Los Altos Hills City Council
February 4, 2026

1 City Council Regular Meeting Agenda
February 4, 2026

NOTICE IS HEREBY GIVEN THAT A SPECIAL MEETING OF

THE LOS ALTOS HILLS CITY COUNCIL WILL BE HELD ON
WEDNESDAY, FEBRUARY 4, 2026, AT 10:00 A.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/SpecialGoalSetting
Webinar ID: 818 6231 2163
Passcode: 94022

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
Wednesday, February 4, 2026 at 10:00 AM
Council Chambers, 26379 Fremont Road
Los Altos Hills, California

2 City Council Regular Meeting Agenda
February 4, 2026
CALL TO ORDER (10:00 A.M.)

ROLL CALL

PLEDGE OF ALLEGIANCE

1. STUDY SESSION ON COUNCIL PRIORITY SETTING AND 2026-2027 WORK PLAN
A. Council Priority Session

2. PUBLIC COMMENT (PUBLIC COMMENT IS LIMITED TO ITEMS WHICH

ARE THE SUBJECT OF THE SPECIAL MEETING)
Speakers and members of the audience are reminded that public comments must comply with the Town’s Rules of Decorum. Profane language or disruptive conduct is prohibited under Los Altos Hills Municipal Code Sections 2-1.115(c) and (d).

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 Council.

TOWN OF LOS ALTOS HILLS February 4, 2026
Staff Report to the City Council
SUBJECT: TWO-YEAR CITY COUNCIL WORKPLAN FOR 2026-2027
FROM: Joram Parcutillo, Management Analyst
APPROVED: Cody Einfalt, Acting City Manager
RECOMMENDATION: That the City Council should:

Discuss and provide direction on the proposed 2026-2027 Workplan (see Attachment 1) BACKGROUND:

In order to advance the City Council’s priorities in an orderly and effective manner, the Town undertakes a comprehensive goal setting and budgeting process that informs the development of its workplan. This process has traditionally occurred each January and incorporates input from the City Council, standing committees, and Town staff. It is a collaborative effort designed to align organizational capacity with the Council’s strategic direction and community needs.

Two years ago, the Town adopted a two-year workplan (January 2024 – December 2025) . In January 2025, the City Council conducted a mid-cycle review and update of the adopted two-year workplan to account for emerging priorities and changing conditions.

The process of assembling a new two-year workplan begins with a review of the previously adopted priorities. In early 2024, staff presented a proposed set of projects informed by the goals of the City Council, the Planning Commission, the Town’s standing committees, and Town staff.

The full workplan and supporting materials were presented to the City Council on January 23, 2024, with formal adoption following on February 15, 2024. Prior to Council consideration, staff reviewed and prioritized proposed goals, and the final workplan incorporated public input and Council direction, resulting in a document that reflected a shared vision for Town operations over the two-year period.

Between July 2024 and July 2025, a total of 86 projects were included in the Workplan, reflecting both the original scope and evolving priorities. The Council initially adopted 63 projects as part of the 2024 workplan, with additional items incorporated throughout the year as new challenges emerged (Attachment 2). 23 projects were added following the January 2025 mid-cycle review to address emerging needs, while staff continued to make significant progress on key initiatives including Housing Element amendments, wildfire mitigation programs, revised user and impact fees, and infrastructure improvements.

2 Staff Report to City Council
2026-2027 City Council Workplan
February 4, 2026
Staff has also observed across multiple workplans that many initiatives routinely extend beyond a single year, resulting in carryover items from one annual workplan to the next. Establishing a twoyear workplan helped reduce duplicative planning efforts, allowing for more realistic project timelines, and better aligned with the Town’s goal-setting process.

The 2024–2025 workplan was organized around 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. A mid-year status update of those workplan items was reviewed by the Council on July 21, 2025 (Attachment 3). At the time of the mid-year update to the workplan consisted of 86 projects, of which:
• 24 were completed
• 50 were in progress
• 3 were scheduled
• 9 were not yet started
Projects included things such as adopting the housing element, decreasing the number of residential burglaries in Town, improving the Town’s permitting system, expanding broadband for residents, and more.

In July 2025, staff calculated that approximately 21% of projects have been completed from the 2024-2025 workplan and many other projects were reaching critical milestones. However, the growing number and complexity of initiatives, combined with finite staff capacity and budget constraints, mean that several projects from the 2024-2025 workplan were expected to extend into the 2026-2027 workplan.

Assembling the 2026-2027 Two-Year workplan
To initiate the process of putting together the 2026-2027 workplan, staff re-engaged Dr. Frank Benest, ICMA Executive Leader, and retired City Manager Dan Rich to review the priorities in the existing workplan and facilitate discussions regarding potential adjustments. Town staff began its 2026–2027 Work Plan process with the first of two Management Group meetings facilitated by Dr. Frank Benest. During the first session on October 30, 2025, staff reviewed departmentsubmitted baseline workplans reflecting ongoing, Council-directed, and mandated projects within current staffing and budget parameters.

Dan Rich followed up with one-on-one interviews in December with each of the Councilmembers to discuss their goals and objectives (Attachment 4) for the upcoming workplan. Staff also underwent the process of soliciting input from the Town’s Committees and the Planning Commission, asking them to complete worksheets which identified their key projects (Attachment 5) for the upcoming 2026-2027 Two Year Workplan.

3 Staff Report to City Council
2026-2027 City Council Workplan
February 4, 2026
The second staff Management Group session on December 17, 2025 focused on refining this baseline plan to incorporate Council and Committee priorities.

By the end of 2025 and early 2026, staff had developed a draft of the proposed 2026-2027 workplan that incorporated Council ideas, committee and commission input, staff-identified priorities, mandated requirements, and carryover items from the 2024-2025 workplan. These proposed updates reflect a comprehensive and collaborative effort to ensure the two-year workplan remains responsive, realistic, and aligned with the Town’s strategic objectives.

Understanding the 2026-2027 Workplan
For the 2026–2027 Workplan, the projects are not listed by priority area; instead, each project is categorized by the lead department. This approach more accurately reflects departmental capacity and better captures the amount of staff bandwidth available to take on and complete projects.

Staff heard from the Council in previous goal setting sessions that there is confusion between what constitutes a day-to-day activity and what falls into the category of discretionary capacity, which is at the heart of the goal setting session discussions. To address this question, for every department, staff has included a list of several day-to-day activities to communicate to Council some of the items that take up staff’s bandwidth which do not need to be prioritized by Council.

This list is not intended to be 100% comprehensive.

To further communicate staff bandwidth, the proposed workplan also includes estimated staff hours that will be dedicated to a project. While it is impossible to calculate work hours with total accuracy at this stage of the process, the addition to the proposed workplan attempts at communicating impacts to staff’s bandwidth when comparing projects.

The 2026-2027 workplan is comprised of 60 total projects within our discretionary capacity.

Many of these projects have several milestones to each full completion of the project.

On the following page is an overview of each department’s recommended projects.

4 Staff Report to City Council
2026-2027 City Council Workplan
February 4, 2026
Total
Number of
Projects
Within
Capacity
Number of
Projects
Beyond
Capacity
Number of
New Projects
Number of
Projects
Identified by
Council
Number of
Projects
Involving
Committees
City Clerk’s 5 1 4 0 0
City
Manager’s
Office 8 1 3 5 2
Community
Development 10 13 6 5 4
Finance 5 3 2 3 3
Parks and Rec 5 1 4 0 5
Public Works 27 8 20 6 5
The matrix includes a range of data that will be reviewed in the staff presentation. It has enough perspective for the Council to discuss strategic direction and detail for staff to prioritize work and build a budget that anticipates the Council’s top priorities.

Below is a breakdown of major projects staff has identified in the workplan.

Carry Over Projects from 2024-2025 Workplan (within capacity) This list is not fully inclusive, please refer to Attachment 1 for the full workplan.

City Clerk: NONE
City Manager’s Office:
• Renegotiate New Contract with Santa Clara County (SCC) Sheriff’s Department – Engage in a new contract with the Sheriff’s Office
• Town Hall Facility Security Camera Upgrades – Bring Town facility security systems under one platform
Community Development:
• TRAKit & eTRAKiT upgrades – Upgrades to TRAKit & eTRAKiT in order to increase tracking and efficiency
• Complete Permit Fee Assessment and Issue Reimbursements - Complete an assessment of outstanding reimbursements to residents for overcharged services • Housing Element Programs – Completion of different Housing Element requirements Finance:
• Internal Purchasing Policy - Internal purchasing policy for goods, services, and public works projects

5 Staff Report to City Council
2026-2027 City Council Workplan
February 4, 2026
• New Building Permit Fee Schedule - Update the Town's Building Fee Schedule in line with the new cost of service study
• Cost for Service Study - Complete a Cost-of-Service Study which is the basis to evaluate new fees
Parks and Rec:
• Community Building through Town-wide Events – Continue to host community events throughout the year and also continue to produce the Activity guide twice a year Public Works:
• Replacement of Road Signage Across the Town – Meet state’s reflective code requirements
• HVAC Upgrade at Town Hall & Council Chambers – Electrification of Town Hall and Council Chambers
• Summerhill Avenue Pathway (Phase II) – Continued construction of Summerhill Pathway
• Magdalena Avenue Pathway Project – Installation of 2,000 linear foot 2B Pathway along Magdalena Avenue from Camino Hermoso Drive
• Sewer Negotiations with Palo Alto and Los Altos – Sewer Treatment and Conveyance Charge Negotiations
Staff is recommending the following new projects be added to the 2026-2027 workplan. Below are the new projects:

Projects That are Proposed to Add to Workplan (within capacity) This list is not fully inclusive, please refer to attachment 1 for the full workplan.

City Clerk:
• Corp Yard Records Electronic – Work on getting files to be more accessible City Manager’s Office:
• Fire Service Review – Maximize taxpayer dollar for fire and emergency response services
• Emergency Communications Items (Sound Study, ALERT SCC) - Improve the Town’s emergency response framework
• Check-in on Cultural Reset Items- Stay Interviews new round – Maintain recruitment and retention efforts
Community Development:
• Community Development Department (CDD) Listening Session – Continue to implement projects and goals from the CDD Listening session. • Department of Forestry Community Wildfire Risk Reduction List – Maintain compliance with California State fire policy and focus on reducing wildfire risks by

6 Staff Report to City Council
2026-2027 City Council Workplan
February 4, 2026
modifying the immediate surroundings of a property ignition from embers and radiant heat
• Green House Inventory - Conduct Inventory Review to track CHG Emissions • Municipal Code Updates – Update Municipal code in accordance with California State Law
Finance:
• Five Year Financial Forecast – Prepare long-term fiscal projection for budget planning • Finance Standard Operating Procedures – Complete standard operating procedures for common finance solutions
Parks and Rec:
• Renew Los Altos/Los Altos Hills Little League Contract – A renewed agreement that clearly defines field use, maintenance responsibilities, and cost-sharing. • Renew Victoria Dye Equestrian Concession Agreement – A renewed agreement that clearly defines maintenance responsibilities, cost-sharing, and supports continued equestrian programming.
• Develop a Comprehensive Bench Donation Policy – A comprehensive bench donation policy that clearly defines placement, design standards, fees, and maintenance responsibilities to support community benefit.
• Establish Senior-focused Programs and Activities at Heritage House that Support engagement, learning, and social connection. – Enhanced use of Heritage House as a recreational and community resource.

Public Works:
• Traffic/Road Safety Improvements – Implementation of traffic safety measures • Parks and Rec Center Renovation – Replace with a new prefabricated building • Local Roads (Traffic) Safety Plan (LRSP) - Create a Local Roads Safety Plan • Miscellaneous Pathways – Construction of priority pathways and other pathways projects
The items above represent the projects that staff feel are important enough to be considered by the City Council and can be accommodated by staff. However, there were several other projects that have come up that staff could not accommodate without reprioritization or additional staffing/consulting. Council can discuss these projects, and if any are pressing to be completed, additional resources or reprioritization will be needed to get them on the 2026-2027 workplan.

