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2020-10-19 City Council Agenda Packet
City Council 1 MATERIALS RELATED TO AN ITEM ON THIS AGENDA SUBMITTED TO THE CITY COUNCIL AFTER DISTRIBUTION OF THE AGENDA PACKET ARE AVAILABLE FOR PUBLIC INSPECTION ON THE CITY OF PALO ALTO’S COUNCIL AGENDA WEBPAGE. Monday, October 19, 2020 Special Meeting 5:00 PM Agenda posted according to PAMC Section 2.04.070. Supporting materials are available online on the Thursday 11 days preceding the meeting. ****BY VIRTUAL TELECONFERENCE ONLY*** https://zoom.us/join Meeting ID: 362 027 238 Phone:1(669)900-6833 Pursuant to the provisions of California Governor’s Executive Order N-29-20, issued on March 17, 2020, to prevent the spread of Covid-19, this meeting will be held by virtual teleconference only, with no physical location. The meeting will be broadcast on Cable TV Channel 26, live on YouTube at https://www.youtube.com/c/cityofpaloalto, and Midpen Media Center at https://midpenmedia.org. Members of the public who wish to participate by computer or phone can find the instructions at the end of this agenda. To ensure participation in a particular item, we suggest calling in or connecting online 15 minutes before the item you wish to speak on. 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. 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 5:00-6:30 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 Subject: Julio Arevalo v. City of Palo Alto, et al. United States District Court, Northern District of California, Case No. 5:20-cv-04157-CRB Authority: Government Code Section 54956.9(d)(1) 1A.CONFERENCE WITH CITY ATTORNEY-EXISTING LITIGATION Subject: Gasque v. City of Palo Alto, Santa Clara County Superior Court, Case No. 20CV370681 Authority: Government Code Section 54956.9(d)(1) REVISED Public Comment Public Comment 2 October 19, 2020 MATERIALS RELATED TO AN ITEM ON THIS AGENDA SUBMITTED TO THE CITY COUNCIL AFTER DISTRIBUTION OF THE AGENDA PACKET ARE AVAILABLE FOR PUBLIC INSPECTION ON THE CITY OF PALO ALTO’S COUNCIL AGENDA WEBPAGE. Agenda Changes, Additions and Deletions Oral Communications 6:30-7:00 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 2.Approval of Action Minutes for the September 28 and October 5, 2020 City 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. 3.Approve and Authorize the City Manager or Designee to Execute Professional Services Agreement, Contract Number C21179544, With Kinectrics AES, Inc. in an Amount Not-to-Exceed $310,000 for the Electric Substation Grounding Design Capital Improvement Project EL-89044; and Authorization to Negotiate and Execute Related Change Orders in the Amount of $31,000 for a Total Not-to-Exceed Amount of $341,000 4.Approval of Professional Services Contract Number C21179272 With BKF Engineers in the Amount of $289,786 for Land Surveying Services Including $14,750 for Additional Services, for a Total Not-to-Exceed Amount of $304,536 5.Approval of two Recommended Modifications to the Small Business Grant Program: 1) New Grant Amounts of $5,000, and 2) Limiting Eligibility to Currently Operating Businesses; and a Budget Amendment in the General Fund 6.Approval and Authorization for the City Manager to Execute Amendment Number 1 to the Electric Enterprise Fund Contract Number C20177717 With Wire Wrangler, LLC, dba TW Power Line Construction, for the Caltrain Facility Relocation Project (EL-17007) and Wood Pole Replacement Project (EL-19004), to Increase the Authorization to Negotiate and Execute Related Change Orders by $110,000 to Cover COVID-19 Expenditures, for a Total Not-to-Exceed Amount of $2,207,049 7.Approval of the Acceptance and Appropriation of the Institute of Museum and Library Services (IMLS) CARES Act Grant and Approval of a Budget Amendment (Requires 2/3 Approval) for General Fund 3 October 19, 2020 MATERIALS RELATED TO AN ITEM ON THIS AGENDA SUBMITTED TO THE CITY COUNCIL AFTER DISTRIBUTION OF THE AGENDA PACKET ARE AVAILABLE FOR PUBLIC INSPECTION ON THE CITY OF PALO ALTO’S COUNCIL AGENDA WEBPAGE. Operating Budget in the Community Services Department and the Library Services Department City Manager Comments 7:10-7:20 PM Action Items Include: Reports of Committees/Commissions, Ordinances and Resolutions, Public Hearings, Reports of Officials, Unfinished Business and Council Matters. 7:20-8:45 PM 8.Preliminary Q1 Fiscal Year (FY) 2021 Financial Status Discussion and Potential Direction to Staff on Budget Revisions, Staffing Revisions, and Next Steps in Monitoring, Modeling, and Addressing Recovery Planning Approaches 8:45-10:00 PM 9.Consideration of Recommendations by the City Council Ad Hoc on Boards, Commissions and Committees (BCCs), Including Adopting a Handbook, Establishing Training, and Direction on Further Changes Including Term Limits and Reducing the Parks and Recreation Commission to Five Members Council Member Questions, Comments and Announcements Members of the public may not speak to the item(s) 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. Public Comment Public Comment 4 October 19, 2020 MATERIALS RELATED TO AN ITEM ON THIS AGENDA SUBMITTED TO THE CITY COUNCIL AFTER DISTRIBUTION OF THE AGENDA PACKET ARE AVAILABLE FOR PUBLIC INSPECTION ON THE CITY OF PALO ALTO’S COUNCIL AGENDA WEBPAGE. Additional Information Informational Report City of Palo Alto Sales Tax Digest Summary for the Second (Calendar) Quarter of 2020 (April-June) Semiannual Update on the Status of Capital Improvement Program Projects Conflict of Interest Code Biennial Notice Standing Committee Meetings Sp. Finance Committee October 20, 2020 Schedule of Meetings Schedule of Meetings Tentative Agenda Tentative Agenda Public Letters to Council Set 1 Set 2 5 October 19, 2020 MATERIALS RELATED TO AN ITEM ON THIS AGENDA SUBMITTED TO THE CITY COUNCIL AFTER DISTRIBUTION OF THE AGENDA PACKET ARE AVAILABLE FOR PUBLIC INSPECTION ON THE CITY OF PALO ALTO’S COUNCIL AGENDA WEBPAGE. Public Comment Instructions Members of the Public may provide public comments to teleconference meetings via email, teleconference, or by phone. 1.Written public comments may be submitted by email to city.council@cityofpaloalto.org. 2.Spoken public comments using a computer will be accepted through the teleconference meeting. To address the Council, click on the link below to access a Zoom-based meeting. Please read the following instructions carefully. A.You may download the Zoom client or connect to the meeting in- browser. If using your browser, make sure you are using a current, up-to-date browser: Chrome 30+, Firefox 27+, Microsoft Edge 12+, Safari 7+. Certain functionality may be disabled in older browsers including Internet Explorer. B. You may be asked to enter an email address and name. We request that you identify yourself by name as this will be visible online and will be used to notify you that it is your turn to speak. C. When you wish to speak on an Agenda Item, click on “raise hand.” The Clerk will activate and unmute speakers in turn. Speakers will be notified shortly before they are called to speak. D. When called, please limit your remarks to the time limit allotted. E. A timer will be shown on the computer to help keep track of your comments. 3.Spoken public comments using a smart phone will be accepted through the teleconference meeting. To address the Council, download the Zoom application onto your phone from the Apple App Store or Google Play Store and enter the Meeting ID below. Please follow the instructions B-E above. 4.Spoken public comments using a phone use the telephone number listed below. When you wish to speak on an agenda item hit *9 on your phone so we know that you wish to speak. You will be asked to provide your first and last name before addressing the Council. You will be advised how long you have to speak. When called please limit your remarks to the agenda item and time limit allotted. https://zoom.us/join Meeting ID: 362 027 238 Phone:1(669)900-6833 CITY OF PALO ALTO OFFICE OF THE CITY CLERK October 19, 2020 The Honorable City Council Attention: Finance Committee Palo Alto, California Approval of Action Minutes for the September 28 and October 5, 2020 City Council Meeting Staff is requesting Council review and approve the attached Action Minutes. ATTACHMENTS: • Attachment A: 09-28-20 DRAFT Action Minutes (PDF) • Attachment B: 10-05-20 DRAFT Action Minutes (PDF) Department Head: Beth Minor, City Clerk CITY OF PALO ALTO CITY COUNCIL DRAFT ACTION MINUTES Page 1 of 4 Special Meeting September 28, 2020 The City Council of the City of Palo Alto met on this date in Virtual Teleconference at 5:04 P.M. Participating Remotely: Cormack, DuBois, Filseth, Fine, Kniss, Kou, Tanaka Absent: Closed Session 1. CONFERENCE WITH CITY ATTORNEY-POTENTIAL LITIGATION Subject: Threatened Litigation by San Jose/Silicon Valley NAACP et al Regarding Non-resident Access to Foothills Preserve Authority: Potential Exposure to Litigation Under Government Code Section 54956.9(d)(2) and (e)(5) One Potential Case, as Defendant. Molly Stump, City Attorney, announced the title for Agenda Item Number 1 should read: “CONFERENCE WITH CITY ATTORNEY-EXISTING LITIGATION Subject: Gasque v. City of Palo Alto, Santa Clara County Superior Court, Case No. 20CV370681 Authority: Government Code Section 54956.9(d)(1)”. 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 7:24 P.M. Mayor Fine announced that Council will return to the Closed Session at the end of the meeting. Study Session 2. Update on City of Palo Alto's Race and Equity Work and Discussion of Next Steps. NO ACTION TAKEN DRAFT ACTION MINUTES Page 2 of 4 City Council Meeting Draft Action Minutes: 09/28/2020 Minutes Approval 3. Approval of Action Minutes for the September 14, 2020 City Council Meeting. MOTION: Mayor Fine, seconded by Council Member Cormack to approve the Action Minutes for the September 14, 2020 City Council Meeting. MOTION PASSED: 7-0 Consent Calendar Council Member Tanaka registered a no vote on Agenda Item Number 6. MOTION: Council Member Kniss moved, seconded by Council Member Cormack to approve Agenda Item Numbers 4-9. 4. Approval of Contract Number C21177400 With BKF Engineers for a Maximum Not-to-Exceed Amount of $329,689 for Design and Construction Support Services Related to Churchill Avenue and Alma Street Railroad Crossing Safety Improvements, Capital Improvement Project (PL-20000). 5. Resolution 9916 entitled “Resolution of the Council of the City of Palo Alto Approving and Attesting to the Veracity of the City's 2019 Annual Power Source Disclosure and Power Content Label Reports”. 6. Approval of Amendment Number 2 to Contract Number S20178094 With Management Partners, Inc., to Extend the Term Through March 31, 2021 and Increase Compensation by $85,000 for Procurement Advising Services for a new Not-to-Exceed Amount of $170,000. 7. Designation of the Voting Delegate for the League of California Cities Annual 2020 Conference, to be Held Virtually October 7-9, 2020; and Approval of Staff’s Recommendation to abstain on the League Resolution. 8. Authorization to Amend the Existing Agreement for Litigation Defense Services With the Law Firm of Jarvis Fay & Gibson (Contract S17168652) to Increase the Contract Amount by an Additional $15,000 for a Total Not-to-Exceed Amount of $130,000. 9. Interim Ordinance 5505 Entitled, “Ordinance of the Council of the City of Palo Alto Amending Chapters 18.28 (Special Purpose PF, OS and AC Districts) and 18.42 (Standards for Special Uses) of Title 18 (Zoning) of the Palo Alto Municipal Code (PAMC) to Adopt Temporary DRAFT ACTION MINUTES Page 3 of 4 City Council Meeting Draft Action Minutes: 09/28/2020 Regulations Relating to Safe Parking in PF Districts” (FIRST READING: September 14, 2020 PASSED 7-0). MOTION PASSED FOR AGENDA ITEM NUMBER 6: 6-1 Tanaka no MOTION PASSED FOR AGENDA ITEM NUMBERS 4-5, 8-9: 7-0 Council took a break at 9:01 P.M. and returned at 9:08 P.M. Action Items 10. Status Report and Direction Regarding Continued Participation in the San Mateo County Tourism Business Improvement District (TBID) or Adoption of Resolution 9917 to Withdraw Participation entitled, “Resolution of the Council of the City of Palo Alto to Withdraw the City of Palo Alto from the Boundaries of the San Mateo County Tourism Business Improvement District”. MOTION: Council Member Tanaka moved, seconded by Council Member Filseth to Adopt the Resolution and direct Staff to transmit the Resolution to the City of Burlingame with a request to take all steps necessary to implement withdrawal from the San Mateo County Tourism Business Improvement District effective January 2021; and to Authorize the City Manager to negotiate and pay necessary and reasonable administrative costs of the City of Burlingame to effectuate the request. MOTION PASSED: 7-0 11. Approval of a Contract With Baker Tilly US, LLP for Internal Auditor Services in an Amount Not-to-Exceed $1,300,000 for a Term Commencing October 1, 2020 through June 30, 2022, Including Approval of Four Initial Task Orders; Resolution 9918 entitled, “Resolution of the City Council of the City of Palo Alto Appointing Kyle O’Rourke, Senior Consulting Manager with Baker Tilly US, LLP, as the Palo Alto City Auditor”; and Amendment of the Table of Organization to Eliminate 4.0 Positions in Various Funds. MOTION: Council Member Kniss moved, seconded by Council Member Cormack to: A. Approve and authorize the Mayor or his/her designee to execute the attached professional services contract with Baker Tilly US, LLP for internal auditing services in an amount not to exceed $1,300,000 for a term commencing October 1, 2020 through June 30, 2022, including approval of four initial task orders detailing initial work commencing on October 1, 2020; DRAFT ACTION MINUTES Page 4 of 4 City Council Meeting Draft Action Minutes: 09/28/2020 B. Adopt a resolution appointing Kyle O’Rourke of Baker Tilly US, LLP, Certified Internal Auditor (CIA), as Palo Alto’s City Auditor; and C. Amend the Table of Organization to Eliminate 4.0 positions, 1.0 City Auditor position in the General Fund, and 3.0 Senior Performance Auditor positions (2.0 from the General Fund and 1.0 from the Utilities’ Enterprise Funds). MOTION PASSED: 7-0 Closed Session 1. CONFERENCE WITH CITY ATTORNEY-POTENTIAL LITIGATION; Subject: Threatened Litigation by San Jose/Silicon Valley NAACP et al Regarding Non-resident Access to Foothills Preserve; Authority: Potential Exposure to Litigation Under Government Code Section 54956.9(d)(2) and (e)(5); One Potential Case, as Defendant.) Council returned to the Closed Session at 10:22 P.M. Adjournment: The meeting was adjourned from the Closed Session at 11:36 P.M. CITY OF PALO ALTO CITY COUNCIL DRAFT ACTION MINUTES Page 1 of 4 Special Meeting October 05, 2020 The City Council of the City of Palo Alto met on this date in Virtual Teleconference at 5:04 P.M. Participating Remotely: Cormack, DuBois, Filseth, Fine, Kniss, Kou, Tanaka Absent: Study Session 1. 2951 El Camino Real [20PLN-00158]: Pre-screening of a Proposal to Rezone the Subject Property From CS (Service Commercial) and R-1 (Single-Family Residential) to Planned Home Zoning (PHZ) and Redevelop the Site With a Mixed-use Development That Includes Approximately 119 new Residential Units, 5,000 Square Feet of Office Space, and 1,000 Square Feet of Retail Space. Environmental Assessment: not a Project and any Subsequent Formal Application Would be Subject to the California Environmental Quality Act (CEQA). Zoning District: CS (Service Commercial) and R-1 (Single-Family). NO ACTION TAKEN Minutes Approval 2. Approval of Action Minutes for the September 21, 2020 City Council Meeting. MOTION: Mayor Fine moved, seconded by Council Member Cormack to approve the Action Minutes for the September 21, 2020 City Council Meeting. MOTION PASSED: 7-0 Consent Calendar Council Member Kou registered a no vote on Agenda Item Number 4. Council Member Kniss, Mayor Fine, and Council Member Tanaka registered a no vote on Agenda Item Number 7. MOTION: Vice Mayor DuBois moved, seconded by Council Member Kniss to approve Agenda Item Numbers 3-7. DRAFT ACTION MINUTES Page 2 of 4 City Council Meeting Draft Action Minutes: 10/05/2020 3. Resolution 9919 entitled, “Resolution of the Council of the City of Palo Alto Approving and Authorizing the City Manager to Execute the Professional Services Agreement Between the Northern California Power Agency (NCPA) and the Cities of Palo Alto and Santa Clara for Electric Transmission, Generation and Regulatory Consulting Services, on Behalf of the City of Palo Alto”, in an Amount Not-to-Exceed $821,875 Through October 31, 2025. 4. Approval of Fiscal Year 2020 Reappropriation Requests to be Carried Forward Into Fiscal Year 2021 and Budget Amendments in Various Funds. 5. Review and Approval of the 2020 Annual Williamson Act Contract Renewals Within Palo Alto City Limits. 6. Approval of Amendment Number 1 to Contract Number C20176363 With Magellan Advisors, LLC for an Integrated Fiber Expansion Approach and Acceleration of the Fiber-to-the-Premises (FTTP) Business Case, and to Increase Compensation by $285,065 for a Total Not-to-Exceed Amount of $497,576. 7. Ordinance 5506 entitled, “Ordinance of the Council of the City of Palo Alto Amending Section 18.18.090 (Parking and Loading) of Chapter 18.18 (Downtown Commercial District) of Title 18 (Zoning) of the Palo Alto Municipal Code (PAMC) to Temporarily Extend Ineligibility of Certain Uses to Participate in the University Avenue In-lieu Parking Program.” (FIRST READING: May 11, 2020 PASSED: 4-3). MOTION PASSED FOR AGENDA ITEMS 3, 5-6: 7-0 MOTION PASSED FOR AGENDA ITEM 4: 6-1 Kou no MOTION PASSED FOR AGENDA ITEM 7: 4-3 Kniss, Fine, Tanaka no Council took a break from 7:15 P.M. and returned at 7:30 P.M. Action Items 8. PUBLIC HEARING/LEGISLATIVE: Adoption of Several Ordinances Regarding Accessory Dwelling Units and Junior Accessory Dwelling Units Amending Palo Alto Municipal Code Titles 16 (Building) and 18 (Zoning); Amendments Include Repealing Section 18.42.040 (Accessory and Junior Accessory Dwelling Units) and Adding a new Chapter 18.09 (Accessory Dwelling Units and Junior Accessory Dwelling Units); and Updating Chapters 18.04 (Definitions), 16.58 DRAFT ACTION MINUTES Page 3 of 4 City Council Meeting Draft Action Minutes: 10/05/2020 (Development Impact Fees), 16.04 (California Building Code), 16.06 (California Residential Code), and 16.14 (California Green Building Standards Code). Environmental Assessment: Exempt From Review Under the California Environmental Quality Act (CEQA) Pursuant to Public Resources Code Section 21080.17 and CEQA Guidelines Sections 15061(b)(3), 15282(h), 15301, 15302 and 15305 (CONTINUED FROM AUGUST 17, 2020). Public Hearing opened at 8:05 P.M. Public Hearing closed at 8:39 P.M. Council took a break at 9:40 P.M. and returned at 9:48 P.M. MOTION: Vice Mayor DuBois moved, seconded by Council Member Filseth to: A. Adopt the Ordinances amending Palo Alto Municipal Code Titles 16 (Building) and 18 (Zoning) to amend regulations for Accessory Dwelling Units (ADUs) and Junior Accessory Dwelling Units (JADUs); and B. Direct the Planning and Transportation Commission (PTC) to look at deed restricted affordable ADU’s. INCORPORATED INTO THE MOTION WITH THE CONSENT OF THE MAKER AND SECONDER to add to the Motion, “Direct Staff to continue working with the community, including the ADU Task Force, during the PTC process.” (New Part C) MOTION AS AMENDED RESTATED: Vice Mayor DuBois moved, seconded by Council Member Filseth to: A. Adopt the Ordinances amending Palo Alto Municipal Code Titles 16 (Building) and 18 (Zoning) to amend regulations for Accessory Dwelling Units (ADUs) and Junior Accessory Dwelling Units (JADUs); B. Direct the Planning and Transportation Commission (PTC) to look at deed restricted affordable ADU’s; and C. Direct Staff to continue working with the community, including the ADU Task Force, during the PTC process. MOTION AS AMENDED PASSED: 7-0 DRAFT ACTION MINUTES Page 4 of 4 City Council Meeting Draft Action Minutes: 10/05/2020 9. Approval of an Extension of the Pilot Phase of the Old Palo Alto Residential Preferential Parking Program (RPP) for a Period of Twelve Months (CONTINUED FROM SEPTEMBER 14, 2020). MOTION: Council Member Kou moved, seconded by Vice Mayor DuBois to direct Staff to return to Council with a Resolution to establish the Old Palo Alto Residential Preferential Parking (RPP) Program as an ongoing RPP District. SUBSTITUTE MOTION: Council Member Cormack moved, seconded by Mayor Fine to extend the pilot phase of the Old Palo Alto Residential Preferential Parking (RPP) Program for twelve months ending on October 31, 2021. SUBSTITUTE MOTION FAILED: 3-4 DuBois, Filseth, Kou, Tanaka no MOTION RESTATED: Council Member Kou moved, seconded by Vice Mayor DuBois to direct Staff to return to Council with a Resolution to establish the Old Palo Alto Residential Preferential Parking (RPP) Program as an ongoing RPP District. MOTION PASSED: 6-1 Fine no 10. Review and Discussion of the City of Palo Alto's Public Art Program, and Direct Staff to Either Amend the Municipal Code to Temporarily Suspend the One Percent for Public Art in Municipal Projects and/or Private Development Projects for two Years, or Provide Other Direction to Staff. MOTION: Council Member Kniss moved, seconded by Council Member Cormack to not suspend the one percent for public art in municipal projects and/or private development projects for two years. MOTION PASSED: 7-0 Adjournment: The meeting was adjourned at 11:37 P.M. City of Palo Alto (ID # 11498) City Council Staff Report Report Type: Consent Calendar Meeting Date: 10/19/2020 City of Palo Alto Page 1 Summary Title: Electric Substation Grounding Design Title: Approve and Authorize the City Manager or Designee to Execute Professional Services Agreement, Contract Number C21179544, With Kinectrics AES Inc. in an Amount Not-to-Exceed $310,000 for the Electric Substation Grounding Design Capital Improvement Project EL-89044; and Authorization to Negotiate and Execute Related Change Orders in the Amount of $31,000 for a Total Not-to-Exceed Amount of $341,000 From: City Manager Lead Department: Utilities Staff recommends that Council: 1. Approve and authorize the City Manager or designee to execute a professional services agreement, No. C21179544 with Kinectrics AES Inc., in an amount not-to-exceed $310,000, for design of electric utility substation grounding plans and standards, as part of the Substation Facility Improvements (WBS EL-89044) Capital Improvement Project. 2. Authorize the City Manager or designee to negotiate and execute one or more change orders to the agreement with Kinectrics AES Inc. for related additional, but unforeseen, work which may develop during the project; the total of which will not exceed $31,000 or 10% of the total price; the total not-to-exceed (NTE) amount for the agreement is $341,000. Background City of Palo Alto Utilities (CPAU) owns and operates the City’s electric distribution system, serving approximately 30,000 customers. The City receives power over PG&E transmission lines at 115,000 volts (115 kV) at the Colorado Power Station (COP) and transforms this to 60,000 volts (60 kV) to feed the city’s sub-transmission system linking nine distribution substations, in a looped configuration. The substation grounding grid system has two functions. The first provides a means of dissipating electric current into the earth without exceeding the operating limits of the equipment. The second provides a safe environment to protect personnel in the vicinity of the Q CITY OF PALO ALTO City of Palo Alto Page 2 grounded facilities from the dangers of electric shock under abnormal conditions such as ground faults. Discussion The existing grounding grids at the nine substations need to be brought to current standards to safely protect personnel and equipment. During the last 50-70 years since the substations were constructed, design standards have improved considerably, improving ground grid system capabilities to safely sustain ground fault conditions. Due to the corrosive nature of soil on copper, industry case studies and practices suggest that the useful life of ground grids is approximately 50 years. Recent faults have damaged grounding grid components at some locations, which stresses the need for this design update. The equipment that is protected via proper grounding includes substation large power transformers, power capacitors, current transformers, potential transformers, utility switches, large circuit breakers, control buildings, cabinets, panels, switchgear, steel structures, cables, and any conductive material on the ground, in the ground, or above the ground, including the substation metal fences that can be contacted by personnel. The design will study, test, and account for soil resistivity and existing grounding conditions at each of nine substation locations. The design will consider proper sizing, quantity, connections to, and placement of grounding grid wiring, ground rods, ground connections to the equipment, lightning arrestors, fencing, gates, and related equipment. Deliverables will include specific ground grid construction drawings for each substation with associated, engineered reports, standard engineering grounding drawings, and updated engineering grounding standards that will be used by CPAU Engineering and Operations. The results of this study will be used to determine and budget the succeeding construction phases over multiple years, some of which will be performed concurrently alongside other major improvements in the substation system. City of Palo Alto Page 3 Solicitation Process On July 21, 2020, a notice soliciting proposals for a Request for Proposals (RFP) for the Design of Electric Substation Grounding was posted at City Hall and on the Planet Bids portal, with a utility engineering proposal estimate of $400,000. The solicitation was open for 5 weeks and bids were received from eight Proposers on August 26, 2020. Summary of Solicitation Process Proposal Title Electric Substation Grounding Design Proposal Number 179544 Proposed Length of Project 6 months Number of Proposal packages downloaded 1,850 Total Days to Respond to Proposal 36 Number of Proposals Received 8 Proposal Costs Range $178,596 to $413,383 Company Name Location (City, State) Amount Kinectrics AES Inc. Fremont, CA $310,000 Evaluation of Services Staff used the following criteria during the evaluation process to identify the successful proposer. Staff selected Kinectrics AES Inc. over the lowest cost proposal for scoring significantly higher on quality of the proposal and the quality, performance and effectiveness of the solution. Evaluation criteria included: • Quality of the proposal • Quality, performance and effectiveness of the solution • Proposer’s experience • Cost to the City • Proposer’s financial stability • Proposer’s compliance to technical specifications and commercial terms • Proposer’s ability to perform the contract within the time specified • Proposer’s prior record of performance with CPAU or others • Any other factor the city deems relevant as specified in the request for proposals Specifically, Kinectrics is one of the few assessment, testing, and engineering firms able to complete the entire project from beginning to end, in-house, with the latest equipment and methods. Kinectrics proposed a grounding modelling software that is the industry standard and which staff expects to be easily scalable in future years as CPAU performs necessary updates. City of Palo Alto Page 4 Based on Kinectrics’ references, they are indeed a full-service firm, offering both technical and project management expertise that other large engineering firms provide. Kinectrics is also the only proposer who included a full assessment of the existing ground grid and full soil resistivity testing, both short survey and long survey, which staff found to be a critical factor in the design for Palo Alto. The lowest cost proposal did offer some pre-assessment testing at additional cost while using methods that could require CPAU to deenergize the City’s electric transmission line, which is not the preferred option. The lowest cost proposal, as most of the others, offered short-cuts to this critical pre-design testing. Kinectrics does their testing and assessment using equipment and methods that do not affect the energization of the City’s system. Kinectrics’ also provided a sample test plan and report which gives the exact level of detail and information CPAU is seeking before moving forward to the construction phase. The lowest bidder, as most of the other proposers, did not provide this type of detailed plan. Resource Impact Funding is available in the FY 2021 Electric budget for this project under capital improvement project EL-89044 (Substation Facility Improvements). Policy Implications The approval of this electric enterprise Fund professional services contract is consistent with existing City policies. This recommendation is consistent with the Council-approved Utilities 2018 Strategic Plan (Staff Report 9022), especially the strategic objective to: “Establish a proactive infrastructure replacement program, based on planned replacement before failure to support reliability and resiliency.” This contract is on the City’s professional services contract template, which permits the City to terminate without cause for convenience by providing written notice to the contractor. In the event the City finds itself facing a challenging budget situation, and it is determined that City resources need to be refocused elsewhere, the City can terminate for convenience. Other options include termination due to non-appropriation of funds or amending the contract to reduce the cost, for example, by reducing the scope of work. The contract may also be suspended by written notice of the City Manager. Stakeholder Engagement Thete was no community involvement requried. Environmental Review Approval of the attached contract is not subject to California Environmental Quality Act (CEQA) review because the design work contemplated does not meet the definition of a “project” that will result in any physical change to the environment, under Public Resource Code section 21065. City of Palo Alto (ID # 11555) City Council Staff Report Report Type: Consent Calendar Meeting Date: 10/19/2020 City of Palo Alto Page 1 Summary Title: Approval of Land Surveying Services Contract For FY2021 with BKF Engineers Title: Approval of Professional Services Contract Number C21179272 With BKF Engineers in the Amount of $289,786 for Land Surveying Services, Including $14,750 for Additional Services, for a Total Not-to-Exceed Amount of $304,536 From: City Manager Lead Department: Utilities Recommendation Staff recommends that the City Council approve and authorize the City Manager, or his designee, to execute Contract No. C21179272 with BKF Engineers in a total not-to-exceed amount of $304,535.60 to provide land surveying services; including $289,785.60 for Basic Services and up to $14,750 for Additional Services. Background The Utilities Engineering Division Water, Gas, and Wastewater (WGW) performs in-house design for all pipe main replacement projects under the Capital Improvement Program (CIP). Since 2010, WGW Engineering has contracted with several land surveying companies to collect GPS survey points of existing above-ground features within the project areas for WGW pipe main replacement projects. This information is used to verify and correct the existing Utility GIS base map and obtain the elevations of existing underground utilities. An updated base map increases the accuracy of utility design drawings and minimizes utility conflicts when installing new utilities. Discussion This surveying services contract will cover approximately 55,800 linear feet of various streets throughout the City over a period of 40 weeks. Topographic survey data will be collected within the entire width of the public right-of-way and on a portion of private properties. The survey data collected will help advance Water, Gas, and Sewer projects including Water Main Replacement Project 29; Gas Main Replacement Projects 24 and 25; and Sanitary Sewer Rehabilitation Project 31. Q CITY OF PALO ALTO City of Palo Alto Page 2 On July 10, 2020, a request for proposals (RFP) for the Surveying Services FY21 was posted on PlanetBids through the City’s web portal and sent to 544 vendors. In addition, 15 local surveying companies not registered in PlanetBids were contacted and provided with the project bid information. Utilities Department received responses from five consulting firms. Utilities Engineering staff reviewed the proposals for accuracy and completeness and rated the consultants based on the factors defined in Palo Alto Municipal Code Section 2.30.410. The proposal review process was conducted in three steps. In the first step the department reviewed the proposal quality, consultant’s qualifications, performance of similar work, ability to provide services, work performed for the City, etc. Each proposal was evaluated and scored in these categories. In the second step, Purchasing reviewed the costs and entered the pricing scores accordingly. In the third step, the scoring is weighted based on the weighting provided in the RFP and the consultants were ranked. BKF Engineers was the highest ranked proposer. After BKF was selected as the top-ranked proposer, staff negotiated the final price and scope of the work. Based on our previous experience with BKF in a surveying contract, the price they included in the proposal was determined to be a fair price for the work being performed. BKF is one of the larger engineering and surveying companies with adequate resources to allocate staff to perform the work under this contract. In addition, BKF was awarded a contract in June 2019 for the Surveying Services FY20 project (Staff Report #10245). They performed satisfactory work and completed the project on schedule. The lowest cost proposal was not ranked in the top two overall ranking because they did not demonstrate qualification and work experience for all three utilities (water, gas and wastewater). The proposed cost of $289,786 for this current contract is 2.8 percent below Engineering Division’s estimate of $298,145. The submitted quote is reasonable for the scope of this project and market conditions. In addition, the proposed linear foot pricing of $5.19 is the same rate as the 2019 BFK contract. Due to the nature of the work, prevailing wages apply to this contract. City of Palo Alto Page 3 Summary of Solicitation Process: Proposal Description/Number RFP #179272 Proposed Length of Project 40 weeks Number of Notices sent to Vendors via City’s eProcurement System (PlanetBids) 544 Number of RFP Packages Downloaded by Consultants 24 Total Days to Respond to Proposal 30 Number of Proposals Received 5 Cost Range $232,600 to $331,850* Company Name Address Bid 1: BKF Engineers 1730 N. First Street, Suite 600 San Jose, CA 95112 Bid 2: R.E.Y. 707 North Shoreline Blvd. Mountain View, CA 94043 Bid 3: RJA 8055 Camino Arroyo Gilroy, CA 95020 Bid 4: Sandis Civil 1700 S Winchester Blvd. #200 Campbell, CA 95008 Bid 5: Triad/Holmes 777 Woodside Road #2A Redwood City, CA 94061 *Proposal summary found here: http://cityofpaloalto.org/civicax/filebank/documents/78595 Resource Impact Funding for the contract is available in the FY 2021 Utility GIS Data project (WS-02014). Water, Gas, Wastewater will each be responsible for one-third of the cost. Policy Implications The approval of this contract is consistent with existing City policies including the Council approved 2018 Utilities Strategic Plan Strategic Objectives: Priority 3 Strategy 4 - "Implement technologies to improve response time, security and operational efficiency." Stakeholder Engagement Stakeholder engagement for this project consisted of the request for proposal and bidding process described above. No public engagement was deemed necessary. Environmental Review Council’s approval of this term agreement for surveying services is categorically exempt from the California Environmental Quality Act (CEQA) under CEQA Guidelines 15301(b) (operation, repair, maintenance of existing utility facilities), thus no environmental review is required. City of Palo Alto (ID # 11602) City Council Staff Report Report Type: Consent Calendar Meeting Date: 10/19/2020 City of Palo Alto Page 1 Summary Title: Continuing the Business Grant Program with private donations Title: Approval of two Recommended Modifications to the Small Business Grant Program: 1) New Grant Amounts of $5,000, 2) Limiting Eligibility to Currently-operating Businesses; and a Budget Amendment in the General Fund From: City Manager Lead Department: City Manager Recommendation Staff recommends that Council approve the following modifications to the Small Business Grant Program as the program transitions from City funding to private funding: 1. Approve $5,000 as the funding level of each selected business-grantee, and 2. Add an eligibility criterion: Grantees must be currently operating as of the date they are selected, and 3. Amend the FY 2021 Budget Appropriation Ordinance (two-thirds majority approval) for the General Fund by: a. Increasing the City Manager’s appropriation for revenue by $33,000; b. Increasing the City Manager’s appropriation for general services expense by $33,000 Background On May 4, 2020, Council established a Small Business Grant Program to assist local businesses during the COVID-19 pandemic. Part of the program’s design included each business-grantee receiving $10,000 or two months of operating expenses, whichever is less, funded through a $500,000 allocation from the City’s General Fund. By mid-August 2020, 50 local businesses received grants from the General Fund. Forty-nine received $10,000; one received $7,775 (monthly expenses were less than $5,000/month), leaving $2,225 of the original $500,000. Discussion CITY OF PALO ALTO City of Palo Alto Page 2 Part of Council’s direction on May 4, 2020 included establishing a donation program whereby private individuals and businesses could donate money to help continue the grant program. Consequently, the City entered into a partnership with the East Bay Community Foundation (EBCF), which established the Palo Alto Business Relief Fund to accept tax-deductible donations directly benefiting local businesses. As of this writing, there is approximately $30,000 in the Fund. When added to the remaining $2,225, there is about $32,225 available for the grant program as of late September 2020. In continuing the program, staff suggests two modifications to the program’s current design: (1) provide no more than $5,000 to each business-grantee, and (2) establish “currently operating” as a new eligibility criterion. The lowering of the funds from $10,000 to $5,000 reflects the smaller pool of currently available funding. The Fund will remain open for future donations and if the pool grows significantly, the City will fund additional businesses at the $5,000 level. The additional criterion of “currently operating” reflects the unfortunate reality that some businesses may not be open or reopen. Alternatively, currently operating businesses may be operating indoors, outdoors, though deliveries, curbside pick-up, live online lessons, or other means. In order to ensure that the private donations are assisting businesses that remain in operation, and not those that have temporarily or permanently closed, staff recommends Council adopt as an eligibility criterion businesses that are currently operating, meaning operating in some form as of the date they are selected to apply for a grant. In all other aspects, such as manner of selection, review process, and eligibility criteria, the program will remain the same. Resource Impact There are no new financial impacts associted with the recommendation. Future grants will primarily come from private donors, in addition to the small amount of city funding ($2,225) remaining in the program. Private donations will be sent to the City from the EBCF and received as revenue in the City Manager’s Office budget. Future grants will be sent to grantees from the expense budget of the City Manager’s Office at a total amount that does not exceed the total revenue. This is a net zero change to the City Manager’s Office FY2021 budget. If additional donations are received, budget adjustments will be brought forward to recognize corresponding revenue and expenses for the program. Since this is a change in appropriations it requires a two-thirds majority vote of the City Council. Stakeholder Engagement For the next round of grants, all business who have submitted a pre-application form, at any time, will be included in the drawing. This includes businesses who were included in the first May drawing, but were not selected to apply for a grant. As before, all pre- City of Palo Alto Page 3 applicants chosen from the drawing will asked to apply for a grant by submitting documents to demonstrate eligibility, which will be reviewed by staff. The pre-application form has remained on the City’s website since the inception of the grant program, allowing businesses to complete the form at any time. And staff will communicate to the business community the date of the next drawing well in advance, to allow ample time for those who have not completed the form to do so. Environmental Review Accepting the staff recommendation does not meet the definition of a “project” under the California Environmental Quality Act and therefore, no environmental review is required. City of Palo Alto (ID # 11652) City Council Staff Report Report Type: Consent Calendar Meeting Date: 10/19/2020 City of Palo Alto Page 1 Summary Title: Amendment to Utility Pole Replacement Contract with TW Powerline Title: Approval and Authorization for the City Manager to Execute Amendment Number 1 to the Electric Enterprise Fund Contract Number C20177717 With Wire Wrangler, LLC, dba TW Power Line Construction, for the Caltrain Facility Relocation Project (EL-17007) and Wood Pole Replacement Project (EL-19004), to Increase the Authorization to Negotiate and Execute Related Change Orders by $110,000 to Cover COVID-19 Expenditures, for a Total Not-to-Exceed Amount of $2,207,049 From: City Manager Lead Department: Utilities RECOMMENDATION Staff recommends that Council: 1. Approve and authorize the City Manager or designee to execute Amendment Number 1 (Attachment A) to contract C20177717 with Wire Wrangler, LLC, dba TW Power Line Construction (Linked Contract), to increase the contingency authorization by $110,000 for a new total amount not to exceed $2,207,049 for the Caltrain Facility Relocation Project (EL-17007) and the Wood Pole Replacement Project for 2020 (EL-19004). 2. Staff recommends that Council delegate authority to the City Manager or his designee to approve and execute change orders to the contract with Wire Wrangler, LLC, dba TW Power Line Construction, for additional related, but unforeseen work, which may develop during the project, including adjustments for COVID-19; the total of which shall not exceed $300,641. The amended total not to exceed authorized amount is $2,207,049, which includes a contract amount of $1,906,408 and a contingency of $300,641. DISCUSSION The Wood Pole Replacement 2020 project includes 84 utility poles (out of a total of 6,000 poles in the system), which need replacement. Many of these poles are in difficult locations such as Q CITY OF PALO ALTO City of Palo Alto Page 2 residential backyards. The original least-cost process for pole replacement required large numbers of residential outages for up to 12 hours per outage (in one instance affecting about 200 residential properties). In the past few weeks, COVID-19 work from home orders and online school attendance have been exacerbated by a combination of extreme hot weather and bad air quality from wildfires, making residential power outages very difficult for customers to work around. To reduce the impact, work shutdowns have been ordered on extreme heat event days, and alternative (higher cost) pole replacement techniques were employed to reduce the duration of outages and number of customers affected. An estimated $110,000 of the original authorized contingency of $190,461 has been used to cover the change orders generated from these COVID-19 adjustments. There are still five (5) poles requiring replacement, the work on nine (9) remaining Caltrain crossings, and just $10,000 left for further contingencies. The $110,000 requested increase will cover contingencies and change orders for the remaining work, including further COVID-19 adjustments. RESOURCE IMPACT The estimated $110,000 for the COVID-19 adjustments to date is broken down into these three components: • Investigation to perform special procedure to minimize outages: 21K • Alternative work as the result of the investigation above: 45k • Cancellation of four pole replacements on Sep 15: 44k STAKEHOLDER ENGAGEMENT Residents have contacted Utilities staff and the City Manager to explain the difficulties they are facing from extended power outages in the current situation. The COVID-19 adjustments have been made to address and mitigate customer concerns. ENVIRONMENTAL REVIEW This project is categorically exempt from California Environmental Quality Act (CEQA), under CEQA Guidelines Sec. 15301 (repair or maintenance of existing facilities), and Sec. 15302 (replacement or reconstruction of existing structures and facilities). Attachments: • Attachment B - Amendment No. 1 to C20177717 Vers.: Aug. 5, 2019 Page 1 of 3 AMENDMENT NO. 1 TO CONTRACT NO. C20177717 BETWEEN THE CITY OF PALO ALTO AND WIRE WRANGLER, LLC, DBA TW POWER LINE CONSTRUCTION This Amendment No. 1 (this “Amendment”) to Contract No. C20177717 (the “Contract” as defined below) is entered into as of October 19, 2020, by and between the CITY OF PALO ALTO, a California chartered municipal corporation (“CITY”), and WIRE WRANGLER, LLC dba TW Power Line Construction, a limited liability company, located at 1677 Eureka Road, Roseville, CA 95661 (“CONTRACTOR”). CITY and CONTRACTOR are referred to collectively as the “Parties” in this Amendment. R E C I T A L S A. The Contract (as defined below) was entered into by and between the Parties hereto for the provision of Pole Replacement & Caltrain Facility Relocation Services, at various locations in Palo Alto, as detailed therein. B. The Parties now wish to amend the Contract in order to increase the City’s authorization to negotiate and execute change orders in the amount of $300,641, for a total not- to-exceed amount of $2,207,049. NOW, THEREFORE, in consideration of the covenants, terms, conditions, and provisions of this Amendment, the Parties agree: SECTION 1. Definitions. The following definitions shall apply to this Amendment: a. Contract. The term “Contract” shall mean Contract No. C20177717 between CONSULTANT and CITY, dated June 22,2020. b. Other Terms. Capitalized terms used and not defined in this Amendment shall have the meanings assigned to such terms in the Contract. SECTION 2. Section 7.1 of the Contract is hereby amended to read as follows: 7.1 Contract Sum. Contractor shall be compensated for satisfactory completion of the Work in compliance with the Contract Documents the Contract Sum of Two Million Two Hundred and Seven Thousand Forty Nine Dollars ($2,207,049). [This amount includes the bid items 1 to 95.] DocuSign Envelope ID: B2157CBA-D7BE-4DEF-897A-86EF5D9DB734 Vers.: Aug. 5, 2019 Page 2 of 3 SECTION 3. Legal Effect. Except as modified by this Amendment, all other provisions of the Contract, including any exhibits thereto, shall remain in full force and effect. SECTION 6. Incorporation of Recitals. The recitals set forth above are terms of this Amendment and are fully incorporated herein by this reference. (SIGNATURE BLOCK FOLLOWS ON THE NEXT PAGE.) DocuSign Envelope ID: B2157CBA-D7BE-4DEF-897A-86EF5D9DB734 Vers.: Aug. 5, 2019 Page 3 of 3 SIGNATURES OF THE PARTIES IN WITNESS WHEREOF, the Parties have by their duly authorized representatives executed this Amendment effective as of the date first above written. CITY OF PALO ALTO City Manager APPROVED AS TO FORM: City Attorney or designee WIRE WRANGLER, LLC, DBA TW POWER LINE CONSTRUCTION Officer 1 By: Name: Title: Officer 2 By: Name: Title: DocuSign Envelope ID: B2157CBA-D7BE-4DEF-897A-86EF5D9DB734 Vice President & GC Brian Corrigan Blake Edwards Project Manager r-:: DocuSigned by: ~~c~~~[s Certificate Of Completion Envelope Id: B2157CBAD7BE4DEF897A86EF5D9DB734 Status: Completed Subject: Please DocuSign: Amendment 1- Wire Wrangler.pdf Source Envelope: Document Pages: 3 Signatures: 2 Envelope Originator: Certificate Pages: 2 Initials: 0 Terry Loo AutoNav: Enabled EnvelopeId Stamping: Enabled Time Zone: (UTC-08:00) Pacific Time (US & Canada) 250 Hamilton Ave Palo Alto , CA 94301 Terry.Loo@CityofPaloAlto.org IP Address: 199.33.32.254 Record Tracking Status: Original 9/30/2020 2:10:43 PM Holder: Terry Loo Terry.Loo@CityofPaloAlto.org Location: DocuSign Security Appliance Status: Connected Pool: StateLocal Storage Appliance Status: Connected Pool: City of Palo Alto Location: DocuSign Signer Events Signature Timestamp Brian Corrigan brian@twpowerline.com Vice President & GC Security Level: Email, Account Authentication (None)Signature Adoption: Pre-selected Style Using IP Address: 192.92.1.249 Sent: 9/30/2020 2:15:45 PM Viewed: 9/30/2020 2:16:17 PM Signed: 9/30/2020 2:23:37 PM Electronic Record and Signature Disclosure: Not Offered via DocuSign Blake Edwards blake@twpowerline.com Project Manager Security Level: Email, Account Authentication (None)Signature Adoption: Pre-selected Style Using IP Address: 67.169.17.105 Signed using mobile Sent: 9/30/2020 2:23:39 PM Viewed: 9/30/2020 2:24:22 PM Signed: 9/30/2020 2:40:48 PM Electronic Record and Signature Disclosure: Not Offered via DocuSign In Person Signer Events Signature Timestamp Editor Delivery Events Status Timestamp Agent Delivery Events Status Timestamp Intermediary Delivery Events Status Timestamp Certified Delivery Events Status Timestamp Carbon Copy Events Status Timestamp Tabatha Boatwright tabatha.boatwright@cityofpaloalto.org Administrative Associate III City of Palo Alto Security Level: Email, Account Authentication (None) Sent: 9/30/2020 2:40:51 PM Electronic Record and Signature Disclosure: Not Offered via DocuSign Docu~ ■ SfCi.lltJll ~ DocuSigned by: bvi~ {6vvi~ B74358CF230F459 COPIED Carbon Copy Events Status Timestamp Henry Nguyen Huynh.Nguyen@CityofPaloAlto.org Senior Electric Engineer Security Level: Email, Account Authentication (None) Sent: 9/30/2020 2:40:52 PM Electronic Record and Signature Disclosure: Not Offered via DocuSign Witness Events Signature Timestamp Notary Events Signature Timestamp Envelope Summary Events Status Timestamps Envelope Sent Hashed/Encrypted 9/30/2020 2:40:52 PM Certified Delivered Security Checked 9/30/2020 2:40:52 PM Signing Complete Security Checked 9/30/2020 2:40:52 PM Completed Security Checked 9/30/2020 2:40:52 PM Payment Events Status Timestamps COPIED City of Palo Alto (ID # 11676) City Council Staff Report Report Type: Consent Calendar Meeting Date: 10/19/2020 City of Palo Alto Page 1 Summary Title: Approval of IMLS CARES Grant Title: Approval of the Acceptance and Appropriation of Institute of Museum and Library Services (IMLS) CARES Grant and Approval of a Budget Amendment (Requires 2/3 Approval) for General Fund Operating Budget in Community Services Department and Library Services Department From: City Manager Lead Department: Library Recommended Motion Staff recommends that City Council approve and accept the following: 1. Acceptance of a $128,286 CARES Act Grant for facilitation of virtual programming at the Library, Art Center, and Junior Museum and Zoo. 2. Amendment of the Fiscal Year 2021 Budget Appropriation for the General Fund Operating Budget, by a 2/3 vote, for: a. The Library Department by: i. Increasing the revenue estimate for grants by $48,156; and ii. Increasing the expense appropriation by $48,156; and b. The Community Services Department (CSD) by: i. Increasing the revenue estimate for grants by $80,130; and ii. Increasing the expense appropriation by $80,130. Background As part of the nation’s response to the pandemic through the Coronavirus Aid, Relief, and Economic Security (CARES) Act, the Institute for Museum and Library Services (IMLS) funded direct grants to respond quickly, efficiently, and with significant impact to the national emergency. The goal of this grant program is to support the role of museums and libraries in responding to the coronavirus pandemic in ways that meet the immediate and future COVID-19 needs of the communities and audiences they serve. The CARES Act provided funds to the IMLS “to prevent, prepare for, and respond to coronavirus…to expand digital network access, purchase internet accessible devices, and provide technical support services” for the benefit of communities impacted by the public health emergency. IMLS accepted grant applications for projects that will create opportunities for museums and City of Palo Alto Page 2 libraries to support positive socio-economic change now and in a future reopened environment. This can be through preserving jobs, staff training and development, addressing the digital divide, planning for reopening, and providing technical support and capacity building for digital inclusion and engagement, prioritizing our highest-need communities. The Library, Art Center, and Junior Museum & Zoo (JMZ) joined forces to apply to this grant as a collaborative effort. The project will also coordinate with city, school, and nonprofit entities, including Ravenswood and Palo Alto School Districts, senior facilities, and other local nonprofits serving the target audiences to coordinate virtual programs. The goal of the grant application was to provide an elevated quality of virtual programs to the Palo Alto community by training staff, purchasing advanced studio equipment, and hiring additional specialized staff. On September 28, 2020, the City of Palo Alto was notified of their award of the grant. There was a 5% acceptance rate for this grant. Discussion “From Onsite to Virtual: Expanding Access to Community Learning Resources” is a collaborative partnership project between the Palo Alto City Library, the Palo Alto Art Center, and the City of Palo Alto Junior Museum and Zoo that will build capacity in developing and implementing virtual programming and events that meet the expressed needs (noted in Stakeholder Engagement) of the community amid the COVID-19 pandemic. The project includes in-depth staff training in digital content development with the MidPeninsula Media Center and will result in a model for best practices in virtual programs for museums and libraries through the creation of a digital playbook that can be employed throughout the field. In addition to serving the general public, target audiences include older adults, school children and districts, and museum and library staff throughout the country. The Library will use the training, equipment, online platform and software contracts, and staffing to build capacity in developing and implementing virtual programming and events. The Library will assist in implementing the technology infrastructure piece of this project, setting up and collaborating with CSD to maintain all three virtual program studios that will be used by the Library, JMZ, and Art Center to produce virtual programming. The Library will develop further virtual programs targeting teens through engagement with the Teen Library Advisory Board and CSD Teen groups. The Library will also focus on virtual programming for Seniors and English-as- a-second-language Learners. The Junior Museum & Zoo will use the training, equipment, contracted teachers and staffing to expand and improve their virtual fee-based and grant-funded science offerings for school students, children, and families. These virtual offerings will form an important outreach tool as the JMZ is currently closed but planning to open its brand-new renovated facility in the spring of 2021. The Art Center will use the training, equipment, contracted teaching artists and additional staff support to enhance capacity for digital program delivery. This grant will allow the Art Center to City of Palo Alto Page 3 provide virtual exhibitions and virtual community engagement opportunities around them, enhance the quality of fee-based virtual classes for adults, children, and teens, and provide virtual school tours that supplement online and in-person instruction with essential social and emotional learning opportunities. The Art Center will also use funds to explore virtual events (such as the popular Friday Night at the Art Center) and to create virtual engagement opportunities for the Art Center Teen Leadership program. Overall project goals are: • Increased capacity of all staff at the Library, Art Center, and JMZ to plan, develop, implement, and evaluate distributed programs • Increase of 25% in distributed programs offered by the Library, Art Center, and JMZ • Development of a digital playbook that will be posted online, available to all organizations seeking to increase quality of and capacity to develop virtual programs • Project evaluation, including survey results conducted during and after classes, the utilization of the Net Promoter Score survey, and metrics from the Biblioboard platform assessing digital community engagement Policy Implications The recommended actions outlined in this report advance many important policy objectives related to the City Comprehensive Plan Policy Goal C-1: Deliver community services effectively and efficiently. These include: • Policy C-1.4 Promote City parks, open spaces, recreational facilities, libraries, classes and cultural activities for community members recognizing that these facilities and services build and strengthen community. • Policy C-1.16 Provide arts, science and recreational activities that foster healthy children, youth, and teen development. • Policy C-1.20 Leverage available funding to support the development of, and improved access to, programs that address all types of developmental disabilities, including physical, sensory, cognitive, or social/emotional needs. Resource Impact Acceptance of the IMLS grant requires a Budget Amendment to recognize $128,286 in revenue and expenses in the General Fund, by a 2/3 Council vote, as recommended in this report. The $123,620 cost share City contribution will be comprised of salaries and benefits for existing employees, and is budgeted in the General Fund in the FY 2021 Operating Budget. Grant funds are disbursed on a reimbursement-based model. Timeline The timeline for this project is October 2020 through July 2021, with all expenses completed by end of Fiscal Year 2021 on June 30, 2021. In October 2020, staff will collect and share data relating to target audiences and their needs, start contract services for trainings with MidPeninsula Media Center, and hire temporary staff. In November/December, trainings will continue for staff and virtual school programs will begin. January through May virtual City of Palo Alto Page 4 programming will continue, program evaluation will begin, and the how-to playbook draft will be created and submitted to a panel of content experts in the museum and library field for review. The how-to playbook will be published online by July. Stakeholder Engagement Staff have conducted surveys and virtual focus groups with community members throughout the pandemic. Roughly 30% of our community members have expressed that they plan to participate mainly in virtual programming until a vaccine is widely available. This grant will allow City staff to improve and develop additional virtual programming for our community. Environmental Review The recommendation in this report is not subject to the provisions of the California Environmental Quality Act as it does not meet the definition of a ‘project’ as defined in Public Resource Code section 21065. Attachments: • Attachment A: Grant Application and Notice of Award from IMLS for the IMLS CARES Grant - From Onsite to Virtual POLICY AND PROCEDURES 1-12/MGR Revised: October 2004 Page 1 of 4 GRANT AND FUNDING REQUEST APPLICATIONS POLICY STATEMENT The purpose of this policy is to establish uniform procedures for applications for grants and other funding requests. The City of Palo Alto strongly encourages staff to identify and apply for grants to assist in the funding of City projects and programs. However, grants often require City commitments, such as matching funds, future maintenance and replacement costs or the continuation of the service or program established by the grant. It is, therefore, essential that grants be reviewed carefully for impact on the City's resources and consistency with City policy and procedures. Implementation of this policy is the responsibility of the Department Heads. PROCEDURE A. Grant Application 1. Department Heads must review the Grant Application Authorization Checklist at the time an application for grant funding is made. Department Heads are responsible for considering the following before approving the submission of a grant application: a. Consistent with City policies. b. The potential impact on financial and staffing resources, to include matching fund and prevailing wage requirements. The Administrative Services Department (Director or designee) must review all potential impacts before the grant is accepted. b. The potential audit costs. c. Whether any other department would be affected. d. On-going maintenance and replacement costs. e. Projected time line. f. The length of commitment required. g. Contractual obligations/requirements (of city and/or city contractors). POLICY AND PROCEDURES 1-12/MGR Revised: October 2004 Page 2 of 4 2. If a Council resolution is required to support the grant application, the sponsoring department will work with the City Manager's Office to agendize the application. 3. If the grant involves a Capital Improvement Program project, the Infrastructure Committee must review and approve the submission of a grant application. B. Funded Grants 1. When grants are funded, the sponsoring department must notify and provide copies of the acceptance or cooperative agreement to: a. The City Manager b. The Director of Administrative Services c. The City Auditor d. The City Attorney 2. The sponsoring department will arrange with the Budget Manager and Accounting Manager to place awarded funds in appropriate accounts. Budget amendments will be done with the Mid-Year Financial Report and Year-End Financial Report to reflect all awarded grants. 3. The sponsoring department should coordinate with Planning and Community Environment to determine whether environmental clearance documents (e.g. CEQA/NEPA) are required prior to the execution of the grant agreement. C. Announcement of Grants The City Manager, in consultation with the Department Head of the sponsoring department, will determine when grant applications or funding awards are to be announced. The type and magnitude of the grant are elements to be considered in making this decision. NOTE: Questions and/or clarification of this policy should be directed to the Office of the City Manager. POLICY AND PROCEDURES 1-12/MGR Revised: October 2004 Page 3 of 4 CITY OF PALO ALTO GRANT APPLICATION AUTHORIZATION CHECKLIST The City of Palo Alto strongly encourages staff to identify and apply for grants to assist in the funding of City projects and programs. The acceptance of grant funding, depending on the source, may place a wide range of legal, financial and administrative requirements on the City. In some cases, the mere act of applying for a grant will place the City in a situation that can create negative impacts if the City is unable to accept the grant. These circumstances can limit the City’s ability to apply for similar grant funds from the source agency in the future. Use of non-local funds on CIP projects, such as grant funds, requires adherence to prevailing wage requirements. Coordination with purchasing will be necessary to ensure compliance. In order to minimize any negative impacts to the City, the following checklist must be completed prior to applying for grant funds. Project/Program Name: IMLS Cares Date: Grant Source: Institute of Museum and Library Services (Federal) Department: __Library/CSD__________ Department Contact: Giovanna Erkanat____ Requested Grant Amount: $ 125,000 1. Is there a matching fund requirement? Yes ___ No _x__ (If yes, ASD review) If so, what is the amount? $________ Percentage split (e.g. 60/40) ___/___ Are the matching funds available? If so, describe funding source: _____________ __________________________________________________________________ __________________________________________________________________ 2. Does the project/program create a new service? Yes ___ No _x__ (If yes, ASD/City Manager review) 3. Are there special contractual obligations/requirements (e.g. prevailing wage, disadvantaged business enterprise, etc.)