds at age 21; and
WHEREAS, Angelina Lomu pursued excellence with extraordinary dedication—earning her Bachelor’s degree in Healthcare Administration from the American Rugby Pro Academy in Little Rock, Arkansas, while simultaneously winning her first National Club 7s title in 2015; and went on to become a founding member of the Lifewest Gladiatrix, accumulating five National titles, four international caps representing the Tonga National Team, and numerous National runner-up and bronze finishes in both 15s WPL and 7s competition; and WHEREAS, in 2022, Angelina Lomu transitioned into coaching, returning to East Palo Alto to serve her community through the sport that changed her life; founded Rugby With Purpose—a platform rooted in faith, culture, community, and women’s empowerment—and became a certified USA Rugby referee and USA Rugby West Coast Under-18 Manager; and at age 35 became part of the first Professional Rugby Union league to represent the Bay Area; and
WHEREAS, as head coach of the East Palo Alto Razorhawks Middle School Girls Rugby Team, Angelina Lomu guided her players with the same standards, discipline, and heart she demanded of herself throughout her own career—drawing upon her lived experience growing up in East Palo Alto to inspire her athletes to rise above adversity, honor their heritage, and pursue greatness for themselves and their city; and WHEREAS, women’s rugby has long served as a vehicle for empowerment, opportunity, and community for women and girls in East Palo Alto, and the life and legacy of Angelina Lomu embodies the transformative power of sport—proving that the daughters of this city, given the right support, can compete and win on the national and international stage.

NOW THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF EAST PALO ALTO HEREBY proclaims June 16 as Women’s Rugby Day in the City of East Palo Alto; honors Angelina Litani Lomu for her extraordinary achievements as a player, her international service representing Tonga, and her inspiring dedication to coaching and empowering the next generation of women and girls in East Palo Alto through the sport of rugby. EPA Forever.

Date: June 16, 2026

Webster Lincoln, Mayor
67 CONSENT ITEM 3.7

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: June 16, 2026
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Denise J. Garcia, Assistant to the City Manager
Shiri Klima, Assistant City Manager
SUBJECT: Approval of Agreement with Raftelis for Organizational Review Services Recommendation
Adopt a resolution:

1. Authorizing the City Manager to award, negotiate, and execute an agreement with Raftelis, in a form approved by the City Attorney, for five-year organizational review services in an amount not to exceed $200,000 per fiscal year, for a total not-to-exceed amount of $1,000,000 for the entire project, subject to annual budget appropriations; and

Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
 Priority: Governance, Organizational Strength, and Fiscal Sustainability Background
One of the City Council priorities, “Governance, Organizational Strength, and Fiscal Sustainability” includes a range of initiatives intended to strengthen organizational effectiveness, improve service delivery, and support long-term operational sustainability. Through ongoing internal discussions and operational assessments, staff identified that the City has not previously 68 CONSENT ITEM 3.7
conducted a comprehensive citywide analysis of its organizational structure, operational processes, or overall organizational effectiveness.

To address this need, the City issued a request for proposals (RFP) on January 21, 2026, seeking organizational review services to support continuous improvement, efficient resource allocation, and enhanced service delivery across City operations. Staff used a variety of methods to distribute the RFP to obtain a great range of high-quality proposals to review and choose from.

The RFP stated that the City intends to conduct organizational reviews of all City departments and cross-departmental functions over multiple years and sought a consultant capable of identifying opportunities to improve efficiency, organizational effectiveness, customer service, transparency, and accountability.

The City’s Year 1 focus areas identified in the RFP included:
 Development Review Services; and
 Internal Analytical and Administrative Functions Review.

The City received proposals from qualified firms and evaluated submissions based on experience and qualifications, work product quality, references, project approach, and cost.

Following review and evaluation of proposals, staff determined that Raftelis was the most qualified firm based on its municipal organizational review experience, proposed methodology, implementation-oriented approach, and understanding of the City’s operational needs and strategic priorities.

Analysis
Staff received fourteen proposals, listed here in alphabetical order: Adrian Technologies Incorporated, Arroyo Associates Inc., Baker Tilly, Citygate Associates, CPH HR Consulting, Layla Jane Consulting LLC, Matrix Consulting Group, MGT, Morant Mcleod, MRG, OGx Consulting, Partner in Public Innovation, Plante Moran, and Raftelis. This is not only a large number of proposals but includes many reputable firms. The City formed a proposal review committee consisting of the City Manager, Assistants to the City Manager, Interim Human Resources Manager, and Police Department Support Services Manager to evaluate and score the submissions.

The committee used a scoring rubric to evaluate each firm, with four evaluation criteria categories contributing to a total possible score of 70. Each category had a specific point allocation, reflecting the priorities outlined in the RFP:

1. Experienced and Qualified: Demonstrated expertise in organizational review services (30 points)

2. Work Product: Quality of the writing and value of the recommendations in terms of impacting change (20 points)
69 CONSENT ITEM 3.7

3. Approach: Comfort with the City’s approach or present another approach that meets the City’s needs in organizational reviews (10 points)

4. Cost: Total cost and pricing structure in relation to the value of the services provided (10 points)
Based on the scoring criteria, the top four firms were selected (in alphabetical order): Arroyo Associates, Citygate Associates, MRG, and Raftelis. These firms participated in 30-minute interviews where they introduced their teams, outlined their approach, and addressed specific questions from staff.

Following the interview process, staff selected Raftelis to lead the citywide organizational assessment. Staff believes Raftelis demonstrated the strongest understanding of the City’s operational needs and provided the most comprehensive and implementation-focused approach.

The proposed scope includes stakeholder interviews, operational assessments, staffing and workload analysis, workflow and process evaluation, technology review, peer benchmarking, and development of performance metrics and implementation recommendations. The final deliverables would include draft and final organizational review reports, performance measurement recommendations, implementation guidance, and a City Council presentation.

This work is not intended to harm or in any way affect employment opportunities for staff; rather, the goal here is for our processes to work better for staff such that they work better overall. The proposed cost for the Year 1 core scope of services is $133,438.

In addition to the core scope, staff recommends proceeding with two optional services: a Change Management and 5-year Implementation Planning workshop and a Comprehensive Organizational Scan. The organizational scan would include a scan across all City departments through interviews, facilitated discussions, operational review, and leadership prioritization workshops. The consultant would evaluate:
 Organizational strengths and operational constraints;  Cross-department coordination challenges;
 Service delivery concerns;
 Staffing and capacity limitations;
 Strategic organizational risks; and
 Opportunities for organizational alignment and efficiencies.

Following the engagement process, the consultant would prepare an Organizational Scan Technical Memorandum and facilitate a leadership prioritization workshop to help identify enterprise-wide priorities and future implementation focus areas.

Given the City’s evolving operational demands, increasing project complexity, and emphasis on accountability and service delivery, staff believes the broader enterprise scan will provide meaningful long-term value and improve the effectiveness of future organizational improvement 70 CONSENT ITEM 3.7
efforts.

The Change Management and 5-year Implementation Planning workshop is estimated to cost $11,834 and the Organizational Scan is estimated to cost $49,900 bringing the total proposed Year 1 (Fiscal Year 2026-2027) project cost to $195,172.

During the Fiscal Year 2025–2026 budget process, the City Council approved funding for organizational assessment services. Staff anticipates returning to the City Council annually through the budget process to request appropriations for future phases of work, with future scopes to be developed based on organizational priorities identified during Year 1 and subsequent Council direction.

The proposed agreement structure allows the City to maintain continuity with a consultant familiar with the organization while preserving flexibility for future annual work authorizations, budget appropriations, and evolving organizational priorities.

Fiscal Impact
The proposed cost for the Year 1 organizational review services, including optional services, is $195,172. City Council appropriated $200,000 for these services in the Fiscal Year 2025-2026 budget, so no new appropriation is necessary for year one. $200,000 is proposed in the Fiscal Year 2026-27 budget for year two.

The proposed agreement establishes a five-year framework agreement with a total not-toexceed amount of $1,000,000; however, future phases of work would remain subject to annual City Council budget appropriations.

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

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

Government Code § 84308
Applicability of Levine Act: Yes
Analysis of Levine Act Compliance: The signatory for the application is Jonathan Ingram, Vice President, Raftelis. Staff is unaware of any other parties or participants relevant to the 71 CONSENT ITEM 3.7
Commission’s consideration of this item.

Attachments

1. Raftelis Proposal

2. Resolution
72 611 Wilshire Boulevard, Suite 900, Los Angeles, CA 90017 www.raftelis.com
City of East Palo Alto
Organizational Review Services
PROPOSAL / May 7, 2026
73 RAFTELIS 3
611 Wilshire Boulevard, Suite 900, Los Angeles, CA 90017 www.raftelis.com
Table of
Contents
Cover Letter ............................................. 4 Approach to the Project .......................... 4
Cost......................................................... 17 Giving back
The Raftelis Charitable Gift Fund seeks to
make a difference on issues that matter to our
clients and employees by helping build
sustainable, inclusive communities locally and
worldwide. We do this by allocating company
profits and employee contributions of time and
money. We support organizations that:
 Promote efficient, sustainable resource use
 Advance diversity, equity, and inclusion
within the public sector
 Invest in access to clean water and
sanitation
 Help vulnerable communities by addressing
affordability issues
74 RAFTELIS 4
611 Wilshire Boulevard, Suite 900, Los Angeles, CA 90017 www.raftelis.com

COVER LETTER
May 7, 2026
Shiri Klima
Assistant City Manager
City of East Palo Alto
2415 University Avenue
East Palo Alto, CA 94303
Subject: Revised Proposal for Organizational Review Services Thank you again for the opportunity to support the City of East Palo Alto in advancing this important organizational review effort. We appreciate the City’s selection of Raftelis and the continued engagement as we refine elements of the scope to ensure alignment with your priorities.

At your request, we have provided an updated scope of work and associated cost information for the optional Organizational Scan. This material is intended to further clarify how this optional activity could be integrated into Activity 1 as a targeted, front-end enhancement to the engagement. As described in the attached scope, the Organizational Scan would provide a structured, enterprise-wide perspective on organizational conditions across all departments, helping to inform prioritization of subsequent analytical efforts and ensuring that deeper functional reviews are aligned with the City’s most pressing operational and strategic needs.

This submission is intentionally streamlined and focused. We have removed general firm background materials and concentrated on clearly defining the scope, approach, and cost associated with this optional activity so that the City can evaluate its potential value in the context of the overall engagement.

We believe this optional approach offers a practical way to strengthen the foundation of the work by establishing an early, organization-wide baseline and enabling leadership to make informed decisions about sequencing, focus areas, and potential adjustments to the Year 1 scope. We appreciate the City’s thoughtful consideration of this option and are happy to discuss any aspect of the scope, approach, or pricing in greater detail.

I will continue to serve as the primary point of contact and am available at your convenience.

Sincerely,
Jonathan Ingram
Vice President
611 Wilshire Boulevard, Suite 900
Los Angeles, CA 90017
P: 513.221.0500 / E: [email protected]
75 RAFTELIS 3
76 RAFTELIS 4

APPROACH TO THE PROJECT
Approach to the Project
The City of East Palo Alto has established a clear set of Strategic Priorities centered on governance and organizational strength, fiscal sustainability, housing equity, infrastructure modernization, public safety, and inclusive civic engagement. Delivering on these priorities requires not only sound policy direction, but also strong internal systems—clear organizational design, aligned staffing structures, efficient processes, effective technology, and disciplined performance management.

This engagement is designed to support the City at that intersection of strategy and execution. Our approach recognizes that East Palo Alto is a community with high civic engagement, strong equity commitments, and an expanding portfolio of complex initiatives. As recent Council actions demonstrate—strengthening internal controls, expanding parking enforcement, modernizing permitting processes, investing in public safety technology with appropriate oversight, advancing housing programs, and updating infrastructure plans—the City is actively pursuing meaningful change. The success of these initiatives depends on internal capacity, cross-department coordination, and clear accountability structures.

Our methodology is structured to align directly with those needs. We begin with executive alignment and performance management orientation to ensure shared clarity around expectations and success measures. We engage leadership and staff in structured interviews and facilitated discussions to understand operational realities, workload drivers, and crossfunctional dependencies. We conduct disciplined organizational, staffing, and process analysis grounded in data, peer benchmarking, and best practices. We then translate those findings into clear, implementable recommendations supported by a defined performance measurement framework and implementation pathway.

A distinguishing feature of our approach is that we do not treat organizational review and performance measurement as separate exercises. Instead, we integrate performance thinking throughout the engagement so that final recommendations are directly connected to measurable outcomes. This ensures that structural adjustments, staffing changes, or workflow improvements can be monitored, managed, and sustained over time.

Our team brings extensive experience working with cities navigating fiscal constraints, growth pressures, and heightened community expectations. We focus on solutions that are practical within existing resources, sensitive to organizational culture, and respectful of staff expertise. We do not apply pre-packaged models; we build on existing strengths and tailor recommendations to the City’s governance structure, workforce capacity, and long-term fiscal realities.

East Palo Alto’s commitment to transparency, accountability, and community-driven decision-making aligns closely with our values and experience. We believe this project presents an opportunity not only to assess current conditions but to strengthen the organizational foundation necessary to carry forward the City’s Strategic Priorities with clarity, discipline, and measurable progress.

THE FOLLOWING PAGES DETAIL THE PROPOSED WORK PLAN FOR THE CITY. 77 RAFTELIS 5
Activity 1: Project Initiation, Executive Alignment, and Performance Management Foundation
Activity 1 establishes the governance structure, strategic alignment, and performance orientation for the engagement. The purpose of this phase is to ensure that City leadership shares a clear understanding of the objectives, expectations, and success criteria for the organizational review before detailed analysis begins. By aligning executive leadership and elected officials at the outset, we create a disciplined framework for decision-making, strengthen accountability, and ensure the engagement is directly connected to the City’s strategic priorities and policy direction.

EXECUTIVE KICKOFF AND SCOPE CONFIRMATION
We will initiate the engagement with a structured kickoff meeting with the City Manager, Assistant City Manager, and relevant Department Directors to confirm project scope, expectations, decision-making protocols, and success criteria. This session will clarify how the Development Review Services and Internal Analytical and Administrative Functions reviews support the City’s strategic priorities and operational objectives. We will confirm communication pathways, reporting cadence, and governance roles to ensure disciplined project execution.

LEADERSHIP ALIGNMENT ON ORGANIZATIONAL OBJECTIVES
Early executive alignment is critical to the success of a multi-year organizational review program. We will facilitate a focused discussion regarding current strengths, known challenges, service delivery expectations, and desired organizational outcomes. This discussion will establish a shared understanding of the issues the City most wants addressed and ensure the engagement remains aligned with Council priorities and management expectations.

MAYOR AND CITY COUNCIL INTERVIEWS
In addition to executive staff alignment, we will conduct structured interviews with the Mayor and individual City Councilmembers to understand their priorities, expectations, and perspectives regarding organizational performance and service delivery. These interviews provide insight into policy direction, community concerns, and strategic issues that may not surface in administrative discussions alone.

Council interviews will focus on:
 Strategic priorities and emerging policy issues
 Perceptions of organizational strengths and constraints  Areas of concern related to service responsiveness or accountability  Expectations for transparency and performance reporting  Long-term capacity needs
These discussions ensure that the organizational review is informed by both management and policymaking perspectives. Incorporating Council input early in the process strengthens alignment, reduces the risk of misinterpretation, and supports smoother adoption of final recommendations.

PERFORMANCE MANAGEMENT ORIENTATION
To ensure that performance measurement is integrated into the review process rather than developed in isolation, we will conduct a leadership-level orientation on effective municipal performance management. This session will introduce and align leadership around:
 The distinctions between workload, efficiency, and outcome measures  The role of performance metrics in accountability and transparency  Common pitfalls in municipal performance systems
 Using measures to drive management decision-making
78 RAFTELIS 6
Establishing this foundation at the outset ensures that stakeholder engagement and data collection activities generate the information necessary to develop meaningful and sustainable performance measures later in the engagement.

DATA AND DOCUMENT COLLECTION
We will issue a structured request for key documents and operational data to inform analysis. Requested materials will include organizational charts, staffing rosters, budget documents, permit activity and processing data, workflow documentation, administrative process materials, prior studies, collective bargaining agreements, and any existing performance metrics. A secure shared portal will be provided to streamline document transfer and organization.

PROJECT MANAGEMENT AND ONGOING COORDINATION
We will finalize a detailed project schedule outlining engagement sequencing, draft and final report timelines, and presentation milestones. Throughout the project, we will provide regular status updates to maintain progress against scope, schedule, and budget, and to proactively identify and resolve issues as they arise.

This activity establishes the governance framework, analytical foundation, and performance orientation necessary to conduct a rigorous and credible organizational review.

Meetings:
 Virtual Executive Kickoff Meeting
 Virtual Leadership Alignment and Orientation
meeting
 Mayor and City Council one-on-one interviews
 Management Orientation Session
Deliverables:
 Finalized Detailed Work Plan and Project Schedule
 Data and Document Request List
 Performance Management Orientation Materials
Activity 2: Stakeholder Engagement, Organizational Discovery, and Performance Measure Groundwork
Activity 2 is designed to develop a grounded understanding of how the organization functions in practice. While documents and structure charts provide important context, meaningful organizational assessment requires insight into how work actually flows, where constraints emerge, and how responsibilities are experienced by staff and stakeholders. This phase focuses on listening, validating themes across departments, and identifying operational realities that will inform subsequent structural and staffing analysis. Through structured interviews, facilitated discussions, and process observation, we will build a comprehensive picture of service delivery dynamics, workload drivers, coordination challenges, and performance expectations across the reviewed functions.

STRUCTURED STAKEHOLDER INTERVIEW PROCESS
We will conduct confidential, structured interviews with leadership and staff involved in Development Review Services and Internal Analytical and Administrative Functions. Interview participants will include department directors, division managers, supervisors, line staff, analysts, and key cross-department collaborators.

For Development Review Services, interviews will focus on Planning, Building Services, Engineering, Housing and Economic Development, Finance (as related to fee processing), and City Manager oversight functions. For Internal Administrative Functions, interviews will examine budgeting, purchasing, contract administration, project management, communications, and administrative analyst roles across departments. 79 RAFTELIS 7
Interviews will examine:
 Core responsibilities and role clarity
 Workflow sequencing and handoffs
 Staffing capacity and workload distribution
 Use of technology and data systems
 Service expectations and customer experience
 Interdepartmental coordination
 Policy or structural constraints
Each interview will also incorporate targeted questions designed to gather the foundational information necessary to later develop meaningful performance measures. We will explore:
 Primary workload drivers
 Definitions of successful outcomes
 Service timeliness expectations
 Factors contributing to delays or inefficiencies
 Existing data collection practices
 Gaps in current reporting
 Informal performance indicators already used by managers This ensures that eventual performance measures are grounded in operational realities rather than abstract benchmarks.

FOCUS GROUPS AND CROSS-FUNCTIONAL VALIDATION
We will conduct facilitated focus group sessions with:
 Development Review staff
 Administrative and analytical staff across departments  Supervisory and mid-level management personnel
These sessions will validate themes emerging from interviews and surface operational challenges not always evident in leadership discussions. Particular emphasis will be placed on identifying duplication of effort, unclear decision authority, inconsistent service standards, and cross-department coordination barriers.

Focus group discussions will also further refine understanding of workload patterns, service level expectations, and measurable outcomes that matter most to both internal and external customers.

INTERNAL STAKEHOLDER AND CUSTOMER ENGAGEMENT
To understand the broader service delivery ecosystem, we will interview internal stakeholders who frequently interact with Development Review or administrative functions. These discussions will provide insight into:
 Responsiveness and service quality
 Communication effectiveness
 Transaction timelines
 Areas of friction between departments
 Perceived strengths and gaps
This perspective helps ensure recommendations improve system-wide performance rather than optimizing one division at the expense of another.
80 RAFTELIS 8

OPERATIONAL OBSERVATION AND PROCESS MAPPING
Where feasible, our team will observe core processes, including permit intake and review workflows and key administrative transaction cycles. We will document current-state process maps to identify:
 Bottlenecks
 Redundant steps
 Approval layering
 Manual workarounds
 Technology limitations
Process mapping will inform both organizational recommendations and future performance measurement development.

SYNTHESIS OF ORGANIZATIONAL THEMES
Following interviews, focus groups, and data review, we will synthesize key findings related to:
 Organizational clarity and governance
 Staffing sufficiency and role alignment
 Cross-department coordination
 Process efficiency
 Technology utilization
 Cultural readiness for performance management
These findings will serve as the analytical foundation for the formal assessment phase.

While on-site, our team will tour department facilities to better understand operational requirements.

Meetings:
 5 days of in-person Department Leadership
Interviews and Staff and Supervisor Focus Groups
 Virtual Validation Meeting with Executive Team
Deliverables:
 Stakeholder Interview Summary PowerPoint
Activity 3: Organizational and Operational Analysis
Activity 3 translates stakeholder insight and operational data into disciplined organizational evaluation and actionable findings. Building on the discovery phase, this activity applies structured analytical frameworks to assess organizational design, staffing alignment, process efficiency, technology utilization, and cross-department coordination. The intent is to move beyond anecdotal observations and rigorously evaluate whether the City’s current structure and resource deployment are aligned with its strategic priorities, service expectations, and long-term fiscal realities. This phase culminates in clear findings and preliminary recommendations designed to strengthen organizational clarity, operational efficiency, and accountability.

ORGANIZATIONAL STRUCTURE AND GOVERNANCE ASSESSMENT
Building upon stakeholder engagement findings, we will conduct a structured evaluation of organizational design and governance across both Year 1 focus areas. This analysis will assess whether the current structure, reporting relationships, and supervisory layering support efficient and accountable service delivery. We will evaluate:
 Number of organizational levels and clarity of reporting relationships  Span of control and supervisory ratios
 Alignment of leadership, management, and operational responsibilities  Duplication or fragmentation of analytical and administrative functions 81 RAFTELIS 9
 Centralized versus decentralized service models
 Integration across Development Review functions
 Role clarity and decision-making authority
 Alignment with City Council priorities and City Manager expectations The objective is to determine whether the current structure supports operational performance today and positions the City to meet future service demands.

STAFFING AND CAPACITY ANALYSIS
We will assess current staffing levels and workforce deployment using a holistic approach that integrates quantitative workload data with qualitative operational insight. This analysis will consider:
 Workload drivers and service demand trends
 Caseload distribution and transaction volumes
 Skill alignment and role appropriateness
 Managerial capacity and supervisory sufficiency
 Opportunities for restructuring or reclassification
 Potential consolidation of analytical functions
 Use of temporary, contract, or alternative staffing models This analysis will identify if staffing levels are sufficient, misaligned, duplicative, or constrained by structural inefficiencies.

PROCESS EFFICIENCY AND WORKFLOW EVALUATION
Using information gathered during interviews and operational observation, we will analyze core service workflows to identify inefficiencies and structural bottlenecks.

For Development Review Services, this includes permit intake, plan review sequencing, cross-department handoffs, and approval layering. For Internal Administrative Functions, this includes budgeting processes, procurement workflows, contract processing, project tracking, and administrative support distribution.

We will assess:
 Redundant or non-value-added steps
 Approval layering and authority clarity
 Communication breakdowns
 Informal workarounds
 Service delays attributable to structural design
Recommendations will focus on improving service delivery time, consistency, and accountability.

TECHNOLOGY AND SYSTEMS REVIEW
We will evaluate the extent to which existing technology platforms support or hinder operational performance. This review will examine:
 Permit tracking systems
 Financial and procurement systems
 Workflow automation capabilities
 Data reporting capacity
 Integration between systems
 Opportunities for digital process improvement
82 RAFTELIS 10
The goal is to identify practical technology enhancements that support structural and staffing recommendations.

PEER BENCHMARKING AND BEST PRACTICES REVIEW
We will compare East Palo Alto’s organizational design and staffing patterns to peer California jurisdictions with similar population, governance models, and service complexity. This benchmarking will focus on:
 Staffing ratios
 Development review models
 Administrative function consolidation practices
 Use of performance management systems
 Governance and oversight structures
Peer comparisons will provide context for evaluating the reasonableness and competitiveness of current structures.

PRELIMINARY FINDINGS AND EXECUTIVE REVIEW
At the conclusion of the analytical phase, we will prepare a structured preliminary findings memorandum and conduct a validation workshop with executive leadership. This session will:
 Confirm key findings
 Test potential structural options
 Identify implementation sensitivities
 Refine recommendation direction
This ensures alignment prior to development of the draft report.

Additional follow-up on issues or analysis will be conducted as needed.

Meetings:
 Analytical Working Sessions with Project Team
 Executive Preliminary Findings Workshop
Deliverables:
 Preliminary Analysis and Recommendations
PowerPoint
Activity 4: Draft and Final Organizational Review Report Activity 4 synthesizes analysis into a clear, decision-oriented organizational roadmap. The purpose of this phase is to translate findings from stakeholder engagement and operational evaluation into a cohesive, integrated report that provides leadership with practical, prioritized recommendations. This activity focuses on clarity, transparency, and ability to implement—ensuring that recommendations are grounded in data, aligned with the City’s strategic priorities, and structured to support informed executive and City Council decision-making. The result is not simply documentation of findings, but a clear path forward for strengthening organizational effectiveness and accountability.

PREPARATION OF DRAFT INTEGRATED ORGANIZATIONAL REVIEW REPORT Following completion of the analytical phase and executive validation of preliminary findings, we will prepare a single comprehensive draft report covering both:
 Development Review Services
 Internal Analytical and Administrative Functions
The report will present these areas as interconnected components of the City’s broader organizational and service delivery system, recognizing the structural and operational relationships between them. 83 RAFTELIS 11
The draft report will include:
 Executive Summary
 Description of methodology and engagement process
 Organizational structure assessment findings
 Staffing and capacity analysis
 Process and workflow evaluation
 Technology and systems assessment
 Peer benchmarking context
 Identification of strengths and leading practices
 Clear, actionable recommendations
Recommendations will address structural alignment, staffing optimization, workflow redesign, governance clarity, and management accountability. Where appropriate, we will identify implementation considerations, sequencing implications, and potential resource impacts.

The report will be written to clearly articulate what is working well, where structural or operational improvements are needed, and how recommended changes will enhance efficiency, effectiveness, and public trust.

DRAFT REPORT PRESENTATION AND EXECUTIVE REVIEW
We will present the draft report in a structured working session with the City Manager, Assistant City Manager, and relevant Department Directors. This session will allow for discussion of findings, clarification of implications, and refinement of recommendations prior to finalization.

We will request one consolidated set of comments from the City to streamline revisions and ensure efficient progression to finalization.

FINAL REPORT PREPARATION
Within one month of the draft review session, we will incorporate City feedback and prepare the final report. The final report will include:
 Refined recommendations
 Prioritization and phasing guidance
 Implementation sequencing considerations
 Identification of short-term, mid-term, and long-term actions Recommendations will be structured to support practical implementation and executive-level decision-making.

CITY COUNCIL PRESENTATION
We will prepare a concise, policy-focused presentation summarizing key findings and recommendations for City Council consideration. We will present the results at a public meeting and respond to Council questions.

Presentation materials will be clear, structured, and aligned with Council-level policy implications.

Meetings:
 Draft Report Working Session
 Executive Review Follow-Up Meeting
 City Council Presentation
Deliverables:
 Draft Integrated Organizational Review Report
 Final Integrated Organizational Review Report
 Executive Presentation Materials
 City Council Presentation Deck
84 RAFTELIS 12
Activity 5: Performance Measurement Framework and Measure Development
Activity 5 ensures that organizational improvements are supported by clear performance expectations and sustained accountability. The purpose of this phase is to translate structural and operational recommendations into a practical performance measurement framework that enables leadership to monitor progress, manage workload, and evaluate outcomes over time. Building on insights gathered throughout the engagement, we will develop defined workload, efficiency, and outcome measures that are aligned with the City’s strategic priorities and operational capacity. This activity establishes a durable foundation for performance accountability and data-informed management beyond the completion of the study.

TRANSITION FROM ORGANIZATIONAL ASSESSMENT TO PERFORMANCE

ACCOUNTABILITY
Following completion of the final organizational review report, we will transition from structural and operational recommendations to the development of a practical and sustainable performance measurement framework. This phase ensures that improvements in structure, staffing, and workflow are supported by clear expectations and measurable standards of performance.

The framework will be grounded in information gathered throughout the engagement, including stakeholder interviews, workload analysis, process evaluation, and executive priorities. Because performance thinking will have been integrated into earlier phases, the resulting measures will reflect operational reality rather than theoretical benchmarks.

DEVELOPMENT OF CORE PERFORMANCE MEASURES
Using our municipal performance measurement framework, we will develop a focused set of measures across three primary categories:
 Workload measures will quantify demand drivers and service volume, such as permit activity, transaction counts, and administrative processing levels.
 Efficiency measures will assess timeliness, throughput, cost-effectiveness, and internal process performance.  Outcome measures will evaluate service quality, customer experience, regulatory compliance, and alignment with City goals.

Measures will be designed to be clear, defensible, and manageable given the City’s data systems and staffing capacity. For each measure, we will define the calculation methodology, responsible party, data source, and recommended reporting cadence.

MEASURE VALIDATION AND OWNERSHIP
We will facilitate a working session with executive leadership and key managers to review and refine proposed measures. This session will confirm definitions, accountability, and reporting expectations to ensure measures are used for management and decision-making rather than merely documentation.

REPORTING FRAMEWORK
We will provide a recommended reporting framework outlining how measures should be organized, reviewed, and incorporated into management discussions and City Council reporting. This framework will include guidance on reporting frequency, internal versus public reporting distinctions, and integration with strategic priorities. 85 RAFTELIS 13
Development of a formal performance dashboard platform or digital reporting tool can be provided as an optional, separately negotiated service should the City wish to implement a structured dashboard solution following adoption of the performance framework.

Meetings:
 Performance Measurement Working Session
 Executive Validation Meeting
Deliverables:
 Defined Workload, Efficiency, and Outcome
Measures
 Performance Reporting Framework and
Implementation Guidance
Activity 6 - Optional: Change Management and Five-Year
Implementation Planning Workshop
This optional activity moves the engagement from recommendations to disciplined execution. While the organizational review and performance framework establishes what should change and how success will be measured, lasting improvement depends on structured implementation planning and clear accountability. The purpose of this phase is to facilitate a leadership-level change management workshop that translates recommendations into a sequenced, multi-year implementation plan aligned with the City’s strategic priorities, budget cycles, staffing capacity, and other active initiatives.

Through this process, we will help establish clear ownership, defined accountability, resource requirements, implementation pathways, and reporting mechanisms to executive leadership and the City Council. By integrating the implementation plan into the City’s broader body of work, this activity ensures that organizational improvements are not treated as stand-alone initiatives but become embedded within the City’s ongoing governance and management structure.

FIVE-YEAR IMPLEMENTATION PLANNING
Through a facilitated working session, we will guide leadership in developing a five-year implementation roadmap that establishes:
 Clear ownership for each recommendation
 Defined accountability at the executive and departmental levels  Sequenced implementation pathways
 Resource requirements, including staffing, technology, and budget considerations  Realistic target completion dates
Particular emphasis will be placed on aligning implementation steps with the City’s annual budget development process and other active initiatives to avoid overextension and competing priorities.

ACCOUNTABILITY AND REPORTING STRUCTURE
In addition to identifying implementation steps, we will assist leadership in establishing a structured accountability and reporting process. This will include:
 Executive-level review checkpoints
 Reporting cadence to the City Manager and executive team  Recommended reporting updates to the City Council
 Integration with the performance measurement framework developed under Activity 5 86 RAFTELIS 14
The goal is to ensure that implementation progress is visible, monitored, and incorporated into regular management discussions rather than treated as a standalone initiative.

DELIVERABLE
The result of this optional activity will be a Five-Year Implementation Plan that includes assigned ownership, timelines, resource considerations, and a defined reporting structure to support sustained execution.

This accountability structure, integrated with the City’s broader operational work, is critical to translating organizational review recommendations from concept into sustained performance improvement.

Meetings:
 One-Day In-Person Change Management and
Implementation Planning Workshop
 Executive Alignment and Accountability
Confirmation Session (conducted during workshop)
Deliverables:
 Five-Year Implementation Plan with Sequenced
Action Steps
Activity 7 - Optional: Enterprise Organizational Scan Alternatives While the City has identified Development Review Services and Internal Analytical and Administrative Functions as the initial focus areas for this engagement, the City may also consider an alternative approach that begins with a structured, enterprise-wide organizational scan prior to conducting deeper functional assessments. This optional activity is intended to provide City leadership with a broader understanding of organizational conditions, enterprise risks, cross-department operational challenges, and strategic priorities before advancing into more detailed departmental reviews.

This approach allows the City to evaluate organizational effectiveness holistically, helping leadership identify systemic issues, operational interdependencies, and emerging organizational pressures that may not be visible when departments are assessed independently. The organizational scan would also help ensure that future phases of work are aligned with the City’s most critical enterprise-wide needs and strategic objectives.

The following alternatives are available for consideration:

Alternative 1 – Comprehensive Enterprise Organizational Scan and Leadership Prioritization Optional Cost: $49,900
Under this alternative, the project team would conduct a comprehensive organizational scan across all City departments through an intensive, on-site engagement process. This effort would include approximately four days of on-site interviews and facilitated discussions with departmental leadership, selected staff representatives, executive leadership, and key external contract or service partners. The purpose of these conversations would be to identify organizational strengths, structural challenges, operational constraints, communication and coordination issues, service delivery concerns, and opportunities for enterprise-wide improvement.

In addition to departmental interviews, the project team would review relevant organizational materials, operational reports, strategic planning documents, staffing information, and other existing resources necessary to understand broader organizational dynamics and cross-functional challenges.

Following completion of the interviews and document review process, the project team would prepare a summary of key organizational themes, risks, and opportunities and facilitate a structured leadership team briefing and prioritization workshop with the City Manager and executive leadership team. This facilitated session would focus on identifying:
87 RAFTELIS 15
 Enterprise-wide operational and organizational priorities  Cross-department coordination and workflow challenges  Capacity constraints affecting multiple service areas  Strategic risks requiring near-term intervention
 Opportunities for operational efficiencies and organizational alignment  Potential quick wins and early implementation opportunities The outcome of this effort would be the development of a detailed Organizational Scan Technical Memorandum that summarizes key findings, identifies organization-wide recommendations, and establishes priority focus areas for future implementation and deeper analysis. This memorandum would also be incorporated as a chapter within the broader assessment deliverables identified in the base scope of services, ensuring that enterprise-level findings directly inform subsequent departmental recommendations and implementation planning.

This alternative provides the City with a robust, organization-wide diagnostic assessment that can serve as the foundation for a multi-year organizational improvement and modernization strategy.

Alternative 2 – Executive Leadership Organizational Scan and Prioritization Session Optional Cost: $17,200
As a lighter-touch alternative, the City may elect to conduct a streamlined organizational scan focused primarily on executive and departmental leadership perspectives. Under this approach, the project team would facilitate approximately two days of structured leadership discussions involving representatives from each City department in a collaborative group interview setting.

These facilitated sessions would consist of focused, approximately two-hour conversations designed to surface organization-wide themes, operational pressures, coordination challenges, strategic concerns, and priority opportunities for improvement across the enterprise. Discussions would emphasize identifying shared issues affecting multiple departments, leadership perspectives on organizational effectiveness, and areas where additional analysis or operational support may be warranted.

Following completion of the leadership discussions, the project team would prepare a concise summary of key findings and facilitate a leadership debrief and prioritization session with the City Manager and executive leadership team. During this session, leadership would work collaboratively to identify and prioritize:
 Enterprise-wide organizational concerns
 Cross-functional operational improvement opportunities  Areas warranting deeper assessment during future project phases  High-priority organizational risks or service delivery challenges  Strategic focus areas for implementation planning and future work efforts The outcome of this alternative would include both a prioritized organizational work plan for future phases of analysis and implementation, as well as elevated attention during Phase One to organization-wide recommendations that support not only Administrative Services and Development Review-related functions, but the broader organization as a whole.

This alternative provides City leadership with an efficient, strategic-level organizational assessment that can help guide future work planning while maintaining a more limited scope and cost structure. 88 RAFTELIS 16
Meetings:
 Four days in-person leadership team interviews
 Virtual issue debrief with project team
 In-person executive leadership team prioritization
workshop (4 hours)
Deliverables:
 Issue summary PPT
 Organizational scan memo
Timeline
A proposed project schedule is provided below. We expect to review and refine this with the City during Activity 1.

Activity 1 - Project Initiation,
Executive Alignment, and
Performance Management
Foundation
Activity 2 - Stakeholder
Engagement, Organizational
Discovery, and Performance
Measure Groundwork
Activity 3 - Organizational
and Operational Analysis
Activity 4 - Draft and Final
Organizational Review
Report
Activity 5 - Performance
Measurement Framework
and Measure Development
Activity 6 - Optional: Change
Management and Five-Year
Implementation Planning
Workshop
Activity 7 - Optional
Organizational Scan

NOVJUN JUL AUG SEP OCT
89 RAFTELIS 17
COST
Cost Proposal
The total proposed cost for Phase 1 core services is $133,438. This amount reflects the full scope of work described in Activities 1 through 5, including project initiation and executive alignment, stakeholder engagement, organizational and operational analysis, preparation of the integrated final report, and development of a performance measurement framework. The pricing assumes a senior-led team structure, structured facilitation, detailed analysis, and preparation of actionable, implementation-oriented recommendations.

In addition to the core Phase 1 services, the proposal includes an optional Change Management and Five-Year Implementation Planning Workshop and an optional Organizational Scan. This optional activity would be conducted only at the City’s discretion and is intended to translate recommendations into a sequenced implementation roadmap with defined ownership, accountability, and reporting structures. The optional activity is not included in the core Phase 1 total.

Should the City elect to proceed with additional review activities in subsequent years under the multi-year framework, Raftelis will apply the same structured methodology outlined in this proposal. Consistent with the RFP requirements, detailed scope and pricing for future activities will be developed collaboratively with the City following confirmation of the specific departments or functions to be reviewed. This approach ensures that pricing remains aligned with the scale and complexity of the work selected while maintaining transparency and fiscal discipline.

A breakdown of hours and costs by project activity is provided in the table below.

Activity Description Estimated
Labor Hours Cost
1 Project Initiation, Executive Alignment, and Performance Management Foundation 36 $12,200
2 Stakeholder Engagement, Organizational Discovery, and Performance Measure Groundwork 124 $41,543
3 Organizational and Operational Analysis 98 $29,250
4 Draft and Final Organizational Review Report 100 $33,891 5 Performance Measurement Framework and Measure
Development 48 $16,554
BASE TOTAL 406 $133,438
6 Optional: Change Management and Five-Year Implementation Planning Workshop 32 $11,834
7 Optional: Organizational Scan – Alternative A 150 $49,900 Optional: Organizational Scan – Alternative B $17,002

90 RAFTELIS 18
Hourly Rates
Hourly rates per class of employees are provided below:

It is our practice to invoice clients for monthly progress payments based upon work completed.

Classification Hourly Rate
Jonathan Ingram, Vice President $375
Rebekka Hosken, Senior Manager $340
Dan Marks, Principal Advisor
Don White, Principal Advisor $310
Claire Pritchard, Manager $295
James Flick, Senior Consultant $260
Polly Englot, Consultant $230
91 RESOLUTION NO. XX – 2026

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO

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

THE CITY MANAGER TO NEGOTIATE AND EXECUTE AN AGREEMENT WITH RAFTELIS FOR

ORGANIZATIONAL REVIEW SERVICES
WHEREAS, the City Council of the City of East Palo Alto has identified “Governance, Organizational Strength, and Fiscal Sustainability” as a key strategic priority; and WHEREAS, the City seeks to strengthen organizational effectiveness, improve operational efficiency, support accountability, and enhance service delivery across City operations; and WHEREAS, on January 21, 2026, the City issued a request for proposals (“RFP”) seeking qualified firms to provide organizational review services for City departments and cross-departmental functions; and
WHEREAS, the RFP identified Year 1 focus areas including Development Review Services and Internal Analytical and Administrative Functions Review; and WHEREAS, the City received fourteen proposals from qualified firms and conducted a competitive evaluation process based on experience and qualifications, work product, project approach, and cost; and
WHEREAS, following proposal review and interviews, staff determined that Raftelis is the most qualified firm to provide organizational review services based on its municipal experience, technical expertise, implementation-oriented methodology, and understanding of the City’s operational needs and strategic priorities; and
WHEREAS, the proposed Fiscal Year 2026–2027 cost for organizational review services, including optional services, is $195,172; and
WHEREAS, the proposed agreement establishes a five-year framework agreement with a total not-to-exceed amount of $1,000,000, with future phases of work subject to annual budget appropriations; and
WHEREAS, sufficient funding is available within the Fiscal Year 2025–2026 budget for the first year’s scope of work.

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. The City Council hereby authorizes the City Manager to negotiate and execute an agreement with Raftelis, in a form approved by the City Attorney, for organizational review services in an amount not to exceed $200,000 per fiscal year for next five years, with a total not-to-exceed amount of $1,000,000 for the entire project.
92 3. Finds that the proposed action is not subject to the California Environmental Quality Act (“CEQA”) because it is not a “project” pursuant to CEQA Guidelines section 15378(b)(4) and (5), in that it is a governmental fiscal, organizational or administrative activity that will not result in direct or indirect changes in the environment.

PASSED AND ADOPTED on this 16th day of June 2026, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

Webster Lincoln, Mayor
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk John D. Lê, City Attorney
93 CONSENT ITEM 3.8

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: June 16, 2026
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 June 9, 2026, City Council Meeting Minutes.

Attachments

1. June 9, 2026, Minutes
94 EAST PALO ALTO CITY COUNCIL

SPECIAL MEETING MINUTES
Tuesday, June 9, 2026, 6:00 PM
EPA Government Center
2415 University Avenue, First Floor
East Palo Alto, CA 94303

1. CALL TO ORDER AND ROLL CALL
Mayor Lincoln called the East Palo Alto City Council Special Meeting to order at 6:04 PM. City Clerk James Colin confirmed a quorum was present.

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

2. APPROVAL OF THE AGENDA
Motion: Councilmember Romero moved, Councilmember Dinan seconded, to approve the agenda. Motion carried unanimously.

3. PUBLIC COMMENT
The following speakers provided public comments: Javanni Brown, Robert Allen-Fisk, Ravneel, Laura Rubio, Gail Dixon

4. PUBLIC HEARINGS

4.1 Temporary Housing Development Incentive Program Ordinance Introduction Staff presented a proposed Temporary Housing Development Incentive Program (THDIP) to temporarily reduce the city’s Inclusionary Housing Ordinance (IHO) requirements while awaiting results of the ongoing San Mateo County Grand Nexus and Feasibility Study, expected to be completed by spring 2027.

The following speakers provided public comments:
- Omowale Satterwhite
- Ofelia Bello
- Pastor Deborah Lewis Virges
- Teresa Fernandez
- Anyah Miessi
- Kassandra Guerrero
- Leonel Santibanez
- Mele Heimuli
- Stewart Hyland
- Luis Rosas
- Sharifa Wilson 95
- Jacob Virges
- Javanni Brown
- Brother Clyde
- Gail Dixon
- Joseph O.
- Francisca Guzman
- Janelle V.
- Estefani
- Michael Mashack
- Gabriela Romero
- Xenia Hernandez
- Ravneel
- Duane Bay
- Lavain Henderson
- Krya Brown
- Marianna Sumina
- Mr. Best
- Lourdes
- Vanessa Smith
- Elizabeth Jackson
- Maria Elena Gaona
- Renee Flover
- Donna Rutherford
- Tiambe Jama
- Iliana Nicholas
- Violet Wulf-Saena
- Laura Rubio
- Fili
- Danae Moreno
- Cader Cannedy
- Jia Li
Following public comment and council discussion, no action was taken to introduce the ordinance.

Motion: Councilmember Romero moved, Vice Mayor Abrica seconded, to deny introduction of the THDIP ordinance. The motion failed 2–2, with Mayor Lincoln and Councilmember Dinan voting no. No further action was taken on the item. The item was continued to a future meeting.

5. POLICY AND ACTION

6. 5.1 Three-Year Water Lease Amendment and Restatement Assistant City Manager Klima presented the item. Staff recommended a three-year amended and restated agreement with Veolia Water North America-West, LLC to provide continuity of water operations while the city evaluates long-term water system governance options. The existing 25-year lease, originally entered in 2001, was set to expire June 27, 2026. No public speakers submitted slips for this item.

Motion: Councilmember Romero moved, Councilmember Dinan seconded, to authorize the City Manager to negotiate and execute, in a form approved by the City Attorney, a three-year 96 amended and restated agreement with Veolia Water North America-West, LLC, and to find that the proposed action is not a project under CEQA. Motion carried unanimously.

