Los Altos Hills City Council
May 21, 2024

1 City Council and FIC Special Meeting Agenda
May 21, 2024
LAH Agenda
September 28.docx j

NOTICE TO PUBLIC
Any writings or documents provided to a majority of the City Council regarding any item on the open session portion of this agenda will be made available for public inspection in the City Clerk’s office located at 26379 Fremont Road, Los Altos Hills, California during normal business hours. These materials will also be made available on the City website at www.losaltoshills.ca.gov subject to Staff’s ability to post the documents before the meeting.

NOTICE IS HEREBY GIVEN THAT A SPECIAL MEETING OF THE

LOS ALTOS HILLS CITY COUNCIL NAWILL BE HELD ON
TUESDAY, MAY 21, 2024, AT 10:00 A.M.

Meetings of the City Council and Finance and Investment Committee are held in-person. As a courtesy, and in compliance with applicable state law, staff and members of the public may participate in the meeting in person at Town Hall or virtually via Zoom Video Conference.

Members of the City Council may participate remotely from time to time in accordance with the provisions of Government Code section 54953.

To attend the meeting in person:

City Council Chambers, 26379 Fremont Road, Los Altos Hills, CA 94022 To provide Public Comment in person:

Members of the public wishing to speak are requested to complete a speaker card and submit it to the City Clerk at the meeting.

To participate in the meeting via Zoom Video Conference, please follow the instructions below:

Public comment will also be accepted via email at [email protected] prior to the start of the meeting. Written comments will be posted on the website and distributed to the Council.

If you choose to email your comments, please indicate in the subject line “FOR PUBLIC COMMENT” and indicate the item number.

If you wish to submit a public comment during the meeting, please use the following information.

Before speaking, please identify yourself by name and where you reside. The City Council meeting will be live-streamed on the Town’s website and via zoom at the following location:

Town of Los Altos Hills
City Council & Finance and Investment Committee
Special Meeting Agenda

STUDY SESSION
Tuesday, May 21, 2024 at 10:00 A.M.

Council Chambers, 26379 Fremont Road
Los Altos Hills, California

2 City Council and FIC Special Meeting Agenda
May 21, 2024
https://bit.ly/May21CCFICJointMeetingLAH
Webinar ID: 853 4323 8670
Passcode: 59498
Public testimony will be taken at the direction of the mayor and members of the public may only comment during times allotted for public comments.

CALL TO ORDER (10:00 AM)

1. ROLL CALL

2. STUDY SESSION
A. Study Session Regarding Proposed FY24-FY25 – FY25-26 Operating Budget and the FY2025-2029 Five -Year Capital Improvement Plan (Staff: P. Pirnejad)

3. NEW BUSINESS
Resolution Authorizing Staff to Negotiate an American Rescue Plan Act Funding Agreement with Los Altos Hills Community Fiber to install underground fiber infrastructure at priority sites; and Approving the Broadband Infrastructure Project to be included in the 2024-25 City Council Work Plan

4. PUBLIC COMMENT (Public Comment is Limited to Items which are the Subject of the Special Meeting)

5. ADJOURN

ASSISTANCE FOR PERSONS WITH DISABILITIES
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in the meeting, please contact the City Clerk at 650-941-7222. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting.

Copies of all agenda reports and supporting data are available for inspection at Town Hall, 26379 Fremont Road 24 hours in advance of the meeting.

A complete agenda can be found on the Town’s webpage: http://www.losaltoshills.ca.gov. A complete packet of information is available for inspection during the meeting at the table to the back of the Council Chambers and online. Council may take action on any agendized matter in any manner deemed appropriate by Council.

DRAFT PROPOSED

OPERATING AND CAPITAL BUDGETS FOR
FY 2024-2025 AND FY 2025-2026
1

Budget Process
Pathway Bridge
2

BUDGET PROCESS

BUDGET PROCESS OVERVIEW
Beginning with this Budget for the two fiscal years 2024-2025 and 2025-2026, the Town has produced a two-year budget. Prior to this change, the Town of Los Altos Hills had been adopting a yearly Operating Budget and five-year Capital Plan. The budgets are prepared with detail revenue and expenditure appropriations for the fiscal year beginning July 1 and ending June 30, and they are presented as a summary-level budget document. Budget schedules are prepared on the same basis as the Town’s financial statements and in accordance with Generally Accepted Accounting Principles (GAAP).

BUDGET PURPOSE
The Operating Budgets and the Capital Improvement Plan serve as the Town’s financial plan, as well as a policy document, a communications tool, and an operations guide. The Budget has been developed with an emphasis on long-term financial stewardship, sustainability, service delivery, and program management. A fundamental purpose of these documents is to provide a linkage between the services and projects the Town intends to accomplish, and the resources committed to getting the work done. The format of the budget facilitates this linkage by clearly identifying program purpose, key projects, and workplan goals, in relation to revenue and expenditure appropriations.

BASIS OF BUDGETING AND ACCOUNTING
The Budget is prepared in accordance with Generally Accepted Accounting Principles. The budget for governmental funds has been prepared on a modified accrual basis. The modified accrual method recognizes expenditures when the related Fund liability is incurred. Revenues are recognized when they become both measurable and available. “Measurable” means the amount of the transaction can be determined and “available” means collectible within the current accounting period orsoon enough thereafterto be used to pay liabilities ofthe current period. The annual budget contains the revenues, expenditure appropriations and other financial information pertaining to all Town operating and capital budgets. This is consistent with the Town’s basis of accounting as reported in its Annual Comprehensive Financial Report (ACFR).

Government budgets and governmental accounting use a mix of accounting methods. A hybrid 3

BUDGET PROCESS (CONTINUED)
cash and accrual accounting system known as a Modified Accrual Basis of Accounting recognizes revenues when measurable and available.

The Town considers all revenues reported in the governmental funds to be available if the revenues are collected within 45 days after the fiscal year.

Revenues are recognized in the period earned/collected. Expenditures are recorded when the liability is incurred. General long-term debt isrecognized as expenditures to the extent they have matured.

Governmental Funds are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Under this method, revenues are recognized when measurable and available. Property and sales tax, interest certain state and federal grants, and charges for services are accrued when their receipt occurs with sixty (60) days after the end of the accounting period to be both measurable and available. However, debt service expenditures, as well as expenditures related to claims and judgments are recorded only when payment is due.

General capital assets acquisitions are reported as expenditures in governmental funds.

Proceeds of long-term debt and capital leases are reported as other financing sources.

Proprietary Fund Types include the Enterprise and Internal Service Funds, are used to account for the Town’s business-type activities. Proprietary Funds are reported using the economic resources measurement focus and full accrual basis of accounting. Revenues are recorded when earned, and expenses are recorded at the time liabilities are incurred, regardless of when the related cash flows take place.

Fiduciary Funds are custodial in nature, assets equal liabilities, and they do not involve the measurement of the results of operations.

Key Difference Between Basis of Budgeting and Basis of Accounting There are two main differences between the basis of budgeting and the basis of accounting:

1. Often budgets reflect the Town's goals and intentions, while accounting reflects actual events. For example, the Town may intend to fill a vacant position in a future fiscal year and contract with a consultant in the current fiscal year. Under such circumstances, the Town would budget for the vacant position as if it will be filled in the current fiscal year, but it will record the consulting costs as contractual or professional services when the bill comes.

2. Within the same accounting Fund, allocations in and allocations out must be offset in accounting method. In the Town’s Operating Budgets, they are presented as whole.

Budgeting rules allow thisflexibility - to offset orto present separately.Budgeting “best practices” allows the agency to show both if the methodology is consistent, and the budget document indicates area of duplication.
4

BUDGET PROCESS (CONTINUED)

SUMMARY OF BUDGET DEVELOPMENT
The Town develops its budget in collaboration with departments and department heads as a team. The City Manager and Administrative Services Director/Finance Director guides the process through budget development; however, program budgets and workplans are developed with each department’s director and program manager’s oversight expertise. This approach allows for hands-on planning and creates a clear understanding for both management and staff of a program’s goals and functions to be accomplished in the next budget year.

DEVELOPMENT PROCESS
The Operating and Capital Improvement Plan (CIP) biennial development processes begin in January/February as the City Manager works with the City Council to develop and refine goals and directives for the upcoming Budget period. The CIP is also reviewed during this time to determine funding capabilities, project priorities and to refine project workplans. The CIP Budget is a stand-alone body of work. CIP projects impact the Town’s ongoing operations and are therefore incorporated into the Operating and Capital Summary Budget document through the resulting financial appropriations and service level requirements.

Through rounds of budget meetings and revisions, operational and capital workplans are reviewed and compiled and staff finalizes the proposed program and capital budgets. Financial summary information is finalized, and the proposed budget document is produced for City Manager and City Council review. Finally, a summary level Public Hearing presentation is prepared to highlight the notable budget impacts in the forthcoming budget period.

BUDGET ADOPTION
Development of the operating and capital budget is a year-round process with actual compilation and analysis over three months. The process begins with the review of mid-year actual revenues and expenditure, presented to the City Council as the Mid-Year Financial Update and Budget Adjustment, and that information is carried forward to the budgeting process. In February, the City Manager and the Budget Team provide guidance to the departments prior to preparation of department budgets related to economic outlook and parameters for budgeting. The budget cycle begins with the development of budget instructions, including policy directives and a budget calendar. Budget projections are submitted by department heads to the Administrative Services Department. The Administrative Services Department submits the draft proposed Town 5

BUDGET PROCESS (CONTINUED)
budget to the City Manager for review.

The City Manager presents the City Council and the Finance and Investment Committee with a proposed budget. The City Council holds public joint study sessions with the Finance and Investment Committee in May and/or June, and adopts the Town operating and capital budget no later than June 30.

The Town preparation and adoption of a two-year budget will follow the same sequence, annually, with the exception that before the second year of the two-year budget, the review of some elements will be slightly more cursory so the extent that they are more predicable and stable in nature. The purpose of the two-year budget is to achieve two objectives: to provide a longer planning horizon and view of operational budget, and to save some staff capacity during the off year that can be redeployed to the development of a deeper analysis of the capital improvement program and a focus on the capital budget.

During the year, the Administrative Services Department monitors economic changes that may affect the Town’s revenue stream, coordinate with departments in identifying changing needs and demands, and present budget adjustments to the City Council as part of the mid-year review, as necessary. Public inputs are filtered through the 16 standing committees and to staff liaisons.

These inputs are considered in the development of the budget and presented to the City Council for consideration as part of the budget review and throughout the year as separate Council action items.

Final Council-directed revisions to the proposed budget are made and the budget documents are resubmitted to the Council for adoption, again in a publicized public hearing prior to the beginning of the fiscal year, typically in late June. The approved resolutions to adopt the CIP and operating budgets and the Appropriation Limit (aka Gann Limit) follow later.

BUDGETARY CONTROL
The City Council appropriates the funds necessary to meet operating and capital activities.

Budgetary control ismaintained atthe departmentlevel. The City Manager may approve transfers of appropriation from one program, activity, or line-item within or across departments. However, total appropriations within a Fund may only be increased with Council approval. Departments monitor and control budgets using the Town-wide financial system, and through quarterly reports of revenue and expenditure accounts.

Additional appropriations needed after the adoption of the budget may be requested and approved by Council through resolution during the year and are summarized during the mid-year financial update and budget amendment.
6

BUDGET CALENDAR
With this Budget, the Town will commence producing Two-Year Budgets. This is expected to provide a longer view of operational revenues and expenses, as well as a mid-cycle labor savings. This labor savings will allow for a more comprehensive review of the Town’s Capital Plan, and the budgets for the capital projects contained therein.

JANUARY
The Administrative Services Department prepares Mid-Year Budget Report and CIP update for Council review.

The Administrative Services Department builds preliminary budget information and budget assumptions.

The Administrative Services Department prepares operating budget worksheets for updates, including departmental/program narratives, staffing and financial worksheets.

FEBRUARY
The Administrative Services Department prepares budget worksheets for departments.

Departments prepare personnel allocations.

Project Managers attend Committee meetings to receive feedback on the proposed CIP.

Project Managers prepare funding, scope of work, and cost estimates for new CIP proposed projects.

MARCH
Departments turn in proposed budget worksheets.

The Administrative Services Department prepares estimates for revenues and expenditures.

Departments turn in new CIP proposed projects.

The City Manager begins to review new proposed CIP projects.

APRIL
Departments finalize program narratives.

The Administrative Services Department compiles final program narratives, financial and supplemental schedules, and financial budget summaries for the City Manager’s review and discussion.

Project Managers finalize new proposed CIP projects and existing projects. 7

BUDGET CALENDAR CONTINUED
MAY
Final budget briefing with the City Manager.

Review Proposed Budget with the Finance and Investment Committee.

Joint meeting with City Council and the Finance and Investment Committee.

The Administrative Services Department incorporates Council-directed changes into proposed budgets and prepares final documents for Public Hearing presentation.

JUNE
City Council revisions are incorporated into budget documents.

City Council adoption of Operating Budget and Capital Budget.

City Council adoption of the Town’s Appropriation Limit.

JULY – SEPTEMBER
The Administrative Services Department finalizes recognition of and recordation of the prior fiscal year revenues and expenditures in preparation for the production of the Town’s Annual Financial Statements as of the twelve months ending June 30.

Determine operating budget carryforwards (encumbrances).

Finalize capital project expenditures and roll-over amounts.

Finalize detailed budgets and distribute them to Town departments.

Prepare final financial and supplemental schedules, charts, and reference materials for budget documents.

Finalize the Adopted Operating & Capital Summary Budget documents.

Post Adopted Operating and Capital Budget document on website.

Submit for Budget Award.
8

FUNDS OVERVIEW

TOWN OF LOS ALTOS HILLS

BUDGETARY FUNDS
Operations Funds
011 General
Fund
Enterprise Funds
048 Sewer
Fund CIP
051 Sewer
Fund
Other (Special)
Revenue Funds
016 Parks &
Rec In-lieu
Fund
021 COPS
Fund
071 Special
Donations
Capital Funds
041 General
CIP Fund
042 Pathways
CIP
043 Westwind
Barn CIP
045 Drainage
CIP
046 Street CIP
019 American
Resuce PLan
Act Fund
9

Financial
And Personnel
Allocation
Summaries

Dog Park at Purissima Park
10

TOWN-WIDE FUND SUMMARY
Fund No Fund Title Revenue Expenditure
Transfers
In/(Out) Revenue Expenditure
Transfers
In/(Out)
General Fund
011 General Fund
Operating Contingency $ 2,328,858 $ - $ - $ - $ 2,328,858 $ 2,328,858 $ - $ - $ - $ 2,328,858 Capital Projects Reserve $ 2,504,440 $ - $ - $ - $ 2,504,440 $ 2,504,440 $ - $ - $ - $ 2,504,440 Disaster Contingency $ 1,250,000 $ - $ - $ - $ 1,250,000 $ 1,250,000 $ - $ - $ - $ 1,250,000 Facilities Replacement Reserve $ 4,619,613 $ - $ - $ - $ 4,619,613 $ 4,619,613 $ - $ - $ - $ 4,619,613 Internal Pension Reserve $ 2,099,951 $ - $ - $ - $ 2,099,951 $ 2,099,951 $ - $ - $ - $ 2,099,951 Tech. Replacement Reserve $ 46,000 $ - $ - $ - $ 46,000 $ 46,000 $ - $ - $ - $ 46,000 Vehicle & Equip Reserve $ 594,000 $ - $ - $ - $ 594,000 $ 594,000 $ - $ - $ - $ 594,000 Unassigned Fund Balance $ 2,605,648 $ 19,063,100 $ (19,342,844) $ (1,858,386) $ 467,518 $ 467,518 $ 20,373,206 $ (19,421,437) $ (1,232,148) $ 187,139 011 Subtotal $ 16,048,510 $ 19,063,100 $ (19,342,844) $ (1,858,386) $ 13,910,380 -13.3% $ 13,910,380 $ 20,373,206 $ (19,421,437) $ (1,232,148) $ 13,630,001 -2.0% Special Revenue Funds
016 Parks & Recreation in-Lieu $ 376,676 $ 64,633 $ - $ - $ 441,309 17.2% $ 441,309 $ - $ - $ - $ 441,309 0.0% 019 American Rescue Plan Act (ARPA) $ 813,105 $ - Included in General Capital $ (813,105) $ - -100.0% $ - $ - $ - $ - $ - #DIV/0! 021 COPS Fund $ (76,024) $ 115,000 $ - $ (38,976) $ - 0.0% $ - $ 115,000 $ - $ (115,000) $ - 0.0% 071 Special Donation $ 33,578 $ - $ - $ - $ 33,578 0.0% $ 33,578 $ - $ - $ - $ 33,578 0.0% Subtotal $ 1,147,335 $ 179,633 $ - $ (852,081) $ 474,887 $ 474,887 $ 115,000 $ - $ (115,000) $ 474,887 Capital Funds
041 General Capital $ - $ - $ (1,944,226) $ 2,136,548 $ 192,322 0.0% $ 192,322 $ - $ (765,000) $ 845,000 $ 272,322 0.0% 042 Pathway Capital $ 820,773 $ 120,000 $ (425,000) $ - $ 515,773 -37.2% $ 515,773 $ 120,000 $ (325,000) $ - $ 310,773 -39.7% 043 Westwind Barn Capital $ 200,882 $ 62,000 $ (200,000) $ 50,000 $ 112,882 -43.8% $ 112,882 $ 62,000 $ (50,000) $ - $ 124,882 10.6% 045 Drainage Capital $ 736,664 $ 60,000 $ (400,000) $ (40,000) $ 356,664 -51.6% $ 356,664 $ 60,000 $ (200,000) $ (40,000) $ 176,664 -50.5% 046 Street Capital $ 98,137 $ 625,080 $ (1,415,000) $ 563,919 $ (127,864) 0.0% $ (127,864) $ 637,582 $ (1,395,000) $ 542,148 $ (343,133) 0.0% Subtotal $ 1,856,456 $ 867,080 $ (4,384,226) $ 2,710,467 $ 1,049,777 $ 1,049,777 $ 879,582 $ (2,735,000) $ 1,347,148 $ 541,508 Sewer Funds
048 Sewer CIP $ 460,624 $ - $ (900,000) $ 900,000 $ 460,624 0.0% $ 460,624 $ - $ (900,000) $ 900,000 $ 460,624 0.0% 051 Sewer Operations-Excl Depreciatio $ 4,055,678 $ 3,955,291 $ (3,815,103) $ (900,000) $ 3,295,866 -18.7% $ 3,295,866 $ 4,173,264 $ (3,376,290) $ (900,000) $ 3,192,840 -3.1% Subtotal $ 4,516,302 $ 3,955,291 $ (4,715,103) $ - $ 3,756,490 $ 3,756,490 $ 4,173,264 $ (4,276,290) $ - $ 3,653,464 All Funds $ 23,568,604 $ 24,065,104 $ (28,442,173) $ - $ 19,191,535 -18.6% $ 19,191,535 $ 25,541,052 $ (26,432,727) $ - $ 18,299,861 -4.6% Projected Fund
Balance @
6/30/2026
% Change
in Fund
Balance
Estimated
Fund Balance @
7/1/2024
2024/25 Budget Summary Projected Fund
Balance @
6/30/2025
% Change
in Fund
Balance
Estimated
Fund Balance @
7/1/2025
2025/26 Budget Summary
11

TOWN-WIDE FINANCIAL SUMMARY
2023-24 2024-25 2025-26 2023-24 2024-25 2025-26 2023-24 2024-25 2025-26 2023-24 2024-25 2025-26 2023-24 2024-25 2024-25 FINANCIAL SUMMARY Est. Actual
Proposed
Budget
Planned
Budget Est. Actual
Proposed
Budget
Planned
Budget Est. Actual
Proposed
Budget
Planned
Budget Est. Actual
Proposed
Budget
Planned
Budget Est. Actual
Proposed
Budget
Planned
Budget

REVENUE BY TYPE
Property Tax $ 8,556,000 $ 8,914,040 $ 9,269,922 $ 8,556,000 $ 8,914,040 $ 9,269,922 Taxes Other Than Property 527,405 610,750 690,709 527,405 610,750 690,709 Franchise Fees 577,115 589,000 589,000 577,115 589,000 589,000 Licenses And Permits 1,528,500 1,647,896 2,500,000 180,000 180,000 180,000 1,708,500 1,827,896 2,680,000 Use Of Money And Property 1,060,000 1,127,000 1,127,000 0 62,000 62,000 62,000 1,122,000 1,189,000 1,189,000 Intergovernmental 31,000 36,000 36,000 115,000 115,000 115,000 612,824 625,080 637,582 758,824 776,080 788,582 Charges For Services 972,400 1,044,800 1,065,174 3,752,549 3,955,291 4,173,264 4,724,949 5,000,091 5,238,438 Miscellaneous 10,000 10,000 10,000 64,633 0 10,000 74,633 10,000 Allocations In/(Out) 4,345,443 5,083,614 5,085,401 4,345,443 5,083,614 5,085,401 TOTAL REVENUE 17,607,863 19,063,100 20,373,206 115,000 179,633 115,000 854,824 867,080 879,582 3,752,549 3,955,291 4,173,264 22,330,236 24,065,104 25,541,051

EXPENDITURES BY FUNCTION
General Administration (3,346,651) (4,705,808) (4,807,850) (3,346,651) (4,705,808) (4,807,850) Public Safety (3,561,242) (3,695,061) (3,817,504) (3,561,242) (3,695,061) (3,817,504) Community Development (4,479,822) (5,243,641) (5,079,508) (4,479,822) (5,243,641) (5,079,508) Parks & Recreation (1,520,557) (1,833,729) (1,865,480) (1,520,557) (1,833,729) (1,865,480) Public Works (3,431,320) (3,864,605) (3,851,094) (3,020,201) (3,815,103) (3,376,290) (6,451,521) (7,679,707) (7,227,383) Capital Outlay - Sewer (500,000) (900,000) (900,000) (500,000) (900,000) (900,000) Capital Outlay - Governmental 0 0 (4,384,226) (2,735,000) 0 (4,384,226) (2,735,000) TOTAL EXPENDITURES (16,339,592) (19,342,844) (19,421,437) 0 0 0 0 (4,384,226) (2,735,000) (3,520,201) (4,715,103) (4,276,290) (19,859,793) (28,442,173) (26,432,727) Operating Surplus / (DEFICIT) 1,268,271 (279,744) 951,769 115,000 179,633 115,000 854,824 (3,517,146) (1,855,418) 232,348 (759,812) (103,026) 2,470,443 (4,377,069) (891,675) 0 TRANSFERS IN / (OUT)
TRANSFERS IN 246,000 38,976 115,000 2,750,467 1,387,148 500,000 900,000 900,000 746,000 3,689,443 2,402,148 TRANSFERS OUT (2,224,186) (1,897,362) (1,347,148) (852,081) (115,000) (40,000) (40,000) (500,000) (900,000) (900,000) (2,724,186) (3,689,443) (2,402,148) TOTAL TRANSFERS (1,978,186) (1,858,386) (1,232,148) 0 (852,081) (115,000) 0 2,710,467 1,347,148 0 0 0 (1,978,186) - - CHANGE IN FUND BALANCE (709,915) (2,138,130) (280,379) 115,000 (672,448) 0 854,824 (806,679) (508,270) 232,348 (759,812) (103,026) 492,257 (4,377,069) (891,675) FUND BALANCE, BEGINNING 16,758,425 16,048,510 13,910,380 1,032,335 1,147,335 474,887 1,862,882 1,856,456 1,049,777 4,562,235 4,516,302 3,756,490 24,215,877 23,568,603 19,191,534 FUND BALANCE, ENDING $ 16,048,510 $ 13,910,380 $ 13,630,001 $ 1,147,335 $ 474,887 $ 474,887 $ 1,856,456 $ 1,049,777 $ 541,508 $ 4,516,302 $ 3,756,490 $ 3,653,464 $ 23,568,603 $ 19,191,534 $ 18,299,859 General Fund Special Revenue Funds General Capital Funds Sewer Fund Total 12

GENERAL FUND REVENUE AND EXPENDITURES BY CATEGORY
Dollar Percentage
75% Change Change Dollar Percentage
or 3/4ths from from Change Change
of the FY 23-24 FY 23-24 from from
Fiscal Year Formally Formally FY 24-25 FY 24-25
Formally Amended Amended Proposed Proposed
Amended Budget to Budget to Budget to Budget to
FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 23-24 FY 23-24 FY 24-25 FY 24-25 FY 24-25 FY 25-26 FY 25-26 FY 25-26 Audited Audited Audited Estimated Actual as of Current Proposed Proposed Proposed Planned Planned Planned Final Actual Final Actual Final Actual Final Actual 3/31/2024 Budget Budget Budget Budget Budget Budget Budget FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 23-24 FY 23-24 FY 24-25 FY 24-25 FY 24-25 FY 25-26 FY 25-26 FY 25-26 Revenues by Type
Property Taxes 7,315,637 7,592,741 8,153,743 8,556,000 5,508,362 8,517,183 8,914,040 396,857 4.7% 9,269,922 355,882 4.0% Taxes Other Than Property 978,527 813,072 575,010 527,405 70,968 620,000 610,750 (9,250) -1.5% 690,709 79,959 13.1% Franchise Fees 350,952 414,154 391,130 577,115 292,617 552,000 589,000 37,000 6.7% 589,000 - 0.0% Licenses and Permits 1,830,032 2,529,635 1,366,066 1,528,500 1,139,689 1,205,000 1,647,896 442,896 36.8% 2,500,000 852,104 51.7% Use of Money and Property 204,545 (605,263) 345,129 1,060,000 949,361 158,000 1,127,000 969,000 613.3% 1,127,000 - 0.0% Intergovernmental Subventions 208,460 100,484 38,439 31,000 28,304 31,000 36,000 5,000 16.1% 36,000 - 0.0% Charges for Services 1,190,760 1,179,570 33,046 972,400 867,180 889,200 1,044,800 155,600 17.5% 1,065,174 20,374 2.0% Miscellaneous 748,867 118,586 82,691 10,000 62,317 15,000 10,000 (5,000) -33.3% 10,000 - 0.0% Allocations In 1,898,349 2,603,083 2,625,959 4,345,443 4,028,340 4,560,586 5,083,614 523,028 11.5% 5,085,401 1,787 0.0% TOTAL REVENUE 14,726,129 14,746,062 13,611,213 17,607,863 12,947,138 16,547,969 19,063,100 $2,515,131 15.2% 20,373,206 1,310,106 6.9% Expenditures by Category FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 23-24 FY 23-24 FY 24-25 FY 24-25 FY 24-25 FY 25-26 FY 25-26 FY 25-26 Personnel (4,726,037) (3,767,654) (3,948,097) (4,761,375) (3,875,467) (4,628,258) (5,611,424) 850,049 21.2% (5,296,154) (315,270) -5.6% Contractual Services (2,895,998) (4,257,522) (4,747,417) (5,282,866) (4,299,929) (5,135,171) (5,904,488) 621,622 15.0% (6,448,099) 543,611 9.2% Professional Services (441,945) (567,866) (292,658) (380,282) (309,527) (369,651) (1,475,943) 1,095,661 299.3% (821,300) (654,643) -44.4% Operations (748,355) (1,915,127) (1,106,508) (1,127,104) (917,393) (1,095,593) (1,959,626) 832,522 78.9% (2,462,978) 503,351 25.7% Allocations Out (2,518,866) (3,166,562) (3,232,456) (4,787,965) (3,897,109) (4,654,105) (4,391,363) (396,602) -5.6% (4,392,906) 1,543 0.0% TOTAL EXPENDITURES (11,331,201) (13,674,731) (13,327,136) (16,339,592) (13,299,425) (15,882,778) (19,342,844) 3,003,252 21.8% (19,421,437) 78,593 0.4% OPERATING SURPLUS (DEFICIT) 3,394,928 1,071,331 284,077 1,268,271 (352,287) 665,191 (279,744) 951,769 Transfers In / (Out)
Transfers In 246,000 246,000 246,000 38,976 115,000
Transfers Out (2,602,806) (1,117,556) (439,906) (2,224,186) (2,224,186) (2,499,250) (1,897,362) (1,347,148) Total Transfers (2,602,806) (1,117,556) (439,906) (1,978,186) (1,978,186) (2,253,250) (1,858,386) (1,232,148) Change in Fund Balance 792,122 (46,225) (155,829) (709,915) (2,330,473) (1,588,059) (2,138,130) (280,379) Fund Balance
Beginning 16,168,357 16,960,479 16,914,254 16,758,425 16,758,425 16,876,480 16,048,510 13,910,380 Ending $ 16,960,479 16,914,254 16,758,425 16,048,510 n/a 15,288,421 13,910,380 13,630,000 13

