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Monday, March 15, 2021
Special Meeting
5:00 PM
Agenda posted according to PAMC Section 2.04.070. Supporting materials are available on
the City’s website.
***BY VIRTUAL TELECONFERENCE ONLY***
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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
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PUBLIC COMMENT
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City.Council@cityofpaloalto.org.
TIME ESTIMATES
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continue items to another meeting. Particular items may be heard before or after the time estimated on the
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public.
HEARINGS REQUIRED BY LAW
Applicants and/or appellants may have up to ten minutes at the outset of the public discussion to make their
remarks and up to three minutes for concluding remarks after other members of the public have spoken.
Call to Order
Closed Session 5:00-6:30 PM
Public Comments: Members of the public may speak to the Closed Session item(s); three minutes per speaker.
1.CONFERENCE WITH CITY ATTORNEY
Subject: Written Liability Claim Against the City of Palo Alto
By Joel Domingo Alejo (Claim No. C20-0037)
Authority: Government Code Section 54956.9(e)(3)
REVISED
Public
Comment
2 March 15, 2021
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Special Orders of the Day 6:30-6:45 PM
2.Presentation by the Palo Alto Players and Proclamation
Agenda Changes, Additions and Deletions
Oral Communications 6:45-7:00 PM
Members of the public may speak to any item NOT on the agenda. Council reserves the right to limit the duration of
Oral Communications period to 30 minutes.
Minutes Approval 7:00-7:05 PM
3.Approval of Action Minutes for the March 01, 2021 City Council
Meeting
Consent Calendar 7:00-7:10 PM
Items will be voted on in one motion unless removed from the calendar by three Council Members.
4.Authorize Transmittal of the 2020 Comprehensive Plan Annual
Progress Report to the Office of Planning and Research and the 2020
Housing Element Annual Progress Report to the Department of
Housing and Community Development
5.Adoption of an Ordinance Adopting an Administrative Amendment to
the 2019 California Fire Code, Palo Alto Municipal Code Section
15.04.075 (Definitions Added to Section 202)
6.SECOND READING: Adoption of an Ordinance to Rename Foothills Park
to Foothills Nature Preserve; to Adjust Attendance Limits at the
Preserve; and to Amend the Fiscal Year 2021 Municipal Fee Schedule
to add new Daily Entry Discounts and Annual Pass Fees at the
Preserve (FIRST READING: February 22, 2021 PASSED 7-0)
City Manager Comments 7:10-7:20 PM
Action Items
Include: Reports of Committees/Commissions, Ordinances and Resolutions, Public Hearings, Reports of Officials,
Unfinished Business and Council Matters.
7:20-8:15 PM
6A. PUBLIC HEARING: Finance Committee Recommends the City Council
Approve the Park, Community, and Library Development Impact Fee
Justification Study; Approve Adjustments to Park, Community Center,
and Library Development Impact Fees; Adopt an Ordinance Updating
Park Land In-lieu fees; and Direct Staff to Implement the Impact Fee
Updates With the Fiscal Year 2022 Budget (Continued From March 8,
2021) #12104
Q&A
3 March 15, 2021
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8:15-9:45 PM
7.PUBLIC HEARING/QUASI JUDICIAL: Castilleja School Project 1310
Bryant: Conditional Use Permit (CUP) Amendment to Increase the
Student Enrollment cap to 540 Students With Phased Enrollment and
Campus Redevelopment, a Variance to Replace Campus Gross Floor
Area and Architectural Review Approval of the Campus
Redevelopment. Zone District: R-1(10,000). Environmental Review:
Final Environmental Impact Report (EIR) Published July 30, 202 0;
Draft EIR Published July 15, 2019
9:45-10:30 PM
8.Approval of the Response to the Grand Jury Report "Why Aren't There
More Female Fire Fighters in Santa Clara County"
9.Colleagues' Memo Regarding Referral to the Parks and Recreation
Commission for a new Skate Park (Staff Requests This Item be Moved
to April 12, 2021)
Comments and Announcements
Members of the public may not speak to the item(s)
Adjournment
AMERICANS WITH DISABILITY ACT (ADA)
Persons with disabilities who require auxiliary aids or services in using City facilities, services or programs or who
would like information on the City’s compliance with the Americans with Disabilities Act (ADA) of 1990, may
contact (650) 329-2550 (Voice) 24 hours in advance.
Public
Comment
Presentation
Memo
4 March 15, 2021
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Additional Information
Informational Report
Rental Residential Vacancy Rate Determination for Three Plus Dwelling Units
for Calendar Year 2020
Council and Standing Committee Meetings
Sp. Finance Committee Meeting CANCELLED March 16, 2021
City School Committee Meeting Cancellation March 18, 2021
(This meeting is being moved to March 25, 2021)
Schedule of Meetings
Schedule of Meetings
Public Letters to Council
Set 1
Set 2
5 March 15, 2021
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Public Comment Instructions
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______________________________
Tom DuBois
Mayor
Proclamation
Celebrating the 90th Anniversary of
Palo Alto Players
WHEREAS, Palo Alto Players was formed in 1931 when a group of Palo Alto residents gathered together to
create a theatre dedicated to the community; and
WHEREAS, they soon gained a patron in their front row, audience member Lucie Stern, who donated funds
to provide them a permanent artistic home, the Palo Alto Community Theatre, now a part of the City-owned Lucie
Stern Community Center; and
WHEREAS, in 90 continuous seasons, Palo Alto Players has upheld its mission to create exceptional theatre
experiences that inspire, entertain, and enrich the lives of local artists and audiences; and
WHEREAS, as the longest running theatre company on the San Francisco Peninsula, they have consistently
provided professional-quality live theatre at accessible prices that annually serves 13,000 patrons and provides
opportunities for over 200 exclusively local, community artists and 100 volunteers; and
WHEREAS, as a Silicon Valley cornerstone, with a spirit of innovation and a commitment to building bridges
through the arts, Palo Alto Players has made important contributions to the City’s culture, health, economy, and
civic engagement; and
WHEREAS, Palo Alto Players embraces the community’s rich diversity in their programming, on the stage,
and in the audience, because they believe the best possible theatre experience belongs to everybody; and
WHEREAS, Palo Alto Players believes that the lives of all are transformed by access to and participation in
theatre and are committed to removing barriers and creating opportunities.
NOW, THEREFORE, I, Tom DuBois, Mayor of the City of Palo Alto on behalf of the entire City Council do
hereby proclaim March 15 as Palo Alto Players Day in the City of Palo Alto. We honor and congratulate Palo
Alto Players on its 90th Anniversary and commend Players for its significant artistic contributions to the
community.
Presented: March 15, 2021
CITY OF PALO ALTO OFFICE OF THE CITY CLERK
March 15, 2021
The Honorable City Council
Attention: Finance Committee
Palo Alto, California
Approval of Action Minutes for the March 01, 2021 City Council
Meeting.
Staff is requesting Council review and approve the attached Action Minutes.
ATTACHMENTS:
• Attachment A: 03-01-21 CCM DRAFT Action Minutes (PDF)
Department Head: Beth Minor, City Clerk
Page 2
CITY OF PALO ALTO CITY COUNCIL
DRAFT ACTION MINUTES
Page 1 of 6
Special Meeting
March 01, 2021
The City Council of the City of Palo Alto met on this date in virtual
teleconference at 5:01 P.M.
Participating Remotely: Burt, Cormack, DuBois, Filseth, Kou, Stone, Tanaka
Absent:
Closed Session
1. CONFERENCE WITH LABOR NEGOTIATORS
City Designated Representatives: City Manager and his designees
Pursuant to Merit System Rules and Regulations (Ed Shikada,
Rumi Portillo, Molly Stump, Dean Batchelor, Geo Blackshire,
Robert Jonsen, Nick Raisch, Kiely Nose)
Employee Organizations: Utilities Management and Professional
Association of Palo Alto (UMPAPA); Service Employees International
Union, (SEIU) Local 521; Service Employees International Union,
(SEIU) Local 521, Hourly Unit; Palo Alto Police Officers Association
(PAPOA); Palo Alto Fire Chiefs’ Association (FCA) and Employee
Organization: International Association of Fire Fighters (IAFF), Local
1319; Palo Alto Police Manager’s Association (PAPMA)
Authority: Government Code Section 54957.6(a).
2. CONFERENCE WITH CITY ATTORNEY- EXISTING LITIGATION
Subject: Yang Shen v. City of Palo Alto, et al.
Santa Clara County Superior Court, Case No. 20CV367865
Authority: Government Code Section 54956.9(d)(1).
MOTION: Council Member Cormack moved, seconded by Vice Mayor Burt
to go into Closed Session.
MOTION PASSED: 7-0
Council went into Closed Session at 5:06 P.M.
Council returned from Closed Session at 6:46 P.M.
Mayor DuBois announced no reportable action.
DRAFT ACTION MINUTES
Page 2 of 6
Sp. City Council Meeting
DRAFT Action Minutes: 03/01/2021
Study Session
3. 3045 Park Blvd (20PLN-00215): Request by Jay Paul Company for a
Prescreening of Their Proposal to Create a new Zoning Overlay to
Allow Office Uses in Seven (7) Buildings Along Park Boulevard Near the
California Avenue CalTrain Station. Environmental Assessment: Not a
Project. Zoning District: GM.
NO ACTION TAKEN
Special Orders of the Day
4. Appointment of Candidates to the Historic Resources Board and the
Planning and Transportation Commission.
First Round of voting for four positions on the Historic Resources Board with
terms ending December 15, 2023.
Voting For:
Martin Bernstein (Incumbent) Burt, Cormack, Filseth, Tanaka
Gogo Heinrich Burt, DuBois, Filseth, Kou, Stone
Michael Makinen (Incumbent) Cormack, DuBois Kou, Stone,
Tanaka
Curtis Smolar
Caroline Willis Burt, Cormack, DuBois, Filseth,
Kou, Stone, Tanaka
Margaret Wimmer (Incumbent) Burt, Cormack, DuBois, Filseth,
Kou, Stone, Tanaka
Beth Minor, City Clerk, announced that Caroline Willis with 7 votes, Margaret
Wimmer with 7 votes, Gogo Heinrich with 5 votes, and Michael Makinen with
5 votes were appointed to the Historic Resources Board.
First Round of voting for two positions on the Planning and Transportation
Commission with a partial term ending December 15, 2024.
Voting For:
Bobi Adle
Doug Burns
DRAFT ACTION MINUTES
Page 3 of 6
Sp. City Council Meeting
DRAFT Action Minutes: 03/01/2021
Rebecca Eisenberg
Kathy Jordan Tanaka
Ed Lauing (Incumbent) Burt, Cormack, DuBois, Filseth, Kou,
Stone
Kevin Ma
Jessica Resmini Cormack, Tanaka
Doria Summa (Incumbent) Burt, DuBois, Filseth, Kou, Stone
Beth Minor, City Clerk, announced that Ed Lauing with 6 votes and Doria
Summa with 5 votes were appointed to the Planning and Transportation
Commission.
Agenda Changes, Additions and Deletions
None.
Minutes Approval
5. Approval of Action Minutes for the January 30, 2021 City Council
Retreat and the February 8, 2021 City Council Meeting.
MOTION: Council Member Kou moved, seconded by Mayor DuBois to
approve the Action Minutes for the January 30, 2021 City Council Retreat
and the February 8, 2021 City Council Meeting.
MOTION PASSED: 7-0
Consent Calendar
MOTION: Council Member Cormack moved, seconded by Council Member
Stone to approve Agenda Item Numbers 6-7.
6. Resolution 9945 Entitled, “Resolution of the Council of the City of Palo
Alto Designating the Amount of Project Expenditures to be Reimbursed
by the Clean Water State Revolving Fund Proceeds for the Funding of
the Secondary Treatment Upgrades at the Palo Alto Regional Water
Quality Control Plant.”
7. Corrected: Resolution 9938 Entitled, “Resolution of the Council of the
City of Palo Alto Ordering Weed Nuisance Abated.”
MOTION PASSED: 7-0
DRAFT ACTION MINUTES
Page 4 of 6
Sp. City Council Meeting
DRAFT Action Minutes: 03/01/2021
Council took a break at 8:26 P.M. and returned at 8:32 P.M.
Action Items
8. Review the Fiscal Year (FY) 2021 Mid-year Budget Review and Approve
Budget Amendments in Various Funds; Provide Direction on:
a) Potential Rent Forgiveness Programs for City Tenants, and b) A
Waiver of the Business Registry Certificate and Downtown Business
Improvement District Fees.
MOTION: Council Member Tanaka moved, seconded by Council Member
Cormack to:
A. Amend the Fiscal Year 2021 Budget Appropriation for various funds
and various capital projects, as identified in Attachment A, Exhibits 1
and 2 (requires a super majority, 2/3 approval);
B. Review priorities for use of the $744,000 COVID-19 Council Reserve,
set aside during the Fiscal Year 2021 Adopted Budget and provide
direction on usage as appropriate;
C. Review capital projects expected to begin construction by fiscal year
end;
D. Approve the creation of a rent forgiveness program to qualified City
tenants (non-profit and/or for-profit) and authorize the City Manager
to execute amendments to all leases in accordance with the City
Council established program;
E. Direct Staff to return with the necessary documents to waive the
business registration fee (Palo Alto Municipal Code Chapter 4.60) due
and payable in Calendar Year 2021 and the assessments typically
levied for the Downtown Business Improvement District (BID) for
Fiscal Year 2021; and
F. Direction to eliminate the equivalent of 83 full-time and 107 part-time
positions (76.50 FTE and 26.18 FTE respectively) that were frozen and
defunded as part of the FISCAL YEAR 2021 Adopted Budget in the
upcoming Fiscal Year 2022 Budget.
INCORPORATED INTO THE MOTION WITH THE CONSENT OF THE
MAKER AND SECONDER change Motion, Part C to read, “Direct Staff to
return with a set of additional details of non-critical capital projects for
Council consideration on deferrals this Fiscal Year”
DRAFT ACTION MINUTES
Page 5 of 6
Sp. City Council Meeting
DRAFT Action Minutes: 03/01/2021
INCORPORATED INTO THE MOTION WITH THE CONSENT OF THE
MAKER AND SECONDER to add to Motion, Part E, “…for timely completion
of forms due and payable…”
INCORPORATED INTO THE MOTION WITH THE CONSENT OF THE
MAKER AND SECONDER to change Motion, Part D to read, “Direct the
Policy and Services Committee to return with a more refined
recommendation on rent forgiveness based on Council input this evening”
INCORPORATED INTO THE MOTION WITH THE CONSENT OF THE
MAKER AND SECONDER to combine Motion, Part B and Part D to read,
“Direct the Policy and Services Committee to review a rent forgiveness
program for qualified City tenants with program costs not-to-exceed the
$744,000 COVID-19 Council reserve” (New Part B)
AMENDMENT: Council Member Kou moved, seconded by Council Member
Filseth to immediately forgive 3 months of rent in accordance with Option C
and the 8 program qualifications to be funded by the City Council COVID-19
Contingency Fund.
