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controls are in place, and expressed concern about potential misuse of data and compelled sharing with other agencies. He also questioned the effectiveness of the system relative to its cost and urged the City Council to consider both the fiscal and civil liberties implications when evaluating whether to continue the program.
3. Eric Evans, a Los Altos Hills resident, thanked the prior speaker for the presentation and stated that it raised concerns regarding civil liberties and the use of surveillance technology. He expressed support for canceling the Town’s contract with Flock and encouraged exploration of alternative, locally controlled solutions that provide greater privacy and data security.
4. Ryan, a Los Altos Hills resident, commented on the Town’s Flock ALPR system, raising concerns about data privacy and the scope of information collected by the cameras. He referenced limitations of the ALPR opt-out policy, noting that it applies to license plates rather than broader vehicle identification features. He also questioned the effectiveness of the system relative to burglary reduction and expressed concerns about the security of the camera hardware and software, including potential vulnerabilities at the device level.
Vice Mayor Tyson made a motion directing staff to immediately cancel the Town’s Flock Safety ALPR contract, deactivate the cameras, and seek a refund of prepaid funds for the remaining term of the contract. Council Member Tankha seconded the motion. APPROVED, VOTE 5-0
MOTION PASSED: 5-0
AYES: Bhateja, Tyson, Mok, Swan, Tankha
NOES: None
RECUSE: None
ABSTAIN: None
ABSENT: None
Vice Mayor Tyson made a motion to extend the meeting past 10:00 p.m., consistent with Ordinance No. 506, which provides that City Council meetings shall adjourn no later than 10:00 p.m. unless otherwise approved by a majority of the Councilmembers present. Council Member Tankha seconded the motion. APPROVED, VOTE 5-0
B. Ongoing Discussion with the Santa Clara County Sheriff and Possible Action on Traffic Enforcement in Town
Alan Slaw, Traffic Sergeant with the Santa Clara County Sheriff’s Office, presented an overview of recent targeted traffic enforcement efforts conducted in Los Altos Hills. He explained that enforcement locations were identified using speed feedback sign data showing moderate to severe speeding. Deputies conducted several hours of proactive, visible enforcement focused primarily on speeding, with the goal of deterrence through presence and citation activity. Since midDecember, deputies issued 41 citations, the majority for speeding, with additional citations for stop sign violations, distracted driving, and vehicle registration issues. Sergeant Slaw noted that enforcement efforts were limited at times due to holiday staffing and weather conditions but stated that community awareness and compliance appeared to be improving, as evidenced by public feedback and reduced violations in some targeted areas. He emphasized that continued enforcement over a longer period would be necessary to fully evaluate effectiveness.
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Public Comments:
1. John O’Connell, a Los Altos Hills resident, commented on the recent targeted traffic enforcement, expressing support for citing drivers who travel at extremely high speeds. He noted concern, however, that enforcement conducted during limited hours may disproportionately affect residents who exceed the speed limit by small amounts, such as during school-related travel, while not adequately addressing reckless drivers who speed during late-night or off-peak hours. He suggested that current enforcement timing may not fully capture the behaviors that prompted the Town’s safety concerns and encouraged consideration of broader or adjusted enforcement strategies to better target the most dangerous speeding activity.
2. Allan Epstein, a Los Altos Hills resident, commented on the Town’s recent traffic safety efforts, stating that the use of speed feedback signs followed by targeted enforcement was a good approach to influencing driver behavior. He recommended redeploying the speed signs to determine whether speeding behavior has changed as a result of enforcement. He suggested that the results of this follow-up data should be used to evaluate whether the program has been effective before making decisions about additional enforcement efforts or expenditures, emphasizing that the primary goal is improved safety.
3. Katherine Frey, a Los Altos Hills resident, commented that, based on her experience driving throughout the area as a real estate broker, speed bumps installed in neighboring communities such as Los Altos have been effective in slowing traffic. She cautioned that speed bumps should be designed appropriately so they do not impede emergency vehicles, noting past issues where overly tall speed bumps had to be removed. She stated that residents are becoming accustomed to speed bumps and suggested they are a cost-effective traffic-calming measure.
4. Anand Ranganathan, a Los Altos Hills resident, stated that he agreed with prior comments emphasizing the importance of relying on data rather than anecdotal impressions when evaluating traffic enforcement efforts. He noted that the Town initially reviewed speed data but appeared to shift away from that approach, and he urged Council to return to the data to determine whether the enforcement effort had been effective before committing additional resources. He explained that his review of the data indicated that the most egregious speeding incidents typically occur late at night, outside of current enforcement hours, while periods with higher traffic volumes tend to involve drivers exceeding the speed limit by smaller margins. He encouraged Council to continue analyzing the data over a longer period before making policy or funding decisions. He also cautioned that installing speed bumps could generate significant community opposition, suggesting such measures could be more contentious than other recent Town issues.
Mayor Bhateja made a motion to continue spontaneous traffic enforcement by the Santa Clara County Sheriff’s Department with a cost cap of $5,000 per month. Vice Mayor Tyson seconded the motion. APPROVED, VOTE 4-1.
MOTION PASSED: 4-1
AYES: Bhateja, Tyson, Mok, Swan
NOES: Tankha
RECUSE: None
ABSTAIN: None
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ABSENT: None
C. Consider Project Scope Options for the Parks and Recreation Center Renovation and Provide Staff with Direction
Associate Engineer Melissa Elian presented an overview of the Parks and Recreation Center Renovation project and requested City Council direction on the project scope.
The Parks and Recreation building, constructed in the 1950s and approximately 880 square feet in size, currently houses Community Services and City Manager’s Office staff. The building no longer adequately meets operational needs and requires improvements to functionality, security, accessibility, and building systems. In February 2024, Council directed staff to pursue a full renovation as part of broader Civic Center Improvements, with an estimated budget of $1.5 million. That project was later refined and renamed the Parks and Recreation Center Renovation project and funded through the FY 2025–26 Capital Improvement Program.
Staff explained that the primary goals of the project are to improve working conditions, support sensitive Administrative Services functions, upgrade aging building systems, and better utilize Town facilities. Since that initial direction, staff have completed internal space optimization at Town Hall, including digitization of records and creation of additional workstations, reducing immediate pressure for new space.
In response to community feedback, staff evaluated alternatives to a traditional renovation, including replacing the existing building with a prefabricated structure. Staff outlined key differences between renovating the existing building and constructing a new prefabricated facility, including permitting requirements, cost ranges, impacts to mature redwood trees, and overall project timelines. Renovation would require only a building permit and could be completed sooner, while a prefabricated replacement would require Planning Commission and Council approvals and could extend the timeline by up to one year.
Staff also presented a third, scaled-back option focused solely on addressing the building’s most urgent needs, such as HVAC replacement, restroom upgrades, and limited workstation installation, allowing the Town to defer a full renovation or replacement to a later date.
Based on these considerations, staff requested Council direction to clearly define the project scope so that an appropriate design team can be selected and work can proceed efficiently.
Public Comment:
1. Allan Epstein, a Los Altos Hills resident, commented on the Parks and Recreation Center Renovation project, noting that the City Council had provided direction on the facility approximately two years earlier and expressing concern that the recommendations had not yet been implemented. He stated that, if the Town is going to make a significant investment, constructing a new prefabricated building would be more practical than renovating the existing 75-year-old structure. He also expressed surprise at the projected timelines for a prefabricated building and suggested that addressing future staffing needs now would be more cost-effective than deferring the project. Mr. Epstein recommended that Council proceed with a new prefabricated building on an expedited schedule.
Council Member Mok made a motion to direct staff to proceed with Option 2, which includes constructing a new prefabricated building to replace the existing Parks and Recreation building.
Council Member Tankha seconded the motion. APPROVED, VOTE 5-0 MOTION PASSED: 5-0
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AYES: Bhateja, Tyson, Mok, Swan, Tankha
NOES: None
RECUSE: None
ABSTAIN: None
ABSENT: None
7. PUBLIC HEARING
A. Resolution Approving a Conditional Use Permit for the construction of a 1,088 square-foot addition to an existing administration building at St. Nicholas Catholic School, and a request for a 10-year review of the existing Conditional Use Permit at 12816 El Monte Road; Lands of The Roman Catholic Bishop of San Jose
Senior Planner Jonathan Fox presented the staff report regarding a request by St. Nicholas Catholic School, located at 12816 El Monte Road, for approval of a Conditional Use Permit to construct a 1,088-square-foot addition to the existing administration building and library, remodel approximately 2,595 square feet of adjacent space, and conduct a required periodic review of the existing Conditional Use Permit. He provided background on the school’s longstanding Conditional Use Permit, originally approved in 1959 and amended over time, and explained that the proposed project requires an amendment to the permit. Mr. Bradford summarized the project design, noting that the addition would be located interior to the site, would not increase building height beyond allowable limits, would comply with maximum development and floor area standards, and would not require any variances. He reported that the Planning Commission held a noticed public hearing on December 4, 2025, and voted 3-0-1 to recommend approval, subject to conditions, including a modification to require periodic review of the Conditional Use Permit every ten years. He also summarized comments and recommendations from Town advisory committees, confirmed that the project qualifies for a categorical exemption under CEQA, and concluded with staff’s recommendation that the City Council adopt the resolution approving the Conditional Use Permit subject to conditions.
John Miller, architect of record for St. Nicholas Catholic School, described the proposed project and overall design concept. He explained that the project is intended to improve the existing 55-year-old facility in several areas, including accessibility, energy efficiency, space layout, seismic and life-safety upgrades, replacement of aging building systems, and overall appearance. Mr. Miller stated that the project would retain the existing wood frame and foundation while updating building systems, raising the roof height to accommodate modern mechanical systems, and improving the exterior façade. He noted that the building footprint would expand only within the interior courtyard and would not be visible from the street.
Jan Popolizio, Principal of St. Nicholas Catholic School, stated that the school completed required public notice and conducted outreach to neighboring residents, including opportunities for neighbors to walk the campus and learn about the proposed project. She noted that neighbors have been supportive and explained that the project would address basic facility needs, including accessibility upgrades and improvements to restroom facilities. In response to Council questions, Ms. Popolizio reported that the school serves approximately 242–245 students with 36 faculty and staff, has a maximum capacity of 310 students, and historically enrolls closer to 275 students. She confirmed that the school serves grades TK
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through 8.
Public Comment:
1. Allan Epstein, a Los Altos Hills resident, stated that he did not object to the proposed project but requested clarification regarding the purpose of the Conditional Use Permit (CUP) review process. He asked why the existing five-year review period was being modified, what aspects of the CUP were intended to be reviewed, and why the proposed change to the review interval was appropriate.
Vice Mayor Tyson made a motion to Approve the Resolution for a Conditional Use Permit for the construction of a 1,088 square-foot addition to an existing administration building at St. Nicholas Catholic School, and a request for a 10-year review of the existing Conditional Use Permit at 12816 El Monte Road; Lands of The Roman Catholic Bishop of San Jose Council Member Mok seconded the motion. APPROVED, VOTE 5-0 MOTION PASSED: 5-0
AYES: Bhateja, Tyson, Mok, Swan, Tankha
NOES: None
RECUSE: None
ABSTAIN: None
ABSENT: None
B. Resolution Approving a Conditional Use Permit Extension for upgrades to an existing water storage and booster pump station, and variance to the minimum 40-foot front and 30-foot side setback for the installation of new booster pumps and concrete foundations. This station is located at Assessor’s Parcel Number 175-46-004, adjacent to 13070 S. Alta Lanee of California Water Service.
Senior Planner Jonathan Fox presented a staff report regarding a request by California Water Service (Cal Water) for approval of a Conditional Use Permit (CUP) and Variance to allow upgrades to an existing water storage and booster pump station located on S. Alta Lane. The facility, constructed in the 1950s, provides potable water service to twelve nearby properties and has historically operated without a formal CUP due to its age and prior regulatory conditions.
Mr. Fox explained that the proposed project includes the removal of an existing pressure tank and pump house and the installation of two new booster pumps on small concrete foundations, each enclosed within acoustic shelters. The improvements exceed routine maintenance and therefore trigger the need for discretionary approvals. Due to the small size and nonconforming nature of the lot, the project also requires variances to front and side setback requirements.
The project was reviewed by the Planning Commission at a noticed public hearing on December 17, 2025, where the Commission voted 4-0 (with one vacancy) to recommend approval, subject to conditions. The Environmental Design and Protection Committee (EDPC) also reviewed the proposal and provided comments related to noise, parking, and landscaping, all of which were addressed through project conditions.
Staff noted that the project qualifies for a Categorical Exemption under CEQA Section 15301(b), as it involves minor alterations to an existing utility facility. Additional recommended conditions include post-installation noise testing to ensure compliance with the Town’s Noise Ordinance and a requirement that the CUP be reviewed every ten years to ensure ongoing compliance and protection of public health, safety, and welfare.
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Mr. Fox concluded by recommending that the City Council adopt the resolution approving the Categorical Exemption, Conditional Use Permit, and Variance, subject to the conditions of approval outlined in the staff report, noting that there is no fiscal impact to the Town associated with the project.
The Public Hearing was opened, and no members of the public came forward to speak.
Council Member Mok made a motion to approve the Resolution for a Conditional Use Permit Extension for upgrades to an existing water storage and booster pump station, and variance to the minimum 40-foot front and 30-foot side setback for the installation of new booster pumps and concrete foundations. This station is located at Assessor’s Parcel Number 175-46-004, adjacent to 13070 S. Alta Lanee of California Water Service. Council Member Swan seconded the motion. APPROVED, VOTE 5-0
MOTION PASSED: 5-0
AYES: Bhateja, Tyson Mok, Swan, Tankha
NOES: None
RECUSE: None
ABSTAIN: None
ABSENT: None
8. NEW BUSINESS
A. City Council Appointments to Standing Committees and Outside Agencies
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Mayor Bhateja made a motion to Approve the Appointment to the Standing Committees and Outside Agencies. Vice Mayor Tyson seconded the motion. APPROVED, VOTE 5-0 MOTION PASSED: 5-0
AYES: Bhateja, Tyson Mok, Swan, Tankha
NOES: None
RECUSE: None
ABSTAIN: None
ABSENT: None
B. Resolution Approving an Eligible Project Option for the Silicon Valley Clean Energy Grant Application and Authorizing the City Manager to Execute the Grant Agreement Public Works Director WooJae Kim presented a staff report regarding the Silicon Valley Clean Energy (SVCE) Noncompetitive Member Agency Grant Program. He explained that SVCE is offering excess revenue grant funding to its member agencies, including Los Altos Hills, to support projects related to building and transportation electrification, energy resilience, and climate-related community initiatives. The Town is eligible to receive up to $155,736 in grant funding, which must be applied for by February 13, 2026, or the funds may be forfeited.
Director Kim noted that grant funds are reimbursed upon completion of an approved project, with capital projects required to be completed by December 31, 2028. He summarized outreach conducted with the Environmental Initiatives Committee, where staff reviewed several potential eligible projects and subsequently consulted with SVCE staff, who recommended submitting no more than one or two well-defined projects to streamline approval and administration.
Based on feasibility, timing, and budget clarity, staff identified two eligible project options for Council consideration and recommended selecting one option for the grant application.
Option 1 is the purchase of two electric light-duty trucks for the Town fleet. Grant funding would support the purchase of one electric truck in FY 2025-26 and a second in FY 2026- 27, advancing the Town’s fleet electrification goals and reducing reliance on combustionengine vehicles. Existing charging infrastructure is sufficient to support the additional vehicles, and this option would result in savings to the Vehicle and Equipment Replacement Reserve.
Option 2 is the electrification of the HVAC systems serving Town Hall and the Council Chambers by replacing existing gas-fired systems with heat pump technology. While eligible for grant funding, this option would exceed the available grant amount, with total estimated costs between $300,000 and $350,000, requiring additional funding from Town reserves. This project would likely be coordinated with future facility energy efficiency audits and could be implemented beginning in 2026.
Director Kim concluded by recommending Council approve a resolution selecting one eligible project option and authorizing the City Manager to execute the grant agreement with SVCE to allow staff to submit the application by the required deadline.
Public Comment:
1. Anand Ranganthan, a Los Altos Hills resident, spoke in his personal capacity and noted that the Environmental Initiatives Committee had reviewed the SVCE grant at its
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prior meeting, but members were not aware at that time that the Town would need to select only one or two projects. He expressed support for prioritizing the electrification of Town Hall rather than purchasing electric trucks. He stated that electrifying Town Hall HVAC systems has been discussed for several years and has been repeatedly deferred, and that the availability of grant funding presents an opportunity to complete the project. He explained that completing Town Hall electrification would significantly reduce municipal greenhouse gas emissions, leaving remaining emissions largely tied to factors outside the Town’s direct control, such as employee commutes and public safety operations. He noted that Town vehicles already use renewable diesel and suggested that the electrification of trucks could be delayed. He also commented that requiring residents to install electric HVAC systems while the Town continues to use gas systems in Council Chambers sends an inconsistent message. He urged the Council to proceed with Town Hall electrification using the available grant funding.
Mayor Bhateja made a motion to adopt the resolution approving the purchase of two electric light-duty trucks (Option 1) as the eligible project for the Silicon Valley Clean Energy Noncompetitive Member Agency Grant application and authorizing the City Manager to execute the grant agreement. Council Member Swan seconded the motion.
APPROVED, VOTE 4-1
MOTION PASSED: 4-1
AYES: Bhateja, Tyson, Swan, Tankha
NOES: Mok
RECUSE: None
ABSTAIN: None
ABSENT: None
C. Review and Update of the Town’s Mayoral Rotation Policy Mayor Bhateja made a motion to create an Ad Hoc Committee to review the Town’s Mayoral Rotation Policy, appointing Vice Mayor Tyson and Council Member Tankha to the committee. Council Member Tankha seconded the motion. APPROVED, VOTE 5-0 MOTION PASSED: 5-0
AYES: Bhateja, Tyson Mok, Swan, Tankha
NOES: None
RECUSE: None
ABSTAIN: None
ABSENT: None
D. Consideration of Forming a Town-wide Community Survey Ad Hoc Committee Mayor Bhateja made a motion to create an Ad Hoc Committee for a Town-wide Community Survey, appointing Mayor Bhateja and Vice Mayor Tyson to the committee.
Vice Mayor Tyson seconded the motion. APPROVED, VOTE 5-0 MOTION PASSED: 4-1
AYES: Bhateja, Tyson Mok, Tankha
NOES: Swan
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RECUSE: None
ABSTAIN: None
ABSENT: None
9. REPORTS FROM COMMITTEES, SUBCOMMITTEES, AND COUNCILMEMBERS
ON OUTSIDE AGENCIES
Mayor Bhateja and Vice Mayor Tyson provided reports.
10. COUNCIL INITIATED ITEMS
A. Consideration of an Adjustment to the City Council Member Stipend Public Comment:
1. Allan Epstein, a Los Altos Hills resident, stated that while he did not object to the Council’s decision, he encouraged full transparency regarding the total cost of Council compensation. He noted that healthcare benefits can be significantly more expensive than stipends and emphasized that all associated costs should be included in the analysis so the public is fully informed. He also suggested conducting a broader comparison with cities of similar size and socioeconomic characteristics when evaluating potential stipend adjustments.
There was a consensus of the Council to move this item to the next Council agenda for consideration.
B. Consideration to Form a Housing Ad Hoc Committee for Residential Input on the Housing Element
Public Comments:
1. Cheryl Evans, a Los Altos Hills resident, commented on the proposed formation of an ad hoc committee to solicit residential input on the Housing Element. She stated that many residents favor the creation of a standing committee rather than an ad hoc committee, noting that ad hoc committees are typically used for short-term projects, while the Housing Element is a long-term issue that will affect the Town for several years. She emphasized that the Housing Element represents one of the most significant challenges facing the Town and pointed out that the Town has standing committees for other important policy areas but not for housing.
Mrs. Evans expressed concern that the Housing Element was largely developed by an outside consultant focused on compliance with state requirements, with limited understanding of the Town’s unique character and limited community engagement. She stated that implementation of the Housing Element would benefit from greater resident involvement to ensure alignment with the Town’s rural character. She noted that the Town has many qualified residents, including architects, builders, environmental experts, attorneys, and others knowledgeable about state housing requirements, who are willing to contribute. She concluded by stating that a standing committee would provide residents with meaningful participation, enhance transparency, and improve public trust in the decision-making process.
2. Eric Evans, a Los Altos Hills resident, completed Cheryl Evans’ remarks. He stated that the option
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of forming a standing committee had not been included in the proposed initiative, despite strong resident interest. He emphasized that the application of the Brown Act to a standing committee should be viewed as a benefit, not a drawback, as it enhances both the perception and reality of transparency and may help reduce conflict between the Town and residents.
Mr. Evans noted that a standing committee would require publicly noticed meetings with posted agendas, allow residents to attend and participate, and produce meeting minutes that would be accessible to the community. He stated that such a committee would provide residents with a more meaningful opportunity to express ideas and engage in thoughtful discussion beyond the limitations of brief public comment periods. He concluded that a standing committee would offer the Council more substantive input, foster a collaborative and inclusive process, and help develop solutions that are better understood and supported by the broader community.
