Los Altos Hills City Council
July 21, 2025

concealed spaces not otherwise specified by these standards. Combustible concealed spaces to be sprinklered include bathrooms, closets and overhangs greater than 4’.

2. The four (4) most hydraulically remote sprinklers are proposed to be included in the system design.

3. The new single family dwelling will be constructed as Type III-B.

4. All building permit drawings shall clearly specify the requirement for installation of a residential fire sprinkler system as amended by approved alternate means/methods. Building permit plans shall identify the sprinkler system installation permit as a “deferred submittal” subject to separate submittal, review and approval by the Santa Clara County Fire Department,

5. A copy of the Alternate Means/Methods application form, with approval signature shall be made part of the building permit drawing set, to be routed to Santa Clara County Fire Department for final approval.

33. Water Supply Requirements: Potable water supplies shall be protected from contamination caused by fire protection water supplies. It is the responsibility of the applicant and any contractors and subcontractors to contact the water purveyor supplying the site of such project, and to comply with the requirements of that purveyor. Such requirements shall be incorporated into the design of any water-based fire protection systems, and/or fire suppression water supply systems or storage containers that may be physically connected in any manner to an appliance capable of causing contamination of the potable water supply of the purveyor of record. Final approval of the system(s) under consideration will not be granted by this office until compliance with the requirements of the water purveyor of record are documented by that purveyor as having been met by the applicant(s). 2019 CFC Sec. 903.3.5 and Health and Safety Code 13114.7.

34. Address identification: New and existing buildings shall have approved address numbers, building numbers or approved building identification placed in a position that is plainly legible and visible from the street or road fronting the property. These numbers shall contrast with their background. Where required by the fire code official, address numbers shall be provided in additional approved locations to facilitate emergency response. Address numbers shall be Arabic numbers or alphabetical letters. Numbers shall be a minimum of 4 inches (101.6 mm) high with a minimum stroke width of 0.5 inch (12.7 mm). Where access is by means of a private road and the building cannot be viewed from the public way, a monument, pole or other sign or means shall be used to identify the structure. Address numbers shall be maintained. CFC Sec. 505.1.

35. Construction Site Fire Safety: All construction sites must comply with applicable provisions of the CFC Chapter 33 and our Standard Detail and Specification S1-7. Provide appropriate notations on subsequent plan submittals, as appropriate to the project. CFC Chp. 33.

Project approval may be appealed if done so in writing within 21 days of the date of the approval.

Please refer to the Conditions of Project Approval set forth herein. If you believe that these Conditions impose any fees, dedications, reservation or other exactions under the California Government Code Section 66000, you are hereby notified that these Conditions constitute written notice of a statement of the amount of such fees, and/or a description of the dedications,

reservations, and other exactions. You are hereby further notified that the 90-day approval period in which you may protest such fees, dedications, reservations, and other exactions, pursuant to Government Code Section 66020(a), has begun. If you fail to file a protest within this 90-day period complying with all of the requirements of Section 66020, you will be legally barred from later challenging such exactions.

Upon completion of the construction, a final inspection shall be required to be set with the Planning and Engineering Departments prior to final building inspection approval.

NOTE: The Site Development permit is valid for one year from the approval date. All required building permits must be obtained within that year and work on items not requiring a building permit shall be commenced within one year and completed within two years.

Sincerely,
Jeremy Loh
Associate Planner
Enclosures: Approved Plans

TOWN OF LOS ALTOS HILLS July 21, 2025
Staff Report to the City Council
SUBJECT: RESOLUTION ACCEPTING THE LOS ALTOS HILLS THREE-YEAR INFORMATION TECHNOLOGY STRATEGIC PLAN FY26-28
FROM: Cody Einfalt, Deputy City Manager
APPROVED: Peter Pirnejad, City Manager
RECOMMENDATION: That the City Council should:

Adopt a resolution (Attachment 1) accepting the Los Altos Hills Three-Year Information Technology Strategic Plan for FY26-28.

BACKGROUND:

The Town of Los Altos Hills has consistently prioritized the advancement of its technological infrastructure to enhance operational efficiency, improve service delivery, and meet the evolving needs of Town operations. The proposed 3-Year IT Strategic Plan for Fiscal Years 2026-28 represents the continuation of this commitment, building upon the successes and lessons learned from the previous strategic plan (FY 23-25). The previous plan can be found in Attachment 2.

The prior 3-Year IT Strategic Plan for Fiscal Years 2023-2025 laid the foundation for significant technological improvements across multiple departments. Approximately 70% of the projects outlined in that plan have been successfully completed, demonstrating the Town’s ability to update its technology within the constraints of available resources. Key accomplishments include the deployment of essential system upgrades, the implementation of new software solutions, and the enhancement of cybersecurity measures. Projects that remain ongoing, such as the integration of GIS systems and the digitization of physical records, have been carried forward into the new strategic plan to ensure continuity and completion.

On March 5, 2025, staff presented the proposed plan to the Technology Committee to receive their feedback (Attachment 3). The Committee asked questions about specific projects and generally agreed with the project list and the proposed direction for the next three years. The committee meeting concluded that the Town should leverage A.I. for improved data management and public service efficiency – an item that is included in the proposed FY 2026-28 plan.

On April 17, 2025, staff presented the proposed plan to the City Council for acceptance. The item was pulled from the Consent Calendar and the Councilmembers provided staff feedback to return to the Technology Committee and have them specifically review the estimated pricing for each of the proposed items in the plan (Attachment 4).

Staff worked with the Technology Committee over the course of two additional meetings, June 11th and July 16th, to receive feedback on the proposed plan. Minutes are currently pending for the two meetings.

ITEM 5K Staff Report

Staff Report to City Council Page 2
3 Year IT Strategic Plan 2026-28
July 21, 2025
The proposed IT Strategic Plan for FY 2026-28 incorporating all the comments from the Technology Committee meetings can be found in Attachment 5.

DISCUSSION:

Staff engaged the services of Dr. Jonathan Reichental to compose the FY 2026-28 Strategic Plan.

He is the same consultant that composed the first strategic plan for the Town. Over the past two months Dr. Reichental repeated a similar process to compose the updated plan. He met with key members of staff from each department to understand their goals for the upcoming year, had several meetings with the Town’s IT managed services provider to understand their roadmap for improvements in data security, and he reviewed the proposed plan with the Technology Committee for any recommended changes.

Technology Enhancements for Service Delivery and Governance One notable initiative of the 2026-28 plan is the ongoing implementation of the CivicClerk agenda management system, which enables department heads to upload staff reports and supporting documents directly, streamlining administrative processes. This system is expected to enhance transparency and reduce delays in document management.

Additionally, the Town has prioritized the deployment of eSignature capabilities for check payments, which will improve financial workflows and reduce reliance on manual processes. This initiative aligns with broader efforts to modernize financial systems and integrate technology into routine operations.

Community Development and Finance Department Software Tools

The IT Strategic Plan identifies several software tools for the Community Development and Finance departments. For example, the Town is actively working on expanding electronic payment services through the eTRAKiT permitting system. This system allows residents and their representatives to manage planning applications, engineering, and building permits entirely online, including payment processing. This initiative supports the strategic goal of improving accessibility and efficiency in Community Development.

In the Finance Department, the Town is exploring Robotic Process Automation (RPA) and Artificial Intelligence (AI) agents to automate routine financial tasks. These tools are expected to reduce manual workloads, improve accuracy, and enhance overall productivity. The implementation of these technologies may extend into FY28, demonstrating the Town’s commitment to long-term innovation.

Infrastructure and Security Improvements

The proposed plan also includes deployment of a managed Security Operations Center (SOC) to enhance cybersecurity and protect sensitive data. This initiative is complemented by the development of an IT disaster recovery and business continuity plan, ensuring resilience in the face of potential disruptions.

Staff Report to City Council Page 3
3 Year IT Strategic Plan 2026-28
April 17, 2025
Another significant project is the migration of all paper forms to online platforms, which will reduce administrative burdens and improve accessibility for residents. This effort is part of a broader strategy to digitize Town operations and integrate modern technology solutions.

Training and Capacity Building
Recognizing the importance of staff proficiency in new technologies, the plan includes initiatives to provide training on CentralSquare and other integrated systems. These efforts aim to ensure that staff can effectively utilize the tools outlined in the IT Strategic Plan, thereby improving efficiency in service delivery.

In summary, the Fiscal Years 2026-2028 IT Strategic Plan builds upon the achievements of its predecessor while introducing targeted innovations to address departmental needs and community expectations. Through careful planning, adherence to legal standards, and alignment with strategic priorities, the Town is positioned to continue its trajectory of technological growth and operational excellence.

PROJECT DESCRIPTIONS:

Below is a list of every project identified in the 2026-2028 IT Strategic Plan. Staff would like to note that several projects have been removed from the plan since this item was last discussed by the City Council on April 17, 2025.

CARRIED FORWARD ITEMS FROM 2023-2025
Upgrade or implement security cameras
• Upgrade the security cameras at the three Town Hall locations: Town Hall, Corporation Yard, Westwind Barn
eSignature for check payments
• Implement esignatures for checks via Tyler Incode
Contract expiration reminder
• Implement a publicly accessible platform for residents to review expiring contracts Migrate all paper forms online
• Create fillable forms for everything the Community Development Department and Public Works Department does with the public using Adobe
Scan backlog of physical plans
• Clear out the file record room by engaging with a company to scan and upload fiscal files into the Town’s Laserfiche system
NEW ITEMS PROPOSED FOR 2026-2028
Create eSignature policy

Staff Report to City Council Page 2
3 Year IT Strategic Plan 2026-28
July 21, 2025
• Draft a policy for eSignatures
Document digitalization and physical storage
• Research options to digitally scan, and properly store, Town documents currently held at the Corp Yard.

Develop Intranet using SharePoint
• Create an internal network site for employees to access all forms for work (i.e. HR documents, templates, user guides, etc.)
Upgrade website
• Assemble a team on staff to redesign the Town’s website to include a new layout and better navigation between the pages
Implement AI bot (experimental) – Website
• Implement an AI chatbot for the Town’s website that will have agents to help residents find content and complete tasks
Mobile Device Management (MDM) – Intune
• Analyze and recommend G5 license upgrade. This will increase email security features as well as include Intune for Mobile Device Management
Deploy IT disaster recovery + business continuity plan
• Develop and document an IT disaster recovery and business continuity plan. Includes system risk assessments, RTO/RPO targets, test runbooks, and training.

Evaluate Microsoft software licensing + CoPilot (Upgrade to G5) • Analyze and recommend G5 license upgrade. This will increase email security features as well as include Intune for Mobile Device Management
• CoPilot has been deployed for 4 users. May be deployed staff-wide. Enhanced AI capabilities
Single sign-on (Removed from plan)
Managed security operations center (SOC)
• Engage SOC provider for 24/7 monitoring. Project includes onboarding, alerting config, SIEM integration of all cloud and on prem systems, and monthly reporting setup (annually)
Remote Desktop Services (RDS) server deployment
• Deploy RDS server environment to support secure staff and contractor access. Includes planning, provisioning, testing, and group policy implementation Remote Authentication Dial-In User Service (Radius) for VPN (Removed from plan) Password manager - Potentially Bitwarden
• Evaluate and pilot a password manager. Includes vendor selection, pilot group testing, training session, and policy recommendations.

Staff Report to City Council Page 3
3 Year IT Strategic Plan 2026-28
April 17, 2025
Heritage House multimedia requirements
• Install and configure IT equipment to support events and hybrid engagement. Includes rack, switch, UPS, APs configuring and rack/stack
Add shelving or cabinets to data center
• One time physical installation of cabinets in the server room Deploy digital key access security
• Convert all doors in Town Hall from physical keys to card key access.

GIS integration – ongoing
• Working with multiple vendors the town is creating data references in its GIS and permitting system. The references will be used by staff and other vendors like Clarion to provide tailored development options and permitting instructions.

Inspection scheduling app (Removed from plan)
User guides function (Clarion)
• Clarion is a software solution that uses GIS data to create property specific development guides.

Interactive voice response (IVR) enhancements (Removed from plan) Solar permitting function (Symbium)
• Symbium is a solar permitting solution that meets technical requirements to aid in instant solar permitting. Currently Solar App+ is the sole vendor providing those services. (EIC never acted on this, so there was no follow up)
Develop and conduct Central Square training
• Still in the works. This would help town staff identify new and existing tools to help aid their work in the permitting system
Configuration of integration of TrackIt and Laserfiche
• To maintain the permitting system and aid in the automate transfer of records to archives.

The two systems need to be configured to pass files from one to the other.

Asset management solutions - Facilities/Fleet/Street Trees/Storm Drainage (Remove from plan) Corporation yard meeting/training room technology upgrades • Upgrade the Corp yard to have a teleconferencing station for team meetings and virtual training sessions.

Robotic process automation (RPA) and AI agents to automate finance tasks • Exploring the use of RPA and AI agents to automate routine finance processes such as cash receipts, data entry, and reconciliation tasks, with the goal of improving efficiency and reducing manual errors.

Automated class and comp tool

Staff Report to City Council Page 2
3 Year IT Strategic Plan 2026-28
July 21, 2025
• Evaluating HollyGov's automated classification and compensation tool to streamline classification and compensation analysis, ensure internal equity, update job classifications, and support data-driven HR decision-making.

Finance system improvements
• Identifying opportunities to enhance the Town’s finance systems through improved reporting, automated workflows, and better integration with budgeting and payroll platforms.

ENVIRONMENTAL REVIEW:

This action does not qualify as a “Project” as defined in California Government Code Section 15378(b) of the Guidelines for California Environmental Quality Act. 2024-25 CITY COUNCIL WORKPLAN:

The 2024-2025 City Council Work Plan includes several initiatives that align with the Town’s strategic priorities and operational goals. These projects reflect the Council’s commitment to enhancing service delivery, governance, infrastructure, and community engagement.

FISCAL IMPACT:

Projects identified in the strategic plan are budgeted either within the operating budget of a department (if they are specifically for that department) or within the Miscellaneous Technology Capital Improvement Project (if they support all of Town Hall operations).

The three-year plan outlines a series of projects with associated costs distributed across the three fiscal years, emphasizing both operational efficiency and community service enhancements.

In April when the IT Plan was first proposed to the City Council, the cost estimates for each project were arbitrary. Since then, staff has gone out and collected informal proposals for many of the items, allowing the estimates to be much closer to the actual cost they will incur.

Furthermore, staff has listed a low and high cost estimation for the entire 3-year plan.

In April, the cost of all the projects for the 3-year plan was estimated at just over $1,000,000.

However after revisions, staff has narrowed that pricing down to a low estimate of $355,500 and a high estimate of $600,000.

Projects requiring significant investment will be individually subject to Council approval, following the Town’s current procurement policy. Additionally, ongoing operational costs, such as software licensing and maintenance, have been accounted for in the annual budget to ensure sustainability.

Staff Report to City Council Page 3
3 Year IT Strategic Plan 2026-28
April 17, 2025
ATTACHMENTS:

1. Proposed Resolution

2. Adopted IT Strategic Plan for FY 2023-25

3. March 5, 2025 Technology Committee Meeting Minutes

4. April 17, 2025 City Council Meeting Minutes

5. Proposed IT Strategic Plan for FY 2026-28
*Elements of this report were generated by A.I.

RESOLUTION __-25
RESOLUTION __ - 25

RESOLUTION ACCEPTING THE LOS ALTOS HILLS THREE-YEAR INFORMATION TECHNOLOGY STRATEGIC PLAN FY26-28
WHEREAS, the Town composed its first IT Strategic Plan in 2023 which helped staff prioritize technology improvements over the last three years; and
WHEREAS, the Town recognizes that there is still improvements to be made, which influenced the process to complete a strategic plan for the next three years (FY 2026-28); and WHEREAS, staff engaged the services of Dr. Jonathon Reichental to compose the FY 2026-28 Strategic Plan; and
WHEREAS, Dr. Reichental spoke with key members of staff, the Town’s IT Managed Services Provider, and the Technology Committee; and
WHEREAS, the proposed FY 2026-28 plan emphasizes a balanced approach to technological investment, prioritizing projects that deliver measurable benefits to the community and internal operations.

NOW THEREFORE, the City Council of the Town of Los Altos Hills hereby accepts the Three Year IT Strategic Plan for FY 26-28.

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 21th of July 2025 by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

BY:

ATTEST: Kavita Tankha, Mayor
Arika Birdsong-Miller, City Clerk
ITEM 5K Attachment 1

ITEM 5K Attachment 2

••••

••••

••••

•••

••••

a) Deploy online plan submission function.
b) Enable easier digital addendum of permit information. c) Evaluate unused functions of Central Square for deployment. d) Conduct Central Square training for all relevant staff (Underway) e) Complete scanning the backlog of all physical plans. f) Explore integration of electronic plan check.
g) Enable online payments (Underway)
h) Update planning guide (Underway)
i) Enable online plan reviews.
j) Integrate permit and accounting systems.

•••

Technology Committee Regular Meeting
Wednesday, March 5, 2025, 5:00-6:30 PM
Town Hall Chambers
26379 Fremont Road, Los Altos Hills, CA 94022
Committee meetings are held in-person. As a courtesy, and in compliance with applicable state law, staff and members of the public may participate in the meeting in person at Town Hall or virtually via Zoom Video Conference.

To attend the meeting in person:

Chambers Conference Room, Town Council Chambers, 26379 Fremont Road, Los Altos Hills, CA 94022
To attend via Zoom Video Conference:
https://us02web.zoom.us/j/88940886875?pwd=bMwmHOnJnIye37R3X6Z4frYP5sdeoH.1 Meeting ID 889 4088 6875 Passcode: 948698 +16699006833,84031233243# US (San Jose) If you wish to submit a public comment during the meeting, raise your virtual hand. Before speaking, you may optionally identify yourself by name and where you reside.

Note: All votes shall be made by roll call and individual votes will be stated in the minutes.

1. Roll Call
a. Members:
i Lew Jamison (absent)
ii Ameesh Divatia
iii Annie Ju
iv George Lee
v John Swan
vi Sam Wood
b. Associate Members:
i Andreas Bibl (absent)
ii Sally Wood
c. Council:
i Rajiv Bhateja, Council Liaison
d. Town:
i Cody Einfalt
ii Joram Parcutilo, Management Analyst
iii WooJae Kim, Public Works Director
e. Public:
i Jonathan Reichtenthal
ii Gabby Nelson
ITEM 5K Attachment 3

iii Neil Katin
iv Mohamed Shalabi
v Nick Pliam

2. Welcome Members of the Public, Public Comment (up to 3 minutes each)

3. Approval of Prior Meeting Minutes (5 minutes)
Motion Approve 1/8/25 Meeting
Minutes
Moved by: Sam Wood
Seconded: Annie Ju
Roll Call: Yes No Abstain
Ameesh X
Annie X
George X
John
Lew
Sam X
Passes
unanimously
X

4. Speed Camera update – George/WooJae 15 minutes
a. George Lee and Rajiv Bhateja have been evaluating various speed camera options, comparing different models and vendors. The considerations include battery powered, solar powdered, and trailer mounted options. The vendors reviewed are All Traffic Solutions and TrafficLogix Radarsign.com. The expected lifespan of the units is 10-15years. b. Each speed camera is estimated to cost around $5K, with an ongoing maintenance/recurring cost of $1500 per year per camera. c. WooJae Kim independently reviewed replacement options and estimated that a like-forlike replacement would cost approximately $10,000. The existing speed camera unit is at least 10 years old.
d. Sam Wood recommends checking the battery as the primary failure mode before replacing the entire unit.
e. Nick Pliam (public member) emphasizes the importance of data collection and suggests strategic placement of speed cameras on streets such as Moody and Purissima. f. Rajiv proposes a two-week free trial with one speed camera unit to assess effectiveness before making a purchase. WooJae notes that if there is a need to include this in the work plan, it has to be done in the next month or two.
g.

Motion Recommendation to
council to go forward with
the free trial for one unit.

Moved by: Ameesh Divatia
Seconded: Annie Ju
Roll Call: Yes No Abstain
Ameesh X
Annie X
George X
John X
Lew
Sam X
Passes
unanimously
X

5. Security Camera update – Joram/Sally/John 15 minutes a. Joram Parcutilo provides an overview of the council’s work plan to upgrade the security system across all town facilities.
b. George Lee presents an analysis of different security camera vendors, focusing on storage types, AI search capabilities, and door access control features. c. The vendors under consideration are Aviglion ($85,902), Verkada ($79,451), Ubiquiti ($74,995). George highlights the importance of NDAA (National Defense Authorization Act) compliance and the challenges in determining the compliance status of certain vendors. d. George compares the total costs for each vendor, factoring in hardware, licensing, network equipment, and installation labor. Ubiquiti offers a non-licensed model, whereas Aviglion and Verkada require licensing.
e. The team discusses budget concerns, especially the need for three on-premises recorders and the potential cost of $250,000, while a Ubiquiti solution may be more cost-effective. f. Action Item: The team agrees on the need to for a level quote to ensure accurate cost comparisons. A new quote will be requested from Ubiquiti to assess the cost of replacing the existing parking lot cameras.

6. Foothill College update – Daniel/Gautam – 20 minutes a. WooJae suggests that Gautam and Daniel provide the update. There may be some good news on AT&T conduit.

7. LAH/Foothill /Hidden Villa/LAHCF update – Gautam/LAHCF/WooJae – 20 minutes a. WooJae notes that he does not have direct knowledge regarding Foothill. For the fiber project, the encroachment permit is expected to be issued by the end of the month. As discussed in the last Town meeting, LAHCF has been authorized to install two conduits through town.

8. LAH-IT 3-Year Strategic Plan – Cody - 30 minutes
a. Cody Einfalt introduces Jonathan Reichtenthal, who assisted with the previous strategic plan, to discuss the new three-year plan.
b. Jonathon explains the process of collecting input from department leaders, validating priorities, and incorporating key improvements, including enhancements to the financial system, digitalization, cybersecurity, disaster recovery, and security on mobile devices. Eaton is confident that the majority of the plan can be implemented in the first two years, depending on budget constraints.

c. Rajiv raises concerns about the website’s search functionality, suggesting the need for an AI-powered bot to enhance searchability. The website update team consist of staff and Cody, with Joram as the primary contact.
d. Cody discusses CoPilot, Microsoft’s newly released virtual assistant designed to assist with email composition and document drafting within its productivity suite. e. The team discusses the implementation of an AI-driven query system for municipal websites. Additionally, the team discusses the challenges in digitizing historical documents and AI applications in automating tasks, such as generating work orders for public concerns.

The meeting concludes with a recommendation to leverage AI for improved data management and public service efficiency.

Next Meeting: TBD
Adjourned at 6:50 PM.

ITEM 5A
Town of Los Altos Hills
City Council Regular Meeting
Thursday, April 17, 2025, at 6:00 P.M.

Council Chambers, 26379 Fremont Road, Los Altos Hills, California

Present: Mayor Kavita Tankha, Vice Mayor Rajiv Bhateja, Council Member Stanley Mok, Council Member Linda Swan, Council Member George Tyson

Absent: None
Staff: City Manager Peter Pirnejad, Deputy City Manager Code Einfalt, Public Works Director WooJae Kim, Community Development Director Jay Bradford, Finance Director Thomas Leung, Parks and Recreation Supervisor Emina Mahic, and City Clerk Arika Birdsong-Miller
CALL TO ORDER (6:00 P.M.)
Mayor Tankha called the meeting to order at 6:00 P.M.

ROLL CALL
Mayor Kavita Tankha, Vice Mayor Rajiv Bhateja, Council Member Stanley Mok, Council Member Linda Swan, and Council Member Tyson were present.

1. AGENDA REVIEW
Mayor Tankha stated that Item 9C has been removed from the agenda and requested that Public Comments for that agenda item be made under Item 3.

City Manager Pirnejad requested that Item 2B be moved to the bottom of Presentations and Appointments, after Item 2H, to allow students more time to arrive at the meeting.

2. PRESENTATIONS AND APPOINTMENTS
A. Accommodation Recognizing the Los Altos Hills 2024 STEM Winners – Marcus Blennemann, Vivienne Hollenbeck, Tohar Markovich, and Liv Weiner Mayor Tankha called upon former City of San Jose Council Member and current member of the Santa Clara Valley Science and Engineering Association, Forrest Williams, to recognize the Los Altos Hills 2024 STEM Winners. Mayor Tankha and Mr. Williams presented the certificates to the winners in attendance. Each was able to speak about their winning project.

B. Appointment to the Los Altos Hills Youth Committee
Council Member Swan motioned to appoint Ayaan Dhruv to the Youth Commission.

Vice Mayor Bhateja seconded. Approved, Vote 5-0
ITEM 5K Attachment 4

2 City Council April 17, 2025, Regular Meeting Minutes
C. Appointment to the Los Altos Hills Youth Committee
City Clerk Miller invited Jeremy Yu to speak on his behalf of his request to join the Los Altos Hills Youth Commission. He introduced himself and shared highlights of his academic and personal background.

Council Member Swan motioned to appoint Jeremy Yu to the Youth Commission.

Vice Mayor Bhateja seconded. Approved, Vote 5-0
D. Proclamation Recognizing Asian American and Pacific Islander (AAPI) Heritage Month
Council Member Mok noted some Los Altos Hills residents were members of AAPI.

He read an overview of the organization and noted some challenges in the Asian and Pacific Islander communities.

Mayor Tankha proclaimed the month of May 2025 as Asian American and Pacific Islander Heritage Month for the Town of Los Altos Hills.

E. Proclamation Recognizing Mental Health Month
Council Member Mok noted that the Cities Association created a video about Mental Health Awareness Month. He noted that many folks who have mental health issues suffer alone. He read a brief statement on the importance of creating a supportive community for those seeking assistance.

Mayor Tankha proclaimed the month of May 2025 as Mental Health Awareness Month for the Town of Los Altos Hills.

F. Proclamation Recognizing International Dark Sky Week Mayor Tankha introduced this topic and noted that the Town of Los Altos Hills had no streetlights, which was by design. She invited City Clerk Miller to read the proclamation.

Council Member Swan made a brief statement in support of the Dark Skies of the Town of Los Altos Hills.

G. Proclamation Recognizing Bike Month
Mayor Tankha introduced a special guest, Ella, to accept and read the proclamation recognizing May as Bike Month.

H. Appointment to the Los Altos Hills Finance and Investment Committee City Clerk Miller introduced Dominiqu Grau and noted he was interested in an appointment to the Finance & Investment Committee. He introduced himself and shared some of his experiences that were relevant to serving on the committee.

Vice Mayor Bhateja motioned to appoint Dominique Grau to the Finance & Investment Committee. Council Member Swan seconded simultaneously. Approved, Vote 5-0

3 City Council April 17, 2025, Regular Meeting Minutes

3. PRESENTATIONS FROM THE FLOOR
Bridgett Morgan, a resident of Los Altos Hills, spoke about her area of the Town and the history of its annexation.

Jill Grunwald, a resident of Los Altos Hills, requested to modify the Town’s travel policy regarding international travel and other details for staff and the Council.

Bud Cristal, a resident of Los Altos Hills, spoke about the LAHMC regarding trees and views.

He asked that the Council to consider placing this issue on a future agenda to facilitate a resolution on the issue.

Gerda Cristal, a resident of Los Altos Hills, spoke about the LAHMC regarding trees and views. She asked the Council to consider placing this issue on a future agenda to facilitate a resolution on the issue.

Gautham Agarwal, a Los Altos Hills resident, provided an update on the Los Altos Hills fiber project.

Ayaan Dhruv, recently appointed to the Youth Commission, introduced himself and commented on his motivation to be appointed.

John O’Connell, a resident of Los Altos Hills, commented on the issue of communications and his civic efforts.

Lanvi Evans, a Los Altos Hills resident, spoke about the contradiction of the Dark Sky Ordinance and the development agreement that would allow developers to build on steep slopes. She urged the Council to halt conversations with the developers and work on adopting the amendment shared by Michael Baker.

Mayor Tankha responded to her comment by stating that the City Council has approved an amendment effort, but noted if a better option became available, then it would be in the best interest of the Town for the Council to explore that option.

4. NEW BUSINESS
A. Discussion and Consideration of Adopting Amendments to the California Fire Marshall's Fire Hazard Severity Zone Base Maps in Los Altos Hills (Staff: J. Bradford) Mayor Tanka recused herself from this agenda item to avoid a conflict of interest since she lives within 500ft. of the proposed area. Vice Mayor Bhateja led this portion of the meeting.

Mayor Tankha noted that she spoke with the City Attorney, and he advised her to recuse herself.

City Attorney Mattas clarified that her property had a differential effect on her property compared to anyone else’s property and cited an excerpt from the conflict-ofinterest law.

Director Bradford presented the staff report, which was prompted by the State Fire Marshal's release of updated FHSZ maps on February 24, 2025. These maps classify areas into "Moderate," "High," and "Very High" fire hazard zones based on factors such

4 City Council April 17, 2025, Regular Meeting Minutes
as vegetation, slope, and fire weather conditions. The Town is required to adopt, at a minimum, these updated base maps within 120 days of their release and may consider additional amendments to increase fire hazard severity zones within Town limits.

Dr. Steve Quarles, an expert on wildfire building science, spoke to the Council to explain the importance of home hardening and defensible space in wildfire-prone areas.

His insights supported the Town’s consideration of local amendments to the Fire Hazard Severity Zone maps.

A question-and-answer between the Council and staff ensued prior to the continuation of Director Bradford’s staff report, which presented several amendment options, and then resumed at the conclusion.

PUBLIC COMMENTS.

Allan Epstein, a resident of Los Altos Hills, stated the reason why that area of the map was red was because they were next to a state-responsibility area, and that residents were not protected from fire hazards in the red area. He also stated that he felt coding that area would have an adverse effect on the insurance rates and resale values of those properties. He suggested the residents should take steps to harden their properties against fire hazards.

John O’Connell, a resident of Los Altos Hills, agreed with Mr. Epstein’s comments and stated he was opposed to adopting anything but the state maps.