AMENDMENT PASSED: 6-1 Tanaka no
MOTION AS AMENDED RESTATED: Council Member Tanaka moved,
seconded by Council Member Cormack to:
A. Amend the Fiscal Year 2021 Budget Appropriation for various funds
and various capital projects, as identified in Attachment A, Exhibits 1
and 2 (requires a super majority, 2/3 approval);
B. Direct the Policy and Services Committee to review a rent forgiveness
program for qualified City tenants with program costs not-to-exceed
the $744,000 COVID-19 Council reserve;
C. Direct Staff to return with a set of additional details of non-critical
capital projects for Council consideration on deferrals this Fiscal Year;
D. Direct Staff to return with the necessary documents to waive the
business registration fee (Palo Alto Municipal Code Chapter 4.60) for
timely completion of forms, due and payable in Calendar Year 2021
and the assessments typically levied for the Downtown Business
Improvement District (BID) for Fiscal Year 2021;
E. Direction to eliminate the equivalent of 83 full-time and 107 part-time
positions (76.50 FTE and 26.18 FTE respectively) that were frozen and
DRAFT ACTION MINUTES
Page 6 of 6
Sp. City Council Meeting
DRAFT Action Minutes: 03/01/2021
defunded as part of the FISCAL YEAR 2021 Adopted Budget in the
upcoming FISCAL YEAR 2022 Budget; and
F. Immediately forgive 3 months of rent in accordance with Option C and
the 8 program qualifications to be funded by the City Council COVID-
19 Contingency Fund.
MOTION AS AMENDED PASSED: 7-0
9. Policy and Services Committee Recommends the City Council Accept
the City Auditor’s Risk Assessment Report, Annual Audit Plan, and
Quarterly Status Report.
MOTION: Vice Mayor Burt moved, seconded by Mayor DuBois to:
A. Accept the Fiscal Year 2021 Risk Assessment Report and Recommend
City Council Approval, as presented to the Policy and Services
Committee meeting on February 9, 2021;
B. Accept the Fiscal Year 2021 Audit Plan Report and Recommend City
Council Approval, as presented to the Policy and Services committee
on February 9, 2021 and modified to include the Public Safety Building
Construction audit activity;
C. Approve the following Task Orders, identified in the Audit Plan Report:
a. Construction Project Controls;
b. Public Safety Building Construction;
c. Asset Capitalization o Assessment of SAP Functionality and
Internal Controls o IT Risk Management;
d. Investment Management;
e. Power Purchase Agreements;
f. Economic Recovery Advisory; and
D. Accept the City Auditor’s Office Quarterly Status Report covering
October – December 2020, as presented to the Policy and Services
Committee meeting on February 9, 2021.
MOTION PASSED: 7-0
Adjournment: The meeting was adjourned at 11:38 P.M.
City of Palo Alto (ID # 11838)
City Council Staff Report
Report Type: Consent Calendar Meeting Date: 3/15/2021
City of Palo Alto Page 1
Summary Title: 2020 Comprehensive Plan and Housing Element Annual
Progress Reports
Title: Authorize Transmittal of the 2020 Comprehensive Plan Annual Progress
Report to the Office of Planning and Research and the 2020 Housing Element
Annual Progress Report to the Department of Housing and Community
Development
From: City Manager
Lead Department: Planning and Development Services
Recommendation:
Acknowledge receipt of the following State-mandated Annual Progress Reports and direct staff
to submit them to the appropriate State authorities; reports consist of: (1) 2020 Comprehensive
Plan Annual Progress Report (Attachment A) to the Office of Planning and Research (OPR); and
(2) 2020 Housing Element Annual Progress Report (Attachments B and C) to the Department of
Housing and Community Development (HCD) by April 1, 2021.
Executive Summary:
In accordance with Government Code Section 654001 and Palo Alto’s 2030 Comprehensive Plan
(Comp Plan), the City is required to submit Annual Progress Reports (APRs) to the S tate by April
1, 2021 for the Comprehensive Plan and the Housing Element implementation. This staff report
summarizes progress towards the programs and goals set forth in Comprehensive Plan
Implementation Plan Table and the 2015-2023 Housing Element2.
• The Palo Alto Comprehensive Plan APR is submitted to the State Office of Planning and
Research (OPR). The APR summarizes the City’s progress implementing the 410
1 Government Code Section 65400:
http://leginfo.legislature.ca.gov/faces/codes_displaySection.xhtml?lawCode=GOV§ionNum=65400
22015-2023 Housing Element: https://www.cityofpaloalto.org/civicax/filebank/documents/63480
City of Palo Alto Page 2
programs identified in the Palo Alto Comprehensive Plan, including the 72 items in the
Housing Element.
• The Housing Element APR is submitted to the State Department of Housing and
Community Development (HCD). This APR describes the progress the City made in 2020
implementing the Housing Element programs and provides updated figures on the City’s
compliance with its Regional Housing Needs Allocation (RHNA).
Background:
This is the third year of APR reporting since the adoption of the 2030 Comprehensive Plan. The
following section provides the context for the annual reporting.
Comprehensive Plan Implementation Annual Progress Report 2020
The Comprehensive Plan is Palo Alto’s long-range planning policy document to be implemented
over the next ten years. The Implementation Plan Chapter3 of the Comprehensive Plan contains
410 programs attributed to approximately 15 different lead agencies or departments. Since the
Comprehensive Plan was adopted in late 2017, the implementation of most programs remains
ongoing. Table 1 shows the status of the programs completed, partially complete, ongoing, and
pending.
Table 1. 2020 Implementation Status of the Comprehensive Plan Programs
2020 Status Number of Programs Percentage of Total Programs
Complete 15 4%
Partially Complete 32 8%
Ongoing 268 65%
Pending 95 23%
Total 410 100%
Source: Planning and Development Services Department compiled this table based on information
provided by various City Departments, January 2021.
2015-2023 Housing Element and the Annual Progress Report 2020
The HCD Department requires an annual report regarding the City’s progress implementing the
Housing Element. The report includes data on housing production and accomplishments toward
the City’s RHNA goals. The City adopted its current Housing Element4 for the period of 2015-
2023.
3 Comp Plan - Implementation Chapter: https://www.cityofpaloalto.org/civicax/filebank/documents/63476
4 2015-2023 Housing Element: https://www.cityofpaloalto.org/civicax/filebank/documents/37935
City of Palo Alto Page 3
The HCD mandates that the APR for the Housing Element focus on three topics:
1. Total number of net housing units produced or “permitted” by the City in a calendar
year;
2. Status on jurisdiction’s progress in addressing its Regional Housing Needs Allocation
(RHNA);
3. Status of the implementation of the 2015-2023 Housing Element’s programs and
goals.
Previous Annual Progress Reports for this current Housing Element cycle can be found on the
City’s 2015-23 Housing Element website: http://bit.ly/CPAHousingElement.
Annual Progress Report and Regional Housing Needs Allocation
The State requires the APR to describe the City’s progress in meeting its share of RHNA and
efforts to preserve, rehabilitate, or produce housing. As part of the RHNA process overseen by
the Association of Bay Area Governments (ABAG), the City of Palo Alto was assigned a
quantified goal of 1,988 units. This number represents the City’s “fair share” of projected
housing need over the 2015-2023 planning period. The projected need is distributed among the
following income groups: extremely low and very low (691 units), low (432 units), moderate
(278 units), and above moderate (587 units) income.
In 2020 Palo Alto made progress toward its RHNA requirement and added 58 very low -income
and 120 above moderate (market rate) units; see Attachment C for the 2020 APR details. Table
2 shows the RHNA breakdown by income group.
Table 2 below provides a summary of the City’s progress in meeting its RHNA through 2020. The
numbers are based on building permits issued as required by HCD. The City is 75% completed of
its current housing planning cycle. The City has issued build permits for 92% of its above
moderate income RHNA goal. In other income groups, however, the City has not reached 75%
of permits issued. Overall, the City has issued permits for 37% of its RHNA allocation.
Table 2: City of Palo Alto Regional Housing Needs Allocation 2015-2023
Income Group % of County
AMI
Palo Alto RHNA
(2014-2022)
% of
Units
Number of
Units
Permitted
% of RHNA
Accomplished
Very Low 0-50% 691 35% 101 15%
Low 51-81% 432 22% 65 15%
Moderate 81-120% 278 14% 26 9%
Above Moderate 120%+ 587 29% 540 92%
Total 1,988 100% 732 37%
City of Palo Alto Page 4
Planning and Transportation Commission
On February 24, 2021, the Planning and Transportation Commission (PTC) held a public hearing
and discussed the two Annual Progress Reports. The minutes for the meeting are available
online.5 The PTC recommended that the 2030 Comprehensive Plan and Housing Element APRs
be forwarded to the City Council and that staff be directed to submit the two reports to the
appropriate state agencies before April 1, 2021 .
Discussion:
This section provides information on the organization of the Comprehensive Plan APR and
criteria for assessing the individual programs as specified in the Implementation Chapter of the
2030 Comprehensive Plan. Additionally, this section provides an overview of the Housing
Element APR and provides high-level summaries of the related data.
As staff updates the progress of the 410 programs, adjustments t o the various statuses have
been made, such as moving from “completed” to “ongoing.” With this in mind, if a comparison
was made to the 2019 program statuses, each status category may have gone up or down in
this year’s reporting. Several programs of the Comprehensive Plan, including the Housing
Element, were reported as “completed” in 2019 and are now in the implementation
(“ongoing”) phase in 2020. This has led to an increase in the number of “ongoing” programs this
year. Additionally, in 2020, the status of some programs have been affected by the COVID – 19
pandemic which has led to a number of programs recategorized as “pending or partially
complete.”
Guide to the Comp Plan Annual Progress Report
The Planning and Development Services Department staff works with different City
departments in assessing the programs of the different Elements of the Comprehensive Plan
and report out on the following three aspects.
• Priority of the program: Routine, In progress, Short-term, Medium-term, Long-term.
• Level of effort required to implement programs: approximate magnitude of the project;
whether a project will be of “small, medium or large” effort in terms of department/s
involvement, project extent etc.
• Status of program: Complete, Partially Complete, Ongoing, Pending
Attachment A, 2020 Comprehensive Plan Annual Progress Report, is a table listing the Comp
Plan implementation programs and their status in 2020 for the following four required Plan
Elements: (1) Land Use and Community Design Element, (2) Transportation Element, (3) Natural
5 PTC Minutes, 02/24/2021: https://cityofpaloalto.org/gov/boards/ptc/default.asp
City of Palo Alto Page 5
Environment Element, and (4) Safety Element. The table also includes the two optional
Elements: Business and Economics, and Community Services and Facilities, along with the
Governance chapter.
Priority of Program/Timing
The City Council prioritized the timing of program implementation at the time of
Comprehensive Plan adoption in 2017. The prioritization guided the allocation of resources to
implement the plan. The following five categories, which appear in Attachment A, reflect t he
level of priority for program accomplishment:
S: “Short-term” – programs planned for implementation within the first five years after
Comprehensive Plan adoption
M: “Medium-term” – typically means programs that would be implemented or
completed roughly within five to ten years after Comprehensive Plan adoption
L: “Long-term” – programs that would be implemented or completed more than ten
years after Comprehensive Plan adoption
IP: “In progress” – programs that were already underway to complete a specific, defined
work effort at the time of the Comprehensive Plan’s adoption, and
R: “Routine” activities that are part of the normal course of business for staff.
Most of the Implementation Plan’s routine (“R”) programs have been successfully initiated,
along with many short-term (“S”) programs. Many other short-term and even some medium-
term (“M”) programs were partially completed. As expected, very few long-term (“L”) programs
were partially or fully completed. It is not uncommon for priorities to shift over time depending
on resource availability.
Level of Effort
The level of effort indicated in Attachment A reflects the magnitude and complexity of the
program in terms of project size (e.g., small, medium, or large) and required staff and
department involvement. While the dollar sign ($) is used, the “$” symbol is not intended to
reflect the associated financial cost for the project/program. Attachment A reflects the
following measures for level of effort: “$” low level; “$$” moderate level; and “$$$” signif icant
level of commitment to complete the program. As discussed, when the Comprehensive Plan
was adopted in late 2017, it is difficult to accurately project program costs with the given
minimal details and the changing economy.
City of Palo Alto Page 6
Progress Status
The progress towards each of the 410 programs is identified in the “2020 Status” column in
Attachment A. The key for the different statuses is as follows: C = Complete, PC = Partially
Complete, O = Ongoing, and P = Pending.
Housing Goals, Policies, and Programs Implementation
The Housing Element contains 72 adopted programs that the City will need to implement
during the Housing Element period ending in 2023. Table 3 below includes a summary of the
status of those programs. Of the 72 programs listed in the Housing Element:
• 34 are ongoing programs (ongoing implementation);
• 22 have been completed;
• 11 are underway; and
• Five programs have not yet been completed.
Of these 72 adopted programs, 56 (79%) are considered complete (for example, established on -
going programs and completed programs). A summary table of each housing program is
included as Attachment B. The City is 75% of the way through the current Housing Element
cycle, therefore is keeping pace with completing the Housing program by 2023. The majority o f
the remaining programs not completed (i.e. partially completed or not completed) are
addressed in the Housing Work Program that was reviewed by the City Council in February
2020. See Attachments B and C for more details on the Housing Element APR.
Table 3. Status of Near-Term Housing Element Programs (December 2014 to December 2020)
and Ongoing Programs
Ongoing Amending Zoning Code and BMR Ordinance to Create Incentives
for Affordable Housing and Workforce Housing
H3.3.3; H3.3.4
Promote/Incentivize Rehabilitation and Neighborhood
Revitalization:
H1.1.1; H3.2.2; H1.3.1; H5.1.7;
Implementation of BMR Ordinance
H3.1.2; H3.1.3; H3.1.5
Enforcement of Condominium Conversion
H3.1.9; H3.1.10
Support of 100% Affordable Housing Projects
H3.1.11; H3.3.1; H3.3.2; H3.4.2; H2.3.1
Assisting Lower Income Households
H3.4.4; H3.2.1
Regional Efforts to Support Housing
H3.3.6; H3.4.1; H3.5.1; H4.1.1; H5.1.3; H3.1.13
34
City of Palo Alto Page 7
Fair Housing and CDBG Implementation
H4.1.2; H4.1.3; H4.1.4; H4.1.5; H4.1.6
Promote Green Building
H5.1.1; H5.1.2; H5.1.4; H5.1.5; H5.1.6
Completed Modifying Zoning Code for Promotion of ADU
H1.1.2; H3.3.5
Amending Zoning Code and BMR Ordinance to Create Incentives
for Affordable Housing and Workforce Housing
H2.1.9; H3.6.1; H2.2.1; H3.1.1; H2.1.1; H2.1.2;
H2.2.8; H2.1.3; H2.1.6; H3.1.12; H2.2.7;
Promotion of Housing Sites and Developed Plans
H2.1.8; H2.2.6; H2.1.12;
Housing Preservation via Financial Incentives
H2.2.4; H3.1.8
Creation of Affordable Housing Fund via Impact and In-lieu
payments
H3.4.3; H3.1.6
Support of Transitional Housing
H3.5.2; H3.5.3;
22
Table 4. Status of Near-Term Housing Element Programs (December 2014 to December 2018)
and Ongoing Programs
Partially Reduction of Fees and Flexible Development 11
Completed Standards for Preservation of Cottages
H1.1.3; H2.1.4
BMR Requirements in Condominium Conversions and
Preservation of At-Risk Units
H1.2.1; H3.1.4;
Increase Connectivity and Walkability and Study of
Parking
3.3.7
Development of Coordinated Plans
H2.2.3; H2.1.10; H2.1.5
Outreach to Identify Housing Sites and Regional
Collaboration
H2.2.2; H4.2.2; 3.1.14;
Not Pedestrian and Transit Oriented Overlay 5
Completed H2.1.11
City of Palo Alto Page 8
Identify Transit Rich Housing Sites
H2.2.5
Innovative Housing
H3.1.7; H2.1.7,
Group homes and Flexible Standards for Special
Needs
H4.2.1
Total 72
Policy Implications:
The City is required under Government Code Section 65400 to submit these two Annual
Progress Reports in State specified format each year to the Office of Planning and Research and
to the Department of Housing and Community Development by April 1st of each year.
