HomeMy WebLinkAbout2020-03-16 City Council Agenda PacketCity Council
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Monday, March 16, 2020
Regular Meeting
Council Chambers
6:00 PM
(or as soon thereafter)
Agenda posted according to PAMC Section 2.04.070. Supporting materials are available in
the Council Chambers on the Thursday 11 days preceding the meeting.
PUBLIC COMMENT Members of the public may speak to agendized items; up to three minutes per speaker, to be determined by the
presiding officer. If you wish to address the Council on any issue that is on this agenda, please complete a speaker
request card located on the table at the entrance to the Council Chambers, and deliver it to the City Clerk prior to discussion of the item. You are not required to give your name on the speaker card in order to speak to the
Council, but it is very helpful. Public comment may be addressed to the full City Council via email at
City.Council@cityofpaloalto.org.
TIME ESTIMATES
Time estimates are provided as part of the Council's effort to manage its time at Council meetings. Listed times
are estimates only and are subject to change at any time, including while the meeting is in progress. The Council reserves the right to use more or less time on any item, to change the order of items and/or to
continue items to another meeting. Particular items may be heard before or after the time estimated on the
agenda. This may occur in order to best manage the time at a meeting or to adapt to the participation of the
public. To ensure participation in a particular item, we suggest arriving at the beginning of the meeting and remaining until the item is called.
HEARINGS REQUIRED BY LAW Applicants and/or appellants may have up to ten minutes at the outset of the public discussion to make their remarks and up to three minutes for concluding remarks after other members of the public have spoken.
Call to Order
Closed Session 6:00-6:45 PM
Public Comments: Members of the public may speak to the Closed Session item(s); three minutes per speaker.
1.CONFERENCE WITH CITY ATTORNEY-EXISTING LITIGATION
Santa Clara County Superior Court, Case No. 16CV300760
(One Case, as Defendant) –Miriam Green v. City of Palo Alto
Authority: Government Code Section 54956.9(d)(1)
2.THIS ITEM HAS BEEN MOVED TO THE END OF THE AGENDA
Rail Communications Update
3.Connecting Palo Alto Rail Grade Separation: Receive an Update From
the Expanded Community Advisory Panel (XCAP)
NO DISCUSSION THIS EVENING-INFORMATION REPORT ONLY
REVISED
Public
Comment
2 March 16, 2020
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Agenda Changes, Additions and Deletions
Oral Communications 6:45-7:00 PM
Members of the public may speak to any item NOT on the agenda. Council reserves the right to limit the duration of
Oral Communications period to 30 minutes.
Minutes Approval 7:00-7:05 PM
4.Approval of Action Minutes for the February 24 and March 2, 2020
Council Meetings
Consent Calendar 7:05-7:10 PM
Items will be voted on in one motion unless removed from the calendar by three Council Members.
5.Authorize Transmittal of the 2019 Comprehensive Plan Annual
Progress Report to the Office of Planning and Research, and the 2019
Housing Element Annual Progress Report to the Department of
Housing and Community Development
6.SECOND READING: Adoption of an Ordinance Amending Chapter 1.12
(Administrative Penalties – Citations) to Provide for an Administrative
Hearing Upon Partial Advance Deposit of $250 and Clarify Existing
Procedures for Hearings (FIRST READING: March 2, 2020 PASSED:
6-0 Kou absent)
City Manager Comments
Action Items
Include: Reports of Committees/Commissions, Ordinances and Resolutions, Public Hearings, Reports of Officials, Unfinished Business and Council Matters.
7:10-9:00 PM
6A. Update Regarding City Responses to Covid-19, including Community
Education and Service Changes; Ratification of Proclamation of Local
Emergency
9:00-9:30 PM
7.Adoption of two Ordinances Amending Various Sections of Chapter
2.08 (Officers and Departments), Chapter 2.30 (Contracts and
Purchasing Procedures); Chapter 10.50 (Residential Preferential
Parking Districts), Chapter 10.51 (Crescent Park no Overnight Parking
Program); and Title 18 (Zoning) to Reflect Updates to the Organization
of Some City Departments and Duties; Clean up the City’s Purchasing
Procedures; add a new Exemption From Competitive Solicitation for
Some Types of Personnel-related Services Contracts; and Update
Enforcement and Hearing Procedures in the Zoning Code
Public
Comment
3 March 16, 2020
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8.Acceptance of the GreenWaste of Palo Alto Environmental Report;
Authorization to Negotiate and Execute an Amendment to GreenWaste
Contract Number C09124501 to Increase Compensation by up to
$950,000 to Process Mixed Paper Within the United States; and
Approval of a Budget Amendment in the Refuse Fund (ITEM
CONTINUED TO MARCH 23, 2020)
Council Member Questions, Comments and Announcements
Members of the public may not speak to the item(s)
Closed Session 9:30-10:00 PM
Public Comments: Members of the public may speak to the Closed Session item(s); three minutes per speaker.
2.CONFERENCE WITH CITY ATTORNEY-POTENTIAL LITIGATION
Subject: Threatened Litigation Over February 4, 2019
Conditional Approvals and Denials of Crown Castle Cluster 2
[17PLN-00433] Small Cell Nodes
Authority: Government Code Section 54956.9(d)(2)
One Potential Case, as Defendant
Adjournment
AMERICANS WITH DISABILITY ACT (ADA) Persons with disabilities who require auxiliary aids or services in using City facilities, services or programs or who
would like information on the City’s compliance with the Americans with Disabilities Act (ADA) of 1990, may
contact (650) 329-2550 (Voice) 24 hours in advance.
MEMO
4 March 16, 2020
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DURING NORMAL BUSINESS HOURS.
Additional Information
Standing Committee Meetings
Finance Committee Meeting Cancellation March 17, 2020
Sp. Council Appointed Officers (CAO) Meeting March 17, 2020
Sp. Policy and Services Committee Meeting March 17, 2020
Sp. City / School Committee Meeting March 19, 2020
Schedule of Meetings
Schedule of Meetings
Tentative Agenda
Tentative Agenda
Informational Report
City of Palo Alto's Energy Risk Management Report for the Second Half of
Fiscal Year 2019
Independent Police Auditor's Report for First Half of 2018 and Supplemental
Report From the City Manager
Review of Contracts Awarded by the City Manager and Procurement Officer
per Palo Alto Municipal Code (PAMC) Section 2.30.710, for the Period of July
2019 Through December 2019
Connecting Palo Alto Rail Grade Separation: Receive an Update From the
Expanded Community Advisory Panel (XCAP)
Public Letters to Council
March 9, 2020 Set 1
March 16, 2020 Set 2
CITY OF PALO ALTO OFFICE OF THE CITY CLERK
March 16, 2020
The Honorable City Council
Attention: Finance Committee
Palo Alto, California
Approval of Action Minutes for the February 24 and March 2, 2020
Council Meetings
Staff is requesting Council review and approve the attached Action Minutes.
ATTACHMENTS:
• Attachment A: 02-24-20 DRAFT Action Minutes (PDF)
• Attachment B: 03-02-20 DRAFT Action Minutes (PDF)
Department Head: Beth Minor, City Clerk
Page 2
CITY OF PALO ALTO CITY COUNCIL
DRAFT ACTION MINUTES
Page 1 of 6
Special Meeting
February 24, 2020
The City Council of the City of Palo Alto met on this date in the Council
Chambers at 5:05 P.M.
Present: Cormack, DuBois, Filseth, Fine, Kniss, Kou, Tanaka
Absent:
Closed Session
1. CONFERENCE WITH LABOR NEGOTIATORS
City Designated Representatives: City Manager and his Designees
Pursuant to Merit System Rules and Regulations (Ed Shikada, Rumi Portillo, Sandra Blanch, Nicholas Raisch, Molly Stump, Terence
Howzell, and Kiely Nose)
Employee Organization: (1) Utilities Management and Professional
Association of Palo Alto (UMPAPA)
Authority: Government Code Section 54957.6 (a).
MOTION: Council Member Kniss moved, seconded by Council Member
Cormack to go into Closed Session.
MOTION PASSED: 7-0
Council went into Closed Session at 5:06 P.M.
Council returned from Closed Session at 6:10 P.M.
Mayor Fine announced no reportable action.
Study Session
2. Study Session on Community Policing.
NO ACTION TAKEN.
Minutes Approval
3. Approval of Action Minutes for the February 1, 3, and 10, 2020 Council
Meetings.
DRAFT ACTION MINUTES
Page 2 of 6
City Council Meeting
Draft Action Minutes: 02/24/2020
MOTION: Council Member Cormack moved, seconded by Council Member
Filseth to approve the Action Minutes for the February 1, 3, and 10, 2020
Council Meetings.
MOTION PASSED: 7-0
Consent Calendar
Council Member Tanaka registered a no vote on Agenda Item Number 7.
MOTION: Council Member Kou moved, seconded by Vice Mayor DuBois to
approve Agenda Item Numbers 4-11.
4. Approval of Contract Number C20175301 With S. Groner and
Associates, Inc. in the Amount of $296,000 for Graphic Design and
Public Outreach Services for Public Works Watershed Protection.
5. Approval of Amendment Number 1 to Contract Number C18169791
With BKF Engineers to Increase the Third Year Funding by $150,000
and Extend the Contract Term for an Additional two Years at $300,000
per Year, for a new Not-to-Exceed Total of $1,200,000 to Provide
Surveying and Design Services.
6. Approval of Contract Number C20176783 With AECOM Technical
Services, Inc. for Professional Services Related to the 2020
Sustainability and Climate Action Plan (S/CAP) Update and SB743
Implementation in the Amount of $573,228; and Approval of an
Exemption From Competitive Solicitation for SB743 Scope of Work.
7. Approval of a Three-year Agreement With Insight Public Sector for
Citywide Microsoft Licensing, Utilizing the County of Riverside
Agreement, in the Annual Amount of $497,486 and a Contingency of
ten Percent in the Annual Amount of $49,748, for a Total Not-to-
Exceed Amount of $547,234.
8. Approval of a Blanket Purchase Order With Oldcastle Infrastructure,
Inc., as the City's Standard Supplier of Certain Equipment for the
Utility's Electric Underground System, in an Annual Amount of
$350,000 for a Total Purchase Amount of $1,600,000 Over the Next
4.5 Years.
9. Approval to Acquire Replacement Pre-hospital Monitors/Defibrillators
for Emergency Responses in a Not-to-Exceed Amount of $709,644 for
Fiscal Years 2020-2026.
DRAFT ACTION MINUTES
Page 3 of 6
City Council Meeting
Draft Action Minutes: 02/24/2020
10. Interim Ordinance 5490 Entitled, “Ordinance of the Council of the City
of Palo Alto Amending Title 18 (Zoning) of the Palo Alto Municipal Code to Temporarily Allow Overnight Safe Parking on Sites in all Zoning
Districts With a Church or Religious Institution;” Establishing Related
Regulations, and Finding the Ordinance Exempt From the California
Environmental Quality Act (CEQA) Under Guidelines Section 15301
(FIRST READING: January 13, 2020, PASSED 7-0).
11. Approval of the Appointment of Council Member Kniss as the Alternate
to the Santa Clara Valley Transportation Authority (VTA) Group 2
Cities Working Group.
MOTION PASSED FOR AGENDA ITEM NUMBERS 4-6, 8-11: 7-0
MOTION PASSED FOR AGENDA ITEM NUMBER 7: 6-1 Tanaka no
Action Items
12. Evaluation of the Neighborhood Traffic Safety and Bicycle Boulevard
Phase 1 Project, Including; Acceptance of Findings Regarding
Increasing Bicycle Usage, Affirmation or Approval of Project
Modifications, Affirmation of Planned Education Activities, and Process
to Update Community Engagement; and Acknowledgement of
Associated Actions by Staff.
Council Member Cormack advised she would not participate in this item as
she owns property in the area.
MOTION: Council Member Tanaka moved, seconded by Mayor Fine to:
A. Accept this report on the Ross Road Bicycle Boulevard and
Moreno/Amarillo Bicycle Boulevard project;
B. Affirm the implemented modifications that have been made to the
Bicycle Boulevard Phase 1 plan originally approved by the City;
C. Approve proposed modifications including the designation of Ross Road
and E. Meadow Drive as a two-way stop with the stops on E. Meadow
Drive, the reassignment of stop controls on Louis Road at Moreno
Avenue (west), at Moreno Avenue (east), at Fielding Drive, and at
Amarillo Avenue, and the installation of supplemental warning and
guide signs and pavement markings;
D. Affirm planned efforts by Staff to enhance educational activities to
address the observed unsafe behavior of motorists, bicyclists, and
pedestrians;
DRAFT ACTION MINUTES
Page 4 of 6
City Council Meeting
Draft Action Minutes: 02/24/2020
E. Affirm that the community engagement process will be updated to
reflect the lessons learned with the input of the Planning and Transportation Commission, the Pedestrian and Bicycle Advisory
Committee, and the City/School Traffic Safety Committee, and return
the process to the City Council for discussion;
F. Acknowledge that the guidelines, criteria, and design standard for the
application of speed humps will be updated; and
G. Acknowledge that the Office of Transportation is undertaking steps to
build its staffing and capacity to manage projects like the Bicycle
Boulevards.
INCORPORATED INTO THE MOTION WITH THE CONSENT OF THE MAKER AND SECONDER to add to the Motion, “Direct the Planning and
Transportation Commission to look at the roundabout on East Meadow”.
(New Part H)
INCORPORATED INTO THE MOTION WITH THE CONSENT OF THE
MAKER AND SECONDER to add to the Motion, “Direct Staff to consider the
full range of cost-effective options for bicycle infrastructure, including traffic
diverters”. (New Part I)
INCORPORATED INTO THE MOTION WITH THE CONSENT OF THE
MAKER AND SECONDER to amend Motion Part H to state, “…after
installation of stop signs”.
INCORPORATED INTO THE MOTION WITH THE CONSENT OF THE
MAKER AND SECONDER to add to the Motion, “Direct the Parks and
Recreation Commission to look at more greenery features in the
roundabouts”. (New Part J)
MOTION AS AMENDED RESTATED: Council Member Tanaka moved,
seconded by Mayor Fine to:
A. Accept this report on the Ross Road Bicycle Boulevard and
Moreno/Amarillo Bicycle Boulevard project;
B. Affirm the implemented modifications that have been made to the
Bicycle Boulevard Phase 1 plan originally approved by the City;
C. Approve proposed modifications including the designation of Ross Road
and E. Meadow Drive as a two-way stop with the stops on E. Meadow
Drive, the reassignment of stop controls on Louis Road at Moreno
Avenue (west), at Moreno Avenue (east), at Fielding Drive, and at
DRAFT ACTION MINUTES
Page 5 of 6
City Council Meeting
Draft Action Minutes: 02/24/2020
Amarillo Avenue, and the installation of supplemental warning and
guide signs and pavement markings;
D. Affirm planned efforts by Staff to enhance educational activities to
address the observed unsafe behavior of motorists, bicyclists, and
pedestrians;
E. Affirm that the community engagement process will be updated to
reflect the lessons learned with the input of the Planning and Transportation Commission, the Pedestrian and Bicycle Advisory
Committee, and the City/School Traffic Safety Committee, and return
the process to the City Council for discussion;
F. Acknowledge that the guidelines, criteria, and design standard for the
application of speed humps will be updated; and
G. Acknowledge that the Office of Transportation is undertaking steps to
build its staffing and capacity to manage projects like the Bicycle
Boulevards;
H. Direct the Planning and Transportation Commission to look at the
roundabout on East Meadow after installation of stop signs;
I. Direct Staff to consider the full range of cost-effective options for
bicycle infrastructure, including traffic diverters; and
J. Direct the Parks and Recreation Commission to look at more greenery
features in the roundabouts.
MOTION AS AMENDED PASSED: 6-0 Cormack recused
Council took a break at 9:59 P.M. and returned at 10:07 P.M.
13. Update From the Ad hoc Committee (Vice Mayor DuBois and Council
Member Cormack) on Boards and Commissions and Potential Next
Steps
MOTION: Mayor Fine moved, seconded by Council Member Kniss to Direct
the Ad hoc to continue their good work and explore the following issues:
A. Annual work plans and process to change them;
B. Make a proposal on term limits;
C. Explore moving to a single interview period in the Spring;
DRAFT ACTION MINUTES
Page 6 of 6
City Council Meeting
Draft Action Minutes: 02/24/2020
D. Throw a party for and disband the Library Advisory Commission; and
E. Scope out and provide feedback on what other cities do for both the
Senior and Sustainability Commissions.
INCORPORATED INTO THE MOTION WITH THE CONSENT OF THE MAKER AND SECONDER to add to Motion Part C, “including Fall as a
backup”.
MOTION AS AMENDED RESTATED: Mayor Fine moved, seconded by Council Member Kniss to Direct the Ad hoc to continue their good work and
explore the following issues:
A. Annual work plans and process to change them;
B. Make a proposal on term limits;
C. Explore moving to a single interview period in the Spring, including Fall
as a backup;
D. Throw a party for and disband the Library Advisory Commission; and
E. Scope out and provide feedback on what other cities do for both the
Senior and Sustainability Commissions.
MOTION AS AMENDED PASSED: 7-0
Adjournment: The meeting was adjourned at 11:18 P.M. with gratitude to
the Marin County First Responders who rescued Palo Alto citizens, Carol
Kiparsky and Ian Irwin.
CITY OF PALO ALTO CITY COUNCIL
DRAFT ACTION MINUTES
Page 1 of 3
Regular Meeting
March 2, 2020
The City Council of the City of Palo Alto met on this date in the Council
Chambers at 6:06 P.M.
Present: Cormack; DuBois participating remotely; Filseth, Fine, Kniss,
Tanaka
Absent: Kou
Study Session
1. Semiannual Update on the Status of Capital Improvement Program
Projects.
NO ACTION TAKEN
Agenda Changes, Additions and Deletions
None.
Consent Calendar
Council Member Tanaka registered a no vote on Agenda Item Number 3.
MOTION: Council Member Cormack moved, seconded by Mayor Fine to
approve Agenda Item Numbers 2-4.
2. Acceptance of the Northwest County Recycled Water Strategic Plan
Report.
3. Review of the Fiscal Year (FY) 2020 Mid-year Budget Status, Approve
Budget Amendments in Various Funds, and Amend the Salary Schedules
for Services Employees’ International Union - Hourly (SEIU - H) and Limited Hourly (HRLY) Groups in Accordance With the City's 2020
Minimum Wage Ordinance.
4. Adoption of an Ordinance Amending Chapter 1.12 (Administrative
Penalties – Citations) to Provide for an Administrative Hearing Upon
Partial Advance Deposit of $250 and Clarify Existing Procedures for
Hearings.
DRAFT ACTION MINUTES
Page 2 of 3
City Council Meeting
Draft Action Minutes: 03/02/2020
MOTION PASSED FOR AGENDA ITEM NUMBERS 2 AND 4: 6-0 Kou absent
MOTION PASSED FOR AGENDA ITEM NUMBER 3: 5-1 Tanaka no, Kou
absent
Council took a break at 7:43 P.M. and returned at 7:57 P.M.
Action Items
5. Resolution 9882 Entitled, “Resolution of the Council of the City of Palo
Alto to Extend the Bicycle and Electric Scooter Share Pilot Program for
One Year.”
MOTION: Council Member Tanaka moved, seconded by Mayor Fine to adopt
a Resolution approving a one-year extension of the bicycle and electric scooter
share pilot program through March 31, 2021.
INCORPORATED INTO THE MOTION WITH THE CONSENT OF THE
MAKER AND SECONDER to remove the low-wage requirement.
MOTION AS AMENDED: Council Member Tanaka moved, seconded by Mayor
Fine to adopt a Resolution approving a one-year extension of the bicycle and
electric scooter share pilot program through March 31, 2021 with the following
changes:
A. Remove the low-wage requirement.
MOTION AS AMENDED PASSED: 6-0 Kou absent
6. Review of the Report on the Palo Alto History Museum (Roth Building,
300 Homer Avenue) Fundraising Goal and Discussion of Options and
Direction for the Next Steps.
MOTION: Council Member Kniss moved, seconded by Council Member Filseth
to:
A. Approve allocation of $65,000 from the FY 2020 City Council
Contingency account to the Sea Scouts/Environmental Volunteers, consistent with direction provided by Council on December 17, 2018;
and
B. Authorize the City Manager to negotiate and execute an agreement with
Sea Scouts/Environmental Volunteers for use of the $65,000 in
dedicated funding from the City Council Contingency account.
MOTION PASSED: 6-0 Kou absent
DRAFT ACTION MINUTES
Page 3 of 3
City Council Meeting
Draft Action Minutes: 03/02/2020
MOTION: Council Member Kniss moved, seconded by Council Member
Cormack to:
A. Move forward with options for an RFP, including potential rezoning of
the site;
B. Additionally, include a possible shared space arrangement; and
C. Return to City Council by Monday, May 4, 2020 with these new
opportunities in order to gauge interest.
INCORPORATED INTO THE MOTION WITH THE CONSENT OF THE
MAKER AND SECONDER to amend the Motion Part C to state “Return to
City Council by Monday, May 4, 2020 with a status report.”
INCORPORATED INTO THE MOTION WITH THE CONSENT OF THE MAKER AND SECONDER to add to the Motion “Refer to the Finance
Committee discussion of the possibility that the City fund the build-out”
(New Part D).
MOTION AS AMENDED RESTATED: Council Member Kniss moved, seconded
by Council Member Cormack to:
A. Move forward with options for an RFP, including potential rezoning of
the site;
B. Additionally, include a possible shared space arrangement;
C. Return to City Council by Monday, May 4, 2020 with a status report; and
D. Refer to the Finance Committee discussion of the possibility that the City
fund the build-out.
MOTION SPLIT FOR PURPOSE OF VOTING
MOTION PART A PASSED: 5-1 DuBois no, Kou absent
MOTION PARTS B-D AS AMENDED PASSED: 6-0 Kou absent
Adjournment: The meeting was adjourned at 9:55 P.M.
City of Palo Alto (ID # 11000)
City Council Staff Report
Report Type: Consent Calendar Meeting Date: 3/16/2020
City of Palo Alto Page 1
Summary Title: 2019 Annual Comprehensive Plan and Housing Element
Progress Report
Title: Authorize Transmittal of the 2 019 Comprehensive Plan Annual
Progress Report to the Office of Planning and Research and the 2019 Housing
Element Annual Progress Report to the Department of Housing and
Community Development
From: City Manager
Lead Department: Planning and Development Services
Recommendation
Acknowledge receipt of the following State-mandated Annual Progress Reports and direct staff
to submit them to the appropriate State authorities; reports consist of (1) Comprehensive Plan
2019 annual progress report to the Office of Planning and Research (OPR) and (2) Housing
Element 2019 annual progress report to the Department of Housing and Community
Development (HCD) by April 1, 2020.
Executive Summary
In accordance with Government Code section 65400 and Palo Alto’s 2030 Comprehensive
Plan, the City is required to submit two Annual Progress Reports (APRs) to the State Office
of Planning and Research (OPR) and State Department of Housing and Community
Development (HCD). One APR (Attachments A and B) reports the City’s progress
implementing the 410 programs identified in the Palo Alto Comprehensive Plan, including
the 72 items in the 2023 Housing Element.
The second APR (Attachments C and B) reports progress the City made in 2019 towards
implementing the Housing Element. The HCD report is more data driven. This report
provides an update on the City’s progress in 2019 toward meeting the City’s Regional
Housing Needs Allocation (RHNA). It also documents the net new housing units added in
City of Palo Alto Page 2
the City in 2019, and the city’s progress in implementing Housing Element programs. The
State mandates use of specific formats for each of these progress reports.
April 1, 2020 is the deadline for the City to prepare and send for both reports, in the mandated
format. Palo Alto must also hold a public hearing on the report to allow public comments.
Additional SB 35 streamlining provisions for housing development applications will be triggered
if the City does not submit the reports.
Planning and Transportation Commission
On February 12, 2020 the Planning and Transportation Commission held a public hearing and
discussed the two staff-prepared Annual Progress Reports. The minutes for the meeting are
available online.1 The Commissioners recommended that the 2017-2030 Comprehensive Plan
and Housing Element APRs be forwarded to the City Council and that staff be directed to submit
the two reports to the appropriate state agencies before April 1, 2020.
Discussion
2030 Comprehensive Plan Annual Progress Report 2019
The Comprehensive Plan is Palo Alto’s long-range policy document that will be
implemented over 11 years. The 2030 Comprehensive Plan2 Implementation Plan contains
410 programs attributed to approximately 15 different lead agencies or departments. Since
the Comprehensive Plan was adopted in late 2017, the implementation of many programs
remains ongoing. Table 1 shows the status of the programs completed, partially complete,
ongoing, and pending.
Table 1. 2019 Implementation Status of the Comprehensive Plan Programs
2019 Status Number of Programs % of Total Programs
Complete 34 8
Partially Complete 42 10
Ongoing 233 57
Pending 101 25
Total 410 100%
Source: Planning and Development Services Department, City of Palo Alto
1 PTC Minutes of February 12, 2020
https://www.cityofpaloalto.org/civicax/filebank/blobdload.aspx?t=70102.15&BlobID=75469.
2 https://www.cityofpaloalto.org/civicax/filebank/documents/62915
City of Palo Alto Page 3
Guide to the Annual Progress Report
Attachment A of this staff report is a table listing the 2017-2030 Comprehensive Plan
implementation programs and their status in 2019 for the following four required Plan
Elements: Land Use and Community Design Element, Transportation Element, Natural
Environment Element and Safety Element. The table also includes the two optional
Elements: Business and Economics, and Community Services and Facilities, along with the
Governance chapter. The Comprehensive Plan Implementation Chapter (starting on page
211) lists the programs in detail. The report on the Comprehensive plan identifies priority
levels in terms of accomplishment and relative financial resources required for each
program. The City Council established these priorities at the time the current plan was
adopted.
Level of Effort
The Level of Effort Column shows an order of magnitude of cost in terms of staff and monetary
resources required to implement each program. This measure is relative and is documented by
“$” low level, “$$” moderate level, and “$$$” significant level of financial commitment to
complete the program. Staff established the level of financial resources commitment during the
preparation of the Implementation Plan. The consideration included that some programs are
already budgeted and ongoing. Staff also considered implementation of other programs will
need the City Council to identify resources during future budget cycles.
Program Timing Priorities
The Comprehensive Plan established priorities in terms of timing for program
implementation. The following five categories, which appear in the attached table
(Attachment A), reflect the level of priority for program accomplishment:
S: “Short-term” – programs planned for implementation within the first five years after
Comprehensive Plan adoption
M: “Medium-term” – typically means programs that would be implemented or
completed roughly within five to ten years after Comprehensive Plan adoption
L: “Long-term” – programs that would be implemented or completed more than ten
years after Comprehensive Plan adoption
IP: “In progress” – programs that were already underway to complete a specific, defined
work effort at the time of the Comprehensive Plan’s adoption, and
R: “Routine” activities that are part of the normal course of business for staff.
Most of the Implementation Plan’s routine (“R”) programs were successfully initiated in
2018 and 2019, along with many short-term (“S”) programs. Many other short-term and
City of Palo Alto Page 4
even some medium- term (“M”) programs were partially completed in 2019. As expected,
very few long-term (“L”) programs were partially or fully completed. It is not uncommon for
priorities to shift over time depending on resource availability.
2019 Completion Status
The progress towards each of the 410 programs is identified in the “2019 Status” column of
the attached table (Attachment A). The key for the “2019 Status” column is noted below:
C = Complete, PC = Partially Complete, O = Ongoing, P = Pending
2015-2023 Housing Element and the Mandated Annual Progress Report 2019
The HCD Department requires an annual report addressing the City’s 2019 progress
implementing the Housing Element. The report includes data on housing production and
accomplishments toward the City’s RHNA goals. Under its State mandate, the City is
required to update its Housing Element every eight years. The City’s adopted its current
Housing Element for the period of 2015-2023 on November 10, 2014. The HCD certified
Palo Alto’s Housing Element on January 20, 2015. The Housing Element can be found at the
link provided here: https://www.cityofpaloalto.org/civicax/filebank/documents/37935
The Housing Element covers five key areas:
1. Analysis of existing needs, including the number of people living in substandard or
overcrowded housing, people paying more for their homes than they can
sustainably afford, people with special housing needs, and affordable units at risk
of converting to market rate.
2. Analysis of projected needs, including the allocation to the City of income-specific
housing needs developed by the Association of Bay Area Governments (ABAG).
3. A site inventory where housing development is allowed, as well as supported by
infrastructure and the environment.
4. Analysis of government controls on housing development.
5. Programs, policies and objectives that the City will adopt to assist the
development of housing for different income and special needs groups, ensure
equal housing opportunity, and preserve and improve the existing housing stock.
The HCD mandated that the 2019 APR for the Housing Element focus on three topics:
1. Total number of net new housing units produced or “permitted” by the City in a
calendar year;
2. Status of the City’s progress in addressing its Regional Housing Needs Allocation
(RHNA);
City of Palo Alto Page 5
3. Status of the implementation of the 2015-2023 Housing Element’s programs and
goals.
A link to the City’s 2019 housing data assembled for the Annual Progress Report update
can be found at:
https://www.cityofpaloalto.org/civicax/filebank/blobdload.aspx?t=60494&BlobID=75396
3
Importantly, the State requires the APR to describe the City’s progress in meeting its share of
Regional Housing Needs Allocation (RHNA) and efforts to preserve, rehabilitate, or produce
housing. As part of the RHNA process overseen by the Association of Bay Area Governments
(ABAG), the City of Palo Alto was assigned a quantified goal of 1,988 units. This number
represents the City’s “fair share” of projected housing need over the 2015-2023 planning
period. The projected need is distributed among the following income groups: extremely low
and very low (691 units), low (432 units), moderate (278 units), and above moderate (587 units)
income. Table 2 shows the RHNA breakdown by income group:
Table 2: City of Palo Alto Regional Housing Needs Allocation 2015-2023
Income Group % of County
Median Income
Palo Alto RHNA
(2014-2022)
% of Units
Very Low 0-50% 691 35%
Low 51-81% 432 22%
Moderate 81-120% 278 14%
Above
Moderate
120%+ 587 29%
Total 1,988 100%
Note: In 2019 the Santa Clara County median income was $131,400.
Table 3 below provides a summary of the City’s progress in meeting its RHNA through 2019.
The numbers are based on Building Permits Issued as required by HCD. Since the City is 62%
through its current housing planning cycle, it should be noted that it has produced 72% of its
Above Moderate Income RHNA goal.
3 Note that table A2 of this document online contains very small type that must be enlarged to view
City of Palo Alto Page 6
Table 3: City of Palo Alto RHNA Progress 2014-2019 Cumulative
Income Group Palo Alto RHNA Number of Units % of RHNA
Permitted Accomplished
Very Low 691 43 6%
Low 432 65 15%
Moderate 278 26 9%
Above Moderate 587 420 72%
Total 1,988 556 28%
Housing Goals, Policies, and Programs Implementation
The Housing Element contains 72 adopted programs that the City will need to implement
during the Housing Element period ending in 2023. Table 4 below includes a summary of the
status of those programs. Of the 72 programs listed in the Housing Element:
• 31 are ongoing programs (effectively completed);
• 25 have been completed;
• 11 are underway; and
• 5 programs have not yet been completed.
Of these adopted programs 56 (78%) are considered complete e.g. established on-going
programs and completed programs. The City is 62% of the way through the current Housing
Element cycle, therefore is keeping pace with completing the Housing program by 2023. Most
of the 11 programs (15%) underway and the 5 (7%) not yet addressed are addressed in the
City’s current Housing Work Program that was reviewed by the City Council in February 2020.
Table 4. Status of Near-Term Housing Element Programs (December 2014 to December
2019) and Ongoing Programs
City of Palo Alto Page 7
Ongoing Promote/Incentivize Rehabilitation and
Neighborhood Revitalization:
H1.1.1; H3.2.2; H1.3.1
Implementation of BMR Ordinance
H3.1.2; H3.1.3; H3.1.5Enforcement of
Condominium Conversion
H3.1.9; H3.1.10
Support of 100% Affordable Housing Projects
H3.1.11; H3.3.1; H3.3.2; H3.4.2; H2.3.1
Assisting Lower Income Households
H3.4.4; H3.2.1
Regional Efforts to Support Housing
H3.3.6; H3.4.1; H3.5.1; H4.1.1; H5.1.3; H3.1.13
Fair Housing and CDBG Implementation
H4.1.2; H4.1.3; H4.1.4; H4.1.5; H4.1.6
Promote Green Building
H5.1.1; H5.1.2; H5.1.4; H5.1.5; H5.1.6
31
Completed Modifying Zoning Code for Promotion of ADU
H1.1.2; H3.3.5
Amending Zoning Code and BMR Ordinance to
Create Incentives for Affordable Housing and
Workforce Housing
H2.1.4; H2.1.9; H3.6.1; H2.2.1; H3.1.1; H2.1.1;H2.1.2;
H2.2.8; H2.1.3; H2.1.6; H3.1.12; H2.2.7; H3.3.3;
Promotion of Housing Sites and Developed Plans
H2.1.8; H5.1.7; H2.2.6; H2.1.12;
Housing Preservation via Financial Incentives
H2.2.4; H3.1.8
Creation of Affordable Housing Fund via Impact
and In-lieu payments
H3.4.3; H3.1.6
Support of Transitional Housing
H3.5.2; H3.5.3;
25
City of Palo Alto Page 8
Table 4. Status of Near-Term Housing Element Programs (December 2014 to December
2019) and Ongoing Programs
Partially Reduction of Fees and Flexible Development 11
Completed Standards for Preservation of Cottages
H1.1.3; H2.1.4
BMR Requirements in Condominium Conversions
and
Preservation of At-Risk Units
H1.2.1; H3.1.4; H3.1.14
Increase Connectivity and Walkability and Study of
Parking
H2.1.7
Development of Coordinated Plans
H2.2.3; H2.1.10; H2.1.5
Outreach to Identify Housing Sites and Regional
Collaboration
H2.2.2; H4.2.2; 3.1.14;
Not Pedestrian and Transit Oriented Overlay 5
Completed H2.1.11
Identify Transit Rich Housing Sites
H2.2.5
Innovative Housing
H3.1.7;
Group homes and Flexible Standards for Special
Needs
H3.3.4; H4.2.1
Total 72
Timeline
On February 12, 2020, the PTC reviewed the two State-mandated reports in a public hearing.
The PTC recommended forwarding the reports contained in Appendixes A, B, and C to the City
Council, as a consent calendar item in March. The City Council is asked to direct staff to
transmit these reports to the State by April 1, 2020.
Stakeholder Engagement
Members of the public had the opportunity to comment on these reports during the PTC
hearing held on February 12, 2020, and noticed in accordance with required procedures
City of Palo Alto Page 9
and department practices. Members of the public were also permitted to submit comments
in writing. No comments from the community were received.
Resource Impact
There is no resource impact beyond the staff time to prepare and submit reports.
Policy Implications
The City is required under Government Code Section 65400 to submit these two Annual
Progress Reports in State specified format each year to the Office of Planning and Research
and to the Department of Housing and Community Development by April 1st of each year.
Environmental Review
These progress reports required by the State of California regarding the City’s progress on
the existing Comprehensive Plan and Housing Element implementation and annual housing
production are not a project requiring review under the California Environmental Quality
Act (CEQA).
Attachments:
Attachment A Comprehensive Plan Implementation Program Review 2019
Attachment B Housing Element Annual Progress Implementation Report 2019
Attachment C HCD Annual Progress Report 2019 Data
ATTACHMENT A - COMPREHENSIVE PLAN 2019 REVEW
IMPLEMENTATION CHAPTER
PROGRESS REPORT
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
1
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
1. Land Use Element
Goal L-1: A compact and resilient city providing residents and visitors with attractive neighborhoods, work places,
shopping districts, public facilities, and open spaces.
L1.6.1 Review regulatory tools available to the City and
identify actions to enhance and preserve the livability
of residential neighborhoods and the vitality of
commercial and employment districts, including
improved code enforcement practices.
Planning and
Development
Services
S $$ PC 311 CRM tool integration with Accela
Automation is in progress and will be
completed 1st quarter of 2020.
L1.8.1 Maintain and update as appropriate the 1985 Land Use
Policies Agreement that sets forth the land use policies
of the City, Santa Clara County, and Stanford University
with regard to Stanford unincorporated lands.
Planning and
Development
Services
IP $ P Stanford withdrew its 2000 application
for General Use Permit in December
2019. The City meets regularly with
Stanford regarding land use.
Goal L-2: An enhanced sense of “community” with development designed to foster public life, meet citywide
needs and embrace the principles of sustainability.
L2.2.1 Explore whether there are appropriate locations to
allow small-scale neighborhood-serving retail facilities
such as coffee shops and corner stores in residential
areas.
Planning and
Development
Services
M $ O Ongoing.
L2.4.1 Amend the Housing Element to eliminate housing sites
along San Antonio Road and increase residential
densities in Downtown and the California Avenue area
to replace potential units from the sites eliminated.
Planning and
Development
Services
S $ p An application for a 102-unit housing
project at 788 San Antonio Road was
filed in March 2019; draft EIR and
Achitectural Review Board review are
underway. Council actions will inform
Housing Element modifications. To be
considered as a part of the Housing
Element update.
L2.4.2 Allow housing at Stanford Shopping Center, provided
that adequate parking and vibrant retail is maintained
and no reduction of retail square footage results from
the new housing.
Planning and
Development
Services
S $ PC Mixed Use development is allowed in
the CC zoning district since 2018.
Future housing development requires
conversation with tenants and
Stanford University.
L2.4.3 Allow housing on the El Camino Real frontage of the
Stanford Research Park. Explore multi-family housing
Planning and
Development
S $ P Pending conversation with Stanford
University.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
2
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
elsewhere in Stanford Research Park and near the
SUMC.
Services
L2.4.4 Assess non-residential development potential in the
Community Commercial, Service Commercial and
Downtown Commercial Districts (CC, CS and CD) and
the Neighborhood Commercial District (CN), and
convert non-retail commercial FAR to residential FAR,
where appropriate. Conversion to residential capacity
should not be considered in Town and Country Village.
Planning and
Development
Services
S $ C Affordable Housing (AH) zoning overlay
adopted in April 2019 allows quality
projects to convert commercial floor
area to residential.
L2.4.5 Update the municipal code to include zoning changes
that allow a mix of retail and residential uses but no
office uses. The intent of these changes would be to
encourage a mix of land uses that contributes to the
vitality and walkability of commercial centers and
transit corridors.
Planning and
Development
Services
S $ P Citywide ground floor retail ordinance
completed.
L2.4.6 Explore changing the Transfer of Development Rights
(TDR) ordinances for both buildings of historic
significance and for seismic retrofits so that transferred
development rights may only be used for residential
capacity.
Planning and
Development
Services
M $ P
L2.4.7 Explore mechanisms for increasing multi-family
housing density near multimodal transit centers.
Planning and
Development
Services
S $$ PC Affordable Housing Combining District,
Work Force Housing and HIP enacted in
2018 and 2019.
L2.4.8 Identify development opportunities for BMR and more
affordable market rate housing on publicly owned
properties in a way that is integrated with and
enhances existing neighborhoods.
Planning and
Development
Services
S $$ PC Workforce Housing ordinance was
specific to publicly zoned properties.
Court House project on County owned
land was in conceptual stages of
development in 2019.
L2.5.1 Collaborate with PAUSD in exploring opportunities to
build housing that is affordable to school district
employees.
Planning and
Development
Services
IP $ O Cubberley Master Plan concepts
including housing were considered in
2019.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
3
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
L2.7.1 Review development standards to discourage the net
loss of housing units.
Planning and
Development
Services
S $ P State laws recently enacted standards
addressing no net loss policies. City will
evaluate additional policies in future.
L2.8.1 Conduct a study to evaluate various possible tools for
preventing displacement of existing residents.
Planning and
Development
Services
M $$ PC In 2018, the City passed a relocation
ordinance which has provisions for
assistance..
L2.8.2 Develop and implement a system to inventory the
characteristics of existing housing units and track
changes in those characteristics on a regular basis.
Make the information publicly available.
Planning and
Development
Services
M $$ P
L2.10.1 Collaborate with PAUSD to plan for space to
accommodate future school expansions or new school
sites, and evaluate zoning space to accommodate new
schools.
Planning and
Development
Services
IP $$ O Cubberley Master Plan work is in
progress.
Goal L-3: Safe, attractive residential neighborhoods, each with its own distinct character and within walking
distance of shopping, services, schools, and/or other public gathering places.
L3.2.1 Evaluate and implement strategies to prevent
conversion of residential and neighborhood-serving
retail space to office or short-term vacation rentals.
Planning and
Development
Services
IP $ PC PAMC Section 18.40.180 ensures no
net loss of retail space in designated
areas.
L.3.5.1 Develop a program to assess and manage both the
positive and negative impacts of basement
construction in single family homes on the community
and the environment, including:
Impacts to the natural environment, such as
potential impacts to the tree canopy, groundwater
supply or quality, and soil compaction.
Safety issues such as increased surface flooding
increased groundwater intrusion with sea level rise,
emergency access and egress, or sewage backflows.
Planning and
Development
Services &
Department of
Public Works
S $$ O PDS staff coordinated with Public
Works on secant walls and
groundwater compaction issues in
2019.
Goal L-4: Inviting pedestrian scale centers that offer a variety of retail and commercial services and provide focal
points and community gathering places for the city’s residential neighborhoods and employment districts.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
4
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
L4.2.1 Study the overall viability of ground-floor retail
requirements in preserving retail space and creating an
active street environment, including the types of
locations where such requirements are most effective.
Planning and
Development
Services
M $$ P
L4.2.2 Evaluate the effectiveness of formula retail limits
adopted for California Avenue. Develop incentives for
local small businesses where warranted.
Planning and
Development
Services
M $$ P Council approved a 636-space public
parking garage at 350 Sherman in the
California Avenue area; this is now
under construction.
L4.2.3 Explore and potentially support new, creative and
innovative retail in Palo Alto.
Planning and
Development
Services
S $$ PC Innovative retail use is supported and
approved in Palo Alto; e.g. Blendid on
University Avenue and Local Food
Hall at Alma Plaza.
L4.4.1 Study the feasibility of using public and private funds to
provide and maintain landscaping and public spaces
such as parks, plazas, sidewalks and public art within
commercial areas.
Planning and
Development
Services
M $ PC The Public Art Program provides
ongoing temporary exhibitions in front
of City Hall, in the heart of downtown
Palo Alto. Additionally, public artworks
are being commissioned in both the
downtown and California Avenue
corridors, at the California Avenue
parking garage, and the Public Safety
Building. An artwork was installed in
January 2019 in downtown Palo Alto
at the renovated Avenidas building,
which will be open and available to the
public.
L4.4.2 Through public/private cooperation, provide well-
signed, clean, and accessible restrooms.
Planning and
Development
Services
R $ O Ongoing.
L4.4.3 Collaborate with merchants to enhance the
appearance of streets and sidewalks within all Centers.
Encourage the formation of business improvement
districts and undertake a proactive program of
maintenance, repair, landscaping and enhancement.
Planning and
Development
Services
R $$ P
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
5
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
L4.4.4 Identify priority street improvements that could make
a substantial contribution to the character of Centers,
such as widening sidewalks, narrowing travel lanes,
creating medians, restriping to allow diagonal parking,
and planting trees.
Office of
Transportation
S $$$ P California Avenue is completed.
Downtown might be a part of
Downtown study in the future.
L4.5.1 Revise zoning and other regulations as needed to
encourage the preservation of space to accommodate
small businesses, start-ups and other services.
Planning and
Development
Services
M $$ P
L4.5.2 Consider planning, regulatory, or other incentives to
encourage property owners to include smaller office
spaces in their buildings to serve small businesses, non-
profit organizations, and independent professionals.
Planning and
Development
Services
M $ P
L.4.6.1 Explore increasing hotel FAR from 2.0 to 3.0 in the
University Avenue/Downtown area and 2.5 in areas
outside of Downtown.
Planning and
Development
Services
M $$ P
L4.8.1 Prepare a Coordinated Area Plan (CAP) for Downtown. Planning and
Development
Services
IP $$$ O City Council approved new Priority
Development Area for Downtown on
January 13, 2020; CAP in the future.
L4.8.2 Study the feasibility of converting parts of University
Avenue to a pedestrian zone.
Planning and
Development
Services & Office
of
Transportation
M $$ P Part of future Downtown study.
L4.9.1 While preserving adequate parking to meet demand,
identify strategies to reuse surface parking lots.
Planning and
Development
Services & Office
of
Transportation
IP $ O Work in progress.
L4.9.2 Explore adding additional Floor Area Ratio (FAR) for
retail at Stanford Shopping Center.
Planning and
Development
Services
M $ P To be started in approximately 5 years.
L4.10.1 Prepare a coordinated area plan for the North Ventura
area and surrounding California Avenue area. The plan
should describe a vision for the future of the North
Planning and
Development
Services
IP $$$ O Coordinated Area Plan is
underway; including funding,
staff, and consultants.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
6
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
Ventura area as a walkable neighborhood with multi-
family housing, ground floor retail, a public park, creek
improvements, and an interconnected street grid. It
should guide the development of the California Avenue
area as a well-designed mixed-use district with diverse
land uses and a network of pedestrian-oriented
streets.
L4.10.2 Create regulations for the California Avenue area that
encourage the retention or rehabilitation of smaller
buildings to provide spaces for existing retail,
particularly local, small businesses.
Planning and
Development
Services
M $$ P Historic preservation program is static
and needs influx of grant funds and
personnel before this program is
embarked upon. City Council direction
required to commence work.
L4.16.1 Maintain distinct neighborhood shopping areas that
are attractive, accessible and convenient to nearby
residents.
Planning and
Development
Services
R $ O Commercial zoning and Retail
Preservation Ordinance ensure these
shopping areas are maintained.
Goal L-5: High quality employment districts, each with their own distinctive character and each contributing to the
character of the city as a whole.
L5.1.1 Explore with Stanford University various development
options for adding to the Stanford Research Park a
diverse mix of uses, including residential, commercial
hotel, conference center, commercial space for small
businesses and start-ups, retail, transit hub, and other
community-supporting services that are compatible
with the existing uses, to create a vibrant innovation-
oriented community.
Planning and
Development
Services
M $$ O Staff meets regularly with Stanford
Universityto discuss this and other
goals.
Goal L-6: Well-designed buildings that create coherent development patterns and enhance city streets and public
spaces.
L6.1.1 Promote awards programs and other forms of public
recognition for projects of architectural merit that
contribute positively to the community.
Planning and
Development
Services
R $ O The ARB awards occur every five years
per ARB bylaws. Next ARB awards are
in 2020. Historic preservation awards
under development.
L6.3.1 Develop guidelines for bird-friendly building design
that minimizes hazards for birds and reduces the
Planning and
Development
M $$ P To be started in approximately 5 years.
Staff is currently implementing bird-
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
7
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
potential for collisions. Services friendly design with the help of
guidelines from other cities.
L6.6.1 Modify design standards for mixed use projects to
promote a pedestrian-friendly relationship to the
street, including elements such as screened parking or
underground parking, street-facing windows and
entries, and porches, windows, bays and balconies
along public ways, and landscaping, and trees along the
street. Avoid blank or solid walls at street level.
Planning and
Development
Services
IP $ O Staff uses the existing Guidelines and
context-based design criteria to
promote pedestrian-friendly
environments. With SB2 Funding, the
City is converting subjective
guidelines to objective
standards.
L6.7.1 Implement architectural standards to assure they
effectively address land use transitions.
Planning and
Development
Services
R $ C Staff and the ARB implement the
Architectural Review Findings and
assess development projects for
compliance with context-based design
criteria to ensure smooth transitions
between uses.
Goal L-7: Conservation and preservation of Palo Alto’s historic buildings, sites, and districts.
Program for
Policy L7.2
If a proposed project would substantially affect the
exterior of a potential historic resource that has not
been evaluated for inclusion into the City’s Historic
Resources Inventory, City staff shall consider whether
it is eligible for inclusion in State or federal registers
prior to the issuance of a demolition or alterations
permit. Minor exterior improvements that do not
affect the architectural integrity of potentially historic
buildings shall be exempt from consideration.
Examples of minor improvements may include repair
or replacement of features in kind, or other changes
that do not alter character-defining features of the
building.”
Planning and
Development
Services
R O Implementation of Policy 7.2
commenced in January 2018. A report
to the Historic Resources Board (HRB)
presented a summary of properties
for which historic resource evaluations
had been prepared since January
2018, to consider potentially historic
buildings – particularly homes
constructed prior to 1948 identified as
potentially eligible for California
Register of Historic Resources, when
owners are considering or have
submitted proposals for major
alterations or demolition. Staff also
considers non-residential and other
properties for eligibility, when
Architectural Review or discretionary
applications are submitted.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
8
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
L7.1.1 Update and maintain the City’s Historic Resource
Inventory to include historic resources that are eligible
for local, State, or federal listing. Historic resources
may consist of a single building or structure or a
district.
Planning and
Development
Services
R $ O The Historic Resource Inventory has
not been updated to list the eligible
State and National eligible resources.
This would require Council action.
When properties are found California
Register Eligible and ineligible via
ongoing individual evaluations, the
staff systematically
updates the City’s Geographic
Information System.
L7.1.2 Reassess the Historic Preservation Ordinance to ensure
its effectiveness in the maintenance and preservation
of historic resources, particularly in the University
Avenue/Downtown area.
Planning and
Development
Services
M $ P Program has not commenced.
L7.8.1 Promote and expand available incentives for the
retention and rehabilitation of buildings with historic
merit in all zones and revise existing zoning and permit
regulations to minimize constraints to adaptive reuse.
Planning and
Development
Services
S $ PC Code changes were implemented in
2019: (1) Incentives available
previously only to Inventory Categories
1 and 2 homes were expanded to allow
use for Inventory Category 3 and 4
homes, and (2) subdivision incentive
for historic preservation was adjusted
to allow the historic property on the
front lot of a proposed subdivision to
allow the subdivision even when only
one existing home is on the property
to be subdivided.
L7.8.2 Create incentives to encourage salvage and reuse of
discarded historic building materials.
Planning and
Development
Services & Public
Works
S $ PC A deconstruction ordinance for
approved demolitions has been passed;
ordinance effective in June 2020.
L7.8.3 Seek additional innovative ways to apply current codes
and ordinances to older buildings. Use the State
Planning and
Development
R $ O Ongoing; information provided during
regarding the use of State historic
building code in HRB retreat in 2019.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
9
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
Historical Building Code for designated historic
buildings.
Services
L7.12.1 Review parking exceptions for historic buildings in the
Zoning Code to determine if there is an effective
balance between historic preservation and meeting
parking needs.
Planning and
Development
Services
L $ P Program has not commenced.
Goal L-8: Attractive and safe civic and cultural facilities provided in all neighborhoods and maintained and used in
ways that foster and enrich public life.
Goal L-9: Attractive, inviting public spaces and streets that enhance the image and character of the city.
L9.1.1 Evaluate existing zoning code setback requirements to
ensure they are appropriate for scenic routes.
Planning and
Development
Services
L $ P To be started in approximately 5-10
years.
L9.3.1 Review standards for streets and signage and update
as needed to foster natural, tree-lined streets with a
minimum of signage.
Planning and
Development
Services & Public
Works & Office
of
Transportation
M $ O Ongoing.
L9.6.1 Analyze existing neighborhoods and determine where
publicly accessible shared, outdoor gathering spaces
are below the citywide standard. Create new public
spaces, including public squares, parks and informal
gathering spaces in these neighborhoods.
Planning and
Development
Services
M $$$ P Program has not commenced.
L9.7.1 Develop a strategy to enhance gateway sites with
special landscaping, art, public spaces and/or public
buildings. Emphasize the creek bridges and riparian
settings at the entrances to the City over Adobe Creek
and San Francisquito Creek.
