HomeMy WebLinkAbout2025-05-06 Finance Committee Agenda PacketFINANCE COMMITTEE
Special Meeting
Tuesday, May 06, 2025
Community Meeting Room & Hybrid
9:00 AM
Added Page Numbers
(C = Capital Budget Book, O = Operating Budget Book)
Budget Books Are Available At:
https://www.paloalto.gov/budget
Finance Committee meetings will be held as “hybrid” meetings with the option to attend by
teleconference/video conference or in person. Information on how the public may observe and
participate in the meeting is located at the end of the agenda. The meeting will be broadcast on
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to Midpen Media Center https://midpenmedia.org.
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Meeting ID: 992 2730 7235 Phone: 1(669)900-6833
PUBLIC COMMENTS
General Public Comment for items not on the agenda will be accepted in person for up to three
minutes or an amount of time determind by the Chair. General public comment will be heard
for 30 minutes. Additional public comments, if any, will be heard at the end of the agenda.
Public comments for agendized items will be accepted both in person and via Zoom for up to
three minutes or an amount of time determined by the Chair. Requests to speak will be taken
until 5 minutes after the staff’s presentation or as determind by the Chair. Written public
comments can be submitted in advance to city.council@paloalto.gov and will be provided to the
Council and available for inspection on the City’s website. Please clearly indicate which agenda
item you are referencing in your subject line.
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1 May 06, 2025
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CALL TO ORDER
PUBLIC COMMENT
Members of the public may speak in-person ONLY to any item NOT on the agenda. 1-3 minutes depending on number of
speakers. Public Comment is limited to 30 minutes. Additional public comments, if any, will be heard at the end of the agenda.
ACTION ITEMS
1.Fiscal Year 2026 Budget Process Overview (9:00 AM – 10:30 AM) Supplemental Memo
2.Infrastructure and Environment: Capital Improvement Program, Capital Fund Projects
(10:30 AM – 12:00 PM)
a) Capital Improvement Fund (C: 61-342)
b) Cubberley Property Infrastructure Fund (C: 343-370)
LUNCH BREAK (12:00 PM - 1:00 PM)
3. Public Safety (1:00 PM – 3:30 PM)
a) Police (O: 331-344)
b) Fire (O: 227-240) Supplemental Report
c) Office of Emergency Services (O: 293-302)
4. Community and Library Services (3:30 PM – 4:30 PM)
a) Community Services (O: 205-226)
b) Library (O: 281-292)
5. Citywide Internal Support and Administration (Part 1) (4:30 PM – 5:00 PM)
a) City Attorney’s Office (O: 137-146)
b) City Auditor’s Office (O: 147-154)
c) City Clerk’s Office (O: 155-166)
d) City Manager’s Office (O: 171-184)
e) City Council (O: 167-170)
FUTURE MEETINGS AND AGENDAS
Members of the public may not speak to the item(s)
DINNER BREAK
ADJOURNMENT
2 May 06, 2025
Materials related to an item on this agenda submitted to the Board after distribution of the agenda packet are
available for public inspection at www.paloalto.gov/agendas.
PUBLIC COMMENT INSTRUCTIONS
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teleconference, or by phone.
1.Written public comments may be submitted by email to city.council@paloalto.gov .
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table at the entrance to the Council Chambers and deliver it to the Clerk prior to
discussion of the item.
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please limit your remarks to the agenda item and time limit allotted.
CLICK HERE TO JOIN Meeting ID: 992-2730-7235 Phone: 1-669-900-6833
Americans with Disability Act (ADA) It is the policy of the City of Palo Alto to offer its public
programs, services and meetings in a manner that is readily accessible to all. Persons with
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3 May 06, 2025
Materials related to an item on this agenda submitted to the Board after distribution of the agenda packet are
available for public inspection at www.paloalto.gov/agendas.
California Government Code §84308, commonly referred to as the "Levine Act," prohibits an
elected official of a local government agency from participating in a proceeding involving a
license, permit, or other entitlement for use if the official received a campaign contribution
exceeding $500 from a party or participant, including their agents, to the proceeding within the
last 12 months. A “license, permit, or other entitlement for use” includes most land use and
planning approvals and the approval of contracts that are not subject to lowest responsible bid
procedures and have a value over $50,000. A “party” is a person who files an application for, or
is the subject of, a proceeding involving a license, permit, or other entitlement for use. A
“participant” is a person who actively supports or opposes a particular decision in a proceeding
involving a license, permit, or other entitlement for use, and has a financial interest in the
decision. The Levine Act incorporates the definition of “financial interest” in the Political Reform
Act, which encompasses interests in business entities, real property, sources of income, sources
of gifts, and personal finances that may be affected by the Council’s actions. If you qualify as a
“party” or “participant” to a proceeding, and you have made a campaign contribution to a
Council Member exceeding $500 made within the last 12 months, you must disclose the
campaign contribution before making your comments.
4 May 06, 2025
Materials related to an item on this agenda submitted to the Board after distribution of the agenda packet are
available for public inspection at www.paloalto.gov/agendas.
Item No. 4605. Page 1 of 6
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Finance Committee
Supplemental Report
From: Geoffrey Blackshire, Fire Chief
Meeting Date: May 6, 2025
Item Number: 3b
Report #:2504-4605
TITLE
Evaluation of Fire and Ambulance Service Expansion Options (Continued from 11/19/2024 and
4/1/2025 Meeting)
RECOMMENDATION
This supplemental report responds to the Finance Committees feedback on April 1, and is to
assist in the continued discussion of the Fire Department Budget and further investment in the
expansion of services. Should the Finance Committee wish and determine the financial priority
to further invest in fire and ambulance service expansion, staff recommend the Committee
recommend to the full Council the next step to add one single-role 12-hour ambulance as an
initial investment towards single-role service delivery model.
EXECUTIVE SUMMARY
During the Fiscal Year 2025 Budget Hearings, the Finance Committee requested the Palo Alto
Fire Department to return with options to increase fire and emergency medical service (EMS)
resources to meet service needs. This staff report reflects the culmination of multiple
discussions with the Committee and Council regarding options for additional investment and
recommends an initial next step to pursue a new service delivery for ambulance services
through a single-role model. Importantly, advancing Council’s mid-year budget actions, cross-
staffing at Fire Station 4 of Engine 64 and Medic 64 will start as of May 5 and the proposed
budget recommends the addition of the equivalent of three daily staffing to make this
deployment model ongoing.
Staff recognize the tension in the Committee’s desire to move toward a dedicated engine at
Fire Station 4, conversion to single-role, and a phase-in transition. Should the Committee both
wish to officially pursue the single-role service delivery model and determine that a financial
priority should be to advance such an option, staff recommend adding approximately $1 million
(to be pro-rated in the first year) to support the addition of one 12-hour ambulance to the
City’s fire and emergency medical services initially staffed on overtime in October, with the
intent to transition it to a single role staffing in 9-12 months. This recommendation, with the
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recommended ongoing cross-staffing of Engine 64 and Medic 64, advances two goals of the
Council and Finance Committee of adding an engine at Fire Station 4 and expanding emergency
medical services to meet service demands.