Resource Impact:
There is no resource impact. Staff time to prepare and submit reports was contemplated in the
allocation of resources to the department.
Timeline:
Following Council direction, staff will submit the two APR reports to the State by April 1, 2021.
Stakeholder Engagement:
Members of the public had the opportunity to comment on these APR reports during the PTC
hearing held on February 24, 2021. Members of the public were also permitted to submit
comments in writing. At the PTC meeting, there was one speaker for this item; her comments
were focused on the City’s RHNA compliance; she expressed concerns that the City was not
doing enough to support affordable housing development.
Environmental Review:
These progress reports required by the State of California regarding the City’s progress on the
existing Comprehensive Plan and Housing Element implementation and annual housing
production are not a project requiring review under the California Environmental Quality Act
(CEQA).
Attachments:
Attachment A: 2020 Comprehensive Plan Annual Progress Report (PDF)
Attachment B: 2020 Housing Element Annual Progress Report - Program Implementation
Table D (PDF)
Attachment C: 2020 Housing Element Annual Progress Report - Data Table (PDF)
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
L1.6.1 Review regulatory tools available to the City and
identify actions to enhance and preserve the
livability of residential neighborhoods and the
vitality of commercial and employment districts,
including improved code enforcement practices.
Planning and
Development
Services
S $$O The Accela/311 integration work is complete and
implemented on Sept 2020.
L1.8.1 Maintain and update as appropriate the 1985 Land
Use Policies Agreement that sets forth the land use
policies of the City, Santa Clara County, and
Stanford University with regard to Stanford
unincorporated lands.
Planning and
Development
Services
IP $O The City meets regularly with Stanford University regarding
land use on an ongoing basis. In 2020 and continuing into
2021, the County initiated a process to update the Stanford
Community Plan. The County is also preparing an updated
Municipal Services Study. Both of these will be reviewed by
the City as a stakeholder in unincorporated area land use
policies areas within the City's Sphere of Influence and Urban
Service Area.
L2.2.1 Explore whether there are appropriate locations to
allow small-scale neighborhood-serving retail
facilities such as coffee shops and corner stores in
residential areas.
Planning and
Development
Services
M $O To assist and retain existing retail businesses the focus was
shifted to programs like Summer Streets and Uplift Local,
during COVID-19 pandemic.
L2.4.1 Amend the Housing Element to eliminate housing
sites along San Antonio Road and increase
residential densities in Downtown and the
California Avenue area to replace potential units
from the sites eliminated.
Planning and
Development
Services
S $P This will be considered as a part of the 2023-2031 Housing
Element cycle update. The City Council approved 788 San
Antonio mixed use project in 2020 including legislative action
and programmatic CEQA analysis regarding future housing
along San Antonio Road.
Goal L-1: A compact and resilient city providing residents and visitors with attractive neighborhoods, work places, shopping districts, public facilities, and open spaces.
Goal L-2: An enhanced sense of “community” with development designed to foster public life, meet citywide needs and embrace the principles of sustainability.
Land Use Element
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 1 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
L2.4.2 Allow housing at Stanford Shopping Center,
provided that adequate parking and vibrant retail is
maintained and no reduction of retail square
footage results from the new housing.
Planning and
Development
Services
S $P Mixed Use development is allowed in the Community
Commercial (CC) zoning district since 2018. Future housing
development requires conversation with tenants and
Stanford University. The Housing Element process in 2021-22
will include consideration of this program.
L2.4.3 Allow housing on the El Camino Real frontage of
the Stanford Research Park. Explore multi-family
housing elsewhere in Stanford Research Park and
near the SUMC.
Planning and
Development
Services
S $O The City meets regularly with Stanford University regarding
land use on an ongoing basis. The Housing Element process
in 2021-22 will include consideration of this program.
L2.4.4 Assess non-residential development potential in
the Community Commercial, Service Commercial
and Downtown Commercial Districts (CC, CS and
CD) and the Neighborhood Commercial District
(CN), and convert non-retail commercial FAR to
residential FAR, where appropriate. Conversion to
residential capacity should not be considered in
Town and Country Village.
Planning and
Development
Services
S $O Conversion of commercial properties to residential and
mixed use (residential and commercial) is occuring with pre-
screening development applications filed in FY 20-21.
L2.4.5 Update the municipal code to include zoning
changes that allow a mix of retail and residential
uses but no office uses. The intent of these changes
would be to encourage a mix of land uses that
contributes to the vitality and walkability of
commercial centers and transit corridors.
Planning and
Development
Services
S $P Due to the COVID-19 pandemic, commercial vacancy rates
increased, particularly among retail. Town and Country
Village shopping center submitted an application for a zoning
text amendment to allow ground floor medical office in the
center.
L2.4.6 Explore changing the Transfer of Development
Rights (TDR) ordinances for both buildings of
historic significance and for seismic retrofits so that
transferred development rights may only be used
for residential capacity.
Planning and
Development
Services
M $P This program has not been explored yet. The project
commencement is pending the availability of resources.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 2 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
L2.4.7 Explore mechanisms for increasing multi-family
housing density near multimodal transit centers.
Planning and
Development
Services
S $$PC Priority Development Area (PDA) in Downtown was
established in 2019-20. City is filing grant application in 2021
for PDA area studies.
L2.4.8 Identify development opportunities for BMR and
more affordable market rate housing on publicly
owned properties in a way that is integrated with
and enhances existing neighborhoods.
Planning and
Development
Services
S $$PC As of January 2021 Courthouse project is in early stage of
planning process. The City Council study session was held on
February 8, 2021 along with CEQA scoping.
L2.5.1 Collaborate with PAUSD in exploring opportunities
to build housing that is affordable to school district
employees.
Planning and
Development
Services
IP $O A new Lease between the City and Palo Alto Unified School
District (PAUSD) for Cubberley was negotiated, which
reduces the amount of space the City leases. (see L2.10.1).
L2.7.1 Review development standards to discourage the
net loss of housing units.
Planning and
Development
Services
S $P Modifications to zoning code will be proposed to ensure
compliance with state law. It will be placed on the work plan
for 2021.
L2.8.1 Conduct a study to evaluate various possible tools
for preventing displacement of existing residents.
Planning and
Development
Services
M $$O In 2018, the City passed a relocation ordinance which has
provisions for assistance. The Challenge Grant program has
placed a mid-career fellow with the City to research tenant
protection policies and propose appropriate policies for Palo
Alto. This is an ongoing effort.
L2.8.2 Develop and implement a system to inventory the
characteristics of existing housing units and track
changes in those characteristics on a regular basis.
Make the information publicly available.
Planning and
Development
Services
M $$P Work has not commenced yet.
L2.10.1 Collaborate with PAUSD to plan for space to
accommodate future school expansions or new
school sites, and evaluate zoning space to
accommodate new schools.
Planning and
Development
Services
IP $$O The lease on existing Cubberley facilities were extended
from July 1, 2020 to December 31, 2024 to accommodate
school district's need.
Goal L-3: Safe, attractive residential neighborhoods, each with its own distinct character and within walking distance of shopping, services, schools, and/or other public gathering places.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 3 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
L3.2.1 Evaluate and implement strategies to prevent
conversion of residential and neighborhood-
serving retail space to office or short-term vacation
rentals.
Planning and
Development
Services
IP $PC PAMC Section 18.40.180 ensures no net loss of retail space
in designated areas. City's COVID-19 pandemic response
included developing strategies and assistance to commercial
businesses.
L.3.5.1 Develop a program to assess and manage both the
positive and negative impacts of basement
construction in single family homes on the
community and the environment, including:
§ Impacts to the natural environment, such as
potential impacts to the tree canopy, groundwater
supply or quality, and soil compaction.
§ Safety issues such as increased surface flooding
increased groundwater intrusion with sea level
rise,emergency access and egress, or sewage
backflows.
Planning and
Development
Services &
Department of
Public Works
S $$O The Planning Department and Public Works staff monitors
secant walls and groundwater levels for all projects.
L4.2.1 Study the overall viability of ground-floor retail
requirements in preserving retail space and
creating an active street environment, including
the types of locations where such requirements are
most effective.
Planning and
Development
Services
M $$P The City's response to COVID-19 pandemic included
developing strategies and assistance to commercial
businesses.
L4.2.2 Evaluate the effectiveness of formula retail limits
adopted for California Avenue. Develop incentives
for local small businesses where warranted.
Planning and
Development
Services
M $$P The California Av. garage construction project is completed
first quarter of FY 2020-2021. The Office of Transportation is
conducting parking assessment in California Avenue area.
L4.2.3 Explore and potentially support new, creative and
innovative retail in Palo Alto.
Planning and
Development
Services
S $$PC University Av. and California Av. street closures and parklets
enabled via Council adoption of ordinance and resolution, to
accommodate outdoor dining during the COVID-19
pandemic and to support local retail. Citywide programs
included provision of a pre-approved parklet designs.
Goal L-4: Inviting pedestrian scale centers that offer a variety of retail and commercial services and provide focal points and community gathering places for the city’s residential neighborhoods
and employment districts.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 4 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
L4.4.1 Study the feasibility of using public and private
funds to provide and maintain landscaping and
public spaces such as parks, plazas, sidewalks and
public art within commercial areas.
Planning and
Development
Services
M $PC City’s ArtLift program was launched to fund art projects and
experiences in commercial corridors and neighborhoods to
help people remain engaged in the arts, reconnect with each
other, and recover together as a cohesive community. This is
an initiative of the Public Art Program.
L4.4.2 Through public/private cooperation, provide well-
signed, clean, and accessible restrooms.
Planning and
Development
Services
R $O This is an ongoing effort.
L4.4.3 Collaborate with merchants to enhance the
appearance of streets and sidewalks within all
Centers. Encourage the formation of business
improvement districts and undertake a proactive
program of maintenance, repair, landscaping and
enhancement.
Department of
Public Works /
Urban Forestry
Department
R $$P There are no substantial actions to report at this time.
L4.4.4 Identify priority street improvements that could
make a substantial contribution to the character of
Centers, such as widening sidewalks, narrowing
travel lanes, creating medians, restriping to allow
diagonal parking, and planting trees.
Office of
Transportation
S $$$P The California Av. street improvements is complete, but the
Downtown street improvements has not commenced, it
might be included as a part of Downtown study in future.
L4.5.1 Revise zoning and other regulations as needed to
encourage the preservation of space to
accommodate small businesses, start-ups and
other services.
Planning and
Development
Services
M $$P The project has not commenced yet. Due to the COVID-19
pandemic, the focus is now on temporary outdoor business
operations.
L4.5.2 Consider planning, regulatory, or other incentives
to encourage property owners to include smaller
office spaces in their buildings to serve small
businesses, non-profit organizations, and
independent professionals.
Planning and
Development
Services
M $P Work has not commenced yet.
L.4.6.1 Explore increasing hotel FAR from 2.0 to 3.0 in the
University Avenue/Downtown area and 2.5 in
areas outside of Downtown.
Planning and
Development
Services
M $$P Work has not commenced yet.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 5 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
L4.8.1 Prepare a Coordinated Area Plan for Downtown.Planning and
Development
Services
IP $$$P Staff submitted a proposal for a grant in February 2021. The
project commencement is pending the availability of
resources.
L4.8.2 Study the feasibility of converting parts of
University Avenue to a pedestrian zone.
Planning and
Development
Services & Office of
Transportation
M $$P As a response to the COVID-19 pandemic, the City closed
portions of University and California Av.s to vehicular traffic.
In addition, the Council authorized staff to further explore
options to close and open the street to traffic in a more
dynamic manner.
L4.9.1 While preserving adequate parking to meet
demand, identify strategies to reuse surface
parking lots.
Planning and
Development
Services & Office of
Transportation
IP $O Work is in progress. There are no substantial actions to
report at this time.
L4.9.2 Explore adding additional Floor Area Ratio (FAR) for
retail at Stanford Shopping Center.
Planning and
Development
Services
M $P Work will be started in approximately four years, no change
in status to report for 2020.
L4.10.1 Prepare a coordinated area plan for the North
Ventura area and surrounding California Avenue
area. The plan should describe a vision for the
future of the North Ventura area as a walkable
neighborhood with multi- family housing, ground
floor retail, a public park, creek improvements, and
an interconnected street grid. It should guide the
development of the California Avenue area as a
well-designed mixed use district with diverse land
uses and a network of pedestrian-oriented streets.
Planning and
Development
Services
IP $$$O The coordinated area plan work is in progress. The City
Council is scheduled to review the first draft plan in summer
2021.
L4.10.2 Create regulations for the California Avenue area
that encourage the retention or rehabilitation of
smaller buildings to provide spaces for existing
retail, particularly local, small businesses.
Planning and
Development
Services
M $$P Project commencement is pending the availability of
resources.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 6 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
L4.16.1 Maintain distinct neighborhood shopping areas
that are attractive, accessible and convenient to
nearby residents.
Planning and
Development
Services
R $O The PAMC commercial zoning regulations and Retail
Preservation Ordinance ensure these shopping areas are
maintained.
L5.1.1 Explore with Stanford University various
development options for adding to the Stanford
Research Park a diverse mix of uses, including
residential, commercial hotel, conference center,
commercial space for small businesses and start-
ups, retail, transit hub, and other community-
supporting services that are compatible with the
existing uses, to create a vibrant innovation-
oriented community.
Planning and
Development
Services
M $$O The City meets regularly with Stanford University regarding
land use on an ongoing basis. The Housing Element process
in 2021-22 will include consideration of this program.
L6.1.1 Promote awards programs and other forms of
public recognition for projects of architectural
merit that contribute positively to the community.
Planning and
Development
Services
R $O The Architectural Review Board and Historic Resources Board
typically present annual awards. Due to the COVID-19
pandemic, the 2020 awards have been postponed to 2021.