Birgitta Indaco, a resident of Los Altos Hills, agreed with the previous speakers’ comments and noted that there was a conundrum between alerting the insurance companies regarding fire hazard by adopting certain maps and keeping risky development at bay using the same maps. She noted that code enforcement was a big issue.

Melanie Anderson, who lives in a “red zone” due to being adjacent to a high-fire risk property, stated that no matter what measures or requirements they took, the insurance companies would find reasons to uninsured her property. She shared her concern over the unmaintained property next to her home.

Betty Kayton, who lives in a “red zone” and Pyrologix CFO, which is the company that built all the maps that CalFire uses for severity zones. She stated that the maps her engineering team gave to CalFire were a lot less red than the maps they circulated. She suggested they asked why CalFire did not use the maps they were hired to create. She also stated she was working with Lloyds of London to underwrite special policies for insurance. She also mentioned that Rancho was a problem and asked if there could be an effort to clear a perimeter to protect Los Altos Hills residents.

Dave Stewart, a Los Altos Hills resident attending via Zoom, complimented Director Bradford’s work with the alternate maps. He suggested they decouple the wildfire

5 City Council April 17, 2025, Regular Meeting Minutes
hardening and regulations from the maps. He recommended that the Town accept the maps as is and make the fire safety codes more stringent and enforceable.

Martha Bowden, a Los Altos Hills resident attending via Zoom, recommended that the Town stay with CalFire’s base map.

Paul Marcos, a Los Altos Hills resident attending via Zoom, echoed John O’Connell’s comments about communication. He wanted to know why they should choose to override CalFire’s base maps.

Joanna Young, a Los Altos Hills resident, shared her wish that the Council and staff could convince the state to change the high-density housing requirements and address her other concerns.

Hari Sankar, a Los Altos Hills resident attending via Zoom, commented that he did not wish the Town to change the CalFire base map.

Rajiv Patel, a Los Altos Hills resident attending via Zoom, advised the Council that the speaker who talked about Pyro Logix had very valuable information, and they should allow her more time to comment.

Vice Mayor Bhateja invited Betty Kayton to speak again
Betty Kayton continued her comments regarding explaining risks to fire and suggested that the Town make fire hardening a requirement.

Council Member Tyson commented that he placed some information regarding fire hardening at the back of the council chambers. He noted he felt that the entire town was within a moderate fire zone.

Council Member Swan commented that the LAHCFD was doing some clearing in Hidden Villa and suggested the Town look into similar efforts. She also noted that she felt code changes did not seem to be an option.

Council Member Mok thanked Director Bradford for his work on this matter and suggested that they not change the maps. He noted that this needed to be treated as a long-term goal. He also mentioned that there was an upcoming meeting scheduled to take place at Gardner Bullis School.

Vice Mayor Bhateja agreed with the previous council members’ comments and noted that communication of Town issues was a complex issue and noted all the methods engaged by staff. He commented that he felt there was merit to sticking with the state maps, and amending the local ordinances would be helpful.

City Manager Pirnejad noted that staff would place an ad in the newspaper to advertise for future meetings related to this issue and thanked Chief Estrada of the Santa

6 City Council April 17, 2025, Regular Meeting Minutes
Clara County Fire District (SCCFD) for attending their meeting to be available to answer questions. He also stated the upcoming meeting schedule for this topic and outlined the required actions.

The meeting recessed at 9 PM for 10 minutes.

The meeting was reconvened around 9:10 PM.

B. Consideration to Establish an Ad Hoc Committee Tasked with Discussing Options for the Expiring Law Enforcement Agreement with the Santa Clara County Office of the Sheriff
Deputy City Manager Einfalt noted that they were currently under a 2-year contract.

He recommended that the Council form an ad hoc committee to assist with planning to determine budget impacts.

Mayor Tankha agreed with this assessment and asked which council members would like to volunteer to be on the ad hoc committee.

Vice Mayor Bhateja volunteered and Council Member Swan stated that she would also volunteer.

Council Member Mok volunteered to be an alternate.

Council Member Swan motioned to form an ad hoc committee consisting of Vice Mayor Bhateja and Council Member Swan to look at the expiring law enforcement agreement to determine the resources needed by the Town. Council Member Mok seconded. Approved, Vote 5-0
C. Receive the Town-wide Compensation Study and Accept Findings for the FY 2025- 26 Proposed Salary Schedule
Finance Director Thomas Leung presented the FY 2025–26 Compensation Study, explaining that Town management had investigated the root causes of high staff turnover and implemented strategies to address them. A key finding was that salary competitiveness played a significant role in retention challenges. To assess this, the Town conducted a market comparison with similar municipalities to identify compensation gaps across various roles. Based on the findings, adjustments to salary ranges were proposed to make the Town’s compensation more competitive, with changes set to take effect on July 1st, pending adoption. Director Leung emphasized that these adjustments would not impact on the current fiscal year’s budget. He then introduced Brendan Hellweg, who presented the detailed salary study conducted using Holly, an AI-powered platform designed for government hiring and workforce analysis.

Council Member Tyson commented that he thought the methodology was interesting and noted that the workforce rules appeared to have changed after the pandemic. He inquired how varying work-from-home policies between municipalities affected their results.

City Manager Pirnejad responded that staff appreciated the flexible work-from-home policies, and the current staff were responsible for their use of that policy. He noted that

7 City Council April 17, 2025, Regular Meeting Minutes
staff are required to be in the office Tuesday through Thursday; however, there is flexibility on occasion.

Council Member Swan commented that she was happy to see the employee turnover rate go down and thanked City Manager Pirnejad for his policies that contributed to that.

Council Member Mok asked how the cities were chosen for the study. He mentioned that Cupertino, Los Gatos, and Campbell were different from Los Altos Hills.

City Manager Pirnejad provided a partial answer, which was based partially on geography.

Finance Director Leung also contributed to the response, which also gave the commutable distance as a parameter, even if those cities were not similar. However, he did choose some cities that were similar in terms of being contract cities.

Council Member Mok also asked how Holly was chosen, and Director Leung noted that Holly had reached out to Peter through professional circles. He also noted that since the company used AI-based research, it allowed for a less expensive study.

Vice Mayor Bhateja asked Brendan about the source of Holly’s data, and he responded that they used public sources and matched duties, not titles. Vice Mayor Bhateja also noted that the population data for this report appeared to be incorrect, and he questioned Brendan on the source of their data.

Mayor Tankha expressed her appreciation for the valuable services provided by Holly.

PUBLIC COMMENTS.

Allan Epstein, a resident of Los Altos Hills, noted that proximity was an important issue and noted that population should not be a factor; it was the services that the city provided.

John O’Connell, a resident of Los Altos Hills, noted that he favored people with growth potential because they were cheaper vs. experienced. He also agreed that the Town should not base pay on standard job titles.

Dominique Grau, a Los Altos Hills resident, commented that he felt the analysis was pretty good. He further commented that focusing only on salaries was only a small part of the equation, and benefits should also be considered.

Rajiv Patel, a Los Altos Hills resident attending via Zoom, noted that it was good to hear that there was a lower turnover rate with staff overall; however, he felt that that was not the case with the Planning Department. He hoped that there would not be further negative impacts on this area.

Mayor Tankha asked Director Leung about the next steps, and he responded.

8 City Council April 17, 2025, Regular Meeting Minutes
Council Member Tyson noted that they should be more careful about considering compensation based on “company size” and that smaller organizations tended to require more flexibility in roles.

Council Member Mok commented that he did not wish to take any action that would cause further loss of staff. He felt that the Town staff worked harder than the staff in other jurisdictions, and they should be compensated for that extra effort.

Vice Mayor Bhateja commented that, in general, he felt that a salary study was a good idea, and that a salary schedule for the high-level positions was not comparable because the Town was small. He was in support of the current staff and their work efforts and recommended compensating for above-average work efforts.

Mayor Tankha commented that she also supported the above-average compensation for above-average performing staff.

Before the roll call vote, Vice Mayor Bhateja requested an addendum to the motion (in italics) and Council Member Tyson seconded again, since the request reorganized the existing data, requiring minimal staff efforts.

Council Member Swan motioned to receive the Compensation Study and accept the findings, adding a request for a reference for the smaller towns for the higher positions.

Council Member Tyson seconded.

MOTION PASSED: 5-0
AYES: Tankha, Bhateja, Mok, Swan, Tyson
NOES: None
RECUSE: None
ABSTAIN: None
ABSENT: None
Council Member Tyson moved that the meeting extend beyond 10 PM. Vice Mayor Bhateja seconded. Approved, Vote, 5-0
D. Receive a FY 2025-26 Budget Update
Finance Director Leung provided an informational update on the FY 2025-26 budget.

His presentation included itemizing CIP and Operational Budget adjustments and outlined a 3-tiered model. He shared that most expenditures were allocated to Tier 1 items. His presentation included past, present, and projected revenues and expenditures details, highlighted long-term fiscal sustainability proposals, and noted the fiscal impact.

Council Member Mok expressed concern about the spending on certain items.

Vice Mayor Bhateja asked to view the General Fund Revenue slides again so he could ask questions about some of the data.

A question-and-answer session between the Council members and staff ensued regarding expenditures and the source of their funding.

9 City Council April 17, 2025, Regular Meeting Minutes
PUBLIC COMMENTS.

Rajiv Patel, speaking as a resident of Los Altos Hills, shared that during the most recent Planning Commission meeting, commissioners expressed concerns about the Planning Department being understaffed and unable to complete the tasks required by the Housing Element. As a result, they agreed to add an agenda item to address the issue and bring it to the Council’s attention. He also pointed out that the Town, especially the Planning Department, is not fully staffed. Additionally, he suggested that increased revenue could be generated through the enforcement of code violations.

City Attorney Mattas noted that the Planning Commissioners should not comment in the Council meeting on Planning Commission issues.

5. INFORMATIONAL REPORTS (ITEMS PROVIDED SOLELY FOR

INFORMATIONAL PURPOSES)
A. Treasurer's Report
B. Disbursement Report
This was an informational item only, but public comments were heard.

PUBLIC COMMENTS.

Allan Epstein, a Los Altos Hills resident, stated that he would like to see a final report of the state of the refunds that were issued from the overcollection of fees.

6. CONSENT CALENDAR
A. Approval of the City Council Regular Meeting Minutes of March 20, 2025 PUBLIC COMMENTS.

Michael Grady, a Los Altos Hills resident, commented on the issue with the reporting related to the development agreement. He felt that the motion for Item 6A should be clarified.

City Attorney Mattas noted that there were 3 motions that were acted on and reiterated each motion, second, and vote. He then addressed Mr. O’Connell’s concerns, read the motion, and noted that his and possibly Council Member Tyson’s recollection was to proceed with ordinances for both options. He then suggested amending minutes to state the motion was, “directing staff to prepare the Zoning Ordinance for lots in compliance with the proposed development agreement terms and the Michael Baker terms.” And with that change, the minutes would then be ready for action.

Council Member Tyson motioned to approve Item 6A with the amendment stated by Attorney Mattas regarding both items in that final motion. Council Member Swan seconded.

10 City Council April 17, 2025, Regular Meeting Minutes MOTION PASSED: 5-0
AYES: Tankha, Bhateja, Mok, Swan, Tyson
NOES: None
RECUSE: None
ABSTAIN: None
ABSENT: None
B. Vacating Appointment for the Parks, Recreation, and Community Events Committee - Kejun (Ben) Xu
C. Resolution accepting the Los Altos Hills Three-Year Information Technology Strategic Plan FY26-28
Prior to consideration of the CONSENT CALENDAR, Vice Mayor Bhateja motioned to pull this item out of the Consent Calendar to discuss separately.

Vice Mayor Bhateja led the discussion of this item, noting that the Technology Committee did not review this in detail, noted the cost, and recommended the Technology Committee do a deeper dive on this.

Deputy City Manager Einfalt responded to Vice Mayor Bhateja’s concern, noting that this was not a financial planning document, but a project planning document, and stated those costs were rough estimates, and not based on any engineer’s estimate, statement of work, or bids. He noted that the Town would follow all the normal procurement processes for all these projects and cited an example.

Vice Mayor Bhateja restated his request to have this item reviewed by the Technology Committee in detail.

PUBLIC COMMENTS.

Allan Epstein, a Los Altos Hills resident, directed his comments on the economics of the document, citing the high estimate. He agreed that another review by the Technology Committee would hopefully save the Town a lot of money.

Council Member Mok noted that it was a lot of money, and he would like to know approximately what the real costs were and supported returning to the Technology Committee to determine the true costs.

Deputy City Manager Einfalt asked if Council expected to have the true costs of all the projects, and Council Member Mok responded that no, he would prefer to see a better approximation of the costs.

Vice Mayor Bhateja also noted that they should also revisit the priorities.

Vice Mayor Bhateja motioned to send the Strategic IT Plan back to the Technology Committee for a thorough review and then bring it back to Council.

Council Member Mok seconded.

MOTION PASSED: 5-0
AYES: Tankha, Bhateja, Mok, Swan, Tyson

11 City Council April 17, 2025, Regular Meeting Minutes NOES: None
RECUSE: None
ABSTAIN: None
ABSENT: None
D. Resolution Approving the Corporation Yard Locker Room Phase 1 Final Plans and Specifications, and Directing Staff to Advertise the Project for Formal Bid E. Resolution Authorizing the City Manager to Purchase Two Small Electric Vehicles Not to Exceed $80,000, Funded by the Vehicle and Equipment Replacement Reserve in FY204/25
F. Review of the 2024 General Plan Annual Progress Report G. Review of the 2024 Housing Element Annual Progress Report PUBLIC COMMENTS.

John O’Connell, a Los Altos Hills resident, congratulated Director Bradford for completing the Annual Performance Report and spoke about some of the calculations it contained that might be confusing and shared his calculations.

H. Resolution Granting a Request for Extension of Site Development Permit for a New Residence, Pool, and ADU at 12355 Hilltop Drive, Los Altos Hills (EX25-0003) I. Resolution Authorizing the Extension of the Existing DKG Contract Term until June 30, 2026, and Expansion of the Contract to Include an additional $140,000 PUBLIC COMMENTS.

Allan Epstein, a Los Altos Hills resident, commented about the DKG contract terms, noting that it stated a former Town employee was performing the work as an employee of the contractor, and he felt the description for work performed was not amended to reflect that fact, and that it was a strange arrangement.

J. Approval of the City Council Special Meeting Minutes of March 4, 2025 Council Member Swan motioned to Approve the Consent Calendar, removing Items 6A and 6C for a separate discussion. Council Member Tyson seconded.

MOTION PASSED: 5-0
AYES: Tankha, Bhateja, Mok, Swan, Tyson
NOES: None
RECUSE: None
ABSTAIN: None
ABSENT: None

7. ONGOING BUSINESS
A. Resolution Authorizing the Extension of the Existing Michael Baker International Inc.

Contract term until June 30, 2026, and Expansion of the Contract to include an

12 City Council April 17, 2025, Regular Meeting Minutes additional $256,000 appropriated from General Fund Unassigned Fund Balance to the Housing Element Capital Improvement Project
Community Development Director Bradford presented the staff report.

PUBLIC COMMENTS.

Allan Epstein, a Los Altos Hills resident, commented first on the contract amount and the timeline for that contract. He noted that he has not seen any details on the project regarding payments, deliverables, and timelines. Mr. Epstein also noted that he would like to see some improvement in documenting the project.

John O’Connell, a Los Altos Hills resident, commented that the residents of Saddle Mountain and other Town residents were, in general, not supportive of the current housing element agreement and expect Michael Baker to continue to be funded to get the work done on the amendment, noting he was stepping back his efforts. He also commented on the deliverables and past funding and agreed with Allan’s comments.

Birgitta Indaco, a resident of Los Altos Hills, commented on the Objective Design Standards, asking if they were supposed to receive a draft from Michael Baker.

Director Bradford responded to her inquiry regarding the deliverables of this contract, noting their efforts were focused on the engagement of the community. He then noted that Michael Baker was preparing several items to be addressed by the Planning Commission in upcoming meetings.

Vice Mayor Bhateja noted his concerns with the Michael Baker contract, stating he attended several meetings, commented on the efficiency of Michael Baker’s approach and agreed with Allan’s comment that tighter project management should occur.

Mayor Tankha asked Director Bradford if he’s seen a breakdown of billing from Michale Baker and he responded.

Council Member Swan made a motion to approve the Resolution Authorizing the Extension of the Existing Michael Baker International Inc. Contract term until June 30, 2026. Council Member Tyson seconded the motion. Approved, Vote 5-0 Vice Mayor Bhateja made a motion to expand the Contract to include an additional $256,000 appropriated from the General Fund Unassigned Fund Balance to the Housing Element Capital Improvement Project. Council Member Swan seconded the motion.

Approved, Vote 5-0.

MOTION PASSED: 5-0
AYES: Tankha, Bhateja, Mok, Swan, Tyson
NOES: None
RECUSE: None
ABSTAIN: None
ABSENT: None

13 City Council April 17, 2025, Regular Meeting Minutes

8. PUBLIC HEARINGS
City Council Ex Parte Contacts Policy Disclosure
A. Resolution Adopting the 2024 Pathway Fee Nexus Study and the Pathway In-Lieu Fee to Replace the Current Pathway Development Impact Fee Starting FY2025/26; and Waiver of Reading and Introduction of an Ordinance Amending Article 6 of Chapter 2, Title 10 of the Los Altos Hills Municipal Code for the Pathway In-Lieu Fee Council members had no ex parte to disclose on this item.

Public Works Director Kim presented the 2024 Pathway Fee Nexus Study, aiming to update the Town's pathway development impact fee structure. The proposed changes intend to replace the existing fee with a new Pathway In-Lieu Fee, effective in Fiscal Year 2025–26.

A question-and-answer session between the Council members and staff ensued, which included defining habitable area, estimating square footage of homes in a subdivision map, and previously paid pathway fees—how far back do the records count, balancing the fees with varying lot sizes and discussion of in-lieu fees.

PUBLIC COMMENTS.

1. Jim Waschura, a Los Altos Hills resident, stated his appreciation of the questions asked by the Council and recommended that this item be returned to the planning commission for further consideration. He also commented on the Ordinance language and proposed language amendments.

2. Allan Epstein, a Los Altos Hills resident, noted that the Council asked for this about 2 years ago. He also noted commented that he did not understand how the in-lieu fee would work equitably and agreed with Jim Waschura’s comment that the item return to the Planning Commission for further discussion.

3. John O’Connell, a Los Altos Hills resident, commented that he was at the Planning Commission meeting when it was discussed. He compared how the sewer fee and the pathway fee were considered.

4. Carol Gottlieb, a resident of Los Altos Hills, commented on the pathway building process. She also commented on certain pathways that should have been built but were not.

5. Alisa Bredo, a resident of Los Altos Hills, commented that she felt this issue should return to the Planning Commission for further discussion. She also commented on the pathway building process and other considerations.

6. Birgitta Indaco, a resident of Los Altos Hills, commented that she noted that the process seemed to require a lot of fees and suggested that the Pathway Committee review this item.

7. Nick, a resident of Los Altos Hills and a member of the Pathways Committee, commented on the current process and shared what he thought was the better option.

Mayor Tankha commented that she remembered that this newer practice was supposed to be a temporary option for only a year to see if it worked and the Council did not revisit to evaluate.

14 City Council April 17, 2025, Regular Meeting Minutes Council Member Tyson commented that the Council should be more vigilant at keeping track of their decisions and consider allowing more time to consider this issue.

Council Member Mok commented about the impact of delaying a decision on this item for several months.

Director Kim expressed concern about delaying a decision on the matter, emphasizing the challenges involved in reaching this point. He also noted that significant time and financial resources had already been invested in the process.

Vice Mayor Bhateja addressed Director Kim’s concerns in his comments and noted his agreement with the rest of the council members that this be returned to the planning commission for further discussion.

Council Member Swan remarked that the proposal only required a few minor adjustments and should not take several months to finalize. She also expressed concern about losing momentum if the process were delayed.

City Attorney Mattas advised that the Council should offer clear guidance to the committees to help ensure progress on this issue.

City Manager Pirnejad also addressed the Council, emphasizing the importance of giving clear direction to the Planning Commission to support effective progress.

Further discussion between the Council and staff regarding this issue ensued.

After the motion was made but before it was seconded, City Manager Pirnejad pointed out that Director Bradford already had a demanding schedule with several upcoming deliverables and would need additional time to adequately address this item.

Vice Mayor Bhateja amended his motion from June to September.

Council Member Swan asked to modify the motion language to include, “based on the current nexus study,” so that they do not start over and Vice Mayor Bhateja opted not to.

Vice Mayor Bhateja made a motion to receive input and suggested revisions from the Planning Commission, Finance and Investment Committee, and Pathway Committee before the 2024 Pathway Fee Nexus Study and the Pathway In-Lieu Fee is presented to Council for consideration. Mayor Tankha seconded the motion. Approved, Vote 3-2 MOTION PASSED: 3-2
AYES: Tankha, Bhateja, Mok
NOES: Swan, Tyson
RECUSE: None
ABSTAIN: None
ABSENT: None

15 City Council April 17, 2025, Regular Meeting Minutes

9. REPORTS FROM COMMITTEES, SUB-COMMITTEES, AND COUNCIL

MEMBERS ON OUTSIDE AGENCIES
A. Update on LAHCFD (Mayor Tankha and Council Member Tyson) Council Member Swan noted that she requested that item and that she was willing to wait until next month’s meeting to discuss it.

Council Member Tyson shared a presentation addressing public inquiries about the County Fire District and what they do.

B. Discussion Regarding plans for the Town's 70th birthday (Council Member Swan) Council Member Swan led the discussion on the plans for the upcoming 70th Anniversary of the Town of Los Altos Hills.

PUBLIC COMMENTS.

1. Carol Gottlieb, a Los Altos Hills resident, commented on past celebratory activities for the 25th, 30th, 50th, and other anniversaries. She noted that they often tied their celebrations to major milestones in the Town. She suggested that the Council consider concentrating on the 75th Anniversary since the schedule is busy with Housing Element items this year, offered suggestions for a smaller acknowledgement this year, and noted the Poor Claires would be celebrating their 75th Anniversary this year.

Council Member Swan asked if they wanted to republish one of the booklets that were published in the past or publish an updated one.

Mayor Tankha confirmed with Carol that the suggestion was to postpone a major celebration until the 75th anniversary.

A discussion regarding the timing of the celebration of the Town’s anniversary ensued among the Council.

City Manager Pirnejad asked if the Council required another staff report if this returned to a later Council meeting, and Mayor Tankha replied that that was not necessary.

C. Update Regarding Status of Discussion with Property Owners Related to the Twin Oaks Parcels (APN Nos. 182-02-017, 182-02-018, 182-02-019, 182-02-020, 182-02-021, and 182-02-022) and separate discussion with Property Owner of the adjacent Parcel APN No. 192-02-016 (currently subject to a Williamson Act contract) and consideration of potential separate terms sheets related to the parcels and potential separate development agreements for the parcels (Vice Mayor Bhateja and Council Member Mok) Item 9C was removed from the agenda and was not discussed at this meeting.

10. STAFF REPORTS
A. City Attorney Steve Mattas had no report.

16 City Council April 17, 2025, Regular Meeting Minutes B. City Clerk Arika Miller provided the upcoming City Council Meetings, which included: Joint City Council and Finance and Investment Committee Meeting on May 22, 2025 at 4 PM, Special City Council Meeting on June 18, 2025, at 5 PM, and Regular City Council Meeting on June 26, 2025, at 6 PM.

C. Community Development Director Jay Bradford updated the Council on the following:
• Fremont Hills Country Club: CDD provided an update to the City Council regarding the letter sent to the Fremont Hills Country Club about historic preservation of the Club’s water tower. The Club responded promptly and extended an invitation for staff to assess the structure. Upon inspection, staff determined that the tower does not pose a significant hazard in its current condition.
• Expired Permit Management: The department will bring on two summer interns to assist with various tasks, including data research on existing expired permits. This research will form the basis for future analysis and recommendations for process improvements later this year.
• Staffing Update: CDD is moving forward with second-round interviews for the Assistant Planner position.
• Planning Commission Agenda:

Zoning updates and the Multifamily Objective Design Standards are scheduled to return to the Planning Commission on May 1.

D. Finance Director Thomas Leung provided a report that included: The Finance Department held the annual budget retreat on March 5th to go over the budget development process with departments. Department budget proposals are due this week, and all the departments will be meeting with the City Manager next week to go over their budgets. The Finance Department also implemented Gravity budget software, and it’s been going well. There will be a joint City Council and FIC meeting to discuss the FY 2025-26 Proposed Budget on Thursday, May 22 at 4 pm. On the technology front, Finance is continuing to work on the implementation of Tyler AP Automation to improve efficiency in accounts payable. Currently, Finance is testing it and expects to have it fully up and running by the end of the quarter
E. Public Works Director WooJae Kim provided a report that included:

Status of Speed Feedback Sign Purchase
As recommended by the Technology Committee, staff is moving forward with the purchase of one mobile speed feedback sign on a trailer, which can collect speeding data. It may take approximately six weeks for the procurement and delivery. Once received, staff will place the feedback sign on streets where the Town has been receiving speeding complaints. The speeding data will be shared with the Sheriff for enhanced enforcement. The speed feedback sign would be moved to other locations on a periodic basis to collect speeding data. If this works out well, the Town can purchase two more to replace the ones on Fremont Road near Gardner Bullis Elementary School.

Local Road Safety Plan
The Town has been receiving more traffic safety and speeding concerns from Town residents. Staff will be proposing a new CIP for the next fiscal year for a Local Road Safety Plan to assess traffic safety in the Town to identify hot spot locations to

17 City Council April 17, 2025, Regular Meeting Minutes implement traffic safety and calming measures. Staff will apply for grants to fund this plan.

Update on Ford F250 Truck Replacement
While getting quotes for Ford F250 Truck replacement authorized by the Council, staff have received some favorable quotes for Ford F450 trucks. Although this would be an upgrade from the F250 with higher payloads and tow capacity, the quotes came in similar to the price of the F250. Staff is looking to finalize the P.O. for F450 procurement within the next month.

Heritage House Upgrade
Heritage House Upgrade is progressing. Most importantly, we are meeting CDBG deadlines for submitting reimbursement invoices. We are on track to submit invoices for the entire $400k by the end of the month. The county will hold back 10% retention until the completion of the project and until the first annual program reporting for Heritage House has been submitted. The project is still anticipated for completion by late summer or by fall.

Rule 20A Progress
PG&E is approximately a month behind completing its overhead conversion to underground. They are working with property owners on details to convert the overhead services to underground. Once that is completed, PG&E would still work out their overhead facilities. PG&E conversion work is anticipated to be completed by the end of April. Staff is also working with Comcast to finalize their encroachment permit application so that they can follow directly after PG&E. The full conversion to underground facilities would happen by the fall of this year.

Page Mill Road Evacuation Route Hardening
The Santa Clara County FireSafe Council, with the Los Altos Hills County Fire District, will be starting the Page Mill Road Evacuation Route fire fuel reduction/roadway hardening project on April 28 and will take a week to complete. Please anticipate some traffic delays during the work
F. City Manager Pirnejad shared with the Council information on the upcoming Wildfire Workshop and cited the agencies that would be there. He highlighted the upcoming annual State of the Cities luncheon and invited residents to attend. He suggested that the Council schedule August as their Dark Month so that staff would have time to accommodate time-sensitive items. And finally, he highlighted past and upcoming community events.

11. COUNCIL INITIATED ITEMS
A. Support for SB 457 – Builder’s Remedy Reform and Housing Element Compliance Fairness
Council Member Swan noted that this bill was initiated by Senator Josh Becker to address the Builder’s Remedy projects coming between the time the plan was submitted

18 City Council April 17, 2025, Regular Meeting Minutes to HCD and the time they approved it, which was a 2-month period. She requested that they place this item on the next agenda for further discussion.

This item will be presented on the Consent Calendar at the May 15, 2025, City Council Meeting.

B. Bike Access and Pathways Safety
Vice Mayor Bhateja highlighted some concerns raised by a former mayor regarding bikes using the pathways, which seem to be unsafe. He asked if staff would request the Pathways Committee to offer a recommendation.

Director Kim noted that they could and highlighted that the area of concern was a private, unpaved road, with a pathway easement. He noted that the request for not allowing bikes to ride on this would require an ordinance change to make it enforceable.

Vice Mayor Bhateja noted that safety issues should be addressed, even if they are not on the work plan. He directed the Public Works department to place a sign stating that bikes should proceed with caution on that road.

A discussion about this direction between the council and staff ensued, and it was decided that this should be placed on the next agenda for further discussion.

City Manager Pirnejad asked the council for staff direction regarding expectations and Vice Mayor Bhateja noted that he wished staff to take this issue of bike safety to the Pathways Committee to get their recommendations on which pathways should allow bikes and place signage on pathways they feel should not have bikes.

Discussion continued regarding placing signage for bikes on pathways/gravel roads ensued and the size of that project.

Vice Mayor Bhateja made a motion to have the Pathway Committee make recommendations to the Council on pathways in Town that may not be safe for bikes and possible wording for signs to be installed be added to the next Council agenda for consideration. Council Member Mok seconded the motion. Approved, Vote 3-2.

MOTION PASSED: 3-2
AYES: Bhateja, Mok, Tyson
NOES: Swan, Tankha
RECUSE: None
ABSTAIN: None
ABSENT: None

12. ADJOURN
Before adjourning the meeting, Mayor Tankha recognized longtime resident Neal Rayborn, who passed away recently. Neal and his wife moved to Los Altos Hills in 1975, and he was well known for his lifelong passion for classic cars. Beginning in 2015, Neal played a key role in organizing the car show at the Town Picnic, eventually leading the effort and helping make it a beloved tradition. His dedication and community spirit brought joy to residents of all ages.

19 City Council April 17, 2025, Regular Meeting Minutes The meeting was adjourned in his memory following a moment of silence at 12:43 AM.

