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2020-11-09 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 ONLINE ON THE CITY’S WEBSITE. . Monday, November 9, 2020 Special Meeting 5:00 PM Agenda posted according to PAMC Section 2.04.070. Supporting materials are available in the Council Chambers on the Thursday 11 days preceding the meeting. ****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 Special Orders of the Day 5:00-5:15 PM 1.Adoption of a Resolution of the Council of the City of Palo Alto Expressing Appreciation to Jon Hospitalier Upon his Retirement Closed Session 5:15-5:45 PM 1A. CONFERENCE WITH CITY ATTORNEY- EXISTING LITIGATION Subject: NAACP, et al. v. City of Palo Alto, United States District Court, Northern District of California, Case No. 5:20-cv-07251-EJD (Foothills Park) Authority: Government Code Section 54956.9(d)(1) REVISED 2 November 9, 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 ONLINE ON THE CITY’S WEBSITE. Agenda Changes, Additions and Deletions Oral Communications 5:45-6:00 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 6:00-6:05 PM 2.Approval of Action Minutes for the October 26, 2020 City Council Meeting Consent Calendar 6:05-6:10 PM Items will be voted on in one motion unless removed from the calendar by three Council Members. 3.Approval of a Memorandum of Agreement Between the San Francisco Bay Restoration Authority and the US Army Corps of Engineers to Utilize Resources of the Bay Restoration Regulatory Integration Team (BRRIT) for Pre-permit Application Review and Permit Processing for the Palo Alto Horizontal Levee Pilot Project at no Cost to the City 4.Approval of Contract Number C21179815 With Daleo, Inc. in the Amount of $6,417,876 for Gas Main Replacement Project 23 (GS-13001) in the Evergreen, Ventura, College Terrace, Research Park, Greer Tract, Midtown, and Charleston Terrace Neighborhoods; and Authorization for the City Manager to Negotiate and Execute Related Change Orders Not-to-Exceed $641,788, for a Total Not-to- Exceed Amount of $7,059,644 5.Approval of a Traffic Calming Pilot Project and Related Improvements in the Crescent Park Neighborhood 6.Approval of Amendment Number 2 to Contract Number S15153692 With Woodard & Curran as Successor-in-Interest to RMC Water & Environment for Long Range Facilities Plan Program Management Services at the Regional Water Quality Control Plant, and to Extend the Contract Term Through December 31, 2022 7.Approval of a $500,000 Net Zero Budget Amendment in the General Fund for the Planning & Development Services Department’s Cost Recovery Program for Private Development Studies 8.Approval of Contract Number C21178949 With Avenidas, Inc. for the Provision of Comprehensive Services to Older Adults for Five-years in an Amount Not-to-Exceed $2,626,165 Q&A Q&A 3 November 9, 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 ONLINE ON THE CITY’S WEBSITE. 9.Approval of Contract Number C21178948 With Palo Alto Community Child Care for Five-years for Management of the City’s Child Care Subsidy Program in an Amount Not-to-Exceed $2,660,556 10.Policy and Services Committee Recommends Council Accept the Proposed 2020 National Community Survey and Process City Manager Comments 6:10-6:20 PM Action Items Include: Reports of Committees/Commissions, Ordinances and Resolutions, Public Hearings, Reports of Officials, Unfinished Business and Council Matters. 6:20-7:45 PM 11.Discussion and Potential Direction on Community and Economic Recovery Strategies Including Uplift Local Holiday Promotions, Business Support Activities, and Testing; and A) Expanding the Definition of Retail and Retail-like to Allow More Diverse Retail Activities; B) Temporarily or Permanently Altering Parking Requirements for a Change of Use; C) Temporarily Suspending the Retail Preservation Ordinance in Some Areas of Palo Alto; and D) Continuing Closures of Portions of California and University Avenues to Vehicular Traffic 7:45-9:15 PM 12.Direction to Modify the California Avenue Parking Policy to Expand Eligibility for City Garage Parking Permits, Modify the Evergreen Park Mayfield Residential Preferential Parking (RPP) Program to Reduce Employee Parking in the RPP District, and Develop a Parking In-Lieu Program for the California Avenue Business District (Continued From October 26, 2020) 9:15-10:30 PM 13.Update and Discussion on the Regional Housing Needs Allocation (RHNA) Process and Direction to Staff Regarding the City's Response to the Proposed RHNA Methodology, Including Preparation of a Formal Comment Letter 14.PUBLIC HEARING / QUASI-JUDICIAL / LEGISLATIVE. 788 San Antonio Road [19PLN-00079]: The City Council Will Consider: 1) Adoption of a Resolution Certifying a Final Environmental Impact Report (EIR), Making CEQA Findings Including a Statement of Overriding Considerations, and Adopting a Mitigation Monitoring and Reporting Plan; 2) Adoption of a Resolution Amending the Comprehensive Plan; 3) Adoption of a Zoning Ordinance: a) Expanding the Housing Incentive Program to San Antonio Road, and b) Amending Definition of Gross Floor Area and Amending Retail Preservation for Housing; 4) Approval of a Tentative Map for a Condominium Subdivision; Presentation Presentation Presentation Public Comment Public Comment Public Comment At Places Memo 4 November 9, 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 ONLINE ON THE CITY’S WEBSITE. 5) Approval of a Variance to a Special Setback; and 6) Approval of Major Architectural Review for 102 Dwelling Units, a 1,800 Square Foot Commercial Space and two Basement Levels of Parking (STAFF REQUESTS THIS ITEM BE CONTINUED TO NOVEMBER 16, 2020) 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. 5 November 9, 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 ONLINE ON THE CITY’S WEBSITE. Additional Information Informational Report Proclamation Honoring Law Enforcement Records and Support Personnel Day – November 10, 2020 Standing Committee Meetings Policy & Services Committee Meeting November 10, 2020 Schedule of Meetings Schedule of Meetings Public Letters to Council Set 1 6 November 9, 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 ONLINE ON THE CITY’S WEBSITE. 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 (ID # 11734) City Council Staff Report Report Type: Special Orders of the Day Meeting Date: 11/9/2020 City of Palo Alto Page 1 Summary Title: Retirement Resolution for Jon Hospitalier Title: Adoption of Resolution of the Council of the City of Palo Alto Expressing Appreciation to Jon Hospitalier Upon his Retirement From: City Manager Lead Department: City Clerk Attachments: • Attachment A: Resolution Hospitalier Resolution Whereas, Jon Hospitalier has enthusiastically served the citizens of Palo Alto for over three decades as a committed, innovative, and positive leader who has developed successful programs focused on maintaining and improving the City’s infrastructure, served as a role model and mentor for other staff, and maintained a commitment to emergency response and preparedness; and Whereas, Jon joined the Public Works Department as a Street Sweeper Operator in 1989, and through his hard work and successes, was promoted through a range of increasingly responsible positions, including Truck Driver, Equipment Operator, Heavy Equipment Operator, Utilities Supervisor, and Manager of Maintenance Operations, culminating in his appointment as Assistant Director of Public Works for the Public Services Division in 2014; and Whereas, during the San Francisquito Creek Flood of February 1998, Jon was one of the Public Works first responders who worked the initial operations to close streets, knock on doors to warn residents, and conduct mop-up operations during the first 24 hours of the disaster; and Whereas, Jon received ten Public Works customer service awards related to his work on Municipal Service Center Open House events and appreciation letters received from residents, and was recognized by Congresswoman Anna Eshoo in 2018 through issuance of a Certificate of Special Congressional Recognition for his work related to the City’s in-house sidewalk repair program; and Whereas, Jon demonstrated a steady interest in continuous improvement, developing and refining policies and procedures, developing Key Performance Indicators, overseeing organizational assessments, and implementing technological improvements to existing infrastructure such as addition of Remote Vehicle Monitoring to the City Fleet and fiber optics communication to storm drain pump stations; and Whereas, Jon’s interest in emergency preparedness and his close working relationship with the Office of Emergency Services led to many improvements, including development of the San Francisquito Creek Multi-Agency Coordination, improved stormwater pump station controls and monitoring, Municipal Service Center site security, and procurement and outfitting of the Public Works Mobile Department Operations Center; and Whereas, Jon’s leadership was instrumental in combining what had been three independent Divisions into the single Public Services Division following the Public Works Department reorganization, ultimately succeeding in bringing the team together as one cohesive group addressing maintenance of Streets and Sidewalks, the Storm Drain system, the Urban Forest, City Facilities, and the City Fleet. Now, Therefore Be It Resolved that the City Council of the City of Palo Alto recognizes Jon Hospitalier for his tireless and enthusiastic commitment to the people of Palo Alto and thanks him for his 31 years of dedicated service on their behalf. INTRODUCED AND PASSED: November 9, 2020 ATTEST: APPROVED: _________________________ ___________________________ City Clerk Mayor APPROVED AS TO FORM: _________________________ ___________________________ City Manager City Attorney CITY OF PALO ALTO OFFICE OF THE CITY CLERK November 9, 2020 The Honorable City Council Attention: Finance Committee Palo Alto, California Approval of Action Minutes for the October 26, 2020 City Council Meeting Staff is requesting Council review and approve the attached Action Minutes. ATTACHMENTS: • Attachment A: 10-26-20 DRAFT Action Minutes (PDF) Department Head: Beth Minor, City Clerk Page 2 CITY OF PALO ALTO CITY COUNCIL DRAFT ACTION MINUTES Page 1 of 2 Special Meeting October 26, 2020 The City Council of the City of Palo Alto met on this date in Virtual Teleconference at 6:03 P.M. Participating Remotely: Cormack, DuBois, Filseth, Fine, Kniss, Kou, Tanaka Absent: Study Session 1. Update and Discussion on the City of Palo Alto's Race and Equity Work Including Discussion of a Mission Statement, Reorganization of Committee Structure, and Other Items. NO ACTION TAKEN Consent Calendar Council Member Kou registered a no vote on Agenda Item Number 3. MOTION: Vice Mayor DuBois moved, seconded by Council Member Kniss to approve Agenda Item Numbers 2-3A. 2. Adoption of Several Ordinances Regarding Accessory Dwelling Units and Junior Accessory Dwelling Units Amending Palo Alto Municipal Code Titles 16 (Building); Ordinance 5507 Entitled, “Ordinance of the Council of the City of Palo Alto Amending Title 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 (Development Impact Fees); Ordinance 5508 Entitled, “Ordinance of the Council of the City of Palo Alto Amending Title 16.04 (California Building Code);” Ordinance 5509 Entitled, “Ordinance of the Council of the City of Palo Alto Amending Title 16.06 (California Residential Code);” and Ordinance 5510 Entitled, “Ordinance of the Council of the City of Palo Alto Amending Title 16.14 (California Green Building Standards Code) (FIRST READING: October 5, 2020 PASSED: 7-0).” 3. QUASI-JUDICIAL. 567 Maybell Avenue [15PLN-00248]: Adoption of a Resolution 9920 Entitled “Resolution of the Council of the City of Palo DRAFT ACTION MINUTES Page 2 of 2 City Council Meeting Draft Action Minutes: 10/26/2020 Alto Authorizing the City Manager to Amend an Existing Agreement Securing a Lien for the Deferral of Affordable Housing In-lieu Fees and Development Impact Fees for a Project That Includes the Development of 16 Single-family Homes.” The Applicant Proposes Payment of Fees in Installments, Prior to Final Occupancy. Environmental Assessment: not a Project. Zoning Districts R-2 and RM-15. 3A. Approval of the Nomination of Council Member Alison Cormack to the Santa Clara Valley Transportation Authority (VTA) Board. MOTION PASSED FOR AGENDA ITEM NUMBERS 2 AND 3A: 7-0 MOTION PASSED FOR AGENDA ITEM NUMBER 3: 6-1 Kou no Action Items 4. Direction to Modify the California Avenue Parking Policy to Expand Eligibility for City Garage Parking Permits and Modify the Evergreen Park Mayfield Residential Preferential Parking (RPP) Program to Reduce Employee Parking in the RPP District (THIS ITEM HAS BEEN MOVED TO NOVEMBER 9, 2020). 4A. 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. MOTION: Council Member Filseth moved, seconded by Mayor Fine to direct the Ad Hoc Committee to return to Council with proposed revisions discussed tonight. MOTION PASSED: 7-0 Adjournment: The meeting was adjourned at 10:09 P.M. City of Palo Alto (ID # 11554) City Council Staff Report Report Type: Consent Calendar Meeting Date: 11/9/2020 City of Palo Alto Page 1 Council Priority: Climate/Sustainability and Climate Action Plan Summary Title: Approval of MOA to Utilize BRRIT for Palo Alto Horizontal Levee Pilot Project Title: Approval of a Memorandum of Agreement Between the San Francisco Bay Restoration Authority and the US Army Corps of Engineers to Utilize Resources of the Bay Restoration Regulatory Integration Team (BRRIT) for Pre-permit Application Review and Permit Processing for the Palo Alto Horizontal Levee Pilot Project at no Cost to the City From: City Manager Lead Department: Public Works Recommendation Staff recommends that Council approve and authorize the City Manager or his designee to execute a Memorandum of Agreement (MOA) between the San Francisco Bay Restoration Authority and the U.S. Army Corps of Engineers (Attachment A) in order to utilize the resources of the Bay Restoration Regulatory Integration Team (BRRIT) for the Palo Alto Horizontal Levee Pilot Project at no cost to the City. Executive Summary The City of Palo Alto, in collaboration with the San Francisco Estuary Partnership (SFEP), has been evaluating and designing a horizontal levee pilot system. Horizontal levees utilize green infrastructure, rather than traditional greyscape solutions (e.g., rip-rap), that add habitat enhancement, sea level rise adaptation, and wastewater polishing to traditional flood control infrastructure. While the City works to improve the entire network of flood control levees under a separate, larger project (i.e., SAFER Bay or South San Francisco Bay Shoreline Projects), the City and SFEP hope to gain valuable information from a permanent horizontal levee pilot system, which could then be incorporated into the design for broader implementation of horizontal levees as part of the larger flood control levee improvement projects. The Palo Alto Horizontal Levee Pilot Project seeks to utilize resources of the Bay Restoration Regulatory Integration Team (BRRIT) for state and federal resource agencies’ review of pre-permit applications and eventual permit processing. In order to utilize the streamlined BRRIT process, CITY OF PALO ALTO City of Palo Alto Page 2 the City must sign on to the attached (Attachment B) Memorandum of Agreement (MOA) between the U.S. Army Corps of Engineers (USACE) and the San Francisco Bay Restoration Authority. Under the MOA, the San Francisco Bay Restoration Authority provides the funding to USACE for their participation in the BRRIT. However, the Authority is not a permit applicant and USACE must receive funds from public entity permit applicants to expedite the permit review process. As such, under the MOA the City will be listed as a Funding Entity acknowledging that USACE will be paid directly by the San Francisco Bay Restoration Authority in lieu of a grant to the City that would then be used to pay for USACE’s permit review of the project. The City has no financial obligations under the MOA. Background The City of Palo Alto, in collaboration with the San Francisco Estuary Partnership (SFEP), has been evaluating the feasibility of constructing horizontal levees within the Palo Alto Baylands. A horizontal levee is a flood control levee with a gently sloping berm along the Bay shoreline, which provides wave attenuation and key transitional habitat between tidal wetlands and terrestrial uplands (Figure 1). While horizontal levees may not be the most cost-effective solution when considering wave attenuation only, they do provide multiple benefits beyond cost savings as the green infrastructure alternative to the traditional greyscape solution for wave attenuation (e.g., rip rap). Specifically, horizontal levees include habitat enhancement, sea level rise adaptation, and wastewater polishing benefits to traditional flood control infrastructure. Its target vegetation consists of grassy wet meadow, freshwater/brackish marsh, and riparian scrub. This type of habitat has been decimated throughout the Bay by development along the shoreline that separates the uplands that surrounded historic tidal marshes from the remnant marshes that currently occupy the Bay’s margins and is a high restoration priority for resource agencies. Horizontal levees include refugia habitat and connectivity between marshes for species, including endangered species found only along the Bay shoreline, such as the saltmarsh harvest mouse and Ridgway’s rails. MUDFLAT TIDAL MARSH ECOTONE SLOPE TREATED WASTEWATER City of Palo Alto Page 3 Figure 1: Illustration of an example horizontal levee system. In addition to habitat enhancements, horizontal levees contribute to sea level rise resilience by encouraging sediment and biomass accretion that builds ground surface elevations over time. Horizontal levees also contribute to flood management by attenuating waves, allowing for flood control levees to be constructed with crest elevations up to two feet lower than conventional levees and provide erosion protection that limits the need for rip-rap on the levee face. To replicate the natural transition from freshwater to estuarine habitats, a freshwater source is required. Since the natural seeps along the San Francisco Bay have been constrained, treated wastewater could be used to irrigate horizontal levees. In so doing, the treated wastewater would receive polishing treatment for increased removal of nutrients and trace organics as it moves through the levee prior to discharge to the Bay. Unlike the majority of the shoreline along the San Francisco Bay, the Palo Alto shoreline, while developed and altered, continues to sustain tidal marsh. The Palo Alto Baylands are backed by low levees and a closed landfill. Directly behind these levees are significant City infrastructure, including the City’s Regional Water Quality Control Plant (RWQCP), airport, the Palo Alto Flood Basin, roads, and light commercial development. Potential flooding of City infrastructure, buildings, and other development west of Highway 101 is limited by the existing levees. The existing flood control levees are not engineered to meet Federal Emergency Management Agency accreditation standards and, in many locations, do not provide 100-year flood protection. To improve these levees, the City has partnered with nearby cities and county flood agencies as a member of the project teams for the Strategy to Advance Flood protection, Ecosystems, and Recreation along San Francisco Bay (SAFER Bay) and the South San Francisco Bay Shoreline Projects. One of the goals for these flood control levee improvement projects is to incorporate natural infrastructure, such as horizontal levees, to provide increased flood protection that can evolve in the future, restore Bay habitats, and enhance public access. As expected, these large flood control levee improvement projects will take years to plan, design, and construct. During this time, the City and SFEP hope to gain valuable information from a permanent horizontal levee pilot system, which could then be incorporated into the design for broader implementation of horizontal levees as part of the larger flood control levee improvement projects. As such, the City, in collaboration with SFEP and Environmental Science Associates, has completed a Conceptual Design Report and an initial Preliminary Design Report for a pilot horizontal levee system located within the Palo Alto Baylands. As part of the Preliminary Design, a fatal flaw for the proposed location was discovered and a new location identified (Figure 2). Currently, the project team is working to revise the Preliminary Design Report accordingly. Grant funding for the development of the initial Preliminary Design Report was awarded to SFEP and came from the United States Environmental Protection Agency’s Climate Ready Estuaries Program. Funding for revision of the Preliminary Design Report and progression of the design up to 60% completion was awarded to SFEP and is provided by a California State City of Palo Alto Page 4 Coastal Conservancy Proposition 1 grant. The project team continues to apply for grant funding needed to complete design and construction. Figure 2: Palo Alto Horizontal Levee Pilot Project location (yellow = initial location, red = new location). Discussion During this early phase of the project, the project team is seeking early permitting feedback from key state and federal resource agencies that participate in the Bay Restoration Regulatory Integration Team (BRRIT). The BRRIT is an innovative effort to increase the efficiencies and speed of permitting for San Francisco Bay restoration projects such as the Palo Alto Horizontal Levee Pilot Project. As explained in a letter included as Attachment A, the San Francisco Bay Restoration Authority is requesting all public entity permit applicants seeking to use the BRRIT process sign onto the Memorandum of Agreement (MOA) between the Authority and the U.S. Army Corps of Engineers (USACE). Under the MOA, included as Attachment B, the Authority provides USACE the funding needed to staff the BRRIT. Pursuant to Section 214 of the Water Resources Development Act, USACE can only expedite permit process review if funding is provided by public entity permit applicants. However, the Authority is not a public entity permit applicant and therefore needs public entity permit applicants, such as the City, to sign onto the MOA as Funding Entities. By signing onto the MOA, the City acknowledges that the Authority will provide funds directly to USACE in lieu of the City receiving a grant from the Authority to then use to pay the USACE for expedited review of the application. Funding Entities such as the City have no obligations under the MOA. The Authority bears the responsibilities under the MOA to fund USACE’s participation in the BRRIT and all other obligations are assigned to either the Authority or USACE. City of Palo Alto Page 5 Currently, the project team is working to revise the Preliminary Design Report and to present the draft revised report to the BRRIT in November 2020 for early feedback from resource agencies. The Revised Preliminary Design Report will capture and incorporate BRRIT feedback prior to finalization expected in December 2020. Next, the project team will begin to progress the design to a 60% project definition which will include environmental assessment, additional community engagement, and refinement of construction cost estimate. Resource Impact The MOA itself does not obligate the City to fund anything now or in the future. Project funding to date has been provided by numerous grants awarded to SFEP; funding for the conceptual design was provided by an Integrated Regional Water Management Plan grant while funding for the initial Preliminary Design Report was provided by a grant from the Environmental Protection Agency’s Climate Ready Estuaries Program. Most recently, the California State Coastal Conservancy awarded a grant to SFEP for $500,000 to revise the Preliminary Design Report and progress the design work for the horizontal levee pilot project to a 60% project definition. The California State Coastal Conservancy grant is separate from the MOA and involves a local match of $275,000 from the City. The majority of that match, $168,000, is being paid by the City to the SFEP for environmental technical studies and permitting applications. Funds for this portion of the match are from the Wastewater Treatment Fund’s Fiscal Year (FY) 2021 operating budget, where sufficient funds are available. The City anticipates that the remainder of the required match will be paid to an environmental assessment consultant through a future City contract. Funding for the remainder of the match is planned to come from the Wastewater Treatment Fund FY 2022 operating budget, subject to Council appropriation as part of the FY 2022 budget cycle. The project team continues to apply for grants to meet the funding needs of completing the design and construction. A preliminary construction cost estimate with an accuracy of -20% to +30% for the Palo Alto Horizontal Levee Pilot Project is $1,230,000, not including construction management. The construction cost estimate will be refined as the project progresses through the design phase. Policy Implications The Palo Alto Horizontal Levee Pilot Project aligns with one of the top three Council Priorities for calendar year 2020: “Sustainability, in the context of climate change.” It also aligns with Comprehensive Plan Goal N-8, to “actively support regional efforts to reduce our contribution to climate change while adapting to the effects of climate change on land uses and city services.” Stakeholder Engagement As part of the conceptual and preliminary design phases for an earlier project iteration at a different location, the project team has garnered early feedback from the Parks and Recreation Commission numerous times, including most recently at the February 25, 2020 meeting. The project team has also elicited early feedback from several engaged environmental advocates in the Palo Alto Baylands and has shared information with the public as part of the September 9, 2020 Webinar on City of Palo Alto Sea Level Rise Projects and Planning Efforts. As the project City of Palo Alto Page 6 progresses, several community workshops are planned for broader community input. Environmental Review This memorandum of agreement addresses the funding of regulatory permit review activities and does not constitute a project under Public Resources Code Section 21065 of the California Environmental Quality Act (CEQA). An environmental assessment in accordance with CEQA will be completed during the design phase of the project prior to consideration of the project for approval. Attachments: • Attachment A - Letter to Funding Entities • Attachment B - MOA Between SFBRA and USACE July 22, 2020 Samantha Engelage, Senior Engineer Environmental Services Division, Public Works Department, City of Palo Alto Via email: Samantha.Engelage@CityofPaloAlto.org Re: Bay Restoration Regulatory Integration Team Dear Ms. Engelage: On behalf of the San Francisco Bay Restoration Authority (Authority), I thank you for your agency’s efforts to restore baylands habitats and increase public access to San Francisco Bay. I want to particularly thank you for utilizing the Bay Restoration Regulatory Integration Team (BRRIT) to conduct pre-permit application review and permit processing for your project, which has been added to the BRRIT’s priority project list. The BRRIT is an innovative effort to increase the efficiencies and speed of permitting for restoration projects in San Francisco Bay, in large part by providing a dedicated team of regulatory staff from six state and federal resource and regulatory agencies. The work to establish the BRRIT began in 2017 and the team was fully assembled and kicked off their work in August of 2019. The Authority Board received their first report on performance at their May 8, 2020 meeting (the report is available on the Authority’s website). The purpose of this letter is related to the Authority’s Memorandum of Agreement (MOA) with the U.S. Army Corps of Engineers (USACE). Under the MOA, the Authority provides the funding needed for USACE’s staffing of the BRRIT. USACE entered into the MOA pursuant to Section 214 of the Water Resources Development Act of 2000 (as amended in 2014 and 2016), which allows for USACE to accept funds from public entity permit applicants to expedite the permit review process. Since the Authority is not a permit applicant, the MOA must also be signed by the public entity permit applicants whose permit applications will be reviewed pursuant to the MOA. Therefore, the Authority and USACE are requesting that each public entity with a project on the BRRIT’s priority project list sign the MOA. The MOA was first entered into by the Authority and USACE in March 2019 and amended in April 2020 to allow for signature by the permit applicants. In the MOA, which is attached, the permit applicants are referred to as “Funding Entities.” This MOA Recital describes the relationship between the Authority and the Funding Entities: Governing Board Sup. Dave Pine Chair County of San Mateo Sup. John Gioia County of Contra Costa Sup. Susan Gorin County of Sonoma Sup. Aaron Peskin City & County of SF Councilmember Vinnie Bacon City of Fremont Sup. Kate Sears County of Marin Director, Karen Holman Midpeninsula Regional Open Space District Board Sam Schuchat Executive Officer Address: c/o State Coastal Conservancy 1515 Clay Street, 10th Floor Oakland, CA 94612 Telephone: 510-286-7193 Email: info@sfbayrestore.org Web: www.sfbayrestore.org Attachment A WHEREAS, the Authority provides funds to the Corps on behalf of a Funding Entity (collectively “Funding Entities”) and each Funding Entity is a non-Federal public entity that is seeking permits for a project eligible for Authority grant funds and that desires for the Authority to disburse funds to the Corps directly in lieu of granting funds to each Funding Entity to subsequently disburse to the Corps pursuant to Section 214 of the WRDA 2000. The role of the Funding Entities is described in MOA Article I.C., which states: The Funding Entities enter into this MOA pursuant to their authority to undertake Priority Projects and to accept grant funds from public entities. The Funding Entities desire for the Authority to enter into this MOA and disburse funds directly to the Corp in lieu of granting funds to the Funding Entities for subsequent disbursement to the Corp pursuant to multiple, separate agreements. Under the above section, the permit applicants acknowledge that they could have accepted a grant from the Authority and used the grant funds to pay the USACE to expedite review of their permit applications. The permit applicants have no obligations under the MOA. The Authority bears the responsibilities under the MOA to provide the funds to USACE. All other obligations under the MOA are assigned to either the Authority or the USACE. In order for USACE to continue to participate in the BRRIT and for the Authority to provide funding to USACE, we request that your agency sign onto the MOA as a Funding Entity, with the understanding that the Authority will be providing the funds to USACE so that USACE can review the permit applications of your agency. We are requesting this from every non-federal public entity with a project on the priority project list and will continue to add signatories as the project list grows. The signatures will be done in counterparts. You are welcome to print the attached MOA, have the appropriate person at your agency sign it, and email me back a scan or mail a hard copy. I can also distribute the MOA to you via Docusign, if you prefer for your agency representative to provide an electronic signature. If you want the MOA distributed via Docusign, please let me know the name and email address of the person who will be signing. I recognize that this is an unexpected request and am available to answer any of your questions about the MOA or your need for additional background information. Please contact me at amy.hutzel@scc.ca.gov if more background is needed, I encourage you or your legal counsel to review themost recent Implementation Guidance issued by the Assistant Secretary of the Army related to the use of funding agreements within the regulatory program: https://usace.contentdm.oclc.org/utils/getfile/collection/p16021coll5/id/1306. Many thanks and I hope you are staying healthy and safe. Sincerely, Amy Hutzel Deputy Executive Officer Attachment B AGREEMENT NUMBER AM. NO. SFB0010-RA009 1 TAXPAYERS FEDERAL EMPLOYER IDENTIFICATION NO. 62-1 642142 STANDARD AGREEMENT (RA 3/2018) THIS AGREEMENT, made and entered into this 10 day of A-?'<'\ , 2020 in the State of California, by and between the San Francisco Bay Restoration Authority, a regional public entity, through its duly appointed TITLE OF OFFICER ACTING FOR PUBLIC ENTITY Executive Officer GRANTEE'S NAME PUBLIC ENTITY San Francisco Bay Restoration Authority U.S. Army Corps of Engineers, San Francisco District , hereafter called the Authority, and , hereafter called the Grantee. The Grantee and the Authority hereby agree as follows: See attached Restated and Amended Memorandum of Agreement. (Continued on following pages) The provisions on the following pages constitute a part of this agreement. IN WITNESS WHEREOF, this a reement has been executed b the arties hereto, u on the date first above written. GRANT OR GRANTEE Samuel Schuchat, Executive Officer ADDRESS & PHONE NUMBER 1515 Clay Street, 10th Floor Oakland, CA 94612 GRANTEE (If other than an individual, state whether a corporation, partnership, etc.) U.S. Arm Co s of En ineers, San Francisco District Lieutenant Colonel John D. Cunningham, District En ineer ADDRESS 450 Golden Gate Avenue, 4th Floor, Suite 0134 San Francisco, CA 94102-3406 Phone: (510) 286-1015 Phone: (415) 503-6702 AMOUNT ENCUMBERED BY THIS DOCUMENT PROGRAM/CATEGORY (CODE AND TITLE) $-0- Measure AA PRIOR AMOUNT ENCUMBERED FOR THIS AGREEMENT WORK ITEM NUMBER $1,006,102.00 1768 TOTAL AMOUNT ENCUMBERED TO DATE PROJECT NAME $1,006,102.00 Bay Restoration Regulatory Integration Team I hereby certify upon my own personal knowledge that budgeted funds are available for the period and purpose of the expenditure stated above. PRINTED NAME AND TITLE OF PERSON SIGNING SIGNATURE DATE 0 GRANTEE 0 ACCOUNTING 0 PROJECT MANAGER AGREEMENT FILE RESTATED AND AMENDED MEMORANDUM OF AGREEMENT BETWEEN THE SAN FRANCISCO BAY RESTORATION AUTHORITY, FUNDING ENTITY/ENTITIES, AND THE UNITED STATES ARMY CORPS OF ENGINEERS, SAN FRANCISCO DISTRICT This Memorandum of Agreement ("MOA") is entered into between the San Francisco Bay Restoration Authority (hereinafter "Authority"), Funding Entity/Entities, and the United States Army Corps of Engineers, San Francisco District (hereinafter "Corps"), collectively referred to as the "Parties." RECITALS WHEREAS, the United States Army Corps of Engineers has regulatory jurisdiction over certain activities occurring in waters of the United States, including wetlands, pursuant to section 404 of the Clean Water Act of 1972 ("CWA"), as amended, and navigable waters of the United States pursuant to section 10 of the Rivers and Harbors Act of 1899 ("RHA"), as amended; and WHEREAS, section 214 of the Federal Water Resources Development Act ("WRDA") of 2000, 33 U.S.C § 2352, authorizes the Secretary of the Army, after public notice, to accept and expend funds contributed by a non-Federal public entity to expedite the evaluation of a permit application of that entity related to a project or activity for a public purpose under the jurisdiction of the Department of the Army; and WHEREAS, the Secretary of the Army has delegated the responsibility of carrying out section 214 of the WRDA 2000, as amended, to the Chief of Engineers and his delegated representatives; and WHEREAS, the Chief of Engineers, by memorandum dated April 18, 2018, SUBJECT: Redelegation of Authority to Accept and Expend Funds Contributed by Non-Federal Public Entities, Public-Utility Companies, Natural Gas Companies, or Railroad Carriers to Expedite the Evaluation of Department of the Army Permit Applications, has authorized the U.S. Army Corps of Engineers to accept and expend funds contributed by non-Federal public entities subject to certain limitations; and WHEREAS, California Government Code Sections 66700-66706 establishes the Authority as a non-Federal public entity with authority to grant funds for all phases of eligible projects, which are those projects that restore, protect or enhance tidal wetlands, managed ponds, or natural habitats on the shoreline of San Francisco Bay, which projects may include features that provide public access or flood management; and I WHEREAS, on June 1, 2018, the Authority authorized the disbursement of funds to the Corps for purposes of expediting evaluation of permit applications for projects that are eligible for grants from the Authority; and WHEREAS, the Authority provides funds to the Corps on behalf of a Funding Entity (collectively "Funding Entities") and each Funding Entity is a non-Federal public entity that is seeking permits for a project eligible for Authority grant funds and that desires for the Authority to disburse funds to the Corps directly in lieu of granting funds to each Funding Entity to subsequently disburse to the Corps pursuant to Section 214 of the WRDA 2000. WHEREAS, the Corps has indicated it is not able, without additional resources, to expedite the evaluation of permit applications for projects that the Authority has designated as eligible for Authority grants ("Priority Projects"); and WHEREAS, the Corps issued an initial public notice dated September 14, 2018, regarding its intent to accept and expend funds contributed by the Authority; and WHEREAS, the Corps has determined that expenditures of funds received from the Authority on behalf of Funding Entities to expedite evaluation of permit applications submitted by Funding Entities is appropriate; and WHEREAS, it is understood and acknowledged by all Parties that the Corps' review of Authority's Priority Project list permit applications will be completely impartial and in accordance with all Federal laws and regulations; and WHEREAS, this Agreement establishes the responsibilities and operating procedures of the Parties with respect to expedited reviews and other activities covered in this Agreement; and WHEREAS, this Agreement is intended to: (1) enable the Parties to fully consider, address, and protect environmental resources early in the development of proposed actions; (2) avoid conflicts late in project development through close coordination during early planning and development stages; (3) provide sufficient information to the Corps for timely analysis of project effects and to assist the Priority Project permit applicants in developing appropriate mitigation measures; (4) maximize the effective use of limited Corps' staff resources by focusing attention on projects that would benefit aquatic resources; (5) provide a mechanism for expediting project coordination when necessary and feasible; and (6) provide procedures for resolving disputes in this resource partnering effort;and WHEREAS, the term of this Agreement is based upon the amount of funding available to the Authority and the Corps and Authority anticipate that if additional funding is made available to the Authority, the Agreement will be amended to extend the term; and NOW, THEREFORE, the Parties hereby agree as follows: Article I -PURPOSE AND AUTHORITIES 2 A. Pursuant to Section 214 of WRDA 2000, as amended, this MOA is entered into by the Parties for the purpose of establishing a mutual framework governing the respective responsibilities of the Parties for the Corps' acceptance and expenditure of funds contributed by the Authority on behalf of Funding Entities to provide expedited and coordinated permit application evaluation-related services for the Authority's list of Priority Projects requiring Corps' approval pursuant to section 404 of the CWA and section 1 O of the RHA. This MOA is not intended as the exclusive means of obtaining review of Priority Projects, it is a vehicle by which Priority Projects will obtain expedited and coordinated permit evaluation related services outside of the ordinary Corps standard review process. Priority Projects are defined as the list of projects identified in accordance with Article IV.A.1. B. The Authority enters into this MOA pursuant to its authority to grant funds for all phases of projects that restore, protect or enhance tidal wetlands and other wildlife habitat in and surrounding the San Francisco Bay as set forth in Government Code Sections 66700-66706 and pursuant to the June 1, 2018 authorization to disburse funds to the Corps for Priority Projects. C. The Funding Entities enter into this MOA pursuant to their authority to undertake Priority Projects and to accept grant funds from public entities. The Funding Entities desire for the Authority to enter into this MOA and disburse funds directly to the Corps in lieu of granting funds to the Funding Entities for subsequent disbursement to the Corp pursuant to multiple, separate agreements. Article II -SCOPE OF WORK A. The Authority will provide funds to the Corps on behalf of Funding Entities (hereinafter "Authority funds") to provide permit application evaluation-related services as more particularly described in Appendix A. The Corps' regulatory program is funded as a congressionally appropriated line item in the annual Federal Budget. Authority funds will be added to the Corps' regulatory budget in accordance with the provisions of section 214 of WRDA 2000, as amended. B. The Funding Entity associated with each project will be the applicant and permittee for the project. C. The Corps will provide staffing resources dedicated to the permit evaluation- related services as described in Article I1.C below. D. The Corps will establish a separate internal financial account to track receipt and expenditure of the funds associated with permit evaluation-related services and review of permit applications for Priority Projects. The Corps will assign one member of regulatory personnel ("Project Manager" or other Authority-funded staff) to work full-time on applications for Priority Projects, and additional Corps personnel to work part-time on the coordination described in th,is agreement. The Corps assigned staff members will charge time and expenses against the account 3 when they perform permit evaluation-related services for the Authority. The Corps will focus on the work as prioritized by the Authority. E. The Corps will expend Authority funds to defray the costs of regulatory staff (including salary, associated benefits, and overhead and travel expenses) to expedite and coordinate the evaluation of Priority Project permit applications. Staff activities will include, but are not limited to, the following: jurisdictional determinations, project site visits, travel, federal register preparation, public notice preparation and distribution, attendance at public hearings, preparation of correspondence, public interest review, preparation and review of environmental documentation, timeline tracking, and meetings with the Authority and resource agencies. F. The Corps will not expend Authority funds for costs associated with the review of the project manager's work by supervisors or other persons of the Corps in the decision-making chain of command. However, if a supervisor is performing staff work and not supervisory oversight, funds may be used. G. The Corps will not expend Authority funds to defray the costs of activities related to the Corps' enforcement functions, but may use Authority funds to defray costs of activities related to assisting Priority Project permit applicants with permit compliance. H. In accordance with the Chief of Engineers' memorandum, dated April 18, 2018, Authority funds may not be used to continue activities under this agreement should a lapse of federal appropriations result in shutdown or furlough for the Corps. I. If Authority funds are expended in accordance with this agreement and not replenished, any remaining Priority Project permit applications will be handled like those of any permit applicant. Article Ill -INTERAGENCY COMMUNICATIONS To provide for consistent and effective communication between the Corps and the Authority, each will appoint a Principal Representative to serve as its central point of contact on matters relating to this MOA. Additional representatives may also be appointed to serve as points of contact on specific actions or issues. The Corps and the Authority will issue a letter to the other designating the Principal Representative within fifteen (15) days of MOA execution. The Principal Representative for may be changed upon written notification to the other party. Article IV -RESPONSIBILITIES OF THE PARTIES A. The Authority will provide adequate resources to fund Corps staff for the purpose of permit application-related services set forth below, including timely review of 4 Priority Projects and other identified activities as set forth in the Scope of Work (Appendix A). B. To facilitate the Corps' reviews and activities, the Authority will: 1. Provide the Corps with the Priority Projects list. The Priority Projects list will be provided at an initial meeting between the Corps and the Authority. The Authority and the Corps will review the list and revise it on an as-needed basis. Changes to the list will be submitted by the Authority to the Corps in writing and will be effective upon receipt thereof. 2. Provide the Corps with the list of other resource and regulatory agencies that are participating in the coordinated review of Priority Projects, which agencies are referred to as the Bay Restoration Regulatory Integration Team ("BRRIT"). 3. Encourage Funding Entity applicants to actively engage Corps personnel in early coordination, consultation, scoping, planning, and development of Priority Projects through various means including, but not limited to, meetings, field visits, conference calls, video teleconferencing, and electronic correspondence. 4. Encourage Funding Entity applicants to provide adequate information regarding projects and other specific activities to initiate permit application evaluation. Information required for the Corps to deem a permit application complete thereby allowing initiation of the permit review process can be found in Corps regulations at 33 C.F.R. §§ 325.1 (d), § 325.3(a), General Condition 31 of the Nationwide Permit Program as published in the Federal Register (82 Fed. Reg. 1,860, dated January 6, 2017), and the Corps' Final Nationwide Permit Regional Conditions for Sacramento, San Francisco, and Los Angeles Districts (effective March 18, 2017). Upon request, Authority shall encourage Funding Entity applicants to provide additional information necessary to complete the application and/or pre-construction notification. If additional information, pursuant to 33 C.F.R. § 325.1 (e) is requested by the Corps, Authority shall encourage Funding Entity applicants to provide such additional information necessary to ensure the Corps can effectively accomplish the required review. 5. In consultation with the Corps, establish realistic schedules for the Corps' involvement in Priority Projects. Work closely with the Corps to resolve workload conflicts and adjust priorities and schedules in order to make optimal use of available Regulatory Program staff resources. If overlaps or conflicts occur in the schedules for Priority Projects, the Authority will work with the Corps to resolve such overlaps or schedule conflicts. 6. Request meetings in writing to the Corps by mail or email. Meeting requests must provide sufficient lead-time for scheduling. Such requests must include 5 an agenda that clearly characterizes the purpose of the meeting and what is expected from the Corps' participation. Written materials attached to the request must contain sufficient information to enable the Corps staff to prepare for and actively participate in the meeting. 7. Inform all applicants for Priority Projects that Department of the Army Engineering Form ENG-4346, or Form ENG-6082, and/or a PCN form or letter containing the same information must be used for permit applications. 8. Inform all Funding Entity applicants that the lack of active engagement in the expedited permit process and/or failure to provide adequate information requested by the Corps may result in the project's removal from the Authority's Priority Projects List. C. The Corps shall supplement or reassign its existing Regulatory Program personnel within projected funding levels provided under this MOA. The Corps shall use the Authority funds to defray the costs of salaries and associated benefits and to reimburse travel expenses. Additionally: 1. The Corps shall provide quarterly status updates on permit applications for Priority Projects and promptly notify the Funding Entity applicants on additional information requests arising from consultations with resources agencies requiring Authority response in order to timely process the project permits. The Corps shall strive to meet the performance metrics provided in Appendix B. 2. The Corps shall provide the Authority an annual report documenting work conducted under this MOA. 3. At the conclusion of the services under this MOA, the Corps shall provide a final statement of expenditures for the MOA including a summary report of progress made under this MOA to the Authority. This summary report will be submitted no later than sixty (60) days after the MOA expires or is terminated. The summary report will also identify any recommendations for improving consultation and coordination between the Corps and the Authority. To avoid duplicative reporting, the Corps may use the final statement of expenditures and summary report to meet its quarterly progress reporting requirement for the final quarter of the period covered by this MOA. 4. The Corps shall meet with staff and management representatives from the Authority on a quarterly or other mutually agreed upon schedule to review commitments, to collaborate on issues, to remedy outstanding concerns, to consider revisions to the provisions of this MOA, and to monitor activities under this MOA. Article V -TERM OF AGREEMENT 6 A. This MOA became effective on March 5, 2019, when it was signed by both the Authority and the Corps. The amendments to the MOA will become effective when this amended and restated MOA is signed by both the Authority and the Corps. The Corps shall not receive payment for work performed prior to the effective date of the MOA and before the start date identified in the Authority's notice to proceed. Work performed pursuant to this MOA shall terminate on March 31, 2022; and this MOA shall expire on June 30, 2022. The Parties may amend this MOA or terminate the MOA prior to the expiration date pursuant to Article XI I. B. The Authority shall send a notice to proceed to the Corps, which notice shall include a start date for the Corps obligations under this MOA and will include the Priority Projects list for the first six-month funding period. C. This MOA will become effective as to each Funding Entity upon signing by the Funding Entity. Signing by a Funding Entity will not affect the rights and obligations of any other Party under the MOA. Article VI -FUNDING Within thirty (30) days of receipt of an invoice from the Corps, the Authority shall pay the anticipated FY costs expected to be incurred each year following MOA execution date in one lump sum each year, at the level specified in the Corps' budget estimate, which is included as Appendix C to this MOA and incorporated herein by reference. The total not to exceed budget for three years of work is one million, six thousand one hundred and two dollars ($1,006,102.00). If the term of this agreement is extended, the total not to exceed budget for five years of work is one million, seven hundred fifty thousand, five hundred sixty-one dollars ($1,750,561.00). Work is expected to be performed from approximately, March 31, 2019 through March 31, 2022; or if this agreement is extended, work will be performed through March 31, 2024. A. The Corps shall submit an invoice for full advance payment of the total annual amount. The invoice shall be provided on Corps letterhead, and include (1) the Corps' name and address, (2) Corps' remittance address, if different, ( or electronic transfer information) and (3) total amount. Invoices shall be submitted by the Corps to: San Francisco Bay Restoration Authority 1515 Clay Street, Suite 1000 Oakland, California 94612-1401 Attention: Amy Hutzel B. Revisions agreed to by the Corps and Authority will be incorporated into a revised budget estimate to reflect costs for subsequent years that this MOA remains in effect without necessitating a formal revision or amendment to the MOA. The Corps will carry-over any unobligated funds from year to year, which will be 7 credited to the Authority or will refund such unobligated funds if this MOA is terminated or expires in accordance with Article XII. C. If the Corps' actual costs for providing the agreed upon level of service will exceed the amount of funds available, it will promptly notify the Authority of the amount of funds needed to defray the costs. The Authority will either initiate an increase to the funding amount, or agree to a reduced level of service. D. The Corps will provide a quarterly expenditure summary to the Authority. E. The Corps will expedite the evaluation of permit applications as specified in this MOA only after funds have been transferred to the Corps. Payments by the Authority are to be made to "F&A Officer" and mailed to: U.S. Army Corps of Engineers San Francisco District 450 Golden Gate, 4th Floor San Francisco, CA 94102-9523 Attention: Theresa Story, Finance & Accounting Officer Article VII -APPLICABLE LAWS The applicable statutes, regulations, policies, directives, and procedures of the United States will govern this MOA and all documents and actions pursuant to it. The Corps and Authority shall comply with all relevant law. Expediting of permit applications undertaken by the Corps will be governed by all applicable Corps laws, regulations, policies, and procedures. Article VIII -DISPUTE RESOLUTION In the event of a dispute, the Parties agree to use their best efforts to resolve the dispute in an informal fashion through consultation and communication, or other forms of non- binding alternative dispute resolution mutually acceptable to the Parties. Article IX -PUBLIC INFORMATION Justification and explanation of the Authority's programs or projects before other agencies, departments, and offices will not be the responsibility of the Corps. The Corps may provide, upon request from the Authority, any assistance necessary to support justification or explanations of activities conducted under this MOA. In general, the Corps is responsible only for public information regarding Corps regulatory activities. The Authority will give the Corps advance notice before making formal, official statements regarding Corps activities funded under this MOA. Article X -CONFIDENTIAL INFORMATION 8 Except as required under the Freedom of Information Act (FOIA), 5 U.S.C. § 552 as amended by Pub. Law No. 104-231: A. Should the Corps receive a FOIA request regarding information designated as confidential by the Authority, the Corps shall notify the Authority's Principal Representative of such request and forward a copy of the request to the Authority's Principal Representative. Article XI -MISCELLANEOUS A. Other Relationships or Obligations 1. This MOA will not affect any pre-existing or independent relationships or obligations between the Parties. 