Agenda packet — Los Altos Hills City Council, June 20, 2024 (part 4 of 5)

WHEREAS, the Town Council finds and determines that this action is exempt from the California Environmental Quality Act ( CEQA) pursuant to CEQA Guidelines section 15273 since the action is the adoption of a fee or charge for the purposes set forth in that section.

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

The annual sewer service charge in both the Palo Alto and Los Altos sewer basins shall be 1, 643 for FY 2022/ 23, $ 1, 742 for FY 2023/ 24, $ 1, 846 for FY 2024/ 25, $ 1, 957 for FY 2025/ 26 and $ 2, 035 for FY 2026/ 27 per single- family dwelling equivalent, until amended by subsequent Town action.

2. The City Clerk is directed to file with the County the information required by Los Altos Hills Municipal Code section 6- 4. 309.

3. Ifthe sewer service charge established in this Resolution is invalidated, the sewer service charges in effect prior to the adoption of this Resolution shall be in effect.

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 25th day of May 2022 by the following vote:

AYES: Tyson, Tankha, Mok, Schmidt, Swan
NOES: None
ABSTAIN: None
ABSENT: None 4L_
BY:

George Ty, n, Ma r
ATTEST:
eborah Padovan, City Clerk
Resolution 59- 22 Page 2

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ITEM 9B
TOWN OF LOS ALTOS HILLS June 20, 2024
Staff Report to the City Council
SUBJECT: RESOLUTION ADOPTING THE PROPOSED FY 2024-25 OPERATING BUDGET AND FY 2025-29 FIVE-YEAR CAPITAL IMPROVEMENT

PLAN BUDGET AND GANN LIMIT FOR THE TOWN OF LOS ALTOS
HILLS AND RESOLUTION APPROVING THE FY 2024-25 SALARY

SCHEDULE
FROM: Peter Pirnejad, City Manager
RECOMMENDATION: That the City Council:

1. Approve a resolution adopting the Town’s FY 2024-25 Operating and FY 2025-29 FiveYear Capital Budget and the FY 2024-25 Gann Appropriations Limit

2. Approve a resolution adopting the Town’s FY 2024-25 Salary Schedule DISCUSSION:

The budget is an annual planning tool that communicates priorities and sets the Town’s operating and spending policy for the year. The City Manager is responsible for presenting a budget to the City Council, in accordance with Municipal Code 2-3.219. The objective of the budget is to ensure that there are enough funds to meet ongoing spending needs. The following sections highlight the requested actions of Council related to budget adoption.

Fiscal Year 2024-25 Operating Budget
The budget process culminating in the attached resolution to adopt the fiscal year 2024-25 budget was the Town’s first two-year operating budget. Fiscal year 2024-25 is being presented for Council approval, with fiscal year 2025-26 being a plan that will serve as the foundation for next year’s budget process. This year’s budget process was challenging on a number of fronts due to a significant staffing shortage in the Administrative Services Department, making the transition to a two-year budget that much more difficult. This transition, however, provides greater insight into the Town’s budgetary position, and it will create greater operational efficiency going forward.

The proposed budget has been reviewed on several occasions prior to adoption. This includes a budget preview proved to the FIC on April 16th, a follow-up review with the FIC on May 13th, and a joint City Council/FIC study session on May 21st. A financial summary of the fiscal year 2024- 25 budget is below, with the budget document included as Attachment 3 to this report. An indepth discussion of the fiscal year 2024-25 budget is included in the budget document as a part of the City’s Manager’s letter of transmittal. A summary of the fiscal year 2024-25 budget is included in the table on the following page.

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Staff Report to City Council Page 2
Proposed FY 2024-25 Budget
June 20, 2024
General
Fund
Special
Revenue
Capital
Projects
Sewer Total
Beginning
Balance
$16,048,510 $1,147,335 $1,856,456 $4,516,302 $23,568,604 Revenues $19,063,100 $179,633 $867,080 $3,955,291 $24,065,104 Expenditures ($19,342,844) - ($4,384,226) ($4,715,103) ($28,442,173) Net Transfers ($1,858,386) ($852,081) $2,710,467 - -
Ending
Balance
$13,910,380 $474,887 $1,049,777 $3,756,490 $19,191,535
Fiscal Years 2024-25 to 2028-29 Capital Improvement Plan The five-year Capital Improvement Plan (CIP) presented for adoption represents the first step in a comprehensive update of the CIP. As noted previously, given staff constraints and the conversion of the operating budget to a two-year plan, the update to the CIP for this cycle was not a comprehensive update. That being said, the fiscal year 2024-25 to 2028-29 project costs are reflective of staff’s expectation for each of the projects listed in the CIP section of the budget.

However, the existing set of projects that already have ongoing budget appropriations needs to be reconciled to ensure funding has been set aside for these projects. Despite existing reserve funds in the General Fund dedicated to capital projects, it is expected that when the reconciliation is complete, some projects will need to be classified as ‘unfunded’ until a funding source is identified.

Staff intends to complete this reconciliation and return to the Council on this subject prior to the end of 2024. It should be noted that existing high-priority projects such as the streets rehabilitation project and the Matadero Creek project will continue as planned.

Fiscal Year 2024-25 Appropriations Limit
The Town is required by the State Constitution, Article XIIIB (Proposition 4) to annually calculate the maximum amount of appropriations subject to limitation. The calculation is intended to limit the annual growth in tax revenues used to fund governmental expenditures in California. Article XIIIB was changed with the passage of Proposition 111 on the June 1990 ballot. These changes permit greater flexibility with regard to annually calculating increases in the appropriations limit (Gann Limit) by allowing additional growth factors to be used. The factors permitting the maximum allowable increase in the appropriations limit are chosen for the calculation each fiscal year. The fiscal year 2024-25 appropriations limit is calculated as follows:

Fiscal Year 2023-24 Limit $ 9,166,162
2024 Change in County of Santa Clara Population

1.0002
FY 2023-24 Change in California Per Capita Personal Income 1.0362 FY 2024-25 Limit $ 9,499,965
FY 2024-25 Budget Amount Subject to Limitation $ 8,233,993

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Staff Report to City Council Page 3
Proposed FY 2024-25 Budget
June 20, 2024
Amount Under Appropriation Limit $ 1,265,972
Fiscal Year 2024-25 Salary Schedule
The California Public Employees Retirement System (CalPERS) requires that the governing board of each participating agency approve the agency’s salary schedule on an annual basis. As such, the Town updates its salary schedule annually for approval during the budget adoption process.

Utilizing consumer price index information (CPI) for the San Francisco Bay area from the Bureau of Labor Statistics, the growth in CPI from April 2023 to April 2024 was 3.77%. The attached salary schedule reflects increases of 4% to the top and bottom of the range for each position except the City Manager’s, for which the salary is set by contract. It is important to note that this is not a cost of living adjustment and pay increases will continue to be determined through the performance review process.
2024 CITY COUNCIL STRATEGIC PRIORITIES:

The report is for financial transparency and is part of the City Council’s Strategic Work Plan for 2023.

ENVIRONMENTAL REVIEW:

The Disbursement report does not qualify as a “Project” as defined in California Environmental Quality Act (CEQA) pursuant to Sections 15061(b)(3) of the CEQA Guidelines.

FISCAL IMPACT:

The fiscal impact of the fiscal year 2024-25 operating budget and 2025-29 CIP is discussed in detail in the budget document, which is included as Attachment 3.

ATTACHMENTS

1. Resolution to Adopt the FY 2024-25 Operating Budget, FY 2025-29 Capital Improvement Plan, and FY 2024-25 Appropriation Limit (Gann Limit)

2. Resolution to Adopt the FY 2024-25 Salary Schedule

3. FY 2024-25 Budget Document

4. FY 2024-25 Gann Limit Calculation

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ITEM 9B, Attachment 1
RESOLUTION xx-24
RESOLUTION ADOPTING THE PROPOSED FY 2024-25 OPERATING BUDGET AND FY 2025-29 FIVE-YEAR CAPITAL IMPROVEMENT PLAN BUDGET AND GANN

LIMIT FOR THE TOWN OF LOS ALTOS HILLS AND RESOLUTION APPROVING THE FY 2024-25 SALARY SCHEDULE
WHEREAS, the City Council of the Town of Los Altos Hills has received and completed its review of the proposed FY 2024-25 Operating and Capital Budget; and WHEREAS, the City Council of the Town of Los Altos Hills now desires to adopt the Appropriations Limit and budget for FY 2024-25.

NOW THEREFORE, the City Council of the Town of Los Altos Hills does hereby resolve as follows:

I. The Gann Appropriations Limit as shown in Exhibit B is hereby approved; and II. The Operating and Capital Budget as shown in the Exhibit A budget document is hereby approved; and
A. The amount of the FY 2024-25 budget for each account area of the budget may be drawn upon in the form of warrants issued for payment of demands and certified in accordance with the provisions of California Government Code Section 37208 and 37209.

B. The budget is adopted and shall be controlled at the fund level by department for the operating budget and by the project level for capital improvement projects.

C. The City Manager is hereby authorized to move budgeted dollars between departments (for the operating budget) and between projects (for the capital improvement budget) during the fiscal year if those transfers are from the same funding source and the overall cumulative appropriation is not increased.

D. The Administrative Services Director/Finance Director is hereby authorized to carry forward unspent appropriations to the FY 2024-25 if such funds are necessary to complete budgeted projects.

E. The Administrative Services Director/Finance Director is hereby authorized to make corrections to the budget as reflected in the attached budget document that are errors or inconsistencies without increasing overall appropriations within the same funding source.

F. The City Manager is hereby authorized to solicit bids on the open market for projects budgeted herein.

G. The Administrative Services Director/Finance Director shall periodically report to the City Council the amount and classification of revenues received and expenditures made.

