City of Menlo Park 701 Laurel St., Menlo Park, CA 94025 tel 650-330-6600 www.menlopark.org City Council
SPECIAL MEETING AGENDA
Date: 4/19/2022
Time: 5:00 p.m.
Location: Zoom.us/join – ID# 850 5192 4092
NOVEL CORONAVIRUS, COVID-19, EMERGENCY ADVISORY NOTICE
Consistent with Government Code section 54953(e), and in light of the declared state of emergency, and maximize public safety while still maintaining transparency and public access, members of the public can listen to the meeting and participate using the following methods.
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Subject to Change: Given the current public health emergency and the rapidly evolving federal, state, county and local orders, the format of this meeting may be altered or the meeting may be canceled. You may check on the status of the meeting by visiting the City’s website www.menlopark.org. The instructions for logging on to the webinar and/or the access code is subject to change. If you have difficulty accessing the webinar, please check the latest online edition of the posted agenda for updated information (menlopark.org/agenda).
According to City Council policy, all meetings of the City Council are to end by midnight unless there is a super majority vote taken by 11:00 p.m. to extend the meeting and identify the items to be considered after 11:00 p.m.
City of Menlo Park 701 Laurel St., Menlo Park, CA 94025 tel 650-330-6600 www.menlopark.org City Council Special Meeting Agenda
April 19, 2022
Special Session (Zoom.us/join – ID# 850 5192 4092)
A. Call To Order
B. Roll Call
C. Closed Session
Public Comment on these items will be taken before adjourning to Closed Session.
C1. Closed session conference with labor negotiators pursuant to Government Code §54957.6 regarding labor negotiations with the American Federation of State, County, and Municipal Employees Local 829 (AFSCME) and Confidential employees; and Menlo Park Police Sergeants (PSA) Attendees: Interim City Manager Justin Murphy, City Attorney Nira F. Doherty, Legal Counsel Charles Sakai, Interim Human Resources Manager Kristen Strubbe D. Report from Closed Session
E. Special Business
E1. Interviews of Planning Commission applicants (Attachment) (Note: No action will be taken at this meeting. Appointments are scheduled for the April 26, 2022 City Council meeting.)
F. Regular Business
F1. Adopt fiscal year 2022-23 budget principles and review General Fund forecast as of March 31, 2022, and receive preliminary information about potential service level enhancements and the capital improvement program (Staff Report #22-072)
G. Informational Items
G1. Personnel activity report as of March 31, 2022 (Staff Report #22-073) H. Adjournment
At every regular meeting of the City Council, in addition to the public comment period where the public shall have the right to address the City Council on any matters of public interest not listed on the agenda, members of the public have the right to directly address the Council on any item listed on the agenda at a time designated by the chair, either before or during the City Council’s consideration of the item.
At every special meeting of the City Council, members of the public have the right to directly address the City Council on any item listed on the agenda at a time designated by the chair, either before or during consideration of the item.
For appeal hearings, appellant and applicant shall each have 10 minutes for presentations.
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City of Menlo Park 701 Laurel St., Menlo Park, CA 94025 tel 650-330-6600 www.menlopark.org City Council Special Meeting Agenda
April 19, 2022
Agendas are posted in accordance with Government Code Section 54954.2(a) or Section 54956. Members of the public can view electronic agendas and staff reports by accessing the City website at menlopark.org/agenda and can receive email notification of agenda and staff report postings by subscribing to the “Notify Me” service at menlopark.org/notifyme.
Agendas and staff reports may also be obtained by contacting City Clerk at 650-330-6620. (Posted: 4/15/2022) AGENDA ITEM E-1 Page E-1.1
Descr be your understand ng of the respons b l t es of the adv sory body that you are apply ng for and how your personal commun ty or profess onal exper ence relate to these respons b l t es
The Planning Commission’s responsibility to review development proposals for compliance with the General Plan and Zoning Ordinance comprises both decision-making roles, in situations involving architectural control, use permit, or variance for example, as well as an advisory role, in its capacity to make recommendations to the City Council for projects involving major subdivisions, rezoning, conditional development permits, Zoning Ordinance amendments, General Plan amendments, and environmental reviews and Below Market Rate Housing Agreements. The Commission receives and synthesizes complex information, weighs it against the principles and requirements laid out in the General Plan and Zoning Ordinance, and comes to a decision or recommendation, depending on what the project involves. It seems like a challenging, and invaluable, task to balance the complex intricacies of each situation with principles to create what we collectively envision for our community.
