Milpitas City Council
February 18, 2025

February 18, 2025 Milpitas City Council Agenda Page 1

REGULAR MEETING OF THE MILPITAS

CITY COUNCIL
AGENDA
TUESDAY, FEBRUARY 18, 2025
CITY COUNCIL CHAMBER, 455 E. CALAVERAS BLVD, MILPITAS, CA 7:00 PM (PUBLIC BUSINESS) **
**or immediately following the Study Session, whichever is later For assistance in the following languages, you may call:

Đối với Việt Nam, gọi 408-586-2400
Para sa Tagalog, tumawag sa 408-586-3051
Para español, llame 408-586-3072
* To access written translation during the meeting, scan the QR Code.

The City Council meeting is held in the City Council Chamber at City Hall, 455 E. Calaveras Blvd., Milpitas and via teleconference/Zoom webinar.

You may watch the Council meeting without providing public comment by accessing it via links here.

Meeting shall be livestreamed - Go to:

Facebook: https://www.facebook.com/CityofMilpitas/
YouTube: https://www.milpitas.gov/youtube
Web Streaming: https://www.milpitas.gov/webstreaming

PUBLIC COMMENT INSTRUCTIONS
Oral public comments may only be provided live during the City Council meeting in person, unless the City Council approves remote public comment. All comments provided shall be limited to three minutes or less as determined by the Mayor. All members of the public will be limited to one comment per agenda item, and one comment for non-agenda items. Members of the public may submit written comments by email to [email protected]
The meeting will be streamed via Zoom for viewing purposes only unless the City Council approves remote public comment. To watch via Zoom, please register at:
https://ci-milpitas-ca-gov.zoom.us/webinar/register/WN_vGxjZ0t6T8qaXBg2_k1f9w NOTE: If a member of the public wishes to share any presentation materials for Council consideration, they must be submitted to the Clerk’s Office by email to [email protected] by 12:00 p.m. on the day of the meeting. No presentations will be accepted in person in the Council Chambers.

MILPITAS CITY COUNCIL CODE OF CONDUCT
• Be respectful and courteous (words, tone, and body language). • Model civility.
• Avoid surprises.
• Praise publicly and criticize privately.
• Focus on the issue, not the person.
• Refrain from using electronic devices while on the Council dais. • Disclose conflicts of interest and affiliations related to agenda items. • Separate governing from campaigning.
• The Council speaks with one voice after making policy on issues. • Respect the line between policy and administration.
• Council will hold one another accountable to comply with this Code of Conduct.

February 18, 2025 Milpitas City Council Agenda Page 2
CALL MEETING TO ORDER by Mayor and ROLL CALL by City Clerk (7:00 PM)

PLEDGE OF ALLEGIANCE
INVOCATION (Mayor Montano)
PRESENTATIONS (7:05 PM)
● Rare Disease Day (Proclamation)
PUBLIC FORUM (7:10 PM)
Members of the public are invited to speak on any item that does not appear on today’s agenda. Comments will be limited to three minutes or less at the Mayor’s discretion. When called to speak, you are encouraged to state your name for the record.

As an item not listed on the agenda, no action can be taken, however the City Council may instruct the City Manager to place the item on a future meeting agenda.

ANNOUNCEMENT OF CONFLICT OF INTEREST AND CAMPAIGN CONTRIBUTIONS

READING OF THE CITY COUNCIL CODE OF CONDUCT

APPROVAL OF AGENDA
CONSENT CALENDAR (7:15 PM)
Consent calendar items are considered to be routine and will be considered for adoption by one motion. There will be no separate discussion of these items unless a City Councilmember, member of the audience or staff requests the Council to remove an item from (or be added to) the consent calendar. Any person desiring to speak on any item on the consent calendar should ask to have that item removed from the consent calendar.

C1. Receive City Council Calendar of Meetings for February and March 2025 (Staff Contact:

Suzanne Guzzetta, City Clerk, 408-586-3001)
Recommendation: Receive City Council Calendar of Meetings for February and March 2025.

C2. Approve City Council City Council Meeting Minutes of February 4, 2025 (Staff Contact: Suzanne Guzzetta, City Clerk, 408-586-3001)
Recommendation: Approve City Council Meeting minutes of February 4, 2025.

C3. Receive the Preview List of Anticipated Items for the Next Regular City Council Meeting (Staff Contact: Suzanne Guzzetta, City Clerk, 408-586-3001)
Recommendation: Receive the list of anticipated agenda items for the next regular City Council meeting.

C4. Receive and Review the List of Agenda Items Requested by City Councilmembers (Staff Contact: Suzanne Guzzetta, City Clerk, 408-586-3001)
Recommendation: Receive the list of items that have been requested by City Councilmembers and received consensus in previous meetings to date.

C5. FY 2024-25 2nd Quarter Financial Status Report for the Quarter Ended December 31, 2024 (Staff Contact: Luz Cofresí-Howe, Finance Director, 408-586-3111) Recommendation: Review the FY 2024-25 Quarterly Financial Status Report for the quarter ended December 31, 2024.

February 18, 2025 Milpitas City Council Agenda Page 3
C6. Review Fiscal Year 2024-25 Mid-Year Report, Adopt a Resolution Approving FY2024-25 Mid-year Budget Amendments, and Adopt a Resolution Amending Resolution No. 1626, the Classification Plan to Approve and Adopt the Pay Schedule titled “New Job Classifications/ Salary Table” (Staff Contact: Luz Cofresí-Howe, Finance Director, 408-586-3111) Recommendation: (1) Review Fiscal Year 2024-25 Mid-Year Report; (2) Adopt a resolution approving FY2024-25 Mid-Year Budget Amendments; and (3) Adopt a resolution amending Resolution No. 1626, the Classification Plan to approve and adopt the pay schedule titled “New Job Classifications/Salary Table,” and amend budgeted allocated positions.

C7. Adopt a Resolution Relating to the Milpitas Tow Service Agreement (Staff Contact: Jared Hernandez, Chief of Police, 408-586-2402)
Recommendation: Adopt a resolution relating to the Milpitas Tow Service Agreement to repeal and replace Resolution No. 7747.

C8. Accept the FY 2025 Citizens’ Option for Public Safety (COPS) Grant, Accept the Additional FY 2024 COPS Grant to be Spent in Alignment with the City Council Approved FY 2024 Spending Plan, and Approve the Appropriation of Funds to the Police Department’s FY 2024-25 Operating Budget for Front-Line Law Enforcement Services (Staff Contact: Jared Hernandez, Chief of Police, 408-586-2406)
Recommendation: (1) Accept the FY 2025 Citizens’ Option for Public Safety (COPS) Grant in the amount of $126,280.00, (2) Accept the additional FY 2024 COPS Grant in the amount of $119,318 to be spent in alignment with the City Council approved FY 2024 spending plan; and (3) Approve the appropriation of funds in the total amount of $245,598 to the Police Department’s FY 2024-25 operating budget for front-line law enforcement services.

C9. Approve and Authorize the City Manager to Execute a Stormwater Management Facilities Operation and Maintenance Agreement between the City of Milpitas and Milpitas Pacific Associates, L.P., for the Affordable Housing Project at 308 Sango Court (Staff Contact:

Christian Di Renzo, Public Works Director, 408-586-2602; and Michael Silveira, City Engineer, 408-586-3303)
Recommendation: Approve and authorize the City Manager to execute a Stormwater Management Facilities Operation and Maintenance Agreement between the City of Milpitas and Milpitas Pacific Associates, L.P., for the Affordable Housing Project at 308 Sango Court.

C10. Receive an Update on the Security Improvements at the McCarthy Ranch Sewer Lift Station (Main Lift) and Determine that the Condition Continues to Constitute an Emergency (Staff Contact: Christian Di Renzo, Public Works Director, 408-586-2602) Recommendation: (1) Receive an update on the security improvements at the McCarthy Ranch Sewer Lift Station; and (2) Determine by a four-fifths vote that the condition continues to constitute an emergency.

C11. Consider a Fee Waiver Request from the Christian Worship Center Bay Area (Staff Contact:

Renee Lorentzen, Recreation and Community Services Director, 408-586-3409) Recommendation: Approve a fee waiver of $1,500 for the Christian Worship Center Bay Area’s Annual Easter Egg Hunt at Starlite Park on April 19, 2025.

PUBLIC HEARINGS (7:20 PM)

February 18, 2025 Milpitas City Council Agenda Page 4
Members of the public may be allotted up to three (3) minutes or less at the Mayor’s discretion, to comment on any public hearing item. Applicants/Appellants and their representatives may be allotted up to a total of ten (10) minutes for opening statements and up to a total of five (5) minutes maximum for closing statements. Items requested/recommended for continuance are subject to Council’s consent at the meeting.

12. Recruiting, Hiring, and Vacancy Update for July 1 – December 31, 2024 (Staff Contact: Kelli Parmley, Human Resources Director, 408-586-3086)
Recommendation: Accept a report on recruiting, hiring and vacancies for July – December 2024.

ANNOUNCEMENTS AND FUTURE AGENDA ITEMS (8:20 PM)
Members of the City Council or City Manager may make brief announcements at this time. Members of the City Council may also suggest future agenda items. For future agenda items, the City Council shall not debate the topic or engage in discussion but shall simply state a “yes” or “no” as whether to move the item forward. If a majority of the City Council agrees to move the item forward, the City Manager shall place the item on a future agenda.

ADJOURNMENT (8:25 PM)

KNOW YOUR RIGHTS UNDER THE OPEN GOVERNMENT ORDINANCE
Government’s duty is to serve the public, reaching its decisions in full view of the public. Commissions and other City agencies exist to conduct the people’s business. This ordinance assures that deliberations are conducted before the people and City operations are open to the people’s review. For more information on your rights under the Open Government Ordinance or to report a violation, contact the City Attorney’s office at Milpitas City Hall, 455 E. Calaveras Blvd., Milpitas, CA 95035 e-mail:[email protected] / Phone: 408-586-3040 The Open Government Ordinance is codified in the Milpitas Municipal Code as Title I Chapter 310 and is available online at the City’s website www.milpitas.gov by selecting the Milpitas Municipal Code link.

Materials related to an item on this agenda submitted to the City Council after initial distribution of the agenda packet are available for public inspection at the City Clerk’s office at Milpitas City Hall, 3rd floor 455 E. Calaveras Blvd., Milpitas and on City website. City Council agendas and related materials can be viewed online: www.milpitas.gov/government/council/agenda_minutes.asp (select meeting date)

APPLY TO SERVE ON A CITY COMMISSION
Commission application forms are available online at www.milpitas.gov or at Milpitas City Hall.

Contact the City Clerk’s Office at 408-586-3001 for more information.

If you need assistance, per the Americans with Disabilities Act, for any City of Milpitas public meeting, please call the City Clerk at 408-586-3001 or send an e-mail to [email protected] prior to the meeting. You may request a larger font agenda.

Milpitas City Council Calendar
February 2025
Sunday Monday Tuesday Wednesday Thursday Friday Saturday 1 2 3
7:00 PM-Parks, Recreation & Cultural
Resources Commission (EC)
4 7:00 PM-City Council
5 1:00 PM-Santa Clara VTA Monthly
Briefing - Northeast Group (CM)
(Zoom)
5:30 PM-Veterans Commission (GB)
7:00 PM-Community Housing
Commission (EC)
6 5:30 PM-Milpitas Chamber of
Commerce Board (GB)
5:30 PM-Santa Clara VTA Board of
Directors (CM)
7 8
9 10
4:00 PM-Economic Development and
Trade Commission (WL)
5:30 PM- Special Meeting Library and
Education Advisory Commission (HL)
11 6:00 PM- Special CIP Budget Session
12 1:30 PM-Special Senior Advisory
Commission Meeting
4:30 PM-City Council Finance
Subcommittee (CM/EC)
7:00 PM-Silicon Valley Clean Energy
Board of Directors (GB) (Cupertino)
7:00 PM-Planning Commission
13 4:00 PM-Treatment Plant Advisory
Committee (CM) (San Jose)
4:00 PM-Santa Clara VTA Policy
Advisory Committee (EC)
6:00 PM-Youth Advisory Commission
(HL)
7:00 PM-Cities Assoc of SCC (CM)
14 15
16 17
PRESIDENT’S DAY

CITY HALL CLOSED
18 4:00 PM- Special Budget Study
Session
7:00 PM-City Council
19 6:00 PM-Energy and Environmental
Sustainability Commission (EC)
20 21
9:00 AM- Santa Clara VTA Board of
Directors Workshop Meeting (CM)
22 23 24
7:00 PM-Special Meeting Arts
Commission (CM)
7:00 PM- Science, Technology &
Innovation Commission (WL)
25 1:30 PM-Senior Advisory Commission
(HL)
26 5:30 PM-Cities Assoc. of SCC -
Recycling and Waste Reduction
Commission (CM)
7:00 PM-Planning Commission
27 28
9:00 AM- Santa Clara VTA Board of
Directors Workshop Meeting (CM)
January 2025

S M T W T F S
1 2 3 4
5 6 7 8 9 10 11
12 13 14 15 16 17 18
19 20 21 22 23 24 25
26 27 28 29 30 31
March 2025

S M T W T F S
1 2 3 4 5 6 7 8
9 10 11 12 13 14 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30 31

Milpitas City Council Calendar
March 2025
Sunday Monday Tuesday Wednesday Thursday Friday Saturday 1 2 3
7:00 PM-Parks, Recreation & Cultural
Resources Commission (EC)
4 6:00 PM-Closed Session
7:00 PM-City Council
5 12:00 PM-Santa Clara Valley Water
District - Water Commission (CM)
1:00 PM-Santa Clara VTA Monthly
Briefing - Northeast Group (CM)
(Santa Clara)
6 5:30 PM-Santa Clara VTA Board of
Directors (CM)
5:30 PM-Milpitas Chamber of
Commerce Board (GB)
7 8
9 10
4:30 PM-Economic Development and
Trade Commission (WL)
11 4:00 PM-Milpitas HOPE
12 4:30 PM-City Council Finance
Subcommittee (CM/EC)
7:00 PM-Planning Commission
7:00 PM-Silicon Valley Clean Energy
Board of Directors (GB) (Cupertino)
13 4:00 PM-Santa Clara VTA Policy
Advisory Committee (EC)
4:00 PM-Treatment Plant Advisory
Committee (CM) (San Jose)
6:00 PM-Youth Advisory Commission
(HL)
7:00 PM-Cities Assoc of SCC (CM)
14 15
16 17
7:00 PM-Science, Technology, and
Innovation Commission (WL)
7:00 PM-Library and Education
Commission (HL) (Milpitas Public
Library)
18 5:00 PM-Closed Session
7:00 PM-City Council
19 6:00 PM-Energy and Environmental
Sustainability Commission (EC)
20 6:30 PM-Bay Area Water Supply
Conserv Agency (CM) (Oak Room -
San Mateo Main Library)
7:00 PM-Public Safety and
Emergency Preparedness Commission
(WL)
21 22
23 24
7:00 PM-Arts Commission (CM)
25 26
7:00 PM-Planning Commission
27 4:00 PM-Silicon Valley Regional
Interoperability Authority (SVRIA)
(GB)
28 29
30 31
Cesar Chavez Day
City Hall Closed
February 2025

S M T W T F S
1 2 3 4 5 6 7 8
9 10 11 12 13 14 15
16 17 18 19 20 21 22
23 24 25 26 27 28
April 2025

S M T W T F S
1 2 3 4 5
6 7 8 9 10 11 12
13 14 15 16 17 18 19
20 21 22 23 24 25 26
27 28 29 30

February 4, 2025 Milpitas City Council Minutes Page 1

REGULAR MEETING OF THE MILPITAS

CITY COUNCIL

MINUTES
TUESDAY, FEBRUARY 4, 2025
The Milpitas City Council convened in a Regular Meeting of the Milpitas City Council on February 4, 2025, in the City Council Chamber, 455 E. Calaveras Blvd, Milpitas, CA, and via teleconference/Zoom webinar.

CALL MEETING TO ORDER by Mayor and ROLL CALL by City Clerk Mayor Montano called the Regular City Council meeting to order at 7:00 PM. Roll Call was taken by City Clerk Guzzetta.

PRESENT: Mayor Montano, Vice Mayor Barbadillo, Councilmember Chua, Councilmember Lam, Councilmember Lien
ABSENT: None

PLEDGE OF ALLEGIANCE
Vice Mayor Barbadillo led the pledge of allegiance.

INVOCATION
Councilmember Lam provided the invocation.

PRESENTATIONS
Mayor Montano, joined by the City Council, presented a proclamation recognizing February 2025 as Black History Month in the City of Milpitas. The proclamation was accepted by Dawn Brown.

PUBLIC FORUM
There were the following public speakers:

1. Voltaire Montemayor

ANNOUNCEMENT OF CONFLICT OF INTEREST AND CAMPAIGN CONTRIBUTIONS Acting City Attorney Creech asked the Mayor and City Councilmembers if they had any personal conflicts of interest. By roll call, there were no conflicts of interest. Acting City Attorney Creech asked the Mayor and City Councilmembers if they had any reportable campaign contributions. By roll call, there were no reportable campaign contributions.

READING OF THE CITY COUNCIL CODE OF CONDUCT
Councilmember Chua read the City Council Code of Conduct.

APPROVAL OF AGENDA
After discussion, motion: to approve the agenda.

Motion/Second: Councilmember Chua / Councilmember Lien
Motion carried by the following:

February 4, 2025 Milpitas City Council Minutes Page 2
AYES: Mayor Montano, Vice Mayor Barbadillo, Councilmember Chua, Councilmember Lam, Councilmember Lien
NOES: None

CONSENT CALENDAR
Councilmember Lam asked to pull Item C8 from the consent calendar.

There were no public speakers.

After discussion, motion: to approve the Consent Calendar with Item C8 to be heard separately.

Motion/Second: Councilmember Lien / Councilmember Chua
Motion carried by the following:

AYES: Mayor Montano, Vice Mayor Barbadillo, Councilmember Chua, Councilmember Lam, Councilmember Lien
NOES: None

1. Receive City Council Calendar of Meetings for February 2025 (Staff Contact: Suzanne Guzzetta, City Clerk, 408-586-3001)
Received City Council Calendar of Meetings for February 2025.

2. Approve City Council City Council Meeting Minutes of January 9 and 21, 2025 (Staff Contact:

Suzanne Guzzetta, City Clerk, 408-586-3001)
Approved City Council Meeting minutes of January 9 and 21, 2025.

3. Receive the Preview List of Anticipated Items for the Next Regular City Council Meeting (Staff Contact: Suzanne Guzzetta, City Clerk, 408-586-3001)
Received the list of anticipated agenda items for the next regular City Council meeting.

4. Receive and Review the List of Agenda Items Requested by City Councilmembers (Staff Contact: Suzanne Guzzetta, City Clerk, 408-586-3001)
Received the list of items that have been requested by City Councilmembers and received consensus in previous meetings to date.

5. Consider Recommendations from Mayor Montano for Appointments to the Senior Advisory Commission (Contact: Mayor Montano, 408-586-3024)
Received Mayor Montano's recommendation and approved and confirmed the following appointment to the Senior Advisory Commission.

1. Appointed Neelam Wadhwani as a full voting member with an unexpired term ending December 2025.

6. Set a Public Hearing for March 4, 2025 and Adopt a Resolution Declaring Weeds on Specific Properties to be a Public Nuisance (Staff Contact: Arthur Belton, Deputy Chief/Fire Marshal, 408-586-3384)
(1) Set a public hearing for March 4, 2025; and (2) Adopted Resolution No. 9384 declaring weeds on specific properties to be a public nuisance.

February 4, 2025 Milpitas City Council Minutes Page 3

7. Adopt a Resolution Expressing Support for the City’s 2016 Measure B Grant Application to the Santa Clara Valley Transportation Authority to Continue Operating Milpitas SMART (Staff Contact: Jay Lee, Planning Director, 408-586-3077)
Adopted Resolution No. 9385 expressing support for the City’s 2016 Measure B grant application to the Santa Clara Valley Transportation Authority to continue operating Milpitas SMART.

9. Receive an Update on the Security Improvements at the McCarthy Ranch Sewer Lift Station (Main Lift) and Determine that the Condition Continues to Constitute an Emergency (Staff Contact: Christian Di Renzo, Public Works Director, 408-586-2602) (1) Received an update on the security improvements at the McCarthy Ranch Sewer Lift Station; and (2) Determined by a four-fifths vote that the condition continues to constitute an emergency.

10. Accept the Workplan for the Street Resurfacing Project 2024, CIP No. 4305 and Street Resurfacing Project 2025, CIP No. 4300 (Staff Contact: Christian Di Renzo, Public Works Director, 408-586-2602; and Michael Silveira, City Engineer, 408-586-3303) Accepted the workplan update for the Street Resurfacing Project 2024, CIP No. 4305 and Street Resurfacing Project 2025, CIP No. 4300.

PUBLIC HEARINGS

11. Adopt a Resolution Approving the FY 2024-25 Development and Storm Impact Fee Schedule for the Transit Area Specific Plan Impact Fee, Calaveras Boulevard Widening Traffic Impact Fee, and Storm Drain Fee (Staff Contact: Luz Cofresí-Howe, Finance Director, 408-586-3111) City Manager Thomas introduced the item. Finance Director Cofresí-Howe presented the report.

Mayor Montano opened the public hearing.

There were the following public speakers:

1. Voltaire Montemayor
Mayor Montano closed the public hearing.

After discussion, motion: to adopt Resolution No. 9386 approving the FY 2024-25 Development and Storm Impact Fee Schedule for the Transit Area Specific Plan (TASP) Impact Fee, Calaveras Boulevard Widening Traffic Impact Fee, and Storm Drain Fee..

Motion/Second: Councilmember Chua / Councilmember Lien Motion carried by the following:

AYES: Mayor Montano, Vice Mayor Barbadillo, Councilmember Chua, Councilmember Lam, Councilmember Lien
NOES: None

12. Consider Substantial Amendments to the 2022-2025 Consolidated Plan and 2024-2025 Annual Action Plan, and Review Applications for the 2025-2026 Annual Action Plan and 2025-2030 Consolidated Plan Development Update (Staff Contact: Robert Musallam, Housing Official, 408- 586-3275)
City Manager Thomas introduced the item. Housing Official Musallam presented the report. Root Policy Research Consultant Heidi Aggeler presented on the 2025-2030 Consolidated Plan.

February 4, 2025 Milpitas City Council Minutes Page 4
Mayor Montano opened the public hearing.

There were the following public speakers.

1. Malia Pires

2. Marina Sanchez

3. Cathy Weselby

4. Crystian Santos

5. Jonathan Darr

6. Georgia Bacil

7. Leslie Venegas

8. Carole Conn

9. Voltaire Montemayor
Mayor Montano closed the public hearing.

Vice Mayor Barbadillo asked for clarification on CDBG funding caps and asked about oversight of awarded funds. Housing Official Musallam spoke on annual audits conducted to ensure funds were being used in accordance with their application. The Vice Mayor also sought clarification on whether the revolving loan funds followed the same percentage caps as regular CDBG funding.

Councilmember Lam inquired about the compliance timeline for spending unallocated revolving loan funds. Housing Official Musallam explained that HUD could issue penalties or reclaim funds if they are not spent by April 2025 or early May 2025.

Vice Mayor Barbadillo asked about existing and proposed funding for microenterprise assistance.

Economic Development and Strategic Initiatives Director Andrade confirmed that the funding would primarily support microenterprise programs, building on previous initiatives that provided grants and business support. The Vice Mayor emphasized the need to balance economic development with public services, advocating for a focus on job creation and business growth.

Councilmember Chua questioned whether the economic development department could efficiently manage the funding and noted that prior economic development grants took time to distribute. She suggested exploring other capital project options beyond microenterprise grants.

Mayor Montano asked staff to explore if funds could be allotted to purchase land for safe parking programs and suggested leveraging capital funds to support housing initiatives. She asked staff to research HUD Guidelines to determine feasibility.

Councilmember Chua proposed delaying the decision on reallocating $296,000 from revolving loan funds until further research is done and suggested waiting for staff to explore more capital project options before committing funds to economic development.

Vice Mayor Barbadillo recommended using capital project funds to support public service-related projects and proposed finding creative ways to reallocate funds within HUD’s constraints. He suggested using funds for community infrastructure projects that indirectly benefit public services.

Housing Official Musallam emphasized to Council the importance of HUD’s timeliness requirement, specifying that the projects recommended by staff were selected because they would give the City the best opportunity to comply.