7 Staff Report to City Council
2026-2027 City Council Workplan
February 4, 2026
Projects That Will Need Council Direction to Add (not within capacity or budget, and will require additional resources or reprioritization)
City Clerk:
• Update PRA Software – Improve PRA response times
City Manager’s Office:
• AI Workshop – Identify possible areas of AI implementation within the organization to help in staff’s day-to-day workload and projects
Community Development:
• Grant Reimbursements – submit reimbursements for grant money that the Town has available
• Improve Deposit Management for Current Projects – Track deposit accounts for building, planning, and public works and improve the efficiency of deposit returns • Heat Pump Rebates (carry-over from 2024-2025 workplan) - Promote the use of heat pumps (approximately 10 rebates a year)
• AI Plan Review Tools and User Guides – Write and administer AI Tools SOPs • Inspection Scheduling System – Improve inspection scheduling system • Assess Inter-Agency Processes – Improve inter-agency cooperation with partners • Administer Bi-Annual Assessment of Planning Feedback Surveys – Send and review bi-annual planning feedback surveys
• Prepare and Publish eTRAKIT User Guides – Prepare and publish eTRAKiT user guides
• GIS Updates – Increased accuracy and efficiency from planning staff; satisfaction of HCD requirements
• Update Municipal Code – Muni Code Updates on: Views, Historic Preservation, Lightwells, Fences, Parking, and Creeks
Finance:
• Complete and Implement Fee Study - Complete an assessment of current impact fees as the basis to assess whether new or revised fees are warranted • Maximize functions of financial systems - Use and streamline functions of financial systems (Budget/Project Accounting/Purchasing/AP/Fixed Asset/Bank Reconciliation/ACFR)
• Financial Policies - Create Financial Policy for uncollectible Accounts Receivables, stale dated checks or escheatment process, and Purchasing Policy Parks and Rec:
• Assess the potential addition of pickleball courts at Purissima Park – conduct study evaluating possible location, design, and estimated costs for pickleball courts at Purissima Park

8 Staff Report to City Council
2026-2027 City Council Workplan
February 4, 2026
Public Works:
• Los Altos Hills Community Fiber Installation - Install Los Altos Hills Community Fiber infrastructure near Town Hall on Fremont Road, Stonebrook/Prospect/La Loma, and Stonebrook to ARK.
• Undergrounding Utilities-Rule 20A (Phase 2) - Spend remaining Rule 20A Funds • Water Well at Purissima Park – Installation of water well at Purissima Park • Long-Term Plan for Pathways – Develop long-term plan for pathways construction • Geotechnical Review of Page Mill Road Corridor - Conduct geotechnical review of Page Mill Road to identify risks to roadways and determine improvements needed (Multijurisdictional Hazard Mitigation Plan Action Item) • Signage Plan for Evaluation Routes - Add signage to identify evacuation routes out of Town (Multijurisdictional Hazard Mitigation Plan Action Item) • New Program to Remove Banned Eucalyptus Trees from Public Right-of-Way - Create a program to encourage removal of banned eucalyptus trees and highly flammable and invasive treets from public right-of-way (Multijurisdictional Hazard Mitigation Plan Action Item)
• Update the Storm Drain Master Plan - Updated Storm Drain Master Plan / Update GIS records
As mentioned earlier, part of this year’s priority setting session, involved staff reaching out to the Town’s Committees and the Planning Commission to complete worksheets which identified their key projects for the upcoming 2026-2027 Two Year Workplan. A total of 95 projects were submitted by Committees/Commission. About 23% of the 95 projects are projects that are already being worked on and are on the proposed workplan. The full comprehensive list of Committee/Commission projects can be found in Attachment 6.

During this process, staff identified:
• 22 out of the 95 projects are currently being worked on by staff/align with Committee/Commission Goals and initiatives. This means that staff has already identified these projects and have them included in the proposed workplan. • 27 out of the 95 projects are initiatives in which the committees can manage themselves completely or can begin starting the work of this project. • 21 out of the 95 projects are considered a part of Town Staff’s or Committees day-to-day work. These items will be or are currently being worked on even though not stated specifically on the workplan.

As a result, there were a total of 24 out of the 95 Committee/Commission requests that are large projects that require staff resources that at this point cannot be worked on due to overcapacity. It is also important to note that 50% of overcapacity projects overlapped amongst different committees. This is highlighted in Attachment 6.

9 Staff Report to City Council
2026-2027 City Council Workplan
February 4, 2026
Committee Requests To Add (not on workplan – will need additional resources or reprioritization)
EDPC
• Ordinance and policy updates: fence (at staff) and wildlife corridor (EDPC), MDA and artificial turf (at staff), tree preservation (revisit to include mature non-oak species and consider wildfire), reconcile street corner sight-line allowance rules • Phase II Native Garden: Install new (and renew existing) native plantings along with irrigation and rain harvesting features. Estimated partial cost $25,000. • View Ordinance: Revise to equalize rights of viewer and tree-owner • Update Planning Policies: Lights and Wells
EIC
• Tracking electrification: We are not doing a good job of tracking electrification in town.

We will start the process of creating an electrification dashboard for our town.

History
• Create a Historic Resource Ordinance- Adopt a Historic Resource Ordinance that will allow the Town to review all the homes over 50 years old for historical significance beginning with those listed in Appendix A Inventory Sites and Structures of the Conservation Element of the General Plans. Staff Time 20-40 Hours Open Space
• Draft Ordinances
o Work with EDPC on tree ordinance
o Fence Ordinance- compliance with wildlife corridor bill Parks and Rec
• Contribute to the planning and promotion of the Town Pickleball Court: Work closely with relevant committees and staff to ensure the new facility meets community needs, supports active recreation, and encourages residents of all ages to participate.

Pathways
• Altamont from Moody to Corbetta ten-segment plan is recommended for installation in 2026
• Middle Fork to Maple Leaf Court Path CEQA final review in 2026, with inclusion of the segment in the Master Path Plan
• Old Page Mill to Christopher Lane Path
• Development of West Fremont from Arastradero to St. Francis plan is recommended for 2027
• Update long term Master Path Plan strategy to develop more segments o Project 1: Stake, design, install and complete construction of four onroad pathways over two years.

10 Staff Report to City Council
2026-2027 City Council Workplan
February 4, 2026
o Project 2: Stake, design, install and complete construction of one or more offroad pathways over two years. o Project 3: Adjust the pathway process to reduce the pathway install cost.

Planning Commission
• PGE Transformer temporary “one year for above ground” variance policy • GIS Updates
• Study Sessions and Have Zoning Amendments to clearly define creeks/swales • Firewise Landscaping Updates
• Fence Ordinance Updates
• Density Solutions
• Indoor Light Pollution Problem
• Pathway Map Update
Updating the Workplan if New Priorities Come Up Throughout the Year (looking ahead) While the Workplan continues to serve as a guiding framework for staff activities, it remains intentionally flexible, recognizing that project scope, complexity, Council direction, and unforeseen circumstances may evolve over time and require informed decisions about resource allocation. To balance the need for flexibility with meaningful input from the Town’s committees, the Town relied on an existing process that allows work items to be considered outside of the formal goal-setting cycle. Under this process, a committee or individual Councilmember may request that a new item be placed on a City Council agenda under a dedicated section titled “Committee Initiated Items.”
For this workplan cycle, staff is proposing a new way to handle potential additions to the workplan during the year. In the past, the Council has been asked to deprioritize projects when adding new projects. Instead, staff suggests if the Council wishes to add a new project, staff will identify and present the staffing, budgetary, and time resources required to complete that work. Council can then vote to add those resources, delete or defer another project, or not proceed with the new item.

During the City Council meeting, the Council will first determine whether the proposed new item warrants further consideration. If a majority of the Council agrees to proceed, staff will return at a future meeting with a follow-up report outlining the operational, staffing, and fiscal implications of adding the item to the workplan. This approach ensures that new initiatives are evaluated transparently and thoughtfully, while maintaining alignment with overall priorities and available resources.

The important takeaways are to understand that the workplan is a living document that can change, extend, or adjust depending on the Council’s direction. However, to ensure that we can properly allocate staff and budget resources to the identified Council priorities on the adopted workplan, it

11 Staff Report to City Council
2026-2027 City Council Workplan
February 4, 2026
is important that the Council take very seriously the addition of new goals. As noted above, we ask that the Council take a two-step process to change the workplan.

FLOW OF THE MEETING
Prior to the Council meeting, the community and Council will have received this staff report and the attachments. Following the Council’s receipt of this packet the Acting City Manager will have met individually with each Council member to answer questions and walk through the entire process. The staff encourages written comments or questions from the public which we will attempt to answer prior or at the public meeting and include as part of the public record.

During the beginning of the Goal Setting Session, the Acting City Manager will start by walking the Council and the community through a process of introductions and grounding principles. Then a detailed explanation of staff’s proposed updates will be made on new projects to add to the Workplan. Following the presentation, the Council will engage in an initial discussion and ask clarifying questions related to the proposed workplan, including which items align with available staff capacity and which items have been requested for addition or removal by Committees. The session will then include a formal opportunity for public comment before the Council discusses potential changes to the proposed workplan. This discussion may include identifying net new items or items determined to be outside of current staff capacity.

After a second round of public comment, the Council will vote on the most pressing additional items for inclusion in the proposed workplan, using a dot-voting process to identify majority support. Staff will then take a brief huddle to assess the resource implications of the Council’s direction and make any necessary revisions to the workplan before returning to the Council for final deliberation, consensus, and action. A recap of decisions and next steps will conclude the session, with staff preparing to return the finalized workplan with milestones and timelines for Council consideration at a subsequent meeting. The agenda for the Goal Setting session can be found in an attachment (attachment 6).

The suggested guiding principles for the meeting are those similar to past Priority Setting Sessions.

They are as follows:
• Council’s role is to provide strategic direction and policy guidance, approving budget and staffing resources
• Management’s role is to implement the Council’s adopted Work Plan • If everything is a priority, nothing is a priority
• Day-to-day operations take up 85-95% of organizational capacity • Upcoming budget allocations need to be aligned with the Council’s priorities Going forward, the staff will bring back the final workplan at the February 10th City Council meeting for final approval. The workplan considers items that will have budget implications and will be used to construct the proposed updated to the two-year FY 26-27 & 27-28 Budget that will come to the Council in May/June 2026 for approval. Over the course of the year, staff will provide

12 Staff Report to City Council
2026-2027 City Council Workplan
February 4, 2026
the Council a progress report in the summer/fall. As noted, any additional projects or priorities added to the workplan will require Council direction.

ENVIRONMENTAL REVIEW:

The proposed project does not qualify as a “Project” as defined in California Government Code Section 15378(b) of the California Environmental Quality Act (CEQA).

FISCAL IMPACT:

There is no fiscal impact to the Goal Setting exercise, but the approved Workplan will include projects that will have budget implications. Those projects that require Council budget authorization will come back to the Council for approval as part of the budget setting process.

ATTACHMENTS

1. Proposed 2026-27 Work Plan

2. First Year Update For Two-Year City Council Workplan for 2024-2025 Staff Report

3. July 21, 2025 2024-2025 Mid-Year Update Memo

4. LAH 2026-2027 Council Goals

5. 2026-2027 Committee Projects

6. February 4, 2026 Goal Setting Session Agenda

MANDATED/BUDGET CC PROJECT KEY PROJECTS/INITIATIVES KEY OUTCOME MILESTONES FOR 2026-27 LEAD

DEPARTMENT

COMMITTEE

INVOLVEMENT

ESTIMATED STAFF
HOURS
$40,000 2026 Election 2 Elected Council Members (new)
Establish Ballot for Upcoming
Election City Clerk City Clerk-30
$45,000 2026 Volunteer Dinner Successful Dinner Host Successful event City Clerk City Clerk-30 $45,000 2027 Voluntter Dinner Successful Dinner Host Successful event City Clerk City Clerk-30 $15,000 Edisclosure Software exhange
Streamlined collection of Ethics and SH
training Implement new software City Clerk City Clerk-30 $60,000 Safe Storage of records at the Corp Yard Better retention and more accesible files Onboard and bring proposal to
council City Clerk City Clerk-40

MANDATED/BUDGET CC PROJECT KEY PROJECTS/INITIATIVES LEAD DEPARTMENT COMMITTEE

INVOLVEMENT
$10,000 Update PRA Software City Clerk
City Clerk
City Clerk
City Clerk
City Clerk
City Clerk
Faster PRA response time City Clerk-30

BEYOND CAPACITY

KEY OUTCOME ESTIMATED STAFF HOURS
Build Agendas for City Council City Clerk
Draft Minutes for Consideration City Clerk
Publish Notices for Meetings City Clerk
Core Day-Day Operations (Running list)