H. A copy of the adopted budget, signed by the Mayor and attended to by the City Clerk, shall be kept on file with the City Clerk of the Town of Los Altos Hills, as the official budget of the Town of Los Altos Hills for the FY 2024-25;

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2 The above and foregoing Resolution was passed and adopted by the City Council of the Town of Los Altos Hills at a regular meeting held on the 20th day of June 2024 by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

BY: _______________________________
Stan Mok, Mayor
ATTEST:
______________________________
Arika Miller, City Clerk

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ITEM 9B, Attachment 2
RESOLUTION xx-24

A RESOLUTION OF THE CITY COUNCIL OF THE TOWN
OF LOS ALTOS HILLS APPROVING THE FY 2024-25

SALARY SCHEDULE
WHEREAS, the City Council of the Town of Los Altos Hills approved the FY 2024-25 Budget by way of Resolution xx-24 on June 20, 2024; and
WHEREAS, the California Public Employees Retirement System (CalPERS) requires that the governing board of each participating agency approve the agency’s salary schedule on an annual basis; and
WHEREAS, the City Council of the Town of Los Altos Hills now desires to increase the salary ranges by 4%, effective July 1, 2024; and
WHEREAS, Attachment 1 reflects increases of 4% to the top and bottom of the range for each position except the City Manager’s, for which the salary is set by contract; and WHEREAS, this is not a cost of living adjustment and pay increases will continue to be determined through the performance review process;
NOW THEREFORE, the City Council of the Town of Los Altos Hills does hereby resolve to approve the FY 2024-25 Salary Schedule.

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 20th of June 2024 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

By:

Stan Mok, Mayor
ATTEST:

Arika Miller, City Clerk

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Minimum Maximum Minimum Maximum
City Manager-Set by Contract $ 254,880 $ 254,880
Assistant to the City Manager $ 133,905 $ 180,773
Management Analyst II $ 112,650 $ 152,079
Management Analyst $ 97,138 $ 131,137 $ 46.70 $ 63.05
Senior City Clerk $ 144,202 $ 194,674
City Clerk $ 124,346 $ 167,866
Admin Clerk/Technician $ 77,782 $ 105,005 $ 37.39 $ 50.48 Administrative Services Director $ 189,207 $ 255,429
Finance Director $ 179,565 $ 242,657
Finance Manager $ 142,997 $ 193,046
Senior Accountant $ 124,346 $ 167,866
Accountant $ 102,057 $ 137,775 $ 49.07 $ 66.24
Accounting Technician $ 92,457 $ 124,818 $ 44.45 $ 60.01 Accounting Office Assistant $ 79,726 $ 107,630 $ 38.33 $ 51.74 Community Development Director $ 189,207 $ 255,429
Assistant Community Development Director/Building $ 155,432 $ 209,834 Principal Planner $ 137,254 $ 185,293
Senior Planner $ 118,354 $ 159,778
Associate Planner $ 102,057 $ 137,775 $ 49.07 $ 66.24
Assistant Planner $ 88,003 $ 118,803 $ 42.31 $ 57.12
Building Official $ 124,346 $ 167,866
Deputy Building Offician/Plan Examiner $ 118,124 $ 159,462 Senior Building Inspector $ 102,057 $ 137,775 $ 49.07 $ 66.24 Building Inspector $ 88,003 $ 118,803 $ 42.31 $ 57.12
Building Technician $ 81,719 $ 110,321 $ 39.29 $ 53.04
Public Works Director & City Engineer $ 189,207 $ 255,429 Utility Engineering Manager $ 144,202 $ 194,674
Senior Civil Engineer $ 130,641 $ 176,364
Associate Engineer $ 112,650 $ 152,079 $ 54.16 $ 73.11
Assistant Engineer $ 97,138 $ 131,137 $ 46.70 $ 63.05
Senior Maintenance Superintendent $ 137,254 $ 185,293
Maintenance Superintendent $ 118,354 $ 159,778
Maintenance Worker III $ 79,726 $ 107,630 $ 38.33 $ 51.74 Maintenance Worker II $ 68,747 $ 92,810 $ 33.05 $ 44.62 Maintenance Worker I $ 59,281 $ 80,029 $ 28.50 $ 38.48
Community Services Manager $ 116,566 $ 157,360
Community Services Supervisor $ 97,138 $ 131,137 $ 46.70 $ 63.05 Recreation Specialist $ 62,282 $ 84,080 $ 29.94 $ 40.42 Public Works Inspector $ 95,030 $ 128,289 $ 45.69 $ 61.68 salary
salary
salary
salary
salary
salary
salary
salar y
salary
salary
salary
salar y
salary
ADOPTED 7/1/24
RESOLUTION XX-24
FY24-25 Salary Schedule
Annual Range Hourly Range
salary
salary
salary
salary
salary
salary
salar y
salary

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DRAFT PROPOSED

OPERATING AND CAPITAL BUDGETS FOR
FY 2024-2025 AND FY 2025-2026
ITEM 9B, Attachment 3

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Table of Contents
City Manager’s Budget Message 1
Financial and Personnel Allocation Summaries 24
Town-Wide Financial Summary
General Fund Revenue and Expenditures by Category
Department Spending (Exclusive of Capital Outlay) – Five-Year Comparison Sewer Fund
Personnel Allocations
Department Budgets 33
General Administration
Finance & Administration
Public Safety
Community Development
Community Services
Public Works
Capital Improvement Plan Summary and Funding Sources 95 Include Entire Section
Capital Projects 99

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CITY MANAGER’S BUDGET

MESSAGE
To the Residents of the Town of Los Altos Hills, Honorable Mayor, and Members of the City Council:

It is my pleasure to submit to you the FY 2024-25 Operating Budget / FY25-26 Operating Plan and the FY 2025-29 Five-Year Capital Improvement Plan for the Town of Los Altos Hills. This is our first year doing a two-year operating budget. As you read through this document, keep in mind that the budget serves as more than just the financial and operating plans for the Town. This budget is a way for you to understand how the priorities and goals that the City Council first set during their annual goal setting session in January 2024 are then budgeted and tracked over the course of the next fiscal year. Setting a two-year Work Plan in the beginning of 2024 followed by the preparation of the two-year budget for the next two fiscal years starting in July helps the Council and community clearly and effectively set and accomplish goals throughout those two years. The two-year budget consists of FY24-25, which is the operating budget and will be adopted by the Council at the June 20thCity Council meeting. The second half of this budget for FY25-26 is a plan that sets the direction and trajectory of the Town, which the staff will update with more current numbers and adopt as part of the June 2025 Council meeting. Together they constitute a two-year working financial plan for the Town. The first year will be focused heavily on operations while the second will spend more time focusing on the Five-Year Capital Improvement Plan (CIP). Given the limited staff and capacity, this will need to be a two-year process. Therefore, the CIP in the FY24-25 budget adoption is merely a placeholder. Although staff made rough approximations about budgets for FY24-25 and FY25-26, the comprehensive work will take place in 2025. Together, the two-year Budget and Five-Year CIP is the most important policy document that reflects the Town’s continued commitment to incrementally enhance the quality of life for all Town residents in a manner that is both cost effective and fiscally sustainable.

I am pleased to report to the City Council and the community that the Proposed Budget is operationally balanced, meaning total resources including incoming revenue and the use of reserves equal planned expenditures and transfers out for capital projects. It also strategically proposes the use of available fund balances, accumulated from the previous years’ savings, to specifically address additional services and important capital improvement needs that have carried over to the next fiscal year(s). The priorities for this next two-year cycle have continued to be enhanced service levels, filling vacancies while 1

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retaining staff, improving efficiencies, responding to Council goals, adjusting to changes to the workplan as needed, resolving deferred maintenance, investing in staff training and development, improving Town IT needs, responding to State mandates (like the housing element, objective design standards, Zoning Ordinance Update and related CEQA Compliance), and focusing on community resilience and safety.

Although revenues are up thanks to property values, permitting activity, and investment income, so are expenditures. For FY23-24 final estimated actuals for general fund revenues are projected to come in at $17.6 million while projected FY24-25 revenues are forecasted to come in at $19.1 million (inclusive of allocations In). That accounts for a 8.3% increase.

While revenues are up, so are both planned and unplanned expenditures. Public safety, for example, has seen a significant increase in spending since the FY23-24 adopted budget of $2.9 million. The proposed FY24-25 budget is up 28% to $3.7 million while the FY25-26 budget is up an additional 3% to $3.8 million. This does not account for the reconciliation that comes some time the following fiscal year that accounts for changes in service in the year prior (which has ranged from a $30K credit to the Town, to over $400K additional charge).

The Building Operations of Community Development increased from $1.54 million in FY23-24 to $2.69 million (+74%) in FY24-25 and decreased to $2.49 million (-7%) in FY25-26. While the increase in FY 24-25 represents a 74% increase in expenditure, there will also be a corresponding revenue once we complete our Building Fee Study scheduled to occur in FY24-25. In the end, service level and staffing will be appropriate to meet the rising service demand, comply with State streamlining requirements, and improve staff efficiency.

In the Public Works Department, we also are anticipating general fund expenditures to increase from an adopted FY23-24 budget of $3.15 million to a proposed FY24-25 budget of $3.86 million and then be roughly flat in FY25-26. While this represents a 23% increase in expenditures, some of these increases will be offset with corresponding fee revenues.