Respectfully submitted,
Arika Birdsong-Miller
City Clerk

Requirement Description Function Effort Type Fiscal Yr Previous Est. CostUpdated Lower Estimate Updated Higher Estimate Requestor

CARRIED FORWARD ITEMS
Upgrade or implement security cameras Physical Security Carried Forward FY26-28 $300,000.00 $53,000.00 $90,000.00 Cody Einfalt eSignature for check payments Finance Carried Forward FY26 $0.00 $0.00 $0.00 Thomas Leung Contract expiration reminder Cross functional Carried Forward FY26 $10,000.00 $8,000.00 $8,000.00 Cody Einfalt Migrate all paper forms to online IT Carried Forward FY26-28 $0.00 $0.00 $0.00 Cody Einfalt Scan backlog of physical plans Planning Carried Forward FY27 $56,000.00 $50,000.00 $90,000.00 Jay Bradford

NEW ITEMS
Create eSignature policy Clerk Implement FY26 $0.00 $0.00 $0.00 Arika Miller Document digitalization and physical storage Clerk Implement FY27-28 $125,000.00 $50,000.00 $125,000.00 Arika Miller Develop Intranet using SharePoint IT Implement FY26 $15,000.00 $5,000.00 $15,000.00 Cody Einfalt Upgrade website Cross functional Implement FY26 $10,000.00 $10,000.00 $10,000.00 Cody Einfalt Implement AI bot (experimental) - Website Cross functional Implement FY26 $10,000.00 $6,000.00 $12,000.00 Cody Einfalt Mobile Device Management (MDM) - Intune IT Implement FY27 $15,000.00 $15,000.00 $15,000.00 Cody Einfalt Deploy IT disaster recovery + business continuity plan IT Implement FY26 $5,000.00 $5,000.00 $5,000.00 Cody Einfalt Evaluate Microsoft software licensing + CoPilot (Upgrade to G5)IT Implement FY27 $15,000.00 same as row 15 Same as row 15 Cody Einfalt Single sign-on IT Implement FY26 Eaton N/A N/A Cody Einfalt Managed security operations center (SOC) IT Implement FY26 $15,000.00 $15,000.00 $15,000.00 Cody Einfalt Remote Desktop Services (RDS) server deployment IT Implement FY26 $10,000.00 $10,000.00 $10,000.00 Cody Einfalt Remote Authentication Dial-In User Service (Radius) for VPN IT Implement FY26 Eaton N/A N/A Cody Einfalt Password manager - Potentially Bitwarden IT Implement FY27 $5,000.00 $5,000.00 $5,000.00 Cody Einfalt Heritage House multimedia requirements IT Implement FY26 $15,000.00 $13,500.00 $13,500.00 Cody Einfalt Add shelving or cabinets to data center Physical Infrastructure Implement FY26 $2,000.00 $2,000.00 $2,000.00 Cody Einfalt Deploy digital key access security Physical Security Implement FY27-28 $150,000.00 $20,000.00 $20,000.00 Cody Einfalt GIS integration - ongoing Planning Implement FY27 $0.00 $0.00 $0.00 Jay Bradford Inspection scheduling app Planning Implement FY27 $15,000.00 $0.00 $0.00 Jay Bradford User guides function (Clarion) Planning Implement FY27 $40,000.00 $20,000.00 $40,000.00 Jay Bradford Interactive voice response (IVR) enhancements Planning Implement FY27 $45,000.00 $0.00 $0.00 Jay Bradford Solar permitting function (Symbium) Planning Implement FY26 $0.00 $0.00 $0.00 Jay Bradford Develop and conduct Central Square training Planning Implement FY27 $0.00 $0.00 $0.00 Jay Bradford Configuration of integration of TrackIt and Laserfiche Asset management solutions - Facilities/Fleet/Street Planning Implement FY27 $50,000.00 $20,000.00 $50,000.00 Jay Bradford Trees/Storm Drainage Public Works Implement FY27-28 $50,000.00 N/A N/A WooJae Kim Corporation yard meeting/training room technology upgrades Robotic process automation (RPA) and AI agents to automate Public Works Implement FY26 $10,000.00 $8,000.00 $10,000.00 WooJae Kim finance tasks Finance Implement FY27-28 $50,000.00 $30,000.00 $60,000.00 Thomas Leung Automated class and comp tool Finance Implement FY27-28 $10,000.00 $8,000.00 $8,000.00 Thomas Leung Finance system improvements Finance Implement FY26 $0.00 $0.00 $0.00 Thomas Leung Total: $1,028,000.00 $355,500.00 $603,500.00

ITEM 5M
DATE: July 21, 2025
FROM: Arika Miller, City Clerk ABM
APPROVED: Peter Pirnejad, City Manager PP
RE: Vacating Appointment for the Los Altos Hills Technology Committee Lew Jamison, who has been serving on the Technology Committee, has informed the Town that he must resign from his duties and has submitted his resignation accordingly.  Lew Jamison
Resolution 90-22 states that the Technology Committee shall consist of a minimum of five (5) members and a maximum of seven (7) members. Once this position is vacated, the Los Altos Hills Technology Committee will have five (5) members and two (2) vacant seats.

TOWN OF LOS ALTOS HILLS

MEMORANDUM

1 TOWN OF LOS ALTOS HILLS July 21, 2025
Staff Report to the City Council
SUBJECT: RESOLUTION AUTHORIZING THE CITY MANAGER TO ENTER INTO

A ONE-YEAR AGREEMENT WITH VICTORIA BEBEE FOR

EMERGENCY MANAGEMENT CONSULTANT SERVICES NOT TO
EXCEED $140,000.

FROM: Cody Einfalt, Deputy City Manager
APPROVED: Peter Pirnejad, City Manager
RECOMMENDATION: That the City Council should:

Adopt the attached resolution (Attachment 1) authorizing the City Manager to enter into a oneyear agreement with Victoria Bebee for emergency management consultant services not to exceed $140,000.

BACKGROUND:

From 2012-2022, the Town has received professional advice and guidance on matters pertaining to emergency management and disaster preparedness from consultant Marsha Hovey, LLC. The contract with Ms. Hovey expired June 30, 2022.

Following Ms. Hovey’s service, the Town entered into a replacement contract with Ann Hepenstal of Pacific Preparedness, LLC from July 1, 2022, through June 30, 2024. Over these two years, Ms.

Hepenstal continued to provide consultant emergency manager services to staff by updating emergency plans and training staff to be prepared for potential disasters.

After Ms. Hepenstal’s contract terminated, Town staff took over emergency management activities but soon realized that they did not have the bandwidth to accomplish everything that needed to be addressed for the Town. This was partly due to the fact that emergency preparedness has continually been identified by the city council as a leading priority year-to-year. With this in mind, staff began looking for a new consultant emergency manager.

The current ongoing work of the consultant emergency manager includes, but is not limited to, continuous staff training of new and current employees, representing the Town in all county and regional meetings, and keeping the Town’s emergency plans up to date. Examples of emergency plans that need updating include the Town’s Local Hazard Mitigation Plan, the Safety element of the Town’s General Plan, and Town’s specific annex in the Community Wildfire Protection Plan, and more. Examples of where staff sees an increase in the workload for this position include assistance applying for and managing grants related to emergency development, planning and running annual Town-wide tabletop emergency drills and working one-on-one with the Town’s committees and residents (committee outreach) so that emergency knowledge can also be shared with the community and not only Town staff.

ITEM 6A Staff Report

Staff Report to City Council Page 2
Emergency Manager Consultant
July 21, 2025
Furthermore, one current project where staff needs assistance is coordinating wildfire mitigation planning and coordination efforts. Specifically, the Town is looking for a consultant emergency manager to help in the following areas:
• Assist in wildfire risk reduction planning aligned with the CWPP and LRA mapping strategies
• Coordinate with the Los Altos Hills County Fire District, Emergency Preparedness and Response Committee, Town Staff and Santa Clara County Fire for public education on defensible space, fire-safe landscaping, and home hardening • Integrate wildfire mitigation goals into the Town's emergency plans and community engagement activities
• Support grant development and stakeholder engagement for wildfire mitigation funding opportunities
DISCUSSION:

In thinking of the work, the consultant would provide the Town, staff knew that this position would be at least needed part-time, 20 hours a week. Although the intention is to increase the amount of work being delegated to emergency preparedness, staff does not foresee the consultant expanding their role to full-time. Staff considered delegating these tasks to an existing staff member but soon realized that no staff member has the available bandwidth needed for this role while also managing their currently assigned work. For these reasons, maintaining the Emergency Manager as a parttime position makes sense.

With this framework in mind, staff set out to informally solicit proposals for a part-time consultant Emergency Manager in the Bay Area. Town staff put together an informal Request for Proposal (RFP) which was circulated amongst the Santa Clara County Office of Emergency Management network and the Santa Clara County Emergency Managers’ Association network (Attachment 2).

The RFP was circulated for two weeks, with responses due to Town staff by July 11, 2025. Staff received two proposals. Based on price, familiarity with the Town, and desired skills, staff is recommending the Town engage with Victoria Bebee for consultant Emergency Manager Services (Attachment 3).

Ms. Bebee has over 20 years of leadership experience in emergency services, including the past 5 years dedicated specifically to emergency management and more than 15 years in emergency medical services (EMS) management. She brings a deep understanding of operational readiness, public safety coordination, and community resilience. Further, Ms. Bebee has already worked with many individuals in Town and would be able to build off her existing knowledge of the area to provide quality consulting services.

Staff recommends that the Town enter into an agreement with Ms. Bebee for one year of consulting services. After one year of services, Town staff can review the agreement and consider renewing for subsequent year(s) or seeking alternative solutions for an emergency manager.

Attachment 4 is a proposed agreement with Ms. Bebee for emergency management services for FY 2025-26 in the amount of $140,000.

Staff Report to City Council Page 3
Emergency Manager Consultant
July 21, 2025
ENVIRONMENTAL REVIEW:

Entering into an agreement with a consultant Emergency Manager is exempt from the California Environmental Quality Act (CEQA) due to the proposal not being defined as a “project” under CEQA.
2025 CITY COUNCIL WORKPLAN:

Entering into an agreement for consultant Emergency Manager services with Victoria Bebee assists the Council in meeting its policy goal related to maintaining a high level of public safety in Town. Specifically, one of the milestones was to hire a consultant emergency manager by the end of the second quarter.

FISCAL IMPACT:

Attachment 3 is a proposal received from Victoria Bebee for consultant emergency manager services. Ms. Bebee’s hourly rate is $125 per hour with a do not exceed limit of $140,000 per fiscal year. This is equivalent to 20 hours a week for the year (part-time), to train staff, attend meetings, work with the community, and complete projects for the Town.

Staff included $140,000 in the approved FY 2025-26 operating budget to cover a consultant emergency manager.

ATTACHMENTS:

1. Resolution

2. Informal RFP

3. Victoria Bebee Proposal

4. Proposed Agreement

Resolution __ -25
RESOLUTION __ -25

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

AUTHORIZING THE CITY MANAGER TO ENTER INTO A ONE-YEAR AGREEMENT

WITH VICTORIA BEBEE FOR EMERGENCY MANAGEMENT CONSULTANT SERVICES NOT TO EXCEED $140,000.

WHEREAS, from 2012-2022, the Town has received professional advice and guidance on matters pertaining to emergency management and disaster preparedness from consultant Marsha Hovey, LLC.

The contract with Ms. Hovey expired June 30, 2022; and
WHEREAS, recently, the Town engaged in a priority setting session to plan what it would like to accomplish in the year ahead. One of the goals identified was an increase in the Town’s dedication to emergency preparedness; and
WHEREAS, Due to this increase of responsibility, the staff has recommended that the Town recruit and retain a part-time consultant emergency manger; and
WHEREAS, Town staff put together an informal Request for Proposal (RFP) which was circulated amongst the Santa Clara County Office of Emergency Management network and the Santa Clara County Emergency Managers’ Association network; and
WHEREAS, Town staff received a proposal from Victoria Bebee, who has over 20 years of experience in emergency management in the public sector, and has worked specifically with the Town; and WHEREAS, staff recommends entering into an agreement with Ms. Bebee for a one-year trial agreement, at the end of which Town staff can assess the services received from Ms. Bebee and consider renewing the agreement or seeking alternative emergency Management consulting services.

NOW THEREFORE, the City Council of the Town of Los Altos Hills hereby authorizes the City Manager to enter into a one-year agreement with Victoria Bebee for emergency management consultant services not to exceed $140,000.

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 21st of July 2025 by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

BY:

ATTEST: Kavita Tankha, Mayor
Arika Birdsong-Miller, City Clerk
ITEM 6A Attachment 1

Town of Los Altos Hills
Consultant Emergency Manager Page 1
Town of Los Altos Hills
Informal Request for
Proposals
Consultant Emergency Manager for
Los Altos Hills
Issued Date: June 30, 2025
Due Date: July 11, 2025
ITEM 6A Attachment 2

Town of Los Altos Hills
Consultant Emergency Manager Page 2

CONSULTANT OVERVIEW
The Town of Los Altos Hills is requesting proposals for an on-going consultant Emergency Manager.

Under supervision and guidance of the City Manager or his/her designee, the consultant will support and implement a comprehensive disaster and emergency preparedness program that includes education and community engagement in coordination with Town staff and partnering agencies such as the Santa Clara County Office of Emergency Management.

This constant will provide a coordinated and dedicated effort to implement and promote emergency preparedness initiatives with a focus on increasing citizen participation in all sectors of the Los Altos Hills community. The consultant will support staff and the community in building a sustainable community-based emergency preparedness program.

TASKS
Work may include, but are not limited to, the following:
• Plan, organize, review, evaluate, and personally perform activities to implement a variety of emergency preparedness and disaster recovery programs and procedures under the SEMS/ICS model.
• Provide technical expertise in the area of disaster recovery and mitigation with a focus on establishing alternative means of providing power, water, communications, food and shelter for citizens in the event of a major disaster.
• Facilitate the preparation of, maintain, and distribute a current Emergency Operations Plan.
• Assist in the development of public awareness programs regarding disaster preparedness. • Develop educational materials and make presentations to partnering agencies, Town residents, and community groups.
• Assist in the development and presentation of training sessions to Town staff. • Assist in resource development, homeland security related grant procurement, and grant administration.
• Maintain detailed records and prepare correspondence and periodic special reports. • Coordinate community emergency response team volunteers in conformance with the standards, practices, and procedures of the emergency plan. • Attend required meetings, training seminars, and conferences related to emergency management and homeland security. This incudes Town Standing Committees like the emergency Preparedness and Response Committee
• Liaison with schools, business, local jurisdictions, State and Federal agencies.

Town of Los Altos Hills
Consultant Emergency Manager Page 3
LOS ALTOS HILLS CONTACT:

Questions about the project may be directed to:

Cody Einfalt, Assistant Director of Emergency Services
Town of Los Altos Hills
26379 Fremont Rd.

Los Altos Hills, CA 94022
[email protected]

PROPOSAL REQUIREMENTS
Should include the following:

1. Cover Letter – explain professional background and proposal of services to the Town

2. Resume

3. Reference Check Contact Information

4. Requested Hourly Rate

7/9/2025 Emergency
Management
Consultant
Victoria Bebee

BEBEE CONSULTING
ITEM 6A Attachment 3

Victoria Bebee
403 Sobrato Drive
Campbell, CA. 95008
408-813-8874
[email protected]
7/9/2025
Town of Los Altos Hills
26379 Fremont Road
Los Altos Hills, CA 94022
Dear Mr. Cody Einfalt:

I am writing to express my interest in serving as an Emergency Management Consultant for the Town of Los Altos Hills. With over 20 years of leadership experience in emergency services, including the past 5 years dedicated specifically to emergency management and more than 15 years in emergency medical services (EMS) management, I bring a deep understanding of operational readiness, public safety coordination, and community resilience.

In my recent emergency management roles, I have worked closely with local jurisdictions to develop Emergency Operations Plans (EOPs), lead hazard mitigation efforts, support emergency response coordination, and enhance community preparedness. My work has focused on practical, scalable solutions for small and mid-sized communities, including wildfire mitigation planning, continuity of operations (COOP) development, and after-action improvement planning.

Prior to that, my EMS career spanned over a decade and a half, managing field operations, personnel, and clinical protocols while ensuring compliance with regulatory and safety standards. This background has equipped me with the ability to work calmly and efficiently under pressure, collaborate with multi-agency stakeholders, and build systems that prioritize both public safety and operational efficiency.

My consulting approach is collaborative, grounded in industry best practices, and tailored to the unique needs of each municipality. I would welcome the opportunity to support the Town of Los Altos Hills in strengthening its emergency preparedness posture.

Thank you for your time and consideration. I would be glad to discuss how my experience aligns with your goals in more detail at your convenience.

Warm regards,
Victoria Bebee

PROFESSIONAL EXPERIENCE
Emergency Management Consultant
Town of Los Altos Hills, California
May 2025- Present
• Provide emergency management coordination between the Town of Los Altos Hills, Fire district and County office of Emergency Management
• Updating the Emergency Operations Plan (EOP), and Emergency Operations Center (EOC) structure.
• Planned and conducted Emergency Operations Center exercises and training • Liaison between the Town and County OEM for jurisdictional situational awareness • Coordinating and supporting AlertSCC awareness and improved emergency communication strategies for alongside
• Managed operational readiness for local disaster response, including PSPS (Public Safety Power Shutoff) coordination
Emergency Manager
Los Altos Hills County Fire District, California
Jan 2019 – April 2025
• Led emergency management coordination between the Town of Los Altos Hills, the District, EPRC Town Committee and CERT groups locally and regionally • Developed and maintained a Teen CERT (Community Emergency Response Team) Program for 13-18 yr. olds
• Planned and conducted wildfire preparedness and mitigation campaigns, emergency exercises, community outreach, and training programs alongside Town and District Staff • Liaised with Santa Clara County OEM and other regional agencies during activations and planning cycles.
• Coordinated AlertSCC awareness and improved emergency communication strategies for community outreach.
• Managed operational readiness for local disaster response including PSPS (Public Safety Power Shutoff) coordination, evacuation planning, and sheltering logistics.

Support Services Manager
American Medical Response, California
Mar 2018 – Jan 2020
• Managed administrative operations for support services including logistics, scheduling, and emergency resource planning.
• Oversaw logistical operations for large-scale medical deployments and coordinated mutual aid support.

• Provided leadership and supervision to administrative and field support personnel. • Ensured compliance with state/local EMS regulations and internal policy updates. • Assisted with business continuity planning, vendor coordination, and special events planning.

Secretary I
Rolling Hills Middle School, California
May 2015 – June 2017
• Created and maintained master schedules using Power Scheduler. • Coordinated emergency drills (fire, earthquake, student release), first aid response, and emergency team meetings.
• Provided front-office customer service, student record management, and clerical support. • Maintained databases, created spreadsheets, and provided logistical support for campus preparedness.

Clerical Substitute I
Campbell Union School District, California
Mar 2014 – May 2015
• Provided clerical and health office coverage district-wide. • Assisted with Powerschool, student care, two-way radio communication, and daily clerical functions.

Planned Event Coordinator
American Medical Response, California
Nov 2009 – Aug 2011
• Coordinated ambulance logistics and medical planning for major public events. • Developed community education materials and safety messaging in collaboration with partners.
• Supervised policy development, provided customer training, and organized CPR instruction sessions.
• Led ICS briefings and coordinated across agencies during large-scale events.

Consultant
American Medical Response, California
Jan 2006 – Nov 2009

• Designed and launched AMR’s Planned Event Group operations and logistics framework.
• Delivered public health presentations, CPR training, and coordinated with local event organizers.
• Developed community engagement materials and educational initiatives on EMS topics.

Instructor
American Safety and Health Institute, Oregon
Mar 2005 – Present
• Delivered CPR/AED, First Aid, and Babysitting Safety courses for a wide range of audiences.
• Managed a private training business, maintained certifications, and ensured compliance with training standards.

Basic Life Support Supervisor
American Medical Response, California
June 2003 – June 2004
• Supervised 300 EMTs across Santa Clara and San Mateo Counties. • Responded to 911 system-wide alerts and managed dispatch operations. • Assisted with budgeting, training, deployment strategies, and EOC readiness.

Emergency Medical Technician (EMT)
American Medical Response, California
Sept 1999 – June 2003
• Delivered pre-hospital emergency care for trauma, MCI, and medical patients. • Acted as Field Training Officer and Alternate BLS Supervisor. • Participated in large-scale community safety and EMS education events.

Town of Los Altos Hills
Proposal of Services
Emergency Management Consulting
FY 2025–2026
Consultant Information
• Consultant Name: Victoria Bebee
• Contact Information: 408-813-8874
• Contract Period: July 1, 2025 – June 30, 2026
• Title: Emergency Management Consultant
• Service Type: Part-Time, Hourly
• Hourly Rate: $125.00
Project Overview
The Consultant will provide specialized support in the area of Emergency Management for the Town of Los Altos Hills. Core responsibilities include preparedness planning, response coordination, community engagement, training, post-incident reporting, Emergency Operations Center (EOC) readiness, and wildfire mitigation planning. Services are delivered in alignment with local, state, and federal emergency preparedness guidelines and best practices.

Key Task Areas and Scope of Work

1. Emergency Preparedness Planning
• Update the 2022 draft of the Town Emergency Operations Plan (EOP) • Complete associated annexes, beginning with the Evacuation Annex • Assist with the coordination of the Community Wildfire Protection Plan (CWPP) and Local Responsibility Area (LRA) wildfire map rollout
• Research and update draft MOUs with Foothill and DeAnza Colleges for secondary EOC and sheltering
• Coordinate with the Sheriff’s Office, Fire District, and County Fire on evacuation strategies and emergency plans

2. Emergency Operations Center (EOC) Training
• Monitor and document EOC training compliance for staff and DSW certification requirements
• Develop advanced training for section leads

• Plan and coordinate a full-scale EOC exercise in collaboration with allied agencies • Update EOC Orientation materials and training resources • Support HR with onboarding-specific DSW training

3. Emergency Response Coordination
• Oversee emergency response efforts in collaboration with local, regional, and state authorities
• Represent the Town in Operational Area meetings, briefings, and exercises • Provide situational awareness briefings and coordinate interagency communication • Develop a Strategic Communications Plan for emergencies based on community feedback

4. Post-Incident Evaluation & Reporting
• Lead post-incident evaluations and produce After-Action Reports (AARs) • Identify and incorporate lessons learned into EOC protocols and procedures

5. Community Outreach & Stakeholder Engagement
• Lead community outreach initiatives and education campaigns • Provide technical and planning support to the Emergency Preparedness and Response Committee (EPRC)
• Support EPRC goals, including:
o Mass notification sound study
o Improvement of resident engagement in AlertSCC
o Emergency messaging template development
• Oversee training and activities of the Los Altos Hills CERT and Teen CERT programs in coordination with the County Fire District

6. Emergency Operations Center (EOC) Modification Project • Manage logistics, plans, and procurement for the new EOC space and hybrid options • Create and maintain an inventory list of EOC equipment and supplies • Evaluate and improve internal and external communication methods, including publicfacing contact options • Expand capabilities for mobile/secondary EOC deployment

7. Wildfire Mitigation Planning and Coordination
• Assist in wildfire risk reduction planning aligned with the CWPP and LRA mapping strategies
• Coordinate with the Los Altos Hills County Fire District, Emergency Preparedness and Response Committee, Town Staff and Santa Clara County Fire for public education on defensible space, fire-safe landscaping, and home hardening

• Integrate wildfire mitigation goals into the Town's emergency plans and community engagement activities
• Support grant development and stakeholder engagement for wildfire mitigation funding opportunities
Deliverables
• Updated and annexed Emergency Operations Plan
• Training materials and records for EOC and DSW personnel • Emergency exercise planning and execution
• Strategic Communication Plan (draft)
• After-Action Reports for any incidents or exercises
• CERT/Teen CERT coordination logs and engagement reports • EOC space planning documents and inventory records
• Wildfire mitigation action items and coordination notes

Town of Los Altos Hills Page 1 of 3
Short form
Updated 4/26/22

AGREEMENT
THIS AGREEMENT is made and entered into on the 21th day of July, 2025 by and between the TOWN OF LOS ALTOS HILLS (hereinafter referred to as "TOWN") and Victoria Bebee (hereinafter referred to as "CONTRACTOR"). In consideration of their mutual covenants, the parties hereto agree as follows:

1. CONTRACTOR. Shall provide or furnish the following specified services and/or materials:

Consultant Emergency Management Services for the Town of Los Altos Hills

2. EXHIBITS. The following attached exhibits are hereby incorporated into and made a part of this Agreement:

Proposal from CONTRACTOR dated July 9, 2025

3. TERMS. The services and/or materials furnished under this Agreement shall commence 07/01/25 and shall be completed by 6/30/26, unless terminated pursuant to Section 5(f).

4. COMPENSATION. For the full performance of this Agreement:
a. TOWN shall pay CONTRACTOR an amount not to exceed sixty thousand dollars and zero cents ($140,000.00), within thirty (30) days following receipt of invoice and completion/delivery of services/goods as detailed in Sections 1, 2, and 3 of this Agreement and only upon satisfactory delivery/completion of goods/services in a manner consistent with professional/industry standards for the area in which CONTRACTOR operates. TOWN is not responsible for paying for any work done by CONTRACTOR or any subcontractor above and beyond the not to exceed amount.
b. Town shall not reimburse for any of CONTRACTOR's costs or expenses to deliver any services/goods. Town shall not be responsible for any interest or late charges on any payments from Town to CONTRACTOR.
c. CONTRACTOR is responsible for monitoring its own forces/employees/agents/ subcontractors to ensure delivery of goods/services within the terms of this Agreement. TOWN will not accept or compensate CONTRACTOR for incomplete goods/services.

ITEM 6A Attachment 4

Town of Los Altos Hills Page 2 of 3
Short form
Updated 4/26/22

5. GENERAL TERMS AND CONDITIONS.
a. HOLD HARMLESS. CONTRACTOR agrees to indemnify, defend and hold harmless the TOWN, its officers, agents and employees from any and all demands, claims or liability of personal injury (including death) and property damage of any nature, caused by or arising out of the performance of CONTRACTOR under this Agreement. With regard to CONTRACTOR’S work product, CONTRACTOR agrees to indemnify, defend and hold harmless the TOWN, its officers, agents and employees from any and all demands, claims or liability of any nature to the extent caused by the negligent performance of CONTRACTOR under this Agreement. b. NON-DISCRIMINATION. No discrimination shall be made in the employment of persons under this Agreement because of the race, color, national origin, age, ancestry, religion or sex of such person.
c. INTEREST OF CONTRACTOR. It is understood and agreed that this Agreement is not a contract of employment and does not create an employer-employee relationship between the TOWN and CONTRACTOR. At all times CONTRACTOR shall be an independent contractor and CONTRACTOR is not authorized to bind the TOWN to any contracts or other obligations without the express written consent of the TOWN. In executing this Agreement, CONTRACTOR certifies that no one who has or will have any financial interest under this Agreement is an officer or employee of TOWN. d. CHANGES. This Agreement shall not be assigned or transferred without advance written consent of the TOWN. No changes or variations of any kind are authorized without the written consent of the City Manager. This Agreement may only be amended by a written instrument signed by both parties. e. TERMINATION. This Agreement may be terminated by TOWN upon seven (7) days written notice to CONTRACTOR. Monies owed for work satisfactorily completed shall be paid to CONTRACTOR within 14 days of termination. f. RECORDS. All reports, data, maps, models, charts, studies, surveys, calculations, photographs, memoranda, plans, studies, specifications, records, files, or any other documents or materials, in electronic or any other form, that are prepared or obtained pursuant to this Agreement and that relate to the matters covered hereunder shall be the property of the TOWN. CONTRACTOR hereby agrees to deliver those documents to the TOWN at any time upon demand of the TOWN. It is understood and agreed that the documents and other materials, including but not limited to those described above, prepared pursuant to this Agreement are prepared specifically for the TOWN and are not necessarily suitable for any future or other use. Failure by CONTRACTOR to deliver these documents to the TOWN within a reasonable time period or as specified by the TOWN shall be a material breach of this Agreement. TOWN and CONTRACTOR agree that until final approval by TOWN, all data, plans, specifications, reports and other documents are preliminary drafts not kept by the TOWN in the ordinary

Town of Los Altos Hills Page 3 of 3
Short form
Updated 4/26/22
course of business and will not be disclosed to third parties without prior written consent of both parties. All work products submitted to the TOWN pursuant to this Agreement shall be deemed a "work for hire.” Upon submission of any work for hire pursuant to this Agreement, and acceptance by the TOWN as complete, nonexclusive title to copyright of said work for hire shall transfer to the TOWN. The compensation recited in Section 4 shall be deemed to be sufficient consideration for said transfer of copyright. CONTRACTOR retains the right to use any project records, documents and materials for marketing of their professional services. g. CONTRACT ADMINISTRATION. The TOWN hereby designates the Deputy City Manager and the City Manager as Contract Administrator for this agreement. The CONTRACTOR shall only take direction regarding the services provided under this Agreement from the Contract Administrator. Furthermore, CONTRACTOR agrees that the Contract Administrator shall be included any meeting, teleconference or written communication between any Town representative including Committee members and the CONTRACTOR. The TOWN may modify the Contract Administrator at any time upon providing written notice to the CONTRACTOR. h. ENTIRE AGREEMENT. This Agreement represents the entire agreement between the Parties. Any ambiguities or disputed terms between this Agreement and any attached Exhibits shall be interpreted according to the language in this Agreement and not the Exhibits.

6. INVOICING. Send all invoices to the contract coordinator at the address below.

This Agreement shall become effective upon its approval and execution by TOWN. In witness whereof, the parties have executed this Agreement the day and year first written above.

