Los Altos Hills City Council
July 21, 2025

1 City Council Special Meeting Agenda
July 21, 2025

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

Town of Los Altos Hills
City Council Special Meeting Agenda
Monday, July 21, 2025, at 4:00 PM
Council Chambers, 26379 Fremont Road
Los Altos Hills, California

NOTICE IS HEREBY GIVEN THAT A SPECIAL MEETING OF THE

LOS ALTOS HILLS CITY COUNCI WILL BE HELD ON
MONDAY, JULY 21, 2025, AT 4 P.M.

Meetings of the City Council are held in-person. As a courtesy, and in compliance with applicable state law, staff and members of the public may participate in the meeting in person at Town Hall or virtually via Zoom Video Conference. Members of the City Council may participate remotely from time to time in accordance with the provisions of Government Code section 54953.

To attend the meeting in person:

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

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

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

Public comment will also be accepted via email at [email protected] prior to the start of the meeting. Written comments will be posted on the website and distributed to the Council. If you choose to email your comments, please indicate in the subject line “FOR PUBLIC COMMENT” and indicate the item number. If you wish to submit a public comment during the meeting, please use the following information. Before speaking, please identify yourself by name and where you reside. The City Council meeting will be live streamed on the Town’s website and via Zoom at the following location:
https://bit.ly/LAHSpecialCityCouncilMtg4PM
Meeting ID: 862 8422 3607
Password: 94022

2 City Council Special Meeting Agenda
July 21, 2025
CALL TO ORDER (4:00 P.M.)

ROLL CALL

PLEDGE OF ALLEGIANCE

1. PUBLIC COMMENT (PUBLIC COMMENT IS LIMITED TO ITEMS

WHICH ARE THE SUBJECT OF THE SPECIAL MEETING)

2. NEW BUSINESS
A. Status Update on 2024-2025 Two-Year Work Plan (Staff: P. Pirnejad) B. Prioritization of Work Plan items for remainder of 2025 Calendar Year (Staff:

P. Pirnejad)

3. ADJOURN
Pursuant to Ordinance No. 506, the Council Meeting shall adjourn no later than 10:00 p.m., unless otherwise approved by a majority of the Councilmembers present.

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

Copies of all agenda reports and supporting data are available for inspection at Town Hall, 26379 Fremont Road and the Los Altos Main Library 72 hours in advance of the meeting. A complete agenda can be found on the Town’s webpage:
http://www.losaltoshills.ca.gov. A complete packet of information is available for inspection during the meeting at the table to the back of the Council Chambers.

The Council may take action on any agendized matter in any manner deemed appropriate by the Council.

ITEM 2A

TOWN OF LOS ALTOS HILLS

MEMORANDUM
DATE: July 21, 2025
TO: Los Altos Hills City Council
FROM: Joram Parcutilo, Management Analyst
Cody Einfalt, Deputy City Manager
APPROVED: Peter Pirnejad, City Manager
RE: Mid-Year Status Update on 2024-2025 City Council Work Plan SUMMARY:

This mid-year update provides the Los Altos Hills City Council with a status report on the 2024–2025 Workplan, which outlines the Town’s strategic priorities across four focus areas: (1) Quality of Life and Community Character, (2) Public Safety, (3) Effective Service Delivery and Governance, and (4) Infrastructure Maintenance and Protection.

As of July 2025, the Workplan includes 84 projects, of which:
• 23 are completed
• 49 are in progress
• 3 are scheduled
• 9 have not yet started
Between July 2024 and July 2025, a total of 145 projects were included in the Workplan.

Of these, 23 projects were added following the January 2025 mid-cycle review. Staff intends to continue making significant progress across key initiatives, including Housing Element amendments, wildfire mitigation programs, revised user and impact fees, and infrastructure improvements.

Approximately 21% of projects have been completed, and many others have reached critical milestones. However, the growing number and complexity of initiatives, combined with finite staff capacity and budget constraints, mean that several projects are expected to extend into 2026. To maintain momentum and deliver outcomes effectively, the Council may need to consider reprioritizing certain initiatives if new priorities are introduced for completion within the current calendar year.

The full status of each project is detailed in the attached exported Workplan and can also be accessed via the Town’s online Workplan Tracker.

Memo to City Council
Update on 2024-25 Work Plan
July 21, 2025
BACKGROUND:

By way of background in early 2024 council adopted the 2024–2025 Council Workplan. It was a robust, two-year roadmap spanning housing, public safety, infrastructure, governance, and community engagement. It was regularly updated to reflect progress and changing needs, with a strong emphasis on collaboration, resource management, and transparency.

This shift from an annual to a biennial plan was made to better align with the reality that many projects require more than a single year to complete, reduce planning workload, and ensure continuity across Council priorities. The Workplan was developed through a collaborative process involving Council, staff, the Planning Commission, and all standing committees, with opportunities for public input and committee presentations. The plan has been reviewed mid-year and annually to allow for adjustments based on emerging needs and resource constraints.

Several process features were accepted by the council to help ensure that the Workplan remains a practical and responsive tool. A two-step Council approval process is required for adding any new projects not originally included, helping maintain alignment with available resources. All twelve standing committees contributed goals to the Workplan, with some projects led directly by committees and others requiring varying levels of staff support. The Workplan also serves as the foundation for the two-year budget cycle, with resource requests tied directly to identified initiatives and expansions approved as needed to ensure successful delivery.

In a continuation of the preestablished process, on January 29, 2025, the City Council held their mid-cycle review (one year mark) to ensure the goals set were still aligned with the direction of the council and could accommodate minor additions for the remaining 2025 calendar year.

Through this process, the Council adopted a set of priorities for the upcoming calendar year.

The priorities for 2024-2025 are organized into four focus areas:
o Maintaining Quality of Life and Community Character
o Promoting Public Safety
o Increasing Effective Service Delivery & Governance
o Protecting & Maintaining Infrastructure
Understanding the Work Plan
Within each focus area, key projects or initiatives have been identified that Town staff have been working on throughout the year. Each project includes details such as a summary of the key outcomes, when those outcomes are estimated to be completed by quarter, impact to the budget, the lead department, and Town Committee involvement.

Memo to City Council
Update on 2024-25 Work Plan
July 21, 2025
Many of the priorities in the matrix are multi-year projects, meaning the progress of staff is measured by meeting milestones along the way, rather than the completion of the project itself. In fact, many have been a continuation or are ongoing from previous years. It should be understood that the work plan is a living and evolving document that provides guardrails for the council and staff to ensure our highest priorities get the attention and focus they need.

It should be noted that the adopted workplan represents the high-level priorities and may include time-intensive yet routine priorities (e.g. the annual budget and audit) but do not include day-to-day activities of staff such as issuing permits or entitlements. These, “above the water line,” projects make up the portion of staff time that is not taken up by the normal duties of running the Town. Consider the analogy of an iceberg where the vast majority of ice is under the water. These “below the water line” projects include things such as meeting management, maintaining our public assets, reviewing and processing building and planning applications, managing park and recreation activities, running payroll, preparing for council, committee and commission meetings, and other activities.

On the other hand, above the water line projects are those projects that are time consuming and labor-intensive projects, are highly visible, and result in focused council, staff, and community input to gather information, review facts and render decisions. These projects include maintaining Public Safety, updating the Housing Element, adopting the CalFire Hazard Severity Zone Updates, improving employee retention, building pathways, etc.

Generally speaking, the below the water line projects (i.e. day-to-day tasks) take the vast majority of staff time leaving 10-20% of staff time to manage these above the water line projects identified in the 2024 and 2025 council priorities.

The adopted 2024-25 workplan represents staff’s projected capacity for the 2024-25 calendar years. The intended outcome of the January 29, 2025, goal setting session was to come away with a plan that the Council can agree represents their collective policy priorities and does not exceed staff’s capacity and Town’s budgetary limitations. This memo services as the second mid-year update to the Council on the status of the workplan.

New Workplan Tracker
Starting last Fall, in an effort to provide transparency and to provide clarity on the major projects that staff is undertaking, staff worked with Synegen to create an online Workplan Tracker. This online tool allows our community members to not only view each project individually, but by department, by focus area, or even by completion status. Citizens are now able to also export the entire workplan in order to see the current statuses of major Town projects.

Memo to City Council
Update on 2024-25 Work Plan
July 21, 2025
DISCUSSION:

Progress Report on the Adopted City Council Workplan for 2024-25 In the four focus areas, the adopted workplan identifies ongoing and completed projects/initiatives. Some of the projects are multi-year endeavors. The table below summarizes the status of some of the projects as of July 21, 2025. The summary below does not reflect the full status of the City Council Workplan for 2024 and 2025.

The summary focuses on the heavy items that require months of planning to assemble and accomplish. The full report can be found in the attached exported workplan (Attachment 1) or on the online tracker.

In addition, City Council approved to add 12 new projects after the January 29, 2025, goal setting session update. Bringing the total projects to the workplan to 84.

Attachment 1 is an exported version of the workplan as of July 21, 2025.

Below is a list of every project on the workplan and the status.

Status on Work Plan Items
Quality of Life and Community Character
Water Conservation (WELO) (In Progress)
Work with the Environmental Design and Protection Committee to revise the Water Efficiency Landscape Ordinance (WELO) by updating the Parcel Water Budget formula to reduce maximum water use limits for landscaping over the next five years. There will be a Planning Commission and City Council first and second ordinance reading during Q2 of 2025.

Housing Element Amendment (In Progress)
In response to resident feedback, the City Council is in the process of moving forward an amendment to the Town's Housing Element to restructure the implementation of the State's housing density requirements. Currently, staff is working with the Town consultants, Michael Baker Internation in conjunction with the Planning Commission to Amend the certified Housing Element. It should be noted that this work is in addition and beyond the necessary steps to maintain our certified housing element which is captured in the original 2024-2025 Council Workplan.

Memo to City Council
Update on 2024-25 Work Plan
July 21, 2025
Housing Element Programs (In Progress)
The Community Development Department is implementing 60 Housing Element programs, covering topics from public outreach to rezoning. Most will be reviewed by the Planning Commission and, if required by State law, by the City Council. A few of these programs were completed in 2024, with more programs set to be completed later this calendar year. The final set of programs are set to be completed during Q1 of 2026.