2. The Corps' participation in this MOA does not imply endorsement of the Priority Projects, nor does it diminish, modify, or otherwise affect Corps statutory or regulatory authorities. 3. This MOA, including any documents incorporated by reference or attachments thereto, but excluding the pre-existing relationships or obligations between the Parties referenced in subparagraph A 1 above, constitutes the entire agreement between the Parties. All prior or contemporaneous agreements, understandings, representations and statements, oral or written, are merged herein and shall be of no further force or effect. B. Severability If any provision of this MOA is determined to be invalid or unenforceable, the remaining provisions will remain in force and unaffected to the fullest extent permitted by law and regulation. C. Advance Payment for Federal Agreements As required by 0MB Circular A-97, Authority certifies that the services being requested pursuant to this agreement cannot be procured reasonably and expeditiously through ordinary business channels. Article XII -AMENDMENT, MODIFICATION, AND TERMINATION A. This MOA may be modified or amended only by written mutual agreement of the Parties. The Authority and the Corps each has the right to terminate this MOA without cause upon thirty (30) days written notice to the other Parties, or sooner by mutual written agreement, or immediately in the event of a material breach. In the event of termination, the Authority will continue to be responsible for all costs 9 incurred by the Corps in performing expedited environmental permit review services up to the time of notice. B. Each Funding Entity has the right to withdraw from the MOA upon ten (10) days written notice to the Authority and the Corps. Withdrawal by a Funding Entity will not affect any other Party's rights or obligations under the MOA. C. Within ninety days (90) days of termination, or expiration of the MOA, the Corps shall conduct an accounting to determine the actual costs of the work. Within sixty (60) days of completion of this accounting, the Corps shall return to the Authority any funds advanced in excess of the actual costs, subject to compliance with the Anti-Deficiency Act, 31 U.S.C. § 1341 et seq. Funds may be provided to the Authority either by check or by electronic funds transfer. Article XIII -NOTICES All notices required under this Agreement shall be effective only if in writing and sent by mail or email to the following contacts for each party, except that contacts for Funding Entities are identified on Funding Entity signature page: Authority: Executive Officer San Francisco Bay Restoration Authority 1515 Clay Street, Suite 1000 Oakland, California 94612-1401 Corps: District Engineer San Francisco District of the U.S. Army Corps of Engineers 450 Golden Gate Avenue, 4th Floor San Francisco, CA 94102-9523 With copy to: Regulatory Division Chief San Francisco District of the U. S. Army Corps of Engineers 450 Golden Gate Avenue, 4th Floor San Francisco, CA 94102-9523 Article XIV -EXECUTION IN COUNTERPARTS This Agreement may be executed in Counterparts each of which shall be deemed an original but of which together constitute one and the same executed instrument. [Signature on following page] 10 FUNDING ENTITIES SIGNATURE PAGES This Agreement is executed by each Funding Entity as follows: Port of San Francisco By: _____________ _ Signature Print Name and Title Contra Costa County Flood Control and Water Conservation District By: _____________ _ Signature Print Name and Title San Francisco Recreation and Parks Department By: _____________ _ Signature Print Name and Title Marin County Parks By: --:-,------------Signature Print Name and Title 12 Date Date Date Date City of San Leandro By: --=------------Signature Date Print Name and Title California Department of Fish and Wildlife By: _____________ _ Signature Date Print Name and Title Santa Clara Valley Water District By: --=------------Signature Date Print Name and Title San Francisquito Creek Joint Powers Authority By: _____________ _ Signature Date Print Name and Title 13 Palo Alto Regional Water Quality Control Plant By: _____________ _ Signature Date Print Name and Title East Bay Regional Park District By: _____________ _ Signature Date Print Name and Title County of Marin Department of Public Works By: _____________ _ Signature Date Print Name and Title State Coastal Conservancy By: _____________ _ Signature Date Print Name and Title 14 APPENDIX A SCOPE OF WORK WORK TASK 1: AGENCY PARTICIPATION Schedule The Corps will consult with the Authority in order to prepare a schedule for Priority Project deliverables. Meetings, conference calls, The Corps will participate actively in permit evaluation- field reviews related services by attending meetings and field reviews, when requested, and identifying critical issues, key decision points, and potential conflicts as early as possible. Participation includes sharing, when appropriate, the most current regulatory and aquatic resources information. Responses to requests for The Corps will provide timely responses to information requests from the Priority Project permit applicants and BRRIT members for information either verbally, via email, or by letter as necessary. Coordination The Corps will coordinate with BRRIT members and other federal, state, and local agencies to facilitate early coordination of Priority Projects. Projected Workload The Corps will consult with the Authority regarding an adjustment of priorities if the current and/or projected workload for Priority Projects exceeds the Corps' ability to provide the services specified herein or negotiate additional funding in accordance with paragraph VI.C. of the MOA. Appendix A -page 1 WORK TASK 2: PERMIT APPLICATION REVIEWS AND COORDINATION Jurisdictional When requested by Priority Project permit Determinations applicants, the BRRIT, or as determined necessary by the Corps, the Corps will conduct site visits and/or review of information provided by the permit applicants. The Corps may request additional information if necessary to aid in the Corps' review of jurisdiction. Pre-Application The Corps will meet with the BRRIT to perform Coordination coordinated pre-application review of Priority Projects for which a permit applicant has requested pre- application review. The Corps will participate in up to two pre-application review meetings. Department of the Army The Corps will stamp each permit application with (DA) Permit Application the date of receipt and notify the BRRIT members Completeness Review of the date of receipt. The Corps will contact the permit applicant within thirty (30) days of the date of receipt of the application and request additional information if there is any incomplete, missing, or incorrect information necessary for the Corps to deem applications complete. Issuance of Public Notice After receipt of each complete DA permit application from a Priority Project permit applicant, the Corps wil issue a public notice if necessary pertaining to the activities requiring Corps authorization. Coordination Following submittal of a permit application, to the extent necessary, the Corps will perform external coordination duties with the BRRIT and with other Federal, state, and local agencies, as required by Federal regulation and polices, regarding the DA permit evaluation proccess(es). Permit Decision For each project permit application, the Corps will evaluate the permit application when all information provided by the permit applicant is deemed complete. The Corps will provide to the permit applicant a DA permit decision pursuant to Section 404/10, including general and proposed special permit conditions, if any. Appendix A -page 2 Post-permit issuance The Corps will reasonably coordinate with the activities permit applicants regarding permit modifications, including but not limited to: extensions, review of mitigation monitoring reports, and compliance inspection. Additional necessary The Corps will reasonably coordinate with the permit permitting tasks applicant regarding any additional tasks associated with the issuance of permits. Appendix A -page 3 WORK TASK 3: PROJECT MANAGEMENT Progress Reports The Corps will provide quarterly progress reports to the Authority documenting all updates regarding the permit evaluation-related services completed during the quarter. For the list of completed actions, the processing time for each permit application will also be included. In addition, these progress reports shall include a summary of the expenditures under this MOA, for the period covered by the progress report and cumulatively for both the current federal fiscal year and for the life of the MOA. Policy and Corps personnel will promote coordination between the Policy Management Team Management Team and the BRRIT including coordination for resolution of policy issues, and coordination for processing elevated project decisions. Appendix A -page 4 APPENDIX A-1 Preliminary Authority Priority Projects The List will be updated/revised in accordance to Article IV.A of the MOA. Location Job Corps Priority Anticipated AUTHORITY PROJECT NAME Coordinate Number # Ranking Construction Year Appendix A-I -page I Objective APPENDIX 8 Performance Metrics1 Upon initial receipt of an application for an individual permit or general permit, the Corps will notify the permit applicant (via telephone or email) within 15 calendar days if the application is Federally-complete. If the application is complete, the Corps will notify the participating agencies of the initial date received stamped on the application. The Corps will request in writing (via email or letter) specific additional information needed to complete an individual permit or general permit application within thirty (30) calendar days of initial receipt. Once sufficient information is received, the Corps will notify permit applicant (via telephone or email) within fifteen (15) calendar days of the date received stamped on the last piece of information needed to complete the application. Letters of Permission will be processed within sixty (60) calendar days of .. a Federally-complete receiving application, with the exception of those that require longer periods of time per Corps regulations at 33 CFR section 325.2(d)(3). Standard Individual permits will be processed within one hundred twenty (120) calendar days of receiving a Federally-complete application, with the exception of those that require longer periods of time per Corps regulations at 33 CFR section 325.2(d)(3). General permits, including nationwide permits and regional general permits, will be processed within forty-five (45) calendar days of receiving a Federally-complete application. 2 Measure The Corps shall provide such notification within the stated time frame at least 90% of the time. The Corps shall provide such notifications within the stated time frame at least 90% of the time. The Corps shall meet the stated objective at least 50% of the time. The Corps shall meet the stated objective at least 80% of the time. The Corps shall meet the stated objective at least 80% of the time. 1 Appendix B Performance Metrics determined by FY19 USACE Regulatory Performance Metrics 2 Projects requiring Section 7 and Section 106 consultation will exclude those calendar days during which the project is under consultation with another agency, i.e. time from when the consultation letter is sent until consultation response is received. Appendix B -page 1 Jurisdictional Determinations (JDs), including Approved The Corps shall meet the JDs, will be processed within sixty (60} calendar days of stated objective at least receiving a complete jurisdictional determination request. 90% of the time. Endangered Species Act Section 7 consultation initiation The Corps shall meet the request letters and Section 106 consultation initiation stated objective at least request letters will be sent within fifteen (15) days of 90% of the time. receiving adequate information from Authority to make a determination of effect and initiate consultation. Appendix B -page 2 APPENDIXC CORPS BUDGET ESTIMATE Regulatory Rate Calculations Federal Federal Federal Federal FY19 FY20 FY21 FY22 GS12 GS12 GS12 GS12 Step 1 Step 2 Step 3 Step 4 Basic Hourly Rate 42.44 43.86 45.27 46.69 Dailv Rate (hourlv ri'!1 8 hours) 339.52 350.88 362.16 373.52 Effective Daily rate (w/benefits at 64%) 556.81 575.44 593.94 612.57 Overhead (Departmental 45% and District 23.5%) 381.42 394.18 406.85 419.61 Total Daily Rate (Effective Daily Rate + OH) 938.23 969.62 1000.79 1032.19 3-YEAR TOTAL NOT TO EXCEED AMOUNT= $1,006,102.00 Dependent on Funding. 5-YEAR TOTAL NOT TO EXCEED AMOUNT= $1,750,561.00 Appendix C -page 1 . ' Federal FY23 GS12 Step 5 48.10 384.80 631.07 432.28 1063.36 -0 ' ' Year1 FY19 (1 Oct 2018-30 Sept 2019) Labor Costs Staff Davs Rate Cost GS -12 Rer.iulatorv Suooort 218 $938.23 $204,534.05 GS-12 Regulatory-part-time 109 $938.23 $102,267 In house Support Service 20 $938.23 $ 18764.59 (e.Q. leqal, enr.iineerino\ Other Direct Costs Travel & per Diem 20 $125.00 $ 2,500 (20 days liil $125 averar.ie) TOTAL FY 2019 $328,065.66 YEAR2 FY 2020 (1 October 2019 -30 Sept 2020) Labor Costs Staff Davs Rate Cost GS -12 Reaulatory Suooort 218 $969.62 $211 ,377 .55 GS-12 Regulatory-part-time 109 $969.62 $105688.80 In house Support Service 20 $969.62 $ 19,392.44 (e.a. leaal, enaineerina) Other Direct Costs Travel & per Diem 20 $125.00 $ 2,500 (20 davs (o) $125 averaae) TOTAL FY 2020 $338,958.76 YEAR3 FY 2021 (1 October 2020 -30 Sept 2021) Labor Costs Staff Davs Rate Cost GS -12 Regulatory Suooort 218 $ 1000.79 $ 218,172.86 GS-12 Reaulatorv -•art-time 109 $ 1000.79 $ 109,086.40 In house Support Service 20 $ 1000.79 $ 20,015.86 (e.Q., leqal enr.iineerino\ Other Direct Costs Travel & per Diem 20 $125.00 $ 2,500 (20 days liil $125 averaqe) TOTAL 2021 $349,775.15 Appendix C -page 2 YEAR4 FY 2022 (1 October 2021-30 Sept 2022) Labor Costs Staff Davs Rate Cost GS-12 ReQulatory Suooort 218 $1032.19 $ 225,016.37 GS-12 Regulatory-part-time 109 $1032.19 $112,508.20 In house Direct Cost 20 $1032.19 $ 20,643.70 Other Direct Costs Travel & per Diem 20 $125.00 $ 2,500 (20 davs@ $125 averaqe) TOT AL FY 2022 $360,668.25 YEARS FY 2023 (1 October 2022 -30 Se lt 2023) Labor Costs Staff Davs Rate Cost GS-12 ReQulatory Suooort 218 $1063.36 $231,811.68 GS-12 ReQulatory-part-time 109 $1063.36 $115,905.80 In house Direct Cost 20 $1063.36 $ 21,267.13 Other Direct Costs Travel & per Diem 20 $125.00 $ 2,500 (20 davs 1m $125 averaqe) TOT AL FY 2023 $371,484.64 Appendix C -page 3 City of Palo Alto (ID # 11567) City Council Staff Report Report Type: Consent Calendar Meeting Date: 11/9/2020 City of Palo Alto Page 1 Summary Title: Gas Main Replacement Project 23 Title: Approval of Contract Number C21179815 With Daleo, Inc., in the Amount of $6,417,876 for Gas Main Replacement Project 23 (GS-13001) in the Evergreen, Ventura, College Terrace, Research Park, Greer Tract, Midtown, and Charleston Terrace Neighborhoods; and Authorization for the City Manager to Negotiate and Execute Related Change Orders Not-to-Exceed $641,788, for a Total Not-to-Exceed Amount of $7,059,644 From: City Manager Lead Department: Utilities Recommendation Staff recommends that the Council: 1. Approve and authorize the City Manager or designee to execute contract C21179815 with Daleo, Inc. an amount not–to-exceed $6,417,876 for the Gas Main Replacement Project 23 (GMR Project 23) Capital Improvement Program (GS-13001); and 2. Approve and authorize the City Manager or designee to negotiate and execute one or more change orders to the contract with Daleo, Inc., for related additional, but unforeseen, work which may develop during the project, the total value of which shall not exceed $641,788 or 10% of the contract amount, for a total not-to-exceed amount of $7,059,664. Background This project is part of the Council-approved Capital Improvement Program (CIP) designed to ensure reliable gas services for the City of Palo Alto residents and customers. The project targets replacement of Polyvinyl Chloride (PVC) mains and services that are nearing their operational life expectancy and have become embrittled over time. These natural gas pipelines are susceptible to cracking during earth movement and could result in leaking gas mains and services. The project also targets replacement of steel mains and services that are identified to be severely corroded due to the lack of cathodic protection (electrical current on steel pipelines) resulting from previously installed isolation fittings on the pipeline. Over time, these Q CITY OF PALO ALTO City of Palo Alto Page 2 mains and services have developed leaks and are usually discovered during the City’s mobile and walking leak survey. Repairs to these pipelines require specialized tooling and are very time consuming and difficult. Gas service is temporarily interrupted when the pipe is damaged by construction activities or a leak on a distribution main is found. The damaged section is cut out and a new section of pipeline is installed; but when a leak on a service is located, the service is typically replaced in its entirety. Accelerated replacement of PVC and severely corroded steel mains and services is required to remain on track with the City of Palo Alto (City)’s planned CIP schedule and minimize the impact on resources due to the maintenance and replacement of sections of main and services. The sections of PVC and steel pipelines identified for replacement on this project have contributed to 59 individual leak responses from 2006 to 2019. PVC and severely corroded steel material failures will continue to contribute to increasing gas maintenance expenses resulting from gas leaks. As part of the planning and design process, staff coordinated this project with other City departments to minimize interference with other contractors and their schedules. Work on sections of Ash Street and sections of Embarcadero Road will be followed by a Public Works’ street paving project. Discussion Project Description The work to be performed under the contract C21179815 (Linked Document) is for installation of approximately 22,300 linear feet of polyethylene (PE) gas main, 142 new PE gas service pipelines, and to reconnect 64 existing PE gas services to the new gas main within the City of Palo Alto (project locations are shown in Attachment C). Replacing the gas distribution system with PE will enhance the reliability of the gas distribution system, make the system more resilient against corrosion and earth movements, eliminate potential leaks, reduce maintenance costs, and extend the useful life of the gas system. In addition, unlike PVC gas main and services, the new PE pipelines will be installed with a metallic tracer wire, which dramatically increases the accuracy of pipeline locating and reduces construction dig-ins. Construction dig-ins are the City’s 2nd through 6th highest ranking risk scores on the Distribution Integrity Management Plan (DIMP) due to the potential of homeowners, Contractors, and City Staff damaging a mismarked pipeline. Bid Process On August 20, 2020, the City posted a notice inviting formal bids (IFB) for the GMR 23 Project on the City’s electronic procurement system, PlanetBids. The bidding period was 30 calendar days. Two (2) contractors submitted bids on September 18, 2020 as listed on the attached Bid Summary (Attachment B). City of Palo Alto Page 3 Bid Name/Number Gas Main Replacement Project 23 (GS-13001), IFB Number 179815 Proposed Length of Project 265 working days Number of Vendors notified through PlanetBids 955 Number of Builder’s Exchanges notified through PlanetBids 3 Number of Bid Packages Downloaded by Vendors 31 Total Days to Respond to Bid 30 Pre-Bid Meeting? Yes (Mandatory) Number of Vendors at Pre-Bid Meeting 8 Number of Bids Received: 2 Bid Price Range $6,417,876 to $6,923,782 Staff has reviewed all bids submitted and recommends that Daleo, Inc., be declared the lowest responsible and responsive bidder. Daleo’s bid is approximately 3.7 percent below the Project Engineer's estimate of $6,667,165. The contingency amount of $641,788, which equals 10 percent of the total contract, is requested for additional unforeseen work that may develop during the project. Additional work is common with construction projects because during construction there may be previously unknown obstructions and ground conditions that require changes in how construction will proceed, leading to change orders that may create additional costs. A contingency fund is necessary to prevent significant delays in the project to handle these unforeseen conditions, which could otherwise result in longer road closures and disruptions. Any unspent contingency funds are returned to reserves at the end of the project. Staff confirmed with the Contractor's State License Board that Daleo, Inc., has an active license on file. Staff checked references supplied by the contractor for previous work performed and found no significant complaints. Staff also confirmed that Daleo, Inc., is registered and in good standing with the Department of Industrial Relations (DIR). Resource Impact The total not-to-exceed amount is $7,059,664, which includes the contract amount of $6,417,876 and a 10% contingency of $641,788. Funding for the contract amount ($6,417,876) and 10% contingency ($641,788) are available in the FY 2021 Adopted Capital Budget for project number GS-13001, Gas Main Replacement Project 23. This project includes funding transfers of $92,384 to the General Fund as an estimate for Street Cut Fees. City of Palo Alto Page 4 Summary of Project Costs for GMR Project 23 (GS-13001) Pre-Design/Design Costs $183,355 Construction Costs $6,417,876 10% Contingency $641,788 Staff Time (Includes Engineering, Operations, & Inspection) $485,800 Trench Cut Fees $92,384 TOTAL $7,821,203 The size of this project significantly exceeds the City’s in-house construction resources, making it necessary to contract out the work. Policy Implications The approval of this contract and implementation of this project is consistent with existing City goals, policies, programs, and plans including: Utilities Strategic Plan The recommendation conforms with the 2018 Utilities Strategic Plan Priority 4 Strategy 1: “Establish a proactive infrastructure replacement program, based on planned replacement before failure to support reliability and resiliency.” Distribution Integrity Management Plan (DIMP) This project is consistent with the City’s 2019 DIMP plan which is compliant with the Department of Transportation (DOT) 49 CFR Part 192, Subpart P, “Gas Distribution Pipeline Integrity Management” requirements. This contract is on the City’s construction 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. Stakeholder Engagement Utilities infrastructure work has been and will continue to be coordinated with street paving activities. Project coordination within the City’s administration is enhanced by using the City’s Geographical Information System Project Coordinator Program to determine potential project conflicts. The City’s Gas Distribution Integrity Management Plan (DIMP) has identified PVC pipelines as the current highest risk material in the gas distribution system. Staff’s GMR Project 23 communications will include project notifications mailed to all residents and businesses along the project alignment at least 30 days prior to the commencement of work. Daleo, Inc., will distribute project notifications to each property, work will take place, a minimum of 15 day City of Palo Alto Page 5 and again 24 hours’ notice prior to beginning work. A link to the City website for the GMR Project 23 will be included in the mailed project notifications. The construction is expected to commence in February 2021. Environmental Review The project is categorically exempt from California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15302(c), replacement or reconstruction of existing utility systems or facilities. Attachments: • Attachment B: Bid Summary • Attachment C: Project Maps ATTACHMENT B Gas Main Replacement Project 23 Bid Due Date 9/18/20 GS-13001 179815 Item No.Qty. Unit Description Unit Price Extended Price Unit Price Extended Price Unit Price Extended Price 1 7,441 LF Install 2" Gas MDPE pipe by horizontal directional drilling 120.00$ 892,920.00$ 128.35$ 955,052.35$ 222.00$ 1,651,902.00$ 2 709 LF Install 2" Gas MDPE pipe by open trench excavation 240.00$ 170,160.00$ 296.90$ 210,502.10$ 330.00$ 233,970.00$ 3 4,154 LF Install 4" Gas MDPE pipe by horizontal directional drilling 160.00$ 664,640.00$ 170.65$ 708,880.10$ 235.00$ 976,190.00$ 4 165 LF Install 4" Gas MDPE pipe by open trench excavation.350.00$ 57,750.00$ 467.30$ 77,104.50$ 435.00$ 71,775.00$ 5 672 LF Install 6" Gas MDPE pipe by horizontal directional drilling 200.00$ 134,400.00$ 228.00$ 153,216.00$ 240.00$ 161,280.00$ 6 50 LF Install 6" Gas MDPE pipe by open trench excavation.400.00$ 20,000.00$ 524.60$ 26,230.00$ 440.00$ 22,000.00$ 7 4,181 LF Install 8" Gas MDPE pipe by horizontal directional drilling 260.00$ 1,087,060.00$ 211.20$ 883,027.20$ 310.00$ 1,296,110.00$ 8 67 LF Install 8" Gas MDPE pipe by open trench excavation.450.00$ 30,150.00$ 401.35$ 26,890.45$ 495.00$ 33,165.00$ 9 2,385 LF Install 8" Gas HDPE pipe by horizontal directional drilling 260.00$ 620,100.00$ 211.20$ 503,712.00$ 310.00$ 739,350.00$ 10 60 LF Install 8" Gas HDPE pipe by open trench excavation.450.00$ 27,000.00$ 401.35$ 24,081.00$ 495.00$ 29,700.00$ 11 10 EA Install Anode Box 750.00$ 7,500.00$ 150.00$ 1,500.00$ 250.00$ 2,500.00$ 12 83 EA Install 1" PE Gas Service Line Including EFV and 1" Riser with OR without a bypass at the existing gas meter location by horizontal directional drilling OR open trench excavattion 6,500.00$ 539,500.00$ 7,500.00$ 622,500.00$ 4,000.00$ 332,000.00$ 13 43 EA Install 1" PE Gas Service Stub and EFV for the City to reconnect the existing 1" PE gas service to new main by horiziontal directional drilling OR open trench excavation 4,500.00$ 193,500.00$ 2,500.00$ 107,500.00$ 2,500.00$ 107,500.00$ 14 1 EA Install 2" PE Gas Service Line Including 2" PE ball valve and 2" Riser with a 1-1/4" bypass at existing gas meter location by horizotnal directional drilling OR open trench excavation 7,500.00$ 7,500.00$ 9,500.00$ 9,500.00$ 4,500.00$ 4,500.00$ 15 11 EA Install 2" PE Gas Service Stub with 2" PE ball valve for the City to reconnect the existing 2" PE gas service to new main by horizontal directional drilling OR open trench excavation 6,000.00$ 66,000.00$ 3,500.00$ 38,500.00$ 3,000.00$ 33,000.00$ 16 1 EA Install a 2" residential steel pipe bollards filled with concrete at existing gas meter location per Standard Detail WGW-05A 1,000.00$ 1,000.00$ 500.00$ 500.00$ 200.00$ 200.00$ 17 2 EA Install a 2" commercial steel pipe bollard filled with concrete at existing gas meter location per Standard Detail WGW-05B 1,500.00$ 3,000.00$ 750.00$ 1,500.00$ 200.00$ 400.00$ 18 38 EA Excavate Tie-in/Abandonment Pits for Gas Main(s) (≤5-ft in depth, up to 50 SF)10,000.00$ 380,000.00$ 6,500.00$ 247,000.00$ 3,500.00$ 133,000.00$ 19 33 EA Excavate Tie-in/Abandonment Pits for Gas Main(s) (>5-ft in depth, up to 50 SF)15,000.00$ 495,000.00$ 10,800.00$ 356,400.00$ 3,500.00$ 115,500.00$ 20 11 EA Replace existing gas meter box and lid with Armorcast Polymere Concrete Utility Box (24" x 36" x 18") with extensions and two- piece cover 4,500.00$ 49,500.00$ 3,200.00$ 35,200.00$ 1,000.00$ 11,000.00$ 21 1 EA Replace existing gas meter box and lid with Armorcast Polymere Concrete Utility Box (30" x 60" x 36") with extensions and two- piece cover 5,500.00$ 5,500.00$ 4,750.00$ 4,750.00$ 1,000.00$ 1,000.00$ 22 40 LF Fence Removal and Replacement 250.00$ 10,000.00$ 75.00$ 3,000.00$ 50.00$ 2,000.00$ 23 2 EA Casing Vent Pipe Installation 3,500.00$ 7,000.00$ 1,500.00$ 3,000.00$ 2,500.00$ 5,000.00$ 24 1 EA Perform GPS survey 100,000.00$ 100,000.00$ 62,500.00$ 62,500.00$ 20,000.00$ 20,000.00$ Total 5,569,180.00$ 5,062,045.70$ 5,983,042.00$ Item No.Qty. Unit Description Unit Price Extended Price Unit Price Extended Price Unit Price Extended Price 25 1 LS Material Storage and Laydown Yard 70,000.00$ 70,000.00$ 100,000.00$ 100,000.00$ 30,000.00$ 30,000.00$ 26 5 EA Install 1" PE service including 3/4" riser at NEW gas meter location by horizontal directional drilling OR open trench excavation 5,000.00$ 25,000.00$ 7,500.00$ 37,500.00$ 4,000.00$ 20,000.00$ 27 95 LF Modification of 12-inch steel casing, removal of 6-inch BWP, and insertion of 6-inch MDPE through 12-inch casing -$ -$ -$ 28 3 EA Abandon existing anode box / valve 1,500.00$ 4,500.00$ 750.00$ 2,250.00$ 50.00$ 150.00$ 29 10 EA Install sanitary sewer cleanout 3,000.00$ 30,000.00$ 3,500.00$ 35,000.00$ 100.00$ 1,000.00$ 30 1 CY Recycle asphalt containing petro mat 15.00$ 15.00$ 75.00$ 75.00$ 80.00$ 80.00$ 31 1,500 SF Install additional concrete pavement (Up to 10” thick)15.00$ 22,500.00$ 32.00$ 48,000.00$ 5.00$ 7,500.00$ 32 3,000 SF Install additional asphalt concrete pavement 15.00$ 45,000.00$ 14.00$ 42,000.00$ 3.00$ 9,000.00$ 33 500 LF Install additional curb 25.00$ 12,500.00$ 35.00$ 17,500.00$ 10.00$ 5,000.00$ 34 500 LF Install additional gutter 25.00$ 12,500.00$ 35.00$ 17,500.00$ 10.00$ 5,000.00$ 35 500 SF Install additional sidewalk 15.00$ 7,500.00$ 25.00$ 12,500.00$ 5.00$ 2,500.00$ 36 20,000 Inch/SF Install additional pavement (Concrete thickness)0.60$ 12,000.00$ 3.00$ 60,000.00$ 0.20$ 4,000.00$ 37 20,000 Inch/SF Install additional pavement (AC thickness)1.00$ 20,000.00$ 3.00$ 60,000.00$ 0.20$ 4,000.00$ 38 20,000 Inch/SF Install additional pavement thickness (Base thickness)0.35$ 7,000.00$ 3.00$ 60,000.00$ 0.05$ 1,000.00$ 39 10,000 Inch/LF Sawcut additional pavement (thickness)0.25$ 2,500.00$ 0.75$ 7,500.00$ 0.05$ 500.00$ 40 500 LF Perform additional sawcutting 2.00$ 1,000.00$ 4.50$ 2,250.00$ 1.00$ 500.00$ 41 1 EA Remove unused meter box 75.00$ 75.00$ 300.00$ 300.00$ 50.00$ 50.00$ 42 10 Ton Disposal of excavated soils at Class 1 landfill 300.00$ 3,000.00$ 500.00$ 5,000.00$ 350.00$ 3,500.00$ 43 10 Ton Disposal of excavated soils at Class 2 landfill 200.00$ 2,000.00$ 400.00$ 4,000.00$ 300.00$ 3,000.00$ 44 20 EA Additional pothole due to USA mismark 1,200.00$ 24,000.00$ 750.00$ 15,000.00$ 250.00$ 5,000.00$ 45 1 EA Investigation and removal/relocation of Sewer Lateral Obstructions by Open-Trench Excavation in Paved Area 1,200.00$ 1,200.00$ 6,500.00$ 6,500.00$ 5,000.00$ 5,000.00$ 46 1 EA Investigation and removal/relocation of Sewer Lateral Obstructions by Open-Trench Excavation in Paved Area 1,200.00$ 1,200.00$ 5,700.00$ 5,700.00$ 5,000.00$ 5,000.00$ 47 1,000 LF Install sheeting, shoring and bracing.25.00$ 25,000.00$ 2.00$ 2,000.00$ 1.00$ 1,000.00$ Total 328,490.00$ 540,575.00$ 112,780.00$ Ranger Pipelines Ranger Pipelines Project Title CIP No. Section A - GMR 23 - Base Bid Engineer's Estimate Daleo Inc. Section B - GMR 23 - Additive Alternate Engineer's Estimate Daleo Inc. PR No. 1 of 2 ATTACHMENT B Item No.Qty. Unit Description Unit Price Extended Price Unit Price Extended Price Unit Price Extended Price 48 1,556 LF Install 2" Gas MDPE pipe by horizontal directional drilling $ 120.00 186,720.00$ 128.35$ 199,712.60$ 230.00$ 357,880.00$ 49 58 LF Install 2" Gas MDPE pipe by open trench excavation $ 240.00 13,920.00$ 296.90$ 17,220.20$ 330.00$ 19,140.00$ 50 39 EA Install 1" PE Gas Service Line Including EFV and 1" Riser with OR without a bypass at the existing gas meter location by horizontal directional drilling OR open trench excavattion $ 6,500.00 253,500.00$ 7,500.00$ 292,500.00$ 4,000.00$ 156,000.00$ 51 8 EA Install 1" PE Gas Service Stub and EFV for the City to reconnect the existing 1" PE gas service to new main by horiziontal directional drilling OR open trench excavation $ 4,500.00 36,000.00$ 2,500.00$ 20,000.00$ 2,500.00$ 20,000.00$ 52 10 EA Install a 2" residential steel pipe bollards filled with concrete at existing gas meter location per Standard Detail WGW-05A $ 275.00 2,750.00$ 500.00$ 5,000.00$ 200.00$ 2,000.00$ 53 4 EA Excavate Tie-in/Abandonment Pits for Gas Main(s) (≤5-ft in depth, up to 50 SF) $ 6,250.00 25,000.00$ 6,500.00$ 26,000.00$ 3,500.00$ 14,000.00$ 54 1 EA Perform GPS Survey $ 30,000.00 20,000.00$ 10,000.00$ 10,000.00$ 2,000.00$ 2,000.00$ Total 537,890.00$ 570,432.80$ 571,020.00$ Item No.Qty. Unit Description Unit Price Extended Price Unit Price Extended Price Unit Price Extended Price 55 805 LF Install 2" Gas MDPE pipe by horizontal directional drilling 120.00$ 96,600.00$ 128.35$ 103,321.75$ 220.00$ 177,100.00$ 56 32 LF Install 2" Gas MDPE pipe by open trench excavation 240.00$ 7,680.00$ 296.90$ 9,500.80$ 320.00$ 10,240.00$ 57 14 EA Install 1" PE Gas Service Line Including EFV and 1" Riser with OR without a bypass at the existing gas meter location by horizontal directional drilling OR open trench excavattion 6,500.00$ 91,000.00$ 7,500.00$ 105,000.00$ 4,000.00$ 56,000.00$ 58 2 EA Install 1" PE Gas Service Stub and EFV for the City to reconnect the existing 1" PE gas service to new main by horiziontal directional drilling OR open trench excavation 4,500.00$ 9,000.00$ 2,500.00$ 5,000.00$ 2,500.00$ 5,000.00$ 59 3 EA Install a 2" residential steel pipe bollards filled with concrete at existing gas meter location per Standard Detail WGW-05A 275.00$ 825.00$ 500.00$ 1,500.00$ 200.00$ 600.00$ 60 2 EA Excavate Tie-in/Abandonment Pits for Gas Main(s) (≤5-ft in depth, up to 50 SF)6,250.00$ 12,500.00$ 6,500.00$ 13,000.00$ 3,500.00$ 7,000.00$ 61 1 EA Perform GPS Survey 20,000.00$ 14,000.00$ 7,500.00$ 7,500.00$ 1,000.00$ 1,000.00$ Total 231,605.00$ 244,822.55$ 256,940.00$ Engineer's Estimate Daleo Inc.Ranger Pipelines 5,569,180.00$ 5,062,045.70$ 5,983,042.00$ 328,490.00$ 540,575.00$ 112,780.00$ 537,890.00$ 570,432.80$ 571,020.00$ 231,605.00$ 244,822.55$ 256,940.00$ 6,667,165.00$ 6,417,876.05$ 6,923,782.00$ GRAND TOTAL Section D - GMR 23 - Industrial - Additive Alternate Engineer's Estimate Daleo Inc. B.2 - Add Alternate (Items 25 through 47) C.1 - Add Alternative(Items 48 through 54) D.1 - Add Alternative(Items 55 through 61) B.1 - Base Bid (Items 1 through 24) Section B: Gas Main Replacement Ranger Pipelines Section C - GMR 23 - Dennis, Celia, Burnham, and Agnes - Additive Alternate Engineer's Estimate Daleo Inc.Ranger Pipelines 2 of 2 GAS MAIN REPLACEMENT 23 Rev. 200825 LOCATIONS ID NUMBER STREET 2020-1 PARK BLVD, GRANT AVE, AND ASH ST 2020-2 EL CAMINO REAL, AND ENCINA AVE 2020-3 PAGE MILL RD, AND ASH ST 2020-4 PORTAGE AVE, AND PORTAGE ALLEY 2020-5 CALIFORNIA AVE, HARVARD AVE, AND CORNELL ST 2020-6 PAGE MILL RD, AND FOOTHILL EXPWY 2020-7 AGNES WY, BURNHAM WY, DENNIS DR, AND CELIA DR 2020-8 INDUSTRIAL AVE Attachment C O R E G O N E X P W Y GR A N T A V E PE R A L L N SH E R M A N A V E JA C A R A N D A L N CA L I F O R N I A A V E PARK BLVD SH E R I D A N A V E ASH ST BIRCH ST GR A N T A V E PROJECT LOCATION MAP 2020-1 GMR 23 PARK BVLD, GRANT AVE, AND ASH ST NOT TO SCALE EM B A R C A D E R O R D EL CAMI N O R E A L WEL L S A V E ENC I N A A V E SOUTHERN PACIFIC RAILRD U R B A N L N HIGH ST ALMA STFO R E S T A V E HO M E R A V E TO W N & C O U N T R Y A L L E Y GA L V E Z S T CH A N N I N G A V E EL CAMI N O R E A L GMR 23 EL CAMINO REAL, AND ENCINA AVE NOT TO SCALE PROJECT LOCATION MAP 2020-2 i---------> '~ ( r O R E G O N E X P W Y GR A N T A V E EL CAMINO REAL SH E R I D A N A V E GR A N T A V E OL I V E A V E PE P P E R A V E ASH ST PA G E M I L L R D PA G E M I L L R D PROJECT LOCATION MAP 2020-3 GMR 23 PAGE MILL RD, AND ASH ST NOT TO SCALE = ==========~~ ~~ EL C A M I N O R E A L LAMBERT AVE AS H S T HANSEN WAY ACACIA AVE PORTAGE AVE PR O J E C T L O C A T I O N M A P 20 2 0 - 4 GM R 2 3 PO R T A G E A V E , A N D P O R T A G E A L L E Y NO T T O S C A L E CA L I F O R N I A A V E OBERLIN ST HARVARD ST HANOVER ST CO L L E G E A V E CA L I F O R N I A A V E YALE ST CA M B R I D G E A V E WELLESLEY ST ST A N F O R D A V E CORNELL ST PRINCETON ST WILLIAMS ST CO L L E G E A V E PROJECT LOCATION MAP 2020-5 GMR 23 CALIFORNIA AVE, HARVARD AVE AND CORNELL ST NOT TO SCALE HI L L V I E W A V E PO R T E R D R PORTER DR MIRAN D A A V E FOOTH I L L E X P W Y PA G E M I L L R D C O YOTE HILL R D F O OTH ILL EXPRESS WAY M I R A ND A AVENUE CA T H C A R T W A Y AL L A R D I C E W A Y FOOTHILL EXPWY PA G E M I L L R D HI L L V I E W A V E PA G E M I L L R D PROJECT LOCATION MAP 2020-6 GMR 23 PAGE MILL RD, AND FOOTHILL EXPWY NOT TO SCALE BLAIR CT OR E G O N E X P W Y DE N N I S D R CE L I A D R COLONIAL LN BURNHAM WAY GREER RD MO R E N O A V E LOUIS RD AGNES WAY PROJECT LOCATION MAP 2020-7 GMR 23 AGNES WY, BURNHAM WY, DENNIS DR, AND CELIA DR NOT TO SCALE CHA R L E S T O N R D S A N A N T O N I O A V E C O M M E R C I A L S T I N D U S T R I A L A V E TRANS P O R T R D T R A N S P O R T R D PROJECT LOCATION MAP 2020-8 GMR 23 INDUSTRIAL AVE NOT TO SCALE City of Palo Alto (ID # 11603) City Council Staff Report Report Type: Consent Calendar Meeting Date: 11/9/2020 City of Palo Alto Page 1 Council Priority: Transportation and Traffic Summary Title: Traffic Calming Pilot Project in the Crescent Park Neighborhood Title: Approval of a Traffic Calming Pilot Project and Related Improvements in the Crescent Park Neighborhood From: City Manager Lead Department: Transportation Department Recommendation The Planning and Transportation Commission (PTC) and staff recommend that the City Council approve the implementation of a one-year traffic calming pilot project in Crescent Park Neighborhood, and authorize the City Manager to extend the pilot program by six (6) months in the event that traffic conditions are not indicative of normal conditions in the first year, and direct staff to proceed with finalizing the project plans for installation of the pilot traffic calming project in the Crescent Park Neighborhood at the following locations: • University Avenue & West Crescent Drive • Southwood Avenue & East Crescent Drive, and • Hamilton Avenue, Center Drive & Southwood Drive Background In January 2018, residents of the Crescent Park neighborhood corresponded with City staff regarding traffic conditions in their area. The residents cited ongoing cut-through traffic, congestion during the peak hours, and speeding in the off-peak hours as recurring issues in this neighborhood. In response to these community concerns, Office of Transportation staff initiated the Crescent Park Traffic Calming Project to study the project area and evaluate the neighborhood for potential placement of traffic calming elements. Staff retained the services of Fehr & Peers Engineers to assist with the project study and traffic calming evaluation for the neighborhood. In May 2018, the Office of Transportation staff met with the neighborhood residents to hear their traffic-related concerns. After meeting with residents, staff, in coordination with community members, reviewed existing traffic data and developed conceptual solutions to City of Palo Alto Page 2 address neighborhood traffic-related concerns. In March 2019, speed and volume data was collected at 11 locations in the neighborhood to further evaluate existing conditions. The data is summarized in Exhibit A. In collaboration with neighborhood residents, the following four locations were identified to implement traffic calming measures. • Location 1: University Avenue / West Crescent Drive • Location 2: University Avenue / East Crescent Drive • Location 3: Southwood Drive / East Crescent Drive • Location 4: Hamilton Avenue / Center Drive / Southwood Drive Discussion Based on input from City staff and comments received from the residents, staff, in coordination with Fehr & Peers, developed conceptual layouts of proposed alternatives to be implemented at various locations in the neighborhood. The proposed measures addressed most of the concerns heard from the residents. These conceptual layouts were prepared considering temporary measures that can be quickly placed using pavement markings, delineators, bolt- down rubber curbs, temporary asphalt concrete dikes, etc. Using these measures, the following alternatives were developed at the four locations listed below. The proposed improvements at these intersections are as follows and are also shown in detail in Exhibit B: Location 1: University Avenue & West Crescent Drive: Installation of a 50’ protected bikeway section downstream of the intersection on University Avenue for eastbound traffic. This would prevent vehicular traffic from using the bike lanes as a merge lane during congestion and peak traffic hours. A relocation of an existing bus stop will be necessary to accommodate these improvements. Location 2: University Avenue & East Crescent Drive: Conversion of Crescent Loop to right- in/right-out access at its eastern intersection with University Avenue. The addition of a median island will prevent southbound left turns from Crescent Drive onto eastbound University Avenue. This was intended to prevent cut-through traffic on Crescent Drive Loop. Location 3: Southwood Drive & East Crescent Drive: Installation of curb extensions in the northwest corner of Southwood Drive and East Crescent Drive to reduce the size of the intersection. Curb extension will help align East Crescent drive perpendicular to the Southwood Drive. The improvements also include three-way stop controls at this intersection. Location 4: Hamilton Avenue, Southwood Drive and Center Drive: Installation of curb extensions, stop signs, and traffic circle or combination of these measures at the five-legged intersection of Hamilton Avenue, Center Drive, and Southwood Drive. Three options were developed for this location. Option A: Curb extension and striping modification to realign the intersection of Hamilton Avenue and Center Street with the addition of stop signs. Also, realign Southwood Drive and add a stop sign. City of Palo Alto Page 3 Option B: Curb Extensions with a traffic circle at Hamilton Avenue and Center Street. Adjust stop signs on Center Streets and add stop signs on Hamilton Avenue. Realign Southwood Drive with curb extension and add stop sign on Southwood Drive. Option C: Add an oval-shaped traffic circle with stop signs for all directions. Neighborhood Communication & Support Staff conducted a second community meeting at Palo Alto City Hall on Tuesday, November 19, 2019. These conceptual improvements were shared with the Crescent Park neighborhood residents and they were asked to provide their comments on each alternative. The proposed improvements were widely accepted by the neighborhood residents and most residents were in favor to move forward with pilot project. For Location 4 at Hamilton Avenue, Southwood Drive, and Center Drive, a majority of the residents favored Option C. However, the right-in and right-out restrictions on Location 2 at University Avenue and East Crescent Drive was concerning to a few residents. As a result, staff surveyed affected residents of Crescent loop to solicit their comments. A survey was mailed to all twenty-one residents on Crescent Loop. City received thirteen (13) responses, of these twelve (12) residents were against the right-in and right-out restrictions and only one resident responded in favor of such improvement at this location. The survey results are available for review upon request. Based on the comments received from the community and the survey results, staff recommends installation of the following temporary traffic calming measures: Location 1: University Avenue & West Crescent Drive: Installation of a 50’ protected bikeway section downstream of intersection on University Avenue. Staff will coordinate with SamTrans to accommodate relocation of bus stop before installation of improvements. Location 3: Southwood Drive & East Crescent Drive: Installation of curb extensions in the northwest corner of Southwood Drive and East Crescent Drive to reduce the size of the intersection and three-way stop controls. Location 4: Hamilton Avenue, Southwood Drive, and Center Drive: Option C: Installation of an oval-shaped traffic circle with stop signs for all directions. The project was heard at the Planning and Transportation Commission as a public hearing on September 9, 2020 (Staff Report ID 11517). Here are the draft minutes of the September 9 PTC meeting. The one-year pilot project and the proposed improvements were unanimously approved with voting of five-zero (5-0) to recommend that the City Council proceed with the project and approve installation of such improvements. City of Palo Alto Page 4 Staff recommends implementing these traffic calming measures as a one-year pilot with ongoing monitoring of the project area. The proposed measures are conceptually shown in Exhibit B. Staff recommends that City Council authorizes staff to prepare the final design and layout of proposed pilot improvements based on the concept plans and directs staff to proceed with implementation of such traffic calming improvements. Staff will evaluate the effectiveness and acceptance of the proposed improvements in the community after the one-year implementation of the pilot project. After conducting the post-pilot installation review, staff will return to City Council for direction on whether to make the improvements permanent or modify the alternative and perform additional monitoring. Additionally, because of COVID-19, the city is experiencing impacts on traffic flow. Staff believes that the post-pilot project study should be reflective of typical traffic conditions. As a result, the pilot program may need an extension beyond twelve (12) months if traffic flow is not indicative of normal (pre-COVID) traffic conditions. Therefore, staff recommends that City Council authorize the City Manager to extend the pilot program by six (6) months, in the event traffic conditions are not indicative of typical traffic conditions. Normal or near-typical traffic conditions may be represented at a minimum when University, businesses, and school reopen. Policy Implications City of Palo Alto 2030 Comprehensive Plan goals, policies, and programs that support staff’s recommendations include: • Policy T-4.2 Continue to construct traffic calming measures to slow traffic on local and collector residential streets and prioritize traffic calming measures for safety over congestion management Program. • T4.2.1 Periodically evaluate residential areas for traffic impacts and use the results of that evaluation to prioritize traffic calming measures. • Policy T-4.3 Identify specific improvements that can be used to discourage drivers from using local, neighborhood streets to bypass traffic congestion on arterials. • Policy T-4.4 Maintain the following roadways as residential arterials, treated with landscaping, medians and other visual improvements to distinguish them as residential streets, in order to improve safety: o Middlefield Road (between San Francisquito Creek and San Antonio Road) o University Avenue (between San Francisquito Creek and Middlefield Road) o Embarcadero Road (between Alma Street and West Bayshore Road) o East and West Charleston Road/Arastradero Road (between Miranda Avenue and Fabian Way). o Use landscaping and other improvements to establish clear Program T4.4.1 “gateways” at the points where the Oregon Expressway, University Avenue and Embarcadero Road transition from freeways to neighborhoods. City of Palo Alto Page 5 Resource Impact The design and construction of the pilot project improvements for the Crescent Park neighborhood traffic calming pilot project will be performed by the City’s on-call contractors under current in-place contracts using quick build materials. The estimated construction cost of the project is between $70,000 and $90,000. Pricing will be confirmed before work is authorized. Contracts for this project are funded through the Transportation and Parking Improvements Capital Improvement Project (PL-12000) of the FY 2021 Adopted Capital Budget. Project PL-12000 provides funding for the implementation of miscellaneous neighborhood traffic calming improvements. Therefore, the department will contain costs within authorized budget levels for FY 2021 and no additional budget adjustments are anticipated. After the successful implementation of the trial period, the permanent improvements, if desired, may be considered as a separate Capital Improvement Project to replace the temporary measures with permanent (concrete) improvements. Funding for permanent improvements would be discussed following the pilot program review and addressed through the annual budget processes, as necessary. Public Notification, Outreach & Comments Residents in the project area were notified by mail of the City Council meeting and the availability of this staff report. Next Steps Prepare Work Orders to Install Treatments Upon City Council approval of the pilot project and project plans for improvements shown in Exhibit B, staff in coordination with City’s on-call consultant will prepare the final design and layout plans for the proposed improvements. Staff will then seek a proposal from the City’s on- call contractor and issue work orders for the implementation of the recommended alternatives. In the event certain elements such as a bike asphalt concrete curb/curb extension cannot not be performed by the City’s on-call contractor, the work for such improvements will be procured through informal bidding process due to anticipated costs for such elements in compliance with the procurement process of Palo Alto Municipal Code. These improvements will be constructed using quick-build materials during the pilot project implementation period and will be installed to demonstrate the effectiveness of the proposed measures. The work order will not reflect permanent improvements that require the completion of detailed construction plans and specifications for public bidding. As such, the drawings will not account for vertical dimensions or drainage infrastructure requirements. The drawings for the pilot project also will not account for design elements such as curb and gutter, sidewalk, pavement modifications, street lighting, or other green infrastructure. The installation of the pilot traffic calming improvements for Crescent Park neighborhood if approved by the Council is anticipated by Spring of 2021. Collect Data and Draft End-of-Pilot City of Palo Alto Page 6 City will coordinate the collection of data at various locations under normal traffic conditions and evaluate the pre-pilot and end-of-pilot data to determine the efficacy of the pilot project with a particular focus on key issues at these locations. This phase of data collection will be 12 to 18 months after installation and anticipated to be completed by end of 2022. An end-of-pilot a technical report will be presented for the City Council which will include recommendations for how to proceed following the pilot program. The pilot program may be extended beyond a 12- month period if traffic flow is not indicative of normal (pre-COVID) traffic conditions. The Office of Transportation will evaluate the project, collect additional data, and conduct another resident survey prior to the recommendation of the permanent installation of the traffic calming measures. Staff will prepare preliminary cost estimates for the project. Upon funding availability, staff will pursue the design and construction of permanent improvements. Environmental Review The proposed modifications are minor upgrades to an existing residential street right-of-way and would not result in any new impacts on the existing environment. This project is considered as a minor alteration to the existing street system, and therefore categorically exempt (Class 1 Exemption, Section 15301) from the provisions of the California Environmental Quality Act (CEQA). The proposed modification is minor and a trial. Attachments: • Exhibit A & B: Crescent Park Staff Report Attachments - Trial Implementation of Crescent Park NTCP Page 1 Attachments Attachments - Trial Implementation of Crescent Park NTCP Page 2 EXHIBIT A Exiting Traffic Data Attachments - Trial Implementation of Crescent Park NTCP Page 3 Attachments - Trial Implementation of Crescent Park NTCP Page 4 Attachments - Trial Implementation of Crescent Park NTCP Page 5 Attachments - Trial Implementation of Crescent Park NTCP Page 6 Attachments - Trial Implementation of Crescent Park NTCP Page 7 EXHIBIT B Location 1 University Avenue / West Crescent Drive Bicycle Lane Protection Existing Conditions Proposed Improvements Attachments - Trial Implementation of Crescent Park NTCP Page 8 Location 2 University Avenue / East Crescent Drive Outbound Right-turn Channelization Existing Conditions Proposed Improvements Attachments - Trial Implementation of Crescent Park NTCP Page 9 Location 3 Southwood Drive / East Crescent Drive Curb Extension for Intersection Realignment Existing Conditions Proposed Improvements Attachments - Trial Implementation of Crescent Park NTCP Page 10 Location 4 Hamilton Avenue / Center Drive / Southwood Drive Intersection Realignment Options A/B/C Existing Conditions Option A: Proposed Improvements Attachments - Trial Implementation of Crescent Park NTCP Page 11 Option B: Proposed Improvements Option C: Proposed Improvements City of Palo Alto (ID # 11612) City Council Staff Report Report Type: Consent Calendar Meeting Date: 11/9/2020 City of Palo Alto Page 1 Summary Title: Approval to Extend Term of contract for Professional Program Management Services at RWQCP Title: Approval of Amendment Number 2 to Contract Number S15153692 With Woodard & Curran as Successor-in-Interest to RMC Water & Environment for Long Range Facilities Plan Program Management Services at the Regional Water Quality Control Plant, to Extend the Contract Term Through December 31, 2022 From: City Manager Lead Department: Public Works Recommendation Staff recommends that Council approve and authorize the City Manager or his designee to execute Amendment No. 2 to Contract No. C15153692 with Woodard & Curran Inc., as successor-in-interest to RMC Water and Environment (RMC) (Attachment A) to extend the term through December 31, 2022, with no change in contract amount. Background The Palo Alto Regional Water Quality Control Plant (RWQCP) is currently implementing its Long Range Facilities Plan (LRFP). The LRFP was accepted by the City Council on July 2, 2012 (CMR #2914) to upgrade the facilities and treatment processes at the RWQCP with goals to reduce the RWQCP’s carbon footprint, increase treatment efficiency and reliability, and provide dependable and sustainable treatment. The LRFP identified several projects needed over a ten- year period. The LRFP and more RWQCP info are available online at: http://www.cityofpaloalto.org/news/displaynews.asp?Newsid=2101&targetid=65. The Agreement between the City of Palo Alto and RMC to provide Professional Services for program management of the LRFP was initiated on November 10, 2014. The original agreement term was from November 10, 2014 to November 6, 2017. Amendment No. 1, dated November 6, 2017, extended the contract term to November 10, 2020. The contract’s not-to-exceed compensation is $3,967,181, or up to $4,357,899 if additional services are authorized. Through July 2020, RMC has expended $2,570,934. CITY OF PALO ALTO City of Palo Alto Page 2 The delay in program activities is due to changes in financing availability through the State Water Resources Control Board’s (SWRCB) Clean Water State Revolving Fund (CWSRF). The City anticipated funding the LRFP projects with CWSRF loans administered by the SWRCB; however, due to the high demand for CWSRF financing the State has delayed the application timeline for securing loans. Securing funds with CWSRF for all LRFP projects appears unlikely due to competitive demand on the funds and is further complicated by the longer process for securing CWSRF loans. Therefore, staff and the RMC team are working to adapt project schedules to maximize competitiveness with CWSRF while also developing alternative financing mechanisms including revenue bond financing and US Environmental Protection Agency (USEPA) low- interest loans. Partner agencies are kept informed and have been supportive of staff efforts to pursue the best financing options. City of Palo Alto Page 3 To date, the following major milestones have been reached on LRFP projects supported by RMC: Projects Milestones Dewatering and Load Out Facility (WQ-14001) • Secured place on the CWSRF funding list for $17M in CWSRF financing. • City Council approved the CWSRF Agreement April 17, 2017. • Completed construction of the Sludge Dewatering and Loadout Facility in 2019. Primary Sedimentation Tank Rehabilitation (WQ-14003) • Selected design consultant and completed final design. • Secured place on the CWSRF funding list for $17M in CWSRF financing. • Issued an Invitation for Bids (IFB) for the project with bids due October 2020. Outfall Line Construction (WQ-19000) • Selected design consultant and completed 90% design. • Secured place on the CWSRF funding list for $11M in CWSRF financing. Plant Repair, Retrofit, and Equipment Replacement - 12,470 Volt Loop Rehabilitation Project (WQ-19002) • Selected design consultant and completed 60% design Secondary Treatment Upgrades (WQ-19001) • Selected design consultant and completed 30% design. New Laboratory and Environmental Services Building (WQ-14002) • Selected design consultant and completed conceptual design. Advanced Water Purification Facility (WQ-19003) • Issued a Request for Proposals (RFP) for design consultant (RFP No. 178333) with consultant selection process underway. On-Call Construction Management Services • Released an RFP for consultant services (RFP No. 179265). Proposals received on September 22, 2020. Discussion The LRFP identified numerous improvements to the RWQCP needed to ensure compliance with regulatory wastewater treatment requirements, protection of South San Francisco Bay, operational reliability, and staff workplace and safety. RMC is pivotal in providing the additional staff resources to implement the LRFP improvements while allowing existing RWQCP staff members to perform their ongoing functions and workload. Remaining program management work includes: • LRFP Program Financial Planning: Ongoing assistance to secure program funding • Primary Sedimentation Tank Rehabilitation (WQ-14003): Construction City of Palo Alto Page 4 • Outfall Line Construction (WQ-19000): Construction • Plant Repair, Retrofit, and Equipment Replacement - 12,470 Volt Loop Rehabilitation (WQ-19002): Design and Construction • Secondary Treatment Upgrades (WQ-19001): Design and Construction • Advanced Water Purification Facility (WQ-19003): Design and Construction • New Laboratory and Environmental Services Building (WQ-14002): Design and Construction • Headworks Facility Replacement (WQ-16002): Design and Construction Most of the remaining budget will be unexpended by the existing contract end date. Because capital program support is still needed, staff is requesting Council to extend the contract for an additional two years, through December 31, 2022. No changes in total compensation are included in the contract extension. Woodard & Curran Inc. purchased RMC Water and Enviroment Inc., effective November 4, 2016. Amendment No. 2 to the agreement acknowledges and formalizes the replacement of RMC Water & Environment with Woodard & Curran Inc. with no other change to contract terms except the company name and contract term. Woodard & Curran have agreed to hold the 2020 rates for the following two years through the end of the contract term. Timeline Woodard & Curran (formerly RMC) has served as program manager since November 10, 2014. Following Council’s approval of the amendment, Woodard & Curran will continue to serve as program manager under this contract for two additional years until December 31, 2022 under the name Woodard & Curran Inc. Implementation of the core LRFP improvements is expected to continue until 2028. Resource Impact Funding for this contract is budgeted in the Plant Master Plan (WQ-10001) project of the Wastewater Treatment Fund Capital Budget. No new or additional funds are associated with the approval of the amendment. Policy Implications This recommendation does not represent any change to existing City policies. Stakeholder Engagement This project is part of the RWQCP’s major capital improvement program funded by Palo Alto and its five additional partner agencies. The five partner agencies are regularly updated about both the need for and the progress on wastewater treatment capital work. Updates are provided each year at an annual meeting and at other periodic meetings established to inform partner agency staff about the major updates to the Capital Improvement Program. With respect to Palo Alto itself, the open meetings on the budget process serve as the main vehicle for engaging the community on RWQCP projects and associated rate impacts. City of Palo Alto Page 5 Environmental Review The program management services work does not require review under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Sections 15061(b)(3) and 15262 because this work will not result in a significant environmental impact and does not commit the City to constructing the project. Attachments: • Attachment A: Amendment No. 2 to C15153692 Woodard and Curran revised 10.26.20 (002) AMENDMENT NO. 2 TO CONTRACT NO. C15153692 BETWEEN THE CITY OF PALO ALTO AND WOODARD AND CURRAN AS SUCCESSOR-IN-INTEREST TO RMC WATER AND ENVIRONMENT This Amendment No. 2 (this “Amendment”) to Contract No. C15153692 (the “Contract” as defined below) is entered into as of November 9, 2020 (“Amendment No. 2 Effective Date”), by and between the CITY OF PALO ALTO, a California chartered municipal corporation (“CITY”), and WOODARD & CURRAN, INC., a Maine corporation, located at 41 Hutchins Drive, Portland, ME 04102, and authorized to do business in the State of California (“CONSULTANT”). CITY and CONSULTANT 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 RMC Water and Environment, the original consultant (“ORIGINAL CONSULTANT”) and CITY on November 10, 2014, for the provision of Program Management Services for the Projects under the Long Range Facilities Plan of the Regional Water Quality Control Plant, as detailed therein. B. On January 23, 2017, ORIGINAL CONSULTANT AND CONSULTANT notified CITY that their two entities had merged, with RMC Water and Environment to remain a wholly owned subsidiary of WOODARD & CURRAN, with all existing contracts of RMC Water and Environment to remain in place but in the name of WOODARD & CURRAN, the name of their combined firm. CONSULTANT has assumed the Contract assigned to it by ORIGINAL CONSULTANT, and the CITY consented to such assumption and assignment. C. The Parties now wish to amend the Contract to acknowledge the substitution of WOODARD AND CURRAN as the successor-in-interest to RMC Water and Environment as the CONSULTANT, as has been in effect since 2017, and to extend the Term an additional 25 months from its current expiration date of November 9, 2020, to December 31, 2022. 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. C15153692 between CONSULTANT and CITY, dated November 10, 2014, as amended by: Amendment No.1, dated November 6, 2017 b. Other Terms. Capitalized terms used and not defined in this Amendment shall have the meanings assigned to such terms in the Contract. DocuSign Envelope ID: C45C1A34-E38C-403E-894C-3B51B28EF702 Attachment A Vers.: Aug. 5, 2019 Page 2 of 3 SECTION 2. Assignment and Assumption of Contract. WOODARD & CURRAN, RMC Water and Environment, and CITY acknowledge and agree that as of January 23, 2017, the Contract was assigned to and assumed by WOODARD & CURRAN as the successor-in-interest to RMC Water and Environment. WOODARD & CURRAN affirms that it has accepted and accepts the assignment and agrees to perform all of RMC Water and Environment’s duties and obligations under the Contract. SECTION 3. Section 2 “TERM” of the Contract is hereby amended to read as follows: “The term of this Agreement is from the date of its full execution through December 31, 2022, unless terminated earlier pursuant to Section 19 of this Agreement.” SECTION 4. Hourly Rate Schedule. For the period following the Amendment No. 2 Effective Date and through the end of the Term of the Agreement, the hourly rates in Exhibit “C- 3” attached hereto and incorporated herein shall apply. For this period, all references to Exhibit “C-1” in the Contract shall refer to and mean Exhibit “C-3”. SECTION 5. The following exhibit(s) to the Contract is/are hereby amended or added, as indicated below, to read as set forth in the attachment(s) to this Amendment, which is/are hereby incorporated in full into this Amendment and into the Contract by this reference: a. Exhibit “B” entitled “Schedule of Performance”, AMENDED AND REPLACES PREVIOUS. b. Exhibit “C-3” entitled “Hourly Rate Schedule”, ADDED. SECTION 6. 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 7. 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: C45C1A34-E38C-403E-894C-3B51B28EF702 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 or Designee APPROVED AS TO FORM: City Attorney or designee WOODARD AND CURRAN Officer 1 By: Name: Title: Officer 2 (Required for Corp. or LLC) By: Name: Title: Attachments: Exhibit “B” entitled “SCHEDULE OF PERFORMANCE”, AMENDED, REPLACES PREVIOUS Exhibit “C-3” entitled “Hourly Rate Schedule”, ADDED. DocuSign Envelope ID: C45C1A34-E38C-403E-894C-3B51B28EF702 Bruce Nicholson Secretary Alyson Watson President - ~ DocuSigned by: E-u.aN~ FD9596F7D9A94A4 ... EXHIBIT “B” SCHEDULE OF PERFORMANCE (AMENDED, REPLACES PREVIOUS) CONSULTANT shall perform the Services so as to complete each milestone within the number of weeks specified below. The time to complete each milestone may be increased or decreased by mutual written agreement of the project managers for CONSULTANT and CITY so long as all work is completed within the term of the Agreement. CONSULTANT shall provide a detailed schedule of work consistent with the schedule below within 2 weeks of receipt of the notice to proceed. Milestones Completion No. of Weeks From NTP 1. Year One Components 1, 2, & 3 52 Weeks 2. Year Two Components 1, 2, & 3 104 week 3. Year Three Components 1, 2, & 3 156 Weeks 4. Year Four Components 208 Weeks 5. Year Five Components 260 Weeks 6. Year Six Components 312 Weeks 7. Year Seven Components 364 Weeks 8. Year Eight Components 424 Weeks DocuSign Envelope ID: C45C1A34-E38C-403E-894C-3B51B28EF702 Attachment A 2016 Labor Category 2020/21/22 Labor Category CY2020, CY2021, CY2022 Rates Engineer 1 (E1) Scientist 1 (S1) Geologist 1 (G1) Planner 1 (P1) Technical Specialist 1 (TS1) Engineer 2 (E2) Scientist 2 (S2) Geologist 2 (G2) Planner 2 (P2) Technical Specialist 2 (TS2) Engineer 3 (E3) Scientist 3 (S3) Geologist 3 (G3) Planner 3 (P3) Technical Specialist 3 (TS3) Project Engineer 1 (PE1) Project Scientist 1 (PS1) Project Geologist 1 (PG1) Project Planner 1 (PP1) Project Technical Specialist 1 (PTS1) Project Engineer 2 (PE2) Project Scientist 2 (PS2) Project Geologist 2 (PG2) Project Planner 2 (PP2) Project Technical Specialist 2 (PTS2) Project Manager 1 (PM1) Technical Manager 1 (TM1) Project Manager 2 (PM2) Technical Manager 2 (TM2) Senior Project Manager (SPM) Senior Technical Manager (STM) Senior Technical Practice Leader (STPL) Service Line Leader (SLL) National Practice Leader (NPL) Strategic Business Unit Leader (SBUL) Tech-1 Software Engineer 1 (SE1)$146 Tech-2 Designer 1 (D1)$151 Designer 2 (D2) Software Engineer 2 (SE2) Designer 3 (D3) Senior Software Developer (SSD) Tech-6/Tech-7 Senior Designer (SD)$178 AD-1/AD2 Project Assistant (PA)$113 Marketing Assistant (MA) Graphic Artist (GA) Senior Accountant (SA) Senior Project Assistant Billing Manager (BM) Marketing Manager (MM) Graphics Manager (GM) Woodard & Curran (RMC Water and Environment) Rates For Calendar Year 2021 and 2022 EPS-2/EPS-3 $192 EPS-1 $164 EPS-5 $221 EPS-4 $216 EPS-7 $255 EPS-6 $239 EPS-9/EPS-10 $286 EPS-8 $268 EPS-13/EPS-14 $334 EPS-11 to EPS-13 $318 Tech-3 $162 Tech4/Tech-5 $165 AD-3 $122 AD-6/AD-7 $156 AD-4/AD-5 $135 City of Palo Alto (0038-014.01) Page 1 of 1 Woodard Curran September 18, 2020 EXHIBIT "C-3" HOURLY RATE SCHEDULE (ADDED) DocuSign Envelope ID: C45C1A34-E38C-403E-894C-3B51B28EF702 City of Palo Alto (ID # 11662) City Council Staff Report Report Type: Consent Calendar Meeting Date: 11/9/2020 City of Palo Alto Page 1 Summary Title: Budget Amendment Ordinance for Planning & Development Title: Approval of a $500,000 Net Zero Budget Amendment in the General Fund for the Planning & Development Services Department’s Cost Recovery Program for Private Development Studies From: City Manager Lead Department: Planning and Development Services Recommendation Staff recommends that the City Council approve a net zero amendment to the Fiscal Year 2021 Budget Appropriation Ordinance for the General Fund in the Planning and Development Services Department by: a. Increasing the revenue estimate for Current Planning operations by $500,000; and, b. Increasing the expenditure appropriation for Current Planning contracts by $500,000. Note: This action requires 2/3 of the Council to approve the amendment. Background The Planning and Development Services Department provides a service for private development projects using full cost recovery deposit-based contracts. The department utilizes the expertise of outside consultants to augment and expedite entitlement studies such as historic, environmental, and zoning compliance. The applicant pays upfront for contract services related to their project and funding is held in a deposit account until services are performed. The number of projects that use this program fluctuates from year to year and the associated revenue and expense are realized in the Planning and Development Services operating budget when incurred. Due to the COVID-19 pandemic, during the Fiscal Year 2021 budget authorization, the department reduced contact funding and began redirecting a significant portion of contractor-led entitlement work to city employees. However, as the department moves into Q2’21, the need and use of full cost recovery deposit-based contracts continues. City employees do not have the in-house expertise to conduct these highly specialized studies; therefore, a net zero budget action is required to ensure continuity of service. No general fund monies are used for this program and all expenditures are supported by offsetting revenues. Discussion City of Palo Alto Page 2 Upon submitting a project to the City, an applicant completes the department’s Planning Review Application (https://www.cityofpaloalto.org/civicax/filebank/documents/77781). The application lists the City’s cost recovery policies and procedures. The program provides the City with additional resources to meet the development needs of the community by offering the applicant the opportunity to use outside consultant services related to historic, environmental, and compliance review studies for private development projects. If the applicant chooses to utilize the program, the applicant submits funds to cover the anticipated program costs which includes a twenty-five-percentage charge for the City’s administration of the program. Private development services related contracts are exemption from competitive solicitation per Municipal Code Section 2.30.360 as the services are funded wholly by private developers. Therefore, contracts do not come before the City Council. The firms conducting these studies are selected for their experience and expertise. Annually, the City receives about fifty direct cost recovery projects per year. These projects vary from single family dwellings, to mixed-used projects, to new hotels being developed in Palo Alto. Resource Impact Staff is requesting City Council approval of a net zero budget amendment in the General Fund to increase both revenues and expenses by $500,000. Funds to cover all costs are received by applicants utilizing the program. All expenses are revenue supported, resulting in no impact to the General Fund. Based on Muni Code regulations, this amendment requires 2/3 approval by the City Council. Policy Implications Authorization of this budget amendment does not represent a change to any existing policy. Stakeholder Engagement Since this is an internal budgeting action only, stakeholder involvement has been limited to the Planning and Development Services and Administrative Services departments. Environmental Review Action on this item does not constitute a project. City of Palo Alto (ID # 11686) City Council Staff Report Report Type: Consent Calendar Meeting Date: 11/9/2020 City of Palo Alto Page 1 Summary Title: Provision of Older Adult Services Contract - Avenidas Title: Approval of Contract Number C21178949 With Avenidas, Inc. for the Provision of Comprehensive Services to Older Adults for Five-years in an Amount Not-to-Exceed $2,626,165 From: City Manager Lead Department: Community Services Recommendation Staff recommends that City Council approve and authorize the City Manager or his designee to execute a professional services contract, Contract No. C21178949, with Avenidas Inc. (Avenidas), for the provision of comprehensive services to older adults, their families and caregivers in Palo Alto, for a contract term of 7/1/20 – 6/30/25, not-to-exceed $2,626.165. Executive Summary The scope of services in this contract (Contract link here) covers the provision of comprehensive services to older adults in the community including information and referral services, case management, counseling, support groups, screening, volunteer opportunities, classes and workshops for older adults that assist physical health and well-being, socialization and lifelong learning, transportation, provision of routine health maintenance provision of services that assist older adults in being able to live safely and independently as a long as possible in their own homes, and establishing partnerships with other local organizations. Background To understand the relationship between the City and Avenidas, one must understand the history of the provision of senior services in Palo Alto. Avenidas’ (previously the Senior Coordinating Council) relationship with the City covers a forty-plus year period. Several significant events and changes occurred during this time period: • The City established its own Senior Adult Services in 1971, based on a study of Palo Alto senior residents completed by the Senior Coordinating Council (SCC), and witnessed an expansion of those services over the next few years. City of Palo Alto Page 2 • The City funded the SCC administration, Senior Day Health program and Home Repair Service prior to the establishment of the Senior Center of Palo Alto, while concurrently funding its own Senior Adult Services. • After lengthy discussions over time, the City agreed to offer the Old Police/Fire Station building to the SCC at a nominal yearly fee, provided the SCC raised the necessary funds ($1.2 million) to renovate the facility. Implicit in this agreement was a commitment to help the SCC with operating funds for the Senior Center as well as continuing support for its other programs. • In 1978, the City transferred its Senior Adult Services to the SCC and first provided funds for the operation of the Senior Center. • The City and the SCC agreed that the SCC would always make substantial efforts to secure community support and other non-city public funds. That objective remained part of the SCC’s contracted Scope of Services. • The Senior Coordinating Council changed its name to Avenidas in 1996. • Avenidas continued to lease the Senior Center facility on Bryant Street in Palo Alto for $1/year, with a lease to expire in 2027. Avenidas is responsible for all the maintenance and upkeep; the City maintains the roof and exterior. • In 2014, Avenidas, along with Palo Alto Community Child Care (PACCC), requested that they be removed from the Human Services Resource Allocation Process (HSRAP) process of contract application review and become direct contractors with the City. Council concurred with this request at their meeting on May 12, 2014 and directed staff to separate the funding contracts with Avenidas and PACCC from HSRAP and to contract directly with them for the term just ending July 1, 2015 – June 30, 2020. • On June 23, 2014, Avenidas approached the City requesting a second fifty-year lease to replace the current lease based on plans to undertake a major rehabilitation and modernization of the interior of the building in order to meet the growing needs of the City’s seniors and to continue its many services. Council concurred and a new 50-year leases was entered into that will expire in 2064. • In April 2019, Avenidas re-opened after a $20 million multi-year renovation and construction project, $5 million of which came from the City. A sole source exemption from competitive solicitation was granted pursuant to PAMC 2.30.360(d) as Avenidas is the only provider of comprehensive services to older adults in the community with the sufficient agency capacity and experience to perform the services requested. The only other providers of “broader” based older adult services available in Palo Alto are those provided to older adults living in retirement facilities such as Lytton Gardens, Channing House, etc., the Oshman Family Jewish Community Center (JCC) and the Family YMCA. The JCC’s older adult specific programs consist of excursions, lectures, classes, concerts and luncheons. The JCC operates a gym and fitness center offering a wide array of fitness classes. Approximately 10% of these classes are marked as “all levels” and more geared for seniors, although anyone City of Palo Alto Page 3 can participate. The Family YMCA in Palo Alto offers services and classes to older adults, but primarily health and wellness related, with some social activities. For all our surrounding communities, comprehensive older adult services are provided in City- operated senior centers. As detailed at the beginning of the background section, the City of Palo Alto made a conscious decision in 1978 to transfer older adult services to Avenidas and provided initial funding for the operation of the senior center. Since that time, the City has provided funding to Avenidas (presently 8% of their total operating budget) for the provision of comprehensive services to older adults in Palo Alto. Discussion The scope for comprehensive services to older adults for the contract period of 2020 – 2025 aims to address the following goals: To support the FRAIL ELDERLY, less independent, older adults in their efforts to maintain and improve their functional ability to remain in their own homes and the community. 1. To support CAREGIVERS, particularly spouses and adult children as they care for dependent family members. 2. To support older adults and their families by providing TRANSPORTATION ASSISTANCE allowing them to remain safely in their own homes and in the community. 3. To provide community and RELIEF FROM ISOLATION by engaging older adults in programs of enrichment, health, and wellness. In addition, Avenidas will continue to work with City staff in coordinating appropriate services for the older adult homeless population in Palo Alto. For the specific program objectives, tasks and outcomes measures as part of this contract, see full scope of services in the contract (ATTACHMENT A). In response to the current COVID-19 pandemic, Avenidas quickly transitioned their services to an online format and is reaching out in deep ways to help the older adult community (See COVID response here). Below please see a synopsis of their organization’s response to the COVID-19 pandemic and current programming. It is anticipated that the services listed below related to the goals listed above shall comprise the scope of services for this contract until Avenidas re-opens its doors to the public when safe to do so. • Avenidas physically closed its two community centers to the public at 450 Bryant Street and at the Cubberley Community Center on March 12, 2020. The Avenidas Rose Kleiner Center suspended adult day health care group services on March 13, 2020. • Since then the enrolled population of 100+ frail elderly and their families at the Rose Kleiner Center have received state-approved “temporary alternative services” from Avenidas designed to help these individuals manage their often multiple and complex chronic conditions. City of Palo Alto Page 4 • Many programs and services at 450 Bryant and Cubberley have transitioned to alternative on-line formats. They currently have 22 ongoing classes currently being offered via Zoom with approximately 488 people enrolled. • Handyman Services, Door-to-Door volunteer client transportation, Early Literacy Program, Avenidas Blooms; and several ancillary personal health services have been suspended. These included acupuncture and nail care. • Caregiver support and crisis help continues to be provided by social work staff of Avenidas Care Partners via phone/email. Avenidas Door-to-Door volunteer transportation has transitioned to providing grocery shopping and delivery services. 165 transportation clients have been called to assess their unmet need. As a result, dozens of shopping trips have been made to support this group. Shopping and delivery of groceries and PPE supplies continue as an ongoing effort. Resource Impact Funding for year one of this contract, $521,065, is included in the FY 2021 Adopted Operating Budget of the Community Services Department. For Fiscal Years 2022 - 2025, the contract will be subject to the City Council annual appropriation of funds. Policy Implications The Comprehensive Plan addresses the needs of seniors in several sections including: • GOAL C-1 Deliver community services effectively and efficiently. o Policy C-1.18 Support existing senior programs and seek opportunities to expand programs, including programs promoting health, life-long learning, recreation, arts and cultural experiences designed for seniors at all public community facilities and parks. o Program C1.18.2 Support, promote and publicize the provision of comprehensive senior services in coordination with senior service providers. Comprehensive services include addressing senior nutrition, mental health and transportation • GOAL C-5 Sustain the health, well-being, recreation and safety of residents and visitors and improve the quality, quantity and affordability of social services for all community members, including children, youth, teens, seniors, the unhoused and people with disabilities. Stakeholder Engagement Human Services staff worked closely with Avenidas leadership to review and develop the agreement. 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. Attachments: City of Palo Alto Page 5 • Attachment A Exhibits A-C 13 EXHIBIT “A”SCOPE OF PROGRAM SERVICES & TIME SCHEDULEAVENIDAS, INC. Senior Services I. PROGRAM SERVICES CONSULTANT shall provide services to the elderly and their families and caregivers through enrichment and individual and family services. Avenidas provides a comprehensive local resource for seniors and caregivers that identifies their needs and designs and delivers programs, services, and activities to meet those needs and interests. II. PROGRAM GOALS 1. To support the FRAIL ELDERLY, less independent, older adults in their efforts to maintain and improve their functional ability to remain in their own homes and the community. 2. To support CAREGIVERS, particularly spouses and adult children as they care for dependent family members. 3. To support older adults and their families by providing TRANSPORTATION ASSISTANCE allowing them to remain safely in their own homes and in the community. 4. To provide community and RELIEF FROM ISOLATION by engaging older adults in programs of enrichment, health, and wellness. In addition to the scope of services discussed above, Avenidas will continue to work with City staff in coordinating appropriate services for the older adult homeless population in Palo Alto. III. PROGRAM OBJECTIVES For Goal #1 – FRAIL ELDERLY 1. Provide adult day health care services to 100 frail seniors through the Avenidas Rose Kleiner Center 2. Provide 8,000 days of adult day health services to frail seniors through the Avenidas Rose Kleiner Center 3. Provide Case Management Services to 40 frail, dependent and isolated seniors 4. Provide counseling, referral, or enrollment to 200 families and caregivers through the Avenidas Rose Kleiner Center Outcome Measures: 75% of clients remain enrolled for 3 months or longer demonstrating improved or maintained functional levels in activities of daily living. 90% of participants report being better able to manage their health because of improved understanding of their condition and its trajectory. 14 For Goal #2 – CAREGIVER SUPPORT 1. Provide support group assistance to 150 caregivers through Avenidas Care Partners and the Avenidas Rose Kleiner Center 2. Provide conferences, workshops and classes on caregiving issues for 150 attendees through Avenidas Care Partners 3. Provide individualized consultations and support to 150 caregivers though Avenidas Care Partners Outcome Measure: 90% of caregivers report being better able to manage the care of their family member because of health education received, and improved understanding of their family members’ health status. For Goal #3 – TRANSPORTATION ASSISTANCE 1. Provide transportation assistance to 200 older adults through Avenidas Door-to-Door, Avenidas Volunteer Corps, and the Avenidas Rose Kleiner Center. 2. Provide 2,500 one-way trips through Avenidas Door-to-Door 3. Provide 15,000 one-way trips through Avenidas Rose Kleiner Center Outcome Measures: Analyze percentage of clients using service for short-term needs; post medical procedure Analyze percentage of clients using service for long-term needs, who no longer drive For Goal #4 – FOCUS ON THE ISOLATED 1. Provide enrichment classes, services, and workshops to 1,500 individuals through the Avenidas @ 450 Center; Avenidas Chinese Community Center @ Cubberley; and online @ Avenidas Without Walls. 2. Provide enrichment classes to 4,000 attendees through Avenidas @ 450 Center; Avenidas Chinese Community Center @ Cubberley; and online @ Avenidas Without Walls. 3. Provide volunteer opportunities to 350 volunteers through the Avenidas Volunteer Corps Outcome Measures: 60% utilization of program capacity # returning clients/# new clients > 1 IV. METHODS 1. Leverage staff resources by partnering with community organizations; utilize the services of volunteers to provide services to participants and clients and to assist with administrative support tasks. 2. Leverage existing resources through fundraising from the community. 15 3. Provide weekly academic, health and fitness courses to facilitate intellectual and physical stimulation and to provide opportunity for the development of new skills and interests. 4. Provide a wide variety of lectures to broaden perceptions and to cultivate ideas. 5. Provide entertainment, fellowship, and information exchange at special events and other activities 6. Provide health maintenance screenings for common issues and to promote health education. 7. Provide information about health and wellness and healthy aging. 8. Facilitate one-to-one counseling services through scheduling, coordination, and providing meeting space. 9. Provide information and referral to seniors, family members, and service providers. 10. Provide case management that includes assessment, care planning, and service arrangements especially to less independent older adults. 11. Provide emotional support to seniors through support groups. 12. Provide consultations to caregivers for practical advice, linkage to community resources and emotional support. 13. Develop and maintain linkages with local senior housing facilities through regular site visits. 14. Provide counseling, referral or enrollment into adult day health services for individuals and their families who are in search of assistance for less independent older adults. V. DELIVERABLES 1. Consultant shall provide semi-annual activity reports relating to this Scope of Services for the periods ending December 31, 2020; June 30, 2021; December 31, 2021; June 30, 2022; December 31, 2022; June 30, 2023; December 31, 2023; June 30, 2024; December 31, 2024; June 30, 2025; within fifteen days after these dates. 2. Each report shall cover the preceding six months and such other information as the Program Manager may request. The final report shall focus on the preceding six months but shall also provide information on contract services for the entire year. The additional summary report shall cover the period for the entire contract period up to the date prior to submission. Each report shall be prepared in the form agreed upon by the Program manager and the Consultant. VI. TIME SCHEDULE Services shall commence on July 1, 2020 and continue through June 30, 2025. Semiannual progress reports shall be completed and submitted to the City on the fifteenth day after each six-month period. VII. REQUIREMENTS 16 The City of Palo Alto requires mention of its name in all materials that acknowledge donors in any public announcements or publicity regarding funded programs. CONSULTANT shall comply with the Americans with Disabilities Act (ADA) of 1990. 17 EXHIBIT “B” FY 2021-2025 CONTRACT BUDGET Expense Categories Total Agency Budget (per fiscal year) Total ContractBudget (per fiscal year) % of Contract Budget Compensation $ 3,535,155 $ 383,803 74% Programs Operating $ 438,478 $ 47,605 9% Building Occupancy $ 287,140 $ 31,174 6% Insurance $ 229,500 $ 24,916 5% Fund Raising and Marketing $ 192,356 $ 20,884 4% Administrative Operating $ 116,823 $ 12,683 2% Total Expenses $ 4,799,452 $ 521,065 100% 18 EXHIBIT “B-1” COMPENSATION The CITY agrees to compensate the CONSULTANT for professional services performed in accordance with the terms and conditions of this Agreement, and as set forth in the budget schedule below. CONSULTANT shall perform the tasks and categories of work as outlined and budgetedbelow. The CITY’s Project Manager may approve in writing the transfer of budget amounts betweenanyof the tasks or categories listed below provided the total compensation for Basic Services, including reimbursable expenses, and the total compensation for Additional Services do not exceed the amounts set forth in Section 5 of this Agreement. BUDGET SCHEDULE NOT TO EXCEED AMOUNT Year 1 $ 521,065.00 (July 1, 2020 through June 30, 2021) Year 2 $ 521,065.00(July 1, 2021 through June 30, 2022) Year 3 $ 521,065.00 (July 1, 2022 through June 30, 2023) Year 4 $ 521,065.00(July 1, 2023 through June 30, 2024) Year 5 $ 521,065.00 (July 1, 2024 through June 30, 2025) Sub-total Basic Services $2,605,325.00 Reimbursable Expenses $0.00 Additional Services $20,840.00 (Years 2-5; not to exceed $5,210 per fiscal year per Section 5.1.2) Maximum Total Compensation $2,626,165.00 ADDITIONAL EXPENSES The full payment of charges for extra work or changes, or both, in the execution of the Program will be made, provided such request for payment is initiated by CONSULTANT and authorized, in writing, by the program manager. Payment will be made within thirty (30) days of submission by CONSULTANT of a statement, in triplicate, of itemized costs covering such work or changes, or 19 both. Prior to commencing such extra work or changes, or both, the parties will agree upon an estimated maximum cost for such extrawork orchanges. CONSULTANT will not be paid forextra work or changes, including, without limitation, any design work or change order preparation, which is made necessary on account of CONSULTANT’s errors, omissions, or oversights. 20 EXHIBIT “C” INSURANCE REQUIREMENTS CONTRACTORS TO THE CITY OF PALO ALTO (CITY), AT THEIR SOLE EXPENSE, SHALL FOR THE TERM OF THE CONTRACT OBTAIN AND MAINTAIN INSURANCE IN THE AMOUNTS FOR THE COVERAGE SPECIFIED BELOW, AFFORDED BY COMPANIESWITH AM BEST’S KEY RATING OF A-:VII, OR HIGHER, LICENSED OR AUTHORIZED TO TRANSACT INSURANCE BUSINESS IN THESTATE OF CALIFORNIA. AWARD IS CONTINGENT ON COMPLIANCE WITH CITY’S INSURANCE REQUIREMENTS, AS SPECIFIED, BELOW: REQUIRED TYPE OF COVERAGE REQUIREMENT MINIMUM LIMITS EACH OCCURRENCE AGGREGATE YES YES WORKER’S COMPENSATION EMPLOYER’S LIABILITY STATUTORYSTATUTORY YES GENERAL LIABILITY, INCLUDING PERSONAL INJURY, BROAD FORM PROPERTY DAMAGE BLANKET CONTRACTUAL, AND FIRE LEGAL LIABILITY BODILY INJURY PROPERTY DAMAGE BODILY INJURY & PROPERTY DAMAGE COMBINED. $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 $1,000,000 YES AUTOMOBILE LIABILITY, INCLUDING ALL OWNED, HIRED, NON-OWNED BODILY INJURY- EACH PERSON- EACH OCCURRENCE PROPERTY DAMAGE BODILY INJURY AND PROPERTY DAMAGE, COMBINED $1,000,000$1,000,000$1,000,000 $1,000,000 $1,000,000 $1,000,000$1,000,000$1,000,000 $1,000,000 $1,000,000 YES PROFESSIONAL LIABILITY, INCLUDING, ERRORS AND OMISSIONS, MALPRACTICE (WHEN APPLICABLE), AND NEGLIGENT PERFORMANCE ALL DAMAGES $1,000,000 YES THE CITY OF PALO ALTO IS TO BE NAMED AS AN ADDITIONAL INSURED: CONTRACTOR, AT ITS SOLE COST AND EXPENSE, SHALL OBTAIN AND MAINTAIN, IN FULL FORCE AND EFFECT THROUGHOUT THE ENTIRE TERM OF ANYRESULTANT AGREEMENT, THE INSURANCECOVERAGE HEREIN DESCRIBED, INSURING NOT ONLY CONTRACTOR AND ITS SUBCONSULTANTS, IF ANY, BUT ALSO, WITH THE EXCEPTION OF WORKERS’ COMPENSATION, EMPLOYER’S LIABILITY AND PROFESSIONAL INSURANCE, NAMING AS ADDITIONAL INSUREDS CITY, ITS COUNCIL MEMBERS, OFFICERS, AGENTS, AND EMPLOYEES. I. INSURANCE COVERAGE MUST INCLUDE: A. A PROVISION FOR A WRITTEN THIRTY (30) DAY ADVANCE NOTICE TO CITY OF CHANGE IN COVERAGE OR OF COVERAGE CANCELLATION; AND B. A CONTRACTUAL LIABILITY ENDORSEMENT PROVIDING INSURANCE COVERAGE FOR CONTRACTOR’S AGREEMENT TO INDEMNIFY CITY. C. DEDUCTIBLE AMOUNTS IN EXCESS OF $5,000 REQUIRE CITY’S PRIOR APPROVAL. II. CONTACTOR MUST SUBMIT CERTIFICATES(S) OF INSURANCE EVIDENCING REQUIRED COVERAGE AT THE FOLLOWING URL: https://www.planetbids.com/portal/portal.cfm?CompanyID=25569. III. ENDORSEMENT PROVISIONS, WITH RESPECT TO THE INSURANCE AFFORDED TO “ADDITIONAL INSUREDS” A. PRIMARY COVERAGE WITH RESPECT TO CLAIMS ARISING OUT OF THE OPERATIONS OF THE NAMED INSURED, INSURANCE AS AFFORDED BY THIS POLICY IS PRIMARY AND IS NOT ADDITIONAL TO OR CONTRIBUTING WITH ANY OTHER INSURANCE CARRIED BY OR FOR THE BENEFIT OF THE ADDITIONAL INSUREDS. 21 B. CROSS LIABILITY THE NAMING OF MORE THAN ONE PERSON, FIRM, OR CORPORATION AS INSUREDS UNDER THE POLICY SHALL NOT, FOR THAT REASON ALONE, EXTINGUISH ANY RIGHTS OF THE INSURED AGAINST ANOTHER, BUT THIS ENDORSEMENT, AND THE NAMING OF MULTIPLE INSUREDS, SHALL NOT INCREASE THE TOTAL LIABILITY OF THE COMPANY UNDER THIS POLICY. C. NOTICE OF CANCELLATION 1. IF THE POLICY IS CANCELED BEFORE ITS EXPIRATION DATE FOR ANY REASON OTHERTHAN THE NON-PAYMENT OF PREMIUM, THE CONSULTANT SHALL PROVIDE CITY AT LEAST A THIRTY (30) DAY WRITTEN NOTICE BEFORE THE EFFECTIVE DATE OF CANCELLATION. 2. IF THE POLICY IS CANCELED BEFORE ITS EXPIRATION DATE FOR THE NON-PAYMENTOF PREMIUM, THE CONSULTANT SHALL PROVIDE CITY AT LEAST A TEN (10) DAY WRITTEN NOTICE BEFORE THE EFFECTIVE DATE OF CANCELLATION. VENDORS ARE REQUIRED TO FILE THEIR EVIDENCE OF INSURANCEAND ANY OTHER RELATED NOTICES WITH THE CITY OF PALO ALTO AT THE FOLLOWING URL: HTTPS://WWW.PLANETBIDS.COM/PORTAL/PORTAL.CFM?COMPANYID=25569 OR HTTP://WWW.CITYOFPALOALTO.ORG/GOV/DEPTS/ASD/PLANET_BIDS_HOW_TO.ASP City of Palo Alto (ID # 11687) City Council Staff Report Report Type: Consent Calendar Meeting Date: 11/9/2020 City of Palo Alto Page 1 Summary Title: Agreement with PACCC for Child Care Subsidy Program Administration Title: Approval of Contract Number C21178948 With Palo Alto Community Child Care for Five-years for Management of the City’s Child Care Subsidy Program in an Amount Not-to-Exceed $2,660,556 From: City Manager Lead Department: Community Services Recommendation Staff recommends that City Council approve and authorize the City Manager or his designee to execute a professional services contract, Contract No. C21178948 not to exceed $2,660,556, with Palo Alto Community Child Care (PACCC), for the management of the City’s Child Care Subsidy program for low income children, for a contract term of 7/1/20 – 6/30/25. Executive Summary The scope of services in this contract (contract link here) covers the administration and management of a childcare subsidy program for approximately 35 low income children annually enrolled in Palo Alto-based childcare and afterschool programs. Services include all paperwork and processes related to eligibility certification, maintenance of an eligibility list, data tracking and compilation, program revenue and expenditure tracking as well as other subsidy administration services as requested by the City. Background The City of Palo Alto has had a long commitment to childcare in the community starting in 1974 when it established a Task Force to consider and implement Council-set priorities on childcare. The Task Force recommended that the City take an active and supportive role in the provision of childcare and related services and that a nonprofit corporation be established to implement and coordinate the Task Force’s recommendations. During the next two years, PACCC was created and incorporated as a 501c3 organization and on March 25, 1974, Council approved a contract with PACCC that allocated funds for administrative support of PACCC and for the various components of the Task Force Plan. Starting in 1984, the City pulled back all administrative funding provided except the contract with PACCC to serve as the administrator of the City’s childcare subsidy program. PACCC funding had been allocated by means of the City of Palo Alto Page 2 Human Services Resource Allocation Process (HSRAP). In 2014, PACCC, along with Avenidas, requested that they be removed from the HSRAP process of contract application review and become direct contractors with the City. Council concurred with this request and directed staff to separate the funding contracts with Avenidas and PACCC from HSRAP and contract directly with them for the term of July 1, 2015 – June 30, 2020. Discussion An exemption from solicitation request was granted under PAMC 2.30.360 because PACCC is the only provider in Palo Alto that has experience administering a large-scale childcare subsidy program. PACCC is also the only local provider of financial aid support for families and children who qualify through the State of California, Child Development Division. By contracting with PACCC to administer this contract, they can co-mingle City and State subsidy funds, when appropriate, to assist low income families, therefore enabling city funds to be stretched further to help more children. In addition, with the management of both funding sources, PACCC can ensure that parents must only work with one agency regardless of the funding stream. Since PACCC operates infant, preschool and afterschool childcare (K-5th), children who remain eligible for a subsidy can receive continuity of care for several years, greatly reducing both the financial burden and stress placed on low income families. If PACCC were no longer the administrator of the program, the currently enrolled 35 children of low-income families would most likely lose their childcare as they would not be able to pay full tuition at PACCC. Many of these families are already struggling due to COVID-19 related loss or reduction of work hours. In total, PACCC supports 84 children in its financial aid program: 35 children are served utilizing City funding and 49 are served by the State of California program. The following tasks currently performed by PACCC in the management of the City’s Child Care Subsidy Program will continue for the next five years 2020 – 2025 if Council approves the staff recommendation. The work plan includes but is not limited to the following tasks: 1. Administer and manage childcare subsidy program for approximately 35 low income children annually enrolled in Palo Alto based childcare and afterschool programs. 2. Leverage multiple funding sources to allow City of Palo Alto funding to serve the most children possible. 3. Collaborate with other service agencies to serve the unique needs of low-income families and measure the impact subsidy services have on families. 4. Establish and maintain regular parent involvement and seek parent input on the subsidy program to build a strong rapport with families and ensure a forum is provided where their needs and concerns can be communicated and addressed. 5. Comply with state Program Specifications and PACCC Operating Procedures with regard to the administration and management of subsidy funding, including verification of family and child eligibility, need, residency, and attendance; completion of annual re- City of Palo Alto Page 3 certifications for enrolled families; and maintenance of Contracts for Services that appropriately reflect changes in the above. 6. Collect, track, and compile data sufficient to provide annual financial reports, including all agency revenue and expenditures as required under City of Palo Alto contract. 7. Coordinate with the Office of Human Services to conduct an annual evaluation of program services and goals. 8. Maintain a ranked Eligibility List for participation in the program, with enrollment priority based upon income level, initially using established priorities as detailed in the Program specifications of the contract. Eligibility list will be reviewed and ranked each time a new family is added. 9. Conduct detailed Eligibility List analysis to identify trends in community need and groups of applicants with the longest waiting periods. 10. Provide referrals to local community service agencies and programs that offer resources that PACCC cannot for low income families. What follows is a synopis of PACCC’s response to the COVID-19 pandemic and current services offered PACCC closed all 19 of its childcare programs on March 16 in response to the pandemic. Programs reopened on June 15 at approximately 20% of normal capacity. On August 17 they doubled their enrollment at school-age centers to prepare for the start of PAUSD’s school year and to support distance learning for enrolled children. • The PACCC main office remains closed to the public with administrative staff working remotely, except for essential business functions that cannot be administered remotely. During the closure period, PACCC continued to pay all employees and began the work of drafting reopening plans that required a detailed Plan of Operation on how to safely operate their programs during the pandemic and how they would follow local, county and state mandatory directives for businesses and child care. Administrative staff focused on regular communication with staff and families, identifying and sharing resources, and evaluating the impact of COVID-19. • PACCC’s Financial Aid Coordinator maintained regular contact with families enrolled in the City subsidy program. She shared resources with families to access free food and healthcare services and was able to get access to a rent subsidy program through Family Giving Tree. PACCC also coordinated with Manzanita Works to provide free diapers to families in need. When PACCC reopened in June, subsidy families were given priority to enroll. Resource Impact Funding for year one of this contract, $521,065, is included in the FY 2021 Adopted Operating Budget of the Community Services Department. For Fiscal Years 2022 - 2025, the contract will be subject to the City Council annual appropriation of funds. Policy Implications The Comprehensive Plan addresses the needs of children in the following areas: City of Palo Alto Page 4 Policy C-1.15 Continue strong support for and coordinate delivery of childcare services, addressing the needs of infants, toddlers and pre-kindergarten, as well as school-aged children. • Program C1.15.1 Support and promote the provision of comprehensive childcare services in Palo Alto by public and private providers, including employers • Program C1.15.3 Collaborate with Palo Alto Community Child Care (PACCC) to identify, develop and promote high quality early learning environments to serve all families in our community. Stakeholder Engagement Human Services staff worked closely with PACCC leadership to review and develop the agreement. Environmental Review Accepting the staff recommendation does not meet the definition of a “project” under the California Environmental Quality Act, therefore, no environmental review is required. Attachments: • Attachment A: Exhibits A-C 13 EXHIBIT “A” SCOPE OF PROGRAM SERVICES PALO ALTO COMMUNITY CHILD CARE, INC. Child Care Subsidy Program MISSION: To provide and advocate for exceptional and accessible childhood care and education for low income families. These childcare services will enable parents to work or attend school and provide for their families, as well as to support their children’s developmental needs. PROGRAM SERVICES CONSULTANT shall administer, in a cost-effective manner, a child care subsidy program (the “Program”) for low-income families as described in the Subsidy Program Specifications set forth in Exhibit B to this Agreement. A minimum of thirty five (35) and a target goal of forty (40) or more children of low- income families shall be provided subsidized childcare through the Program at PACCC childcare centers. Subsidized child care services shall be provided during those time periods when parent(s) or legal guardian(s) are employed, seeking employment, students, incapable of providing care due to qualifying disability, or when the child is referred to the Program by the Child Protective Services (CPS) Division of the California Department of Social Services. School age childcare subsidy funds will only be made available to students enrolled in Kindergarten through the summer after completion of grade five. SUBSIDY PROGRAM GOALS Goal #1: Maximize the number of children and families served by City of Palo Alto Subsidy program to achieve the enrollment goal of 40 children per year to allow (primarily) parent(s) or legal guardian(s) to work or attend school. OBJECTIVE: Leverage multiple funding sources to allow City of Palo Alto funding to serve the most children possible. METHODS: 1. During annual family recertification and data collection, identify families who are eligible for combined City and State funding and commingle funding whenever possible to achieve enrollment goal. 2. Continue to seek and secure fund development opportunities that enhance the total available direct services funding for child care subsidies in order to augment and support City and State programs. Funding may be available through PACCC’s scholarship program to support families transitioning into or out of City subsidized care. DocuSign Envelope ID: 43965404-E25D-4A35-843D-868AD9F21C2D 14 Goal #2: Collaborate with other service agencies to serve the unique needs of low- income families and measure the impact subsidy services have on families. OBJECTIVE: Maintain and increase, wherever possible, collaborations with agencies that provide services for the special needs of the population served by the City subsidy program, with a goal of four collaborations per year. METHODS: 1. Maintain and enhance collaborations with Alta Housing and PAUSD. 2. Seek out two other collaborative relationships per year by attending at least 1 local resource and referral workshop per year and participating in Santa Clara County Office of Education Local Planning Council meetings to identify possible agencies for collaboration. 3. Investigate alternative child care arrangements to refer eligible families on the eligibility list. Obtain updates from the list of referrals at least quarterly to ensure information shared with families is up-to-date. 4. Families complete service needs referral form at time of initial enrollment and subsequent recertifications. 