The Town’s allocation methodology has been in place for a while and distributes overhead costs which include City Council, City Manager, City Attorney, City Clerk, Committees and Commissions, Liability (Insurance), Financial Services, and Town Center (overhead charges). Together they make up the all the functions of the Town that provide service to the direct-service departments (Public Works, Community Development, etc.) Because of the Town’s size, overhead is a larger percentage of the total cost than one would find in a larger organization that benefits from greater economies of scale with administrative staff. These services are the minimum needed and have been established by the Town in its established governance process. For example, regardless of a city’s size they will have one city manager, one city attorney, five councilmembers, a city clerk, an Administrative Services 2

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Department and all the normal overhead expenses to run a municipal organization. The allocation methodology helps get to the full cost of service for the direct-service departments that is used when setting fees and charges (such as Park and Recreation, Planning, Building, and Public Works). The Town’s methodology is not the only way overhead can be distributed but the costs remain the costs.

Since FY18-19 administrative costs have been between 20-29% of the overall general fund operating budget. That continues to be the case in this budget. In fact, administrative costs as a percentage of total general fund operating costs is expected to shrink slightly over the next two fiscal years.
2024 and 2025 CITY COUNCIL WORK PLAN
The two-year City Council Work Plan consists of the following 4 areas of priorities: 1) Maintain Quality of Life & Community, 2) Promote Public Safety, 3) Increase Effective Service Delivery and Governance, 4) Protect & Maintain Infrastructure. These are initiatives and projects where the Council expects to focus their attention, including the Town’s finances, for the next year. These strategic priorities are discussed throughout the budget document.

A view of the Town’s budget that tax dollars are primarily allocated to target the following Projects under the four categories:

Maintain Quality of Life & Community Character

1. Community Building through Town-wide Events and Activities

2. Housing Element Programs
Promote Public Safety

3. Public Safety

4. Emergency preparedness

5. Complete Safety element

6. Engage with a consultant to prepare an Emergency Communication Notification Study in consultation with EPRC and CC
Increase Effective Service Deliverance and Governance

7. TRAKiT & eTRAKiT Upgrades

8. Land Use Element Updates

9. GIS Updates

10. Historic Preservation Process Updates

11. Impact Fees Assessment

12. Heat Pump Rebates

13. Electrification Assessment
3

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14. Reach Code 2023

15. Reach Code 2025

16. Leaf Blower Regulation Implementation

17. Deposit/Permit Tracking Report

18. Permit Fee Audit Study

19. Cost Service Study

20. New Building Permit Fee Schedule

21. PV Permit Streamlining- Solar App Plus

22. Green House Gas Inventory

23. FY 2024-2026 Two-Year Budget

24. FY 2024-25 Annual Financial Report

25. FY 2025-26 Annual Financial Report

26. Financial Policies

27. Maximize functions of ERP system and change to online payment

28. Explore an Agenda Management System

29. Explore Public Records Act Responsive Software

30. 2024 General Municipal Election

31. Annual records review 2X per year

32. AI Use Policy

33. Create Fellowship Program

34. Continue Employee Enhancement & Retention Program + Onboarding new employees

35. IT Managed Services RFP

36. Complete Organizational Assessment

37. Upgrade Phone System

38. Internal Purchasing Policy

39. Conduct a satisfaction survey of Planning/ Development services in the past three years Project & Maintain Infrastructure

40. Summerhill Avenue Pathway - Phases 2 & 3

41. Fremont-Redwood Grove Path

42. Pathway Fee Nexus Study

43. Middle Fork to Maple Leaf Court Path

44. Work with the Pathways Committee to reprioritize the order of pathways to be worked on throughout the year

45. Fleet & Equipment Procurement

46. Continue Replacement of Road Signage across the Town

47. Asset Management for Storm Drain System

48. Annual Pavement Rehabilitation and Drainage Improvement

49. Annual Storm Drain Improvements Program

50. Heritage House Remodel

51. Corporation Yard Improvements

52. Sewer Rehabilitation and Repair

53. Matadero Creek
4

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54. Undergrounding Utilities - El Monte Rule 20A

55. Civic Center Improvements

56. Council Chamber HVAC

57. Town Hall Electrical Panel Upgrade

58. Town Hall Facility Security Camera Upgrade

59. Council Chambers Audio/Video Upgrade

60. Purissima Park Improvement Program

61. Westwind Community Barn Improvement
The Key Projects identified have a number of milestones that are scheduled to be completed or started with specific deliverables by the end of the two-year planning period resulting in a larger list of deliverables. The blue tasks represent new initiatives and the green represent existing and ongoing projects. The Council Work Plan is very aggressive, extensive, and will be reviewed throughout the year to ensure the initiatives/projects stay on track with the budget and are able to be completed by the end of the two-year forecast. As new priorities come forward and/or existing priorities get removed, the Council Work Plan will evolve over time with an update provided at mid-calendar year and a recap at year end.

REVENUES
The Town’s largest source of revenues is property tax, which continues to increase year after year. We continue to project a cautiously optimistic increase in the Town’s revenues, budgeted (inclusive of allocations in and transfers in) at $19.1 million for FY24-25 and $20.5 million for the FY25-26 plan. We estimate property tax in the amount of $8.9 million for FY24- 25 and $9.3 million in the FY25-26 plan with an approximate annual growth of approximately 4% annually over final FY23-24 estimates. Next to property tax revenue, licenses and permits are the next largest source of revenue for the Town. The Town projects licenses and permits revenue to be $1.6 million in FY24-25 and $2.5 million in FY25-26, an increase of 8% in FY24- 25 over final estimates for FY23-24 (and 37% over the original budget amount). The significant increase projected for FY25-26 is based on the expected results of a fee study to be conducted in FY24-25, as well as continued high service demand.

Interest received from the Town’s investment portfolio is expected to increase due to a better interest rate environment. The Town will also be adjusting its budgetary tracking of interest income to separate actual earnings on its portfolio from the unrealized gains/losses that result from mark-to-market adjustments but don’t impact the Town’s net financial position from a budgetary perspective.
5

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General Fund Revenues

OPERATING EXPENDITURES
The budget includes increases in the general fund operating expenditures of $3 million above the FY23-24 adopted budget. These increases are primarily focused on four areas:
• Public Safety: Public Safety expenses are anticipated to increase from $2.9 million in FY23-24 budget to $3.7 million by FY24-25 and $3.8 million in FY25-26. The increases have been a result of the spike in residential burglaries. Increases anticipated to the two-year extension for the Santa Clara County Sheriff’s Department was estimated to be approximately 7% per year. The base contract with the Sheriff in FY23-24 budget was $2.4 million. The Council also authorized an additional $200K per year for additional overtime (OT) for holidays, spikes in criminal activity, and otherwise as needed. In addition, the Town expects to continue spending money on private security at the rate of $400K per year. Automated License Plate Readers are projected to cost $110K per year. In addition, $60K has been set aside in the event the Town needs to use the services of a public safety professional to help analyze crime trends and make recommendations. In addition to the public safety increase, the Actual Actual Estimate Proposed Plan
2021-22 2022-23 2023-24 2024-25 2025-26
Property Tax $7,592,741 $8,153,743 $8,556,000 $8,914,040 $9,269,922 Other Taxes $813,072 $575,010 $527,405 $610,750 $690,709 Franchise Fees $414,154 $391,130 $577,115 $589,000 $589,000 License and Permits $2,529,635 $1,366,066 $1,528,500 $1,647,896 $2,500,000 Use of Money and Property ($605,263) $345,129 $1,060,000 $1,127,000 $1,127,000 Intergovernmental $100,484 $38,439 $31,000 $36,000 $36,000 Charges for Services $1,179,570 $1,033,046 $972,400 $1,044,800 $1,065,174 Miscellaenous $118,586 $82,691 $10,000 $10,000 $10,000
Allocations In $2,603,083 $2,625,959 $4,345,443 $5,083,614 $5,085,401 ($2,000,000)
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
6 *2021-22 and 2022-23 Actuals include general fund allocations only and not internal services allocations. 2023-24 Estimate and 2024-25 and 2025-26 Budget values include both general fund and internal services

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Town has budgeted for an increase in the animal control contract from $80K in FY22- 23 to $150K in FY24-25 and $153K FY25-26. The increase was due mainly to the increase in animal pickups as well as cost escalation in the service provider, Pets in Need. In addition, and not accounted in FY24-25 or FY25-26 is the reconciliation that the County Sheriff sends the Town for overages on the contract for detective work, calls for service, and additional calls for service that exceed both the contract and the additional OT authorized by the Council. This amount varies widely and is not known until Q3 2024 and can range from a credit to several hundred thousands of dollars in additional costs.
• Community Development Operations:
o Planning and Development activity as a result of both longstanding legislation and new policy initiatives from the State. In 2021, the Town awarded a contract to Michael Baker International to commence work on updating the Town’s General Plan Housing Element 6th Cycle Update, to be followed by an update to the Town’s General Plan Safety Element. The Housing Element was adopted by the Town in January, 2023 and certified by the State Department of Housing and Community Development in May, 2023. In addition to preparing the subsequent update to the Safety Element, in March, 2023, the Town awarded another contract to Michael Baker International to perform the three biggest implementation components of the Housing Element: development of a MultiFamily Zoning Designation with all of the relevant development regulations, development of Objective Design Standards (ODS) for the aforementioned Multi-family Zoning Designation, and preparation of the necessary CEQA documentation required for the Multi-family Zoning Designation. While the bulk of the work will be covered under the two contracts awarded to Michael Baker (totaling just over $950,000), this work will result in both staff time allocated to the tasks and potential contract specialty services (geotechnical engineering and transportation engineering, just to name a few) to bring these programs to completion. The Housing Element and Multi-family Zoning Designation are the biggest, most impactful tasks assigned to Planning. There are more than 60 sub-tasks associated with the implementation of the Housing Element besides the Multi-family Zoning, ODS, and CEQA documentation, and while the implementation tasks are spread out over the entire 8 year Planning Period, the Multi-family Zoning, ODS, and CEQA components have a targeted completion date of Q1 2026.
o Building Safety is an area that has seen more activity over the last year since the State implemented additional housing streamlining efforts in tandem with the policies we implemented in our Certified Housing Element to streamline the development review process. This has resulted in fewer and more streamlined planning entitlement applications and a greater number of building permit applications and permit issuances. This in effect increased the 7

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staffing and technology needs in our building operations and less on our planning operation. The increased permit activity results in the need for more contract staff to review, process, and respond to building applications. The building operations budget increased from $1.54 million in FY23-24 to $2.69 million in FY24-25 and $2.49 million in FY25-26. Building activity is recoverable by fee revenue. The Town is expecting to do a fee study and raise fees over the next fiscal year and as a result expects to raise revenues to meet expenditures.