3. John O’Connell, a Los Altos Hills resident, stated that while he supports approval of the Housing Element Amendment and moving forward efficiently, he believes ad hoc committees are best suited for narrowly focused, short-term, or urgent matters. He noted that implementation of the Housing Element will extend over multiple years and therefore warrants the formation of a standing committee rather than an ad hoc committee.
Mr. O’Connell emphasized the importance of proceeding thoughtfully to meet housing requirements in a manner that integrates future residents into the community while preserving the character of Los Altos Hills. He observed that residents who have written and spoken on the issue come from all areas of Town, not just those near potential housing sites, and share a common interest in ensuring the Housing Element is implemented appropriately.
He expressed strong support for the creation of a standing committee, stating it is long overdue, and appreciated that the Council intends to agendize the matter. He requested that, if the issue is debated, residents be given adequate notice so they may participate. He concluded by agreeing with prior speakers that compliance with the Brown Act should be viewed as a benefit that enhances transparency rather than a drawback.
4. George Perlegos, a Los Altos Hills resident, stated that he is opposed to the formation of the proposed EDHARC ad hoc committee, expressing concern about two City Council members negotiating matters that could have direct impacts on nearby property owners. He identified himself as a resident living near the Fenwick property, which had been referenced in prior SB 330 applications.
Mr. Perlegos raised several issues he believes must be addressed before the Fenwick property could be considered for SB 330 development. He noted that the property is currently subject to the Williamson Act and stated that it cannot be considered for development unless it is removed from that status, which he asserted the Town cannot do due to tax and legal constraints. He further stated that the Town cannot trade, subdivide, or otherwise alter the property, nor remove existing fire access easements, pedestrian pathways, drainage swales, or other recorded easements relied upon by surrounding residents.
He emphasized concerns related to building on swales due to existing drainage patterns and potential flooding issues, and cautioned against concentrating low-income housing in a single area.
Mr. Perlegos stated that while property owners have the right to develop their land, any development must be lawful and should proceed without involvement or assistance from the City Council. He concluded by stating that any such matters should be addressed through the Planning Commission process rather than through Council-led negotiations.
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5. Yatin Munakur, a Los Altos Hills resident, stated that he was fully supportive of the comments made by Cheryl Evans, Eric Evans, and John O’Connell regarding the formation of a committee for residential input on the Housing Element.
6. Dashiell Leeds, representing the Sierra Club Loma Prieta Chapter, expressed support for the Council’s consideration of a standing committee subject to the Brown Act. He noted that Los Altos Hills has an engaged and knowledgeable resident base committed both to protecting open space and to identifying housing solutions, and encouraged collaboration between the Council and residents to find a balanced path forward.
There was a consensus of the Council to move this item to the next Council agenda for consideration.
11. STAFF REPORTS
A. Assistant City Attorney Claire Lai had no report.
B. City Clerk Arika Miller provided two brief informational items for Council this evening. First, regarding Senate Bill 707, which amended the Brown Act related to managing disruptive behavior at public meetings, staff has confirmed, in consultation with the Town Attorney, that the Town’s current meeting practices are already in compliance and no changes are required. Second, I am providing a recommendation from the Our Town Newsletter subcommittee. Based on the subcommittee’s evaluation of all proposals, including experience, institutional knowledge, design quality, and overall ability to meet the Town’s expectations, the recommendation is to proceed with Alex Atkins Design, Inc. The subcommittee carefully considered all proposals and reached consensus that Alex Atkins Design, Inc. is best positioned to deliver the newsletter with the level of quality, consistency, and familiarity the Town has historically maintained.
C. Community Development Director Jay Bradford provided an update on the current status of the Housing Element amendment at last night's City Council meeting. The update included progress with the California Department of Housing and Community Development (HCD). The Town has received comments from HCD sent by the owners of the Twin Oaks site and Sea Landing Limited Partners. He also briefed the City Council on recent SB 330 applications received from the owners of the Twin Oaks and outlined a potential approach for responding to HCD comments, should any be received.
A Special City Council meeting is reserved and scheduled for January 29th, contingent on further feedback from HCD. An update was also given on the building fee refund project with applicants being contacted this week to initiate the process for completing refunds.
D. Finance Director Thomas Leung reported that staff is continuing to work with Edwin (formerly known as Civitas) to streamline bank and cash reconciliation processes, which currently require significant staff time each month. These improvements are expected to allow staff to produce the monthly Treasurer’s Reports earlier each month.
He further reported that, as discussed in the Annual Comprehensive Financial Report (ACFR), General Fund revenues for Fiscal Year 2024-25 exceeded expenditures due to
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strong property tax growth of approximately $414,000, higher investment income of approximately $354,000, and lower net transfers compared to the prior year. The results also reflect a one-time transfer of approximately $0.8 million in ARPA funds back to the General Fund following the elimination of the ARPA fund. On the expenditure side, spending was below budget due to project and hiring timing.
As a result, the total General Fund fund balance increased by approximately $1.5 million to $18.4 million.
Mr. Leung also noted that staff will analyze budget-to-actual results for Fiscal Year 2024- 25 as part of the mid-year budget report to be presented to the Finance and Investment Committee in February. He added that staff will begin the Fiscal Year 2026-27 budget process with a budget retreat scheduled for February 2, 2026.
E. Public Works Director WooJae Kim reported that on December 9, 2025, based on staff’s recommendation, the City Council declared an emergency for the replacement of the Town Hall heat pump HVAC system after two HVAC zones lost heating. He noted that the existing gas/electrical furnace serving the lobby area was repaired by replacing the blower motor and cleaning the condensate line at an approximate cost of $2,000.
Mr. Kim reported that for the replacement of the heat pump system serving the Town Hall offices and kitchen area, staff worked with Mayor Bhateja, Allan Epstein of the Finance and Investment Committee, and Anand Ranganathan of the Environmental Initiatives Committee to evaluate options and select an appropriate contractor and solution. The existing rooftop heat pump and fan coil system has reached the end of its service life. After reviewing alternatives, the team selected a solution consisting of three mini-split heat pump systems—two serving the office areas and one serving the kitchen area—as the most efficient and effective replacement option.
He explained that the mini-split units will be installed within the plenum spaces, with condenser units located at the rear of the building. This configuration allows each system to be maintained or replaced independently, reducing future maintenance costs and improving energy efficiency compared to the existing rooftop system.
Mr. Kim stated that the total estimated project cost is approximately $160,000, which includes engineering services for building permit, energy calculations, and plans, as well as a 10 percent contingency for potential change orders. As authorized by Council, staff intends to execute a construction contract within the next couple of weeks and authorize the contractor to order materials and begin installation. He added that, due to the emergency declaration, staff is exploring proceeding with construction concurrently with building permit submittals, with installation anticipated to be completed by the end of February if no delays occur. He thanked Mayor Bhateja, Allan Epstein, and Anand Ranganathan for their collaboration throughout the decision-making process.
Regarding the El Monte Fire Station Utility Undergrounding (Rule 20A) Project, Mr. Kim reported that all overhead facilities have now been undergrounded by PG&E, AT&T, and Comcast. He announced that a ribbon-cutting ceremony to celebrate completion of the Town’s Rule 20A Project is scheduled for Thursday, January 22, at 11:00 a.m., at the corner of El Monte and Elena Road near the El Monte Fire Station. He noted that residents are welcome to attend and that staff will gather project closeout data over the next one to two months, including the final remaining balance of the Town’s Rule 20A credits, to present to Council.
Regarding the Heritage House Upgrade Project, Mr. Kim reported that the project team successfully reconnected the building's power to the Town Hall electrical system. He
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acknowledged George Lee of the Technology Committee and Environmental Initiatives Committee for assisting with the temporary shutdown of the switchgear to allow the power connection to be completed. He noted that additional delays were encountered due to door hardware compatibility issues, which the contractor is addressing, and that project completion is now anticipated by the end of February.
F. Acting City Manager Cody Einfalt announced that the Los Altos Hills Youth Commissioners are hosting a free Technology for Seniors program to help older adults confidently navigate their electronic devices. Seniors may bring phones, tablets, laptops, or other devices to receive one-on-one assistance from youth volunteers. The program will take place on January 25, 2026, from 9:00 a.m. to 12:00 p.m. at Town Hall.
Appointments may be scheduled at losaltoshills.ca.gov/tech tutoring. He noted that questions may be directed to Emina Steta.
Committee Goals Presentation
Mr. Einfalt reported that the Committee Goals Presentation is scheduled for Wednesday, January 21, 2026, from 6:00 p.m. to 8:00 p.m.
Law Enforcement Services Investigation
Mr. Einfalt reported that staff has received a proposal and is currently working with the County to better understand the associated cost figures. He noted that multiple cities are now participating in this effort.
Telecommunications Negotiations
Mr. Einfalt reported that telecommunications carriers are currently analyzing their tower assets. He stated that the Technology Committee and the Finance and Investment Committee have discussed the proposal, and that the Town is partnering with a consultant specializing in telecommunications to assist with negotiating favorable lease terms.
Stay Interview Process
Mr. Einfalt reported that staff is conducting stay interviews and hearing directly from employees, including newer employees hired since the last round of interviews in 2023.
He noted that staff is also evaluating potential adjustments to the employee benefits package.
Security Cameras
Mr. Einfalt reported that George Lee is assisting with the installation of security cameras, some of which have already been installed. He noted that installation at Town Hall is expected to be completed by the end of the month, with installation at the Corporation Yard anticipated to begin next month, followed by the Barn.
Corporation Yard Records Filing
Mr. Einfalt reported that staff is reviewing records retention, scanning, and secure storage needs at the Corporation Yard. He stated that a proposal outlining the recommended next steps will be brought forward in the near future.
12. ADJOURN
Mayor Bhateja adjourned the Regular City Council Meeting of January 15, 2026, to January 29, 2026, at 6:00 P.M. The meeting adjourned at 11:52 PM.
ITEM 5B
TOWN OF LOS ALTOS HILLS
MEMORANDUM
DATE: February 10, 2026
FROM: Arika Birdsong-Miller, City Clerk
APPROVED: Cody Einfalt, Acting City Manager
RE: Request to Vacate Appointment to the History Committee Two members of the History Committee request the City Council grant the vacation of their appointments. Both individuals have cited personal reasons that will preclude their continued service on the committee.
• Duffy Price
• Jitze Couperus
Resolution 74-24 stipulates that the membership of this committee shall consist of a minimum of five (5) members and a maximum of nine (9) members. With the vacation of these two appointments, the History Committee will have a membership of five (5), which is the minimum for a quorum, and four (4) vacancies.
ITEM 5C
THE TOWN OF LOS ALTOS HILLS February 10, 2026
Staff Report to the City Council
SUBJECT: RESOLUTION AUTHORIZING THE CITY MANAGER TO PURCHASE A REPLACEMENT CHIPPER NOT TO EXCEED $100,000 AND EITHER SELL OR DONATE THE 2009 CARLTON 1790 TOWABLE CHIPPER
FROM: WooJae Kim, Public Works Director
Michael Schloetter, Maintenance Supervisor
APPROVED: Cody Einfalt, Acting City Manager
RECOMMENDATION: That the City Council:
Approve a resolution (Attachment 1) authorizing the City Manager to purchase a replacement chipper not to exceed $100,000 and either sell or donate the 2009 Carlton 1790 towable chipper.
BACKGROUND
The Town’s 2009 Carlton 1790 Chipper has been in service for more than 16 years and is used for chipping tree branches from trimming operations in the public right-of-way, open space, and Town-owned properties, as well as during storm response activities.
In December 2023, the chipper required significant repairs to the feeder gears, hydraulics, radiator, pump, and anvil adjustment, at a cost of approximately $7,000. Over time, maintenance costs and downtime have increased, while the equipment’s overall efficiency and performance have declined.
DISCUSSION
The Vehicle and Equipment Replacement is a new capital project/program approved in the FY25/26 Adopted Operating and Capital Budget. The program is intended to replace aging Town fleet vehicles and equipment with an annual appropriation of $100,000 from the Vehicle and Equipment Replacement Reserve.
In FY25/26, staff initially planned on replacing the 2003 Dodge Dakota light-duty truck, which has transmission issues, with a zero-emission vehicle through this capital program. However, with the Silicon Valley Clean Energy grant being available to purchase electric light-duty trucks and a critical need to replace the chipper, staff are now proposing to prioritize the chipper replacement.
The Vehicle and Equipment Replacement Policy, approved by the City Council in 2016 (Attachment 2), recommends replacement of a “towed chipper” after 13 years or 5,000 operating hours, depending on condition. Although the Town’s 2009 Carlton 1790 Chipper has accumulated approximately 1,000 operating hours, it significantly exceeds the recommended service life based on years in operation. The policy prioritizes maintaining a fleet that is safe, reliable, and efficient, while allowing flexibility based on equipment condition, operational needs, and budget considerations.
City Council Page 2
Replacement of 2009 Carlton Towable Chipper
February 10, 2026
The 2009 Carlton Chipper has experienced declining reliability and performance and lacks key features necessary to support efficient trimming operations. Given the equipment’s condition and rising repair costs, replacement of the chipper aligns with the intent of the Vehicle and Equipment Replacement Policy, while supporting operational safety, reliability, and efficiency. Replacement balances ongoing repair expenses against long-term performance, reduced downtime, and enhanced service delivery. The chipper is a critical asset for Town maintenance operations, particularly for emergency public right-of-way clearing and storm response. Downtime caused by equipment failure or reduced performance can impede the Town’s ability to respond promptly to maintenance needs and emergencies.
Newer chippers on the market offer improved fuel efficiency, enhanced safety features, and greater overall performance. Features such as winches for handling heavy branch loads, auto-feed systems, increased chipping capacity for larger-diameter material, and cleaner-burning engines would significantly improve trimming operation efficiency by reducing staff time on job sites and minimizing the need for additional equipment. These enhancements would also improve operator safety by reducing manual handling of large branches and lowering the risk of injury.
Staff obtained quotes for three different chipper models through Sourcewell (Attachment 3), a government purchasing cooperative that provides competitively solicited joint purchasing agreements. Use of vendors and pricing on Sourcewell complies with Town Municipal Code Section 2-4.08, which allows joint purchasing with other public agencies that have already met bid requirements.
The estimated cost to replace the chipper ranges from $90,000 to $110,000, including taxes and fees. While this represents a significant investment, a new chipper would provide improved reliability, safety features, performance, and fuel efficiency. The replacement unit would be capable of operating on renewable diesel, and newer engine technology is expected to result in up to a 30 percent reduction in fuel consumption compared to the existing chipper. Investment in a new unit supports the Town’s commitment to maintaining a dependable fleet and enhances service delivery to the community.
The recommended chipper for replacement is the Bandit Intimidator 15XPC (Attachment 4). The current quote for the equipment is $89,880, including all options. The Town Maintenance staff rented and operated a similar model when the existing chipper was in for service and had good experiences with its performance and capabilities. This is also a popular chipper unit used by other local jurisdictions. Staff will evaluate whether all options proposed by the equipment vendor would be necessary.
Staff propose to either sell the 2009 Carlton 1790 Chipper for the best market price or donate the equipment to a non-profit organization, such as Hidden Villa. The estimated resale value is between $5,000 to $10,000.
Per Section 2-4.06 of the Town's Municipal Code, the City Manager should sell surplus properties by soliciting bids. In the event the value of the property to be sold is estimated at more than $500.00, the sale shall be subject to the approval of the City Council. Although there are no
City Council Page 3
Replacement of 2009 Carlton Towable Chipper
February 10, 2026
provisions in the Municipal Code for donating surplus equipment, the City Council may also authorize the City Manager to donate any surplus equipment.
Staff recommend that the City Council authorize the City Manager to purchase a replacement chipper not to exceed $100,000 and either sell or donate the 2009 Carlton 1790 towable chipper.
The authorization would allow for a timely procurement of critical equipment used extensively in Town maintenance operations.
ENVIRONMENTAL REVIEW
The action being considered does not constitute a "project" within the meaning of the California Environmental Quality Act ("CEQA") pursuant to CEQA Guidelines section 15378(b). 2026 -27 CITY COUNCIL WORK PLAN:
The replacement for the 2009 Carlton 1790 Chipper is part of the Fleet and Equipment Procurement item to be considered by Council to be added to the 2026-27 City Council Work Plan under the council priority of Project & Maintain Infrastructure.
FISCAL IMPACT:
The funding for the 2009 Carlton 1790 Chipper replacement would be from the Vehicle and Equipment Replacement Reserve. The current balance of the reserve is $509,000. There are sufficient funds in the reserve for the chipper replacement.
ATTACHMENTS
1. Resolution for Chipper Replacement
2. Vehicle and Equipment Replacement Policy (2016)
3. Sourcewell quotes
4. Bandit Intimidator 15XPC Chipper Information
ITEM 5C Attachment 1
RESOLUTION XX-26
A RESOLUTION OF THE CITY COUNCIL OF THE TOWN OF LOS ALTOS HILLS
AUTHORIZING THE CITY MANAGER TO PURCHASE A REPLACEMENT
CHIPPER NOT TO EXCEED $100,000 AND EITHER SELL OR DONATE THE 2009 CARLTON 1790 TOWABLE CHIPPER
WHEREAS, the Town’s 2009 Carlton 1790 has been in service for more than 16 years and is used for chipping tree branches from trimming operations in the public right-of-way, open space, and Town-owned properties, as well as during storm response activities; and WHEREAS, in December 2023, the chipper required significant repairs to the feeder gears, hydraulics, radiator, pump, and anvil adjustment, at a cost of approximately $7,000; and WHEREAS, over time, maintenance costs and downtime have increased, while the equipment’s overall efficiency and performance have declined; and
WHEREAS, the Vehicle and Equipment Replacement is a new capital project/program approved in the FY25/26 Adopted Operating and Capital Budget intended to replace aging Town fleet vehicles and equipment with an annual appropriation of $100,000 from the Vehicle and Equipment Replacement Reserve; and
WHEREAS, the Vehicle and Equipment Replacement Policy, approved by the City Council in 2016, recommends replacement of a “towed chipper” after 13 years or 5,000 operating hours, depending on condition; and
WHEREAS, given the equipment’s condition and rising repair costs, replacement of the chipper aligns with the intent of the Vehicle and Equipment Replacement Policy, while supporting operational safety, reliability, and efficiency; and
WHEREAS, the recommended chipper for replacement is the Bandit Intimidator 15XPC with a quote of $89,880, including all options; and
WHEREAS, the quote is from a vendor through Sourcewell, a government purchasing cooperative that provides competitively solicited joint purchasing agreements; and WHEREAS, use of vendors and pricing on Sourcewell complies with Town Municipal Code Section 2-4.08, which allows joint purchasing with other public agencies that have already met bid requirements; and
WHEREAS, staff propose to either sell the 2009 Carlton 1790 Chipper for the best market price (estimated resale value between $5,000 and $10,000) or donate the equipment to a non-profit organization.
ITEM 5C Attachment 1
NOW, THEREFORE, BE IT RESOLVED by the City Council of the Town of Los Altos Hills that:
1. The City Manager is authorized to purchase a replacement chipper for an amount not to exceed $100,000 through the Vehicle and Equipment Replacement capital project/program funded by the Vehicle and Equipment Reserve; and
2. The City Manager is authorized to either sell or donate the 2009 Carlton 1790 towable chipper.
The above and foregoing Resolution was passed and adopted by the City Council of the Town of Los Altos Hills at a regular meeting held on the 10th day of February 2026 by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
BY:
ATTEST: Rajiv Bhateja, Mayor
Arika Birdsong-Miller, City
Clerk
2026-02-03
TOWN OF LOS ALTOS HILLS
26379 Fremont Road
Los Altos Hills, CA 94022
Phone: (650) 941-7222
Fax: (650) 941-3160
www.losaltoshills.ca.gov
Vehicle and Equipment Replacement Policy
Approved by City Council – 3/21/16
Code Sections:
There is no Municipal Code reference that stipulates requirements for vehicle and equipment replacement.
Intent:
The purpose of this policy is to establish guidelines for replacement of vehicles and equipment in the City’s fleet.
The replacement program is based on estimating the useful life of vehicles and equipment with consideration of age, mileage (or hours), and usage. Those vehicles scheduled for replacement are reviewed and analyzed for condition, cost, usage, safety history, and operating performance. Some vehicles or equipment may be replaced earlier than scheduled to ensure that operational needs are met; others may be replaced later than scheduled to accommodate budget limitations taking into consideration the vehicle's condition.
Policy:
The following serves as a general guideline for replacing vehicles and equipment based on usage, age, operating costs, and downtime. Adjustments in time or miles will be made to replacement criteria for individual units as conditions warrant:
COMPACT/INTERMEDIATE CARS 13 YEARS/100,000 MILES
COMPACT/STANDARD PICKUPS 13 YEARS/100,000 MILES
TRUCKS WITH DIESEL ENGINE 13 YEARS/100,000 MILES
TRUCKS WITH AERIAL LIFTS 13 YEARS/100,000 MILES
BACKHOE 15 YEARS/5,000 HOURS
TRACTORS 15 YEARS/5,000 HOURS
AIR COMPRESSOR 13 YEARS/5,000 HOURS
TOWED CHIPPER 13 YEARS/5,000 HOURS
MISCELLANEOUS CONSTRUCTION EQUIPMENT,
GENERATORS, AND TRAILORS
5-15 YEARS/5,000 HOURS
ITEM 5C Attachment 2
Cal-Line Equipment Inc.