The Historic Resources Board met four times in 2020, but no
progress was made in determining the historic preservation
awards.
L6.3.1 Develop guidelines for bird-friendly building design
that minimizes hazards for birds and reduces the
potential for collisions.
Planning and
Development
Services
M $$P Work will be started in approximately four years, no change
in status to report for 2020.
Goal L-5: High quality employment districts, each with their own distinctive character and each contributing to the character of the city as a whole.
Goal L-6: Well-designed buildings that create coherent development patterns and enhance city streets and public spaces.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 7 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
L6.6.1 Modify design standards for mixed use projects to
promote a pedestrian-friendly relationship to the
street, including elements such as screened parking
or underground parking, street-facing windows
and entries, and porches, windows, bays and
balconies along public ways, and landscaping, and
trees along the street. Avoid blank or solid walls at
street level.
Planning and
Development
Services
IP $O Work is ongoing on Objective Standards in FY 20-21; public
hearings before Architectural Review Board, Planning and
Transportation Commission and City Council is being
scheduled.
L6.7.1 Implement architectural standards to assure they
effectively address land use transitions.
Planning and
Development
Services
R $O This is an ongoing effort.
Program for
Policy L7.2
If a proposed project would substantially affect the
exterior of a potential historic resource that has
not been evaluated for inclusion into the City’s
Historic Resources Inventory, City staff shall
consider whether it is eligible for inclusion in State
or federal registers prior to the issuance of a
demolition or alterations permit. Minor exterior
improvements that do not affect the architectural
integrity of potentially historic buildings shall be
exempt from consideration. Examples of minor
improvements may include repair or replacement
of features in kind, or other changes that do not
alter character-defining features of the building.”
Planning and
Development
Services
R O Implementation of Policy 7.2 commenced in January 2018. A
report to the Historic Resources Board presented a summary
of properties for which historic resource evaluations had
been prepared since January 2018. to consider potentially
historic buildings, particularly, homes constructed prior to
1948 identified as potentially eligible for California Register
of Historic Resources, when owners are considering or have
submitted proposals for major alterations or demolition.
Staff also considers non-residential and other properties for
eligibility, when Architectural Review or other discretionary
applications are submitted.
L7.1.1 Update and maintain the City’s Historic Resource
Inventory to include historic resources that are
eligible for local, State, or federal listing. Historic
resources may consist of a single building or
structure or a district.
Planning and
Development
Services
R $O This is an ongoing effort.
Goal L-7: Conservation and preservation of Palo Alto’s historic buildings, sites, and districts.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 8 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
L7.1.2 Reassess the Historic Preservation Ordinance to
ensure its effectiveness in the maintenance and
preservation of historic resources, particularly in
the University Avenue/Downtown area.
Planning and
Development
Services
M $P Work has not commenced yet.
L7.8.1 Promote and expand available incentives for the
retention and rehabilitation of buildings with
historic merit in all zones and revise existing zoning
and permit regulations to minimize constraints to
adaptive reuse.
Planning and
Development
Services
S $PC Projects in 2020 included two historic hotels and one retail
building in the Downtown. Rehabilitation and use of bonus
floor area is underway.
L7.8.2 Create incentives to encourage salvage and reuse
of discarded historic building materials.
Planning and
Development
Services &
Department of
Public Works
S $PC The Public Works Department is monitoring the
deconstruction ordinance for approved demolitions.
L7.8.3 Seek additional innovative ways to apply current
codes and ordinances to older buildings. Use the
State Historical Building Code for designated
historic buildings.
Building Services R $O Staff routinely apply the California Historical Building Code to
projects. This effort is completed with the exception of
properly applying the Historical Building Code.
L7.12.1 Review parking exceptions for historic buildings in
the Zoning Code to determine if there is an
effective balance between historic preservation
and meeting parking needs.
Planning and
Development
Services
L $P Work has not commenced yet.
L9.1.1 Evaluate existing zoning code setback
requirements to ensure they are appropriate for
scenic routes.
Planning and
Development
Services
L $P To be started in approximately four years, no change in
status in 2020.
L9.3.1 Review standards for streets and signage and
update as needed to foster natural, tree-lined
streets with a minimum of signage.
Planning and
Development
Services, Office of
Transportation &
Department of
Public Works
M $O This program is ongoing. There are no updates to report at
this time.
Goal L-9: Attractive, inviting public spaces and streets that enhance the image and character of the city.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 9 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
L9.6.1 Analyze existing neighborhoods and determine
where publicly accessible shared, outdoor
gathering spaces are below the citywide standard.
Create new public spaces, including public squares,
parks and informal gathering spaces in these
neighborhoods.
Planning and
Development
Services
M $$$P Work has not commenced yet.
L9.7.1 Develop a strategy to enhance gateway sites with
special landscaping, art, public spaces and/or
public buildings. Emphasize the creek bridges and
riparian settings at the entrances to the City over
Adobe Creek and San Francisquito Creek.
Planning and
Development
Services
R $P Work has not commenced yet.
L9.8.1 Establish incentives to encourage native trees and
low water use plantings in new development
throughout the city.
Planning and
Development
Services, Office of
Transportation &
Department of
Public Works
M $O Staff has successfully encouraged native trees and low water
use plantings through the use of the ARB findings modified in
the 2016 code update (including a focus on regional,
indigenous, drought tolerant species). The Model Water
Efficient Landscape Ordinance (MWELO) is implemented by
staff review of landscape permits.
L9.10.1 Continue the citywide undergrounding of utility
wires. Minimize the impacts of undergrounding on
street tree root systems and planting areas.
City of Palo Alto
Utilities
R $$$O The Utilities Department in collaboration with the Urban
Forestry division has an ongoing program to underground
utility wires, and complies with all City ordinances regarding
minimizing impacts of construction on trees.
L9.10.2 Encourage the use of compact and well-designed
utility elements, such as transformers, switching
devices, backflow preventers and
telecommunications infrastructure. Place these
elements in locations that will minimize their visual
intrusion.
City of Palo Alto
Utilities
R $O In addition to safety, reliability and cost-effectiveness, the
Utilities Department considers the visual impacts of utility
equipment before installation.
L9.11.1 Implement the findings of the City’s Infrastructure
Blue Ribbon Committee and its emphasis for
rebuilding our civic spaces.
Department of
Public Works
IP $$$O The Infrastructure Blue Ribbon Committee’s findings
resulted in City Council’s adoption of the 2014 Council
Infrastructure Plan, including nine priority projects.
Implementation of the plan is underway, with two of the
projects completed, two projects in construction and others
in the design process.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 10 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
L9.11.2 Identify City-owned properties where
combinations of wireless facilities can be co-
located, assuming appropriate lease agreements
are in place.
City of Palo Alto
Utilities
M $O Utilities and Planning Departments are in the process of
identifying potential City-owned properties and facilities for
future wireless communication facilities and advanced
metering infrastructure equipment.
L9.12.1 Coordinate with regional utility providers on
activities that would impact their infrastructure
and right-of-way.
City of Palo Alto
Utilities
R $O Utilities, Planning and Public Works Departments coordinate
with regional utility providers on activities that impact the
City’s infrastructure and right of way to ensure they are in
compliance with local ordinances and policies.
L10.1.1 Relocate the terminal building away from the
Runway 31 clear zone and closer to the hangars,
allowing for construction of a replacement
terminal.
Department of
Public Works
L $$$O The Airport is requesting FAA funding for an Airport Layout
Plan (ALP) update. The relocation of the Airport Terminal
building will be studied during the update.
L10.1.2 Update the Airport Layout Plan in accordance with
Federal Aviation Administration requirements, as
needed, while ensuring conformance with the
Baylands Master Plan to the maximum extent
feasible.
Department of
Public Works
M $$$O The Airport is requesting FAA funding for an Airport Layout
Plan (ALP) update. The relocation of the Airport Terminal
building will be studied during the update.
L10.1.3 Identify and pursue funding to address
maintenance, safety and security improvements
needed at PAO.
Department of
Public Works
R $O This program is ongoing. There are no updates to report at
this time.
L10.3.1 Establish and implement a system for processing,
tracking and reporting noise complaints regarding
local airport operations on an annual basis,
Department of
Public Works
S $$O Since the City began tracking complaints in 2014, the Annual
Aircraft Noise Complaints Report is completed each January
and submitted to City Council.
Goal L-10: Maintain an economically viable local airport with minimal environmental impacts.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 11 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
L10.3.2 Work with the airport to pursue opportunities to
enhance the open space and habitat value of the
airport. These include:
Maintaining native grasses;
Reconstructing levees to protect the airport from
sea level rise while enhancing public access and
habitat conservation; and
Evaluating the introduction of burrowing owl
habitat.
This program is subject to federal wildlife hazard
requirements and guidelines for airports.
Community Services
Department
R $$P A horizontal levee pilot project in the Baylands is in the
design phase (30%). The horizontal levee provides added
flood protection, and if the pilot is successful it could be
expanded.
Public Works has secured grant funding to continue this
project to 60% design and will start this next phase in 2021.
L10.4.1 Continue to provide a bicycle/pedestrian path
adjacent to Embarcadero Road, consistent with the
Baylands Master Plan and open space character of
the baylands subject to federal and State airport
regulations.
Planning and
Development
Services & Office of
Transportation
R $O The Public Works Department has secured grant funding to
continue this project to 60% design and will start this next
phase in 2021.
T1.2.1 Create a long-term education program to change
the travel habits of residents, visitors, shoppers,
and workers by informing them about
transportation alternatives, incentives, and
impacts. Work with the PAUSD and with other
public and private interests, such as the Chamber
of Commerce and Commuter Wallet partners, to
develop and implement this program.
Office of
Transportation
R $P Will likely be part of Sustainability and Climate Action Plan
(S/CAP) implementation if approved by Council.
T1.2.2 Advocate for improved connectivity to transit to
serve workers who live in the South Bay and work
in Palo Alto.
Office of
Transportation
R $PC This is an ongoing effort by city staff and council members
appointed to various boards and commissions.
Goal T-1: Create a sustainable transportation system, complemented by a mix of land uses, that emphasizes walking, bicycling, use of public transportation, and other methods to reduce
greenhouse gas emissions and the use of single occupancy motor vehicles.
Transportation Element
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
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Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
T1.2.3 Formalize TDM requirements by ordinance and
require new developments above a certain size
threshold to prepare and implement a TDM plan to
meet specific performance standards. Require
regular monitoring/reporting and provide for
enforcement with meaningful penalties for non-
compliance. The ordinance should also:
Establish a list of effective TDM measures that include transit
promotion, prepaid transit passes, commuter checks, car sharing,
carpooling, parking cash-out, bicycle lockers and showers, shuttles to
Caltrain, requiring TMA membership and education and outreach to
support the use of these modes.
Allow property owners to achieve reductions by contributing to
citywide or employment district shuttles or other proven transportation
programs that are not directly under the property owner’s control.
Provide a system for incorporating alternative measures as new ideas
for TDM are developed.
Establish a mechanism to monitor the success of TDM measures and
track the cumulative reduction of peak hour motor vehicle trips. TDM
measures
should at a minimum achieve the following: reduction in peak hour
motor vehicle trips, with a focus on single-occupant vehicle trips.
Reductions should be based on the rates included in the Institute of
Transportation Engineers’ Trip Generation Manual for the appropriate
land use category and size:
•45 percent reduction in the Downtown district
•35 percent reduction in the California Avenue area
•30 percent reduction in the Stanford Research Park
•30 percent reduction in the El Camino Real Corridor
•20 percent reduction in other areas of the city
Require new development projects to pay a Transportation Impact Fee
for all those peak-hour motor vehicle trips that cannot be reduced via
TDM measures. Fees collected would be used for capital improvements
aimed at reducing vehicle trips and traffic congestion.
Ensure a stable, sustained funding source to support implementation
of TDM measures.
Office of
Transportation
S $PC Partially implemented due to SB743 (Level of Service -to-
Vehicle Miles Travel) implementation. Completion of this
task is expected in FY22.
T1.2.4 Evaluate the performance of pilot programs
implemented by the Palo Alto Transportation
Management Association and pursue expansion
from Downtown to California Avenue and other
areas of the city when appropriate.
Office of
Transportation
IP $O Quarterly reports and annual survey evaluate the
Transportation Management Association (TMA) with Office
of Transportation oversight. Council expanded use of City
funds to include Cal Ave business district in 2020 following
successful 2019 pilot program.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 13 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
T1.2.5 Site City facilities near high-capacity transit and
revise existing regulations, policies, and programs
to encourage telecommuting, satellite office
concepts, and work-at-home options.
Planning and
Development
Services, Office of
Transportation &
Human Resources
Department
R $O Given the 2020 COVID-19 pandemic, polices regarding
eligibility of remote work based on classification have given
way to evaluation of eligibility based on federal, state, and
county guidance on how to best prevent the spread of
COVID-19 and the imposition or remote work where
possible. in 2021, staff will explore the future of
telecommuting and other strategies for the City's work force.
T1.2.6 Pursue full participation of Palo Alto employers in
the TMA.
Planning and
Development
Services & Office of
Transportation
R $$O Where appropriate, Planning and Development Services
includes Transportation Management Association (TMA)
membership in development conditions. The TMA conducts
ongoing outreach to employers, and the TMA's mode shift
survey now doubles as an outreach tool.
T1.3.1 Develop an electric vehicle promotion program
that identifies policy and technical issues, barriers
and opportunities to the expansion of electric
vehicles.
Office of
Sustainability
M $$O This program is ongoing in conjunction with City of Palo Alto
Utilities Department and Office of Transportation.
T1.3.2 Use low-emission vehicles for the Palo Alto Free
Shuttle and work with transit providers, including
SamTrans and VTA, to encourage the adoption of
electric, fuel cell or other zero emission vehicles.
Also work with private bus and shuttle providers,
delivery companies, and ride services.
Office of
Transportation
M $$$P The 2020 Crosstown Shuttle vendor used CNG vehicles.
COVID-19 pandemic budget constraints led to the
suspension of the Palo Alto Shuttle in mid-2020. Staff will
consider cleaner vehicle types when shuttle service resumes.
T1.4.1 Update the Zoning Code to ensure compatibility
with the electric vehicle infrastructure
requirements.
Planning and
Development
Services
IP $O During FY 20-21, Planning and Transportation Commission
recommended and Council approved zoning code
amendments to adjust parking regulations including
supporting electric vehicles
T1.4.2 Periodically review requirements for electric and
plug- in vehicle infrastructure in new construction.
Consider and periodically review requirements for
electric and plug-in infrastructure for remodels.
Consider costs to the City, including identifying
payment options.
Office of
Sustainability
R $O This program is ongoing in conjunction with City of Palo Alto
Utilities Department.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 14 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
T1.6.1 Collaborate with transit providers, including
Caltrain, bus operators and rideshare companies,
to develop first/last mile connection strategies that
boost the use of transit and shuttle service for local
errands and commuting.