Planning and
Development
Services
R $ P Program has not commenced.
L9.8.1 Establish incentives to encourage native trees and low
water use plantings in new development throughout
the city.
Planning and
Development
Services & Public
Works & Office
M $ O Staff has successfully encouraged
native trees and low water use
plantings through the use of the ARB
findings modified in the 2016 code
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
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Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
of
Transportation
update (including a focus on regional,
indigenous, drought tolerant species).
L9.10.1 Continue the citywide undergrounding of utility wires.
Minimize the impacts of undergrounding on street tree
root systems and planting areas.
City of Palo Alto
Utilities
R $$$ O Ongoing.
L9.10.2 Encourage the use of compact and well-designed utility
elements, such as transformers, switching devices,
backflow preventers and telecommunications
infrastructure. Place these elements in locations that
will minimize their visual intrusion.
City of Palo Alto
Utilities
R $ O Ongoing.
L9.11.1 Implement the findings of the City’s Infrastructure Blue
Ribbon Committee and its emphasis for rebuilding our
civic spaces.
Department of
Public Works
IP $$$ O The Infrastructure Blue Ribbon
Committee’s findings resulted in
Council’s adoption of the 2014 Council
Infrastructure Plan, including nine
priority projects. Implementation of
the plan is underway, with five of the
projects under construction and others
in the design process.
L9.11.2 Identify City-owned properties where combinations of
wireless facilities can be co-located, assuming
appropriate lease agreements are in place.
City of Palo Alto
Utilities
M $ O Utilities and Planning are in the
process of identifying potential City-
owned properties and facilities for
future wireless communication
facilities and advanced metering
infrastructure equipment.
L9.12.1 Coordinate with regional utility providers on activities
that would impact their infrastructure and right-of-
way.
City of Palo Alto
Utilities
R $ O Ongoing.
Goal L-10: Maintain an economically viable local airport with minimal environmental impacts.
L10.1.1 Relocate the terminal building away from the Runway
31 clear zone and closer to the hangars, allowing for
construction of a replacement terminal.
Department of
Public Works
L $$$ O The Airport is requesting FAA funding
for an Airport Layout Plan (ALP)
update. The relocation of the Airport
Terminal building will be studied
during the update.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
11
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
L10.1.2 Update the Airport Layout Plan in accordance with
Federal Aviation Administration (FAA) requirements, as
needed, while ensuring conformance with the Baylands
Master Plan to the maximum extent feasible.
Department of
Public Works
M $$$ O The Airport is requesting FAA funding
for an Airport Layout Plan (ALP)
update.
L10.1.3 Identify and pursue funding to address maintenance,
safety and security improvements needed at PAO.
Department of
Public Works
R $ O There are no updates to report at this
time.
L10.3.1 Establish and implement a system for processing,
tracking and reporting noise complaints regarding local
airport operations on an annual basis,
Department of
Public Works
S $$ O Since 2014, the Annual Aircraft Noise
Complaints Report is completed each
January and submitted to City Council.
L10.3.2 Work with the airport to pursue opportunities to
enhance the open space and habitat value of the
airport. These include:
Maintaining native grasses;
Reconstructing levees to protect the airport from
sea level rise while enhancing public access and
habitat conservation; and
Evaluating the introduction of burrowing owl
habitat. This program is subject to federal wildlife
hazard requirements and guidelines for airports.
Community
Services
Department
R $$ P A horizontal levee pilot project in the
Baylands is in the design phase. The
horizontal levee provides added flood
protection, and if the pilot is successful
it could be expanded.
L10.4.1 Continue to provide a bicycle/pedestrian path adjacent
to Embarcadero Road, consistent with the Baylands
Master Plan and open space character of the Baylands
subject to federal and State airport regulations.
Planning and
Development
Services & Office
of
Transportation
R $ O Ongoing; An approved auto dealership
at Embarcadero/E. Bayshore Roads will
add separate, protected, two-way
segment at a critical intersection.
3. Transportation Element
Goal T-1: Create a sustainable transportation system, complemented by a mix of land uses, that emphasizes
walking, bicycling, use of public transportation, and other methods to reduce greenhouse gas emissions and the
use of single occupancy motor vehicles.
T1.2.1 Create a long-term education program to change the
travel habits of residents, visitors, shoppers, and
Office of
Transportation
R $ P Inactive.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
12
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
workers by informing them about transportation
alternatives, incentives, and impacts. Work with the
PAUSD and with other public and private interests,
such as the Chamber of Commerce and Commuter
Wallet partners, to develop and implement this
program.
T1.2.2 Advocate for improved connectivity to transit to serve
workers who live in the South Bay and work in Palo
Alto.
Office of
Transportation
R $ PC Ongoing; Council members and staff
appointed to various boards
and commissions advocate.
T1.2.3 Formalize Transportation Demand Management (TDM)
requirements by ordinance and require new
developments above a certain size threshold to
prepare and implement a TDM plan to meet specific
performance standards. Require regular
monitoring/reporting and provide for enforcement
with meaningful penalties for non-compliance. The
ordinance should also:
Establish a list of effective TDM measures that
include transit promotion, prepaid transit passes,
commuter checks, car sharing, carpooling, parking
cash-out, bicycle lockers and showers, shuttles to
Caltrain, requiring TMA membership and education
and outreach to support the use of these modes.
Allow property owners to achieve reductions by
contributing to citywide or employment district
shuttles or other proven transportation programs
that are not directly under the property owner’s
control.
Provide a system for incorporating alternative
measures as new ideas for TDM are developed.
Establish a mechanism to monitor the success of
TDM measures and track the cumulative reduction
of peak hour motor vehicle trips. TDM measures
should at a minimum achieve the following
Office of
Transportation
S $ PC Partially implemented. Ordinance
could be pending. Depends on
outcome of the S/CAP Level-of-
Service-to-Vehicle-Miles-Traveled
scope negotiations with contractor.
This should happen in FY21.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
13
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
reduction in peak hour motor vehicle trips, with a
focus on single-occupant vehicle trips. Reductions
should be based on the rates included in the
Institute of Transportation Engineers’ Trip
Generation Manual for the appropriate land use
category and size:
• 45 percent reduction in the Downtown district
• 35 percent reduction in the California Avenue
area
• 30 percent reduction in the Stanford Research
Park
• 30 percent reduction in the El Camino Real
Corridor
• 20 percent reduction in other areas of the city
Require new development projects to pay a
Transportation Impact Fee for all those peak-hour
motor vehicle trips that cannot be reduced via TDM
measures. Fees collected would be used for capital
improvements aimed at reducing vehicle trips and
traffic congestion.
Ensure a stable, sustained funding source to support
implementation of TDM measures.
T1.2.4 Evaluate the performance of pilot programs
implemented by the Palo Alto Transportation
Management Association(TMA) and pursue expansion
from Downtown to California Avenue and other areas
of the
city when appropriate.
Office of
Transportation
IP $ O Quarterly reports and annual survey
evaluate the TMA. Pilot program
expansion to California Avenue
occurred and ended in 2019.
T1.2.5 Site City facilities near high-capacity transit and revise
existing regulations, policies, and programs to
encourage telecommuting, satellite office concepts,
and work-at-home options.
Planning &
Development
Services & Office
of Transportation
R $ C Human Resources is currently
revising telecommuting policies.
T1.2.6 Pursue full participation of Palo Alto employers in the
TMA.
Planning &
Development
R $$ O This is a joint effort as PDS includes
TMA membership in development
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
14
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
Services & Office
of Transportation
conditions. The TMA does ongoing
outreach. In 2019 the TMA mode
survey served as an outreach tool.
T1.3.1 Develop an electric vehicle promotion program that
identifies policy and technical issues, barriers and
opportunities to the expansion of electric vehicles.
Office of
Sustainability
M $$ O In conjunction with City of Palo Alto
Utilities.
T1.3.2 Use low-emission vehicles for the Palo Alto Free
Shuttle and work with transit providers, including
SamTrans and VTA, to encourage the adoption of
electric, fuel cell or other zero emission vehicles. Also
work with private bus and shuttle providers, delivery
companies, and ride services.
Office of
Transportation
M $$$ P New 2020 Crosstown Shuttle vendor
uses Compressed Natural Gas (CNG)
vehicles. Will consider other vehicle
types in shuttle service expansions.
T1.4.1 Update the Zoning Code to ensure compatibility with
the electric vehicle infrastructure requirements.
Planning &
Development
Services
IP $ O Work in progress.
T1.4.2 Periodically review requirements for electric and plug-
in vehicle infrastructure in new construction. Consider
and periodically review requirements for electric and
plug-in infrastructure for remodels. Consider costs to
the City, including identifying payment options.
Office of
Sustainability
R $ O In conjunction with City of Palo Alto
Utilities.
T1.6.1 Collaborate with transit providers, including Caltrain,
bus operators and rideshare companies, to develop
first/last mile connection strategies that boost the use
of transit and shuttle service for local errands and
commuting.
Office of
Transportation
S $ P Micromobility pilot to start in 2020.
T1.6.2 Continue to work with Caltrain, Amtrak, and public bus
operators to expand bicycle storage on public transit
vehicles and at transit hubs during both peak and off-
peak hours.
Office of
Transportation
IP $ O Ongoing.
T1.11.1 Collaborate with Stanford University, VTA, Caltrain and
other agencies to pursue improvements to the Palo
Alto Transit Center area aimed at enhancing pedestrian
experience and improving circulation and access for all
modes, including direct access to El Camino Real for
Office of
Transportation
IP $$$ O Long-term: Downtown CAP. Short-
term: Signage and striping project for
University Avenue Circle area is
pending.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
15
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
transit vehicles.
T1.11.2 In collaboration with Caltrain and Stanford Research
Park, pursue expansion of service to the California
Avenue Caltrain Station and creation of an enhanced
transit center at the Station, including connections to
VTA bus service, the Palo Alto Free Shuttle, the
Marguerite, and other private shuttles serving the
Research Park.
Office of
Transportation
M $$$ O Ongoing.
T1.12.1 Strongly recommend that VTA maintain existing service
and coverage levels in Palo Alto.
Office of
Transportation
IP $ O Ongoing; by Council members on VTA
Committees and City staff. VTA’s 2020
New Service Plan went into effect and
will reduce some service in Palo Alto
despite community advocacy.
T1.12.2 Work with VTA to expand VTA express bus service
routes to serve the Stanford Research Park (SRP),
California Avenue, Stanford University, and
Downtown.
Office of
Transportation
S $$ O VTA’s 2020 New Service Plan asks for
companies to subsidize express bus
service. SRP and VMWare are
supporting four of five routes that
terminate in Palo Alto.
T1.12.3 Work with VTA to study the feasibility of, and if
warranted provide, traffic signal prioritization for buses
at Palo Alto intersections, focusing first on regional
transit routes. Also, advocate for bus service
improvements on El Camino Real such as queue jump
lanes and curbside platforms.
Office of
Transportation
S $$ O Ongoing coordination with the regional
Dumbarton Forward project to
incorporate transit signal priority
throughout the Dumbarton corridor to
the Palo Alto Transit Center.
T1.13.1 Investigate a pilot program to subsidize a taxi,
rideshare, or transit program for Palo Altans to get
to/from downtown, including offering education and
incentives to encourage users.
Office of
Transportation
M $ P A trial program for downtown workers
began in April 2016 via the TMA. The
TMA continues to subsidize ridesharing
and transit for downtown service
workers.
T1.14.1 Evaluate the shuttle system in collaboration with
community members, people with special needs, and
PAUSD to:
Evaluate current routes and ridership;
Office of
Transportation
IP $$$ O Most recent analysis was done in 2016.
New vendor for Crosstown Shuttle
began January 2020. Flex shuttle
options will be brought to Council in
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
16
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
Identify potential service improvements, including
new or modified routes; expanded schedules that
accommodate daytime, evening, and weekend
demand; facilitating transit connections, and
improvements to the safety and appearance of
shuttle stops;
Explore partnerships with other services that could
complement and supplement the Palo Alto Shuttle;
Develop clear and engaging materials to explain and
promote shuttle use with the purpose of reducing
barriers to use; and
Establish a schedule for regular evaluation and
reporting to optimize shuttle system use and
effectiveness.
the spring of 2020. At-stop information
to be added in FY21. OOT is currently
recruiting for a shuttle/parking
manager to lead these efforts.
T1.16.1 Continue regular surveys of bicycle use across the city,
by collecting bicycle counts on important and potential
bicycle corridors.
Office of
Transportation
IP $$ O Ongoing as part of BPTP
implementation
T1.16.2 Consider marketing strategies such as a recurring Palo
Alto Open Streets program of events, potentially in
coordination with local business groups, which would
include street closures and programming.
Office of
Transportation
M $ P Inactive.
T1.16.3 Encourage private schools to develop Walk and Roll
Maps as part of Transportation Demand Management
strategies to reduce vehicle trips.
Office of
Transportation
IP $ O Private school Gideon Hausner
developed a map in 2014.
T1.16.4 Participate in local and regional encouragement events
such as Palo Alto Walks and Rolls, Bike to Work Day,
and Bike Palo Alto! that encourages a culture of
bicycling and walking as alternatives to single occupant
vehicle trips.
Office of
Transportation
M $ O Ongoing coordination with City staff
and various event sponsors.
T1.19.1 Adjust the street evaluation criteria of the City's
Pavement Management Program to ensure that areas
of the road used by bicyclists are maintained at the
same standards as, or at standards higher than, areas
Department of
Public Works
M $ O City-wide street surveys are completed
biennially and include pavement
inspections of bike lanes and bike
boulevards. Installation of video
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
17
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
used by motor vehicles. Include bicycle and e-bike
detection in intersection upgrades.
detection equipment is included with
street maintenance projects when
appropriate.
T1.19.2 Prioritize investments for enhanced pedestrian access
and bicycle use within Palo Alto and to/from
surrounding communities, including by incorporating
improvements from related City plans, for example the
2012 Bicycle + Pedestrian Transportation Plan and the
Parks, Trails & Open Space Master Plan, as amended,
into the Capital Improvements Program.
Department of
Public Works
IP $$$ O There are no substantial actions to
report at this time.
T1.19.3 Increase the number of east-west pedestrian and
bicycle crossings across Alma Street and the Caltrain
corridor, particularly south of Oregon Expressway.
Department of
Public Works
L $$$ O
T1.19.4 Encourage the use of bike sharing, and the provision of
required infrastructure throughout Palo Alto, especially
at transit stations and stops, job centers, community
centers, and other destinations.
Office of
Transportation
IP $ P Pilot micro mobility program to begin
in early 2020.
T1.19.5 Improve amenities such as seating, lighting, bicycle
parking, street trees, public art, and interpretive
stations along bicycle and pedestrian paths and in City
parks to encourage walking and cycling and enhance
the feeling of safety.
Office of
Transportation &
Department of
Public Works
IP $$$ O Ongoing as opportunities arise.
T1.22.1 Collect, analyze and report transportation data through
surveys and other methods on a regular basis. Track
progress on build-out of the 2012 Bicycle + Pedestrian
Transportation Plan network.
Office of
Transportation
R $$ O Ongoing.
T1.25.1 As part of the effort to reduce traffic congestion,
regularly evaluate the City’s current Transportation
Impact Fee (TIF)and modify as needed to
implement transportation infrastructure
improvements.
Modifications to the impact fee program should be
structured in keeping with the City’s desire to require
new development to reduce peak hour motor vehicle
trips to the extent feasible through TDM plans and by
Office of
Transportation
IP $ C TIF update approved by Council on
4/22/19.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
18
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
contributions to the provision of transit services,
shuttles, carpool/ rideshare incentives, and similar
programs.
T1.26.1 In collaboration with regional agencies and neighboring
jurisdictions, identify and pursue funding for rail
corridor improvements and grade separation.
Office of
Transportation
S $ O Connecting Palo Alto process will help
the City access Measure B funds for
grade separation. Staff also seek
Federal Rail-Highway Crossings
(Section 130) funds to improve safety.
Goal T-2: Decrease delay, congestion, and vehicle miles travelled with a priority on our worst intersections and
our peak commute times, including school traffic.
T2.1.1 Implement computerized traffic management systems
to improve traffic flow when feasible.
Office of
Transportation
IP $$$ O Completed in 2019 PASS Program
targeted Univ. Ave signal coordination
between Palo Alto and Dumbarton
Bridge. Charleston-Arastradero Road
signals were upgraded and
coordinated in 2019 with continued
coordination as needed.
T2.1.2 Implement a program to monitor, coordinate, and
optimize traffic signal timing a minimum of every two
years along arterial and residential arterial streets.
Office of
Transportation
IP $$ O Ongoing.
T2.2.1 Work in partnership with the Palo Alto TMA and
Stanford University to aggregate data and realize
measurable reductions in single-occupant vehicle
commuting to and from Downtown and in the Stanford
Research Park.
Office of
Transportation
IP $ O Ongoing.
T2.3.1 When adopting new CEQA significance thresholds for
VMT for compliance with SB 743 (2013), adopt
standards for vehicular LOS analysis for use in
evaluating the consistency of a proposed project with
the Comprehensive Plan, and also explore desired
standards for MMLOS, which includes motor vehicle
LOS, at signalized intersections.
Office of
Transportation
S $$ P VMT thresholds must be adopted by
July 1, 2020.
T2.4.1 Revise protocols for reviewing office, commercial, and
multi-family residential development proposals to
Office of
Transportation
S $ P Staff will aim to accomplish this as part
of the TDM Ordinance scope.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
19
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
evaluate multimodal level of service and identify gaps
in the low stress bicycle and pedestrian network.
Goal T-3: Maintain an efficient roadway network for all users.
T3.5.1 Continue to use best practices in roadway design that
are consistent with complete streets principles and the
Urban Forest Master Plan, focusing on bicycle and
pedestrian safety and multi-modal uses. Consider
opportunities to incorporate best practices from the
National Association of City Transportation Officials
guidelines for urban streets and bikeways, tailored to
the Palo Alto context.
Department of
Public Works &
Office of
Transportation
S $$ O Practices and details are being
developed or piloted during design of
Capital Improvement Projects.
T3.5.2 Establish procedures for considering the effects of
street design on emergency vehicle response time.
Department of
Public Works &
Palo Alto Police
Department &
Palo Alto Fire
Department
R $ O There are no substantial actions to
report at this time. Departmental
coordination continues; recently in
regards to the Cubberly Master Plan.
T3.10.1 Support increased public transit, traffic management
and parking solutions to ensure safe, convenient access
to and from the Stanford Shopping Center/ Medical
Center area.
Office of
Transportation R $ O Ongoing; Quarry Road Extension is a
potential project with regional transit
benefits.
T3.10.2 Implement and monitor Development Agreement
traffic mitigations at Stanford Medical Center.
Office of
Transportation IP $ O Ongoing; lead by PDS with OOT
support as needed.
T3.10.3 Provide safe, convenient pedestrian, bicycle, and
transit connections between the Stanford Shopping
Center/Medical Center areas and housing along the
Sand Hill Road/Quarry Road corridors to Palo Alto
Transit Center, Downtown Palo Alto, and other primary
destinations.
Office of
Transportation R $$$ P Quarry Road re-striping and path to
Transit Center are recently completed
projects. Quarry Road Extension is a
future project that reduces transit
travel time.
T3.10.4 Pursue extension of Quarry Road for transit,
pedestrians and bicyclists to access the Palo Alto
Transit Center from El Camino Real. Also study the
Office of
Transportation M $$ P Inactive.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
20
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
feasibility of another pedestrian and bicycle underpass
of Caltrain at Everett Street.
T3.15.1 Undertake studies and outreach necessary to advance
grade separation of Caltrain to become a “shovel
ready” project and strongly advocate for adequate
State, regional, and federal funding for design and
construction of railroad grade separations.
Office of
Transportation S $$$ O Ongoing; Connecting Palo Alto
process to wrap up in 2020.
T3.15.2 Conduct a study to evaluate the implications of grade
separation on bicycle and pedestrian circulation.
Office of
Transportation S $$ O Ongoing as part of T3.15.1.
T3.17.1 Complete a Palo Alto Avenue crossing study to identify
potential near-term safety and accessibility
improvements.
Office of
Transportation S $$ P May be a part of the Downtown CAP.
T3.17.2 Work with Caltrain to ensure that the rail tracks are
safe and secure with adequate fencing and barriers.
Office of
Transportation S $ O Ongoing.
Goal T-4: Protect local streets that contribute to neighborhood character and provide a range of local
transportation options.
T4.2.1 Periodically evaluate residential areas for traffic
impacts and use the results of that evaluation to
prioritize traffic calming measures.
Office of
Transportation
IP $$ O Ongoing, current project in Crescent
Park.
T4.4.1 Use landscaping and other improvements to establish
clear “gateways” at the points where the Oregon
Expressway, University Avenue and Embarcadero Road
transition from freeways to neighborhoods.
Department of
Public Works
L $$$ C Ongoing.
Goal T-5: Encourage attractive, convenient, efficient and innovative parking solutions for all users.
T5.1.1 Evaluate the need to update parking standards in the
municipal code, based on local conditions, different
users’ needs and baseline parking need. Allow the use
of parking lifts for Office/R&D and multifamily housing
as appropriate.
Planning &
Development
Services
Department
S $ PC Code changes allowed for mechanical
parking lift use. Additional code
changes to parking requirements
were made for housing (ADUs and
JADUs and multi-family housing)
T5.1.2 Consider reducing parking requirements for retail and
restaurant uses as a way to encourage new businesses
and the use of alternative modes.
Planning &
Development
Services
Department
M $ P Not yet commenced.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
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T5.1.3 Work with stakeholders in each commercial center and
employment district to monitor conditions and
determine the appropriate timing for revisions to
parking requirements.
Planning &
Development
Services
Department
M $ P Not Yet Commenced.
T5.1.4 Study the feasibility of unbundled parking for office,
commercial, and multi-family residential developments
(including senior housing developments) that are well-
served by transit and demonstrated walking and biking
connections.
Planning &
Development
Services
Department
S $ P Not yet commenced.
T5.1.5 Consider reducing parking requirements for multi-
family uses as a way to encourage new multi-family
housing and the use of alternative modes, where
reduction in parking would not impact the
neighborhood.
Planning &
Development
Services
Department
S $ C Code updates included parking
requirement reductions for multi-
family housing projects were
completed in April 2019.
T5.2.1 Use technology to help identify parking availability and
make it easy to pay any parking fees.
Office of
Transportation
S $$$ O Ongoing.
T5.2.2 Study and implement pricing strategies for public
parking in commercial districts, taking into
consideration both employee parking demand and the
needs of retailers and customers. Use pricing to
encourage short term parking on street, long term
parking in parking garages, and the use of alternative
modes of transportation
Office of
Transportation
IP $$ O Ongoing.
T5.2.3 Implement Council-adopted recommendations from
the parking management study for the Downtown
area, which address the feasibility of removing color-
coded parking zones, and dynamic pricing and
management policies to prioritize short-term parking
spaces closest to the commercial core for customers,
garage parking for employees, and neighborhood
parking for residents.
Office of
Transportation
S $$$ P
T5.4.1 Explore incentives to encourage privately initiated
shared parking among individual property owners
Office of
Transportation
S $ P
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
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when developments have excess parking that can be
available for other businesses to use.
T5.8.1 Study the feasibility of retrofitting City-owned surface
parking lots to implement best management practices
for stormwater management and urban heat island
mitigation, including green infrastructure, permeable
pavement and reflective surfaces.
Department of
Public Works
S $$ O The Green Stormwater Infrastructure
Plan was completed in FY 19 which
took an initial look at possibilities for
this work.
T5.8.2 Identify incentives to encourage the retrofit of
privately owned surface parking areas to incorporate
best management practices for stormwater
management and urban heat island mitigation as well
as incentives for the provision of publicly accessible
bicycle parking in privately owned lots.
Public Works
Department
S $ O A Green Stormwater Infrastructure
(GSI) Plan has been finalized which
creates a path forward for these
projects. A next step is the
development of incentives (including
new regulations) for the private sector.
T5.8.3 Update City requirements regarding trees and other
landscaping that capture and filter stormwater within
surface parking lots to take advantage of new
technology.
Public Works
Department
R $ PC Draft changes to Chapter 16 and
Chapter 8 of Palo Alto Municipal Code
are being evaluated. Requirements
will be reinforced with best practices
as described in the draft Green
Stormwater Infrastructure Plan.
T5.11.1 Coordinate with neighborhood groups and local
businesses and other stakeholders to evaluate the
need for a residential parking permit program in areas
without existing programs.
Office of
Transportation
S $$ O Ongoing; Old Palo Alto RPP approved
in 2019.
T5.12.1 Work with employers, merchants, schools, and
community service providers, to identify ways to
provide more bicycle parking, including e-bike parking
with charging stations, near existing shops, services
and places of employment.
Office of
Transportation
R $ O Ongoing via 311 requests for parking in
the public ROW.
T5.12.2 Install secure electronic bike lockers such as the
BikeLink system, at high theft locations, including
transit stations and parking garages.
Office of
Transportation
M $$ P Inactive.
T5.12.3 Assess the need to provide additional bicycle parking in
City-owned parking lots and rights-of-way.
Office of
Transportation
M $$ O Actively pursuing how to do this for
city-owned lots. Ongoing via 311
requests for bike parking in ROW.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
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Goal T-6: Provide a safe environment for motorists, pedestrians, and bicyclists on Palo Alto streets.
T6.1.1 Follow the principles of the safe routes to schools
program to implement traffic safety measures that
focus on Safe Routes to work, shopping, downtown,
community services, parks, and schools, including all
designated school commute corridors.
Office of
Transportation
R $$ O Ongoing.
T6.1.2 Develop, distribute and aggressively promote maps
and apps showing safe routes to work, shopping,
community services, parks and schools within Palo Alto
in collaboration with stakeholders, including PAUSD,
major employers, TMAs, local businesses and
community organizations.
Office of
Transportation
IP $$ O Ongoing. School Walk and Roll Maps
are updated as needed. Walk and Roll
to Libraries map updated in 2018.
T6.1.3 Address pedestrian safety along Alma Street between
Embarcadero Road and Lytton Street.
Office of
Transportation
S $$ P Inactive.
T6.1.4 Address pedestrian safety on shared-use paths through
the use of signs, pavement markings, and outreach to
users, encouraging them to be safe and courteous.
Office of
Transportation
R $ O Ongoing.
T6.2.1 Regularly collect severity and location data on roadway
collisions for all modes of travel, including fatalities and
severe injuries, and use this data to make roadway
design decisions. In collaboration with Santa Clara
County, develop an up-to-date, public database for this
information.
Office of
Transportation
R $$ O County is working on updating its
database and training users.
T6.4.1 Consider the Adopted School Commute Corridors
Network and adopted “Walk and Roll” maps when
reviewing development applications and making land
use and transportation planning decisions. Incorporate
these requirements into City code when feasible.
Office of
Transportation
R $ O Ongoing.
T6.4.2 Establish standards and procedures for maintaining
safe bicycling routes, including signage for warnings
and detours during construction projects.
Office of
Transportation
IP $ C Traffic Control Plan Guidelines were
updated in 2016 and are regularly
reviewed.
T6.4.3 In collaboration with PAUSD, provide adult crossing
guards at school crossings that meet established
Office of
Transportation
S $$ O Ongoing.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
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warrants.
T6.6.1 Periodically evaluate safety on roadways and at
intersections and enhance conditions through the use
of signal technology and physical changes. Consider the
construction of traffic circles for improved intersection
safety.
Office of
Transportation
R $$$ O Ongoing.
T6.6.2 Continue to provide educational programs for children
and adults, in partnership with community-based
educational organizations, to promote the safe walking
and safe use of bicycles, including the City-sponsored
bicycle education programs in the public schools and
the bicycle traffic school program for juveniles.
Office of
Transportation
R $$ O Ongoing.
T6.6.3 Work with PAUSD and employers to promote roadway
safety for all users, including motorized alternatives to
cars and bikes such as mopeds and e-bikes, through
educational programs for children and adults.
Office of
Transportation
R $$ O Ongoing.
T6.6.4 Complete a mobility and safety study for downtown
Palo Alto, looking at ways to improve circulation and
safety for all modes.
Office of
Transportation
M $$ P Inactive.
T6.6.5 Identify and construct safety improvements for
pedestrian underpasses, including on Embarcadero
Road.
Office of
Transportation
L $$$ P Inactive.
T6.6.6 Improve pedestrian crossings by creating protected
areas and better pedestrian and traffic visibility. Use a
toolbox including bulb outs, small curb radii, high
visibility crosswalks, and landscaping.
Office of
Transportation
R $$$ O Ongoing.
T6.6.7 Establish a program to educate residents to keep
sidewalks clear of parked cars, especially on narrow
local streets in neighborhoods with rolled curbs. Survey
for compliance annually.
Office of
Transportation
M $$ P Staff posted flyers on City website
regarding rolled curb parking.
T6.7.1 Evaluate the performance of safety improvements and
identify methods to encourage alternative
transportation modes.
Office of
Transportation
R $ O Ongoing.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
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Goal T-7: Provide mobility options that allow people who are transit dependent to reach their destinations.
T7.1.1 Expand transportation opportunities for transit-
dependent riders by supporting discounts for taxi fares,
rideshare services, and transit, by coordinating transit
systems to be shared by multiple senior housing
developments, and by maintaining a database of
volunteer drivers, and other transit options.
Office of
Transportation
M $$ P Inactive.
T7.1.2 Coordinate with social service agencies and transit
agencies to fill gaps in existing transportation routes
and services accessible to transit-dependent riders no
matter their means and design new bus routes that
enable them to access those services.
Office of
Transportation
R $$$ O Council will consider shuttle expansion
in 2020.
T7.1.3 Pursue expanded evening and night-time bus service to
enhance mobility for all users during off-peak times.
Office of
Transportation
R $ P Unlikely with VTA 2020 New Service
Plan orientation.
Goal T-8: Influence the shape and implementation of regional transportation policies and
technologies to reduce traffic congestion and greenhouse gas emissions.
T8.1.1 Continue to participate in regional efforts to develop
technological solutions that make alternatives to the
automobile more convenient.
Office of
Transportation
R $ O Several projects address this
including Dumbarton Forward,
PASS Project, Manager’s Mobility
Partnership.
T8.3.1 Advocate for provision of a new southbound entrance
ramp to Highway 101 from San Antonio Road, in
conjunction with the closure of the southbound
Charleston Road on-ramp at the Rengstorff Avenue
interchange in Mountain View.
Office of
Transportation
S $ O Initial project definition work to occur
in FY20.
T8.7.1 Work with regional transportation providers to
improve connections between Palo Alto and the San
Francisco International Airport and Norman Y. Mineta
San Jose International Airport.
Office of
Transportation
R $ P Inactive.
T8.8.1 Identify and improve bicycle connections to/from
neighboring communities in Santa Clara and San Mateo
counties to support local trips that cross city
boundaries. Also advocate for reducing barriers to
Office of
Transportation
IP $$$ O Peninsula Bikeway signage installed
2018. Planning to identify route
improvements continues.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
26
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bicycling and walking at freeway interchanges,
expressway intersections, and railroad grad crossings.
4. Natural Environment
Goal N-1: Protect, conserve and enhance Palo Alto’s citywide system of open space, including connected and
accessible natural and urban habitats, ecosystems, and natural resources, providing a source of public health,
natural beauty and enjoyment for Palo Alto residents.
N1.1.1 Develop Comprehensive Resource Conservation Plans
for the Pearson Arastradero Preserve, Esther Clark
Preserve, and Foothills Park to steward the protection
of local ecosystems.
Community
Services
Department
S-M $$$ P The Conservation Plan for the
Baylands Nature Preserve is currently
under CEQA review. Once the
Baylands Conservation Plan is
complete, staff will begin work on the
plan for Foothills Park, Pearson
Arastradero and Esther Clark Park.
N1.1.2 Promote and support ecosystem protection and
environmental education programs in Palo Alto and
neighboring school districts.
Community
Services
Department
S $ O Palo Alto Open Space partners with
Grassroots Ecology and Save the Bay
(volunteer-based habitat restoration
organizations) to provide over 50
habitat restoration programs in our
open space preserves each year. In
2019, 4,663 volunteer hours for a
total of 12, 886 volunteer hours.
N1.3.1 Work to maintain Williamson Act agricultural preserve
contracts within the City.
Planning and
Development
Services
S $ O Ongoing.
N1.3.2 Provide information and support programs that
encourage residents to enhance their private yards
with native plant species and low impact landscaping.
Planning and
Development
Services / Urban
Forestry
R $$ C Community Services Department Parks
staff have partnered with residents to
convert four passive, ornamental grass
areas into pollinator gardens.
These pollinator gardens include signs
explaining the project, the native
plants used, and information on how
to make similar garden at your own
home. Community Services also
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
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supports the Community Garden
Program, which includes two
demonstration gardens at Eleanor
Pardee Park (edible garden and water-
wise garden). The Master Gardeners
also provide occasional classes on
gardening and irrigation to the public.
Two new programs have also been
launched to offer property owner
assistance in order to establish more
trees in South Palo Alto. Both promote
native and/or climate adapted species,
consider proximity to utilities, and
utilize a new open source inventory
tool to provide age specific information
to owners.
N1.4.1 Periodically review California Environmental Quality
Act (CEQA) thresholds of significance regarding special
status species to identify changes in listed species
recommended by professionally recognized scientific
experts.
Planning and
Development
Services
R $ C State data bases and biology reports
are used to protect special status
species and refine thresholds through
the CEQA process.
N1.4.2 Explore the feasibility of expanding the use of overlay
tools such as the Site and Design (D) Review Combining
District or similar development review and restriction
tools to protect special-status species and their
habitats from development.
Planning and
Development
Services
M $$ P To be started in approximately 5
years; for now, the Site and Design
Review process protects these
sensitive properties.
N1.4.3 Assess opportunities to expand habitats of special –
status species within publicly-owned open spaces.
Community
Services
Department
R $$ P The Baylands Conservation Plan, which
is currently under CEQA review,
provides some analysis on habitat
improvement in the Baylands Nature
Preserve.
N1.5.1 Maintain the value of local wetlands as habitats by
ensuring adequate flow from the Bay and minimizing
Community
Services
R $ P The Baylands Conservation Plan
includes a recommendation to improve
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
28
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effluent. Department tidal flow to the Renzel Marsh.
N1.6.1 Continue to coordinate City review, particularly by
Planning, Public Works and Community Services
Departments, of projects that might impact the City’s
foothills and hillside areas.
Planning and
Development
Services
R $$ C The Development Review Committee
meets regularly to discuss and
coordinate on pending projects.
N1.7.1 Examine and improve existing management practices,
including the provision of access to open space for City
vehicles and equipment, to ensure that natural
resources are protected.
Community
Services
Department
R $$ O Open Space staff are careful to only
utilize vehicles and equipment where
necessary and with an intent to protect
the natural resources.
N1.7.2 Protect wildlife in public open space areas by
improving litter collection, restricting the use of non-
recyclable plastics, prohibiting the feeding of wild, feral
and stray animals in open space, and enforcing dog
leash laws.
Community
Services
Department
R $ PC Feeding wild, feral, and stray animals
in Open Space was prohibited on June
9, 2014. Litter collection is
accomplished through staff and
volunteers. Rangers enforce the dog
leash laws.
N1.7.3 Provide information about responsible behavior in
environmentally-sensitive areas through signage,
pamphlets and documents on the City’s website.
Community
Services
Department
R $ O The Rangers educate park visitors
through signage, interpretive
programs, and information on the City
webpage.
N1.7.4 Review and map existing easements and maintenance
roads for potential trails and trail connections.
Community
Services
Department
S $$ P No action.
N1.10.1 Use City funds and seek additional sources of funding,
including State and federal programs, to finance open
space acquisition, maintenance or conservation.
Community
Services
Department
R $ P No action.
N1.10.2 Create mechanisms to monitor, assess and respond
quickly to land acquisition opportunities that would
expand or connect the City’s system of parks and open
spaces, and establish a long-term funding strategy for
acquisition that would enable the City to move quickly
when opportunities arise.
Community
Services
Department
S $$$ O The City recently purchased .64 acres
of land that will be dedicated to
expand Boulware Park.
Goal N-2: A thriving urban forest that provides public health, ecological, economic, and aesthetic benefits for
Palo Alto.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
29
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N2.1.1 Explore ways to prevent and ameliorate damage to
trees and tree roots by above and below ground
infrastructure and buildings.
Department of
Public Works
R $ O Findings from a root-sidewalk conflict
analysis were referenced in the
comprehensive sidewalk master plan.
Standard Detail 604 was modified to
reduce conflicts between roots and
infrastructure. Rubber sidewalks are
one solution recommended for
implementation on a pilot project.
N2.2.1 Periodically update the Urban Forest Master Plan
(UFMP) and Tree Protection Ordinance to ensure
policies and regulations remain relevant set leading
standards for tree health practices.
Department of
Public Works
R $$ PC The UFMP, second edition, was
adopted by City Council on February
25, 2019. Draft revisions for Title 8 of
Palo Alto Municipal Code are prepared
to be considered by City Council
following completion and adoption of
the Tree and Landscape Technical
Manual. The Tree and Landscape
Technical Manual is anticipated to be
completed in 2020.
N2.4.1 Promote landscape design that optimizes soil volume,
porosity, structure and health, as well the location,
shape and configuration of soil beds.
Planning and
Development
Services
M $ PC A Green Infrastructure Plan is 85%
complete. It contains recommended
practices and policies, directs creation
of standard details, and references
similar content in plans and documents
such as the Tree and Landscape
Technical Manual.
N2.7.1 Maintain and irrigate healthy trees in parks, open
space, parking lots, and City rights-of-way, while
identifying and replacing unhealthy trees in those
areas.
Department of
Public Works
S $$ O Cyclical maintenance was initiated in
parks. The first cycle will be complete
in Fiscal Year 2020. Initial findings on
surface parking lot shading suggest
most (or all) are significantly less than
the 50% required by Palo Alto
Municipal Code.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
30
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2019
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N2.7.2 Continue to invest in the care, irrigation and
monitoring of street trees during drought conditions.
Department of
Public Works
R $$ P
N2.7.3 Actively pursue funding for tree planting to increase
canopy cover significantly across the city, avoid a net
loss of canopy at the neighborhood level, and attain
canopy size targets in parks, open space, parking lots,
and City rights-of-way.
Department of
Public Works
R $ P Canopy replacement standards are
drafted in new edition of the Tree and
Landscape Technical Manual.
Preliminary discussions with potential
funders have not identified a viable
partnership.
N2.9.1 Increase awareness, severity and enforcement of
penalties for tree damage.
Department of
Public Works
M $ P
N2.9.2 Develop a program for using the City’s Urban Forestry
Fund to replace trees lost to public improvement and
infrastructure projects, with replanting occurring onsite
or as close to the original site as is ecologically
appropriate.
Department of
Public Works
M $$ P Funding deposits are pending for the
Sherman Avenue Garage, Public Safety
Building, and Charleston-Arastradero
Corridor improvements projects.
N2.10.1 Continue to require replacement of trees, including
street trees lost to new development.
Planning and
Development
Services
R $ C As part of development review
processes, replacement trees are
required to ensure ‘no net loss of
canopy’.
N2.10.2 As part of the update of the Tree and Landscape
Technical Manual, consider expanding tree protections
to include additional mature trees and provide criteria
for making site-specific determinations of trees that
should be protected.
Planning and
Development
Services
S $ PC The Tree and Landscape Technical
Manual has been updated.
Concurrently changes have been
drafted to Title 8 of Palo Alto
Municipal Code.
N2.10.3 Consider revisions to the appeals process to increase
transparency regarding tree removals and expanded
opportunities for community members to appeal the
removal of trees.
Planning and
Development
Services
L $$ PC Changes to Palo Alto Municipal Code
will initiate revisions to the appeals
process for tree removals.
N2.11.1 Develop a transparent and publicly accessible street
tree removal and replacement schedule.
Department of
Public Works
M $ P
N2.11.2 Develop a program to replace unhealthy public trees
over time.
Department of
Public Works
M $$ O Ongoing inspection and replacement
procedures remain unchanged.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
31
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Notes
N2.12.1 Explore ways to leverage the fact that Palo Alto’s urban
forest alleviates climate change by capturing and
storing carbon dioxide.
Department of
Public Works
M $ P
N2.13.1 Work with local nonprofits to establish one or more
tree planting programs that are consistent with the
UFMP, and rely on locally native, resilient species.
Review existing tree planting guidelines to ensure they
achieve these objectives.
Department of
Public Works
S $$ PC A program with the non-profit Canopy
will be completed in Fiscal Year 2020
resulting in more than 300 trees added
in South Palo Alto.
N2.13.2 Provide on-going education for City staff, residents,
and developers regarding landscape, maintenance, and
irrigation practices that protect the urban forest and
wildlife species.
Department of
Public Works
R $ P
N2.13.3 Involve tree owners in tree maintenance programs. Planning and
Development
Services
R $ P
N2.13.4 Cooperate with the Palo Alto Unified School District,
Stanford University, Caltrain, Caltrans, Pacific Gas &
Electric, and other public and private entities to ensure
that their tree planting, tree removal, and maintenance
practices are consistent with City guidelines.
Department of
Public Works
R $ P
Goal N-3: Conservation of both natural and channelized creeks and riparian areas as open space amenities,
natural habitat areas, and elements of community design.
N3.3.1 Update the Stream Corridor Protection Ordinance to
explore 150 feet as the desired stream setback along
natural creeks in open space and rural areas west of
Foothill Expressway. This 150-foot setback would
prohibit the siting of buildings and other structures,
impervious surfaces, outdoor activity areas and
ornamental landscaped areas within 150 feet of the
top of a creek bank. Allow passive or intermittent
outdoor activities and pedestrian, equestrian and
bicycle pathways along natural creeks where there are
adequate setbacks to protect the natural riparian
environment. Within the setback area, provide a
Planning and
Development
Services
S $$ P This would be started in the next 3-5
years.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
32
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2019
Status
Notes
border of native riparian vegetation at least 30 feet
along the creek bank.
The update to the Stream Protection Ordinance should
establish:
Design recommendations for development or
redevelopment of sites within the setback,
consistent with basic creek habitat objectives and
significant net improvements in the condition of the
creek.
Conditions under which single-family property and
existing development are exempt from the 150-foot
setback
Appropriate setbacks and creek conservation
measures for undeveloped parcels.
N3.3.2 Examine the development regulations of the Stream
Corridor Protection Ordinance, with stakeholder
involvement to establish appropriate setback
requirements that reflect the varying natural and
channelized conditions along creeks east of Foothill
Expressway. Ensure that opportunities to provide an
enhanced riparian setback along urban creeks as
properties are redeveloped or improved are included
in this evaluation.
Planning and
Development
Services
S $$ P This would be started in the next 3-5
years.
N3.3.3 For all creeks, update the Stream Corridor Protection
Ordinance to minimize impacts on wildlife by:
Limiting the development of recreational trails to
one side of natural riparian corridors.
Requiring careful design of lighting surrounding
natural riparian corridors to maximize the distance
between nighttime lighting and riparian corridors
and direct lighting away from the riparian corridor.
Planning and
Development
Services
S $$ PC Lighting near riparian areas is
reviewed as a part of the CEQA
process.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
33
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
N3.4.1 Develop a community creek stewardship program to
promote existing creek clean-up days, organize new
events, and increase appreciation of riparian corridors.
Department of
Public Works
M $$ O A creek stewardship program was
initiated with Grassroots Ecology &
creek clean-ups continue.
N3.6.1 Review and update the Grading Ordinance to ensure
that it adequately protects creeks from the erosion and
sedimentation impacts of grading.
Department of
Public Works
M $$ PC An update of the stormwater
ordinance is underway.
N3.8.1 Work with the Santa Clara Valley Water District
(SCVWD) to develop a maintenance, restoration and
enhancement improvement program that preserves
flood protection while preserving riparian habitat,
and identifies specific stretches of corridor to be
restored or daylighted, standards to be achieved, and
sources of funding. Include provisions for tree and
vegetation planting to enhance natural habitat and
shade cover.
Department of
Public Works &
Office of
Emergency
Services (OES)
M $$ PC The development of the North
Ventura Coordinated Area Plan has
provide opportunity to explore the
feasibility of naturalizing Matadero
Creek.
N3.8.2 Participate cooperatively in the JPA to achieve
increased flood protection, habitat preservation,
enhancement and improved recreational opportunities
along San Francisquito Creek.
Department of
Public Works &
OES
IP $ O The flood control portion of the San
Francisquito Creek widening
downstream of Highway 101 was
completed in 2018.
Goal N-4: Water resources and infrastructure that are managed to sustain plant and animal life, support urban
activities, and protect public health and safety.
N4.2.1 Educate customers on efficient water use (indoor and
outdoor), tree care, and landscaping options.
Department of
Public Works
R $ P A landscape architect was hired to
administer the Model Water Efficient
Landscape Ordinance. Educational
materials will be developed to
complement the Tree and Landscape
Technical Manual.
N4.5.1 Study the supply and quality of local groundwater
aquifers to better understand their utility as natural
water storage.
City of Palo Alto
Utilities
L $ C The Northwest County Recycled Water
Strategic Plan, completed in
partnership with Valley Water,
included a characterization of regional
hydrogeological conditions.
N4.5.2 Work with local public agencies to educate residents
regarding the public health, fire, and overall quality of
City of Palo Alto
Utilities
R $ C The City engages in public outreach
and provides information on the City
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
34
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
life risks associated with long-term drought. website about the importance of
making water conservation a way of
life.
N4.6.1 Encourage residents to use rain barrels or other
rainwater reuse systems.
Department of
Public Works
S $ O Outreach to residents was increased in
2019 and into 2020.
N4.7.1 Support and participate in the work of the SCVWD to
prepare a high-quality groundwater management plan
that will address groundwater supply and quality,
including, as appropriate:
An understanding of subsurface hydrology.
Strategies to reduce depletion.
Opportunities to recharge groundwater, including
through use of recycled water and extracted
groundwater.
Methods to ensure that uncontaminated, toxin-free
groundwater is used in a manner that benefits the
community, for example in irrigation of parks, street
cleaning, and dust suppression.
An approach to metering extracted groundwater.
Department of
Public Works
S $ PC Parts of the goals are included in the
Northwest County Recycled Water
Strategic Plan Groundwater Chapter
that is anticipated to be accepted by
Council in February 2020.
More work on abilities to reuse
groundwater will be analyzed in the
Urban Water Infrastructure Plan.
N4.7.2 Support the SCVWD and the Regional Water Quality
Control Board (RWQCB) to implement their mandate to
protect groundwater from the adverse impacts of
urban uses.
Department of
Public Works
S $ O A groundwater chapter of the Recycled
Water Master plan analyzed the
aquifers in FY19, as a basis for
protection.
N4.7.3 Work with the SCVWD and RWQCB to identify and map
key groundwater recharge and stormwater
management areas for use in land use planning and
permitting and the protection of groundwater
resources.
Department of
Public Works
IP $ PC Groundwater basin replenishment
areas were determined in the
Northwest County Recycled Water
Strategic Plan Groundwater Chapter
that is anticipated to be accepted by
Council in February 2020.
N4.8.1 Research and promote new construction techniques
and recharge strategies developed to reduce
subsurface and surface water impacts and comply with
Department of
Public Works
IP $ PC Created new regulations regarding
dewatering and encouraged
construction techniques to reduce
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
35
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
City dewatering policies. impacts to groundwater.
N4.8.2 Explore appropriate ways to monitor all excavations
and other projects to ensure that dewatering does not
result in recharge into the aquifer where needed.
Department of
Public Works
S $ PC Current dewatering sites have to
follow new regulations which are
providing data.
N4.10.1 Monitor and implement practices for reducing water
pollution. Examples include state-of-the-art best
management practices (BMPs), land use planning
approaches, and construction of modern stormwater
management facilities.
Department of
Public Works
R $$$ O Updating the stormwater ordinance.
N4.10.2 Continue public education programs on water quality
issues, including BMPs for residents, businesses,
contractors, and City employees.
Department of
Public Works
R $ O This work continues via flyers, tabling,
bill inserts, targeted messages and the
website.
N4.10.3 Implement swift and rigorous spill response, cleanup,
and follow-up investigation procedures to reduce the
impacts of toxic spills on the city’s creeks and San
Francisco Bay.
Department of
Public Works
R $$ PC Updating the stormwater ordinance.
N4.10.4 Increase monitoring and enforcement of existing
prohibitions on materials and practices known to
impact local water quality, such as use of copper, in the
design and construction industries.
Department of
Public Works
R $ PC Updating the stormwater ordinance.
N4.11.1 Evaluate neighborhoods where parking controls may
hinder street sweeping and recommend any changes
that are needed.
Department of
Public Works
M $ PC Intend to have a proposal to PW
Director by spring of 2021.
N4.12.1 Implement the City’s Integrated Pest Management
(IPM) Policy with periodic assessments of pesticide
use and use of BMPs to reduce pesticide applications
and toxicity, and maximize non-chemical control.
Department of
Public Works
R $ O Updating the current IPM policy.
N4.12.2 Revise the City’s Tree and Landscape Technical Manual
to include stronger requirements for least-toxic
practices in the landscape permitting process.
Department of
Public Works
S $ PC Scheduled to be complete by June 30,
2020.
N4.12.3 Promote the value of toxin-free landscape
management, and educate residents about the impacts
of common fertilizers, herbicides, insecticides and
Department of
Public Works
R $ O Continue to educate residents and
businesses regarding proper pest
control.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
36
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
pesticides on local water quality.
N4.13.1 Promote the use of permeable paving materials or
other design solutions that allow for natural
percolation and site drainage through a Storm Water
Rebate Program and other incentives.
Department of
Public Works
S $ PC Revamped the stormwater rebate
program; will continue to advertise this
program.
N4.13.2 Develop and implement a green stormwater
infrastructure plan with the goal to treat and infiltrate
stormwater.
Department of
Public Works
S $$$ C The Green Stormwater Infrastructure
Plan was completed in 2019, to
fulfill this purpose.
N4.13.3 Mitigate flooding through improved surface
permeability or paved areas, and stormwater capture
and storage.
Department of
Public Works
S $$ O Bioretention areas were added to the
Charleston Arastradero Corridor
project.
N4.14.1 Establish a standardized process for evaluating the
impacts of development on the storm drainage system,
including point source discharge, base flow and peak
flow.
Department of
Public Works
S $ O Projects that require a building permit
are reviewed by staff to verify that the
proposed runoff from project sites is
equal to or less than the existing
runoff. Any excess flow must
be detained or retained on-site.
N4.14.2 Complete improvements to the storm drainage system
consistent with the priorities outlined in the City's
Storm Drainage Master Plan, as amended.
Department of
Public Works
IP $$$ O Storm Drainage Master Plan projects
are being implemented through the
Capital Improvement Program using
funding from the Stormwater
Management Fee.
N4.15.1 Work with commercial and industrial dischargers to
identify and implement pollution prevention measures
and BMPs to eliminate or reduce the discharge of
metals and other pollutants of concern.
Department of
Public Works
R $$ O
N4.15.2 Encourage commercial dischargers to consistently go
beyond minimum requirements of the Clean Bay
Business Program.
Department of
Public Works
R $ PC Updating the stormwater ordinance
N4.16.1 Implement approved recommendations based on the
Long-Term Facilities Plan prepared for the RWQCP.
Department of
Public Works
IP $$$ O The first major Project (Incinerator
Retirement) was completed in 2019
and design is completed on the next
two facilities.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
37
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
N4.16.2 Develop a plan to address ongoing operations of the
RWQCP taking potential sea level rise and growth in
surrounding communities into account.
Department of
Public Works
M $$$ O A Sea level Adaptation Plan is being
prepared to decide whether a RWQCP-
specific solution should be designed.
N4.17.1 Evaluate the expansion of existing recycled water
infrastructure to serve a larger area. Develop a plan to
install “purple pipe” when streets are opened for other
infrastructure work.