As an architect, I worked as part of various design teams to create design concepts for buildings. We integrated sustainable principles into the design concept from the beginning - examples include reusing old buildings instead of building new, orienting new buildings to optimize energy efficiency, planning interior spaces for maximum flexibility and longevity, and integrating the building exterior into the surrounding urban fabric. As designers, we advocated for the principles that would drive the design concept and saw them through the design development of the building.
Outside of the office, I organized two community initiatives. At the heart of both projects were community outreach. For the 2014 Minnesota State Fair, I worked with a small team to create an exhibit that highlighted the Twin Cities local food system. We connected members of the local food system with emerging graphic designers to create boards that told the story of those small farms, restaurants, and co-op groceries who comprise the local food system. We raised funds and acquired materials donations, and we built the physical structure that displayed the story boards. During the two week run of the Fair, the story boards served as conversation catalyst between fairgoers, exhibit volunteers, and members of the local food community.
In the fall of 2016, I organized a one week design session for the students at the East Bay Innovation Academy in Oakland. The design session was one of several options students could choose for their Intersession, a week-long break from the normal school schedule to engage in a special project. The week started with a design “charrette,” a brainstorming of design concepts, which was followed by selecting a design concept to develop. In the middle of the week, I invited two peers in the architecture industry to provide feedback on the students’ designs, and the week ended with a visit to a local architecture office.
As mentioned previously, I am currently part of the Steering Committee that is planning and organizing the upcoming We Love Earth festival.
At the heart of all my experience, professional or volunteer, is advocacy Page E-1.2
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Current C ty Counc l d str ct District 3
How d d you hear about th s opportun ty (check all that apply) Email If I am appo nted, the C ty s author zed to post the follow ng nformat on on the c ty webs te (please select at least one):
Cellphone: No
Bus ness phone: No
Home phone: No
Ema l: Yes
Application acknowledgement and submittal
I cert fy that the answers g ven here n are true and complete to the best of my knowledge.
I agree
S gnature
Link to signature
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Camille Gonzalez Kennedy
C: | E: | L:
Entrepreneurial senior leader, strategist, and relationship‐builder with experience designing, scaling, and executing comprehensive fundraising initiatives for the social impact sector, including cultivating and closing 7‐figure gifts. Proven track record leading complex strategic and programmatic initiatives that leverage organizational growth opportunities to launch comprehensive donor relations and fundraising programs. Big‐picture and collaborative thought leader with experience advising senior leaders on the intersection of marketing, branding, and philanthropy.
EXPERIENCE
LifeMoves
Vice President of Philanthropy January 2022‐ Present As a member of the Senior Leadership Team works within a strategic, laser‐focused environment to shaping strategies that advance capital and operating campaigns and develop synergies between LifeMoves strategy and the interests of donors, partners, and public stakeholders. ● Identify and cultivate new relationships with high‐net‐worth individuals, corporations, and private foundations, as well as steward current principal/capital donors and partners. ● Work most closely with the CEO, Chief Development Officer, Vice President Strategic Initiatives, additional VP Philanthropy, and with campaign chairs and board members. ● Formulates strategies to promote effective donor and prospect engagement. ● Develops productive, transparent, and collaborative relationships with colleagues, volunteers, board members, and other stakeholders
● Creates pipelines of new funding opportunities.
● Facilitates discussions with LifeMoves leadership to match donor interests; leverage program expertise for donor cultivation;
● Energizes internal and external networks to ensure LifeMoves is in front of decision makers.
● Develops cultivation, stewardship, and solicitation strategies for current LifeMoves funders with potential capacity for supporting increased on‐going operating expenses and new capital initiatives.
● Evaluates gift opportunities and philanthropic vehicles and recommend customized giving options for donors.
● Provides support to Board members, CEO, Principal Gifts Task Force, and other gift officers to ensure they have the tools, support, messaging, and confidence to interact with potential donors.
● Ensures timely and appropriate written communications and donor recognition. ● Coordinates and communicates with other departments for events, public relations opportunities, etc.
● Advocates for additional resources required to meet funding goals.
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MS. Foundation for Women, Brooklyn, New York
Senior Director Advancement Strategy May 2020 ‐ Present Identifies emergent opportunities to position and build the influence of the Ms. Foundation and provides management and supervisory leadership to ensure strategic alignment of departmental and organizational planning. Represents the foundation to diverse stakeholder audiences, building critical relationship networks, while ensuring internal alignment across departmental and organization‐wide work plans. Monitors key trends in the philanthropic, political, and cultural landscape and prepares the Advancement team to be proactive in response to these trends. Leads national and regional campaigns to provide diverse funder audiences with opportunities to make gifts of transformational financial support to the Ms. Foundation for Women. ● Launched the Foundation’s first comprehensive campaign ($30 Million) focused on transformational gifts to increase individual and foundation giving in service of new strategic initiatives, leading to transformational gifts from Mackenzie Scott ($10M) and Jack Dorsey ($3M).