Office of
Transportation
S $P Micromobility pilot delayed due to public health orders
preventing community engagement events required to
launch new services.
T1.6.2 Continue to work with Caltrain, Amtrak, and public
bus operators to expand bicycle storage on public
transit vehicles and at transit hubs during both
peak and off-peak hours.
Office of
Transportation
IP $O This program is ongoing. There are no updates to report at
this time.
T1.11.1 Collaborate with Stanford University, VTA, Caltrain
and other agencies to pursue improvements to the
Palo Alto Transit Center area aimed at enhancing
pedestrian experience and improving circulation
and access for all modes, including direct access to
El Camino Real for transit vehicles.
Office of
Transportation
IP $$$O A signage and striping project for the University Ave Circle is
on hold due to the COVID-19 pandemic. In the long term, a
Downtown Coordinated Area Plan is needed to address this
program.
T1.11.2 In collaboration with Caltrain and Stanford
Research Park, pursue expansion of service to the
California Avenue Caltrain Station and creation of
an enhanced transit center at the Station, including
connections to VTA bus service, the Palo Alto Free
Shuttle, the Marguerite, and other private shuttles
serving the Research Park.
Office of
Transportation
M $$$O This program is ongoing. There are no updates to report at
this time.
T1.12.1 Strongly recommend that VTA maintain existing
service and coverage levels in Palo Alto.
Office of
Transportation
IP $O Ongoing effort by Council members on VTA Committees and
City staff. VTA's 2021 Transit Service Plan is paused due to
public health orders limiting bus capacity to accommodate
physical distancing.
T1.12.2 Work with VTA to expand VTA express bus service
routes to serve the Stanford Research Park,
California Avenue, Stanford University, and
Downtown.
Office of
Transportation
S $$O VTA’s 2020 New Service Plan asked companies to subsidize
express bus service. SRP and VMWare support four of five
routes that terminate in Palo Alto.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 15 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
T1.12.3 Work with VTA to study the feasibility of, and if
warranted provide, traffic signal prioritization for
buses at Palo Alto intersections, focusing first on
regional transit routes. Also, advocate for bus
service improvements on El Camino Real such as
queue jump lanes and curbside platforms.
Office of
Transportation
S $$O Ongoing coordination with the regional Dumbarton Forward
project to incorporate transit signal priority throughout the
Dumbarton corridor to the Palo Alto Transit Center. The
MOU and cooperative agreement for this project were
reviewed by City Council (staff report #11709).
T1.13.1 Investigate a pilot program to subsidize a taxi,
rideshare, or transit program for Palo Altans to get
to/from downtown, including offering education
and incentives to encourage users.
Office of
Transportation
M $O A trial program for downtown workers began in April 2016
via the Transportation Management Association (TMA). The
TMA continues to subsidize ridesharing and transit for
downtown service workers.
T1.14.1 Evaluate the shuttle system in collaboration with
community members, people with special needs,
and PAUSD to: § Evaluate current routes and
ridership; Identify potential service
improvements, including new or modified routes;
expanded schedules that accommodate daytime,
evening, and weekend demand; facilitating transit
connections, and improvements to the safety and
appearance of shuttle stops;
Explore partnerships with other services that
could complement and supplement the Palo Alto
Shuttle;
Develop clear and engaging materials to explain
and promote shuttle use with the purpose of
reducing barriers to use; and
Establish a schedule for regular evaluation and
reporting to optimize shuttle system use and
effectiveness.
Office of
Transportation
IP $$$O The most recent analysis was performed in 2016. A new
vendor for Crosstown shuttle began in January 2020, but
service was cancelled due to health order-induced low
ridership and budget cuts to the program. If the City receives
a grant, a flex shuttle option will be brought to Council. In
addition, OOT hired a shuttle/parking manager in March
2020; this person will lead these efforts.
T1.16.1 Continue regular surveys of bicycle use across the
city, by collecting bicycle counts on important and
potential bicycle corridors.
Office of
Transportation
IP $$O Ongoing as part ofCity of Palo Alto's Bicycle + Pedestrian
Transportation Plan (BPTP) implementation.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 16 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
T1.16.2 Consider marketing strategies such as a recurring
Palo Alto Open Streets program of events,
potentially in coordination with local business
groups, which would include street closures and
programming.
Office of
Transportation
M $P During 2020, due to the COVID-19 pandemic, the Summer
Streets/Uplift Local program used parklets, parking lots, and
street closures to support local business.
T1.16.3 Encourage private schools to develop Walk and
Roll Maps as part of Transportation Demand
Management strategies to reduce vehicle trips.
Office of
Transportation
IP $O This is an ongoing effort, Gideon Hausner Jewish Day School
developed their own map in 2014.
T1.16.4 Participate in local and regional encouragement
events such as Palo Alto Walks and Rolls, Bike to
Work Day, and Bike Palo Alto! that encourages a
culture of bicycling and walking as alternatives to
single occupant vehicle trips.
Office of
Transportation
M $O Coordination with City staff and various event sponsors are
ongoing.
T1.19.1 Adjust the street evaluation criteria of the City's
Pavement Management Program to ensure that
areas of the road used by bicyclists are maintained
at the same standards as, or at standards higher
than, areas used by motor vehicles. Include bicycle
and e-bike detection in intersection upgrades.
Department of
Public Works
M $O City-wide street surveys are completed biennially and
include pavement inspections of bike lanes and bike
boulevards. Installation of video detection equipment is
included with street maintenance projects when
appropriate.
T1.19.2 Prioritize investments for enhanced pedestrian
access and bicycle use within Palo Alto and to/from
surrounding communities, including by
incorporating improvements from related City
plans, for example the 2012 Bicycle + Pedestrian
Transportation Plan and the Parks, Trails & Open
Space Master Plan, as amended, into the Capital
Improvements Program.
Department of
Public Works
IP $$$O This program is ongoing. There are no substantial actions to
report at this time.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 17 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
T1.19.3 Increase the number of east-west pedestrian and
bicycle crossings across Alma Street and the
Caltrain corridor, particularly south of Oregon
Expressway.
Department of
Public Works
L $$$O This program is ongoing. There are no substantial actions to
report at this time.
T1.19.4 Encourage the use of bike sharing, and the
provision of required infrastructure throughout
Palo Alto, especially at transit stations and stops,
job centers, community centers, and other
destinations.
Office of
Transportation
IP $P Micromobility pilot delayed due to public health orders
preventing community engagement events required to
launch new services.
T1.19.5 Improve amenities such as seating, lighting, bicycle
parking, street trees, public art, and interpretive
stations along bicycle and pedestrian paths and in
City parks to encourage walking and cycling and
enhance the feeling of safety.
Office of
Transportation &
Department of
Public Works
IP $$$O There are no substantial actions to report at this time.
Ongoing as opportunities arise.
T1.22.1 Collect, analyze and report transportation data
through surveys and other methods on a regular
basis. Track progress on build-out of the 2012
Bicycle + Pedestrian Transportation Plan network.
Office of
Transportation
R $$O This program is ongoing. There are no updates to report at
this time.
T1.25.1 As part of the effort to reduce traffic congestion,
regularly evaluate the City’s current Transportation
Impact Fee and modify as needed to implement
transportation infrastructure improvements.
Modifications to the impact fee program should be
structured in keeping with the City’s desire to
require new development to reduce peak hour
motor vehicle contributions to the provision of
transit services, shuttles, carpool/ rideshare
incentives, and similar programs.
Office of
Transportation
IP $C Transportation Impact Fee (TIF) update was approved by City
Council in 2019.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 18 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
T1.26.1 In collaboration with regional agencies and
neighboring jurisdictions, identify and pursue
funding for rail corridor improvements and grade
separation.
Office of
Transportation
S $O Connecting Palo Alto process is in progress for grade
separation for at-grade crossings along Caltrans corridor. City
will pursue Measure B funds, Federal and State funding
available for such projects. Also City staff is collaborating
with Caltrain, Caltrans and have successfully secured Section
130 Federal Rail-Highway funding for safety improvements
on Churchill Av. at-grade crossing.
T2.1.1 Implement computerized traffic management
systems to improve traffic flow when feasible.
Office of
Transportation
IP $$O This program is ongoing. There are no updates to report at
this time.
T2.1.2 Implement a program to monitor, coordinate, and
optimize traffic signal timing a minimum of every
two years along arterial and residential arterial
streets.
Office of
Transportation
IP $$O This program is ongoing. There are no updates to report at
this time.
T2.2.1 Work in partnership with the Palo Alto TMA and
Stanford University to aggregate data and realize
measurable reductions in single-occupant vehicle
commuting to and from Downtown and in the
Stanford Research Park.
Office of
Transportation
IP $O This program is ongoing. There are no updates to report at
this time.
T2.3.1 When adopting new CEQA significance thresholds
for VMT for compliance with SB 743 (2013), adopt
standards for vehicular LOS analysis for use in
evaluating the consistency of a proposed project
with the Comprehensive Plan, and also explore
desired standards for MMLOS, which includes
motor vehicle LOS, at signalized intersections.
Office of
Transportation
S $$P The Vehicle Miles Travel (VMT) compliance study is
completed. The Level of Service (LOS) standards will be
revisited.
Goal T-2: Decrease delay, congestion, and vehicle miles travelled with a priority on our worst intersections and our peak commute times, including school traffic.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
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Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
T2.4.1 Revise protocols for reviewing office, commercial,
and multi-family residential development
proposals to evaluate multimodal level of service
and identify gaps in the low stress bicycle and
pedestrian network.
Office of
Transportation
S $P Methodologies for Multimodal Level of Service (MMLOS) are
neither standardized nor widely used. Level of stress analysis
of the bicycle and pedestrian network is anticipated in the
FY22 update of the Bicycle and Pedestrian Transportation
Plan. This analysis will inform development review by staff.
T3.5.1 Continue to use best practices in roadway design
that are consistent with complete streets principles
and the Urban Forest Master Plan, focusing on
bicycle and pedestrian safety and multi-modal
uses. Consider opportunities to incorporate best
practices from the National Association of City
Transportation Officials guidelines for urban streets
and bikeways, tailored to the Palo Alto context.
Office of
Transportation &
Department of
Public Works
S $$O Practices and details are being developed or piloted during
design of Capital Improvement Projects.
T3.5.2 Establish procedures for considering the effects of
street design on emergency vehicle response time.
Department of
Public Works & Palo
Alto Police
Department & Palo
Alto Fire
Department
R $O Input given when requested from the City. There are no
substantial actions to report at this time.
T3.10.1 Support increased public transit, traffic
management and parking solutions to ensure safe,
convenient access to and from the Stanford
Shopping Center/ Medical Center area.
Office of
Transportation
R $O This program is ongoing. The Quarry Road Extension is a
potential project with regional transit benefits.
T3.10.2 Implement and monitor Development Agreement
traffic mitigations at Stanford Medical Center.
Office of
Transportation
IP $O This program is ongoing lead by Planning Department with
Office of Transportation support as needed.
Goal T-3: Maintain an efficient roadway network for all users.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 20 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
T3.10.3 Provide safe, convenient pedestrian, bicycle, and
transit connections between the Stanford Shopping
Center/Medical Center areas and housing along
the Sand Hill Road/Quarry Road corridors to Palo
Alto Transit Center, Downtown Palo Alto, and
other primary destinations.
Office of
Transportation
R $$$P The Quarry Rd re-striping and path to Transit Center are
recent projects. The Quarry Road Extension is a future
project that will reduce transit travel time.
T3.10.4 Pursue extension of Quarry Road for transit,
pedestrians and bicyclists to access the Palo Alto
Transit Center from El Camino Real. Also study the
feasibility of another pedestrian and bicycle
underpass of Caltrain at Everett Street.
Office of
Transportation
M $$P The Legal department reviewing land entitlements for right
of way determination prior to beginning of any design work
for transit access. Bike and Ped improvements to El Camino
Real have been implemented.
T3.15.1 Undertake studies and outreach necessary to
advance grade separation of Caltrain to become a
“shovel ready” project and strongly advocate for
adequate State, regional, and federal funding for
design and construction of railroad grade
separations.
Office of
Transportation
S $$$O The Connecting Palo Alto project is ongoing. The initial step
for the selection of alternative for each crossing location is in
process through Expanded Community Advisory Panel that is
planned to wrap up in early 2021.
T3.15.2 Conduct a study to evaluate the implications of
grade separation on bicycle and pedestrian
circulation.
Office of
Transportation
S $$O Ongoing as part of T3.15.2
T3.17.1 Complete a Palo Alto Avenue crossing study to
identify potential near-term safety and accessibility
improvements.
Office of
Transportation
S $$P This might be included as a part of the Downtown CAP study.
T3.17.2 Work with Caltrain to ensure that the rail tracks are
safe and secure with adequate fencing and
barriers.
Office of
Transportation
S $$O The project for safety improvements on Churchill Av. at-
grade crossings is currently in progress.
T4.2.1 Periodically evaluate residential areas for traffic
impacts and use the results of that evaluation to
prioritize traffic calming measures.
Office of
Transportation
IP $$O This is an ongoing effort. The current project in Crescent
Park.
Goal T-4: Protect local streets that contribute to neighborhood character and provide a range of local transportation options.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 21 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
T4.4.1 Use landscaping and other improvements to
establish clear “gateways” at the points where the
Oregon Expressway, University Avenue and
Embarcadero Road transition from freeways to
neighborhoods.
Department of
Public Works
L $$$O This is an ongoing effort. There are no substantial actions to
report at this time.
T5.1.1 Evaluate the need to update parking standards in
the municipal code, based on local conditions,
different users’ needs and baseline parking need.
Allow the use of parking lifts for Office/R&D and
multifamily housing as appropriate.
Planning and
Development
Services
S $PC The parking standards were updated along with the Electric
Vehicle ordinance.
T5.1.2 Consider reducing parking requirements for retail
and restaurant uses as a way to encourage new
businesses and the use of alternative modes.
Planning and
Development
Services
M $P Work on this has not commenced yet, though the City has
allowed use of parking spaces temporarily to enable parklets
in the Right Of Ways and outdoor business on private
parking lots.
T5.1.3 Work with stakeholders in each commercial center
and employment district to monitor conditions and
determine the appropriate timing for revisions to
parking requirements.
Planning and
Development
Services
M $P Work has not commenced yet.
T5.1.4 Study the feasibility of unbundled parking for
office, commercial, and multi-family residential
developments (including senior housing
developments) that are well- served by transit and
demonstrated walking and biking connections.
Planning and
Development
Services
S $P Work has not commenced yet.
T5.1.5 Consider reducing parking requirements for multi-
family uses as a way to encourage new multi-family
housing and the use of alternative modes, where
reduction in parking would not impact the
neighborhood.
Planning and
Development
Services
S $C Code updates including parking requirement reductions for
multi family housing projects was completed in April 2020.
City allowed temporary use of parking space for parklets in
ROW and dining on private lots.
Goal T-5: Encourage attractive, convenient, efficient and innovative parking solutions for all users.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 22 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
T5.2.1 Use technology to help identify parking availability
and make it easy to pay any parking fees.