? Yes ___ No _x__ (If yes, Attorney review) Describe:____________________________________ _________________________________________________________________ _________________________________________________________________ 6/10/20 POLICY AND PROCEDURES 1-12/MGR Revised: October 2004 Page 4 of 4 4. Are there long-term/ongoing maintenance costs? Yes _x__ No ___ If yes, has a funding source been identified? Yes _x__ No ___ Describe maintenance responsibilities: There may be minimal costs associated with maintenance of equipment bought for the creation of digital content, but these sorts of costs are already included in regular ongoing Library and CSD maintenance funds. __________________________________________________________________ 5. Will the receipt of grant funds or the program/project itself impact other departments? Yes ___ No _x__ If yes, list the department(s) and describe the impacts: ______________________ __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ (Department Heads from departments listed above must review grant application prior to submittal) 6. Will the receipt of grant funds require Council resolution/approval? Yes ___ No _x__ 7. Briefly describe the reporting and auditing requirements as stated in grant application: Staff hours and projects will need to be reported in a form to the federal agency. Federal single audit will likely need to be completed, as is the case with other Federal grants that the city executes. ________________ _________________________________________________________________ Prepared by: Giovanna Erkanat ___________ Date: 6/9/20 (Name) (Signature) Reviewed by: ___________ Date: (Name) (Signature) Management Analyst/Budget Coord: Date: (Signature) Department Head Approval: Date: (Signature) ASD Director Approval: ___ Date: (Signature) cc: City Auditor Department Head Approval: Gayathri Kanth 6/10/2020 6/10/2020Kristen O'Kane 6/10/2020 Federal Award ID Number (FAIN)CAGML-247827-OMLS-20 Award Recipient Palo Alto, City Of For: Palo Alto City Library Award Recipient DUNS 050520782 TIN: 946000389 Award Period 10/1/2020 - 9/30/2021 CFDA Number 45.312 National Leadership Grants Does the award support research and development? No Project Title From Onsite to Virtual: Expanding Access to Community Learning Resources Project Description The Palo Alto City Library will lead a collaborative partnership between itself, the Palo Alto Art Center, and the City of Palo Alto Junior Museum and Zoo to build capacity in developing and implementing virtual programming and events that meet the expressed needs of its community amid the COVID-19 pandemic. The “Onsite to Virtual: Expanding Access to Community Learning Resources” project will start with an in-depth staff training in digital content development with the Mid- Peninsula Media Center and result in the creation of a digital playbook of best practices for virtual programming that can be employed by museums and libraries across the country. The library and its partners will also increase its digital offerings by 25 percent. Grant Program and Office CARES Act Grants for Museums and Libraries, Offices of Museum and Library Services (collaborations) AWARD AMOUNTS Funds Obligated by this Action $128,286.00 Total Outright Award Amount $128,286.00 Total Cost Share $123,620.00 Total Project Costs $251,906.00 Indirect Cost Rate 10.00% Role Name Affiliation Authorizing Official M. Giovanna Erkanat(GErkanat) giovanna.erkanat@cityofpaloalto.org Management Analyst Palo Alto City Library Grant Administrator M. Gayathri Kanth(GKanth) gayathri.kanth@cityofpaloalto.org Interim LibraryServices Director Palo Alto City Library Project Director M. Gayathri Kanth(GKanth) gayathri.kanth@cityofpaloalto.org Interim LibraryServices Director Palo Alto City Library RECIPIENT CONTACTS REMARKS 1. The Institute of Museum and Library Services (IMLS) provides this grant support pursuant to 20 USC § 9101 et seq. 2. The award is made in support of the purposes set forth in the original application or, if noted in the special terms and conditions of the award, in a revised plan of work that has been approved by IMLS program staff. 3. The administration of this grant and the expenditure of grant funds are subject to any special terms and conditions of this award, which may be attached as additional pages of the award notification, and the General Terms and Conditions for IMLS Discretionary Grant and Cooperative Agreement Awards. The latter document incorporates by reference the uniform administrative requirements, cost principles, and audit requirements for Federal awards promulgated by the Office of Management and Budget. 4. The first request for payment will indicate the grantee’s acceptance of the award. AWARDING OFFICIAL Action Taken: Award Date of Action: 9/17/2020 FEDERAL AWARD INFORMATION Award Date: 9/17/2020 Official Award Notification for Grants and Cooperative Agreements Institute of Museum and Library Services Anthony Smith Associate Deputy Director of Library Services Official Award Notification for Grants and Cooperative Agreements Institute of Museum and Library Services IMLS Application Coversheet CARES Act Grants for Museums and Libraries PROJECT DIRECTOR Gayathri Kanth Interim LibraryServices Director 207 Forest Ave Palo Alto, CA 94301-2531 Email: gayathri.kanth@cityofpaloalto.org Phone: (650) 329-2668 GRANT ADMINISTRATOR Gayathri Kanth 207 Forest Ave Palo Alto, CA 94301-2531 Email: gayathri.kanth@cityofpaloalto.org Phone: (650) 329-2668 LEGAL APPLICANT Palo Alto City Library Palo Alto, CA 94301-2531 APPLICATION INFORMATION Project Title From Onsite to Virtual: Expanding Access to Community Learning Resources Grant period From 09-01-2020 to 08-31-2021 Project Description From Onsite to Virtual: Expanding Access to Community Learning Resources is a collaborative partnership project between the Palo Alto City Library, the Palo Alto Art Center, and the City of Palo Alto Junior Museum and Zoo that will build capacity in developing and implementing virtual programming and events that meet the expressed needs of the community amid the COVID-19 pandemic. The project includes in-depth staff training in digital content development with the Mid Peninsula Media Center, and will result in a model for best practices in virtual programs for museums and libraries through the creation of a digital playbook that can be employed throughout the field. In addition to serving the general public, target audiences include older adults, school children and districts, and museum and library staff throughout the country. FUNDING REQUEST IMLS funds $129039.00 Cost share/Match $152653.00 Total project costs $281692.00 INDIRECT COSTS Rate (de minimis): 10% AUTHORIZING OFFICIAL Giovanna Erkanat Management Analyst Email: giovanna.erkanat@cityofpaloalto.org Phone: (650) 329-2516 (CAGML-247827- OMLS) * 1. NAME OF FEDERAL AGENCY: 2. CATALOG OF FEDERAL DOMESTIC ASSISTANCE NUMBER: CFDA TITLE: * 3. DATE RECEIVED: * 4. FUNDING OPPORTUNITY NUMBER: * TITLE: 5. APPLICANT INFORMATION b. Address: * Street1:Street2: * City:County/Parish: * State:Province: * Country:* Zip/Postal Code: c. Web Address: http:// * d. Type of Applicant: Select Applicant Type Code(s): Type of Applicant: * Other (specify): * e. Employer/Taxpayer Identification Number (EIN/TIN): * f. Organizational DUNS: * g. Congressional District of Applicant: * a. Project Title: * b. Project Description: * Start Date: * End Date: Type of Applicant: 6. PROJECT INFORMATION SYSTEM USE ONLY APPLICATION FOR FEDERAL DOMESTIC ASSISTANCE - Short Organizational c. Proposed Project: OMB Number: 4040-0003 Expiration Date: 02/28/2022 * a. Legal Name: Institute of Museum and Library Services 45.312 National Leadership Grants CAG-ML-FY20 IMLS CARES Act Grants for Museums and Libraries Palo Alto City Library 270 Forest Ave Palo Alto https://library.cityofpaloalto.org/ 94-6000389 CA018 From Onsite to Virtual: Expanding Access to Community Learning Resources From Onsite to Virtual: Expanding Access to Community Learning Resources is a collaborative partnership project between the Palo Alto City Library, the Palo Alto Art Center, and the City of Palo Alto Junior Museum and Zoo that will build capacity in developing and implementing virtual programming and events that meet the expressed needs of the community amid the COVID-19 pandemic. The project includes in-depth staff training in digital content development with the Mid Peninsula Media Center, and will result in a model for best practices in virtual programs for museums and libraries through the creation of a digital playbook that can be employed throughout the field. In addition to serving the general public, target audiences include older adults, school children and districts, and museum and library staff throughout the country. USA: UNITED STATES 94301-2531 CA: California 09/01/2020 08/31/2021 C: City or Township Government 0505207820000 06/12/2020 Funding Opportunity Number:CAG-ML-FY20 Received Date:Jun 12, 2020 04:45:10 PM EDTTracking Number:GRANT13140728 Same as Project Director (skip to item 9): 8. PRIMARY CONTACT/GRANTS ADMINISTRATOR Prefix:* First Name: Middle Name: * Last Name: Suffix: * Title: * Email: * Telephone Number: Fax Number: * Street1:Street2: * City:County/Parish: * State:Province: * Country: * Zip/Postal Code: Prefix: * First Name: Middle Name: * Last Name: Suffix: * Title: * Email: * Telephone Number: Fax Number: * Street1:Street2: * City:County/Parish: * State:Province: * Country: * Zip/Postal Code: 7. PROJECT DIRECTOR APPLICATION FOR FEDERAL DOMESTIC ASSISTANCE - Short Organizational Gayathri Kanth Interim LibraryServices Director gayathri.kanth@cityofpaloalto.org 207 Forest Ave Palo Alto Palo Alto 207 Forest Ave Interim LibraryServices Director Kanth Gayathri gayathri.kanth@cityofpaloalto.org USA: UNITED STATES 94301-2531 CA: California USA: UNITED STATES 94301-2531 CA: California (650) 329-2668 (650) 329-2668 Funding Opportunity Number:CAG-ML-FY20 Received Date:Jun 12, 2020 04:45:10 PM EDTTracking Number:GRANT13140728 9. * By signing this application, I certify (1) to the statements contained in the list of certifications** and (2) that the statements herein are true, complete and accurate to the best of my knowledge. I also provide the required assurances** and agree to comply with any resulting terms if I accept an award. I am aware that any false, fictitious, or fraudulent statements or claims may subject me to criminal, civil, or administrative penalties (U.S. Code, Title 218, Section 1001) ** The list of certifications and assurances, or an internet site where you may obtain this list, is contained in the announcement or agency specific instructions. AUTHORIZED REPRESENTATIVE Prefix: * First Name: Middle Name: * Last Name: Suffix: * Title: * Email: * Telephone Number: Fax Number: * Signature of Authorized Representative: * Date Signed: APPLICATION FOR FEDERAL DOMESTIC ASSISTANCE - Short Organizational Management Analyst Erkanat Giovanna giovanna.erkanat@cityofpaloalto.org Giovanna Erkanat 06/12/2020 (650) 329-2516 ** I Agree Funding Opportunity Number:CAG-ML-FY20 Received Date:Jun 12, 2020 04:45:10 PM EDTTracking Number:GRANT13140728 OMB Number: 3137-0092 Expiration Date: 08/31/2021 IMLS Supplementary Information Form PLEASE NOTE: Information contained within this form may be made publicly available. Applicant Information The organizational unit performing the activities described in the application is the same as the legal applicant from the SF-424 Short Organizational form. Yes No Select the institution type that most accurately describes the legal applicant: Public Library Funding Request IMLS funds requested 129,039.00 Cost share/match amount* 152,653.00 Total costs 281,692.00 * Enter $0 if the budget includes no cost share or match. Indirect Costs Current indirect cost rate(s) have been negotiated with a federal agency. Select from list: Rate: Expiration Date: Indirect cost proposal has been submitted to a federal agency but not yet finalized. Select from list: Rate: Proposal Date: Applicant chooses a rate not to exceed 10% of modified total direct costs, and declares it is eligible for the 10% rate. Applicant chooses not to include indirect costs. Funding Opportunity Number:CAG-ML-FY20 Received Date:Jun 12, 2020 04:45:10 PM EDTTracking Number:GRANT13140728 Population(s) Served Select the target population(s) to be served by the activities described in the application. Choose all that apply. General population Early childhood/Preschool (0-5 years) Middle childhood/Primary school (6-12 years) Adolescents/High school (13-19 years) Adults Aging, elderly, senior citizens (65+ years) Ethnic or racial minority populations other than Native American/Native Hawaiians Families/Intergenerational Immigrants/refugees Military families Museum and/or library professionals Native Americans/Alaska natives/ Native Hawaiians People with mental or physical challenges/ disabilities People who are low income/economically disadvantaged Rural populations Scholars/researchers Unemployed Urban populations Other Funding Opportunity Number:CAG-ML-FY20 Received Date:Jun 12, 2020 04:45:10 PM EDTTracking Number:GRANT13140728 Abstract Enter or paste your abstract below (maximum 3000 characters). PLEASE NOTE: Information contained within this form may be made publicly available. The Palo Alto City Library respectfully requests a one-year grant of $129,039 to support From Onsite to Virtual: Expanding Access to Community Learning Resources, a collaborative partnership project between the Library, the Palo Alto Art Center (Art Center), and the City of Palo Alto Junior Museum and Zoo (JMZ), that will build capacity in developing and implementing virtual programming and events that meet the expressed needs of the community amid the COVID-19 pandemic. This project is built on the premise that community needs and modes of engagement will continue to evolve over the coming months and years, and thus is designed to be highly flexible and nimble in order to respond to a rapidly changing environment. The project includes in-depth staff training in digital content development with the Mid Peninsula Media Center, and will result in a model for best practices in virtual programs for museums and libraries through the creation of a digital playbook that can be employed throughout the field. The City of Palo Alto will partner with the Mid Peninsula Media Center to develop an extensive training program focused on best practices for planning and implementing digital programs and events that will be provided to all staff, contractors, and teaching artists. The Library, Art Center, and JMZ will purchase equipment to allow for the set up of three digital studios, one for each organization. We will also integrate Biblioboard, a tool that allows for the presentation of digital exhibitions and virtual user-generated exhibitions and content to promote community digital engagement. Each organization will offer a broad range of distributed programs targeting diverse audiences. This grant will allow the programs to increase their digital offerings by 25%. The project will serve the general public, with particular focus on the following beneficiaries: 1) Older adults, who will access virtual programming in the safety of their homes; 2) School children and school districts, who, through long standing partnerships with the Library, Art Center, and JMZ, will receive newly developed digital and hybrid arts and science integrated curriculum; and 3) Staff at museums and libraries throughout the country, who will have access to the digital playbook that documents the trainings and learnings around this project. Intended results include: 1) Increased capacity of all staff at the Library, Art Center, and JMZ to plan, develop, implement, and evaluate distributed programs; 2) Increase of 25% in distributed programs offered by the Library, Art Center, and JMZ; 3) Development of a digital playbook that will be posted online, available to all organizations seeking to increase quality of and capacity to develop virtual programs; and 4) Project evaluation, including survey results conducted during and after classes, the utilization of the Net Promoter Score survey, and metrics from the Biblioboard platform assessing digital community engagement. Funding Opportunity Number:CAG-ML-FY20 Received Date:Jun 12, 2020 04:45:10 PM EDTTracking Number:GRANT13140728 IMLS PROGRAM INFORMATION FORM Section 1. Organizational Financial Information a. Please complete the following table for the Organizational Unit for the three most recently completed fiscal years. Fiscal Year Total Revenue* Total Expenses** Surplus or Deficit * For nonprofit tax filers, Total Revenue can be found on Line 12 of the IRS Form 990. ** For nonprofit tax filers, Total Expenses can be found on Line 18 of the IRS Form 990. b.If you had a budget surplus or deficit greater than 10% of your annual operating budget for two or more of the three fiscal years listed above, please explain the circumstances of this surplus or deficit in the box below. c. Were there any material weaknesses identified in your prior year’s audit report? Yes No Not applicable A material weakness is a deficiency, or combination of deficiencies, in internal control, such that there is a reasonable possibility that a material misstatement of the entity's financial statements will not be prevented, or detected and corrected on a timely basis. If yes, please explain in the box below. KDŽŶƚƌŽůη͗ϯϭϯϳͲϬϭϭϵ͕ džƉŝƌĂƚŝŽŶĂƚĞ͗ϭϭͬϯϬͬϮϬϮϬ 2020 $ 210,017 $ 10,314,028 ($ 10,104,011) 2019 $ 190,358 $ 9,347,938 ($ 9,157,580) 2018 $ 155,691 $ 9,121,123 ($ 8,965,432) The Palo Alto City Library is not a revenue generating entity. Funds for the Library come from the City of Palo Alto's General Fund. d. Has your organization had an A-133 audit in the past three years? Yes No Section 2. Agency-Level Goals Select the IMLS agency-level goal that best aligns with your proposed project. Refer to Transforming Communities: IMLS Strategic Plan, 2018-2022 for details. Promote Lifelong Learning IMLS supports museums and libraries in providing learning opportunities for people of all ages, backgrounds, abilities, and interests. Build Capacity IMLS strengthens the training and capacity of museum and library staff to serve their communities. Increase Public Access IMLS supports museums and libraries in their efforts to increase access to information and ideas through stewarding collections and employing technology to reduce barriers and enable discovery. Section 3. Eligibility Select the set of eligibility criteria under which you are applying to this funding opportunity. Please see Section C1 of the Notice of Funding Opportunity for details. Museum Entity Library Entity Federally Recognized Indian Tribe An organization that primarily serves and represents Native Hawaiians KDŽŶƚƌŽůη͗ϯϭϯϳͲϬϭϭϵ͕ džƉŝƌĂƚŝŽŶĂƚĞ͗ϭϭͬϯϬͬϮϬϮϬ City of Palo Alto: DUNS# 050520782 Fed Tax ID# 94-6000389 Vision: A flourishing city where people achieve their dreams. Mission: Palo Alto City Library connects our diverse community through knowledge, resources, and opportunities. We nurture innovation, discovery, and delight. (Source: PALO ALTO CITY LIBRARY | STRATEGIC PLAN 2018-2021; Approving Body Palo Alto City Council approved on March 11, 2019 in Palo Alto City Council Staff Report #10129) Palo Alto City Library Governance Structure: PACL is a Municipal Public Library governed by the City of Palo Alto (Municipal Government). PACL is funded by the City of Palo Alto’s General Fund. Service Area - City of Palo Alto Palo Alto (26 sq. miles) is a city of 69,226 residents within Santa Clara County, which has a population of 1,938,180. According to the City of Palo Alto's official data set, the majority of the residents are between 25–54 years old, with the largest percentage in the 45–54 age category. According to the California State Department of Finance, the proportion of seniors in Santa Clara County is projected to grow significantly between 2015 and 2030. More specifically, according to this projection and cited in the recently approved Palo Alto Comprehensive Plan, "Palo Alto has, and is projected to continue to have, a higher percentage of persons over 60 years of age than almost any other city in Santa Clara County" (Section C-11 of Comprehensive Plan). Brief History of Palo Alto City Library, Art Center, and Junior Museum and Zoo: Palo Alto City Library system consists of five libraries dating back almost 100 years. Children’s Library was built in 1940 and is the oldest free-standing children’s library in the country. College Terrace Library was built in 1936 and is a historic landmark. Downtown Library serves the downtown Palo Alto neighborhood. Mitchell Park Library was opened in 1958 and renovated to double its size in 2015. Rinconada Library was opened in 1958 as well and also renovated in 2015. Palo Alto City Library is unique for a city of its size in that it has five library branches serving all corners of the 26 square miles of the city. As of June 30, 2018, Palo Alto has 68,034 registered Library users. The Library serves over 1 million visitors per year and circulates more than 1 million books and other digital media annually. dŚĞWĂůŽůƚŽƌƚĞŶƚĞƌŝƐLJŽƵƌƉůĂĐĞƚŽ͗ƐĞĞĂŶĚŵĂŬĞĂƌƚ͕ĂĐƚŝǀĂƚĞLJŽƵƌĐƌĞĂƚŝǀŝƚLJ͕ĂŶĚĞdžƉĂŶĚLJŽƵƌĐŽŵŵƵŶŝƚLJ͘ dŚĞĞŶƚĞƌǁĂƐĞƐƚĂďůŝƐŚĞĚŝŶϭϵϳϭ͕ƚŚĞƌĞƐƵůƚŽĨŝŶƚĞŶƐĞůŽďďLJŝŶŐĚƵƌŝŶŐƚŚĞůĂƚĞϭϵϲϬƐ͕ďLJĂŶĞŶŐĂŐĞĚŐƌŽƵƉŽĨ WĂůŽůƚŽĐŽŵŵƵŶŝƚLJŵĞŵďĞƌƐǁŚŽĂĚǀŽĐĂƚĞĚĨŽƌƚŚĞƌĞͲƵƐĞŽĨƚŚĞĨŽƌŵĞƌŝƚLJ,ĂůůďƵŝůĚŝŶŐĂƐĂĐĞŶƚĞƌĨŽƌƚŚĞ ĂƌƚƐ͘ƌĞĂƚĞĚďLJƚŚĞĐŽŵŵƵŶŝƚLJ͕ĨŽƌƚŚĞĐŽŵŵƵŶŝƚLJ͕ƚŚĞƌƚĞŶƚĞƌŚĂƐƐƵĐĐĞƐƐĨƵůůLJƐĞƌǀĞĚĂǁŝĚĞĂƵĚŝĞŶĐĞĨŽƌ ŵŽƌĞƚŚĂŶĨŽƵƌĚĞĐĂĚĞƐ͘ Palo Alto Junior Museum and Zoo was founded in 1934 by Josephine O’Hara in the basement of a local elementary school. The small zoo holds approximately 200 species of mostly indigenous wildlife such as bobcats, raccoons, hedgehogs, ducks, bats, snakes and more. The museum has an interactive scientific exhibition that is changed every few years. They offer science classes to local students, over 14,000 students a year. 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Legalname(5afromSFͲ424S): b. RequestedGrantPeriodFrom:(MM/DD/YYYY)Through:(MM/DD/YYYY) c. Ifthisisarevisedbudget,indicateapplication/grantnumber: 1. SalariesandWages Name/TitleorPositionYear1Year2Year3Total GrantFundCostShareGrantFundCostShareGrantFundCostShareGrantFundCostShareGrandTotal Subtotal 2. FringeBenefits ZĂƚĞĂŶĚĂƐĞYear1Year2Year3Total GrantFundCostShareGrantFundCostShareGrantFundCostShareGrantFundCostShareGrandTotal Subtotal IMLS-CLR-F-00300.#$POUSPM &YQJSBUJPO%BUF Palo Alto City Library 09/01/2020 08/31/2021 Lucy Larson, Dir of Education $18,600 $18,600 $18,600 Library Education Specialist $17,102 $17,102 $17,102 Library Online Programs Coo $17,102 $17,102 $17,102 Alex Hamilton, Dir of Educati $10,238 $10,238 $10,238 JMZ Educators (3) $23,693 $23,693 $23,693 Art and Science Prof - Library $18,208 $18,208 $18,208 Art and Science Prof - Art Cen $18,208 $18,208 $18,208 Art and Science Prof - JMZ $18,208 $18,208 $18,208 Art and Science Prof - docum $11,380 $11,380 $11,380 $66,004 $86,735 $66,004 $86,735 $152,739 86,735 @ 60% $52,042 $52,042 $52,042 $52,042 $52,042 $ 52,042 IMLSBUDGETFORM Subtotal a. Legalname(5afromSFͲ424S): 3. Travel From/ToandPurposeYear1Year2Year3Total GrantFundCostShareGrantFundCostShareGrantFundCostShareGrantFundCostShareGrandTotal Subtotal 4. Supplies,Materials,andEquipment ItemYear1Year2Year3Total GrantFundCostShareGrantFundCostShareGrantFundCostShareGrantFundCostShareGrandTotal Subtotal 5. ContractsandSubawards ItemYear1Year2Year3Total GrantFundCostShareGrantFundCostShareGrantFundCostShareGrantFundCostShareGrandTotal IMLS-CLR-F-00300.#$POUSPM &YQJSBUJPO%BUF Palo Alto City Library Biblioboard subscription $14,092 $14,092 $14,092 Equipment - Art studio set up $13,266 $13,266 $13,266 $27,358 $27,358 $27,358 MidPen Media Cen Contract $6,000 $6,000 $6,000 Teaching Artists Contract $17,046 $17,046 $17,046 Contract Subaward Subaward Subaward Subaward $23,046 $23,046 $23,046 IMLSBUDGETFORM a. Legalname(5afromSFͲ424S): 6. StudentSupport ItemYear1Year2Year3Total GrantFundCostShareGrantFundCostShareGrantFundCostShareGrantFundCostShareGrandTotal Subtotal 7. OtherCosts ItemYear1Year2Year3Total GrantFundCostShareGrantFundCostShareGrantFundCostShareGrantFundCostShareGrandTotal Subtotal 8. TotalDirectCosts Year1Year2Year3Total GrantFundCostShareGrantFundCostShareGrantFundCostShareGrantFundCostShareGrandTotal Subtotals(Items1Ͳϳ) IMLS-CLR-F-00300.#$POUSPM &YQJSBUJPO%BUF Palo Alto City Library Honoraria for playbook revie $900 $900 $900 $900 $900 $900 $117,308 $138,777 $117,308 $138,777 $256,085 IMLSBUDGETFORM a. Legalname(5afromSFͲ424S): 9. IndirectCosts(ReadtheinstructionsaboutIndirectCostsbeforecompletingthissection.) ExpirationDate: ProposalDate: Currentindirectcostrate(s)havebeennegotiatedwithafederalagency.NameofAgency: IndirectcostproposalhasbeensubmittedtoafederalagencybutnotyetEĂŵĞŽĨŐĞŶĐLJ͗ ĨŝŶĂůŝnjĞĚ͘ Applicantchoosesaratenottoexceed10%ofmodifiedtotaldirectcosts,anddeclaresitiseligibleforthe10%rate. Applicantchoosesnottoincludeindirectcosts. RateandBaseYear1Year2Year3Total GrantFundCostShareGrantFundCostShareGrantFundCostShareGrantFundCostShareGrandTotal IndirectCostsSubtotal 10. TotalProjectCosts Year1Year2Year3Total GrantFundCostShareGrantFundCostShareGrantFundCostShareGrantFundCostShareGrandTotal TotalDirect&IndirectCosts TotalCosts(excluding studentsupport) IMLS-CLR-F-00300.#$POUSPM &YQJSBUJPO%BUF Palo Alto City Library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&ROOHFWLRQV &RQVRUWLXP )XQFWLRQDO 6SHFLILFDWLRQ *URXS Pages in excess of the limit specified in the Notice of Funding Opportunity have been removed by IMLS staff. 5XWK$QQ*DUFtD 0RUQLQJVLGH'U 6XQQ\YDOH&$ UXWKDQQJDUFLD#JPDLOFRP 48$/,),&$7,216 Ɣ 0DQDJHDQGRYHUVHH0LWFKHOO3DUN/LEUDU\IDFLOLW\VWDIIVHUYLFHVDQGFROOHFWLRQVDQG V\VWHPZLGH$GXOW<RXWK2XWUHDFKDQG0DUNHWLQJ6HUYLFHVIRUILYHEUDQFKV\VWHP (;3(5,(1&( Ɣ )DFLOLW\0DQDJHPHQW ż 0DQDJHVHUYLFHVFROOHFWLRQVDQGVWDIIRIODUJHVWDQGEXVLHVWEUDQFK ż 2YHUVDZSODQQLQJIRUQHZEUDQFKOLEUDU\IURPWRRSHQLQJLQ ż &RRUGLQDWHGWKHFORVXUHDQGUHORFDWLRQWRWHPSRUDU\DQGQHZIDFLOLWLHV Ɣ 3URJUDPVDQG6HUYLFHV ż +HDGRI$GXOWDQG<RXWK6HUYLFHVRYHUVHHLQJWKHSODQQLQJDQGSURPRWLRQRI OLEUDU\VHUYLFHVDQGSURJUDPVIRUDOODXGLHQFHV ż 2XWUHDFKWKURXJKFROODERUDWLRQVZLWK&LW\DQGQRQSURILWSDUWQHUV ż 2YHUVHHPDUNHWLQJLQFOXGLQJDOORQOLQHDQGSULQWSXEOLFDWLRQVDQGIRXUVRFLDO PHGLDSODWIRUPV ż 'HYHORSV\VWHPZLGHSROLFLHVDQGSURFHGXUHV ż 0DLQWDLQ6SDQLVKODQJXDJHFROOHFWLRQV ('8&$7,21 Ɣ 0DVWHUVRI/LEUDU\DQG,QIRUPDWLRQ6WXGLHV8QLYHUVLW\RI&DOLIRUQLD/RV$QJHOHV/RV $QJHOHV&$ Ɣ %DFKHORURI$UWV(QJOLVK(WKQLF6WXGLHV8QLYHUVLW\RI&DOLIRUQLD5LYHUVLGH5LYHUVLGH &$0DJQD&XP/DXGH (03/2<0(17+,6725< Ɣ /LEUDU\6HUYLFHV0DQDJHU0LWFKHOO3DUN/LEUDU\3DOR$OWR&$ 3UHVHQW Ɣ <RXWK6HUYLFHV/LEUDULDQ6RXWKHDVW/LEUDU\7RUUDQFH&$ Ɣ &KLOGUHQ¶V/LEUDULDQ,,(DVW/RV$QJHOHV/LEUDU\/RV$QJHOHV&$ 352)(66,21$/$)),/,$7,216 $PHULFDQ/LEUDU\$VVRFLDWLRQ %LEOLRWHFDVSDUDODJHQWH²1RUWKHUQ&DOLIRUQLD5()250$&KDSWHU 3XEOLF/LEUDU\$VVRFLDWLRQ Karen Kienzle EDUCATION Getty Museum Leadership Institute, Claremont Graduate University, 2011 National Arts Strategies Chief Executive Program, 2014-15 M.A. Museum Studies, San Francisco State University, 2000 B.A. History of Art, University of California at Berkeley, 1993 MUSEUM EXPERIENCE Palo Alto Art Center, Palo Alto CA — 2009 – present Director Provide vision and direction for all aspects of the Palo Alto Art Center, a vibrant community art organization that serves more than 70,000 people every year and is operated by the City of Palo Alto. Oversee the Art Center’s nationally recognized exhibition program, education programs for children and adults, marketing and communications, and the 28,000 square foot facility of galleries, classrooms, workshops, an auditorium, gallery shop, and sculpture gardens. Work in collaboration with the Palo Alto Art Center Foundation, a nonprofit organization that supports and advocates for the mission and goals of the Art Center in a recognized public/private partnership, serving as de facto Executive Director. With the Foundation, worked to successfully raise and manage a $3.7M capital campaign for the Art Center’s facility renovation. Provided leadership for the $9.1M building transformation project and subsequent opening, overseeing the innovative On the Road program in between. Develop and manage the Art Center’s $1M annual operating budget and the Foundation’s $.5M budget. Actively work to expand support for the Center and Foundation through institutional and individual fundraising campaigns and grantwriting. Develop, implement, communicate and supervise program goals, objectives, policies, procedures, activities, and strategic initiatives. Responsible for approximately 25 professional staff including recruitment, training, supervision, coaching, professional development, and evaluation. Instill practice of design thinking and futures thinking as tools for understanding audiences and their current and future needs. Work with Art Center team to develop new programs based upon community needs, including makeX (a mobile makerspace created by and for teens in collaboration with the Palo Alto Library) and Friday Nights at the Art Center (a recurring evening event for young professionals. Notable projects include the conception and implementation of Community Creates, an exhibition that included regional artist collaborating with community members to create installations in a wide range of media and an Artist-in-Residence program. Significantly expanded the Art Center’s impact in the community through a commitment to audience development, community outreach, collaboration, and marketing. Selected exhibitions curated: Community Creates de Saisset Museum, Santa Clara University, Santa Clara, CA — 2001 – 2009 Assistant Director for Exhibitions, Education, and Community Outreach (2007 – 2009) Curator of Exhibits and Collections (2001 - 2006) Managed the Museum’s exhibition and education programs and oversaw the publicity, marketing, and community outreach efforts for the Museum. Curated, conceptualized, and coordinated temporary exhibitions (both internally generated and traveling; between six to ten projects every year). Worked actively and collaboratively with Santa Clara University faculty, staff, and students to integrate de Saisset programming into the Santa Clara University course curriculum. Coordinated community partnerships and managed inter-institutional collaborations. Supervised professional staff members on exhibition and public program projects and student workers in curatorial, education, and publicity areas. Oversaw the Museum’s two active docent programs. Organized and implemented all educational programs (lectures, Community Day events, film programs, symposia) and provided educational lectures and walkthroughs to the public. Frequently offered guest lectures and tours for Santa Clara University classes. Recommended acquisitions and solicited gifts to the Museum’s permanent collection of more than 10,000 objects. Worked closely with the Museum Director and Collections Manager on permanent collection care, conservation, and deaccessioning. Wrote grants and managed budgets for all exhibition and public program projects. Developed long-range plans for institution and worked actively with the Museum Enhancement Board in concert with the Museum Director. Established an excellent record of creating and scheduling scholarly, thought-provoking, and interdisciplinary—but also accessible and compelling— exhibitions. Spearheaded numerous innovative initiatives including: Acquisitions for Diversity, in which students were responsible for selecting acquisitions to the permanent collection as part of classes and the Explore with Me student docent program. Selected exhibitions curated: Evri Kwong: Just Pretend Everything is OK—2008 (traveled to American University Museum in 2009) Winter in America: Hank Willis Thomas and Kambui Olujimi—2008 Flashing Back: 1960s Works in the Permanent Collection of the de Saisset Museum—2008 Experience Teaches: Santa Clara University Art Faculty Exhibition—2007 Faith Placed: The Intersection of Spirituality and Location in Contemporary Photography—2007 The Power of Portraiture: A Retrospective of Sixth Street Photography Workshop—2007 Dark Detour: Tracey Snelling — 2006 Red Trailer Motel: Michael McMillen — 2006 Translucent Transformations: Joseph Zirker — 2005 The World is a Gift: Frank LaPena — 2005 — collaboration with Heyday Institute Peaceful Painter: Hisako Hibi — 2004 — collaboration with the Japanese American National Museum Pressing Pleasures: Recent Prints by Matt Phillips — 2004 Dark Matter: The Art of David Huffman —2004 Theatrical Realism: The Art of Inez Storer — 2003 Cut, Copy, Paste: The Art of Contemporary Collage —2003 — collaboration with the San Jose ICA Globalization’s Children: Photographs by Sebastião Salgado — 2003 Painterly Proofs: Works on Paper by Hung Liu —2002 San Jose Museum of Art, San Jose, CA — 1998 – 2001 Assistant Curator (2000 - 2001) Coordinated, organized, and conceptualized exhibitions and provided research support to Chief Curator. Generated correspondence, wrote text panels; contributed to Museum newsletter; provided lectures to Museum docents, assisted with educational programming, installation, and publicity for exhibitions as needed. Maintained Curatorial budget, processed invoices and purchase orders for entire Curatorial Department. Assisted with permanent collection documentation and research as needed. Curatorial Assistant (1998 - 2000) Managed the administrative details of the Curatorial Department. Maintained departmental files and archives; coordinated exhibitions schedule; prepared loan correspondence; arranged meetings of Collections and Exhibitions Committee; provided research and administrative support to Department; served as Editorial and Technical contact for the AMICO project; prepared digital images of works in current and upcoming exhibitions; designed and produced flyers, brochures, and handouts. Prepared correspondence for the department and Chief Curator, responded to internal and external inquiries; served as slide curator for the department. Provided original writing to permanent collection and exhibition catalogues and the Museum's newsletter. San Jose ICA, San Jose, CA — 2004 Guest Curator for the group exhibition Hard Candy, featuring the work of 18 Bay Area artists. Exhibition included work in a wide variety of media that explored the dark side of cute and sweet in contemporary art. Solomon R. Guggenheim Museum, New York, NY — 1997 Curatorial Intern responsible for providing research and administrative support to the Curatorial Assistant to the Chief Curator and Deputy Director for the exhibition Rendez-Vous. Oakland Museum of California, Oakland, CA — 1997 Curatorial Intern responsible for aiding the Senior Curator in research and administrative duties for the exhibition The Art of Joan Brown and the accompanying catalogue. Yerba Buena Center for the Arts, San Francisco, CA — 1997 Exhibition Intern for planning and preparation of the first Bay Area Now exhibition. LECTURING AND TEACHING San Francisco State University, San Francisco, CA 2016-14, Developed and taught semester-long graduate Museum Studies course Fundraising in Museums 2016-12 Developed and taught semester-long graduate Museum Studies course Museums, Audiences, and Communities 2009 Guest professor in undergraduate and graduate Exhibition Design course at San Francisco State University SELECTED PUBLICATIONS 2011 Essay—Andrea Borsuk’s Ornamental Being(s). In Rydell Fellowship Award Winners Exhibition. Santa Cruz, California: Museum of Art and History 2007 Essay—Eye on the Sixties: Vision, Body, and Soul, Selections from the Collection of Harry W. and Mary Margaret Anderson. Santa Clara, California: de Saisset Museum Essay—Experience Teaches: Santa Clara University Art Faculty Exhibition. Santa Clara, California: Santa Clara University Essay—Searching for True North. Palo Alto, California: Modern Book Gallery LLUCY LARSON PALO ALTO ART CENTER x 1313 NEWELL ROAD, PALO ALTO, CA 94303 x 650.617.3505 Lucy.Larson@CityofPaloAlto.org MUSEUM EXPERIENCE Director of Education, Palo Alto Art Center May 2015-Present Lead all conceptual, creative, and administrative aspects of the Art Center’s educational programs including cross- disciplinary adult lecture programs, K-12 school initiatives, participatory interpretive spaces, community collaborations, fine art programs for children including summer camp, and multigenerational family events. x Oversee the development and implementation of nine-weeks of summer art camps and school year classes for youth ages 5-18. Collaboratively design class themes, hire teaching artists, and provide support throughout sessions. Responsible for generating annual revenue of $200,000. x Co-direct Cultural Kaleidoscope, an artist in the schools program that connects the diverse communities of Palo Alto and East Palo Alto through the arts. This program serves 20 classes (500 students) annually. x Member of the exhibitions and interpretive team including: Creative Ecology, the IMLS funded artist-in-residence program; lead interpretive designer for “In the Nook,” the participatory gallery component; and developer of adult public lecture programs. x Provide leadership for Project Look, the Art Center’s school tour program that serves over 5,000 students, teachers, and chaperones annually. Conduct exhibition training using inquiry-based touring strategies, create teacher packets, and oversee tours and artmaking by staff, interns, and docents. Responsible for generating annual revenue of $20,000. Director of Education, San Jose Museum of Art 2009-2015 Highlights: x Designed Sowing Creativity, an artist-in-residency program aligned with the Common Core Standards. Launched in 2012, program grew from 360 students in year 1 to 1,500 students in year 2 with strategic fundraising and school partnerships. STEAM curriculum is aligned with the Next Generation Science Standards, Studio Habits of Mind from Project Zero at Harvard University, and the California Visual Arts Standards. x Led docent program of 65+ volunteers. Conducted initial five-month training program and ongoing professional development. Sessions included inquiry-based touring techniques (Visual Thinking Strategies, Object-Oriented Looking, Discovery, Project MUSE’s Questions for Understanding, Exploring, Seeing, and Thinking; and seven approaches to understanding an art object), overviews on the elements of art and principles of design, strategies for developing effective tours, the art of conversation and scaffolding. Organized curator slide previews for all staff and volunteers in advance of exhibition opening. x Conceived and implemented 45+ public programs annually, including lectures, artist talks, curator tours, community collaborations, hands-on studio classes, and multi-generational family days. Aligned public programs with SJMA’s strategic plan, mission and vision statements, and audience engagement goals. x Curated annual interactive permanent collection exhibition for the Koret Family Gallery, exhibitions included: Build It, focused on architecture; Braving the Elements, based on the elements of art; Mark My Word, artists using text as a key element; and What’s Your Angle?, exploring perspective and point-of-view. Designed and implemented exhibition interpretation and educational interactive technologies for 8-12 exhibitions per year. Manager of Interpretation, San Jose Museum of Art 2006-2009 x Produced content for interactive learning technologies such as iPods, cell phones, and online components, as well as more traditional in-gallery components such as wall texts, reading areas, docent briefings, gallery guides/games, interpretive stations, and immersive spaces for the permanent collection and designated special exhibitions. x Pioneered the museum’s first iPod and smart phone tours. Artist of the week podcast series was honored with a MUSE Award by American Association of Museums in 2006. Produced Road Trip: The Giant Artichoke, a hybrid marketing and interpretation video that merged online and in-gallery visitors. Honored with a Gold MUSE Award from the American Association of Museums in 2009. Manager of Visitor Services, San Jose Museum of Art 2005-2006 x Supervised 20+ Museum Experience Representatives and Museum Experience Coordinator. Conducted ongoing recruitment, hiring, and implementation of training for a diverse work force. Integrated job specifics with exhibition and artist training, as well as learning theories and gallery experience. x Developed strategic and creative plans for visitor programs and services. Senior Public Programs Coordinator, Exploratorium, Center for Public Exhibition 2004-2005 x Lead developer of family and adult programming related to exhibition The Nobel Prize: 100 Years of Creativity. Programs included family workshops about fostering creativity at home, adult lecture series on peace activism in the Bay Area, and family club on inventions and discoveries. x Member of National Science Foundation funded exhibit development team Minds. Exhibits and programs emphasized attention, emotion, and judgment. Produced adult workshops analyzing the interplay between emotions and judgment; speakers included filmmakers, meditation teachers, and psychologists Acting Manager of Adult Interpretive Programming, San Francisco Museum of Modern Art 2003-2004 x Developed all educational programs for the general public, including Opening Day Lectures, Artist Talks, Private Tours, Free Tuesday Programs, and Art and Conversation. Personal favorites include: sold-out talk with Bella Meyer (Mark Chagall’s granddaughter), and Christian Marclay with Lawrence Lessig on cultural piracy. x Managed annual budget of $50,000 including tracking and reporting all revenues and expenditures. Program Manager, Exploratorium, Institute for Inquiry 2001-2003 x Managed $3.5 million National Science Foundation grant and fiscal year budgets to publish K-5 inquiry-based professional development curricula online. x Led team of educators to recruit participants for workshops including interviewing teams of professional development leaders from across the county. Supervised, trained, and coached administrative staff. EDUCATION Master of Arts, MMuseum Studies, John F. Kennedy University 2004 Thesis: The Constructivist Challenge: How Art Museums Can Create Optimal Environments for Learning Bachelor of Arts, CCultural Anthropology with Art History minor, University of California, Santa Barbara 1996 Graduated Summa Cum Laude COMMUNITY ACTIVITIES Trustee, California State Summer School for the Arts 2012-Present Nominated by Dr. Michael Kirst, President, California State Board of Education, and appointed in January 2012 by Governor Jerry Brown to serve as Trustee for the California State Summer School for the Arts. Vice-Chair 2013-2016. Guest Lecturer, John F. Kennedy University Annually, May 2009-2015 “Presenting the Unexpected: Learning from Outside Art” Museum News Jan/Feb 2006 “A Question Without Answers” Museum News Jan/Feb 2005 Peer Reviewer, Curator: The Museum Journal March 2004 1 JOHN R AIKIN 45 S Delaware St. San Mateo, CA 94401 Mobile (415) 312-9072 johnraikin@gmail.com QUALIFICATIONS SUMMARY 32 years of management and executive leadership experience in non-profit, conservation, museum, zoological park, and educational institutions. MAJOR ACCOMPLSHMENTS: ˖Jr. Museum & Zoo/ led JMZ Initiative to reimagine and rebuild a children's science center and Zoo w 35+ staff and $36MM construction budget; ˖SF Zoo/ formed the California Western Pond Turtle Head-start Collaborative - now a SAFE program of the Association of Zoos and Aquariums and a conservation programme of the World Zoo Association; ˖SF Zoo/ co-founded Golden Gate Raptor Observatory, the largest scientific research and advocacy center for raptors on the West Coast; ˖SF Zoo/ founded Avian Conservation Center/ breeding and reintroduction center for populations of endangered peregrine falcon, Harris' hawk, bald eagle, Andean condor/ co-developed techniques for cryogenic freezing condor and eagle gametes, analyzed genetic variation in bald eagle populations; ˖SF Zoo/managed design and construction of "Zoo Street" including leaping lemur cafe, gift shop, entry plaza with 40+staff and $10MM budget/ Improved attendance per-cap spending by 30%; ˖SF Zoo/ led design and construction of "Lipman Lemur Forest" conservation focus - The Voices of the Madagascar Fauna Group advocating forest protection/ 20+ staff and $6MM budget; ˖SF Zoo/ led design and construction of "African Savanna"- conservation focus: Masai Lion Guardian Program w/40+ staff and $16MM budget; CAREER EXPERIENCE Executive Director and CEO, Palo Alto Junior Museum & Zoo (JMZ), City of Palo Alto (6/2008 - Present) Provides vision, leadership, and management for the only science museum &zoo in Silicon Valley targeting children and for three interpretive centers in the City of Palo Alto with an attendance of 285,000. ˖leads JMZ Initiative to reimagine and rebuild children's science center w 30+ staff and $35MM budget; ˖fundraising highlights: 1, $15MM; 1, $2,5MM; 2, $1MM gifts from individuals for $25MM for JMZ Initiative; $10M from City of Palo Alto ˖responsible for one of the largest elementary science education outreach programs in Northern California with contracts for comprehensive K–5 grade school S.T.E.M. curriculum in four school districts, afterschool programs, museum field trips, and classes and field trips to three open-space preserves. Director of Conservation, San Francisco Zoological Society (7/06 - 6/08) Directed policy, strategy, funding, and tactics for the SF Zoo’s global wildlife conservation programs ˖formed the California Western Pond Turtle Head-start Collaborative - now a SAFE program of the Association of Zoos and Aquariums (highest level of conservation strategy in the AZA ) and a conservation programme of the World Zoo Association; ˖participant in institutional long-range planning core team; Curator of Planning and Design, San Francisco Zoological Society (10/97 -6/06) Managed the design and construction for a general obligation bond + capital campaign of $100MM for the New Zoo Campaign’s capital construction program. ˖project budgets of $10- $18MM/60 total staff; ˖fundraising highlights:1, $8MM; 2, $1MM gifts from individuals / instrumental in all fundraising for New Zoo Campaign of $52MM; ˖managed design and construction of "Zoo Street" including leaping lemur cafe, gift shop, entry plaza with 40+staff and $10M budget/ Improved attendance per-cap spending by 30%; led design and construction of "Lipman Lemur Forest" conservation focus - The Voices of the Madagascar Fauna Group advocating forest protection/ 20+ staff and $6MM budget; SF Zoo/ led design and construction of "African Savanna"- conservation focus: Masai Lion Guardian Program w/40+ staff and $16MM budget; ˖led the rebranding of SF Zoo and timed with opening Zoo Street and African Savanna /Improved attendance by 25% (800,000 visitors to 1,000,000 visitors/ year w/ 10+ staff and $500K budget; 2 Associate Curator, San Francisco Zoological Society (8/93 -10/97) Directed the management of the bird collection and bird conservation programs for the Zoo: ˖founded the Avian Conservation Center/ breeding and reintroduction center for populations of endangered peregrine falcon, Harris' hawk, bald eagle, Andean condor/ co-developed techniques for cryogenic freezing condor and eagle gametes, analyzed genetic variation in bald eagle populations; reintroduced the bald eagle (110 captive-bred eaglets) into its’ historic range in Southern California/ awarded recognition from USFWS for contribution to recovery of the species; ˖co-managed the reorganization of animal care department, merging municipal staff with non-profit staff, negotiated union contracts/ shared management responsibility for entire Zoo’s living collection with staff of 32 and directly supervised 9 employees and 20 volunteers; FUNDRAISING EXPERIENCE Set vision and directed fundraising efforts to secure $25MM for the JMZ Initiative with the Board of the Friends of the Palo Alto Junior Museum and Zoo in addition to$10M in Capital from City of Palo Alto and raising $250,000 in annual support, Key staff liaison for donors at the SF Zoological Society and secured over $20MM dollars as the primary institutional expert and primary ‘presenter’ for major capital campaign; co-authored two successful “Institute for Museum Services” grants for the SF Zoo; co-authored major grant to establish the Golden Gate Raptor Observatory; supervised drafting of numerous other CA State and private foundation grants; authored the 2005 General Obligation Bond Summary Report for a $93MM Capital Program for the SF Zoo, of which $48MM was General Obligation Bonds; served as primary contact and spokesman for the final bond sale in 2005 of the 1997 Zoo Facilities Bond. SCIENTIFIC AND MUSEUM EXPERIENCE Led scientific analysis comparing the genetic diversity of bald eagles from throughout North America and presented findings in papers to the American Ornithologists Union; served for three years as the Chairman of the Avian Scientific Advisory Group for the American Zoo Association; served as Curator of the Vertebrate Museum at the California State University, Hayward; performed specimen preparation at the California Academy of Sciences; Cofounder of Golden Gate Raptor Observatory (GGRO is in its’ 30th year) with the National Parks Service and the National Parks Conservancy. RELEVANT HONORS ˖Superintendent's Award for Excellence in Museum Education – 2014 - California Museum Association ˖Conservation Award - Western Pond Turtle Program - 2008 - Association of Zoos and Aquariums ˖Conservation Award - Bald Eagle Recovery Program - 1996 Association of Zoos and Aquariums ˖Recognition of Significant Contribution to the Conservation of the Bald Eagle - 1996 United States Fish and Wildlife Service BOARD EXPERIENCE Wildlife Associates Board of Directors - Safari West Wildlife Foundation Board of Advisors - Safari West Wildlife Foundation Board of Directors (Emeritus), Randall Museum Friends Board of Directors (Emeritus), Ventana Wilderness Sanctuary Association (Emeritus). EDUCATION AND CERTIFICATION BA in Biology, San Francisco State University, 1993; PADI diver certification. PROFESSIONAL AFFILIATIONS Professional Affiliate and Honors and Awards Committee Member, Assocation of Zoos and Aquariums- - Association of Children’s Museums Member - - California Bald Eagle Working Team (Emeritus) - Field Conservation Committee (Emeritus), Association of Zoo’s and Aquariums - Avian Advisory Group, Chair and Steering Committee Member (Emeritus), Association of Zoos and Aquariums. 8".! 0$" ÂÁÄÆ ]YIZ<[.]<GdjÈÄÂÆ /<[ ]hI ÊÆÂÃÄ ¥ÅÁɦÇÅÄÅÇÈÈ 1 0$" Ɣ !<hjIg]Ngjh!khIkZ/jkGQIh+kDYQE+g]Og<ZZQ[O ]P[ I[[IGs1[QpIghQjskOkhjÃÁÁÆ Ɣ <EPIY]g]NgjhQ[YIZI[j<gsGkE<jQ][6QgOQ[Q<0IEP!<sÂÊÉÉ 7$. /0$.9 +kDYQE+g]Og<ZZQ[O QgIEj]g]NGkE<jQ][+<Y]Yj] k[Q]g!khIkZ²;]]ÂÁÊ dgIhI[j .Ihd][hQDYIN]gdY<[[Q[OQZdYIZI[jQ[O<[GIp<Yk<jQ[OhEP]]Y<[GN<ZQYsQ[jIgdgIjQpIdg]Og<Zh hkZZIgE<Zdh<[GDQgjPG<sd<gjQIhQ[EYkGQ[Ohj<NN<[GDkGOIj]pIghQOPj¥PQgQ[Ojg<Q[Q[O<[G hkdIgpQhQ[OjI<EPQ[Ohj<NN¦EkggQEkYkZGIpIY]dZI[jdg]Og<ZZ<gXIjQ[O<[GY][Og<[OIhjg<jIOQE dY<[[Q[O+g]pQGIhkdd]gjN]gE]gd]g<jI<[GN]k[G<jQ][Nk[GGIpIY]dZI[jp]Yk[jIIgdg]Og<Z<[G N<EQYQjsgI[j<Ydg]Og<Z+g]pQGI]pIghQOPjN]gjPIdg]Og<ZZQ[O<[GN<EQYQjs]NjPI+<Y]Yj] <sY<[Gh "<jkgI[jIgdgIjQpI I[jIg/IgpI<hQ[hjQjkjQ][<YYQ<Qh][DIjqII[jPI!khIkZ<[GqQGIg E]ZZk[Qjs hh]EQ<jIQgIEj]g]NGkE<jQ][ PQYGgI[hQhE]pIgs!khIkZ]N/<[ ]hIÂÂÁÇ ÂÃÁÉ 7]gXIGEY]hIYsqQjPjPIQgIEj]g]NGkE<jQ][j]I[hkgIjP<j<YYdkDYQEdg]Og<Zh<[GQ[QjQ<jQpIhg<[ hZ]]jPYs<EPQIpIGjPI!khIkZhZQhhQ][<[GgI<EPIG]kjj]<p<gQIjs]NE][hjQjkI[EQIhqQjPQ[jPI E]ZZk[Qjs<G]pIg<YYgIhd][hQDQYQjsN]g!khIkZNY]]ghj<NNQ[O<[Gdg]Og<ZZQ[OQ[EYkGQ[Ogjh <[G<gYs PQYGP]]GQ[QjQ<jQpIh<[Gdg]Og<ZhOg<[j<GZQ[Qhjg<jQ][gId]gjQ[O<[GDkGOIj]pIghQOPj /IgpIG<h<gIdgIhI[j<jQpIN]gjPI!khIkZqQjPQ[jPIN]gZ<YIGkE<jQ][<YE]ZZk[QjsQ[EYkGQ[O <jjI[G<[EI<jGQhjgQEj<[GE]k[jsNk[EjQ][hGIpIY]dZI[j]Nd<gj[IghPQdhqQjPk[QpIghQjs<[GE]YYIOI dg]Og<Zh<[GdY<[[Q[ON]g]kjgI<EPj]dgI <[GIYIZI[j<gshEP]]YE]ZZk[QjQIh +IgN]gZ<[EIh²<ZQYs+g]Og<Zh!<[<OIg <sgI<QhE]pIgs!khIkZÈÁÅ ÂÂÁÇ !<[<OIG<YY<hdIEjh]NjPI!khIkZhjPI<jgIdIgN]gZ<[EI<[GN<ZQYsq]gXhP]ddg]Og<ZQ[EYkGQ[O jPIPQgQ[O<[GZ<[<OIZI[j]Nhj<NNDkGOIjGIpIY]dZI[j<[Gjg<EXQ[Ohjg<jIOQEdY<[[Q[OhkddYs dg]EkgIZI[j<[GZ<[<OIZI[j<[GIpI[jG<sY]OQhjQEh/IgpIG<hdgQ[EQd<YIGkE<j]gN]ghIYIEj dg]Og<Zh7]gXIGEY]hIYsqQjPZ<gXIjQ[OgIhIgp<jQ][h<[G]dIg<jQ][hhj<NNj]I[hkgIdg]Og<Z <q<gI[Ihhd<gjQEQd<jQ][<[GhkEEIhhNkYQZdYIZI[j<jQ][ /EP]]Y²g]kd+g]Og<Zh!<[<OIg <sgI<QhE]pIgs!khIkZÈÁà ÈÁÅ !<[<OIG<YY<hdIEjh]NjPI!khIkZhhEP]]Y<[GOg]kddg]Og<ZhqPQEPQ[EYkGIG]pIg[QOPj E<ZdQ[hN]ghEP]]Yh<[Gs]kjPOg]kdhhkZZIgE<ZdhhEP]]YhIYNOkQGIGpQhQjh<[GhEQI[EI q]gXhP]dh<[GjI<EPIgq]gXhP]dhIpIY]dIGQZdYIZI[jIG<[GjIhjIG[Iqdg]Og<Zh<[G EkYjQp<jIGhEP]]Yd<gj[IghPQdh<[G<GpQh]gsE]ZZQjjIIh.Ihd][hQDYIN]gjPIPQgQ[O<[G]pIghQOPj]N hj<NNdg]Og<ZGIpIY]dZI[jDkGOIjGIpIY]dZI[j<[Gjg<EXQ[O<[GY][Og<[OIhjg<jIOQEdY<[[Q[O IpIY]dZI[j<[Gk[Gg<QhQ[O g<[j7gQjIg <sgI<QhE]pIgs!khIkZ/<kh<YQj] ÃÁÁÈÁà .Ihd][hQDYIN]g<YY<hdIEjh]NN]k[G<jQ][OQpQ[Odg]Og<ZQ[EYkGQ[Odg]hdIEjgIhI<gEPOg<[jqgQjQ[O Z<Q[jI[<[EI]NG][]gG<j<D<hIG][]gEkYjQp<jQ][<[GhdIEQ<YIpI[jh0PIZkhIkZhN]k[G<jQ][ OQpQ[Odg]Og<Zg<QhIh¹ÆÁÁÁÁÁQ[E][jgQDkjIGgIpI[kIhN]gjPIQ[hjQjkjQ][I<EPsI<g [GQpQGk<YQpQ[O!<[<OIg <sgI<QhE]pIgs!khIkZ/<kh<YQj] ÂÂÊÊÃÁÁ $pIgh<q <EjQpQjQIh gIY<jIG j] ]Dj<Q[Q[O dg]EIhhQ[O <[G hjIq<gGQ[O EP<gQj<DYI E][jgQDkjQ][h j] jPI ZkhIkZDsQ[GQpQGk<YhQ[EYkGQ[OjP]hIgIY<jIGj]jPIsI<gI[GNk[GGgQpI<[GE<dQj<YE<Zd<QO[ /IgpIG <h YQ<Qh][ DIjqII[ ]<gG ]N 0gkhjIIh G][]gh <[G hj<NN /kdIgpQhIG hdIEQ<Y IpI[jh E]]gGQ[<j]g <[GGIpIY]dZI[j<hhQhj<[j!<[<OIGG][]gQ[N]gZ<jQ][<[Gjg<Q[IGhj<NN][khI]NQ[N]gZ<jQ][ G<j<D<hI /I[Q]g IpIY]dZI[j .IhI<gEPIg <YQN]g[Q< E<GIZs ]N /EQI[EIh ]YGI[ <jI +<gX /<[ g<[EQhE] ÂÊÉÂÂÊÊ GI[jQNQIG <[G gIhI<gEPIG E]gd]g<jI N]k[G<jQ][ <[G Q[GQpQGk<Y Z<W]g OQNj dg]hdIEjh ]Zd]hIG DQ]Og<dPQE<YhXIjEPIhN]g0gkhjIIh<[GNk[Gg<QhQ[Ohj<NN!<Q[j<Q[IGG][]gQ[N]gZ<jQ][<[G dg]hdIEj Z<[<OIZI[j G<j<D<hI hh]EQ<jI QgIEj]g N]g IpIY]dZI[j .IhI<gEP6QgOQ[Q< 0IEP $NNQEI ]N 1[QpIghQjs IpIY]dZI[j Y<EXhDkgO6ÂÂÊÅÂÃÊÈ GI[jQNQIG <[G gIhI<gEPIG E]gd]g<jI N]k[G<jQ][ <[G Q[GQpQGk<Y Z<W]g OQNj dg]hdIEjh !<Q[j<Q[IG EI[jg<YQvIGdg]hdIEjG<j<D<hI0g<Q[IGGIpIY]dZI[j<[GgIhI<gEPhj<NN][khI]NG<j<D<hI<[G gId]gjQ[O hshjIZh hhQhjIG Q[ PQgQ[O jg<Q[Q[O <[G hkdIgpQhQ][ ]N gIhI<gEP hj<NN GGQjQ][<Y rdIgQI[EI /EP]]Y+g]Og<Zh[jIg[ <YQN]g[Q<E<GIZs]N/EQI[EIhÃÁà ÈÁà hhQhjIG Q[ jPI GIhQO[ <[G QZdYIZI[j<jQ][ ]N EkggQEkY< <[G <EjQpQjQIh <hh]EQ<jIG qQjP jPI <YQN]g[Q< E<GIZs]N/EQI[EI°h! 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Executes all aspects of exhibit creation, including development, design and project management. Formulates exhibit budgets and annual plans. Supervises exhibit staff, interns, volunteers, and outside contractors. Participates in fundraising for exhibitions. Exhibit Projects The New Junior Museum & Zoo Facility Leading the exhibition design and project managing (8,500 sq. ft. of indoor/outdoor exhibits) for a new JMZ to open in 2021. Participating in the architectural and zoo design (18,000 sq. ft. zoo). Planning for future exhibitions post-opening. BUZZZZ, 1,400 sq. ft. Conceived, designed and implemented this interactive exhibit about arthropods with living and pinned specimens. Clean Green Energy Machines, 1,000 sq. ft. Conceived, designed and implemented this hands-on exhibit about renewable energy. Secured donation and managed collaboration for the Solar Power Fountain from SunPower Corporation. The Kittens’ Den, 500 sq. ft. Designed and managed fabrication of this outdoor, nature- and play-based sculpture garden. Entrance Project, 2,500 sq. ft. Enhanced the function of the outdoor entrance. Redesigned the nature-based, Stump Garden, including a community-built large cob (mud) bench. Designed The Science Yard for educational programs. Managed the Lobby redesign. Zoo Signage, 10,000 sq. ft. Creatively directed a new signage strategy for the Zoo. Wrote text, managed designer, production, and installation. Museum-wide Projects Inclusion Initiative: Spearheaded and currently managing this initiative to better serve visitors with physical and developmental disabilities in the new JMZ. Created the accessibility strategic vision for the new JMZ master plan. Non-living Collections: Prioritized and managed improvement projects. Wrote the Collections Plan, Policies and Procedures. Managed consultants to create a digital database, improve collections care, and deaccession. Emergency and Disaster Plan: Created plan for living and non-living collections and for emergencies involving people. Sustainability Practices: Served on the City of Palo Alto Green Team and implemented JMZ sustainability practices. Grant Development & Administration Conservation Assessment Program, 2010: Wrote application and managed. IMLS Museum Assessment Program, Community Engagement Assessment, 2013: Wrote application and managed. IMLS Museum Assessment Program, Organizational Assessment, 2015: Participated in process. IMLS American Heritage Preservation, 2012: Secured and managed this grant ($3k) to conserve entomology collection. Packard Foundation, 2014: Conceived, wrote, and administered a diversity grant ($25k ) for an Inclusion Initiative. IMLS Museums for America, 2017: Conceived, co-wrote and managing this accessibility grant ($270k). IMLS Museums for America, 2018: Conceived, co-wrote and managing this dinosaur exhibition grant ($250k). Silicon Valley Creates, San Jose, CA, Nov. ’13-May ‘15 Consultant Created design concept, initial budget, and funding presentation for a joint project between Silicon Valley Creates and Santa Clara County’s Valley Medical Center to develop a 300,000 sq. ft. Women and Children’s Center infused with playful, family-friendly experiences, public art, and patient-centric design developed collaboratively with local museums. Children’s Discovery Museum of San Jose, San Jose, CA, Oct. ’04-Nov. ‘07 Exhibit Designer/Developer Developed, designed, and prototyped exhibits. Project managed in-house and out-of-house fabrication. Exhibit Projects Lupe’s Story, 2,300 sq. ft. Participated in developing this NSF-grant proposal for an exhibit about mammoths. Awarded in 2008. Out on a Limb, 1,200 sq. ft. Completed design concept for this exhibit about trees, nature, and play. 4-year refurbishment plan, 8,000 sq. ft. Crafted a plan for older exhibits incorporating a museum-wide vision and audience research. Secrets of Circles, 2,000 sq. ft., 2 copies Designed this NSF-funded exhibit about math, science and circles. Produced 2 copies, one traveling and one permanent. Collaborated with University of California Santa Cruz researchers. Authored Green Design Philosophy and initiated its use. Created design direction for trilingual signage. Created a system to track $600,000 budget and delivered it $100,000 below budget. Managed fabrication schedule, including in-house and 15+ subcontractors. The Wonder Cabinet, 3,500 sq. ft. Designed this award-winning exhibit for children, ages 0-4, based on a Reggio-inspired learning philosophy. Delivered the exhibit after the lead designer left CDM, managing production and budget. Awards AAM Excellence in Exhibitions, 2007: Honorable Mention for The Wonder Cabinet The Tech Museum of Innovation, San Jose, CA, Feb. ’00-Oct. ‘04 Senior Exhibit Designer Designed exhibits as lead designer. Project managed multiple exhibit remediation projects and traveling exhibitions. Exhibit Projects Genetics: Technology with a Twist, 2,500 sq. ft. Designed this NIH-funded exhibit about genetic technologies and health, including an unfacilitated Wet Lab. Collaborated with Stanford University. Introduced the use of RFID (Radio Frequency Identification) tags. Imagination Playground, 3,500 sq. ft. Designed this popular exhibit about creative play in a high tech world. Cranbrook Institute of Science, Bloomfield Hills, MI, Nov. ’97-Nov. ‘99 Exhibit Designer Designed and prototyped NSF-funded exhibits. Managed aspects of outside fabrication. Exhibit Project Every Rock has a Story, 2,000 sq. ft. Designed, as lead designer, this interactive and specimen-based exhibit about plate tectonics and minerals. Volunteer and Internships California Networks for Collaboration – Accessibility Learning Collaborative, California Association of Museums, 2015 National Association of Museum Exhibitions, Board Member, AAM, Nov. ’10-12 Jim Henson Co., Inc., Intern, New York, NY, Jun. ‘95-Aug. ‘95 Rhode Island Children’s Museum, Volunteer, Pawtucket, RI, ‘94 Education Rhode Island School of Design, BFA, Industrial Design, Providence, RI, ‘92-’96 Institute of Italian Studies & Fuji Jewelry Studios, Florence, Italy, ‘96-’97 ͳ ¸£RrRrFʬ £} }«f łƣǦǞ ¿Ǒ wŊĚƛġŭwġĚŊöŊƦŢŸēöƴġĚŊŭ§öŢŸŢƴŸ͇!öŢŊĻŸƞŭŊööŭĚŊƦńöƛƛǛƴŸŸĻĻġƞŊƴƦͳ ġǚƛġƞƴŊƦġ Ŋŭ ūġĚŊö ƛƞŸĚƼēƴŊŸŭöŭĚ ƴġēńŭŊēöŢ ƴƞöŊŭŊŭļ͌ àġ ńöǔġ ̋̆Β ǛġöƞƦ ēƼūƼŢöƴŊǔġġǚƛġƞŊġŭēġƦńöƞġĚöūŸŭļƦƴŸƼƞƴƞöŊŭġƞƦ͌IŸƞ̉̆ǛġöƞƦǕġńöǔġͳ ĒġġŭƴńġēŸūūƼŭŊƴǛƞġƦŸƼƞēġĻŸƞǔŊĚġŸƛƞŸĚƼēƴŊŸŭ͌àġƛƞŊĚġŸƼƞƦġŢǔġƦŸŭͳ ƦġƴƴŊŭļƼƛŸƼƞēŢŊġŭƴƦĻŸƞƦƼēēġƦƦ͇ƦŸǛŸƼǕŊŢŢŢġöǔġŸƼƞƦġƦƦŊŸŭƦūŸƞġͳ ƛƞġƛöƞġĚ ƴńöŭ ġǔġƞ ƴŸ ƛƞŸǔŊĚġ ǛŸƼƞ ēŸŭƴġŭƴ ƴŸ ö ǕŊĚġ ƞöŭļġ ŸĻ ēŸūūƼŭŊƴǛ ūġūĒġƞƦġöļġƞƴŸƦƴöǛġŭļöļġĚǕŊƴńǛŸƼƞƛƞŸļƞöūƦöŭĚöēƴŊǔŊƴŊġƦ͌ͳͳ ͚̓ ¸ljħŷƙŷƙūʫ«ŒǑǑŷƣƙǑʬ ĒśġēƴŊǔġ͆ÀŸƛƞŸǔŊĚġŊŭ͡ĚġƛƴńƦƴöĻĻƴƞöŊŭŊŭļŊŭĚŊļŊƴöŢēŸŭƴġŭƴĚġǔġŢŸƛūġŭƴŊŭͳ öƦöĻġġŭǔŊƞŸŭūġŭƴƴńöƴŊƦēŸūƛŢŊöŭƴǕŊƴńēŸƼŭƴǛļƼŊĚġŢŊŭġƦĚƼƞŊŭļƴńġƦġͳ ƼŭƛƞġēġĚġŭƴġĚ ƴŊūġƦ͌ ƼƞƴƞöŊŭŊŭļƦġƦƦŊŸŭƦöƞġūġƴŊēƼŢŸƼƦŢǛƛŢöŭŭġĚĒǛŸƼƞƴƞöŊŭġƞƦŊŭöūöŭŭġƞͳ ļġöƞġĚƴŸǕöƞĚƦūöǚŊūŊǥŊŭļġĻĻŊēŊġŭēǛ͌æŸƼƞƴŊūġŊƦǔöŢƼöĒŢġ͇ƦŸŸƼƞļŸöŢŊƦƴŸͳ ĒġƦƴ ƛƞġƛöƞġ ǛŸƼ ǕńŊŢġ ƴöŞŊŭļ Ƽƛ ƴńġ ŢġöƦƴ öūŸƼŭƴ ŸĻ ǛŸƼƞ ƴŊūġ ƛŸƦƦŊĒŢġ͌ æŸƼƞƴƞöŊŭŊŭļǕŊŢŢĒġēŸŭĚƼēƴġĚĒǛƴǕŸŸĻŸƼƞƴƞöŊŭġƞƦŊŭƴńƞġġńŸƼƞƦġƦƦŊŸŭƦͳ ńġŢĚŸǔġƞĻŊǔġĚöǛƦ͌ÀƞöŊŭŊŭļƦġƦƦŊŸŭƦǕŊŢŢĒġēŸūƛƞŊƦġĚŸĻĒŸƴńöēƴŊǔŊƴŊġƦöŭĚͳ ŢġēƴƼƞġƦ ƴńöƴ ǕŊŢŢ öĚĚƞġƦƦ ƴńġ ĻŸŢŢŸǕŊŭļ ƦƼĒśġēƴƦ͆ Ɣ !öūġƞöƦöŭĚwŊēƞŸƛńŸŭġƦͳ Ɣ §ƞŸĚƼēƴŊŸŭ(ġƦŊļŭͳ Ɣ àġĒēöƦƴŊŭļ öŭĚ ²ƴƞġöūŊŭļ öƦŊē Ɣ §ƼƴƴŊŭļXƴŢŢÀŸļġƴńġƞͳ ǛēƞġöƴŊŭļöǕŸƞŞƦńŸƛƦƛöēġƴŸƛƞöēƴŊēġūġĚŊöƴġēńŭŸŢŸļǛöŭĚŸŭŢŊŭġͳ ēŸūūƼŭŊēöƴŊŸŭ ƦŞŊŢŢƦ͇ ƴńŊƦ ƛƞŸļƞöū ǕŊŢŢ ŊŭēƞġöƦġ ǛŸƼƞ ƴġöūͬƦ ēŸŭĻŊĚġŭēġ öŭĚ ƛƞŸĻŊēŊġŭēǛǕńŊŢġĒƞŸöĚġŭŊŭļƴńġŊƞöĒŊŢŊƴǛƴŸēŸŭŭġēƴǕŊƴńöŭĚēöƞġĻŸƞƴńġͳ ēŸūūƼŭŊƴŊġƦǛŸƼƦġƞǔġ͌ͳͳ Ƽƞ ƛöƴŊġŭƴ öŭĚ ġǚƛġƞŊġŭēġĚ ŊŭƦƴƞƼēƴŸƞƦ ēöŭ ļƼŊĚġ ö ƦƴƼĚġŭƴ ǕŊƴń ġǔġŭ ƴńġ ūŸƦƴĒöƦŊēƼŭĚġƞƦƴöŭĚŊŭļŸĻŸŭŢŊŭġūġĚŊööŭĚǔŊĚġŸƛƞŸĚƼēƴŊŸŭƴŸǕöƞĚͳ ĒġēŸūŊŭļƦŞŊŢŢġĚƼƦġƞƦŸĻƴńġēƞöĻƴ͌ͳ ̇ͳ ͚̓ ¸ljħŷƙŷƙūʫ ƣƙǞljħŃǞʬ ÀńŊƦÀƞöŊŭŊŭļ!Ÿŭƴƞöēƴ͛ƴńġͩ!Ÿŭƴƞöēƴͪ͜ƦƴöƴġƦƴńġƴġƞūƦöŭĚēŸŭĚŊƴŊŸŭƦƴńöƴͳ ļŸǔġƞŭƴńġēŸŭƴƞöēƴƼöŢöļƞġġūġŭƴĒġƴǕġġŭwŊĚƛġŭwġĚŊö͛ƴńġͩÀƞöŊŭġƞ͇ͪ͜ͳ ńöǔŊŭļ ŊƴƦ ƛƞŊŭēŊƛöŢ ƛŢöēġ ŸĻ ĒƼƦŊŭġƦƦ öƴ ̏̆̆ ²öŭ ŭƴŸŭŊŸ ªŸöĚ͇ §öŢŸ ŢƴŸ͇ !͇ öŭĚƴńġ!ŊƴǛŸĻ§öŢŸŢƴŸmŊĒƞöƞǛ(ġƛöƞƴūġŭƴ͛ƴńġͩ!ŢŊġŭƴͪ͜ǕńŸöļƞġġƴŸĒġͳ ĒŸƼŭĚĒǛƴńŊƦ!Ÿŭƴƞöēƴ͌ͳ àR0ª0²͇ ƴńġ ÀƞöŊŭġƞ ńŸŢĚƦ ƦŊļŭŊĻŊēöŭƴ ġǚƛġƞƴŊƦġ Ŋŭ wġĚŊö §ƞŸĚƼēƴŊŸŭ öŭĚ ŸĻĻġƞƦƴƞöŊŭŊŭļƦġƞǔŊēġƦŊŭwġĚŊö§ƞŸĚƼēƴŊŸŭĻŸƞǕńŊēńƴńġ!ŢŊġŭƴǕŸƼŢĚŢŊŞġƴŸͳ ġŭļöļġƴńġÀƞöŊŭġƞöēēŸƞĚŊŭļƴŸƴńġƴġƞūƦöŭĚēŸŭĚŊƴŊŸŭƦńġƞġŊŭ͌ͳ yà͇ ÀR0ª0Iª0͇ ŊŭēŸŭƦŊĚġƞöƴŊŸŭŸĻ ƴńġ ūƼƴƼöŢ ēŸǔġŭöŭƴƦ öŭĚ ƛƞŸūŊƦġƦ ūöĚġĒǛƴńġƛöƞƴŊġƦǕŊƴńŊŭƴńŊƦ!Ÿŭƴƞöēƴ͇ƴńġÀƞöŊŭġƞöŭĚƴńġ!ŢŊġŭƴͳ ͛ŊŭĚŊǔŊĚƼöŢŢǛ͇ġöēńöͩ§öƞƴǛͪöŭĚēŸŢŢġēƴŊǔġŢǛƴńġͩ§öƞƴŊġƦͪ͜ēŸǔġŭöŭƴöŭĚöļƞġġͳ öƦĻŸŢŢŸǕƦ͆ʬ ÀªXyXyJͳ ÀńġÀƞöŊŭġƞƦńöŢŢēŸŭĚƼēƴƴƞöŊŭŊŭļŊŭwġĚŊö§ƞŸĚƼēƴŊŸŭŊŭöēēŸƞĚöŭēġǕŊƴńͳ ƴńġƦēńġĚƼŢġöƴƴöēńġĚńġƞġƴŸöƦ0ǚńŊĒŊƴ͌ͳ §æw0yÀͳ ÀńġƴŸƴöŢēŸƦƴƴŸĒġƛöŊĚƴŸƴńġÀƞöŊŭġƞĒǛƴńġ!ŢŊġŭƴĻŸƞƴńġƦġƞǔŊēġƦͳ ńġƞġƼŭĚġƞƦńöŢŢĒġƦŊǚƴńŸƼƦöŭĚĚŸŢŢöƞƦ͛ͺ͇̌̆̆̆͜ǕńŊēńŊƦĚƼġƼƛŸŭͳ ēŸūƛŢġƴŊŸŭ͌ ̈ͳ ͚̓ §Ç mX!XÀæy(wªj0ÀXyJͳ Àńġ!ŢŊġŭƴöƼƴńŸƞŊǥġƦƴńġÀƞöŊŭġƞƴŸƼƴŊŢŊǥġƴńġ!ŢŊġŭƴͬƦŢŸļŸöŭĚöƦƦŸēŊöƴġĚͳ ƴƞöĚġūöƞŞƦöƦǕġŢŢöƦöŭǛūġĚŊö͇ƛńŸƴŸƦ͇ŸƞĻŸŸƴöļġĻƞŸūöŭǛƴƞöŊŭŊŭļƦġƦƦŊŸŭͳ ƦŸŢġŢǛ ĻŸƞ ƴńġ ƛƼƞƛŸƦġ ŸĻ ūöƞŞġƴŊŭļ ƴńġ ÀƞöŊŭġƞͬƦ ƦġƞǔŊēġƦ͌ yw(XIX!ÀXyÇym0²²XyàªXÀXyJͳ yŸ ūŸĚŊĻŊēöƴŊŸŭ ŸĻ ƴńŊƦ !Ÿŭƴƞöēƴ ƦńöŢŢ Ēġ ǔöŢŊĚ ƼŭŢġƦƦ Ŋŭ ǕƞŊƴŊŭļ öŭĚ öļƞġġĚ ƼƛŸŭĒǛĒŸƴń§öƞƴŊġƦ͌ͳ §§mX! 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Over my 30 years as a Palo Alto resident, the Palo Alto Library, the Junior Museum & Zoo, and the Palo Alto Art Center have been vital parts of my life and that of my family. I am very excited to see their embracing of digital delivery models to serve our changing Palo Alto and East Palo Alto audiences based upon COVID-19. This project will allow all three programs to plan more relevant and successful programs to engage seniors and K-12 students. I have had firsthand experience with the power of museums and libraries as critical sources of lifelong and out-of-the-classroom learning. Museums and libraries provide students with opportunities to apply classroom knowledge in self-directed learning, expand their understanding of themselves and their world, and enhance empathy. During COVID-19, the needs for museums and libraries are even more acute, as students have experienced profound disruptions to their daily lives due to shelter-in-place. As the Palo Alto Unified School District begins to plan the academic year ahead, there are numerous uncertainties. However one thing is certain: school will look different. Because of this, I applaud the Palo Alto Art Center, Junior Museum & Zoo, and Palo Alto Library for engaging the PAUSD and Ravenswood School Districts in their planning for this project. Having the opportunity for expanded virtual or hybrid programs will be critical for these programs to remain active partners of PAUSD. The Palo Alto Art Center, the Junior Museum & Zoo, and the Palo Alto Library are all critical partners for PAUSD and our community’s children. The ability for all three programs to enhance their capacity for virtual programming will be essential to meet the changing needs of students and the District. Virtual school tours, virtual school visits, in-school visits with hybrid digital materials, will all be important tools in this new landscape. As a Palo Altan active in numerous community initiatives, I have also seen the impact of COVID-19 on our seniors. We know that many of these community members will continue to shelter in place for months to come. Their ability to continue to enjoy the Art Center and the Palo Alto Library—exhibitions, events, programs—will be an important element of their continued connection, community, learning, and growth. I strongly encourage IMLS to support this proposal for the benefit of so many in our community impacted by COVID-19. Our ability to survive this pandemic as individuals and as a community is based in our ability to learn, care for each other, and grow. Museums and libraries help us do that—let’s help them do that work virtually. 