● Led a comprehensive audit of the foundation’s existing fundraising strategies and donor growth process. This resulted in a complete rebuild of the annual fund, planned giving and major gifts programs.
● Strengthened development operations with a focus on fundraising and stewardship policies and communications. This included a comprehensive review of existing policies and the implementation of new donor giving tiers and policies to grow annual and principal giving.
● Co‐led the strategic rebuild of the communications and fundraising teams including supervising external consultant teams.
● Built cross‐functional teams across advancement, programs, grantmaking and capacity building and finance and operations to increase efficiency and efficacy as well as developed protocols to measure the foundation’s impact. This resulted in the creation of key impacts and storytelling tools for staff, investors and donors. ● Spearheaded the foundation’s re‐branding campaign focused on expanding and diversifying its national reach in the service of expanding the donor pipeline through brand awareness
Avenidas, Palo Alto, California
Vice President, Strategic Partnerships and Growth September 2018‐ May 2020 Serve as advisor and thought partner to the CEO, focused on designing new programs and funding strategies. Developed growth strategies that transformed and expanded Avenidas’ social impact, bringing Avenidas services to communities of greatest need adjacent to Palo Alto. Leveraged Avenidas’ community reputation to reinvigorate and redesign philanthropic messaging, resulting in increased individual and foundation giving in service of new strategic initiatives. ● Spearheaded strategic plan and re‐branding focused on expanding and diversifying services and programs parallel with $22M building campaign. In collaboration with CEO and Capital Campaign Committee secured $5.25M in funding to closeout 4‐year campaign. ● Designed and executed new programmatic strategic initiatives. Identified and secured Page E-1.10
privately sourced public funding, in the form of public benefits dollars, to expand programs to reach low income and LGBTQ seniors in southern San Mateo County and northern Santa Clara County. Leveraged new funding streams for expanded mission‐driven programs to create new philanthropic opportunities, enabling new partnerships with donors and corporations.
● Steward portfolio of major donors. Developed and oversaw fundraising strategies to engage individual donors giving over $10,000+. Managed special portfolio of major donors ($25,000++). Collaborated with front‐line development team to hone donor management process, expand donor pipeline, and upgrade mid‐level donors, resulting in $1M in new funding for strategic initiatives.
Major Gifts Officer September 2017 – September 2018 ● Raised $750K+ in year 3 of 4‐year, $22M building campaign. ● Initiated and executed the organization’s first comprehensive fundraising strategy for major donors and institutional funding sources, including setting new major gifts goals; cultivated and managed portfolio of major gift prospects ($10K ++). ● Coordinated Legacy Society, Avenidas’ planned giving program. ● Expanded donor pipeline by initiating and implementing systematic donor management system.
Random Acts of Flowers, Menlo Park, California
Executive Director May 2015 – September 2017
Leadership executive for local branch of a national non‐profit, responsible for all on‐site business management and overseeing a staff of 3 and a volunteer base of 300. Recruited vice chair of the Board to design fundraising strategy for Silicon Valley, professionalize staff, and design and execute a strategic plan.
● Designed and executed comprehensive fundraising strategy including annual fund, major gifts, grants. and corporate partnerships
● Led major gifts campaign; built donor base from 50 to 1,000 donors, tripling revenue in 16 months.
● Conceptualized and produced all corporate fundraising events for the organization including RAF GROW event (annual major fundraising luncheon for 350 people) and ‘Cocktails in the Garden” (focused major‐ donor cocktail party for 125).
● Managed and maintained media relationships including all social media platforms.
MHA|RMT, San Mateo, California
Senior Environmental Planner September 2007 – March 2009 ● Led community outreach and public relations efforts for large‐scale infrastructure projects in California and Nevada.
● Managed Environmental Impact Statements; lead a team of 15 subject‐matter experts to create a comprehensive federal document.
URS Corporation New York, NY
Assistant Program & Project Manager August 2003 – December 2006 ● Lead Planner for assembling environmental impact statements following SEQR, CEQR and ULURP guidelines.
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● Led team of 6 subject‐matter experts and Port Authority of New York and New Jersey (PANYNJ) staff to create comprehensive plan for redeveloping bridge systems in the PANYNJ
The Cornell Club, New York, NY
Director of Health and Fitness January 1997 – July 2001 ● Managed operation of 300‐member private fitness center including the supervision of a staff of 13
● Prepared budgets; forecasted revenue and profits; developed marketing strategies ● Designed floor plan and supervised complete renovation and construction of 1,000 square‐foot fitness center
The Boston Living Center Boston, MA
Director of Congregate Meals Program January 1993‐ April 1996 ● Designed and supervised construction of a 2000‐square‐foot, ADA‐compliant kitchen and dining facility.