Office of
Transportation
S $$$O This is an ongoing program, no updates to report at this
time.
T5.2.2 Study and implement pricing strategies for public
parking in commercial districts, taking into
consideration both employee parking demand and
the needs of retailers and customers. Use pricing to
encourage short term parking on street, long term
parking in parking garages, and the use of
alternative modes of transportation
Office of
Transportation
IP $$O This is an ongoing program, no updates to report at this
time.
T5.2.3 Implement Council-adopted recommendations
from the parking management study for the
Downtown area, which address the feasibility of
removing color- coded parking zones, and dynamic
pricing and management policies to prioritize short-
term parking spaces closest to the commercial core
for customers, garage parking for employees, and
neighborhood parking for residents.
Office of
Transportation
S $$$O This is an ongoing program, no updates to report at this
time.
T5.4.1 Explore incentives to encourage privately initiated
shared parking among individual property owners
when developments have excess parking that can
be available for other businesses to use.
Office of
Transportation
S $P There are no substantial actions to report at this time.
T5.8.1 Study the feasibility of retrofitting City-owned
surface parking lots to implement best
management practices for stormwater
management and urban heat island mitigation,
including green infrastructure, permeable
pavement and reflective surfaces.
Department of
Public Works
S $$O Staff submited a grant application in 2020 to retrofit an
existing parking lot, and anticipates that the grant will be
approved in 2021.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 23 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
T5.8.2 Identify incentives to encourage the retrofit of
privately owned surface parking areas to
incorporate best management practices for
stormwater management and urban heat island
mitigation as well as incentives for the provision of
publicly accessible pavement and reflective
surfaces.
Department of
Public Works
S $O This is an ongoing program, no updates to report at this
time.
T5.8.3 Update City requirements regarding trees and
other landscaping that capture and filter
stormwater within surface parking lots to take
advantage of new technology.
Department of
Public Works
R $O This is an ongoing program.There are no substantial actions
to report at this time.
T5.11.1 Coordinate with neighborhood groups and local
businesses and other stakeholders to evaluate the
need for a residential parking permit program in
areas without existing programs.
Office of
Transportation
S $$O This is an ongoing program, no updates to report at this
time.
T5.12.1 Work with employers, merchants, schools, and
community service providers, to identify ways to
provide more bicycle parking, including e-bike
parking with charging stations, near existing shops,
services and places of employment.
Office of
Transportation
R $O This is an ongoing program via 311 requests for parking in
the public Right-of-Ways and through coordination with the
Safe Routes to School program.
T5.12.2 Install secure electronic bike lockers such as the
BikeLink system, at high theft locations, including
transit stations and parking garages.
Office of
Transportation
M $$P Work has not commenced yet.
T5.12.3 Assess the need to provide additional bicycle
parking in City-owned parking lots and rights-of-
way.
Office of
Transportation
M $$O This is an ongoing program via 311 requests for parking in
the public Right-of-Ways.
Goal T-6: Provide a safe environment for motorists, pedestrians, and bicyclists on Palo Alto streets.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 24 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
T6.1.1 Follow the principles of the safe routes to schools
program to implement traffic safety measures that
focus on Safe Routes to work, shopping,
downtown, community services, parks, and
schools, including all designated school commute
corridors.
Office of
Transportation
R $$O This is an ongoing program, no updates to report at this
time.
T6.1.2 Develop, distribute and aggressively promote maps
and apps showing safe routes to work, shopping,
community services, parks and schools within Palo
Alto in collaboration with stakeholders, including
PAUSD, major employers, TMAs, local businesses
and community organizations.
Office of
Transportation
IP $$O This is an ongoing program. School Walk and Roll Maps are
updated as needed. Walk and Roll to Libraries maps has
been updated in 2018.
T6.1.3 Address pedestrian safety along Alma Street
between Embarcadero Road and Lytton Street.
Office of
Transportation
S $$P Work has not commenced yet.
T6.1.4 Address pedestrian safety on shared-use paths
through the use of signs, pavement markings, and
outreach to users, encouraging them to be safe
and courteous.
Office of
Transportation
R $O This is an ongoing program, no updates to report at this
time.
T6.2.1 Regularly collect severity and location data on
roadway collisions for all modes of travel, including
fatalities and severe injuries, and use this data to
make roadway design decisions. In collaboration
with Santa Clara County, develop an up-to-date,
public database for this information.
Office of
Transportation
R $$O The Santa Clara County is working on updating its database
and training users.
T6.4.1 Consider the Adopted School Commute Corridors
Network and adopted “Walk and Roll” maps when
reviewing development applications and making
land use and transportation planning decisions.
Incorporate these requirements into City code
when feasible.
Office of
Transportation
R $O This is an ongoing program, no updates to report at this
time.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 25 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
T6.4.2 Establish standards and procedures for maintaining
safe bicycling routes, including signage for
warnings and detours during construction projects.
Office of
Transportation
IP $C The Traffic Control Plan Guidelines was updated in 2016 and
regularly reviewed.
T6.4.3 In collaboration with PAUSD, provide adult crossing
guards at school crossings that meet established
warrants.
Office of
Transportation
S $$O This is an ongoing program, no updates to report at this
time.
T6.6.1 Periodically evaluate safety on roadways and at
intersections and enhance conditions through the
use of signal technology and physical changes.
Consider the construction of traffic circles for
improved intersection safety.
Office of
Transportation
R $$$O This is an ongoing program, no updates to report at this
time.
T6.6.2 Continue to provide educational programs for
children and adults, in partnership with community-
based educational organizations, to promote the
safe walking and safe use of bicycles, including the
City-sponsored bicycle education programs in the
public schools and the bicycle traffic school
program for juveniles.
Office of
Transportation
R $$O This is an ongoing program, no updates to report at this
time.
T6.6.3 Work with PAUSD and employers to promote
roadway safety for all users, including motorized
alternatives to cars and bikes such as mopeds and
e-bikes, through educational programs for children
and adults.
Office of
Transportation
R $$O This is an ongoing program, no updates to report at this
time.
T6.6.4 Complete a mobility and safety study for
downtown Palo Alto, looking at ways to improve
circulation and safety for all modes.
Office of
Transportation
M $$P Work has not commenced yet.
T6.6.5 Identify and construct safety improvements for
pedestrian underpasses, including on Embarcadero
Road.
Office of
Transportation
L $$$P Work has not commenced yet.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 26 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
T6.6.6 Improve pedestrian crossings by creating protected
areas and better pedestrian and traffic visibility.
Use a toolbox including bulb outs, small curb radii,
high visibility crosswalks, and landscaping.
Office of
Transportation
R $$$O This is an ongoing program, no updates to report at this
time.
T6.6.7 Establish a program to educate residents to keep
sidewalks clear of parked cars, especially on narrow
local streets in neighborhoods with rolled curbs.
Survey for compliance annually.
Office of
Transportation
M $$P Work has not commenced yet. A rolled curb parking flyer is
available on the City website.
T6.7.1 Evaluate the performance of safety improvements
and identify methods to encourage alternative
transportation modes.
Office of
Transportation
R $O This is an ongoing program, no updates to report at this
time.
T7.1.1 Expand transportation opportunities for transit-
dependent riders by supporting discounts for taxi
fares, rideshare services, and transit, by
coordinating transit systems to be shared by
multiple senior housing developments, and by
maintaining a database of volunteer drivers, and
other transit options.
Office of
Transportation
M $$P Work has not commenced yet.
T7.1.2 Coordinate with social service agencies and transit
agencies to fill gaps in existing transportation
routes and services accessible to transit-dependent
riders no matter their means and design new bus
routes that enable them to access those services.
Office of
Transportation
R $$$O Due to the COVID-19 pandemic, free shuttle service was
cancelled. If awarded grant funds, staff will introduce an on-
demand transit service in FY22. Fare discounts will be
available.
T7.1.3 Pursue expanded evening and night time bus
service to enhance mobility for all users during off-
peak times.
Office of
Transportation
R $P This program is unlikely to be pursued with VTA's 2021 New
Service Plan.
Goal T-7: Provide mobility options that allow people who are transit dependent to reach their destinations.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 27 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
T8.1.1 Continue to participate in regional efforts to
develop technological solutions that make
alternatives to the automobile more convenient.
Office of
Transportation
R $O Projects like Dumbarton Forward a MTC/AC Transit Travel
Time improvement Project, PASS Project, and Manager’s
Mobility Partnership address this.
T8.3.1 Advocate for provision of a new southbound
entrance ramp to Highway 101 from San Antonio
Road, in conjunction with the closure of the
southbound Charleston Road on-ramp at the
Rengstorff Avenue interchange in Mountain View.
Office of
Transportation
S $O At present VTA is leading work effort to identify project
alternatives and define scope of upcoming analysis.
T8.7.1 Work with regional transportation providers to
improve connections between Palo Alto and the
San Francisco International Airport and Norman Y.
Mineta San Jose International Airport.
Office of
Transportation
R $P Work has not commenced yet.
T8.8.1 Identify and improve bicycle connections to/from
neighboring communities in Santa Clara and San
Mateo counties to support local trips that cross city
boundaries. Also advocate for reducing barriers to
bicycling and walking at freeway
interchanges,expressway intersections, and
railroad grad crossings.
Office of
Transportation
IP $$$O This is an ongoing project. Peninsula Bikeway signage was
installed in 2018. Adobe Creek Bridge will be completed in
Summer of 2021. Newell Bridge project has expected
completion date in 2023. Class 1 or Class 4 bicycle facilities
will be included in the reconstruction of the 101/San Antonio
interchange. City staffhas provided a support letter for East
Palo Alto's grant application to build a bicycle/pedestrian
overcrossing of 101 at University Av..
Goal N-1: Protect, conserve and enhance Palo Alto’s citywide system of open space, including connected and accessible natural and urban habitats, ecosystems, and natural resources, providing
a source of public health, natural beauty and enjoyment for Palo Alto residents.
Goal T-8: Influence the shape and implementation of regional transportation policies and technologies to reduce traffic congestion and greenhouse gas emissions.
Natural Environment Element
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 28 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
N1.1.1 Develop Comprehensive Resource Conservation
Plans for the Pearson Arastradero Preserve, Esther
Clark Preserve, and Foothills Park to steward the
protection of local ecosystems.
Community Services
Department
S-M $$$P The conservation plan for the Baylands Nature Preserve is
currently under CEQA review. Once the Baylands
conservation plan is complete, staff will begin work on the
plan for Foothills Park, Pearson Arastradero and Esther Clark
Park.
N1.1.2 Promote and support ecosystem protection and
environmental education programs in Palo Alto
and neighboring school districts.
Community Services
Department
S $O Palo Alto Open Space partners with Grassroots Ecology and
Save the Bay (volunteer-based habitat restoration
organizations) to provide over 50 habitat restoration
programs in our open space preserves each year. Last year
we had 3,981 volunteer hours for a total of 11,841 volunteer
hours.
N1.3.1 Work to maintain Williamson Act agricultural
preserve contracts within the City.
Planning and
Development
Services
S $O The parcels under Williamson Act contract are reviewed by
the City Council every year and extended for an additional
one year term if the property owners choses to continue it.
N1.3.2 Provide information and support programs that
encourage residents to enhance their private yards
with native plant species and low impact
landscaping.
Department of
Public Works /
Urban Forestry
Department
R $$O The South Palo Alto Tree Planting Initiative is ongoing.
Funding is provided to the non-profit organization Canopy to
plant native and/or climate adapted trees on private
properties. Each tree is inventoried on the open source
platform so that it can be monitored.
N1.4.1 Periodically review California Environmental
Quality Act (CEQA) thresholds of significance
regarding special status species to identify changes
in listed species recommended by professionally
recognized scientific experts.
Planning and
Development
Services
R $O This is an ongoing program, no updates to report at this
time.
N1.4.2 Explore the feasibility of expanding the use of
overlay tools such as the Site and Design (D)
Review Combining District or similar development
review and restriction tools to protect special-
status species and theirhabitats from development.
Planning and
Development
Services
M $$P Work has not commenced yet.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 29 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
N1.4.3 Assess opportunities to expand habitats of special
– status species within publicly-owned open
spaces.
Community Services
Department
R $$P Work has not commenced yet, but The Baylands
Conservation Plan, which is currently under CEQA review,
provides some analysis on habitat improvement in the
Baylands Nature Preserve.
N1.5.1 Maintain the value of local wetlands as habitats by
ensuring adequate flow from the Bay and
minimizing effluent.
Community Services
Department
R $P Work has not commenced yet. The Baylands Conservation
Plan includes a recommendation to improve tidal flow to the
Renzel Marsh.
N1.6.1 Continue to coordinate City review, particularly by
Planning, Public Works and Community Services
Departments, of projects that might impact the
City’s foothills and hillside areas.
Planning and
Development
Services
R $$O This is an ongoing program, no updates to report at this
time.
N1.7.1 Examine and improve existing management
practices, including the provision of access to open
space for City vehicles and equipment, to ensure
that natural resources are protected.
Community Services
Department
R $$O Open Space staff are careful to only utilize vehicles and
equipment where necessary and with an intent to protect
the natural resources.
N1.7.2 Protect wildlife in public open space areas by
improving litter collection, restricting the use of
non- recyclable plastics, prohibiting the feeding of
wild, feral and stray animals in open space, and
enforcing dog leash laws.
Community Services
Department
R $O Feeding wild, feral, and stray animals in Open Space was
prohibited on June 9, 2014. Litter collection is accomplished
through staff and volunteers. Rangers enforce the dog leash
laws. Additional measures are put in place at Foothills Park
in advance of its opening in December.
N1.7.3 Provide information about responsible behavior in
environmentally-sensitive areas through signage,
pamphlets and documents on the City’s website.
Community Services
Department
R $O The Rangers educate park visitors through signage,
interpretive programs, and information on the City webpage.
Additional signage and educational materials being used at
Foothills Park starting in December.
N1.7.4 Review and map existing easements and
maintenance roads for potential trails and trail
connections.
Community Services
Department
S $$P Work has not commenced yet.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 30 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
N1.10.1 Use City funds and seek additional sources of
funding, including State and federal programs, to
finance open space acquisition, maintenance or
conservation.
Community Services
Department
R $O This is an ongoing effort, no updates to report at this time.
N1.10.2 Create mechanisms to monitor, assess and respond
quickly to land acquisition opportunities that would
expand or connect the City’s system of parks and
open spaces, and establish a long-term funding
strategy for acquisition that would enable the City
to move quickly when opportunities arise.
Community Services
Department
S $$$O The City purchased a 0.64 acre property (3350 Birch St.,
which is adjacent to Boulware Park) in 2019. It was dedicated
as parkland on Feburary 10, 2020.
The Parks and Recreation Commission has created an Ad
Hoc committee focused on identifying funding opportunities
for parks, recreation and open space projects, including land
acquisitions.
N2.1.1 Explore ways to prevent and ameliorate damage to
trees and tree roots by above and below ground
infrastructure and buildings.