Community Building through Town-wide Events and Activities (In Progress) Town events promote community engagement, improve quality of life, and contribute to the overall well-being of all residents. As of recently, the Town has successfully hosted the 4 th of July Parade, the Town Picnic, and the Pathways Run/Walk. Upcoming events include Movie Night at the Park and later in the year, the barn lighting at Westwind Barn. Our mission is to offer a variety of events to ensure there is something for everyone in our community.

Promote Public Safety
Wildfire Hazard Mitigation including HIZ (Home Ignition Zone) (Completed and In Progress)
The HIZ Program aims to comply with the state fire policy by reducing wildfire risk through property modifications that prevent ignition. Its adoption is a key step in strengthening community wildfire resilience amid growing regional fire threats. The CalFire Maps were adopted after a series of community workshops and council meetings.

Staff is working with the Emergency Preparedness Committee for possible home hardening efforts that could include vegetation management and building code amendments in Q4 of 2025 and beyond.

Public Safety (In Progress)
Public safety continues to be an important issue in Los Altos Hills. Data received in 2024 showed that there was a significant decrease in the number of burglaries in Town. This achieves the goal that was listed in last year’s workplan. Staff, working with the Sheriff's Office and council direction, passed an extension of our private security with PalAmerican which continues to make efforts toward promoting Town’s public safety. Therefore, although we have completed the goal as stated in the workplan, public safety never ends, and our work is always top of mind.

Emergency Preparedness (In Progress)
Staff is working with the Emergency Preparedness and Response Committee to revise and update the Town’s emergency documents and plans. In 2024, staff installed a redundant ISP to Town Hall. Next steps include updating the Emergency Operations Plan (EOP) and updating the Evacuation Annex, both to be completed by Q4 2025.

Memo to City Council
Update on 2024-25 Work Plan
July 21, 2025
Increase Effective Service Delivery and Governance
TRAKiT & eTRAKiT Upgrades (In Progress)
This project includes complete updates to Trakit and eTrakit, the Town's permit management system. These upgrades will allow for streamlined permit review and processing timelines and processes, smoother user interface, and more comprehensive property profiles for a better understanding of development feasibility. Below are some important milestones that have been achieved in regards to this project:
• Trakit Fee Schedule Indexing has been completed
• Trakit Automated Online Scheduling has been completed • CSLB Integration completed
• Electronic Plan Storage completed
• Trakit Electronic Submittals completed
Next steps for staff include Trakit GIS integration, which is set to be completed in Q3 of 2025.

Code Enforcement Program Evaluation (Completed)
This project looks to assess the administration and effectiveness of the Town's code enforcement program. Staff reviewed our Code Enforcement efforts and realized we need additional Code Enforcement support. Additional resources were added to the FY26 Budget and there is now 3 days a week of additional Code Enforcement support to catch up with the backlog and make efforts to keep up with the expanding workload.

GIS Updates (In Progress)
The Community Development Department is seeking to improve development feasibility assessment for residents by integrating the Geographic Information System (GIS) mapping program with permit records and archived parcel records to create a total historical assessment of all parcels in Town. Currently staff is putting together a document that outlines these steps. This project is set to be completed during Q2 of 2026.

Heat Pump Rebates (Ongoing)
As an incentive for meeting home electrification goals, the Community Development Department provides a set number of rebates for residents switching from gas water heaters to electric heat pump water heaters. This is an ongoing project, with the Town continuing to offer rebates for the installation of heat pumps.

Electrification Assessments (Ongoing)
In alignment with the Town's goals of zero natural gas use by 2045, The Town has contracts with Home Electrification Assessment Professionals who will assess a home's existing natural gas appliances and provide homeowners with a customized path for migrating their home off natural gas. This is another ongoing project as the Town continues to offer rebates for electrification assessments.

Memo to City Council
Update on 2024-25 Work Plan
July 21, 2025
IT Managed Services RFP (Completed)
The Town does not have an IT support team in-house but rather contracts for this service with a third-party vendor. The main outcome of this project was to ensure that the Town’s IT systems were intact and last year, a contract was awarded.

Land Use Element Updates (In Progress)
To stay in compliance with the Housing Element and State General Plan guidelines, the Town will be updating its Land Use Element of the General Plan to incorporate the new land use and zoning types being written into the Town's Municipal Code. This element will be discussed and reviewed at both the Planning Commission and City Council level in draft stages prior to formal adoption. Currently staff is putting together an updated document outlining these new changes.

Historic Preservation Process Update (In Progress)
The Town maintains a list of sites in Town which have either State or local historic designations. Staff is working with the History Committee on an ongoing basis to build more complete records on these parcels, assess future development and preservation strategies, and create more streamlined processes for addition or removal from the historical sites list. Currently, the History Committee is working on creating a draft for its policy and processes while the Community Development team will review and suggest edits needed to integrate into the General Plan and the Muni Code.

Protect and Maintain Infrastructure
Annual Storm Drain Improvements Program (Ongoing)
The Town identifies and evaluates storm drain infrastructure for defects. If defects are identified on critical storm drain infrastructure, the Town will make improvements to the infrastructure to avoid major catastrophes. As of July 2025, the current design for the Annual Storm Drain Improvements CIP is still ongoing. Due to the limited Storm Drain (Drainage In-Lieu) Fund, the Storm Drain Improvement for fiscal year 2024-2025 may be postponed.

Civic Center Improvements (In Progress)
This priority was originally intended to obtain direction from Council on addressing community needs for Town Hall and increasing workspace for Town Staff. In 2024, the Council directed staff to focus on improvements to the Parks and Recreation building. A new CIP (Parks and Recreation Center Renovation) has been added to the FY25/26 Budget.

Design for this project is anticipated to be completed during Q1 of 2026, and construction is set to start during Q4 of 2026.

Corporation Yard Improvements (In Progress)
Currently, the Public Works maintenance staff use their office area on the second floor of the Corporation Yard as a makeshift locker room. Therefore, improvements to the

Memo to City Council
Update on 2024-25 Work Plan
July 21, 2025
Corporation are officially underway. This year, during Q2 2025, a Master Plan Study was completed. Future plans for the project later this year include Design and Construction of the Locker Room Improvements. Both would be phase 1 of the Corporation Yard Improvements. Both these items would be completed during Q4 of 2025.

Palo Alto and Los Altos Sewer Processing & Conveyance Charges Negotiations (Not Started)
The Town’s sewer system includes 57 miles of pipe, 1,500 manholes, two Town-owned pump stations, and connections to both the Palo Alto and Los Altos sewer systems for treatment. As part of this project, existing service agreements and amendments with both cities will be reviewed to support potential renegotiation of terms. As of July 2025, Staff is researching and formulating negotiation strategies. In Q4 of 2026, Staff will enter into negotiations with Palo Alto and Los Altos with potential studies required.

Sewer Rehabilitation and Repair (In Progress)
The annual sanitary sewer repair and rehabilitation program aims to ensure reliable wastewater conveyance and reduce the risk of overflows by repairing or replacing defective sewer pipes. The 2025 project will upgrade aging vitrified clay pipes with HDPE or PVC and use cured-in-place methods to extend pipe life, targeting segments with structural issues such as cracks, root intrusions, and joint failures. The 2025 Sewer CIP is currently underway with construction planned to be completed during Q3 of 2025.

Heritage House Remodel (In Progress)
The Heritage House remodel will focus on ADA and multi-use improvements to this Town building. As of June 27, 2025, the Heritage House Upgrade project is currently working on finishing the interior framing. All rough utilities are in. After framing is complete, drywall and interior finishes will begin. For exterior work, the concrete pathway work leading up to the ADA ramp is complete. The ADA ramp and stairs are close to completion.

Magdalena Avenue Pathway Project (In Progress)
The Magdalena Avenue Pathway Project aims to construct approximately 2,000 linear feet of new roadside pathway segments along Magdalena Avenue, specifically on the northern side of the street adjacent to Camino Hermoso Drive. Design for this project is slated to be completed during Q4 of 2025, with construction set to be completed in Q3 of 2026.

Pathway Fee Nexus Study (In Progress)
Town Staff is working on updating the impact fee and developing a long-term Pathways Improvement Plan. Later in 2025, Staff will recommend a Pathway Impact fee update to the City Council for approval and based on that approval, in Q2 2026, staff will develop a long-term plan for pathways.

Memo to City Council
Update on 2024-25 Work Plan
July 21, 2025
Matadero Creek Restoration and Bank Stabilization Project (In Progress) Severe storms in 2009–2010 caused erosion along Matadero Creek, threatening the stability of Page Mill Road, prompting the construction of an emergency retaining wall in 2012. To make permanent repairs, the Town launched the Matadero Creek Restoration and Bank Stabilization project, which includes creek grading, riprap installation, floodplain creation, and guardrail improvements, with construction beginning in June 2025. On May 15, 2025, the City Council approved awarding the construction contract to B&D Excavation and Construction. On June 16, the notice-to-proceed was issued. On June 30, the contractor mobilized to the job site and began construction. Staff continues to monitor the mitigation measures.

Undergrounding Utilities - El Monte Rule 20A (In Progress) As of April 2025, the installation of joint trench and individual service lines to private properties are now completed. PG&E is still in the process of undergrounding their overhead electrical facilities. They encountered delays switching overhead services to underground at six residential services. PG&E’s full conversion work is now anticipated to be complete by the end of May. Comcast and AT&T will follow with their overhead to underground conversion work. The full undergrounding of utilities is still anticipated by Fall 2025. The Town’s contractor will resurface the streets within the project area this summer.

Town Hall Facility Security Camera Upgrade (In Progress) All three of the Town’s major properties: Town Hall, Corporation Yard, and Westwind Community Barn require their security cameras to be updated. Due to the anticipated cost of this project, staff recommends completing one location per year. The first phase of this project will focus on installing the new cameras at Town Hall. In May 2025, working with the Technology Committee, staff reached a recommendation on which camera vendor and which installation vendor to move forward with. Staff will take the recommendation to City Council later this year.

Westwind Community Barn Improvements (In Progress)
On June 26, 2025, the City Council approved a construction contract for improvements to the lower arena, including new fencing, gates, water lines, drainage upgrades, and enhanced footing materials, with work expected to begin in mid-August. In addition, improvements have been scheduled for the upper arena as well that improve the footing and are scheduled in a manner to minimize disruption to campers.

Progress on Projects Added to the 2024-2025 Workplan Post January 2025 As staff made progress on the priorities identified in the workplan, staff also took on additional projects that were added onto the 2024-2025 workplan, post the January 2025 goal setting session. Below are additional projects that were taken on by staff. Bandwidth for these projects became available from reprioritizing or a change in the rate of progress on other priorities on the workplan.