6010 Southfront Road
Livermore, CA 94551
USA
925-248-3363 (Phone)
QUOTATION
Quote # Quote Created Last Updated Salesperson
191110 January 6, 2026 01:59 PM
by Cal-Line Equipment Inc.
January 6, 2026 03:31 PM
by Cal-Line Equipment Inc.
Tyler Knoll
CUSTOMER:
Town of Los Altos Hills
27400 Purissima Road
Los Altos Hills, CA 94022
USA
(650)531-5123 (Phone)
Micheal Schloetter (Contact)
[email protected]
INTIMIDATOR 15XPC 15" DRUM STYLE
Qty Part # Description Base Price
1 MODEL-15XPC Intimidator 15XPC - 15" Drum Style $ 38030.00
STANDARD EQUIPMENT
Qty Part # Description Price
1 STANDARD 24" diameter x 18 3/4" wide chipper drum with (4) 5/8" x 5 1/2" x 9" dual edge knives $ 0.00 1 STANDARD "Drum Shear Bar" spans full width of the drum mounted in the upper portion of the drum housing potentially creating a slicing action of a winch line or climber's rope $ 0.00
1 STANDARD "Power slot" assists in maximizing chip velocity. The power slot also provides a place for fine material to escape that might tend to lie in the belly of the drum. $ 0.00
1 STANDARD 30 gallon steel fuel tank with magnetic drain plug, lockable filler cap, and aluminum sight gauge
$ 0.00
1 STANDARD 12 gallon steel hydraulic tank with magnetic drain plug, lockable filler cap, aluminum sight gauge, and gate valve
$ 0.00
1 STANDARD Slide box feed system (includes adjustable spring on each side) with (2) horizontal feed wheels 10 5/8" diameter x 18 3/4" wide, driven by (2) 32.3 CID hydraulic motors. $ 0.00
1 STANDARD Hydraulic lift cylinder - utilizes a hydraulic cylinder to raise or provide down pressure for the top feed wheel
$ 0.00
1 STANDARD Bottom feed wheel clean out door (opens via spring latch pin allowing dirt and debris to fall out extending knife and component life)
$ 0.00
1 STANDARD 360 degree HAND crank swivel discharge (height adjustable) with 12" adjustable chip deflector
$ 0.00
1 STANDARD Clean out and inspection door on discharge bottom $ 0.00 1 STANDARD Inspection window mounted on top of belt shield (allows viewing of belt and easy way to check belt tension)
$ 0.00
1 STANDARD 30 3/4"" high x 54" wide tapered infeed hopper with 30" fold down infeed hopper tray, heavy-duty taillight covers, and spring lift assists
$ 0.00
1 STANDARD (2) Last chance safety pull cables $ 0.00
1 STANDARD Round control bar - located around top and sides of infeed hopper with 3 control positions (forward / stop / reverse)
$ 0.00
1 STANDARD Wooden pusher tool with mount on infeed hopper $ 0.00 1 STANDARD 1/4" x 2" x 4" rectangular tubing with a 3/8" x 3" x 6" tubular tongue $ 0.00 1 STANDARD Frame / Fender supports $ 0.00
1 STANDARD Lockable aluminum toolbox $ 0.00
ITEM 5C Attachment 3
1 STANDARD 5/16" (G70) safety chains with spring loaded latch hooks $ 0.00 1 STANDARD 8,000 pound capacity tongue jack with 15" of travel and foot pad $ 0.00 1 STANDARD 12 volt system with rubber mounted LED taillights, 6 prong replaceable coiled power cord & protected heavy-duty wiring with junction box, and LED clearance lights with reflectors. $ 0.00
1 STANDARD Banded chipper drive belts (adjustable via a sliding engine system) $ 0.00 1 STANDARD Pressure check kit - Gauge is NOT included $ 0.00 1 STANDARD Engine disable plug for hood locking pin-preventing engine from operating without pin in place
$ 0.00
1 STANDARD (1) weatherproof machine manual located inside weather resistant manual container (includes safety, operation and parts sections) also (1) engine and clutch manual is included if applicable
$ 0.00
1 STANDARD Spanish & English combination safety decals $ 0.00 PAINT
Qty Part # Description Unit Price Total
1 333-28984 Standard Imron Industrial Urethane Green $ 0.00 $ 0.00 ENGINE
Qty Part # Description Unit Price Total
1 990-RC1537-119 Caterpillar C3.4, 120 horsepower engine without clutch - Tier 4 FINAL (Includes 2 year / 2,000 hour engine warranty)
$ 30535.00 $ 30535.00
CONTROL SYSTEM AND ENGINE INSTALLATION
Qty Part # Description Unit Price Total
1 700-6000-02 Murphy PV485 panel with reversing auto feed for Cat 120 horsepower diesel engines (Includes 1,000 CCA battery with box) (Includes enclosure by Bandit) - Panel is mounted off of engine shroud in lockable composite cover
$ 9795.00 $ 9795.00
CLUTCH
Qty Part # Description Unit Price Total
1 700-1000-12 NACD Spring Loaded Clutch $ 1945.00 $ 1945.00
DRIVE SYSTEM
Qty Part # Description Unit Price Total
1 990-1017-54 Standard frame and drive system included in base price $ 0.00 $ 0.00 INFEED
Qty Part # Description Unit Price Total
1 OPTION-915-5000-
90 Hydraulic bump bar for 54" wide folding infeed tray (painted red) with re-set handles on each side of infeed tray - includes single joystick mounted on one side of infeed to allow momentary override of feed system (specify radiator or drive side for override) Specified: drive side
$ 1925.00 $ 1925.00
1 OPTION-980-5000-
73 Hydraulic winch with line docking station and manual push button feed assist (Includes 5/16" diameter x 200' Teufelberger rope with 12" loop installed) (Includes (1) manual rear stabilizer) $ 5350.00 $ 5350.00
FEED SYSTEM
Qty Part # Description Unit Price Total
1 OPTION-915-5000-
41 Hydraulic flow control for feed wheel rate adjustment (All-In-One Mount)
$ 325.00 $ 325.00
AXLE
Qty Part # Description Unit Price Total
1 990-100452 Single 8,000 pound Torflex EZ lube axle with electric brakes $ 0.00 $ 0.00
TIRES/RIMS
Qty Part # Description Unit Price Total
1 990-100406 (2) 215/75R 17.5" tires mounted on 8-bolt heavy-duty gray rims (8,000 pound axles on up)
$ 0.00 $ 0.00
FENDER
Qty Part # Description Unit Price Total
1 OPTION-980-1002-
66 12" HD bolt on steel fenders - single axle units only $ 90.00 $ 90.00 HITCH
Qty Part # Description Unit Price Total
1 990-100274 2-1/2" Wallace Forge Pintle Hitch $ 0.00 $ 0.00
ADD-ON OPTIONS
Chipper Discharge Transition
Qty Part # Description Unit Price Total
1 OPTION-905-5000-
09 Clean out and inspection door on transition. $ 175.00 $ 175.00 Chocks & Chock Holders
Qty Part # Description Unit Price Total
1 OPTION-980-1000
27 Aluminum Bolt On Chock Holders (Does not include chocks) $ 130.00 $ 130.00 1 OPTION-980-5001-
03 Rubber Wheel Chocks (2) $ 90.00 $ 90.00
Cone Holder
Qty Part # Description Unit Price Total
1 OPTION-911-2001-
42 Hoop style cone holder (bolt on) $ 325.00 $ 325.00
Wiring
Qty Part # Description Unit Price Total
1 OPTION-905-5000-
15 Option 7 Prong (Flat/RV Style) to 6 prong coiled cord $ 45.00 $ 45.00
CUSTOMER TOTALS
Total Unit Price: $ 88760.00
Customer Discount: 12.0000 % - $ 10651.20
Dealer Preparation/Delivery: $ 1600.00
Customer Net Unit Price: $ 79708.80
Sales Tax: 9.7500 % $ 7771.61
Freight/Shipping: $ 2400.00
Customer Total: $ 89880.41
COMMENTS
Comment By Cal-Line Equipment Inc. on 01/06/2026 02:03 PM Town of Los Altos Hills Sourcewell #66929
Comment By Cal-Line Equipment Inc. on 01/06/2026 03:30 PM Sourcewell #010925-BAN Pricing Effective
SIGNATURE
The Buyer, whose name and address appears above, agrees to purchase from the Seller, whose name and address appears above, the above equipment at the prices stated and upon the terms and conditions of this agreement.
X
Signature Date
Sold To:
Final Delivery: Ship To:
Quote #: BVR16-1 Quote Date: 1/9/2026 Contact: Lead Time:
Terms: Ph #: Delivery Instructions:
Preparer: Email: Customer PO#:
•
•
•
•
•
•
•
•
•
•
•
• MSRP
• $ 73,435.00 X
MSRP
• $ 28,715.00 X
MSRP
• $ 305.00 X
• $ 6,570.00 X
COMMENTS:
1 Entries Calculation
= $ 109,025.00
13.0% = $ (14,173.25)
0.0% = $ -
$ 8,500.00 = $ 8,500.00
$ 1,000.00 = $ 1,000.00
= $104,351.75
Morbark LLC
PO Box 277213
Atlanta, Georgia 30384-7213
Extended Price
QUOTE IS VALID FOR 30 DAYS
PURCHASE ORDERS MUST BE MADE OUT TO MORBARK LLC
Tax Applied
Est.Freight In
Set-up & Training
Sourcewell Discount
Winch package: Heavy-duty, 10' chafe guard and interlock device Sourcewell #010925-MBI, Member ID#66929
TOTAL CALCULATION
F.O.B. Shipping Point and customer is responsible for freight charges Quantity Requested:
Configured Total
Cone holder
POWER OPTIONS:
Caterpillar C4.4, 174-HP, Tier 4F diesel engine with Morbark ZeroClutch (centrifugal) in lieu of standard OPTIONS:
7-pin flat electrical connector
9,000# Torsion axle with electric brakes and break-away actuator Toolbox
Complete set of manuals
PSI 6.0L, 174-HP gasoline engine with Morbark ZeroClutch (centrifugal) in lieu of standard Gauge panel mounted on side of infeed
24" diameter x 24-5/8" wide staggered knife pocket drum with four (4) dual-edged chipper knives Manual crank swivel discharge with 360° rotation
30-gallon composite fuel tank with sight gauge and drain plug 12-gallon composite hydraulic reservoir with sight gauge and drain plug 6" x 3" tubular steel tongue with hitch plate
STANDARD UNIT:
Morbark orange urethane paint system
• Dual horizontal feed wheels with hydraulic lift assist, manually applied hydraulic down pressure at the control panel, direct drive bottom feed wheel with torque arm coupler and reversing automatic feed system Electronic three position control bar
Janelle Joslin [email protected]
2026 Morbark BVR16 Brush Chipper
EQUIPMENT AND OPTIONS
Michael Schloetter 120 Days ARO
Net 30 (650)947-252 FOB - Destination
Town of Los Altos Hills Town of Los Altos Hills
27400 Purissima Rd 27400 Purissima Rd
Los Altos Hills CA 94022 Los Altos Hills CA 94022
Equipment Quote and Order
Town of Los Altos Hills
26379 W Fremont Rd
Los Altos Hills CA 94022
Herein referred to as 'buyer'
Effective - 10/13/2025
Investment Proposal (Quote)
RDO Equipment Co.
24353 Clawiter Rd.
Hayward (VM) CA, 94545
Phone: (510) 460-3900 - Fax: (510) 723-0271
Proposal for:
TOWN OF LOS ALTOS HILLS
26379 W FREMONT RD
LOS ALTOS HILLS, CA, 940222698
SANTA CLARA
Investment Proposal Date:
Pricing Valid Until:
Deal Number:
Customer Account#:
Account Manager:
Phone:
Fax:
Email:
11/11/2025
1/1/2026
1963450
7222012
Daniel Monarrez
1 (510) 398-7187
[email protected]
Equipment Information
Quantity Serial Number
Stock Number
Hours
(approx.)
Status / Year / Make / Model
Additional Items
Cash Price
1 TBD
TBD
0 New 2025 VERMEER BC1500 $93,401.28
Other “Sourcewell - Contract # [010925-VRM] Member ID [66929]” $0.00 Other Price increase based on expected delivery $3,624.05 Equipment Subtotal: $97,025.33
Purchase Order Totals
Balance: $97,025.33
CA STATE TAX: $5,821.52
CA COUNTY TAX: $242.56
CA SPECIAL TAX: $2,789.48
Sales Tax Total: $8,853.56
PrePaid Tax License: $1,325.00
CA Tire Fee: $3.50
Sub Total: $107,207.39
Cash with Order: $0.00
Balance Due: $107,207.39
Equipment Options
Qty Serial Number Year / Make / Model Description
1 TBD 2025 VERMEER BC1500 BC1500014 BC1500 130HP CUMMINS DIESEL - TIER 4 FINAL BC1500016 ~MANUAL CHUTE ROTATION RIGHT SIDE
BC1500029 BC1500 WINCH RIGHT SIDE CONTROLS
BC1500040 ~BC1500 DOMESTIC 6-WAY ROUND TRAILER PLUG
BC1500052 BC1500 RT SIDE CONTROLS - (130HP) T4F/STAGE IV BC1500077 BC1500 STANDARD TIRES - 235/75R17.5H/J
BC1500092 ~BC1500 DOMESTIC OPTION 130HP TIER 4 FINAL
BC150051VP BC1500 DOM. VALUE PACKAGE 130HP T4F -
WINCH
BC1500AM010 TELEMATICS
D1963450 Page 1 of
1
15XPC_2025-10
All specifications, dimensions and options are subject to change without notice, and were current at the time of printing. Dimensions may vary, depending on options and engines selected. Bandit Industries, Inc. reserves the right to change designs, specifications and options without prior notice. © 2025 Bandit Industries, Inc. All Rights Reserved.
CALL YOUR LOCAL BANDIT SALES REPRESENTATIVE TO SCHEDULE A DEMONSTRATION TODAY! Bandit chippers have proven over time to be the best decision you can make for a long-term investment in a brush chipper. Like all Bandit models, the 15XPC is engineered for maximum performance, built to have the longest lifespan on the market, and equipped with features that increase operator productivity over time.
ENGINEERED PERFORMANCE
Bandit chippers are easier to feed, so you’ll be more productive during the day. Bandit’s unique slide box feed system and powerful dual horizontal feed rollers, which are 18.625” wide by 10.625” in diameter and powered by a pair of 32.3 CID hydraulic motors, crush and compress material, easily guiding it to the drum.
FEED, CRUSH, CHIP
The 15XPC’s drum turns at a lower RPM with greater torque, and the synchronized feed system never underfeeds or forces material against the drum. The result is a more efficiently fed chipper that reduces idle time, and translates to fuel savings up to 30 percent.
REDUCE YOUR FUEL COSTS
The most common maintenance items are easy to access on Bandit chippers. Bolt-in knives are easy to access and change through the chipper hood. And all service areas are easy to access, including all grease points, so daily maintenance is simple and quick.
MAXIMIZE YOUR UPTIME
Tree care companies, municipalities and right-ofway contractors serious about chipping thick limbs and even some whole trees for site cleanup should
look no further than the Intimidator 15XPC. Featuring
a powerful 24” diameter drum and generous 17-
1/4” high by 18-5/8” tall throat opening, this chipper
can take nearly anything you can throw at it. Bandit’s
powerful slide box feed system will pull and
compress limby material toward the drum to be
efficiently chipped, improving your productivity.
INTIMIDATOR™ 15XPC
15” Capacity Hand-Fed Chipper
FIND US ONLINE WWW.BANDITCHIPPERS.COM
6750 Millbrook Rd. • Remus, MI 49340 • 1-800-952-0178
Hand-Fed Chippers • Stump Grinders • Whole Tree Chippers Horizontal Grinders • Slow-Speed Shredders
ITEM 5C Attachment 4
WWW.BANDITCHIPPERS.COM • 15XPC_2025-10 (989) 561-2270 • [email protected] FOR MORE INFORMATION Bandit Offers a Complete Line of Tree Care Equipment:
Hand-Fed Chippers • Stump Grinders • Whole Tree Chippers Horizontal Grinders • Slow-Speed Shredders
Rope/Line Shear Device (standard)
Provides an improved chance that rope or lines inadvertently entering the chipper may be cut
Last Chance Cables (standard)
Stops/reverses the feed wheel when pulled in case of an emergency Operator Safety Control Bar (standard)
Wraps around 3 sides of the infeed chute & controls the direction of feed wheels Wood Pusher Paddle (standard)
Used to feed small wood debris into the chipper
Chipper Hood Pin w/Padlock (standard)
Prevents unauthorized access to the disc or drum
Chipper Hood Engine Disable Plug (standard)
Prevents engine from being started without the hood pin in place Hydraulic Bottom Bump Bar (option)
Stops feed wheels via mechanical connection when bumped, diverting hydraulic power away from the feed wheels
INTIMIDATOR™ 15XPC
SPECIFICATIONS
INTIMIDATOR™ 15XPC FEATURES
MEASUREMENTS TOWABLE
Length: 17’ 3” 525.8 cm
Width: 6’ 7” 200.7 cm
Height: 8’ 1” 246.4 cm
Weight: 6,800 - 7,500 lbs. 3,084 - 3,402 kg
Engines: 120 - 174 HP (89.5 - 129.8 kW)
Fuel Tank: 25 gal. 94.6 L
Hydraulic Tank: 12 gal. 45.4 L
UNDERCARRIAGES
Towable: (1) 8,000 lb. (3,629 kg) axle with (2) ST215/75R 17.5” (44.5 cm) tires mounted on 8-bolt heavy-duty gray rims
DIMENSIONS
Capacity: 15” 38.1cm
Opening: 17.25” high x 18.63” wide 43.8 cm high x 47.3 cm wide Drum: 24” dia. x 18.75” wide 61 cm dia. x 47.6 cm wide
RPM: Approximately 1,538 RPM
Hitch: 2-1/2” pintle hitch
Discharge: Height-adjustable, 360° hand crank swivel with 12” (30.5 cm) adjustable chip deflector
Feed System: Slide box feed system with (2) 21” (53 cm) adjustable down pressure springs, (2) 10-5/8” diameter x 18- 3/4” wide feed wheels (26.99 cm x 47.63 cm) powered by (2)
32.3 CID hydraulic motors
Frame: Mainframe is constructed of 1/4” x 2” x 4” rectangular Standard & Custom Colors Available tubing with a 3/8” x 3” x 6” tubular tongue Choose from two standard colors, or select a custom color to match your fleet.
Bandit Yellow Green
Since 1983, Bandit has manufactured equipment for a multitude of wood waste processing markets. The vision since the beginning, is to build quality, highly productive, easy to maintain equipment providing years of dependable service.
The commitment for quality, innovation and dedication is instilled in every employee and is one of the main reasons why Bandit became an Employee-Owned Company (ESOP) in 2018. These core values ensure each Bandit machine will leave the factory ready to exceed your expectations.
COMMITTED TO QUALITY & PRODUCTIVITY
2 7. Considering the low hour usage by the Town, would buying a low hour, used newer unit make more sense? Probably half the price.
- This is an option. This has not been a typical practice for Town staff, and we would need to review the purchasing policy. The quotes received are through Sourcewell vendors (joint purchasing agreements).
8. What is the expected number of economical operating hours for a properly maintained chipper? - Typically, the chipper is used 100-200 hours a year. Staff ran a report for the last calendar year, and we had approximately 550 hours of tree work. Typically, the chipper responds to 90% of these calls. Some locations do not require chipping or are inaccessible for the chipper. Again, the chipper hours do not clock haul or standby time.
From: WooJae Kim <[email protected]>
Sent: Friday, February 6, 2026 6:53 PM
To: BCC - Allan Epstein
Cc: Rajiv Bhateja <[email protected]>; Michael Schloetter <[email protected]> Subject: Re: PURCHASE A REPLACEMENT CHIPPER NOT TO EXCEED $100,000 Hi Allan,
We will get you the responses by Monday. Thank you.
WooJae
WooJae Kim, P.E.
Public Works Director
Town of Los Altos Hills
26379 Fremont Road
Los Altos Hills, CA 94022
P: 650-947-2516 | F: 650-941-3160
From: allan epstein <
Sent: Friday, February 6, 2026 6:47:38 PM
To: WooJae Kim <[email protected]>
Cc: Rajiv Bhateja <[email protected]>
Subject: PURCHASE A REPLACEMENT CHIPPER NOT TO EXCEED $100,000
Hi WooJae,
ITEM 5C: RESOLUTION AUTHORIZING THE CITY MANAGER TO PURCHASE A REPLACEMENT CHIPPER NOT TO EXCEED $100,000 AND EITHER SELL OR DONATE THE 2009 CARLTON 1790 TOWABLE CHIPPER The answers to the following questions will help in determining whether the recommended action is advantageous.
1. How much has been spent on maintaining the Town chipper since December 2023? What is its operating condition today? What needs to be repaired and what is the cost estimate for those repairs? How many hours has the chipper been used since December 2023?