75% Dollar Percentage Dollar Percentage
or 3/4ths Change Change Change Change
of the from from from from
Fiscal Year FY 23-24 FY 23-24 FY 24-25 FY 24-25
Adopted Adopted Proposed Proposed
Budget to Budget to Budget to Budget to
FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 23-24 FY 24-25 FY 24-25 FY 24-25 FY 25-26 FY 25-26 FY 25-26 Audited Audited Audited Adopted Actual as of Proposed Proposed Proposed Planned Planned Planned Final Actual Final Actual Final Actual Budget 3/31/2024 Budget Budget Budget Budget Budget Budget Town-wide Expenditures by Department FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 23-24 FY 24-25 FY 24-25 FY 24-25 FY 25-26 FY 25-26 FY 25-26 General Administration $ 3,153,192 $ 4,032,083 $ 4,781,296 $ 4,413,154 $ 3,334,483 3,753,648 (2,715,848) -42.0% 3,754,326 678 0.0% Public Safety 2,035,270 2,300,094 3,026,838 2,881,060 2,938,449 3,695,061 (378,941) -9.3% 3,817,504 122,443 3.3% Community Development 3,045,614 3,746,280 4,575,519 4,109,366 3,765,496 5,243,641 1,121,274 27.2% 5,079,509 (164,133) -3.1% Parks & Recreation 939,566 1,261,795 3,571,203 1,704,494 1,137,090 1,633,729 734,575 81.7% 1,815,480 181,752 11.1% Public Works 2,148,978 2,644,760 1,736,231 3,149,768 2,135,872 2,281,713 (645,134) -22.0% 3,323,070 1,041,357 45.6% Non-Departmental 1,368,318 - 106,697 - - - - #DIV/0! - - #DIV/0! Total Expenditures $ 12,690,938 $ 13,985,011 $ 17,797,784 $ 16,257,842 $ 13,311,390 $ 16,607,792 $ (1,884,075) $ 17,789,889 $ 1,182,097 Internal Service Fund
Town Center $ 636,687 $ 710,439 $ 759,270 $ 880,823 $ 423,052 952,161 70,577 8.0% 1,053,524 101,363 10.6% Corporation Yard 100,701 119,337 123,144 171,082 100,617 181,682 10,296 6.0% 184,285 2,603 1.4% Vehicle Maintenance 79,428 108,955 122,846 109,218 68,160 132,086 22,513 20.5% 135,029 2,943 2.2% Total Internal Service Allocated $ 816,816 $ 938,731 $ 1,005,260 $ 1,161,123 $ 591,829 $ 1,265,929 $ 103,386 $ 1,372,838 $ 106,909

DEPARTMENT SPENDING (EXCLUSIVE OF CAPITAL OUTLAY) - FIVE-YEAR COMPARISON 14

SEWER FUND
Dollar Percentage Dollar Percentage
75% Change Change Change Change
or 3/4ths from from from from
of the FY 23-24 FY 23-24 FY 24-25 FY 24-25
Fiscal Year Formally Formally Formally Formally
Formally Amended Amended Amended Amended
Amended Budget to Budget to Budget to Budget to
FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 23-24 FY 23-24 FY 24-25 FY 24-25 FY 24-25 FY 25-26 FY 25-26 FY 25-26 Audited Audited Audited Estimated Actual as of Current Proposed Proposed Proposed Planned Planned Planned Final Actual Final Actual Final Actual Final Actual 3/31/2024 Budget Budget Budget Budget Budget Budget Budget Financial Summary FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 23-24 FY 23-24 FY 24-25 FY 24-25 FY 24-25 FY 25-26 FY 25-26 FY 25-26 Revenue by Category
Sewer Assessment Charges $ 3,035,410 $ 3,117,375 $ 3,263,823 $ 3,505,549 $ 2,082,147 $ 3,505,548 $ 3,715,881 $ 210,333 6.0% $ 3,938,834 $ 222,953 6.0% Sewer Connection Fees 88,908 162,083 149,000 125,660 107,452 124,000 125,660 1,660 1.3% 129,430 3,770 3.0% Use Of Money And Property 10,079 - - 122,500 - - 113,750 113,750 0.0% 105,000 (8,750) -7.7% Miscellaneous - - 480 10,611 - - - 0.0% - - 0.0%
Adjustment - - 480 (1,160) - (11,999) - 11,999 -100.0% - - 0.0% Total Revenues 3,134,397 3,279,458 3,413,783 3,752,549 2,200,210 3,617,549 3,955,291 337,742 9.3% 4,173,264 217,973 5.5% Expenditures by Category
Personnel (115,613) (180,000) (276,599) (303,005) (165,070) (242,882) (303,005) (60,123) 24.8% (319,078) (16,072) 5.3% Sewer Treatment Cost (1,568,381) (1,595,130) (1,718,053) (2,294,074) (311,477) (2,050,000) (2,540,000) (490,000) 35.1% (2,060,000) 480,000 -18.9% Sewer Maintenance Contract (487,523) (513,521) (560,000) (585,121) (13,352) (560,121) (585,121) (25,000) 4.5% (610,121) (25,000) 4.3% Contractual Services (26,052) (1,377) (10,500) (16,000) - (296,000) (16,000) 280,000 0.0% (16,000) - 0.0% Professional Services (141,892) (83,818) (25,000) (25,500) - (25,500) (25,000) 500 0.0% (25,000) - 0.0% Operations (10,986) (11,287) (18,000) (18,600) (11,221) (18,600) (19,100) (500) 0.0% (19,100) - 0.0% Allocations Out (173,666) (221,072) (283,447) (277,901) (313,668) (277,901) (326,876) (48,975) 17.6% (326,991) (115) 0.0% Total Expenditures (2,524,113) (2,606,205) (2,891,599) (3,520,201) (814,788) (3,471,004) (3,815,103) (344,099) 26.3% (3,376,290) 438,813 -11.5% Net Operations 610,284 673,253 521,224 232,348 1,385,422 146,545 140,188 286,733 -76.5% 796,974 656,786 468.5% Other Adjustments
Capital Outlay Transfer Out (312,900) (323,649) (463,490) (500,000) (500,000) (600,000) (900,000) (300,000) -14.3% (900,000) 0.0% Transfer In 294,316 545,001 0.0%
Other Transfer Out 9,858
Net Change to Cash Reserves 591,700 349,604 58,694 277,349 895,280 (453,455) (759,812) (306,357) (103,026) 656,786 Unrestricted Net Position
Beginning 3,291,370 3,830,656 4,180,260 4,238,954 4,238,954 4,572,236 4,516,302 3,756,490 Ending $ 3,883,070 $ 4,180,260 $ 4,238,954 $ 4,516,302 n/a $ 4,118,781 $ 3,756,490 $ 3,653,464 15

EXECUTIVE FY2020/21 FY2021/22 FY2022/23 FY2023/24 FY2024/25 FY2025/26 City Manager ⴕ 1 1 1 1 1 1
Assistant to the City Manager ⱡ -- -- -- 0.75 1 1
Senior City Clerk/ City Clerk 1 1 1 1 1 1
Management Analyst 1 -- -- -- 1 1
Management Analyst II -- 1 1 0.25 - -
Administrative Clerk/Technician 0.6 1 1 1 1 1

3.6 4 4 4 5 5
ADMINISTRATIVE SERVICES FY2020/21 FY2021/22 FY2022/23 FY2023/24 FY2024/25 FY2025/26 Administrative Services Director 1 1 1 1 -- --
Administrative Services Director / Finance Director -- -- -- -- 1 1 Financial Services Manager ⱡ -- -- -- -- -- --
Senior Accountant -- 1 1 1 1 1
Accountant 2 1 1 1 1 1
Accounting Technician -- 1 1 1 1 1
Administrative Clerk/Technician 0.6 -- -- -- -- --

3.6 4 4 4 4 4
COMMUNITY DEVELOPMENT FY2020/21 FY2021/22 FY2022/23 FY2023/24 FY2024/25 FY2025/26 Community Development Director -- -- -- 1 1 1
Assistant Community Development Director/Building Offical -- -- 1 1 1 1 Planning Director 1 1 1 -- -- --
Principal Planner 1 1 1 -- -- --
Senior Planner / Planning Manager -- -- -- -- 1 1
Senior Planner -- -- -- 1 -- --
Associate Planner -- 1 1 1 1 1
Assistant Planner 2 1 1 1 -- --
Deputy Building Official/Plan Examiner ⱡ -- -- -- -- -- -- Senior Building Inspector 1 -- -- -- -- --
Building Technician / Building Inspector -- -- -- -- 1 1 Building Inspector -- 1 1 1 -- --
Building/Planning Technician (ss only says Building Technician) 1 1 1 1 -- -- Administrative/Clerk Technician 1 1 1 1 1 1
7 7 8 8 6 6
ENGINEERING FY2020/21 FY2021/22 FY2022/23 FY2023/24 FY2024/25 FY2025/26 Public Works Director/City Engineer 1 1 1 1 1 1
Utility Engineering Manager -- 1 1 1 1 1
Senior Engineer ⱡ 1 -- -- -- -- --
Associate Engineer -- 1 1 1 1 1
Assistant Engineer 3 2 2 2 2 2
Public Works Inspector -- -- -- -- 1 1
5 5 5 5 6 6

PERSONNEL ALLOCATIONS
16

PERSONNEL ALLOCATIONS
MAINTENANCE SERVICES FY2020/21 FY2021/22 FY2022/23 FY2023/24 FY2024/25 FY2025/26 Senior Maintenance Superintendent 1 -- -- -- -- --
Maintenance Superintendent -- 1 1 1 1 1
Maintenance Worker I 2 1 1 1 1 1
Maintenance Worker II -- 1 1 1 1 1
Maintenance Worker III 2 2 2 2 2 2
5 5 5 5 5 5
COMMUNITY SERVICES FY2020/21 FY2021/22 FY2022/23 FY2023/24 FY2024/25 FY2025/26 Community Services Manager -- -- -- 1 -- --
Senior Community Services Supervisor 1 1 1 -- -- --
Community Services Supervisor 1 1
Community Services Coordinator ⱡ -- -- -- -- -- --
Recreation Specialist 1 1 1 1 -- --
2 2 2 2 1 1
SUMMARY FY2020/21 FY2021/22 FY2022/23 FY2023/24 FY2024/25 FY2025/26 Executive 3.6 4 4 4 5 5
Administrative Services 3.6 4 4 4 4 4
Community Development 7 7 8 8 6 6
Engineering 5 5 5 5 6 6
Maintenance Services 5 5 5 5 5 5
Community Services 2 2 2 2 1 1

26.2 27 28 28 27 27
ⴕ City Manager's salary is based on contract approval by City Council. ⱡ These positions are available for internal promotions or hiring if there is a vacancy but are not budgeted. 17

Department Budgets
Westwind Community Barn Property
18

GeneralAdministration
CITY COUNCIL (011-1100)
MISSION:

The mission of the Town of Los Altos Hills is to provide high quality public services and facilities in a fiscally sustainable, responsive, and friendly manner and to foster a safe and healthy community in a semi-rural residential setting.

ORGANIZATION & DESCRIPTION:

The Council is composed of five members who are elected at-large on a non-partisan basis for 4-year staggered terms.

The Mayor is appointed annually from among the elected Council members. The City Council is the governing board of the Town. It provides community leadership, enacts laws, adopts resolutions, ordinances and establishes policies for the Town government. The City Council also adopts an annual budget.

The Council meets the third Thursday of each month in formal, public session and occasionally in additional special meetings and study sessions. All City Council meetings are open to the public and are streamed live on the Town’s website at http://www.losaltoshills.ca.gov. City Council agendas, reports, packets, minutes and video archives of the meetings are posted on the Town’s website. The Mayor and City Council represent the Town on various local, regional, and State policy committees and commissions. The Council also reviews adopted State of California legislation and provides formal input into the legislative process.

PROGRAM SUMMARY & MAJOR SERVICES: • Legislation
• Policy
• Budget
DEPARTMENT STAFFING:

The Town has five City Council members.

DEPARTMENT GOALS AND ACCOMPLISHMENTS:

Town Goal 2023-24 Accomplishments 2024-26 Goals Maintain Quality of Life and Community Character • Continued to respond to HCD regarding the Housing
Element implementation
• Awarded Contract to a consultant to amend the land
use element of the municipal code to allow for multifamily zoning • Continued to progress Reach Codes in Town as it
relates to electrification and remodels
• Implemented the Leaf Blower Ordinance
• Approved changes to the Master Fee Schedule as it
relates to ADUs
• Promote community building through Town‐wide
Events and Activities
• Continue progress and implementation of Housing
Element Programs
• Review and revision of current planning review
process
• Increase public outreach surrounding ongoing
Housing Element implementation plans
• Streamline review process of ADUs
Promote Public Safety
• Responded to the increase in residential burglaries in Town through a multi-sided approaches
• Conducted a third-party review of the Town’s ALPR
system
• Continued to train staff on all requires FEMA courses for disaster service workers and facilitate a Townwide emergency drill. • Updated the Town’s Safety Element and Emergency
Operation Plan
• Completed installation of redundant ISP to Town Hall
• Decrease the number of burglaries in Town
• Keep the Town Safe and prepared for emergencies
through updated EOP, and updated evacuation annex
• Complete Safety Element of the General Plan
• Engage with a consultant to prepare an Emergency
Communication Notification Study in consultation with
EPRC and City Council
19

CITY COUNCIL (011-1100) (CONTINUED)
BUDGET SUMMARY:

The City Council budget for this two-year budget cycle largely followed the previous year’s budget, while adjusting for raising costs of service across the board. A new item that has been added to this budget is the Tripepi Smith contract, which is related to the development, design, and printing of the Town’s Quarterly Newsletter and bi-annual Activity Guide.

Several large key budget items within the City Council budget include travel expenses for councilmembers to attending trainings and conferences, expenses related to the goal setting process, and annual dues for associations that the Town has representation in such as Santa Clara County Cities Association, Valley Transportation Authority, and the Community Health Awareness Council.

Expenses related to the annual Volunteer Dinner are within the City Council budget. This includes costs for food, gifts, and catering services.

Town Goal 2022-23 Accomplishments 2023-24 Goals Increase Effective Service Delivery and Governance • Increased effective use of Committees by reviewing
the Standing Committee resolution
• Improved employee attraction, retention, and
attention by discussing compensation philosophy
• Conducted an organizational assessment
• Adopted Town multiple policies including Travel
Policy, and Financial Policy
• Hosted the Volunteer dinner
• Continue to improve and revise TRAKiT &
eTRAKiT permitting software
• Update Land Use Element in accordance with
HCD requirements
• Prepare draft policy/processes for Historic
Preservation; CDD to review and suggest edits
needed to integrate into GP and Muni Code
• Promote ongoing adoption and incentives for
Reach Code Implementation
• Conduct new service fee study and review as
well as fee structure audit
• Adopt mid-year budget updates and prepare
and adopt subsequent fiscal year budget
• Conduct successful 2024 General Municipal
Elections
Promote and Maintain Infrastructure
• Completed multiple 2022 Pathways segments
• Created a multi-year plan to finish the pathway
system design (Master Pathway Plan)
• Completed the Broadband Feasibility Study
• Continued work on the Battery Energy Storage
System (BESS) project
• Continued work to convert all HVAC to heat pumps
and water heaters at Council Chambers
• Continued work on undergrounding utilities
(dependent on PG&E)
• Continue planning and development of the Master
Pathway Plan (MPP)
• Complete design and begin construction of Heritage
House Remodel
• Complete design and begin improvements of corp
yard improvements
• Complete Matadero Creek erosion control project
• Complete general surfacing and signage
infrastructure improvements for roadways in Town
• Finalize design and construction for the El Monte
Fire Station Undergrounding Project (Rule 20A
• Finalize recommendation and obtain direction from
Council; Increased workspace for Town Staff to
address community needs
20

CITY COUNCIL (011-1100) (CONTINUED)
2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2025-26 Six-Year Comparison
Actual Actual Actual Budget Actual
3/31/2024
Budget
Proposal
Budget Plan
Funding Source
Department Revenue: None $ - $ - $ - $ - $ - $ - $ -
Allocations In 131,523 188,868 210,988 310,816 246,758 449,077 368,651 Other Source/(Uses):

General Fund Support 10,347 - - - - - -
Total Funding Source $ 141,870 $ 188,868 $ 210,988 $ 310,816 $ 246,758 $ 449,077 $ 368,651 Department Spending
Personnel 85,361 88,790 86,201 101,116 72,788 101,377 105,951 Professional Services 12,217 9,829 14,441 3,000 3,686 33,000 7,000 Contractual Services - - 37,829 85,000 99,959 180,000 120,000 Operations 33,945 90,249 72,517 121,700 70,325 134,700 135,700 Allocations Out 10,347 - - - - - -
Total Expenditures $ 141,870 $ 188,868 $ 210,988 $ 310,816 $ 246,758 $ 449,077 $ 368,651 $ Increase/(Decrease) From Budget $ 138,261 $ (80,426)
% Increase/(Decrease) From Budget 44% -18%
21

CITY MANAGER (011-1200)
MISSION:

Provide overall management of the Town pursuant to Title 2, Chapter 3, Article 2 of the Municipal Code, execute Council policy, and ensure that residents of Los Altos Hills receive excellent customer service and fair value for their tax dollars.

ORGANIZATION AND DESCRIPTION:

The City Manager Office consists of one budget unit. City Manager provides an oversight of all Town Departments and manages contracts for Law Enforcement services with the County of Santa Clara Sheriff’s Office and Animal Services with the City of Palo Alto. The City Manager is responsible for carrying out the policies and directives of the City Council and for the overall management of the Town operations. The City Manager is responsible for preparing and submitting the adopted annual Budget and salary plan to the Council. The City Manager hires and supervises the Executive Leadership Team that includes the Department Heads of each Town department.

PROGRAM SUMMARY & MAJOR SERVICES: • Direct and organize Town services and departments • Supervise all public property and assets under jurisdiction of the Council • Recommend the adoption of policies and ordinances as necessary • Purchase materials and supplies necessary for the conduct of the public’s business • Enforce contracts, agreements and permits authorized by the Council • Oversee public information, customer service and community engagement DEPARTMENT STAFFING:

Position FTE City Manager Planning Building Engineering City Manager 1.00 100% 0% 0% 0%
Assistant to the City Manager 1.00 55% 15% 15% 15%
Management Analyst 1.00 100% 0% 0% 0%
Management Analyst II 0.00 0% 0% 0% 0%
Total Full-Time Equivalent (FTE) 3.00 2.55 0.15 0.15 0.15 Precent Distribution 100% 85% 5% 5% 5%
DEPARTMENT GOALS AND ACCOMPLISHMENTS:

Town Goal 2023-24 Accomplishment 2024-26 Goals Maintain Quality of Life and Community Character • Updated the Town’s Wireless Telecommunication
Facility Ordinance
• Launched outreach plan and conduct community
outreach on the leaf blower ordinance
• Represented the Town in LAFCO’s countywide fire
service review
• Direct and Support Community Development
Department in implementation of Housing Element
initiatives and ordinances
22

Promote Public Safety
• Continued to work with the Town’s law enforcement
consultant to review the ALPR system, expand the
Town’s public safety campaign, and analyze law
enforcement options for the Town and responded
accordingly to Council’s direction
• Continued to train existing and new staff on all
requires emergency management courses and host
an emergency drill with outside agencies
• Represented the Town in the County’s disaster
planning documents such as the Hazard Mitigation
plan, and the Community Wildfire Prevention Plan
• Renew or Terminate Private Security Contract
• Revise ALPR Policy
• Update the EOP
• Update the Evacuation Annex
• Investigate 3rd redundant ISP to Town Hall
• Conduct Emergency Communications Study
• Adopt a Plan that explores options for enhanced
emergency notification
Increase Effective Service
Delivery and Governance
• Completed an organization assessment and bring
recommendations to Council on how to attract and
retain good talent for the Town
• Executed a contract with a public access
programing organization
• Prepare staff to use AI in work through adoption of
an AI use policy
• Augment staffing through the creation of a yearround fellowship program • Create an RFP and reward a contract for IT
managed services
• Improve staff efficiency through the research and
implementation of an upgraded phone system
• Continue Employee Enhancement & Retention
Program + Onboarding new employees
Promote and Maintain
Infrastructure
• Continued progress on the Battery Energy Storage
System (BESS) CIP project at Town hall, taking
advantage of the SVCE Decarbonization grant
• Determined Ph2. Town Hall Improvement Plans
• Brought a plan forward to finish the Town’s pathway
system design
• Completed the Broadband Feasibility Study and
received Council direction on the next steps
• Assist the Public Works Department in the
completion of the Upgrade Main Electrical Panels
for Town Hall with Battery Backup System (BESS)
• Bring all Town facility security systems under one
platform through implementation of upgraded
security camera system
BUDGET SUMMARY:

The City Manager’s budget is heavily influenced by the personnel costs of the Town’s staff and employees. Salaries, health care premiums, dental premiums, vision premiums, and retirement planning fall into this category. The City Manager’s budget also includes meritorious performance raises which are initially budgeted as a placeholder in the City Manager’s Office; however, once the merit increases have been distributed, the personnel expenses are allocated to the respective department’s budget. In this budget, $232,000 has been set as a placeholder for meritorious performance raises for staff.

One large increase in the City Manager’s budget takes place in contract personnel with a placeholder for several consultants to be onboarded in the future. In light of the number and frequency of staff turnover, as well as the specific technical knowledge needed to advance the City Council work plan, it seems necessary to have an allocation in the budget to bring in outside help.

Several expenses remain in the City Manager’s budget include funding for an Emergency Management position, a law enforcement consultant, emergency management training, conference expenses, and future marketing projects. 23

CITY MANAGER (011-1200) (CONTINUED)
2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2025-26 Six-Year Comparison
Actual Actual Actual Budget Actual
3/31/2024
Budget
Proposal
Budget Plan
Funding Source
Department Revenue: None $ - $ - $ - $ - $ - $ - $ -
Allocations In 436,812 519,076 641,497 884,805 450,543 976,864 1,004,824 Other Source/(Uses):

General Fund Support 19,827 - - 149,000 - - -
Total Funding Source $ 456,639 $ 519,076 $ 641,497 $ 1,033,805 $ 450,543 $ 976,864 $ 1,004,824 Department Spending
Personnel 367,516 414,176 436,114 449,605 334,220 473,664 496,624 Salary and CalPERS Contingency - - - - - - -
Professional Services - 210 490 200,000 905 26,000 26,000 Contractual Services 20,075 58,066 179,760 110,000 73,571 140,000 145,000 Operations 18,712 46,624 25,132 274,200 41,846 337,200 337,200 Allocations Out 50,336 - - -
Total Expenditures $ 456,639 $ 519,076 $ 641,497 $ 1,033,805 $ 450,543 $ 976,864 $ 1,004,824 $ Increase/(Decrease) From Budget $ (56,941) $ 27,960
% Increase/(Decrease) From Budget -6% 3%
24

CITY ATTORNEY (011-1500)
MISSION:

The mission of the City Attorney is to provide the residents of the Town, City Council and staff with high quality, legal advice, and counsel.

ORGANIZATION AND DESCRIPTION:

The Department is comprised of the City Attorney under contract of the law firm of Redwood Public Law and includes all office costs including paralegal, secretarial, clerical, etc. The City Attorney reports directly to the City Council and is charged with the task of serving as the legal counsel to the City Council, Planning Commission, City Manager, and staff on all legal aspects of municipal operations.

PROGRAM SUMMARY & MAJOR SERVICES:

Legal services include legal advice and analysis, preparation of legislation including ordinances and resolutions, drafting or review of contracts and agreements, conducting research and supporting the Town in litigation, civil and criminal actions, and code enforcement. The City Attorney attends all regular and special City Council meetings. Other services include meetings with the City Manager and other city officials on an on-call basis and keeping the City Council, City Manager and staff advised of current laws affecting decisions and programs of the Town.

DEPARTMENT STAFFING:

Since the Town contracts for City Attorney services with Redwood Public Law, there is no in-house staffing for City Attorney’s budget.

DEPARTMENT GOALS AND ACCOMPLISHMENTS:

Town Goal 2023-24 Accomplishment 2024-26 Goals Risk Mitigation • Attended City Council meetings and Planning
Commission meetings to ensure Brown Act
Compliance and address other legal matters
• Provided legal advice to the City Council, City
Manager, and Town Staff
• Defended the Town in several specific legal matters
• Continue to provide competent legal advice
• Continue to monitor legal developments that affect
the Town and report to staff and City Council
• Continue to provide legal defense to the Town.

BUDGET SUMMARY:

The budget for the City Attorney largely stayed the same as the previous year. Staff added funds for ongoing projects with the Attorney team and potential new projects that may come up throughout the year that need review from the Attorney.

Funds were also added to cover travel expenses for the Attorney team when traveling to and from Town Hall for public meetings.

As in the previous budget cycle, all anticipated expenses related to the Community Development Department and Public Works Department were transferred to those respective department budgets. This includes work on the Housing Element implementation, Safety Element, SB9 compliance, and rezoning of Town land.

What remains in the City Attorneys budget include anticipated expenses in relation to litigation, settlements, and nonplanning department related projects. 25

CITY ATTORNEY (011-1500) (CONTINUED)
2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2025-26 Six-Year Comparison
Actual Actual Actual Budget Actual
3/31/2024
Budget
Proposal
Budget Plan
Funding Source
Department Revenue: None
Charges for services $ 29,734 $ - $ - $ - $ - $ - $ -
Allocations In 148,983 435,749 661,111 310,000 185,561 340,000 340,000 Other Source/(Uses):

General Fund Support 123,548 - - -
Total Funding Source $ 302,265 $ 435,749 $ 661,111 $ 310,000 $ 185,561 $ 340,000 $ 340,000 Department Spending
Professional Services 177,997 150,400 155,911 170,000 94,433 180,000 180,000 Contractual Services 124,268 285,349 505,200 140,000 91,129 160,000 160,000 Total Expenditures $ 302,265 $ 435,749 $ 661,111 $ 310,000 $ 185,561 $ 340,000 $ 340,000 $ Increase/(Decrease) From Budget $ 30,000 $ -
% Increase/(Decrease) From Budget 10% 0%
26

CITY CLERK (011-1300)
MISSION:

The mission of the City Clerk program is to provide the residents of the Town, City Council and Staff with access to public records and to ensure all facets of agenda preparation, public meetings and municipal elections are conducted according to state law. The City Clerk is the liaison and public information officer between the public and the City Council. The Clerk also provides logistical support to Town committees. The City Clerk’s most important function is to promote openness in government by serving the people’s needs promptly and efficiently.

ORGANIZATION AND DESCRIPTION:

The Town of Los Altos Hills City Clerk program consists of one budget unit, staffed by a City Clerk and an Administrative Technician. The basic function of the City Clerk office is to provide administrative support for City Council meetings by preparing agendas, minutes, resolutions and ordinances, coordinate municipal elections, oversee and manage the vital records program, receive Fair Political Practices Commission filings, oversee updating and codification of the Municipal Code and assist the public, maintaining the permanent, non- permanent and historical records and respond to requests for public information in accordance with the Town’s records retention schedule and State Law. Additional duties include completing assignments designated by the City Manager and maintenance Committee minutes and memberships.

PROGRAM SUMMARY & MAJOR SERVICES:
• Council and City Manager Support – Facilitate the Council agenda process for the City Manager and Council in compliance with legal requirements
• Town Committee Support – Post agenda, send reminders, maintain attendance records, attend several meetings throughout the year, and assist in coordinating events by various committees • Elections Management – Oversee election contract with County in accordance with State law • Permanent Records Management – Coordinate and monitor Town permanent and non-permanent records and respond to requests for public information in accordance with state law • Public Information Officer – In coordination with the City Manager, issue press releases and utilize Rapid Notify to disseminate information to residents, along with responding to public records requests PROGRAM SUMMARY:

ACTIVITY
Measurement
Method 2021/22 2022/23 2023/24
1) Council and Committee
Support
a) Council meetings 100% 28 20 21
b) Timely publishing of
Council agenda (Friday
before meeting)
100% 100% 100% 100%
c) Volunteer dinner
• Event coordination &
under budget
• Mayor presentation
assistance
N/A
N/A
Yes
Yes
Yes
Yes
Yes
2) Town Committee Support No of
Committee 15/100% 14/100% 14/100%
3) Election/Appointment of City
Council
No of positions
filled 0 2
3 4) Permanent Records
Management
a) Public records request,
including subpoenas 95 90 98
b) Records (boxes) archived
per retention policy
Indexed /
Purged
In progress 35 30
27

c) Form 700 oversight of all
relevant stakeholders 100% 100% 100%
d) Monitored and updated
the Town’s website as
appropriate, including
making Resolutions,
Ordinances and City
Council Minutes available
100% 100% 100%
5) Public Information Officer
a) Communication medium
used:
• Website
• Facebook
• Twitter
• Nextdoor
• Nixle
• Traditional mail
• Website
• Facebook
• Twitter
• Nextdoor
• Nixle
• Traditional mail
• Website
• Facebook
• Twitter
• NextRequest
• Traditional mail
• Constant Contact
b) Participated in Emergency
Preparedness drills and
initiated Rapid Notify
alerts to CERT members
and Town residents as
needed
Yes Yes Yes
DEPARTMENT STAFFING:

The City Clerk manages an Administrative Clerk/Technician, and the labor distribution is as followed:

Position FTE City Manager City Clerk Committees Engineering City Clerk 1.0 20% 75% 5% 0%
Administrative Clerk/Technician 1.0 10% 50% 20% 20%
Total Full-Time Equivalent (FTE) 2.0 0.30 1.25 0.25 0.20 Precent Distribution 100% 15% 62.5% 12.5% 10%
Pop-Up Photo Frame at Edith Park
28

CITY CLERK (011-1300) (CONTINUED)
DEPARTMENT GOALS AND ACCOMPLISHMENTS:

Town Goal 2023-24 Accomplishment 2024-26 Goals Maintain Quality of Life and Community Character • Hired New City Clerk • Successful 2024 Election
Promote
Public
Safety
• Actively attended County EOC briefings
• Actively attended County PIO Meetings
• Assisted in other Town events, as applicable
Increase Effective Service Delivery&
Governance
• Coordinated the 2023 Volunteer Dinner
• City Council Chamber AV System
• Assisted with the quarterly newsletter
• Assisted with assembly of the City
Manager’s Weekly Report
• Meet with Committee Chairs to standardize
meeting and committee norms
• Prepare and Post Recaps after regular City
Council meetings
• Improve website
• Launched OnBoard software for managing
committee terms.
• Host the volunteer dinner
• Hold an annual roundtable with
committees and Mayor
• Educate the community on the Town’s new
PRA system – NextRequest
• Increase the use of CivicClerk to use all of
the useful functions of the agenda
management software
Protect & Maintain Infrastructure
• Continue to provide excellent customer
service to Town residents, Town vendors,
Town third party partners, and all
interested parties.
• Continue to provide excellent customer
service to Town residents, Town vendors,
Town third party partners, and all
interested parties.