TASK NAME STAFF INVOLVEMENT
Respond to Committee Emails City Clerk
Update Municode
Reconcile Credit Card Logs
Notary Requests
PRAs
Add Records to Laserfiche City Clerk
Update Town Calendar with Meetings
New Projects
LEGEND
In Progress/Carry-Over From Previous Workplan
Listed By Committee as a Goal/Project
City Clerk

MANDATED/BUDGET CC PROJECT KEY PROJECTS/INITIATIVES KEY OUTCOME MILESTONES FOR 2026-27 LEAD

DEPARTMENT

COMMITTEE

INVOLVEMENT

ESTIMATED STAFF
HOURS
Finalize RFP for new editor/designer
for Our Town
CMO- 10hrs
City Clerk- 10hrs
Enter into contract with new
editor/deisgner for Our Town, ongoing
review of publication
CMO- 30hrs
City Clerk- 30hrs
Establish Ad Hoc Committee and
have Ad Hoc Committee report to City
Council progress on negotiations CMO- 50hrs
Continue Discussion with City
Council on key issues CMO- 50hrs
Engage in new Contract with Sheriff's
Office CMO- 30hrs
Emergency Preparedness
Keep the Town Safe and prepared for
emergencies with a full-time emergency
manager position
Ensure that their is continuity within
the Emergency Management position CMO EPRC CMO- 80hrs
Continue review and discussion with
the Tech Committee on which vendor
to move forward with Completed
Present item to City Council Completed
Town Hall installation CMO- 8hrs
Corpyard Insatallation CMO- 8hrs
Weswind Barn Installation CMO- 8hrs
Access Panel Upgrades CMO- 8hrs
X Re-evaluate ALPR System
Discuss possibility of removing Flock
Cameras CMO Tech Committee CMO- 30hrs
$60K Fire Service Review
Maximize taxpayer dollar for fire and
emergency response services Pending; Complete Service Review CMO EPRC CMO- 50hrs
CDD- 50hrs
$60K
Emergency Communication items from
the EPRC (Sound Study, ALERT SCC)
Improve the Town's emergency response
framework Engage with a vendor CMO EPRC CMO- 40hrs
$10K X
Check-in on cultural reset items-stay
interviews + new round Maintain recruitment and retention efforts Complete 2026 round and implement
any suggestions CMO CMO- 20hrs

MANDATED/BUDGET CC PROJECT KEY PROJECTS/INITIATIVES LEAD

DEPARTMENT

COMMITTEE

INVOLVEMENT
AI Workshop CMO
CMO
Grant Management Management Analyst
Speed Feedback Sign Data Analysis Management Analyst
Invoices
~$40K X Tech Committee
Town Hall Facility Security Camera
Upgrade
Bring Town facility security systems under
one platform CMO

BEYOND CAPACITY

KEY OUTCOME ESTIMATED STAFF HOURS
Identify possible areas of AI implementation within the organization to help in staff's day-to-day workload and projects
KMVT Scheduling for Town Meetings Management Analyst
Ai Chatbot Session Analysis Management Analyst
Wesbite Updates (Events, Archive Center, Dept Updates, Staff Directory, Project Workplan Tracker, Alerts, Homepage, Document Uploads, New Webpage Buildout) Management Analyst Updating Digital Billboard Management Analyst
CMO- 20hrs
Management Analyst
Work on the Weekly Management Analyst
$5,200,000
X
Renegotiate New Contract with SCC
Sheriff's Department
Engage in a new contract with the Sheriff's
Office CMO
$49,000 X Our Town Publication
Phase out the Quarterly and Increase Our
Town to four issues a year CMO
In Progress/Carry-Over From Previous Workplan
Listed By Committee as a Goal/Project
New Projects
Core Day-Day Operations (Running list)
Eaton and IT support Assignments Management Analyst
Miscellaneous Cross Dept Tasks (ex. Picking up orders, going to the County Recorders Office) Management Analyst LEGEND

TASK NAME STAFF INVOLVEMENT
Emergency Preparedness/Keeping the Town Prepared for emergencies City Manager Continue Employee Enhancement &Retention Program + Onboarding New Employees City Manager

MANDATED/BUDGET CC PROJECT KEY PROJECTS/INITIATIVES KEY OUTCOME MILESTONES FOR 2026-27 LEAD DEPARTMENT

COMMITTEE

INVOLVEMENT

ESTIMATED STAFF
HOURS
$30,000
Prepare and publish updated informational
handouts, checklists, workflow charts, and staff
schedules
Have current information on the
site development process and key
requirements of the municipal
code
CDD None CDD - 120hrs
$20,000 Expired Permit Management Conduct an assessment of expired Town permits
CDD None CDD - 80hrs
$15,000
Conduct a satisfaction survey of
planning/development services in the past three
years
Complete a digital survey CDD None CDD - 50hrs
No Cost Updated ADU Permit streamlining processes
Audit and updated of the Town's
ADU in formational handouts,
appointment scheduling, and
website resources
CDD PC CDD - 80hrs
$26,000 TRAKit & eTRAKiT upgrades TRAKiT & eTRAKiT upgrades Increased tracking and efficiency CDD None CDD - 80hrs $1,000,000 X Complete Permit Fee Assessment and Issue
Reimbursements
Complete an assessment of outstanding
reimbursements to residents for overcharged
services
Issue reimbursements CDD FIC
CDD - 240hrs
Finance - 120hrs
$60,000 X Complete Safety Element Have a completed GP element Creation of draft document CDD EPRC CDD- 240hrs $40,000 X Department of Forestry Community Wildfire
Risk Reduction List
Maintain compliance with California State fire
policy and focus on reducing wildfire risks by
modifying the immediate surroundings of a
property ignition from embers and radiant heat
Code Amendment CDD EPRC CDD - 160hrs
$17,000 Green House Gas Inventory Conduct Inventory Review to track CHG Emissions
Partner with EIC and CSG for
completion of GHG Inventory
CDD EIC CDD - 120hrs
$30,000 Objective Design Standards Establishment of methodology; creation of draft document
CDD PC, EDPC CDD - 80hrs
CIP Zoning Ordinance (Multi-Family) (CIP) Creation of draft document CDD PC, EDPC CDD - 80hrs $30,000 Inclusionary Housing / Feasibility Identify relevant example policies; craft draft policy
CDD PC, EDPC CDD - 80hrs
$12,000 ADU Ordinance Update Creation of draft document CDD PC, EDPC CDD - 120hrs $7,500 Density Bonus Ordinance and Incentives for ELIs Identify relevant example policies; craft draft policy
CDD PC, EDPC CDD - 50hrs
$7,500 (A-4) By-right Approval Ordinance Creation of draft document CDD PC, EDPC CDD - 120hrs $4,500 SB 35 and SB 330 Application Streaming
Procedure
Identify relevant example policies;
craft draft policy
CDD PC, EDPC CDD - 80hrs
$1,500 No Net Loss Monitoring
Identification of project and permit
tools to assess activity against
existing inventory
CDD PC, EDPC CDD - 5hrs
$4,500 Pre-approved ADU Plans Develop standards for preapproval of ADUsCDD PC, EDPC CDD - 80hrs $7,500 Education, Outreach, and Information Exchange
for housing resources
Establish scope/parameters for
each task; identify relevant
examples; prepare outline to
execute programs
CDD PC, EDPC CDD - 120hrs
$6,000 A-1 Prepare report for Mid-Cycle review of
Housing Element implementation
Report for HCD on program status
with letters of intent from
developers
CDD PC, EDPC CDD - 160hrs
$900 A-3 Annual report and review of surplus lands Report to include with APR CDD PC, EDPC CDD - 25hrs CIP A-5 Minimum Zoning Density
Ensure Zoning Code complies with
a establish minimum densities to
ensure that parcels are able to be
developed at appropriate densities
for lower-income
CDD PC, EDPC CDD - 80hrs
$4,500 A-11 Continued outreach to large site owners
Maintain list of prospective RHNA
backup sites for remainder of 6th
and 7th cycle
CDD PC, EDPC CDD - 50hrs
$100,000 A-12 Conversion to
Duplex or Triplex
Rezoning for conversion of
Duplexes or Triplexes

CDD PC, EDPC, OSC,
Pathways
CDD - 320hrs
CDD
X CDD Listening Response Session

$1,500 B-1 Permit Streamlining
Establish and implement
expedited permit processing for
affordable housing projects,
including projects that qualify for
density bonuses (in compliance
with SB 35 and SB
330). Advertise the expedited
permit process on the Town’s
website and circulate a notice with
the Building Industry Association
and Chamber of Commerce.

CDD PC, EDPC CDD - 80hrs
No Cost B-3 Density Bonus Updates
Amend the Zoning Ordinance to
update density bonus regulations
to meet updated state
requirements
CDD PC, EDPC CDD - 80hrs
$7,500 B-4 Development of User guides for multifamily
objective design standards
Updated MF ODS webpage and
user guides
CDD PC, EDPC CDD - 40hrs
No Cost B-6 ADU Ordinance Update to Meet State Law
Annual review of current ADU
policy and amendments to remain
in comliane with state law
CDD PC, EDPC CDD - 80rs
No Cost B-7 Public Fees
Town will compile all development
standards, plans, fees, and nexus
studies in an easily accessible
online location. The Town will
update its zoning and general plan
maps to provide a high quality,
parcel-specific reference

CDD PC, EDPC
CDD - 80hrs
Public Works - 60hrs
Finance - 40hrs
$600 B-8 Development of long-range sewer plan to
accomodate for multifamily opportunity sites
Publish final schedule and user
guide

CDD PC, EDPC
CDD - 80hrs
Public Works - 80hrs
No Cost
B-10 SB 9 Ordinance
Amendments
Annual review of current SB 9
policy and amendments to remain
in compliance with state law
CDD PC CDD - 80hrs
No Cost B-13 Finalize Fee Nexus study publish final
schedule and user guide
Publish final schedule and user
guide

CDD PC, EDPC
CDD - 80hrs
Finance - 80hrs
Public Works - 300hrs
No Cost C-1 At risk housing preservation Inclusion of reporting in the APR CDD PC, EDPC CDD - 10hrs $1,500 F-2 Housing Mobility
In coordination with programs A-1,
A-3,and A-6, allow multi-family
residential opportunities in the
Town. Additionally, in coordination
with programs G-1 and G-3,
maintain an education program to
inform tenants of the 2019 Tenant
Protection Act and provide
information on the Town webpage
CDD PC, EDPC CDD - 10hrs
$15,000 F-5 Transit improvements with Plan Bay Area
Engage in Planning Collaborative
and VTA working groups for
multifamily housing transit
connection

CDD PC, EDPC
CDD - 80hrs
Public Works - TBD
$15,000 Legislative updates
Provide bi-annual reports on
recent legislation to the Planning
Commission
CDD PC, EDPC CDD - 80hrs
$30,000
Housing mobility and working group
participation to support a variety of ongoing and
previously implemented Housing Element
programs
Continue regular engagement with
the Santa Clara County Planning
Collaborative, County Office of
Supportive Housing, VTA, and
Santa Clara County Association of
Planning Officials
CDD PC, EDPC CDD - 120hrs
No Cost Muni Code Update - Firescape Update code CDD None CDD - 240hrs No Cost Muni Code Update - Landscape (Guide 2.1) Update code CDD None CDD - 240hrs No Cost Muni Code Update - Ridgelines/Hilltops Update code CDD None CDD - 240hrs X Housing Element Programs Municipal Code Updates: In Alignment with
California State Law

No Cost Prepare the HCD Annual Progress Report Complete HCD Annual Report Complete HCD Annual Report CDD None CDD - 240hrs No Cost Prepare the LCI General Plan Annual
Progress Report Prepare LCI General Plan Annual Report Prepare LCI General Plan Annual Report CDD None CDD - 240hrs

MANDATED/BUDGET CC PROJECT KEY PROJECTS/INITIATIVES LEAD DEPARTMENT

COMMITTEE

INVOLVEMENT
No Cost Grant Reimbursements CDD None
$15K X
Improve deposit management for current
projects CDD FIC
$15K
Heat pump rebates/Whole Home
assessment/administration CDD EIC
$15K X AI plan review tools and user guides CDD Technology $15K Inspection scheduling system CDD None
No Cost Assess inter-agency processes CDD None
No Cost
Administer bi-annual assessment of planning
feedback surveys CDD None
$15K Prepare and publish eTRAKiT user guides CDD None
$40K GIS Updates (Civ Check from Camino) CDD Pathways, PC No Cost CDD EDPC
No Cost CDD History
No Cost CDD EDPC
No Cost CDD PC, EDPC, Open Space
No Cost CDD PC
No Cost CDD PC
No Cost PGE Transformer "one year above ground"
variance policy
CDD PC
No Cost Density Solutions CDD PC
No Cost Firewise Landscaping Updates CDD PC
Track deposit accounts for building, planning and public works and improve efficiency of deposit returns CDD - 100hrs Promote the use of heat pumps (~10 rebates a year) CDD - 50hrs Submit reimbursements for grant money that the Town has available CDD - 25hrs