3 2. Town’s usage is very low. Town usage 1000 hours over 16 years. Approximately 60 hours per year.
Assuming use of four hours per day that would be 15 days per year. Daily rental cost is around $300 per day, which would be $4500 per year. 15 years approximately $70,000.
3. Town’s current unit has a 9” capacity. Does town really need a 15” unit? How often are trees over 9” processed?
4. How much would a 9” unit cost?
5. Considering the low hour usage by the Town, would buying a low hour, used newer unit make more sense? Probably half the price.
6. What is the expected number of economical operating hours for a properly maintained chipper? Thank you.
Best,
Allan
1 Keren Brunner
From: Arika Miller
Sent: Tuesday, February 10, 2026 4:42 PM
To: Keren Brunner
Subject: FW: Agenda Comments February 10, 2026 Council Meeting From: allan epstein
Sent: Monday, February 9, 2026 11:29 PM
To: Arika Miller <[email protected]>
Cc: Rajiv Bhateja <[email protected]>; Cody Einfalt <[email protected]> Subject: Agenda Comments February 10, 2026 Council Meeting Hi Arika,
Unfortunately, I cannot attend the Council Meeting on February 10, 2026. Please attach my comments to the agenda.
Thank you.
Best,
Allan
5 C. Resolution Authorizing the City Manager to Purchase a Replacement Chipper Not to Exceed $100,000 and Either Sell or Donate the 2009 Carlton 1790 Towable Chipper Recommend Council not approve this item and defer the matter for further evaluation. Other options should be studied. Question the need for $100K expenditure on infrequently used equipment. Consider purchasing smaller unit comparable to current unit which will meet most needs, a previously owned lowhour-usage larger unit or repairing current unit. No material impact on delaying this decision and considering other alternatives.
5 D. Consideration of a Resolution Adopting the 2026–2027 Two-Year City Council Work Plan Comments:
Do not see replace recreation building on Work Plan.
Town already has PRA Software. Unaware of problems. Used by other cities. Adding solar and batteries to Yard is not cost eƯective, does not meaningfully reduce GHG, and does not oƯer reliable standby generation. Only worth doing if Town gets grant. Cleaning up Trak-it system database should be a priority. 6 A. Discussion on Emergency Management Services in Town and Possible Council Action to Approve Resolution Adopting Job Classification for an Emergency Manager and Amendments to the Town's Salary Schedule.
2 Do not object to creating this position in the Salary Schedule, however, do not believe it is advisable for the Town to hire a full-time Emergency Manager position. StaƯ report underestimates fully burdened cost. Estimated total cost $188,000- $253,805. Estimated cost per productive hour-$102-$137 per hour. Some of the work listed should be the responsibility of the Fire District Town should obtain more support from Fire District
Most identified work is one-time or low frequency, does not justify full time person Deputy City Manager can perform some of the coordination and follow up tasks Thorough analysis of work to be completed and estimated hours to complete have not been done. Town should continue with part time consultant.
6 C. Discussion on Adjustments to the City Council Member Stipend At the January Council meeting I made the following statement. “Allan Epstein, a Los Altos Hills resident, stated that while he did not object to the Council’s decision, he encouraged full transparency regarding the total cost of Council compensation. He noted that healthcare benefits can be significantly more expensive than stipends and emphasized that all associated costs should be included in the analysis, so the public is fully informed. He also suggested conducting a broader comparison with cities of similar size and socioeconomic characteristics when evaluating potential stipend adjustments.” StaƯ report fails to address comments. Did not disclose nature and cost of benefits Council currently receive, how they compare to other similar cities, or the $36,000 financial impact of changing from $300 to $900 per month per councilmember.
7 A. Update from Mayoral Rotation Ad Hoc Committee
Do not believe any changes are necessary as to how the Vice Mayor is currently selected. There should not be any requirement for years of service for the Vice Mayor position. Vice Mayor should become Mayor.
7 B. Update from Community Survey Ad Hoc Committee
Do not believe $30K+ professional survey is warranted at this time. Should start with limited internetbased survey or picnic participant survey.
ITEM 5D
1 TOWN OF LOS ALTOS HILLS February 10, 2026
Staff Report to the City Council
SUBJECT: RESOLUTION APPROVING CITY COUNCIL WORK PLAN FOR 2026-27 FROM: Joram Parcutilo, Management Analyst
APPROVED: Cody Einfalt, Acting City Manager
__________________________________________________________________________ RECOMMENDATION: That the City Council should:
Adopt the attached resolution (Attachment 1) approving the City Council Work Plan for 2026-27 BACKGROUND:
On February 4, 2026 the City Council held a two-year Priority Setting Session, at which staff presented a proposed Work Plan for 2026-27. The Work Plan included 60 projects identified by Council, Committees and staff. After dialogue and public comments at the session, the Council was given the opportunity to add and delete items from the Work Plan; by a process of “dot” voting, the City Council elected to add six items to the Work Plan. Below are the six items categorized by Department.
City Manager’s Office:
1. Green Sheets – a commitment to have Council discussion City Clerk’s Office: (pending upcoming budget ask)
1. Implement a PRA software or solution
Community Development: (pending upcoming budget ask)
1. Improve Deposit Management for Current Projects
2. Inspection Scheduling System
3. Heat Pump Rebates
Public Works: (pending upcoming budget ask)
1. Phase II Native Garden
To create more flexibility in the 2026-27, Council agreed to remove/defer to committees the following items from the Work Plan:
1. Fire Services Review (Removed)
2. Re-Evaluate ALPR System (Removed due to completion)
3. Green House Gas Inventory (Removed and deferred to the Environmental Initiatives Committee)
4. Establish senior-focused programs and activities at Heritage House (Deferred to the Senior Commission)
5. AI Workshop (Deferred to the Technology Committee)
Staff Report to City Council Page 2
2026-27 Work Plan Adoption
February 10, 2026
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.
The final approved Workplan is attached (Attachment 2), as is a summary of the session prepared by the consultant from RPMG (Attachment 3). Staff informed Council that additional resources would be needed in the upcoming two year budget cycle to be able to move forward with some of the projects in the plan and that barring any unforeseen events such as loss of staffing, natural disasters or a change in council direction, the staff intends to make every effort to accomplish the goals on the Workplan.
Approximately 1 year from adoption, staff will present a mid-cycle progress report to Council going into detail on the current status of the projects in the attached Workplan; Next January, Council will have an opportunity to review and fine tune the plan for calendar year 2027. 2026-27 CITY COUNCIL WORK PLAN
Adopting the 2026-27 workplan will help staff prioritize their bandwidth for the next two years and set the direction for projects across Town.
ENVIRONMENTAL REVIEW:
Adopting the 2026-27 Work Plan is exempt from California Environmental Quality Act (CEQA) due to this work not being defined as a “project” under CEQA.
FISCAL IMPACT:
Adopting the 2026-27 City Council Workplan does not have any direct financial impacts. Projects identified in the plan that require new or additional funding will come before the Council with the 2-year budget approval or throughout the year for approval and budget appropriation.
ATTACHMENTS:
1. Resolution
2. 2026-27 Work Plan
3. RPMG Report on Priority Setting Session
Resolution __ -24 Page 1
RESOLUTION __ - 26
RESOLUTION APPROVING CITY COUNCIL WORK PLAN FOR 2026-27 WHEREAS, the City Council engages in a priority setting session to create a work plan for the year ahead; and
WHEREAS, staff assembles a proposed work plan taking into consideration projects that Councilmembers, Committees, and staff would like to accomplish during the year; and WHEREAS, the Work Plan consists of both mandated projects that are required to be completed by the County, State, and Federal governments, as well as other highly desired projects; and WHEREAS, on February 4, 2026 staff presented a proposed work plan for the two-year cycle of 2026-27; and
WHEREAS, through deliberation the City Council and staff amended the work plan to accommodate the views of the Council and the bandwidth of staff.
NOW THEREFORE, the City Council of the Town of Los Altos Hills hereby approves of the attached Council Work Plan for 2026-27.
The above and foregoing Resolution was passed and adopted by the City Council of the Town of Los Altos Hills at a Regular meeting held on 10th of February 2026 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
By:
Rajiv Bhateja, Mayor
ATTEST:
_____
Arika Miller, City Clerk
ITEM 5D, Attachment 1
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 $10,000 X Update PRA Software Faster PRA response time Find and implement new software City Clerk City Clerk-30
MANDATED/BUDGET CC PROJECT KEY PROJECTS/INITIATIVES LEAD DEPARTMENT COMMITTEE
INVOLVEMENT
City Clerk
Update Town Calendar with Meetings
City Clerk
City Clerk
City Clerk
City Clerk
City Clerk
City Clerk
Publish Notices for Meetings
City Clerk
In Progress/Carry-Over From Previous Workplan
Listed By Committee as a Goal/Project
Update Municode
Reconcile Credit Card Logs
Notary Requests
PRAs
Add Records to Laserfiche
Deferred to Committee
Added During February 4th Goal Setting Workshop
BEYOND CAPACITY
KEY OUTCOME ESTIMATED STAFF
HOURS
City Clerk
Core Day-Day Operations (Running list)
TASK NAME STAFF INVOLVEMENT
Respond to Committee Emails City Clerk
Build Agendas for City Council City Clerk
Draft Minutes for Consideration
New Projects
LEGEND
1 ITEM 5D, Attachment 2
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
X Green Sheets
Gain Council consensus on how to codify
document City Council discussion at CC meeting CMO CMO- 60hrs
MANDATED/BUDGET CC PROJECT KEY PROJECTS/INITIATIVES
LEAD
DEPARTMENT
COMMITTEE
INVOLVEMENT
AI Workshop CMO
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 $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
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 CMO- 20hrs
Management Analyst
Work on the Weekly Management Analyst
Deferred to Committee
Added During February 4th Goal Setting Workshop
Grant Management Management Analyst
Speed Feedback Sign Data Analysis Management Analyst
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
2
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 X 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 ADUs CDD 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 CDD
X CDD Listening Response Session
3
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 lowerincome
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
$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 X Housing Element Programs 4
$1,500 F-2 Housing Mobility
In coordination with programs A1, 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 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
$15K X Inspection scheduling system Improve inspection scheduling system Software to improve UI and
accessibility for applicants CDD None CDD - 50hrs
$15K X
Improve deposit management for current
projects
Track deposit accounts for building, planning and
public works and improve efficiency of deposit
returns
Improve backend management
for staff to process deposits on a
regular cadence CDD FIC CDD - 100hrs
$15K X
Heat pump rebates/Whole Home
assessment/administration
Promote the use of heat pumps (~10 rebates a
year)
Continue to provide funding for
electrification of heat pumps in
Town CDD EIC CDD - 50hrs
MANDATED/BUDGET CC PROJECT KEY PROJECTS/INITIATIVES LEAD DEPARTMENT
COMMITTEE
INVOLVEMENT
No Cost Grant Reimbursements CDD None
$15K X AI plan review tools and user guides CDD Technology 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 Muni Code Update - Creeks/Swales CDD PC CDD - 240hrs Prepare and publish eTRAKiT user guides CDD - 50hrs
ncreased accuracy and efficiency from planning staff; staisfaction of HCD Requirments CDD - 80hrs Update Municipal Code in alignment with
California State law
Muni Code Update - Views CDD - 240hrs
Muni Code Update - Historic Preservation CDD - 240hrs
Muni Code Update - Lightwells CDD - 240hrs
Muni Code Update - Fences CDD - 240hrs
Muni Code Update - Parking CDD - 240hrs
CDD - 50hrs
Improve inter-agency cooperation with partners CDD - 50hrs Send and review bi-annual planning feedback surveys CDD - 25hrs Submit reimbursements for grant money that the Town has available CDD - 25hrs Municipal Code Updates: In Alignment with
California State Law
BEYOND CAPACITY
KEY OUTCOME
ESTIMATED STAFF
HOURS
Write and administer AI tools SOPs
5
No Cost PGE Transformer "one year above ground"
variance policy
CDD PC
No Cost Density Solutions CDD PC
In Progress/Carry-Over From Previous Workplan
Listed By Committee as a Goal/Project
New Projects
CDD
Building and planning records administration CDD
Training, Certification Maintenance, and Regional Collaboration LEGEND
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 Facilitate property records requests CDD
General public facing administration CDD
Manage scheduling and completion of building inspections 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 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 Staff counter appointments and inquiries with residents CDD PGE Transformer Policy CDD - 240hrs
Density solutions CDD - 240hrs
Core Day-Day Operations (Running list)
TASK NAME STAFF INVOLVEMENT
Deferred to Committee
Added During February 4th Goal Setting Workshop
6
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 Budget Completed
Payroll Completed
Accounts Payable Completed
Purchasing Finance - 40 hours
Bank and Cash Reconciliation Finance - 80 hours
ACFR Finance - 120 hours
Uncollectible Accounts Receivables Finance - 80 hours
Stale dated checks or escheatment
process Finance - 80 hours
MANDATED/BUDGET CC PROJECT KEY PROJECTS/INITIATIVES LEAD DEPARTMENT
COMMITTEE
INVOLVEMENT
$30K X
Complete and Implement Impact
Fee Study for New Impact Fees Finance FIC
Finance
$20K X New Building Permit Fee Schedule
Update the Town's Building Fee Schedule
in line with the new COS Study Finance, CDD FIC
FIC
X Financial Policies
Create Financial Policy for uncollectible
Accounts Receivables, stale dated
checks or escheatment process, and
Purchasing Policy Finance FIC
$20K Cost for Service Study
Complete a Cost of Service Study which
is the basis to evaluate new fees Finance, CDD FIC
$20K
Maximize functions of financial
systems
Use and streamline functions of
financial systems (Budget, Project
Accounting, Purchasing, AP, Fixed
Assets, Bank Reconciliation, ACFR) Finance
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. Current impact fees include park, pathway, and drainage fees.
Finance - 120 hours
CDD- 120 hours
Maximize functions of financial
systems
Use and streamline functions of financial systems (Fixed Assets, Project Accounting) Finance FIC
Monthly credit card recording
Provided PRA report as requested
Year-End Closing Entries AP Adjustments
Assist with internal AP Automation inquiries and filing Cash Flow and Investment Monitoring
Core Day-Day Operations (Running list)
TASK NAME STAFF INVOLVEMENT
Accounts Payable Intake and Invoice Routing
Accounting Technician
Accounts Payable Processing
AP Inquiry Response and Vendor Communication
Check Run Documentation Assembly and Automation
Invoice Matching and Coding
Vendor Compliance Documentation
Prep vendor form request for Senor Accountant to review and setup in Tyler 1099 preparation and mail before due date
Unclaimed property research & reissued
Assist with external audit
Assist and prepare the out of state sales tax payment
Internal Control Monitoring
Investment Reporting
7
Deferred to Committee
Added During February 4th Goal Setting Workshop
Risk Management and Insurance Administration
Strategic Planning and Council Goals Support
Procurement Compliance and Oversight
User Fee Study Support
Annual ACFR Preparation
Finance Director
Long-Term Financial Planning and Forecasting
Property Tax Monitoring
Technology System Administration
Financial Systems Modernization and Process Improvement Initiatives Finance Director, Senior Accountant
Audit Preparation (Interim and Year-End)
Bank Reconciliation
Finance Director, Management Analyst
Budget Monitoring and Adjustments
Classification and Compensation Analysis
Cost Allocation Plan Development
Council Agenda Item Preparation
Finance and Investment Committee Meeting Support
Finance Weekly Update Preparation
Financial Policy and Procedure Updates
HR Policy and Procedure Updates
Monthly Treasurer's and Disbursements Reports
Annual Budget Preparation
Revenue Tracking and Variance Review
Cash Receipts Posting and Daily Deposits
Employee Benefits Reconciliation
Background Check Coordination and Compliance
Management Analyst
Candidate Screening and Interview Scheduling
Capital Project Budget and Expenditure Tracking
Contract Review and Tracking
Developer Deposit Tracking
Employee Onboarding and Training Documentation
Grants and Restricted Funds Monitoring
HR Analytics and Workforce Reporting
Job Description Development and Updates
New Projects
PERS Reporting and Payments
Quarterly and Annual Payroll Filings
Year-End Closing Entries and Adjustments
LEGEND
In Progress/Carry-Over From Previous Workplan
Listed By Committee as a Goal/Project
Employee Records Maintenance and Compliance
Fixed Asset and Capital Asset Accounting
Grant Billing and Drawdowns
Journal Entry Preparation
Payroll Journal Entry Posting
Payroll Processing Review
Purchase Order Review and Release
Recruitment Coordination and Job Posting Management
State Controller’s and Regulatory Financial Reports
Unclaimed Property Tracking
Accounts Payable Payment Batch Processing
Senior Accountant
Accounts Receivable Billing
Benefit Enrollment and Status Change Processing
8
MANDATED/BUDGET CC Project KEY PROJECTS/INITIATIVES KEY OUTCOME MILESTONES FOR 2026-27 QUARTER OF COMPLETION LEAD
DEPARTMENT
COMMITTEE INVOLVEMENT
ESTIMATED STAFF
HOURS Tier (1 or 2)
Host Community Events throughout the year
High-quality, well-attended
community events that foster
resident engagement and
connection. Ongoing CS PRCEC
Community
Services- 95 1
Continue to produce the Activity Guide 2x a year
Reliable, biannual communication
of Town programs and services to
support participation and
community engagement. Ongoing CS
Community
Services- 20 hrs 1
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. Q2 2026 CS FIC, Open Space, PRCEC Community
Services- 6hrs
CMO- 10hrs 1
A revised agreement reflecting operational needs,
community input, and long-term barn
sustainability
A renewed agreement that clearly
defines maintenance
responsibilities, cost-sharing, and
supports continued equestrian
programming. Q2 2026 CS FIC, Open Space, PRCEC
Community
Services- 6hrs
CMO- 10hrs 1
Ongoing, reliable operation of equestrian
programs and services at Westwind Community
Barn
A renewed agreement that clearly
defines maintenance
responsibilities, cost-sharing, and
supports continued equestrian
programming. Q2 2026 CS FIC, Open Space, PRCEC
Community
Services-10hrs
CMO- 10hrs 1
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 Q3 2026 CS FIC, Open Space, PRCEC
Community
Services- 10 hrs 2
Launch new senior programs aligned with interests
and community needs
Develop program schedule and
secure instructors/volunteers
Q3 2026 (Depends on Heritage
House Remodel Completion) CS PRCEC, History Committee
Community
Services- 8 hrs
Engineering- 8 hrs 1
Regular participation from senior residents and
measurable engagement outcomes
Pilot at least one senior program or
activity at Heritage House
Q3 2026 (Depends on Heritage
House Remodel Completion) CS PRCEC, History Committee
Community
Services- 20 hrs
Engineering- 1
Enhanced use of Heritage House as a recreational
and community resource for older adults
Evaluate engagement,
participation trends, and program
effectiveness
Q3 2026 (Depends on Heritage
House Remodel Completion) CS PRCEC, History Committee
Community
Services- 10 hrs
Engineering- 10 hrs 1
MANDATED/BUDGET CC Project KEY PROJECTS/INITIATIVES
LEAD
DEPARTMENT
COMMITTEE
INVOLVEMENT
CS PRCEC, FIC
CS PREC
TASK NAME
Manage partnerships and contracts such as Little League and Westwind/VDE 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 Coordinate, manage, and implement Town events, programs, and community activities Prepare staff reports, agreements, resolutions, and supporting documentation Parks and Rec
STAFF INVOLVEMENT
Community Services
Community Building through Town-wide
Events and Activities
Renew Victoria Dye Equestrian Concession
Agreement
Community Services
Oversee vendor coordination, contract management, procurement, and invoicing Community Services
Develop, schedule, and support recreation programming and community services Community Services Community Services
Recruit, schedule, and oversee volunteers and Youth Commission members
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
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
Community Services
9
New Projects
LEGEND
Track program budgets, expenses, cost recovery, and revenue Collaborate with schools, nonprofits, and regional partners on joint programming and community initiatives Respond to resident inquiries and service requests
Oversee waitlists, refunds, transfers, and registration-related financial reconciliation Oversee facility operations, scheduling, and logistics for community spaces In Progress/Carry-Over From Previous Workplan
Listed By Committee as a Goal/Project
Community Services
Community Services
Draft and distribute community communications, outreach materials, and marketing content 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 Community Services
Deferred to Committee
Added During February 4th Goal Setting Workshop
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 10
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
CIP Budget Approved Construction 140
Middle Fork to Maple Leaf Court Pathway Construct Middle Fork to Maple Leaf Court Path Public Works- Engineering
PWC
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
Fleet & Equipment Procurement Replace old trucks and equipment per Town policies.
Public Works- Maintenance
EIC
$400k
HVAC Upgrade at Town Hall & Council
Chambers
Electrification of Town Hall and Council
Chambers Public Works - Engineering
EIC
Purissima Park Improvement Program Purissima Park Improvements Public Works- Maintenance CIP Budget Approved Westwind Community Barn Improvements Westwind Community Barn Improvement 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 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 $200k (80% grant funded)
Townwide Guardrail Upgrade Townwide Guardrail Upgrade (pending approval of HSIP federal grant) Public Works- Engineering Public Works
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
$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
11
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
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
$25,000 (equipment/materials) +
$10,000 (staff overtime) X
Phase II Native Garden Install new (and renew existing) native plantings along with irrigation and rain
harvesting features
EDPC to specify native plantings, irrigation
system, and rain harvesting features for
Public Works Maintenance staff to install.