City of Palo Alto
Utilities
M $$ P The City in partnership with Valley
Water completed the Northwest
County Recycled Water Strategic Plan
which identified a list of potential
potable and nonpotable water
projects which will be considered as
part of an overall water supply plan
(i.e. “One Water”). The City has not
developed a plan to include recycled
water pipeline installation in
conjunction with other infrastructure
projects.
N4.17.2 Evaluate the possibility of using recycled water as an
emergency water supply.
City of Palo Alto
Utilities
L $ O The City has not investigated using
recycled water as an emergency
supply. The City is currently evaluating
the projects identified in the
Northwest County Recycled Water
Strategic Plan which may provide
drought-proof, sustainable water to
the City’s water supply portfolio.
Groundwater is an available
emergency water supply.
N4.17.3 Investigate ways to reuse non-traditional water
sources including recycled, gray, black and storm
water.
City of Palo Alto
Utilities
R $ C See N4.17.1 regarding recycled water.
The City offers rebates for graywater
systems. Blackwater systems have not
been considered in detail. Public
Works completed the Green Storm
water Infrastructure (GSI) Plan in
2019. Public Works is now moving
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
38
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
forward with implementation of the
GSI Plan to increase rainwater capture
(thus decreasing reliance on potable
water) and improving water quality of
receiving waters.
Goal N-5: Clean, healthful air for Palo Alto and the San Francisco Bay Area.
N5.1.1 Provide City input on significant proposals for air
quality legislation and state implementation plans.
Planning and
Development
Services
R $ C Planning works with the City lobbyist
to identify issues and provide ideas.
N5.1.2 Implement BAAQMD (Bay Area Air Quality Management
District) recommended standards for the design of
buildings near heavily traveled roads, in order to
minimize exposure to auto-related emissions.
Planning and
Development
Services
S $ C BAAQMD standards are implemented
through the CEQA process.
N5.1.3 Explore adopting new standards that target the
reduction of very fine particulate matter (PM2.5),
which is associated with increased impacts on health.
Planning and
Development
Services
S $ C PM2.5 standards are implemented
through the CEQA process.
N5.2.1 Promote understanding of the impacts of extended
idling on air quality, for residents, auto-dependent
businesses, and schools.
Planning and
Development
Services
M $ P
N5.2.2 Consider adopting and enforcing penalties for drivers
that idle for longer than 3-5 minutes.
Planning and
Development
Services
M $ P
N5.3.1 Cooperatively work with Santa Clara County and the
BAAQMD to ensure that mining and industrial
operations mitigate environmental and health impacts.
Planning and
Development
Services
R $ C Industrial operations are mitigated
through the CEQA process. There are
no mining resources within the City
limits.
N5.3.2 Monitor particulate emissions at local California Air
Resources Board monitoring stations and make the
information easily available to citizens.
Planning and
Development
Services
R $ C BAAQMD provides monitoring
information on their webpage -
http://www.baaqmd.gov/about-air-
quality/current-air-quality.
N5.3.3 Promote understanding of the health impacts of
particulate emissions and provide information to
residents and businesses about steps they can take to
Planning and
Development
Services
R $ O Ongoing.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
39
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
reduce particulate emissions, such as reducing or
eliminating wood burning or using low emission
alternatives to wood-burning stoves and fireplaces.
N5.3.4 Explore feasible and cost-effective opportunities to
reduce concrete and asphalt use by the City, in parks
and other public projects.
Department of
Public Works
R $ O
Goal N-6: An environment that minimizes the adverse impacts of noise.
N6.3.1 Continue working to reduce noise impacts created by
events and activities taking place in communities
adjoining Palo Alto.
Planning and
Development
Services
R $ O Ongoing.
N6.3.2 Evaluate the feasibility of adopting noise criteria in the
purchase of new City vehicles and equipment.
Department of
Public Works
M $ P
N6.3.3 Update the Noise Ordinance, as needed, to provide for
clear interpretation of the regulations, to review the
effectiveness of existing standards, and to ensure that
regulations address contemporary issues.
Planning and
Development
Services
S $ P To be started in approximately 3-5
years.
N6.7.1 Update noise impact review procedures in the Noise
Ordinance and the Zoning Code to address appropriate
requirements for analysis and thresholds for impacts
on residential land uses and publicly-owned
conservation land.
Planning and
Development
Services
S $ P To be started in approximately 3-5
years.
N6.10.1 Evaluate changes to the Noise Ordinance to further
reduce the impacts of noise from leaf blowers and
residential power equipment.
Planning and
Development
Services
M $ P To be started in approximately 3-5
years.
N6.11.1 For larger development projects that demand intensive
construction periods and/or use equipment that could
create vibration impacts, such as the Stanford
University Medical Center or major grade separation
projects, require a vibration impact analysis, as well as
formal, ongoing monitoring and reporting of noise
levels throughout the entire construction process
pertinent to industry standards.
Planning and
Development
Services
S $$ C Construction noise is reviewed as part
of the CEQA process. Mitigation
measures, including limited hours of
operation, are used to reduce noise
and vibration impacts.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
40
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
The monitoring plan should identify hours of operation
and could include information on the monitoring
locations, durations and regularity, the
instrumentation to be used and appropriate noise
control measures to ensure compliance with the noise
ordinance.
N6.12.1 Continue working to reduce noise associated with
operations of the Palo Alto Airport. Also, ensure
compliance with the land use compatibility standards
for community noise environments, shown in Table N-
1, by prohibiting incompatible land use development
within the 60 dBA CNEL noise contours of the airport.
Department of
Public Works
R $$ O A member of the Palo Alto City Council
and a member of the Palo Alto Pilot
Association each serve on the Santa
Clara County Airport Land Use
Commission.
N6.12.2 Participate in appropriate public forums and engage
with other governmental agencies and representatives
to ensure that activities at airports in the region do not
negatively affect noise levels in Palo Alto.
Department of
Public Works
IP $ O Staff monitors current procedures into
and out of the Palo Alto Airport. If
other procedural changes are
identified unrelated to the Palo Alto
Airport, staff notifies City Manager’s
Office.
N6.13.1 Encourage the Peninsula Corridors Joint Powers Board
to pursue technologies and grade separations that
would reduce or eliminate the need for train
horns/whistles in communities served by rail service.
Office of
Transportation
IP $ O Ongoing.
N6.13.2 Evaluate changing at-grade rail crossings so that they
qualify as Quiet Zones based on Federal Railroad
Administration (FRA) rules and guidelines in order to
mitigate the effects of train horn noise without
adversely affecting safety at railroad crossings.
Office of
Transportation
S $$$ O Ongoing.
N6.13.3 Participate in future environmental review of the
California High-Speed Rail (HSR) Project, planned to
utilize existing Caltrain track through Palo Alto, to
ensure that it adheres to noise and vibration mitigation
measures.
Office of
Transportation
S $$ O Ongoing.
Goal N-7: A clean, efficient energy supply that makes use of cost-effective renewable resources.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
41
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
N7.1.1 Meet customer electricity needs with least total cost
resources after careful assessment of environmental
cost and benefits.
City of Palo Alto
Utilities
R $ O The utilities continue to evaluate
generation and energy efficiency /
demand reduction on a least cost basis
when determining how to fulfill
community electricity demands.
N7.2.1 Promote the adoption of cost-effective, renewable
energy technologies from diverse renewable fuel
sources by all customers.
City of Palo Alto
Utilities
S $ O The utility continues to purchase
renewable resources for the
community’s electricity portfolio and
facilitates customer adoption of
renewable resources like rooftop solar.
N7.2.2 Assess the feasibility of using life cycle analysis and
total cost of ownership analysis for public and private
projects, funded by the project proponent, in order to
minimize the consumption of energy, the production of
greenhouse gases, including GHG emissions of
construction materials and demolition and costs over
the life of the project.
City of Palo Alto
Utilities
M $$ P
N7.4.1 Continue timely incorporation of State and federal
energy efficiency standards and policies in relevant City
codes, regulations and procedures, and higher local
efficiency standards that are cost-effective.
Planning and
Development
Services
R $ O Adopted 2019 Energy Reach code.
Effective from April 2020.
N7.4.2 Implement cost effective energy efficiency programs
for all customers, including low income customers.
City of Palo Alto
Utilities
R $ O Ongoing.
N7.4.3 Incorporate cost-effective energy conservation
measures into construction, maintenance, and City
operation and procurement practices.
City of Palo Alto
Utilities
R $$ O The Utility and the Public Works
Departments collaborate to
implement cost-effective energy
conservation for City buildings.
N7.4.4 Implement gas and electric rate structures that
encourage efficient use of resources while meeting
State law requirements that rates be based on the cost
of service.
City of Palo Alto
Utilities
M $ O The Utility continues to implement
gas and electric rate structures that
meet his program goal.
N7.4.5 Continue to provide public education programs
addressing energy conservation and efficiency.
City of Palo Alto
Utilities
R $ O The Utility continues to provide
public education programs around
energy conservation and efficiency.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
42
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
N7.5.1 Monitor professional and medically-sound research
and studies on light-emitting diodes (LEDs).
City of Palo Alto
Utilities
M $ P
N7.6.1 Explore changes to building and zoning codes to
incorporate solar energy, energy storage and other
energy efficiency measures into major development
projects, including City-owned projects.
Planning and
Development
Services
S $ O New 2019 California Building Code
adopted.
N7.6.2 Promote use of the top floors of new and existing
structured automobile garages for installation of
photovoltaic (PV) panels and green roofs.
Planning and
Development
Services
S $ C New garage on Sherman includes PV
panels; PV panels approved in
downtown and California Avenue
existing city garages. OES has specific
interests in how to harvest from
such PV arrays using "mobile DER"
(solar- battery trailers, etc.).
N7.6.3 Promote solar energy in individual private projects. Planning and
Development
Services
R $ O The benefits of solar energy are
discussed at the Development Center.
New state laws require infrastructure
provisions for solar energy.
N7.7.1 Evaluate the potential for a cost-effective plan for
transitioning to a completely carbon-neutral natural
gas supply.
City of Palo Alto
Utilities
S $ C The City implemented a Carbon
Neutral Gas Program using high quality
carbon offsets.
N7.7.2 Explore the transition of existing buildings from gas to
electric or solar water and space heating.
City of Palo Alto
Utilities
S $$ O The City currently offers a rebate to
encourage homeowners to replace gas
water heater with heat pump water
heater, and is planning to begin
incentivizing the electrification of
space heating in existing buildings in
Spring 2020.
N7.8.1 Evaluate energy efficient approaches for the treatment
and reuse of organic waste that maximize resource
recovery and reduce greenhouse gas generation at the
RWQCP located in Palo Alto and the Palo Alto Landfill.
Public Works
Department
M $ C Evaluation complete & a $30
million CIP Project has been
completed which retired the Sludge
Incinerators and switched to the
production of soil amendments at
off-site facilities.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
43
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
Goal N-8: Actively support regional efforts to reduce our contribution to climate change while adapting to the
effects of climate change on land uses and city services.
N8.1.1 Participate in cooperative planning with regional and
local public agencies, including on the Sustainable
Communities Strategy, on issues related to climate
change, such as greenhouse gas reduction, water
supply reliability, sea level rise, fire protection services,
emergency medical services, and emergency response
planning.
Planning and
Development
Services
R $ O Office of Emergency Services (OES),
Local Hazard Mitigation Plan (LHMP),
and Threats and Hazards Identification
and Risk Assessment (THIRA).
N8.1.2 Pursue or exceed State goals of achieving zero net
carbon for residential buildings by 2020 and
commercial buildings by 2030, without compromising
the urban forest.
Office of
Sustainability
S $ O Currently working on the 2020 S/CAP
Update.
N8.2.1 Periodically update the S/CAP consistent with the
update schedule in the approved S/CAP; this update
shall include an updated greenhouse gas inventory and
updated short, medium, and long-term emissions
reduction goals.
Office of
Sustainability
Services
M $$ O Currently working on the 2020 S/CAP
Update.
N8.3.1 Protect the Municipal Services Center, Utility Control
Center, and RWQCP from the impacts of sea level rise.
Public Works
Department
M $$$ O A Sea Level Rise Policy was developed
and the next step is underway: A
detailed assessment of each named
facility and others.
N8.4.1 Prepare response strategies that address sea level rise,
increased flooding, landslides, soil erosion, storm
events and other events related to climate change.
Include strategies to respond to the impacts of sea
level rise on Palo Alto’s levee system.
Planning and
Development
Services
S $$$ O OES should be consulted.
5. Safety Element
Goal S-1: A safe community that is aware of risks and prepared for emergencies.
S1.1.1 Expand public education programs that help and
encourage each household in the City to be prepared
to be self-sufficient, with enough stored water and
Office of
Emergency
Services
S $ O Ongoing.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
44
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
food to support the entire household for at least one
week after a major earthquake, flood, terrorism event,
pandemic or other major disaster.
S1.1.2 Continue to implement and fund the Emergency
Services Volunteer program.
Office of
Emergency
Services
S $ O Ongoing.
S1.1.3 Conduct emergency hazard drills with key stakeholder
organizations across the community to improve
preparedness for known threats and hazards.
Office of
Emergency
Services
R $$ O Ongoing.
S1.1.4 Support an annual community public safety fair to
educate and engage the public on preparedness and
offer the opportunity to buy emergency disaster
supplies for home and vehicle.
Office of
Emergency
Services
R $$ O Public safety fair was conducted in
2019.
S1.1.5 Encourage local businesses and other organizations to
have disaster preparedness, communication,
mitigation and recovery plans in place.
Office of
Emergency
Services
R $ O OES conducted numerous private
sector safety workshops, trainings &
Drills.
S1.2.1 Develop accessible, attractive marketing materials to
promote involvement in community crime safety
programs.
Office of
Emergency
Services
R $ C New multi-lingual
material launched on City
preparedness website.
S1.3.1 Explore the use of urban design principles to increase
safety and prevent crime in Palo Alto.
Planning and
Development
Services OES
S $ O
S1.3.2 Support programs such as the Department of Housing
and Urban Development’s Good Neighbor Next Door,
which incentivizes home purchase for first responders
with discounts.
Planning and
Development
Services
R $ P Homes in PA do not fit under the
criteria of the Good Neighbor Next
Door program and the City does not
have HUD-designated revitalization
areas.
S1.4.1 Make data available to maintain an accurate, up to
date, and complete real-time local crime mapping
function to promote neighborhood safety.
Police
Department
M $$ C New vendor “city protect” published
on PD website.
S1.5.1 Promote neighborhood security by providing crime
prevention information and training to residents, and
continuing to fund resident involvement in
Police
Department
R $ P OES coordinates the neighborhood
block preparedness program. PD
staffing at this time does not allow for
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
45
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
neighborhood safety programs such as “Know Your
Neighbor” grants and Block Preparedness
Coordinators.
a formal PD program.
S1.5.2 Collaborate with the Palo Alto Unified School District
(PAUSD), other school districts in the city, private
schools, businesses, non-profits, and local faith-based
organizations provide community safety education.
Police
Department
R $ O Training provided on as-needed basis
through SRO program and OES
partnership.
S1.5.3 Encourage the PAUSD to develop secure school
facilities and collaborate with Emergency Services
Volunteers (ESV) on disaster preparedness activities;
emergency disaster planning, exercises and drills; and
disaster recovery.
Office of
Emergency
Services
R $ P ESV program coordinated through OES.
PD able to coordinate with school
facility on any new facility
development.
S1.5.4 Continue to support and encourage participation in
Police Department programs to introduce youth to the
importance and benefits of local law enforcement.
Police
Department
R $ O SRO function.
S1.6.1 Enhance public safety department training for evolving
challenges, such as small- to large-scale human threats,
interacting with individuals with mental illness, and
non-lethal alternatives.
Police
Department
R $ O Department complying with state
mandated training in multiple topics
annually.
S1.6.2 Support the PAPD in implementing and maintaining
approved technologies for data gathering, surveillance,
and recording interactions with the public. Incorporate
best practices in use policies with special consideration
in ensuring the programs protect the public’s privacy
rights and civil liberties, in accordance with current
legislation. Ensure transparency by communicating
new equipment implementation, usage, privacy
considerations, and retention of data.
Police
Department
S $$ O Council adopted a Surveillance Policy,
which governs use of surveillance
technology in the city.
S1.6.3 Communicate transparently with the community
regarding adoption of new PAPD equipment and/or
tactics while balancing the need for operational
security.
Police
Department
S $ O Will adhere to Council Surveillance
policy when applicable.
S1.7.1 Regularly monitor and review the level of public safety
staffing and satellite police station locations required
Police
Department
R $ O Substation established at Stanford
Shopping Center in partnership with
Simon Properties.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
46
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
for efficient local service delivery.
S1.7.2 Design the new Public Safety building to meet essential
service standards, the needs of the public safety
departments and be resilient against known threats
and hazards.
Department of
Public Works
S $$$ C Design of the Public Safety Building is
complete and the plans were
submitted for building permit review in
December 2019.
S1.7.3 Provide community notifications in the event of
emergency using the best available methods and
explore new technologies for emergency public
information and warnings.
Office of
Emergency
Services
R $$ O Ongoing.
S1.8.1 Update Palo Alto’s 2001 Terrorism Response Plan. Office of
Emergency
Services
S $$ C Complete.
S1.9.1 Develop an Infrastructure Master Plan that projects the
future needs of streets, underground utilities, and all
City assets and plans for the incorporation of new
technology that improves efficiency and effectiveness.
Department of
Public Works
S $$$ O An Infrastructure Management System
has been implemented to track
operating and capital improvement
costs and to maintain updates on
deferred “catch-up” maintenance and
planned “keep-up” maintenance for
future improvements.
S1.10.1 Regularly update and make publicly available the City
of Palo Alto Emergency Operations Plan (EOP).
Office of
Emergency
Services
R $$$ O We will have a new version in 2020.
S1.10.2 Participate in local and regional planning efforts to
mitigate, prepare for, respond to, and recover from
emergencies.
Office of
Emergency
Services
R $ O
S1.10.3 Implement the mitigation strategies and guidelines
provided by the LHMP, including those that address
evolving hazards resulting from climate change.
Office of
Emergency
Services
R $$ P This will be updated in 2020.
S1.12.1 Encourage multiagency coordination in case of
incidents that cross disciplinary or jurisdictional
boundaries or coordination that involves complex
incident management scenarios.
Office of
Emergency
Services
R $ O Ongoing.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
47
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
S1.12.2 Explore the establishment of mutually-beneficial
cooperative agreements between Palo Alto’s police
and fire departments and those of neighboring cities.
Police
Department,
Fire Department
M $ O Ongoing; We share communication
system contracts with Mountain View
and Los Altos Police Departments.
S1.13.1 Identify solutions to add an additional power line to
Palo Alto to ensure redundancy.
City of Palo Alto
Utilities
S $$ P The Utility is currently pursuing
an additional power line and is in
negotiation with potential partners.
S1.13.2 Explore incentives to adopt emerging, residential off-
grid capabilities and technologies, including back-up
power sources vital in the event of natural disasters or
other threats.
City of Palo Alto
Utilities
M $ C The Utility is facilitating customer
adoption of technologies such as
energy storage systems and will
continue to evaluate the cost-
effectiveness of monetary incentives.
S1.13.3 Continue citywide efforts to underground utility wires
to limit injury, loss of life, and damage to property in
the event of human-made or natural disasters.
City of Palo Alto
Utilities
R $$$ O To date, about 55% of City’s electric
distribution lines are underground,
either through the underground
conversion program or having been
placed underground when originally
installed.
A further 8 districts are identified for
conversion, with a cost range of $20 to
$24 million, which would bring the
underground distribution line
percentage up to about 60%.
S1.13.4 Enhance the safety of City-owned natural gas pipeline
operations. Work with customers, public safety
officials, and industry leaders to ensure the safe
delivery of natural gas throughout the service area.
Provide safety information to all residents on City-
owned natural gas distribution pipelines.
City of Palo Alto
Utilities
R $$ O The Utility maintains a robust gas
safety program and annually provides
gas safety information to residents.
S1.13.5 Provide off-grid and/or backup power sources for
critical City facilities to ensure uninterrupted power
during emergencies and disasters.
City of Palo Alto
Utilities Public
Works & OES
R $$ O Public Works is lead department, in
coordination with OES.
Goal S-2: Protection of life, ecosystems and property from natural hazards and disasters, including earthquake,
landslide, flooding, and fire.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
48
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
S2.5.1 Periodically review and update the City’s Seismic
Hazard Ordinance.
Planning and
Development
Services
IP $ C The City remains committed to
updating to local regulations, policies,
and procedures including an analysis
of any potential CEQA requirements to
ensure the safety of buildings in Palo
Alto. Policy discussions continue at the
City Council level, led by Planning &
Development Services Department
staff.
S2.5.2 Continue to provide incentives for seismic retrofits of
structures throughout the city, particularly those
building types that would affect the most people in the
event of an earthquake.
Planning and
Development
Services
S $ O The City’s seismic bonus program is
available for CD zoned properties. The
CBO continues to list buildings on the
seismic hazards list as these become
known via owner-provided
documentation.
Encourage efforts by individual neighborhood or block-
level groups to pool resources for seismic retrofits.
Planning and
Development
Services
M $ P
S2.6.1
S2.6.2 Continue to use a seismic bonus and a Transfer of
Development Rights (TDR) Ordinance for seismic
retrofits for eligible structures in the
Commercial Downtown (CD) zone.
Planning and
Development
Services
R $ O The seismic bonus and TDR programs
are ongoing.
S2.6.3 Evaluate the TDR Ordinance so that transferred
development rights may be used for residential
development on the receiver sites.
Planning and
Development
Services
R $ P
S2.6.4 Study the possibility of revising the transfer of
development rights program to encourage seismic
retrofits.
Planning and
Development
Services
M $ P
S2.6.5 Explore the use of Community Development Block
Grants, Palo Alto Housing Funds and other sources of
funding to support owners of lower income and senior
housing to retrofit seismically-unsafe construction.
Planning and
Development
Services
S $ O The City assisted five low-
income/senior households in upgrades
via CDBG funds.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
49
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
S2.7.1 As part of the construction permitting process for
proposed new and redeveloped buildings in areas of
identified hazard shown on MapS-2, structures that
would affect the most people in a seismic event
require submittal to the City of a geotechnical/seismic
report that identifies specific risks and appropriate
mitigation measures.
Planning and
Development
Services
S $ C Please see additional hazard maps at:
https://www.cityofpaloalto.org/civica
x/filebank/documents/68614. Notes:
recommended changing program text
language “this map” to “the Alquist -
Priolo Fault Map (state law) and Map
S-2 and S-4”. Also provide maps from
source:
https://maps.conservation.ca.gov/cgs
/#datalist. We also recommend
eliminating S2.7.1 as it is state law and
the answer below will remain the same
from year to year. Per state law, this a
requirement and if development
occurs on an identified property as
outlined on the Alquist - Priolo Fault
Map, the developer is required to
submit geotechnical/seismic report
that identifies specific risks and
appropriate mitigation measures.
S2.7.2 Review and update, as appropriate, City code
requirements for excavation, grading, filling and
construction to ensure that they conform to currently
accepted and adopted State standards.
Department of
Public Works
M $ O The code requirements are currently
up-to-date. Staff will continue to
monitor accepted and adopted
standards and update code as needed.
S2.7.3 Utilize the results of Palo Alto’s Seismic Hazards
Identification Program and inventory of potentially
seismically vulnerable building types to establish
priorities and consider incentives to encourage
structural retrofits.
Planning and
Development
Services OES
Department
S $ P OES is involved.
S2.8.1 Implement flood mitigation requirements of FEMA in
Special Flood Hazard Areas as illustrated on the Flood
Insurance Rate Maps.
Department of
Public Works
R $$$ O All private and public development
projects within the Special Flood
Hazard Areas are reviewed for
compliance with FEMA regulations.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
50
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
S2.8.2 Continue participating in FEMA’s Community Rating
System to reduce flood insurance for local residents
and businesses and strive to improve Palo Alto’s rating
in order to lower the cost of flood insurance.
Department of
Public Works
R $ O Palo Alto continues to participate in
the Community Rating System and to
evaluate opportunities to improve the
rating.
S2.8.3 Collaborate with the San Francisquito Creek Joint
Powers Authority and the Santa Clara Valley Water
District on environmentally-sensitive efforts to
stabilize, restore, maintain and provide one percent
(100-year) flood protection adjacent to San
Francisquito Creek.
Department of
Public Works
IP $$$ O The Highway 101 to Bay project was
completed in 2018. The Upstream of
Highway 101 project is currently in the
Design Development and Entitlements
process.
S2.8.4 Work with East Palo Alto, Santa Clara Valley Water
District and San Francisquito Creek Joint Powers
Authority on efforts to increase the flows within the
San Francisquito Creek possible solutions include
replacing the City-owned Newell Road Bridge and
District-owned Pope Chaucer Street Bridge.
Department of
Public Works
S $$$ O Draft Environmental Impact Reports
for the Newell Road Bridge project and
the Upstream of Highway 101 project,
which includes Pope Chaucer Street
Bridge, were released in Summer 2019.
S2.10.1 Keep basement restrictions up to date with changing
flood hazard zones.
Planning and
Development
Services
S $ O Ongoing.
S2.11.1 Review development standards applicable in areas
susceptible to flooding from sea level rise, including
east of Highway 101, West Bayshore and East Meadow
Circle, the area east of San Antonio Road and north of
East Charleston, and implement shoreline
development regulations to ensure that new
development is protected from potential impacts of
flooding resulting from sea level rise and significant
storm events. Regulations should be consistent with
the Baylands Master Plan, as amended, and may
include new shoreline setback requirements, limits on
lot line adjustments to avoid the creation of vulnerable
shoreline lots, and/or triggers for relocation or removal
of existing structures based on changing site conditions
and other factors.
Planning and
Development
Services
S $$ P
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
51
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
S2.11.2 Study appropriate restrictions on underground
construction in areas outside of flood zones, as shown
on Map S-5, to accommodate expected higher
groundwater levels due to sea level rise and minimize
consequent flooding of underground construction.
Planning and
Development
Services
S $ P
S2.12.1 Work cooperatively with the Santa Clara Valley Water
District and the San Francisquito Creek Joint Powers
Authority to provide flood protection from high tide
events on San Francisco Bay, taking into account the
impacts of future sea level rise, to provide one percent
(100-year) flood protection from tidal flooding, while
being sensitive to preserving and protecting the natural
environment.
Department of
Public Works
R $$$ O The City continues to work with the
project team to plan for projects such
as tide gate replacement and future
SAFER project to improve Bay levees in
anticipation of future sea level rise.
S2.12.2 Work with regional, State, and federal agencies to
develop additional strategies to adapt to flood hazards
to existing or new development and infrastructure,
including support for environmentally sensitive levees.
Department of
Public Works
R $ O A levee enhancement Feasibility Study
is near completion. The results will be
combined with a Sea Level Rise Plan to
determine courses of action.
S2.13.1 Regularly review and update the Fire Department’s
operations, training facilities and programs to ensure
consistency with current standards and Best
Management Practices.
Fire Department R $ O Ongoing.
S2.13.2 Explore technological tools, such as cameras or remote
sensors, to identify smoke or fires and initiate response
as quickly as possible.
Fire Department S $$ O Ongoing.
S2.14.1 Regularly review and fund updates to the Palo Alto
Foothills Fire Management Plan to ensure consistency
with current standards and Best Management
Practices.
Fire Department M $$ O Ongoing.
S2.14.2 Implement the Foothills Fire Management Plan to
balance conservation of natural resources with
reduction of fire hazards especially in open space
areas.
Fire Department R $$$ O Ongoing.
S2.14.3 Minimize fire hazards by maintaining low density
zoning in wildland fire hazard areas.
Planning and
Development
R $ O Ongoing.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
52
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
Services
S2.14.4 Work collaboratively with other jurisdictions and
agencies to reduce wildfire hazards in and around Palo
Alto, with an emphasis on effective vegetation
management and mutual aid agreements.
Fire Department R $ O Ongoing.
S2.14.5 Consider implementation of CAL FIRE recommended
programs in educating and involving the local
community to diminish potential loss caused by
wildfire and identify prevention measures to reduce
those risks.
Fire Department S $$ O Ongoing.
S2.15.1 Evaluate measures for optimal service delivery to
improve efficiency; develop automatic or mutual aid
agreements with other jurisdictions, including
Stanford, to improve efficiencies.
Fire Department M $$ O Ongoing.
S2.15.2 Upgrade fire stations so that all remain fully functional
following earthquakes.
Fire Department IP $$$ O Ongoing.
S2.15.3 Periodically update the Fire Department Standards of
Cover document.
Fire Department S $ O Ongoing.
S2.16.1 Provide public education on fire safety, including
wildland and structural fire prevention, evacuation
routes and guidelines for clearance of landscaping and
other hazards around structures.
Fire Department R $ O Ongoing.
Goal S-3: An environment free of the damaging effects of human-caused threats and hazardous materials.
S3.1.1 Continue City permitting procedures for commercial
and industrial storage, use, and handling of hazardous
materials and regulate the commercial use of
hazardous materials that may present a risk of off-site
health or safety effects.
Fire Department IP $ O Ongoing.
S3.1.2 Minimize the risks of biohazards in Palo Alto, including
Level 4 biohazards, by continuing to review and
update, as necessary, local regulations regarding use,
handling and disposal.
Fire Department S $ O Ongoing.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
53
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
S3.1.3 Strengthen development review requirements and
construction standards for projects on sites with
groundwater contamination.
Public Works
Department
S $ O The existing requirements appear
sufficient for all aspects of
groundwater contamination except for
construction dewatering. An ordinance
regarding dewatering is being
developed.
S3.1.4 Establish protocols to monitor the movement of
hazardous materials on Palo Alto roadways and
respond effectively to spills via established truck and
construction routes.
Fire Department M $ C
S3.1.5 Work with non-profit organizations to provide
information to the public regarding pesticides and
other commonly used hazardous materials,
environmentally preferable alternatives, and safe
recycling and disposal practices to all user groups.
Fire Department R $ O Ongoing.
S3.1.6 Continue providing regular household hazardous waste
collection events at the Palo Alto Regional Water
Quality Control Plant and strive to make these
programs more convenient and accessible to residents.
Department of
Public Works
R $ O Enhanced the program in FY 19 by
adding Reuse Cabinets to attract more
visitors with free, like-new products.
S3.1.7 Continue to allow small quantity generators to dispose
of hazardous waste at cost.
Department of
Public Works
R $ O Program continues to be available to
small businesses.
S3.1.8 Continue to educate residents on the proper disposal
of pharmaceutical and household hazardous waste.
Encourage proper disposal of medications through
pharmacies or drug take-back programs rather than
flushing.
Department of
Public Works
R $ O Advertising pharmaceutical disposal
options and providing locations to
residents.
S3.6.1 Work with the freight industry to monitor the contents
of freight trains intersecting Palo Alto for potentially
hazardous materials, and to establish accountability for
accidents and spills.
Office of
Emergency
Services
R $ P
S3.6.2 Work with Caltrain and the PAUSD, to educate
students and the public on the dangers of rail trespass
and the benefits of suicide support services available in
Palo Alto.
Community
Services
Department
R $ O Increased community engagement
occurred during the transition from
human monitors to Intrusion Detection
System. Project Safety Net partners
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
54
Program # Program Text Lead
Department
Priority Level
of
Effort
2019
Status
Notes
continue to collaborate and educate
the community.
S3.8.1 Encourage residential and commercial food waste
reduction through incentives, educational outreach
and programs.
Department of
Public Works
R $ O This work continues and is increasing
as it is a key activity, to approach Zero
Waste.
S3.8.2 To the extent allowed by law, use refuse rate
structures that incentivize waste reduction.
Department of
Public Works
R $ O The program charges substantially less
for small garbage cans (mini-cans).
S3.8.3 Continue to work with CalRecycle and the Department
of Toxic Substances Control to develop and promote
long-term solid waste management, such as
environmentally responsible recycling programs,
composting of food waste and other organics, and
citywide electronics and digital hardware recycling
efforts.
Department of
Public Works
IP $ O This work continues and new
campaigns are cycled through.
S3.9.1 Periodically review and update the adopted
Construction and Debris program.
Department of
Public Works
R $ O The first major new requirement in
this area was adopted in 2019 and
becomes effective in July 2020.
S3.9.2 Educate Palo Alto residents and developers about
available incentives to use environmentally friendly
deconstruction activities to minimize our carbon
footprint, and to save natural resources, as well as
space in our landfills.
Public Works
Department
R $ O Ongoing.
S3.10.1 Support efforts to enforce extended producer
responsibility for solid waste to reduce waste produced
from manufacturing, shipping, packaging and the
entire life-cycle of the product.
Office of
Sustainability
Services
R $ O Ongoing.
S3.12.1 Complete an inventory of the City’s digital
infrastructure to locate vulnerabilities and gaps in
system redundancies and develop recommendations
for improved cybersecurity.
City of Palo Alto
Utilities
S $$ PC The Utility has an active program in
place to identify vulnerabilities and
continuously improve cybersecurity.
S3.12.2 Establish criteria for the installation of high security
telecommunications technology in new local
City of Palo Alto
Utilities
M $ PC
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
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2019
Status
Notes
government projects.
S3.12.3 Establish a wi-fi network that will be available to public
safety responders and Emergency Service Volunteers in
the event of power interruption during an emergency
or disaster.
City of Palo Alto
Utilities
S $$ O Utilities, IT, and OES are hiring a
consultant to design a fiber expansion
plan to support a public safety wireless
communication network, advanced
metering infrastructure and SCADA.
Program # Program Text Lead
Department
or Agency
Priority Level
of
Effort
2019
Status
Notes
6. Community Services & Facilities Element
Goal C-1: Deliver community services effectively and efficiently.
C1.1.1 Based on identified needs, continue to provide and
expand the provision of multilingual literature,
program information and educational displays at public
community facilities and parks.
Community
Services
Department
R $ O The City working with non-profit
partners recently secured $211,000 to
fund specific trail and boardwalk
signage in the Baylands.
C1.1.2 Establish a cross-cultural outreach program to engage
residents of all ages, cultural, social and linguistic
backgrounds in educational, recreational and cultural
activities offered throughout the City of Palo Alto.
Community
Services
Department
M $ O With funding from First 5 Santa Clara,
the Junior Museum recently launched
pre-school science programing to
multicultural underserved
neighborhoods in San Jose.
C1.2.1 Periodically review public information, outreach and
community relations activities to evaluate
effectiveness.
Community
Services
Department
R $ O Working with the City Manager’s
Office, the Community Services
Department conducts ongoing
evaluation of outreach efforts to
ensure maximum reach to the
community.
C.1.2.2 Explore a City solution to help residents and others to
resolve questions and concerns and navigate the City’s
community services and facilities.
Community
Services
Department
M $ O New registration system CivicRec has
been established making online
experience much smoother for
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
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2019
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customers.
C1.2.3 Identify barriers to participation in City programming
and facilities across gender, age, socioeconomic and
ethnic groups and sexual identity and orientation, as
well as mental and physical abilities, and adopt
strategies to remove barriers to participation.
Community
Services
Department
S $ O The Art Center and Junior Museum,
with funding from ILMS recently
launched “Working Together”, a
three-year project to remove barriers
to participation and employment.
C1.2.4 Based on identified needs, expand program offerings
to underserved groups.
Community
Services
Department
R $$$ O With funding from First 5 Santa Clara,
the Junior Museum recently launched
pre-school science programing to
multicultural underserved
neighborhoods in San Jose.
C1.3.1 Develop and implement a plan to collect and analyze
data on demographics, use of community service
facilities and needs of the community as related to
parks, open spaces, recreation, arts and culture.
Community
Services
Department
M $ O CSD’s program areas regularly collect
and review demographic information
from program participants. The
Parks, Trails, Open Space and
Recreation Master Plan contains
information on community needs.
C1.6.1 Establish a program to facilitate continuing corporate
support for community services through contributions
of funds, time, materials and expertise.
Community
Services
Department
M $ P Corporate sponsorships for special
events have been received. A
formal, ongoing program has not
been established.
C1.12.1 In cooperation with public and private businesses, non-
profit organizations, and PAUSD, develop a service
program that will coordinate the efforts of agencies
providing services to families and youth in Palo Alto.
Community
Services
Department
R $ P No action.
C1.13.1 Determine the potential for City shared use of PAUSD
facilities for weekend, summer and evening use for
community uses such as child care, libraries,
recreational facilities, community meeting space,
education, language education, health care, culture
and computer resources.
Community
Services
Department
M $ O No action.
C1.15.1 Support and promote the provision of comprehensive Community S $ O Early Care & Education Committee
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
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2019
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Notes
child care services in Palo Alto by public and private
providers, including employers.
Services
Department
under the direction of City staff
continue to work to address the
needs of parents in Palo Alto. This
area may be addressed as part of
strategic plan to be developed after
analyzing the results of the recent
Family Needs Assessment.
C1.15.2 Utilize the Early Care and Education Committee to
develop and update the Child Care Master Plan, and to
connect providers and professionals working with
families with young children, explore challenges and
opportunities to programs and services for young
children, and support early education programs in the
community in their efforts to enhance quality.
Community
Services
Department
S $ PC Assessment Complete. Early Care &
Education Committee now in the
early stages of working with
community partners to create a
strategic plan.
C.1.15.3 Collaborate with Palo Alto Community Child Care
(PACCC) to identify, develop, and promote high quality
early learning environments to serve all families in our
community.
Community
Services
Department
M $ O City staff continues to work
collaboratively with PACCC by
managing our service contracts with
them in order to provide the best care
possible.
C1.15.4 Explore opportunities to provide access to childcare for
families of City employees.
Community
Services
Department
L $ P Human Resources is currently in the
very early stages of exploring this
concept via an employee survey to
assess need.
C1.16.1 Identify funding sources for expanded outreach and
increased involvement to support youth and teen
leadership programs and events.
Community
Services
Department
M $ O Use of Bryant Street garage funds is
being evaluated to potentially
increase impact on teen community.
C1.16.2 Leverage available funding to pursue support of teen
mental, physical, social and emotional health
programs.
Community
Services
Department
R $ O Use of Bryant Street garage funds is
being evaluated to potentially
increase impact on teen community.
C1.17.1 Optimize participation in such programs by increasing
the number of locations where the programs are
provided and by supporting transportation options to
these locations.
Community
Services
Department
S $ P Initial conversations have occurred to
provide transportation to CSD
programs and facilities to ensure
equity in participation.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
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Program # Program Text Lead
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or Agency
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2019
Status
Notes
C.1.17.2 Develop programs and activities for teens that
strengthen leadership skills, encourage a culture of
community service, inclusiveness, tolerance and
acceptance of others.
Community
Services
Department
R $ PC The City supports and the Community
Services Department staffs Teen
Leadership Groups, including the Art
Center Teen Leadership Group (ACTL),
Palo Alto Youth Council (PAYC), Teen
Advisory Board (TAB), and Teen Arts
Council (TAC), as well as overseeing
Think Fund, a supportive grant
program for teens, and the
makerspace, MakeX. The teen
leadership groups give Palo Alto high
school students the opportunity to
serve the teen community by acting
as a voice toward action and change.
The groups meet weekly, and host
workshops and events throughout the
year, including artistic collaborations;
open mic, poetry, and movie nights;
music, art, film and theatre festivals;
tech workshops; and wellness and
other support activities.
C1.17.3 Promote a diverse range of interests and vocations
among programs offered to children, youth and teens.
Community
Services
Department
M $ O Recording equipment added to
Mitchell Park Community Center,
offered by Children’s Theater
C1.18.1 Develop a program to engage the talents and skills that
seniors possess that would provide volunteer
opportunities throughout the City.
Community
Services
Department
R $ P
C.1.18.2 Support, promote, and publicize the provision of
comprehensive senior services in coordination with
senior service providers. Comprehensive services
include addressing senior nutrition, mental health and
transportation.
Community
Services
Department
R $ O Continued City support of Avenidas
for senior programming/services and
La Comida for Senior Nutrition Needs.
C.1.18.3 Establish a support program for caregivers of seniors Community M $ P
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
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2019
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Notes
and people with disabilities by partnering with private,
nonprofit, faith-based and public community service
organizations.
Services
Department
C1.20.1 Partner with agencies for support and improved access
so that all can participate as appropriate in Palo Alto
recreational programs.
Community
Services
Department
R $ O Existing partnerships with PAUSD,
Youth Community Services, Friends
Groups and Foundations. Palo Alto
Swim and Sport provides scholarships
through the Beyond Barriers program
to ensure all youth have access to the
pool.
C1.22.1 Increase awareness about caring and compassion for
the unhoused and those who suffer from mental
and/or physical conditions through educational
programming in partnership with community and
business organizations throughout the region.
Community
Services
Department
R $ O Continued support of major human
services providers that work with the
unhoused.
C1.22.2 Work with Santa Clara and San Mateo Counties, the
State of California, the federal government, non-profit
agencies, business and other organizations to define
roles and responsibilities in the comprehensive
provision of permanent supportive housing and
temporary shelter, food, clothing and transportation
for those in need.
Planning and
Development
Services
R $ PC The City continues to be involved with
the County for opportunities and
support in identifying funds and
providing emergency shelter. The City
is involved with the Emergency
Housing Consortium with the County.
The City is working on encouraging
developers to use Measure A funding
and other State funding that would
leverage these funding for
permanent, supportive housing.
Goal C-2: Demonstrate a commitment to excellence and high quality service to the public among City of Palo Alto
officials and employees.
C2.2.1 Establish performance review criteria for City
employees that consider the quality of service
provided.
Human
Resources
Department
M $ O Ongoing.
C2.2.2 Periodically perform evaluations of City service delivery
and develop strategies for continuous improvement.
Community
Services
R $$ O Ongoing.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
60
Program # Program Text Lead
Department
or Agency
Priority Level
of
Effort
2019
Status
Notes
Use metrics and make information publicly available. Department
C3.2.1 Develop a proactive Asset Management Program for
infrastructure requirements and costs.
Administrative
Services
Department/
OMB
M $$ O This is an ongoing effort to maintain
the infrastructure management
system (IMS) of the Asset
Management Program to track and
plan for capital and preventative
maintenance of assets and the related
costs.
Goal C-3: Recognize the intrinsic value and everyday importance of our parks and community centers, libraries,
civic buildings and cultural assets by investing in their maintenance and improvement.
C3.3.1 Periodically evaluate how parks and recreational
facilities are being used and develop strategies for
improving their use overall.
Community
Services
Department
IP $ O Staff regularly analyze programs and
solicit feedback from program
participants and use that information
to improve programs and provide
desired amenities.
C3.3.2 Study and recommend methods of private and public
financing for improved park maintenance,
rehabilitation, and construction of facilities, including
those used for arts and culture.
Community
Services
Department
S $ O The Junior Museum and Zoo is an
example of public private partnership
for constructing the new JMZ.
The “Friendship Trail” project is an
example of State and private funding
improvements to interpretive signage
in the Baylands.
C3.3.3 Estimate the costs of retrofitting all park facilities with
water efficient appliances, fixtures and irrigation
systems and develop an implementation schedule to
phase-in use of non-potable water conservations
measures where and when feasible.
City of Palo Alto
Utilities &
Community
Services
Department
M $$ P
C3.3.4 Periodically assess the need to adjust parkland
dedication or fees in lieu thereof to ensure they remain
proportional to real estate values in Palo Alto.
Planning and
Development
Services
R $ P
Goal C-4: Plan for a future in which our parks, open spaces, libraries, public art, and community facilities thrive
and adapt to the growth and change of Palo Alto.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
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Program # Program Text Lead
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or Agency
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2019
Status
Notes
C4.1.1 Explore opportunities to dedicate City-owned land as
parkland to protect and preserve its community-
serving purpose into the future.
Community
Services
Department
S $$$ P The Parks and Recreation Commission
and staff have explored some
opportunities to dedicate City-owned
land as parkland and will continue to
look for opportunities.
C4.1.2 Encourage dedication of new land for parks through
regulations and incentives for new development and
programs to solicit bequests of land within the city.
Community
Services
Department
M $$ P
C4.1.3 Pursue opportunities to create linear parks over the
Caltrain tracks in the event the tracks are moved below
grade.
Community
Services
Department
L $$$ P
C4.1.4 Explore ways to dedicate a portion of in-lieu fees
towards acquisition of parkland, not just
improvements.
Community
Services
Department
M $ P
C4.5.1 Use Cubberley Community Center as a critical and vital
part of the City’s service delivery system while also
planning for its future.
Community
Services
Department
IP $$ O The Draft Cubberley Concept Plan
provides a vision for the future of this
vital community asset. It is currently
available for public review, and is
undergoing CEQA analysis. It is
planned to go to City Council by June
2020 for adoption.
Goal C-5: Sustain the health, well-being, recreation, and safety of residents and visitors, and improve the quality,
quantity, and affordability of social services for all community members, including children, youth, teens, seniors,
the unhoused, and people with disabilities.
C5.1.1 Allocate resources to create and support initiatives to
increase the health and well-being of the public.
Community
Services
Department
R $ O The recently completed Cubberley
turf and all-weather track project is
an example of investing in a facility
that expands opportunities for the
community to exercise and be
outdoors. The Healthy City Healthy
Community workgroup is continuing
to work on improving health and
wellness of vulnerable populations.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
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or Agency
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2019
Status
Notes
C5.1.2 Establish a community-sourced online clearinghouse of
information and activities related to health promotion
in the community.
Community
Services
Department
IP $ O A Healthy City Healthy Community
website and welcome packet was
developed. Improvements need to
increase awareness of the
information.
C5.6.1 Incorporate health and well-being topics, including arts
and culture, into existing events and programs at City-
owned park and recreation facilities.
Community
Services
Department
R $ O The Palo Alto Children’s Theatre
serves more than 64,000 community
members each year with performing
arts experiences, including live
theatrical performances. The Palo
Alto Children’s Theatre also presents
the City’s Annual Twilight Concert
Series, offering free summer concerts
for all ages in parks throughout the
city.
C5.6.2 Work with schools and community organizations to
provide programs that educate residents, workers and
visitors on health and well-being topics.
Community
Services
Department
R $$ O Palo Alto Children’s Theatre works in
partnership with the Friends of the
Palo Alto Children’s Theatre and
PAUSD to provide outreach programs
to all PAUSD Elementary schools.
Theatre Outreach Productions are
open to grades 3-5, and all children
who audition are cast. Dance in
Schools classes for all K-2 graders
promote healthy exercise habits, and
the health of the whole child.
C5.9.1 Identify existing and potential indoor and outdoor
locations for community gardens and farmers markets
at City-owned or leased facilities and spaces.
Community
Services
Department
M $ O The City recently formed a
partnership with the Palo Alto
Christian Reformed Church to allow
the City to use some of the church’s
land for a community garden.
7. Business & Economics Element
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
63
Program # Program Text Lead
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or Agency
Priority Level
of
Effort
2019
Status
Notes
Goal B-1: Businesses in Palo Alto that contribute to economic vitality, enhance the city’s physical environment,
promote municipal revenues and provide needed local services.
B.1.1 Implement and periodically amend an Economic
Development Policy to guide business development in
the City in a manner consistent with Policy L-1.10.
City Manager’s
Office
R $ PC
Goal B-3: Careful management of City revenues and expenditures so that the fiscal health of the City is ensured and
services are delivered efficiently and equitably.
B3.2.1 Continue to refine tools, such as the Business Registry,
as data sources on existing businesses, including the
type of business, number of employees, size, location,
and other metrics to track the diversity of Palo Alto
businesses.
Administrative
Services
Department
IP $$ O With the assistance of an outside
firm, staff is updating the online
business registry process and related
data.
Goal B-4: The stimulation of diverse commercial, retail and professional service business opportunities through
supportive business policies and a culture of innovation.
B4.2.1 Revise zoning and other regulations as needed to
encourage the preservation of space to accommodate
small businesses, start-ups and other services.
Planning and
Development
Services
M $$ P
B4.2.2 Consider planning, regulatory, or other incentives to
encourage property owners to include smaller office
spaces in their buildings to serve small businesses, non-
profit organizations, and independent professionals.
Planning and
Development
Services
M $ P
B4.6.1 Work with local merchants to encourage Palo Alto
residents, workers, and visitors to buy in Palo Alto.
City Manager’s
Office
R $$ O The City continues to attend and
participate in meetings and initiatives
put forward by the Palo Alto Chamber
of Commerce, the Palo Alto
Downtown Business and Professional
Association, and the California
Avenue Merchants Association. The
City is also a member of the Silicon
Valley Economic Development
Alliance; SVEDA is a regional
partnership of economic
development professionals who bring
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
64
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or Agency
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of
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2019
Status
Notes
together public and private resources
to ensure the success of businesses in
Silicon Valley.
B4.6.2 Study the overall viability of ground-floor retail
requirements in preserving retail space and creating an
active street environment, including the types of
locations where such requirements are most effective.
City Manager’s
Office
M $$ P As the economic development policy
is updated, resources may be
assigned to this medium-term project.
B4.6.3 Maintain distinct neighborhood shopping areas that
are attractive, accessible, and convenient to nearby
residents.
Planning and
Development
Services
R $ C This program is implemented with use
of the AR findings
Goal B-5: City regulations and operating procedures that provide certainty, predictability and flexibility and help
businesses adapt to changing market conditions.
B5.1.1 Regularly evaluate ways to improve coordination of the
City’s environmental review, permitting, and inspection
processes.
Planning and
Development
Services
R $ O Planning continually works to
streamline the CEQA process and
works with other departments to
ensure the necessary permitting is
anticipated and inspections are
conditioned as needed.
B5.1.2 Improve design guidelines to reduce ambiguity and
more clearly articulate compatibility principles to the
business community and to the public.
Planning and
Development
Services
M $$ P To be started in approximately 5
years.
B5.1.3 Simplify the design review process for small-scale
changes to previously approved site plans and
buildings.
Planning and
Development
Services
M $$ PC This is an on-going process that staff
continues to refine. Mostly recently,
staff implemented the “Over the
Counter” process to streamline small
project changes.
B5.1.4 Revise zoning and other regulations as needed to
encourage the revitalization of aging retail structures
and areas. Encourage the preservation of space to
accommodate small, independent retail businesses and
professional services.
Planning and
Development
Services
R $$ PC Historic preservation polices
maintains older structures, but more
can be done to encourage the
preservation of small
retail/commercial spaces.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
65
Program # Program Text Lead
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or Agency
Priority Level
of
Effort
2019
Status
Notes
Goal B-6: Attractive, vibrant retail centers, each with a mix of uses and a distinctive character.
B6.1.1 Actively work with Downtown businesses, professional
associations and the Palo Alto Chamber of Commerce
to retain successful retail businesses that contribute to
the City’s goals for Downtown.
City Manager’s
Office
R $$ C The City continues to attend and
participate in meetings and initiatives
put forward by the Palo Alto Chamber
of Commerce, the Palo Alto
Downtown Business and Professional
Association, and the California
Avenue Merchants Association. The
City is also a member of the Silicon
Valley Economic Development
Alliance; SVEDA is a regional
partnership of economic
development professionals who bring
together public and private resources
to ensure the success of businesses in
Silicon Valley.
Goal B-7: Thriving business employment districts at Stanford Research Park, Stanford Medical Center, East
Bayshore/San Antonio Road Area and Bayshore Corridor that complement the City’s business and neighborhood
centers.
B7.2.1 Review policies and regulations guiding development
at Stanford Research Park and revise them as needed
to allow improved responsiveness to changing market
conditions in a manner consistent with Policy L-1.10.
Planning and
Development
Services
M $$ P
B7.2.2 Study the feasibility of a “transfer of development
rights” (TDR) program and other measures that would
provide greater development flexibility within Stanford
Research Park without creating significant adverse
traffic impacts or increasing the allowable floor area.
Planning and
Development
Services
M $$ P
8. Governance Element
Goal G-1: Effective opportunities for public participation in local government.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
66
Program # Program Text Lead
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or Agency
Priority Level
of
Effort
2019
Status
Notes
G1.1.1 Consider making data available at a transactional level
on the Open Data Portal.