BEYOND CAPACITY

KEY OUTCOME ESTIMATED STAFF HOURS
Write and administer AI tools SOPs CDD - 50hrs
Improve inspection scheduling system CDD - 50hrs
Improve inter-agency cooperation with partners CDD - 50hrs Muni Code Update - Fences CDD - 240hrs
Muni Code Update - Parking CDD - 240hrs
Send and review bi-annual planning feedback surveys CDD - 25hrs Prepare and publish eTRAKiT user guides CDD - 50hrs
Increased accuracy and efficiency from planning staff; staisfaction of HCD Requirments CDD - 80hrs CDD - 240hrs
Muni Code Update - Historic Preservation CDD - 240hrs
Muni Code Update - Lightwells CDD - 240hrs
Staff counter appointments and inquiries with residents CDD Muni Code Update - Creeks/Swales CDD - 240hrs
PGE Transformer Policy CDD - 240hrs
Density solutions CDD - 240hrs
Muni code update - Firewise CDD - 240hrs
Core Day-Day Operations (Running list)

TASK NAME STAFF INVOLVEMENT
Update Municipal Code in alignment with
California State law
Muni Code Update - Views
Process, review, and issue all planning permits ~500 permits/yr CDD Process, review, and issue all building permits ~600-800 permits CDD Complete site visits for all major (public hearing) planning projects and all ADU projects ~100/yr CDD Manage all agendas, reports, organization and scheduling public noticing for planning commission meetings ~16/yr CDD Manage all Fast Track and Site Development agendas, reports, organization and scheduling public noticing ~30/yr CDD Manage special informational meeting agendas, reports, organization and scheduling public noticing ~5/yr CDD Facilitate property records requests CDD
General public facing administration CDD
Manage scheduling and completion of building inspections CDD Code Enforcement (Historic preservation process update, leaf blower regulation implementation) CDD Attend regular committee meetings for planning and building related functions CDD Manage and prepare reports and public hearings for City Council meetings CDD New Projects
CDD
Building and planning records administration CDD
Training, Certification Maintenance, and Regional Collaboration LEGEND
In Progress/Carry-Over From Previous Workplan
Listed By Committee as a Goal/Project

MANDATED/BUDGET CC PROJECT KEY PROJECTS/INITIATIVES KEY OUTCOME MILESTONES FOR 2026-27 LEAD

DEPARTMENT

COMMITTEE

INVOLVEMENT

ESTIMATED STAFF
HOURS
Internal Purchasing Policy
Internal purchasing policy for goods, services, and public works projects Council approval of internal purchasing policy Finance FIC Finance - 96 hours Solicit consultant support, execute contract to
prepare draft Fee Schedule
Finance- 40 hours
CDD - 40 hours
Update Fee Schedule and present to FIC and City
Council
Finance - 120 hours
CDD - 120 hours
Solicit consultant support, execute contract to
prepare Study
Finance - 0 hours (complete)
CDD - 0hrs (complete)
Complete Cost of Service Study and Cost
Allocation Plan
Finance - 0 hours (complete)
CDD - 0hrs (complete)
Present final Cost of Service Study to FIC and City
Council
Finance - 0 hours (complete)
CDD - 0hrs (complete)
X Five-Year Financial Forecast Prepare long-term fiscal projection for budget planning Complete five-year financial forecast and present
to FIC and City Council during budget
presentations Finance FIC Finance - 240 hours
X Finance Standard Operating Procedures Complete SOPs for common Finance functions Complete SOPs Finance FIC Finance - 120 hours

MANDATED/BUDGET CC PROJECT KEY PROJECTS/INITIATIVES
LEAD

DEPARTMENT

COMMITTEE

INVOLVEMENT
$30K X Complete and Implement Fee Study Finance FIC
$20K Maximize functions of financial systems Finance FIC X Financial Policies Finance FIC
Finance
Use and streamline functions of financial systems (Budget/Project Accounting/Purchasing/AP/Fixed Asset/Bank Reconciliation/ACFR) Finance- 360 hours
Create Financial Policy for uncollectible Accounts Receivables, stale dated checks or escheatment process, and Purchasing Policy Finance- 160 hours

BEYOND CAPACITY

KEY OUTCOME ESTIMATED STAFF HOURS
Complete an assessment of current impact fees as the basis to assess whether new or revised fees are warranted
Finance - 120 hours
CDD- 120 hours
HR Policy and Procedure Updates
Monthly Treasurer's and Disbursements Reports
Annual Budget Preparation

Financial Policy and Procedure Updates
Finance and Investment Committee Meeting Support
Finance Weekly Update Preparation
Budget Monitoring and Adjustments
Classification and Compensation Analysis
Cost Allocation Plan Development
Council Agenda Item Preparation
Cash Flow and Investment Monitoring
Finance Director
Internal Control Monitoring
Investment Reporting
Long-Term Financial Planning and Forecasting
Property Tax Monitoring
Revenue Tracking and Variance Review
Risk Management and Insurance Administration
Strategic Planning and Council Goals Support
Technology System Administration
Financial Systems Modernization and Process Improvement Initiatives Accounts Payable Processing
AP Inquiry Response and Vendor Communication
Check Run Documentation Assembly and Automation
Invoice Matching and Coding
Vendor Compliance Documentation
Provided PRA report as requested
Year-End Closing Entries AP Adjustments
Assist with internal AP Automation inquiries and filing Prep vendor form request for Senor Accountant to review and setup in Tyler 1099 preparation and mail before due date
$20K X New Building Permit Fee Schedule
Update the Town's Building Fee Schedule in line with the new COS Study
Unclaimed property research & reissued
Assist with external audit
Assist and prepare the out of state sales tax payment
Monthly credit card recording
Core Day-Day Operations (Running list)

TASK NAME STAFF INVOLVEMENT
Accounts Payable Intake and Invoice Routing
Finance, CDD FIC
$20K Cost for Service Study
Complete a Cost of Service Study which is the basis to
evaluate new fees Finance, CDD FIC
Accounting Technician

Community Services
Coordinate with Sheriff’s Office, Fire District, and other safety partners for event logistics and public safety planning Community Services Prepare Youth Commission agendas and materials, and take meeting minutes for PRCEC Community Services Maintain accurate program rosters and communicate updates to instructors and partners Community Services Track enrollment trends and adjust programming based on participation Community Services Develop and update policies and procedures related to community services Community Services Oversee facility operations, scheduling, and logistics for community spaces Community Services Community Services
Support Town-wide initiatives and interdepartmental projects as needed Community Services Manage all camp registrations, program registrations, and class enrollment through CivicRec/Rec1 Community Services Coordinate instructor contracts, class scheduling, and program logistics Community Services New Projects
LEGEND
Collaborate with schools, nonprofits, and regional partners on joint programming and community initiatives Oversee waitlists, refunds, transfers, and registration-related financial reconciliation In Progress/Carry-Over From Previous Workplan
Listed By Committee as a Goal/Project

MANDATED/BUDGET
2026-2027
Council
Goals
KEY PROJECTS/INITIATIVES KEY OUTCOME MILESTONES FOR 2026-27 LEAD DEPARTMENT

COMMITTEE

INVOLVEMENT

ESTIMATED STAFF HOURS
Host Community Events throughout the year
High-quality, well-attended community
events that foster resident engagement
and connection. CS PRCEC Community Services- 95
Continue to produce the Activity Guide 2x a year
Reliable, biannual communication of
Town programs and services to support
participation and community
engagement. CS Community Services- 20 hrs
Renew Los Altos/Los Altos Hills Little
League Contract
Clear terms outlining use, maintenance
responsibilities, and cost-sharing
A renewed agreement that clearly defines
field use, maintenance responsibilities,
and cost-sharing. CS
FIC, Open Space,
PRCEC
Community Services- 6hrs
CMO- 10hrs
A revised agreement reflecting operational needs,
community input, and long-term barn
sustainability
A renewed agreement that clearly defines
maintenance responsibilities, costsharing, and supports continued equestrian programming. CS
FIC, Open Space,
PRCEC
Community Services- 6hrs
CMO- 10hrs
Ongoing, reliable operation of equestrian
programs and services at Westwind Community
Barn
A renewed agreement that clearly defines
maintenance responsibilities, costsharing, and supports continued equestrian programming. CS
FIC, Open Space,
PRCEC
Community Services-10hrs
CMO- 10hrs
Develop a comprehensive Bench Donation
Policy
Create clear, consistent guidelines for bench
placement, design standards, fees, and
maintenance
A comprehensive bench donation policy
that clearly defines placement, design
standards, fees, and maintenance
responsibilities to support community
benefit CS
FIC, Open Space,
PRCEC Community Services- 10 hrs
Launch new senior programs aligned with interests
and community needs
Develop program schedule and secure
instructors/volunteers CS
PRCEC, History
Committee
Community Services- 8 hrs
Engineering- 8 hrs
Regular participation from senior residents and
measurable engagement outcomes
Pilot at least one senior program or
activity at Heritage House CS
PRCEC, History
Committee
Community Services- 20 hrs
EngineeringEnhanced use of Heritage House as a recreational and community resource for older adults
Evaluate engagement, participation
trends, and program effectiveness CS PRCEC, History Com Community Services- 10 hrs
Engineering- 10 hrs

MANDATED/BUDGET
2026-2027
Council
Goals

KEY PROJECTS/INITIATIVES
LEAD

DEPARTMENT

COMMITTEE INVOLVEMENT

CS PRCEC, FIC

CS PREC
Parks and Rec
Assess the potential addition of pickleball
courts at Purissima Park to support
expanded recreational amenities,
including evaluation of site feasibility,
design alternatives, and capital impacts
Completion of a feasibility study evaluating location, design options, and estimated costs Recommendation to Council on whether and how to proceed with concept development or capital planning Community Services
Community Services

BEYOND CAPACITY

KEY OUTCOME ESTIMATED STAFF HOURS
Establish senior-focused programs and
activities at Heritage House that support
engagement, learning, and social
connection.

Core Day-Day Operations (Running list)
Community Services- 40 hrs
Community Services- 10 hrs
Community Services
Community Services

STAFF INVOLVEMENT
Community Services
Draft and distribute community communications, outreach materials, and marketing content Coordinate, manage, and implement Town events, programs, and community activities Community Services Oversee vendor coordination, contract management, procurement, and invoicing Community Services
Develop, schedule, and support recreation programming and community services Community Services Recruit, schedule, and oversee volunteers and Youth Commission members Community Services
Community Services
Prepare staff reports, agreements, resolutions, and supporting documentation Community Services Community Building through Town-wide
Events and Activities
Renew Victoria Dye Equestrian Concession
Agreement

TASK NAME
Manage partnerships and contracts such as Little League and Westwind/VDE Track program budgets, expenses, cost recovery, and revenue Respond to resident inquiries and service requests
Serve as staff liaison to Town committees: Senior Commission, Youth Commission, Parks, Recreation & Community Events Committee Coordinate with internal departments including Public Works, Finance, and the City Manager’s Office

Management Analyst
Candidate Screening and Interview Scheduling
Capital Project Budget and Expenditure Tracking
Contract Review and Tracking
Procurement Compliance and Oversight
Senior Accountant
Accounts Receivable Billing
Benefit Enrollment and Status Change Processing
Cash Receipts Posting and Daily Deposits
Employee Benefits Reconciliation
Employee Records Maintenance and Compliance
Quarterly and Annual Payroll Filings
Year-End Closing Entries and Adjustments
Journal Entry Preparation
Payroll Journal Entry Posting
Payroll Processing Review
PERS Reporting and Payments
Accounts Payable Payment Batch Processing
Fixed Asset and Capital Asset Accounting
Grant Billing and Drawdowns
Finance Director, Management Analyst
Recruitment Coordination and Job Posting Management
State Controller’s and Regulatory Financial Reports
Unclaimed Property Tracking
Developer Deposit Tracking
Employee Onboarding and Training Documentation
Grants and Restricted Funds Monitoring
HR Analytics and Workforce Reporting
Job Description Development and Updates
Purchase Order Review and Release
User Fee Study Support
Annual ACFR Preparation
Finance Director, Senior Accountant
Audit Preparation (Interim and Year-End)
Bank Reconciliation
Background Check Coordination and Compliance
LEGEND
In Progress/Carry-Over From Previous Workplan
Listed By Committee as a Goal/Project
New Projects

MANDATED/BUDGET CC PROJECT KEY PROJECTS/INITIATIVES KEY OUTCOME MILESTONES FOR 2026-27 LEAD DEPARTMENT

COMMITTEE

INVOLVEMENT

ESTIMATED STAFF
HOURS
Design 125
Construction 340
Evaluate and secure potential grants 80
Design 230
Construction 410
Signage and striping improvements at seven
(7) street curve sections 70
Implement other traffic calming and safety
measures 440
Hire a Traffic Consultant for Traffic Safety
Plan 80
Finalize local roads (traffic) safety plan 230
Grant Application 90
Final Design 120
Construction 70
CIP Budget Approved Replacement of Road Signage Across the Town Meet State's relfective code requirements Sign replacement Public Works- Engineering 130 E&E Program 2026 40
E&E Program 2027 75
CIP Budget Approved
X
Los Altos Hills Community Fiber Installation
Install Los Altos Hills Community Fiber
infrastructure near Town Hall on Fremont
Road, Stonebrook/Prospect/La Loma, and
Stonebrook to ARK.