Over time the impact on the general fund should be neutralized. • Public Works: Within the Public Works budget there were a small number of divisions that saw increases in expenditures above standard inflationary increases for good, services, and labor. In total, the department’s general fund budget grew approximately 23% from the adopted FY23-24 budget to the proposed FY24-25 budget. In Engineering Administration, the budget increased from $1.1 million in FY23- 24 to $1.4 million in FY24-25 and FY25-26. The change came from the addition of a new Public Works Inspector position and some billable services. Storm Drain operations increased from FY23-24 to FY25-26 by 24% due to personnel allocations from the new PW Inspector and anticipated closed caption TV inspections of the drains. Street operations increased from FY23-24 to FY24-25 and FY25-26 by a total of 19% due to personnel allocations, contract services, tree maintenance, and the removal of stink wart. Pathways operations increased from FY23-24 to FY25-26 by 17% due to personnel allocations. The corporation yard increased from FY23-24 to FY25-26 by 7% due predominantly to CPI increases. Vehicle operations increased from FY23-24 to FY25-26 by 23% due to some major repairs to vehicles and the transition of the two pool cars being charged to this program. In the sewer fund, maintenance from FY23-24 to FY24-25 increased approximately 16%, which is predominantly the result of sewer treatment allocations from the Palo Alto Treatment Plans and anticipated conveyance fees increasing in Los Altos. • Administration: The Administration budget is made up of all the support departments which include City Council, City Manager, City Attorney, City Clerk, Committees and Commissions, Community Services Grants (Donations to NonProfits), Liability (Insurance), Financial Services, and Town Center (overhead charges). In total the adopted budget for the entire Administration section for FY23- 24 was $4.4 million. The increase to FY24-25 was 7%. The increase to FY25-26 was an additional 2%. This last year we experienced a number of vacancies that left our Administrative Services Department (ASD - Finance, HR, and IT) with one full time employee and one contract employee. We have been operating without an ASD Director for over a year and as a result have had to assemble a number of different contractors to fill in various activities and functions of the department in that time.

Despite those vacancies we managed to catch up on accounts payable, complete the FY22-23 audit on time with no findings, which is the most advantageous outcome we could hope for, and now we have completed the conversion to a two-year budget.

Albeit this has not come without its challenges such as the loss of institutional 8

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knowledge, person-power to handle all of our accounting, payroll, month-end closeout and other financial responsibilities. We have made the conscious decision to outsource HR to an HR on Demand Model and transition IT Services to the Assistant to the City Manager. I am extremely proud of our internal team and grateful for the help from our assortment of contractors that helped pull off these amazing efforts.

Budgetarily, the Town has historically combined the general fund operations with the internal service fund operations. In the financial statements and the ACFR, however, the general fund operations are split out from the internal services fund operations.

As it relates to the budget document, this means that the historical actuals for department spending represent the general fund spending and do not include the internal services; however, the budget values present the general fund with the internal services fund. While this has been the past practice in terms of presentation, it does lead to the perception that the year-over-year increase in the administration budget is higher than it actually is. We intend to address this issue in the 2025-26 budget to ensure that all comparisons are ‘apples-to-apples.’ We have added the footnote to clarify, and as noted, intend to fix in the upcoming budget cycle. We also added a paragraph in the City Manager’s Budget Message that explains that significant expense associated with the housing element (i.e. the Housing Element Certification, Zoning Ordinance, Objective Design Standards, and associated CEQA compliance.) Although these funds have been budgeted as a CIP, they have ultimately affected the General Fund ending fund balance and therefore a clarifying note was added.
• Pension and Other Post Employment Benefits (OPEB)
As of the most recent actuarial report from CalPERS (July 2023), the Town’s unfunded pension liability is approximately $3.3 million, and the required payment against the unfunded pension liability is approximately $270,000 for fiscal year 2024-25. This amount has been included in the operating budget. While the unfunded pension liability is significant, the Town has approximately $1.1 million set aside in an irrevocable pension trust and another $2.1 million set aside for pension contributions in a General Fund reserve. When the next actuarial report from CalPERS is released, which is expected in July 2024, the Town expects to retain a consulting actuary to analyze the Town’s updated unfunded liability and provide options and considerations related to the existing funding that has been set aside for pensions. The Town’s OPEB liability is fully funded, and in fact, there is a net OPEB asset of approximately $233,000 as of June 30, 2022.
9

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CAPITAL IMPROVEMENT PLAN
As I have noted in this transmittal memo, the focus for this budget cycle has been on developing and delivering a two-year operating budget. While staff did work to update the 5- year CIP, it was a limited update and there is more work to do, which we plan on starting as soon as the budget is adopted and as resources will allow. Among the tasks that we want to complete are to reconcile all approved projects with their assigned funding source to ensure there are funds identified for all projects that have been approved. This may result in some projects that have not started being classified as ‘unfunded’, meaning there have not been specific funds allocated to that project. In cases where projects are determined to be ‘unfunded’, those projects will not be initiated until a funding source has been identified.

Staff anticipates coming back to Council with an update on the status of the capital program prior to the end of 2024.

With that being said, the essential elements of the 5-year CIP will continue, including funding and execution of the Annual Road Rehabilitation project that has always been the center of attention for the Town. This project is funded by a number of revenue sources including SB1, Gas Tax, and Measure B. The annual street selections are based on the recommendations from the Metropolitan Transportation Commission’s Pavement Management Program (PMP), field inspections, and staff judgement. This project is funded at $1.4 million in FY24-25 In addition, the sanitary sewers fund continues to be adequately funded and allows the Town to maintain the collection and distribution system. Overall, the Proposed CIP includes $900,000 for sewer capital projects in FY24-25.

General
Administration,
$4,705,808 ,
20%
Public Safety,
$3,695,061 ,
16%
Community
Development,
$5,243,641 ,
23%
Parks and
Recreation,
$1,833,729 , 8%
Public Works -
General Fund,
$3,864,605 ,
17%
Public Works -
Sewer Fund,
$3,815,103 ,
16%
Town-wide Operations by Function
10

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SEWER FUND
The Sewer Fund is fully supported by sewer service charges to residential and nonresidential customers and sewer connection fee assessments on new connections to the Town's sewer system. The Town's sewer service charge rates have annually increased since FY 2022-23 per the sewer rate study conducted in 2022, due to substantial increases to waste treatment costs from Palo Alto as the regional treatment facility requires significant capital improvements and upgrades to adhere to regulatory requirements. Additionally, the capital needs for the Town’s infrastructure have increased.

The Town has also recently been notified by Los Altos and Palo Alto that service charges for FY 2023-24 will be higher than originally budgeted due to ongoing capital improvements to the system. These additional charges will be captured in the year-end close process, with the ACFR containing the most up-to-date unrestricted net position for the Sewer Fund.

These additional charges underscore the need to consider a new rate study in the near future to ensure rates are able to meet the cost of providing these services.

LONG TERM DEBT
The Town has no long-term debt as of the year ending June 30, 2023. The Town does have a special assessment without Town commitment. Special assessments for West Loyola Sanitary Assessment Sewer district are established in various parts of the Town to provide improvements to properties located in those districts. Properties are assessed for the cost of the improvements. These assessments are payable solely by the property Infrastructure,
$1,944,226
Pathways,
$425,000
Road
Rehabilitation,
$1,415,000
Sewer,
$900,000
Westwind Barn,
$200,000
Storm Drain,
$400,000
Capital Projects by Category
11

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owners over the term of the debt issued to finance the improvements. The Town acts solely as the collecting and paying agent for the district’s debt, which is not included in the general debt of the Town. The bonds are not a general obligation of the Town. The Town is not legally obligated to pay these debts or be the purchaser of last resort of foreclosed properties in the special assessment district.

FINANCIAL SUMMARY
The projected general fund reserves on June 30, 2024, total $16.0 million, which is a projected decrease of approximately $700,000 from the final ending balance from the fiscal year ended June 30, 2023. The unassigned fund balance is expected to be $2.6 million. It is important to note that under the proposed budget for FY24-25 and the current plan for FY25-26, unassigned fund balance drops to just under $200,000 at the end of FY25-26. This will have to be monitored closely as we move forward, giving consideration to either reducing baseline expenditures and/or increasing revenues in future fiscal years. A Capital Projects Reserve has been created to include the prior appropriations totaling $2.5 million. The Facilities Replacement Reserve now includes a total amount of $4.6 million, which will be evaluated as a part of the full CIP program reconciliation. In addition, the Town doesn’t have any longterm debt and doesn’t plan to have any.

Town-Wide Budget at a Glance
This budget document is purposefully organized to flow from summary to detailed levels of information. It is organized by several key sections, Town-Wide fund balance projections, Town-wide revenue and expenditures summaries, and the Sewer Fund. In the following budget sections, you can locate the budget details that describe where the Town gets its money from and how it is utilized by the Town departments. The budget process involves all the departments in its creation with their level of control and responsibility.