Department of
Public Works
R $O This is an ongoing program, no updates to report at this
time.
N2.2.1 Periodically update the UFMP and Tree Protection
Ordinance to ensure policies and regulations
remain relevant set leading standards for tree
health practices.
Department of
Public Works
R $$O This is an ongoing program, no updates to report at this
time.
N2.4.1 Promote landscape design that optimizes soil
volume, porosity, structure and health, as well the
location, shape and configuration of soil beds.
Planning and
Development
Services
M $O This is an ongoing task. Collaborative review with Urban
Forestry staff of major projects is conducted through
Architectural Review Board.
N2.7.1 Maintain and irrigate healthy trees in parks, open
space, parking lots, and City rights-of-way, while
identifying and replacing unhealthy trees in those
areas.
Department of
Public Works
S $$O This is an ongoing program, no updates to report at this
time.
N2.7.2 Continue to invest in the care, irrigation and
monitoring of street trees during drought
conditions.
Department of
Public Works
R $$O This is an ongoing program, no updates to report at this
time.
Goal N-2: A thriving urban forest that provides public health, ecological, economic, and aesthetic benefits for Palo Alto.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 31 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
N2.7.3 Actively pursue funding for tree planting to
increase canopy cover significantly across the city,
avoid a net loss of canopy at the neighborhood
level, and attain canopy size targets in parks, open
space, parking lots, and City rights-of-way.
Department of
Public Works
R $O This is an ongoing program, no updates to report at this
time.
N2.9.1 Increase awareness, severity and enforcement of
penalties for tree damage.
Department of
Public Works
M $O This is an ongoing program, no updates to report at this
time.
N2.9.2 Develop a program for using the City’s Urban
Forestry Fund to replace trees lost to public
improvement and infrastructure projects, with
replanting occurring onsite or as close to the
original site as is ecologically appropriate.
Department of
Public Works
M $$O This is an ongoing program, no updates to report at this
time.
N2.10.1 Continue to require replacement of trees, including
street trees lost to new development.
Planning and
Development
Services & Urban
Forestry
Department
R $O This is an ongoing requirement as part of the architectural
review and other development review processes.
Rreplacement trees are required to ensure ‘no net loss of
canopy’.
N2.10.2 As part of the update of the Tree and Landscape
Technical Manual, consider expanding tree
protections to include additional mature trees and
provide criteria for making site-specific
determinations of trees that should be protected.
Planning and
Development
Services & Urban
Forestry
Department
S $PC The Tree and Landscape Technical Manual has been
updated. Concurrently changes have been drafted to Title 8
of Palo Alto Municipal Code.
N2.10.3 Consider revisions to the appeals process to
increase transparency regarding tree removals and
expanded opportunities for community members
to appeal the removal of trees.
Planning and
Development
Services & Urban
Forestry
Department
L $$PC Changes to Palo Alto Municipal Code will initiate revisions to
the appeals process for tree removals.
N2.11.1 Develop a transparent and publicly accessible
street tree removal and replacement schedule.
Department of
Public Works
M $P There are no substantial actions to report at this time.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 32 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
N2.11.2 Develop a program to replace unhealthy public
trees over time.
Department of
Public Works
M $$O This is an ongoing program, no updates to report at this
time.
N2.12.1 Explore ways to leverage the fact that Palo Alto’s
urban forest alleviates climate change by capturing
and storing carbon dioxide.
Department of
Public Works
M $P There are no substantial actions to report at this time.
N2.13.1 Work with local nonprofits to establish one or
more tree planting programs that are consistent
with the UFMP, and rely on locally native, resilient
species. Review existing tree planting guidelines to
ensure they achieve these objectives.
Department of
Public Works
S $$PC There are no substantial actions to report at this time.
N2.13.2 Provide on-going education for City staff, residents,
and developers regarding landscape, maintenance,
and irrigation practices that protect the urban
forest and wildlife species.
Department of
Public Works
R $P There are no substantial actions to report at this time.
N2.13.3 Involve tree owners in tree maintenance programs.Planning and
Development
Services
R $O This is ongoing effort, no updates to report at this time.
N2.13.4 Cooperate with the Palo Alto Unified School
District, Stanford University, Caltrain, Caltrans,
Pacific Gas & Electric, and other public and private
entities to ensure that their tree planting, tree
removal, and maintenance practices are consistent
with City guidelines.
Department of
Public Works
R $P There are no substantial actions to report at this time.
Goal N-3: Conservation of both natural and channelized creeks and riparian areas as open space amenities, natural habitat areas, and elements of community design.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 33 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
N3.3.1 Update the Stream Corridor Protection Ordinance
to explore 150 feet as the desired stream setback
along natural creeks in open space and rural areas
west of Foothill Expressway. This 150-foot setback
would prohibit the siting of buildings and other
structures, impervious surfaces, outdoor activity
areas and ornamental landscaped areas within 150
feet of the top of a creek bank. Allow passive or
intermittent outdoor activities and pedestrian,
equestrian and bicycle pathways along natural
creeks where there are adequate setbacks to
protect the natural riparian environment. Within
the setback area, provide a border of native
riparian vegetation at least 30 feet along the creek
bank.
The update to the Stream Protection Ordinance
should establish:
Design recommendations for development or
redevelopment of sites within the setback,
consistent with basic creek habitat objectives and
significant net improvements in the condition of
the creek.
Conditions under which single-family property
and existing development are exempt from the 150-
foot setback
Appropriate setbacks and creek conservation
measures for undeveloped parcels.
Planning and
Development
Services
S $$P This program would be started in the next 3-5 years.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 34 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
N3.3.2 Examine the development regulations of the
Stream Corridor Protection Ordinance, with
stakeholder involvement to establish appropriate
setback requirements that reflect the varying
natural and channelized conditions along creeks
east of Foothill Expressway. Ensure that
opportunities to provide an enhanced riparian
setback along urban creeks as properties are
redeveloped or improved are included in this
evaluation.
Planning and
Development
Services
S $$P This program would be started in the next 3-5 years.
N3.3.3 For all creeks, update the Stream Corridor
Protection Ordinance to minimize impacts on
wildlife by:
Limiting the development of recreational trails to
one side of natural riparian corridors.
Requiring careful design of lighting surrounding
natural riparian corridors to maximize the distance
between nighttime lighting and riparian corridors
and direct lighting away from the riparian corridor.
Planning and
Development
Services
S $$PC The development of trails is outside the Department’s
purview. Lighting near riparian areas is reviewed as a part of
the CEQA process.
N3.4.1 Develop a community creek stewardship program
to promote existing creek clean-up days, organize
new events, and increase appreciation of riparian
corridors.
Department of
Public Works
M $$O A creek stewardship and education program was initiated
with Grassroots Ecology and creek clean-ups continue.
N3.6.1 Review and update the Grading Ordinance to
ensure that it adequately protects creeks from the
erosion and sedimentation impacts of grading.
Department of
Public Works
M $$PC Stormwater ordinance will be updated in 2022.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 35 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
N3.8.1 Work with the SCVWD to develop a maintenance,
restoration and enhancement improvement
program that preserves flood protection while
preserving riparian habitat, and identifies specific
stretches of corridor to be restored or daylighted,
standards to be achieved, and sources of funding.
Include provisions for tree and vegetation planting
to enhance natural habitat and shade cover.
Department of
Public Works
M $$PC Limited progress except for the work on the North Ventura
Coordinated Area Plan.
N3.8.2 Participate cooperatively in the JPA to achieve
increased flood protection, habitat preservation,
enhancement and improved recreational
opportunities along San Francisquito Creek.
Department of
Public Works
IP $O This is an ongoing program, no updates to report at this
time.
N4.2.1 Educate customers on efficient water use (indoor
and outdoor), tree care, and landscaping options.
City of Palo Alto
Utilities &
Department of
Public Works
R $O The City in partnership with Valley Water offers a suite of
water efficiency programs including landscape conversion
rebates, indoor and outdoor survey kits, graywater laundry
to landscape rebates and irrigation system rebates. The City
offers a variety of workshops on water efficiency and plant
care throughout the year.
N4.5.1 Study the supply and quality of local groundwater
aquifers to better understand their utility as
natural water storage.
City of Palo Alto
Utilities
S $C The Northwest County Recycled Water Strategic Plan,
completed in partnership with Valley Water, included a
characterization of hydrogeologic conditions in the region.
N4.5.2 Work with local public agencies to educate
residents regarding the public health, fire, and
overall quality of life risks associated with long-
term drought.
City of Palo Alto
Utilities
R $O The City engages in public outreach and provides
information on the City website about the importance of
making water conservation a way of life.
Goal N-4: Water resources and infrastructure that are managed to sustain plant and animal life, support urban activities, and protect public health and safety.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 36 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
N4.6.1 Encourage residents to use rain barrels or other
rainwater reuse systems.
Department of
Public Works
S $O Outreach, workshops and program updates were made in FY
20.
N4.7.1 Support and participate in the work of the SCVWD
to prepare a high-quality groundwater
management plan that will address groundwater
supply and quality, including, as appropriate:
An understanding of subsurface hydrology.
Strategies to reduce depletion.
Opportunities to recharge groundwater, including
through use of recycled water and extracted
groundwater.
Methods to ensure that uncontaminated, toxin-
free groundwater is used in a manner that benefits
the community, for example in irrigation of parks,
street cleaning, and dust suppression.
An approach to metering extracted groundwater.
Department of
Public Works
S $PC Parts of the goals are included in the Northwest County
Recycled Water Strategic Plan Groundwater Chapter
accepted by Council in February 2020.
More work on abilities to reuse groundwater will be analyzed
in the Urban Water Infrastructure Plan.
N4.7.2 Support the SCVWD and the Regional Water
Quality Control Board (RWQCB) to implement their
mandate to protect groundwater from the adverse
impacts of urban uses.
Department of
Public Works
S $O This is an ongoing program, no updates to report at this
time.
N4.7.3 Work with the SCVWD and RWQCB to identify and
map key groundwater recharge and stormwater
management areas for use in land use planning
and permitting and the protection of groundwater
resources.
Department of
Public Works
IP $PC Groundwater basin replenishment areas were determined in
the Northwest County Recycled Water Strategic Plan
Groundwater Chapter that was accepted by Council in
February 2020. Stormwater management areas are
identified in the Green Stormwater Infrastructure Plan.
N4.8.1 Research and promote new construction
techniques and recharge strategies developed to
reduce subsurface and surface water impacts and
comply withCity dewatering policies.
Department of
Public Works
IP $PC Monitoring the new construction techniques.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 37 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
N4.8.2 Explore appropriate ways to monitor all
excavations and other projects to ensure that
dewatering does not result in recharge into the
aquifer where needed.
Department of
Public Works
S $PC Monitoring the new construction techniques.
N4.10.1 Monitor and implement practices for reducing
water pollution. Examples include state-of-the-art
best management practices (BMPs), land use
planning approaches, and construction of modern
stormwater management facilities.
Department of
Public Works
R $$$O Stormwater ordinance will be updated in 2022.
N4.10.2 Continue public education programs on water
quality issues, including BMPs for residents,
businesses, contractors, and City employees.
Department of
Public Works
R $O This work continues via flyers, tabling, bill inserts, targeted
messages and the website.
N4.10.3 Implement swift and rigorous spill response,
cleanup, and follow-up investigation procedures to
reduce the impacts of toxic spills on the city’s
creeks and San Francisco Bay.
Department of
Public Works
R $$PC Stormwater ordinance will be updated in 2022.
N4.10.4 Increase monitoring and enforcement of existing
prohibitions on materials and practices known to
impact local water quality, such as use of copper, in
the design and construction industries.
Department of
Public Works
R $PC Stormwater ordinance will be updated in 2022.
N4.11.1 Evaluate neighborhoods where parking controls
may hinder street sweeping and recommend any
changes that are needed.
Department of
Public Works
M $PC There are no substantial actions to report at this time.
N4.12.1 Implement the City’s Integrated Pest Management
Policy with periodic assessments of pesticide use
and use of BMPs to reduce pesticide applications
and toxicity, and maximize non-chemical control.
Department of
Public Works
R $O Updated Integrated Pest Management Policy.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 38 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
N4.12.2 Revise the City’s Tree and Landscape Technical
Manual to include stronger requirements for least-
toxic practices in the landscape permitting process.
Department of
Public Works
S $PC There are no substantial actions to report at this time.
N4.12.3 Promote the value of toxin-free landscape
management, and educate residents about the
impacts of common fertilizers, herbicides,
insecticides and pesticides on local water quality.
Department of
Public Works
R $O This is an ongoing effort. Staff continues to educate residents
and businesses regarding proper pest control.
N4.13.1 Promote the use of permeable paving materials or
other design solutions that allow for natural
percolation and site drainage through a Storm
Water Rebate Program and other incentives.
Department of
Public Works
S $PC The stormwater rebate program was revamped in
partnership with Valley Water.
N4.13.2 Develop and implement a green stormwater
infrastructure plan with the goal to treat and
infiltrate stormwater.
Department of
Public Works
S $$$C The Green Stormwater Infrastructure Plan was completed in
FY20 and is now being Implemented.
N4.13.3 Mitigate flooding through improved surface
permeability or paved areas, and stormwater
capture and storage.
Department of
Public Works
S $$O This is an ongoing effort. There are no substantial actions to
report at this time.
N4.14.1 Establish a standardized process for evaluating the
impacts of development on the storm drainage
system, including point source discharge, base flow
and peak flow.
Department of
Public Works
S $O Projects that require a building permit are reviewed by
Public Woeks staff to verify that the proposed runoff from
project sites is equal to or less than the existing runoff. Any
excess flow must be detained or retained on-site.
N4.14.2 Complete improvements to the storm drainage
system consistent with the priorities outlined in the
City's Storm Drainage Master Plan, as amended.
Department of
Public Works
IP $$$O Storm Drainage Master Plan projects are being implemented
through the Capital Improvement Program using funding
from the Stormwater Management Fee.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 39 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
N4.15.1 Work with commercial and industrial dischargers
to identify and implement pollution prevention
measures and BMPs to eliminate or reduce the
discharge of metals and other pollutants of
concern.
Department of
Public Works
R $$O This is ongoing task. There are no substantial actions to
report at this time.
N4.15.2 Encourage commercial dischargers to consistently
go beyond minimum requirements of the Clean
Bay Business Program.
Department of
Public Works
R $PC Stormwater ordinance will be updated in 2022.
N4.16.1 Implement approved recommendations based on
the Long-Term Facilities Plan prepared for the
RWQCP.
Department of
Public Works
IP $$$O Design complete for the Outfall Project, Primary
Sedimentation Tank Rehabiltation and implementing design
on upgrade to Secondary Treatment process.
N4.16.2 Develop a plan to address ongoing operations of
the RWQCP taking potential sea level rise and
growth in surrounding communities into account.
Department of
Public Works
M $$$O A Sea Level Rise vulnerability assessment is being completed
and RWQCP raises all electrical equipment due to Sea Level
Rise Policy.