Remaining work at the Fremont Road and
Stonebrook/Prospect/La Loma segments;
and final connection to ARK building
Public Works- Engineering
Tech Committee 50
Scoping for Phase 2 Rule 20A Project 200
Preliminary Design 100
Hire a design team 120
Concept Design for pre-fab building and site 180
CUP Planning Process 170
Select general contractor/prefab vendor 390
Construction 300
CIP Budget Approved; $20k
Removal of propane tank and additional
storage bin 25
CIP Budget Approved; $20k Second Automatic Gate 60
CIP Budget Approved; $20k Yard Pavement Overcoat 120
$100k EV Chargers 140
$200k Backup Power- solar with battery 100
Paddock Repair 80
Paddock Repair 80
CIP Budget Approved; $40k
Fence repair for Fields 1 and gate repairs at
Fields 3 and 4 35
$80k Parking Lot Maintenance 30
Design 90
Electrification of Town Hall & Council
Chambers 100
CIP Budget Approved; $100k Replace Chipper 15
$80k (SVCE Grant) Replace a light-duty truck w/ electric vehicle 0 $80k (SVCE Grant) Replace a light-duty truck w/ electric vehicle 35 Recommendation from Pathways
Committee Public Works- Engineering 10
Install advisory signs Public Works- Maintenance 60
Design 70
Obtain encroachment permit from Santa
Clara County 50
Construct Phase 2 155
Survey Staking + Topographic Survey 0
Design 180
Construction 160
Environmental Initial Study 80
Master Path Plan Amendment 55
Design 130
Construction 140
CIP Budget Approved; $30k Staking of pathways 125
TBD X Altamont Road 365
TBD Fremont Road Path Reconstruction 200
Evaluate/update Pathway Standards &
Processes 190
$20k Update Sewer Construction Standards Update Sewer Construction Standards Update Sewer Construction Standards Public Works- Engineering 60 Design 120
CIP Budget Approved
Annual Pavement Rehabilitation and
Drainage Improvement
FY 2026 Pavement Rehab and Drainage
Improvement Project
Public Works- Engineering FY 2027 Pavement Rehab and Drainage Improvement Project
Public Works
$225k (80% grant funded)
Local Roads (Traffic) Safety Plan (LRSP) Traffic (Local Roads) Safety Plan Public Works- Engineering CIP Budget Approved
Road Safety and Traffic Calming Implement traffic and calming safety measures
Public Works- Engineering
X
Undergrounding Utilities - Rule 20A (Phase
2)
Utility Undergrounding with remaining Rule
20A (Phase 2) Public Works- Engineering Utility Undergrounding Subcommittee CIP Budget Approved
Measure B Bike/Ped Education &
Encouragement (E&E) Program
Programs to encourage and educate
alternative modes of transportation Public Works- Engineering CIP Budget Approved Westwind Community Barn Improvements Westwind Community Barn Improvement Public Works - Engineering $200k (80% grant funded)
Townwide Guardrail Upgrade Townwide Guardrail Upgrade (pending approval of HSIP federal grant) Public Works- Engineering Corporation Yard Improvements Corporation Yard Improvements Public WorksMaintenance/Engineering
CIP Budget Approved
X
Parks & Rec Center Renovation Replace with new pre-fabricated building Public Works- Engineering TBD
Fleet & Equipment Procurement Replace old trucks and equipment per Town policies.

Public Works- Maintenance
EIC
Purissima Park Improvement Program Purissima Park Improvements Public Works- Maintenance $400k
HVAC Upgrade at Town Hall & Council
Chambers
Electrification of Town Hall and Council
Chambers Public Works - Engineering
EIC
CIP Budget Approved
Magdalena Avenue Pathway Project
Installation of 2,000 linear foot 2B Pathway
along Magdalena Avenue from Camino
Hermoso Drive.

Public Works- Engineering
PWC
CIP Budget Approved; Additional
Budget Required
Summerhill Avenue Pathway - Phase II Construct Summerhill Pathway, Phase II Public Works- Engineering PWC
$5,000 X
Bike Advisory Signages for Pathways Install bike advisory signs at specific pathways per Pathways Committee PWC
Miscellaneous Pathways Construction of other priority MPP pathways and miscellaneous pathway projects.

Public WorksEngineering/Maintenance
PWC
CIP Budget Approved
Middle Fork to Maple Leaf Court Pathway Construct Middle Fork to Maple Leaf Court Path Public Works- Engineering
PWC

2026 Sewer CIP Public Works- Engineering

Construction 240
Design 130
Construction 210
$90,000 Replace Control Panel Design/Procurement/Installation 30 $10,000
Install Backup power source for O'keefe
Sanitary Sewer Lift Station
(Multijurisdictional Hazard Mitigation Plan
Action Item)
Procurement/Installation of Backup Power
Generator 30
Septic Tank Guide Develop a septic tank guidelines for
developers Septic Tank Guide Public Works- Engineering 60 Hire sewer rate consultant 70
Sewer rate study 280
TBD
Consultant review of current charges and
recommendation on proposed 150
TBD Negotiations with Palo Alto and Los Altos 180
CIP Budget Approved 2026 Storm Draining Improvement Project 100 CIP Budget Approved 2027 Storm Draining Improvement Project 110 CIP Budget Approved Matadero Creek Erosion Project Maintenance & monitoring of mitigation measures Mitigation Measure - Monitoring
Public WorksEngineering/Maintenance 200

MANDATED/BUDGET CC PROJECT KEY PROJECTS/INITIATIVES LEAD DEPARTMENT

COMMITTEE

INVOLVEMENT
TBD X
Los Altos Hills Community Fiber Installation
(NEW-Post January 2025 addition) Public Works- Engineering Tech Committee
CIP Budget Approved Water Well at Purissima Park Public Works- Engineering Long-Term Plan for Pathways Public Works- Engineering PWC $100,000 to $200,000
Geotechnical Reivew of Page Mill Road
Corridor Public Works- Engineering
TBD
Signage Plan for Evacuation Routes Public Works- Engineering EPRC
TBD
New Program to Remove Banned
Eucalyptus Trees from Public Right-of-Way Public Works- Engineering Open Space and EPRC
TBD Update the Storm Drain Master Plan Public Works- Engineering TBD Phase II Native Garden
Public WorksEngineering/Maintenance EDPC
$900,000 2027 Sewer CIP Public Works- Engineering
CIP Budget Approved; $900,000 Sewer Rehabilitation and Repair 2026 Sewer CIP Public Works- Engineering
O'Keefe Sanitary Sewer Lift Station Upgrade Public Works- Engineering $80K
Sewer Rate Study Sewer rate study Public Works- Engineering FIC
Storm Drain Improvements Storm Drain Improvements to prevent failures Public Works- Engineering

BEYOND CAPACITY

KEY OUTCOME ESTIMATED STAFF HOURS
X
Sewer Processing and Conveyance Charge
Negotiations with Palo Alto and Los Altos
Sewer Treatment and Conveyance Charge
Negotiations Public Works - Engineering Sewer Ad Hoc
Conduct geotechnical review of Page Mill Road to identify risks to roadways and determine improvements needed (Multijurisdictional Hazard Mitigation Plan Action Item) 100 hours Add signage to identify evacuation routes out of Town (Multijurisdictional Hazard Mitigation Plan Action Item) TBD pending scope Create a program to encourage removal of banned eucalyptus trees and highly flammable and invasive treets from public rightof-way (Multijurisdictional Hazard Mitigation Plan Action Item) 100 hours Expand Broadband coverage to entire community TBD pending scope Water Well at Purissima Park 150 hours
Develop long-term plan for pathways construction 100 hours Land Development Reviews Engineering
Land Development Projects (including Erosion Control Inspections) Engineering Review and Issue Encroachment Permits Engineering
Updated Storm Drain Master Plan / Update GIS records 150 hours Install new (and renew existing) native plantings along with irrigation and rain harvesting features TBD pending scope Core Day-Day Operations (Running list)

TASK NAME STAFF INVOLVEMENT
Sewer System Operations and Maintenance PWD
Sewer Tax Roll Engineering
Storm System Operations and Maintenace PWD
Inspection of Encroachment Permits Engineering
Review and Inspection of Sewer Connection Applications Engineering Review and Inspection of Sewer Main Expansions Engineering Signage Maintenance Maintenance
Facility Maintenance Maintenance
Fleet & Equipment Maintenance Maintenance
Annual Water Board Report Engineering
Transportation Reporting - Measure B LSR, E&E, SB-1, TDA3, P-TAP, TFCA, CMP, other Engineering Pavement Maintenance Maintenance
Responding and Addressing Resident Requests and Questions PWD Processing Work Orders Maintenance
Vegetation Management/Weed Abatement/Brushing Maintenance Parks Maintenance Maintenance
Open Space Maintenance Maintenance
Pathways Maintenance Maintenance
Support Committees Engineering
Tree Survey and Notifications Engineering
Tree Removal Maintenance
City Manager Weekly Reports PWD

Support City Council (including staff reports) Engineering Coordination with Utilities PWD
LEGEND
In Progress/Carry-Over From Previous Workplan
Listed By Committee as a Goal/Project
New Projects
Public Works Staff Meetings PWD
Special Events PWD
Administrative Tasks (fiscal budgets, Work Plans, HR related, Training, Emergency Prep, etc.) PWD

TOWN OF LOS ALTOS HILLS January 29, 2025
Staff Report to the City Council
SUBJECT: FIRST YEAR UPDATE FOR TWO-YEAR CITY COUNCIL WORKPLAN FOR 2024-2025
FROM: Cody Einfalt, Deputy City Manager
APPROVED: Peter Pirnejad, City Manager
Please note that this staff report only discusses the process of updating the 2024-25 Workplan, which will being around 1:00PM on January 29, 2025.

Prior to this item being called, the City Council will be attending a Workshop for Effective Local Government Leaders from 9:00AM – 12:30 PM
RECOMMENDATION: That the City Council should:

Provide direction on the proposed updated to the 2024-2025 Workplan (see Attachment 1) BACKGROUND:

Assembling the 2024-25 Workplan
In order to accomplish the priorities of the Council in an orderly and effective manner the Town goes through a comprehensive goal-setting process followed by a budgeting exercise. For many years the Council has undertook a goal-setting process in January with feedback coming from the Council, Committees, and staff. This is a comprehensive and collaborative process that involved multiple stakeholders and ultimately the formation of a draft work-plan that reflects the priorities of the Council for the Town. Last year the Town adopted a two-year work plan (January 2024 – December 2025), and this year in January the Council will be working through a similar process to update the two-year workplan.

Staff would like to note that they received a suggestion from the Finance and Investment Committee to modify the Town’s priority setting process by implementing a rolling two-year plan.

Staff will consider this approach in future priority setting sessions.

The process of revising the two-year workplan begins with a review of the adopted workplan from the January 2024. A year ago, staff presented a proposed set of priorities that reflected the goals of the Planning Commission and the 12 other standing committees, the City Council, and staff.