After discussion, motion: to sunset the Home Rehab Loan Program and to bring back to Council proposals for reallocation of the funds from the Home Rehab Loan program

February 4, 2025 Milpitas City Council Minutes Page 5
Motion/Second: Councilmember Chua / Vice Mayor Barbadillo Motion carried by the following:

AYES: Mayor Montano, Vice Mayor Barbadillo, Councilmember Chua, Councilmember Lam, Councilmember Lien
NOES: None

ITEMS PULLED FROM CONSENT CALENDAR

8. Accept the Report on the 2025 Solid Waste Rate Adjustment (Staff Contact: Christian Di Renzo, Public Works Director, 408-586-2602; and Elaine Marshall, Deputy Public Works Director, 408- 586-2603)
Deputy Public Works Director Marshall presented the report.

There were the following public speakers:

1. Voltaire Montemayor
Deputy Public Works Director Marshall and representatives from Milpitas Sanitation and R3 Consulting responded to questions from the City Council regarding rate calculations, service enhancements and contract details.

After discussion, motion: to (1) Accept the report on the Milpitas Sanitation Rate Cost Based Rate Review for Rate Year 8 and; (2) Find that the methodology used conforms with the Solid Waste Franchise Agreement..

Motion/Second: Councilmember Lam / Councilmember Lien
Motion carried by the following:

AYES: Mayor Montano, Vice Mayor Barbadillo, Councilmember Chua, Councilmember Lam, Councilmember Lien
NOES: None

ANNOUNCEMENTS AND FUTURE AGENDA ITEMS
There were no announcements.

ADJOURNMENT
Mayor Montano adjourned the meeting at 9:37 PM.

Draft meeting minutes submitted by City Clerk, Suzanne Guzzetta

TENTATIVE CITY COUNCIL AGENDA ITEM LIST
as of 2/13/2025
March 4, 2025 – Regular Meeting (7:00 PM)
INVOCATION (Mayor Montano)

PRESENTATION
- National Women’s History Month (Proclamation)
- Youth Art Month (Proclamation)

CONSENT CALENDAR

1. Receive City Council calendar for March 2025 (City Clerk)

2. Approve City Council meeting minutes of February 11 and 18, 2025 (City Clerk)

3. Preview list of items for March 18, 2025 (City Clerk)

4. Councilmember Request List (City Clerk)

5. 2024 Housing Element Annual Progress Report (Housing)

6. Resolution to Initiate Proceedings for Annual Levy & Collection of Assessments and Preparation of the Annual Engineer's Report for LLMD 95-1 (Public Works / Engineering)

7. Resolution to Initiate Proceedings for Annual Levy & Collection of Assessments and Preparation of the Annual Engineer's Report for LLMD 98-1 (Public Works / Engineering)

8. Add / Delete Staffing Changes for Principal Engineer and Senior Public Works Lead (Public Works)

9. Emergency Declaration Update - Main Sewer Lift Station Security Measures (Public Works)

PUBLIC HEARINGS

10. Economic Development Incentive Agreement (Economic Development)

11. Weed Abatement (Fire)

COMMUNITY DEVELOPMENT

12. Comprehensive Zoning Ordinance Update Public Draft Study Session (Planning)

13. Innovation District Branding Initiative – Logo Design Development (City Manager / Economic Development)

MILPITAS CITY COUNCIL

AGENDA ITEM REQUESTS

OPEN ITEMS
Request
No. Topic Submitted by:

Date
Requested
STATUS and/or DATE scheduled on City
Council meeting agenda:

None.

ACTIVE ITEMS
Request
No. Topic Submitted by:

Date
Requested
STATUS and/or DATE scheduled on City
Council meeting agenda:
1 Staff organize a job fair for City job openings Chua 11/19/2024 This item was approved to move forward at
the 1/21/2025 City Council prioritization
2 Bring back a study or analysis of the permit
process Chua 11/19/2024
This item was approved to move forward at
the 1/21/2025 City Council prioritization
3 Invite the HR Director to a future meeting to
present on hiring processes and vacancies Lien 10/1/2024 An update on this item is included in the
quarterly prioritization update.
4 Explore updating the city's business tax rate
schedule Chua 10/1/2024
This item was approved to move forward at
the 1/21/2025 City Council prioritization
5 Explore funding options for new signage following
the decision to rename the Milpitas Library to the
Milpitas Jose Esteves Library Barbadillo 9/3/2024
An update on this item is included in the
quarterly prioritization update.
6 Send a letter to Supervisory Otto Lee regarding the
weeds on Montague Expressway Montano 8/13/2024
An update on this item is included in the
quarterly prioritization update.
7 Update the animal control ordinance to include
other animals such as horses and cats Chua 9/3/2024
An update on this item is included in the
quarterly prioritization update.
8 Look into a property for sale on Main Street to
investigate the cost and feasibility of creating a
museum for downtown or Old Town Main Street as
part of the revitalization efforts. Montano 8/13/2024
An update on this item is included in the
quarterly prioritization update.
9 Look into adopting an ordinance similar to San
Jose allowing ADUs (Accessory Dwelling Units) to
have a separate title and be sold separately.

Chua 8/13/2024
An update on this item is included in the
quarterly prioritization update.
10 Conduct a traffic study on Escuela Parkway to
address circulation concerns Montano 5/7/2024
An update on this item is included in the
quarterly prioritization update.
11 Explore the possibility of augmenting the Planning
Commission stipend Barbadillo 4/16/2024
An update on this item is included in the
quarterly prioritization update.
12 Consideration of the 20% Low Income Below
Market Rate Housing Montano 12/5/2023
An update on this item is included in the
quarterly prioritization update.
13 Bring back Bingo and the Tour at the Senior
Center Chua 11/7/2023
An update on this item is included in the
quarterly prioritization update.
14 Referral for utility infrastructure cost on Main Street from Carlo to Corning Streets Montano 10/17/2023
An update on this item is included in the
quarterly prioritization update.
15 Main Street International Festival Lien 10/3/2023
An update on this item is included in the
quarterly prioritization update.
16 Pickleball Pilot Project Chua 2/28/2023
An update on this item is included in the
quarterly prioritization update.
17 Main Street Infrastructure Projects Montano 2/28/2023 An update on this item is included in the
quarterly prioritization update.
18 Main Street Flooding at Library Chua 2/28/2023
An update on this item is included in the
quarterly prioritization update.
19 Have the City look into the possibility of a Citywide Senior Discount Barbadillo 2/7/2023
An update on this item is included in the
quarterly prioritization update.
20 City Manager to look into defining either a
standalone teen center or updating information to
indicate the Senior Center also functions as a Teen
Center Chua 9/20/2022
An update on this item is included in the
quarterly prioritization update.
21 City Manager look into implementing a workshop
for small businesses on the bidding process for
projects in the city Chua 8/9/2022
An update on this item is included in the
quarterly prioritization update.

NOTE: Deferred and Completed Items are not listed

MILPITAS CITY COUNCIL

AGENDA ITEM REQUESTS
22 Quarterly or Monthly crime statistics on Homekey
Project Chua 6/7/2022
An update on this item is included in the
quarterly prioritization update.
23 Memorial Plaque in honor of youth skateboarder
that passed away Montano 6/7/2022
An update on this item is included in the
quarterly prioritization update.
24 Evaluate reopening the childcare center with a non-
profit organization running the center Montano 2/1/2022 An update on this item is included in the
quarterly prioritization update.
25 Staff to look into mural Art on Great Mall Parkway
on the VTA owned Light rail pillars Montano 11/16/2021
An update on this item is included in the
quarterly prioritization update.
26 Have a picture of Albert Vogel Sr. put up in the
Senior Center Montano 10/19/2021
An update on this item is included in the
quarterly prioritization update.
27 Include a bust of Maria Lemire on the Mural in front of the Senior Center Montano 8/17/2021
An update on this item is included in the
quarterly prioritization update.
28 Consider Community Museum and Park on Main
St. Phan 8/20/2019
Discussions with the property owner of this
site are ongoing.

ACTIVE ITEMS
Request
No. Topic Submitted by:

Date
Requested
STATUS and/or DATE scheduled on City
Council meeting agenda:

NOTE: Deferred and Completed Items are not listed

CITY OF MILPITAS

AGENDA REPORT
(AR)
Item Title: FY 2024-25 2nd Quarter Financial Status Report for the Quarter Ended December 31, 2024 (Staff Contact: Luz Cofresí-Howe, Finance Director, 408-586-3111) Category: Consent Calendar-Leadership and Support Services Meeting Date: 2/18/2025
Recommendation: Review the FY 2024-25 Quarterly Financial Status Report for the quarter ended December 31, 2024
BACKGROUND:

On June 4, 2024, the City Council approved the Fiscal Year (FY) 2024-25 Adopted Operating Budget in the amount of $249.8 million and the General Fund Budget in the amount of $138.5 million. After adoption of the budget, staff monitors revenues and expenditures for all funds on an on-going basis, with an emphasis on the General Fund and Enterprise Funds, and provides a Quarterly Financial Status Report for City Council review.

ANALYSIS:

This staff report provides a quarterly update on budget versus actual revenues and expenditures of the General, Water, and Sewer Funds, the City’s major operating funds. The summary information below as well as the attachments comprise the FY 2024-25 Quarterly Financial Status Report for the quarter ended December 31, 2024. Major revenue sources and expenditures for these funds are discussed below. The attachments provide a more detailed summary of budget versus actual revenues and expenditures for the second quarter of FY 2024-25 as well as prior year actuals for comparison purposes.

General Fund
On June 4, 2024, the City Council approved the FY 2024-25 Adopted Operating General Fund Budget in the amount of $138.5 million. As of December 31, 2024, the City received $39.3 million in revenues, or 29.2% of the FY 2024-25 adopted revenue budget and incurred $77.0 million in expenditures, or 54.3% of the FY 2024- 25 adopted operating budget. Revenues and expenditures are seasonal with cash flow fluctuations due to timing of revenue receipts and City services rendered. As such, actual percentage of revenues may not match the lapsed period of the quarterly report (i.e., 29.2% of revenue versus 50% for 6-month time period).

General Fund Revenues
As mentioned above, the six months ending December 31, 2024, the General Fund has received $39.3 million, or 29.2% of the FY 2024-25 amended revenue budget of $139.0 million, which includes the use of $2.5 million of Facilities Replacement Reserve, $1.3 million of Public Employees Retirement (PERS) Rate Stabilization Reserve, and $532,000 of the Future Deficit Reserve. The FY 2024-25 Adopted Budget assumed a slight recovery in revenue, which is discussed further below by major categories.

General Fund Revenues
FY2024-25
Adopted
Budget
FY2024-25
Adjusted
Budget
FY2024-25
Receipts
12/31/2024

Outstanding
Favorable/
(Unfavorable)
%
Receipts
FY2023-24
Receipts
12/31/2023
FY2024-25 vs
FY2023-24
% Increase/
(Decrease)
Property Tax $50,091,338 $50,091,338 $8,323,274 $(41,768,064) 16.6% $7,911,311 5.2% Sales and Use Tax 29,562,305 29,562,305 9,634,553 (19,927,751) 32.6% 9,753,064 (1.2)% Sales and Use Tax - Measure F 7,340,550 7,340,550 2,229,905 (5,110,645) 30.4% 2,392,006 (6.8)% Transient Occupancy Tax 13,032,550 13,032,550 5,582,660 (7,449,890) 42.8% 4,973,415 12.3% Licenses, Permits & Fines 9,231,118 9,231,118 4,279,887 (4,951,230) 46.4% 3,750,316 14.1% Operating Transfer In 8,478,722 8,478,722 2,401,861 (6,076,861) 28.3% 2,721,743 -11.8% Charges for Services 7,957,721 7,957,721 3,176,589 (4,781,131) 39.9% 2,970,218 6.9% Franchise Fees 5,990,422 5,990,422 1,338,074 (4,652,347) 22.3% 1,544,063 (13.3)% Use of Money and Property 1,179,198 1,179,198 968,130 (211,067) 82.1% 415,059 133.3% Other Taxes 1,135,518 1,135,518 425,964 (709,554) 37.5% 473,380 (10)% Intergovernmental 399,201 447,922 651,316 203,394 145.4% 156,506 316.2% Other Revenues 288,309 288,309 285,057 (3,252) 98.9% 937,682 (69.6)% Total General Fund Revenue1 $134,686,952 $134,735,673 $39,297,270 $(95,438,398) 29.2% $37,998,763 3.4% 1Total General Fund Revenue does not include the use of $2.5 million of Facilitates Replacement Reserve, $1.3 million of Public Employees Retirement (PERS) Rate Stabilization Reserve, and $532,000 of Future Deficit Reserve. •Property Taxes and Redevelopment Property Tax Trust Fund: Most property tax revenue is received in December and April. The revenue forecast estimates $50 million in total property tax revenue for the City of Milpitas based on the County of Santa Clara (County) projections. The County’s most recent update on February 7, 2025 demonstrates property tax projections as $1.3 million higher than the adopted budget.
•Sales & Use Tax: Sales tax is usually collected two quarter in arrears. As of December 31, 2024, the City has received four months of sales tax receipts. Revenues are 1.2% lower than last year at the same time, largely due to reduced consumer consumption. •Sales & Use Tax – Measure F: The district tax became operative April 1, 2021 and sunsets on March 31, 2029. Measure J, which extends Measure F by eight years to March 31, 2037, was placed on the November 5, 2024 ballot was approved by the voters with approximately 80.1% “Yes” votes. As of December 31, 2024, the City has received four months of sales tax receipts for Measure F. Revenues are 6.8% lower than last year at the same time, largely due to reduced consumer consumption. •Franchise Fees: Revenue is trending 13.3% lower compared to last year. Sanitation franchise fees attributed to December has not yet been received; sanitation franchise fees are typically received one month in arrears.
•Hotel/Motel (Transient Occupancy Tax [TOT]) Tax: Revenues are 12.3% higher than last year at the same time. Hotel operators are beginning to see higher TOT revenues although the City has received slightly less than 50% of the adopted budget this quarter. •License and Permits: Revenues are 14.1% higher than last year at the same time. Developer and builder project delivery timelines and respective building permit revenues fluctuate and are seldom within City control.

•Charges for Services: Revenues are 6.9% higher than last year at the same time. This is largely due to an increase in Recreation and Community Services program revenues. •Use of Money and Property: Revenues are two times higher than last year at the same time, as the City’s investment portfolio is earning significantly higher income than last year. This uptick in investment income is primarily due to higher yield rates in the short-term portfolio, given sustained high interest market rates through most of the fiscal quarter.
•Intergovernmental – Revenues are four times higher than last year at the same time, largely due to Fire mutual aid reimbursements received. Intergovernmental revenues also include grant revenues which varies based upon grants received year by year.

Expenditures
For the six months ending December 31, 2024, the General Fund has utilized $77.0 million (including encumbrances of $5.5 million), or 54.3%, of the FY 2024-25 amended operating budget of $141.6 million. The adjusted operating budget represents $138.5 million of the adopted appropriation and $2.1 million of carryover encumbrances and $0.9 million in amendments. As of December 31, 2024 General Fund expenditures are consistent with prior year as a percentage expended of the budget.

FY24-25 vs
FY23-24
Departments
FY2024-25
Adopted
Budget
FY2024-25
Adjusted
Budget Expenditure Encumbrance
Total YTD
Expenditure +
Encumbrances
% of
Adjusted
Budget
FY2023-24
Expenditure
Including
Encumbrance
Increase/
(Decrease)
City Attorney 1,214,142 1,249,302 578,245 109,179 687,423 55.0% 621,691 10.6% City Clerk 634,488 634,488 277,205 0 277,205 43.7% 290,157 (4.5%) City Council 631,378 679,887 256,048 48,774 304,822 44.8% 256,536 18.8% City Manager 2,196,244 2,254,845 1,074,844 170,179 1,245,023 55.2% 1,152,690 8.0% Economic
Development 1,229,397 1,345,250 511,760 129,895 641,655 47.7% 467,444 37.3% Engineering 4,721,478 4,870,659 1,842,700 92,758 1,935,458 39.7% 1,667,995 16.0% Finance 5,205,109 5,515,445 2,274,208 423,622 2,697,830 48.9% 2,531,200 6.6% Fire 31,442,612 32,656,491 16,724,589 188,570 16,913,159 51.8% 14,752,353 14.6% Human Resources 2,348,798 2,404,176 1,086,123 175,012 1,261,135 52.5% 1,009,991 24.9% Information
Technology 5,135,405 5,425,896 1,948,913 534,990 2,483,903 45.8% 2,301,237 7.9% Non-Departmental 6,971,506 6,809,226 6,763,326 372,991 7,136,317 104.8% 7,060,291 1.1% Office of Building
Safety1 5,209,329 5,351,243 2,565,907 53,313 2,619,220 48.9% Office of Housing1 316,778 316,778 177,856 0 177,856 56.1% 3,643,946 (23.2%)
Planning 3,346,853 3,409,785 1,527,222 281,921 1,809,142 53.1% 1,127,984 60.4% Police 45,836,039 46,148,925 21,193,500 895,376 22,088,876 47.9% 20,928,466 5.5% Public Works 11,709,439 12,128,978 5,668,849 1,541,739 7,210,588 59.4% 6,906,129 4.4% Recreation &
Community
Services 6,981,057 7,087,508 3,673,048 454,276 4,127,324 58.2% 3,798,771 8.6% Transfers
In/Out/Revenue 3,345,645 3,345,645 3,345,645 0 3,345,645 100.0% 3,243,817 3.1% Grand Total $138,475,697 $141,634,528 $71,489,987 $5,472,593 $76,962,580 54.3% $71,760,698 7.2% 1 The Department of Building Safety and Housing was realigned in FY 2024-25. The Department was separated into two functions – Office of Building Safety and Office of Housing – under the governance of the City Manager’s Office. Code Enforcement was merged into the Planning Department. Due to this restructuring, direct comparison of FY 2023-24 expenses and percentage changes to FY2024-25 is not feasible.

Grants and Donations
In accordance with City Council approved Budget Guidelines, the City Manager has the authority to accept grants and donations up to $100,000. Staff is reporting on acceptance of these grants and donations for this quarter.

1. Bulletproof Vest Partnership (BVP) Grant - $6,279

2. Santa Clara County Public Health Department for Healthy Cities Program Grant- $22,997 Unanticipated Expenditure Reserve
In accordance with the City Council approved Budget Guidelines, as part of the quarterly financial status reports, Staff is reporting on the expenditures from the Unanticipated Expenditure Reserve for this quarter.

Unanticipated Expenditure Reserve Usest
DataProse LLC (Measure F Bill Inserts) $15,537
Admail-Express, Inc. (Measure J Material Printing Services) $22,184 TOTAL for the Quarter Ending December 31, 2024 $ 37,721 Water Maintenance & Operation (M&O) Fund Financial Status Revenues: For the six months ended December 31, 2024, $19.0 million of charges for services, or 57.6%, of the $33.0 million budgeted, has been received. Total revenue received amounts to $19.4 million, or 57.8%, of the $33.6 million budgeted.

Expenditures: For the six months ended December 31, 2024, $32.6 million, or 80.4%, of the $40.5 million amended budget has been spent and/or encumbered. The Santa Clara Valley Water District and San Francisco Water Department wholesale water purchase contract encumbrances were posted for the full year in the first quarter of FY 2024-25.

Sewer Maintenance & Operation (M&O) Fund Financial Status Revenues: For the six months ended December 31, 2024, $13.1 million of charges for services, or 52.8%, of the $24.8 million budgeted has been received. Total revenue received amounts to $13.3 million, or 52.9%, of the $25.2 million budgeted.

Expenditures: For the six months ended December 31, 2024, $14.1 million, or 77.4%, of the $18.2 million amended budget has been spent and/or encumbered. The City of San José wastewater treatment contract encumbrance was posted for the full year in the first quarter of FY 2024-25.

POLICY ALTERNATIVE(S):

Alternative 1: Do not review the report.

Pros: There are no pros to not review the report.

Cons: Not reviewing the report may be interpreted that the data is incorrect.

Reason not recommended: Staff is reporting actual unaudited financial data to inform the Council and the public on the City’s financial status.

FISCAL IMPACT:

There is no fiscal impact to the review of this report, which provides a financial update of the City’s General, Water and Sewer funds for the quarter ended December 31, 2024.

California Environmental Quality Act (CEQA):

This item is not a Project under CEQA exempt under CEQA Guideline 15378(b)(4) as it is a government fiscal activity that does not involve a commitment to any specific project which may result in a potentially significant physical impact on the environment.

RECOMMENDATION:

Review the FY 2024-25 Quarterly Financial Status Report for the Quarter Ended December 31, 2024.

Attachment(s):
(a) FY 2024-25 Revenue Report for Fiscal Year-To-Date December 31, 2024 (b) FY 2024-25 General Fund Expenditures by Department December 31, 2024 (c) FY 2024-25 Water and Sewer Funds Financial Status for Fiscal Year-To-Date December 31, 2024

FY25 FY25 FY25 FY25 FY25 FY25 FY25 FY24
Percentage
Increase/(Decrease)
Adopted Budget
Budget
Amendments
Grant
Carryover Amended Budget Receipts 12/31/2024
Outstanding
Favorable/
(Unfavorable) % Receipt
FY24 Receipts
12/31/2023 FY24 vs FY25
Property Tax 50,091,338$ 50,091,338$ 8,323,274$ (41,768,064)$ 16.6% 7,911,311 5.2% Sales and Use Tax 29,562,305 29,562,305 9,634,553 (19,927,752)$ 32.6% 9,753,064 -1.2% Sales and Use Tax - Measure F 7,340,550 7,340,550 2,229,905 (5,110,645)$ 30.4% 2,392,006 -6.8% Transient Occupancy Tax 13,032,550 13,032,550 5,582,660 (7,449,890)$ 42.8% 4,973,415 12.3% Licenses, Permits & Fines 9,231,118 9,231,118 4,279,887 (4,951,231)$ 46.4% 3,750,316 14.1% Operating Transfer In 8,478,722 8,478,722 2,401,861 (6,076,861)$ 28.3% 2,721,743 -11.8% Charges for Services 7,957,721 7,957,721 3,176,589 (4,781,132)$ 39.9% 2,970,218 6.9% Franchise Fees 5,990,422 5,990,422 1,338,074 (4,652,348)$ 22.3% 1,544,063 -13.3% Use of Money and Property 1,179,198 1,179,198 968,130 (211,068)$ 82.1% 415,059 133.3% Other Taxes 1,135,518 1,135,518 425,964 (709,554)$ 37.5% 473,380 -10.0% Intergovernmental 399,201 48,721 114,027 447,922 651,316 203,394$ 145.4% 156,506 316.2% Other Revenues 288,309 288,309 285,057 (3,252)$ 98.9% 937,682 -69.6% Total General Fund Revenue 134,686,952 48,721 114,027 134,735,673 39,297,270$ (95,438,403)$ 29.2% 37,998,763$ 3.4% Facility & Technology Reserves 2,400,000 2,400,000 28.7% Total General Fund Revenues & Reserves 137,086,952$ 137,135,673$

CITY OF MILPITAS
General Fund Revenues
For Fiscal Year-To-Date December 31, 2024
General Fund Revenues
Attachment A

Percentage
Increase (Decrease)
Departments
Adopted
Budget
Amendment
s Grants C/O
Encumb.