Staff involvement would need to be overtime
due to limited staff capacity.
Public WorksEngineering/Maintenance
EDPC 100 (overtime)
MANDATED/BUDGET CC PROJECT KEY PROJECTS/INITIATIVES LEAD DEPARTMENT
COMMITTEE
INVOLVEMENT
TBD X
Los Altos Hills Community Fiber
Installation (NEW-Post January 2026
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 Annual Water Board Report Engineering
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 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 Core Day-Day Operations (Running list)
TASK NAME STAFF INVOLVEMENT
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 right-of-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 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
O'Keefe Sanitary Sewer Lift Station
Upgrade Public Works- Engineering
$80K
Sewer Rate Study Sewer rate study Public Works- Engineering FIC
$900,000 2027 Sewer CIP Public Works- Engineering
CIP Budget Approved; $900,000 Sewer Rehabilitation and Repair 2026 Sewer CIP Public Works- Engineering
Miscellaneous Pathways Construction of other priority MPP pathways and miscellaneous pathway projects.
Public WorksEngineering/Maintenance
PWC
12
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 Support Committees Engineering
Support City Council (including staff reports) Engineering Coordination with Utilities PWD
Tree Survey and Notifications Engineering
Tree Removal Maintenance
City Manager Weekly Reports PWD
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
Signage Maintenance Maintenance
Facility Maintenance Maintenance
Fleet & Equipment Maintenance Maintenance
Transportation Reporting - Measure B LSR, E&E, SB-1, TDA3, P-TAP, TFCA, CMP, other Engineering Pavement Maintenance Maintenance
Deferred to Committee
Added During February 4th Goal Setting Workshop
13
Town of Los Altos Hills
2026-27 PRIORITY SETTING SESSION
SUMMARY REPORT Prepared by:
Dan Rich -
Renne Public Management
Group
February 4, 2026
ITEM 5D, Attachment 3
1 2026-27 Priority Setting Session
Final Report
Introduction
The City Council of Los Altos Hills conducts Bi-Annual Priority Setting to provide direction to staff on priorities for the coming two years, and to hear from the public on their interests related to priorities for the Town and its residents. The Priority Setting process ensures that Council, Committees and staff are all aligned on where time and resources should be focused. The 2026-27 Priority Setting Session was held on February 4 in the Council Chamber, with Mayor Bhateja presiding over the public meeting.
Acting City Manager Cody Einfalt and members of the executive team were present at the meeting, which was facilitated by Dan Rich from the Renne Public Management Group (RPMG). Ultimately, a Work Plan with 63 projects, including 6 projects added at the session, was unanimously endorsed by the Council and is attached as Exhibit A to this report. A summary of the session follows.
Background
Planning for the session began long before the actual meeting. The effort started in September with the help of Frank Benest, ICMA Executive Leader, who worked with staff to build and facilitate a process to collect and consider all the priorities from the various stakeholders. This effort was followed by the City Manager meeting with all of the City’s standing committees to discuss the process and ask them to develop a list of desired priority projects for 2026-27. Concurrently, Dan Rich held one-on-one meetings with each member of the Council to hear from them on the process and discuss their priorities for the two year cycle. Staff then went through an organized process to determine the proposed priorities, including two half day work sessions with Dr. Benest. In doing so, they considered mandates and carryover items from 2025, as well as new items identified
2 by Council, Committees and staff. Using all that input, staff developed the proposed 2026-27 Work Plan.
On January 21, the City Council held a special meeting to hear from the Planning Commission and standing committees on their accomplishments and proposed 2026-27 priorities. Then, at the February 4th session, staff presented a recommended two-year Work Plan with 60 projects, categorized by department in order to better show the total workload for various staff teams.
The recommended work plan incorporated 22 items proposed by standing committees - and 27 others can be worked on by the committees with limited staff time from the Town; an additional 21 are considered day to day items and will be done but not shown on the Work Plan. So 74% of the 94 items proposed by the committees will be worked on. The presentation also included a total of 27 “Beyond Capacity” items – projects suggested by Council or others that were desired but there were not sufficient resources to undertake.
Agenda
The agenda for the priority setting session was as follows:
Introductory Comments
Agenda Overview
Recommended 2026-27 Work Plan
Council Questions and Initial Discussion
PUBLIC COMMENTS
Identify Possible Changes to the Work Plan
LUNCH
Discuss new approach for items added during the year
Discussion of Items NOT on the Work Plan
PUBLIC COMMENTS
Vote on 4 Strategic Goals and approach to new items
Discuss and Vote on Changes to the 2026-27 Work Plan
Staff Huddle
Recap and Next Steps
3 Ground Rules
After introductory comments by the Acting City Manager, Dan Rich from RPMG reviewed the agenda and proposed the following suggested ground rules which were similar to those used in 2025:
All voices matter; all voices are equal
Actively listen
Be constructive when providing feedback or asking questions Recognize common interests and seek consensus
Focus on special projects, not the day-to-day operations Enjoy the day
Guiding Principles
In 2023, staff created and presented “foundational principles” to the Council; they were designed to acknowledge the importance of prioritizing, ensure clarity of roles, and to focus staff work with the Council’s priorities. For the current cycle, the Guiding Principles were modified, reordered, and shortened slightly, without changing the intent. Council adopted the following as presented.
:
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 Review of the 2024-25 Work Plan and Presentation of the Recommended 26-27 Work Plan
The Acting City Manager provided a recap of the 2024-25 Council priorities and achievements: there were 63 items adopted initially, including 34 new items from Council and a total of 159 milestones. During the course of the two year cycle, 23 additional projects were taken on. A total of 65 out of 86 projects were completed. The Acting City Manager then went through a presentation of the proposed 2026-27 Work Plan and how it was developed. He noted that the proposed Work Plan included 60 projects, many of which are mandated or carryover items; 39 are new for the upcoming cycle. 19 of the projects in the plan came from Council and another 19 came from the committees.
Public Comments and Council Dialogue
After initial questions and a general discussion of the proposed Work Plan, public comments were solicited. Many of the comments related to the Tree/View ordinance;
4 other comments included a request for funding for the History Committee, proceeding with the Summerhill path, and enhancements to the etrak-IT system. The consultant then facilitated a multi-step process for the Council to consider possible deletions or additions to the Work Plan, which included a review of the “Beyond Capacity” and committee items not proposed to be worked on. Council then had a preliminary discussion of items they were interested in considering adding to, or dropping from, the Work Plan prior to a lunch break.
After lunch, Council discussed and confirmed a new process for adding work items midcycle. Specifically, it will be a two-step process where if a majority wants to add something, staff will return with a report indicating what resources are needed to take it on (added personnel, consultants, budget, delaying or dropping other projects, etc.).
Council then reviewed and approved the following Strategic Goals, which are the same as they are currently. When the Work Plan is brought back to Council for final approval, the projects will be categorized by the following Strategic Goals, not by department. Maintain Quality of Life and Community Character
Promote Public Safety
Increase Effective Service Delivery and Governance
Protect and Maintain Infrastructure
Council then discussed potential items to drop from – or add to - the Work Plan, reviewing the list department by department. Council identified the following potential drops:
Fire services review (CMO) - 100 hrs estimated
Green House Gas Inventory (CDD) - 120 hrs
Muni code – Firescape and landscaping (CDD) - 240 hrs Bench Policy (P&R) – 10 hrs
Senior Programing for the Heritage House - 20-40 hrs
Summerhill Pathway (PW) - 200hrs
5 Initially, the following thirteen items (and the “host” department) were identified as potential additions and discussed by Council, with another opportunity for public input before the Council discussed them further and went through a “dot” voting exercise:
PRA Software (Clerk)
AI Workshop (CMO)
Heat Pumps (CDD)
Deposit Management (CDD)
Inspection Scheduling Software ((CDD)
Historic Preservation Ordinance (CDD)
Pickleball Courts (P&R)
Water Well (PW)
Eucalyptus Trees (PW)
Native Garden expansion (PW)
Monitor SOP documentation
Green Sheets
View Ordinance
Council discussed the potential items to add and determined that one of them could be handed off to a committee to take the lead on (AI Workshop) and one should not be added (Water Wells) so voted on the remaining eleven items. The vote tally (and estimated work hours) is shown below.
So six items were supported by a majority of the Council, with four of them receiving a “#1” vote.
PRA Software (30 hours): 3 votes
Heat Pumps (50 hours): 3 votes
Deposit Management (100 hours): 4 votes
Inspection Scheduling software (50 hrs) 4 votes
Historic Preservation Ord. (240 hours): 1 vote
Pickleball courts (50 hours) 2 votes
Eucalyptus Trees (100 hours) 1 vote
Native Garden (TBD) 4 votes
Documenting SOPs (TBD) 0 votes
Green Sheets (TBD) 3 votes
View Ordinance (240 hours) 1 vote
6 Final changes made to the 2026-27 Work Plan
After the Council vote to add items, the meeting was recessed briefly so staff could huddle to assess what tradeoffs or resources would be needed to incorporate the items a majority of the Council wished to add. After the staff discussion, the following changes were recommended:
Deletions from the Work Plan
1. Fire Services Review (CMO)
Deferred to Committees
1. Green House Gas (CDD)
2. Senior Programing for the Heritage House (P&R)
Additions to the Work Plan
1. Green Sheets (CMO) – Commitment to have Council discussion Additions to the Work Plan pending upcoming Budget Asks
1. Inspection Software (CDD)
2. Deposit Management (CDD)
3. Heat Pumps (CDD)
4. Native Gardens (PW)
5. PRA Software (Clerk)
7 On a motion by Councilmember Tankha, seconded by Vice Mayor Tyson, the Council unanimously supported the changes to the Work Plan.
Exhibit A is the updated final 2026-27 Work Plan with these changes incorporated.
Staff will begin working on the plan and will seek budgetary funding for specific projects on the plan during the 2026-27 Budget Process. The staff will also update the City Council on the status of each project within the plan at a regularly scheduled City Council meeting in approximately 6 months. As noted earlier, there is a “two-step” process for new items to be added during the year. And next January, a review and fine tuning of the two-year Work Plan will be undertaken by the Council.
The Council priority setting session adjourned at approximately 2:30.
1 Keren Brunner
From: Arika Miller
Sent: Tuesday, February 10, 2026 4:42 PM
To: Keren Brunner
Subject: FW: Agenda Comments February 10, 2026 Council Meeting From: allan epstein
Sent: Monday, February 9, 2026 11:29 PM
To: Arika Miller <[email protected]>
Cc: Rajiv Bhateja <[email protected]>; Cody Einfalt <[email protected]> Subject: Agenda Comments February 10, 2026 Council Meeting Hi Arika,
Unfortunately, I cannot attend the Council Meeting on February 10, 2026. Please attach my comments to the agenda.
Thank you.
Best,
Allan
5 C. Resolution Authorizing the City Manager to Purchase a Replacement Chipper Not to Exceed $100,000 and Either Sell or Donate the 2009 Carlton 1790 Towable Chipper Recommend Council not approve this item and defer the matter for further evaluation. Other options should be studied. Question the need for $100K expenditure on infrequently used equipment. Consider purchasing smaller unit comparable to current unit which will meet most needs, a previously owned lowhour-usage larger unit or repairing current unit. No material impact on delaying this decision and considering other alternatives.
5 D. Consideration of a Resolution Adopting the 2026–2027 Two-Year City Council Work Plan Comments:
Do not see replace recreation building on Work Plan.
Town already has PRA Software. Unaware of problems. Used by other cities. Adding solar and batteries to Yard is not cost eƯective, does not meaningfully reduce GHG, and does not oƯer reliable standby generation. Only worth doing if Town gets grant. Cleaning up Trak-it system database should be a priority. 6 A. Discussion on Emergency Management Services in Town and Possible Council Action to Approve Resolution Adopting Job Classification for an Emergency Manager and Amendments to the Town's Salary Schedule.
2 Do not object to creating this position in the Salary Schedule, however, do not believe it is advisable for the Town to hire a full-time Emergency Manager position. StaƯ report underestimates fully burdened cost. Estimated total cost $188,000- $253,805. Estimated cost per productive hour-$102-$137 per hour. Some of the work listed should be the responsibility of the Fire District Town should obtain more support from Fire District
Most identified work is one-time or low frequency, does not justify full time person Deputy City Manager can perform some of the coordination and follow up tasks Thorough analysis of work to be completed and estimated hours to complete have not been done. Town should continue with part time consultant.
6 C. Discussion on Adjustments to the City Council Member Stipend At the January Council meeting I made the following statement. “Allan Epstein, a Los Altos Hills resident, stated that while he did not object to the Council’s decision, he encouraged full transparency regarding the total cost of Council compensation. He noted that healthcare benefits can be significantly more expensive than stipends and emphasized that all associated costs should be included in the analysis, so the public is fully informed. He also suggested conducting a broader comparison with cities of similar size and socioeconomic characteristics when evaluating potential stipend adjustments.” StaƯ report fails to address comments. Did not disclose nature and cost of benefits Council currently receive, how they compare to other similar cities, or the $36,000 financial impact of changing from $300 to $900 per month per councilmember.
7 A. Update from Mayoral Rotation Ad Hoc Committee
Do not believe any changes are necessary as to how the Vice Mayor is currently selected. There should not be any requirement for years of service for the Vice Mayor position. Vice Mayor should become Mayor.
7 B. Update from Community Survey Ad Hoc Committee
Do not believe $30K+ professional survey is warranted at this time. Should start with limited internetbased survey or picnic participant survey.
ITEM 6A
TOWN OF LOS ALTOS HILLS February 10, 2026
Staff Report to the City Council
SUBJECT: DISCUSSION ON EMERGENCY MANAGEMENT SERVICES IN
TOWN AND POSSIBLE COUNCIL ACTION TO APPROVE
RESOLUTION ADOPTING JOB CLASSIFICATION FOR AN
EMERGENCY MANAGER AND AMENDMENTS TO THE TOWN’S
SALARY SCHEDULE
FROM: Cody Einfalt, Acting City Manager
RECOMMENDATION: That the City Council should:
Engage in a discussion on emergency management services in Town and adopt the resolution (Attachment 1) approving job classification (Attachment 2) for an Emergency Manager and amendments to the Town’s salary schedule.
Possible Alternative:
• Maintain the current model of consultant-based emergency management support, direct staff to begin recruitment for full-time position, and reassess if there is unsuccessful recruitment
BACKGROUND:
Los Altos Hills has utilized both employees and consultants to fill emergency management responsibilities in Town over the years. Dating back to the early 2000, and possibly earlier, Town staff retained a Public Safety Officer (Attachment 3). Initially, the role was designed as a civilian, non-sworn position focused on supporting law enforcement activities, enforcing municipal codes, issuing citations, and assisting with basic emergency preparedness.
In 2011 the responsibilities of the position were updated by the City Council to focus on strategic emergency management. The role was renamed Public Safety Officer – Emergency Operations Manager (Attachment 4).
The updated role emphasized planning, implementing, and evaluating comprehensive emergency preparedness and disaster recovery programs under the Standardized Emergency Management System (SEMS/ICS) model, managing the Town’s Emergency Operations Center, and coordinating interagency efforts with local, county, state, and federal partners. Responsibilities included developing and maintaining the Emergency Operations Plan, overseeing community emergency response teams, administering homeland security grants, and delivering public education and staff training on emergency preparedness.
This evolution reflected the Town’s increased commitment to disaster readiness and resilience, shifting the position from routine enforcement duties to a leadership role in emergency operations and community safety. The position was filled by a full-time employee until that individual’s retirement from the Town around 2012.
Staff Report to City Council
Emergency Manager Position
February 10, 2026
However, in 2012 the Town switched its approach to emergency management and relied on contracted consultants to provide professional emergency management services. Beginning in 2012 with Marsha Hovey, LLC, and followed by Ann Hepenstal of Pacific Preparedness, LLC from July 1, 2022 through June 30, 2024, the Town utilized part-time consultant support for emergency management projects in Town. These consultants were responsible for updating emergency plans, training staff, and representing the Town in regional emergency management activities.
Upon the expiration of these contracts, Town staff temporarily assumed emergency management duties but soon identified capacity and expertise limitations that prompted a renewed search for specialized support. In July 2025, the City Council authorized a one-year agreement with Victoria Bebee for part-time emergency management consulting services (~20 hours a week), not to exceed $140,000, to address ongoing needs in preparedness planning, staff training, and interagency coordination.
DISCUSSION:
As detailed in the Background section, the Town of Los Altos Hills has historically relied on a combination of part-time consultants and existing staff to fulfill emergency management functions.
However, the increasing complexity of regulatory requirements, the volume of specialized projects, and the need for technical expertise have highlighted significant limitations in the current approach which are beyond the capacity of current staff.
The following analysis compares the ongoing responsibilities of a full-time emergency manager with those of a typical consultant emergency manager. Full-time employees are intended to handle continuous responsibilities, ensuring the seamless operation and preparedness of emergency management programs. On the other hand, consultants are utilized for specific, one-time projects that have a clear beginning and end, addressing specialized needs and providing expertise for particular tasks.
Service Attribute Current Model
(Consultant)
Proposed Model (Full-Time
Emergency Manager)
Plan Updates &
Compliance
Periodic, limited by
contract hours
Ongoing, proactive, and fully
integrated
EOC Readiness &
Training
Annual exercises, basic
training
Advanced, continuous training and
exercises
Wildfire Mitigation
Integration
Project-based, limited
scope
Comprehensive, ongoing, and
grant-supported
Community Outreach As available, limited
engagement
Structured, year-round, and datadriven
Staff Report to City Council
Emergency Manager Position
February 10, 2026
Service Attribute Current Model
(Consultant)
Proposed Model (Full-Time
Emergency Manager)
Interagency Coordination Attendance at key
meetings
Active leadership and partnership
building
Grant
Development/Management
As needed, limited
capacity
Proactive pursuit and
administration
After-Action Reporting Post-incident only Systematic, with continuous improvement
Getting more specific into the essential duties of the proposed Emergency Manager, the comparison below identifies projects compiled by the Emergency Preparedness and Response Committee. The EPRC’s full can be seen in Attachment 5
Ongoing-Repetitive (Employee Role)
Emergency Management Program Oversight
• Maintain and administer the Town’s emergency management program across preparedness, response, recovery, and mitigation
• Serve as the Town’s designated emergency management lead and main point of contact Emergency Planning (Ongoing Maintenance for Preparation) • Ongoing maintenance, implementation, and evaluation of the Emergency Operations Plan (EOP)
• Maintain MOUs, mutual aid agreements, and interagency coordination frameworks • Integrate emergency and disaster considerations into other Town plans and elements (Updating Safety Plan, General Plan Annexes and Appendices on a rolling basis) • Supporting wildfire mitigation planning aligned with the Community Wildfire Protection Plan (CWPP) and Local Responsibility Area (LRA) mapping process EOC Operations
• Maintain ongoing readiness, operations, and coordinating staffing of the EOC • Maintain EOC checklists, orientation materials, and operating procedures • Establish coordination amongst various emergency channels. (ham radio, communication protocols, and DOC/EOC integration)
Training, Readiness, and Personnel Coordination
• Ongoing recruitment, coordination, and management of Disaster Service Workers (DSW), volunteers, and emergency personnel
• Maintain training compliance (NIMS/SEMS/ICS), readiness tracking, and refresher training programs
• Support and integrate CERT, Teen CERT, Disaster Healthcare Volunteers, Ham Radio Operators, and local community programs
Staff Report to City Council
Emergency Manager Position
February 10, 2026
Governance, Committees, and Standing Meetings
• Provide continuous staff support to Emergency Preparedness and Response Committee (EPRC), and related subcommittees
• Attend recurring EOAC, OAS, EMA, wildfire working groups, and coalition meetings.
Emergency Response and Recovery Coordination
• Serve as lead coordinator during emergencies and disaster incidents • Represent the Town in Operational Area, County, CalOES, and regional coordination meetings
• Coordinate damage assessment, resident support, sheltering, utilities, debris removal, and service restoration
Grants, Compliance and Finance
• Manage emergency management grants and compliance requirements (FEMA, CalOES, procurement rules)
• Track disaster costs, contracts, reimbursements, and documentation Project Specific-Defined Scope (Consultant Role)
Discrete Planning Updates and Deliverables
• Targeted review and update of specific MOUs (ie Foothill/De Anza Colleges) • Preparation of stand alone strategic or technical plans (ie Strategic Communications Plan) Exercises and After-Action Products
• Design, coordination, facilitation, and evaluation of a full-scale EOC exercise • Preparation of after action reports and improvement plans for specific incidents or exercises
EOC Modernization and Space Planning
• One-time EOC space planning, layout recommendations, and hybrid/secondary EOC concepts
• Initial inventory assessment of EOC equipment and capability gaps • Recommendations for communication system enhancements and mobile EOC capabilities
Technical Studies and Evaluations
• Mass notification sound study coordination and evaluation support (Emergency Preparedness and Response Committee Goal)
Targeted Wildfire Mitigation Projects
• Development of grant applications for specific wildfire mitigation or resilience projects • Creation of public education materials for defensible space, home hardening, and evaluation readiness
The full proposed job description can be reviewed in Attachment 2
Staff Report to City Council
Emergency Manager Position
February 10, 2026
ANALYSIS
Passed Recruitments
Since 2012, Town staff has recruited for emergency management consultant support --- once in 2022 and again in 2025. Both times the Town staff put together an informal Request for Proposal (RFP) which was circulated amongst the Santa Clara County Office of Emergency Management network and the Santa Clara County Emergency Managers’ Association network. Each time the RFP was circulated for two weeks.