The entire Workplan and attachments were presented to the Council on January 23, 2024, followed by the adopted Workplan presented to Council on February 15, 2024 (see Attachment 2). The

Staff Report Page 2
Mid Cycle Workplan Update 2024-2025
January 29, 2025
goals were reviewed by staff and prioritized prior to presenting them to the entire Council in a public meeting. By the end of the session the Council had received public input and eventually adopted a Workplan with modifications that represented the shared Council vision of what the staff should focus on throughout the upcoming two years.

Over the course of the 2024 calendar year the committees, Council, and staff were faced with new challenges and priorities that were accommodated through the year. In the end, the Council adopted some 63 projects as part of the 2024 Workplan as well as several additional projects that were added to the Workplan during the year. A lesson learned over the course of that effort was that the projects themselves took longer than anticipated due to disruptions such as staff turnover, competing priorities, new priorities, state mandates, natural disasters, and unforeseen events. This is one of the main reasons for the adoption of the two-year workplan.

Additionally, Staff observed in several prior Workplans that many projects that get identified every year take more than a single year to complete. This has led to multiple carryover items from one Workplan to the next. Therefore, assembling a two-year Workplan as opposed to setting the priorities for a single year can save time. Staff’s hope is that this shift in the Town’s goal setting process will reduce planning work for staff and better align with the Town’s goals that are set at the beginning of each year.

In 2024 the two-year Workplan adopted by the Council included a total of 63 key projects made up of 138 individual milestones. They included things such as adopting the housing element, decreasing the number of residential burglaries in Town, improving the Town’s permitting system, expanding broadband for residents, and more. A mid-year status update of those Workplan items was reviewed by the Council on July 18, 2024 (see Attachment 3).

Back in July we completed approximately 8 of the 63 Projects and 35 were in progress. By the end of 2024 we had completed 20 Projects and 27 are in progress.

Process of Updating the Two-Year workplan
To kick off updating the 2024-25 Workplan, staff re-engaged Dr. Frank Benest, ICMA Executive Leader, to review all the priorities from the existing workplan and discuss possible changes. In addition, we engaged Kevin Duggan from RPMG, an established and experienced public sector leader with deep experience dealing with Council and communities, to take this opportunity to help the council improve their governance. The ultimate goal of this portion of the agenda is to understand what the council needs from each other, what the council needs from the staff, and what the staff needs from the council to help drive more effective local governance. The second part of the retreat will be managed by staff and considers the needs of the Council, committees, and commission in our updated goals for 2025. Once adopted, the staff will use this document to update the two-year budget based on the goals.

Staff Report Page 3
Mid Cycle Workplan Update 2024-2025
January 29, 2025
The goal setting process started in September when staff asked the Committees for any updates they may want to make to the two-year plan. Five Committees responded to the request (EIC, EDPC, EPRC, FIC, and Pathways). In reviewing the list of projects, staff attempted to accommodate as many of the projects as we could with respect to staff constraints and capacity.

The committees have all had a chance to voice their perspective and have come to some level of consensus with the staff and the Council liaison.

Kevin Duggan followed up with one-on-one interviews in September (and on) with each of the Councilmembers to discuss their goals and objectives from the coming year. Town staff then went through an organized process, internally, to discuss existing projects in the two-year workplan and proposed additions they thought were needed and that could be accommodated given the available bandwidth. This involved two separate half-day retreats on October 1st and December 3 rd. By the
end of 2024 staff had assembled proposed updates to the workplan that considered mandates, carryover items from the 2024 calendar year, staff-identified priorities as well as current goals assembled from the Council, planning commission, and standing committees.

Understanding the Proposed Changes to the Workplan
The main body of the proposed Workplan is comprised of items either identified in Green (existing projects) or Blue (new projects being proposed). The matrix includes a range of data that will be reviewed in the staff presentation. It has enough perspective for the Council to discuss strategic direction and detail for staff to prioritize work and build a budget that anticipates the Council’s top priorities.

Staff is recommending the following new projects be added to the 2024-25 workplan. Below are the new projects:

Projects That Are Proposed To Add To Workplan (within capacity) • City Wide Survey – (Replacing the Community Development survey) – Staff will conduct a series of short Town-wide surveys that will cover a variety of topics of Town Hall operations. This project was initially suggested by Council and adapted to make the scope wider reaching.
• Town Website Redesign – Every two-year the Town is eligible for a free redesign of the Town’s website through the website hosting company CivicPlus. Now that Town Hall has the capacity, staff is suggesting redesigning the website for the first time in 6 years. • Expired Permit Management – Many permits within the Community Development Department need to go through a process of administering extensions. Staff is recommending this item be added to the workplan.

Staff Report Page 4
Mid Cycle Workplan Update 2024-2025
January 29, 2025
• Code Enforcement Program Evaluation – There has been a noticeable increase in the number of code enforcement violations taking place in the Town which has caused a backlog in processing the events. Staff is recommending adding this item to the workplan. • Truck Replacement – This item initially was on the workplan but has been postponed mid-year 2024 due to other priorities needing staff attention. Recently two of the Town’s vehicles need immediate replacement. Staff is recommending reprioritizing this project to a higher level.
• Fire Hazard Severity Zones Update – The State Fire Marshal is mandated to classify lands within State Responsibility Areas into Fire Hazard Severity Zones (FHSZ), which are categorized as Moderate, High, or Very High fire risk areas. There is a state mandated update for all cities driven by the need to reassess fire risk using modern data and methodologies to improve community safety and wildfire preparedness. Staff is recommending adding this item to the workplan.

The items above represent the projects that staff feel are important enough to be considered by the City Council and can be accommodated by staff. However, there were several other projects that have come up that staff could not accommodate without reprioritization or additional staffing/consulting. Council can discuss these projects, and if any are pressing to be completed, additional resources or reprioritization will be needed to get them on the 2024-25 workplan.

Projects That Will Need Council Direction To Add (not within capacity or budget, and will require additional resource or reprioritization) • SVCE 2025 Priorities - Silicon Valley Clean Energy (SVCE) has set priorities for 2025 focusing on building decarbonization and reducing greenhouse gas emissions in local communities. These goals align with state climate action mandates and are being implemented in partnership with municipalities and environmental committees. • Westwind Barn Master Plan – There are several large maintenance items that need attention in the upcoming years at the Barn, both inside the barn and outside in the arenas.

To get a better understanding of priorities at this location, staff recommends conducting a masterplan of the Barn.
• Photovoltaic MDA Credit Program – At the November 2024 City Council Meeting Councilmember Mok requested that the Town look into establishing a program to allow homeowners additional MDA for the installation of solar panel.

Staff Report Page 5
Mid Cycle Workplan Update 2024-2025
January 29, 2025
Committee Requests To Add (not on workplan – will need resources or reprioritization)
• Emergency Communication Items – Emergency Preparedness and Response Committee (EPRC)– at the November City Council meeting the EPRC gave a presentation to Council asking to prioritize and establish a budget for the following items:
(See full presentation in Attachment 4)
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.

Committee Requests (To Remove Items)
• Pathways Committee requested to remove the following items from the workplan o Fremont-Redwood Grove Path – Recommend removing this project from the 2024-25 Work Plan since the project has not progressed and since there are unresolved liability issues with the City of Los Altos. o Miscellaneous Pathways – Recommend removing Deer Creek Extension to Natoma from the 2024-25 Work Plan; and correct spelling of “Zappettini” Court.

Staff Report Page 6
Mid Cycle Workplan Update 2024-2025
January 29, 2025
Updating the Workplan Throughout the Year (looking ahead) Any significant changes or additions to the Workplan will need to include reprioritization and potentially the addition of staffing and budget resources. Although the WorkPlan is a guiding document the staff understands that it is fluid and things change. Those things could be the scope and complexity of the project, council priorities or a variety of unforeseen circumstances arise that require the council and staff to take another look at our goals.

In light of the need for flexibility and for the committees to be heard, a new process was established last year for bringing items forward outside of this formal goal setting process. If a committee (or a Council member) wants to add a new work item, they can request it be added to a Council agenda.

A new section on the Council agenda has been made – “Committee Initiated Items”. During a City Council meeting, the Council will first decide if it is worthy of consideration and if a majority agrees, then staff would return at a future meeting with a follow up report outlining the implications of adding the new item which may require reprioritization, funding or additional resources.

Understandably many things are outside of our control like natural disasters, community concerns, new Council priorities, a spike in residential burglaries, and unforeseen challenges like the wave of atmospheric rivers that pummeled the entire state. The staff and Council will work together to adjust and pivot in light of new developments with the goal of keeping the community informed as we work through the calendar year. The important takeaways are to understand that the Workplan is a living document that can change, extend, or adjust depending on the Council’s direction. However, to ensure that we can properly allocate staff and budget resources to the identified Council priorities on the adopted Workplan, it is important that the Council take very seriously the addition of new goals. As noted above, we ask that the Council take a two-step process to change the Workplan.

DISCUSSION:

Prior to the Council meeting, the community and Council will have received this staff report and the attachments. Following the Council’s receipt of this packet the City Manager will have met individually with each Council member to answer questions and walk through the entire process.

The staff encourages written comments or questions from the public which we will attempt to answer prior or at the public meeting and include as part of the public record.

The following is a brief high-level summary of the day’s agenda. From 9:00 AM to 12:30 PM the City Council will be in a Councilmember workshop with Kevin Duggan. The priority setting session to update the 2024-25 workplan will begin roughly at 1:00 PM.

In the second portion of the day dedicated to council goals, the City Manager starts by walking the Council and the community through a process that starts with introductions and grounding principles followed by a review of the status of the first year of the two-year Workplan. Then a detailed explanation of staff’s proposed updates will be made on new projects to add to the

Staff Report Page 7
Mid Cycle Workplan Update 2024-2025
January 29, 2025
Workplan. The Council will discuss and ask questions related to the proposed Council Workplan.

This will include an overview of items that fit within staff capacity, and items requests to add/ be removed by Committees.

Following public comments on the staff recommendation, the Council will discuss possible changes to the proposed updates which may include net new items or ones were identified as outside of staff capacity. Then following another round of public comments, the Council will vote for their most pressing additional items to the proposed updates to the workplan. Staff will take a brief huddle to revise the workplan (if needed) and present it to the Council for deliberation and action. See Attachment 5 for the run-of-show for January 29 The guiding principles for the meeting are those similar to past Priority Setting Sessions. They are as follows:
• Day-to-day operations take up 85-95% of our organizational capacity. • If everything is a priority, nothing is a priority; only extraordinary or critical items should be added to the list mid-cycle. If new items are added, changes to the adopted plan are likely to be necessary.
• Upcoming budget allocations need to be aligned with the Council’s Priority Policies and the related key projects.
• The City Council’s role is to provide strategic direction and policy guidance, approving budget and staffing resources.
• Management’s role is to implement the Council’s adopted Workplan while, recommending resources needed, identifying reasonable timelines, achieving key milestones, noting constraints, and recommending adjustments along the way.

Going forward, the staff will bring back the final workplan at the February 20th City Council meeting for final approval. The Workplan considers items that will have budget implications and will be used to construct the proposed updated to the two-year FY 24-26 Budget that will come to the Council in May/June 2025 for approval. Over the course of the year, like in 2024, the staff will provide the Council a progress report in the summer/fall. Staff will accommodate minor additions to the Workplan that do not take significant staff and budget resources. As noted previously in the “two-step process,” staff recommends that, going forward, the Council be asked to weigh the importance of new priorities while considering the adopted Workplan and make tradeoffs prior to adding new goals.

ENVIRONMENTAL REVIEW:

The proposed project does not qualify as a “Project” as defined in California Government Code Section 15378(b) of the California Environmental Quality Act (CEQA).

Staff Report Page 8
Mid Cycle Workplan Update 2024-2025
January 29, 2025
FISCAL IMPACT:

There is no fiscal impact to the Goal Setting exercise, but the approved Workplan will include projects that will have budget implications. Those projects that require Council budget authorization will come back to the Council for approval in budget setting process.

ATTACHMENTS

1. Proposed Updated to the 2024-25 Work Plan

2. February 15, 2024 Staff Report – Adoption of the 2024-25 Work Plan

3. July 18, 2024 Midyear Update on 2024-25 Work Plan

4. November 21, 2024 - EPRC Presentation to Council

5. Councilmember Workshop & 2025 Council Priority Setting Session Run of Show

ITEM 2A 1
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.