Family Game Night
29

CITY CLERK (011-1300) (CONTINUED)
BUDGET SUMMARY:

The City Clerk division is part of the General Administration. The City Clerk budget increased by $22,100 and includes funding for the 2024 Election as well as the cost of an Election Consultant. Some items historically budgeted in the Clerk’s Office such as the OurTown Newsletter Design and Printing were moved to the City Council’s budget to better align expenses where they belong. 2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2025-26 Six-Year Comparison
Actual Actual Actual Budget Actual
3/31/2024
Budget
Proposal
Budget Plan
Funding Source
Department Revenue: None $ - $ - $ - $ - $ - $ - $ -
Allocations In 217,129 189,211 230,163 281,720 207,717 279,406 247,098 Other Source/(Uses):

General Fund Support 31,531 - - -
Total Funding Source $ 248,660 $ 189,211 $ 230,163 $ 281,720 $ 207,717 $ 279,406 $ 247,098 Department Spending
Personnel 158,447 165,127 195,316 199,370 171,956 174,956 183,648 Professional Services 3,110 15,968 12,596 10,000 15,100 16,000 16,000 Contractual Services 14,324 2,776 - - - - -
Operations 44,811 5,340 22,252 72,350 20,661 88,450 47,450 Allocations Out 27,968 - - -
Total Expenditures 248,660 189,211 $ 230,163 $ 281,720 $ 207,717 $ 279,406 $ 247,098 $ Increase/(Decrease) From Budget $ (2,314) $ (32,308)
% Increase/(Decrease) From Budget -1% -12%
30

COMMITTEES AND COMMISSIONS (011-1700)
MISSION:

To build community consensus for proposals or projects; to review written materials; to facilitate a study of issues; to guide implementation of new programs to or regulate established programs; to assess the alternatives regarding issues of community concern and to ultimately forward these recommendations to the City Council for consideration.

ORGANIZATION AND DESCRIPTION:

The City Council has established 15 committees/commissions to review Town programs, projects, and community issues. The Town of Los Altos Hills standing committees have been established by resolution with the exception of the Planning Commission and Senior Commission, which were established by ordinance. All standing committees consist of Town residents who are willing to share their expertise and enthusiasm to contribute to the Town’s direction and vision to make it a better place to live in.

PROGRAM SUMMARY & MAJOR SERVICES:

The Town has the following standing committees/commissions:
• Planning Commission
• Community Relations
• Emergency Preparedness & Response
• Environmental Design and Protection
• Environmental Initiatives
• Finance and Investment
• History
• Technology
• Senior Commission
• Open Space
• Parks & Recreation
• Pathways
• Public Art
• Joint Community Volunteer Service Awards
• Youth Commission
DEPARTMENT STAFFING:

The Committees and Commissions do not have dedicated in-house staff. The City Clerk's Office and Parks & Recreation Department offers most of the support, total FTE is 1.28. Additionally, each committee has Council liaison who provide directions and staff support to complete research and analysis.

DEPARTMENT GOALS AND ACCOMPLISHMENTS:

Town Goal 2023-24 Accomplishment 2024-25 Goals Maintain Quality of Life and Community Character • Permanent SB 9 Ordinance
• Master fee schedule updates ; ADU fee
waiver, fully burdened rates, geo tech
• Continue to implement Climate Action Plan
• Reach Codes
• Implementation of Leaf Blower Ordinance
• Manage New Community Events
• Contract Renewals
• Implementation of Leaf Blower Ordinance
• Master fee schedule updates
• Housing Element Implementation
• Contract Renewals
31

Promote Public Safety
• Enhance preparation and coordination in
drills through established schedule of drills.
• Coordinate cross-agency volunteer training
and further.
• Disaster Preparedness by the Technology
Committee build infrastructure to support
town volunteer needs
• Continue Emergency Preparation
• Host Public Safety Forum
• Facilitate Stay Safe Online Event
Increase Effective Service
Delivery& Governance
• Reviewing and reporting on opportunities to
integrate investment and benefit plan
funding goals by putting more long-term
investments into unfunded Pension
Liabilities where rates of return are
significantly higher.
• Maintain and update Reserves so
management has a more easily accessible
picture of balances available to discretionary
expenditures.
• Reviewing and reporting on opportunities to
integrate investment and benefit plan funding
goals by putting more long-term investments
into unfunded Pension Liabilities where rates of
return are significantly higher.
• Maintain and update Reserves so management
has a more easily accessible picture of balances
available to discretionary expenditures.

Project & Maintain Infrastructure
• Effective usage of pathway audit layer by the
Pathways Committee and Staff
• Support Public Works as they strive to install
pathways the City Council has funded (7 CIP
projects)
• Systematically strive to keep the Master
Pathways Plan and GIS audit layer up to date
• Fence setback policy
• Update SB 9 Ordinance and Revised ADU
ordinance for consistency with SB 9
• Support Public Works as they strive to install
pathways the City Council has funded
• Systematically strive to keep the Master
Pathways Plan and GIS audit layer up to date
• Fence setback policy
• Update SB 9 Ordinance and Revised ADU
ordinance for consistency with SB 9
Barn Lighting Event
32

COMMITTEES AND COMMISSIONS (011-1700) (CONTINUED)
BUDGET SUMMARY:

The Committee & Commissions is a General Administrative department. The department’s budget stayed largely the same as the previous year and only has an increase of $7,500 that includes Brown Act Training for Committees and Commissions. 2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2025-26 Six-Year Comparison
Actual Actual Actual Budget Actual
3/31/2024
Budget
Proposal
Budget Plan
Funding Source
Department Revenue: None $ - $ - $ - $ - $ - $ - $ -
Allocations In: None 266,416 280,404 338,879 255,303 193,632 261,994 273,871 Other Source/(Uses):

General Fund Support 26,172 - - -
Total Funding Source $ 292,588 $ 280,404 $ 338,879 $ 255,303 $ 193,632 $ 261,994 $ 273,871 Department Spending
Personnel 188,668 175,301 219,884 231,303 165,335 230,494 242,371 Professional Services 19,422 40,762 10,632 20,000 5,514 20,000 20,000 Contractual Services - - - -
Operations 61,915 64,341 108,363 4,000 22,783 11,500 11,500 Allocation Out 22,583 - - -
Total Expenditures $ 292,588 $ 280,404 $ 338,879 $ 255,303 $ 193,632 $ 261,994 $ 273,871 $ Increase/(Decrease) From Budget $ 6,691 $ 11,877
% Increase/(Decrease) From Budget 3% 5%
33

COMMUNITY SERVICES GRANT (011-1600)
MISSION:

To provide financial incentive to certain community service non-profit organizations.

DESCRIPTION:

Annual budgetary appropriation of grant funding to be awarded to qualified community non-profit organizations.

PROGRAM SUMMARY & MAJOR SERVICES:

Every year, the City Council receives requests from community service agencies for grant monies to support programs that directly benefit residents. Historically, the City Council has identified non-profit organizations that provide services and programs to all residents. These organizations have included Community Health Awareness Council (CHAC), Friends of Deer Hollow Farm, Hidden Villa, and Los Altos Chamber of Commerce.

DEPARTMENT STAFFING:

There is minimum in-house support, primarily from Finance and City Council. 2023-24 ACCOMPLISHMENTS:

Funds were provided to CHAC, Hidden Villa, Community Services Agency, Friends of Deer Hollow Farm, the County Food Program, and NCLA to serve residents of Los Altos Hills.
2024-26 OBJECTIVES:

Continue financial support to selected community service non-profit organizations.

BUDGET SUMMARY:

The Community Services Grant program’s budget is almost entirely dedicated to funding community grants, with a very small amount attributable to covering Town-wide overhead charges. The budget for grants in fiscal years 2024-25 and 2025-26 is $40,000 each year.

34

35

GENERAL LIABILITY (011-1510)
MISSION:

To develop Town risk management and safety programs, policies, and procedures and insure the Town's assets in order to minimize risk and costs.

ORGANIZATION AND DESCRIPTION:

The City Manager and Assistant to the City Manager are the Town's official Risk Managers and members of the PLAN JPA's Board of Directors. The Town of Los Altos Hills is a member of PLAN JPA (Pooled Liability Annuity Network), a public agency insurance pool sponsored by PLAN that is comprised of 28 greater Bay Area municipalities, including the Town’s benchmark agencies of Woodside, Portola Valley, Atherton, and Hillsborough. As a member, the Town purchases general liability coverage of $5 million with an excess coverage of $10 million, and a Self-Insured Retention or a deductible of $25,000 on liability claims per occurrence.

Claims, and incidents that might develop into claims, are referred to PLAN for review and disposition. The Town also participates in PLAN’s property insurance program to provide property insurance of $1 million with a $5,000 deductible per occurrence for all Town owned facilities and capital equipment (vehicles, etc.). The Town also has cyber insurance with PLAN that provides $25 million in coverage. In addition, the Town carries a Public Officials Bond through the PLAN for key Town officials who are entrusted with Town funds.

PROGRAM SUMMARY & MAJOR SERVICES:

The program includes managing liability, property and auto claims, insurance programs, as well as developing risk reduction policies and procedures. The budget provides for the premiums as well as any settlements resulting from claims against the Town.

PROGRAM SUMMARY:

ACTIVITY
Measurement
Method 2021/22 2022/23 2023/24

1. Claims filed
a. General liability (G/L) Open Cases 0 5 1
b. Workers Comp (W/C) Open Cases 0 0 0
c. OSHA's Form 300A Filing # of injuries 3 1 1
d. Loss Recovery $ 10,000 $10,000 $10,000

2. Risk Management & Mitigation
a. Wellness Grant (W/C)
• Grant Program $12,000 $12,000 $15,000
• Participants 100% 100% 100%
b. Risk mitigation (G/L) $3,000 $3,000 $3,000
c. Risk Management Framework and
Operational Best Practices program
Vehicle
Policy
Playground
Safety
Heavy
Machine Ops
d. Mandatory Training
• OSHA Training Yes Yes Yes
• Harassment Training (every 2 Yes n/a Yes
e. Ethics Training (All Employees,
Council, Planning Commission)
Yes Yes Yes
36

GENERAL LIABILITY (011-1510) (CONTINUED)
DEPARTMENT STAFFING:

General Liability operations are jointly managed by City Clerk and Administrative Services. The City Clerk provides oversight of all new and ongoing claims. Administrative Services manages the financial aspect of the claims as well as participates in Board meetings for PLAN JPA and SHARP groups.

DEPARTMENT GOALS AND ACCOMPLISHMENTS:

Town Goal 2023-24 Accomplishments 2024-26 Objectives Risk Mitigation • Identify and reduce risks to the Town.
• Process and handle liability claimsin a timely manner, so claim expenses and legal costs can be minimized.
• Continue to identify and reduce risks to the Town.
• Process and handle liability claimsin a timely manner, so claim expenses and legal costs can be minimized.
• Continue to seek recovery of costsfrom third parties. • Implement new risk management and safety
policies and procedures.
• Work closely with PLAN JPA on updating the Risk
Management Framework and Operational Best
Practices.

BUDGET SUMMARY:

The General Liability Insurance program is a General Administration function. The division budget increased by $107,000, or 37 percent, compared to the fiscal year 2023-24 adopted budget and is projected to increase another $30,000 in fiscal year 2025-26. This is largely the result of the increased cost of insurance premiums, which are increasing the PLAN JPA dues. With the cost of premiums continuing to rise, it is possible that the fiscal year 2024-25 budget will need to be increased during the fiscal year. If that is the case, it will be brought forward to Council as a budget amendment. General Liability operating costs, net of insurance proceeds and recoveries, are fully distributed to service departments.

Byrne Preserve Heritage Trees
37

GENERAL LIABILITY (011-1510)
38

Finance & Administration
FINANCE & ADMINISTRATION SERVICES (011-1400)
MISSION:

Provide overall management of the Town’s administrative services, execution of the Town’s administrative policies, and ensure the Town organization, including officials, management, and staff, receive high quality effective and efficient administrative support services.

ORGANIZATION:

The department is comprised of Administration, Finance, Debt Service, Human Resources, Community Services Grants Administration, and Risk Management (Worker’s Compensation and General Liability) functions.

DESCRIPTION:

The Administrative Services Department consists of four full-time employees including the Administrative Services Director/Finance Director, Finance Manager/Senior Accountant, Accountant, and Accounting Technician.

The Administrative Services Department’s goals are to provide oversight and support of the Town’s organization including:
timely and accurate financial transaction processing and reporting; services that effectively protect and maximize the use of Town resources for the good of the community; support for workforce best practices and policies consistent with Federal, State and local mandates and regulations; and implementation of safety policies and risk management best practices and procedures to mitigate the Town’s risk exposure.

MAJOR SERVICES:

The Town has the following functions under Administrative Services:
• Project Management
• Contract Management
• Special Services
• Financial Planning/ Budgeting
• Accountability and Annual Financial
Reporting
• Disbursements
• Debt Service Administration
• Banking/Cashiering/Revenue/Investment
Management
• Employee Relations
• On-line Services & Resources
• Risk Management
• Business Registration
• Recruitment
• Payroll
• Annual External Audit Coordination
• Benefit Administration
39

FINANCE & ADMINISTRATION SERVICES (011-1400) (CONTINUED)

PROGRAM SUMMARY:

ACTIVITY
Measurement
Method 2021/22 2022/23 2023/24

1. Maintain/Improve Operating Efficiency
a. Timely month-end close Average number of
days
32 32 32
b. Timely year-end close Prior fiscal year September September September c. Clean audit opinion Prior fiscal year Yes Yes Yes
d. GFOA Financial Reporting Award Yes Yes Yes

2. Transparency
a. Budget adoption by June 30 Following fiscal year Yes Yes Yes b. GFOA Budget Award Yes Yes --
c. Annual Cash & Investment Report Yes Yes Yes
d. Mid-Year Financial Update Yes Yes Yes

3. Workload
a. Number of full-time equivalent employees and
contractors
Actual / Budget 3.0 / 4.0 3.0 / 4.0 3.0/4.0
c. Number of invoices processed 1,496 1,538 1,712
d. Number of payroll check issued 910 988 962
e. Number of journal entries 375 308 330

4. Recruitment Hire / Vacancy 3.8/2 1/3 9/6
DEPARTMENT STAFFING:

Administrative Services Department has a total of four staff positions:

Position FTE Finance
Administrative Services Director/Finance Director 1.00 100% Finance Manager/Senior Accountant 1.00 100%
Accountant 1.00 100%
Accounting Technician 1.00 100%
Total Full-Time Equivalent (FTE) 4.00 4.00
Percent Distribution 100% 100%
40

FINANCE & ADMINISTRATION SERVICES (011-1400) (CONTINUED) DEPARTMENT GOALS AND ACCOMPLISHMENTS:

Town 2023-24 Accomplishments 2024-26 Objectives Maintain Quality of Life & Community Character • Kept the department operational through significant
staff turnover.
• Received an unmodified opinion on the Annual
Comprehensive Financial Report.
• Develop plan for long-term department staffing.
• Set up a succession plan.
• Update desk procedures on a regular basis.
• Cross training.

Promote Public
Safety
• Staff continues to take all required Emergency
Operation courses pertaining to their area in the EOC.
• Implement training programs and seek
opportunities to host multi-agency training.

Increase Effective Service
Delivery & Governance
• Developed the 2024-26 operating budget, the Town’s
first two-year operating budget.
• Developed the 5-year capital budget.
• Provided mid-year update to the Finance and
Investment Committee.
• Update policies and procedures and provide cross
training for succession planning.
• Adopt operating budget and five-year capital
improvement plan.
• Conduct mid-year adjustments as needed.
• Provide mid-year update to the Finance and
Investment Committee and City Council.

Risk Mitigation
• Promoted Wellness Program.
• Attended PLAN JPA and SHARP Board meetings.
• Tighten internal control through partnership with
Town’s banking service provider.
• Attend PLAN JPA and SHARP board meetings.

Touch a Truck Event Fun
41

FINANCE & ADMINISTRATION SERVICES (011-1400) (CONTINUED) BUDGET SUMMARY:

The Finance and Administration Division is included with the Town’s other General Administration programs. The Finance and Administration expenditures budget increased as compared to the fiscal year 2023-24 adopted budget. This increase predominantly reflects the increased cost of personnel and assumes that the staffing within the division will be filled early in the fiscal year.
42

TOWN CENTER (061-1480)

BUDGET SUMMARY:

The Town Center is an internal services division. Internal Service Fund expenditures are allocated to various departments and accounted for within “Allocations Out”. The Town Center division budget increased by $70,576, or 8 percent, compared to the fiscal year 2023-24 adopted budget. This increase is a combination of increased personnel costs attributable to this program, as well as increased non-personnel costs to cover technology needs throughout the Town to support its workforce. 43

Public Safety
POLICE SAFETY (011-2100)
MISSION:

To work in partnership with Town departments and the community to protect life and property and improve the quality of life of all residents.

ORGANIZATION:

The Town contracts with the County of Santa Clara Sheriff’s Office for law enforcement services including regular patrols, responses to emergency and 911 calls, investigative services, and specialized law enforcement services as needed. Animal control services are contracted through the City of Palo Alto.

PROGRAM SUMMARY & MAJOR SERVICES:

The Santa Clara County Sheriff's Office and Palo Alto Animal Services are dedicated to the preservation of public safety by providing innovative and progressive service in partnership with the Los Altos Hills community, and to protect animals and promote their humane treatment.

PROGRAM SUMMARY:

Activity
Measurement
Method 2020/21 2021/22 2022/23

1. Santa Clara County Sheriff
a. Average response time
• Priority 1 calls Actual / Target 4.60/9 4.36/9 7.19/9 • Priority 2 calls Actual / Target 10.45/14 11.04/14 9.82/14 • Priority 3 calls Actual / Target 13.66/25 14.37/25 12.12/25 b. Crime related activities
• Number of crime reports
(Public Safety Report, Selected Crimes)
52 87 109
• Category with most calls Residential
Burglary
Residential
Burglary
Residential
Burglary
c. Traffic related activities
• Number of calls 548 350 333
• Category with most calls Other Citations Other Citations Other Citation d. Community Outreach/Education Yes Yes Yes

2. Palo Alto Animal Services 361 329 375

3. Emergency Preparedness meeting – To
update emergency policy, case studies, etc.
10 19 25
DEPARTMENT STAFFING:

The Town contracts with Santa Clara Sheriff's Office for law enforcement services and City of Palo Alto for animal control services. There is no in-house staff allocated to this department. The traffic safety services from Santa Clara County Sheriff's Office and utilizing Citizen's Option for Public Safety grant for these services.
44

POLICE SAFETY (011-2100) (CONTINUED)

DEPARTMENT GOALS AND ACCOMPLISHMENTS MATRIX
Town Goal 2023-24 Accomplishment 2024-26 Objectives Preservation of Current Quality of Life and Risk Mitigation • Created 19 active Neighborhood Watch Zones
• Furthered public education on public safety by
hosting community events
• Hosted Monthly Coffee with the Sheriff virtual
events for residents to talk with their law
enforcement providers
• Provided funding for overtime deputies to
patrol the Town in peak crime hours
• Continue to promote Neighborhood Watch
groups in Town and provide a new platform for
communication between groups.
• Continue to run public safety programs such as
supplemental private security service in Town
to reduce residential burglaries
• Fill vacancies in available overtime deputies
patrolling the Town
• Analyze contract options for law enforcement
services in Town
Emergency
Preparedness
• Patrolled the streets of Los Altos Hills
• Continued to assist in fingerprinting services
for all disaster workers - Town Staff and
volunteers
• Stay current on emergency trainings from
FEMA and CalOES
• Participate in the Town evacuation drill
Transparency
• Provided weekly and monthly reports on sheriff
services sent out to the community as part of
the City Manager’s Weekly Report
• Attended City Council meetings and presented
public safety reports for the Town
• Continue to provide detailed weekly and
monthly reports of sheriff services through the
City Manager’s Weekly
BUDGET SUMMARY:

The Police Administration budget underwent a restructuring in this current budget cycle. On top of the annual increase to the hourly cost of law enforcement services from the County Sheriff, the City Council directed staff to increase the amount of overtime hours for deputies patrolling the streets of Los Altos Hills and research the cost of adding an additional dedicated deputy. Furthermore, all law enforcement services have been transferred into the Public Safety account (011- 2100). This includes items that were historically budgeted in the COPS fund, such as the Town’s ALPR system, Private Security expenses with PalAmerican, and funds dedicated to the Neighborhood Watch program in Town. 2024 Hoppin Hounds
45

POLICE SAFETY (011-2100) (CONTINUED)
2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2025-26 Six-Year Comparison
Actual Actual Actual Budget Actual
3/31/2024
Budget
Proposal
Budget Plan
Funding Source
Intergovernmental $ - $ - $ - $ - $ - $ - $ -
Other Source/(Uses):

General Fund Support 1,962,559 2,123,236 2,282,559 2,848,931 2,925,923 3,533,726 3,653,165 Total Funding Source $ 1,962,559 $ 2,123,236 $ 2,282,559 $ 2,848,931 $ 2,925,923 $ 3,533,726 $ 3,653,165 Department Spending
Contractual Services 1,859,556 1,976,978 2,118,864 2,664,005 2,723,339 3,313,796 3,433,161 Operations - - - - 9,889 10,000 10,000
Allocations Out 103,003 146,258 163,694 184,926 192,694 209,930 210,004 Total Expenditures $ 1,962,559 $ 2,123,236 $ 2,282,559 $ 2,848,931 $ 2,925,923 $ 3,533,726 $ 3,653,165 $ Increase/(Decrease) From Budget $ 684,795 $ 119,439
% Increase/(Decrease) From Budget 24% 3%
46

ANIMAL CONTROL (011-2150)
BUDGET SUMMARY:

The Animal Control is a division of Public Safety. The budget increased due to a renewal of the contract with Pets in Need, an extension of the animal control services provided through the City of Palo Alto. Under the new contract, rates have increased for services and additional services are being provided to the Town through the contract such as a Hearing Officer for animal control cases that rise to that level of concern. The agreement between the Town and Pets in Need (Palo Alto) has been extended through 2029, a five-year contract.
2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2025-26 Six-Year Comparison
Actual Actual Actual Budget Actual
3/31/2024
Budget
Proposal
Budget Plan
Funding Source
Department Revenue: None
Charges for services $ - $ - $ - $ - $ - $ - $ -
Other Source/(Uses):

General Fund Support 57,905 8,603 59,728 89,952 12,526 161,335 164,339 Total Funding Source $ 57,905 $ 8,603 $ 59,728 $ 89,952 $ 12,526 $ 161,335 $ 164,339 Department Spending
Contractual Services $ 51,446 $ - $ 50,889 $ 79,800 - 150,000 153,000 Allocations Out 6,459 8,603 8,839 10,152 12,526 11,335 11,339 Total Expenditures $ 57,905 $ 8,603 $ 59,728 $ 89,952 $ 12,526 $ 161,335 $ 164,339 $ Increase/(Decrease) From Budget $ 71,383 $ 3,004
% Increase/(Decrease) From Budget 79% 2%
47

CITIZENS PUBLIC SAFETY PROGRAM (COPS) (021-6100)
BUDGET SUMMARY:

Restructuring occurred within the Citizens Public Safety Program budget for the FY 2023-24 cycle. All expenses that would have been budgeted within the COPS budget have been transferred to the Public Safety budget. Examples of this include Emergency Management services, a law enforcement consultant, the Town’s ALPR system, private security expenses, and more.

The COPS fund will be used as a passthrough account for funds received from the state for public safety items. These funds will then be reclassed to the public safety accounts.
2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2025-26 Six-Year Comparison
Actual Actual Actual Budget Actual
3/31/2024
Budget
Proposal
Budget Plan
Funding Source
Intergovernmental $ 14,806 $ 161,285 $ 159,938 $ 100,000 $ - $ - $ - Other Source/(Uses):

General Fund Support - 6,970 202,749 387,055 (11,727) - - Total Funding Source $ 14,806 $ 168,255 $ 362,687 $ 487,055 $ (11,727) $ - $ - Department Spending
Personnel - - 1,082 - 1,245 - -
Contractual Services 8,347 47,523 344,745 466,055 (13,961) - - Operations 5,600 120,296 15,053 21,000 - - -
Allocations Out 859 436 1,807 - 989 - -
Total Expenditures $ 14,806 $ 168,255 $ 362,687 $ 487,055 $ (11,727) $ - $ - $ Increase/(Decrease) From Budget $ (487,055) $ -
% Increase/(Decrease) From Budget -100% #DIV/0!
48

Community Development (Formerly Planning & Building)
(011-3100)
MISSION:

The mission of the Community Development Department is to provide professional, courteous, and efficient service to the public, ensure that new development complies with local, state, and federal land use and environmental regulations, and guide the physical development of the Town in a manner that is consistent with the goals and values of the community.

ORGANIZATION AND DESCRIPTION:

The Department is comprised of Planning, Building, Code Enforcement, and Sustainability Operations. Under the Direction of the Community Development Director, the Department consists of six full-time regular employees and one part-time contract employee.

Planning & Code Enforcement Division Building Division
Community Development Director (1 FTE)
Senior Planner (1 FTE)
Associate/Assistant Planner (1 FTE)
Administrative Clerk/Technician (1 FTE)
Code Enforcement Office (contract)
Assistant Community Development Director/
Building Official (1 FTE)
Building Technician/Inspector (1 FTE)
PLANNING ADMINISTRATION (011-3100)
PROGRAM SUMMARY & MAJOR SERVICES:

The Planning Division is responsible for long range planning regarding growth and development of the Town. Long range planning involves the preparation, maintenance and implementation of the Town’s General Plan and Municipal Code. Planning is also responsible for the administration of the Town’s Zoning and Site Development Codes which involves the review and processing of all site development and zoning applications, use permits, environmental reviews (CEQA compliance), and code enforcement. The Building Division is responsible for plan checking, inspection and permitting to ensure life safety, as well as quality control on building activity within the Town.

Major Services:
• Site development and Zoning permit review
• Building permit review and inspections
• Municipal Code maintenance
• General Plan administration
• Code enforcement
• Town Hall public information/permit counter
• Records retention and file management
• Planning Commission and City Council support on
development and land use matters and Municipal Code
amendment
• Intergovernmental relations: MTC/ABAG,

LAFCO, SCVWD, BAAQMD, SCCAPO, BAHFA
• Grant applications
• Emergency planning-EOC planning function
• Committee liaison: Environmental Design and
Protection, Environmental Initiatives, History, Open
Space and Pathways
• State housing and land use legislation monitoring
View from off-road Pathway to La Paloma Road
49

PLANNING ADMINISTRATION (011-3100) (CONTINUED)
PROGRAM SUMMARY:

ACTIVITY Measurement
Method 2021/22 2022/23 2023/24

1. Planning Applications April thru March
a. Applications Submitted 333 321 281
b. Applications Approved 268 169 85

2. Building Permits April thru March
a. Permits Issued 605 536 708
b. Permits Finaled 412 384 512
c. Total Valuation $88,441,457 $77,692,627.72 $62,651,030.50 d. Inspections Completed 2,401 2601 2807
e. Phone Calls Fielded 4,960 4,880 Unable to identify
data source for this

3. Code Enforcement April thru March
a. Cases Opened 94 73 107
b. Cases Resolved 159 95 93

DEPARTMENT STAFFING:

Community Development has a total of six staff positions that are distributed to various divisions and programs as follows:

Position FTE Planning
Commission
Committees Planning Building Code
Enforcement
Town
Center
Community Development Director 1.00 5% 5% 55% 25% 10% 0% Senior Planner 1.00 11% 6% 80% 2% 1% 0%
Associate/Assistant Planner 1.00 11% 5% 80% 2% 1% 0%
Assistant CDD/Building Official 1.00 0% 3% 2% 92% 3% 0% Building Inspector/Technician 1.00 0% 0% 0% 95% 5% 0%
Administrative Clerk/Technician 1.00 10% 5% 30% 10% 0% 45% Total Full-Time Equivalent (FTE) 6.00 0.26 0.25 1.67 3.18 0.2 0.5 Percent Distribution 100% 4.333% 3.16% 27.833% 53% 3.333% 8.333% Hoppin Hounds
50

PLANNING ADMINISTRATION (011-3100) (CONTINUED)
DEPARTMENT GOALS AND ACCOMPLISHMENTS:

Town
Goal 2023-24 Accomplishments 2024-26 Goals Maintain Quality of Life & Community Character • Housing Element – Certification by the Department of
Housing and Community Development (HCD.
• Adopted permanent SB9 Ordinance.
• Create SB330 Application form.
• Simplified city permitting processes and provided
rebate for electrification conversions.
• Reach Code Update for remodel projects.
• Implemented ADU survey form before building permit
issuance.
• Continue to implement Climate Action Plan.
• Housing Element program implementation.
• Amend the zoning code.
• Complete General Plan and Housing Element Annual
Progress Reports and transmit them to OPR and HCD
respectively.
• Rezoning Municipal Code Amendment, Objective Design
Standards, and Program EIR for multi-family zoning districts. • Continue to implement Climate Action Plan.