C/O
Amended
Budget Expenditure Encumbrance
Total YTD
Expenditur
e
% of
Amended
Budget
FY24
Expenditure
Including
Encumbrance
% of
Amended
FY24 Budget FY25 / FY24
City Attorney 1,214,142 0 0 35,160 1,249,302 578,245 109,179 687,423 55.0% 621,691 50.8% 10.6% City Clerk 634,488 0 0 0 634,488 277,205 0 277,205 43.7% 290,157 44.7% -4.5% City Council 631,378 0 0 48,509 679,887 256,048 48,774 304,822 44.8% 256,536 38.1% 18.8% City Manager 2,196,244 -109,779 0 168,380 2,254,845 1,074,844 170,179 1,245,023 55.2% 1,152,690 47.0% 8.0% Economic Development 1,229,397 50,000 0 65,853 1,345,250 511,760 129,895 641,655 47.7% 467,444 39.8% 37.3% Engineering 4,721,478 74,168 0 75,013 4,870,659 1,842,700 92,758 1,935,458 39.7% 1,667,995 41.6% 16.0% Finance 5,205,109 109,779 0 200,558 5,515,445 2,274,208 423,622 2,697,830 48.9% 2,531,200 49.5% 6.6% Fire 31,442,612 1,020,882 0 192,997 32,656,491 16,724,589 188,570 16,913,159 51.8% 14,752,353 49.9% 14.6% Human Resources 2,348,798 0 0 55,378 2,404,176 1,086,123 175,012 1,261,135 52.5% 1,009,991 49.7% 24.9% Information Technology 5,135,405 0 0 290,491 5,425,896 1,948,913 534,990 2,483,903 45.8% 2,301,237 45.6% 7.9% Non-Departmental 6,971,506 -435,108 0 272,828 6,809,226 6,763,326 372,991 7,136,317 104.8% 7,060,291 84.5% 1.1% Office of Building Safety 5,209,329 36,588 46,594 58,732 5,351,243 2,565,907 53,313 2,619,220 48.9% -23.2% Office of Housing 316,778 0 0 0 316,778 177,856 0 177,856 56.1% Planning 3,346,853 0 16,050 46,882 3,409,785 1,527,222 281,921 1,809,142 53.1% 1,127,984 52.3% 60.4% Police 45,836,039 86,295 16,618 209,973 46,148,925 21,193,500 895,376 22,088,876 47.9% 20,928,466 50.5% 5.5% Public Works 11,709,439 89,947 0 329,592 12,128,978 5,668,849 1,541,739 7,210,588 59.4% 6,906,129 60.6% 4.4% Recreation & Community Service 6,981,057 12,664 0 93,787 7,087,508 3,673,048 454,276 4,127,324 58.2% 3,798,771 55.4% 8.6% Transfers In/Out/Revenue 3,345,645 0 0 0 3,345,645 3,345,645 0 3,345,645 100.0% 3,243,817 100.0% 3.1% Grand Total 138,475,697 935,436 79,262 2,144,134 141,634,528 71,489,987 5,472,593 76,962,580 54.3% 71,760,698 54.4% 7.2% -0.1%
City of Milpitas
General Fund Expenditures By Department Financial Status For Fiscal Year-To-Date December 31, 2024
3,643,946 56.4%
Attachment B

Revenue Categories

Budget Amendments Grants C/O

Budget Receipt Outstanding % Receipt

12/31/2023

12/31/2023
Charges for Services 32,971,334$ -$ -$ 32,971,334$ 18,996,675$ 13,974,659$ 57.6% 17,566,685$ 52.1% Intergovernmental - - - - (256,495) 256,495 - - - Licenses, Permits & Fines - - - - - - - - - Other Revenues - - - - 176,074$ (176,074) - 283,743 - Use of Money and Property 585,286 - - 585,286 466,037$ 119,249 79.6% 286,556 66.9% Grand Total 33,556,620$ -$ -$ 33,556,620$ 19,382,291$ 14,174,329$ 57.8% 18,136,984$ 53.1% Expenditures by
Department
Adopted
Budget Amendments Grants C/O Encumb. C/O
Amended
Budget Expenditure Encumbrance Total YTD Exp.
% of Amended
Budget
Total YTD Exp.
12/31/2023
% of Amended Budget
12/31/2023
City Attorney 9,270$ -$ -$ -$ 9,270$ -$ -$ -$ - -$ - City Manager 9,167 - - - 9,167 3,438 4,813 8,251 - - - Finance 1,251,174 - - 27,379 1,278,553 611,414 53,109 664,523 52.0% 559,270 50.4% Non-Departmental 27,032,724 - - 2,958,353 29,991,077 12,346,575 14,526,803 26,873,378 89.6% 24,411,144 98.3% Public Works 5,433,833 150,000 - 250,424 5,834,257 2,682,560 487,292 3,169,852 54.3% 2,285,003 45.6% Transfers In/Out/Revenue 3,363,508 - - - 3,363,508 1,844,254 - 1,844,254 54.8% 1,434,649 50.0% Grand Total 37,099,676$ 150,000$ -$ 3,236,156$ 40,485,832$ 17,488,241$ 15,072,017$ 32,560,258$ 80.4% 28,690,066$ 84.7% Revenue Categories

Budget Amendments Grants C/O

Budget Receipt Outstanding % Receipt

12/31/2023

12/31/2023
Charges for Services 24,820,533$ -$ -$ 24,820,533$ 13,117,302$ 11,703,231 52.8% 12,325,220$ 52.4% Intergovernmental - - - - -$ - - - - Licenses, Permits & Fines - - - - (209,781)$ 209,781 - 553 - Other Revenues - - - - 150,878 (150,878) - 111,297 - Use of Money and Property 340,742 - - 340,742 253,050$ 87,692 74.3% 154,492 53.8% Grand Total 25,161,275$ -$ -$ 25,161,275$ 13,311,449$ 11,849,826 52.9% 12,591,562$ 52.8% Expenditures by
Department
Adopted
Budget Amendments Grants C/O Encumb. C/O
Amended
Budget Expenditure Encumbrance Total YTD Exp.
% of Amended
Budget
Total YTD Exp.
12/31/2023
% of Amended Budget
12/31/2023
City Manager 9,167$ -$ -$ -$ 9,167$ 3,438$ 4,813$ 8,251$ - -$ - Engineering - - - - - - - - - - - Finance 802,132 - - 27,221 829,353 398,027 53,109 451,136 54.4% 359,981 52.8% Non-Departmental 11,351,009 - - 139,547 11,490,556 7,223,869 3,340,338 10,564,207 91.9% 12,324,040 109.6% Public Works 3,538,201 136,293 - 264,783 3,939,277 1,695,394 233,149 1,928,543 49.0% 1,436,642 38.3% Transfers In/Out/Revenue 1,908,148 - - - 1,908,148 1,116,574 - 1,116,574 58.5% 751,812 50.0% Grand Total 17,608,657$ 136,293$ -$ 431,551$ 18,176,501$ 10,437,302$ 3,631,409$ 14,068,711$ 77.4% 14,872,475$ 86.5% Sewer Fund
City of Milpitas
Water and Sewer Funds Financial Status
For Fiscal Year-To-Date December 31, 2024 (unaudited)
Water Fund
Attachment C

CITY OF MILPITAS

AGENDA REPORT
(AR)
Item Title: Review Fiscal Year 2024-25 Mid-Year Report, Adopt a Resolution Approving FY2024-25 Mid-year Budget Amendments, and Adopt a Resolution Amending Resolution No. 1626, the Classification Plan to Approve and Adopt the Pay Schedule titled “New Job Classifications/Salary Table” (Staff Contact: Luz Cofresí-Howe, Finance Director, 408-586-3111)
Category: Leadership and Support Services
Meeting Date: 2/18/2025
Recommendation: (1) Review Fiscal Year 2024-25 Mid-Year Report; (2) Adopt a resolution approving FY2024-25 Mid-Year Budget Amendments; and (3) Adopt a resolution amending Resolution No. 1626, the Classification Plan to approve and adopt the pay schedule titled “New Job Classifications/Salary Table,” and amend budgeted allocated positions.

BACKGROUND:

On June 4, 2024, the City Council approved the Fiscal Year (FY) 2024-25 Adopted Operating Budget in the amount of $249.8 million and the General Fund Budget in the amount of $138.5 million. After adoption of the budget, staff monitors revenues and expenditures for all funds with an emphasis on the General Fund and Enterprise Funds.

ANALYSIS:

This staff report provides FY 2024-25 mid-year budget adjustments and position change recommendations for Council consideration.

General Fund
On June 4, 2024, the City Council approved the Fiscal Year FY 2024-25 Adopted Operating General Fund Budget in the amount of $138.5 million. As of December 31, 2024, the City received $39.3 million in revenues and incurred $77.0 million in expenditures. Revenues and expenditures are seasonal with cash flow fluctuations due to timing of revenue receipts and City services rendered. As such, actual percentage of revenues may not match the lapsed period.

Revenues
For the six months ending December 31, 2024, the General Fund has received $39.3 million and increased the use of reserves estimate by $1.1 million for an amended revenue budget of $139.5 million. The proposed FY 2024-25 mid-year budget adjustments total $1.8 million, resulting in a FY 2024-25 amended revenue budget of $141.3 million.

•Charges for Services (Increase $95,850): The proposed amendment increases the revenue estimate by $0.1 million, resulting in estimated Charges for Services of $8.0 million. The proposed amendments align with current trends for the Recreation and Community Services Department, as follows:
oRecreation Fees – An increase of $27,000 brings the FY 2024-25 revenue estimate to $2.7 million.

Contract classes revenues are trending approximately 4% higher than originally anticipated. An increase in contract services to fund instructor compensation is also recommended to sustain the projected enrollment in spring and summer 2025, which is directly tied to the increase in sales. oAfter the Bell (ATB) program – ATB, a long-standing City program, has partnered with the Milpitas Unified School District for the past two years to bus students to the ATB satellite site at Sal Cracolice Recreational Facility. Direct costs for bussing students are the responsibility of the City.

However, 100% of those direct costs for this service are passed on to the customers through the respective program fees. A proposed increase in costs for drivers and bus fuel of $68,850 is directly offset by a proposed increase in estimated revenue of $0.9 million. •Intergovernmental (Increase $1,685,000): The proposed amendment increases the revenue estimate by $1,685,000, resulting in estimated Intergovernmental revenue of $2.0 million. This action recognizes revenue for reimbursable overtime, vehicle and equipment, and administrative support costs related to fire mutual aid provided in response to the wildfire season and other events.

Expenditures
For the six months ending December 31, 2024, the General Fund incurred $77.0 million of expenditures and encumbrances. The proposed FY 2024-25 mid-year adjustments total $2.3 million, resulting in $141.3 million FY 2024-25 amended expenditure budget.

•Salaries and Benefits (Increase $1,485,214): This action increases salaries and benefits by $1.5 million to the Fire Department for the following:
oSalaries increase of $585,214 for Fire personnel longevity pay and to adjust Unrepresented Fire personnel compensation in alignment with the negotiated International Association of Firefighters (IAFF) Memorandum of Agreement adopted by City Council on November 19, 2024. oOvertime increase of $0.9 million to better align actual overtime costs incurred due to fire mutual aid provided in response to the wildfire season and other events. •Benefits (Increase $598,665): This action increases benefits by $0.6 million to fully fund Other Pension Employment Benefits costs per the latest actuarial report. The cost is split between multiple City funds, $534,828 is funded by the General Fund and $63,837 is applied to other special funds that support personnel costs.
•Services and Supplies (Increase $268,850): This action increases services and supplies by $0.3 million for the following:
oMaintenance supplies increase of $150,000 for streets and park divisions operating budget for operational repairs, including but not limited to, traffic signals and streetlight repairs and park maintenance.
oContractual services increase of $118,850 to the Recreation and Community Services for increased contract classes demand, After the Bell program sites, and the 2025 Black April event.

Other Funds
•Equipment Replacement Fund – This action increases vehicle replacement by $356,098 from the equipment replacement fund for the following:
oVactor truck rental of $80,213 for the Utility Maintenance Division. The existing vactor truck is in need of repairs and not operational. Staff was required to rent a backup vactor truck to maintain current operations until the unit is repaired.
oMobile stage replacement of $275,885 for the Recreational and Community Services Department.

The existing stage sustained significant damage and is in need of replacement. •Capital Improvement Program (CIP) amendments are as follows:
oCIP 3415 PD Communications – This action defunds CIP 3415 in an amount of $154,000 and returns $154,000 to General Government CIP Fund. The defund is due to cost of work less than estimated. This project is anticipated to be completed by June 30, 2025.

oCIP 3423 Police Records Management System – This action defunds CIP 3423 in an amount of $110,944 and returns $110,944 to General Government CIP Fund. This project is complete. oCIP 3434 Permitting Technology Improvements – This action defunds CIP 3434 in an amount of $314,925 and re-appropriates $314,925 to CIP 3502 Land Management System. This action is to reimburse the initial funding source of CIP 3502 Information Technology Replacement fund by $314,925.
oCIP 3506 Watershed Analysis – This action defunds CIP 3506 in amount of $59,210 and returns $59,210 to General Government CIP Fund. This project is complete. oCIP 3426 Annual Sidewalk Repair Program – This action increases CIP 3426 in an amount of $125,000. The City received a developer reimbursement for sidewalk construction, which is requested to be appropriated into CIP 3426 Annual Sidewalk Program for use on maintenance projects.
oCIP 6118 San José-Santa Clara Regional Wastewater Facility (RWF) – This action is to reimburse the operating transfer from Sewer Treatment Fund to the Project in an amount of $1,849,000, as originally adopted in the FY 2025-29 Capital Improvement Program budget. Costs for the City contribution to the RWF have been less than prior estimates; as such, the City will use reaming Project balance for its FY 2024-25 annual capital obligation to the RWF. oCIP 3447 Fire Station No. 2 Replacement – This action appropriates $5 to 2020 Lease Revenue Bonds for interest earned to CP 3447 to increase Project funding.

POLICY ALTERNATIVE:

Alternative 1: Do not approve FY 2024-25 Mid-Year Budget Amendment Recommendations Pros: Not approving certain budget amendment recommendations will result in not aligning the budget with actual trends and make it more difficult to address urgent service demands, accept new revenues and manage the budget.

Cons: The recommended budget amendment recommendations include urgent funding recommendations and adjustments to budget estimates.

Reason not recommended: Not approving the FY 2024-25 Mid-Year budget amendment recommendations will result in not funding certain programs and not adjusting budget estimates to year-to-date revenue proceeds received.

FISCAL IMPACT:

If the City Council approves the recommendations, the FY 2024-25 budget for General Fund revenues will increase by $1.8 million and appropriations by $1.7 million. General Fund reserves and fund balances will be administered in accordance with City policies.

CALIFORNIA ENVIRONMENTAL QUALITY ACT:

The action being considered is exempt from environmental review pursuant to CEQA Guideline 15378(b)(4) as a governmental fiscal activity without a commitment to any project that would result in a potentially significant impact on the environment. Further, it is also exempt pursuant to CEQA Guideline 15378(b)(2) as a continuing administrative activity, including the purchases of supplies and personnel-related actions.

RECOMMENDATION:
(1) Review Fiscal Year 2024-25 Mid-Year Report;
(2) Adopt a resolution approving the FY 2024-25 Mid-Year Budget Amendments; and (3) Adopt a resolution amending Resolution No. 1626, the Classification Plan, to reclassify positions, approve and adopt the pay schedule titled “New Job Classifications/Salary Table” and amend budgeted allocated positions.

Attachment(s):
(a) Resolution Approving the FY 2024-25 Mid-Year Budget Amendments (b) Resolution Amending Resolution No. 1626, the Classification Plan, and Amending Budgeted Allocated Positions

RESOLUTION NO. ____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MILPITAS APPROVING THE FISCAL YEAR 2024-25 MID-YEAR BUDGET REPORT FOR THE CITY OF

MILPITAS AND AUTHORIZING VARIOUS FINANCIAL ACTIONS
WHEREAS, as part of the Fiscal Year 2024-25 Mid-Year Budget Report, budget adjustments have been recommended in the General Fund, and certain Special Funds and Capital Funds to bring projected revenues and expenditures into alignment based on performance through the first half of the fiscal year, to account for updated cost projections to implement technical adjustments, to recognize various revenues, and to adjust funding for a limited number of projects funded with Special and/or Capital Funds; and WHEREAS, the City Council reviewed the Fiscal Year 2024-25 Mid-Year Report; and WHEREAS, staff recommends the use of $254,021 from the Contingency Reserve in the General Fund, leaving a balance of $20,555,147; and $254,021 from the Budget Stabilization Reserve in the General Fund, leaving a balance of $20,555,147, to fund projected expenditures as indicated in the Fiscal Year 2024-25 Mid- Year Budget Report; and
NOW, THEREFORE, the City Council of the City of Milpitas hereby finds, determines, and resolves as follows:

1. The City Council and Authority have considered the full record before them, which may include but is not limited to such things as the staff report, testimony by staff and the public, and other materials and evidence submitted or provided to them. Furthermore, the recitals set forth above are found to be true and correct and are incorporated herein by reference.

2. The Fiscal Year 2024-25 Mid-Year Budget Report, as attached in the City Council meeting packet, inclusive of capital improvement program appropriations, for the City of Milpitas for Fiscal Year 2024-25 is hereby affirmed and adopted. All appropriations and other financial actions, accounting, and amendments recommended in that staff report are approved.

PASSED AND ADOPTED this ______ day of _________, 2025, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ATTEST: APPROVED:
____________________________ ______________________
Suzanne Guzzetta, City Clerk Carmen Montano, Mayor
APPROVED AS TO FORM:
__________________________________
Christopher Creech, Acting City Attorney

RESOLUTION NO. ____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MILPITAS AMENDING RESOLUTION NO 1626, THE CLASSIFICATION PLAN, TO ADJUST SALARY

RANGES FOR UNREPRESENTED FIRE PERSONNEL, IN ALIGNMENT WITH THE

ADOPTED MEMORANDUM OF UNDERSTANDING WITH THE INTERNATIONAL ASSOCIATION OF FIREFIGHTERS LOCAL 1699, AND APPROVE AND ADOPT THE PAY SCHEDULE TITLED “ALL JOB CLASSIFICATIONS/SALARY TABLE EFFECTIVE 07/01/2024” DATED WHEN PASSED AND ADOPTED
WHEREAS, the City of Milpitas has a Classification Plan adopted as Resolution No. 1626 on December 17, 1968, which has been amended from time to time, and which is in accordance with the Personnel Rules and Regulations of the City of Milpitas (Resolution No. 792 as amended); and WHEREAS, the current Memorandum of Understanding (MOU) between the International Association of Firefighters Local 1699 (IAFF) and the City of Milpitas covering the period of July 1, 2024, through June 30, 2027 was approved on November 19, 2024 through Resolution No. 9364; and WHEREAS, consistent with the salary changes in the IAFF MOU, the salaries of Unrepresented Fire Personnel shall be increased in accordance with, and on a par with, the salary adjustments granted to the IAFF membership to address salary compaction; and
WHEREAS, amendments to the Classification Plan are necessary to account for adjustments to salary ranges; and
NOW, THEREFORE, the City Council of the City of Milpitas hereby finds, determines, and resolves as follows:

1. The City Council has considered the full record before it, which may include but is not limited to such things as the staff report, testimony by staff and the public, and other materials and evidence submitted or provided to it. Furthermore, the recitals set forth above are found to be true and correct and are incorporated herein by reference.

2. The table below presents adjustments for the salaries of Unrepresented Fire Personnel increased in accordance with, and on a par with, the salary adjustments granted to the IAFF membership in their current MOU; and

3. Resolution No. 1626, as amended, is hereby further amended to adjust the salary ranges for the below listed classifications effective July 1, 2024, dated when passed and adopted, as follows:

FROM
Step A Top Step
Classification Hourly Biweekly Annual Hourly Biweekly Annual Assistant Fire Marshal 81.30 6,503.96 169,102.96 113.82 9,105.56 236,744.56 Chief Fire Enforcement Officer 70.29 5,623.59 146,213.34 98.41 7,873.03 204,698.78 Deputy Fire Chief 102.44 8,195.58 213,085.08 143.42 11,473.81 298,319.06 Fire Chief 112.95 9,035.72 234,928.72 158.13 12,650.04 328,901.04 TO
Step A Top Step
Classification Hourly Biweekly Annual Hourly Biweekly Annual Assistant Fire Marshal 88.62 7,089.60 184,329.60 124.07 9,925.60 258,065.60 Chief Fire Enforcement Officer 76.63 6,130.40 159,390.40 107.28 8,582.40 223,142.40 Deputy Fire Chief 111.67 8,933.60 232,273.60 156.34 12,507.20 325,187.20 Fire Chief 123.12 9,849.60 256,089.60 172.36 13,788.80 358,508.80

4. The City Council approves and adopts the pay schedule “ALL JOB CLASSIFICATIONS/SALARY TABLE EFFECTIVE 07/01/2024,” dated this day when passed and adopted, which is attached hereto as Exhibit A.

5. These adjusted salary ranges will be included in the All Job Classifications/Salary Table attached to the February 18, 2025 Resolution of the City Council of the City of Milpitas amending Resolution No. 1626, the Classification Plan, to Adjust the Salary Schedules for Fire Unrepresented Classifications.

PASSED AND ADOPTED this ______ day of ___________, 2025, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ATTEST: APPROVED:

Suzanne Guzzetta, City Clerk Carmen Montano, Mayor
APPROVED AS TO FORM:

Christopher Creech, Acting City Attorney

Dated: 2/18/2025 CITY OF MILPITAS - HUMAN RESOURCES
All Job Classifications/Salary Table Effective 07/01/2024