In 2022, the Town received one response from Ann Hepenstal In 2025 the Town received two responses, one of those from Victoria Bebee. The other applicant was underqualified and not considered.
Emergency Management in Santa Clara County & the Town
Across Santa Clara County, emergency management workload has expanded materially (wildfire, PSPS, storm impacts, evacuation planning, alerts/warnings, grant compliance, EOC readiness, SEMS/NIMS, training/exercises, disability/access & functional needs planning, mutual aid coordination). Jurisdictions competing for qualified EMs are increasingly offering full-time roles, higher ranges, and/or hybrid classifications (e.g., Emergency Management + Risk/ Continuity/ Operations).
Larger cities such as San José, Sunnyvale, Santa Clara, Mountain View, and Milpitas maintain full-time emergency management programs due to population size, infrastructure, and regional coordination responsibilities. Mid-sized cities—including Palo Alto, Cupertino, Gilroy, Morgan Hill, Campbell, Los Gatos, Saratoga, and Los Altos—generally utilize full-time or hybrid staffing models to address year-round emergency management responsibilities that extend beyond emergency response.
Smaller towns, including Los Altos Hills (~8,500 residents), Woodside (~5,500), and Portola Valley (~4,500), face emergency management demands that are disproportionate to population size. These jurisdictions manage elevated wildfire risk, limited evacuation routes, and complex coordination requirements with the County and neighboring agencies. As a result, there is a growing trend among small towns to increase emergency management staffing hours to maintain baseline readiness and continuity.
Under Santa Clara County’s emergency management framework, jurisdictions are expected to fully utilize local resources before requesting additional County or mutual aid support. This structure places responsibility for early coordination, situational awareness, communications, and decision-making at the local level, regardless of jurisdiction size.
Emergency management in Los Altos Hills is therefore a continuous operational function, not an episodic or on-call service. Core responsibilities include maintenance of the Emergency Operations Plan, coordination with County partners, EOC readiness, training and exercises, afteraction tracking, and oversight of community preparedness programs, including Neighborhood Watch, which serves as a critical information-sharing and resilience resource during emergencies.
Staff Report to City Council
Emergency Manager Position
February 10, 2026
Providing dedicated emergency management hours aligns the Town with Countywide practices, supports local readiness expectations, and represents a cost-effective approach to reducing operational risk during emergencies without expanding services or staffing levels beyond baseline needs.
Below is a list of how neighboring jurisdictions fill their EM positions:
• City of Campbell: Not currently hiring for EM. However, went through two rounds of recruitment for part-time EM and could not find an interested candidate • City of Cupertino (under Parks and Rec office): FT/ Emergency Manager: $163,000- 198,000 (just closed 1/2026)
• City of Los Altos (under City Manager’s Office): FT/ Emergency Manager: PIO $151,000, no current plans for Emergency management are known at this time. Recruitment has been a challenge as the known pay is lower than the going market rate) • City of San Jose (under City Manager’s Office) varies with a large EOC • City of Milpitas: (under Fire Department): $152,210 – $177,000 or $92.00 per hour • City of Los Gatos (under City Manager’s Office): $148,00-198,000 (with 2 consultants still on payroll as of 12/2025
• City of Gilroy (under the City Manager’s Office): $135,000- Community Resilience Coordinator, Emergency Services and Volunteer Coordinator (2 full-time positions), one salary is funded by a grant (Jumpstart Grant through CAL OES) • City of Morgan Hill: (under the Police Department): $155,000-$170,000 • City of Saratoga: uses a consultant; no other information found for salary • Woodside and Portola Valley share the Woodside Fire Protection District: salary is not updated online
ENVIRONMENTAL REVIEW:
This action does not qualify as a “Project” as defined in California Government Code Section 15378(b) of the Guidelines for California Environmental Quality Act.
CITY COUNCIL WORKPLAN:
This item was identified in the City Council Work Plan. Not only was the propriety of continuity of Emergency Manager support identified, but several specific projects including wildfire preparation and emergency communication were adopted, which this position would manage.
FISCAL IMPACT:
Staff suggests placing the Emergency Manager Full-time position on the Town’s Salary Schedule aligned with the Assistant to the City Manager classification. On the FY 2025-26 Salary Schedule this would be a salary range of $139,261 - $188,004 (Attachment 6) On the other hand, staff anticipates that a full-time consultant would cost anywhere between $150- $200/ hour.
Staff Report to City Council
Emergency Manager Position
February 10, 2026
Below is an estimate of the number of working days in a year:
Days
Weekdays in year 260
Holidays −11
Floating holidays −3
Vacation −15
Net working days 231
Roughly speaking, a consultant in the hourly range of $150-$200 would cost ~$277,200 - $369,600 annually.
For historical context, below is an overview of the hourly rates of the previous three Emergency Manager Consultants:
Harsha Hovey 2020 Rate: $100/ hour
Ann Hepenstal Rate: $175/ hour
Vicotria Bebee Rate: $125/ hour
ATTACHMENTS:
1. Proposed Resolution
2. Proposed Job Classification
3. Public Safety Officer Job Classification
4. Public Safety Officer – Emergency Operations Manager Classification
5. EPRC’s List of Duties for the Emergency Manager
6. FY 25-26 Salary Schedule
ITEM 6A, Attachment 1
Resolution __ -25
RESOLUTION __ -26
A RESOLUTION OF THE CITY COUNCIL OF THE TOWN OF LOS ALTOS HILLS
ADOPTING JOB CLASSIFICATION FOR AN EMERGENCY MANAGER AND AMENDMENTS TO THE TOWN’S SALARY SCHEDULE.
WHEREAS, from 2012-2022, the Town has received professional advice and guidance on matters pertaining to emergency management and disaster preparedness from consultant Marsha Hovey, LLC.
The contract with Ms. Hovey expired June 30, 2022; and
WHEREAS, followed by Ann Hepenstal of Pacific Preparedness, LLC from July 1, 2022 through June 30, 2024, and Vicotria Bebee, the Town has utilized consultant support for emergency management functions in Town; and
WHEREAS, the City Council of Los Altos Hills adopted a goal on their 2026-2027 work plan to fill a full-time position for emergency management in Town; and WHEREAS, Across Santa Clara County, emergency management workload has expanded materially (wildfire, PSPS, storm impacts, evacuation planning, alerts/warnings, grant compliance, EOC readiness, SEMS/NIMS, training/exercises, disability/access & functional needs planning, mutual aid coordination). Jurisdictions competing for qualified EMs are increasingly offering full-time roles, higher ranges, and/or hybrid classifications; and
WHEREAS, Due to the increase in need for a full-time emergency manager, the staff has recommended that the Town recruit and retain a full-time employee on Town staff.
NOW THEREFORE, the City Council of the Town of Los Altos Hills hereby adopts the job classification for an Emergency Manager and make amendments to the Town’s salary schedule.
The above and foregoing Resolution was passed and adopted by the City Council of the Town of Los Altos Hills at a special meeting held on the 10th of February 2026 by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
BY:
ATTEST: Rajiv Bhateja, Mayor
Arika Birdsong-Miller, City Clerk
ITEM 6A, Attachment 2
Town of Los Altos Hills
Job Class Specifications
EMERGENCY MANAGER
Reports To: Deputy City Manager
FLSA: Exempt, At-will
Supervises: May supervise Disaster Service Workers, volunteers, and contractors
DEFINITION
The Emergency Manager leads the Town's emergency management program by overseeing planning, preparedness, response coordination, and recovery efforts that protect public safety and ensure continuity of government operations. This position collaborates with multiple agencies, departments, and community organizations to develop and maintain comprehensive emergency plans and procedures. The role is central to facilitating training, public outreach, and interagency communication across all phases of emergency management.
EXAMPLES OF DUTIES
Duties may include, but are not limited to, the following:
• Develop, review, update, and implement the Town's Emergency Operations Plan, annexes, and other emergency preparedness documents.
• Coordinate wildfire mitigation planning and risk reduction programs, including integration with community partners and interagency collaborations. • Lead the operation, training, and modernization of the Emergency Operations Center (EOC) to ensure readiness during emergencies.
• Manage emergency response coordination with internal departments, external agencies, and community groups during incidents.
• Develop, conduct, and evaluate emergency preparedness training programs and exercises for employees and volunteers.
• Oversee mass notification systems, public alerts, and communication strategies to inform and engage the community.
• Coordinate recruitment, training, and management of Disaster Service Workers, volunteers, and neighborhood preparedness programs.
• May supervise emergency management staff, setting priorities and providing mentorship for effective program delivery.
• Manage grant applications and administration related to disaster preparedness, mitigation, response, and recovery funding.
• Lead disaster recovery efforts including damage assessment, coordination with utilities and public works, and public information dissemination. • Collaborate with regional, state, and federal agencies to develop mutual aid agreements and ensure compliance with emergency management regulations. • Conduct community outreach to enhance public awareness and participation in emergency preparedness activities.
• Support continuity of government operations during emergencies through planning and coordination.
• Prepare after-action reports, identify mitigation projects, and implement improvements to emergency plans and procedures.
• Perform other related duties as assigned.
MINIMUM QUALIFICATIONS
Knowledge of:
• Principles, methods, and practices of emergency management, including federal, state, and local laws, regulations, and protocols.
• National Incident Management System (NIMS), Standardized Emergency Management System (SEMS), and Incident Command System (ICS) frameworks. • Community Wildfire Protection Planning and local wildfire risk reduction strategies. • Emergency Operations Center (EOC) structures, operating procedures, and Department Operations Centers (DOCs).
• Disaster Service Worker Programs and volunteer management in emergency contexts. • Principles of training, public outreach, and community education related to emergency preparedness.
• Grant management processes and funding sources applicable to disaster preparedness and recovery.
• Modern office technology, software applications, and communication tools.
Ability to:
• Analyze and interpret emergency management technical information, including incident command systems and hazard mitigation plans.
• Communicate effectively and tactfully, both verbally and in writing, to diverse stakeholders.
• Coordinate multi-agency emergency preparedness, response, and recovery efforts.
• Develop, implement, and evaluate emergency management training programs and exercises.
• Manage the operation of the Emergency Operations Center and support real-time emergency decision-making.
• Plan, promote, and implement community outreach and preparedness programs. • Supervise, mentor, and set priorities for emergency management staff. • Manage grants and funding programs related to emergency preparedness and disaster recovery.
• Make sound decisions under pressure and adapt to rapidly changing emergency situations.
Education:
Equivalent to a Bachelor's degree with coursework in emergency management, public administration, education, or a related field. Additional qualifying experience may be substituted on a year-for-year basis for the required education. A Master's degree in emergency management is preferred.
Experience:
Four years of increasingly responsible professional experience, including at least two years addressing emergency management roles and functions.
Licenses and Certifications:
Must have completed FEMA Independent Study courses IS 100, IS 200, IS 700, IS 800, and G606 by time of hire. Must complete FEMA courses IS 300, IS 400, and Emergency Management Concepts within one year of appointment.
Working Conditions:
May be required to attend to service and project issues and attend meetings after normal business hours. This position requires fieldwork and interacts with the public.
Physical Demands:
The position requires the ability to work in physically demanding or hazardous conditions during emergencies. The incumbent must be able to operate modern office technology and equipment and communicate clearly in person, by phone, and electronically. Mobility is required to move between office and field environments, with occasional lifting of objects typically less than 20 pounds. Flexible adaptability to varied and potentially stressful emergency settings is essential.
PUBLIC SAFETY OFFICER 1 01/2002
POSITION DESCRIPTION
TOWN OF LOS ALTOS HILLS
PUBLIC SAFETY OFFICER
Reports to: City Manager FLSA: Exempt
Supervises: Non-supervisory
Position Description:
Under the general supervision of the City Manager or his/her designee, provides assistance and support to the Santa Clara County Sheriff’s Office with law enforcement and emergency preparedness duties and performs code enforcement for the Town.
Distinguishing Characteristics:
This is a temporary full-time position for the non-sworn law and code enforcement series.
Employees at this level are civilian non-sworn and perform routine public safety duties under general supervision in accordance with established guidelines and procedures. Emphasis is on good public relations and service skills. Persons in this classification are required to work forty (40) hours, wear a uniform and work shifts assigned (including weekends).
Examples of Duties:
Duties may include, but are not limited to, the following:
1. Take criminal reports regarding vandalism, theft, annoying phone calls and lost/found property.
2. Assist with the development and implementation of emergency preparedness plans, procedures and response training.
3. Issue criminal citations, parking citations and criminal complaints.
4. Assist the Sheriff’s Office in maintaining traffic and crowd control at the scene of traffic accidents and other emergencies.
5. Enforce Town and State codes and ordinances and regulations related to building and zoning, noise abatement and parking.
6. Observe violations or receive reports of violations or complaints by citizens or Town personnel.
7. Investigate and research complaints by contacting all involved parties, inspecting the reported condition and interviewing witnesses.
8. Prepare reports and other documentation, enter data into computer and maintain records.
9. Provide community education and relations services related to law and code enforcement issues and emergency preparedness.
10. Investigate and issue all business related permits (excluding business licenses) and special event permits.
11. Take sound level readings to determine compliance with noise ordinances.
12. Work assigned in shifts that may involve weekends.
13. Attend and participate in meetings involving town related services.
ITEM 6A, Attachment 3
PUBLIC SAFETY OFFICER 2 01/2002
Abilities/Qualifications:
Applicant must have a background free of any felony convictions and with a demonstrated personal history of being able to live within the law.
Knowledge needed:
• Basic principles of investigation, interviewing and report writing in an enforcement context.
• Laws of Arrest for the State of California.
• Use and application of computer applications and technologies.
Abilities needed:
• Acquire a thorough knowledge of applicable codes and regulations. • Interpret and enforce codes and regulations.
• Accurately assess and document situations and issues. • Exercise sound judgment.
• Work effectively in stressful situations.
• Work effectively with citizens and Town personnel.
• Communicate clearly, concisely and persuasively, orally and in writing. • Prepare law and code enforcement reports.
• Work extended or irregular hours, including weekends. • Utilize modern communication and information technologies.
Essential Functions:
• The ability to work in standard office and field environments. • Physical abilities related to major life activities.
• The ability to do considerable walking.
• The ability to drive a vehicle.
Experience and Education:
Experience: Minimum of two years law and/or code enforcement experience.
Education: Minimum of two years of coursework at an accredited college or university in police science, public administration or a closely related field.
License, Certificate or Special Training:
1. Possession of a valid California Drivers License.
2. Possession of (832 p.c.) Laws of Arrest, P.O.S.T. Certificate.
3. Current training in first Emergency Preparedness, First Aid and CPR highly desirable.
PUBLIC SAFETY OFFICER 3 01/2002
4. Basic P.O.S.T. (California Commission on Peace Officers Standards and Training) Certificate highly desirable.
5. Town may require special training following employment, including but not limited to, Emergency Preparedness, Noise Measurement training and Field Training Program.
Successful completion is required as a condition of continuing employment.
Pre-Employment Requirements:
• Fingerprint verification through the Department of Justice. • Criminal background and personal history investigation
Town of Los Altos Hills
Job Class Specifications
PUBLIC SAFETY OFFICER
EMERGENCY OPERATIONS MANAGER
Reports to: City Manager FLSA: Exempt
Supervises: Non-supervisory
I. DESCRIPTION
Under general direction of the City Manager, maintains and implements the Town’s emergency preparedness, response and disaster recovery programs and assists in code enforcement. The Public Safety Officer works closely with the Los Altos Hills County Fire District (LAHCFD) on matters pertaining to emergency preparedness of LAHCFD residents, approximately 2/3rd of which are Town residents. This is a non-sworn classification that is responsible for maintaining oversight and daily coordination of the Town’s Emergency Operations Center (EOC). The Public Safety Officer assists in the development of emergency response procedures, facilitates training for EOC staff and volunteers, and achieves compliance with State and Federal emergency response and disaster mitigation programs. Successful performance of the work requires the ability to negotiate solutions to complex problems, understand interagency relationships and responsibilities, and operate under the SEMS/ICS model.
II. EXAMPLES OF DUTIES
Depending upon assignment duties may include, but are not limited to, the following:
• Plan, organize, review, evaluate, and personally perform activities to implement a variety of emergency preparedness and disaster recovery programs and procedures under the SEMS/ICS model.
• Provide technical expertise in the area of disaster recovery and mitigation with a focus on establishing alternative means of providing critical services including food and shelter for citizens in the event of a major disaster.
• Coordinate community emergency response team volunteers and medical reserve corps in conformance with the standards, practices, and procedures of the emergency plan. • Facilitate the preparation of, maintain, and distribute a current Emergency Operations Plan.
• Enforce Town and State codes, ordinances and regulations related to municipal, building and zoning, noise abatement and parking.
ITEM 6A, Attachment 4
Town of Los Altos Hills
Public Safety Officer Job Class Specifications
• Observe, investigate, and receive reports of and respond to violations or complaints by Town residents or other Town personnel.
• Assist in the development of public awareness programs regarding disaster preparedness. • Assist in resource development including shared services, homeland security related grant procurement and grant administration.
• Develop educational materials and make presentations to community groups. • Assist in the development and presentation of training sessions for Town staff. • Coordinate Town safety program in accordance with OSHA Guidelines. • Maintain detailed records and prepare correspondence and periodic special reports. • Attend required meetings, training seminars, and conferences related to emergency management and homeland security.
• Liaison with schools, business, neighboring jurisdictions, County, State and Federal agencies.
III. QUALIFICATIONS
Ability to:
• Communicate effectively both orally and in writing with a strong command of the English language.
• Plan, implement, monitor and evaluate a variety of emergency services programs. • Recognize potential or actual problems and recommend actions to overcome them. • Exercise initiative and sound independent judgment within general policy guidelines. • Establish and maintain effective working relationships which garner respect and promote leadership with Town staff members, volunteers, and other members of the community. • Represent the Town effectively in meetings with others. • Interpret, apply and explain complex laws, rules and regulations, and achieve compliance with such regulations.
Town of Los Altos Hills
Public Safety Officer Job Class Specifications
• Organize, plan and schedule work to set priorities and necessary follow-up on projects. • Conduct studies, analyze complex problems, evaluate alternatives and make sound, creative recommendations.
• Deliver emergency preparedness presentations to both large and small groups. • Provide outstanding customer satisfaction (internally and externally). • Prepare law and code enforcement reports.
• Use common office software including Microsoft Office and appropriate specialized law enforcement software.
Knowledge of:
• Basic principles and techniques for developing emergency preparedness and disaster relief programs.
• SEMS/ICS model for emergency program development, EOC operation, implementation and monitoring techniques.
• Applicable federal, state and local laws and regulations including Laws of Arrest for the State of California.
• Basic principles of investigation, interviewing and report writing in an enforcement context.
Education
Bachelor’s degree with major course work in public administration, law enforcement, emergency management, or a related field. This requirement may be waived for applicants with ten (10) or more years of experience in emergency management or related field.
Experience
At least three (3) years experience in public safety, emergency management or other related field.
Licenses and certifications
Must possess and maintain a valid California class C driver’s license and have a satisfactory driving record. Must also possess or be capable of obtaining certification to administer CPR and first aid.
Town of Los Altos Hills
Public Safety Officer Job Class Specifications
Other Requirements
Ability to adjust work hours to meet operational demands and respond on a 24-hour basis to assist and advise in emergency situations.
Physical Demands
Physical demands described here are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
1. While performing the duties of this job, the employee is regularly required to talk or hear.
Employee frequently is required to sit, stand, walk, use hands and fingers to handle or feel objects, tools, or controls; reach with hands and arms; climb or balance; stoop, kneel, or crouch.
2. Employee must occasionally lift and/or move up to 75 pounds. Specific vision abilities required by this job include close vision, distance vision, peripheral vision, and depth perception, the ability to adjust focus, and be free from color blindness.
Work Environment
Work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
1. The work environment is generally indoors in a temperature-controlled office; some travel is required.
2. While performing the duties of this job, the employee occasionally works outdoors at all times of day and in all weather conditions, and is occasionally exposed to hazardous situations that may result in injury.
3. Noise level in the work environment is usually moderate but the employee may occasionally be exposed to high level noises including but not limited to emergency vehicle sirens, shouting, and yelling.