Promote Public Safety
• Participated in emergency preparedness planning and
training opportunities.
• Continued to implement processes and protocol to
share information with the community, manage
construction activities, and maintain permitting
services during COVID-19 pandemic.
• Continued to focus on prompt response times to code
compliance matters.
• Continued to engage a part-time consultant (24
hrs./week) to oversee and manage code compliance
issues and complaints.
• Updated Fire Code and Reach Code for remodel
construction.
• Continue to work with the County on Hazard Mitigation Plan (HMP) and Community Fire Protection Plan (CFPP) in preparation for the Town’s Safety Element update.
• Continue to update Reach Code for all projects.
• Participated in emergency preparedness planning and
training opportunities.
• Continued to implement processes and protocol to share information with the community, manage construction
activities, and maintain permitting services during COVID19 pandemic. • Continued to focus on prompt response times to code
compliance matters.
• Continued to engage a part-time consultant (24 hrs./week) to oversee and manage code compliance issues and
complaints.

Increase Effective Service Delivery &
Governance Emergency Preparedness
• Continued to engage residents and neighbors on site
development projects.
• Continued to maintain daily public counter hours and
staff prioritization of customer service.
• Implemented additional public access portals and
continue to make improvements to the Community
Development websites.
• Worked with advisory committees to improve
effectiveness and transparency.
• Update Town’s GIS Base Map to include recorded
maps and other easements.
• Completed Ordinance and Checklists for streamlining
permitting for EV charging stations.
• Updated Master Fee Schedule for Planning and
Building applications.
• Complete Online Application Intake platform.
• Continue to engage residents and neighbors on site
development projects.
• Continue to improve checklists and other forms of
communications to inform new residents and interested
developers of Town planning and building codes.
• Continue to maintain daily public counter hours and staff prioritization of customer service.
• Implement additional public access portals and continue to make improvements to the Community Development
websites.
• Work with advisory committees to improve effectiveness and transparency.
• Develop additional handouts with Planning and Building fee information.
• Update Town’s GIS Base Map to include recorded maps and other easements.
51

PLANNING ADMINISTRATION (011-3100) (CONTINUED)
BUDGET SUMMARY:

Planning Department revenues are currently at 82% as of March 31st (75% of the year). Therefore, if revenues continue on their current trajectory, we will complete the Fiscal year above the budgeted amounts for FY2023-24. At the same time as of March 31 (75% of the year) expenditures are at 87%. Due to staff vacancies, we have had to bring on contractors to fill in and as a result spending is not as predictable as predicting salaries. However, if spending continues in its current trajectory we will also be spending over projections.

This will stabilize as we fill vacancies and have more predictable expenditures. We did reduce headcount by one FTE since we have seen the volume of planning entitlement applications soften due to planning regulations from the state forcing more planning projects to streamline their review and/or move from discretionary (i.e. planning application) to ministerial (i.e. building permit). Although we need planners to review building permit applications we are seeing a softening in the number of planning applications. Instead, we need planners to focus on long range planning such as the Housing Element implementation, General Plan Update, related CEQA compliance and other objective design and policy standards.

The Planning Department’s FY2024-25 revenue is projected to be similar to FY2023-24 estimated actuals based on the volume of applications received. The transition from deposits to flat fees in April 2020 has made Planning revenue more predictable. And the potential reduction in application revenue resulting from housing legislation intended to reduce constraints on development of housing will likely be offset by an increase in the overall number of development applications. The building department will be conducting a Cost-of-Service Study and Fee study in the FY24/25 FY which may impact planning revenues.

COST RECOVERY:

The Planning Department’s cost recovery target is set at 90 percent for its fee-related services (i.e. processing of zoning and site development permits). However, due to the nature of the Planning Department’s activities and tasks, which often serve to support larger community-wide objectives such as ordinance updates (accessory dwelling units, SB 9, and appeals process), Housing Element administration, State legislation monitoring and special projects (Housing Element, Safety Element etc.), the Department’s overall cost recovery rate is much lower than its recovery rate for fee related services. In order to improve the tracking of Departmental revenue and more closely align revenues and expenses within the same fiscal year, in April 2020, the Department shifted from a deposit-based fee collection system and transitioned to flat fees. This transition made Planning revenue more predictable. In addition, the use of flat fees has reduced the overhead costs associated with the administration and processing of deposits. The Town is completing a Cost of Service Study and Fee Study later in the 24/25FY which may affect planning revenues.

Classic Car Show at the Town Picnic
52

PLANNING ADMINISTRATION (011-3100) (CONTINUED)
2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2025-26 Six-Year Comparison
Actual Actual Actual Budget Actual
3/31/2024
Budget
Proposal
Budget Plan
Funding Source
Department Revenue
Charges for services $ 683,838 $ 649,761 $ 653,932 $ 557,200 $ 465,270 $ 615,800 $ 633,674 Other Source/(Uses):

General Fund Support 925,884 1,023,731 1,192,179 1,703,949 1,496,928 1,644,679 1,657,713 Total Funding Source $ 1,609,722 $ 1,673,492 $ 1,846,112 $ 2,261,149 $ 1,962,197 $ 2,260,479 $ 2,291,387 Department Spending
Personnel $ 776,195 $ 622,196 $ 592,784 $ 739,426 492,581 607,716 638,220 Professional Services 46,055 15,359 1,526 5,000 3,788 - - Contractual Services 126,696 166,290 307,895 443,000 249,202 448,000 448,000 Operations 42,911 25,726 45,706 52,865 40,761 52,865 52,865 Allocations Out 617,865 843,921 898,200 1,020,858 1,175,865 1,151,898 1,152,302 Total Expenditures $ 1,609,722 $ 1,673,492 $ 1,846,112 $ 2,261,149 $ 1,962,197 $ 2,260,479 $ 2,291,387 $ Increase/(Decrease) From Budget $ (670) $ 30,909
% Increase/(Decrease) From Budget 0% 1%
53

PLANNING COMMISSION (011-3110)
BUDGET SUMMARY:

The Planning Commission is a five-member body that acts in an advisory capacity to the City Council and reviews and acts on land use, planning, and development applications. The annual compensation for a Planning Commissioner is $1,200, and the Commission typically meets once a month. Costs to operate and support the Planning Commission are generally stable, with minor increases year to year. Due to the return to more regular operations, in-person meetings for this upcoming year, and multiple meetings regarding the Housing Element and SB 9 projects, FY2023-24 budget actuals jumped substantially over the projected FY2023-24 budget. With the completion of those two major projects, it is expected that Planning Commission activities will reestablish at levels typically seen in previous years. Furthermore, the projected FY2024-25 budget shows an overall decrease due to the expected reduction in applications that go before the Planning Commission as a result of changes in housing legislation designed to remove constraints on the development of housing. That being said, there will still be significant activity with Planning Commission on multiple housing programs and ordinances, including the objective design standards for multi-family zoning districts. 2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2025-26 Six-Year Comparison
Actual Actual Actual Budget Actual
3/31/2024
Budget
Proposal
Budget Plan
Funding Source
Department Revenue: None $ - $ - $ - $ - $ - $ - $ -
Other Source/(Uses):

General Fund Support 40,630 40,320 92,440 88,908 149,741 78,382 80,425 Total Funding Source $ 40,630 $ 40,320 $ 92,440 $ 88,908 $ 149,741 $ 78,382 $ 80,425 Department Spending
Personnel 32,511 26,590 69,366 60,807 130,064 49,132 51,171 Professional Services - - 975 -
Operations 1,851 5,381 13,521 18,250 7,522 18,250 18,250 Allocations Out 6,268 8,349 8,577 9,851 12,155 11,000 11,004 Total Expenditures $ 40,630 $ 40,320 $ 92,440 $ 88,908 $ 149,741 $ 78,382 $ 80,425 $ Increase/(Decrease) From Budget $ (10,526) $ 2,043
% Increase/(Decrease) From Budget -12% 3%
54

CODE ENFORCEMENT OPERATIONS (011-3120)
BUDGET SUMMARY:

Code Enforcement Operations is administered by the Planning Department and overseen by the Community Development Director.

The primary expenditure is related to the contract for a part-time code enforcement officer who works an average of 24 hours per week. In addition, Planning, Building, and Public Works staff are routinely involved in the evaluation and resolution of code enforcement cases and provide support to the part-time code enforcement officer. While there is occasional revenue generated through fines and penalties, the overarching goal of Code Enforcement is to ensure that the quality of life is maintained through adherence to the Municipal Code and prompt response to complaints and issues when they arise. In prior years, code enforcement costs were accounted for within planning and building operations. However, to provide greater transparency and understanding about the full costs to support Code Enforcement Operations, a separate account to track code enforcement-related expenditures was established in FY2020-21.

Code Enforcement expenditures were lower than expected in FY2023-24. However, code enforcement activity is anticipated to increase as more post-Pandemic activities resume and development activity increases as a result of State legislation encouraging the development of housing, so maintaining a 24 hours of weekly code enforcement officer would be essential. Therefore, the projected FY2024-25 budget is based on the hourly rate of the contract code enforcement officer’s time. 2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2025-26 Four-Year Comparison
Actual Actual Actual Budget Actual
3/31/2024
Budget
Proposal
Budget Plan
Funding Source
Department Revenue: None $ - $ - $ - $ - $ - $ - $ -
Other Source/(Uses):

General Fund Support 142,815 195,079 173,771 217,385 124,297 212,111 214,218 Total Funding Source $ 142,815 $ 195,079 $ 173,771 $ 217,385 $ 124,297 $ 212,111 $ 214,218 Department Spending
Personnel $ 41,818 $ 38,202 $ 21,649 $ 48,740 24,020 41,817 43,913 Contractual Services 82,692 131,395 126,940 138,000 65,873 138,000 138,000 Operations 12 83 - - 164 - -
Allocations Out 18,293 25,399 25,181 30,645 34,241 32,293 32,305 Total Expenditures $ 142,815 $ 195,079 $ 173,771 $ 217,385 $ 124,297 $ 212,111 $ 214,218 $ Increase/(Decrease) From Budget $ (5,274) $ 2,107
% Increase/(Decrease) From Budget -2% 1%
55

BUILDING OPERATIONS (011-3200)
BUDGET SUMMARY:

The Building Division budget for FY2024-25 and FY2025-26 was developed using two different methodologies, resulting in varying impacts on the general fund. Building Division revenues and expenditures for FY2024-25 project an increase in expenses, resulting in expenses exceeding revenues. This is due to two main factors: the added costs needed to implement the 2024-2026 operation plan and a focus on improving the division’s service levels. The operational plan and increased service calls for several one-time costs during the FY2024-25 budget cycle, which in turn are replaced by significantly reduced ongoing annual maintenance costs. Another important element of the operational plan is plans to study the Town’s cost allocation plan, user fees, in-lieu, and impact fees during the FY2024- 25 budget cycle. Each of these studies will be used as a basis to ensure the collection of 90-95% of existing and new expenses. Cost recovery goals are outlined in detail in the following section. These studies created the need to use two different budgeting methodologies over the next two fiscal years, as the FY2025-26 budget envisions a balanced budget based on the revenue adjustments incorporated as part of the various studies.

Regarding the FY2023-24 operations and their impact on the FY2024-25 budget, the Town has again prioritized customer service by increasing accountability and transparency within various aspects of its operation. With a majority of the efforts focusing on staffing and modifications to the Town’s permitting system. Recent staffing modifications include the addition of the Assistant Community Development Director position and the addition of a consultant permit technician. While the continued use of consultants does come with a higher ongoing cost burden than if the Town were to fill those positions with FTEs, the Building Division would lose its flexibility to adjust to economic trends that could ultimately have a greater negative impact on ongoing expenses of hiring FTEs when revenues have been reduced. The use of consultants allows the Town to adjust consultant support to circumvent those negative economic trends outside of the Town’s control. Permit system modifications have been underway since the beginning of 2024, and many of the onetime costs seen in the FY2024-25 budget are related to costs associated with expanding the permitting system capabilities. Permit system modifications to date have helped define additional modifications to the permitting system that in turn increase service levels.

Another key difference between the FY2024-26 budgets and the FY2023-24 budget is that plan review services significantly increased the cost of contractual services. This is due to the previous budgets using what appears to be a net cost service versus the total revenue and expenses. Total revenue and expenses will be used moving forward for FY2024-25 and beyond, which show the true cost of consultant services.

Revenue projections for FY2024-25 were estimated based on the actual FY2023-2024. As a result, the department anticipates that the volume of building permits in FY2024-25 will be the same or slightly higher than FY2024-25. This correlates to trends in increased permit requests which for the last 5 years have increased on average by about 14 percent. Looking beyond FY2024-25 revenue shortfalls would be expected to continue, this is of course, until the various studies have been completed and adjustments implemented, which will move the operations to a balanced budget New Art Sculpture at Town Hall
56

BUILDING OPERATIONS (011-3200) (CONT)
2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2025-26 Six-Year Comparison
Actual Actual Actual Budget Actual
3/31/2024
Budget
Proposal
Budget Plan
Funding Source
Department Revenue: None
License and permits $ 1,252,447 $ 1,837,389 $ 1,388,447 $ 1,210,000 $ 1,301,601 $ 1,647,896 $ 2,500,000 Other Source/(Uses):

General Fund Support - - 112,307 331,925 227,659 1,042,652 (6,522) Total Funding Source $ 1,252,447 $ 1,837,389 $ 1,500,754 $ 1,541,925 $ 1,529,260 $ 2,690,548 $ 2,493,478 Department Spending
Personnel 419,709 372,573 315,439 706,176 325,559 574,707 604,272 Professional Services 720 185 387,793 5,000 23,454 604,243 10,000 Contractual Services 462,632 994,245 252,968 191,000 501,796 534,270 1,038,498 Operations 40,336 20,561 65,247 95,950 53,646 362,641 225,805 Allocations Out 329,050 449,825 479,307 543,798 624,806 614,686 614,902 Total Expenditures $ 1,252,447 $ 1,837,389 $ 1,500,754 $ 1,541,925 $ 1,529,260 $ 2,690,548 $ 2,493,478 $ Increase/(Decrease) From Budget $ 1,148,623 $ (197,069) % Increase/(Decrease) From Budget 74% -7%
57

BUILDING OPERATIONS (011-3200) (CONT)
COST RECOVERY:

The Building Department’s cost recovery target is set at 90 percent. The target for all permit fees and operations is full cost recovery.

To ensure that fees assessed do not exceed 100 percent cost recovery as required by state law, the permit fees were adjusted to achieve a cost recovery of 90-95 percent. This assumption was used when the fee schedule was updated in April 2020 and will be applied again during the next round of studies. Past budgeting practices have also consumed all permit fees at permit issuance, which is fine for most fees, except building inspection services, which are often consumed over a few years while the construction authorized by the building permit is completed. Again, with the various studies the Town will be conducting, we plan on adopting a new strategy for when inspection fees are utilized. The new strategy will push revenues from inspection fees forward into subsequent years. This also ensures future customers are not paying for the cost of past permitting activities. It also allows the town to safeguard against future shortfalls if permitting activity is negatively impacted by economic trends outside of the Town’s control. The permitting process and budget impacts are detailed below.

Given that the purpose of cost recovery is to collect sufficient fees to offset the staff costs to provide services for the duration of the permit life, it is crucial to understand the permitting process and how and when the fees collected cover the staffing costs to review, process, and inspect a given permit. Building permit plan check fees are collected in advance, at initial application submittal, and then administrative, inspection, impact, and in-lieu fees are collected at building permit issuance. However, the staff and consultant time covered by the payment of inspection fees when a building permit is issued takes place months and years later, with fees collected in one fiscal year not being fully spent until later fiscal years. This is because new home construction or major renovations in the Town can take 2-3 years to complete once the plan review process is completed which typically take 3-6 months. However, since 2020 Covid Pandemic there are a handful of projects that exceed even the 3-year mark. Typically, the building permit process is outlined below:

With this type of delay between the collection of permit fees and the associated expenditure of staff and consultant time, it is important to understand that Building Division revenues and expenses do not necessarily align with the cost recovery model for each fee type. Thus, as long as inspection revenues are pushed forward and the Town's expenses remain balanced, the Town will be able to maintain cost recovery between 90 and 95 percent moving forward. Reassessment every 5 years is recommended to help ensure effective cost recovery is achieved.
58

Community Services (Formerly Parks and Recreation)
RECREATION ADMINISTRATION (011-1000)
MISSION:

The department develops, implements, and evaluates recreational programs, activities and events for youth, adults, and seniors.

Coordinates and supervises recreational uses of Town Hall, Purissima Park, Town Riding Arena and Westwind Community Barn.

DESCRIPTION:

Under the City Manager's direction, the department comprises one full-time employee, a Community Services Supervisor. Department staff oversees part-time seasonal staff throughout the year, community events, recreation programs, community outreach, independent contractors, Purissima Park, janitorial services for Town facilities, and works closely with Westwind Community Barn Concessionaire.

PROGRAM SUMMARY & MAJOR SERVICES:

The Community Services Department performs a variety of assignments including the development, promotion, and management of Town community events, facilities, and recreation programs.

Major services include:
• Community events
• Manages Public Information, and Community Outreach/Engagement on social media, website, and email marketing. • Produces Bi-Annual Activity Guides
• Manages vendor contracts for community services and recreation services. • Works with Public Works on maintenance/CIP for Purissima Park and Westwind Community Barn • Manages contract with Los Altos/Los Altos Hills Little League and Westwind Community Barn Concessionaire • Schedules Field and Facility use for Town Hall and Purissima Park • Staff support to Community Relations, Parks & Recreation Committees, Youth and Senior Commissions PROGRAM SUMMARY:

ACTIVITY Measurement
Method
2019/20 2020/21 2021/22 2022/23

1. Recreation program
a. Fee Based Classes/Camps April - March 110 (64)25 53 84 b. Fee-Based Participants April - March 430 197 346 409 c. Free Programs April - March 81 (65)8 56 79
d. Total Programs April - March 191 (129)33 109 163

2. Events (20)12 11 17 18
a. Shred Event # Households 54/11=165 110/154=264 85/128=213 86/132=218 b. Guess the Pumpkins Weights #Entries 104 entries 98 Entries 223 Entries c. TEDx #Registrations 107
d. Chamber Music #Registrations 56
e. Pathways Run/Walk #Registrations 512 500

3. Notarial Acts FY 115 173 207 305
a. Appointment 48 82 100 89

4. Field Rental (excludes Little League) FY
# of Bookings 20 208 98 60
59

COMMUNITY SERVICES ADMINISTRATION (011-1000)
ACTIVITY Measurement Method 2019/20 2020/21 2021/22
Total Hours Rented 112 784 395.5 274.5
Revenue $5,600 $25,135 $15,680 5300

4. Westwind Barn Operations FY
a. Summer Camp Registrations 136 96* 139 145
b. Town's Summer Camp Revenue $16,717 $11,400 $17,600 $21,381 (scheduled but not held due to COVID-19)
*Limited by Health Restrictions
**Limited due to Phase 1 Council Chambers construction
DEPARTMENT STAFFING:

The Community Services Department has a total of 1 staff position which is distributed to various divisions as follows:

Position FTE Committees Community
Services
Special Events Westwind Barn
Community Services Supervisor 1.00 15% 15% 50% 20%
Recreation Specialist 0.00 0% 0% 0% 0%
Seasonal Part-time Assistant 0.00 0% 0% 0% 0%
Total Full-Time Equivalent (FTE) 1.00 0.15 0.15 0.5 0.2 Percent Distribution 100% 15% 15% 50% 20%
DEPARTMENT GOALS AND ACCOMPLISHMENTS:

Town Goal 2023-22 Accomplishments 2024-26 Goals Maintain Quality of Life and Community Character • Provided community events and activities
throughout the year for all ages.
• Continue to pivot from virtual/in-person for the
changing community needs with COVID-19
• Provided the following in-person community
events: Drive Thru Shred Events, Pathways
Run/Walk, Car Show, Adult Softball Game,
Hoedown, Touch a Truck, Halloween Trick-orTreating at Town Hall, Barn Lighting, TEDx • Increase usage of Open Spaces, Pathways and
Parks, and Field Rentals
• Conduct Town Surveys for a Facilities Needs
Assessment
• Deliver monthly community events/activities to enrich the lives of residents
• Promote positive customer service
• Increase program registration
Promote Public Safety
• Continue to use Nixle and social media to
disseminate information.
• Strengthened number of Community outreach
through posting more frequently, updating
website
• Completed Annual Inspections on Playground and
Outdoor Fitness Equipment
• Ensured all contractors have the Town added as
additional insured and contracts updated
• Attended monthly SCC Directors meetings,
statewide roundtables, D4 contracts, OARS,
webinars regarding COVID-19, guidance, and
trends
• Continue working with PIO team to disseminate information to the community
• Attend trainings for Logistics
• Promote CERT and PEP trainings for the community
• Continue Playground and Outdoor Fitness Equipment annual inspections.
• Ensuring all contractors have the Town added as additional insured and contracts updated
60

BUDGET SUMMARY:

The Community Services Department’s budget for FY2024-25 was mostly the same as in FY2023-2024. This year the budgeted personnel was reduced to 1 full-time employee but is supplemented with outsourcing certain projects, such as the design and implementation of the biannual activity guide, to a consulting firm. This budget reflects that the activity guide design and production has been moved to the City Manager’s budget as it will be printed with the quarterly moving forward. The Community Services Administration expenditures include all staff time for City Council priorities like community events, Town community surveys, improving communication with staff, council, and communication while increasing transparency, and continued emergency prep.

Town Goal 2023-22 Accomplishments 2024-26 Goals
• Fire Safety Plan/Emergency Preparedness: Provided
consistent messaging and public education for
residents regarding safety mitigation measures.
• Committees/Volunteers to strengthen effectiveness
and leveraged the use of volunteers.
• Parks needs assessment: addressed through the
budget process.

Increase Effective Service Delivery
and Governance
• Made updates to the website, social media, print
material, and email marketing materials.
• Answered community questions and concerns.
• Utilized Recreation software: CivicRec
• Completed and Posted Town Survey Results
• Work with community to answer questions and/or
concerns
• Encouraged community engagement through
Committees/Commissions, programs, activities,
and events.
• Renewed VDE Agreement
• Assist and promote with updating the City Manager Weekly Report.
• Work with community to answer questions and/or concerns • Encouraged community engagement through
Committees/Commissions, programs, activities, and events. • Improve Contract Management: Victoria Dye Equestrian
Agreement and Little League Agreement
• Continue Emergency Prep: update training
• Improve Facility Use Policy
• Streamline Facility Rentals
.

Protect and
Maintain
Infrastructure
• Assist Public Works with delivery of CIP • Assist Public Works with delivery of CIP Tot Lot at Purissima Park
61

COMMUNITY SERVICES ADMINISTRATION (011-1000) (CONTINUE) 2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2025-26 Six-Year Comparison
Actual Actual Actual Budget Actual
3/31/2024
Budget
Proposal
Budget Plan
Funding Source
Department Revenue: None $ - $ - $ - $ - $ - $ - $ -
Other Source/(Uses):

General Fund Support 527,984 687,648 815,623 923,999 722,824 909,980 917,690 Total Funding Source $ 527,984 $ 687,648 $ 815,623 $ 923,999 $ 722,824 $ 909,980 $ 917,690 Department Spending
Personnel 152,585 151,803 195,679 233,445 69,401 140,584 147,610 Contractual Services - - - 3,000 850 3,000 3,000
Operations 28,198 31,047 36,999 40,770 26,663 18,800 19,221 Allocations Out 347,201 504,798 582,944 646,784 625,910 747,596 747,859 Total Expenditures $ 527,984 $ 687,648 $ 815,623 $ 923,999 $ 722,824 $ 909,980 $ 917,690 $ Increase/(Decrease) From Budget $ (14,019) $ 7,710
% Increase/(Decrease) From Budget -2% 1%
62

RECREATION PROGRAMS (011-4110)
BUDGET SUMMARY:

The Recreation Program estimated actuals for FY2023-24 fell short of expectations, attributed to staff turnover and a shift towards prioritizing partnerships that are rolled up in town larger contracts like LAHCFD and SCCFD. With the backing of consultants and volunteers in the Community Services Department, staff will redirect efforts towards revitalizing paid courses and seeking additional partnerships.
2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2025-26 Six-Year Comparison
Actual Actual Actual Budget Actual
3/31/2024
Budget
Proposal
Budget Plan
Funding Source
Department Revenue
Charges for services $ 9,874 $ 10,124 $ 9,481 $ 9,000 $ 7,684 $ 9,500 $ 9,500 Other Source/(Uses):

General Fund Support 13,974 20,065 23,614 33,935 31,189 36,320 36,330 Total Funding Source $ 23,848 $ 30,189 $ 33,095 $ 42,935 $ 38,872 $ 45,820 $ 45,830 Department Spending
Contractual Services 7,285 8,126 6,763 16,000 5,570 16,000 16,000 Operations - - 3,664 900 1,180 750 750
Allocations Out 16,563 22,063 22,667 26,035 32,122 29,070 29,080 Total Expenditures $ 23,848 $ 30,189 $ 33,095 $ 42,935 $ 38,872 $ 45,820 $ 45,830 $ Increase/(Decrease) From Budget $ 2,885 $ 10
% Increase/(Decrease) From Budget 7% 0%
63

SPECIAL EVENTS (011-4120)
BUDGET SUMMARY:

Community Events were identified as a City Council priority for the two-year budget cycle and new community events have been identified to increase the social capital of the Town. Staff will be exploring cost recovery models to help support community events. This budget reflects a slight increase due to rising costs in hosting events. The budget is inclusive of the following community events: 4th of July Parade, Adult Softball Game, Dinner & Movie Night, Hoedown, Touch a Truck, Trick or Treating at Town Hall, Guess the Pumpkin’s Weight, Barn Lighting, Family Game Night, Teen Movie Night, Hoppin’ Hounds, Leadership Conference, two Shred Events, Pathways Run/Walk, and the Town Picnic.
2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2025-26 Six-Year Comparison
Actual Actual Actual Budget Actual
3/31/2024
Budget
Proposal
Budget Plan
Funding Source
Department Revenue
Charges for services $ 1,870 $ 23,063 $ (26,052) $ 14,000 $ 2,650 $ 14,000 $ 14,000 Other Source/(Uses):

General Fund Support 19,080 102,121 192,869 274,582 132,631 248,721 258,718 Total Funding Source $ 20,950 $ 125,184 $ 166,817 $ 288,582 $ 135,281 $ 262,721 $ 272,718 Department Spending
Personnel - 7,536 13,398 148,552 94,331 115,265 121,416 Operations 9,893 102,919 138,286 122,650 19,506 128,050 131,889 Allocations Out 11,057 14,729 15,132 17,380 21,444 19,406 19,413 Total Expenditures $ 20,950 $ 125,184 $ 166,817 $ 288,582 $ 135,281 $ 262,721 $ 272,718 $ Increase/(Decrease) From Budget $ (25,861) $ 9,997
% Increase/(Decrease) From Budget -9% 4%
64

PARKS (RENAMED FROM FIELD RENTALS) (011-5100)
BUDGET SUMMARY:

This account reflects Purissima Park and Edith Park expenses. This budget incorporates an increase for facility and lawn care repairs caused by the aging infrastructure. There has been a significant increase in pests prompting an increase in budget for pest control. As participation in the manure removal pilot program was insufficient, it has been discontinued. Additionally, this budget allocates for the increase in water rates.
2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2025-26 Six-Year Comparison
Actual Actual Actual Budget Actual
3/31/2024
Budget
Proposal
Budget Plan
Funding Source
Department Revenue
Charges for Services $ 68,893 $ 51,493 $ 50,212 $ 45,000 $ 8,400 $ 55,000 $ 57,500 Other Source/(Uses):

General Fund Support 80,109 113,340 148,330 167,685 155,537 196,003 201,390 Total Funding Source $ 149,002 $ 164,833 $ 198,541 $ 212,685 $ 163,937 $ 251,003 $ 258,890 Department Spending
Personnel 55,916 70,647 93,504 51,938 75,943 63,878 66,879 Contractual Services 26,144 26,075 25,632 75,500 32,526 92,000 94,310 Operations 58,324 56,631 67,611 71,700 38,755 80,000 82,570 Allocations Out 8,618 11,480 11,794 13,546 16,714 15,126 15,131 Total Expenditures $ 149,002 $ 164,833 $ 198,541 $ 212,685 $ 163,937 $ 251,003 $ 258,890 $ Increase/(Decrease) From Budget $ 38,318 $ 7,887
% Increase/(Decrease) From Budget 18% 3%
65

WESTWIND COMMUNITY BARN (011-5300)
BUDGET SUMMARY:

Westwind Community Barn is a 15-acre property owned by the Town of Los Altos Hills and managed by Concessionaire Victoria Dye Equestrian (VDE). VDE operates the boarding facility and provides instruction. The funding source is Charges for Services; VDE has a new contract and pays the Town 20% of the lesson’s gross revenue and has a step down after $300,000 of gross revenue to 18%.