7. CLOSED SESSION

6.1 Conference with Legal Counsel — Existing Litigation (Government Code Section 54956.9(d).) County of San Mateo, et al. v. State of California, et al., San Francisco Superior Court Case No. CPF-25-519270
The Council convened in closed session. Upon returning to open session, Mayor Lincoln reported no reportable action.

8. ADJOURNMENT
Mayor Lincoln adjourned the meeting at 9:51 PM.
97 JOINT SUCCESSOR AGENCY ITEM 9.1

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: June 16, 2026
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Tomohito Oku, Finance Director
SUBJECT: Adoption of FY 2026-27 Successor Agency Budget Recommendation
Adopt a Resolution approving the Fiscal Year 2026-27 Successor Agency Budget, acting as the governing board Successor Agency.

Executive Summary
The proposed Fiscal Year (FY) 2026-27 Successor Agency Budget provides the appropriations necessary to administer the affairs of the former Redevelopment Agency of the City of East Palo Alto and satisfy all approved enforceable obligations during the fiscal year.

The budget reflects the obligations approved through the Recognized Obligation Payment Schedule (ROPS) process and includes appropriations associated with the planned defeasance of the Series 2015A Tax Allocation Refunding Bonds, the final remaining bond obligation of the Successor Agency. Retirement of the bonds is anticipated to facilitate the eventual dissolution of the Successor Agency and the return of redevelopment property tax revenues to the normal property tax allocation process
Background
California dissolved redevelopment agencies effective February 1, 2012, through Assembly Bill x1 26 (ABx1 26), codified in Health and Safety Code Section 34172(a). The dissolution 98 JOINT SUCCESSOR AGENCY ITEM 9.1
framework was subsequently amended by AB 1484 (2012), AB 471 (2014), SB 107 (2015), and related legislation (collectively, the "Dissolution Law").

On January 10, 2012, the City Council elected to serve as the Successor Agency to the Former Redevelopment Agency of the City of East Palo Alto (the "Successor Agency"). The Successor Agency is responsible for winding down the affairs of the former Redevelopment Agency, including administering enforceable obligations, preparing Recognized Obligation Payment Schedules (ROPS), and managing Redevelopment Property Tax Trust Fund (RPTTF) revenues.

As of July 1, 2018, successor agencies within San Mateo County have been overseen by the Countywide Oversight Board staffed by the San Mateo County Auditor-Controller. The Oversight Board reviews and approves successor agency actions and enforceable obligations prior to review by the California Department of Finance.

On March 9, 2026, the Countywide Oversight Board approved the Amended Recognized Obligation Payment Schedule (ROPS) for FY 2026-27, which included appropriations associated with the planned defeasance of the Series 2015A Tax Allocation Refunding Bonds.

Subsequently, on April 15, 2026, the California Department of Finance approved the Amended ROPS. The proposed FY 2026-27 Successor Agency Budget is based on the obligations and funding levels approved through this process and provides the appropriations necessary to satisfy all approved enforceable obligations during the fiscal year The City maintains all financial transactions of the Successor Agency through the Successor Agency Trust Fund. Staff now seek approval of the FY 2026-27 Successor Agency Budget.

Analysis
The FY 2026-27 Successor Agency Budget includes total revenues of $3,586,764 and total expenditures of $5,068,801, resulting in a planned use of available fund balance of $1,482,037.

The budget is based on the obligations approved through the ROPS process and provides the appropriations necessary to satisfy all enforceable obligations during the fiscal year.

The following table summarizes the proposed budget:

Description Amount
Total Revenues $3,586,764
Total Expenditures $5,068,801
Net Change in Fund Balance $(1,482,037)
99 JOINT SUCCESSOR AGENCY ITEM 9.1
The $3.59 million in revenues primarily reflects Redevelopment Property Tax Trust Fund (RPTTF) funding approved by the Countywide Oversight Board and the California Department of Finance for the second half of the FY 2026-27 ROPS period.

The $5.07 million in expenditures includes:
 $5,012,485 for Series 2015A Tax Allocation Refunding Bonds debt service and cash defeasance;
 $56,316 for administrative overhead, financial advisory services, and other costs associated with the implementation of the cash defeasance strategy.

During FY 2026-27, the Successor Agency anticipates implementing the planned cash defeasance of the Series 2015A Tax Allocation Refunding Bonds. The Series 2015A Bonds represent the final remaining bond obligation of the Successor Agency. The defeasance strategy is intended to retire the remaining obligation using available RPTTF revenues and Successor Agency resources and eliminate future debt service, trustee fees, and administrative costs associated with the bonds.

The budgeted use of fund balance is primarily attributable to the one-time cash defeasance of the Series 2015A Bonds. The planned defeasance accelerates the retirement of the remaining bond obligation and is expected to reduce future debt service costs while facilitating the eventual dissolution of the Successor Agency.

Upon retirement of all enforceable obligations and completion of applicable statutory requirements, the Successor Agency may pursue dissolution pursuant to Health and Safety Code Section 34187. Dissolution would conclude the winding-down activities of the former Redevelopment Agency and allow redevelopment property tax revenues to flow through the normal property tax allocation process for distribution to taxing entities.

Fiscal Impact
Adopting the FY 2026-27 Successor Agency Budget provides the necessary local authority to appropriate funds for obligation payments including the planned cash defeasance payment from the Successor Trust.

Environmental
100
JOINT SUCCESSOR AGENCY ITEM 9.1
The action being considered does not constitute a “Project” within the meaning of the California Environmental Quality Act (CEQA), pursuant to CEQA Guidelines sections 15378(b)(4) and (5), in that it is a fiscal, organizational, or administrative activity that will not result in direct or indirect changes in the environment.

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

Analysis of Levine Act Compliance: Not applicable.

Attachments

1. Resolution
101
1 of 3
RESOLUTION NO. XX – 2026

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

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

REDEVELOPMENT AGENCY OF THE CITY OF EAST PALO ALTO
APPROVING THE FISCAL YEAR 2026-27 REVENUE AND EXPENDITURE BUDGET

FOR THE SUCCESSOR AGENCY
WHEREAS, pursuant to California Health and Safety Code Section 34173, the City Council of the City of East Palo Alto elected that the City of East Palo Alto would serve as the Successor Agency to the Former Redevelopment Agency of the City of East Palo Alto ("Successor Agency"), effective February 1, 2012; and
WHEREAS, the Successor Agency is responsible for winding down the affairs of the former Redevelopment Agency of the City of East Palo Alto and administering enforceable obligations in accordance with California Health and Safety Code Sections 34170 et seq.; and WHEREAS, the Successor Agency administers Redevelopment Property Tax Trust Fund ("RPTTF") revenues and makes payments for approved enforceable obligations pursuant to Recognized Obligation Payment Schedules ("ROPS") approved by the Countywide Oversight Board and the California Department of Finance; and
WHEREAS, the proposed Fiscal Year 2026-27 Successor Agency Budget includes appropriations necessary to satisfy approved enforceable obligations and administer the affairs of the Successor Agency during the fiscal year; and
WHEREAS, on March 9, 2026, the Countywide Oversight Board approved the Amended Fiscal Year 2026-27 Recognized Obligation Payment Schedule ("Amended ROPS"), including appropriations associated with the planned defeasance of the Series 2015A Tax Allocation Refunding Bonds; and WHEREAS, on April 15, 2026, the California Department of Finance approved the Amended ROPS, thereby authorizing the funding levels reflected in the proposed Fiscal Year 2026-27 Successor Agency Budget; and
WHEREAS, the Successor Agency Board, acting in coordination with the Countywide Oversight Board and consistent with applicable approvals of the California Department of Finance, has reviewed the proposed Fiscal Year 2026-27 Successor Agency Budget and finds it appropriate to provide for the continued administration of Successor Agency activities and payment of approved enforceable obligations.

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

1. Finds the foregoing recitals to be true and correct and are incorporated herein by this reference; and
102
2 of 3

2. Adopts the Fiscal Year 2026-27 Successor Agency Budget, as follows:

FY 2026-27 Successor Agency Proposed Budget Summary
Fund Description
Operating Capital
Improvement
Plan
Operating Transfers Net Change
Revenues Expenditures In Out Fund Balance
705 Successor Operating $ 36,033 $(46,316)
$
-
$
-
$
- $(10,283)
706 Successor Debt Service $ 3,550,731 $(5,022,485)
$
-
$
-
$
- $(1,471,754)
Successor Agency $ 3,586,764 $(5,068,801) $
-
$
-
$
-
$(1,482,037)

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

PASSED AND ADOPTED this 16th day of June 2026 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
103
3 of 3
Webster Lincoln
Mayor
ATTEST:

James Colin
City Clerk
APPROVED AS TO FORM:

John D. Lê
City Attorney
104
EPASD PUBLIC HEARING ITEM 11.1

EAST PALO ALTO

SANITARY DISTRICT

STAFF REPORT
DATE: June 16, 2026
TO: Honorable East Palo Sanitary District Governing Board/Members of the City of East Palo Alto City Council
VIA: Melvin E. Gaines, General Manager
BY: Tomohito Oku, District Treasurer
SUBJECT: Adoption of EPASD FY 2026-27 Proposed Budget
Recommendation
Adopt a resolution approving the FY 2026-27 EPASD budget.

Background
The proposed Fiscal Year (FY) 2026-27 East Palo Alto Sanitary District (EPASD) budget was presented to the EPASD Advisory Committee on May 7, 2026, prior to formal Board consideration. The presentation provided an opportunity for Advisory Committee members to review the proposed budget, ask questions, and provide feedback to staff.

On May 19, 2026, the EPASD Board conducted a public budget hearing to review the proposed FY 2026-27 budget. During the hearing, staff presented the proposed budget, including key revenue and expenditure assumptions, major operational and capital initiatives, and significant changes from the prior year's adopted budget. Following discussion and public review, the Board did not recommend any modifications to the proposed budget.

Consistent with the District’s status as a subsidiary district of the City of East Palo Alto, the EPASD budget will be incorporated into the City’s citywide budget document and reported as a separate enterprise fund. In addition, staff has prepared a standalone EPASD budget document for Board adoption. This approach promotes transparency and accountability while preserving the District’s distinct financial and operational identity. EPASD will continue to maintain separate operating and capital budgets and issue standalone audited financial statements.

Analysis
105
EPASD PUBLIC HEARING ITEM 11.1
FY 2026-27 Proposed Budget Overview and Highlights
The District’s FY 2026-27 proposed budget is balanced, with total funding requirements fully supported by available funding sources. Total funding requirements, including capital projects, are $9.8 million, fully covered by $10.0 million in revenues, yielding a $0.3 million surplus. The table below provides a high-level overview of the District’s proposed budget compared to the prior year adopted budget.

FY 2026-27 Proposed Budget Analysis
The following table presents a detailed comparison of revenues and expenditures by category between the FY2025–26 adopted budget and the FY2026–27 proposed budget.

Operating revenues, which are primarily derived from sewer service charges, are projected to remain relatively flat at $5.3 million, reflecting no change in sewer rate levels from the prior year. In contrast, operating expenditures are proposed at $7.1 million, representing an increase of approximately $0.6 million (9.4%) compared to the FY 2025-26 budget.

The increase in operating expenditures is primarily attributable to higher costs under the wastewater treatment agreement with the City of Palo Alto and services provided by West Bay Sanitary District (WBSD). The proposed WBSD budget reflects both contractual cost increases and a higher level of anticipated operational activity. Personnel costs have increased due to cost-of-living adjustments (COLAs) provided under WBSD labor agreements. In addition, WBSD has expanded operational efforts in areas such as Underground Service Alert (USA) utility marking and other maintenance activities that had accumulated due to prior workload constraints. These activities are necessary to maintain service reliability, support utility coordination, and address ongoing operational needs of the District’s collection system.

The increase also reflects a more realistic estimate of annual service costs. The FY 2025-26 adopted budget included approximately $1.2 million for WBSD operational services, which was subsequently increased to approximately $1.4 million during the midyear budget process. The Description
FY 25-26
Adopted
FY 26-27
Proposed Variance
Total Revenues 13,701 10,041 (3,660)
Total Expenditures (6,603) (9,753) (3,150)
Net Sources / (Uses) 7,099 288 7,387
Net Transfers - - -
Change in Fund 7,099 288 7,387
FY 2026-27 - EPASD (In 000's)
106
EPASD PUBLIC HEARING ITEM 11.1
current service agreement provides for an annual not-to-exceed amount of approximately $1.8 million. As a result, the proposed FY 2026-27 budget more closely aligns with the anticipated level of service and associated costs necessary to operate and maintain the District’s wastewater infrastructure.

Non-operating revenues—primarily consisting of property taxes, connection fees, and interest earnings—are budgeted at $4.7 million, reflecting a decrease of $3.7 million (43.9%) from the prior year. This decline is largely driven by a reduction in projected connection fee revenues (approximately $3.4 million), which are inherently variable and dependent on the timing and pace of development activity. While property taxes and interest earnings are generally unrestricted and may be used to support both operations and capital projects, connection fee revenues are legally restricted for capital purposes and cannot be used to fund ongoing operating costs.

Property tax revenues are also projected to decline compared to the prior year. The decrease is primarily attributable to the planned cash defeasance of former Redevelopment Agency (RDA) Successor Agency bonds to be completed during FY 2026-27. As one of the taxing entities within the former redevelopment project area, EPASD receives residual property tax distributions through the Redevelopment Property Tax Trust Fund (RPTTF) after Successor Agency obligations are satisfied. The cash defeasance increased enforceable obligation payments reflected on the Successor Agency’s Recognized Obligation Payment Schedule (ROPS), resulting in a larger portion of tax increment revenues being allocated to debt-related obligations and a corresponding reduction in residual distributions to taxing entities. As a result, FY 2026-27 property tax revenues are projected to decline compared to the prior year.

The City of East Palo Alto is experiencing a similar reduction in property tax revenues for the same reason.

Despite the decline in current-year revenues, the defeasance eliminated future debt service obligations on the former redevelopment bonds and is expected to provide long-term financial benefits to taxing entities, including EPASD, through the eventual redistribution of tax increment that would otherwise have been used for debt service payments.

Capital expenditures are proposed to increase by $2.5 million, reflecting planned investment in two major sewer system replacement projects identified in the District’s Sewer Capital Master Plan. These investments are necessary to maintain system reliability and address aging infrastructure.

After accounting for all revenues and expenditures, the proposed budget results in a net increase in fund balance of approximately $0.3 million. The projected ending fund balance as of June 30, 2027 is estimated at $24.3 million. This reserve level remains strong relative to the District’s annual operating expenditures of $7.1 million and provides financial capacity to manage future capital needs and revenue volatility.
107
EPASD PUBLIC HEARING ITEM 11.1
Financial Outlook and Policy Considerations
Based on the proposed budget, the District is projected to experience an operating deficit of approximately $1.8 million (operating revenues less operating expenditures). This deficit is effectively subsidized by non-operating revenues, such as property taxes and interest earnings, as connection fee revenues are restricted for capital use and cannot be used to support operations. The presence of this structural operating deficit raises a key policy question regarding whether sewer service rates should be adjusted to more fully recover the cost of operations, rather than relying on non-operating revenues.

This consideration becomes more critical in light of anticipated future cost pressures. The District expects significant increases in treatment costs under its agreement with the City of Palo Alto in the coming years. In addition, the District faces ongoing capital infrastructure needs identified in its Sewer Capital Master Plan. Together, these factors highlight the need for a comprehensive, long-term financial plan that addresses both operating and capital funding requirements, which Adopted Budget Proposed Budget
FY2025-26 FY2026-27 %
Operating Revenue:

Sewer Service Charges $ 5,200,000 $ 5,200,000 $ - 0.0%
Other fees 50,000 100,006 50,006 100.0%
Total Operating Revenue 5,250,000 5,300,006 - 0.0%
Non-operating Revenues:

Property taxes 1,700,000 1,609,934 (90,066) -5.3%
Connection Fee 5,910,000 2,540,230 (3,369,770) -57.0%
Interest Income 805,000 554,681 (250,319) -31.1%
Rental Income 36,360 36,360 - 0.0%
Total Non-operating Revenues 8,451,360 4,741,205 (3,710,155) -43.9% Total Revenues $ 13,701,360 $ 10,041,211 $ (3,710,155) -27.1% Operating Expenditures:

Salaries and Benefits $ 459,471 $ 496,514 $ 37,043 8.1% Treatment Contract 2,700,000 2,875,884 175,884 6.5%
Contractual Services for Operation 1,200,000 1,880,000 680,000 56.7% Engineering Services 576,520 200,000 (376,520) -65.3%
Legal Services 40,000 41,600 1,600 4.0%
Accounting and related Services 57,100 71,200 14,100 24.7% Meeting, Travel, and Training 50,500 21,372 (29,128) -57.7% Other Operating Expenditures 245,716 242,666 (3,050) -1.2% Overhead Charges 1,123,373 1,228,837 105,464 9.4%
Total Operating Expenditures 6,452,680 7,058,073 605,393 9.4% Capital Expenditures 150,000 2,695,000 2,545,000 1696.7% Total Expenditures $ 6,602,680 $ 9,753,073 $ 3,150,393 47.7% Change in Fund Balance $ 7,098,680 $ 288,138 $ (6,810,542) -95.9% Use of Reserve - - - 0.0%
Budget Surplus (Deficit) $ 7,098,680 $ 288,138 - 0.0%
Projected ending reserve $ 24,007,000 $ 24,295,138 $ 288,138 1.2% Variance
108
EPASD PUBLIC HEARING ITEM 11.1
may include a combination of rate adjustments, strategic use of reserves, and potential debt issuance.

Staff will return to the Advisory Committee and Board with a long-term financial strategy in a future agenda to further evaluate these issues and provide recommendations for policy direction.

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

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

Analysis of Levine Act Compliance: Not applicable.

Attachments:

1. Resolution to adopt EPASD FY 2026-27 proposed budget

2. FY 2026-27 EPASD Proposed Budget Report with Detail Information 109
1 of 4
RESOLUTION NO. XX – 2026

A RESOLUTION OF THE BOARD OF THE CITY OF EAST PALO ALTO ADOPTING THE FISCAL YEAR 2026-27 EAST PALO ALTO SANITARY DISTRICT (EPASD) BUDGET
WHEREAS, on November 23, 2023, the San Mateo Local Agency Formation Commission (LAFCo) approved, and on September 16, 2024, LAFCo finalized the action to establish the East Palo Alto Sanitary District (EPASD) as a subsidiary district of the City of East Palo Alto (City); and WHEREAS, pursuant to the LAFCo's Certificate of Completion designates the City Council of the City as the Board of Directors of the EPASD and, accordingly, the action to establish EPASD as a subsidiary district of the City became effective October 1, 2024; and WHEREAS, on May 19, 2026, the Board of Directors held a budget hearing session and reviewed FY2025-26 EPASD proposed budget presented by staff;

NOW, THEREFORE, BE IT RESOLVED THAT THE BOARD OF DIRECTORS OF THE EAST PALO ALTO SANITARY DISTRICT HEREBY:

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

2. Adopts the Fiscal Year 2026-27 EPASD Proposed Budget as follows:

Revenues ..........................................................................................$10,041,211 Operating Expenditures.......................................................................$7,058,073 Capital Expenditures ...........................................................................$2,695,000 Total Expenditure ................................................................................$9,753,073

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

PASSED AND ADOPTED this 16th day of June 2026 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
110
2 of 4
Ruben Abrica
Board President
ATTEST:

James Colin
Secretary
APPROVED AS TO FORM:

John D. Lê
District Counsel
111
3 of 4
Exhibit A
112
4 of 4
Exhibit B
113
114

!
!"#$%&'!() .** +,--+--- ./ +,--+--- . -0-1 23&!4) *5 -+--- * --+--6 -+--6 5--0-1 78

** +,*-+--- / +9--+--6 -0-1 :

;!<=!3>3'?) 55 +@--+--- C +6-A+A9B A-+-66D /*091 %<EE$3#<EF *, +A5-+--- C +*B-+,9- 9+96A+@@-D /*@0-1 GE3!)3GE$<H I* -*+--- C *B+6I5 ,*-+95AD /95051 JE3'KGE$<H 99 6+96- / 6+96- -0-1 78:

IB +B*5+96- C +@B5+,-* 9+@5-+5**D /B90A1 78

.55 9+@-5+96- .C -+-B5+,55 .9+@5-+5**D /,@051

LM

'K'!#)'ENOE4#3) .BB *A+B@5 .9 A6+*5B .@+-B9 I051 P!'3HE3%<E3!'$3 ,, +@--+--- 5 +I@*+IIB @*+IIB 60*1 %<E3!'$3Q'K
!"#$)4<!2=!'3#<E 55 +,--+--- 6 +II-+--- I-+--- *60@1 RE(#E!#E(
!"#$) *, @6+*,- C --+--- 9@6+*,-D /6*091 S('K
!"#$) BB -+--- 5 5+6-- +6-- B0-1 T$$<QE3#E('EN!K'3N
!"#$) *@ @+5-- 5 5+,-- B+5-- ,B0@1 U3#E(+P!'"K+'ENP!'#E#E( *, -+*-- C 5+9@, ,A+5,ID /*@0@1 23&!2=!'3#E(R?=EN#3Q!) ,, B*+@56 C B,+666 9+-*-D /50,1 2"!&'N%&'!() 55 +5,9+9@9 5 +,,I+I9@ -*+B6B A0B1 78

LM

6@ +B*,+6I- 6 +-*I+-@9 -*+9A9 A0B1 V8LM

5, *-+--- , +6A*+--- 5 +*B*+--- 6A60@1 78LM

.6A +6-,+6I- .9 +@*9+-@9 .+5*-+9A9 B@0@1 %&'E(#EFQENO'K'E$ .@, +-AI+6I- .C II+59I .6+I5-+*B,D /A*0A1 W
X

/ / / -0-1 OQN(3
Q!=KQ)CY4#$#3D .@, +-AI+6I- ./ II+59I -0-1

.,, B+--@+--- ., B+,A*+59I .II+59I 50,1 \
[
115
116
117
PUBLIC HEARING ITEM 14.1

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: June 16, 2026
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Regina Rubier, Interim Human Resources Manager
SUBJECT: Status of the City’s Vacancies, Recruitment, and Retention efforts Pursuant to Assembly Bill 2561
Recommendation
Adopt a resolution:

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

Priority No. 3: Increase Organizational Effectiveness and Efficiency Background
On September 22, 2024, Governor Newsom signed Assembly Bill 2561 into law, making it effective January 1, 2025. AB 2561 added Government Code section 3502.3 to the Meyers 118
PUBLIC HEARING ITEM 14.1
Milias-Brown Act, which is the body of law that governs collective bargaining and labor relations at the local government level.

The new law requires local government agencies to comply with the following:
 Hold a public hearing before the governing board at least once per fiscal year and present the status of vacancies and recruitment and retention efforts as well as identify any necessary changes to policies, procedures, and recruitment activities that may lead to obstacles in the hiring process; if the governing board will be adopting an annual budget during the fiscal year, the presentation shall be made prior to the adoption of the final budget;
 If the vacancy rate in a bargaining unit is at least 20 percent, upon the request of the relevant bargaining unit, the agency must present the following additional information: the total number of vacancies within the bargaining unit; the total number of applicants for vacant positions within the bargaining unit; the average number of days to complete the hiring process from when a position is posted; and opportunities to improve compensation and other working conditions ; and
 Allow recognized employee organizations for bargaining units to make presentations at the public hearing.

The City currently has three bargaining units: the Police Officers’ Association (POA), the Service Employees International Union (Local 521, called SEIU), and the Management Employees’ Association (MEA). By email dated June 9, 2026, the City invited all three bargaining units to make presentations at this public hearing.

Analysis
As of May 31, 2026, the vacancy rate for the City of East Palo Alto totals 8%. This figure is based on the bargaining unit full-time equivalent (FTE) positions for Fiscal Year 2025-26. More specifically:
 For the POA, the City has a total of 33 sworn positions, all of which are currently filled, resulting in a vacancy rate of 0 percent.
 For SEIU, the City has a total of 48 positions citywide, of which 44 are currently filled, resulting in a vacancy rate of 8.3 percent. In addition, the City is actively recruiting for the remaining four SEIU positions. There is a strong applicant pool, and it is anticipated to result in the hiring of highly qualified candidates and reduce the SEIU vacancy rate.  For MEA, the City has a total of 20 positions citywide, all of which are currently filled, resulting in a vacancy rate of 0 percent.
 For contract and unrepresented employees, the City has a total of 24 positions, with 22 currently filled and 2 vacant, resulting in a vacancy rate of approximately 8 percent.

Both vacancies are anticipated to be filled by the end of August, which would reduce the vacancy rate to 0 percent.
119
PUBLIC HEARING ITEM 14.1
The City’s vacancy rate was reduced by 3% over the past fiscal year, which was a result of direct recruiting efforts through online government job boards, social media postings, university outreach, staff networking, and not to mention the approval of recruitment and retention bonuses approved on March 4, 2025. At this time, in light of the current efforts by the City outlined below, staff is recommending no changes to policies, procedures, or recruitment activities that may lead to obstacles in the hiring process.

Recruitment and Retention Efforts
The City has made some critical improvements in recruitment and retention efforts in the past three years that are worth highlighting.

1. Implemented an extensive targeted marketing strategy:

In addition to executive recruiter support, the City advertises job opportunities through paid and free professional and industry-specific job boards, such as the Municipal Management Association of Northern California (MMANC), Municipal Management Association of Southern California (MMANSC), California Society of Municipal Finance Officers (CSMFO), Government Finance Officers Association (GFOA), American Public Works Association (APWA), Society of Women Engineers (SWE), American Planning Association, California City News, International Code Council (ICC), CA Chief Building Official Association, International Association of Plumbing and Mechanics Officials (IAPMO), Affordable Housing Jobs, Inc., Diversity Jobs, Government Jobs, CA Parks and Recreation Society (CPRS), National Grants Management Association (NGMA), and Grant Professionals Association.

These job boards, in addition to virtual platforms, have been effective in recruiting for hard-to fill positions. The Human Resources team has also been able to utilize the City's social media channels, such as LinkedIn, Indeed.com, Handshake, and Instagram, for broader visibility.

2. Recruitment and Retention Sign-on Bonus Program:

On March 4, 2025, staff recommended expanding the recruitment and retention sign-on bonus program to offer targeted sign-on bonuses. This strategy was designed to attract qualified candidates in this highly competitive job market where traditional recruitment efforts have not been enough. For example, the Chief Building Official role faces intense regional competition, and the part-time Kitchen Aid position has remained vacant for over two years, directly impacting senior services. Offering structured bonuses at key employment milestones provides a strong incentive for applicants to join and stay with the City to establish stability and knowledge retention within the organization.

The bonus structure is as follows:
 Police Officers – $10,000 after successfully completing the Field Training Program, $10,000 after passing probation, and $10,000 after thirty-six months in paid status.  Shuttle Van Drivers – $2,500 upon hiring, $2,500 after probation, and $2,500 after one year.
120
PUBLIC HEARING ITEM 14.1
 Chief Building Official – $7,500 upon hiring, $7,500 after one year, and a final $7,500 bonus after two years of employment.

This program will run through June 30, 2027, serving as a critical tool to recruit talent. As that date nears, staff will evaluate and bring to Council a recommendation to extend or revise the program.

3. Review of Job Classifications and Classification Organizational Need:

Before opening a recruitment, Human Resources reviews the job classifications with the hiring manager to ensure accuracy in job duties and requirements and works with union representatives, if applicable, on proposed changes. Aligning job classifications with industry standards and the City's immediate and long-term needs helps recruit the right talent. This strategy has contributed to increasing the number of qualified applications per recruitment.

4. Enhanced our New Hire Orientation Program:

The City has enhanced its in-person new hire orientation program, not just to onboard employees, but to welcome them into something greater: a connected, compassionate team dedicated to serving East Palo Alto! So, rather than just the hour or so orientation on the first day, quarterly the City offers a full day program for all employees hired that prior quarter. In that day, all the Department Heads present about their departments’ roles, we review key City protocols, and we impart upon our new employees our organizational values and critical mission of serving our residents. Staff also provides the new employees with a full binder (virtually or printed, as desired) of critical information and answers to common questions. This binder will continue to be improved as we get more feedback from employees.

5. Initiated Employee Appreciation Events:

The City holds an employee appreciation picnic every summer, as well as a Halloween pumpkin carving competition, and the December holidays luncheon (at which time we recognize employees who have been with the organization for extended periods of time). November has been recognized as our Citywide Gratitude Month, which consists of various employee appreciation events such as Let’s TACObout Gratitude and A LATTE to be Grateful For. There are events held by certain departments or locations: for example, the Tate Street office holds some barbeques throughout the year and decorates cubicles for birthdays, and City Hall now hosts monthly birthday celebrations with cake.

These events are not held in every organization, and they are often some of the first cuts cities make when budgets are tight. However, such events are shown to improve employee morale and increase retention rates.

Investments in Our Employees’ Growth and Development:

The City remains committed to investing in the growth, development, and long-term success of its employees. We continue to provide opportunities for staff to attend professional classes, webinars, conferences, and training programs that enhance their skills, foster collaboration with 121
PUBLIC HEARING ITEM 14.1
peers from neighboring agencies, and strengthen relationships among City employees.

Human Resources also continues to expand its strategic employee development initiatives.

During FY 2025-26, we launched the “Building Trust in Action” training program and are actively working to ensure all employees have the opportunity to participate. In June, we will host a Leadership Bootcamp for all supervisors and managers, designed to strengthen leadership competencies, improve team effectiveness, and promote organizational excellence.

Looking ahead, we will continue to build upon our comprehensive training curriculum with a variety of new and recurring programs, including Self-Development: The Road to Balance—Your Work and Family Life; Administrative Training Day; Creating Healthy Teams Through Effective Communication; Active Shooter Preparedness; CPR and First Aid Certification; Health and Wellness: Digital Distractions—Use Technology, Don’t Let It Use You; Time Management: The Struggle Is Real; Strategies for Effective Dialogue and Critical Conversations; Mastering Employee Performance Review Delivery; Navigating the Multigenerational Workplace; Recognizing a Colleague in Need; and many other professional development opportunities.

Additionally, staff attend a variety of role-specific conferences, trainings and webinars that help them hone their skills and prepare them for their next professional role.

These investments are far more than employee perks—they are proven strategies for increasing employee engagement, strengthening organizational culture, enhancing job satisfaction, and improving retention. By investing in our employees' success, we cultivate a more skilled, motivated, and committed workforce that is better equipped to serve our community both now and into the future.

Council’s Investment in These Efforts
Our low vacancy rates are neither coincidental nor obvious as government organizations around the State struggle to recruit and retain qualified employees. On December 2, 2025, the City Council authorized four HR support agreements totaling up to $400,000. This proactive and impactful investment allowed the City to stay ahead of the game in strengthening recruitment and marketing efforts well before AB 2561 became the law. This strategic allocation of resources positioned the City to effectively address evolving workforce needs and has resulted in a more resilient and responsive HR infrastructure.

This forward-thinking action laid the foundation for compliance with new mandates under AB 2561. State law also requires transparency in hiring metrics and collaboration with employee organizations. Because of the City’s early and strategic HR investments, we are well positioned to meet these new State requirements with confidence and credibility.

To maintain building on this success, staff will soon be coming forward with a request for proposals (RFP) to continue this momentum and ensure that the City remains below the 20 percent per bargaining unit vacancy threshold. This continued focus shows our commitment to maintaining a stable and high-performing workforce that meets the needs of our community. 122
PUBLIC HEARING ITEM 14.1
Fiscal Impact
Staff is not asking for additional appropriation at this time. We will only use funds approved in regular budget process.

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

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

Analysis of Levine Act Compliance: Not applicable.

Attachments

1. Resolution
123
RESOLUTION NO. XX– 2026

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO

ACCEPTING THE REPORT REGARDING THE STATUS OF VACANCIES,

RECRUITMENTS, AND RETENTION EFFORTS PURSUANT TO ASSEMBLY BILL 2561, ACCEPTING RECOMMENDED CHANGES TO POLICIES, PROCEDURES

AND RECRUITMENT ACTIVITIES (IF APPLICABLE), AND RECEIVING

PRESENTATIONS FROM RECOGNIZED BARGAINING UNITS (IF APPLICABLE) WHEREAS, on September 22, 2024, Governor Newsom signed Assembly Bill 2561 (AB 2561) into law, making it effective January 1, 2025. AB 2561 added Government Code section 3502.3 to the Meyers-Milias-Brown Act, which is the body of law that governs collective bargaining and labor relations at the local government level; and
WHEREAS, the new law requires local government agencies to hold a public hearing before the governing board at least once per fiscal year and present the status of vacancies and recruitment and retention efforts as well as identify any necessary changes to policies, procedures, and recruitment activities that may lead to obstacles in the hiring process; and
WHEREAS, if the vacancy rate in a bargaining unit is at least 20 percent, upon the request of the relevant bargaining unit, the agency must present additional information; and
WHEREAS, AB 2561 requires local government agencies to allow recognized employee organizations for bargaining units to make presentations at this public hearing; and
WHEREAS, by email dated June 9, 2026, the City invited all three bargaining units to make presentations at this public hearing; and
WHEREAS, the City Council made a proactive and impactful investment in recruitment and retention by approving four HR support agreements totaling up to $400,000 on December 2, 2025, making us well-positioned to meet these new State requirements with confidence and credibility; and
WHEREAS, notice of this public hearing was duly given, the City Council conducted the public hearing on June 16, 2026, and each recognized employee organization was afforded the opportunity to make a presentation; and 124
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 herein by this reference: and

2. Accept the report regarding the status of the City’s vacancies, recruitment, and retention efforts pursuant to Assembly Bill 2561, as is provided in more detail in the related staff report, and which states:
a. For the POA, the City has a total of 33 sworn positions, all of which are currently filled, resulting in a vacancy rate of 0 percent. b. For SEIU, the City has a total of 48 positions citywide, of which 44 are currently filled, resulting in a vacancy rate of 8.3 percent. In addition, the City is actively recruiting for four SEIU positions. There is a strong applicant pool and it is anticipated to result in the hiring of highly qualified candidates and reduce the SEIU vacancy rate to approximately 6.7 percent.
c. For MEA, the City has a total of 20 positions citywide, all of which are currently filled, resulting in a vacancy rate of 0 percent. d. For contract and unrepresented employees, the City has a total of 24 positions, with 22 currently filled and 2 vacant, resulting in a vacancy rate of approximately 8 percent. Both vacancies are anticipated to be filled by the end of August, which would reduce the vacancy rate to 0 percent.
e. The City has utilized a wide variety of recruitment and retention techniques, including but not limited to implementing an extensive targeted marketing strategy, creating and maintaining a recruitment and retention sign-on bonus program, reviewing job classifications, enhancing our new hire orientation, initiating employee appreciation events, and investing in our employees’ growth and development; and

3. Determines that, at this time, no changes to the City’s policies, procedures, or recruitment activities are necessary to remove obstacles in the hiring process; and

4. Find that the proposed action does not constitute a “project” with the meaning of the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines sections 15378(b)(4) and (5) in that it is a governmental fiscal, organizational or administrative activity that will not result in direct or indirect changes in the environment.
125
PASSED AND ADOPTED this 16th day of June 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Webster Lincoln, Mayor
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk John D. Lê, City Attorney
126
PUBLIC HEARING ITEM 14.2

EAST PALO ALTO

CITY COUNCIL

STAFF REPORT
DATE: June 16, 2026
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Matt Vining, Utility Manager
Batool Zaro, Senior Engineer
SUBJECT: 2025 Urban Water Management Plan & Water Shortage Contingency Plan Recommendation

1. Adopt a resolution approving the 2025 Urban Water Management Plan (UWMP);

2. Adopt a resolution approving the 2025 Water Shortage Contingency Plan (WSCP);

3. Authorize the City Manager to file the UWMP & WSCP with the California Department of Water Resources (DWR) and other entities required by law before July 1, 2026; and

4. Find that under the California Water Code Section 10652, the adoption of the UWMP and WSCP does not constitute a project under the California Environmental Quality Act, and no environmental assessment is required.

Executive Summary
California law (CWC 10610-10657; CWC 10632) requires all urban water suppliers to update their Urban Water Management Plan (UWMP) and Water Shortage Contingency Plan (WSCP) every five years. The City must submit these updated plans to the California Department of Water Resources by July 1, 2026. The city of East Palo Alto made their public draft 2025 UWMP and WSCP available for public review within the 30 days of this public hearing, The public draft notice was published in a local newspaper as well as an electronically delivered letter to neighboring cities and counties asking for review and comment. The public draft is also posted on the City of East Palo Alto’s website.

The City last updated these plans in 2021. The 2025 update reviews the City's water supplies, water use, and long-term water reliability. It also outlines how the City will respond to water shortages and emergency disruptions to the water system. 127
PUBLIC HEARING ITEM 14.2
Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:

Priority: Public Health, Safety, and Quality of Life
Priority: Public Infrastructure and Utilities
Background
The California Legislature adopted the Urban Water Management Planning Act (Act) in 1983.

The law requires urban water suppliers to prepare a UWMP that evaluates water supplies, water demands, and water system reliability over a 20-year planning period. Water suppliers must update the plan every five years.

In 1991, the State added the requirement for water suppliers to prepare a Water Shortage Contingency Plan. The WSCP identifies actions a water supplier will take during water shortages and other supply disruptions. Water suppliers must comply with these requirements to remain eligible for certain State grants, loans, and drought assistance programs.

The City of East Palo Alto last updated its UWMP and associated WSCP in 2021. The deadline for filing the 2025 UWMP and associated WSCP is July 1, 2026. To complete the required updates, the City contracted with EKI Environment & Water, Inc. (EKI) to prepare the 2025 UWMP and WSCP.

Analysis
The City’s 2025 UWMP and WSCP collectively:
 Describe the service area including current and projected population, climate, and other demographic factors affecting water management planning,  Identify and quantify existing and planned sources of available water including surface and recycled water,
 Identify any groundwater basin from which groundwater is extracted,  Provide a detailed description and analysis of the location, amount, and sufficiency of groundwater pumped and projected to be pumped,
 Describe the reliability and vulnerability of the water supply,  Quantify past and current water demands by use sectors,  Provide a description of conservation and water demand management measures,  Outline actions to be taken in response to water supply shortages, and  Describe actions to be taken during a catastrophic interruption of water supplies. 128
PUBLIC HEARING ITEM 14.2
As applicable, the City’s 2025 UWMP and associated WSCP reflect the following significant revisions to the UWMP Act that have been made since 2020.  Five Consecutive Dry-Year Water Reliability Assessment. The Legislature modified the dry-year water reliability planning from a “multiyear” time period to a “drought lasting five consecutive water years” designation.  Drought Risk Assessment. The Drought Risk Assessment (DRA) requires a supplier to assess water supply reliability over a five-year period from 2021 to 2025 that examines water supplies, water uses, and the resulting water supply reliability under a reasonable prediction for five consecutive dry years.
 Energy Analysis. UWMPs are now required to include water system energy usage information that can be readily obtained.
 Seismic Risk. The Water Code now requires suppliers to specifically address seismic risk to various water system facilities and to have a mitigation plan.  Water Shortage Contingency Plan. In 2018, the Legislature modified the UWMP laws to require a WSCP with specific elements1.
 Groundwater Supplies Coordination. Water Code now requires suppliers’ 2025 UWMPs to be consistent with Groundwater Sustainability Plans, in areas where those plans have been completed by the Groundwater Sustainability Agencies.  Lay Description. The Legislature included a new statutory requirement for suppliers to include a lay description of the fundamental determinations of the UWMP, especially regarding water service reliability, challenges ahead, and strategies for managing reliability risks.

The 2025 UWMP is an update to the City’s 2020 UWMP that was adopted in 2021. As required, new information and data is incorporated into the 2025 UWMP, including the following:
 Water consumption over the past five years;
 Water production over the past five years;
 Wastewater collected in 2025;
 Water conservation efforts over the past five years; and  San Francisco Public Utilities Commission (SFPUC) Regional Water System (RWS) description and supply reliability.

Noteworthy Highlight:

A significant issue affecting future water reliability is the potential implementation of amendments to the State Water Resources Control Board's Bay-Delta Plan.

In 2018, the State Water Resources Control Board adopted amendments intended to improve river flows and fish habitat in portions of the San Joaquin River watershed and the San Francisco 129
PUBLIC HEARING ITEM 14.2
Bay-Delta. If implemented, these requirements could reduce the amount of water available to the SFPUC Regional Water System during dry years.

SFPUC modeling indicates that it can meet projected water demands during normal water years.

However, the system could experience supply shortages during single dry years and extended drought periods. Under those conditions, water rationing may be necessary.

The City continues to work with the Bay Area Water Supply and Conservation Agency (BAWSCA) and other wholesale customers to ensure that the SFPUC meets its Water Supply Agreement commitment to limit water supply reductions to no more than 20 percent during shortages.

Fiscal Impact
There is no fiscal impact for this item.

Public Notice
Pursuant to Water Code §10642, on June 1 and June 8, 2026, the City published a notice in the San Mateo County Times informing the public that 2025 UWMP and associated WSCP would be available for public review at the City of East Palo Alto’s City Hall and on the City’s website and a properly public hearing regarding said Plan was held by the City Council on June 16, 2026.

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 the California Water Code Section 10652.Government Code § 84308
Applicability of Levine Act: No, as the proposed action does not entail an entitlement.

Analysis of Levine Act Compliance: Not applicable.

Attachments

1. UWMP Resolution

2. WSCP Resolution

3. 2025 UWMP & WSCP Appendices
130
Resolution No. XX-2026 1 of 2
RESOLUTION NO. XX– 2026

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EAST PALO ALTO ADOPTING THE 2025 URBAN WATER MANAGEMENT PLAN
WHEREAS, the California Urban Water Management Planning Act (“Act”), codified at (California Water Code Sections 10620 et seq.,) requires every urban water supplier providing municipal water directly or indirectly to more than 3,000 customers or supplying more than 3,000 acre-feet of water annually to prepare a Urban Water Management Plan (“UWMP”); and
WHEREAS, the City of East Palo Alto last updated its UWMP in 2021 and the Act requires review of the UWMP at least once every five years; and WHEREAS, the City of East Palo Alto last updated its UWMP in 2021; and WHEREAS, the deadline for submitting the 2025 UWMP is July 1, 2026; and WHEREAS, the City has therefore prepared and circulated for public review a final draft of the 2025 UWMP and a properly public hearing regarding said UWMP was held by the City Council on June 16, 2026; and

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

1. Approves and adopts the 2025 UWMP;

2. Authorizes and directs the city Manager (or designee) to file the 2025 UWMP with the California Department of Water Resources other entities required by law no later than July 1
st
, 2026; and

3. Finds that under the California Water Code Section 10652, the adoption of the Plan and the WSCP and this resolution does not constitute a project under the California Environmental Quality Act, and no environmental assessment is required.

PASSED AND ADOPTED this 16th day of June 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Webster Lincoln, Mayor
131
Resolution No. XX-2026 2 of 2
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk John D. Lê, City Attorney
132
Resolution No. XX-2026 1 of 2
RESOLUTION NO. XX– 2026

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF EAST PALO ALTO
ADOPTING THE 2026 WATER SHORTAGE CONTINGENCY PLAN
WHEREAS, the California Urban Water Management Planning Act (“Act”), codified at (California Water Code Sections 10620 et seq.,) requires every urban water supplier providing municipal water directly or indirectly to more than 3,000 customers or supplying more than 3,000 acre-feet of water annually to prepare a 2025 Water Shortage Contingency Plan (“WSCP”) as part of its 2025 Urban Water Management Plan; and
WHEREAS, the City of East Palo Alto last updated its WSCP in 2025 and the Act requires review of the WSCP at least once every five years; and
WHEREAS, the deadline for submitting the 2025 WSCP is July 1, 2026; and WHEREAS, the City has therefore prepared and circulated for public review a final draft of the 2026 WSCP  ; and
WHEREAS, the City Council of the City of East Palo Alto held a duly noticed public hearing on June 16, 2026, the City Council of the City of East Palo Alto, an urban water supplier, developed its review and consider adoption of the 2025 WSCP.; and

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

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

2. Approves and adopts the 2025 UWMP & WSCP

3. Authorizes and directs to file the 2025 WSCP with the California Department of Water Resources no later than July 1
st
, 2026..

4. Finds that under the California Water Code Section 10652, the adoption of the Plan and the WSCP and this resolution does not constitute a project under the California Environmental Quality Act, and no environmental assessment is required.