Memo to City Council
Update on 2024-25 Work Plan
July 21, 2025
Establish Housing Element Ad Hoc Committee (Complete)
Allocated 45 hours of staff time and 30 hours of consultant support to assist the Housing Element Ad Hoc Committee in creating a Housing Element Amendment, multi-family zone and land use to assist the Ad Hoc Committee and revisiting the Development Agreement with Twin Oaks.

Land Use Element Updates (In Progress)
To stay in compliance with the Housing Element and State General Plan guidelines, and address council and residential concerns about excessive development, the Town will be updating its Land Use Element of the General Plan to incorporate the new land use and zoning types being written into the Town's Municipal Code. This element will be discussed and reviewed at both the Planning Commission and City Council level in draft stages prior to formal adoption. Currently staff is putting together an updated document outlining these new changes.

Los Altos Hills Community Fiber Installation (In Progress) This project is to install conduits from their curbside installation to Town infrastructure, to enable resilient connections to Town internet and power infrastructure in the future. The plan is for staff to issue encroachment permits for the work starting in Q3 2025 and staff will oversee the installation of the LAHCF infrastructure in Q4 of 2025.

Speed Feedback Sign Implementation (Complete)
Install and train staff on new speed alert devices. As of July 2025, staff have been trained in how to utilize the new speed alert devices and how to gather data from the devices to produce to the Sheriff’s Office.

Historic Landmark Application for the Water Tower (Complete) Letter to Fremont Hills Country Club Regarding the Historic Landmark Application for the Water Tower has been issued and staff continue to monitor the Town and will ensure that the conditions of approval for the Water Tower are met prior to the final inspection of the improvements at the Country Club.

Establish Ad Hoc Committee for the Expiring Law Enforcement Agreement with SCC Sheriff’s Office (In Progress)
Established an Ad Hoc Committee to discuss options for the expiring law enforcement agreement with the Santa Clara County Office of the Sheriff. Currently, Staff plans to discuss with City Council on key issues. The plan is for the Town to engage in a new contract with the Sheriff’s Office by Q1 or Q2 of 2026.

Memo to City Council
Update on 2024-25 Work Plan
July 21, 2025
Three Year Information Technology Strategic Plan (In-Progress) Staff is finalizing a Los Altos Hills Three-Year Information Technology Strategic Plan for FY26-28. Currently staff is still working with the Technology Committee and City Council to have a plan adopted by the end of 2025.

Extension of Existing Michael Baker International Inc. Contract (Complete) Extension of the Existing Michael Baker International Inc. Contract term until June 30, 2026, and Expansion of the Contract to include an additional $256,000 appropriated from the General Fund Unassigned Fund Balance to the Housing Element Capital Improvement Project.

Bike Advisory Signages for Pathways (in Progress)
Install biking advisory signages at certain pathways as recommended by the Pathways Committee and approved by the City Council. Currently staff is working with the Pathways Committee to get recommendations. Later in 2025, staff will begin installing advisory signs.

Planning Department Organizational Assessment (Not Started) The Planning Department Organizational Assessment for Los Altos Hills identified both strengths and areas for improvement, with a focus on efficiency, customer service, and community engagement. The Town has implemented or is considering several recommendations, including technology upgrades, improved public information, and better contract management. The staffing plan was reconsidered as part of the FY26 budget with additional headcount added to both building and planning staff as well as consultants to meet the increasing demands of code enforcement, building and planning needs. A community wide survey or study session has not yet been planned as the current priority is the housing element amendment and programs targeted through Q1 2026.

Revisit Alternative Site Inventory for additional sites suitable to Zone for MultiFamily (Not Started) The Housing Element Ad Hoc Committee recommendation regarding the process for consideration of potential housing sites- Staff to consider alternate sites for multi-family without disrupting the January 31st deadline. This project is anticipated to begin with a study session in 2025 and continue with Planning Commission and City Council discussions through 2026.

Fire Safety Mitigation: Study Session
Direct staff to work with the EPRC and the Fire District to come back with a study session to discuss mitigation measures that can be implemented Town-wide for better fire safety.

The staff is currently working with the EPRC to identify fire mitigation measures that can

Memo to City Council
Update on 2024-25 Work Plan
July 21, 2025
be considered for both building hardening and vegetation management. This work is targeted in the 2025 calendar year considering we are in a building code cycle. The vegetation management may follow the same timeline or slip into 2026 depending on the level of committee and community engagement.

Analysis
In the four focus areas, the July 2025 mid-year updated workplan identifies 84 projects and initiatives. Many of these projects were multi-year endeavors.

As seen in Table A, below, the status of the 84 projects is provided as of July 2025. By July, there are twice as many projects in progress as they are completed. Again, factors that go into these range from projects to being more complex, are generally longer-term projects with various milestones, staff has had to reallocate its time across a larger landscape of projects, Council direction and state law have dictated realigning priorities, and staff has had to redistribute limited assets over to other projects. Despite the growing number of projects, staff continue to work toward their completion. Given the resources and staffing constraints many of these projects will extend into the next calendar year.

Table A
To put this midyear workplan’s update in perspective, we can look back to the midyear update from last year. In comparison, as seen in Table B, by the time we reported at the July 2024, mid-year update last year, of the 61 projects that were identified 8 were completed with 35 were in progress.

Totals Completed In Progress Scheduled Not Started Total Quality of Life & Community
Character 4 6 1 11
Public Safety 3 6 9
Service DeliveryGovernance 13 17 2 6 38
Infrastructure 3 20 1 2 26
Total 23 49 3 9 84
Mid-Year July 2025 Workplan Update Totals

Memo to City Council
Update on 2024-25 Work Plan
July 21, 2025
Table B
Between July 2024 and July 2025, a total of 145 projects were included in the Workplan.

This figure reflects both the original priorities adopted by Council and additional initiatives identified throughout the year. Of these, 23 projects were added following the January 2025 mid-cycle review. Despite the increase in scope, significant progress has been made across key focus areas, with an increased number of initiatives reaching completion or advancing through major milestones.

Given the Town’s finite resources and small staff size, we have worked to advance Council priorities by leveraging contract support and identifying creative, efficient approaches to project delivery. While many of the initiatives in the Workplan are multi-year efforts by design, approximately 21% of projects have already been completed.

This reflects the complexity and long-term nature of the Workplan, as well as the careful balancing of staff capacity to ensure progress across all priority areas.

Despite the significant progress made in advancing the goals set by Council and the community, the addition of over 23 new projects since last year has required careful allocation of staff time and resources. Each new initiative added to the Workplan draws from the same finite pool of capacity. As we will discuss in the following session on remaining 2025 priorities, Council may need to consider reprioritizing certain initiatives if there are additional goals it wishes to accomplish within this calendar year. We are already seeing priorities shift into 2026, underscoring the importance of a focused and strategic approach moving forward.

Attachments:

1. Exported Midyear Update of the 2024-25 City Council Workplan

Mandated/Budgeted KEY PROJECTS/INITIATIVES KEY OUTCOME MILESTONES

QUARTER OF

COMPLETION
LEAD

DEPARTMENT COMMITTEE INVOLVEMENT
Senate Bill 9 (SB-9) Ordinance Review and Amendments The Town will maintain a compliant and effective local SB-9 ordinance.

Staff continues to review local ordinace on an annual basis for revisions in order to remain in compliance CDD PC
Joint Ad Hoc Committee and Staff multi-family housing sites recommendation (NEW)
Assess selected sites and review any additional sites eligible for development as outlined in the Housing Element Staff will consider alternate sites reccomended by the Ad Hoc Committeefor multi-family without disrupting the January 31st deadline.

CDD PC
Planning Department Organizational Assessment (NEW-Post January 2025 addition)
Complete a study session and give direction to staff on Planning Department recruitment and staffing.

Planning department hired a new assistant planner
CDD
Extension of Existing Michael Baker International Inc. Contract (NEW-Post January 2025 addition)
Completion of a new contract with Michael Baker International to continue with Housing Element Implementation tasks. CDD Historic Landmark Application for the Water Tower (NEW-Post January 2025 addition)
Create a Landmark Designation for the Fremont Hills Country Club Water Tower CDD History Establish Housing Element Ad Hoc (NEW post-January 2025 addition)
Decision on strategy for Housing Element Amendment process. CDD TBD Our Town Publication Phase out The Quarterly and increase Our Town to four issues a year Coordinate with Our Town for the switch 2 2025 CMO Water Conservation (WELO) The Water Efficient Landscape Ordinance (WELO) aims to promote water conservation through sustainable landscaping practices. Following a presentation from the Purissima Hills Water District, the EDPC recommended adjusting the WELO Water Conservation Factor to reduce water allocation for new landscapes, aligning it with current usage trends and promoting more efficient irrigation technologies.