Proposed: October 20, 2011
Adopted: October 20, 2011
Amended:
ITEM 6A, Attachment 5
Emergency Manager Role and Duties
- Emergency Preparedness Planning
o Update, implement, evaluate and ongoing maintenance of required Town Plans and documents
▪ EOP
▪ Annexes
▪ Safety Element (required every 8 years)
▪ California Community Wildfire Protection Plans (CWPP) ▪ MOUs/Interagency collaborations/coordination
▪ Emergency Operations Center checklists
▪ Provide emergency/disaster considerations in other Town plans/elements as needed
o Emergency/Disaster Mitigation
▪ Wildfire Mitigation Planning support for Staff and EPRC ● Update Town ordinances
● Interagency coordination and collaboration
o Support LAHCFD programs: HIZ/FireWise/Evacuation route hardening/N5 Shield sensors
● Integrate planning with schools, Foothill College, Hidden Villa, Red Cross
● Integration of CWPP and wildfire risk reduction programs into LAH plans
● Fire Risk Reduction Community application
● Coordinate grant applications for risk reduction programs ● Fire map rollout
▪ Earthquake
▪ Weather emergencies – heat, cold, storm, floods, wind ▪ Hazmat emergencies
▪ Other as listed in city ordinances
o Mass Notification
▪ AlertSCC & Nixle promotion, testing.
● Lead Town in SCC Campaign
● Track progress of registration
● Evaluate system to determine efficacy
▪ Support EPRC sound survey
● Participate in vendor selection
● Evaluate report of sound survey
ITEM 6A, Attachment 5
● Participate in implementation of sound system
● Develop
▪ Support EPRC cell phone enhancement projects (T-Mobile study) ▪ Support neighborhood teams project
▪ Develop, implement and evaluate Nixle templates
o Enhanced emergency medical response to disasters
▪ Work with EPRC Medical Subcommittee to develop viable plan that fits with LAH EOP
● Represent Town in discussions with Foothill College, SCCFD, LAHCFD in developing casualty collection point
● Track recruitment and qualifications of licensed disaster healthcare volunteers and DSW designations
- Emergency Operations Center (EOC)
o Modernization of EOC
o Training and Readiness
▪ Enlist and coordinate personnel: DSW/DHV, training leads, etc. ▪ Update, implement, evaluate and maintain EOC orientation materials and training resources
▪ Establish ham communicator requirements & training
- Response Coordination
o Interagency coordination, collaboration
o CERT
▪ Provide Town support for CERT program and coordinate CERT in LAH EOP o Communications
▪ Work with LAH Ham Club for disaster response/EOC support (EOP annex)
▪ SCCFD/LAHCFD/Town Staff emergency comms (EOP annex)
o Evacuation
▪ Evacuation annex update
▪ Large animal evacuation plan (EOP annex)
▪ Regional mutual aid and evacuation agreements with other cities ▪ Coordinate with Foothill/DeAnza admin and Red Cross for sheltering during declared emergency
o Provide alerts to community
- Community Outreach & Volunteer Coordination
o EPRC
o Disaster Service Workers
o CERT/Teen CERT with LAHCFD
ITEM 6A, Attachment 5
o Disaster Healthcare Volunteers
o Ham
o LAHEG
o Neighborhood Programs (Neighborhood Watch, etc)
- Disaster Recovery
o Damage assessment and documentation
▪ Represent LAH in local and regional damage assessments ▪ Coordinate with SCCFD, SCC Sheriff, LAHCFD, public works, county inspectors
o Access and Infrastructure
▪ Coordinate with public works, contractors and utilities/providers (Purissima Hills Water District, Cal Water, LAHCFD, etc) to mitigate outages, hazards and access and restore services.
▪ Understand and support cell recovery (Cell On Wheels) o Resident Support
▪ Coordinate with County and Red Cross for sheltering
▪ Identify displaced residents and special needs populations ▪ Support large-animal evacuation/shelter needs
▪ Coordinate wellness checks (CERT, Sheriff, SCCFD/LAHCFD, Neighborhood programs)
o Coordinate debris and hazard removal plan
o Provide information for dissemination to the public (Town website, AlertSCC, Nixle, Social Media)
o Interagency Coordination
▪ Represent LAH on County recovery calls
▪ Coordinate with CalOES, mutual aid, utilities
▪ Maintain log of requests and communications
o Coordinate volunteer organizations (CERT, Ham, etc)
o Finance and Reimbursement
▪ Track all costs, contracts, staff time, equipment
▪ Ensure FEMA/CalOES procurement compliance
▪ Grant documentation for public assistance
▪ Direct donations to vetted non-profits
o Long-term recovery and mitigation
o After Action Reports and EOP Improvements
▪ Prepare AAR; provide debriefs
▪ Assure compliance with regulations/requirements
▪ Collect community feedback
▪ Identify future mitigation projects
▪ Continuity of government
- Regular Meetings
o EPRC
▪ Monthly meeting
ITEM 6A, Attachment 5
▪ Subcommittee meetings
▪ Reports
o EOAC and OAS meetings; EMA meetings
o LRA Working Group/Wildfire Planning Workgroup meetings o Ready Together Coalition
Town of Los Altos Hills | FY 2025-26 Operating Budget and FY 2026-2030 Five Year Capital Improvement Plan 1 FY 2025-26 Salary Schedule
Annual Range Hourly Range
Minimum Maximum Minimum Maximum
City Manager-Set by Contract $ 303,960 $ 303,960 salary Deputy City Manager $ 166,312 $ 224,522 salary
Assistant to the City Manager $ 139,261 $ 188,004 salary Management Analyst II $ 114,903 $ 155,121 salary
Management Analyst $ 101,995 $ 137,694 $ 49.04 $ 66.20
City Clerk $ 142,998 $ 193,046 salary
Admin Clerk/Technician $ 79,338 $ 107,105 $ 38.14 $ 51.49 Administrative Services Director $ 202,451 $ 273,309 salary Finance Director $ 192,135 $ 259,643 salary
Finance Manager $ 157,297 $ 212,351 salary
Senior Accountant $ 126,833 $ 171,223 salary
Accountant $ 104,098 $ 140,531 $ 50.05 $ 67.56
Accounting Technician $ 94,306 $ 127,314 $ 45.34 $ 61.21 Accounting Office Assistant $ 82,915 $ 111,935 $ 39.86 $ 53.81 Community Development Director $ 202,451 $ 273,309 salary Assistant Community Development Director/Building $ 166,312 $ 224,522 salary Principal Planner $ 142,744 $ 192,705 salary
Senior Planner $ 126,639 $ 170,962 salary
Associate Planner $ 110,222 $ 148,797 $ 53.00 $ 71.54
Assistant Planner $ 93,283 $ 125,931 $ 44.85 $ 60.55
Building Official $ 144,241 $ 194,725 salary
Deputy Building Official/Plan Examiner $ 120,486 $ 162,651 salary Senior Building Inspector $ 113,283 $ 152,930 $ 54.47 $ 73.53 Building Inspector $ 100,323 $ 135,435 $ 48.23 $ 65.12
Building Technician $ 83,353 $ 112,527 $ 40.08 $ 54.10
Public Works Director & City Engineer $ 202,451 $ 273,309 salary Utility Engineering Manager $ 147,086 $ 198,567 salary
Project Manager $ 138,479 $ 186,946 salary
Senior Civil Engineer $ 138,479 $ 186,946 salary
Associate Engineer $ 118,283 $ 159,683 $ 56.87 $ 76.77
Assistant Engineer $ 104,909 $ 141,628 $ 50.44 $ 68.09
Engineering Technician $ 90,648 $ 122,375 $ 43.58 $ 58.83 Public Works Inspector $ 96,931 $ 130,855 $ 46.60 $ 62.91 Maintenance Superintendent $ 133,740 $ 180,549 salary
Maintenance Worker III $ 85,307 $ 115,164 $ 41.01 $ 55.36 Maintenance Worker II $ 73,559 $ 99,307 $ 35.36 $ 47.74 Maintenance Worker I $ 65,802 $ 88,832 $ 31.64 $ 42.71
Community Services Manager $ 124,726 $ 168,375 salary
Community Services Supervisor $ 102,966 $ 139,005 $ 49.50 $ 66.83 Recreation Specialist $ 64,773 $ 87,443 $ 31.14 $ 42.04 ITEM 6A, Attachment 6
1 Keren Brunner
From: Arika Miller
Sent: Tuesday, February 10, 2026 4:42 PM
To: Keren Brunner
Subject: FW: Agenda Comments February 10, 2026 Council Meeting From: allan epstein
Sent: Monday, February 9, 2026 11:29 PM
To: Arika Miller <[email protected]>
Cc: Rajiv Bhateja <[email protected]>; Cody Einfalt <[email protected]> Subject: Agenda Comments February 10, 2026 Council Meeting Hi Arika,
Unfortunately, I cannot attend the Council Meeting on February 10, 2026. Please attach my comments to the agenda.
Thank you.
Best,
Allan
5 C. Resolution Authorizing the City Manager to Purchase a Replacement Chipper Not to Exceed $100,000 and Either Sell or Donate the 2009 Carlton 1790 Towable Chipper Recommend Council not approve this item and defer the matter for further evaluation. Other options should be studied. Question the need for $100K expenditure on infrequently used equipment. Consider purchasing smaller unit comparable to current unit which will meet most needs, a previously owned lowhour-usage larger unit or repairing current unit. No material impact on delaying this decision and considering other alternatives.
5 D. Consideration of a Resolution Adopting the 2026–2027 Two-Year City Council Work Plan Comments:
Do not see replace recreation building on Work Plan.
Town already has PRA Software. Unaware of problems. Used by other cities. Adding solar and batteries to Yard is not cost eƯective, does not meaningfully reduce GHG, and does not oƯer reliable standby generation. Only worth doing if Town gets grant. Cleaning up Trak-it system database should be a priority. 6 A. Discussion on Emergency Management Services in Town and Possible Council Action to Approve Resolution Adopting Job Classification for an Emergency Manager and Amendments to the Town's Salary Schedule.
2 Do not object to creating this position in the Salary Schedule, however, do not believe it is advisable for the Town to hire a full-time Emergency Manager position. StaƯ report underestimates fully burdened cost. Estimated total cost $188,000- $253,805. Estimated cost per productive hour-$102-$137 per hour. Some of the work listed should be the responsibility of the Fire District Town should obtain more support from Fire District
Most identified work is one-time or low frequency, does not justify full time person Deputy City Manager can perform some of the coordination and follow up tasks Thorough analysis of work to be completed and estimated hours to complete have not been done. Town should continue with part time consultant.
6 C. Discussion on Adjustments to the City Council Member Stipend At the January Council meeting I made the following statement. “Allan Epstein, a Los Altos Hills resident, stated that while he did not object to the Council’s decision, he encouraged full transparency regarding the total cost of Council compensation. He noted that healthcare benefits can be significantly more expensive than stipends and emphasized that all associated costs should be included in the analysis, so the public is fully informed. He also suggested conducting a broader comparison with cities of similar size and socioeconomic characteristics when evaluating potential stipend adjustments.” StaƯ report fails to address comments. Did not disclose nature and cost of benefits Council currently receive, how they compare to other similar cities, or the $36,000 financial impact of changing from $300 to $900 per month per councilmember.
7 A. Update from Mayoral Rotation Ad Hoc Committee
Do not believe any changes are necessary as to how the Vice Mayor is currently selected. There should not be any requirement for years of service for the Vice Mayor position. Vice Mayor should become Mayor.
7 B. Update from Community Survey Ad Hoc Committee
Do not believe $30K+ professional survey is warranted at this time. Should start with limited internetbased survey or picnic participant survey.
ITEM 6B
TOWN OF LOS ALTOS HILLS
MEMORANDUM
DATE: February 10, 2026
FROM: Arika Birdsong-Miller, City Clerk ABM
APPROVED: Cody Einfalt, Acting City Manager CE
RE: Process and Considerations for Establishing a New Standing Committee City Council may establish Standing Committees to support its policy-making role and to provide a structured forum for in-depth review, discussion, and community engagement on specific subject areas. Standing Committees serve in an advisory capacity and are intended to elevate issues, ideas, and recommendations for Council consideration in a manner that is transparent, inclusive, and aligned with the Town’s strategic priorities.
The creation of a new Standing Committee allows the Council to focus sustained attention on emerging or complex areas of importance while leveraging resident expertise and public participation. When thoughtfully structured, Standing Committees can help inform Council goalsetting, support long-term planning efforts, and improve coordination between the Council, staff, and the community.
Process for Establishing a Standing Committee
1. Council Direction and Purpose
The process begins with the City Council identifying a clear need for a new Standing Committee and defining its purpose, scope, and policy objectives to ensure alignment with Council priorities and the Town’s strategic goals.
2. Adoption of a Resolution and Liaison Designation
A Standing Committee is formally established through the adoption of a Council resolution. The resolution outlines the committee’s purpose, specific charges, membership size, and operating parameters. The Mayor designates a City Council liaison to the committee. As part of this step, Council also considers whether a staff liaison is necessary to support the committee’s work, based on the scope and anticipated workload.
3. Recruitment and Appointment of Members
Committee vacancies are publicly noticed and administered by the City Clerk. The City Council appoints committee members during a public meeting, following an open and transparent recruitment process.
Organization, Meeting Schedule, and Ongoing Operations
Following the appointments, the committee holds an organizational meeting, elects officers, and establishes a regular meeting day, time, and location, subject to City Council approval. Meetings are conducted in compliance with the Ralph M. Brown Act and Town procedures. Committee members complete the required onboarding, including oath of office and mandated trainings.
Committees operate in an advisory role only, with all policy direction, expenditures, and programmatic decisions reserved to the City Council.
Council Considerations
In considering the formation of a new Standing Committee, Council should evaluate the committee’s anticipated workload, relationship to existing priorities, and impacts on staff capacity and budget. While committees may develop recommendations and identify potential initiatives, any changes to priorities or resource allocation must be considered by the full City Council within the context of the adopted work plan and budget.
When aligned with the Town’s broader objectives, Standing Committees can serve as valuable advisory bodies that enhance governance, transparency, and community involvement.
Please let staff know if additional information or next steps are desired.
2 current debates, may produce recommendations that do not fully reflect the breadth of opinion in the town.
For these reasons, while I see potential value in a Housing standing committee, I encourage City Council to think carefully about how such a committee is initially formed and structured. Attention to appointment timing, membership turnover, geographic representation, and mechanisms for capturing broader community input could help ensure that the committee serves the entire town over the long term. Addressing these considerations at the outset would strengthen the committee’s credibility, improve the quality of its recommendations, and better support City Council in making durable decisions on housing.
For your consideration,
Jim Waschura, RESIDENT
ITEM 6C
TOWN OF LOS ALTOS HILLS FEBRUARY 10, 2026
Staff Report to the City Council
SUBJECT: DISCUSSION ON ADJUSTMENTS TO THE CITY COUNCIL MEMBER
STIPEND
FROM: Joram Parcutilo, Management Analyst JP
APPROVED: Cody Einfalt, Acting City Manager CE
RECOMMENDATION: That the City Council:
Receive information regarding the current City Council Member stipend and benefits structure and provide staff direction on adjusting the stipend.
BACKGROUND:
California Government Code Section 36516 authorizes city councils in general law cities to establish compensation for their members by ordinance, based on the population of the city.
The compensation schedule set forth in Government Code Section 36516(a)(1) remained unchanged from 1984 until recent legislative action in 2023, resulting in compensation levels that did not keep pace with the evolving scope, time commitment, and complexity of local governance.
On June 29, 2023, the California Legislature enacted Senate Bill 329 (SB-329), which amended Government Code Section 36516 to update the population-based compensation schedule for city council members in general law cities, including the Town of Los Altos Hills.
In adopting SB-329, the Legislature expressed an intent to reduce financial barriers to public service and to support greater diversity among city councils by enabling individuals from a broader range of income levels to serve and continue serving in elected office while supporting their families.
SB-329 amended Government Code Section 36516(a)(2) to increase the maximum allowable monthly compensation for council members based on population. For cities with populations up to and including 35,000 residents, councilmember salaries may now be set at up to nine hundred fifty dollars ($950) per month. The Town of Los Altos Hills, with an estimated population of approximately 8,168 residents, falls within this population category.
The legislation also amended Government Code Section 36516(a)(4) to allow future adjustments beyond the base maximum amount, provided that any increase does not exceed the greater of:
• Five percent (5%) per calendar year from the operative date of the last adjustment, or • Inflation since January 1, 2024, based on the California Consumer Price Index, not to exceed ten percent (10%) per calendar year.
Staff Report to City Council
Council Member Stipends
February 10, 2026 2
In addition, SB-329 added procedural requirements under Government Code Section 36516(g)(1) through (g)(3), requiring that an ordinance increasing councilmember compensation be considered at a minimum of two regular City Council meetings. The ordinance must be introduced at one regular meeting and adopted at a subsequent regular meeting.
Government Code Section 36516.5 further provides that any change in compensation does not apply to a council member during their current term of office. However, the statute allows for adjustments to apply to council members serving staggered terms once one or more members begin a new term of office.
During the January 15th, 2026 Regular City Council meeting, this item was initiated by a City Council and is presented in this City Council meeting to support policy discussion and direction.
DISCUSSION:
City Council Members devote significant time and effort to Town business, including but not limited to:
• Regular and special City Council meetings
• Study sessions, subcommittee assignments, and participation in regional agencies • Preparation and review of staff reports and supporting materials • Responding to resident inquiries, community outreach, and attendance at Town events These responsibilities frequently extend beyond formal meeting hours and have increased in complexity due to regulatory requirements, regional coordination efforts, and heightened expectations for community engagement and responsiveness.
The Town’s current compensation framework is set forth in Town Municipal Code Section 2-
1.201, most recently amended in July 2017. That section provides as follows:
“Each member of the City Council shall receive, as salary, three hundred dollars ($300.00) per month.” (Attachment 1)
The current compensation structure for elected and appointed officials is summarized below.
Town of Los Altos Hills – Current Compensation Structure:
• City Council Members
o Annual stipend: $3,600 ($300 per month)
o Benefits: Eligible for medical, vision, and dental benefits (participation is optional)
• Planning Commission Members
o Annual stipend: $1,200 ($100 per month)
Staff Report to City Council
Council Member Stipends
February 10, 2026 3
o Benefits: Not eligible for medical, vision, or dental benefits ANALYSIS:
In evaluating whether an adjustment to the City Council Member stipend may be appropriate, staff reviewed compensation practices among nearby and similarly situated jurisdictions.
Information gathered to date reflects a range of approaches to elected official compensation.
Comparative Jurisdiction Practices
• Town of Atherton
o City Council stipend: $0
o Planning Commission stipend: $0
o Benefits: No medical, dental, or vision benefits offered to elected or appointed officials
• City of Cupertino
o City Council stipend: $743.07 per month
o Planning Commission stipend: $50 per meeting
o Benefits: Benefits offered to City Council members only • Town of Hillsborough
o City Council stipend: $0
o Planning Commission: Not applicable (no Planning Commission) o Benefits: Medical, dental, and vision benefits offered to City Council Members • Town of Lafayette
o City Council Stipend: $0
o Planning Commission: $0
o Benefits: Councilmembers can get insurance through their carrier, but it is at their own expense.
• Town of Portola Valley
o City Council stipend: $0
o Planning Commission stipend: $0
o Benefits: No Medical dental, or vision benefits offered • City of Saratoga
o City Council stipend: $250 per month
o Planning Commission stipend: $150 per month
o Benefits: Councilmembers may elect to join CalPERS and may enroll in health benefits, paying the full premium amount above the PEMHCA minimum; no health benefits for Commissioners
• Town of Woodside
o City Council stipend: $950 per month
o Planning Commission stipend: $0
o Benefits: No medical, dental, or vision benefits offered to City Council Members
These examples demonstrate that neighboring jurisdictions employ differing compensation models, including no stipend with benefits, no stipend with no benefits, and stipends without
Staff Report to City Council
Council Member Stipends
February 10, 2026 4
benefits. In contrast, the Town of Los Altos Hills currently provides both a stipend and optional health benefits to City Council members.
Staff is not recommending a specific adjustment amount at this time. Rather, this report is intended to provide background information, statutory context, and comparative data to support City Council discussion and policy direction.
Consideration of City Council member compensation is a policy decision within the authority of the City Council. Based on Council direction, staff can return with additional comparative information, fiscal impact analysis, and potential municipal code adjustments consistent with applicable legal and procedural requirements.
ENVIRONMENTAL REVIEW:
The proposed action is exempt from the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3) of the CEQA Guidelines, as consideration of compensation policy does not result in a physical change to the environment and has no potential to cause a significant environmental effect.
FISCAL IMPACT:
There is no fiscal impact associated with receiving this report and providing policy direction.
Any future action to amend the City Council Member stipend would be subject to further analysis and Council consideration.
ATTACHMENTS:
1. Town of Los Altos Hills Muni Code: 2-1.201. Councilmember salaries
§ 2-1.201. Councilmember salaries.
Each member of the City Council shall receive, as salary, $300 per month. (§ 1, Ord. 352, eff. June 5, 1992; § 1, Ord. 570, eff. July 15, 2017) Town of Los Altos Hills, CA
Downloaded from https://ecode360.com/LO4964 on 2026-01-08
1 Keren Brunner
From: Arika Miller
Sent: Tuesday, February 10, 2026 4:42 PM
To: Keren Brunner
Subject: FW: Agenda Comments February 10, 2026 Council Meeting From: allan epstein
Sent: Monday, February 9, 2026 11:29 PM
To: Arika Miller <[email protected]>
Cc: Rajiv Bhateja <[email protected]>; Cody Einfalt <[email protected]> Subject: Agenda Comments February 10, 2026 Council Meeting Hi Arika,
Unfortunately, I cannot attend the Council Meeting on February 10, 2026. Please attach my comments to the agenda.