5. This Resolution shall take effect immediately upon its passage.

PASSED AND ADOPTED this 16th day of June 2026, by the following vote:

AYES:

NOES:

ABSENT:
133
Resolution No. XX-2026 2 of 2
ABSTAIN:

Martha Barragan, Mayor
ATTEST: APPROVED AS TO FORM:

James Colin, City Clerk John D. Lê, City Attorney
134
EKI A80038.00 iADMINISTRATIVE DRAFT | May 2026ADMINISTRATIVE DRAFT | May 2026
2025 URBAN WATER MANAGEMENT
PLAN
City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
EKI Environment & Water, Inc.

C60004.00
EKI ENVIRONMENT & WATER, INC. www.ekiconsult.com
2001 Junipero Serra Blvd, Suite 300 • Daly City, CA 94014 135

2025 URBAN WATER MANAGEMENT PLAN
ADMINISTRATIVE DRAFT | May 2026
Prepared for:

City of East Palo AltoCity of East Palo Alto
1960 Tate Street
East Palo Alto, CA 94303
Prepared by:

EKI Environment & Water, Inc.
2001 Junipero Serra Blvd., Suite 300
Daly City, California 94014
(650) 292-9100
www.ekiconsult.com
C60004.00
136
ADMINISTRATIVE DRAFT | May 2026
i EKI Environment & Water, Inc.
2025 URBAN WATER MANAGEMENT PLAN
City of East Palo AltoCity of East Palo Alto

TABLE OF CONTENTS
LD LAY DESCRIPTION.……………………………………………………………………………………………………………..LD-1 1 PLAN INTRODUCTION ......................................................................................................... 1-1

1.1 Background and Purpose ................................................................................................. 1-1

1.2 Urban Water Management Planning and CWC ............................................................... 1-1

1.3 Plan Organization ............................................................................................................. 1-2

1.4 UWMP Relationship to Other Efforts .............................................................................. 1-3

1.5 Special Considerations ..................................................................................................... 1-3

1.5.1 Demonstration of Consistency with the Delta Plan for Participants in Covered Actions ............................................................................................ 1-3

1.5.2 Permitting for Ocean Desalination Projects ................................................. 1-3 2 PLAN PREPARATION ............................................................................................................ 2-1

2.1 Basis for Preparing the UWMP ........................................................................................ 2-1

2.2 Individual or Regional Plan .............................................................................................. 2-2

2.3 Fiscal or Calendar Year and Units of Measure ................................................................. 2-2

2.4 Standard Submittal Tables and Alignment with UWMP Act Requirements .................... 2-3

2.5 Coordination and Outreach ............................................................................................. 2-3

2.5.1 Role of BAWSCA and the UWMP Common Language .................................. 2-3

2.5.2 Wholesale and Retail Coordination .............................................................. 2-4

2.5.3 Coordination with Other Agencies and the Community .............................. 2-5

2.5.4 Notice to Cities and Counties ........................................................................ 2-5 3 SERVICE AREA DESCRIPTION ................................................................................................ 3-1

3.1 General Description ......................................................................................................... 3-1

3.2 Service Area Climate ........................................................................................................ 3-4

3.3 Land Uses within Service Area ......................................................................................... 3-6

3.4 Service Area Population and Demographics .................................................................... 3-7

3.4.1 Future Population Growth ............................................................................ 3-7

3.4.2 Future Employment Growth ......................................................................... 3-8

3.4.3 Other Social, Economic, and Demographic Factors ...................................... 3-9

3.5 Water Distribution System ............................................................................................ 3-10

3.5.1 Distribution System..................................................................................... 3-10

3.5.2 Groundwater Wells ..................................................................................... 3-11 4 WATER USE CHARACTERIZATION ......................................................................................... 4-1

4.1 Non-Potable Versus Potable Water Use .......................................................................... 4-1

4.2 Water Use Sectors ........................................................................................................... 4-2

4.3 Past and Current Water Demand..................................................................................... 4-3

4.4 Distribution System Water Loss ....................................................................................... 4-6 137
2025 Urban Water Management Plan
City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
ii EKI Environment & Water, Inc.

4.5 Projected Water Demand ................................................................................................ 4-9

4.5.1 Basis of Demand Projections ........................................................................ 4-9

4.5.2 Projected Total Water Demand .................................................................. 4-10

4.5.3 Water Savings from Codes, Standards, Ordinances, or Transportation and Land Use Plans ..................................................................................... 4-12

4.5.4 Water Use by Lower-Income Households .................................................. 4-13

4.5.5 Characteristic Five-Year Water Use ............................................................ 4-14

4.6 Water Use Sectors Not Included in Demand Projections .............................................. 4-14

4.6.1 Sales to Other Agencies .............................................................................. 4-14

4.6.2 Saline Water Intrusion Barriers, Groundwater Recharge, and Conjunctive Use .......................................................................................... 4-15

4.6.3 Agricultural ................................................................................................. 4-15

4.7 Coordinating Water Use Projections ............................................................................. 4-15 5 SB X7-7 BASELINE, 2020 TARGET, AND 2025 REPORTING ...................................................... 5-1

5.1 Demonstration of Compliance with SB X7-7 2020 Target ............................................... 5-1

5.2 Urban Water Use Objective ............................................................................................. 5-2 6 WATER SUPPLY CHARACTERIZATION ................................................................................... 6-1

6.1 Purchased Water ............................................................................................................. 6-1

6.1.1 Description of SFPUC RWS ............................................................................ 6-1

6.1.2 Wholesale Water Contractual Obligations ................................................... 6-5

6.1.3 Future Water Supply Decisions ..................................................................... 6-7

6.2 Groundwater .................................................................................................................... 6-8

6.2.1 Basin Description and Status ........................................................................ 6-8

6.2.2 Groundwater Management ........................................................................ 6-11

6.2.3 Historical Groundwater Use ....................................................................... 6-12

6.2.4 Projected Future Groundwater Use ........................................................... 6-13

6.3 Surface Water ................................................................................................................ 6-13

6.4 Stormwater .................................................................................................................... 6-13

6.5 Wastewater and Recycled Water .................................................................................. 6-14

6.5.1 Coordination ............................................................................................... 6-14

6.5.2 Wastewater Collection, Treatment, and Disposal ...................................... 6-15

6.5.3 Current and Projected Uses of Recycled Water ......................................... 6-18

6.5.4 Comparison of Previously Projected Use and Actual Use .......................... 6-20

6.5.5 Actions to Encourage and Optimize Future Recycled Water Use............... 6-20

6.6 Desalinated Water Opportunities .................................................................................. 6-20

6.7 Water Exchanges and Transfers .................................................................................... 6-21

6.7.1 Exchanges and Transfers ............................................................................ 6-21

6.7.2 Emergency Interties .................................................................................... 6-21

6.8 Future Water Projects .................................................................................................... 6-22

6.8.1 SFPUC Water Supply Projects ..................................................................... 6-22

6.8.2 Groundwater ............................................................................................... 6-22

6.9 Summary of Existing and Planned Sources of Water ..................................................... 6-24 138
2025 Urban Water Management Plan
City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
iii EKI Environment & Water, Inc.

6.10 Special Conditions .......................................................................................................... 6-26

6.10.1 Climate Change Effects ............................................................................... 6-26

6.10.2 Regulatory Conditions and Project Development ...................................... 6-28

6.10.3 Other Locally Applicable Criteria ................................................................ 6-28

6.11 Energy Intensity ............................................................................................................. 6-29 7 WATER SUPPLY RELIABILITY ASSESSMENT ........................................................................... 7-1

7.1 Constraints on Water Sources ......................................................................................... 7-1

7.1.1 Supply Availability ......................................................................................... 7-1

7.1.2 Water Quality ................................................................................................ 7-7

7.1.3 Climate Change ............................................................................................. 7-8

7.2 Reliability by Type of Year ................................................................................................ 7-8

7.2.1 SFPUC Supply-Modeled RWS Dry Year Supply Availability ........................... 7-9

7.2.2 City of East Palo Alto’s Year-Type Characterization.................................... 7-10

7.3 Supply and Demand Assessment ................................................................................... 7-11

7.3.1 Normal Year Supply and Demand Assessment ........................................... 7-11

7.3.2 Single-Dry Year Supply and Demand Assessment ...................................... 7-12

7.3.3 Multiple Dry Year Supply and Demand Assessment ................................... 7-12

7.3.4 Uncertainties in Dry Year Water Supply Projections .................................. 7-14

7.4 Water Supply Management Tools and Options ............................................................. 7-19

7.5 Drought Risk Assessment ............................................................................................... 7-20

7.5.1 Data, Methods, and Basis for Water Shortage Condition .......................... 7-20

7.5.2 Drought Risk Assessment Individual Water Source Reliability ................... 7-20

7.5.3 Drought Risk Assessment Total Water Supply and Use Comparison ......... 7-21 8 WATER SHORTAGE CONTINGENCY PLANNING ..................................................................... 8-1 9 DEMAND MANAGEMENT MEASURES .................................................................................. 9-1

9.1 Regional Water Conservation Programs .......................................................................... 9-1

9.1.1 DMM 1 – Water Waste Prevention Ordinances ........................................... 9-2

9.1.2 DMM 2 – Metering ....................................................................................... 9-3

9.1.3 DMM 3 – Conservation Pricing ..................................................................... 9-3

9.1.4 DMM 4 – Public Education and Outreach .................................................... 9-3

9.1.5 DMM 5 – Programs to Assess and Manage Distribution System Real Loss ............................................................................................................... 9-4

9.1.6 DMM 6 – Water Conservation Program Coordination and Staffing Support ......................................................................................................... 9-4

9.1.7 DMM 7 – Other Demand Management Measures ....................................... 9-4

9.2 Implementation over the Past Five Years ........................................................................ 9-4

9.3 Implementation to Achieve Water Use Targets and Urban Water Use Objectives ........ 9-6 10 PLAN ADOPTION, SUBMITTAL, AND IMPLEMENTATION ..................................................... 10-1

10.1 Inclusion of All 2025 Data .............................................................................................. 10-1

10.2 Notice of UWMP Preparation ........................................................................................ 10-1

10.3 Notice of Public Hearing ................................................................................................ 10-1

10.3.1 Notice to Cities and Counties ...................................................................... 10-2 139
2025 Urban Water Management Plan
City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
iv EKI Environment & Water, Inc.

10.3.2 Notice to the Public .................................................................................... 10-2

10.4 Public Hearing and Adoption ......................................................................................... 10-3

10.5 Plan Submittal ................................................................................................................ 10-4

10.6 Public Availability ........................................................................................................... 10-4

10.7 Amending an Adopted UWMP or Water Shortage Contingency Plan ........................... 10-5 11 REFERENCES ..................................................................................................................... 11-1 140
2025 Urban Water Management Plan
City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
v EKI Environment & Water, Inc.

TABLES
Table 2-1 Public Water Systems (DWR Table 2-1) ........................................................................... 2-2 Table 2-2 Plan Identification (DWR Table 2-2)................................................................................. 2-2 Table 2-3 Supplier Identification (DWR Table 2-3) .......................................................................... 2-3 Table 2-4 Water Supplier Information Exchange (DWR Table 2-4) ................................................. 2-5 Table 3-1 Climate Characteristics .................................................................................................... 3-4 Table 3-2 Population – Current and Projected (DWR Table 3-1) ..................................................... 3-8 Table 3-3 Employment – Current and Projected ............................................................................. 3-9 Table 3-4 Demographic and Housing Characteristics, 2020-2024 ................................................. 3-10 Table 4-1 Historical Water Demand and Per Capita Water Demand .............................................. 4-4 Table 4-2 2025 Actual Total Uses for Potable and Non-Potable Water (DWR Table 4-1) ............... 4-5 Table 4-3 Water Loss Audit Reporting Water Code Section 10631(d)(3)(A) (DWR Table 4-5) ........ 4-6 Table 4-4 Progress Towards 2028 Water Loss Standard (DWR Table 4-6) ...................................... 4-8 Table 4-5 Total Uses of Potable and Non-Potable Water - Projected (DWR Table 4-2) ................ 4-11 Table 4-6 Inclusion in Water Use Projections (DWR Table 4-3) .................................................... 4-13 Table 4-7 Characteristic Five-Year Water Use (MG) ...................................................................... 4-14 Table 5-1 SB X7-7 2020 Target Progress (DWR Table 5-1) ............................................................... 5-1 Table 5-2 Current and Projected Urban Water Use Objectives Compliance ................................... 5-3 Table 6-1 Regional Water System Storage Capacity ........................................................................ 6-5 Table 6-2 Groundwater Volume Pumped (DWR Table 6-1) .......................................................... 6-12 Table 6-3 Wastewater Collected Within Service Area in 2025 (DWR Table 6-2) .......................... 6-16 Table 6-4 Wastewater Treatment and Outcomes Within UWMP Service Area in 2025 (DWR Table 6-3) ....................................................................................................................... 6-17 Table 6-5 Recycled Water Direct Beneficial Uses Within Service Area (DWR Table 6-4) .............. 6-19 Table 6-6 2020 UWMP Recycled Water Use Projection Compared to 2025 Actual (DWR Table 6-5) ....................................................................................................................................... 6-20 Table 6-7 Methods to Encourage Future Recycled Water Use (DWR Table 6-6) .......................... 6-20 Table 6-8 Expected Future Water Supply Projects or Programs (DWR Table 6-7) ........................ 6-23 Table 6-9 Water Supplies – 2025 Actual (DWR Table 6-8) ............................................................ 6-24 Table 6-10 Water Supplies – Projected (DWR Table 6-9) ................................................................ 6-25 Table 6-11 Recommended Energy Reporting: Single Delivery Product, Total Utility Approach (DWR Table O-1B) .................................................................................................................... 6-30 Table 7-1 Basis of Water Year Data (Reliability Assessment) (DWR Table 7-1) ............................... 7-9 Table 7-2 SFPUC RWS Supply Availability During Normal and Dry Years for Based Years 2030 through 2050 (Responds to DWR Table 7-1) ............................................................................... 7-11 Table 7-3 Normal Year Supply and Demand Comparison (DWR Table 7-2) .................................. 7-12 Table 7-4 Single Dry Year Supply and Demand Comparison (DWR Table 7-3) .............................. 7-12 Table 7-5 Five Consecutive Dry Years Supply and Demand Comparison (DWR Table 7-4) ........... 7-13 Table 7-6 The City’s SFPUC RWS Supply Availability During Normal and Dry Years for Base Years 2030 through 2050 without Bay-Delta Plan Amendment ................................... 7-14 141
2025 Urban Water Management Plan
City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
vi EKI Environment & Water, Inc.

Table 7-7 Five-Year Drought Risk Assessment Tables (DWR Table 7-5) ........................................ 7-22 Table 8-1 Cross-reference for Standard vs Supplier Shortage Levels (DWR Table 8-1) .................. 8-1 Table 8-2 Supply Augmentation and Other Actions (DWR Table 8-2) ............................................. 8-2 Table 8-3 Demand Reduction Actions (DWR Table 8-3) .................................................................. 8-3 Table 9-1 Summary of DMMs and Implementation over the Past Five Years (2020-2025) ............ 9-5 Table 10-1 Notification to Cities and Counties (DWR Table 10-1) ................................................... 10-2

FIGURES
Figure 3-1 City Location and Service Boundaries .............................................................................. 3-2 Figure 3-2 City Water Service Area ................................................................................................... 3-3 Figure 3-3 Average Monthly Climatic Conditions ............................................................................. 3-5 Figure 3-4 Observed and Forecasted Temperature for the City’s Service Area ............................... 3-5 Figure 3-5 General Plan Land Use Designations ............................................................................... 3-7 Figure 3-6 Population – Historic and Project .................................................................................... 3-8 Figure 3-7 Employment – Historical and Projected .......................................................................... 3-9 Figure 4-1 Total Uses for Potable and Non-Potable Water - 2021 – 2025 Actual ............................ 4-3 Figure 4-2 Per Capita Potable Water Use From 2015 – 2025 Actual ................................................ 4-4 Figure 4-3 2025 Percentage of Total Water Demand by Sector ....................................................... 4-5 Figure 4-4 Total Uses of Potable and Non-Potable Water – Projected .......................................... 4-12 Figure 5-1 Current and Projected Urban Water Use Objectives Compliance ................................... 5-3 Figure 6-1 Regional Water System and Main Facilities ..................................................................... 6-2 Figure 6-2 Groundwater Basins in the Vicinity of the City’s Service Area ...................................... 6-10

APPENDICES
Appendix A UWMP Completed Checklist
Appendix B UWMP Agency Notification Letter
Appendix C UWMP Public Hearing Notification Letter
Appendix D SFPUC and BAWSCA Supply Reliability Letters and Common Language for 2025 UWMPs Appendix E 2024 Consumer Confidence Report
Appendix F City of East Palo Alto’s Water Shortage Contingency Plan Appendix G Resolution No. XXX, Adopting The 2025 Urban Water Management Plan, and Resolution No. XXX, Adopting The 2025 Water Shortage Contingency Plan, for the City of East Palo Alto
142
2025 Urban Water Management Plan
City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
vii EKI Environment & Water, Inc.

ABBREVIATIONS AND ACRONYMS
AB Assembly Bill
ABAG Association of Bay Area Governments
ACS American Community Survey
AF Acre-Feet
AFY Acre-Feet per Year
AWS Alternative Water Supply
AWSP Alternative Water Supply Program
AWWA American Water Works Association
BAWSCA Bay Area Water Supply and Conservation Agency
Bay-Delta Plan Amendment Water Quality Control Plan for the San Francisco Bay/Sacramento-San Joaquin Delta Estuary
BG Billions of Gallons (BG)
BMPs Best Management Practices
CAP Climate Action Plan
CASGEM California Statewide Groundwater Elevation Monitoring CCR California Code of Regulations
CEQA California Environmental Quality Act
CGC California Government Code
CII Commercial, Industrial, and Institutional
CIMIS California Irrigation Management Information System CMIP5 Coupled Model Intercomparison Project Phase 5
CUWCC California Urban Water Conservation Council
CWC California Water Code
DDW Division of Drinking Water
DMM Demand management measure
DSOD Division of Safety of Dams
DWR California Department of Water Resources
EPASD East Palo Alto Sanitary District
ETo Evapotranspiration
FERC Federal Energy Regulatory Commission
FY Fiscal Year
GPCD Gallons per capita per day
143
2025 Urban Water Management Plan
City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
viii EKI Environment & Water, Inc.
gpm Gallons per Minute
GPSCD Gallons per Service Connection per Day
GRP Groundwater Reliability Partnership
GWMP Groundwater Management Plan
HHLSM Hetch Hetchy and Local Simulation Model
HHWP Hetch Hetchy Water and Power
HRL Healthy Rivers and Landscapes Program
HTWTP Harry Tracy Water Treatment Plant
ISG Individual Supply Guarantee
kWh Kilowatt-hour
kWh/MG Kilowatt-hours per Million Gallons
kWh/vol Kilowatt-hours per Volume
LOS Level of Service
LTVA Long-Term Vulnerability Assessment
MCCWL Making Conservation a California Way of Life
MCL Maximum Contaminant Levels
MFR Multi-Family Residential
MG Million Gallons
MGD Million Gallons per Day
MPMW Menlo Park Municipal Water
PAPMWC Palo Alto Park Mutual Water Company
PG&E Pacific Gas and Electric Company
PWS Public Water System
O’Connor Tract Water O’Connor Tract Co-operative Water Company RCP Representative Concentration Pathways
RGSR Regional Groundwater Storage and Recovery
RHNA Regional Housing Needs Allocation
RWQCP Regional Water Quality Control Plant
RWS Regional Water System
SB Senate Bill
SB X7-7 Water Conservation Act of 2009
SFPUC San Francisco Public Utilities Commission
SFR Single-Family Residential
144
2025 Urban Water Management Plan
City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
ix EKI Environment & Water, Inc.

SGMA Sustainable Groundwater Management Act
SVCW Silicon Valley Clean Water
SVWTP Sunol Valley Water Treatment Plant
SWRCB State Water Resources Control Board
TDS Total Dissolved Solids
UFW Unaccounted-For Water
USEPA United States Environmental Protection Agency
UWMP Urban Water Management Plan
UWUO Urban Water Use Objective
WBSD West Bay Sanitary District
WSA Water Supply Agreement
WSAP Water Shortage Allocation Plan
WSCP Water Shortage Contingency Plan
WSIP Water System Improvement Plan
WWTP Wastewater Treatment Plant
145
2025 Urban Water Management Plan
Lay Description City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
LD-1 EKI Environment & Water, Inc.

LAY DESCRIPTION
This 2025 Urban Water Management Plan (UWMP or Plan) is prepared for City of East Palo Alto (City), which serves approximately 629 million gallons (MG) of drinking water to a population of approximately 24,755. The City meets the definition of an urban water supplier.1 Therefore, in accordance with California Water Code (CWC) §10621(e), the City is obligated to develop and submit an UWMP to the California Department of Water Resources (DWR) by July 1, 2026.

This UWMP serves as a foundational planning document and includes descriptions of historical and projected water demands and supplies, and the resulting reliability during a set of defined water supply conditions over a minimum 20-year planning horizon. This Plan also describes the actions the City is taking to promote water conservation (referred to as “demand management measures”) and includes a Water Shortage Contingency Plan (WSCP) to address potential water supply shortages from drought or other impacts to supply availability. This Plan is updated every five years in accordance with state requirements under the Urban Water Management Plan Act (UWMP Act) and amendments (Division 6 Part 2.6 of CWC §10610 – 10656). Past plans developed for the City are available on the DWR Water Use Efficiency Data Portal website: https://wuedata.water.ca.gov/. Pursuant to the requirements of the CWC §10630.5, this Lay Description provides a simple summary of this UWMP. This Plan includes ten sections, which are summarized below.

Section 1 Plan Introduction Plan Introduction
This section presents the background and purpose of the UWMP, describes the Plan organization and provides an overview of the Plan. For agencies that rely on water from the Sacramento-San Joaquin Delta (Delta), this section also discusses and demonstrates consistency with the Delta Plan by the Delta Stewardship Council. The City relies primarily water purchased from the San Francisco Public Utilities Commission (SFPUC) Regional Water System (RWS) and relies on a small amount produced from one groundwater well.

Section 2 Plan Preparation
This section discusses key structural aspects related to the preparation of this UWMP, and describes the coordination and outreach conducted as part of the preparation of the Plan, including coordination with local agencies (i.e., the Bay Area Water Supply and Conservation Agency [BAWSCA], BAWSCA member agencies, and SFPUC), the County of San Mateo, and the public. 1 Per CWC §10617, “urban water supplier” means a supplier, either publicly or privately owned, providing water for municipal purposes either directly or indirectly to more than 3,000 customers or supplying more than 3,000 acre-feet of water annually.
 CWC §10630.5
Each plan shall include a simple lay description of how much water the agency has on a reliable basis, how much it needs for the foreseeable future, what the agency’s strategy is for meeting its water needs, the challenges facing the agency, and any other information necessary to provide a general understanding of the agency’s plan. 146
2025 Urban Water Management Plan
Lay Description City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
LD-2 EKI Environment & Water, Inc.

Section 3 Service Area DescriptionService Area Description This section provides a description of the City’s water system and service area, including information related to the climate, population, and demographics. The City’s water system is operated as a public-private partnership between the City and Veolia North America (Veolia). The City is located in San Mateo County and serves the majority of the City of East Palo alto, which is located along the San Francisco Bay, between the cities of Menlo Park and Palo Alto. The City serves a population of approximately 24,755 and has a climate characterized by a Mediterranean climate with cool, wet winters and warm, dry summers. The majority of the 16 inches of average annual precipitation fall between late October and early May. The City is mostly built out with the exception of open space and marshlands and vacant land in the Ravenswood industrial area. The densities of new developments are expected to be higher than the existing land uses they replace. Of the developed areas, residential uses are the most common land use in the City. The City only provides water to urban users.

Section 4 Water Use Characterization
This section provides a description and quantifies the City’s current and projected demands through the year 2050. The City provides drinking water (also referred to as “potable water”) to customers. Water demands refer not only to the water used by customers, but also includes the water used as part of the system’s maintenance and operation, as well as unavoidable losses inherent in the operation of a water distribution system. Total water demand within the City was 629 MG in 2025. Taking into account historical water use, expected population increase and other growth, climatic variability, and other assumptions, water demand within the City is projected to increase to 720 MG by 2050, a change of 15% compared to 2025.

Section 5 SB X7-7 Baseline, 2020 Target, and 2025 Reporting The Water Conservation Act of 2009 (SB X7-7), enacted in November 2009, required the State to achieve a 20% reduction in urban per capita water use by December 2020 and directed retail suppliers to establish an urban water-use target (2020 Target) to support this goal. Because the CWC does not set an end date for reporting progress toward the 2020 Target, this section documents the City’s compliance with SB X7-7 as of 2020. The City is not a member of a “Regional Alliance” and was not part of a service area merger or consolidation after 2020.

In July 2024, the State enacted the Making Conservation a California Way of Life (MCCWL) regulation to promote long-term water conservation and drought resilience beyond SB X7-7. MCCWL established annual Urban Water Use Objectives (UWUO) for water suppliers and UWUO compliance falls under the authority of the State Water Resources Control Board (SWRCB). As such, although UWUO compliance projections are not required as part of an UWMP, they can provide valuable insight into the potential need and timing for additional conservation measures. For this reason, this section also documents the City‘s progress towards meeting the UWUOs.

Section 6 Water Supply Characterization
This section presents an analysis of the City’s water supplies, as well as an estimate of water-related energy-consumption. The intent of this section is to present a comprehensive overview of the City’s water supplies, estimate the volume of available supplies over a minimum 20-year planning horizon, and assess the sufficiency of the City’s supplies to meet projected demands under “normal” hydrologic conditions.

The City its water supply from two sources: (1) purchased water from the SFPUC Regional Water System (RWS) and (2) one groundwater well. The City’s contractual allocation to SFPUC supplies (known as its Individual Supply Guarantee) is 3.46 million gallons per day (MGD), or approximately 1,264 MG per year. 147
2025 Urban Water Management Plan
Lay Description City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
LD-3 EKI Environment & Water, Inc.

Reporting calculated water system energy intensity is a requirement for the UWMPs. Energy intensity is defined as the net energy used for water treatment, pumping, conveyance, and distribution for all water entering the distribution system and does not include the energy used to treat wastewater. The City’s distribution system is pressurized by the SFPUC RWS and thus does not use any energy to treat or distribute water from SFPUC. Additionally, the City did not operate its groundwater well in fiscal year 2025.

Section 7 Water Supply Reliability Assessment
This section assesses the reliability of the City’s water supplies, with a specific focus on potential constraints such as water supply availability, water quality, and climate change. The intent of this section is to identify any potential constraints that could affect the reliability of the City’s supply (such as drought conditions) to support the City’s planning efforts to ensure that its customers are well served. Water service reliability is assessed during normal, single dry-year, and multiple dry-year hydrologic conditions.

Based on this analysis, the City expects the available supplies to be sufficient to meet projected demands in normal years. However, the City is potentially expected to experience significant shortfalls of its SFPUC RWS supplies during single dry and multiple dry year conditions as a result of the 2018 Water Quality Control Plan for the San Francisco Bay/Sacramento-San Joaquin Delta Estuary (Bay-Delta Plan Amendment) implementation. At this time, numerous uncertainties remain in the implementation of the Bay-Delta Plan Amendment and the resultant allocation of the available supply to the City and the other SFPUC Wholesale Customers.

Further, potential water quality issues are not expected to affect the quality of water served to the City’s customers, as water quality is routinely monitored and the City is able to make all appropriate adjustments to its treatment and distribution system to ensure only high-quality drinking water is served.

Section 8 Water Shortage Contingency Planning
This section describes the WSCP for the City, which serves as a standalone document (see Appendix F), to be engaged in the case of a water shortage event, such as a drought or supply interruption, and defines specific policies and actions that will be implemented at various shortage level scenarios (e.g., implementing customer water budgets and surcharges, or restricting landscape irrigation to specific days and/or times). Consistent with DWR requirements, the WSCP includes six levels to address shortage conditions ranging from up to 10 percent to greater than 50 percent shortage.

This section includes descriptions of past and planned conservation programs that the City operates within each DMM category outlined in the UWMP Act, specifically: (1) water waste prevention ordinances, (2) metering, (3) conservation pricing, (4) public education and outreach, (5) distribution system water loss management, (6) water conservation program coordination and staffing support, and (7) “other” DMMs. The City has developed a suite of conservation programs and policies which address each DMM category.

Section 9 Demand Management Measures
This section provides information on a public hearing, the adoption process for the UWMP and WSCP, the adopted UWMP and WSCP submittal process, Plan implementation, and the process for amending the adopted UWMP and WSCP. Prior to adopting the Plan, the City held a formal public hearing to present information on its City UWMP and WSCP on June 16, 2026 at TIME. This UWMP and corresponding WSCP were submitted to DWR within 30 days of adoption and by the July 1, 2026 deadline. 148
Section 1 2025 Urban Water Management Plan
Plan Introduction City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
1-1 EKI Environment & Water, Inc.
1 PLAN INTRODUCTION
This section discusses the importance and uses of this Urban Water Management Plan (UWMP or Plan), the relationship of this Plan to the California Water Code (CWC), the relationship of this Plan to other local and regional planning efforts, and how this Plan is organized and developed in general accordance with the California Department of Water Resources’ (DWR) 2025 UWMP Guidebook.2 1.1 Background and Purpose The City of East Palo Alto (City) serves water to the majority of the City, which is located along the San Francisco Bay in San Mateo County. The City’s water system is operated as a public-private partnership between the City and Veolia North America (Veolia). Other water purveyors within the City limits include the Palo Alto Park Mutual Water Company (PAPMWC) and the O’Connor Tract Co-operative Water Company (O’Connor Tract Water). East Palo Alto delivers water to residential, commercial, industrial, and governmental customers. The City operates one groundwater well and purchases the remainder of its potable water supplies from the San Francisco Public Utilities Commission (SFPUC) Regional Water System (RWS). As of 2025, the City serves 3,995 connections within its service area.

This UWMP is a foundational document and source of information about the City’s historical and projected water demands, water supplies, supply reliability and potential vulnerabilities, water shortage contingency planning, and demand management programs. Among other things, it is used as:  A long-range planning document for water supply and system planning; and  A source for data on population, housing, water demands, water supplies, and capital improvement projects used in: - Regional water resource management plans prepared by wholesale water suppliers and other regional planning authorities (as applicable), - General Plans prepared by cities and counties, and - Statewide and broad regional water resource plans prepared by DWR, the State Water Resources Control Board (SWRCB), or other state agencies.

The City’s last UWMP was adopted in 2021, referred to herein as the “2020 UWMP.” This Plan is an update to the 2020 UWMP, carries forward information from that plan that remains current and relevant, and provides additional information as required by subsequent amendments to the Urban Water Management Plan Act (UWMP Act; CWC §10610-10657). Although this Plan is an update to the 2020 UWMP, it was developed to be a self-contained, stand-alone document and does not require readers to reference information contained in previous UWMP updates.

1.2 Urban Water Management Planning and CWC
The UWMP Act requires urban water suppliers to prepare an UWMP every five years and to submit this plan to the DWR, the California State Library, and any city or county within which the supplier provides water supplies. All urban water suppliers, either publicly or privately owned, providing water for municipal 2 The 2025 UWMP Guidebook is available at:
https://wuedata.water.ca.gov/public/public_resources/4825681388/2025_Draft_UWMP_Guidebook_Release.zip 149
Section 1 2025 Urban Water Management Plan
Plan Introduction City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
1-2 EKI Environment & Water, Inc.
purposes either directly or indirectly to more than 3,000 customers or supplying more than 3,000 acrefeet per year (AFY) are required to prepare an UWMP (CWC §10617).

The UWMP Act was enacted in 1983. Over the years it has been amended in response to water resource challenges and planning imperatives confronting California. A significant amendment was made in 2009 following the Governor’s call for a statewide 20% reduction in urban water use by 2020, referred to as the Water Conservation Act of 2009, or “Senate Bill (SB) X7-7.” This amendment required urban retail water suppliers to establish water use targets for 2015 and 2020 that would result in statewide water savings of 20% by 2020. Beginning in 2016, urban retail water suppliers were required to comply with the water conservation requirements in SB X7-7 to be eligible for state water grants or loans. Section 5 of this Plan contains the data and calculations used to determine compliance with these requirements.

In 2016, Governor Brown signed Executive Order B-37-16 Making Conservation a California Way of Life (MCCWL). Subsequently, the Legislature passed SB 606 and Assembly Bill (AB) 1668, which added new drought planning requirements, including:
1) Additional Water Shortage Contingency Plan (WSCP) requirements (CWC §10640). 2) Drought risk assessments to assess water supply reliability in UWMPs for a drought period lasting five consecutive water years (CWC §10635(b)).
3) Annual water supply and demand assessments to determine water supply reliability for the current year and one subsequent dry year (CWC §10632(a)).

These elements are included in Section 7 and Section 8 of this Plan. Additionally, SB 606/AB 1668 set new requirements for urban water suppliers to further increase water use efficiency beyond SB X7-7.

Beginning in 2024, agencies were required to report an annual Urban Water Use Objective (UWUO).

Although UWUO compliance projections are not required as part of an UWMP, they can provide valuable insight into the potential need and timing for additional conservation measures. For this reason, Section 5.2 of this Plan documents the City’s progress in meeting the UWUOs.

The UWMP Act contains numerous other requirements that a UWMP must satisfy. Appendix A lists each of these requirements and where in the Plan they are addressed.

1.3 Plan Organization
The organization of this Plan follows the same sequence as outlined in the 2025 UWMP Guidebook.  Section 1 Plan Introduction Plan Introduction  Section 2 Plan Preparation  Section 3 Service Area DescriptionService Area Description  Section 4 Water Use Characterization  Section 5 SB X7-7 Baseline, 2020 Target, and 2025 Reporting  Section 6 Water Supply Characterization  Section 7 Water Supply Reliability Assessment  Section 8 Water Shortage Contingency Planning  Section 9 Demand Management Measures  Section 10 Plan Adoption, Submittal, and Implementation 150
Section 1 2025 Urban Water Management Plan
Plan Introduction City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
1-3 EKI Environment & Water, Inc.

In addition to these sections, this Plan includes appendices providing supporting documentation and supplemental information. Pursuant to CWC §10644(a)(2), this Plan utilizes the standardized forms, tables, and displays developed by DWR for the reporting of water use and supply information required by the UWMP Act. This Plan also includes additional tables, figures, and maps to augment the set developed by DWR, as appropriate. The table headers indicate if the table is part of DWR’s standardized set of submittal tables. A lay description of the UWMP, including information related to water service reliability, potential issues, and strategies for managing reliability risks, is provided at the beginning of this UWMP.

1.4 UWMP Relationship to Other Efforts
This Plan provides information specific to water management and planning within the City’s service area.

However, water management does not happen in isolation; there are other planning processes that integrate with the UWMP to accomplish urban planning. Some of these relevant planning documents include relevant city and county General Plans, water master plans, recycled water master plans, integrated resource plans, Integrated Regional Water Management Plans, and others. This Plan was prepared in coordination with the City’s Planning Division and has been integrated with the City’s planning efforts. As such, the City’s 2025 UWMP has been developed to be consistent with the City’s 2016 General Plan (East Palo Alto, 2016) —also referred to as “Vista 2035”— and subsequent documents such as the Ravenswood Business District/4 Corners Specific Plan.

1.5 Special Considerations
This Plan includes information beyond the requirements of the UWMP Act to support other regulatory processes that rely on UWMP data, including the Delta Plan and permitting for ocean desalination projects.

1.5.1 Demonstration of Consistency with the Delta Plan for Participants in Covered Actions Although not required by the UWMP Act, in the 2025 UWMP Guidebook, DWR recommends that all suppliers that are participating in, or may participate in, receiving water from a proposed project that is considered a “covered action” under The Delta Plan by the Delta Stewardship Council—such as a (1) multiyear water transfer, (2) conveyance facility, or (3) new diversion that involves transferring water through, exporting water from, or using water in the Delta—provide information in their UWMP to demonstrate consistency with the Delta Plan Policy WR P1, Reduce Reliance on the Delta Through Improved Regional Water Self-Reliance (California Code of Regulations [CCR], Title 23, Section 5003).

The SFPUC, the City’s wholesale water supplier, has made a legal determination that this requirement does not apply to their water sources.3

1.5.2 Permitting for Ocean Desalination Projects
California’s Water Supply Strategy: Adapting to a Hotter, Drier Future updates state priorities to address water supply shortages due to long-term drought and the accelerating impacts of climate change, including identifying opportunities to access new water sources such as ocean desalination. To streamline permitting for ocean desalination projects, the Seawater Desalination Siting and Streamlining Report to Expedite Permitting recommends that UWMPs clearly demonstrate the need for future or proposed ocean desalination projects. 3
Email from BAWSCA, dated February 9, 2021.
151
Section 1 2025 Urban Water Management Plan
Plan Introduction City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
1-4 EKI Environment & Water, Inc.

As discussed in Section 6, the City does not anticipate the need for an ocean desalination project.

Therefore, the City will not pursue ocean desalination to augment its supply portfolio. 152
Section 2 2025 Urban Water Management Plan
Plan Preparation City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
2-1 EKI Environment & Water, Inc.
2 PLAN PREPARATION
This section discusses the type of UWMP prepared by the City and includes information that apply throughout the Plan. It also summarizes coordination and outreach during Plan development.

2.1 Basis for Preparing the UWMP
An urban water supplier is defined in CWC §10617 as a supplier, either publicly or privately owned, providing water for municipal purposes either directly or indirectly to 3,000 customers or supplying more than 3,000 AFY.

The City operates the Public Water System (PWS) listed in Table 2-1. PWSs are the systems that provide drinking water for human consumption and are regulated by the SWRCB, Division of Drinking Water. The SWRCB requires that water agencies report water use and other relevant PWS information via the electronic Annual Reports to the Drinking Water Program (eARDWP). These data are used by the state to determine, among other things, whether an urban retail water supplier has reached the threshold for submitting a UWMP. In 2025, the City provided water to 3,995 accounts and served 629 MG of water (Table 2-1). The City is therefore subject to the requirements of the UWMP Act.  CWC §10617 “Urban water supplier” means a supplier, either publicly or privately owned, providing water for municipal purposes either directly or indirectly to more than 3,000 customers or supplying more than 3,000 acre-feet of water annually. An urban water supplier includes a supplier or contractor for water, regardless of the basis of right, which distributes or sells for ultimate resale to customers. This part applies only to water supplied from public water systems subject to Chapter 4 (commencing with Section 116275) of Part 12 of Division 104 of the Health and Safety Code.
 CWC §10608.12
(t) “Urban retail water supplier” means a water supplier, either publicly or privately owned, that directly provides potable municipal water to more than 3,000 end users or that supplies more than 3,000 acre-feet of potable water annually at retail for municipal purposes.
(w) “Urban wholesale water supplier” means a water supplier, either publicly or privately owned, that provides more than 3,000 acre-feet of water annually at wholesale for potable municipal purposes.  CWC §10620
(b) Every person that becomes an urban water supplier shall adopt an urban water management plan within one year after it has become an urban water supplier.
 CWC §10621
(a) Each urban water supplier shall update its plan at least once every five years on or before July 1, in years ending in six and one, incorporating updated and new information from the five years preceding each update.  California Health and Safety Code §116275
(h) “Public Water System” means a system for the provision of water for human consumption through pipes or other constructed conveyances that has 15 or more service connections or regularly serves at least 25 individuals daily at least 60 days out of the year.
153
Section 2 2025 Urban Water Management Plan
Plan Preparation City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
2-2 EKI Environment & Water, Inc.

Table 2-1 Public Water Systems (DWR Table 2-1)
PWS Number PWS Name Number of Municipal
Connections 2025
Volume of
Water Supplied
2025 (MG)
CA4110024 City of East Palo Alto 3,995 629
Total 3,995 629
NOTES:
(a) The number of connections differs from the value provided in Table 4-4, which also includes inactive connections.

2.2 Individual or Regional Plan
Urban water suppliers may elect to prepare individual or regional UWMPs. The City has elected to prepare an individual UWMP (Table 2-2). Urban retail water suppliers may report on the requirements of SB X7-7 individually or as a member of a “Regional Alliance.” As described in Section 5, the City is not a member of a Regional Alliance and this UWMP provides information on the City’s compliance with SB X7-7 as an individual urban retail water supplier.

Table 2-2 Plan Identification (DWR Table 2-2)
Type of Plan
Name of
Regional
Alliance or
RUWMP
☒ Individual UWMP
☐ Water Supplier is also a member of a SB X7-7 Regional Alliance N/A ☐ RUWMP N/A

2.3 Fiscal or Calendar Year and Units of Measure
Per CWC §10617, the City is an urban water supplier providing water for municipal purposes to more than 3,000 customers or supplying more than 3,000 acre-feet (AF) of water annually as identified in Table 2-3. The City is not a wholesale water supplier.

Annual volumes of water reported in this UWMP are measured in MG and are reported on a fiscal year basis (Table 2-3). Water use and planning data reported in this UWMP for fiscal year 2025 cover the full twelve months of the year, as required by the UWMP Guidelines.

Per the 2025 UWMP Guidebook, the UWMP preparer is requested to complete a checklist of specific UWMP requirements to assist the DWR review of the submitted UWMP. The completed checklist is included in Appendix A.  CWC §10608.20
(a)(1) Urban retail water suppliers … may determine the targets on a fiscal year or calendar year basis. 154
Section 2 2025 Urban Water Management Plan
Plan Preparation City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
2-3 EKI Environment & Water, Inc.

Table 2-3 Supplier Identification (DWR Table 2-3)
Type of Supplier
☐ Supplier is a wholesale supplier.
☒ Supplier is a retail supplier.

Fiscal or Calendar Year
☐ UWMP tables are in calendar years.
☒ UWMP tables are in fiscal years (fiscal year begins: 07/01).

Units of measure used in UWMP
Unit MG

2.4 Standard Submittal Tables and Alignment with UWMP Act Requirements The Plan has been prepared in general accordance with the format suggested in DWR’s 2025 UWMP Guidebook. Text from the UWMP Act has been included in text boxes at the beginning of relevant sections of this UWMP. The information presented in the respective UWMP sections, and the associated text, figures, and charts are collectively intended to fulfill the requirements of that subsection of the UWMP Act. Sources for the information contained herein are provided in the references section of the document.

Per CWC §10644(a)(2), selected information for the UWMP updates must be presented in standardized tables for electronic submittal to DWR. Text and tables in the main body of the UWMP document have been cross-referenced to the companion DWR tables. UWMP preparers are also requested to complete a checklist of specific UWMP requirements to assist the DWR review of the submitted UWMP. The completed checklist is included in Appendix A. 2.5 Coordination and Outreach Coordination with other water suppliers, cities, counties, and community organizations in the region is an important part of preparing the updated UWMP and WSCP. This section identifies the agencies and organizations the City sought to coordinate during the preparation of this Plan.

2.5.1 Role of BAWSCA and the UWMP Common Language
Among its other functions, Bay Area Water Supply and Conservation Agency (BAWSCA) represents the City and the 25 other water districts, cities, and utilities, collectively referred to as the “Wholesale Customers”, in negotiations and other coordination efforts with the SFPUC. Together with SFPUC, BAWSCA developed common language for inclusion in each Wholesale Customers’ 2025 UWMP regarding the following common issues:  Description of BAWSCA;  Regional Water Demand and Conservation Projections;  Long Term Reliable Water Supply Strategy;  Tier One Drought Allocations;  Tier Two Drought Allocations;  SFPUC Regional Water System; 155
Section 2 2025 Urban Water Management Plan
Plan Preparation City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
2-4 EKI Environment & Water, Inc.
 Individual Supply Guarantees (ISGs);  2028 SFPUC Decisions (formerly 2018 SFPUC Decisions);  Reliability of the Regional Water System;  Climate Change;  SFPUC’s Efforts to Develop Alternative Water Supplies;  Rate Impacts of Water Shortages; and  BAWSCA Conservation Programs.

For clarification purposes, and as shown below, the common language provided by BAWSCA and SFPUC is shown in grey font and has been indented for emphasis; it is otherwise presented unchanged from the original text. As a result, there may be some redundancy in the information presented and the number of times that certain terms are abbreviated or defined. A description of BAWSCA’s role generally and related to the 2025 UWMP development process is provided below.

BAWSCA provides regional water reliability planning and conservation programming for the benefit of its 26 member agencies (collectively the “Wholesale Customers” or “BAWSCA Member Agencies”) that purchase wholesale water supplies from the San Francisco Public Utilities Commission (SFPUC).

Collectively, the Wholesale Customers deliver water to over 1.8 million residents and nearly 40,000 commercial, industrial, and institutional accounts in Alameda, SanMateo, and Santa Clara Counties.