Additionally, the Town collects payment for VDE Riding Camps. Contractual Services is the VDE 80% and 82% split of Camp gross revenue the Town collects and includes VDE concessionaire services approved by the City Council in March 2023. The contract is set to expire on July 31, 2026. In the event of damage caused by weather storms, wildfires, earthquakes or other natural disasters, the Town will cover the costs. For larger projects, VDE must obtain approval of the City Council or City Manager, depending on the scope of the work.
2023 Halloween at Town Hall
66

2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2025-26 Six-Year Comparison
Actual Actual Actual Budget Actual
3/31/2024
Budget
Proposal
Budget Plan
Funding Source
Department Revenue
Charges for services $ 210,000 $ 256,065 $ 248,595 $ 215,000 $ 165,207 $ 215,000 $ 215,000 Donation - 500 - - - - -
Grant 5,000 - 5,000 - 5,000 5,000
Other Source/(Uses):

General Fund Support 7,782 (7,624) 32,299 134,952 51,978 144,205 150,353 Total Funding Source $ 217,782 $ 253,941 $ 280,894 $ 354,952 $ 217,184 $ 364,205 $ 370,353 Department Spending
Personnel 46,715 47,853 54,603 80,907 66,110 75,780 79,668 Professional Services 3,500 1,750 98,161 4,000 - 120,000 120,000 Contractual Services 131,063 148,584 83,907 211,000 102,512 102,000 103,830 Operations 21,087 35,027 22,643 34,400 18,920 38,750 39,170 Allocations Out 15,417 20,727 21,580 24,644 29,642 27,675 27,685 Total Expenditures $ 217,782 $ 253,941 $ 280,894 $ 354,952 $ 217,184 $ 364,205 $ 370,353 $ Increase/(Decrease) From Budget $ 9,254 $ 6,148
% Increase/(Decrease) From Budget 3% 2%
2024 Pathways Run
67

Public Works
ENGINEERING (011-3300)
MISSION:

To effectively manage the Town’s public infrastructure for the benefit of all users and to provide support to other Town departments.

ORGANIZATION:

The Public Works Department is comprised of engineering and maintenance staff providing support to other departments and overseeing the Town’s public roadways, pathways, stormwater drainage infrastructure, sanitary sewer system, and facilities.

DESCRIPTION:

The Public Works Department is responsible for major capital projects as well as maintaining the Town’s municipal infrastructure and assets. The department also reviews and inspects any work in the Town’s public right-of-way and work closely with Planning and Building staff on private development projects. The department is headed by the Public Works Director/City Engineer.

PROGRAM SUMMARY & MAJOR SERVICES:

The department provides support for private development projects, code enforcement issues, Town events, review and response of resident requests, management of the Town’s capital improvement projects, and oversight and maintenance of the Town’s infrastructure and assets.

PROGRAM SUMMARY:

GOALS/OBJECTIVES
Measurement
Method 2021/22 2022/23 2023/24

1. Capital project management
a. In progress
• Design phase 19 13 14
• Construction phase 5 5 5
b. Completed 3 7 8

2. Public right-of-way maintenance
a. Pathways Linear miles 65 83 83
b. Annual tree survey # of trees inspected 111 220 111
• Sudden Oak Death
spraying in Byrne
Preserve
# of trees 238 - 0
c. Streets Maintained (% of 65 total
miles)
Linear miles 7.4 (11.4%) 7.4 (11.4%) 7.4 (11.4%)
d. Sewer Linear miles 22.3 24.7 25.0

3. Permit review Total # 50 120 152
a. Sewer # of Sewer Permits 455 46 40

4. Los Altos Hills Connect APP / iWorQ
Work Order System & Citizen Engagement
# of service requests
(April 1 to March 31)
281 1183 768
68

ENGINEERING (011-3300) (CONTINUED)
DEPARTMENT STAFFING:

The Public Works Department has a total of ten full-time staff positions and are distributed to various divisions as follows:

DEPARTMENT GOALS AND ACCOMPLISHMENTS:

POSITION FTE
Committee
Planning
Building
Engineering
Parks & Recreation
Westwind Barn
Drainage
Street
Pathway
Sewer
Town Center
Corp Yard
Fleets
Public Works Director / City Engineer 1 10% 5% 5% 10% 5% 5% 5% 10% 20% 15% 0% 5% 5% Utilities Manager 1 5% 5% 5% 15% 0% 0% 15% 10% 15% 30% 0% 0% 0% Associate Engineer 1 0% 20% 10% 20% 0% 0% 10% 20% 20% 0% 0% 0% 0% Assistant Engineer (1) 1 5% 0% 5% 15% 0% 0% 5% 5% 60% 0% 0% 5% 0% Assistant Engineer (2) 1 5% 0% 5% 30% 5% 0% 5% 0% 0% 40% 10% 0% 0% Public Works Inspector 1 0% 0% 10% 10% 5% 5% 10% 20% 20% 20% 0% 0% 0% Maintenance Superintendent 1 0% 0% 0% 0% 5% 5% 10% 20% 30% 5% 10% 5% 10% Maintenance Worker I (1) 1 0% 0% 0% 0% 5% 0% 20% 25% 30% 5% 5% 5% 5% Maintenance Worker II 1 0% 0% 0% 0% 10% 3% 10% 25% 25% 5% 5% 5% 12% Maintenance Worker III (1) 1 0% 0% 0% 0% 5% 3% 10% 25% 30% 5% 5% 5% 12% Maintenance Worker III (2) 1 0% 0% 0% 0% 5% 0% 20% 25% 30% 5% 5% 5% 5% Total Full-Time Equivalent (FTE) 11 0.25 0.30 0.40 1.00 0.45 0.21 1.20 1.85 2.80 1.30 0.40 0.35 0.49 Percent Distribution 100% 2.273% 2.727% 3.636% 9.091% 4.091% 1.909% 10.909% 16.818% 25.455% 11.818% 3.636% 3.182% 4.455% Town
Goal 2023-24 Accomplishments 2024-26Goals Maintain Quality of Live and Community Character • Purchased small electrical tools for the implementation of Leaf Blower Ordinance
• Herbicide spraying for selected roadside and off-road pathways to fight the Stinkwort growth
• Addressed over 1,000 work order requests through Citizen Engagement portal and iWorQ work order system
• Stewardship and habitat restoration programs including removal of invasive plants at Byrne Preserve through
Grassroot Ecology
• Continue mitigation for roadside pathways and native
paths to fight the Stinkwort growth
• Increase areas for herbicide spraying to limit Stinkwort growth
• Continue Sudden Oak Death mitigation in Byrne Preserve • Electrification of Council Chambers and Town Hall
• Continue to address work order requests through Citizen Engagement portal and iWorQ work order system
• Established a new three-year contract for Open Space
Stewardship and Education.

Promote
Public Safety
• Construction for the 2023 Sanitary Sewer Repair and
Replacement project
• Notified and guided residents of street trees identified with problems
• Sewer operation and maintenance through West Bay
Sanitary District
• Complete construction for the 2024 and 2025 Sanitary
Sewer Repair and Replacement project
• Continue to notify and guide residents of street trees identified with problems
• Continue sewer operation and maintenance contract
with West Bay Sanitary District
Westwind Community Barn
69

BUDGET SUMMARY:

Engineering Administration’s work includes capital improvement management, development review, site inspections, contract management, public inquiry research, and support of other Town departments and citizen committees. The Engineering Budget increased by 25% as compared to the previous fiscal year. In addition to Engineering staff operating costs for delivery of projects and services and supporting the community, other operating expenses include costs for staff training ($9,000), annual Household Hazardous Waste Program ($20,000), and billable (reimbursable) and augmented contract services ($100,000 for FY2024-25 and $65k for FY2025-26). With the department being fully staffed, efforts are made to limit the augmented contract services. Professional consultant review services for private development projects are reimbursed by applicants, but costs are reflected in the operating budget.

Town
Goal 2023-24 Accomplishments 2024-26Goals
• Town-wide tree inspection on highly used roadways and pathways, park, and Byrne Preserve • Continue Town-wide tree inspection on highly used roadways and pathways, park, and Byrne Preserve
Increase Effective
Service Delivery &
Governance
• Preservation of institutional knowledge of Town staff by establishing a standardized filing and archive system
• Developed a draft of the public works manual for
standardization of process and procedures
• Provided Public Works updates for the City Manager’s
Weekly Report
• Continue updating the public works manual for
standardization of process and procedures
• Continue to provide Public Works updates for the City Manager’s Weekly Report
• Promote biking, walking, and other active means of
transportation through the Measure B Bike/Pedestrian
Education & Encouragement Program
Promote and Maintain Infrastructure
• Design and construction of Briones, La Paloma, and
Concepcion Pathway
• Bucket/boom truck procurement
• Continued to work with Pathway Committee to identify
and develop new pathway projects and procedures
• 2023 Pavement Rehabilitation and Drainage Improvement Project
• Complete design and advertise for bid the El Monte Fire Station Utility Undergrounding (Rule 20A) project
• Prepared concept design of the Heritage House Upgrade • Replaced over 190 street name signs for the Street Sign Replacement Project
• Completed design for the Matadero Creek Bank
Stabilization Project
• Installed backup batteries and new controllers for the traffic signals
• Complete the Pathway Impact Fee Nexus Study
• Complete Storm Water Annual Report (SCVURPPP)
• Complete 2024 and 2025 Sanitary Sewer Rehabilitation
CIP
• Complete 2024 and 2025 Pavement Rehabilitation and
Storm Drainage Improvement
• Complete the El Monte Fire Station Undergrounding
project
• Complete construction of the Matadero Creek Bank
Stabilization, including the mitigation work at Byrne
Preserve
• Construct and rehabilitate pathways throughout the
fiscal year as approved by the Pathways Committee and
City Council
• Provide routine pathway maintenance and LAH-Connect
service request throughout Town pathway systems
• Complete Phase 2 of the Summerhill Pathway project
• Complete the Corp Yard Locker Room project.
• Working with Technology Committee to construct fiber
infrastructure utilizing ARPA funds
• Finalize design for Civic Center Improvements/Town Hall Addition Phase II
70

ENGINEERING ADMINISTRATION (011-3300) (CONTINUED)
2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2025-26 Six-Year Comparison
Actual Actual Actual Budget Actual
3/31/2024
Budget
Proposal
Budget Plan
Funding Source
Department Revenue
Licenses And Permits $ - $ - $ - $ - $ - $ - $ -
Charges For Services 146,741 155,081 23,663 27,000 69,407 100,000 100,000 Other Source/(Uses):

General Fund Support 534,541 823,802 952,882 1,085,515 1,089,317 1,294,527 1,275,839 Total Funding Source $ 681,282 $ 978,883 $ 976,545 $ 1,112,515 $ 1,158,723 $ 1,394,527 $ 1,375,839 Department Spending
Personnel 162,799 218,871 299,216 283,948 269,691 323,642 339,687 Professional Services 51,648 114,764 16,080 15,000 1,753 100,000 65,000 Contractual Services 37,715 29,387 20,715 60,000 63,229 125,000 125,000 Operations 13,828 52,758 46,878 80,550 33,806 84,550 84,550 Allocations Out 415,292 563,103 593,656 673,016 790,244 761,334 761,602 Total Expenditures $ 681,282 $ 978,883 $ 976,545 $ 1,112,515 $ 1,158,723 $ 1,394,527 $ 1,375,839 $ Increase/(Decrease) From Budget $ 282,012 $ (18,688)
% Increase/(Decrease) From Budget 25% -1%
71

SEWER (048: CAPITAL, 051: OPERATION) (CONTINUED)
BUDGET SUMMARY:

The Sewer Fund is the Town’s only enterprise fund and is fully supported by sewer service charges to residential and non-residential customers and sewer connection fees assessed for new connections added to the sewer system. In FY2021-22 both the sewer connection fees, and sewer rate fees were updated to meet the Town’s long-term sewer enterprise funding needs. These funding needs include supporting operations and capital improvements to the Town’s infrastructure. As a result, the FY2024-25 and FY2025- 26 sewer service charge rates will increase respectively to $1,846 and $1,957 per main unit of service. In addition, each Accessory Dwelling Unit (ADU) sewer service charge is 50% of the main unit service charge.

While staff manages the overall operations of the sanitary sewer system, the Town contracts with West Bay Sanitary District for the routine maintenance services. Staff manages the sewer contracts, develops and delivers sewer capital projects, prepares studies and long-range planning documents, assists residents with sewer connections and sewer main extensions, and responds to sewer related service requests and emergencies.

The sewer budget for FY2024-25 is expecting a one-time substantial increase compared to FY2023-24 estimated actual by $66,000 (2%) to $4.067M, mainly due to an increase in RWQP capital projects. The sewer budget is anticipated to taper back down to a more modest increase in FY2025-26. The Town Capital budget for sewer main rehabilitation is around $900,000 per year to address backlog of repairs. In FY2023-24, V.W. Housen & Associates was hired to assist the Town develop an asset management approach to the sewer capital program. With an overall review of the Town’s sewer system and understand of the Town’s goals, V.W. Housen & Associates will assist in prioritizing project segments for the annual sewer rehabilitation program through a holistic approach. The goal still is to limit the number of overflows and maintain the current service levels. The sewer program expenditures vary from year to year depending on the timing and scope of the capital improvement projects.

Los Altos Hills Sewer Manhole Replacement Project
72

SEWER (048: CAPITAL, 051: OPERATION) (CONTINUED)
2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2025-26 Four-Year Comparison
Actual Actual Actual Budget Actual
3/31/2024
Budget
Proposal
Budget Plan
Funding Source
Department Revenue:

Sewer Assessment Charges 3,035,410 3,070,792 $ 3,361,406 $ 3,505,548 2,082,147 $ 3,715,881 $ 3,938,834 Sewer Connection Fees 88,908 236,512 39,415 122,000 113,597 125,660 129,430 Miscellaneous - 7,469 - - 14,324 - -
Use of Money and Property 10,079 (193,575) - - 99,796 113,750 105,000 Other Source/(Uses):

Sewer Fund Reserve (297,384) (328,225) 435,501 443,456 (1,304,532) 759,812 103,026 Total Revenues 2,837,013 2,792,973 3,836,322 $ 4,071,004 $ 1,005,333 $ 4,715,103 $ 4,276,290 Department Expenses
Personnel 115,613 67,090 353,709 242,882 165,070 303,005 319,078 Professional Services 141,892 106,542 6,336 25,000 - 25,000 25,000 Sewer Treatment Cost 1,568,381 1,572,403 1,525,006 1,880,000 - 2,540,000 2,060,000 Sewer Maintenance Contract 487,523 398,532 498,345 560,121 - 585,121 610,121 Contract Services 26,052 10,790 12,962 16,000 324,829 16,000 16,000 Operations (Less Depreciation) 10,986 16,548 14,729 19,100 11,221 19,100 19,100 Allocations Out 173,666 237,177 254,884 277,901 313,668 326,876 326,991 Capital Outlay Spending 312,900 383,891 1,170,350 1,050,000 190,545 900,000 900,000 Total Expenses $ 2,837,013 $ 2,792,973 $ 3,836,322 $ 4,071,004 $ 1,005,333 $ 4,715,103 $ 4,276,290 $ Increase/(Decrease) From Budget $ 644,099 $ (438,813) % Increase/(Decrease) From Budget 16% -9%
73

STORM DRAIN OPERATIONS (011-4500)
BUDGET SUMMARY:

Through the Storm Drain Operations Program, staff manage drainage repairs and ongoing maintenance, and provides administration, monitoring, and reporting for the Storm Drain system. With limited staffing and resources, much of the storm drainage improvements are managed through capital projects on an as-needed basis. A comprehensive update to the storm drainage infrastructure master plan last completed in 2004, is needed.
2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2025-26 Six-Year Comparison
Actual Actual Actual Budget Actual
3/31/2024
Budget
Proposal
Budget Plan
Funding Source
Department Revenue: None $ - $ - $ - $ - $ - $ - $ -
Other Source/(Uses):

General Fund Support 263,829 302,076 554,327 405,879 369,492 504,509 503,077 Total Funding Source $ 263,829 $ 302,076 $ 554,327 $ 405,879 $ 369,492 $ 504,509 $ 503,077 Department Expenditure
Personnel 136,838 160,683 152,423 215,266 171,778 254,024 267,532 Professional Services 247 - 800 2,000 - 15,000 15,000
Contractual Services 10,894 706 245,420 10,000 18,763 25,000 10,000 Operations 28,602 20,091 22,825 40,100 31,190 40,100 40,100 Allocations Out 87,248 120,596 132,859 138,512 147,761 170,385 170,445 Total Expenditures $ 263,829 $ 302,076 $ 554,327 $ 405,879 $ 369,492 $ 504,509 $ 503,077 $ Increase/(Decrease) From Budget $ 98,631 $ (1,432)
% Increase/(Decrease) From Budget 24% 0%
74

STREET OPERATIONS (011-4600)
BUDGET SUMMARY:

The Street Operations Program supports the ongoing roadway maintenance and operations by the maintenance staff, which includes pavement repairs, crack sealing, and roadside tree maintenance in the public street right-of-way. The Street Operations budget also covers efforts by the Engineer staff to manage the annual Road Rehabilitation capital program. 2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2025-26 Six-Year Comparison
Actual Actual Actual Budget Actual
3/31/2024
Budget
Proposal
Budget Plan
Funding Source
Department Revenue $ - $ - $ - $ - $ - $ - $ -
Miscellaneous - - - - - - -
Other Source/(Uses):

General Fund Support 500,287 574,923 664,043 689,362 607,657 837,652 817,740 Total Funding Source $ 500,287 $ 574,923 $ 664,043 $ 689,362 $ 607,657 $ 837,652 $ 817,740 Department Expenditure
Personnel 235,444 208,315 242,952 255,157 202,117 307,606 323,580 Professional Services 3,800 3,958 - - 116 - -
Contractual Services 57,728 113,487 142,459 154,338 69,976 178,300 163,300 Operations 29,436 12,659 25,487 6,100 24,199 27,100 6,100 Allocations Out 173,879 236,504 253,145 273,767 311,248 324,646 324,760 Total Expenditures $ 500,287 $ 574,923 $ 664,043 $ 689,362 $ 607,657 $ 837,652 $ 817,740 $ Increase/(Decrease) From Budget $ 148,289 $ (19,912)
% Increase/(Decrease) From Budget 22% -2%
75

PATHWAY OPERATIONS (011-4740)
BUDGET SUMMARY:

The staffing allocation for FY24-25 has been adjusted to 2.8 FTE from 2.4 FTE due to an increase in Pathway Operational needs, reflecting the increased workload for the program to manage on-going pathway maintenance, new pathway capital projects, and support the resident and Pathway Committee.
2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2025-26 Six-Year Comparison
Actual Actual Actual Budget Actual
3/31/2024
Budget
Proposal
Budget Plan
Funding Source
Department Revenue: None $ - $ - $ - $ - $ - $ - $ -
General Fund Support 490,736 560,586 640,220 714,091 579,532 814,148 835,124 Total Funding Source $ 490,736 $ 560,586 $ 640,220 $ 714,091 $ 579,532 $ 814,148 $ 835,124 Department Expenditure
Personnel 315,217 284,552 348,295 393,909 294,353 448,429 471,812 Contractual Services 34,230 84,912 81,431 90,000 40,555 90,000 90,000 Operations 3,888 2,253 5,246 10,000 2,159 12,500 10,000 Allocations Out 137,401 188,869 205,248 220,182 242,465 263,220 263,312 Total Expenditures $ 490,736 $ 560,586 $ 640,220 $ 714,091 $ 579,532 $ 814,148 $ 835,124 $ Increase/(Decrease) From Budget $ 100,057 $ 20,975
% Increase/(Decrease) From Budget 14% 3%
76

CORPORATION YARD OPERATIONS (061-4300)
BUDGET SUMMARY:

Corporation Yard Operations is an internal service fund division, meaning expenditures are allocated to various departments and accounted for within "Allocations Out". The division budget increased 6% compared to FY2023-24 Estimated Actual, generally due to projected higher cost of services and supplies.
2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2025-26 Six-Year Comparison
Actual Actual Actual Budget Actual
3/31/2024
Budget
Proposal
Budget Plan
Funding Source
Allocations In
General Fund (011) Allocation $ 100,701 $ 119,337 $ 146,584 $ 171,386 $ 100,617 $ 181,682 $ 184,285 Sewer Fund (051) Allocation 25,108 - - - - - -
Other Source/(Uses):

General Fund Support (25,108) - - - - - -
Total Funding Source $ 100,701 $ 119,337 $ 146,584 $ 171,386 $ 100,617 $ 181,682 $ 184,285 Department Expenditure
Personnel 40,453 39,772 59,514 49,136 38,244 50,432 53,035 Professional Services - - - - 985 - -
Contractual Services 8,883 29,835 12,035 27,500 18,369 26,500 26,500 Operations 38,979 49,730 75,035 94,750 43,019 104,750 104,750 Allocations Out 12,386 - - - - - -
Total Expenditures $ 100,701 $ 119,337 $ 146,584 $ 171,386 $ 100,617 $ 181,682 $ 184,285 $ Increase/(Decrease) From Budget $ 10,296 $ 2,603
% Increase/(Decrease) From Budget 6% 1%
77

VEHICLE OPERATIONS (061-4400)
BUDGET SUMMARY:

Vehicle Operations (Fleets) is an internal service fund division. Internal Service Fund expenditures are allocated to various departments and accounted for within "Allocations Out." The Division budget has increased by 21%, compared to the FY2023-24 Estimated Actual, largely due to increases in vehicle maintenance and fuel costs.

2020-21 2021-22 2022-23 2023-24 2023-24 2024-25 2025-26 Six-Year Comparison
Actual Actual Actual Budget Actual
3/31/2024
Budget
Proposal
Budget Plan
Funding Source
Allocations In
General Fund (011) Allocation $ 79,428 $ 108,955 $ 105,696 $ 109,573 $ 68,160 $ 132,086 $ 135,029 Sewer Fund (051) Allocation 6,568 - - - - - -
Other Source/(Uses):

General Fund Support (6,568) - - - - - -
Total Funding Source $ 79,428 $ 108,955 $ 105,696 $ 109,573 $ 68,160 $ 132,086 $ 135,029 Department Expenditure
Personnel 36,371 36,063 44,799 49,373 34,523 56,386 59,329 Professional Services - - - - - - -
Contractual Services 357 1,241 5,332 5,000 1,107 5,000 5,000 Operations 40,994 71,651 55,565 55,200 32,530 70,700 70,700 Allocations Out 1,706 - - - - - -
Total Expenditures $ 79,428 $ 108,955 $ 105,696 $ 109,573 $ 68,160 $ 132,086 $ 135,029 $ Increase/(Decrease) From Budget $ 22,513 $ 2,943
% Increase/(Decrease) From Budget 21% 2%
78

Guide to Five-Year CIP
Byrne Preserve
79

Capital Improvement
Plan Summary and
Funding Sources

Byrne Preserve
80

Project # Project Name Funding Sources Prior
Appropriations 2024/25 Budget 2025/26 Budget 2026/27 Budget 2027/28 Budget 2028/29 Budget Total 419300 Broadband ARPA Fund $ 800,000 $ - $ - $ - $ - $ - $ 800,000 TR4169-25 Byrne Preserve Restoration CIP/General Fund $ 74,381 $ 98,443 $ 110,000 $ - $ - $ - $ 282,824 410209-25 Cable System CIP/General Fund $ - $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 250,000 410213 Civic Center Improvements CIP/General Fund $ 2,371,425 $ - $ - $ - $ - $ - $ 2,371,425 CIP/General Fund $ 36,700 $ 300,000 $ - $ - $ - $ -
410231 Corp Yard Master Plan CIP/General Fund $ 50,000 $ - $ - $ - $ - $ - $ 50,000 410223 Council Chambers HVAC CIP/General Fund $ 99,978 $ 20,000 $ - $ - $ - $ - $ 119,978 CIP/General Fund $ 86,837 $ - $ - $ - $ - $ -
Rule 20A $ 4,628,583 $ 27,678 $ - $ - $ - $ -
SVCE Grant $ 70,000 $ - $ - $ - $ - $ - $ 70,000
CIP/General Fund $ 379,671 $ 200,000 $ - $ - $ - $ - $ 579,671 CDBG $ 400,000 $ - $ - $ - $ - $ - $ 400,000
410220 Housing Element-CEQA CIP/General Fund $ 698,590 $ - $ - $ - $ - $ - $ 698,590 410225 Purissima Park Improvement
Program (Field & Facility CIP/General Fund $ 95,755 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 245,755 410226 Street Sign Replacement CIP/General Fund $ 15,419 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ - $ 115,419 410227-25 Technology Miscellaneous CIP/General Fund $ 441 $ 100,000 $ 100,000 $ 50,000 $ 50,000 $ - $ 300,441 410233 Traffic Signal Improvement CIP/General Fund $ 12,612 $ 20,000 $ - $ - $ - $ - $ 32,612 410228 Water Well Purissima Park CIP/General Fund $ 35,013 $ - $ 200,000 $ - $ - $ - $ 235,013 New Corp Yard Improvements CIP/General Fund $ - $ 100,000 $ - $ - $ - $ - $ 100,000 New Security Camera Upgrade CIP/General Fund $ - $ 100,000 $ 100,000 $ 100,000 $ - $ - $ 300,000 New Town Facility-Energy Efficiency CIP/General Fund $ - $ 60,000 $ 150,000 $ - $ - $ - $ 210,000 TOTAL $ 9,855,404 $ 1,131,121 $ 765,000 $ 255,000 $ 155,000 $ 80,000 $ 12,241,525 427903 Fremont to Redwood Grove Pathway Fund $ 21,415 $ 100,000 $ - $ - $ - $ - $ 121,415 427913-25 Misc Pathway Pathway Fund $ 199,407 $ 325,000 $ 325,000 $ 325,000 $ 325,000 $ 325,000 $ 1,824,407 427912 Page Mill from Lupine to Via Feliz Pathway Fund $ 46,100 $ - $ - $ - $ - $ - $ 46,100 Pathway Fund $ 394,565 $ - $ - $ - $ - $ - $ 394,565
TDA $ 45,136 $ - $ - $ - $ - $ - $ 45,136
TOTAL $ 706,623 $ 425,000 $ 325,000 $ 325,000 $ 325,000 $ 325,000 $ 2,431,623

PROPOSED CAPITAL IMPROVEMENT PROGRAM SUMMARY
410230 Corp Yard Locker Room $ 336,700
410216 El Monte Fire Station
Undergrounding Project
427902
$ 4,743,098

PATHWAYS
Generator Replacement &
Electrical Panel Upgrade 410218
410224 Heritage House Renovation
Summerhill Pathway
Fiscal Year 2024-2025 through Fiscal Year 2028-2029

INFRASTRUCTURE
81

Project # Project Name Funding Sources Prior
Appropriations 2024/25 Budget 2025/26 Budget 2026/27 Budget 2027/28 Budget 2028/29 Budget Total

PROPOSED CAPITAL IMPROVEMENT PROGRAM SUMMARY
Fiscal Year 2024-2025 through Fiscal Year 2028-2029
Gas Tax $ - $ 245,343 $ 250,249 $ 262,800 $ 275,900 $ 289,700 $ 1,323,992 SB1 Funds $ - $ 214,400 $ 218,688 $ 229,600 $ 241,100 $ 253,200 $ 1,156,988 Vehicle Registration Fees
SB 83 $ - $ 63,338 $ 64,605 $ 67,800 $ 71,200 $ 74,800 $ 341,743 Drainage in-lieu $ - $ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 200,000 Street Encroachment Fees $ - $ 102,000 $ 104,000 $ 109,200 $ 114,700 $ 120,400 $ 550,300 Measure B $ - $ 186,000 $ 195,300 $ 205,100 $ 215,400 $ 226,200 $ 1,028,000 CIP/General Fund $ 107,985 $ 523,919 $ 502,158 $ 460,500 $ 416,700 $ 395,700 $ 2,406,962 New Measure B Bike/Pedestrian
Education & Encourgement Measure B $ - $ 40,000 $ 20,000 $ 20,000 $ 10,000 $ 10,000 $ 100,000 TOTAL $ 107,985 $ 1,415,000 $ 1,395,000 $ 1,395,000 $ 1,385,000 $ 1,410,000 $ 7,107,985 487918-25 Annual Sewer Rehabilition Sewer User Charges $ - $ 900,000 $ 900,000 $ 1,150,000 $ 1,050,000 $ 1,050,000 $ 5,050,000 TOTAL $ - $ 900,000 $ 900,000 $ 1,150,000 $ 1,050,000 $ 1,050,000 $ 5,050,000 Cell Tower Rental $ 38,452 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ - Westwind Barn Capital $ 140,000 $ 100,000 $ - $ - $ - $ - CIP/General Fund $ - $ 50,000 $ - $ - $ - $ -
TOTAL $ 178,452 $ 200,000 $ 50,000 $ 50,000 $ 50,000 $ - $ 528,452 Drainage in-Lieu $ 658,010 $ 200,000 $ - $ - $ - $ - $ 858,010 CIP/General Fund $ 314,500 $ - $ - $ - $ - $ - $ 314,500 Drainage in-lieu $ 10,074 $ 200,000 $ 200,000 $ - $ - $ - TOTAL $ 982,584 $ 400,000 $ 200,000 $ - $ - $ - $ 1,582,584 New Chipper CIP/General Fund $ - $ - $ 80,000 $ - $ - $ - $ 80,000 New Superintendent and Maintenance
Trucks CIP/General Fund $ - $ 220,000 $ - $ - $ - $ - $ 220,000 TOTAL $ - $ 220,000 $ 80,000 $ - $ - $ - $ 300,000
GRAND TOTAL $ 11,831,048 $ 4,691,121 $ 3,715,000 $ 3,175,000 $ 2,965,000 $ 2,865,000 $ 29,242,169

EQUIPMENT
437307-25 Westwind Community Barn
Improvement

WASTEWATER

STORM DRAIN
467209 Matadero Creek Erosion
SEWER

WESTWIND BARN
457202 Storm Drain Improvement $ 410,074
$ 528,452

ANNUAL ROAD REHABILITATION PROGRAM
467226-25 Annual Pavement Rehab and
Drainage Improvement
82

Funding Source
Prior
Appropriations
Balance as of
2/29/2024
Fiscal Year
2024/25 Budget
Fiscal Year
2025/26 Budget
Fiscal Year
2026/27 Budget
Fiscal Year
2027/28 Budget
Fiscal Year
2028/29 Budget
Total Project
Funding
CIP/General Fund 4,379,306 1,897,362 1,347,158 715,500 571,700 475,700 9,386,726 ARPA Fund 800,000 - - - - - 800,000
CDBG 400,000 - - - - - 400,000
Cell Tower Rental 38,452 50,000 50,000 50,000 50,000 - 238,452 Drainage in-lieu 668,084 440,000 240,000 40,000 40,000 40,000 1,468,084 Gas Tax - 245,343 250,249 262,800 275,900 289,700 1,323,992 Measure B - 226,000 215,300 225,100 225,400 236,200 1,128,000 Pathway Fund 661,487 425,000 325,000 325,000 325,000 325,000 2,386,487 Rule 20A 4,628,583 27,678 - - - - 4,656,261
SB1 Funds - 214,400 218,688 229,600 241,100 253,200 1,156,988 Sewer User Charges - 900,000 900,000 1,150,000 1,050,000 1,050,000 5,050,000 Street Encroachment Fees - 102,000 104,000 109,200 114,700 120,400 550,300 SVCE Grant 70,000 - - - - - 70,000
TDA 45,136 - - - - - 45,136
Vehicle Registration Fees SB 83 - 63,338 64,605 67,800 71,200 74,800 341,743 Westwind Barn Capital 140,000 100,000 - - - - 240,000
Total $ 11,831,048 $ 4,691,121 $ 3,715,000 $ 3,175,000 $ 2,965,000 $ 2,865,000 $ 29,242,169 FISCAL YEAR 2024-2028 CAPITAL IMPROVEMENT PROGRAM FUNDING SOURCES 83

Capital Projects

Purissima Park Multipurpose Room Ribbon Cutting
84

DEPARTMENT
419300 City Manager's Office
FY 2022-23 July 2022
December 2025
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ 800,000 $ - $ 800,000 $ - $ 800,000
- - - - $ -
$ 800,000 $ - $ 800,000 $ - $ 800,000
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ 800,000 $ - $ - $ - $ - $ - $ 800,000
- - - - - - $ -
- - - - - - $ -
$ 800,000 $ - $ - $ - $ - $ - $ 800,000
Project Spending
$ 800,000 $ - $ - $ - $ - $ - $ 800,000
- - - - - - $ -
$ 800,000 $ - $ - $ - $ - $ - $ 800,000
CIP/ General Fund
Maintenance and operational needs would be determined through the feasibility study.