SUMMARY OF ALL FUNDS FY23-24

ESTIMATE
FY24-25

PROPOSED
FY25-26
PLAN
Beginning Fund Balance $25,190,673 $23,568,604 $19,191,535 Revenues $22,330,236 $24,065,104 $25,541,052
Expenditures ($23,952,306) ($28,442,173) ($26,432,727)
Ending Fund Balance $23,568,604 $19,191,535 $18,299,861 12

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SPECIAL ACKNOWLEDGEMENTS
I am proud to announce that the Town of Los Altos Hills has received the GFOA Award for Excellence in the preparation of our FY23/24 Budget and Audit. This prestigious recognition reflects our ongoing commitment to fiscal responsibility, transparency, and effective financial management. I extend my heartfelt gratitude to our dedicated staff, FIC and Council whose hard work and collaboration made this achievement possible. As we move forward with the FY24/25 budget, we remain steadfast in our dedication to maintaining the highest standards of financial stewardship for the benefit of our Town.

A special thanks to the Finance and Administration department and the Management Team for the success of the FY24-25 budget and FY24-25 plan. Without the support of the entire Management Team, providing good stewardship the budget isn’t possible. Finally, a special acknowledgement to the City Council for providing clear policy direction and look forward to the Council’s guidance and leadership as we work to adopt a budget that funds services and projects for our community while also balancing fiscal sustainability.

Respectfully Submitted,
Peter Pirnejad, City Manager
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Government Finance Officers Association
Certificate of
Achievement
for Excellence
in Financial
Reporting
Presented to
Town of Los Altos Hills
California
For its Annual Comprehensive
Financial Report
For the Fiscal Year Ended
June 30, 2023
Executive Director/CEO
14

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Budget Process
Pathway Bridge
16

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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 17

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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.
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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 19

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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.
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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. 21

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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.
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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
23

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Financial
And Personnel
Allocation
Summaries
Dog Park at Purissima Park
24

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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% - $ - $ - $ - $ - $ 0.0% 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 Depreciation 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
25

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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 2025-26 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 (269,276) 0 0 (3,823,237) (4,384,226) (2,735,000) (4,092,513) (4,384,226) (2,735,000) TOTAL EXPENDITURES (16,339,592) (19,342,844) (19,421,437) (269,276) 0 0 (3,823,237) (4,384,226) (2,735,000) (3,520,201) (4,715,103) (4,276,290) (23,952,306) (28,442,173) (26,432,727) Operating Surplus / (DEFICIT) 1,268,271 (279,744) 951,769 (154,276) 179,633 115,000 (2,968,413) (3,517,146) (1,855,418) 232,348 (759,812) (103,026) (1,622,070) (4,377,069) (891,675) 0 TRANSFERS IN / (OUT)
TRANSFERS IN 246,000 38,976 115,000 1,978,186 2,750,467 1,387,148 500,000 900,000 900,000 2,724,186 3,689,443 2,402,148 TRANSFERS OUT (2,224,186) (1,897,362) (1,347,148) 0 (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) 1,978,186 2,710,467 1,347,148 0 0 0 - - - CHANGE IN FUND BALANCE (709,915) (2,138,130) (280,379) (154,276) (672,448) 0 (990,227) (806,679) (508,270) 232,348 (759,812) (103,026) (1,622,070) (4,377,069) (891,675) FUND BALANCE, BEGINNING 16,758,425 16,048,510 13,910,380 1,301,611 1,147,335 474,887 2,846,683 1,856,456 1,049,777 4,283,954 4,516,302 3,756,490 25,190,673 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 $ Total General Fund Special Revenue Funds General Capital Funds Sewer Fund 26

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GENERAL FUND REVENUE AND EXPENDITURES BY CATEGORY
Dollar Percentage Dollar Percentage
Change Change Change Change
from from from from
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 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 Actual Actual Adopted Estimated Proposed Proposed Proposed Planned Planned Planned Budget Final Actual Budget Budget Budget Budget Budget Budget 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 Revenues by Type*
Property Taxes 7,592,741 8,153,743 8,517,183 8,556,000 8,914,040 396,857 4.7% 9,269,922 355,882 4.0% Taxes Other Than Property 813,072 575,010 620,000 527,405 610,750 (9,250) -1.5% 690,709 79,959 13.1% Franchise Fees 414,154 391,130 552,000 577,115 589,000 37,000 6.7% 589,000 - 0.0% Licenses and Permits 2,529,635 1,366,066 1,205,000 1,528,500 1,647,896 442,896 36.8% 2,500,000 852,104 51.7% Use of Money and Property (605,263) 345,129 158,000 1,060,000 1,127,000 969,000 613.3% 1,127,000 - 0.0% Intergovernmental Subventions 100,484 38,439 31,000 31,000 36,000 5,000 16.1% 36,000 - 0.0% Charges for Services 1,179,570 1,033,046 889,200 972,400 1,044,800 155,600 17.5% 1,065,174 20,374 2.0% Miscellaneous 118,586 82,691 15,000 10,000 10,000 (5,000) -33.3% 10,000 - 0.0% Allocations In 2,603,083 2,625,959 4,560,586 4,345,443 5,083,614 523,028 11.5% 5,085,401 1,787 0.0% TOTAL REVENUE 14,746,062 14,611,213 16,547,969 17,607,863 19,063,100 $2,515,131 15.2% 20,373,206 1,310,106 6.9% Expenditures by Category* 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 Personnel (3,753,452) (3,948,097) (5,207,869) (4,761,375) (5,040,786) 167,083 -3.2% (5,296,154) 255,368 5.1% Contractual Services (4,209,624) (4,747,417) (4,429,168) (5,282,866) (5,614,366) (1,185,198) 26.8% (6,157,099) 542,733 9.7% Professional Services (360,148) (292,658) (441,560) (413,098) (1,613,943) (1,172,383) 265.5% (959,300) (654,643) -40.6% Operations (1,131,830) (1,106,508) (1,799,433) (1,797,355) (2,682,386) (882,953) 49.1% (2,615,978) (66,408) -2.5% Allocations Out (3,050,283) (3,232,456) (4,004,748) (4,084,898) (4,391,362) (386,614) 9.7% (4,392,906) 1,544 0.0% TOTAL EXPENDITURES (12,505,337) (13,327,136) (15,882,778) (16,339,592) (19,342,843) (3,460,065) 21.8% (19,421,437) 78,594 0.4% OPERATING SURPLUS (DEFICIT) 2,240,725 1,284,077 665,191 1,268,271 (279,743) 951,769 Transfers In / (Out)
Transfers In 638,923 246,000 246,000 38,976 115,000
Transfers Out (1,756,479) (2,609,300) (2,499,250) (2,224,186) (1,897,362) (1,347,148) Total Transfers (1,117,556) (2,609,300) (2,253,250) (1,978,186) (1,858,386) (1,232,148) Change in Fund Balance 1,123,169 (1,325,223) (1,588,059) (709,915) (2,138,129) (280,379) Fund Balance
Beginning 16,960,479 18,083,648 16,876,480 16,758,425 16,048,510 13,910,381 Ending 18,083,648 16,758,425 15,288,421 16,048,510 13,910,381 13,630,002 * FY 21-22 and FY 22-23 actuals reflect General Fund only; FY 23-24, FY 24-25, and FY 25-26 reflect the General Fund with the Internal Services Fund to be consistent with historical budgetary practice.
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Dollar Percentage Dollar Percentage
Change Change Change Change
from from from from
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 Estimated Proposed Proposed Proposed Planned Planned Planned Final Actual Final Actual Final Actual Budget Final Actual Budget Budget Budget Budget Budget Budget Expenditures 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 Fund*
General Administration 2,250,085 $ 2,669,013 $ 2,946,409 $ 4,413,154 $ 3,346,651 $ 4,705,808 292,654 6.6% 4,807,851 102,043 2.2% Public Safety 2,020,464 2,131,839 2,342,286 2,881,060 3,561,242 3,695,061 814,001 28.3% 3,817,504 122,443 3.3% Community Development 3,045,611 3,746,154 3,613,069 4,109,366 4,479,822 5,243,640 1,134,274 27.6% 5,079,507 (164,133) -3.1% Parks & Recreation 939,565 1,262,109 1,494,966 1,704,494 1,520,557 1,833,730 129,236 7.6% 1,865,481 31,751 1.7% Public Works 1,968,848 2,416,468 2,835,138 3,149,768 3,431,320 3,864,604 714,836 22.7% 3,851,094 (13,510) -0.3% Non-Departmental 1,106,626 279,754 95,268 - - - - 0.0% - - 0.0% Total Expenditures 11,331,199 $ 12,505,337 $ 13,327,136 $ 16,257,842 $ 16,339,592 $ 19,342,843 $ 3,085,001 $ 19.0% 19,421,437 $ 78,594 $ 0.4% Internal Service Fund
Town Center 696,999 $ 714,619 $ 759,270 $ 880,823 $ 880,823 $ 952,161 71,338 8.1% 1,053,524 101,363 10.6% Corporation Yard 110,240 119,337 123,144 171,082 171,082 181,682 10,600 6.2% 184,285 2,603 1.4% Vehicle Maintenance 86,952 108,955 122,846 109,218 109,218 132,086 22,868 20.9% 135,029 2,943 2.2% Total Internal Service Allocated 894,191 $ 942,911 $ 1,005,260 $ 1,161,123 $ 1,161,123 $ 1,265,929 $ 104,806 $ 9.0% 1,372,838 $ 106,909 $ 8.4%