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ity of Palo Alto (ID # 11596) City Council Staff Report Report Type: Action Items Meeting Date: 10/19/2020 City of Palo Alto Page 1 Council Priority: Fiscal Sustainability Summary Title: Preliminary Q1 FY 2021 Financial Status Discussion and Potential Direction to Staff Title: Preliminary Q1 Fiscal Year (FY) 2021 Financial Status Discussion and Potential Direction to Staff on Budget Revisions, Staffing Revisions, and Next Steps in Monitoring, Modeling, and Addressing Recovery Planning Approaches From: City Manager Lead Department: Administrative Services Recommendation Staff recommends that the City Council discuss Palo Alto’s current fiscal status and provide direction to staff on potential budget actions, including the following: 1. Report on status of attrition ramps for the Police and Fire Departments that end October 31 and December 31 respectively; 2. Discuss and provide direction on rental relief for City non-profit and for-profit tenants; 3. Identify priorities for use of the $744,000 COVID-19 Council Reserve the City Council set aside during the FY 2021 Adopted Budget process and wait on spending funds allocated until the FY 2021 Mid-Year Budget Review in early 2021; and 4. Accept this report, discuss areas of recovery within and outside of the City’s control, and provide direction on next steps in developing a Palo Alto Community and Economic Recovery Strategy, financial modeling and forecasting to monitor the current fiscal year, and guidelines for preparation of the FY 2022 budget and FY 2022-2031 General Fund Long Range Financial Forecast. Executive Summary At this time, staff does not recommend any actions to amend the current FY 2021 Adopted Operating and Capital Budgets. The City continues to actively manage its finances in light of significant uncertainties from the ongoing pandemic and related economic challenges. City of Palo Alto Page 2 As the City and the County move through different phases of recovery, the City adapts operations to best support and serve the community. As a result of County Public Health Orders and State Public Health restrictions, these changes impact both the cost of delivering City services and the revenues that pay for them (both taxes and fees). Often, staff finds that it takes increased resources to deliver the same quantity of service in modified ways to ensure the safety of the community and employees. For example, the library is offering sidewalk services at some City libraries. To offer these services staff must manually process each item several times, where past practice allowed use of automation to return and sort materials. In general, experts believe that we reached the bottom of financial impacts during the second quarter of 2020, when strict shelter-in-place orders restricted movement and commerce other than core essential activities. However, staff is mindful of warnings from State and County officials that a second wave of impacts may occur during the upcoming flu season. The anticipated second wave could result in similarly severe restrictions, lowering daily activities once again to levels seen during the second quarter of 2020. Several risks and uncertainties remain, including: - A second wave of strict shelter in place State and County Public Health Orders, shutting down business activity further impacting the local economy; - The length of the recovery period and how fast recovery could take; this will significantly impact the City’s most sensitive tax bases; - Return of daytime population, whether it be workers, students/faculty/staff at Stanford University, or changes to the City’s resident population; - Consumer behavior and confidence in both the economic stability and safety. The City continues to be severely impacted by the recessionary period and must be mindful of this in its day to day business. This item is intended to be a check-in providing new information since the in-depth City Council budget and fiscal discussions held in May and June 2020. This report seeks Council input on several areas of staff work ahead. The report also outlines next steps and timing for a series of City Council conversations planned to focus on fiscal monitoring, community and economic recovery, and more. The report provides a status of key indicators in the General Fund and some reporting for all other funds. This report’s preliminary findings are based on the data available at the time of reporting and does not reflect a true 1st Quarter financial activity in FY 2021. Final Q1 data will not be available until December 2020. However, this report does provide an update on highlights from the preliminary close of the prior fiscal year ending June 30, 2020, and preliminary information during the initial one to two months of the current fiscal year. City of Palo Alto Page 3 A few revenue highlights include: • Sales Tax: Staff, along with the City’s Sales Tax consultant believe that the current revenues will exceed budgeted levels by $2 million to $9 million, however, the consultant advises that data remains weak through June 30, 2020. • Transient Occupancy Tax: If current activity levels continue through the full fiscal year, staff expects revenues to fall below budgeted estimates by at worst case $11 million below, though more optimistically may fall $5.5 million below budgeted levels. • Property Tax: The current assessor report issued by the County of Santa Clara Assessor’s Office, the City’s Secured property tax roll is expected to grow 7.7% in FY 2021. It is expected that this growth may be offset by changes in unsecured property taxes and roll corrections due to flattening growth. This is in line with the FY 2021 Adopted Budget. In December 2020, a formal Q1 FY 2021 Financial Report, the City’s FY 2022-2031 Long Range Financial Forecast, and the City’s FY 2020 Comprehensive Annual Financial Report and Year End Budget adjustments are all expected to be reported, as per normal annual practices. Further, strategic work is underway focused on a Community and Economic Recovery Strategy. Staff is working on a potential study session November/December for City Council discussion and consideration of focus areas to inform and further a Palo Alto specific recovery strategy. Key to the City Council’s and staff’s fiscal and recovery planning, is the important work underway to understand the fiscal implications of possible recovery scenarios. This includes the potential for City actions to affect economic recovery, and associated impacts on City revenues. This, in turn, affects the level and nature of services the City can deliver to the community. The report is seeking Council input in several areas: • Guidance on how to address tenant requests regarding lease changes or waiving rent and other fees • Review status of attrition ramps for the Police and Fire Departments that end October 31 and December 31 respectively; • Identify priorities for use of the $744,000 COVID-19 Council Reserve the City Council set aside and wait on spending funds allocated • Discuss areas of recovery within and outside of the City’s control, and provide direction on next steps As mentioned, this report is an initial discussion in a series of fiscal and recovery discussions planned ahead. Background Recognizing the severity of the public health emergency and its impacts on the City’s financial situation, in Spring 2020 the City Council directed staff to assume a more conservative revenue City of Palo Alto Page 4 estimate reflecting a loss of $39 million in General Fund tax revenues in FY 2021 (CMR 11315). In prior years, Sales Tax and Transient Occupancy Taxes (TOT) alone made up nearly 30 percent of the General Fund revenues, both of which are expected to see significant declines. As a result of the City Council’s direction, staff returned with service reductions to prioritize essential services and pare back discretionary services in order to align expenses with the lower revenue estimates. More than 60 percent of the City’s General Fund budget funds the outstanding workforce delivering the City’s services every day and staff and resource reductions were unavoidable. Despite these reductions, the adoption of the FY 2021 budget (CMR 11330) ensured that the City continues to proactively pay for long term liabilities and continues capital investments in its most critical infrastructure. It also provides resources for the City to successfully adapt from ‘shelter in place’ to future service delivery models and establishes funding to support those service delivery transitions. In order to begin the process for these service delivery transitions, several specific COVID-19 recovery funding sources were established for Contact Tracing, Business and Communication Support, Workplace Restoration. In addition, a reserve of $744,000 for the City Council to address ongoing or additional unforeseen impacts from COVID- 19. As discussed and adopted by the City Council, at the May 26, 2020 Council Meeting, use of the $744,000 was delayed to Fall 2020. This delay was to determine resources needs related to Community Services, ongoing COVID-19 Response, Public Safety Operations, and Shuttle Systems, or other priorities proposed by staff. This list is a working list that can be adjusted based on needs as recommended by staff and directed by the City Council. Discussion This initial fiscal discussion with the City Council is meant to be the first in a series of conversations planned over the coming months, as financial data, economic trends and recovery focus areas are defined. This report’s preliminary findings are based on the data available at the time of reporting and does not reflect a true 1st Quarter financial activity in FY 2021. Final Q1 data will not be available until December 2020. However, this report does provide an update on highlights from the preliminary close of the prior fiscal year ending June 30, 2020, and preliminary information during the initial one to two months of the current fiscal year. Further, strategic work is underway focused on a Community and Economic Recovery Strategy. Staff is working on a potential study session November/December for City Council discussion and consideration of focus areas to inform and further a Palo Alto specific recovery strategy. Understanding several elements in recovery such as the role of Stanford in our recovery and current impacts, short-term and long-term recovery approaches, market segmentation support to expedite recovery and much more will be important in any strategy the City pursues. Recent cities who have released recovery strategies include San Jose and San Francisco. Attached to this report are excerpts from these strategies (Attachment A and B respectively). City of Palo Alto Page 5 As we continue into the 2021 fiscal year, staff will return to the Finance Committee and City Council over the next several months with a series of fiscal updates. Beginning in November a study of impact fees and other charges for services is expected to be reviewed by the Finance Committee. Staff will also present for Council consideration several follow-up actions based on City Council’s September 14, 2020 direction (September 14, 2020 Presentation and Action Minutes).Other planned key milestones to gain City Council input and further direction include consideration of the FY 2020 Comprehensive Annual Financial Report and Year-End Budget Adjustments, FY 2021 1st Quarter Financial Report, FY 2022-2031 Long Range Fiscal Report and a status check-in on FY 2021 Adopted Budget City Council referrals in December 2020. Following in February, staff will return with the FY 2021 Mid-Year Budget Review and Preliminary 2nd Quarter Financial Status. Council should also be aware of requests from organizations leasing City property. Staff has received several requests by City tenants to waive rents or restructure leases. Given the City’s financial condition, waiving rent will cause a significant strain on resources and drawing of the Budget Stabilization Reserve below Council targeted levels or further reduction in services. Staff is not recommending action on these requests at this time. However, staff welcomes City Council guidance on how to address these requests. Economic Update The City, State and nation have seen unprecedented impacts of the multitude of events going on, namely the public health crisis cause by COVID-19, historic wildfires, public sentiment on race and equity, and the national political uncertainties. These continue to be contributing factors on the City’s revenues and economic position. Most recently the UCLA Anderson Forecast released their September 2020 forecast. The Forecast predicts slow growth in Q4 of calendar year 2020, or October – December 2020, only if a $1 trillion economic stimulus bill is passed. The September 2020 report is now forecasting 1.2% annualized growth (0.3% non- annualized) in the fourth quarter. On a fourth quarter to-fourth-quarter basis, the UCLA Anderson Forecast Report projects a 4.2% decline in real GDP for 2020. However, should that additional stimulus funding not come to fruition, this forecast is likely overstated. The consumer price index (CPI) was up 1.3 percent for the 12 months ending August 2020 (not seasonally adjusted)1. Consumer Confidence Index, based on the monthly consumer confidence survey by the Conference Board, increased in September after declining in August. Lynn Franco, Senior Director of Economic Indicators at The Conference Board says, “Consumer Confidence increased sharply in September, after back-to-back- declines, but remains below pre-pandemic levels.”2 As expected, economic indicators continue to lag in this prolonged public health emergency. Although a sharp rebound has been seen in the past few months, that is to be expected given 1 United States Bureau of Labor Statistics https://www.bls.gov/opub/ted/2020/consumer-prices-up-1-point-3- percent-in-12-months-ended-august-2020.htm 2 The Conference Board September 2020 https://conference-board.org/data/consumerconfidence.cfm City of Palo Alto Page 6 the sharp decline seen in the prior quarter. Best said by Jerome Powell, Federal Reserve Chair and cited in the UCLA September 2020 Forecast: The recovery has progressed more quickly than generally expected…. Even so, overall activity remains well below its level before the pandemic and the path ahead remains highly uncertain…. The economic downturn has not fallen equally on all Americans, and those least able to shoulder the burden have been hardest hit…. The outlook for the economy is extraordinarily uncertain and will depend in large part on our success in keeping the virus in check.3 General Fund Overall, the General Fund is tracking at or below adopted estimated revenues and at adopted expenses. Based on the continued phased reopening from the shelter-in-place orders imposed in March 2020, consumer behaviors continue to evolve, impacting the financial forecasts. The organization has carefully planned for the financial implications of COVID-19 on the City of Palo Alto. Staff concludes that at this time maintaining the current status with continued monitoring and updates remains the most prudent course of action. As a result of the City Council’s leadership and adoption of a fiscally conservative budget, staff does not recommend further budget actions at this time. Economic trends and data continue to be too uncertain. COVID – 19 Response Financial Highlights • The City was allocated $854,743 of CARES Act funding from the State of California, which is being paid out in installments beginning July 2020. The City has submitted eligible expenses related to staff costs in the areas of public safety and other departmental responses to the pandemic. These funds will be subject to audits for eligible uses in the years to come. • The City has spent an estimated $3 million in response to COVID-19 in FY 2020 and FY 2021. This includes $498,000 in small business grants and $165,000 in waived fees for parklets. The remaining expenses of $2.4 million is comprised of regular staff time for response activities such as emergency operations center coordination, call center operations, street closures, public safety, communications and shifting to remote work. The bulk of these expenses incurred to date are not expected to be eligible for reimbursement by FEMA since it falls in the category of regular staff time. FEMA primarily reimburses staff time when it is overtime expense as opposed to regular time. Staff optimistically will seek reimbursement from FEMA for eligible expenses in the $200,000 range, of which only a maximum of approximately 75% would be reimbursed. It is expected that additional expenses will be incurred in FY 2021. Expense focus areas include business and communications support, testing, contact tracing, and eventually 3 UCLA Anderson Forecast September 2020 https://www.anderson.ucla.edu/documents/areas/ctr/forecast/reports/uclaforecast_Sept2020_USForecast.pdf City of Palo Alto Page 7 the workplace environment adaptations. These expenses were approved as part of the FY 2021 Adopted Budget. Since this is an ongoing federal emergency, FEMA has not set a deadline for submitting expenses and the City continues to track and accumulate expenses. Revenues: General Fund The FY 2021 Adopted Operating Budget approved a $197 million estimate for sources, of which $26.5 million has been collected to date, or 13.5 percent of the budgeted estimate. This FY 2021 Adopted Budget included approximately $40 million in reduced revenues, primarily in Sales Tax and Transient Occupancy Tax revenues followed by reduction in Charges for Services, Documentary Transfer Tax, and Utility User Tax. Highlights of current data on major revenue sources are included below. Overall, staff is optimistically forecasting revenues to meet FY 2021 Adopted Budget levels, however, caution they may fall below budgeted levels and therefore should and will continue to be monitored closely. • Property Tax: The FY 2021 Adopted Budget assumed an estimate of $52.0 million, a 6.9% increase from the FY 2020 adopted level or $3.4 million above. Information will not be readily available for property tax until late October at the earliest, however, with the current assessor report issued by the County of Santa Clara Assessor’s Office, the City’s Secured property tax roll is expected to grow 7.7% in FY 2021. It is expected that this growth may be offset by changes in unsecured property taxes and roll corrections due to flattening growth. Significant impacts to property tax receipts are not expected until FY 2022 at the earliest depending on property activities. The most recent Santa Clara County Assessor’s report can be found online here: https://www.sccassessor.org/edocman/AnnualReport2020-2021.pdf. • Sales Tax: The FY 2021 Adopted Budget assumed an estimate of $20.5 million, a 40.3% reduction from the FY 2020 adopted level or $13.8 million below. In FY 2020, Sales Tax receipts of $30.6 million was received of activities through June 30, 2020. This is at the revised FY 2020 budgeted estimate but 11.0% below the original FY 2020 Adopted Budget of $34.3 million. Staff, along with the City’s Sales Tax consultant believe that the current revenues will exceed budgeted levels by $2 million to $9 million, however, the consultant advises that data remains weak through June 30, 2020. In addition, the consultant advises that they are typically less conservative during downturn periods and therefore may be too optimistic. Additional information on sales tax activities during April – June 2020 is available as part of the October 19 City Council meeting packet, as an informational report (CMR #11640). • Transient Occupancy Tax: The FY 2021 Adopted Budget assumed an estimate of $14.9 million, a 49.2% reduction from the FY 2020 adopted level or $14.4 million below. This assumed that the City would remain significantly closed through December 2020, however, return to normal activities for the remaining 6 months of the fiscal year. In FY City of Palo Alto Page 8 2020, TOT receipts fell $1 million below estimated levels at $18.6 million. This is a 36.7% reduction from the FY 2020 adopted Budget of $29.3 million and 5.3% below the revised budget of $19.6 million. As a reminder this significant drop reflects shelter in place orders beginning mid-March 2020, through June 30, 2020. This revenue remains extremely low compared to typical levels, a 90% reduction or more. Therefore, if current activity levels continue through the full fiscal year, staff expects revenues to fall below budgeted estimates by at worst case $11 million below, though more optimistically may fall $5.5 million below budgeted levels. It is expected that a mid-year adjustment will be necessary to balance this reduction which will impact both the General Fund as well as the General Capital Improvement Program (CIP) Fund. This will also impact the five-year CIP. • Documentary Transfer Tax: The FY 2021 Adopted Budget assumed an estimate of $4.7 million, a 43.8% reduction from the FY 2020 adopted level or $3.7 million below. FY 2020 receipts of $6.9 million was slightly above adjusted budget levels by $227,000, however below the FY 2020 Adopted Budget level of $8.4 million, a 17.5% reduction. Currently, receipts through August are up 7 percent, however they remain 15% below prior year levels. As one of the most volatile revenues, this revenue will be monitored closely as it can see significant fluctuation month to month depending on real estate transactions. • Utility User Tax: The FY 2021 Adopted Budget assumed an estimate of $15.1 million, a 14.1% reduction from the FY 2020 adopted level or $2.5 million below. FY 2020 receipts of $6.9 million were at the adjusted budget level of $16.1 million, however below the FY 2020 Adopted Budget level of $17.6 million, an 8.2% reduction. To date, revenues are tracking 3% to 6% below prior year levels for utility taxes and telephone taxes respectively. This is in line with overall expectations assumed in the FY 2021 Adopted budget and at this time, revenues are tracking to meet budgeted levels 2021. • Charges for Services & Permits and Licenses: The FY 2021 Adopted Budget assumed an estimate of $25.4 million in Charges for Services, a 14.5% reduction from the FY 2020 adopted level or $4.3 million below. The FY 2021 Adopted Budget assumed an estimate of $8.3 million in permit and license revenue, a 29.1% reduction from the FY 2020 adopted level or $3.4 million below. In FY 2020, these categories combined received $31.6 million in revenues, this is slightly below the revised budget estimate by $198,000; however, this is 18.6% below the FY 2020 Adopted Budget estimate. These revenue categories consist of charges to Stanford for fire services and paramedic services, fees related to the City’s golf course, arts and science classes, plan check fees, and payments to the City for issuance of Building Permits, Fire Permits, and miscellaneous health and safety-related licenses. Overall, the FY 2021 Adopted Budget assumes a reduction in these revenues of $5 million due to cancelled or modified services. Currently staff City of Palo Alto Page 9 expects this to be in line with activities levels anticipated thus far, based on current expectations of the continued lifting of shelter in place restrictions. Community Services Department: Currently, all CSD revenue streams are below normal, though some are significantly lower than usual especially related to activities that are not currently allowed under State and County Public Health guidelines. Overall, CSD revenue from classes, camps, and rentals are currently at 13% of levels assumed in the adopted budget. This same time last fiscal year revenues were around 37% to target. Year-end revenues may come in as low as 20%, or $2.0 million of budgeted expectations if public health order restrictions do not ease and weather leads to a decline in class registrations and golf play. On the other hand, revenues may rebound if public health order restrictions continue to relax and the City is able to sustain outdoor programming, increase golf play, and create all-weather spaces for rentals and classes. CSD is prepared to offer additional classes and programs when restrictions ease. Some specific program areas that are especially low due to current COVID-19 Public Health restrictions are as follows: Facility rentals: Indoor rentals have been cancelled and refunded through October and are expected to continue to be cancelled pending County public health guidance. Some outdoor rentals are allowed based on group size and event type, but significantly below normal levels. Golf: Increased intervals between tee times (12 minutes compared to 6 minutes Pre- COVID-19) have been put in place at the golf course in addition to the pro shop being closed. Additionally, significant heat and poor air quality due to smoke this summer have led to multiple days where golf attendance was very low. Classes and camps: Revenue is down across all programs due to reduced class sizes, and strict limitations on indoor programming. CSD continues to program outdoor spaces but are unsure how cooler weather may impact these programs in the coming months and through the winter. Theaters: All three of CSD’s theaters have not held live performances or special events this fiscal year and it is unlikely that State and County guidance will allow for performances in the near future. The Children’s Theatre continues to program classes with some limitations. Junior Museum & Zoo (JMZ): JMZ expects to open in spring of 2021 and at this time is not expecting a reduction in ticket sales revenue, however if social distancing limitations remain in place at that time, daily attendance may be lower than expected due to maximum capacity restrictions in the facility. City of Palo Alto Page 10 To the extent practical and possible, the department continues to curb expenses for those revenue generating activities that are not currently active, however some of these program areas such as rentals and golf do have fixed costs. Development Services: Preliminary building permit revenue overall is down 7% compared to last year and reflects 20% of the anticipated building permit revenue for FY 2021 budget. Preliminary Development Services revenue is down 16% compared to prior years and is currently pacing to 18% of the FY 2021 revenue target. There are significant monthly revenue fluctuations that limit any reliable conclusions regarding future construction activity at this time. Staff continues to monitor revenues to determine whether recent permit activity reflects a backlog of permits or the unsettled nature of construction in the current economic environment. Department-managed expenses are currently under or on pace to meet the budget. The department is monitoring this category closely on a month to month basis. The table below articulates development services revenues from January through August 2019 versus the same 2020 timeframe. • Rental Income: The FY 2021 Adopted Budget assumed an estimate of $16.1 million, a 14.1% reduction from the FY 2020 adopted level or $2.5 million below. Revenues in this category primarily reflects rent paid to the General Fund from the City’s Enterprise Funds and the Cubberley Community Center. During the pandemic, the City has allowed tenants to defer payment of rent, however, as the period continues to grow longer and longer impacting the ability for tenants to continue their normal business, an increasing number of City tenants have asked for rent relief. These tenants include those at Cubberley, the Airport, 445 Bryant (Form Fitness), and the City Hall Cafeteria. Since the County of Santa Clara Public Health Officer issued a Shelter in Place Order in response to City of Palo Alto Page 11 COVID-19, City tenants have experienced temporary closure or reduction in operating hours of their business, and/or decrease in business income resulting in difficulty in paying rent. Cubberley: Cubberley tenants were offered the ability to defer rent payments for the months of April, May, and June 2020. The deferred rent is required to be repaid in 12 equal monthly installments with no interest starting on January 1, 2021. Contract rents for Cubberley tenants and artists total $144,095 per month or $432,285 for the three- month period of April, May, and June 2020. Of the $432,285 in rent owed for the three- month period, $42,960 has been collected from tenants/artists that have terminated their leases, $163,735 have been collected from existing tenants/artists, and $202,726 has been deferred into monthly installments to be repaid in calendar year 2021. The remaining $20,698 represents rent owed by tenants/artist that did not elect to defer rent through the rent deferral program offered by the City and is considered delinquent. Due to the continued governmental restrictions brought by the COVID-19 pandemic, many Cubberley tenants/artists remain negatively impacted by social distancing requirements to operate their businesses and reportedly have seen an overall reduction in clients, which translates into reduced revenue. Therefore, some Cubberley tenants are asking for additional rent relief from the City, specifically requesting to have the three months of deferred rent from April, May, and June, waived, in addition to reduced and/or waived rent until they are able to operate at pre-pandemic levels. Other City Tenants: In addition to tenants at Cubberley, the City has a number of tenants at other facilities including but not limited to the Airport, 445 Bryant, and the City Hall Cafeteria. As expected, these tenants are facing hardship as well during this difficult time and are also seeking rent waivers. For example, one has requested a restructuring of their lease to be based on a percentage of revenue generated which could result in an approximate 90% rent decrease, based on their projections. Of these tenants, there is at least $235,000 in delinquent rent at this time. Staff sympathizes with the Cubberley tenants/artists and other City tenants and understands the difficulty brought by the pandemic. Reducing and/or waiving rent would be a departure from the lease agreements. It is important to weigh any type of concession and the precedence for existing and future tenants. In addition, due to the uncertain outlook of COVID-19 and when tenants will recover, it is unknown how much rent will need to be waived. Given the City’s financial condition, waiving rent will cause a significant strain on resources. It would likely mean drawing of the Budget Stabilization Reserve below Council targeted levels or further reductions in services. Staff is not recommending action on these requests at this time. However, staff welcomes City Council guidance on how to address these requests considering current fiscal restraints. Expenses: General Fund City of Palo Alto Page 12 Overall General Fund expenses are currently expected to remain within the FY 2021 Adopted budget levels of $197 million. To date, $46.9 million has been expended or approximately 23 percent of the FY Adopted Budget. As a service driven organization, the largest expenses are salaries and benefits. Total salary and benefits expenditures through preliminary September 2020 are approximately $31.5 million, or 25.3 percent of the $124.5 million Adopted Budget, compared to $32.1 million in the same period in the prior year. This is slightly below prior year levels and includes costs to separate employees in frozen positions, including a 30-day notice and other related costs in Q1. The FY 2021 Adopted Budget established a $1.1 million reserve for this purpose, and staff will allocate funding to departments as necessary as part of the Mid- Year Budget report. Also contributing to this overage is an increase in Police Department staffing to respond to protests, and an increase in Fire Department overtime for strike team deployments to California wildfires. The State will reimburse costs for strike teams later in the fiscal year. Across the organization it is important to acknowledge the reprioritization of resources that are occurring as needs change, working to be efficient and effective within authorized levels. For example, some City facilities remain unoccupied or minimally occupied and therefore do not need traditional services such as janitorial services. However, those facilities that remain open need increased services due to safety requirements complying with Public Health Orders. Instead of seeking additional contracting authority or funds, the Public Works Department has reallocated services within the contract, focusing on facility needs as a result of increased services to ensure the health and safety of the workplace environment and its visitors, both public and employee alike. Therefore, savings in janitorial services are not expected at year end, in fact, depending on the pace of City facilities reopening, costs may rise as increased frequency of service will likely be necessary to maintain a safe environment per the Centers for Disease Control and Prevention (CDC)and State and County Public Health Officer guidelines will be required at more facilities. Attrition of Public Safety Staffing During the FY 2021 budget hearing process, the City engaged with the various labor groups and successfully negotiated concessions to generate cost savings with some labor groups. Staff appreciates the leadership of our public safety labor partners for partnering together generate cost savings therefore minimizing layoffs to police officers and fire fighters. The savings achieved in public safety groups were used to fund retirement incentives and offset an attrition period that allows the Fire and Police Departments to delay the separation of filled positions identified to be held vacant in FY 2021 (position freezes). The Fire Department was reduced by a total of 8 sworn positions: 1 Training Captain, 5 Firefighters and 2 Inspectors (FTE’s shared with the Development Center). Since the department was fully staffed when the reductions were due to be implemented, 8 existing staff would have been laid off to meet the budget reduction approved. The Firefighters’ union, IAFF Local 1319, re-opened their union contract with the City and agreed to concessions such as a salary freeze to obtain savings that would avoid layoffs for a six-month period until December City of Palo Alto Page 13 31, 2020. By delaying layoffs through December 31, the department would be able to eliminate vacancies that occur from attrition, or turnover from retirements or resignations. This strategy is referred to as an “attrition ramp”. To date, the department has processed 3 retirements and 1 probationary release, resulting in 4 vacant positions for elimination. The Fire Department anticipates one additional retirement before December 31, for a total of 5 vacant positions. With 5 vacancies secured and 3 more needed, the department is evaluating further funding strategies, with the intention to retain the personnel who were recruited, hired and trained prior to the budget reductions. The City has invested up to $200,000 in each new recruit at this point and staff is hopeful that layoffs will be avoided. However, should funding not be identified, separations will occur. In the Police Department, a total of 11.00 Police Officer positions were identified to be frozen in FY 2021. Agreements reached with the Police Management Association (PMA) and Palo Alto Peace Officers’ Association (PAPOA) to defer wage increases by one-year offset an attrition period through October 2020. Of these 11.00 positions, a total of 9.00 were filled by police recruits in some phase of training at the beginning of the fiscal year. As of October 2020, the department has experienced enough turnover to move all officers into authorized and fully funded positions. Status of Pension Plans The CalPERS program maintains two pension plans: one for safety employees (sworn fire and police personnel) and another for miscellaneous employees (all other non-safety personnel employed by the City, including field personnel, administrative support, and managers). Annual Valuation reports will be reviewed by the Finance Committee in October 2020 and provide updated actuarial information for each pension plan as of June 30, 2019. These reports provide an update on the funding status, the results of assumption changes such as rate of return (ROR) which impacts the discount rate assumption, the new fiscal year Actuarial Determined Contribution (ADC) and the projected future ADC as a percentage of payroll. The actuarial analysis is based on current employees’ accrued benefits, former employees who have vested but have not yet retired, and retired employees as of June 30, 2019 which will inform the FY 2022 budget. CalPERS provides a five-year forecast for ADC (FY’s 2022 through 2027) and it is important to note that the forecast assumes a 7.0 percent return throughout the forecast. The forecast does not factor the preliminary 4.7 percent return on investments for the period ending June 30, 2020. If these returns materialize, the losses will likely offset the relief shown in the out-years of the current forecast. Any losses from this period will be realized beginning in the next annual valuation and the FY 2023 Budget. Since 2017, the City has established and maintained an independent and irrevocable Internal Revenue Services (IRS) section 115 pension trust fund to proactively set aside funding that can be used to offset the City’s growing pension liability. Per City Council direction, the City currently budgets its pension contributions more conservatively than CalPERS and transmits the additional funding to this pension trust fund (CMR 9740). Additional information about this can be found in the following Internal Service Funds section in the General Benefit Fund. City of Palo Alto Page 14 Retiree Medical Obligation In addition to providing pension benefits, the City participates in the California Public Employees’ Medical and Hospital Care Act (PEMHCA) program to provide certain health care benefits for retired employees. The City uses actuarial studies, completed on a biennial basis by Bartel Associates, to inform the development of annual operating budgets. The most recent report was completed in May 2020 to inform both the FY 2021 and FY 2022 Operating Budgets. This study captured investment gains for the Retiree Healthcare Trust Fund as of June 30, 2019, lowered the assumed investment returns from 6.75 percent to 6.25 percent and restated the City’s Fiscal Year 2021 annual ADC. The City’s ADC for FY 2021 is $15.9 million, or a 3.0 percent decrease from FY 2020 ($16.4 million). This decrease aligns with actuarial expectations in the most recent report. The next actuarial study will be done in 2022 and any investment earning impacts resulting from the current fiscal downturn will be incorporated into development of the FY 2023 budget and forecasts thereafter. City Services Continue The City continues to provide services to the community, often adapting and modifying service delivery to ensure proper safety protocols, prioritizing the health and safety of the community and employees. Below is a brief description of service adaptations. Additional information can be found in an informational report that summarizes work completed while the City Council was on break (CMR #11522). Neighborhood, Community and Library Services • Community Services Department: CSD has been working on redeployment of staff to assist with other divisions or departments. For example, several CSD custodians have been redeployed to assist the City’s Public Works Department team with cleaning the police station and other facilities. CSD staff are assisting Rangers in the Open Space Preserves with tasks such as cleaning restrooms and picking up litter, and parks staff continue to maintain neighborhood parks. Recreation and Arts and Science staff completed a successful summer camp season consisting of virtual and in-person camps and are now running fall class programming and physically distanced special events. Recreation staff are issuing permits for allowable activities such as socially distant youth fitness programs, developing physically distanced special events, and creating in-person and virtual programming to engage the community for the current and upcoming seasons. Teen Services, jointly managed by Recreation, Library and Arts & Sciences have new cohorts for the City’s five teen leadership groups as well as teen programs including MakeX and ThinkFund. Groups are meeting virtually and hosting virtual community events. Staff from all program areas continue to plan and implement exhibitions, classes, summer camps, workshops and public art installations. JMZ staff are continuing animal care and planning for the future opening of the JMZ by moving from the Cubberley site to the new facility, developing exhibits, coordinating animal acquisition, City of Palo Alto Page 15 and managing construction contracts. The Art Center is now reopened to the public and offering outdoor classes for both adults and children, in addition to virtual offerings. Open Space staff continue to maintain trails, respond to enforcement, medical and fire emergencies. Parks staff are in the process of reopening playgrounds and continue to perform daily maintenance tasks such as safety inspections of park amenities, field maintenance, irrigation maintenance, litter pickup, and mowing. The golf course is open for business. It is staffed and maintained under a management contract. Human Services staff continue to facilitate a bi-weekly meeting with Community Based Organizations to support their work during the shelter in place order and provide a time for agencies to share needs and resources with each other, monitor County-wide efforts in regards to meeting the needs of the unhoused, facilitate a bi-weekly forum with local child providers to discuss county and state mandates, share best practices and resources, and provide a support system for providers. Human Services staff has also been supporting the Human Relations Commission (HRC) as it has been working on a referral from Council on police reform (8 Can’t’ Wait) and a history of and the current experiences of Black and Brown people in Palo Alto. • Library Department: Currently, approximately 30 library staff work onsite at the Mitchell Park and Rinconada Libraries to provide sidewalk services to the Palo Alto community. This service has been refined continuously to facilitate contactless/low contact materials returns and pick up. Customers can place holds and appointments online to pick-up their items between 12-5 Tuesday-Saturday at the Mitchell Park and Rinconada Libraries. Customers are also able to return materials at the Downtown and College Terrace Libraries on Sundays. This process is extremely time intensive requiring the movement of materials from closed sites to open sites; quarantining materials for 96 hours prior to being checked-in, shelved or fulfilled by another hold; then checked in manually by library staff (previously this was completed by the customer). Since the library resumed public services in late June and through October 5, library staff have checked out 67,933 items to customers, checked in and shelved 93,380 items, fulfilled 65,649 holds, answered 16,444 phone calls, and served 11,058 hold pick up appointments. In addition, virtual programs such as Storytimes, Book Discussions, Author Visits continue as does the City’s Community Support Call Center. The library has presented 139 programs that was attended by 11,174 community members. Public Safety • Fire Department: Fire administration has been able to seamlessly work remote. Projects include, but not limited to, the development of new revenue generating programs, public education and communication, implementing the traffic preemption signal program, accreditation annual compliance, Stanford reporting and agreement updates, and supporting the firefighters as they continue to respond to local and state wildfires, EMS calls during the pandemic, and all local emergencies. Fire is working with Human City of Palo Alto Page 16 Resources to determine the most effective process for COVID-19 testing for Palo Alto essential workers. The EMS and Training divisions developed continuing education solutions for the firefighters to maintain their EMS certifications and comply with new County EMS COVID-19 protocols. Fire inspectors are conducting inspections in person and remotely using video solutions to limit face to face contact with developers. The department continues to monitor the effectiveness of the emergency response deployment model for FY2021. • Office of Emergency Services: All staff are working on site and in the field as essential workers. In addition to the ongoing pandemic emergency, staff are continuing the OES mission to identify risks to the community, prepare, mitigate, and respond to all hazards, including wildfires and other public safety critical incidents. • Police Department: Most staff remain reporting to the worksite location(s) with over 20 employees working remotely. In the Field Services Division, our patrol officers continue to report for duty and work their regularly assigned shifts. Within our Investigative Services Division, detectives are spending more time in the office, allowing them to conduct more in-person interviews for their cases (though they will come in for any critical interviews that a case requires) than they were during the spring and early summer. Communications personnel continue to be on site and work their regularly assigned shifts in support of dispatch services for the police department, other city departments, and Stanford University. Planning and Transportation Services • Planning and Development Services Department: The majority of the forty-five department employees continue to work remotely. Building inspectors are in the field, but the number of inspections per day per inspector has been reduced in order to implement safety measures that respond to the current pandemic and Public Health Officer Orders and related restrictions. The department continues to respond to a fluctuation in available staff resources for inspection services. There have been many complaints from property owners and contractors about the delays fulfilling inspection requests. Planned vacations, workplace injury and time to hire two vacant positions have resulted in inconsistent staffing levels. It is anticipated by the end of October the department will achieve its ‘new normal’ for inspection services, roughly 7-10 days from inspection request to performing an inspection. The Online Permit System (OPS) launched in April. System enhancements are a regular part of our daily tasks and significant improvements to our customer interface and processing times have been made. Today, the system is seamless, though occasionally, some applicants report problems revealing previously unknown issues with the technology. The department has a dedicated team working with a consultant to be responsive to those issues as they arise. City of Palo Alto Page 17 The department is planning to vacate one of its leases on Bryant, supporting the City’s building inspectors and fire prevention program, in recognition of fiscal constraints. Vacating the lease will reduce expenses approximately $500,000, however, some of that savings will be recaptured to support additional plan review contract services and to support limited renovation to support safety protocols and social distancing measures needed in City owned facilities. • Office of Transportation: Staff continues to move forward several key initiatives including the rail community-driven conversations recently concluding a virtual town hall experience, parking priorities, applying for grants and furthering transportation projects and monitoring parking and traffic related impacts as part of the City’s Uplift Local effort. The Safe Routes to School team would have been conducting in-school educational programs at this time, which are now postponed or cancelled. However, to modify services and adapt, the Safe Routes to School team is now working to convert educational resources to online content to provide virtual access and training. The team worked with an online vendor to convert the former 5th-grade safety assembly to an online, module-based format, complete with a quiz that can be taken at the end of class and is also currently offering 1:1 and group bike safety appointments, presentations, and consultations to reinforce rules of the road and support physical distancing guidelines. This is an example of shifting priorities under the current pandemic situation. Most Transportation projects have continued to progress with minor modifications. Within the parking division, Residential Preferential Parking program (RPP) enforcement has been paused but will resume in mid-October, customer-facing tasks like the RPP permit sales have been shifted entirely online and by telephone. While the installation of new parking signage is on hold, staff is ready to have installation occur once reopening restrictions relax. Infrastructure and Environment • Public Works Department: Since early summer, Public Works staffing allocations have been stable, such as 48 employees doing remote work, while 78 employees are working on-site and 60 are rotating on-site work with remote work. All Public Works services are being provided to the community, including wastewater treatment, garbage and recycling services, capital improvement project implementation, airport operations, facilities maintenance, fleet maintenance, tree trimming, and others. Employees able to remote work are primarily from the Engineering Services Division, Watershed Protection Group, and Zero Waste Group. There is a strategic focus on ensuring continued staffing for operation of the Regional Water Quality Control Plant (RWQCP). City of Palo Alto Page 18 • Utilities Department: The Utilities Department continues to maintain customer facing focus to provide the highest quality services within the five utilities and energy efficiency programs managed by the Department. Operations is maintaining and replacing infrastructure and on-call 24/7/365 days to respond to outages, main breaks, and other emergencies, while Engineering is managing all phases of the capital improvement projects approved by City Council. Customer Service is promoting and handling Utility payment relief programs including Project Pledge, to assist citizens dealing with the COVID financial hardships. The “dunning report” processed in SAP has been turned off and a repayment program for outstanding balances will be set up with a 24-month lead time for those in need. The Resource division is diligently creating and enforcing energy efficiency programs in energy, gas, and water supplies, to allow citizens the best possible options for renewable energy at the lowest costs. Staff has been concentrating on buying and selling energy to maintain its carbon neutrality and is diligently reviewing expenses and the department’s reserve levels. Internal Services/Strategic Support • City Attorney’s Office: Regular and customary full-service legal support activities are being provided to all City units, with emphasis on COVID-19 mitigation activities, business support and recovery projects, and race/equity discussions. Ongoing work includes: litigation defense; Government claim investigation and resolution; drafting and negotiating contracts, MOUs and intergovernmental agreements; procurement advice; construction contract administration guidance; CEQA review; PDS project review support; long range Planning support; Public Records advice; audit support; Sustainability research and advice; Board & Commission training and support, personnel and labor relations advice; etc. • City Clerk’s Office: Staff (5) mainly work remotely and have successfully transitioned to this work approach. Two staff members go in on Thursdays to produce the Council packet. Staff continues to answer phones and will go into the office to assist with notarizations, proof of life, to accept claims and subpoenas, and print and mail documents for administrative hearings. Staff meets regularly on Monday afternoons to discuss what they have been working on and will be working on, these are adjusted depending on needs. We are in constant contact through the Teams application, and video phone meetings. Most work is complete on the election, until November, then work on that will pick up. Planning for the transition from the current Council members to those elected in November, including onboarding new members, offboarding former Council Members, oaths of office, reorganization meeting, etc. continues. • City Manager’s Office: All staff other than the City Manager and Executive Assistant are working fully remotely. Work on key priority projects including race & equity workplans and actions, community and business support and grants implementation, City of Palo Alto Page 19 communications, and fiscal monitoring continue to areas of focus. Website update/transition continues to be a priority for Communications staff over the coming months as we implement a new website platform and redesign. Staff continues to support all COVID-19 response activities, especially related to policy decisions, public safety needs, tracking department COVID-19 work, monitor and implement County and State health responses/measures, communicating and informing the community and other stakeholders on public health emergency details, and continued planning for return to work and recovery implementation. • Administrative Services Department: Operations continue relatively uninterrupted as most of the work for this department can be completed remotely. Customer facing work by the customer service windows has been adapted to mail, lock box, and phone support, with the availability of appointments by request only. Special project support including support of Race and equity initiatives, economic and fiscal monitoring and recovery planning, ERP upgrade testing and transition, implementation of a new parking permit system, administration of the small business grants, fiscal modeling for major capital investments, and monitoring and reporting as required by FEMA and CARES Act continue during this time. Staff continue annual duties including but not limited to the daily operations of both warehouses at the water quality control plant and municipal service yard, year-end close and third-party financial audit for production of the Comprehensive Annual Financial Report, development and preparation for FY 2022 annual budget process beginning with the Long Range Financial Forecast, the issuance of solicitations and contract issuance, management of the City’s real estate portfolio including lease agreements and tenant transitions, and biweekly payroll. • Human Resources Department: Priority activities include providing updated employee information to align with changing health orders; implementing and interpreting COVID- 19 safety issues and restrictions; supporting pop-up COVID-19 testing sites in a city- county partnership; completing final close-out work related to recent layoffs and bumps, administering the ongoing hiring freeze, recruiting for positions exempted from the current hiring freeze, and providing citywide advice and consultation related to COVID-19, including return-to-work and essential worker support. Also supporting Council Ad Hoc Subcommittees on Race and Equity. Other priority work includes updating web pages for the website upgrade, conducting technical work for the SAP upgrade and open enrollment. Routine work that continues includes the administration of employee benefits plans and coordination with benefits brokers; maintenance of collective bargaining agreements, responding to State and Federal agencies related to workplace complaints and investigations; processing employee payroll changes (PAFs), maintaining employee salary plans, processing invoices for payment; manage workers’ compensation leaves and benefits, intake of new injury and illness claims, oversight of City of Palo Alto Page 20 ergonomics program including tips for teleworkers, risk management review of city contracts, maintain city ten (10) city insurance policies. • Information Technology Department: The majority of activities can be completed and are being completed remotely. Resources continue to be dedicated and focused on ensuring technology tools are available for staff on a daily basis, equipment is functioning and if not replaced expeditiously, and key citywide projects including the upgrade of the City’s Enterprise Resources Planning system and the City’s website redesign, development and migration. Staff continue to work on workforce adaptations including visitor and staff sign-in solutions in preparation for the continued relaxing of shelter in place orders and eventual planning and implementation of reopening of facilities. Budget Stabilization Reserve: General Fund Preliminary FY 2020 year-end financial reflect a Budget Stabilization Reserve (BSR) of $35.9 million, this is slightly above estimated level of $33 million that were cited in June 2020 (CMR #11382). This projected preliminary level is approximately 18.2% of the FY 2021 Adopted Budget expenses, $575,000 below the City Council approved target level of 18.5%. It should be noted that prior to the COVID-19 public health emergency and the financial recessionary contraction, the FY 2019 BSR was at $43.5 million. Not included in this figure is $744,000 that the City Council set aside in a reserve with the usage of that reserve to be determined later at City Council’s discretion. As discussed previously, given the continued volatility and uncertainty, staff advises this reserve remains unused until further information is available, with planned City Council conversations on fiscal updates and recovery work scheduled over the coming weeks and months. These funds may only be allocated by City Council action. Internal Service Funds Minimal exceptions are expected in various internal services funds such as the Retiree Health Care Fund, and the Information Technology Fund. The Vehicle Maintenance & Replacement Fund is prioritizing and pausing replacements as per the Council approved budget adjustments. Below highlight a few areas tracking outside of expected levels. Workers’ Compensation Fund: Workers' Compensation claims costs are trending up. In FY 2020, expenditures increased by $1.3 million or 26 percent from $5.1 million to $6.4 million from the prior year. The appropriation for Workers' Compensation claims expense includes an estimate for claims incurred and reserves for current filings at an 85 percent confidence level, based on actuary estimates. As part of practice, staff aligns reserves for current filings with updated actuarial estimates at the end of the fiscal year. At year-end FY 2020, the updated actuarial analysis estimated claims costs at $3.4 million higher than anticipated, resulting in actual expenses exceeding budgeted levels. An additional $1.3 million was charged to departments to City of Palo Alto Page 21 offset these expenses and ensure positive fund balance. Through Q1 of FY 2021 claims expenses are $0.8 million or 14.0 percent of the $5.7 million budget, as compared to $0.7 million in Q1 of FY 2020. Staff will continue to monitor expenditures in the fund and bring forward adjustments as necessary. General liability Fund: General Liability claims costs are trending down. The method to establish the appropriation and record expenditures for General Liability claims is like the Workers' Compensation Fund, described above. However, contrary to Workers' Compensation, the updated actuarial estimates at year-end FY 2020 resulted in lower than anticipated claims costs by $2.1 million. These savings were not refunded to departments and remain in the fund for future risks that the City continues to be susceptible to and liabilities may incur. Through Q1 of FY 2021, claims costs incurred are $35,000 or 2.1 percent of the $1.7 million budget. However, the City continues to work through outstanding litigation which will have financial implications. General Benefit Fund: The FY 2021 Adopted Budget continues the practice to include a normal cost pension expense of 6.2 percent and transmit the amounts above required CalPERS payments to the City's irrevocable IRS Section 115 Pension Trust Fund as directed by the City Council through their action in December 2018, through CMR 9740. In FY 2021, a total of $5.0 million ($3.0 million General Fund) is planned, bringing total principal contributions to $32.3 million since the fund's inception. Staff expects to recommend that one-time retirement savings in FY 2020 are used to make an additional $2.0 million ($1.3 million General Fund) contribution to the Trust Fund, in accordance with the draft pension funding policy the Council approved, bringing total planned contributions (principal) to $34.3 million (approximately 65 percent of the total is from General Fund). As outlined in the pension policy draft, the goal of reaching a 100 percent funded status over a fifteen-year horizon was considered by the City Council in June 2020 (CMR 11407). Enterprise Funds At June 30, 2020, the City’s Enterprise Funds reported total net position of $781.0 million, an increase of $39.6 million or 5.34 percent from the prior year. The increase was primarily from the Electric Fund and Water Fund. Below are the details of change in net position in fiscal year 2020. Utilities: Most revenues and expenses for utilities are trending lower, but overall, the trends are close to what was originally anticipated. Some utilities, such as Change in Net Position for the Year Ended June 30, 2020 (Unaudited) (in millions) Fund Name 2020 Water 8.0$ Electric 18.6 Fiber Optics 2.9 Gas 3.0 Wastewater Collection 2.1 Wastewater Treatment 0.3 Refuse (3.1) Storm Drainage 2.2 Airport 5.6 Total Change in Net Position 39.6$ City of Palo Alto Page 22 Gas, experienced a slightly larger variance mainly attributed to a reduction in commercial usage. Customer bill aging delinquency amounts are increasing significantly, with the restaurant sector in the worst shape overall (28 out of total 146 restaurants, roughly 19% have outstanding delinquencies in all utility services). Airport Fund: Airport revenues are trending somewhat down due mainly to the Santa Clara County ordinance that allows business tenants to defer rent, which was recently extended to November 2020. The Airport has seen some increase in people choosing to take charter flights, which may be attributed to changing travel preferences during the pandemic toward private planes rather than commercial airlines. Special Revenue Funds Parking Funds: Parking permit revenues are the largest revenue source in all parking funds and on average are currently at 0.6% of budgeted levels. This represents an approximate 26.1% decrease as compared to FY 2019 and FY 2020, which by the end of September were at 26.5% and 25.7% collected respectively. FY 2021 Adopted permit revenue in the parking funds is $3.3M in the University Avenue Parking Fund, $1.1 million in the California Avenue Parking Fund, and $1.1 million in the Residential Preferential Parking Fund (RPP). If similar revenue trends continue through FY 2021, all three parking funds will incur expenses exceeding their revenues. County Public Health Shelter in Place Orders and the City’s suspension of most parking enforcement in April 2020 (CMR 11238) have dramatically decreased the demand for parking permits in all districts and violation revenue in the RPP fund. All revenue in the parking funds is tracking significantly below normal and estimated budget levels, however, it is projected that sufficient fund balance remains to cover this in FY 2021. For example, a 75% reduction in revenue would result in a use of fund balance of approximately $1.9M and $0.3M in the University and California Avenue Funds respectively. Parking enforcement is scheduled to resume in the RPP districts in mid-October (CMR 11627) so limited permit sales and violation revenue is anticipated to resume. The corresponding permit revenue impact may not be seen in the RPPs until spring 2021 when the next permit renewal cycle begins, as permit expiration dates in the RPPs were extended in light of the COVID-19 pandemic. The transfer of approximately 100 employee parking permits is proposed from the Evergreen/Mayfield RPP into the California Avenue fund due to the opening of the new California Ave garage (CMR 11525), which will further decrease RPP's FY 2021 permit revenues by approximately $50,000. With these factors, the RPP fund is currently estimated to receive approximately 55% of budgeted revenue. The RPP fund is forecast to remain solvent through FY 2021 by using accumulated fund balance to supplement lost revenue. A 45% reduction in permit revenue would result in a use of fund balance of approximately $0.5M. City of Palo Alto Page 23 Staff will continue to monitor the status of all parking funds closely throughout the year and bring forward any necessary budgetary adjustments to maintain solvency. Capital Improvement Program Overall, work on the capital projects adopted as part of the FY 2021 budget continues as planned in most of the capital programs/funds across the City. The Infrastructure Plan projects that are under construction or planned to be awarded in FY 2021 are on schedule and currently remain within budget. Utility capital projects have noticed a few impacts which are noted below. • Bid predictability on certain types of utility projects has continued to change in the face of ongoing uncertainties. Although gas prices are plateauing, competition with PG&E kept the volume of bids received for Gas capital projects unchanged, and similar results are expected for electric projects. • The bid received for the new Foothills Rebuild (Fire Mitigation) project (EL-21001) was too high. Staff is considering rescoping this project and potentially performing the project in-house. Staff will return to Council with an updated plan for this project. • Staff is planning for scenarios that show worsening utility revenue forecasts, which could lead to another year of 0% rate increases and further impact the ability to complete capital projects as planned unless alternative funding sources (i.e. bond financing) are obtained. In addition, lower staffing levels in engineering, design and inspections may cause the need to contract out more utility capital work. Timeline, Next Steps Staff expect to continue to diligently manage financials across the organization, providing City Council updates as information becomes available. As we continue into the 2021 fiscal year, staff is already beginning to prepare work on the FY 2022 budget as well as a number of regular reporting activities over the coming months. Below is a list of expected reports and Council updates planned over the next few months. The Council will continue to be updated on the financials of FY 2021 through these