TOWN OF LOS ALTOS HILLS

MEMORANDUM

Memo to City Council
Update on 2024-25 WorkPlan
July 21, 2025
2 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 WorkPlan
July 21, 2025
3 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 WorkPlan
July 21, 2025
4 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 WorkPlan
July 21, 2025
5 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 WorkPlan
July 21, 2025
6 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 WorkPlan
July 21, 2025
7 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 WorkPlan
July 21, 2025
8 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 WorkPlan
July 21, 2025
9 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 WorkPlan
July 21, 2025
10 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 WorkPlan
July 21, 2025
11 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 WorkPlan
July 21, 2025
12 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.

Memo to City Council
Update on 2024-25 WorkPlan
July 21, 2025
13 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

Summary of Council Interviews
Council Goals that are listed on Town staff’s department worksheets or are currently being worked on by staff are designed with a blue checkmark (✓) Highlighted goals are goals that are not on the workplan and are beyond staff’s capacity Councilmember Mok: 4/5 Goals listed have also been listed in the staff worksheets • Broadband - increase coverage area to entire community (✓) • Housing Element - Follow up actions (✓)
• Pickle ball courts (Can raise $ for it. Have land)
• Wildfire actions - Continuing effort. New efforts w/technology; Mowing defensible areas; Limb up trees(✓)
Vice-Mayor Bhateja: 10/13 Goals listed have also been listed in the staff worksheets • Review procedures to make each department more efficient. • Document Standard Operating Procedures - All Departments • Consider security options (in addition to sheriff patrols, private patrols): other sworn or unsworn officers hired by the town.(✓)
• Improve Building and Planning customer service and systems.(✓) • Review and improve municipal and administrative code.(✓) • Improve system automation- purchasing, bank reconciliation, Trak-it, GIS(✓) • Complete at least one mile of new pathways.(✓)
• Sign new sewer agreements with PA and LA with more favorable cost allocations.(✓) • Develop comprehensive five-year capital plan. Decide on Town Hall expansion and implementation.(✓)
• Develop Five year financial plan.(✓)
• Accomplish at least one priority from each committee’s priority list. • Enhance fire resilience (working with the fire district)(✓) • Flesh out emergency plans and procedures.(✓)
Councilmember Swan: 1/ 4 Goals listed have also been listed in the staff worksheets • Explore becoming a Charter city
• TOT for air bnb’s to raise revenue
• Green sheets; protect local control
• Further incentivize ADUs(✓)
Councilmember Tyson: 2/ 3 Goals listed have also been listed in the staff worksheet

• Use leftover $ from under grounding to extend further. (✓) • More cooperation with Foothill college
• Expanding broadband; No dead zones. (✓)
Mayor Tankha: 3/ 3 Goals listed have also been listed in the staff worksheet Mayor Tankha emphasized the importance of focusing on core City functions • streamline building and permitting ordinances to improve resident experiences (✓) • addressing fiscal concerns (✓)
• Implementing/updating the housing element(✓)
Total Council Goals Currently listed in Staff’s 2026-2027 plan: 20/28

COMMITTEE PROJECTS FOR 2026-2027:

As a part of this year’s priority setting session, staff also asked the Town’s Committees and the Planning Commission to complete worksheets which identified their key projects for the upcoming 2026-2027 Two Year Workplan.

Committee/Commission projects that either align with Town staff’s priorities or are currently being worked on by staff are designed in Green Text and a checkmark (✓).

If items are not checkmarked, the following assumptions apply:

Blue Text = Committee can manage themselves completely (handoff) or start work on project.

Completion of projects that require staff time are subject to each individual case Red Text = Goal is considered a part of Town Staff’s or Committees day-to-day work. Item will be worked on, even though not specifically stated on workplan Black = larger project requiring staff that cannot be worked on due to capacity Emergency Preparedness and Response Committee (EPRC) :
• Staffing Needs
o Hire Fulltime Emergency Manager (✓)
• Maximize Emergency Mass Notification to Residents
o Improve AlertSCC as our primary emergency mass notification, get to subscription rate in LAH of 40% and annual testing (✓)
• Radio Communications
o Complete upgrades to repeater
o Complete Heritage House Radio Room
o Upgrade EOC Radio Room Equipment
• Disaster Mitigation (wildfire, storm, earthquake)
o Work with EDPC to propose updated landscaping codes and standards to reflect our wildfire risk reality
o Pursue designation as a Fire Risk Reduction Community by the California Board of Forestry and Fire Protection for 2026-2027 Cycle(✓)
• Maximize Emergency Mass Notification to Residents
o Complete Sound survey and develop LRAD-audible roll-out plan.(✓) o Establish Emergency Action Teams (Comms of leadership), provide training and outfit with emergency communications radios and response kit • Community Outreach
o Implement Community Emergency Preparation Program in LAH (reinventing the PEP program)
• Other
o Fill EPRC membership vacancies
Environmental Design & Protection:
• Working both with staff and Planning Commission on definitions needed for the Housing Element and Objective Design Standards(✓)

• Ordinance and policy updates: fence (at staff) and wildlife corridor (EDPC), MDA and artificial turf (at staff), tree preservation (revisit to include mature non-oak species and consider wildfire), reconcile street corner sight-line allowance rules • Firescaping
o Work on Heritage House Zone 0 plant removal
o Work with EPRC on policies to promote fire-safer landscapes • Phase II Native Garden
o Install new (and renew existing) native plantings along with irrigation and rain harvesting features. Estimated partial cost $25,000.
• View Ordinance
o Revise to equalize rights of viewer and tree-owner
• Update landscape guide
o Include details of adjusting irrigation as landscape grows in(✓) • Update Planning policies
o Light Wells
o Parking
Environmental Initiatives:
• GHG inventory: Continue to work on updating our annual GHG inventory(✓) • Foothill: Continue to monitor Foothill's efforts to electrify. Continue to encourage them to move off of fossil fuels.
• Outreach: We need to continue encouraging town residents to electrify. Opportunities include
o Our Town: Publishing a relevant article every qtr
o Town Picnic booth
o Newcomer reception
o Town Crier: Publishing op-eds
o City Manager's Weekly: Weekly blurbs promoting electrification, conservation etc • Tracking electrification: We are not doing a good job of tracking electrification in town.

We will start the process of creating an electrification dashboard for our town. • Reach codes: If any updates are needed to the reach codes, we will bring them to town for approval
• SVCE Grant: Tracking and supporting town's grant from SVCE Finance and Investment:
• Projects left over from the 2023 Work Plan included in the 2024-2025 Work Plan o CAP and Building Fee Study- Complete new Cost Allocation Plan and Building Fee Study. Implement new fees and deposits.(✓)
• Projects left over from the 2024-2025 Work Plan
o Investigate and implement systems to increase automation of accounting operations, commencing with Accounts Payable, and increase public transparency and access to financial performance.
o Develop five-year financial outlook. This item was subsequently deleted due to the Staff not having time to provide outlook data necessary to complete the project.(✓)

• Project Recommendations for the 2026-27 Work Plan (including those left over from prior years)
o CAP and Building Fee Study- Complete new Cost Allocation Plan and Building Fee Study. Implement new fees and deposits.(✓)
o Increase accounting system automation - purchasing, bank reconciliation, Trak-it, GIS and improve financial transparency (e.g., increasing public access to financial data).
o Develop comprehensive five-year capital plan. Decide on Town Hall expansion and implementation. Develop five-year financial outlook.
o Document Standard Operating Procedures in all departments (Desk Procedures) and update municipal code as required.
o Issue refunds for all deposits not held in compliance o PA and LA Sewer Processing and Conveyance Charges- Eliminate Inequitable Arrangements affecting LAH share of Sewer Plant Operations and Capital Expense and Markup. Important due to $397 million capital project underway at the treatment plant. This project was not approved as part of the 2024-2025 workplan but an Ad hoc committee was formed to investigate the matter. (✓) o Sewer Rate Study(✓)
History:
• Heritage House
o We plan to have open house events in January Celebrating the Town’s 70th Anniversary with the reopening of the renovated Heritage House. Staff Time – 2 hours – Cost - $250.00 - $500.00.
o After we will begin the process or organizing our files in the Committee’s Storage Room and arranging the Sitting area where we can display the Town’s artifacts for public access.
• Create a Historic Resource Ordinance- Adopt a Historic Resource Ordinance that will allow the Town to review all the homes over 50 years old for historical significance beginning with those listed in Appendix A Inventory Sites and Structures of the Conservation Element of the General Plans. Staff Time 20-40 Hours • 250th anniversary of the De Anza Expeditiono Reinstall of DeAnza Plaques with appropriate explanation concerning the reenactment of the ride Staff Time – 2 Hours. Cost Estimate $500-$1,500.00 o Participate in the 250th celebration with other historical organizations. • Educational Programs
o Continue our mission to provide historical education for residents through walks, articles, and presentations.
o We will have our traditional annual presentation in the fall of each year/ Staff Time – 3 Hours Cost estimate $1,500.00.
o We will continue to have history walks before the town picnic. o We will explore smaller scale presentations and additional history walks. • Historical Landmark Designations
o Request permission from the Church for the Chapel of the Hills to be designated as a Town Landmark. Committee with Permission of Council.

o Research History of Town by Residents and compile into a written History of Town-First two years – Volunteer Labor
Open Space:
• LAHCFD Open Space Easement language
o Work with Denise Gluhan on language to guide homeowners on clearing their easements for fire mitigation while remaining sensitive to habitat • Host education forum
o On the geology and hydrology of the Los Altos Hills
• Draft Ordinances keep on front burner
o Work with staff and EDPC on tree ordinance
o Fence Ordinance- compliance with wildlife corridor bill • Assist town with bench donation policy
o Location, naming, application(✓)
• Other
o Continue to coordinate with Town on Grassroots Ecology o Continue to support Town Council and Planning Commission on Housing Element (✓)
Parks and Recreation:
• Continue planning and enhancing major signature events — Town Picnic and Pathways Run: Build on the success of these cornerstone events by introducing new activities, improving logistics, and strengthening community engagement to ensure they remain highlights of the town’s annual calendar.(✓) • Support development of the Heritage House Café and Community Room as a central gathering place: Collaborate with town staff and community partners to help shape this new social hub, promoting it as a welcoming space for residents to connect, host gatherings, and enjoy local programs.
• Contribute to the planning and promotion of the Town Pickleball Court: Work closely with relevant committees and staff to ensure the new facility meets community needs, supports active recreation, and encourages residents of all ages to participate. • Explore creative ways to attract new residents and encourage participation in community activities: Develop outreach initiatives, such as welcome events, social gatherings, and communications campaigns, to help new residents feel at home and foster a stronger sense of belonging and involvement in town life Pathways:
• Magdalena is planned on being installed in 2026(✓)
• Summerhill Phase 2 possibly installed 2027 (tied to county issues and encroachment permit)(✓)
• Altamont from Moody to Corbetta ten-segment plan is recommended for installation in 2026
• Middle Fork to Maple Leaf Court Path CEQA final review in 2026, with inclusion of the segment in the Master Path Plan

• Old Page Mill to Christopher Lane Path
• Development of West Fremont from Arastradero to St. Francis plan is recommended for 2027
•
Implementation of new pathway impact fee which allows developers to build pathways (Permit checklist to include pathways in site plan, quick assessment by pathway ad on-site hoc committee)
• Update GIS maps to include loops, as well as better query capability • Update long term Master Path Plan strategy to develop more segments o Project 1: Stake, design, install and complete construction of four onroad pathways over two years. o Project 2: Stake, design, install and complete construction of one or more offroad pathways over two years. o Project 3: Adjust the pathway process to reduce the pathway install cost.