5. Families complete annual survey for feedback on how the subsidy program has impacted their family. Survey results will be used to guide the direction of further collaborations. Goal #3: Establish and maintain regular parent involvement and seek parent input on the subsidy program to build a strong rapport with families and ensure a forum is provided where their needs and concerns can be communicated and addressed. OBJECTIVE: Encourage parent involvement to provide funded families an opportunity to advise PACCC on issues related to the services they receive and ensure that all subsidy families are kept informed of policies and procedures. METHODS: 1. Subsidy Parent Involvement meetings will occur twice per year. All funded families will be invited to participate. 2. Meeting content will include policy and program requirements; support offered by PACCC’s financial aid coordinator; communication avenues; program service feedback. 3. Maintain and update, as needed, the family handbook specific to the DocuSign Envelope ID: 43965404-E25D-4A35-843D-868AD9F21C2D 15 requirements of the City and State funded programs to allow complete transparency of program requirements and family roles and responsibilities. To ensure program policies and requirement are accurately reflected, review of the handbook will occur annually. Goal #4: Ensure quality child care programming through the use of an established system of measurement. OBJECTIVE Within three (3) to four (4) years transition to full participation in the Quality Matters, QRIS system of program quality assurance to ensure programs offered to children are of the highest quality and that quality is objectively measured. METHODS: 1. Enroll in Quality Matters, QRIS, through WestEd in year one (1) of the contract. 2. During year one (1) of contract, assess changes needed to implement QRIS effectively and create strategic plan for full implementation no later than year four (4) of contract. 3. Submit strategic plan for full implementation of QRIS by end of year one (1) of contract to the Contract Manager. 4. Meet with the Contract Manager at end of year one (1) to review and discuss QRIS implementation plan. 5. Submit final strategic plan for full implementation of QRIS within one month after review with the Contract Manager. GENERAL PROGRAM GOALS, OBJECTIVES, METHODS & PROCEDURES 1. Comply with city and state Program Specifications as well as PACCC Operating Procedures with regard to the administration and management of subsidy funding, including verification of family and child eligibility, need, residency, and attendance; completion of annual re-certifications for enrolled families; and maintenance of Contracts for Services that appropriately reflect changes in the above. 2. Collect, track, and compile data sufficient to provide annual financial reports, including all agency revenue and expenditures as required under City of Palo Alto contract. 3. Adhere to the Family Fee Schedule. 4. Coordinate with the Office of Human Services to conduct an annual evaluation of program services and goals. 5. Maintains a ranked Eligibility List for participation in the program, with enrollment priority based upon income level, initially using established priorities DocuSign Envelope ID: 43965404-E25D-4A35-843D-868AD9F21C2D 16 as detailed in the Program specifications of the contract. 6. Eligibility list will be reviewed and ranked each time a new family is added. 7. Conduct detailed Eligibility List analysis to identify trends in community need and groups of applicants with the longest waiting periods. 8. Communicate all changes in policies/procedures/eligibility of the state subsidy program to the City as it relates to the service of any family with co-mingled funds 9. Maintain updated CPA Family Resources Kiosks; acquire and use new Kiosks where appropriate as provided by the City 10. Provide referrals to local community service agencies and programs that offer resources that PACCC cannot for low income families. ACKNOWLEDGEMENT OF CITY FUNDING: PACCC shall include an acknowledgement of City funding and support in all appropriate publicity or publications regarding the PROGRAM, using words to the effect that “subsidized child care services are provided through City of Palo Alto funding,” or as otherwise approved by the City’s Contract Manager. REPORTS: Contractor shall provide activity reports relating to this Scope of Program Services for the periods ending, December 31, 2020, June 30, 2021, December 31, 2021, June 30, 2022, December 31, 2022, June 30, 2023, December 31, 2023, June 30, 2024, December 31, 2024, June 30, 2025, December 31, 2025 and June 30, 202, by the 15th of the month following the report period end date. Each report shall cover the preceding period and other such information as the Project Manager may request. The final report shall focus on the final four months, but also shall provide information on contract services for the entire term. Each report shall be prepared in the form agreed upon by the Contract Manager and the Contractor. AMERICANS WITH DISABILITIES ACT: Contractor shall comply with the Americans with Disabilities Act (ADA) of 1990. DocuSign Envelope ID: 43965404-E25D-4A35-843D-868AD9F21C2D 17 EXHIBIT “B” FY2021-2025 SUBSIDY PROGRAM SPECIFICATIONS SERVICES: PACCC shall centrally administer and manage City funds to provide child care subsidies for families with low, very low and extremely low incomes per Housing and Urban Development (HUD) guidelines, who are eligible, based on and in accordance with the guidelines established in this document (Exhibit B) and the City-approved FY2021 Budget attached hereto as "Attachment B-1" and incorporated herein by this reference (the "Program"). The approval of at least two (2) members of PACCC management for the granting of childcare subsidy under the Program must be obtained for each recipient. The PACCC Subsidy Coordinator shall maintain a centralized waiting list for the Program in the PACCC administrative office. Subsidized childcare under the Program may be provided at PACCC childcare centers. Fees charged to families enrolled in the City Subsidy Program at PACCC childcare centers shall be as set forth in the City Family Fee Schedule, "Attachment B-2" to this Exhibit “B”, which is attached hereto and incorporated herein by this reference. Subsidized child care services shall be provided during those time periods when parent(s) or legal guardian(s) in the household are employed, seeking employment, students, incapable of providing care due to disability, or when the child is referred to the Program by the Child Protective Services (CPS) Division of the California Department of Social Services. General Eligibility for Use of Program Subsidy Funds: Only the following children are eligible for City subsidized childcare services by means of one of the following criteria: 1. Children whose parent or legal guardian is a resident of the City of Palo Alto. 2. Children whose parent or legal guardian is employed by the City of Palo Alto. 3. Children attending the Palo Alto Unified School District ("PAUSD") through the Voluntary Transfer Program pursuant to the Tinsley Settlement Order in San Mateo County, Superior Court Case No. 206010 (the "Tinsley Agreement"). 4. Children enrolled in PAUSD by virtue of being within established PAUSD school boundaries. 5. Homeless children referred in writing by a local social service agency or shelter. School age childcare subsidy funds will only be made available to students enrolled in Kindergarten through the summer after the completion of grade five. Documentation of Eligibility for City Subsidy: Verification of general eligibility for child care subsidy under the Program must include one or more of the following as applicable: 1. Utility bill from past month establishing Palo Alto residence in the name of the applicant. 2. Copy of lease or rental agreement establishing Palo Alto residency. 3. City of Palo Alto pay stub establishing current employment by the City. 4. Documentation of Tinsley Agreement participation by establishing attendance at PAUSD under the program. DocuSign Envelope ID: 43965404-E25D-4A35-843D-868AD9F21C2D 18 5. Documentation from PAUSD verifying enrollment, such as a current report card or note from the school. 6. Documentation from a local emergency shelter or agency serving victims of domestic violence accompanied by verification of residency in Palo Alto within the past year. 7. Documentation of homeless status by a local social service agency or shelter per definitions set by HUD or McKinney Vento. A PAUSD verification of McKinney Vento is acceptable. Income Verification: Verification of income eligibility for childcare subsidy under the Program must include two or more of the following most recent documents establishing total gross monthly income level of recipient family: 1. Copies of two (2) latest wage stubs for all adult wage earners in family (establishing at least one month of income). 2. Unemployment Insurance Benefit (UIB) award letter. 3. Federal tax filing information for last two (2) years if self-employed. 4. Notice of Action (NOA) letter from social service agency if receiving public assistance. 5. Non-traditional labor – Provide other means of verification that may include a list of clients and amounts paid or other records of income to support the reported income, along with a self-certification of income. Adjusted Gross Monthly Income for Families with Severe Disabilities: Families that have a member with a severe disability requiring non-reimbursable medical expenses are eligible for a subsidized rate that takes into account these expenses. A severe disability is defined as those conditions, which are catastrophic (violent or sudden in nature with extreme consequences), long-term (occurring or involving a long period of time of hardship and suffering), or terminal (leading ultimately to death). The following documentation is required: 1. A written letter from a medical physician detailing the nature of and severity of the disability and; 2. Formal documentation substantiating that the expenses are directly related to the disability (a verifiable statement of non-reimbursable medical expenses). For families that qualify under these guidelines, the medical expenses directly related to the stated disability will be deducted from the gross monthly income as calculated in accordance with the FY2021 Family Fee Schedule. Families that qualify for an adjusted parent hourly contribution based on disability related expenses may earn up to 100% of the Santa Clara County median income but must meet all other requirements related to initial eligibility and continued eligibility based on semi-annual re-certifications. Parents in Training: Students must be actively attending school or working toward a recognized vocational goal as documented on forms signed by the Registrar. When appropriate, documentation of a DocuSign Envelope ID: 43965404-E25D-4A35-843D-868AD9F21C2D 19 passing grade will be required during the recertification process in order to document satisfactory progress. Parents Seeking Employment: Parents are eligible for ninety (90) working days of childcare per fiscal year or through the end of their certification period, whichever is longer, to seek employment if their employment or training period ends. Documentation and verification of job search and interviews will be required during recertification. Exceptions to this policy will be determined by the PACCC Executive Director, Subsidy Coordinator and the City’s contract manager. Parents Employed by Temporary Work Agency: Parents employed by a temporary work agency (temp) are eligible for childcare subsidy. The parent will be required to submit the following documentation verifying that he or she is employed by the agency and accepting assignments as they are offered: 1. An offer letter from the agency that states the employee work hours (e.g. part-time, 8:30am to 12:30pm) and the range of pay. 2. A record of when the parent was offered an assignment, if it was accepted, the length of the assignment, the employee work schedule, and the rate of pay. A parent must submit a new record to the Subsidy Coordinator when any changes or updates in assignments occur. 3. The parent must sign a Release of Information form to have on file with the temp agency and the Subsidy Coordinator. The Subsidy Coordinator will contact the temp agency at the end of each month to verify the record of assignments submitted by the parent. If the Subsidy Coordinator determines that the parent is not accepting assignments on a consistent basis, the parent’s need for childcare will be reassessed, and may result in termination of the childcare subsidy. Teenage Parents: Teenage parents are eligible to receive subsidized childcare services. The parent may be referred to the program by their school as needing subsidized childcare in order to remain in school. During the summer months, the parent must be enrolled in summer school or employed in order to continue to receive subsidized childcare services. If the parent is not enrolled in school or employed during the summer months, they will be required to participate in the childcare program for a minimum of 15 hours per week. The goal of this requirement is to assist the parent with parenting skills in a supportive environment. Priority for City-Subsidized Child Care Services: Priority shall be granted to families with the lowest gross monthly income in relation to family size as determined by the FY2021 Family Fee Schedule. When applications are received from families with the same income, the priority list is as follows: 1. Recipients of child protective services (CPS) for children who are neglected or abused, or at risk of being neglected or abused, upon written referral from a DocuSign Envelope ID: 43965404-E25D-4A35-843D-868AD9F21C2D 20 legal, medical, or social service agency; or children who are victims of domestic violence who are referred in writing by a local social service agency or shelter; Children designated as At-Risk of failure in Kindergarten by the PAUSD; 2. Families with the lowest income 3. Children residing in a single parent household 4. Families which are homeless or at risk of homelessness; residing in a transitional housing program or emergency shelter, upon written referral from the program’s authorized representative. 5. Currently enrolled PACCC families transitioning from another subsidy program due to changes in income, family size, need for care, or residency and siblings of currently subsidized PACCC children. Certification and Re-Certification: Each family receiving City subsidy must be required to re-certify to PACCC at least once annually to verify continued compliance with all of the eligibility criteria for the Program (general and income eligibility). PACCC shall annually review the City subsidy recipients' files to ensure that the required updates of information have been provided. Change of Status Notification: Subsidy recipients under the Program shall be advised that, should their eligibility circumstances change (e.g. change of income, employment, and residence) the clients must report that change within ten (10) days to the PACCC Subsidy Coordinator. Transitional Child Care: When parents no longer qualify for a child care subsidy because their income exceeds eligibility limits, parents will continue to receive approximately three (3) months of transitional child care at the subsidized rate. Use of City Funds With Regard to Attendance: Families enrolled in the Program agree to use specific hours of care on specific days. Children must be signed in and out each day on an attendance sheet, which is kept by the PACCC Center or the Affiliate Center to verify actual use. The City will not reimburse for hours used outside the agreed- upon contract hours. Consistent attendance is a condition of receiving subsidized childcare. If it is determined that a child is excessively absent, the Subsidy Coordinator will limit the child to twelve best interest days per fiscal year and/or reassess the family’s need for subsidized child care. Absences considered best interest days include a parent’s day off, parent’s vacation, school vacation, or a child’s visit with family members. Parents are required to record the reason for an absence on the attendance sheet. Children are allowed a maximum of ten (10) consecutive days of excused absence per month. Excused absences include illness of the child, illness of the parent, or a family emergency. Subsidy Coordinator will be in DocuSign Envelope ID: 43965404-E25D-4A35-843D-868AD9F21C2D 21 dialogue with families who have three or more periods of 10 consecutive days of absence per year to determine appropriate use of the benefit and corrective action, if any, in collaboration with the City’s contract manager. A child who has a long-term incapacitation may be exempt from this policy. In this instance, written verification from a physician as to the nature of the incapacitation will be required. Children who receive child care subsidies under the Program who are absent for more than one (1) week consecutively without prior notification and/or documentation) will be dropped from the program and must reapply for admittance. Reinstatement of the childcare subsidy will be determined by the PACCC Executive Director, Subsidy Coordinator and the City’s contract manager. Attendance and City-Subsidy Administration Policies and Procedures: PACCC shall design and implement the use of standard forms to record and summarize the children's attendance at all PACCC facilities and PACCC affiliate childcare centers. PACCC administrative personnel shall periodically review the forms and record keeping of attendance for propriety and completeness. Program administration policies and procedures shall also periodically be updated and enforced, consistent with the requirements of this Agreement. Quality Assurance Requirement for All Child Care Program Receiving City Subsidy Program Funds: PACCC will create a plan to implement the county Quality Matters system of quality assurance over the next 3 – 4 years at all PACCC programs serving City subsidized children. The Quality Matters Rating Process in Santa Clara County is based on California’s Quality Rating and Improvement System (QRIS). The Rating Process evaluates early childhood education program quality, as established in the QRIS Matrix. Early childhood education sites are awarded ratings based on how well their programs meet a specific set of standards. Each QRIS in California: • Assesses program quality comparably across provider types (publicly and privately funded, centers and family child care homes) throughout the state; • Aligns program standards with early learning and practitioner standards; • Supports continuous quality improvement for participating programs and their staff; • Provides families with information about program quality to assist them in making informed choices. A timeline for implementation is outlined in the Scope of Services, Program Services goals. While the plan is being developed and implemented, PACCC will continue to use the Desired Results system of assessing children’s development and individual needs and conduct a yearly Environment Rating Scale evaluation of program quality. Results will be DocuSign Envelope ID: 43965404-E25D-4A35-843D-868AD9F21C2D 22 used to identify areas of strength and needed improvement. An action plan will be developed with completion dates. An annual family survey will be conducted to assess family satisfaction and areas for improvement. Family Fee Schedule: The Family Fee Schedule may be adapted to reflect modifications in the low-income guidelines as defined by the federal Housing and Urban Development (HUD) Authority Community for Santa Clara County. The family co-fee is set based on a percentage of the current Palo Alto minimum wage. All enrolled families must pay the family fee as indicated on the fee schedule that corresponds with their income level. The City retains the right to make changes to the Family Fee Schedule on an annual basis. Case Review: Each family receiving City Subsidy funds shall have a case review after eight years in the Program. The PACCC Executive Director, Site Director, and Subsidy Coordinator, together with the City's Contract Manager, will review the case to determine whether the subsidy funds should continue beyond the eighth year. PACCC’s Subsidy Coordinator may make exceptions to compliance with the Program’s written policies and procedures with written authorization from the City’s Contract Manager. DocuSign Envelope ID: 43965404-E25D-4A35-843D-868AD9F21C2D 23 ATTACHMENT “B-1” FY 2021– 2025 CONTRACT BUDGET Program (s) Expenses FY 2021 Contract Budget Salaries and Benefits $110,300.00 Program Operating Expenses $0.00 Insurance $450.00 Audit $630.00 Rent Utilities $2,195.00 Phone $380.00 Postage $110.00 Office Supplies $200.00 Travel Staff Development/Training Computer Hardware/Software $2,350.00 Equipment Maintenance/Repair $250.00 Books/Publications Printing/Publishing $500.00 Capital Expenses Other - Direct Subsidies $410,523.00 TOTAL $527,888.00 DocuSign Envelope ID: 43965404-E25D-4A35-843D-868AD9F21C2D 24 ATTACHMENT “B-2” FAMILY FEE SCHEDULE % MI 1-2 3 4 5 6 7 8 Full Time / Part Time Below $2,754 $3,099 $3,443 $3,718 $3,994 $4,269 $4,545 $10.00 / $5.00 33%$3,115 $3,505 $3,894 $4,206 $4,517 $4,829 $5,140 0.36$ 6% 34%$3,210 $3,611 $4,012 $4,333 $4,654 $4,975 $5,296 0.42$ 7% 35%$3,304 $3,717 $4,130 $4,460 $4,791 $5,121 $5,452 0.48$ 8% 36%$3,398 $3,823 $4,248 $4,588 $4,928 $5,268 $5,607 0.54$ 9% 37%$3,493 $3,929 $4,366 $4,715 $5,065 $5,414 $5,763 0.60$ 10% 38%$3,587 $4,036 $4,484 $4,843 $5,201 $5,560 $5,919 0.66$ 11% 39%$3,682 $4,142 $4,602 $4,970 $5,338 $5,706 $6,075 0.72$ 12% 40%$3,776 $4,248 $4,720 $5,098 $5,475 $5,853 $6,230 0.78$ 13% 41%$3,870 $4,354 $4,838 $5,225 $5,612 $5,999 $6,386 0.84$ 14% 42%$3,965 $4,460 $4,956 $5,352 $5,749 $6,145 $6,542 0.90$ 15% 43%$4,059 $4,567 $5,074 $5,480 $5,886 $6,292 $6,698 0.96$ 16% 44%$4,154 $4,673 $5,192 $5,607 $6,023 $6,438 $6,853 1.02$ 17% 45%$4,248 $4,779 $5,310 $5,735 $6,160 $6,584 $7,009 1.08$ 18% 46%$4,342 $4,885 $5,428 $5,862 $6,296 $6,731 $7,165 1.14$ 19% 47%$4,437 $4,991 $5,546 $5,990 $6,433 $6,877 $7,321 1.20$ 20% 48%$4,531 $5,098 $5,664 $6,117 $6,570 $7,023 $7,476 1.26$ 21% 49%$4,626 $5,204 $5,782 $6,245 $6,707 $7,170 $7,632 1.44$ 24% 50%$4,720 $5,310 $5,900 $6,372 $6,844 $7,316 $7,788 1.56$ 26% 51%$4,814 $5,416 $6,018 $6,499 $6,981 $7,462 $7,944 1.62$ 27% 52%$4,909 $5,522 $6,136 $6,627 $7,118 $7,609 $8,100 1.68$ 28% 53%$5,003 $5,629 $6,254 $6,754 $7,255 $7,755 $8,255 1.80$ 30% 54%$5,098 $5,735 $6,372 $6,882 $7,392 $7,901 $8,411 1.86$ 31% 55%$5,192 $5,841 $6,490 $7,009 $7,528 $8,048 $8,567 1.92$ 32% 56%$5,286 $5,947 $6,608 $7,137 $7,665 $8,194 $8,723 2.04$ 34% 57%$5,381 $6,053 $6,726 $7,264 $7,802 $8,340 $8,878 2.16$ 36% 58%$5,475 $6,160 $6,844 $7,392 $7,939 $8,487 $9,034 2.22$ 37% 59%$5,570 $6,266 $6,962 $7,519 $8,076 $8,633 $9,190 2.28$ 38% 60%$5,664 $6,372 $7,080 $7,646 $8,213 $8,779 $9,969 2.34$ 39% 61%$5,758 $6,478 $7,198 $7,774 $8,350 $8,926 $9,501 2.46$ 41% 62%$5,853 $6,584 $7,316 $7,901 $8,487 $9,072 $9,657 2.58$ 43% 63%$5,947 $6,691 $7,434 $8,029 $8,623 $9,218 $9,813 2.64$ 44% 64%$6,042 $6,797 $7,552 $8,156 $8,760 $9,364 $9,969 2.70$ 45% 65%$6,136 $6,903 $7,670 $8,284 $8,897 $9,511 $10,124 2.82$ 47% 70%$6,608 $7,434 $8,260 $8,921 $9,582 $10,242 $10,903 3.12$ 52% 75%$7,080 $7,965 $8,850 $9,558 $10,266 $10,974 $11,682 3.42$ 57% 80%$7,552 $8,496 $9,440 $10,195 $10,950 $11,706 $12,461 3.72$ 62% 85%$8,024 $9,027 $10,030 $10,832 $11,635 $12,437 $13,240 3.96$ 66% 90%$8,496 $9,558 $10,620 $11,470 $12,319 $13,169 $14,018 4.26$ 71% 95%$8,968 $10,089 $11,210 $12,107 $13,004 $13,900 $14,797 4.56$ 76% 100%$9,440 $10,620 $11,800 $12,744 $13,688 $14,632 $15,576 6.00$ 100% 80% of MI 90% of MI 100%MI108% of MI116% of M124% of MI132% of MI UL = Upper Limit- Level of Income at which a family must begin transitioning out of CPA Subsidy http://www.huduser.org/portal/datasets/il/il2015/2015summary.odn MI for a family of 4 - based on HUD Income Limit for 2020 US Dept of Housing and Urban Development (HUD) Income Limits - Santa Clara County Jurisdictions FY 2020 Hourly Fee Percentage based on 40% of Minimum Wage at $15.00 an hour DocuSign Envelope ID: 43965404-E25D-4A35-843D-868AD9F21C2D 25 EXHIBIT “C” COMPENSATION The CITY agrees to compensate the CONSULTANT for professional services performed in accordance with the terms and conditions of this Agreement, and as set forth in the budget schedule below. CONSULTANT shall perform the tasks and categories of work as outlined and budgeted below. The CITY’s Project Manager may approve in writing the transfer of budget amounts between any of the tasks or categories listed below provided the total compensation for Basic Services, including reimbursable expenses, and the total compensation for Additional Services do not exceed the amounts set forth in Section 5 of this Agreement. BUDGET SCHEDULE NOT TO EXCEED AMOUNT Year 1 $ 527,888.00 (July 1, 2020 through June 30, 2021) Year 2 $ 527,888.00 (July 1, 2021 through June 30, 2022) Year 3 $ 527,888.00 (July 1, 2022 through June 30, 2023) Year 4 $ 527,888.00 (July 1, 2023 through June 30, 2024) Year 5 $ 527,888.00 (July 1, 2024 through June 30, 2025) Sub-total Basic Services $2,639,440.00 Reimbursable Expenses $0.00 Additional Expenses $21,116.00 (Years 2-5; not to exceed $5,279 per fiscal year per Section 5.1.2) Maximum Total Compensation $2,660,556.00 ADDITIONAL EXPENSES The full payment of charges for extra work or changes, or both, in the execution of the Program will be made, provided such request for payment is initiated by CONSULTANT and authorized, in writing, by the program manager. Payment will be made within thirty (30) days of submission by CONSULTANT of a statement, in triplicate, of itemized costs covering such work or changes, or both. Prior to commencing such extra work or changes, or both, the parties will agree upon an DocuSign Envelope ID: 43965404-E25D-4A35-843D-868AD9F21C2D 26 estimated maximum cost for such extra work or changes. CONSULTANT will not be paid for extra work or changes, including, without limitation, any design work or change order preparation, which is made necessary on account of CONSULTANT’s errors, omissions, or oversights. DocuSign Envelope ID: 43965404-E25D-4A35-843D-868AD9F21C2D City of Palo Alto (ID # 11724) City Council Staff Report Report Type: Consent Calendar Meeting Date: 11/9/2020 City of Palo Alto Page 1 Summary Title: 2020 National Community Survey Title: Policy and Services Committee Recommends Council Accept the Proposed 2020 National Community Survey and Process From: City Manager Lead Department: City Manager Recommended Motion Staff recommends that Council accept the proposed 2020 National Community Survey and process as recommended by the Policy and Services Committee at their August 11, 2020 meeting. Background The NCS (formerly called the National Citizen Survey) is an enterprise of Polco (who purchased National Research Center, Inc., in 2019) and the International City/County Management Association (ICMA). The survey is statistically valid and is seen as a standard in municipal government, though not every city conducts a survey annually; some conduct on a regular schedule of 2-3 years or more. Since 2003, the City of Palo Alto has contracted to survey Palo Altans about their opinions regarding quality of life, city services, and perceptions of the environment and regional issues. The NCS has also been one way to see how Palo Alto compares to other cities who participate in this same survey. The value of the comparisons using questions on the same subjects across all jurisdictions, and the data collected, has typically been in benchmarking, for use in annual budget planning, and for Council contextual awareness of the community perception of local issues and satisfaction levels with city services and programs. The survey process was previously overseen by the City Auditor’s Office and transitioned to the City Manager’s Office in 2019. Past surveys have followed a separate process through the Auditor’s Office and have not come to a Council meeting for approval prior to distribution. No survey was administered in 2019 as the transition took place. City of Palo Alto Page 2 This action authorizes distribution of the survey to the community, using the National Community Survey (NCS) through their parent company, Polco (Policy Confluence, Inc.). No Council action is required to approve the contract, which is within established purchasing limits. Discussion The Policy and Services Committee discussed the NCS at their August 11, 2020 meeting (Staff Report #11500; Minutes), noting several factors that were preferred, with the idea of improving response rates as well as remaining within the allotted budget. These ideas included shortening the survey, offering the survey only online, and perhaps moving from an annual survey to conducting a survey every 2-3 years. The Committee’s comments highlighted some specific preferences for the survey going forward, as follows. The Committee recommends: • A statistically valid survey conducted annually; • In 2020, a combination of paper and online (solicited via postcard) surveys to compare response rates by method, age group, gender, etc.; • For the online portion, prevention of any duplicate responses or online activities to impair the survey’s statistical validity (vendor confirms this is their standard practice); • Keep standard questions where makes sense to maintain our ability to benchmark to other jurisdictions; • Shorten the survey as much as possible to improve the response rate; and, • Conduct the survey within the budget (i.e., $27,000). Following the discussion, the Committee moved as follows: MOTION: Chair Cormack moved, seconded by Council Member Filseth to recommend the City Council take the following action on the 2020 National Community Survey: 1. Have the City Manager’s Office inquire of the City Council for questions to be included, any questions less relevant and any questions to add; 2. Use a Hybrid Option of paper and electronic format; 3. Send out as many surveys as possible within the budget; 4. Appoint an Ad Hoc Committee to work directly with the City Manager’s Office to finalize the survey questions; and, 5. Finalize the results by the end of October 2020. During the meeting, Council member Filseth was appointed to be the Ad Hoc Committee of 1 from Policy and Services. He and the CMO reviewed the comparisons of the 2018 survey and the proposed 2020 survey to ensure that the newer version captured questions that should continue from year-to-year, as well as to address any inconsistencies or questions that might not be applicable to Palo Alto, such as a question about snow removal. All Council members were solicited twice by the CMO directly for their feedback on the proposed draft survey. When the feedback was received, it was compiled to compare the City of Palo Alto Page 3 comments, desired additions, and deletions. Most comments were on unique items and there was very little overlap and no real conflicting comments (that is, one Council member wanting to keep a question and another wanting to delete the same question). Once this process was completed, an updated draft was distributed to the City department directors for the same process. Comments were once again incorporated based on the number of comments per question. When a subject may have had differing opinions, and when there was a preference expressed to keep a question for a specific purpose (i.e. use in the budget document as a performance metric), the question was retained. Again, there were few if any conflicting responses. The final version is Attachment A and is relatively unchanged from the very first proposed 2020 survey, based on the 2018 survey, in length and in subjects covered. However, this review process indicated that the Council felt it was important to continue the surveys annually, with an aim to understand the response rates of paper versus online. Going forward, the only way to increase the number of surveys distributed for the same cost would be to increase the number of online surveys. The survey scope of services for the NCS includes all aspects of conducting the survey: all printing and mailing costs, geocoding the sample to ensure that all addresses are within the city limits of Palo Alto, ongoing consultation with staff about the survey process, sample selection, preparation and mailing of a five-page survey to at least 1,800 households, a post card mailing for solicitation to complete the survey online (3,600 households total), data entry and analysis, report of results with national benchmark comparisons, and the submission of an electronic dataset with final reports. All survey recipients will have the option to complete the survey online if they prefer. The web survey will be optimized so that respondents can also take the survey using a mobile device. To support the goal of making comparisons by respondent location, responses will be tracked by geographic areas prior to survey administration, and the vendor will provide geographic based results, as has been conducted in the past. Timeline The survey will be distributed as soon as possible, with results tentatively available before the City Council retreat, typically held at the beginning of February. Resource Impact The contract does not meet the purchasing threshold ($85,000) to require Council approval. However, the contract with Polco will not exceed the budgeted amount approved as part of the Fiscal Year 2021 budget ($27,000), and will extend for three years, for a not-to-exceed amount of $81,000. Stakeholder Engagement Following the Policy and Services Committee meeting, CMO and the appointed ad hoc prepared a draft version for review by Council and the City department directors. Council members were City of Palo Alto Page 4 asked two times for their input and feedback, to ensure all who wished to respond were able to do so. Once the Council review was complete, department directors engaged in the same feedback opportunity and provided their input on questions they considered important to maintain and anything that would be new to include, based on department use. The CMO and ad hoc again reviewed the draft, commenting on any potential issues. The vendor then reviewed the draft to ensure that benchmark opportunities are still possible as well as to confirm that the overall length would fit into the paper and cost limitations. The completed draft survey is attached. Environmental Review This action does not constitute a project, as defined by CEQA. No environmental review is needed. Attachments: • Attachment A: Palo Alto Community Survey DRAFT 2020-10-27 2020 Community Survey Page 1 of 5 Please complete this survey if you are the adult (age 18 or older) in the household who most recently had a birthday (the year of birth does not matter). Your responses are anonymous and will be reported in group form only. 1. Please rate each of the following aspects of quality of life in Palo Alto. Excellent Good Fair Poor Don’t know Palo Alto as a place to live ................................................................... 1 2 3 4 5 Your neighborhood as a place to live .................................................... 1 2 3 4 5 Palo Alto as a place to raise children..................................................... 1 2 3 4 5 Palo Alto as a place to work ................................................................. 1 2 3 4 5 Palo Alto as a place to visit .................................................................. 1 2 3 4 5 Palo Alto as a place to retire ................................................................ 1 2 3 4 5 The overall quality of life in Palo Alto .................................................... 1 2 3 4 5 2. Please rate each of the following characteristics as they relate to Palo Alto as a whole. Excellent Good Fair Poor Don’t know Overall “built environment” of Palo Alto (including overall design, buildings, parks and transportation systems) ..................................... 1 2 3 4 5 Overall feeling of safety in Palo Alto ..................................................... 1 2 3 4 5 Overall quality of natural environment in Palo Alto ................................ 1 2 3 4 5 Overall health and wellness opportunities in Palo Alto ........................... 1 2 3 4 5 Residents’ connection and engagement with their community ............... 1 2 3 4 5 3. Please indicate how likely or unlikely you are to do each of the following. Very Somewhat Somewhat Very Don’t likely likely unlikely unlikely know Recommend living in Palo Alto to someone who asks .............. 1 2 3 4 5 Remain in Palo Alto for the next five years .............................. 1 2 3 4 5 Recommend Palo Alto’s libraries to friends .............................. 1 2 3 4 5 4. Please rate the job you feel the Palo Alto community does at each of the following. Excellent Good Fair Poor Don’t know Making all residents feel welcome ........................................................ 1 2 3 4 5 Attracting people from diverse backgrounds ......................................... 1 2 3 4 5 Valuing/respecting residents from diverse backgrounds ......................... 1 2 3 4 5 Taking care of vulnerable residents (elderly, disabled, homeless, etc.) ... 1 2 3 4 5 5. Please rate each of the following characteristics as they relate to Palo Alto as a whole. Excellent Good Fair Poor Don’t know Overall quality of business and service establishments in Palo Alto ......... 1 2 3 4 5 Variety of business and service establishments in Palo Alto.................... 1 2 3 4 5 Vibrancy of downtown/commercial area ............................................... 1 2 3 4 5 Employment opportunities ................................................................... 1 2 3 4 5 Shopping opportunities ........................................................................ 1 2 3 4 5 Cost of living in Palo Alto ..................................................................... 1 2 3 4 5 Overall image or reputation of Palo Alto ............................................... 1 2 3 4 5 Traffic flow on major streets ................................................................ 1 2 3 4 5 Ease of public parking.......................................................................... 1 2 3 4 5 Ease of travel by car in Palo Alto .......................................................... 1 2 3 4 5 Ease of travel by public transportation in Palo Alto ................................ 1 2 3 4 5 Ease of travel by bicycle in Palo Alto ..................................................... 1 2 3 4 5 Ease of walking in Palo Alto ................................................................. 1 2 3 4 5 Variety of housing options ................................................................... 1 2 3 4 5 Availability of affordable quality housing ............................................... 1 2 3 4 5 Overall quality of new development in Palo Alto .................................... 1 2 3 4 5 Availability of paths and walking trails .................................................. 1 2 3 4 5 Fitness opportunities (including exercise classes and paths or trails, etc.) ... 1 2 3 4 5 Recreational opportunities ................................................................... 1 2 3 4 5 Availability of affordable quality mental health care ............................... 1 2 3 4 5 Opportunities to attend cultural/arts/music activities ............................. 1 2 3 4 5 Page 2 of 5 6. Please rate each of the following characteristics as they relate to Palo Alto as a whole. Excellent Good Fair Poor Don’t know Availability of affordable quality childcare/preschool .............................. 1 2 3 4 5 K-12 education .................................................................................... 1 2 3 4 5 Adult educational opportunities ............................................................ 1 2 3 4 5 Opportunities to participate in social events and activities...................... 1 2 3 4 5 Opportunities to participate in community matters ................................ 1 2 3 4 5 Openness and acceptance of the community toward people of diverse backgrounds ..................................................................... 1 2 3 4 5 Opportunities to learn about City services through social media websites such as Twitter and Facebook ............................................. 1 2 3 4 5 7. Please indicate whether or not you have done each of the following in the last 12 months. No Yes Used Palo Alto recreation centers or their services ....................................................................... 1 2 Visited a neighborhood park or City park ..................................................................................... 1 2 Used Palo Alto public libraries or their services ............................................................................. 1 2 Participated in religious or spiritual activities in Palo Alto .............................................................. 1 2 Attended a City-sponsored event ................................................................................................. 1 2 Participated in a club .................................................................................................................. 1 2 Talked to or visited with your immediate neighbors ...................................................................... 1 2 Done a favor for a neighbor ........................................................................................................ 1 2 Used the City’s website to conduct business or pay bills ............................................................... 1 2 Used the Utilities website to conduct business or pay bills ............................................................ 1 2 Contacted the City of Palo Alto (in-person, phone, email or web) for help or information ............... 1 2 Contacted Palo Alto elected officials (in-person, phone, email or web) to express your opinion....... 1 2 Attended a local public meeting (of local elected officials like City Council or County Commissioners, advisory boards, town halls, HOA, neighborhood watch, etc.) ......................... 1 2 Watched (online or on television) a local public meeting ............................................................... 1 2 Volunteered your time to some group/activity in Palo Alto ............................................................ 1 2 Voted in your most recent local election ...................................................................................... 1 2 Used bus, rail, or other public transportation instead of driving ..................................................... 1 2 Carpooled with other adults or children instead of driving alone.................................................... 1 2 Walked or biked instead of driving............................................................................................... 1 2 Observed a code violation or other hazard in Palo Alto (weeds, abandoned buildings, etc.) ............ 1 2 Household member was a victim of a crime in Palo Alto ............................................................... 1 2 Reported a crime to the police in Palo Alto................................................................................... 1 2 Stocked 14 days’ worth of supplies in case of a major disaster where you have no electricity, water, internet, or telephone service ....................................................................... 1 2 8. Please rate the following categories of Palo Alto government performance. Excellent Good Fair Poor Don’t know The value of services for the taxes paid to Palo Alto .............................. 1 2 3 4 5 The overall direction that Palo Alto is taking.......................................... 1 2 3 4 5 The job Palo Alto government does at welcoming resident involvement . 1 2 3 4 5 Overall confidence in Palo Alto government .......................................... 1 2 3 4 5 Generally acting in the best interest of the community .......................... 1 2 3 4 5 Being honest ....................................................................................... 1 2 3 4 5 Being open and transparent to the public ............................................. 1 2 3 4 5 Informing residents about issues facing the community ......................... 1 2 3 4 5 Treating all residents fairly ................................................................... 1 2 3 4 5 Treating residents with respect ............................................................ 1 2 3 4 5 9. Overall, how would you rate the quality of the services provided by each of the following? Excellent Good Fair Poor Don’t know The City of Palo Alto ............................................................................ 1 2 3 4 5 The State Government ......................................................................... 1 2 3 4 5 The Federal Government ..................................................................... 1 2 3 4 5 2020 Community Survey Page 3 of 5 10. Please rate the quality of each of the following services in Palo Alto. Excellent Good Fair Poor Don’t know Traffic enforcement ................................................................................... 1 2 3 4 5 Traffic signal timing ................................................................................... 1 2 3 4 5 Street repair .............................................................................................. 1 2 3 4 5 Street cleaning .......................................................................................... 1 2 3 4 5 Street tree maintenance ............................................................................ 1 2 3 4 5 Sidewalk maintenance ............................................................................... 1 2 3 4 5 Land use, planning, and zoning .................................................................. 1 2 3 4 5 Code enforcement (weeds, abandoned buildings, etc.) ............................... 1 2 3 4 5 Preservation of natural areas (open space, farmlands and greenbelts) ......... 1 2 3 4 5 Building and planning application processing services .................................. 1 2 3 4 5 Affordable high-speed internet access ........................................................ 1 2 3 4 5 Electric utility ............................................................................................ 1 2 3 4 5 Gas utility.................................................................................................. 1 2 3 4 5 Utility payment options .............................................................................. 1 2 3 4 5 Drinking water .......................................................................................... 1 2 3 4 5 Sewer services .......................................................................................... 1 2 3 4 5 Storm water management (storm drainage, dams, levees, etc.) ................. 1 2 3 4 5 Refuse collection (garbage, recycling, yard waste, and e-waste) .................. 1 2 3 4 5 Police services ........................................................................................... 1 2 3 4 5 Crime prevention ....................................................................................... 1 2 3 4 5 Animal control ........................................................................................... 1 2 3 4 5 Ambulance or emergency medical services ................................................. 1 2 3 4 5 Fire services .............................................................................................. 1 2 3 4 5 Fire prevention and education .................................................................... 1 2 3 4 5 Palo Alto open space ................................................................................. 1 2 3 4 5 City parks.................................................................................................. 1 2 3 4 5 Recreation programs or classes .................................................................. 1 2 3 4 5 Recreation centers or facilities .................................................................... 1 2 3 4 5 Public library services (e.g., hold requests, storytimes, teen events, bookclubs) ... 1 2 3 4 5 Library facilities (buildings, computer equipment, accessibility) .................... 1 2 3 4 5 Variety of library materials (books, e-books, streaming, databases, audiobooks) .. 1 2 3 4 5 Art programs and theater........................................................................... 1 2 3 4 5 City-sponsored special events .................................................................... 1 2 3 4 5 City website (cityofpaloalto.org) ................................................................. 1 2 3 4 5 Public information services (Police/public safety) ......................................... 1 2 3 4 5 Public information services (non-Police/public safety) .................................. 1 2 3 4 5 Overall customer service by Palo Alto employees (police, receptionists, planners, etc.) ...................................................... 1 2 3 4 5 11. Please rate the following as they relate to Palo Alto Utilities’ services: Excellent Good Fair Poor Don’t know Reliability of utility services ...................................................................... 1 2 3 4 5 Affordability of utility services................................................................... 1 2 3 4 5 Community value received from the City owning and operating its own municipal utility services ................................................................ 1 2 3 4 5 Utilities online customer self-service features ............................................ 1 2 3 4 5 Providing opportunities for energy and water efficiency at home or business .. 1 2 3 4 5 Working hard to keep utilities prices competitive ....................................... 1 2 3 4 5 Value of all the services Palo Alto Utilities provides for the price you pay ...... 1 2 3 4 5 Ease of obtaining information or performing a transaction through the City’s website ....................................................................................... 1 2 3 4 5 Value of Palo Alto Utilities’ customer communications ................................ 1 2 3 4 5 Ease of contacting Utilities department staff ............................................. 1 2 3 4 5 Speed of response after contacting Utilities department staff ..................... 1 2 3 4 5 Page 4 of 5 12. Please rate how important, if at all, you think it is for the Palo Alto community to focus on each of the following in the coming two years. Very Somewhat Not at all Essential important important important Overall “built environment” of Palo Alto (including overall design, buildings, parks and transportation systems) ......................................... 1 2 3 4 Overall economic health of Palo Alto ......................................................... 1 2 3 4 Overall feeling of safety in Palo Alto ......................................................... 1 2 3 4 Overall quality of natural environment in Palo Alto .................................... 1 2 3 4 Overall health and wellness opportunities in Palo Alto ............................... 1 2 3 4 Overall opportunities for education, culture and the arts ........................... 1 2 3 4 Residents’ connection and engagement with their community ................... 1 2 3 4 Reducing community greenhouse gas emissions ....................................... 1 2 3 4 Increasing local solar generation capacity within city boundaries ............... 1 2 3 4 Increasing electric storage capacity within city boundaries......................... 1 2 3 4 Faster notification systems (online, mobile or email) for Utilities billing issues, efficiency tips, outage information .................................... 1 2 3 4 Faster notification systems (online, mobile or email) for public safety issues .... 1 2 3 4 13. In a typical week, how likely are you to: Very Somewhat Somewhat Very Don’t likely likely unlikely unlikely know Participate in organized group activities (such as clubs, sports teams, volunteer your time, attend church/temple) .................. 1 2 3 4 5 Spend quality time with local friends, family, and/or neighbors .... 1 2 3 4 5 14. What mode of transportation do you use most for your typical daily needs for getting around town? Driving Biking Train Taxi Carpooling Walking Bus Free shuttle Uber/Lyft or similar rideshare service 15. If you did not have access to a car for your usual daily transportation around town, how convenient (based on time and proximity) would you consider each of the following methods of getting around? Very Somewhat Somewhat Very convenient convenient inconvenient inconvenient Walking .................................................................................... 1 2 3 4 Biking ....................................................................................... 1 2 3 4 Bus ........................................................................................... 1 2 3 4 Train ......................................................................................... 1 2 3 4 Free shuttle ............................................................................... 1 2 3 4 Taxi .......................................................................................... 1 2 3 4 Uber/Lyft or similar rideshare service ......................................... 1 2 3 4 Carpooling ................................................................................ 1 2 3 4 16. If you plan to purchase a new car within the next two years, what is the likelihood of it being: Very Somewhat Somewhat Very Don’t likely likely unlikely unlikely know Gas ........................................................................................... 1 2 3 4 5 Diesel ....................................................................................... 1 2 3 4 5 Natural gas ............................................................................... 