● Developed and grew a meals program serving 150 people with HIV/AIDS daily, including preparing budget and implementing data collection protocol to comply with government requirements.
● Expanded program from dependence on local donations to annual budget of $750,000.
SELECTED COMMUNITY SERVICE
City of Menlo Park, Planning Commissioner April 2018‐present Fund Her, Advisory Board Member 2017‐present Wender Weis Foundation for Children, Board Member 2012‐present
EDUCATION
Harvard University, Graduate School of Design, Master in Urban Planning, 2003 Baruch College, BS with honors in Public Affairs, 2001
Oberlin College and Conservatory of Music, History and Trombone Performance, 1988 Page E-1.12
and Environmental Quality Commission
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City Manager's Office
City of Menlo Park 701 Laurel St., Menlo Park, CA 94025 tel 650-330-6600 www.menlopark.org
STAFF REPORT
City Council
Meeting Date: 4/19/2022
Staff Report Number: 22-072-CC
Regular Business: Adopt fiscal year 2022-23 budget principles and review General Fund forecast as of March 31, 2022,
and receive preliminary information about potential
service level enhancements and the capital
improvement program
Recommendation
Staff recommends that the City Council adopt updated budget principles for fiscal year 2022-23, review the General Fund forecast as of March 31, 2022, and receive preliminary information about potential service level enhancements and the capital improvement program.
Policy Issues
Menlo Park Municipal Code Section 2.08.080 (8) provides that the city manager must “prepare and submit to the City Council the annual budget.” To ensure that the city manager’s proposed budget is built on foundational principles set by the City Council, the City Council approves budget principles before adoption of its fiscal budget.
Background
Typically, the City Council conducts a goal-setting process at the beginning of the calendar year to help set the stage for the budget development. Given the transition of the city manager and the number of vacancies in the organization, has held a goal-setting session this year. Staff has continued to provide quarterly progress updates to the City Council most recently at its meeting of April 12, 2022.
Analysis
Proposed budget principles
To ensure that the city manager’s proposed fiscal year 2022-23 budget reflects the City Council’s foundational budget values, staff presents these proposed budget principles for fiscal year 2022-23 for consideration. Principles 1 and 2 are the same as last year and principle 3 is new this year.
1. Promote the City’s long-term fiscal sustainability
a) Implement the annual payment necessary in the budget to achieve amortization of the CalPERS Net Pension Liability in accordance with the actuarial 15-year amortization schedule. This is consistent with City Council’s before adopted principle to plan for an accelerated reduction of the UAL. b) Invest in technologies that minimize low value-add processes, increase transparency in communications and most efficiently utilize our talented staff c) Strive to achieve City Council cost recovery goals for all fee-based services d) Continue to evaluate the most cost-effective method to provide services at a specified level that AGENDA ITEM F-1 Page F-1.1
Staff Report #: 22-072-CC
City of Menlo Park 701 Laurel St., Menlo Park, CA 94025 tel 650-330-6600 www.menlopark.org provides the City with flexibility in all economic conditions, including the use of contracted services, shared services, and regular and limited-term employees e) Proactively manage the loss of institutional knowledge by documenting procedures, practices and processes and succession planning efforts including the ability to provide for overlap in critical positions at the discretion of the city manager
f) Incorporate programs and initiatives that strengthen Menlo Park’s standing as an employer of choice to retain highly qualified personnel
2. Provide city services and infrastructure that contribute to quality of life in Menlo Park a) Implement ordinances and City Council adopted initiatives and strategies to contribute to the quality of life in Menlo Park
b) Proactively maintain and improve existing infrastructure to minimize maintenance costs and decrease the City’s greenhouse gas emissions
c) Strive to balance the resources and requirements of each area of the city in an equitable manner through the use of equitable tools
d) Evaluate one-time revenues for highest and best investment recognizing the benefit of leveraging near term investments for long-term gains in financial sustainability and/or quality of life e) Commit to continuous improvement in the communication of City financial information through a variety of media acknowledging that the City’s professional staff and consultants are obligated to conform to accounting and reporting standards in order to provide balanced financial information that informs policymakers
3. Revenue sources and grant accounting (new principles) a) State the funds surplus/(deficit) balance to show annual results and use of fund balance b) Identify revenue sources for the initial year of all capital projects c) Document and enter "Due-to" amounts in the General Fund 100 for all expenses awaiting grant fund reimbursement by increasing the assigned reserve balance d) Ensure a fund's fiscal year-end balance estimate is positive Planned budget development calendar
The following budget calendar outlines the actions and dates planned for adoption of the City Council’s fiscal year 2022-23 budget. Due by dates are approximate provided that the budget workshop, public hearing and adoption take place in June. The City is required to adopt its budget before July 1 of each year.