This option will allow the engine at Fire Station 4 to remain cross-staffed; however, during the
daytime the cross-staffed medic unit would be designated last out supporting greater
availability of Engine 64. This step invests additional resources, expands services delivery and
balances the fiscal uncertainties in the near term.
BACKGROUND
During the Fiscal Year 2025 Budget Hearings, the Finance Committee requested the Palo Alto
Fire Department to return with options to increase fire and EMS resources to meet service
needs. Staff presented data on three staffing options to Finance Committee on November 19,
20241. During that meeting, the Finance Committee reviewed the options and requested
additional data and additional staffing options to achieve the staffing of Engine 64 and a peak-
hour ambulance.
As a reminder, a full background can be found in the prior Committee discussions. This ongoing
discussion of resources and service delivery stems from a number of factors including, call
volume, call types (a preponderance being medical in nature), response times, Unit Hour
Utilization (UHU), and reliance on mutual aid resources, e.g. county ambulance. Discussions
have focused on options for additional investments that would provide additional resources,
specifically medical resources, seeking to reduce the City’s reliance of County mutual aid and
prioritizing an engine at Fire Station 4. The most efficient and greatest improvement overall to
the fire and ambulance system, specifically the addition of an engine, a 12-hour peak
ambulance (8–m - 8pm), and delivery of ambulance services with a single-role staffing model
have been discussed. Single-role staffing is a service delivery that draws on models
implemented by other city fire departments in California and utilizes single-role civilian EMTs
and paramedics for ambulance staffing. This new service delivery would seek to create a more
flexible staffing structure that will allow for faster and more cost-efficient expansion of EMS
services.
It is prudent to add resources incrementally towards the long-term vision of a single-role
ambulance service delivery model, as the City works through administrative and operational
logistics in the creation of a new division. As part of the mid-year budget actions, Council
approved Fire Station 4 staffing of Engine 64 and Medic 64 in a cross-staffed model with the
addition of the equivalent of three daily staffing. On April 1, 20252 the Fire Department
(Department) returned to the Finance Committee with additional data requested, and three
additional options for staffing Fire Station 4 and a peak hour ambulance for 12-hour daily. The
1 https://cityofpaloalto.primegov.com/Portal/Meeting?meetingTemplateId=14506
2 https://cityofpaloalto.primegov.com/Portal/Meeting?meetingTemplateId=16017
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Committee “directed staff to provide options towards having an engine at Fire Station 4,
conversion to single-role, and options on how and when to transition given the financial
considerations and in recognition of the upcoming budget process and long-range financial
forecast.”
ANALYSIS
Emergency response service demand and calls for service have increased over the last three
years. Most emergent calls for service are medical in nature (63% of calls). The Department’s
current deployment has prioritized ambulance services through three (3) full-time ambulances
that respond to medical emergencies for patient treatment and transport. Two of the three
ambulances share a fire station with a fire engine (Fire Stations 1 and 2), and Fire Station 4 is
transitioning to be cross-staffed with an ambulance and an engine on May 5, 2025.
Based on the Finance Committee’s direction in April, taking into consideration the desire for an
engine at Fire Station 4, movement towards a single-role service delivery model, and managing
financial considerations, staff recommend consideration of adding a 12-hour ambulance.
The following outlines the timeline and cost estimates associated with this option. The timeline
assumes a July 1 start and reflects what a 12-month and pro-rated estimate would be for the
initial year.
Addition of a 12-Hour Peak Ambulance
An initial investment towards a 12-hour peak ambulance operated as a single-role apparatus
will take time to implement, will provide a modest pilot that can be scaled up if it is successful
once implemented. By expanding resources to support EMS, this will assist in UHU and the
availability, more specifically, of the cross-staffed unit at Fire Station 4. This step includes an
assumption that firefighter overtime from existing staff could be used to bring the new 12-Hour
ambulance into operation in advance of the implementation date of the single-role apparatus.
Staff estimate an implementation for a 12-hour single-role ambulance as of April in the
implementing fiscal year at the earliest with the below steps needed to achieve this.
Table 1. Timeline for Single-Role Implementation
Fiscal Year 1st Quarter (July-September)
▪Continue meet & confer with IAFF for single-role staffing model; with a goal to conclude by the
end of the quarter
▪Submit new job description(s) to CalPERS for review and designation of pension status
▪Work on single-role program development (within existing staffing)
Note: During this quarter, subject to the Council adoption of the FY 2026 Proposed Operating Budget, the Fire
Department would begin a process for captain promotions to transition the cross staffing at Fire Station 4 from
overtime to full time staffing. This step seeks to manage overtime usage in the system and staff fatigue.
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Fiscal Year 2nd Quarter (October-December)
▪Implement a 12-hour peak ambulance with firefighter overtime (This can only be implemented
after Fire Station 8 closes i.e. when fire season has ended.)
▪CalPERS review and ruling for new job description(s)
➢This is a key step. Currently all cost models assume a lower cost civilian benefit structure;
should a different determination be made, staff would return to the City Council to revisit
further investments.
▪Further develop and finalize single role program: Hire administrative and management positions
to accelerate establishment of program start up including training and onboarding for a single-
role team; finalize single role program (scheduling, policies, and procedures, etc.)
▪Begin hiring opportunity for single-role positions by end of quarter
Note: A process for captain promotions would expect to be concluded during this quarter, ending the overtime
needed to cross-staff the ambulance and engine at Fire Station 4, allowing capacity for the new 12-hour peak
ambulance overtime shifts to begin.
Fiscal Year 3rd Quarter (January-March)
▪Recruitment, onboarding, and training of first staff for single role staffing.
▪Tentative soft implementation of first single-role 12-hour peak ambulance in service
Fiscal Year 4th Quarter (April to June)
▪One single-role 12hour peak ambulance in service.
The costs for the addition of one single-role 12-hour peak ambulance are outlined below. These
figures are in Fiscal Year 2026 dollars. The table includes the initial year costs and the estimated
ongoing annual cost to illustrate the full financial impact. The City Council could choose to not
implement the 12-hour peak ambulance on overtime as early as October and wait until the
single-role 12-hour peak ambulance program and staffing are ready; this would delay the ability
to expand resource availability in the system to assist in making the cross-staff unit at Fire
Station 4 more available until the new peak ambulance was placed in service.
Table 2. Add Single-Role 12 Hour Peak Ambulance & Cross-Staff Engine 64
Item Timeframe Initial Year Ongoing
12 HR Peak Ambulance on Firefighter Overtime
(this unit would sunset after single-role implementation)
October-March $0.3M $0
Single-Role Administrative Positions
(estimated 2.0 FTE)
November-June $0.2M $0.4M
Single-role EMT and Medic Positions
(estimated at equivalent of 5.0 FTE)
February-June $0.3M $0.7M
12-hour Peak Ambulance Supplies & Training July-June $0.1M $0.1M
TOTAL $0.9M $1.2M
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Item 3: Staff Report Pg. 4 Packet Pg. 8 of 20
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Next Steps
If the budget allows, staff recommends taking this realistic next step to test a new service
delivery model with added resources and time to address current and future service demands.