CONTRACT COORDINATOR and
representative for TOWN: CONTRACTOR:

Cody Einfalt
Deputy City Manager
Town of Los Altos Hills By:
26379 Fremont Road Signature Date
Los Altos Hills, CA 94022
Print name, Title
TOWN OF LOS ALTOS HILLS:

By:

Peter Pirnejad, City Manager Date

7/9/2025 Emergency
Management
Consultant
Victoria Bebee

BEBEE CONSULTING

Victoria Bebee
403 Sobrato Drive
Campbell, CA. 95008
408-813-8874
[email protected]
7/9/2025
Town of Los Altos Hills
26379 Fremont Road
Los Altos Hills, CA 94022
Dear Mr. Cody Einfalt:

I am writing to express my interest in serving as an Emergency Management Consultant for the Town of Los Altos Hills. With over 20 years of leadership experience in emergency services, including the past 5 years dedicated specifically to emergency management and more than 15 years in emergency medical services (EMS) management, I bring a deep understanding of operational readiness, public safety coordination, and community resilience.

In my recent emergency management roles, I have worked closely with local jurisdictions to develop Emergency Operations Plans (EOPs), lead hazard mitigation efforts, support emergency response coordination, and enhance community preparedness. My work has focused on practical, scalable solutions for small and mid-sized communities, including wildfire mitigation planning, continuity of operations (COOP) development, and after-action improvement planning.

Prior to that, my EMS career spanned over a decade and a half, managing field operations, personnel, and clinical protocols while ensuring compliance with regulatory and safety standards. This background has equipped me with the ability to work calmly and efficiently under pressure, collaborate with multi-agency stakeholders, and build systems that prioritize both public safety and operational efficiency.

My consulting approach is collaborative, grounded in industry best practices, and tailored to the unique needs of each municipality. I would welcome the opportunity to support the Town of Los Altos Hills in strengthening its emergency preparedness posture.

Thank you for your time and consideration. I would be glad to discuss how my experience aligns with your goals in more detail at your convenience.

Warm regards,
Victoria Bebee

PROFESSIONAL EXPERIENCE
Emergency Management Consultant
Town of Los Altos Hills, California
May 2025- Present
• Provide emergency management coordination between the Town of Los Altos Hills, Fire district and County office of Emergency Management
• Updating the Emergency Operations Plan (EOP), and Emergency Operations Center (EOC) structure.
• Planned and conducted Emergency Operations Center exercises and training • Liaison between the Town and County OEM for jurisdictional situational awareness • Coordinating and supporting AlertSCC awareness and improved emergency communication strategies for alongside
• Managed operational readiness for local disaster response, including PSPS (Public Safety Power Shutoff) coordination
Emergency Manager
Los Altos Hills County Fire District, California
Jan 2019 – April 2025
• Led emergency management coordination between the Town of Los Altos Hills, the District, EPRC Town Committee and CERT groups locally and regionally • Developed and maintained a Teen CERT (Community Emergency Response Team) Program for 13-18 yr. olds
• Planned and conducted wildfire preparedness and mitigation campaigns, emergency exercises, community outreach, and training programs alongside Town and District Staff • Liaised with Santa Clara County OEM and other regional agencies during activations and planning cycles.
• Coordinated AlertSCC awareness and improved emergency communication strategies for community outreach.
• Managed operational readiness for local disaster response including PSPS (Public Safety Power Shutoff) coordination, evacuation planning, and sheltering logistics.

Support Services Manager
American Medical Response, California
Mar 2018 – Jan 2020
• Managed administrative operations for support services including logistics, scheduling, and emergency resource planning.
• Oversaw logistical operations for large-scale medical deployments and coordinated mutual aid support.

• Provided leadership and supervision to administrative and field support personnel. • Ensured compliance with state/local EMS regulations and internal policy updates. • Assisted with business continuity planning, vendor coordination, and special events planning.

Secretary I
Rolling Hills Middle School, California
May 2015 – June 2017
• Created and maintained master schedules using Power Scheduler. • Coordinated emergency drills (fire, earthquake, student release), first aid response, and emergency team meetings.
• Provided front-office customer service, student record management, and clerical support. • Maintained databases, created spreadsheets, and provided logistical support for campus preparedness.

Clerical Substitute I
Campbell Union School District, California
Mar 2014 – May 2015
• Provided clerical and health office coverage district-wide. • Assisted with Powerschool, student care, two-way radio communication, and daily clerical functions.

Planned Event Coordinator
American Medical Response, California
Nov 2009 – Aug 2011
• Coordinated ambulance logistics and medical planning for major public events. • Developed community education materials and safety messaging in collaboration with partners.
• Supervised policy development, provided customer training, and organized CPR instruction sessions.
• Led ICS briefings and coordinated across agencies during large-scale events.

Consultant
American Medical Response, California
Jan 2006 – Nov 2009

• Designed and launched AMR’s Planned Event Group operations and logistics framework.
• Delivered public health presentations, CPR training, and coordinated with local event organizers.
• Developed community engagement materials and educational initiatives on EMS topics.

Instructor
American Safety and Health Institute, Oregon
Mar 2005 – Present
• Delivered CPR/AED, First Aid, and Babysitting Safety courses for a wide range of audiences.
• Managed a private training business, maintained certifications, and ensured compliance with training standards.

Basic Life Support Supervisor
American Medical Response, California
June 2003 – June 2004
• Supervised 300 EMTs across Santa Clara and San Mateo Counties. • Responded to 911 system-wide alerts and managed dispatch operations. • Assisted with budgeting, training, deployment strategies, and EOC readiness.

Emergency Medical Technician (EMT)
American Medical Response, California
Sept 1999 – June 2003
• Delivered pre-hospital emergency care for trauma, MCI, and medical patients. • Acted as Field Training Officer and Alternate BLS Supervisor. • Participated in large-scale community safety and EMS education events.

Town of Los Altos Hills
Proposal of Services
Emergency Management Consulting
FY 2025–2026
Consultant Information
• Consultant Name: Victoria Bebee
• Contact Information: 408-813-8874
• Contract Period: July 1, 2025 – June 30, 2026
• Title: Emergency Management Consultant
• Service Type: Part-Time, Hourly
• Hourly Rate: $125.00
Project Overview
The Consultant will provide specialized support in the area of Emergency Management for the Town of Los Altos Hills. Core responsibilities include preparedness planning, response coordination, community engagement, training, post-incident reporting, Emergency Operations Center (EOC) readiness, and wildfire mitigation planning. Services are delivered in alignment with local, state, and federal emergency preparedness guidelines and best practices.

Key Task Areas and Scope of Work

1. Emergency Preparedness Planning
• Update the 2022 draft of the Town Emergency Operations Plan (EOP) • Complete associated annexes, beginning with the Evacuation Annex • Assist with the coordination of the Community Wildfire Protection Plan (CWPP) and Local Responsibility Area (LRA) wildfire map rollout
• Research and update draft MOUs with Foothill and DeAnza Colleges for secondary EOC and sheltering
• Coordinate with the Sheriff’s Office, Fire District, and County Fire on evacuation strategies and emergency plans

2. Emergency Operations Center (EOC) Training
• Monitor and document EOC training compliance for staff and DSW certification requirements
• Develop advanced training for section leads

• Plan and coordinate a full-scale EOC exercise in collaboration with allied agencies • Update EOC Orientation materials and training resources • Support HR with onboarding-specific DSW training

3. Emergency Response Coordination
• Oversee emergency response efforts in collaboration with local, regional, and state authorities
• Represent the Town in Operational Area meetings, briefings, and exercises • Provide situational awareness briefings and coordinate interagency communication • Develop a Strategic Communications Plan for emergencies based on community feedback

4. Post-Incident Evaluation & Reporting
• Lead post-incident evaluations and produce After-Action Reports (AARs) • Identify and incorporate lessons learned into EOC protocols and procedures

5. Community Outreach & Stakeholder Engagement
• Lead community outreach initiatives and education campaigns • Provide technical and planning support to the Emergency Preparedness and Response Committee (EPRC)
• Support EPRC goals, including:
o Mass notification sound study
o Improvement of resident engagement in AlertSCC
o Emergency messaging template development
• Oversee training and activities of the Los Altos Hills CERT and Teen CERT programs in coordination with the County Fire District

6. Emergency Operations Center (EOC) Modification Project • Manage logistics, plans, and procurement for the new EOC space and hybrid options • Create and maintain an inventory list of EOC equipment and supplies • Evaluate and improve internal and external communication methods, including publicfacing contact options • Expand capabilities for mobile/secondary EOC deployment

7. Wildfire Mitigation Planning and Coordination
• Assist in wildfire risk reduction planning aligned with the CWPP and LRA mapping strategies
• Coordinate with the Los Altos Hills County Fire District, Emergency Preparedness and Response Committee, Town Staff and Santa Clara County Fire for public education on defensible space, fire-safe landscaping, and home hardening

• Integrate wildfire mitigation goals into the Town's emergency plans and community engagement activities
• Support grant development and stakeholder engagement for wildfire mitigation funding opportunities
Deliverables
• Updated and annexed Emergency Operations Plan
• Training materials and records for EOC and DSW personnel • Emergency exercise planning and execution
• Strategic Communication Plan (draft)
• After-Action Reports for any incidents or exercises
• CERT/Teen CERT coordination logs and engagement reports • EOC space planning documents and inventory records
• Wildfire mitigation action items and coordination notes

ITEM 7A STAFF REPORT

TOWN OF LOS ALTOS HILLS July 21, 2025
Staff Report to the City Council
SUBJECT: WAIVE READING AND INTRODUCE AN ORDINANCE AMENDING ARTICLE 8 OF CHAPTER 2, TITLE 10 OF THE LOS ALTOS HILLS

MUNICIPAL CODE RELATED TO THE WATER EFFICIENCY
LANDSCAPE ORDINACE (WELO).

PREPARED BY: Tim McBirney, Community Development Analyst FROM: Jay Bradford, Community Development Director
APPROVED: Peter Pirnejad, City Manager

RECOMMENDATION
Staff recommends that the City Council waive the first reading and introduce an ordinance amending the Water Efficiency Landscape Ordinance (WELO) (Attachment 1) by adopting the following modifications to the Parcel Water Budget (PWB):

1. Immediately reduce the Water Conservation Factor (WCF) from 0.8 to 0.65;

2. Further reduce the WCF to 0.55 effective January 1, 2028;

3. Further reduce the WCF to 0.45 effective January 1, 2031; and

4. Consider increasing the landscape compliance deposit currently set at $5,000 to a new amount as determined appropriate by the City Council during the Town's upcoming fee schedule update discussion.

BACKGROUND
The Town of Los Altos Hills is situated in a drought-prone region where outdoor landscaping accounts for the majority of water use on most parcels. In alignment with the Town’s ongoing commitment to sustainable resource management, water conservation, and addressing the projected impacts of climate change, staff in collaboration with the Environmental Initiatives Committee (EIC) and the Environmental Design and Protection Committee (EDPC) has developed proposed updates to the Water Efficient Landscape Ordinance (WELO).

The Town’s Water Efficient Landscape standards were last updated in 2015. Those standards use a Parcel Water Budget formula that incorporates a Water Conservation Factor (WCF) to estimate water usage for each parcel. Based on the current Parcel Water Budget formula, the average indoor household water use is set at approximately 120 CCF per year, and a current total allocation at 541 CCF. Based on data from the Purissima Hills Water District, more than 75% of residents currently

City Council
WELO
July 21, 2025

use less than the existing WELO allocation. This suggests a reduction appears warranted. In response, the Environmental Design and Protection Committee (EDPC) and Environmental Initiatives Committee (EIC), in coordination with staff, recommend a phased reduction in the WCF to support effective implementation of the updated water allocation framework.

Following presentations and deliberations at the Planning Commission on May 1, 2025. See meeting link here https://losaltoshillsca.portal.civicclerk.com/event/3791/media), and committee meetings with staff on May 9 and May 29, 2025, staff and committee representatives aligned on a phased WCF reduction plan. On June 5, 2025, the Planning Commission adopted a resolution recommending and adoption of the proposed ordinance and forward it to the City Council for consideration. See meeting link here:
https://losaltoshillsca.portal.civicclerk.com/event/3792/media.

In preparation for the July 21 City Council Meeting a public hearing notice was published on July 5th, 2025, in the Palo Alto Daily Post and posted on the Town’s website through the City Council agenda publication on July 3, 2025, in accordance with standard noticing procedures.

DISCUSSION
The proposed WELO amendment focuses on reducing excessive outdoor water allocations while maintaining the current 120 CCF indoor use assumption. Key provisions include:
• Phased Reduction of WCF: Lowering the WCF from 0.8 to 0.65 immediately upon ordinance adoption, then to 0.55 in 2028, and finally to 0.45 in 2031. This corresponds to a reduced average Parcel Water Budget from 541 CCF to approximately 409 CCF by 2028 and 356 CCF by 2031.
• Applicability: These changes apply only to new landscaping projects or substantial redevelopment. Existing properties and landscaping are unaffected unless subject to major development or demolition and rebuild.
• Compliance Deposit Adjustment: The current $5,000 compliance deposit may no longer be sufficient to incentivize adherence to the PWB. Committees recommend the Council consider the deposit amount relative to project valuation or other metrics during its next fee schedule review.

City Council
WELO
July 21, 2025

• Ongoing Compliance Review: Two years after a landscaping project’s completion, staff conducts a water usage audit. If the project remains within its PWB (excluding indoor allocation), the deposit is returned. Otherwise, it may be forfeited.

Even after full implementation of the proposed WCF reduction, most parcels would remain within their revised water budget. Additionally, the proposed PWB would only apply to projects which require WELO calculations such as full new landscaping projects, new construction, or alterations and additions with landscaping components.

In preparation for the July 21, 2025, City Council meeting, a public hearing notice was published in the Palo Alto Daily Post on July 5, 2025, and posted on the Town’s website as part of the City Council agenda publication on July 3, 2025, in accordance with standard noticing procedures.

ENVIRONMENTAL REVIEW:

The proposed ordinance is exempt from CEQA under Section 15061(b)(3) of the CEQA Guidelines. The action involves no physical development, land use change, or discretionary project approval and will not result in a significant environmental impact.

FISCAL IMPACT:

There is no direct fiscal impact associated with this ordinance. Any future changes to the deposit structure will be reviewed as part of the Town’s regular fee schedule update process. 2024-25 CITY COUNCIL WORK PLAN:

This item is a part of the 2024-25 City Council Work Plan under the category of quality of life and community character.

ATTACHMENTS:

Attachment 1: Draft WELO ordinance

ORDINANCE ______
ORDINANCE OF THE TOWN OF LOS ALTOS HILLS AMENDING TITLE 10 (ZONING AND SITE DEVELOPMENT) CHAPTER 2 (SITE DEVELOPMENT) ARTICLE 8 (LANDSCAPING) OF THE LOS ALTOS HILLS MUNICIPAL CODE TO

AMEND REGULATIONS RELATING TO WATER EFFICIENCY LANDSCAPING

STANDARDS
WHEREAS, The State of California has experienced frequent droughts, and drought conditions are common in Los Altos Hills; and
WHEREAS, the Town of Los Altos Hills (“Town”) reviews all new and proposed landscaping projects within the Town; and
WHEREAS, the Town adopted a state-certified Water Efficiency Landscaping Ordinance (“WELO”) regulating the allowed parcel water budget that is applied to all new landscaping projects in the Town, which was last updated in June of 2015; and WHEREAS, specifically, Article 8 of the Los Altos Hills Zoning and Site Development code committed the Town to “[ . . . ] create the maximum compatibility of development with the natural environment; to preserve the rural qualities of the Town, to insure that structures, as viewed from off-site, blend harmoniously with the natural landscape and are unobtrusive; to maintain soil stability, to abate noises; to protect wildlife habitats; to retain aesthetic quality; to conserve water resources; and to protect properties against fire and other natural forces.” which in large part reflects existing, practice wherein the Town reviews and approves landscaping projects with a focus on drought resistant and water conservation-focused design; and
WHEREAS, to accomplish the commitments set forth in Article 8, the Town has prepared a set of amendments to The Town’s Municipal Code, Title 10, Chapter 2, Article 8 to incorporate further water conservation measures; and
WHEREAS, on May 1, 2025, the Planning Commission held a study session to consider the proposed Zoning Amendments set forth in Exhibit A and to solicit public comments; and on May 13, 2025 the Environmental Design and Protection Committee held a meeting to solicit public comments and on May 22, 2025, the Environmental Initiatives Committee held a meeting to solicit public comments on the proposed Zoning Amendments set forth in Exhibit A.

WHEREAS, on June 5, 2025 the Planning Commission held a duly noticed public hearing to consider the proposed Zoning Amendments set forth in Exhibit A, at which time all interested parties were provided an opportunity to give input and participate in the public process; and
WHEREAS, on __________, the City Council introduced and held a duly noticed public hearing to consider the proposed Zoning Amendments, at which time all interested parties were provided an opportunity to give input and participate in the public process, and subsequently adopted the proposed Zoning Amendments at its _________ meeting; and WHEREAS, the proposed Zoning Amendments are consistent with and support the Los Altos Hills General Plan by helping to ensure the implementation water conservation measures and environmental preservation; and
ITEM 7A ATTACHMENT 1

WHEREAS, under the California Environmental Quality Act (“CEQA”) Guidelines Section 15061(b)(3), CEQA applies only to projects which have the potential for causing a significant effect on the environment, and where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA; and
WHEREAS, in this case the proposed Zoning Amendments do not have a potential for creating a significant environmental effect as they do not create any zoning land uses, approve any development projects, or issue any entitlements, but are regulatory actions taken by the Town to implement procedural requirements only; and
WHEREAS, the proposed Zoning Amendments are intended to improve the Town’s application review standards and to implement policies and programs consistent with State’s water conservation guidelines and the climate of the Town, in a way that promotes community welfare, and the Town’s character and aesthetic quality.

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

SECTION I. FINDINGS.

Based on the entirety of the record as described above, the City Council for the Town of Los Altos Hills hereby makes the following findings:

1. All of the facts and recitals above are true, correct, incorporated herein, and made a part hereof.

2. Based on the entirety of the record before it, the City Council hereby finds that this Ordinance is exempt from review under the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3). Under CEQA Guidelines Section 15061(b)(3), CEQA applies only to projects that have the potential for causing a significant effect on the environment, and where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA. In this case, the proposed Zoning Amendments do not have a potential for creating a significant environmental effect as they do not create any zoning land uses, approve any development projects, or issue any entitlements, but are regulatory actions taken by the Town to implement procedural requirements only.

3. This Ordinance was prepared, introduced, and adopted in accordance with the requirements of Planning and Zoning Law (Government Code, sections 65853-65860) and meets all of the requirements thereunder.

4. The proposed changes to this Ordinance are consistent with and support the Town of Los Altos Hills’ General Plan and supports the Los Altos Hills Water Efficiency Landscaping policies. Improving the Town’s Water Conservation Methods and review process and codify new standards for measuring a parcel’s water budget existing practices and furthering the Town’s goals of creating healthy and resilient landscaping for new development projects. The amendments proposed in the Ordinance would accomplish the Water Efficiency program goals identified in the Town’s Municipal Code.

SECTION II. AMENDMENT.

Article 8, Chapter 2, Title 10, of the Town of Los Altos Hills’ Municipal Code, is hereby ITEM 7A ATTACHMENT 1

amended to read as set forth in Exhibit A to this Ordinance, which is hereby incorporated as though set forth in full herein.

SECTION III. SEVERABILITY.

If any provision of this Ordinance or the application thereof to any person or circumstance is held invalid or unconstitutional the remainder of this Ordinance, including the application of such part or provision to other persons or circumstances shall not be affected thereby and shall continue in full force and effect. To this end, provisions of this Ordinance are severable. The City Council of the Town of Los Altos Hills hereby declares that it would have passed each section, subsection, subdivision, paragraph, sentence, clause, or phrase hereof irrespective of the fact that any one or more sections, subsections, subdivisions, paragraphs, sentences, clauses, or phrases be held unconstitutional, invalid, or unenforceable.

SECTION IV. EFFECTIVE DATE AND PUBLICATION.

Pursuant to the provisions of Government Code Section 36933, a summary of this Ordinance shall be prepared by the City Attorney. At least five (5) days prior to the Council meeting at which this Ordinance is scheduled to be adopted, the City Clerk shall (1) publish the Summary, and (2) post in the City Clerk’s Office a certified copy of this Ordinance. Within fifteen (15) days after the adoption of this Ordinance, the City Clerk shall (1) publish the summary, and (2) post in the City Clerk’s Office a certified copy of the full text of this Ordinance along with the names of those City Council members voting for and against this Ordinance or otherwise voting.

This Ordinance shall become effective thirty (30) days from and after its adoption.

INTRODUCED: ______________, 2025
PASSED: _______________, 2025
AYES:

NOES:

ABSTENTIONS:

ABSENT:

BY: _________________________
Mayor
ATTEST:
_________________________
City Clerk
APPROVED AS TO FORM:
_________________________
City Attorney
ITEM 7A ATTACHMENT 1

ORDINANCE EXHIBIT A: Changes to WELO Ordinance
The following changes are made to 10-2.809 of the Municipal Code with all changes highlighted and additions in underline and deletions in strikethrough. § 10-2.809 Water efficient landscaping.
(a) Application. The provisions of the Water Efficient Landscape Ordinance (WELO) shall apply to the following:
(1) All new development projectsrequiring a Site Development Permit; and (2) Rehabilitated landscape projects with an aggregated irrigated landscape area equal to or greater than 2,500 square feet requiring a building orsite development permit; and
(3) Existing landscapes limited to subsections (s)(t) and (t) (u).

Any project with an aggregate landscape area of 2,500 square feet or less may comply with the performance requirements of this section or conform to the prescriptive measures contained in the Prescriptive Compliance Option located within the Town's Landscape Design Guidelines and Plan Submittal Requirements (herein after referred to as Landscape Guidelines).

For projects using treated or untreated graywater orrainwater captured on-site, any lot or parcel within the project that has less than 2,500 square feet of landscaping and meets the lot or parcel's landscape water requirement (estimated total water use) entirely with treated or untreated graywater or through stored rainwater captured on-site shall only be subject to the irrigation requirements located within the Town's Landscape Guidelines.

This section shall not apply to:
(1) Registered local, State or Federal historical sites where landscaping establishes an historical landscape style, as determined by any applicable public board or commission responsible for architectural review or historic preservation;
(2) Ecological restoration or mined-land reclamation projects that do not require a permanent irrigation system; or
(3) Community gardens or plant collections, as part of botanical gardens and arboretums open to the public.

ITEM 7A, ATTACHMENT 1, EXHIBIT A

(b) Definitions. The following definitions are established for the purpose of this article. A complete list of WELO definitions is included in the Town's Landscape Guidelines.

The meaning and construction of words and phrases is as follows:

Applied water means the watersupplied by the irrigation system to the landscape.

Certified professional means a certified irrigation designer, certified landscape irrigation auditor, licensed landscape architect, licensed landscape contractor, licensed professional engineer, or any other person authorized by the state to design a landscape, an irrigation system, or authorized to complete a water budget.

Distribution uniformity means the measure of the uniformity of irrigation water over a defined area.

Ecological restoration project means a project where the site is intentionally altered to establish a defined, indigenous, historic ecosystem.

Established landscape means the point at which plants in the landscape area have developed significant root growth into the soil. Typically, most plants are established after one or two years of growth.

Estimated total water use (ETWU) means the total water used for the landscape as calculated in subsection (d) of this section, "Water Efficient Landscape Worksheet." ET adjustment factor (ETAF) means a factor of 0.55 for residential areas and 0.45 for non-residential areas, that when applied to reference evapotranspiration, adjusts for plant factors and irrigation efficiency. The ETAF for new and existing (nonrehabilitated) special landscape areas shall not exceed 1.0. The ETAF for new and existing (non- rehabilitated) special landscape areas shall not exceed 1.0.

Evapotranspiration (ET) rate means the quantity of water evaporated from adjacent soil and other surfaces and transpired by plants during a specified time.

Graywater means untreated wastewater that has not been contaminated by any toilet discharge, has not been affected by infectious, contaminated, or unhealthy bodily wastes, and does not present a threat from contamination by unhealthful processing, manufacturing, or operating wastes. Graywater includes, but is not limited to, wastewater from bathtubs, showers, bathroom washbasins, clothes washing machines, and laundry tubs, but does not include wastewater from kitchen sinks or dishwashers.

Hydrozone means a portion of the landscaped area having plants with similar water needs and rooting depth. A hydrozone may be irrigated or non-irrigated.

ITEM 7A, ATTACHMENT 1, EXHIBIT A

Invasive plant species means species of plants not historically found in California that spread outside cultivated areas and can damage environmental or economic resources. Lists of invasive plants are maintained at the California Invasive Plant Inventory and USDA invasive and noxious weeds database.

Irrigation audit means an in-depth evaluation of the performance of an irrigation system conducted by a certified professional. An irrigation audit includes, but is not limited to: inspection, system tune-up, system test with distribution uniformity or emission uniformity, reporting overspray or runoff that causes overland flow, and preparation of an irrigation schedule. The audit must be conducted in a manner consistent with the Irrigation Association's Landscape Irrigation Auditor Certification Program or other U.S. Environmental Protection Agency "WaterSense" labeled auditing program.

Irrigation efficiency (IE) means the measurement of the amount of water beneficially used divided by the amount of water applied. Irrigation efficiency is derived from measurements and estimates of irrigation system characteristics and management practices. The minimum average irrigation efficiency for purposes of this section are 0.75 for overhead spray devices and 0.81 for drip systems.

Irrigation survey means an evaluation of an irrigation system that is less detailed than an irrigation audit and includes, but is not limited to: inspection, system test, and written recommendations to improve performance of the irrigation system.

Landscape area (LA) means all the irrigated planting areas, turf areas and water featuresin a landscape design plan subject to the maximum applied water allowance calculation.

Landscape project means the total area comprising the proposed irrigated landscape area, as defined in this section.

Landscape water meter means an inline device installed at the irrigation supply point that measures the flow of the water into the irrigation system and is connected to a totalizer to record water use.

Local water purveyor means any entity, including a public agency, city, county, district or private water company that provides retail water service.

New construction means the construction of a new building or structure containing a landscape or other new land improvement, such as a park, playground, or greenbelt without an associated building.

ITEM 7A, ATTACHMENT 1, EXHIBIT A

Nonresidential landscape means landscapes in commercial, institutional, and public settings that may have areas designated for recreation or public assembly.

Overspray means the irrigation water which is delivered beyond the target area.

Parcel water budget (PWB) meansthe upper limit of annual applied water purchased from the local water purveyor for the parcel as specified in subsection (c) of thissection, "Parcel Water Budget."
Permit means an authorizing document issued by local agencies for the installation of new or rehabilitated landscapes.

Pervious means any surface or material that allows the passage of water through the material and into the underlying soil.

Plant factor or plant water use factor is a factor, when multiplied by ETo, estimates the amount of water needed by plants. The plant factor range for very low water use plants is 0.0 to 0.1, the plant factor range for low water use plants is 0.1 to 0.3, the plant factor range for moderate water use plants is 0.4 to 0.6, and the plant factor range for high water use plants is 0.7 to 1.0.

Project applicant means the individual or entity requesting a permit or plan check from the Town. A project applicant may be the property owner or designee.

Reference evapotranspiration or ETo means a standard measurement of environmental parameters which affect the water use of plants. ETo is expressed in inches per day, month or year and is an estimate of the evapotranspiration of a large field of four to seven inch tall, cool season grass that is well watered. The ETo for Los Altos Hills, based on the state'sreference evapotranspiration table, is 43.0.

Rehabilitated landscape means any re-landscaping project that requires a building or site development permit.

Runoff means water which is not absorbed by the soil or landscape to which it is applied and flows from the irrigated landscape area.

Special landscape area (SLA) means an area of the landscape dedicated solely to edible plants, recreation areas, areasirrigated with recycled water, or water features using recycled water.

Turf means a ground coversurface of mowed grass. Annual bluegrass, Kentucky bluegrass, Perennial ryegrass, Red fescue, and Tall fescue are cool-season grasses.

Bermuda grass, Kikuyu grass, Seashore Paspalum, St. Augustine grass, Zoysia grass, and Buffalo grass are warm-season grasses.

ITEM 7A, ATTACHMENT 1, EXHIBIT A

Water conserving plant species means a plant species identified as having a very low or low plant factor.

Water feature means a design element where open water performs an aesthetic or recreational function. Water features include ponds, lakes, waterfalls, fountains, artificial streams, spas, and swimming pools (where water is artificially supplied).

The surface area of water features are included in the high water use hydrozone of the landscape area. Constructed wetlands that are not irrigated and stormwater retention basins are not water features.

WUCOLS means the Water Use Classification of Landscape Species published by the University of California Cooperative Extension and the Department of Water Resources in 2014.
(c) Parcel Water Budget. All properties shall calculate a parcel water budget (PWB) upon submittal of a Site Development Permit. The PWB is calculated using the following equation with the water conservation lowering at the intervals described in (d)
PWB = [(1.0-slope)(0.8) (0.65) (43.0)(0.62)[0.55 x (An-MDA) + (0.45 x SLA)] / 748] + 120
Where:

PWB = Parcel water budget (units per year)
Slope = Average slope of the parcel or lot as a percentage of 1.0 to the nearest hundredth

0.8 = Water conservation factor 0.65 = Water Conservation Factor

43.0 = Reference evapotranspiration (ETo) in Los Altos Hills, in inches/year

0.62 = Conversion factor (to gallons)

0.55 = ET adjustment factor (ETAF)
An = Net lot area (square feet)
MDA = Maximum development area. The maximum development area (in square feet) allowed for the property.

0.45 = Additional water allowance for SLA
SLA = Special landscape area (square feet)
748 = Number of gallons in a unit (100 cubic feet) of water ITEM 7A, ATTACHMENT 1, EXHIBIT A

120 = Number of units for indoor water use per property per year, or as may be modified by the Planning Director upon a demonstration of difficulty or unnecessary hardship pursuant to subsection (v) (w). Note: Not applicable if a landscape/outdoor use meter is installed.