1 2 3 4 5 Hybrid ....................................................................................... 1 2 3 4 5 Plug-in hybrid ............................................................................ 1 2 3 4 5 Electric ...................................................................................... 1 2 3 4 5 Fuel cell .................................................................................... 1 2 3 4 5 17. As a resident of Palo Alto, what one change could the City make that would make you happier? 18. As a resident of Palo Alto, what one thing do you believe the City does well and would want to maintain? 2020 Community Survey Page 5 of 5 Our last questions are about you and your household. Again, all of your responses to this survey are completely anonymous and will be reported in group form only. D1. What impact, if any, do you think the economy will have on your family income in the next 6 months? Do you think the impact will be: Very positive Somewhat positive Neutral Somewhat negative Very negative D2. What is your employment status? Working full time for pay Working part time for pay Unemployed, looking for paid work Unemployed, not looking for paid work Fully retired College student, unemployed D3. Do you work inside the boundaries of Palo Alto? Yes, outside the home Yes, from home No D4. How many years have you lived in Palo Alto? Less than 2 years 2-5 years 6-10 years 11-20 years More than 20 years D5. Which best describes the building you live in? One family house detached from any other houses Building with two or more homes (duplex, townhome, apartment or condominium) Mobile home Other D6. Do you rent or own your home? Rent Own D7. About how much is your monthly housing cost for the place you live (including rent, mortgage payment, property tax, property insurance and homeowners’ association (HOA) fees)? Less than $500 $5,500 to $5,999 $500 to $999 $6,000 to $6,499 $1,000 to $1,499 $6,500 to $6,999 $1,500 to $1,999 $7,000 to $7,499 $2,000 to $2,499 $7,500 to $7,999 $2,499 to $2,999 $8,000 to $8,499 $3,000 to $3,499 $8,500 to $8,999 $3,500 to $3,999 $9,000 to $9,499 $4,000 to $4,499 $9,500 to $9,999 $4,500 to $4,999 $10,000 or more $5,000 to $5,499 D8. Do any children 17 or under live in your household? No Yes D9. Are you or any other members of your household aged 65 or older? No Yes D10. How much do you anticipate your household’s total income before taxes will be for the current year? (Please include in your total income money from all sources for all persons living in your household.) Less than $25,000 $25,000 to $49,999 $50,000 to $99,999 $100,000 to $149,000 $150,000 to $199,999 $200,000 to $249,999 $250,000 to $299,999 $300,000 to $349,999 $350,000 to $399,999 $400,000 to $449,999 $450,000 to $499,999 $500,000 or more D11. Are you Spanish, Hispanic or Latino? No, not Spanish, Hispanic or Latino Yes, I consider myself to be Spanish, Hispanic or Latino D12. What is your race? (Mark one or more races to indicate what race you consider yourself to be.) ❑ American Indian or Alaskan Native ❑ Asian, Asian Indian or Pacific Islander ❑ Black or African American ❑ White ❑ Other D13. In which category is your age? 18-24 years 55-64 years 25-34 years 65-74 years 35-44 years 75 years or older 45-54 years D14. What is your gender? Female Male Identify in another way Thank you! Please return the completed survey in the postage-paid envelope to: National Research Center, Inc., PO Box 549, Belle Mead, NJ 08502 City of Palo Alto (ID # 11702) City Council Staff Report Report Type: Action Items Meeting Date: 11/9/2020 City of Palo Alto Page 1 Summary Title: COVID-19 Recovery Title: Discussion and Potential Direction on Community and Economic Recovery Strategies Including Uplift Local Holiday Promotions and Business Support Activities and Testing; and A) Expanding the Definition of Retail and Retail-like to Allow More Diverse Retail Activities; B) Temporarily or Permanently Altering Parking Requirements for a Change of Use; C) Temporarily Suspending the Retail Preservation Ordinance in Some Areas of Palo Alto; and D) Continuing Closures of Portions of California and University Avenues to Vehicular Traffic From: City Manager Lead Department: Planning and Development Services Recommendation Staff Recommends that Council: (1) Receive an Update Regarding COVID-19 Testing and Uplift Local Activities, Including Holiday Promotions; (2) Provide Direction Regarding: a. Expanding the Definition of Retail and Retail-Like to Allow More Diverse Retail Activities; b. Temporarily or Permanently Altering Parking Requirements for a Change of Use; c. Temporarily Suspending the Retail Preservation Ordinance in Some Areas of Palo Alto; and d. Continuing Closures of Portions of California Avenue and University Avenue to Vehicular Traffic. Executive Summary On September 14, 2020, the Council considered a verbal update regarding City activities related to business recovery and provided further direction for staff consideration. At that time, the Council supported a motion (5-2, Councilmembers Filseth and Kou dissenting) directing staff to City of Palo Alto Page 2 explore and return to Council with: 1. Rapid COVID-19 testing and what the City can do to ramp up testing; 2. A holiday strategy to support holiday shopping in our major shopping areas; 3. Allowing diverse retail uses in all retail sites; 4. Temporarily altering or suspending required parking changes for a change of use; 5. Temporarily suspending the Retail Preservation Ordinance outside of the commercial cores. The Council motion also directed staff to prepare an update regarding childcare. Staff continues discussions with childcare providers and others, developing an understanding of constraints and potential strategies. This topic will be revisited as part of the larger economic recovery strategy within the next month. In addition to these five items, the Council is asked to consider continuing or discontinuing the street closures on portions of California Avenue and University Avenue. The authority for the City Manager to enact such closures expires on December 31, 2020. If no action is taken, the street closures to vehicular traffic will be discontinued. Through this report and subsequent discussion, staff presents information as well as conceptual directions to inform Council discussion and action. Based on direction given, staff will return with associated ordinances, resolutions, or other policy documents to be adopted by Council and/or to be considered by appropriate advisory bodies (such as the Planning and Transportation Commission). Background This report and recommended actions build on a series of actions the Council has taken in response to the COVID-19 pandemic, including the following: Local Actions Related to the COVID-19 Pandemic On March 4, 2020, California Governor Gavin Newsom declared a State of Emergency due to the threat of Coronavirus Disease 2019 (COVID-19). On March 12, 2020, because of the escalating increase in cases and community spread of COVID-19 in Santa Clara County, City Manager Ed Shikada, acting as the Director of Emergency Services, issued a Proclamation of Local Emergency. The City Council ratified the issuance of the proclamation on March 16, 2020. Also, on March 16, 2020, the public health officers for the six Bay Area counties, including Santa Clara County, took the unprecedented and dramatic step of issuing “shelter-in-place” orders directing county residents to shelter at home beginning March 17 (the SIP Order). On June 23, 2020, the City Council considered and unanimously passed a resolution authorizing temporary street closures and a temporary pilot parklet program. The Council also unanimously City of Palo Alto Page 3 passed an interim urgency ordinance temporarily allowing the expansion of outdoor dining and retail on both public and private property, as well as waiving permit fees, design review, and allowing on-sale consumption of alcohol in these outdoor areas.1 This package of legislation and associated program was dubbed “Summer Streets.” On August 10, 2020, the Council heard an update on the Summer Streets program, amended the expiration date of Resolution 9909 (extending the date of street closures), and provided further direction to staff.2 On September 14, 2020, the Council considered a verbal update regarding City activities related to business recovery and provided further direction for staff consideration. At that time, the Council supported a motion (5-2, Councilmembers Filseth and Kou dissenting) directing staff to “explore and return to Council regarding: A. Rapid COVID-19 testing and what the City can do to ramp up testing; B. Childcare and how the City can support childcare services; C. A holiday strategy to support holiday shopping in our major shopping areas; D. Temporarily suspending the Retail Preservation Ordinance outside of the commercial cores; E. Temporarily altering or suspending required parking changes for a change of use; F. Allowing diverse retail uses in all retail sites.3 Recent State and County Responses to COVID-19 Pandemic On August 28, 2020, California Governor Gavin Newsom published his Blueprint for a Safer Recovery. Among other things, the Blueprint created a 4-tiered, color-coded rating system. The system rated each county in the State of California based on two factors: (1) the adjusted case rate and (2) the positivity rate.4 Based on its rating, different activities can resume in a county; the activities must follow safety protocols and, in some cases, activities may not resume. In addition to state protocols, counties may impose additional restrictions. As of October 18, 2020, Santa Clara County was rated as “moderate risk level.” Under this rating, “Some indoor business operations are open with modifications.” The Santa Clara County Health Officer has issued additional information regarding the activities that can resume and the conditions of operation. The County may advance to the least restrictive tier (minimal risk level) after three weeks in the “moderate” tier. The County may also remain at the moderate risk level or move backwards into the “substantial risk level.” 1 Staff report for 6-23-20 Council meeting: https://www.cityofpaloalto.org/civicax/filebank/documents/77353 Minutes: https://www.cityofpaloalto.org/civicax/filebank/blobdload.aspx?t=49556.16&BlobID=77875 2 Staff report from 8-10-20 Council meeting: https://www.cityofpaloalto.org/civicax/filebank/blobdload.aspx?t=52559.36&BlobID=77830. Action minutes from 8-10-20 Council meeting: https://www.cityofpaloalto.org/civicax/filebank/blobdload.aspx?t=41119.8&BlobID=78141 3 Action minutes from 9-14-20 Council Meeting: https://www.cityofpaloalto.org/civicax/filebank/documents/78609 4 https://covid19.ca.gov/safer-economy/ City of Palo Alto Page 4 Discussion The COVID-19 pandemic and shelter-in-place threaten the sustainability of many businesses and organizations across a wide range of sectors, including education, retail, religious organizations, housing, and more. Some industries have been able to adapt to the current conditions more readily than others. Many retail and retail-like businesses have been severely challenged; and in many cases businesses have ceased operations permanently. The City has taken actions to support local businesses and organizations as they serve the community and work to survive the current environment. The Council has also considered how to support recovery from the pandemic and the economic recession. This report provides updates and recommendations for supporting commercial districts, retailers, and service providers during the current climate as well as concepts that might accelerate post-pandemic recovery. 1. COVID-19 Testing Testing remains an important part of the COVID-19 recovery. Through frequent testing, individuals can understand their status and take appropriate actions to prevent the spread of COVID-19. In accordance with the County Department of Public Health, expansion of COVID-19 Diagnostic Testing is essential because … “it helps identify individuals who are infected with the virus that causes COVID-19 (SARS-CoV-2), ensure those individuals receive appropriate care, protect vulnerable populations, contain the spread of COVID-19…”5 To be effective, testing must be readily and easily available; results must come back quickly; and the results must be accurate. Furthermore, individuals must take appropriate precautions when testing positive, such as quarantining in accordance with County health guidelines. Contact tracing must also ensure that those in contact with the infected individual can be identified and tested. COVID-19 testing at this time include two primary types: viral detection tests and serology tests (also known as antibody tests). A viral detection test is what healthcare providers administer and it determines if a person has an active infection; positive or negative. Viral detection tests generally involve wait times for processing at laboratories and the results typically take approximately two days. Serology or antibody tests are for surveillance and investigative purposes in that the test looks for antibodies in a person’s body but does not detect an active infection. Serology or antibody test results typically take approximately 15 minutes. On September 16, 2020, the Santa Clara County Department of Public Health ordered health care facilities in the county to provide testing to broader categories of people in order to 5 Source: Order of the Health Officer of the County of Santa Clara, dated September 16, 2020. City of Palo Alto Page 5 effectively prevent and control COVID-19 in the community. They recommend that front line workers take a viral detection test once per month. With this testing frequency recommendation, Santa Clara County ramped up its testing locations and testing capacity to meet the testing demands. Currently, 14 cities have coordinated with the County Department of Public Health to offer 28 free community testing sites throughout Santa Clara County. Testing is available to all, regardless of insurance coverage. The ability to schedule an appointment to test as well as the establishment of drive-through locations have both dramatically increased testing capacity. Some testing locations have reported upwards of 800 tests per day. Palo Alto is among the 14 cities to offer free community testing, and testing is available twice monthly at the Palo Alto Art Center. In addition, the City of Palo Alto also allocated funds through the Community Development Block Grant (CDBG) process to support additional testing, specifically targeted to low-income persons. In addition to these opportunities, health care providers are encouraged to provide testing to their patients and to return the results quickly. To further increase testing access for the Palo Alto Community, staff explored the feasibility of offering private testing. The cost for viral tests was approximately $150.00 per test and the cost for antibody tests ranged from $15.00 to $75.00 per test. Coordination with test providers has been offered to local businesses. Staff consulted with the City’s medical advisor, who has a clinical practice in Emergency Medicine at Stanford University to learn how viral and antibody tests are used in Santa Clara County to clear workers, who have either been exposed to COVID-19 or who may have experienced COVID-19 related symptoms, to return to the jobsite. The medical advisor confirmed that in Santa Clara County, viral tests are the only tests approved or recommended to clear a worker to return to the workplace. Staff evaluated the costs and benefits associated with providing private COVID-19 testing for its own workforce. As part of the analysis, consideration was made that all regular full-time City of Palo Alto employees are offered private healthcare insurance and that Santa Clara County Department of Public Health ordered private healthcare providers to test asymptomatic front- line workers. Based on preliminary estimates, staff determined that the cost for the City to provide tests in addition to tests available through private healthcare providers exceeds available resources and outweighs the cost-benefit of providing the testing. However, to encourage staff to test at least once per month, as recommended, the city authorized employees release time from worksite to access testing. Staff is pursuing the use of CDBG funds to support a mobile testing facility that would serve City of Palo Alto Page 6 primarily low-income persons. These CDBG funds are in addition to the CDBG funds allocated by Council earlier in 2020; that previous allocation did include resources for testing for low- income households. In addition, staff has reached out to the County’s testing team to inquire about mobile or pop-up testing for business sectors that have challenges in accessing testing provided during business hours (e.g., childcare providers). Staff will follow up with the County, should options for after-hours or mobile testing become available. 2. Uplift Local & Holiday Shopping Promotions Uplift Local is the name of a Palo Alto campaign encouraging Palo Altans to come together, support each other, and invest in the local community. Support includes safely participating in community building activities, as well as patronizing local retailers and services providers. By investing time and money in local endeavors, Palo Altans can ensure that their money re- circulates locally and supports the local economy. Successful retail benefits Palo Alto by providing employment, generating tax revenue for public programs and infrastructure, and maintaining vibrant commercial areas where Palo Altans can meet their daily needs. Activities occurring under the Uplift Local brand include: • Website and Mobile Promotion – The City launched a website with on-site mobile links: https://www.upliftlocal.org/. This website provides information about community events, promotes local businesses (answering the common question “are you open?”, and encourages residents to eat, shop, and celebrate Palo Alto. • Signage and banners – The City has deployed wayfinding signage in the California Avenue and University Avenue areas, helping patrons locate businesses. This signage is especially important for directing patrons to businesses that are not located on the main commercial strips. In addition, the City has hung several banners promoting Uplift Local. • Events – Led by the Community Services Department, the City is offering several safe, community events. For example, the City is hosting a Jack-O-Jaunt on Friday October 30, 2020 from 5:30 pm - 8:30 pm. Community members are invited to pre-register to bring their carved jack-o-lanterns downtown to one of the stroll-able Uplift Local streets to display their carved pumpkins alongside many others. Everyone is invited to take a jaunt through the display to enjoy the seasonal fun. Typically, the holiday shopping season supports many retailers. With many shoppers turning to online shopping because of the pandemic, it is important to remind consumers to consider shopping locally. Through Uplift Local, departments will continue working together with retailers and community members to offer fun events that serve as opportunities to safely highlight local retailers while building community. If residents can develop new habits for supporting local retail, services, and events, there is a higher likelihood these habits will carry over into 2021. Anecdotally, local retailers have reported meeting and serving new customers in 2020, as daily workers and business travelers are not currently in town. City of Palo Alto Page 7 3. Allowing Diverse Retail Uses in All Retail Sites Over the past decade retail has changed significantly, with more purchases occurring via online platforms. The pandemic has accelerated these changes, increasing the percentage of Americans who have used a new method to purchase goods; this might be online, smart phone, app, etc.6 Many consumers report that they plan to continue to use these new methods once the pandemic subsides. As consumers diversify the ways they procure goods, the role of brick-and-mortar shops as well as retail districts is transforming. Many consumers enjoy the convenience of in-person purchases, especially for necessities; though this is being challenged by delivery services provided by grocers and big-box retailers. Still, grocery stores, drugstores, and other purveyors of necessities may retain their role as retail anchors. In addition, and perhaps more powerfully, consumers enjoy the experience retail districts can provide. While a delivery truck might be able to bring a gallon of milk to your door or help you upgrade your furniture, nothing can replicate the experience of being with friends and family, browsing, or sampling goods. This trend towards experience retail is embodied by the sharp increase in eating and drinking establishments; these retailers provide an experience that is fundamentally impossible to replicate at home. The changes in retail trends have caused some cities to rethink what uses are defined as appropriate and desirable for retail districts. In Palo Alto, a wide range of uses are considered retail or retail-like, as outlined in Ordinance 5407, and as incorporated in the municipal code. These include the following uses: • Extensive Retail (a retail sales use having more than seventy-five percent of the gross floor area used for display sales, and related storage of bulky commodities, e.g. furniture store) • Intensive Retail (e.g. any retail service use not defined as extensive retail service., e.g. sporting goods store, retail bakeries) • Eating and Drinking services, as defined in Section 18.04.030(47) • Hotels, as defined in Section 18.04.030(73) • Personal services, as defined in Section 18.04.030 (114) (e.g. nail salons, day spas, laundry cleaning, repair of shoes, etc.) • Theaters • Travel agencies 6 Survey: US Consumer Sentiments During the Coronavirus Pandemic, prepared by McKinsey & Company; https://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/survey-us-consumer-sentiment- during-the-coronavirus-crisis City of Palo Alto Page 8 • Commercial recreation, as defined in Section 18.04.030 (33) (e.g. bowling lanes, gymnasiums, exercise studios or facilities, fitness centers) • Commercial nurseries; • Auto dealerships, as defined in Section 18.04.030(12.5) • Day Care Centers, as defined in Section 18.04.030(42) This range of uses notwithstanding, various obstacles constrain the adaptation of retail spaces in particular locations to the evolving market. Staff recommends Council consider allowing the conversion of retail and retail-like uses for vacant properties in Palo Alto to a limited number of other uses. This would include uses that are compatible with retail and retail-like uses in that they promote active ground floors, drive customer traffic to the retail and retail-like uses and can serve to enliven retail areas. Uses Council may consider include, but are not limited to: • Food Preparation and/or Food Manufacturing – Small scale food manufacturing might include bakeries, chocolatiers, or others who produce quantities of food onsite. As delivery and take-out food become necessities during the pandemic, allowing more food manufacturing that still caters to walk-in customers and the general public—as opposed to purely wholesale business—can provide a new revenue to existing restauranters while allowing new businesses to begin. This might look like a commercial space where the square footage dedicated to food preparation is quite large, while the indoor seating for guests is smaller than a typical restaurant. Staff recommends that if Council considers allowing food manufacturing uses, consideration be given to the code language to ensure that they don’t result in nuisance odors or that the hours of operation consider surrounding uses, especially any nearby sensitive receptors. Size restrictions should also be considered. • Medical Offices – Council may consider allowing the conversion of retail and retail-like space to medical office uses. Medical office uses include patient-centered uses such as doctor’s offices (especially primary care providers), urgent care facilities, dentists/orthodontists, optometrists, chiropractors, therapists, and other out-patient medical facilities that serve patients throughout the day. Such uses promote customer traffic, which can draw customers to the area. The customers may patronize other retailers on their way to or from a visit. Staff recommends that if Council considers allowing for this use, ground floor size and/or percentage limitations be imposed so that retail and retail-like uses, which generate greater tax revenue for the city, remain predominant. Council may also consider limiting the locations to shopping centers or allowing the use throughout the city. City of Palo Alto Page 9 • Educational Uses – While schools are a common educational use, this category may also include tutoring or other educational enrichment providers, training facilities, test preparation centers, and post-secondary education providers. If allowed in retail areas, staff proposes restrictions on the overall square footage that can be dedicated to educational uses, as well as restrictions on private K-12 educational facilities operating in retail areas. While K-12 education is incredibly important, these types of educational facilities may not create the consumer traffic that afterschool, enrichment, or post- secondary educational facilities may provide. PAMC Section 18.40.180(a)(1)(A) already allows for private educational uses to be established along certain streets within the RT- 35 zone district in an effort to reduce vacancies. • Financial Services – Banks and credit unions with customer-facing operations can be important anchors to retail areas. Such institutions must not be disproportionate when located in walkable retail areas such as Cal Ave and Downtown. Financial institutions located on the ground floor should emphasize customer-serving operations, not back- office operations. As with other uses, the goal is to promote vibrant commercial areas and provide a mix of uses attracting customers seeking to conduct business at a variety of retailers. • Professional Offices – Small professional offices may compliment commercial districts without diminishing the vibrancy of such areas. Professions allowed to operate in retail areas should be professions that serve clients or the public throughout the day. This might include attorneys, design professionals, real estate agents, accountants, and others. In terms of contributing to active retail areas, professional offices may not be the most effective. Therefore, if allowed to replace retail or retail-like uses, staff recommends imposing size limitations on ground floor professional offices in commercial areas to ensure the uses do not occupy too much space. Pending Council direction, staff will recommend amendments to applicable code sections to either (1) allow existing retail or retail-like spaces to be converted to these proposed uses and/or (2) allow these uses in retail areas, even as part of new construction. This could be based on the current definitions of these uses or may include revisions to the definitions, such as amending the term ‘retail-like’ to include some or all of the land uses above, as directed by Council. Size Restrictions With respect to commercial centers, such as Town & Country and Stanford Shopping Center, PAMC Section 18.16 identifies restrictions on the total office use at these sites. If medical office uses were to be considered as a compatible use, and conversion allowed, amendments to City of Palo Alto Page 10 increase medical office use size restrictions would be necessary. Although the code does not identify specific restrictions for other shopping centers, strip malls, or retail corridors to office uses, staff recommends consideration of size and/or percentage limitations on the conversion from retail or retail-like uses to these other compatible uses. This will ensure that areas remain balanced and are not dominated by one use type. Variety and diversity can ensure retail areas draw a wide variety of customers at different times of day, maintaining a vibrant ecosystem. Town & Country Town & Country has indicated their intent to request a zoning code text amendment in order to allow conversion of retail or retail-like uses to medical office uses. Specifically, to allow 20 percent of the ground floor of the site to be occupied by medical office uses, and to allow a limit of 30% of office uses (including new ground floor medical office uses and existing offices uses above the ground floor) at the site. They have expressed that this is necessary due to substantial increases in vacancies and additional increases that are expected. To the extent that this proposal overlaps with Council’s discussion regarding the expansion of uses and changes to retail preservation Citywide, staff would not require the applicant to bring a separate prescreening proposal forward for discussion, as is currently being considered. Permanence of Code Amendments Council may consider allowing these additional compatible uses on either a temporary or permanent basis. Unlike other temporary ordinances Council adopted in response to the pandemic, allowing a land use on a temporary basis is challenging because of the expense involved in making tenant improvements. A tenant would need some assurance that the use could continue for as long as it occupied the site or for some reasonable period of time. This may also limit the transferability of leases and may create confusion about the ability of other future uses to occupy the same tenant location. Administratively, maintaining records that show which uses are permitted on a permanent versus a temporary basis can be problematic and lead to property owner and tenant frustration after the temporary allowance has lapsed. Allowing uses on a permanent basis expands the opportunity for a greater exchange of retail and retail-like uses within retail preservation areas based on Council direction on the above land uses. Parking, discussed below, also factors into the discussion from a land use intensification perspective when one lower parking intensity land use is replaced with a higher parking intensity land use. The path to implement any codes changes also requires consideration. While staff would typically advance legislative policy recommendations through the Planning and Transportation before scheduling hearings before the City Council, the unique circumstances associated with managing the pandemic may warrant a more expedient process. Staff seek Council guidance on whether code amendments should be processed through the PTC or sent directly to the City Council. City of Palo Alto Page 11 4. Suspending Required On-Site Parking for Changes of Use Generally, outside of the Downtown Assessment District, the Palo Alto Municipal Code requires a certain amount of on-site parking spaces to serve the needs of the land use. The on-site parking requirements seek to limit impacts to surrounding areas and to ensure that the costs for parking are borne by the use. Below are some examples of required on-site parking: • Restaurants require one parking space per each 60 square feet of area where the public is served. • Retail and personal services require one parking space per 200 square feet. • Office use requires one parking space for each 250 square feet of office space. • Commercial recreation requires 1 space per 4-person capacity. When a commercial space changes from one use to another, the new use must be able to provide the required additional number of on-site parking spaces (basic parking regulation). If the new use cannot provide the required amount of on-site parking space, the new use is not allowed. Downtown Palo Alto is excepted from these requirements. In downtown Palo Alto, changes of use can occur more easily because the Downtown Parking Assessment District carries a ‘blended’ rate of 1 parking space per 250 square feet of floor area, regardless of the use. In addition, when a use cannot accommodate the required parking on site, a business can pay a fee in-lieu of providing a physical parking space. The pandemic is resulting in closures of many retailers, creating vacancies in Palo Alto. Vacancies can become a downward spiral; vacancies decrease the attractiveness or draw of an area, which results in diminished consumer traffic, which can lead to diminished sales, that leads to further vacancies. To limit this escalation of this vacancy cycle, the City can consider removing barriers that prevent new businesses from occupying vacant storefronts. Inability to provide on-site parking may prevent certain uses from occupying certain retail spaces. To limit the spread of vacancies in retail areas and speed the recovery, staff present two potential strategies Council may pursue to adjust on-site parking requirements: (1) Temporarily suspend on-site parking requirements for changes of use; (2) Develop a blended parking ratio for all commercial uses. In addition, staff present a concept for addressing parking requirements in the California Avenue Business District. Temporarily Suspend On-site Parking Requirements for Changes of Use Under this strategy, Council would temporarily suspend the requirement to provide on-site City of Palo Alto Page 12 parking for changes in land use for retail and retail-like uses or other commercial uses directed by Council. If Council favors this option, staff recommend the suspension last for 24 (twenty- four) months. The temporary suspension would allow new retailers and service providers to renovate and occupy existing retail spaces in Palo Alto without needing to provide on-site parking. In some commercial areas, the ability to create more dedicated on-site parking is severely inhibited or infeasible. Without temporary relief, new uses associated with higher on-site parking requirements may be inhibited from occupying certain storefronts in Palo Alto. This temporary relief, however, could cause patrons traveling by car to park on public streets, in public parking garages, or in public parking lots. These spillover effects could negatively impact surrounding areas. During this period of time, a majority of customers are local; shoppers may bike, walk, or have alternative means of travelling to their shopping destination. In this context, temporary relief from parking requirements may have minimal spill over. Yet, no one can predict when the pandemic will end or the various impacts and changes to transportation habits that may occur as the pandemic continues. Presently, trips by car are returning slowly to pre-COVID levels throughout the Bay Area with likely at least several months before returning to prior levels. Council must also consider that while changes of use may be allowed only during a 24-month period, the entitlement would persist for the duration of the use and perhaps, beyond. For example, if a new restaurant—relieved of the on-site parking requirements—opened in a vacant commercial space in 2021, that restaurant would continue to exist without providing the required parking spaces for the duration of its use. That is: both the use and the parking relief would extend far beyond the 24-month period. For future changes in land use, the City could consider the temporary intensification as a nonconforming condition of the property or require the next tenant to be of equal or lessor parking demand than the land use that existed before the intensification. The former provides more flexibility for future changes in land use but may result in more spill over impacts to structure and street parking. The latter is truly temporary and responds to the moment, but is challenging to administer and may frustrate property owners, brokers and future tenants trying to replace, for instance, one restaurant tenant approved under the temporary suspension with another future restaurant tenant, where the prior land use was a retail store having a less intense parking requirement. Blended Rate for Commercial Uses Council could also direct staff to develop a blended rate for all ground floor retail and retail-like uses, including additional land uses authorized by the City Council. This would build on the model provided in Downtown Palo Alto. In Downtown Palo Alto, all uses—except residential— must provide 1 parking space for every 250 square feet. Council could extend this blended rate throughout Palo Alto or direct staff to develop an appropriate blended rate for areas outside of Downtown Palo Alto. City of Palo Alto Page 13 Applying a blended rate throughout Palo Alto will create clarity for prospective businesses and property owners. The rate is also easier to administer. The blended rate would have continuity across time and across all or portions of Palo Alto. The blended rate may also provide balance between allowing flexibility that supports the opening of new businesses in vacant storefronts, while also limiting negative spillover parking. For example, if the Council adopted a parking ratio of 1 parking space for 250 square feet, parking intensive retail uses such as restaurants may not be able to open in every vacant store front. If on-site parking could not be provided at that ratio, then the change of use would not be supported. The restauranteur would need to seek an alternative location that has the required parking spaces. This could direct retailers to appropriate locations or encourage businesses to mitigate their size to align with the parking that can be provided. One notable exception is Downtown, where an in-lieu parking fee can be paid when a new use cannot provide all parking on-site. By maintaining open communication with the business community and property owners, staff can monitor the situation and ascertain if the blended rate is effective or posing challenges. If challenges persist, Council could consider adjusting the blended rate. At this time, staff and consultant resources to support research and analysis of the appropriate blended rate for Palo Alto will be limited. Further, due to the severe impacts of COVID-19 on the commute and travel habits to, in, and around Palo Alto, a rate developed at this time may not be right-sized to this time and may also run the risk of not fitting future. Ongoing monitoring of the impacts of a blended rate will be needed to ensure the program is successful. Adjustments to the rate can be made to evolve the program over time. California Avenue In addition to either of the strategies above, Council may also direct staff to develop a parking in-lieu program for California Avenue. This would address the limited ability for new uses in existing buildings on California Avenue to provide new on-site parking. This limits the types of uses existing storefronts can accommodate. This limits the types of businesses and entrepreneurs that can locate on Cal Ave. In prior years, Cal Ave businesses participated in a parking district provided a process for uses to change more and for off-site parking to be provided. This assessment district, however, and the associated fees were directly connected to and calculated based on the need to service the debt for the construction of parking facilities. Once the debt was paid off, the assessment expired. Staff recommend developing a parking in-lieu program for California Avenue that will allow business to pay when they cannot provide on-site parking. This program could be restricted to City of Palo Alto Page 14 non-office and non-residential uses. By developing this program and fee, California Avenue area will have the flexibility to accommodate a greater variety of uses. Construction of the new parking garage provides the ability to accommodate more vehicles. To ensure sufficient capacity is maintained, Council may consider limiting this program to changes in use of existing buildings only, allowing new uses to pay a fee for an increment of required parking spaces. Staff can study a potential program, and present information regarding what an appropriate fee amount. Depending on the nature of the program, the fee may be required to be dedicated to parking-related use or may be deposited into the general fund. This program would be developed jointly by the Office of Transportation and the Planning and Development Services Department. The Office of Transportation is leading efforts to determine how the new Cal Ave parking garage relates to the Residential Preferential Parking program. Ensuring synchronization between the uses and users of the new garage and existing parking facilities will require careful consideration by staff and engagement with the community. Hybrid Option Council may decide to combine these options. For example, Council may establish a short-term program that allows changes of use without provision of on-site parking; while staff develop the California Avenue program. Likewise, Council could establish a blended rate, while staff develop the Cal Ave program, or other combinations. Next Steps If Council seeks to develop permanent changes to parking requirements, staff propose to bring these changes forward to the Planning and Transportation Commission for consideration and recommendation to the City Council. Pending Council direction, staff could return with temporary changes to the Council directly for consideration. 5. Temporarily Suspending Retail Preservation in Some Areas of Palo Alto The Palo Alto Retail Preservation Ordinance aims to ensure that retail spaces are preserved in Palo Alto. Retail areas provide the locations where a range of goods and services are provided to the Palo Alto community. From recreation programs to bookstores, hair salons to neighborhood restaurants, retail and retail-like locations serve as important local amenities. The Retail Preservation Ordinance began as a policy applied citywide through an Interim Urgency Ordinance in 2015 (Ordianance 5325). Council established a permanent ordinance that applied citywide in 2017 (Ordinance 5407).The Retail Preservation Ordinance sought to ensure that as retail spaces are demolished and turned into mixed-use, multifamily housing, or other denser uses, that ground-floor retail space would be preserved. City of Palo Alto Page 15 The viability of brick-and-mortar local retail continues to be threatened by changes in how shoppers acquire goods and receive services. The changes began long before the COVID-19 pandemic. The pandemic, however, has accelerated adoption of online shopping as well as enhanced the proliferation of alternative sales methods. Some experts in the retail area estimate the amount of retail square footage in the United States will shrink as in-person shopping and purchasing decreases as the primary mode of consumption. Even as some excess retail space becomes dominated by successful brick-and-mortar uses such as dining, drinking, entertainment, recreation, or luxury shopping, an excess amount of retail space will remain. By requiring retail preservation in core retail areas of Downtown Palo Alto, California Avenue, and neighborhood shopping areas along Middlefield, the City would ensure these areas remain vibrant, pedestrian-focused retail areas that provide a sense of place and identity in Palo Alto. Even if parcels here become redeveloped, the ground floors will remain reserved for retail uses. Trends indicate that retail has been and increasingly will be centered around the “experience.” By creating pedestrian-friendly retail corrdiors full of active storefronts, Palo Alto can help create retail experiences that draw residents, students, and visitors. In contrast, requiring retail preservation across Palo Alto—including car oriented areas—may dilute the vibrancy and viability of retail areas and ultimately harm the overall retail environment. Should Council confine retail preservation areas to Downtown, California Avenue, neighborhood shopping areas along Middlefield or other retail areas, retail areas in other parts of the city would remain until the retail use ceases to operate and a proposal for a different use was approved. Thus, if a proprety owner and/or tenant find retail is a viable and desireable use in a given location, retail will persist. Nothing in the proposed course of action would prevent a retailer from continuing to operate nor prevent a new retailer from open in a vacant space. If a property were redeveloped into housing or other code-compliant uses, the new development might decided to include retail, but would not be required to replace existing retail space. To aid the discussion of this potential policy, staff have provided maps that outline retail areas in Palo Alto. Downtown and California Avenue would continue to require ground floor retail and retail preservation. While other areas may be relieved from the retail preservation ordinance, other code requirements would lead to signfiicant retention of active ground-floor uses or preservation of retail areas. Attachment A describes some of the zoning in place in various retail areas of Palo Alto. Attachment B incldues maps of commercial and retail areas in Palo Alto. 6. University Avenue and California Avenue Closed to Vehicular Traffic On June 23, 2020, the City Council authorized the City Manager to close specific sections of University Avenue, California Avenue, and segemtns of intersecting streets to vehicular traffic. City of Palo Alto Page 16 The closures served to provide increased areas for outdoor business to occur. Business occuring outside reduces the risk of transmitting COVID-19. In addtion to providing a less risky business environment, the elimination and reduction of vehicluar traffic provided and enhanced area for pedestrians and cyclists. Many residents enjoyed riding and walking in the streets without the threat of vehicles. The authority of the City Manager—and the City—to close streets on a semi-permanent basis expires on December 31, 2020. The City Council can allow the authory to expire, can extend the authority, or can let the authority expire for one street while extending another street. At this time, staff recommend allowing the current closure footprints for University Avenue and California Avenue to persist through March 31, 2021 (the first quarter of the calendar year). At the spring nears, the Council can revisit the effectiveness of the closures. When the the idea of closing streets to allow retailers and restauraunters to use the public streets to more safely conduct business outdoors, the Downtown and Cal Ave retail districts responded differently. At that time, a super majority of Cal Ave merchants supported the closure of California Avenue from El Camino Real to Birch Street. That support for the closure continues today. The City has continued to work with retailers not located on Cal Ave to offer wayfinding signage, curbside pickup options, parklets, and other opportunities for businesses to more safely serve customers. The City has also collaborated with the Cal Ave Farmer’s Market to promote harmonious integration of the new outdoor dining with the successful and popular market. The University Avenue closures have not had universal support. Stakeholders have differing experiences of the street closure and it’s impact on their business. Some stakeholders have enjoyed success, where street closures have helped generate revenues and attracted customers to downtown. Overall, ¾ of businesses who responded to an online questionaire stated they favored extending Summer Streets beyond the summer. Likewise, community members have expressed overwhelmingly positive experiences at the “Summer Streets”—now “Uplift Local Streets.” Many business stakeholders, however, report that the closure of University Avenue has detrimentally impacted their businesses. Some report that closed streets have diminished foot traffic and prevented their customers from being able to park near their businesses; these challenges are generally reported by goods retailers. Other businesses, located on intersecting streets, report that University Avenue has drawn a number of patrons who may not venture off the main strip. These stakeholders believe that by allowing parklets and sidewalk dining, the City has afforded all businesses an opportunity to successfully attract patrons while reducing the risk of spreading COVID-19. In response to the challenges and successes downtown, the City has adjusted the footprint of City of Palo Alto Page 17 the street closure, instituted wayfinding signage, allowed at-grade parklets, and continued to process no-cost encroachment permits. Meanwhile, State and County guidelines have reduced restrictions allowing more activities to occur indoors with greater capacity. Staff recommend Council extend the authority for the City to close University Avenue. Should the winter weather curtail use of the streets by businesses (particulary restaurants), staff may reduce the footprint of the closure. Staff plan to continue activity counts to ascertain the participation of diners, pedestrians, and cyclists along Uplift Local Streets. Staff is also investigating the feasibility of providing a single lane for one-way eastbound traffic on University Avenue, but at this time is not able to confirm its viability. While the ability to operate indoors may decrease the need for outdoor business activities, the County could backslide into a more restrictive tier. A downgrade would force the businesses to cease or limit indoor operations. In such a scenario, the ability to use the street may be desirable. Should Council seek to extend the street closures on University Avenue or California Avenue, staff will return to Council with an amended resolution for Council consideration. Policy Implications While each topic area described above has a unique set of implications, which were discussed in each section, one overarching feature affects most of the topics discussed: whether Council will support a temporary or permanent policy change. Temporary policy changes allow the City to try ideas, test them, learn, and then continue to develop the ideas. Temporary changes enacted quickly may provide more immediate relief to industries facing challenges. Permanent policy changes may take more time to develop, but provide ongoing consistency and perhaps a better overall outcome. In some cases, delaying relief in favor of a more developed policy may be in the best interest of all stakeholders. Resource Impact Palo Alto staff will continue working with the local business community, residents, and others to ensure the programs implemented by the City are achieving the Council’s desired impacts. The primary resource for the above described recommendations remain staff time. In addition, some resource expenditures in service of “Summer Streets” (now transitioned to Uplift Local) include the purchase of new safety barriers, the waiving of permit fees for encroachment permits, the development and deployment of communication materials (banners, signs, website), and efforts to engage the community at large during the holiday season. Some of the additional uses proposed to replace retail or retail-like uses could result in reduced tax revenue for the City in comparison to retail uses. However, if the City is considering these uses only in vacant retail spaces, this could generate more tax revenue, at least on a short-term basis. Given the unknown nature of the effects of COVID-19 on retail, and dependent on the City of Palo Alto Page 18 premancy of the change, staff has not calculated the potential change in tax revenue at this time. At this time, staff does not request allocation of additional funds to the COVID-19 response. Should Council proveide direction on certain items, such as procuring and providing rapid testing, staff would return with a proposed cost and request for a budget adjustment. Additionally, development of some policies may require additional staff resources or consultant expertise. Based on Council discussion and direction, staff can better estimate if additional resources will be required. Timeline Depending on Council direction, the timeline for returning to Council varies greatly. Some items are underway and will continue. This includes the Uplift Local holiday shopping strategy and seasonal community events. COVID-19 testing is scheduled and will continue. The County and other agencies may make additional testing available; staff will continue to monitor and coordinate as needed. Other items will require Council direction on the concepts and further refinement. These include defining new retail types, altering parking requirements for changes of use, and temporarily suspending retail presrvation. Depending on the will of the Council, these items may return in a matter of weeks or several months. Lastly, maintaining the street closures can be addressed in the near term by returning to Council with an amended resolution extending the authority of the City to close the streets. This must occur before December 31, 2020. Stakeholder Engagement Staff has implemented a number of outreach strategies related to the recovery. This includes bi-weekly meetings with California Avenue and Downtown businesses and monthly community meetings. At these meetings, a wide range of topics are discussed in order to obtain direct feedback from stakeholders. In addition, an online questionniare is made available for business and members of the public to answer. Staff continues specific outreach to focused groups, such as retailers of goods, childcare providers, and owners of vacant storefronts. As progress on the recovery continues, staff will continue to work closely with local and county stakeholders. Environmental Review The preliminary direction provided by the City Council on these matters is not a project for purposes of the California Environmental Quality Act (CEQA). Changes to the zoning code require further action on specific proposals, which will be evaluated for potential impacts on the environment at a later date. Attachments: City of Palo Alto Page 19 Attachment A: Zoning of Retail Areas and Associated Codes (PDF) Attachment B: Maps (PDF) 1 Information Regarding Zoning of Commercial/Retail Areas in Palo Alto Retail Area Retail Zoning Notes Downtown CD(C)(GF)(P)) GF restricted properties on University and other streets would still have protection. GF prohibits ground floor office; unless the offices use existed as of 1986: University to Hamilton (some side streets – Emerson, Ramona, Bryant, Waverley Cowper CD(C)(P) – eg Lytton, Hamilton, Forest, CD-N (P) – eg Alma north of Everett CD-S (P) – one parcel only - northeast corner of High and Forest SOFA zones – RT-50 and RT-35, AMF/MUO Cal Ave CC(2), CC(2)(R), and CC(2)(R)(P)) R prohibits ground floor office. Cal Ave also does not allow formula retail except via a Conditional Use Permit. Midtown (CN)(GF)(P) GF is same effect as downtown – no office GF unless grandfathered before 2001 Town & Country (CC) also subject to 18.16.050 office use restriction Stanford Shopping Area (CC) Charleston Center CN(GF)(P) El Camino Real CN South of Park Blvd • West side of El Camino Real: to Cal Ave; o resumes Matadero (BP) to Los Robles (Buena Vista) • East side of ECR: to Cambridge; o resumes Sherman to Sheridan o resumes one block north of Fernando to Curtner o resumes El Camino Way to one parcel north of Charleston El Camino Real CS • North of Embarcadero and Encina and Wells • South of Cal Ave: West side of ECR to Hansen; o resumes RP to Matadero; 2 o resumes Maybell south to the Cabana (end PA) • South of Page Mill Road, East side of ECR to o One block north of Fernando o Resumes Curtner to El Camino Way o Resumes 1 parcel north of Charleston to Cesano Court San Antonio CS (one CN parcel) Planned Communities Edgewood Shopping Center (PC), has office on corner parcel only Alma Plaza (PC), has office in smaller building College Terrace (PC), has bank and office Retail Preservation Ordinance does not apply; other control applicable 3 4 5 Selected Relevant Portions of the Palo Alto Municipal Code GF 18.30(C).010 Specific Purpose The ground floor combining district is intended to provide design guidelines and modify the uses allowed in the commercial districts and subdistricts to promote active, pedestrian-oriented uses, with a high level of transparency and visual interest at the ground level. For the purposes of this chapter, “ground floor” means the first floor which is above grade. Where the ground floor combining district is combined with a commercial district, the regulations established by this chapter shall apply in lieu of the uses normally allowed in the underlying district. Except for the regulations relating to uses set forth in this chapter, all other regulations shall be those of the applicable underlying district. GF PERMITTED USES 6 GF CONDITIONALLY PERMITTED USES DOWNTOWN COMMERCIAL (CD-C, CD-N, CD-S) 18.18.120 Noncomplying (Grandfathered) Uses and Facilities (a) Noncomplying (Grandfathered) Uses (1) The following uses and facilities may remain as legal noncomplying (grandfathered) uses, and shall not require a conditional use permit or be subject to the provisions of Chapter 18.70: (A) Any use which was being conducted on August 28, 1986; or (B) A use not being conducted on August 28, 1986, if the use was temporarily discontinued due to a vacancy of 6 months or less before August 28, 1986; or (C) Any office use existing on April 16, 1990 on a property zoned CD and GF combining, which also existed as a lawful conforming use prior to August 28, 1986, notwithstanding any intervening conforming use. 7 CAL AVE R COMBINING DISTRICT PAMC 18.30(A).040 Permitted Uses Except to the extent a conditional use permit is required pursuant to Section 18.30(A).050, the following uses shall be permitted in an R district: (a) Eating and drinking services, except drive-in and take-out services. (b) Personal services, except the following on California Avenue: beauty shops; nail salons; barbershops; and laundry and cleaning services as defined in Section 18.04.030(114)(B). (c) Retail services. (d) All other uses permitted in the underlying commercial district, provided they are not located on a ground floor. 