PRIOR APPROPRIATION:

Total Funding
Total Spending
Project Summary
Broadband Infrastructure
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

Broadband Infrastructure
Total
ARPA
PROJECT FUNDING/SPENDING ESTIMATE:

The Broadband Feasibility Study was completed in 2023.

In April 2024, Council directed staff to work with the Technology Committee to find an eligible expense to direct the ARPA money's toward. Staff is working with the Technology committee and will return to Council with a contract that spends the funds in an eligable manner and helps leverage fiber to as many homes as possible.

BROADBAND INFRASTRUCTURE
PROJECT DESCRIPTION:

The Town applied for American Rescue Plan Act funds (ARPA) in March 2021 and received the funds in the amount of $1,007,480 on July 13, 2021 and will receive the same amount in 2022. The covered period for eligible uses of ARPA funds is March 3, 2021 through December 31, 2024. At the February 17, 2022 City Council meeting, a resolution was passed to designate a portion of the ARPA funds to install broadband in areas of Los Altos Hills and create a broadband master plan. Individual broadband projects that use these funds will be reviewed for compliance with ARPA and ensure that they service the largest number of customers. The US Department of the Treasury released ARPA guidelines for SLFRF broadband funds (“Guidelines”) that determine how grant recipients, such as the Town, can spend grant funds. Los Altos Hills Community Fiber (LAHCF) is a viable grant recipient because the organization is in alignment with the intent of the broadband services guidelines under ARPA.

PROJECT STATUS:

PLANNED START DATE

PROJECT NUMBER

INITIAL FUNDING YEAR

ESTIMATED COMPLETION DATE
85

DEPARTMENT
TR4169-25 Public Works
FY 2022-23 July 2022
June 2025
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ 191,132 $ 116,751 $ 74,381 $ - $ 74,381
- - - - $ -
- - - - $ -
$ 191,132 $ 116,751 $ 74,381 $ - $ 74,381
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ 74,381 $ 98,443 $ 110,000 $ - $ - $ - $ 282,824
- - - - - - $ -
- - - - - - $ -
$ 74,381 $ 98,443 $ 110,000 $ - $ - $ - $ 282,824
Project Spending
$ 74,381 $ 98,443 $ 110,000 $ - $ - $ - $ 282,824
- - - - - - $ -
- - - - - - $ -
$ 74,381 $ 98,443 $ 110,000 $ - $ - $ - $ 282,824
PROJECT DESCRIPTION:

BYRNE PRESERVE RESTORATION

PROJECT NUMBER

INITIAL FUNDING YEAR PLANNED START DATE

ESTIMATED COMPLETION DATE
CIP/General Fund
Since 2013, the Town facilitated stewardship program and public outreach activities for Byrne Preserve, with the goal to preserve Town assets and to build community value that protect and enhance our environment. Grassroots Ecology has been the primary vendor at Byrne Preserve providing habitat restoration activities along Moody Creek, removal of invasive plants, native vegetation replanting, plant establishment monitoring, and replanting as necessary. Grassroots Ecology has also organized volunteer and educational events related to the preservation of open space.

Grassroots Ecology was selected to continue providing services at Byrne Preserves for three years starting July 2022. A new agreement for the program would be negotiated for FY2025-26.

PROJECT STATUS:

Ongoing
PRIOR APPROPRIATION:

Project Summary
Byrne Preserve Restoration
Total
PROJECT FUNDING/SPENDING ESTIMATE:

Total Spending
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

The purpose of this program is to remove invasive non-native plants and allow native plants to grow naturally. There is no ongoing maintenance necessary once the native plants have matured.

Total Funding
Byrne Preserve Restoration
86

DEPARTMENT
410209-25 City Manager's Office
FY 2022-23 July 2024
Ongoing program
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ 50,000 $ - $ 50,000 $ 50,000 $ -
- - - - $ -
- - - - $ -
$ 50,000 $ - $ 50,000 $ 50,000 $ -
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ - $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 250,000 - - - - - - $ -
- - - - - - $ -
$ - $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 250,000 Project Spending
$ - $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 250,000 - - - - - - $ -
- - - - - - $ -
Total Spending $ - $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 250,000 RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

Maintenance and operational needs would be determined during the design phase.

Total Funding
Cable Service Expansion
CIP/General Fund
The City Council believes that it is in the public’s interest to have adequate cable services available to all residents for better access to public safety information, more opportunity for civic engagement, and enhancing education and digital literacy. The purpose of this cost sharing program is to establish a means by which the Town can provide limited financial support for the construction of Comcast cable system equipment within public ways as defined in Section 1.12 of the Franchise Agreement. In August 2016, the City Council approved and adopted Cost Sharing Policy for the Construction of Comcast Cable System Infrastructure Within Public Ways, where the Town will contribute 25% of the cable expansion cost, with a cap of $25,000. Most recently in 2024 the Council directed staff to expand this definition as part of the FY24/25-FY25/26 Budget to include broadband installation more generally which includes fiber optic broadband cable expansion costs as well as comcast cable.

PROJECT STATUS:

There are no current applications for cost sharing. However, Staff plans to bring an item forward to the City Council this fiscal year to expand the program to provide financial assistance to residents partnering with any internet service provider in the Town.

PRIOR APPROPRIATION:

Project Summary
Cable Service Expansion
Total
PROJECT FUNDING/SPENDING ESTIMATE:

PROJECT DESCRIPTION:

CABLE SERVICE COST SHARING PROGRAM

PROJECT NUMBER

INITIAL FUNDING YEAR PLANNED START DATE

ESTIMATED COMPLETION DATE
87

DEPARTMENT
410213 Public Works
FY 2018 -19 March 2018
TBD
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ 45,000 $ 43,263 $ 1,737 $ - $ 1,737
570,000 516,404 53,596 - 53,596
400,000 333,909 66,091 - 66,091
2,250,000 - 2,250,000 - 2,250,000
$ 3,265,000 $ 893,575 $ 2,371,425 $ - $ 2,371,425
Preliminary Design and
Planning
Final Design and Construction
Drawings
Phase 1 Construction
Phase 2 Construction
Total
Project Summary

CIVIC CENTER IMPROVEMENTS

PROJECT NUMBER

INITIAL FUNDING YEAR PLANNED START DATE

ESTIMATED COMPLETION DATE
PROJECT DESCRIPTION:

The Town Hall Addition Project was initiated by the City Council in 2018 with the purpose of addressing a shortage of employee office space and limited on-site meeting and classroom facilities. On September 26, 2019, the Planning Commission reviewed the finalized conceptual design for the Town Hall Addition and forwarded a recommendation for approval to the City Council. On November 20, 2019, the City Council approved the Conditional Use Permit Modification and a Site Development Permit for the Town Hall Addition Project. On February 20, 2020, the City Council added the Project to the FY 2019-20 capital projects list and appropriated $450,000 to fund preparation of the necessary technical studies, construction plans and specifications, and other related documentation to have both phases of the Town Hall Addition Project ready to go out to bid. An additional appropriation of $2,650,000 was allocated to the Project for construction as part of the FY 2020-21 Budget adoption.

The project has been separated into two phases, as follows:

Phase 1 - Conversion of the open patio behind the Council Chambers into a new conference/meeting room (395 sq ft), accessibility improvements to a public restroom adjacent to the Council Chambers and installation of a sliding glass partition wall within Council Chambers. M. Sandoval Architects was awarded the design services contract for Phase 1 and the construction drawings were completed in August 2020. The project was advertised in September and a public bid opening occurred on October 7, 2020. However, since only one bid was received, on November 19, 2020, the City Council adopted a resolution to reject all bids for the project and direct staff to consider readvertising the project at a later date. The project was re-advertised in February and a public bid opening occurred on March 16, 2021.

The contract to complete construction of Phase 1 was awarded to United Builder Corporation on April 15, 2021. Since 2021 the project was completed and finaled.

Phase 2- A larger plan of renovating staff offices in Town Hall and adding more workstations, meeting rooms, and public space within Town Hall. This Phase 2 plan was reviewed by the City Council in Febrary 2024 at which point they agreed to maintain the existing Park and Recreation Building footprint, improve the interior to modern standards and redesign the space with a more functional layout to today's office needs, include some additional floor plan improvements to the main Town Hall floorplan converting some of the lobby to office PROJECT STATUS:

Phase 1 - COMPLETE
Phase 2 - In February 2024, Council approved a concept option to renovate the Parks & Recreation building and make necessary tenant improvements to the Town Hall building.

PRIOR APPROPRIATION:
88

CIVIC CENTER IMPROVEMENTS
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ 2,371,425 $ - $ - $ - $ - $ - $ 2,371,425
- - - - - - $ -
- - - - - - $ -
$ 2,371,425 $ - $ - $ - $ - $ - $ 2,371,425
Project Spending
$ 1,737 $ - $ - $ - $ - $ - $ 1,737
53,596 - - - - - 53,596
66,091 - - - - - 66,091
2,250,000 - - - - - 2,250,000
$ 2,371,425 $ - $ - $ - $ - $ - $ 2,371,425
Phase 1 Construction
Phase 2 Construction
Total Spending
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

Maintenance and operational needs would be determined during design and construction phases.

Final Design and Construction
Drawings
PROJECT FUNDING/SPENDING ESTIMATE:

CIP/General Fund
Total Funding
Preliminary Design and
Planning
89

DEPARTMENT
410230 Public Works
FY 2023-24 Summer 2023
Fall 2025
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ 40,000 $ 3,300 $ 36,700 $ - $ 36,700
- - - - $ -
$ 40,000 $ 3,300 $ 36,700 $ - $ 36,700
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ 36,700 $ 300,000 $ - $ - $ - $ - $ 336,700
- - - - - $ -
$ 36,700 $ 300,000 $ - $ - $ - $ - $ 336,700
Project Spending
$ 36,700 $ 300,000 $ - $ - $ - $ - $ 336,700
- - - - - - $ -
$ 36,700 $ 300,000 $ - $ - $ - $ - $ 336,700
PROJECT DESCRIPTION:

CORPORATION YARD LOCKER ROOM

PROJECT NUMBER

INITIAL FUNDING YEAR PLANNED START DATE

ESTIMATED COMPLETION DATE
CIP/General Fund
In 2022, staff recommended improvements to the Corporation Yard Building to add much needed locker room with shower/restroom facilities. The Town's maintenance members currently uses an office space for a locker room to store their safety gear and personal items, and they share a single restroom. The project is to ensure that maintenance staff has the adequate locker room facilities, including a separate gender-neutral restroom.

Project scope includes conversion of one office on the second floor to a locker room with showers/restroom or constructing a new Americans with Disabilities Act (ADA) compliant locker room downstairs and upgrading the existing restroom upstairs. The project will need to consider ADA access requirements. If significant ADA improvements are needed, additional scope and funding may be required.

PROJECT STATUS:

Architect hired January 2024. Construction anticipated in FY2024-25.

PRIOR APPROPRIATION:

Project Summary
Locker Corp Yard
Total
PROJECT FUNDING/SPENDING ESTIMATE:

Total Spending
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

Potential for minor increase to the janitorial contract.

ARPA Fund
Total Funding
Locker Corp Yard
90

DEPARTMENT
410231 Public Works
FY 2023-24 Summer 2023
Fall 2024
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ 50,000 $ - $ 50,000 $ - $ 50,000
- - - - $ -
- - - - $ -
$ 50,000 $ - $ 50,000 $ - $ 50,000
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ 50,000 $ - $ - $ - $ - $ - $ 50,000
- - - - - - $ -
- - - - - - $ -
$ 50,000 $ - $ - $ - $ - $ - $ 50,000
Project Spending
$ 50,000 $ - $ - $ - $ - $ - $ 50,000
- - - - - - $ -
- - - - - - $ -
$ 50,000 $ - $ - $ - $ - $ - $ 50,000
No additional maintenance cost has been determined at this time.

PRIOR APPROPRIATION:

Total Funding
Total Spending
Project Summary
Master Plan
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

Master Plan
Total
CIP/General Fund
PROJECT FUNDING/SPENDING ESTIMATE:

An architectural firm was hired in January 2024. Master Plan Study to be completed by fall 2024.

CORP YARD MASTER PLAN STUDY
PROJECT DESCRIPTION:

Various improvements are needed at the Corporation Yard such as locker room improvements (current CIP), energy survey and overall electrical upgrade, heat pumps for electrification of the facility, space for electric maintenance equipment and charging stations, LED lighting upgrade, battery backup system, ADA compliance, space reconfiguration for staff and equipment, addition of a sign shop, and more. Rather than managing them individually, a strategic way to address these improvements is to do a master plan study to understand the existing space, space needs for the future, and have a methodical approach to prioritizing improvements needed. An architect with expertise in corporation yards or maintenance facilities would be hired to assist with the Corporation Yard Master Plan Study.

PROJECT STATUS:

PLANNED START DATE

PROJECT NUMBER

INITIAL FUNDING YEAR

ESTIMATED COMPLETION DATE
91

DEPARTMENT
410223 Public Works
FY 2021-22 July 2022
Late 2024
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ 102,200 $ 2,222 $ 99,978 $ - $ 99,978
- - - - $ -
$ 102,200 $ 2,222 $ 99,978 $ - $ 99,978
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ 99,978 $ 20,000 $ - $ - $ - $ - $ 119,978
- - - - - - $ -
$ 99,978 $ 20,000 $ - $ - $ - $ - $ 119,978
Project Spending
$ 99,978 $ 20,000 $ - $ - $ - $ - $ 119,978
- - - - - - $ -
$ 99,978 $ 20,000 $ - $ - $ - $ - $ 119,978
PROJECT DESCRIPTION:

COUNCIL CHAMBERS HVAC

PROJECT NUMBER

INITIAL FUNDING YEAR PLANNED START DATE

ESTIMATED COMPLETION DATE
CIP/General Fund
The HVAC units (3) for the council chambers have reached the end of its useful life, one already failed. This project will replace the gas furnaces with heat pumps in an effort for electrification. The project supports the goal of converting Town's natural gas heating systems to full electric to reduce greenhouse gas. The project will investigate necessary accommodations for future improvements to the Civic Center.

PROJECT STATUS:

Plan construction for FY 2024-25 once the Town Hall electrical panel upgrade is completed.

PRIOR APPROPRIATION:

Project Summary
Council Chambers HVAC
Total
PROJECT FUNDING/SPENDING ESTIMATE:

Total Spending
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

Maintenance needs would be determined during design and construction phases.

Total Funding
Council Chambers HVAC
92

DEPARTMENT
410216 Public Works
FY 2019-20 October 2020
End of 2025
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ 300,000 $ 213,163 $ 86,837 $ - $ 86,837
4,628,583 - 4,628,583 - $ 4,628,583
- - - - $ -
$ 4,928,583 $ 213,163 $ 4,715,420 $ - $ 4,715,420
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ 86,837 $ - $ - $ - $ - $ - $ 86,837
4,628,583 27,678 - - - - $ 4,656,261
- - - - - - $ -
$ 4,715,420 $ 27,678 $ - $ - $ - $ - $ 4,743,098
Project Spending
$ 86,837 $ - $ - $ - $ - $ - $ 86,837
4,628,583 27,678 - - - - $ 4,656,261
- - - - - - $ -
Total Spending $ 4,715,420 $ 27,678 $ - $ - $ - $ - $ 4,743,098 RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

No maintenance and operating cost applicable.

Rule 20A
Total Funding
El Monte Fire Station UG
Rule 20A
CIP/General Fund
California Public Utility Commission (CPUC) Rule 20A underground program allows cities and counties to utilize Rule 20A credits (funded by PG&E ratepayers) to fund utility undergrounding projects at locally identified underground districts. Town currently has Rule 20A credit allocation as described int he table below. Town has identified the emergency routes near El Monte Fire Station (El Monte Road, Elena Road, and Moody Road) as the underground district area. In October 2020, Town hired Bellecci & Associates to prepare the undergrounding composite plans and to assist with the coordination with PG&E and other utility companies. In March 2023, PG&E assigned an estimating team to the Town's project and a site meeting was held. The plans, specifications, and estimates (Form B) for the project were completed in April 2024 and approved by participating utility companies (PG&E, AT&T, and Comcast). The Town would upfront the costs for the project to be reimbursed by Rule 20A credit balance and other utility undergrounding programs.

PROJECT STATUS:

Project advertised for bid in April 2024 and bids received in May 2024. Joint trench construction anticipated to start in July 2024 and be completed by end of 2024. Overhead conversion to underground by utility companies may take a year to complete.

PRIOR APPROPRIATION:

Project Summary
El Monte Fire Station UG (Rule
20A)
Rule 20 A credits
Total
PROJECT FUNDING/SPENDING ESTIMATE:

PROJECT DESCRIPTION:

EL MONTE FIRE STATION UNDERGROUNDING PROJECT
(RULE 20A) DESIGN ONLY

PROJECT NUMBER

INITIAL FUNDING YEAR PLANNED START DATE

ESTIMATED COMPLETION DATE
93

DEPARTMENT
410218 City Manager's Office
FY 2019 -20 June 2021
Summer 2024
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ 53,500 $ 53,500 $ - $ - $ -
15,000 15,000 - - $ -
70,000 70,000 - - $ -
1,058,080 708,709 349,371 279,371 $ 70,000
$ 1,196,580 $ 847,209 $ 349,371 $ 279,371 $ 70,000
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ - $ - $ - $ - $ - $ - $ -
70,000 - - - - - $ 70,000
- - - - - - $ -
$ 70,000 $ - $ - $ - $ - $ - $ 70,000
Project Spending
$ - $ - $ - $ - $ - $ - $ -
- - - - - - $ -
- - - - - - $ -
70,000 - - - - - $ 70,000
$ 70,000 $ - $ - $ - $ - $ - $ 70,000
Battery Back-up System
Total Spending
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

No maintenance and operating cost applicable.

SVCE Grant
Total Funding
Panel Upgrade (Design)
Energy Consultant
PV Display Kiosk
CIP/General Fund
The emergency back-up generator at Town Hall has been in service for 29 years and needs replacement. The generator will be replaced with a battery energy storage system (BESS) that will allow Town Hall to leverage its existing photovoltaic system on-site during power outages.

During current power outages, the solar panels become inoperable. Further, as part of this project, the electrical room at Town Hall will undergo a panel upgrade which will increase the capacity of service that is currently offered. This will allow for additional EV charging ports to be installed in the Town Hall parking lot while also bringing emergency back-up power to more parts of the building during power outages.

Total funding for the project is $1,196,580 -- CIP $576,000 (which includes a placeholder appropriation of $300,000 for a new transformer in FY2022-23, which has been determined to be no longer needed. Funds will be unappropriated at the conclusion of the project); CalOES Grant $250,000; ARPA Funds $250,000; SVCE Resiliency Grant $50,582; and SVCE Decarbonization Grant $70,000. Based on the current expenses, staff has allocated the SVCE and CalOES grants towards the expenses, therefore, reducing the funding resources to $576,228 in the prior appropriation.

PROJECT STATUS:

Construction nearing completion as of Spring 2024 - Estimated completion in Summer 2024 Staff is working with PG&E to schedule final inspection for power switchover to new equipment Solar bench (SVCE Decarbonization Grant) has been installed at Town Hall Final programing of the system after construction is TBD PRIOR APPROPRIATION:

Project Summary
Panel Upgrade (Design)
Energy Consultant
Battery Back-up System
Total
PROJECT FUNDING/SPENDING ESTIMATE:

PV Display Kiosk
PROJECT DESCRIPTION:

GENERATOR REPLACEMENT & ELECTRICAL PANEL UPGRADE

PROJECT NUMBER

INITIAL FUNDING YEAR PLANNED START DATE

ESTIMATED COMPLETION DATE
94

DEPARTMENT
410224 Public Works
FY 2021-22 February 2023
Fall 2025
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ 800,000 $ 20,329 $ 779,671 $ 779,671
- - - - $ -
$ 800,000 $ 20,329 $ 779,671 $ - $ 779,671
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ 379,671 $ 200,000 $ - $ - $ - $ - $ 579,671
400,000 - - - - - $ 400,000
$ 779,671 $ 200,000 $ - $ - $ - $ - $ 979,671
Project Spending
$ 779,671 $ 200,000 $ - $ - $ - $ - $ 979,671
- - - - - - $ -
$ 779,671 $ 200,000 $ - $ - $ - $ - $ 979,671
PROJECT DESCRIPTION:

HERITAGE HOUSE UPGRADE

PROJECT NUMBER

INITIAL FUNDING YEAR PLANNED START DATE

ESTIMATED COMPLETION DATE
CIP/General Fund
Renovation of Heritage House interior to better accommodate various users (community, volunteers, and staff) that utilize the space.

Having already extended a data line from Town Hall to the Heritage House, this CIP will extend that line throughout the house and provide Wi-Fi service with a direct ethernet cable connection from the IT room. Renovations will ensure protection of historically significant elements of the house as well as comply with ADA and Building Code provisions.

PROJECT STATUS:

Finalize concept layout plans by spring 2024. Staff to continue working with History Committee and Emergency Preparedness and Response Committee for the final design. Construction anticipated to start late 2024 or early 2025 pending construction funding. The Town is working with the County to apply for approximatly $400,000 in Community Development Block Grant (CDBG) funding from the U.S. Department of Housing and Urban Development (HUD) through the County Office of Supportive Housing in May 2024.

PRIOR APPROPRIATION:

Project Summary
Heritage House Upgrade
Total
PROJECT FUNDING/SPENDING ESTIMATE:

Total Spending
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

Additional costs for custodian service, routine maintenance, and utilities anticipated with more active use of the facility.

CDBG
Total Funding
Heritage House Upgrade
95

DEPARTMENT
410220 Planning
FY 2021-22 July 2021
May 2026
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ 1,200,000 $ 501,410 $ 698,590 $ - $ 698,590
- - - - $ -
$ 1,200,000 $ 501,410 $ 698,590 $ - $ 698,590
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ 698,590 $ - $ - $ - $ - $ - $ 698,590
- - - - - - $ -
- - - - - - $ -
$ 698,590 $ - $ - $ - $ - $ - $ 698,590
Project Spending
$ 698,590 $ - $ - $ - $ - $ - $ 698,590
- - - - - - $ -
$ 698,590 $ - $ - $ - $ - $ - $ 698,590
PROJECT DESCRIPTION:

HOUSING ELEMENT

PROJECT NUMBER

INITIAL FUNDING YEAR PLANNED START DATE

ESTIMATED COMPLETION DATE
CIP/General Fund
Since 1969, California has required that all local governments (cities and counties) adequately plan to meet the housing needs of everyone in the community. To date, California is now in its sixth Housing Element cycle (2023-2031) for jurisdictions in the Bay Area). Before each cycle, the State provides a target for how many homes to plan for in every jurisdiction, known as Regional Housing Needs Allocation (RHNA). On January 30, 2023, the City Council adopted the 6th cycle Housing Element in substantial compliance with the State law, which was timely submitted to California Housing and Community Development Department (HCD) for post-adoption certification. The adopted 6th cycle Housing Element is introducing multi-family zones to accommodate density at twenty (20) to thirty (30) dwellings per acre. The proposed change will require an amendment to the Land Use Element of the General Plan and Municipal Code to establish the multi-family zones with objective development and design standards. In addition, the proposed rezoning requires a Program Environmental Impact Report (EIR) pursuant to the California Environmental Quality Act (CEQA).

The state law requires Safety Element be to be updated with an Housing Element update. Safety Element identifies the need for local jurisdictions to understand their vulnerablities to hazards such as seismic hazards, wildfires, geologic issues, flooding climate change, and other natural hazards. The Safety Element shall also comply with Senate Bill (SB) 379 requirements.

PROJECT STATUS:

The statutory deadline for jurisdictions in the Bay Area to adopt a Housing Element is January 31, 2023, and Los Altos Hills successfully achieved this. Jurisdictions that have their Housing Element certified as compliant by HCD by May 31, 2023 are allowed three (3) years to complete the EIR and Rezoning. The Town awarded a $350,000 contract to Michael aker International for the Housing Element and Safety Element updates. After coordinating with HCD on several technical revisions to the Housing Element, the Town was advised by HCD on May 12, 2023 that the revised Housing Element had been certified as compliant by HCD. The Town also awarded another $601,620 contract to the same consultant for preparation of Zoning standards, objective design standards, and Program EIR to meet the three (3) year timeframe to complete the Objective Design Standards, Rezoning, and EIR.

PRIOR APPROPRIATION:

Project Summary
Housing Element
Total
PROJECT FUNDING/SPENDING ESTIMATE:

Total Spending
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

N/A
Total Funding
Housing Element
96

DEPARTMENT
410225 Public Works/Parks & Recreation
FY 2021-22 Ongoing
Ongoing
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ 110,000 $ 14,245 $ 95,755 $ - $ 95,755
- - - - $ -
$ 110,000 $ 14,245 $ 95,755 $ - $ 95,755
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ 95,755 $30,000 $30,000 $30,000 $30,000 $30,000 $ 245,755 - - - - - - $ -
$ 95,755 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 245,755 Project Spending
$ 95,755 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 245,755 - - - - - - $ -
$ 95,755 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 245,755 PROJECT DESCRIPTION:

PURISSIMA PARK IMPROVEMENT PROGRAM (FIELD & FACILITY IMPROVEMENTS)

PROJECT NUMBER

INITIAL FUNDING YEAR PLANNED START DATE

ESTIMATED COMPLETION DATE
CIP/General Fund
List of improvements at the park to be completed in phases.

1. Continued repair of fencing to provide better safety to those outside of playing fields.

2. Upgrade water fountains (4) add a fillable station in the back by the basketball court.

3. Parking lot maintenance (re-stripe and seal coat)

4. Playground repair/maintenance, incluiding installing new engineered fibar mulch.

PROJECT STATUS:

Field 3 (P3) fence repair and parking lot pavement digout repairs completed in summer 2023.

PRIOR APPROPRIATION:

Project Summary
Purissima Park Improvement
Total
PROJECT FUNDING/SPENDING ESTIMATE:

Total Spending
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

No maintenance and operating cost applicable.

Total Funding
Purissima Park Improvement
97

DEPARTMENT
410226 Public Works
FY 2021-22 March 2022
Ongoing
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ 29,000 $ 13,581 $ 15,419 $ - $ 15,419
- - - - $ -
$ 29,000 $ 13,581 $ 15,419 $ - $ 15,419
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ 15,419 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ - $ 115,419 - - - - - - $ -
$ 15,419 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ - $ 115,419 Project Spending
$ 15,419 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ - $ 115,419 - - - - - - $ -
Total Spending $ 15,419 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ - $ 115,419 RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

No maintenance and operating cost applicable.

Total Funding
Street Sign Replacement
CIP (Road Rehab)
Town street signs require upgrades to meet current sign standards such as retroreflectivity. This street sign project started in 2022 with an annual budget of $15,000. Street signs are purchased, then installed by the Town maintenance staff.