Example PWB calculation: one-acre (43,560 sq. ft.) lot with 14% slope and 12,339 sq. ft. of MDA and no special landscape area:

PWB = [(1.0-.14) (0.8) (0.65) (43.0)(0.62)[0.55 x (43,560 - 12,339) + (0.45 x 0)]/ 748] + 120 = 541 units/year 462 units/year
The following sections shall apply to all new landscape areas equal to or greater than 500 square feet or for rehabilitated landscape projects with an aggregate landscape area equal to or greater than 2,500 square feet. (d) Water Conservation Factor Adjustments. New landscaping projects shall be subject to the Parcel Water Budget as calculated using the Water Conservation Factor value of 0.65 until December 31st, 2027.
(1) The Water Conservation Factorshall be lowered to a value of 0.55 beginning on January 1st, 2028. This shall remain in place for all Parcel Water Budget Calculations until December 31st, 2030.
(2) The Water Conservation Factorshall be lowered from 0.55 to a value of 0.45 beginning on January 1st, 2031.
(d)(e) Water Efficient Landscape Worksheet. A project applicant shall complete a Water Efficient Landscape Worksheet (Appendix C of the Town's Landscape Design Guidelines) for all new landscape areas of 500 square feet or greater or for rehabilitated landscape projects that are 2,500 square feet or larger. The worksheet shall conform to the requirements in the Town's Landscape Guidelines. (e)(f) Soil Management Report. A soil management report shall be completed by the project applicant, or designee, and shall conform to the requirements in the Town's adopted Landscape Guidelines.
(f)(g) Landscape Design, Soil Preparation and Mulching Criteria. The proposed landscaping shall be carefully designed and planned for the intended function of the project. All landscape designs, soil preparation techniques and mulching practices shall conform to the requirements in the Town's adopted Landscape Guidelines. (g)(h) Landscape Plan Requirements. The landscape plans shall be prepared by, and bear the signature of, a licensed landscape architect, licensed landscape contractor, or ITEM 7A, ATTACHMENT 1, EXHIBIT A

any other person authorized by the State of California to design a landscape and irrigation plan. Native species and natural vegetation shall be preserved where feasible and native, water conserving species are recommended. Landscape plans shall conform to the requirements in the Town's adopted Landscape Guidelines. (h)(i) Irrigation Design Criteria. An irrigation system shall meet the requirements listed in this section and the manufacturer's recommendations. Irrigation designs shall conform to the requirements in the Town's adopted Landscape Guidelines. (i)(j) Irrigation Plan Requirements. Irrigation plans shall be included with the landscape plan submittal and shall be prepared by, and bear the signature of, a licensed landscape architect, licensed landscape contractor, or any other person authorized by the State of California to design an irrigation plan. Irrigation plans shall conform to the requirements in the Town's adopted Landscape Guidelines. (j)(k) Grading Design Plan. A Grading Plan, meeting current Town standards and exceeding the state requirements, shall be submitted with each landscape project. (k)(l) Certificate of Completion. The certification documentation shall be prepared by the project landscape architect, irrigation designer, or landscape contractor and include the following statement: "The landscape and irrigation system has been installed as specified in the landscape design plan and complies with the criteria of the Water Efficient Landscape Ordinance and the permit." Receipt of the certification documentation will begin the 24 month period described in subsection (w)(x) of this section.

The Certificate of Completion shall include the following six elements:
(1) Project information sheet that contains: date, project name and address, applicant's name, telephone number and address, owner's name, telephone and mailing address;
(2) Certification by either the signer of the landscape design plan, the signer of the irrigation design plan, or the licensed landscape contractor that the landscape project has been installed per the approved Landscape Documentation Package:
(i) Where there have been significant changes made in the field during construction, these "asbuilt" "as-built" or record drawings shall be included with the certification,
(ii) A diagram of the irrigation plan showing hydrozonesshall be kept with the irrigation controller for subsequent management purposes; ITEM 7A, ATTACHMENT 1, EXHIBIT A

(3) Irrigation scheduling parameters used to set the controller; (4) Landscape and irrigation maintenance schedule;
(5) Irrigation audit report; and
(6) Soil analysis report, if not submitted with Landscape Documentation Package, and documentation verifying implementation of soil report recommendations.

The project applicant shall submit the signed Certificate of Completion to the local agency for review and ensure that copies of the approved Certificate of Completion are submitted to the local water purveyor and property owner or designee.

Upon receipt of the signed Certificate of Completion from the project applicant the Town shall approve or deny the Certificate of Completion. If the Certificate of Completion is denied, the local agency shall provide information to the project applicant regarding reapplication, appeal, or other assistance. (l)(m) Irrigation Scheduling. All irrigation schedules shall be developed, managed, and evaluated to utilize the minimum amount of waterrequired to maintain plant health.

Irrigation schedules shall conform to the requirements in the Town's adopted Landscape Guidelines.
(m)(n) Landscape and Irrigation Maintenance Schedule. A regular maintenance schedule shall be submitted with the Certificate of Completion and shall conform to the requirements in the Town's adopted Landscape Guidelines. (n)(o) Irrigation Audit, Irrigation Survey, and Irrigation Water Use Analysis. All landscape irrigation audits shall be conducted by a local agency landscape irrigation auditor or a third party certified landscape irrigation auditor. Landscape audits shall not be conducted by the person who designed the landscape or installed the landscape.

For new construction and rehabilitated landscape projects installed after December 1, 2015, the local agency shall administer programs that may include, but not be limited to, irrigation water use analysis, irrigation audits, and irrigation surveys for compliance with the Parcel Water Budget.
(o)(p) Recycled Water. The installation of recycled water irrigation systems shall allow for the current and future use of recycled water. All recycled water irrigation systems shall be designed and operated in accordance with all applicable local and State laws. Landscapes using recycled water are considered special landscape areas.

The ET adjustment factor for new and existing (non-rehabilitated) special landscape areas shall not exceed 1.0.

ITEM 7A, ATTACHMENT 1, EXHIBIT A

(p)(q) Graywater Systems. Graywater systems promote the efficient use of water and are encouraged to assist in on-site landscape irrigation. All graywater systems shall conform to the California Plumbing Code (Title 24, Part 5, Chapter 16) and any applicable local ordinance standards. Refer to subsection (a) for the applicability of this section to landscape areas less than 2,500 square feet with the estimated total water use met entirely by graywater.
(q)(r) Stormwater Management, Well Water and Rainwater Retention. Implement stormwater best management practices into the landscape and grading design plansto minimize runoff and to increase on-site rainwater retention and infiltration.

Encourage the use of stormwater for landscape irrigation. Well water and retained water does not count toward the PWB.
(r)(s) Public Education.
(1) The Town shall provide information to all Planning and Building Department applicants regarding the design, installation, management, and maintenance of water efficient landscapes.
(2) Starting on January 1, 2012, the Town may, in conjunction with water purveyors, develop and administer a voluntary program to audit water usage for existing landscapes.
(s)(t) Irrigation Audit, Irrigation Survey, and Irrigation Water Use Analysis. Thissubsection shall apply to all existing landscapes using waterfrom a local purveyor that were installed before December 1, 2015 and are over one acre in size. (1) For all landscapes that have a water meter, the local agency shall administer programs that may include, but not be limited to, irrigation water use analyses, irrigation surveys, and irrigation audits to evaluate water use and provide recommendations as necessary to reduce landscape water use to a level that does not exceed the Parcel Water Budget for existing landscapes. (2) For all landscapes that do not have a meter, the local agency shall administer programs that may include, but not be limited to, irrigation surveys and irrigation audits to evaluate water use and provide recommendations as necessary in order to prevent water waste.
(3) All landscape irrigation audits shall be conducted by a certified landscape irrigation auditor.
(t)(u) Water Waste Prevention. Runoff is prohibited from leaving the target landscape area due to low head drainage, overspray, or other similar conditions where water flows ITEM 7A, ATTACHMENT 1, EXHIBIT A

onto adjacent property, non-irrigated areas, walks, roadways, parking lots, or structures.

Restrictions regarding overspray and runoff may be modified if:
(1) The landscape area is adjacent to permeable surfacing and no runoff occurs; or (2) The adjacent non-permeable surfaces are designed and constructed to drain entirely to landscaping.
(u)(v) Reporting. The Planning Department shall report to the Department of Water Resources by December 31, 2015 and then report annually by January 31st of each subsequent year.

The reportshall address the following:
(1) State that the Town is adopting a single agency ordinance and the date of adoption or anticipated date of adoption;
(2) State that the Town is using a locally modified Water Efficient Landscape Ordinance (WELO), explain any differences between the Town's WELO and the State's Model Water Efficient Landscape Ordinance (MWELO), identify that the Town's WELO is it at least as efficient as MWELO, and specify any exemptions; (3) State the entity responsible for implementing the ordinance. State number and types of projects subject to the ordinance during the specified reporting period; (4) State the total area (in square feet or acres) subject to the ordinance over the reporting period, if available;
(5) Provide the number of new housing starts, new commercial projects, and landscape retrofits during the reporting period;
(6) Describe the procedure for review of projectssubject to the ordinance; (7) Describe actions taken to verify compliance;
(8) Describe enforcement measures;
(9) Explain challenges to implementing and enforcing the ordinance; and (10) Describe educational and other needs to properly apply the ordinance. (v)(w) Exceptions. The Planning Directorshall have the discretion to grant exceptions to the 120 unit allocation for yearly indoor water use in cases where, due to exceptional conditions involved, a literal enforcement of the provisions of this ITEM 7A, ATTACHMENT 1, EXHIBIT A

section would result in practical difficulties or unnecessary hardships; provided, however, no such exceptions shall be granted unless the Planning Director shall find that the granting ofsuch exception will not be contrary to the intent of the provisions of this section.
(w)(x) Deposit Required—Forfeiture of Deposit. Anyone who issubject to the requirements of this article shall submit a deposit or other security deemed satisfactory by the Planning Director. Two years after the certificate of completion is filed with the Town for any landscaping project subject to the provisions herein, the property owner shall furnish to the Town the second year (months 13 through 24 following receipt of the certificate of completion) of water use and billing data from the subject property's water purveyor. If the site water usage exceeds the calculated PWB, the deposit shall be held for an additional 12 months. At the end of the additional 12 month period, the property owner shall provide the Town with the previous 12 months (month 25 through 36) of water use and billing data from the subject property's water purveyor. If the water usage still exceeds the estimated PWB, the deposit shall be forfeited to the Town, in full. All Town staff time and materials expended to ensure compliance with this section will be deducted from the deposit.

Any remaining amounts from a forfeited deposit shall be utilized to further the purposes of this section.

ITEM 7A, ATTACHMENT 1, EXHIBIT A

ORDINANCE EXHIBIT A: Changes to WELO Ordinance
The following changes are made to 10-2.809 of the Municipal Code with all changes highlighted and additions in underline and deletions in strikethrough. § 10-2.809 Water efficient landscaping.
(a) Application. The provisions of the Water Efficient Landscape Ordinance (WELO) shall apply to the following:
(1) All new development projects requiring a Site Development Permit; and (2) Rehabilitated landscape projects with an aggregated irrigated landscape area equal to or greater than 2,500 square feet requiring a building or site development permit; and
(3) Existing landscapes limited to subsections (s) (t) and (t) (u).

Any project with an aggregate landscape area of 2,500 square feet or less may comply with the performance requirements of this section or conform to the prescriptive measures contained in the Prescriptive Compliance Option located within the Town's Landscape Design Guidelines and Plan Submittal Requirements (herein after referred to as Landscape Guidelines).

For projects using treated or untreated graywater or rainwater captured on-site, any lot or parcel within the project that has less than 2,500 square feet of landscaping and meets the lot or parcel's landscape water requirement (estimated total water use) entirely with treated or untreated graywater or through stored rainwater captured on-site shall only be subject to the irrigation requirements located within the Town's Landscape Guidelines.

This section shall not apply to:
(1) Registered local, State or Federal historical sites where landscaping establishes an historical landscape style, as determined by any applicable public board or commission responsible for architectural review or historic preservation;
(2) Ecological restoration or mined-land reclamation projects that do not require a permanent irrigation system; or
(3) Community gardens or plant collections, as part of botanical gardens and arboretums open to the public.

ITEM 7A ATTACHMENT 2
(Exhibit A for Resolution)

(b) Definitions. The following definitions are established for the purpose of this article. A complete list of WELO definitions is included in the Town's Landscape Guidelines.

The meaning and construction of words and phrases is as follows:

Applied water means the water supplied by the irrigation system to the landscape.

Certified professional means a certified irrigation designer, certified landscape irrigation auditor, licensed landscape architect, licensed landscape contractor, licensed professional engineer, or any other person authorized by the state to design a landscape, an irrigation system, or authorized to complete a water budget.

Distribution uniformity means the measure of the uniformity of irrigation water over a defined area.

Ecological restoration project means a project where the site is intentionally altered to establish a defined, indigenous, historic ecosystem.

Established landscape means the point at which plants in the landscape area have developed significant root growth into the soil. Typically, most plants are established after one or two years of growth.

Estimated total water use (ETWU) means the total water used for the landscape as calculated in subsection (d) of this section, "Water Efficient Landscape Worksheet." ET adjustment factor (ETAF) means a factor of 0.55 for residential areas and 0.45 for non-residential areas, that when applied to reference evapotranspiration, adjusts for plant factors and irrigation efficiency. The ETAF for new and existing (nonrehabilitated) special landscape areas shall not exceed 1.0. The ETAF for existing non-rehabilitated landscapes is 0.8.

Evapotranspiration (ET) rate means the quantity of water evaporated from adjacent soil and other surfaces and transpired by plants during a specified time.

Graywater means untreated wastewater that has not been contaminated by any toilet discharge, has not been affected by infectious, contaminated, or unhealthy bodily wastes, and does not present a threat from contamination by unhealthful processing, manufacturing, or operating wastes. Graywater includes, but is not limited to, wastewater from bathtubs, showers, bathroom washbasins, clothes washing machines, and laundry tubs, but does not include wastewater from kitchen sinks or dishwashers.

Hydrozone means a portion of the landscaped area having plants with similar water needs and rooting depth. A hydrozone may be irrigated or non-irrigated.

Invasive plant species means species of plants not historically found in California that spread outside cultivated areas and can damage environmental or economic resources. Lists of invasive plants are maintained at the California Invasive Plant Inventory and USDA invasive and noxious weeds database.

Irrigation audit means an in-depth evaluation of the performance of an irrigation system conducted by a certified professional. An irrigation audit includes, but is not limited to: inspection, system tune-up, system test with distribution uniformity or emission uniformity, reporting overspray or runoff that causes overland flow, and preparation of an irrigation schedule. The audit must be conducted in a manner consistent with the Irrigation Association's Landscape Irrigation Auditor Certification Program or other U.S. Environmental Protection Agency "WaterSense" labeled auditing program.

Irrigation efficiency (IE) means the measurement of the amount of water beneficially used divided by the amount of water applied. Irrigation efficiency is derived from measurements and estimates of irrigation system characteristics and management practices. The minimum average irrigation efficiency for purposes of this section are 0.75 for overhead spray devices and 0.81 for drip systems.

Irrigation survey means an evaluation of an irrigation system that is less detailed than an irrigation audit and includes, but is not limited to: inspection, system test, and written recommendations to improve performance of the irrigation system.

Landscape area (LA) means all the irrigated planting areas, turf areas and water features in a landscape design plan subject to the maximum applied water allowance calculation.

Landscape project means the total area comprising the proposed irrigated landscape area, as defined in this section.

Landscape water meter means an inline device installed at the irrigation supply point that measures the flow of the water into the irrigation system and is connected to a totalizer to record water use.

Local water purveyor means any entity, including a public agency, city, county, district or private water company that provides retail water service.

New construction means the construction of a new building or structure containing a landscape or other new land improvement, such as a park, playground, or greenbelt without an associated building.

Nonresidential landscape means landscapes in commercial, institutional, and public settings that may have areas designated for recreation or public assembly.

Overspray means the irrigation water which is delivered beyond the target area.

Parcel water budget (PWB) means the upper limit of annual applied water purchased from the local water purveyor for the parcel as specified in subsection (c) of this section, "Parcel Water Budget."
Permit means an authorizing document issued by local agencies for the installation of new or rehabilitated landscapes.

Pervious means any surface or material that allows the passage of water through the material and into the underlying soil.

Plant factor or plant water use factor is a factor, when multiplied by ETo, estimates the amount of water needed by plants. The plant factor range for very low water use plants is 0.0 to 0.1, the plant factor range for low water use plants is 0.1 to 0.3, the plant factor range for moderate water use plants is 0.4 to 0.6, and the plant factor range for high water use plants is 0.7 to 1.0.

Project applicant means the individual or entity requesting a permit or plan check from the Town. A project applicant may be the property owner or designee.

Reference evapotranspiration or ETo means a standard measurement of environmental parameters which affect the water use of plants. ETo is expressed in inches per day, month or year and is an estimate of the evapotranspiration of a large field of four to seven inch tall, cool season grass that is well watered. The ETo for Los Altos Hills, based on the state's reference evapotranspiration table, is 43.0.

Rehabilitated landscape means any re-landscaping project that requires a building or site development permit.

Runoff means water which is not absorbed by the soil or landscape to which it is applied and flows from the irrigated landscape area.

Special landscape area (SLA) means an area of the landscape dedicated solely to edible plants, recreation areas, areas irrigated with recycled water, or water features using recycled water.

Turf means a ground cover surface of mowed grass. Annual bluegrass, Kentucky bluegrass, Perennial ryegrass, Red fescue, and Tall fescue are cool-season grasses.

Bermuda grass, Kikuyu grass, Seashore Paspalum, St. Augustine grass, Zoysia grass, and Buffalo grass are warm-season grasses.

Water conserving plant species means a plant species identified as having a very low or low plant factor.

Water feature means a design element where open water performs an aesthetic or recreational function. Water features include ponds, lakes, waterfalls, fountains, artificial streams, spas, and swimming pools (where water is artificially supplied).

The surface area of water features are included in the high water use hydrozone of the landscape area. Constructed wetlands that are not irrigated and stormwater retention basins are not water features.

WUCOLS means the Water Use Classification of Landscape Species published by the University of California Cooperative Extension and the Department of Water Resources in 2014.
(c) Parcel Water Budget. All properties shall calculate a parcel water budget (PWB) upon submittal of a Site Development Permit. The PWB is calculated using the following equation:

PWB = [(1.0-slope)(0.8) (0.65) (43.0)(0.62)[0.55 x (An-MDA) + (0.45 x SLA)] / 748] + 120
Where:

PWB = Parcel water budget (units per year)
Slope = Average slope of the parcel or lot as a percentage of 1.0 to the nearest hundredth

0.8 = Water conservation factor 0.65 = Water Conservation Factor

43.0 = Reference evapotranspiration (ETo) in Los Altos Hills, in inches/year

0.62 = Conversion factor (to gallons)

0.55 = ET adjustment factor (ETAF)
An = Net lot area (square feet)
MDA = Maximum development area. The maximum development area (in square feet) allowed for the property.

0.45 = Additional water allowance for SLA
SLA = Special landscape area (square feet)
748 = Number of gallons in a unit (100 cubic feet) of water

120 = Number of units for indoor water use per property per year, or as may be modified by the Planning Director upon a demonstration of difficulty or unnecessary hardship pursuant to subsection (v) (w). Note: Not applicable if a landscape/outdoor use meter is installed.

Example PWB calculation: one-acre (43,560 sq. ft.) lot with 14% slope and 12,339 sq. ft. of MDA and no special landscape area:

PWB = [(1.0-.14) (0.8) (0.65) (43.0)(0.62)[0.55 x (43,560 - 12,339) + (0.45 x 0)] / 748] + 120 = 541 units/year 462 units/year
The following sections shall apply to all new landscape areas equal to or greater than 500 square feet or for rehabilitated landscape projects with an aggregate landscape area equal to or greater than 2,500 square feet. (d) Water Conservation Factor Adjustments. New landscaping projects shall be subject to the Parcel Water Budget as calculated using the Water Conservation Factor value of 0.65 until December 31st, 2027.
(1) The Water Conservation Factor shall be lowered to a value of 0.55 beginning on January 1st, 2028. This shall remain in place for all Parcel Water Budget Calculations until December 31st, 2030.
(2) The Water Conservation Factor shall be lowered from 0.55 to a value of 0.45 beginning on January 1st, 2031.
(d)(e) Water Efficient Landscape Worksheet. A project applicant shall complete a Water Efficient Landscape Worksheet (Appendix C of the Town's Landscape Design Guidelines) for all new landscape areas of 500 square feet or greater or for rehabilitated landscape projects that are 2,500 square feet or larger. The worksheet shall conform to the requirements in the Town's Landscape Guidelines. (e)(f) Soil Management Report. A soil management report shall be completed by the project applicant, or designee, and shall conform to the requirements in the Town's adopted Landscape Guidelines.
(f)(g) Landscape Design, Soil Preparation and Mulching Criteria. The proposed landscaping shall be carefully designed and planned for the intended function of the project. All landscape designs, soil preparation techniques and mulching practices shall conform to the requirements in the Town's adopted Landscape Guidelines. (g)(h) Landscape Plan Requirements. The landscape plans shall be prepared by, and bear the signature of, a licensed landscape architect, licensed landscape contractor, or

any other person authorized by the State of California to design a landscape and irrigation plan. Native species and natural vegetation shall be preserved where feasible and native, water conserving species are recommended. Landscape plans shall conform to the requirements in the Town's adopted Landscape Guidelines. (h)(i) Irrigation Design Criteria. An irrigation system shall meet the requirements listed in this section and the manufacturer's recommendations. Irrigation designs shall conform to the requirements in the Town's adopted Landscape Guidelines. (i)(j) Irrigation Plan Requirements. Irrigation plans shall be included with the landscape plan submittal and shall be prepared by, and bear the signature of, a licensed landscape architect, licensed landscape contractor, or any other person authorized by the State of California to design an irrigation plan. Irrigation plans shall conform to the requirements in the Town's adopted Landscape Guidelines. (j)(k) Grading Design Plan. A Grading Plan, meeting current Town standards and exceeding the state requirements, shall be submitted with each landscape project. (k)(l) Certificate of Completion. The certification documentation shall be prepared by the project landscape architect, irrigation designer, or landscape contractor and include the following statement: "The landscape and irrigation system has been installed as specified in the landscape design plan and complies with the criteria of the Water Efficient Landscape Ordinance and the permit." Receipt of the certification documentation will begin the 24 month period described in subsection (w)(x) of this section.

The Certificate of Completion shall include the following six elements:
(1) Project information sheet that contains: date, project name and address, applicant's name, telephone number and address, owner's name, telephone and mailing address;
(2) Certification by either the signer of the landscape design plan, the signer of the irrigation design plan, or the licensed landscape contractor that the landscape project has been installed per the approved Landscape Documentation Package:
(i) Where there have been significant changes made in the field during construction, these "asbuilt" "as-built" or record drawings shall be included with the certification,
(ii) A diagram of the irrigation plan showing hydrozones shall be kept with the irrigation controller for subsequent management purposes;

(3) Irrigation scheduling parameters used to set the controller; (4) Landscape and irrigation maintenance schedule;
(5) Irrigation audit report; and
(6) Soil analysis report, if not submitted with Landscape Documentation Package, and documentation verifying implementation of soil report recommendations.

The project applicant shall submit the signed Certificate of Completion to the local agency for review and ensure that copies of the approved Certificate of Completion are submitted to the local water purveyor and property owner or designee.

Upon receipt of the signed Certificate of Completion from the project applicant the Town shall approve or deny the Certificate of Completion. If the Certificate of Completion is denied, the local agency shall provide information to the project applicant regarding reapplication, appeal, or other assistance. (l)(m) Irrigation Scheduling. All irrigation schedules shall be developed, managed, and evaluated to utilize the minimum amount of water required to maintain plant health.

Irrigation schedules shall conform to the requirements in the Town's adopted Landscape Guidelines.
(m)(n) Landscape and Irrigation Maintenance Schedule. A regular maintenance schedule shall be submitted with the Certificate of Completion and shall conform to the requirements in the Town's adopted Landscape Guidelines. (n)(o) Irrigation Audit, Irrigation Survey, and Irrigation Water Use Analysis. All landscape irrigation audits shall be conducted by a local agency landscape irrigation auditor or a third party certified landscape irrigation auditor. Landscape audits shall not be conducted by the person who designed the landscape or installed the landscape.

For new construction and rehabilitated landscape projects installed after December 1, 2015, the local agency shall administer programs that may include, but not be limited to, irrigation water use analysis, irrigation audits, and irrigation surveys for compliance with the Parcel Water Budget.
(o)(p) Recycled Water. The installation of recycled water irrigation systems shall allow for the current and future use of recycled water. All recycled water irrigation systems shall be designed and operated in accordance with all applicable local and State laws. Landscapes using recycled water are considered special landscape areas.

The ET adjustment factor for new and existing (non-rehabilitated) special landscape areas shall not exceed 1.0.

(p)(q) Graywater Systems. Graywater systems promote the efficient use of water and are encouraged to assist in on-site landscape irrigation. All graywater systems shall conform to the California Plumbing Code (Title 24, Part 5, Chapter 16) and any applicable local ordinance standards. Refer to subsection (a) for the applicability of this section to landscape areas less than 2,500 square feet with the estimated total water use met entirely by graywater.
(q)(r) Stormwater Management, Well Water and Rainwater Retention. Implement stormwater best management practices into the landscape and grading design plans to minimize runoff and to increase on-site rainwater retention and infiltration.

Encourage the use of stormwater for landscape irrigation. Well water and retained water does not count toward the PWB.
(r)(s) Public Education.
(1) The Town shall provide information to all Planning and Building Department applicants regarding the design, installation, management, and maintenance of water efficient landscapes.
(2) Starting on January 1, 2012, the Town may, in conjunction with water purveyors, develop and administer a voluntary program to audit water usage for existing landscapes.
(s)(t) Irrigation Audit, Irrigation Survey, and Irrigation Water Use Analysis. This subsection shall apply to all existing landscapes using water from a local purveyor that were installed before December 1, 2015 and are over one acre in size. (1) For all landscapes that have a water meter, the local agency shall administer programs that may include, but not be limited to, irrigation water use analyses, irrigation surveys, and irrigation audits to evaluate water use and provide recommendations as necessary to reduce landscape water use to a level that does not exceed the Parcel Water Budget for existing landscapes. (2) For all landscapes that do not have a meter, the local agency shall administer programs that may include, but not be limited to, irrigation surveys and irrigation audits to evaluate water use and provide recommendations as necessary in order to prevent water waste.
(3) All landscape irrigation audits shall be conducted by a certified landscape irrigation auditor.
(t)(u) Water Waste Prevention. Runoff is prohibited from leaving the target landscape area due to low head drainage, overspray, or other similar conditions where water flows

onto adjacent property, non-irrigated areas, walks, roadways, parking lots, or structures.

Restrictions regarding overspray and runoff may be modified if:
(1) The landscape area is adjacent to permeable surfacing and no runoff occurs; or (2) The adjacent non-permeable surfaces are designed and constructed to drain entirely to landscaping.
(u)(v) Reporting. The Planning Department shall report to the Department of Water Resources by December 31, 2015 and then report annually by January 31st of each subsequent year.

The report shall address the following:
(1) State that the Town is adopting a single agency ordinance and the date of adoption or anticipated date of adoption;
(2) State that the Town is using a locally modified Water Efficient Landscape Ordinance (WELO), explain any differences between the Town's WELO and the State's Model Water Efficient Landscape Ordinance (MWELO), identify that the Town's WELO is it at least as efficient as MWELO, and specify any exemptions; (3) State the entity responsible for implementing the ordinance. State number and types of projects subject to the ordinance during the specified reporting period; (4) State the total area (in square feet or acres) subject to the ordinance over the reporting period, if available;
(5) Provide the number of new housing starts, new commercial projects, and landscape retrofits during the reporting period;
(6) Describe the procedure for review of projects subject to the ordinance; (7) Describe actions taken to verify compliance;
(8) Describe enforcement measures;
(9) Explain challenges to implementing and enforcing the ordinance; and (10) Describe educational and other needs to properly apply the ordinance. (v)(w) Exceptions. The Planning Director shall have the discretion to grant exceptions to the 120 unit allocation for yearly indoor water use in cases where, due to exceptional conditions involved, a literal enforcement of the provisions of this

section would result in practical difficulties or unnecessary hardships; provided, however, no such exceptions shall be granted unless the Planning Director shall find that the granting of such exception will not be contrary to the intent of the provisions of this section.
(w)(x) Deposit Required—Forfeiture of Deposit. Anyone who is subject to the requirements of this article shall submit a deposit or other security deemed satisfactory by the Planning Director. Two years after the certificate of completion is filed with the Town for any landscaping project subject to the provisions herein, the property owner shall furnish to the Town the second year (months 13 through 24 following receipt of the certificate of completion) of water use and billing data from the subject property's water purveyor. If the site water usage exceeds the calculated PWB, the deposit shall be held for an additional 12 months. At the end of the additional 12 month period, the property owner shall provide the Town with the previous 12 months (month 25 through 36) of water use and billing data from the subject property's water purveyor. If the water usage still exceeds the estimated PWB, the deposit shall be forfeited to the Town, in full. All Town staff time and materials expended to ensure compliance with this section will be deducted from the deposit.

Any remaining amounts from a forfeited deposit shall be utilized to further the purposes of this section.