BAWSCA also represents the collective interests of the Wholesale Customers on all significant technical, financial, and policy matters related to the operation and improvement of the SFPUC’s Regional Water System (RWS).

BAWSCA’s role in the development of the 2025 Urban Water Management Plan (UWMP) updates is to work with its Member Agencies and the SFPUC to seek consistency among UWMP documents.

2.5.2 Wholesale and Retail Coordination
Urban retail water suppliers relying on one or more wholesalers for water supply are required to provide these wholesalers with information regarding projected water supply and demand. As shown in Table 2-4, the City gets potable water supply from the SFPUC.

The City coordinated with the SFPUC to ensure alignment of demand and supply projections presented in this UWMP. Additionally, as described in more detail in Section 7, the City has relied upon the water supply reliability projections provided by the SFPUC for the purposes of analyzing the reliability of its SFPUC supplies during normal and dry years through 2050.  CWC §10631
(h) An urban water supplier that relies upon a wholesale agency for a source of water shall provide the wholesale agency with water use projections from that agency for that source of water in five-year increments to 20 years or as far as data is available. The wholesale agency shall provide information to the urban water supplier for inclusion in the urban water supplier’s plan that identifies and quantifies, to the extent practicable, the existing and planned sources of water as required by subdivision (b), available from the wholesale agency to the urban water supplier over the same five-year increments, and during various water-year types in accordance with subdivision.
(f) An urban water supplier may rely upon water supply information provided by the wholesale agency in fulfilling the plan informational requirements of subdivisions (b) and (f). 156
Section 2 2025 Urban Water Management Plan
Plan Preparation City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
2-5 EKI Environment & Water, Inc.

Table 2-4 Water Supplier Information Exchange (DWR Table 2-4) Wholesale Water Supplier Name
San Francisco Public Utilities Commission

2.5.3 Coordination with Other Agencies and the Community The City coordinated with other regional during preparation of this UWMP to ensure that data and issues are presented accurately. As a member of BAWSCA and the BAWSCA Water Management Representative Committee, the City has coordinated closely with BAWSCA and its 25 other member agencies throughout the update of the City’s UWMP. Between January 8, 2026 and April 2, 2026, City staff representatives attended a series of meetings on supply reliability hosted by BAWSCA. During the meetings, BAWSCA and the member agencies reviewed the water supply reliability projections provided by the SFPUC, as well as the updated dry year supply allocations described in Section 7. Representatives for the City also attend monthly water management meetings with BAWSCA and its member agencies that, among other topics, include discussion of items pertinent to the preparation of the 2025 UWMPs.

The City has also coordinated with the wastewater agencies serving the City’s service area, the East Palo Alto Sanitary District (EPASD), a subsidiary of the City since October 2024, and the West Bay Sanitary District (WBSD), in the preparation of this Plan. This coordination included, among other things, the provision of data regarding the volume of wastewater collected within the City’s service area.

The City’s UWMP has also been prepared in close coordination with the City’s Planning Division and has been integrated with the City’s planning efforts. Accordingly, the City’s UWMP is consistent with the City’s 2016 General Plan and the 2023-2031 Housing Element, as well as the timing of individual planned and approved projects.

2.5.4 Notice to Cities and Counties
The City provided a 60 Day Notice to the entities and the communities it serves more than 60 days prior to the public hearing it held on June 16, 2026, informing them that the Plan was going to be reviewed and updated. As a courtesy, the City also provided a 60 Day Notice to other local and regional water retailers and public agencies (such as SFPUC, BAWSCA, and the BAWSCA member agencies) due to geographical  CWC §10620 (d)(3) Each urban water supplier shall coordinate the preparation of its plan with other appropriate agencies in the area, including other water suppliers that share a common source, water management agencies, and relevant public agencies, to the extent practicable.
 CWC §10642 Each urban water supplier shall encourage the active involvement of diverse social, cultural, and economic elements of the population within the service area prior to and during the preparation of both the plan and the water shortage contingency plan…
 CWC §10621 (b) Every urban water supplier required to prepare a plan pursuant to this part shall, at least 60 days before the public hearing on the plan required by Section 10642, notify any city or county within which the supplier provides water supplies that the urban water supplier will be reviewing the plan and considering amendments or changes to the plan.

Commented [JH1]: EPA: These were the two WMR meetings
where SFPUC’s supply reliability were discussed. City to confirm if staff attended both of these meetings. If not, we can edit this sentence. 157
Section 2 2025 Urban Water Management Plan
Plan Preparation City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
2-6 EKI Environment & Water, Inc.
proximity and to ensure regional alignment in water management. The 60 Day Notice recipients are listed in Section 10 (Table 10-1), and copies of correspondence with the agencies are provided in Appendix B. The City also sought public participation and notified the public of its intent to adopt its UWMP through a public hearing and notices to members of the community. Additional information on public participation, including information on notifications, is provided in Section 10 and in Appendix C. 158
Section 3 2025 Urban Water Management Plan
Service Area Description City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
3-1 EKI Environment & Water, Inc.
3 SERVICE AREA DESCRIPTION
This section describes the City’s water system and service area, including climate, population, demographics, and land uses to help in understanding various elements of water supply and demand.

3.1 General Description
The City’s water system is operated as a public-private partnership between the City and Veolia North America (Veolia). The City serves the majority of the City of East Palo Alto, which is located along San Francisco Bay in San Mateo County, between the cities of Menlo Park and Palo Alto (Figure 3-1). Other water purveyors within City limits include: (1) the Palo Alto Park Mutual Water Company, which serves customers within the western portion of the City using five groundwater production wells located within the City, and (2) O’Connor Tract Water, which serves the southwestern portion of the City using two groundwater production wells located in the City of Menlo Park. Figure 3-2 shows the City’s service area and the approximate service area extents of the other water purveyors within the City. This UWMP is only for the City’s water service area.

The City is a member of BAWSCA and gets its water supply from two sources: (1) purchased water from the SFPUC RWS and (2) one groundwater well. A major portion of the City’s water system was formerly operated by the County of San Mateo under the name East Palo Alto County Waterworks District. The City assumed operation of the water distribution system from the County of San Mateo in 2001. Currently, Veolia manages the distribution, operation, and maintenance of the municipal water system on behalf of, and under contract with, the City.

As required by the UWMP Act, specific information about the City service area, population, and climate is provided below.
 CWC §10631
(a) Describe the service area of the supplier…
159
Section 3 2025 Urban Water Management Plan
Service Area Description City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
3-2 EKI Environment & Water, Inc.

Figure 3-1 City Location and Service Boundaries
160
Section 3 2025 Urban Water Management Plan
Service Area Description City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
3-3 EKI Environment & Water, Inc.

Figure 3-2 City Water Service Area
161
Section 3 2025 Urban Water Management Plan
Service Area Description City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
3-4 EKI Environment & Water, Inc.

3.2 Service Area Climate
The City’s climate is located within a region characterized by a Mediterranean climate with cool, wet winters and warm, dry summers. As shown in Table 3-1 and Figure 3-3, rainfall in the area averages 16 inches per year and is generally confined to the wet season from late October to early May. Maximum daily air temperature averages 77 degrees Fahrenheit (°F) during the summer months and in the winter averages 59°F. The average reference evapotranspiration (ETO) for the region is 45 inches per year per the California Irrigation Management Information System (CIMIS). The ETO is a standard measurement related to the water demand by plants in a specific region. Because the average annual ETO is approximately 30 inches more than the average annual precipitation, and because 90% of the annual precipitation occurs between the months of November and April, growing turf or other plantings in this region require some amount of irrigation during the dry season. Although there is limited landscaping in the City’s service area, the City does experience seasonal peaks in demand that are attributable to irrigation.

Table 3-1 Climate Characteristics
Month
Average Temperature Standard Average
Eto (inches)
Average Rainfall
Min (°F) Max (°F) (inches)
January 42 58 1.4 3.1
February 44 61 2.0 3.4
March 46 64 3.3 2.3
April 48 67 4.5 1.1
May 52 71 5.5 0.4
June 55 76 6.1 0.1
July 57 78 6.3 0.0
August 57 78 5.6 0.0
September 56 78 4.4 0.1
October 52 73 3.1 0.6
November 46 65 1.7 1.5
December 42 58 1.3 3.0
Annual 50 69 45 16
NOTES:
(b) Average temperature and rainfall data were obtained from the PRISM datasets from 1991 to 2020 (PRISM Group, 2026).
(c) Average reference evapotranspiration data per the CIMIS Union City station #171 (CIMIS, 2025).  CWC §10631
(a) Describe the service area of the supplier, … “climate…”  CWC §10635
(b)(4) Considerations of the historical drought hydrology, plausible changes on projected supplies and demands under climate change conditions, anticipated regulatory changes, and other locally applicable criteria. 162
Section 3 2025 Urban Water Management Plan
Service Area Description City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
3-5 EKI Environment & Water, Inc.

Figure 3-3 Average Monthly Climatic Conditions
According to the Cal-Adapt tool developed by UC Berkeley’s Geospatial Innovation Facility and the California Energy Commission, future projections for the City’s service area using peer reviewed climate models 4 indicate an average increase in temperature of 3.2°F for medium emissions Representative Concentration Pathways ([RCP] 4.5) models and 4.0°F for high emissions (RCP 8.5) models by 2064 (Figure 3-4).

Figure 3-4 Observed and Forecasted Temperature for the City’s Service Area 4 Localized Constructed Analogs (LOCA) downscaled Coupled Model Intercomparison Project (CMIP5) model.

0.0 1.0

2.0 3.0

4.0 5.0

6.0 7.0 Average Monthlty Value (inches)
Standard Average ETo (inches) Average Rainfall (inches) 163
Section 3 2025 Urban Water Management Plan
Service Area Description City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
3-6 EKI Environment & Water, Inc.

Section 4.5.1 discusses potential climate change impacts on water demands, and Section 6.10.1 discusses potential climate change impacts on supplies. Pursuant to the CWC requirements and the 2025 UWMP Guidebook, this Plan incorporates climate change considerations into following relevant sections:  Section 3 Service Area DescriptionService Area Description;  Section 4 Water Use Characterization;  Section 6 Water Supply Characterization; and  Section 7 Water Supply Reliability Assessment.

In addition, this Plan incorporates the following documents by reference that include information on climate change hazards and mitigation actions within the City’s service area:  Sea Level Rise Vulnerability Assessment, 2018: The first step of the Sea Change San Mateo County initiative, this assessment provides an overview of the risk within the County from current and future flooding. The assessment identified built and natural assets in the City that are vulnerable, including stormwater, power, and wastewater infrastructure. (County of San Mateo, 2018).  Formation of the Flood and Sea Level Rise Resiliency District (One Shoreline), 2019: As a result of the Sea Change San Mateo County initiative, the cities and County formed One Shoreline to address sea level rise, flooding, coastal erosion, and large-scale storm water infrastructure improvements through integrated regional planning, investment, and project implementation.  The City’s 2030 Climate Action Plan (CAP), 2024: The CAP discusses actions to be taken by the City to increase resiliency in the event of climate change impacts such as sea level rise, extreme heat, and droughts (East Palo Alto, 2023).

3.3 Land Uses within Service Area
General Plans are required by State law to guide land use and development within cities (California Government Code [CGC] §65030.1). In 2012, the City began to engage the community and refine the City’s vision through an update to the General Plan. The General Plan Update was adopted October 2016. The General Plan Update provides the foundation for establishing goals, purposes, zoning, and activities allowed on each land parcel. Figure 3-5 illustrates the planned distribution of land uses throughout the service area.

The City is mostly built out with the exception of open space and marshlands and vacant land in the Ravenswood industrial area. The densities of new developments are expected to be higher than the existing land uses they replace. Of the developed areas, residential uses are the most common land use in the City. As described in the General Plan Update, the majority of the City’s land use is residential (50%), while the remaining 50% is split among other uses, notably CII (20%), Parks and Recreation (2%), Vacant (9%) and Bayland and Marshland (19%).
 CWC §10631
(a) ...The description shall include the current and projected land uses within the existing or anticipated service area affecting the supplier’s water management planning. Urban water suppliers shall coordinate with local or regional land use authorities to determine the most appropriate land use information, including, where appropriate, land use information obtained from local or regional land use authorities… 164
Section 3 2025 Urban Water Management Plan
Service Area Description City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
3-7 EKI Environment & Water, Inc.

Figure 3-5 General Plan Land Use Designations
Source: City of East Palo Alto, 2016a

3.4 Service Area Population and Demographics

3.4.1 Future Population Growth
The City’s service area is largely built-out and population growth is attributed primarily to redevelopment and infill projects within the existing urban footprint. The City’s current and projected service area population are shown in Table 3-2 and Figure 3-6 in five-year increments through 2050. Current and projected population is based on the BAWSCA 2025 Regional Water Demand and Conservation Projections Study (2025 Demand Study), which projects population using Plan Bay Area 2050 Traffic Analysis Zone data, aggregated to the City’s service area Association of Bay Area Governments (ABAG, 2021). Plan Bay Area 2050 is a long-range regional plan for the San Francisco Bay Area, focusing on housing,  CWC §10631
(a) Describe the service area of the supplier, including current and projected population … other social, economic and demographic factors affecting the supplier’s water management planning. The projected population estimates shall be based upon data from the state, regional, or local service agency population projections within the service area of the urban water supplier and shall be in five-year increments to 20 years or as far as data is available. 165
Section 3 2025 Urban Water Management Plan
Service Area Description City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
3-8 EKI Environment & Water, Inc.
transportation, the economy, and the environment. Additional detail on the 2025 Demand Study’s demographic assumptions is provided in Section 5.3 of the Demand Study Report. The Demand Study applied projected population growth rates to the most recent historical estimate of service area population to ensure continuity between historical and projected conditions. The resulting projections were reviewed by the City’s Planning Division against local planning assumptions and consistency with the City’s 2016 General Plan Update for areas within the City’s service area.

The most recent Regional Housing Needs Allocation (RHNA) Plan was adopted by ABAG in December 2021 and approved by the California Department of Housing and Community Development in January 2022.

The RHNA Plan was developed under a consistency framework to maintain consistency between the plan and Plan Bay Area 2050. While Plan Bay Area 2050 establishes long-range regional forecasts and sets the policy context for accommodating future growth, the RHNA Plan translates these regional growth forecasts into quantified housing unit allocations assigned by ABAG to individual cities and counties.

Within the City’s service area, the RHNA Plan was incorporated into the City’s 2023-2031 Housing Element.

The City’s 2025 Demand Study projections are consistent with the City’s General Plan and 2023-2031 Housing Element assumptions (East Palo Alto, 2024).

The total projected population within the City’s service area is expected to be 30,791 by 2050, which is equivalent to an increase of 24% relative to the 2025 population of 24,755 or an average annual increase of 0.9%.

Table 3-2 Population – Current and Projected (DWR Table 3-1) Population
Served
2025 2030 2035 2040 2045 2050 (Opt)
24,755 26,177 27,600 28,664 29,727 30,791
NOTES:
(a) Service area population for the City’s service area was estimated based on Plan Bay Area 2050 demographic forecasts and the City’s General Plan.

Figure 3-6 Population – Historic and Project

3.4.2 Future Employment Growth
Similar to population, the current and projected service area employment estimates from 2025 through 2050 are based on the BAWSCA 2025 Demand Study, which projects employment based on the most recent historical estimate and applies growth rates derived from Plan Bay Area 2050 demographic 0 5,000
10,000
15,000
20,000
25,000
30,000
35,000
2000 2005 2010 2015 2020 2025 2030 2035 2040 2045 2050 Population Served Year
Historical Population Projected Population
166
Section 3 2025 Urban Water Management Plan
Service Area Description City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
3-9 EKI Environment & Water, Inc.
forecasts (ABAG, 2021). Estimates reported in this UWMP were also reviewed by the City’s Planning Division and data are consistent with the City’s General Plan for areas within the City’s service area boundary. As shown in Table 3-3 and Figure 3-7, by 2050, employment within the City’s service area is anticipated to grow to 8,349 jobs, an increase of 15% relative to 2025 and an annual growth rate of 0.27%.

Table 3-3 Employment – Current and Projected
Service Area
Employment
2025 2030 2035 2040 2045 2050(opt)
7,273 7,649 8,026 8,134 8,242 8,349
NOTES:
(a) Projected employment growth for the City’s service area was estimated based on Plan Bay Area 2050 demographic forecasts and the City’s General Plan.

Figure 3-7 Employment – Historical and Projected

3.4.3 Other Social, Economic, and Demographic Factors
Demographics for the City’s service area are summarized in Table 3-4. These data are from the U.S. Census American Community Survey (ACS) 2024 5-Year Estimates (U.S. Census Bureau, 2024). Relative to the rest of California, the City’s population is younger and significantly more racially and ethnically diverse, with a notably higher share of Hispanic or Latino residents. Median household income in the City is higher than for the state as a whole, though per capita income is comparatively lower and educational attainment is below the state average. The largest proportion of the housing stock was built between 1940 and 1959, with 3,262 units constructed during this period (East Palo Alto, 2024). Homes built after 1990 are more likely to have plumbing fixtures that are compliant with state and federal water and energy efficiency standards.
0 1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
2015 2020 2025 2030 2035 2040 2045 2050 Employment
Year
Historical Employment Projected Employment
167
Section 3 2025 Urban Water Management Plan
Service Area Description City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
3-10 EKI Environment & Water, Inc.

Table 3-4 Demographic and Housing Characteristics, 2020-2024 Demographics City of East
Palo Alto California
Age and Sex
Persons under 5 years 5.8% 5.3%
Persons under 18 years 20.4% 21.3%
Persons 65 years and older 10.3% 16.5%
Female persons 52.1% 50.1%
Race and Hispanic Origin
White alone 18.5% 69.8%
Black or African American alone 9.5% 6.4%
American Indian and Alaska Native alone 2.8% 1.8%
Asian alone 7.1% 17.0%
Native Hawaiian and Other Pacific Islander alone 7.8% 0.5% Two or More Races 18.1% 4.4%
Hispanic or Latino 58.8% 40.8%
White alone, not Hispanic or Latino 12.6% 33.6%
Families & Living Arrangements
Persons per household 3.49 2.84
Living in same house 1 year ago, percent of persons age 1 year+ 90.8% 89.2% Language other than English spoken at home, age 5 years+ 65.9% 44.4% Education
High school graduate or higher, persons age 25 years+ 75.8% 84.7% Bachelor’s degree or higher, persons age 25 years+ 26.8% 37.1% Income & Poverty
Median Household Income (2024 dollars) $113,493 $99,122 Per capita income in past 12 months (2024 dollars) $42,301 $49,513 Persons in poverty 10.3% 11.8%
NOTES:
(a) 2025 demographic data per the U.S. Census Bureau QuickFacts website (U.S. Census, 2024).

3.5 Water Distribution System

3.5.1 Distribution System
The City obtains SFPUC RWS water through three turnouts off SFPUC Bay Division Pipelines 1 and 2. The turnouts are located on the aqueduct near Willow Road, O’Brien Drive, and University Avenue. Treated water is supplied from the SFPUC RWS within one pressure zone. Pressure-regulating valves at each 168
Section 3 2025 Urban Water Management Plan
Service Area Description City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
3-11 EKI Environment & Water, Inc.
turnout reduce the pressure as it enters the distribution system. From the turnouts, water flows through the City’s distribution system, which includes a network of 1½-inch to 12-inch diameter pipes.

The City currently has three metered interties with other water systems: two one-way interties with PAPMWC and O’Connor Tract Water and one intertie with the City of Menlo Park. The City re-established an emergency one-way intertie with the City of Palo Alto previously and is exploring the option of constructing a two-way intertie in the future.

There is currently no storage within the City’s water distribution system. However, the City is currently working with the developer of the 375 Donohoe Street site to install a 1.5 MG tank as part of the project.

Additionally, the City is performing a water storage siting study to identify and select potential sites for installation of an additional 3 MG of water storage within the City.

3.5.2 Groundwater Wells
The City currently owns and operates one groundwater well located at the intersection of Gloria Way and Bay Road. The “Gloria Way Well” was constructed by the East Palo Alto County Water District in 1981. Use of the well for potable purposes ceased shortly thereafter due to customer complaints related to elevated concentrations of manganese. In 2018, the City completed construction of an iron and manganese treatment facility at the Gloria Way Well so it could be used as a potable water source. Since completion, the City has only used the well minimally but plans to operate it on a more regular basis in the future.

The City has completed design of an emergency potable water supply well at the Pad D site at the corner of Clarke Road and East Bayshore Drive (i.e., the “Pad D Well”), however the project has been put on hold until funding can be identified. The Pad D site currently houses a 150,000-gallon fire water storage tank for a nearby apartment building. This storage tank will be transferred to the City in the future after distribution system improvements are implemented to increase fire flow in the vicinity of the site.

The following water system improvement projects have been completed since the 2020 UWMP:  University Avenue and Weeks Street 12-inch Watermain Project  Woodland Avenue Waterline and City of Palo Alto Interconnect Project Commented [ct2]: Complete?
Commented [JH2R3]: City edits from excerpt incorporated.

Commented [BZ2R2]: Yes, phase 1 has been completed:
https://www.cityofepa.org/publicworks/project/woodland-avenuewaterline-and-city-palo-alto-interconnect-project Commented [JH3R2]: Acknowledged. No edits needed.

Commented [BZ3]: Yes, this is correct
169
Section 4 2025 Urban Water Management Plan
Water Use Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
4-1 EKI Environment & Water, Inc.
4 WATER USE CHARACTERIZATION
This section describes and quantifies the City’s historical, current, and projected water uses through 2050.

For the purposes of this UWMP, the terms “water use” and “water demand” are used interchangeably.

4.1 Non-Potable Versus Potable Water Use
Potable water deliveries comply with Title 22 Drinking Water Standards. Non-potable water uses may include recycled and untreated raw water deliveries, such as tertiary treated recycled water, remediated groundwater, or untreated surface or groundwater supplies that do not meet potable drinking water standards. Water losses are further categorized consistent with American Water Works Association (AWWA) water audit methodology, including apparent losses (e.g., unauthorized consumption and metering inaccuracies) and real losses (e.g., leakage from distribution mains and service connections).

All demands within the City’s service area are currently met with potable water and are planned to continue to be met with potable water over the next five years. The City previously used Gloria Way Well for non-potable purposes such as street cleaning and construction dust control. In 2018, the City installed an iron and manganese treatment system and water supplied from Gloria Way Well enters the City’s potable water system. Groundwater supply is further discussed in Section 6.2.  CWC §10635
(a) Every urban water Supplier shall include, as part of its urban water management plan, an assessment of the reliability of its water service to its customers during normal, dry, and multiple dry water years. This water supply and demand assessment shall compare the total water supply sources available to the water supplier with the long-term total projected water use over the next 20 years, in five-year increments, for a normal water year, a single dry water year, and a drought lasting five consecutive water years. The water service reliability assessment shall be based upon the information compiled pursuant to Section 10631, including available data from state, regional, or local agency population projections within the service area of the urban water supplier.  CWC §10631
(d)(1) For an urban retail water supplier, quantify, to the extent records are available, past and current water use, over the same five-year increments described in subdivision (a), and projected water use, based upon information developed pursuant to subdivision (a), identifying the uses among water use sectors, including, but not necessarily limited to, all of the following…
(d)(2) The water use projections shall be in the same five-year increments described in subdivision (a). (d)(4)(A) Water use projections, where available, shall display and account for the water savings estimated to result from adopted codes, standards, ordinances, or transportation and land use plans identified by the urban water supplier, as applicable to the service area.
(d)(4)(B) To the extent that an urban water supplier reports the information described in subparagraph (A), an urban water supplier shall do both of the following: (i) Provide citations of the various codes, standards, ordinances, or transportation and land use plans utilized in making the projections. (ii) Indicate the extent that the water use projections consider savings from codes, standards, ordinances, or transportation and land use plans. Water use projections that do not account for these water savings shall be noted of that fact. 170
Section 4 2025 Urban Water Management Plan
Water Use Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
4-2 EKI Environment & Water, Inc.

4.2 Water Use Sectors
Demand within the City’s water service area is measured using water meters installed at each customer account. Records of current and historical water use at each account are maintained by Veolia. Demand within the City’s service area is tracked and reported for the following sectors:  Residential: Combined single family and multi-family meters.  Commercial: Includes commercial and institutional customers.  Industrial: Includes industrial customers.  Institutional/Governmental: Includes meters serving City sites and other institutional meters;  Landscape: Water meters used exclusively for outdoor uses associated with multiple family residential customers (i.e., homeowner associations) and other irrigation sites.  Other: Includes fire services and temporary meters for construction.

The City’s total water demand is the sum of potable water demands within its service area. The City’s total water demand includes water consumed by metered accounts in the service area (metered water use), authorized but unbilled uses, and water losses within the system. These losses are categorized as either apparent or real losses. Real losses represent physical losses from the distribution system, such as seepage, leaks, and spills. Apparent losses reflect non-physical losses, including meter inaccuracies, data handling errors, and unauthorized consumption.
 CWC §10631 (d)(1) For an urban retail water supplier, quantify, to the extent records are available, past and current water use, over the same five-year increments described in subdivision (a), and projected water use, based upon information developed pursuant to subdivision (a), identifying the uses among water use sectors, including, but not necessarily limited to, all of the following:
(A) Single-family residential.
(B) Multifamily.
(C) Commercial.
(D) Industrial.
(E) Institutional and governmental.
(F) Landscape.
(G) Sales to other agencies.
(H) Saline water intrusion barriers, groundwater recharge, or conjunctive use, or any combination thereof. (I) Agricultural.
(J) Distribution system water loss.
171
Section 4 2025 Urban Water Management Plan
Water Use Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
4-3 EKI Environment & Water, Inc.

4.3 Past and Current Water Demand
Past water uses inform an understanding of water use trends which are crucial for developing water use projections. Figure 4-1 shows historical and current water use from 2015 through 2025, Figure 4-3 shows the City’s per capita potable water use during the same time period, and Table 4-1 summarizes the data from both figures. Total water use fluctuated during this period, reflecting the effects of drought water use restrictions and subsequent demand rebounds. Since 2015, total demand has increased by 10%.

Per-capita water use has also increased, rising from 64 gallons per capita per day (GPCD) in 2015 to 70 GPCD in 2025, an increase of 9%.

Figure 4-1 Total Uses for Potable and Non-Potable Water - 2021 – 2025 Actual 0 5,000
10,000
15,000
20,000
25,000
30,000
0 100
200
300
400
500
600
700
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Service Area Population Potable Water Demand (MG) Year
Total Water Demand (MG) Service Area Population
 CWC §10631
(d)(1) For an urban retail water supplier, quantify, to the extent records are available, past and current water use… based upon information developed pursuant to subdivision (a), identifying the uses among water use sectors… Commented [JH4]: EPA: If we receive updated historical population values from Veolia, this language and the following graphs will be updated.
172
Section 4 2025 Urban Water Management Plan
Water Use Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
4-4 EKI Environment & Water, Inc.

Figure 4-2 Per Capita Potable Water Use From 2015 – 2025 Actual Table 4-1 Historical Water Demand and Per Capita Water Demand Year Total Water Demand (MG) Service Area Population (a) Per Capita Potable Water Use (GPCD) (b)
2015 573 24,424 64
2016 514 24,726 57
2017 550 25,028 60
2018 566 25,331 61
2019 556 25,633 59
2020 572 25,935 60
2021 560 25,935 59
2022 527 25,935 55
2023 508 29,519 47
2024 558 27,638 55
2025 629 24,755 70
NOTES:
(a) Service area population from 2015 through 2020 from the 2020 UWMP. Population from 2021-2024 were provided by Veolia. 2025 population from Demand Study.
(b) Per capita potable water use is calculated by dividing the total annual potable water demand by the service area population and the number of days in a year.

Table 4-2 and Figure 4-3 break down the 2025 actual water use by customer sector. The residential sector accounted for an average of approximately 68% of the potable water demand in the City’s service area in 2025. The City has a small commercial, industrial, and institutional (CII) base, which accounted for approximately 13% of water demand in 2025, while landscape customers accounted for approximately

4.5% of potable water demand and other uses accounted for approximately 0.3%. Landscape customers 0 10
20 30
40 50
60 70
80 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Per Capita Potable Water Use (GPCD) Year
173
Section 4 2025 Urban Water Management Plan
Water Use Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
4-5 EKI Environment & Water, Inc.
include irrigation water use at residential accounts that have a separate irrigation meter and do not represent all outdoor irrigation water use within the City.

Table 4-2 2025 Actual Total Uses for Potable and Non-Potable Water (DWR Table 4-1) Use Type
Additional
Description
2025 Actual Water Use
Potable or Non- Potable Volume (MG)
Single Family (a) Potable 427
Commercial Potable 71
Institutional/Governmental Potable 8.1
Industrial Potable 1.4
Landscape Potable 28
Losses (b) Potable 91
Other (c) Potable 2.0
Total 629
NOTES:
(a) Single-family demand includes total residential water demand. The City's projected water demands do not specify demands between single-family and multi-family. (b) Losses are estimated as the difference between total demand and metered consumption and thus includes unmetered water consumption and distribution system water losses. (c) Includes water use associated with fire services and portable meters.

Figure 4-3 2025 Percentage of Total Water Demand by Sector 68%
11%
1%
<1%
4%
15%
<1%
Single Family
Commercial
Institutional/Governmental
Industrial
Landscape
Distribution System Water Loss
Other (optional)
174
Section 4 2025 Urban Water Management Plan
Water Use Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
4-6 EKI Environment & Water, Inc.

4.4 Distribution System Water Loss
Water loss is the sum of apparent and real losses. Apparent loss is associated with metering inaccuracies, billing and administrative errors, authorized unmetered uses (e.g., system flushing and firefighting), and unauthorized uses. Real loss is associated with physical loss of water through line breaks, leaks and seeps, and overflows of storage tanks. Since 2016, urban retail water suppliers have been required under CWC §10608.34 and CCR §638.1 et seq to quantify distribution system water losses using the AWWA Free Water Audit Software (referred to as “water loss audit reports”). Table 4-3 summarizes the water loss audit reports submitted to DWR for the PWS in the City since 2021. The water loss audit reports are available through DWR’s Water Use Efficiency Data.5 Table 4-3 Water Loss Audit Reporting Water Code Section 10631(d)(3)(A) (DWR Table 4-5) PWS ID #
(reported in DWR Table 2-1) Reporting Period
Submitted to DWR Water Loss
Audit Program (yes/no)
CA4110024
2020 Yes
2021 Yes
2022 Yes
2023 Yes
2024 No
2025 Yes
DWR Notes: Suppliers will provide a link to WUEdata submittals of their Water Loss Audit Reports.

NOTES:
(a) Water loss is reported from the AWWA Free Water Audit Software and is reported on a fiscal year basis.

In 2022, the SWRCB adopted water loss performance standards for urban retail water suppliers that would reduce water loss by nearly 35%. Effective starting in 2023, the SWRCB established individual volumetric standards for each urban retail water supplier that sets cost-effective levels of achievable water loss based on each water system’s characteristics and budgets. Suppliers will be required to start meeting individual volumetric loss standards over a three-year period beginning January 2028. This water loss is one component of the MCCWL (SWRCB, 2022).

CWC §10631 (3)(c) requires that this UWMP demonstrate whether the City has met the distribution loss standards enacted by the SWRCB pursuant to CWC §10608.34. Table 4-4 demonstrates City’s progress 5 DWR’s Water Use Efficiency Data Portal: https://wuedata.water.ca.gov/awwa_plans  CWC §10631(3)
(A) The distribution system water loss shall be quantified for each of the five years preceding the plan update, in accordance with rules adopted pursuant to Section 10608.34. (B) The distribution system water loss quantification shall be reported in accordance with a worksheet approved or developed by the department through a public process. The water loss quantification worksheet shall be based on the water system balance methodology developed by the American Water Works Association. (C) In the plan due July 1, 2021, and in each update thereafter, data shall be included to show whether the urban retail water supplier met the distribution loss standards enacted by the board pursuant to Section 10608.34. 175
Section 4 2025 Urban Water Management Plan
Water Use Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
4-7 EKI Environment & Water, Inc.
towards meeting the 2028 water loss standard. Per the most recently submitted AWWA water loss audit Fiscal Year ([FY] 2025; DWR, 2025), both the City’s real and apparent water loss currently exceed the water loss standards (see Section 9 for the City’s water loss management efforts). 176
Section 4 2025 Urban Water Management Plan
Water Use Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
4-8 EKI Environment & Water, Inc.

Table 4-4 Progress Towards 2028 Water Loss Standard (DWR Table 4-6) PWS ID #
Did the
SWRCB
Calculate a
Water Loss
Standard for
this PWS?
Real Water Loss Apparent Water Loss
SWRCB Standard Most Recent AWWA Loss Audit SWRCB Standard Most Recent AWWA Loss Audit 2028 Real
Water Loss
Standard
per Unit per
day
Units for
Real Water
Loss (b)
Number of
Units
Volume of
Total Real
Loss
(MG)
Real Water
Loss per Unit
per Day
2028
Apparent
Water Loss
Standard
per Unit per
Day
Units for
Apparent
Water Loss
(a)
Number of
Connections
Volume of
Total
Apparent
Loss
(MG)
Apparent
Water Loss
per Unit per
Day
CA4110024 YES 15.3 GPSCD 4,068 76.9 51.8 8.5 GPSCD 4,068 13.7 9.2 NOTES:
(a) GPSCD = Gallons per service connection per day.
(b) Provided by State Water Resources Control Board (SWRCB). (c) Provided by AWWA (DWR, 2025).
177
Section 4 2025 Urban Water Management Plan
Water Use Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
4-9 EKI Environment & Water, Inc.

4.5 Projected Water Demand
Future water demands within the City’s service area are estimated through the 2025 Demand Study effort, discussed in more detail below.

4.5.1 Basis of Demand Projections
A description of BAWSCA’s 2025 Demand Study’s goals and outcomes is provided below.

In December 2025, BAWSCA completed the completed the Regional Water Demand and Conservation Projections Report (Demand Study).6 The goal of the Demand Study was to develop transparent, defensible, and uniform demand and conservation savings projections for each member agency using a common methodology to support both regional and individual agency planning efforts and compliance with the new statewide water efficiency targets required by Assembly Bill (AB) 1668 and Senate Bill (SB) 606 6 https://bawsca.org/water/use/2025_Demand_Study  CWC §10631
(d)(1) For an urban retail water supplier, quantify, to the extent records are available, … projected water use, based upon information developed pursuant to subdivision (a), identifying the uses among water use sectors… (d)(2) The water use projections shall be in the same five-year increments described in subdivision (a).  CWC §10631.1
(a) The water use projections required by Section 10631 shall include projected water use for single-family and multifamily residential housing needed for lower income households, as defined in Section 50079.5 of the Health and Safety Code, as identified in the housing element of any city, county, or city and county in the service area of the supplier.
(b) It is the intent of the Legislature that the identification of projected water use for single-family and multifamily residential housing for lower income households will assist a supplier in complying with the requirements under Section 65589.7 of the Government Code to grant a priority for the provision of service to housing units affordable to lower income households.
 CWC §10633
The plan shall provide, to the extent available, information on recycled water...and shall include all of the following:...
(e) The projected use of recycled water within the supplier’s service area at the end of 5, 10, 15, and 20 years, and a description of the actual use of recycled water in comparison to uses previously projected pursuant to this subdivision...
 CWC §10635
(a) Every urban water supplier shall include, as part of its urban water management plan, an assessment of the reliability of its water service to its customers during normal, dry, and multiple dry water years. This water supply and demand assessment shall compare the total water supply sources available to the water supplier with the long-term total projected water use over the next 20 years, in five-year increments, for a normal water year, a single dry water year, and a drought lasting five consecutive water years. The water service reliability assessment shall be based upon the information compiled pursuant to Section 10631, including available data from state, regional, or local agency population projections within the service area of the urban water supplier. 178
Section 4 2025 Urban Water Management Plan
Water Use Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
4-10 EKI Environment & Water, Inc.

Through the Demand Study process, BAWSCA and Wholesale Customers (1) quantified the total average-year water demand for each Wholesale Customer through 2050, (2) quantified passive and active conservation water savings potential for each individual Wholesale Customer through 2050, and (3) identified conservation programs with high water savings potential and/or BAWSCA Member Agency interest. Implementation of these conservation measures, along with passive conservation, is anticipated to yield an additional 16.14 million gallons per day (mgd) of water savings by 2050. Based on the revised water demand projections, the identified water conservation savings, increased development and use of other local supplies by Wholesale Customers, and other actions, the collective purchases of the BAWSCA Member Agencies from the SFPUC are projected to stay below 184 mgd through 2050.

As part of the Demand Study, each Wholesale Customer was provided with a demand model that can be used to support ongoing demand and conservation planning efforts, including UWMP preparation.

The Demand Study demand model also assesses the sensitivity of the City’s water demand to weather and incorporates predicted weather and climate change data into the demand projections. Based on data published by Cal-Adapt's CMIP5 RCP 8.5 climate scenario, a predicted annual mean temperature increase of 1.77°F for San Mateo County was incorporated into the Demand Study forecast for the time period of 2025 to 2050. A description of the weather and climate change data incorporated into the City's demand model is provided in Section 5.4 of the BAWSCA Demand Study (BAWSCA, 2025). As a result, the demand projections presented in this section reflect considerations of climate change.

Additionally, the City’s projected water demands are estimated based on the population and employment projections discussed in Section 3.4, among other inputs.

4.5.2 Projected Total Water Demand
Projected total potable water demand for each water use sector within the City’s service area in five-year increments is summarized by sector in Table 4-5 and Figure 4-4. As discussed in Section 5 of the BAWSCA Demand Study, the 2022–2023-time frame was selected as the base period for residential sectors and 2021–2022 for commercial. As shown in Table 4-1 and Figure 4-1, the City’s 2022 and 2023 use were of the lowest water demand seen in the past ten years and the City’s water use has rebounded in 2025.

Additionally, the Demand Study projections did not project any landscape sector demands for the City.

Therefore, the water use projected in the Demand Study in 2050 was estimated to be lower than 2025 actual demands. Therefore, the City further refined the projected demands from the BAWSCA Demand Study by: (1) applying the same growth rate determined in the Demand Study to an updated baseline of 2024-2025 (average total demand), (2) assuming the average irrigation demand from 2023-2025 (27 MG) to continue into the future, and (3) adjusting the volume of losses using the same percentages of total demand as in the Demand Study.

Total demand is estimated to be 720 MG in 2050, a growth of 15% compared to total demand in 2025 (692 MG). Over the same period, population is estimated to increase by 24% and employment by 15% (Section 3.4). Residential and commercial demand is projected to increase from 2025 to 2050, whereas all other sectors are expected to remain relatively constant.

As discussed in Section 6.5, the City does not utilize recycled water, nor does it currently have plans to use recycled water within its service area in the near future. However, the City has recently evaluated potential opportunities to use recycled water use within the City in the City’s 2023 Water System Master Plan Update (EKI, 2023). Given the lack of heavy industry and agriculture that could utilize the recycled water in the City’s service area, the analysis focused on recycled water use for landscape irrigation. The analysis identified the top users from schools and parks with large irrigated areas as potential sites. The 179
Section 4 2025 Urban Water Management Plan
Water Use Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
4-11 EKI Environment & Water, Inc.
total anticipated demand for irrigating these sites is estimated to be approximately 22 MG per year; however, additional study is required to assess the feasibility and economics of supplying recycled water to the identified potential users. The projected landscape sector demand shown in Table 4-5 below includes smaller irrigation water users that may be able to be served with recycled water if a recycled water transmission main is installed nearby. However, dedicated mains are assumed to focus on the major potential users such as those identified in the Water System Master Plan Update.

Table 4-5 Total Uses of Potable and Non-Potable Water - Projected (DWR Table 4-2) Use Type
Additional
Description
Projected Water Use (a)
Potable
or NonPotable 2030 2035 2040 2045 2050
(opt)
Single Family (b) Potable 423 430 436 440 446
Commercial (c) Potable 138 146 149 151 154
Institutional/Governmental (c) Potable 10 10 11 11 11
Industrial (c) Potable 5 6 6 6 6
Landscape Potable 27 27 27 27 27
Distribution System Water Loss Potable 70 72 73 74 75
Other (optional) (d) Potable 2 2 2 2 2
Total 676 692 703 711 720
NOTES:
(a) Volumes are in units of MG. (b) Single-family demand includes total residential water demand. The City's projected water demands do not specify demands between single-family and multi-family. (c) The 2025 Demand Study provides combined projections for the commercial and institutional/governmental sectors; therefore, projections were separated based on the historical split in commercial and institutional/governmental.
(d) Includes water use associated with fire services and portable meters. 180
Section 4 2025 Urban Water Management Plan
Water Use Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
4-12 EKI Environment & Water, Inc.

Figure 4-4 Total Uses of Potable and Non-Potable Water – Projected

4.5.3 Water Savings from Codes, Standards, Ordinances, or Transportation and Land Use Plans
“Passive conservation” refers to water savings resulting from actions and activities that do not depend on direct financial assistance or educational programs implemented by water suppliers. These savings result primarily from: (1) the natural replacement of existing plumbing fixtures with water-efficient models. required under current plumbing code standards, (2) the installation of water-efficient fixtures and equipment in new buildings and retrofits as required under CALGreen Building Code Standards, (3) inclusion of low-water use landscaping and high-efficiency irrigation systems to minimize outdoor water use in new connections and projects in accordance with the State’s Model Water Efficient Landscape Ordinance, and (4) restricted use of potable water for the irrigation of nonfunctional turf located on CII properties in accordance with AB 1572.
0 100
200
300
400
500
600
700
800
2025 (Actual) 2030 2035 2040 2045 2050 Annual Water Use (MG) Single Family Commercial
Institutional/Governmental Industrial
Landscape Other (optional)
Distribution System Water Loss
 CWC §10631(d)(4)
(A) Water use projections, where available, shall display and account for the water savings estimated to result from adopted codes, standards, ordinances, or transportation and land use plans identified by the urban water supplier, as applicable to the service area.
(B) To the extent that an urban water supplier reports the information described in subparagraph (A), an urban water supplier shall do both of the following:
(i) Provide citations of the various codes, standards, ordinances, or transportation and land use plans utilized in making the projections.
(ii) Indicate the extent that the water use projections consider savings from codes, standards, ordinances, or transportation and land use plans. Water use projections that do not account for these water savings shall be noted of that fact.
181
Section 4 2025 Urban Water Management Plan
Water Use Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
4-13 EKI Environment & Water, Inc.
“Active conservation” refers to water savings resulting from the City’s implementation of water conservation programs, education programs, and the offering of financial incentives (e.g., rebates). City’s current and planned active conservation programs, or Demand Management Measures (DMM), are discussed in Section 9. As shown in Table 4-1 above, the City’s customers have historically been and currently are efficient water users, with the City having one of the lowest per-capita usages compared to its neighbors (BAWSCA, 2026).

If the projected conservation savings were incorporated into the City’s projected demands, the conservation savings would essentially negate all the growth the City anticipates. Therefore, for planning purposes, these conservation savings are not included in the total potable water demand projections.

Table 4-6 Inclusion in Water Use Projections (DWR Table 4-3) Are Future Water Savings Included in Projections? No
If "Yes" to above: State the section or page number, in the cell to the right, where citations of codes, ordinances, or otherwise utilized in demand projections are found.

N/A
Are Lower-Income Residential Demands Included in Projections? Yes (OPTIONAL) If the method for accounting Lower Income Residential Demands has been included, provide page number where this accounting can be found.

UWMP Section

4.5.4 NOTES: All of the City’s residential customers, regardless of income level, are metered and thus the demands of residential customers with lower incomes are part of the single-family water uses shown in DWR Table 4-2 and DWR Table 4-6.

4.5.4 Water Use by Lower-Income Households
As affirmed in Table 4-6, income residential demands are included in the projections of future water use.

Per Health and Safety Code 50079.5, a lower income household is defined as a household with lower than 80% of its city’s median income. The City’s 2023-2031 Housing Element (East Palo Alto, 2024) indicates that in 2024, 72% of the City’s housing units served residents with less than 80% of the median income of the San Mateo County. Therefore, it is assumed that approximately 72% of the future residential water demand will be associated with lower income households. Water demand associated with these households were included in the total potable water demand projections described above.  CWC §10631.1
(a) The water use projections required by Section 10631 shall include projected water use for single-family and multifamily residential housing needed for lower income households, as defined in Section 50079.5 of the Health and Safety Code, as identified in the housing element of any city, county, or city and county in the service area of the supplier.
(b) It is the intent of the Legislature that the identification of projected water use for single-family and multifamily residential housing for lower income households will assist a supplier in complying with the requirements under Section 65589.7 of the Government Code to grant a priority for the provision of service to housing units affordable to lower income households.
 California Health and Safety Code §50079.5
(a) “Lower income households” means persons and families whose income does not exceed the qualifying limits for lower income families… In the event the federal standards are discontinued, the department shall, by regulation, establish income limits for lower income households for all geographic areas of the state at 80 percent of area median income, adjusted for family size and revised annually. 182
Section 4 2025 Urban Water Management Plan
Water Use Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
4-14 EKI Environment & Water, Inc.