Planning Commission and City Council, 1st and 2nd ordinance reading 2 2025 CDD Environmental Initiatives/Environmental
Design and Protection
$
$100K
Housing Element Amendment Engage residents and amend the Housing Element Work with the Ad Hoc Housing Element Committee to amend the certified Housing Element 4 2025 CDD Objective Design Standards (Multi-Family): Establishment of methodology; creation of draft document 1 2026 Zoning Ordinance (Multi-Family): Creation of draft document 1 2026 CEQA (Multi-Family): Creation of draft document 1 2026
Inclusionary Housing / Feasibility (A-6): Identify relevant example policies; craft draft policy 1 2026 By-right Approval Ordinance (A-4): Creation of draft document 1 2026 SB 35 and SB 330 Application Streaming Procedure (B1): Identify relevant example policies; craft draft policy 1 2026 Story Pole Policy - Ordinance Update (B-16): Identify relevant example policies; craft draft policy 3 2025 Density Bonus Ordinance and Incentives for ELIs (E-1): Identify relevant example policies; craft draft policy Ongoing No Net Loss Monitoring (A-2): Identification of project and permit tools to assess activity against existing inventory Ongoing Farmworker and Employee Housing Ordinance (E-8): Identify relevant example policies; craft draft policy (COMPLETE) 1 2025 Pre-approved ADU Plans: Develop standards for pre-approval of ADUs (COMPLETE) 1 2025 Streamline Committee Review Process - Ordinance Update (B-15) - Ordinance Update: Work with committees to identify review parameters; craft draft process for review by all committees (COMPLETE) 3 2024
Education, Outreach, and Information Exchange for housing resources (A-9, A-11, A-14, F-2, F-3, F-4, F-5, F-6, G-1, G-2, G-3, and G-4): Establish scope/parameters for each task; identify relevant examples; prepare outline to execute programs (COMPLETE)
3 2024
ADU Ordinance Update (B6): Creation of draft document (COMPLETE) 2 2024 Emergency Shelter/LBNC/Residential Care Ordinance Update (E-2,3, 4, and 5): Identify relevant example policies; craft draft policy (COMPLETE)
2 2024
Grading Ordinance Update (B-11): Creation of draft document (COMPLETE) 1 2024 Host community events throughout the year Ongoing
Continue to produce the activity guide 2x a year Ongoing $
2024-25 Work Plan
Maintain Quality of Life and Community Character
Better leverage healthy relationships with community members and maintain rural atmosphere in Town $
$500K
Housing Element Programs Objective Design Standards
Zoning Ordinance (multi-family)
CEQA
List of Ordinances:

A-6
B6
E-2,3,4, and 5
E-1
A-4
E-8
B-15
B-16
B-11
B1
A-2
Pre Approved ADU plans
Education, Outreach, and info exchange for housing resources (A-9, A-11, A-14, F-2, F-3, F-4, F-5, F-6, G-1, G-2, G-3, and G-4) CDD Environmental Design and
Protection/Open Space
$
$150K
Community Building through Town-wide Events and Activities Host a diverse and robust set of special events/programming that brings the community together. Community Relations/Parks, Recreation & Community
Events
New Budget Resources Required
In Progress/Ongoing
Scheduled
Completed
LEGEND
ITEM 2A Attachment 1

Mandated/Budgeted KEY PROJECTS/INITIATIVES KEY OUTCOME MILESTONES

QUARTER OF

COMPLETION
LEAD

DEPARTMENT COMMITTEE INVOLVEMENT
Fire Safety Mitigation: Study Session (NEW-Post
January 2025 addition)
Conduct a study session with staff from the Town and the Fire District to educate residents on fire safety and mitigation strategies.

CDD Emergency Preparedness
and Response
Discuss City Council direction on key issues 3 2025
Engage new contract with Sheriff's office 2 2026
Speed Feedback Sign Implementation (NEWPost January 2025 addition) Install devices and have staff trained to operate the system CMO Technology TBD Wildfire Hazard Mitigation including HIZ (Home
Ignition Zone)
Maintain compliance with California State fire policy and focus on reducing wildfire risks by modifying the immediate surroundings of a property to prevent ignition from embers and radiant heat possible code amendment 4 2025 CDD Emergency Preparedness and Response
Improve usage of AlertSCC as our primary
emergency mass notification system,
4 2025
Mobilize initiative to recognize LAH emergency
action leaders
4 2025
Establish an alternate emergency
communications network
4 2025
Implement audible alerts to augment emergency
notification
2 2026
~$10K Fire Hazard Severity Zones Update State is mandating cities to update their Fire Hazard Severity zones Update Maps, Committee(EDPC), PC, CC 1st and 2nd reading
2 2025 CDD Emergency Preparedness
and Response
$
$50K
Complete Safety Element Have a completed GP Element Creation of a Draft Document 4 2025 CDD Emergency Preparedness and Response
Update the EOP 4 2025
Update the Evacuation Annex 4 2025
Install redundant ISP to Town Hall 4 2024
Renew or Terminate Private Security Contract 2 2024
Revise ALPR Policy 2 2024
$
2024-25 Work Plan
Promote Public Safety
Maintain the high level of public safety in the Town
Establish Ad Hoc Committee: Expiring Law
Enforcement Agreement with SCC Sheriff’s
Engage in a new contract with the Sheriff's Office CMO
$
~$130K
Emergency Communication items from the
EPRC (Sound Study, ALERT SCC)
Improve the Town's emergency response framework CMO Emergency Preparedness and Response
Emergency Preparedness Keep the Town Safe and prepared for emergencies CMO Emergency Preparedness and Response
$
$30K
Public Safety Decrease the amount of burglaries in Town CMO Technology LEGEND
New Budget Resources Required
In Progress/Ongoing
Scheduled
Completed

Mandated/Budgeted KEY PROJECTS/INITIATIVES KEY OUTCOME MILESTONES

QUARTER OF

COMPLETION LEAD DEPARTMENT

COMMITTEE

INVOLVEMENT
Housing Element Annual Progress Report (APR) Production of an Annual Progress Report and maintenance of Town development records
CDD
Accessory Dwelling Unit Ordinance Annual Update Annual updates to the ADU ordinance CDD $
~$20K
Upgrade the Town's Website Refresh the Town's website with CivicPlus Increase ease of navigation on the Town's Website 4 2025 CMO Produce recommendation to City Council on changes to the Code Enforcement Division to take affect next FY
Ongoing
Staff reviewed our Code Enforcement efforts and realized we need additional Code Enforcement support. Additional resources were added to the FY26 Budget and since have added upto 3 days a week of additional Code Enforcement support to catchup with the back log and make efforts to keep up with the expanding workload.

Complete
Expired Permit Management Conduct an assessment of expired Town permits Come up with a solution to handle ongoing permits in Town to catch them before they expire 4 2025 CDD $
$30K
Town Survey (formerly the CDD Survey) Conduct a satisfaction survey of Town operations Complete 6 digital surveys over the course of 12 months 4 2026 CMO Conduct a satisfaction survey of Planning/ Development
services in the past three years
Conduct a satisfaction survey of Building and Planning review process to identify needed areas of improvement
Complete a digital survey 4 2024 CDD
Internal Purchasing Policy Internal purchasing policy for goods, services, and public works projects Council approval of internal purchasing policy 4 2025 ASD Finance and Investment
Upgrade Phone System Increase efficiency from staff Research and implement 3 2024 CMO Complete 2 2024
Implement Recommendation 3 2024
$
$150K
IT Managed Services RFP Maintain our IT systems Award a contract 2 2024 CMO Technology Check-in on Cultural Reset Items - Stay Interviews + new round 2 2025 Conduct Development Conversation Training 2 2024
AI Use Policy Prepare staff to use AI in work Adopt Policy 1 2024 CMO Technology Hire consultant to assist with records retention/destruction 2 2024 Hire consultant to assist with records retention/destruction 4 2024 Prepare by ordering supplies from MCA Direct; attend the County’s Orientation 2 2024 Conduct Election 4 2024
Nominations Open 3 2024
Determine if the need for software exists 2 2024
Research system and select one 3 2024
Determine if the need for software exists (COMPLETE) Ongoing Determine if the existing Civic Clerk or Laserfiche can be used 2 2025 Research agenda management systems and select one 3 2025 Create Financial Policy for uncollectible Accounts Receivables, stale dated checks or escheatment process, and Purchasing Policy
null 2025
Implement updated Financial Policies null 2025
Prepare interim audit FY 2024-2025 2 2025
Prepare year end closing FY 2024-2025 3 2025
Adopt Annual Financial Reports FY 2024-2025 4 2025
Apply for GFOA Financial Reporting Award FY 2024-2025 4 2025 Prepare interim audit FY 2023-2024 (complete) 2 2024
2024-25 Work Plan
Increase Effective Service Delivery & Governance
Advance Town operations to better serve the community
Code Enforcement Program Evaluation Conduct an assessment of the Town's code enforcement operations CDD Complete Organizational Assessment Increase efficiency from staff CMO Continue Employee Enhancement & Retention Program +
Onboarding new employees
Maintain Employees CMO
Annual records review 2X per year Maintain the records according to the records retention schedule $
$40K
2024 General Municipal Election Run a successful election $
$6K
Explore Public Records Act Responsive Software Assist in responding to PRA’s in a timely manner. PRA’s have increased in recent years.

Technology
$
$20K
Explore an Agenda Management System Streamline the agenda process Technology Financial Policies Internal Control ASD Finance and
Investment
$
$50K
FY 2025-26 Annual Financial Report Financial Reporting Award ASD Finance and Investment
$
$50K
FY 2024-25 Annual Financial Report Financial Reporting Award ASD Finance and Investment

Prepare year end closing FY 2023-2024 3 2024
Adopt Annual Financial Reports FY 2023-2024 4 2024
Apply for GFOA Financial Reporting Award FY 2023-2024 4 2024 Adopt mid-year budget adjustment for FY2023-24 1 2024
Adopt Biennial Budget for FY 2024-2026 2 2024
Apply for GFOA Budget Presentation Award for FY 2024-2026 2 2024 Adopt Budget for FY 2025-2026 2 2025
Solicit consultant support, execute contract to prepare draft Fee Schedule 2 2025 Update Fee Schedule and present to FIC and City Council 3 2025 Solicit consultant support, execute contract to prepare Study 1 2025 Complet Cost of Service Study and Cost Allocation Plan 2 2025 Present final Cost of Service Study to FIC and City Council 3 2025 Use and streamline functions of ERP system (Budget/Project Accounting/Purchasing/AP/Fixed Asset)
null 2025
Change method of payment to vendors from paper check to EFT/Direct Deposit/BillPay by integrating with ERP system
2 2025
$
$17K
Green House Gas Inventory Complete a Green House Gas Inventory to track GHG Emissions Partner with EIC and CSG for completion of GHG Inventory Ongoing CDD Environmental Initiatives
PV Permit Streamlining - Solar App Plus Streamline the PV Permitting process Launch a e-permitting solution for solar PV 3 2024 CDD Environmental Initiatives
$
$20K
Permit Fee Audit Study Audit Building Permit Fees and issues refunds if necessary Permit Fee Audit 2 2025 CDD Finance and Investment
Completion of Report 1 2025
Refunds Ongoing
Leaf Blower Regulation Implementation Enforce Town's new leaf blower regulations Enforce Leaf Blower Regulation through public education and outreach campaign Ongoing CDD Environmental Initiatives
Reach Codes 2025 Adopt new reach codes for 2025 Code Cycle Research expected Code amendments; prepare preliminary outline for Code updates Ongoing CDD Environmental Initiatives
Reach Codes 2023 Adopt new reach codes for 2023 Code Cycle CDD Environmental Initiatives
$10K Electrification Assessments Promote electrification of homes Continue to offer rebates for electrification assessments Ongoing CDD Environmental Initiatives
$
$10K
Heat Pump Rebates Promote the use of heat pumps Continue to offer rebates for the instillation of Heat Pumps Ongoing CDD Environmental Initiatives
$
$20K
Impact Fees Assessment Complete an assessment of current impact fees as the basis to assess whether new or revised fees are warranted
Prepare draft fee study 4 2025 CDD Finance and
Investment
Historic Preservation Process Update Increased transparency and effectiveness of Planning and Building staff regarding historic preservation efforts
HC to prepare draft policy/processes; CDD to review and suggest edits needed to integrate into GP and Muni Code
4 2025 CDD History
GIS Updates Increased accuracy and efficiency from Planning Staff; satisfaction of HCD requirements
Creation of Document 2 2026 CDD
Creation of Document 4 2025
Added as a City Council workplan priority in 2025. Ongoing Ownership record maintenance Ongoing
Trakit GIS integration 3 2025
Trakit GIS integration 2 2025
Trakit Fee Schedule Indexing (COMPLETE) 2 2025
Trakit Automated Scheduling (online) (COMPLETE) 2 2025
CLSB integration (COMPLETE) 1 2025
Trakit Upgrade (COMPLETE) 1 2025
Electronic Plan Storage (COMPLETE) 3 2024
Trakit Electronic Submittals (COMPLETE) 3 2024
$
$50K Investment
FY 2024-2026 Two-Year Budget Budget for the Town with Award ASD Finance and Investment
$
$20K
New Building Permit Fee Schedule Update the Town's Building Fee Schedule in line with the new COS Study ASD Finance and Investment
$20K Cost for Service Study Complete a Cost of Service Study which is the basis to evaluation new fees ASD Finance and Investment
$
$20K
Maximize functions of ERP system and change to online
payment
Internal Control ASD
Deposit/Permit Tracking Report Track Deposit accounts for building, planning and public works CDD Finance and Investment
$
$25K
Land Use Element Updates Align Land Use Element with proposed multifamily zoning and objective design standards as a part of Housing Element program A-1.