R $$ O Ongoing.
G1.2.1 Continue to hold regular, Town Hall-style meetings in
neighborhoods.
City Council R $$ O Ongoing.
G1.2.2 Periodically review the suite of engagement options
used to solicit citizen input and expertise on policy
issues.
City Manager’s
Office
R $ - $$$ PC The City Manager has directed staff to
review and update the community
engagement strategy. As part of that
process, staff will review the suite of
engagement options employed by the
City.
G1.2.3 Continue to rely on neighborhood organizations, the
City website, local media, online technologies and
other communication platforms to keep residents
informed of current issues and to encourage citizen
engagement.
City Manager’s
Office
R $ O Ongoing.
G1.2.4 Provide access to communications technologies at City
facilities, including public libraries and City Hall, and
explore innovative locations for communication.
City Manager’s
Office
R $$ O Ongoing.
G1.2.5 Continue to release City Council staff reports to the
public up to 10 days prior to Council hearings to
increase public awareness of City decision-making.
City Clerk’s
Office
R $ O Ongoing.
Goal G-2: Informed and involved civic, cultural, environmental, social service and neighborhood organizations and
residents.
G2.2.1 Continue to offer the use of City facilities to non-profit
civic, environmental, cultural, neighborhood and social
service organizations for meetings and events at
discounted or complimentary rates and via sponsorship
programs.
City Manager’s
Office
R $ O Ongoing.
Goal G-4: Active involvement of local citizens as volunteers.
G4.1.1 Continue and expand volunteer opportunities and the
community’s awareness of public and nonprofit
organizations serving the City.
All Departments R $ O Ongoing.
P A L O A L T O C O M P R E H E N S I V E P L A N
I M P L E M E N T A T I O N P L A N
* S = Short (< 5 years), M = Medium (5‐10 years), L = Long (>10 years), IP = In Progress, R = Routine
** C = Complete, PC = Partially Complete, O = Ongoing, P = Pending.
67
Program # Program Text Lead
Department
or Agency
Priority Level
of
Effort
2019
Status
Notes
G4.1.2 Publicly recognize the efforts of individuals, groups,
and businesses that provide volunteer services within
the City.
City Manager’s
Office
R $ O Ongoing.
G4.1.3 Coordinate with the Palo Alto Unified School District to
develop classroom-based leadership, governance and
civic participation programs.
City Manager’s
Office
M $$ O Ongoing.
G4.1.4 Support the transition from school-based volunteering
to civic participation via outreach to parent volunteers
and student leaders.
City Manager’s
Office
M $ O Ongoing.
G4.1.5 Coordinate with the real estate community to develop
a welcome package for new residents, containing City
resources, information and ways to contribute to
livability.
City Manager’s
Office
M $$ PC The Utilities Department currently
sends a welcome message to new
residents and customers. This will be
reviewed and updated.
Goal G-6: More clearly defined procedures, standards, and expectations for development review.
G6.2.1 Provide clear information across multiple
communications platforms to guide citizens and
businesses through the City review and approval
process.
Planning and
Development
Services
R $ O Ongoing.
G6.2.2 Continue and expand customer-oriented process
improvement efforts.
All Departments R $$ O Ongoing.
G6.2.3 Use the pre-screening process to obtain early feedback
from the City Council and the community regarding
ordinance changes intended to facilitate specific
development proposals.
Planning and
Development
Services
R $ O Ongoing.
TABLE B
Program Implementation Status
Housing Element Program Status Page 1 of 28 Revised January 2020
Status of Housing Element Programs 2015-2023
December 2019
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
H1 Goal ENSURE THE PRESERVATION OF THE UNIQUE CHARACTER OF RESIDENTIAL
NEIGHBORHOODS
H1.1 Policy Promote the rehabilitation of
deteriorating or substandard
residential properties using
sustainable and energy
conserving approaches.
H1.1.1 Program
Continue the citywide
property maintenance,
inspection, and
enforcement program.
Continue to
provide services
which promote
rehabilitation of
substandard
housing.
City Funds Planning and
Development
Services
Department;
Code
Enforcement
Ongoing Ongoing Program.
H1.1.2 Program
Consider modifying
development standards for
second units, where consistent
with maintaining the character
of existing neighborhoods. The
modifications should
encourage the production of
second units affordable to
very low-, low-, or moderate-
income households.
Consider
modifying the
Zoning Code to
provide for
additional second
units.
General Fund Planning and
Development
Services
Department
Conduct a study
within three
years of adoption
of Housing
Element to assess
the potential for
additional second
units with
modifications to
the development
standards.
Completed.
Ordinance adopted on
May 8, 2017.
H1.1.3 Program
Provide incentives to developers
such as reduced fees and flexible
development standards to
encourage the preservation of
Preserve 10
rental cottages
and duplexes.
City Housing funds Planning and
Development
Services
Department
Explore
incentives within
three years of
Housing Element
Partially Complete.
ADU regulations
in2017 and 2019
Urgency Ordinance
TABLE B
Program Implementation Status
Housing Element Program Status Page 2 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
existing rental cottages and
duplexes currently located in the
R-1 and R-2 residential areas.
adoption
H1.2 Policy Support efforts to preserve
multifamily
housing units in existing
neighborhoods.
H1.2.1 Program
When a loss of rental housing
occurs due to subdivision or
condominium conversion
approvals, the project shall
require 25 percent BMR units.
Provide 10
additional
affordable
housing units on
sites where rental
housing will be
lost.
NA Planning and
Development
Services
Department
Ongoing Partially Complete.
There have not been
any projects subject to
this program to date.
H1.3 Policy Encourage community
involvement in the maintenance
and enhancement of public and
private properties and adjacent
rights-of-way in residential neighborhoods.
H1.3.1 Program
Create community volunteer
days and park cleanups,
plantings, or similar events that
promote neighborhood
enhancement and conduct City-
sponsored cleanup campaigns
for public and private
properties.
Coordin. with the
City’s waste and
disposal hauler to
conduct a
cleanup
campaign once a
year to promote
neighborhood
clean-up.
City Housing
Funds
Public Works
Department
Ongoing Ongoing
Program.
H1.4 Policy Ensure that new developments
provide appropriate transitions
from higher density development
to single-family and low-density
residential districts to preserve
TABLE B
Program Implementation Status
Housing Element Program Status Page 3 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
neighborhood character.
H2 Goal SUPPORT THE CONSTRUCTION OF HOUSING NEAR SCHOOLS, TRANSIT, PARKS, SHOPPING, EMPLOYMENT, AND CULTURAL INSTITUTIONS
H2.1 Policy Identify and implement
strategies to increase housing
density and diversity, including
mixed-use development and a
range of unit styles, near
community services. Emphasize
and encourage the development
of affordable and mixed-income
housing to support the City’s fair
share of the regional housing
needs and to ensure that the
City’s population remains
economically diverse.
H2.1.1 Program
To allow for higher density
residential development, consider
amending the Zoning Code to
permit high-density residential in
mixed use or single use projects in
commercial areas within one-half
a mile of fixed rail stations and to
allow limited exceptions to the 50-
foot height limit for Housing
Element Sites within one-quarter
mile of fixed rail stations.
Provide
opportunities
for a diverse
range of
housing types
near fixed rail
stations.
City Funds Planning and
Development
Services
Department
Consider Zoning
Code
amendments
within three
years of Housing
Element
adoption
Complete.
Part of the Phase 1
Housing Element
implementation plan
for 2018. Completion
Feb
2019.
H2.1.2 Program
.
Allow increased residential
densities and mixed-use
development only where
adequate urban services and
amenities, including roadway
capacity, are available.
Make sure that
adequate
services are
available when
considering
increased
City Funds Planning and
Development
Services
Department
Ongoing Complete.
Part of the Phase 1
Housing Element
implementation plan
for 2018. Completion
Feb
TABLE B
Program Implementation Status
Housing Element Program Status Page 4 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
residential
densities.
2019
H2.1.3 Program
Amend the zoning code to
specify the minimum density of
eight dwelling units per acre in
all RM-15 districts. Consider
amending the zoning code to
specify minimum density for
other multifamily zoning
districts, consistent with the
multi-family land use
designation in the
Comprehensive Plan.
To provide
opportunities
for up to10
additional
dwelling units
on properties
zoned RM-15
City Funds Planning and
Development
Services
Department
Within three
years of Housing
Element
adoption
Complete.
Part of the Phase 1
Housing Element
implementation plan
for 2018. Completion
Feb. 2019.
H2.1.4 Program
.
Amend the Zoning Code to
create zoning incentives that
encourage the development of
smaller, more affordable housing
units, including units for seniors,
such as reduced parking
requirements for units less than
900 square feet and other
flexible development standards.
Provide
opportunities
for 75 smaller,
more
affordable
housing units.
City Funds Planning and
Development
Services
Department
Within three
years of Housing
Element
adoption
Partially Complete.
2017 ADU and
Urgency ADU
ordinance 2019
H2.1.5 Program
Use sustainable neighborhood
development criteria to enhance
connectivity, walkability, and
access to amenities, and to
support housing diversity.
Increase
connectivity
and walkability
in new
development.
VTA and City Funds Planning and
Development
Services
Department
Ongoing Partially Complete.
North Venture
Community Action
Plan underway.
H2.1.6 Program
Consider density bonuses
and/or concessions including
allowing greater concessions for
100% affordable housing
developments.
Provide
opportunities
for 100%
affordable
housing
City Funds Planning and
Development
Services
Department
Ongoing Complete.
Part of the Phase 1
Housing Element
implementation plan
for 2018. Completion
TABLE B
Program Implementation Status
Housing Element Program Status Page 5 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
developments. 2019
H2.1.7 Program
Explore developing a Transfer of
Development Rights (TDR)
program to encourage higher-
density housing in appropriate
locations.
Create
opportunities
for higher-
density
housing.
City Funds Planning and
Development
Services
Department
Consider
program within
two years of
Housing Element
adoption
Partially Complete.
part of the Phase 1
Housing Element
implementation plan
for 2018., part of
Comp Plan
Implementation,
adoption of
development
standards in 2019.
H2.1.8 Program
Promote redevelopment of
underutilized sites by providing
information about potential
housing sites on the City’s
website, including the Housing
Sites identified to meet the
RHNA and information about
financial resources available
through City housing programs.
Provide
information to
developers
about
potential
housing sites.
City funds Planning and
Development
Services
Department
Post information
on website upon
adoption of
Housing Element
Completed.
TABLE B
Program Implementation Status
Housing Element Program Status Page 6 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
H2.1.9 Program
Amend the Zoning Code to
create zoning incentives that
encourage the consolidation of
smaller lots identified as
Housing Inventory Sites and
developed with 100% affordable
housing projects. Incentives may
include development review
streamlining, reduction in
required parking for smaller
units, or graduated density
when consolidated lots are over
one-half acre. Adopt
amendments as appropriate.
Provide information regarding
zoning incentives to developers.
Amend the
Zoning Code to
provide
development
incentives to
meet the
RHNA.
City funds Planning and
Development
Services
Department
Adopt
amendments
within two years
of Housing
Element
adoption
Completed.
H2.1.10 Program
As a part of planning for the
future of El Camino Real, explore
the identification of pedestrian
nodes (i.e. “pearls on a string”)
consistent with the South El
Camino Design Guidelines, with
greater densities in these nodes
than in other
areas.
Explore the
identification of
pedestrian nodes.
City Funds Planning and
Development
Services
Department
Ongoing in
conjunction with
the
Comprehensive
Plan update
Partially Complete.
Part of the Phase 1
Housing Element
implementation plan;
in 2018 Comp. Plan
adopted.
H2.1.11 Program
Consider implementing the
Pedestrian and Transit Oriented
Development (PTOD) Overlay for
the University Avenue
downtown district to promote
Consider PTOD
for University
Avenue.
City Funds Planning and
Development
Services
Department
Within four years
of Housing
Element
adoption, in
conjunction with
Not Yet Completed.
TABLE B
Program Implementation Status
Housing Element Program Status Page 7 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
higher density multifamily
housing development in that
area.
the
Comprehensive
Plan update
H2.1.12 Program
Evaluate developing specific or
precise plans for the downtown,
California Avenue, and El Camino
Real areas to implement in the
updated Comprehensive Plan.
Adopt plans for these areas, as
appropriate.
Evaluate
developing plans
for downtown,
California
Avenue, and El
Camino Real.
City Funds Planning and
Development
Services
Department
Ongoing in
conjunction with
the
Comprehensive
Plan update
Completed.
Comprehensive Plan
adopted the study of
Coordinated Plans for
Cal Ave and
Downtown.
H2.2 Policy
Continue to support
redevelopment of suitable lands
for mixed uses containing
housing to encourage compact,
infill development. Optimize the
use of existing urban services
and support transit.
.
H2.2.1 Program
Implement an incentive program
within three years of Housing
Element adoption for small
properties identified as a
Housing Element Site to
encourage housing production
on those sites. The incentive
eliminates Site and Design
Review if the project meets the
following criteria:
• The project has 9 residential
units or fewer
• A residential density of 20
dwelling units per acre or higher
Streamline
processing for
identified
Housing Element
Sites
City Funds Planning and
Development
Services
Department
Adopt program
within three
years of Housing
Element
adoption
Completed.
TABLE B
Program Implementation Status
Housing Element Program Status Page 8 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
Maximum unit size of 900 square
feet
H2.2.2 Program
Work with Stanford University to
identify sites suitable for housing
that may be located in the
Stanford Research Park and
compatible with
surrounding uses.
Identify sites
suitable for
housing to
accommodate
additional
housing
units.
City Funds Planning and
Development
Services
Department
Identify sites
within three
years of Housing
Element
adoption
Partially Complete.
H2.2.3 Program
Use coordinated area plans and
other tools to develop
regulations that support the
development of housing above
and among commercial uses.
Explore additional
opportunities to
encourage
housing in
commercial
areas.
County Transit and
City Funds
Planning and
Development
Services
Department
Ongoing Partially Complete.
Underway. Part of the
Phase 1 Housing
Element
implementation plan
for 2018;
development of the
North Ventura
Coordinated Area Plan
in progress.
H2.2.4 Program
As detailed in the Resources
chapter of the Housing Element,
the City of Palo Alto has
committed to providing financial
assistance towards the
conversion of 23 multi-family
units to very low-income (30-
50% AMI) units for a period of 55
years, and is seeking to apply
credits towards the City’s RHNA
(refer to Appendix C - Adequate
Sites Program Alternative
Checklist). The Palo Alto Housing
By the end of the
second year of
the housing
element planning
period, the City
will enter into a
legally
enforceable
agreement for
$200,000 in
committed
assistance to
purchase
City Housing funds Planning and
Development
Services
Department
Ongoing Complete.
January 2016.
TABLE B
Program Implementation Status
Housing Element Program Status Page 9 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
Corporation (PAHC) approached
the City for assistance in
converting a portion of the 60
units at the Colorado Park
Apartments, to be reserved for
very low-income households.
The committed assistance will
ensure affordability of the units
for at least 55 years, as required
by law.
affordability
covenants on 23
units at the
Colorado Park
Apartments. The
City will report to
HCD on the status
of purchasing
affordability
covenants no
later than July 1,
2018, and to the
extent an
agreement is not
in place, will
amend the
Housing Element
as necessary to
identify
additional sites.
H2.2.5 Program
The City will continue to identify
more transit-rich housing sites
including in the downtown and
the California Avenue area after
HCD certification as part of the
Comprehensive Plan Update
process and consider
exchanging sites along San
Antonio and sites along South El
Camino that are outside of
identified “pedestrian nodes” for
the more transit-rich
identified sites.
Explore additional
appropriate
housing sites.
City Funds Planning and
Development
Services
Department
Ongoing Not yet completed.
TABLE B
Program Implementation Status
Housing Element Program Status Page 10 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
H2.2.6 Program
On parcels zoned for mixed use,
consider allowing exclusively
residential use on extremely
small parcels through the
transfer of zoning requirements
between adjacent parcels to
create horizontal mixed-use
arrangements. If determined to
be appropriate, adopt an
ordinance to implement this
program.
Consider transfer
of zoning
requirements to
create horizontal
mixed use.
City Funds Planning and
Development
Services
Department
Within three
years of Housing
Element
adoption
Complete.
Part of Housing
Program 2.1.9 above.
H2.2.7 Program
Explore requiring minimum
residential densities to
encourage more housing instead
of office space when mixed-use
sites develop and adopt
standards as appropriate.
Explore requiring
minimum
densities in mixed
use districts.
City Funds Planning and
Development
Services
Department
Ongoing in
conjunction with
the
Comprehensive
Plan update
Complete.
Part of the Phase 1
Housing Element
implementation plan
for 2018. Adoption
new development
standards
CS18.16.060.
H2.2.8 Program
Assess the potential of removing
maximum residential densities
(i.e. dwelling units per acre) in
mixed use zoning districts to
encourage the creation of
smaller housing units within the
allowable Floor Area Ratio (FAR)
and adopt standards as
appropriate.
Assess removal of
maximum
densities in mixed
use zoning
districts.
City Funds Planning and
Development
Services
Department
Ongoing in
conjunction with
the
Comprehensive
Plan update
Complete.
Part of the Phase 1
Housing Element
implementation plan
for 2018. Completion
Feb
2019.
H2.3 Policy Heighten community awareness
and to receive community input
TABLE B
Program Implementation Status
Housing Element Program Status Page 11 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
regarding the social, economic
and environmental values of
maintaining economic diversity
in the City by providing
affordable and mixed income
higher density housing along
transit corridors and at other
appropriate locations.
H2.3.1 Program
Maintain an ongoing
conversation with the
community, using a variety of
forms of media, regarding the
need for affordable housing, the
financial realities of acquiring
land and building affordable
housing, and the reasons that
affordable housing projects need
higher densities to be feasible
developments.
Perform
outreach on
affordable
housing.
City Funds Planning and
Development
Services
Department
Ongoing Ongoing
Program.
H3 Goal MEET UNDERSERVED HOUSING NEEDS, AND PROVIDE COMMUNITY RESOURCES TO SUPPORT OUR
NEIGHBORHOODS
H3.1 Policy Encourage, foster, and preserve
diverse housing opportunities for
very low-, low-, and moderate
income households.
H3.1.1 Program
Amend the City’s BMR ordinance
to lower the BMR requirement
threshold from projects of five
or more units to three or more
units, and to modify the BMR
rental section to be consistent
Provide
opportunities for
four additional
BMR units.
City Funds Planning and
Development
Services
Department
Amend BMR
Ordinance within
three years of
Housing Element
adoption.
Completed. Ordinance
adopted on April
2017.
TABLE B
Program Implementation Status
Housing Element Program Status Page 12 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
with case law related to
inclusionary rental housing.
H3.1.2 Program
Implement the BMR ordinance
to reflect the City’s policy of
requiring:
a) At least 15 percent of all
housing units in projects must
be provided at below market
rates to very low-, low-, and
moderate-income households.
Projects on sites of five acres or
larger must set aside 20 percent
of all units as BMR units.
Projects that cause the loss of
existing rental housing may
need to provide a 25 percent
component as detailed in
Program H 1.2.1. BMR units
must be comparable in quality,
size, and mix to the other units
in the development.
b) Initial sales price for at least
two- thirds of the BMR units
must be affordable to a
household making 80 to 100
percent of the Santa Clara
County median income. The
initial sales prices of the
remaining BMR units may be set
at higher levels affordable to
households earning between
100 to 120 percent of the
County’s median income. For
projects with a 25 percent BMR
Provide 10
affordable units
through
implementation
of the City’s BMR
program.
Developers Planning and
Development
Services
Department
Ongoing –
implementation
of existing
program
Ongoing
Program.
TABLE B
Program Implementation Status
Housing Element Program Status Page 13 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
component, four-fifths of the
BMR units must be affordable
to households.
H3.1.3 Program
Continue implementation of the
Below Market Rate Program
Emergency Fund to prevent the
loss of BMR units and to provide
emergency loans for BMR unit
owners to maintain and
rehabilitate their units. Consider
expansion of program funds to
provide financial assistance for
the maintenance and
rehabilitation of older BMR
units.
Use the BMR
Program
Emergency Fund
to prevent the loss
of at least two
affordable units
and assist in
maintenance and
rehabilitation of at
least four older
BMR units
BMR Emergency
Fund and CDBG
Planning and
Development
Services
Department
Ongoing. Ongoing
Program.
Preserved one BMR
unit in 2016; CDBG
funding for Safe and
Sanitary maintenance
of 5 units inFY2018-19.
H3.1.4 Program
Preserve affordable housing
stock by monitoring compliance,
providing tenant education, and
seeking other sources of funds
for affordable housing
developments at risk of market
rate conversions. The City will
continue to renew existing
funding sources supporting
rehabilitation and maintenance
activities.
Prevent
conversion of
affordable housing
to market rate and
renew funding
sources for
rehabilitation and
maintenance of
housing stock.
City, CDBG funds Planning and
Development
Services
Department
Ongoing –
implementation
of existing
program
Partially Complete.
Underway, in
discussions with
property owners of
projects at risk of
conversion, including
Lytton Gardens,
Terman Apartments
and Webster Wood
Apartments.
H3.1.5 Program
Encourage the use of flexible
development standards,
including floor- area ratio limits,
creative architectural solutions,
Increase
opportunities for
BMR
development
City Funds Planning and
Development
Services
Department
Ongoing –
implementation
of existing
program
Ongoing
Program.
TABLE B
Program Implementation Status
Housing Element Program Status Page 14 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
and green building practices in
the design of projects with a
substantial BMR component.
through use of
flexible
development
standards.
H3.1.6 Program
Require developers of
employment- generating
commercial and industrial
developments to contribute to
the supply of low- and
moderate-income housing
through the payment of
commercial in-lieu fees as set
forth in a nexus impact fee study
and implementing ordinances.
Generate in-lieu
fees to contribute
toward the
creation of low-
and moderate-
income housing.
City Housing Fund Planning and
Development
Services
Department
Continue to
regularly update
the commercial
in-lieu fee.
Complete.
The commercial in-lieu
fee housing
development fee is
regularly updated
with other city fees,
including necessary
nexus impact fee
studies as required.
H3.1.7 Program
Ensure that the Zoning Code
permits innovative housing types
such as co- housing and provides
flexible development standards
that will allow such housing to
be built, provided the character
of the neighborhoods in which
such housing is proposed to be
located is maintained.
Review the
Zoning Code and
determine
appropriate
amendments to
allow innovative
housing types
with flexible
development
standards.
City Funds Planning and
Development
Services
Department
Consider
changes to the
Zoning Code
within four years
of Housing
Element
adoption.
Not yet completed.
H3.1.8 Program
Recognize the Buena Vista
Mobile Home Park as providing
low- and moderate income
housing opportunities. Any
redevelopment of the site must
be consistent with the City’s
Mobile Home Park Conversion
Ordinance adopted to preserve
the existing units. To the extent
Preserve the 120
mobile home
units in the
Buena Vista
Mobile Home
Park as a low and
moderate income
housing resource.
City, State and
Federal Funds
Planning and
Development
Services
Department
Ongoing Complete.
Mobile home park
was preserved in
September 2017 with
interagency
cooperation.
TABLE B
Program Implementation Status
Housing Element Program Status Page 15 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
feasible, the City will seek
appropriate local, state and
federal funding to assist in the
preservation and maintenance
of the existing units in the Buena
Vista Mobile Home Park.
H3.1.9 Program
Continue enforcing the
Condominium Conversion
Ordinance.
Maintain the
rental housing
stock.
City Funds Planning and
Development
Services
Department
Ongoing Ongoing
Program.
H3.1.10 Program
Annually monitor the progress
in the construction or
conversion of housing for all
income levels, including the
effectiveness of housing
production in mixed use
developments.
Provide
information to
the City Council
on the
effectiveness of
City programs.
City Funds Planning and
Development
Services
Department
Provide annual
reports
Ongoing
Program.
H3.1.11 Program
When using Housing
Development funds for
residential projects, the City shall
give a strong preference to those
developments which serve
extremely low-income (ELI), very
low-income, and low-income
households.
Provide funding
opportunities for
development of
housing for
Extremely Low
Income
households.
City Housing
Development funds
Planning and
Development
Services
Department
Ongoing Ongoing
Program.
Housing funds
provided as needed
by housing projects.
H3.1.12 Program
Amend the Zoning Code to
provide additional incentives to
developers who provide
extremely low-income (ELI), very
low-income, and low-income
housing units, above and beyond
Provide incentives
for development
of housing for
Extremely Low
Income
households.
City Housing funds Planning and
Development
Services
Department
Within three
years of Housing
Element
adoption
Completed.
Part of the Phase 1
Housing Element
implementation plan
for 2018. 2019 new
development/parking
TABLE B
Program Implementation Status
Housing Element Program Status Page 16 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
what is required by the Below
Market Rate program, such as
reduced parking requirements
for smaller units, reduced
landscaping requirements, and
reduced fees.
standards adopted
with Housing
Incentive Program
CS18.16.060
H3.1.13 Program
For any affordable development
deemed a high risk to convert to
market rate prices within two
years of the expiration of the
affordability requirements, the
City will contact the owner and
explore the possibility of
extending the affordability of
the development.
To protect those
affordable
developments
deemed a high
risk to converting
to market rate
City Housing funds Planning and
Development
Services
Department
Ongoing Ongoing
Program.
In discussions with
property owners of
projects at risk of
conversion.
H3.1.14 Program
Encourage and support the
regional establishment of a
coordinated effort to provide
shared housing arrangement
facilitation, similar to the HIP
Housing Home Sharing Program
in San Mateo County. Advocate
among regional and nonprofit
groups to establish the
necessary framework.
Meet with
regional groups
and work to
establish a Santa
Clara Home
Sharing Program
City Housing funds Planning and
Development
Services
Department
Within two years
of Housing
Element
adoption
Partially Complete. On
April 2018, the Santa
Clara County's Board
approved the Santa
Clara Home Sharing
Program with
partnership with
Catholic Charities of
Santa Clara County.
H3.2 Policy Reduce the cost of housing by
continuing to promote energy
efficiency, resource management,
and conservation for new and existing housing.
TABLE B
Program Implementation Status
Housing Element Program Status Page 17 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
H3.2.1 Program
Continue to assist very low-
income households in reducing
their utility bills through the
Utilities Residential Rate
Assistance Program (RAP).
Provide assistance
to with utility bills
to 800 low-income
households.
City Funds Palo Alto
Utilities
Department
Ongoing Ongoing
Program.
H3.2.2 Program
Use existing agency programs
such as Senior Home Repair to
provide rehabilitation
assistance to very low- and
low-income households.
Provide
rehabilitation
assistance to 600
very low and low-
income
households.
CDBG and General
Fund
Planning and
Development
Services
Department
Ongoing Ongoing
Program.
CDBG funds were
allocated for a pilot
home repair program
in FY18-19.
H3.3 Policy Support the reduction of
governmental and regulatory
constraints, and advocate for the
production of affordable
housing.
H3.3.1 Program
When appropriate and feasible,
require all City departments to
expedite processes and allow
waivers of development fees as
a means of promoting the
development of affordable
housing.
Continue to
reduce
processing time
and costs for
affordable
housing
projects.
City Funds Planning and
Development
Services
Department
Ongoing Ongoing
Program.
H3.3.2 Program
Continue to exempt
permanently affordable
housing units from any
infrastructure impact fees
adopted by the City.
Reduce costs
for affordable
housing
projects.
City Funds Planning and
Development
Services
Department
Ongoing Ongoing
Program.
TABLE B
Program Implementation Status
Housing Element Program Status Page 18 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
H3.3.3 Program
Promote legislative changes and
funding for programs that
subsidize the acquisition,
rehabilitation, and operation of
rental housing by housing
assistance organizations,
nonprofit developers, and for-
profit developers.
Continue as an
active member of
the Non- Profit
Housing
Association of
Northern
California to
promote
legislative changes and funding
City Funds Planning and
Development
Services
Department;
City Manager
Ongoing Complete.
Active membership
in the Non- Profit
Housing Association.
H3.3.4 Program
Support the development and
preservation of group homes
and supported living facilities for
persons with special housing
needs by assisting local agencies
and nonprofit organizations in
the construction or
rehabilitation of new facilities
for this population.
Regularly review
existing
development
regulations and
amend the
Zoning Code
accordingly to
reduce regulatory
obstacles to this
type of housing.
City & CDBG Funds Planning and
Development
Services
Department
Amend Zoning
Code within
three years of
Housing Element
adoption.
Not yet completed.
H3.3.5 Program
Review and consider revising
development standards for
second units to facilitate the
development of this type of
housing, including reduced
minimum lot size and FAR
requirements. Based on this
analysis, consider modifications
to the Zoning Code to better
encourage development of
second units.
Complete study
on impact of
revised standards,
and consider
Zoning Code
Amendments
City Funds Planning and
Development
Services
Department,
City Council
Ongoing Complete.
Zoning code updates
completed March
2017 and Urgency
Ord. adopted in 2019
to comply with State
requirements
H3.3.6 Program Continue to participate Continue City City, CDBG & HOME Planning and Ongoing Ongoing
TABLE B
Program Implementation Status
Housing Element Program Status Page 19 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
with and support agencies
addressing homelessness.
staff participation
in prioritizing
funding for
County-wide
programs.
funds Development
Services
Department,
City Council
Program.
H3.3.7 Program
Prepare a local parking
demand database to
determine parking standards
for different housing uses (i.e.
market rate multifamily,
multifamily affordable, senior
affordable, emergency
shelters etc.) with proximity
to services as a consideration.
Adopt revisions to standards
as appropriate.
Determine
parking standards
for different
residential uses.
City Funds Planning and
Development
Services
Department
Within four
years of Housing
Element
adoption
Partially Complete.
Consultant has been
retained to complete
a parking study.
H3.4 Policy Pursue funding for the
acquisition, construction, and
rehabilitation of housing that is
affordable to very low-, low-and
moderate-income households.
H3.4.1 Program
Maintain a high priority for the
acquisition of new housing sites
near public transit and services,
the acquisition and
rehabilitation of existing
housing, and the provision for
housing-related services for
affordable housing. Seek funding
from all State and federal
programs whenever they are
Allocate CDBG
funding to acquire
and rehabilitate
housing for very
low-, low-, and
moderate income
households.
CDBG, State Local
Housing Trust Fund
Planning and
Development
Services
Department
Ongoing Ongoing
Program.
TABLE B
Program Implementation Status
Housing Element Program Status Page 20 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
available to support the
development or rehabilitation of
housing for very low-, low-, and
moderate-income households.
H3.4.2 Program
Support and expand local
funding sources including the
City’s Housing Development
Fund, Housing Trust of Santa
Clara County, CDBG Program,
County of Santa Clara’s Mortgage
Credit Certificate Program
(MCC), or similar program.
Continue to explore other
mechanisms to generate
revenues to increase the supply
of low- and moderate-income
housing.
Increase the
supply of
affordable
housing stock.
City Housing
Development Fund,
Housing Trust of
Santa Clara County,
CDBG, Santa Clara
County MCC
Planning and
Development
Services
Department
Ongoing Ongoing
Program.
H3.4.3 Program
Periodically review the housing
nexus formula required under
Chapter 16.47 of the Municipal
Code to fully reflect the impact
of new jobs on housing demand
and cost.
Continue to
evaluate the
housing nexus
formula and
adjust the
required impact
fees to account
for the housing
demand from
new
development.
City Funds Planning and
Development
Services
Department
Ongoing Complete.
Housing nexus study
updated in 2016.
Development fees are
updated annually.
Nexus studies are
updated as required.
H3.4.4 Program
The City will work with
affordable housing developers to
pursue opportunities to acquire,
rehabilitate, and convert existing
multi-family developments to
Identify potential
sites for
acquisition and
conversion and
provide this
City Funds Planning and
Development
Services
Department
Within three
years of Housing
Element
adoption
Ongoing
Program.
TABLE B
Program Implementation Status
Housing Element Program Status Page 21 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
long-term affordable housing
units to contribute to the City’s
fair share of the region’s housing
needs.
information to
developers.
H3.5 Policy Support the provision of
emergency shelter, transitional
housing, and ancillary services
to address homelessness.
H3.5.1 Program
Continue to participate in the
Santa Clara County Homeless
Collaborative as well as work
with adjacent jurisdictions to
develop additional shelter
opportunities.
Continue City staff
participation as
members of the
Collaborative’s
CDBG and Home
Program
Coordinators
Group.
City, CDBG & HOME
funds
Planning and
Development
Services
Department,
City Council
Ongoing Ongoing
Program.
Continued
participation in
regional CDBG/housing
collaborative efforts.
H3.5.2 Program
Amend the Zoning Code to
clarify distancing requirements
for emergency shelters, stating
that “no more than one
emergency shelter shall be
permitted within a radius of 300
feet.”
Amend the
Zoning Code to
clarify distancing
requirements for
emergency
shelters.
City Funds Planning and
Development
Services
Department
Adopt
amendments
within one year
of Housing
Element
adoption
Complete.
H3.5.3 Program
Amend the Zoning Code to
revise definitions of transitional
and supportive housing to
remove reference to multiple-
family uses, and instead state
that “transitional and supportive
housing shall be considered a
residential use of property and
Amend the
Zoning Code to
revise transitional
and supportive
housing
definitions.
City Funds Planning and
Development
Services
Department
Adopt
amendments
within one year
Complete.
TABLE B
Program Implementation Status
Housing Element Program Status Page 22 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
shall be subject only to those
restrictions that apply to other
residential dwellings of the same
type in the same zone.”
H3.6 Policy Support the creation of
workforce housing for City and
school district employees as feasible.
H3.6.1 Program
Conduct a nexus study to
evaluate the creation of
workforce housing for City and
school district employees.
Create the
opportunity for
up to five units of
workforce
housing.
City of Palo Alto
Commercial
Housing Fund
Planning and
Development
Services
Department
Conduct a study
within four years
of adoption of
the Housing Element.
Completed.
City adopted
Workforce Housing
Overlay.
H4 Goal PROMOTE AN ENVIRONMENT FREE OF DISCRIMINATION AND THE BARRIERS THAT PREVENT CHOICE IN HOUSING.
H4.1 Policy Support programs and agencies
that seek to eliminate housing
discrimination.
H4.1.1 Program
Work with appropriate State
and federal agencies to ensure
that fair housing laws are
enforced, and continue to
support groups that provide
fair housing services, such as
the Mid-Peninsula Citizens for
Fair Housing
Continue to
coordinate with
State and federal
agencies to
support programs
to eliminate
housing
discrimination and
provide financial
support for fair
housing services.
City Funds Planning and
Development
Services
Department
Ongoing Ongoing
Program.
The City contracts
with Project Sentinel
to provide fair
housing services.
TABLE B
Program Implementation Status
Housing Element Program Status Page 23 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
H4.1.2 Program
Continue the efforts of the
Human Relations
Commission to combat
discrimination in rental
housing, including mediation
of problems between
landlords and tenants.
Continue to
provide mediation
services for rental
housing
discrimination
cases.
City Funds Human
Relations
Commission,
Planning &
Community Environment
Ongoing Ongoing
Program.
The City contracts
with Project Sentinel
to provide mediation
services.
H4.1.3 Program
Continue implementation of
City’s ordinances and State law
prohibiting discrimination in
renting or leasing housing
based on age, parenthood,
pregnancy, or the potential or
actual presence of a minor
child.
Implement
existing
ordinances
regarding
discrimination
City Funds Planning and
Development
Services
Department
Ongoing Ongoing
Program.
H4.1.4 Program
Continue the City’s role in
coordinating the actions of
various support groups that seek
to eliminate housing
discrimination and in providing
funding and other support for
these groups to disseminate fair
housing information in Palo Alto,
including information on
referrals to pertinent
investigative or enforcement
agencies in the case of fair
housing complaints.
Continue to
provide funding
and other support
for these groups
to disseminate fair
housing
information in
Palo Alto.
City Funds, Human
Services Resource
Allocation Process
(HSRAP)
Community
Services
Department
Ongoing Ongoing
Program.
The City contracts
with Project Sentinel
to provide fair
housing services.
H4.1.5 Program
Heighten community
awareness regarding and
Continue to
provide
City Funds Planning and
Development
Ongoing Ongoing
Program.
TABLE B
Program Implementation Status
Housing Element Program Status Page 24 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
implement the Reasonable
Accommodations procedure
for the siting, funding,
development, and use of
housing for people with
disabilities.
information to
residents on
reasonable
accommodation
procedures via
public counters
and on the City’s
website.
Services
Department
H4.1.6 Program
Continue to implement the
Action Plan of the City of Palo
Alto’s Community Development
Block Grant (CDBG) Consolidated
Plan and the Analysis of
Impediments to Fair Housing
Choice.
Provide for
increased use and
support of
tenant/landlord
educational
mediation
opportunities as
called for in the
CDBG Action Plan
and the Analysis
of Impediments
to Fair Housing
Choice.
CDBG funds,
General Fund
Planning and
Development
Services
Department
Ongoing Ongoing
Program.
H4.2 Policy Support housing that
incorporates facilities and
services to meet the health care,
transit, and social service needs
of households with special
needs, including seniors and
persons
with disabilities.
H4.2.1 Program
Ensure that the Zoning Code
facilitates the construction of
housing that provides services
Evaluate the
Zoning Code and
develop flexible
City Funds Planning and
Development
Services
Evaluate the
Zoning Code
within three years
Not yet completed.
Implemented pilot Safe
Parking Program for
TABLE B
Program Implementation Status
Housing Element Program Status Page 25 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
for special needs households
and provides flexible
development standards for
special service housing that will
allow such housing to be built
with access to transit and
community services while
preserving the character of the
neighborhoods in which they are
proposed to be located.
development
standards for
special service
housing.
Department of adoption of
the Housing
Element.
homeless.
H4.2.2 Program
Work with the San Andreas
Regional Center to implement
an outreach program that
informs families in Palo Alto
about housing and services
available for persons with
developmental disabilities. The
program could include the
development of an
informational brochure,
including information on
services on the City’s website,
and providing housing-related
training for
individuals/families through
workshops.
Provide
information
regarding housing
to families of
persons with
developmental
disabilities.
General Fund Planning and
Development
Services
Department
Develop
outreach
program within
three years of
adoption of the
Housing
Element.
Partially Complete.
H5 Goal REDUCE THE ENVIRONMENTAL IMPACT OF NEW AND EXISTING HOUSING.
H5.1 Policy
Reduce long-term energy costs
and improve the efficiency and
environmental performance of
TABLE B
Program Implementation Status
Housing Element Program Status Page 26 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
new and existing homes.
H5.1.1 Program
Periodically report on the
status and progress of
implementing the City’s Green
Building Ordinance and assess
the environmental
performance and efficiency of
homes in the following areas:
- Greenhouse gas emissions
- Energy use
- Water use (indoor and outdoor)
- Material efficiency
- Storm water runoff
- Alternative transportation
Prepare reports
evaluating the
progress of
implementing
the City’s Green
Building
Ordinance.
City funds,
Development fees
Planning and
Development
Services
Department,
Building Division
Ongoing Ongoing
Program.
H5.1.2 Program
Continue providing support to
staff and the public (including
architects, owners, developers
and contractors) through
training and technical assistance
in the areas listed under
Program H5.1.1.
Provide
educational
information
regarding the
City’s Green
Building
Ordinance.
City funds,
Development fees
Planning and
Development
Services
Department,
Building Division
Ongoing Ongoing
Program.
H5.1.3 Program
Participate in regional planning
efforts to ensure that the
Regional Housing Needs
Allocation targets areas that
support sustainability by
reducing congestion and
greenhouse gas emissions.
Provide a regional
framework for
sustainability in
creating new
housing
opportunities
through the City’s
Regional Housing
Mandate
Committee.
City Funds Planning and
Development
Services
Department
Ongoing Ongoing
Program.
H5.1.4 Program
Review federal, State, and
regional programs encouraging
Continue to
update
City Funds Planning and
Development
Ongoing Ongoing
Program.
TABLE B
Program Implementation Status
Housing Element Program Status Page 27 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
the improvement of
environmental performance and
efficiency in construction of
buildings, and incorporate
appropriate programs into Palo
Alto’s policies, programs and
outreach efforts.
regulations for
environmental
sustainability.
Services
Department,
Building
Division; Public
Works &
Utilities
H5.1.5 Program
Enhance and support a proactive
public outreach program to
encourage Palo Alto residents to
conserve resources and to share
ideas about conservation.
Provide up-to-
date information
for residents
regarding
conservation
through
educational
brochures
available at City
Hall and posted
on the City’s
website.
City Funds Planning and
Development
Services
Department,
Public Works &
Utilities
Ongoing Ongoing
Program.
H5.1.6 Program
Provide financial subsidies,
recognition, or other incentives
to new and existing
homeowners and developers to
achieve performance or
efficiency levels beyond
minimum requirements.
Continue to
recognize
homeowners and
developers who
incorporate
sustainable
features beyond
what is required
by the Green
Building
Ordinance.
City Funds Planning and
Development
Services
Department
Ongoing Ongoing
Program.
H5.1.7 Program
In accordance with Government
Code Section 65589.7,
immediately following City
Council adoption, the City will
Immediately
following
adoption, deliver
the 2015-2023
City Funds Planning and
Development
Services
Department
Within one
month of
adoption of the
Housing
Completed.
TABLE B
Program Implementation Status
Housing Element Program Status Page 28 of 28 Revised January 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
deliver to all public agencies or
private entities that provide
water or sewer services to
properties within Palo Alto a
copy of the 2015-2023 Housing
Element.
Palo Alto
Housing Element
to all providers
of sewer and
water services
within the City.
Element
Attachment C: Housing and Community Development Department, Housing Element
Annual Progress Report Data 2019
https://www.cityofpaloalto.org/civicax/filebank/blobdload.aspx?t=60494&BlobID=75396
CITY OF PALO ALTO OFFICE OF THE CITY CLERK
March 16, 2020
The Honorable City Council
Palo Alto, California
SECOND READING: Adoption of an Ordinance Amending Chapter 1.12
(Administrative Penalties – Citations) to Provide for an Administrative
Hearing Upon Partial Advance Deposit of $250 and Clarify Existing
Procedures for Hearings (FIRST READING: March 2, 2020 PASSED: 6-0
Kou absent)
This Ordinance was first heard by the City Council on March 2, 2020 where it was passed
without changes 6-0, Council Member Kou absent. It is now before you for the second reading.
ATTACHMENTS:
• Attachment A: Ordinance (PDF)
Department Head: Beth Minor, City Clerk
Page 2
*NOT YET APPROVED*
1
20200218_TS_24_204
Ordinance No. _____
Ordinance of the Council of the City of Palo Alto Amending Five Sections of
Chapter 1.12 (Administrative Compliance Orders) of the Palo Alto Municipal
Code.
The Council of the City of Palo Alto does ORDAIN as follows:
SECTION 1. Section 1.12.030 (Administrative citation) of the Palo Alto Municipal Code is
hereby amended as follows (strikethrough text is deleted, underlined text is added):
1.12.030 Administrative citation.
(a) Whenever a code enforcement officer charged with the enforcement of any provision of this code
to which this chapter is applicable determines that a violation of such code provision has occurred, the
code enforcement officer shall have the authority to issue an administrative citation to any person
responsible for the violation.
(b) Each administrative citation shall contain the following information:
(1) The date of the violation;
(2) The address or a definite description of the location where the violation occurred;
(3) The section or sections of this code violated and an abbreviated description of the acts or
omissions constituting the violation;
(4) The amount of the penalty for the code violation;
(5) A description of the penalty payment process, including a description of the time within
which and the place to which the penalty shall be paid;
(6) A description of the administrative citation review process, including the time within
which the administrative citation may be contested and the place from which a request
for hearing form to contest the administrative citation may be obtained; and
(7) The name and signature of the citing code enforcement officer.
(c) Prior to the issuance of an administrative citation for a violation which pertains to building,
plumbing, electrical, or similar structural or zoning matters that do not create an immediate danger to
health or safety, the code enforcement officer shall provide a reasonable period of time not less than
five business days to correct or otherwise remedy the violation.
(d) An administrative citation and all other notices required by this chapter to be served subsequent
to service of a citation may be served either by personal delivery or by certified mail, postage prepaid,
return receipt requested, addressed to a location reasonably calculated to give notice to the responsible
*NOT YET APPROVED*
2
20200218_TS_24_204
party, and shall be deemed effective on the date of personal delivery or when the certified mail is either
delivered or delivery is attempted.
If the certified mail receipt is returned unsigned, then service may instead be effected by regular first
class mail, postage prepaid, provided that the notice sent by regular mail is not returned by the postal
service as undeliverable, and shall be deemed effective on the date three days following deposit in the
mail.
Where a violation of code provisions concerning the condition of real property is involved, an
administrative citation or subsequent written notices authorized by this chapter may be served by
certified mail at the address as shown on the last equalized county assessment roll.
Where a violation of code provisions concerning the condition of real property is involved and
personal delivery or service by certified mail upon the property owner is unsuccessful, service may be
effected alternately or additionally by posting a copy of the order at a conspicuous location on the
property which is the subject of the order. Where service of any notice required under this chapter is
effected in compliance with the requirements of this section and with due process the asserted failure
of any person to receive the notice shall not affect the validity of any proceedings taken under this
chapter.
(e) If the director of administrative services determines not to issue an advance deposit hardship
waiver, the person shall remit the deposit to the city within ten days of the date of that decision in order
to secure the hearing.
(f) The director of administrative services shall issue a written determination listing the reasons for
determining to issue or not issue the advance deposit hardship waiver. The written determination of the
director of administrative services shall be final, subject only to judicial review as provided by law.
(g) The written determination of the director of administrative services shall be served upon the
person who applied for the advance deposit hardship waiver.
SECTION 2. Section 1.12.050 (Payment of administrative penalties) of the Palo Alto
Municipal Code is hereby amended as follows:
1.12.050 Payment of administrative penalties.
(a) The administrative penalty for an administrative citation shall be paid to the city through its
revenue collections official within thirty calendar days from the date the administrative citation is
served, except as otherwise provided in Section 1.12.060. If a hearing is requested pursuant to Section
1.12.060, the administrative penalty or portion thereof shall be deposited with the revenue collections
official or a notice shall be filed with the revenue collection official that an advance deposit hardship
waiver has been requested as required in Section 1.12.060 1.12.070.
*NOT YET APPROVED*
3
20200218_TS_24_204
(b) Any administrative citation penalty shall be refunded in accordance with Section 1.12.100 if it is
determined, after a hearing, that the person charged in the administrative citation was not responsible
for the violation or that there was no violation by the person charged in the administrative citation.
(cb) Payment of an administrative penalty under this chapter shall not bar enforcement proceedings
for any continuation or repeated occurrence of any code violation that is the subject of an
administrative citation.
SECTION 3. Section 1.12.060 (Hearing request) of the Palo Alto Municipal Code is
hereby amended as follows:
1.12.060 Hearing request.
(a) Any recipient of an administrative citation may contest that there was a violation of the code or
that the contestant is responsible for the violation by completing a request for hearing form and
returning it to the revenue collection official within thirty calendar days from the date of service of the
administrative citation, together with either: (1) an advance deposit of the total amount of the
administrative penalty where the penalty for the administrative citation or series of related citations is
$250 or less, or a partial advance deposit of $250 where the penalty for the administrative citation or
series of citations is more than $250; or (2) notice that a request for an advance deposit hardship waiver
has been duly filed pursuant to Section 1.12.070.
(b) A request for hearing form may be obtained from the revenue collection official.
(c) The person requesting the hearing shall be notified of the time and place set for the hearing at
least ten days prior to the date of the hearing.
(d) If the code enforcement officer submits an additional written report concerning the
administrative citation to the hearing officer for consideration at the hearing, then a copy of this report
also shall be served on the person requesting the hearing at least five days prior to the date of the
hearing.
SECTION 4. Section 1.12.070 (Advance deposit hardship waiver) of the Palo Alto
Municipal Code is hereby amended as follows:
1.12.070 Advance deposit hardship waiver.
(a) Any person who intends to requests a hearing to contest an administrative citation and who
claims to be financially unable to make the advance deposit of the fine penalty as required in Section
1.12.060 may file a request for an advance deposit hardship waiver.
(b) The request shall be filed with the director of administrative services within thirty days following
the date of service of the administrative citation.
*NOT YET APPROVED*
4
20200218_TS_24_204
(c) The requirement of depositing the full amount of the the full or partial administrative penalty (or
portion thereof as specified in Section 1.12.060) shall be stayed unless or until the director of
administrative services makes a determination not to issue the advance deposit hardship waiver.
(d) The director of administrative services may waive the requirement of an advance deposit and
issue the advance deposit hardship waiver only if the cited party submits to the director of
administrative services a sworn declaration, together with any supporting evidence demonstrating to
the satisfaction of the director of administrative services the person's actual financial inability to deposit
the full amount of the fine penalty (or portion thereof as specified in Section 1.12.060) in advance of the
hearing.
(e) If the director of administrative services determines not to issue an advance deposit hardship
waiver, the person shall remit the full or partial deposit (as specified in Section 1.12.060) to the city
within ten days of the date of that decision in order to secure the hearing.
(f) The director of administrative services shall issue a written determination listing the reasons for
determining to issue or not issue the advance deposit hardship waiver. The written determination of the
director of administrative services shall be final, subject only to judicial review as provided by law.
(g) The written determination of the director of administrative services shall be served upon the
person who applied for the advance deposit hardship waiver.
SECTION 5. Section 1.12.100 (Hearing officer’s decision) of the Palo Alto Municipal Code
is hereby amended as follows:
1.12.100 Hearing officer's decision.
(a) After considering all the testimony and evidence submitted at the hearing, the hearing officer shall
issue a written decision to uphold or cancel the administrative citation and the reasons for that decision.
The decision of the hearing officer shall be issued within thirty days following completion of the hearing.
The decision of the hearing officer shall be final upon service on the responsible party, subject only to
judicial review as allowed by law.
(b) The hearing officer shall consider any written or oral evidence submitted at the hearing consistent
with ascertainment of the facts regarding the violation and compliance with the order.
(c) Within a reasonable time following the conclusion of the hearingthe time specified in subsection
(a) of this Section 1.12.100, the hearing officer shall make findings and issue a decision regarding:
(1) The existence of the violation;
(2) The extent of compliance, if any with the order.
(d) The hearing officer shall issue written findings on each violation. The findings shall be supported
by evidence received at the hearing.
*NOT YET APPROVED*
5
20200218_TS_24_204
(e) If the hearing officer determines from a preponderance of the evidence that the contestant
committed the violation charged in the administrative citation, then so much of the amount of the
administrative penalty on deposit with the city as is assessed by the hearing officer shall become final
(subject only to appellate remedies provided below) and shall become a debt to the city collectable
through the processes provided herein. If only a portion of the administrative penalty assessed by the
hearing officer was deposited prior to hearing, the balance shall be paid to the city through its revenue
collections official within thirty calendar days from the date the hearing officer’s written decision is
served on the responsible party. The hearing officer may alternatively set forth in the decision a
payment schedule for the administrative penalty as well as for payment of any administrative costs
assessed by the hearing officer.
(f) If the hearing officer determines that the administrative citation should be upheld and the
administrative penalty has not been deposited pursuant to an advance deposit hardship waiver, the
hearing officer shall set forth in the decision a payment schedule for the administrative penalty as well
as for payment of any administrative costs assessed by the hearing officer.
(g) If the hearing officer determines that the administrative citation should not be sustained, then the
hearing officer shall issue a decision canceling the administrative citation, and if the administrative
penalty or portion thereof was deposited with the city, then the city shall promptly refund the amount
of the deposited administrative penaltydeposited amount, together with interest at the average rate
earned on the city's portfolio for the period of time that the administrative penaltydeposited amount
was held by the city.
(h) The recipient of the administrative citation shall be served with a copy of the hearing officer's
written decision within ten calendar days following its issuance.