This strategy allows our team to evaluate and adjust the model before making additional
investments. For example, if the pilot proves successful, the 12-hour peak ambulance could be
transitioned to a 24/7 ambulance, relieving the cross staffing at Fire Station 4, and through
attrition, further transition to a long term, more sustainable, service delivery model.
Alternatives
Staff recognizes the Committee’s desire to consider placing an engine at Fire Station 4 full time
and seeks a scenario that allows for movement toward this while balancing fiscal needs.
Though not recommended, below are a few alternatives to the staff recommendation the
Committee council consider:
•At no additional cost, the Committee could provide direction to stop cross-staffing the
engine and medic unit at Fire Station 4 while the 12-Hour peak ambulance is in service.
This would provide a dedicated engine from 8am-8pm at Fire Station 4, however, this
would not increase system resources during the day and would not assist in managing
the call volume and reliance on mutual aid from the county for EMS transports.
•With the addition of a fire captain position at Fire Station 4 as part of the Fiscal Year
2026 proposed budget, the Department can make Engine 64 full-time by adding one
full-time single-role ambulance at Fire Station 4 instead of a 12 HR Peak Unit. This would
add 9 FTE (compared to the recommended 7 FTE), and cost $1.5 million in ongoing
annual costs.
•To address both the system capacity needs and the desire for a full-time engine at Fire
Station 4, the Committee could recommend adding both a full-time ambulance and a
12-hour peak ambulance in the single-role model. Once implemented, this would add 14
FTE, and cost $2.2 million in ongoing annual costs, approximately half of that in the
implementing year.
Resource Impact
Options for investment have ranged from $1 million to over $4 million during the discussions
for expansion of fire and ambulance services. The FY 2026 proposed budget reflects a $1 million
investment to solidify the FY 2025 mid-year budget action to cross-staff Engine 64 and Medic 64
(Fire Station 4 resources). If recommended, the incremental step would cost an additional $1.2
million ongoing, up to $0.9 million in the initial year; an investment of an additional $2.2 million
in fire services between FY 2025 and FY 2026.
Municipal Fee Study: A citywide municipal fee study was presented to the Finance Committee
on April 29, 2025. In that study the consulting firm Matrix recommended increases to the base
ambulance transports fees and the adoption of a new first responder fee. These fee changes
would go into effect on July 1, 2025 and can be quickly implemented by the Fire Department’s
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ambulance billing vendor. Matrix estimates $0.4 million of annual revenue from the $497 first
responder fee. The first responder fee will only be collected from commercial insurance
companies. Should the increase in ambulance transport fees be approved, additional revenues
may be generated, however, additional revenue will be dependent on the type of insurance
patients carry. The analysis by Matrix was based on the city’s payer mix and is estimated to
generate $0.7 million in additional revenue from the base transport fee increases. As noted at
the April meeting, additional revenues from fee increases were not included in the FY 2026
proposed budget and will be included as a recommended adjustment between the FY 2026
proposed and FY 2026 adopted budgets.
APPROVED BY:
Geoffrey Blackshire, Fire Chief
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Item No. 1 Page 1 of 1
Finance Committee
Supplemental Report
From: Lauren Lai, Administrative Services Director
Meeting Date: May 6, 2025
Item Number: 1
Report #:2505-4628
TITLE
Supplemental Memo - Fiscal Year 2026 Budget Process Overview
RECOMMENDATION
Attached is Memorandum Agenda Item #1: Additional Information signed by Lauren Lai,
Director of Administrative Services and Ed Shikada, City Manager.
ATTACHMENTS
Attachment A: Memorandum Agenda Item #1: Additional Information
APPROVED BY:
Lauren Lai, Administrative Services Director
Item 1
Item 1 Supplemental
Report
Item 1: Staff Report Pg. 1 Packet Pg. 11 of 20
FINANCE COMMITTEE MEETING
_______
[X] Placed Before Meeting
[ ] Received at Meeting #1
City of Palo Alto
MEMORANDUM
To: Finance Committee
Date: May 5, 2025
SUBJECT: Agenda Item #1: Additional Information
Staff would like to provide the Finance Committee with additional information for the May 6 and May 7
FY 2026 Budget Hearing meetings. This material is supplemental in nature and does not reflect any
recommended changes, it is for information and reference only.
Information to Assist the Finance Committee During the Budget Review Process
In previous years, the City Council has made a variety of requests to provide context and/or additional
data points of reference to aid in budget deliberations. Staff has compiled these items to assist the Finance
Committee’s review of the FY 2026 Proposed Budget documents.
Capital Fund Reappropriation List
City Council authorization is required for Capital funds to be carried forward from one fiscal year to the
next (Palo Alto Municipal Code 2.28.090, amended September 2014). There are several opportunities for
departments to request funds to be carried over from one fiscal year to the next.
First, is the proposed budget process that the Finance Committee is reviewing. Departments may request
funds to be carried over from one year to the next through the budget process. By estimating lower than
budgeted expenditures in the current year (FY 2025), funds not anticipated to be spent in the current year
but still required for the completion of the project are reflected in the first year (FY 2025) of the five-year
CIP. The Fund Narrative for each fund indicates the total amount of reappropriations included in this
budget.
Second, is the Budget Wrap-up with the Finance Committee (scheduled May 20, 2025) where staff
typically bring a list of final amendments to the proposed budget that include refinements to
reappropriation assumptions. Due to the timing of information needed for the reappropriation
refinements, this information may be brought forward as part of the budget adoption by the City Council
(scheduled June 16, 2025).
Lastly, as part of the year-end closing actions anticipated to be brought forward for City Council approval
in the Fall, all projects will be reviewed to determine if additional adjustments to reappropriations are
required.
Attachment A shows the reappropriated amounts by fund and by capital project estimated not to be
spent in FY 2025 that are included in the proposed budget, the first opportunity listed above. These
amounts are recommended to be reappropriated to FY 2026 to continue work on the projects and keep
Docusign Envelope ID: F49C4F78-751F-4748-A105-2AB0666B993B
Item 1
Attachment A -
Memorandum Agenda
Item#1 Additional
Information
Item 1: Staff Report Pg. 2 Packet Pg. 12 of 20
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the total project budgets intact over the five-year CIP and are reflected in the FY 2026 Proposed Capital
Budget.
Additional Staffing Information – Vacancies, Recruitment, & Retention:
Vacancy rates have decreased significantly, from a high of 17% in FY 2020, the peak of the global
pandemic, to a current (April 2025) low of 10.12%, as adjusted by final stage recruitment full-time-
equivalents (“FTE”). This decrease in vacancy rate can be attributed to several factors including the City’s
focus on recruitment and being an employer of choice – ensuring a positive work environment as well as
resetting target salaries and benefits for flexibility – that has positively impacted employee retention.