DEPARTMENT SPENDING (EXCLUSIVE OF CAPITAL OUTLAY AND SEWER OPERATIONS) - FIVE-YEAR COMPARISON * FY 20-21, FY 21-22, and FY 22-23 actuals reflect General Fund expenditures only; FY 23-24, FY 24-25, and FY 25-26 reflect the General Fund with the Internal Services Fund to be consistent with historical budgetary practice.
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SEWER FUND
Dollar Percentage Dollar Percentage
Change Change Change Change
from from from from
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 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 Adopted Estimated Proposed Proposed Proposed Planned Planned Planned Final Actual Final Actual Budget Final Actual Budget Budget Budget Budget Budget Budget Financial Summary 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 Revenue by Category
Sewer Assessment Charges 3,070,792$ 3,263,652$ 3,505,549 $ 3,505,549 $ 3,715,881 $ 210,332 $ 6.0% 3,938,834 $ 222,953 $ 6.0% Sewer Connection Fees 236,512 97,754 112,000 124,500 125,660 13,660 $ 12.2% 129,430 3,770 3.0% Use Of Money And Property (186,156) 21,481 - 122,500 113,750 113,750 $ 0.0% 105,000 (8,750) -7.7% Miscellaneous 7,469 480 - - - - 0.0% - 0.0%
Total Revenues 3,128,617 3,383,367 3,617,549 3,752,549 3,955,291 337,742 9.3% 4,173,264 217,973 5.5% Expenditures by Category
Personnel (65,621) (353,711) (242,882) (303,005) (303,005) (60,123) 24.8% (319,078) (16,072) 5.3% Sewer Treatment Cost (1,572,403) (1,525,006) (1,880,000) (2,294,074) (2,540,000) (660,000) 35.1% (2,060,000) 480,000 -18.9% Sewer Maintenance Contract (398,833) (499,423) (560,121) (585,121) (585,121) (25,000) 4.5% (610,121) (25,000) 4.3% Contractual Services (9,013) (4,329) (16,000) (16,000) (16,000) - 0.0% (16,000) - 0.0% Professional Services (117,032) (18,220) (25,000) (25,500) (25,000) - 0.0% (25,000) - 0.0% Operations (243,665) (271,318) (19,100) (18,600) (19,100) - 0.0% (19,100) - 0.0% Allocations Out (237,174) (254,885) (277,901) (277,901) (326,876) (48,975) 17.6% (326,991) (115) 0.0% Total Expenditures (2,643,741) (2,926,892) (3,021,004) (3,520,201) (3,815,103) (794,099) 26.3% (3,376,290) 438,813 -11.5% Net Operations 484,876 456,475 596,545 232,348 140,188 736,733 -76.5% 796,974 656,786 468.5% Other Adjustments
Capital Outlay Transfer Out - (1,050,000) (500,000) (900,000) 150,000 (900,000) 0.0% Transfer In 9,300 9,300 500,000
Change in Cap. Assets/Restricted (147,762) (358,891)
Net Change to Cash Reserves 346,414 106,884 (453,455) 232,348 (759,812) (306,357) (103,026) Unrestricted Net Position
Beginning 3,830,656 4,177,070 4,572,236 4,283,954 4,516,302 3,756,490 Ending 4,177,070$ 4,283,954$ 4,118,781 $ 4,516,302 $ 3,756,490 $ 3,653,464 $ 29

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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
30

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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. 31

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Department Budgets
Westwind Community Barn Property
33

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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 the 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
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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. Several of the projects identified on the City Council workplan are budgeted here. An example of one of these projects includes the Tripepi Smith contract ($65K), which is related to the development, design, and printing of the Town’s Quarterly Newsletter and bi-annual Activity Guide. There is also a placeholder for the Council to onboard a consultant throughout the year should additional special projects come up (in the amount of $25K). This is also where staff has placed funds related to items designed on the City Council Workplan, including the emergency notification study, currently estimated at $60K. There is currently a drop in the proposed FY2025 budget since the specific goals of the Council haven’t been realized yet.

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 and Valley Transportation Authority. Upcoming elections are budged for in the City Clerk budget.

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

Town Goal 2023-24 Accomplishments 2024-26 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
• 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
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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%
23/24 Est
Actual
Thu 3/31
36

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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 departments.

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
37

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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. This is a $10,000 increase from the previous budget year’s allocation, prior to the budget cuts that occurred at adoption.

From FY 2022-23 to FY 2023-24, the City Manager’s office experiences a large increase in expenditures. Several reasons explain this change but the largest two have to do with a restructuring of where expenses are planned for within the budget, for instance the emergency management position which was budgeted before under the COPs fund, and a growing number of allocations being made from the general fund through the year as projects arise.

It is also important to note that FY 2023-24 estimated actuals are so low due to the fact that several allocated items budgeted within the City Manager’s budget have not been expenses as of the production of this budget book, such as meritorious performance raises and payment on existing contracts with outside consultants.

One large increase in the City Manager’s budget takes place in contract personnel with a placeholder for several consultants to be onboard for any special projects that arise throughout the year. 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, emergency management training, conference expenses, and future marketing projects. 38

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CITY MANAGER (011-1200) (CONTINUED)
In this budget cycle, the addition of 1 FTE is being proposed in the City Manager office as an entry level Management Analyst position. This new position will assist with the many projects that touch the City Manager’s Office and Community Services and will provide redundancy in the responsibilities oof Town staff should anyone be out of the office. 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%
23/24 Est
Actual
Thu 3/31
39

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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’s adopted budget. 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 for CDD and miscellaneous pathway projects like the Shoup Connector Trail Project for Public Works.

What remains in the City Attorneys budget include anticipated expenses in relation to litigation, settlements, and nonplanning department related projects. 40

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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%
23/24 Est
Actual
Thu 3/31
41

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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
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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
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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
44

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

The City Clerk division is part of the General Administration. In this budget cycle funding for the 2024 Election was included as well as the cost of an Election Consultant considering this is the first year the Clerk has run a California General Election. 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. With the onboarding of a new City Clerk, the total department budget for FY 24/25 has decreased slightly from the previous budget year FY 23/24. 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%
23/24 Est
Actual
Thu 3/31
45

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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 2024-26 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
• Master fee schedule updates
• Housing Element Implementation
• Contract Renewals
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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
47

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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%
23/24 Est
Actual
Thu 3/31
48

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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.

23/24 Est
Actual
Thu 3/31
49

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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
51

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

General Liability operations are managed by the City Manager’s Office. The Assistant to the City Manager provides oversight of all new and ongoing claims as well as 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 ~$95,000, or 31 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
52

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GENERAL LIABILITY (011-1510)
23/24 Est
Actual
Thu 3/31
53

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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
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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%
55

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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.
• Transition from 1-year to 2-year operating budget
and 5-year capital improvement plan.
• Adopt 2-year budget and 5-year CIP
• 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
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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.

FY2023-24 estimates actuals are low for two main reasons. First, as seen across the departments, certain expenditures that were budgeted for within the concluding fiscal year have not been recorded yet, and secondly, certain positions within the Finance Department have not been filled throughout the year as staff is still trying to recruit and retain talent and backfilling open positions with contractors at a rate that does not exceed the authorized budget. 57

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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.

As with all departments across the budget, FY2023-24 estimated actuals are low due to the fact that certain expenditures have not been allocated at the time of printing this budget book. 58

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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.
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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 (7% this year bringing base services up to $2,387,296), the City Council directed staff to increase the amount of overtime hours for deputies patrolling the streets of Los Altos Hills and look into an additional dedicated deputy. A placeholder of $200,000 for overtime hours has been used for this budget cycle. 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 ($110,000) Private Security expenses with PalAmerican ($500,000), funds dedicated to the Neighborhood Watch program in Town ($10,000), and a placeholder amount for an work with MRG to investigate law enforcement work throughout the year ($60,000).

As in the last two previous fiscal years, the Town can expect to receive a true-up from the County sheriff's office this year for services that were received throughout the year over the budgeted amount. In FY 2022 the Town received an invoice for $32,000 over the budgeted amount and in FY2023 the invoice was for $432,000. Staff and the Sheriff’s Office are in constant conversation throughout the year to keep services as close to the budgeted amount as possible, but the Sheriff’s Office will always respond when called upon in Town.
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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%
23/24 Est
Actual
Thu 3/31
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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. In the past five-year term (2014-2019) there were 732 calls for service in Los Altos Hills and in the concluding contract term of 2019-2024, there were 2,486 calls for service in Los Altos Hills. Estimated actuals for FY2023-24 are low due to the fact that the invoice for services in this fiscal year had not been received from Palo Alto by the time of the printing of this budget book. For fiscal year 2023-24 the Town was invoiced $53,714.80 for animal control services. 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%
23/24 Est
Actual
Thu 3/31
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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.
$15K
$168K
$363K
$487K
$(12K)
$115K $115K
$(100K)
$-
$100K
$200K
$300K
$400K
$500K
$600K
-100,000
0 100,000
200,000
300,000
400,000
500,000
600,000
20/21
Actual
21/22
Actual
22/23
Actual
23/24
Budget
23/24
Est Actual
24/25
Proposed
Budget
25/26
Planned
Budget
Supplemental Safety Transfers
Budget Actual
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
Intergovernmental $ 14,806 $ 161,285 $ 165,573 $ 100,000 $ - $ 115,000 $ 115,000 Other Source/(Uses):

General Fund Support - 6,970 197,114 387,055 (11,727) (115,000) (115,000) 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 - -
Transfer $ 115,000.00 $ 115,000.00
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!
23/24 Est
Actual
Thu 3/31
63

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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 (onsite contractor)
Assistant Community Development Director/
Building Official (1 FTE)
Building Technician/Inspector (1 FTE)
Permit Tech (onsite contractor)
Building Inspector (onsite contractor)
Plans Examiners (off site contractor)
PLANNING ADMINISTRATION (011-3100)
PROGRAM SUMMARY & MAJOR SERVICES:

The four Divisions within the Department have distinct yet related taskings and areas of focus, allowing the Department to ensure that directives from the State regarding development and growth are complied with while striving to maintain the integrity of the fabric of the Town that makes Los Altos Hills the desirable community that it is. The Planning Division has two primary areas of focus. First, it 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. Second, 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). The Building Division is responsible for the built environment of the Town, ensuring that development and construction activities are consistent with the land use management and development entitlement efforts performed by Planning, as well as compliant with construction standards and Life/Health/Safety regulations established by the State and other entities. This is achieved through plan checking, permitting, and inspection of building activity within the Town. Sustainability incorporates elements and activities of both Building and Planning to ensure that the development and operations of the Town promote compliance with environmental and energy efficiency standards while again protecting the elements that make Los Altos Hills one of the most desirable communities anywhere. Finally, Code Enforcement works with both Building and Planning to ensure that visitors, residents, and developers all abide by the rules and regulations within the Municipal Code.