18.30(A).070 Waivers and adjustments. The following shall be grounds for a request for waiver or adjustment of this Ordinance: (a) Economic Hardship. An applicant may request that the requirements of this Ordinance be adjusted or waived only upon a showing that applying the requirements of this Ordinance would effectuate an unconstitutional taking of property or otherwise have an unconstitutional application to the property. (b) Documentation. The applicant shall bear the burden of presenting substantial evidence to support a waiver or modification request under this section and shall set forth in detail the factual and legal basis for the claim, including all supporting technical documentation. Any request under this section shall be submitted to the Planning Community Environmental Director together with the fee specified in the municipal fee schedule and an economic analysis or other supporting documentation. A request under this section shall be acted upon by the City Council. 8 COMMERCIAL ZONES (CC, CN, CS) PAMC 18.16 18.16.040 Land Uses Table 1 excerpts: 18.16.060 Development Standards 9 18.16.050 Office Use Restrictions The following restrictions shall apply to office uses: (a) Conversion of Ground Floor Housing and Non-Office Commercial to Office Medical, Professional, and Business offices shall not be located on the ground floor, unless any of the following apply to such offices: (1) Have been continuously in existence in that space since March 19, 2001, and as of such date, were neither non-conforming nor in the process of being amortized pursuant to Chapter 18.30(I); (2) Occupy a space that was not occupied by housing, neighborhood business service, retail services, personal services, eating and drinking services, or automotive service on March 19, 2001 or thereafter; (3) Occupy a space that was vacant on March 19, 2001; (4) Are located in new or remodeled ground floor area built on or after March 19, 2001 if the ground floor area devoted to housing, retail services, eating and drinking services, personal services, and automobile services does not decrease; (5) Are on a site located in an area subject to a specific plan or coordinated area plan, which specifically allows for such ground floor medical, professional, and general business offices… 124-28-049 132-31-078 132-31-082 137-01-108 137-01-097 137-01-098 137-01-099 137-01-151 137-01-107 137-01-096 137-01-095 137-01-094 137-01-093 137-01-091 137-01-109 137-35-001 137-35-002 137-01-141137-01-140 124-33-068 142-20-011 142-20-012 142-20-048 142-20-100 137-01-110 137-01-145 137-01-088 137-01-089 137-01-130 132-36-068 132-36-077 137-01-129 137-01-087 124-32-045 124-32-048124-32-049 124-32-019 137-01-074 137-01-075137-01-125 137-01-113 137-01-070 137-01-069 137-01-143 137-01-142 137-01-104 137-01-102 137-01-103 137-01-034 137-01-035 124-32-012 137-01-086 137-01-146 137-01-147 124-32-046 124-32-047 137-01-078 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124-32-003 124-32-002 124-32-001 124-32-032 124-32-006 124-31-042 124-31-041 124-28-036 124-28-051 124-28-012 124-28-013 124-28-014 124-28-015 124-28-016 124-28-017 124-28-008 124-28-050 124-28-021 124-28-022 124-28-020 124-28-018 124-28-019 124-28-030 124-28-032 124-28-034 124-28-035 124-28-029 124-28-028 124-28-053 124-29-004 124-29-005 124-29-007 124-28-003 124-29-022 124-29-021 124-29-002 124-29-001 124-28-004 124-28-045 124-28-052 124-28-056 124-28-031 124-28-027 124-27-022 124-27-021 124-27-038124-27-039124-27-040124-27-041124-27-042124-27-043124-27-044124-27-045124-27-046124-27-047124-27-048 124-27-023 124-27-024 124-27-025 124-27-026 124-27-030 124-27-037 124-27-036 124-27-035 124-27-034 124-27-033 124-27-004 124-28-001 124-28-024 124-28-023 124-28-002124-27-020124-27-019 124-29-020 132-31-005 124-29-023 132-31-079 137-01-128 137-01-012 137-01-013 137-01-061 137-01-060 137-01-058 137-01-057 137-01-052 137-01-053 137-01-123 137-01-059 137-30-005 137-30-004 137-30-003 137-30-002 137-30-001 137-01-116 124-30-017 137-01-121 137-01-006 137-01-007 137-01-126 137-01-014 137-01-015 137-01-016 137-01-065 137-01-064 137-01-063 137-01-062 137-01-051 137-01-050 137-01-049 137-30-006 137-01-138137-01-137 137-01-136 137-01-100 137-01-031 137-01-042 137-01-039 137-01-043 137-01-044 37-01-048 137-01-047 137-01-046 137-01-045 137-01-134137-01-133 137-01-139 137-36-001 137-36-002 137-36-003 137-36-004 137-36-005137-36-006 137-36-007 137-36-008 137-01-036 137-01-101 137-01-037 137-01-038 137-01-004 137-01-003 137-01-002 124-30-012 124-30-014 124-30-016 124-30-015 137-01-112137-01-024137-01-132 124-35-003124-35-002124-35-001 124-30-026 124-30-025 124-30-011 124-30-019 124-30-018 124-30-020 124-30-010 124-30-024 124-30-023 124-30-022 124-30-021 13 132-36-127 124-37-088124-37-089124-37-090124-37-091 124-37-092124-37-093 124-37-094 124-37-095 124-37-096 124-37-097 124-37-098 124-37-099 124-37-100 124-37-101124-37-102 124-37-103124-37-104 124-37-105 124-37-106 124-37-107 124-37-108 124-37-109 124-37-110 124-37-111124-37-112124-37-113124-37-114124-37-115 124-37-116 124-37-117 124-37-118 124-37-119 124-37-120 124-37-121 124-37-122124-37-123 124-37-124 124-37-125 124-37-126 124-37-127 124-37-128124-37-129124-37-130 124-37-131124-37-132 124-37-133 124-37-134 124-37-135124-37-136124-37-137 124-37-138124-37-139 124-37-140 124-37-141124-37-142 124-37-143124-37-144124-37-145124-37-146 124-37-147 124-37-148 124-37-149 124-37-150 124-37-151 124-37-152 124-37-153 124-37-154 124-37-155 124-37-156 124-37-157 124-37-158 124-37-159 124-37-160 124-37-161 142-20-099 124-32-069 124-29-027124-29-026 124-28-054 124-28-055 132-31-080 132-36-096 132-36-097 132-36-09 132-36-104 132-36-105 132-36-106 132-36-107 132-36-108 132-36-109 132-3 132-36-115 132-36-116 132-36-117 132-36-118 132-36-119 132-36-120 132-36-121 132-36-128132-36-129 132-36-130 124-31-082 124-31-081 124-32-070 124-31-084 137-01-148 137-01-149 124-38-003 124-38-005 124-38-002 124-38-004124-38-001 124-29-025 137-01-150 COLLEGE AVENUE YALE STREET CAMBRIDGE AVENUE CALIFORNIA AVENUE NIA AVENUE GRANT AVE NUE EL CAMINO REALEL CAMINO REAL EL CAMINO REAL SHERMAN AVENUE SHERMAN AVENUE JACARANDA LANE ASH STREET NEW MAYFIELD LANE NEW MAYFIELD LANE EL CAMINO REAL EL CAMINO REAL CALIFORNIA AVENUE CALIFORNIA AVENUE PERAL LANE MIMOSA LANE SEDRO LANE CAMBRIDGE AVENUE COLLEGE AVENUE ASH STREET OXFORD AVENUE EL CAMINO REAL STANFORD AVENUE AMINO REAL LELAND AVENUE RD STANFORD AVENUE BIRCH STREET OXFORD AVENUE BIRCH STREET STANFORD AVENUE LELAND AVENUE ASH STREET BIRCH STREET NEW MAYFIELD LANE CAMBRIDGE AVENUE BIRCH STREET BIRCH STREET COLLEGE AVENUE COLLEGE AVENUE PARK BOULEVARD CALIFORNIA AVENUE PARK BOULEVARD SHERMAN AVENUE JACARANDA LANE PARK BOULEVARD PARK BOULEVARD PARK BOULEVARD OXFORD AVENUE O R STANFORD AVENUE YALE STREET GRANT AVENUE SHER MAN AVEN UE SHERI DAN AVENUE SHERIDAN AVENUE ASH STREET BIRCH STREET BIRCH STREET GRANT AVENUE STAUNTON COURT NOGAL LANE JACARANDA LANE RRIDOR JOINT POWERS BOARD PENINSULA CORRIDOR JOINT POWERS BOARD PENINSULA CORRIDOR JOINT POWERS BOARD PENINS OXFORD AVEN UE ABRAMS COURT R O A D O L M S T E D R OAD YALE ST EL CAMINO REAL EL CAMINO REAL EL CAMINO REAL EL CAMINO REAL Wallis Park Lot C-6 Lo t C-7 Lot C-8 Lot C-9 Train Station, California Avenue S C C o u nty C o u rth o u se a n d Jail Sta n ford P alo A lto Playin g Field s Lot C-2 Lot C-1 Lot C-3 Parking Garage Lot C-4 Lot C-5 Garage Parking This map is a product of the City of Palo Alto GIS This document is a graphic representation only of best available sources. Legend Business District, (California Avenue) California Av Business Establishments 0' 350' Ca l i f o r n i a A v e n u e Bu s i n e s s D i s t r i c t CITY O F PALO A L TO IN C O R P O R ATE D C ALIFOR N IA P a l o A l t oT h e C i t y o f A P RIL 16 1894 The City of Palo Alto assumes no responsibility for any errors. ©1989 to 2016 City of Palo Alto cmoitra, 2020-10-14 17:25:19 (\\cc-maps\Encompass\Admin\Personal\Planning.mdb) C a m eron Park M ayflield Park Peers Park B o w den Park Sarah W allis Park Stanford/Palo Alto C om m unity Playing Fields C C(2)(R) CC(2)(R) C C(2)(R) C C (2) (R )(P)CC C C(2)(R) CC(2)(R) CC(2)(R) COLLEGE AVENUE CORNELL STREET COLLEGE AVENUE CALIFORNIA AVENUE YALE STREETCAMBRIDGE AVENUE CALIFORNIA AVENUE WILLIAMS STREET CALIFORNIA AVENUE GRANT AVENUE EL CAMINO REALEL CAMINO REAL EL CAMINO REAL SHERMAN AVENUE SHERMAN AVENUE JACARANDA LANE ASH STREET NEW MAYFIELD LANE NEW MAYFIELD LANE EL CAMINO REAL EL CAMINO REAL CALIFOR NIA AVENUE CALIFOR NIA AVENUE PERAL LANE MIMOSA LANE SEDRO LANE CAMBRIDGE AVENUE COLLEGE AVENUE WELLESLEY STREET PAGE MILL ROAD D ASH STREET OXFORD AVENUE STANFORD AVENUE T WELLESLEY STREET EL CAMINO REAL STANFOR D AVENUE EL CAMINO REAL ET LELAND AVENUE OULEVARD STANFOR D AVENUE BIRCH STREET OX FOR D AVENUE BIRCH STREET STANFOR D AVENUE LELAND AVENUE LELAND AVENUE ASH STREET BIRCH STREET NEW MAYFIELD LANE CAMBRIDGE AVENUE BIRCH STREET BIRCH STREET COLLEGE AVENUE COLLEGE AVENUE PARK BOULEVARD CALIFORNIA AVENUE ALMA STREET PARK BOULEVARD SHERMAN AVENUE JACARANDA LANE PARK BOULEVARD ALMA STREET PARK BOULEVARD PARK BOULEVARD OXFORD AVENUE SE A L E A V E N U E SEALE AVE EMERSON STREET RINCONADA AVENUE ALMA STREET RINCONADA AVE EMERSON STREET SANTA RITA AVE SANTA RITA AVENUE ALMA STREET HIGH STREET HIGH STREET EMERSON STREET EMERSON STREET RAMONA STREET CO LORADO AVENU E COLORADO AVENUE EMERSON STREET HIGH STREET ALMA STREETALMA STREET O R E G O N E X P R E S S W A Y OREGON AVENUE WASHINGTON AV EMERSON STREET WASHINGTON AVENUE NORTH CALIFORNIA AVENUE NEVADA AVENUE OREGON AVEN HIGH STREET RAMONA STREET RAMONA STREET OREGON EXPRE STANFORD AVENUE WILLIAMS STREET YALE STREET GRANT AVENUE SHE RM AN AVENU E SHERIDAN AVENUE SHERIDAN AVENUE ASH STREET BIRCH STREET BIRCH STREET GRANT AVENUE PARK BOULEVARD ALMA STR PEPPER AVENUE ASH STREET NORTH CALIFORNIA AVE PAGE MILL ROAD PAGE MILL ROAD EL CAMINO REAL ALMA STREET STAUNTON COURT PAGE MILL ROAD PAGE MILL ROAD PAGE MILL ROAD NOGAL LANE Ramos Way (Private) JACARANDA LANE A CORRIDOR JOINT POWERS BOARD PENINSULA CORRIDOR JOINT POWERS BOARD PENINSULA CORRIDOR JOINT POWERS BOARD PENINSULA CORRIDOR JOINT POWERS BOARD OXFORD AVENUE ABRAMS COURT E D R O A D O L M S TED ROA D O L M S T E D R OAD WELLESLEY STO L M STED RD L A N E YALE ST EL CAMINO REAL EL CAMINO REAL EL CAMINO REAL EL CAMINO REAL EL CAMINO REAL OAD This map is a product of the City of Palo Alto GIS This document is a graphic representation only of best available sources. Legend Ground Floor/Retail Combining Districts City Jurisdictional Limits 0' 500' California AvenueRetail/PedestrianCombining DistrictsArea Map CITY O F PALO A L TO IN C O R P O RATE D CALIFOR N IA P a l o A l t oT h e C i t y o f A P RIL 16 1894 The City of Palo Alto assumes no responsibility for any errors ©1989 to 2016 City of Palo Alto RRivera, 2020-10-15 11:49:53 (\\cc-maps\Encompass\Admin\Personal\RRivera.mdb) M itchell Park C N (G F/P) TIO G A C O U R T DIABLO COURT NELSON DRIVE SHASTA DRIVE ARLESTON ROAD DUNCAN PLACE NELSON COURT D U N C A N PLA C E NELSON DRIVE ADOBE PLACE CREEKSIDE DRIVE PARKSIDE DRIVE SUTHERLAND DRIVE ROSS ROAD MAYVIEW AVENUE MAYVIEW AVENUE MAY COURT ENSIGN WAY GROVE AVENUE CORINA WA GAILEN AVENUE GAILEN COURT MIDDLEFIELD ROAD EAST CHARLESTON ROAD NELSON DRIVE EL CAPITAN PLACE EAST CHARLESTON ROAD GROVE AVENUE CHARLESTON CT SUTHERLAND DRIVE SEMINOLE WAY MAPLE W OO D PLACE SUTHERLAND DRIVE MIDDLEFIELD ROAD F A B SE M INOLE WAY M O N T R O S E A VE N UE BIBBITS DRIVE R O A D ELY PLACE EAST CHARLESTON ROAD GROVE CT C A R LSO N CIRCLE R E DWOOD CIRCLE M A P L E W O O D A V E NUE EAST CHARLESTON ROAD EAST CHARLESTON R This map is a product of the City of Palo Alto GIS This document is a graphic representation only of best available sources. Legend Ground Floor/Pedestrian Combining District 0' 400' Charleston Shopping CenterGround Floor/PedestrianCombining DistrictArea Map CITY O F PALO A L TO IN C O R P O RATE D CALIFOR N IA P a l o A l t oT h e C i t y o f A P RIL 16 1894 The City of Palo Alto assumes no responsibility for any errors ©1989 to 2016 City of Palo Alto RRivera, 2020-10-15 11:20:15 (\\cc-maps\Encompass\Admin\Personal\RRivera.mdb) H eritage Park no k L ytton Plaza Cogswell Plaza Scott Park Johnson Park W illia m s Park C D -C(G F)(P) CD-C(GF)(P)C D-C(G F)(P) CD- S ( G F ) ( P ) OAD EMERSON STREET HOMER AVENUE EL CAMINO REALEL CAMINO REAL HA W T H O R N E A V E N U E T RAMONA STREET EMERSON STREET HA W T H O R N E A V E N U E HIGH STREET EVERETT AVENUE EVERETT AVENUE HIGH STREET ET ALMA STREET ALMA STREET LYTTON AVENUE EL CAMINO REAL QUARRY ROAD ALMA STREET EMERSON STREET RAMONA STREET LYTTON AVENUE UNIVERSITY AVENUE RAMONA STREET BRYANT STREET HIGH STREET EMERSON STREET ALMA STREET EMERSON STREET HIGH STREET HIGH STREET HAMILTON AVENUE HAMILTON AVENUE EMERSON STREET HAMILTON AVENUE GILMAN STREET WAVERLEY STREET BRYANT STREET FOREST AVENUE FOREST AVENUE BRYANT STREET RAMONA STREET RAMONA STREET BRYANT STREET FLORENCE STREET KIPLING STREET LYTTON AVENUE WAVERLEY STREETWAVERLEY STREET EVERETT AVENUE EVERETT AVENUE BRYANT STREET WAVERLEY STREET HAWTHORNE AVENUE RAMONA STREET BRYANT STREET LYTTON AVENUE UNIVERSITY AVENUE COWPER STREET KIPLING STREET UNIVERSITY AVENUE UNIVERSITY AVENUE COWPER STREET WAVERLEY STREET HAMILTON AVENUE TREET TREET REET HAWTHORNE AVENUE R STREET COWPER STREET HAWTHORNE AVENUE HAWTHORNE AVENUE KIPLING STREET EVERETT AVENUE COWPER STREET WEBSTER STREET BYRON STREET EVERETT AVENUE WEBSTER STREET WEBSTER STREET LYTTON AVENUE BYRON STREET TASSO STREET SCOTT ST BRYANT ST HAMILTON AVENUE COWPER STREET FOREST AVENUE FOREST AVENUE WAVERLEY STREET BRYANT STREET HOMER AVENUE WAVERLEY STREET CHANNING AVENUE RAMONA STREET RAMONA STREE WEBSTER STREET WEBSTER STREET COWPER STREET HOMER AVENUE HOMER AVENUE COWPER STREET KIPLING STREET CHANNING AVENUE WAVERLEY STREET LYTTON UNIVERSITY AVENUE BYRON STREET LYTTON AVENUE WEBSTER STREET HAMILTON AVENUE FOREST AVENUE WEBSTER STR HOMER AVENUE WEBSTER STREET CHANNING AVENUE CHANNING AVENUE COWPER S U N I V ER S I T Y C I R C L E EVERETT COURT LANE 39 LANE 7 EASTLANE 5 EAST LANE 6 EAST LANE 20 EAST LANE 30 LANE 20 WEST LANE 21 MITCHELL LANE LANE 33 LANE 15 EAST BRYANT COURT PAULSEN LANE LANE 12 WEST LANE 11 WEST CENTENNIAL WALK DOWNING LANE LANE 56 EL CAMINO REAL PENINSULA CORRIDOR JOINT POWERS BOARDPOWERS BOARD EMERSON STREET EMERSON STRE HIGH STREET HIGH STREET HIGH STREE ALMA STREET ALMA STREET ALMA STREET ALMA STREE FOREST AVENUE CHANNING AVENUE HOMER AVENUE EL CAMINO REALEL CAMINO REAL EL CAMINO REALEL CAMINO REAL ELC WELLS AVENUE URBAN LANE URBAN LANE ENCINA AVENUE ENCINA AVENUE MEDICAL FOUN D ATION WAY LANE 7 WEST LANE 8 WEST LANE A WES CHANNING AVENUE This map is a product of the City of Palo Alto GIS This document is a graphic representation only of best available sources. Legend Ground Floor/Pedestrian Combining District 0' 500' Downtown Ground Floor/PedestrianCombining DistrictArea Map CITY O F PALO A L TO IN C O R P O RATE D CALIFOR N IA P a l o A l t oT h e C i t y o f A P RIL 16 1894 The City of Palo Alto assumes no responsibility for any errors ©1989 to 2016 City of Palo Alto RRivera, 2020-10-15 11:17:17 (\\cc-maps\Encompass\Admin\Personal\RRivera.mdb) Heritage Park Ca m eron Park W eisshaar Park M ayflield Park Peers Park El Palo Alto Park El Ca mino Park Lytton Plaza Cogswell Plaza Scott Park Kellogg Park B ol Park Rinconada Park B o wden Park Johnson Park H opkins Park Eleanor Pardee Park B oulw are Park Terman Park R obles Park Mitchell Park D Jesus Ra m os Park H oover Park Bowling Green H enry Seale Park Sarah W allis Park W erry Park Juana Briones Park Willia m s Park Stanford/Palo Alto Co m m unity Playing Fields C C(2)(R) CC(2)(R) CC(2)(R) C C(2) (R)(P)CC C C(2)(R) C N (G F/P) C C C C C C CN(L)(GF/P) C D-C(G F)(P) C N (G F/P) CD-C(GF)(P) C N (R) CC(2)(R) CC(2)(R) C D-C(G F)(P) CD- S ( G F ) ( P ) SOLANA DRIVE FLORALES DRIVE CEREZA DRIVE ENCINA GRANDE DRIVE CEREZA DRIVE AMARANTA AVENUE AMARANTA AVENUE FLORALES DRIVE GEORGIA AVENUE GEORGIA AVENUE FRANDON COURT MAYBELL WAY MAYBELL AVENUE DONAL D D RIV E WIL LM A R D RIVE ARASTRADERO ROAD YNIGO WAY HUB B A R T T DRIV E G EO R GIA AVENUE MAYBELL AVENUE FLORALES DR IVE GEORGIA AVENUE GEORGIA AVENUE ABEL AVENUE BAKER AVENUE MAYBELL AVENUE MAYBELL AVENUE CLEMO AVENUE COULOMBE DRIVE ARASTRADERO ROAD ARASTRADERO ROAD POMONA AVENUE ARASTRADERO ROADIRVEN COURT ALTA MESA AVENUE ARASTRADERO ROAD LOS PALOS AVENUE SUZANNE DRIVE SUZANNE DRIVE POMONA AVENUE EL CAMINO REAL KELLY WAY SUZANNE DRIVE EL CAMINO REAL McKELLAR LANE EL CAMINO REAL SECOND STREET MACLANE WILKIE WAY WEST MEADOW DRIVE VICTORIA PLACE EL CAMINO WAY EL CAMINO REAL CAMINO CT EL CAMINO WAY THAIN WAY THAIN WAY EL CAMINO REAL MAYBELL AVENUE PENA COURT WE ST MEADOW DRIVE DAVENPORT WAY JAMES ROAD WILKIE WAY WILKIE COURT TENNESSEE LANE WEST CHARLESTON ROAD ALMA STREET PARK BOULEVARD TENNESSEE LANE WILKIE WAY CAROLINA LANE WEST CHARLESTON ROAD WILKIE WAYDULUTH CIRCLE WILKIE WAY DINAH'S COURT WHITCLEM CT WHITCLEM WAY EAST CHARLESTON ROAD CAROLINA LANE PARK BOULEVARD WEST CHARLESTON ROAD RUTHELMA AVENUE LU N D Y L A N E PARK BOULEVARD NEWBERRY COURT EDLEE AVENUE WRIGHT PLACE ALMA STREET CREEKSIDE DRIVE WHITCLEM DRIVE ALMA STRGREENMEADOW WAY ELY PLACE ALMA STREET ELY PLACE GR EENMEADOW WAY PARKSIDE EAST CHARLESTON ROAD MUMFORD PLACE ELY PLACE DIXON PLACE DUNCAN PLACE NELSON COURT DUN CAN PLACE NELSON DRIVE ADOBE PLACE CREEKSIDE DRIVE ALMA STREET ALMA STREET EMERSON STREET PARK BOULEVARD MACL ANE EAST MEADOW DRIVE EAST MEADOW DRIVE RAMONA STREET RORKE WAY AMES AVENUE ROSS ROAD AMES AVENUE ASHTON AVENUE STONE LANE MIDDLEFIELD ROAD MURDOCH DRIVE CHRISTINE DRIVE MIDDLEFIELD ROAD EAST MEADOW DRIVE ALGER DRIVE WAVERLEY STREET ALGER DRIVE RAMBOW DRIVE COWPER COURT ASHTON AVENUE MAU REEN AVE N UE KIPLING STREE T COWPER STREET ST MICHAEL DRIVE ST MICHAEL DRIVE ST MICHAEL COURTST CLAIRE DRIVE MIDDLEFIELD ROAD TORREYA COURT TOYON PLACE MIDDLEFIELD ROAD LOMA VERDE AVENUE EMERSON STREET RAMONA STREET BRYANT STREET SOUTH COURT ROSS ROAD THORNWOOD DRIVE ARBUTUS AVENUE EVERGREEN DRIVE TALISMAN DRIVE ASPEN WAY LUPINE AVENUE ROSS ROAD CHRISTINE DRIVE ROSS ROAD GROVE AVENUE MAYVIEW AVENUE MAYVIEW AVENUE MAY COURT ENSIGN WAY MIDDLEFIELD ROAD GROVE AVENUE CORINA WAY GAILEN AVENUE GAILEN COURT MIDDLEFIELD ROAD EAST CHARLESTON ROAD NELSON DRIVE EL CAPITAN PLACE EAST CHARLESTON ROAD GROVE AVENUE CHARLESTON CT SUTHERLAND DRIVE SEMINOLE WAY MIDDLEFIELD R SEMINOL MIDDLEFIELD ROAD MORENO AVENUE MORENO AVENUE MARION AVENUE COASTLAND DRIVE MIDDLEFIELD ROAD WEBSTER STREET BRYSON AVENUE COLORADO AVENUE BYRON STREET COLORADO AVENUE COWPER STREET ELDORADO AVENUE KIPLING STREET WAVERLEY STREET COWPER STREET TOWLE WAY GARY COURT SOUTH COURT WAVERLEY STREET EL VERANO AVENUE WAVERLEY STREET EL VERANO AVENUE KIPLING STREET LOMA VERDE AVENUE MACKALL WAYWELLSBURY CT TOWLE WAY AVALON COURT LOMA VERDE AVENUE MIDDLEFIELD ROADMIDDLEFIELD ROAD COWPER STREET BIBBITS DRIVE LO UIS R O A D F A BIA N W AY GAILEN AVENUE BIBBITS D RIV E C O RIN A W AY R O S S R O A D LO UIS R O AD NTONIO ROAD F ABIA N WAY NA T H AN WA Y LAYNE COURT LOMA VERDE AVENUE ROSS ROAD ROSS COURT RICHARDSON COURT AMES AVENUE AMES COURT LOUIS ROAD EVERGREEN DRIVE LOUIS ROAD FA BIA N W A Y NATHAN WAY BAYSHORE FREEWAYBAYSHORE FREEWAY LOUIS ROAD EAST MEADOW CIRCLE F A BIAN W AY ROSEWOOD DRIVE ROSS ROAD MIDDLEFIELD ROAD SUTTER AVENUE STERN AVENUE PRICE COURT ELLSWORTH PLACE (PVT)COLORADO AVENUE SUTTER AVENUE ROSS ROAD CLARA DRIVE COLORADO AVENUE MARSHALL DRIVE ROSS ROAD RANDERS COURT ALLEN COURT ROSS ROAD MANCHESTER COURT LOMA VERDE AVENUE LOUIS ROADLOUIS ROAD LOMA VERDE AVENUE LOUIS ROAD KENNETH DRIVE RIVE STOCKTON PLACE VERNON TERRACE THOMAS DRIVE JANICE WAY GR EER ROA D KENNETH DRIVE K E N N E T H D RI VE STOCKTON PLACE MORRIS DRIVE GREER ROAD MADDUX DRIVE MORRIS DRIVE STOCKTON PLACE BAUTISTA COURT GREER ROAD LOMA V GREER ROAD LOMA VERDE AVENUE KENNETH DRIVE MO RRIS DRIVE HANOVER STREET HANOVER STREET HILLVIEW AVENUE HILLVIE W A V E N U E PAGE MILL RO AD PORTER DRIVE O RTE R D RIVE PAGE MILL RO AD COLLEGE AVENUE PRINCETON STREET CORNELL STREET CALIFORNIA AVENUE OBERLIN STREET HARVARD STREET HANOVER STREET DARTMOUTH STREET CALIFORNIA AVENUE PAGE MILL ROAD COLLEGE AVENUE COLLEGE AVENUE DARTMOUTH STREET COLUMBIA STREET COLLEGE AVENUE BOWDOIN STREET COLLEGE AVENUE CALIFORNIA AVENUE AMHERST STREET STANFORD AVENUE HANOVER STREET HANSEN WAY HANSE N W AYCALIFORNIA AVENUE YALE STREETCAMBRIDGE AVENUE CALIFORNIA AVENUE WILLIAMS STREET CALIFORNIA AVENUE GRANT AVENUE EL CAMINO REALEL CAMINO REAL EL CAMINO REAL SHERMAN AVENUE SHERMAN AVENUE JACARANDA LANE ASH STREET NEW MAYFIELD LANE NEW MAYFIELD LANE EL CAMINO REAL EL CAMINO REAL CALIFORNIA AVENUE CALIFORNIA AVENUE PERAL LANE MIMOSA LANE SEDRO LANE CAMBRIDGE AVENUE COLLEGE AVENUE WELLESLEY STREET CALIFORNIA AVENUE PAGE MILL ROAD PAGE MILL ROAD HANSEN WAY PAGE MILL ROAD HANOVER STREET HANOVER STREET HANOVER STREET PAGE MILL ROAD DAAVENUE TRADERO ROAD MIR A N DA A VEN U E CHIMALUS DRIVE JO SIN A AV E NUE MATADERO AVENUE JULIE COURT MATADERO AVENUE CHIMALUS DRIVE KENDALL AVENUE JOSINA AVENUE JOSINA AVENUE BARRON AVENUE ILIMA COURT LA CALLE BARRON AVENUE LAGUNA AVENUE LAGUNA AVENUE LAGUNA OAKS PLACE ILIMA WAY PARADISE WAY PARADISE WAY MCGREGOR WAY CHIMALUS DRIVE MATADERO AVENUE MATADERO A VENUE LA MATA W AY MATADERO AVENUE LAGUNA AVENUE BARRON AVENUE WHITSELL AVENUE KENDALL AVENUE LA DONNA AVENUE BARRON AVENUE BARRON AVENUE CASS WAY LA PARA AVENUE EL CENTRO STREET PAUL AVENUE TIMLOTT LANE TIMLOTT CT LA PARA AVENUE LAGUNA AVENUELOS ROBLES AVENUE LOS ROBLES AVENUE CERRITO WAY EL CERRITO ROAD BARRON AVENUE EL CENTRO STREET LA JENNIFER WAY SAN JUDE AVENUE GEORGIA AVENUE DONALD DRIVE WILLMAR DRIVE GEORGIA AVENUE H U B B A R TT DRIV E CROSBY PLACE GEORGIA AVENUE ARASTRADERO ROAD MAGNOLIA DRIVE NORTH MAGNOLIA DRIVE MILITARY WAY LA DONNA AVENUE LA DONNA AVENUE SAN JUDE AVENUE LA PARA AVENUE PAUL AVENUE LA PARA AVENUE LOS ROBLES AVENUE LOS ROBLES AVENUE ARBOL DRIVE ENCINA GRANDE DRIVE AMARANTA AVENUE ORME STREET LOS ROBLES AVENUE LAGUNA WAY MANZANA LANE VENTURA AVENUE EL CAMINO REAL EL CAMINO REAL EL CAMINO REAL LA SELVA DRIVE MAGNOLIA DRIVE SOUTH VILLA VERA VILLA REAL (PRIVATE) VILLA VISTA (PRIVATE) LOS ROBLES AVENUE LA DONNA AVENUE CAMPANA DRIVE ENCINA GRANDE DRIVE VERDOSA DRIVE VISTA AVENUE WISTERIA LANE VILLA VISTA (PRIVATE) ORINDA STREET MATADERO AVENUE MARGARITA AVENUE WILTON AVENUE EL CAMINO REAL MATADERO AVENUE FERNANDO AVENUE BARRON AVENUE CURTNER AVENUE WILTON AVENUE KENDALL AVENUE MATADERO AVENUE EL CAMINO REAL EL CAMINO REAL LAMBERT AVENUE EL CAMINO REAL HANSEN WAY EL CAMINO REAL CHIMALUS DRIVE MATADERO AVENUE WHITSELL AVENUE HANSEN WAY HANSEN WAY ALMA STREET ALMA STREET VENTURA COURT VENTURA AVENUE CURTNER AVENUE ASH STREET OXFORD 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Ln Noble St Cashel St EMMA COURT Altaire Walk A AMARANTA COURT ABRAMS COURT A LVARADO ROW ALVARADO ROW ALVARADO ROW ARBORETUM ROAD ARG UELLO WAY AR GUELLO WAY AYRSHIRE FARM LANE BARNES COURT BONAIR SIDING BOWDOIN STREET CAMPU S D RIVE CAMPUS DRIVE CAMPUS DRIVE CAMPUS DRIVE C A MPUS DRIVE CAMPUS DRIVE CAMPUS DRIVE CAMPUS DRIVE CAMPUS DRIVE CAPISTR A N O W A Y CATHCART WAY CATHCART WAY ALVARADO COURT AL VAR AD O ROW ALVARADO RO W B LAC KWELDER COURT CAMPUS DRIVE C A M P U S DRIVE CAMPUS D RI V E C A M P U S DRIVE CAMPUS DRIVE CAMPUS DRIVE CAMPUS DRIVE CAMPUS DRIVE C A M P U S D R I V E CAMPUS DRIVE CAMPUS DRIVE ARBORETUM ROAD ARBORETUM ROAD COSTANZO STREET CORONADO AVENUE CORONADO AVENUE COWELL LANE C ROTHERS WAY CR OTHERS WAY DUENA STREETESCONDIDO MALL ESCO NDIDO MAL L ESCONDIDO MALL ESCONDIDO ROAD ESCON DIDO RO A D ESCONDIDO ROAD ESCONDIDO ROAD ESCONDIDO MALL E S P L AN A DA WA Y ES PLANA DA W AY ESPLANADA WAY ANS ROAD GALVEZ MAL L G A L V E Z M A L L GALVEZ M A LL GALVEZ STREET HULME COURT JENKI N S C O U RTKNIGHT WAY A R G U E L L O W A Y LAGUNITA DRIVE LA G U NIT A D RIVE LANE B LANE B LANE C LANE C L ANE W LASUEN MAL L LASUEN MALL LASUEN M A LL LA SUEN M A LL LASUEN MALL LATHRO P D R I V E LOMITA DRIVE L OMITA DRIVE LOMITA DRIVE L O MI T A D RIV E LOMITA DRIVE L O M I T A DRIVE L LO MIT A MAL L LO MITA MALL A V E N UE M A Y FIE LD A V E N U E M A Y FIE L D A V E N U E MAYFIELD AVENUE MAYFIELD AVENUE MAYFIELD AVENUE MAYFIELD AVENUE MAYFIELD AVENUE MAYFIE LD AVENUE M AY F IE L D A V E N U E MCFARLAND COURT MEARS COURT MEARS COURT MEMORIAL W A Y MU S EUM WAY N SER VIC E R OAD N TOLMAN LN NORTH-SOUTH AXIS OAK ROAD D OBERLIN ST O LM S TED ROAD OLMSTED ROAD OLMSTED ROAD OLMSTED ROAD OLMSTED ROAD OLMSTED ROAD OLMSTED RD OLMSTED ROAD O LMST ED ROAD O LMST ED R O A D O L M STED ROA D OLMS T E D R OAD COMSTOC K C I RCL E ESCONDIDO RD PALM DRIVE PALM DRIVE PA NAMA M ALL PANAM A MAL L PANAMA MALL PANAM A MAL L PAN A MA MA L L P A N AM A S TR E ET PANA MA S T R E E T PEARCE MITCHELL PLACE PETER COUTTS CIR C L E PINE HILL COURT PIN E HILL ROAD QUARRY RD EXTENSION QUILLEN CT RAIMUNDO WAY IM UN D O W A Y ROBLE DRIVE R OTH W A Y ROTH WAY ROT H W A Y ROTH WAY RUNNING FARM LANE O U R T S SER VIC E R OAD SALVATIERRA STREET SALVATIERRA STREET SALVATIERRA ST CONSTANZO ST LORES STREET SALVATIERRA WALK SAMUEL MO RRIS W A Y SAN FRA N CI S C O COUR T SAN FRANCISCO TR SAN RAF A E L PL SANTA FE AVENUE SANTA TERESA STREET SANTA TERESA STREET SANTA TER E SA S TR EE T SAN TA YNEZ STREE T SANTA YNEZ STREET NTA YNEZ STREETSEARSVILLE RO AD S E QUOIA WAY JANE STANFORD WAY JANE STANFOR D WAY JANE STANFORD WAY JANE STANFO RD WAY J ANE S TANFORD WAY JA NE STANF ORD WAY JAN E S TAN FORD WAY JANE STANFOR D WAY S E RRA STREET SERRA STREET SERRA STREET JANE ST ANFORD WAY S E R R A STRE E T SERRA STREET SONOM A T E RRACE MAYFIELD AVENUE MAYFIE L D A V E N U E ST A N F O R D AVE N U E S T A NF O R D AV E N UE THOBURN COU R T TOLMAN DRIVE VALPARAISO STREET VIA ORTEGA VIA OR T E GA VIA O RT E GA VIA PAL OU VIA PAL OU VIA PUEBLO MALL VIA P UEBL O MALL WELCH ROAD WELLESLEY STO L MSTED RD D U D L E Y L A N E YALE ST WILBU R WAY BOWDOIN STREET ROSSE LANE Federation W ay ESCONDIDO ROAD CAM P U S D RIVE CONS T ANZO STREET PAMPAS LANE PETER COUTTS ROAD PETER COUTTS ROAD QUARRY ROAD QUARRY ROAD MU S E UM WAY ROT H W A Y PALM DRIVE PAL M DRIVE PALM DRIV E PA L M DRIVE PA LM DRIVE PALO ROAD ARBORETUM ROAD ARBORETUM ROAD ARBORETUM ROAD AVERY MALL E CAMPUS DRIVE CAMPUS DRIVE CAMPUS DRIVE CAMPUS DRIVE CAM P US DRIVE CAMPUS DRIVECAMPUS DRIVE CAMPUS DRIVE C AMPUS D RIV E CAMPUS DRIVE CHURCHIL L M A LL CHURCHILL MALL COMSTOCK CIRCLE GALVEZ STREET GA L VE Z S T R EE T GALVE Z STRE ET GAL V EZ STREET HOS KI NS COURT L ASU E N STR E E T L A S UEN STREET LASU EN ST RE E T MASTERS MALL MASTERS MALL NELSON ROAD NELSON ROAD NELSON MALL NELSON MALL PET E R C O U TT S R O A D SERRA S T R E E T STOCK FARM ROAD EMERSON STREET EMERSON STREET HIGH STREET HIGH STREET HIGH STREET ALMA STREET ALMA STREET ALMA STREET ALMA STREET ALMA STREETFOREST AVENUE CHANNING AVENUE HOMER AVENUE ADDISON AVENUE EL CAMINO REALEL CAMINO REAL EL CAMINO REALEL CAMINO REAL EL CAMINO REALEL CAMINO REAL EL CAMINO REALEL CAMINO REAL EL CAMINO REAL EL CAMINO REAL EL CAMINO REAL EL CAMINO REAL EL CAMINO REAL EL CAMINO REAL EL CAMINO REAL EL CAMINO REAL EL CAMINO REALEL CAMINO REAL EL CAMINO REAL EL CAMINO REAL EL CAMINO REAL EMBARCADERO ROAD WELLS AVENUE URBAN LANE URBAN LANE ENCINA AVENUE ENCINA AVENUE MEDICAL FOUN DATION WAY GREER ROAD NATHAN ABBOTT WAY SAM MCDONALD ROAD SAM MCDONALD MALL H A R RIE T S TR E ET HA R RIET ST R E ET H ARRIET STR E ET HAR RIET ST R EET BOWDOIN LANE BO W DOIN L A NE BO WD OIN LAN E ARGUEL LO WAY NORTH-SOUTH AXIS VIA PUEBL O MALL G O V E RN O R S AV E N UE G O VE R N O R S L A NE LAGUNITA DRIVE ALMA VILLAGE CIRCLE ALMA VILLAGE CIRCLE ALMA VILLAGE LANE ALMA VILLAGE CIRCLE ALMA VILLAGE CIRCLE OLMSTED ROAD O'CONNOR LANE O'CONNOR L A NE LANE 7 WEST LANE 8 WEST LANE A WEST LANE B WEST CHANNING AVENUE FIELDING CT SAM MCDONALD ROAD Columbia Place Columbia Court Columbia Street Bowdoin Street Bowdoin Street Amherst StreetAmherst Street Bowdoin Place Amherst Way Drake Way Bowdoin Court Amherst Ct PANA MA M A L L ORCHARD CT This map is a product of the City of Palo Alto GIS This document is a graphic representation only of best available sources. Legend GF and R Combining District & CC Zoning District City Jurisdictional Limits 0' 650'1300' Gr o u n d F l o o r a n d R e t a i l Co m b i n i n g D i s t r i c t s wi t h Co m m u n i t y C o m m e r c i a l Zo n i n g D i s t r i c t s Ar e a M a p CITY O F PALO A L T O IN C O R P O R AT E D C ALIFO R N IA P a l o A l t oT h e C i t y o f A P RIL 1 6 1 8 94 The City of Palo Alto assumes no responsibility for any errors. ©1989 to 2016 City of Palo AltoRRivera, 2020-10-15 11:45:51 GFandR CC Maps (\\cc-maps\Encompass\Admin\Personal\RRivera.mdb) H o o ver Park C N (G F/P) CN(L)(GF/P) C N (R ) MIDDLEFIELD ROAD MORENO AVENUE MORENO AVENUE MA R I O N A V E N U E MIDDLEFIELD ROAD WEBSTER STREET BRYSON AVENUE COLORADO AVENUE BYRON STREET COLORADO AVENUE COWPER STREET ELDORADO AVENUE KIPLING STREET COWPER STREET TO W LE W AY GARY COURT WELLSBURY CT TOWLE WAY A MIDMIDDLEFIELD ROAD LAYNE COURT ROSEWOOD DRI ROSS ROAD MIDDLEFIELD ROAD SUTTER AVENUE STERN AVENUE PRICE COURT ELLSWORTH PLACE (PVT)COLORADO A VENUE SUTTER AVENUE ROSS ROAD CLARA DRIVE ROSS ROAD RANDERS COURT MARION AVENUE OLORADO AVENUE COWPER STREET KIPLING STREET D EET MARION AVENUE MARION AVENUE RION PLACE T ROSS ROAD COASTLAND DRIVE WROSS ROAD MART INS EN CT COWPER STREET MIDTOWN COURT SAN CARLOS COURT TOWLE PLACE GASPAR COURT DYMOND COURT WELLSBURY WA Y TLAND DRIVE ROSEWOOD DR I VE This map is a product of the City of Palo Alto GIS This document is a graphic representation only of best available sources. Legend Ground Floor/Pedestrian and Retail Combining District 0' 365' Mi d t o w n Gr o u n d F l o o r / P e d e s t r i a n an d R e t a i l Co m b i n i n g D i s t r i c t Ar e a M a p CITY O F PALO A L TO IN C O R P O RATE D CALIFOR N IA P a l o A l t oT h e C i t y o f A P RIL 16 1894 The City of Palo Alto assumes no responsibility for any errors. ©1989 to 2016 City of Palo Alto RRivera, 2020-10-15 11:10:24 (\\cc-maps\Encompass\Admin\Personal\RRivera.mdb) El Palo Alto Park El Ca mino Park Lytton Plaza C C C C C C C WELCH ROAD SAND HILL ROAD BLAKEWI QUARRY ROAD QUARRY ROAD WELCH R OAD ARBORETUM ROAD ALM QUARRY R OAD HIGH STREET RAMONA STREET LIN C O L N A V E N U E LIN C O L N A V E N U E RAMON EMERS HIGH ST EM EMERSON STREET QUARRY ROA D QUARRY ROAD QUARRY R OAD EMERSON STREET HOMER AVENUE EL CAMINO REAL PALO ALTO AVE NUE EL CAMINO REAL EL CAMINO REAL EL CAMINO REAL PALO ALTO PALO ALTO AVENUE HA W T H O R N E A V E N EMERSON STREET RAMONA STREET EMERSON STREET HA W T H O R N E A V E N U E HIGH STREET EVERETT AVENUE EVERETT AVENUE HIGH STREET ALMA STREET ALMA STREET ALMA STREET LYTTON AVENUE EL CAMINO REAL QUARRY ROAD ALMA STREET EMERSON STREET RAMONA STREET LYTTON AVENUE UNIVERSITY AVENUE RAMONA STREET HIGH STREET EMERSON STREET ALMA STREET EMERSON STREET HIGH STREET HIGH STREET HAMILTON AVENUE HAMILTON AVENUE EMERSON STREET FOREST AVENUERAMONA STREET RAMONA STREETRAMONA STREET ADDISON AVENUERAMONA STREET RAMONA STREET U NI VER S I T Y C I R C L E LANE B EASTLANE 7 EASTLANE 5 EAST LANE 6 EAST MITCHELL LANE P LANE 12 WEST LANE 11 WEST LANE D WEST SAND HILL ROAD SAND HILL ROAD SHOPPING CENTER WAY P LU M LA NE ORCHARD LANE DURAND WAY ORCHARD LANE SHOPPING CENTER WAY PEAR LANE SWEET OLIVE WAY VINEYARD LANE EL CAMINO REAL LONDON PLANE WAY SHOPPING CENTER WAY SHOPPING CENTER WAY SHOPPING CENTER WAY SANDHILL ROAD SA N D H I L L RO A D CLARK WAY CLARK WAY PISTACHE PLACE PEN PENINSULA CORRIDOR JOINT POWERS BOARDPENINSULA CORRIDOR JOINT POWERS BOARDPENINSULA CORRIDOR JOINT POWERS BOARD K WAY CLARK WAY ARBORETUM ROAD CAMPUS D RIV E CAMPUS DRIVE C A M P U S DR I VE ARBORETUM ROAD ARBORETUM ROAD LOMI TA DRIVE OMITA DRIVE MEMO RIAL WAY MUSEUM WAY QUARRY ROAD QUARRY ROAD M USEUM WAY ROTH WAY PALM D RIVE PALM DRIVE PALM DRIVE PALM DRI VE PALM DRIVE PALO ROAD ARBORETUM ROAD ARBORETUM ROAD ARBORETUM ROAD CAMPUS DRIVECAMPUS DRIVE CAMPUS DRIVE CAMPUS DRIVE CA MPUS DRIVE CAMPUS DRIVECAMPUS DRIVE GALVEZ STREET GA LV EZ ST R EE T GALVEZ STREET GALVEZ STREET L AS U EN STR E ET LASUEN STREET LAS U EN ST REE T NELSON ROAD EMERSON STREET EMERSON STREET HIGH STREET HIGH STREET HIGH STREET ALMA STREET ALMA STREET ALMA STREET ALMA STREET ALMA STREETFOREST AVENUE CHANNING AVENUE HOMER AVENUE ADDISON AVENUE EL CAMINO REALEL CAMINO REAL EL CAMINO REALEL CAMINO REAL EL CAMINO REALEL CAMINO REAL EL CAMEL CAM EMBARCADERO ROAD WELLS AVENUE URBAN LANE URBAN LANE ENCINA AVENUE ENCINA AVENUE MEDICAL FOUNDATION WAY XIS LANE 7 WEST LANE 8 WEST LANE A WEST LANE B WEST CHANNING AVENUE This map is a product of the City of Palo Alto GIS This document is a graphic representation only of best available sources. Legend Community Commercial Zoning District 0' 700' St a n f o r d a n d T o w n & C o u n t r y Sh o p p i n g C e n t e r s Co m m u n i t y C o m m e r c i a l Zo n i n g D i s t r i c t Ar e a M a p CITY O F PALO A L TO IN C O R P O RATE D CALIFOR N IA P a l o A l t oT h e C i t y o f A P RIL 16 1894 The City of Palo Alto assumes no responsibility for any errors. ©1989 to 2016 City of Palo Alto RRivera, 2020-10-15 11:34:10 (\\cc-maps\Encompass\Admin\Personal\RRivera.mdb) 000-00-000 000-00-000 000-00-000 000-00-000 000-00-000 000-00-000 120-28-100 120-28-066120-28-067 120-28-058120-28-057 120-28-030 120-28-091 120-17-087 120-17-039 120-28-074 120-28-085120-28-084120-28-051 120-28-086 120-28-090 120-28-087 120-28-088 120-28-082 120-28-081 120-28-080 120-28-079 120-28-078 120-28-077 120-28-076 120-28-075120-28-073120-28-072120-28-071120-28-070120-28-069120-28-068120-28-053 120-28-065 120-28-064 120-28-063 120-28-062 120-28-061 120-28-060120-28-059120-28-018 120-28-109 120-28-029 120-29-048120-29-049120-29-050120-29-051 120-29-028 120-29-029 120-29-030 120-29-001 120-17-088 120-17-071 120-17-072 120-17-113120-17-077 120-17-067 120-17-068 120-17-073120-17-074 120-17-086 120-17-085 120-17-084 120-17-083 120-17-082120-17-081120-17-080 120-29-031 120-29-024120-29-025120-29-026120-29-027 120-41-007120-41-008120-41-009120-41-010 120-41-001120-41-002 120-41-003 120-41-004 120-06-005 120-05-070 120-05-069 120-05-068 120-05-067 120-05-065 120-05-064 120-06-002 120-06-003 120-06-004 120-29-005120-29-004120-29-003120-29-002 120-18-001 120-18-039120-18-002 120-18-003 120-18-004 120-18-040 120-17-099 120-17-040 120-17-041 120-16-107 120-16-106 120-16-060 120-16-061 120-16-062 120-16-063 120-16-064 120-16-065 120-16-066 120-16-099 120-17-006 120-17-005 120-17-004 120-17-003 120-17-034 120-17-033 120-17-024 120-17-025 120-17-026 120-17-030120-17-031120-17-032 120-42-002120-42-003120-42-004120-42-005120-42-006120-42-007120-42-008 120-17-009 120-04-083120-04-037 120-17-022120-17-008 120-17-007 120-04-038 120-04-080 120-04-081120-04-082 120-16-011 120-16-013 120-16-014 120-16-015 120-16-016 120-16-017 120-16-045 120-16-046 120-16-047 120-16-048 120-16-049 120-16-050 120-16-051 120-16-044 120-16-043 120-16-041 120-16-059 120-16-058 120-16-055 120-16-040 120-42-001 120-16-083 120-16-082120-16-084 120-16-085120-16-086120-16-087120-16-088120-16-089 120-16-093120-16-092 120-16-090 120-16-091 120-17-027 120-04-079 120-04-078 120-04-077 120-04-076 120-04-075 120-04-074 120-17-028 120-17-021 120-17-012120-17-011 120-17-013 120-17-014 120-17-017 120-17-018 120-17-019120-17-020 120-17-090 120-17-045 120-17-044 120-17-116 120-17-063 120-17-062 120-17-066120-17-065120-17-064120-17-042 120-05-031120-05-032120-05-001 120-17-010 120-17-070120-17-069 120-17-059 120-1 120-18-027 120-18-028 120-18-029120-18-009 120-18-010 120-18-011 120-18-012 120-18-005 120-18-006 120-18-007 120-18-008 120-18-030 120-18-031 120-18-038 120-06-023 120-06-024 120-06-025120-06-001 120-18-066120-18-069120-18-068 120-18-014120-18-013 120-17-053 120-17-091 120-17-092 120-17-055 120-17-056120-17-047 120-17-046 120-17-061 120-17-060 120-17-058 120-18-017 120-41-012 120-41-011 120-05-097 120-05-096 120-05-095 120-05-094 120-05-093 120-05-092 120-05-091120-05-090120-05-089120-05-088 120-05-082 120-05-081 120-05-080 120-05-079 120-05-078 120-05-086 120-05-085 120-05-084 120-05-083 120-05-074 120-05-073 120-05-072 120-05-071 120-05-037 120-17-048 120-17-052120-17-051 120-17-050120-17-049120-17-089 120-41-013120-41-014120-41-015 120-41-016120-41-017120-41-018 120-41-019120-41-020 120-41-021120-41-022120-41-023 120-41-024 120-41-005 120-41-006 120-06-006 120-06-007 120-06-008 120-06-009 120-53-001120-53-002120-53-003120-53-004 120-05-100 120-05-025 120-05-024 120-05-021 120-05-022 120-05-023 120-05-052 120-05-061 120-05-062 120-05-063 120-05-030 120-05-098 120-05-019 120-06-011 120-06-012 120-06-013 120-06-010 120-71-060 120-71-059 120-71-058 120-71-057 120-71-056120-71-055 120-71-054 120-71-053120-71-052 120-71-051 120-26-110 120-32-012 120-27-090120-27-087 120-27-038120-27-037 120-27-002 120-27-003 120-27-004 120-27-005 120-26-091 120-26-111 120-26-109 120-26-088 120-26-043 120-26-044 120-26-087 120-26-086 120-26-085 120-26-084 120-27-046 120-27-047 120-27-048 120-27-084120-27-039 120-27-034120-27-035120-27-036 120-27-027120-27-026120-27-025120-27-007 120-27-019120-27-020120-27-021120-27-022120-27-023120-27-024 120-27-018 120-27-015120-27-014 120-27-008 120-27-011 120-61-006 120-61-005 120-61-004 120-61-003 120-61-002120-61-001 120-61-016 120-61-015 120-61-014 120-61-013 120-61-012 120-61-011120-61-010 120-61-009120-61-007 120-61-008 120-61-021 120-61-020 120-61-019 120-61-018 120-61-017 120-61-029 120-61-028 120-61-027120-61-026120-61-025120-61-024 120-61-035 120-61-034120-61-033120-61-032 120-61-031120-61-030 120-61-022 120-61-023 120-26-027 120-27-059 120-70-009 120-70-008 120-70-007 120-70-006 120-70-005 120-70-004 120-70-003 120-70-002 120-70-001 120-70-010 120-51-019 120-51-018 120-51-017120-51-016120-51-015 120-16-078120-16-079 120-16-080120-16-081 120-14-036 120-26-031 120-26-030 120-26-029 120-26-039 120-26-038 120-26-037 120-26-102 120-26-101 120-26-002 120-26-045 120-26-047 120-26-046 120-68-033 120-68-004120-68-001 120-68-002 120-68-003 120-68-005 120-68-006 120-68-007 120-68-008120-68-009 120-68-010 120-68-011 120-68-012 120-68-013 120-68-014 120-68-015 120-68-016 120-68-017 120-68-018 120-68-019 120-68-020 120-68-021120-68-022 120-68-023120-68-024 120-68-025 120-68-026 120-68-027 120-68-028120-68-029 120-68-030 120-68-031 120-68-032 120-68-034120-68-035 120-68-036 120-68-037 120-68-038 120-68-039 120-68-040 120-68-041 120-68-042 120-68-043120-68-044 120-68-046 120-68-045 120-27-013120-27-012 120-27-009 120-27-010 120-26-083 120-26-082120-26-081120-26-080120-26-079 120-26-048 120-26-071 120-26-072 120-26-074120-26-075120-26-076 120-26-099 120-26-097 120-28-113 120-28-036 120-28-099 120-28-026 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EVERETT AVENUE EVERETT AVENUE HIGH STREET ALMA STREET ALMA STREET LYTTON AVENUE ALMA STREET EMERSON STREET RAMONA STREET LYTTON AVENUE UNIVERSITY AVENUE RAMONA STREET BRYANT STREET HIGH STREET EMERSON STREET ALMA STREET EMERSON STREET HIGH STREET HIGH STREET HAMILTON AVENUE HAMILTON AVENUE EMERSON STREET HAMILTON AVENUE GILMAN STREET WAVERLEY STREET BRYANT STREET FOREST AVENUE FOREST AVENUE BRYANT STREET RAMONA STREET RAMONA STREET BRYANT STREET FLORENCE STREET KIPLING STREET LYTTON AVENUE WAVERLEY STREETWAVERLEY STREET EVERETT AVENUE EVERETT AVENUE BRYANT STREET WAVERLEY STREET HAWTHORNE AVENUE RAMONA STREET BRYANT STREET LYTTON AVENUE UNIVERSITY AVENUE COWPER STREET KIPLING STREET UNIVERSITY AVENUE UNIVERSITY AVENUE COWPER STREET WAVERLEY STREET HAMILTON AVENUE HAWTHORNE AVENUE T COWPER STREET HAWTHORNE AVENUE HAWTHORNE AVENUE KIPLING STREET EVERETT AVENUE COWPER STREET WEBSTER STREET BYRON STREET EVERETT AVENUE WEBSTER STREET WEBSTER STREET LYTTON AVENUE BYRON STREET TASSO STREET SCOTT STREET ADDISON AVENUE BRYANT STREET BRYANT STRE ADDISON AVENUE HAMILTON AVENUE COWPER STREET FOREST AVENUE FOREST AVENUE WAVERLEY STREET BRYANT STREET HOMER AVENUE WAVERLEY STREET CHANNING AVENUE RAMONA STREET RAMONA STREET WEBSTER STREET WEBSTER STREET COWPER STREET HOMER AVENUE HOMER AVENUE COWPER STREET KIPLING STREET CHANNING AVENUE WAVERLEY STREET ADDISON AVENUE LY UNIVERSITY AVENUE BYRON STREET LYTTON AVENUE WEBSTER STREET HAMILTON AVENUE FOREST AVENUE WAVERLEY ADDISON AVENUE WEBSTER ST ADDISON AVENUE COWPER WEBSTER STREET HOMER AVENUE WEBSTER STREET CHANNING AVENUE CHANNING AVENUE COWPER STREET V ER S I T Y C I R EVERETT COURT LANE 39 LANE B ELANE 7 EASTLANE 5 EAST LANE 6 EAST LANE 20 EAST LANE 30 LANE 20 WEST LANE 21 MITCHELL LANE LANE 15 EAST BRYANT COURT PA ULS EN LA NE LANE 12 WEST LANE 11 WEST CENTENNIAL WALK LANE D EA LANE D W DOWNING LANE LANE 56 PENINSULA CORRIDOR JOINT POWERS BOARDBOARD EMERSON STREET EMERSON STREET HIGH STREET HIGH STREET HIGH STREET ALMA STREET ALMA STREET ALMA STREET ALMA STREET ALMA STR FOREST AVENUE CHANNING AVENUE HOMER AVENUE ADDISON AVENUE URBAN LANE AVENUE LANE 7 WEST LANE 8 WEST LANE A WEST LANE B WE CHANNING AVENUE Scott Park Lot A Lot D Lo t G Lo t H Lot F Lot O Lot P Lot T Lot C Lot K Lot WC C o gs w ell Plaza Lot B Lot K Lot E Channing House Bryant / Lytton Parking Garage PKG PKG Willia m s P ark PAMF ARKING UCTURE Union Bank Lot S Lot CC Lot N Lot RLot Q This map is a product of the City of Palo Alto GIS This document is a graphic representation only of best available sources. Legend Business District, (University Avenue) University Av Business Establishments 0' 475' Un i v e r s i t y A v e n u e Bu s i n e s s D i s t r i c t CITY O F PALO A L TO IN C O R P O R ATE D C ALIFOR N IA P a l o A l t oT h e C i t y o f A P RIL 16 1894 The City of Palo Alto assumes no responsibility for any errors. ©1989 to 2016 City of Palo Alto cmoitra, 2020-10-14 16:57:04 (\\cc-maps\Encompass\Admin\Personal\Planning.mdb) TO: HONORABLE CITY COUNCIL FROM: JONATHAN LAIT, DIRECTOR DATE: NOVEMBER 9, 2O20 SUBJECT: At-Places Memorandum – Agenda Item 11. Discussion and Potential Direction on Community and Economic Recovery Strategies Including Uplift Local Holiday Promotions and Business Support Activities and Testing; and A) Expanding the Definition of Retail and Retail-like to Allow More Diverse Retail Activities; B) Temporarily or Permanently Altering Parking Requirements for a Change of Use; C) Temporarily Suspending the Retail Preservation Ordinance in Some Areas of Palo Alto; and D) Continuing Closures of Portions of California and University Avenues to Vehicular Traffic This memorandum provides an update responding to questions submitted by Vice Mayor DuBois for the subject item, as well as an up-to-date summary of feedback received from the Up Lift Local Community Survey concerning the pedestrian only areas/street closures on California Avenue and University Avenue/Downtown (Exhibit 1). Council Information Requested on Community and Economic Recovery Strategies Vice Mayor DuBois requested information to support the Council’s discussion on the community and economic recovery strategies, including: • The definition of retail and retail-like uses; • Regulations on small medical offices; • How many retail businesses have closed due to the current recession; • Current occupancy rate for retail locations in the City; • How the current [retail] occupancy rate compares with past recessions. Exhibit 2 includes municipal code definitions of retail and retail-like uses, as well as other definitions the City Council may find useful for the discussion. While not included in this memorandum, staff will be prepared to address City regulations concerning medical office space. 11 DocuSign Envelope ID: C5E8122B-AB8C-4B0A-A277-F082FB53F299 Regarding specific retail closures due to the current recession, the City does not have a complete list and has requested information from brokers and property owners to help round out the picture. Staff has created a list in Exhibit 3 of businesses that appear to be closed based on a visual inspection or through direct conversations. Some storefronts included on this list may predate the pandemic. Staff continues to track this data, add details and verify information. The list is not complete and should not be used solely as a basis for making decisions to advance policy direction. It should further be noted that anecdotally, we understand that very few businesses are currently paying full rent and that closures and evictions have been deferred based on moratoriums during the state of emergency. It should be expected that a significant wave of closures may occur once the state of emergency moratoriums expire. Year to year retail vacancy rates for the combined Downtown, Town and Country, and Stanford Shopping Center areas ticked up one percent to 2.31% since last year. While increasingly storefronts are appearing vacant, the actual vacancy rate may not show up on CoStar data due to the County’s eviction moratorium, which has been extended through November 30, 2020. Some tenants may not have given official notice to property owners and managers about anticipated vacancies and some inventory may not be tracked through CoStar’s database. Below is an excerpt from the CoStar report. In response to the request for current retail occupancy rates compared to the Great Recession, to following graph was generated from CoStar. As noted above, it is difficult to draw any meaningful comparisons given current conditions including commercial eviction moratoriums. DocuSign Envelope ID: C5E8122B-AB8C-4B0A-A277-F082FB53F299 Community Feedback: Uplift Local Open Town Hall Online Survey The City utilizes an online community engagement tool called Open Town Hall to gain feedback from the community on community issues. The civic engagement platform invites the community to read what others are saying about Palo Alto topics and post comments. Open Town Hall is hosted by OpenGov, a non-partisan company whose mission is to broaden civic engagement and build public trust in government. This current survey will stay open as the Uplift Local pedestrian only areas continue to offer expanded outdoor dining and other business activities to engage the community about their experience visiting University Avenue and Downtown and California Avenue. The survey was launched on October 13, 2020. The survey results and community comments contained in Exhibit 1 include community comments received through Monday, November 9, 2020. Uplift Local Experience Survey Results Summary • 44 responses received to date since October 13, 2020. • Survey will continue to stay open through the extension of the pedestrian only street program to engage the community on this effort. • The survey is one aspect of the City's engagement efforts. The City has also hosted monthly community check-ins virtually since June 2020. • Generally, most community input on their experience was positive, with most enjoying connecting with the community and feeling safe while dining outdoors on or off University Avenue or on California Avenue. DocuSign Envelope ID: C5E8122B-AB8C-4B0A-A277-F082FB53F299 • Several community comments included interest in seeing the pedestrian only areas to continue and there were some comments requesting that the pedestrian only experience continue permanently. • The experience of community members varied based on the businesses they visited. • Some community members mentioned the vacant storefronts in Downtown impacted their experience overall. • Other community ideas included interest in adding music/entertainment, public art or plants to support the Uplift Local program experience. Jonathan Lait, Director Ed Shikada, City Manager DocuSign Envelope ID: C5E8122B-AB8C-4B0A-A277-F082FB53F299 Exhibit 1 Uplift Local Community Survey DocuSign Envelope ID: C5E8122B-AB8C-4B0A-A277-F082FB53F299 1 | www.opentownhall.com/9819 Created with OpenGov | November 9, 2020, 10:14 AM Uplift Local Community Survey November 9, 2020, 10:14 AM Summary •44 responses received to date. •Survey will continue to stay open through the extension of the pedestrian only street program to engage the community on this effort. •The survey is one aspect of the City's engagement efforts. The City has also hosted monthly community check-ins virtually since June 2020. •Generally, most community input on their experience was positive, with most enjoying connecting with the community and feeling safe while dining outdoors on or off University Avenue or on California Avenue. •Several community comments included interest in seeing the pedestrian only areas to continue and there were some comments requesting that the pedestrian only experience continue permanently. •The experience of community members varied based on the businesses they visited. •Some community members mentioned the vacant storefronts in Downtown impacted their experience overall. •Other community ideas included interest in adding music/entertainment, public art or plants to support the Uplift Local program experience. DocuSign Envelope ID: C5E8122B-AB8C-4B0A-A277-F082FB53F299 Survey Questions QUESTION 1 Have you visited Downtown or California Avenue since the start of Uplift Local (formerly known as Summer Streets)? • Yes • No QUESTION 2 If yes, how was your experience? If no, what has kept you from visiting? QUESTION 3 Do you have ideas to enhance this community program? QUESTION 4 Do you have other thoughts to share about Uplift Local? 