4.5.5 Characteristic Five-Year Water Use
In accordance with CWC §10635(b)(3), UWMPs must provide a five-year Drought Risk Assessment (see Section 7.5). As a first step, DWR suggests that water suppliers estimate their unconstrained water demand for the next five years (2026-2030). Unconstrained water demand is water use in the absence of drought water use restrictions. These numbers can then be adjusted to estimate the five-years’ cumulative drought effects. The Drought Risk Assessment presented in Section 7.5 accounts for this increase in unconstrained water demand. Table 4-7 shows unconstrained demands for 2026-2030 for both normal weather and multiple-dry-year scenarios.

The Drought Risk Assessment must include a consideration of climate change impacts on demand. Hotter and drier weather may lead to increased demand for landscape irrigation. The City's demand projections incorporate climate change considerations, including predicted temperature increases through 2050, as described in Section 4.5.1. Table 4-7 Characteristic Five-Year Water Use (MG) 2026 2027 2028 2029 2030
638 648 657 666 676
NOTES:

The table shows unconstrained demand (i.e., demand in the absence of drought water use restrictions).

4.6 Water Use Sectors Not Included in Demand Projections Historical and projected water demands for the water use sectors described in CWC §10631(d)(1)(G) through (I) and listed below were not included in the City’s water demand calculations because they are not applicable to the City:  Sales to other agencies;  Saline water intrusion barriers, groundwater recharge, or conjunctive use, or any combination thereof; and  Agricultural.

4.6.1 Sales to Other Agencies
Under the terms of the dissolution of the East Palo Alto County Waterworks District, the City is required to transfer up to 243 AFY of SFPUC RWS water to the City of Menlo Park. The City does not consider water  CWC §10635
(b) Every urban water supplier shall include, as part of its urban water management plan, a drought risk assessment for its water service to its customers as part of information considered in developing the demand management measures and water supply projects and programs to be included in the urban water management plan. The urban water supplier may conduct an interim update or updates to this drought risk assessment within the five-year cycle of its urban water management plan update. The drought risk assessment shall include each of the following…
(3) A comparison of the total water supply sources available to the water supplier with the total projected water use for the drought period. (Emphasis added).
(4) Considerations of the historical drought hydrology, plausible changes on projected supplies and demands under climate change conditions, anticipated regulatory changes, and other locally applicable criteria. 183
Section 4 2025 Urban Water Management Plan
Water Use Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
4-15 EKI Environment & Water, Inc.
that is received on behalf of, and immediately sold to, the City of Menlo Park to be a part of its water supply or demand.

4.6.2 Saline Water Intrusion Barriers, Groundwater Recharge, and Conjunctive Use The City does not use water for saline water intrusion barriers and does not currently participate in active groundwater recharge activities or a conjunctive use program.

4.6.3 Agricultural
The City does not sell water to agricultural customers and does not expect to in the future.

4.7 Coordinating Water Use Projections
The City provides SFPUC with water use projections annually as part of reporting to the BAWSCA Annual Surveys and other BAWSCA-led water demand and supply coordination efforts (such as the Demand Study). As part of the coordination effort for the 2025 UWMP, and in compliance with CWC §10631(h), the City supplied BAWSCA with its water demand projections through 2050 for transmittal to the SFPUC.  CWC § 10631(h) An urban water supplier that relies upon a wholesale agency for a source of water shall provide the wholesale agency with water use projections from that agency for that source of water in five-year increments to 20 years or as far as data is available.
184
Section 5 2025 Urban Water Management Plan
SB X7-7 Baseline, 2020 Target, and 2025 Reporting City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
5-1 EKI Environment & Water, Inc.
5 SB X7-7 BASELINE, 2020 TARGET, AND 2025 REPORTING
The Water Conservation Act of 2009, also known as SB X7-7, required that urban retail water suppliers7 reduce their baseline per capita water use by 20% by 2020. Because the CWC does not set an end date for reporting progress in meeting the 2020 Target, this section of the UWMP demonstrates the City’s compliance with SB X7-7 in 2020.

5.1 Demonstration of Compliance with SB X7-7 2020 Target The City achieved its 2020 Target in 2020. The data used to calculate the City’s 2020 Target and demonstrate compliance are documented in the City’s 2020 UWMP. Table 5-1 below summarizes the City’s 2020 Target and actual 2020 GPCD, confirming that the City met the SB X7-7 compliance requirements.

Urban retail water suppliers may report on the requirements of SB X7-7 individually or as a member of a “Regional Alliance.” The City is not a member of a Regional Alliance and this UWMP provides information on the City’s progress towards meeting its SB X7-7 water conservation targets as an individual urban retail water supplier only.

Table 5-1 SB X7-7 2020 Target Progress (DWR Table 5-1)
☐ Supplier was not an Urban Water Supplier during or before the 2020 reporting cycle.

Was Supplier
part of a
merger or
consolidation
since 2020?
Regional
Alliance
Target or
Individual
Target?
2020
Target
Actual
2020
GPCD
Did
Supplier
Achieve
Targeted
Reduction
for 2020?
Only for suppliers that did not meet
the Target in 2020
Actual 2025
GPCD
(From SB X7-7
Compliance
Form)
Did Supplier meet
the 2020 Target in
2025?
No Individual
Target 124 60 Yes 7
CWC §10608.12 defines an urban retail water supplier as “a water supplier, either publicly or privately owned, that directly provides potable municipal water to more than 3,000 end users or that supplies more than 3,000 acre-feet of potable water annually at retail for municipal purposes.”  CWC §10608.40
Urban water retail suppliers shall report to the department on their progress in meeting their urban water use targets as part of their urban water management plans submitted pursuant to Section 10631.  CWC §10608.12 (a) “Urban retail water supplier” means a water supplier, either publicly or privately owned, that directly provides potable municipal water to more than 3,000 end users or that supplies more than 3,000 acre-feet of potable water annually at retail for municipal purposes.
185
Section 5 2025 Urban Water Management Plan
SB X7-7 Baseline, 2020 Target, and 2025 Reporting City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
5-2 EKI Environment & Water, Inc.

5.2 Urban Water Use Objective
In July 2024, California enacted the MCCWL regulation (implementing SB 606 and AB 1668) to support long-term water conservation and drought resilience. These regulations establish annual UWUO for water suppliers and introduce Performance Measures for CII water users.

The UWUO is a water budget-based approach to water use efficiency unique to each urban water supplier and consists of the following components: (1) residential indoor water standard, (2) residential outdoor water budget, (3) CII landscape outdoor water use standard (for landscapes with dedicated irrigation meters, (4) water loss standard, (5) variance, and (6) bonus. Suppliers will need to assess whether they meet their UWUO collectively (i.e., they are not required to comply with the individual standards if they meet the overall UWUO). Compliance with UWUOs is required beginning January 2027. Per the MCCWL regulation, over the next 25 years, the water efficiency standards for residential indoor and outdoor water use as well as CII outdoor water use will become increasingly stringent.

Beginning in 2024, agencies were required to report an annual UWUO. The City’s UWUO submittals are available through DWR’s Water Use Efficiency Data.8 Although UWUO compliance projections are not required as part of an UWMP, they can provide valuable insight into the potential need and timing for additional conservation measures. For this reason, the City has elected to develop preliminary UWUO projections for its service areas and to compare these projections to projected regulated water uses.

Table 5-2 summarizes the City’s anticipated compliance with UWUOs through 2050 by comparing the water demand subject to UWUO compliance and projected UWUOs. The methodology for estimating the City’s projected UWUOs and water demand subject to UWUO compliance is described in Section 6 of the BAWSCA Demand Study (BAWSCA, 2025). These estimates show that the City is anticipated to comply with its UWUOs through 2050 (see Figure 5-1).
8 DWR’s Water Use Efficiency Data Portal: https://wuedata.water.ca.gov/uwuo_plans  CCR §966
(h) If a supplier's calculated objective-based total use is larger than its target-based total use, the supplier's urban water use objective shall be its Water Code section 10608.20 individual target less excluded demands as described in paragraph (3). If the supplier’s section 10608.20 target is expressed in gallons per capita daily, the supplier shall multiply the target by its residential service area population for the reporting year and the number of days in the year.
186
Section 5 2025 Urban Water Management Plan
SB X7-7 Baseline, 2020 Target, and 2025 Reporting City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
5-3 EKI Environment & Water, Inc.

Table 5-2 Current and Projected Urban Water Use Objectives Compliance Year
Current and Projected
Water Demand Subject to
UWUO Compliance (a) (b)
Current and Projected
UWUO Targets (High ETo)
(a)
Current and Projected
UWUO Targets (Low ETo)
(a)
2025 456 705
2030 520 606 589
2035 528 573 559
2040 536 570 559
2045 541 587 576
2050 (Opt) 547 604 593
NOTES:
(a) Volumes are in units of MG. The 2025 Demand Study evaluated two different evapotranspiration scenarios, a scenario in which there is high evapotranspiration (i.e., assumed higher outdoor use), and low evapotranspiration.
(b) Water demand subject to UWUO compliance includes single family, landscape, and water loss sectors. These water use projections incorporate passive conservation.

Figure 5-1 Current and Projected Urban Water Use Objectives Compliance 0 50
100
150
200
250
300
350
400
450
500
550
600
650
700
750
2025 2030 2035 2040 2045 2050 Annual Water Demand (MG)
Current and Projected Water Demand Subject to UWUO Compliance Current and Projected UWUO Targets (High ETo)
Current and Projected UWUO Targets (Low ETo)
187
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-1 EKI Environment & Water, Inc.
6 WATER SUPPLY CHARACTERIZATION
This section describes the City’s current and potential water supplies, as well as assessment of the energy intensity used to operate the City’s treatment and distribution systems. The City’s current water supply consists of potable water purchased from the SFPUC RWS and a small amount of groundwater that is produced at a well owned and operated by the City.

To maintain consistency with the UWMPs prepared by the SFPUC and the other BAWSCA member agencies, much of the language describing the SFPUC wholesale water supply in the following sections is common language provided by BAWSCA, in coordination with the SFPUC (Appendix D).

6.1 Purchased Water
This section describes the sources of wholesale water provided by SFPUC, and the process for allocating water between SFPUC, BAWSCA, and wholesale customers.

6.1.1 Description of SFPUC RWS
Approximately 85% of the water supply to the SFPUC RWS originates in the Hetch Hetchy watershed, located in Yosemite National Park, and flows down the Tuolumne River into the Hetch Hetchy Reservoir.

Water from the Hetch Hetchy watershed is managed through the Hetch Hetchy Water and Power Project.

The remaining 15% of the water supply to the SFPUC RWS originates locally in the Alameda and Peninsula watersheds and is stored in six different reservoirs in Alameda and San Mateo Counties. Details of the various components of the SFPUC RWS are provided below and are shown on Figure 6-1. Information  CWC §10631
(b) Identify and quantify, to the extent practicable, the existing and planned sources of water available to the supplier over the same five-year increments described in subdivision (a), providing supporting and related information, including all of the following:
(1) A detailed discussion of anticipated supply availability under a normal water year, single dry year, and droughts lasting at least five years, as well as more frequent and severe periods of drought, as described in the drought risk assessment. For each source of water supply, consider any information pertinent to the reliability analysis conducted pursuant to Section 10635, including changes in supply due to climate change. (2) When multiple sources of water supply are identified, a description of the management of each supply in correlation with the other identified supplies.
(3) For any planned sources of water supply, a description of the measures that are being undertaken to acquire and develop those water supplies.
 CWC §10631
(h) An urban water supplier that relies upon a wholesale agency for a source of water shall provide the wholesale agency with water use projections from that agency for that source of water in five-year increments to 20 years or as far as data is available. The wholesale agency shall provide information to the urban water supplier for inclusion in the urban water supplier’s plan that identifies and quantifies, to the extent practicable, the existing and planned sources of water as required by subdivision (b), available from the wholesale agency to the urban water supplier over the same five-year increments, and during various water-year types in accordance with subdivision (f). An urban water supplier may rely upon water supply information provided by the wholesale agency in fulfilling the plan informational requirements of subdivisions (b) and (f). 188
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-2 EKI Environment & Water, Inc.
regarding the Hetch Hetchy, Alameda, and Peninsula water systems is sourced from common language provided by BAWSCA, in coordination with the SFPUC.

Figure 6-1 Regional Water System and Main Facilities
Water Distribution
The RWS consists of more than 280 miles of pipelines, 60 miles of tunnels, 11 reservoirs, five pump stations, two water filtration plants, and two treatment facilities for pH adjustment and/or disinfection. It includes the Hetch Hetchy Water and Power (HHWP) Project and the Bay Area water system facilities. The HHWP Project is generally composed of reservoirs, hydroelectric generation and transmission facilities, and water transmission facilities from the Hetch Hetchy Valley west to the Alameda East Portal of the Coast Range Tunnel in Sunol Valley. Water system components of the HHWP Project are also referred to as the Hetch Hetchy System. The local Bay Area water system is comprised of two parts—the Alameda System and the Peninsula System—generally consisting of the facilities west of the Alameda East Portal of the Coast Range Tunnel, including the 63,000-acre Alameda and Peninsula watersheds, storage reservoirs, two water filtration plants, and the distribution system that delivers water to both retail and wholesale customers. The Hetch Hetchy, Alameda, and Peninsula Systems are described in more detail below.  Hetch Hetchy System: In the Hetch Hetchy System, water is diverted from the Tuolumne River watershed into the Hetch Hetchy Reservoir and is then transported in a series of tunnels and aqueducts from the Sierra Nevada to the San Joaquin Pipelines that cross the San Joaquin Valley to the Coast Range Tunnel, which connects to the Alameda System at the Alameda East Portal. Hetch Hetchy System water is disinfected at the Tesla Treatment Facility.  Alameda System: The Alameda System includes two reservoirs, San Antonio Reservoir and Calaveras Reservoir, which collect water from the San Antonio Creek, Upper Alameda Creek, 189
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-3 EKI Environment & Water, Inc.
and Arroyo Hondo watersheds in Alameda County. San Antonio Reservoir also receives water from the Hetch Hetchy System. Conveyance facilities in the Alameda System connect the Hetch Hetchy System and Alameda System to the Peninsula System. The Bay Division Pipelines cross the South Bay to the Peninsula System delivering water to customers along the pipeline route. The Sunol Valley Water Treatment Plant (SVWTP) filters and disinfects water supplied from San Antonio Reservoir and Calaveras Reservoir. The Sunol Valley Chloramination Facility treats Hetch Hetchy supplies with aqueous ammonia to form chloramines and with sodium hydroxide to adjust pH, then blended in the Alameda Siphons for delivery to Bay Area customers via the Irvington Tunnels.  Peninsula System: The Peninsula System includes conveyance facilities connecting the Bay Division Pipelines to the distribution system in San Francisco and to other customers on the Peninsula. Two reservoirs, Crystal Springs Reservoir and San Andreas Reservoir, collect runoff from the San Mateo Creek watershed. Crystal Springs Reservoir also receives water from the Hetch Hetchy System. A third reservoir, Pilarcitos Reservoir, collects runoff from the Pilarcitos Creek watershed and directly serves one of SFPUC’s Wholesale Customers, the Coastside County Water District (which includes the City of Half Moon Bay), along with delivering water to Crystal Springs and San Andreas Reservoirs. The Harry Tracy Water Treatment Plant (HTWTP) filters and disinfects water supplied from Crystal Springs Reservoir and San Andreas Reservoir before it is delivered to customers on the Peninsula and in San Francisco.

Water Treatment
The Hetch Hetchy Reservoir is the largest unfiltered water supply on the West Coast and one of only a few large unfiltered municipal water supplies in the nation. The water originates from wellprotected wilderness areas in Yosemite National Park and flows down the Tuolumne River to Hetch Hetchy Reservoir. This water meets or exceeds all federal and State criteria for watershed protection. Water from Hetch Hetchy Reservoir, which is protected in pipes and tunnels as it is conveyed to the Bay Area, requires pH adjustment to control pipeline corrosion and disinfection for bacteria control. Based on the SFPUC’s disinfection treatment practice, extensive bacteriological quality monitoring, and high operational standards, the U.S. Environmental Protection Agency (USEPA) and the SWRCB Division of Drinking Water (DDW) determined that the Hetch Hetchy water source meets federal and State drinking water quality requirements without the need for filtration.

The Tesla Treatment Facility was a key component of the SFPUC’s Water System Improvement Program and enhances the high-quality water from the RWS. The facility has a capacity of 315 MGD, making it the third largest ultraviolet drinking water disinfection facility in the United States.

The SFPUC treats all water derived from sources other than Hetch Hetchy Reservoir at one of two water filtration facilities: the SVWTP or the HTWTP. The SVWTP primarily treats water from the Alameda System reservoirs and has a design capacity of 160 MGD. Treatment processes include powder activated carbon treatment for taste and odor control, coagulation, flocculation, sedimentation, filtration, disinfection, fluoridation, corrosion control treatment, and chloramination. The nearby Sunol Valley Chloramination Facility can also provide fluoridation, chloramination, and corrosion control treatment for Hetch Hetchy System and blending with water treated from the SVWTP. The HTWTP treats water from the Peninsula System reservoirs and has a design capacity of 140 MGD. Treatment processes at SVWTP include ozonation, coagulation, flocculation, filtration, disinfection, fluoridation, corrosion control treatment, and 190
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-4 EKI Environment & Water, Inc.
chloramination. The SFPUC completed major upgrades to the SVWTP in 2013 and to the HTWTP in 2015.

Water Storage
Most of the water delivered by the SFPUC is supplied by runoff from the upper Tuolumne River watershed on the western slope of the central Sierra Nevada. Three major reservoirs collect runoff:

Hetch Hetchy, Cherry (also known as Lake Lloyd), and Lake Eleanor. The storage capacity of these three reservoirs is included in Table 6-1. A “water bank” in Don Pedro Reservoir is also integrated into RWS operations.9 Don Pedro Reservoir, which is jointly owned and operated by Modesto Irrigation District and Turlock Irrigation District (the Districts), is located on the Tuolumne River downstream of the Hetch Hetchy System.

San Francisco generates hydroelectric power through the HHWP Project as a by-product of water delivery and water supply management. Water released from Hetch Hetchy Reservoir is used for hydroelectric generation and provides instream flows when released downstream. Normally, only Hetch Hetchy Reservoir water supplies are exported to the Bay Area, while releases from Lake Eleanor and Cherry Reservoir are used to provide instream flows, satisfy the Districts’ Raker Act allocations, and produce hydroelectric power. The HHWP Project includes four hydroelectric powerhouses along the Tuolumne River—Holm, Kirkwood, Moccasin, and Moccasin Low Head—that have a collective generating capacity of nearly 400 megawatts.

In the Bay Area, the SFPUC utilizes the local Peninsula and Alameda watersheds. Crystal Springs, San Andreas, and Pilarcitos Reservoirs, located in San Mateo County, capture local runoff in the Peninsula watershed, and Calaveras and San Antonio Reservoirs, located in Alameda County, capture local runoff in the Alameda watershed. In addition to capturing local runoff, San Andreas, San Antonio, and Crystal Springs Reservoirs provide storage for water conveyed to the Bay Area from the Hetch Hetchy System. These five local reservoirs are an important water supply source in the event there is an interruption to Hetch Hetchy System deliveries. The storage capacity of each of these Bay Area reservoirs is included in Table 6-1. Prior to 2019, Calaveras Reservoir had been operating at one-third of its capacity due to restrictions imposed by the California Department of Water Resources Division of Safety of Dams (DSOD). The Calaveras Dam Replacement Project, which took place from 2011 to 2019, involved the construction of a new dam downstream of the then-existing dam. The DSOD restrictions on filling Calaveras Reservoir to full capacity have since been removed, and Calaveras Reservoir reached full capacity during the 2022-2023 winter season when it was refilled completely in January 2023 following the dam replacement project. 9
The Turlock Irrigation District and Modesto Irrigation District (the Districts) have senior water rights compared to those held by the City and County of San Francisco for the Tuolumne River water diversions and are provided the first increment of flow in the Upper Tuolumne River watershed according to the apportionment set forth in the Raker Act of 1913 (38 Stat. 242). The water bank at Don Pedro Reservoir provides a credit and debit system, which allows the City and County of San Francisco to divert water upstream while meeting its obligations to the Districts. Through this agreement, the SFPUC may pre-deliver the Districts’ Raker Act and contractual allocations and credit the water bank so that at other times the SFPUC may retain water upstream that would otherwise be allocated to the Districts while the Districts debit the water bank. 191
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-5 EKI Environment & Water, Inc.

Table 6-1 Regional Water System Storage Capacity
RWS Reservoir Storage Capacity in
Acre-Feet (AF)
Storage Capacity in
Billions of Gallons (BG)
Upcountry (a)
Hetch Hetchy 360,360 117.4
Cherry (b) 273,500 89.1
Lake Eleanor 27,100 8.8
Water Bank (c) 570,000 185.7
Subtotal Upcountry 1,230,960 401.0
Local
Calaveras (Alameda) 96,800 31.5
San Antonio (Alameda) 50,500 16.5
Crystal Springs (Peninsula) (d) 69,300 22.6
San Andreas (Peninsula) (e) 19,000 6.2
Pilarcitos (Peninsula) (f) 3,100 1.0
Subtotal Local 238,700 77.8
Total Regional Water System Storage (g) 1,469,660 478.8 NOTES:
a) Three other regulating reservoirs are also part of the RWS: Early Intake, Priest, and Moccasin Reservoirs. b) Storage capacity shown includes flashboards, which are structures placed in a spillway to increase the capacity of a reservoir.
c) The SFPUC may draw against a credit of up to 740,000 AF in storage in a water bank account in Don Pedro Reservoir; 170,000 AF of this water bank storage is only available under certain circumstances and for a limited time. For this reason, the SFPUC considers 570,000 AF in contributing to total storage for planning purposes.
d) Crystal Springs Reservoir has a maximum storage capacity of 22.6 BG (at 294.6 feet). Based on permit conditions, the reservoir is currently operated at 286.6 feet (8 feet below capacity). e) San Andreas Reservoir has a maximum storage capacity of 6.2 BG (at 451.8 feet). Since August 2020, in response to safety concerns about the seismic stability of the dam and a directive from the Division of Safety of Dams, the SFPUC has held the maximum water level at approximately 447.8 feet (4 feet below capacity).
f) Pilarcitos Reservoir has a maximum storage capacity of 1.0 BG (at 696.5 feet). Since April 2025, in response to safety concerns about the seismic stability of the dam and a directive from the Division of Safety of Dams, the SFPUC has held the maximum water level at approximately 681.5 feet (15 feet below capacity).
g) For planning purposes, the total RWS storage is 1,469,660 AF. This includes 63,700 AF in dead storage (i.e., the volume in a reservoir below the lowest controllable level).

6.1.2 Wholesale Water Contractual Obligations
Under the terms of a 25-year contract WSA, the SFPUC sells water to 26 wholesale customers (collectively referred to as Wholesale Customers). The SFPUC has associated individual water sales contracts with each Wholesale Customer, as well. Collectively, the Wholesale Customers receive over two-thirds of the RWS’s annual deliveries, with the remaining approximately one-third provided to 192
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-6 EKI Environment & Water, Inc.
the SFPUC’s retail customers located inside and outside of San Francisco (collectively referred to as the Retail Customers). Of the 26 Wholesale Customers, 10 rely on SFPUC for 100% of their total supply.

The remaining 16 Wholesale Customers rely on the SFPUC for a significant portion of their water supply needs, but also use other local and imported supplies to meet their retail water customers’ demands, including, but not limited to, local groundwater and surface water, recycled water, and, in some cases, purchases from the Santa Clara Valley Water District and the State Water Project.

The WSA became effective on July 1, 2009, as its predecessor agreement, the 1984 Settlement Agreement and Master Water Sales Contract between the SFPUC and the Wholesale Customers (1984 Agreement), expired. The WSA, as amended and restated in 2025, describes the current contractual relationship between the SFPUC and the Wholesale Customers.

The WSA carries forward many components of the 1984 Agreement, including the SFPUC’s “Supply Assurance” of 184 MGD to the Wholesale Customers. The SFPUC has agreed to deliver water to the Wholesale Customers up to the amount of the Supply Assurance, and this agreement is perpetual and survives the expiration of the WSA. The Supply Assurance is, however, subject to reduction due to water shortage, drought, scheduled RWS maintenance activities, and emergencies.

The Supply Assurance is shared among 24 of the 26 Wholesale Customers (all Wholesale Customers, which have “permanent” status, except the cities of San Jose and Santa Clara, which are “temporary, interruptible” customers). Twenty-three of these 24 Wholesale Customers have an “Individual Supply Guarantee” (ISG), which represents their dedicated individual share of the 184 MGD Supply Assurance. The ISGs are also perpetual and survive the expiration of the WSA. The City of Hayward is the 24th Wholesale Customer that shares in the Supply Assurance, but it does not have an ISG due to the terms of its 1962 individual water supply contract with the SFPUC that did not contain a fixed allocation of water. The City of Hayward’s unspecified water supply allocation is included in the Supply Assurance as the difference between 184 MGD and the sum of the other 23 permanent Wholesale Customers’ ISGs (22.1 MGD). If Hayward’s water purchases from the RWS exceed 22.1 MGD over a period of three consecutive fiscal years (an event that has not occurred to date and is not projected to occur before 2050), the 23 Wholesale Customers with ISGs would be required to reduce their individual ISGs to accommodate the demands of Hayward.

Each Wholesale Customer also has an individual water sales contract with the SFPUC that describes the service area of the customer, identifies the location and size of service connections between the RWS and the customer’s distribution systems, and in some instances contains additional specific provisions unique to the customer. The individual water sales contracts may be amended from time to time by the SFPUC and the applicable Wholesale Customer pursuant to the terms of the WSA.

Prior 2018, the City’s ISG was 1.963 MGD or approximately 717 MG per year. In 2018 and 2019, a portion of ISG’s from the City of Mountain View and the City of Palo Alto were permanently transferred to the City, resulting in the City’s current ISG of 3.46 MGD, or approximately 1,264 MG per year.10 Between 2021 and 2025, the City purchased between 40% and 50% of its ISG for use in the City’s service area. 10 The City purchased 1.0 MGD from the City of Mountain View in 2017. The City of Palo Alto transferred 0.5 MGD to the City in 2018.
193
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-7 EKI Environment & Water, Inc.

6.1.3 Future Water Supply Decisions
In the 2009 WSA, the SFPUC committed to make two decisions before the end of 2018 regarding future water supplies, with the prerequisite of the SFPUC having completed any necessary California Environmental Quality Act (CEQA) review relevant to those decisions:  Whether or not to make the cities of San Jose and Santa Clara permanent customers of the RWS, if the SFPUC determines that RWS long-term water supplies are available to support their permanent status, and  Whether or not to increase the Supply Assurance above 184 MGD to meet future Wholesale Customer demands.

Prior to 2018, the SFPUC determined that it was prudent to defer these decisions due to uncertainty about water supply availability and future growth patterns in the Bay Area, as well as unprecedented reductions in demands on the RWS, which indicated that total Wholesale Customer demands (including the demands of San Jose and Santa Clara, who do not share in the 184 MGD Supply Assurance) would be 173.9 MGD in 2040. Accordingly, the SFPUC and the Wholesale Customers amended the WSA in 2018, deferring the future water supply decisions to the end of 2028 to allow the SFPUC to conduct further water supply planning, including a reevaluation of RWS demands and supply options, and any necessary CEQA analysis. Based on current projections, Wholesale Customer demands (including the demands of San Jose and Santa Clara) will continue to be less than the 184 MGD Supply Assurance through the year 2050.

The SFPUC’s planning efforts to support its decision regarding the status of San Jose and Santa Clara are a part of the SFPUC’s Alternative Water Supply Program. 194
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-8 EKI Environment & Water, Inc.

6.2 Groundwater
The County of San Mateo Department of Public Works constructed a groundwater well at the Gloria Way site in 1979. The well was put into operation by the City as a source of supply in 1981 and used as such until 1989 when it was taken offline due to issues with the quality of the produced groundwater (i.e., high Total Dissolved Solids [TDS], iron, and manganese; Todd Engineers, 2012). In 2018, the City completed a well reactivation project, including pump replacement, installation of a new iron and manganese treatment system, blending system, pump station and surge tank, reconnection to the City’s water distribution system, and reactivation of the well from a permitting perspective.

The reactivated Gloria Way well been used minimally over the past five years as a potable supply source, supplying an average of 2.5 MG per year. The City has also taken steps towards the addition of another well at the Pad D site, including drilling and installation of a test well, and completion of design and California Environmental Quality Act (CEQA) documentation for a new standby production well and treatment system at the site. Information related to the local groundwater basin is described in more detail below.

6.2.1 Basin Description and Status
The City overlies the southern end of the San Mateo Plain Subbasin (groundwater basin number 2-009.03; or “subbasin”) of the Santa Clara Valley Basin. The subbasin is not adjudicated, nor has it been found by DWR to be in a condition of overdraft. As part of the implementation of the Sustainable Groundwater Management Act (SGMA), the subbasin was ranked as a “very low priority” basin under the 2014 California Statewide Groundwater Elevation Monitoring (CASGEM) basin prioritization process and maintained this  CWC §10631
(b)(4) If groundwater is identified as an existing or planned source of water available to the supplier, all of the following information:
(A) The current version of any groundwater sustainability plan or alternative adopted pursuant to Part 2.74 (commencing with Section 10720), any groundwater management plan adopted by the urban water supplier, including plans adopted pursuant to Part 2.75 (commencing with Section 10750), or any other specific authorization for groundwater management for basins underlying the urban water supplier’s service area. (B) A description of any groundwater basin or basins from which the urban water supplier pumps groundwater.

For basins that a court or the board has adjudicated the rights to pump groundwater, a copy of the order or decree adopted by the court or the board and a description of the amount of groundwater the urban water supplier has the legal right to pump under the order or decree. For a basin that has not been adjudicated, information as to whether the department has identified the basin as a high- or medium-priority basin in the most current official departmental bulletin that characterizes the condition of the groundwater basin, and a detailed description of the efforts being undertaken by the urban water supplier to coordinate with groundwater sustainability agencies or groundwater management agencies listed in subdivision (c) of Section 10723 to maintain or achieve sustainable groundwater conditions in accordance with a groundwater sustainability plan or alternative adopted pursuant to Part 2.74 (commencing with Section 10720). (C) A detailed description and analysis of the location, amount, and sufficiency of groundwater pumped by the urban water supplier for the past five years. The description and analysis shall be based on information that is reasonably available, including, but not limited to, historic use records. (D) A detailed description and analysis of the amount and location of groundwater that is projected to be pumped by the urban water supplier. The description and analysis shall be based on information that is reasonably available, including, but not limited to, historic use records. 195
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-9 EKI Environment & Water, Inc.
ranking in DWR’s latest basin prioritization effort in 2019. The subbasin is therefore not subject to the requirements of SGMA.

6.2.1.1 Physical Setting
The subbasin is approximately 38,000 acres11 and is bounded by the Santa Cruz Mountains on the west, San Francisco Bay and the Niles Cone subbasin on the east, the Westside Basin on the north near Burlingame Avenue and Coyote Point, and the San Francisquito Creek and the Santa Clara subbasin to the south. Figure 6-2 shows the subbasin boundary, the surrounding subbasins of the Santa Clara Valley Basin, and the location of the City’s service area within the subbasin.

The subbasin is filled with alluvial fan deposits formed by tributaries to San Francisco Bay that drained across the basin and toward the center of the Bay (EKI et al., 2018). These alluvial fan deposits are interbedded with thick clay aquitards or confining layers and comprise the main water bearing formations within the subbasin. The major water bearing formation of the subbasin is the Quaternary alluvium, from which all larger yielding wells acquire their water. The Santa Clara Formation underlies the Quaternary alluvium and is the other water bearing formation of the subbasin. In general, the groundwater system is unconfined in the higher elevations, and confined or semiconfined at lower elevations closer to San Francisco Bay.

Groundwater flow in the subbasin is generally from west-southwest to east-northeast, from the edge of the Santa Cruz Mountains to San Francisco Bay. Both the southern and eastern edges of the subbasin are political boundaries that are roughly coincident with County lines, rather than physical hydrogeologic barriers to groundwater flow (EKI et al., 2018). Depending upon temporally varying streamflow, recharge, and pumping conditions, groundwater flow likely occurs in variable directions across each boundary.

Natural recharge occurs by infiltration of water from streams that enter the valley from the upland areas within the drainage basin, including San Francisquito Creek, San Mateo Creek, and other smaller creeks, and by percolation of precipitation that falls directly on the land surface. Additional recharge occurs as a result of infiltration of applied irrigation water. Subbasin outflows include limited municipal and private well pumping and groundwater outflows across subbasin boundaries.

It is further noted that the United States Geological Survey has defined the “San Francisquito Alluvial Fan” as a unique groundwater subbasin that is roughly coincident with the known lateral extent of the San Francisquito Creek alluvial fan deposits (Metzger, L.F., 2002). The San Francisquito Alluvial Fan subbasin underlies portions of the City, and overlaps with the southern end of the subbasin. The San Francisquito Alluvial Fan subbasin has been the subject of several hydrologic and water balance studies. As described in the Final Feasibility of Supplemental Groundwater Resources Development in Menlo Park and East Palo Alto (Todd Engineers, 2015), the San Francisquito Alluvial Fan subbasin encompasses mountainous bedrock terrain and relatively flat alluvial fan deposits. The geology is composed of the coarse- and finegrained alluvial deposits of San Francisquito Creek. The groundwater system includes a shallow aquifer, a laterally extensive confining clay layer, and a multi-layered deep aquifer that extends to depths of up to 1,000 feet below ground surface. Storativity values indicate the shallow aquifer is unconfined and the deeper aquifer system is semi-confined. Pumping test and empirical transmissivity and well yield data indicate that development of a municipal supply wells within the San Francisquito Cone portion of the subbasin is feasible.
11 Basin area is based on the SGMA 2019 Basin Prioritization results. 196
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-10 EKI Environment & Water, Inc.

Figure 6-2 Groundwater Basins in the Vicinity of the City’s Service Area

197
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-11 EKI Environment & Water, Inc.

6.2.1.2 Groundwater Conditions
Groundwater use in the subbasin has been relatively limited for the last several decades, as the primary water supply source for the overlying population has been imported water from the SFPUC RWS. The only municipal water suppliers within the subbasin that utilize groundwater as a potable supply source are the City, PAPMWC, and O’Connor Tract Water. As part of its Emergency Water Storage/Supply Project, Menlo Park Municipal Water (MPMW) has installed one groundwater well and has plans to install several more wells with a total capacity of 3,000 gallons per minute (gpm); however, groundwater is currently not considered by MPMW as a regular normal or dry year supply (MPMW, 2026). In addition to the above municipal uses, groundwater is also used by various entities in the subbasin for landscape or domestic irrigation purposes.

Total groundwater production for water supply within the subbasin is approximately 2,300 AFY (EKI et al., 2018),12 and no significant changes in groundwater use are known to have occurred since 2018 (EKI, 2025).

Based on limited available groundwater level information, the subbasin is currently in a relatively full and stable condition. However, historical information indicates that during past periods of high groundwater production in the 1850s to 1960s, groundwater levels in the subbasin were significantly lower and negative impacts including seawater intrusion and land subsidence were observed (EKI et al., 2018). A recent renewed interest in groundwater development in the subbasin has increased the need and interest in gaining a better understanding of the subbasin and evaluating the extent to which increased groundwater development can be pursued, while mitigating potential negative impacts. Details on the subbasin groundwater management efforts are described in the section below.

6.2.2 Groundwater Management
As stated above, the subbasin is currently designated by the DWR as a “very low priority” basin and is exempt from complying with SGMA. However, multiple entities overlying the subbasin have expressed interests in maintaining groundwater sustainability and/or established a formal role in the subbasin management.

The San Mateo County conducted a comprehensive groundwater basin assessment in 2018 (EKI et al., 2018). The study provided a more complete understanding of the subbasin hydrogeologic framework and groundwater flow and quality conditions. It also identified potential groundwater management strategies for the subbasin.

Informed by this study, San Mateo County has begun to participate in the CASGEM program. CASGEM is a groundwater elevation monitoring program that was developed by DWR per the requirements of SBx7-6. The objective of CASGEM is to establish a permanent, locally managed program of regular groundwater monitoring to track seasonal and long-term trends in groundwater elevations. The County of San Mateo Office of Sustainability provided initial notification to DWR of its intent to become the CASGEM Monitoring Entity for the subbasin in 2019. A CASGEM Monitoring Plan including a monitoring network of approximately ten wells throughout the subbasin was developed and submitted in 2020, and an update to the Monitoring Plan was prepared in April 2025, which included a monitoring network of nine wells. Compliance with CASGEM is an important first step in setting the subbasin up for long-term sustainable management and funding. 12 The groundwater production value stated above excludes the City which did not start pumping from its reactivated Gloria Way Well in 2018.
198
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-12 EKI Environment & Water, Inc.

There has also been widespread agreement among the overlying cities, water suppliers and other interested parties that cooperative, sustainable groundwater management of the entire subbasin is needed. Several entities, including the City, 13 have passed resolutions in support of sustainable groundwater management where they state their commitment to: (1) working with other agencies and organizations to better understand the hydrology and geology of the San Francisquito Creek area; and (2) the sustainable management of local groundwater, including conjunctive water management and aggressive conservation, to protect its quality and ensure its availability during droughts and emergency situations.

The subbasin is currently not managed pursuant to any groundwater management plan (GWMP).

However, the City adopted its own GWMP in 2015. The City’s GWMP addresses groundwater conditions within the jurisdictional boundary of the City in the southeastern portion of the subbasin (Todd Engineers, 2015). The City GWMP was prepared in accordance with AB 3030 and the amendments to AB 3030 provided by SB 1938 and AB 359.

In addition, BAWSCA initiated work with San Mateo County and its member agencies to form the Groundwater Reliability Partnership (GRP) in 2015. The main focus of the GRP was to provide information regarding SGMA and other locally relevant groundwater management efforts to the BAWSCA member agencies and other interested parties. The GRP has not been active since 2018.

6.2.3 Historical Groundwater Use
As discussed above, the City has used groundwater as a potable water source minimally between 2021 and 2024 to help meet demands (Table 6-2). However, groundwater is anticipated to be a larger part of the City’s future water supply portfolio.

Table 6-2 Groundwater Volume Pumped (DWR Table 6-1)
☐ Checked box indicates the Supplier does not pump groundwater.

Proceed to the next table.
☐ Checked box indicates that all or part of the groundwater described below is desalinated. (OPTIONAL)
Groundwater
Type
Water Type
(OPTIONAL)
Location or
Basin Name 2021 2022 2023 2024 2025
Alluvial Basin Potable
San Mateo
Plain Subbasin
of the Santa
Clara Valley
Basin
(DWR 2-9.03)

3.9 4.1 4.4 0.4 0.0
Total 3.9 4.1 4.4 0.4 0.0
NOTES:

Volumes are in units of MG. 13 Resolution No. 4542, Resolution in Support of Sustainable Groundwater Management in the San Francisquito Creek Area, September 2, 2014.
199
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-13 EKI Environment & Water, Inc.

6.2.4 Projected Future Groundwater Use
The City has plans over the next five years to repair and upgrade the Gloria Way Well site to bring production rates up to 150 gpm approximately seven hours per day, two days a week, for a total projected annual production of approximately 7 MG.

Currently the City plans to utilize the Pad D well (if constructed) as a standby source, pursuant to CCR Title 22 Section 64414. However, as discussed in Section 7, significant shortages are currently being projected on the SFPUC RWS supplies. In the event that shortages of that magnitude occur, the City could update permitting of the Pad D well and system to use it as a standard potable water source to supplement dry year supplies.

6.3 Surface Water
Water that is self-supplied to agencies from streams, lakes and reservoirs is considered a surface water supply. Although the City’s potable water supply is originally derived from surface water, it is categorized as “purchased” water since the water is obtained from the SFPUC RWS. The City does not currently, nor does it plan to in the future, use self-supplied surface water as part of its water supply portfolio.

6.4 Stormwater
The City does not currently, nor does it plan to in the future, use diverted stormwater as part of its water supply portfolio.
200
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-14 EKI Environment & Water, Inc.

6.5 Wastewater and Recycled Water
Recycling water involves treating wastewater to an acceptable level such that it can be reused for irrigation, cooling, and other non-potable applications. A key benefit of water recycling is its potential to offset the use of potable supplies. The regulatory requirements for recycled water are defined in the CCR Title 22, Article 3 (Title 22) and vary for different uses (e.g., irrigation for food crops, landscape, and recreation).

The City does not utilize recycled water, nor does it currently have plans to use recycled water within its service area. The sections below describe wastewater collection and treatment for the City’s service area.

6.5.1 Coordination
Wastewater within the City is collected by EPASD and WBSD. The City’s wastewater is treated at either the City of Palo Alto’s Regional Water Quality Control Plant (RWQCP) or the Silicon Valley Clean Water (SVCW) treatment facility. Both treatment facilities treat a portion of their flow to tertiary-treated recycled water standards, with the remaining flow being discharged into the San Francisco Bay.

The City coordinates with these entities and adjacent municipalities on the potential options for recycled water within the City’s service area.
 CWC §10633 The plan shall provide, to the extent available, information on recycled water and its potential for use as a water source in the service area of the urban water supplier. The preparation of the plan shall be coordinated with local water, wastewater, groundwater, and planning agencies that operate within the supplier’s service area, and shall include all of the following:
(a) A description of the wastewater collection and treatment systems in the supplier’s service area, including a quantification of the amount of wastewater collected and treated and the methods of wastewater disposal. (b) A description of the quantity of treated wastewater that meets recycled water standards, is being discharged, and is otherwise available for use in a recycled water project. (c) A description of the recycled water currently being used in the supplier’s service area, including, but not limited to, the type, place, and quantity of use.
(d) A description and quantification of the potential uses of recycled water, including, but not limited to, agricultural irrigation, landscape irrigation, wildlife habitat enhancement, wetlands, industrial reuse, groundwater recharge, indirect potable reuse, and other appropriate uses, and a determination with regard to the technical and economic feasibility of serving those uses. (e) The projected use of recycled water within the supplier’s service area at the end of 5, 10, 15, and 20 years, and a description of the actual use of recycled water in comparison to uses previously projected pursuant to this subdivision.
(f) A description of actions, including financial incentives, which may be taken to encourage the use of recycled water, and the projected results of these actions in terms of acre-feet of recycled water used per year. (g) A plan for optimizing the use of recycled water in the supplier’s service area, including actions to facilitate the installation of dual distribution systems, to promote recirculating uses, to facilitate the increased use of treated wastewater that meets recycled water standards, and to overcome any obstacles to achieving that increased use. 201
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-15 EKI Environment & Water, Inc.

6.5.2 Wastewater Collection, Treatment, and Disposal
Wastewater in the City’s service area is collected by two wastewater agencies: EPASD and WBSD. The collection, treatment, and disposal of the City’s wastewater is described for each of these agencies in the following sections. The volume of wastewater collected from the City’s service area in 2025 was approximately 441 MG, see Table 6-3. No wastewater is treated or disposed of within the City’s service area (see Table 6-4).

6.5.2.1 East Palo Alto Sanitary District
The EPASD, a subsidiary of the City, serves portions of the City and the City of Menlo Park through a collection system comprised of approximately 35 miles of gravity sewer mains, ranging from 6-inch diameter to 24-inch diameter pipe. The EPASD discharges all collected wastewater to the City of Palo Alto’s RWQCP. The EPASD has an annual average treatment capacity allotment from the RWQCP of 3.06 MGD, or 7.64% of the plant’s total treatment capacity. The RWQCP has a dry-weather capacity of 39 MGD and a wet-weather capacity of 80 MGD. The EPASD collected approximately 394 MG of wastewater from the City’s service area in 2025 (Table 6-3).

6.5.2.2 West Bay Sanitary District
The WBSD serves customers within the northern portion of the City, as well as other customers within the cities of Menlo Park, Atherton, Portola Valley, and Woodside, and unincorporated San Mateo and Santa Clara Counties. The WBSD collection system conveys wastewater to the Menlo Park Pumping Station, where it is then transported to SVCW facilities in Redwood City for treatment and discharge to the San Francisco Bay. The WBSD collected approximately 47 MG of wastewater from the City’s service area in 2025 (Table 6-3).