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
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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% View from off-road Pathway to La Paloma Road
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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.

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

Planning Department revenues are currently at 83% 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. Additionally, FY2023-24 saw several complex projects and activities undertaken by the Department that were outliers in terms of expense generation in both staff time and paid consultant services. These included the preparation and adoption of the 6th Cycle Housing Element, the permanent SB 9 Ordinance, and several complex Builder’s Remedy applications submitted to the Town. With the adoption and certification of the Housing Element and the adoption of the SB 9 Ordinance, it is hoped that expenses will resume a more stable and predictable pattern. However, if spending continues in its current trajectory we will also be spending over projections. Again, going forward this should 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. While some of the Site Development-related applications may reduce in volume due to the revised regulations from the State, fees will still be generated for Planning as staff review the related building permit applications. 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 division will be conducting a Cost-of-Service Study and Fee study in the first part of FY2024-25 which may impact planning revenues.

COST RECOVERY:

The Planning Department’s cost recovery target is set at 90 % for its fee-related services (i.e. processing of zoning and site development permits), as a result of the last fee study prepared several years ago. 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 FY2024-25 which may affect planning revenues.

Car show at the Picnic
67

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PLANNING ADMINISTRATION (011-3100) (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
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 1,646,801 1,657,713 Total Funding Source $ 1,609,722 $ 1,673,492 $ 1,846,112 $ 2,261,149 $ 1,962,197 $ 2,262,601 $ 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 54,987 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 $ 2,262,601 $ 2,291,387 $ Increase/(Decrease) From Budget $ 1,452 $ 28,787
% Increase/(Decrease) From Budget 0% 1%
23/24 Est
Actual
Thu 3/31
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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. In particular, the increase in Planning Commission meetings necessitated a substantial increase in staff time for the set up and administration of Planning Commission meetings, packet preparations, etc., and with several individual items on each agenda in addition to the SB 9 Ordinance and/or Housing Element, these costs were not able to be easily attributable to any one individual project. 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%
23/24 Est
Actual
Thu 3/31
69

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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%
23/24 Est
Actual
Thu 3/31
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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 City Council Work Plan and a focus on improving the division’s service levels. The City Council Work Plan and increased service levels call for several onetime costs during the FY2024-25 budget cycle, which are reduced and replaced by lower ongoing annual maintenance costs for the next fiscal year. Even accounting for the increased service level costs in FY2025-26 ($1,000,000) vs the costs in FY2024-25 ($975,000), the result is a reduction in the overall budget of more than 13% from FY2024-25 to FY2025-26 ($1,545,000/$1,335,000). Another important element of the operational plan is it envisions the Department conducting a Cost-of-Service Study and Fee study as well as studying in-lieu, and impact fees in the first part of FY2024-25. Each of these studies will ensure the collection of 90-95% of existing and new expenses and will also help other divisions meet their goals as these same costs will be included in the studies. 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 reduced General Fund subsidy to ensure uninterrupted operations.

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 a consultant permit technician. While the continued use of consultants does come with a higher hourly 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 if the Town were to hire FTEs to fill those positions when revenues have been reduced. This is something we are already seeing in the Community Development Department, affecting the Planning Division as new state laws are shifting the focus of planning work. The use of consultants allows the Town to adjust consultant support levels to circumvent those negative economic trends outside of the Town’s control. Currently, the Town relies on consultant support for administrative, plan review, and inspection services. Permit system modifications have been underway since the beginning of 2024, and many of the one-time costs seen in the FY2024-25 budget are related to costs associated with expanding the permitting system’s capabilities. Permit system modifications to date have helped define additional modifications to the permitting system that, in turn, increase service levels. As the permitting system’s capabilities are expanded and more services are offered online, we may be able to reduce the Building Division’s dependence on consultant support.

Revenue projections for FY2024-25 were estimated based on actual expenses from the start of the fiscal year until March 31, 2024, and increases seen in permit activity, which have risen by an average of about 14% annually, or a 175% increase over the last five-year period. As a result, the department anticipates that expenses for building permit activity in FY2024-25 will be higher than in FY2023-

24. However, the added administrative costs will only be partially supported by the increased revenue from that activity, leading to shortfalls in the FY2024-25 budget. Looking beyond FY2024-25, revenue shortfalls are expected to be mitigated as studies are completed and increased revenues move operations toward a balanced budget.

Key differences between the FY2024-26 budgets and the FY2023-24 budget include increased consultant support for administrative, plan review, and inspection services due to the increased utilization of those contractual services. For FY2023-24, administrative, plan review, and inspection services were budgeted at $415,000, while estimated actuals put that number at roughly $850,000 for FY2023-

24. In response, the FY2024-25 budget set the anticipated need at $975,000 and $1,000,000 for FY2025-26, based on a 14% increase from this year’s estimated actuals. One-time costs for studies and software for FY2024-25 were budgeted at $195,000, which reduce to $5,000 for FY2025-26. The same is true for miscellaneous projects like file scanning, which is budgeted to help free up office space, or support for the Climate Action Plan, which includes reports, rebates, and subsidies for heat pump water heaters and whole-home energy studies for residents, and greater software maintenance for the added software. These costs rose to $297,000 for FY2024-25 from $100,000 in FY2023-24 but dropped to $252,000 for FY2025-26. New annual cost allocations for Town Center add $97,000 annually. The same is true for new software subscriptions that add $106,000 annually. This accounts for roughly one million dollars in new costs when you factor in the $125,000 in salary savings that came with the elimination of one FTE. See the Budget Item Comparison table for a summary of the key differences.
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BUILDING OPERATIONS (011-3200) (CONT)
Budget Item Comparison
FY23-24 vs FY24-25 and FY25-26
Budget Items FY2023-24
Budget
FY2023-24
Estimated
Actuals
FY2024-25
Budget
FY2025-26
Budget
Administrative, Plan Review, and Inspection Services $415,000 $850,000 $975,000 $1,000,000 One-Time Costs for Studies and Software N/A N/A $195,000 $5,000 Miscellaneous Projects (e.g., File Scanning, Climate Action Plan Support) $100,000 N/A $297,000 $252,000
New Annual Costs for Town Center N/A N/A $97,000 $97,000 New Software Subscriptions N/A N/A $106,000 $106,000
Salary Savings from Elimination of One FTE N/A N/A ($125,000) ($125,000) Total $515,000* $850,000 $1,545,000* $1,335,000
* Roughly one million in new expenses for FY24-25.

New Art Sculpture at Town Hall
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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%
23/24 Est
Actual
Thu 3/31
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BUILDING OPERATIONS (011-3200) (CONT)
COST RECOVERY:

The Building Department’s cost recovery target is set at 90%. The target for all permit fees and operations is full cost recovery. To ensure that fees assessed do not exceed 100% cost recovery as required by state law, the permit fees were adjusted to achieve a cost recovery of 90-95%. 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 the 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 the 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 of 90-95% moving forward. Reassessment every five years is recommended to help ensure effective cost recovery is achieved.

This same approach will also be applied to fees within the planning and engineering departments to ensure they are meeting their cost recovery goals. The Building Division also anticipates renegotiating existing contracts for various consultant services with the goal of reducing the ongoing burden on the division and the general fund. 74

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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
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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 2023-24 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
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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 2023-24 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
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COMMUNITY SERVICES ADMINISTRATION (011-1000) (CONTINUE) 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 527,984 687,648 815,623 805,341 722,824 909,980 917,690 Total Funding Source $ 527,984 $ 687,648 $ 815,623 $ 805,341 $ 722,824 $ 909,980 $ 917,690 Department Spending
Personnel 152,585 151,803 195,679 114,787 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 $ 805,341 $ 722,824 $ 909,980 $ 917,690 $ Increase/(Decrease) From Budget $ 104,639 $ 7,710
% Increase/(Decrease) From Budget 13% 1%
23/24 Est
Actual
Thu 3/31
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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%
23/24 Est
Actual
Thu 3/31
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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. Even with rising costs in hosting events, the proposed budget for FY2024-25 is slightly less due to salary savings. Community Services only has one FTE at a supervisor level rather than a Manager.

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%
23/24 Est
Actual
Thu 3/31
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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 at the park including gophers and rodents 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%
23/24 Est
Actual
Thu 3/31
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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
23/24 Est
Actual
Thu 3/31
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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
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Public Works

PUBLIC WORKS ADMINISTRATION
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 238 238 238
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 45 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
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PUBLIC WORKS ADMINISTRATION (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 2024-26 Goals 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 stinkwort growth.
• Addressed close to 1,000 work order requests (by end of FY2023/24) 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 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 as potential hazards.
• Sewer operation and maintenance through West Bay
Sanitary District.
• Town-wide tree inspection on highly used roadways and pathways, park, and Byrne Preserve.
• Complete construction for the 2024 and 2025 Sanitary
Sewer Repair and Replacement project.
• Continue to notify and guide residents of street trees identified with potential hazards.
• Continue sewer operation and maintenance contract
with West Bay Sanitary District.
• Continue Town-wide tree inspection on highly used
roadways and pathways, park, and Byrne Preserve.