Other meaningful factors include an improved methodology to adjust for positions in the final stages of
recruitment, such as those with offers of employment accepted, which are now more accurately reported
as filled. While these numbers are promising, the pipeline remains highly competitive within the markets
and industries in which the City competes for staff with the abilities to meet Palo Alto’s high expectations.
Vacancy Report: A list of full-time (benefitted) positions that are vacant throughout the City is detailed in Attachment B. This attachment includes the position title, hiring status, and the distribution of the
position allocation by fund.
Summary Comparison of Vacancies Citywide April 2023 - April 2025
April 2023
Vacancies
FY 2023
Adjusted
Budget
April 2024
Vacancies
FY 2024
Adjusted
Budget
April 2025
Vacancies
FY 2025
Adjusted
Budget
General Fund 64.68 557.56 77.14 587.06 56 602,57
Enterprise Funds 66.45 371.58 52.10 380.58 53 391,43
Other Funds 12.12 94.46 8.76 96.46 14 98.10
Total 143.25 1,023.60 138.00 1,064.10 121.5 1,092.10
Citywide
Vacancy Rate
14.0% 13.0% 11.13%
Recruitment
Final Stage*
(14.00) (26.50) (11)
Net Vacancy
w/ recruitment
129.25 12.6% 111.50 10.5% 110.5 10.12%
* As indicated in Attachment B “status”, 11 FTE current vacancies are in the final stages of recruitment and can be
considered filled. Assuming these positions are filled as anticipated, the citywide vacancy rate would be 10.12%.
Factors Impacting Vacancy Rate (Turnover, New Positions, Promotions): The citywide vacancy rate is
impacted by three key components (1) total number of positions, (2) total number of separations,
including promotions, (3) total number of new hires. Each of these dynamic factors impact the vacancy
rate. The City continued to reinvest in services in FY25, which necessitated the addition of new positions.
New positions increased the total headcount and added to the overall vacancy rate until positions can be
recruited and filled. The vacancy rate has decreased by increasing the number of department HR Liaisons
(HRLs) to assist with recruiting, streamlining the pre-onboarding process, and hiring a Recruitment
Manager to improve oversight and responsiveness for hiring decisions.
Docusign Envelope ID: F49C4F78-751F-4748-A105-2AB0666B993B
Item 1
Attachment A -
Memorandum Agenda
Item#1 Additional
Information
Item 1: Staff Report Pg. 3 Packet Pg. 13 of 20
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Recruitment & Retention Activities Underway: In FY 2026 the City will continue to invest in advancing
organizational resilience by continuing to implement a multiyear workforce recruitment strategic plan
which includes continuing HRL and staff training, and further system integrations between the City’s
applicant tracking system, onboarding system, and Enterprise Resource Planning system. This
complements the City's positive work environment initiatives in the areas of professional development,
career advancement/continuity planning, wellness and belonging. These initiatives build upon the success
in improving employee retention, resulting in the reduction of year over year turnover rates, which aids
in lowering the vacancy rate. The table below reflects the decrease in turnover during the past five years.
General Fund Vacancy Rates and Savings: The vacancy rate for the General Fund as of April 2025 is
9.29% (56 vacancies to 602.57 FTE) or 8.63% when adjusted for final stage recruitments. Vacancy savings
from Public Safety positions are typically exhausted by uses such as backfill, hire ahead programs, and
overtime. Adjusting for Public Safety and final stage recruitments, the General Fund has a vacancy rate
of 7% and budgeted vacancy savings of approximately 5%. Throughout the year vacancy savings are
utilized by operating departments to deliver services and/or complete projects. Some illustrative
examples of vacancy savings use include filling staffing gaps by contracting for professional services,
hiring ahead for technical positions to allow overlap and smooth transitions, and supporting a summer
internship program.
It is important to consider that even if positions are vacant, there are still associated costs. For example,
the City contributes to proactive retirement funding and is responsible for the Unfunded Accrued
Liability (UAL) allocated to that position regardless of whether the position is filled. At the direction of
the Council these costs are administratively allocated by position, which means that even if the position
is vacant, the full budgeted cost will not result in savings to the City.
Service Provider Spend Report for FY 2022, FY 2023, FY 2024 and Year-to-Date FY 2025
Attachment C is a list of service providers where the City spent more than $1 million between FY 2022
through FY 2025 (year-to-date).
_______________________ _______________________
Lauren Lai Ed Shikada
Director of Administrative Services City Manager
Docusign Envelope ID: F49C4F78-751F-4748-A105-2AB0666B993B
Item 1
Attachment A -
Memorandum Agenda
Item#1 Additional
Information
Item 1: Staff Report Pg. 4 Packet Pg. 14 of 20
Attachment A: Capital Improvement Plan FY 2025 Reappropriations to FY 2026
Fund Project Title Proj. No.
Expense
Reappropriation
Adjustment
Revenue
Reappropriation
Adjustment
471 ‐ Capital Improvement Fund Americans With Disabilities Act Compliance PF‐93009 200,000
Animal Shelter Renovation PE‐19002 2,420,239
Art In Public Spaces AC‐86017 1,657,951
Athletic Courts Resurfacing PG‐06001 139,290
Baylands Boardwalk Piling Repair PE‐24000 33,787
Baylands Comprehensive Conservation Plan PG‐17000 43,100
Baylands Nature Preserve Entrance Gate OS‐24000 1,374
Benches, Signage, Walkways, Perimeter Landscaping, and Site Amenities PG‐06003 78,298
Bicycle and Pedestrian Transportation Plan Implementation PL‐04010 1,937,186
Boulware Park Improvements PE‐17005 143,174
Building Systems Improvements PF‐01003 65,000
Byxbee Park Completion PE‐18006 450,000
California Avenue District Gateway Signs PE‐17004 123,382
Churchill Avenue Enhanced Bikeway PL‐14000 200,000
City Bridge Improvements PE‐20001 1,508,071
City Hall Space Planning PE‐19000 486,400
Civic Center Electrical Upgrade & EV Charger Installation PE‐17010 1,265,872