The SVCW wastewater treatment plant (WWTP) is jointly owned and operated by WBSD and the Cities of Redwood City, Belmont, and San Carlos as a joint powers authority. The treatment processes at the SVCW WWTP involve the following: primary sedimentation, dual secondary treatment with fixed film reactors and activated sludge, filtration, disinfection using sodium hypochlorite, and dechlorination with sodium bisulfide. Discharge of the advanced secondarily-treated effluent is permitted by the San Francisco Regional Water Quality Control Board.

Since 2000, the SVCW WWTP has produced tertiary-treated, unrestricted use recycled water under Title 22 for reuse in Redwood City. Approximately 623 AFY was reused in Redwood City in 2025. Redwood City has completed construction on Phase I of its recycled water distribution system with Phase II currently underway, which will supply the initial phases of the recycled water project, up to 2,000 AFY, while providing the flexibility to deliver up to 3,238 AFY (or 907 MG per year) in the future to Redwood City as well as to neighboring communities (Redwood City, 2026).  CWC §10633 (a) A description of the wastewater collection and treatment systems in the supplier’s service area, including a quantification of the amount of wastewater collected and treated and the methods of wastewater disposal. (b) A description of the quantity of treated wastewater that meets recycled water standards, is being discharged, and is otherwise available for use in a recycled water project. 202
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-16 EKI Environment & Water, Inc.

Table 6-3 Wastewater Collected Within Service Area in 2025 (DWR Table 6-2) ☐ Checked box indicates there is no wastewater collection system.

Proceed to the next table.

Percentage of 2025 service area served by wastewater collection system (OPTIONAL)
Percentage of 2025 service area population served by wastewater collection system (OPTIONAL)
Wastewater Collection Recipient of Collected Wastewater Name of Wastewater
Collection Agency
Wastewater
Volume
Metered or
Estimated?
(OPTIONAL)
Volume of
Wastewater
Collected
from UWMP
Service Area
2025 (a)
Name of Wastewater
Treatment Plant (WWTP)
and Place ID Number
Is WWTP
Located
Within
UWMP Area?
East Palo Alto Sanitary
District Metered 394 Palo Alto Regional WQCP, Place ID 247457 No West Bay Sanitary
District Estimated 47
Redwood City Recycled
Water (Silicon Valley Clean
Water), Place ID 255832
No
Total Wastewater Received from
UWMP Service Area in 2025: 441
NOTES:
(a) Volumes are in units of MG. The volume of wastewater collected by EPASD is per meter reads, whereas the wastewater flow collected by the WBSD was estimated assuming the same proportion (11%) of total collection as in the 2020 UWMP.

203
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-17 EKI Environment & Water, Inc.

Table 6-4 Wastewater Treatment and Outcomes Within UWMP Service Area in 2025 (DWR Table 6-3) ☒ Checked box indicates no wastewater is treated or disposed of within the UWMP service area.

Proceed to the next table. Wastewater Treatment Plant Name and Place ID Number Does This Plant Treat Wastewater Generated Outside the UWMP Service Area? (OPTIONAL) 2025 Volume of Wastewater Received from UWMP Service Area (as Reported in DWR Table 6-2) Total 2025 Volume of Water Treated
2025 Outcomes of Treated Wastewater
Water Recycled
Within UWMP
Service Area
Water Recycled
Outside of UWMP
Service Area
Effluent Discharge
that is not a
Permitted
Recycled Water
Use
Required
Discharge for
Instream Flow
Delivered to Another
Entity for Additional
Treatment Treat- ment Level Volume
Treat- ment Level VolumeTreat- ment Level VolumeTreat- ment Level Volume Treat- ment Level Volume Name of other entity
Total
204
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-18 EKI Environment & Water, Inc.

6.5.3 Current and Projected Uses of Recycled Water
Currently there is no recycled water use within the City’s service area and the City does not have any plans to use recycled water in the future (Table 6-5). However, as discussed in Section 4.5.2, the City has recently evaluated potential opportunities to use recycled water use within the City in the City’s 2023 Water System Master Plan Update (EKI, 2023). The analysis identified the top users from schools and parks with large irrigated areas as potential sites. The total anticipated demand for irrigating these sites is estimated to be approximately 22 MG per year; however, additional study is required to assess the feasibility and economics of supplying recycled water to the identified potential users.  CWC §10633 (c-g) (c) A description of the recycled water currently being used in the supplier’s service area, including, but not limited to, the type, place, and quantity of use.
(d) A description and quantification of the potential uses of recycled water, including, but not limited to, agricultural irrigation, landscape irrigation, wildlife habitat enhancement, wetlands, industrial reuse, groundwater recharge, indirect potable reuse, and other appropriate uses, and a determination with regard to the technical and economic feasibility of serving those uses. (e) The projected use of recycled water within the supplier’s service area at the end of 5, 10, 15, and 20 years and a description of the actual use of recycled water in comparison to uses previously projected pursuant to this subdivision.
(f) A description of actions, including financial incentives, which may be taken to encourage the use of recycled water, and the projected results of these actions in terms of acre-feet of recycled water used per year. (g) A plan for optimizing the use of recycled water in the supplier’s service area, including actions to facilitate the installation of dual distribution systems, to promote recirculating uses, to facilitate the increased use of treated wastewater that meets recycled water standards, and to overcome any obstacles to achieving that increased use. 205
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-19 EKI Environment & Water, Inc.

Table 6-5 Recycled Water Direct Beneficial Uses Within Service Area (DWR Table 6-4) ☒ Checked box indicates recycled water is not used and is not planned for use within the service area of the supplier. The supplier will only complete the column on "Potential Recycled Water Use" and submit an accompanying narrative on the feasibility of that potential recycled water use.

Name(s) of Facility/ies Producing (Treating) the Recycled Water (OPTIONAL):

Name of Supplier Operating the Recycled Water Distribution System (OPTIONAL):

Supplemental Water Added in 2025 (volume). Include units (OPTIONAL):

Source of 2025 Supplemental Water (OPTIONAL):

Use Type
Water Type
(after treatment if
treated)
(OPTIONAL)
Additional
Information
(as needed) 2025 2030 2035 2040 2045
2050
(opt)
Potential Recycled
Water Use
Volume
Narrative
page
number
(OPTIONAL)
Total 0 0 0 0 0 0 0
206
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-20 EKI Environment & Water, Inc.

6.5.4 Comparison of Previously Projected Use and Actual Use The 2020 UWMP projected no use of recycled water. The City does not currently use recycled water and therefore, has met the previous projections (Table 6-6Table 6-6).

Table 6-6 2020 UWMP Recycled Water Use Projection Compared to 2025 Actual (DWR Table 6-5) ☒ Checked box indicates recycled water was not used in 2025 nor previously projected for use in 2020.

Proceed to the next table.

Use Type
2020 Projection for
2025 (a) 2025 Actual Use (a)
Total 0 0

6.5.5 Actions to Encourage and Optimize Future Recycled Water Use Currently there are no financial or other incentives to the City’s customers to encourage use of recycled water, as recycled water is not available within the City’s service area (Table 6-7). If and when recycled water becomes available within the City’s service area in the future, appropriate financial incentives would be considered to encourage recycled water use.

Table 6-7 Methods to Encourage Future Recycled Water Use (DWR Table 6-6) ☒ Checked box indicates that Supplier does not plan to expand recycled water use in the future. Supplier will not complete the table below but will provide narrative explanation.
6-20 Provide page location of narrative in UWMP
Name of Action Description
Planned
Implementation
Year
Expected
Increase in
Recycled Water
Use (a)
Total

6.6 Desalinated Water Opportunities
Opportunities to develop desalinated water supplies from ocean water, brackish surface, and brackish groundwater are being investigated by the BAWSCA as part of its Strategy 2050 (see Section 7.3.4.1).

According to BAWSCA, there are high costs and intensive permitting requirements associated with desalination. However, it does potentially provide a substantial yield given the limited options for generating significant new water supplies for the region.

The City does not anticipate opportunities for development of desalinated water supplies within the planning horizon of this UWMP and this water supply is not being considered.  CWC §10631(g) A plan shall be adopted in accordance with this chapter and shall do all of the following:

Describe the opportunities for development of desalinated water, including, but not limited to, ocean water, brackish water, and groundwater, as a long-term supply. 207
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-21 EKI Environment & Water, Inc.

6.7 Water Exchanges and Transfers

6.7.1 Exchanges and Transfers
There are potential transfer and exchange opportunities within and outside of the SFPUC RWS. As described in Section 6.1.2, the City purchased 1.0 MGD of ISG from the City of Mountain View in 2017 and the City of Palo Alto transferred 0.5 MGD their ISG to the City in 2018, respectively. The City does not presently anticipate the need for additional water right transfers during normal year conditions.

However, should that condition change in the future, it is possible that the City could purchase water from another agency or entity either within or outside of the SFPUC RWS. For example, as part of a recent 2022 agreement with the City of Mountain View, the City agreed to a Supply Guarantee transfer that includes a Minimum Purchase transfer of 1 MGD (in 0.25 MGD increments) in return for receiving right of first refusal on any drought transfers pursued by the City of Mountain View (Mountain View and East Palo Alto, 2022).

Within the SFPUC RWS, it is possible to transfer water entitlements and/or banked water among agencies.

For example, the Water Shortage Allocation Plan (WSAP) adopted by all BAWSCA agencies and the SFPUC provides the basis for voluntary transfers of water among BAWSCA agencies during periods when mandatory rationing is in effect on the SFPUC RWS (see Section 7.1.1). Some BAWSCA agencies have the capacity to rely on groundwater or other sources during dry years and thus may be willing to transfer at an agreed upon cost a portion of their wholesale water entitlement to other BAWSCA agencies in need of supply above their allocations.

Securing water from willing sellers outside the SFPUC RWS is a more complex process than transfers within the RWS, which requires both a contract with the seller agency and approval by the SFPUC. BAWSCA has the authority to plan for and acquire supplemental water supplies and continues to evaluate the feasibility of water transfers as part of its implementation of the Strategy (see Section 7.3.4.1).

6.7.2 Emergency Interties
As discussed in Section 3.5.1, metered interties exist between three other water systems: two, one-way interties with PAPMWC and O’Connor Tract Water, and one intertie with the City of Menlo Park.14 The City re-established an emergency one-way intertie with the City of Palo Alto previously and is exploring the option of constructing a two-way intertie in the future. Interties are not considered part of the City’s normal supply portfolio. 14 The City has seven additional interties with Menlo Park, however they are unmetered and currently valved off.  CWC §10631
(c) Describe the opportunities for exchanges or transfers of water on a short-term or long-term basis. 208
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-22 EKI Environment & Water, Inc.

6.8 Future Water Projects
This section lists the water supply projects that may be undertaken by both the City’s wholesaler water supplier (i.e., SFPUC) and the City.

6.8.1 SFPUC Water Supply Projects
The City’s wholesaler water supplier SFPUC has been implementing its Water System Improvement Plan (WSIP) since it was adopted in 2008. The WSIP includes several water supply projects to address the Level of Service (LOS) Goals and Objective established in the WSIP and updated in November 2023. SFPUC has also developed an Alternative Water Supply Program (AWSP) to explore other projects that would increase overall water supply resiliency. These programs and future water supply projects are described in Section 7.3.4. 6.8.2 Groundwater
The City recently completed design documents for the Pad D well, which is currently planned as a standby source. However, the Pad D well, if constructed, could also be used as part of dry year supplies in the case of major restrictions on the SFPUC system. This would require permitting the Pad D system as a standard potable water source; however, the City does not plan to use Pad D during normal year water supply conditions.

Given the current uncertainties, as shown in Table 6-8, no projects have been identified that would be anticipated to result in a quantifiable increase to the City’s water supply.  CWC §10631
(f) Include a description of all water supply projects and water supply programs that may be undertaken by the urban water supplier to meet the total projected water use, as established pursuant to subdivision (a) of Section 10635. The urban water supplier shall include a detailed description of expected future projects and programs that the urban water supplier may implement to increase the amount of the water supply available to the urban water supplier in normal and single-dry water years and for a period of drought lasting five consecutive water years. The description shall identify specific projects and include a description of the increase in water supply that is expected to be available from each project. The description shall include an estimate with regard to the implementation timeline for each project or program.
209
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-23 EKI Environment & Water, Inc.

Table 6-8 Expected Future Water Supply Projects or Programs (DWR Table 6-7) ☒ No expected future water supply projects or programs that provide a quantifiable increase to the agency's water supply.

Supplier will not complete the table below.
☐ Some or all of the supplier's future water supply projects or programs are not compatible with this table and are described in a narrative format.
6-22 Provide page location of narrative in the UWMP. Name of Future Projects or
Programs
Joint Project with other
suppliers?
Additional
Description
(as needed)
Water Type
(after treatment
if treated)
(OPTIONAL)
Planned
Implementation Year
Planned
for Use in
Year Type
Expected
Increase in
Water
Supply to
Yes/no Supplier (a)
If Yes, Supplier
Name
210
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-24 EKI Environment & Water, Inc.

6.9 Summary of Existing and Planned Sources of Water
The City’s purchases potable water from the SFPUC RWS to meet a majority of the water demands within the City’s service area. In 2025, the City received approximately 629 MG from the SFPUC RWS (Table 6-9) Reasonably available water supplies from the SFPUC RWS through 2050 are projected to be equivalent to the City’s projected demand, and the total entitlement of supply is equal to the City’s ISG of 1,264 MG.

The City’s ISG is the City’s contractual entitlement to SFPUC wholesale water, which survives in perpetuity.

As discussed in Section 6.2.4, the City has planned improvements for the Gloria Way Well to increase production rates up to 7 MG within the next five years. For purposes of this UWMP, it is assumed that 7 MG of groundwater supply will be available to meet City demands by 2030.

The City’s total water supply projections are shown in Table 6-10 in five-year increments through 2050.

Table 6-9 Water Supplies – 2025 Actual (DWR Table 6-8)
Water Supply
Additional Description
(as needed)
2025
Water Type
(after treatment if
treated)
(OPTIONAL)
Actual
Volume (a)
Total
Entitlement
(OPTIONAL)
(a)
Purchased or
Imported Water SFPUC RWS Potable 629 1,264
Total 629 1,264
NOTES:
(a) Volumes are in units of MG.
(b) The City has an ISG of 3.46 MGD, or approximately 1,264 MG per year. 211
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-25 EKI Environment & Water, Inc.

Table 6-10 Water Supplies – Projected (DWR Table 6-9)
Water Supply Projected Water Supply
Water Supply Additional Detail on Water Supply
Water Type
(after treatment if treated)
(OPTIONAL) 2030 2035 2040 2045 2050 (opt)
Reasonably Available Volume (a) Total Entitlement
(OPTIONAL)
Reasonably Available Volume (a) Total Entitlement
(OPTIONAL)
Reasonably Available Volume (a) Total Entitlement
(OPTIONAL)
Reasonably Available Volume (a) Total Entitlement
(OPTIONAL)
Reasonably Available Volume (a) Total Entitlement
(OPTIONAL)
Purchased or
Imported
Water
SFPUC
RWS (b) Potable 669 1,264 685 1,264 696 1,264 704 1,264 713 1,264 Groundwater
(not
desalinated)
Gloria
Way Well Potable 7 -- 7 -- 7 -- 7 -- 7 --
Total 676 1,264 692 1,264 703 1,264 711 1,264 720 1,264 NOTES: (a) Volumes are in units of MG. (b) The reasonably available supply volume is equal to the City’s projected SFPUC purchases. For all years, the total SFPUC purchase volume is within the ISG of 1,264 MG. 212
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-26 EKI Environment & Water, Inc.

6.10 Special Conditions
Special conditions including climate change effects, regulatory conditions and project development, and other locally applicable criteria may affect supply availability, as described in the following subsections.

6.10.1 Climate Change Effects
Information regarding the impacts of climate change on the SFPUC RWS supply was provided by BAWSCA in coordination with SFPUC and is provided below:

Climate change has become an important factor in water resources planning in California and is frequently considered in urban water management planning, although the extent and precise effects of climate change remain uncertain. Increasing concentrations of greenhouse gases have caused and will likely continue to cause a rise in temperatures around the world, which will result in a wide range of changes in climate patterns. Moreover, observational data show that a warming trend occurred during the latter part of the 20th century, the first quarter of the 21st century, and will likely continue through the end of the 21st century. Numerous studies have been conducted to determine the potential impacts of climate change on water resources. These climate change impacts are likely to affect both the Tuolumne River watershed and local watersheds in the Bay Area and include the following:  Reductions in the average Sierra Nevada annual snowpack due to a rise in the snowline elevation and a shallower snowpack at lower elevations, and a shift in snowmelt runoff to earlier in the year;  Changes in the timing, annual average, intensity, and variability of precipitation, and an increased amount of precipitation falling as rain instead of as snow;  Long-term changes in watershed vegetation and increased incidence of wildfires that could affect water quality and quantity;  Sea level rise and an increase in saltwater intrusion;  Increase in water temperatures with accompanying potential adverse effects on some fisheries and water quality;  Increases in evaporation and concomitant increase in irrigation need; and  Changes in urban and agricultural water demand.

SFPUC continues to study the effect of climate change on the RWS. These works are summarized below.

SFPUC Climate Change Studies
The SFPUC views assessment of the effects of climate change as an ongoing need that requires regular updating to reflect improvements in climate science, atmospheric/ocean modeling, observations, and human response to the threat of greenhouse gas emissions. Climate change research by the SFPUC began in 2009 and continues to be refined.

The SFPUC partnered with The Water Research Foundation to develop the Long-Term Vulnerability Assessment (LTVA) of the RWS. The study was conducted by the University of Massachusetts Amherst Hydrosystems Research Group with input from National Center for Atmospheric Research, other climate scientists, and Deltares. The goal of the LTVA is to help quantitatively and qualitatively assess to what extent climate change will be a threat to the RWS in comparison to, or in combination with, 213
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-27 EKI Environment & Water, Inc.
other external drivers of change over the next 50 years (2020-2070). The LTVA assessed the potential effects of climate change on RWS water supply using a wide range of plausible increases in temperature and changes in precipitation to address the wide uncertainty in climate projections over the planning horizon. There are many uncertain factors, such as climate change, changing regulations, water quality, growth, and economic cycles, which may create vulnerabilities for the RWS’s ability to meet Levels of Service. The uncertainties associated with the degree to which these factors will occur and how much risk they present to the water system are difficult to predict but were considered in this study. To address this planning challenge, the LTVA used a vulnerability-based planning approach to explore a range of future conditions to identify vulnerabilities, and to assess the risks associated with these vulnerabilities, which could lead to developing an adaptation plan that is flexible and robust to a wide range of future outcomes. The LTVA was completed in 2021, and the University of Massachusetts Amherst and The Water Research Foundation amended it in 2024.

The key findings of the LTVA are:   Climate change exacerbates impacts from other external drivers of change and is not the single most important driver of vulnerability for the RWS;  The RWS at a baseline demand of 227 MGD is resilient to changes in climate and other external drivers;  The RWS water supply performance declines with reductions in mean precipitation but is mostly insensitive to increases in temperature;  The RWS is more vulnerable to changes in demand and instream flow requirements than changes in mean annual temperature and precipitation; and  The RWS is vulnerable to changes to mean climate when demand or regulatory instream flow requirements increase.

Further results and conclusions from the LTVA and its amendment are provided below:   According to climate projections and expert elicitations, there is a central tendency of warming of +2°C and +4°C by 2040 and 2070 (RCP 8.5), respectively, with no clear direction of change in mean annual precipitation over the planning horizon;   In the upcountry region, by 2040, most projections and elicitations of warming estimate between +1°C and +4°C, and precipitation changes range between -5% and +5%, compared to historical baseline; and by 2070, estimates of warming range between +3°C and +6°C, and precipitation changes range between -15% and +15% (RCP8.5);  Changes in hydrology due to climate change affect the RWS’s ability to meet water supply targets. At 227 MGD baseline demand, the RWS can sustain up to +4°C and -5% precipitation change before failing to meet targets for delivery reliability, frequency of 20% rationing, storage reliability, and duration of rationing;  Precipitation change is an important driver for RWS performance. A decrease of 10% or more will cause RWS water supply targets to be missed. The climate projections and expert elicitations show that such a change in precipitation is possible by 2040, although unlikely.

The likelihood of this change increases toward 2070;  The RWS shows minor sensitivity to temperature change for the metrics evaluated in this study. Most metrics stay above target under warming conditions. However, warming conditions often magnify the loss in system performance if precipitation or demand change; 214
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-28 EKI Environment & Water, Inc.
 Demand change appears to be a major driver of future RWS performance. An increase in demand by 15% (265 MGD) will lead to failure to meet rationing frequency targets under current climate conditions. At 265 MGD demand, the rationing frequency targets would be met if there is an increase in precipitation of 10%. If demand increases by 30%, the rationing target cannot be met even when precipitation increases by 40%, which is believed plausible but unlikely over the planning horizon;  The RWS is particularly vulnerable to the state-amended new instream flow requirements below Don Pedro Dam, which represents a huge reduction in water available. Under all demand and climate scenarios the system reliability, defined as frequency of years without rationing, remains below 5%; and  The RWS is also vulnerable to the draft Tuolumne voluntary agreement new instream flow requirements below Don Pedro Dam, which represents a large reduction in water available, although significantly less than for the state-amended new instream flow releases. The implementation of the draft Tuolumne voluntary agreement under current climate and demand conditions would reduce the system reliability to 75%, which corresponds to the effects of a reduction in average rainfall by 20% under the current Federal Energy Regulatory Commission agreement.

6.10.2 Regulatory Conditions and Project Development
Emerging regulatory conditions (e.g., issues surrounding the Bay-Delta Plan Amendment) may affect planned future projects and the characterization of future water supply availability and analysis.

A detailed description of the potential impacts of Bay-Delta Plan implementation on RWS supply reliability is included in Section 7.1.

The City currently does not have any plans to develop new supply sources. If the City does move forward with any plans to develop supply projects, emerging regulatory conditions will be considered, and the associated water supply reliability impacts will be assessed in future UWMP updates.

6.10.3 Other Locally Applicable Criteria
Other locally applicable criteria may affect characterization and availability of an identified water supply (e.g., changes in regional water transfer rules may alter the availability of a water supply that had historically been readily available). Reliability of the RWS supply is further discussed in Section 7.1. If the City moves forward with any plans to develop supply projects, locally applicable criteria will be considered, and the associated water supply reliability impacts will be assessed in future UWMP updates. 215
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-29 EKI Environment & Water, Inc.

6.11 Energy Intensity
The City used the “Total Utility Approach” defined by DWR in the UWMP Guidebook 2025 to report water-related energy consumption. FY 2025 is selected as the one-year reporting period. During FY 2025 no energy was used to operate the City’s distribution system because the City relies on system pressure from the SFPUC RWS to convey water throughout the City’s distribution system. Additionally, the City’s Gloria Way Well did not provide any supply during FY 25; therefore, no energy used in operating the Gloria Way Well is reported herein. The total volume of water entering the system was 629 MG; however, energy intensity was not calculated (Table 6-11).
 CWC §10631.2
(a) In addition to the requirements of Section 10631, an urban water management plan shall include any of the following information that the urban water supplier can readily obtain:
(1) An estimate of the amount of energy used to extract or divert water supplies. (2) An estimate of the amount of energy used to convey water supplies to the water treatment plants or distribution systems.
(3) An estimate of the amount of energy used to treat water supplies. (4) An estimate of the amount of energy used to distribute water supplies through its distribution systems. (5) An estimate of the amount of energy used for treated water supplies in comparison to the amount used for nontreated water supplies.
(6) An estimate of the amount of energy used to place water into or withdraw from storage. (7) Any other energy-related information the urban water supplier deems appropriate. (b) The department shall include in its guidance for the preparation of urban water management plans a methodology for the voluntary calculation or estimation of the energy intensity of urban water systems. The department may consider studies and calculations conducted by the Public Utilities Commission in developing the methodology.
(c) The Legislature finds and declares that energy use is only one factor in water supply planning and shall not be considered independently of other factors.
216
Section 6 2025 Urban Water Management Plan
Water Supply Characterization City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
6-30 EKI Environment & Water, Inc.

Table 6-11 Recommended Energy Reporting: Single Delivery Product, Total Utility Approach (DWR Table O-1B) Water Delivery Product Retail Potable
Deliveries
Only for Water Delivery Products Under the
Urban Water Supplier’s Operational Control
Start Date of Reporting Period 7/1/2024
Sum of All Water
Management Processes
Non-Consequential
Hydropower End Date of Reporting Period 6/30/2025
Is upstream embedded energy in the values reported? No
Units of Measure for Water MG Total Utility Hydropower Net Utility Volume of Water Entering Process 629 0 629
Energy Consumed (kWh) 0 0 0
Energy Intensity (kWh/vol. converted to MG) 0 0 0
Quantity of Self-Generated Renewable Energy
0 kWh
Data Quality (Estimate, Metered Data, Combination of Estimates and Metered Data) Metered
Data Quality Narrative:

Narrative:

No energy was used to operate the City’s distribution system because the City relies on system pressure from the SFPUC RWS to convey water throughout the City distribution system. Additionally, no supply from the Gloria Way Well was produced during FY 25; therefore, no energy used in operating the Gloria Way Well is reported herein.
217
Section 7 2025 Urban Water Management Plan
Water Supply Reliability Assessment City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
7-1 EKI Environment & Water, Inc.
7 WATER SUPPLY RELIABILITY ASSESSMENT
This section assesses the reliability of the City’s water supplies, with a specific focus on potential constraints, including purchased water supply availability, water quality, and climate change. The intent of this section is to identify any potential constraints that could affect the reliability of the City’s supply during normal, single dry-year, and multiple dry-year hydrologic conditions.

The City purchases most of its potable water supply from the SFPUC RWS. The reliability of the SFPUC RWS is anticipated to vary greatly in different year types. The City has relied on the supply reliability estimates provided by the SFPUC for the RWS and the drought allocation structure provided by SFPUC and BAWSCA to estimate available RWS supplies in dry year types through 2050. In addition to the longterm reliability assessment, this section also presents a Drought Risk Assessment to evaluate the City’s supply risks under a severe drought period lasting for the next five consecutive years (i.e., through 2030).

The City also owns and operates one groundwater well that will be used to supplement the water supply from the SFPUC RWS. Groundwater is assumed to be 100% reliable and not subject to the reliability issues discussed herein.

7.1 Constraints on Water Sources
The following sections provide a summary of potential constraints on future water supply availability, water quality, and climate change.

7.1.1 Supply Availability
Detailed information is provided below regarding factors that impact the SFPUC RWS supply and the City’s groundwater supply.

7.1.1.1 Purchased Water
The SFPUC has identified potential constraints on its water supplies. This section summarizes the availability of water supplies from the SFPUC RWC, including (1) key uncertainties that may affect those supplies, (2) the system’s level of service goals and capital improvements that underpin supply reliability,  CWC §10631
(b)(1) A detailed discussion of anticipated supply availability under a normal water year, single dry year, and droughts lasting at least five years, as well as more frequent and severe periods of drought, as described in the drought risk assessment. For each source of water supply, consider any information pertinent to the reliability analysis conducted pursuant to Section 10635, including changes in supply due to climate change.  CWC §10634
The plan shall include information, to the extent practicable, relating to the quality of existing sources of water available to the supplier over the same five-year increments as described in subdivision (a) of Section 10631, and the manner in which water quality affects water management strategies and supply reliability.  CWC §10635
(b)(2) A determination of the reliability of each source of supply under a variety of water shortage conditions. This may include a determination that a particular source of water supply is fully reliable under most, if not all, conditions.
(b)(4) Considerations of the historical drought hydrology, plausible changes on projected supplies and demands under climate change conditions, anticipated regulatory changes, and other locally applicable criteria. 218
Section 7 2025 Urban Water Management Plan
Water Supply Reliability Assessment City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
7-2 EKI Environment & Water, Inc.
as well as (3) the allocation methodologies applied during shortage conditions. The source for the information is the common language provided by the SFPUC and BAWSCA (see Appendix D).

The 2018 adoption of the Bay-Delta Plan Amendment may significantly impact the supply available from the RWS. The SFPUC recognizes that the Bay-Delta Plan Amendment has been adopted and that, given that it is now state law, the SFPUC must plan for a future in which it is fully implemented. The SFPUC also acknowledges that the plan is not self-implementing and therefore does not automatically go into effect. Similarly, there is active litigation at the appellate level regarding the Bay-Delta Plan Amendment. The SFPUC is also pursuing a voluntary agreement, known as the Healthy Rivers and Landscapes Program (HRL). The HRL is currently undergoing evaluation at the SWRCB. In fall of 2025, the SWRCB released a Scientific Basis Report evaluating the biological benefits of the Tuolumne River component of the HRL. The next step is for SWRCB to finalize this report including scientific peer review. At the same time, the SWRCB is undergoing CEQA evaluation of the Tuolumne HRL. No timeline has been provided for when the HRL will be considered for adoption by the SWRCB.

There are additional factors that could affect the availability of water supply regarding the SWRCB curtailments and agreements with Turlock and Modesto Irrigation Districts (Irrigation Districts) pertaining to instream flow obligations on the Tuolumne River. The following describes these and how they were incorporated into the water supply reliability analysis.  During the last two drought periods, 2013-2016 and 2021-2023, the SWRCB implemented curtailments through emergency regulations and curtailment orders that attempted to limit diversions from Central Valley watersheds including the Tuolumne River at certain times. Due to the uncertain legality of the SWRCB’s curtailment actions as well as the uncertainties regarding any potential future curtailment actions against San Francisco, the SFPUC’s RWS supply reliability analyses do not assume curtailments are in effect.  Through a 1966 agreement with the Irrigation Districts, who are more senior downstream appropriative water rights holders on the Tuolumne River, San Francisco may become responsible for up to approximately 51.7% of any flow releases the Federal Energy Regulatory Commission (FERC) may require through issuance of a new license for the Irrigation Districts’ Don Pedro Hydropower Project. The exact flow contribution for which San Francisco may become responsible is highly uncertain and may depend on multiple currently unknown factors, including an anticipated Endangered Species Act biological opinion from the National Marine Fisheries Service and a Clean Water Act section 401 water quality certification from the SWRCB. San Francisco’s potential responsibility for FERC-ordered flows may further depend on San Francisco’s ability to enter into a new or extended agreement with the Irrigation Districts to offset a portion of San Francisco’s flow contributions in exchange for payment. Due to the high levels of uncertainty surrounding the Irrigation Districts’ FERCrelicensing process, as well as the unknown timing for license issuance, the SFPUC’s RWS water supply reliability analyses do not assume additional water supply losses from any potential new FERC-ordered flow releases.  The simulation of the Bay-Delta Plan Amendment scenario assumes that a 1996 agreement between San Francisco and the Irrigation Districts (the Side Agreement), which allows San Francisco to pay the Irrigation Districts in lieu of contributing a portion of current FERCordered flow releases, remains in effect, and that the San Francisco share of flows in excess of and not covered by the Side Agreement is approximately 51.7%. These assumptions were made for the purpose of completing
219
Section 7 2025 Urban Water Management Plan
Water Supply Reliability Assessment City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
7-3 EKI Environment & Water, Inc.

Bay-Delta Plan Amendment Updates
In December 2018, the SWRCB adopted amendments to the Bay-Delta Plan to establish water quality objectives for the San Francisco Bay-Delta watershed. The SWRCB is required by law to regularly review this plan. The adopted Bay-Delta Plan Amendment was developed with the stated goal of increasing salmonid populations in three San Joaquin River tributaries (the Stanislaus, Merced, and Tuolumne Rivers) and the San Francisco Bay-Delta. The Bay-Delta Plan Amendment requires the release of 30-50% of the “unimpaired flow”15 on the three tributaries from February through June in every year type. In SFPUC modeling of the new flow standard, it is assumed that the required release is 40% of unimpaired flow.

If the Bay-Delta Plan Amendment is implemented, the SFPUC will be able to meet the projected water demands presented in this 2025 UWMP in normal years but is expected to experience supply shortages in single dry years or multiple dry years. Implementation of the Bay-Delta Plan Amendment could require rationing in all single dry years and multiple dry years.

Implementation of the Bay-Delta Plan Amendment remains uncertain for multiple reasons.  Over a dozen lawsuits have been filed in both state and federal courts challenging the SWRCB’s adoption of the Bay-Delta Plan Amendment, including a legal challenge filed by the federal government at the request of the U.S. Department of Interior, Bureau of Reclamation.

This litigation is currently at the appellate level; and  The Bay-Delta Plan Amendment is not self-implementing and does not automatically allocate responsibility for meeting its new flow requirements to San Francisco or any other water rights holders. Rather, the Bay-Delta Plan Amendment merely provides a regulatory framework for implementing water quality objectives, which must be accomplished by other regulatory and/or adjudicatory proceedings, such as a comprehensive water rights adjudication or, in the case of the Tuolumne River, may be implemented through the water quality certification process set forth in section 401 of the Clean Water Act as part of the Federal Energy Regulatory Commission’s licensing proceedings for the Don Pedro and La Grange hydroelectric projects. It is currently unclear when the license amendment process is expected to be completed. This process and the other regulatory and/or adjudicatory proceedings may face legal challenges and have lengthy timelines, and quite possibly could result in a different assignment of flow responsibility (and therefore a different water supply impact on the RWS).

In recognition of the obstacles to implementation of the Bay-Delta Plan Amendment, the SWRCB Resolution No. 2018-0059 adopting the Bay-Delta Plan Amendment directed staff to help complete a “Delta watershed-wide agreement, including potential flow measures for the Tuolumne River,” and to incorporate such agreements as an “alternative” for a future amendment to the Bay-Delta Plan to be presented to the SWRCB “as early as possible after December 1, 2019.” On March 26, 2019, the SFPUC adopted Resolution No. 19-0057 to support the SFPUC’s participation in the Voluntary Agreement negotiation process. To date, those negotiations are ongoing under the California Natural 15 "Unimpaired flow represents the natural water production of a river basin, unaltered by upstream diversions, storage, or by export or import of water to or from other watersheds." (Water Quality Control Plan for the San Francisco Bay/Sacramento-San Joaquin Delta Estuary (Dec. 12, 2018), p. 17, fn. 14, available at https://www.waterboards.ca.gov/plans_policies/docs/2018wqcp.pdf.) 220
Section 7 2025 Urban Water Management Plan
Water Supply Reliability Assessment City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
7-4 EKI Environment & Water, Inc.

Resources Agency and the leadership of the Newsom administration.16 On November 10, 2022, the SFPUC along with the Irrigation Districts signed a Memorandum of Understanding Advancing the Term Sheet for the Voluntary Agreements to Update and Implement the Bay-Delta Water Quality Control Plan and Other Actions. Voluntary Agreements are now referred to as the Agreements to Support Healthy Rivers and Landscapes and negotiations remain ongoing.

Water System Improvement Program and Level of Service Goals Initiated in 2008, SFPUC’s WSIP is a $4.8 billion, multi-year capital program to upgrade the RWS as well as the SFPUC’s local water system. The program is delivering capital improvements that enhance the SFPUC’s ability to provide reliable, affordable, high quality drinking water in an environmentally sustainable manner to its Retail and Wholesale Customers. The SFPUC structured WSIP to costeffectively meet water quality requirements, improve seismic and delivery reliability goals through the year 2030, and fulfill water supply objectives through the year 2018. The SFPUC completed the San Francisco portion of WSIP in October 2020. As of June 30, 2025, the regional portion of WSIP was

99.3% complete, having repaired, replaced, and seismically upgraded crucial portions of the RWS; only two regional projects remain in planning and construction, while 49 regional projects have been completed or are in close-out. The SFPUC forecasts that the overall WSIP will be completed in June 2032.

The SFPUC undertook the WSIP to ensure the ability of the RWS to meet LOS Goals and Objectives for water quality, seismic reliability, delivery reliability, and water supply. The Water Supply LOS goal, stated in the WSIP and adopted in 2008, is to meet customer water needs in non-drought and drought periods. The SFPUC amended and updated the LOS Goals and Objectives in November 2023. The SFPUC’s current LOS Goals and Objectives related to water supply include the following:  Meet an average annual water demand of 265 MGD from the SFPUC watersheds for Retail and Wholesale Customers during non-drought years consistent with the Water Supply Agreement between San Francisco and its Wholesale Customers in Alameda, San Mateo, and Santa Clara Counties;  Meet dry-year delivery needs while limiting rationing to a maximum 20% system-wide reduction in water service during extended droughts;  Diversify and improve use of new water sources and drought management, including groundwater, recycled water, conservation, transfers, storage expansion, purified water, desalinated water, and technological innovations that can increase supply and/or water use efficiency;  Maintain San Francisco retail residential potable water use below 45 GPCD.  Realize annual Real Water Losses of less than 10% of water supplied to San Francisco; and  Meet 80% of San Francisco’s Recreation and Parks Department irrigation demands with recycled water by December 31, 2025. 16 California Natural Resources Agency, “Voluntary Agreements to Improve Habitat and Flow in the Delta and its Watersheds,” available at https://files.resources.ca.gov/voluntary-agreements/. 221
Section 7 2025 Urban Water Management Plan
Water Supply Reliability Assessment City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
7-5 EKI Environment & Water, Inc.

Drought Allocation Methodology
Tier One Drought Allocations
The WSA between the SFPUC and the Wholesale Customers includes as “Attachment H” a WSAP, also known as the Tier 1 Shortage Plan. This plan describes the method for allocating water from the RWS between the SFPUC’s Retail Customers, on the one hand, and the Wholesale Customers collectively, on the other, during system-wide shortages caused by drought. The Tier 1 Shortage Plan applies only when the SFPUC determines that a system-wide water shortage due to drought exists, as set forth in a declaration of water shortage emergency by the SFPUC Commission; in the absence of such a declaration, the SFPUC also may opt to request voluntary cutbacks from its Retail and Wholesale Customers to achieve water use reductions. The SFPUC and Wholesale Customers most recently amended the Tier 1 Shortage Plan in 2025.

The SFPUC allocates water under the Tier 1 Shortage Plan when it determines that the projected available water supply is less than projected system-wide water purchases for the upcoming Supply Year, defined as the period from July 1 through June 30. The following table shows the Retail Customers’ share and the Wholesale Customers’ share of the annual water supply available during shortages depending on the level of system-wide reduction in water use that is required. If the SFPUC determines that the level of system-wide reduction required during a shortage is greater than 20%, the SFPUC and the Wholesale Customers will meet to discuss the appropriate Retail and Wholesale Customers’ shares of available water. The Retail and Wholesale Customers’ shares of available water are also known as the Retail and Wholesale Customers’ Tier 1 Allocations. The Wholesale Customers’ Tier 1 Allocation will be apportioned among the individual Wholesale Customers based on a separate methodology, known as the Tier 2 Drought Response Implementation Plan (Tier 2 Plan), which is separately adopted by all the Wholesale Customers without the SFPUC’s involvement as discussed further below.

Level of System-Wide
Reduction in Water Use
Required
Share of Available Water
SFPUC Share Wholesale Customers Share
5% or less 35.5% 64.5%
6% through 10% 36.0% 64.0%
11% through 15% 37.0% 63.0%
16% through 20% 37.5% 62.5%
The Tier 1 Shortage Plan allows for voluntary transfers of shortage allocations between the SFPUC and any Wholesale Customer as well as between Wholesale Customers themselves. In addition, voluntary transfers of water “banked” by the SFPUC or a Wholesale Customer, through reductions in usage greater than required, may occur.

Under the Tier 1 Shortage Plan, as amended in 2018, if the Retail Customers’ Tier 1 Allocation results in the Retail Customers receiving a “positive allocation” (i.e., a supply of additional water rather than a required reduction in water use), then the excess percentage for Retail is reallocated to the Wholesale Customers’ Tier 1 Allocation. The Retail Customers are also required to conserve a minimum of 5% for any level of reduction in system-wide water use. The additional 222
Section 7 2025 Urban Water Management Plan
Water Supply Reliability Assessment City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
7-6 EKI Environment & Water, Inc.
water conserved by Retail Customers up to the minimum 5% level is deemed as remaining in RWS storage for inclusion in the calculation of projected available water in future successive dry years.

The Tier 1 Shortage Plan will expire at the end of the term of the WSA in 2034, unless the SFPUC and the Wholesale Customers mutually agree to revise or terminate it prior to that date.

Tier Two Drought Allocations
The Wholesale Customers have negotiated and adopted the Tier 2 Plan, referenced above, which allocates the Wholesale Customer Tier 1 Allocation from the Tier 1 Shortage Plan among each of the 26 Wholesale Customers. These Tier 2 Allocations are based on a formula that takes into account multiple factors for each Wholesale Customer including:  Residential population;  Non-residential “base” (i.e., indoor) use;  Seasonal uses;  Total RWS purchases in recent non-drought years; and  ISG The Tier 2 Plan employs a structured, sequential, five-step method to allocate water to each Wholesale Customer. The allocations are constrained by minimum and maximum cutbacks, which establish the maximum final allocation and minimum guaranteed final allocation, respectively. No agency's final allocation can fall outside of these bounds. The allocation then proceeds by prioritizing indoor uses.

The subsequent steps systematically allocate the remaining available water based on different customer demands. First focusing on indoor demand, water is allocated based on an agency’s residential population and the State residential efficient indoor standard (47 GPCD in 2025), followed by an allocation based on non-residential “base” (i.e., indoor) use. A limited amount of water is allocated based on seasonal use (e.g., cooling towers and irrigation). Finally, the remaining supply is allocated based on a weighted share of two-thirds RWS purchases in the recent non-drought years and one-third ISG.

The result of the Tier 2 Plan is each Wholesale Customers’ proportion, expressed as a percentage, of the available Tier 1 Allocation (Allocation Factor).

The Tier 2 Plan requires that the Allocation Factors be calculated by BAWSCA each year in preparation for a potential water shortage emergency. As the Wholesale Customers change their water use characteristics (e.g., increases or decreases in RWS purchases and use of other water sources, changes in monthly water use patterns, or changes in population), the Allocation Factor for each Wholesale Customer will also change. However, for long-term planning purposes, each Wholesale Customer may use as its Allocation Factor, the value identified in the Tier 2 Plan when adopted.

The Tier 2 Plan was renegotiated and adopted by all Wholesale Customers in 2025.

7.1.1.2 Groundwater
As documented in Section 6, the City plans to begin using groundwater which is projected to 100% reliable.
223
Section 7 2025 Urban Water Management Plan
Water Supply Reliability Assessment City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
7-7 EKI Environment & Water, Inc.

7.1.2 Water Quality
Impaired water quality also has the potential to affect water supply reliability. The City has and will continue to meet all state and federal water quality regulations All drinking water standards are set by the USEPA under the authorization of the Federal Safe Drinking Water Act of 1974. In California, the SWRCB DDW can either adopt the USEPA standards or set more stringent standards, which are then codified in Title 22 of the CCR. There are two general types of drinking water standards:  Primary Maximum Contaminant Levels (MCLs) are health protective standards and are established using a very conservative risk-based approach for each constituent that takes into potential health effects, detectability and treatability, and costs of treatment. Public water systems may not serve water that exceeds Primary MCLs for any constituent.  Secondary MCLs are based on the aesthetic qualities of the water such as taste, odor, color, and certain mineral content, and are considered limits for constituents that may affect consumer acceptance of the water.

As discussed in Section 6.1.1, surface water supplies available to the RWS include the Tuolumne River and local Bay Area reservoirs. Information is provided below regarding the water quality of the RWS per the common language provided by the SFPUC and BAWSCA.

Most of the water supply originates in the upper Tuolumne River watershed high in the Sierra Nevada, where the watershed is protected from development and pollution. Water from Hetch Hetchy Reservoir is conveyed to the Bay Area through a system of pipes and tunnels and requires only primary disinfection, ultraviolet light disinfection at the Tesla Treatment Facility, and pH adjustment for corrosion control.

The USEPA and SWRCB DDW have approved the use of this drinking water source without filtration.

In contrast, water from the SFPUC’s local watersheds requires filtration to meet drinking water quality standards. The SFPUC blends filtered and treated local water with water from Hetch Hetchy Reservoir, and most customers receive this blended supply. The SFPUC continuously monitors and tests both raw and treated water to ensure that water delivered to customers meets or exceeds federal and state drinking water and public health requirements. The SFPUC expects to continue relying on these high-quality water sources and does not anticipate future degradation of water quality.

Each spring, the SFPUC publishes an annual water quality report (Consumer Confidence Report), available at www.sfpuc.gov/waterqualityreport.

Water from the City’s Gloria Way well is treated to remove iron and manganese and blended with water from the SFPUC RWS to reduce TDS prior to entering the City’s distribution system. Veolia (operators of the City’s water system) operate and monitor the well and treatment system. During system operation, water quality is continuously monitored with online instruments, and grab samples are periodically collected to monitor treatment system performance.