(i) The employment, performance evaluation, compensation, and benefits of the hearing officer shall
not be directly or indirectly conditioned upon the amount of administrative citation penalties upheld by
the hearing officer.
SECTION 6. Severability. If any provision, clause, sentence or paragraph of this
ordinance, or the application to any person or circumstances, shall be held invalid, such
invalidity shall not affect the other provisions of this ordinance which can be given effect
without the invalid provision or application and, to this end, the provisions of this ordinance are
hereby declared to be severable.
SECTION 7. CEQA. The City Council finds and determines that this Ordinance is not a
“project” within the meaning of section 15378 of the California Environmental Quality Act
(CEQA) Guidelines because it has no potential for resulting in physical change in the
environment, either directly or ultimately.
//
//
*NOT YET APPROVED*
6
20200218_TS_24_204
SECTION 8. Effective Date. This ordinance shall be effective on the thirty‐first date after
the date of its adoption.
INTRODUCED:
PASSED:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
ATTEST: APPROVED:
______________________________ ______________________________
City Clerk Mayor
APPROVED AS TO FORM:
______________________________ ______________________________
City Attorney or Designee City Manager
______________________________
Director of Administrative Services
Department
City of Palo Alto (ID # 11192)
City Council Staff Report
Report Type: Action Items Meeting Date: 3/16/2020
City of Palo Alto Page 1
Summary Title: Covid-19 Public Safety Response Update and Emergency
Proclamation
Title: Update Regarding City Responses to COVID-19, Including Community
Education and City Service Changes; Ratification of Proclamation of Local
Emergency
From: City Manager
Lead Department: City Manager
RECOMMENDATION
(1) Adopt a Resolution (Attachment A) ratifying the Director of Emergency Services’ (City
Manager) Proclamation of Local Emergency on March 12, 2020 due to the presence and
community spread of novel coronavirus (COVID-19) in Santa Clara County; and
(2) Receive an update on the City’s response to the community spread of COVID-19,
including community education and outreach, service changes, and coordination with
local partners.
BACKGROUND
Proclamation. On March 12, 2020 the City Manager, acting as the Director of Emergency
Services, issued a Proclamation of Local Emergency regarding the presence and community
spread of novel coronavirus, or COVID-19, in Santa Clara County and our region. The
Proclamation allows the City to exercise extraordinary police powers, should these be needed;
provides immunity for emergency actions; authorizes issuance of certain necessary orders and
regulations; activates pre-established emergency processes; and is a prerequisite for requesting
state or federal assistance related to the emergency, should such assistance become available.
City Response. In the weeks since COVID-19 was detected and found to be transmitting via
community spread, City staff have taken the following actions to promote community safety
and address existing and potential impacts on City operations and services.
City of Palo Alto Page 2
To limit the potential spread of respiratory viruses and safeguard those at highest risk of
catching COVID-19, the City of Palo Alto announced a series of actions to keep the community
safe during this time of heightened public health risk. In response to the Santa Clara County
Public Health Department recent guidance to cancel large events in an effort to limit the spread
of COVID-19 within the County, the City is postponing, cancelling or modifying over 30 events
and programs from now until March 31, 2020. In addition, the City is encouraging all
community members to keep our community safe by preventing the spread of respiratory
viruses including COVID-19 by staying home if sick, use hygiene best practices including washing
your hands, calling your health practitioner before going to the hospital if you have COVID-19
symptoms, and maintaining other healthy lifestyle approaches. Help our most vulnerable
community members stay safe during this public health emergency by demonstrating that
hygiene is important for everyone.
The City is continuing its work to provide essential services through thoughtful planning for
several impact scenarios. The City has already implemented several operational changes in
response to the COVID-19 public health risk, including supplying protective gear for field staff,
expanding 911 dispatcher protocols to support Police, Fire, emergency medical first responders,
and Utilities staff, providing more hand sanitizer stations and enhanced cleaning in public
facilities. The City is evaluating modifications to service delivery and other efforts to maintain
City staffing levels and providing essential services through thoughtful planning for several
impact scenarios. The City anticipates more details to be released later this week on longer-
term planning and potential service delivery modifications.
The City continues to track and monitor the public health situation in our community, including
participating in the Santa Clara County briefings as well as monitoring advisories issued by the
U.S. Centers for Disease Control and Prevention (CDC). The City’s Office of Emergency Services
(OES) has also been in contact with Stanford Health Care and other hospitals and clinics to
coordinate on preparation and contingency planning.
Additional Information on Cancellation or Postponing of City Events. The City’s event and
program cancellations and postponements approach includes evaluating events now through
March 31, 2020. With the COVID-19 situation evolving worldwide, the City may expand the time
period of its cancellation approach at any time. At this time, City Council meetings and Board
and Commission meetings are proceeding as scheduled, though these meetings may see some
adjustments to accommodate the Santa Clara County Public Health Department guidance on
social distancing. The City’s consideration of cancelled or postponed events includes the
following general guidelines and may include several other factors not listed. General guidelines
include events with an estimated attendance of over 100 people, or the event attendance is
unknown but could draw a larger attendance; events over 100 people could also be modified
and continue if changes can accommodate social distancing guidance; events that typically
attract at-risk populations including community members over the age of 50 to 80 and other
groups at highest risk, which include community members over the age of 80 or those with
preexisting health conditions such as lung disease or cancer.
City of Palo Alto Page 3
The City is also evaluating cancelling or postponing other events or programs with less than 100
people attending on a case by case basis, where the event cannot achieve social distancing
recommended by the Santa Clara County Public Health Department and the Centers for Disease
Control and Prevention (CDC), which means that attendees are not able to stay six feet from
one another during the program/event. The City is also adjusting ticketing where possible to
implement social distancing at certain events.
Informing the Community on the Latest Local Developments. The leading agency focused on
public health and responding to the COVID-19 outbreak is the County of Santa Clara Public
Health Department. Santa Clara County Public Health Department guidance seeks to limit the
community spread of COVID-19 and includes guidance for employers and the public to keep our
community’s safe. Both Santa Clara County and San Mateo County are using 211 as a "call
center" for persons with questions about COVID-19. Community members can also text
"coronavirus" to 211211 for information and updates. There is also a public information phone
number to gain updates by calling (408) 885-3980. In addition, the City has set up a dedicated
webpage and other communications efforts, including placing posters at high use public
facilities and printed materials, sending email communications and digital updates, sharing
details via social media and more approaches to help inform and provide tools to help keep our
community safe. The webpage link is www.cityofpaloalto.org/coronavirus
DISCUSSION
Proclamation. A Proclamation of Local Emergency provides the authority to:
• Provide and request mutual aid from state and other governmental agencies consistent
with the provisions of local ordinances, resolutions, emergency plans, and agreements.
• Promulgate orders and regulations and exercise emergency police powers necessary to
provide for protection of life and property.
Under state and local law, Council must adopt a Resolution ratifying the Director of Emergency
Services’ (City Manager’s) Proclamation of Local Emergency issued on March 12, 2020.
Thereafter, Council must review the need for continuing the emergency at least once every 60
days and formally terminate the emergency when conditions warrant. Staff recommends the
Council adopt the Resolution found at Attachment A.
Update on City Response. At Monday’s meeting, staff will provide an updated report on
developments and actions taken regarding the rapidly changing circumstances related to
COVID-19, including its communication and education activities, modification of City services,
and coordination with local partners.
Based on the County’s infection case reports and expanded guidance and recommendations,
the City has determined that a large part of its workforce and resident population continue to
be at risk of contracting COVID-19. In order to slow the spread of the virus and ensure
City of Palo Alto Page 4
appropriate mitigation measures are in place as this situation evolves, additional changes in
services are being considered and adjustments may be made.
Some of the most recognizable and immediate service changes going into effect in this period
are reduced face-to-face customer service interaction between the public and staff. Where
possible the City is encouraging the public to call, email or make an appointment with City staff.
Implementing Service Changes to slow the spread of COVID-19
Several service changes are implemented as of today or are going into effect over the next
several days. Full implementation if not stated will occur Monday, March 16. The City may
announce other service and operations changes as this situation evolves. For a full list of service
changes, a dedicated webpage is set up at www.cityofpaloalto.org/coronavirus, and this list will
be updated as needed.
Changes to Police Operations and Customer Service: The Police Department is requesting that
members of the public who are ill to stay home and call the police department at (650) 329-
2413 for non-essential customer service requests. The City has discontinued police public tours
and police and fire ride-a-longs/sit-a-longs of non-employees. The City is modifying patrol
operations for non-emergency police calls for service that can be completed via phone/video.
Officers will use all methods available to limit face-to-face public contact and ensure social
distancing of six feet when available.
Changes to Community Services Operations and Customer Service: The (temporary) Junior
Museum and Zoo will be closed as of Friday, March 13. Children’s Theatre performances have
been postponed until June. The Rinconada Pool is closed as of today, March 12. Other front
counter customer support will be suspended and adjusted to encourage interaction by
appointment only, by phone at (650) 463-4900 or email at csd@cityofpaloalto.org, where ever
possible.
Changes to Library Operations and Customer Service: Palo Alto’s libraries extended check-outs
to May 1 and is temporarily disabling some of the computers to ensure social distance between
users. Other front counter customer support will be adjusted to encourage interaction by
appointment only, by phone or email, where ever possible.
Changes to Development Center Operations and Customer Service: Access to the City’s
Development Center will be by appointment only by calling (650) 329-2496. Non-essential
business will be conducted by phone or video conference.
Changes to City Hall Customer Service Changes: City Hall’s first floor lobby customer service
hours and staffing will be modified. Access to Real Estate transactions are by appointment
only. Revenue collections customer service and Residential Parking Program permits approach
will be modified, services are offered by appointment, by phone, email, and online. Revenue
Collections customers can call (650) 329-2317 or email revcoll@cityofpaloalto.org. Real Estate
City of Palo Alto Page 5
Customers can call (650) 329-2264 or email real.property@cityofpaloalto.org.
Residential Permit Parking Program transactions can be serviced online at
https://paloalto.parkingguide.com/audience-type/downtown-residential-parking/
Changes to Utilities Operations and Customer Service: Changes to Utilities operations and
customer services includes suspending meter reads accessible only through the backyards of
resident customers or facilities requiring security access. All other meter reads will be
estimated for billing purposes. Utility Development Services Center and Utilities Engineering
customer service is by appointment only at Elwell Court. For Electric service, contact (650) 566-
4500. For Water, Gas and Wastewater service, contact (650) 566-4501.Utilities Customer
Service at City Hall on the Ground floor, 2nd and 3rd floors are suspended at this time with
customer service available through the call center and Interactive Voice Response (IVR) at (650)
329-2161, online customer account service at https://mycpau.cityofpaloalto.org, email and in-
person by appointment only at UtilitiesCustomerService@cityofpaloalto.org.
Changes to the City Council Meetings and Other Boards and Commission Meetings: City
Council meetings are currently scheduled to proceed in Council Chambers on Monday evenings;
however, the public is encouraged to submit their comments via email to
city.council@cityofpaloalto.org and to watch the live broadcast of the meeting here or on TV
Channels 26 or 29. If you must attend, community members are asked to follow meeting
etiquette and social distancing that includes sitting six feet away from others, not shaking
hands, and waiting until the podium is clear to speak. The public will be asked to assemble in
the Community Room at City Hall, once the Council Chambers adjusted capacity is
full. Members of the public who wish to address Council will be called to do so at the
appropriate time. Similar approaches will be implemented for all Boards and Commissions
meetings.
STAKEHOLDER OUTREACH
The City has set up a dedicated webpage and other communications efforts, including placing
posters at high use public facilities and other printed materials distributed to libraries and
community centers and other means, sending email communications and digital updates,
sharing details via social media including Nextdoor, and other approaches to help inform and
provide tools to help keep our community safe.
ENVIRONMENTAL REVIEW
This action is exempt from environmental review by statute. See CEQA Guidelines Section
15269, Emergency Projects Undertaken for Specific Actions Necessary to Prevent or Mitigate an
Emergency.
Attachments:
• Attachment A: Emergency Proc covid 19
• Resolution Ratifying Local Emergency due to Covid-19
City of Palo Alto
Proclamation of Local Emergency
WHEREAS, Sections 2.12.050 of the City of Palo Alto Municipal Code empowers the Director of
Emergency Services (City Manager) or the Assistant Director of Emergency Services (Office of
Emergency Services Chief) to proclaim the existence or threatened existence of a local
emergency when said City is affected or likely to be affected by a public calamity and the City
Council is not in session; and
WHEREAS, the Director of Emergency Services (City Manager) of the City of Palo Alto does
hereby find that conditions of extreme peril to the safety of persons and property have arisen
within the City, caused by a novel coronavirus, designated “COVID-19,” which was detected in
Wuhan City, Hubei Province, China, in December 2019, and has spread globally to more than
118 countries, areas or territories; and
WHEREAS, the World Health Organization has designated COVID-19 a Global Pandemic; and
WHEREAS, COVID-19 has infected more than 125,288 people and caused more than 4,614
deaths worldwide, including a total of 177 positive cases and three deaths in California, 48
confirmed infections and 1 death in Santa Clara County; and
WHEREAS, many cases in California and the Bay Area have been contracted through community
transmission; and
WHEREAS, the Centers for Disease Control and Prevention (CDC) and the Santa Clara County
Public Health Department have urged local government, employers, organizations and
individuals to take preventative actions to slow the spread of the virus and mitigate its effects,
including observing good personal hygiene practices, social distancing, cancelling unnecessary
travel and large gatherings, and working from home where possible; and
WHEREAS, the City of Palo Alto has implemented daily communication to inform residents and
connect them with County Public Health and the CDC guidance; urged residents to practice
good personal hygiene and social distancing; cancelled or postponed large events; encouraged
remote work where possible; and modified non-essential services to protect employees and the
public, while maintaining City services; and
WHEREAS, these conditions are, or are likely to be, beyond the control of the services,
personnel, equipment, and facilities of the City; and
WHEREAS, the City Council of the City of Palo Alto is not in session and cannot immediately be
called into session;
NOW, THEREFORE, IT IS HEREBY PROCLAIMED that a local emergency now exists throughout
the City of Palo Alto; and
IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of said local emergency
the powers, functions, and duties of the emergency organization of the City shall be those
prescribed by state law and by ordinances and resolutions of this City; and that this emergency
proclamation shall expire in 7 days after issuance unless confirmed and ratified by the
governing body of the City of Palo Alto.
Dated: ________________ By: _____________________________________
Edward Shikada
Director of Emergency Services
NOT YET APPROVED
Resolution No. ________
A Resolution of the City of Palo Alto Ratifying and Continuing
the Proclamation of Existence of a Local Emergency Issued by
the Director of Emergency Services
R E C I T A L S
A. Sections 2.12.050 of Chapter 2.12 (Emergency Organization and Functions) of Title 2
(Administrative Code) of the Palo Alto Municipal Code empowers the Director of the
Emergency Services (City Manager or Designee) to proclaim the existence or
threatened existence of a local emergency if the Council of the City of Palo Alto
(“City”) is not in session, and requires that the City Council shall take action to ratify
the proclamation within seven (7) days thereafter, or the proclamation shall have no
further force or effect; and
B. Under California Government Code Section 8680.9, a local emergency is a condition of
extreme peril to persons or property proclaimed as such by the governing body of the
local agency affected by a natural or manmade disaster; and
C. The purpose of a local emergency proclamation is to provide extraordinary police
powers, immunity for emergency actions, authorize issuance of orders and
regulations, and activate pre-established emergency provisions; and
D. A local emergency proclamation is a prerequisite for requesting state or federal
assistance; and
E. Conditions of extreme peril to the safety of persons and property have arisen
within the City, based on the following:
1.A novel coronavirus, designated “COVID-19,” which was detected in
Wuhan City, Hubei Province, China, in December 2019, and has spread
globally to more than 118 countries, areas or territories.
2.The World Health Organization has designated COVID-19 a Global
Pandemic.
3.COVID-19 has infected more than 125,288 people and caused more than
4,614 deaths worldwide, including a total of 177 positive cases and three
deaths in California, 48 confirmed infections and 1 death in Santa Clara
County.
4.Many cases in California and the Bay Area have been contracted through
community transmission.
5.The Centers for Disease Control and Prevention (CDC) and the Santa Clara
County Public Health Department have urged local government,
NOT YET APPROVED
employers, organizations and individuals to take preventative actions to
slow the spread of the virus and mitigate its effects, including observing
good personal hygiene practices, social distancing, cancelling unnecessary
travel and large gatherings, and working from home where possible.
6. The City of Palo Alto has implemented daily communication to inform
residents and connect them with County Public Health and the CDC
guidance; urged residents to practice good personal hygiene and social
distancing; cancelled or postponed large events; encouraged remote work
where possible; and modified non-essential services to protect employees
and the public, while maintaining City services.
7. The efforts required to prepare for, respond to, mitigate, and recover from
the emergency conditions caused by COVID-19 have imposed or will
impose extraordinary requirements and expenses on the City, which are or
are likely to be beyond the control of the services, personnel, equipment
and facilities of the City.
F. The City Council does hereby find that the above described conditions of extreme
peril did warrant and necessitate the proclamation of the existence of a local
emergency in the City; and
G. California Government Code, Title 2, Division 1, Chapter 7.5 - California Disaster
Assistance Act (CDAA) allows that with the Proclamation of a Local Emergency the
City may seek financial assistance and may request reimbursement of the
significant expenses incurred during response, if approved by the Director of the
California Office of Emergency Services or Concurrence or Governor’s
Proclamation; and
H. On March 12, 2020, the Director of Emergency Services issued a proclamation,
attached hereto, declaring the existence of a local emergency within the City; and
I. The associated emergency conditions are on-going and the emergency should not
be terminated at this time;
NOW, THEREFORE, the Council of the City of Palo Alto RESOLVES as follows:
SECTION 1. The Proclamation of Existence of a Local Emergency, as issued by the
Director of Emergency Services on March 12, 2020, attached hereto, is hereby ratified and
confirmed.
SECTION 2. The City Council has reviewed the need for continuing the declaration of
local emergency and finds based on substantial evidence that the public interest and necessity
require the continuance of the proclamation of local emergency related to COVID-19.
NOT YET APPROVED
SECTION 3. Said local emergency shall be deemed to continue to exist until terminated
by the City Council of the City of Palo Alto.
SECTION 4. The Director of the Office of Emergency Services is hereby directed to
report to the City Council within sixty (60) days on the need for further continuing the local
emergency.
SECTION 5. The Council finds that the adoption of this resolution is statutorily exempt
from environmental review under the California Environmental Quality Act Guidelines Section
15269, Emergency Projects Undertaken for Specific Actions Necessary to Prevent or Mitigate an
Emergency.
INTRODUCED AND PASSED:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
ATTEST:
__________________________ _____________________________
City Clerk Mayor
APPROVED AS TO FORM: APPROVED:
__________________________ _____________________________
City Attorney City Manager
_____________________________
Director of Emergency Operations
_____________________________
Director of Administrative Services
Page 1 of 2
City of Palo Alto
Proclamation of Local Emergency
WHEREAS, Sections 2.12.050 of the City of Palo Alto Municipal Code empowers the Director of
Emergency Services (City Manager) or the Assistant Director of Emergency Services (Office of
Emergency Services Chief) to proclaim the existence or threatened existence of a local
emergency when said City is affected or likely to be affected by a public calamity and the City
Council is not in session; and
WHEREAS, the Director of Emergency Services (City Manager) of the City of Palo Alto does
hereby find that conditions of extreme peril to the safety of persons and property have arisen
within the City, caused by a novel coronavirus, designated “COVID-19,” which was detected in
Wuhan City, Hubei Province, China, in December 2019, and has spread globally to more than
118 countries, areas or territories; and
WHEREAS, the World Health Organization has designated COVID-19 a Global Pandemic; and
WHEREAS, COVID-19 has infected more than 125,288 people and caused more than 4,614
deaths worldwide, including a total of 177 positive cases and three deaths in California, 48
confirmed infections and 1 death in Santa Clara County; and
WHEREAS, many cases in California and the Bay Area have been contracted through community
transmission; and
WHEREAS, the Centers for Disease Control and Prevention (CDC) and the Santa Clara County
Public Health Department have urged local government, employers, organizations and
individuals to take preventative actions to slow the spread of the virus and mitigate its effects,
including observing good personal hygiene practices, social distancing, cancelling unnecessary
travel and large gatherings, and working from home where possible; and
WHEREAS, the City of Palo Alto has implemented daily communication to inform residents and
connect them with County Public Health and the CDC guidance; urged residents to practice
good personal hygiene and social distancing; cancelled or postponed large events; encouraged
remote work where possible; and modified non-essential services to protect employees and the
public, while maintaining City services; and
WHEREAS, these conditions are, or are likely to be, beyond the control of the services,
personnel, equipment, and facilities of the City; and
DocuSign Envelope ID: E3A02FD5-00E1-4DBD-8E86-E0E1BC4BF68E
Page 2 of 2
WHEREAS, the City Council of the City of Palo Alto is not in session and cannot immediately be
called into session;
NOW, THEREFORE, IT IS HEREBY PROCLAIMED that a local emergency now exists throughout
the City of Palo Alto; and
IT IS FURTHER PROCLAIMED AND ORDERED that during the existence of said local emergency
the powers, functions, and duties of the emergency organization of the City shall be those
prescribed by state law and by ordinances and resolutions of this City; and that this emergency
proclamation shall expire in 7 days after issuance unless confirmed and ratified by the
governing body of the City of Palo Alto.
Dated: ________________ By: _____________________________________
Edward Shikada
City Manager
Director of Emergency Services
DocuSign Envelope ID: E3A02FD5-00E1-4DBD-8E86-E0E1BC4BF68E
3/12/2020
CITY OF PALO ALTO OFFICE OF THE CITY ATTORNEY
March 16, 2020
The Honorable City Council
Palo Alto, California
Adoption of Two Ordinances Amending Various Sections of Chapter
2.08 (Officers and Departments), Chapter 2.30 (Contracts and
Purchasing Procedures), Chapter 10.50 (Residential Preferential
Parking Districts), Chapter 10.51 (Crescent Park no Overnight Parking
Program), and Title 18 (Zoning) to Reflect Updates to the Organization
of Some City Departments and Duties, Clean Up the City’s Purchasing
Procedures, Add a New Exemption From Competitive Solicitation for
Some Types of Personnel-Related Services Contracts, and Update
Enforcement and Hearing Procedures In the Zoning Code
Recommendations
Staff recommends the City Council:
1. Adopt the proposed ordinance (Attachment A) to update various sections of Chapter 2.08
(Officers and Departments), Chapter 2.30 (Contracts and Purchasing Procedures), Chapter
10.50 (Residential Preferential Parking Districts), and Chapter 10.51 (Crescent Park No
Overnight Parking Program) to reflect updates to the organization of some City
departments and duties, clean up the City’s purchasing procedures, and add a new
exemption from competitive solicitation for some types of personnel-related professional
services contracts.
2. Adopt the proposed ordinance (Attachment B) to update five sections of Title 18 (Zoning)
related to enforcement, hearing procedures, and to reflect the new name of the Planning
and Development Services Department. The Planning and Transportation Commission
recommends that the City Council adopt this ordinance.
Discussion
Following approval of the Fiscal Year 2020 Budget, staff needed to codify the reorganizations
and changes as approved. There is also an exemption from competitive solicitation for some
personnel-related professional services contracts. In addition to implementing the budget, the
ordinances also include general cleanup and updates, including correction of cross-references
and format inconsistencies, and other items that needed to conform to standards.
Updates to Chapter 2.08 (Officers and Departments)
Changes to this Chapter align with organizational changes made through the FY20 budget
process, as approved by the Council. This includes the following:
Page 2
- Creating an Office of Transportation under the direction of the Office of the City
Manager; previously this function was part of the former Department of Planning and
Community Environment;
- Merging the former Department of Development Services with Planning, creating the
Department of Planning and Development Services;
- Updating Department Head responsibilities and areas of oversight and accountability for
modern work practices, technologies, and expectations in all departments and offices as
well as the reorganizations noted previously.
Each Department Head reviewed their own section to ensure that work included continues to
be relevant. One goal was to also make the sections easy for the public to understand, in a way
that was consistent for each section. Most sections, except for those stated above, remain the
same as in the past; no updates or modifications were needed, per Department review.
It should be noted that the City Auditor chapter has been largely left the same, outside of
formatting. If changes are needed in the future, following any Council action, this will be
updated.
In addition, this ordinance makes an uncodified change to all references in the Municipal Code
to the former Department of Planning and Community Environment and notes that they now
refer to the new Department of Planning and Development Services. Because there are
hundreds of references to the Director of Planning and Community Environment throughout
the Municipal Code, staff recommends making this uncodified amendment now, and outdated
references can be updated as sections require other amendments in the future.
Updates to Chapter 2.30 (Contracts and Purchasing Procedures)
Chapter 2.30 was revised to provide for simple clean-ups (such as fixing typos or errors in
numerical section references); to improve internal consistency among the different sections
within this chapter; and to better align with State law and with practice. This revision also adds
an exemption to competitive solicitation rules for certain types of personnel-related
professional services, including consultants to assist with recruitment and employee safety (see
Section 2.30.360).
Updates to Chapters 10.50, and 10.51
(RPP and Overnight Parking Programs)
The City’s Residential Preferential Parking (RPP) and the Crescent Park overnight parking
programs have moved along with the Office of Transportation out of the City’s Planning
Department. To reflect this change, references to the Planning Department or the City’s
Planning Director have been changed to the Office of Transportation or the Chief
Transportation Official. Otherwise no changes have been made to the RPP or Crescent Park
overnight parking programs.
Updates to Title 18 (Zoning)
Page 3
On February 26, 2020, the Planning and Transportation Commission (PTC) reviewed and
recommended (staff report) that the City Council approve the attached ordinance (Attachment
B), which amends Title 18 (zoning) in five sections. Sections 18.01.080 and 18.01.085 update
the enforcement sections to conform with the equivalent sections in the 2019 Building Code
updates in Title 16. These updates clarify that violations may be enforced administratively as
well as criminally. They also update the titles of some employee classifications permitted to
enforce Title 18 (Zoning) through criminal enforcement.
Section 18.04.030 updates the name of the department to the Department of Planning and
Development Services.
Section 18.40.170 clarifies that an application referred to the City Council by the Director of
Planning may still be presented to the ARB or PTC for a recommendation, even though an
appeal or hearing request is not possible in such circumstances as there is no Director’s
decision. The section also adds a category of projects that may be referred to the City Council –
those that require a statement of overriding considerations under the California Environmental
Quality Act. The PTC also recommended that the word “action” be changed to “decision,”
which is reflected in the proposed ordinance.
Lastly, Section 18.77.060 deletes the language that there shall be “no fee for requesting a
hearing” because this language was inconsistent with the City Council’s directive that Planning
applications be administered on a cost recovery basis. While the City still does not charge a fee
for requesting a hearing, it does hold a project applicant responsible for the costs incurred by
the City in holding a hearing on the project.
Environmental Review
These updates are not a “project” under CEQA.
ATTACHMENTS:
• Attachment A – Ordinance Amending Chapter 2.08, Chapter 2.30, Chapter 10.50, and
Chapter 10.51 of the Palo Alto Municipal Code (PDF)
• Attachment B - Ordinance Amending Five Sections of Title 18 (Zoning) of the Palo Alto
Municipal Code (PDF)
Department Head: Molly Stump, City Attorney
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Ordinance No. _____
Ordinance of the Council of the City of Palo Alto Amending Various Sections of:
Chapter 2.08 (Officers and Departments);
Chapter 2.30 (Contracts and Purchasing Procedures);
Chapter 10.50 (Residential Preferential Parking Districts); and
Chapter 10.51 (Crescent Park No Overnight Parking Program)
of the Palo Alto Municipal Code to Reflect Updates to the Organization of Some
City Departments and Duties, Clean Up the City’s Purchasing Procedures, Add a
New Exemption From Competitive Solicitation for Some Types of Personnel‐
Related Services Contracts, and Update Enforcement and Hearing Procedures In
the Zoning Code.
The Council of the City of Palo Alto does ORDAIN as follows:
SECTION 1. Section 2.08.020 (Approval of city manager's appointments) of Chapter 2.08
(Officers and Departments) of Title 2 (Administrative Code) of the Palo Alto Municipal Code is
hereby amended as follows (strikethrough text is deleted, underlined text is added):
2.08.020 Approval of City Manager's appointments.
Appointments to the following positions shall be made by the city manager with the approval
of the council:
(a) Assistant city manager;
(b) Director of administrative services;
(c) Chief of police;
(d) Fire chief;
(e) Director of human resources;
(f) Director of planning and community environmentdevelopment services;
(g) Director of utilities;
(h) Director of public works ‐ city engineer;
(i) Director of community services; and
(j) Director of libraries.;
(k) Director of information technology; and
(l) Director of the office of emergency services.
SECTION 2. Sections 2.08.110 to 2.08.260 of Chapter 2.08 (Officers and Departments) of
the Palo Alto Municipal Code are hereby amended and restated as follows (amended and
restated text is underlined):
2.08.110 Office and duties of the City Clerk.
(a) The office of the city clerk shall be under the direction of a city clerk who shall be
accountable to the city council. The duties of the city clerk shall be as follows:
(1) To keep a record of the proceedings of the council and of such other bodies as the council
may require;
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(2) To keep all ordinances, resolutions, contracts, and agreements of the city and
authenticate such records as may be necessary;
(3) To publish ordinances and other legal notices as required;
(4) To keep and maintain a record of all elections of the city and to be responsible for the
conduct of elections;
(5) To keep informed on all matters pending before the council and before other bodies as
the council may require;
(6) To have power to administer oaths or affirmations in connection with all matters relating
to the municipality;
(7) To have authority to appoint deputies and assistants in accordance with control
procedures established for that purpose and administered by the department of human
resources
(8) To provide public information regarding city council activities
(9) To be responsible for management of the city's records and information management
program;
(10) To perform such other duties as may be required by the Charter or as the council may
require.
2.08.120 Office and duties of the City Attorney.
(a) The office of the city attorney shall be under the direction of a city attorney who shall be
accountable to the city council. The duties of the city attorney shall be as follows:
(1) To advise the council, the city manager, boards, commissions and all officers and
departments of the city on all matters of law;
(2) To draft, or assist in the drafting of, all ordinances, resolutions, agreements, and
contracts to be made or entered into by the city, and approve the form of such instruments;
(3) To prosecute all violators of city ordinances and to represent the city in all actions at law;
(4) To have authority to appoint deputies and assistants in accordance with control
procedures for that purpose and administered by the department of human resources;
provided, that the appointment of the chief assistant city attorney shall be approved by at least
a majority of the council;
(5) To defend any officer or employee of the city in any action arising out of the performance
of the official duties of such officer or employee;
(6) To perform such other duties as may be required by the Charter or as the council may
require.
2.08.130 Office and duties of the City Auditor.
(a) The office of the city auditor shall be under the direction of a city auditor who shall be
accountable to the city council. The duties of the city auditor shall be as follows:
(1) Be knowledgeable in conducting performance audits under Government Auditing
Standards, as established by the Comptroller General of the United States; public
administration; public policy; and public financial and fiscal practices;
(2) Be a licensed certified public accountant (CPA) or certified internal auditor (CIA);
(3) Establish an organizational structure appropriate to carrying out the responsibilities and
functions of this section; and
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(4) Set and maintain a tone for ethical behavior, establish a positive ethical environment for
the office of the city auditor, and conduct audit work in accordance with the principles of
integrity, objectivity, confidentiality, and competency.
(b) The mission of the office of the city auditor is to promote honest, efficient, effective,
economical, and fully accountable and transparent city government. To fulfill this mission, the
office of the city auditor shall conduct performance audits and perform nonaudit services of
any city department, program, service, or activity as approved by the city council. The purpose
of these audits is to provide the city council, city management, the residents of Palo Alto, and
other stakeholders with independent and objective analysis as to whether management is using
its financial, physical, and informational resources effectively, efficiently, economically,
ethically, and equitably, and in compliance with laws, regulations, contract and grant
requirements, and city policies and procedures. Audits shall be conducted and nonaudit
services provided in accordance with Government Auditing Standards, as established by the
Comptroller General of the United States, Governmental Accountability Office.
(c) In addition to the aforementioned responsibilities, the office of the city auditor shall:
(1) Select and recommend to the city council for approval an independent certified public
accounting firm to conduct the city’s annual external financial audit and coordinate the annual
external financial audit with the approved firm.
(2) Perform other functions consistent with the provisions of this section.
(d) At the beginning of each fiscal year, the city auditor shall prepare an annual audit plan for
city council approval. The plan will be issued on the office of the city auditor website, with
written notification to the city council, and be placed on the appropriate committee agenda.
The plan shall identify the preliminary objectives of each audit to be performed, reflecting the
purpose of the engagement and a preliminary description of the areas that may be addressed.
The city auditor will review the plan and consult with the city manager prior to submitting it to
the appropriate committee of the city council for approval. The city manager may identify areas
where the city will benefit from performance audits or a nonaudit service. The city auditor may
review the plan with and seek the advice of the city attorney prior to submitting it to the
appropriate committee of the city council for approval. The annual audit plan may be amended
during the fiscal year with approval of the city council.
(e) The office of the city auditor shall prepare quarterly reports describing the status and
progress towards completing the audits. The reports will be issued on the office of the city
auditor website, with written notification to the city council, and be placed on the appropriate
committee agenda.
(f) The city auditor shall prepare a written report of the results of each audit conducted and
will be responsible for retaining a copy as a permanent record. The reports shall meet the
reporting requirements specified in the Government Auditing Standards and the views of the
city manager.
(1) Within two weeks after receiving the final draft report, the city manager, or his or her
designee, will prepare an official written response to the findings and recommendations
contained within the report and provide the response to the office of the city auditor. The city
auditor and city manager may agree to an extension of the two‐week time frame if requested
by the city manager. If a response is not received within the established time frame, the office
of the city auditor will issue the audit report without management’s response.
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(2) The office of the city auditor shall also provide a copy of the draft report to the city
attorney for review and comment, including legal advice relating to disclosure of information
contained in the report; and to other appropriate officials as determined by the city auditor.
(g) Audit reports and other work products of the office of the city auditor will be placed on
the agenda of the city council or appropriate city council committee consistent with the
following general guidelines:
(1) Information items and items that will be discussed in a study session will be placed on the
council agenda.
(2) Audit reports and other audit work products will be placed on the finance committee
agenda when the subject matter focuses primarily on enterprise fund departments, functions,
or activities, or is concerned primarily with financial matters.
(3) All other audit reports and audit work products will be placed on the policy and services
committee agenda.
(h) The city auditor will prepare and issue an annual report on the status of
recommendations made in completed audits. The report will reflect the status as reported by
the city manager or his or her designee. The report will be issued on the office of the city
auditor website, with written notification to the city council, in the first quarter of the fiscal
year and be placed on the appropriate committee agenda. Further follow‐up audits will be
conducted as determined and recommended by the city auditor and approved by the city
council.
(i) (1) Unless prohibited by law, the office of the city auditor will have unrestricted access to
all sources of information, property, and personnel relevant to 1) the performance of a council‐
approved audit or 2) the identification of potential risks when developing the annual audit plan.
Department management and staff will not intentionally withhold, hide, or destroy any
information or property that may be potential evidence in a planned or ongoing audit. Nothing
in this section shall authorize the office of the city auditor to have access to documents,
records, and information related to the office of any elected official.
(2) The office of the city auditor will handle documents and information received with the
same prudence exercised by those normally accountable for them and consistent with
appropriate policies and regulations and the ethical principles cited in the Government Auditing
Standards.
(j) To the extent possible, the office of the city auditor will accommodate an area’s daily
operations in scheduling and conducting audits.
2.08.140 Office and duties of the City Manager.
(a) The office of the city manager shall be under the direction of a city manager who shall be
accountable to the city council. The duties of the city manager shall be as follows:
(1) To have the duties as set forth in the Charter;
(2) To approve expenditures, policies, and procedures for the departments coming under
control of the city manager;
(3) To sign for the city‐approved contracts, agreement, and leases which do not require the
signature of the mayor;
(4) To recommend the sale or lease of material, equipment, property, and real estate of the
city to the council;
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(5) To negotiate contracts and leases as authorized by the council;
(6) To establish a schedule of fees and rates for all types of services performed by
departments under his or her control, except for those which the city council authorizes;
(7) To recommend changes to the basic organization plan of departments under the control
of the city manager, and to enforce changes approved by the council;
(8) To have the authority to appoint deputies and assistants in accordance with control
procedures established for that purpose and administered by the department of human
resources; provided, that the appointment of the assistant city manager shall be approved by
the council in accordance with the City Charter;
(9) Notwithstanding Section 2.08.040, to have the authority to delegate to the assistant city
manager the direct reporting responsibility over any department head under the control of the
city manager;
(10) To provide economic resources planning services for the city, as needed; and
(11) To perform such duties as may be required by the Charter or as the council may require.
2.08.145 Reserved.
2.08.150 Department of Administrative Services.
(a) The department of administrative services shall be under the control of a director of
administrative services who shall be accountable to the city manager to carry out the duties of
this department. The duties of the department of administrative services shall be as follows:
(1) Provide administrative support for the finance committee of the city council;
(2) Management and preparation of the city’s budget reports in coordination with the City
Manager and in accordance with the requirements set forth in the Municipal Code and City
Charter, includes analysis and review of citywide revenue and expenses and departmental
budget requests;
(3) Provide analytical resources for studies on organization, staffing utilization,
management and procedures for the city, in order to provide cost‐effective municipal services;
(4) To participate in intermediate and long‐range financial planning strategies and to
develop and recommend methods for financing city programs and projects;
(5) Manage production of the City’s annual financial reports, general‐purpose financial
statements, and comprehensive annual financial report in accordance with city ordinances,
legal requirements and generally accepted accounting principles:
(A) generate appropriate financial reports as required by county, state and federal
agencies;
(B) coordinate financial audit activities with appropriate parties (internal and external)
(6) Administer the procurement of supplies, materials and equipment and contracts for
general services for the City. Control emergency purchasing in accordance with approved
procedures when centralized procurement is impracticable;
(7) Manage and complete the accounts payable and payroll processes;
(8) Operate and maintain the warehouse and storage facilities of the city;
(9) Administer the City’s responsibilities regarding surplus property;
(10) Provide centralized mail and messenger services and printing and other duplicating
services for all city departments;
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(11) Administer the investment of city funds and banking agreements in accordance with city
policy and state law;
(12) Administer and manage the issuance of debt by the City or financing authority entities
as may be formed by the city from time to time;
(13) Administer and enforce all ordinances and regulations of the city relating to the
imposition and collection of city taxes and other miscellaneous accounts receivables, to
provide revenue collections services and to collect delinquent receivables;
(14) Administer and supervise real property such as secure easement titles and leases,
negotiate for the purchase or disposition of real property on behalf of the city, and manage all
property owned by the city and leased to other persons or agencies;
(15) Perform or cause to be performed all duties required by this code or other law of the
director of finance, tax administrator, manager of purchasing, supervisor of revenue collections,
chief financial officer, city treasurer and city controller;
(16) To perform such other duties as may be required.
2.08.160 Department of Human Resources.
(a) The department of human resources shall be under the supervision of a director of
human resources who shall be accountable to the city manager. The duties of the office of
human resources shall be as follows:
(1) To be responsible for the management and administration of the personnel program in
accordance with rules and regulations established in the merit system;
(2) To administer control procedures for the recruitment, employment and promotion of
personnel of the city;
(3) To follow such personnel procedures and practices as may be approved by the city
manager;
(4) To advise and assist the city manager in the preparation of wage scales for
recommendation to the council;
(5) To prepare and maintain such job and position classifications and specifications as may
be required;
(6) To keep and maintain complete personnel records;
(7) To coordinate such employee safety programs as may be directed by the city manager;
(8) To coordinate and administer the worker's compensation program;
(9) To coordinate and administer such employee‐in‐service training programs as may be
directed by the city manager;
(10) To perform all duties defined in the merit system and such other duties as may be
required;
(11) To establish procedures for the operation of the city's insurance program and to keep
the city manager advised as to the status of the program;
(12) As directed by the city manager, to represent the city in meet‐and‐confer negotiations
with recognized employee groups and administer resulting agreements;
(13) To perform or cause to be performed all duties required by this code or other law of the
loss control officer and risk manager;
(14) To perform such other duties as may be required.
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2.08.170 Police Department.
(a) The police department shall be under the direction of a chief of police who shall be
accountable to the city manager. The duties of the police department shall be as follows:
(1) To be responsible for the preservation of the public peace and order, the prevention
and detection of crime, the apprehension of criminal suspects, the protection of persons and
property, and the enforcement of law;
(2) To enforce all traffic regulations, and to consult as necessary with the Transportation
Department on matters concerning traffic engineering;
(3) To coordinate the use of the regional Silicon Valley Regional Communications System by
all City departments, to maintain back‐up radio capabilities, and to provide radio dispatching
service for all City departments requiring such service;
(4) To ensure that unclaimed property received by the Police Department is sold at a public
auction pursuant to the provisions of this code;
(5) To administer the Police Department’s parking enforcement program;
(6) To enforce all City ordinances and state laws relating to the care, control, impounding
and rescue of all animals; and to perform or cause to be performed all duties required by this
code of animal control officers; and
(7) To perform such other duties as may be required.
(b) For organizational purposes, the Police Department shall consist of the following
divisions: Administration, Field Services, Investigative Services, and Technical Services.
2.08.180 Fire Department.
(a) The fire department shall be under the control of a fire chief who shall be accountable
to the city manager to carry out the duties of this department. The duties of the fire
department shall be as follows:
(1) To be responsible for the prevention of fires, the protection of life and property against
fires, and the removal of fire hazards and preparation of emergency plans;
(2) To be responsible for the rendering of emergency medical services for which the
department is equipped, including emergency medical transportation services;
(3) To inspect business and other premises for fire hazards, and to enforce the fire
prevention code and to conduct educational fire prevention and risk reduction programs;
(4) To protect the environment from the adverse effects of hazardous materials and to
coordinate and administer programs to minimize problems associated with the use and
disposal of hazardous materials;
(5) To serve as an information resource for the public, other city departments, industry and
the media concerning the areas described in this section;
(6) To perform or cause to be performed all duties required by this code or other law of the
fire marshal;
(7) To perform such other duties as may be required.
2.08.185 Office of Emergency Services.
(a) The office of emergency services shall be under the direction of the director of the office
of emergency services, who shall be accountable to the city manager. The duties of the office
of emergency services shall be as defined in Section 2.12.050.
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2.08.190 Department of Public Works.
(a) The department of public works shall be under the direction of the director of public
works‐city engineer, who shall be accountable to the city manager. The duties of the
department of public works shall be as follows:
(1) To be responsible for the planning, design, construction, maintenance, repair and
improvement of all city facilities and property owned or operated by the city, including the
approval of plans and designs for such improvements within the meaning of California
Government Code section 830.6, except as otherwise provided in this code;
(2) To assist with the preparation of the capital improvement program and assist the city
manager, as directed, in reviewing capital project budget requests;
(3) To provide engineering services as required including development and implementation
of capital improvement program projects;
(4) To provide permitting and inspection services relating to private construction of public
facilities and private construction affecting city property;
(5) To schedule repairs and preventative maintenance to ensure that the streets and
sidewalks are maintained in a safe, and structurally sound, and sanitary manner, and to
maintain all markings for traffic control painted or placed upon the streets or curbs;
(6) To maintain trees, parking lots, paved bicycle paths, and underpasses in a safe and
aesthetic manner; and to maintain trees adjacent to electric power lines in order to minimize
electrical outages caused by tree limbs;
(7) To coordinate the needs of the city departments in their requirements for motorized
equipment, to operate the city garage, actively supervise a preventative maintenance program,
keep the operating records of all motorized equipment used or operated by the city, monitor
the use of pool cars, and maintain fuel sites at city facilities;
(8) To be responsible for the management, regulation, operation, system rehabilitation, and
capital improvements of the storm water management enterprise, and to coordinate related
activities with interested municipalities or special districts;
(9) To be responsible for refuse collection, source reduction, recycling, street sweeping, and
long‐term resource recovery and disposal activities of the refuse enterprise;
(10) To be responsible for the operation and capital improvements of the regional water
quality control plant, on behalf of the city and its partner agencies within the regional service
area; the permitting and enforcement of regulations with respect to industrial discharges into
the sewer system; and the development of programs and treatment methods to ensure the
maximum feasible compliance with regulations protecting the San Francisco Bay and
environment;
(11) To be responsible for the general aviation operation and management of the Palo Alto
municipal airport, the adoption and enforcement of general aviation rules and regulations
applicable to parties doing general aviation‐related business at the airport, and the
management and control of all general aviation and non‐general aviation‐related leases,
licenses, permits, easements and other contracts and authorizations issued to or in connection
with parties doing business at the airport.
(12) To perform such other duties as may be required.
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2.08.200 Department of Utilities.
(a) The department of utilities shall be organized and administered under the direction of a
director of utilities who shall be accountable to the city manager. The duties of the department
of utilities shall be as follows:
(1) To plan, direct and coordinate the operations of the city's utilities department;
(2) To coordinate the forecasting of the city's long‐range utility needs and develop financial
plans to ensure that the city's utilities rate, reserve and revenue levels will be able to meet
customer service, operating and financial requirements;
(3) To provide administrative support to the utilities advisory commission on matters relating
to the department;
(4) To generate appropriate reports as may be required by county, state and federal agencies
or by law;
(5) To operate a responsive customer service center, to manage customer service utilities
billing, inquiries and complaints and to provide a fast and courteous response to each
customer's request for utility service;
(6) To establish rates to offset operating costs of all city utility operations designated as
utilities enterprise funds and to provide a fair and reasonable rate of return on the city's capital
improvement investment in those utilities designated as utilities enterprise funds;
(7) To provide technical or other efficiency services to enable residential, commercial and
industrial utilities customers to reduce their operating costs, improve the quality of the
environment and maintain a high level of customer satisfaction;
(8) To forecast and plan the acquisition and disposition of sufficient least‐cost resource
supplies to meet existing and future supply requirements in an environmentally acceptable
manner;
(9) To negotiate for the purchase and sale of water, gas and electricity and contract with
water, gas and electric power producers, suppliers and marketers for resource supply at the
best available price or cost;
(10) To recommend capital construction and improvements of all utility systems, and to
administer such programs when approved;
(11) To inspect all construction work done by or for the utilities and require compliance with
all contracts made in connection therewith;
(12) To prepare or cause to be prepared all utility maps of the utilities, and to keep and to
maintain such records as are necessary for the fulfillment of this function;
(13) To provide operations, maintenance, and construction necessary to ensure the safe,
efficient and reliable delivery of electric, water, gas and wastewater collection services to all
customers;
(14) To provide operations, maintenance, and construction necessary to ensure the proper
operation of the city's traffic signal, street lighting and communication systems;
(15) To perform or cause to be performed all duties required by this code or other law of the
director of utilities and the department of utilities; and
(16) To perform such other duties as may be required.
(b) For organizational purposes, the department of utilities shall consist of the following
divisions: administration; customer support services; resource management; engineering; and
operations.
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2.08.210 Department of Community Services.
(a) The department of community services shall be under the control of a director of
community services who shall be accountable to the city manager to carry out the duties of this
department. The duties of the department of community services shall be as follows:
(1) To develop and provide programs for increased knowledge, artistic expression, physical
activity, social service assistance, youth and teen leadership, and enjoyment of the outdoors,
either directly or in cooperation with the resources of the community;
(2) To manage the use, scheduling, and operation of municipal parks; playgrounds; open
space preserves; swimming pools; community centers; camps; athletic centers, courts and
fields; golf course; theaters; cultural centers; museums; interpretative centers; and activities
connected therewith in a safe manner;
(3) To maintain landscaped areas, including district and neighborhood parks, mini‐parks,
athletic fields, and other city facilities in a safe and aesthetic manner; and to maintain open
space preserves in a manner that is safe and protective of the natural environment;
(4) To plan, monitor, and commission public art associated with Municipal and Private
Development projects;
(5) To prepare and recommend annual operating and capital improvement budgets;
monitor expenditures and revenues; review and exercise final approval authority over all
department expenditures; and review and analyze fee structure and fee collection;
(6) To provide staff advisory and technical assistance to the human relations commission,
the public art commission, the parks and recreation commission and such similar groups that
may be created or established;
(7) To perform or cause to be performed all duties required by this code or other law of the
community services department; and
(8) To perform such other duties as may be required.
2.08.220 Department of Planning and Development Services.
(a) The department of planning and development services shall be under the control of a
director of planning and development services who shall be accountable to the city manager to
carry out the duties of this department. The duties of the department of planning and
development services shall be as follows:
(1) Maintain, update and oversee implementation of the City’s Comprehensive Plan;
(2) Prepare land use studies and analysis supporting policy recommendations to the City
Council;
(3) Review and process development applications in accordance with applicable local, state
and federal regulations or rulings, including all functions designated by law to the building
official;
(4) Provide technical assistance and support to the Planning and Transportation
Commission, Architectural Review Board and Historic Resources Board;
(5) Prepare and submit annual reports related to land use planning and the building
industry as required by Council direction, local ordinance, state and federal laws;
(6) Identify staff to serve as and to implement the responsibilities of the ADA Coordinator
as required by the Americans with Disabilities Act;
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(7) Enforce the provisions of the municipal code related to land use planning and zoning,
building regulations and other provisions as directed by the City Manager;
(8) Maintain records related land use planning and development, demographic and census
information; support administrative functions; prepare balanced budgets; and foster an
environment that promotes staff growth and professional development to advance department
responsibilities and program objectives.
(9) Perform or cause to be performed all duties required by this code or other law of the
building official, chief building official, building inspector, zoning administrator, director of
planning, and director of planning and community environment; and,
(10) To perform other such duties as may be required.
2.08.230 Department of Libraries.
(a) The department of libraries shall be organized and administered under the control of a
director of libraries who shall be accountable to the city manager to carry out the duties of the
department. The duties of the department of libraries shall be as follows:
(1) To manage, operate, direct, and control a continuing municipal library system providing
access to informational services for the residents of Palo Alto;
(2) To provide administrative support for the library advisory commission on matters relating
to the department;
(3) To generate appropriate reports as may be required by county, state, and federal
agencies or by law;
(4) To review and approve adult, teen, and children's service programs and activities;
(5) To review and approve technical services activities specified in Library Collection
Development Policy;
(6) To recommend and monitor annual operating and capital improvement budgets,
reviewing and exercising final approval authority over all library expenditures; establish and
monitor inventory control systems for all library furnishings and material; and review and
analyze fee structure and fee collection;
(7) To perform or cause to be performed all duties required by this code or other law of the
director of libraries and the department of libraries; and
(8) To perform such other duties as may be required.
2.08.240 Department of Information Technology.
(a) The department of information technology shall be organized and administered under
the direction of a director of information technology who shall be accountable to the city
manager to carry out the duties of this department. The duties of the department of
information technology shall be as follows:
(1) To provide leadership to the city council, city manager and directors on alignment of
technology with city initiatives, policy and strategic objectives;
(2) To direct and manage interdepartmental technology governance, planning and
coordination activities to accomplish specific city‐wide objectives;
(3) To make presentations and prepare reports and plans;
(4) To coordinate with the city manager, directors and business managers to address
problems and capitalize upon opportunities as they arise;
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(5) To develop and implement organizational policies and procedures regarding appropriate
usage of technology within the organization;
(6) To initiate and develop internal and external partnerships to leverage city technology
investments;
(7) To develop and present funding strategies to support technology investments;
(8) To provide direct oversight and direction on mission critical city‐wide technology;
(9) To negotiate and review complex proposals and contracts for purchase of information
technology (IT) products and services, and to develop partnership agreements;
(10) To establish and maintain a working environment conducive to positive morale,
individual style, quality, creativity, and teamwork;
(11) To serve as a member of leadership team, and addresses city‐wide policy, management
and strategic issues, including information security and other cyber risks;
(12) To formulate, recommend and administer policies and procedures governing the
operation of the information technology (IT) department. Establish long‐range goals and
implementation plans for services provided by the IT department;
(13) To plan, develop and direct a comprehensive long‐term strategic plan for automated
systems needs for the City of Palo Alto, including centralized computer applications, personal
computers, and telecommunications functions;
(14) To oversee automated systems within the city, including prioritizing requests for
applications development or enhancement, hardware and software standards, equipment
acquisition and replacement;
(15) To coordinate technical staff placed within individual city departments;
(16) To position the city to effectively respond to the rapidly changing technological
environment;
(17) To be responsible for planning, preparing and administering the information technology
department budget, including operating and capital budgets;
(18) To be responsible for the future direction of the information technology department,
ensuring the coordination of the department's effort with the needs of the organization;
(19) To manage projects to include oversight of funding allocations, oversight and
coordination of resources;
(20) To perform such other duties as may be required.