planned discussions with adjustments brought forward as necessary once more information in available and known. Expected upcoming financial status, budget reporting and Community and Economic Recovery Strategy conversations include: November 2020: Various fee studies for impacts fees, fire medical services fees, and parking fees November 9: Follow-up actions on business recovery direction from the September 14 City Council meeting Nov/Dec 2020: Planned study session to discuss elements and focus to further strategic work underway to support a Palo Alto Community and Economic Recovery Strategy Dec 2020/Jan 2021: FY 2020 Comprehensive Annual Financial Report & Year-End Budget Adjustments FY 2021 1st Quarter Financial Report FY 2022-2031 Long Range Financial Report City of Palo Alto Page 24 Status check-in FY 2021 Adopted Budget City Council Referrals February 2021: FY 2021 Mid-Year Budget Review and Preliminary 2nd Quarter Financial Status As noted above, staff is seeking City Council input as we continue further strategic work to analyze different financial models, specifically different recovery scenarios and the impacts of those on the city’s revenue sources and resources. With the public health emergency dictating much of the pace of the recovery at this point, and many economists forecasting we will see an 18 to 36 month recovery period, understanding how the City can support revenue generating activities within our control will be critical for the ability to resume investments in services and infrastructure. The City of Palo Alto has benefited from a prosperous ecosystem of activities that support a strong local economic base, however, many of those aspects are significantly impacted by the current public health emergency and will continue to be in the short and long term. Therefore, understanding potential recovery scenarios, impacts on revenues, and consequently resources to deliver services to the community, will be key to continuing the prudent financial planning this organization and community value. Stakeholder Engagement This effort to manage and monitor the financial status of City funds continues to be a citywide effort coordinated among all departments. Outside consultants for expertise on major revenues categories including Sales Tax and Property Tax are consulted regularly to provide updates to the forecasted revenue collections. Resource Impact At this time, this report does not recommend an action amending the City’s financials, however, depending on trends and further input from Council, actions may be necessary later in the year to better align revenues with expected collections. In addition, actions with financial impacts may result from Council direction on areas such as rent/lease forgiveness, usage of the $744,000 reserve, as well as attrition ramps necessary for public safety personnel. The City has prudently planned for this economic recessionary period and at this time, should continue to monitor activities closely before making further adjustments. Environmental Review The action recommended is not a project for the purposes of the California Environmental Quality Act. Attachments: • Attachment A: Excerpt from Silicon-Valley Recovery Roundtable • Attachment B: Excerpt from Ecomomic Recovery Task Force Normal Buildinga Better AUGUST 2020 ATTACHMENT A EXCERPT FROM: Introduction 6 EXCERPT Silicon Valley has long been an engine of growth, a hotbed of entrepreneurship, and the world’s leading technology hub. The companies founded and headquartered in Silicon Valley have been transforming the world for a century—starting with vacuum tubes in the 1920s and continuing through the decades with defense technology, integrated circuits, personal computers, the internet, and now Web 2.0. As 2020 began, Silicon Valley was in the midst of its ninth-straight year of economic expansion, driven in large part by a booming innovation economy.2 Unemployment stood at a 19-year low of just 2.1%.3 Silicon Valley’s long run of growth and prosperity has been well documented, yet even before COVID-19 there were challenges simmering around housing costs and supply, wealth and income inequality, transportation, and environmental sustainability. Then came COVID-19. The pandemic has had a devastating public health and economic impact in Silicon Valley, causing the loss of lives, jobs, and homes across our communities. California was the first state to impose a stay-at-home order, which helped bring the initial wave of COVID-19 infections under control. But as the state reopened starting in May 2020, the virus came roaring back. By August 3, 2020, California was reporting an average of more than 8,500 new cases and 135 deaths per day.4 As of August 2020, the situation remains dire, with over 10,000 deaths reported in the state.5 Moreover, the disproportionate impact of COVID-19 on our most vulnerable communities—people of color and undocumented immigrants—has been striking, reflecting the pandemic’s exacerbation of existing systemic inequities and racial injustices. People of color and undocumented workers represent the bulk of the essential workforce. Although many occupy the frontlines of the pandemic, a history of perpetuating structural inequities renders them among the least likely to have access to basic medical services, or sick leave. Silicon Valley, a Global Pandemic, and a Better Normal *11%; † 50%Source: Pew Research Center; New York Times; Employment Development Department of the State of California Photo courtesy of Mercury News Santa Clara and San Mateo counties reported of infections despite representing of the population.6 26 unemployment rate in June 2020 in comparison to 11 As of August 2020, the Latinx population in Santa Clara County had accounted for 50*† 2-3 in June 2019) 7 Unemployment has risen substantially in COVID-19’s wake. In Santa Clara, the unemployment rate was 10.7% in June 2020 compared to 2.7% in June 2019; similarly, San Mateo reported 10.8% relative to 2.2% last year.7 The trend in Alameda County was no different, with 13.4% unemployed compared to 3.1% in 2019.8 Job losses year-over-year amounted to a devastating 93,900 in Santa Clara and San Benito according to a July 2020 report.9 Immigrants, undocumented workers, and people of color have been disproportionately affected—as a case in point, 61% of the Latinx community in California report they or someone they know has lost their job, compared with 38% of white individuals.10 The pandemic continues to change the rhythm of our daily lives in Silicon Valley. It has forced more than 260,000 K–12 students out of school in Santa Clara11 and another 94,000 in San Mateo.12 It remains uncertain whether these students will be able to return to their campuses for the 2020-21 academic year. COVID-19 has also catalyzed a rise in remote working and remote access to services, trends that may reshape how and where companies and organizations operate in the future. Furthermore, COVID-19 has exacerbated long-standing challenges plaguing our region. As we act to counter the public health threat of COVID-19 and the associated economic fallout, it is imperative that we make a concerted effort to address these challenges and build a better, more inclusive normal. Pervasive income inequality, leading to huge disparities in wealth The richest 13% of households have more than $1 million in assets each and collectively hold more than three-quarters of the region’s wealth; by contrast, 37% of Silicon Valley households have less than $25,000 in savings.13 Viewing such data from a racial or ethnic lens is also telling. Per capita income is $77,209 for white residents but just $22,601 for Hispanic or Latinx community members in Silicon Valley—a greater racial disparity than in California or in the United States overall.14 An intractable housing crisis Silicon Valley’s housing costs are among the highest in the nation, and the situation has worsened as the pace of job growth has continued to exceed that of housing development; specifically, three times more jobs were created than housing units since 2010,15 and the median home sales price is over $1 million.16 The rental market is no better: Santa Clara rents consume between 54% to 89% of monthly unemployment benefits for workers impacted by COVID-19 job loss, leaving little for other expenses.17 Even before COVID-19, rents were high and overcrowding severe, especially in neighborhoods with a substantial Black and Latinx presence, including East Palo Alto, North Fair Oaks, and Belle Haven in Menlo Park.18 The situation is most acute for the over 11,000 homeless individuals in Santa Clara and San Mateo who cannot afford any form of housing at all.19 Broad challenges with livability and sustainability Long commutes are a hallmark of Silicon Valley, with average daily times topping 70 minutes (a 21.5% increase from 2010).20 In addition, the cost of doing business in Silicon Valley is among the highest in the country, standing 51% higher than the national average in San Jose. This makes it difficult for small businesses to get traction, particularly those owned by individuals of color who already face the greatest setbacks in getting their businesses funded.21,22 Long-Standing Challenges within Silicon Valley 8 COVID-19 has magnified these problems, but it has also galvanized community stakeholders’ engagement—a reflection of the resilience, dynamism, and innovative spirit of the Silicon Valley region. By making a concerted effort to build a more inclusive and equitable Silicon Valley, we can emerge stronger, better, and more sustainable than before. Many philanthropic organizations and companies in our region have already stepped up, generously devoting their time and resources to support this vision of a better Silicon Valley. Our aspiration in writing this report has been to spur action on the part of three groups of stakeholders: (1) local and regional governments; (2) state government; and (3) non-governmental stakeholders, including companies, unions, universities, and non-governmental organizations, among other parties. We hope that each set of stakeholders will absorb the findings of this report and identify the areas where they are best positioned to lead action, understanding that cross-sectoral collaboration will be the cornerstone of implementation. We acknowledge the multitude of complementary efforts working toward the same end, including but certainly not limited to Plan Bay Area 2050, the Governor’s Task Force on Business and Jobs Recovery, and San Mateo County’s Communitywide COVID-19 Long-Term Strategic Plan. It is our hope that this report inspires additional thinking about how we can guide our region’s recovery, and the role that Silicon Valley employers, non-profits, educational institutions, unions, and foundations can play to that end. What can I do and what can my organization do to move Silicon Valley towards a better normal? As you read this report, ask yourself: 9 Has stayed distant from family to keep them safe “Ever since this started, my uncle and I can’t see each other because my grandma lives with him. The rest of my family is in Mexico.” Has had to pull from savings to make ends meet “I’ve never really made more than minimum wage. I even pulled from my 401k to keep paying for rent and school.” Concerned of prospect of being unemployed after graduation “I would love to graduate and would love to find a full-time remote position where I don’t have to worry about how I’m going to pay for a studio apartment.” Primary revenue stream for small business vanished because of COVID-19 “We normally run on a pretty low budget. But we’re no longer able to offer art classes, which has basically zeroed our business.” Was not able to get connected to a bank to apply for PPP“These banks were only giving loans to people who had loans or accounts with credit... Which is crazy, because if you already had money in the bank with them, why would you need a loan?” Hopeful about the role that art will play in recovery“I’m hoping that in this moment that the systems in place might actually understand that arts should be part of the solution. We’re deeply rooted in our community.” Student at a local college, originally from MexicoStudying to be a doctor Works part-time to pay rent Local artist and community organizerServes the Vietnamese community in San José with art classes Lost her job as a caretaker due to COVID-19“I take care full-time of an older man—in March when they started shelter in place, they asked for us to stay home. And they paid me the first month out of the kindness of their hearts, but not the second month, and how am i supposed to ask them for that when I’m not working?” Landlord accosting her for payments“Our landlord had our neighbor meet me and my daughter at our front door with a cell phone. My landlord was telling my daughter, ‘you need to start working so you can help pay rent’ and my daughter was telling her ‘I can’t work I’m a full-time student in college…’.” Yet, remains hopeful “But being a single mother, I’ve tried to pay everything on time. But it’s so hard… When the governor said they can give us $500 I felt hope. I felt seen.” Is a community leader and a restaurant owner “We are one community; we help each other here, that’s why we survive.” “He brings his food to our film festival and it goes right away. He has this food truck that he drives up… it’s the place to try; let me tell you”—another community member speaking about restaurant Because he is serving his community, he is making personal sacrifices “Every day I quarantine myself (from my wife) because she has kidney failure and surgery about a month ago and I don’t want her to get sick. It’s very hard to not go home.” Business is struggling; was not able to apply for PPP loans“Because we can’t survive with a 40% income and pay rent and lights and pay our other expenses, mortgage and all that stuff...we are not connected to banks to get PPP loans; before the ink dried when the president signed the bill, the money was gone.” Immigrant from EthiopiaHas been in the US for 38 years; married for 28 years to high school sweetheartEthiopian restaurant owner in San JoséImmigrant from GuatemalaHas been in the US for 20 yearsHouse cleaner and caretaker for elderly man Focus Groups: Example stories 10 Building a Better Normal: Our Focus Our aim in “building a better normal” is to work toward an equitable economic recovery, retain and grow jobs, address the needs of vulnerable communities, and cultivate a supportive and inclusive regional community. We structured our work around four interrelated focus areas that reflect the critical challenges and opportunities presented by COVID-19. Reopening and resurgence planningFocus on immediate needs How do we reopen safely and productively with minimal risk? Near-term recovery and resilienceFocus on impact in the next three to twelve months How do we engineer a recovery that includes and benefits our most vulnerable community members? How do we enable businesses to survive and thrive? Re-imagine a better normalFocus on the next three to five years and beyond How do we innovate to build the foundations of a new, “better normal” future? First, we acknowledged the persistence of the virus and, as a result, the protracted need to open and close sectors of the economy in future periods of resurgence. This understanding formed the basis of Focus Area 1 that the SVRR explored, centered on reopening and resurgence planning, with the aim of identifying immediate actions that could be taken to support businesses. Beyond providing immediate support on reopening needs, the SVRR looked for ways to support Silicon Valley’s near-term recovery and resilience. We developed solutions to engineer a recovery that would include and benefit our most vulnerable communities (Focus Area 2), and help businesses to survive and thrive (Focus Area 3). These recommendations range from those that are designed to be pragmatic and actionable in the near-term, to those that are more aspirational but still possible to execute within the next 12 months. Our final focus area took a longer-term, more expansive view on reimagining the foundations of a better normal for Silicon Valley (Focus Area 4). The recommendations within Focus Area 4 are by design bold and ambitious, reflecting a desire to rethink what is possible, and to add SVRR’s voice and muscle to overcome historic obstacles to change. While SVRR members recognize that some of these recommendations require significant funding and are politically complex, they have been included to spur debate and as a call-to-action. Across our work to support near-term recovery and resilience and reimagine a better normal for Silicon Valley (Focus Areas 2 through 4), we honed in on six priorities for Silicon Valley, which we believe are critical building blocks toward building a better, more inclusive, and more equitable region as we work to recover from COVID-19. These priorities provided the focus for our recommendations in Focus Areas 2, 3, and 4, and are the “red threads” linking our recommendations across these focus areas. These six priorities are outlined on the next page. 1. 2. 3. 4. 11 Six priorities for Silicon Valley to support near term recovery and resilience and re-imagine a better normal Bridge the digital divide and build resilience for future resurgences by equipping individuals and small businesses with stronger digital tools and better connectivity. Provide immediate financial assistance to address urgent needs exacerbated by COVID-19, and create equitable access to banking services, particularly for people of color, undocumented individuals, small businesses, and startups. Drive job creation and support displaced workers to promote economic recovery Foster an inclusive economic recovery by facilitating job creation, particularly for low-income displaced workers and people of color. Support the recovery of small businesses and startups, who are the primary force behind job creation in our region. Galvanize housing preservation, protection, and production Break through on the housing crisis in the short-term to stabilize vulnerable populations through preservation and protection. Longer-term, produce more housing, with a particular focus on low-income, very low-income, and extremely low-income individuals and households, including the homeless.23 Reimagine neighborhood districts Rethink how important commercial, work, and community spaces are built, structured, and connected. Reinvest in our small businesses to spur growth and revive the vibrancy of places that are anchors of our community. Create next-generation transportation Demonstrate leadership in mobility by building integrated solutions and investing in location-based housing to improve transportation equity and regional access to jobs. Prioritize transformational and strategic investments that include new and legacy platforms, complete streets efforts that facilitate safe carbonless travel, and innovative transportation technology and behavior change programs. Expand digital inclusion for individuals and businesses Strengthen financial stability for individuals and businesses 2 3 4 5 6 1 12 Through our work on reopening and resurgence planning, the SVRR, led by the Silicon Valley Leadership Group, has contributed to developing reopening policies and protocols and building an information pipeline for businesses. This work has helped to facilitate the return of tens of thousands of jobs in the manufacturing, construction, and solar industries. New channels of communication across the public and private sector have been established, as well as greater communication and coordination at the mayoral level, through the Mayor’s Circle. We have also bolstered testing, tracking, and tracing efforts, and collectively these actions enable Silicon Valley communities to be better prepared to respond to resurgences. Our Recommendations Establish a private-public sector partnership with the public health departments of the nine-county Bay Area to compare public health orders Continue the contract tracing task force, partnering with the counties through the Silicon Valley Leadership Group (SVLG) Call on County governments to create a team of employees who can help businesses stand-up their internal contact tracing and testing teams Continue the Mayors’ Circle to test best response practices across city lines Continue to promote collaboration between small businesses and hear from them about their evolving challenges, needs, and opportunities a. b. c. d. e. Looking ahead, we face ongoing uncertainty as to the course and duration of the pandemic, creating the possibility of protracted periods of closing and reopening. To create the conditions that would make it easier for businesses to reopen and stay open during future resurgences of COVID-19, we recommend five initiatives: FOCUS AREA 1: Recovery and Resurgence Planning 13 Strengthen Financial Stability for Individuals and Businesses 2a. Expand emergency financial assistance programs and better enable vulnerable communities to access available support (pg. 31) 2b. Scale equitable financial services to address needs exacerbated by COVID-19 and better communicate availability to vulnerable communities (pg. 32) 2c. Spur large employers to improve living wages and increase adoption of a net disposable income approach (pg. 32) 3a. Double down on SME and startup access to capital to support at-risk small businesses and to enable early stage entrepreneurs to grow and innovate (pg. 42) Drive Job Creation and Support Displaced Workers to Promote Economic Recovery 2d. Prevent further displacement of low-income workers by galvanizing large employers to halt layoffs/furloughs and prioritize reskilling individuals into new roles (pg. 33) 2e. Bolster job creation and economic mobility to support displaced low-income workers, and scale up wraparound support services (pg. 34) 3b. Create more opportunities for SMEs and startups to capitalize on new waves of innovation by supporting new investments and spurring the public and private sector to prioritize procurement from SMEs (pg. 43) 3c. Streamline regulations and expedite permitting approvals and online inspection services to facilitate new investments and developments that generate new jobs, and ongoing General Fund revenues (pg. 43) Galvanize Housing Preservation, Protection, and Production 2f. Keep vulnerable communities housed in their current place of residence by extending the eviction moratorium and supporting landlords who are housing low-income residents (pg. 35) 4a. Increase the housing supply by implementing a consistent upzoning and entitlement streamlining framework, with a concerted focus on mixed-use transit, underutilized commercial corridors, and scaling accessory dwelling units (pg. 51) FOCUS AREA 2: How do we make the recovery inclusive for our community’s most vulnerable members? FOCUS AREA 3: Do we enable businesses to survive and thrive? FOCUS AREA 4: How do we innovate to build the foundation of a better normal? Re-imagine a better normalNear-term recovery and resilience The table below summarizes our recommendations across Focus Areas 2, 3, and 4. More detail on these recommendations, including potential actions different stakeholders can take to achieve them, are included in each of the focus area chapters. Our Recommendations (cont.) 14 Galvanize Housing Preservation, Protection, and Production 2g. Rapidly increase affordable housing stock by identifying new opportunities to quickly create affordable residential units, to particularly support vulnerable communities who are experiencing homelessness or are at risk of homelessness (pg. 35) 4b. Support and advocate for state leaders to pass significant housing legislation by joining existing efforts or forging a new statewide 501(c)(4) or 501(c)(6) organization that brings together a diverse coalition of big-city California mayors, labor leaders, and high-profile corporate and philanthropic leaders to break through political barriers to benefit Silicon Valley (pg. 52) 4c. Ensure that the Regional Housing Needs Allocation (RHNA) is actively enforced (pg. 52) 4d. Form public–private partnerships that fund housing transformation through shared capital investments (pg. 53) 4e. Develop an emergency COVID-19 housing and prioritized transportation plan for infrastructure funding from federal, state, private, and/or philanthropic sources (pg. 53) Reimagine Neighborhood Districts 3d. Rethink Main Street and explore new models to revive and redevelop neighborhood business districts and commercial corridors throughout Silicon Valley and adapt to community needs that have changed due to the pandemic (pg. 44) 4f. Prioritize the redevelopment of underutilized commercial corridors into higher-density mixed-use neighborhoods (pg. 54) Create Next-Generation Transportation 4g. Develop a comprehensive and equity focused new multimodal transport system that connects jobs to housing and includes next-generation technological innovations (pg. 55) 4h. Drive commuter behavior change through city- or employer-provided incentives and disincentives (pg. 55) Expand Digital Inclusion for Individuals and Businesses 3e. Bolster SME digital capabilities so they can better compete in the e-commerce marketplace (pg. 45) 4i. Promote equitable connectivity through new financial tools that offset costs of internet service and devices for low-income areas and individuals (pg. 56) 4j. Lower device and connectivity barriers with innovative corporate investment or donation programs (pg. 57) 4k. Streamline how local municipalities permit and approve wireless connectivity projects to speed up infrastructure deployment and reinvest cost savings into providing universal connectivity to Silicon Valley residents who do not have access to the internet at home (pg. 57) 15 Tom Werner Focus Area Co-Chair CEO & ChairmanSunPower Dilawar Syed Focus Area Co-Chair CEO, Lumiata David Wehner Focus Area Co-Chair CFO, Facebook Lisa Su Focus Area Co-Chair President and CEO, AMD Zia Yusuf Focus Area Co-Chair Managing Director & Senior Partner,Boston Consulting Group Silicon Valley Recovery Roundtable Working Team The SVRR focused its work on four interrelated Focus Areas. It has been supported by a working team comprised of Focus Area co-chairs and leads for each Focus Area. Each team has sought to unravel the challenges faced by our communities, identify potential solutions, and craft a meaningful set of recommendations with a sharp focus on serving the often-overlooked members of Silicon Valley. Focus Area leads were the primary authors of each chapter of the report, and sought guidance from the Focus Area co-chairs, members of the community and a broad range of experts, and the SVRR members. Additional support was provided by Silicon Valley Leadership Group, Boston Consulting Group, and the San José Mayor’s office. Lizz Vilardo, M.D. Focus Area Co-ChairPresident & CEO, Foundations SutterHealth Bay Area Carl Guardino Focus Area Co-ChairFormer President & CEO, Silicon Valley Leadership Group Teresa AlvaradoFocus Area Co-Chair Chief of Local Impact,SPUR Nicole Taylor Focus Area Co-Chair President & CEO, Silicon Valley Community Foundation FOCUS AREA 1 FOCUS AREA 2 FOCUS AREA 3 FOCUS AREA 4 Mayor’s Office Staff How do we reopen safely and productively with minimal risk? How do we make the recovery inclusive for our community’s most vulnerable members? How do we innovate to build the foundation of a better normal? How do we enable businesses to survive and thrive? Silicon Valley Leadership Group Jason Baker, Ceci Conley, Sara Garcia, Dan Kostenbauder, Christoph LaBellePeter Leroe-Munoz, Kristen Petersen, Matthew Quevedo, Emily SparlingAakash Vashee, Kat Wortham Co-chair Deputies Michelle Wright Conn (Cisco), Ruth Cotter (AMD), Gina Dalma (Silicon Valley Community Foundation), Heather Szerlag (NorCal Carpenters) Boston Consulting Group Danny Acosta, Nicole Bennett, Usama Gill, Carl Lonnberg, Kate Norton, Neeru Ravi, Zia Yusuf Kelly Kline, Shelley Opsal, Apoorva Pasricha Ru WeerakoonFocus Area LeadFmr. Sr. Policy Advisor for Land Use & Ec Dev, City of San José Karli StanderFocus Area Lead Innovations Lead, Stanford Impact Labs Brian BrennanFocus Area Lead SVP, Silicon Valley Leadership Group Matthew QuevedoFocus Area Lead Director of Transportation, Housing and Community Engagement, Silicon Valley Leadership Group Gina Dalma Focus Area LeadEVP,Silicon Valley Community Foundation 16 Our Approach While developing the recommendations in this report, we adhered to the following principles: Take an equity lens to center and support vulnerable communities Identify immediate-, short-, medium- and long-term actions Guiding Principles Balance bold vision with specific, tactical, and practical actions Harness Silicon Valley’s innovative spirit to address challenges 2 3 4 5 Gather input from multiple stakeholders across industries, sectors, and communities 1 We developed our recommendations to reflect the best ideas of a wide array of stakeholders, including the members of our roundtable, community members, and subject matter experts. It was important for us to ensure that our recommendations reflected lived experiences as told by people in our communities—particularly people of color and undocumented workers. These are the people who have been structurally excluded from Silicon Valley’s wealth and opportunity, and who have faced the most severe impacts from COVID-19. We are thankful to the following four groups for their indispensable contributions to this report. They are mentioned by name in this report’s Acknowledgments: The voices, needs, and contributions of 140 community members who participated in 16 focus groups Ideas and suggestions from interviews with over 45 experts who have spent their careers studying exactly those issues we wish to solve here in Silicon Valley Feedback from over 160 employers in the office space technology, solar installation, and construction industries, which was input into the development of county reopening policies and protocols The cross-sector expertise of Silicon Valley Recovery Roundtable members who held over 15 meetings to explore our four primary Focus Areas, and convened as a whole three times over the course of 100 days to discuss vision and solutions 17 It is important to state that we are not proposing that municipalities and other stakeholders take on all of our recommendations; rather, our aim has been to curate a “marketplace of ideas” that we believe will significantly benefit our communities. We also acknowledge that implementing the recommendations in this report will require significant investments both by the public and private sector, at a time when budget and operational pressures and declining revenues are at unprecedented levels. It will be up to local, regional, and state governments, alongside relevant non-governmental organizations in the private and social sectors, to share responsibility for selecting and implementing those recommendations they feel will have the most impact and are most feasible for them. It will be incumbent upon each of the cities and their private sector and non-profit partners to take the next step of jointly advocating and funding the most strategic of the proposed recommendations that would uniquely support the recovery of their cities and the region as a whole. This will involve seeking future federal and state funding, including from the Economic Development Administration (EDA), various relief funds targeting job preservation, job creation, workforce retraining, and Main Street revitalization. Such funding will leverage the Coronavirus Relief Fund established by the CARES Act, which has already served to provide significant support to Silicon Valley communities. Considering the Costs While selecting among interventions based on shifting priorities, needs, and revenues is a demanding task, we should all recognize that inaction also carries significant costs. When jobs are lost, businesses shut down, and people leave our region; there are real costs for local jurisdictions associated with feeding, housing, and meeting the other basic needs of the newly unemployed. Municipalities that have sensibly and responsibly planned and prepared to address the recovery needs of their communities will be in the best position to harness future funding opportunities. To the extent that Silicon Valley creates the necessary infrastructure, pilots ideas, and builds meaningful public–private partnerships, we will be in a more competitive position to seek and obtain such funds. We owe it to our communities not to limit ourselves when formulating solutions to the big challenges we face. That is particularly true in this moment, which requires us to wield Silicon Valley’s unparalleled culture of resilience in service of a better future for everyone in our region. Photo courtesy of Silicon Valley Community Foundation 18 OCTOBER 2020ATTACHMENT B EXCERPT FROM: 15 Introduction Mayor London N. Breed and Board of Supervisors President Norman Yee created the COVID-19 Economic Recovery Task Force (Task Force) to respond to the urgent needs of San Francisco’s workers, businesses, organizations, and vulnerable populations arising from the COVID-19 pandemic. The Task Force was comprised primarily of members of the public, engaged with the charge to guide the City’s COVID-19 recovery efforts to sustain and revive local businesses and employment, mitigate the economic hardships affecting the most vulnerable San Franciscans, and help build a resilient and equitable future. The Task Force was co-chaired by San Francisco Assessor Carmen Chu; San Francisco Treasurer José Cisneros; Rodney Fong, President and CEO of the San Francisco Chamber of Commerce; and Rudy Gonzalez, Executive Director of the San Francisco Labor Council, AFL-CIO. Task Force members represented a diversity of perspectives and sectors, including academia and research, arts, entertainment and nightlife, finance, government, health care, hospitality, housing, labor unions, manufacturing, nonprofit, personal services, philanthropy, real estate, retail, small and large businesses, and technology. Staff from the City Administrator’s Office managed the administrative effort, supported by staff from the Controller’s Office, the Human Rights Commission, the Planning Department, the Office of Economic and Workforce Development, the Assessor-Recorder’s Office, and many others. This report summarizes the work of the Task Force and its 41 detailed policy recommendations. These recommendations and Task Force members’ on-the-ground insights provide a critical public perspective on what is important to businesses, labor, and nonprofit partners to stabilize the local economy, plan for economic recovery, and to advance an equitable economic recovery. It also highlights the City’s work most directly influenced by the Task Force during its engagement: the Shared Spaces Program and Safe Reopening Roadmap. Every day, leaders are learning more about the progression of COVID-19 and effective strategies to mitigate its spread and impact. As that knowledge evolves, so too will there be a need for City leaders to adapt to economic strategies that help to support and retain employment and businesses. The Task Force recognizes its work is one component of the City’s effort to ensure San Francisco’s long- term economic success. To meet San Francisco’s urgent needs, parallel efforts to address reopening, homelessness, transportation and mobility, education and child care, sustainability, and long-term economic and workforce development are also underway and ongoing. Together these efforts will inform the vision, planning, and implementation needed for recovery and growth beyond this crisis to build a future San Francisco that is resilient, equitable, and thriving. If we can open, that would be one step. If we can break even on expenses, that would be the next step. If we can do as well as before, that would be awesome. If we can make changes to the business models so this is not such a peril at a three-month closure, that would be the best thing to come out of this.” Public survey respondent ECONOMIC RECOVERY TASK FORCE REPORT Many of us are living behind closed doors to be safe, so we are out of sight and out of mind.” Disability community focus group participant EXCERPT 16 Economic Context Economic Impact In early 2020, the COVID-19 pandemic rapidly changed the outlook of San Francisco and the world. San Francisco took early and decisive action, issuing an order for residents to shelter-in-place on March 16, 2020. This action likely saved thousands of lives, protected the local healthcare system, and enabled the City to build a population level emergency response, testing, and contact tracing infrastructure. At the same time, continued limitations to operating businesses, and the ongoing recession they created, continue to have a profound impact on our local economy. Local employment data from April 2020 reported a loss of roughly 175,000 jobs in the San Francisco metropolitan division as compared to March 2020. Though 62,000 jobs had returned by August as a result of phased business reopening, nearly two-thirds of the jobs lost since April have not yet recovered. A survey from the SF Chamber of Commerce reported that only 46% of storefront businesses in San Francisco open at the start of the pandemic were still operating in August. While some of these businesses may only be temporarily closed, Yelp data from the San Francisco-Oakland-Hayward metro area found that 2,065 out of 5,048, (41%) businesses that closed between March and July have now indicated that they are permanently closed. These are businesses that are not expected to reopen and jobs that are permanently lost. Businesses that rely on commuters and tourists have been especially hard hit. Local unemployment claims have now topped 193,000 since the start of the pandemic. Employment and health data also show that COVID-19 has had a disproportionate impact on low- income communities and communities of color. Job losses have been especially concentrated in lower-wage industries, including food service and hospitality. For many employed in these sectors, there are fewer opportunities to work remotely, and workers face the difficult decision of risking exposure or staying employed. Other sectors such as arts, entertainment, and recreation have also suffered significant losses in employment, especially as compared to higher- wage industries like financial sector and business and professional services (see table below). One thing that people lost was access to the internet. They’re prioritizing food on the table… not internet and cell phones.” Focus group participant COVID-19 made it harder to outreach to our community. Many folks are not getting information.” CBO focus group participant 17 $0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 10%5%0%-5%-10%-15%-20%-25%-30%-35%-40%-45% Av e r a g e W a g e s , 2 0 1 9 Percent Change in Employment, March-August 2020. Average Wages by Percentage Change in Employment, February-August 2020:San Francisco Industry Sectors Construction Manufacturing Wholesale Trade InformationFinancial Activities Business & Professional Services Educational Services Health Services Arts, Entertainment, Recreation Accommodations and Food Services Retail Trade Other Services Transportation and Warehousing San Francisco’s economy is centered around a bustling downtown that brings together a strong pool of talent for employers, as well as citywide tourist attractions that bring in visitors from around the world. Yet with the health crisis requiring individuals to shelter-in-place and engage in remote work where possible, these aspects of the City’s economy have significantly declined. Downtown San Francisco has seen a marked decrease in commuters, as reflected by a steep decline in transit ridership since the beginning of March. As of late September, BART ridership was down over 88% as compared to the same time last year. On the other hand, average speed on the freeway during evening rush hour is only 3% higher than in early March. Those workers that are returning to work are much more likely to drive, but downtown San Francisco is not built for everyone commuting by car. A full economic recovery will require a return of confidence in public transit. Source: Bureau of Labor Statistics, September 2020 ECONOMIC RECOVERY TASK FORCE REPORT 18 0 10 20 30 40 50 60 70 0 50,000 100,000 150,000 200,000 250,000 300,000 350,000 3- M a r 10 - M a r 17 - M a r 24 - M a r 31 - M a r 7- A p r 14 - A p r 21 - A p r 28 - A p r 5- M a y 12 - M a y 19 - M a y 26 - M a y 2- J u n 9- J u n 16 - J u n 23 - J u n 30 - J u n 7- J u l 14 - J u l 21 - J u l 28 - J u l 4- A u g 11 - A u g 18 - A u g 25 - A u g 1- S e p 8- S e p 15 - S e p 22 - S e p Mi l e s p e r H o u r Sy s t e m w i d e B A R T R i d e r s h i p ( 7 -da y m o v i n g a v e a r g e ) San Francisco Freeway Speeds, and BART Ridership:Week of March 3 to Week of September 22, 2020 BART ridership Average Arterial Speed, Evening Rush Hour There are additional warning signs for downtown, not related to confi dence about riding transit. Commercial brokers have reported a sharp spike in offi ce subleasing and vacancy. The city’s offi ce vacancy rate reached 14.1% in the third quarter of 2020, according to Cushman and Wakefi eld, up from 5.4% the previous year. While offi ce workers are required to work at home during the pandemic, this vacancy rate represents businesses not renewing their offi ce leases, suggesting they intend to reduce their employment level in San Francisco over the longer term. It makes a major difference to the city’s economic recovery if remote workers retain their Bay Area homes, or move to another area. Several major local companies have allowed, or in some cases incentivized, workers to move to a lower cost location, which could threaten the city’s long-term economic competitiveness. At the moment, the clearest evidence of this risk is found in the housing market, which is a real-time indicator of people’s interest in moving into and out of San Francisco. Several companies that track residential rentals across the country report that declines in residential asking rents in San Francisco, along with New York City, are the steepest in the country. For example, ApartmentList has reported an 18% drop in asking rents in San Francisco between March and September, by far the biggest drop of any city it monitors. This decline in asking rent for vacant apartments, which has been accelerating despite the jobs recovery, is a sign of more renters wanting to move out of San Francisco than to move in. 19 -100% -80% -60% -40% -20% 0% 20% Jan Feb Mar Apr May Jun Jul Monthly Domestic & International Enplanements at San Francisco International Airport: Percent Change from 1 Year Ago Domestic International A further sign that San Francisco’s economy is suffering broadly, and worse than in other cities in California, is sales tax receipts. General Fund sales tax, which represents 1% of the value of all taxable sales in the city, declined by 43% in April-June 2020, compared to the same period in 2019. While major declines were seen across the state of California, San Francisco’s drop was much steeper than those in other cities, like Los Angeles and San Diego, that are also reliant on tourism. Sales at restaurants and bars were down 65%, as was sales at General Consumer Goods stores. Even taxable sales at Food & Drug stores was down 8% year-over-year, indicating that the city’s population, and not merely visitor count, may be in decline. Virtually every other city in California saw major gains in online sales tax in the second quarter of 2020, as people switched from in-person to online sales. However, San Francisco’s online sales were virtually flat, with only a 1% growth between the second quarter of 2019 and 2020. Low-income communities, the elderly, disabled community, and the unhoused and vulnerably housed communities continue to suffer disproportionate strain. Gaps in access to technology threaten a widening divide especially as more services, including essential public services, are pivoting in the interim to remote or online services. The economic crisis and health crisis are occurring simultaneously with other seminal cultural and natural events: the surging demand for racial justice and the catastrophic wildfires in all directions. In tandem with these trends, San Francisco faces an urgent call to deliver an equitable and resilient economic recovery for all. For the hospitality industry, San Francisco’s other major economic driver, the news is equally concerning. According to San Francisco Travel, nearly half of the hotel rooms in the city are now temporarily closed, and occupancy in September was down 86% from September 2019. As of August, enplanements at San Francisco International Airport are still down 85% compared to last year. ECONOMIC RECOVERY TASK FORCE REPORT 20 Immediate Relief In addition to managing the public health and safety challenges of COVID-19, the City recognized the urgency in addressing the acute economic stresses brought on by the pandemic through immediate action. Since March, the City has deployed targeted investments to stimulate the local economy and support existing businesses, workers, and our most vulnerable, and the current budget marshals further resources. In addition to public funding, the Give2SF fund for COVID-19 priorities was established to direct resources to those struggling as a result of the pandemic, with a focus on food security, access to housing, and support for workers and small businesses. Many of these initiatives align with Task Force priorities, as shown in the highlights of recent, current, and budgeted efforts below. • Protecting workers and businesses o $10 million for the Workers and Families First Paid Sick Leave Program o $2 million for the Right to Recover Program o Delivered one million surgical masks, 600,000 face shields, and 150,000 bottles of hand sanitizer for distribution to businesses and workers in vulnerable communities o Business tax, registration, and license fee deferrals through March 2021 o $9 million through the San Francisco Hardship Emergency Loan Program o $2.5 million in resiliency grants for approximately 300 small businesses o African-American Small Business Revolving Loan Fund o $5 million to support small business added in Technical Adjustments to the current budget o $200,000 with OEWD for business capacity building, technical support, and grant writing support o $1.7 million for targeted workforce supports and development initiatives o $12.8 million to Grants for the Arts, supporting 227 grantees with an equity lens o $2.5 million for the Arts & Artists Relief initiative, and an additional $315,000 in arts grants for neighborhood reactivations o Moratorium on commercial evictions for small and medium-sized businesses, now extended at the State level through March 2021 o Ongoing funding for OEWD workforce development efforts, including Workforce Link, CityBuild, TechSF, and Healthcare Academy o One-stop City website for businesses and workers o Community Investment Fund - Contractor Accelerated Payment Program o Emergency child care youth centers opened for essential workers and low-income families ECONOMIC RECOVERY TASK FORCE REPORT 21 • Protecting our vulnerable o $247 million for COVID-19 response, including PPE, expanded medical capacity, community outreach, contact tracing, and $56 million for testing in the current year o $16 million in COVID-19 response specifically for expanded Pit Stops and hygiene stations throughout the city o Additional $1.6 million for COVID-19 supports in SROs, the Western Addition, the Tenderloin, and other community hubs o $46.7 million in new expenditures for food programs, and an addition $1.1 million for underserved communities, the Tenderloin, and seniors o $66.5 million for the first phase of Mental Health SF (if business tax reform passes) o $4 million for implementation of a crisis response team o $120 million redirected funds for reparative investment in Black/African American communities o $5.5 million for the Opportunities for All subsidized employment program for youth and young adults o Establishment of DCYF Community Learning Hubs o $15 million for SFUSD o $15.1 million for eviction defense grants o $51.8 million for affordable housing site acquisition o $37.6 million for rental subsidies and emergency rental assistance o $4.5 million in additional housing subsidies, shelter, and vouchers for people living with HIV, displaced tenants, transitional-aged youth, LGBTQ shelter, and families including those in SROs o $750,000 Right to Counsel expansion o Moratorium on tenant evictions • Economic stimulus o Deployed investment in public infrastructure, including Capital Planning Committee authorization of $157 million in Certificates of Participation, $127 million in 2016 Public Health & Safety bonds, $103 million in 2016 Preservation and Seismic Safety loan program bonds, and $260 million in 2019 Affordable Housing bonds. o $1.5 million to deliver fiber to affordable housing units, and $275,000 additionally for digital equity access and connectivity in Chinatown o Proposed relaxation of local zoning controls in neighborhood commercial corridors to encourage activation of vacant storefronts o Launched Shared Spaces Program to create flexibility and expand business capacity to operate - so far close to 1,600 outdoor spaces have been approved (see Appendix B) o Waiver of outdoor business permit fees until 2022 o Deferral of business registration fees and unified license fees until March 2021 o Just Add Music (JAM) permit created to enable live outdoor music and entertainment in existing Shared Spaces locations 22 Focus on Safe Reopening Economic recovery requires the safe reopening of business activity. State restrictions guide, but local health orders prescribe the specific business and other activities that can resume in San Francisco following strict initial shelter-in-place orders. In addition, local health directives detail the legal requirements or conditions of opening. These public health decisions are driven by the County health department. Understanding the dynamic nature of an unprecedented global pandemic, Task Force members and the public have underscored the need for clear information and guidance. Clear direction is essential for economic recovery because it provides businesses with an ability to plan, prepare, and make financial decisions based on the best information available. To facilitate this goal, the Task Force partnered with the County health department in two critical ways. First, the Task Force developed a feedback process with the health department to ensure the operational realities of running businesses were considered before local directives or mandates were issued. Beginning in late May, working through the San Francisco Office of Economic and Workforce Development, Task Force members and other impacted stakeholders had the opportunity to weigh in on health directives that were operationally infeasible or were able to spotlight elements that were unclear or which needed further guidance. This process enabled the health department to consider alternatives that equally advanced its public health goals while fostering more compliance through clear, operationally feasible instruction. Second, Task Force members and stakeholders consistently advocated for more direction on the path forward for reopening. The Task Force offered alternative mitigations that allowed additional business activities to be considered, including the launch of the Shared Spaces Program which expanded the capacity for businesses to use sidewalk, parking, street or surface lot spaces outdoors. At the end of May, the County health department released an initial roadmap for reopening and continues to evaluate that timeline and roadmap as local health conditions change (see Appendix A). 23 Task Force Process The Task Force met between April and October 2020. Task Force members brought deep understanding of issues in the San Francisco community, high energy, and an equity focus to the process. See Appendix C for additional detail on the policy development process The timeline below summarizes the focus and work of the Task Force. To complement the diverse opinions of members, the Task Force sought out the perspectives of vulnerable and underrepresented populations through the Community Engagement and Listening (CEL) team. The CEL team’s efforts amplified the voices of community members disproportionately impacted by COVID-19, bringing additional research and voices to the work of the Task Force. Over a four-month period, over 1,000 public surveys and emails from San Franciscans and other stakeholders were received and used to inform the recommendations development process. The CEL team and partner City departments also initiated targeted stakeholder outreach to populations underrepresented in the public survey, including tenants from single residency occupancy buildings, restaurants in Chinatown (an area especially hit hard when COVID-19 initially emerged), the arts and entertainment community, immigrant communities, the disability community, and the Black/ African American, Latino/a/x and Filipino/a/x communities. Over 40 hours of interviews and conversations, with nearly 100 community members, through formal focus groups and presentations at neighborhood-based meetings. In addition, there were public hearings and presentations at the Small Business Commission, Immigrant Rights Commission, the Commission on the Environment, and the Commission on the Status of Women. Task Force kick-off (4/24/20) and initial survey Co-Chairs and staff met in small groups of Task Force members (approximately 10 per session) to hear challenges and aspirations Public survey and engagement focus groups began to bring underrepresented perspectives forward Focus on Safe Reopening to respond in a timely manner to expressed needs in the initial survey and small groups Policy work groups (Jobs and Businesses, Vulnerable Populations, Economic Development, and Arts/Culture/Hospitality/Entertainment) of approximately 20 Task Force members with diverse perspectives articulated problem statements and most urgent priorities for the Task Force Staff began drafting policy memos for priority recommendations Continued community engagement and sharing back with the Task Force Staff synthesized Task Force recommendations into integrated priority areas, shared community engagement learnings that included input from community subject matter experts, and drafted the Task Force Report. Task Force members and City stakeholders shared feedback on Report Draft Final Report published for final meeting (10/8/20) April-May June-July August-October ECONOMIC RECOVERY TASK FORCE REPORT 24 Several common areas of concern emerged from these engagements: • The community-based organizations that are crucial for small businesses, residents, and government alike are in economic danger and need support for recovery to be successful. • Culturally responsive, timely, accessible, and concise information and guidance are needed for small business owners and residents, particularly those with language and technology barriers • Limited digital literacy and old tools widen the digital divide for many vulnerable populations, including seniors, people with disabilities, parents and students, non-English monolingual speakers, and small business owners. • Bureaucracy is even more burdensome at a time of great need. Program requirements are hard to navigate. Cutting red tape would allow San Franciscans to get the urgent support they need. • Housing, specifically eviction prevention and housing the unhoused, continues to be a top priority for San Franciscans, including small business owners. A focus of community engagement was to look at specific populations that were being disproportionately impacted by the pandemic. In addition to the themes noted above, the community engagement sessions provided the following highlighted guidance regarding implementation of Task Force recommendations: • Engage early, continuously, and often with beneficiaries and vulnerable communities to design policies and programs that meet present challenges. • Well-intended, rapidly deployed programs can create barriers that did not exist before COVID-19, particularly for the disability community. Consider unintended consequences. • Culturally competent, in-language communications and solutions are essential. Many additional ideas and sentiments on San Francisco’s equitable economic recovery were relayed to the CEL team. See Appendix D for further details on the CEL process and input gathered. ECONOMIC RECOVERY TASK FORCE REPORT 25 26 Policy Recommendations The Task Force set out to identify practical, timely interventions to sustain businesses and protect vulnerable populations. Simultaneously, the Task Force sought to identify bold, creative solutions to address longstanding societal challenges and ultimately achieve greater racial and social equity. Informed by their own experiences and input from community engagement efforts, the Task Force prioritized strategies that address the need to protect small and medium businesses from collapse and support them with accurate, timely information; the need to focus on health, safety, wealth building, and opportunity creation for vulnerable populations; the need to promote housing and make it easier to adapt our spaces to changing circumstances; and the need to invest in the sectors that make San Francisco a desirable place to live and visit. The ideas from the Task Force’s four policy group sessions are organized into the following eight integrated categories: 1. Local Economic Stimulus: explore policies and investments that encourage economic development and activity in San Francisco, such as funding public infrastructure projects, streamlining permitting processes, advocacy for state and federal resources, and more 2. Job Connections: facilitate and improve connections to jobs and explore programs that hire local workers 3. Promote Safe Reopening: provide clear and accessible information to businesses and workers on reopening requirements and provide tools and strategies to keep workers, customers, and residents safe 4. Preserve Operations and Lessen Regulatory Burdens: create flexibility for businesses to operate and consider reducing or eliminating regulatory burdens 5. Pursue Economic Justice: narrow the wealth gap and bridge the digital divide for low-income residents and communities of color 6. Invest in Housing: incentivize the construction of affordable housing, an immediate and long- term need 7. Meet the Basic Needs of the Vulnerable: ensure San Franciscans have access to food, shelter, mental health, and other services 8. Imagine and Build Stronger Neighborhoods: activate and draw upon San Francisco’s unique neighborhood and cultural assets The Task Force recommendations to promote an equitable economic recovery range from short- term and concrete to longer-term and aspirational. Each recommendation includes one or more City departments that would lead implementation if sufficient resources are identified. The text in this section summarizes each of the recommendations with an issue statement and brief description of the recommendation. Full text of the recommendations and equity considerations for each can be found in Appendix E. City of Palo Alto (ID # 11682) City Council Staff Report Report Type: Action Items Meeting Date: 10/19/2020 City of Palo Alto Page 1 Summary Title: Consideration of Council Ad Hoc on Boards and Commissions Recommendations Title: Consideration of Recommendations by the City Council Ad Hoc on Boards, Commissions and Committees (BCCs), Including Adopting a Handbook, Establishing Training, and Direction on Further Changes Including Term Limits and Reducing the Parks and Recreation Commission to Five Members From: City Manager Lead Department: City Manager Recommendation Consider the following City Council Ad Hoc on Boards and Commissions recommendations: • Adopt the recommended Boards, Commissions, and Committee Handbook, including several additions or changes to City process: o Require Boards, Commissions, and Committees (BCC) training for new members and new chairs/vice chairs o Establish a process for the City Council to remove a BCC member o Establishing BCC member attendance standards o Require that BCCs adopt a workplan, establish an annual City Council review process, and require Council review of any new priority added to their workplan outside of the annual workplan review o Consider a limit of two four-year terms for all Board, Commissions, and Committees members and direct staff to return with necessary ordinance adjustments and related changes to the Boards and Committee recruitment process and application process o Set Boards, Commissions, and Committee attendance standards, establish a Code of Conduct, and set other Council expectations • Consider BCC interview timelines and other adjustments to the City Council process • Discuss reducing the Parks and Recreation Commission from seven to five members • Discuss inviting student representatives to BCCs City of Palo Alto Page 2 • Approve a Boards, Commissions, and Committees Application Letter and updated Application Background On December 9, 2019 (CMR #10901), the City Council provided guidance on the organization and operation of City Boards, Commissions, and Committees (BCC). In addition, Mayor Filseth established a Council Ad Hoc committee to review and explore changes to the City’s BCC processes and policies, appointing Vice Mayor Tom DuBois and Council Member Alison Cormack. Following the December 9, 2019 City Council meeting, the Ad Hoc and City staff reviewed Ad Hoc priorities such as developing a BCC survey to gain input from existing and former BCC members. This work was a foundation for an interim Ad Hoc on Boards and Commissions report submitted for City Council consideration on February 24, 2020. The report summarized Ad Hoc work to date such as surveying current and former board members and commissioners; reviewing laws, policies and procedures (as well as those of other cities and towns); and interviewing the staff who work with Palo Alto’s boards, commissions, and committees. The Ad Hoc provided several recommendations and other changes for City Council consideration including: • Updates to the application and interview process • Training for new members/commissioners and new chairs and vice-chairs • Using annual work plans with a process to change priorities during the year • Creating a handbook that establishes policies and procedures for how boards and commissions work, including expectations for those appointed • Updates to our underlying ordinances • Considering changes to the boards and commissions themselves • Dissolving the Library Advisory Commission, as some members recommended On February 24, 2020, the City Council accepted the report and approved several actions as next steps including: exploring annual work plans and developing a process to change them; bringing back a proposal on term limits; and exploring moving to a single interview period in the Spring, including Fall as a backup. In addition, the City Council approved a motion to disband the Library Advisory Commission after receiving input from staff and members of the Commission (February 24, 2020 Minutes). On June 8, 2020, the City Council adopted an Ordinance to dissolve the Library Advisory Commission (CMR #11347) and the Library Advisory Commission was dissolved in July 2020. In addition, on April 20, 2020, the City Council discussed Spring recruitment for several commissions and directed staff to return with necessary Ordinance changes to reduce the Human Relations Commission and Public Art Commission from seven to five members (April 20, 2020 Minutes). On May 11, 2020, (CMR #11299) the City Council approved actions to reduce City of Palo Alto Page 3 both commissions from seven to five members. On June 22, 2020, (CMR # 11424) the Council adopted an Ordinance confirming the reduction from seven to five members and this Ordinance went into effect in September 2020. Discussion Boards, Commissions and Committees Handbook The Ad Hoc recommendations contained in the draft Boards, Commissions, and Committees Handbook seek to increase the consistency in BCC protocols and standards, further the City Council’s priorities through the work of the boards and commissions and clarify the City Council’s expectations of the City’s boards, commissions, and committees. Since the February 24, 2020 City Council meeting, the Ad Hoc and City staff meet several times to discuss development of a Boards, Commissions, and Committees Handbook and other changes to BCC applications process, standards and protocols and the development of a BCC Code of Conduct. In addition, the Ad Hoc and City staff reviewed and researched several other cities’ handbooks and boards and commissions procedures to help inform its work. The recommended handbook provides several key areas for Council consideration including: • Requiring Boards, Commissions, and Committees training for new members and new chairs/vice chairs • Establishing a process for the City Council to remove a BCC member • Establishing BCC member attendance standards • Requiring the adoption of annual workplans, including an annual process for City Council review and acceptance, and requiring Council approval of any new priority added to their workplan outside of the annual workplan review • Considering a limit of two, four-year terms for all Board, Commissions, and Committees members and related changes to the BCC recruitment process and application process • Requiring adherence to a Code of Conduct for all BCCs, and establishing additional Council expectations of BCC members A draft Boards, Commissions, and Committees Handbook can be found as Attachment A to this report. If adopted, a review of the Boards, Commissions and Committees