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Staff Report #: 22-072-CC
City of Menlo Park 701 Laurel St., Menlo Park, CA 94025 tel 650-330-6600 www.menlopark.org Budget calendar
Due date Description
Apr 15 Operating and capital budgets due to Finance and internal service funds set up Apr 19 City Council reviews and approves budget principles Apr 29 City Manager and department head reviews
May 10 Master fee schedule update
May 16 Public budget portal updated (consolidated reports, budget narratives) May 23 City Manager final budget review (staff report, resolutions, budget book) Jun 7 City Manager's proposed budget workshop
Jun 14 Budget public hearing
June 28 Budget adoption
The City’s move to an online budget portal through OpenGov has substantially changed the budget development process and provides an opportunity for greater transparency.
General Fund forecast
Staff prepared a forecast of the General Fund through June 30, 2022 (Attachment A), to assist the City Council in preparation of next year’s budget. The taxes were forecasted from HdL and Avenu Insight models. Charges for Services are approximately $6 million through March. The forecast excludes the term “Use of Fund Balance” to better demonstrate the impact on reserves.
Salaries & Wages are not forecasted per full-time equivalent (FTE) but uses March year-to-date totals combined with full budget amounts for April, May and June. However, there were significant vacancies at March end. Vacancies adversely impacts the organization's ability to deliver the services and maintain infrastructure for Menlo Park’s citizens. Staff is addressing this challenge through internal advancements, interim/acting assignments, and recruitment efforts. Fringe benefits includes an estimated $1 million payment for Pension Unfunded Actuarial Liability (UAL) by year-end.
The forecasted surplus/(deficit) results from $62.5 million in revenues offset by $64.5 million in expenses, arriving at a negative $1.9 million. Notice that the reduction in salary and benefits were offset by additional transfer outs of approximately $7.4 million, which have been listed at the bottom of the attached forecast.
Also, the unassigned fund increases to $6.5 million because other reserve categories are being charged.
The forecast versus budget column provides the financial impact and compares against the revised budget column.
Staff provides the actual reserve calculations in comparison to City Council levels to determine if percentages are drastically different. Finally, staff provides a reconciliation of prior year’s unassigned fund balance to the forecasted balance.
Preliminary service level enhancement requests
Staff is preparing service level enhancement requests and is planning to present the requests to City Page F-1.3
Staff Report #: 22-072-CC
City of Menlo Park 701 Laurel St., Menlo Park, CA 94025 tel 650-330-6600 www.menlopark.org Council for consideration in the context of the upcoming fiscal year 2022-23 operating budget deliberations.
The following preliminary information is provided to City Council in advance of the budget development process. No action is requested from City Council in relation to this preliminary information, but the City Council may ask questions and provide initial feedback.
The COVID-19 pandemic caused severe and far-reaching impacts to the community of Menlo Park and to the City organization. Now and looking forward to fiscal year 2022-23, the pandemic appears to be receding overall (but not yet ended), and demand for services and projects is markedly increasing. As a unit of local government, the City of Menlo Park effectively operates as a service organization, meaning that it primarily delivers services to the community through the employment of skilled and qualified personnel. As demand for services and projects increases in addition to the ongoing demands of existing operations, additional personnel capacity is needed to timely and effectively meet these increasing demands.
Attachment B provides brief summaries of preliminary service level enhancements which staff is preparing for City Council review in the context of the upcoming budget deliberations. In addition, staff provides a historical count of authorized positions from fiscal year 2016-17 to 2021-22. Essentially, the General Fund would incur annual labor expense of approximately $3.2 million as well as one-time charges for additional equipment to deliver this increase in services if the City Council were to authorize these enhancements as part of the budget process.
Capital improvement program update and needs
After fiscal year 2020-21 incorporated significant reductions in expenditures of 20 percent overall and 65 percent in the general capital fund, in fiscal year 2021-22, the adopted CIP incorporated 57 funded and carry-over projects in seven categories, with 35 of those receiving new funds. Of these 26 projects with new funds, 11 are programmatic in nature, providing annual maintenance funding for infrastructure like parks, sports fields and traffic signals. This fiscal year, significant progress was made on a number of capital projects including the Menlo Park Community Campus (MPCC) project, and the following eight projects were completed:
• Repaved Willow Road from Chester Street to Middlefield Road with rubberized asphalt • Repaved Middle Avenue from San Mateo Drive to Olive Street • Renovated the Burgess Pool chemical storage room
• Completed park pathway reconstruction in Sharon Park
• Electrical and equipment upgrades to City Hall to allow for next-generation 911 service • Completed construction on fencing to secure the Main Library basement stairwell • Substantially completed the Bayfront Canal-Atherton Channel flood control project • Replaced aging water mains on Haven Avenue and Casey Court However, significant work remains to advance capital infrastructure needs and position the City to be ready to take advantage of federal infrastructure investments in transportation, water and utility systems.