Civic Center Fire Life Safety Upgrades PE‐18016 131,741
Civic Center Waterproofing Study and Repairs PE‐15020 427,537
El Camino Park Turf Replacement PG‐24000 639,550
Facility Interior Finishes Replacement PF‐02022 457,517
Fire Training Facility Replacement FD‐24000 49,988
Foothills Nature Preserve Boronda Lake Dock Replacement OS‐18000 102,000
Foothills Nature Preserve Dam Seepage Investigation and Repairs PE‐20000 18,463
Foothills Nature Preserve Improvements PE‐21000 692,744
Golf Course Net and Artificial Turf Replacement PG‐18000 770,000
Golf Reconfiguration & Baylands Athletic Center Improvements PG‐13003 97,906
Heritage Park Site Amenities Replacement PG‐21000 40,000
JMZ Renovation AC‐18001 398,024
Library Automated Material Handling LB‐21000 324,586
Lucie Stern Community Theater Mechanical Equipment Replacement PE‐24002 2,199,713
Lucie Stern Community Theatre Fire Curtain AC‐24001 200,000
Municipal Service Center Lighting, Mechanical, and Electrical Improvements PF‐16006 6,365,504
New California Avenue Area Parking Garage PE‐18000 743,876
New Downtown Parking Garage PE‐15007 13,106,958
Open Space Lakes And Pond Maintenance OS‐00002 74,430
Open Space Trails and Amenities OS‐00001 91,773
Park and Open Space Emergency Repairs PG‐09002 95,161
Park Restroom Installation PG‐19000 173,898
Parking District Implementation PL‐15003 163,900
Performing Arts Venues Seat Replacement AC‐18000 53,289
Ramos Park Improvements PG‐14000 1,010
Rinconada Pool Family Changing Room PE‐24004 1,181,202
Robles Park Improvements PE‐18015 641,308
Safe Routes To School PL‐00026 888,000 388,000
San Francisquito Creek Joint Powers Authority Ongoing Creek Projects PE‐22000 150,652
Sidewalk Repairs PO‐89003 100,000
Stanford Palo Alto Community Playing Fields Turf Replacement PG‐26000 2,424,114
Street Lights Condition Assessment PE‐13014 220,000
Street Lights Improvements PO‐05054 108,422
Street Maintenance PE‐86070 218,549
Thermoplastic Lane Marking and Striping PO‐11001 125,000
Transportation and Parking Improvements PL‐12000 250,000 250,000
University Avenue Streetscape Update PE‐21004 151,443
Mitchell Park Library Repair PE‐24006 151,192
Baylands Interpretive Signage Program OS‐24001 47,343 47,343
Traffic Intersection Accessibility Improvement Project PL‐25001 250,000 250,000
Children's Theatre Facility Upgrade/Repair AC‐28002 125,000
471 ‐ Capital Improvement Fund Total 45,204,917 935,343
472 ‐ Cubberley Property Infrastructure Fund Cubberley Field Restroom CB‐17002 27,697
Cubberley Roof Replacements CB‐16002 100,000
472 ‐ Cubberley Property Infrastructure Fund Total 127,697
530 ‐ Airport Enterprise Fund Airport Parking Lot Electric Vehicle Charger Installation AP‐24001 25,000 22,500
Automated Weather Observation System (AWOS)AP‐19000 1,340,237 1,291,050
530 ‐ Airport Enterprise Fund Total 1,365,237 1,313,550
523 ‐ Electric Fund Colorado Power Station Equipment Upgrades EL‐19001 2,725,339
Colorado Substation Site Improvements EL‐19002 1,041,142
Foothills Rebuild (Fire Mitigation)EL‐21001 1,599,239
Inter‐substation Line Protection Relay EL‐17005 437,505
Smart Grid Technology Installation EL‐11014 876,335
Substation Breaker Replacement EL‐17002 2,748,481
Substation Physical Security EL‐16003 2,476,728
Wood Pole Replacement EL‐19004 328,950
Hanover Substation Upgrade Project EL‐24001 14,779,014
523 ‐ Electric Fund Total 27,012,733
533 ‐ Fiber Optics Fund Fiber Optics Customer Connections FO‐10000 153,100
Fiber Optics Network ‐ System Improvements FO‐10001 540,325
Fiber‐to‐the‐Premises (FTTP)FO‐24000 10,946,450
533 ‐ Fiber Optics Fund Total 11,639,875
524 ‐ Gas Fund Gas Main Replacement ‐ Project 25 GS‐15000 8,728,324
Gas Meters and Regulators GS‐80019 516,000
524 ‐ Gas Fund Total 9,244,324
528 ‐ Stormwater Management Fund Green Stormwater Infrastructure SD‐22001 1,239,330
Storm Drainage System Replacement And Rehabilitation SD‐06101 1,183,015
528 ‐ Stormwater Management Fund Total 2,422,345
527 ‐ Wastewater Collection Fund Wastewater Collection System Rehabilitation/Augmentation Project 32 WC‐20000 1,000,000
527 ‐ Wastewater Collection Fund Total 1,000,000
526 ‐ Wastewater Treatment Fund Headworks Facility Replacement WQ‐16002 1,638,974
New Laboratory And Environmental Services Building WQ‐14002 16,472,600
Attachment A
Page 1 of 2
Docusign Envelope ID: F49C4F78-751F-4748-A105-2AB0666B993B
Item 1
Attachment A -
Memorandum Agenda
Item#1 Additional
Information
Item 1: Staff Report Pg. 5 Packet Pg. 15 of 20
Attachment A: Capital Improvement Plan FY 2025 Reappropriations to FY 2026
Fund Project Title Proj. No.
Expense
Reappropriation
Adjustment
Revenue
Reappropriation
Adjustment
526 ‐ Wastewater Treatment Fund Outfall Line Construction WQ‐19000 10,605,800
Secondary Treatment Upgrades WQ‐19001 811,320
526 ‐ Wastewater Treatment Fund Total 29,528,694
522 ‐ Water Fund Water System Supply Improvements WS‐11004 2,307,792
522 ‐ Water Fund Total 2,307,792
682 ‐ Technology Fund City Council Chambers Upgrade TE‐19001 1,483,737
Computer Aided Dispatch (CAD) Upgrade TE‐23000 320,000
Enterprise Resource Planning Upgrade TE‐19000 230,000
Infrastructure Management System TE‐13004 285,906
IT Data Center Upgrade TE‐25000 850,000
682 ‐ Technology Fund Total 3,169,643
681 ‐ Vehicle Replacement & Maintenance Fund Emergency Repair and Replacement VR‐15001 158,194
Scheduled Vehicle and Equipment Replacement ‐ Fiscal Year 2020 VR‐20000 30,000
Scheduled Vehicle and Equipment Replacement ‐ Fiscal Year 2021 VR‐21000 16,981
Scheduled Vehicle and Equipment Replacement ‐ Fiscal Year 2023 VR‐23000 712,277
Scheduled Vehicle and Equipment Replacement ‐ Fiscal Year 2024 VR‐24000 3,296,275
Scheduled Vehicle and Equipment Replacement ‐ Fiscal Year 2025 VR‐25000 3,398,584
681 ‐ Vehicle Replacement & Maintenance Fund Total 7,612,311
Grand Total 140,635,568 2,248,893
Attachment A
Page 2 of 2
Docusign Envelope ID: F49C4F78-751F-4748-A105-2AB0666B993B
Item 1
Attachment A -
Memorandum Agenda
Item#1 Additional
Information
Item 1: Staff Report Pg. 6 Packet Pg. 16 of 20
Department Name Position Name Enterprise Funds General Fund Other Funds Total Recruitment Status
Administrative Services Department Accounting Specialist 0.5 0.5 -
Administrative Services Department Management Analyst 1 1 -
Administrative Services Department Manager Budget 1 1 -