Handbook by Policy and Services Committee would be scheduled annually. Minor, non-policy technical revisions may be made by the City Attorney, City Clerk or City Manager. Other Ad Hoc Recommendations for City Council Consideration The Ad Hoc is also seeking Council feedback on several other items related to the City’s Boards, Commissions, and Committees: • Consider BCC interview timelines and other adjustments to the City Council process • Discuss reducing the Parks and Recreation Commission from seven to five members City of Palo Alto Page 4 • Discuss exploring student representatives to the City’s Boards, Commissions, and Committees • Approve a Boards, Commissions, and Committees Application Letter • Review changes to the City’s commission application Attachment B outlines a new BCC Application Letter for Council consideration and Attachment C provides a revised commission application (Planning and Transportation Commission example). Training The Ad Hoc proposes establishing a training program for new BCC members and new Chairs/Vice-Chairs. The training would be given annually after Council selection of new BCC members, and would include a review of the BCC Handbook, coaching on conducting effective meetings, orientation to open government requirements, guidance on working with Council and staff liaisons, Brown Act orientation, conflict of interest review and more. Breakout sessions might be used for orientation to the responsibilities of each BCC. Special sessions also would be held for the Architectural Review Board, Historic Review Board, and Planning and Transportation Commission on procedures for quasi-judicial review, and for BCC Chairs and Vice-Chairs. The initial training session in 2021 would be required for all current BCC members. Thereafter, the training would be required for new members and optional for continuing members. The first training would occur in early 2021. The City Manager’s Office, Clerk’s Office and City Attorney’s Office will develop and conduct the training, in conjunction with department heads and staff liaisons who support BCCs. Resource Impact Establishing an annual BCC training and changes to the City’s BCC recruitment and BCC application process will require staff time to implement. Changes to BCC term limits and other related actions will require staff time to revise City ordinances and other policies. Stakeholder Engagement As part of the development of a Boards, Commissions, and Committee Handbook and other changes to BCC processes, the Ad Hoc and City staff developed an online survey for existing and former BCC members to provide input and share their experiences working with the City’s Boards, Commissions, and Committees. The survey had eight questions and was sent to 123 current and former board members and commissioners for whom the City Clerk had email addresses, of whom 66 responded. Highlights of the survey include an average score of 8 out of 10 when asked if they would recommend serving on a board or commission to others. There City of Palo Alto Page 5 were many positive comments, with the vast majority centered around community -- contributing to, serving, giving back to, and feeling a part of -- as well as working with other members and staff and sharing particular expertise. The negative comments included the process for setting agendas, public reaction to unpopular decisions, lack of clarity or involvement from the City Council, time commitment required, and working with other board members and commissioners. The Ad Hoc also interviewed City staff with responsibilities as liaisons to the City’s Boards, Commissions, and Committees to inform their work. Environmental Review The recommended action is not considered a Project as defined by the California Environmental Quality Act. Attachments: • Attachment A: Palo Alto Boards Commissions and Committees Handbook_FINAL_Oct. 8 2020 • Attachment B: BCC Application Letter • Attachment C: PTC Application_FINAL REVISED_OCTOBER 72020 CITY BOARDS, COMMISSIONS, AND COMMITTEES HANDBOOK | A Reference Guide Boards, Commissions, and Committees Handbook| City of Palo Alto 3 TABLE OF CONTENTS I. Introduction Mandatory Review Requirement 5 About the City 6 City Council 7 II. Appointed Boards, Commissions, and Committees Information on Appointed Boards, Commissions, and Committees 8 Limit of Terms 8 III. Your Role as a Board, Commission, or Committee Member (BCC) Role of All Members 17 Role and Responsibilities of the Chair 18 Required Training 19 Role of the Staff Liaison(s) 19 Role of Council Liaison 19 Use of Sub-Committees and Ad Hoc Committees 20 Annual Work Plan and Performance Measures 20 Procedures for Conduct of BCC Meetings 20 Agenda and Order of Business 21 Parliamentary Procedure and Motion to Reconsider 21 Code of Conduct 22 Meeting Management 25 Attendance 26 Late Arrival to Meetings 26 Absences 27 Minutes 27 Addressing the Media and the Public 27 IV. City Policies and Procedures Swearing In and Oath of Office 28 Form 700 Obligation and Conflict of Interest 28 Ethics Trainings 28 Removal 29 Boards, Commissions, and Committees Handbook| City of Palo Alto 4 V. Ralph M. Brown Act General Overview 30 Meeting Agendas 30 Avoid Unlawful Meetings 30 Public Participation 31 VI. Conclusion ` 32 VII. Exhibit A: Workplan Template 33 Boards, Commissions, and Committees Handbook| City of Palo Alto 5 MANDATORY REVIEW REQUIREMENT The Boards, Commissions, and Committees (BCC) Handbook is a reference guide that applies to advisory and regulatory bodies. It is intended to provide an overview of basic laws and procedures during a member's term and to clarify the role and responsibilities of the Board, Commission, and Committee members in relation to the City Council, City staff and the public. I , confirm that: • I was provided with a copy of the BCC Handbook upon my appointment to a Palo Alto Board, Commission, and Committee. • I have read the entire Handbook, including any updates as of the signing of this document, reviewing each section including: • Requirements to be a member of a Board, Commission, and Committee • Ethics Training (AB1234) • Legal (Brown Act, Conflict of Interest, Political Reform Act) • Role and Responsibilities • Code of Conduct • I agree to follow the guidelines and regulations provided in this Handbook, as required by the California Government Codes (including the Brown Act), Fair Political Practices Commission (FPPC) regulations, and the Municipal Code, as well as any other required policies/statutes. In the event there is a conflict between state or federal law and this Handbook, state or federal law shall govern. In the event there is a conflict between this Handbook and any procedure adopted by a BCC, this Handbook shall govern. • I understand that the BCC Handbook is intended as a tool to provide guidance on process and procedures as well as to draw my attention to the primary rules of serving on a BCC under the guidance of the City Council. • No legal advice is intended through this Handbook. • It is my responsibility to re-visit this Handbook through my term to review protocol and regulations, and for guidance. • I am invited to consult with the Staff Liaison, City Clerk, and City Attorney any time I have questions or concerns relating to these guidelines and my service. Signature Date I serve on the following BCC . This page is due to the City Clerk's Department within 60-days of appointment. Ethics training completed on (date) Thank you for your attention to this important information and your responsibility as a BCC Member. I. INTRODUCTION Boards, Commissions, and Committees Handbook| City of Palo Alto 6 ABOUT THE CITY Palo Alto, known as the “Birthplace of Silicon Valley,” is home to 69,700 residents and nearly doubles during the day with an influx of employees from major employers. Unique among city organizations, the City of Palo Alto operates a full array of services including its own gas, electric, water, sewer, refuse and storm drainage provided at very competitive rates for its customers. The City of Palo Alto offers robust community amenities including 36 parks, 39 playgrounds, five community and youth centers, 41 miles of walking/biking trails and five libraries. The City also manages a regional airport and provides fire, police and emergency services. Palo Alto is an award- winning City recognized nationally as innovative and well-managed, one of a small number of California cities with a AAA bond rating. City services and performance also receive high marks from community members in the annual community survey conducted by the Polco (formerly National Research Center). As the global center of technology and innovation, Palo Alto is the corporate headquarters for many world-class companies and research facilities. Home to Stanford University and a top-ranked public school system, Palo Alto also features beautiful and historic residential neighborhoods, vibrant shopping and retail districts. Palo Alto has a highly educated and culturally sophisticated citizenry that is actively engaged in making a difference both locally and globally. For the City’s website, go here: www.cityofpaloalto.org To connect with the City on social media, go here: www.cityofpaloalto.org/connect To sign up for the City’s digital newsletter, go here: www.cityofpaloalto.org/newslettersignup Boards, Commissions, and Committees Handbook| City of Palo Alto 7 CITY COUNCIL The City of Palo Alto operates under a Council-Manager type of government. The City Council consists of seven members and it is the governing body elected directly by the electorate of Palo Alto. Every year, the City Council Members vote and select a Mayor. As the legislative branch of our local government, the City Council makes final decisions on all City matters, sets City-wide priorities and policies, and directs the City Manager to implement these priorities and policies. The City Council adopts ordinances and resolutions as necessary for efficient governmental operations, approves the budget, and acts as a board of appeals. It appoints the City Manager, City Attorney, City Auditor and City Clerk, as well as the members of the City's advisory Boards, Commissions, and Committees (BCCs). BCCs are primarily responsible for advising and making recommendations to the City Council on City policies and programs. The City Council then uses the advice and recommendations offered by BCCs to make decisions. In addition to making policy recommendations, the Architectural Review Board and Planning and Transportation Commission, and Historic Resources Board also provide recommendations to the Planning Director or Council on project applications. To learn more about the City Council, go here: www.cityofpaloalto.org/council For the City Council meeting agendas, go here: www.cityofpaloalto.org/councilagendas Boards, Commissions, and Committees Handbook| City of Palo Alto 8 The City of Palo Alto has eight standing Boards, Commissions, and Committees. The City Council also establishes other Ad Hoc committees to assist them in their decision-making process from time to time. The standing Boards, Commissions and Committees are: • Architectural Review Board • Historic Resources Board • Human Relations Commission • Parks and Recreation Commission • Planning and Transportation Commission • Public Art Commission • Storm Water Management Oversight Committee • Utilities Advisory Commission Other examples of Council appointed groups have included the former Library Advisory Commission, the Citizen Corps Council, the Youth Commission, the Expanded Community Advisory Panel (XCAP) on rail crossings, and the North Ventura Coordinated Area Plan Working Group. During recruitment periods for BCCs, applicants are encouraged to visit the City website and apply for openings on various BCCs. The requirements for each BCC can be found in the Municipal Code or Council action creating the advisory body and will be reflected in the recruitment material – for example, some have a residency requirement. A physical address must be included on the application and proof of the address provided must be issued if requested. Once applications are received, the City Council determines which applicants to interview. The City Council will then vote to appoint members to serve on a BCC during a public City Council meeting. If you need to leave your seat on a BCC before your term is expired, submit your resignation in writing to your Staff Liaison, with a copy to the City Clerk. Each letter of resignation must be addressed to the City Council. Each BCC meets according to its established schedule. LIMITATION ON TERMS Any person appointed to a board or commission shall be immediately eligible, upon the expiration of their term or resignation prior to completion of their term if appointed to a different board or commission, to serve on a different board or commission. All board and commission members are eligible to serve two successive four-year terms on the same board or commission. No person who has served two such successive four-year terms shall be eligible for appointment to that same board or commission for two years following the expiration of the second full term for which the member was appointed and served. Serving an unexpired term of up to 2 years in length shall not count toward years served in terms of eligibility. II. APPOINTED BOARDS, COMMISSIONS AND COMMITTEES Boards, Commissions, and Committees Handbook| City of Palo Alto 9 APPOINTED BOARDS, COMMISSIONS, AND COMMITTEES ARCHITECTURAL REVIEW BOARD The Architectural Review Board reviews and makes recommendations to the Planning Director on design and related issues for certain new construction, and changes and additions to commercial, industrial and multiple- family projects, as described in the Municipal Code. The Board's goals and purposes are to: • Promote orderly and harmonious development of the City • Enhance the desirability of residence or investment in the City • Encourage the attainment of the most desirable use of land and improvements • Enhance the desirability of living conditions upon the immediate site or in adjacent areas • Promote visual environments which are of high aesthetic quality and variety and which, at the same time, are considerate of each other • To implement and enforce the city’s ordinances pertaining to architecture and design The Board is composed of five members, at least three of whom are architects, landscape architects, building designers or other design professionals. Terms are for three years and commence on November 1. See Palo Alto Municipal Code (PAMC) Sections 2.16 and 2.21. Residency is not required. For the ARB webpage, go to https://www.cityofpaloalto.org/gov/boards/architectural/ Boards, Commissions, and Committees Handbook| City of Palo Alto 10 HISTORIC RESOURCES BOARD The Historic Resources Board advises the Planning Director and City Council on matters relating to Palo Alto‘s historic buildings. The responsibilities of the Board include: • Reviewing and making recommendations to the Architectural Review Board on proposed exterior changes of commercial and multiple-family buildings on the Historic Building Inventory; • Reviewing and making recommendations on exterior changes of significant (Categories 1 and 2) single- family residences on the Historic Building Inventory; • Researching and making recommendations to the City Council on proposed additions and on reclassifications of existing buildings on the Inventory; and • Performing other functions as may be delegated from time to time to the Historic Resources Board by the City Council. Terms are for three years and commence on November 1. The Historic Resources Board includes seven members and the members must have demonstrated interest in and knowledge of history, architecture or historic preservation. One (1) member is an owner/occupant of a category one or two historic structure, or of a structure in an historic district; three (3) members are architects, landscape architects, building designers or other design professionals and at least one (1) member possesses academic education or practical experience in history or a related field. See PAMC Chapters 2.16, 2.27 and 16.49. The Historic Resources Board webpage can be found here: https://www.cityofpaloalto.org/gov/boards/historic/ Boards, Commissions, and Committees Handbook| City of Palo Alto 11 HUMAN RELATIONS COMMISSION The Human Relations Commission is charged with studying, fostering community awareness and understanding, encouraging dispute resolution, and recommending legislation regarding persons or groups who do not benefit fully from public or private opportunities or resources in the community, or are unfairly or differently treated due to factors of concern to the Commission. The Commission's responsibilities include: • Public or private opportunities or resources in the community include, but are not limited to, those associated with ownership and rental of housing, employment, education and governmental services and benefits; • Factors of concern to the Commission including but not limited to, socioeconomic class or status, physical condition or handicap, married or unmarried state, emotional condition, intellectual ability, age, sex, sexual preference, race, cultural characteristics, ethnic background, ancestry, citizenship, and religious, conscientious or philosophical belief; • The Commission will conduct such studies and undertake such responsibilities as the Council may direct; and • The Commission recommends allocation of Federal CDBG funds The Commission is composed of five members who are not Council Members, officers, or employees of the City, and who are residents of the City of Palo Alto. Terms are for three years and commence on May 1. See PAMC Sections 2.16 and 2.22. The Human Relations Commission webpage can be found here: https://www.cityofpaloalto.org/gov/boards/hrc Boards, Commissions, and Committees Handbook| City of Palo Alto 12 PARKS AND RECREATION COMMISSION The Parks and Recreation Commission advises the Community Services Director and City Council on matters pertaining to the activities of the Open Space, Parks and Golf Division and the Recreation Division of the Community Services Department. The Commission's responsibilities include: • Advising on planning and policy matters relating to the goals of and the services provided by the Open Space, Parks and Golf Division, and the Recreation Division; • Advising on planning and policy matters relating to the construction and renovation of capital facilities; • Reviewing state legislative proposals that may affect the operation of the two Divisions; • Receiving community input concerning parks, open space and recreation activities; and • Updating and advancing the Parks Master plan and related policies and programs. The Parks and Recreation Commission is composed of seven members who are not Council Members, officers, or employees of the City, and who are residents of the City of Palo Alto. Terms of Commissioners will be for three years. See Palo Alto Municipal Code (PAMC) Sections 2.16 and 2.25. The Parks and Recreation Commission webpage can be found here: https://www.cityofpaloalto.org/gov/boards/parks_and_recreation_commission/ Boards, Commissions, and Committees Handbook| City of Palo Alto 13 PLANNING & TRANSPORTATION COMMISSION The Planning & Transportation Commission advises the City Council, Planning Director and Transportation Director on land use and transportation matters, including the Comprehensive Plan, zoning, transportation programs, and related matters. The Commission's primary responsibilities include: • Preparing and making recommendations to the City Council on the City's Comprehensive Plan regarding development, public facilities and transportation in Palo Alto • Considering and making recommendations to the City Council on zoning map and zoning ordinance changes • Reviewing and making recommendations to the City Council on subdivisions, on appeals on variances and use permits • Considering other policies and programs affecting development and land use in Palo Alto for final City Council action • Reviewing and making recommendations on individual projects as described in the Municipal Code, and Open Space development • Reviewing and making recommendations to the City Council on transportation, parking and other related mobility issues. The Commission is composed of seven members who are current residents of the City of Palo Alto and are not Council Members, officers, or employees of the City. Terms are for four years and commence on November 1. See Palo Alto Municipal Code (PAMC) Sections 2.16 and 2.20 for more information. The Planning and Transportation Commission webpage can be found here: https://www.cityofpaloalto.org/gov/boards/ptc/ Boards, Commissions, and Committees Handbook| City of Palo Alto 14 PUBLIC ART COMMISSION The Public Art Commission oversees Palo Alto’s temporary and permanent public art programs. The primary duties of the Commission are: • To advise the city in matters pertaining to the quality, quantity, scope, and style of art in public places • To periodically review the capital improvement program with the staff for inclusion of works of art in various projects • To devise methods of selecting and commissioning artists with respect to the design, execution, and placement of art in public places and to advise staff on the selection and commissioning of artists, and the amounts to be expended on art in public places • To advise and assist staff in obtaining financial assistance for art in public places from private, corporate, and governmental sources • To review plans for the installation of art in public places and review the inventory of art in public paces • To act as a liaison between local artists and private property owners desiring to install works of art on their private property in public view The Commission, a five-member body appointed by the City Council, meets once a month. Terms are for three years and commence on May 1. See PAMC Sections 2.16, 2.18, and 2.26. Members are not required to be residents of Palo Alto and should have some demonstrated connection to art. The Public Art Commission webpage can be found here: https://www.cityofpaloalto.org/gov/boards/arts/. Boards, Commissions, and Committees Handbook| City of Palo Alto 15 STORM WATER MANAGEMENT OVERSIGHT COMMITTEE The purpose of the Storm Water Management Oversight Committee is to review proposed storm water management capital improvements and operating programs to be funded from the Storm Water Management Fees and to monitor expenditures of the fund. The Storm Water Management Oversight Committee is charged with reviewing the annual budget and expenditures of the Storm Water Management Fund in order to ensure that revenue from the Storm Water Management Fee is being budgeted and spent in accordance with the terms of the storm water management ballot measure approved by a majority of property owners in 2017. The Committee is responsible for: • Performing an annual review of the proposed Storm Water Management Fund budget • Performing an annual review of actual expenditures from the Storm Water Management Fund • Adopting findings on an annual basis that the proposed budget and actual expenditures of the Storm Water Management Fund are consistent with the spending plan outlined in the 2017 storm water management ballot measure • Reporting findings on an annual basis to the City Council The Committee is composed of seven members who are selected and appointed by the City Council for a term of four years. Each Committee member shall be a resident of Palo Alto, an employee of a business located in Palo Alto or an owner of real property within the City. The Storm Water Management Oversight Committee webpage can be found here: https://cityofpaloalto.org/gov/boards/storm_water_management_oversight_committee/ Boards, Commissions, and Committees Handbook| City of Palo Alto 16 UTILITIES ADVISORY COMMISSION The Utilities Advisory Commission (UAC) is charged with advising the City Council on: long-range planning and policy and major program and project matters relating to the electric utility, gas utility, water utility, wastewater collection utility, fiber optics utility and recycled water matters; acquisition and development of electric, gas and water resources; joint action projects with other public or private entities which involve electric, gas or water resources; and environmental implications of electric, gas or water utility projects, and conservation and demand management. Specifically, the Utilities Advisory Commission advises the Council on: • Development of the City utilities and the recycled water resources • Joint action projects with other public or private entities • The consistency with adopted and approved plans, policies, and programs of any major utility • Legislative proposals regarding City utilities and the recycled water resources, to which the city is a party, in which the city has an interest, or by which the city may be affected • Utility capital improvement programs, operating budgets and related reserves, and rates, and the recycled water program, budget, and rate • Environmental aspects and attributes of City utilities and recycled water resources • Water and energy conservation, energy efficiency, and demand side management The Utilities Advisory Commission is composed of seven members who shall be appointed by and serve at the pleasure of the City Council. The term of office of each member shall be three years or until his or her successor is appointed. Six members of the Commission shall at all times be residents of the City. See Palo Alto Municipal Code (PAMC) Sections 2.16 and 2.23 for more information on the Utilities Advisory Commission. The Utilities Advisory Commission webpage can be found here: https://cityofpaloalto.org/gov/boards/uac/ Boards, Commissions, and Committees Handbook| City of Palo Alto 17 ROLE OF ALL MEMBERS All Board and commission members are responsible for certain duties and commitments to the City, City Council, and the BCC on which they serve. Each member must know, understand, accept, and accomplish his or her delegated responsibilities in order to be effective. General expectations include: • Come prepared • Work collaboratively • Respect one another, City staff and the public • Serve the public • Avoid conflict of interest issues • Disagree through respectful dialogue Getting Started • Take the Oath of Office. • Complete and sign a Form 700 and turn it in to the City Clerk’s Office. • Understand the role and responsibilities of the appointed BCC. • Be informed of its functions and relationship with other BCCs. • Timely complete Ethics training (AB 1234). • Attend the orientation scheduled by your Staff Liaison and/or the City Clerk. • Become familiar with the BCC’s governing rules and regulations. • Decide with your Staff Liaison on how and when you will receive agenda packets. • Attend all regular and special meetings. In the event that you cannot attend a meeting, provide timely notification to the Chair and the Staff Liaison. During Meetings • Arrive at meetings on time. • Be prepared for meetings. • Review all staff reports, maps, studies, proposals, correspondence, minutes, etc. prior to the meeting. • Have all reference materials on hand for the meeting. • Familiarize yourself with conflict of interest regulations and discuss potential conflicts of interest with the City Attorney’s office prior to the meeting where any matter of potential conflict will arise. Recuse yourself from any participation in a matter where you have a conflict. • Consult the City Attorney if you have any questions of a legal nature related to your service as a BCC member. • Avoid leaving before the meeting adjourns without prior notice. • Establish a good working relationship with fellow members, City Council, and staff liaison. Exhibit mutual respect to fellow members to ensure a positive working environment. • Become familiar with parliamentary procedures to ensure that meetings proceed in a timely fashion. • Consider the overall public good when making a decision. • Talk to the Chair and Staff Liaison about placing items on future agendas. • If you receive correspondence addressed to the BCC, including email, forward the correspondence to the Staff Liaison so copies can be distributed to all members and the correspondence can become an official City record. IV. YOUR ROLE AS A BOARD, COMMISSION, OR COMMITTEE MEMBER Boards, Commissions, and Committees Handbook| City of Palo Alto 18 • Discourage visible and audible signs of agreement or disagreement from the audience such as applause or statements from the floor. Such demonstrations can intimidate those with an opposing view and unintentionally discourage open public discussion of all the issues and points of view. • Limit your own comments to the issues before the BCC. Avoid the appearance of straying from the subject or "grandstanding." • Individual commissioners should avoid giving Staff Liaisons direction or making specific requests outside of the public meetings. ROLE AND RESPONSIBILITIES OF THE CHAIR At the beginning of the year, each BCC will select a member to serve as Chair. The Chair exists to structure productive meetings, encourage the input of ideas, promote inclusiveness, and facilitate the overall decision-making process. They do not have greater power than any other member. The following is a list of duties and responsibilities of the Chair: • Ensure that the BCC completes the annual work plan and reports the results annually to the City Council. The work plan shall include metrics of community involvement and participation in meetings and activities. • Set a positive tone and manage public input to promote civility and decorum. • Preside at all meetings, submit all motions to vote and in general, do all things ordinarily required of a Chair such as call or cancel a meeting, coordinate the setting of the agenda with the Staff Liaison, receive public testimony, ensure compliance with the Brown Act, etc. Move forward committee priorities and refrain from promoting or setting a personal agenda. Ensures that items not listed on the agenda are prohibited from being discussed or acted upon pursuant to the Brown Act, unless specific circumstances apply. • Act as the spokesperson for the BCC, including as the media’s point of contact for information regarding BCC activities. Seek advice and involvement of the City’s Public Communications Manager as needed, through the Staff Liaison. • Ensure that all members are heard in a fair and safe manner. The Chair is responsible for ensuring the effectiveness of the group process. Identifies points of agreement among the BCC members in order to build a consensus. • Ensures that consideration of items on the agenda moves along without delay and makes sure that public testimony is received, but not allowed to disrupt the meeting. This includes setting an acceptable time limit; if necessary. • Clarifies all ideas as they are discussed, and repeats motions made in a way so all members understand the motion they will be asked to vote on and ensures that actions are properly moved, seconded, and voted upon. Always indicate clearly how the vote is taken such as call for the negative vote, saying, “Those opposed, say No.” In the absence of the Chair, the Vice Chair shall act as presiding officer and shall have the same responsibilities. Boards, Commissions, and Committees Handbook| City of Palo Alto 19 REQUIRED TRAINING Mandatory training shall be provided to all board, commission and committee members by the City through a collaboration between the Offices of the City Attorney, City Clerk, and City Manager, and will include an orientation session for new members. Training shall be delivered as deemed necessary by the Council and/or the City Attorney, City Clerk and City Manager and may include topics germane to a specific board or commission and/or training generic to all boards and commissions (e.g. ethics training or “how to run a meeting” for board and commission chairs). ROLE OF THE STAFF LIAISON(S) The staff liaison serves as the link between City staff, City Council, and BCC members. The City Manager assigns a staff liaison to each BCC to provide support, coordination, and guidance. The Staff Liaison makes sure that required BCC meetings occur and, in conjunction with the Chair, prepares the monthly meeting agendas. The staff liaison is also responsible for the coordination, distribution, and posting of all committee agendas pursuant to the Ralph M. Brown Act. Committee members should feel free to contact the staff liaison with questions or requests for support such as sharing City policy or program information and providing historical context to issue under review by the BCC. Staff liaisons will provide direction, guidance, and clerical, organizational, and administrative support to commissions on an as needed basis. The staff liaison also facilitates the transmission of BCC interests, concerns, and recommendations to the City Manager and City Council. The staff liaison must be aware and advise the Commission of any potential Brown Act violations; the liaison must be present and attentive for the duration of the meeting. At the request of the Chair, and with the support of a majority of the BCC members, the Staff Liaison researches and investigates issues, prepares alternatives and recommendations for BCC and City Council review, and implements City Council policy decisions. Other duties include facilitating the transmission of BCC interests, concerns, and recommendations to the City Manager and/or City Council; maintaining communication with the Chair regarding City Manager and/or City Council direction or requests; coordinating the annual selection of a Chair and Vice Chair in accordance with the City Council adopted policies and procedures, supporting annual workplan development, and keeping the City Clerk apprised of any resignations or other issues affecting the BCC. During the BCC meeting Staff Liaisons will ensure there is a quorum prior to the Chair calling a Commission meeting to order and adjourn a Commission meeting in the event there is lack of a quorum 15 minutes after the start time of a meeting. In addition, the Staff Liaison will not allow the public to address the Commission during the 15 minutes while waiting for additional members to arrive to form a quorum. Staff may make announcements during this time; no agenda items shall be discussed among the members present. The Staff Liaison will advise the Commission to recess or adjourn the meeting if a quorum is not present at any point during the meeting. ROLE OF COUNCIL LIAISONS The City Council relies upon the expertise and recommendations of the BCCs in advising the Council as it sets City policy. The Council liaison function serves to facilitate and enhance this work. Their principal function is to provide a wide range of information to the advisory body, such as information about Council discussions, policies and actions. This helps provide an historical perspective and thereby place the BCC work in context. However, the BCCs should act independently in formulating recommendations for the City Council to consider. Therefore, it is inconsistent for liaisons to direct, guide or unduly influence the policy making work of the City's advisory bodies. Council liaisons have flexibility in discharging their duties. They may serve with or without attending the meetings of their advisory bodies. However, at minimum, they should be available for contacts with members of advisory bodies, and particularly with the chairs. Boards, Commissions, and Committees Handbook| City of Palo Alto 20 USE OF SUBCOMMITTEES AND AD HOC COMMITTEES BCCs may consider dividing into subcommittees and/or use ad hoc committees to address certain issues when appropriate. The City Council prefers the use of Ad Hoc committees which are short term and established for the BCC to discuss a specific topic or priority. Sub-committees should be used judiciously as it is the wish of the Council that the entire BCC participate in most agenda topics. Sub-committees work independently and bring a report and recommendations back to the BCC. The subcommittee and/or the ad hoc committee would be composed of less than a quorum of the body and set their own schedule. Subcommittee meetings must be noticed under the Brown Act. Ad hoc committees convene for a single topic and disband when the work on a single item is finished. Ad hoc committee meetings need not be noticed or open to the public. The Chair usually makes assignments to subcommittees and ad hoc committees and directs the workflow. BCCs may have both standing subcommittees and ad hoc committees, though it is recommended that BCCs focus their work through Ad Hoc committees. Ad hoc or "temporary" committees are treated differently under the Brown Act. Ad hoc committees are not subject to the notice and posting requirements of the Brown Act so long as the committee: • Consists of less than the number of members which would constitute a quorum; • Has a defined purpose and a time frame to accomplish that purpose; and • Is advisory such as the committee has not been delegated any decision-making power and will be returning to the full board on its recommendation. Establishing Ad Hoc Committees Members of ad hoc committees designed to be advisory to the board/commission may be appointed by the chair, on behalf of the entire board, commission, or committee or by an action of the entire BCC, depending upon the procedures and practices of the BCC. Although, as noted, the ad hoc committee itself is not subject to the Brown Act if the BCC desires to create an ad hoc committee, the action to create the ad hoc committee should be done at a publicly noticed meeting under the Brown Act and the item should be placed on an agenda for that purpose. ANNUAL WORKPLAN AND PERFORMANCE MEASURES Each BCC should prepare an annual work plan for proposal to the Council by February. The Council will review the work plans and provide feedback annually at a dedicated City Council meeting. The annual report should include the results of the prior year’s plan. When applicable, the City Council would like to see metrics of community involvement and participation in meetings and activities included in the work plan. Council expects BCCs to work on items in the approved workplan. In addition, Council may refer additional items to the BCC in response to new developments. BCCs should refrain from expending their time and that of the staff liaison on items that have not been approved by the City Council. If the BCC would like to add an issue for review after an annual workplan has been approved the City Council, a prompt request by the BCC Chair to the City Council is required and the item will then be addressed by the City Council as a whole. A workplan template can be found later in the handbook, see Exhibit A. GENERAL PROCEDURES FOR CONDUCT OF BCC MEETINGS The Chair should recognize other BCC members in the order in which they raise their hands to speak. The Chair should provide an opportunity for each member to speak on an item. BCC members should speak when recognized by the Chair. Boards, Commissions, and Committees Handbook| City of Palo Alto 21 When a member of the public desires to address the BCC, they should fill out a speaker’s card, proceed to the podium when called, and wait to be recognized before speaking. The Chair should let the public know how long they are allocated to speak. Speakers should limit their remarks to the issue under discussion. Remarks should be addressed to the BCC as a body, and not to any individual BCC member, staff member, or other person. AGENDA AND ORDER OF BUSINESS The agenda should contain a brief general description of each item to be considered. Except where provided by law, no discussion or action will be taken on an item not appearing on the agenda. The sequence of items in an agenda is generally as follows: • Call to Order • Roll Call • Approval of Minutes • Public Comment on items not on the agenda • Action Items • Reports of BCC Members, Sub-Committees, and Ad Hoc Committees • Brief announcements or Matters of BCC Interest • Adjournment All agendas should include language stating that agenda materials may be provided in alternate formats pursuant to the Americans with Disabilities Act (ADA). PARLIAMENTARY PROCEDURE Parliamentary procedures establish a framework for orderly meetings. They encourage participation, structure discussion and facilitate decision making. They permit expression of minority views while ultimately allowing a majority to fashion an outcome. The following principles are the foundation of effective parliamentary procedures: • Fairness, respect and courtesy should be afforded to everyone. • Do only one thing at a time: one subject at a time and one speaker at a time. • Business must be conducted. The BCC exists to facilitate action, not obstruct it. • All BCC members are equal and have equal voting rights. • The majority decides, but the rights and interest of a minority must be protected. • Silence gives consent, so if you oppose please speak up. • Once settled, a question generally may not be reintroduced. The City Council does not use Robert’s Rules of Parliamentary Procedure, which were created to structure the meetings of very large formal legislative bodies. The Council has adopted a more streamlined set of procedural requirements here starting on page 27. BCC members may also find it helpful to review Rosenberg’s Rules of Order, a simplified set of procedural rules designed for use at the local government level. A tenet of parliamentary procedure is finality. After vigorous discussion, debate, and a vote, there must be some closure to the issue. And so, after a vote is taken, the matter generally is deemed resolved. Exceptions to this general rule include when a proper motion to reconsider is made, or where new developments occur that warrant further work on an issue. Boards, Commissions, and Committees Handbook| City of Palo Alto 22 CODE OF CONDUCT This section is intended to describe a code of conduct for Boards, Commission and Committee members and designed to define the manner in which Council Members and BCC members should treat one another, City staff, constituents, and others they come into contact with in representing the City of Palo Alto. The City Council encourages positive and respectful dialogue. Therefore, members shall refrain from abusive conduct, personal charges, hostile body language, disrespectful language or verbal attacks upon the character of others. It is both encouraged and expected that the chair of each BCC intercedes when the conduct of another member is rude or violates code of conduct. BCC members are important to the City’s decision-making process, act on behalf of the City Council in their volunteer roles and help shape and further community discussions on complex issues and topics. As such, disagreement may arise during public meetings as different perspectives are shared and providing different perspectives to Council is encouraged. A high level of professionalism and civility is expected of all BCC members throughout their tenure. Disagreement and criticism of policy is fine but personal attacks must be avoided. It is important that BCC members treat each other and the public with respect, even through disagreement. Elected and appointed officials are composed of individuals with a wide variety of backgrounds, personalities, values, opinions, and goals. Despite this diversity, all have chosen to serve in public office in order to preserve and protect the present and the future of the community. In all cases, this common goal should be acknowledged even though individuals may "agree to disagree" on contentious issues. Residents, property owners and businesses of City of Palo Alto are entitled to have fair, ethical and accountable local government. Such a government requires that public officials: be independent, impartial and fair in their judgment and actions; use their public office for the public good, not for personal gain, and conduct public deliberations and processes openly, unless legally confidential, in an atmosphere of respect and civility. Elected and Appointed officials shall honor this personal code of conduct from the time of their election or appointment to office. Act in the Public Interest: Recognizing that stewardship of the public interest must be their principal concern, everyone shall work for the common good of the City of Palo Alto and not for any private or personal interest, and they will endeavor to treat all persons, claims and transactions in fair and equitable manner. Comply with the Law: Everyone shall comply with the laws of the nation, the State of California and the City in the performance of their public duties. These laws include but are not limited to: the United States and California constitutions; the City of Palo Alto Charter, Municipal Code, City policies and other governing documents related to conflict of interest, election campaigns, financial disclosures, and employer responsibilities and open processes of government. Conduct of Members: Everyone shall refrain from abusive conduct and verbal attacks upon the character or motives of other members of the City Council, boards, commissions, committees, staff or the public. Boards, Commissions, and Committees Handbook| City of Palo Alto 23 No Tolerance for harassment or Microaggressions: The City of Palo Alto is committed to providing an environment for employees, elected or appointed officials, members of the public, and contractors that promotes dignity and respect and is free from discrimination and harassment. The City prohibits all forms of harassment and discrimination based upon protected classifications as defined below. “Protected Classification” includes race, religion (including religious dress or grooming practice), religious creed, color, sex (includes gender, gender identity, gender expression, transgender, pregnancy, childbirth, medical conditions related to pregnancy or childbirth, breastfeeding or medical conditions related to breastfeeding), sexual orientation (including heterosexuality, homosexuality and bisexuality), ethnicity, national origin, ancestry, citizenship status, military and veteran status, marital status, family relationship, age, medical condition, genetic characteristics and/or genetic information, and physical or mental disability. In addition to prohibiting explicit harassment, the City of Palo Alto strives to provide an inclusive environment. One method to create an inclusive public space is to help people develop awareness of microaggressions and remove them from conversation. Microaggressions are comments or actions that subtly and often unconsciously or unintentionally expresses a prejudiced attitude toward a member of a marginalized group (such as a racial minority). The City will provide training to help members develop awareness of and then eliminate microaggressions. Any employee, applicant, elected/appointed official, contract worker, intern or volunteer, who believes he or she has been harassed or retaliated against are encouraged to promptly report the incident and the individuals involved. BCC members may consult with the Chair, Vice-Chair or staff liaison regarding making a report. Respect for Process: Duties shall be performed in accordance with the processes and rules of order established by the City Council. Conduct of Public Meetings: BCC members shall inform themselves of public issues, listen attentively to public discussions before the body, and focus on the business at hand. Communication: It is the responsibility of BCC members to publicly share substantive information that is relevant to a matter under consideration that they received from sources outside of the public decision-making processes. Disclosure of Corruption: BCC members shall take an oath upon assuming office, pledging to uphold the constitution and laws of the City, the State and the Federal government. As part of this oath, officials commit to disclosing to the appropriate authorities and/or to the City Council any behavior or action that may qualify as corruption, abuse, fraud, bribery or other violations of the law. Conflict of Interest: To ensure public confidence in City decision making, BCC members shall familiarize themselves with and comply with state conflict of interest laws. Gifts and Favors: BCC members shall not take advantage of services or opportunities offered due to their public office and that are not available to the public in general. They shall refrain from accepting gifts, favors or promises of future benefits that might compromise their independence, judgment, or action or give the appearance of being compromised. Confidential Information: BCC members shall respect and preserve the confidentiality of information provided to them concerning the confidential matters of the City. They shall neither disclose confidential information without proper legal authorization nor use such information to advance their financial or private interests. Boards, Commissions, and Committees Handbook| City of Palo Alto 24 Representation of Private Interests: In keeping with their role as stewards of the public trust, BCC members shall not appear on behalf of the private interests of a third-party before the City Council or any board, commission or committee or proceeding the City. Advocacy: To the best of their ability, BCC members shall represent the official policies and positions of the City Council. When presenting their personal opinions or positions, members shall explicitly state that they do not represent the Council or the City. Improper Influence: BCC members shall refrain from using their position to improperly influence the deliberations or decisions of City staff, boards, commission or committees. Policy Role of Members: BCC members shall respect and support the Council-Manager structure of the City of Palo Alto as provided in the City Charter. Positive Work Environment: BCC members shall support the maintenance of a positive and constructive environment for residents, businesses, and City employees. Compliance and Enforcement: BCC members have the primary responsibility to ensure that ethical standards are understood and met and that the public can continue to have full confidence in the integrity of City government. This personal code of conduct shall be considered to be a summary of ethical conduct by Palo Alto Boards, Commissions and Committees. A member can be removed from their BCC position by the City Council if their conduct fails to meet any of these ethical standards. Conduct in Public Meetings The following guidelines provide specific examples of conduct that reinforce the principles identified above: • Use formal titles: Elected and appointed officials should refer to one another formally during public meetings, such as Mayor, Vice Mayor, Chair, Commissioner, Board member or Councilmember followed by the individual’s last name. • Practice civility and decorum in discussions and debate: Difficult questions, tough challenges to a particular point of view, and criticism of ideas and information are legitimate elements of a free democracy in action. This does not allow, however, public officials to make belligerent, personal, impertinent, slanderous, threatening, abusive, or disparaging comments. This includes non-verbal communications including body language or eye rolling. No shouting or physical actions that could be construed as threatening will be tolerated. Lack of civility is grounds for dismissal. • Honor the role of the chair in maintaining order, while respecting each member’s prerogative to intercede on inappropriate conduct: It is the responsibility of the chair to keep the comments of members on track during public meetings. Members should honor efforts by the chair to focus discussion on current agenda items. If there is disagreement about the agenda or the chair’s actions, those objections should be voiced respectfully and with reason, following procedures outlined in parliamentary procedure and the suggestion below. • Avoid personal comments that could offend other members: If a member is personally offended by the remarks of another member, or feels the remarks may be offensive to others, the offended member should communicate their position and seek resolution to the situation raised. The chair will maintain control of this discussion. • Demonstrate effective problem-solving approaches: Members have a public stage to show how individuals with disparate points of view can find common ground and seek a compromise that benefits the community as a whole. Boards, Commissions, and Committees Handbook| City of Palo Alto 25 Outside of official board or commission meetings, individual board and commission members are not authorized to represent the City or their board or commission unless specifically designated by the Council or the board or commission to do so for a particular purpose. Although a board or commission may disagree with the final decision the Council makes, the board or commission shall not act in any manner contrary to the established policy adopted by the Council. The Institute for Local Government offers tools and publications to help further a consistent code of conduct for all Boards, Commissions and Committees. This publication offers tips for civility during public meetings. Some key recommendations include: • Ensure everyone gets a chance to share their viewpoint • Embrace different perspectives • Avoid debates and interruptions • Listen • Be compassionate Conduct with City Staff Governance of a city relies on the cooperative efforts of elected officials who set policy, appointed officials who advise the elected, and City staff who advise, implement and administer the Council’s policies. Therefore, every effort should be made to be cooperative and show mutual respect for the contributions made by each individual for the good of the community. Treat all staff as professionals: Clear, honest communication that respects the abilities, experience, and dignity of each individual is expected. Unprofessional and/or antagonistic behavior towards staff is not acceptable. MEETING MANAGEMENT The City of Palo Alto is committed to conducting efficient, effective, and accessible government operations. The following material outlines techniques that can be used to ensure that BCC meetings are efficiently run and give all residents an equal opportunity to address the issues. Boards, Commissions, and Committees Handbook| City of Palo Alto 26 PROCEEDINGS • It is generally a good idea to turn off cell phones, PDAs or iPads and refrain from texting during meetings unless there is an emergency. • Please be aware that any messages sent or received relating to City business, including those posted on social media, may become a public record and releasable if requested. • Documents used or shared at Board, Commission and Committee meetings are subject to the Public Records Act. • Start the meetings on time. Keep the agenda in mind in order to give each item the appropriate time. • Announce at the start of a meeting if the order of agenda items is to be rearranged for convenience, for response to those attending for only certain items, or for better pacing of the agenda. • Let the Chair run the meeting. • Be fair, impartial, and respectful of the public, staff, and each other. • Give your full attention when others speak. • Encourage public participation in the meeting process. • Come to each meeting with an open mind. • Base decisions on public engagement, committee discussion, and meeting dialogue. • Abstain if you have a conflict of interest or if you believe you may have one and have not yet conferred with the City Attorney. You may also abstain if you feel you cannot be fair or cannot consider the item with the public’s interest foremost in mind. • Learn to trust your own judgment on decisions. • Remember that people may be attending a meeting for the first time and may be unfamiliar with your procedures. In your discussion, either avoid or explain technical terms or verbal shorthand. • Listen to the public’s concerns. Do not engage inside conversations or otherwise be distracted during public testimony. The opportunity for public testimony is central to the strength of democracy and is therefore encouraged. Active listening, however, does not mean engaging the public in debate. Your response is appropriately saved for after the public testimony is closed. • Sometimes questions can most effectively focus discussion and direct decision-making. For Example: What is the history behind this item? What are the benefits and drawbacks? What other alternatives should we consider? ATTENDANCE • The City Council expects that members of BCCs will make every effort to attend all scheduled meetings. • A compilation of attendance will be submitted to the City Council at least annually listing absences for all commissions/committee members. • If you miss more than one-third of the BCC meetings during the calendar year, this will be reported to Council and may result in your removal from the BCC. • Any member who feels that unique circumstances have led to numerous absences can appeal directly to the City Council for a waiver of this policy or to obtain a leave of absence. • While it is expected that members be present at all meetings, the chair and staff liaison should be notified if a member knows in advance that he/she will be absent. • When reviewing commissioners for reappointment, attendance at commission meetings will be given significant consideration. LATE ARRIVAL TO MEETINGS If a member anticipates being late to a meeting, please notify the staff liaison regarding the approximate time of arrival. Staff will alert the Chair. Boards, Commissions, and Committees Handbook| City of Palo Alto 27 ABSENCES Please refer to the BBC attendance requirements in the section above. It is an expectation as part of your BCC service to attend all meetings. If you plan to be absent from a meeting, inform your staff liaison prior to the posting of your committee’s agenda. MINUTES The staff liaison will prepare action minutes (except for the Historic Resources Committee, where the secretary shall do so). Action minutes or summary (sense) minutes are preferred. Verbatim minutes are discouraged. The minutes serve as the permanent official record of the advisory body. The minutes should reflect the members in attendance, members who were absent, a description of each agenda item and the action taken by the advisory body. Titles of motions and resolutions are recorded verbatim. In order to become an official record of activities, minutes must be approved by the BCC. Minutes are normally approved as soon as reasonably possible. Amendments or corrections may be made to the minutes in public meetings, with the approval of the BCC. ADDRESSING THE MEDIA AND THE PUBLIC It is important to recognize that as a BCC member your actions and comments are often interpreted to be that of the entire BCC, the staff, or the City. Statements to the media should generally be avoided. If asked, route questions through the Chair in collaboration with the City’s Chief Communications Officer. When addressing the media, observe the following guidelines: • You must clarify who you represent as the speaker. Are you speaking in your capacity as a BCC Chair or as a private resident? Keep in mind that a member’s comments to the press or other public comments are sometimes misinterpreted even though the BCC Chair states that they are speaking for themselves. • Do not make promises to the public that are binding on the BCC, staff, or the City Council. • Comments to the media or the public should be factual and accurate. Avoid speculation. Boards, Commissions, and Committees Handbook| City of Palo Alto 28 SWEARING IN AND OATH OF OFFICE Before taking office, each BCC member must be sworn in by the City Clerk, by taking the Oath of Office to swear, or affirm, that he or she will support and defend the Constitution of the United States and the Constitution of the State of California against all enemies, foreign and domestic; that he or she will bear true faith and allegiance to the Constitution of the United States and the Constitution of the State of California; that he or she takes this obligation freely, without mental reservation or purpose of evasion; and that he or she will well and faithfully discharge the duties upon which he or she is about to enter. FORM 700 OBLIGATION AND CONFLICT OF INTEREST (GOVERNMENT CODE SECTION 87103 FINANCIAL INTEREST) BCC members must file an annual Form 700 by April 1 of each year. In addition, most filers also must file within 30 days of assuming and leaving office. If you have any questions about your Form 700 duty to file, please contact the City Clerk. Failure to timely file a Form 700 is grounds for dismissal. ETHICS, CONFLICTS OF INTEREST, TRAINING State and local laws have been adopted to ensure that local decision making is free from certain conflicts of interest or the possibility of conflicts of interest. The Council has determined that appointed BCC members should comply with these rules. Beyond the rules, BCC members should conduct themselves to a high ethical standard, ensuring that all their duties are performed in the public interest. BCC members must complete two hours of approved ethics training within one year of appointment, and every two years thereafter. BCC members are responsible for compliance and submitting their certificates of completion to the City Clerk. The training covers both conflicts of interest law and ethics principles. There are a number of options for complying with the training requirement: Self-study materials are available at http://www.ca-ilg.org/ab1234compliance. The materials require that you read two articles on public service ethics laws and principles, take a self-assessment test, and then submit it to the Institute for Local Government with a processing fee for each test. The Institute will review your test(s), provide you the correct answers to the questions and a proof of participation certificate. The Fair Political Practices Commission (FPPC) offers free online training at http://localethics.fppc.ca.gov/login.aspx. This option requires you to log onto the FPPC’s website, review various screens of materials, take periodic tests to assure retention of the information and then print out a certificate. Failure to recuse can be grounds for dismissal. V. CITY POLICIES AND PROCEDURES Boards, Commissions, and Committees Handbook| City of Palo Alto 29 REMOVAL BCC members serve at the pleasure of the Council. Council reserves the right to remove one or more members of a BCC at any time, for any reason. BCC members understand that they are not entitled to any process in the event Council removes them from service. Incumbents seeking a reappointment are required to complete and file an application with the City Clerk by the application deadline. The City Council may remove a member by a majority vote of the City Council without cause, notice or hearing. Boards, Commissions, and Committees Handbook| City of Palo Alto 30 GENERAL OVERVIEW The Ralph M. Brown Act, Government Code section 54950 et seq., sets forth certain legal requirements regarding BCCs based on the public’s right to know how decisions are made. Public agencies, boards, commissions, and committees exist to aid in the conduct of the people’s business. With the exception of ad hoc subcommittees, all City BCC meetings shall be publicly noticed and agendized as required by the Brown Act. The public shall be permitted to attend and participate, according to the rules. These transparency procedures improve promote trust in the public body and foster mutual respect by serving the public’s right to be heard and considered in the decision- making process. The League of California Cities prepared a publication titled Open & Public V: A Guide to the Ralph M. Brown Act which is an informative guide to the Brown Act, including tips, examples and illustrations. View it for free at: http://www.cacities.org/openandpublic. For additional information or to answer questions, BCC members should consult with their staff liaison, and through the staff liaison the City Attorney, as necessary. MEETINGS AND AGENDAS A "meeting" takes place whenever a quorum is present and official business is considered. An agenda for each regularly scheduled meeting must be posted at least 72-hours in advance. Agendas for special meetings require 24 hours’ notice. The agenda should include a brief description of every item to be considered. Except for very brief announcements, if an item is not on the agenda, discussion should be deferred to a future meeting when it can be properly agendized. AVOIDING UNLAWFUL MEETINGS AND “SERIAL” MEETINGS BCC members are permitted to socialize in a non-meeting setting but must refrain from discussing any BCC business. Care should be taken to make sure that if a quorum of a BCC is gathered at a public or private meeting place, no public business is discussed and that the gathering will not be interpreted as a meeting. Any conversation that occurs among a majority of the members of a BCC on business that will come before it or is likely to come before it is improper under the Brown Act no matter the means by which the conversation takes place - in person communications, phone calls, writings, and electronic correspondence. When using email, be cognizant that the Brown Act may be violated if a majority of a BCC engages in communication about City business that is or is likely to come before that BCC. Email correspondence is covered by the Brown Act and BCC members should be careful not to “reply all” to a communication directed to a BCC. In addition, emails and phone call records relating to City business may be searchable and releasable pursuant to Public Records Act requests. VI RALPH M. BROWN ACT Boards, Commissions, and Committees Handbook| City of Palo Alto 31 PUBLIC PARTICIPATION The