Next year, staff anticipates 11 projects for which new funding is requested in addition to the 11 annual programmatic projects to be proposed in the fiscal year 2022-23 budget. These projects would require more funding needs than the City has funds available for these projects. Staff is currently developing a funding strategy to be proposed as part of the fiscal year 2022-23 five-year capital improvement program, which will be presented as part of the draft 2022-23 budget.
Of these 11 anticipated projects, five are current projects requiring additional funds as projects proceed to new phases or to account for cost escalation due to inflation or changes in scope of work:
• Chrysler pump station replacement ($2.5 million)
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Staff Report #: 22-072-CC
City of Menlo Park 701 Laurel St., Menlo Park, CA 94025 tel 650-330-6600 www.menlopark.org • San Francisquito Creek Upstream project ($1-3 million) • Automated water meter reading infrastructure project ($1.54 million) • Streetlight conversion ($0.08 million)
• Haven Avenue Streetscape project ($0.40 million)
Six are new projects, which have either advanced from a planned future year or are new in response to new regulations, grant funding opportunities or needs identified this year:
• Burgess pool lobby renovation ($0.1 million) – advanced from prior planned year. • Willow Road bicycle and pedestrian improvements ($0.4 million) – new. Advanced planning and design early from prior planned year to capitalize on a potential grant opportunity between Bayfront Expressway and US 101.
• Kelly Park and Hillview School turf replacements ($2.0 million) – new. Timing required to coincide with MPCC completion in spring 2023 and Hillview School planned work in summer 2023 or 2024. • Local road safety plan ($0.20 million) – new. Requirement to compete for some regional and state grant funds.
• Shuttle program evaluation ($0.18 million) – new. Awarded a grant for this study. • Storm system funding study ($0.10 million) – new. Stormwater program is not cost recovery and fund balance is declining. New regulations anticipated to be adopted in 2022 will further exacerbate annual fund depletion.
• Police radio and communication equipment upgrades ($1.0 million) – new. Police radios carried by individual officers and installed in police vehicles that have been in service for over 20 years. Repair and replacement of the current model is extremely challenging. The most prudent remedy is to prepare for movement to the digital band and accommodate interagency communication needs with digital-enabled radios. Upgrading to digital-enabled radios require upgrades to the dispatch infrastructure. Staff will also be exploring grant opportunities to potentially mitigate the expense. * Movement to digital radio capability is distinct and separate from encryption of radios. The encryption question will be handled separately with all due transparency and public accountability.
No action is requested from City Council in relation to this preliminary information, but the City Council may ask questions and provide initial feedback.
Impact on City Resources
Preparation of the fiscal year 2022-23 annual budget is part of the City’s baseline services.
Environmental Review
This action is not a project within the meaning of the California Environmental Quality Act (CEQA) Guidelines §§ 15378 and 15061(b)(3) as it will not result in any direct or indirect physical change in the environment.
Public Notice
Public notification was achieved by posting the agenda, with the agenda items being listed, at least 72 hours prior to the meeting.