Administrative Services Department Offset Equipment Operator 1 1 -
Administrative Services Department Senior Accountant 1 1 Interviews in Progress
Administrative Services Department Senior Buyer 1 1 Offer in Progress
Administrative Services Department Senior Management Analyst 1 1 Filled
Administrative Services Department Sr Management Analyst 1 1 Offer in Progress
Administrative Services Department Warehouse Supervisor 1 1 Filled
Community Services Department Coord Rec Prog 1 1 Filled
Community Services Department Park Maint Person 1 1 Filled
Community Services Department Park Ranger 1 1 -
Community Services Department Program Assistant I 1 1 Hiring Review in Progress
Community Services Department Program Assistant I 1 1 Interviews in Progress
Fire Department Assistant Fire Marshal 1 1 -
Fire Department Fire Apparatus Operator EMT HAZMT PARA 1 1 Interviews in Progress
Fire Department Fire Appratus Op Emt 1 1 Interviews in Progress
Fire Department Fire Cap Haz Mat EMT 1 1 Interviews in Progress
Fire Department Fire Fighter EMT 1 1 Interviews in Progress
Fire Department Fire Fighter EMT Haz Mat Paramedic 1 1 Interviews in Progress
Fire Department Fire Fighter Prmdc-12.5 Emt 1 1 Interviews in Progress
Fire Department Fire Fighter Prmdc-12.5 Emt 1 1 Interviews in Progress
Fire Department Fire Fighter Trainee 1 1 Interviews in Progress
Fire Department Fire Fighter Trainee 1 1 Interviews in Progress
Human Resources Department Sr. HR Administrator 1 1 Interviews in Progress
Information Technology Department Asst Director Information Technology/CTO 1 1 Offer in Progress
Information Technology Department Manager of Information Technol 1 1 -
Information Technology Department Sr Technologist 1 1 Filled
Information Technology Department Sr. Business Analyst 1 1 -
Library Services Department Senior Business Analyst - M 1 1 -
Library Services Department Coordinator Library Program 1 1 Hiring Review in Progress
Library Services Department Library Associate 1 1 -
Library Services Department Sr Librarian 1 1 Interviews in Progress
Library Services Department Sr Librarian 1 1 Interviews in Progress
Library Services Department Sr Librarian 1 1 -
Office of Transportation Chief Transportation Official 1 1 Filled
Office of Transportation Planner 1 1 -
Planning & Development Services Department Building/Planning Technician 1 1 -
Planning & Development Services Department Planner 1 1 -
Planning & Development Services Department Principal Planner 1 1 -
Planning & Development Services Department Principal Planner 1 1 Hiring Review in Progress
Planning & Development Services Department Senior Building Inspector 1 1 Hiring Review in Progress
Planning & Development Services Department Senior Building Inspector 1 1 Hiring Review in Progress
Planning & Development Services Department Senior Building Inspector 1 1 Hiring Review in Progress
Planning & Development Services Department Senior Planner 1 1 -
Planning & Development Services Department Senior Planner 1 1 -
Planning & Development Services Department Sr Plan Check Engineer 1 1 Filled
Planning & Development Services Department Technologist 1 1 -
Police Department Police Agent/Advance 1 1 Offer in Progress
Police Department Police Officer-Adv Bilingual 1 1 Posted
Police Department Police Officer-Adv-Bilingual 1 1 Posted
Police Department Police Officer-Bilingual 1 1 Posted
Police Department Police Officer-Inter 1 1 Posted
Police Department Police Officer-Inter 1 1 Posted
Police Department Police Officer-Inter 1 1 Posted
Police Department Public Safety Dispatcher - II 1 1 Posted
Police Department Public Safety Dispatcher - II 1 1 Posted
Public Works Department Coord Pub Wks Proj 1 1 -
Office of Transportation
Planning & Development Services Department
Police Department
Utilities Department
Library Services Department
Administrative Services Department
Community Services Department
Fire Department
Human Resources Department
Information Technology Department
Attachment B
Page 1 of 2
Docusign Envelope ID: F49C4F78-751F-4748-A105-2AB0666B993B
Item 1
Attachment A -
Memorandum Agenda
Item#1 Additional
Information
Item 1: Staff Report Pg. 7 Packet Pg. 17 of 20
Department Name Position Name Enterprise Funds General Fund Other Funds Total Recruitment Status
Public Works Department Administrative Associate III 1 1 -
Public Works Department Architect/Pk Planner 1 1 -
Public Works Department Assitant Fleet Manager 1 1 -
Public Works Department Cement Finisher 1 1 Interviews in Progress
Public Works Department Coord Pub Wks Proj 1 1 -
Public Works Department Equipment Maintenance Svcs Per 1 1 -
Public Works Department Fleet Services Coordinator 1 1 -
Public Works Department Industrial Waste Inspector 1 1 Interviews in Progress
Public Works Department Inspector, Field Svc 1 1 -
Public Works Department Landfill Technician 1 1 Filled
Public Works Department Management Assistant 1 1 -
Public Works Department Mgr Maint Ops 1 1 Posted
Public Works Department Motor Equip Mech - II 1 1 -
Public Works Department Sr Chemist 1 1 Interviews in Progress
Public Works Department Sr Operator WQC 1 1 -
Public Works Department Supv WQC Oper 1 1 -
Public Works Department Traf Cont Maint I 1 1 -
Public Works Department Tree Trim/Ln Clr 1 1 Interviews in Progress
Public Works Department Tree Trim/Ln Clr 1 1 Interviews in Progress
Public Works Department WQC Plant Operator II 1 1 Filled
Public Works Department WQC Plt Oper II 1 1 Filled
Public Works Department WQC Plt Oper II 1 1 Filled
Utilities Department Administrative Associate II 1 1 -
Utilities Department Asst Dir Util Customer Support Svcs 1 1 -
Utilities Department Cement Finisher 1 1 -
Utilities Department Cust Svc Represent 1 1 Interviews in Progress
Utilities Department Director Utilities 1 1 Filled
Utilities Department Electric Heavy Equip Oper 1 1 -
Utilities Department Electric Project Engineer 1 1 -
Utilities Department Electrical Equipment Tech 1 1 -
Utilities Department Electrician - Lead 1 1 Hiring Review in Progress
Utilities Department Engineering Technician III 1 1 Filled
Utilities Department Engr Mgr-WGW 1 1 Posted
Utilities Department Engr Tech III 1 1 Offer in Progress
Utilities Department Gas and Water Meas and Control Tech 1 1 Posting in Progress