RESOLUTION NO. 2025-09

SUPPORTING AMENDMENTS TO THE TOWN OF LOS ALTOS HILLS'

WATER EFFICIENT LANDSCAPE ORDINANCE,

INCLUDING PLANNED MULTI-YEAR REDUCTIONS IN

THE WATER CONSERVATION FACTOR TO REDUCE OUTDOOR WATER USE

PURISSIMA HILLS WATER DISTRICT
WHEREAS, the State of California has experienced frequent droughts, many of which have been severe, and drought conditions continue to be a reality, including forecasted longer and more intense drought periods within the Purissima Hills Water District (PHWD) service territory, the Town of Los Altos Hills, and SFPUC water supply territory; and WHEREAS, the PHWD relies entirely on water supply provided by the San Francisco Public Utilities Commission's (SFPUC) Regional Water System to serve its customers, including the Town of Los Altos Hills; and
WHEREAS, outdoor irrigation is the largest use of potable water supply within the PHWD service territory; and
WHEREAS, over the last 10 years, the average annual water use by PHWD customers per parcel has been 350 CCF of water, with the annual low during that period of 300 CCF having occurred in 2023; and
WHEREAS, all new and proposed landscaping projects, including those within the PHWD service territory, are reviewed by the Town of Los Altos Hills; and WHEREAS, the Town of Los Altos Hills adopted a state-certified Water Efficient Landscape Ordinance (WELO), which regulates outdoor irrigation and focuses on site-specific drought resistant and water conservation design and long-term sustainability; and WHEREAS, for an average parcel, the Town's existing WELO establishes a maximum annual landscaping budget of 541 CCF, which exceeds the average annual water use by PHWD customers of 350 CCF; and
WHEREAS, the Town's WELO was last updated in 2015; and
WHEREAS, the Town's Planning Commission recently held study sessions and public meetings considering amendments and revisions to its WELO to further reduce outdoor water use, which resulted in the following recommended changes:
■ Immediately lower the Water Conservation Factor from 0.8 to 0.65; and 21902623.2
ITEM 7A, Supplement 1

11 Lower the Water Conservation Factor by an additional 0.1 (from 0.65) to a new level of

0.55 by January 1, 2028; and by an additional 0.1 (from 0.55) to 0.45 by January 1, 2031; and
11 Increase the current landscape project deposit of $5,000 by an amount deemed reasonable by the City Council when it considers the Town's fee schedule updates; and WHEREAS, the PHWD actively promotes water conservation and supports all community and customer efforts to reduce outdoor irrigation and water use; and WHEREAS, the PHWD further supports the Town of Los Altos Hills in its proposed WELO changes, particularly the immediate and phased reductions in the Water Conservation Factor, ultimately resulting in a reduced landscape water budget allocation limit of 356 CCF by January 1, 2031.

NOW, THEREFORE, BE IT RESOLVED that the Board of Directors for the Purissima Hills Water District declares its support for the Town Council's adoption of the amended Water Efficient Landscape Ordinance proposed by the Town's Planning Commission, including the immediate and phased reductions in the Water Conservation Factor, resulting in a reduced landscape water budget allocation limit of 356 CCF by January 1, 2031.

PASSED AND ADOPTED this 25th day of June 2025, by the following votes:

AYES: Directors Glassman, Holtz, Jordan, Stone and Ranganthan.

NOES:

ABSTENTIONS:

ABSENCES:

ATTEST:

President, Board o ectors
Purissima Hills Water District
21902623.2

LOS ALTOSHILLS COUNTY FIRE DISTRICT

BUDGET ADOPTION
FY2025-2026
June 24, 2025
1 ITEM 9A Attachment 1

TONIGHT’S ACTIONS
2 Recommendation:

A. Receive report on FY2025-2026 County of Santa Clara
Budget Hearings and Adoption of LAHCFD Budget
B. Adopt FY2025-2026 Budget of the Los Altos Hills County Fire District
C. Approve FY2025-2026 Budget Narrative

Budget Calendar Date
Ad Hoc Budget Committee selection Sept 17 
Staff /Budget Team coordination and data gathering Sep- Oct  1st Ad Hoc Budget Subcommittee Public Meeting For Preliminary Draft Development Nov 12 FY 2025-2026 Initial Preliminary Draft Budget –LAHCFD Commission Nov 19 2nd Ad Hoc Budget Subcommittee meeting (update) Jan 14 FY 2025-2026 Draft Budget –LAHCFD Commission Jan 21
Draft Submission to CountyOBA Feb 3
FY 2025-2026 FinalDraft Budget –LAHCFD Commission Feb 18 Board of Supervisors FY 2025-2026 Budget Workshops May 12-14 (13th) Board of Supervisors FY 2025-2026 Budget Hearings June 09-10,12 LAHCFD Commission adopts FY 2025-2026 Final LAHCFD Budget as adopted by BOS June 24 FY2025-2026 LAHCFD BUDGET CALENDAR
3

BUDGET FOCUS PRESERVED
LAHCFD – PRELIMINARY DRAFT FY25-26
BUDGET
4 Keep Up the Momentum
Realize the Workplan
New Fire Facility I-280 & IHFR
Projects
HIZ & Risk
Reduction
Outreach &
Emergency Prep –
Disaster
Coordination
Leverage Contracts
to enhance
expertise & delivery
Fire Service –
Future Planning
Professional
Development Technology

BUDGET ADOPTED BY THE COUNTY – JUNE 12th
5 The district staff is pleased to
report that the County
approved and adopted the
LAHCFD Budget, as
submitted in a final draft
form, without exception
(except for the $45
interagency fee update noted
in the last report).

BUDGET ADOPTED BY THE COUNTY – JUNE 12th
6 STAFFING REMAINS UNCHANGED At 13.50 FTEs – EMPLOYEE BENEFITS INCLUDED

7 BUDGET PROGESSION WITH OBA
FINAL DRAFT FY25-26 BUDGET 03-18-25
LAHCFD Draft
Base 25-26
Draft Base
Adjustments
One-Time
Requests
On Going
Requests
LAHCFD Draft
Budget 25-26
(F+G+H)
I-280
PEIR
Project Cont.

Fixed Assets
Project Cont.

Technology
Prof Services
Staff Training
Contracts
Operational
17,144,143 419,226 3,712,300 891,365 22,167,034

8 BUDGET ACTION ITEMS ALIGNED
FINAL DRAFT FY25-26 BUDGET 03-18-25
Budget
AB2561 GANN

9 KEY BUDGET DOCUMENTS
DRAFT FY25-26 BUDGET 01-21-25

10 KEY BUDGET DOCUMENTS
DRAFT FY25-26 BUDGET 01-21-25

11 ROLLOVERS APPROVED JUNE 17
DRAFT FY25-26 BUDGET 01-21-25
$6,081,034
1 Fire Truck
2 Fire Engines
I-280 Year 1
New fire facility Study
1 CERR Hybrid SUV
AI Detection Systems
IT Equipment

MANY TO THANK
12 LAHCFD
Commission GM Logan
District Staff County OBA
County of
Santa Clara
Special
Thanks to:

Cori
Sarina

QUESTIONS - DISCUSSION
13

LAHCFD Board of Commissioners
Prevention and Protection Programs Supporting Community Resiliency & Wildfire Risk Reduction Los Altos Hills County Fire District Chart of Services
Built on fire science & LAHCFD CWPP Annex 4
Guided by Strategic Plan 2023 - 2027 - Resourced by FY Budget Community Outreach,
Education, and Involvement
Community
Involvement &
Volunteerism
Firewise USA
Community
CERT /
Teen CERT /
Volunteers
Resiliency & Skill
Development
Website &
Social Media
Channels
Educational
Videos
ARK & Supply
Containers
Neighborhood
Evacuation
Workshops &
Drills
Preparedness
Community Outreach
& Education (COE)
Resiliency & Skill
Development
Website &
Social Media
Channels
Educational
Videos
ARK & Supply
Containers
Neighborhood
Evacuation
Workshops &
Drills
Preparedness
Community Outreach
& Education (COE)
Resiliency & Skill
Development
Website &
Social Media
Channels
Educational
Videos
ARK & Supply
Containers
Neighborhood
Evacuation
Workshops &
Drills
Preparedness
Community Outreach
& Education (COE)
Community Wildfire Protection
Plan (CWPP) - Annex 4
Evacuation Routes
I-280 Fuel Break
Annual Goat Grazing
Community Strategic
Fuel Break
Annual Weed Abatement
District / Community Level
Programs
Regional Collaboration:

Evacuation Route connectivity to
larger Evacuation Routes in
County
Community Wildfire Protection
Plan (CWPP) - Annex 4
Evacuation Routes
I-280 Fuel Break
Annual Goat Grazing
Community Strategic
Fuel Break
Annual Weed Abatement
District / Community Level
Programs
Regional Collaboration:

Evacuation Route connectivity to
larger Evacuation Routes in
County
Community Wildfire Protection
Plan (CWPP) - Annex 4
Evacuation Routes
I-280 Fuel Break
Annual Goat Grazing
Community Strategic
Fuel Break
Annual Weed Abatement
District / Community Level
Programs
Regional Collaboration:

Evacuation Route connectivity to
larger Evacuation Routes in
County
Property Level
Services
Resources for Property & Structure
Hardening
Creating Defensible Space
Home Hardening Techniques
Right of Entry (ROE) to
participate in Evacuation
Route Projects
Resident Focused Programs
Defensible Space Brush
Chipping & Debris Removal
Defensible Space Fuel
Reduction
Monthly
Drop-off
Defensible Space Fuel
Reduction
Monthly
Drop-off
Defensible Space Fuel
Reduction
Monthly
Drop-off
Home Ignition Zone (HIZ)
& Rebate Program
Defensible Space Brush
Chipping & Debris Removal
Defensible Space Fuel
Reduction
Monthly
Drop-off
Home Ignition Zone (HIZ)
& Rebate Program
Resident Focused Programs
Defensible Space Brush
Chipping & Debris Removal
Defensible Space Fuel
Reduction
Monthly
Drop-off
Home Ignition Zone (HIZ)
& Rebate Program
Resources for Property & Structure
Hardening
Creating Defensible Space
Home Hardening Techniques
Right of Entry (ROE) to
participate in Evacuation
Route Projects
Resident Focused Programs
Defensible Space Brush
Chipping & Debris Removal
Defensible Space Fuel
Reduction
Monthly
Drop-off
Home Ignition Zone (HIZ)
& Rebate Program
Property Level
Services
Resources for Property & Structure
Hardening
Creating Defensible Space
Home Hardening Techniques
Right of Entry (ROE) to
participate in Evacuation
Route Projects
Resident Focused Programs
Defensible Space Brush
Chipping & Debris Removal
Defensible Space Fuel
Reduction
Monthly
Drop-off
Home Ignition Zone (HIZ)
& Rebate Program
Community Wildfire Protection
Plan (CWPP) - Annex 4
Evacuation Routes
I-280 Fuel Break
Annual Goat Grazing
Community Strategic
Fuel Break
Annual Weed Abatement
District / Community Level
Programs
Regional Collaboration:

Evacuation Route connectivity to
larger Evacuation Routes in
County
Property Level
Services
Resources for Property & Structure
Hardening
Creating Defensible Space
Home Hardening Techniques
Right of Entry (ROE) to
participate in Evacuation
Route Projects
Resident Focused Programs
Defensible Space Brush
Chipping & Debris Removal
Defensible Space Fuel
Reduction
Monthly
Drop-off
Home Ignition Zone (HIZ)
& Rebate Program
Suppression & Emergency Medical
Services
Santa Clara County Fire Department
24/7 Services
Fire & Rescue
Response
Engine
companies at
El Monte Fire
Station
Special
Operations
Task Force
(Hazmat)
Fire
Investigation
Fire
prevention &
Building
Construction
codes
Preparedness
Classes
Annual
Defensible
Space Letters
Fire & Rescue
Response
Engine
companies at
El Monte Fire
Station
Special
Operations
Task Force
(Hazmat)
Fire
Investigation
Fire
prevention &
Building
Construction
codes
Preparedness
Classes
Annual
Defensible
Space Letters
24/7 Services
Fire & Rescue
Response
Engine
companies at
El Monte Fire
Station
Special
Operations
Task Force
(Hazmat)
Fire
Investigation
Fire
prevention &
Building
Construction
codes
Preparedness
Classes
Annual
Defensible
Space Letters
Additional
Staffing /
Resources /
Assets
Station 8
Personnel
staffing during
High Fire Season
24/7 Battalion
Chief
Water tender,
Fire Truck,
2 Type-1
Apparatuses
Potential fire
facility on District
Parcel
Station 8
Personnel
staffing during
High Fire Season
24/7 Battalion
Chief
Water tender,
Fire Truck,
2 Type-1
Apparatuses
Potential fire
facility on District
Parcel
Additional
Staffing /
Resources /
Assets
Station 8
Personnel
staffing during
High Fire Season
24/7 Battalion
Chief
Water tender,
Fire Truck,
2 Type-1
Apparatuses
Potential fire
facility on District
Parcel
General Manager
Organizational Functions to Support District Programs
Programs,
Planning, &
Grants
Emergency
Services &
Outreach
Community
Education &
Risk Reduction
Finance / IT District Clerk
Services
Operations
Management PIO
Telemetry,
Measurements
& Metrics
GIS Data
Collection &
Integration
Legal / Risk
Management
Hydrant
Systems
Engineering
Consultants &
Seasonal P/T
Programs,
Planning, &
Grants
Emergency
Services &
Outreach
Community
Education &
Risk Reduction
Finance / IT District Clerk
Services
Operations
Management PIO
Telemetry,
Measurements
& Metrics
GIS Data
Collection &
Integration
Legal / Risk
Management
Hydrant
Systems
Engineering
Consultants &
Seasonal P/T
Organizational Functions to Support District Programs
Programs,
Planning, &
Grants
Emergency
Services &
Outreach
Community
Education &
Risk Reduction
Finance / IT District Clerk
Services
Operations
Management PIO
Telemetry,
Measurements
& Metrics
GIS Data
Collection &
Integration
Legal / Risk
Management
Hydrant
Systems
Engineering
Consultants &
Seasonal P/T
Public Alert &
Warnings
Early detection /
warning devices
Temporary
Refuge Areas
Evacuation /
Relocation
Temporary
Refuge Areas
Public Alert &
Warnings
Early detection /
warning devices
Temporary
Refuge Areas
Evacuation /
Relocation
Potential Future Programs
Public Alert &
Warnings
Early detection /
warning devices
Temporary
Refuge Areas
Evacuation /
Relocation
Potential Future Programs
Emergency & Disaster Preparedness
County OEM
Regional
Emergency
Preparedness
Partnership with
LAH Emergency
Preparedness &
Response
Committee (EPRC)
Partnership with
LAH Emergency
Preparedness &
Response
Committee (EPRC)
Fire Access Roads:

Development with
partner agencies
Genasys Protect
County OEM
Regional
Emergency
Preparedness
Partnership with
LAH Emergency
Preparedness &
Response
Committee (EPRC)
Fire Access Roads:

Development with
partner agencies
Genasys Protect
Evacuation
County OEM
Regional
Emergency
Preparedness
Partnership with
LAH Emergency
Preparedness &
Response
Committee (EPRC)
Fire Access Roads:

Development with
partner agencies
Genasys Protect
Evacuation
Hydrant Repair,
Maintenance, and
Management
Improvements to
District-owned
hydrant water
system
Water Systems –
Hydrants, Valves, &
Laterals
Hydrant Repair,
Maintenance, and
Management
Improvements to
District-owned
hydrant water
system
Water Systems –
Hydrants, Valves, &
Laterals
V19 -
01212025
Emergency
Notifications
HAM Radio
Emergency
notifications on
website & social
media channels
Disaster
Coordination
LAH Nixle
Coordination with
Operational Area
Team
Emergency
notifications on
website & social
media channels
Disaster
Coordination
LAH Nixle
Coordination with
Operational Area
Team
ITEM 9A Attachment 2

Budget
FY26
(2025-2026)
SAP Acct # LAHCFD Acct # Revenues
4001100 4001100 Prop Taxes - Curr Secured 15,309,000
4001200 4001200 Prop Tax - Unitary 85,000
4001210 4001210 Prop Tax - Unitary Railroad 1,000
4002100 4002100 Prop Taxes - Curr Unsecured 817,000
4006100 4006100 Senate Bill 813 237,000
4301100 4301100 Interest - Deposits & Investment 1,639,625 4419100 4419100 HOPTR (Homeowner's Prop Tax Relief) 39,000 4813800 4813800 Other/Misc. Revenue 200
4980220 4980220 Tax Revenue - Excess ERAF 88,000
Total Revenues 18,215,825
Operating Expenditures:
5220100 Insurance Premiums
5220101 Liability Insurance (FAIRA) 65,000
5220102 Workers Comp (State Comp Insurance Fund) 80,000 Total Insurance Premiums 145,000
5225500 5225500 Commissioners Fee 18,000
5235110 5235110 Maint. - Structure & Grounds 18,500
5250100 5250100 Office Expenses 17,830
5251000 5251000 Workshops, Conferences & Seminars 107,120 5258200 5258200 Professional Services - Internal 500
5259200 5259200 Property Tax Admin Fee 138,000
5260100 5260100 Publications and Legal Notices 7,700
5281610 5281610 IC - Cost Allocation Plan 41,134
5340000 5340000 Self Insurance Claim (W Comp Los Altos) 10,000 5350100 5350100 Miscellaneous/Operations Contingency 50,000 Total Operating Expenditures 553,784
Salaries, Benefits & Payroll Taxes
5108400 Permanent Employees - Special Districts
5108401 General Manager (Full-Time) 292,500
5108402 Community Ed & Risk Reduction Manager (Part-time) 130,625 5108403 District Clerk (Part-Time) 67,680
5108404 Emergency Services Manager (Full-Time) 186,160
5108405 Programs, Planning & Grants Manager (Full-Time) 205,650 5108406 Operations Manager (Full-Time) 211,120
5108407 Tech Analyst/Project Manager (Part-Time) 97,330 5108408 Finance & IT Manager (Part-Time) 120,960
5108409 Operations Project Manager (Part-Time) 93,455
5108410 Field Manager (Full-Time) 179,520
Exhibit A - FY 2025-2026 Budget (BOS Adopted 6/12/25)
Los Altos Hills County Fire District
ITEM 9A Attachment 3

Budget
FY26
(2025-2026)
Exhibit A - FY 2025-2026 Budget (BOS Adopted 6/12/25)
Los Altos Hills County Fire District
5108411 General Analyst (Full-Time) 134,945
5108412 Project Specialist (Full-Time) 156,315
5108413 Community Events Specialist (Full-Time) 141,960 5108414 Technical Data Analyst (Full-Time) 145,605
5108415 Project Specialist Risk Reduction (Full-Time) 180,590 5108416 Admin Specialist (Full-Time) 144,250
5108417 Recruitment/Labor Market Contingency 141,600
5108418 Employee Benefits 351,150
Total Permanent Employees - Special Districts 2,981,414 5101100 5101100 Temporary & Seasonal Employees 175,000
5103000 5103000 Overtime 27,210
5110500 5110500 Medicare Tax - Employers Share 36,614
5113020 5113020 Social Security - Special Districts 142,951 5113040 5113040 Unemployment - Special Districts 9,440
Total Salaries, Benefits & Payroll Taxes 3,372,630
5255100 Professional & Specialized Services
5255101 Annual Audit Charter 50,900
5255102 Accounting Services 55,200
5255103 Outside Legal Fees 182,500
* 5255104 Outside Professional Services 1,435,440
5255105 Professional & Specialized Serv. Contingency 226,000 5255100 Total Professional & Spec. Services 1,950,040
5255500 Fire Contract Services
5255501 SCCCFPD Service Contract 6,353,560
5255502 Battalion Chief Services 1,539,210
5255503 SCCCFPD Supplies, Maint. & Reimbursements 4,000 5255504 Extra Fire Season Staff 100,000
5255505 Type 3 Fire Engine Rental 50,000
5255506 Palo Alto Fire Station #8 623,950
5255507 Fire Protection Hand Crews 105,000
5255510 Contract Services Contingency 200,000
5255500 Total Contract Services 8,975,720
5257130 Contract Services (Consultants)
5257131 Independent Contractor - Consultants 166,000
5257132 Contract Serv. (Consultants) Contingency 50,000 5257130 Total Contract Services (Consultants) 216,000
5282200 Projects and Programs
5282201 IHFR Defensible Space Chipping & Debris Removal 1,044,125

Budget
FY26
(2025-2026)
Exhibit A - FY 2025-2026 Budget (BOS Adopted 6/12/25)
Los Altos Hills County Fire District
5282202 IHFR Defensible Space Debris Monthly Dropoff 80,350 5282203 IHFR Home Ignition Zone (HIZ) Program 300,000
5282204 IHFR Evacuation Route & Veg. Management 818,200 5282205 IHFR Open Space Fuel Break Program 118,260
* 5282206 IHFR I-280 Fuel Break Project 2,750,000
5282207 IHFR Goat Grazing Program 32,800
5282208 Emergency/CERT/ARK Supplies 80,220
5282209 Vegetation and Response Equipment & Maint. 35,000 5282210 Hydrant/Infrastructure Repair, Maint. & Additions 223,800 5282211 Neighborhood Evac. Drills and Outreach 27,000
5282212 Firewise Communities 103,100
5282213 Temporary Refuge Areas 75,000
5282214 Planning, Project Management & Programs Oversight 118,125 5282215 Communications & Outreach 108,830
5282216 Emergency Access Roads 81,000
5282217 Projects & Programs Contingency 775,000
5282200 Total Projects and Programs 6,770,810
Total Operating Expenditures 21,838,984
5561000 Special Districts Fixed Assets
* IT Equipment and Software 45,000
* Video/Audio Equipment 2,500
* Facility Health & Safety Maintenance (on-going) 175,000 * Disaster Facility Equipment 2,500
* Staff Power Bank 9,000
* Field Power Banks 750
Document Management Systems 7,500
Commercial Starlink 60,000
* Printers (3 laserjets) 24,000
* Printer Service Contracts 1,800
5561000 Total Special Districts Fixed Assets 328,050
Total Expenditures 22,167,034
Net Change in Fund Balance (3,951,209)
Balance Sheet
Cash 42,627,411
Accounts Receivable / Prepaids 525,000
Total Assets 43,152,411
Assets

Budget
FY26
(2025-2026)
Exhibit A - FY 2025-2026 Budget (BOS Adopted 6/12/25)
Los Altos Hills County Fire District
Accounts Payable 750,000
Committed to Operations 2,000,000
Committed to Emergency Operations 2,000,000
Committed to Buildings and Improvements 6,000,000
Committed to Wildfire Protection Technology 1,000,000
Committed to Hydrants and Infrastructures 3,000,000
Committed to Fire Apparatus 4,256,713
Committed or Assigned to Future Fire Facility 15,350,000 Total Committed Funds 33,606,713
Assigned Fund Balance 8,795,698
Total Fund Balance 42,402,411
Total Liabilities and Fund Balance 43,152,411
Investment in Capital Assets 4,986,053
Net Position 47,388,464
* Cost Center Break-Out
Proposed New Cost center allocation in coordination with OBA Cost Center LAHCFD Infrastructure & Major Projects
9116 5282206 IHFR I-280 Fuel Break Project 2,750,000
9116 5561000 IT Equipment and Software 45,000
9116 5561000 Video/Audio Equipment 2,500
9116 5561000 Facility Health & Safety Maintenance (on-going) 175,000 9116 5561000 Disaster Facility Equipment 2,500
9116 5561000 Staff Power Bank 9,000
9116 5561000 Field Power Banks 750
9116 5561000 Printers (3 laserjets) 24,000
9116 5561000 Printer Service Contracts 1,800
9116 5255104 Outside Professional Services
9116 Fire Facility Assessment (consulting) (one Time) 715,000 Disctrict Wide Programmatic EIR 250,000
3,975,550
Liabilities
Fund Balance

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
1 Fiscal Year
2025-2026
Budget
Narrative
ITEM 9A Attachment 4

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
2 Table of Contents
BUDGET MESSAGE....................................................................................................................................... 3 NARRATIVE LAYOUT..................................................................................................................................... 6 BUDGET DEVELOPMENT PROCESS.............................................................................................................10 BUDGET OVERVIEW..................................................................................................................................11 BACKGROUND & ECONOMIC OUTLOOK ...................................................................................................13 FISCAL HIGHLIGHTS...................................................................................................................................14 SUMMARY SCHEDULES & FUND BALANCES..............................................................................................15 REVENUES.................................................................................................................................................19 EXPENDITURES………………………………………………………………………………………………………………………………………22 SUMMARY……………………………………………………………………………………………………………………………………………..41

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
3 BUDGET MESSAGE
The process of developing the Los Altos Hills County Fire District (LAHCFD or District) FY25-26 Adopted Budget (Budget) for the fiscal year beginning July 1, 2025, and ending June 30, 2026, commenced with an operational planning session held on August 23, 2024, a full day meeting that included all staff, service-area managers, and key contract staff. This year’s session reflected on, and celebrated, the past year, discussed major projects for the year ahead, and focused on the operational Workplans updated in FY24-25. The Budget could not have been advanced without the guidance and support of the District Commission (Commission), the footing of the 2023-27 Strategic Plan, and close coordination with the County of Santa Clara (County) Office of Budget & Analysis (OBA). The budget calendar reflects the County’s recommendation and adoption process starting in February 2025 and extending to June 2025.

The Budget continues the District’s mission to preserve the life and property safety of our community and surrounding neighbors. It aligns allocations to outcomes outlined in version 2 of the multi-year Workplan, presented in September 2024. This vital operational tool connects the dots between the District’s mission, strategic goals, budget, and service outcomes. The budgetary process involved the direct input of the managers within the service areas outlined below making planning discussions more relevant and deliverable focused. Although in development, the budget process is fast approaching a new era of design and presentation, Workplan connectivity, web accessibility, and systems integration.

The Budget again portrays the District’s sound fiscal
status, an important strength given the large dollar
infrastructure projects on the horizon. It maintains its focus on core County contracts for fire and emergency medical services, augmented fire safety staffing, a comprehensive array of life and safety risk mitigation projects, community education, and community outreach. Stability, readiness, and sustainability continue as the preeminent goals.

The Budget is best viewed through the lens of regional partnerships including Santa Clara County Fire Safe Council (SCCFSC), Santa Clara County Central Fire Protection District (SCCCFPD), County of Santa Clara, Purissima Hills Water District, Caltrans, and adjoining agencies such as Midpeninsula Regional Open Space District, City of Palo Alto, Stanford University, and the Town of Los Altos Hills. •Hydrants & Appurtenance
•Capital
•Personnel Organization, Strategic Plan
•Finance, IT, Fiscal Planning, Policy
Infrastructure & Support
• IHFR Planning/Grants
• Fire & Emergency Medical Response
• Outreach, Emergency Prep, Disaster
Coord., Volunteers
• Community Education & Media PIO,
Risk Reduction
Service Areas

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
4 Regionalization assumed a strong foothold last year with substantial multi-year budget allocations for the I-280 Fuel Break Project (I-280). The significant resource and operational impact of I-280 greatly shaped the requests included in this Budget, a trend expected to continue for the next two to three years. Nonetheless, staff has not reduced their attention to the other important strategic projects including Integrated Hazardous Fuel Reduction (IHFR) Defensible Space Brush Chipping and Debris Removal, Home Ignition Zone (HIZ) and Rebate Program assessments, Evacuation Route, and Vegetation Management projects, Firewise USA communities, weed abatement collaboration and investments in regional safety technologies. These expectations have been made possible with a greater focus on expert area contractors and supporting professional services.

This year’s Budget is notable to the extent to which it places a focus on large-scale projects that are transitioning from planning mode to action plans along with a continued highlight on community projects, capital, infrastructure, training, contract support, staffing, and human resource development. The development of the Budget is also influenced by the recent epic fire events in Southern California prompting prudent diligence in providing contingency unknowns as impacts are evaluated both at State and regional levels.

The guidelines taking front stage in compiling the Budget include:
• Maintaining momentum on life and safety programs and projects • Realizing the Workplan
• Planning and funding of large projects
• Leveraging contract services to achieve project implementation • Continuing to monitor the gap between budget vs. actual • Budgeting to allow for unknowns in an emergency response environment

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
5 A New Costing Model – Community Infrastructure & Major Projects Cost Center In the FY25-26 Budget period, the District will implement, in coordination with County OBA, the first-time creation of a Community Infrastructure & Major Projects Cost center (a precursor a potential separate Fund), as approved by the LAHCFD Commission and the County. The purpose of doing so is to enhance reporting categories within the existing operating General Fund. This change: (1) takes advantage of allocating, recording, and tracking infrastructure and multi-year high dollar projects in a distinct and dedicated costing center and (2) normalizes the operational expenditure category within the General Fund to avoid wide swings from year to year. As this new model is implemented, staff will continue to explore further, in coordination with County OBA, the possibility of a distinct Fund for these activities. The future potential of creating a new distinct fund will entail seeding it with the dollars necessary, both current year and projected, to fund major infrastructure improvements, such as the I-280 multi-year project, a new fire facility, and defined capital purchases and/or reimbursements.

The Past and Looking To The Future
The LAHCFD Board of Commissioners began building its infrastructure and staffing in October 2018 when the first employee, the General Manager, was hired. The District progressed to the successful completion of a County Management Audit Review and fulfilled the recommendations of the audit in the subsequent years. COVID-19 curtailed the implementation of many District IHFR programs and the ability to hold vital in-person meetings. Staff responded by quickly becoming adept at holding hybrid meetings, accenting outreach to the community, utilizing social media communications, promoting the lahcfd.org website, and adjusting to operations in a virtual setting. As conditions eased, the District rebooted a series of robust vegetation mitigation projects, launched Firewise USA, prepared for the HIZ Rebate initiative, reinstituted in-person public meetings, completed its 2023-2027 Strategic Plan, re-set its budget with a focus on resources, initiated deep revisions of the Community Wildfire Protection Plan Annex 4 (CWPP), and initiated the regionally significant Phase I of the multi-year $6M I-280 Fuel Break Project.

PreventionProtectionResiliency
Preparedness Infrastructure Sustainability

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
6 Overall programs were enhanced with the authorization of additional funding for staff, vehicles and equipment, active community outreach, and education in FY24-25. The focus on strong program funding and momentum continues in FY25-26. A comprehensive multi-year Workplan was presented to the Board of Commissioners in October 2024 to track a direction from strategic planning to service deliverables. The Workplan integrates with, and has significant influence on, the budget process. It provides a perspective of resources by service area, making it more relevant to the community and staff while effectively linking accountability . As introduced last year, the Budget Narrative includes a supporting “Allocations by Service Area” appendix.