2.08.250 Reserved.
2.08.260 Office of Transportation.
(a) The office of transportation shall be under the direction of the chief transportation official
who shall be accountable to the city manager. The duties of the office of transportation shall be
as follows:
(1) To be responsible for the functions of transportation planning, traffic engineering,
parking management, and transit planning for the city;
(2) To perform other such duties as may be required.
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SECTION 3. All references in the Palo Alto Municipal Code that refer to the Department
of Planning and Community Environment shall mean the Department of Planning and
Development Services. All references to the Director of Planning and Community Environment
shall mean the Director of Planning and Development Services.
SECTION 4. Section 2.30.010 (Purposes) of Chapter 2.30 (Contracts and Purchasing
Procedures) of the Palo Alto Municipal Code is hereby amended as follows (strikethrough text is
deleted, underlined text is added):
2.30.010 Purposes.
This chapter defines the contract procurement policies, procedures and requirements for
public works construction, general services, professional services, wholesale utility commodities
and services, and contracts, the performance for which the city receives substantial value. This
chapter establishes the contracting authority of the City Manager, the Chief Procurement
Officer (“Procurement Officer”), designated employees, City Manager, City Attorney, and City
Council (“Council”). The purpose of this chapter is: to foster and encourage the use of best
management practices in contracting and purchasing; to ensure quality and efficiency in the
procurement of goods, services, equipment, materials and supplies at the lowest cost
commensurate with the quality needed; to provide for a fair and equitable procurement
process utilizing standardized solicitation procedures; and to maintain honesty and integrity in
the procurement process.
SECTION 5. Section 2.30.020 (Scope) of Chapter 2.30 (Contracts and Purchasing
Procedures) of the Palo Alto Municipal Code is hereby amended as follows:
2.30.020 Scope.
(a) Contracts for public works construction, general services and professional services,
information technology services, wholesale utility commodities and services and other energy
related contracts, and contracts, price quotations or purchase orders for goods, materials,
equipment and supplies shall be solicited and awarded pursuant to the procedures contained in
this chapter.
(b) Neither tThe solicitation nor and award policies, procedures and requirements contained
in this chapter shall not apply to the following:
(1) Subdivision agreements, improvement agreements, deferred parking agreements,
development agreements and other land use contracts entered into between the city and
property owners or developers pursuant to other parts of this municipal code;
(2) Franchises and franchise agreements;
(3) Contracts between the city and other public entities and public utilities for the city’s
provision of services to the other entities and utilities;
(4) Transactions involving the acquisition, assignment and disposal of interests in real
property; and
(5) Agreements to provide funds pursuant to the human services resource allocation process
or community development block grant program.
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SECTION 6. Section 2.30.040 (Centralized purchasing) of Chapter 2.30 (Contracts and
Purchasing Procedures) of the Palo Alto Municipal Code is hereby amended as follows:
2.30.040 Centralized purchasing.
All acquisitions and purchases shall be made by and through the Procurement Officer, except:
(a) Purchases of goods and services made from petty cash funds made in conformance with
this chapter and pursuant to control procedures approved by the City Manager and contained
in the administrative policies and procedures manual maintained by the City Manager;
(b) Emergency purchases made in conformance with this chapter and Federal Emergency
Management Agency (“FEMA”) Public Assistance Program’s procurement orders, or other
similar rules, regulations, guidelines and control procedures for cost reimbursement purposes
approved by the City Manager and contained in the purchasing manual;
(c) Contracts for legal services;
(d) Purchases of goods and services, and in payment of public works services, by city
procurement card (“P‐card”) or other credit card, made in conformance with this chapter and
pursuant to control procedures approved by the City Manager and contained in the purchasing
manual;
(e) Purchases, where the total expenditure by the city does not exceed $10,000.00, made in
conformance with this chapter and pursuant to control procedures approved by the City
Manager and contained in the purchasing manual;
(f) Transactions negotiated under master contracts for wholesale utility commodities and
services, as described in Section 2.30.140 made in conformance with Section 2.30.340;
(g) Mutual aid agreements; and
(h) Delegations made according to Section 2.30.230.
SECTION 7. Section 2.30.120 (General services contract) of Chapter 2.30 (Contracts and
Purchasing Procedures) of the Palo Alto Municipal Code is hereby amended as follows:
2.30.120 General services contract.
A general services contract includes a contract providing for work, labor or services not
requiring specialized experience, knowledge or training with or without the furnishing of goods,
materials, supplies or equipment, including, without limitation:
(a) Maintenance of public buildings, streets, parks and playgrounds and other public
improvements;
(b) Repair, modification and maintenance of equipment or other goods;
(c) Licensing, installation and maintenance of or relating to information technology property,
goods and services, including, without limitation, computer hardware and software, and
including the provision of data storage services, unless the information technology services that
would require specialized certification, knowledge, expertise, knowledge, or training are
needed and provided;;
(d) Janitorial services, uniform cleaning, tree trimming, street sweeping, power washing and
landscape maintenance;
(e) Leasing or licensing of goods and other personal property for use by the city; and
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(f) General class instruction, including, without limitation, recreation class instruction
services.
SECTION 8. Section 2.30.150 (Contracts for dark fiber optics licensing services) of
Chapter 2.30 (Contracts and Purchasing Procedures) of the Palo Alto Municipal Code is hereby
amended as follows:
2.30.150 Contracts for dark fiber optics licensing services.
A contract for dark fiber optics licensing services includes a contract with any person,
including, without limitation, a telecommunications or non‐telecommunications carrier, an
internet services provider, a distributed antenna system services provider, or a small cell
technology services provider for the licensing of city‐owned, installed and maintained dark fiber
optics and related facilities, if any, located in the public rights‐of‐way and public utility
easements. A telecommunications carrier includes any person subject to the
Telecommunications Act of 1996, as amended., or other federal law now or hereinafter in
effect.
SECTION 9. Section 2.30.200 (Procurement officer contract award authority) of Chapter
2.30 (Contracts and Purchasing Procedures) of the Palo Alto Municipal Code is hereby amended
as follows:
2.30.200 Procurement officer contract award authority.
The Procurement Officer may award and sign the following contracts:
(a) Public Works Contracts. Public works contracts, where the term does not exceed three
years, and the contract price and any price contingency established for change orders, but
excluding sales tax or use tax, do not exceed $85,000.00 in the first contract year, and do not
exceed the sum of $85,000.00 and any unexpended monies carried forward from a prior
contract year, in any subsequent contract year.
(b) Contracts for Goods. Contracts to purchase goods, where the term does not exceed three
years, and the contract price and any price contingency established for change orders, but
excluding sales tax or use tax, do not exceed $85,000.00 in the first year, and do not exceed the
sum of $85,000.00and any unexpended monies carried forward from a prior contract year, in
any subsequent contract year.
(c) General Services Contracts. General services contracts, where the term does not exceed
three years, and the contract price and any price contingency established for change orders or
additional services, but excluding sales tax or use tax, do not exceed $85,000.00 in the first
contract year, and do not exceed $85,000.00 and any unexpended monies carried forward from
a prior contract year, in any subsequent contract year.
(d) Professional Services Contracts. Professional services contracts, where the term does not
exceed three years, and the contract price, and any price contingency established for additional
services, but excluding sales tax or use tax, do not exceed the sum of $85,000.00 in the first
contract year, and do not exceed the sum of $85,000.00 and any unexpended monies carried
forward from a prior contract year, in any subsequent contract year.
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(e) Software and hHardware pPurchase, lLicensing, and Maintenance and Support Contracts.
Notwithstanding Subsection 2.30.200(c), the Procurement Officer may award and sign
contracts other than general services agreements, including, without limitation, vendor‐based
standard form hardware and software purchase and licensing contracts, for the purchase of
hardware and software, the licensing of software, and the maintenance and support of
hardware and software, where the term of licensing or maintenance and support services does
not exceed five years and the contract price, excluding sales tax or use tax, does not exceed
$85,000.00 per year in the first contract year and does not exceed the sum of $85,000.00 and
any unexpended monies carried forward from a prior contract year, in any subsequent contract
year. The contracts referred to herein may include contracts for data storage services, which
shall be subject to the city's information security policies, terms, conditions and other
requirements established by the chief information officer with the concurrence and approval of
the City Attorney.
SECTION 10. Section 2.30.210 (City Manager contract award authority) of Chapter 2.30
(Contracts and Purchasing Procedures) of the Palo Alto Municipal Code is hereby amended as
follows:
2.30.210 City mManager contract award authority.
The City Manager may award and sign the following contracts:
(a) Public Works Contracts. Public works contracts, where the term does not exceed three
years, and the contract price and any price contingency established for change orders, but
excluding sales tax or use tax, do not exceed $250,000.00 in the first contract year, and do not
exceed the sum of $250,000.00 and any unexpended monies carried forward from a prior
contract year, in any subsequent contract year.
(b) Contracts for Goods. Contracts to purchase goods, where the term does not exceed
three years and the contract price and any contingency established for change orders, but
excluding sales tax or use tax, do not exceed $250,000.00 in the first contact year, and do not
exceed the sum of $250,000.00 and any unexpended monies carried forward from a prior
contract year, in any subsequent contract year.
(c) General Services Contracts. Contracts for services associated with the leasing or licensing
of personal property other than hardware or software, where the term does not exceed seven
years, and the contract price and any price contingency established for change orders, but
excluding sales tax or use tax, do not exceed $85,000.00 in the first contract year, and do not
exceed the sum of $85,000.00 plus any unexpended monies carried forward from a prior
contract year, in any subsequent contract year.
(d) Contracts for Studies and Services Related to Private Development. Professional services
contracts for: (1) the preparation of environmental assessments or other studies deemed
necessary by the director of planning and community environment for the processing of
applications for private development projects, or (2) inspection and plan review services
deemed necessary by the director of planning and community environment to evaluate
conformity of private development projects with applicable building codes, regardless of the
cost or term thereof, provided the applicant for the private development project agrees, in
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writing, to bear responsibility for the entire contract cost, and the contract does not require the
expenditure of city funds in any amount.
(e) Rewards. The City Manager may offer and pay rewards where the amount of the reward
does not exceed $25,000.00, in accordance with the procedures of Section 2.30.800.
(f) Emergency Contracts. The City Manager is authorized to expend city funds for emergency
contracts, as defined in Section 2.30.160, without limitation on the contract cost or amount and
without following the contract solicitation and award procedures otherwise required by this
chapter, provided that any procurement of goods and services obtained during an emergency
declared by the Federal Emergency Management Agency shall comply with applicable FEMA
Public Assistance Program's procurement orders, rules, regulations, guidelines and control
procedures for cost reimbursement purposes. Expenditures made during an emergency must
be reported to the Council at the next regular meeting if approval for such expenditures would
otherwise have been made by the Council. The City Manager may issue a verbal report to the
Council before a written report is delivered.
(g) Contracts to Rent, Lease, License, Acquire, Transfer or Purchase Interests in Real Property
from Other Parties. Contracts for the rental, leasing, licensing, or purchase by installment
interests in real property from other parties for a term of seven years or less, where the
contract price does not exceed $85,000.00 per year, or to encumber or transfer any interest in
real property from other parties for any term of years. The City Manager may enter into and
sign a contract to acquire or purchase an interest in real property, where the contract price
does not exceed $85,000.00.
(h) Contracts to Rent, Lease, or License City Real Property to Other Parties. The authority
granted under this Section is distinct from the authority of the director of community services
to grant individuals and groups permits for the exclusive temporary use of buildings and
facilities located in, and the areas of, city parks and open spaces, as described in Chapter
22.04 of this municipal code or in the park and open space regulations. The City Manager may
award and sign contracts to rent, lease or license city real property to other parties regardless
of the price for a term not exceeding three years. Notwithstanding the preceding sentence, the
City Manager may enter into and sign contracts for the rental, lease or licensing of real property
at the Cubberley Community Center for terms of up to five years.
(i) Contracts to Provide Municipal Services to other Public Entities or Utilities. A contract to
provide municipal services and functions to any other public agency, public utility or other
public entity in any amount for a term not exceeding three years, provided the contract is in
compliance with all Council‐adopted policies covering such contracts. The authority granted
herein does not include the authority of the City Manager to add permanent employee
positions.
(j) Contracts Providing for Indemnity or Risk of Loss. The City Manager, with the concurrence
and approval of the City Attorney and the insurance risk manager, may enter into and sign
contracts, otherwise within the limits of his or her authority under Section 2.08.140 of this
municipal code, that provide for the city or its officers or employees to defend, indemnify, or
assume the risk of damage, loss, or liability for, or subrogate to any other contracting party
respecting claims, demands, actions, losses or liabilities arising from the city's performance or
non‐performance under the contract.
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(k) Wholesale Utility Commodities and Services Contracts. Wholesale utility commodities and
services contracts, where the term does not exceed five years and the contract price does not
exceed $250,000.00 in any contract year.
(l) Software and Hardware Purchase, Licensing, and Maintenance and Support Contracts.
Notwithstanding Subsection 2.30.210(c), the City Manager may award and sign contracts other
than general services agreements, including, without limitation, vendor‐based standard form
hardware and software purchase and licensing contracts, for the purchase of hardware and
software, the licensing of software, and the maintenance and support of hardware and
software, where the term of licensing or maintenance and support services does not exceed
seven years and the contract price, excluding sales tax or use tax, does not exceed $85,000.00
per year in the first contract or fiscal year and does not exceed the sum of $85,000.00 and any
unexpended monies carried forward from a prior fiscal year, in any subsequent contract or
fiscal year. The contracts referred to herein may include contracts for data storage services,
which shall be subject to the city's information security policies, terms, conditions and other
requirements established by the chief information officer with the concurrence and approval of
the City Attorney.
(m) Other Contracts. All other types of contracts for which the contract term does not
exceed three years and the total expenditure by the city does not exceed $85,000.00 in the first
contract or fiscal year, and does not exceed the sum of $85,000.00 and any unexpended monies
carried forward from a prior fiscal year, in any subsequent contract or fiscal year.
SECTION 11. Section 2.30.220 (City Attorney contract award authority) of Chapter 2.30
(Contracts and Purchasing Procedures) of the Palo Alto Municipal Code is hereby amended as
follows):
2.30.220 City aAttorney contract award authority.
The City Attorney may award and sign contracts for legal services, including, without
limitation, services provided by outside counsel, investigators, consultants and other experts
needed for litigation or other administrative and legal proceedings, to be provided to the city
for any time period, where the contract price and any contingency established for additional
services, but excluding sales tax or use tax, do not exceed the sum of $85,000.00 in the first
contract or fiscal year, and do not exceed the sum of $85,000.00 and any unexpended monies
carried forward from a prior fiscal year, in any subsequent contract or fiscal year. In addition to
the authority described herein, the City Attorney may sign contracts, where the contract price
exceeds the amounts set forth above, provided the Council has first approved the use of such
services.
SECTION 12. Section 2.30.225 (Wholesale utility commodity transactions) of Chapter
2.30 (Contracts and Purchasing Procedures) of the Palo Alto Municipal Code is hereby amended
as follows:
2.30.225 Wholesale utility commodity transactions.
The City Manager, the director of utilities and their designated employees may enter into and
execute transactions for wholesale utilities commodities and services in accordance with the
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authority, limits and procedures set forth in the Energy Risk Management Policies Guidelines
and Procedures Manual, as amended from time to time. Employees authorized under this
Section shall be authorized in writing and the written authorizations shall be kept on file by the
Procurement Officer.
SECTION 13. Section 2.30.230 (Designated employee purchases of $10,000.00 or less) of
Chapter 2.30 (Contracts and Purchasing Procedures) of the Palo Alto Municipal Code is hereby
amended as follows:
2.30.230 Designated employee purchases of $10,000.00 or less.
Employees authorized, in writing, by their department heads may award and sign contracts
for the purchase of goods and the procurement of general services, where the contract price
does not exceed $10,000.00 and the contract term does not exceed one year. All purchases and
procurements shall be made in accordance with the contracting procedures and requirements
contained in this chapter and in the purchasing manual. The written authorizations of
department heads shall be kept on file by the Procurement Officer.
SECTION 14. Section 2.30.240 (Designated employees’ use of petty cash, and city credit
card) of Chapter 2.30 (Contracts and Purchasing Procedures) of the Palo Alto Municipal Code is
hereby amended as follows:
2.30.240 Designated employees’ use of petty cash, P‐card or other and city credit card.
Employees authorized designated in writing by their department heads, including by
completed P‐card authorization request form, may make purchases by using petty cash or make
payments by using a city P‐card or other credit card. All purchases shall be made in accordance
with the contracting procedures and requirements contained in this chapter and in the
purchasing manual. The written authorizations of department heads shall be kept on file by the
Procurement Officer or other designated employee.
SECTION 15. Section 2.30.280 (Authority to modify and terminate contracts not
approved or awarded by the Council) of Chapter 2.30 (Contracts and Purchasing Procedures) of
the Palo Alto Municipal Code is hereby amended as follows:
2.30.280 Authority to modify and terminate contracts not approved or awarded by the
Council.
(a) Each employee with contracting authority conferred by this chapter may authorize and
sign amendments or change orders to contracts he or she awarded under the authority granted
in this chapter subject to the following:
(1) All modifications to contracts, including, without limitation, changes to the scope of work,
quantity of goods, price or term shall be made in writing and accomplished in accordance with
the terms of the original contract;
(2) The amendment or change order to a contract shall not cause the contract, as modified,
to exceed the monetary or term limits of that city employee's contracting authority, as
described in this chapter, except that the city employee may extend the term of a contract,
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with no increase in the compensation payable, for a period not to exceed six consecutive
months beyond the term limits of his or her contracting authority; and
(3) For contracts awarded under an exemption from competitive solicitation pursuant to
Section 2.30.360 or by Council action, the amendment or change order to a contract shall not
cause the contract, as modified, to exceed the scope of the exemption from competitive
solicitation.
(b) Each city employee with contacting authority conferred by this chapter shall have the
authority to terminate the contract in accordance with the contract's terms and conditions.
SECTION 16. Section 2.30.300 (Public works contracts) of Chapter 2.30 (Contracts and
Purchasing Procedures) of the Palo Alto Municipal Code is hereby amended as follows:
2.30.300 Public works contracts.
Public works contracts that are not exempt from the competitive solicitation requirements
under Section 2.30.360 or by cCouncil action shall be solicited, as follows:
(a) Public works contracts, providing for an estimated expenditure of $85,000.00 or less, and
not otherwise required to be formally bid by the Charter, shall be solicited by informal
invitation for bids in accordance with Section 2.30.400.
(b) Public works contracts, providing for an estimated expenditure exceeding $85,000.00,
shall be solicited by formal invitation for bids in accordance with Section 2.30.420.
(c) Article VII, Section 6 of the City Charter requires formal bidding for public works contracts
funded by bonded indebtedness of the city or by assessment against particular property in Palo
Alto. Section 2.30.300 requires the formal bidding of all public works contracts exceeding
$85,000.00, unless an exemption is provided by Section 2.30.360 or is otherwise authorized by
Council under Section 2.30.300(d).
(d) Design‐build contracts, to the extent debt financing limitations do not apply, that provide
for an expenditure of more than $85,000.00 shall be solicited by requests for proposals in
accordance with Section 2.30.490. Despite any law to the contrary, the design‐build method of
delivery may be used for any public works contract, including, without limitation, any design‐
build‐operate contracts, where the City Manager determines, in writing, the delivery method
will best fulfill the requirements of the public works project.
(e) The Council may determine that a particular public works project may be solicited and
contracted for by using alternate project delivery methods, including, without limitation,
construction manager at‐risk or competitive negotiation. Any Council action authorizing an
alternate project delivery method shall set forth the reasons and factual basis supporting the
use of the alternate project delivery method for the project and describe the solicitation
method to be used and the criteria for determining the successful bidder, to whom the public
works contract should be awarded.
//
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SECTION 17. Section 2.30.310 (Contracts for goods) of Chapter 2.30 (Contracts and
Purchasing Procedures) of the Palo Alto Municipal Code is hereby amended as follows):
2.30.310 Contracts for goods.
Contracts for goods, not exempt from the competitive solicitation requirements under
Section 2.30.360 or by Council action, shall be solicited, as follows:
(a) Contracts for goods, providing for an estimated expenditure by the city of $50,000.00 or
less, shall be solicited by informal invitation for bids in accordance with the provisions of
Section 2.30.400; and
(b) Contracts for goods, providing for an estimated expenditure by the city exceeding
$50,000.00, shall be solicited by formal invitation for bids in accordance with the provisions of
Section 2.30.420.
SECTION 18. Section 2.30.320 (General services contracts) of Chapter 2.30 (Contracts
and Purchasing Procedures) of the Palo Alto Municipal Code is hereby amended as follows:
2.30.320 General services contracts.
General services contracts, not exempt from the competitive solicitation requirements under
Section 2.30.360 or by Council action, shall be solicited, as follows:
(a) General services contracts, providing for an estimated expenditure by the city not
exceeding $50,000.00, shall be solicited by informal invitation for bids or informal request for
proposals in accordance with Section 2.30.400.
(b) General services contracts, providing for an estimated expenditure by the city exceeding
$50,000.00 shall be solicited by formal invitation for bids in accordance with
Section 2.30.420 or by formal request for proposals in accordance with Section 2.30.410.
(c) The Procurement Officer shall determine, after consideration of whether the needs of the
city or the circumstances require that a contract should be awarded based on significant factors
in addition to price, whether the services subject to a general services contract shall be solicited
by bid or request for proposals.
SECTION 19. Section 2.30.330 (Professional services contracts) of Chapter 2.30
(Contracts and Purchasing Procedures) of the Palo Alto Municipal Code is hereby amended as
follows):
2.30.330 Professional services contracts.
Professional services contracts, not exempt from the competitive solicitation requirements
under Section 2.30.360 or by Council action, shall be solicited, as follows:
(a) Professional services contracts, providing for an estimated expenditure by the city not
exceeding $85,000.00, shall be solicited by informal request for proposals in accordance with
Section 2.30.400.
(b) Professional services contracts, providing for an estimated expenditure by the city
exceeding $85,000.00, shall be solicited by formal request for proposals in accordance with
Section 2.30.410.
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(c) In lieu of the solicitation requirements set forth in Subsections (a) and (b), professional
services contracts in any amount may be awarded from a list of qualified professionals to be
created and maintained by the Procurement Officer, so long as the list is created and the award
of contract to an entity on the list is in compliance with procedures contained in this chapter
and in the purchasing manual.
SECTION 20. Section 2.30.340 (Contracts for wholesale utility commodities and services)
of Chapter 2.30 (Contracts and Purchasing Procedures) of the Palo Alto Municipal Code is
hereby amended as follows):
2.30.340 Contracts for wholesale utility commodities and services.
(a) Solicitation of Contracts.
(1) Contracts for the purchase or sale‐incidental‐to‐purchase of wholesale utility
commodities and services, providing for an estimated expenditure not exceeding $85,000.00,
shall be solicited by informal invitation for bids or informal request for proposals in accordance
with Section 2.30.400. Contracts for the purchase or sale‐incidental‐to‐purchase of wholesale
utility commodities and services, providing for an estimated expenditure exceeding $85,000.00,
shall be solicited by formal invitation for bids, formal request for proposals, or combination
thereof, in accordance with Section 2.30.410, 2.30.420 or 2.30.430 or through solicitation of
counterparties enabled to transact under a Council‐approved master agreement in accordance
with Section 2.30.340(a)(3).
(2) Council shall pre‐approve standard form master agreement templates for wholesale
utility commodities and services and such agreement shall be made publicly available.
(3) Whenever the city desires to award a contract under a Council‐approved master
agreement for wholesale utility commodities and services, any counterparty which has
executed a Council‐approved master agreement with the city, and is otherwise eligible to bid
for or propose in regard to the particular transaction in accordance with the Energy Risk
Management Policy, Guidelines, and Procedures Manual, may be solicited in writing. The
counterparty offering the price and other required product and performance terms and
conditions for wholesale utility commodities and services deemed to be the most advantageous
to the city shall be eligible for an award of contract respecting the transaction.
(b) Delegation of Master Agreement Terms and Conditions. For master agreements and
other contracts for wholesale utility commodities and services not otherwise within the City
Manager's authority to award, the Council may authorize the City Manager to award and sign
contracts with qualified, eligible counterparties. The Council authorization shall specify the
limits of the authority delegated, including the maximum expenditure limit of the authority and
the terms of the contracts and/or transactions that may be executed under the delegation of
authority.
(1) Electricity master agreements. Any Council action delegating authority to the City
Manager to contract for electricity commodities and services shall specify generally at least the
following terms and conditions: quantity and the description of energy and energy services to
be procured, including, without limitation: on‐peak and off‐peak energy and ancillary services;
term, specifying a not‐to‐exceed period of time; period of delivery denoted in years or months
or years and months; and point of delivery.
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(2) Gas master agreements. Any Council action delegating the authority to contract for gas
commodities and services shall specify generally at least the following terms and conditions:
quantity and the description of gas services to be procured, including, without limitation:
scheduled gas and gas transportation services; term, specifying a not‐to‐exceed period of time;
period of delivery denoted in years or months or years and months; and point of delivery of the
locus on the interstate transmission system at which transfer of title is made.
(c) Required Contract Terms for Wholesale Utilities Commodities and Services
Contracts. The city shall use standard form contracts, as practicable, including, without
limitation, form contracts copyrighted by the Edison Electric Institute, the Western States
Power Pool Inc., Inc., the North American Energy Standards Board, Inc, and contracts used by
the city's "feed‐in tariff" energy program. Unless waived by Council action, a contract for gas or
electricity wholesale utility commodities and services, and any amendment to that contract,
shall not be awarded by the city and executed by the duly authorized representatives of the
city, unless the following terms and conditions are required: (1) governing law shall be the laws
of the sState of California; (2) choice of venue shall be the county of Santa Clara; and (3) a
counterparty shall obtain and maintain during the term of the contract the minimum credit
rating established as of the date of award of contract of not less than a BBB‐ credit rating
established by Standard & Poor’s and a Baa3 credit rating established by Moody's Investors
Services.
(d) Public Agency Contracts. The city may procure and make sales‐incidental‐to‐purchase of
wholesale utility commodities and services from energy counterparties through public agencies,
including, without limitation, the Northern California Power Agency and the federal Western
Area Power Administration.
(1) The city may engage the public agency to act as the agent of the city to procure
wholesale utility commodities and services, provided that the public agency conducts a
competitive selection process and awards one or more contracts in substantial compliance with
the contract procurement procedures and requirements of this chapter, unless such substantial
compliance is waived by the Council action accompanied by findings in support of the waiver.
(2) The City Attorney shall determine whether the contract procurement process of the
public agency substantially complies with the provisions of this chapter. For the purposes of
this Section 2.30.340, the public agency's competitive selection process, if any, shall be deemed
to substantially comply if the public agency:
a. conducts a formal or an informal invitation for bids ding or request for proposals process
to solicit bids or proposals for the provision of wholesale utility commodities and services;
b. executes a standard form contract, including, without limitation, a form contract
copyrighted by the Edison Electric Institute, the Western States Power Pool, Inc. Inc., or the
North American Energy Standards Board, Inc.; and
c. unless waived by the Council, the standard form contract requires or specifies:
1. the governing law shall be the law of the sState of California;
2. the choice of venue shall be identified according to either the county in which such public
agency does business, or the preference for federal or state court jurisdiction over the public
agency, the energy counterparty, and the contract; and
3. the energy counterparty shall obtain and maintain during the term of the contract the
minimum credit rating established as of the date of award of contract of not less than a BBB‐
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credit rating established by Standard & Poor’s and a Baa3 credit rating established by Moody's
Investors Services.
(e) Energy Risk Management Policy, Guidelines and Procedures Manual. All procurement of
wholesale utility commodities and services, shall conform to the requirements of the Energy
Risk Management Policy, Guidelines and Procedures Manual.
SECTION 21. Section 2.30.360 (Exemptions from competitive solicitation requirements)
of Chapter 2.30 (Contracts and Purchasing Procedures) of the Palo Alto Municipal Code is
hereby amended as follows:
2.30.360 Exemptions from competitive solicitation requirements.
The following are exemptions from the informal and formal competitive solicitation
requirements of this chapter, except as otherwise provided. These exemptions will be narrowly
interpreted and applied. The department requesting an exemption shall provide all relevant
information supporting the application of the exemption to the Procurement Officer. Based
upon this information, the Procurement Officer shall make a recommendation to the City
Manager and the City Manager shall determine whether an exemption from the competitive
solicitation requirements applies. Nothing herein is intended to preclude the use of
competitive solicitations, as practicable.
(a) Emergency Contracts, provided that any procurement of goods and services obtained
during an emergency declared by the Federal Emergency Management Agency shall comply
with applicable FEMA Public Assistance Program's orders, rules, regulations, guidelines and
control procedures for cost reimbursement purposes.
(b) Whenever solicitations of bids or proposals would for any reason be impracticable,
unavailing or impossible, provided that in the case of a public works project, the project is not
otherwise required by the charter to be formally bid. These situations are those where
solicitations of bids or proposals would not be useful or produce any operational or financial
advantage for the city. Situations where solicitations of bids or proposals would be
impracticable, unavailing or impossible, include, without limitation, the following:
(1) Contract specifications cannot be drawn in a way that would enable more than one
vendor, consultant or contractor to meet them;
(2) Due to circumstances beyond the control of the city, the time necessary to use the
competitive solicitation process, procedures and requirements would result in a substantial
economic loss to the city or the substantial interference with a required city operation;
(3) Special conditions attached to a grant, donation or gift requires the use of particular
goods and/or services.
All requests for exemptions under this subsection shall be supported by written
documentation (facsimile or electronic mail may be used), approved by the department head
and the Procurement Officer.
(c) Where competitive bids or requests for proposals have been solicited and no bid or
proposal has been received, or where no bid or proposal meeting the requirements of the
invitation to bid or request for proposals has been received, provided that, in the case of a
public works project, the project is not otherwise required by the charter to be formally bid.
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(d) Contracts for goods, wholesale commodities and services, general services or
professional services available from only one source, where the Procurement Officer has
determined, in writing, there is no adequate substitute or equivalent provider. Examples of
acceptable sole source acquisitions or purchases may include, without limitation: equipment or
services for equipment, for which there is no comparable competitive product or service except
that provided by the equipment manufacturer, distributor or dealer; proprietary products sold
directly by the manufacturer; a component or replacement part, for which there is no
commercially available substitute and which can be obtained only from the manufacturer;
goods where there is only one authorized distributor in the area; and goods where
compatibility with goods in use by the city is an overriding consideration. All requests for sole
source acquisitions or purchases shall be supported by written documentation (facsimile or
electronic mail may be used), approved by the office or department head, and forwarded to the
Procurement Officer.
(e) Contracts for goods where, pursuant to Section 2.30.900, the City Manager has
determined that standardization of the supplies, materials or equipment is permissible.
(f) Placement of insurance coverage and surety bonds.
(g) Legal services contracts, including, without limitation, the services of outside counsel,
consultants and other experts needed for litigation, administrative or other legal proceedings.
(h) Professional services contracts for private development related studies and services
whenever the services are funded wholly by private developers.
(i) Professional services contracts, where the estimated total expenditure by the city,
regardless of term, does not exceed $50,000.00.
(j) Cooperative purchases, with one or more other public agencies or through a cooperative
purchasing agency, provided: (i) the services are solicited using methods substantially similar to
those required by this chapter, as determined by the Procurement Officer; and (ii) the contract
is consistent with the requirements specified in this municipal code.
(k) The use of another governmental or public agency's contract or substantially the same
contract terms provided: (i) the agency uses a solicitation method substantially similar to the
method required by this chapter; (ii) the contract is consistent with the requirements specified
in this municipal code; and (iii) the Procurement Officer determines that the city will realize
overall value to utilizing the other agency's contract or contract terms compared to the city
performing its own solicitation.
(l) Contracts with, or solicited on the city's behalf by, Northern California Power Agency,
Transmission Agency of Northern California, and Western Area Power Administration to
procure wholesale utility commodities and services that meet the requirements of
Section 2.30.340(d) or 2.30.3460(k).
(m) Contracts with Pacific Gas and Electric Company and the California Independent System
Operator Corporation for energy transmission services to the extent necessary and expedient
to provide for the general health, safety and welfare of the city's utility customers.
(n) Contracts with any public agency or governmental body to construct a public work, where
the Procurement Officer determines the public agency or governmental body has used
methods similar to those required by this chapter to contract for the public work.
(o) Contracts with any public utility holding a certificate of public convenience and necessity
or any entity holding a cable service or video service franchise pursuant to chapter 2.10 of this
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municipal code to construct a public works, where such works involves property of such public
utility or cable service or video service franchisee and is otherwise of direct concern to both the
city and such public utility or cable service or video service franchisee, provided that the project
is not otherwise required by the charter to be formally bid.
(p) Contracts with private developers to construct public improvements in connection with
their development projects, even if the city contributes funds to the improvement project,
provided that the projects are not otherwise required by the charter to be formally bid.
(q) Projects, where the public work is performed by the city with its own employees.
(r) Contracts, where the estimated total expenditure by the city does not exceed $10,000.00.
(s) Contracts with entities to procure at wholesale prices utility commodities and services
under a city "feed‐in tariff" energy program that meets the requirements of Section 2.30.340(c).
(t) Professional services contracts in relation to personnel matters for: recruitment
consultants, workplace investigations, threat assessments, conflict intervention, and industrial
safety.
SECTION 22. Section 2.30.400 (Informal bids or proposals) of Chapter 2.30 (Contracts
and Purchasing Procedures) of the Palo Alto Municipal Code is hereby amended as follows:
2.30.400 Informal invitation for bids or request for proposals.
(a) An Iinformal invitation for bids or request for proposals may be solicited by any
reasonable means, including, without limitation, mail, telephone, facsimile transmission, e‐mail
or posting to the city's web site. Quotations shall be solicited from a minimum of three bidders
or proposers; if quotations from three bidders or proposers cannot be obtained by the exercise
of due diligence, quotations shall be solicited from less than three bidders or proposers, as
practicable. The Procurement Officer shall maintain a record of all informal invitations for bids
and informal requests for proposals received by the city for a period of time in compliance with
California law and the city's records retention schedule.
(b) An Iinformal invitation for bids shall be awarded to the lowest responsive and responsible
bidders, as described in Section 2.30.440.
(c) An Iinformal request for proposals shall be awarded on the basis of the proposal deemed
most advantageous to the city based on the factors set forth in Section 2.30.410(e).
(d) If a contract, price quotation, or purchase order is made or awarded to other than the
consultant or contractor submitting the lowest price in its quotation, bid or proposal, the
Procurement Officer shall prepare the record of the transaction, in writing, containing the
reasons or grounds for the decision to award the contract.
SECTION 23. Section 2.30.410 (Formal request for proposals) of Chapter 2.30 (Contracts
and Purchasing Procedures) of the Palo Alto Municipal Code is hereby amended as follows:
2.30.410 Formal request for proposals.
(a) Advertising. Contracts that must be solicited by formal request for proposals shall be
solicited by notice requesting proposals by advertising the notices requesting proposals on the
City’s website for no fewer than five days prior to the date set for the submission of proposals.
As practicable, proposals shall be solicited from a minimum of three proposers.
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(b) Proposal submittal. The request for proposals shall specify the date, time and place for
submitting proposals and describe the scope and time frame for the delivery of the proposed
solution requested, the information to be submitted by the proposer, and the criteria for
evaluating the proposal.
(c) Proposal opening. Proposals received after the specified date and time shall not be
accepted and shall be returned unopened unless opening is necessary for identification
purposes.
(d) Award. The contract shall be awarded on the basis of the proposal deemed most
advantageous to the city.
(e) The following factors shall be considered in determining the proposal deemed most
advantageous to the city:
(1) Quality of the proposal;
(2) Quality, performance and effectiveness of the solution, goods and/or services to be
provided by the consultant or the contractor;
(3) Consultant or contractor’s experience, including the experience of staff to be assigned to
the project, with engagements of similar scope and complexity;
(4) Cost to the city;
(5) Consultant or contractor’s financial condition and stability;
(6) Consultant or contractor’s ability to perform the contract within the time specified;
(7) Consultant or contractor’s prior record of performance with the city or other local,
county or state agency, if applicable;
(8) Consultant or contractor’s ability to provide in the future any maintenance, repairs, parts
and/or services, if applicable;
(9) Consultant or contractor’s compliance with applicable laws, regulations, policies
(including city Council policies), guidelines and orders governing prior or existing contracts
performed by the consultant or contractor; and
(10) Any other factor or factors the city deems relevant as specified in the request for
proposals.
SECTION 24. Section 2.30.420 (Formal bids – Notice, submittal, opening) of Chapter
2.30 (Contracts and Purchasing Procedures) of the Palo Alto Municipal Code is hereby amended
as follows:
2.30.420 Formal invitation for bids – Notice, submittal, opening.
(a) Advertising. Contracts that must be solicited by formal invitation for bids shall be
solicited by notices inviting bids by advertising the notices inviting bids on the City's website for
no fewer than five days prior to the date set for receiving bids. As practicable, bids shall be
solicited from a minimum of three bidders.
(b) Notice. The notices inviting bids shall generally describe the goods and/or services to be
purchased or acquired or the public works to be constructed, identify the place where the bid
proposal form, specifications and other contract documents may be obtained, and specify the
date, time and place when and where bids will be opened.
(c) Bid Submittal. All bids shall be sealed. All bids shall be submitted at the place, and at or
before the date and time, specified in the notice inviting bids. Bids received after the specified
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date and time shall not be accepted and shall be returned to the bidder unopened unless the
opening is necessary for identification purposes.
(d) Bid Opening. Bids timely received shall be opened in public, at the date, time and place
specified in the notice inviting bids, and the aggregate bid of each bidder shall be announced.
SECTION 25. Section 2.30.430 of Chapter 2.30 (Contracts and Purchasing Procedures) of
the Palo Alto Municipal Code is hereby amended as follows):
2.30.430 Combined request for proposals and invitation for bids.
(a) Nothing in Part 5 of this chapter shall prohibit the city from conducting a competitive
solicitation process which combines the elements of the request for proposals and invitation for
bids processes in a single process in order to award a contract for wholesale utility commodities
and services or design‐build contracts.
SECTION 26. Section 2.30.440 (Determination of lowest responsive/responsible bidder)
of Chapter 2.30 (Contracts and Purchasing Procedures) of the Palo Alto Municipal Code is
hereby amended as follows):
2.30.440 Determination of lowest responsive/responsible bidder.
The awarding authority shall award contracts required to be formally bid to the lowest
responsive and responsible bidder. As used in this chapter “awarding authority” means the city
officer or employee with the authority to award and sign the particular contract, as provided in
part three of this chapter, or the Council.
(a) Low Bid. The low bid shall be the bid offering the lowest total cost to the city.
(1) The determination of lowest total cost shall be made after applying relevant policies
adopted by resolution of the Council that may provide for a price preference.
(2) Where ‘add alternate’ or ‘deduct alternate’ items are included in the specifications, the
determination of lowest total cost shall be made in accordance with the procedure for
considering the ‘add alternate’ and ‘deduct alternate’ items as set forth in the bid
specifications.
(3) The determination of lowest total cost may include the effect of factors such as trade
discounts, delivery costs and life cycle costs, when these are included in the specifications.
(b) Responsive Bidder. A responsive bidder is a bid der determined by the awarding authority
to have submitted a bid that conforms in all material respects to the requirements of the bid
documents.
(c) Responsible Bidder. A responsible bidder is a bidder determined by the awarding
authority:
(1) To have demonstrated the attribute of trustworthiness, and to have the quality, fitnesso
have the ability, capacity, experience, and skill to satisfactorily perform the work, or provide the
goods and/or services called for in accordance with the invitation for bids specifications;
(2) To have the ability to perform the contract within the time specified;
(3) To have the equipment, facilities and resources of such capacity and location to enable
the bidder to perform the contract;
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(4) To have the ability to provide, as required, future maintenance, repair, parts and service
for the use of goods purchased;
(5) To have a record of satisfactory or better performance under prior contracts with the city
or others; and
(6) To have complied with applicable laws, regulations, policies (including city Council
policies), guidelines and orders governing prior or existing contracts performed by the bidder.
SECTION 27. Section 2.30.485 (Delegation of awarding authority determinations) is
hereby added to Chapter 2.30 (Contracts and Purchasing Procedures) of the Palo Alto Municipal
Code to read as follows:
2.30.485 Delegation of awarding authority determinations.
The awarding authority may delegate to the Procurement Officer the implementation of a
determination by the awarding authority under Sections 2.30.440; 2.30.450; 2.30.470(b); and
2.30.480 of this chapter. Where the awarding authority is Council, Council hereby delegates to
the Procurement Officer the implementation of determinations by Council as the awarding
authority under Sections 2.30.440; 2.30.450; 2.30.470(b); and 2.30.480 of this chapter.
SECTION 28. Section 2.30.490 (Design‐build contract procurement procedures) of
Chapter 2.30 (Contracts and Purchasing Procedures) of the Palo Alto Municipal Code is hereby
amended as follows):
2.30.490 Design‐build contract procurement procedures.
This Section establishes the exclusive procedures for the award of wholly or partially city‐
funded design‐build contracts, to the extent debt financing limitations do not apply, and
supersedes in their entirety all statutory provisions pertaining to local agency design‐build
construction, as set forth in chapter 4 of part 3 of division 2 of the California Public Contract
Code, Section 22160 et seq., as amended from time to time.
(a) Bridging documents shall be prepared by a qualified, licensed design professional,
identifying the scope and estimated price or costs of the public works project and including
additional requirements or information necessary to adequately describe the city's needs for
the project. These may include, without limitation, the size, type, and desired design character
of the project, the performance specifications covering the quality of supplies, materials,
equipment, and workmanship, or preliminary plans or building layout plans. The design
professional, which prepares the bridging documents, may not subsequently submit or
participate in the proposal submitted for an award of design‐build contract, or have any
financial interest in any design‐build entity or team which submits a design‐build contract
construction proposal or which provides the design‐build services.
(b) A formal request for proposals may be posted and advertised in manner provided for in
Section 2.30.410(a), or by targeted distribution to three or more design‐build entities or teams
which the Procurement Officer determines possesses demonstrated skills, experience, and
financial qualifications to provide the required design‐build services.
(c) A formal request for proposals shall comply with the requirements of
Section 2.30.1410(a) and shall include: the bridging documents prepared according to
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Section 2.30.490(a); a request for qualifications; and the design‐build contract documents
approved by the City Attorney as required by this chapter.
(d) Design‐build entities and teams may be required to pre‐qualify in order to be eligible to
submit a proposal for the design‐build project by responding to the request for qualifications in
advance of the date set for the submission of proposals. The Procurement Officer may
determine and will provide notice that the statement of qualifications may be submitted
concurrently with the proposals.
(e) The design‐build contract may be awarded to the responsive, responsible design‐build
entity or team on the basis of either the lowest lump‐sum price or the 'best value' provided, as
defined in the formal request for proposals. A design‐build contract that is awarded on the
'best value' basis will be evaluated based solely on the selection criteria and procedures set
forth in the formal request for proposals.
(f) The design‐build contract shall require the design‐build entity or team and its
subcontractors of every tier to comply with the requirements of Section 22164(c) of the
California Public Contract Code, as amended.
SECTION 29. Section 2.30.500 (Bid security, bonds and insurance) of Chapter 2.30
(Contracts and Purchasing Procedures) of the Palo Alto Municipal Code is hereby amended as
follows:
2.30.500 Bid security, bonds and insurance.
(a) When Required. The Procurement Officer is authorized to require bid security and surety
bonds, including payment and performance bonds, as well as specific types and amounts of
insurance coverage in connection with contracts for public works, goods, general services,
professional services, and wholesale utility commodities and services to the extent required by
California or federal law, or this chapter, or upon a determination that it is in the best interest
of the city to do so by the City Manager or, if the City Manager does not make a determination,
by the Procurement Officer in consultation with the City Attorney.
(b) Bid Security. Bid security shall be submitted with the bid and shall be in the form of a
certified check, cashier’s check or surety bond. Any surety bond shall be issued by an admitted
surety authorized to conduct business in the sState of California and shall be in a form
acceptable to the City Attorney and as specified in the solicitation for bids document. If a bidder
fails to submit the required bid security with the bid, the bid shall be deemed nonresponsive.
After bids are opened, bid security shall be irrevocable for the period specified in the invitation
for bids. If the successful bidder fails to execute the contract within the time specified, the total
amount of the bid security shall be forfeited to the city. The bid security of an unsuccessful
bidder shall be returned to the bidder by no later than sixty days from the date of contract
award. Bids for public works projects costing in excess of $85,000.00 shall require the
submission of bid security in an amount equal to at least ten percent of the bid. On public
works projects costing $85,000.00 or less, and all other procurements of goods and services
without regard to price, the Procurement Officer is authorized to determine whether any bid
security in any amount shall be required on a project‐by‐project basis.
(c) Surety bonds. Payment and performance security shall be required of contractors and
take the form of surety bonds acceptable to the City Attorney and issued by an admitted surety
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authorized to conduct business in the sState of California. Invitations for bidsContracts for
public works projects costing in excess of $25,000.00 shall require the submission of payment
bond and performance bond, each in an amount equal to one hundred percent of the contract
price at the time the contract is executed. Where the contract is with a governmental agency or
a public utility the requirement for performance and payment security may be waived, in
writing, by the Procurement Officer if the contracting governmental agency or public utility
agrees, in writing, that, to the extent all work is not to be done by its own employees, it will
require any and all contractors it awards contracts for the performance of any of the work to
provide, before commencement of the work, the payment bond and performance bond, on
terms and conditions it establishes, which is satisfactory to the Procurement Officer and
complying with the provisions of applicable California law. Payment bond and performance
bond for public works projects shall be extended in the full amount of the contract for a one‐
year warranty period beyond the date of acceptance of the public works project by the city. On
public work projects costing $25,000.00 or less, and on all acquisitions of goods and services
without regard to price, the Procurement Officer is authorized to determine whether any
payment and performance security in any amount shall be required on a case‐by‐case basis.
(d) Form of Bonds. The only bonds acceptable to the city shall be those executed on forms
approved by the City Attorney and as specified in the invitation for bids or request for
proposals.
(e) Insurance. The insurance risk manager acting on behalf of the City Manager by the
authority conferred by Section 2.28.170 of this municipal code shall determine the insurance
requirements to be imposed upon any third party doing business with the city pursuant to this
chapter. The successful bidder or proposer shall submit certificates of insurance and
endorsement forms, as applicable, as evidence that it has obtained and will maintain the types
and amounts of insurance coverages required by the bid or proposal solicitation documents.
Such evidence shall be submitted to the Procurement Officer promptly upon request and shall
be issued by an admitted insurer authorized to conduct business in the sState of California and
is acceptable to the city. The insurance risk manager may waive the insurance requirement
where the contract is an intergovernmental agency contract or a city‐public utility contract, and
the governmental, public or quasi‐public agency or the public utility, to whom the contract is
awarded, agrees, in writing, that it will obtain and maintain and provide evidence of the
required insurance coverage before the commencement of work, naming the city, its officials,
officers, employees and agents as additional insureds to such policy.
SECTION 30. Section 2.30.610 (Preparation of bid or proposal documents) of Chapter
2.30 (Contracts and Purchasing Procedures) of the Palo Alto Municipal Code is hereby amended
as follows:
2.30.610 Preparation of bid or proposal documents.
In accordance with State conflict of interest law, a contractor or consultant that prepares,
advises or assists in the preparation of plans and/or specifications that will be included as part
of an invitation for bids or request for proposals shall be ineligible: (i) to submit a bid or
proposal under that invitation for bids or request for proposals; (ii) to be a subcontractor or
sub‐consultant under a bid or proposal under that invitation for bids or request for proposals;
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and (iii) to be a subcontractor or sub‐consultant under (or have any interest in) a contract
arising from that invitation for bids or request for proposals. This ineligibility shall not apply
where a single entity acts as both the designer and builder of the same project pursuant to a
design‐build procurement contract or other alternative procurement method‐based contract as
may be permitted by law. Nothing in this Section is intended to differ from State conflict of
interest law, as may be amended from time to time, and in the event of a conflict between this
Section and State conflict of interest law, State conflict of interest law shall control.
A person, entity or team, with whom the city has a contract to prepare, advise or assist in the
preparation of plans and/or specifications that will be included as part of the contract terms
and conditions in bid or proposal documents, shall be ineligible to submit a bid or proposal for
that contract or be a named consultant or contractor or sub‐consultant or sub‐contractor in
that bid or proposal, if the contract with the city was in effect for a period of one year prior to,
or is or will be in effect at the time of, the contract that is the subject of the bid or proposal.
This ineligibility shall not preclude the award of a contract, calling for the design and
construction of a public works project, to the consultant or the contractor pursuant to a design‐
build contract or other alternative procurement method‐based contract.
SECTION 31. Section 2.30.630 (Council approval required for contracts, agreements,
grant applications and donations involving surveillance technology) of Chapter 2.30 (Contracts
and Purchasing Procedures) of the Palo Alto Municipal Code is hereby amended as follows:
2.30.630 Council approval required for contracts, agreements, grant applications and
donations involving surveillance technology.
The cCouncil shall approve each of the following:
(a) Applications for grants, acceptance of state or federal funds, or acceptance of in‐kind or
other donations of surveillance technology;
(b) Notwithstanding any delegation of authority to award contracts in this chapter, contracts
of any type and any amount that include acquisition of new surveillance technology;
(c) Use of cCouncil‐approved surveillance technology for a purpose, in a manner, or in a
location outside the scope of prior cCouncil approval; or
(d) Agreements with a non‐city entity to acquire, share, or otherwise use surveillance
technology or the information it provides.
SECTION 32. Section 2.30.640 (Council approval of surveillance use policy) of Chapter
2.30 (Contracts and Purchasing Procedures) of the Palo Alto Municipal Code is hereby amended
as follows:
2.30.640 Council approval of surveillance use policy.
The cCouncil shall approve a surveillance use policy addressing each activity that it approves
that is listed in Section 2.30.630. If no current surveillance use policy covers an approved
activity, cCouncil shall adopt a new policy or amend an existing policy to address the new
activity.
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SECTION 33. Section 2.30.650 (Information required) of Chapter 2.30 (Contracts and
Purchasing Procedures) of the Palo Alto Municipal Code is hereby amended as follows:
2.30.650 Information required.
Unless it is not reasonably possible or feasible to do so, before cCouncil approves a new
activity listed in Section 2.30.630, the city should make available to the public a surveillance
evaluation and a proposed surveillance use policy for the proposed activity.
SECTION 34. Section 2.30.660 (Determination by council that benefits outweigh costs
and concerns) of Chapter 2.30 (Contracts and Purchasing Procedures) of the Palo Alto Municipal
Code is hereby amended as follows:
2.30.660 Determination by cCouncil that benefits outweigh costs and concerns.
Before approving any new activity listed in Section 2.30.630, the cCouncil shall assess whether
the benefits of the surveillance technology outweigh its costs. The cCouncil should consider all
relevant factors, including financial and operational impacts, enhancements to services and
programs, and impacts on privacy, civil liberties, and civil rights.