2 | www.opentownhall.com/9819 Created with OpenGov | November 9, 2020, 10:14 AM Uplift Local Community Survey Share your experience with Uplift Local. DocuSign Envelope ID: C5E8122B-AB8C-4B0A-A277-F082FB53F299 Individual Responses Name not shown outside Palo Alto October 15, 2020, 6:03 PM Question 1 • Yes Question 2 I was disappointed by the lack of uptake compared to Mountain View's program on Castro Street. In particular, Salt and Straw has no seating at all despite being a very popular attraction. CREAM has a couple of tables, but relatively little compared to ice cream places on Castro Street like Gelato Classico or Icicles. Overall, University Ave looks much emptier than Castro Street does although that could be due to a difference in density rather than usage per se. Question 3 provide seating for Salt and Straw Question 4 no Name not available October 16, 2020, 10:40 AM Question 1 • Yes Question 2 I didn't like it. We needed some flexibility for a surprise gathering as we ended up having 7 people and the restaurant management was completely inflexible to any option even standing far away to kick things off. They were obnoxious and completely ruined an experience that was supposed to be fun. We didn't know about the limit of 6 people and it was not handled well. I don't think that I'll ever go back to trying to meet at a restaurant again. Question 3 Permanently, close off University and Cal Ave and make these walking streets. Even though I had a bad restaurant experience, Covid won't (I hope) last forever and it will be so much fun to have these as walking streets. Who needs to drive these few blocks any way? Question 4 I don't really support in-restaurant dining. Eating outdoors seems to be one way to help stay healthy but it is definitely not the same as "before". I am happy that we are closing streets for human interaction and support of these businesses. It should remain this way after the health-need for distancing subsides. It is silly that we have cars driving these streets. Name not available October 16, 2020, 12:56 PM Question 1 • No Question 2 I stay home. Question 3 no Question 4 Why are retail and malls opening without capacity limits? Name not shown in Leland Manor/ Garland October 19, 2020, 4:43 PM Question 1 • Yes Question 2 I visited both several times. No surprise: the experiences were as varied as the restaurants. Cal Ave is more pleasant because you didn't have all the show-off jerky bicyclists disrupting meals while doing wheelies as they raced toward Stanford. Our meal at Steam downtown was fine, the waiter was nice and helpful but he couldn't make up for the weirdos loitering downtown or the loud bicyclists. St, Michael's Alley is always great but that had nothing to do with your UpLift program which actually hurt them. Cal Ave was much more pleasant and easier to park amd we've been there much more often than Downtown. Downtown was MUCH more 3 | www.opentownhall.com/9819 Created with OpenGov | November 9, 2020, 10:14 AM Uplift Local Community Survey Share your experience with Uplift Local. DocuSign Envelope ID: C5E8122B-AB8C-4B0A-A277-F082FB53F299 depressing with all the vacant/ For Lease signs. Question 3 Start supporting retail and restaurants. Stop letting companies have their own cafeterias which destroys restaurants and retailers by keeping the workers inside. STOP asking us to to pay more to make up for the lack of commuters/workers. You've already stuck us with much of the cost of the commuters with NO benefit to the residents. Question 4 Stop trying to turn Palo Alto into an office park. You do realize that forcing paid parking on us discourages us from going downtown and to Cal Ave?? Plus women with any street smarts avoid enclosed parking garages like the plague due to safety reasons. How many DECADES will it take for you to FINALLY put in parking space availability signs in the garages like Mountain View et al has had for YEARS? The retailers/ restaurants need help surviving the rainy season, the fires which make dining out unpleasant and winter. OPEN UP UNIVERSITY to through traffic. It's already causing backups. Name not shown outside Palo Alto October 19, 2020, 5:17 PM Question 1 • Yes Question 2 The street closures make it so much more enjoyable to visit downtown, walk around and check out the businesses. It is a much more inviting experience. I find that I spend more time downtown now when I visit for an errand. Typically I will stop in for a necessary errand and then leave right away. Now I find myself stopping into other businesses, window shopping and people watching. It is really nice. Plus, I feel much safer as a pedestrian and cyclist now. Cars often drive too fast down these streets and it is too congested to make me feel safe. Removing the street parking provides the area with a more open, safe and inviting feel. Question 3 If there are more benches and seating areas along these streets, people will be inclined to spend more time visiting, dining and shopping. Question 4 Please keep these streets closed! It is obviously better for businesses because people want to spend more time along the main streets and small side streets such as Ramona, thus spending more money on dining and shopping. Name not available October 19, 2020, 7:56 PM Question 1 • Yes Question 2 Loved it. Reminded me of being in Europe. Like Las Ramblas in Barcelona or the Piazzas in Italy such as Piazza Navona or Piazza della Rotonda in front of the Pantheon. Loved walking down the street without fear of traffic or cars. Should always be this way. We manage to go around the blocked roads. It’s a nice way to spend the day walking up and down visiting stores and eating. Question 3 Yes make it permanent please Question 4 I would be disappointed if it went away Name not shown October 20, 2020, 10:27 AM Question 1 • Yes Question 2 Very nice. We feel safe without cars. Question 3 Extend it to end of 2021 Question 4 This increase the quality of life of our loca citizens. Name not available October 20, 2020, 10:46 AM 4 | www.opentownhall.com/9819 Created with OpenGov | November 9, 2020, 10:14 AM Uplift Local Community Survey Share your experience with Uplift Local. DocuSign Envelope ID: C5E8122B-AB8C-4B0A-A277-F082FB53F299 Question 1 • Yes Question 2 Good - happy to see outdoor dining available Question 3 Heaters and canopies in order to extend the program into cooler/wetter weather Question 4 No Name not shown in Crescent Park October 20, 2020, 10:58 AM Question 1 • Yes Question 2 wonderful Question 3 make it permanent Question 4 make it permanent Name not available October 20, 2020, 11:15 AM Question 1 • Yes Question 2 Careless pedestrians, too many people without maskx. Unmasked childen. I dislike the street closings & will not go back to Calif. Ave. Maybe I'll go to shop when the restaurants get the tables out of the street. Question 3 The program lacks safety enforcements. Give citations to the unmasked who wander around near street diners. Question 4 It unfairly "helps" restaurants while making it more difficult for other businesses to operate. Why are restaurants so special? Because they employ undocumented / unskilled labor as kitchen help & janitors? Those people are most likely to share overcrowded housing with other gig workers & be exposed to the virus which they can easily spread to others. They are also the least likely to stay home & isolate if they feel ill because they need money & don't want to lose pay. Andrew Sharpe in Downtown North October 20, 2020, 6:48 PM Question 1 • Yes Question 2 Excellent. Uplifting, so to speak. Necessary to keep our businesses alive. Question 3 Yes. Make it permanent. The businesses have already invested time and money trying to fit in with the city's guidelines for outdoor eating, and these enhancements are not inexpensive. They will have wasted much time and money if they are told that it's just temporary, which is exactly what we don't want to do to them. The structures could be made much more attractive and add to the ambience of the downtown area if they are allowed to *permanent*. Question 4 Make it permanent. Show our commitment to our businesses. Name not shown in Southgate October 20, 2020, 7:09 PM Question 1 • Yes Question 2 5 | www.opentownhall.com/9819 Created with OpenGov | November 9, 2020, 10:14 AM Uplift Local Community Survey Share your experience with Uplift Local. DocuSign Envelope ID: C5E8122B-AB8C-4B0A-A277-F082FB53F299 Yes - it is great and the city should permanently close parts of University Ave and Cal Ave to traffic - create European pedestrian zones! There is plenty of parking in the surrounding streets to allow this, especially around Cal Ave! Question 3 Yes, see above, make this more permanent and make the area more cosy than an asphalt road with some temporary furniture on it Question 4 Provide ample bike parking to avoid car traffic Name not available October 20, 2020, 7:14 PM Question 1 • Yes Question 2 Wonderful. Especially with the restrictions, it gave me the feeling of being connected to the community and with businesses I’ve done business with for many years. Question 3 Well, it would be really great to make these street areas permanent pedestrian promenades.And, allow businesses to permanently have areas outside for dining and other services. Bring life into the streets—dining, shopping, entertainment. Question 4 When we're able to congregate it would be great to have singers and musicians in an organized manner so that there is alway some kind of entertainment happening. It would be really great to turn streets into pedestrian ways. Get people out of their cars and onto their feet, of course making it easy access for people with disabilities. Thank you. Ashima Agrawal in Crescent Park October 20, 2020, 7:21 PM Question 1 • Yes Question 2 It was amazing! The amount of outdoor options was great and because the road was closed, the restaurants are able to spread out and some of them seem to be able to seat more. I felt so safe and would love to see this become a permanent road closer to traffic and make downtown a beautiful promenade. Question 3 As I mentioned above, the road closer should be permanent and the city should invest in beautifying the street to make it just for pedestrians and encourage more outdoor dining, musicians, etc. Question 4 No Name not available October 20, 2020, 8:32 PM Question 1 • Yes Question 2 My first look at Downtown was that it was not attractive, smelly from gasoline smudges, tables here & there without decoration. Maybe it has changed since the summer. We did enjoy eating at Tamarind and Taverna...both on the sidewalk. California Ave is better--the restaurants have made an effort to make the space pleasing. Overall our experience is more recent in Cal. Ave nearer to where we live. Question 3 Greenery Question 4 It seems to me that having Univ. Ave , an exit off of 101, closed is confusing to people not familiar to the area if they are trying to reach Stanford campus or the medical facilities. I can understand the difficulty restaurants are having during this long shutdown. Name not shown in Community Center October 20, 2020, 8:59 PM Question 1 6 | www.opentownhall.com/9819 Created with OpenGov | November 9, 2020, 10:14 AM Uplift Local Community Survey Share your experience with Uplift Local. DocuSign Envelope ID: C5E8122B-AB8C-4B0A-A277-F082FB53F299 • Yes Question 2 Terrific, great fun to engage with fellow residents and support our challenged restaurants and businesses. Question 3 Extend the program to side streets that house so many of our favorite restaurants. It's hard to figure out which streets are shut down, who has outdoor dining and when they're open. There's very little promotion to draw residents and others to our downtowns. A website with menus, photos of each dining area, hours businesses are open etc. would be really helpful. Also, bring in art and music to attract pedestrians. Liven up the streets. Cal Avenue is way ahead of University as far as engagement and a sense of community. University has so many empty pockets as one strolls up and down. Question 4 What a strange name. Doesn't really convey the spirit of the program. It should convey a movement to support our local businesses by re- imagining the downtown pedestrian retail and dining experience. We cannot let small businesses fail. We cannot lose our retail to commercial. Shame on the decision makers if this happens. Burlingame Avenue is an amazing example of a thriving downtown with a healthy mix of retail, dining and smaller services. Take note, we're not far from a failing University Avenue. Sheila Gholson in College Terrace October 20, 2020, 9:13 PM Question 1 • Yes Question 2 Great, loved socially distanced table for outdoor dining & supporting restaurants! Question 3 No Question 4 No Name not available October 20, 2020, 9:15 PM Question 1 • Yes Question 2 We live 3 blocks from University Ave on Ramona. We have always enjoyed being close that lively neighborhood and how quickly become a quiet residential area in a few short streets. But when the Covid-19 virus arrived, University Avenue became a ghost town. It was sad to walk the empty streets. Question 3 These major thoroughfares in a city adjoining one of the most beautiful campuses in the world deserves to be filled with markets, musicians, beautiful trees, jugglers - like the great European cities. Question 4 Start with sidewalks free of years of restaurant grease, ice cream droppings. Make the streets pedestrian only, add bike lanes, comfortable seating for people to meet and talk. Name not shown in Evergreen Park October 20, 2020, 9:31 PM Question 1 • Yes Question 2 Excellent. Question 3 Make it permanent. Question 4 I am so glad this got implemented. Markus Fromherz in Barron Park 7 | www.opentownhall.com/9819 Created with OpenGov | November 9, 2020, 10:14 AM Uplift Local Community Survey Share your experience with Uplift Local. DocuSign Envelope ID: C5E8122B-AB8C-4B0A-A277-F082FB53F299 October 20, 2020, 10:12 PM Question 1 • Yes Question 2 Great dinner at a restaurant on Cal Ave. Fun stroll on University Ave with visit to a store and coffee at a cafe. Question 3 Offer additional entertainment, like love music. Make the pedestrian zone a destination. Question 4 No. Name not shown in Duveneck/ St Francis October 20, 2020, 11:28 PM Question 1 • Yes Question 2 My daughter and I dined on University Ave. (Crepevine) and found the experience delightful. There was parking within half a block, and we had no need to queue for the restaurant. Dining outside gave us the opportunity to people-watch, and there were plenty of pedestrians, all wearing masks. I felt perfectly safe the whole time. My daughter pointed out that the Crepevine employees were sanitizing tables as diners left. Question 3 No, but I intend to dine out more. Question 4 Just a great idea, and I've had the same dining experience in Connecticut when we took our 20-state roadtrip last July. Name not available October 21, 2020, 8:10 AM Question 1 • No Question 2 Financial Question 3 No Question 4 No Name not available October 21, 2020, 9:01 AM Question 1 • Yes Question 2 I enjoyed being out for dinner once on Cal Ave, and I've liked that Cal Ave was kept open for cyclists Question 3 Strings of lights overhead Question 4 n/a KAREN DAMIAN in College Terrace October 21, 2020, 9:35 AM Question 1 • Yes Question 2 A friend and i had lunch at Terun one afternoon recently. We enjoyed the experience, not to mention the food and good service. Dining outdoors is most pleasant there. Question 3 8 | www.opentownhall.com/9819 Created with OpenGov | November 9, 2020, 10:14 AM Uplift Local Community Survey Share your experience with Uplift Local. DocuSign Envelope ID: C5E8122B-AB8C-4B0A-A277-F082FB53F299 Just to keep up the Uplift program with the street closures on California Avenue and Downtown. Question 4 Our local merchants need all the help they can get. Let's keep the Uplift program going. Also it adds a lovely European feel to California Avenue. Name not available October 21, 2020, 9:52 AM Question 1 • Yes Question 2 It's been great. I'm very happy to be able to eat at a restaurant outdoors. It's enabled me to keep up an informal "tradition" of weekly brunch out with my adult daughter. Question 3 Use of the outdoor space is somewhat spotty. Some establishments make heavy use of the space in front of their building, but others aren't using it at all. I would think it would be ok to let one place (e.g., restaurant) "poach" it's neighbor's street space, if the neighbor isn't using it, is ok with the expansion, and is able to reclaim the space at any time. There would still need to be guidelines for pedestrians to get around diners without getting too close to them. Question 4 Winter is coming. Anything Uplift can do to help the businesses continue outdoors during the chilly and rainy weather could be helpful. Can you help restaurants find outdoor heaters, if they need them? Awnings? Guidelines about using tenting without turning the space into "indoors," such as fraction of the sides that can be enclosed, or whatever? David Epstein in University South October 21, 2020, 11:11 AM Question 1 • Yes Question 2 It is fantastic! There is a real community feeling walking through the diners and walkers and people are relaxed and happy in a time when there is not much to be happy about! Question 3 Please bring in plants, music and art and maybe street venders (at distances, of course). Question 4 We love this! Please make this permanent! Please also make Lytton and Hamilton one-way with coordinated lights at 25mph. As businesses return, it will make traffic flow better and be safer for the pedestrians. Those two (and other one ways that cross University) can be made to accommodate angled parking to increase parking for customers and walkers close to where they want to go, and will get ahead of the return to normal life after COVID. Name not shown in Professorville October 21, 2020, 1:27 PM Question 1 • Yes Question 2 I love that the streets are open for activities for PEOPLE not cars. We already have so many streets given to cars, it's great to be able to support our local businesses in a healthy and fun way. I've been downtown numerous times because I love too stroll, people watch, grab something to eat and do my errands without fighting traffic. Let's do this right like MV has done - they're thriving and we're only making a half-hearted effort at making the downtown people friendly. Question 3 Make it permanent! Close off the streets with nice barriers and allow the restaurants and businesses to flourish on the sidewalks and street. Question 4 Encourage the retailers to spill out into the streets with signage, events etc. I'd like to see the open streets return to Emerson too - it feels like the City keeps shrinking the footprint and it needs critical mass. Name not available October 21, 2020, 2:01 PM 9 | www.opentownhall.com/9819 Created with OpenGov | November 9, 2020, 10:14 AM Uplift Local Community Survey Share your experience with Uplift Local. DocuSign Envelope ID: C5E8122B-AB8C-4B0A-A277-F082FB53F299 Question 1 • Yes Question 2 We went out to eat in the Cal Ave avenue twice and stayed there for a lovely outdoor meal. We've also done food pick up on Cal Ave several times. Question 3 We were there for dinner on Cal Ave once on a Saturday night and at the end of the meal it was near their closing time and the staff from the restaurant were piling up the chairs and tables to clear the street. They said this was to accommodate the Sunday morning Farmers' Market that would appear the next day. This seemed like a lot of extra work -- and it meant of course, that the area appeared rather "bare bones" in terms of lighting, plants, etc. But it was OK, since it's important to accommodate the Farmers' Market, too. Question 4 It's a GREAT idea -- and one that I hope will continue! It's delightful to eat outdoors, and we have done so also once in downtown Burlingame to visit with my son and also once in downtown Mountain View. The Mtn View evening was really delightful, since the whole Castro Street area was closed down fro several blocks, with lights strung across the street, bollards and planter boxes to protect dining tables from any wayward cars traveling though the cross-streets, etc. It was a very festive atmosphere. Name not available October 22, 2020, 8:21 AM Question 1 • Yes Question 2 i love eating out doors Question 3 make it year round Question 4 Live music would be a great addition Name not shown in College Terrace October 22, 2020, 12:08 PM Question 1 • Yes Question 2 It is wonderful to be able to stroll down the portions of California Avenue or University Avenue (+ specific side streets) without having to worry about the violations of the 6 foot rule or drivers endangering our safety. For the restaurants, being able to use both the sidewalk space and the parklet space is essential to their survival. For diners and happy hour patrons, having the option to eat and/or drink safely is obviously a big plus. For the pedestrians, the extra space allows social distancing (rather than having to deal with two way pedestrian access on narrow sidewalk space). For those of us in high risk groups, picking up meals from Uplift Local restaurants to take home truly makes it possible to patronize local restaurants -- we will not be able to risk sit down dinners even outside for a while. Question 3 Strongly urge that Uplift Local _explicitly_ encourage bicycling to these two lovely experimental spaces by designating a middle two way path in the center of the street for bicyclists to ride through slowly AND highlighting bike parking areas. Otherwise, for most people this is a "drive and walk in from your car" mode, which is not very green! The Sunday Farmers' Market at Cal Ave has done the center path which helps make it safer for everyone, but they too don't promote the bike parking locations to help newbies at all. It's worse for Uplift Local, which seems to be permitting some Cal Ave restaurants to expand their dining areas all the way to the street's center line. This program is an excellent opportunity to encourage residents to try 1-3 mile short trips to local destinations by bike, connecting the dots on leaving their cars at home -- but being faced with La Bodequita's wall as one walks or bikes across El Camino (just the most egregious example, there are more cases) is pretty unfriendly. If Palo Alto is committed to being a Bike Friendly City, or wishes to achieve the 80% reduction in GHG by 2030, making this initiative both bike and pedestrian friendly is a no brainer! Start by guidance about bikes yielding to pedestrians, plus visible A-frame signage on the street and maps online pointing to bike parking. Also, showing the bike and ped access points that aren't the usual way you would approach in a car on maps and on street is a basic starting point. Question 4 1. As weather cools, don't forget to promote days, times with easily accessible info on where to park bikes and motor vehicles when streets are closed off. Makes a difference! 10 | www.opentownhall.com/9819 Created with OpenGov | November 9, 2020, 10:14 AM Uplift Local Community Survey Share your experience with Uplift Local. DocuSign Envelope ID: C5E8122B-AB8C-4B0A-A277-F082FB53F299 2. Make it clear who makes decisions about the program -- and be sure that City efforts support our Comp Plan goals. Yes, keeping local businesses going is important. But it's not just restaurants! Is the City working with the locally owned small retail shops to help them in these challenging times? Seems like the Chamber of Commerce only represents larger office uses, the bigger restaurant owners, and property managers point of view. 3. Is the City moving forward on trip reduction efforts for lower wage service workers in both areas? Name not shown in Downtown North October 22, 2020, 3:42 PM Question 1 • Yes Question 2 Very pleasant since University Ave has been pedestrian and restaurants have been outdoors. I'm used to Europe cafe culture and with the climate being so mild here, it is nice to be able to stroll down the street and sit outside for coffee or a meal. Question 3 keep main street walkable and restaurants outdoors permanently Question 4 no Name not shown in Southgate October 23, 2020, 12:50 PM Question 1 • Yes Question 2 It was absolutely fantastic! Great for businesses and people alike, creating a sense of community and new (but actually old-fashioned) ways to connect, which is extremely important in the current circumstances. I love going out with my family and not worry about cars, a more open care- free society what we like so much in European cities. I love being able to eat outside and stroll the streets! Question 3 Keep it up, and make the streets even more inviting, put cobblestones on University and California Ave! Question 4 I hope people see the real benefits of a car-free society! Cleaner, safer, more friendly! Name not shown in Evergreen Park October 24, 2020, 6:32 AM Question 1 • Yes Question 2 Good and Enjoy, We live real close and visit frequently Question 3 Yes close the street and place Trees and Planters in area to enhance and thus expanding the outdoor seating capacity for the local eateries. Close the street on Cal Aver one more block to Birch so that places on Birch can also have the advantage. Cars can still get through the area using Park and Cambridge and eventually Sherman. Make the entire area Smoke and Animal Free. If I wanted to eat with animals I would go to the pound. Question 4 Good idea to have forum for input to our city. Name not available October 27, 2020, 11:54 PM Question 1 • Yes Question 2 Not very good. The street is way too crowded -- it is impossible for pedestrians and diners to stay 6 feet away from each other. The City has refused to require bicyclists to walk their bikes through the crowd, thus creating another kind of threat. I used to go there to shop at local places, but I avoid it now. Driving around it -- with all of the closed off portions due to various construction projects on the south side of Cal Ave -- just makes it a nightmare. 11 | www.opentownhall.com/9819 Created with OpenGov | November 9, 2020, 10:14 AM Uplift Local Community Survey Share your experience with Uplift Local. DocuSign Envelope ID: C5E8122B-AB8C-4B0A-A277-F082FB53F299 Question 3 I am wondering if this is going to be a freebie given to property owners, who will then just hike the rents to tenants because of the extra property annexed. This won't help the restaurant or retail store owners. Question 4 It would be nice if the City balanced the needs of the surrounding community with respect to traffic with the needs of businesses. So far, only business needs appear to have been addressed. No outreach to the residential community -- even though residents vote. Name not available October 28, 2020, 6:18 PM Question 1 • Yes Question 2 No problem Question 3 It is great for restaurants but not for other businesses Question 4 It should be kept in mind that a real business area is more than just restaurants. Name not available October 28, 2020, 10:44 PM Question 1 • Yes Question 2 Dined. Was fine. A bit cold Question 3 Keep going Question 4 Good idea Name not available October 30, 2020, 2:44 PM Question 1 • Yes Question 2 It is lovely to walk on University Avenue without the noise and pollution from the cars. Question 3 Yes, please extended to 2021. Question 4 Once the COVID numbers lower substantially, we should consider inviting retailers to set shop on the streets. Name not available November 5, 2020, 5:18 PM Question 1 • Yes Question 2 Love it!!! It’s so much more fun to hang out and walk around. We go there a lot more now. Question 3 Keep the streets closed, please!!!!! Question 4 Great program. Name not available November 5, 2020, 5:40 PM Question 1 • Yes Question 2 12 | www.opentownhall.com/9819 Created with OpenGov | November 9, 2020, 10:14 AM Uplift Local Community Survey Share your experience with Uplift Local. DocuSign Envelope ID: C5E8122B-AB8C-4B0A-A277-F082FB53F299 Wonderful. I now make it a weekly event to go get breakfast at Joanie's on Cal Ave. We have been out to dinner and lunch several times on University Ave. I find the Emerson closing a bit difficult to navigate - it seems a bit crowded. Question 3 Highlight the restaurants that are open more! Question 4 Great program. Name not available November 5, 2020, 5:44 PM Question 1 • Yes Question 2 It was great! Question 3 Keep it going forever! Question 4 I love having the pedestrian-only spaces on California Ave and University Ave and would be thrilled to see them stay that way long-term. Name not available November 5, 2020, 7:21 PM Question 1 • Yes Question 2 It was delightful! I loved the atmosphere of outside-in the street dining and was happy to see it well attended. Question 3 Provide heaters for colder weather Question 4 Maybe you could ask restaurants to provide locals with discount codes or a “locals” menu to continue to draw a crowd as winter approaches. Name not available November 5, 2020, 8:06 PM Question 1 • Yes Question 2 Great! Would be good to have bike paths marked on the streets and the barriers at intersections set to accommodate bicyclists. Question 3 Would like to see retail stores use the street space. Question 4 Make it permanent. Name not shown in Midtown/ Midtown West November 6, 2020, 5:17 PM Question 1 • Yes Question 2 My experience both downtown and on California Ave has been nothing short of incredible. The outdoor dining experience reminds me of towns in Europe, and I hope this can become permanent, even when COVID is no longer a concern. Question 3 Ideally for me, California Ave and University Ave will stay closed to cars permanently, and the street will be retrofitted to be more friendly to pedestrians. More permanent and aesthetically pleasing barricades on cross streets, eventually maybe redo the street with brick or cobblestone. More greenery on California Ave. Question 4 It is a great program and I hope to see it continue. 13 | www.opentownhall.com/9819 Created with OpenGov | November 9, 2020, 10:14 AM Uplift Local Community Survey Share your experience with Uplift Local. DocuSign Envelope ID: C5E8122B-AB8C-4B0A-A277-F082FB53F299 Name not available November 6, 2020, 10:24 PM Question 1 • Yes Question 2 Very good! I hope you'll continue it. It's a great way to support local businesses and restaurants. Question 3 Add some more decorative lights to the portions of University and Cal. Aves. that don't have much - it's much more festive and inviting. Question 4 Please DO NOT allow ground-floor retail space to be turned into office space, even "temporarily"!! Palo Alto has too much office space already because so many people are working at home and are likely to stay there even after a COVID vaccine comes out. The city will not gain by further chasing out the retail businesses that make Palo Alto a nice place to live. Don't turn our downtowns into sterile office parks. Retail will rebound once people can get out again - if landlords and developers don't overcharge. 14 | www.opentownhall.com/9819 Created with OpenGov | November 9, 2020, 10:14 AM Uplift Local Community Survey Share your experience with Uplift Local. DocuSign Envelope ID: C5E8122B-AB8C-4B0A-A277-F082FB53F299 Exhibit 2 Excerpts from PAMC 18.04.030 (47) “Eating and drinking service” means a use providing preparation and retail sale of food and beverages, including restaurants, fountains, cafes, coffee shops, sandwich shops, ice cream parlors, taverns, cocktail lounges and similar uses. A minimum of 50% of revenues from an “eating and drinking service” must be derived from the sale of food. Related definitions are provided in subsections (45) and (136). (56) “Financial service” means a use providing financial services to individuals, firms, or other entities. The term “financial service” includes banks, savings and loan institutions, loan and lending institutions, credit unions and similar services. (57.6) “Formula retail business” means a retail, personal, or eating and drinking service that is one of ten (10) or more business locations in the United States required by contractual or other arrangement to maintain any of the following standardized characteristics: merchandise, menu, services, decor, uniforms, architecture, facade, color scheme, signs, trademark, or servicemark. For purposes of this definition: (A) “Standardized merchandise, menu and/or services” means 50% or more of in- stock merchandise from a single distributor bearing the same or similar markings; 50% or more of menu items identical in name and presentation with other locations; or 50% or more of services offered identical in name or presentation with other locations. (B) “Decor” means the style of interior furnishings, which may include but is not limited to, style of furniture, wall coverings or permanent fixtures. (C) “Color Scheme” means the selection of colors used throughout, such as on the furnishings, permanent fixtures, and wall coverings, or as used on the facade. (D) “Uniforms” means standardized items of clothing including but not limited to standardized aprons, pants, shirts, smocks or dresses, hats, and pins (other than name tags) as well as standardized colors of clothing. (E) “Facade” means the face or front of a building, including awnings, looking onto a street or an open space. (F) “Trademark” means a word, phrase, symbol or design, or a combination of words, phrases, symbols or designs that identifies and distinguishes the source of the goods from one party from those of others. (G) “Servicemark” means a word, phrase, symbol or design, or a combination of words, phrases, symbols or designs that identifies and distinguishes the source of a service from one party from those of others. (61) “General business office” means a use principally providing services to individuals, firms, or other entities, including but not limited to real estate, insurance, property management, title companies, investment, personnel, travel, and similar services. DocuSign Envelope ID: C5E8122B-AB8C-4B0A-A277-F082FB53F299 (63) “General business service” means a use engaged in sales, servicing, installation, and repair services, generally intended to support other businesses, rather than individual consumers. General business services typically include, but are not limited to, volume printing and photography services, blueprinting and publishing, commercial bakeries, dry cleaners that accept laundry from other businesses and are classified as Class IV plants in Title 15 of the Municipal Code, creameries or catering, cabinetry and furniture repair, lumber, plumbing, electrical, heating and air conditioning, and other construction and building materials, and commercial automobile and truck parts and supplies. (114) “Personal service” means a use providing services of a personal convenience nature, and cleaning, repair or sales incidental thereto, including: (A) Beauty shops, nail salons, day spas, and barbershops; (B) Self-service laundry and cleaning services; laundry and cleaning pick-up stations where all cleaning or servicing for the particular station is done elsewhere; and laundry and cleaning stations where the cleaning or servicing for the particular station is done on site, utilizing equipment meeting any applicable Bay Area Air Quality Management District requirements, so long as no cleaning for any other station is done on the same site, provided that the amount of hazardous materials stored does not at any time exceed the threshold which would require a permit under Title 17 (Hazardous Materials Storage) of this code; (C) Repair and fitting of clothes, shoes, and personal accessories; (D) Quick printing and copying services where printing or copying for the particular service is done on site, so long as no quick printing or copying for any off-site printing or copying service is done on the same site; (E) Internet and other consumer electronics services; (F) Film, data and video processing shops, including shops where processing for the particular shop is done on site, so long as no processing for any other shop is done on the same site; (G) Art, dance or music studios intended for an individual or small group of persons in a class (see “commercial recreation” for other activities); and (H) Fitness and exercise studios, or similar uses, of 1,800 square feet or fewer (see “commercial recreation” for other activities). (125) “Retail service” means a use open to the public during typical business hours and predominantly engaged in providing retail sale, rental, service, processing, or repair of items primarily intended for consumer or household use. (A) “Extensive retail service,” as used with respect to parking requirements, means a retail sales use having more than seventy-five percent of the gross floor area used for display, sales, and related storage of bulky commodities, including household furniture and appliances, lumber and building materials, carpeting and floor covering, air conditioning and heating equipment, and similar goods, which uses have demonstrably low parking demand generation per square foot of gross floor area. (B) “Intensive retail service” as used with respect to parking requirements, means any retail service use not defined as extensive retail service. DocuSign Envelope ID: C5E8122B-AB8C-4B0A-A277-F082FB53F299 (125.1) “Retail-like use” means a use generally open to the public during typical business hours and predominantly engaged in providing services closely related to retail services, including but not limited to: (A) Eating and drinking services, as defined in subsection (47); (B) Hotels, as defined in subsection (73); (C) Personal services, as defined in subsection (114); (D) Theaters; (E) Travel agencies; (F) Commercial recreation, as defined in subsection (33); (G) Commercial nurseries; (H) Auto dealerships, as defined in subsection (12.5); and (I) Day care centers, as defined in subsection (42). (136) “Take-out service” means a characteristic of an eating or drinking service which encourages, on a regular basis, consumption of food or beverages, such as prepared or prepackaged items, outside of a building, in outdoor seating areas where regular table service is not provided, in vehicles parked on the premises, or off-site. DocuSign Envelope ID: C5E8122B-AB8C-4B0A-A277-F082FB53F299 Exhibit 3 List of Vacant Storefronts (DRAFT) Vacant Address Tenant Description 518-526 Bryant Street 575 sq ft retail 2221-2225 El Camino Real Bank of the Orient/ELB/Clear Financial Services/Retail/Office 777 High Street Mesmer Eyes Inc. Medical 217 Alma Street Community Pharmacy Medical 250 University Avenue Office/Retail 299 California Avenue 2nd/3rd floor office space (above Calave) Office/Retail 301 High Street Office/Retail 540-542 Emerson Street Kim's Nails & Mulu Inc. Retail 460-476 University Avenue Michael Lucich Spa Retail 261-267 University Avenue Forever Flawless Retail 444 University Avenue Chantal Guillon Retail 335 University Avenue La Strada Retail 339 University Avenue Joya Retail 640 Emerson Avenue Dan Gordons Retail 529 Alma Pampas Retail 140 University Tam Tam Retail 233-235 University Avenue Mills Florist Retail 540 University Avenue Gleim Jewelers Retail 440-444 Kipling Like! Hair Salon & Sculptworks Retail 819 Ramona Street Uforia Studios Retail 381-395 California Avenue Hotel California, AJ Cleaners, et al Retail 151 University Avenue Lemonade Retail 451 University Avenue Shoe Palace Retail 2305-B El Camnio Real Poki Bowl Retail 270 University Avenue Jos. A Banks Retail 2675 El Camino Real Chipotle Retail 500-508 University Avenue Joe & The Juice Retail 475 University Avenue Blu Clothing Retail 220 Hamilton Avenue McRoskey Mattress Retail 526 Waverley Avenue Palo Alto Toy Store Retail 383 University Avenue Paris Baguette Retail DocuSign Envelope ID: C5E8122B-AB8C-4B0A-A277-F082FB53F299 425-429 California Avenue Zombie Runner (relocated to 344 Cal Ave) Retail 261-267 Hamilton Avenue Shinola Retail 476, 482, 484, 490, 494, 498 University Avenue Ground Floor of President Hotel Retail 263 University Avenue Round Table Pizza Retail 300 Universtiy Avenue Walgreens Retail 482 University Avenue Plutos Retail 498 University Avenue Gyros Gyros (relocated to452 University) Retail 532 Ramona Street Kitch'n Offcie Retail 321 California Avenue Antonio's Nut House Retail 381-391 California Avenue Palo Alto Baking Retail 395 California Avenue California Cleaners/AJ Cleaners Retail 444 University Avenue Chantal Guillon Retail 436 University Avenue Peet's Coffee Retail 2100 El Camino Real-College Terrace Center Vacant Grocery Retail 375-379 University Avenue Retail 261 S. California Avenue Retail 532-536 Ramona Street KitchN Office Retail 278 University Avenue B8ta (relocated to 375 University Ave) Retail 170 University Avenue Ambient AI Retail/Storefront Retail DocuSign Envelope ID: C5E8122B-AB8C-4B0A-A277-F082FB53F299 City of Palo Alto (ID # 11716) City Council Staff Report Report Type: Action Items Meeting Date: 11/9/2020 City of Palo Alto Page 1 Council Priority: Transportation and Traffic Summary Title: Parking Management Policy Adjustments in the California Avenue area Title: Direction to Modify the California Avenue Parking Policy to Expand Eligibility for City Garage Parking Permits, Modify the Evergreen Park Mayfield Residential Preferential Parking (RPP) Program to Reduce Employee Parking in the RPP District, and Develop a Parking In-Lieu Program for the California Avenue Business District (Continued From October 26, 2020) From: City Manager Lead Department: Transportation Department Recommendation Staff recommends that the City Council provide direction to staff to utilize additional parking supply provided by the new California Avenue Garage at 350 Sherman Avenue to reduce the number of employee permits made available in the Evergreen Park-Mayfield (EPM) Residential Preferential Parking (RPP) district by approximately 120 when 2021 permit renewal cycles begin in Spring 2021 and, direct staff to return with an ordinance establishing a parking in-lieu fee program in the California Avenue Business District for the equivalent of up to 200 spaces in the new garage. Background The City addresses parking and parking-related transportation challenges using a multi-pronged approach. Parking management strategies, targeted parking supply investments, and transportation demand management programs allow the City to utilize a variety of tools and strategies to address parking and traffic issues prioritized by the City’s General Plan and to pursue Sustainability and Environmental goals with parking management tools (Transportation Element). To support these goals, the City has prioritized innovative planning approaches that center broad community engagement. While parking and traffic congestion issues can feel quite intractable, parking enhancement strategies that center community engagement, customer service, and careful market design can provide increased mobility and access for stakeholders, as well as wins for the environment. City of Palo Alto Page 2 Parking management strategies enacted in the City of Palo Alto have included the development of a city-wide Residential Preferential Parking (RPP) ordinance, intended to enhance the quality of life in residential neighborhoods by reducing the impact of parking associated with nearby businesses and institutional uses. Procedures for instituting neighborhood RPP programs were established by ordinance (ordinance #5294) in 2017. These procedures lay out a stakeholder and data-centric process for measuring parking availability, identifying impacts by time of day, designing appropriate solutions, and engaging the public in measuring success and program applicability. The California Avenue Business District, immediately adjacent to the Evergreen Park and Mayfield neighborhoods, has regularly attracted business visitor and employee parkers, who, for lack of the right incentives offered, utilize residential blocks for trips that could be better suited by parking facilities in the main commercial area, especially to avoid commercial time- based restrictions. Commercial time restrictions, when needed, prioritize turnover and ease of parking space discovery to facilitate customer and employee trip satisfaction. Residential on- street curb parking, in turn, with RPP programming, prioritizes longer stays and facilitates short visitor trips. The RPP program design in Palo Alto facilitates flexibility and adaptability in meeting parking demand while centering resident experience and quality of life. Discussions amongst City staff and community stakeholders regarding parking availability in the California Avenue commercial district and its surrounding neighborhoods led in recent years to Council decisions to increase parking supply in the California Avenue Business District by constructing a new parking garage at 350 Sherman Avenue (as part of the Public Safety Building project), and to establish the EPM RPP district in 2017. The EPM RRP program provides both residential and employee parking permits in the area, while the California Avenue Business District (California Avenue parking facilities) provides visitor and employee parking in surface lots and garages. Again, the current design of these programs prioritize commercial district parking facilities for higher turnover uses and employee parking; and, residential parking for convenient access for residents and resident visitors (EPM RPP program information). Together, the new California Avenue Parking Garage (as part of the California Avenue Business District) and the EPM RPP program provide City staff the ability to effectively manage parking impacts in both residential and commercial zones in the area. The additional parking supply provided by the new garage allows the City to reduce the number of employee permits made available in the EPM RPP, in line with expectations of residential stakeholders outlined in the City’s parking management work plan (prioritized Parking Work Plan). Following this reduction, staff would commence a phased process to eventually eliminate the remaining employee permits available in the EPM RPP district, evaluating the impact of the recommended permit reduction and phasing in additional reductions by 2022. California Avenue Parking Assessment District and Evergreen Park-Mayfield Residential Preferential Parking History. City Council has previously recognized the need to be flexible with City of Palo Alto Page 3 the number of employee permits made available in the Evergreen Park-Mayfield Residential Preferential Parking Program. After establishing the EPM as an RPP district (Resolution No. 9739), Council approved a district redesign by creating additional zones, including a new Employee Parking Zone G (CMR #8893) on El Camino Real. While staff will aim to move all 290 employee permit holders in the EPM RPP to the California Avenue Business District, these 40 permits may be best accommodated as they are now in Zone G. Staff will monitor demand for these permits and decrease availability as possible. Current Parking Context Due to the pandemic, RPP enforcement was temporarily suspended March 16th through October 15th, allowing the public to park on- and off-street without time restrictions. To encourage reopening businesses and commercial district visitors to utilize readily available commercial parking facilities, and to facilitate tracking parking availability trends for analysis, staff have resumed RPP enforcement. Resuming RPP enforcement also preserves purchased permit value for residents as permits originally expected to expire in the fall of 2020 have been extended to Spring 2021. Permits sold in the spring of 2020 have not been required to park during the suspension of the program. Commercial time limit restrictions, however, will continue to be suspended until demand increases (informational staff report 11627). Discussion The completion of 350 Sherman Avenue Garage adds approximately 300 new parking spaces (its ~636 total spaces replace 310 pre-existing spaces) to the California Avenue commercial district, as well as opportunities to utilize a new Parking Guidance System (PGS) to manage the City’s parking facilities more efficiently. The PGS is equipped with optical sensors to detect parking occupancy, as well as software capabilities for managing visitor parking stays and payments. Light-emitting diode (LED) lights indicate availability and other information to parkers. Staff proposes, when commercial time restrictions are resumed, designating upper levels of the new garage for employee permit parking only, Monday through Friday, up until 11:00 AM. After 11:00 AM, visitor parking would also be allowed up to upper levels, to maximize space utility. Additional parking supply within the commercial core would also remain available to the public for hourly and permitted parking. This approach provides space for the approximately 120 EPM RPP employee permit holders to be transitioned over and would also accommodate the 228 waitlisted employees seeking California Avenue Business District employee and employer permits. Employee California Avenue Business District permits are valid at all public California Avenue lots and garages (California Avenue Parking Facilities). In the past, a 60% show rate for permit spaces has been typical (not all permit holders arrive each day), such that the added supply should be sufficient to accommodate both permit and visitor uses, including up to 200 spaces proposed in the potential in lieu program described in CMR 11702 and below. California Avenue In-Lieu Parking Program Proposal City of Palo Alto Page 4 In the context of community and economic recovery from the pandemic and the evolving climate into the future, staff recommends Council approval to develop a parking in-lieu program for California Avenue. This commercial district rarely experiences new development in part due to the size of parcels and the need to provide off-street parking. In order to accommodate a new business or expansion of an existing use, a vacant storefront is needed. Several years ago, when the City had an active parking assessment district, property owners were able to meet parking requirements through this program. The proceeds from that assessment were dedicated toward paying bond obligations that were used to finance the building of a 2-story garage (Ted Thompson garage, Lot C3). This debt matured several years ago and so too the assessment is no longer levied. Since that time, a new use or business intensification could not result in a higher parking requirement than the previous use. For instance, a restaurant with its higher parking requirement could not occupy a former retail storefront, which has a lower parking requirement. With COVID-19 and public health restrictions on indoor occupancy, some tenants and property owners may find it beneficial to allow a business to locate or expand into adjacent storefronts. With incentives the City has already implemented, this in-lieu parking program, and consideration of other factors, some individuals may find opportunity in vacant storefronts. Details of this conceptual in-lieu parking program are summarized below. If Council is interested in advancing this concept, additional staff work is needed to create an implementable program which staff would bring back to Council as an ordinance. The concept is supported by the increase in new public parking spaces that will become available with the completion of the California Avenue parking garage. The City Council will need to weigh this option with other policy interests to reduce commercial parking in nearby residential neighborhoods and parking that supports existing businesses. On balance, staff anticipates that all these interests can be accommodated within the new and existing parking resources in the California Avenue area. The conceptual, limited, in-lieu parking program as contemplated by staff would only apply to changes in uses in existing buildings that would intensify the use in terms of parking demand; new building construction would not be eligible. The program would apply to ground floor uses and only those uses that meet the City’s retail, retail-like or expanded retail definition approved by City Council. The cost per space would be calculated based on the current rate for an in-lieu parking space established for the downtown in-lieu program (~106K/space) and could be paid upfront as in the existing in-lieu program or paid in annual installments extended over a certain number of years. The ability to reduce the upfront cost, and pay over time, may be important as a high initial cost may discourage participation. Importantly, as with the downtown program, no physical parking space is dedicated to a property owner or a tenant. Instead the surplus public parking in the area would absorb the parking demand generated by the more intense use. Unlike the downtown program, the in-lieu payments could be spread over time and ongoing, potentially ending when a new land use is introduced to the tenant space that has a comparable or lower parking requirement than the land use that existed prior to participation City of Palo Alto Page 5 in the program or when the property owner has paid the full value of the parking. Staff anticipates that businesses with direct street access to California Avenue would be eligible and possibly some properties on adjacent side streets. The program as envisioned could accommodate up to 200 parking spaces depending on how the City Council prioritizes its parking-related interests in the district. Establishment of a parking in-lieu program in the California Avenue area would create a new long-term revenue stream that staff would recommend be dedicated towards the 30 years debt associated with the new California Avenue garage which has an annual debt service of $2.4 million. Alternative Options: Although Staff recommends a phased approach to the reduction of employee RPP permits in EPM, City Council could alternatively eliminate more or all of the 250 employee EPM employee RPP permits. With this alternative action, Council should consider if it wants to eliminate employee permits in residential zones (currently 250 employee permits), or all employee permits including the non-residential zone G located on California Avenue (40 additional employee permits). If 290 RPP permits are allocated to the garage, staff would recommend reserving 174 spaces for these new garage permits (using our estimated 60% show rate). The 174 spaces coupled with approximately 228 employees that have been waiting on the garage waiting list, takes approximately half of the garage capacity (311 spaces) that would need to be reserved for garage permits. Staff, however, has concerns that doing so may impact the availability of visitor parking and other parking uses in the new garage. Furthermore, this would potentially reduce parking available for the proposed parking in-lieu program. Staff is recommending a phased approach to allow time to analyze parking impacts in the neighborhood and garage utilization once travel patterns and parking demand stabilize. Additionally, the EPM RPP is currently the only place low income permits are available, though a reduced-price (low-income) business district employee permit option could be presented to the Finance committee at a future date. While future usage trends are especially uncertain in the current economic context, the technology systems installed provide staff the ability to monitor usage trends over time, and to make future recommendations based on more complete usage and parking availability data. Table 1: After Commercial Time Restrictions Resume Designate two upper levels of the new garage for employee permit parking only After 11:00 AM, allow visitor parking up to upper levels Table 2: Expanded Parking Supply in the California Avenue Business District Previous lot parking supply at 350 Sherman Avenue 310 Total parking supply at all other public California Avenue district lots and garages 612 Previous total parking supply in the California Avenue Business District 922 New 350 Sherman Avenue parking supply 636 New total parking supply in the California Avenue Business District 1248 Table 3: Accommodating Employee Parking Demand City of Palo Alto Page 6 Parking Demand Source Recommended Range Available Total waitlisted California Avenue Business District employees ~228 0 - 228 Total employee RPP permits in the EPM District (40 in Zone G, adjacent to ECR) 290 0 - 290 Public spaces available for the proposed parking in- lieu program ~200 0 - ~200 Sensors on the upper levels of the new garage will monitor just entries and exits and are well suited to permit holder parking. If a vehicle does not have a valid permit, with or without License Plate Recognition enabled, the system can automatically send an alert to enforcement personnel as needed. Staff will investigate further refinements and propose pilot enhancement options over time. Finally, staff will implement Council approved employee permit pricing rate increases throughout the City by March 2021, including no longer providing free residential permits in the RPP, as stated in the adopted FY21 Municipal Fee Schedule. This consolidates demand for on- street spaces into the RPP program’s permit sales, enabling parking occupancy rates and availability to be understood more fully, for any future pricing adjustments or parking enhancements to be considered more carefully, in the light of known demand for street space. With Council’s approval of this action item, staff will prepare appropriate adjustments to the Evergreen-Mayfield Park RPP resolution and return to Council for approval later in 2020. Policy Implications The following Comprehensive Plan programs and policies are relevant to parking management policies: Policy T-5.5 Minimize the need for employees to park in and adjacent to commercial centers, employment districts and schools Policy T-5.11 Work to protect residential areas from parking impacts of nearby businesses and uses, recognizing that fully addressing some existing intrusions may take time. Policy B-1.2 Promote Palo Alto’s image as a business-friendly community. Assume an active role in fostering businesses, including small start-ups, entrepreneurs, and innovative businesses. Policy B-1.3 Engage with all stakeholders in the community, including businesses of all sizes, local retailers, the public, and City decision-makers in order to understand the challenges businesses and employers face. City of Palo Alto Page 7 Policy B-2.3 Recognize that employers, businesses and neighborhoods share many values and concerns, including traffic and parking issues and preserving Palo Alto’s livability, and need to work together with a priority on neighborhood quality of life. Policy B-3.3 Develop strategies for promoting businesses and employers that generate revenues that will support a full range of high-quality City services, including retain and attract revenue-generating businesses. Policy B-4.2 Attract and support small businesses, start-ups, non-profit organizations, and professional services, which are vital to a diverse and innovative economy. Resource Impact At the time of the FY21 Operating Budget adoption, FY21 permit sales revenues anticipated for the California Avenue Business District and the EPM RPP were based on both the expected Council-approved increase in employee parking permit prices per the FY21 Adopted Municipal Fee Schedule, the policy to no longer provide the first permit free to residents in the RPP, and the increased number of spaces available due to the opening of the California Avenue garage. The previous annual permit price of $403 was approved to increase to $620. COVID-19 related impacts to the economy, however, have led to a significant drop off in demand for both employee and residential permits. The recommendation to move approximately 120 employee permits from the EPM RPP district into the new California Avenue garage will result in increased revenue to the California Avenue Parking fund and decreased revenue to the RPP fund. Additional parking enhancements will continue to be investigated with community input. While decreases in RPP employee permit sales would result from the recommended policy actions, the overall financial sustainability of the RPP program is expected to improve over time as parking availability data is collected and other parking enhancements are considered by Council as staff advance Parking Work Plan recommendations. Currently, the effects of the COVID-19 pandemic and its related economic impacts are making parking trends extremely difficult to predict. However, staff has and will continue to closely monitor parking activity and recommend reasonable permit pricing adjustments in the annual budget process to manage availability of each space in the garage. Should Council approve the recommendations in this report, staff will further refine estimates based on programmatic changes and bring forward any recommended FY21 budgetary adjustments for Council consideration at mid-year. Establishment of a parking in-lieu program in the California Avenue area would create a new long-term revenue stream that staff would recommend be dedicated towards the 30 years debt associated with the new California Avenue garage which has an annual debt service of $2.4 million. Timeline The California Avenue garage is expected to open by November 2020, with rates previously City of Palo Alto Page 8 adopted by City Council ($403 for a six-month permit). Further rate adjustments and permit availability changes will be explored and presented to Council by March 2021 after additional community engagement and initial review by the Planning and Transportation Commission and the Finance Community. Stakeholder Engagement The recommended action is a result of expectations of residential stakeholders outlined in the City’s parking management work (prioritized Parking Work Plan), reflecting outreach and community engagement processes documented at the outset of the planning processes that created the citywide RPP program as well as subsequent RPP study (Residential Preferential Parking Program Review). Environmental Review The recommended action is exempt from the requirements of the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3) of Title 14 of the California Code of Regulations since it can be seen with certainty that there is no possibility the proposed minor modifications to this existing program will have a significant effect on the environment and Section 15301 in that the program modifications will have a minor impact on existing facilities. City of Palo Alto (ID # 11656) City Council Staff Report Report Type: Action Items Meeting Date: 11/9/2020 City of Palo Alto Page 1 Summary Title: RHNA Update Title: Update and Discussion on the Regional Housing Needs Allocation (RHNA) Process and Direction to Staff Regarding the City's Response to the Proposed RHNA Methodology, Including Preparation of a Formal Comment Letter From: City Manager Lead Department: Planning and Development Services Recommendation Staff recommends that the City Council take the following actions: 1. Discuss and provide direction to staff as appropriate on the Regional Housing Needs Allocation (RHNA) process; and 2. Direct staff to submit a comment letter to the Association of Bay Area Governments (ABAG) Regional Planning Committee on the proposed 6th Cycle RHNA methodology (Attachment A), 3. Discuss possible City Councilmember engagement with other elected officials or representatives regarding the RHNA process to further advance the City’s interests, 4. Provide initial direction to staff on preparation for a possible appeal of the RHNA methodology to the state Housing and Community Development department in Summer next year. Executive Summary This report provides a brief background on the RHNA process and highlights key topics Council may want to include in a comment letter to ABAG. The ABAG Executive Board recently recommended a RHNA methodology that is now available for public comment. Based on the applied methodology factors, the City of Palo Alto can anticipate having to plan for approximately 10,050 new housing units for the upcoming housing element update cycle. This report also encourages the City Council to discuss its strategy to engage local and regional officials to provide input into the RHNA process. Comment letters alone have been insufficient to influence the process but serve to document the City’s concerns should the City Council decide to file a future appeal of its RHNA allocation. This report provides information on the City of Palo Alto Page 2 appeal process and seeks Council’s guidance on the posture staff should take relative to this potential future action. The Planning and Transportation Commission staff report1 from October 14, 2020 contains additional background information on the RHNA and Plan Bay Area 2050 processes. On October 25, 2020, ABAG released detailed information on the recommended RHNA methodology (Option 8A). This information is available online.2 Background This report provides an update on the regional housing needs allocation, or RHNA, process, and identifies topics that may be included in a Council-approved letter to be sent to ABAG. RHNA represents the number of housing units a jurisdiction must planned for and is derived from a process involving state and regional organizations. Because housing is an area of statewide concern, the legislature over several decades has taken steps to promote the production of fair housing opportunities for all. Each jurisdiction in the state must prepare a housing element, which is a component of the comprehensive plan. Housing elements are typically updated every eight years and include housing production goals at various income levels. Jurisdictions must demonstrate in their housing element that they already have capacity to accommodate the new housing growth or they need to amend their local zoning laws to do so within a specified period of time. Housing and Community Development (HCD) is the state department responsible for assigning a regional housing needs determination to all regions in California. For the Bay Area, which includes nine counties and 101 cities, 441,176 new housing units were assigned through their process. ABAG is the regional metropolitan planning organization charged with distributing this housing needs determination across the Bay Area in accordance with several criteria. To assist in this effort, ABAG appointed a housing methodology committee (HMC) to evaluate and recommend to the ABAG Executive Board a preferred RHNA methodology that would be used to assign housing units to each jurisdiction. City staff have closely monitored the RHNA methodology selection process and has provided regular status updates to the City Council. Staff have attended several regional meetings and submitted five public comment letters (Attachment B) since Council last discussed this topic. On October 15, 2020, the ABAG Executive Board voted to support the HMC’s Option 8A: High Opportunity Areas Emphasis & Job Proximity as the recommended methodology for the next RHNA cycle. Under this option, based on the applied methodology factors, Palo Alto could anticipate receiving a draft RHNA allocation in Spring 2021 of approximately 10,050 new 1 PTC Informational Report, dated October 14, 2020: https://www.cityofpaloalto.org/civicax/filebank/documents/78752 2 Proposed RHNA Methodology, released October 25, 2020: https://abag.ca.gov/sites/default/files/rhna_methodology_report_2023-2031_finalposting.pdf City of Palo Alto Page 3 housing units (Table 1). The City would then need to plan for these new housing units in the upcoming housing element update. For comparison, the City’s obligation under the current housing element is 1,988 units. Table 1: Potential RHNA Allocation for Palo Alto Using Option 8A High Opportunity Areas Emphasis & Job Proximity* Income Category Potential RHNA Allocation (New Housing Units) Percent of Housing Units in Income Category Very Low 2,573 25.6% Low 1,482 14.7% Moderate 1,673 16.6% Above-Moderate 4,330 43.1%% Total 10,058 100% ABAG calculated that Palo Alto had 27,629 households in 2019. *This table reflects the housing units shown for Palo Alto in the materials released by ABAG on October 25, 2020. Consistent with the RHNA process, ABAG, starting on October 25th, initiated a 30-day public comment period to receive input on the proposed methodology. A public hearing before the ABAG Regional Planning Committee (RPC) will be held during this public comment period on November 12, 2020. The City is not obligated to respond by the RPC meeting to get its comments submitted but must do so before the public comment period closes if the City Council wishes to submit a letter as staff recommends. In preparation for the RPC meeting, staff has identified key topics for Council consideration and discussion for inclusion in the City’s comment letter. Discussion The attached draft comment letter (Attachment A) expands upon the following concerns, which are broadly grouped into three topic areas related to: policy considerations, procedural concerns and data accuracy. Policy Areas of Concern Staff has communicated the City’s concerns regarding use of the Plan Bay Area 2050 Final Blueprint 2050 Households as the baseline starting place for determining the RHNA allocation. This HMC recommended baseline does not reflect existing conditions in jurisdictions and unreasonably burdens some communities over others to produce more housing. This staff argument has not prevailed and is unlikely to be endorsed. In fact, some jurisdictions have advocated recently before the ABAG Executive Board for a more extreme measure that would place even more housing units in Santa Clara County jurisdictions. Consequently, staff has advocated for a reasonable housing cap that would limit the percent increase in housing units over a jurisdiction’s existing housing stock. This too, however, has not yet received any support City of Palo Alto Page 4 through the public engagement process. Lastly, the letter also highlights the concern that the proposed methodology encourages urban sprawl in unincorporated areas. Procedural Areas of Concern The coronavirus pandemic and associated recession represent unforeseen changes in circumstances that have not been adequately addressed in the RHNA process. Pre-pandemic and pre-recession analysis do not account for shifts in outmigration of jobs and the proven effectiveness of remote work. Recession impacts to the construction industry, availability of public funds to support affordable housing, and other factors that influence job and housing production will influence how many housing units could reasonably be produced in the next eight-year RHNA cycle. The draft letter includes these issues and also highlights a recent report from the Embarcadero Institute raising concern about potential double counting errors with the HCD regional housing needs determination released in June 2020. Data Areas of Concern (Mapping and Modeling) The draft comment letter continues to stress the need for accuracy in mapping and associated assessment of development potential that underlie the regional land use pattern proposed in the Plan Bay Area 2050 Final Blueprint. The City has requested jurisdiction-level mapping and other data in order for staff to vet it for accuracy before the release of the Plan Bay Area 2050 Final Blueprint modeling results in December 2020. Staff has not yet received this information. More details are provided in the attached letter. City Council Engagement Staff has sent five letters to the HMC, ABAG Executive Board, or RPC over the past several months detailing the concerns summarized above. While the letters were drafted to capture staff’s understanding of Council’s interests, it has been an ineffective approach for engaging those with decision-making authority. Staff will continue to submit letters as directed, but also encourages the City Council to consider more focused engagement with other elected officials and regional organizations to provide additional perspective on areas where City Councilmembers are aligned in their shared interests. RHNA Appeal Process The RHNA law was recently amended to allow jurisdictions to appeal not only their own allocations, but those of the other jurisdictions as well. Based on early feedback on the proposed methodology, staff anticipates a number of jurisdictions to appeal both their own and others’ draft RHNA allocations in Summer 2021. Tensions around the RHNA methodology have increased since the HMC decision to use the regional land use pattern from the Plan Bay Area 2050 Blueprint as the baseline allocation. Forecasted growth rates under Option 8A for jurisdictions in the South Bay and West Bay are reflective of levels consistent or exceeding the post-WWII housing boom. In contrast, forecasted growth rates for jurisdictions in the North Bay and East Bay are comparatively low. Forecasted growth rates are significantly higher for unincorporated county areas compared with past RHNA cycles. Nearby jurisdictions, including Palo Alto, were approached to absorb some county housing unit allocations. City of Palo Alto Page 5 The basic process for an appeal is set forth in Government Code Section 65584.05, and this process has been somewhat streamlined compared to previous RHNA cycles. A jurisdiction may file one or more appeals of draft allocations, based on a set of criteria set forth in the statute, within 45 days of receiving its draft allocation from ABAG. After the appeals period closes, ABAG is required to publish all appeal documentation, at which point a 45-day comment period opens for local jurisdictions and HCD to comment on one or more appeals. At the close of this comment period, ABAG must hold one public hearing to consider all appeals before making final determinations. It is unclear whether ABAG will promulgate any more detailed guidance on the appeals process; in response to an inquiry from staff, MTC/ABAG simply pointed to the statutory text. Plan Bay Area 2050 Environmental Review MTC and ABAG staff started the environmental review process for Plan Bay Area 2050 following the September 2020 MTC and ABAG approval of updates to the regional growth geographies and strategies for incorporation into the Plan Bay Area 2050 Final Blueprint. The September 28, 2020 Notice of Preparation (NOP) solicited comments to assist with the preparation of a “program-level” Environmental Impact Report (EIR) for Plan Bay Area 2050.3, 4 While the NOP scoping period closed on October 28, 2020 and did not provide an opportunity for staff to engage City Council to prepare scoping comments, staff did submit comments on potential alternatives and potential impacts for analysis (Attachment C). The Draft EIR is anticipated to be released in Spring 2021 for further public comment. Stakeholder Engagement ABAG and the Metropolitan Transportation Commission (MTC) provide opportunities for members of the public to remain informed about the RHNA and Plan Bay Area 2050 initiatives. The next RHNA meeting is November 12, 2020; please see the ABAG web page for updates and details (https://abag.ca.gov/meetings). For upcoming Plan Bay Area 2050 meetings, please see web page for updates (https://www.planbayarea.org/meetings-and-events). Timeline Table 2 below provides an overview of the upcoming key meetings and milestones for the RHNA and associated Plan Bay Area 2050 processes. 3 Notice of Preparation (NOP) for the Draft Environmental Impact Report for Plan Bay Area 2050 (Regional Transportation Plan/Sustainable Communities Strategy for the Nine-County San Francisco Bay Area): https://www.planbayarea.org/sites/default/files/pdfs_referenced/Notice_of_Preparation_PlanBayArea2050_0928 2020.pdf 4 Plan Bay Area 2050 Environmental Impact Report (EIR) webpage: https://www.planbayarea.org/2050-plan/eir- environmental-impact-report City of Palo Alto Page 6 Table 2: ABAG 2023 RHNA and Plan Bay Area 2050 Key Milestones5 ABAG 2023 RHNA/Plan Bay Area 2050 Key Milestones Tentative Deadlines Plan Bay Area 2050 Final Blueprint December 2020 Draft RHNA Methodology to HCD for Review Winter 2021 Final RHNA Methodology, Draft Allocation Spring 2021 RHNA Appeals Summer 2021 Final Plan Bay Area 2050 September 2021 Final RHNA Allocation Winter 2021 Dates are tentative and subject to change Next Steps Following Council’s discussion, staff will finalize the comment letter to the ABAG Regional Planning Committee (Attachment A) and send it prior to the November 12, 2020 RPC meeting. Staff also anticipates the need to prepare another comment letter in December 2020 that addresses the expected ABAG/MTC staff reports pertaining to the reconciliation of the Plan Bay Area 2050 Final Blueprint with the RHNA methodology. Staff will continue to attend Plan Bay Area 2050 and RHNA-related meetings and will regularly report back to Council. Environmental Review This action item is not a project and is therefore not subject to the California Environmental Quality Act. Attachments: • Attachment A: Draft Comment Letter to ABAG Regional Planning Committee • Attachment B: City Comment Letters (dated August 11, 2020; August 26, 2020; September 17, 2020; September 30, 2020; October 14, 2020) • Attachment C: Comment Letter on Notice of Preparation for DEIR for Plan Bay Area 2050 5 April 27, 2020 Revised RHNA Timeline: https://abag.ca.gov/sites/default/files/abag_rhna_timelineapril.pdf Date: November 11, 2020 ABAG Regional Planning Committee Members Submitted Via Email To: info@bayareametro.gov RE: Comments on Recommended RHNA Methodology Released for Public Comment by ABAG Executive Board – Agenda Item ___. Dear ABAG Regional Planning Committee Members, Thank you for the opportunity to provide comments on the recommended RHNA methodology. We believe that the recommended RHNA methodology (Option 8A), without modifications, will result in a significant number of jurisdictions appealing both their own and others’ draft RHNA allocations in Summer 2021. The City believes that many regional tensions in the RHNA process can be relieved by ABAG updating the recommended RHNA methodology. We have organized our primary concerns into the three general areas: policy, procedure, and data. ABAG and MTC staff need more time to analyze the comments received and prepare adjusted RHNA methodology options for RPC and Executive Board consideration in November and December 2020. ABAG and MTC staff also need more time to analyze and describe any shift in baseline-related outcomes for the recommended RHNA methodology resulting from incorporation of the Plan Bay Area 2050 Final Blueprint modeling results, given that comments received to date reflect considerations resulting from the Draft Blueprint modeling. Policy Areas of Concern 2050 Baseline Allocation Inappropriate for Eight-Year RHNA Cycle. The City believes that it is unreasonable to apply long range aspirational housing goals to the near term RHNA allocation process, especially with three more RHNA cycles within the 30-year time horizon of Plan Bay Area 2050. Achieving the visionary housing goals in Plan Bay Area 2050 currently relies on new funding sources, some of which require voter approval, political compromises, and infrastructure that has not yet been funded, approved, or built. However, use of the 2019 Existing Households baseline could be utilized with factors and weighting to 1) root the RHNA methodology in existing conditions as a starting point and 2) to achieve the housing goals and be consistent with Plan Bay Area 2050. Methodology Should Include a Cap to Address Development Feasibility., Under the anticipated draft RHNA allocations resulting from use of the Plan Bay Area 2050 Final Blueprint 2050 Households baseline, the City supports the application of a reasonable cap to limit how much housing a community is expected to build over the RHNA cycle. Housing units that exceed the cap should then be redistributed to other jurisdictions. This addresses fundamental development feasibility, especially under current recession circumstances. The concern is many jurisdictions potentially failing to meet their market rate housing targets, subsequently being subject to the permit streamlining requirements of SB 35, and then these jurisdictions losing control over local land use decisions four years into the RHNA cycle. For Palo Alto and other Santa Clara County and San Mateo County jurisdictions, this anticipated RHNA allocation would result in the need to plan for a population growth equivalent to building a new small city in eight years within existing built-out jurisdictional boundaries. Staff estimates that Palo Alto’s anticipated allocation would require the need for significant increases in municipal services, including more parkland, expanded public safety services, greater access to libraries and public schools and other services to accommodate a population growth that averages an estimated 3,000 new residents each year during the RHNA cycle. This is equivalent to a population increase of approximately 23,000 new residents or a 36% growth in the City’s population. Development at this scale and pace is not realistic and not feasible for a built-out community. A growth cap is necessary to ensure jurisdictions can reasonably plan for and produce more housing units. Methodology Promotes Urban Sprawl in Unincorporated Areas. Use of the Plan Bay Area 2050 Final Blueprint 2050 Households baseline results in the unintended consequence of assigning a significant number of new housing units to unincorporated County areas across the region. This could lead to urban sprawl across the region. Therefore, the City does not support the use of this baseline for the methodology. As a possible remedy, ABAG and MTC staff suggested nearby Santa Clara County jurisdictions absorb portions of these county housing units or potentially annex currently unincorporated areas. For Santa Clara County and Palo Alto specifically, this approach requires legal review and is likely unworkable under existing agreements between Santa Clara County, Stanford University, and Palo Alto. Furthermore, the City previously requested that the RHNA methodology account for “town and gown” concerns generated by the adjacency of unincorporated Stanford University to nearby jurisdictions. The City already absorbs a significant amount of the housing demand generated by Stanford University land uses. In the past, through the RHNA appeal process, some of the City’s units were transferred to the County to address this discrepancy. The adopted methodology should account for these adjacency issues and not compel jurisdictions to file an appeal in order to receive a fair share allocation of the regional housing need. Procedural Areas of Concern COVID-19 Pandemic and Recession. With the unanticipated intrusion of COVID-19 early this year and all that has come with this pandemic, the seriousness and depth of its implications to the overall RHNA process needs to be fully considered. It is important to understand how ABAG accounted for development feasibility for the current eight-year RHNA cycle under recession conditions. Additionally, it remains unclear when new funding sources described in Plan Bay Area 2050 for housing retention and production would arrive in this recession and if they would be in effect in time to assist jurisdictions meet the RHNA allocations for the current eight year RHNA cycle. More can be done in the RHNA methodology to account current and future improvements in the existing jobs/housing imbalances in the region due to the current success of remote work and telecommuting. The fundamental location attribution for the jobs-related RHNA methodology factors should be recalibrated for jurisdictions across the region. The pre-pandemic and pre-recession scoring used does not account for outmigration of jobs from the Bay Area and the anticipated increased levels of telecommuting in post- pandemic and post-recession conditions. Embarcadero Institute September 2020 Report. The Embarcadero Institute is a non-profit organization in the Bay Area that publishes analysis on local policy matters. A recent Embarcadero Institute report asserts methodological difficulties with the Regional Housing Needs Determination (RHND) released by the Department of Housing and Community Development (HCD) on June 9, 2020. The City appreciates that ABAG is required to respond to the RHND as assigned. However, the City would like ABAG to send a request for a response to the assertions in the Embarcadero Institute report to HCD alongside any officially submitted proposed RHNA methodology. Data Areas of Concern (Mapping and Modeling) Regional Growth Strategies Mapping and Modeling Accuracy. Mapping, modeling results, and associated assessments of development potential underlie the regional land use pattern in the Plan Bay Area 2050 Final Blueprint. Accuracy in the regional growth strategies mapping and modeling is fundamental if 2050 Households is used as the RHNA methodology baseline. Staff coordination with ABAG/MTC staff regarding the City’s portion of the regional growth geographies mapping and modeling remains ongoing. Palo Alto may be assigned more growth and development potential than is appropriate. Interim maps still include some park and school areas, areas that are anticipated to experience lower or no transit service levels in the future, the local Veterans Administration area that is assigned over 1,000 housing units, and other areas of concern. Furthermore, interim modeling results identify some larger parcels with significant existing infrastructure and building as identified for future housing growth. Staff notes that these larger parcels are unlikely to redevelop in the next eight-year RHNA cycle and some are unlikely to redevelop in the next 30 years. Other Santa Clara County jurisdictions also have mapping accuracy concerns. It is difficult to have confidence in the use of the Plan Bay Area 2050 Final Blueprint 2050 Households baseline with these mapping and modeling concerns still outstanding. Looking forward, the City requests that ABAG schedule release of staff reports or other key information sufficiently in advance of public hearings to allow jurisdiction staff to bring these items to their respective elected bodies and other local stakeholders. This request includes materials for the forthcoming ABAG Executive Board meeting and the forthcoming release of updated Plan Bay Area 2050 Final Blueprint modeling results. Thank you for your continued consideration. Adrian Fine, Mayor CC: Palo Alto City Council Members Ed Shikada, City Manager, City of Palo Alto Molly Stump, City Attorney, City of Palo Alto Jonathan Lait, Director, Planning and Development Services Department, City of Palo Alto ABAG Regional Housing Needs Allocation Staff, RHNA@bayareametro.gov Fred Castro, Clerk of the Board, Association of Bay Area Governments, fcastro@bayareametro.gov rhna@TheCivicEdge.com October 14, 2020 ABAG Executive Board Members Submitted Via Email To: info@bayareametro.gov RE: Regional Housing Needs Allocation (RHNA) Proposed Methodology – Agenda Item 7.a. Dear ABAG Executive Board Members, The City recognizes and appreciates the work of the housing methodology committee (HMC)B and ABAG staff in forwarding a RHNA housing methodology. Unfortunately, the recommended methodology does not address several concerns raised by many jurisdictions and unnecessary sets up a conflict among regional communities, which could have been avoided. Many comments the Board is receiving relates to the unsupportable direction ABAG staff took influencing HMC members to use Plan Bay Area 2050 as a baseline for distributing housing. The result is that unincorporated portions of counties received aggressive housing targets, small and medium sized communities are burdened with an excessive amount of housing that will never be built, and the region will fall well short of meeting our shared housing targets. During the best of times, the RHNA methodology process and allocations is a complex and contentious. With the unanticipated intrusion of COVID-19 early this year and all that has come with this pandemic, the seriousness and depth of its implications to the overall RHNA process has not been fully considered. All the foundational work that has been done thus far for the analysis had been based on a pre-COVID condition that does not reflect the reality that we are in today. The effects of the pandemic are not factored into the methodology and far exceeds the recessionary scenario planning included in Plan Bay Area 2050. Even without the backdrop of these unprecedented times, it does not make sense to distribute the RHNA allocation based on the 30-year time horizon of Plan Bay Area 2050. Over the next 30 years, there will be three more RHNA cycles that we will go through, where adjustments can be made along the way. Moreover, achieving these visionary housing goals relies on unfunded mandates, some of which require voter approval, political compromises and infrastructure that has not been funded, approved, or built. It is unreasonable to apply long range aspirational housing goals to the near term RHNA allocation as required by the recommended methodology. Using Plan Bay Area as a baseline will result in many jurisdictions failing to meet their market rate housing targets and will subject those jurisdictions to the permit streamlining requirements of SB 35. The proposed methodology will result in many communities losing control over local land use decisions four years into the RHNA cycle. Communities need to build more housing and having reasonable housing targets are necessary component of that equation. At a minimum – the Executive Board must impose a reasonable cap that limits how much housing a community is expected to build over the RHNA cycle. Housing units that exceed the cap should then be redistributed to other jurisdictions. It is fundamentally unfair to expect built-out DocuSign Envelope ID: B50233B5-93B0-458F-9356-A274CA60C30F communities to increase their housing inventory at levels that a match the post-war housing boom. A reasonable housing cap is needed to ensure regional housing needs are actually built and fairly distributed throughout the region. Thank you for your consideration. Ed Shikada, City Manager CC: Palo Alto City Council Members Molly Stump, City Attorney, City of Palo Alto Jonathan Lait, Director, Planning and Development Services Department, City of Palo Alto ABAG Regional Housing Needs Allocation Staff, RHNA@bayareametro.gov Fred Castro, Clerk of the Board, Association of Bay Area Governments, fcastro@bayareametro.gov rhna@TheCivicEdge.com DocuSign Envelope ID: B50233B5-93B0-458F-9356-A274CA60C30F Date: September 30, 2020 ABAG Regional Planning Committee Members Submitted Via Email To: info@bayareametro.gov RE: Recommendation for Regional Housing Needs Allocation (RHNA) Proposed Methodology – Agenda Item 5.a. Dear Committee Members, At your October 1st meeting you will consider the Housing Methodology Committee’s (HMC) recommended regional housing needs methodology (RHNA). The City of Palo Alto appreciates the HMC’s significant work effort, but is disappointed that the City’s concerns have not been adequately addressed in the recommended methodology. Attached to this letter is the City’s last communication to the HMC that highlights some of our concerns. In addition to the attached document, the City has recently learned from at least one HMC committee member that the methodology has resulted in the unintended consequence of placing more housing units in Santa Clara and Sonoma Counties. In fact, the City of Palo Alto has been contacted by Santa Clara County to discuss its concerns and desire to seek a redistribution of housing units to nearby jurisdictions. The City of Palo Alto commends county staff for its engagement and interest in seeking regional solutions to address an obvious flaw in the methodology. Unfortunately it is unclear how this can be resolved outside of the process that the Regional Planning Committee is currently engaged. Importantly, a vote to forward the HMC’s recommendation to the ABAG Executive Board ignores critical flaws with the methodology and renders attainment of our shared housing interests infeasible. Moreover, the City has made requests to ABAG staff for jurisdiction-level data to better understand key datapoints and assumptions made that serve as the basis for the methodology model. While some interim information has been received, we are still awaiting other aspects. The City of Palo Alto requests the RPC review the attached letter and redirect the momentum of this effort back to the HMC to address these outstanding concerns and come up with a methodology that reasonably distributes future housing growth within the Bay Area. Thank you for your continued consideration. Ed Shikada, City Manager CC: Palo Alto City Council Members ABAG Executive Board Members Molly Stump, City Attorney, City of Palo Alto Jonathan Lait, Director, Planning and Development Services Department, City of Palo Alto ABAG Regional Housing Needs Allocation Staff, RHNA@bayareametro.gov Fred Castro, Clerk of the Board, Association of Bay Area Governments, fcastro@bayareametro.gov rhna@TheCivicEdge.com DocuSign Envelope ID: DA98C2DC-1CAA-4A16-81FF-D9DD6B836887 September 17, 2020 Housing Methodology Committee Members Submitted Via Email To: info@bayareametro.gov RE: Preferred Methodology for 6th Cycle RHNA Dear Committee Members, Thank you again for your tireless work. The City of Palo Alto supports an equitable distribution of housing to serve the Bay Area’s future housing needs and the final alternatives being considered by the Committee come woefully short of achieving that goal. It is fundamentally not reasonable to accept that some jurisdictions will bear the burden of increasing its housing stock upwards of 25% - 40% over the next eight years. Not since the end of World War II have established Bay Area communities seen such unprecedented growth. Beyond growth rate, consider the actual feasibility of adding 10,000 new housing units in a small to medium size jurisdiction. Higher property values, less land, less federal and state funding to subsidize housing, and known limitations on existing infrastructure all conspire against the ambitious and unachievable housing goals being contemplated by the Committee. The City of Palo Alto supports bold initiatives and recognizes it has a role in providing more housing with access to transit, good paying jobs, education and affordable housing. Recommendations for a five‐fold increase to some jurisdictions over current RHNA targets is a tacit endorsement that the region will fail to build the number of needed housing units. Not only will certain jurisdictions fail to meet their RHNA numbers, many more communities will not be required to produce more than they can actually build. Corrective action is needed before the Committee forwards a recommendation to the ABAG Executive Board. The alternatives do not consider local constraints such as topography raised by the City of Piedmont. The alternatives also do not recognize the added housing pressure and other unique attributes of town and gown communities, such as the City of Palo Alto and Stanford University that lies predominantly within adjacent Santa Clara County. Future housing allocations must reconcile these adjacencies. A limit or cap is needed for any alternative that results in unachievable housing allocations for any jurisdiction. Housing units beyond a reasonable cap must then be redistributed to other cities and counties that have substantially lower housing production targets. While many of the factors under consideration by the Committee reflect critical planning principles, the City continues to question the fundamental pre‐pandemic and recession attribution of where jobs are located, as well as where they will be in post pandemic and recession conditions. The pandemic has shown a significant outflux of workers from the City. DocuSign Envelope ID: DA98C2DC-1CAA-4A16-81FF-D9DD6B836887 Furthermore, we anticipate that a significant percentage of those workers will continue to work from home into the future, especially in light of local and County emphasis on telecommuting. Using the draft thirty year planning document to anticipate the needs for the next eight years under an unprecedented economic environment, public health crisis and adjustments in cultural norms defies explanation. The City of Palo Alto encourages the Committee to serve in the capacity it was charged to lead and direct the work of ABAG staff to produce a more equitable and achievable housing distribution. Thank you for your continued consideration. Sincerely, Ed Shikada City Manager CC: Palo Alto City Council Members ABAG Executive Board Members Molly Stump, City Attorney, City of Palo Alto Jonathan Lait, Director, Planning and Development Services Department, City of Palo Alto ABAG Regional Housing Needs Allocation Staff, RHNA@bayareametro.gov Fred Castro, Clerk of the Board, Association of Bay Area Governments, fcastro@bayareametro.gov rhna@TheCivicEdge.com DocuSign Envelope ID: DA98C2DC-1CAA-4A16-81FF-D9DD6B836887 September 17, 2020 Housing Methodology Committee Members Submitted Via Email To: info@bayareametro.gov RE: Preferred Methodology for 6th Cycle RHNA Dear Committee Members, Thank you again for your tireless work. The City of Palo Alto supports an equitable distribution of housing to serve the Bay Area’s future housing needs and the final alternatives being considered by the Committee come woefully short of achieving that goal. It is fundamentally not reasonable to accept that some jurisdictions will bear the burden of increasing its housing stock upwards of 25% - 40% over the next eight years. Not since the end of World War II have established Bay Area communities seen such unprecedented growth. Beyond growth rate, consider the actual feasibility of adding 10,000 new housing units in a small to medium size jurisdiction. Higher property values, less land, less federal and state funding to subsidize housing, and known limitations on existing infrastructure all conspire against the ambitious and unachievable housing goals being contemplated by the Committee. The City of Palo Alto supports bold initiatives and recognizes it has a role in providing more housing with access to transit, good paying jobs, education and affordable housing. Recommendations for a five‐fold increase to some jurisdictions over current RHNA targets is a tacit endorsement that the region will fail to build the number of needed housing units. Not only will certain jurisdictions fail to meet their RHNA numbers, many more communities will not be required to produce more than they can actually build. Corrective action is needed before the Committee forwards a recommendation to the ABAG Executive Board. The alternatives do not consider local constraints such as topography raised by the City of Piedmont. The alternatives also do not recognize the added housing pressure and other unique attributes of town and gown communities, such as the City of Palo Alto and Stanford University that lies predominantly within adjacent Santa Clara County. Future housing allocations must reconcile these adjacencies. A limit or cap is needed for any alternative that results in unachievable housing allocations for any jurisdiction. Housing units beyond a reasonable cap must then be redistributed to other cities and counties that have substantially lower housing production targets. While many of the factors under consideration by the Committee reflect critical planning principles, the City continues to question the fundamental pre‐pandemic and recession attribution of where jobs are located, as well as where they will be in post pandemic and recession conditions. The pandemic has shown a significant outflux of workers from the City. Furthermore, we anticipate that a significant percentage of those workers will continue to work from home into the future, especially in light of local and County emphasis on telecommuting. Using the draft thirty year planning document to anticipate the needs for the next eight years under an unprecedented economic environment, public health crisis and adjustments in cultural norms defies explanation. The City of Palo Alto encourages the Committee to serve in the capacity it was charged to lead and direct the work of ABAG staff to produce a more equitable and achievable housing distribution. Thank you for your continued consideration. Sincerely, Ed Shikada City Manager CC: Palo Alto City Council Members ABAG Executive Board Members Molly Stump, City Attorney, City of Palo Alto Jonathan Lait, Director, Planning and Development Services Department, City of Palo Alto ABAG Regional Housing Needs Allocation Staff, RHNA@bayareametro.gov Fred Castro, Clerk of the Board, Association of Bay Area Governments, fcastro@bayareametro.gov rhna@TheCivicEdge.com Date: August 11, 2020 Housing Methodology Committee (HMC) Members, info@bayareametro.gov ABAG Regional Housing Needs Allocation Staff, RHNA@bayareametro.gov Fred Castro, Clerk of the Board, Association of Bay Area Governments, fcastro@bayareametro.gov Re: City of Palo Alto Initial Comments on 6th Cycle RHNA Methodology Options Thank you, Committee members, for your time, expertise and commitment to designing a methodology that fairly distributes housing in our region. Based upon the review of materials through July 2020, the City of Palo Alto requests that the Housing Methodology Committee recommend use of the 2019 existing households as a baseline allocation for the RHNA methodology and continue its review of an appropriate mix of weighted factors using up to a 150% Income Shift multiplier to distribute new housing units across the region. The alternative baseline approach being considered by the Committee is unattainable for some Bay Area jurisdictions and the imposition of this standard ensures some communities will dramatically fail to meet their housing obligation. While those communities will need to contend with that result, including implications associated with SB35, the risk is also that the region as a whole will produce far less housing than it otherwise could achieve. Plan Bay Area 2050 is a long range plan that requires significant economic investment and an extraordinary amount of regional policy collaboration to implement its vision. Building a methodology today that is actionable over the next eight years and relies on an idealized model depicting a regional housing distribution thirty years from now ignores the reality that the infrastructure, funding and local regulatory framework is simply not yet present to achieve this goal. Palo Alto supports the regional efforts of Plan Bay Area 2050 and commends agency leadership and staff for their tireless work to create a framework for our future. Palo Alto is a partner in this endeavor and recognizes its role to stimulate more housing – especially more equitable and inclusive housing for all. At the same time, Palo Alto cannot reasonably be expected to increase its housing supply by more than 50% over the next eight years, as would be required under some early modeling results that use the Draft Blueprint as a baseline. DocuSign Envelope ID: BE9F7361-B4A4-4098-A7F9-6F9A48CC5139 There will be three and a half regional housing need cycles before the region meets the horizon year of Plan Bay Area 2050. It is imperative that the RHNA methodology be used to shift local policies toward a more inclusive and better balanced future to achieve housing equity and environmental goals. This RHNA methodology needs to bridge where we are today as a region with where we want to go tomorrow. Using the 2019 existing households as a baseline reflects where we are today, shares the responsibility for adding more housing units throughout the region and is consistent with, but not dependent upon Plan Bay Area 2050. Moreover, weighted factors can be used that stretch communities toward our housing, transportation and environmental goals. Thank you for your consideration, Ed Shikada, City Manager DocuSign Envelope ID: BE9F7361-B4A4-4098-A7F9-6F9A48CC5139 October 28, 2020 Metropolitan Planning Commission Association of Bay Area Governments Via online submittal at https://www.planbayarea.org/2050-plan/eir-scoping-meetings Re: Notice of Preparation (NOP) for the Draft Environmental Impact Report for Plan Bay Area 2050 Dear Metropolitan Planning Commission and Association of Bay Area Governments, Thank you for the opportunity to provide comments on the scope and content of the Draft Environmental Impact Report for Plan Bay Area 2050 in response to the NOP released on September 28, 2020. Please note that the City doesn’t necessarily support the overall development potential assessments, densities, and regional growth pattern proposed for the South Bay and West Bay that are reflected in the initial Draft Blueprint modeling results. The City has commented on Plan Bay Area 2050, as well as extensively on the concurrent RHNA methodology, based upon significant concerns about the potential distribution of new housing units for the City and across the region. The City looks forward to understanding more about the incorporation of Plan Bay Area 2050 Final Blueprint modeling results into the forthcoming RHNA methodology that will be forwarded to HCD. Specifically, regarding the Notice of Preparation (NOP): Comment 1: Screening Criteria and Alternatives Rejected: a) We look forward to understanding the screening criteria utilized for selecting alternatives, as well as the alternatives submitted but rejected. Comment 2: Suggested Alternatives to Evaluate: a) Regarding Strategy H3: Allow a Greater Mix of Housing Densities and Types in Blueprint Growth Geographies and Strategy H4: Build Adequate Affordable Housing to Ensure Homes for All: • Please consider an alternative where this strategy is not 100% successful and increased production is not achieved and/or achieved more slowly due to longer recession impacts, desire for lower density housing due to COVID-19, less funding availability, or unavailability of other requirements for the strategy to work as designed. While it is currently unclear to City staff how many years of recession impacts are incorporated into Plan Bay Area 2050 modeling/forecasts, staff assumes that this alternative would be defined and described in contrast to the assumed/stated years in Plan Bay Area 2050. • Please consider an alternative where each City jurisdiction in the Bay Area grows at the same rate, except for the Big Three. This could account for existing jurisdictions with jobs/housing imbalances in either direction continuing to grow without the strategies incorporated in Plan Bay Area 2050. • Please consider an alternative where the cities in the South Bay and West Bay do not meet their RHNA targets over this next 8-year 6th Cycle and subsequent cycles and/or do not build as much housing as anticipated in Plan Bay Area 2050. b) Regarding Strategy EC1: Implement a Statewide Universal Basic Income, please consider an alternative that evaluates if this strategy is not implemented, as it is currently unclear how important Strategy EC1 is toward the achievement of Plan Bay Area 2050 goals. c) Regarding Strategy EC5: Provide Incentives to Employers to Shift Jobs to Housing-Rich Areas Well Served by Transit, please consider an alternative where this is funded at a higher level than $10 billion, such as doubling the magnitude over the plan horizon in order to understand if this increases the performance of putting jobs where housing already exists. Please also include a performance comparison of Strategy EC5 to the previous Draft Blueprint Fee-Based strategies. d) Regarding Strategy EN7: Institute Telecommuting Mandates for Major Office-Based Employers, please consider an alternative with a full telecommuting mandate for all or most employees for sectors that can telecommute or at least higher levels of telecommuting than what is incorporated into EN7, especially for South Bay and West Bay jobs. Comment 3: Potential Impacts to Evaluate: a) Regarding Strategy T5 – Implement Per-Mile Tolling on Congested Freeways with Transit Alternatives, please consider the potential impacts of wear and tear, circulation/congestion, and VMT on local streets due to the implementation of tolling on congested freeway corridors. Comment 4: Consider updating Strategy H1: Further Strengthen Renter Protections Beyond State Legislation depending on Nov 3, 2020 election results, if relevant. Comment 5: Please provide clarification about the no project alternative relative to EN1: Adapt to Sea Level Rise, as local governments and water districts are already working on adaptation projects at the local level. Comment 6: Please provide clarification if the modeling assumes land assembly and if any of the strategies include funding for land assembly/purchase in order to accommodate the densities included in the Urban Sim 2.0 modeling. Some parcels seem too small to accommodate the density specified, such as an example parcel in Palo Alto that is less than an acre and specified for 98 housing units. City of Palo Alto (ID # 11737) City Council Staff Report Report Type: Informational Report Meeting Date: 11/9/2020 City of Palo Alto Page 1 Summary Title: Proclamation Honoring Law Enforcement Records Personnel Title: Proclamation Honoring Law Enforcement Records and Support Personnel Day – November 10, 2020 From: City Manager Lead Department: Police Attachments: • Attachment A: Proclamation Honoring Law Enforcement Records Personnel and Support Staff Proclamation Law Enforcement Records and Support Personnel Day November 10, 2020 WHEREAS, law enforcement agencies throughout the State depend upon law enforcement records and support personnel to provide them with vital services; and WHEREAS, law enforcement records and support personnel are crucial to helping law enforcement agencies identify, pursue, capture and process suspected law breakers; and WHEREAS, these professionals continually use their expertise and experience to assist in tracking felons, maintaining criminal statistics and improving apprehension strategies; and WHEREAS, it is important to recognize the City of Palo Alto’s law enforcement records and support personnel for their valuable contributions to our law enforcement system. NOW, THEREFORE, I, Adrian Fine, Mayor of the City of Palo Alto, on behalf of the City Council do hereby proclaim November 10, 2020 as “Law Enforcement Records and Support Personnel Day.” Presented: November 9, 2020 ______________________________ Adrian Fine Mayor