CDD Pathways/Environm
ental Design and
$
$130K
TRAKiT & eTRAKiT Upgrades Increased efficiency from Planning and Building Staff CDD LEGEND
New Budget Resources Required
In Progress/Ongoing
Scheduled
Completed

Mandated/Budgeted KEY PROJECTS/INITIATIVES KEY OUTCOME MILESTONES

QUARTER OF

COMPLETION
LEAD

DEPARTMENT COMMITTEE INVOLVEMENT
Recommendation from Pathways Committee 3 2025
Install advisory signs 4 2025
Three Year Information Technology Strategic Plan (NEWPost January 2025 addition)Have a plan adopted by end of 2025 CMO Technology Issue Encroachment Permits for the work 3 2025
Oversee installation of LAHCF infrastructure 4 2025
$
$350k
Miscellaneous Pathways Installation of Pathways per the Town's Master Paths Plan.

PW/E Pathways
Survey Staking 2 2025
Design 4 2025
Construction 3 2026
Replace Ford F250 2 2025
Replace Dodge Dakota/Superintendent Truck w/ Electric Vehicle (Lease or Buy)
1 2026
Research and formulate a negotiations strategy 4 2025
Enter into negotiations with PA and LA with potential additional studies required
4 2026
Lower Arena repair 3 2025
Upper Arena Repair 3 2025
Paddock Repair Ongoing
Fence repair for Fields 1, 2, & 4 4 2025
Parking lot maintenance 3 2025
Council Chambers Audio/Video Upgrade Council Chambers A/V Upgrade Construction 1 2024 Town Hall 4 2025
Corp Yard 4 2026
Westwind Barn 4 2027
Project was brought before the Technology Committee and approved by the Technology Committee in May 2025
null 2025
Project will be presented to City Council by Q4 2025 4 2025 Town Hall Electrical Panel Upgrade Upgrade Main Electrical Panels for Town Hall with Battery Backup System
Installation 1 2024 CMO Environmental Initiatives
Council Chamber HVAC Upgrade HVAC in Council Chambers to heat pump system.

PW/E Environmental Initiatives
Obtain Council direction 2 2024
Design 1 2026
Construction 4 2026
Design (completed) 1 2024
2024-25 Work Plan
Protect and Maintain Infrastructure
Maintain and expand Town assets through new technology and processes $
May need budget
Bike Advisory Signages for Pathways (NEW-Post January
2025 addition)
Safer pathways for all. PW/E Pathways
Los Altos Hills Community Fiber Installation (NEW-Post
January 2025 addition)
Install Los Altos Hills Community Fiber
infrastructure near Town Hall on Fremont Road,
PW/E Technology
$370k Magdalena Avenue Pathway Project Installation of 2,000 linear foot 2B Pathway along Magdalena Avenue from Camino
Hermoso Drive.

PW/E Pathways
Fleet & Equipment Procurement Replace old trucks and equipment per Town policies.

PW/E
$
$60k to $150k
Palo Alto and Los Altos Sewer Processing & Conveyance
Charges Negotiations
Investigate LAH share of RWQCP Operations
and Capital Expense and Markup from Palo Alto
and Los Altos
PW/E Finance and Investment
$374,044 Westwind Community Barn Improvements Westwind Community Barn Improvement PW/E Purissima Park Improvement Program Purissima Park Improvements PW/E Town Hall Facility Security Camera Upgrade Bring all Town facility secuity systems under one platform
CMO Technology
Civic Center Improvements/Parks & Rec Center Renovation Finalize recommendation and obtain direction from Council; Increased workspace for Town
Staff to address community needs
PW/E
Undergrounding Utilities - El Monte Rule 20A Finalize design and construction for the El Monte Fire Station Undergrounding Project
PW/E

Construction 3 2025
Mitigation Measures 1 2025
Construction 3 2025
Mitigation Measure - Monitoring Ongoing
Design Ongoing
Construction 3 2025
Master Plan Study 2 2025
Purchase and Install Conex box for storage 2 2025
Design - Locker Room Improvements Phase 1 2 2025
Construction - Locker Room Improvements Phase 1 4 2025
Design 3 2024
Secure Funds for Construction 3 2024
Construction 4 2025
Annual Storm Drain Improvements Program Maintenance and improvements of Town’s SD infrastructure
Design of Annual Storm Drain Improvements CIP Ongoing PW/E Design 1 2026
Construction 3 2026
Asset Management for Storm Drain System To better manage, maintain, and improve the storm drain system
Storm asset information gathered 3 2025 PW/E
Continue Replacement of Road Signage across the Town Meet State’s reflective code requirement Sign replacement Ongoing PW/E CEQA - Initial Study 1 2026
Update Master Paths Plan 1 2026
Design/Environmental - TBD Ongoing
Construction - TBD Ongoing
Complete fee nexus study 2 2025
Pathway Impact Fee Update 4 2025
Develop long-term plan for pathways 2 2026
Design 3 2025
Obtain encroachment permit from Santa Clara County and City of Los Altos 1 2026 Construct Phase 2 3 2026
$
Monte Fire Station Undergrounding Project
$1,559,966 Matadero Creek Restoration and Bank Stabilization Project Complete Matadero Creek Erosion Project Mitigation Measures for the Matadero Creek
Erosion Project
PW/E
$900,000 Sewer Rehabilitation and Repair 2025 Sewer CIP PW/E Corporation Yard Improvements Corporation Yard Improvements PW/E Heritage House Remodel Improve Heritage House for multi-purpose use PW/E History/Emergency Preparedness and
Response
Annual Pavement Rehabilitation and Drainage Improvement FY2026 Street Repair Project PW/E $
$200K-$300K
Middle Fork to Maple Leaf Court Pathway Construct Middle Fork to Maple Leaf Court Path PW/E Pathways Pathway Fee Nexus Study Update the pathway fee and develop long-term Pathways Improvement Plan
PW/E Finance and
Investment/Pathways
$300-450K Summerhill Avenue Pathway - Phase II Construct Summerhill Pathway, Phase II. PW/E Pathways LEGEND
New Budget Resources Required
In Progress/Ongoing
Scheduled
Completed

Totals Completed In Progress Scheduled Not Started Total Quality of Life & Community
Character  4 6    1 11
Public Safety  3 6 9
Service Delivery-Governance 13 17 2 6 38
Infrastructure 3 20 1 2 26
Total 23 49 3 9 84
Mid-Year July 2025 Workplan Update Totals

TOWN OF LOS ALTOS HILLS

MEMORANDUM
DATE: July 21, 2025
TO: Honorable Mayor and City Council
FROM: Cody Einfalt, Deputy City Manager
APPROVED: Peter Pirnejad, City Manager
RE: Prioritization of Work Items for Remainder of 2025 Calendar Year

SUMMARY
This memorandum provides an update on the Town's 2024–2025 Work Plan, highlighting the progress made, additional priorities added throughout the year, and the resource implications of an expanding workload. Since its adoption, the Work Plan has grown, many of which are complex, multi-year efforts requiring significant staff time, legal support, and consultant resources.

Despite the added workload, the Town has achieved key accomplishments in housing, wildfire mitigation, infrastructure upgrades, and public safety. Metrics show steady increases in project volume, professional services costs, capital improvement budgets, legal expenses, and staffing levels—all necessary to support Council goals and compliance with evolving state mandates.

The memo also presents a tentative schedule for remaining 2025 Council priorities and early 2026 items, underscoring that continued project growth will strain capacity unless matched by additional revenue or a reprioritization of work. Staff recommends the Council consider the long-term fiscal and organizational impacts before adding new projects to the work plan.

BACKGROUND:

By way of background in early 2024 council adopted the 2024–2025 Council Workplan.

It was a robust, two-year roadmap with 63 projects and 138 milestones, spanning housing, public safety, infrastructure, governance, and community engagement. It was regularly updated to reflect progress and changing needs, with a strong emphasis on collaboration, resource management, and transparency.

This shift from an annual to a biennial plan was made to better align with the reality that many projects require more than a single year to complete, reduce planning workload, and ensure continuity across Council priorities. The Workplan was developed through a ITEM 2B

Memo to City Council Page 2
Work Plan Prioritization
July 21, 2025
collaborative process involving Council, staff, the Planning Commission, and all standing committees, with opportunities for public input and committee presentations. The plan has been reviewed mid-year and annually to allow for adjustments based on emerging needs and resource constraints.