PROJECT STATUS:

Town maintenance staff has replaced 1/3 of all street name signs as of spring 2024. Regulatory and warning signs such as STOP and YIELD are also being replaced in accordance with CA MUTCD's new standards.

PRIOR APPROPRIATION:

Project Summary
Street Sign Replacement
Total
PROJECT FUNDING/SPENDING ESTIMATE:

PROJECT DESCRIPTION:

STREET SIGN REPLACEMENT

PROJECT NUMBER

INITIAL FUNDING YEAR PLANNED START DATE

ESTIMATED COMPLETION DATE
98

DEPARTMENT
410227-25 Administrative Services
FY 2022-23 July 2022
On Going
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ 156,705 $ 156,264 $ 441 $ - $ 441
- - - - $ -
$ 156,705 $ 156,264 $ 441 $ - $ 441
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ 441 $ 100,000 $ 100,000 $ 50,000 $ 50,000 $ - $ 300,441 - - - - - - $ -
$ 441 $ 100,000 $ 100,000 $ 50,000 $ 50,000 $ - $ 300,441 Project Spending
$ 441 $ 100,000 $ 100,000 $ 50,000 $ 50,000 $ - $ 300,441 - - - - - - $ -
$ 441 $ 100,000 $ 100,000 $ 50,000 $ 50,000 $ - $ 300,441 The Miscellaneous Technology Projects are designed to improve the Town’s Technology for short term projects that are not related to the IT Master Plan. The projects covered under this CIP will be managed by the City Manager's Office. Eligible projects would be smaller in nature to complete and are not part of the operating budget. This CIP is designed to allow for smaller projects to be completed on shorter timelines as our IT Services vendor can complete. The proposed IT projects scheduled for next year include: Netowrk Switches Upgrade, Single Sign-On Configuration, Firewall Upgrade, and Mobile Device Management PROJECT DESCRIPTION:

MISCELLANEOUS TECHNOLOGY

PROJECT NUMBER

INITIAL FUNDING YEAR PLANNED START DATE

ESTIMATED COMPLETION DATE
CIP/General Fund
PROJECT STATUS:

Ongoing
PRIOR APPROPRIATION:

Project Summary
Technology
Total
PROJECT FUNDING/SPENDING ESTIMATE:

Total Spending
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

N/A
Total Funding
Technology
99

DEPARTMENT
410233 Public Works
FY 2023-24 Fall 2023
End of 2025
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ 50,000 $ 37,388 $ 12,612 $ - $ 12,612
- - - - $ -
- - - - $ -
$ 50,000 $ 37,388 $ 12,612 $ - $ 12,612
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ 12,612 $ 20,000 $ - $ - $ - $ - $ 32,612
- - - - - - $ -
- - - - - - $ -
$ 12,612 $ 20,000 $ - $ - $ - $ - $ 32,612
Project Spending
$ 12,612 $ 20,000 $ - $ - $ - $ - $ 32,612
- - - - - - $ -
- - - - - - $ -
$ 12,612 $ 20,000 $ - $ - $ - $ - $ 32,612
New equipment will be maintained by traffic signal maintenance contractor as part of the current scope.

PRIOR APPROPRIATION:

Total Funding
Total Spending
Project Summary
Equipment Replacements
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

Equipment Replacements
Total
CIP/General Fund
PROJECT FUNDING/SPENDING ESTIMATE:

Controllers replaced and backup battery system installed for all three intersections. Install detection cameras to by 2025.

TRAFFIC SIGNAL IMPROVEMENTS
PROJECT DESCRIPTION:

Aging traffic signal equipment at the three signalized intersections along El Monte Road at Voorhees Drive, Stonebrook Drive, and Foothill College require upgrades and modernization. Controller units at Voorhees Drive and Stonebrook Drive intersections require replacements.

This project scope will include replacement of traffic signal controller units, installation of battery backup systems and detection cameras, and other updates needed to the Town's three signalized intersections.

PROJECT STATUS:

PLANNED START DATE

PROJECT NUMBER

INITIAL FUNDING YEAR

ESTIMATED COMPLETION DATE
100

DEPARTMENT
410228 Public Works
FY 2021-22 2022
FY 2024-25
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ 40,000 $ 4,987 $ 35,013 $ - $ 35,013
- - - - $ -
$ 40,000 $ 4,987 $ 35,013 $ - $ 35,013
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ 35,013 $ - $ 200,000 $ - $ - $ - $ 235,013
- - - - - - $ -
- - - - - - $ -
$ 35,013 $ - $ 200,000 $ - $ - $ - $ 235,013
Project Spending
$ 35,013 $ - $ 200,000 $ - $ - $ - $ 235,013
- - - - - - $ -
$ 35,013 $ - $ 200,000 $ - $ - $ - $ 235,013
PROJECT DESCRIPTION:

WATER WELL AT PURISSIMA PARK

PROJECT NUMBER

INITIAL FUNDING YEAR PLANNED START DATE

ESTIMATED COMPLETION DATE
CIP/General Fund
Investigate the viability of a new well and if viable drill a new water well, install a water pump, install electrical wiring, upgrade electric panel, and modify irrigation conduits irrigation at the Little League Fields. Geological desktop study was conducted in September 2022.

Geologist recommended additional field investigation including site-specific hydrogeologic analysis and drilling a pilot boring to a maximum depth of 400 feet to determine the water table.

PROJECT STATUS:

Planning stage; geological desktop study conducted; additional field investigation needed.

PRIOR APPROPRIATION:

Project Summary
Water Well at Purissima Park
Total
PROJECT FUNDING/SPENDING ESTIMATE:

Total Spending
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

Maintenance and operational needs would be determined during design and construction phases.

Total Funding
Water Well at Purissima Park
101

DEPARTMENT
NEW Public Works
FY 2024-25 Summer 2024
End of 2025
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ - $ -
- - - - - $ -
$ - $ - $ - $ - $ -
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ - $ 100,000 $ - $ - $ - $ - $ 100,000
- - - - - - $ -
$ - $ 100,000 $ - $ - $ - $ - $ 100,000
Project Spending
$ - $ 100,000 $ - $ - $ - $ - $ 100,000
- - - - - - $ -
$ - $ 100,000 $ - $ - $ - $ - $ 100,000
Maintenance and operational needs would be determined during design and construction phases.

PRIOR APPROPRIATION:

Total Funding
Total Spending
Project Summary
E&E Program
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

Improvements
Total
CIP/General Fund
PROJECT FUNDING/SPENDING ESTIMATE:

CORPORATION YARD IMPROVEMENTS (NEW)
PROJECT DESCRIPTION:

By fall 2024, the Corporation Yard Master Plan Study will be completed. This project would fund recommended immediate improvements, including the purchase and installation of a Conex container for additional storage on site.

PROJECT STATUS:

PLANNED START DATE

PROJECT NUMBER

INITIAL FUNDING YEAR

ESTIMATED COMPLETION DATE
102

DEPARTMENT
NEW City Manager's Office
FY 2024-25 July 2024
Ongoing program
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ - $ - $ - $ - $ -
- - - - $ -
- - - - $ -
$ - $ - $ - $ - $ -
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ - $ 100,000 $ 100,000 $ 100,000 $ - $ - $ 300,000
- - - - - - $ -
- - - - - - $ -
$ - $ 100,000 $ 100,000 $ 100,000 $ - $ - $ 300,000
Project Spending
$ - $ 100,000 $ 100,000 $ 100,000 $ - $ - $ 300,000
- - - - - - $ -
- - - - - - $ -
$ - $ 100,000 $ 100,000 $ 100,000 $ - $ - $ 300,000
PROJECT DESCRIPTION:

SECURITY CAMERA UPGRADE (NEW)

PROJECT NUMBER

INITIAL FUNDING YEAR PLANNED START DATE

ESTIMATED COMPLETION DATE
CIP/General Fund
The security camera system at Town Hall, the Corporation Yard, and Westwind Community Barn need to be replaced. This replacement project was identified on the 2024-25 two-year City Council Work Plan. Staff has solicited informal bids to understand the scope and size of the project, and it is estimated that each location will cost roughly $100,000 to install. The new system will be cloud based and comply with all state and federal requirements of security camera recording on public land.

Given the large cost to the project, staff is recommending to upgrade one location per year (Town Hall 2024, Corp Yard 2025, Westwind Barn, 2026)
PROJECT STATUS:

Preliminary estimates have been received from several contractors. Staff will bring proposals to Council to authorize the contract after the budget has been adopted. Any budget augmentation can take place at that time.

PRIOR APPROPRIATION:

Project Summary
Security Camera System
Total
PROJECT FUNDING/SPENDING ESTIMATE:

Total Spending
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

The camera system staff proposes include a service and licensing fee within the proposed budget.

Total Funding
Security Camera System
103

DEPARTMENT
NEW Public Works
FY 2024-25 Summer 2024
End of 2026
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ - $ - $ - $ - $ -
- - - - $ -
$ - $ - $ - $ - $ -
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ - $ 60,000 $ 150,000 $ - $ - $ - $ 210,000
- - - - - - $ -
$ - $ 60,000 $ 150,000 $ - $ - $ - $ 210,000
Project Spending
$ - $ 60,000 $ - $ - $ - $ - $ 60,000
- - 150,000 - - - $ 150,000
$ - $ 60,000 $ 150,000 $ - $ - $ - $ 210,000
Maintenance and operational needs would be determined during design and construction phases.

PRIOR APPROPRIATION:

Total Funding
Construction
Total Spending
Project Summary
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

Energy Audit & Design
Total
CIP/General Fund
PROJECT FUNDING/SPENDING ESTIMATE:

TOWN FACILITIES ENERGY EFFICIENCY (NEW)
PROJECT DESCRIPTION:

Town is looking to work with an Energy Services Company (ESCO) to conduct energy audits of Town facilities including Town Hall, Heritage House, Parks & Recreation building, Westwind Community Barn, and Corporation Yard. ESCO will also provide recommendations and design for improvements for energy efficiency for implementation, if approved by the City Council. Government Code Section 4217 authorizes local governments to enter into Energy Saving Performance Contracts on terms that are found to be “in the best interests” of the agency, “notwithstanding any other provision of law.” In essence, this law allows a public entity to sole-source or directly engage into an energy contract as long as the anticipated cost(s) for the energy project or efficiency services is less than the anticipated energy cost savings to be derived from those services over the term of the contract.

PROJECT STATUS:

PLANNED START DATE

PROJECT NUMBER

INITIAL FUNDING YEAR

ESTIMATED COMPLETION DATE
104

DEPARTMENT
427903 Public Works
FY 2017-18 July 2020
TBD
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ 7,800 $ 7,800 $ - $ - $ -
30,200 8,785 21,415 - $ 21,415
- - - - $ -
$ 38,000 $ 16,585 $ 21,415 $ - $ 21,415
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ 21,415 $ 100,000 $ - $ - $ - $ - $ 121,415
- - - - - - $ -
$ 21,415 $ 100,000 $ - $ - $ - $ - $ 121,415
Project Spending
$ - $ - $ - $ - $ - $ - $ -
21,415 - - - - - $ 21,415
- 100,000 - - - - $ 100,000
$ 21,415 $ 100,000 $ - $ - $ - $ - $ 121,415
Construction
Total Spending
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

No additional maintenance cost has been determined at this time.

Total Funding
Survey and Engineer
Design
Pathway Fund
The City Council directed the Pathway Committee in June 2017 to prioritize pathways to be constructed in the Town. The Pathway Committee has voted and made the Fremont Road to Redwood Grove pathway on the priority list on February 26, 2018, committee meeting. In October 2021, town staff started coordinating with the Los Altos staff to discuss the first steps.

The Fremont Road to Redwood Grove pathway project will include the construction of an off-road path from Fremont Road. It will improve the pedestrian access and safety to Redwood Grove from the Town.

PROJECT STATUS:

Environmental assessment has been completed. Town received a draft of CASp study in March 2022 and provided the report to Los Altos.The Town and the City have come to terms on which agency will accept what elements of the liability that will be designed and constructed by the Town and accepted by the City for inclusion into their pathwy system. The Town is continuing to work with the City of Los Altos for the agreement and design approval to construct the pathway PRIOR APPROPRIATION:

Project Summary
Survey and Engineer
Design
Construction
Total
PROJECT FUNDING/SPENDING ESTIMATE:

PROJECT DESCRIPTION:

FREMONT/REDWOOD GROVE PATHWAY

PROJECT NUMBER

INITIAL FUNDING YEAR PLANNED START DATE

ESTIMATED COMPLETION DATE
105

DEPARTMENT
427913-25 Public Works
FY 2021-22 Summer 2021
Ongoing
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ 650,000 $ 450,593 $ 199,407 $ - $ 199,407
- - - - $ -
$ 650,000 $ 450,593 $ 199,407 $ - $ 199,407
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ 199,407 $ 325,000 $ 325,000 $ 325,000 $ 325,000 $ 325,000 $ 1,824,407 - - - - - - $ -
- - - - - - $ -
$ 199,407 $ 325,000 $ 325,000 $ 325,000 $ 325,000 $ 325,000 $ 1,824,407 Project Spending
$ 199,407 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 574,407 - 250,000 250,000 250,000 250,000 250,000 $ 1,250,000
- - - - - - $ -
$ 199,407 $ 325,000 $ 325,000 $ 325,000 $ 325,000 $ 325,000 $ 1,824,407 PROJECT DESCRIPTION:

MISCELLANEOUS PATHWAYS

PROJECT NUMBER

INITIAL FUNDING YEAR PLANNED START DATE

ESTIMATED COMPLETION DATE
Pathway Fund
The Miscellaneous Pathways Capital Improvement Project is designed to improve the Town’s pathways system by filling in gaps and fixing existing portions of the pathway system. The projects covered under this CIP would be on a list that is maintained and updated by the Pathways Committee. Once the eligible project list has been established, projects would be initiated and constructed as staff time and/or contractors are available. This CIP is designed to allow for smaller pathway projects to be completed on shorter timelines as opportunities present themselves. Any projects requiring extensive planning, design, and construction would be converted to an individual CIP project.

PROJECT STATUS:

Ongoing
PRIOR APPROPRIATION:

Project Summary
Construction
Total
PROJECT FUNDING/SPENDING ESTIMATE:

The projects in the CIP would be funded by a reoccurring annual contribution from the Pathway Fund, as determined by the City Council. The general maintenance of the Town’s pathway system would not be funded by this CIP.

Total Funding
Construction
Misc Pathways
Total Spending
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:
106

DEPARTMENT
427912 Public Works
FY 2019-20 July 2020
TBD
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ 50,000 $ 13,900 $ 36,100 $ - $ 36,100
10,000 - 10,000 - $ 10,000
- - - - $ -
$ 60,000 $ 13,900 $ 46,100 $ - $ 46,100
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ 46,100 $ - $ - $ - $ - $ - $ 46,100
- - - - - - $ -
- - - - - - $ -
$ 46,100 $ - $ - $ - $ - $ - $ 46,100
Project Spending
$ 36,100 $ - $ - $ - $ - $ - $ 36,100
10,000 - - - - - $ 10,000
- - - - - - $ -
$ 46,100 $ - $ - $ - $ - $ - $ 46,100
PROJECT DESCRIPTION:

PAGE MILL ROAD FROM LUPINE TO VIA FELIZ

PROJECT NUMBER

INITIAL FUNDING YEAR PLANNED START DATE

ESTIMATED COMPLETION DATE
PROJECT FUNDING/SPENDING ESTIMATE:

Construct a pathway with the scope of work shown below:
• Construct a pathway parallel to Page Mill Road between Via Feliz and Lupine. This section starts at Via Feliz and goes to mid-point between Via Feliz and Lupine road, and it has adequate easement for the path. • Construct a roadside path starting at Lupine Road to the mid-point between Lupine Road and Via Feliz. This section has enough room for a roadside path. No additional easement exists to build an off-road path.

PROJECT STATUS:

Investigating alternate pathway segments along Page Mill Road in the area with the Pathways Committee.

PRIOR APPROPRIATION:

Project Summary
Survey and Engineer
Environmental Study
Construction
Total
Construction
Total Spending
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

Pathways require annual maintenance. Maintenance costs for the new pathway shall be determined.

Pathway Fund
Total Funding
Survey and Engineer
Environmental Study
107

DEPARTMENT
427902 Public Works
FY 2015-16 June 2016
End of 2025
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ 130,000 $ 38,189 $ 91,811 $ - $ 91,811
10,000 4,936 5,064 - $ 5,064
410,136 67,309 342,827 - $ 342,827
21,103 21,103 - - $ -
$ 571,239 $ 131,538 $ 439,701 $ - $ 439,701
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ 394,565 - $ - $ - $ - $ - 394,565$
45,136 - - - - - 45,136$
- - - - - - $ -
$ 439,701 $ - $ - $ - $ - $ - 439,701$
Project Spending
$ 91,811 $ - $ - $ - $ - $ - 91,811$
5,064 - - - - - 5,064$
342,827 - - - - - 342,827$
- - - - - - $ -
$ 439,701 $ - $ - $ - $ - $ - 439,701$
Construction
Design
Total Spending
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

Pathways require annual maintenance. Maintenance costs for the new pathway shall be determined.

Environmental Study
Survey and Engineer
Environmental Study
Construction
Design
Total
PROJECT FUNDING/SPENDING ESTIMATE:

Pathway Fund
TDA Fund
Total Funding
Survey and Engineer
Project Summary

SUMMERHILL PATHWAY

PROJECT NUMBER

INITIAL FUNDING YEAR PLANNED START DATE

ESTIMATED COMPLETION DATE
PROJECT DESCRIPTION:

Pathway along Summerhill Avenue is made up of roadside paths on public right-of-way and easements. Easements are normally secured as part of property development process, hence missing easements on parcels along Summerhill Avenue. Additionally, existing pathways along Summerhill Avenue switch from one side of the roadway to the other forcing pedestrians to cross the busy County street.

Phase 1 of the project installed pathways on Summerhill Avenue between El Monte Road and and Nicole Lane. Due to easement and design issues, Phase 2 of the project will be between Nicole Land and Hilltop Drive. Phase 3 would be from Hilltop Drive to Magdalena Avenue. Proposed Phase 2 and Phase 3 segments are largely within the County jurisdiction.

PROJECT STATUS:

Staff is securing necessary approvals from the County to start construction of Phase 2 by fall 2024. Securing of an easement from one property owner and further design to address resident comments are required for Phase 3. Phase 3 construction anticipated for summer 2025.

PRIOR APPROPRIATION:
108

DEPARTMENT
467226-25 Public Works
FY 2024-25 July 2024
Fall 2024
Length (Feet)
1,300
500
5,884
2,674
1,300
838
480
N/A
7,130
38 N/A
N/A
370
125
3,456
891
24,986

4.7 Miles
Elena Road La Baranca Road Vinedo Lane Microsurfacing with Cracks seal and Digouts

ANNUAL ROAD REHABILITATION PROGRAM

PROJECT NUMBER

INITIAL FUNDING YEAR PLANNED START DATE

ESTIMATED COMPLETION DATE
PROJECT DESCRIPTION:

The annual street resurfacing program is designed to maintain safe and functional Town streets. The project includes 6” AC deep lift patching, 2” asphalt concrete overlay, micro-surfacing, and all associated work. Street resurfacing includes corresponding drainage improvements. The street selections are based on recommendations from Metropolitan Transportation Commission’s Pavement Management Program (PMP), utility coordination, and field inspections. Upon completion of the design phase, the list of streets and type of work required are presented to the City Council for an authorization to advertise for bid. The 2024 Road Rehabilitation Program is prioritized as shown in the following table for FY2024-25, representing 4.7 miles of roads.

Street From To Type of Work
Kingsley Avenue Altadena Drive End 2" AC Overlay and Digouts Mora Heights Way Mora Glen Drive End 2" AC Overlay and Digouts Anacapa Drive Viscaino Road Ascension Drive Microsurfacing with Cracks seal and Digouts Esperanza Drive Concepcion Road Esperanza Drive Microsurfacing with Cracks seal and Digouts Fremont Road Manuella Road Miranda Rooad Microsurfacing with Cracks seal Edith Avenue Fremont Road Town Limit Microsurfacing with Cracks seal Page Mill Road Paseo Del Roble Drive 14975 Page Mill Road 2" Area Grind and 2" AC Plug Purissima Road Concepcion Road Robleda Road 6" Digouts (localize repairs) La Cresta Drive Nina Place Viscaino Road AC Dike Remove and Replace Moody Road Altamont Road Murietta Lane Microsurfacing with Cracks seal and Digouts Twin Oaks Court Arastradero Road End
Viscaino Road Concepcion Road Purissima Road
Stonebrook Drive Oak Knoll Circle 6" Digouts (localize repairs) Taaffe Road Dezahara Way Atlamont Road 2" AC Overlay and Digouts Microsurfacing with Cracks seal and Digouts
Microsurfacing with Cracks seal
Kate Drive
Weston Drive Fremont Road End Microsurfacing with Cracks seal and Digouts Total
PROJECT STATUS:

Construction for 2024 Pavement Rehabilitaion project to start July 2024 and be completed by fall. Plans and specifications for the 2025 Pavement Rehabilitation project to be completed by spring 2025 for construction in summer 2025. 109

ANNUAL ROAD REHABILITATION PROGRAM
Project Budget
Spending
Thru
February
2024 Available Budget
Return to
General Fund
Prior
Appropriation
$ 4,141,300 $ 4,033,315 $ 107,985 $ - $ 107,985
- - - $ -
$ 4,141,300 $ 4,033,315 $ 107,985 $ - $ 107,985
Project Summary Prior Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ - $ 245,343 $ 250,249 $ 262,800 $ 275,900 $ 289,700 $ 1,323,992 - 214,400 218,688 229,600 241,100 253,200 $ 1,156,988
- 63,338 64,605 67,800 71,200 74,800 $ 341,743
- 40,000 40,000 40,000 40,000 40,000 $ 200,000
- 102,000 104,000 109,200 114,700 120,400 $ 550,300
- 186,000 195,300 205,100 215,400 226,200 $ 1,028,000
107,985 523,919 502,158 460,500 416,700 395,700 $ 2,406,962 $ 107,985 $ 1,375,000 $ 1,375,000 $ 1,375,000 $ 1,375,000 $ 1,400,000 $ 7,007,985 Project Spending
$ 107,985 $ 1,375,000 $ 1,375,000 $ 1,375,000 $ 1,375,000 $ 1,400,000 $ 7,007,985 - - - - - - $ -
$ 107,985 $ 1,375,000 $ 1,375,000 $ 1,375,000 $ 1,375,000 $ 1,400,000 $ 7,007,985 Total
PROJECT FUNDING/SPENDING ESTIMATE:

Gas Tax
SB1 Funds
PRIOR APPROPRIATION:

Project Summary
Annual Pavement Rehab
No additional maintenance and operating cost. This program focuses on addressing system deficiencies to maintain operating cost at the current level.

Annual Pavement Rehab
Total Spending
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

Vehicle Registration Fees SB 83
Drainage in-lieu
Street Encroachment Fees
Measure B
CIP/General Fund
Total Funding
110

DEPARTMENT
NEW Public Works
FY 2024-25 Summer 2024
Ongoing
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ - $ - $ - $ - $ -
- - - - - $ -
$ - $ - $ - $ - $ -
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ 40,000 $ 20,000 $ 20,000 $ 10,000 $ 10,000 $ 100,000
- - - - - - $ -
$ - $ 40,000 $ 20,000 $ 20,000 $ 10,000 $ 10,000 $ 100,000 Project Spending
$ - $ 40,000 $ 20,000 $ 20,000 $ 10,000 $ 10,000 $ 100,000 - - - - - - $ -
$ - $ 40,000 $ 20,000 $ 20,000 $ 10,000 $ 10,000 $ 100,000 Since FY2023-24, staff has been working on various E&E eligible projects including participating in Bike Month events with the City of Los Altos, looking into Safe Routes to School related programs, and distributing merchandise promoting pathway usage.

MEASURE B BIKE/PEDESTRIAN EDUCATION & ENCOURAGEMENT PROGRAM (NEW) PROJECT DESCRIPTION:

Santa Clara County voters have approved 2016 Measure B, a 30-year, half-cent countywide sales tax to enhance transit, highways, expressways and active transportation (bicycles, pedestrians and complete streets). The measure passed by nearly 72%, the highest level of support for any Santa Clara County transportation tax. Collection of the tax began on April 1, 2017. As one of the approved Measure B programs, Bicycle and Pedestrian Education & Encouragement (E&E) Program provides annual funding to jurisdictions in the county for non-capital improvement projects to promote and educate communities to safely walk, bike, and resort to other multimodal and active transportation options. The E&E program funds are allocated by city population formula with a $10,000 annual minimum allocation per city, and the funds are distributed on a reimbursable basis. The Town is responsible for submitting an annual education & encouragement work program and annual progress report. The Town's annual allocation of Measure B E&E funds since FY2017-18 has been between $10,000 to $20,00000. As of FY2023-24, the total E&E allocation remaining for the Town is $70,853.

On September 21, 2023, Council was provided an information update on the potential list of projects eligible for the Measure B Bike/Pedestrian E&E funds.

PROJECT STATUS:

PLANNED START DATE

PROJECT NUMBER

INITIAL FUNDING YEAR

ESTIMATED COMPLETION DATE
Staff operating costs may be eligible for Measure B E&E fund reimbursement.

PRIOR APPROPRIATION:

Total Funding
Total Spending
Project Summary
E&E Program
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

E&E Program
Total
Measure B E&E Fund
PROJECT FUNDING/SPENDING ESTIMATE:
111

DEPARTMENT
487918-25 Public Works
FY 2023-24 October 2023
Ongoing
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
Sewer (OP)
Fund
Prior
Appropriation
$ 2,220,350 $ 655,570 $ 1,564,780 $ 1,564,780 $ -
66,650 64,873 1,777 1,777 $ -
$ 2,287,000 $ 720,443 $ 1,566,557 $ 1,566,557 $ -
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ - $ 900,000 $ 900,000 $ 1,150,000 $ 1,050,000 $ 1,050,000 $ 5,050,000 - - - - - - $ -
$ - $ 900,000 $ 900,000 $ 1,150,000 $ 1,050,000 $ 1,050,000 $ 5,050,000 Project Spending
$ - $ 900,000 $ 900,000 $ 1,150,000 $ 1,050,000 $ 1,050,000 $ 5,050,000 - - - - - - $ -
$ - $ 900,000 $ 900,000 $ 1,150,000 $ 1,050,000 $ 1,050,000 $ 5,050,000 O'Keefe Pump Station - Control Panel Upgrade $ 100,000.00 Root foaming for sewer mains $ 80,000.00
TOTAL $ 1,800,000.00
FY2024-26 Anticipated Sewer Capital Projects:
2025 and 2026 Sewer Rehabilitation Projects $ 1,300,000.00 Manhole Cover Replacement Project $ 320,000.00
Total Funding
Sewer Rehab CIP
O’Keefe/Purissima Pump
Total Spending
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

Sewer User Charges
PROJECT STATUS:

Construction of 2024 Sewer Rehabiliation Project to be completed by summer 2025.

PRIOR APPROPRIATION:

Project Summary
Sewer Rehab CIP
O’Keefe/Purissima Pump
Total
PROJECT FUNDING/SPENDING ESTIMATE:

PROJECT DESCRIPTION:

The main objective of the annual sanitary sewer repair and rehabilitation program is to repair and replace defective sewer pipes in the Town's sanitary sewer system to maintain uninterrupted conveyance of wastewater to the Palo Alto Regional Water Quality Control Treatment Plant (RWQCTP) through the collection systems of the Cities of Palo Alto and Los Altos. The selection of the sewer segments is based on the review and analysis of the first cycle of CCTV inspections of the Town’s sewer pipes and field noted follow-up from the Town’s sewer maintenance and operation contractor, West Bay Sanitary District.

The Regional Water Quality Control Board has focused on reviewing sewer system capital improvement programs and operation/maintenance activities and requiring an increase in the annual sewer replacement rate for agencies with aging sewer collection systems. Applying this approach to the Town's sanitary sewer system, staff makes every effort to spend as close to $900,000 per year to improve the areas that have the most problems and to eliminate the need for high frequency cleaning necessary to keep the system operational and prevent SSO's. The annual allocation will be validated, reviewed, and updated as needed every budget cycle. In March 2024, V.W. Housen & Associate was hired to develop an asset management protocol to more effectively and holistically determine capital improvement needs and projects. The study to be completed by summer or fall 2024.

ANNUAL SANITARY SEWER REPLACEMENT AND REHAB

PROJECT NUMBER

INITIAL FUNDING YEAR PLANNED START DATE

ESTIMATED COMPLETION DATE
112

DEPARTMENT
437307-25
Ongoing Program Ongoing
Ongoing
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General
Fund
Prior
Appropriation
$ 132,623 $ 40,280 $ 92,343 $ - $ 92,343
93,315 7,205 86,109 - $ 86,109
3,043 3,043 - - $ -
74,752 74,752 - - $ -
10,006 10,006 - - $ -
66,680 66,680 - - $ -
$ 380,418 $ 201,966 $ 178,452 $ - $ 178,452
Project Summary

WESTWIND COMMUNITY BARN IMPROVEMENTS

PROJECT NUMBER

INITIAL FUNDING YEAR PLANNED START DATE

ESTIMATED COMPLETION DATE
PROJECT DESCRIPTION:

The annual Westwind Community Barn facility improvements program is designed to improve facility deficiencies and meet the Barn users' needs. Each year, the Town and Concessionaire, Victoria Dye Equestrian (VDE), identify and prioritize potential improvements. The following projects were identified and prioritized:

1. Repair failing fencing at Lower Arena.

2. Establish and implement a comprehensive plan to improve site drainage and eliminate localized ponding. The projected cost would be $85,000. The first phase of the drainage improvements was conducted in FY2023-24 with ARPA funds.