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Staff Report #: 22-072-CC
City of Menlo Park 701 Laurel St., Menlo Park, CA 94025 tel 650-330-6600 www.menlopark.org Attachments
A. General Fund fiscal year 2020-21 forecast
B. Service level enhancement estimates
Report prepared by:
Marvin Davis, Interim Finance Director
Nikki Nagaya, Public Works Director
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City of Menlo Park
General Fund FY 2021-22 Forecast at March 31, 2022
FY 2020-21 Annual Comprehensive Financial Report (ACFR) Non-spendable (deposits and prepaids) $ 458,698
Project related deposits, 501 CIP, encumbrances 4,010,180 Strategic pension funding 4,650,860
Emergency contingency 10,300,000
Economic stabilization 14,000,000
Obligations prior to Unassigned 33,419,738
Unassigned 4,800,628
Beginning Fund Balance (6/30/2021) 38,220,366
Adopted Revised Forecast Fcst vs Budget
Taxes 47,283,185 47,283,185 46,322,381 (960,804) HDL, Avenu Charges for Services 4,434,716 4,434,716 7,669,008 3,234,292 YTD Mar $5.8M Licenses & Permits 3,956,000 3,956,000 4,537,968 581,968 Franchise Fees 2,337,020 2,337,020 2,337,020 -
Use of Money and Property 1,426,303 1,426,303 1,499,625 73,322 Other Financing Sources 1,494,740 1,494,740 - (1,494,740) Excl Use Fund Bal Fines 135,000 135,000 214,671 79,671
Other Revenue 125,000 125,000 2,927 (122,073)
Inter Governmental Revenue 47,400 47,400 - (47,400)
Revenue Total 61,239,364 61,239,364 62,583,599 1,344,235 Salaries and Wages 27,051,892 26,801,491 23,662,987 (3,138,504) Vacancies Fringe Benefits 13,299,285 13,299,285 12,749,678 (549,607) Extra $1M UAL Services 8,706,618 9,096,618 7,769,684 (1,326,934) Spending less Operating Expenses 6,791,685 6,866,685 6,435,140 (431,545) Transfers 3,319,800 10,535,100 10,535,100 - Bud Amen $7.4M Utilities 1,628,204 1,628,204 1,482,804 (145,400)
Repairs & Maintenance 1,030,701 1,096,701 1,136,427 39,726 Fixed Assets & Capital Outlay 338,460 338,460 531,809 193,349 Special Projects Expenditures 286,950 353,950 94,800 (259,151) Rental of land and buildings 148,400 148,400 95,723 (52,677) Travel 71,320 71,320 21,609 (49,711)
Project Control 30,000 30,000 30,000 -
Expense Total 62,703,315 70,266,214 64,545,761 (5,720,453) Surplus/(Deficit) (1,962,162)
Obligations prior to unassigned Actual % Policy %
Non-spendable (deposits and prepaids) 458,698
Project related deposits, encumbrances 4,010,180
Strategic pension funding (use of $1M for additional UAL payment) 3,650,860 Emergency contingency 10,300,000 16% 15-20%
Economic stabilization (use of reserve $2.7M) 11,288,700 17% 20-25% Obligations prior to unassigned 29,708,438
Unassigned 6,549,766
Ending Fund Balance (6/30/2022) $ 36,258,204
Reconcile prior year unassigned to current year estimate Budget Amendments Staff Report 4,800,628 Unassigned at 6/30/2021 304 MPCC land purchase 610,000 21-250-CC (1,962,162) Net Income charge 705 vehicles 409,000 21-250-CC 1,000,000 Reduction in Strategic reserve 100 Menlo Park Sister Cities 10,000 21-250-CC 2,711,300 Reduction in Economic reserve 100 contracts, use unassigned 428,000 21-250-CC 6,549,766 Unassigned at 6/30/2022 304 MPCC, $2.5M economic reserve 5,720,000 22-008-CC - Diff 100 community programs 17,000 22-012-CC
501 project CPS013, economic reserve 211,300 22-019-CC
Total 7,405,300
ATTACHMENT A Page F-1.7
Department Service level description FTE estimate Labor estimate Public Works
Drought coordination and support. Request to add one full time Sustainability Specialist position to support increased drought coordination. Position would be funded by
enterprise revenue funds (water operations fund).
1 $132,893
Public Works
SAFER Bay staffing support. Request to add a provisional full-time Associate Engineer position to coordinate work on SAFER Bay, sea level rise adaptation plan
implementation. Position would be funded by general
capital funds partially reimbursed through anticipated
FEMA Building Resilient Communities and Infrastructure
grant.
1 $197,726
Police
Emergency Preparedness Coordinator. Request to
establish a dedicated and expert resource that is
steadfastly committed to the City's interests and capable of connecting and coordinating with all available partner resources. Although the position would reside within the police department, the focus would be on the entire
organization. Position equivalent to Management Analyst I or Project Manager.
1 $165,505
Police
Community Service Officers. Request to restore two and
add one (total 3.0) full-time Community Service Officers (CSOs) - two assigned to Patrol Division, and one added to the Training and Public Relations Unit.
3 $622,257
Police
Traffic Unit and Staffing Support. Request to restore three full time sworn officer positions to support increased need for traffic support, management, and the return of
workforce commuters and special events. The movement
of three officer positions to Traffic from our current
reduced staffing has made the permanent assignment of a dedicated traffic team unsustainable at current levels. 3 $622,257
Police
Parking Enforcement. Potential request to restore parking enforcement capacity. Staff is evaluating options including city personnel and/or contract services. Additional details will be presented to City Council during the upcoming
budget deliberations.
1 $207,425
Library and Community
Services
Gymnastics. Request to add 5.75 FTE (2 Program
assistants, 2.75 Instructors, 1 Recreation Coordinator) to reactivate the gymnastics program, consistent with staffing levels for the gymnastics program prior to the pandemic.