Notwithstanding the mid-year review where the staff had provided an update to the Council, on January 29, 2025, the City Council held a Mid-Cycle (1 year) check-in to reevaluate the priorities and set out to amend the two-year Work Plan (Attachment 1). After significant council dialogue and public comments at the session, the Council added six (6) separate/additional projects to the work plan:
▪ Housing Element Amendment – Explore options to amend the adopted housing element based off resident and Ad Hoc Committee direction. • Emergency Communications Study - Emergency Preparedness and Response Committee (EPRC)– at the November 2024 City Council meeting the EPRC gave a presentation to Council asking to prioritize and establish a budget for the following items:
o Improve usage of AlertSCC as our primary emergency mass notification system
o Implement audible alerts to augment emergency notification o Mobilize initiative to recognize LAH emergency action leaders o Establish an alternate emergency communications network • HIZ (Home Ignition Zone) – EPRC - The Home Ignition Zone (HIZ) focuses on reducing wildfire risks by modifying the immediate surroundings of a property to prevent ignition from embers and radiant heat. The EPRC is exploring the potential for new landscaping codes in Los Altos Hills to ensure compliance with HIZ principles, with a focus on vegetation management and fire-resistant design. • Water Conservation (specifically Purissima Hills wish list) – EDPC & EIC. The Water Efficient Landscape Ordinance (WELO) aims to promote water conservation through sustainable landscaping practices. Following a presentation from the Purissima Hills Water District, the EDPC recommended adjusting the WELO Water Conservation Factor to reduce water allocation for new landscapes, aligning it with current usage trends and promoting more efficient irrigation technologies. • PA and LA Sewer Processing and Conveyance Charges – Finance and Investment Committee (FIC). Investigate LAH share of Sewer Plant Operations and Capital Expense and Markup. The FIC sees this as important due to the $360 million capital improvement project at the Regional Water Quality Control Plant. ▪ Phase out the Town Quarterly and increase Our Town to four issues per year.

Memo to City Council Page 3
Work Plan Prioritization
July 21, 2025
Since the adoption of the workplan in February, the City Council has added several new projects onto the workplan throughout the 2025 calendar year, each requiring additional staff time to implement. Below is an overview of all the items that have been added that require additional resources and staff capacity:

February 20, 2025
▪ Allocated 45 hours of staff time and 30 hours of consultant support to assist the Housing Element Ad Hoc Committee in creating a Housing Element Amendment, multi-family zone and land use to assist the Ad Hoc Committee, and revisiting the Development Agreement with Twin Oaks
▪ Los Altos Hills Community Fiber to install conduits from their curbside installation to Town infrastructure, to enable resilient connections to Town internet and power infrastructure in the future
March 20, 2025
▪ Install and train staff on new speed alert devices
▪ Prepare a letter to Fremont Hills Country Club Regarding the Historic Landmark Application for the Water Tower
April 17, 2025
▪ Established an Ad Hoc Committee to discuss options for the expiring law enforcement agreement with the Santa Clara County Office of the Sheriff, appointing Vice Mayor Bhateja and Council Member Swan.
▪ The Los Altos Hills Three-Year Information Technology Strategic Plan FY26-28 sent back to Technology Committee
▪ Extension of the Existing Michael Baker International Inc. Contract term until June 30, 2026, and Expansion of the Contract to include an additional $256,000 appropriated from the General Fund Unassigned Fund Balance to the Housing Element Capital Improvement Project
▪ After reviewing the Pathway Fee Nexus Study and the Pathway In-Lieu Fee to Replace the Current Pathway Development Impact Fee Starting FY2025/26; the council directed staff to seek additional 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 again to Council for consideration
▪ The council directed staff to consider Biking Advisory Signages for Pathways

Memo to City Council Page 4
Work Plan Prioritization
July 21, 2025
May 15, 2025
▪ Council asked staff to hold a study session to review the Planning Department performance and staffing
▪ The Housing Element Ad Hoc Committee recommendation regarding the process for consideration of potential housing sites and through the council directed staff to consider alternate sites for multi-family without disrupting the January 31st deadline
o After the council took action to terminate the discussion on the Twin Oaks Development Agreement and dissolve the Housing Element Ad Hoc Committee
▪ The council asked staff to work on an opposition letter to Assembly Bill 306 June 26, 2025
▪ Direct staff to work with the EPRC and come back with a study session to discuss mitigation measures that can be implemented Town-wide for better fire safety.

These were to include both building and vegetation measures that could reduce fire risk
▪ The Council also directed staff to work with the Planning Commission to consider a process to review parcels that have been designated by two zones in the Fire Hazard Severity Map designation.

DISCUSSION:

In the last few years, the Town has been taking on an increasing number of projects that are being placed upon the annual workplan that have resulted in the need for additional resources and staff capacity. Many of these projects come from new requirements placed upon the Town by the State, while others are pressing items that have risen to Council’s attention. Many of these projects represent multiple years of work and have reached a major milestone in their ultimate completion. The following list represents a list of major accomplishments. The complexity and level of community engagement are indicative of the severity of these projects which represent some of staff’s most complex and significant accomplishments over the last year. These projects include:
• Council decision on the Mora Drive Builders Remedy Project • The Housing Element Amendment and Development Agreement process • The Fire Hazard Severity Map Approvals. This lead to further direction on associated Mitigation Measures and map interpretation.
• Securing Federal Grant funding and staying on course to upgrade the Heritage House

Memo to City Council Page 5
Work Plan Prioritization
July 21, 2025
• The award and construction of the Matadero Creek project that has taken over 13 years to complete (since 2010) which included off-site mitigation and additional value engineering.
• Reduction of residential burglaries through proactive and creative policing • Improved staff recruitment and retention
These projects require an increasing number of hours dedicated by staff, legal review, public engagement, and council discussion time. Additionally, many of these projects take longer than expected to complete than first anticipated. Furthermore, many of these projects continue to evolve and result in additional work and investment in contract support.

As a Contract City, our governance model allows us to efficiently scale up to meet a growing workload. However, like any system, it has its limits. Since the adoption of the 2- Year Work Plan in 2024, the Town has achieved a number of significant accomplishments.

Meeting the approved goals—along with additional priorities added throughout the year— has required a substantial investment of time and resources by the entire organization, including staff, committees, commissions, and the City Council.

Increases in the number of projects like these can be seen represented in the size of the adopted workplan, contract and professional services budget, capital improvement project budget, staff size, legal expenses, and overall city budget. Below are a series of metrics showing each of these categories and the impact of the increased workload.

TABLE 1: Number of Projects Identified in the Workplan over the Years Since the Council adopted the new workplan prioritization process and specifically identified the projects staff should be working on each year, there has been a steady increase in the number of items identified on each workplan (Table 1). This steady increase results in an increasing amount of time spent by staff administering projects as well as contracts to support these efforts.

Memo to City Council Page 6
Work Plan Prioritization
July 21, 2025
In 2022 and 2023 the Council adopted a one-year workplan, but in 2024 transitioned to a two-year workplan (covering the 2024 & 2025 calendar years). In January of 2025, the Council added additional items to the two-year workplan. Many multi-year projects were identified, equating to a compounding number of priorities each year.

TABLE 2: Contract and Professional Services Expenses by Fiscal Year – Year to Date Thru May 2025
To keep up with the number of priorities that have been added to the workplan over the years, and given the complexity of each project, staff has had to respond by increasing the budget of contracted and professional services (Table 2). The FY24/25 is only through May and is anticipated to increase once we have reconciled the Fiscal Year. The steady increase in services is also one of the reasons our operating budget has increased as we will discuss in more detail below.

TABLE 3: Capital Improvement Plan Actuals over the Years $-
$2,000,000.00
$4,000,000.00
$6,000,000.00
$8,000,000.00
$10,000,000.00
$12,000,000.00
Contract and Professional Services
Expenses by Fiscal Year
$-
$1,000,000.00
$2,000,000.00
$3,000,000.00
$4,000,000.00
$5,000,000.00
$6,000,000.00
$7,000,000.00
$8,000,000.00
Capital Improvement Plan Actuals Over the years

Memo to City Council Page 7
Work Plan Prioritization
July 21, 2025
Over the last 10 years, the size of the CIP actuals has streadly increased (Table 3). The more projects that the Town takes on reuslts in more money dedicated to CIPs, decreeasing funds for other items, and requires more staff time to manage. Capital Projects require preplanning, engineering, oftentimes require competative biding, multiple approvals of the council, and project management to ensure the project is complete according to expectation, budget and deadlines. Projects in the CIP include the Herritiage House, the Housing Element, Matatero Creek, Sewer Improvements, roadway, and pathway projects.

These project can span multiple years and take a combination of staff and contractors to complete.

TABLE 4: Number of Proposed Full Time Employees (FTEs) Budgeted Each Year To accommodate the increasing size of the workplan, the number of FTEs has been increasing as well. For the first time in the Town’s history, the Fiscal Year 2025-26 budget calls for 30 employees (Table 4). In addition to the growing staff size, the Town has been steadily growing the number of summer interns that are onboard each year. The summer interns have helped handle the growing number of priorities. These employees take on additional workload, which is important, but they also require additional support of the existing staff such their supervisors, our finance staff and consultants such as our IT Managed Services provider.
27 28 28 27 30
4 4 5 6 6
F Y 2 0 2 1 / 2 2 F Y 2 0 2 2 / 2 3 F Y 2 0 2 3 / 2 4 F Y 2 0 2 4 / 2 5 F Y 2 0 2 5 / 2 6 ( P L A N N E D )

FULL TIME EMPLOYEES

AND INTERNS PER FISCAL
YEAR
Staff Interns

Memo to City Council Page 8
Work Plan Prioritization
July 21, 2025
TABLE 5: Legal Expenses by Fiscal Year – Year to Date Thru May 2025 As the number of workplan items has increased over the years, so has the number of projects that require legal support. For example, SB9, the two separate Development Agreement /Key Term Agreement negotiations, contract terms with Los Altos Hills Community Fiber, processing of our multiple builder’s remedy litigation applications, the Housing Element and Amendment support, and other large-ticket items has resulted in the need for additional legal support (Table 5). As you can see the legal expenses have steadily increased since FY20. Keeping in mind that FY25 has yet to close.

Staff shares these metrics to remind Council that with priorities comes the need for additional staff resources and associated costs for consultants and experts. There is a real cost to increasing workload regardless of the severity, importance, or urgency. Staff recommends that the Council keep these underlying issues in mind when assigning new projects to the workplan.