Classification Union Code Occ Code Pay Grade Hourly BiWeekly Annual Hourly2 BiWeekly3 Annual4 Hourly5 BiWeekly6 Annual7 Hourly8 BiWeekly9 Annual10 Hourly11 BiWeekly12 Annual13 Accountant 50 2101 500 51.81 4,144.60 107,759.60 54.40 4,351.80 113,146.80 57.11 4,568.50 118,781.00 59.98 4,798.00 124,748.00 62.96 5,037.03 130,962.78 Accounting Technician I 50 6104 513 33.74 2,699.17 70,178.42 35.43 2,834.16 73,688.16 37.20 2,975.87 77,372.62 39.06 3,124.66 81,241.16 41.01 3,280.90 85,303.40 Accounting Technician II 50 6105 514 37.11 2,969.08 77,196.08 38.97 3,117.58 81,057.08 40.92 3,273.45 85,109.70 42.96 3,437.16 89,366.16 45.11 3,608.94 93,832.44 Administrative Analyst I 80 2102 801 43.28 3,462.67 90,029.42 56.98 4,558.39 118,518.14 Administrative Analyst II 80 2103 802 47.80 3,824.11 99,426.86 62.92 5,033.41 130,868.66 Administrative Assistant 80 6111 828 41.29 3,303.48 85,890.48 43.36 3,468.65 90,184.90 45.53 3,642.10 94,694.60 47.80 3,824.18 99,428.68 50.19 4,015.38 104,399.88 Assistant Chief of Police 60 1405 649 116.80 9,344.14 242,947.64 163.52 13,081.79 340,126.54 Assistant City Attorney 60 1113 645 80.82 6,465.24 168,096.24 109.40 8,751.75 227,545.50 Assistant City Manager 60 1104 666 101.41 8,112.63 210,928.38 141.97 11,357.69 295,299.94 Assistant Dir Recr & Comm Svcs 60 1121 659 69.20 5,535.95 143,934.70 96.88 7,750.33 201,508.58 Assistant Engineer 50 2201 502 56.13 4,490.60 116,755.60 58.94 4,715.12 122,593.12 61.89 4,950.86 128,722.36 64.98 5,198.44 135,159.44 68.23 5,458.39 141,918.14 Assistant Finance Director 60 1109 669 72.98 5,838.26 151,794.76 102.17 8,173.76 212,517.76 Assistant Fire Marshal 60 2501 632 88.62 7,089.60 184,329.60 124.07 9,925.60 258,065.60 Assistant Planner 50 2801 503 53.82 4,305.89 111,953.14 56.52 4,521.30 117,553.80 59.33 4,746.55 123,410.30 62.30 4,983.82 129,579.32 65.41 5,233.11 136,060.86 Assistant Pool Manager 70 5609 709 22.16 1,772.80 46,092.80 28.55 2,284.00 59,384.00 Assistant Water Operator 20 7212 221 46.16 3,462.27 90,019.02 48.47 3,635.40 94,520.40 50.90 3,817.16 99,246.16 53.44 4,008.00 104,208.00 56.11 4,208.43 109,419.18 Assistant Water Operator - 40 20 8611 226 46.43 3,714.73 96,582.98 48.76 3,900.66 101,417.16 51.20 4,095.86 106,492.36 53.77 4,301.48 111,838.48 56.46 4,516.46 117,427.96 Associate Civil Engineer 50 2202 504 64.55 5,164.16 134,268.16 67.78 5,422.40 140,982.40 71.17 5,693.53 148,031.78 74.73 5,978.21 155,433.46 78.46 6,277.14 163,205.64 Associate Planner 50 2802 505 61.89 4,950.99 128,725.74 64.99 5,199.21 135,179.46 68.24 5,459.44 141,945.44 71.65 5,731.70 149,024.20 75.23 6,018.18 156,472.68 Budget Manager 80 1115 839 63.09 5,047.51 131,235.26 83.05 6,643.99 172,743.74 Building & Housing Director 60 1802 658 88.20 7,055.63 183,446.38 123.47 9,877.89 256,825.14 Building Inspection Manager 80 3809 848 65.73 5,258.33 136,716.58 79.89 6,391.58 166,181.08 Building Inspector Apprentice 70 8610 770 28.00 2,240.00 58,240.00 35.00 2,800.00 72,800.00 Building Official 60 1804 676 77.58 6,206.24 161,362.24 108.61 8,688.74 225,907.24 Building Permit Technician 50 5801 508 41.10 3,288.12 85,491.12 43.16 3,452.88 89,774.88 45.33 3,626.11 94,278.86 47.58 3,806.73 98,974.98 49.96 3,996.87 103,918.62 Building/NP Inspector 50 3801 507 54.48 4,358.21 113,313.46 57.20 4,576.17 118,980.42 60.06 4,804.93 124,928.18 63.07 5,045.20 131,175.20 66.22 5,297.43 137,733.18 Business Systems Analyst/Dev 80 2119 853 57.70 4,615.99 120,015.74 75.95 6,076.05 157,977.30 Buyer 80 2106 803 42.89 3,431.28 89,213.28 56.46 4,516.63 117,432.38 CIP Manager 60 2211 642 67.02 5,361.33 139,394.58 93.83 7,506.45 195,167.70 Case Manager 50 5612 544 36.83 2,946.17 76,600.42 45.96 3,676.76 95,595.76 Chief Fire Enforcement Officer 60 1505 656 76.63 6,130.40 159,390.40 107.28 8,582.40 223,142.40 Chief of Police 60 1402 650 122.64 9,811.05 255,087.30 171.69 13,735.51 357,123.26 City Attorney 60 1112 644 99.96 7,997.00 207,922.00 124.95 9,996.27 259,903.02 City Clerk 60 1101 605 67.06 5,364.87 139,486.62 93.90 7,511.67 195,303.42 City Engineer 60 1201 606 78.23 6,258.32 162,716.32 109.52 8,761.65 227,802.90 City Manager 60 1102 697 138.16 11,052.69 287,369.94 138.16 11,052.69 287,369.94 Code Enforcement Officer 50 5804 515 47.63 3,810.70 99,078.20 50.02 4,001.29 104,033.54 52.53 4,202.20 109,257.20 55.15 4,412.30 114,719.80 57.91 4,632.76 120,451.76 Communications Dispatch Superv 40 6409 456 61.94 4,954.90 128,827.40 65.03 5,202.64 135,268.64 68.28 5,462.79 142,032.54 71.70 5,735.94 149,134.44 75.28 6,022.74 156,591.24 Communications Dispatcher 40 6408 455 53.63 4,290.14 111,543.64 56.31 4,504.62 117,120.12 59.12 4,729.84 122,975.84 62.08 4,966.29 129,123.54 65.18 5,214.61 135,579.86 Community Service Officer 40 6412 460 46.22 3,697.73 96,140.98 48.53 3,882.63 100,948.38 50.96 4,076.76 105,995.76 53.51 4,280.59 111,295.34 56.18 4,494.64 116,860.64 Councilmember 60 1107 699 20.87 417.40 10,852.40 20.87 417.40 10,852.40 Crime Analyst 80 2105 809 51.81 4,145.13 107,773.38 68.20 5,456.27 141,863.02 Cross Connection Specialist 20 8626 239 47.99 3,839.31 99,822.06 50.52 4,041.37 105,075.62 53.18 4,254.08 110,606.08 55.97 4,477.97 116,427.22 58.92 4,713.65 122,554.90 Customer Services Supervisor 80 2127 847 50.24 4,019.43 104,505.18 66.13 5,290.45 137,551.70 Deputy City Attorney 60 1114 646 63.14 5,050.96 131,324.96 87.52 7,001.35 182,035.10 Deputy City Clerk 80 6102 835 49.34 3,947.07 102,623.82 59.97 4,797.68 124,739.68 Deputy City Manager 60 1119 672 99.38 7,950.37 206,709.62 139.07 11,125.91 289,273.66 Deputy Director of IT 60 1123 679 80.31 6,424.82 167,045.32 102.85 8,227.82 213,923.32 Deputy Fire Chief 60 1504 633 111.67 8,933.60 232,273.60 156.34 12,507.20 325,187.20 Deputy Public Works Director 60 1207 654 78.23 6,258.32 162,716.32 109.52 8,761.65 227,802.90 Digital Media Specialist 80 2121 840 44.63 3,570.76 92,839.76 58.75 4,700.21 122,205.46 Dir of Recr & Community Svcs 60 1208 655 86.37 6,909.53 179,647.78 121.15 9,692.19 251,996.94 Econ Dev Dir & Strat Init 60 1206 653 86.37 6,909.53 179,647.78 121.15 9,692.19 251,996.94 Economic Development Coord 80 8623 852 54.45 4,355.63 113,246.38 67.51 5,400.93 140,424.18 Economic Development Spec 80 8606 850 51.85 4,147.86 107,844.36 62.59 5,006.89 130,179.14 Electrical/Building Inspector 50 3802 511 57.20 4,576.16 118,980.16 60.06 4,804.93 124,928.18 63.06 5,045.19 131,174.94 66.22 5,297.43 137,733.18 69.53 5,562.32 144,620.32 Emergency Services Coordinator 80 2502 836 57.28 4,582.72 119,150.72 75.39 6,031.47 156,818.22 Engineering Aide 50 3201 512 44.64 3,571.17 92,850.42 46.87 3,749.74 97,493.24 49.22 3,937.21 102,367.46 51.68 4,134.05 107,485.30 54.26 4,340.75 112,859.50 Engineering Permit Technician 50 2210 540 40.18 3,214.68 83,581.68 42.19 3,375.42 87,760.92 44.30 3,544.17 92,148.42 46.52 3,721.34 96,754.84 48.84 3,907.44 101,593.44 Entry Firefighter/EMT - 40 10 4512 115 55.58 4,446.26 115,602.76 58.36 4,668.58 121,383.08 Entry Firefighter/EMT - 56 10 4510 112 39.70 4,446.26 115,602.76 41.68 4,668.58 121,383.08 Entry Firefighter/Paramedic-40 10 4513 116 62.25 4,979.82 129,475.32 65.36 5,228.81 135,949.06 Entry Firefighter/Paramedic-56 10 4511 113 44.46 4,979.82 129,475.32 46.69 5,228.81 135,949.06 Entry Level Fire Inspector 10 3508 114 47.99 3,839.55 99,828.30 50.39 4,031.53 104,819.78 52.91 4,233.11 110,060.86 55.56 4,444.77 115,564.02 58.34 4,667.01 121,342.26 Envir & Regulatory Comply Spec 80 8624 851 55.34 4,426.88 115,098.88 72.84 5,827.05 151,503.30 Environmental Inspector 50 2213 553 57.20 4,576.16 118,980.16 60.06 4,804.96 124,928.96 63.07 5,045.21 131,175.46 66.22 5,297.46 137,733.96 69.53 5,562.32 144,620.32 Equip Maint Worker I - 40 20 8612 227 42.23 3,378.26 87,834.76 44.32 3,545.47 92,182.22 46.54 3,723.07 96,799.82 48.87 3,909.97 101,659.22 51.32 4,105.21 106,735.46 Equip Maint Worker II - 40 20 8613 228 46.43 3,714.73 96,582.98 48.76 3,900.66 101,417.16 51.20 4,095.86 106,492.36 53.77 4,301.48 111,838.48 56.46 4,516.46 117,427.96 Equip Maint Worker III - 40 20 8614 229 52.31 4,185.18 108,814.68 54.94 4,394.96 114,268.96 57.69 4,615.14 119,993.64 60.57 4,845.68 125,987.68 63.61 5,088.69 132,305.94 Equipment Maint. Worker I 20 7202 200 41.97 3,147.51 81,835.26 44.07 3,304.89 85,927.14 46.27 3,470.18 90,224.68 48.58 3,643.67 94,735.42 51.01 3,825.85 99,472.10 Equipment Maint. Worker II 20 7203 201 46.16 3,462.27 90,019.02 48.47 3,635.40 94,520.40 50.90 3,817.16 99,246.16 53.44 4,008.00 104,208.00 56.11 4,208.43 109,419.18 Equipment Maint. Worker III 20 7204 202 52.01 3,901.05 101,427.30 54.61 4,096.03 106,496.78 57.34 4,300.87 111,822.62 60.21 4,515.91 117,413.66 63.22 4,741.72 123,284.72 Step EStep CStep A Step B Step D

Dated: 2/18/2025 CITY OF MILPITAS - HUMAN RESOURCES
All Job Classifications/Salary Table Effective 07/01/2024

Classification Union Code Occ Code Pay Grade Hourly BiWeekly Annual Hourly2 BiWeekly3 Annual4 Hourly5 BiWeekly6 Annual7 Hourly8 BiWeekly9 Annual10 Hourly11 BiWeekly12 Annual13 Step EStep CStep A Step B Step D
Executive Assistant 80 6117 812 45.42 3,633.30 94,465.80 47.69 3,815.00 99,190.00 50.07 4,005.74 104,149.24 52.58 4,206.02 109,356.52 55.20 4,416.32 114,824.32 FF/Paramedic Trainee - 40 10 4504 107 59.28 4,742.68 123,309.68 59.28 4,742.68 123,309.68 59.28 4,742.68 123,309.68 59.28 4,742.68 123,309.68 59.28 4,742.68 123,309.68 FF/Paramedic Trainee - 56 10 4514 155 42.35 4,742.68 123,309.68 42.35 4,742.68 123,309.68 42.35 4,742.68 123,309.68 42.35 4,742.68 123,309.68 42.35 4,742.68 123,309.68 Finance Director 60 1103 627 88.58 7,086.27 184,243.02 124.00 9,919.98 257,919.48 Finance Manager 60 1116 647 62.51 5,001.18 130,030.68 87.52 7,001.68 182,043.68 Financial Analyst I 80 2125 844 40.41 3,233.17 84,062.42 53.20 4,255.81 110,651.06 Financial Analyst II 80 2126 845 44.63 3,570.76 92,839.76 58.75 4,700.21 122,205.46 Fire Battalion Chief 10 2508 153 59.47 6,660.85 173,182.10 83.26 9,325.19 242,454.94 Fire Battalion Chief - 40 10 2509 154 83.26 6,660.85 173,182.10 116.56 9,325.19 242,454.94 Fire Captain 10 2504 100 52.05 5,829.39 151,564.14 54.65 6,120.86 159,142.36 57.38 6,426.91 167,099.66 60.25 6,748.27 175,455.02 63.27 7,085.69 184,227.94 Fire Captain - 40 10 2507 108 72.87 5,829.39 151,564.14 76.51 6,120.86 159,142.36 80.34 6,426.91 167,099.66 84.35 6,748.27 175,455.02 88.57 7,085.69 184,227.94 Fire Chief 60 1502 630 123.12 9,849.60 256,089.60 172.36 13,788.80 358,508.80 Fire Engineer/EMT 10 4501 102 45.90 5,140.36 133,649.36 48.19 5,397.39 140,332.14 50.60 5,667.26 147,348.76 53.13 5,950.63 154,716.38 55.79 6,248.16 162,452.16 Fire Engineer/EMT - 40 10 4515 156 64.25 5,140.36 133,649.36 67.47 5,397.39 140,332.14 70.84 5,667.26 147,348.76 74.38 5,950.63 154,716.38 78.10 6,248.16 162,452.16 Fire Engineer/Paramedic 10 4505 151 51.40 5,757.22 149,687.72 53.97 6,045.09 157,172.34 56.67 6,347.34 165,030.84 59.51 6,664.72 173,282.72 62.48 6,997.96 181,946.96 Fire Prevention Inspector 10 3501 106 73.58 5,886.25 153,042.50 77.26 6,180.57 160,694.82 81.12 6,489.61 168,729.86 85.18 6,814.09 177,166.34 89.44 7,154.80 186,024.80 Fire Protection Engineer 10 3507 110 73.58 5,886.25 153,042.50 77.26 6,180.57 160,694.82 81.12 6,489.61 168,729.86 85.18 6,814.09 177,166.34 89.44 7,154.80 186,024.80 Firefighter/EMT 10 4502 103 43.77 4,902.01 127,452.26 45.96 5,147.12 133,825.12 48.25 5,404.48 140,516.48 50.67 5,674.71 147,542.46 53.20 5,958.45 154,919.70 Firefighter/EMT - 40 10 4516 157 61.28 4,902.01 127,452.26 64.34 5,147.12 133,825.12 67.56 5,404.48 140,516.48 70.93 5,674.71 147,542.46 74.48 5,958.45 154,919.70 Firefighter/EMT Trainee - 40 10 4509 109 52.93 4,234.53 110,097.78 52.93 4,234.53 110,097.78 52.93 4,234.53 110,097.78 52.93 4,234.53 110,097.78 52.93 4,234.53 110,097.78 Firefighter/Paramedic 10 4503 104 49.02 5,490.25 142,746.50 51.47 5,764.77 149,884.02 54.04 6,053.01 157,378.26 56.75 6,355.67 165,247.42 59.58 6,673.46 173,509.96 Fitness Instructor 70 5620 713 35.00 2,800.00 72,800.00 75.00 6,000.00 156,000.00 Fleet Maint Worker I -40 20 8615 230 40.31 3,224.94 83,848.44 42.33 3,386.56 88,050.56 44.45 3,555.63 92,446.38 46.66 3,733.18 97,062.68 49.00 3,920.33 101,928.58 Fleet Maint Worker II - 40 20 8616 231 44.34 3,547.12 92,225.12 46.56 3,724.68 96,841.68 48.88 3,910.74 101,679.24 51.33 4,106.40 106,766.40 53.90 4,311.62 112,102.12 Fleet Maint Worker III -40 20 8617 232 51.00 4,079.81 106,075.06 53.55 4,283.98 111,383.48 56.22 4,497.70 116,940.20 59.03 4,722.03 122,772.78 61.99 4,959.14 128,937.64 Fleet Maintenance Worker I 20 7207 213 40.31 3,023.39 78,608.14 42.33 3,174.53 82,537.78 44.44 3,333.28 86,665.28 46.67 3,499.88 90,996.88 49.00 3,674.90 95,547.40 Fleet Maintenance Worker II 20 7208 214 44.34 3,325.74 86,469.24 46.56 3,491.99 90,791.74 48.89 3,666.62 95,332.12 51.33 3,849.97 100,099.22 53.90 4,042.39 105,102.14 Fleet Maintenance Worker III 20 7209 215 50.99 3,824.56 99,438.56 53.54 4,015.77 104,410.02 56.22 4,216.53 109,629.78 59.03 4,427.34 115,110.84 61.98 4,648.79 120,868.54 GIS Technician 50 2212 552 56.13 4,490.60 116,755.60 58.94 4,715.12 122,593.12 61.89 4,950.90 128,723.40 64.98 5,198.42 135,158.92 68.23 5,458.41 141,918.66 Hazardous Materials Inspector 10 3502 105 73.58 5,886.25 153,042.50 77.26 6,180.57 160,694.82 81.12 6,489.61 168,729.86 85.18 6,814.09 177,166.34 89.44 7,154.80 186,024.80 Housing Official 60 1120 673 72.98 5,838.26 151,794.76 102.17 8,173.76 212,517.76 Human Resources Analyst I 80 2124 843 43.28 3,462.67 90,029.42 56.98 4,558.39 118,518.14 Human Resources Analyst II 80 2123 842 47.80 3,824.11 99,426.86 62.92 5,033.41 130,868.66 Human Resources Assistant 80 2108 846 30.83 2,466.62 64,132.12 32.37 2,589.86 67,336.36 33.99 2,719.35 70,703.10 35.69 2,855.34 74,238.84 37.48 2,998.08 77,950.08 Human Resources Director 60 1105 613 88.08 7,046.40 183,206.40 123.31 9,864.99 256,489.74 Human Resources Manager 60 1209 677 67.22 5,377.53 139,815.78 94.11 7,528.53 195,741.78 Human Resources Technician 80 2107 816 37.40 2,991.70 77,784.20 39.27 3,141.93 81,690.18 41.23 3,298.33 85,756.58 43.30 3,463.89 90,061.14 45.46 3,636.63 94,552.38 I T Director 60 2113 624 86.92 6,953.71 180,796.46 121.69 9,735.17 253,114.42 I T Manager 80 2116 819 65.16 5,212.88 135,534.88 85.78 6,862.06 178,413.56 I T Technician 50 3101 542 44.66 3,572.89 92,895.14 46.89 3,751.52 97,539.52 49.24 3,939.05 102,415.30 51.70 4,136.01 107,536.26 54.29 4,342.83 112,913.58 Information Technology Analyst 80 2118 831 54.81 4,385.16 114,014.16 72.15 5,772.16 150,076.16 Junior Engineer 50 2203 519 51.03 4,082.33 106,140.58 53.58 4,286.46 111,447.96 56.26 4,500.79 117,020.54 59.07 4,725.82 122,871.32 62.03 4,962.12 129,015.12 Junior Planner 50 2804 520 46.20 3,696.12 96,099.12 48.51 3,880.95 100,904.70 50.94 4,074.97 105,949.22 53.48 4,278.78 111,248.28 56.16 4,492.67 116,809.42 Legal Assistant 60 1124 689 41.29 3,303.48 85,890.48 43.36 3,468.65 90,184.90 45.53 3,642.10 94,694.60 47.80 3,824.18 99,428.68 50.19 4,015.38 104,399.88 Lifeguard 70 5610 710 17.70 1,416.00 36,816.00 22.88 1,830.40 47,590.40 Maint Worker III - 40 20 8619 234 43.42 3,473.75 90,317.50 45.60 3,647.70 94,840.20 47.87 3,829.97 99,579.22 50.27 4,021.63 104,562.38 52.78 4,222.66 109,789.16 Maintenance Assistant 20 8625 238 26.48 2,118.21 55,073.46 27.73 2,218.58 57,683.08 29.03 2,322.41 60,382.66 30.40 2,432.30 63,239.80 31.83 2,546.52 66,209.52 Maintenance Custodian I 20 8101 203 30.93 2,319.75 60,313.50 32.48 2,435.74 63,329.24 34.10 2,557.55 66,496.30 35.81 2,685.43 69,821.18 37.60 2,819.70 73,312.20 Maintenance Custodian I - 40 20 8107 222 30.93 2,474.42 64,334.92 32.48 2,598.11 67,550.86 34.10 2,728.03 70,928.78 35.81 2,864.45 74,475.70 37.60 3,007.65 78,198.90 Maintenance Custodian II 20 8102 204 34.02 2,551.79 66,346.54 35.72 2,679.34 69,662.84 37.51 2,813.33 73,146.58 39.39 2,953.91 76,801.66 41.36 3,101.65 80,642.90 Maintenance Custodian II - 40 20 8108 223 34.02 2,721.90 70,769.40 35.72 2,857.93 74,306.18 37.51 3,000.87 78,022.62 39.39 3,150.86 81,922.36 41.36 3,308.46 86,019.96 Maintenance Custodian III 20 8103 205 39.13 2,934.49 76,296.74 41.08 3,081.20 80,111.20 43.14 3,235.26 84,116.76 45.29 3,397.04 88,323.04 47.56 3,566.93 92,740.18 Maintenance Custodian III - 40 20 8618 233 39.13 3,130.33 81,388.58 41.08 3,286.61 85,451.86 43.14 3,451.42 89,736.92 45.30 3,623.66 94,215.16 47.56 3,804.42 98,914.92 Maintenance Worker I 20 8202 206 34.02 2,551.79 66,346.54 35.72 2,679.34 69,662.84 37.51 2,813.33 73,146.58 39.39 2,953.99 76,803.74 41.36 3,101.65 80,642.90 Maintenance Worker I-40 20 8203 207 34.33 2,746.71 71,414.46 36.04 2,883.16 74,962.16 37.85 3,027.95 78,726.70 39.74 3,178.98 82,653.48 41.73 3,338.35 86,797.10 Maintenance Worker II 20 8204 208 37.43 2,806.93 72,980.18 39.30 2,947.26 76,628.76 41.26 3,094.59 80,459.34 43.32 3,249.35 84,483.10 45.49 3,411.82 88,707.32 Maintenance Worker II-40 20 8205 209 37.76 3,020.65 78,536.90 39.65 3,171.69 82,463.94 41.64 3,331.06 86,607.56 43.71 3,496.66 90,913.16 45.90 3,671.65 95,462.90 Maintenance Worker III 20 8206 210 43.04 3,227.92 83,925.92 45.19 3,389.33 88,122.58 47.45 3,558.80 92,528.80 49.82 3,736.74 97,155.24 52.31 3,923.60 102,013.60 Maintenance Worker/Seasonal 70 8207 760 19.88 1,590.40 41,350.40 24.85 1,988.00 51,688.00 Management Analyst 80 2128 854 57.38 4,590.78 119,360.28 80.36 6,428.51 167,141.26 Marketing Coordinator 50 5614 548 43.37 3,469.45 90,205.70 45.54 3,642.91 94,715.66 47.81 3,825.05 99,451.30 50.20 4,016.30 104,423.80 52.71 4,217.13 109,645.38 Mayor 60 1118 696 26.09 521.88 13,568.88 26.09 521.88 13,568.88 Office Assistant I 50 6108 516 29.34 2,347.19 61,026.94 30.81 2,464.53 64,077.78 32.35 2,587.78 67,282.28 33.96 2,717.13 70,645.38 35.66 2,852.99 74,177.74 Office Assistant II 50 6109 517 32.27 2,581.79 67,126.54 33.89 2,710.83 70,481.58 35.58 2,846.46 74,007.96 37.36 2,988.77 77,708.02 39.23 3,138.15 81,591.90 Office Specialist 50 6110 518 37.11 2,969.04 77,195.04 38.97 3,117.54 81,056.04 40.92 3,273.45 85,109.70 42.96 3,437.16 89,366.16 45.11 3,608.94 93,832.44 PW Division Mgr. - Eng. 60 1127 692 78.83 6,306.41 163,966.66 98.54 7,883.01 204,958.26 PW Division Mgr. - Opr. 60 1126 691 78.83 6,306.41 163,966.66 98.54 7,883.01 204,958.26 PW Division Mgr. - Utl. 60 1128 693 78.83 6,306.41 163,966.66 98.54 7,883.01 204,958.26 Patrol Officer 40 4401 404 58.45 4,675.95 121,574.70 61.37 4,909.75 127,653.50 64.44 5,155.20 134,035.20 67.66 5,412.97 140,737.22 71.04 5,683.59 147,773.34 Patrol Officer Trainee 40 4402 458 57.19 4,575.53 118,963.78 60.05 4,804.22 124,909.72 63.06 5,044.49 131,156.74 66.21 5,296.68 137,713.68 69.52 5,561.46 144,597.96 Payroll Specialist 50 5102 546 39.64 3,171.01 82,446.26 41.62 3,329.57 86,568.82 43.70 3,496.03 90,896.78 45.89 3,670.86 95,442.36 48.18 3,854.33 100,212.58 Plan Check Engineer 50 3807 521 66.06 5,284.74 137,403.24 69.36 5,548.42 144,258.92 72.83 5,826.23 151,481.98 76.46 6,117.06 159,043.56 80.34 6,426.93 167,100.18

Dated: 2/18/2025 CITY OF MILPITAS - HUMAN RESOURCES
All Job Classifications/Salary Table Effective 07/01/2024