Thank you.
Best,
Allan
5 C. Resolution Authorizing the City Manager to Purchase a Replacement Chipper Not to Exceed $100,000 and Either Sell or Donate the 2009 Carlton 1790 Towable Chipper Recommend Council not approve this item and defer the matter for further evaluation. Other options should be studied. Question the need for $100K expenditure on infrequently used equipment. Consider purchasing smaller unit comparable to current unit which will meet most needs, a previously owned lowhour-usage larger unit or repairing current unit. No material impact on delaying this decision and considering other alternatives.
5 D. Consideration of a Resolution Adopting the 2026–2027 Two-Year City Council Work Plan Comments:
Do not see replace recreation building on Work Plan.
Town already has PRA Software. Unaware of problems. Used by other cities. Adding solar and batteries to Yard is not cost eƯective, does not meaningfully reduce GHG, and does not oƯer reliable standby generation. Only worth doing if Town gets grant. Cleaning up Trak-it system database should be a priority. 6 A. Discussion on Emergency Management Services in Town and Possible Council Action to Approve Resolution Adopting Job Classification for an Emergency Manager and Amendments to the Town's Salary Schedule.
2 Do not object to creating this position in the Salary Schedule, however, do not believe it is advisable for the Town to hire a full-time Emergency Manager position. StaƯ report underestimates fully burdened cost. Estimated total cost $188,000- $253,805. Estimated cost per productive hour-$102-$137 per hour. Some of the work listed should be the responsibility of the Fire District Town should obtain more support from Fire District
Most identified work is one-time or low frequency, does not justify full time person Deputy City Manager can perform some of the coordination and follow up tasks Thorough analysis of work to be completed and estimated hours to complete have not been done. Town should continue with part time consultant.
6 C. Discussion on Adjustments to the City Council Member Stipend At the January Council meeting I made the following statement. “Allan Epstein, a Los Altos Hills resident, stated that while he did not object to the Council’s decision, he encouraged full transparency regarding the total cost of Council compensation. He noted that healthcare benefits can be significantly more expensive than stipends and emphasized that all associated costs should be included in the analysis, so the public is fully informed. He also suggested conducting a broader comparison with cities of similar size and socioeconomic characteristics when evaluating potential stipend adjustments.” StaƯ report fails to address comments. Did not disclose nature and cost of benefits Council currently receive, how they compare to other similar cities, or the $36,000 financial impact of changing from $300 to $900 per month per councilmember.
7 A. Update from Mayoral Rotation Ad Hoc Committee
Do not believe any changes are necessary as to how the Vice Mayor is currently selected. There should not be any requirement for years of service for the Vice Mayor position. Vice Mayor should become Mayor.
7 B. Update from Community Survey Ad Hoc Committee
Do not believe $30K+ professional survey is warranted at this time. Should start with limited internetbased survey or picnic participant survey.
ITEM 7A
Selection of Vice Mayor and Mayor – Los Altos Hills
Drafted by Ad hoc subcommittee: Kavita Tankha and George Tyson, 29Jan2026 This policy is written to provide an orderly process for Vice Mayor and Mayor selection that balances the need for experience and continuity with the desire to have a rotation that gives councilmembers a chance to hold these positions.
Each city council has the ability and right to suspend this policy at any time if it determines that extraordinary conditions apply.
Policy conditions:
1. Minimum time on council to serve as Vice Mayor is one year and for Mayor two years
2. The Vice Mayor is promoted to Mayor at the transition time a. Exception – if the Vice Mayor is no longer a member of the council b. In this case, the Mayor is the eligible councilmember who has served the longest since serving as Mayor
3. Candidates for Vice Mayor are selected from eligible councilmembers based on the following hierarchy of qualifications:
a. Has never been Vice Mayor or Mayor before*, or if there are no such candidates:
b. Has served as Mayor just once already
4. In the event that there are multiple candidates who qualify in section 3 above, then the hierarchy is as follows:
a. Has served the longest on the council
b. Received the largest number of votes in the last election c. In the event that the previous election was not held (due to number of candidates equaling the number of open seats), then councilmembers will vote based on their judgment of who is best qualified to serve the Town
5. In the event a vacancy for Mayor occurs mid-year, the Vice Mayor is elevated to Mayor, and a new Vice Mayor is selected based on the criteria in sections 3 and 4 above *Any member re-elected to the Council after a break in service will be treated in the normal sequence for appointment as Vice Mayor and Mayor, without regard to such person’s service prior to the break in service.
1 Keren Brunner
From: Arika Miller
Sent: Tuesday, February 10, 2026 4:42 PM
To: Keren Brunner
Subject: FW: Input for item 7A
Attachments: CC20260210.pdf
From: John O'Connell
Sent: Tuesday, February 10, 2026 4:20 PM
To: City Council <[email protected]>; Cody Einfalt <[email protected]>; Arika Miller <[email protected]>
Subject: Input for item 7A
Please see the attached input for tonight's meeting item 7A Thank you. . . John
The goal of the proposed policy changes appears driven by the circumstances of the 2024-25 rotation which saw newly elected councillor Bhateja appointed as Vice Mayor versus councilor Tyson with 6 years of experience. As a result, councilor Bhateja is Mayor this year, and councilor Tyson, who is in the last year of his 2nd term will not get a 2nd term as Mayor.
Putting personalities aside, many residents see the current policy as a feature, not a bug.
Claims of the experience benefits are overstated, most council members draw upon their career experience in questioning, contributing and deliberating policies.
From a resident perspective new faces new approaches, and new ideas are preferable to watching a re-run or sequel 4 or 5 years later.
Although the Mayor and Vice Mayor do not have significant additional powers versus other council members, the opportunity to serve as vice mayor & mayor twice during 2 council terms is a preference of most council members. However, the council may different inputs if they consult residents regarding the adhoc committee proposed policy.
Policy conditions:
1) Minimum time on council to serve as Vice Mayor is one year. and for Mayor two years
2) The Vice Mayor is promoted to Mayor at the transition time a) Exception – if the Vice Mayor is no longer a member of the council b. In this case, the Mayor is the eligible councilmember who has served the longest since serving as Mayor at least one year and
b) has never served as Mayor before, or if no such council member exists, c) the council member that has not served as mayor for the longest period. 3) Candidates for Vice Mayor are selected from eligible councilmembers based on the following hierarchy of qualifications:
a) Has never been Vice Mayor or Mayor before*, or if there are no such candidates:
b) Has served as Mayor just once already .
4) In the event that there are multiple candidates who qualify in section 3 above, then the hierarchy is as follows:
a) Has served the longest on the council Received the largest number of votes in the last election
b) Received the largest number of votes in the last election c)b) In the event that the previous election was not held (due to number of candidates equaling the number of open seats), then councilmembers will vote based on their judgment of who is best qualified to serve the Town 5) In the event a vacancy for Mayor occurs mid-year, the Vice Mayor is elevated to Mayor, and a new Vice Mayor is selected based on the criteria in sections 3 and 4 above
*Any member re-elected to the Council after a break in service will be treated in the normal sequence for appointment as Vice Mayor and Mayor, without regard to such person’s service prior to the break in service.
1 Keren Brunner
From: Arika Miller
Sent: Tuesday, February 10, 2026 4:42 PM
To: Keren Brunner
Subject: FW: Agenda Comments February 10, 2026 Council Meeting From: allan epstein
Sent: Monday, February 9, 2026 11:29 PM
To: Arika Miller <[email protected]>
Cc: Rajiv Bhateja <[email protected]>; Cody Einfalt <[email protected]> Subject: Agenda Comments February 10, 2026 Council Meeting Hi Arika,
Unfortunately, I cannot attend the Council Meeting on February 10, 2026. Please attach my comments to the agenda.
Thank you.
Best,
Allan
5 C. Resolution Authorizing the City Manager to Purchase a Replacement Chipper Not to Exceed $100,000 and Either Sell or Donate the 2009 Carlton 1790 Towable Chipper Recommend Council not approve this item and defer the matter for further evaluation. Other options should be studied. Question the need for $100K expenditure on infrequently used equipment. Consider purchasing smaller unit comparable to current unit which will meet most needs, a previously owned lowhour-usage larger unit or repairing current unit. No material impact on delaying this decision and considering other alternatives.
5 D. Consideration of a Resolution Adopting the 2026–2027 Two-Year City Council Work Plan Comments:
Do not see replace recreation building on Work Plan.
Town already has PRA Software. Unaware of problems. Used by other cities. Adding solar and batteries to Yard is not cost eƯective, does not meaningfully reduce GHG, and does not oƯer reliable standby generation. Only worth doing if Town gets grant. Cleaning up Trak-it system database should be a priority. 6 A. Discussion on Emergency Management Services in Town and Possible Council Action to Approve Resolution Adopting Job Classification for an Emergency Manager and Amendments to the Town's Salary Schedule.
2 Do not object to creating this position in the Salary Schedule, however, do not believe it is advisable for the Town to hire a full-time Emergency Manager position. StaƯ report underestimates fully burdened cost. Estimated total cost $188,000- $253,805. Estimated cost per productive hour-$102-$137 per hour. Some of the work listed should be the responsibility of the Fire District Town should obtain more support from Fire District
Most identified work is one-time or low frequency, does not justify full time person Deputy City Manager can perform some of the coordination and follow up tasks Thorough analysis of work to be completed and estimated hours to complete have not been done. Town should continue with part time consultant.
6 C. Discussion on Adjustments to the City Council Member Stipend At the January Council meeting I made the following statement. “Allan Epstein, a Los Altos Hills resident, stated that while he did not object to the Council’s decision, he encouraged full transparency regarding the total cost of Council compensation. He noted that healthcare benefits can be significantly more expensive than stipends and emphasized that all associated costs should be included in the analysis, so the public is fully informed. He also suggested conducting a broader comparison with cities of similar size and socioeconomic characteristics when evaluating potential stipend adjustments.” StaƯ report fails to address comments. Did not disclose nature and cost of benefits Council currently receive, how they compare to other similar cities, or the $36,000 financial impact of changing from $300 to $900 per month per councilmember.
7 A. Update from Mayoral Rotation Ad Hoc Committee
Do not believe any changes are necessary as to how the Vice Mayor is currently selected. There should not be any requirement for years of service for the Vice Mayor position. Vice Mayor should become Mayor.
7 B. Update from Community Survey Ad Hoc Committee
Do not believe $30K+ professional survey is warranted at this time. Should start with limited internetbased survey or picnic participant survey.
Town Resident Survey Proposal
Rajiv Bhateja & George Tyson
Survey ad hoc Committee
February 10, 2026
ITEM 7B
SURVEY GOALS
● Engage residents
● Understand (current) community priorities & concerns
● Support strategic planning
● Evaluate town services and performance
● Increase transparency
● Create a shared narrative
● Inform policy and budget decisions
https://creativecommons.org/licenses/by-nc/4.0/
LAST BROAD SURVEY – 2015
● Conducted by Godbe Research
○ https://losaltoshillsca.portal.civicclerk.com/event/2736/files/attachment/2462 ● Sample work:
○ Cupertino Community 2024:
https://www.cupertino.gov/Your-City/About-Cupertino/Community-Survey ○ Hillsborough Priorities 2025:
https://www.hillsborough.net/DocumentCenter/View/6265/Town-of-Hillsborough-Community-PrioritiesCouncil-Presentation-06-09-25 ○ St. Helena Satisfaction 2022:
https://www.cityofsthelena.gov/433/2022-Resident-Satisfaction-Survey ● 22 multiple-choice questions:
● Sample Size: 307 (out of 6.3K residents, 5.2K voters) → ~5% ○ 113 Online, 194 phone [ trend: more online ]
○ Duration: ~20 minutes
○ Broad areas: Quality of Life, Town Services, Sense of Community, Parks and Recreation, Public Work Services, Spending Priorities, Communication, Demographics
SMALLER “FLASH” SURVEYS – 2022
● Conducted by Town Staff
● Probe deeper into one area with specific questions
● Platform: Flashvote.com
● Three surveys conducted: https://losaltoshills.ca.gov/549/Town-Surveys ○ Indoor community space – 202 respondents
○ Outdoor community space – 184 respondents
○ Recreational programming – 177 respondents
● 5 multiple choice questions
● One open-ended text question
BROAD SURVEY OPTIONS
A. Hire professional survey company (Godbe: ~$30K)
● Recent work samples:
■ Cupertino Community 2024:
https://www.cupertino.gov/Your-City/About-Cupertino/Community-Survey ■ Hillsborough Priorities 2025:
https://www.hillsborough.net/DocumentCenter/View/6265/Town-of-Hillsborough-CommunityPriorities-Council-Presentation-06-09-25 ■ St. Helena Satisfaction 2022:
https://www.cityofsthelena.gov/433/2022-Resident-Satisfaction-Survey ○ Can balance for gender, age, ethnicity, etc., to get a demographically representative response ○ Pursue participation by phone as well (although trend is online) ○ Appearance of objectivity
○ Work in concert with ad hoc committee
B. Staff + ad hoc (with help from community experts, AI) ○ Ad hoc would design the survey and analyze results
○ Staff would distribute to residents (postcard, email, website, Town Crier, LAH Info) ○ Saves $ (postage, Town Crier ad…)
○ Not rocket science
○ Would not be balanced for gender, age, etc.
○ May not appear neutral
Ad Hoc Committee
Recommendation
PROPOSAL – TWO PHASES
Phase 1: Broad (“Horizontal”) Community Survey:
● What are the issues of importance to the community?
● How well is the town government meeting expectations? ● Understand resident perceptions/misperceptions
● Recalibrate top priorities
● Identify candidates for vertical surveys
Phase 2: Functional Verticals
● Public Safety (Police, Fire, Traffic)
● Planning & Building
● Infrastructure/Public Works
● Open Space/Recreation
● Utilities (PG&E, Internet, Water, Garbage)
➢ Use FlashVote.com
➢ Shorter, easier lift
Publish in March
Results in April
Publish in May-June
Results in July
IDENTIFY CANDIDATES FOR VERTICAL SURVEYS
● During Horizontal survey, can capture interest for follow up vertical surveys.
Example:
Doing so will not associate your email with the current survey responses.
SAMPLE QUESTION BANK*
Section Question Response Type
General Satisfaction How satisfied are you with the overall quality of life in Los Altos Hills? Likert scale General Satisfaction How satisfied are you with the overall performance of the Town government? Likert scale General Satisfaction How responsive do you feel the Town government is to residents’ concerns? Likert scale General Satisfaction How well do you feel the Town communicates with residents? Likert scale Town Council &
Leadership How satisfied are you with the transparency of Town Council decisions? Likert scale Town Council &
Leadership How well do you feel Town Council represents the interests of residents? Likert scale Town Council &
Leadership How accessible are Town Council meetings and decisions to the public? Likert scale Town Council &
Leadership How satisfied are you with opportunities to provide input on town issues? Likert scale Town Operations &
Administration How satisfied are you with the professionalism of Town staff? Likert scale Town Operations &
Administration How responsive is Town Hall when you make inquiries or requests? Likert scale Town Operations &
Administration How easy is it to access information or services on the Town website? Likert scale * Also review questions from other towns
SAMPLE QUESTION BANK (CONTD.)
Section Question Response Type
Public Safety How satisfied are you with law enforcement and crime prevention in the Town? Likert scale Public Safety How safe do you feel in your neighborhood during the day? Open-ended Public Safety How safe do you feel in your neighborhood at night? Open-ended Public Safety How effective are the Town's emergency preparedness efforts? Likert scale Public Safety How would you rate the communication from the Town during emergencies? Likert scale Infrastructure & Public
Works How satisfied are you with the maintenance of roads and streets? Likert scale Infrastructure & Public
Works How satisfied are you with street signage, lighting, and traffic control? Likert scale Infrastructure & Public
Works How well does the Town manage stormwater and drainage infrastructure? Likert scale Infrastructure & Public
Works How timely and effective is the Town’s response to maintenance requests? Likert scale Planning & Development How satisfied are you with how the Town manages growth and development? Likert scale Planning & Development How well is the Town preserving the semi-rural and scenic character? Likert scale Planning & Development How effective is the Planning Department in supporting residents’ projects? Likert scale Planning & Development How satisfied are you with the permitting and inspection processes? Likert scale
SAMPLE QUESTION BANK (CONTD.)
Section Question Response Type
Environmental &
Community Services How satisfied are you with open space preservation and pathway maintenance? Likert scale Environmental &
Community Services How satisfied are you with wildfire prevention and vegetation management? Likert scale Environmental &
Community Services How well does the Town support sustainability and environmental stewardship? Likert scale Environmental &
Community Services How satisfied are you with community events and recreational offerings? Likert scale Technology &
Communication How effective is the Town’s email, website, or newsletter communication? Likert scale Technology &
Communication How easy is it to find and use online services (e.g., permits, agendas)? Likert scale Technology &
Communication How satisfied are you with the Town's use of technology to serve residents? Likert scale Final Questions What is your top priority for the Town to address in the coming year? Open-ended Final Questions What do you value most about living in Los Altos Hills? Open-ended Final Questions What improvements would you like to see in Town operations or services? Open-ended
RECOMMENDATIONS
Phase 1: Horizontal Survey
● Authorize broad “horizontal” survey with external vendor ● Online + phone
● Have ad hoc committee work with external vendor on content ● Review proposed survey at March meeting
● Run survey in 2nd half of March (postcard, Town Crier, email, website) ● Share results at April meeting
● Leverage to inform budget decisions in May
● Identify interest in vertical surveys
Phase 2: Functional Verticals
● Focus on interested residents (but also open to others) ● Shorter surveys run by Town staff + ad hoc committee
● Online only
● Separate surveys on: Public Safety; Planning & Building; Infrastructure/Public Works; Open Space/Recreation; Utilities (PG&E, Internet, Water, Garbage)
1 Keren Brunner
From: Arika Miller
Sent: Tuesday, February 10, 2026 4:42 PM
To: Keren Brunner
Subject: FW: Agenda Comments February 10, 2026 Council Meeting From: allan epstein
Sent: Monday, February 9, 2026 11:29 PM
To: Arika Miller <[email protected]>
Cc: Rajiv Bhateja <[email protected]>; Cody Einfalt <[email protected]> Subject: Agenda Comments February 10, 2026 Council Meeting Hi Arika,
Unfortunately, I cannot attend the Council Meeting on February 10, 2026. Please attach my comments to the agenda.
Thank you.
Best,
Allan
5 C. Resolution Authorizing the City Manager to Purchase a Replacement Chipper Not to Exceed $100,000 and Either Sell or Donate the 2009 Carlton 1790 Towable Chipper Recommend Council not approve this item and defer the matter for further evaluation. Other options should be studied. Question the need for $100K expenditure on infrequently used equipment. Consider purchasing smaller unit comparable to current unit which will meet most needs, a previously owned lowhour-usage larger unit or repairing current unit. No material impact on delaying this decision and considering other alternatives.
5 D. Consideration of a Resolution Adopting the 2026–2027 Two-Year City Council Work Plan Comments:
Do not see replace recreation building on Work Plan.
Town already has PRA Software. Unaware of problems. Used by other cities. Adding solar and batteries to Yard is not cost eƯective, does not meaningfully reduce GHG, and does not oƯer reliable standby generation. Only worth doing if Town gets grant. Cleaning up Trak-it system database should be a priority. 6 A. Discussion on Emergency Management Services in Town and Possible Council Action to Approve Resolution Adopting Job Classification for an Emergency Manager and Amendments to the Town's Salary Schedule.
2 Do not object to creating this position in the Salary Schedule, however, do not believe it is advisable for the Town to hire a full-time Emergency Manager position. StaƯ report underestimates fully burdened cost. Estimated total cost $188,000- $253,805. Estimated cost per productive hour-$102-$137 per hour. Some of the work listed should be the responsibility of the Fire District Town should obtain more support from Fire District
Most identified work is one-time or low frequency, does not justify full time person Deputy City Manager can perform some of the coordination and follow up tasks Thorough analysis of work to be completed and estimated hours to complete have not been done. Town should continue with part time consultant.
6 C. Discussion on Adjustments to the City Council Member Stipend At the January Council meeting I made the following statement. “Allan Epstein, a Los Altos Hills resident, stated that while he did not object to the Council’s decision, he encouraged full transparency regarding the total cost of Council compensation. He noted that healthcare benefits can be significantly more expensive than stipends and emphasized that all associated costs should be included in the analysis, so the public is fully informed. He also suggested conducting a broader comparison with cities of similar size and socioeconomic characteristics when evaluating potential stipend adjustments.” StaƯ report fails to address comments. Did not disclose nature and cost of benefits Council currently receive, how they compare to other similar cities, or the $36,000 financial impact of changing from $300 to $900 per month per councilmember.
7 A. Update from Mayoral Rotation Ad Hoc Committee
Do not believe any changes are necessary as to how the Vice Mayor is currently selected. There should not be any requirement for years of service for the Vice Mayor position. Vice Mayor should become Mayor.
7 B. Update from Community Survey Ad Hoc Committee
Do not believe $30K+ professional survey is warranted at this time. Should start with limited internetbased survey or picnic participant survey.