As the number of assignments increases it is not as easy as eliminating projects. Projects are often mandated and difficult to unwind. For example, projects that are under contract such as the Heritage House, the Sewer CIP, the Matadero Creek and other projects are tied up in contracts with termination provisions that complicate their elimination. Likewise, choosing to delay projects such as the Housing Element or other housing programs stipulated in the Certified Housing Element may result in decertification which add more complexity, cost and workload to correct. Therefore, it is not as simple as eliminating council priorities as the council adds new ones. Typically, new priorities will just roll into subsequent years.

Memo to City Council Page 9
Work Plan Prioritization
July 21, 2025
TABLE 6: Number of City Council Meets a Year –Thru May 2025 With an ever-increasing workload from year to year, the number of City Council meetings that have been called has been increasing as well. In Table 6, staff pulled every regular, special, closed session, and study session called by the City Council over a 10-year basis.

From 2015 to 2020, the number of meetings hovered around 18 meetings a year. However, in the last 5 years the City Council has had the need to call on average 28 meetings a year just to be able to discuss everything the Town has identified in their workplans. Staff would like to note that in 2025, there have already been 20 meetings called, and we are only halfway through the calendar year. Staff anticipates at least 5-7 more meetings to be called this year.

In the course of our research we have noticed a change not only to the number, but also the duration, of Council meetings. Following the same trend as above, since 2020 the City Council meetings on average go well into the night, where before the average meeting lasted only until roughly 10pm at the latest. Complex items to discuss at meetings are getting more frequent and lengthier over the years.

Keep in mind that every council meeting includes the preparation of staff reports, preparation of an agenda, various noticing requirements, and other related operational investments not to mention the time invested by the council, staff and community the night of the meeting. These meetings generate community engagement leading up to, at, and even after the meeting. Meetings are discussed in the weekly newsletter before, and summarized after. The availability of time to schedule additional council meetings is the least of the hurdles. It is the time to prepare, run, and respond to the meetings that takes the most time. Recovering from a late council meeting only to return to work without adequate rest leads to fatigue, mistakes, burn-out and eventually turnover.

Memo to City Council Page 10
Work Plan Prioritization
July 21, 2025
Financial Outlook and Strategic Considerations
As outlined in this update, the Town has seen a measurable increase in the number of projects initiated and completed over the last year. This increase in workload has been accompanied by rising expenditures across contract services, personnel, and capital improvements. These investments have been critical in supporting Council's goals, responding to regulatory requirements, maintaining infrastructure, and delivering services that meet the expectations of our residents.

At the same time, the Town has experienced revenue growth that has largely kept pace with rising costs. This alignment has allowed us to maintain a stable operating budget and protect the Town’s overall fund balance. However, it is important to note that this dynamic will not continue indefinitely. It is expected that revenue growth is likely to moderate in the coming fiscal years, influenced by broader economic conditions and limited flexibility in the Town’s revenue streams.

Meanwhile, the addition of new projects to the Workplan, many of which are resource intensive, continues to place upward pressure on expenditures. Without a corresponding increase in revenue, this trajectory could result in a structural imbalance that would require us to make difficult trade-offs in the future.

To preserve fiscal sustainability, the Town must begin to evaluate options for either slowing the growth of expenditures (i.e. projects) or identifying new or enhanced revenue sources ( i.e. taxes/fees). This could include reprioritizing projects, deferring non-critical initiatives, or initiating a discussion with the community about revenue options, such as parcel taxes or user fees, that could better align with the level of service and programming expected by our residents.

Staff will continue to monitor financial trends closely and will return to Council with budget projections and policy options during upcoming planning sessions. In the meantime, we recommend that any further additions to the Workplan be carefully considered in light of available resources and long-term fiscal implications.

ANALYSIS:

Based on the list of Council priorities and the available staff capacity and budget to complete these tasks, the purpose of this memo is staff’s attempt to tentatively schedule all the items on the initial workplan in the remaining months of the 2025 calendar year, and forecasting Q1 of 2026, with the inclusion of the additional items which have been added since January. Estimated discussion times have also been provided for each item to understand the scale of each project.

Again, the solution may seem as easy as adding more meetings, however, this would only exasperate the problem and result in the need for more consultants, staff, and resources.

Keep in mind that every priority takes resources from your management team since they need to approve the contracts, review their work, oversee the work and advise the council,

Memo to City Council Page 11
Work Plan Prioritization
July 21, 2025
so capacity cannot be increased by only adding headcount and consultants. Those consultants need to be managed, and their work needs to be reviewed and brought forward to the council.

Staff is looking for feedback from the City Council on the suggested prioritization of the items. Final scheduling of items may be subject to change. 2025 Upcoming City Council Meetings
June 18th
• Mora Drive (2-4 Hours)
• Fire Hazard Severity Zone Second Reading (1 – 2 Hours) June 20th
• Fire Hazard Severity Zone Reconsideration (1-2 Hours) June 24th
• Fire Hazard Severity Zone Second Reading (<1 Hours)
June 26th
• FY 2025- 26 Budget Adoption (1 Hour)
• Donation Awards – Community Service Grants (1 Hour)
• Vacancy Report Public Hearing (15 Min)
• Award of Corporation Yard Lock Room Phase 1 Construction (Consent) • Award of Westwind Community Barn Lower Arena Fence Repair (Consent) • Workplan Priorities – New Business (1Hour)
• Permit Extensions (CDD) – Consent
July 21st
• Mid-Year Review of Council Goals (1 Hour)
• Prioritization of Work Items for Remainder of 2025 Calendar Year (1 Hour) • 3-year IT Strategic Plan (Consent)
• WELO First Reading (30 Minutes)
• Emergency Manager Consultant Contract Renewal (1 Hour) • Los Altos Hills County Fire District Report (30 Minutes) August – No scheduled meeting

Memo to City Council Page 12
Work Plan Prioritization
July 21, 2025
September – November Council Meetings
• Building Permit Fee Adoption (1-2 Hours)
• Adopt Submittal for HCD (2 Hours)
• Pathway Impact Fee Study First Reading (1-2 Hours)
• Employee Handbook Update (30 Minutes)
• Sound Study – Emergency Sirens (1-Hour) – dependent on EPRC action

TENTATIVE
• Green House Gas Inventory Discussion (45 Minutes) TENTATIVE • Story Poles Ordinance (1 Hour)
• ADU and SB9 Ordinance (1 Hour)
• WELO Second Reading (Consent)
• Los Altos Hills County Fire District Report (15 Minutes) • Approve Town review of Housing Element Amendments 4 items (2-3 Hours) o EIR
o Multi-family Zoning
o Objective Design Standards
o Land Use Element
o Affordable impact, in lieu or Linkage Fees
• Pathway Impact Fee Adoption 2nd Reading (Consent)
• Bike Advisory Signs on Pathways (would depend on PWC recommendation) • Building Codes Amendments First Reading (WUI and Reach Codes) (1-2 Hour) • Story Poles Ordinance Second Reading (Consent)
• ADU Ordinance Second Reading (Consent)
• Acceptance of El Monte Fire Station Undergrounding (Rule 20A) Project (Consent)
• Informational Update on LAHCF Fiber Project and potential extension of LAHCFD Agreement Extension (Consent or Old Business)
• Los Altos Hills County Fire District Report (15 Minutes) • Alternative Sites Study Session for Housing Element (2 Hour) TENTATIVE • Adopt Housing Element Items (Second Reading)
• Multi-family Zoning
• Objective Design Standards (Resolutions)
• Land Use Element
• Affordable Linkage Fees (Resolution)
• AdHoc Committee Update of Public Safety Discussion
• Building Code Second Reading (30 Minutes)
• Approved Concept Plan for the Park and Rec Building (1 Hour) • Acceptance of Matadero Creek Bank Stabilization Project (Consent) • Acceptance of Corporation Yard Locker Room Phase 1 Project (Consent)

Memo to City Council Page 13
Work Plan Prioritization
July 21, 2025
• Acceptance of Westwind Community Barn Lower Arena Repair Project (Consent) • Acceptance of Heritage House Upgrade Project (Consent) • Los Altos Hills County Fire District Report (15 Minutes) December 18th
• ACFR Adoption
• Lifetime Volunteer Award
• Ceremonial Council Reorganization
Q1 2026 (January – March 2026)
• 2026-27 Work Plan
• 2026 – 27 Budget Preparation
• Authorize Truck or Equipment Replacement Purchase (Consent) (May be earlier in FY26) (Consent)
The following include many (but not in any order) of the remaining Council Priorities that need to be scheduled this or more likely next calendar year:
• Study Session on fire service review and related topics of interest • New Sites Inventory (House Element) study Session – aiming Q4 2025 or Q1 2026 • Study Session to review the Planning Department performance and staffing • Study Session to discuss fire mitigation measures Town-wide • PA and LA Sewer Processing and Conveyance Charges
• Fire Hazard Severity Map designation.
• Discuss options for the expiring law enforcement agreement with the Santa Clara County Office of the Sheriff
ATTACHMENTS:

1. City Council Workplan as of January 29, 2025

CITY COUNCIL STRATEGIC PRIORITIES IMPLEMENTATION PLAN
as of 1/17/2025
Objective Design StandardsZoning Ordinance (Multi-Family)CEQAInclusionary Housing / FeasibilityADU Ordinance UpdateEmergency Shelter/LBNC/Residential Care Ordinance UpdateDensity Bonus Ordinance and Incentives for ELIsBy-right Approval OrdinanceFarmworker and Employee Housing OrdinanceStreamline Committee Review Process - Ordinance Update Story Pole Policy - Ordinance UpdateGrading Ordinance UpdateSB 35 and SB 330 Application Streaming ProcedureNo Net Loss MonitoringPre-approved ADU PlansEducation, Outreach, and Information Exchange for housing resources $
$30K
Town wide Survey Conduct a series of surveys that cover a variety of Town Hall operations Proposed CMO
LEGENDNew Project/InitiativeCurrent In-Motion Project/Initiative * Legally Mandated/Directed by Council
VALUE/PRIORITY AREA: Maintain Quality of Life and Community CharacterPOLICY VALUE STATEMENT: Better leverage healthy relationships with community members and maintain rural atmosphere in Town Mandated/
Budget KEY PROJECTS/INITIATIVES KEY OUTCOME COMMITTEE INVOLVEMENT LEAD DEPARTMENT STATUS $
$150K
Host a diverse and robust set of special events/programing that brings the community together CRC
P&R
* $
$500K
Housing Element Programs
PC
EDPC
Community Building through Town-wide Events and Activities Community Services
CDD
Ongoing
In Progress
ITEM 2B Attachment 1

CITY COUNCIL STRATEGIC PRIORITIES IMPLEMENTATION PLAN
as of 1/17/2025
$*
$50K
Complete Safety Element Have a completed GP Element Not Started CDD EPRC $*
$60K-$90K
Engage with a consultant to prepare an Emergency Communication Notification Study in consultation with EPRC and CC Emergency Communications Study
In Progress CMO EPRC
*
Fire Hazard Severity Zones Update State is mandating cities to update their Fire Hazard Severity zones Proposed CMO / CDD EPRC
LEGENDNew Project/InitiativeCurrent In-Motion Project/Initiative * Legally Mandated/Directed by Council
EPRC
VALUE/PRIORITY AREA: Promote Public SafetyPOLICY VALUE STATEMENT: Maintain the high level of public safety in the Town.