public has the right to be notified of items on the agenda, to attend meetings of a legislative body, to record the meeting, to speak before or during consideration of an agenda item, and to see the materials of the legislative body. Every agenda must include time for public comment on matters within the jurisdiction of the BCC and not on the agenda. BCC members generally should not engage in discussion of items raised by the public that are not on the agenda. Agenda materials released less than 72 hours prior to the meeting must be made available to the public at a specified location as well as at the BCC meeting. The public must be allowed to speak on every agendized item, before an action or vote is taken by the BCC. Accommodations are available so that persons with disabilities can participate in all aspects of a BCC meeting. Members of the public may make a written request to the staff liaison, including the requestor's name, address, phone number and brief description of the requested materials, preferred alternative format, auxiliary aid or service, or other needed accommodation. Advance notice is kindly requested so that arrangements can be made. Boards, Commissions, and Committees Handbook| City of Palo Alto 32 The City Council thanks you for applying for and accepting a position on one of the City’s Boards, Commissions, or Committees, and for devoting your time to help build a great community in Palo Alto through your civic involvement. Please use this Handbook as a guide as you carry out your duties as a member of a BCC, and please contact the City Clerk or your staff liaison if you need any further information, advice, or assistance. NCLCONCLUSI VI. CONCLUSION Boards, Commissions, and Committees Handbook| City of Palo Alto 33 BCC WORK PLAN GUIDELINES AND PROCESS The City Council will vote on BCC work plans annually. Workplans are due in February and should consist of up to three priorities. The City Council will ask the BCC Chair to present the workplan to the City Council. Workplans should include if there is an intent to use Ad Hoc committees to assist in the BCC work for the year ahead. After the workplan is approved, if there is an additional priority the BCC would like added, the BCC chair would make a prompt request to the Council. To guide the work of developing the BCC annual workplans, a short checklist is provided below: • Review purpose of the BCC • Discuss any City Council priorities for the BCC • Discuss existing and possible projects, priorities and goals • Order from high priority to low priority • Finalize draft work plan for City Council review • Use approved workplan as a guide to focus BCC work throughout the term of the workplan (one or two years) • Present report to the City Council annually and include: • List of priorities, projects and goals • Status updates • If items are not complete, include why and any other additional details to share with the Council EXHIBIT A BCC WORKPLAN TEMPLATE BCC NAME BCC Purpose: Approved Projects, Priorities, and Goals Name of Project, Priority or Goal Benefit, if Completed Mandate by State or Local law and approved by City Council? Y/N Policy Update as Directed by the City Council Y/N Timeline for Completion Resources needed, i.e. staff support, sub committee established, etc. Measure of Success Prioritize projects, priorities and goals Name of Project, Priority or Goal Priority 1: Urgent (within six months) Priority 2: High (within the year) Priority 3: Medium (within 2 years) Priority 4: Low (beyond 2 years) City of Palo Alto I 250 Hamilton Avenue, Palo Alto, CA., 94301 I www.cityofpaloalto.org Dear Community Member, On behalf of my City Council colleagues, the City Council thanks you for your interest in serving on a board, commission or committee for the City of Palo Alto. Please read this letter, review the handbook for board and commission members, and look through the attached application before you begin the process of applying to serve. Expectations for board members and commissioners The City of Palo Alto is fortunate to have many dedicated community members with expertise in a variety of areas to advise the Council on decisions. Our boards, commissions and committees serve a vital function for the City as they spend time reviewing detailed proposals with staff and hearing from the public about their interests and concerns. Thus, it is important that all board, commission and committee members are able to dedicate sufficient time to their work and that they prioritize preparing for and attending the meetings. Please check the regular meeting times and schedules of the board, commission, or committee that you are interested in serving on to ensure that you can meet these expectations. The City Council also expects board, commissioner, and committee members to adhere to the highest standards of conduct and to be familiar with the policies and procedures we use to conduct the public’s business. Please note that, as an appointed official, you will need to periodically file a Form 700, which requires you to publicly share financial information. Application process Completed applications will first be provided to the City Council as an agenda item to decide which candidates will be interviewed. Then, if you are selected for an interview, it will be for ten minutes at a special public meeting with the Council (except for the Planning and Transportation Commission, whose interviews are fifteen minutes). At a subsequent City Council meeting, the City Council will vote to appoint new board members and commissioners. You will need to receive four votes in order to be appointed and sometimes multiple rounds of voting are required to achieve that level of support. Please keep in mind that successful applicants usually demonstrate a solid understanding of the board, commission or committee to which they are applying. This can be in the form of attending meetings and reviewing transcripts, speaking with current or former commissioners to learn more about the role, and/or reading the documents that are most important to each board, commission or committee. Again, thank you for your interest in serving. If you have any questions about the application process, please contact the City Clerk, Beth Minor at Beth.Minor@CityofPaloAlto.org. Mayor Application to Serve on the Planning and Transportation Commission Palo Alto welcomes volunteers and we appreciate that you are taking the time to apply. Completion of this application provides valuable information to the City Council. Please complete the application to the best of your abilities. If you have any questions or concerns, please contact the City Clerk’s Office. The Planning and Transportation Commission is responsible for: • Preparing and making recommendations to the City Council on the City's Comprehensive Plan regarding development, public facilities and transportation in Palo Alto; • Considering and making recommendations to the City Council on zoning map and zoning ordinance changes; • Reviewing and making recommendations to the City Council on subdivisions, on appeals on variances and use permits; • Considering other policies and programs affecting development and land use in Palo Alto for final City Council action; • Reviewing and making recommendations on individual projects such as Planned Community Zones, Open Space development, and those other projects as are directed by the zoning code, staff and City Council. Please see Palo Alto Municipal Code Sections 2.16 and 2.20, and 19.04 for more detailed information. The Planning and Transportation Commission is composed of seven Members who are not Council Members, officers, or employees of the City, and who are residents of the City of Palo Alto. Terms of Commissioners will be for four years. The Planning and Transportation Commission typically meets on the second and last Wednesdays of each month at 6:00 pm. In addition to regular meetings, Commissioners may be asked to participate on at least one sub-committee which could hold additional meetings. To receive email notifications of vacancies, contact the City Clerk's Office at 650-329-2571. Planning and Transportation Commission Application 2 of 7 THIS PAGE INTENTIONALLY LEFT BLANK FOR DUPLEX PRINTING Planning and Transportation Commission Application 3 of 7 Planning & Transportation Commission Personal Information – Note: The PTC regularly meets the second and last Wednesdays of the month at 6:00 p.m. Name: Address: Cell Phone: ____ Home / ____ Office Phone: E-mail: Are you a Palo Alto Resident? ____ Yes ____ No Do you have any relatives or members of your household who are employed by the City of Palo Alto, who are currently serving on the City Council, or who are Commissioners or Board Members? ____ Yes ____ No Are you available and committed to complete the term applied for? ____ Yes ____ No California state law and the City’s Conflict of Interest Code require appointed board and commission members to file a detailed disclosure of their financial interests, Fair Political Practices Commission, Conflict of Interest, Form 700. Do you or your spouse have an investment in, or do you or your spouse serve as an officer or director of, a company doing business in Palo Alto which you believe is likely to; 1) engage in business with the City, 2) provide products or services for City projects, or 3) be affected by decisions of the board or commission you are applying for? ____ Yes ____ No Excluding your principal residence, do you or your spouse own real property in Palo Alto? ____ Yes ____ No How did you learn about this vacancy? ____ Community Group ____ Email from City Clerk ____ Palo Alto Weekly ____ Daily Post ____ City Website ____ Flyer Other: List relevant education, training, experience, certificates of training, licenses, or professional registration: (621 characters) Planning and Transportation Commission Application 4 of 7 Employment Present or Last Employer: Occupation: Describe your involvement in community activities, volunteering or with civic organizations: (1311 characters) 1. What is it about the Planning and Transportation Commission that is compatible with your experience and of specific interest to you, and why? (1449 characters) Planning and Transportation Commission Application 5 of 7 2. Please describe an issue that recently came before the Commission that is of particular interest to you and describe why you are interested in it. If you have never been to a Commission meeting you can view an archived video from the Midpen Media Center (here: https://midpenmedia.org/category/government/city-of-palo- alto/) : (1518 characters) 3. If appointed, what specific goals would you like to see the Planning and Transportation Commission achieve, and why? How would you suggest accomplishing this? (1587 characters) Planning and Transportation Commission Application 6 of 7 4. Planning and Transportation Commission Members work with the documents listed below. If you have experience with any of these documents, please describe that experience. Experience with these documents is not required for selection. (1380 characters) Palo Alto Comprehensive Plan Zoning Code City Charter California Environmental Quality Act El Camino Real Design Guidelines El Camino Real Master Plan Study Area Plans such as the South of Forest Avenue (SOFA) I and II Plans Baylands Master Plan Planning and Transportation Commission Application 7 of 7 Consent to Publish Personal Information on the City of Palo Alto Website California Government Code Section 6254.21 states, in part, “No state or local agency shall post the home address or telephone number of any elected or appointed official on the Internet without first obtaining the written permission of that individual.” This consent form will not be redacted and will be attached to the Application and posted to the City’s website. The full code can be read here: Read the code, and check only ONE option below: _ I give permission for the City of Palo Alto to post to the City’s website the attached Board and Commission Application intact. I have read and understand my rights under Government Code Section 6254.21. I may revoke this permission at any time by providing written notice to the Palo Alto City Clerk. OR I request that the City of Palo Alto redact my home address, phone numbers, and email address from the attached Board and Commission Application prior to posting to the City’s website. I am providing the following alternate information and request that they use the following contact information instead. Address: Cell Phone: ____ Home / ____ Office Phone: ___________________________________________________ E-mail: ____________________________________________ Signature: Date: (Optional) Additional Attachment(s) If you would like to submit a resume, work sample, etc. along with your Application, Check this box and click “Attach” to upload your document(s). City of Palo Alto (ID # 11640) City Council Staff Report Report Type: Informational Report Meeting Date: 10/19/2020 City of Palo Alto Page 1 Summary Title: Sales Tax Digest Summary 2020 Q2 (Calendar) Title: City of Palo Alto Sales Tax Digest Summary for the Second (Calendar) Quarter of 2020 (April-June) From: City Manager Lead Department: Administrative Services Information The City received $6.1 million for the second quarter (April to June 2020) sales, which is $3 million (32.5 percent) lower than the same quarter in 2019. The percent change in cash receipts was -7.0% statewide, -6.7% in Northern California and -7.2% in Southern California for the calendar quarter ending in second quarter 2020. For fiscal year 2020 or four quarters, sales tax cash receipts for the City were -17.2% from the prior fiscal year. Due to COVID-19 the state offered small businesses a 90-day extension to pay their second quarter 2020 taxes, and some businesses had partial or no payment for the second quarter. Decreases related to the state 90-day extension program therefore contributed to the 32.5% decrease for the quarter. As a result of the extension program, some payments for second quarter economic activity will be paid in the third quarter. The following files, compiled by the City’s sales tax consultant, MuniServices/Avenu, are attached for this informational report for which no action is required. Questions about the information provided for the first (calendar) quarter (Q1) Sales Tax Digest (CMR ID # 11504) were brought to the attention of Staff. Below are the questions and responses to better assist in the review of these reports and the data articulated within them. 1. Why do the numbers look off on the economic category analysis on page 1 for Q1 showing % of total/% change for Q1 2020 v. the prior year quarter? The data for Q1 shows greater variability than normal due to the state programs that allowed late payment. This chart shows a benchmark year, which means that it shows a full year of Q2 2019 through Q1 2020 which is then compared to Q2 2018 through Q1 2019 (benchmark years are rolling annual comparisons through the current quarter). 2. Why for each category on the economic category analysis on page 1, and particularly for construction, is the decrease in Palo Alto is greater than the statewide decrease? The decrease is different between the state and Palo Alto because the sales tax from businesses in Palo Alto were more impacted than those statewide. The dramatic decline for construction is because it is a very small sales tax producing category for Palo Alto (less than 1% of brick and City of Palo Alto Page 2 mortar sales tax) and it is thus more subject to large variations because there are a smaller number of businesses and thus, anomalies are more common. 3. Why is Palo Alto shown to have totals with a smaller decrease compared to statewide in the economic category analysis on page 1? Palo Alto had a smaller decrease than statewide because it had a large gain in the B2B category (+24% for a category that is 26% of the overall sales tax) which offset some of the declines in other categories and made it ultimately have a smaller decrease overall than statewide. 4. The economic category data on page 5 is presented in a different format with different numbers. The report says these two tables on page 5 and 1 cover the same period and the numbers are not consistent. Construction is down 77.6% from 2019 to 2020, but on p. 1 for the same period, construction is down 44.6%. General retail on page 5, down 38.4% but on page 1 only down 17.6%. Unlike the first chart which showed a ‘benchmark year’ through Q1 2020, this chart shows a comparison of one quarter only - Q1 2020 to Q1 2019. Declines are more dramatic for the quarter because it was the one with the primary decline versus the full year. 5. Page 1 notes the table excludes net pools and adjustments. Does page 5 use the same method? The chart on page 5 also excludes county pools and adjustments. 6. What do the net pools and adjustments include and what might be the significance? The county pool is largely internet sales tax and other types of use tax which are not ‘brick and mortar’ local businesses - the county pool revenue amounts are generated through a formula based upon the city’s sales tax receipts for the quarter as a percentage of the counties total sales tax receipts for all jurisdictions within the county. This is then applied to all of the outside of jurisdiction tax received for the entire county. Adjustments are cash adjustments for things like late payments, audit adjustments, etc. Attachments: • Attachment A: Avenu Q2 Sales Tax Digest Summary • Attachment B: Economic Categories and Segments • Attachment C: COVID Update City of Palo Alto Sales Tax Digest Summary Collections through September 2020 Sales through June 2020 (2020Q2) www.avenuinsights.com (800) 800-8181 Page 1 % of Total / % Change PALO ALTO California Statewide S.F. Bay Area Sacramento Valley Central Valley South Coast Inland Empire North Coast Central Coast General Retail 28.6 / -17.7 29.7 / -7.8 29.7 / -4.9 30.2 / -0.1 30.7 / -2.4 28.9 / -12.5 31.3 / -2.6 32.5 / -2.2 27.5 / -15.8 Food Products 16.0 / -18.1 24.4 / -13.3 25.9 / -16 20.1 / -7.5 18.8 / -5.0 26.4 / -15.0 20.4 / -7.2 19.0 / -3.3 35.6 / -14.3 Transportation 20.0 / -29.6 28.1 / -11.5 25.7 / -17.8 33 / -6.2 28.2 / -6.9 27.7 / -11.8 31 / -7.1 30.4 / -0.3 25.3 / -9.6 Business to Business 33.4 / 11.8 9.4 / -7.2 9.8 / -11.1 7.5 / -10.4 12.5 / 25.0 9.1 / -11.4 8.5 / -5.1 4.9 / -14.2 4.0 / -1.8 Misc/Other 2.0 / -40.2 8.5 / -8.0 8.9 / -9.2 9.1 / -5.9 9.8 / -3.8 7.8 / -10.7 8.7 / -1.2 13.2 / 2.1 7.6 / -7.2 Total 100.0 / -13.7 100.0 / -10.2 100.0 / -12.4 100.0 / -5.0 100.0 / -1.7 100.0 / -12.8 100.0 / -5.1 100.0 / -2.0 100.0 / -12.6 City of Palo Alto California Statewide S.F. Bay Area Sacramento Valley Central Valley South Coast Inland Empire North Coast Central Coast Largest Segment Auto Sales - New Restaurants Restaurants Auto Sales - New Department Stores Restaurants Restaurants Department Stores Restaurants % of Total / % Change 16.6 / -32.0 18.0 / -16.8 19.0 / -20.5 14.9 / -5.0 14.7 / 1.5 20.1 / -17.8 14.0 / -10.3 14.3 / -0.1 25.5 / -18.3 2nd Largest Segment Restaurants Auto Sales - New Auto Sales - New Department Stores Restaurants Auto Sales - New Auto Sales - New Auto Sales - New Auto Sales - New % of Total / % Change 14.0 / -19.0 13.7 / -10.1 14.1 / -19.0 14.3 / 11.9 12.8 / -7.8 13.9 / -9.1 12.7 / -3.4 14.1 / 7.8 14.0 / -2.9 3rd Largest Segment Leasing Department Stores Miscellaneous Retail Restaurants Auto Sales - New Department Stores Department Stores Restaurants Miscellaneous Retail % of Total / % Change 13.5 / 48.3 10.8 / -2.2 10.5 / 17.4 14.0 / -10.9 12.4 / -3.3 10.1 / -5.5 12.5 / 4.1 11.1 / -9.9 9.8 / -18.7 *** Not specified to maintain confidentiality of tax information CITY OF PALO ALTO BENCHMARK YEAR 2020Q2 COMPARED TO BENCHMARK YEAR 2019Q2 ECONOMIC CATEGORY ANALYSIS FOR YEAR ENDED 2nd Quarter 2020 ECONOMIC SEGMENT ANALYSIS FOR YEAR ENDED 2nd Quarter 2020 California Overview The percent change in cash receipts was -7.0% statewide, -6.7% in Northern California and -7.2% in Southern California for the quarter ending in 2nd Quarter 2020. The period’s, cash receipts include tax from business activity during the period, payments for prior periods and other cash adjustments. When we adjust for non-period related payments, we determine the overall business activity decreased for by -10.2% statewide, -11.1% in Southern California and -8.8% in Northern California for the year ending in 2nd Quarter 2020. City of Palo Alto For the year ended 2nd Quarter 2020, sales tax cash receipts for the City were -17.2% from the prior year. On a quarterly basis, sales tax revenues were -32.5% from 2nd Quarter 2019 to 2nd Quarter 2020. The period’s cash receipts include tax from business activity during the period, payments for prior periods and other cash adjustments. Note: It is important to recognize that the state offered small businesses a 90 day extension to pay their 2nd Quarter 2020 taxes (to alleviate some of the short-term economic difficulties of the pandemic), and some businesses had partial or no payment for the 2nd Quarter. Thus, the 32.5% decrease for the quarter includes decreases related to the state 90-day extension program and actual 2nd Quarter economic activity did not decline to this extent. As a result of the extension program, some payments for 2nd quarter economic activity will be paid in the 3rd Quarter. Regional Overview This chart shows a benchmark year which means that it shows a full year of calendar third quarter (Q3) 2019 through Q2 2020 which is then compared to Q3 2018 through Q2 2019 (benchmark years are rolling annual comparisons through the current quarter). Attachment A City of Palo Alto www.avenuinsights.com (800)800-8181 Page 2 $- $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 Quarterly Benchmark Year Regional Overview (Cont.) The decrease is different between the state and Palo Alto because the sales tax from businesses in Palo Alto were more impacted than those statewide. The dramatic decline for construction is because it is a very small sales tax producing category for Palo Alto (less than 1% of brick and mortar sales tax) and it is thus more subject to large variations because there are a smaller number of businesses and thus, anomalies are more common. This chart and the ones on pages five and six also exclude county pools and adjustments. The county pool is largely internet sales tax and other types of use tax which are not ‘brick and mortar’ local businesses – the county pool revenue amounts are generated through a formula based upon the city’s sales tax receipts for the quarter as a percentage of the counties total sales tax receipts for all jurisdictions within the county. This is then applied to all the outside of jurisdiction tax received for the entire county. Adjustments are cash adjustments for things like late payments, audit adjustments, etc. Gross Historical Sales Tax Performance by Benchmark Year and Quarter (Before Adjustments) Attachment A City of Palo Alto www.avenuinsights.com (800)800-8181 Page 3 Anderson Honda Lucile Packard Children's Hospital Space Systems Loral Apple Stores Macy's Department Store Stanford Pharmacy Audi Palo Alto Magnussen's Toyota Tesla Bon Appetit Management Co.Neiman Marcus Tesla Lease & Trust Hermes Nordstrom Department Store Tiffany & Company Houzz Shop Richemont Urban Outfitters HP Enterprise Services Shell Service Stations Varian Medical Systems Integrated Archive Systems Shreve & Co.Volvo Cars Palo Alto Louis Vuitton Auto Sales -New 16.6% Restaurants 14.0% Leasing 13.5% Office Equipment 12.1% Furniture/Appliance 5.7% Department Stores 5.0% All Other 33.1% Net Pools & Adjustments 19.8% Net Cash Receipts for Benchmark Year 2nd Quarter 2020: $29,922,852 *Benchmark year (BMY) is the sum of the current and 3 previous quarters (2020Q2 BMY is sum of 2020 Q2, 2020 Q1, 2019 Q4, 2019 Q3) TOP 25 SALES/USE TAX CONTRIBUTORS The following list identifies Palo Alto’s Top 25 Sales/Use Tax contributors. The list is in alphabetical order and represents the year ended 2nd Quarter 2020. The Top 25 Sales/Use Tax contributors generate 59.0% of Palo Alto’s total sales and use tax revenue. Attachment A City of Palo Alto www.avenuinsights.com (800) 800-8181 Page 4 $- $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 Benchmark Year 2020Q2 Benchmark Year 2019Q2 Sales Tax from Largest Non-Confidential Economic Segments Attachment A City of Palo Alto www.avenuinsights.com (800)800-8181 Page 5 Cash Category % 2020Q2 2020Q1 2019Q4 2019Q3 2019Q2 2019Q1 2018Q4 2018Q3 2018Q2 2018Q1 2017Q4 General Retail 12.5% 765,625 1,211,917 2,636,327 2,388,272 2,079,939 2,207,765 2,549,003 2,055,636 2,294,429 1,549,793 2,488,141 Business To Business 31.7% 1,939,756 1,988,886 2,413,918 2,022,822 2,038,296 1,514,570 1,894,103 2,323,706 2,137,030 1,636,738 1,066,079 Misc/Other 1.8% 113,011 -118,743 46,154 31,625 354,786 150,963 455,247 166,341 169,316 345,559 367,958 Food Products 10.8% 664,311 664,464 1,237,071 1,219,147 1,317,890 1,186,110 1,297,632 1,233,668 1,166,362 1,107,654 1,214,749 Transportation 16.4% 1,001,301 954,378 1,654,426 1,367,877 1,597,928 1,265,452 2,217,713 2,071,973 1,185,150 1,177,650 1,436,115 Net Pools & Adjustments 26.8% 1,640,141 223,252 2,004,397 1,619,094 1,688,276 1,208,826 1,820,850 2,139,510 1,191,568 -183,952 1,136,075 Total 100.0% 6,124,145 4,924,153 9,992,293 8,648,838 9,077,115 7,533,685 10,234,548 9,990,833 8,143,857 5,633,442 7,709,117 Cash Segments % 2020Q2 2020Q1 2019Q4 2019Q3 2019Q2 2019Q1 2018Q4 2018Q3 2018Q2 2018Q1 2017Q4 Miscellaneous/Other 40.3% 2,467,685 2,259,531 3,433,074 3,185,862 3,002,014 2,281,435 3,001,222 3,159,559 2,820,373 2,568,829 2,124,317 Auto Sales - New 14.2% 869,982 777,399 1,389,232 1,109,111 1,349,991 1,035,150 1,947,788 1,764,288 1,013,460 953,775 1,212,077 Restaurants 9.5% 584,564 550,809 1,097,076 1,095,771 1,182,947 1,055,921 1,131,697 1,102,007 1,035,097 990,471 1,056,032 Apparel Stores 1.6% 98,794 245,922 571,143 434,481 488,810 443,141 683,545 437,258 444,520 360,406 541,149 Department Stores 0.5% 29,842 245,948 555,533 430,761 453,660 419,109 599,797 476,002 756,447 143,999 670,125 Miscellaneous Retail 3.7% 229,455 249,633 491,098 408,770 466,626 586,221 522,717 431,560 424,927 427,200 517,004 Business Services 1.0% 60,529 151,872 164,431 90,629 168,221 245,197 211,243 159,075 208,381 127,465 172,791 Service Stations 1.4% 83,088 123,284 178,061 179,237 173,369 161,746 194,561 227,544 130,836 153,096 153,054 Food Markets 1.0% 60,064 96,504 108,248 95,122 103,203 96,939 121,128 94,032 118,248 92,152 126,494 Net Pools & Adjustments 26.8% 1,640,141 223,252 2,004,397 1,619,094 1,876,055 1,214,253 1,820,850 2,139,510 1,191,568 -183,952 1,136,075 Total 100.0% 6,124,145 4,924,153 9,992,293 8,648,838 9,264,895 7,539,112 10,234,548 9,990,833 8,143,857 5,633,442 7,709,117 Historical Analysis by Calendar Quarter *Net Pools & Adjustments reconcile economic performance to periods’ net cash receipts. The historical amounts by calendar quarter: (1) include any prior period adjustments and payments in the appropriate category/segment and (2) exclude businesses no longer active in the current period. Attachment A City of Palo Alto www.avenuinsights.com (800)800-8181 Page 6 Ge n e r a l R e t a i l Fo o d P r o d u c t s Tr a n s p o r t a t i o n Bu s i n e s s t o B u s i n e s s Mi s c / O t h e r 20 2 0 / 2 T o t a l 20 1 9 / 2 T o t a l % C h g La r g e s t G a i n Se c o n d L a r g e s t Ga i n La r g e s t D e c l i n e Se c o n d L a r g e s t De c l i n e Campbell -48.3% -44.1% -51.4% -39.8% -11.2%1,550,841 2,601,542 -40.4% Liquor Stores Biotechnology Restaurants Service Stations Cupertino -48.4% -46.0% -68.8% 79.5% -52.9%8,997,686 6,047,925 48.8% Office Equipment Recreation Products Restaurants I.T. Infrastructure Gilroy -44.6% -21.3% -40.6% -23.1% 15.8%2,742,769 4,106,423 -33.2% Miscellaneous Other Misc. Vehicle Sales Auto Sales - New Apparel Stores Los Altos -39.7% -29.2% -60.8% 1.7% -49.7%421,123 641,247 -34.3% Business Services Green Energy Restaurants Service Stations Los Gatos -52.0% -28.7% -35.1% -43.8% 1.4%1,086,250 1,641,740 -33.8% Recreation Products Bldg.Matls-Retail Restaurants Miscellaneous Retail Milpitas -66.4% -42.9% -41.1% -4.5% -31.4%3,819,901 5,846,021 -34.7% Electronic Equipment Office Equipment Apparel Stores Restaurants Morgan Hill -19.4% -29.2% -33.0% 43.5% -6.5%1,754,326 2,151,904 -18.5% Heavy Industry Energy Sales Service Stations Restaurants Mountain View -64.2% -23.4% -49.9% -50.0% -30.3%3,042,403 5,762,234 -47.2% Heavy Industry Liquor Stores Miscellaneous Retail Business Services Palo Alto -61.0% -49.3% -46.8% -1.2% -44.3%4,348,437 6,988,130 -37.8% Leasing Drug Stores Auto Sales - New Restaurants San Jose -44.4% -30.4% -39.2% -17.9% -15.9%28,685,660 41,742,882 -31.3% I.T. Infrastructure Liquor Stores Restaurants Service Stations Santa Clara -46.5% -47.0% -41.5% -8.2% -22.9%8,983,006 12,032,946 -25.3% Office Equipment Biotechnology Restaurants Auto Sales - New County of Santa Clara -58.0% -32.0% -10.7% 2.6% -42.5%785,135 1,177,389 -33.3% Leasing Misc. Vehicle Sales Miscellaneous Retail Health & Government Saratoga -40.4% -30.4% -34.0% -47.1% 26.3%164,500 239,356 -31.3% Bldg.Matls-Retail Food Markets Restaurants Miscellaneous Retail Sunnyvale -37.7% -31.2% -46.8% -7.6% -23.6%4,298,655 6,017,436 -28.6% Light Industry Electronic Equipment Auto Sales - New Restaurants Quarterly Analysis by Economic Category, Total and Segments: Change from 2019Q2 to 2020Q2 Unlike the chart on page 1 which showed a ‘benchmark year’ through Q2 2020, the chart above shows a comparison of one quarter only – Q2 2020 to Q2 2019. Declines are more dramatic for the quarter because it was the one with the primary decline versus the full year. Again, this chart also excludes county pools and adjustments. Attachment A Economic Categories and Segments Economic Category Economic Segment Description Business to Business ‐ sales of tangible personal property from one business to another business and the buyer is the end user. Also includes use tax on certain purchases and consumables. Business Services Advertising, banking services, copying, printing and mailing services Chemical Products Manufacturers and wholesalers of drugs, chemicals, etc. Electronic Equipment Manufacturers of televisions, sound systems, sophisticated electronics, etc. Energy Sales Bulk fuel sales and fuel distributors and refiners Heavy Industry Heavy machinery and equipment, including heavy vehicles, and manufacturers and wholesalers of textiles and furniture and furnishings Leasing Equipment leasing Light Industry Includes, but is not limited to, light machinery and automobile, truck, and trailer rentals Office Equipment Businesses that sell computers, and office equipment and furniture, and businesses that process motion pictures and film development Construction Building Materials – Retail Building materials, hardware, and paint and wallpaper stores Building Materials ‐ Wholesale Includes, but is not limited to, sheet metal, iron works, sand and gravel, farm equipment, plumbing materials, and electrical wiring Food Products Food Markets Supermarkets, grocery stores, convenience stores, bakeries, delicatessens, health food stores Food Processing Equipment Processing and equipment used in mass food production and packaging Liquor stores Stores that sell alcoholic beverages Restaurants Restaurants, including fast food and those in hotels, and night clubs Attachment B Economic Categories and Segments Economic Category Economic Segment Description General Retail – all consumer focused sales, typically brick and mortar stores Apparel Stores Men’s, women’s, and family clothing and shoe stores Department Stores Department, general, and variety stores Drug Stores Stores where medicines and miscellaneous articles are sold Florist/Nursery Stores where flowers and plants are sold Furniture/Appliance Stores where new and used furniture, appliances, and electronic equipment are sold Miscellaneous Retail Includes, but is not limited to, stores that sell cigars, jewelry, beauty supplies, cell phones, and books; newsstands, photography studios; personal service businesses such as salons and cleaners; and vending machines Recreation Products Camera, music, and sporting goods stores Miscellaneous/Other Miscellaneous/Other Includes but not limited to health services, government, nonprofit organizations, non‐ store retailers, businesses with less than $20,000 in annual gross sales, auctioneer sales, and mortuary services and sales Transportation Auto Parts/Repair Auto parts stores, vehicle and parts manufacturing facilities, and vehicle repair shops Auto Sales ‐ New New car dealerships Auto Sales ‐ Used Used car dealerships Miscellaneous Vehicle Sales Sale and manufacture of airplanes and supplies, boats, motorcycles, all‐terrain vehicles, trailers and supplies Service stations Gas stations, not including airport jet fuel Attachment B 1264 Hawks Flight Court #270, El Dorado Hills CA 95762 | 559-288-7296 | www.avenuinsights.com Client Update #3: Early August 2020 General Outlook First and Second Quarter GDP: As discussed in our previous COVID Update (#2, Late July), unemployment and consumer confidence remain significant factors affecting revenue flow to California cities, particularly sales tax. Real gross domestic product (GDP) decreased at an annual rate of 32.9 percent in the second quarter of 2020 according to the "advance" estimate released by the Bureau of Economic Analysis. This is the biggest drop in history. The decrease in real GDP reflected decreases in personal consumption expenditures (PCE), exports, private inventory investment, nonresidential fixed investment, residential fixed investment, and state and local government spending. These decreases were partly offset by an increase in federal government spending. Imports, which are a subtraction in the calculation of GDP, decreased. The decrease in PCE reflected decreases in services (led by health care) and goods (led by clothing and footwear). The decrease in exports primarily reflected a decrease in goods (led by capital goods). The decrease in private inventory investment primarily reflected a decrease in retail (led by motor vehicle dealers which is included with retail in these statistics). The decrease in nonresidential fixed investment primarily reflected a decrease in equipment (led by transportation equipment), while the decrease in residential investment primarily reflected a decrease in new single-family housing starts. California COVID-19 Update Attachment C 1264 Hawks Flight Court #270, El Dorado Hills CA 95762 | 559-288-7296 | www.avenuinsights.com There was a substantial increase in other major indicators for the second quarter. Second quarter indicators include: • Current-dollar personal income increased $1.39 trillion in the second quarter, compared with an increase of $193.4 billion in the first quarter. The increase in personal income was more than accounted for by an increase in personal current transfer receipts (notably, government social benefits) that was partly offset by declines in compensation and proprietors' income. • Disposable personal income increased 42.1 percent, in the second quarter, compared with an increase of 3.9 percent, in the first quarter. • Real disposable personal income increased 44.9 percent, compared with an increase of 2.6 percent in the first quarter. • Personal saving was $4.69 trillion in the second quarter, compared with $1.59 trillion in the first quarter. The “personal saving rate”—personal saving as a percentage of disposable personal income— was 25.7 percent in the second quarter, compared with 9.5 percent in the first quarter. Unemployment: California’s unemployment rate improved to 14.9 percent in June as the state’s employers added a record 558,200 jobs, according to data released by the California Employment Development Department (EDD) from two surveys. This comes after the previous record gain of 134,200 jobs in May and record losses in the months preceding that. In May and June, California regained more than a quarter (26.4 percent) of the 2,625,500 nonfarm jobs lost during March and April as a direct result of the COVID-19 pandemic. As a result of the COVID-19 pandemic, California has experienced an unprecedented rise in unemployment since the beginning of March. Through March and April, the key measure that captured the impact of the virus on the state’s workers was the number of new unemployment claims being filed each week. Going forward, this number will still be important as a gauge of whether a second wave of business closures and layoffs is emerging. Equally important to track going forward, however, will be the level of continued claims—the total number of people receiving unemployment benefits in each week. Number of New Weekly Claims Remains High. California processed 249,007 claims for regular unemployment insurance between July 19 and July 25. The number of claims processed in the past week remains high but fell slightly from levels seen during the past six weeks. During that time, weekly claims held steady around 280,000. Weekly claims since mid-March have remained well above the record high prior to the COVID-19 outbreak of 115,462 in January 2010. Attachment C 1264 Hawks Flight Court #270, El Dorado Hills CA 95762 | 559-288-7296 | www.avenuinsights.com Continued Claims Hold Steady Near Their COVID-19 Peak. As of July 25, California had about 3.4 million employees receiving traditional unemployment benefits. For the past several weeks, continued traditional unemployment claims have remained steady near their peak COVID-19 level. Self-Employment Claims Jump by More Than 100,000. Between July 19 and July 25, California had 1.1 million self-employed workers receiving unemployment benefits under Pandemic Unemployment Assistance—a new program created to expand eligibility for unemployment insurance to self- employed workers. The number of self-employed workers receiving benefits jumped by more than 100,000 from the prior week. While the number of traditional unemployment claims has remained steady over the past month or so, the number of self-employed workers receiving these federally funded benefits has increased by more than 50 percent. (The graph shows both traditional and self-employment claims. The most accurate comparison is between the Great Recession and COVID-19 traditional claims, as self-employed unemployment benefits were not available during the Great Recession.) Bottom line? Unemployment is not getting much better and may increase in the coming months as businesses struggle to remain viable during the pandemic. Taking all factors together, it appears that the brief uptick in consumer confidence was short lived although online sales should remain strong. An economic recovery remains tenuous and will depend on further federal stimulus, vaccine development, and overall infection and hospitalization rates. “California’s economy remains severely depressed,” the Legislative Analyst’s Office wrote in an economic update last week. “The state has a long way to go to return to its pre-pandemic economy. On top of that, the recovery appears to be extremely fragile and could reverse quickly with the recent increase in COVID-19 cases.” Consumer Confidence The monthly Consumer Confidence Survey®, based on a probability-design random sample, is conducted for The Conference Board by Nielsen, a leading global provider of information and analytics around what consumers buy and watch. The cutoff date for the preliminary results was July 17. “Consumer Confidence declined in July following a large gain in June,” said Lynn Franco, Senior Director of Economic Indicators at The Conference Board. “The Present Situation Index improved, but the Expectations Index retreated. Large declines were experienced in Michigan, Florida, Texas and California, no doubt a result of the resurgence of COVID-19. Looking ahead, consumers have grown less optimistic about the short-term outlook for the economy and labor market and remain subdued about their financial prospects. Such uncertainty about the short-term future does not bode well for the recovery, nor for consumer spending.” Attachment C 1264 Hawks Flight Court #270, El Dorado Hills CA 95762 | 559-288-7296 | www.avenuinsights.com Consumers were less optimistic about the short-term outlook. The percentage of consumers expecting business conditions will improve over the next six months declined from 42.4 percent to 31.6 percent, while those expecting business conditions will worsen increased from 15.2 percent to 19.3 percent. Consumers’ outlook for the labor market was also less favorable. The proportion expecting more jobs in the months ahead declined from 38.4 percent to 30.6 percent, while those anticipating fewer jobs in the months ahead increased from 14.4 percent to 20.3 percent. Regarding their short-term income prospects, the percentage of consumers expecting an increase was relatively unchanged at 15.1 percent, while the proportion expecting a decrease rose from 14.1 percent to 15.0 percent. Specific Taxes Sales Tax While California may set itself apart with technology related businesses, its recession experience mirrors the country’s in one key area: sales tax receipts. The economic crisis — driven by rising COVID-19 cases, stay-at- home orders and business closures, has resulted in a 21% nationwide decline in sales tax revenues in May as compared to 2019 (according to the Urban-Brookings Tax Policy Center). In California, that number is 20.1% (according to CA Department of Finance data). Still, that’s an improvement on May predictions, which forecast a 28.8% decline. One major factor is Internet sales: A jump in online purchases likely mitigated some of the state’s overall decline in sales tax revenues. In the first quarter of 2020, tax from online sales increased by nearly 36% compared to 2019, according to the California Department of Tax and Fee Administration. The surge followed a recently enacted state law, the Marketplace Facilitator Act, requiring online retailers like Amazon to collect California sales tax on behalf of smaller companies that sell products on their platforms. Amazon in 2018, reported to the SEC that 58 percent of sales on the website were by made so-called third-party retailers. Previously, some of those so-called third- party retailers did not collect tax on sales to California residents. Those sales now are taxed. Data from the tax department also shows increased spending at grocery stores, home improvement stores and big box retailers, reflecting Californians’ spending priorities at the beginning of the outbreak. Whether sales and personal income tax trends continue may depend on whether the 4 million Californians currently on unemployment keep receiving increased benefits, officials say. The federal government has doled out an additional $600 a week since late March, but those checks stopped coming on July 25. It’s unclear when — or if — a portion of that payment will return. Other Economic/Financial News Assembly & Senate Working Groups Unveil Joint $100 Billion Economic Stimulus Plan Key working groups from both houses of the California State Legislature have developed a joint $100 billion stimulus plan. Lawmakers aim to protect Californians and spur job creation during and even after the COVID- 19 crisis. “Early on in the pandemic, the Senate created a Working Group on Economic Recovery to offer ideas for California’s economic recovery without raising taxes, while also focusing on the needs of all Californians – including small businesses and working families – millions of whom have been adversely impacted by this Attachment C 1264 Hawks Flight Court #270, El Dorado Hills CA 95762 | 559-288-7296 | www.avenuinsights.com crisis. We must do all we can to help heal our economy, while ensuring that our solutions do not create further harm.” – Senate President pro Tempore Toni G. Atkins (D–San Diego) The stimulus plan aims to raise $100 billion through a new tax voucher program and the acceleration of other existing revenue streams. The money would be used to boost the economy and protect jobs, small businesses, and working families. The working groups will also seek input from the Newsom Administration, including the Governor’s Task Force on Business and Jobs Recovery, and from the public. Both houses will work together to approve measures by the August 31, 2020, legislative deadline and identify priorities for the next session. An outline of the plan is available here. The complete list of Assembly and Senate working group members includes: Senators Jim Beall, Anna Caballero, Maria Elena Durazo, Cathleen Galgiani, Holly Mitchell, Anthony Portantino, Nancy Skinner, and Bob Wieckowski; Assemblymembers Tasha Boerner Horvath, David Chiu, Eduardo Garcia, Adam Gray, Tim Grayson, Jacqui Irwin, Sydney Kamlager, Monique Limon, Kevin McCarty, Kevin Mullin, Al Muratsuchi, Cottie Petrie-Norris, Rudy Salas and Buffy Wicks. Third and Fourth Quarter Outlook: Any signs of economic recovery remain fragile – there are increasing concerns about a second round of business closures which would result in a rise in unemployment. The Federal government’s inability to finalize a stimulus package prior to the expiration of enhanced unemployment benefits adds additional uncertainty to the economy. Housing also remains a concern - a recent U.S. Census Bureau survey showed that due to the elimination of enhanced jobless benefits, 24 million Americans say they will have difficulty paying next month’s rent. California is likely to see an increase in home foreclosures, an increase in precarious rental housing, and ultimately, a rise in homelessness. Attachment C City of Palo Alto (ID # 11095) City Council Staff Report Report Type: Informational Report Meeting Date: 10/19/2020 City of Palo Alto Page 1 Summary Title: CIP Projects Update Title: Semiannual Update on the Status of Capital Improvement Program Projects From: City Manager Lead Department: Public Works Recommendation This report is provided for information only and requires no Council action. Executive Summary The City Council and Palo Alto community can be proud of the City’s capital improvement program (CIP). The CIP represents major investments into infrastructure functionality and sustainability, funded largely through the 2014 Council Infrastructure Plan, as well as utility rates and various other sources totaling $729 million through 192 projects over the next five years. Over the past five years, the City has completed 65 individual community-serving projects totaling nearly $177 million of improvements. The CIP also represents a major effort for much of the City workforce. The following table summarizes the status of all projects for the six-month period of January to June 2020. CITY OF PALO ALTO City of Palo Alto Page 2 Project Type Active Projects Construction Phase (excludes Recurring) Completed One-Time Recurring Buildings & Facilities 28 10 6 4 Parks & Open Space 15 9 - - Streets & Sidewalks 3 6 - - Traffic & Transportation 10 5 2 - Airport 3 - 1 - Electric Fund 28 10 7 3 Fiber Optics Fund 1 2 - - Gas Fund 2 4 1 - Storm Drain 4 1 1 - Water Fund 7 7 1 2 Wastewater Collection Fund 3 4 1 1 Wastewater Treatment Fund 6 1 1 - Totals 110 59 21 10 Background This report provides Council with an update on the status of capital improvement program (CIP) projects. Prior to 2016, year-end and mid-year financial reports included very simplistic status updates on CIP projects. In contrast, this semiannual report provides more detailed and useful information for Council regarding general fund and enterprise fund projects that appear on Council agendas and will be visible throughout the community. Discussion Project Update Organization The City has a robust capital improvement program, and many individual projects are in progress at any given time. In the five-year CIP Fiscal Year 2020-2024, there are 218 projects (capital, enterprise and internal fund projects) totaling $751 million in funding. The attached CIP project tables are intended to provide Council a quick overview of each project, including budgetary information, the anticipated completion date, a brief description of the project scope, the status of the project, and upcoming activities including Council actions. Also included in the report, is a list of all completed projects since the introduction of the Infrastructure Management System. During the Fiscal Year 2021 budget process, several CIP projects were either defunded or saw significant funding reductions as the City worked to address the projected revenue shortfalls associated with the shelter-in-place orders instituted in response to COVID-19. Projects that City of Palo Alto Page 3 were subject to funding reductions in the Fiscal Year 2021-2025 CIP will be called out throughout this CMR with an asterisk * tag. Detailed information on the changes to these projects can be found in Attachment A, Exhibit 2 of CMR#11376. Major/Significant Projects Summary The 2014 Council Infrastructure Plan is a major focus of staff’s capital improvement program efforts. The following table details the Total Project Budget and Total Actual Expenses through the second half of Fiscal Year 2020 for the Infrastructure Plan projects. Significant milestones have been achieved on the Infrastructure Plan projects since December 2019, even though construction delays occurred due to the COVID-19 pandemic. The concrete structural shell has been completed on the California Avenue Garage, the Highway 101 Pedestrian/Bicycle Bridge project started driving concrete piles and grading work, and phases 1 and 2 of the Charleston/Arastradero Corridor Project are complete. Current Infrastructure Plan project schedules can be found at http://www.infrastructure.cityofpaloalto.org/ City of Palo Alto Page 4 Council Infrastructure Plan Projects CIP Number Update Total Project Budget Total Actual Expenses** New Public Safety Building PE-15001 Plans were submitted for building permit in December 2019. Review is nearly complete and planning to bid in fall 2020. $118,007,012 $9,189,964 Bicycle and Pedestrian Transportation Implementation Plan* PL-04010 Project on hold pending recent project evaluation and review of future project scoping. $16,616,736 $9,114,859 New Downtown Parking Garage* PE-15007 Certified EIR and approved land use actions. Project on hold pending review of downtown parking supply options. $6,583,930 $1,440,311 New California Avenue Area Parking Garage PE-18000 Construction is nearly complete with all concrete floors poured and site work underway. Project completion is expected in October 2020. $50,119,976 $37,889,567 Charleston Arastradero Corridor Project PE-13011 Phase 1 & 2 improvements are complete. Phase 3 to start construction in fall 2020. $19,554,473 $11,701,371 Fire Station 3 Replacement PE-15003 Completed $10,080,258 $9,189,964 Highway 101 Pedestrian/Bicycle Overpass Project PE-11011 Construction is underway with all piles poured along East Bayshore Road. Work continues on the supports and creek bridge on the West Bayshore side. Project completion is expected in Summer 2021. $22,889,453 $7,182,628 Fire Station 4 Replacement PE-18004 A request for proposals was released in July and a contract for design services will be brought to Council for approval in Fall 2020. $10,200,000 $17,781 Byxbee Park Completion* PE-18006 On hold pending completion of Baylands Comprehensive Conservation Plan. $3,240,043 $368,192 Downtown Parking Guidance System PL-15002 A design build proposal will be released in the fall and a contract will be brought to Council in early 2021. $2,857,335 $138,611 **Expenses as of June 30, 2020 Key considerations for the information presented in the project update tables include: •Project status information is current as of June 2020 •The individual project tables align with the Capital Improvement Fund categories in the FY 2020-2024 capital budget: Buildings and Facilities, Parks and Open Space, Streets and Sidewalks, and Traffic and Transportation. Enterprise Fund projects follow the order of their respective Fund in the capital budget •Additional project information is available in the FY 2020-2024 capital budget •Cubberley Property Infrastructure Fund projects are included in the Buildings and Facilities table City of Palo Alto Page 5 •Each project table is divided into a section for one-time projects and a section for recurring projects that have ongoing annual funding •Budgetary figures include staff oversight costs for projects to which staff costs have been allocated Completed Projects Projects completed in the second half of Fiscal Year 2020, since the last update through December 2019, from January 2020 to June 2020 include the following: Capital Improvement Fund (general fund): •Fire Station 3 Replacement (PE-15003) •Cardiac Monitor Replacement (FD-20000) •Parking Lot J Elevator Modernization (PF-18000) •Self-Contained Breathing Apparatus Replacement (FD-18000) Enterprise Funds: •Rebuild Electrical Underground District 19 (EL-11008) •Water Main Replacement – Project 27 (WS-13001) •VA Hospital Customer Load Requirements (EL-17003) •Wastewater Collection System Rehabilitation / Augmentation Project 28 (WC-15001) •Water Reservoir Coating Improvements (WS-08001) •Utility Site Security Improvements (EL-04012) These completed projects do not include the significant amount of annual work completed under ongoing recurring projects, such as streets and sidewalks repairs, parking lot maintenance, roofing replacements, and regular maintenance of Utilities assets. City of Palo Alto Page 6 Cardiac Monitor Replacement (FD-20000) Fire Station # 3 City of Palo Alto Page 7 Projects Under Construction Projects that are currently under construction include the following: Capital Improvement Fund (general fund): •Animal Shelter Renovation (PE-19002) •Fire Station 1 Improvements (PF-14002) •Fire Ringdown System Replacement (FD-14002) •High and Bryant Street Garages Waterproofing and Repairs (PE-18002) •Highway 101 Pedestrian/Bicycle Overpass Project (PE-11011) •JMZ Renovation (AC-18001) •New California Avenue Area Parking Garage (PE-18000) •Municipal Service Center lighting, Mechanical, and Electrical Improvements (PF-16006) Enterprise Funds: •Airport Apron Reconstruction (AP-16000) •Gas ABS/Tenite Replacement Project (GS-18000) •HCB Pilot Wire Relay Replacement (EL-17005) •Loma Verde Avenue Trunk Line Improvements (SD-19000) •Mayfield Reservoir Subgrade and Venting Repair (WS-19000) •Rebuild Electrical Underground District 24 (EL-10006) •Reconfigure Quarry Feeders (EL-14005) •Electrical Underground District 46 – Charleston, El Camino Real (EL-12001) •Electrical Underground District 47 – Middlefield, Homer, Webster, Addison (EL-11010) •Substation Physical Security (EL-16003) •Substation 60kV Breaker Replacement (EL-17002) •Wastewater Collection System Rehabilitation / Augmentation Project29 (WC-16001) •Plant Master Plan (WQ-10001) As described above for completed projects, the list of projects under construction does not include work currently being conducted under recurring CIP projects. City of Palo Alto Page 8 Below are some photos of projects under construction: Highway 101 Pedestrian/Bicycle Overpass Project (PE-11011) City of Palo Alto Page 9 New California Avenue Area Parking Garage (PE-18000) City of Palo Alto Page 10 Animal Shelter Renovation (PE-19002) City of Palo Alto Page 11 JMZ renovation Capital Improvements of Note Implemented by Others El Camino Real: El Camino Real (State Highway 82) is maintained by Caltrans. Pavement Condition Index scores for El Camino Real are significantly lower than the average for Palo Alto streets. Staff has been communicating with Caltrans about the upcoming plans to repave El Camino Real from the Mountain View to Menlo Park borders. Currently, this work is planned for 2022. Caltrain Electrification: Construction continues on Caltrain Electrification in Palo Alto. More than 75% of the poles needed for the project have been installed. These poles will hold the electric overhead lines that will power the new electric trains. About 25% of the wiring has been completed in the City. Crews will continue to install the remaining poles and wires over the next few months. Construction also is continuing at the Paralleling Station near Page Mill Road in Palo Alto. The facility is expected to be complete in Spring 2021. Resource Impact Funding for the projects discussed in this report is provided in the FY2020 Capital Budget and 5-Year Plan. Stakeholder Engagement Stakeholder engagement is conducted separately for each project. Attachments: •Attachment A: CIP Updates and List of Completed Projects JUNE 2020 Semiannual Update on the Status of Capital Improvement Program Projects Capital Improvement Fund CIP Projects Buildings and Facilities Projects Parks and Open Space Projects Streets and Sidewalks Projects Traffic and Transportation Projects Enterprise Fund CIP Projects Airport Projects Electric Projects Fiber Optics Projects Gas Projects Storm Drain Projects Wastewater Collection Projects Wastewater Treatment Projects Water Projects List of Completed Projects ATTACHMENT A Blank page Buildings and Facilities Projects Status as of June 2020 *‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Buildings and Facilities Projects – Page 1 of 10 One‐Time Projects Automated External Defibrillator Replacement (FD‐21000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $200,000 Fire Design Summer 2021 Project Status: This project replaces the entire complement of Automated External Defibrillators (AEDs) throughout City facilities and emergency response vehicles, which currently totals 93 AEDs. Animal Shelter Renovation (PE‐19002) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $270,962 $3,929,979 Public Works Construction Summer 2021 Project Status: This project installs interim facility improvements to the Animal Shelter that accompany the agreement for operation of the shelter by Pets in Need approved by City Council in November 2018. The medical area upgrades and the modular office building are complete. The new kennel addition is currently in design and construction is anticipated to start in fall 2020. Cardiac Monitor Replacement (FD‐20000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $850,000 Fire Completed Spring 2020 Project Status: This project replaced the entire complement of twenty cardiac monitors in the Fire Department. Along with other tools needed for patient assessment and airway verification, cardiac monitors assess cardiac activity in patients and provide defibrillation and pacing. The Department has purchased and deployed the new monitors. City Facilities Assessment and Record Plan Management System (PE‐20002) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $314,000 Public Works Design Fall 2020 Project Status: The Kitchell Report in 2008 summarized the last City‐wide facility condition assessment. A new facility condition assessment is warranted per the City’s APWA reaccreditation requirements. It is also an ideal opportunity to develop a new electronic system for managing the record plans of all City facilities. Currently, older record plans are managed through a Microsoft Access Database. Some record plans are still only available as hardcopy sheets. The project will include scanning older hardcopy sets and compiling all records into a new indexed system that will be easily accessible to all City staff. Buildings and Facilities Projects Status as of June 2020 *‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Buildings and Facilities Projects – Page 2 of 10 City Hall Space Planning (PE‐19000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $81,932 Public Works Pre‐Design Fall 2024 Project Status: This project involves space planning to determine future workgroup space needs and programming for the City Hall office building. The project will include preliminary design of the space following the initial feasibility phase. Civic Center Electrical Upgrade & EV Charger Installation (PE‐17010) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $87,860 $991,578 Public Works Design Spring 2021 Project Status: This project replaces the aging Civic Center electrical switchgear and motor control centers. A request for proposals for a design contract is currently underway to hire an engineering consultant. Another part of the project is to install 13 dual head level 2 chargers in City parking garages. Design for the EV chargers installation is complete. Five new dual head EV chargers will be installed in the Civic Center garage. Two new dual head EV chargers will be installed in the Bryant Street garage. Six new dual head EV chargers will be installed at the Webster Street garage. Building permits have been approved and the project is out to bid. Construction should start in October 2020 and conclude around December 2020. Civic Center Fire Life Safety Upgrades (PE‐18016) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $16,624 $627,017 Public Works Design Spring 2021 Project Status: This project will assess, update, and replace the Civic Center fire alarm system. The fire life safety system is approaching the end of its useful life. The fire alarm panels and associated equipment need an upgrade to meet current code requirements. Procurement documents are currently awaiting to be advertised for competitive solicitation. Civic Center Waterproofing Study and Repairs (PE‐15020) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $54,493 $742,555 Public Works Design Fall 2020 Project Status: This project includes a condition assessment of the Civic Center plaza deck structural system. In late 2016, RDH Building Science, Inc. was hired to investigate the problem. The results indicated that the expansion joint on the plaza can be repaired. The scope expanded to include replacing the waterproof coatings on the inside of the plaza perimeter planter boxes. The design contract is being amended and construction is estimated to begin in fall 2020. Buildings and Facilities Projects Status as of June 2020 *‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Buildings and Facilities Projects – Page 3 of 10 Cubberley Community Center Master Plan (CB‐16001) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $505,301 $926,792 Community Services Design Summer 2020 Project Status: This project supports the development of a Master Plan for future use of the Cubberley Community Center site by the City and Palo Alto Unified School District. A draft Cubberley Concept Plan was completed in November 2019 and was distributed to the community for input. CEQA analysis of the concept plan began and is expected to be completed in 2020. Cubberley Building Management Systems (CB‐19001) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $ 360,807 Public Works Design Fall 2020 Project Status: This project replaces the Building Management System (BMS) controls for the Pavilion, Theater, Wing I, and Gyms A and B boiler rooms at the Cubberley Community Center. The project will include the installation of control points for each building along with controllers, valve and damper actuators. A contractor has been selected for this project and the contract goes to Council in August for approval. Construction will start in September and conclude in December 2020. Fire Ringdown System Replacement (FD‐14002) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $244,144 $353,300 Fire Construction Summer 2020 Project Status: This project will replace the current ring down system that provides an audible alert of calls for service in the fire stations. A vendor was selected through a cooperative purchasing agreement. Installation has been ongoing since 2018 and the installation for Fire Station 3 has been completed. Final ringdown protocols are being tested and adjusted. Fire Station 1 Improvements (PF‐14002) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $73,510 $187,064 Public Works Construction Summer 2020 Project Status: Construction is 85% complete with only painting, skylight replacement, and outdoor concrete pad work remaining. Fire Station 3 Replacement Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $9,189,964 $10,080,258 Public Works Completed Winter 2020 Buildings and Facilities Projects Status as of June 2020 *‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Buildings and Facilities Projects – Page 4 of 10 (PE‐15003) Project Status: This project replaced the existing Fire Station at Embarcadero Road and Newell Road with a new structure that meets essential services standards and current program needs. Construction on the new Fire Station began in January 2018 and was completed in March 2020. The building is still awaiting LEED certification by the US Green Building Council. Fire Station 4 Improvements (PE‐18004) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $17,781 $10,200,000 Public Works Pre‐design Fall 2023 Project Status: This project provides funding to replace Fire Station #4 at the corner of Middlefield Road and East Meadow Drive. The replacement facility will be based on the prior Replacement Study and Needs Assessment prepared in 2005. The project will go out with a request for proposals for design in summer 2020. High and Bryant Street Garages Waterproofing and Repairs (PE‐18002) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $31,728 $352,729 Public Works Construction Summer 2020 Project Status: This project includes a study for analysis and repairs to the water proofing system in the High Street and Bryant Street parking garages. Water proofing repairs have been completed in the High Street parking garage. Repairs are 75% complete in the Bryant Street garage as additional repairs are needed in the subterranean stairwells and a few remaining areas of the subterranean levels of the garage. Internal Alarm System Replacement (PD‐14000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $50,759 $77,569 Police Design Fall 2020 Project Status: This project will replace the citywide Internal Alarm System. The City Hall alarms migrated to the new system in FY 2019. There are on‐going