Classification Union Code Occ Code Pay Grade Hourly BiWeekly Annual Hourly2 BiWeekly3 Annual4 Hourly5 BiWeekly6 Annual7 Hourly8 BiWeekly9 Annual10 Hourly11 BiWeekly12 Annual13 Step EStep CStep A Step B Step D
Plan Checker 50 3803 522 56.33 4,506.38 117,165.88 59.15 4,731.65 123,022.90 62.11 4,968.63 129,184.38 65.20 5,216.33 135,624.58 68.47 5,477.88 142,424.88 Plan Review Manager 60 1210 678 73.27 5,861.99 152,411.74 95.30 7,624.07 198,225.82 Planning Commissioners 70 1108 698 1.00 20.00 520.00 1.00 20.00 520.00 Planning Director 60 1803 607 88.20 7,055.63 183,446.38 123.47 9,877.89 256,825.14 Planning Manager 60 2803 602 67.22 5,377.53 139,815.78 94.11 7,528.53 195,741.78 Planning Technician 50 2813 554 41.10 3,288.12 85,491.12 43.16 3,452.88 89,774.88 45.33 3,626.11 94,278.86 47.58 3,806.73 98,974.98 49.96 3,996.87 103,918.62 Police Assistant 40 6401 450 54.48 4,358.54 113,322.04 57.21 4,576.41 118,986.66 60.07 4,805.22 124,935.72 63.07 5,045.52 131,183.52 66.22 5,297.80 137,742.80 Police Captain 60 1401 651 111.24 8,898.85 231,370.10 155.73 12,458.34 323,916.84 Police Clerk I 40 6402 451 39.05 3,124.14 81,227.64 41.00 3,280.38 85,289.88 43.05 3,444.37 89,553.62 45.21 3,616.60 94,031.60 47.47 3,797.35 98,731.10 Police Clerk II 40 6403 452 42.96 3,436.49 89,348.74 45.11 3,608.41 93,818.66 47.36 3,788.81 98,509.06 49.73 3,978.28 103,435.28 52.21 4,177.11 108,604.86 Police Clerk Supervisor 40 6404 454 49.62 3,969.23 103,199.98 52.10 4,167.73 108,360.98 54.70 4,376.06 113,777.56 57.44 4,594.89 119,467.14 60.31 4,824.61 125,439.86 Police Evidence Technician 40 8607 459 45.56 3,644.48 94,756.48 47.83 3,826.68 99,493.68 50.23 4,018.04 104,469.04 52.74 4,218.97 109,693.22 55.37 4,429.90 115,177.40 Police Lieutenant 40 2402 400 89.65 7,172.22 186,477.72 94.14 7,530.84 195,801.84 98.84 7,907.41 205,592.66 103.79 8,302.80 215,872.80 108.97 8,717.92 226,665.92 Police Officer 40 4403 403 63.91 5,113.19 132,942.94 67.11 5,368.93 139,592.18 70.47 5,637.36 146,571.36 73.99 5,919.17 153,898.42 77.69 6,215.20 161,595.20 Police Officer Trainee 40 4404 457 62.54 5,003.38 130,087.88 65.67 5,253.60 136,593.60 68.95 5,516.33 143,424.58 72.40 5,792.09 150,594.34 76.02 6,081.71 158,124.46 Police Sergeant 40 4405 401 77.21 6,176.88 160,598.88 81.07 6,485.73 168,628.98 85.13 6,810.01 177,060.26 89.38 7,150.61 185,915.86 93.85 7,508.13 195,211.38 Police Support Services Mgr 60 1404 657 65.19 5,215.27 135,597.02 91.27 7,301.71 189,844.46 Pool Manager 70 5608 708 23.22 1,857.60 48,297.60 29.90 2,392.00 62,192.00 Principal Civil Engineer 80 2204 822 68.48 5,478.50 142,441.00 89.07 7,125.29 185,257.54 Principal Planner 80 2811 823 70.61 5,648.47 146,860.22 85.51 6,841.17 177,870.42 Program Coordinator 50 5606 523 40.44 3,235.55 84,124.30 53.24 4,258.96 110,732.96 Public Information Officer 60 1122 674 64.70 5,175.88 134,572.88 90.58 7,246.26 188,402.76 Public Services Assistant I 50 6601 524 33.74 2,699.17 70,178.42 35.43 2,834.16 73,688.16 37.20 2,975.90 77,373.40 39.06 3,124.68 81,241.68 41.01 3,280.90 85,303.40 Public Services Assistant II 50 6602 525 37.11 2,969.08 77,196.08 38.97 3,117.58 81,057.08 40.92 3,273.44 85,109.44 42.96 3,437.17 89,366.42 45.11 3,608.94 93,832.44 Public Works Director 60 1204 635 90.69 7,255.01 188,630.26 126.96 10,157.05 264,083.30 Public Works Inspector 50 3202 526 54.48 4,358.21 113,313.46 57.20 4,576.17 118,980.42 60.06 4,804.93 124,928.18 63.07 5,045.20 131,175.20 66.22 5,297.43 137,733.18 Public Works Manager 60 1117 648 60.36 4,828.73 125,546.98 84.50 6,760.22 175,765.72 Purchasing Agent 80 1106 826 56.53 4,522.79 117,592.54 72.91 5,833.14 151,661.64 Recreation Administrative Asst 70 5619 712 17.70 1,416.00 36,816.00 24.66 1,972.80 51,292.80 Recreation Attendant 70 5618 711 17.70 1,416.00 36,816.00 24.66 1,972.80 51,292.80 Recreation Instructors 70 5607 707 18.82 1,505.60 39,145.60 37.64 3,011.20 78,291.20 Recreation Leader 70 5617 706 17.70 1,416.00 36,816.00 24.66 1,972.80 51,292.80 Recreation Services Supervisor 80 2601 827 54.01 4,320.43 112,331.18 71.08 5,686.26 147,842.76 Recreation Svcs Assistant I 50 8601 527 19.07 1,525.69 39,667.94 20.02 1,601.95 41,650.70 21.03 1,682.11 43,734.86 22.08 1,766.17 45,920.42 23.18 1,854.52 48,217.52 Recreation Svcs Assistant II 50 8602 528 22.64 1,811.48 47,098.48 23.78 1,902.25 49,458.50 24.97 1,997.32 51,930.32 26.22 2,097.23 54,527.98 27.53 2,202.04 57,253.04 Recreation Svcs Assistant III 50 8603 529 26.03 2,082.27 54,139.02 27.33 2,186.33 56,844.58 28.70 2,295.65 59,686.90 30.13 2,410.42 62,670.92 31.64 2,530.99 65,805.74 Recreation Svcs Assistant IV 50 8604 530 30.54 2,443.05 63,519.30 32.06 2,565.19 66,694.94 33.67 2,693.44 70,029.44 35.35 2,828.13 73,531.38 37.12 2,969.52 77,207.52 Retired Annuitant - Extra Help 70 5107 747 50.00 4,000.00 104,000.00 125.00 10,000.00 260,000.00 Retired Annuitant - Interim 70 5108 748 50.00 4,000.00 104,000.00 125.00 10,000.00 260,000.00 Risk Analyst 80 2130 857 44.63 3,570.76 92,839.76 58.75 4,700.21 122,205.46 SCADA Technician 20 8627 240 48.92 3,913.60 101,753.60 51.49 4,119.59 107,109.34 54.21 4,336.42 112,746.92 57.06 4,564.64 118,680.64 60.06 4,804.89 124,927.14 Senior Accountant 80 2110 829 50.24 4,019.43 104,505.18 66.13 5,290.45 137,551.70 Senior Accounting Technician 50 6106 539 40.82 3,265.99 84,915.74 42.87 3,429.32 89,162.32 45.01 3,600.78 93,620.28 47.26 3,780.85 98,302.10 49.62 3,969.85 103,216.10 Senior Administrative Analyst 80 2112 834 55.50 4,439.60 115,429.60 73.05 5,844.08 151,946.08 Senior Building Inspector 50 3804 531 62.92 5,033.70 130,876.20 66.07 5,285.46 137,421.96 69.37 5,549.69 144,291.94 72.84 5,827.14 151,505.64 76.48 6,118.52 159,081.52 Senior Buyer 80 2129 856 53.33 4,266.36 110,925.36 64.93 5,194.15 135,047.90 Senior Executive Assistant 80 6123 855 47.80 3,824.11 99,426.86 62.92 5,033.41 130,868.66 Senior HR Analyst 80 2122 841 51.81 4,145.16 107,774.16 68.20 5,456.27 141,863.02 Senior Plan Check Engineer 50 3806 534 72.67 5,813.21 151,143.46 76.30 6,104.03 158,704.78 80.11 6,408.96 166,632.96 84.11 6,729.08 174,956.08 88.32 7,065.46 183,701.96 Senior Planner 80 2805 830 64.73 5,178.17 134,632.42 78.68 6,294.27 163,651.02 Senior Public Works Inspector 50 3203 535 62.92 5,033.74 130,877.24 66.07 5,285.46 137,421.96 69.37 5,549.70 144,292.20 72.84 5,827.14 151,505.64 76.48 6,118.52 159,081.52 Senior Public Works Lead 20 8609 225 57.56 4,605.03 119,730.78 60.44 4,835.28 125,717.28 63.46 5,077.05 132,003.30 66.64 5,330.88 138,602.88 69.97 5,597.58 145,537.08 Senior SCADA Technician 20 8628 241 53.81 4,304.97 111,929.22 56.64 4,531.55 117,820.30 59.63 4,770.05 124,021.30 62.76 5,021.11 130,548.86 66.07 5,285.38 137,419.88 Special Project Associate 70 5105 750 20.00 1,600.00 41,600.00 50.00 4,000.00 104,000.00 Sr Code Enforcement Officer 50 5806 545 55.90 4,472.03 116,272.78 58.68 4,694.75 122,063.50 61.63 4,930.13 128,183.38 64.71 5,177.00 134,602.00 67.94 5,435.31 141,318.06 Sr. Public Services Assistant 50 5615 549 41.40 3,311.82 86,107.32 43.47 3,477.41 90,412.66 45.64 3,651.27 94,933.02 47.92 3,833.84 99,679.84 50.32 4,025.53 104,663.78 Sr. Special Projects Associate 70 5106 749 50.00 4,000.00 104,000.00 125.00 10,000.00 260,000.00 Staff Assistant 70 5104 745 17.70 1,416.00 36,816.00 27.39 2,191.20 56,971.20 Student Intern 70 5103 740 17.70 1,416.00 36,816.00 27.39 2,191.20 56,971.20 Transporation & Traffic Mgr 60 1202 675 64.70 5,175.88 134,572.88 90.58 7,246.26 188,402.76 Water Meter Technician I 20 8104 216 34.02 2,551.68 66,343.68 35.72 2,679.34 69,662.84 37.51 2,813.31 73,146.06 39.39 2,953.91 76,801.66 41.36 3,101.64 80,642.64 Water Meter Technician I -40 20 8620 235 34.03 2,722.00 70,772.00 35.73 2,858.11 74,310.86 37.51 3,000.59 78,015.34 39.38 3,150.50 81,913.00 41.36 3,308.95 86,032.70 Water Meter Technician II 20 8105 217 37.43 2,806.93 72,980.18 39.30 2,947.24 76,628.24 41.26 3,094.57 80,458.82 43.32 3,249.32 84,482.32 45.49 3,411.82 88,707.32 Water Meter Technician II -40 20 8621 236 37.43 2,994.19 77,848.94 39.30 3,144.14 81,747.64 41.26 3,300.44 85,811.44 43.33 3,466.31 90,124.06 45.50 3,639.63 94,630.38 Water Systems Operator 20 7211 219 52.01 3,901.04 101,427.04 54.61 4,095.68 106,487.68 57.34 4,300.86 111,822.36 60.21 4,515.91 117,413.66 63.22 4,741.72 123,284.72 Water Systems Operator - 40 20 8622 237 52.31 4,185.18 108,814.68 54.94 4,394.96 114,268.96 57.69 4,615.14 119,993.64 60.57 4,845.68 125,987.68 63.61 5,088.69 132,305.94

Dated: 2/18/2025 CITY OF MILPITAS - HUMAN RESOURCES
All Job Classifications/Salary Table Effective 07/01/2024

Classification Union Code Occ Code Pay Grade Hourly BiWeekly Annual Hourly2 BiWeekly3 Annual4 Hourly5 BiWeekly6 Annual7 Hourly8 BiWeekly9 Annual10 Hourly11 BiWeekly12 Annual13 Step EStep CStep A Step B Step D
Union Code
10 IAFF - International Association of Firefighters
20 MEA - Milpitas Employee Association
40 MPOA - Milpitas Police Officers Association
50 Pro-Tech - Milpitas Professional and Technical Group 60 Unrep - Unrepresented
70 Temps - Temporary
80 Mid-Con - UPEC Mid-Mgmt-Confidential Unit
Union Description

CITY OF MILPITAS

AGENDA REPORT
(AR)
Item Title: Adopt a Resolution Relating to the Milpitas Tow Service Agreement (Staff Contact: Jared Hernandez, Chief of Police, 408-586-2402) Category: Consent Calendar-Public Safety
Meeting Date: 2/18/2025
Recommendation: Adopt a resolution relating to the Milpitas Tow Service Agreement to repeal and replace Resolution No. 7747.

BACKGROUND:

In addition to other inherent and statutory authority, Milpitas Municipal Code Sections V-100-12.09-3, 12.09-5,

12.09-6, and 12.09-7 authorize the Chief of Police to adopt rules and regulations for a Rotational Tow List for the selection and summoning of tow services. On March 4, 2008, the Milpitas City Council adopted Resolution No. 7747 (Attachment [b]) enacting rules and regulations for a Rotational Tow List for the selection and summoning of tow services.

Within the current resolution is the requirement for participating tow companies to be located within the City of Milpitas. Since the adoption of Resolution No. 7747, however, all but one (1) tow company located in Milpitas have closed and/or re-located elsewhere. Therefore, the requirements of the current resolution do not allow for sufficient resources to meet the demand for towing services by the Milpitas Police Department. The proposed resolution will retain existing Milpitas towing companies, provide for the inclusion of future Milpitas towing businesses, and allow the Chief of Police to authorize additional towing businesses near Milpitas to meet the Department’s demand for towing services.

ANALYSIS:

The proposed resolution supersedes Resolution No. 7747 entitled “A Resolution of the City Council of the City of Milpitas Relating to the Milpitas Tow Service Agreement,” adopted by the Milpitas City Council on March 4, 2008. Most notably, the proposed resolution updates the current agreement by expanding the pool of potential tow vendors to include both local Milpitas businesses and those located within a 7-mile radius from the center of the City of Milpitas, to continue to encourage fair competition and competitive service to the community. This allows for an expanded pool of potential tow company participants and meets the Police Department’s demand for towing services.

In addition, the proposed resolution maintains quality control and safety measures to ensure each tow service and all of its drivers, agents, and employees comply with all Federal, State, and City laws, rules, policies, and regulations.

For these reasons, staff recommends the adoption of the proposed, updated resolution relating to the City’s tow service agreement.

POLICY ALTERNATIVE(S):

Alternative 1: Do not Adopt a Resolution Relating to the Milpitas Tow Service Agreement Pros: The current resolution, Resolution No. 7747, would remain in place, which requires all tow companies on the Milpitas Rotational Tow List to be located in the City of Milpitas, thus prioritizing local businesses.

Cons: The requirement for the companies to be located in Milpitas in the current resolution significantly limits the number of businesses that can be utilized for towing services by the Milpitas Police Department; since the adoption of Resolution 7747, all but one (1) tow company located in Milpitas has closed and/or re-located elsewhere.

Reason for Not Recommending: The requirements of the current resolution for all tow companies to be located in Milpitas limits the pool of companies to one (1), which does not meet the demand of the police department and increases the staff time necessary to resolve incidents requiring towing services.

FISCAL IMPACT:

A fiscal impact is not anticipated; the City of Milpitas Police Department will continue to utilize tow services ongoing and as needed.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

The action proposed herein is not a project and is not subject to California Environmental Quality Act (CEQA) review because it does not have the potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change, particularly in that it does not alter the use of land or does a most does not do so inconsistently with uses already authorized, prohibited, or regulated by law. (Cal.

Code Regs., tit. 14, § 15378.) Furthermore, even if considered a project, this resolution is categorically exempt from CEQA review in that it comprises of non-land use regulations or at most minor alterations in land use limitations that do not result in any changes in land use or density (Cal. Code Regs., tit. 14, § 15305, 15378(a)(1)) and by common sense can be seen with certainly that there is no possibility that the activity in question may have a significant effect on the environment particularly in consideration of the activities already permitted, prohibited, or regulated by law (Cal. Code Regs., tit. 14, § 15061(b)(3)).

RECOMMENDATION:

Adopt a resolution relating to the Milpitas Tow Service Agreement to repeal and replace Resolution No. 7747.

ATTACHMENT(S):
(a) Proposed Resolution
(b) Resolution No. 7747

RESOLUTION NO. XXXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MILPITAS

RELATING TO THE MILPITAS TOW SERVICE AGREEMENT
WHEREAS, in addition to other inherent and statutory authority, Milpitas Municipal Code Sections V- 100-12.09-3, 12.09-5, 12.09-6, and 12.09-7 authorize the Chief of Police to adopt rules and regulations for a Rotational Tow List for the selection and summoning of tow services; and WHEREAS, the Chief of Police has adopted the rules and regulations contained in this resolution; and WHEREAS, the City Council of the City of Milpitas hereby ratifies, approves, and conforms said rules and regulations; and
WHEREAS, this resolution supersedes Resolution No. 7747 entitled “A Resolution of the City Council of the City of Milpitas Relating to the Milpitas Tow Service Agreement,” adopted by the Milpitas City Council on March 4, 2008; and
WHEREAS, the City Council finds and declares that adoption of this resolution is not a project and is not subject to California Environmental Quality Act (CEQA) review because it does not have the potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change, particularly in that it does not alter the use of land or does a most does not do so inconsistently with uses already authorized, prohibited, or regulated by law. (Cal. Code Regs., tit. 14, § 15378.) Furthermore, even if considered a project, this resolution is categorically exempt from CEQA review in that it comprises of non-land use regulations or at most minor alterations in land use limitations that do not result in any changes in land use or density (Cal.

Code Regs., tit. 14, § 15305, 15378(a)(1)) and by common sense can be seen with certainly that there is no possibility that the activity in question may have a significant effect on the environment particularly in consideration of the activities already permitted, prohibited, or regulated by law (Cal. Code Regs., tit. 14, § 15061(b)(3)).

NOW, THEREFORE, BE IT RESOLVED that, to obtain placement on the Milpitas City Tow Truck Rotation List (Rotational Tow List), each applicant must meet and continue to meet the following requirements in addition to and as part of the compliance with any applicable City of Milpitas Tow Service Agreement (MTSA):

1. The Milpitas Police Department will maintain a tow list for towing vehicles approved by the Chief of Police known as the “Rotational Tow List.” Companies with a tow service and storage facility located within the city limits on property zoned and approved for that use in conformity with the Milpitas Zoning Ordinance may be placed on the Rotational Tow List. Additional companies with a tow service and storage facility lawfully operated within a seven (7) mile radius from the center of the City of Milpitas may also be placed on the Rotational Tow List at the discretion of the Chief of Police. When adding to or removing companies from the Rotational Tow List, special consideration can be given to those that are equipped to handle large or heavy vehicles, including commercial vehicles, tractor-trailers, and recreational vehicles, in addition to those factors contained within Section V-100-12.09-5 of the Milpitas Municipal Code. a. In the event of a large or heavy vehicle tow, a police officer with approval of his or her supervisor may request a tow from a company outside of this list and geographic restriction if that company is equipped to handle the tow, otherwise substantially complies with these regulations, and no company equipped to handle that tow is immediately available from the Rotational Tow List.

2. All tow services utilized by the City of Milpitas, including those on the Rotational Tow List, must expressly understand and agree that in furnishing labor and equipment and performing work under these regulations, including in performing all tow-related activities, each service and its drivers and other employees or agents are acting in an independent capacity and not as agents, servants, or employees of the City of Milpitas, including the Milpitas Police Department. A tow service’s participation in the Rotational Tow List and/or

2 Resolution No. xxxx
response to calls for tows from the City, including its officers, agents, or employees, does not establish a contractual relationship. Each tow service and all of its drivers and other employees or agents are solely responsible for their own actions and must exercise independent judgment and responsibility for all aspects of their work, including working conditions and safety. Each tow service is responsible for ensuring that its drivers and other employees or agents understand their individual responsibility under the law and their control over all of the tow service’s employees, agents, contractors, operations, and all work performed, notwithstanding anything else that they may see, hear, or believe. All tow services in responding to a call for service to the Rotational Tow List represent that they are duly authorized and legally permitted to perform the tow services being requested, including by carrying all necessary permits and licenses, and represent and recognize that the City, including its officers, agents, and employees, can rely upon this representation of authorization.

3. To encourage fair competition and competitive service to the community, each company on the Rotational Tow List must be a separate and distinct business that is not affiliated with any other towing business that operates within the City of Milpitas, including other businesses on the Rotational Tow List. Companies on the Rotational Tow List may not engage in anti-competitive practices, including collusion, price fixing, market division, customer allocation, group boycotts, bid rigging, exclusionary or exclusive dealings, and revenue or referral sharing agreements of any kind.

4. Each tow service, and all of its drivers, agents, and employees, must at all times comply with all Federal, State and City laws, rules, policies, and regulations.

5. Each tow service must maintain 24-hour service. Each tow service shall have a legally permitted business office (defined as a building or room(s) where an employee/owner is present from Monday through Friday and between the hours of 8:00 a.m. and 5:00 p.m.). Business hours shall be posted in plain view to the public. Offices staffed with only one employee may be closed for one hour at lunch. A sign shall be posted with the reason for the closure. The sign shall have a phone number where a request will result in an immediate response to release property or vehicles. Response to the office shall be within the time frame allowed for the response to a tow contained within paragraph 10 (a). Also, the business office must have its own telephone number separate from any other office operated by the tow operator, as well as have access to tow documents relating to vehicles which have been towed and/or impounded by the Milpitas Police Department or any authorized officer, agent, or employee of the City of Milpitas.

6. Each tow service and all of its drivers, agents, and employees must maintain and adhere to all business licenses and permits required by the City of Milpitas, the State of California, or the Federal Government.

7. Each tow service must demonstrate the ability to properly tow and store vehicles within a fenced, properly zoned, and reasonably protected area.
a. Vehicles towed from the City of Milpitas must be towed to the closest storage facility the tow service operates unless otherwise directed in writing by an authorized representative of the City of Milpitas.

8. Each tow service and all of its tow truck drivers, agents, and employees must meet and adhere to the following standards:
a. Must maintain a polite and businesslike attitude when dealing with the public and City. b. All tow truck drivers and owner/operators must enroll in the Employer Pull Notice program within 30 days of hire. Notices shall be kept on file in the company office. Notification of any changes to the driver's license record shall be made to the Tow Liaison Officer within 48 hours. c. All tow truck drivers and owner/operators shall be fingerprinted by the Milpitas Police Department and pass a state and federal background check.

3 Resolution No. xxxx
d. All rotation drivers shall be enrolled in a quarterly drug-testing program. If a driver does not submit to a test or fails a test, the driver will be disqualified as a rotation driver. Test enrollment records and result records will be maintained at the company office for inspection. e. Uniforms: All rotation tow drivers shall wear an identifiable uniform shirt displaying the company and driver's names while engaged in rotation tow operations. f. Safety Vests: All rotation tow drivers shall wear a safety vest or reflectorized clothing, meeting National and California Occupational Safety and Health Administration (OSHA) requirements. g. Any conviction of the operator or employee involving a stolen or embezzled vehicle, fraud related to the towing business, stolen or embezzled property, a crime of violence, a drug-related offense, felony driving while under the influence of alcohol and/or a drug, misdemeanor driving while under the influence of alcohol and/or a drug may be cause for removal of the employee from the list of rotation tow truck drivers, denial of the application, or removal from the rotation list. An operator arrested/charged for any of the listed crimes may be suspended until the case is adjudicated. h. All tow truck drivers must possess while working a tow truck driver identification card issued by the Milpitas Police Department in addition to all other forms of identification, certification, and licensing such drivers are required to carry. Truck drivers must produce this identification card upon demand to any member of law enforcement or any person or entity related to any tow that driver is performing.

9. Tow services shall respond to all calls and perform all tow services authorized by law that are initiated, requested, administered, or assisted by the City of Milpitas, including its authorized officers, agents, and employees who are identified below. Such tow services may include removals of obstructing, abandoned, or other vehicles pursuant to Vehicle Code sections 22651 and 22669, removals from highways, railways, or public lands pursuant to Vehicle Code sections 22651.2 and 22656, removals from off-street parting facilities pursuant to Vehicle Code section 22651.3, removals from private property pursuant to Vehicle Code sections 22653 and 22658, removal from disabled parking areas pursuant to Vehicle Code sections 22652 and 22652.6, movement or removal of vehicles pursuant to Vehicle Code section 22654, impoundment of vehicles including for evidentiary or other purposes pursuant to Vehicle Code sections 22655.5 and 22659.5, and all vehicle tows otherwise authorized by any other law including Sections V-100-10.15, V-100-12.09, V-500-3.00 et seq., V- 1100-1.00 et seq., XI-13-1.01 et seq., XI-10-63.07 et seq. of the Milpitas Municipal Code. a. Tow services shall respond and perform any call for service to the Rotational Tow List made by any peace officer, code enforcement officer, or community service officer (collectively “Authorized Officer(s)”). If necessary, the Milpitas Police Department shall verify upon request if the individual is authorized to utilize the Rotational Tow List, but the tow service is responsible for verifying the authorization of any individual claiming to be an Authorized Officer and attempting to utilize the Rotational Tow List.
b. The obligation of tow services on the Rotational Tow List to respond and perform all tow services authorized by law extends not just to calls for service initiated or requested by Authorized Officers but also those calls for service initiated or requested by a private party wherein an Authorized Officer has permitted the utilization of a tow service from the Rotational Tow List, as in the case of civil standbys, junk tows, or other programs administered by the City. In such cases, the tow service shall respond and perform consistent with these regulations but shall be performing the tow for the private party, not the City, consistent with all laws related thereto.
c. Each call for service under these regulations shall constitute one turn on the Rotational Tow List regardless of who requests or initiates a call for service or the nature or legal basis for the tow. Failures or unwillingness to respond immediately and in a timely fashion may be addressed pursuant to paragraph 10 (d).