Westwind Community Barn
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Town
Goal 2023-24 Accomplishments 2024-26 Goals 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 Pathways.
• 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.
• Completed the Plans and Specifications for the El Monte Fire Station Utility Undergrounding (Rule 20A) project; advertised for bid; and awarded a construction contract. • Prepared a concept design for the Heritage House Upgrade project for approval by Council.
• Replaced over 190 street name signs for the Street Sign Replacement Project.
• Completed the Plans and Specifications for the Matadero Creek Restoration and Bank Stabilization and advertised the project for bid.
• Installed backup batteries and new controllers for the three (3) traffic signals along El Monte Avenue.
• 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 Utility
Undergrounding (Rule 20A) project.
• Complete construction of the Matadero Creek
Restoration and Bank Stabilization, including the offsite mitigation work at Byrne Preserve.
• Construct and rehabilitate pathways as prioritized and approved by the Pathways Committee and City Council.
• Provide routine pathway maintenance and work order
service requests throughout the Town pathways.
• Complete Phase 2 of the Summerhill Pathway project.
• Complete the Corp Yard Locker Room project.
• Work with Technology Committee and Los Altos Hills
Community Fiber to construct fiber infrastructure at
priority sites utilizing ARPA funds.
• Finalize design for Civic Center Improvements/Town Hall Addition Phase II.
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ENGINEERING (011-3300)
BUDGET SUMMARY:

Engineering Administration’s work includes capital improvement management, development reviews, 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. Starting FY2024/25, a new full-time Public Works Inspector position has been added to minimize reliance on professional and contractual services for inspections and to allow Public Works engineers to focus on design and project management. In addition to increased Engineering staff operating costs to support the community and for delivery of projects and services, the amount for billable professional services are estimated and included ($100,000 for FY2024-25 and $65k for FY2025-26) to the Engineering operating budget. Professional services for review and inspection of development projects are reimbursed by applicants, but costs are reflected in the operating budget. 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%
23/24 Est Actual
Thu 3/31
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SEWER (048: CAPITAL, 051: OPERATION)
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 for new connections to the sewer system. In 2022, 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 6% respectively to $1,846 and $1,957 per main unit of service and a 4% increase in FY2026-27 to $2,035. Each Accessory Dwelling Unit (ADU) sewer service charge is 50% of the main unit service charge.

Due to increasing costs of operations, conveyance, and the Palo Alto Regional Waste Quality Control Plant (RWQP) capital projects, Sewer Reserve Funds are anticipated to be drawn for the next two years. Therefore, it may be necessary to conduct another sewer rate study within the next two years.

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 substantial one-time increase mainly due to increases in RWQP capital project costs.

The sewer budget is anticipated to taper back down to a more modest increase in FY2025-26. The Town’s 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 in the development of an asset management approach to the annual sewer capital program. With an overall review of the Town’s sewer system and understanding 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 sanitary sewer overflows (SSOs) 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
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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%
23/24 Est
Actual
Thu 3/31
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STORM DRAIN OPERATIONS (011-4500)
BUDGET SUMMARY:

The Storm Drain Operations Program involves ongoing management of the Town’s storm infrastructure, including drainage repairs and maintenance, project administration, monitoring, and annual storm water reporting. 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 2004 Storm Drainage Infrastructure Master Plan is needed.

The increase in the FY2024-25 operating budget from the FY2023-24 is largely due to higher personnel costs and addition of a full-time Public Works Inspector.
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%
23/24 Est
Actual
Thu 3/31
90

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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.

The increase in the FY2024-25 operating budget from the FY2023-24 is largely due to higher personnel costs, addition of a full-time Public Works Inspector, and restoring the tree maintenance budget, which was reduced in the previous year. 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%
23/24 Est
Actual
Thu 3/31
91

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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 residents and Pathways 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%
23/24 Est
Actual
Thu 3/31
92

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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 Budget, 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%
23/24 Est
Actual
Thu 3/31
93

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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 Budget, 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%
23/24 Est
Actual
Thu 3/31
94

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Capital Improvement
Plan Summary and
Funding Sources

Byrne Preserve
95

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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
96

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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
97

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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 98

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Capital Projects
Purissima Park Multipurpose Room Ribbon Cutting
99

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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
100

Page 581 of 624 ends

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
101

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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
102

Page 583 of 624 ends

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:
103

Page 584 of 624 ends

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
104

Page 585 of 624 ends

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
105

Page 586 of 624 ends

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
106

Page 587 of 624 ends

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
107

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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
108

Page 589 of 624 ends

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
109

Page 590 of 624 ends

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
110

Page 591 of 624 ends

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
111

Page 592 of 624 ends

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
112

Page 593 of 624 ends

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
113

Page 594 of 624 ends

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
114

Page 595 of 624 ends

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
115

Page 596 of 624 ends

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
116

Page 597 of 624 ends

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
117

Page 598 of 624 ends

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
118

Page 599 of 624 ends

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
119

Page 600 of 624 ends

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
120

Page 601 of 624 ends

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:
121

Page 602 of 624 ends

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
122

Page 603 of 624 ends

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:
123

Page 604 of 624 ends

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. 124

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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
125

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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:
126

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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
127

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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
128

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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
129

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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:
130

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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:
131

Page 612 of 624 ends

For
Fiscal Year Jan 1
City
Population
Countywide
Population
2023-2024 2023 8,477 1,901,768
2024-25 2024 8,476 1,902,166
Factors for
Fiscal Year published
2022-2023 4.44% May 1, 2023
2024-2025 3.62% May 1, 2024
Amount
a) Prior Year Appropriations Limit 9,166,162
b) Adjustment Factors percent ratio
1) Population Change 0.02% 1.0002
Population in city or county? County
2) Cost of Living 3.62% 1.0362
State CPI or % New non-residential? CPI
3) Combined adjustment factor 1.036
c) Adjusted Limit 9,499,965
d) Alterations
e) Appropriations Limit - Current Year 9,499,965
Amount
a) Proceeds of Taxes 9,946,355
b) Exclusions 1,712,362
c) Appropriations Subject to Limitation 8,233,993
d) Appropriations Limit (current year) 9,499,965
e) Under (Over) Limit 1,265,972
Cost of Living Adjustment Factors
Appropriations Limit
Population Changes
Percentage
Change in
Per Capita
Personal
Income
Source: Calif Dept of Finance
Appropriations Subject to Limitation
Town of Los Altos Hills, Gann Limit Calculation for 2024-25 ITITEM 9B, Attachment 4

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1 Arika Miller
From: allan epstein <[email protected]>
Sent: Thursday, June 20, 2024 3:01 PM
To: Arika Miller; City Council
Cc: Peter Pirnejad
Subject: Agenda Item 9B: Proposed FY'25-26 Budget and 5 year capital plan Hi Arika,
Please attach these comments to today’s Council agenda.

Some comments on FY’25 /26 Budget key issues as expressed at some of the budget review meetings in which I have participated. Including the joint Council-FIC Meeting, FIC meetings and other budget review meetings. While a member of the FIC, these are my personal observations. List is not intended to be complete.  Town is transitioning from a period of increasing fund balances, due to revenue exceeding expenses and ARPA receipts, to one of declining balances.
 Total fund balances are projected to decrease from $25.2 million on June 30, 2023 to an estimated-actual at June 30, 2024 of $23.6 million and projected balances at the end of FY’25 and FY’26 of $19.2 and $18.3 million, respectively, a decline of $7 million in three years, $2 million of which was ARPA Funds.  Unassigned fund balance in the General Fund declines from and estimated-actual FY’25 starting balance of $2.6 million, to $468,000 and $200,000, at the end of FY’25 and FY’26, respectively.  These declines are occurring despite tax revenue growth of 4% per year in FY’25 and FY’26.  The City Manager cautions in his transmittal letter that given these reductions the Town may need to consider either reducing baseline expenditures and/or increasing tax revenues in future fiscal years.  Favorable interest rates on the current, large fund balances are generating sizeable use-of-money earnings, but these earnings will drop as interest rates decline to more customary levels and balances are reduced due to spending, refunds of past due development deposits, and excessive building fees charged in a part of one year.
 Capital project spending detailed in the budget in most cases is appropriations and may not correspond with actual spending in the fiscal year due to the budgeting process or delays in completing capital projects. In the case of the Matadero Creek Erosion project, spending will exceed $1 million in the fiscal year resulting in additional transfers being necessary. Due to the current unknown status of planned capital spending and appropriations, actual balances and reserves may be less at the end of FY’26, should all approved projects be completed. Currently there are insuƯicient funds to support the five year capital plan in some of the funds.
 The FY’25 budget recommends two head count additions, Management Analyst and Public Works Inspector. Due to the significant expense and long-term implications resulting from personnel additions, such additions should require detailed analysis and justification. InsuƯicient explanation has been provided to support the need for the addition of another person in the City Manager’s department. Inspection of public works projects has been successfully handled by department engineers and outside consultants. Public Works Inspection work is intermittent, and a cost study has not been provided which demonstrates that adding this position is a more cost-eƯective long-term solution. Budget does not demonstrate significant increase in workload to necessitate these additions to staƯ.  New capital requests for FY’25 total $4.7 million. Considering declining available funds, some projects may need to be reconsidered.
 Planned $1 million increase in building operation expense in FY’25 seems excessive, since it is not driven by increasing volume or revenue (which increases only 8%) from the current level. The 50% increase in ITEM 9B, Supplement 1

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Los Altos Hills City CouncilJune 20, 2024

Los Altos Hills City Council
June 20, 2024