discussions about adding additional sites and a CAD interface. JMZ Renovation (AC‐18001) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $1,041,302 $4,587,152 Community Services Construction Winter 2021 Project Status: This project will fund the relocation of the Junior Museum and Zoo to and from the Cubberley auditorium building for two years. The renovation of the Cubberley auditorium was completed in June 2018. The Junior Museum and Zoo moved into the Auditorium in June 2018 and opened to the public in July. Additionally, the project paid permit fees and other costs ($306K in April 2019) for the new JMZ rebuild project in accordance with the Council‐approved agreement between the Friends of the JMZ and the City. Construction of the new Buildings and Facilities Projects Status as of June 2020 *‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Buildings and Facilities Projects – Page 5 of 10 Junior Museum and Zoo commenced in June 2018 and is now 85% complete. Several animal exhibits have been completed, several are in fabrication while the remainder are in final design. All exhibits are scheduled for final installation in July 2020. Relocating staff, collections and equipment to the rebuilt facility is on a staggered schedule of acquiring new animals, fabricating exhibits, and restoring temporary facilities to be completed by December 2020. The public opening of the new JMZ is scheduled for March 2021. Municipal Service Center Lighting, Mechanical, and Electrical Improvements (PF‐16006) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $931,209 $7,218,763 Public Works Design Winter 2021 Project Status: This project replaces original mechanical, electrical, and lighting systems installed in 1966. It also includes design and construction for office renovations for the Zero Waste group. Bids for the site‐wide mechanical and electrical upgrades exceeded the available budget. Additional funding was added for FY 2020. A contract amendment with the design consultant is currently in negotiation to better prepare the facility for electrification in the future. Once the amendment is executed, the consultant will modify the design and it will be issued for bids again in FY 2021. Municipal Service Center A, B, & C Roof Replacement (PF‐17000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $2,146,289 Public Works Design Winter 2021 Project Status: This project installs a fluid, reinforced waterproofing application over the existing roof. The existing asphalt and gravel roof has reached the end of its useful life and needs to be rehabilitated. If the existing roof is allowed to deteriorate beyond a certain point, the fluid applied system cannot be used and a full replacement of the roofing system would be required. The application will meet current cool roofing codes to optimize energy efficiency. Project dates have been adjusted to coordinate with the Municipal Service Center Lighting, Mechanical, and Electrical Improvements project (PF‐16006). Roof replacement will be done before the installation of new rooftop equipment due to the condition of the roofs. New California Avenue Area Parking Garage (PE‐18000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $37,889,567 $50,119,976 Public Works Construction Fall 2020 Project Status: This project will provide a new California Avenue Area Parking Garage, part of the 2014 Council Infrastructure Plan and is being coordinated with the new Public Safety Building Project. The Public Safety Building will be placed on Lot C‐6 while the new garage will be placed on Lot C‐7. Construction on the garage began in Buildings and Facilities Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Buildings and Facilities Projects – Page 6 of 10 January 2019 and has proceeded on schedule. Project completion is expected in late September 2020. New Public Safety Building (PE‐15001) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $8,577,817 $ 118,007,012 Public Works Design Spring 2023 Project Status: This project will provide a new, modern Public Safety Building (PSB) that will meet essential services standards and the current and future needs of the public safety departments. The PSB and new garage in the California Avenue business district are now an integrated project and both are part of the 2014 Council Infrastructure Plan. The PSB plans were submitted for building permit review in late December 2019. Project bidding will take place in fall 2020 with construction beginning shortly after the new California Avenue garage opens in late September 2020. New Downtown Parking Garage (PE‐15007)* Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $1,440,311 $6,583,930 Public Works Design Spring 2024 Project Status: This project was intended to provide a new parking structure in the University Avenue commercial area at existing Parking Lot D at the corner of Hamilton Avenue and Waverley Street. The project received ARB approval in July 2018. In February 2019, the City Council certified the EIR by adopting the Resolution and Mitigation Monitoring and Reporting Program. The Record of Land Use Action was approved for three (3) years and the project is on hold until after the City returns to the Policy and Services Committee for further discussion on the downtown parking management strategy. As part of the FY 2021 budget strategy, all Capital Improvement Fund funding has been removed and only the downtown parking in‐lieu fee funding remains for this project. Potential opportunities to use the remaining funding include public/private partnerships that may result in an increase in public parking spaces. Parking Lot J Elevator Modernization (PF‐18000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $413,998 $781,324 Public Works Completed Spring 2020 Project Status: This project modernized the existing elevators at parking Lot J. The project involved upgrading the interior of the elevators, elevator control interface, call buttons, and meeting current ADA standards. Construction started in April 2019. Project is complete except for the State final inspection on the second car. The State final inspection is behind because of COVID, but the inspection should be done by the end of July 2020. Buildings and Facilities Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Buildings and Facilities Projects – Page 7 of 10 Performing Arts Venues Seat Replacement (AC‐18000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $419,000 Community Services Design Summer 2021 Project Status: This project to replace the self‐rise mechanism in three venues for performing arts has been revised to replace all the seats in the Community and Children’s Theatres. Staff will be seeking a consultant to advise on ADA upgrade requirements that need to be completed with the seat replacement, in assessing the costs and finalizing the scope of the project. Police Video Recording Systems Replacement (PD‐20000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $300,000 Police Design Winter 2021 Project Status: This project replaces the Palo Alto Police Department video recording systems used to record events in the field with in‐car cameras as well as body‐worn cameras (BWC). The in‐car camera technology was introduced in 2013. In‐car systems are fixed in the vehicles and BWCs operate on rechargeable batteries for up to 8 hours, secured to the officer’s uniform. The in‐car video system is nearing the end of its service life and will need to be replaced as they fail in FY 2021. The BWCs are under warranty for the current fiscal year after a one‐year pilot program was implemented in FY 2019. Self‐Contained Breathing Apparatus (SCBA) Air Compressor Replacement (FD‐20001) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $ 86,000 Fire Pre‐Design Summer 2021 Project Status: This project replaces the central air compressor that provides air for Self‐Contained Breathing Apparatus (SCBA) tanks to ensure firefighter safety when entering environments with hazardous air quality. The Department is researching potential vendors and collecting pricing. Self‐Contained Breathing Apparatus Replacement (FD‐18000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $730,140 $ 799,999 Fire Completed Spring 2020 Project Status: This project replaced Self Contained Breathing Apparatus equipment (SCBA) used by firefighters when entering hazardous conditions when responding to fire and hazardous materials incidents. The SCBA provides breathable air for firefighters when entering environments where the atmosphere is immediately dangerous to life or health. The expected service life for SCBAs is 15 years. When this project was funded in FY 2018, 26 percent of the Palo Alto Fire Department (PAFD) SCBAs were past their useful life and 41 percent were approaching the end of their useful life. Final coupling units and Bluetooth connectivity components were Buildings and Facilities Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Buildings and Facilities Projects – Page 8 of 10 purchased and the project is complete. Water, Gas, Wastewater Office Remodel (PE‐19001) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $5,996 $754,437 Public Works Design Summer 2021 Project Status: This project incorporates renovations to the Utilities Water Gas Wastewater (WGW) office space at the Municipal Service Center (MSC). The current space no longer meets the operational needs of the department. This project will reconfigure the work area so it is more efficient for department operations and replace aging furniture and finishes. The new space will include a small reception area, additional offices and cubicles for new staff. Upgrades to lighting, fire life systems and enhancements to the WGW corridors will also be included with this renovation. The project is currently in design, and construction is anticipated to start in spring 2021. Recurring Projects Americans With Disabilities Act Compliance (PF‐93009)* Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $227,637 $822,220 Public Works N/A Recurring Project Status: This project provides accessibility upgrades to City facilities and equipment. It includes continued funding for improvements such as path of travel, restrooms, drinking fountains, and counters. Work in FY 2020 includes Council adoption of the update to the citywide ADA Transition Plan that began in November 2015. On December 17, 2018, Council approved an amendment to the consultant contract for public outreach to complete the ADA Transition Plan update. The public outreach process for the updated plan was completed in June 2019 and survey responses were compiled and taken into consideration to the ADA Transition Plan Schedule. A final report was submitted to the City by the consultants for review and finalization in September 2019. The updated Transition Plan is expected to go to Council for acceptance in fall 2020. Building Systems Improvements (PF‐01003)* Prior Year Actuals Current Year Budget Implementing Department Project Phase Construction Project Completion $26,223 $419,991 Public Works N/A Recurring Project Status: This project provides electrical, mechanical, plumbing, structural, and security upgrades for City Buildings and Facilities Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Buildings and Facilities Projects – Page 9 of 10 facilities. The installation of a new air‐cooled chiller for SA‐5 at City Hall was completed. This CIP was partially defunded because of COVID budget cuts. The LED lighting upgrades for Rinconada and Mitchell Park tennis courts have been delayed until FY 2021 due to City staffing constraints. The design for tennis courts lighting upgrade has been started. The new cooling tower media replacement originally scheduled for winter 2020 will be delayed until FY 2022. City Bridge Improvements (PE‐20001) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $0 $16,000 Public Works N/A Recurring Project Status: This project includes bridge maintenance, repair, and an improvement program over the next five years. This program will include on‐going inspections to report physical changes to the structures, recommendations for work to be done, and additional information to meet functional and structural standards in accordance with industry standards. City Facility Parking Lot Maintenance (PE‐09003)* Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $27,831 $1,024,611 Public Works N/A Recurring Project Status: This project maintains parking lots and walkways at City facilities. As part of the FY 2020 Street Resurfacing Project the Lucie Stern Drive‐through parking lot and four small parking lots in Las Trampas Valley along the road near Foothills Park Interpretive Center will be resurfaced in fall 2020. Cubberley Roof Replacements (CB‐16002) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $282,779 $576,500 Public Works N/A Recurring Project Status: This project replaces existing roofs at Cubberley Community Center. Cubberley Wings F and FH roofs are scheduled to be completed in summer 2020. Cubberley Repairs (CB‐17001) Prior Years Actuals Current Year Budget Implementing Department Project Phase Project Completion $84,889 $786,462 Public Works N/A Recurring Project Status: This project is for general maintenance needs of the Cubberley campus. Several more concrete walkway repairs were completed to address trip and fall concerns. Buildings and Facilities Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Buildings and Facilities Projects – Page 10 of 10 Facility Interior Finishes Replacement (PF‐02022)* Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $75,238 $1,175,656 Public Works N/A Recurring Project Status: This project improves the interior finishes of City facilities, including flooring, walls, cabinets, paint, lighting, ceiling tiles, soundproofing, and fixed office furniture, doors, windows, and associated fire/life safety, mechanical, electrical and plumbing code compliance requirements. Design for the Office of Management and Budget’s (OMB) furniture reconfiguration is complete, and installation was completed in April 2020. Conceptual design for the Revenue Collections area is in process and includes new furniture, new casework, and painting of the interior office space. The Children’s Library carpet replacement is scheduled to be completed in summer 2020. Roofing Replacement (PF‐00006)* Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $770,934 $712,014 Public Works N/A Recurring Project Status: This project replaces existing roofs at City facilities that have outlived their useful lifespans. The roof replacement for the Ventura Community Center has been completed. The Animal Shelter roof recoating has been delayed due to roof modifications required for the current remodel of the facility. The Baylands Athletic Center Snack Shack and Restroom roof and Mitchell Park Tiny Tot Restroom roof are scheduled for replacement in summer 2020. Roth Building Maintenance (PF‐07011) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $1,420 $41,073 Public Works N/A Recurring Project Status: This project is for window repairs, waterproofing of foundation walls, installation of electrical service, and a new ventilation system at the Roth building. In addition, roofing repairs will be done on an as needed basis until such time that the building is leased and occupied. University Avenue Parking Improvements (PF‐14003) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $48,116 $361,100 Public Works N/A Recurring Project Status: This project maintains parking lots and parking structures within the University Avenue Downtown Business Parking District. After Parking Lot C was completed in spring 2019, all University Avenue parking district lots have been resurfaced and no additional work is needed at this time Parks and Open Space Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Parks and Open Space Projects – Page 1 of 6 One‐Time Projects Pearson Arastradero Preserve Parking Lot Improvement (OS‐18001) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $188,000 Community Services Design Spring 2021 Project Status: This project provides funding to improve the Pearson Arastradero Preserve parking lot by improving the base rock surfacing, adding drainage, widening the entrance for safety, and new fencing. The improvement will allow the overflow parking area to be open year‐round, rather than only during the dry periods of the year. Baylands Comprehensive Conservation Plan (PG‐ 17000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $322,220 $431,029 Community Services Design Summer 2021 Project Status: This project develops a conservation plan examining native vegetation, wildlife habitat, and public access for trails, recreation amenities, and interpretive messaging. Staff interviewed and selected a consultant, AECOM, to create the plan. Staff and the consultant created an existing conditions report, formed a stakeholder and staff advisory group, held three stakeholder meetings, and one community meeting, created draft chapters of the report, and have developed conceptual plans for Byxbee Park including the former ITT property. An environmental impact study is in process and upon completion the Baylands Comprehensive Conservation Plan will be presented to Council for formal adoption. Boulware Park Improvements (PE‐17005) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $100,462 $550,805 Public Works Pre‐Design Fall 2022 Project Status: This park renovation project was initially planned in FY 2018 but was postponed due to project priorities and potential purchase of the adjacent AT&T lot located at 3350 Birch Street. In fall 2019, the lot was purchased by the City. In response to the purchase, the City utilized the funding for the initial renovation project for preliminary design and outreach for both the existing park and the newly purchased park land. Additional funding was requested as part of the FY 2021 CIP process to implement park renovations for the existing Boulware Park and the new park land. In early 2020, a Parks and Commission meeting and second community meeting were held to obtain input on project design. A third online community meeting is planned for summer 2020. Staff is also assessing California Environmental Quality Act (CEQA) needs. Foothills Park, Pearson Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $486,096 Community Services Pre‐Design Winter 2024 Parks and Open Space Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Parks and Open Space Projects – Page 2 of 6 Arastradero Preserve and Esther Clark Park Conservation Plan (PG‐17001)* Project Status: This project creates a comprehensive conservation plan for Foothills Park, Pearson Arastradero Preserve, and Esther Clark Park. The plan will provide guidance on wildlife and habitat management, public access and recreation, trails, and interpretive messaging. The plan will provide insight on best management practices for wildlife, habitat, vegetation, and recreation management. The plan will also provide priorities, which will help guide resources to the most important projects. This project has been delayed to FY 2024 due to staffing and funding impacts. Cameron Park Improvements (PG‐14002) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $237,000 Community Services Pre‐Design Fall 2020 Project Status: This project upgrades and renovates safety and accessibility features at Cameron Park with a primary focus on the park playground. The project is currently in the design and planning phase. A community meeting was held in May 2020. Cubberley Field Restroom (CB‐17002) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $104,278 $681,546 Public Works Design Summer 2021 Project Status: This project will install a new restroom in the sports field area of the Cubberley Community Center. Design for the project started in fall 2018 along with public outreach. A community meeting was held, and the Parks and Recreation Commission reviewed the project in November 2018. The project is in design and needs to be reviewed by the Architectural Review Board. Anticipated installation is in summer 2021. Foothills Park Boronda Lake Dock Replacement (OS‐18000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $163,000 Public Works Pre‐design Spring 2021 Project Status: This project replaces an aged and deteriorating Boronda Lake Dock. Foothills Park Improvement Project (PE‐21000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $424,000 Public Works Pre‐design Fall 2023 Project Status: This project replaces the bridge to Sunfish Island and includes permitting and CEQA to address replacement/improvements to the footbridge in Los Trancos Valley and the grade control structures along Buckeye Creek. Parks and Open Space Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Parks and Open Space Projects – Page 3 of 6 Foothills Park Dam Seepage Investigation and Repairs (PE‐20000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $36,000 Public Works Pre‐design Winter 2021 Project Status: This project will study a location of historic seepage from the Foothills Park Dam at the sharp bend in the road on the face of the dam. The seepage is very minor, but it appears to be slowly worsening. The source of the seepage is suspected to be the trench backfill around the pipe that returns shallow groundwater to Boronda Lake. This project will locate and investigate the pipe and trench backfill material. Johnson Park Renovation (PE‐21002) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $1,194,000 Public Works Design Winter 2024 Project Status: This project includes the renovation of existing park elements, including asphalt concrete and brick pathways, site furnishings, playground equipment and resurfacing, fencing, and improvements to irrigation and lighting. This project has been delayed to FY 2024 due to staffing and funding impacts. Ramos Park Improvements (PG‐14000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $271,000 Community Services Design Summer 2021 Project Status: This project includes safety and accessibility improvements at Ramos Park. The work includes replacing the existing park playground, benches, drinking fountains, and resurfacing the basketball court playing surface. A second community meeting has been planned for summer 2020 with construction planned for spring 2021. Byxbee Park Completion (PE‐18006)* Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $ 367,192 $3,240,044 Public Works Pre‐Design Winter 2022 Project Status: This project allows for the remaining improvements to Byxbee Park that follows the completion of the landfill capping work. The Baylands Comprehensive Conservation Plan (BCCP), which is currently undergoing CEQA analysis, includes development of a conceptual plan for Byxbee Park. The BCCP and the conceptual plan for Byxbee Park will be completed in summer 2020 and will be used to go out to bid for design and construction. Rinconada Park Improvements (PE‐08001) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $2,280,051 $4,625,781 Community Services Design Spring 2021 Project Status: This project provides upgrades to safety, site amenities, playground facilities, a new restroom, irrigation, drainage and ADA accessibility improvements at Rinconada Park. These improvements were identified in the Rinconada Parks and Open Space Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Parks and Open Space Projects – Page 4 of 6 Long Range Plan (LRP). The project schedule is currently being coordinated with the construction of the new Junior Museum and Zoo Project. The Parks and Recreation Commission recommended a Park Improvement Ordinance (PIO) for Council adoption in January 2020. Design and public outreach for the project has been performed by in house staff. The project is anticipated to go out to bid in fall 2020. According to the LRP, future improvement phases would include renovation to the eastern side of the park, arbor and pool areas, and development around the electrical substation. Seale Park Improvements (PG‐14003) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $400,000 Community Services Pre‐Design Summer 2024 Project Status: This project includes upgrades and renovations for safety and accessibility improvements. The project will replace existing park amenities, picnic tables, and playground structures including a playhouse and swings; refinish the playground perimeter fencing; and repair damaged decomposed granite and concrete pathways. Turf restoration and irrigation renovations will also be included as well as replacement of bollards at the park entrances, the park sign, and a small stone wall located in the middle of the park. This project has been delayed to FY 2024 due to staffing and funding impacts. Recurring Projects Art in Public Spaces (AC‐86017) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $208,945 $1,349,443 Community Services N/A Recurring Project Status: This project provides the ongoing temporary and permanent artworks throughout the City. FY 2020 funded temporary public artwork at King Plaza, Cubberley, the area surrounding California Avenue Garage construction site, and for the upcoming Code: Art2 Festival. Additional funds were also used to hire a consultant to create a California Avenue Public Art Plan. Some of the current Municipal Projects in process for FY 2021 include artworks for the Charleston and Arastradero Corridor, the Highway 101 Bike and Pedestrian Bridge, the Public Safety Building, and public programming for Code: ART2. Benches, Signage, Walkways, Perimeter Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $420,374 $207,000 Community Services N/A Recurring Project Status: This project restores and replaces existing benches, signage, fencing, walkways, and landscaping at Parks and Open Space Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Parks and Open Space Projects – Page 5 of 6 Landscaping (PG‐06003) various City facilities. In winter 2020, wood fiber surfacing was installed at the small dog Park at Peers Park. In spring 2020, new bike racks were installed at Cubberley Community Center track and Mitchell Park pickleball courts. Dog Park Installation and Renovation (PG‐18001) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $15,746 $177,000 Community Services N/A Recurring Project Status: This project enables building of dog parks at various City parks and facilities that currently do not have dog parks, as well as renovating existing dog parks. The next dog park installation or renovation has not been determined and several locations are under consideration. Staff is meeting with the Parks and Recreation Commission to discuss location options and expansion of existing dog parks at Greer Park and Mitchell Park. Off‐Road Pathway Resurfacing and Repair (OS‐09001)* Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $0 $455,000 Community Services N/A Recurring Project Status: This project resurfaces failing and broken pathways within the City. Pathways are chosen based on inspections and resident requests. The Adobe Creek Reach Trail will be built with the Highway 101 Pedestrian and Bicycle Overcrossing Project that began in early 2020. Open Space Lakes And Pond Maintenance (OS‐00002) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $14,406 $102,800 Community Services N/A Recurring Project Status: This project rehabilitates lakes and ponds in open space nature preserves to protect wildlife habitat and recreational safety and to meet State Division of Safety of Dams requirements. A three‐year contract to clear aquatic weeds at Boronda Lake is in progress and scheduled to be completed by September 2020. Open Space Trails and Amenities (OS‐00001) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $286,674 $207,000 Community Services N/A Recurring Project Status: This project restores unpaved trails, fences, picnic areas, and campgrounds at Foothills Park, the Baylands, and the Pearson‐Arastradero Nature Preserves. A contract for trail maintenance was awarded in May 2018, and the contractor has started the annual trail work. In spring 2020 the annual trail maintenance at Pearson Arastradero Preserve and Foothills Park included 50 miles of trails, with heavy poison oak removal at the end of Steep Hollow and Los Trancos trails, rail work on Redtail Loop Trail, and clearing of vegetation along the roadside in Pearson Arastradero Preserve. Parks and Open Space Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Parks and Open Space Projects – Page 6 of 6 Park Restroom Installation (PG‐19000) Prior Years Actuals Current Year Budget Implementing Department Project Phase Project Completion $0 $414,000 Community Services N/A Recurring Project Status: This project installs new restrooms at City parks that currently do not have restroom facilities. The restrooms may be prefabricated, and each installation will require a Park Improvement Ordinance. Staff conducted a community meeting in January 2020 to discuss adding a restroom at Ramos Park. Additional outreach is planned to obtain community input. Parks and Open Space Emergency Repairs (PG‐09002) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $177,434 $142,000 Community Services N/A Recurring Project Status: This project replaces or repairs playgrounds, play yard surfaces, wooden structures, park amenities, and play equipment in the event of storms, fire, vandalism or structural failure. In winter 2020, arbor repairs occurred at Greer Park. In spring 2020, rubber surfacing repairs to the Magical Bridge Playground were completed. Athletic Courts Resurfacing (PG‐06001) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $55,378 $266,200 Community Services N/A Recurring Project Status: This project repairs and resurfaces tennis and basketball courts in various Palo Alto parks. Streets and Sidewalks Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Streets and Sidewalks Projects – Page 1 of 3 One‐Time Projects California Avenue District Gateway Signs (PE‐17004) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $7,604 $176,999 Public Works Design Spring 2021 Project Status: This project includes the design and replacement of two existing gateway signs in the right‐of‐way for the California Avenue business district. An application to the Architectural Review Board will be made in summer 2020. The signs are expected to be replaced in spring 2021. Newell Road/ San Francisquito Creek Bridge Replacement (PE‐12011) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $1,367,302 $4,831,256 Public Works Pre‐Design Spring 2022 Project Status: This project removes and replaces the Newell Road bridge over San Francisquito Creek with a clear span to allow the channel to convey up to the natural capacity of the San Francisquito Creek, approximately 7,500 cfs, and will provide improved safety for vehicular, bicycle, and pedestrian traffic. The project is being closely coordinated with the City of East Palo Alto, Santa Clara Valley Water District, and the San Francisquito Creek Joint Powers Authority (JPA). The EIR was certified by Council in June 2020. The design of the preferred alternative will be submitted to regulatory agencies for permits in fall 2020. Project construction is estimated to start by winter 2021. Streetlights Condition Assessment (PE‐13014)* Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $8,799 $241,481 Public Works Design Summer 2023 Project Status: This project assesses the condition and maintenance needs of the City’s streetlight system. This project has been delayed to FY 2023 due to staffing and budgetary priorities. Recurring Projects Curb and Gutter Repairs (PO‐12001) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $450,166 $569,223 Public Works N/A Recurring Project Status: This project repairs curbs and gutters uplifted by tree roots. For FY 2020, the curb and gutter locations are selected from a list reported by the public and evaluated by Public Works staff. This project is Streets and Sidewalks Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Streets and Sidewalks Projects – Page 2 of 3 combined with the current year’s Sidewalk Repair Project (PO‐89003). Between January 1, 2020 and June 30, 2020, there were 760 linear feet of curbs replaced and 2,500 square feet of gutter repaired at various locations throughout the City. The FY 2019 Sidewalk, Curb and Gutter Repairs Project has been completed as of May 2020. Sidewalk Repairs (PO‐89003)* Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $1,658,872 $1,455,975 Public Works N/A Recurring Project Status: This project repairs and replaces broken and uplifted sidewalks. The program completed all twenty‐ three sidewalk districts in 2017, a thirty‐year (1986 – 2017) sidewalk repair district cycle. Council approved a sidewalk assessment contract in November 2017 to evaluate the sidewalk program and assess potential improvements to the current district‐based program. Staff used this assessment to compile a list of areas that require prompt action at varying locations throughout Palo Alto. These priority locations were repaired in FY 2020. The project repaired 4,300 square feet of sidewalk, 2,750 square feet of driveways and brought 8 curb ramps up to ADA compliance between January 1, 2020 and June 30, 2020. The FY 2019 Sidewalk, Curb and Gutter Repairs Project has been completed as of May 2020. Funding was reduced in FY 2021 as part of the FY 2021 Capital Improvement Program budget strategy. Remaining funding will be used to perform emergency maintenance and spot repairs. Sign Reflectivity Upgrade (PO‐11000) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $10,207 $132,263 Public Works N/A Recurring Project Status: This project includes the annual inventorying, upgrading and maintaining of all traffic signs. A list of signs not meeting the minimum requirement is derived from MUTCD approved Nighttime Visual Inspection surveys. In the second half of FY 2020, 460 signs were identified for reflectivity replacements. Street Lights Improvements (PO‐05054)* Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $118,051 $374,352 Public Works N/A Recurring Project Status: This project replaces street light poles, pole foundations, luminaires and wiring as needed to restore or improve street lighting. Street Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion Streets and Sidewalks Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Streets and Sidewalks Projects – Page 3 of 3 Maintenance (PE‐86070)* $5,353,373 $10,413,643 Public Works N/A Recurring Project Status: This project includes the annual resurfacing, micro‐seal, crack seal and reconstruction of various city streets. This project funds the street maintenance work that supports Council’s adopted goal of achieving a citywide average pavement condition index (PCI) score of 85, representing very good or excellent conditions, by 2019. The citywide PCI goal of 85 was met at the end of calendar year 2018, and the emphasis will now shift to maintaining the 85 score while addressing the remaining streets with PCI scores less than 60. The upcoming OBAG2 project will overlay approximately 4.8 lane miles of roads including Sand Hill Road from London Plane Way to Stock Farm Road and the FY 2020 Street Resurfacing Project will overlay approximately 4 lane miles of roads. These projects started in summer 2020. Funding was reduced for FY 2021 as part of the FY 2021 Capital Improvement Program budget strategy. Street resurfacing projects will have reduced scope reducing the number of streets that can be resurfaced over the next two years. Thermoplastic Lane Marking and Striping (PO‐11001) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $13,006 $231,455 Public Works N/A Recurring Project Status: This project maintains the thermoplastic markings on roadways. Thermoplastic lane marking and striping is incorporated into annual Pavement Preventive Maintenance Projects. In FY 2020, the project has restriped 27,270 linear feet of thermoplastic striping ranging from lane striping, crosswalk striping, and bike lane striping, and refreshed 381 thermoplastic paving legends. Traffic and Transportation Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Traffic and Transportation Projects – Page 1 of 6 One‐Time Projects Charleston Arastradero Corridor Project (PE‐13011) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $11,701,371 $19,554,490 Public Works Construction Winter 2021 Project Status: This project is part of the 2014 Council Infrastructure Plan. It will reconfigure the Charleston Arastradero Corridor to provide new landscaped median islands, bulb outs, enhanced bike lanes and new street trees to complement the new lane configurations that were approved for permanent retention. This project will be constructed in three phases. Phases 1 and 2 were substantially completed in spring 2020. Phase 3 is expected to go out to bid in fall 2020 and start construction in early 2021. Churchill Avenue Alma Street Railroad Crossing Safety Improvements (PL‐20000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $4,814,000 Office of Transportation Design Summer 2021 Project Status: This project will design and provide pedestrian and bicycle safety improvements on the east side of the Churchill Avenue and Alma Street railroad crossing intersection. Design includes, but is not limited to, traffic signal modifications, street lighting improvements, roadway resurfacing, sidewalk realignment and/or widening, drainage improvements, utility relocations, signage and striping, innovative bicycle treatments, traffic calming elements, and way‐finding improvements. Churchill Avenue Enhanced Bikeway (PL‐14000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $247,905 $3,429,457 Office of Transportation Design Summer 2021 Project Status: This project includes the planning, design and construction of a shared‐use path along the north side of Churchill Avenue between the existing shared‐use path at Castilleja Avenue and the Stanford Perimeter Trail. It also includes intersection improvements at Churchill Avenue and El Camino Real, to include a new dedicated westbound right‐turn lane. Design plans for the project are at 65% completion. Staff plans to finalize the design by fall 2020 and begin construction soon after. An encroachment permit from Caltrans will need to be secured for the work within the El Camino Real right‐of‐way. Traffic and Transportation Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Traffic and Transportation Projects – Page 2 of 6 Highway 101 Pedestrian Bicycle Overpass Project (PE‐11011) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $7,182,628 $22,889,459 Public Works Construction Summer 2021 Project Status: This project, part of the 2014 Council Infrastructure Plan, includes the design and construction of a new pedestrian bridge across Highway 101 at Adobe Creek. Council approved a contract with Granite Construction on November 18, 2019. Construction began in January 2020 and is anticipated to be completed by summer 2021. The project started with utility relocations, vegetation removal, and site preparation work. Currently in June 2020 there are utility joint trench, concrete piles, and columns construction in progress. Parking Management and System Implementation (PL‐16002) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $248 $ 1,287,123 Office of Transportation Design Spring 2022 Project Status: This project includes implementation and installation of equipment to implement the outcomes of the paid parking study for downtown, including the Comprehensive Parking Permit and Citation System. Professional Account Management (Duncan) was selected as the City’s service provider for the comprehensive permit and citation management system. System design started in fall 2019, and the base system is on schedule to launch in select districts in fall 2020. El Camino Real Pedestrian Safety and Streetscape Project (PL‐18000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $113,422 $6,481,553 Office of Transportation Pre‐Design Summer 2021 Project Status: The El Camino Real Pedestrian Safety and Streetscape Project will install complete streets improvements focused on pedestrian safety at controlled and uncontrolled crosswalks, enhanced bus operations at two existing major transit stops, and new urban design amenities between Stanford Avenue and Sheridan Avenue. The project include: curb extensions, median refuges, median shade trees, pedestrian scale lighting, and potential bus enhancement. Quarry Road Improvements Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $1,282,050 $5,148,378 Office of Transportation Design Fall 2022 Traffic and Transportation Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Traffic and Transportation Projects – Page 3 of 6 and Transit Center Access (PL‐16000) Project Status: This project includes the planning, design, and construction of bicycle and pedestrian improvements along Quarry Road between El Camino Real and Welch Road, including, but not limited to, upgraded bicycle lanes and crosswalks, innovative intersection treatments for bicyclists, and improved access to transit stops. Planning, design, and construction of a new bicycle, pedestrian, and transitway between the Palo Alto Transit Center bus depot and the intersection of Quarry Road and El Camino Real has been completed. Implementation is timed to support expanded operations of the hospital and the completion of Caltrain electrification in 2022. Emergency Vehicle Traffic Signal Preemption System Pilot (PL‐19000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $608,701 Palo Alto Fire Department Design Summer 2021 Project Status: This project will purchase and implement an emergency vehicle preemption system pilot project. The system will integrate with the City’s current traffic signal management system and with the City’s computer‐aided emergency response dispatch system to provide safer and quicker response times for emergency vehicles. Staff has procured a cost estimate from one vendor and is finalizing a contract for sole source services. Project began in Spring 2020 and staff is working with our CAD vendor to prepare the system for the connection to the traffic management system. Railroad Grade Separation and Safety Improvements (PL‐17001) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $2,101,075 $12,401,7368 Office of Transportation Design Summer 2024 Project Status: This project is a community‐based process to advance the railroad grade crossing circulation study and context sensitive solutions study envisioned by the City Council. It will also fund the preparation of a Project Study Report and environmental analysis that will be required for the City to realize its goals of advancing grade separations. This capital project provides funds for a contract with AECOM to do engineering support for the rail grade separation studies. Funding for safety improvements at the railroad crossing at Alma Street and Churchill Avenue has been moved into a separate project, Churchill Avenue/Alma Street Railroad Crossing Safety Improvement Project (PL‐20001). Traffic and Transportation Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Traffic and Transportation Projects – Page 4 of 6 Downtown Automated Parking Guidance Systems, Access Controls & Revenue Collection Equipment (PL‐15002) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $138,611 $2,857,336 Office of Transportation Design Fall 2021 Project Status: This project includes design and installation of new downtown parking guidance systems, access controls and revenue collection equipment that will be coordinated with both the Downtown Parking Wayfinding, PL‐ 15004 project and the 2016 Downtown Parking Management. Following City Council direction in April 2016, Staff has advanced the design of the single space detection system with individual indicator lights. Staff contracted with Dixon Resources for additional management support in design and procurement for the system installation in the Downtown garages on University Avenue. Staff will be issuing a design build contract in fall 2020. Recurring Projects Bicycle and Pedestrian Transportation Plan Implementation (PL‐04010)* Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $2,367,931 $2,321,200 Office of Transportation N/A Recurring Project Status: The Neighborhood Traffic Safety and Bicycle Boulevards Phase 1 Project along Amarillo Avenue/Moreno Avenue, and Ross Road was completed in November 2018. Conceptual plans for the Neighborhood Traffic Safety and Bicycle Boulevards Phase 2 Project along Bryant Street, Maybell Avenue, Stanford Avenue, and Park Boulevard/Wilkie Way were adopted by City Council in 2015. Currently, Phase 2 is on hold at 75% design until a community engagement process is identified to allow for community review in 2020/2021. Safe Routes to School Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $89,373 $222,300 Office of Transportation N/A Recurring Traffic and Transportation Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Traffic and Transportation Projects – Page 5 of 6 (PL‐00026) Project Status: This project enables the City’s Safe Routes to School program, including school commute planning, encouragement activities, and capital improvements along local and collector streets that may be impacted by school commute activities. The capital improvements include traffic calming devices, enhanced crosswalks, and improved signage along suggested safe routes to school. In FY 2020, traffic calming projects and traffic studies were pursued for locations in need of traffic calming and other safety countermeasures. In FY 2020 and 2021, the project will implement enhanced signage, striping and buffers on East Meadow Drive from Alma to Fabian Way, on Fabian Way from East Meadow Drive to East Charleston Road, and the widening and repaving of the Waverley Bike Path between East Meadow Drive and Charleston Road. Parking District Implementation (PL‐15003)* Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $32,760 $272,100 Office of Transportation N/A Recurring Project Status: This project implemented the signage needs of the residential preferential parking program. Phase 1 of the Downtown Residential Preferential Parking Program was implemented in October 2015, Phase 2 was implemented in April 2016, and the program was made permanent in April 2017. The Evergreen Park‐Mayfield RPP program was made permanent in April 2018. The Southgate RPP program was made permanent in October 2019. The Old Palo Alto pilot was approved by Council and began in November 2019. Traffic Signal and Intelligent Transportation Systems (PL‐05030)* Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $368,200 $2,461,200 Office of Transportation N/A Recurring Project Status: This project will include design and construction of traffic signals, traffic signal communications networks, detection and data projects for transportation use, and maintenance of the City’s traffic signal Central management system. The project includes the replacement of traffic signal controllers/cabinets, video detection systems, and other related field equipment. The new controllers enable additional traffic signal timing strategies and improve the reliability of the City's traffic signals. Traffic and Transportation Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Traffic and Transportation Projects – Page 6 of 6 Transportation and Parking Improvements (PL‐12000)* Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $290,303 $337,000 Office of Transportation N/A Recurring Project Status: This project implements miscellaneous neighborhood traffic calming improvements including neighborhood traffic studies and parking improvements. This project also funds the development of grant proposals used to procure funding for future projects. Projects which are currently in progress include the Middlefield North Traffic Safety Project, Crescent Park neighborhood safety improvement pilot, and Charleston/San Antonio Traffic Signal Safety and Operations Improvement Project. Airport Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Airport Projects – Page 1 of 1 One‐Time Projects Airport Apron Reconstruction (AP‐16000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $13,499,947 $52,701,456 Public Works Construction Summer 2022 Project Status: This project includes the design and reconstruction of the Palo Alto Airport apron and is being implemented in multiple phases. The pavement surfaces at the airport are failing and uneven. The need to reconstruct the aircraft parking apron is critical to airport safety. Construction Phase I was completed in November 2017. Construction Phase II was completed in winter 2020. Construction on Phase III is scheduled to begin in FY 2021. Airport Layout Plan (AP‐21000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $583,500 Public Works Design Spring 2022 Project Status: This project provides updates to the Airport Layout Plan (ALP), including a narrative report and environmental study. Airport Facilities Electrical Improvements (AP‐20000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $206,000 Public Works Design Fall 2020 Project Status: This project upgrades the outdated electrical panels for the Palo Alto Airport office rental spaces. The project is designed and building permits are approved. The project is scheduled to go out to bid in August 2020 and construction will start in fall 2020. Recurring Projects 2019‐2023 – Airport Capital Improvements Program Projects: There are no recurring projects scheduled at this time. Electric Fund Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Electric Fund Projects – Page 1 of 11 One‐Time Projects 230 kV Electric Intertie (EL‐06001) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $578,055 $440,040 Utilities Pre‐Design Summer 2022 Project Status: This project will perform a technical feasibility study to determine the general project requirements to establish a 230 kV electric intertie line and construct a 230/60 kV substation to connect the City's electric system directly to the 230kV transmission line. The City has presented its findings to Stanford University and SLAC National Accelerator Laboratory (under the oversight of the Department of Energy), the two other parties involved with facilitating this work. Stanford decided they do not want to participate in the project so the 230 kV option is no longer viable. Staff will pursue other options to procure an alternative transmission source to serve Palo Alto. This project will be renamed in the future. Capacitor Bank Installation (EL‐16002) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $180,434 $186,298 Utilities Design Fall 2021 Project Status: This project installs capacitor banks at electric substations and on distribution lines to ensure Northern California Power Association Power Factor requirements are met. Staff has performed an analysis where capacitors are needed to provide VAR support to the system. Capacitor banks will be installed at Hanover Avenue, Hansen Way, Quarry Road and Park Boulevard Substations. Progress on the project was delayed due to restrictions posed by COVID‐19 and the installations are now expected to be completed by fall 2021. Coleridge Cowper Tennyson 4/12kV Conversion (EL‐14000)* Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $29,827 $980,000 Utilities Design Summer 2022 Project Status: This project converts the primary electric distribution system in the Coleridge/Cowper/Tennyson area from 4 kV to 12 kV. This project is a precursor to work being planned for Colorado/Hopkins Substations. Design is at 90% completion and is delayed due to COVID‐19 restrictions. Construction of this project is deferred to maintain zero rate increases to ease economic recovery because of COVID‐19. Colorado Power Station Equipment Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $922,316 $2,762,500 Utilities Pre‐Design Fall 2021 Project Status: Staff is evaluating the need to replace the COP‐3 115 kV/60 kV transformer bank at Colorado Electric Fund Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Electric Fund Projects – Page 2 of 11 Upgrades (EL‐19001) Substation. Future project completion dates will be based on the outcome of this evaluation. Colorado Substation Site Improvements (EL‐19002) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $16,360 $500,000 Utilities Pre‐Design Fall 2022 Project Status: This project will make modifications to the substation driveways and fence to provide adequate ingress and egress for utility vehicles used for maintenance and repair. Staff is preparing an overall masterplan for Colorado Substation to include all proposed improvements. Preliminary designs for lighting, driveway, and fence have been prepared but need to be incorporated together, and with other proposed improvements, to ensure a cohesive design and plan for construction. Colorado Hopkins System Improvement (EL‐15000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $3,518,000 Utilities Pre‐Design Summer 2027 Project Status: This project will replace deteriorating equipment which will increase system capacity and improve service reliability for the areas served by the Hopkins and Colorado substations and adjacent substations. After performing the preliminary engineering analysis, it has been decided to rebuild Hopkins substation to a 12kV substation. Design on this project will begin summer 2022. Because of the deferral of related 4/12 kV conversion work the completion date of this project will need to be pushed out East Meadow Circles 4/12kV Conversion (EL‐17001)* Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $38,704 $1,014,993 Utilities Pre‐Design Spring 2022 Project Status: The project converts the primary electric distribution system in the East Charleston/Alma Street/East Meadow Drive/Middlefield Road area from 4 kV to 12 kV and is challenging because of the configuration of the streets and rear easement facilities. Engineering is continuing to work on a design that should be completed September 2020. Construction of this project is deferred to maintain zero rate increases to ease economic recovery because of COVID‐19. Facility Relocation for Caltrain Modernization Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $103,587 $3,061,999 Utilities Design Fall 2020 Project Status: The Utilities Department received approval from Caltrain to continue removal of the overhead lines in October 2018. The installation of the Overhead Catenary System above the rails to power the trains will Electric Fund Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Electric Fund Projects – Page 3 of 11 (EL‐17007) cause conflicts with the City's overhead electric and communication lines, as well as those owned by others, including AT&T and Comcast, which cross the railroad tracks. In June 2020, Council approved the contract for construction of this project, in conjunction with EL‐19004. Wood Pole Replacement, and construction is expected to start in July 2020. Hopkins Substation 4/12kV Conversion (EL‐20000)* Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $5,693,000 Utilities Pre‐Design Spring 2026 Project Status: This project converts the distribution system connected to the Hopkins Sub‐station from 4kV to 12kV. Engineering design is to begin on this project in fall 2020 but the start of construction will be deferred to maintain zero rate increases to ease economic recovery because of COVID‐19. HCB Pilot Wire Relay Replacement (EL‐17005) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $305,123 $819,647 Utilities Construction Summer 2022 Project Status: This project replaces the existing HCB pilot wire relays with a new microprocessor line differential protective relay to protect the city’s 60kV sub‐transmission line sections and equipment from damage due to faults (i.e. short circuits) on the 60kV line sections. This project is being done is phases, with design and construction happening concurrently on the different phases. Construction of these improvements rely on work completed by other projects to install fiber optic connections. Staff is working on the design for the replacement of relays at Park Substation and Switching Station and between line sections COP‐PB, COP‐AC and COP‐HO. Rebuild Underground District 15 (EL‐11003)* Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $43,348 $506,107 Utilities Design Spring 2022 Project Status: This project rebuilds and replaces the underground electric system in Underground District 15, the area bounded by Los Palos Avenue, Glenbrook Drive, Pomona Avenue, and Arastradero Road. This project is in the preliminary stages of engineering design and work will be coordinated with EL‐16000 which is currently rebuilding the electric system along Arastradero Road. Work on this project was delayed due to public input regarding the design of the project. Changes to the Rules and Regulations will require property owners to pay for the differential cost should they want submersible equipment instead of pad mount. Design of the project is delayed as staff prepares cost information to present to affected property owners showing how much they will Electric Fund Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Electric Fund Projects – Page 4 of 11 have to pay. Construction of this project is also deferred to maintain zero rate increases to ease economic recovery because of COVID‐19. Rebuild Underground District 16 (EL‐13003)* Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $10,858 $398,252 Utilities Design Spring 2022 Project Status: This project rebuilds and replaces the underground electric system in Underground District 16, the area along Louis Road between Greer Street and Loma Verde Avenue. This project design and cost estimate is nearly complete and this project will be bundled with other similar type jobs for bidding to obtain more favorable pricing. Construction of this project is deferred to maintain zero rate increases to ease economic recovery because of COVID‐19. Rebuild Underground District 19 (EL‐11008) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $149,023 $149,023 Utilities Completed Spring 2020 Project Status: This project rebuilt and replaced the underground electric system in Underground District 19, the area bounded by Forest Avenue, Waverley Street, Addison Avenue, and Alma Street. This project is completed. Rebuild Underground District 20 (EL‐14002) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $9,969 $1,409,965 Utilities Design Summer 2025 Project Status: This project rebuilds and replaces the underground electric system in Underground District 20, the area bounded by Channing Avenue; Center Street; Hamilton Avenue; and Lincoln Avenue. This project is in the preliminary stages of assessment for engineering design. Design is 65% completed and has been hampered by COVID‐19 restrictions. Construction of this project is deferred to maintain zero rate increases to ease economic recovery because of COVID‐19. Rebuild Underground District 23 (EL‐17000)* Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $1,264,000 Utilities Pre‐design Summer 2025 Project Status: This project rebuilds and replaces the underground electric system in Underground District 23, the area bounded by Chaucer Street; Hamilton Avenue; and Southwood Drive. This project is in the preliminary stages of assessment for engineering design. Design on this project will begin spring 2021. Construction of this Electric Fund Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Electric Fund Projects – Page 5 of 11 project is deferred to maintain zero rate increases to ease economic recovery because of COVID‐19. Rebuild Underground District 24 (EL‐10006) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $1,885,129 $2,529,195 Utilities Construction Spring 2021 Project Status: This project rebuilds and replaces the underground electric system in Underground District 24, the area bounded by Lytton Avenue; Bryant Street; Forest Avenue; and Alma Street. Construction by city staff is approximately 90% completed but is currently slowed due to a shortage of Operations staff and COVID‐19 restrictions. Work is being scheduled with Operations and to accommodate impacted customers as best as possible. Rebuild Underground District 25 (EL‐19000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $9,266 $242,600 Utilities Design Summer 2022 Project Status: This project rebuilds and replaces the underground electric system in Underground District 25. District 25 includes Orme Street between Los Robles Avenue and Juana Briones School. Engineering design is currently in progress and is awaiting the procurement of an easement on private property. Construction of this project is deferred to maintain zero rate increases in an effort to ease economic recovery because of COVID‐19. Rebuild Underground District 26 (EL‐16000)* Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $4,800 $945,827 Utilities Design Spring 2022 Project Status: This project rebuilds and replaces the underground electric system in Underground District 26 the area along Arastradero Road between El Camino Real and Hillview Avenue. This project is in design and will be designed in conjunction with, and eventually bid with, EL‐11003 which is rebuilding the electric system on Los Palos Avenue, Glenbrook Drive, and Pomona Avenue. This project will be bundled with other similar type jobs for better bid results. Construction of this project is deferred to maintain zero rate increases to ease economic recovery because of COVID‐19. Rebuild Underground District 30 (EL‐19003) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $1,556,000 Utilities Pre‐Design Summer 2025 Project Status: This project will rebuild and replace the underground electric system in the area bounded by San Francisquito Creek, Edgewood Drive, Island Drive, Hamilton Avenue, Center Drive, Dana Avenue, Alester Avenue Electric Fund Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Electric Fund Projects – Page 6 of 11 and Jackson Drive. Design on this project is delayed due to COVID‐19 restrictions and will begin July 2022. Reconfigure Quarry Feeders (EL‐14005) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $469,506 $1,036,754 Utilities Construction Winter 2021 Project Status: This project reconfigures how distribution circuits are connected to each substation transformer at Quarry Substation. While phases of this project have been completed in construction, others phases still need to be designed and constructed. Design of the final phase of this project is being estimated and the drawings and job package prepared. Construction will be delayed due to the impact of COVID‐19 restrictions. Smart Grid Technology Installation (EL‐11014) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $736,960 $13,366,104 Utilities Pre‐Design Fall 2024 Project Status: Council approved proceeding with Advanced Metering Infrastructure (AMI) and associated smart grid investments in December 2018. AMI is a foundational technology that is becoming a standard in the utilities industry and will improve customer experience while enabling CPAU to operate more effectively. An AMI‐based smart grid system will empower customers to more efficiently utilize utility supplies, facilitate customer adoption of distributed energy resources (DER) such as solar photovoltaics (PV) and electric vehicles (EV), and enable the timely detection of water leaks. AMI will also enable CPAU to optimize operations and improve reliability by reducing restoration time for outages. Staff has gone out to bid for procurement of an AMI system and the bids are being evaluated. Substation 60kV Breaker Replacement (EL‐17002) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $248,238 $3,413,169 Utilities Construction Summer 2025 Project Status: This project replaces high voltage circuit breakers that interconnect the nine electric substations and two power switching stations that are reaching the end of their useful life and/or are now underrated for the use. This project is being done is phases, with design and construction happening concurrently on the different phases. Staff completed the first phase of procurement and is negotiating a contract with a contractor to complete the design and replacement of the remaining breakers. Substation Physical Security Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $212,719 $2,139,773 Utilities Construction Winter 2025 Electric Fund Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Electric Fund Projects – Page 7 of 11 (EL‐16003)* Project Status: This project installs facilities providing physical protection of electric substations from vandalism and intrusion. A professional services contract was awarded to Burns & McDonnell and the study is complete and staff implements recommendations from the study each Fiscal Year. Bids are being reviewed for improvements at Hanover Avenue and Hansen Way substations. Utility Site Security Improvements (EL‐04012) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $1,539,560 $1,644,681 Utilities Completed Spring 2020 Project Status: This project adds electronic security systems at utility sites to protect equipment at electric substations, water pumping plants, reservoirs, and gas stations from intrusion and vandalism. To date, cameras and detection systems have been installed at nine electric substations, three water stations, and one natural gas station to monitor facilities. Staff is working on standardizing equipment and video management software across departments. This project is completed. Any additional video equipment will be incorporated as part of the work under EL‐16003 – Substation Physical Security. VA Hospital – Customer Load Requirements (EL‐17003) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $84,984 $84,984 Utilities Completed Spring 2020 Project Status: This project met the growing electric needs of the VA Hospital. Staff has had numerous discussions with VA Hospital on electric load growth at the hospital and anticipated needs from the utility. Much of the cost is reimbursed to the City by the VA Hospital. Staff has prepared preliminary designs for interim solutions and is awaiting additional information from VA to develop long range plans to meet their future