3. Installation of footing grid systems at remaining six paddocks: Rain creates water pooling, mud, and as a result makes paddock grounds unusable. Installation of paddock footing grid systems or paddock slabs helps stablize the grounds. Footing grids for twelve paddocks have been installed. Regrading and installation of footing grid systems for the remaining six paddocks are estimated cost $60k for each paddock.

4. Repair paddock retaining wall/fencing: At the time of the paddock footing grid installation or upgrade, paddock retaining wall/fencing repair would also be required for certain paddocks, which involves reinforcing or replacing the posts and lagging boards.

5. Repair footing grids of paddocks that have previously been upgraded with grid systems.

6. Rehabilitate 17 exteriors lower half of barn doors, sliding doors, and fence in the courtyard as funding is available.

7. Adding a toilet: The Barn has one existing toilet and a room with a shower. As funding is available, adding an additional toilet to the shower room would be beneficial for camp, boarders, and events.

8. Upgrade to electrical wirings and light fixtures in the horse barn.

9. Replace the damage water fountain in the patio area.

PROJECT STATUS:

Repair of retaining wall/fencing, regrading, and installation of footing grid systems to one paddocks in FY2023-24.

PRIOR APPROPRIATION:

Public Works/Parks & Recreation
Paddock Footing
Site Drainage
Total
Restroom Renovation
Feeding Pasture Fencing
Water line repairs
Wall/Fencing
113

WESTWIND COMMUNITY BARN IMPROVEMENTS
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ 38,452 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ - $ 238,452 140,000 100,000 - - - - $ 240,000
50,000 - - - - $ 50,000
- - - - - $ -
$ 178,452 $ 200,000 $ 50,000 $ 50,000 $ 50,000 $ - $ 528,452 Project Spending
$ 92,343 $ 40,000 $ 30,000 $ 30,000 $ 30,000 $ - $ 222,343 86,109 36,680 20,000 20,000 20,000 - $ 182,789
- 40,000 - - - - $ 40,000
- 15,000 - - - - $ 15,000
- - - - - - $ -
- - - - - - $ -
- - - - - $ -
- 68,320 - - - $ 68,320
$ 178,452 $ 200,000 $ 50,000 $ 50,000 $ 50,000 $ - $ 528,452 PROJECT FUNDING/SPENDING ESTIMATE:

These projects are part of an ongoing maintenance program. Minor maintenance is the responsibility of VDE. Repairs above $500 are the Town’s responsibility.

Restroom Renovation
Feeding Pasture Fencing
Water line repairs
Wall/Fencing
Site Drainage
Total Spending
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

Cell Tower Rental
Westwind Barn Capital
Total Funding
Paddock Footing
Electrical Upgrade
Drinking Fountain
CIP General
114

DEPARTMENT
467209 Public Works
FY 2011-12 Ongoing
Spring 2025; Mitigation monitoring for 10 years
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ 338,490 $ 338,490 $ - $ - $ -
195,800 172,126 23,674 - $ 23,674
750,000 101,163 648,837 - $ 648,837
300,000 - 300,000 - $ 300,000
$ 1,584,290 $ 611,780 $ 972,510 $ - $ 972,510
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ 658,010 $ 200,000 $ - $ - $ - $ - $ 858,010
314,500 - - - - - $ 314,500
$ 972,510 $ 200,000 $ - $ - $ - $ - $ 1,172,510
Project Spending
$ 23,674 $ - $ - $ - $ - $ - $ 23,674
648,837 200,000 - - - - $ 848,837
300,000 - - - - - $ 300,000
- - - - - - $ -
$ 972,510 $ 200,000 $ - $ - $ - $ - $ 1,172,510
Mitigation
Total Spending
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

Upon completion, maintenance of the creek will be included as part of the ongoing drainage maintenance budget. There is no additional cost.

Phase 2 Construction
Phase I
Phase 2 Design
Phase 2 Construction
Mitigation
Total
PROJECT FUNDING/SPENDING ESTIMATE:

Drainage in-Lieu
CIP/General Fund
(contingency)
Total Funding
Phase 2 Design
Project Summary

MATADERO CREEK EROSION

PROJECT NUMBER

INITIAL FUNDING YEAR PLANNED START DATE

ESTIMATED COMPLETION DATE
PROJECT DESCRIPTION:

Repair erosion along the edge of Page Mill Road between Baleri Ranch Road and Berry Hill Court at Matadero Creek. This section of Page Mill Road is within Caltrans right-of-way. Due to the large overall expense of the erosion repair project, the lengthy permitting process, and the risk of the travel lane being washed out, the project was divided into two phases. Phase 1 stabilized the roadway and involved geotechnical investigation, topographic survey, design, construction, and inspection work. Phase 2 will repair the creek erosion, including environmental study, hydraulic study, permitting process with State and Federal agencies, design, construction, inspections, and mitigation/monitoring work as required by the State Water Resources Control Board (Water Board).

PROJECT STATUS:

The cattails and sediments in Matadero Creek at Page Mill Road, which were supposed to be removed as part of Phase 2 work, had to be removed in January 2023 due to flooding concerns from the atmospheric river storm events.

Staff encountered minor delays securing the Streambed Alteration Agreement with the California Department of Wildlife. Construction to repair creek erosion anticipated now in summer or fall 2024.

Water Board has certified the project and conditioned a mitigation and monitoring plan (MMP). Tributary area to Moody Creek at Byrne Preserve is the location for the offsite mitigation involving installation of plantings at 1.96 acres of the riparian corridor. The mitigation and monitoring work at Byrne Preserve is antipated to start late 2024.

PRIOR APPROPRIATION:
115

DEPARTMENT
457202 Public Works
FY 2023-24 Summer 2023
Ongoing
Project Budget
Spending Thru
February 2024
Available
Budget
Return to
General Fund
Prior
Appropriation
$ 50,000 $ 50,000 $ - $ - $ -
Construction 200,000 189,926 10,074 - $ 10,074
- - - - - $ -
$ 250,000 $ 239,926 $ 10,074 $ - $ 10,074
Project Summary
Prior
Appropriation
2024-25
Planned
2025-26
Planned
2026-27
Planned
2027-28
Planned
2028-29
Planned
Total
Project
Funding Source
$ - $ - $ - $ - $ - $ -
10,074 200,000 200,000 - - - $ 410,074
- - - - - - $ -
$ 10,074 $ 200,000 $ 200,000 $ - $ - $ - $ 410,074
Project Spending
$ - $ - $ - $ - $ - $ - $ -
10,074 200,000 200,000 - - - $ 410,074
- - - - - - $ -
$ 10,074 $ 200,000 $ 200,000 $ - $ - $ - $ 410,074
Video Camera work to start in summer 2024. Construction to start summer or fall.

STORM DRAIN IMPROVEMENTS
PROJECT DESCRIPTION:

Address deficiencies and replace aging storm drain pipes with the intent to minimize future failures, flooding, ground erosions, and damages to roadways from future storm events. Video camera aging corrugated metal storm drain pipes prone to failure throughout the Town to assess condition and schedule replacements through the project. Through the project, Town's storm drain system will be entered into the geological information system (GIS) application for better asset management. Staff to continue investigating annual needs for storm drainage improvements.

PROJECT STATUS:

PLANNED START DATE

PROJECT NUMBER

INITIAL FUNDING YEAR

ESTIMATED COMPLETION DATE
Drainage in-lieu
Staff continues to maintain Town storm drain facilities throughout the year.

PRIOR APPROPRIATION:

Total Funding
Total Spending
Project Summary
Design/Evaluation
RECURRING ANNUAL MAINTENANCE AND OPERATING COSTS, IF APPLICABLE:

Construction
Design/Evaluation
Total
ARPA
PROJECT FUNDING/SPENDING ESTIMATE:
116

ITEM 3A Staff Report
TOWN OF LOS ALTOS HILLS May 21, 2024
Staff Report to the City Council
SUBJECT: RESOLUTION AUTHORIZING STAFF TO NEGOTIATE AN AMERICA

RESCUE PLAN ACT FUNDING AGREEMENT WITH LOS ALTOS HILLS

COMMUNITY FIBER TO INSTALL UNDERGROUND FIBER
INFRASTRUCTURE AT PRIORITY SITES; AND APPROVING THE

BROADBAND INFRASTRUCTURE PROJECT TO BE INCLUDED IN THE
2024-25 CITY COUNCIL WORK PLAN
FROM: WooJae Kim, Public Works Director/City Engineer
APPROVED: Peter Pirnejad, City Manager
RECOMMENDATION: That the City Council adopt a resolution (Attachment 1):

1. Authorizing staff to negotiate an America Rescue Plan Act funding agreement with Los Altos Hills Community Fiber to install underground fiber at priority sites; and

2. Approving the Broadband Infrastructure project to be included in the 2024-25 City Council Work Plan.

BACKGROUND:

The America Rescue Plan Act (ARPA) is a federal COVID-19 pandemic emergency and economic relief program. The Coronavirus State and Local Fiscal Recovery Funds (SLFRF) program authorized by ARPA, allocated $350 billion in funds to State, territorial, local, and Tribal governments across the country to support their response to and recovery from the COVID-19 public health emergency. Since 2021, the Town has received a total of $2,104,960 in ARPA funds.

The Broadband Infrastructure project was first approved and funded in the FY2023-2027 Five Year Capital Improvement Plan with a budget of $800,000 in ARPA funds. Broadband is a particular category of utility project authorized for use of ARPA funds The goal of the Broadband Infrastructure project is to assist expanding broadband services to the underserved areas in the Town to improve residents’ ability to work from home, improve access to the internet for education, and support public safety.

On June 16, 2022, the City Council, with the support from the Technology Committee, authorized the City Manager to engage in a contract with Government Technology Group, LLC (GTG) to conduct a Broadband Feasibility Study for the Town. GTG met with the Broadband Ad Hoc Committee established by Council regularly during the development of the feasibility study to answer ongoing questions from the community. On August 17, 2023, the study was presented to Council. The study and the recommendations were discussed in-depth at the Council Study Session on August 23, 2023. No actionable item materialized from these Council meetings.

Staff Report to City Council Page 2
Broadband Infrastructure - 2024-25 Council Work Plan
May 16, 2024
DISCUSSION:

During the Town’s ARPA funding reallocation discussion at the April 15th City Council Special Meeting, Council directed staff to keep the Broadband Infrastructure project on the project list for ARPA funding as advocated by the Technology Committee. Council directed staff to work with the Technology Committee to refine the scope for an underground fiber project to allocate or obligate ARPA funds before the end of the year, which is the federal deadline for ARPA allocation reporting. The ARPA funds would need to be spent before the end of 2026. Earlier in February of this year, the 2024-25 City Council Work Plan was adopted; however, the Broadband Infrastructure project was excluded from the work plan due to lack of overall support from Council at the time.

Since the April 15th Council Meeting, staff with the City Attorney conducted extensive research on regulations and restrictions on ARPA funding, and how a local government can best implement, subsidize, or contract for fiber infrastructure projects for community benefit. Staff investigate two primary project approaches to obligate and expend ARPA funds before the funding deadlines.

Approach Option 1 - Town Issue a Design-Build RFP
As initially recommended by the Technology Committee, the first option would be for the Town to prepare and issue a request for proposal (RFP) to hire a design-build vendor with the necessary qualifications to install and operate an underground fiber network infrastructure for the Town. The locations for the fiber infrastructure should align with the priority sites as identified in the GTG Broadband Feasibility Study. For the RFP, the Town would need to identify the specific scope of the project, locations or routes for the fiber infrastructure, community benefits, design standards, expectations on what equipment would be installed, and which entity will operate and maintain the fiber infrastructure and network system once installed. Working with the City Attorney’s Office, staff would need to prepare a design-build agreement specific to an ARPA broadband project. The RFP would be approved by the City Council before issuance.

The Technology Committee prepared an RFP based on a template used by another Bay Area government agency for a broadband fiber project. Since Town staff members are not experts in broadband systems, staff would seek assistance from a subject matter expert like GTG to review the RFP or to prepare the scope of work meeting Town’s expectations.

Since this would be a Town-led project, Davis-Bacon Act requirements for prevailing wage rates and other California Department of Industrial Relations regulations for labor compliance for public projects would apply.

With the design-build RFP approach, staff believes that it may be possible to hire a financially stable and established company for a fiber infrastructure project before the end of the year to commit ARPA funds. This approach would involve significant resources of staff and consultants to define the scope, select a vendor, manage the project, and complete the construction by end of 2026 working with the Technology Committee, the community, and possibly the Foothill College who may contribute funds to the project.

Staff Report to City Council Page 3
Broadband Infrastructure - 2024-25 Council Work Plan
May 16, 2024
Approach Option 2 - Grant ARPA Funds to LAHCF
The second project approach considered by staff is granting ARPA funds directly to Los Altos Hills Community Fiber (LAHCF), a 501.c.12 company, for a fiber infrastructure project as a subrecipient of ARPA funds to the Town. A similar methodology was implemented by the Town of Woodside, which granted approximately $71,000 in ARPA funds to Old La Honda Road Community Fiber (OLHRCF), which was also a 501.c.12 mutual benefit corporation, to subsidize installation of fiber network in their community.

The City Attorney’s Office conducted extensive research to confirm that this approach is legal and viable within the guidelines of the ARPA program. The City Attorney’s research and findings are detailed in a memorandum to the City Council dated May 14, 2024 (Attachment 2). Here is a general summary of the memo:
- The US Department of the Treasury released ARPA guidelines for the Coronavirus State and Local Fiscal Recovery Funds (SLFRF) broadband program (“Guidelines”) that determine how grant recipients, such as the Town, can spend grant funds. - LAHCF is a viable grant recipient because the organization is in alignment with the intent of the broadband services guidelines under ARPA.
- The Guidelines encourage recipients to prioritize support for broadband networks owned, operated by, or affiliated with local governments, nonprofits, and cooperatives, given that these networks have less pressure to generate profits and a commitment to serve entire communities.
- Because LAHCF, a 501.c.12 company, is cooperatively owned and operated, it is likely an eligible recipient of ARPA grant funds to implement broadband services within the Town.

To satisfy the ARPA requirements for such a broadband infrastructure investment, per the SLFRF program, the Town must show that:
(A) The broadband infrastructure is designed to provide service to households and businesses with an identified need, as determined by the recipient, for such infrastructure;
(B) The broadband infrastructure is designed to, upon completion:
(1) Reliably meet or exceed symmetrical 100 Mbps download speed and upload speeds; or
(2) In cases where it is not practicable, because of the excessive cost of the project or geography or topography of the area to be served by the project, to provide service reliably meeting or exceeding symmetrical 100 Mbps download speed and upload speeds:
(i) Reliably meet or exceed 100 Mbps download speed and between at least 20 Mbps and 100 Mbps upload speed; and
(ii) Be scalable to a minimum of 100 Mbps download speed and 100 Mbps upload speed; and

Staff Report to City Council Page 4
Broadband Infrastructure - 2024-25 Council Work Plan
May 16, 2024
(C) The service provider for a completed broadband infrastructure investment project that provides service to households is required, for as long as the SLFRF-funded broadband infrastructure is in use, by the recipient to:
(1) Participate in the Federal Communications Commission’s Affordable Connectivity Program (ACP) through the lifetime of the ACP; or
(2) Otherwise provide access to a broad-based affordability program to low-income consumers in the proposed service area of the broadband infrastructure that provides benefits to households commensurate with those provided under the ACP through the lifetime of the ACP.

Furthermore, the City Attorney’s findings included how Davis-Bacon Act requirements for prevailing wage rates would not apply to projects funded solely with award funds from the SLFRF program for broadband infrastructure. However, the Guidelines encourage recipients to adhere to strong labor standards, including project labor agreements and community benefits agreements that offer wages at or above the prevailing rate and include local hire provisions. The Guidelines also encourage recipients to prioritize employers with high labor standards in their procurement and to prioritize employers without recent violations of federal and state labor and employment laws. The City Attorney recommends that if the Town grants ARPA funding to LAHCF, agreement provisions must be included that requires LAHCF to comply with all applicable Federal and State laws in relation to the project.

In addition to not having to prepare and issue an RFP, another significant benefit of granting funds directly to LAHCF is that LAHCF would be responsible for the design, construction, operations, and maintenance of the fiber infrastructure, which they would own. With the RFP approach option, the Town would be leading the fiber project by hiring a vendor to install the infrastructure for the Town, which then the Town would own. The responsibility of operations and maintenance of the fiber infrastructure can be transferred to a broadband company or internet service provider (ISP) through a lease program, but the responsibilities of owning and leasing out the fiber infrastructure may be the most significant downside to the Town-led or RFP approach.

With a LAHCF grant option, the Town would manage and control the fiber infrastructure design and construction through the scope of work and provisions in the funding agreement and through the Town’s encroachment permit process. A Master Access Agreement was executed between the Town and LAHCF in 2021 for the installation of fiber network facilities with the public right-ofway. The funding agreement can be its own separate agreement with LAHCF or an amendment to the existing Master Access Agreement. The installation of fiber by LAHCF in the Town’s public right-of way would also require an encroachment permit with associated fees, which would be reviewed and inspected by the Public Works Engineering team.

Technology Committee Recommendation
The two approaches to implementing a broadband fiber infrastructure project were discussed at the May 8th Technology Committee meeting with LAHCF representatives present. The Technology Committee unanimously voted to recommend the LAHCF grant option to Council.

Staff Report to City Council Page 5
Broadband Infrastructure - 2024-25 Council Work Plan
May 16, 2024
The Technology Committee scheduled a follow-up meeting on May 15 to continue discussions to refine the project scope.

At the May 15th Technology Committee meeting, the City Attorney’s Office presented their case on the viability of granting ARPA funds directly to LAHCF. There were a few questions related to the SLFRF program requirement for broadband service affordability to low-income consumers.

This may require further research. Staff also explained that a project team, including the City Attorney’s Office, would be assembled to work closely with LAHCF to negotiate and prepare a funding agreement.

For the recommendation to Council, the committee voted to approve the LAHCF fiber infrastructure project to extend to Town Hall, Highway 280 crossing to Foothill College, emergency/public safety services at and near Foothill College, and as far west beyond Foothill College as feasible within the project funding.

Inclusion in the 2024-25 City Council Work Plan
Both options for the broadband fiber infrastructure project would have impacts on Town staff resources. The granting of ARPA funds to LAHCF would eliminate the need to issue an RPF; however, the scope of work for the project would still need to be defined for the funding agreement.

The City Attorney’s Office would be involved to advise on the legal aspects and to assist in preparing the agreement.

To include the Broadband Infrastructure project to the 2024-25 City Council Work Plan, staff recommends hiring a consulting project manager to assist staff oversee the fiber project through public outreach, scoping, implementation, and design working with the Technology Committee and other potential stakeholders. The project manager would also be involved in the construction management and inspection services as necessary to see the project through completion. As mentioned, the project team would also include a broadband systems expert such as GTG to assist the Town prepare the scope of work for the funding agreement that meets the Town’s expectations.

Costs for the contracted project team would need to be funded through ARPA funds, unless otherwise directed by the City Council. Here is a breakdown of the estimated costs for each approach options:

Anticipated Project Costs for ARPA Funds
Town-led (RFP) option LAHCF grant option
City Attorney’s Office $15,000 $25,000
Contract Project Manager $45,000 $30,000
GTG $40,000 $20,000
Construction
Management/Inspection
$90,000 $40,000
Total $190,000 $115,000
Fiber Construction $610,000 $685,000

Staff Report to City Council Page 6
Broadband Infrastructure - 2024-25 Council Work Plan
May 16, 2024
In addition, staff would recommend deferring projects such as the Summerhill Pathways project (still under review by the Santa Clara County Roads and Airport for an encroachment permit) and the Council Chamber HVAC project to convert gas furnaces to electric heat pumps, which requires preparation of plans and specifications.

Project Schedule
Below is an anticipated timeline for the project:

Milestones Dates
City Council Approval May 16, 2024
Agreement for Project Management End of May 2024
Agreement with GTG June 2024
Public Outreach (as necessary) June – July 2024
Facilitate Negotiations with LAHCF June - August 2024
Finalize Funding Agreement September 2024
Approval of Agreement by City Council October 2024
Funding Agreement Execution November 2024
Approve Fiber Infrastructure Design Summer 2025
Issue Encroachment Permit(s) Fall 2025
Complete Installation Summer 2026
ENVIRONMENTAL REVIEW:

The California Environmental Quality Act (CEQA) requirements for the project shall be determined during the scoping and design stages of the project. 2024-25 CITY COUNCIL WORK PLAN
The Broadband Feasibility study was an item identified initially on the 2022 Work Plan and was carried over onto the 2023 Work Plan. Although not part of the work plan, including the Broadband Infrastructure project in the 2024-25 City Council Work Plan under “Protect and Maintain Infrastructure” priority would help the Town move closer to its goal of expanding broadband internet service to the underserved residents in Town.

As mentioned, adding the Broadband Infrastructure to the 2024-25 City Council Work Plan would result in deferring certain projects currently in the work plan, such as the Summerhill Pathway and Council Chamber HVAC projects.

FISCAL IMPACT:

The Broadband Infrastructure Feasibility Study was funded through General Fund. No further CIP/General Funds are anticipated to be used for the project, unless otherwise directed by the City Council. An allocation of $800,000 ARPA funds to the Broadband Infrastructure project would require other ARPA qualifying projects to use local Town funds.

Staff Report to City Council Page 7
Broadband Infrastructure - 2024-25 Council Work Plan
May 16, 2024
The Town should be able to enter into an agreement with LAHCF to construct fiber infrastructure before the end of the year, as long as both parties commit to the project goal of expanding broadband services to the underserved areas in the Town and support public safety. If for any reason LAHCF cannot deliver on the fiber project, the Town may be at risk delivering the project by end of 2026.

ATTACHMENTS

1. Resolution

2. LAH Memo – LAHCF Eligibility for ARPA Funds

ITEM 3A ATTACHMENT 1
RESOLUTION NO. _______

RESOLUTION OF THE CITY COUNCIL OF THE TOWN OF LOS ALTOS HILLS

AUTHORIZING STAFF TO NEGOTIATE AN AMERICA RESCUE PLAN ACT

FUNDING AGREEMENT WITH LOS ALTOS HILLS COMMUNITY FIBER TO INSTALL UNDERGROUND FIBER INFRASTRUCTURE AT PRIORITY SITES; AND

APPROVING THE BROADBAND INFRASTRUCTURE PROJECT TO BE INCLUDED IN THE 2024-25 CITY COUNCIL WORK PLAN
WHEREAS, the Coronavirus State and Local Fiscal Recovery Funds (SLFRF) program authorized by America Rescue Plan Act (ARPA), allocated $350 billion in funds to State, territorial, local, and Tribal governments across the country to support their response to and recovery from the COVID-19 public health emergency; and WHEREAS, the Town has received a total of $2,104,960 in ARPA funds since 2021; and WHEREAS, the Broadband Infrastructure project was first approved and funded in the FY2023-2027 Five Year Capital Improvement Plan with a budget of $800,000 in ARPA funds to assist expanding the broadband services to the underserved areas in the Town to improv ability to work from home, improve access to the internet for education, and support public safety; and
WHEREAS, the Broadband Feasibility Study was completed by Government Technology Group, LLC (GTG) in August 2023; and
WHEREAS, Council directed staff to keep the Broadband Infrastructure project on the project list for ARPA funding as advocated by the Technology Committee at the April 15 City Council Special Meeting, and
WHEREAS, Council directed staff to work with the Technology Committee to refine the scope for an underground fiber project to allocate or obligate ARPA funds before the end of the year, which is the federal deadline for ARPA allocation reporting; and WHEREAS, the City Attorney conducted extensive research and determined that LAHCF is likely an eligible recipient of ARPA grant funds to implement broadband services within the Town per ARPA guidelines for SLFRF broadband funds and per the Final Rule from January 2022; and
WHEREAS, on May 8, the Technology Committee recommended granting ARPA funds directly to Los Altos Hills Community Fiber (LAHCF), a 501.c.12 company, for fiber infrastructure projects as a subrecipient of ARPA funds to the Town; and WHEREAS, on May 15, the Technology Committee voted to approve the LAHCF fiber infrastructure project to extend to Town Hall, Highway 280 crossing to Foothill College, emergency/public safety services at and near Foothill College, and as far west beyond Foothill College as feasible within the project funding; and

WHEREAS, to include the Broadband Infrastructure project to the 2024-25 City Council Work Plan, staff recommends a project team involving a consulting project manager to assist staff oversee the fiber project to completion and a broadband systems expert such as GTG to prepare ; and
WHEREAS, current capital improvement projects in the 2024-25 City Council Work Plan, such as the Summerhill Pathways and Council Chamber HVAC projects, may need to be deferred due to limited staff resources and delays to those projects; and WHEREAS, the project would be entirely funded through the $800,000 ARPA funds unless otherwise directed by the City Council.

NOW, THEREFORE, BE IT RESOLVED, that the City Council of the Town of Los Altos Hills does hereby:

1. Authorize staff to negotiate an America Rescue Plan Act funding agreement with Los Altos Hills Community Fiber to install underground fiber at priority sites; and

2. Approve the Broadband Infrastructure project to be included in the 2024-25 City Council Work Plan.

The above and foregoing Resolution was passed and adopted by the City Council of the Town of Los Altos Hills at a special meeting held on the 21st day of May 2024 by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

BY:

Stanley Mok, Mayor
ATTEST:

Arika Birdsong-Miller, City Clerk

ITEM 3A ATTACHMENT 2

TOWN OF LOS ALTOS HILLS

MEMORANDUM
DATE: May 14, 2024
TO: City Council
FROM: Schuyler Schwartz, Redwood Public Law
Peter Pirnejad, City Manager
RE: LAHCF Eligibility for Town ARPA Funds
Background
The US Department of the Treasury released ARPA guidelines for SLFRF broadband funds (“Guidelines”)1that determine how grant recipients, such as the Town, can spend grant funds. Los Altos Hills Community Fiber (LAHCF) is a viable grant recipient because the organization is in alignment with the intent of the broadband services guidelines under ARPA.

LAHCF Eligibility
The Guidelines encourage recipients to prioritize support for broadband networks owned, operated by, or affiliated with local governments, nonprofits, and cooperatives, given that these networks have less pressure to generate profits and a commitment to serve entire communities. This encouragement provides flexibility for recipients to select providers that best fit their needs, while noting the critical role that networks owned, operated, or affiliated with local governments and community organizations can play in providing sufficient coverage, affordable access, or increased competition in the broadband sector. Because LAHCF is cooperatively owned and operated, it is likely an eligible recipient of ARPA grant funds to implement broadband services within the Town.

Per the Coronavirus State & Local Fiscal Recovery Funds: 2022 Overview of the Final Rule from January 2022, the Town must show that:
(A) The broadband infrastructure is designed to provide service to households and businesses with an identified need, as determined by the recipient, for such infrastructure; (B) The broadband infrastructure is designed to, upon completion:
(1) Reliably meet or exceed symmetrical 100 Mbps download speed and upload speeds; or
(2) In cases where it is not practicable, because of the excessive cost of the project or geography or topography of the area to be served by the project, to provide service reliably meeting or exceeding symmetrical 100 Mbps download speed and upload speeds:
1 Coronavirus State and Local Fiscal Recovery Funds, 87 FR 4338-01.

ITEM 3A ATTACHMENT 2
(i) Reliably meet or exceed 100 Mbps download speed and between at least 20 Mbps and 100 Mbps upload speed; and
(ii) Be scalable to a minimum of 100 Mbps download speed and 100 Mbps upload speed; and
(C) The service provider for a completed broadband infrastructure investment project that provides service to households is required, for as long as the SLFRF-funded broadband infrastructure is in use, by the recipient to:
(1) Participate in the Federal Communications Commission’s Affordable Connectivity Program (ACP) through the lifetime of the ACP; or (2) Otherwise provide access to a broad based affordability program to low income consumers in the proposed service area of the broadband infrastructure that provides benefits to households commensurate with those provided under the ACP through the lifetime of the ACP.

LAHCF must demonstrate the ability to meet the above deliverables and agree to the deliverables as part of a funding agreement.

Labor Requirements
Per the Guidelines, the Davis-Bacon Act requirements (prevailing wage rates) do not apply to projects funded solely with award funds from the SLFRF program, under the broadband infrastructure. The Guidelines encourage recipients to adhere to strong labor standards, including project labor agreements and community benefits agreements that offer wages at or above the prevailing rate and include local hire provisions. The Guidelines also encourage recipients to prioritize in their procurements employers with high labor standards and to prioritize employers without recent violations of federal and state labor and employment laws.

If the Town provides funding to LAHCF using ARPA funds, the Town must include an agreement provision that requires LAHCF to comply with all applicable Federal and State laws in relation to the project.

Timeline
The Town must adhere to the timeline determined by the Guidelines. The Guidelines state that “funds must be used for costs incurred on or after March 3, 2021. Further, funds must be obligated by December 31, 2024, and expended by December 31, 2026. This time period, during which recipients can expend SLFRF funds, is the “period of performance.” Therefore, the Town must enter into a contract to delegate the funds by December 31, 2024 and complete all ARPA funded projects by December.
cc: Tech Committee
LAH Community Fiber Group