Additionally, Veolia collects water quality samples and monitors water quality within the City’s distribution system. A copy of the City’s 2025 Water Quality Report, which contains water quality sampling  CWC §10634
The plan shall include information, to the extent practicable, relating to the quality of existing sources of water available to the supplier over the same five-year increments as described in subdivision (a) of Section 10631, and the manner in which water quality affects water management strategies and supply reliability. 224
Section 7 2025 Urban Water Management Plan
Water Supply Reliability Assessment City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
7-8 EKI Environment & Water, Inc.
data from 2024, is included as Appendix E. As can be seen in Appendix E, all of the analyzed constituents were detected at concentrations below the MCL.

The results of SFPUC’s and the City’s water quality assessments show that SFPUC RWS watersheds have very low levels of contaminants, and that those contaminants that are found at low levels are associated with wildlife and, to a limited extent, human recreation. For the purposes of this UWMP, it is anticipated that this high-quality potable water source will continue to be available to the City through the planning horizon ending in the year 2050. Water quality is not expected to impact the reliability of the City’s supplies.

7.1.3 Climate Change
Section 6.10.1 provides a summary of the assessments of the applicable climate change on supplies that SFPUC has previously performed and those planned for the near term. The anticipated effects of climate change have been directly factored into the City’s assessment of its supply reliability. The City is actively working with SFPUC and BAWSCA to further quantify and consider future climate change impacts as part of its ongoing supply and operations planning.

7.2 Reliability by Type of Year
Per the 2025 UWMP Guidebook, the water service reliability assessment includes three unique year types:  A normal hydrologic year represents the water supplies available under normal conditions; this could be an average range of years or a single representative year.  A single dry year represents the lowest available water supply.  A five-consecutive year drought represents the driest five-year period in the historical record.

Identification of dry year periods consistent with the UWMP Guidebook 2025 methodology is provided in the language and supply projections provided by BAWSCA and the SFPUC in Appendix D and as presented in Table 7-1 and Table 7-2. The data and methods used to develop these dry year supply availabilities are described in the sections, below.
 CWC §10631
(b)(1)…For each source of water supply, consider any information pertinent to the reliability analysis conducted pursuant to Section 10635, including changes in supply due to climate change.  CWC §10635
(a) Every urban water supplier shall include, as part of its urban water management plan, an assessment of the reliability of its water service to its customers during normal, dry, and multiple dry water years. This water supply and demand assessment shall compare the total water supply sources available to the water supplier with the long-term total projected water use over the next 20 years, in five-year increments, for a normal water year, a single dry water year, and a drought lasting five consecutive water years. The water service reliability assessment shall be based upon the information compiled pursuant to Section 10631, including available data from state, regional, or local agency population projections within the service area of the urban water supplier. 225
Section 7 2025 Urban Water Management Plan
Water Supply Reliability Assessment City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
7-9 EKI Environment & Water, Inc.

Table 7-1 Basis of Water Year Data (Reliability Assessment) (DWR Table 7-1) Available Supplies if Year Type Repeats
☒
Checked box indicates quantification
of available supplies is not
compatible with this table and is
provided elsewhere in the UWMP.

Location: Appendix D and Table 7-2
Year Type
Base
Year
Volume
Available % of Average Supply
Average Year 100%
Single-Dry Year
Consecutive Dry Years 1st Year
Consecutive Dry Years 2nd Year
Consecutive Dry Years 3rd Year
Consecutive Dry Years 4th Year
Consecutive Dry Years 5th Year
NOTES:
(a) SFPUC provided this table to its wholesale customers under four scenarios. A description of the scenarios and corresponding tables can be found in Appendix D. 7.2.1 SFPUC Supply-Modeled RWS Dry Year Supply Availability As described in SFPUC’s 2025 UWMP, SFPUC used the Hetch Hetchy and Local Simulation Model (HHLSM) to estimate SFPUC RWS supply availability for the water service reliability assessment and the Drought Risk Assessment. Additional information is provided below per the common language provided by SFPUC and BAWSCA:

The SFPUC used its Hetch Hetchy and Local Simulation Model (HHLSM) to perform the water supply analyses for the supply reliability assessment and the drought risk assessment within the 2025 UWMP.

HHLSM combines a historical record of hydrology from 1920 through 2025 with a current representation of RWS infrastructure and operations. The simulated operations include decisions on water supply rationing during droughts. The use of those results is described below.

A key input for the HHLSM model is the anticipated level of demand on the RWS. Supply modeling results presented in the 2025 UWMP reflect an input of projected demands on the RWS consisting of (1) projected Retail Customer demands on the RWS (total Retail Customer demands minus local groundwater and recycled water supplies), and (2) projected Wholesale Customer purchases. The SFPUC has estimated total RWS demands for 2030 through 2050 and used these estimates in HHLSM simulations of RWS water supply reliability. The SFPUC has a Level of Service objective of meeting an average annual water demand of 265 MGD from the SFPUC watersheds for Retail and Wholesale Customers during non-drought years consistent with the WSA, under which the SFPUC has a contractual obligation to supply up to 184 MGD to Wholesale Customers. Therefore, the SFPUC has 226
Section 7 2025 Urban Water Management Plan
Water Supply Reliability Assessment City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
7-10 EKI Environment & Water, Inc.
also conducted modeling that assumes Wholesale Customer demand is 184 MGD to facilitate planning that supports meeting this Level of Service objective and contractual obligation.

In a normal year SFPUC can provide up to 265 MGD of supply from the RWS. However, within the context of this document, normal year RWS supply is defined as the supply that will be used to meet the full demands on the RWS in a non-drought year.

Because of the uncertainty surrounding implementation of the Bay-Delta Plan Amendment, the SFPUC conducted a water service reliability assessment that includes: (1) a scenario in which the Bay-Delta Plan Amendment is implemented and (2) a scenario that considers the SFPUC system’s current conditions without implementation of the Bay-Delta Plan Amendment (Appendix D). The two scenarios provide a bookend for the possible future scenarios regarding RWS supplies. The Bay-Delta Plan Amendment implementation start date is unknown; for the purposes of the supply reliability analysis, it is included in the 2030 modeling scenarios. The standardized tables associated with this UWMP contain the future scenario that assumes implementation of the Bay-Delta Plan Amendment.

Consistent with SFPUC’s approach and guidance from SFPUC and BAWSCA, the City’s UWMP presents results for the water service reliability assessment using projected demands on the RWS for supply scenario with full implementation of the Bay-Delta Plan Amendment assumed in 2030.

SFPUC modeling results for the scenario in which the Bay-Delta Plan Amendment is implemented, showing the total RWS supply available to Wholesale Customers during the characteristic year types, can be found in the SFPUC letter dated March 11, 2026 (Appendix D). These results show total Wholesale RWS supply shortfalls ranging from 31% to 48% of projected purchases during dry years.

For comparison purposes, results for the scenario without the Bay-Delta Plan Amendment can be found in the same SFPUC letter. These results indicated that SFPUC would be able to meet 100% of Wholesale projected purchases during all year types.

7.2.2 City of East Palo Alto’s Year-Type Characterization As discussed in Section 6.1 in accordance with the SFPUC’s perpetual obligation to the City’s Supply Assurance, the City’ has an ISG of 3.46 MGD, or 1,264 MG per year. SFPUC is obligated to provide the City with up to 100% of the City’s ISG during normal years.

As detailed by BAWSCA in Appendix D, both the Tier One and Tier Two Plans were not designed for RWS shortages greater than 20%. In a memorandum dated March 11, 2026a, BAWSCA provided a refined methodology to allocate RWS supplies during projected future single dry and multiple dry years in the instance where the supply shortfalls are greater than 20%. In the absence of a negotiated approach for allocating RWS supply among the Wholesale Customers during shortages exceeding 20%, BAWSCA suggests that agencies apply these cutbacks equally across all agencies. The associated allocations based on the updated BAWSCA methodology are included as Appendix D. For the purposes for the 2025 UWMP supply reliability analysis only, Wholesale Customer drought allocations assume an equal percent reduction across all agencies when the average Wholesale Customers’ RWS shortages are greater than 20%. This allocation method is intended to serve as the preliminary basis for the 2025 UWMP supply reliability analysis. The analysis provided herein does not in any way imply an agreement by BAWSCA member agencies as to the exact allocation methodology.

BAWSCA member agencies are in discussions about jointly developing an allocation method that would consider additional equity factors in the event that SFPUC is not able to deliver its contractual supply volume and cutbacks to the RWS supply exceed 20%.
227
Section 7 2025 Urban Water Management Plan
Water Supply Reliability Assessment City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
7-11 EKI Environment & Water, Inc.

These percent reductions for the scenario that assumes the implementation of the Bay-Delta Plan Amendment in 2030 are included in Attachment B of the BAWSCA memorandum dated March 11, 2026 (Appendix D), which are reproduced for the City in Table 7-2 below, for base year 2030 through 2050. The percent reductions shown in Table 7-2 are applied to the City’s projected SFPUC demands listed in Table 6-10 for each respective base year to calculate the projected dry-year RWS supplies shown in Table 7-4 and Table 7-5. Table 7-2 SFPUC RWS Supply Availability During Normal and Dry Years for Based Years 2030 through 2050 (Responds to DWR Table 7-1)
Base
Year
Normal
Year
Single Dry
Year
Multiple Dry Years
Year 1 Year 2 Year 3 Year 4 Year 5
2030 100% 69% 69% 58% 58% 58% 58%
2035 100% 67% 67% 57% 57% 57% 57%
2040 100% 65% 65% 55% 55% 55% 55%
2045 100% 63% 63% 53% 53% 53% 53%
2050 100% 62% 62% 52% 52% 52% 52%
NOTES:
(a) In normal years, SFPUC can sufficiently supply the City’s projected potable demands. During normal years, SFPUC supplies are available up to the City’s ISG of 1,264 MG. (b) Dry-year water supply availability is presented in terms of percentage of projected RWS demands for each base year (Table 4-5) consistent the revised BAWSCA Drought Methodology that assumes equal percent cutbacks across all Wholesale Agencies.
(c) Results reflect scenario with Bay-Delta Plan Amendment implemented in 2030 and the projected RWS purchases.

7.3 Supply and Demand Assessment
Water supply changes during normal, single dry, and multiple dry years. The following sections compare the City’s projected water demands, described in Section 4, with projected water supply availability during normal years, single dry years, and multiple dry year periods.

7.3.1 Normal Year Supply and Demand Assessment
Table 7-3 shows the projected supply and demand totals for a normal year. The supply and demand totals are consistent with those in Table 6-10 and Table 4-5, respectively. The City is expected to have adequate water supplies during normal years to meet its projected demands through 2050.  CWC §10635(a)
Every urban water supplier shall include, as part of its urban water management plan, an assessment of the reliability of its water service to its customers during normal, dry, and multiple dry water years. This water supply and demand assessment shall compare the total water supply sources available to the water supplier with the long-term total projected water use over the next 20 years, in five-year increments, for a normal water year, a single dry water year, and a drought lasting five consecutive water years. The water service reliability assessment shall be based upon the information compiled pursuant to Section 10631, including available data from state, regional, or local agency population projections within the service area of the urban water supplier. 228
Section 7 2025 Urban Water Management Plan
Water Supply Reliability Assessment City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
7-12 EKI Environment & Water, Inc.

Table 7-3 Normal Year Supply and Demand Comparison (DWR Table 7-2) 2030 2035 2040 2045 2050 (Opt)
Supply totals
(from DWR Table 6-9) 676 692 703 711 720
Use totals
(from DWR Table 4-2) 676 692 703 711 720
Surplus/(Shortfall) 0 0 0 0 0
NOTES:
(a) The supply availability shown herein is equal to the City’s projected SFPUC purchases and groundwater supply from the Gloria Way Well. During normal years, SFPUC supplies are available up to the City’s ISG of 1,264 MG. (b) Volumes are in units of MG.

7.3.2 Single-Dry Year Supply and Demand Assessment
The reliability of the SFPUC RWS supply is anticipated to vary greatly in different year types. As described above and detailed in Appendix D, the City has relied on the supply reliability estimates and the drought allocation structure provided by the SFPUC and BAWSCA to estimate available RWS supplies in dry years from 2030 through 2050. Table 7-4 shows the projected supply and demand totals for the single dry year.

Table 7-4 Single Dry Year Supply and Demand Comparison (DWR Table 7-3) 2030 2035 2040 2045 2050 (Opt)
Supply totals 473 471 464 455 454
Use totals 676 692 703 711 720
Surplus/(Shortfall) (202) (221) (239) (256) (267)
NOTES:
(a) Volumes are in units of MG.
(b) Includes supply from the SFPUC RWS and the City’s Gloria Way Well.

7.3.3 Multiple Dry Year Supply and Demand Assessment
Based on the supply reliability estimates and allocation structure provided by SFPUC and BAWSCA, Table 7-5 shows the City’s projected supply and demand totals for multiple dry year periods extending five years.

229
Section 7 2025 Urban Water Management Plan
Water Supply Reliability Assessment City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
7-13 EKI Environment & Water, Inc.

Table 7-5 Five Consecutive Dry Years Supply and Demand Comparison (DWR Table 7-4) 2030 2035 2040 2045 2050 (Opt)
First year
Supply totals 473 471 464 455 454
Use totals 676 692 703 711 720
Surplus/(Shortfall) (202) (221) (239) (256) (267)
Second
year
Supply totals 399 402 394 384 382
Use totals 676 692 703 711 720
Surplus/(Shortfall) (277) (291) (309) (327) (339)
Third year
Supply totals 399 402 394 384 382
Use totals 676 692 703 711 720
Surplus/(Shortfall) (277) (291) (309) (327) (339)
Fourth
year
Supply totals 399 402 394 384 382
Use totals 676 692 703 711 720
Surplus/(Shortfall) (277) (291) (309) (327) (339)
Fifth year
Supply totals 399 402 394 384 382
Use totals 676 692 703 711 720
Surplus/(Shortfall) (277) (291) (309) (327) (339)
NOTES:
(a) Volumes are in units of MG.
(b) Includes supply from the SFPUC RWS and the City’s Gloria Way Well.

230
Section 7 2025 Urban Water Management Plan
Water Supply Reliability Assessment City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
7-14 EKI Environment & Water, Inc.

7.3.4 Uncertainties in Dry Year Water Supply Projections As shown in the above tables, significant water supply shortfalls are currently projected in future single and multiple dry years, directly because of Bay-Delta Plan Amendment implementation. However, numerous uncertainties remain in the implementation of the Bay-Delta Plan Amendment as discussed in Section 7.1.1 and below. The water supply projections presented above likely represent a worst-case scenario in which the Bay-Delta Plan Amendment is implemented without the SFPUC and SWRCB reaching a Voluntary Agreement and do not account for implementation of SFPUC’s AWSP, described in more detail below. Under this supply scenario, SFPUC appears not to be able to meet its contractual obligations (i.e., Level of Service goals) and the City’s forecasted demands during droughts.

BAWSCA also provided individual agency drought allocations for the without Bay-Delta Plan Amendment scenario in Attachment B of the March 11, 2026, memorandum (Appendix D), which are reproduced for the City in Table 7-6. The water supply reliability projections without the Bay-Delta Plan Amendment likely represents a highly optimistic water supply reliability outcome. These projections indicated that without the Bay-Delta Plan Amendment SFPUC would be able to supply 100% of projected RWS demands in all year types through 2050. The large disparity in projected water supply reliability between these two scenarios demonstrates the current level of uncertainty.

Table 7-6 The City’s SFPUC RWS Supply Availability During Normal and Dry Years for Base Years 2030 through 2050 without Bay-Delta Plan Amendment Base
Year
Normal
Year
Single Dry
Year
Multiple Dry Years
Year 1 Year 2 Year 3 Year 4 Year 5
2030 100% 100% 100% 100% 100% 100% 100%
2035 100% 100% 100% 100% 100% 100% 100%
2040 100% 100% 100% 100% 100% 100% 100%
2045 100% 100% 100% 100% 100% 100% 100%
2050 100% 100% 100% 100% 100% 100% 100%
NOTES:
(a) SFPUC can sufficiently supply the City’s projected potable demands for each hydrologic year type for the scenario in which the Bay-Delta Plan Amendment is not implemented. In this scenario, SFPUC supplies are available up to the City’s ISG of 1,150 MG.
(b) Volumes are in units of MG.
(c) Source Attachment B of the BAWSCA memorandum dated March 11, 2026. (d) Results reflect scenario without Bay-Delta Plan Amendment implemented in 2030 and the projected RWS purchases.

The current sources of uncertainty in the dry year water supply projections are summarized below:  Implementation of the Bay-Delta Plan Amendment is under negotiation. The SFPUC is continuing negotiations with the SWRCB on implementation of the Bay-Delta Plan Amendment for water supply cutbacks, particularly during droughts. The SFPUC, in partnership with other key stakeholders, has proposed a voluntary substitute agreement to the Bay-Delta Plan Amendment, the HRL, that provides a collaborative approach to protect the environment and plan for a reliable and high-quality future potable water supply. This is a dynamic situation, and the projected drought cutback allocations may need to be revised before the next (i.e., 2030) UWMP depending on the outcome of ongoing negotiations. 231
Section 7 2025 Urban Water Management Plan
Water Supply Reliability Assessment City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
7-15 EKI Environment & Water, Inc.
 Benefits of the AWSP are not accounted for in current supply projections. As discussed in Section 7.3.4.1 and Appendix D, SFPUC is exploring options to increase its supplies through the AWSP. Implementation of feasible projects developed under the AWSP is not yet reflected in the supply reliability scenarios presented herein and is anticipated to reduce the projected RWS supply shortfalls.  Methodology for Tier One and Tier Two Wholesale drought allocations have not been established for wholesale shortages greater than 20%. As discussed in Section 7.1.1, the current Tier One and Tier Two Plans are not designed for RWS supply shortages of greater than 20%. For UWMP planning purposes per BAWSCA guidance, the Tier One Wholesale share for a 16% to 20% supply reduction (62.5%) has been applied for reductions greater than 20%, and an equal percent reduction has been applied across all Wholesale agencies for Tier Two.

BAWSCA member agencies have not formally agreed to adopt this shortage allocation methodology and are in discussions about jointly developing an alternative allocation method that would consider additional equity factors if SFPUC is unable to deliver its contractual supply volume and cutbacks to the RWS supply exceed 20%.  RWS demands are subject to change. The RWS supply availability is dependent upon the system demands. As discussed in Section 7.2, the supply scenarios are based on the total projected Wholesale Customer purchases provided by BAWSCA to SFPUC in March 2026.

Many BAWSCA agencies have refined their projected demands during the UWMP process after these estimates were provided to SFPUC. Furthermore, the RWS demand projections are subject to change in the future based upon future housing needs, increased conservation, and development of additional local supplies.  Frequency and duration of cutbacks are also uncertain. While the projected shortfalls presented in the UWMP appear severe in the Bay-Delta Plan Amendment scenario, the actual frequency and duration of such shortfalls are uncertain. In addition to the supply volumes, the above listed uncertainties would also impact the projected frequency and duration of shortfalls.

As such, the City has placed high priority on working with BAWSCA and SFPUC in the upcoming years to better refine the estimates of RWS supply reliability and may amend this UWMP when new information becomes available.

The above uncertainties notwithstanding, BAWSCA’s current drought allocation cutbacks will require the City to apply its WSCP Stage 5 for water use restrictions between 40-50% (see Appendix F) and will affect the City’s short- and long-term water management decisions. As described below, the City is working independently and with the other BAWSCA agencies to identify regional mitigation measures to improve reliability for regional and local water supplies and meet its customers’ water needs. If conditions for large drought cutbacks to the RWS persist, the City will need to implement additional demand management practices to invoke strict restrictions on potable water use and accelerate efforts to develop alternate supplies of water.

The City recommends that users of its 2025 UWMP contact City staff for potential updates about its water supply reliability before using the 2025 UWMP drought cutback projections for their planning projects and referencing the drought.

7.3.4.1 Strategies and Actions to Address Dry Year Supply Shortfalls Although there remains significant uncertainty in future supply availability, discussed above, the City, SFPUC, and BAWSCA have developed strategies and actions to address the projected dry year supply 232
Section 7 2025 Urban Water Management Plan
Water Supply Reliability Assessment City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
7-16 EKI Environment & Water, Inc.
shortfalls, as discussed in the common language provided by SFPUC and BAWSCA. These efforts are discussed in the following sections.

Strategy 2050 Future Water Supply Projects and Programs The City is supporting BAWSCA in the development of its Strategy 2050, a regional assessment of member agencies’ water supply needs.

Strategy 2050 will identify the water supply and demand management needs and opportunities for the BAWSCA region and establish a framework to collectively support water reliability and resilience.

The main objectives of Strategy 2050 include:  Providing a comprehensive picture of the region's supply and demand management needs and options;  Establishing a framework for collectively maintaining and improving regional water supply reliability and resilience;  Elevating awareness of and supporting the region’s interests in new and emerging regulations that impact water supply and demand management;  Expanding regional dialogue and collaboration to collectively address common needs;  Closing the gap on funding needed for water supply resilience and reliability; and  Supporting availability of affordable water supplies and demand management strategies to all customers.

Strategy 2050 is actively evaluating opportunities to enhance water supply reliability in the BAWSCA region, including projects involving physical infrastructure and actions involving non-infrastructure interventions, such as policies, programs, and/or contractual agreements. A total of 70 local and regional projects and actions will be considered, including stormwater capture projects, technical assistance programs for onsite reuse, groundwater banking partnerships, new and replacement well projects, and interties development and optimization, among others. Strategy 2050 will evaluate these the water reliability of under the range of potential future conditions and make recommendations on priorities and next steps for implementation.

Strategy 2050 plan is anticipated to be completed by 2027. From 2027 onward, the Strategy 2050 effort is anticipated to involve implementing the actions identified in the plan, tracking and reporting on the progress, and incorporating the findings from the implementation activities into BAWSCA’s following fiscal year Work Plan.

WSIP Dry Year Water Supply Projects
With WSIP, the SFPUC has undertaken several water supply projects to meet dry-year demands. Those projects include the following:  Calaveras Dam Replacement Project. Calaveras Dam is in the East Bay near a seismically active fault zone, and following the Loma Prieta earthquake in 1989, it was determined to be seismically vulnerable. To address the dam’s vulnerability, the SFPUC constructed a new dam of equal height downstream of the existing dam. This project was completed in 2022.

Calaveras Reservoir was completely refilled in 2023 and is now operating at full capacity.  Alameda Creek Recapture Project. The Alameda Creek Recapture Project includes new facilities in and around an existing quarry pit in Sunol Valley to recover the loss of water supply 233
Section 7 2025 Urban Water Management Plan
Water Supply Reliability Assessment City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
7-17 EKI Environment & Water, Inc.
associated with instream flow release and bypass requirements related to the Calaveras Dam Replacement Project. The project is anticipated to be completed in 2032.  Lower Crystal Springs Dam Improvements. The Lower Crystal Springs Dam Improvements Project was completed in May 2012. The related joint San Mateo County/SFPUC Bridge Replacement Project to replace the bridge across the Lower Crystal Springs Dam was completed in January 2019.  Regional Groundwater Storage and Recovery Project. The Regional Groundwater Storage and Recovery (RGSR) Project is a strategic partnership between the SFPUC and three Wholesale Customers in San Mateo County: the California Water Service Company (serving South San Francisco and Colma), the City of Daly City, and the City of San Bruno. The project sustainably manages groundwater and surface water resources to provide the RWS with additional supplies during times of drought. During years of normal or heavy rainfall, the SFPUC provides additional surface water from the RWS to the three agencies in northern San Mateo County, allowing them to reduce the amount of groundwater that they pump from the southern Westside Groundwater Basin. Over time, the reduced pumping allows the aquifer to naturally recharge and result in increased groundwater storage of up to 61,000 acre-feet of new water supply available during dry years. As of December 2025, the SFPUC had accumulated approximately 14 billion gallons of groundwater storage credits (about 43,093 acre-feet) through the project.

The RGSR project has two phases. Phase 1, which included building thirteen production wells and treatment facilities, is complete. Phase 2 design began in early 2020 and covers rehabilitating and reinstalling well pumps, installing two new variable frequency drivers, and conducting start-up testing and well disinfection. Pumps at Hickey, Southwood Drive, and Mission well were rehabilitated, packed, and stored due to staff shortages, operational challenges, and elevated ammonia levels at the Southwood Drive well; they may be reinstalled later. Construction on Phase 2B began in 2024 and would transport groundwater from SFPUC South San Francisco Main Well to California Water Service Company Treatment Station in South San Francisco. The project will make improvements at the existing well site which includes mechanical, electrical, structural, and corrosion protection upgrades. The SFPUC also prepared a conceptual engineering report and initiated design work for additional treatment to address the high ammonia levels at the South Spruce Lane Well and Treatment Facility. Minor amounts of groundwater pumping from RGSR wells have occurred during startup testing and monthly maintenance.  Regional Groundwater Treatment Improvements Project. The SFPUC approved this new project in the 10-Year Water Enterprise Capital Improvement Program for FY 2021-2030. The project includes treatment facilities for several of the RGSR project wells to address groundwater quality issues that have emerged since the wells were constructed.  Water Transfers. During the planning and implementation of the WSIP, the SFPUC pursued a long-term agreement to transfer 2 MGD from Modesto irrigation District to the SFPUC in drought years. Negotiations with Modesto Irrigation District ended in 2012 when an agreement could not be reached. The dry-year transfer project is now being included as part of the new SFPUC Alternative Water Supply Program and is described in further detail below. 234
Section 7 2025 Urban Water Management Plan
Water Supply Reliability Assessment City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
7-18 EKI Environment & Water, Inc.

Alternative Water Supply Program
In 2019, the SFPUC established the AWSP to identify and plan water supply and storage projects and actions that increase the dry-year reliability of the RWS. Based on the 2045 planning horizon that the SFPUC applied in its February 2024 Alternative Water Supply (AWS) Plan, the SFPUC anticipates a water supply gap will occur in future dry years. The AWSP aims to help fill the gap through local and regional capital projects. The February 2024 AWS Plan identified six regional projects that might partially address the future water supply gap and the priorities for this planning effort. Since the development of that plan, three projects have been deferred (Daly City Recycled Water Expansion, Alameda County Water District-Union Sanitary District Purified Water, and Calaveras Reservoir Expansion) and one project has been canceled (Los Vaqueros Reservoir Expansion). The AWSP is continuing to pursue the following two projects:  PureWater Peninsula. PureWater Peninsula (formerly known as the Crystal Springs Purified Water Project) is a purified water project that could provide 6 MGD of additional potable water supply to the RWS through surface water augmentation at the SFPUC’s Crystal Springs Reservoir. The currently proposed project involves treating wastewater effluent from Silicon Valley Clean Water at a new advanced purified water facility located on the Peninsula and transmitting that purified water to Crystal Springs Reservoir, where it would blend with RWS surface water supplies before the SFPUC treats it again at Harry Tracy Water Treatment Plant.

A future phase could provide an additional 6 MGD of additional potable water supply to the RWS. Project partners include the SFPUC, Silicon Valley Clean Water, BAWSCA, Mid-Peninsula Water District, California Water Service Company, City of Redwood City, City of Foster City, and City of San Mateo.  South Bay Purified Water. In 2023, the SFPUC, the City of San Jose, and the City of Santa Clara completed an initial feasibility study for the South Bay Purified Water project, envisioned as a 10 MGD purified water project that would serve the local demands of San Jose and Santa Clara during all types of water years and deliver an additional volume of water supply to the RWS in dry years. Currently, Valley Water is working with San Jose and Santa Clara to design a larger project to meet broader regional needs. The SFPUC’s participation in this project will be based on the regional benefits to the RWS customers. This project may also assist the SFPUC with its decision regarding San Jose and Santa Clara’s status as RWS customers, discussed above.

If both AWS projects that SFPUC staff has identified through the current planning process can be implemented, there would still be a supply shortfall to meet projected needs associated with implementation of the Bay-Delta Plan Amendment. Furthermore, both alternative water supply options are in the planning phase and are subject to changes in institutional structure and design.

Given the limited availability of water supply alternatives, unless the supply risks are significantly reduced, the SFPUC will continue to plan, develop, and implement all potential projects that can help bridge the anticipated water supply gap during droughts.

Outside of the AWSP, the following additional regional projects are included in the Agreements to Support Healthy Rivers and Landscapes. Progress on these water supply options will be guided by scientific monitoring and collaborative decision making.  Groundwater Banking. Groundwater banking projects in the Modesto Irrigation District and Turlock Irrigation District service areas could provide the SFPUC with some additional water supply to meet instream flow releases in dry years, reducing water supply impacts on the 235
Section 7 2025 Urban Water Management Plan
Water Supply Reliability Assessment City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
7-19 EKI Environment & Water, Inc.

RWS. A feasibility study of this option is included in the Agreements to Support Healthy Rivers and Landscapes.  Inter-Basin Collaborations. Inter-Basin Collaborations could include establishing a partnership between interests on the Tuolumne River (such as the SFPUC) and those on the Stanislaus River, which would allow responsibility for streamflow to be assigned variably based on the annual hydrology. The Tuolumne system tends to spill more excess flow in wetter years than the Stanislaus system, and this excess flow could be shaped and credited to meet Stanislaus system requirements, while New Melones Reservoir in the Stanislaus system is refilling. Then the stored water could be partially used to provide required streamflow to meet Stanislaus and Tuolumne requirements in future dry years.  Dry-Year Transfers. The SFPUC initiated discussions with irrigation districts under WSIP to secure a dry-year transfer (see WSIP Dry-Year Water Supply Projects section above). While no transfer was secured, the SFPUC continues to engage in discussions with irrigation districts to explore potential transfer opportunities.

The SFPUC’s AWS Plan published in February 2024 included a planning framework for the SFPUC to consider water supply needs and related tradeoffs, guide the decisions to proceed with environmental review, and continue the development of projects that can best meet anticipated water supply needs.

In June 2025, the SFPUC prepared a progress report that provided status updates on the AWS projects.

In 2027, the SFPUC plans to review and revise its AWS Plan based on updated information.

East Palo Alto Strategies and Actions
As described in Section 6.2.4, the City is currently considering installing the Pad D well for use as an emergency well. Considering the reliability issues of the SFPUC RWS described above, the City may work towards developing the Pad D Well as a drought year supply to offset impacts of cutbacks from the SFPUC RWS.

As described in Section 7.4 and Section 9, the City is committed to developing a long-term supply reliability strategy, including working with BAWSCA to advocate for an alternative to the Bay Delta Plan and continued commitment to the City’s comprehensive water conservation program.

7.4 Water Supply Management Tools and Options
At a regional level, the City maintains active involvement in the work that SFPUC and BAWSCA are doing with respect to optimizing the use of regional water supplies and pursuing additional supplies. These efforts are detailed above in Section 7.3.4.1. The City has also been implementing, and plans to continue to implement, the demand management measures described in Section 9. Further, in response to the anticipated future dry-year shortfalls, the City has developed a robust WSCP that systematically identifies ways in which the City can reduce water demands. The WSCP is included in Appendix F.  CWC §10620 (f) An urban water supplier shall describe in the plan water management tools and options used by that entity that will maximize resources and minimize the need to import water from other regions. 236
Section 7 2025 Urban Water Management Plan
Water Supply Reliability Assessment City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
7-20 EKI Environment & Water, Inc.

7.5 Drought Risk Assessment
In addition to the long-term water service reliability assessment presented above, the Drought Risk Assessment evaluates the City’s supply risks under a severe drought period lasting for the next five consecutive years after the assessment is completed, i.e., from 2026 through 2030. The Drought Risk Assessment is intended to inform the DMMs and water supply projects and programs to be included in the UWMP (Section 9). Suppliers may conduct an interim update or updates to this Drought Risk Assessment within the five-year cycle of its UWMP update (i.e., before the 2030 UWMP).

7.5.1 Data, Methods, and Basis for Water Shortage Condition This evaluation considers historical drought hydrology and plausible changes on projected supplies and demands under climate change conditions, anticipated regulatory changes, and other locally applicable criteria.

As a first step to the Drought Risk Assessment, the City estimated unconstrained water demand for the next five years (i.e., 2026-2030). Unconstrained water demand is the expected water use in the absence of drought water use restrictions. The characteristic five-year water demand is described in Section 4.5.5. The available potable water supplies assumed in the Drought Risk Assessment are based upon the same methodology and assumptions used for the long-term water service reliability assessment (Section 7.3) and rely on information provided by SFPUC and BAWSCA (Appendix D). Details of how the City’s available supplies are then estimated as part of the Drought Risk Assessment are provided below.

7.5.2 Drought Risk Assessment Individual Water Source Reliability As described in Section 6.1 the City purchases imported surface water from the SFPUC RWS for potable uses, with a small amount coming from groundwater during normal years.  CWC §10612
“Drought Risk Assessment” means a method that examines water shortage risks based on the driest five-year historic sequence for the agency’s water supply, as described in subdivision (b) of Section 10635.  CWC §10635
(b) Every urban water supplier shall include, as part of its urban water management plan, a drought risk assessment for its water service to its customers as part of information considered in developing the demand management measures and water supply projects and programs to be included in the urban water management plan. The urban water supplier may conduct an interim update or updates to this drought risk assessment within the five-year cycle of its urban water management plan update. The drought risk assessment shall include each of the following:
(1) A description of the data, methodology, and basis for one or more supply shortage conditions that are necessary to conduct a drought risk assessment for a drought period that lasts five consecutive water years, starting from the year following when the assessment is conducted. (2) A determination of the reliability of each source of supply under a variety of water shortage conditions. This may include a determination that a particular source of water supply is fully reliable under most, if not all, conditions.
(3) A comparison of the total water supply sources available to the water supplier with the total projected water use for the drought period.
(4) Considerations of the historical drought hydrology, plausible changes on projected supplies and demands under climate change conditions, anticipated regulatory changes, and other locally applicable criteria. 237
Section 7 2025 Urban Water Management Plan
Water Supply Reliability Assessment City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
7-21 EKI Environment & Water, Inc.

The City’s groundwater supplies during the five-consecutive-year drought are assumed to be 100% reliable.

The City’s available potable water supplies during the five-consecutive-year drought are based upon information provided by SFPUC and BAWSCA included in Appendix D. The data and methods used to determine the RWS supply for the Drought Risk Assessment dry-year sequence are the same as those described in the Section 7.2.1. The SFPUC used the HHLSM with the design drought sequence to perform the water supply analyses and simulate the water supply shortage conditions over the five-year drought period.

Because the start date of the implementation of the Bay-Delta Plan Amendment is unknown, the Drought Risk Assessment considers the supply scenario without the implementation of the Bay-Delta Plan Amendment.

7.5.3 Drought Risk Assessment Total Water Supply and Use Comparison Table 7-7 provides a comparison of the water supply sources available to the City with the total projected water use for an assumed drought period of 2026 through 2030 for the scenario without implementation of the Bay-Delta Plan Amendment since the start date of implementation is unknown.

The City has developed a WSCP (Appendix F) to address water shortage conditions resulting from any cause (e.g., droughts, impacted distribution system infrastructure, regulatory-imposed shortage restrictions, etc.). The WSCP identifies a variety of actions that the City will implement to reduce demands and further ensure supply reliability at various levels of water shortage. The City intends to implement its WSCP to reduce water use and address the supply shortfalls. It should be noted again that numerous uncertainties exist in the assumptions that drive the above projected dry year shortage estimates and that the current Tier One and Tier Two Plans are not designed for RWS supply shortages of greater than 20%.

The City’s supply is expected to be sufficient to meet demands in an extended five-year drought period.

However, given the current uncertainty discussed in Section 7.3.4, the City could update its Drought Risk Assessment prior to the 2030 UWMP update if significant new information becomes available. CWC §10635(b) permits urban water suppliers to conduct an interim update or updates to their Drought Risk Assessment within the five-year cycle of its UWMP update. The City anticipates that by the 2030 UWMP update, SFPUC will provide more specific information about the AWSP, with estimated water supply contributions from such projects. Additionally, the City expects that SFPUC will provide more specific information and a refined estimate of the Bay Delta Plan Amendment impacts to the SFPUC supply.

The City recommends that users of its 2025 UWMP contact City staff for potential updates to the Drought Risk Assessment presented in the 2025 UWMP for their planning projects. 238
Section 7 2025 Urban Water Management Plan
Water Supply Reliability Assessment City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
7-22 EKI Environment & Water, Inc.

Table 7-7 Five-Year Drought Risk Assessment Tables (DWR Table 7-5) 2026 Total
Total Water Use 638
Total Supplies 638
Surplus/Shortfall without WSCP Action 0
2027 Total
Total Water Use 648
Total Supplies 648
Surplus/Shortfall without WSCP Action 0
2028 Total
Total Water Use 657
Total Supplies 657
Surplus/Shortfall without WSCP Action 0
2029 Total
Total Water Use 666
Total Supplies 666
Surplus/Shortfall without WSCP Action 0
2030 Total
Total Water Use 676
Total Supplies 676
Surplus/Shortfall without WSCP Action 0
NOTES:
(a) Volumes are in units of MG.
239
Section 8 2025 Urban Water Management Plan
Water Shortage Contingency Planning City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
8-1 EKI Environment & Water, Inc.
8 WATER SHORTAGE CONTINGENCY PLANNING
The WSCP for the City is included in this UWMP as Appendix F. The WSCP serves as a standalone document to be engaged in the case of a water shortage event, such as a drought or supply interruption, and defines specific policies and actions that will be implemented at various shortage level scenarios. The primary objective of the WSCP is to ensure that the City has in place the necessary resources and management responses needed to protect health and human safety, minimize economic disruption, and preserve environmental and community assets during water supply shortages and interruptions.

Consistent with CWC §10632, the WSCP includes six levels to address shortage conditions ranging from up to 10% to greater than 50% shortage, identifies a suite of demand mitigation measures for the City to implement at each level, and identifies procedures for the City to annually assess whether or not a water shortage is likely to occur in the coming year, among other things.

A summary of the key elements of the WSCP including water shortage levels and demand-reduction actions is shown in Table 8-1, Table 8-2, and Table 8-3. Additional details are provided in Appendix F. Table 8-1 Cross-reference for Standard vs Supplier Shortage Levels (DWR Table 8-1) ☒ Checked box indicates the supplier uses the standard six levels of water shortage (and supplier will not complete this table).

Standard
Shortage Levels Percent Shortage Range Suppliers Shortage Levels Percent Shortage Range 1 Up to 10%
2 Up to 20%
3 Up to 30%
4 Up to 40%
5 Up to 50%
6 >50%
 CWC §10640
(a) Every urban water supplier required to prepare a plan pursuant to this part shall prepare its plan pursuant to Article 2 (commencing with Section 10630). The supplier shall likewise periodically review the plan as required by Section 10621, and any amendments or changes required as a result of that review shall be adopted pursuant to this article.
(b) Every urban water supplier required to prepare a water shortage contingency plan shall prepare a water shortage contingency plan pursuant to Section 10632. The supplier shall likewise periodically review the water shortage contingency plan as required by paragraph (10) of subdivision (a) of Section 10632 and any amendments or changes required as a result of that review shall be adopted pursuant to this article. 240
Section 8 2025 Urban Water Management Plan
Water Shortage Contingency Planning City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
8-2 EKI Environment & Water, Inc.

Table 8-2 Supply Augmentation and Other Actions (DWR Table 8-2) Yes Is the Supplier completing this table using the standard six levels? (yes/no) Shortage
Level
Supply
Augmentation
Methods and
Other Actions
by Water
Supplier
How much is this going to
reduce the shortage gap?
Additional Explanation or Reference
(OPTIONAL)
Volume or
Percentage
Shortage Gap
Reduction
Value
2 Other Percentage (a) Conduct coordination with BAWSCA, SFPUC, and other water agencies (O’Connor Tract Water, PAPMWC). 5 Stored
Emergency
Supply
Percentage (b) Use emergency groundwater well.

NOTES:
(a) Actual reductions will depend on the agency’s ability to implement programs, customer participation levels, and coordination with BAWSCA, SFPUC, and other water agencies.
(b) Actual reductions will depend on the available supply volume from the emergency groundwater supply. 241
Section 8 2025 Urban Water Management Plan
Water Shortage Contingency Planning City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
8-3 EKI Environment & Water, Inc.

Table 8-3 Demand Reduction Actions (DWR Table 8-3)
Yes Is the Supplier completing this table using the standard six levels? (yes/no) Shortage
Level
Demand Reduction
Actions
How much is this going to
reduce the shortage gap?
Additional Explanation or Reference (OPTIONAL)
Penalty,
Charge, or
Other
Enforcement?
Volume or
Percentage
Shortage
Gap
Reduction
Value
1 Expand Public
Information Campaign Percentage 0-1%  Increase public outreach, including publishing water conservation information on the City website and promoting conservation through social media.  Expand outreach for existing water conservation programs No 1 Other - Require
automatic shut of hoses Percentage 0-1%  Hoses must be equipped with a shut-off valve for washing vehicles, sidewalks, walkways, or buildings. Yes
1 Other – Customers
must repair leaks,
breaks, and
malfunctions in a timely manner Percentage 0-1%  Broken or defective plumbing and irrigation systems must be repaired or replaced within 48 hours Yes
1 Water Features –
Restrict water use for
decorative water
features, such as
fountains
Percentage 0-1%  Recreational water features, including pools, spas, and jacuzzies, shall be covered when not in use. Yes
1 Water Features –
Restrict water use for
decorative water
features, such as
fountains
Percentage 0-1%  Ornamental fountains shall use only re-circulated or recycled water. Yes 1 CII – Other CII
restriction or
prohibition
Percentage 0%  Single-pass cooling systems on new construction shall not be allowed. Yes 1 Other – Prohibit use of
potable water for
washing hard surfaces
Percentage 0-1%  Potable water shall not be applied in any manner to any driveway, sidewalk, or other hard surface except when necessary to address immediate health or safety concerns.

Yes
242
Section 8 2025 Urban Water Management Plan
Water Shortage Contingency Planning City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
8-4 EKI Environment & Water, Inc.

Yes
1 Landscape - Limit
landscape irrigation
to specific times
Percentage 0%  Potable water cannot be applied to outdoor landscapes during and up to 48 hours after measurable rainfall. Yes
1 Landscape – Other
landscape restriction
or prohibition
Percentage 0%  Potable water shall not be used to irrigate ornamental turf on public street medians. Yes
1 Landscape – Other
landscape restriction
or prohibition
Percentage 0%  Using potable water to irrigate outside of newly constructed homes and buildings in a manner that is inconsistent with regulations or other requirements established by the California Building Standards Commission and the Department of Housing and Community
Development is prohibited.

Yes
1 Other Percentage 0%  Removing, replacing, altering, or damaging any water meter is prohibited. Yes
2 Expand Public
Information Campaign Percentage 0-1%  Increase public outreach, including information regarding fines or penalties for non-compliance and distributing water bill inserts regarding landscape irrigation restrictions.  Expand outreach for existing water conservation programs.

No
2 Landscape – Limit
landscape irrigation
to specific times
Percentage 7%  All landscape irrigation is restricted to two days per week between 10:00 pm and 8:00 am, on a schedule established by the Public Works Director and posted on the City's website. There is no restriction on agricultural or commercial water use or watering using
recycled water.

Yes

243
Section 8 2025 Urban Water Management Plan
Water Shortage Contingency Planning City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
8-5 EKI Environment & Water, Inc.

Yes
2 CII - Restaurants may
only serve water
upon request
Percentage 0%  Restaurants and other food service operations shall serve water to customers only upon request. Yes
2 Increase Water
Waste Patrols Percentage 0%  Increase water waste patrols. Yes 3 Expand Public
Information
Campaign
Percentage 0-1%  Increase public outreach. No
3 Implement or Modify
Drought Rate
Structure or
Surcharge
Percentage 5%  Consider implementation of a drought rate structure and/or rate surcharge. Yes
3 Landscape – Limit
landscape irrigation
to specific times
Percentage 0%  Agricultural and commercial nursery water use is limited to three days per week between 10:00 pm and 8:00 am. There is no restriction on watering using recycled water.

Yes
3 Landscape – Limit
landscape irrigation
to specific times
Percentage 12%  All other landscape irrigation, except for agricultural and commercial nursery water use, is restricted to one day per week between 10:00 pm and 8:00 am. There is no restriction on watering using recycled water.

Yes

244
Section 8 2025 Urban Water Management Plan
Water Shortage Contingency Planning City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
8-6 EKI Environment & Water, Inc.