Utilities Department HEO/Installer Repairer 1 1 -
Utilities Department Lineper/Cable Spl 1 1 Filled
Utilities Department Lineper/Cable Spl-L 1 1 -
Utilities Department Meter Reader 1 1 -
Utilities Department Meter Reader 1 1 -
Utilities Department Meter Reader-Lead 1 1 -
Utilities Department Metering Technician 1 1 Hiring Review in Progress
Utilities Department Mgmt Analyst - U 1 1 -
Utilities Department Mgr Util Telecommunications 1 1 -
Utilities Department OH UG Troubleman 1 1 Hiring Review in Progress
Utilities Department OH UG Troubleman 1 1 Hiring Review in Progress
Utilities Department Operations Supervisor 1 1 -
Utilities Department Project Engineer 1 1 Interviews in Progress
Utilities Department Senior Electrical Engineer 1 1 Posted
Utilities Department Senior Engineer - U 1 1 -
Utilities Department Sr Mkt Analyst 1 1 -
Utilities Department Sr Resource Planner 1 1 Interviews in Progress
Utilities Department Sr Resource Planner 1 1 -
Utilities Department Sr. Electrical Engineer 1 1 Posted
Utilities Department Substation Electrician 1 1 -
Utilities Department Util Comp Tech 1 1 Hiring Review in Progress
Utilities Department Util Engr Estimator 1 1 Filled
Utilities Department Util Install/Rep 1 1 -
Utilities Department Util Install/Rep 1 1 -
Utilities Department Utilities Supervisor 1 1 Hiring Review in Progress
Utilities Department Utilities System Analyst 1 1 Posting in Progress
Utilities Department Utility Field Services Representative 1 1 Posting in Progress
Utilities Department Utility Marketing Program Administrator 1 1 -
Utilities Department WGW Utilities Field Inspector 1 1 Hiring Review in Progress
Grand Total 52.5 56 13 121.5
Public Works Department
Attachment B
Page 2 of 2
Docusign Envelope ID: F49C4F78-751F-4748-A105-2AB0666B993B
Item 1
Attachment A -
Memorandum Agenda
Item#1 Additional
Information
Item 1: Staff Report Pg. 8 Packet Pg. 18 of 20
VENDOR NAME FY 2022 FY 2023 FY 2024 FY 2025 TOTAL
ANDERSON PACIFIC ENGINEERING 4,807,211$ 12,482,352$ 63,681,977$ 35,976,082$ 116,947,622$
SWINERTON BUILDERS 38,280,086 34,858,530 14,807,454 3,229,723 91,175,792
CRATUS INC 1,176,003 3,281,899 10,672,679 3,840,800 18,971,382
AUTHORITY FOR CA CITIES EXCESS LIAB 3,310,860 3,731,516 4,505,690 5,002,011 16,550,077
O'GRADY PAVING INC 2,360,486 4,653,097 3,840,945 4,724,323 15,578,851
C OVERAA & CO 2,203,374 6,090,607 3,921,656 2,019,673 14,235,311
THE DAVEY TREE SURGERY COMPANY 2,090,821 3,573,774 3,492,802 4,486,411 13,643,808
MP NEXLEVEL OF CALIFORNIA INC 2,855,718 2,612,140 3,825,663 4,138,041 13,431,562
PALO ALTO UNIFIED SCHOOL DISTRICT 3,629,898 3,062,529 3,623,060 2,836,483 13,151,970
DALEO INC 4,305,444 2,443,532 2,083,985 4,173,208 13,006,170
SENSUS USA INC 215,613 2,400,610 5,826,794 4,354,809 12,797,827
TEICHERT CONSTRUCTION 7,638,364 3,666,969 894,133 - 12,199,465
THOMAS J BRANDI - - - 12,000,000 12,000,000
OB SPORTS GOLF MANAGEMENT 3,122,574 3,184,540 3,068,513 1,618,863 10,994,490
SWA SERVICES GROUP INC 2,249,828 2,365,966 2,851,251 2,639,077 10,106,123
PALO ALTO HISTORY MUSEUM - - 4,777,772 3,920,991 8,698,763
STATE WATER RESOURCES CONTROL BOARD 2,488,129 2,486,524 2,512,076 977,432 8,464,161
RANGER PIPELINES INC - 7,306,584 123,778 - 7,430,363
HOT LINE CONSTRUCTION INC 2,641,827 3,008,291 1,665,130 - 7,315,248
CAROLLO ENGINEERS INC - 699,653 2,282,348 3,670,165 6,652,166
VIP POWERLINE CORP - - 1,756,961 4,453,040 6,210,001
BRIGHTVIEW LANDSCAPE SERVICES INC 890,764 1,320,835 1,963,288 1,568,856 5,743,744
COUNTY OF SANTA CLARA, VARIOUS DEPTS 2,948,403 857,686 842,347 911,023 5,559,458
GRANITE CONSTRUCTION CO INC 4,630,572 - - - 4,630,572
AZUL WORKS INC 4,163,911 448,603 - - 4,612,514
OBS ENGINEERING INC - - 1,755,208 2,516,626 4,271,834
PETS IN NEED 710,768 636,902 1,428,633 1,027,500 3,803,803
MAGELLAN ADVISORS LLC 1,174,320 833,866 1,226,712 519,863 3,754,761
NOVA PARTNERS INC 1,276,927 1,101,704 969,876 387,164 3,735,671
WEST COAST ARBORISTS, INC 196,313 1,206,142 1,347,977 923,431 3,673,862
ALLIANT INSURANCE SERVICES INC 691,067 724,583 1,103,113 1,131,133 3,649,897
EMANUEL LAW GROUP, A PROFESSIONAL CORPORATION - - - 3,600,000 3,600,000
SCA OF CA LLC - 1,043,522 1,308,114 1,168,404 3,520,041
NOMAD TRANSIT LLC - 310,133 1,826,266 1,128,195 3,264,594
LYSTEK INTERNATIONAL LIMITED 585,167 877,906 712,595 1,065,341 3,241,009
MCCANDLESS LIMITED LLC 822,708 820,353 833,131 724,838 3,201,031
BADGER METER 169,544 224,190 2,654,901 135,140 3,183,775
4LEAF INC 701,162 981,891 856,908 630,486 3,170,446
ONESOURCE SUPPLY SOLUTIONS LLC / ONESOURCE DISTRIBUTORS LLC 418,142 894,025 902,398 898,108 3,112,673
LIFEMOVES 233,688 123,820 2,237,009 360,612 2,955,129
BENINK & SLAVENS LLC - - - 2,889,519 2,889,519
INSIGHT PUBLIC SECTOR INC 513,856 750,418 784,542 833,460 2,882,276
VALLEY OIL COMPANY 702,958 802,220 791,304 558,999 2,855,480
STATE OF CALIFORNIA, VARIOUS DEPTS 674,340 814,232 900,881 464,268 2,853,721
EAGLE SYSTEMS INTERNATIONAL Inc 7,540 95,008 1,284,238 1,410,836 2,797,622
GOLDEN BAY CONSTRUCTION INC 884,067 486,345 921,060 469,287 2,760,760
TECHLINK SYSTEMS INC 133,350 693,112 1,003,054 912,281 2,741,797
PARKING GUIDANCE SYSTEMS LLC - - 954,388 1,678,710 2,633,097
285 HAMILTON LLC 695,149 622,786 686,536 624,572 2,629,043
LIFE INSURANCE OF NORTH AMERICA 623,142 693,420 775,164 527,713 2,619,439
SYNAGRO WWT INC 381,819 460,000 520,592 1,163,220 2,525,630
PRISM 522,540 544,155 663,436 786,563 2,516,694
ROSSDRULISCUSENBERY ARCHITECTURE INC 1,465,978 394,255 501,213 139,611 2,501,057
WOODARD & CURRAN 474,600 618,898 814,162 582,677 2,490,337
SAFEBUILT LLC 536,707 740,421 760,983 439,849 2,477,959
ALL CITY MANAGEMENT SERVICES INC 520,123 593,133 684,804 631,728 2,429,788
BLACK & VEATCH CORPORATION 1,237,333 526,685 222,907 439,643 2,426,568
BROWN AND CALDWELL 967,165 594,542 518,444 331,676 2,411,827
C&S ENGINEERS INC 872,545 695,848 695,677 135,729 2,399,799
GRAHAM CONTRACTORS INC 932,583 - - 1,365,067 2,297,649
ANIXTER INC 540,951 557,446 490,864 686,483 2,275,744
TMT ENTERPRISES INC 522,317 566,151 555,993 614,361 2,258,821
Largest Vendor Payments by Fiscal Year (All Funds)
* Data as of April 24, 2025
Includes Check, ACH, and most related wire payments (excludes top dollar for commodity purchases and City of Sunnyvale). Does not include P-Card payments.