needs. Because a majority of the construction work will be completed by VA Hospital, this WBS was closed and any remaining work will be charged against EL‐89028 – Electric Customer Connections. Underground District 42 – Embarcadero Road, Emerson, Middlefield EL‐08001 Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $2,050,000 Utilities Pre‐Design Spring 2026 Project Status: This project will replace the existing overhead electrical distribution system with an under‐ ground system along Embarcadero between Emerson and Middlefield. This project involves creating an Underground Utilities District and performing the work on a general benefit basis under the provisions of Utility Rule 17 which requires the Utility to bear the cost of the distribution system and the property owners to bear the cost of undergrounding their services. This project is deferred due to higher priority work. Electric Fund Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Electric Fund Projects – Page 8 of 11 Underground District 46 – Charleston/El Camino Real (EL‐12001) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $2,328,463 $3,499,983 Utilities Construction Fall 2021 Project Status: This project undergrounds the existing overhead utility systems in the area along the 400 block of West Charleston and El Camino Real. Underground substructures have been installed. A shortage of Operations staff has caused a review and revision of construction plans. Staff is now working on a bid package to complete the reconstruction of the 60kV line, installation of steel poles, and removal of the overhead wires, while internal electric operations staff schedules the installation of a new underground electric system. Underground District 47 – Middlefield, Homer, Webster, Addison (EL‐11010) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $3,190,128 $3,649,356 Utilities Construction Summer 2020 Project Status: This project undergrounds the existing overhead distribution system in the area bounded by Middlefield Road, Homer Avenue, Webster Street, and Addison Avenue. Installation of substructures and utility electric system is completed. There is only one customer who has not converted their service and they have been given a deadline of July 14 to complete their conversion work. Where possible, the overhead electric lines are being removed and poles cut down to the level of the communication lines. Recurring Projects Communications System Improvements (EL‐89031) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $800,766 $100,000 Utilities N/A Recurring Project Status: This project installs copper wire cable systems, high frequency coaxial cable, fiber optic cable, and related equipment to provide communications services for traffic signal coordination, telephone links, computer data transmission, and the Electric Supervisory Control and Data Acquisition (SCADA) system. This project is funding a portion of the design phase of an expanded Utilities fiber optic network. The contract for design of this network was approved by Council in June 2020. Electric Fund Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Electric Fund Projects – Page 9 of 11 Electric Customer Connections (EL‐89028) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $2,648,995 $2,400,000 Utilities N/A Recurring Project Status: This project installs services, transformers, and meters for new customers; upgrading of existing services; temporary service connections; and overhead and underground extensions for new or existing customers. Projects are in various stages of design and construction to provide temporary and permanent power to residential and commercial customers in Palo Alto. Electric System Improvements (EL‐98003) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $2,414,005 $1,500,000 Utilities N/A Recurring Project Status: This project consists of various projects that replace deteriorated facilities or install protective devices that improve the Electric Distribution System. Projects are in various stages of development to replace transformers, replace poles, replace overhead wires, and install protective devices to improve service reliability. Electric Utility Geographic Information System (EL‐02011) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $68,904 $326,000 Utilities N/A Recurring Project Status: This project enhances the citywide Geographical Information System (GIS). The primary emphasis will be to provide a compatible user interface and estimating software, to edit and update data which will reside in the citywide GIS. This funding is also being used to pay for Utilities Electric Division’s share of cost for the implementation of new city‐wide GIS system (ESRI) led by IT. Staff is also working directly with IT to assess GIS needs and the transition of the mapping information to ESRI. SCADA System Upgrades (EL‐02010) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $63,805 $265,000 Utilities N/A Recurring Project Status: This project upgrades the Supervisory Control and Data Acquisition (SCADA) system hardware. Staff completed upgrade of the servers used for monitoring the utility substations and equipment in 2014. Vendor delays due to COVID‐19 restrictions postponed the server upgrade till 2021. Substation Facility Improvements Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $375,144 $327,800 Utilities N/A Recurring Project Status: This project makes improvements to facilities at the electric substations in Palo Alto. Staff is Electric Fund Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Electric Fund Projects – Page 10 of 11 (EL‐89044) working on the replacement of Remote Terminal Units (RTU) at various substations, upgrading gravel and grounding, and reconfiguring steel trusses and associated devices. Substation Protection Improvements (EL‐89038) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $690,592 $300,000 Utilities N/A Recurring Project Status: This project makes improvements to equipment used at electric substations to protect the substation equipment and circuits emanating from the substation from damage due to faults (i.e. short circuits) on the electric system. Underground System Rebuild (EL‐16001)* Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $22,478 $350,000 Utilities N/A Recurring Project Status: This project replaces underground electric equipment in areas that were originally installed underground, that are not part of an Underground District. Staff is working to identify areas where the age of the existing cables are a high priority for cable replacement. To date, this includes areas in the Stanford Research Park, Arastradero Road, and along East Bayshore Road. New areas have been identified but no progress has been made on development of the project as staff are currently working on other projects with higher priorities. Wood Pole Replacement (EL‐19004) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $26,395 $1,500,000 Utilities N/A Recurring Project Status: This project will fund the annual replacement of deteriorated wood power poles. Staff has identified 84 wood poles for the pole replacement contract. In June 2020, Council approved the contract for construction of this project, in conjunction with EL‐17007 ‐ Facility Relocation for Caltrain Modernization and construction is expected to start in July 2020. Upgrade Electric Estimating System (EL‐13008) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $23,148 $23,148 Utilities N/A Recurring Project Status: This project upgrades the existing Electric estimating software used for preparing job estimates by integrating engineering analysis, adding predefined standards and templates, and by integrating documentation, materials ordering, and work management functions. Staff completed the underground Electric Fund Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Electric Fund Projects – Page 11 of 11 construction standards and the draft of the overhead construction standards for electric installations. The software used for project estimating was upgraded to the latest version. Staff will work with IT to assess a possible transition of the estimating software from AME to ESRI. Fiber Optics Fund Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Fiber Optics Fund Projects – Page 1 of 1 One‐Time Projects Fiber Optic System Rebuild (FO‐16000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $167,167 $1,292,156 Utilities Design Spring 2021 Project Status: This project is for the System Capacity Improvement that rebuilds portions of the "dark" fiber optic network around Palo Alto. The first phase of this project has been constructed. Additional work is being assessed and will be coordinated with the project to expand the Utilities Fiber Optic Network (EL‐89031). Recurring Projects Fiber Optics Network System Improvements (FO‐10001) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $1,009,942 $500,000 Utilities N/A Recurring Project Status: This project improves the reliability within the fiber optic network system. A project to install a new fiber optic cable from Park Substation to the Stanford Research Park to enhance capabilities and reliability is identified and waiting for availability of staff to design Fiber Optics Customer Connections (FO‐10000) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $133,326 $250,000 Utilities N/A Recurring Project Status: This project enables the installation of fiber optic infrastructure for new service connections. Projects are developed as needed to meet customer requests for leasing of fibers on the Dark Fiber system. Staff have processed and completed nine customer connection projects since the last update, in addition to several smaller projects involving existing fiber optic cable connections that did not require additional engineering design and were handled directly by Operations staff. The number of projects was likely impacted by COVID‐19 work restrictions. Gas Fund Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Gas Fund Projects – Page 1 of 3 One‐Time Projects Gas Main Replacement Project 23 (GS‐13001)* Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $1,935,021 $11,124,279 Utilities Design Winter 2021 Project Status: This project enables the design and construction to replace approximately 21,700 linear feet (which represents 1.9% of the City's Gas distribution main system) of distribution main and 320 gas service laterals constructed mainly of PVC material on various streets within the Midtown, Evergreen Park, Ventura, College Terrace, Charleston Terrace, and Research Park neighborhoods. The design is expected to be completed in summer 2020 with construction beginning in late fall 2020. Gas ABS/Tenite Replacement Project (GS‐18000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $2,615,100 Utilities Construction Summer 2020 Project Status: This project replaces approximately 130 gas services laterals constructed of Acrylonitrile‐butadiene‐ styrene (ABS) or Tenite material on various streets. Council approved funding in June 2019. Construction began in fall 2019 and will be completed in summer 2020. After this project, there will be approximately sixteen known ABS services remaining in the gas system. Ten services will be replaced as part of GMR 23 in FY 2021, one service will be replaced when RWQCP retires the plant burner, and five services will be scheduled for replacement once the five‐year moratorium ends on those streets. Recurring Projects Gas System, Customer Connections (GS‐80017) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $1,039,110 $1,342,415 Utilities N/A Recurring Project Status: This project enables the Gas Distribution System to be extended in order to provide gas service to new customers and augment service to customers with increased natural gas demands. Improvements include new mains, services, valves, regulators, meters, and accessories. This project upgrades infrastructure to Gas Fund Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Gas Fund Projects – Page 2 of 3 provide gas service connections to new customers, meet changes in existing customer service demands, and respond to changes in gas service requirements due to new development or redevelopment. This project is funded partially from reimbursements by customers. City crews completed sixty‐five new gas services between January 2020 and June 2020. Gas Distribution System Improvements (GS‐11002) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $9,600 $500,000 Utilities N/A Recurring Project Status: This project enables Gas Distribution System improvements. Typical activities include: increasing distribution system capacity for load growth, replacing deteriorated capital facilities, reconfiguring/adding to the system to improve service reliability, conducting research related to performance of the gas distribution system or its various components, and making general improvements to the system. The City must continuously evaluate service reliability needs and make improvements to the system to maintain top level service to City customers and to minimize potential economic losses due to service interruptions. In the second half of FY 2020, approximately one hundred feet of natural gas mains identified in non‐standard locations were either upgraded or replaced. Gas Equipment and Tools (GS‐13002) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $117,005 $100,000 Utilities N/A Recurring Project Status: This project purchases polyethylene (PE) fusion equipment and tools, directional boring/locating equipment and tools, and general shop equipment and tools. The equipment needs to be upgraded on an annual basis to safely operate and maintain a natural gas distribution system and to ensure operators’ safety and productivity. Some recent purchases include large diameter tapping, stopping machines, and a pressure recording chart. Gas Meters and Regulators (GS‐80019)* Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $45,551 $250,000 Utilities N/A Recurring Project Status: This project provides replacement of the existing gas meters and regulators annually. The Gas Fund Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Gas Fund Projects – Page 3 of 3 coordination of gas meter and regulator replacements with gas meters identified to be replaced under the AMI contract, which is generally gas meters that are 25 years or older. The gas meter replacement program ensures the accuracy of gas consumption measurement, reduces possible revenue loss due to under‐registered gas, and provides customers with accurate monthly bills. Storm Drain Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Storm Drain Projects – Page 1 of 2 One‐Time Projects Corporation Way System Upgrades and Pump Station (SD‐21000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $3,166,000 Public Works Design Spring 2022 Project Status: This project incorporates a design of a new small pump station with 25 cubic feet per second capacity and upgrades 700 linear feet of storm drain pipe to 30 inch High Density Polyethylene. The existing system does not have the force needed to discharge storm flows into the Adobe Creek. Adding a pump station in advance of the outfall and upsizing the storm drain pipe will eliminate the routine flooding along East Bayshore Road and convey runoff from a 10‐year storm event. The design consultant contract was awarded in June 2020. Final design is anticipated to be complete in spring 2021. Construction is anticipated to be completed in spring 2022. Loma Verde Avenue Trunk Line Improvements (SD‐19000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $45,028 $2,976,813 Public Works Construction Fall 2020 Project Status: This project replaces 1,750 linear feet of storm drain pipe with 48‐inch High Density Polyethylene and replaces associated catch basins, laterals and manholes. This project was dependent on completion of the Matadero Creek Storm Water Pump Station Project, located downstream from Loma Verde Avenue storm drain improvements. The construction contract was awarded in June 2020 with work planned to begin in summer 2020 and to be completed by fall 2020. West Bayshore Road Pump Station (SD‐20000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $2,624 $1,339,400 Public Works Design Spring 2023 Project Status: This project incorporates design and construction of a new small pump station with 15 cubic feet per second capacity. The Storm Drain Master Plan identifies this as a high priority project. Installing a new pump station will allow storm flows to be pumped into the Adobe / Barron Creek confluence while adding a pump station in advance of the outfall would eliminate the routine flooding along West Bayshore Road and allow the system to convey runoff from a 10‐year storm event. The design consultant contract was awarded in June 2020. Final design is anticipated to be complete in spring 2021. Construction is planned to be completed by spring 2023. West Bayshore Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion Storm Drain Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Storm Drain Projects – Page 2 of 2 Road and Fabian Way Capacity Upgrades (SD‐23000) $0 $2,109,000 Public Works Design Spring 2024 Project Status: This project incorporates design and construction of a new small pump station with 15 cubic feet per second capacity. The Storm Drain Master Plan identifies this as a high priority project. Installing a new pump station will allow storm flows to be pumped into the Adobe / Barron Creek confluence while adding a pump station in advance of the outfall would eliminate the routine flooding along West Bayshore Road and allow the system to convey runoff from a 10‐year storm event. Proposals were received in November 2019 for a design contract. The consultant contract was awarded in June 2020. The design is anticipated to be complete in spring 2021. Construction is planned to be completed by spring 2024. Recurring Projects Storm Drainage System Replacement and Rehabilitation (SD‐06101) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $461,993 $2,159,481 Public Works N/A Recurring Project Status: This project provides for annual replacement and rehabilitation to maintain the integrity of the storm drain system, including deteriorated storm drain pipes, manholes, and storm drain inlets. The current project to rehabilitate an existing box culvert over Oregon Expressway is underway. The design was finalized in December 2019. The project will go out to bid and staff anticipates awarding a construction contract in fall 2020 with construction completing in late 2020. I I I I Wastewater Collection Fund Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Wastewater Collection Fund Projects – Page 1 of 3 One‐Time Projects Wastewater Collection System Rehabilitation Augmentation Project 28 (WC‐15001) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $478,178 $5,665,897 Utilities Completed Spring 2020 Project Status: This project enabled the design and construction of a high priority wastewater main and lateral replacement work to reduce inflow of rainfall and ground water into the collection system. The project replaced or rehabbed a total of 7,655 linear feet of wastewater mains located in the Leland Manor/Garland, Midtown West, and Lower Page Mill/Los Altos Hills areas of the City. Project Notice of Completion was effective June 15, 2020. Wastewater Collection System Rehabilitation Augmentation Project 30 (WC‐17001)* Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $6,921,684 Utilities Design TBD Project Status: This project funds the design and construction of high priority main and lateral replacement work, which reduces inflow of rainfall and groundwater into the collection system. The project replaces approximately 21,000 linear feet (which represents 1.8% of the City's Wastewater Collection System) for various streets in the City, including Ventura, Charleston Meadows, and Research Park neighborhoods. The project will be comprised of pipes identified in video inspection work or through maintenance records as deficient and in need of replacement. Priority will be given to areas identified by Public Works as targeted work zones ensuring coordination between departments. Wastewater Collection System Rehabilitation Augmentation Project 29 (WC‐16001) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $113,466 $4,434,839 Utilities Construction Summer 2020 Project Status: This project currently in construction replaces of 8,972 linear feet of wastewater mains. The sanitary sewer mains, laterals, and manholes to be rehabilitated or replaced in this project are located in the Charleston Meadows neighborhood. Construction started in February 2020 and was suspended due to COVID‐19 County’s Shelter‐in‐Place Order. The completion date is delayed till September 2020. Recurring Projects Sewer System, Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion Wastewater Collection Fund Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Wastewater Collection Fund Projects – Page 2 of 3 Customer Connections (WC‐80020) $301,755 $445,000 Utilities N/A Recurring Project Status: This project installs sewer lateral connections and additions or extensions of existing mains to serve new customers and to respond to changes in sewer requirements due to redevelopment. Old existing non‐plastic sewer laterals with condition deficiencies per Utilities Operations’ criteria are required to be replaced. Other revenue includes customer connection and capacity fees for connecting to the wastewater collection system. Sewer Lateral/Manhole Rehabilitation and Replacement (WC‐99013) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $802,497 $825,000 Utilities N/A Recurring Project Status: This project replaces defective sewer laterals, cleanouts, manholes, install backwater devices, and purchase equipment to support these activities to maintain the Wastewater Collection System. Information collected during routine annual maintenance activities is used to prioritize work. The work performed will help reduce both the backflow of sewage onto private property and the City's treatment expenses. This project also cleans and video‐inspects sewer collection mains and laterals as necessary. Wastewater General Equipment and Tools (WC‐13002) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $0 $50,000 Utilities N/A Recurring Project Status: This project includes the acquisition of new fusion equipment and other associated tools. The equipment is used to fuse together pipe joints in the City's wastewater collection system. As the equipment ages, the quality of the fusion joints begins to decline, and the operators must spend more time scraping, aligning, and fusing construction joints to maintain a high quality of standards for the installation of City's wastewater collection mains, along with the associated service standards and worker safety and productivity measures, equipment and tools require continuous upgrades. In the second half of FY 2020, a transporter was purchased for the wastewater CCTV van camera. Wastewater System Improvements (WC‐15002) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $ 0 $260,000 Utilities N/A Recurring Project Status: This project implements improvements to the Wastewater Collection System. Typical activities include: increasing system capacity for growth, flow monitoring, hydraulic modeling and system analysis, load simulations, asset management analysis and assessment, system inflow/infiltration analysis, and sanitary sewer Wastewater Collection Fund Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Wastewater Collection Fund Projects – Page 3 of 3 overflow monitoring and reduction. Mainline sewer backups and overflows into homes and businesses are costly and create a health risk. Reducing the losses associated with these backup claims requires a continuous evaluation of system needs and making improvements to maintain a high level of service. Replacement of the City’s legacy wastewater maintenance and asset management software (ICOM) will begin in summer 2020. Sedaru’s wastewater collection system soft‐water and implementation project was approved by Council in June 2020. The project kick‐off meeting is scheduled for early July 2020. Wastewater Treatment Fund Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Wastewater Treatment Fund Projects – Page 1 of 2 One‐Time Projects Advanced Water Purification Facility (WQ‐19003) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $23,246,073 Public Works Pre‐Design Winter 2024 Project Status: This project enables the design and construction of an Advanced Water Purification Facility to further improve the quality of the tertiary‐treated recycled water by microfiltration or ultrafiltration followed by reverse osmosis to reduce the level of total dissolved solids. The water reuse partnership agreement with Valley Water and Mountain View provides $16 million in funding from Valley Water for this project. Design is expected to be completed in FY 2021 with project completion in FY 2024. Outfall Line Construction (WQ‐19000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $8,219,000 Public Works Design Winter 2023 Project Status: This project consists of the construction of a new parallel outfall pipe to convey final plant effluent to San Francisco Bay. Design is 99% complete, awaiting FAA approval. The City is expecting a State low‐interest loan to be awarded for the construction phase. Secondary Treatment Upgrades (WQ‐19001) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $483,059 $30,763,109 Public Works Design Fall 2024 Project Status: This project upgrades the Secondary Treatment process at the Regional Water Quality Control Plant. The existing Secondary Treatment process has two main components; the Fixed Film Reactors (FFR) and the Activated Sludge (AS) Process. This project includes the reconstruction of the AS process, rehabilitation of the AS Aeration Basins, and the elimination of the FFRs. The design contract began in October 2018. Staff is pursuing a State low‐interest loan or bond for the construction phase. New Laboratory and Environmental Services Building (WQ‐14002) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $76,175 $22,767,993 Public Works Design Fall 2024 Project Status: This project replaces the existing Plant lab and environmental services offices. This building will consolidate staff from the current four separate buildings and will provide a larger and updated lab. In February 2019 a consultant began the design. Staff is pursuing a State low‐interest loan or bond for the construction phase. Wastewater Treatment Fund Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Wastewater Treatment Fund Projects – Page 2 of 2 Plant Master Plan (WQ‐10001) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $3,024,494 $3,024,494 Public Works Construction Fall 2021 Project Status: This project enables the ongoing program management support for major capital projects. Current tasks include developing scopes of work, evaluating consultant proposals, coordinating project management activities, pursuing State low‐interest loans for multiple projects, and updating partner agreements. The consultant continues to provide support for the tasks associated with this project. Primary Sedimentation Tank Rehabilitation (WQ‐14003) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $653,663 $20,389,640 Public Works Design Spring 2023 Project Status: This project enables the design and construction for new protective coatings on each of the four concrete primary sedimentation tanks and replacement of worn rotating parts and mechanical and electrical equipment. These tanks were installed in 1972 and the recoating project will extend the concrete life another 30 years. Design is complete and the construction project is in the solicitation process. The City is expecting a State low‐interest loan be awarded for the construction stage. Recurring Projects Plant Repair, Retrofit and Equipment Replacement (WQ‐19002) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $327,099 $7,017,719 Public Works N/A Recurring Project Status: This project enables the assessment, repair, and retrofit of the Plant's concrete and metal structures; the replacement of necessary Plant equipment and ancillary facilities to maintain treatment reliability and existing infrastructure; and the replacement of large diameter flow meters built into the wastewater treatment system on sewers, pipes, and water lines. Water Fund Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Water Fund Projects – Page 1 of 5 One‐Time Projects Mayfield Reservoir Subgrade and Venting Repair (WS‐19000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $600,000 Utilities Construction Summer 2020 Project Status: This project is part of the City’s recent Seismic Upgrade and Emergency Water Supply and Storage Projects. The reservoir was drained in 2012 for approximately two years to allow extensive seismic rehabilitation work to be performed and construction of a new pump station. Subsequently hairline cracks were sealed in the reservoir. A geotechnical consultant was hired to evaluate the tank foundation. This study was completed and there were several options identified. Staff has completed the design of the vent screen replacement and crack sealing. The Notice of Award was issued in February 2020. The Notice to Proceed with construction was delayed until the start of July 2020 due to Covid‐19. Water Main Replacement Project 27 (WS‐13001) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $148,886 $ 7,786,998, Utilities Completed Spring 2020 Project Status: This project replaced approximately 9,600 linear feet of structurally deficient, aging, or corroded water mains and services along the mains on Sand Hill Road, Oak Creek Drive (5%) and Fulton Avenue. The project is currently complete except for the Oak Creek Drive (95%) portion of the work that should be done after Stanford’s bank stabilization project is completed. Water Regulation Station Improvements (WS‐07000)* Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $ 1,476,112 $ 1,474,455 Utilities Design Fall 2020 Project Status: This project for Water Regulation Station Improvements includes seismic upgrades, piping improvements and other various upgrades to increase the structural reliability of three of the City’s turnouts with SFPUC. Work under this project was included in the Seismic Upgrade of four Steel Tanks and three Turnouts’ Project and the project was completed and closed out. Due to multiple existing issues at the California Turnout, upgrade work at this facility has been removed from the contract. The Water Configuration Study was terminated and staff will review the needs at a Pre‐Design level. Additionally, new issues with the pressure reducing valves in the Page Mill and Arastradero regulating stations were found and will be addressed. Water Recycling Facilities Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $ 705,477 $ 852,697 Utilities Pre‐Design Fall 2023 Water Fund Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Water Fund Projects – Page 2 of 5 (WS‐07001)* Project Status: This project allows the City to hire a consultant to prepare a business plan, prepare preliminary design, and secure funding options for an expansion of the existing recycled water delivery system in the City. The pipeline will primarily serve the Stanford Research Park and provide an alternative supply source of 435,600 cubic feet per year, roughly 10% of Palo Alto’s total water consumption in 2015. The environmental impact report was completed in September 2015. The expansion pipeline is one of several water reuse projects being considered in the Northwest County Recycled Water Strategic Plan. This, or one of the other projects, may be recommended to Council for design and construction. The earliest that work would commence is in FY 2022. Water Reservoir Coating Improvements (WS‐08001) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $ 1,624,519 $ 2,141,1782 Utilities Completed Spring 2020 Project Status: This project for Water Reservoir Coating Improvements included the recoating of four steel tanks. Work under this project was included in the Seismic Upgrade of four Steel Tanks and the three Turnout Projects. Once construction started, it was found that the Montebello Reservoir was in very poor condition. Due to escalating costs associated with roof replacement, staff decided to complete construction of the Montebello Reservoir and re‐evaluate the remaining three tanks for replacement. Coating work at the three remaining steel tanks (Dahl, Park and Corte Madera Reservoirs) was removed from the construction contract. The City contracted with an engineering consultant to study the water system as a whole and make recommendations for upgrades and/or improvements. During the Water Configuration Study, the Corte Madera Reservoir was found to be in critical condition and was recommended to be replaced. Part of the funding for the new reservoir will come from this task. The Water Configuration Study contract was terminated due to Consultant’s staffing inability to complete the project. This CIP is scheduled to be closed and the remaining funds are to be returned to reserves. Water Tank Seismic Upgrade and Rehabilitation (WS‐09000) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $ 3,617,775 $ 11,728,033 Utilities Design Summer 2022 Project Status: This project for Seismic Water System Upgrades includes seismic upgrades at the Montebello, Mayfield, Corte Madera, Park, Boronda, and Dahl Reservoirs in compliance with the American Society of Civil Engineers (ASCE 7) seismic codes. Work at the steel tank sites includes the installation of new concrete footings, anchor chairs and tie‐downs, installation of seismic shut off valves and control valves, flexible joints at the inlet/outlet piping connections, relocation of various inlet and outlet piping, backup power supplies, and Water Fund Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Water Fund Projects – Page 3 of 5 reinforcement and/or replacement of interior tank columns. Seismic upgrade work at the Mayfield Reservoir was completed in summer 2013 and work on the Boronda Reservoir was completed in summer 2016. All remaining reservoirs were to be seismically upgraded as part of the Seismic Upgrade of four Steel Tanks and three Turnouts’ Project. However, during construction at the Montebello Reservoir, it was found that the existing roof, support columns and support beams, and floor coating needed total replacement due to their poor condition. Given that all four tanks were constructed at the same time, staff assumes that the remaining three tanks are in the same condition. During the Water Configuration Study the Corte Madera Reservoir was found to be in critical condition and was recommended to be replaced. Most of the funding for the new reservoir will come from this task. Design‐Build proposals were received and evaluated and the contract phase is in progress. Water Main Replacement Project 28 (WS‐14001) Prior Years Actuals Total Project Budget Implementing Department Project Phase Project Completion $0 $ 9,085,107 Utilities Design Winter 2021 Project Status: This project will replace approximately 14,985 linear feet (which represents 1.2% of the City's water distribution system) of mains and services on various streets within the City, including areas in the Duveneck/St. Francis, Barron Park and Charleston Meadows neighborhoods. The recently approved capital improvement plan increases the scope of each project and staggers construction projects to every other year. Design is currently underway. Recurring Projects Water Service Hydrant Replacement (WS‐80014) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $72,158 $400,000 Utilities N/A Recurring Project Status: This project replaces system control valves, deteriorated galvanized service lines, lead goose‐ necks, and fire hydrant valves and assemblies per the Fire Department’s flow testing; upgrades fire hydrants in main line replacement project areas; and replaces existing undersized or deteriorated copper water services. Water System Customer Connections Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $ 851,385 $ 750,000 Utilities N/A Recurring Project Status: This project allows for improvements that include new main extensions, valves, domestic Water Fund Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Water Fund Projects – Page 4 of 5 (WS‐80013) services, meters on upgraded services, backflow devices, fire services, and fire hydrants. System extensions are required to provide service to new customers and to serve existing customers requesting expanded service. Water Distribution System Improvements (WS‐11003) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $148,016 $ 446,620 Utilities N/A Recurring Project Status: This project enables improvements to water distribution system deliverability and reliability. Typical activities include: installing restraining joints at critical pipelines and bridge crossings, increasing the size of inadequate facilities, system leakage surveys, network modeling, and fire flow studies or other system improvements as required. Continuous evaluation of system needs and making required improvements is necessary to maintain adequate quantities of quality water, meeting local, state, and federal safe drinking water standards. During the last six months the Mayfield Reservoir VFD replacement and back‐up controls were completed. El Camino Pump Station pump programming was completed and tested to add the capability for the El Camino Reservoir to pump into zone 1 in addition to zone 2. The 18”CCP repair and valve installation on Page Mill Road was bid as part of the WMR 27 project which is under construction. Staff began the ACP pipe study and is in the process of collecting pipe samples. The Water CAD modeling software was upgraded from 2000 pipe to 5000 pipe model. Water General Equipment/Tools (WS‐13002) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $ 0 $ 50,000 Utilities N/A Recurring Project Status: This project acquires new equipment and tools, the replacement of existing fusion equipment, and other associated tools. The fusion equipment is used to fuse together pipe joints in the City's water distribution system. Equipment and tools are required to be upgraded on an annual basis to maintain high quality standards for the installation of the City's water distribution mains, along with the associated service standards and worker safety and productivity measures. Staff did not purchase any equipment or tools in FY 2020. Water Meters (WS‐80015)* Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $122,265 $ 1,292,700 Utilities N/A Recurring Project Status: This project enables the purchasing of meters for new customers, upgrading meters for current customers, installing meter bypasses, and replacing obsolete meters that are no longer repairable. This funding Water Fund Projects Status as of June 2020 * ‐ Projects that were subject to funding reductions in the Fiscal Year 2021‐2025 CIP Water Fund Projects – Page 5 of 5 also allows for annual testing and calibration of selected meters to maintain meter accuracy and reliability. During the AMI implementation process approximately 25% of the meters will be replaced. Water System Supply Improvements (WS‐11004) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $61,673 $ 261,620 Utilities N/A Recurring Project Status: This project evaluates and improves the City’s water distribution system on an as‐needed basis. Typical activities performed under this project include: piping modifications, equipment replacements associated with water delivery, Supervisory Control software upgrades, system modifications for water system quality compliance, conditional assessment of the reliability of transmission mains, and security system installations. The water system includes the connection facilities between the City’s and the San Francisco Public Utility Commission’s pipelines, emergency water wells within the City, pumping stations, water reservoirs, and pipelines. Procured SCADA switches and firewall components for the fiber connections to 27 water sites. Software to control the system was purchased too. Staff installed the hardware and software. Staff is planning SCADA controller upgrades for the water facilities in the foothills. This new project will be funded July 1, 2020. Water, Gas, Wastewater Utility GIS Data (WS‐02014) Prior Year Actuals Current Year Budget Implementing Department Project Phase Project Completion $178,991 $ 736,399 Utilities N/A Recurring Project Status: This project enables contracts related to Utilities GIS (Geographic Information System) needs. AME database is heavily utilized by Utilities Engineering staff to update the utility information in GIS. The updated information is used by various City staff, such as marking/locating underground utilities to comply with USA (Underground Service Alert) requirements; developing design drawings for pipeline replacement projects; verifying existing underground utilities during construction activities; creating customized utility map books for field crews and on‐call personnel to meet their specific needs. Annual surveying contracts to collect GPS points of existing above‐ground utility features within the CIP project areas. The data is used to correct the GIS database. Accurate utility data helps the design of new pipe alignment to minimize construction conflicts. Create synchronization and user interface between the upcoming Citywide ESRI GIS database and Utilities AME database. List of Completed Projects CIP #Project Name Project Description Project Type Fund Source Department Season Completed Year Completed Total Project Budget ** PF‐18000 Parking Lot J Elevator Modernization This project modernized the existing elevators at parking Lot J. The project involves upgrading the interior of the elevators, elevator control interface, call buttons, and meeting current ADA standards. Construction started in April 2019. Project is complete except for the State final inspection on the second car. State is behind because of COVID, but the inspection should be done by the end of July 2020. Construction Buildings and Facilities Public Works Spring 2020 $ 781,324.00 PE‐15003 Fire Station 3 Replacement This project replaced the existing Fire Station at Embarcadero Road and Newell Road with a new structure that meets essential services standards and current program needs. Construction completed in March 2020. Construction Buildings and Facilities Public Works Winter 2020 $ 10,080,258.00 WS‐08001 Water Reservoir Coating Improvements This project included the recoating of four steel tanks. Work under this project was included in the Seismic Upgrade of four Steel Tanks and the three Turnout Projects. Once construction started, it was found that the Montebello Reservoir was in very poor condition. Due to escalating costs associated with roof replacement, staff decided to complete construction of the Montebello Reservoir and re‐evaluate the remaining three tanks for replacement. Construction Water Utilities Spring 2020 $ 2,141,172.00 WS‐13001 Water Main Replacement ‐ Project 27 This project replaced approximately 9,600 linear feet of structurally deficient, aging, or corroded water mains and services along the mains on Sand Hill Road, Oak Creek Drive (5%) and Fulton Avenue. Construction Water Utilities Spring 2020 $ 7,786,998.00 WC‐15001 Wastewater Collection System Rehabilitation Augmentation Project 28 This project enabled the design and construction of a high priority wastewater main and lateral replacement work to reduce inflow of rainfall and ground water into the collection system. The project replaced or rehabbed a total of 7,655 linear feet of wastewater mains located in the Leland Manor/Garland, Midtown West, and Lower Page Mill/Los Altos Hills areas of the City. Construction Wastewater Collection Utilities Spring 2020 $ 5,665,897.00 EL‐17003 VA Hospital ‐ Customer Load Requirements This project met the growing electric needs of the VA Hospital. Staff has had numerous discussions with VA Hospital on electric load growth at the hospital and anticipated needs from the utility. Much of the cost is reimbursed to the City by the VA Hospital. Staff has prepared preliminary designs for interim solutions and is awaiting additional information from VA to develop long range plans to meet their future needs. Design Electric Utilities Spring 2020 $ 84,984.00 1 List of Completed Projects CIP #Project Name Project Description Project Type Fund Source Department Season Completed Year Completed Total Project Budget ** EL‐04012 Utility Site Security Improvements This project added electronic security systems at utility sites to protect equipment at electric substations, water pumping plants, reservoirs, and gas stations from intrusion and vandalism. Cameras and detection systems have been installed at nine electric substations, three water stations, and one natural gas station to monitor facilities. Construction Electric Utilities Spring 2020 $ 1,644,681.00 EL‐11008 Rebuild Underground District 19 This project rebuilt and replaced the underground electric system in Underground District 19, the area bounded by Forest Avenue, Waverley Street, Addison Avenue, and Alma Street. Construction Electric Utilities Spring 2020 $ 149,023.00 FD‐18000 Self Contained Breathing Apparatus Replacement This project replaced Self Contained Breathing Apparatus equipment (SCBA) used by firefighters when entering hazardous conditions when responding to fire and hazardous materials incidents. The SCBA provides breathable air for firefighters when entering environments where the atmosphere is immediately dangerous to life or health. The expected service life for SCBAs is 15 years. Purchase Buildings and Facilities Fire Department Spring 2020 $ 799,999.00 FD‐20000 Cardiac Monitor Replacement This project replaced the entire complement of twenty cardiac monitors in the Department. Along with other tools needed for patient assessment and airway verification, cardiac monitors assess cardiac activity in patients and provide defibrillation and pacing. Purchase Buildings and Facilities Fire Department Spring 2020 $ 850,000.00 PL‐16001 Downtown Mobility and Safety Improvements This project included the construction of curb extensions and the installation of new pedestrian signal heads and traffic signal modifications in 2019 as part of the Upgrade Downtown project. Construction Traffic and Transportation Office of Transportation Fall 2019 $ 1,819,847 FD‐20002 Thermal Imaging Cameras Replacement This project replaced the Thermal Imaging Cameras (TICs) on all fire and response vehicles used to help identify the location of victims; assess the source of fires, smoke, and heat; to assist in creating a plan of action. Purchase Buildings and Facilities Fire Department Fall 2019 $ 99,000 WC‐11000 Wastewater Collection System Rehabilitation Augmentation Project 24 This project addressed areas that were identified in Wastewater Capital Improvement Project 17 (Cleaning and Video Inspection of the Collection System) as needing rehabilitation. This project was combined with Project 25 and 26(WC‐12001; WC‐13001). Construction Wastewater Collection Utilities Fall 2019 $ 3,131,595 WC‐13001 Wastewater Collection System Rehabilitation Augmentation Project 26 This project was combined with Project 24 and 25(WC‐11001; WC‐12001). All new service laterals were installed from the new sewer main to the new sewer cleanouts located in the City’s right‐of‐way. Construction Wastewater Collection Utilities Fall 2019 $ 3,309,998 2 List of Completed Projects CIP #Project Name Project Description Project Type Fund Source Department Season Completed Year Completed Total Project Budget ** CB‐19000 Cubberley Track and Field Replacement This project replaced the synthetic turf field, installed an all‐weather track and a fitness area.Construction Parks and Open Space Public Works Fall 2019 $ 1,851,708 PE‐14018 Baylands Boardwalk Improvements This project replaced the existing boardwalk with similar alignment and configuration. Construction Buildings and Facilities Public Works Winter 2019 2,123,681$ PE‐17009 City Hall Floor 4 Remodel This project improved the Administrative Services Department offices on the fourth floor of City Hall.Construction Buildings and Facilities Public Works Winter 2019 494,818$ PE‐14015 Lucie Stern Buildings Mechanical and Electrical Upgrades This project replaced and upgraded the mechanical, electrical, and fire/life safety systems at Lucie Stern Children’s Theater, Lucie Stern Community Theater, and Lucie Stern Community Center. Construction Buildings and Facilities Public Works Spring 2019 6,142,607$ PL‐16000 Quarry Road Improvements and Transit Center Access This project included planning, design and construction of bicycle and pedestrian improvements along Quarry Road.Construction Traffic and Transportation Planning and Community Environment Spring 2019 5,148,378$ EL‐17008 Utility Control Center Upgrades This project upgraded the Utility Control Center working environment. Construction Electric Utilities Winter 2019 499,997$ GS‐12001 Gas Main Replacement Project 22 This project replaced approximately 23,700 linear feet of gas mains and services along University Avenue and other streets in the Downtown North nieghborhood. Construction Gas Utilities Spring 2019 11,658,997$ WC‐12001 Wastewater Collection System Rehabilitation / Augmentation Project 25 This project was combined with Project 24 and 26 (WC‐11001; WC‐13001) replacing 45,294 linear feet of sanitary sewer mains in university South, Professorville and Old palo Alto neigborhoods. Construction Wastewater Collection Utilities Spring 2019 3,211,998$ WQ‐14001 Dewatering and Loadout Facility This project provides funding for the design and construction of the sludge dewatering facility and truck loadout to retire existing dewatering and sewage sludge incinerators. Construction Wastewater Treatment Public Works Spring 2019 27,497,551$ WS‐12001 Water Main Replacement – Project 26 This project replaced approximately 11,000 linear feet of aging water mains and services which included water main replacement as part of the Upgrade Downtown Project. Construction Water Utilities Spring 2019 7,506,161$ PE‐17009 City Hall Floor 5 Remodel This project improved the Planning and Community Environment (PCE) Department offices on the fifth floor of City Hall. Construction Buildings and Facilities Public Works Summer 2018 525,000$ AC‐14001 Baylands Nature Interpretive Center Exhibit Improvements This project replaced worn out or non‐functioning exhibits at the Baylands Nature Interpretive Center.Construction Buildings and Facilities Community Services Summer 2018 56,000$ 3 List of Completed Projects CIP #Project Name Project Description Project Type Fund Source Department Season Completed Year Completed Total Project Budget ** PE‐17000 Mitchell Park Adobe Creek Bridge Replacement This project replaced the existing bridge over Adobe Creek in Mitchell Park. Construction Parks and Open Space Public Works Summer 2018 250,000$ PD‐14000 Internal Alarm System Replacement This project replaced the citywide system of panic alarms from various departments and the Council chambers.Construction Buildings and Facilities Police Summer 2018 78,000$ EL‐14004 Maybell 1&2 4/12kV Conversion This project converted circuits 1 & 2 at Maybell substation from 4kV to 12kV.Construction Electric Utilities Fall 2018 364,796$ GS‐15001 Security at City Gas Receiving Stations This project equiped the City’s four Gas Receiving Stations with video surveillance systems. Construction Gas Utilities Summer 2018 150,000$ SD‐13003 Matadero Creek Storm Water Pump Station and Trunk Line Improvements This project upgraded the capacity to the Matadero Creek Storm Water Pump Station, which serves a low‐lying 1200‐acre area of southeastern Palo Alto. Construction Storm Drain Public Works Summer 2018 6,685,317$ AP‐16002 Wildlife Hazard Management Plan The Wildlife hazard Management Plan identified the specific actions the airport will take to mitigate the risk of wildlife strikes on or near the airport.Study Airport Public Works Summer 2018 63,415$ WC‐14001 Wastewater Collection System Rehabilitation Augmentation Project 27 This project replaced 16,859 linear feet of sanitary sewer mains of various sizes on various streets.Construction Wastewater Collection Utilities Winter 2018 4,022,455$ PG‐15000 Buckeye Creek Hydrology Study This project analyzed flooding conditions and recommended flood control structures and drainage and erosion control solutions for the creek located within Foothills Park. Study Parks and Open Space Public Works Spring 2018 167,741$ PE‐17004 CalTrain Corridor Video Management System Installation This project replaced two existing gateway signs in the right‐of‐way for the California Avenue business district. Construction Streets and Sidewalks Public Works Spring 2018 1,550,000$ PF‐16003 Parking Lot Q Elevator Modernization This project modernized the existing elevator at Parking Lot Q.Construction Buildings and Facilities Public Works Fall 2017 170,608$ PE‐13003 Parks, Trails, Open Space, and Recreation Master Plan This master plan provided guidance on the recreation and improvement needs for Palo Alto’s parks, trails, open space and recreational programs. Study Parks and Open Space Community Services Fall 2017 627,057$ 4 List of Completed Projects CIP #Project Name Project Description Project Type Fund Source Department Season Completed Year Completed Total Project Budget ** PE‐12003 Rinconada Park Master Plan This project developed a plan for short, medium and long range improvements to the regional park including the consideration of pathways, new restrooms and playgrounds, new landscaping, and revitalization of underutilized areas within the park. Study Parks and Open Space Community Services Fall 2017 541,355$ PE‐13012 Structural Assessment of City Bridges The project developed an inventory of all City‐owned bridges and culvert structures, condition assessment, cost estimate for rehabilitation, and recommendation for future inspection frequencies, assessment and improvements. Study Buildings and Facilities Public Works Fall 2017 198,529$ WC‐11000 Wastewater Collection System Rehabilitation / Augmentation Project 24 Combined with Project 25 and 26 (WC‐12001; WC‐13001), this project replaced and/or rehabilitated approximately 42,398 linear feet of sanitary sewer mains of various sizes, 779 sewer laterals, and 121 sewer manholes. Construction Wastewater Collection Utilities Fall 2017 3,119,806$ WC‐13001 Wastewater Collection System Rehabilitation / Augmentation Project 26 Combined with Project 25 and 26 (WC‐12001; WC‐13001), this project replaced and/or rehabilitated approximately 42,398 linear feet of sanitary sewer mains of various sizes, 779 sewer laterals, and 121 sewer manholes. Construction Wastewater Collection Utilities Fall 2017 3,361,118$ PG‐13003 Golf Reconfiguration and Baylands Athletic Center Improvements This project completed the rehabilitation of the Palo Alto Municipal Golf Course, including a new layout for the course, new prefabricated restroom, new water‐saving turf and irrigation system, and rebranded the course as the Baylands Golf Links. Construction Parks and Open Space Public Works Fall 2017 13,675,177$ GS‐11000 Gas Main Replacement – Project 21 This project combined with GWR 19B & GMR 20 and replaced ABS gas mains and services. Construction Gas Utilities Winter 2017 2,364,937$ WS‐11000 Water Main Replacement – Project 25 This project provided installation of approximately 11,869 linear feet of new High Density Polyethylene (HDPE) water mains, 232 new HDPE water services, and 15 new fire hydrants within the City limits. Construction Water Utilities Winter 2017 5,445,069$ WS‐15004 Water System Master Plan The 2015 Water System Master Plan identified present capital improvements and replacement rates required to ensure optimal reliability levels of service to the existing distribution and transmission systems. Study Water Utilities Spring 2017 500,000$ WC‐10002 Wastewater Collection System Rehabilitation / Augmentation Project 23 Combined with Project 22 (WC‐09001). This project replaced and/or rehabilitated approximately 33,497 linear feet of sanitary sewer mains of various sizes, 554 sewer laterals, and 102 sewer manholes. Construction Wastewater Collection Utilities Winter 2017 1,272,289$ EL‐10009 Street Light System Street Light System Conversion Project This project converted HPS streetlights to LED and the conversion of approximately 4500 cobrahead streetlight fixtures. Construction Electric Utilities Spring 2017 696,918$ 5 List of Completed Projects CIP #Project Name Project Description Project Type Fund Source Department Season Completed Year Completed Total Project Budget ** EL‐13006 Sand Hill / Quarry 12kV InterTie This project installed new wire to connect circuits QR‐24 and QR‐27 in the Sand Hill/Quarry area. Construction Electric Utilities Winter 2017 208,648$ EL‐15001 Electric Substation Battery Replacement This project replaced the batteries in all nine of the City's electric substations. Construction Electric Utilities Winter 2017 400,000$ PG‐13001 Stanford/Palo Alto Playing Fields Soccer Turf Replacement This project replaced the synthetic turf at the Stanford/Palo Alto Playing Fields. Construction Parks and Open Space Community Services Fall 2016 1,499,979$ PG‐09003 Park Maintenance Shop Remodel This project renovated and remodeled the Parks maintenance shop for safety and efficienciency upgrades.Construction Parks and Open Space Community Services Summer 2016 94,419$ PE‐12017 City Hall First Floor Renovations This project installed new elevator control panels and replaced the gray‐painted panels inside the elevators.Construction Buildings and Facilities Public Works Summer 2016 3,974,963$ PE‐11012 Temporary Main Library This project created a temporary main Library to be used while the new one was being constructed.Construction Buildings and Facilities Public Works 156,254$ PE‐15029 Baylands Nature Interpretive Center Facility Improvement The project replaced decking, railings, structural framing members, exterior wood flooring, and cabinetry, restroom reconfiguration, and provided Americans with Disabilities Act (ADA) improvements. Construction Buildings and Facilities Public Works Spring 2017 889,452$ PE‐13008 Bowden Park Improvements This project improved the children’s playground and included park amenity upgrades such as new playground equipment, a new retaining wall, surfacing and pathway upgrades, planting restoration and irrigation renovations, and replaced of damaged wood benches and the playground perimeter fence. Construction Parks and Open Space Community Services Summer 2016 421,126$ PE‐13020 Byxbee Park Trails This project provided trail and site amenities over the remaining area of the landfill cap. Construction Parks and Open Space Public Works Fall 2016 334,607$ PE‐17002 City Hall Floor 3 Remodel This project improved the Utilities Department administrative offices on the third floor of City Hall. It included new carpet, wall reconfiguration, a kitchenette, cabinets, paint, soundproofing, office furniture, doors, and associated building systems. Construction Buildings and Facilities Public Works Spring 2017 440,000$ 6 List of Completed Projects CIP #Project Name Project Description Project Type Fund Source Department Season Completed Year Completed Total Project Budget ** PE‐14015 Lucie Stern Buildings Mechanical and Electrical Upgrades – Phase 1 This project replaced and upgraded the mechanical, electrical, and fire/life safety systems at Lucie Stern Children’s Theater, Lucie Stern Community Theater, and Lucie Stern Community Center. Construction Buildings and Facilities Public Works Summer 2016 3,247,248$ PG‐12004 Sarah Wallis Park Improvements This project improved site amenities with new concrete pathways, replaced old furnishings, and upgraded landscape with drought tolerant species. Construction Parks and Open Space Community Services Winter 2017 65,000$ AP‐16003 Airport Perimeter Fence This project replaced the perimeter fencing and gates surrounding the Palo Alto Airport boundaries to prevent unauthorized access to the airport runway in accordance with Federal and State standards. Construction Airport Public Works Spring 2017 2,003,540$ SD‐11101 Channing Avenue/Lincoln Avenue Storm Drain Improvements This project installed of 5,800 linear feet of 36‐inch to 60‐inch diameter storm drain along Channing and Lincoln Avenues over three project phases to increase drainage system capacity. Construction Storm Drain Public Works Winter 2016 7,676,275$ GS‐14004 Gas Distribution System Model This project included the development, model installation, testing, documentation, and staff training of a natural gas distribution system model. Study Gas Utilities Summer 2016 149,500$ AC‐14000 Art Center Auditorium Audio, Visual and Furnishings This project replaced outdated audio visual equipment and furnishings following the auditorium’s use as a temporary library. Construction Buildings and Facilities Community Services Winter 2016 150,000$ PF‐15000 Rinconada Pool Locker Room This project renovated the Rinconada Pool locker room including the changing area, restrooms, and showers in the women's and men's locker rooms. Construction Buildings and Facilities Public Works Winter 2016 464,433$ PE‐13016 El Camino Park Restoration This project installed new athletic fields, synthetic turf, field lighting, fencing, a new restroom, scorekeeper booth and storage buildings, an expanded parking lot, new bike and pedestrian pathways, landscaping, benches, and other amenities. Construction Parks and Open Space Community Services Fall 2015 5,611,122$ 178,152,825$ Notes: ** Final Project Actuals may be different from Total Project Budget amounts Grand Total 7 CITY OF PALO ALTO OFFICE OF THE CITY CLERK October 19, 2020 The Honorable City Council Palo Alto, California Conflict of Interest Code Biennial Notice ATTACHMENTS: • Attachment A: 2020 Local Agency Biennial Notice (PDF) • Attachment B: Notice 2020 (DOC) Department Head: Beth Minor, City Clerk Page 2 __________________________________________ _________________________ 2020 Local Agency Biennial Notice Name of Agency: Mailing Address: Contact Person: Phone No. Email: Alternate Email: Accurate disclosure is essential to monitor whether officials have conflicts of interest and to help ensure public trust in government. The biennial review examines current programs to ensure that the agency’s code includes disclosure by those agency officials who make or participate in making governmental decisions. This agency has reviewed its conflict of interest code and has determined that (check one BOX): ❑An amendment is required. The following amendments are necessary: (Check all that apply.) Include new positions Revise disclosure categories Revise the titles of existing positions Delete titles of positions that have been abolished and/or positions that no longer make or participate in making governmental decisions Other (describe) ❑The code is currently under review by the code reviewing body. ❑No amendment is required. (If your code is over five years old, amendments may be necessary.) Verification (to be completed if no amendment is required) This agency’s code accurately designates all positions that make or participate in the making of governmental decisions. The disclosure assigned to those positions accurately requires that all investments, business positions, interests in real property, and sources of income that may foreseeably be affected materially by the decisions made by those holding designated positions are reported. The code includes all other provisions required by Government Code Section 87302. Signature of Chief Executive Officer Date All agencies must complete and return this notice regardless of how recently your code was approved or amended. Please return this notice no later than October 1, 2020, or by the date specified by your agency, if earlier, to: (PLACE RETURN ADDRESS OF CODE REVIEWING BODY HERE) PLEASE DO NOT RETURN THIS FORM TO THE FPPC. www.fppc.ca.gov FPPC Advice: advice@fppc.ca.gov (866.275.3772) Page 1 of 1 NOTICE OF INTENTION TO AMEND THE CITY OF PALO ALTO CONFLICT OF INTEREST CODE NOTICE IS HEREBY GIVEN that the Council of City of Palo Alto intends to adopt or amend a conflict-of-interest code pursuant to Government Code Section 87302, the code will designate employees who must disclose certain investments, income, interests in real property, and business positions, and who must disqualify themselves from making or participating in the making of governmental decisions affecting those interests. A written comment period has been established commencing on October 27, 2020 and terminating on December 10, 2020. Any interested person may present written comments concerning the proposed code no later than December 10, 2020 to the City of Palo Alto, 250 Hamilton Avenue, Palo Alto, CA 94301. No public hearing on this matter will be held unless any interested person or his or her representative requests a public hearing no later than 15 days prior to the close of the written comment period. The City of Palo Alto has prepared a written explanation of the reasons for the designations and the disclosure responsibilities and has available all of the information upon which its proposal is based. A conflict of interest code designates those employees, members, officers, or consultants who make or participate in the making of decisions which may affect financial interests and who must disclose those interests on financial disclosure statements. A copy of the proposed conflict of interest code will be available by request from the City Clerk’s Office beginning October 27, 2020. Copies of the proposed code and all of the information upon which it is based may be obtained by contacting the City Clerk’s Office at 250 Hamilton Avenue, Palo Alto, CA 94301, City.Clerk@cityofpaloalto.com, 650-329-2571. BETH D. MINOR City Clerk