Table 8-3 Demand Reduction Actions (DWR Table 8-3) (Continued) Shortage
Level
Demand Reduction
Actions
How much is this going to
reduce the shortage gap?
Additional Explanation or Reference (OPTIONAL)
Penalty,
Charge, or
Other
Enforcement?
Volume or
Percentage
Shortage
Gap
Reduction
Value
3 Moratorium or Net
Zero Demand
Increase on New
Connections
Percentage 0%  No new potable water service shall be provided by the City, except under the following circumstances.  A valid, unexpired building permit has been issued for the project; or  The project is necessary to protect the public’s health, safety, and welfare; or  The applicant provides substantial evidence of an enforceable commitment that water demands for the project will be offset prior to the provision of a new water meter(s) to the satisfaction of the Director; or  To provide continuation of water service or to restore service that has been interrupted for a period of one year or less.

Yes
4 Other Percentage 0%  The Public Works Director may prohibit water uses not required for public health and safety and fire protection. Yes
4 Landscape – Prohibit
all landscape
irrigation
Percentage 15%  The Public Works Director may prohibit all outdoor water uses, with the exception of agricultural and commercial nursery water use, which may be limited to two days per week between 10:00 pm and 8:00 am.

Yes
4 Other water feature
or swimming pool
restriction
Percentage 0%  The Public Works Director may prohibit all recreational water uses. Yes 4 Reduce System
Water Loss Percentage 0-1%  The Public Works Director may modify the operation of the City’s water system to reduce water use, including reduction of water main flushing and reduction of distribution system pressures.

Yes
4 Other Percentage 0%  Evaluate staff resources. May include hiring temporary staff or training additional City staff to assist with customer service and enforcement.

245
Section 8 2025 Urban Water Management Plan
Water Shortage Contingency Planning City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
8-7 EKI Environment & Water, Inc.

Table 8-3 Demand Reduction Actions (DWR Table 8-3) (Continued) Shortage
Level
Demand Reduction
Actions
How much is this going to
reduce the shortage gap?
Additional Explanation or Reference (OPTIONAL)
Penalty,
Charge, or
Other
Enforcement?
Volume or
Percentage
Shortage
Gap
Reduction
Value
4 Other Percentage 30-40%  The Public Works Director may establish water budgets, such that no customer shall make, cause, use, or permit the use of water for any purpose in an amount in excess of a certain percentage of the amount of use on the customer's premises during the corresponding billing period during the prior calendar year. Waivers or reductions may be granted to individual customers as deemed appropriate by the City. No customer shall be required to reduce water consumption below the minimum amount required for health and safety, as determined by the City.  Water use shall not exceed the water budget established for each customer.

Yes
5 Expand Public
Information
Campaign
Percentage 0-1%  Increase public outreach for added restrictions and prohibitions and communication critical shortage conditions No
5 Other Percentage 40-50%  Increase water budget reduction requirements.  Water use shall not exceed established water budget for each customer.

Yes
5 Other Percentage 0%  Prioritize water service for essential uses and critical facilities. Yes 5 Other Percentage 0%  Coordinate with law enforcement agencies to address enforcement challenges.  Coordinate with CA Dept of Public Health, County Public Health Department and other emergency response agencies regarding water quality and public health issues.  Prepare to coordinate with State (SWRCB, DWR) and County (Department of Emergency Management) for emergency response support and funding.

246
Section 8 2025 Urban Water Management Plan
Water Shortage Contingency Planning City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
8-8 EKI Environment & Water, Inc.

Yes
6 Other Percentage 0%  Activate emergency response procedures and request mutual aid. Yes 6 Other Percentage 0%  Continue to coordinate with State (SWRCB, DWR) and County (Department of Emergency Management) for emergency response support and funding.

No
NOTES:
(a) Actions from a lower stage are assumed to continue during a higher stage unless replaced with a more stringent measure. (b) Reported demand reduction percentages reflect standalone estimates for each action. These estimates are not strictly additive because multiple actions may target the same end uses or customer behaviors, and combined implementation may result in overlapping or reinforcing effects. For example, irrigation restrictions and water allocation programs both reduce outdoor water use and may achieve similar savings when implemented together, whereas public information and enforcement actions may improve compliance of other water use restrictions. (c) Actions with 0% savings are not anticipated to reduced demand by 0% but instead are unable to be quantified. 247
Section 9 2025 Urban Water Management Plan
Demand Management Measures City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
9-1 EKI Environment & Water, Inc.
9 DEMAND MANAGEMENT MEASURES
This section provides an overview of the City’s current and planned DMMs, which include specific types and groupings of water conservation measures typically implemented by water suppliers; the DMMs are closely aligned with the California Urban Water Conservation Council (CUWCC) Best Management Practices (BMPs). The City administers several of its DMMs through past participation in CUWCC BMPs (succeeded by the California Water Efficiency Partnership) and currently with BAWSCA's Regional Water Conservation Program. The following sections describe BAWSCA’s Regional Water Conservation Program and the nature and extent of the specific DMMs implemented by the City.

9.1 Regional Water Conservation Programs
The City administers a few of its DMMs through BAWSCA’s Regional Water Conservation Program. The following section describes BAWSCA’s Regional Water Conservation Program per the BAWSCA and SFPUC provided common language and the nature and extent of the specific DMMs implemented by the City.

BAWSCA manages a Regional Water Conservation Program comprised of several programs and initiatives that support and augment its member agencies’ and customers’ efforts to use water more efficiently. These efforts extend limited water supplies that are available to meet both current and future water needs, increase drought reliability of the existing water system, and save money for both the BAWSCA member agencies and their customers.

The implementation of the Regional Water Conservation Program builds upon the Demand Study (completed in December of 2025). These efforts include both Core Programs (implemented regionally throughout the BAWSCA service area) and Subscription Programs (funded by individual member agencies that elect to participate and implement them within their respective service areas).  CWC §10631 (e) Provide a description of the supplier’s water demand management measures. This description shall include all of the following:
(1) (A) For an urban retail water supplier, as defined in Section 10608.12, a narrative description that addresses the nature and extent of each water demand management measure implemented over the past five years. The narrative shall describe the water demand management measures that the supplier plans to implement to achieve its water use targets pursuant to Section 10608.20. (B) The narrative pursuant to this paragraph shall include descriptions of the following water demand management measures:
(i) Water waste prevention ordinances.
(ii) Metering.
(iii) Conservation pricing.
(iv) Public education and outreach.
(v) Programs to assess and manage distribution system real loss. (vi) Water conservation program coordination and staffing support. (vii) Other demand management measures that have a significant impact on water use as measured in gallons per capita per day, including innovative measures, if implemented. 248
Section 9 2025 Urban Water Management Plan
Demand Management Measures City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
9-2 EKI Environment & Water, Inc.

BAWSCA’s Core Conservation Programs include organizing classes focused on sustainable and water-efficient landscape design, assistance related to automated metering infrastructure, and other associated programs that work to promote smart water use and practices. BAWSCA’s Subscription Programs include numerous rebate programs, educational programs that can be offered to area schools, technical assistance to member agencies in evaluating water loss, and programs that use data analytics to provide customized water-saving recommendations to customers. In total, BAWSCA offers 24 programs to its Member Agencies and that number continues to grow over time.

Each fiscal year, BAWSCA prepares an Annual Water Conservation Report that documents several conservation program metrics exemplifying the benefits of the Regional Water Conservation Program to all 26 of BAWSCA Member Agencies. Additionally, the report highlights how all 26 member agencies participate in one or more of the Subscription Programs offered by BAWSCA, such as rebates, water loss management and large landscape audits. The Demand Study indicates that through a combination of active and passive conservation, 16.14 MGD will be conserved by BAWSCA’s member agencies by 2050.

The Core Programs provided as a part of the Regional Water Conservation Program include conservation measures that benefit from regional implementation and provide overall regional benefit and are funded through the annual BAWSCA budget. The Subscription Programs are conservation measures that individual agencies must elect to participate in and whose benefits are primarily realized within individual water agency service areas. As such, the Subscription Programs are funded by individual member agencies, based on their participation level.

The City participates in BAWSCA’s Core Program but does not participate in the Subscription Programs.

The City’s implementation of and participation in the Core Programs are described in detail below, as they relate to City’s implementation of DMMs.

9.1.1 DMM 1 – Water Waste Prevention Ordinances
Chapter 17.04 of the City’s Municipal Code prohibits water waste within the City. The City has prohibited the unreasonable use of water, which is defined as the failure to take appropriate measures to minimize excess application and incidental losses of water. Examples of unreasonable use include allowing excess runoff from irrigation, failing to fix broken plumbing, and more. Specific water-wasting actions are prohibited in Chapter 17.04 of the City’s Municipal Code. While Chapter 17.04 of the City’s Municipal Code is enforced at all times, the City increases enforcement during periods of water shortage.

Commented [JH5R3]: Per WCDB and workshop no
participation in subscription programs, edited here.

Commented [MV5R2]: I gave EKI written consent to reach out Commented [BZ5]: I don't think the City has elected to
participate in any programs beyond the core programs since 2021; Can this be confirmed with BAWSCA? 249
Section 9 2025 Urban Water Management Plan
Demand Management Measures City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
9-3 EKI Environment & Water, Inc.

9.1.2 DMM 2 – Metering
The City requires meters on all connections to the water distribution system, including detector check meters on new private fire protection services. Currently, there are no known unmetered connections to the water distribution. All new commercial and industrial developments are required to have dedicated water meters for landscape irrigation.

9.1.3 DMM 3 – Conservation Pricing
The City charges a set price for all customers per unit of potable water, referred to as a uniform volume charge. The current uniform volume charge is $8.67 per 100 cubic feet of water delivered. Although the City does not utilize an increasing block rate structure, the existing rate structure facilitates water conservation because the customer’s water bill increases with the volume of water used.

9.1.4 DMM 4 – Public Education and Outreach
The City implements a number of public education and outreach initiatives with support from the BAWSCA Regional Water Conservation Program, including the following initiatives:  Water efficient landscape education classes: The City coordinates with BAWSCA in the advertising of a series of Water-Efficient Landscape Education that are free to the public and are designed to introduce homeowners and landscape professionals to the concepts of sustainable landscape design. The classes focus on creating beautiful, water-efficient gardens as an alternative to lawns.

Examples of specific class topics include “Lawn Replacement 101”, “Drought Tolerant Plants”, and “From Graywater to Green Garden”, among others.  Water-Wise Gardening in the Bay Area landscape educational tool: The City promotes the popular landscape educational tool Water-Wise Gardening in the Bay Area. Initially created as a CD-ROM in FY 2006-07, the educational tool is currently available on-line via BAWSCA’s website so that it can be readily accessed by the public. The Water-Wise Gardening in the Bay Area tool contains information on how to create and maintain a beautiful, low-water-use garden and includes photographs of water-efficient gardens and provides links to the plants that compose the featured gardens. The featured gardens are primarily composed of sites in the Bay Area, specifically within the BAWSCA service area.
 CWC §526 (a) Notwithstanding any other provision of law, an urban water supplier that, on or after January 1, 2004, receives water from the federal Central Valley Project under a water service contract or subcontract … shall do both of the following:
(1) On or before January 1, 2013, install water meters on all service connections to residential and nonagricultural commercial buildings constructed prior to January 1, 1992, located within its service area. (2) On and after March 1, 2013, or according to the terms of the Central Valley Project water contract in operation, charge customers for water based on the actual volume of deliveries, as measured by a water meter.  CWC §527 (a) (a) An urban water supplier that is not subject to Section 526 shall do both of the following:
(1) Install water meters on all municipal and industrial service connections located within its service area on or before January 1, 2025.

Commented [JH6]: As of March 1, 2025
250
Section 9 2025 Urban Water Management Plan
Demand Management Measures City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
9-4 EKI Environment & Water, Inc.

9.1.5 DMM 5 – Programs to Assess and Manage Distribution System Real Loss The City tracks unaccounted-for-water within its system, which is calculated as the difference between metered water consumption and total water production. Unaccounted-for-water includes unmetered water consumption, such as water used for system flushing, leak repair flushing, hydrant leaks, and street sweeping, as well as water lost in the distribution system due to leaks and other water losses.

In an effort to minimize water system loss, Veolia conducts leak investigations on behalf of the City. The City estimates that each leak investigation saves approximately 3,000 gallons. The City’s previous water system operator, American Water Enterprise, performed leak investigations during the period between 2015 and May 2020, however the City does not have records of these investigations. The City’s current water system operator, Veolia, performed 323 leak investigations from 2021-2025.

To manage loss in the future, Veolia has procedures in place to initiate a leak investigation when an individual account has a higher-than-normal water use over a short period (e.g., daily).

9.1.6 DMM 6 – Water Conservation Program Coordination and Staffing Support The City’s water conservation program is administered by the City Engineer. Duties include program management, tracking, planning, responding to public requests, and completing any required reporting.

The City Engineer is supported by one staff member. Contact information for the City Engineer is listed below:

Name: Anwar Mirza
Phone: 650-853-3113
Email: [email protected]

9.1.7 DMM 7 – Other Demand Management Measures
Other DMMs provided by the City, in addition to those discussed above, include the following:  Rain Barrel Rebate: The City offers rain barrel rebates of up to $200 to its residential customers through the San Mateo Countywide Water Pollution Prevention Program. San Mateo County tracks the number of participants countywide, however they do not track by individual city.

In the past, the City has participated in other DMM programs through BAWSCA subscription programs, such as the high-efficiency toilet rebate and high-efficiency residential washing machine rebate programs, however, the City did not participate in these programs between since 2020.

9.2 Implementation over the Past Five Years
Table 9-1 summarizes the DMMs implemented by the City and the extent of implementation for each of the programs listed under DMM-1 and DMM-7 from 2021 to 2025. Through implementation of the DMMs, the City has been able to reduce water demands in its service area and help its customers to achieve water and cost savings.

Commented [BZ7]: Should we add updated data from veolia? Commented [MV7R4]: 2021-2025 Leak investigations: 2021 - 52 2022 - 48 2023 - 58 2024 - 79 2025 - 86 Commented [MV7R3]: Also I think the next paragraph justifies Commented [JH7R5]: Incorporated
Commented [MV7R2]: I'll reach out.
251
Section 9 2025 Urban Water Management Plan
Demand Management Measures City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
9-5 EKI Environment & Water, Inc.

Table 9-1 Summary of DMMs and Implementation over the Past Five Years (2020-2025) DMM
Category
Program or
Activity
Target
Sector Nature of Implementation Extent of Implementation 1 Water Waste
Prevention
Ordinances

SFR, MFR,
CII
And IRR
Chapter 17.04 of the City’s Municipal Code prohibits water waste within the City. The City has prohibited the unreasonable use of water, which is defined as the failure to take appropriate measures to minimize excess application and incidental losses of water.

The requirements of Chapter 17.04 of
the City’s Municipal Code are
enforced at all times.
2 Metering

SFR, MFR,
CII
And IRR
The City requires meters on all connections to the water distribution system, including detector check meters on new private fire protection services. Currently, there are no known unmetered connections to the water distribution. All new commercial and industrial developments are required to have dedicated water meters for landscape irrigation.

All accounts are metered and read on
a monthly basis.
3 Conservation
Pricing

SFR, MFR,
CII
And IRR
The current water rate structure includes a uniform charge based on volume of water usage:
https://www.eastpaloaltowater.com/pages/customer-service/rates/. 4 Water
Efficient
Landscape
Education
Classes

SFR, MFR
Free classes developed by BAWSCA provide information regarding water efficient landscaping. The classes focus on creating beautiful, waterefficient gardens as an alternative to lawns, and include “Lawn Replacement 101,” “Drought Tolerant Plants,” and “From Graywater to Green Garden,” among others. The City participates through the BAWSCA Regional Water Conservation Program.
5 Leak
Investigations UFW
In an effort to minimize water system loss, Veolia conducts leak investigations on behalf of the City. The City estimates that each leak investigation saves approximately 3,000 gallons.

Veolia performed 323 leak
investigations from 2021-2025
6 Conservation
Program
Coordination
and Staff

SFR, MFR,
CII
And IRR
The City employs coordination staff and funds the water conservation program.

The water conservation program is
coordinated and administered by the
City Engineer.
7 Rain Barrel
Rebate SFR, MFR
The City offers rain barrel rebates of up to $200 to its residential customers through the San Mateo Countywide Water Pollution Prevention Program.

San Mateo County tracks the number
of participants countywide, however
they do not track by individual City
252
Section 9 2025 Urban Water Management Plan
Demand Management Measures City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
9-6 EKI Environment & Water, Inc.

9.3 Implementation to Achieve Water Use Targets and Urban Water Use Objectives All the DMMs described above contributed to the City’s compliance with the SB X7-7 2020 target GPCD.

As described in Section 5.2, in July 2024, California enacted the MCCWL regulation implementing SB 606 and AB 1668 to support long-term water conservation and drought resilience. Starting in 2023, CWC §10609 requires that urban retail water suppliers develop UWUOs that are based on specific standards for certain water use sectors.

BAWSCA’s 2025 Demand Study developed water demand and conservation projections through 2050 for each member agency. As described in Section 4.5.3, the 2025 Demand Study estimates projected water demands and quantifies passive and active conservation water savings potential. As discussed in Section 5.2, the 2025 Demand Study projections estimate that the City’s water use is expected to be below the UWUO standards. However, this analysis is preliminary and relies on several assumptions as noted in the 2025 Demand Study. Therefore, the City is still actively investigating where there is potential in reducing use such that it will be compliant in the future. 253
Section 10 2025 Urban Water Management Plan
Plan Adoption, Submittal, and Implementation City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
10-1 EKI Environment & Water, Inc.
10 PLAN ADOPTION, SUBMITTAL, AND IMPLEMENTATION
This section provides information on a public hearing, the adoption process for the UWMP and WSCP, the adopted UWMP and WSCP submittal process, plan implementation, and the process for amending the adopted UWMP or WSCP for the City.

10.1 Inclusion of All 2025 Data
This UWMP includes water use and planning data for the entire fiscal year of 2025, per the 2025 UWMP Guidebook.

10.2 Notice of UWMP Preparation
Pursuant to CWC §10621(b), on March 9, 2026, the City sent a letter to the SFPUC, BAWSCA, each BAWSCA member agency, San Mateo County, and other local agencies informing them that the City was in the process of updating its UWMP and WSCP and soliciting their input in the update process. A listed of the entities contacted is provided in Appendix B. The letter was sent more than 60 days before the public hearing as required by code. A sample outreach letter is included in Appendix B. 10.3 Notice of Public Hearing Prior to adopting the Plan, the City held an in-person and virtual public hearing to present information on its UWMP and WSCP on June 16, 2026 at TIME.
 CWC §10643
An urban water supplier shall implement its plan adopted pursuant to this chapter in accordance with the schedule set forth in its plan.
 CWC §10621
(b) Every urban water supplier required to prepare a plan shall … at least 60 days prior to the public hearing on the plan … notify any city or county within which the supplier provides waters supplies that the urban water supplier will be reviewing the plan and considering amendments or changes to the plan.  CWC §10642
…Prior to adopting either [the plan or water shortage contingency plan], the urban water supplier shall make both the plan and the water shortage contingency plan available for public inspection and shall hold a public hearing or hearings thereon. Prior to any of these hearings, notice of the time and place of the hearing shall be published within the jurisdiction of the publicly owned water supplier pursuant to Section 6066 of the Government Code [see below]. The urban water supplier shall provide notice of the time and place of a hearing to any city or county within which the supplier provides water supplies Notices by a local public agency pursuant to this section shall be provided pursuant to Chapter 17.5 (commencing with Section 7290) of Division 7 of Title 1 of the Government Code. A privately owned water supplier shall provide an equivalent notice within its service area.  CGC §6066
Publication of notice pursuant to this section shall be once a week for two successive weeks. Two publications in a newspaper published once a week or oftener, with at least five days intervening between the respective publication dates not counting such publication dates, are sufficient. The period of notice commences upon the first day of publication and terminates at the end of the fourteenth day, including therein the first day. 254
Section 10 2025 Urban Water Management Plan
Plan Adoption, Submittal, and Implementation City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
10-2 EKI Environment & Water, Inc.

The same relevant entities were notified of the UWMP and WSCP preparation above were notified again with the specific date, time and location of the hearing at least two weeks prior to the public hearing. The notice to the public, as specified in CGC §6066, and letters to relevant agencies can be found in Appendix C. 10.3.1 Notice to Cities and Counties
On MONTH DAY, 2026, the City sent a letter to each of the above-mentioned entities informing them of the locations the Public Review Draft 2025 UWMP and the updated WSCP would be available for review and welcoming their input and comments on the document. The Public Review Draft 2025 UWMP and the WSCP were available for public review at the City’s office and the City’s website. The letter also informed the agencies that the UWMP and WSCP public hearing would be occurring at the City Council meeting on June 16, 2026. Table 10-1 lists the cities and counties that were notified. Copies of these letters are provided in Appendix C. Table 10-1 Notification to Cities and Counties (DWR Table 10-1) City Name 60 Day Notice Notice of Public Hearing
See note (a) X X
County Name 60 Day Notice Notice of Public Hearing
San Mateo County X X
NOTES:
(a) See Appendix B and Appendix C for the full list of cities and agencies that the City provided notification to.

10.3.2 Notice to the Public
The City issued public notifications soliciting public input during the preparation of 2025 UWMP and the WSCP. On MONTH DAY, 2026 and MONTH DAY, 2026, the City published a notice in the San Mateo County Times informing the public that the 2025 UWMP and the WSCP would be available for public review at the City’s office and on the City’s website, consistent with requirements of CGC §6066. The notice also provided instructions on how to view the UWMP and WSCP prior to the hearing, the revision schedule, contact information of the UWMP and WSCP preparer, and informed the public that the 2025 UWMP and WSCP public hearing would be held at the Council Meeting on June 16, 2026. Copies of the newspaper announcements are included in Appendix C.
 CWC §10631 (a) A plan shall be adopted in accordance with this chapter that shall do all of the following:

Urban water suppliers shall coordinate with local or regional land use authorities to determine the most appropriate land use information, including, where appropriate, land use information obtained from local or regional land use authorities, as developed pursuant to Article 5 (commencing with Section 65300) of Chapter 3 of Division 1 of Title 7 of the Government Code.
255
Section 10 2025 Urban Water Management Plan
Plan Adoption, Submittal, and Implementation City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
10-3 EKI Environment & Water, Inc.

10.4 Public Hearing and Adoption
As described above, the City informed the public and the appropriate agencies of (1) its intent to prepare a UWMP and the associated WSCP, (2) where the UWMP and WSCP were available for public review, and (3) when the public hearing regarding the UWMP and WSCP would be held. All notifications were completed in compliance with the stipulations of CGC §6066.

This UWMP was adopted by Resolution No. XXX by the City Council during its June 16, 2026 meeting. The WSCP included as Appendix F was adopted by Resolution No. XXX during the same meeting. Copies of the resolutions are included in Appendix G.
 CWC §10642
Each urban water supplier shall encourage the active involvement of diverse social, cultural, and economic elements of the population within the service area prior to and during the preparation of both the plan and the water shortage contingency plan. Prior to adopting either, the urban water supplier shall make both the plan and the water shortage contingency plan available for public inspection and shall hold a public hearing or hearings thereon…. After the hearing or hearings, the plan or water shortage contingency plan shall be adopted as prepared or as modified after the hearing or hearings.
 CGC §7291
…every local public agency… serving a substantial number of non-English-Speaking people, shall employ a sufficient number of qualified bilingual persons in public contact positions or as interpreters to assist those in such positions, to ensure provision of information and services in the language of the non-English-speaking person. 256
Section 10 2025 Urban Water Management Plan
Plan Adoption, Submittal, and Implementation City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
10-4 EKI Environment & Water, Inc.

10.5 Plan Submittal
This UWMP and WSCP were submitted to DWR within 30 days of adoption and by the July 1, 2026, deadline. The submittal was done electronically through Water Use Efficiency Data Portal, an online submittal tool. The adopted UWMP and WSCP were also sent to the California State Library and to the cities and counties listed in Table 10-1 no later than 30 days after adoption.

10.6 Public Availability
A copy of the adopted 2025 UWMP and associated WSCP will be available for public review in the City’s office during normal business hours and on the City’s website within 30 days of filing the plan with DWR.  CWC §10621
(c) An urban water supplier regulated by the Public Utilities Commission shall include its most recent plan and water shortage contingency plan as part of the supplier’s general rate case filings. (e) Each urban water supplier shall update and submit its 2025 plan to the department by July 1, 2026…  CWC §10635
(c) The urban water supplier shall provide that portion of its urban water management plan prepared pursuant to this article to any city or county within which it provides water supplies no later than 60 days after the submission of its urban water management plan.
 CWC §10644
(a)(1) An urban water supplier shall submit to the department, the California State Library, and any city or county within which the supplier provides water supplies a copy of its plan no later than 30 days after adoption. Copies of amendments or changes to the plans shall be submitted to the department, the California State Library, and any city or county within which the supplier provides water supplies within 30 days after adoption. (a)(2) The plan, or amendments to the plan, submitted to the department pursuant to paragraph (1) shall be submitted electronically and shall include any standardized forms, tables, or displays specified by the department.  CWC §10645
(a) Not later than 30 days after filing a copy of its plan with the department, the urban water supplier and the department shall make the plan available for public review during normal business hours. (b) Not later than 30 days after filing a copy of its water shortage contingency plan with the department, the urban water supplier and the department shall make the plan available for public review during normal business hours.
257
Section 10 2025 Urban Water Management Plan
Plan Adoption, Submittal, and Implementation City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
10-5 EKI Environment & Water, Inc.

10.7 Amending an Adopted UWMP or Water Shortage Contingency Plan If the UWMP or WSCP are amended, each of the steps for notification, public hearing, adoption and submittal will also be followed for the amended document.  CWC §10621
(d) The amendments to, or changes in, the plan shall be adopted and filed in the manner set forth in Article 3 (commencing with Section 10640).
 CWC §10644
(a)(1) Copies of amendments or changes to the plans shall be submitted to the department, the California State Library, and any city or county within which the supplier provides water supplies within 30 days after adoption. (b) If an urban water supplier revises its water shortage contingency plan, the supplier shall submit to the department a copy of its water shortage contingency plan prepared…no later than 30 days after adoption, in accordance with protocols for submission and using electronic reporting tools developed by the department. 258
Section 11 2025 Urban Water Management Plan
References City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
11-1 EKI Environment & Water, Inc.
11 REFERENCES
Association of Bay Area Governments (ABAG), 2021. Plan Bay Area 2050. Retrieved from https://planbayarea.org/finalplan2050, adopted 21 October 2021.

Bay Area Water Supply and Conservation Agency (BAWSCA), 2025. Regional Water Demand and Conservation Projections Study. Bay Area Water Supply and Conservation Agency, dated December 2025.

BAWSCA, 2026. Fiscal Year 2024-25 Annual Survey, dated March 2026. Retrieved from https://bawsca.org/water/supply/survey. California Irrigation Management Information System (CIMIS), 2026. CIMIS Reference Evapotranspiration Zones from https://cimis.water.ca.gov/Content/pdf/CimisRefEvapZones.pdf, accessed 6 May 2026.

City of East Palo Alto (East Palo Alto), 2016. Vista 2035 East Palo Alto General Plan, adopted 4 October 2016, Finalized March 2017.

East Palo Alto, 2023. City of East Palo Alto 2030 Climate Action Plan and Adaptation Strategies, dated September 2023.

East Palo Alto, 2024. 2023-2031 Housing Element, adopted 21 February 2023, finalized March 2024.

EKI et al, 2018. San Mateo Plain Groundwater Basin Assessment. EKI Environment & Water, Inc. (EKI)/Todd/HydroFocus, dated July 2018.

EKI, 2023. City of East Palo Alto Water System Master Plan, prepared for the City of East Palo Alto, dated March 2023.

EKI, 2025. Updated CASGEM Monitoring Plan – San Mateo Plain Groundwater Subbasin, prepared for the County of San Mateo, dated April 2025.

County of San Mateo, 2018. Sea Level Rise Vulnerability Assessment. Retrieved from https://www.smcsustainability.org/wp-content/uploads/2018-03- 12_SLR_VA_Report_2.2018_WEB_FINAL.pdf, accessed 18 February 2026.

DWR, 2025. Water Use Efficiency Data (WUEdata), Annual Water Loss Audit Report for the Fiscal Year 2024–2025 submitted by the City of East Palo Alto. Department of Water Resources, retrieved from https://wuedata.water.ca.gov/awwa_plans, submitted 31 December 2025.

IRM, 2015. Water Supply Assessment, City of East Palo Alto General Plan Update, 29 January 2015.

Menlo Park Municipal Water (MPMW), 2026. PUBLIC DRAFT 2025 Urban Water Management Plan for Menlo Park Municipal Water, dated May 2026.

Metzger, L.F., 2002, Streamflow Gains and Losses along San Francisquito Creek and Characterization of Surface-Water and Ground-Water Quality, Southern San Mateo and Northern Santa Clara Counties, California, 1996-97, U.S. Geological Survey Water-Resources Investigations Report 02-4078.

City of Mountain View (Mountain View) and East Palo Alto, 2022. Minimum Water Purchase Transfer Agreement Between the City of East Palo Alto and the City Of Mountain View, executed 24 May 2022. 259
Section 11 2025 Urban Water Management Plan
References City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
11-2 EKI Environment & Water, Inc.

PRISM Group, 2026. Northwest Alliance for Computational Science & Engineering, Oregon State University. PRISM Data Explorer. Retrieved from https://prism.oregonstate.edu/explorer/, accessed 6 May 2026.

City of Redwood City (Redwood City), 2026. DRAFT 2025 Urban Water Management Plan Update, prepared by EKI Environment & Water, Inc. dated May 2026.

State Water Resources Control Board, 2022. Making Conservation a California Way of Life: Water Loss Performance Standards and Reporting Requirements. California State Water Resources Control Board, dated 23 June 2022.

Todd Engineers, Kennedy/Jenks Consultants, & ESA (Todd Engineers), 2012, Gloria Way Water Well Production Alternatives Analysis & East Palo Alto Water Security Feasibility Study, dated November 2012.

Todd, 2015. Groundwater Management Plan for City of East Palo Alto. Todd Engineers, dated August 2015.

U.S. Census Bureau, 2024. 2020-2024 ACS 5-year Estimates. United States Census Bureau, dated 2024.

Retrieved from: https://data.census.gov/cedsci/.
260
2025 WATER SHORTAGE CONTINGENCY PLAN
City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
EKI Environment & Water, Inc.
001 Junipero Serra Blvd, Suite 300 • Daly City, CA 94014 261
ADMINISTRATIVE DRAFT | May 2026
i EKI Environment & Water, Inc.
2025 WATER SHORTAGE CONTINGENCY PLAN
City of East Palo Alto

TABLE OF CONTENTS
1 INTRODUCTION .................................................................................................................. 1-1 2 WATER SUPPLY RELIABILITY ANALYSIS ................................................................................. 2-1 3 PRIOR DROUGHT ACTIONS .................................................................................................. 3-1

3.1 2014-2017 Drought .......................................................................................................... 3-1

3.2 2021-2023 Drought .......................................................................................................... 3-1 4 ANNUAL WATER SUPPLY AND DEMAND ASSESSMENT PROCEDURES .................................... 4-1 5 WATER SHORTAGE LEVELS .................................................................................................. 5-1 6 SHORTAGE RESPONSE ACTIONS ........................................................................................... 6-1

6.1 Demand Reduction Methods ........................................................................................... 6-1

6.1.1 Operational Changes .................................................................................... 6-1

6.1.2 Additional Mandatory Restrictions ............................................................... 6-1

6.1.3 Special Water Feature Distinction ................................................................ 6-2

6.2 Supply Augmentation ...................................................................................................... 6-2

6.3 Shortage Response Action Effectiveness ......................................................................... 6-7

6.3.1 Baseline Water Use Profile ........................................................................... 6-7

6.3.2 Shortage Response Action Effectiveness ...................................................... 6-9

6.4 Emergency Response Plan ............................................................................................. 6-10 7 SEISMIC RISK ASSESSMENT .................................................................................................. 7-1 8 COMMUNICATION PROTOCOLS ........................................................................................... 8-1

8.1 Water Shortage Declaration and Termination Procedures ............................................. 8-1 9 COMPLIANCE AND ENFORCEMENT ...................................................................................... 9-1 10 LEGAL AUTHORITIES .......................................................................................................... 10-1 11 FINANCIAL CONSEQUENCES OF WSCP ................................................................................ 11-1 12 MONITORING AND REPORTING ......................................................................................... 12-1 13 WSCP REFINEMENT PROCEDURES ..................................................................................... 13-1 14 PLAN ADOPTION, SUBMITTAL, AND AVAILABILITY ............................................................. 14-1 15 REFERENCES ..................................................................................................................... 15-1 262
2025 Water Shortage Contingency Plan
City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
ii EKI Environment & Water, Inc.

TABLES (IN REPORT TEXT)
Table 5-1 Water Shortage Contingency Plan Levels (DWR Table 8-1) ............................................. 5-1 Table 6-1 Demand Reduction Actions (DWR Table 8-2) .................................................................. 6-3 Table 9-1 Enforcement of Water Use Restrictions and Prohibitions ............................................... 9-1

FIGURES (IN REPORT TEXT)
Figure 3-1 Monthly Water Use and Cumulative Water Use Reduction, 2021-2023......................... 5-1 Figure 6-1 Baseline Year Annual Indoor vs. Outdoor Water Use ...................................................... 6-1 Figure 6-2 Baseline Monthly Indoor vs. Outdoor Water Use ........................................................... 6-1

ATTACHMENTS
Attachment 1. City of East Palo Alto's Municipal Code 13.24, Article VI Attachment 2. Annual Water Supply and Demand Assessment Procedures Attachment 3. Drought Response Tool Quantitative Assessment Attachment 4. Water Shortage Contingency Plan Resolutions 263
2025 Water Shortage Contingency Plan
City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
iii EKI Environment & Water, Inc.

ABBREVIATIONS AND ACRONYMS
BAWSCA Bay Area Water Supply and Conservation Agency
Bay-Delta Plan Amendment Water Quality Control Plan for the San Francisco Bay/Sacramento-San Joaquin Delta Estuary
CII Commercial, Industrial, and Institutional
County LHMP San Mateo County Local Hazard Mitigation Plan CWC California Water Code
DRT Drought Response Tool
DWR Department of Water Resources
EAP Emergency Action Plan
EOP Emergency Operations Plan
ERP Emergency Response Plan
MG Million gallons
R-GPCD residential gallons per capita per day
RWS Regional Water System
SFPUC San Francisco Public Utilities Commission
SOE State of Emergency
SWRCB State Water Resources Control Board
UWMP Urban Water Management Plan
WSCP Water Shortage Contingency Plan
264
Section 1 2025 Water Shortage Contingency Plan
Introduction City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
1-1 EKI Environment & Water, Inc.
1 INTRODUCTION
The City of East Palo Alto’s (City’s or East Palo Alto’s) Water Shortage Contingency Plan (WSCP) is developed to serve as a flexible framework of planned response measures to mitigate future water supply shortages. This WSCP builds upon and supersedes the WSCP that was presented in the 2020 Urban Water Management Plan (UWMP).

The WSCP includes the stages of response to a water shortage caused by drought or by supply interruptions caused by infrastructure failure, regulatory mandate, or catastrophic human-caused or natural events. The primary objective of the WSCP is to ensure that East Palo Alto has in place the necessary resources and management responses needed to protect health and human safety, minimize economic disruption, and preserve environmental and community assets during water supply shortages and interruptions. The WSCP also includes procedures to conduct an annual assessment of water supply and demand in order to determine whether water shortage conditions are likely to exist in the forthcoming year, and to proactively begin the process of implementing WSCP stages of action, as appropriate.

This WSCP has been prepared in accordance with California Water Code (CWC) §10640 and CWC §10632 of the UWMP Act. Text from the UWMP Act has been included in grey text boxes with italicized font at beginning of relevant sections of this WSCP. The information presented in the respective WSCP sections and the associated text and tables are collectively intended to fulfill the requirements of that sub-section of the UWMP Act.

The City has authority within the City of East Palo Alto's Municipal Code 13.24, Article VI to require water rationing and conservation and to enforce penalties. East Palo Alto Municipal Code 13.24, Article VI is included as Attachment 1 of this WSCP.

East Palo Alto developed this WSCP based on the following guiding principle:

Eliminate water waste, prioritize the reduction of non-essential water uses, and preserve water uses that are essential to the health, safety, welfare, and economic vitality of the City’s customers during periods of water shortage.

Practically, this principle guides East Palo Alto to ask for a shared contribution from all of its customers towards meeting water reduction goals during periods of water shortage. It further directs East Palo Alto to focus its water conservation efforts on reducing discretionary water uses such as outdoor irrigation, while attempting to minimize economic and other impacts to its residential and commercial customers.  CWC § 10640
(a) Every urban water supplier required to prepare a plan pursuant to this part shall prepare its plan pursuant to Article 2 (commencing with Section 10630). The supplier shall likewise periodically review the plan as required by Section 10621, and any amendments or changes required as a result of that review shall be adopted pursuant to this article.
(b) Every urban water supplier required to prepare a water shortage contingency plan shall prepare a water shortage contingency plan pursuant to Section 10632. The supplier shall likewise periodically review the water shortage contingency plan as required by paragraph (10) of subdivision (a) of Section 10632 and any amendments or changes required as a result of that review shall be adopted pursuant to this article. 265
Section 2 2025 Water Shortage Contingency Plan
Water Supply Reliability Analysis City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
2-1 EKI Environment & Water, Inc.
2 WATER SUPPLY RELIABILITY ANALYSIS
This section provides a summary of East Palo Alto’s water supply reliability analysis in Section 7 of the City’s 2020 UWMP, recognizing that the WSCP is intended to be a standalone document that can be adopted and amended independently.

East Palo Alto primarily relies on the San Francisco Public Utilities Commission (SFPUC) Regional Water System (RWS) for its potable water supply, with small amounts of supply projected to come from groundwater. In accordance with the SFPUC’s perpetual obligation to East Palo Alto’s Supply Assurance, East Palo Alto has an Individual Supply Guarantee of 3.46 million gallons per day, or 1,264 million gallons (MG) per year. The City also owns and operates one groundwater well, which is projected to supply approximately 7 MG per year.

East Palo Alto’s supply reliability relies largely on the reliability of the SFPUC RWS. The SFPUC has committed to, among other things, meeting the retail and wholesale customers’ average annual water demand during non–drought years and meeting dry-year delivery needs while limiting rationing to a maximum 20% system-wide reduction in water service during extended droughts. However, several potential constraints have been identified on the future supply availability of the SFPUC RWS. One of the key factors is the adoption of the 2018 Water Quality Control Plan for the San Francisco Bay/SacramentoSan Joaquin Delta Estuary (Bay-Delta Plan Amendment). If the Bay-Delta Plan Amendment is implemented, the SFPUC is anticipated to have sufficient supplies to meet the projected water demands in normal years but would experience significant supply shortages in single dry years or multiple dry years.

Based on the current allocation methodology1 and SFPUC dry year cutbacks, East Palo Alto is anticipated to experience up to 267 MG (37%) supply shortfall in single dry years by 2050 and up to 339 MG (47%) supply shortfall in the second through fifth year of multiple dry years by 2050.

However, numerous uncertainties remain in the implementation of the Bay-Delta Plan Amendment and the allocation of the available supply between the wholesale customers. The resultant actual supply reliability and the frequency of supply shortfalls for East Palo Alto cannot be known currently. East Palo Alto has placed high priority on working with SFPUC and the Bay Area Water Supply and Conservation Agency (BAWSCA) to better refine the estimates of RWS supply reliability and may revise its UWMP accordingly. The SFPUC and BAWSCA have also been taking various actions to improve the reliability of the RWS supply, including implementing a number of dry year water supply projects, exploring alternative water supplies, and implementing Long-Term Reliable Water Supply Strategy recommendations.

As part of the supply reliability analysis, East Palo Alto has conducted a Drought Risk Assessment, which evaluates the effects on available water supply sources of an assumed five-year drought commencing the 1 The SFPUC and the wholesale customers have negotiated and adopted a plan to allocate the RWS supply during system-wide shortages of 20% or less. To address the instances where the supply shortfalls are projected to be greater than 20%, BAWSCA has developed a revised methodology to allocate the RWS supply. This allocation method is intended to serve as the preliminary basis for the 2025 UWMP supply reliability analysis and does not in any way imply an agreement by BAWSCA member agencies as to the exact allocation methodology. Details on the SFPUC RWS supply reliability are provided by the SFPUC and the BAWSCA and are documented in Sections 7.1 as well as Appendix D of the 2025 UWMP.
 CWC § 10632 (a) (1) The analysis of water supply reliability conducted pursuant to Section 10635. 266
Section 2 2025 Water Shortage Contingency Plan
Water Supply Reliability Analysis City of East Palo Alto ADMINISTRATIVE DRAFT | May 2026
2-2 EKI Environment & Water, Inc.
year after the assessment is completed (i.e., from 2026 through 2030). East Palo Alto’s supply is expected to be sufficient to meet demands during the five consecutive dry years.

East Palo Alto has developed this WSCP to address water shortage conditions resulting from any cause (e.g., droughts, impacted distribution system infrastructure, regulatory-imposed shortage restrictions, etc.). The WSCP identifies a variety of actions that East Palo Alto will implement to reduce demands and further ensure supply reliability at various levels of water shortage. 267
Section 3 2025 Water Shortage Contingency Plan
Prior Drought Actions City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
3-1 EKI Environment & Water, Inc.
3 PRIOR DROUGHT ACTIONS
This section summarizes the City’s experience during recent droughts, including the 2014-2017 and 2021-2023 drought periods, with a focus on the sequence of State, regional, and local actions, the effectiveness of implemented measures, and key lessons learned. Understanding how water use responded to past drought conditions provides an important foundation for the development of this WSCP.

3.1 2014-2017 Drought
On April 1, 2015, Governor Brown issued the fourth in a series of Executive Orders regarding actions necessary to address California’s severe drought conditions. Executive Order B-29-15 directed the State Water Resources Control Board (SWRCB) to impose the first ever mandatory restrictions on urban water suppliers to achieve a statewide 25% reduction in potable urban water usage through February 2016. The Executive Order also requires commercial, industrial, and institutional (CII) users to implement water efficiency measures, prohibits irrigation with potable water of ornamental turf in public street medians, and prohibits irrigation with potable water outside newly constructed homes and buildings that is not delivered by drip or microspray systems, along with numerous other directives.

On 5 May 2015, the SWRCB adopted Resolution 2015-0032 that mandates minimum actions by water suppliers and their customers to conserve water supplies into 2016 and assigns a mandatory water conservation savings goal to each water supplier based on their residential gallons per capita per day (R-GPCD) water use. The Office of Administrative Law approved the regulations and modified the CWC on May 18, 2015. On February 2, 2016, the SWRCB voted to extend the emergency regulations until October 2016 with some modifications. On May 9, 2016, the Governor issued Executive Order B-37-16, which directed the SWRCB to extend the emergency regulations through the end of January 2017 as well as make certain water use restrictions permanent. On May 18, 2016, the SWRCB adopted Resolution 2016-0029 that adjusts the water conservation savings goal and replaces the February 2016 emergency regulation. The SWRCB is expected to take separate action to make some of the requirements of the regulations permanent in response to the Executive Order.

The mandatory conservation standards included in CWC §865(c) ranged from 8% for suppliers with an R-GPCD below 65 R-GPCD, up to 36% for suppliers with an R-GPCD of greater than 215 GPCD. As with previous emergency drought regulations adopted by the SWRCB in 2014, the new water conservation regulation was primarily intended to reduce outdoor urban water use. Based on the SWRCB’s mandated reduction targets, the City was required to reduce water use by 8% relative to its 2013 water use.

During the June 2015 through February 2016 compliance period, the City surpassed its water use reduction target of 8% with a cumulative saving of 22% relative to its 2013 use. The 2014 WSCP was updated as part of the 2015 UWMP. In June 2016, the City adopted its 2015 UWMP and associated WSCP update. In April 2017, the Governor Brown ended the drought State of Emergency (SOE).

3.2 2021-2023 Drought
State and Regional Actions
Beginning in April 2021, California entered a period of drought conditions marked by a series of escalating State, regional, and local actions. Governor Gavin Newsom issued an initial drought SOE in April 2021, which expanded statewide by October 2021.

Between April 2021 and December 2023, Governor Newsom and the State agencies implemented a series of actions to reduce water use throughout the State in response to the drought conditions. In July 2021, 268
Section 3 2025 Water Shortage Contingency Plan
Prior Drought Actions City of East Palo Alto
ADMINISTRATIVE DRAFT | May 2026
3-2 EKI Environment & Water, Inc.

East Palo Alto City CouncilJune 16, 2026

East Palo Alto City Council
June 16, 2026