Personnel costs would be partially offset by program
revenues.
5.75 $694,540
Community Development
Housing support. Request to add 1.0 FTE equivalent to a Management Analyst I/II to support the current and
increased demand for administration and implementation
of the City’s below market rate (BMR) program and other housing programs.
1 $185,194
Preliminary service level enhancement requests
ATTACHMENT B Page F-1.8
City Manager's Office
Deputy City Clerk. Position would restore the needed
backup for the City Clerk, assist with City Council related duties (e.g., agendas, resolutions, ordinances, minutes, etc.), and assist with Information Technology Master Plan items related to agenda, legislative and multimedia
management.
1 $153,438
City Manager's Office
Graphic Designer. Would work with all departments to
design and produce a variety of print and digital materials, both routine and complex; including publications, notices, social media and digital graphics for web and video.
1 $153,438
City Manager's Office
Management Analyst I/II. To support climate adaption and resiliency projects and plans (e.g. local hazard mitigation plan, safety, environmental justice elements) to increase resiliency to negative impacts of climate change. The
position would assist in coordinating across all
departments, informing the organization and the
community on climate adaptation, and providing ongoing
long range planning and strategy support.
1 $185,194
Total 19.75 $3,319,867
General Fund Impact 18.75 $3,186,974
Budget year Full-time
equivalents (FTEs)
FY2016-17 267.50
FY2018-19 287.25
FY2019-20 286.75
FY2020-21 242.75
FY2021-22 271.75
Page F-1.9
Administrative Services
City of Menlo Park 701 Laurel St., Menlo Park, CA 94025 tel 650-330-6600 www.menlopark.org
STAFF REPORT
City Council
Meeting Date: 4/19/2022
Staff Report Number: 22-073-CC
Informational Item: Personnel activity report as of March 31, 2022 Recommendation
This is an informational item and does not require City Council action.
Policy Issues
City Council authorizes the annual budget, including approved full-time equivalent (FTE) personnel budgets, and delegates personnel management to the city manager. The purpose of this report is to provide information on the number of vacancies and recruitment status of those positions.
Background
From time to time, staff has reported personnel activity to the City Council to identify the status of active, pending and yet-to-be prioritized recruitments, new hires, and separations for regular appointed benefited employees. The last two years have presented challenges in recruiting and retaining employees which is evident in Table 1 listing vacancies and recruitments.
Analysis
Vacancies can have an impact on programs and services provided by the City. In addition, recruitment activities for these positions increases the workload of human resources staff.
City staff have worked diligently to continue providing a high level of service, covering gaps created by vacancies through accessing other resources (temporary employees, consultants, interim/acting appointments, extra help retired annuitants.) This allows city services and projects to continue; however, it is not sustainable long-term as the vacant positions truly require regular appointed employees.
There are 10 Executive and Management vacancies in: Administrative Services, City Manager’s Office, Community Development, Library and Community Services, and Public Works. Five of those positions are currently filled with an interim or acting employee. Filling the Executive and Management positions is critical as it provides a sense of stability and continuity to staff. Internal development of a Recruitment Plan which will establish the process, timeline, and resources for expeditiously filling vacant positions will be finalized in the coming week. Recruitments will be completed by a combination of internal staff, and external resources.
External resources will include a recruiting firm and temporary assistance, as needed.
AGENDA ITEM G-1 Page G-1.1
Staff Report #: 22-073-CC
City of Menlo Park 701 Laurel St., Menlo Park, CA 94025 tel 650-330-6600 www.menlopark.org Table 1: Personnel Activity
Department Authorized
FTEs Total vacancies Vacancy rate
Vacancies
under
recruitment
Vacancies in
queue
Administrative Services 25 3.5 14% 2 1.50
City Manager’s Office 11 2 18% 1 1
Community Development 33 8 24% 0 8
Library and Community Services 62.25 6.25 10% 2 4
Police 62.5 0 0% 0 0
Public Works 73 7.5 10% 2 6
Total 266.75* 27.25 10% 7 20.5
*Excludes City Councilmembers five FTEs
Impact on City Resources
Contract services funds are available within in the current budget for recruitment services.
Environmental Review
This action is not a project within the meaning of the California Environmental Quality Act (CEQA) Guidelines §§ 15378 and 15061(b)(3) as it will not result in any direct or indirect physical change in the environment.
Public Notice
Public notification was achieved by posting the agenda, with the agenda items being listed, at least 72 hours prior to the meeting.
Attachments
None.
Report prepared by:
Mary Morris-Mayorga, Administrative Services Director – Extra Help Retired Annuitant Page G-1.2