Beyond day-to-day operations, the District istasked with addressing unforeseen emergencies and changing environmental conditions as a disaster response, preparedness, and risk-reduction agency.

Remaining nimble translated into following a Path of ContinuousImprovement and ongoing internal reassessment, a key driver in how budget allocations are developed. Considerations in this regard include:
• Always asking “What and how can we do better for the community we serve?” • Recognizing that doing business grows ever more complex and anticipating unknowns. • Leveraging fiscal strength in establishing budget resources and action plans. • Adopting operational best practices and optimizing technology to do so. • Buying and planning the infrastructure necessary for sustainability and responsiveness. • Sourcing and retaining highly expert staff members geared to producing high achieving results The Budget continues to fund high impact program and project services, but allocation increases are mostly explained by: (1) the I-280 initiative (at a $6M project cost over three years), (2) a newly proposed roadside weed mitigation mowing program (3) an increase in associated and supporting permanent and temporary staffing and (4) contract services to specifically address the potential of a new District-funded fire facility. These allocations are quantified in more detail below.

At the same time, the Budget recognizes the importance of incorporating contingencies to support the readiness required of a fire/emergency and/disaster response district. Lastly, staff continue the goal of realigning projections more closely to actual trends, a process that will round out more fully in coming years as financial systems and service area-based reporting is refined.

NARRATIVE LAYOUT
The Budget Narrative (Narrative) is an informational booklet created for ease of reading, reference, and understanding of the annual budget as approved by the District Board of Commissioners and adopted by the County Board of Supervisors. It highlights the most essential elements of the District fiscal plan and serves as a working document for District staff as they manage budgetary responsibilities.

The Narrative provides a summary-to-detail view of the District’s finances and is organized to answer five essential questions:
1) What is the mission of the District and what guiding principles shape its fiscal plans?

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
7 2) How much funding does the District have and expect to have through the Budget term? 3) What are the District’s incoming revenue streams?
4) What are the District’s expenditure plans?
5) How and why has the Budget changed?
The budget message provides an executive overview of the themes and strategy. Charts and graphs provide summaries, highlights, and comparative illustrations of the substance and focus of the expenditure plan. Subsequent pages summarize and break out fund balances, revenues, and expenditures, with a focus on key categories including “Property Taxes,” “Salaries & Payroll Taxes,” “Operating Expenses,” “Fire Contract Services,” “Projects and Programs,” “Professional and Specialized Services,” and “Contract Services (Consultants).” Detailed revenue and expenditure tables display prior year actuals, FY24-25 estimates, changes between years, and the Adopted Budget. Lastly, Appendix A provides a view of budget allocations by service area as the District develops an outcomebased fiscal model.

The mission of the District is to “protect the lives, property, and environment within the district it serves from fires, disasters, medical emergencies, or other incidents through education, prevention, and emergency response services and be responsible for the financial stewardship of district taxpayers’ funds.” Its jurisdiction covers the Town of Los Altos Hills and unincorporated areasin the County of Santa Clara known as Loyola, Los Trancos, and San Antonio Hills.

FireEmergency
Services
Staffing -
Resources
LAHCF
D
CWPP
Strategic
Plan
Budget -
Fiscal
Planning
Risk
Reduction
Programs
Outreach

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
8 General Manager
1FTE
Programs, Planning
& Grants Mgr.
1 FTE
Field Mgr.
1 FTE
Tech Data Analyst /
Project Mgr.

0.5 FTE
Data Tech. Analyst
1 FTE
Operations Mgr.
1 FTE
Finance & Info.

Technology Mgr.

0.5 FTE
Emergency Services
Mgr.
1 FTE
Community Ed. &
Risk Reduction Mgr.

0.5 FTE
Community Events
Specialist
1 FTE
General Analyst
1 FTE
Operations Project
Mgr.

0.5 FTE
Project Specialist
1 FTE
Admin. Specialist
1 FTE
Project Specialist
Risk Reduction
1 FTE
Service Areas
District Clerk

0.5 FTE
County of Santa Clara Board of Supervisors
Los Altos Hills County Fire District Commission

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
9 CHART OF SERVICES
The District’s organizational structureis defined by the Strategic Plan and the LAHCFD CWPP Annex 4, with a Budget underpinned by the District property tax funding authority approved by public vote in 1939 and a special tax ratified by voters in 1981. These foundational pillars, along with the District’s Mission and Vision statements, guide its initiatives, programs, operations, management, and actions.

The Chart of Services below illustrates the wide array of projects, programs, and services the District delivers and provides an operational roadmap to fulfill the District strategic plan:

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
10 BUDGET DEVELOPMENT PROCESS
As a dependent District and a component agency of the County of Santa Clara, the County Board of Supervisors sits as the Board of Directors of LAHCFD and delegates its authority to the Board of Commissioners except matters regarding litigation. The following budget calendar is designed to meet the County’s approval process extending from February 2024 to final County adoption in June 2024:

1. November 12, 2024, Ad Hoc Budget Subcommittee Community Meeting - LAHCFD FY25-26 Preliminary Draft Budget, developed by the General Manager (GM) and the financial team, presented to the Ad Hoc Subcommittee.

2. November 19, 2024, Commission Regular Meeting - Draft Budget presented to the LAHCFD Board of Commissioners for discussion.

3. January 21, 2025, Regular Meeting -Any revisions submitted by the County Office of Budget & Analysis (OBA) and the County Controller-Treasurer will be incorporated into the Draft Budget and received by the LAHCFD Commission. The Commission will provide guidance to incorporate any additional revisions made by the County and received after January 31, 2025, into the FY25-26 Final Draft Budget to be sent to OBA.

4. January 14, 2025- FY25-26 Draft Budget update by the General Manager (GM) and the financial team, presented to the Ad Hoc Subcommittee.

5. February 3, 2025 - The FY24-25 Draft Budget submitted to OBA.

6. February 18, 2025, Regular Commission Meeting - The FY25-26 Final Draft Budget returned for consideration and approval by the LAHCFD Commission.

7. May 1, 2025 - County finalizes the FY25-26 Recommended Budget and District FY24-25 Budget rollforward requests due.

8. May 12-14, 2025 - County FY25-26 Budget Workshops. The District Workshop is tentatively set for May 15.

9. June 9-12, 2025 - County Board of Supervisors FY25-26 Budget Hearings to approve and adopt the County Executive’s Final Budget that includes the FY25-26 Draft Budget submitted by the LAHCFD Board of Commissioners. Rollovers approved on June 17th.

10. June 24, 2025 - The County adopted FY25-26 Final Budget to be adopted by the LAHCFD Commission.

Managing the Budget is a year-round process:

Policy Guidance Vision Strategy Fiscal
Analysis
Coordination
with Staff &
Partners
Compilation
Public
Presentations &
Discussion
Refinement Review Adoption Monthly
Monitoring
Annual
Review

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
11 BUDGET OVERVIEW
The Budget finds the District in good financial standing, consistent with the FY24-25 financial audit report. Accordingly, this budget projects a healthy beginning year fund balance that preserves prior established commitments. These positive fund balance numbers flow into the FY25-26 estimates.

The Budget maintains its focus on the District’s core mission as displayed by the chart of proposed expenditures by category. Including the requests for additional resource funding, 73% of all expenditure allocations applies to its core mission comprised of 41% for contract fire and emergency medical services, Battalion Chief & district augmented services, and 31% for life and safety community projects and programs. An additional 1% is allocated for capital equipment to fund fire risk reduction technology, equipment, vehicles, and software platforms. Combined with the remaining 27% salary and administrative costs, the total expenditure Budget equals $22.17M. Total revenues are estimated at $18.22M, made up of primarily property tax. Taking expenditure allocations and revenues together arrives at the use of available fund balances of $3.95M to address the key initiatives outlined in the District Strategic Plan and Workplan.

Adopted Budget
Los Altos Hills County Fire District
Budget *
FY 24-25
Estimate **
FY 2024-2025
General Fund
FY 25-26
Beginning Fund Balance 42,286,124 44,165,774 46,353,620 General Operations:

Salary,wages & benefits 2,772,690 2,286,557 2,981,415
Temporary wages & taxes 294,190 238,645 391,215
Total Salary & Benefits 3,066,880 2,525,202 3,372,630
SCCCFD Fire & Medical Response Contract Services 6,055,600 6,051,000 6,353,560 LAHCFD Augmented Battalion Chief Contract Services 1,467,000 1,465,915 1,539,210 LAHCFD Augmented Fire Safety Services 985,000 542,360 1,082,950 LAHCFD Life & Safety Projects & Programs 4,500,450 3,283,230 4,020,810 Prof Services 1,076,950 948,103 985,040
Consulting Services 193,800 85,000 216,000
Operations 521,632 295,675 553,784
Capital Equipment 720,675 374,119 67,500
Total Operating 15,521,107 13,045,402 14,818,854
Infrastructure & Major Projects
LAHCFD Life & Safety Projects & Programs *** 2,750,000
Prof Services *** 965,000
Capital Equipment *** 260,550
3,975,550
Total Expenditures 18,587,987 15,570,604 22,167,034
Revenue 16,453,600 17,758,450 18,215,825
Use of Fund Balance (2,134,387) 2,187,846 (3,951,209)
Ending Fund Balance 40,151,737 46,353,620 42,402,411
* As adopted (Excludes Roll-Overs)
** Actual estimate beginning balance
*** New cost center categories subject to LAHCFD/OBA post adoption implementation in FY25-26

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
12 The FY25-26 Budget total expenditure allocations increased from the prior year. They still include capital, staffing, and training resource baselines derived from the prior year and, as a starting point, commensurately take out FY24-25 expenditures that were one-time in nature. The most notable excluded prior-year one-time items consist of year-one of the multi-year I-280 Fuel Break Project allocation of $1M (subject to roll-forward), the current year vehicle purchases approximating $150K, $250K to support County coordinated AI fire detection systems under discussion (subject to roll-forward), and $65K for portable technology equipment (subject to roll-forward).

The Budget again funds high impact program services while allowing for contingencies central to the readiness of a Fire/Emergency agency.

As compared to the prior year, the FY25-26 Budget allocations increased by $3,579,093 with the most significant one-time and ongoing requests and prior-year one-time adjustments as outlined below:

Prior Year One-Time Items Not Repeated (Subject to Roll Forward*) • ($1,000,000) I-280 Presumed Internal Funding – Year 1 Phase * • ($350,000) Dedicated professional services to further the assessment, vendor selection, architecture, design, and project oversight of a new Fire Facility – First Yr Allocation* • ($250,000) AI Fire Detection Funding *
• ($100,000) Updated costing for the District wide PEIR to $350,000-First Yr Allocation* • ($95,000) Ford Utility Truck
• ($47,500) CED Dedicated Small SUV *
• ($47,500) Portable Disaster Technology *
• ($27,500) Document Management systems *
• ($12,500) Portable Video Equipment
• ($5,250) Field Portable Power banks
FY25-26 One-Time Requests (Subject to future Roll Forward*) • $2,750,000 I-280 Presumed Internal Funding – Year 2 Phase * • $715,000 Dedicated professional services to further the assessment, vendor selection, architecture, design, and project oversight of a new Fire Facility * • $175,000 for a pilot roadside grass mitigation program in coordination with the Town • $250,000 Updated costing for the District wide PEIR to $350,000* • $60,000 Commercial Star Link subscription and equipment • $25,800 In Home Printers - as needed
• $20,000 Online Budget Model Implementation (added to Previous Yr Phase) • $6,825 Staff Power Banks
FY25-26 On-Going Requests
• $275,000 Increased projects-programs contingency given major IHFR projects • $230,700 General professional services and legal support given large dollar projects, technology implementations, benefits realization, and enhanced professional services allocations

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
13 • $98,950 An additional month of staffing at Palo Alto’s Station 8 • $94,360 Temporary employee services increased for all service areas to assist in peak demand periods for large project initiatives including IHFR, Finance-IT, and Infrastructure. • $41,430 Enhanced allocations for staff development in all service areas • $35,000 On-Line budgeting and Financial Transparency licensing FY25-26 Base Budget Adjustments
• $369,170 Fire Contract COLA: Per the expected COLA contract • $208,725 Overall existing salary and wages: with benefits now included • $157,860 Annual adjustments to program and project costs / COLA and scaling • $32,500 County increases in legal and supporting operational cost allocations • $21,332 County operational cost allocations
• $18,150 Increase in annual audit fees given new systems, policies, and procedures • ($87,500) Emergency Access Roads costs lowered to further assess jurisdiction feasibility

BACKGROUND & ECONOMIC OUTLOOK
With the outbreak of the pandemic in 2020, the country experienced unprecedented economic disruption. While the shelter-in-place orders in California had significant impacts on the local economy, the District was shielded from a negative impact as its primary revenue source, property taxes, remained intact. A series of record wildfires raced across California in 2022 killing nine people, destroying 772 structures, and damaging another 104. Over 7,600 fires were recorded covering 363,939 acres. In the winter of 2022 and beginning months of 2023, the District and County were hit by unprecedented weather events causing flooding, downed trees, road impacts, and disrupted power and utilities. The Los Altos hills area was particularly hard-hit. The District was able to assist residents and the Town of Los Altos Hills (Town) by establishing communications and participating in the Emergency Operations Center (EOC) response. These events underscored the vulnerabilities of the District and its need to remain ready to address seasonal fire safety and prevention as well as unexpected disaster events that strain staffing, financial and infrastructure resources at local, County and State levels. The District’s ability to stay fully staffed, equipped, trained, mobile, and operationally nimble is essential to community safety. The District’s fiscal planning supports its unique needs and offers the fund balances necessary to mitigate future risk exposure.

The District’s continued strong fiscal position enables it to advance essential fire prevention projects, such as IHFR supported in partnership with SCCFSC to bring effective vegetation mitigation to residents and community projects. These services are grounded in fire science and the updated CWPP Annex 4.

This suite of programs offers HIZ assessments, monthly defensible space brush chipping/debris removal, and shaded fuel breaks for defensible space and evacuation route hardening. The introduction of the regional $6M multi-year I 280 Fuel Break Project in FY24-25 highly impacts the Budget as I-280 enters its second-year phase of planning, vendor solicitation and implementation.

Furthermore, maintaining the momentum on evacuation routes, brush chipping, Firewise USA and HIZ programs, is a catalyst for the budgetary requests included herein.

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
14 Most recently, the devastating Southern California fires, in the greater Los Angeles area, were impactful on budget development. These events underscored the importance of maintaining, and building on, the momentum of the District’s growing life and property efforts. As presented in its final form, this Budget postures the District to adapt to potential unknowns that may call for the higher use of resources and project and program enhancements in the near to longer term.

The District is reinforcing its technology, evaluating the upgrade of El Monte Fire Station, and collaborating with the County to fund a new facility to enhance emergency response times and to serve the increase in population as noted in the recent LAFCO report. This Budget sets forth this bold action plan with enhanced funding for a comprehensive study and assessment for an additional fire facility located within the District, the aim of which is to improve overall emergency response and readiness. The District also has earmarked funding for opportunities to improve regional data communication networks and install early fire detector warning systems in cooperation with the County in remaining diligent in the public safety demands we face.

FISCAL HIGHLIGHTS
Total Revenues are projected at $18.2M, an increase of 10.71% or $1.76M, over the prior year budget.

Property taxes, the primary source representing 91% of total revenues, are anticipated to increase by $971,700, or 6.23%, to approximately $16.6M compared to the prior year Budget of $15.6M. This budget includes all County generated property tax projections. The last two property tax years have displayed robust increases with an expectation that growth will continue but at a more modest trend.

Interest income is projected to increase over the prior year budget by 93% or $790,525, to $1.6M, an amount based on the assumption that rates will moderate as we progress through 2025-2026.

Total expenditure allocations are expected to increase by $3,579,047 or 19.25%, compared to the current year Budget, and have increased by 42.36% compared to the current year estimates of $15.6M.

Taken together with revenue, the Budget projects the use of available fund balances of $3.95M.

Coming off a strong fiscal performance in FY24-25, healthy beginning fund balances are projected and emergency commitments preserved.

The proposed FTE count remains unchanged with existing permanent staffing allocations projected to increase by $208,725, or 7.53%. This maintains staffing to a total FTE level of 13.5 to continue accomplishing planned life and property safety projects and programs. Recognizing the advancement of key IHFR projects, namely the significant impact of I-280 project, this budget supplements resources with increased dollar allocations for supporting contracts, temporary employees, professional services, and associated contingencies. These enhanced contract costs are expected to remain for the duration of the 2-3 year I-280 project term. The Budget FTE staffing and classifications are described in more detail in the following sections of this narrative.

With employee benefits introduced as a placeholder in prior years, this Budget includes the first funding of in-place benefits, a Health Care Reimbursement Account and Deferred Compensation Plans, in the amount of $351,150. Establishing an employee benefits plan advances sustainability and allows the District to

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
15 attract, hire, retain and recruit employees in a competitive environment. The Budget includes a $141,600 market contingency considering tight hiring conditions. Payroll taxes have also been adjusted for projected salary levels.

Fire contract services are expected to increase by $370,170, or 4.92%, reflecting County COLA contractbased increases only with no modifications in the service contracts. Although not a variance factor this year, two years ago the budget included funding for a District capable fire truck, in the amount of $1.9M, to fortify the SCCCFPD Fire fleet for LAHCFD and regional fire protection. The District contracted with SCCCFPD for this purchase in FY24-25 and followed with an additional procurement of two Fire engines estimated at $2.3M. Due to supply chain delays, allocations for these capital procurements will be administratively rolled forward into the FY25-26 Budget (following adoption) and are summarized, along with other key rollovers in the following sections of this narrative.

SUMMARY SCHEDULES & FUND BALANCES
Fire and EMS contract services make up 41% of appropriations with another 31% applied to District directed life and safety measures including: Battalion Chief services, augmented high-fire seasonal staffing, fire risk mitigation, preparedness projects and programs, and community outreach/education; and 1% supporting capital. The remaining 27% is applied to District operational support.

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
16 Operating and administrative
appropriations are made up
of salary and benefits at 15%,
professional and specialized
contract services (consultants)
10%, and 2% for general
operations. The bulk of these
resources support operations,
organizational management,
training, implementation and
oversight of projects and
programs, and the building of
community resiliency
initiatives to benefit residents
and neighboring regions.

In the following charts, three years of actual revenues and expenditures are displayed along with estimates for the current year and Budget projections for FY25-26. It also reflects the net change in fund balance over the past several years resulting in the accumulated fund balance, both committed and available.

Fund balance commitments have been allocated via District Commission action. The graph below reveals actual and projected fund balances for the past five years and District unassigned fund balances consistent with the year-end audit. The County classifies these balances as “Assigned” from the perspective that they are associated with a component unit sub-agency (LAHCFD).

The District, in line with County recordings, complies with the GASB 54 fund balance classifications of “Committed” and has established five commitment balances as defined below. This budget reflects $4.26M in new fund commitments, in agreement with the FY23-24 audit report classification, recognizing contractual obligations with SCCCFPD for the funding of two fire trucks and one fire engine.

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
17 Fund Balance Classifications & Components
Committed to Operations - $2,000,000
The amount of funds Committed for Operations targets an estimated minimum four months of operating expenses (to cover periods of revenue disruption),to fund SCCCFPD contracted fire services, salaries and payroll taxes, consulting and professional services, commissioners’ fees, and all other expenditures the District incurs in performing base daily operations. Base daily operations do not include fire prevention programssuch as IHFR programs and hydrant/infrastructure as these are included in Emergency Operation commitments.

Committed to Emergency Operations - $2,000,000
The amount of funds Committed for Emergency Operations targets an estimated minimum of four months of augmented fire protection and emergency and recovery program expenses (to cover periods

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
18 where minimal property tax revenue is forthcoming). This includes additional contracted fire-fighting services that could arise due to economic uncertainties or unforeseen disasters or emergencies, recovery efforts such as wildfires and earthquakes, staffing for extended fire seasons, and extra contracted services needed to ensure all high priority IHFR fire-prevention programs and hydrant/infrastructure repairs, maintenance, relocations, and additions are completed in a timely manner for public safety.

Committed to Buildings and Improvements - $6,000,000
The District owns the El Monte Fire Station located at 12355 El Monte Road in Los Altos Hills. The District is working with SCCCFPD on fire station capital improvements. $6,000,000 has been set aside for building replacement funds to replace the building structure, roofing, walls, irrigation systems, and other systems close to reaching the end of their useful life. The District is also exploring ways to meet administrative needs, which could involve fire station expansion or structures built on its parcel.

Committed to Wildfire Protection and Technology - $1,000,000 The District is actively exploring early warning technology committed $1,000,000 toward future technological advancements in firefighting, including Wildfire Detection systems, audible early warning systems, and advancements in emergency communications with local agencies and utilities. These earmarked funds bolster current year FY25-26 budget allocations targeting this effort in coordination with the County and regional agencies.

Committed to Hydrants and Infrastructures - $3,000,000
The District owns approximately 560 fire hydrants and lateral pipes and related infrastructures in the Purissima Hills Water District, a utility serving two-thirds of Los Altos Hills with miles of pipe, million gallons of storage, and multiple pump stations. The water system has continued to be upgraded since its formation in 1955. The District is committing funds to District hydrant systems and related infrastructure upgrades. As part of the FY23-24 independent financial audit, the estimated historical cost of this system was set at $4.8M, underscoring the critical nature of this infrastructure.

Committed to Contracted Apparatus Funding - $4,256,713
Congruent with financial audit disclosures in FY23-24 and County approved executed contractual funding commitments with SCCCFPD (executed in both FY23-24 and FY24-25), these committed dollars will reimburse SCCFPD for the contracted purchase of two fire trucks and one fire engine scheduled for delivery in the next 2-3 years given supply chain delays. These amount are recorded for the first time in this budget given the existence of the agreement obligations noted above.

Unassigned Classification
Unassigned Fund Balance
The remaining fund balance (projected at $24,145,698 at the end of FY25-26) will be classified as unassigned. This is the remaining residual follows an estimated use of fund balance and investment in the community of $3,951,209 as allocated in the Budget.

As the District considers and projects the potential use of these unassigned dollars in line with its longterm strategic plan, it anticipates the construction costs for a new District funded and owned centrally

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
19 located fire /community facility, at a cost exceeding $15M, aimed at improving emergency response times and supporting emergency readiness and preparedness activities. Furthermore, near-term projections include the expected use of an additional $3M for the completion of the regional I-280 Fuel Break infrastructure project.

ACCOUNT BY CATEGORY & LINE ITEM

REVENUES

PROPERTY TAXES & OTHER REVENUE
Property Tax is the single largest source of income for the District. The County collects taxes for the District, remits funds and charges an administrative handling fee for collecting the money. The County provides a projection of expected tax revenue that is recorded in the Budget.

The components of Property Tax are broken out below with an indication of the annual and average growth rates for the past four years including current year and Budget projections.

Secured Property Taxes:

Revenue Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Property Tax 13,733,297 14,879,392 15,545,992 15,604,300 16,208,000 16,576,000 Interest Income 248,920 868,578 1,408,206 849,100 1,550,250 1,639,625 Other 620 - 4,140 200 200 200
Total 13,982,837 15,747,970 16,958,338 16,453,600 17,758,450 18,215,825 Annual Growth Factors 3.96% 12.62% 7.69% -2.98% 7.93% 2.58% % Over (Under) Prior Year Budget 10.71%

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
20 Secured property taxes are calculated based upon the value of real property, land, and personal property, such as structures located upon the real property. Secured property is taxed at a general rate of one percent of the assessed value of which the District receives a portion (approximately 14% of 1%) along with other government agencies. These taxes make up most of the revenue.

Unitary Property Taxes:

Unitary property taxes cover such entities as electric, gas, and telephone companies. The State Board of Equalization assesses the value of these companies’ operations and establishes a county-wide tax rate system.

Unitary Property Taxes Railroad:

Railroad unitary property taxes which are assessed by the State Board of Equalization.

Unsecured Property Taxes:

Unsecured property taxes are assessed against movable personal property such as business equipment, boats, and airplanes. The tax is considered unsecured because any tax not paid results in a lien filed against the owner of the property, not the property itself.

Supplemental Senate Bill 813 Tax (SB 813):

SB 813, also known as the Hughes-Hart Educational Reform Act of 1983, originally was designed to close a perceived loophole in Proposition 13 and generate much additional funding needed for schools.

The new law established a “floating lien date” and prevented property owners from delaying the taxation of their properties at higher value assessments. Whenever there is a reappraisal due to a change in ownership or to the completion of new construction, a Supplemental Assessment is issued.

Secured Property Tax Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Secured Property Tax 12,509,304 13,443,875 14,205,151 14,465,000 14,941,000 15,309,000 Annual Growth Factors 4.92% 7.47% 5.66% 1.83% 3.29% 2.46% % Over (Under) Prior Year Budget 5.83%
Property Tax - Unitary RailRoad Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Unitary Property Tax -Railroad 1,217 1,285 1,344 1,300 1,000 1,000 Annual Growth Factors 13.21% 5.55% 4.63% -3.27% -23.08% 0.00% % Over (Under) Prior Year Budget -23.08%
Property Tax - Unitary Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Unitary Property Tax 58,159 64,849 73,538 73,000 85,000 85,000 Annual Growth Factors 12.75% 11.50% 13.40% -0.73% 16.44% 0.00% % Over (Under) Prior Year Budget 16.44%
Unsecured Property Tax Act 21-22 Act 22-23 Act 23-24 Draft 24-25 Est 24-25 Bdgt 25-26 Unsecured Property Tax 679,725 709,238 801,075 745,000 817,000 817,000 Annual Growth Factors -7.43% 4.34% 12.95% -7.00% 9.66% 0.00% % Over (Under) Prior Year Budget 9.66%

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
21 This Budget anticipates a continued moderation in a post-pandemic uptick in remodel and building activity in a lower finance rate environment.

The Homeowner Property Tax Relief (HOPTR):

HOPTR provides a $7,000 exemption on the value of owner-occupied homes. The tax revenue lost from this exemption is made up in part from other sources and the District receives a share.

Excess Educational Revenue Augmentation Fund:

The County ERAF (enacted by the State in 1992) account has more revenue than necessary to offset all aid to K–12 and community college districts under Proposition 98. In response, the CA State Legislature enacted a law requiring some of these surplus funds to be used for special education programs, with the remaining funds returned to cities, counties, and special districts in proportion to the amount of property taxes they previously contributed to ERAF.

OTHER REVENUES
Interest - Deposits and Investments:

Cash balances are invested and held in the County pool. The District earns income from these holdings, which varies depending upon market interest rates. This revenue source has experienced significant growth given unprecedented Federal rate increases in the past two years, a trend that has sustained resulting in this material increase in expected earnings.

Other/Miscellaneous Revenues:

This account covers other sundry income streams such as postal reimbursements and the distribution of dividends from the State Compensation Insurance Fund.

Supplemental Senate Bill 813 Tax Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Supplemental Senate Bill 813 Tax 342,624 541,280 338,107 195,000 237,000 237,000 Annual Growth Factors -11.02% 57.98% -37.54% -42.33% 21.54% 0.00% % Over (Under) Prior Year Budget 21.54%
Homeowner Property Tax Relief Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Homeowner Property Tax Relief 40,719 39,734 40,115 40,000 39,000 39,000 Annual Growth Factors -1.62% -2.42% 0.96% -0.29% -2.50% 0.00% % Over (Under) Prior Year Budget -2.50%
Educational Revenue Augmentation Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Educational Revenue Augmentation 101,549 79,132 86,662 85,000 88,000 88,000 Annual Growth Factors 104.55% -22.08% 9.52% -1.92% 3.53% 0.00% % Over (Under) Prior Year Budget 3.53%
Interest - Deposits-Investments Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Interest - Deposits and Investments 248,920 868,578 1,408,206 849,100 1,550,250 1,639,625 Annual Growth Factors -4.93% 248.94% 62.13% -39.70% 82.58% 5.77% % Over (Under) Prior Year Budget 93.10%
Other/Miscellaneous Revenues Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Other Misc. Revnue 620 - 4,140 200 200 200
Annual Growth Factors -81.79% -100.00% - -95.17% 0.00% 0.00% % Over (Under) Prior Year Budget 0.00%

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
22 EXPENDITURES
Expenditure line items for all accounts are broken out below displaying annual growth rates for the past four years including Budget projections and % change from the current year Budget.

SALARIES & PAYROLL TAXES
The FY25-26 Budget furthers the District’s ability to deliver high-impact projects at current staffing levels and includes enhanced supporting contract and professional services. These combined allocations (staffing and contract/prof services) are important in managing the multi-year I-280project, now entering full implementation mode and addressing unknown fire mitigation demands, while still maintaining momentum of community projects underway.