Attachment C Page 1 of 2
Docusign Envelope ID: F49C4F78-751F-4748-A105-2AB0666B993B
Item 1
Attachment A -
Memorandum Agenda
Item#1 Additional
Information
Item 1: Staff Report Pg. 9 Packet Pg. 19 of 20
VENDOR NAME FY 2022 FY 2023 FY 2024 FY 2025 TOTAL
Largest Vendor Payments by Fiscal Year (All Funds)
* Data as of April 24, 2025
Includes Check, ACH, and most related wire payments (excludes top dollar for commodity purchases and City of Sunnyvale). Does not include P-Card payments.
PALO ALTO COMMUNITY CHILD CARE 399,916 546,472 707,392 594,353 2,248,133
DENALI WATER SOLUTIONS LLC 527,653 733,229 703,754 150,781 2,115,417
AVENIDAS 552,089 443,144 632,462 458,913 2,086,609
BAKER TILLY US LLP / BAKER TILLY ADVISORY GROUP LP 297,181 658,178 292,080 784,771 2,032,211
NAPA AUTO PARTS 437,559 625,466 776,427 175,413 2,014,865
CLEARESULT CONSULTING INC 266,520 299,771 688,660 696,039 1,950,990
RINCON CONSULTANTS INC 463,603 600,694 527,820 337,656 1,929,773
CASEY CONSTRUCTION INC - 660,216 1,039,111 189,624 1,888,951
EPI-USE LABS LLC - 746,834 621,237 507,390 1,875,462
DASHER TECHNOLOGIES INC 198,783 603,681 365,240 594,346 1,762,050
NATIONAL AUTO FLEET GROUP 532,060 486,355 646,720 59,308 1,724,442
BEST CONTRACTING SERVICES INC 1,543,896 174,184 - - 1,718,080
ACCURATE STRUCTURAL INC - 511,879 961,206 208,379 1,681,464
THE PELOTON ALLIANCE 341,484 391,532 539,744 403,472 1,676,232
MOMENTUM FOR HEALTH - - 620,033 1,050,511 1,670,544
BKF ENGINEERS 469,381 210,280 340,872 611,410 1,631,942
LAZ KARP ASSOCIATES LLC 327,866 298,093 462,270 518,538 1,606,767
JJR CONSTRUCTION INC - - - 1,595,400 1,595,400
CITY OF MENLO PARK 416,542 540,673 373,665 254,776 1,585,655
PIVOT INTERIORS INC 517,329 235,137 570,092 260,048 1,582,605
SAN FRANCISQUITO CREEK JOINT POWERS 337,240 395,926 472,763 350,935 1,556,864
HARRIS COMPUTER SYSTEMS 380,990 368,009 405,408 321,928 1,476,334
1900 EMBARCADERO PROPERTY OWNER LP 359,386 342,920 366,322 353,336 1,421,965
SAK CONSTRUCTION LLC - - - 1,412,579 1,412,579
HITACHI ENERGY USA INC 45,636 - 298,130 1,050,755 1,394,520
CONTRACT SWEEPING SERVICES 825,976 279,449 190,426 95,213 1,391,064
STANFORD UNIVERSITY 332,084 148,959 616,882 284,370 1,382,295
E SOURCE COMPANIES LLC 364,872 493,699 410,664 84,720 1,353,955
CLEAN HARBORS ENVIRONMENTAL SERVICE 379,885 254,717 228,614 446,640 1,309,856
CITY OF MOUNTAIN VIEW 603,515 178,116 239,924 286,055 1,307,609
RON PARIS CONSTRUCTION CO INC - 1,173,324 116,472 - 1,289,796
SAP PUBLIC SERVICES INC 297,634 307,554 316,360 325,697 1,247,246
THE OKONITE COMPANY - 113,926 521,418 584,568 1,219,911
GRANITE ROCK COMPANY 147,146 181,061 422,382 466,043 1,216,632
ISPATIAL TECHNO SOLUTIONS INC 410,740 443,760 213,160 136,060 1,203,720
AT&T 303,440 313,117 301,458 262,676 1,180,690
MNS ENGINEERS INC 598,307 444,684 131,491 - 1,174,482
ACCELA INC 213,021 206,379 362,739 380,876 1,163,015
EMERALD TRANSFORMER 6,935 2,725 7,332 1,137,931 1,154,923
TRB AND ASSOCIATES, INC 50,831 241,028 409,185 446,939 1,147,982
GOLDEN STATE FIRE APPARATUS INC - 1,135,943 - - 1,135,943
NV5 INC 332,031 389,643 244,787 164,251 1,130,713
DG WEST 2021 LLC 147,485 341,795 346,890 253,787 1,089,957
M-GROUP (METROPOLITAN PLANNING GROUP)216,800 364,893 337,960 157,030 1,076,682
HAMILTON AND HIGH LLC - - 1,075,000 - 1,075,000
ARC DOCUMENT SOLUTIONS LLC 225,965 265,187 303,984 266,900 1,062,037
AECOM TECHNICAL SERVICES INC 218,841 139,619 640,803 57,496 1,056,759
JOHNSON CONTROLS FIRE PROTECTION LP 159,068 271,119 446,790 174,831 1,051,809
GOLDEN GATE SYSTEMS LLC 134,396 110,798 357,061 436,196 1,038,451
CANOPY 114,403 397,410 229,750 280,825 1,022,388
BAKER & TAYLOR / BAKER TILLY ADVISORY GROUP LP 221,298 232,140 282,464 280,369 1,016,272
GSW CONSTRUCTION INC - - 859,556 142,607 1,002,163
GRAND TOTAL 130,918,542$ 143,868,067$ 198,738,341$ 160,536,844$ 634,061,794$
Attachment C Page 2 of 2
Docusign Envelope ID: F49C4F78-751F-4748-A105-2AB0666B993B
Item 1
Attachment A -
Memorandum Agenda
Item#1 Additional
Information
Item 1: Staff Report Pg. 10 Packet Pg. 20 of 20