SECTION 35. Section 2.30.670 (Oversight following council approval) of Chapter 2.30
(Contracts and Purchasing Procedures) of the Palo Alto Municipal Code is hereby amended as
follows):
2.30.670 Oversight following cCouncil approval.
Beginning after the close of fiscal year 2019 and annually thereafter, the city shall produce
and make available to the public an annual surveillance report. The annual surveillance report
should be noticed as an informational report to the cCouncil. The cCouncil may calendar the
annual surveillance report or any specific technology included in the report for further
discussion or action, and may direct that (a) use of the surveillance technology be modified or
ended; (b) the surveillance use policy be modified; or (c) other steps be taken to address
cCouncil and community concerns.
SECTION 36. Section 2.30.680 (Definitions) of Chapter 2.30 (Contracts and Purchasing
Procedures) of the Palo Alto Municipal Code is hereby amended as follows:
2.30.680 Definitions.
The following definitions apply to this section:
(a) "Annual surveillance report" means a written report, submitted after the close of the
fiscal year and that includes the following information with respect to the prior fiscal year:
(1) A description of how each cCouncil‐approved surveillance technology was used, including
whether it captured images, sound, or information regarding members of the public who are
not suspected of engaging in unlawful conduct;
(2) Whether and how often data acquired through the use of the surveillance technology
was shared with outside entities, the name of any recipient entity, the types of data disclosed,
and the reason for the disclosure;
*NOT YET APPROVED*
34
20200305_TS_24_205
(3) A summary of any community complaints or concerns about the surveillance technology;
(4) Non‐privileged and non‐ confidential information regarding the results of any internal
audits, information about violations of the surveillance use policy, and any actions taken in
response;
(5) Whether the surveillance technology has been effective at achieving its identified
purpose;
(6) The number and nature of Public Records Act requests relating to the surveillance
technology;
(7) Annual costs for the surveillance technology and for compliance with this surveillance
and privacy protection ordinance, including personnel and other ongoing costs, and sources of
funding; and
(8) Other relevant information as determined by the cCity mManager.
The annual surveillance report will not include information that may compromise the integrity
or limit the effectiveness of a law enforcement investigation.
(b) "Surveillance evaluation" means written information, including as part of a staff report,
including:
(1) A description of the surveillance technology, including how it works and what information
it captures;
(2) Information on the proposed purpose, use and benefits of the surveillance technology;
(3) The location or locations where the surveillance technology may be used;
(4) Existing federal, state and local laws and regulations applicable to the surveillance
technology and the information it captures; the potential impacts on civil liberties and privacy;
and proposals to mitigate and manage any impacts;
(5) The costs for the surveillance technology, including acquisition, maintenance, personnel
and other costs, and current or potential sources of funding.
(c) "Surveillance technology" means any device or system primarily designed and actually
used or intended to be used to collect and retain audio, electronic, visual, location, or similar
information constituting personally identifiable information associated with any specific
individual or group of specific individuals, for the purpose of tracking, monitoring or analysis
associated with that individual or group of individuals. Examples of surveillance technology
include drones with cameras or monitoring capabilities, automated license plate readers,
closed‐circuit cameras/televisions, cell‐site simulators, biometrics‐identification technology and
facial‐ recognition technology. For the purposes of this chapter, "surveillance technology" does
not include:
(1) Any technology that collects information exclusively on or regarding city employees or
contractors;
(2) Standard word‐processing software; publicly available databases; and standard message
tools and equipment, such as voicemail, email, and text message tools;
(3) Information security tools such as web filtering, virus detection software;
(4) Audio and visual recording equipment used exclusively at open and public events, or with
the consent of members of the public;
(5) Medical devices and equipment used to diagnose, treat, or prevent disease or injury.
(d) "Surveillance use policy" means a stand‐alone policy or a section in a comprehensive
policy that is approved by cCouncil and contains:
*NOT YET APPROVED*
35
20200305_TS_24_205
(1) The intended purpose of the surveillance technology.
(2) Uses that are authorized, any conditions on uses, and uses that are prohibited.
(3) The information that can be collected by the surveillance technology.
(4) The safeguards that protect information from unauthorized access, including, but not
limited to, encryption, access‐ control, and access oversight mechanisms.
(5) The time period for which information collected by the surveillance technology will be
routinely retained; the process by which the information is regularly deleted after that period
lapses; and conditions and procedures for retaining information beyond that period.
(6) If and how non‐city entities can access or use the information, including conditions and
rationales for sharing information, and any obligations imposed on the recipient of the
information.
(7) A description of compliance procedures, including functions and roles of city officials,
internal recordkeeping, measures to monitor for errors or misuse, and corrective procedures
that may apply.
SECTION 37. Section 2.30.700 (Records, public inspection) of Chapter 2.30 (Contracts
and Purchasing Procedures) of the Palo Alto Municipal Code is hereby amended as follows:
2.30.700 Records, public inspection.
(a) Records Maintenance. The Procurement Officer shall maintain written records for each
contract, price quotation, purchase order, document or other agreement awarded or entered
into by the city, which shall include, at a minimum: the request from the department; the bid or
proposal documents received for the contract, if any; all bids or proposals received; the basis
on which the contract award was made; and a copy of any and all contracts awarded. The
Procurement Officer shall maintain and retain written records of any determination to cancel
solicitation documents and of an awarding authority’s decision to reject bids or proposals. Such
records shall be retained for a period of time in compliance with California law and the city’s
records retention schedule, and the records shall be made available for public inspection during
normal city business hours. The foregoing provisions shall not apply to records of wholesale
utility commodities and services transactions retained under master agreements referred to in
Section 2.30.140, which shall be maintained by the department of utilities.
(b) Public Inspection. Bids shall be available for public inspection following the date and time
set for receipt of bids. Proposals shall be available for public inspection following the public
announcement of the selection of a proposer for award of contract. Proposals shall be available
for public inspection consistent with State public records law, as may be amended from time to
time. This Section shall not be construed to require the disclosure of records that are otherwise
exempt from inspection and copying by law.
SECTION 38. Section 2.30.710 (City manager reports) of Chapter 2.30 (Contracts and
Purchasing Procedures) of the Palo Alto Municipal Code is hereby amended as follows:
2.30.710 City mManager reports.
(a) City Manager shall make a biannual report to the Council of all contracts for professional
services or general services awarded by the City Manager, the Procurement Officer or other
*NOT YET APPROVED*
36
20200305_TS_24_205
designated employees, the costs of which exceed $25,000.00, and of all contracts awarded by
the City Manager for public works and goods, the costs of which exceed $85,000.00.
(b) The City Manager shall prepare and deliver an annual report to the Council of all leases,
licenses and rentals of city real property with third parties, approved by the City Manager.
SECTION 39. Section 2.30.800 (Rewards relating to arrest and conviction) of Chapter
2.30 (Contracts and Purchasing Procedures) of the Palo Alto Municipal Code is hereby amended
as follows):
2.30.800 Rewards relating to arrest and conviction.
The authority to offer and pay a reward leading to the arrest and conviction of a criminal is
reasonably contemplated by this chapter to the extent an expenditure of city funds in return for
valuable information can be considered payment for the rendering of services to the city, as
contemplated by Section 2.30.010.
(a) The City Manager is authorized to offer and pay a reward of up to $25,000.00 for
information leading to the arrest and conviction of any person or persons whose willful conduct
causes unlawful injury or death to another person, or whose willful misconduct results in
unlawful damage or destruction of personal property of the city or another person. The City
Manager shall cause the reward offer to be publicized and reported to the city Council.
(b) A reward shall not be paid unless the information is received by the Palo Alto Police
Department within ninety days of publication of the reward offer.
(c) Conviction of the person or persons found responsible for the crime shall be required for
payment of a reward unless the City Manager makes a written finding that the conviction,
determination of guilt, or finding of responsibility was impossible due to the death of the
criminal.
(d) Reward claims shall be made, in writing, and the claimant shall provide his or her name,
address and telephone number. Unless disclosure is authorized by the claimant, this
information shall be deemed confidential and protected from public disclosure to the maximum
extent permitted by California law.
(e) Each reward offer shall be made, in writing, and shall be valid only if approved in advance
as to form and in compliance with this Section by the City Attorney.
SECTION 40. Section 2.30.900 (Standardization) of Chapter 2.30 (Contracts and
Purchasing Procedures) of the Palo Alto Municipal Code is hereby amended as follows):
2.30.900 Standardization.
Where the City Manager has determined that it is required by the health, safety or welfare of
the people or employees of the city, or that significant costs savings have been demonstrated,
the standardization of supplies, materials or equipment, including, without limitation,
information technology property, for purchase or to be used in a public works project is
permitted and the supplies, materials or equipment specifications may specify a single brand or
trade name. The City Manager or the Procurement Officer may be considered the following
factors in determining to standardize on a single brand or trade name:
(a) Repair and maintenance costs would be minimized;
*NOT YET APPROVED*
37
20200305_TS_24_205
(b) User personnel training would be facilitated thereby;
(c) Supplies or spare parts would be minimized;
(d) Modifications to existing equipment would not be necessary;
(e) Training of repair and maintenance personnel would be minimized; and
(f) Matching existing supplies, materials or equipment is required for proper operation of a
function or program.
SECTION 41. Subsection (a) of Section 10.50.020 (Definitions) of Chapter 10.50
(Residential Preferential Parking) of Title 10 (Vehicles and Traffic) of the Palo Alto Municipal
Code is hereby amended as follows:
(a) "Director" shall mean the director of planning and community environmentchief
transportation official.
SECTION 42. Subsection (b) of Section 10.50.050 (Initiation by neighborhood petition)
of Chapter 10.50 (Residential Preferential Parking) of Title 10 (Vehicles and Traffic) of the Palo
Alto Municipal Code is hereby amended as follows:
(b) Timing and Review of Applications. Each calendar year, the director of planning and
community environment shall review all applications received prior to March 31st of that year
to determine whether the RPP District criteria established in this Chapter are met.
SECTION 43. Subsection (b) of Section 10.50.090 (Modification or termination of
districts) of Chapter 10.50 (Residential Preferential Parking) of Title 10 (Vehicles and Traffic) of
the Palo Alto Municipal Code is hereby amended as follows:
(b) Timing and Review of Opt Out Applications. Each calendar year, the director of planning
and community environment shall review all opt out applications received prior to March 31st
of the year to determine whether the opt out criteria established in the administrative
guidelines are met.
SECTION 44. Section 10.51.020 (Definitions) of Chapter 10.51 (Crescent Park No
Overnight Parking Program) of the Palo Alto Municipal Code is hereby amended as follows:
10.51.020 Definitions.
The following words and phrases as used in this chapter shall have the following meanings.
(a) "Crescent Park" means the area bound by Edgewood Drive on the northeast, Channing
Avenue on the south, Lincoln Avenue on the west, University Avenue on the northwest and
including the entirety of Crescent Drive.
(b) "Director" shall mean the chief transportation official.
(bc) "Dwelling unit" shall mean any self‐contained house, apartment, stock cooperative, or
condominium occupied solely for residential purposes.
(cd) "Restricted parking area" shall mean a residential area upon which the council imposes
overnight parking limitations pursuant to the authority granted by this chapter.
*NOT YET APPROVED*
38
20200305_TS_24_205
(de) "Resident" shall mean any person who lives in a dwelling unit located in a residential
restricted parking area.
(ef) "Overnight residential parking permit" shall mean a permit issued under this chapter
which, when displayed upon a motor vehicle, as described herein, shall exempt said motor
vehicle from parking time restrictions established pursuant to this chapter.
(fg) "Guest" shall mean a person visiting residents living in a residential preferential parking
zone.
(gh) "Guest parking permit" shall mean a parking permit issued pursuant to this chapter or
an ordinance or resolution enacted pursuant to authority granted herein, which when displayed
upon a motor vehicle, as described herein, shall exempt the motor vehicle from parking time
restrictions established pursuant to this chapter.
SECTION 45. Section 10.51.065 (Modification or termination of restricted parking areas)
of Chapter 10.51 (Crescent Park No Overnight Parking Program) of the Palo Alto Municipal Code
is hereby amended as follows:
10.51.065 Modification or termination of restricted parking areas.
(a) Opting out. After final adoption of a designated restricted parking area, an
application to opt out may be filed with the director of planning and community environment,
subject to the following:
(1) The minimum number of blocks and percentage of dwelling units supporting the
opt‐out shall be specified by the director in the administrative guidelines.
(2) Each legal dwelling unit, as defined in Section 18.04.030(b)(46) of this code, shall
be entitled to one vote towards the determination of support.
(3) Applications for opting out shall be made in the form and manner prescribed by
the director and shall be acted upon by the director.
(b) Dissolution. The city council, following a noticed public hearing, may adopt a
resolution dissolving a designated restricted parking area:
(1) Upon receipt and verification of a signed petition representing fifty percent or
more of the affected dwelling units within a designated restricted parking area; or
(2) Upon findings by the city council that the criteria for designating the restricted
parking area are no longer satisfied.
SECTION 46. Severability. If any provision, clause, sentence or paragraph of this
ordinance, or the application to any person or circumstances, shall be held invalid, such
invalidity shall not affect the other provisions of this ordinance which can be given effect
without the invalid provision or application and, to this end, the provisions of this ordinance are
hereby declared to be severable.
SECTION 47. CEQA. The City Council finds and determines that this Ordinance is not a
“project” within the meaning of section 15378 of the California Environmental Quality Act
(CEQA) Guidelines because it has no potential for resulting in physical change in the
environment, either directly or ultimately.
*NOT YET APPROVED*
39
20200305_TS_24_205
SECTION 48. Effective Date. This ordinance shall be effective on the thirty‐first date
after the date of its adoption.
INTRODUCED:
PASSED:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
ATTEST: APPROVED:
______________________________ ______________________________
City Clerk Mayor
APPROVED AS TO FORM:
______________________________ ______________________________
City Attorney or Designee City Manager
______________________________
Director of Administrative Services
______________________________
Chief Transportation Official
______________________________
Director of Planning and Development
Services
*NOT YET APPROVED*
20200302_TS_24_202
Ordinance No. _____
Ordinance of the Council of the City of Palo Alto Amending Five Sections of Title
18 (Zoning) of the Palo Alto Municipal Code.
The Council of the City of Palo Alto does ORDAIN as follows:
SECTION 1. Section 18.01.080 of Chapter 18.01 (Adoption, Purposes, and Enforcement)
of the Palo Alto Municipal Code is hereby amended as follows (strikethrough text is deleted,
underlined text is added):
18.01.080 Violations ‐ Penalties
Any person, firm, or corporation violating any provision of this title is guilty of a misdemeanor,
and upon conviction thereof shall be punishable as provided in Section 1.08.010 of this code.
Such person, firm, or corporation is guilty of a separate offense for each and every day during
any portion of which such violation of this title is committed, continued, or permitted by such
person, firm, or corporation and shall be punishable as provided in this section.
It is unlawful for any person to violate any provision or to fail to comply with any of the
requirements of this Chapter or any permits, conditions, or variances granted under this Chapter,
and shall be subject to any penalty or penalties authorized by law, including but not limited to:
administrative enforcement pursuant to Chapters 1.12 and 1.16 of this code; and criminal
enforcement pursuant to Chapter 1.08 of this code. Each separate day or any portion thereof
during which any violation of this chapter occurs or continues shall be deemed to constitute a
separate offense.
When the code enforcement officer determines that a violation of this Chapter has occurred,
he/she may record a notice of pendency of code violation with the Office of the County
Recorder stating the address and owner of the property involved. When the violation has been
corrected, the code enforcement officer shall issue and record a release of the notice of
pendency of code violation.
SECTION 2. Section 18.01.085 of Chapter 18.01 (Adoption, Purposes, and Enforcement)
of the Palo Alto Municipal Code is hereby amended as follows:
18.01.085 Enforcement ‐ Criminal Enforcement Citation Authority
The following designated employee positions may enforce the provisions of this chapter by
the issuance of citations. Persons employed in such positions are authorized to exercise the
authority provided in Penal Code Section 836.5 and are authorized to issue citations for
violations of this chapter. The designated employee positions are: chief building official, plan
check engineer; ordinance compliance inspector.=
The employee positions designated in this section are authorized to exercise the authority
provided in California Penal Code section 836.5 for violations of this Chapter. The designated
employee positions are: (1) chief building official; and (2) code enforcement officer.
*NOT YET APPROVED*
20200302_TS_24_202
SECTION 3. Subsection (a)(44.8) of section 18.04.030 (Definitions), of Chapter 18.04
(Definitions) of the Palo Alto Municipal Code is hereby amended as follows:
(a)(44.8) “Director” means the director of planning and development services community
environment, unless indicated otherwise.
SECTION 4. Section 18.40.170 of Chapter 18.40 (General Standards and Exceptions) of
the Palo Alto Municipal Code is hereby amended as follows:
18.40.170 Deferral of Director's Action
The director shall have the authority to forward projects to City Council for final action in the
circumstances listed below. No action decision by the Director shall be required, and the appeal
process and or request for hearing process shall not apply to such referred actions, provided,
however, that the Director may seek a recommendation from the Architectural Review Board
or Planning and Transportation Commission prior to action by the City Council.
(a) In the case of projects having multiple entitlements, where one requires City Council
approval, all entitlements may be referred to City Council for final action;
(b) Projects involving leases or agreements for the use of City‐owned property;
(c) Projects requiring a statement of overriding considerations, pursuant to Section
18.31.010; and
(cd) Projects, as deemed appropriate by the director.
SECTION 5. Subsection (c)(4) of section 18.77.060 (Standard Staff Review Process), of
Chapter 18.77 (Processing of Permits and Approvals) of the Palo Alto Municipal Code is hereby
amended as follows:
(4) Any party, including the applicant, may request a hearing of the planning and
transportation commission on the proposed director’s decision by filing a written request with
the planning division. There shall be no fee required for requesting such a hearing.
SECTION 6. Severability. If any provision, clause, sentence or paragraph of this
ordinance, or the application to any person or circumstances, shall be held invalid, such
invalidity shall not affect the other provisions of this ordinance which can be given effect
without the invalid provision or application and, to this end, the provisions of this ordinance are
hereby declared to be severable.
SECTION 7. CEQA. The City Council finds and determines that this Ordinance is not a
“project” within the meaning of section 15378 of the California Environmental Quality Act
(CEQA) Guidelines because it has no potential for resulting in physical change in the
environment, either directly or ultimately.
//
//
*NOT YET APPROVED*
20200302_TS_24_202
SECTION 8. Effective Date. This ordinance shall be effective on the thirty‐first date after
the date of its adoption.
INTRODUCED:
PASSED:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
ATTEST: APPROVED:
______________________________ ____________________________
City Clerk Mayor
APPROVED AS TO FORM:
______________________________ ____________________________
City Attorney or Designee City Manager
____________________________
Director of Planning and Development
Services
1 of 1
TO: HONORABLE CITY COUNCIL
FROM: BRAD EGGLESTON, PUBLIC WORKS DIRECTOR
DATE: MARCH 16, 2020
SUBJECT: AGENDA ITEM NUMBER 8-Acceptance of the GreenWaste of Palo Alto
Environmental Report; Authorization to Negotiate and Execute an Amendment
to GreenWaste Contract Number C09124501 to Increase Compensation by up to
$950,000 to Process Mixed Paper Within the United States; and Approval of a
Budget Amendment in the Refuse Fund
Staff is requesting this item be continued to March 23, 2020 to accommodate the addition of a
new agenda item on the March 16, 2020 Council meeting.
_______________________ _________________________
Brad Eggleston Ed Shikada
Director, Public Works City Manager
8
DocuSign Envelope ID: 0355D297-7792-44B6-918D-93A0C23A4D3B
City of Palo Alto (ID # 10741)
City Council Staff Report
Report Type: Informational Report Meeting Date: 3/16/2020
City of Palo Alto Page 1
Summary Title: Energy Risk Management Semi-Annual (Third and Fourth
Quarters) of FY 2019
Title: City of Palo Alto's Energy Risk Management Report for the Second Half
of Fiscal Year 2019
From: City Manager
Lead Department: Administrative Services
Recommendation
This is an informational report and no City Council action is required.
Executive Summary
Staff continues to purchase electricity and gas in compliance with the City’s Energy Risk
Management Policies, Guidelines, and Procedures. This report is based on market prices and
load and supply data as of June 30, 2019, the end of the second half of Fiscal Year (FY) 2019.
The projected cost of the City’s fixed-price electricity purchases is $0.45 million lower than the
market value of that electricity as of June 30, 2019 for the 12-month period beginning January
1, 2020. In the second half of FY 2019 (January 1, 2019 through June 30, 2019) the City’s credit
exposure to fixed price contracts is minimal. The projected Electric Supply Operations Reserve
is above the FY 2019 minimum guideline reserve level and the projected gas reserve is also
above the FY 2019 guideline reserve level range.
There were no exceptions to the Energy Risk Management Policies, Guidelines, or Procedures
during the second half of FY 2019.
Background
The purpose of this report is to inform the Council about the status of the City’s energy
portfolio and transactions executed with energy suppliers as of the end of the second half of FY
2019. The City’s Energy Risk Management Policy requires that staff report on a quarterly basis
but due to lower trading activity levels the Utility Risk Oversight Coordinating Committee
(UROCC) has approved providing this report on a semi-annual basis to Council on: 1) the City’s
energy portfolio; 2) the City’s credit and market risk profile; 3) portfolio performance; and 4)
other key market and risk information.
City of Palo Alto Page 2
The City’s Energy Risk Management Policy describes the management organization, authority,
and processes to monitor, measure, and control market risks. “Market risks” include price and
counterparty credit risk. These are risks that the City is exposed to on a regular basis in
procuring electric supplies, and to a lesser extent for gas supplies which are purchased at
market rates via a monthly index price. The energy risk management section is located in the
Treasury Division of the Administrative Services Department. Its role is to monitor and mitigate
these risks.
This second half of FY 2019 energy risk management report contains information on the
following:
• Electric Supplies
• Hydroelectricity
• Fixed-Price Forward Electricity Purchases
• Gas Supplies
• Credit Risk
• Electric Forward Mark-to-Market Values
• Electric and Gas Supply Operations Reserves Adequacy
• Exceptions to Energy Risk Management Policies, Guidelines, or Procedures
Discussion
Electric Supplies
In order to serve the City’s electric supply demands, the City obtains electricity from:
hydroelectric resources (from Western and Calaveras Hydroelectric Projects); long-term
renewable energy contracts (from landfill gas converted to electricity, wind, and solar projects);
wholesale purchases which are carried out via fixed-priced forward market purchase contracts;
and the electric spot market.
Figure 1 below illustrates the projected sources and expected purchases of electricity supplies
by month for the 36 months from July 1, 2019 to June 30, 2022, in megawatt-hours (MWh). The
negative bars represent sales of excess power on the wholesale market.
City of Palo Alto Page 3
Hydroelectricity
The cost of hydroelectricity received from Western over the 12-month period ending
June 30, 2019 is lower than the market value of electricity by $2.1 million. Hydroelectric power
from Calaveras was expected to cost $7.3 million (as of June 30, 2019) more than the market
value of electricity. Note that Calaveras provides benefits not reflected in the mark-to-market
(MTM) calculation, including, for example, ancillary services (e.g., the ability to regulate energy
output when the electric grid needs change), and that much of the above-market costs are
related to debt service on the cost of constructing the dam. The MTM is defined in the
following section. This debt is due to be retired in 2032, and retirement will substantially
improve the value of the project relative to the market price of electricity.
Fixed-Price Forward Electricity Purchases
The City, as of June 30, 2019, has purchased and sold fixed-priced supplies of electricity totaling
118,480 MWh for delivery in FY 2019 with an average price of $59.97 per MWh. The City
contracted for these purchases with three of its approved counterparties: SENA (Shell Energy
North America), Exelon, and NextEra Energy Resources. The 12-month MTM value of the City’s
forward transactions for wholesale power was $0.45 million at the end of the second half of FY
2019. In other words, the purchase cost (contract price) for these transactions was lower than
the market value as of June 30, 2019. The City tracks the mark to market value of its forward
contracts to measure the value that would be lost due to a counterparty failing to deliver on its
contractual commitments, forcing the City to purchase replacement electricity in the market.
City of Palo Alto Page 4
The exposure listed above is well within risk management guidelines and presents little risk to
the City’s financial outlook.
The figures below represent the electric forward volumes (Figure 2) and MTM positions (Figure
3) for each electric supplier by month of delivery for all forward fixed-price electricity contracts
over the 12-month period ending December 30, 2020.
-20,000
-10,000
0
10,000
20,000
30,000
40,000
07
/
3
1
/
1
9
08
/
3
1
/
1
9
09
/
3
0
/
1
9
10
/
3
1
/
1
9
11
/
3
0
/
1
9
12
/
3
1
/
1
9
01
/
3
1
/
2
0
02
/
2
9
/
2
0
03
/
3
1
/
2
0
04
/
3
0
/
2
0
05
/
3
1
/
2
0
06
/
3
0
/
2
0
Me
g
a
w
a
t
t
H
o
u
r
s
Figure 2 -Electric Forward Volumes as of 06/30/19
SENA
Exelon
NextEra Energy Resources
City of Palo Alto Page 5
(1,000,000)
(500,000)
-
500,000
1,000,000
1,500,000
2,000,000
Ju
l
-
1
9
Au
g
-
1
9
Se
p
-
1
9
Oc
t
-
1
9
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v
-
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-
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9
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-
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b
-
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0
Ma
r
-
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0
Ap
r
-
2
0
Ma
y
-
2
0
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n
-
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MT
M
D
o
l
l
a
r
A
m
o
u
n
t
Figure 3 -Electric Mark-to-Market Values as of 06/30/2019
SENA
Exelon
NextEra Energy Resources
Gas Supplies
In order to serve the City’s natural gas needs, the City purchases gas on the monthly and daily
spot markets. The City purchases all of its forecasted gas needs for the month ahead at a price
based on the published monthly spot market index price for that month. Within the month, the
City’s gas operator buys and sells gas to match the City’s daily needs if the actual daily usage is
different from the forecasted daily usage. Those daily transactions are made at an average price
based on the published daily spot market index. These costs are passed through directly to
customers using a monthly rate adjustment mechanism, leaving the City with little or no price
risk or counterparty risk exposure for the gas utility.
Credit Risk
Staff monitors and reports on counterparty credit risk based on the major credit rating agencies
(S&P and Moody’s) scores, Ameresco had a 0.32 percent Expected Default Frequency (EDF) as
of June 30, 2019, which is higher than the recommended EDF level. The EDF has improved; as of
writing of this report (February 19, 2020), the EDF is 0.15 percent. Staff is continuing to monitor
Ameresco’s EDF and will continue to report to City Council in this semi-annual report. Table 1
below shows the EDF values for the City’s renewable energy counterparties. Table 2 below
shows the EDF values and credit exposure for the City’s electric suppliers. There is virtually no
credit exposure to the City’s gas suppliers since the supplies are purchased on a short-term
basis.
City of Palo Alto Page 6
Table 1 - Renewable Counterparties Credit Ratings and EDFs as of 06/30/19
Current
Expected
Default
Frequency
Moody's
(EDF)
Implied
Rating
Ameresco 0.32%B1
0.02%Aa1
Source: CreditEdge website
Renewable Counterparty
Avangrid (fomerly Iberdrola)
Table 2 - Credit Exposure and Expected Default Frequency of Electric Suppliers as of 06/30/19
Electric
Counterparty
Cost of
Transaction
Market Value
of Transaction
Current
Expected
Default
Frequency
Moody's
(EDF)
Implied
Rating
Exelon (395,352)$ (28,274)$ 0.02%Aa2
NextEra 1,090,365 1,001,991 0.01%Aaa
SENA (679,714) (511,808) 0.01%Aaa
Totals 15,299$ 461,910$
AA-17$
367,078$ BBB 91$
A-- (88,374)
446,611$ 108$
Cost vs.
Market to
Market
(MTM) Value
S
&
P
C
r
e
Expected Loss
(MTM x
Expected
Default
Frequency)
$167,906
Electric Forward Mark-to-Market Values
It is important to note that, for renewable energy companies, Council waived the investment
grade credit rating requirement of Section 2.30.340(d) of the Palo Alto Municipal Code, which
applies to energy companies that do business with the City. In addition, the City does not pay
for renewable energy until it is received, thereby reducing risk.
An EDF of 0.08% or below indicate the supplier’s current expected default frequency falls within
the investment grade range. An EDF above 0.08% indicates the supplier may have financial
issues that require monitoring.
Electric and Gas Supply Operations Reserves Adequacy
As shown in Table 3 below, the Electric Supply Operations reserve’s audited balance as of June
30, 2019 is $45.2 million, which is $17.4 million above the minimum reserve guideline level. This
balance is above the immediate 12-month credit, hydro, and other risks that have been
identified, and are estimated at $5.6 million. The audited Gas Operations reserve balance as of
June 30, 2019 is $10.0 million, which is $4.4 million above the minimum reserve guideline level.
City of Palo Alto Page 7
Table 3 - Electric Supply Operations and Gas Operations Reserve Levels for FY 2019
Fund
Reserve for
Operations
Balance as
of 07/01/2018
($ Millions)
Changes
to the
Reserves
for
Operations
($ Millions)
Audited Reserve for
Operations Balance as
of 06/30/19
($ Millions)
Minimum
Guideline
Reserve
Level
($ Millions)
Maximum
Guideline
Reserve
Level
($ Millions)
Electric $19.9 $25.3 $45.2 $27.9 $50.1
Gas $8.6 $1.3 $10.0 $5.6 $11.2
FY 2019
Exceptions to Energy Risk Management Policies, Guidelines, or Procedures
There were no exceptions to the Energy Risk Management Policies, Guidelines, or Procedures
to report during the second half of FY 2019.
CITY OF PALO ALTO OFFICE OF THE CITY MANAGER
March 16, 2020
The Honorable City Council
Palo Alto, California
Independent Police Auditor's Report for First Half of 2018 and
Supplemental Report From the City Manager
INTRODUCTION
On December 16, 2019, the City Council approved a three-year contract with a third-party
contractor, the OIR Group (OIR), to provide independent police auditing services (IPA). The
approval reaffirms the scope of services provided to the City by OIR since 2006.
The OIR Report for the first half of 2018 is attached to this memorandum. The City’s
independent police auditing program consists of review of the following items:
1. Taser deployments
2. Public complaints related to officer interactions
3. Police Department Internal Affairs Investigations 1
Since the program was established in 2006, the IPA has produced 23 reports with 125 matters
sent to the IPA for review (2006-first half of 2018). A summary breakdown of these matters
includes:
• 31 taser deployments
• 73 complaints from members of the public
• 21 internal affairs investigations
PERSONNEL AND HUMAN RESOURCES MATTERS DEFINED
At the same City Council meeting, the City Manager discussed developing a supplemental
report regarding matters that have not to date been included in the City’s independent police
auditing program. In order to address these matters, a new supplemental report prepared by
the City Manager’s Office is included on the next page of this memorandum and summarizes
“personnel and human resources matters.” The supplemental report also includes statistics on
informal inquiries received from the public.
Personnel and human resources matters are defined as workplace conflicts. These matters
include, but are not limited to, investigations of human resources and personnel matters
regarding sworn officers relating to assignments, evaluations, promotions, demotions and
similar issues, and allegations of harassment, discrimination, and retaliation. The City
Manager’s recommendation and City Council’s approval to continue addressing these matters
outside the independent police auditing program reflects established multilevel review and
1 Complaints and investigations of internal personnel and human resources matters are not included in the City’s
independent police auditing program
Page 2
potential relief to parties involved in such conflicts. Under State and Federal labor laws, these
issues are subject to review by State or Federal agencies set up to provide third party review of
labor related matters in addition to City administered reviews and potential appeals and
grievance procedures.
PROCESS TO FILE A COMPLAINT AGAINST A POLICE OFFICER OR POLICE DEPARTMENT EMPLOYEE
The Chief of Police is responsible for overseeing the department employee complaint process.
The Chief reviews every complaint and either must agree with the determination made by the
supervisor investigating the complaint or send the complaint back for further action. The Palo
Alto Police Department’s process to file a complaint against an officer can be found online. Go
to www.cityofpaloalto.org/PDcomplaintform for the online form.
Community members may submit complaints directly to the IPA.
IPA contact details include: Mr. Mike Gennaco
Phone: (323) 412-0334
Email: Michael.gennaco@oirgroup.com
Mailing Address:
OIR Group
1443 E. Washington Blvd., #234
Pasadena, CA 91104
SUPPLEMENTAL REPORT FOR THE FIRST HALF OF 2018
Personnel and Human Resources Matters Involving Sworn Officers Summary-The chart below
summarizes personnel and human resources allegations made against an officer, a brief general
description of the issue raised and the Department’s determination.* As described below, two
personnel and human resources matters were handled during the January-June 2018 reporting
period.
Supplemental Report on Personnel and Human Resources Matters
Allegation Allegation Summary Determination
Discrimination, harassment and
retaliation
Complaint regarding assignment, work
schedule, and leave of absence
procedures.
Unsupported
Conduct Officer used inappropriate language
with a colleague.
Supported
*Determination Definitions
• Unsupported- the investigation failed to disclose evidence sufficient to prove or disprove
the allegation by a preponderance of the evidence
• Supported-the investigation disclosed evidence sufficient to prove the allegations by a
preponderance of the evidence
• No finding- the complainant failed to provide necessary information to further the
investigation; the complainant failed to cooperate; the incident was reported to the
Page 3
Department after the statute of limitations for the Department to initiate a disciplinary
investigation had expired; the investigation revealed that another agency was involved,
and the complaint has been referred to that agency; or the complainant withdrew the
complaint
Informal Inquiry Statistics -The chart below provides statistics of informal inquiries received by
the Department involving police officers that after initial review were resolved to the
satisfaction of the community member who made the inquiry. Informal inquiries may include
matters such as misunderstandings or minor issues of discourtesy. Allegations of officer
misconduct or neglect of duty are not appropriate for resolution as an informal inquiry. As
described below, one informal inquiry was handled during the January-June 2018 reporting
period.
Informal Inquiry Report (IIR) Statistics
1 Inquiry Received During This Timeframe
Misunderstanding of the reason for a traffic
stop.
The Department review found the officer
stopped the vehicle for a lawful traffic
violation. This was resolved to the satisfaction
of the community member who raised the
issue.
ATTACHMENTS:
• Attachment A: Palo Alto IPA First Report 2018 Final 2 25 20 (PDF)
Department Head: Ed Shikada, City Manager
Page 4
1
INDEPENDENT POLICE AUDITOR’S REPORT
Presented to the Honorable City Council
City of Palo Alto
February 2020
Prepared by: Michael Gennaco and Stephen Connolly
Independent Police Auditors
for the City of Palo Alto
Michael.Gennaco@oirgroup.com
Stephen.Connolly@oirgroup.com
2
Introduction
This report addresses materials received by the Independent Police Auditor (“IPA”) for review
from the first half of 2018. In keeping with the protocol that we have followed in the past for
these semi-annual releases, it covers investigations by the Palo Alto Police Department
(“PAPD”) that fall within the scope of our auditing responsibilities and that were completed by
the end of the relevant time frame. This time, there are two reviews of Taser deployments (both
of which were deemed “in policy” by Department management) and two investigations into
alleged officer misconduct – one of which involved a “reserve” employee of the Department.
Update: IPA’s Scope
Over the past year, we have received numerous inquiries about the status of our outstanding
report. In September of 2018, we learned from an outside source about an investigation that
involved allegations of racially inappropriate language by a supervisor, stemming from an
incident that had occurred a few years in the past but that had come to light again in 2017. It
was not an incident we knew anything about. Accordingly, we made inquiries and learned about
the path that the case had taken at both the time of the incident and subsequently. We were
advised by PAPD that because the matter had been treated as a Human Resources issue and was
investigated under the auspices of that City department, it was originally viewed as falling
outside the parameters of our auditing responsibilities. Accordingly, we had not been alerted to
the case or provided an opportunity to review it.
In the aftermath of the September 2018 outreach, we were asked by PAPD’s Chief of Police to
review the matter in question – as well as three additional HR initiated investigations that had
been completed in 2017, prior to the audit period. We then received summary HR investigative
reports from the City to assess per our usual protocol. In April 2019, we prepared a draft semi-
annual report which incorporated our relevant findings and recommendations from those cases as
well as our usual PAPD investigations.
Upon receipt of our draft report, different City officials revisited the question of whether PAPD
personnel issues investigated through HR were – and/or should be – included as part of our
standard review protocols. Per the request of those City officials, we held our draft report in
abeyance pending further direction on this matter and received no additional direction in the
months preceding the October 2019 expiration of our current contract. In December 2019, the
City approved a three-year contract extension which was modified to expressly indicate that
complaints and investigations of internal personnel or human resources matters1 were not within
1The City in interpreting the contract defines “personnel or human resources matters” to be
investigations of sworn officers relating to assignments, evaluations, promotions, demotions and
similar issues, and allegations of harassment, discrimination, and retaliation
3
our scope of review. With an extant contract and clear direction, we then finalized this Report in
conjunction with those parameters.
As the issue of IPA’s scope was being re-examined, the Chief has continued to emphasize his
continued commitment to oversight and transparency and has encouraged his team to interface
with us in real time as cases are being investigated and disciplinary determinations are made.
The Chief’s guidance to command staff will necessarily result in the City’s oversight entity being
more impactful with influence in real time rather than after the fact evaluation.
Taser Cases
Incident 1
Factual Overview:
On the date of the incident, in the early morning hours, the initial officer and a backup officer
contacted two individuals inside a car in a shopping center parking lot. The individual seated in
the driver’s seat displayed objective symptoms of alcohol intoxication. During the encounter,
the man was run for warrants and the officer was informed by the individual that he was a former
but not current parolee. The warrant check for the man was negative; however, the female with
him in the car had two outstanding misdemeanor warrants. During this process and while the
officers were back at the patrol car, the man exited the vehicle. The officers quickly responded
to the man, handcuffed him and patted him down for weapons.
When they walked the man to the patrol car, he refused to get in the backseat. The two officers
had to physically push the man into the car. Once seated in the back seat, the man resisted the
backup officer’s attempts to lift his legs into the car by straightening out his body while keeping
his feet outside the car.
The female companion then exited the vehicle and walked toward the backup officer. The
female officer directed her to get back in the car, but she did not comply. The man used
profanity and told the backup officer to “chill out”. The female officer repositioned herself on
the driver side of the car and tried to pull the man in with her arms but was unable to do so. The
backup officer was able to get both of the man’s legs in the vehicle, but the man placed his foot
against the door, locked his knee, and prevented the officer from closing the door. The backup
officer tried to push the man’s foot down using his own foot but was unable to do so. The
backup officer then tried to bend the man’s knee with his hands but was not successful. The
female officer continued to give the man commands to get in the car, but he refused.
The female officer then removed her Taser from her holster and told the backup officer of that
fact. She then placed her Taser against the man’s back and warned him he was going to get
Tased. The man still did not comply and then forcefully kicked the door with his left leg and
yelled out, “Tase me, bitch.” The officer then moved the Taser away from the man’s back and
activated the Taser. The man screamed in pain, sat up from the back seat, and fell forward out of
the vehicle and onto the ground. The backup officer guided him to the ground by placing his left
hand on his back.
4
The man then intentionally struck the right side of his face against the ground approximately five
times. A responding officer placed his foot underneath the man’s head to prevent him from
hitting his face any further. A padded helmet was placed on the man’s head. Paramedics arrived
and the man again struck the right side of his head multiple times. A hobble device was then
applied to the man’s legs, and officers and medics lifted the man onto a gurney, where he was
restrained at four points. The man was transported to the hospital, and he was found to have a
small brain bleed. The man was then released.
Outcome and Analysis:
In assessing the use of force, the handling field sergeant considered PAPD’s Taser policy, which
has several components relevant to the facts of this incident. First, the policy requires an
examination of the immediacy and severity of the threat to officers and others and the conduct of
the subject.
The field sergeant reviewed the officer’s use of the Taser and found the following:
• The man was extremely intoxicated and did not comply with the backup officer’s
commands to get back into the vehicle;
• The female companion presented an additional complication as she eventually exited the
vehicle and walked behind the back-up officer, having not been searched and with two
outstanding warrants;
• The man physically resisted the officers’ efforts to place him in the backseat of the patrol
vehicle, and was agitated and verbally confrontational;
• During the initial contact, the female had said there was a third subject who was not
accounted for; and
• Once the man started kicking the door, there was an immediate need to bring the situation
under control.
The Taser policy also requires an examination of the size of the officer, the size and nature of
the subject, and the potential for injury to officer, subjects and others. Here, the field sergeant’s
analysis included the following components:
• The man was approximately six inches taller than the female officer and approximately
seventy pounds heavier;
• The man was a convicted felon and previously on parole;
• The backup officer was of equal size to the man.
Additionally, evaluation under the Taser policy requires a review of the availability of other
options. The field sergeant found that the female officer had been limited in her force options.
She lacked sufficient space to deploy her baton, and the use of OC spray would have negatively
affected both her and the backup officer.
The policy authorizes Taser use when the subject is violent, physically resisting, or has
demonstrated by words or action and intention to be violent and to physically resist, and
5
reasonably appears to present the potential to harm officers, him/herself or others. In assessing
this incident, the field sergeant found several factors to support the deployment:
• The man physically resisted the officers’ attempt to place him in the back seat of a patrol
vehicle by pushing back against them;
• Once partially seated inside the vehicle, he made his body rigid by straightening out his
back and legs and prevented the backup officer from closing the door;
• He repeatedly yelled profanities at the officers;
• He gave the reasonable appearance of a potential to harm officers by kicking the door
near where the backup officer was standing.
Finally, the policy notes that the use of the Taser should generally be avoided on individuals
who, like the subject in this case, are handcuffed. There is, however, an exception: when the
totality of the circumstances indicates that other available options reasonably appear ineffective
or would present a greater danger, and the officer reasonably believes the need to control the
individual outweighs the risk of Taser deployment. The field sergeant considered the following
evidence in this regard:
• The man was extremely intoxicated, verbally confrontational, physically resisted officers,
and became violent by kicking the door;
• The officers had two or possibly three subjects at the scene;
• The female officer was not able to physically control the man because of his size and the
backup officer was not in a position to control his legs;
• The situation was rapidly evolving and the man was becoming increasingly agitated.
In all, the field sergeant noted that the subject was handcuffed and partially seated in the
backseat of a patrol car – facts that tend to militate against Taser use. However, because the man
was physically resisting, violent, and increasingly agitated, and because there were multiple
suspects on scene and a potential for officers getting injured, he ultimately concluded that the
Taser use was within Departmental policy.
The reviewing lieutenant concurred that the Taser use was within policy. He opined, however,
that there were some “officer safety” considerations that merited further review of possible
training with the involved officers. These included:
• Considerations and actions when interacting with former parolees;
• Inquiring about weapon possession during contacts with suspicious persons;
• Consideration of vehicle searches during contacts with suspicious occupants; and
• Consideration of alternative detention methods for handcuffed prisoners.
The Captain concurred with the force determination and the recommendation for additional
training by the Department’s Defensive Tactics Team. The Assistant Chief concurred and
assigned a lieutenant to review and coordinate a debrief and training for the involved officers.
6
OIR Group Assessment of Factors
As noted above, the field sergeant concluded that the factors present during this incident justified
the deployment of the Taser. We do not necessarily disagree with this “bottom line”
determination. However, we note several factors – which were not addressed in the field
sergeant’s evaluation – that complicate our own analysis of these facts and our ability to endorse
the officers’ decision-making and performance.
A review of the video/audio footage of the incident suggests that any threat posed to the
responding officers was mitigated by the fact that the officers were not dealing with subjects
currently suspected of serious criminal activity. The male subject had no warrants or wants and
admitted to being on parole but was no longer so. The female had misdemeanor warrants that
were eventually handled at the end of the incident through issuance of citations. Even after the
force incident in which the subject’s actions against the officers were characterized as violent, he
was neither arrested nor charged and released after receiving medical treatment.
When the male subject got out of the car, he did so non-aggressively and with his hands raised.
The backup officer escalated the matter by immediately yelling at the man: “get your ass in the
car.” The response by the man was to apologize repeatedly to the officers for his actions. A
review of the video shows that there was really no time for the man to comply with the order, as
the officers swiftly walked up to the man and grabbed him. The officers did not return the man
to the car – which is what they had ordered him to do – but instead patted him down, handcuffed
him, and walked him back to the radio car.
The possibility of a third subject was not seriously considered by the responding officers in real
time. The female officer had indicated to the backup officer that she was skeptical since there
was no room in the car for a third subject. If the officers had been concerned about the
possibility of being potentially outnumbered on the vehicle stop, they could have called for
additional backup; in the moment, they chose not to.
As for the female companion, she did not appear to be unduly intrusive regarding the officers’
efforts to bring the man into custody. While she approached the officers, which is always a
cause for concern, there is no evidence that she did anything to physically interfere with their
actions. The fact that neither she or the vehicle had yet to be searched had more to do the
officers’ choices than with any danger she posed; they could have ordered her out of the car and
patted her down for weapons if they had genuine concern about the possibility that she might be
armed.
A review of the video shows that when the man kicked the inside door of the patrol car, it was
not directed at the backup officer. Moreover, there was no apparent exigency to bring the man
into custody: at the time the decision to use the Taser was made, the man was sitting in the back
of the car and had made no effort to escape or fight with the officers. Simply holding the scene
static until backup officers arrived could well have obviated the need for a Taser deployment.
When considering other force options, the field sergeant only considered the baton or OC spray.
He did not consider the option of using control holds to maintain the subject in the back of the
7
car until additional officers arrived. If the officers had simply contained the subject in the back
seat of their patrol car, they could have used those additional officers to safely pull the subject
from the car and place a hobble on his feet if necessary, thereby avoiding the need to deploy a
Taser.
The field sergeant similarly failed to consider whether de-escalation techniques could have
resulted in a different outcome.2 As noted above, once the man exited the car with hands raised,
he was extremely apologetic to the officers. Instead of de-escalating the situation and returning
the man to the driver’s seat, the officers escalated the situation, effectuated an arrest and
handcuffed the man. As the man was led to the patrol car, the female officer told him he was
being an “idiot”, while the man is asking “what did I do?” and “why are you doing this to me
sir?” to which the backup officer responded: “get in the goddamned [patrol] car.” When later
interviewed by the field sergeant, the man talked about how the officers had not treated him with
respect. In short, the way in which the officers escalated the event ended up raising the agitation
level of the man who had up to then not expressed any hostility whatsoever to the officers.
The field sergeant’s analysis also fails to consider the effectiveness of the Taser deployment.
Instead of allowing the officers to bring the man under control safely within the patrol car, the
Taser use did just the opposite, causing the man to lurch entirely out of the car and onto the
ground, where he began to hurt himself. Fortunately, other officers soon arrived who were able
to quickly stabilize the situation.
We agree with the Department that the initial officers did not perform consistent with principles
of officer safety when they left two subjects in the car without searching them or the vehicle.
Nor did the two involved officers ever ask either of the occupants whether they possessed any
weapons.
But another officer safety issue that was not addressed by the field sergeant was the fact that the
female officer told the man he was being detained and then left him to go back to her car to talk
to dispatch. Officers are taught that before a person is informed he is to be detained, he is
ordered out of the car, patted down, and handcuffed rather than being left in the driver’s seat of
the vehicle, where he could drive away, produce a weapon, or create additional safety issues for
the responding officers.
In short, the analysis in this case by the field sergeant lacks rigor and omits discussion of the
officers’ questionable decision-making. Instead it focuses almost exclusively on those factors
that support a conclusion that the Taser was the best weapons choice. Facts that are not helpful
to support that conclusion, and that we point out here, are ignored by the PAPD analysis to a
disappointing extent. For the reasons articulated above, we are not persuaded that the officers
had no other options to resolve the situation.
Even if ultimately the decision is that the Taser use was within policy, PAPD should evaluate
whether other strategies existed to address the challenges faced by the involved officers. In other
2 The current PAPD Taser policy expressly instructs the Personnel and Training Lieutenant to
ensure that all Taser training includes de-escalation techniques.
8
words, even though the Taser could have been used in this case, PAPD should examine and
address whether there were other ways to safely bring the individual into custody. This analysis
was presumably undertaken but not documented by the reviewing lieutenant when he
recommended training for the involved officers regarding their decision making, including
consideration of alternative detention methods for handcuffed prisoners than use of the Taser.
While PAPD should be commended for recognizing that this incident presented learning
opportunities for the involved officers to improve their decision-making, it would be helpful for
the Department to document the rationale for the training action plan in the use of force review
package.
Recommendation # 1: When reviewing force incidents, all the facts that are available to be
reviewed should be included in the analysis.
Recommendation # 2: A force analysis should not be reluctant to provide constructive
criticism of officer actions.
Recommendation# 3: A force analysis should expressly discuss whether there were
opportunities for the involved officers to deploy de-escalation techniques.
Incident 2
Factual Overview
A PAPD officer attempted to stop a female when the license plate of the car she was driving
showed a warrant. When he tried to effectuate a traffic stop, she initially stopped and began to
comply by getting out of the vehicle but then re-entered her car and sped away, leading officers
on a 5 ½ mile vehicle pursuit. At the end of the pursuit, the female did not comply with
instructions to separate from her vehicle. As the initial officer, a K9 officer, went to retrieve his
dog to assist with the detention, the woman ran into the passenger side of the officer’s patrol car.
The officer deployed the dog which caused the woman to leave the patrol car, shut the dog into
the car, and attempt to jump on the hood of the car. The K9 officer grabbed the woman as other
officers arrived on scene. The woman continued to attempt to escape by kicking the police dog
and striking out at the officer with her arms and feet, causing the dog to disengage.
The woman then ran in the direction of two other officers. One of the officers deployed his
Taser but only one probe made contact, so it proved ineffectual. The police dog was re-deployed
and bit the woman, and officers were then able to successfully bring her into custody. The
woman received several wounds to her head, legs, and torso from being bitten by the police dog,
but none required sutures. The K9 handler complained of pain from being kicked in the knee by
the woman in her effort to elude being taken into custody. The police dog received a large
scratch to his eye, suffered when he was struck by the female.
Outcome and Analysis:
The field sergeant who conducted the force review determined that the use of the dog was
consistent with PAPD policy, which authorizes use under the following conditions: when there
is a reasonable belief that the individual poses an imminent threat of violence or serious harm to
9
the public, any officer, or the handler, and the individual is physically resisting or threatening to
resist arrest, and the use of a canine reasonably appears to be necessary to overcome such
resistance.
The field sergeant also found the Taser use to be within Department policy based on the officer’s
observation of the female’s uncooperative actions at the initial traffic stop scene, her entering
into a police vehicle, and her assault of the police dog and a fellow officer.
A different field sergeant reviewed the vehicle pursuit and found it to be within Departmental
policy. The sergeant noted that areas for improvement were identified, such as providing more
information about the pursuit by the pursuing officers. The sergeant noted that a debriefing was
held with all involved officers to discuss areas for improvement.
The reviewing lieutenant agreed with the sergeants’ determination that the uses of force and
vehicle pursuit were within policy. He identified the following issues:
• Mobile Activated Video (MAV) use violations.
o The K9 handler did not have a MAV microphone during his encounters with the
female. He was instructed to store his microphone in his vehicle so that it is
accessible and functioning upon a moment’s notice.
o The officer who deployed the Taser did not have an operable MAV microphone
because he was charging it at the time of the incident. The officer was instructed
to obtain an additional microphone or charge his properly at the end of his
previous shift.
The lieutenant wrote that he was not aware of any previous MAV policy violations on the part of
these officers.
• Supervisory control. The lieutenant noted that during the initial traffic stop, supervisors
did not assign roles to on-scene officers.