4 Resolution No. xxxx

10. All calls for tow service must be answered promptly, and with the following allowable maximum response times:
a. Maximum response time for light duty tow trucks is twenty-five (25) minutes for daytime response (6:00 a.m. to 9:00 p.m.), thirty (30) minutes for nighttime response (9:00 p.m. to 6:00 a.m.). b. Maximum response time for medium/heavy duty tow trucks is thirty (30) minutes for daytime and nighttime response.
c. The tow company must notify Milpitas Police Dispatch within ten (10) minutes of an extended response time, or if they are unable to respond.
d. If a tow service is unwilling or unable to respond, requests an extended response time that the Police Department is unwilling to accommodate, or does not respond within the maximum times identified above, the relevant commander, supervisor, or initiating officer may cancel the tow without charge or expense and request a tow from the next company on the Rotational Tow List. i. Unwillingness or failure to respond immediately and in a timely fashion shall constitute one turn on the Rotational Tow List. This includes when the tow service fails to immediately answer the phone, is unable or unwilling to respond, is unable to perform the required services, refuses to respond or provide services, or is canceled due to excessive response time. ii. If a tow service is unwilling or fails to respond immediately and in a timely fashion three (3) times in any thirty (30) day period, the Chief of Police or his or her designee may deem that tow service’s turn(s) on the Rotational Tow List forfeited for the next thirty (30) days and may suspend the tow service from the Rotational Tow List for that time. This shall not relieve the tow service from its obligation to respond when and if the Chief of Police or his or her designee at their sole discretion determines that tow service’s response is needed during this period of suspension. This also shall not limit the other actions the City or the Chief of Police or his or her designee may take, including removal of the tow service from the Rotational Tow List. e. If none of the tow services on the Rotational Tow List qualified to conduct the tow are willing and immediately available, the requesting police officer with approval of his or her supervisor may request a tow from a company outside of this list if that company is equipped to handle the tow and complies with these regulations.

11. Each tow service must have and maintain adequately trained personnel. This includes:
a. All tow service employers and tow truck drivers, even if not involved in freeway service, must complete any program of training promulgated by the Department of California Highway Patrol and/or California Department of Transportation, including those training programs promulgated pursuant to California Vehicle Code sections 2435 et seq. and particularly Vehicle Code section 2435.5. b. All tow service employers and tow truck drivers must complete the training program applicable to each class and the circumstances of vehicle tows they perform that is available through the California Tow Truck Association or Emergency Road Service Coalition of America, or other similarly recognized and competent organization, and approved by the Department of California Highway Patrol and/or California Department.
c. All tow service employers and tow truck drivers must complete the National Traffic Incident Management Responder Training course offered through the Federal Highway Administration. d. The tow service must pay for all expenses for any require training, and the tow service must promptly reimburse the City of Milpitas for any expense it incurs in this regard.

5 Resolution No. xxxx
e. Each tow service and tow truck driver shall renew all training certifications every five (5) years and maintain training certificates or other proof of training for at least five (5) years. f. Each tow services and its drivers shall produce proof of training upon demand.

12. Trucks that are properly equipped, maintained and capable of moving automobiles, light trucks and motorcycles in a safe manner, must be available for police calls. Tow facilities and equipment shall include, but not be limited to:
a. All tow trucks will be equipped with a reliable communication device. b. All tow facilities shall have a telephone answering service that can receive and dispatch phone requests promptly and efficiently.
c. All tow trucks are required to meet current CHP requirements (see, e.g., CHP Form 234-Tow Truck Inspection Guide Form).
d. All tow services shall maintain a minimum of two tow trucks, and one of the required tow trucks shall be a car carrier.

13. Unsolicited responses to accidents or incidents involving the removal of vehicles are prohibited and will not be tolerated.

14. Equipment, facilities, records, and stored vehicles must be made available for reasonable inspection by a Law Enforcement Agency. All records must be maintained a minimum of 3 years.

15. Stored and/or impounded vehicles must be made available for inspection by their owners (registered and/or legal) and responsible agents (last driver of the vehicle) during normal business hours -- that is, 8:00 a.m. to 5:00 p.m., Monday through Friday, excluding National or State holidays. “Personal Property” may be released Monday through Friday during normal business hours, and on weekend/holidays (same hours apply) by calling the tow company ahead of time to make an appointment.

These dates/hours do not preclude special circumstances of retrieving items such as medications, child car seats, etc. Operators may charge an after-hours release fee consistent with the provisions outlined in EXHIBIT A.

16. Abandoned vehicles are to be towed Monday-Friday, 8:00 a.m. to 5:00 p.m. Abandoned vehicle may be towed outside those hours with approval of the Watch Commander.

17. Adequate insurance must be maintained (naming the City as an additional insured) against liability for injuries to persons or property and to protect towed or impounded vehicles in the event damage or theft occurs as a result of a police-initiated tow. In the event of any judgment against the City arising from such an incident, the tow service involved agrees to indemnify the City and its agents or representatives against any such judgment. The tow service also agrees to appear at all court appearances and assume all costs for the defense of any such action. Certificates of Insurance shall be filed with the City that shall demonstrate:
a. Minimum Level of Financial Responsibility (as required by Section 34631.5 of the California Vehicle Code) - Bodily injury and property damage with a combined single limit of not less than $750,000 for Class A tow trucks. The combined limits for Classes B, C, and D shall not be less than $1,000,000.

These minimum standards are to include non-owned and hired auto coverage. b.Uninsured Motorist – Legal minimum, combined single limit. c. On-Hook Coverage/Cargo – Insuring the vehicle in tow with limits based on the size of the tow truck.

6 Resolution No. xxxx
i. Class A tow truck…………………$50,000.
ii. Class B tow truck…………………$100,000.
iii. Class C tow truck…………………$200,000.
iv. Class D tow truck…………………$250,000.
d. Garage Liability – Includes premises and operations. Coverage for bodily injury and property damage with a combined single limit of not less than $500,000. e. Garage Keeper’s Liability – Shall be the same minimum as on-hook coverage for vehicles in the care, custody, and control of the operator in the storage yard. f. Coverage shall be primary insurance as to City.
g. City, its officers and employees are not precluded from making a claim. h. Workers’ Compensation Insurance - Legal minimum requirement. (This requirement is currently done with application of the CHP Tow Service Agreement. If the Police Rotation Tow Company is not on this Agreement with CHP, they will be required to keep one on file with the Milpitas Police Department). The Employer’s Liability policy shall be endorsed to waive any right of subrogation as respects the City, its elected and appointed officials, officers, attorneys, agents, and employees.

18. The current authorized rate schedules for towing and storage are attached hereto as Exhibit A and made a part hereof. Rates will be those currently authorized maximum rates for inclusion on the California Highway Patrol's rotational tow list or as otherwise described. Any tow that exceeds the maximum hourly rate allowed in Exhibit A shall be called in within 24 hours of completion of the tow to the Tow Liaison Officer.

19. Tow companies must maintain complete records of all police tows and impounds to include, but not limited to the following items:
a. Date and time of start of tow and end time of tow.
b. Exact location of vehicle pick-up.
c. Description of vehicle including license number and V.I.N. d. Nature of tow.

20. The vehicles ordered to be HELD by any Police Officer may not be released, tampered with, or any property removed without a written release from the Police Department.

21. Prior to any lien sale or other disposition of any vehicle, the contents of said vehicles are to be listed and the Police Department advised. The Police Department may take possession of any and all such property to dispose of in conformity with State law and City policies. If any weapon or other contraband is located, the tow service must promptly notify the Police Department, and the item(s) must be secured and left where found for an officer to collect.
a. Lien Sales Fees for vehicles of value less than $4000.00 as listed in EXHIBIT A.

Reference: Cal. Civ. Code, § 3068.1(b) [Lien Sale proceedings pursuant to Cal. Civ. Code, § 3072 shall commence within 15 days of the date the lien arises. No storage shall accrue beyond the 15-day period

7 Resolution No. xxxx
unless lien sale proceedings pursuant to Cal. Civ. Code, § 3072 have commenced. The storage lien may be for a period not exceeding 60 days if a completed notice of a pending lien sale form has been filed pursuant to Cal. Civ. Code, § 3072 within 15 days after the lien arises]. b. Lien Sales Fees for vehicles of value more than $4000.00 as listed in EXHIBIT A.

Reference: Cal. Civ. Code, § 3068.1(c) [Lien Sale proceedings pursuant to Cal. Civ. Code, § 3071 shall commence within 15 days of the date the lien arises. No storage shall accrue beyond the 15-day period unless lien sale proceedings pursuant to Cal. Civ. Code, § 3071 have commenced. The storage lien may be for a period not exceeding 120 days if an application for an authorization to conduct a lien sale has been filed pursuant to Cal. Civ. Code, § 3071].

22. Any tow service requesting City rotation tow calls must agree to the following charges for City-owned vehicles as listed in EXHIBIT A.

23. Any vehicle towed or impounded by Police Officers for EVIDENTIARY PURPOSES ONLY will be towed for the rate listed in EXHIBIT A to be billed to the vehicle owner or the Police Department at the discretion of the Police Department. No storage charges will be assessed on the vehicle if left at the Milpitas Police Department or another off-site storage facility as directed in writing by an authorized representative of the Milpitas Police Department.

24. In the event any provision of this resolution is violated, the police shall order the tow service from any scene upon stating the reason for the removal. Refusal to comply with any order of a Police Officer to leave the scene, or becoming involved in any police detail, may cause the removal of any tow service from the Rotational Tow List .

25. Any tow service removed from the City List may appeal in writing to the Police Chief within fifteen (15) days of notification of removal. If the Police Chief declines to restore the tow service to the List, the Chief will submit a written report concerning this decision to the City Manager and the tow service involved within ten (10) days of the request to be relieved of the removal. The company may further appeal the decision to the City Manager within 15 days of notification of the Police Chiefs decision. The City Manager's decision shall be final. Notification may be by regular mail (with proof of Service by Mail) addressed to the tow service at the address given on its application or as known to the Police Department.

26. The Rotational Tow List is limited to three (3) active members. New members may apply upon the removal or separation of a current member or at such time the Chief of Police deems the need for additional towing resources.

27. Consistent with Section V-100-12.09-6 of the Milpitas Municipal Code, the Police Chief, in his or her sole discretion, shall be empowered to refuse designation or to remove any place of storage or tow- truck operator from designation at any time and without notice as he or she shall deem to be in the best interests of the City of Milpitas. No operator of any place of storage or tow service shall acquire any vested interest in any designation by the Police Chief nor any right to selection for services to be performed, including as a result of placement upon the Rotational Tow List. Any designation or selection shall be only in aid of the proper and economical enforcement of the law with the least inconvenience, expense, and danger to the City and the public and shall not constitute a franchise.

28. Consistent with Sections I-1-4.07-11.1 through I-1-4.07-11.4 and Section V-100-12.09-8 of the Milpitas Municipal Code, nothing contained herein shall be construed to imposed any liability upon the City of Milpitas, its officers, employees, or agents, for any action or inaction of any kind whatsoever nor shall anything contained herein be construed to impose any duty, mandatory or otherwise, upon the City of Milpitas, its officers, employees, or agents. Failure of the City of Milpitas, its officers, employees, or agents to abide by anything contained in these regulations shall not affect the validity of any action or inaction by the City of Milpitas, its officers, employees, or agents.

8 Resolution No. xxxx
PASSED AND ADOPTED this ____ day of _________ 2025, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

ATTEST: APPROVED:

Suzanne Guzzetta, City Clerk Carmen Montano, Mayor
APPROVED AS TO FORM:

Christopher Creech, Acting City Attorney

9 Resolution No. xxxx

EXHIBIT A

TOW RATES FOR SERVICE CALLS

1. Basic Rate (accidents/storage impounds)
This includes all services, dollying, fender pull out, dropping of drive shaft. If more than one truck is needed, the tow charge will be added per truck (each tow operator called to the scene for the same vehicle is entitled to a fee as per the fee schedule) *CHP Rate

2. Labor after first 60 minutes (added in 15-minute increments at ¼ of Basic Rate)

3. Storage Per Day (no charge exceeding that for one day of storage if, 24 hours or less after the vehicle is placed in storage, the vehicle is released.

If the release is made more than 24 hours after the vehicle is placed in storage, charges may be imposed on a full, calendar-day basis for each day, or part thereof, that the vehicle is in storage.) (Reference: Cal. Civ. Code, § 3068.1(a)) *CHP Rate

4. Road Service Call
(no minimum response time for citizen request only)
*CHP Rate

5. Extended distance tow (over 3 miles outside city limits) per mile $5.00

6. Gate fee for after hours vehicle and property releases at a maximum 30 minute labor rate. (Normal business hours are 8 a.m. to 5 p.m. Monday to Friday, except State holidays.) After hours property releases for child seats, medications, or other items of medical necessity are exempt.
(Reference: Cal. Veh. Code, § 22851(b))
*CHP Rate

TOW RATES FOR CITY OF MILPITAS SERVICE CALLS

1. Evidence tow - no storage charges assessed on the vehicle, and one-time fee per vehicle if left at the Milpitas Police Department only.

If the vehicle is returned to the Milpitas Police Department Rotation Tow Company, the Basic Tow Rate and Storage Charge shall apply as noted in item #1 and item #3 of Exhibit A on this page. (Reference: Tow Rates for Service Calls: Basic Rate and Storage Per Day- with reference to: Cal. Civ. Code, § 3068.1(a)) $70.00

2. City vehicle tows
($10.00 within 10 miles of the City Garage. $70.00 if over 10 miles of the City Garage)
$10.00 /
$70.00

3. City vehicle calls
(No charge for flat tire change - battery jumps within 10 miles of the City Garage. $70.00 if further than 10 miles from the City Garage.)
None /
$70.00

10 Resolution No. xxxx

MEDIUM/HEAVY DUTY TOW RATES

1. Prices shall conform to current CHP tow service agreement which is on file at San José CHP Office.

2. Price list shall be filed with Milpitas Police Department for each current contract year.

3. Additionally, medium and heavy-duty tow companies must have on file: current proof of insurance, and a City of Milpitas business license with the Milpitas Police Department.

LIEN SALE

1. Lien Sales Fees for vehicles of value less than $4000.00 $70.00

2. Lien Sales Fees for vehicles of value greater than $4000.00 $100.00 *Represents the current maximum rate tow companies are permitted to charge for the indicated service, in order to be included on the CA Highway Patrol's rotational tow list.

CITY OF MILPITAS

AGENDA REPORT
(AR)
Item Title: Accept the FY 2025 Citizens’ Option for Public Safety (COPS) Grant, Accept the Additional FY 2024 COPS Grant to be Spent in Alignment with the City Council Approved FY 2024 Spending Plan, and Approve the Appropriation of Funds to the Police Department’s FY 2024-25 Operating Budget for Front-Line Law Enforcement Services (Staff Contact: Jared Hernandez, Chief of Police, 408- 586-2406)
Category: Consent Calendar-Public Safety
Meeting Date: 2/18/2025
Recommendation: (1) Accept the FY 2025 Citizens’ Option for Public Safety (COPS) Grant in the amount of $126,280.00, (2) Accept the additional FY 2024 COPS Grant in the amount of $119,318 to be spent in alignment with the City Council approved FY 2024 spending plan; and (3) Approve the appropriation of funds in the total amount of $245,598 to the Police Department’s FY 2024-25 operating budget for front-line law enforcement services.

BACKGROUND:

The Citizens’ Option for Public Safety (COPS) program was originally adopted in Assembly Bill 3229 (Brulte) 1996 with funding from the state general fund. The COPS grant program provides funding for front-line law enforcement (municipal police, county sheriffs, and police protection districts); county jails; district attorneys for prosecution; and local juvenile justice programs (since FY 2001).

In FY 2001, the law was amended to provide a minimum frontline law enforcement allocation of $100,000 to any local agency receiving funding under the program. This funding must supplement existing services and may not be used to supplant any existing funding for law enforcement services.

The City of Milpitas’ FY 2025 COPS Grant award is $126,280. The Police Department has proposed a grant funding spending plan, as outlined below (Attachment A).

The City of Milpitas’ FY 2024 COPS Grant award was $126,044. In October 2024, the City was awarded an additional $119,318 for the FY 2024 COPS Grant. The Police Department will utilize the previously approved COPS 2024 spending plan for this funding (Attachment B).

ANALYSIS:

The City of Milpitas is not required to provide matching funds. California Government Code section 30062 specifies these funds must be used exclusively for front line law enforcement services. These funds shall be appropriated pursuant to a written request from the Chief of Police. The Milpitas Police Department recommends the following front-line municipal police services to be purchased with the FY 2025 COPS Grant ($126,280):

1. Community Engagement and Recruitment Supplies

2. Safety Equipment

3. Community Safety and Security Equipment

4. Training

5. Logistics and Technological Equipment
The Milpitas Police Department has identified additional training and equipment that can be purchased with the additional FY 2024 COPS Grant funding ($119,318). The Milpitas Police Department will utilize the additional

funding within the scope of the previously approved spending plan categories of Equipment Security and Storage Systems, Firearms Equipment and Training, and Community Engagement and Recruitment Supplies.

POLICY ALTERNATIVE(S):

Alternative 1: Refuse the FY 2025 and Additional FY 2024 Citizen’s Option for Public Safety (COPS) grant awards.

Pros: There are no identified benefits to this alternative.

Cons: The Police Department would not be able to purchase the needed equipment and training, or the purchase of the equipment/training would be delayed.

Reason for Not Recommending: The FY 2025 and Additional FY 2024 COPS grant awards do not require matching funds nor are there any requirements that result in a negative impact.

FISCAL IMPACT:

The grant does not require any matching funds. A budget appropriation of $245,598 is recommended to add to the Police Department’s FY 2024-25 operating budget for the purchase of the equipment and services within the scope of the spending plan. Per the Council approved Budget Guidelines, any unused funds related to this grant will be carried over to the next fiscal year.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

The project entails the operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing public or private structures, facilities, mechanical equipment, or topographical features, involving negligible or no expansion of existing or former use and is exempt from CEQA pursuant to Cal. Code Regs., tit. 14, §15301. The project also entails of construction and location of limited numbers of new, small facilities or structures; installation of small new equipment and facilities in small structures; and the conversion of existing small structures from one use to another where only minor modifications are made in the exterior of the structure. The number of structures in the project do not exceed the maximum allowable on effected parcels. The project is exempt from CEQA pursuant to Cal. Code Regs., tit. 14, § 15303.

RECOMMENDATION:
(1) Accept the FY 2025 Citizens’ Option for Public Safety (COPS) Grant in the amount of $126,280 for front- line law enforcement services.
(2) Accept the additional FY 2024 COPS Grant in the amount of $119,318 to be spent in alignment with the City Council approved FY 2024 spending plan for front-line law enforcement services. (3) Approve the appropriation of funds in the total amount of $245,598 to the Police Department’s FY 2024-25 operating budget for front-line law enforcement services.

ATTACHMENT(S):
(a) COPS 2025 Spending Plan
(b) COPS 2024 Spending Plan

MEMORANDUM
Milpitas Police Department

1275 N. Milpitas Blvd., Milpitas, CA 95035 www.ci.milpitas.ca.gov Superior Customer Service  Open Communication  Integrity and Accountability  Trust and Respect  Recognition and Celebration

DATE: February 18, 2025

TO: Honorable Mayor and City Council

THROUGH: Ned Thomas, City Manager

FROM: Jared Hernandez, Chief of Police

SUBJECT: FY 2025 Citizen Options for Public Safety (COPS) Grant

The City of Milpitas anticipates receiving FY 2025 Citizens Option for Public Safety (COPS) funds from the state pursuant to Government Code 30061-30063, in the amount of $126,280. These funds must be used to support front-line law enforcement services and must supplement and not supplant existing funding for front-line law enforcement services.

No City matching funds are required.

These funds shall be appropriated pursuant to written request from the Chief of Police of the law enforcement agency that provides police services for the city. The request shall specify the front-line law enforcement needs of the requesting entity including the personnel, equipment, and programs that are necessary to meet those needs.

Below are the recommended approximate expenditures for COPS grant monies for fiscal year 2025:

1. Community Engagement and Recruitment Supplies $22,000

2. Safety Equipment $52,000

3. Community Safety and Security Equipment $30,000

4. Training $11,280

5. Logistics and Technological Equipment $11,000
Total: $126,280

Details on these spending areas are as follows:

1. Community Engagement and Recruitment Supplies
Recruitment continues to be a priority in the Police Department; the department attends various recruitment events throughout the year where high-quality recruitment supplies and materials (banners, MPD swag, recruitment website, etc.) are essential in effectively attracting and engaging with potential job applicants. In addition, the Police Department hosts and participates in a variety of community events throughout the year to consistently build and maintain positive relationships with our community. For example, the Police Department conducts crime prevention presentations, produces

2 crime prevention media, and deploys equipment and technology to deter and prevent criminal activity. Therefore, the purchase of additional supplies, materials, and equipment is needed to continue to fulfill the department’s community engagement and recruitment efforts.

2. Safety Equipment
The purchase of equipment designed for rapid deployment in the field will protect officers and citizens during critical incidents. Protective equipment such as ballistic helmets will ensure officers are properly equipped and trained for potential critical and/or violent encounters.

3. Community Safety and Security Equipment
The Police Department’s existing stationary security camera system is aging and in need of software upgrade, to ensure functionality and higher quality results. Such equipment will ensure officers and detectives are properly equipped to maintain low response times to calls for service, preserve life, and protect public safety.

4. Training
Continuous employee training is critical to the success of the Police Department. T he purchase of in-person or virtual training, conferences, and/or new training software will aid department staff in maintaining high standards and equip them with the skills and knowledge needed to maintain and enhance operations . In addition, s uch training will enable the department to continue to meet state mandates.

5. Logistics and Technological Equipment
The Police Department routinely responds to various critical, emergency operations and investigates in-depth cases that require pertinent information be shared among department staff. The purchase of smart technology equipment will ensure department staff are properly equipped with reliable tools to collect, share, and preserve sensitive information effectively, efficiently, and securely.

RECOMMENDATION:

Allocate the 2025 COPS grant funds ($126,280) to the above program areas.

MEMORANDUM
Milpitas Police Department

1275 N. Milpitas Blvd., Milpitas, CA 95035 www.ci.milpitas.ca.gov Superior Customer Service  Open Communication  Integrity and Accountability  Trust and Respect  Recognition and Celebration

DATE: February 6, 2024

TO: Honorable Mayor and City Council

THROUGH: Ned Thomas, City Manager

FROM: Jared Hernandez, Chief of Police

SUBJECT: FY 2024 Citizen Options for Public Safety (COPS) Grant

The City of Milpitas anticipates receiving FY 2024 Citizens Option for Public Safety (COPS) funds from the state pursuant to Government Code 30061-30063, in the amount of $126,044. These funds must be used to support front-line law enforcement services and must supplement and not supplant existing funding for front-line law enforcement services.

No City matching funds are required.

These funds shall be appropriated pursuant to written request from the Chief of Police of the law enforcement agency that provides police services for the city. The request shall specify the front-line law enforcement needs of the requesting entity including the personnel, equipment, and programs that are necessary to meet those needs.

Below are the recommended approximate expenditures for COPS grant monies for fiscal year 2024:

1. Community Engagement and Recruitment Supplies $6,000

2. Equipment Security and Storage Systems $66,550

3. Firearms Equipment and Training $10,544

4. Safety Equipment and Training $18,250

5. Polygraph Examiner Training and Travel Expenses $24,700 Total: $126,044

Details on these spending areas are as follows:

1. Community Engagement and Recruitment Supplies
The Police Department currently hosts and participates in a variety of community events throughout the year to consistently build and maintain positive relationships with our community. For example, the Police Department conducts crime prevention presentations, produces crime prevention media, and deploys equipment and technology to deter and prevent criminal activity. In addition, the department attends various recruitment events throughout the year where high-quality recruitment supplies (banners, MPD swag, challenge coins, etc.) are essential in effectively attracting and

2 engaging with potential job applicants. Therefore, the purchase of additional supplies and equipment is needed to continue to fulfill the department’s community engagement and recruitment efforts.

2. Equipment Security and Storage Systems
The Special Weapons and Tactics (SWAT) team has outgrown its current storage space and the existing lockers designed to store specialty equipment and uniforms are 15+ years old and in poor condition due to wear and tear over the years. Security fencing in the Police Department basement will allow the SWAT team storage area to be relocated to a more suitable space and updating the existing lockers will allow for safe and efficient storage of the team’s specialized equipment.

3. Firearms Equipment and Training
The purchase and/or replacement of firearms, less-lethal devices, less-lethal ammunition, firearms accessories, training courses, and equipment will maintain the firearm program inventory and ensure proper training in the use of the equipment and in de-escalation techniques. Ensuring that police personnel are properly equipped and trained with reliable tools and leveraging the latest proven technology will improve police response and reduce liability.

4. Safety Equipment and Training
The purchase of equipment designed for rapid deployment in the field will protect officers and citizens during critical incidents. Protective equipment (such as b allistic plate carriers), specialized imaging equipment, and related training will ensure officers are properly equipped and trained for potential critical and/or violent encounters.

5. Polygraph Examiner Training and Travel Expenses
The Police Department utilizes polygraph as a valuable tool in criminal investigations and for police department job candidate screening as part of the pre-employment background investigation process. The department currently has four (4) polygraph examiners, however due to personnel movement and promotions within the organization as well as anticipated future recruitment and workload for the polygraph unit, adding an additional examiner will afford the department more efficiency in scheduling polygraph screenings and will support succession planning efforts.

RECOMMENDATION:

Allocate the 2024 COPS grant funds ($126,044) to the above program areas.