Expenditures Act 21-22 Act 22-23 Act 23-24 * Bdgt 24-25 * Est 24-25 Bdgt 25-26 % Salaries & Payroll Taxes 640,239 980,324 1,412,914 2,624,980 2,229,815 3,021,480 14% Benefits - - - 441,900 295,388 351,150 2%
Operating Expenditures 268,496 352,297 375,373 521,632 374,119 553,784 2% SCCCFPD Contract Services
Fire & Emergency Medical Response 5,279,346 5,492,616 5,764,998 6,055,600 6,051,000 6,353,560 29% District Augmented Life & Safety Services
Battalion Chief 1,278,972 1,330,638 1,396,626 1,467,000 1,465,915 1,539,210 7% Additional Staffing Fire Safety Services 393,467 438,551 437,165 985,000 542,360 1,082,950 5% Funding of Central Fire Apparatus 296,702 - - - - - 0%
Life & Safety Projects & Programs 1,039,096 1,346,195 1,850,746 4,500,450 3,283,230 6,770,810 31% Capital Equipment - - 67,697 720,675 295,675 328,050 1% Prof. & Specialized Serv. 233,462 306,604 349,905 1,076,950 948,103 1,950,040 9% Consulting Services 116,418 74,892 59,363 193,800 85,000 216,000 1% 9,546,198 10,322,117 11,714,786 18,587,987 15,570,605 22,167,034 100% * The FY24-25 Budget as originally adopted, excludes
mid-year County approved allocation of $2.3M for two
Fire engines on back-order and pending payment
The FY23-24 adopted budget also included 2.125M
for one fire truck, also pending back order funding
Recruitment/Labor Market Contingency Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Recruitment/Labor Market Contingency - - - 159,930 - 141,600 Annual Growth % - - - - -100.00% -
% Over (Under) Prior Year Budget -11.46%
Overtime & Payroll Taxes Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Overtime & Payroll Taxes 55,297 84,936 103,530 217,390 161,845 216,215 Annual Growth % 99.82% 53.60% 21.89% 109.98% -25.55% 33.59% % Over (Under) Prior Year Budget -0.54%
Permanent Employees - Special Districts Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Permanent Employees - Special Districts 584,942 791,464 1,279,957 2,170,860 1,991,170 2,488,665 Annual Growth % 69.05% 35.31% 61.72% 69.60% 55.57% 24.99% % Over (Under) Prior Year Budget 14.64%

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
23 The table below, and following descriptions, reflect the proposed employee roster tally including the prior year comparison, position titles, descriptions, and salary/rate information for each.

General Manager
In 2018, the District hired a part-time General Manager to oversee and manage operations, projects, programs, and community outreach activities. On November 17, 2020, the General Manager was changed to a full-time (1.0 FTE) position given the increased time required to perform operational services and interface with regional partners and the County Board of Supervisors. The fully burdened compensation for this position now includes newly introduced benefits comprised of Health Reimbursement Account and Deferred compensation contributions.

Community Education and Risk Reduction Manager (CERR)
In FY22-23, a part time position (0.5 FTE), Community Education and Risk Reduction Manager, was approved to manage community education, and risk reduction programs in the community. The CERR Manager serves in a leadership role for the Service Area and for the District. This position is involved in risk reduction projects and programs including the Firewise USA initiatives, presentations for community education to residents, agencies and organizations, serves as the point of contact to the media and press for District programs and initiatives, The CERR Manager, manages the; Home Ignition Zone and Rebate Program, coordinates education of Zone 0 Program, the defensible space and property hygiene programs, coordinates the County weed abatement and the Fire Department WUI weed abatement Programs, arranges for the annual open space goat prescriptive grazing, collaborates to develop emergency access roads projects, and responds to resident inquiries and other related educational and risk reduction initiatives, projects and activities. In May 2025, the Community Education and Risk Reduction Manager was reassigned the core responsibilities of the vacated Emergency Services Manager (ESM) position, a role previously held. Core ESM responsibilities of the CERR Manager are to manage and coordinate the comprehensive emergency preparedness programs, FY 2024-2025 FTE FY 2025-2026 FTE
Regular Employees Regular Employees
General Mgr. 1.00 General Mgr. 1.00
Comm. Ed. & Risk Red. Mgr. 0.50 Comm. Ed. & Risk Red. Mgr. 0.50 District Clerk 0.50 District Clerk 0.50
Emergency Services Mgr. 1.00 Emergency Services Mgr. 1.00 Operations Mgr. 1.00 Operations Mgr. 1.00
Prog., Planning & Grants Mgr. 1.00 Prog., Planning & Grants Mgr. 1.00 Technical Analyst/Project Mgr. 0.50 Technical Analyst/Project Mgr. 0.50 Finance Mgr. 0.50 -------> Finance & Info Technology Mgr. 0.50 Community Events Specialist 1.00 Community Events Specialist 1.00 Field Mgr. 1.00 Field Mgr. 1.00
IHFR Specialist 1.00 -------> Project Specialist 1.00
General Analyst 1.00 General Analyst 1.00
Technical Analyst 1.00 Technical Data Analyst 1.00
Project Specialist 1.00 -------> Project Specialist Risk Red. 1.00 Operations Project Mgr. 0.50 Operations Project Mgr. 0.50 Admin Analyst 1.00 -------> Admin Specialist 1.00
Total FTE 13.50 Total FTE 13.50

POSITION COUNT

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
24 volunteer programs, disaster programs, trainings and workshops and the District CERT and Teen CERT Programs. This reassignment was effective May 20, 2025, with Board action to approve a new employment agreement and new position description for the CERR Manager that included the ESM core responsibilities. The remaining .50 FTE of the vacant Emergency Services Manager position will be allocated as other positions are filled. The fully burdened compensation for this position now includes newly introduced benefits comprised of Health Reimbursement Account and Deferred compensation contributions.

District Clerk
The District Clerk position was reclassified in 2019 from contract services to a part time (0.50 FTE) employee position. The District Clerk serves as the primary and confidential administrative liaison for the LAHCFD Commission, its legal counsel and Fire Chief and other executive management personnel in the County. Position responsibilities include preparing monthly public meeting packets, coordinating agenda creation and publishing, web site public meeting updates, taking minutes of monthly meetings, archiving documents, and responding to public inquiries. The District Clerk supports the HR Functions, new employee onboarding, dispersal of policies, records retention, and matters of the District. The fully burdened compensation for this position now includes newly introduced benefits comprised of Health Reimbursement Account and Deferred compensation contributions.

Emergency Services Manager (ESM)
The Emergency Services Manager (ESM), previously contracted through SCCCFPD, was introduced as a part time position in September 2019 and increased to a full (1.0 FTE) position in FY2022-23. The ESM position was vacated in April 2025 and core responsibilities, including personnel, were assigned to the Community Education and Risk Reduction (CERR) Manager who previously held the .5 FTE ESM position. The CERR .5 position was increased to 1 FTE by Board action on May 20, 2025, to provide for the reassignment of the ESM core responsibilities. The Outreach and Communications functions and personnel assigned to the ESM were reassigned to the Programs, Planning and Grants Manager (PPG) and associated Service Area. The remaining .5 FTE of the vacant ESM position will be reallocated to other positions as needed.

Operations Manager
In 2021, the District hired a full-time (1 FTE) Operations Manager to provide operational support, manage projects and services operations, and advance operational improvements to protect the lives, property, and environment of the Community. The Operations Manager serves in a leadership role for the Service Area and for the District This position remained vacant, and as such, primary operational duties were dispersed to those project managers and project specialists who work to strengthen the IHFR Programs, operationally support projects including evacuation routes, the District’s fire hydrants and related infrastructure system, administrative functions, coordination with contractors, vendors, and the community, and operational support to regional partners. The position is currently in hiring mode for a .5 FTE. The remaining .5 FTE of the vacant Operations Manager position will be reallocated to other positions as needed. The fully burdened compensation for this position now includes newly introduced benefits comprised of Health Reimbursement Account and Deferred compensation contributions.

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
25 Programs, Planning and Grants Manager
The full-time (1 FTE) Programs, Planning and Grants (PPG) Manager manages and coordinates certain programs, planning and Grant activities. The PPG Manager serves in a leadership role for the Service Area and for the District. This position develops and designs planning and project management tools, coordinates project design, planning and implementation with the projects team, and coordinates grants and funding sources supporting District initiatives. Responsibilities include; management of programs, projects and personnel assigned to the Service Area such as the IHFR (Integrated Hazardous Fuel Reduction) projects, evacuation route projects that include the I-280 Project, maintenance for established evacuation routes, development of community strategic fuel breaks with partner agencies, and the selection, procurement, installation, training and implementation of project management software, automated workflow systems and data platforms, and related training of personnel. This manager serves as a liaison to the Countywide and District CWPP Annex 4 initiatives and with the County, local, State, and regional agencies. This position also partners with other cooperative parties to represent the District. When the Emergency Service Manager position was vacated, the Outreach and Communication responsibilities and personnel were assigned to the PPG Manager and the associated Service Area. The fully burdened compensation for this position now includes newly introduced benefits comprised of Health Reimbursement Account and Deferred compensation contributions.

Technical Analyst/Project Manager
This part time (0.5 FTE) Project Manager position will manage components of projects that include vegetation mitigation along evacuation road routes, support for the construction of shaded fuel breaks along roadways, coordinate logistics, Workplans, vendors and teams between project planning and the implementation phases with the Field Manager and contractors. This position provides project management support for the maintenance and repair of the District fire hydrants, coordinate fire hydrant repair and replacement activities with the hydrant engineering consultant, water utilities, Sheriff’s Office, Santa Clara County Fire Department, Town of Los Altos Hills and other affected agencies. The Project Manager provides information for the claim handling of damaged LAHCFD property to the claims team to ensure that the insurance carriers responsible or other responsible parties are accountable for the recovery of costs to the District and taxpayers. This position also tracks and reports on measurement and metrics of the Integrated Hazardous Fuel Reduction Programs in the District. The fully burdened compensation for this position now includes newly introduced benefits comprised of Health Reimbursement Account and Deferred compensation contributions.

Finance & Information Technology Manager
The part time (0.5 FTE) Finance Manager position (re-titled this year) is responsible, in coordination with staff and County personnel, for oversight of the District Budget, finance and fiscal operations to include: the development, maintenance, and operation of the District’s Annual Budget and processes; development and processes to complete the District annual financial audit, filing of the state controllers report, providing financial information and analysis to aid executive management and Commission decision making; development of long-term fiscal strategic planning; development of enhanced public transparency that includes development of a financial public portal; managing and collaborating with the IT Managed Service Provider for IT strategy, development, license tracking, IT asset management, development of IT policies and procedures. This position reviews financial and budget tracking and provides reports and presentations to the Board of Commissioners on financial and budget matters. The fully burdened compensation for this position now includes newly introduced

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
26 benefits comprised of Health Reimbursement Account and Deferred compensation contributions.

Community Events Specialist
The full-time (1-FTE) Community Events Specialist, as part of the CERR Service Area and team, collaborates and coordinates with the team on community event activities and supports the CERR Manager on the volunteer activities and recruitment, resident outreach to form Firewise USA neighborhoods, community events oversight for community education and training, marketing and outreach skills tailored to both general and underserved populations, support of Firewise USA team deliverables, coordinating components of projects and programs to build resilient neighborhoods, engaging the community in building life and property safety resiliency in response to disasters, engagement of the community in Firewise USA programs, and supporting the delivery of District CERT and Teen CERT Programs and other Community Education Programs. The fully burdened compensation for this position now includes newly introduced benefits comprised of Health Reimbursement Account and Deferred compensation contributions.

Field Manager
The full-time (1.0 FTE) Field Manager position manages complex LAHCFD field vegetation mitigation projects to increase public and first responder safety in the event of wildfire, weather events, emergencies, or disasters. The Field Manager coordinates with the Program, Planning and Grants Manager on evacuation route projects, and the Community Strategic Fuel Break, field work in the Integrated Hazardous Fuel Reduction programs; coordinates with first responders, residents and the public for ingress and egress routes in an emergency or disaster; and manages the District’s field work to gather measurements and metrics along the I-280 vegetation mitigation corridor. This position assists in management of field work with staff for the prevention, protection, and emergency programs. It also coordinates with various agencies, regional partners, and residents and with planning staff to implement vegetation mitigation programs. The fully burdened compensation for this position now includes newly introduced benefits comprised of Health Reimbursement Account and Deferred compensation contributions.

Project Specialist (Re-titled from FY24-25 IHFR Specialist) The full-time (1 FTE) Project Specialist position may assume a special focus in a variety of service areas.

Responsibilities include project coordination with staff and service area managers, tracking project management platform tools, assisting in tracking budget, contracts and administrative records, and invoice verification. The fully burdened compensation for this position now includes newly introduced benefits comprised of Health Reimbursement Account and Deferred compensation contributions.

General Analyst
The full time (1.0 FTE) General Analyst position assists with furthering the 2023-2027 Strategic Plan, development and implementation of processes and tracking of District programs, projects, reports, budget, and documentation; assist with social media platforms and website, prepares data and materials for reports for Commission meetings, provides support for CERT and Teen CERT activities, Community Outreach and Education (COE) Emergency preparedness drills and activities and assists with special assigned projects. The General Analyst is the lead in the COE program and provides support to the lahcfd.org website to coordinate and collaborate with team members to revise, write,

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
27 publish and manage webpage content. The fully burdened compensation for this position now includes newly introduced benefits comprised of Health Reimbursement Account and Deferred compensation contributions.

Technical Data Analyst
The Technical Data Analyst was created in FY22-23 as a part-time position and upgraded to a full-time (1.0 FTE) position in FY23-24. Duties include assisting with the District’s Geographical Information System (GIS) Mapping Technology, helping evaluate innovative technology and resources to educate the community and align outreach communications with neighboring agencies, assisting managers with semi-annual reports, facilitating the Workplan reviews, updates, assessments of progress, reports on deliverables, year-end summaries of accomplishments and development of the subsequent Service Area Workplans. The Analyst provides analytics and analytical support to programs and administrative personnel. The fully burdened compensation for this position now includes newly introduced benefits comprised of Health Reimbursement Account and Deferred compensation contributions.

Project Specialist Risk Reduction
The full time (1.0 FTE) Project Specialist Risk Reduction position supports CERR Manager and the CERR Service Area programs such as Firewise USA and residential meetings, supports HIZ and Rebate Program, Zone 0 and Defensible Space and Property Hygiene initiatives, FHSZ map coordination, research on various projects and initiatives that are assigned. The Project Specialist Risk Reduction is the lead for disaster preparation, the County OEM liaison, and participates in the County EOC and OEM assigned activities and projects that require specialized training, project skills, knowledge and abilities related to fire science and risk reduction processes for the accomplishment of strategies, programs, and operations for the successful completion of assigned projects. The fully burdened compensation for this position now includes newly introduced benefits comprised of Health Reimbursement Account and Deferred compensation contributions.

Operations Project Manager
The 0.5 FTE Operations Project Manager (temporarily funded in FY23-24 by the Operations Manager position vacancy) was added in FY24-25 to assist the CERR Service Area and Manager with community education projects and programs. The position provides operational support, field work with residents, administration, manages operations in projects and services, and develops methods to ensure continuous improvement of service operations to protect the lives, property, and environment within the Community. Responsibilities include, developing, implementing, and monitoring day-to-day operational systems and processes of key initiatives and Strategic Plan Goals involving programs such as the HIZ Assessment and Rebate Program, support and coordination of weed abatement activities and coordination with County Weed Abatement, the County Fire Marshal Office, and operational project management of programs and projects with partner agencies, stakeholders and public. The fully burdened compensation for this position now includes newly introduced benefits comprised of Health Reimbursement Account and Deferred compensation contributions.

Administrative Specialist
The FY24-25 addition of a full-time (1.0 FTE) Administrative Specialist assists in the finance and personnel service area, 2023-2027 Strategic Planning, development, and implementation of processes for District programs, projects, and documentations to build District organizational tools such as the

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
28 preparation of Standard Operating Procedures (SOPs) for agency tasks, processes, and functions that include fiscal reporting and systems projects, assistance in completing the budget, annual audit, payroll and County voucher processes and filings, and other administrative support to increase the administrative infrastructure of the District Budget. The fully burdened compensation for this position now includes newly introduced benefits comprised of Health Reimbursement Account and Deferred compensation contributions.

Temporary & Seasonal Employees
This account facilitates the hiring of temporary and seasonal positions to assist on readiness projects such as 1.) community events; 2.) emergency preparedness fairs; 3.) coordination with the Town of Los Altos Hills regarding residential concerns about fire hazards, hydrant issues involved with development of property, weed and vegetation mitigation; 4.) CERT volunteer training, programs, and drills; 5) personnel to assist with the HIZ and Rebate Program, and 6) coordination with Firewise Community organization in neighborhoods and neighborhood evacuation routes practice and drills. Position titles include Community Risk Reduction Specialist I, rate ranges from $40.00-$65.00/hr.; Community Risk Reduction Specialist II, rate ranges from $65.00 -$80.00/hr.; and Program Specialist I, rate ranges from $30.00-$55.00/hr. Program Specialist II, rate rages from $56.00-$85.00/hr. This account was bolstered materially this year to address the increased support needs and demands expected with the full implementation of the I-280 project along with maintaining momentum on impactful life and property safety District projects and programs. These positions receive no benefits.

BENEFITS (Permanent Employees)
This line item accounts for employee benefits for the District’s permanent staff positions to fortify resource recruitment and retention. Health Reimbursement Account reimbursement and Deferred Compensation contribution benefits were formally introduced in FY24-25. The benefits package is fully implemented and now adjusted in the current budget based on the employee’s benefit level choice.

OPERATING EXPENDITURES
Liability Insurance (FAIRA)
The District entered an insurance policy with the Fire Agencies Insurance Risk Authority (FAIRA), which provides comprehensive assets and liability coverage. In FY21-22 costs increased with the rise in the current value assessment of the El Monte Fire Station. This FY25-26 Budget anticipates valuation increases above current year estimates for increases staffing, Infrastructure, and new District vehicle fleet coverage.

Temporary & Seasonal Employees Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Temporary & Seasonal Employees - 103,924 63,176 76,800 76,800 175,000 Annual Growth % - - -39.21% 21.57% 0.00% 127.86%
% Over (Under) Prior Year Budget 127.86%
Benefits Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Employee Benefits - - - 441,900 295,388 351,150
Annual Growth % - - - - -33.16% 18.88%
% Over (Under) Prior Year Budget -20.54%

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
29 Workers’ Comp. - Special Districts
The District entered a Workers’ Compensation insurance policy with the State Compensation Insurance Fund (SCIF) when making its first hires. This account tracks Workers’ Compensation expenditures for employees. Coverage costs have increased with additional District employees. Cost increases reflect the FY24-25 change from 10 to 13.5 FTEs and higher classification costs for workers in the field as project activity and filled staffing positions increases.

Commissioners Fee
The seven Commissioners of the Board are paid $100 per meeting, which includes the monthly Board Meetings and Strategic Plan meeting attendance, not to exceed five meetings per month per Commissioner.

Maintenance – Structures & Grounds
This account includes the monthly landscaping fees and upgrades made to the El Monte Fire Station and District parcel and was reclassified into an operating expenditure.

Office Expenses
This account includes amounts spent on postage, copier expenses, shredding, Commissioner meeting accommodation, business cards and letterhead, and other typical office expenses. This allocation lineitem was adjusted to exclude employee stipends, now reflected under the payroll category. Office costs will increase again due to the hiring of additional employees.

Workers Comp (State Comp Insurance Fund) Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Workers Comp (State Comp Insurance Fund) 12,061 19,474 48,899 80,000 50,000 80,000 Annual Growth % 175.05% 61.46% 151.10% 63.60% -37.50% 60.00% % Over (Under) Prior Year Budget 0.00%
Commission Fee Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Commission Fee 8,000 9,500 8,200 18,000 13,500 18,000
Annual Growth % -44.44% 18.75% -13.68% 119.51% -25.00% 33.33% % Over (Under) Prior Year Budget 0.00%
Maint. - Structure & Grounds Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Maint. - Structure & Grounds 5,145 9,744 23,689 20,000 17,500 18,500 Annual Growth % 6.85% 89.39% 143.11% -15.57% -12.50% 5.71% % Over (Under) Prior Year Budget -7.50%
Office Expenses Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Office Expenses 21,352 36,934 57,116 37,140 23,880 17,830 Annual Growth % 115.81% 72.98% 54.64% -34.97% -35.70% -25.34% % Over (Under) Prior Year Budget -51.99%
Liability Insurance (FAIRA) Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Liability Insurance (FAIRA) 23,083 20,672 22,953 72,500 26,094 65,000 Annual Growth % 1093.54% -10.44% 11.03% 215.86% -64.01% 149.10% % Over (Under) Prior Year Budget -10.34%

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
30 Workshops, Conferences & Seminars
This account covers expenditures for employee development, training, and continuing education.

Expenditure increased for expanded staff training and professional development for both existing and added staff. This allocation has been significantly bolstered anticipating full staffing and recognizing the strategic need for staff development and subject matter expertise, continuing education, and certification.

Professional Services - Internal
This account covers an administrative processing fee paid to the County related to property tax processing.

Property Tax Administration Fee
The Property Tax Administration Fee is paid to the County in the 4th Quarter of the fiscal year and is based on a variable percentage of actual property tax collection costs. The County provides an estimate of the fee as part of its revenue projections.

Publications and Legal Notices
Notices of fire prevention hearings, public notices, and the “Los Altos Hills Our Town” mailings to the unincorporated areas of the District are recorded in this account. Notices or requests for proposals relating to a specific project or program are recorded in the corresponding accounts.

IC – Cost Allocation Plan
Beginning in FY21-22, this account covers overhead allocation costs as calculated by the County’s Cost Management Unit.

Workshops, Conferences & Seminars Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Workshops, Conferences & Seminars 6,526 23,916 24,565 65,690 49,305 107,120 Annual Growth % - 266.47% 2.71% 167.42% -24.94% 117.26% % Over (Under) Prior Year Budget 63.07%
Professional Services - Internal Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Professional Services - Internal 231 462 231 500 500 500 Annual Growth % -99.88% 100.00% -50.00% 116.45% 0.00% 0.00% % Over (Under) Prior Year Budget 0.00%
Property Tax Admin Fee Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Property Tax Admin Fee 115,554 125,590 119,360 152,000 131,000 138,000 Annual Growth % 5.12% 8.69% -4.96% 27.35% -13.82% 5.34% % Over (Under) Prior Year Budget -9.21%
Publications and Legal Notices Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Publications and Legal Notices 8,978 5,014 4,035 10,000 9,000 7,700 Annual Growth % -41.92% -44.15% -19.53% 147.83% -10.00% -14.44% % Over (Under) Prior Year Budget -23.00%
IC - Cost Allocation Plan Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 IC - Cost Allocation Plan 59,994 78,934 28,151 5,802 5,840 41,134 Annual Growth % - 31.57% -64.34% -79.39% 0.65% 604.35%
% Over (Under) Prior Year Budget 608.96%

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
31 Self-Insurance Claim (Workers’ Comp Los Altos)
The purpose of this account is payment for the District’s share of Workers’ Compensation claims, dating from 1993 when firefighter personnel were shared with Los Altos Fire. The City of Los Altos bills LAHCFD one-third of the actual quarterly payments. FY24-25 records an increase in cost trends.

Miscellaneous/Operations Contingency
This account was recently modified to cover both expenses that do not fall into a specific expense category (such as District banners and signage, dues and subscriptions, or boardroom expenses). This account provides contingency dollars to cover unexpected costs in the operating expenditure category.

SCCCFPD CONTRACT SERVICES
Fire & Emergency Medical Response
Beginning January 1, 2017, the District renegotiated its contract with SCCCFPD for fire protection and emergency medical services through December 31, 2026. The annual percentage increase is based on a weighted average allocation of three indices as follows: 50% the change in the San Francisco/Oakland area consumer price index, 25% assessed local secured parcel values, and 25% firefighters’ annual cost of living increases in total compensation. The annual percent increase shall not be less than 2% or greater than 5% of the prior year’s base rate.

DISTRICT AUGMENTED LIFE & SAFETY SERVICES
Battalion Chief Services
Battalion 14 services are part of the contract with SCCCFPD and are recorded in a separate account to better track expenditures. Battalion 14 covers the cost of a 24/7 Battalion Chief at the El Monte Fire Station. Annual increases in compensation are calculated at the same rate as outlined above. As part of the 2017 contract, LAHCFD will receive 1/15th credit of the adjusted base amount for battalion chief services.

Self Insurance Claim (Wkr Comp Los Altos) Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Self Insurance Claim (Workers Comp Los Altos) 2,055 1,424 8,181 10,000 10,000 10,000 Annual Growth % -80.07% -30.72% 474.64% 22.24% 0.00% 0.00% % Over (Under) Prior Year Budget 0.00%
Miscellaneous/Operations Contingency Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Miscellaneous/Operations Contingency 5,517 20,634 29,995 50,000 37,500 50,000 Annual Growth % 1003.40% 274.01% 45.36% 66.69% -25.00% 33.33% % Over (Under) Prior Year Budget 0.00%
SCCCFPD Service Contract Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 SCCCFPD Service Contract 5,279,346 5,492,616 5,764,998 6,055,600 6,051,000 6,353,560 Annual Growth % 3.41% 4.04% 4.96% 5.04% -0.08% 5.00%
% Over (Under) Prior Year Budget 4.92%
Battalion Chief Services Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Battalion Chief Services 1,278,972 1,330,638 1,396,626 1,467,000 1,465,915 1,539,210 Annual Growth % 3.41% 4.04% 4.96% 5.04% -0.07% 5.00%
% Over (Under) Prior Year Budget 4.92%

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
32 ADDITIONAL STAFFING & FIRE SAFETY SERVICES
SCCCFPD Supplies, Maintenance & Reimbursements
This account now covers all reimbursements made to SCCCFPD, including monthly station communications costs and fire station upkeep and maintenance.

Extra Fire Season Staff
Prior to FY19-20, the District contracted with SCCCFPD for three additional firefighters, nine hours a day during high fire hazard periods, as designated by Cal Fire. Starting FY20-21, the District coordinated with SCCCFPD to modify this policy to provide extra patrol staff on “high risk” fire days as needed.

Type 3 Fire Engine Rental
Under the contract with SCCCFPD the District rents a Type 3 Engine during the extra fire season staff patrolling due to excessive engine wear caused by the rugged terrain. In coordination with extra fire season staffing, the District coordinated with SCCCFPD in modifying this Type 3 Fire Engine rental to be used in providing extra patrolling on “high risk” fire days.

Palo Alto Fire Station #8
The District entered into a joint-agreement with SCCCFPD and the City of Palo Alto in FY21-22 to staff firefighters at the Palo Alto owned Foothills Park - Fire Station #8, which borders the District, during the fire season. This prevention and proactive funding are continued, adjusted for inflation, and, in this FY25-26 Budget, increased for an additional month of service as high fire season patterns emerge., Fire Protection Hand Crews
The District budgets for collaboration with SCCCFPD fuels management crews on projects to provide resilience from wildfire and other disasters that affect overlapping and adjacent service areas. This account was moderated for historical trends while the overall budget still preserves attention on evacuation routes and fire roads.

SCCCFPD Supplies, Maint & Reimbursements Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 SCCCFPD Supplies, Maint. & Reimbursements 2,627 2,799 2,993 5,000 3,120 4,000 Annual Growth % 12.03% 6.55% 6.93% 67.06% -37.60% 28.21% % Over (Under) Prior Year Budget -20.00%
Extra Fire Season Staff Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Extra Fire Season Staff - - - 100,000 - 100,000
Annual Growth % -100.00% - - - -100.00% -
% Over (Under) Prior Year Budget 0.00%
Type 3 Fire Engine Rental Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Type 3 Fire Engine Rental - - - 50,000 - 50,000
Annual Growth % -100.00% - - - -100.00% -
% Over (Under) Prior Year Budget 0.00%
Fire Protection Hand Crews Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Fire Protection Hand Crews - - - 105,000 - 105,000
Annual Growth % - - - - -100.00% -
% Over (Under) Prior Year Budget 0.00%
Palo Alto Fire Station #8 Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Palo Alto Fire Station #8 390,840 435,752 434,172 525,000 539,240 623,950 Annual Growth % - 11.49% -0.36% 20.92% 2.71% 15.71%
% Over (Under) Prior Year Budget 18.85%

LAHCFD FY2025-2026 Budget Narrative – June 24, 2025
33 Contract Services Contingency
The District budgets to cover additional contract services that may be necessary to assist with fuel reduction programs and mitigate wildland fire exposure, implementation of CWPP best-practices, assessment of firefighter requirements for hydrant relocation and additions, and other areas requiring specialized fire service expertise. This account was moderated for historical trends.

FUNDING OF SCCCFPD APPARATUS
SCCCFPD Apparatus & Enhancements
The District funds SCCCFPD apparatus and related enhancements that directly benefit SCCCFPD’s ability to keep the community safe and maintain disaster response. In FY20-21, funds were reimbursed to Central Fire for one fire Water Tender. The FY23-24 Budget included $2.125M in reimbursement funding for one Fire Truck to Central Fire. The County approved a mid-term budget adjustment to the FY24-25 budget for the funding of an additional two Fire Engines at an estimated cost of $2.3M. Both the fire truck and two engines are pending payment given supply chain delays with expected delivery no sooner than 2026.

LIFE & SAFETY PROJECTS & PROGRAMS
IHFR Defensible Space Brush Chipping & Debris Removal
The District funds on-site monthly IHFR Defensible Space Brush Chipping & Debris Removal service to reduce excess fuel loads from residential properties. Program service requests continue to increase with drier weather conditions and mounting fire danger from hazardous brushes, limbs, and branches.

Allocations were increased in FY24-25, reflecting the tremendous growth in demand and the large volume of chipping requests. FY25-26 maintains this momentum. This program is managed by contract with SCCFSC with planning overseen by District staff. This Budget also increases dollars for outreach/communications as well as the introduction of contract BIOMASS disposals in the range of $200K.

Contract Services Contingency Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 Contract Services Contingency - - - 200,000 - 200,000
Annual Growth % - - - - -100.00% -
% Over (Under) Prior Year Budget 0.00%
SCCCFPD Fire Engine Water Tender Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 SCCCFPD Fire Engine Water Tender 475,836 - - - - -
Annual Growth % - -100.00% - - - -
% Over (Under) Prior Year Budget -
SCCCFPD Apparatus & Enhancements Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 SCCCFPD Apparatus & Enhancements (179,134) - - - - -
Annual Growth % -149.34% -100.00% - - - -
% Over (Under) Prior Year Budget -
IHFR Defensible Space Chipping & Debris Removal Act 21-22 Act 22-23 Act 23-24 Bdgt 24-25 Est 24-25 Bdgt 25-26 IHFR Defensible Space Chipping & Debris Removal 429,078 734,615 788,602 1,055,000 917,500 1,044,125 Annual Growth % 45.25% 71.21% 7.35% 33.78% -13.03% 13.80% % Over (Under) Prior Year Budget -1.03%