• Use of the Taser with the K9. The lieutenant noted that the use of a Taser in conjunction
with a possible K9 deployment is heavily discouraged, because a dog who is
inadvertently Tased may refuse to perform in the future. The lieutenant wrote that he had
a discussion with the officer, who indicated that he would consider all available force
options when confronted with a similar scenario in the future.
• The lieutenant noted that team and individual officer training will be conducted on an
ongoing basis with the handler and K9 so that officers will become more accustomed to
working alongside a K9 team.
• The lieutenant noted that the officer who deployed the Taser was heard telling the female:
“take your f*cking hands out of your pants”. The lieutenant reported that he spoke to the
officer about the use of profanity and the need to avoid using it in the future.
In contrast with the narrow focus in the previous Taser incident discussed above, the reviewing
sergeants and lieutenant in this case made a commendable effort to identify and document
performance issues that could have been improved. In particular, the documented listing of
actions taken by the lieutenant to remediate identified issues is impressive.
10
In our review, we identified the following additional issues:
No report from Stanford Department of Public Safety (SDPS) deputy
The investigation notes that a SDPS deputy was involved in the vehicle pursuit of the woman.
However, there was apparently no request made of the deputy to prepare a report of his actions
or observations. When a police response involves multiple agencies, all involved should be
asked to prepare a written report so that a comprehensive account can be obtained.
No analysis of how the woman was able to successfully access the inside of a patrol car or
training to prevent future occurrences
The investigation notes that while the K9 handler was dealing with his dog at the end of the
pursuit, the woman was able to successfully enter his patrol car. As the report notes, a suspect’s
access to a radio car exponentially increases the risk to responding officers. A different tactical
approach as officers arrived at the pursuit terminus could have ensured that the subject not be
able to access any patrol cars. Yet this potential tactical misstep was not identified or addressed
as an action item. 3
No warning before Taser deployed and no documentation explaining why no warning given
PAPD policy instructs officers to provide a Taser warning when feasible, and to document the
reason in cases where it is deemed not feasible. In this case, the officer who deployed the Taser
did not provide a warning to the woman before discharging his Taser. Moreover, and
inconsistent with policy, the officer did not document in his report why no warning was given.
Decision to deploy Taser
As noted above, the lieutenant noted that Taser use is heavily discouraged when K9s are part of
the tactical response. There were additional circumstances that also indicate that the Taser
deployment in this case was not the best weapons option:
• The fact that the woman was running made it very difficult to ensure that both probes
would effectively strike her, create a circuit and render the Taser use effective. In this
case, that proved true since only one of the probes struck her.
• The fact that the woman was wearing loose bulky clothing made it less likely either probe
would successfully imbed into her skin, as required for an effective deployment.
• At the same time, a successful deployment would have created its own concerns: the
resulting muscular incapacitation of a running individual may have caused her to fall in
such a way as to sustain serious injury, including a head impact.
3 PAPD’s review could have well concluded that no other viable options existed to prevent the
woman from accessing the patrol car; our larger point is that during the after-action review, the
decision-making that caused this to occur was not fully evaluated.
11
Recommendation # 4: When other agencies are involved in similar joint operations, field
supervisors should request that their personnel prepare a report documenting actions and
observations.
Recommendation # 5: When a suspect successfully makes entry into a patrol car, the incident
should be debriefed to reduce the likelihood of similar occurrences.
Recommendation # 6: Supervisors should be reminded of the Taser policy requirement that
when warnings are not given prior to deployment of a Taser, the officer needs to document the
reason for why no warnings were provided.
Recommendation # 7: PAPD may wish to further discuss with the involved officer why the
Taser deployment was not the best weapons choice in this case.
Misconduct Investigations
Case 1
Factual Overview:
An adult woman complainant made several allegations relating to being detained and searched
after a PAPD supervisor observed her during routine early morning patrol. At the time of the
incident, she had been seated in her vehicle in the parking lot of a closed public building. After
some initial inquiries, the supervisor determined that the woman was on probation for a prior
conviction and decided to call for backup in order to conduct an investigatory search. The
woman alleged that the supervisor, and the backup officer who eventually responded, had
directed a female Explorer4 (who was riding along with the backup officer) to search her in a
way that had involved inappropriate physical touching.
Additionally, she alleged a previous encounter with the same supervisor that had supposedly
occurred several months earlier, in the parking lot of a drugstore and also in the early morning
hours: she claimed that the officer, in uniform and driving a marked vehicle, had complimented
her inappropriately and persistently, to the point where she was uncomfortable and concerned
about his ability to access her personal information. Later, she also expressed dissatisfaction
with the Department employee who had originally taken her complaint; the investigation also
encompassed the propriety of that supervisor’s interactions with her.
Outcome and Analysis:
The investigation was conducted by a retired PAPD manager whom the Department has utilized
on several occasions. We have reviewed several cases in recent years that were handled by this
4 PAPD’s Explorer program, which we have written about it in the recent past, is intended to
introduce interested local juveniles and young adults to the Department through education and
participation in a variety of agency activities. Many police departments throughout the country
offer some version of this idea. It is widely recognized as an enhancement to community
relations and a vehicle for positive youth development; at the same time, the variety of attendant
risks means that clear policy and effective supervision are critical.
12
individual, and our general impression is that his work is thorough and effective. Here, he was
able to rely on in-car camera recordings and audio as a foundation for his evidence gathering.
He also supplemented the complainant’s detailed initial written statement, and her recorded
“intake” interview with the PAPD sergeant, by speaking with her himself at some length. He
also interviewed the various Department members who were involved in the stop and spoke with
the sergeant who is currently in charge of the agency’s Explorer program to gain his perspective
on what had occurred.
Based on this body of evidence, he submitted findings and conclusions that, for the first time in
our experience of reviewing his completed work, deviated in part from the final result reached by
Department executives. We discuss these differences and our own assessment below.
With regard to the complainants’ assertions that she had been inappropriately “fondled and
molested” at the direction of the sergeant, the investigation established that the pat-down search
was legally justified and reasonable in its nature and duration. An in-car camera recording
documented the event in a way that belied several of the particulars in the woman’s complaint
and showed that the officers’ behavior was not disrespectful or malicious toward her. The search
lasted approximately a minute. While she may well have been bothered in the ways she later
asserted, this was not outwardly reflected by her actions in the moment; on the contrary, she
comes across as very cooperative and conversational throughout the recording and during the
search itself. She even complimented the Explorer on having met the Department’s entry
requirements. Nor was there evidentiary support to that the other cited aspects of the sergeant’s
performance during the stop amounted to misconduct or were otherwise problematic or
improper.
The investigation also did not support the allegation that, some seven months earlier, the same
sergeant had flirted with her and made her uncomfortable with his persistence when
encountering her in the parking lot of a drug store while on duty. She did not provide a specific
date; however, the investigation showed that, during a three-month window that matched her
approximation, the sergeant was working a shift that clashed with her recollection of a nighttime
encounter. Moreover, he did not appear to have worked any relevant overtime assignments
during that period.
These two key findings were affirmed by Department management during its review of the case,
and we concur.
Where the investigator took a different position than the Department was with regard to the use
of the Explorer for conducting the search. The concern was not that the Explorer had mistreated
the complainant in any way. Instead, the investigator took the position that it was inherently
misguided – and a conflict with policy – to put the Explorer in that situation, for which she
lacked the training, experience, and authority. Though nothing went wrong, the potential for the
Explorer’s safety to have been compromised, and the extent to which the Explorer’s involvement
went beyond established parameters for the program, rose to the level of a policy violation in his
mind. He believed the sergeant should receive discipline for his role in directing this procedure
to occur.
13
The Department’s decision-makers disagreed. This was based in part on their perception that
some of the responsibility for what had transpired fell on the shoulders of another supervisor
who had briefly visited the scene. This supervisor, who had authority over the sergeant that
night spoke with the sergeant, learned of the basic situation, and then drove away after learning
that backup – including the Explorer – was on its way and seeing it arriving.
The circumstances for searching the female subject were less than optimal in one of two ways.
Either the search would be conducted by a male officer (in tension with the Department’s policy
that calls for “same sex” searches when possible) or by the female Explorer (in what was
arguably an inappropriate delegation of responsibility). This created a dilemma, albeit a readily
surmountable one.
The Department ultimately took the position that the higher-ranking officer who showed up at
the sergeant’s call could and should have recognized the pitfalls of the situation and done more
to intervene before simply leaving. Because of this, the reasoning went, and because of asserted
ambiguities within the relevant Explorer policies, the Department believed that the sergeant
should not be held formally accountable for his actions.
This analysis, while plausible, also prompted questions as to whether the “buck stopped” with
the other supervisor, and whether discipline for that employee was therefore appropriate. As it
weighed its options in this regard, the Department took the step of consulting with us – one of
the rare occasions in which it sought our perspective prior to making its final decision.
We welcomed the opportunity to hear about the situation at this earlier stage; presumably, the
outreach reflected a new approach on the part of the new Chief, as well as the ambivalence that
executives felt about going against the investigator’s original conclusions. Our own initial
reaction – with the caveat of not having reviewed the case file itself – was to suggest further
investigation into whether the supervisory lapses rose to the level of misconduct. The
Department considered our input and ultimately demurred. Instead, the thought was that a fairer
– and ultimately more constructive – resolution would entail training for the involved personnel
and a revision/clarification of the relevant policies.5 Along with a Department-wide reiteration
of the relevant same-sex search protocols, PAPD revised its Explorer policy to include a series of
new “directives” – including one that prohibits their being used to conduct person searches of
criminal suspects in the absence of exigent circumstances. This, of course, establishes a clear
rule that would have been applicable to the incident in question.
We consider the final outcomes to have been both reasonable and consistent with many of the
goals of effective administrative discipline. It is important to note that the friction points in the
decision-making process related to matters peripheral to the serious original allegations, which
the investigation convincingly established as unfounded.
5 This was based in part on the fact that the other supervisor had already been interviewed as a
witness in the case, and that the investigator had not flagged potential culpability issues.
14
As for the questions of a.) whether the handling sergeant’s choice to have the Explorer do the
search; and b.) whether the other supervisor’s lack of engagement with the question of the female
detainee and the Explorer’s involvement amounted to misconduct, we acknowledge the validity
of the factors that guided the Department’s ultimate course of action. Importantly, the decision
to “stand down” on formal discipline was accompanied by the alternative and useful
interventions that did occur.
At the same time, and respectfully, we still think we were correct in pushing at least for further
formal investigation; i.e., a subject interview of the second supervisor. We consider supervisory
performance – including judgment, engagement, leadership, and decision-making – to be as
critical as any single factor in the effectiveness of a law enforcement agency. High standards and
accountability are accordingly at a premium for these members of any department.
Here, the performance of both officers merited rigorous scrutiny. In fact, as strong an argument
could be made that both should be accountable, rather than neither.6 To have their mutual (if
only partial) shortcomings in issue-spotting and risk management effectively cancel each other
out seems like a precedent to be leery of.
Recommendation # 8: The Department should pursue formal investigation protocols to
ensure that supervisory-level performance issues are addressed and documented as effectively
as possible.
As for the supplemental issue of dissatisfaction with her intake interview that the complainant
later submitted by email, this was identified by the investigator but then not overtly addressed in
the findings and conclusions. He did describe/summarize the interview in question at some
length, based on his review of the audio and video recording of it. The implication seemed to be
that the complainant had ample opportunity to express her concerns, and that her allegations
about skeptical or otherwise deterring behavior were not substantiated. But the relevant
supervisor was not interviewed, and the allegations were not formally addressed.
We reviewed the same recording and compared it to the complainant’s characterization of it
when she sent her email some three months later. As a substantive matter, we concur with the
finding (expressed in the file by omission) that the supervisor behaved professionally – and even
quite patiently – in making sure that the complainant had every opportunity to share her
concerns. The meeting lasted well over an hour and included lengthy, uninterrupted stretches of
explanation and detail from the woman. Though the supervisor did ask questions and offered
occasional explanations (which she later portrayed as defensiveness), these moments seemed to
arise naturally from the conversation. Not only did they seem objectively neutral, but there was
also nothing apparently inhibitory in their effect.
6 Another factor in our assessment is that the Explorer’s “same-sex” status in relation to the
subject, which was perhaps the strongest argument in favor of stretching the bounds of normal
Explorer involvement, did not seem to be a motivating factor in the sergeant’s choice. Instead, it
appeared that he simply saw the search as an opportunity to enhance the young woman’s training
in the context of a low-key, seemingly safe encounter.
15
The even-handed receptivity of supervisors when handling the intake of complaints is an
important building block to an agency’s internal review system. We have raised issues about this
in the past with regard to Palo Alto, and we take note when questions about intake become part
of the complainant’s stated concerns. Here, the supervisor appears to have done a very
appropriate job of facilitating the initial fact-gathering and allowing the complainant a genuine
chance to be heard.
Our only quibble, then, is with the missing procedural step of analysis and resolution for this
aspect of the allegations. We encourage the Department to address such issues overtly where
relevant and include them in the findings and conclusions of the case.
Recommendation # 9: When challenges to the objectively or thoroughness of an investigation
become part of a complaint, the case file should reflect the assessment and resolution of those
allegations as part of the formal summary.
Case 2
Factual Overview:
This administrative review pertained to an off-duty criminal violation for drunk driving that
occurred on a freeway outside of Palo Alto and had been handled by the CHP. It involved one of
the Department’s “reserve” officers, who was seen weaving erratically after midnight on a
weekend morning while driving his own car.
After being pulled over, the reserve went through various tests for impairment that established
his intoxication, and he was arrested without incident. He later pled “No Contest” to a
misdemeanor DUI charge; as a first-time offender, he received a sentence that combined
community service obligations with fines, mandatory treatment, and temporary limitations on his
driving privileges.
PAPD placed him on leave from performing any law enforcement duties during the pendency of
the criminal case. As with any criminal charge, this incident also had implications for the officer
in connection with Department policy.
Outcome and Analysis:
Months after his arrest, and as the resolution of the court proceedings began to take shape, the
officer approached the Department to propose a settlement of the administrative charges against
him. This entailed acknowledging wrongdoing and taking responsibility for his actions without
going through a formal interview.
The Department eventually reached an agreement along these lines. It took into account the
officer’s lengthy history of “exemplary” service in deciding to retain him under the relevant
terms and conditions – even though, as a reserve, the officer was technically an “at-will”
employee who could be discharged at any time and for any reason. With some reservations, we
concur with this result.
16
Beyond its relatively straightforward facts, the case is noteworthy for a couple of reasons. One is
the notion of the “pre-investigation” settlement that was reached by the parties. And the other –
not un-related – is the discipline process as it relates to the unique category of reserve personnel
in a law enforcement agency.
Similar in superficial ways to a plea bargain in criminal court, a negotiated settlement such as the
one in this case arises from the officer’s interest in moving forward after a lapse, and the
resulting willingness to forgo the various investigative processes and appellate rights to which
peace officers are entitled. We consider this an appropriate tool for addressing a range of
allegations. In exchange for acceptance of responsibility, the officer gets a straightforward – and
often mitigated – consequence for his or her wrongdoing. And the agency is able to address the
relevant misconduct with minimal resources and in a relatively non-adversarial manner. Such
settlements thereby achieve the corrective goals of the discipline process in an efficient,
constructive fashion.
In our experience, though, the approach is best suited to cases involving relatively low-level
misconduct, and for which there is no real point to additional investigation. Examples such as an
unintentional discharge of a weapon with no harm done, or involvement in a minor but
preventable traffic collision, lend themselves to the benefits of this format without the agency
needing to worry it is missing something factual or underreacting to a serious issue.
Here, some of the relevant conditions pertained. The officer was not only willing to participate
but took the initiative, and a significant body of evidence was in hand due to the criminal
proceedings. But the misconduct at issue was also significant – particularly given the findings as
to the officer’s high blood alcohol content. Moreover, there were other aspects of the incident
that fell outside the scope of the Vehicle Code violation and merited additional scrutiny in our
view. These included the allegation that the officer had shouted “I’m one of you,” to the CHP
when he was pulled over (and then immediately showed the handling officer his Department
identification), and his reported misrepresentations as to the number of drinks he had consumed.
These facts reflected poorly on him in ways that both aggravated the misconduct and potentially
implicated his suitability as a peace officer. While there are legitimate reasons to alert
responding officers to one’s own policing responsibilities (especially, for example, if a weapon is
within reach), it can also be perceived as an improper effort to curry favor. Moreover, the
intentional if ineffective attempt to deny excessive drinking clashed with expectations for dealing
with law enforcement in a respectful, truthful manner.
Even more significant was the involved officer’s unique status with the Department. As a
“reserve,” he was essentially serving as a volunteer who had gone through extensive training and
was eligible to exercise law-enforcement powers. Many agencies have such affiliated
individuals (some of whom are retired regular officers); they offer valuable service, generally on
a part-time basis, for a nominal few dollars per year.
Reserves serve on an “at-will” basis. This means they fall outside the normal employment rights
and protections that apply to peace officers. It also means that an agency’s options are limited
when it comes to corrective action: because the officers are not paid a normal salary, they do not
17
receive “suspension days.” Consequently, and for all intents and purposes, an agency’s formal
disciplinary options in the aftermath of proven misconduct are limited to either a written
reprimand or else separation from the agency.
There were seemingly reasonable arguments for both consequences in this case. The officer’s
long and apparently distinguished service to the Department merited consideration, and perhaps
even outweighed the severity of the misdemeanor. At the very least, though, making that
decision in this case merited careful scrutiny and a full accounting of the officer’s mindset – as a
formal interview would have achieved.
Additionally, we encourage the Department to be vigilant in general when it comes to its reserve
personnel. This is our first case involving one of these individuals in more than 10 years of
serving as Palo Alto’s Independent Police Auditor. According to the Department, it has five
trained reserves who are currently serving in this capacity.
We have seen examples from other jurisdictions in which standards for reserve officers, not only
for accountability but also for matters such as training and certification requirements, are less
robust than they should be. The leniency arises in understandable ways: the aforementioned
limited choices is one big reason, and gratitude for dedicated volunteer service is another. (We
have been told by the Department that the reserve in question is particularly noteworthy in this
regard; his experience in helping to staff and organize various special event security teams is
particularly beneficial.) Moreover, these individuals are often prominent supporters of law
enforcement in their personal lives and chosen fields.
Our sense is that the Department did deliberate carefully with regard to the outcome of this case;
we are also told that the relevant individual has been exemplary in addressing wellness issues
and in his willingness to share his experiences constructively within the organization. These are
both positive developments that have affirmed the Department’s judgment. But it is nonetheless
important for agencies to maintain rigor in these arenas as a matter of both operational
effectiveness and risk management.
Recommendation # 10: The Department should regularly evaluate the certification status and
performance of its reserve personnel.
Recommendation # 11: The Department should ensure that any proven misconduct involving
reserve personnel is met with a consequence that adequately reflects the standards and risk
management concerns of the agency.
City of Palo Alto (ID # 11013)
City Council Staff Report
Report Type: Informational Report Meeting Date: 3/16/2020
City of Palo Alto Page 1
Summary Title: Contracts Awarded by the City Manager and Procurement
Officer
Title: Review of Contracts Awarded by the City Manager and Procurement
Officer per Palo Alto Municipal Code (PAMC) Section 2.30.710, for the Period
of July 2019 through December 2019
From: City Manager
Lead Department: Administrative Services
Palo Alto Municipal Code (PAMC) Section 2.30.710 requires the City Manager to provide a
biannual report to Council consisting of contracts awarded by the City Manager, Procurement
Officer or other designated employees for:
1) General and professional services in excess of $25,000; and
2) Public works and goods in excess of $85,000.
Attachment A fulfills this PAMC reporting requirement for the period from July 1, 2019 to
December 31, 2019.
In summary, the contracts consist of 62 distinct awards for a wide range of goods and services.
These awards are critical to the efficient and effective provision of services by the City to our
community and reflect extensive coordination and prudent decision-making among operating
departments, the Administrative Services Department, the City Attorney's Office, and City
Clerk's Office.
For informational purposes, Attachment B is an excerpt from the Palo Alto Municipal Code that
sets forth the authority designated by Council to the Procurement Officer to award and sign
contracts (PAMC 2.30.200) and exemptions from competitive solicitation (PAMC 2.30.360 and
2.30.900), as noted for certain contracts on Attachment A.
.
Attachments:
• Attachment A - Contracts Awarded by CPO or City Manager July-December 2019
• Attachment B - Excerpts from the Palo Alto Municipal Code
ATTACHMENT A
Material Contracts Awarded ($85,000 and above)
July 1 to December 31, 2019
Goods Contract Contract Awarded To Award Date Award Amount
Bidding
Exemption or
Number of Bids
Sent/Received Description
4620000062 ADVANCED CONTROL SYSTEMS, INC. 7/27/2019 $133,333.33 2.30.360(d) ACS Products YEAR ONE
4520000008 ANIXTER POWER 7/2/2019 $109,887.26 3 / 3 PM3LF 500kVa 4x12 208Y/120
4620000125 ANIXTER POWER 11/21/2019 $245,250.00 2.30.360(d) Padmounted Switches
4520000278 DC FROST ASSOCIATES INC 12/16/2019 $162,939.30 2.30.360(d) UV Lamp, UV System
4520000106 GOLDEN GATE SYSTEMS 9/4/2019 $185,200.05 2.30.360(j) Portege X30‐E laptop
4620000092 GRANITE ROCK COMPANY 8/13/2019 $120,000.00 10 / 2 Sand, Rock, Gravel, Cutback
4620000010 GRANITE ROCK COMPANY 7/3/2019 $165,000.00 10 / 2 Asphalt, primary vendor
4620000064 GRANITE ROCK COMPANY 7/30/2019 $215,000.00 10 / 2 Asphalt Concrete
4620000071 HILL BROTHERS CHEMICAL COMPANY 8/2/2019 $100,000.00 10 /3 Alkalinity Chemical, Mag. Bulk Delivery
4520000215 INDUSTRIALENET 10/31/2019 $123,269.75 241 / 3 TofinoXe‐0200T1T1TDDV90023TAT
4620000012 LIFE‐ASSIST, INC. 7/9/2019 $132,000.00 26 / 3 BPO ‐ FY 20 EMS Supplies
4620000067 LN CURTIS & SONS 8/1/2019 $250,000.00 2.30.360(b2) FY 20 ‐ Misc. small tools and equipment
4520000079 MELROSE METAL PRODUCTS INC 8/13/2019 $94,061.55 2.30.360(b2) Switch Support Steel
4520000217 METER, VALVE & CONTROL, INC. 11/3/2019 $86,160.87 4 / 4 Meter,Gas 4" Ultrasonic 23M Vol Corr PTZ
4620000008 MILPITAS MATERIALS COMPANY 7/3/2019 $90,000.00 12 / 1 Portland concrete ‐SW
4520000239 NATIONAL AUTO FLEET GROUP 11/12/2019 $111,588.32 2.30.360(j) Ford F‐150 8' Hybrid
4520000240 NATIONAL AUTO FLEET GROUP 11/12/2019 $127,800.36 2.30.360(j) Ford F550 w AmTruckBody
4620000109 OLDCASTLE INFRASTRUCTURE 9/10/2019 $155,628.61 2.30.290(b1) Assorted Vaults and Pads
4620000072 OLIN CHLOR ALKALI PRODUCTS 8/2/2019 $100,000.00 9 / 4 12.5% Bulk Sodium Hypochlorite
4520000238 PB LOADER CORPORATION 11/12/2019 $247,199.08 2.30.360(j)Asphalt Patch Truck
4620000004 R & B COMPANY 7/2/2019 $105,000.00 2.30.360(d) Pipes, Valves & Fittings
4520000122 RAM RICK ALBERT MACHINERY INC 9/17/2019 $85,585.27 2.30.360(j) GENIE Lift
4520000048 THE OKONITE COMPANY 7/28/2019 $194,866.21 4 / 4 Cable, AL 1/0 3/C PAR 15 KV EPR,
4620000091 TRAYER ENGINEERING CORP 8/12/2019 $225,000.00 2.30.360(d) Submersible Load Switches
ATTACHMENT A
Service Contracts Awarded ($25,000 and above)
July 1 to December 31, 2019
Goods Contract Contract Awarded To Award Date Award Amount
Bidding
Exemption or
Number of Bids
Sent/Received Description
S20177269 NORTHERN CALIFORNIA POWER AGENCY 10/15/2019 $25,765.00 2.30.360(l) Wildfire Mitigation Plan Evaluation
S20177664 GE DIGITAL LLC 12/17/2019 $27,621.28 2.30.360 (d) iFIX iClient Run v5.8
S20176976 ASPHALT IMPRESSION INC 10/11/2019 $27,953.00 3/1 HHW Reuse Zone Pathway Basic Services
S20176160 VIVID LEARNING SYSTEMS INC 7/17/2019 $28,250.00 2.30.360(d) Online Safety Courses for UTL
S20176312 Z CON SPECIALTY SERVICES INC 9/24/2019 $28,924.36 3/1 City Hall Cafeteria Abatement
S20176770 BAYSPORT PREVENTIVE MEDICAL GROUP 11/4/2019 $29,660.00 2.30.360(i) FY20‐MOE Physicals & EMS PPD
S20176875 UNIVERSAL SECURITY COMPANY 10/16/2019 $30,000.00 2.30.360(b2) Security Service at RWQCP
S20176952 MACIAS GINI & O'CONNELL, LLP 10/9/2019 $30,965.00 2.30.260(i) PAHM donation audit
S19174895A PURE TECHNOLOGIES US INC 7/11/2019 $32,000.00 13/4 Fire Hydrant Project
S20177554 JACKSON LEWIS PC 11/16/2019 $32,000.00 2.30.360(g) Professional Legal Services
S20176780 MARTIN SIGN CO INC 9/24/2019 $33,900.00 5/3 Cal Ave Fence Fab + Install
S20175252 COUGHRAN MECHANICAL SERVICES, INC. 8/14/2019 $35,000.00 18/4 CNG maint, repair, emerg
S20176581 PALO ALTO HISTORICAL ASSOCIATION 10/24/2019 $35,000.00 2.30.360i Annual Service Fee
S20177647 PG&E 12/5/2019 $35,000.00 2.30.360 Removal of PG&E Gas Line
S20176661 DAVIS & YOUNG APLC 8/17/2019 $36,000.00 2.30.360(g) Legal Services
S19176040 MACIAS GINI & O'CONNELL, LLP 7/1/2019 $38,000.00 2.30.360(i) FY 2020 Assessment 3 Special Funds
S20176361 MATRIX CONSULTING GROUP 7/10/2019 $40,000.00 2.30.360(b2)Develop Business License Tax Program
S20176784 SOLITUDE LAKE MANAGEMENT, LLC 11/14/2019 $43,472.00 30 / 4 Baylands Boradwalk Marsh Restoration
S20177656 ESCI INC 11/26/2019 $44,000.00 2.30.360(i) Workplace incident review
S19176168 CPS HUMAN RESOURCE SERVICES 7/9/2019 $44,900.00 230.360(i) Recruitment services
X20176853 CLEAN HARBORS ENVIRONMENTAL 10/9/2019 $46,860.16 2.30.360 (i) Clean Up and Rental
S20176400 Rankin Stock Heaberlin O'Neal 7/11/2019 $47,000.00 2.30.360(g) LSA Rankin, Stock, Heab. $25000 Alvarez
S10177265 MELISSA OLSEN CAVALLO 12/18/2019 $48,000.00 2.30.360(i) Melissa Cavallo ‐ Consultant
S20176849 LOR PLANING & ENVIRONMENTAL CONSULT 9/20/2019 $48,100.00 2.30.360(i) Environmental Consultant
S20175983 RAFTELIS FINANCIAL CONSULTING INC 9/19/2019 $49,275.00 2.30.360 (i) FY2020 COSA & Rates Study for Wastewater
S20176318 GROUP 4 ARCHITECTURE RESEARCH & 9/3/2019 $49,800.00 2.30.360(i) Interior Design LSCC Interior Remodel
S20176009 EPC SERVICES COMPANY 7/23/2019 $50,000.00 2.30.360 (i) Relay Testing & Commissioning Support
S20176508 VAN DERMYDEN MADDUX LAW CORPORATION 8/28/2019 $50,000.00 2.30.360(i) HR ‐ Investigations
S20174741A ROOT TAMERS 11/26/2019 $55,719.79 723/2 Root Foaming Sewer Mains
S20176235 SOFTWAREONE INC. 8/6/2019 $56,610.00 2.30.360(J) FY20 Renewal of Azure IT
S20176626 PITNEY BOWES SOFTWARE, INC. 10/17/2019 $62,179.01 230.360 (d) Maintenance and Subscription‐Renewal
ATTACHMENT A
Service Contracts Awarded ($25,000 and above)
July 1 to December 31, 2019
Goods Contract Contract Awarded To Award Date Award Amount
Bidding
Exemption or
Number of Bids
Sent/Received Description
S20174794 ALLIANT INSURANCE SERVICES, INC 10/24/2019 $65,000.00 991/5 Benefits Broker
S20175209 PROJECT SENTINEL 10/16/2019 $69,224.00 2.30.360(i) Admin of Mediation Services
S19175908 RINCON CONSULTANTS, INC. 9/9/2019 $74,941.00 2.30.360(i) 788‐790‐796 San Antonio ‐ Rincon
S20175020 STEPHANIE ELIZABETH HUGHES 11/4/2019 $75,000.00 25/1 WPG Support Services Contract Y1
S20176622 HEWLETT PACKARD ENTERPRISE COMPANY 10/3/2019 $83,380.13 2.30.360(J) HP enterprise support service
S20176344 CARAHSOFT TECHNOLOGY CORP. 7/25/2019 $83,844.60 2.30.360(J) Docusign Enterprise Pro Gov
S20176828 FAIRBANK,MASLIN,MAULLIN, METZ & ASS 11/19/2019 $85,000.00 2.30.360(b2) Ballot Measure Polling
ATTACHMENT B
Excerpts from the Palo Alto Municipal Code
2.30.200 Procurement officer contract award authority.
The Procurement Officer may award and sign the following contracts:
(a) Public Works Contracts. Public works contracts, where the term does not exceed three years, and
the contract price and any price contingency established for change orders, but excluding sales tax or use
tax, do not exceed $85,000.00 in the first contract year, and do not exceed the sum of $85,000.00 and any
unexpended monies carried forward from a prior contract year, in any subsequent contract year.
(b) Contracts for Goods. Contracts to purchase goods, where the term does not exceed three years, and
the contract price and any price contingency established for change orders, but excluding sales tax or use
tax, do not exceed $85,000.00 in the first year, and do not exceed the sum of $85,000.00 and any
unexpended monies carried forward from a prior contract year, in any subsequent contract year.
(c) General Services Contracts. General services contracts, where the term does not exceed three years,
and the contract price and any price contingency established for change orders or additional services, but
excluding sales tax or use tax, do not exceed $85,000.00 in the first contract year, and do not exceed
$85,000.00 and any unexpended monies carried forward from a prior contract year, in any subsequent
contract year.
(d) Professional Services Contracts. Professional services contracts, where the term does not exceed
three years, and the contract price, and any price contingency established for additional services, but
excluding sales tax or use tax, do not exceed the sum of $85,000.00 in the first contract year, and do not
exceed the sum of $85,000.00 and any unexpended monies carried forward from a prior contract year, in
any subsequent contract year.
(e) Software and hardware purchase, licensing and Maintenance Contracts. Notwithstanding Subsection
2.30.200(c), the Procurement Officer may award and sign contracts other than general services
agreements, including, without limitation, vendor-based standard form hardware and software purchase
and licensing contracts, for the purchase of hardware and software, the licensing of software, and the
maintenance of hardware and software, where the term of licensing or maintenance services does not
exceed five years and the contract price, excluding sales tax or use tax, does not exceed $85,000.00 per
year in the first contract year and does not exceed the sum of $85,000.00 and any unexpended monies
carried forward from a prior contract year, in any subsequent contract year. The contracts referred to
herein may include contracts for data storage services, which shall be subject to the city's information
security policies, terms, conditions and other requirements established by the chief information officer.
2.30.360 Exemptions from competitive solicitation requirements.
The following are exemptions from the informal and formal competitive solicitation requirements of this
chapter, except as otherwise provided. These exemptions will be narrowly interpreted and applied. The
department requesting an exemption shall provide all relevant information supporting the application of
the exemption to the Procurement Officer. Based upon this information, the Procurement Officer shall
make a recommendation to the City Manager and the City Manager shall determine whether an
exemption from the competitive solicitation requirements applies. Nothing herein is intended to preclude
the use of competitive solicitations, as practicable.
(a) Emergency Contracts, provided that any procurement of goods and services obtained during an
emergency declared by the Federal Emergency Management Agency shall comply with applicable FEMA
Public Assistance Program's orders, rules, regulations, guidelines and control procedures for cost
reimbursement purposes.
(b) Whenever solicitations of bids or proposals would for any reason be impracticable, unavailing or
impossible, provided that in the case of a public works project, the project is not otherwise required by the
charter to be formally bid. These situations are those where solicitations of bids or proposals would not be
useful or produce any operational or financial advantage for the city. Situations where solicitations of bids
or proposals would be impracticable, unavailing or impossible, include, without limitation, the following:
(1) Contract specifications cannot be drawn in a way that would enable more than one vendor,
consultant or contractor to meet them;
(2) Due to circumstances beyond the control of the city, the time necessary to use the competitive
solicitation process, procedures and requirements would result in a substantial economic loss to the city or
the substantial interference with a required city operation;
(3) Special conditions attached to a grant, donation or gift requires the use of particular goods and/or
services.
All requests for exemptions under this subsection shall be supported by written documentation
(facsimile or electronic mail may be used), approved by the department head and the Procurement Officer.
(c) Where competitive bids or requests for proposals have been solicited and no bid or proposal has
been received, or where no bid or proposal meeting the requirements of the invitation to bid or request
for proposal has been received, provided that, in the case of a public works project, the project is not
otherwise required by the charter to be formally bid.
(d) Contracts for goods, wholesale commodities and services, general services or professional services
available from only one source, where the Procurement Officer has determined, in writing, there is no
adequate substitute or equivalent provider. Examples of acceptable sole source acquisitions or purchases
may include, without limitation: equipment or services for equipment, for which there is no comparable
competitive product or service except that provided by the equipment manufacturer, distributor or dealer;
proprietary products sold directly by the manufacturer; a component or replacement part, for which there
is no commercially available substitute and which can be obtained only from the manufacturer; goods
where there is only one authorized distributor in the area; and goods where compatibility with goods in
use by the city is an overriding consideration. All requests for sole source acquisitions or purchases shall be
supported by written documentation (facsimile or electronic mail may be used), approved by the office or
department head, and forwarded to the Procurement Officer.
(e) Contracts for goods where, pursuant to Section 2.30.900, the City Manager has determined that
standardization of the supplies, materials or equipment is permissible.
(f) Placement of insurance coverage and surety bonds.
(g) Legal services contracts, including, without limitation, the services of outside counsel, consultants
and other experts needed for litigation, administrative or other legal proceedings.
(h) Professional services contracts for private development related studies and services whenever the
services are funded wholly by private developers.
(i) Professional services contracts, where the estimated total expenditure by the city, regardless of term,
does not exceed $50,000.00.
(j) Cooperative purchases, with one or more other public agencies or through a cooperative purchasing
agency, provided the services are solicited using methods substantially similar to those required by this
chapter, as determined by the Procurement Officer.
(k) The use of another governmental or public agency's contract or substantially the same contract
terms provided: (i) the agency uses a solicitation method substantially similar to the method required by
this chapter; (ii) the contract is consistent with the requirements specified in this municipal code; and (iii)
the Procurement Officer determines that the city will realize overall value to utilizing the other agency's
contract or contract terms compared to the city performing its own solicitation.
(l) Contracts with, or solicited on the city's behalf by, Northern California Power Agency, Transmission
Agency of Northern California, and Western Area Power Administration to procure wholesale utility
commodities and services that meet the requirements of Section 2.30.340(d) or 2.30.340(k).
(m) Contracts with Pacific Gas and Electric Company and the California Independent System Operator
Corporation for energy transmission services to the extent necessary and expedient to provide for the
general health, safety and welfare of the city's utility customers.
(n) Contracts with any public agency or governmental body to construct a public work, where the
Procurement Officer determines the public agency or governmental body has used methods similar to
those required by this chapter to contract for the public work.
(o) Contracts with any public utility holding a certificate of public convenience and necessity or any
entity holding a cable service or video service franchise pursuant to chapter 2.10 of this municipal code to
construct a public works, where such works involves property of such public utility or cable service or video
service franchisee and is otherwise of direct concern to both the city and such public utility or cable service
or video service franchisee, provided that the project is not otherwise required by the charter to be
formally bid.
(p) Contracts with private developers to construct public improvements in connection with their
development projects, even if the city contributes funds to the improvement project, provided that the
projects are not otherwise required by the charter to be formally bid.
(q) Projects, where the public work is performed by the city with its own employees.
(r) Contracts, where the estimated total expenditure by the city does not exceed $10,000.00.
(s) Contracts with entities to procure at wholesale prices utility commodities and services under a city
"feed-in tariff" energy program that meets the requirements of Section 2.30.340(c).
2.30.900 Standardization.
Where the City Manager has determined that it is required by the health, safety or welfare of the people
or employees of the city, or that significant costs savings have been demonstrated, the standardization of
supplies, materials or equipment, including, without limitation, information technology property, for
purchase or to be used in a public works project is permitted and the supplies, materials or equipment
specifications may specify a single brand or trade name. The City Manager or the Procurement Officer may
be considered the following factors in determining to standardize on a single brand or trade name:
(a) Repair and maintenance costs would be minimized;
(b) User personnel training would be facilitated thereby;
(c) Supplies or spare parts would be minimized;
(d) Modifications to existing equipment would not be necessary;
(e) Training of repair and maintenance personnel would be minimized; and
(f) Matching existing supplies, materials or equipment is required for proper operation of a function or
program.
City of Palo Alto (ID # 11185)
City Council Staff Report
Report Type: Informational Report Meeting Date: 3/16/2020
City of Palo Alto Page 1
Council Priority: Grade Separations
Summary Title: Connecting Palo Alto Rail Update
Title: Connecting Palo Alto Rail Grade Separation: Receive an Update From
the Expanded Community Advisory Panel (XCAP)
From: City Manager
Lead Department: City Manager
Staff is providing this cover memo as additional information for the City Council as part of the
Rail Update for March 16, 2020. This is being provided as an informational report rather than a
discussion item, in recognition of the time-sensitive issues to be discussed by the City Council
on March 16. The report from the Expanded Community Advisory Panel (XCAP) Chairperson is
included as Attachment A.
City staff has actively been working on the Rail Grade Separation effort, especially with the
XCAP, for some time now. The City Council shifted the XCAP to a body that reports directly to
the Council in September 2019. Since then, the XCAP organized itself and set goals for what it
hoped to achieve in order to meet City Council’s deadline of April 30, 2020 for the XCAP
recommendation. Staff provides analytical work with the consultant (AECOM) to the XCAP,
meeting support, some memoranda, and coordination for the memoranda that the XCAP
members produce themselves. Additionally, staff coordinates the larger community
engagement effort intended to increase broader community awareness about this process, the
alternatives being considered, and where the public can participate in the process.
As mentioned in the adjoining memorandum (Attachment A) submitted by the XCAP
Chairperson (not yet approved by the full XCAP), the XCAP has met numerous times in working
toward the April 30, 2020 deadline for a final report and recommendations to the City Council.
They have been diligent with organizing the information they believe needed to do their work
as well as sharing additional requests with staff for things they would like to see. In the list of
requests that the XCAP made to staff as described in the XCAP Update memorandum, staff
provides the following dates based on known information at this time:
City of Palo Alto Page 2
1. List of XCAP Questions: Staff will provide responses to the XCAP at the March 18, 2020
meeting. These were to be provided at the March 11, 2020 meeting; however, that
meeting was cancelled.
2. Existing Metrics Related to City Council Adopted Criteria (the XCAP refers to this as
“Measurable Criteria”: The XCAP Subgroup decided that instead of recommending any
changes to the City Council on the City Council-Adopted Criteria, that they would
instead look for any existing data or metrics that the City has already collected related
to the City Council criteria. They requested that staff do this work for them. Staff has
been researching this information and plans to have a completed report to the XCAP on
March 18, 2020 (as the March 11, 2020 meeting was cancelled). There is very limited
information responsive to this request. Some of the data requested was collected for
specific projects at a certain point in time and not collected on an ongoing basis as a
part of regular city business, as suggested.
3. Noise and Vibration Information: the AECOM consultant team has begun this work. They
noise readings were recently collected and AECOM will be doing further analysis for
what the estimated noise levels and possible mitigations will be related to each of the
alternatives. Staff anticipates receipt of that report within the next two-three weeks.
4. Business Outreach: It is worth noting that neither citywide outreach in general nor
specifically business outreach was assigned by the City Council to the XCAP. Staff has
taken on the responsibility to increase engagement and awareness related to grade
separation. XCAP outreach to date has included reaching out to direct neighbors and
neighborhood groups. In addition to XCAP efforts, citywide outreach has included posts
to the project and City website, information sharing through a new blog, creating and
sharing fact sheets about each alternative, and publicizing meetings more broadly using
both print and electronic media. Additional business outreach is ongoing.
5. Website: Staff has been behind producing meeting summaries, though the meeting
videos are all available on the project website. It is staff’s goal to upload the meeting
summaries within the next two weeks. Meeting videos are uploaded to the project
website within one (1) week of the meeting. MidPen usually uploads meeting videos to
their website three to four (3-4) business days after a meeting and then staff
subsequently links those videos to the Connecting Palo Alto website. The XCAP
memoranda are uploaded as they become available. This varies by memorandum,
memorandum author, and the amount of time the report author had to compile their
report given the turnaround time between weekly meetings.
6. Timeline for New Idea Analysis: The City Council approved the further analysis of two (2)
of the new ideas pushed forward by the XCAP (the Churchill Partial Underpass and the
Meadow/Charleston Underpass). AECOM has been working diligently with the new idea
proposers and staff on analysis and provided an updated timeline to staff. The updated
City of Palo Alto Page 3
timeline anticipates AECOM being able to provide new typical sections, aerials, and
renderings for the Churchill Partial Underpass for the March 18, 2020 XCAP meeting.
Similar information will be available for the Meadow Underpass and Charleston
Underpass for the March 25, 2020 XCAP meeting. In the meantime, staff will meet with
the new idea proposers and the XCAP Technical Working Group about the new ideas.
7. Business Tax: The memorandum states that the April 30, 2020 XCAP deadline was set so
that the City Council could have time thereafter to determine what to do related to a
business tax. The April 30, 2020 deadline was really based on giving the City Council
additional time to review the XCAP recommendation along with other community and
business feedback in order to make a well-informed decision related to grade
separation, as the XCAP recommendation is just one input for the City Council in its
decision-making. Parallel to the discussion about grade separation has been the
business tax ballot measure discussion, parallel but not specifically linked.
The report from the XCAP Chairperson clearly reflects the pressure of the established April 30,
2020 deadline for a recommendation. Clearly given the effects of COVID-19, it is in the interest
of all stakeholders to be flexible and thoughtful in determining what can be accomplished
within existing timeframes and where goals may require adjustment. Staff will work with the
XCAP over its upcoming meetings to develop recommendations for Council consideration.
Attachments:
• Attachment A: XCAP Update to City Council #4 - March 12, 2020
Attachment A: XCAP Update #4
For March 16, 2020 City Council Meeting
1
To: City Council
From: Nadia Naik, Chair of Expanded Community Advisory Panel (XCAP)
Date: March 16, 2020
Re: Update #4 to City Council*
*Note: The following update was not voted on by XCAP members due to meeting cancellations.
Since our last update on 1/21/2020, XCAP worked aggressively and made substantial progress
towards our final recommendations and report scheduled for April 30, 2020. (January Report:
https://www.cityofpaloalto.org/civicax/filebank/blobdload.aspx?t=60806.72&BlobID=74853).
We completed the following tasks:
• Finalized XCAP questions for Staff and the consultants – including traffic on existing
alternatives.
• Received an update from the traffic consultant regarding XCAP questions.
• Gave additional feedback to the traffic consultant about anticipated information on new
grade separation alternatives. Traffic consultant reported that changes were made to
mitigations as a result of feedback given from XCAP’s observations.
• Received a Property Impacts presentation from Norm Matteoni, Managing Partner at
Matteoni, O’Laughlin & Hechtman (handout and video links:
https://connectingpaloalto.com/wp-content/uploads/2020/02/Item-3-All-Shared-at-
Meeting-XCAP-Meeting-2.5.20.pdf and https://midpenmedia.org/palo-alto-expanded-
community-advisory-panel8-252020/)
• Received feedback from PAUSD (letter link: https://connectingpaloalto.com/wp-
content/uploads/2020/02/InfoReport-SharedatMeeting-Feb262020-Churchill-Closure-
Impacts-PAUSD-Feb2020.pdf).
• Approved DRAFT outline of Final Report and assigned sections to be written by sub-
groups of the XCAP. Staff communicated that the bulk of the report is to be produced by
the XCAP and that Staff will be able to provide minimal assistance.
Making Progress:
The following list of items are requests that XCAP has made to Staff/consultants and is waiting
to receive:
Outstanding XCAP questions – Staff has provided a partial list of responses to a list of questions
that was finalized by XCAP on 1/29/2020. We are awaiting the remainder of the responses as
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they become available from Staff/consultants. Staff is unable to provide XCAP with an expected
completion date (as of last inquiry on 2/26/2020).
Measurable Criteria: XCAP has adopted the term “Measurable Criteria” for things that can be
measured (such as noise decibels) vs. other Council Criteria that are less quantifiable (such as
“facilitate movement across the corridor for all modes of transportation.”
XCAP has requested from Staff any data or metrics the City collects in the normal course of
business that can help XCAP apply the Council Criteria. For example, the Council Criteria lists
“Reduce Noise and Vibration.” XCAP has inquired if there are any city data related to baseline
decibel levels for comparison to information provided by consultants about future noise and
rough vibration estimates for various alternatives. Staff is unable to provide XCAP with an
expected delivery date (as of last inquiry on 2/26/2020).
Noise and Vibration Information: XCAP has been advised by Staff and consultants that specific
information related to noise and vibration is likely unavailable at this early juncture. However,
there are established broad standards that may be useful in highlighting differences between,
for example, the noise impacts of a hybrid vs. a viaduct. XCAP has also asked for the “menu of
mitigation alternatives” which would essentially list potential mitigation types and how they
could be applied against the alternatives to further mitigate known impacts. Staff is unable to
provide XCAP with an expected delivery date (as of last inquiry on 2/26/2020).
New Alternatives additional information:
Since the Council voted on Jan 21st to explore the “Partial Underpass” alterative for Churchill
and the “Underpass Alternatives” for Meadow and Charleston, AECOM has been working
expeditiously on providing information as it becomes available.
The Technical Working Group and the New Idea Proposers met with Staff and Consultants,
including City Staff from Utilities, Transportation and Public Works where detailed information
regarding the technical aspects of the new alternatives were discussed.
The Technical Working Group, along with the New Idea Proposers, will be meeting with AECOM
and Staff again to continue to review and advance the technical aspects of the alternatives prior
to public release of information. This is to avoid the scenario that happened at the February
town hall meeting where a map that had not been reviewed by the proponents, the Technical
Working Group or the XCAP was presented to the public.
Business Community Outreach:
XCAP has consistently voiced concern related to the lack of outreach to the business
community and the few comments to date from them on the alternatives. The XCAP member
that represented the Chamber of Commerce is no longer participating. Staff has informed the
Chair and Vice Chair that they are working on outreach to the business community and can
provide further information.
3
Website: The XCAP’s tight schedule has made it a challenge for Staff to update information
regularly. As of 3/11/2020 we do not have meeting minutes or summaries showing actions
taken or what happened at each meeting. In addition, there has been a lag, sometimes of 2-3
weeks, in posting links to the videos of the meetings on the XCAP website because we meet so
frequently. This is out of XCAP’s control and relies on Staff’s limited available time. We want to
make the Council aware of the situation since there have been complaints from constituents
about their ability to find information. Additional resources to support these types of functions
might be helpful.
Schedule and COVID-19 impacts:
Based on Santa Clara County Public Health guidelines, XCAP did not meet on March 4th or
March 11th. A large attendance was anticipated based on the unusually high volume of emails
from residents in both South and North Palo Alto that expressed their intent to attend the
meeting to give their feedback on the alternatives. Since a high proportion of XCAP attendees
are in the County Health Guideline’s higher-risk age groups, there was concern that holding a
meeting would be forcing at-risk citizens to choose between their own safety and their ability
to participate in deliberations. At this point, this two-week delay will impact the XCAP’s ability
to deliver our report by April 30th, even in the unlikely event we are able to have weekly
meetings from now until the deadline.
The April 30th deadline was set so that Council would have time, after their selection of
preferred alternatives, to determine whether to proceed with a November business tax ballot
measure, what form it might take and the amount of funds targeted. Before COVID-19 entered
the discussion, the Council seemed poised to consider a tax that would raise $10M per year or
less. Given the cost of even the least expensive alternatives, revenue range would not likely
provide nearly enough additional funding for the alternatives being considered, although it
might provide a “local share” to help secure Measure B funds and future regional, state or
federal funds. Consequently, a delay in the XCAP process would not necessarily inhibit with the
Council’s ability to still move ahead with the tax decision.
The level of uncertainty over COVID-19 in the coming months makes it difficult to estimate at
this time what impact this might have on the XCAP schedule. The bulk of all future agendas for
XCAP meetings were dedicated to XCAP deliberations and final report editing. XCAP has decided
that all votes and deliberations will be discussed publicly (no secret votes or ballots) in order for
the community to understand how the committee arrived at its recommendations. Broad
community participation in final deliberations is considered vital to build public support for the
process and, ultimately, the final selection by Council. While there may be a way to continue to
have XCAP meetings using technology and social distancing, we would be severely limiting the
public’s ability to participate in real time during deliberations. Ultimately, there could be
significant community resentment if the public is not able to have adequate participation in the
process due to restrictions from this pandemic.
Another consideration is the ability of the XCAP members to be able to attend physical
meetings and potential conflicts of getting a physical quorum to comply with the Brown Act. In
4
the best of times, deliberations on such sensitive issues are difficult and cumbersome to do
when some members might be present and others might be available only by phone or web.
Deliberations done only by phone make it hard to read body language and facial expressions,
which could ultimately lead to misunderstandings. The full attendance and participation of all
members is vital to representing the largest portion of the community possible throughout this
process.
If we are unable to continue having meetings that can include the public in the near future, the
XCAP still has a lot of work that it can continue to accomplish.
Tasks that can continue include:
• Writing and editing of all sections leading up to deliberations.
• Gathering all reference materials for the substantial appendix accompanying the report.
• The Technical Working Group can continue to liaise with Staff and Consultants on the
two new alternatives and help develop materials for public release when normal public
meetings resume.
A delay in the timeline could also be utilized to:
• Explore a more robust Community Outreach strategy that covers a broader citywide
engagement
• Pursue business outreach materials and activation of the business network
• Consider collaborating with local newspapers and other resources to capitalize on a
potential uptick in online readership during COVID-19
• Pursue collaboration with PAUSD to leverage their communications network to raise
awareness on the issue and to engage more with them about impacts of alternatives
Summary:
To date, XCAP has been very successful in analyzing the various alternatives, vetting new ones
and ultimately bringing forth three new alternatives that are directly in response to input from
the community throughout the process. In the current environment, it seems progress can still
be made even if public meetings are not possible.
The disruptions from the pandemic are unfolding and escalating rapidly and, therefore, the
impact on the schedule is difficult to fully anticipate.
We recommend the Council consider the following key questions:
• Does Council agree that XCAP public meetings should be postponed at this time?
• Does the XCAP recommendation target date for completion still apply?
• What are the implications of the delay relative to the Business Tax under consideration?