CITY OF MILPITAS

AGENDA REPORT
(AR)
Item Title: Approve and Authorize the City Manager to Execute a Stormwater Management Facilities Operation and Maintenance Agreement between the City of Milpitas and Milpitas Pacific Associates, L.P., for the Affordable Housing Project at 308 Sango Ct. (Staff Contact: Christian Di Renzo, Public Works Director, 408-586- 2602; Michael Silveira, City Engineer, 408-586-3303)
Category: Consent Calendar-Community Development
Meeting Date: 2/18/2025
Recommendation: Approve and authorize the City Manager to execute a Stormwater Management Facilities Operation and Maintenance Agreement between the City of Milpitas and Milpitas Pacific Associates, L.P., for the Affordable Housing Project at 308 Sango Court
BACKGROUND:

On August 5, 2021, the City Council approved the Milpitas Pacific Associates, L.P. (Property Owner) application for a Site Development Permit (SD19-0014), Density Bonus (DB19-0001), a Tree Removal Permit (TR19-0029) and Environmental Assessment (EA18-0007) to allow demolition of an existing industrial building, removal of three protected trees, and the development of 85 dwelling units (100% affordable), a ground floor parking garage with up to 48 vehicles spaces, and 20,788 square feet of public and private open space on a

1.11 acre parcel located at 308 Sango Court (Project) within the Transit Area Specific Plan, and making findings of CEQA Exemption.

The Project is conditioned to comply with State Law and the Municipal Regional Stormwater NPDES Permit (MRP) issued by the Regional Water Quality Control Board (RWQCB) where new development and redevelopment projects that create and/or replace 10,000 square feet or more of impervious surface are required to incorporate Low Impact Development (LID) post-construction stormwater control measures into their project. LID control measures are bioretention areas, flow-through planters, permeable pavement, infiltration trenches and tree well filters.

MRP Section C.3.h.ii.(1)(a) and Milpitas Municipal Code Title XI Chapter 16 requires property owners of a development project meeting the 10,000 square foot threshold to execute and record a Stormwater Management Facilities Operation and Maintenance Agreement (Agreement) with the City for the perpetual operation, maintenance and annual inspection of LID stormwater treatment facilities.

ANALYSIS:

The Property Owner constructed stormwater bio-retention treatment areas to meet requirements of best management practices, low impact development, and integrated management practices for stormwater in accordance with the MRP. The Property Owner will be responsible for the perpetual maintenance and operation of the privately-owned stormwater treatment facilities within their private property which will not be maintained by the City.

The Property Owner has executed the prerequisite Agreement for this Project, which requires the Property Owner to operate and maintain the installed stormwater treatment facilities in accordance with the MPR. The Property Owner will compensate the City to complete the required annual system inspections.

Staff recommends the City Council approve the Agreement (Attachment 1) which has been reviewed and approved by the City Attorney as to form, and by the City Engineer as to content.

POLICY ALTERNATIVE(S):

Alternative 1:

Not approving the Agreement with the City for operation, maintenance and annual inspection of stormwater treatment facilities.

Pros: None
Cons: The Project will not comply with the conditions of development, City Municipal Code and the MRP.

Reason not recommended: The approval of the Agreement allows the City to ensure the Property Owner properly maintains and operates the stormwater treatment facilities in accordance with the Agreement. In addition, the Agreement allows the City to inspect the facilities annually and take enforcement action if the Property Owner is not in compliance.

FISCAL IMPACT:

As required by the Agreement, the Property Owner will pay the City for the required annual inspection of the installed stormwater bio-treatment facilities; otherwise, there is no fiscal impact to be incurred by the City.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

The City Council approval of the Agreement already was reviewed under the California Environmental Quality Act (CEQA) at the time the City Council approved the entitlements for the Project thru an initial environmental assessment. The Planning Department conducted an initial environmental assessment of the project and found that this Project is categorically exempt from further environmental review pursuant to CEQA Guidelines Section 15194 (Affordable Housing Exemption) and as a separate and independent basis, and CEQA Guidelines Section 15168(c) (Program EIR), consistent with the Addendum to the Transit Area Specific Plan (TASP) Environmental Impact Report (FEIR), June 2008 (SCH#2006032091) approved by the City Council on November 17, 2015 (Resolution No. 8509). On this basis, the City Council relies on the previous CEQA review conducted in approving this Agreement.

RECOMMENDATION:

Approve and authorize the City Manager to execute a Stormwater Management Facilities Operation and Maintenance Agreement between the City of Milpitas and Milpitas Pacific Associates, L.P. for the Affordable Housing Project at 308 Sango Court.

ATTACHMENT(S):
(a) Stormwater Management Facilities Operation and Maintenance Agreement

EXHIBIT B

308 SANGO COURT - BMP Operation and Maintenance Plan

Implementation of a long term Operation and Maintenance Plan (O& M) is necessary for the proper operation and maintenance of the stormwater control measures for the project. This O&M is intended to be a guide for the main items involved in BMP maintenance. Inspections, maintenance, and documentation will be the responsibility of the Property Management Company.

This project i s located in the southwestern part of the City of Milpitas , at 308 Sango Court, off Montague Expressway between McCandless Drive and E. Capitol Avenue (see Appendix A, Figure 1:

Location Map). The project is located within the Milpitas Transit Area Specific Plan area. The project consists of multi-story mixed use building and parking structure. The new 6 story building with parking structure includes 85 affordable residential apartment units . The site improvements also include improvement to S ango Court including construction of a new 5’ monolithic sidewalk, and a grid and overlay operation. The total project area consists of 1.1 acres, plus the City owned frontage improvement along Sango Court.

Stormwater will be treated wi th the use of biotreatment areas and mechanical methods . Since the site is generally raised due to base flood elevation requirements the conveyance of stormwater runoff to biotreatment areas was possible through the use of roof drains and bubblers. The site generally drains outwards to all four sides of the building. One biotreatment area, one mechanical system and one pervious pavement area is proposed. Tributary areas, treatment areas, and treatment details are shown in attachment B of this O&M Plan.

A. Responsibility for Maintenance

The 308 Sango Court Property Management Company will be is responsible for maintaining the storm water treatment measures. A Stormwater Management facilities Operation and Maintenance Agreement between the Owner and the City of Milpitas will be entered into prior to the building occupancy. The executed and recorded agreement is included as Attachment A to this O&M plan.

APPENDIX F – O&M PLAN

Individuals Responsible for Stormwater Treatment
BMP Operations and Maintenance
Date accepted: TBD (to be recorded prior to final occupancy) Facility Name: 308 Sango Court Apartments
Facility Address: 308 Sango Court
Designated Contact for Operation and Maintenance
Name: TBD
Title: TBD
Phone: TBD
Email: TBD

Off-hours or Emergency Contact
Phone: TBD

B. Organization Chart

Owner: Pacific West Communities, Inc.

Property Manager: TBD

C. O&M Agreement

An Operation and Maintenance agreement between the City of Milpitas and Owner will be recorded with the County of Santa Clara prior to the final occupancy phase. The recorded document is included as attachment A to this O&M plan.

D. Means to Finance and Implement BMP Maintenance
Proper maintenance and operation of the stormwater management facilities identified in this SWCP will be the responsibility of the Owner and Property Manager to be established under this Project. The applicant will prepare and submit, for the City’s revie w, an acceptable Stormwater Control Operation and Maintenance Plan prior to completion of construction, and will execute a Stormwater Management Facilities Operation and Maintenance Agreement before transfer or final occupancy at the site. Financing for lo ng term BMP Operation and Maintenance will be assessed as part of the monthly rental fee for apartment and retail tenants and accounted in the properties annual budget.

E. Records

The 308 Sango Court Apartments Property Manager will maintain annual records of the operation and maintenance of BMP’s identified in this O&M. The records will consist of inspections per the BMP Maintenance Schedule in this O&M. The reports will be available to the

APPENDIX F – O&M PLAN

City upon request.

F. Summary of Drainage Areas and BMP’s
A. Drainage Areas - A drawing showing the location and type of all treatment area is included on Attachment B.

B. Details of Treatment BMPs - Details of individual treatment BMP’s are shown on Attachment B.

G. BMP Maintenance Schedules
A. Summary of Inspection and Maintenance for all BMPs
A summary of inspection schedules are shown on Attachment C. Annual inspections shall be conducted during the months of September or October, prior to October 15 (prior to the rainy season ). Bi-annual inspections shall be conducted during the months of September or October, and again during April (before April 15, end of the rainy season). Inspections shall be completed using the Inspection Maintenance Forms (Attachment D). Additional inspections may be required throughout the rainy season if excessive debris is found within the swales, or the swales do not drain completely in 48-hours after a rain event.

B. Service Agreement Information
Maintenance of the biotreatment facilities will be cont racted for with a qualified landscape maintenance company.

APPENDIX F – O&M PLAN

ATTACHMENT A

RECORDED MAINTENANCE AGREEMENT BETWEEN CITY AND OWNER

APPENDIX F – O&M PLAN

ATTACHMENT B

MAP AND SUMMARY OF DRAINAGE AREAS, BMP’S, AND BMP DETAILS

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APPENDIX F – O&M PLAN

ATTACHMENT C

SUMMARY OF INSPECTION AND MAINTENANCE OF ALL BMP’S

308 Sango Court
Stormwater Control Measure Routine Maintenance Plan

This maintenance plan identifies the Stormwater Control Measures (SCM) located at the site and describes the minimum level of maintenance activities that should be performed to keep the facilities neat, clean, and functional.

This plan should be used by the company or individual responsible for site landscape maintenance and incorporated into the greater site maintenance schedule.

I. Property Information
Property Address or Cross Street: 308 Sango Court, Milpitas, CA Property Owner: Pacific West Communities, Inc.

Designated Contact: Niki Slattery Phone No.: (208) 891-4955 Mailing Address: 430 E. State Street, Suite 100, Eagle, ID 83616 II. Stormwater Control Measure Information
The following stormwater control measures (SCM) are located on the property identified above and are subject to routine maintenance; refer to Exhibit B:

Identifying
Number of
SCM
Type of SCM Location of SCM on Property
Basin TA-1 Bioretention Basin West side of building.

Basin TA-2 BaySaver (Mechanical) At project driveway, approximately 15’ behind sidewalk.

Basin TA-3 Pervious Pavement Walkway into project along Sango Court frontage.

III. Maintenance Schedule
Stormwater control measures should undergo routine maintenance in conjunction with the greater site landscape maintenance. In general, engaging in routine monthly maintenance will result in reduced long-term maintenance costs. It is re commended to inspect the facilities once a month and conduct any applicable maintenance activities in order to keep the facilities neat, clean and functional. T he attached Stormwater Control Measure Routine Maintenance Checklist identifies the minimum leve l of maintenance activities that should be performed on a routine basis. The checklist should be completed at the time of maintenance by the company or individual responsible for the maintenance, and the completed forms provided to the HOA within 30 days of the maintenance activities for their records.

308 Sango Court
Stormwater Control Measure Routine Maintenance Plan

IV. Use of Pesticides
The use of pesticides and quick release fertilizers shall be minimized, and the principles of integrated pest management (IPM) followed:

1. Employ non -chemical controls (biological, physical and cultural controls) before using chemicals to treat a pest problem.

2. Prune plants properly and at the appropriate time of year.

3. Provide adequate irrigation for landscape plants. Do not over water.

4. Limit fertilizer use unless soil testing indicates a deficiency. Slow -release or organic fertilizer is preferable. Check with municipality for specific requirements.

5. Pest control should avoid harming non-target organisms, or negatively affecting air and water quality and public health. Apply chemical controls only when monitoring indicates that preventative and non- chemical methods are not keeping pest below acceptable levels. When pesticides are required, apply the least toxic and the least persistent pesticide that will provide the adequate pest control. Do not apply pesticides on a prescheduled basis.

6. Sweep up spilled fertilizer and pesticides. Do not wash away or bury such spills.

7. Do not over apply pesticide. Spray only where the infestation exists. Follow the manufacturer’s instructions for mixing and applying pesticides.

8. Only licensed, trained pesticide applicators shall apply pesticides.

9. Apply pesticides at the appropriate time to maximize their effectiveness and minimize the likelihood of discharging pesticides into runoff. With the exception of pre-emergent pesticides, avoid application if rain is expected.

10. Unwanted/unused pesticides shall be disposed as hazardous waste.

V. Vector Control
Standing water shall not remain in the treatment measures for more than five days, to prevent mosquito generation. Should any mosquito issues arise, contact the Santa Clara Valley Vector Control District (District).

Mosquito larvicides shall be applied only when absolutely necessary, as indicated by the District, and then only by a licensed professional or contractor. Contact information for the District is:

Santa Clara Valley Vector Control District
1580 Berger Drive
San Jose, California 95112
P: (408) 918-4770 or (800) 675-1155, F: (408) 298-6356
www.sccgov.org/portal/site/vector

APPENDIX F – O&M PLAN

ATTACHMENT D

STORMWATER BMP INSPECTION AND MAINTENANCE LOG

AND CHECKLISTS

ATTACHMENT D – Stormwater BMP Inspection and Maintenance Log Submit the Operations and Maintenance Inspection reports, Maintenance Plan, and Inspection and Maintenance Checklist for each BMP to: City of Milpitas, 455 E. Calaveras Blv, Milpitas, CA 95035, ATTN: Utility Engineer Facility Name
Address
B e g i n D a t e En d D a t e
Date BMP ID# BMP
Description ID
Inspected
by:

Cause for
Inspection
Exceptions Noted
(Write ID code-see potential
inspection results)
Comments and
Actions Taken
Instructions: Record all inspections and maintenance for all treatment BMPs on this form. Use additional log sheets and/or attach extended comments or documentation as necessary. Submit a copy of the completed log with the annual independent inspectors’ report to the municipality, and start a new log at that time.  BMP ID# — Always use ID# from the Operation and Maintenance Manual.  Inspected by — Note all inspections and maintenance on this form, including the required independent annual inspection.  Ca
use for inspection — Note if the inspection is routine, pre-rainy-season, post-storm, annual, or in response to a noted problem or complaint.  Exception
s noted — Note any condition that re quires correction or indicates a need for maintenance. Write ID code per potential inspection re
sults
 Comm
ents and actions taken — Describe any maintenance done and need for follow-up.

ATTACHMENT D ‐ Stormwater BMP Inspection and Maintenance Log Potential Inspection Results with Definitions
ID Inspection  Results Definitions
I. All BMP Types
1 No Visible/Apparent Problems No visible or apparent problems with BMP function. BMP appears to be well‐maintained. 2 Significant Engineering/Design Flaws
BMP observed to have significant engineering/design flaws which lessen its effectiveness as a stormwater treatment measure.
3 Unauthorized Modifications
Any modification that lessens the effectiveness of the BMP; any modification not authorized by the City, designated agency or other regulatory agency. 4 BMP Destroyed or Eliminated BMP destroyed, removed or eliminated from property. 5 Trash/Debris Accumulation or Dumping
Trash & debris accumulates within and/or on BMP; trash & debris interferes with proper BMP function; visual evidence of trash/debris dumping.
6 Evidence of Contamination & Pollution Evidence or presence of oil, gasoline, contaminants or other pollutants. 7 BMP Access Obstructed  Access to BMP obstructed or limited 8 Obnoxious Odors Unpleasant odors within/from BMP
9 Fencing‐ Missing or Broken Bars Any defect in or damage to the fence or gate that permits easy entry to a facility. 10 BMP Cannot Be Located BMP cannot be located for the inspection II. Biofiltration
A. General
11 Uneven or Clogged Flow Spreader Flow spreader uneven or clogged so that flows are not uniformly distributed across the BMP. 12 Leaking or Malfunctioning Irrigation System Irrigation system  leaking or malfunctioning B. Sediment and Erosion Problems
13 Sediment Accumulation
Sediment depth exceeds 2 inches on more that 10% of the vegetated treatment area; or sediment interferes with BMP performance.
14 Erosion/Scouring Eroded or scoured areas due to flow channelization, higher flows, wind or water.

C. Vegetation Maintenance Issues
15 Poor Vegetation Coverage
Planted vegetation is sparse or bare or eroded patches occur in more than 10% of the BMP.

Growth of planted vegetation is poor because sunlight does not reach swale. 16 Invasive/Nuisance Vegetation or Weeds
Planted vegetation is excessively tall; nuisance weeds, invasive or noxious vegetation are overgrown; vegetation reduces free movement of water through BMP. 17 Tree/Brush Growth Growth does not allow maintenance access or interferes with maintenance activity D. Drainage Problems
18 Standing Water/Excessive Ponding/Soggy Soil
Water is observed within the BMP (between storms) and appears not to drain freely or soil is excessively soggy. Excessive ponding of water within vegetated swale or other BMP. 19 Mosquito Habitat
Suitable habitat exists for mosquito production (e.g., standing water for more than 72 hours in areas accessible to mosquitos).
20 Clogged or Obstructed Inlets/Outlets Inlet/outlet clogged or obstructed with sediment and/or debris. 21 Constant Baseflow/Damage Small quantities of water flow through the vegetated swale, even when it has been dry for weeks, and an eroded, muddy channel has formed in the swale bottom, constant baseflow from irrigation runoff.

Stormwater Control Measure Routine Maintenance Checklist

Property Address/Cross Streets: 308 Sango Court, Milpitas, CA Property Owner: Pacific West Communities, Inc.

Date of Maintenance: Responsible Party:

Phone No.: Email:
*Mark “n/a” or leave blank if not applicable.

General Site Housekeeping Checklist
Task
# Maintenance Task Description Recommended
Frequency
Action
Required
(Y/N)*
Comments
1 Remove all trash and debris from common
areas. Weekly
2 Empty trash and recycling receptacles located
in common areas. Weekly
3 Maintain all common landscaping in
accordance with an established landscape
maintenance plan.

Weekly
4 Prevent landscape maintenance debris from
entering the storm drain system. Remove all
debris from the site and dispose of properly.

Weekly
5 Vacuum sweep all HOA maintained streets
and parking areas. Weekly
6 Evaluate the irrigation system and repair any
observed damage or leaks. Monthly
7 Re-vegetate bare areas or cover with mulch
or other equivalent ground cover. Monthly
8 Evaluate common areas for evidence of illicit
dumping or any spilled hazardous materials.

Implement a clean-up and prevention plan.

Monthly
9 Evaluate storm drain system. Remove debris
and sediment from drain inlets. Confirm “No
Dumping” stenciling is still visible; repaint as
needed.

Monthly
Additional Comments:

Stormwater Control Measure Routine Maintenance Checklist

Property Address/Cross Streets: 308 Sango Court, Milpitas, CA Property Owner: Pacific West Communities, Inc.

Date of Maintenance: Responsible Party:

Phone No.: Email:
*Mark “n/a” or leave blank if not applicable.

Bioretention Basin/Bioswale Checklist SCM ID:

Task
# Maintenance Task Description Recommended
Frequency
Action
Required
(Y/N)*
Comments
1 Maintain all landscaping in and around the
basin. Prune and weed to keep basin neat and
orderly in appearance. Replace any dead or
dying plants.

Monthly
2 Remove accumulated trash and debris from
the basin and dispose of properly. Monthly
3 Evaluate the irrigation system and repair any
observed damage or leaks. Monthly
4 Check mulch coverage. Replenish as needed
to cover bare spots and maintain a 2 inch
depth.

Monthly
5 Evaluate basins for evidence of illicit dumping
or any spilled hazardous materials. Implement
a clean-up and prevention plan.

Monthly
6 Inspect for standing water. If water remains
for longer than 5 days, inspect further to
determine the cause (e.g. clogged underdrain,
blockage at outlet structure, biotreatment soil
is clogged or overly compacted, etc.) and
correct any problems.

Monthly, or as
needed after
storm events

7 Inspect inlets, outlets, and overflow
structures for damage and signs of blockage.

Remove any accumulated sediment or debris.

Ensure energy dissipation (e.g. splash pad,
cobbles, etc.) is functioning adequately.

Twice a year
by May 1 and
September 15

8 Examine side slopes for signs of erosion or
rodent burrows. Repair slopes as needed and
cover with mulch or other ground cover.

Twice a year
by May 1 and
September 15

9 Remove accumulated sediment from the
basin and regrade as needed. Minimize
compaction of biotreatment soil.

Annually, or as
needed
Additional Comments:

Stormwater Control Measure Routine Maintenance Checklist

Property Address/Cross Streets: 308 Sango Court, Milpitas, CA Property Owner: Pacific West Communities, Inc.

Date of Maintenance: Responsible Party:

Phone No.: Email:
*Mark “n/a” or leave blank if not applicable.

Pervious Pavement Checklist SCM ID:

Task
# Maintenance Task Description Recommended
Frequency
Action
Required
(Y/N)*
Comments
1 Check for sediment and debris
accumulation. Prevent soil from washing
or blowing onto the pavement. Do not
store sand, soil, mulch, or other
landscaping materials on pervious
pavement surfaces.

Twice a year
by May 1 and
September 15

2 Conduct preventative surface cleaning,
using commercially available
regenerative air or vacuum sweepers, to
remove sediment and debris.

Twice a year
by May 1 and
September 15

3 Inspect for any signs of pavement failure.

Repair any surface deformations or
broken pavers.

Twice a year
by May 1 and
September 15

4 Check for standing water on the
pavement surface within 30 minutes
after a storm event.

Twice a year
by May 1 and
September 15

5 Inspect underdrain outlets, preferably
before the wet season. Remove
trash/debris.

Twice a year
by May 1 and
September 15

6 Remove weeds. Mow vegetation in grid
pavements (such as turf block) as
needed.

Annually, or as
needed
7 Perform vacuum sweeping and or
reconstruction to restore surface
permeability as needed. Replenish
aggregate in paver joints or grids as
needed after restorative sweeping.

Annually, or as
needed
Additional Comments:

Media Filter
Inspection and Maintenance Checklist
Property Address/Cross Streets: 308 Sango Court, CA Property Owner: Pacific West Communities, Inc.

SCM No.: Date of Inspection: Inspection Type: Monthly Post-Wet Season (May 1) Pre-Wet Season (Sept 15)
Inspector(s): Phone No.: Other:

Defect Conditions When Maintenance is
Needed
Maintenance
Needed?
(Y/N)
Comments (Describe maintenance completed and
if needed maintenance was not conducted, note when
it will be done.)
Results Expected When Maintenance is
Performed
Sediment, trash and
debris accumulation
on filter
Sediment, trash and debris
accumulated in the media filter unit,
vault, or piping.

Sediment, trash and debris removed and
disposed of properly
Standing Water Treatment unit or vault does not drain
within five days after rainfall
Source of clogging removed. Filter drains per
design specifications
Mosquitoes Evidence of mosquito larvae in
treatment unit
No evidence of mosquito larvae
Miscellaneous Any condition not covered above that
needs attention in order for the Media
Filter to function as designed.

Meets the design specifications

17 Pre-Assembled manifold
In some areas the vaults can be provided with pre-in-
stalled manifold systems. Please contact your local ADS or BaySaver representatives for additional details.

Inspection and maintenance
The BayFilter system requires periodic maintenance
to continue operating at the design efficiency. The
maintenance process is comprised of the removal
and replacement of each BayFilter cartridge,
vertical drain down module; and the cleaning of
the vault or manhole with a vacuum truck.

The maintenance cycle of the BayFilter system will be
driven mostly by the actual solids load on the filter. The system should be periodically monitored to be certain
it is operating correctly. Since stormwater solids loads can be variable, it is possible that the maintenance cycle could be more or less than the projected duration.

BayFilter systems in volume-based applications
are designed to treat the WQv in 24 to 48 hours
initially. Late in the operational cycle of the BayFilter, the flow rate will diminish as a result of occlusion.

When the drain down exceeds the regulated
standard, maintenance should be performed.

When a BayFilter system is first installed, it is recommended that it be inspected every six (6) months. When the filter system exhibits flows below design levels the system should be maintained. Filter cartridge replacement should also be considered when sediment levels are at or above the
level of the manifold system. Please contact the BaySaver Technologies Engineering Department for maintenance
cycle estimations or assistance at 1.800.229.7283.
maintenance Procedures

1. Contact BaySaver Technologies for replacement filter cartridge pricing and availability at 1-800-229-7283.

2. Remove the manhole covers and open all
access hatches.

3. Before entering the system make sure the air
is safe per OSHA Standards or use a breathing
apparatus. Use low O
2, high CO, or other applicable
warning devices per regulatory requirements.

4. Using a vacuum truck remove any liquid and
sediments that can be removed prior to entry.

5. Using a small lift or the boom of the vacuum truck,
remove the used cartridges by lifting them out.

6. Any cartridges that cannot be readily lifted
can be easily slid along the floor to a location
BayFilter system Cleanout
Vactor Truck maintenance
Jet Vactoring Through Access Hatch

The MosT ADvAnceD NaMe iN WaTer MaNageMeNT soluTioNs
TM
18 they can be lifted via a boom lift.