Planning Commission:
• CDD Listening Response Session
o Updated ADU Permit Streamlining Process(✓)
• Housing Element
o B-6 DU Ordinance Update to meet state law(✓)
o B-10 SB 9 Ordinance Amendments(✓)
o Focus on all Council Initiated Housing Goals: A12 and Housing Element o Mandated ADU Policy Updates 2024-2026 Objectives (driven by the Commission, supported by staff(✓)
o PGE Transformer temporary “one year for above ground” variance policy • GIS Updates
• Study Sessions and Have Zoning Amendments to clearly define creeks/swales • Firewise Landscaping Updates
• Fence Ordinance Updates
• Density Solutions
• Indoor Light Pollution Problem
• Pathway Map Update
Technology:

New Physical Safety Initiatives
o Fire Detection
▪ Sensor installation in sensitive areas (mountain ridges, wind corridors) ▪ Camera installation (Advocacy for inclusion in https://alertcalifornia.org/) ▪ Real-time satellite image monitoring
▪ Comprehensive monitoring platform for Los Altos Hills o Fire Mitigation
▪ Drone-based response
▪ Fuel management (✓)
New Artificial Intelligence Initiatives
o Customer service chatbot on Los Altos Hills Website
▪ Response to resident queries about building permit regulations

▪ Comprehensive asset coverage
o Town-wide information sessions
o Foothill Innovation Challenge
Total Committee/Commission Goals Summary: 95 total projects Project Total Breakdowns:

Projects currently being worked on/align with Committee Goals and initiatives: 22 Committee-Led Initiatives: 27
Ongoing Day-to-Day Operations: 21
Overcapacity: 24 (highlighted projects signify overlap among committee projects) EDP
• Ordinance and policy updates: fence (at staff) and wildlife corridor (EDPC), MDA and artificial turf (at staff), tree preservation (revisit to include mature non-oak species and consider wildfire), reconcile street corner sight-line allowance rules • Phase II Native Garden: Install new (and renew existing) native plantings along with irrigation and rain harvesting features. Estimated partial cost $25,000. • View Ordinance: Revise to equalize rights of viewer and tree-owner • Update Planning Policies: Lights and Wells
EIC
• Tracking electrification: We are not doing a good job of tracking electrification in town.

We will start the process of creating an electrification dashboard for our town.

History
• Create a Historic Resource Ordinance- Adopt a Historic Resource Ordinance that will allow the Town to review all the homes over 50 years old for historical significance beginning with those listed in Appendix A Inventory Sites and Structures of the Conservation Element of the General Plans. Staff Time 20-40 Hours Open Space
• Draft Ordinances
o Work with EDPC on tree ordinance
o Fence Ordinance- compliance with wildlife corridor bill Parks and Rec
• Contribute to the planning and promotion of the Town Pickleball Court: Work closely with relevant committees and staff to ensure the new facility meets community needs, supports active recreation, and encourages residents of all ages to participate.

Pathways
• Altamont from Moody to Corbetta ten-segment plan is recommended for installation in 2026
• Middle Fork to Maple Leaf Court Path CEQA final review in 2026, with inclusion of the segment in the Master Path Plan
• Old Page Mill to Christopher Lane Path
• Development of West Fremont from Arastradero to St. Francis plan is recommended for 2027
• Update long term Master Path Plan strategy to develop more segments

o Project 1: Stake, design, install and complete construction of four onroad pathways over two years. o Project 2: Stake, design, install and complete construction of one or more offroad pathways over two years. o Project 3: Adjust the pathway process to reduce the pathway install cost.

Planning Commission
• PGE Transformer temporary “one year for above ground” variance policy • GIS Updates
• Study Sessions and Have Zoning Amendments to clearly define creeks/swales • Firewise Landscaping Updates
• Fence Ordinance Updates
• Density Solutions
• Indoor Light Pollution Problem
• Pathway Map Update

1 Town of Los Altos Hills
2026-27 COUNCIL PRIORITY SETTING SESSION
February 4, Town Hall
DRAFT AGENDA (1/27/26)
10:00 - 10:10 Introductory Comments (Cody)
10:10 – 10:30 Agenda Review and Format for the Day (Dan) 10:30 - 11:10 Recommended 2026-27 Work Plan and How Developed (Cody) 11:10 – 11:45 Council Questions and Initial Discussion (Dan) 11:45 – 12:00 PUBLIC COMMENT
12:00 – 12:45 Identify Possible Changes to the Work Plan (Dan) 12:45 - 1:30 LUNCH
1:30 – 1:45 Discuss new approach for items added during the year (Cody) 1:45 – 2:30 Discussion of Critical Items NOT on the Work Plan (Dan) 2:30 – 2:50 PUBLIC COMMENT
2:50 – 3:00 Vote on 4 Strategic Goals and approach for new items (Dan) 3:00 – 3:30 Discuss and Vote on Changes to the 2026-27 Priorities (Dan) 3:30 – 3:45 Staff Huddle (Cody)
3:45 – 4:00 Recap and Next Steps (Cody)

1 Keren Brunner
From: Arika Miller
Sent: Tuesday, February 3, 2026 4:14 PM
Keren Brunner
FW: Neighbor email
To:

Subject:

From: David Kehlet
Sent: Monday, February 2, 2026 7:49 AM
To: Arika Miller <[email protected]>
Cc: Rajiv Bhateja <[email protected]>; Karen Kehlet Subject: Re: Neighbor email
Hello Arika,
We would like to make Public Comment on this item within the Staff Report at the 2/4/2026 Goals meeting:

Committee Requests To Add (not on workplan – will need additional resources or reprioritization) EDPC
• View Ordinance: Revise to equalize rights of viewer and tree-owner Would you confirm that this item is considered as “on the agenda” for 2/4/2026? Dave
On Feb 1, 2026, at 10:46 PM, Rajiv Bhateja <[email protected]> wrote:

Dear Mr. Kehlet,
FYI, the special council meeting previously scheduled for 9am Feb 4 has been rescheduled to 6pm Feb 2.

The 10am Feb 4 meeting is still on schedule.

Both the above are Special Meetings, at which public comments are limited to items ON the agenda. See:
https://losaltoshillsca.portal.civicclerk.com/event/4362/files/agenda/8560 ITEM 1A Supplemental 1

2 The next regular meeting, which allows public comment on non-agenda items, is scheduled for February 10.

Please check with Ms. Miller to make sure your comments can be heard at the meeting you plan to attend.

Not sure why these rules exist but hopefully this helps.

Rajiv
Mayor
+1-408-796-1276
From: David Kehlet
Sent: Sunday, February 1, 2026 11:50:46 AM
To: George Tyson <[email protected]>; Linda Swan <[email protected]>; Rajiv Bhateja <[email protected]>; Kavita Tankha <[email protected]>; Stanley Mok <[email protected]>; Grace Tsang; Carol Gottlieb; Kjell Karlsson; Arika Miller <[email protected]>
Cc: Karen Kehlet; Cody Einfalt <[email protected]> Subject: Re: Fw: Neighbor email
Dear Members of the City Council and EDPC:

Karen and I would like to present the attached documents at the Public Comment sections for the Council meeting on February 4, 2026. As you formulate the work plan for 2026-27 we hope you will consider our comments.

Arika, at the Public Comment time would you kindly put the "dkehlet_council_020426.pdf" document on the screen?
Dave and Karen Kehlet

ITEM 1A Supplemental 2a

2 put in to balance trees and views. For example, the concept of unreasonable obstruction that is in the text means that the ordinance only applies if the trees are blocking a view of something significant, such as the San Francisco Bay.

I doubt everyone in LAH agreed with the view ordinance then, just like Mrs. Cristal and Ms. Morgan don't agree now. Yet the benefit of the ordinance remains. The ordinance has been part of our longtime town governance and is serving its purpose: it defines a path for neighbors to resolve disagreements and it keeps the Town out of tree issues. If the Town were to put the ordinance on the future work plan, this would mean that the Council believes there is a problem with the ordinance, which there is no evidence to support. And the ordinance would effectively be suspended, as a tree owner might not mediate when there is even a slim hope that the ordinance will be reversed. There is no need for the Town to take action. This issue between neighbors will work itself out as intended by the ordinance.

Dave and Karen Kehlet
On Fri, Dec 5, 2025 at 9:55 PM Bridget Morgan wrote:
----- Forwarded Message -----
From: Bridget Morgan
To: Kavita Tankha; Michelle Bau Yu Esq. ; Carol Gottlieb ; Sue Welch; Jitze Couperus; George Tyson <[email protected]>; Rajiv Bhateja <[email protected]>; Jim Waschura <[email protected]>; Jay Bradford <[email protected]>; Gerda Cristal Sent: Saturday, November 29, 2025 at 11:19:23 PM PST
Subject: Re: Neighbor email
Dear LAH powers that be today,
Way back when, during 1976, my husband and I took up residence in our home and enjoyed a gorgeous view way across the bay.

Later, trees below us grew ever upward and our views changed. Never did we consider trees our enemy as to change.

I would hope that my beloved town realizes the conundrum that the Kehlet’s $250k lawsuit against the Cristals poses to it.

I am in favor of you all adding amending/repealing the LAH View Ordinance to your LAH 2026/27 Work Plan.

Over the next month, I intend to talk to each of you individually so please do not refuse to do so. My telephone number is .

Personally, I would hope that all of us could think deeply about that which might make us mad during the ending days of our lives.

Sincerely,
Bridget Morgan

Hello. I am Karen Kehlet, and I live at Mora Drive. As you know, we are currently in a dispute with our neighbors regarding trees and views.

Let me start by saying we never dreamed this would end up in court, and I hate that it has come to this. It is very upsetting to be in conflict, and we are living with the constant stress and mounting expense just as the Cristals are. The view ordinance was not designed to send people to court; it was developed to lead people to compromise. Any system designed for compromise only works if both parties are willing to step into the arena of mediation. We feel like we are caught in a paradox where the current ordinance is being blamed before it has been allowed to function. Although we have offered mediation a number of times, the Cristals refuse to consider compromise. It makes no sense to us that the town would consider revising/replacing an ordinance simply because one resident doesn’t want to follow it. How can you determine if the ordinance needs revising if it isn’t being followed?
We are not horrible people trying to force our neighbors to rip out all of their trees. We simply want them to trim back their trees to earlier levels. We have settled tree-view issues with them in the past through compromise and continue to hope to do so again.This issue has progressed to the courts ONLY because they refuse mediation as outlined by the Ordinance. The Cristals claim that having to trim their trees would ruin how they enjoy their property; well not trimming their trees ruins the way we enjoy our property. No one is more right than the other, which is why the ordinance sends people to mediation. It is unfair for one party to entirely prevail over another in this case.

There are steps that we can take to meet each other halfway. Their privacy issue would be fully addressed if we simply replaced our wire fence with a solid 8’ fence. They are not seeing our deck over the tops of the trees; they are seeing it under the trees.

The Cristals have the power to end this. We again ask that you suggest mediation and allow the ordinance to work as it was designed to do. Revising an Ordinance based on one resident’s experience goes against the almost 70% of Los Altos Hills residents who supported its creation.

ITEM 1A Supplemental 2b

Views & Trees
2/4/2026
Los Altos Hills
City Council Meeting
David Kehlet
ITEM 1A Supplemental 2c

Los Altos Hills View and Sunlight Obstruction from
Trees Ordinance
• 2001 Town survey: “Residents were asked if new landscaping should be restricted in height in order to preserve the views of neighbors and 67.7% of those responding said yes.”
• Carl Cahill was receiving one to two complaints per month regarding view obstruction
• The Town did not want to be a tree police
• Passed Unanimously by Council May 15, 2003
• Today: Ordinance is long-standing governance that has kept the Town out of neighbor’s view/tree issues AND has provided a clear, defined path for issue resolution
• Ordinance does not provide for creating views, only maintaining existing views • Sources: May 1, 2003 and May 15, 2003 Town of Los Altos Hills City Council Minutes

Action about the View Ordinance
• The Ordinance was created to keep the Town out of neighbor issues • Yet in our case, the Town has already intervened by considering a revision to the Ordinance • A negotiated solution in our case is now stalled because our neighbors have repeatedly refused mediation
• Why would a party in an ongoing case mediate if the Town might change the Ordinance in their favor?
• Suggest the Town take up revisions once a majority of residents feel a change is needed • Creating a “Supplement” to the View Ordinance instead of “Revising” the Ordinance is a way for the Town to take action now that can help many residents, not just one • Proposal: “Guide to Resolving View and Tree Issues,” an easy-to-read handout that expresses the Town’s position on valuing both views and trees • Familiarizes people with the View Ordinance in regular language • Suggests steps that view owners and tree owners can take to resolve an issue • A communication aid much like the Planning Department’s ADU web page at https://www.losaltoshills.ca.gov/494/Accessory-Dwelling-Units.

View Ordinance Concepts from EDPC in 7/2025
• Exempting annexed properties?
• Unequal protection: discriminates between residents without a legitimate Town interest
• Would create a special privilege that the Town has been careful not to apply in other land use situations
• Annexed property owners benefit from LAH land use ordinances such as setbacks, maximum floor area ratio, much more. Why should annexed property owners pick and choose which LAH ordinances apply?
• Unreasonable Obstruction is well defined in case law. A LAH specific definition may have unintended consequences.
• Removing Public Nuisance designation may result in the Ordinance being unenforceable