Mandated/
Budget KEY PROJECTS/INITIATIVES COMMITTEE INVOLVEMENT KEY OUTCOME LEAD DEPARTMENT CMO Tech
Emergency Preparedness
STATUS
CMO
$
$30K
Renew or terminate Private Secuity Contact, Revvise ALPR policyKeep the Town Safe and prepared for emergencies (staff training and update plans) Public Safety

COMPLETE
Ongoing

CITY COUNCIL STRATEGIC PRIORITIES IMPLEMENTATION PLAN
as of 1/17/2025
* $
$25k
Land Use Element Updates Increased accuracy and efficiency from Planning Staff; satisfaction of HCD requirements
Not Started CDD PC
*
GIS Updates Increased accuracy and efficiency from
Planning Staff; satisfaction of HCD requirements
Not Started CDD
Historic Preservation Process Update Increased transparency and effectiveness of Planning and Building staff regarding historic preservation efforts In Progress CDD History
$
$20K
Impact Fees Assessment Complete an assessment of current impact fees as the basis to assess whether new or revised fees are warranted Not Started CDD FIC
$
$10K
Electrification Assessments Promote electrification of homes Ongoing CDD EIC Reach Codes 2023 Adopt new reach codes for 2023 Code Cycle COMPLETE CDD EICReach Codes 2025 Adopt new reach codes for 2025 Code Cycle In Progress CDD EICLeaf Blower Regulation Implementation Enforce Town's new leaf blower regulations Ongoing CDD EICDeposit/Permit Tracking Report Track Deposit accounts for building, planning and public works In Progress CDD FIC
$
$20K
Permit Fee Audit Study Audit Building Permit Fees and issues refunds if necessary In Progress CDD FIC
$
$20K
Cost for Service Study Complete a Cost for Service Study which is the basis to evaluation new fees In Progress ASD / CDD FIC
$
$20K
New Building Permit Fee Schedule Update the Town's Building Fee Schedule in line with the new COS Study In Progress ASD / CDD FIC
TRAKiT & eTRAKiT Upgrades
$
$130K
Increased efficiency from Planning and Building Staff
VALUE/PRIORITY AREA: Increase Effective Service Delivery & GovernancePOLICY VALUE STATEMENT: Advance Town operations to better serve the community Mandated/ Budget KEY PROJECTS/INITIATIVES KEY OUTCOME COMMITTEE INVOLVEMENT LEAD DEPARTMENT In Progress
STATUS
CDD

CITY COUNCIL STRATEGIC PRIORITIES IMPLEMENTATION PLAN
as of 1/17/2025
* PV Permit Streamlining - Solar App Plus Streamline the PV Permitting process In Progress CDD EIC $
$17K
Green House Gas Inventory Complete a Green House Gas Inventory to track GHG Emissions In Progress CDD EIC
AI Use Policy Prepare staff to use AI in work COMPLETE CMO Tech $
$150K IT Managed Services RFP Maintain our IT systems COMPLETE CMO Tech ASD
Financial Policies ASDMaximize functions of EPR system and change to online payment Internal ControlInternal Control
$
$50K
*
$
$20K
Annual records review 2X per year
Clerk Tech
Tech
Explore Public Records Act Responsive SoftwareExplore an Agenda Management System ClerkClerkClerk
In Progress
FY 2024-25 Annual Financial Report
Budget for the Town with AwardFinancial Reporting Award $
$40K
$
$20K
Streamline the agenda process
2024 General Municipal Election Run a successful election Maintain the records according to the records retention scheduleAssist in responding to PRA’s in a timely manner. PRA’s have increased in recent years. $
$6K
FY 2024-2026 Two-Year BudgetFY 2025-26 Annual Financial Report Financial Reporting Award *
$
$50K
Continue Employee Enhancement & Retention Program + Onboarding new employees Maintain Employees
Ongoing CMO

COMPLETE COMPLETE
Not Started
In ProgressIn Progress
FIC
FIC
FICFIC
ASD
ASD

COMPLETE COMPLETE
In Progress
ASD

CITY COUNCIL STRATEGIC PRIORITIES IMPLEMENTATION PLAN
as of 1/17/2025
$
~$50K
Upgrade Phone System
Increase efficiency from staff COMPLETE CMO
Internal Purchasing Policy Internal purchasing policy for goods, services, and public works projects In Progress ASD FIC
Expired Permit Management Conduct an assessment of expired Town permits Proposed CDD
Code Enforcement Program Evaluation Conduct an assessment of the Town's code enforcement operations Proposed CDD
Upgrade the Town's Website Refresh the Town's website with CivicPlus Proposed CMOLEGENDNew Project/InitiativeCurrent In-Motion Project/Initiative * Legally Mandated/Directed by Council
Complete Organizational Assessment
Increase efficiency from staff COMPLETE CMO

CITY COUNCIL STRATEGIC PRIORITIES IMPLEMENTATION PLAN
as of 1/17/2025
*$
$100K-$300K
Fremont-Redwood Grove Path Report back to the council on the agreement between the City of LA and the Town of LAH Public Works PathwaysUpdate the pathway feeDevelop Long-Term Pathways Improvement Plan *
~$30K
Continue Replacement of Road Signage across the Town
Meet State’s reflective code requirement In Progress Public Works $
$100K
Asset Management for Storm Drain System To be able to better maintain and improve storm drainage system In Progress Public Works
*
*$
$50K-$300K
*$
$300K-$900K
Pathways
Middle Fork to Maple Leaf Court Path Add Middle Fork to Maple Leaf Court Path to Mast Path Plan, then design and construct
Work with the Pathways Committee to reprioritize the order of pathways to be worked on throughout the year Pathways
FIC / Pathways
Public Works
VALUE/PRIORITY AREA: Protect & Maintain InfrastructurePOLICY VALUE STATEMENT: Maintain and expand Town assets through new technology and processes Mandated/ Budget KEY PROJECTS/INITIATIVES KEY OUTCOME COMMITTEE INVOLVEMENT Pathways
LEAD

DEPARTMENT
Public Works
STATUS
In Progress
Design and construction of Summerhill Pathway
Summerhill Avenue Pathway - Phases 2 & 3
*$
$100-150K
Pathway Fee Nexus Study
Public Works
Miscellaneous Pathways - Build offroad and roadside pathways priortizied by the Pathways Committee such as Deer Creek Extension to Natoma, Dawn Ridge to Hllltop, Zappenity
Court to Central Drive, Moody to Altamont, and Burke Lane to Robelda for offroad paths; and Robleda Road, Magdelena Avenue, Fremont Road, and west side of Manuella Road for roadside pathways; Review appropriate design and alignment for Pathway on Page Mill /Via Feliz (easy half which deadends into private property) with Pathways Committee and Old Page Mill to Christopher Lane Path once easement is obtained Public Works
In ProgressIn ProgressIn Progress

CITY COUNCIL STRATEGIC PRIORITIES IMPLEMENTATION PLAN
as of 1/17/2025
Purchase and install a Conex container for additional storage space neededMaster Plan for Corp Yard BuildingComplete Matadero Creek Erosion Project Mitigation Measures for the Matadero Creek Erosion Project Civic Center Improvements
*
Council Chamber HVAC Finalize recommendation and obtain direction from Council. Update furance with heat pumps Not Yet Started Public Works Environmental Initiative *
Town Hall Electrical Panel Upgrade Upgrade Main Electrical Panels for Town Hall with Battery Backup System Complete
City
Manager/Public
Works
Environmental
Initiative
Council Chambers Audio/Video Upgrade Council Chambers A/V Upgrade Complete City Clerk/Public Works Town Hall Facility Security Camera Upgrade Bring all Town facility secuity systems under one platform City Manager
Purissima Park Improvement Program Purissima Park Improvements Public Works In ProgressIn Progress
Public WorksPublic Works
Corporation Yard Improvements
*$
$100K
Annual Storm Drain Improvements ProgramAnnual Pavement Rehabilitation and Drainage Improvement 2024 & 2025 Street Repair ProjectMaintenance and improvements of Town’s SD infrastructure Town Hall
Subcommittee/ PC *
Finalize recommendation and obtain direction from Council; Increased workspace for Town Staff to address community needs Matadero Creek
Public Works
Undergrounding Utilities - El Monte Rule 20A Finalize design and construction for the El Monte Fire Station Undergrounding Project (Rule 20A)
Public Works Underground Subcommittee In Progress
In Progress
On Hold
History/ Emergency
Preparedness and
Response
Public Works
$
$250K
*$
$400K
*
Locker Room Improvements
Sewer Rehabilitation and Repair 2024 & 2025 Sewer CIPHeritage House Remodel Improve Heritage House for multi-purpose use Public WorksPublic WorksPublic Works
In Progress
(Master Plan
Completed)
In ProgressIn ProgressIn ProgressIn Progress

CITY COUNCIL STRATEGIC PRIORITIES IMPLEMENTATION PLAN
as of 1/17/2025
Broadband Install fiber broadband network at priority
areas
In Progress Public Works Tech
LEGENDNew Project/InitiativeCurrent In-Motion Project/Initiative * Legally Mandated/Directed by Council$ New Budget Resources Required Westwind Community Barn facility improvements
Westwind Community Barn Improvement
In Progress Public Works
$
$150K
Fleet & Equipment Procurement Replace 20+ year old pickup trucks Proposed Public Works