7. When all the cartridges have been removed, it is
not practical to remove the balance of the solids
and water. Loosen the stainless clamps on the
Fernco couplings for the manifold and remove
the drain pipes as well. Carefully cap the manifold
and the Ferncos and rinse the floor, washing away
the balance of any remaining collected solids.

8. Clean the manifold pipes, inspect, and reinstall.

9. Install the exchange cartridgess and close all covers.

10. The used cartridges may be sent back to
BaySaver Technologies for recycling.

BayFilter Availability and Cost
BayFilter systems are available throughout the
United States from BaySaver Technologies. Material,
installation, and maintenance costs vary with location.

For BayFilter pricing in your area, please contact
BaySaver Technologies at 1-800-229-7283.

BayFilter cartridges and outlet components can be
shipped anywhere in the world. Manholes and precast
vaults are also supplied by BaySaver Technologies as
part of a complete stormwater filtration system.

BayFilter specifications
Products
A. Internal components: all components including
concrete structure(s), PVC manifold piping
and filter cartridges, shall be provided by
BaySaver Technologies 1-800-229-7283).

B. PVC manifold piping: all internal PVC pipe and
fittings shall meet ASTM D1785. Manifold piping
shall be provided to the contractor pre-cut and/or pre- assembled. Minor field modifications may be necessary.

C. Filter cartridges: external shell of the filter cartridges shall be substantially constructed of polyethylene
or equivalent material acceptable to the manufacturer.

Filtration media shall be arranged in a spiral layered
fashion to maximize available filtration area. An orifice flow control (i.e. flow disk) shall be supplied with each cartridge to restrict the flow rate to a maximum of
45 gpm (170 l/min).

D. Filter media: filter media shall be a proprietary mix produced by BaySaver Technologies and may consist
of the following materials: zeolite, perlite, and activated alumina and/or other materials required to meet the
project pollutant removal requirements.
manifold Tee View of a Cleaned system
Cartridge Hoist Point

CITY OF MILPITAS

AGENDA REPORT
(AR)
Item Title: Receive an Update on the Security Improvements at the McCarthy Ranch Sewer Lift Station (Main Lift) and Determine that the Condition Continues to Constitute an Emergency (Staff Contact: Christian Di Renzo, Public Works Director, 408-586-2602)
Category: Consent Calendar-Community Services and Sustainable Infrastructure Meeting Date: 2/18/2025
Recommendation: (1) Receive an update on the security improvements at the McCarthy Ranch Sewer Lift Station; and (2) Determine by a four-fifths vote that the condition continues to constitute an emergency.

BACKGROUND:

Pursuant to Public Contract Code section 22050 and the attached Council Resolution No. 9134, the Director of Public Works, in the case of emergency, may authorize a repair of a public facility and procure the work without giving notice for bids. An emergency is defined as “a sudden, unexpected occurrence that poses a clear and imminent danger, requiring immediate action to prevent or mitigate the loss or impairment of life, health, property, or essential public services.” Additionally, State law requires the Public Works Director, as the City official with delegated authority to take emergency action, to report any emergency authorization and the reason(s) for the authorization to the City Council not later than seven days after the action, or at its next regularly scheduled meeting if that meeting will occur not later than 14 days after the action. Further, the Public Works Director is required to report why the emergency would not permit a delay resulting from a competitive solicitation for bids and the City Council is required to review the emergency action at every regularly scheduled meeting thereafter until the emergency repair is completed. The City Council shall continue to review the emergency action at every regularly scheduled meeting thereafter until the action is terminated. At each review, the City Council shall determine, by a four-fifths vote, whether there is a need to continue the action.

Consistent with applicable State law and Council Resolution, on July 30, 2024, the Public Works Director declared an emergency and authorized the City to contract with Trofholz Technologies and Diamond Fencing to implement various security and access control improvements to the McCarthy Ranch Sewer Lift Station (Main Lift). Further, within the required timeframe the Public Works Director informed the City Council via Information Memorandum on July 31, 2024, regarding the emergency authorization, the reasons for the authorization, and the cost for repair in a not to exceed amount of $700,000.

PROJECT/STATUS UPDATE:

On January 25, 2025, the Main Lift station experienced another burglary resulting in additional property damage and theft of City vehicles. Three Ford-F250 heavy-duty pickup trucks were stolen and at least one of them was used to forcibly drive through the wrought-iron gate. The vehicles have since been recovered, although staff is assessing the full extent of the damage. Property damage to Main Lift was limited to the two wrought-iron gates.

The impacted gates are located at the main entry gate into the Main Lift station, and between the Main Lift station and Corporation Yard. The newly installed fence was not affected by his incident. Staff is working with Diamond Fence to replace the two gates damaged in this incident, which were not part of the original project scope. This addition to the scope of work will extend project completion for the fence installation by 4-6 weeks.

The project contingency is expected to be sufficient to cover the replacement of the recently damaged gates.

The contractor will be installing a high fence with security wire and mesh at the main entry for added security while the replacement gate is being fabricated and shipped.

The installation of security enhancements by Trofholz Technologies, Inc. were also not compromised.

Information Technology staff is working on establishing the network connectivity to operate the security cameras, card readers, and motion sensors at the facility. Cameras on the electrical building are operational and provide coverage/recording of the main gate as well as the sewer pump station buildings. Access control readers and motions sensors have been installed and are active. Several other cameras throughout the property are currently undergoing testing and verification in coordination with the Information Technology and Police Departments.

Meanwhile, as an extra security precaution, the Police Department has deployed their mobile camera trailer for the duration of the work.

FISCAL IMPACT:

Funding for these repairs is available in the City’s Capital Improvement Program (CIP) budget. CIP Project 6124 – Sewer Pump Station Rehabilitation Project will fund the installation of security cameras, card readers, and motion sensors. The funding source of this CIP project is Sewer Infrastructure Fund. The available balance as of 2/11/2025 is $1,261,251.

CIP 6130 – Main Lift Odor Emission Control Project will fund the removal and replacement of the perimeter fencing. The funding source of this CIP Project are Sewer Infrastructure Fund, and Sewer Treatment Fund.

The available balance as of 2/11/2025 is $5,365.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

The emergency repair work is exempt from CEQA, per CEQA Guidelines Section 15301, Existing Facilities and 15302, Replacement or Reconstruction.

RECOMMENDATION:
1) Receive an update on the security improvements at the McCarthy Ranch Sewer Lift Station. 2) Determine by a four-fifths vote that the condition continues to constitute an emergency.

ATTACHMENT(S):

None.

CITY OF MILPITAS

AGENDA REPORT
(AR)
Item Title: Consider a Fee Waiver Request from the Christian Worship Center Bay Area (Staff Contact: Renee Lorentzen, Recreation and Community Services Director, 408-586-3409)
Category: Consent Calendar-Community Services and Sustainable Infrastructure Meeting Date: 2/18/2025
Recommendation: Approve a fee waiver of $1,500 for the Christian Worship Center Bay Area Annual Easter Egg Hunt at Starlite Park on April 19, 2025.

BACKGROUND:

On February 4, 2025, staff received a Donation and Fee Waiver/Reduction Policy request from the Christian Worship Center for their Annual Easter Egg Hunt on Saturday, April 19, 2025, at the Starlite Park. The request is for a $1,500 fee waiver for the open space rental fees and special event permit fees.

ANALYSIS:

One Donation and Fee Waiver/Reduction Policy request application was received by the Recreation and Community Services Department. The application request was for one (1) fee waiver.

Fee Waiver Request
The Christian Worship Center submitted the required applications and documentation for the Annual Easter Egg Hunt:
- Indoor Space Rental Application for Milpitas Community Center Auditorium - City Council Donation and Fee Waiver/Reduction Policy request - Non-profit status letter
The Christian Worship Center is requesting City Council waive eligible fees for the community room hourly rental fees in the amount of $1,500. Fees ineligible for waiver include the rental application fee of $30 and refundable security/damage deposit of $1,000. Refundable security/damage deposits are refunded within 30 days of the rental.

The Milpitas City Council adopted an updated City Council Donation and Fee Waiver/Reduction Policy (Policy) on June 21, 2022. Per the Policy, eligible organizations can request City fees to be waived up to $1,500 or a donation amount up to $500 to be granted upon request. Eligible organizations are defined as “a non-profit organization as described by the Internal Revenue Section such as 501(c)(3) or an intergovernmental agency; Non-discriminatory, and non-political in nature.” Fee Waiver or Donation requests for events must provide a community benefit within the City of Milpitas proper. Applying organizations must provide proof of non-profit status from the federal Internal Revenue Service or the state Franchise Tax Board.

As required, the Christian Worship Center has provided a copy of their determination letter from the Internal Revenue Service stating they are a tax-exempt organization. The applicant meets the requirements as outlined in the Council-adopted Policy.

POLICY ALTERNATIVE(S):

Alternative: Do not approve the received fee waiver and donation application as requested.

Pros: The City General Fund will not incur the costs of the fees waived.

Con: Denial of the request may not allow the non-profit organization to hold their events.

Reason not recommended: This request is consistent with the Council-approved Policy.

FISCAL IMPACT:
$25,000 was approved and included in the FY 2024-25 City budget for City Council Unallocated Community Promotions with a current balance of $18,524. If this request is approved by the City Council, then $17,024 would remain in that line item of the current fiscal year budget.

CEQA:

The action is an organizational or administrative activity of the City government that will not result in direct or indirect physical changes in the environment and is not a project pursuant to Cal. Code of Regs., tit. 14, § 15378.

RECOMMENDATION:

Approve a fee waiver of $1,500 for the Christian Worship Center Bay Area Annual Easter Egg Hunt at Starlite Park on April 19, 2025.

Attachment(s):
(a) Christian Worship Center Bay Area Fee Waiver Application (b) Christian Worship Center Bay Area Internal Revenue Service (IRS) non-profit letter

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CITY OF MILPITAS

AGENDA REPORT
(AR)
Item Title: Recruiting, Hiring, and Vacancy Update for July 1 – December 31, 2024 (Staff Contact: Kelli Parmley, Human Resources Director, 408-586-3086) Category: Leadership and Support Services
Meeting Date: 2/18/2025
Recommendation: Accept a report on recruiting, hiring and vacancies for July – December 2024.

BACKGROUND:

The City’s ability to deliver high quality services is dependent on our ability to support a dynamic and engaged workforce. The City of Milpitas employs 455 full-time and more than 100 part-time employees that are essential to the success of our City. Our employees’ ability to provide excellent service is strengthened when we invest in attracting talent, provide opportunities for career growth, enable an environment focused on health, safety, and wellbeing, in a workplace that is equitable and inclusive.

Based on reporting as of January 31, 2025 for our full-time employees, approximately 33% identify as female, 66% non-white, and nearly 50% of our full-time employees have been with the City less than five years. About 16% are Milpitas residents, while an additional 25% reside in Santa Clara County and another 60% reside outside of Santa Clara County. Our employees are represented by five unions (International Association of Firefighters, Milpitas Employee Association, Milpitas Police Officers Association, Milpitas Professional and Technical Group, Mid-Management Confidential Unit) with about 17% in IAFF, 14% MEA, 14% MidCon, 26% MPOA and 19% Protech. About 11% of our full-time employees are unrepresented.

The Human Resource team supports our employees in four core service areas that include: Recruiting and Hiring, Employee Safety and Wellbeing, Labor and Employee Relations, and Training (Engagement, Learning, and Development). The team is now fully staffed at eight, after several Director transitions. Half of the team, including the Director, were hired within the last year. The team is focused on re-establishing our essential services with consistency, accuracy, and transparency by focusing on the three core objectives for the next two years:
•Create Capacity for our People - Create a Human Resource Information System (HRIS) to positively impact and optimize the capacity of our employees to contribute their analytic, creative, innovative, and relational capacities to better serve the residents of Milpitas. •Powered by our People - Re-establish and improve upon our system of recruiting and hiring to ensure it is competitive, open, fair, and equity-centered to ensure a diversely talented workplace and create a pipeline of next generation employees.
•Engaging, Growing and Retaining our People - Provide a work environment that is safe, supports growth, and engages employees to retain a diverse and thriving workforce that will serve our residents well.

The purpose of this report is to provide an update to Council on our progress with our second objective (Powered by our People) by sharing information about:

I. Public sector labor market trends that affect the City’s ability to attract and hire new talent II. Key recruiting and hiring processes to ensure that we are competitive, open, fair, and equity centered III. The City’s successes in sustaining a vacancy rate within a range of 7-10% and AB2561 reporting requirements

ANALYSIS:

I. Public Sector Labor Market Trends
At the national level, the number of job openings has been trending upwards at a faster rate than the number of job applicants. The number of job applicants has still not recovered to pre-pandemic levels from 2019. As of November 2024, California added 57,700 government jobs over the past year. (EDD News Release). Milpitas is included in the San Jose-Sunnyvale-Santa Clara Metropolitan Statistical Area (MSA). In September 2024, the San Jose area experienced an increase in the cost of wages and salaries, rising by 5.4% over the past year, compared to a nationwide increase of 3.8% (BLS News Release). Between December 2023 and December 2024, city job openings in the San Jose area rose by 2.1% (EDD Labor Market Information).

The 2024 report, “The Fragile Future of Recruitment” (NEOGOV 2024 Report) from NEOGOV, the nationwide platform for government jobs, has been providing key research about the local government recruiting and the post-pandemic recovery. Key insights include:
•The number of qualified applicants per open job is still alarmingly low in spite of the first increase since 2019 – the 2nd, 3rd, and 4th quartiles for applicants show less than 30, and as low a 4, applicants per job opening.
•Agencies are reporting turnover as a significant challenge and a survey of agencies identify the top five reasons for turnover are compensation, competition with the private sector, lack of growth opportunities, competition with other government jobs, and lack of remote options. •The most difficult jobs to fill are in law enforcement, engineering, planning, utilities, and trades. For example, job openings for police officers increased by 40% while the number of applicants per job decreased by 39%.
•Lastly, NEOGOV data shows the view-to-apply conversion continues to decline despite a more than 20% increase in views. A job seeker survey also indicates that more than 50% who start a survey do not finish because the process makes them feel unqualified for the role.

While we don’t not have corresponding data for the City of Milpitas at this time, the general trends in the local government labor market provide insights that resonate with our recruiters and hiring managers and are important context for many of the challenges we face and will continue to face.

II. Key Recruiting and Hiring Processes
The success of any recruitment is in the partnership between HR and the sponsoring department. The recruiters and hiring managers initially engage in a recruitment planning meeting that clarifies roles and responsibilities, the steps in the process, and a timeline for key milestones. The specifics of any recruitment are guided by an intersection of guiding rules, regulations, best practices, and policies that include our Municipal Code, five union MOUs, and a number of Federal and State regulations. Depending on capacity in HR and the department and the expected labor market challenges for recruitment, the City may also utilize an outside recruiting firm to increase the chances for a successful hire. Additionally, as is common in small agencies, the City has about 209 Classifications for 455 authorized FTE. This means that there are a number of unique and single classifications (e.g. Cross Connection Specialist), along with those that are broader in nature (e.g. Analyst), or those that have complex, specific requirements for specialized classifications (e.g.

Police Officer, Equipment Maintenance Worker III). However, the general stages in the recruitment process include:

1. Planning: Recruitment in discussion with the hiring manager or finalizing job post

2. Posted: Job announcement is live, and applications are being accepted

3. Interviews: At any stage between application screening and final interview

4. Offered: At any stage between conditional offer and final offer, including any pre-employment tasks and background checks

5. Filled: Final offer has been accepted and start date has been confirmed

The City has about 15-20 recruitments underway, across these stages, at any given time.

Recruitment Posting
Individual postings for a job include a position description, core duties, and minimum qualifications that are specified in the classification specification (Milpitas Class Specs). In 2019 the City implemented NEOGOV as our applicant tracking software and is the industry standard in local government recruiting. We will continue to make modest improvements in the software to improve the candidate experience, provide more reliable data, and better support hiring managers and interview panelists. Additionally, in the upcoming year, HR in partnership with our unions and with the assistance of outside expertise, will be embarking on several classification and compensation studies to assess and update classifications. . This is critical and time- consuming work to ensure our classifications are as modern, competitive, and as equity centered as possible.

Standard recruiting channels include: GovernmentJobs.com (Milpitas Careers), LinkedIn, Careers in Government (CiG), Handshake (part-time, temporary jobs), industry-specific job boards at the department’s request, and a link to job postings in our Milpitas Matters newsletter. In June of 2024 the HR team piloted an HR “table” at a community event with RCS to share information about the City, current job openings, and sign- up to receive notifications from NEOGOV.

In the last year, our applicant pools across all recruitments from January 2024 to December 2024, about 60% were from Santa Clara County with 20% were from the City of Milpitas and about 31% from San Jose.

Table 1: January 2024 – December 2024 Total Applicant Pool Data Region Applicants Percentage of Total
Santa Clara County 1,776 60.3%
Rest of California 1,066 36.2%
Out of State 95 3.2%
Out of the Country 7 0.2%
Total Applicants in 2024 2,944 100.0%

While marketing our recruitment efforts is important, the greatest challenges that we face Nationally, and particularly in the Bay Area, is encouraging the next generation to understand local government as viable career choice for high value, mission driven work with direct impact in our community. With that in mind, in upcoming months and through next year, the HR team is partnering with Recreation and Community Services with their youth and adult civic academies and with the Office of Economic Development to create a community presence to inspire interest in careers with the City of Milpitas. One way in which we will do this with the Office of Economic Development is to create a “Careers with the City of Milpitas Open House” that will not directly connect with potential applicants for current openings, but will provide insight into the value of and career opportunities in working at the City across all of our departments.

Interview Process
Consistent with government practices in screening, the application is essential to creating a standard format for the candidate to present themselves, their qualifications, and skills. It is the application that is used by the HR recruiters to screen applicants for those that meet minimum qualifications. They then partner with hiring managers (subject matter experts) using a “blind review process” to rate and select candidates to advance to the interview stage. A typical interview panel includes three panelists and ideally at least one panelist from outside the Department or City. The HR recruiters advise for diversity in the panel to ensure a variety of perspectives in assessing candidates. The questions are developed in partnership with HR, a rating process is used with the panel members, and the interview process is monitored and supported by the recruiter. The HR team has done a lot this year to clarify the process, make modifications to practices, and work with departments to be as flexible as possible while maintaining our commitment to the integrity of the process.

In support of hiring managers, the HR recruiters held a workshop on February 23rd for about 14 hiring managers from all City Departments to share information, best practices, and receive feedback about their experience, their questions, and their needs for support. We look forward to holding these, going forward, to create a community of hiring managers that feel supported, have key resources to understand their role, and experience HR as open to feedback and input for our common goal of ensuring an open, competitive, fair, and equity centered process.

In a successful interview process, candidates receive a conditional offer, engage in any pre-employment or background processes (which vary by classification), receive a final offer, and establish a date for onboarding to the City. The City of Milpitas has successfully filled 35 vacant positions between July and December 2024 and 7 were Milpitas residents. Monthly totals for hires and separations by quarter are provided below:

Table 2: Full-time (Permanent FTE) Hires and Separations – July 1 – December 30, 2024 Month External
Hire
Internal
Hire
Total
Hires
Voluntary
Separations
Other
Separations
Total
Separations
July 6 2 8 4 3 7
August 2 2 4 2 3 5
September 7 1 8 3 4 7
Q1 Total 15 5 20 9 10 19
October 5 2 7 1 3 4
November 0 2 2 2 2 4
December 3 3 6 0 2 2
Q2 Total 8 7 15 3 7 10
Total 23 12 35 12 17 29
Footnote: Based on hire and separation dates in Cayenta as of dates as of 01/21/2025 Hiring Highlights
The HR Department added and filled a new HR Analyst position for the fiscal year, thereby increasing the department's capacity for recruitment, hiring, and classification work for the City. The Police Department has successfully added 5 Police Officers and 2 Dispatchers to its ranks. The Police Department and HR team have also been partnering to implement a lateral hiring program and are looking forward to sharing those results soon. The Public Works Department hired a new Division Manager to oversee utilities and water systems. We have also filled the critical Cross Connection Specialist position, which is essential for protecting our water supply from contamination. The Permit Navigator (Administrative Analyst I/II) was filled in May of 2024 to support companies, developers, and businesses in Milpitas by providing project advocacy and enhancing the customer experience for projects crucial to the city's economic success.

Hiring for part-time, temporary hires impacts the capacity of the HR Department and partner departments like Recreation and Community Services (RCS), during the peak hiring season in late spring, in preparation for summer programs and internships. In the early summer months of 2024, the City hired over 50 part-time seasonal staff to support various summer youth programs. Recently, the HR Department convened with RCS team members to assess the current process, understand the respective roles and responsibilities, and identify changes to the process that can positively impact the capacity of both teams. Between July and December 2024, the City hired 13 part-time employees, primarily interns and recreation-related positions.

III. Sustaining our Vacancy Rate and AB2561 Requirements A vacancy rate is calculated by dividing the number of vacant positions by the number of budgeted FTE at the end of the reporting month. This does not include part-time or temporary positions. For example, 10 vacant positions and 100 authorized positions = 10% vacancy rate. The vacancy rate per month is calculated based on employee’s start date. Although a recruitment may be filled in any given month, the vacancy rate is based on the actual hire date as this is the most consistent and accurate date to determine when a vacancy is filled.

Table 3 - Estimated Vacancy Rate by Month
Month FTE Vacancies* Vacancy Rate Vacancies
Strategically Held
Adjusted
Vacancy Rate**
July 455 38 8.4% 7 6.8%
August 455 41 9.0% 9 7.0%
September 455 41 9.0% 9 7.0%
October 455 40 8.8% 10 7.0%
November 455 44 9.7% 12 7.0%
December 455 43 9.5% 11 7.0%
Footnote: *As of December 2024, 28 of these 43 vacancies are in an active recruitment stage. **About 11 vacancies are currently being strategically held vacant.

Several factors affect our vacancy rate including the specific labor market conditions that may impact our ability to secure a competitive and qualified pool difficult (e.g. utilities position, engineers), the need for thoughtful and strategic changes in a department (held vacancies) to ensure long term service delivery or operational efficiencies, retirements, and our ability to retain employees. However, the City of Milpitas continues to be attractive to and the passion and creativity of departments amidst challenging recruiting conditions has allowed the City to maintain a single digit vacancy rate.

AB-2561 Requirements Regarding Local Public Employees: Vacant Positions Effective January 1, 2025, Assembly Bill 2561 (AB2561) (Gov. Code, § 3502.3), addresses the issue of high vacancy rates within local public agencies. The legislation aims to enhance transparency and improve recruitment and retention efforts. Public agencies must present the status of job vacancies, along with recruitment and retention efforts, at a public hearing before their governing board at least once per fiscal year prior to the budget's adoption. At the City of Milpitas, the following are the vacancy rates by bargaining unit as of December 31, 2024:

Table 4 – Vacancy Rates by Bargaining Unit
Bargaining Unit Budgeted FTE Vacancies Vacancy Rate by
Bargaining Unit
IAFF 73 5 6.9%
MEA 72 12 16.7%
Mid-Con 66 8 12.1%
MPOA 118 9 7.6%
Pro-Tech 82 8 9.8%
UnRepresented 44 1 2.3%
Total 455 43

All of our bargaining units are below the 20% threshold for AB2561. If a single bargaining unit meets or exceeds a 20% vacancy rate for the total authorized full-time positions, the public agency must, upon request of the recognized employee organization, provide detailed information during the public hearing, including:

1. Total number of job vacancies within the bargaining unit.

2. Total number of applicants for vacant positions within the bargaining unit.

3. Average number of days to complete the hiring process from when a position is posted.

4. Opportunities to improve compensation and other working conditions.

The City of Milpitas has much to celebrate and be proud of as a small agency in a competitive labor market to be able to successfully recruit the talent that we have over the last six months. It is reflective of the partnership between HR and Departments to sustain the vacancy rate at the single digit level. However, we are mindful that the challenges for the long-term future may be significant as we identify ways to modernize our

classifications and the hiring process, work with our union partners to identify opportunities to address labor market challenges, and partner with existing community entities to increase awareness in the local Milpitas community about careers with the City.

POLICY ALTERNATIVE(S):

There are no policy decisions advanced or recommended in this Agenda Report. Staff is reporting human resources data to inform the Council and the public of the City’s recruiting, hiring, and vacancies.

FISCAL IMPACT:

There is not fiscal impact as the commitments in this resolution already align with City policies and plans.

CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):

The action is continuing administrative or maintenance activity, specifically a personnel-related activity, and is not a project pursuant to Cal. Code Regs., tit. 14, § 15378. The action is an organizational or administrative activity of the City government that has no potential for resulting in direct or indirect physical changes in the environment and is not a project pursuant to Cal. Code of Regs., tit. 14, § 15378.

RECOMMENDATION:

Accept a report on recruiting, hiring and vacancies for July – December 2024.

ATTACHMENT(S):

None.