N4.17.1 Evaluate the expansion of existing recycled water
infrastructure to serve a larger area. Develop a plan
to install “purple pipe” when streets are opened
for other infrastructure work.
City of Palo Alto
Utilities
M $$P The City in partnership with Valley Water completed the
Northwest County Recycled Water Strategic Plan which
identified a list of potential potable and non-potable water
projects which will be considered as part of an overall water
supply plan (i.e. “One Water”). The City has not developed a
plan to include recycled water pipeline installation in
conjunction with other infrastructure projects.
N4.17.2 Evaluate the possibility of using recycled water as
an emergency water supply.
City of Palo Alto
Utilities
L $O The City has not investigated using recycled water as an
emergency supply. The City is currently evaluating the
projects identified in the Northwest County Recycled Water
Strategic Plan which may provide drought-proof, sustainable
water to the City’s water supply portfolio. Groundwater is an
available emergency water supply.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 40 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
N4.17.3 Investigate ways to reuse non-traditional water
sources including recycled, gray, black and storm
water.
City of Palo Alto
Utilities
R $C See N4.17.1 regarding recycled water. The City offers rebates
for graywater systems. Blackwater systems have not been
considered in detail. Public Works completed the Green
Stormwater Infrastructure (GSI) Plan in 2019. Public Works is
now moving forward with implementation of the GSI Plan to
increase rainwater capture (thus decreasing reliance on
potable water) and improving water quality of receiving
waters.
N5.1.1 Provide City input on significant proposals for air
quality legislation and state implementation plans.
Planning and
Development
Services
R $O Planning Department works with the City lobbyist to identify
issues and provides ideas.
N5.1.2 Implement BAAQMD recommended standards for
the design of buildings near heavily traveled roads,
in order to minimize exposure to auto-related
emissions.
Planning and
Development
Services
S $O Bay Area Air Quality Management District (BAAQMD)
standards are implemented through the CEQA process.
N5.1.3 Explore adopting new standards that target the
reduction of very fine particulate matter (PM2.5),
which is associated with increased impacts on
health.
Planning and
Development
Services
S $O PM2.5 standards are implemented through the CEQA
process.
N5.2.1 Promote understanding of the impacts of extended
idling on air quality, for residents, auto-dependent
businesses, and schools.
Planning and
Development
Services
M $P Project not commenced yet.
N5.2.2 Consider adopting and enforcing penalties for
drivers that idle for longer than 3-5 minutes.
Planning and
Development
Services
M $P Project not commenced yet.
N5.3.1 Cooperatively work with Santa Clara County and
the BAAQMD to ensure that mining and industrial
operations mitigate environmental and health
impacts.
Planning and
Development
Services
R $O Industrial operations are mitigated through the CEQA
process. There are no mining resources within the City limits.
Goal N-5: Clean, healthful air for Palo Alto and the San Francisco Bay Area.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 41 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
N5.3.2 Monitor particulate emissions at local California Air
Resources Board monitoring stations and make the
information easily available to citizens.
Planning and
Development
Services
R $O Bay Area Air Quality Management District (BAAQMD)
provides monitoring information on their webpage -
http://www.baaqmd.gov/about-air-quality/current-air-
quality.
N5.3.3 Promote understanding of the health impacts of
particulate emissions and provide information to
residents and businesses about steps they can take
to reduce particulate emissions, such as reducing
or eliminating wood burning or using low emission
alternatives to wood-burning stoves and fireplaces.
Planning and
Development
Services
R $O This is an ongoing effort. There are no substantial actions to
report at this time.
N5.3.4 Explore feasible and cost-effective opportunities to
reduce concrete and asphalt use by the City, in
parks and other public projects.
Department of
Public Works
R $O There are no substantial actions to report at this time.
N6.3.1 Continue working to reduce noise impacts created
by events and activities taking place in
communities adjoining Palo Alto.
Planning and
Development
Services
R $O This is an ongoing effort. There are no substantial actions to
report at this time.
N6.3.2 Evaluate the feasibility of adopting noise criteria in
the purchase of new City vehicles and equipment.
Department of
Public Works
M $P There are no substantial actions to report at this time.
N6.3.3 Update the Noise Ordinance, as needed, to provide
for clear interpretation of the regulations, to
review the effectiveness of existing standards, and
to ensure that regulations address contemporary
issues.
Planning and
Development
Services
S $P This program would be started in the next 3-5 years.
Goal N-6: An environment that minimizes the adverse impacts of noise.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 42 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
N6.7.1 Update noise impact review procedures in the
Noise Ordinance and the Zoning Code to address
appropriate requirements for analysis and
thresholds for impacts on residential land uses and
publicly-owned conservation land.
Planning and
Development
Services
S $P This program would be started in the next 3-5 years.
N6.10.1 Evaluate changes to the Noise Ordinance to further
reduce the impacts of noise from leaf blowers and
residential power equipment.
Planning and
Development
Services
M $P This program would be started in the next 3-5 years.
N6.11.1 For larger development projects that demand
intensive construction periods and/or use
equipment that could create vibration impacts,
such as the Stanford University Medical Center or
major grade separation projects, require a
vibration impact analysis, as well as formal,
ongoing monitoring and reporting of noise levels
throughout the entire construction process
pertinent to industry standards. The monitoring
plan should identify hours of operation and could
include information on the monitoring locations,
durations and regularity, the instrumentation to be
used and appropriate noise control measures to
ensure compliance with the noise
ordinance.
Planning and
Development
Services
R $O Construction noise and vibration are reviewed as part of the
CEQA process. Mitigation measures, including limited hours
of operation, are used to reduce noise and vibration impacts.
N6.12.1 Continue working to reduce noise associated with
operations of the Palo Alto Airport. Also, ensure
compliance with the land use compatibility
standards for community noise environments,
shown in Table N- 1, by prohibiting incompatible
land use development within the 60 dBA CNEL
noise contours of the airport.
Department of
Public Works
R $$O A member of the Palo Alto City Council and a member of the
Palo Alto Pilot Association each serve on the Santa Clara
County Airport Land Use Commission.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 43 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
N6.12.2 Participate in appropriate public forums and
engage with other governmental agencies and
representatives to ensure that activities at airports
in the region do not negatively affect noise levels in
Palo Alto.
Department of
Public Works
IP $O Staff monitors current procedures into and out of the Palo
Alto Airport. If other procedural changes are identified
unrelated to the Palo Alto Airport, staff notifies City
Manager’s Office.
N6.13.1 Encourage the Peninsula Corridors Joint Powers
Board to pursue technologies and grade
separations that would reduce or eliminate the
need for train horns/whistles in communities
served by rail service.
Office of
Transportation
IP $O This is an ongoing effort. There are no substantial actions to
report at this time.
N6.13.2 Evaluate changing at-grade rail crossings so that
they qualify as Quiet Zones based on Federal
Railroad Administration (FRA) rules and guidelines
in order to mitigate the effects of train horn noise
without adversely affecting safety at railroad
crossings.
Office of
Transportation
S $$$O This is an ongoing effort. There are no substantial actions to
report at this time.
N6.13.3 Participate in future environmental review of the
California High-Speed Rail (HSR) Project, planned to
utilize existing Caltrain track through Palo Alto, to
ensure that it adheres to noise and vibration
mitigation measures.
Office of
Transportation
S $$O The City provided comprehensive comments on the
California High-Speed Rail (HSR) Environmental Impact
Report in 2020. This is an ongoing effort.
N7.1.1 Meet customer electricity needs with least total
cost resources after careful assessment of
environmental cost and benefits.
City of Palo Alto
Utilities
R $O The Utilities Department continue to evaluate both
generation and energy efficiency / demand reduction on a
least cost basis when determining how to fulfill community
electricity demands.
N7.2.1 Promote the adoption of cost-effective, renewable
energy technologies from diverse renewable fuel
sources by all customers.
City of Palo Alto
Utilities
S $O The Utilities Department continues to purchase renewable
resources for the community’s electricity portfolio and
facilitates customer adoption of renewable resources like
rooftop solar
Goal N-7: A clean, efficient energy supply that makes use of cost-effective renewable resources.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 44 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
N7.2.2 Assess the feasibility of using life cycle analysis and
total cost of ownership analysis for public and
private projects, funded by the project proponent,
in order to minimize the consumption of energy,
the production of greenhouse gases, including GHG
emissions of construction materials and demolition
and costs over the life of the project.
City of Palo Alto
Utilities
M $$O The Utilities Department has been overseeing a pilot project
with funding from the Bay Area Air Quality Management
District to replace gas furnaces at a low-income multifamily
building with efficient heat pump alternatives. This pilot has
been delayed due to COVID restrictions.
The Utilities Department is also providing technical support
to a privately funded project to replace the gas packs on a
building rooftop with heat pump units; this project is
expected to be completed by Q3 of 2021.
N7.4.1 Continue timely incorporation of State and federal
energy efficiency standards and policies in relevant
City codes, regulations and procedures, and higher
local efficiency standards that are cost-effective.
Building Services R $O Awaiting final draft of State-wide Cost Effectiveness Study
for Accessory Dwelling Units and large commercial buildings.
Expect to receive draft in February of 2021. At that point,
staff will determine if we need to proceed with additional
energy effiency measures.
N7.4.2 Implement cost effective energy efficiency
programs for all customers, including low income
customers.
City of Palo Alto
Utilities
R $O The Utilities Department continues to provide programs
around energy conservation and efficiency to all customers,
including low-income customers.
N7.4.3 Incorporate cost-effective energy conservation
measures into construction, maintenance, and City
operation and procurement practices.
City of Palo Alto
Utilities
R $$O The Utilities Department and the Public Works Department
collaborate to implement cost-effective energy efficiency
measures in City buildings.
In 2021, Public Works Department will undertake a city-wide
Facility Condition Assessment. This assessment will include
an electrification assessment to determine the feasibility,
timeline, and costs to achieve an 80% reduction in natural
gas use at City facilities by 2030. Utilities will collaborate with
Public Works on the electrification assessment effort.
N7.4.4 Implement gas and electric rate structures that
encourage efficient use of resources while meeting
State law requirements that rates be based on the
cost of service.
City of Palo Alto
Utilities
M $O The Utilities Department continues to implement gas and
electric rate structures that meet this program goal.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 45 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
N7.4.5 Continue to provide public education programs
addressing energy conservation and efficiency.
City of Palo Alto
Utilities
R $O The Utilities Department continues to provide public
education programs around energy conservation and
efficiency.
Utilities Department has also started to promote
electrification to raise public awareness on the benefits of
building electrification and Electric Vehicles.
N7.5.1 Monitor professional and medically-sound research
and studies on light-emitting diodes (LEDs).
City of Palo Alto
Utilities
M $P The Utilities Department promotes voluntary conversion to
LED lighting in buildings, while the Building Division requires
its use in new development. The Utilities Department also
maintains LED street lights for the City. The Utilities
Department promotes the use of warm white rather than
cool white LEDs to avoid blue light phototoxicity concerns.
The Department uses LED street light luminaires that
minimize light pollution.
N7.6.1 Explore changes to building and zoning codes to
incorporate solar energy, energy storage and other
energy efficiency measures into major
development projects, including City-owned
projects.
Building Services S $O No further advancement expected until new state codes are
adopted in 2022.
N7.6.2 Promote use of the top floors of new and existing
structured automobile garages for installation of
photovoltaic panels and green roofs.
Planning and
Development
Services
S $O This effort is ongoing.
N7.6.3 Promote solar energy in individual private projects.Building Services R $O Streamlining of residential and commercial building
applications is ongoing.
N7.7.1 Evaluate the potential for a cost-effective plan for
transitioning to a completely carbon-neutral
natural gas supply.
City of Palo Alto
Utilities
S $C The City implemented a Carbon Neutral Gas Program using
high quality carbon offsets. Council approved the plan with
minor adjustments in 2020.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 46 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
N7.7.2 Explore the transition of existing buildings from gas
to electric or solar water and space heating.
City of Palo Alto
Utilities
S $$O Utilities Department conducted a study to estimate the cost
and staffing impact of electrification to the electric and gas
distribution systems.
Utilities Department currently offers a rebate to encourage
homeowners to replace gas water heater with heat pump
water heater. Utilities Department will expand electrification
incentives to homeowners in 2021.
For non-residential customers, Utilities Department plans to
offer technical advisory services on electrification projects in
2021. In parallel, Utilities will also launch electrification
incentives to commercial customers.
N7.8.1 Evaluate energy efficient approaches for the
treatment and reuse of organic waste that
maximize resource recovery and reduce
greenhouse gas generation at the RWQCP located
in Palo Alto and the Palo Alto Landfill.
Department of
Public Works
M $C Reduced GHG emissions by about 80% by retiring the sludge
incerators.
N8.1.1 Participate in cooperative planning with regional
and local public agencies, including on the
Sustainable Communities Strategy, on issues
related to climate change, such as greenhouse gas
reduction, water supply reliability, sea level rise,
fire protection services, emergency medical
services, and emergency response planning.
Office of
Sustainability
R $O Office of Sustainability in conjunction with Office of
Emergency Services, reviewed the Local Hazard Mitigation
Plan update and participated in regional working groups.
Goal N-8: Actively support regional efforts to reduce our contribution to climate change while adapting to the effects of climate change on land uses and city services.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 47 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
N8.1.2 Pursue or exceed State goals of achieving zero net
carbon for residential buildings by 2020 and
commercial buildings by 2030, without
compromising the urban forest.
Office of
Sustainability
S $O N8.1.2 was updated in 2019 in conjunction with City of Palo
Alto's Utilities and Planning Department. This is a part of the
2020 Sustainability and Climate Action Plan (S/CAP) update.
N8.2.1 Periodically update the S/CAP consistent with the
update schedule in the approved S/CAP; this
update shall include an updated greenhouse gas
inventory and updated short, medium, and long-
term emissions reduction goals.
Office of
Sustainability
M $$O Currently working on the 2020 Sustainability and Climate
Action Plan (S/CAP) update.
N8.3.1 Protect the Municipal Services Center, Utility
Control Center, and RWQCP from the impacts of
sea level rise.
Department of
Public Works
M $$$O A sea level rise vulnerability assessment is underway and a
main focus of 2021.
N8.4.1 Prepare response strategies that address sea level
rise, increased flooding, landslides, soil erosion,
storm events and other events related to climate
change. Include strategies to respond to the
impacts of sea level rise on Palo Alto’s levee
system.
Office of
Sustainability
S $$$O Currently working on the Sea Level Rise Vulnerability
Assessment and the Sea Level Rise Adaptation Plan.
S1.1.1 Expand public education programs that help and
encourage each household in the City to be
prepared to be self-sufficient, with enough stored
water and food to support the entire household for
at least one week after a major earthquake, flood,
terrorism event, COVID-19 pandemic or other
major disaster.
Office of Emergency
Services
S $O Office of Emergency Services (OES) has expanded its
outreach to the community, per FEMA's whole community
guidelines, and provides public safety education lectures,
presentations, and trainings throughout the community. OES
has conducted 149 public safety education events, disaster
drills, etc. in FY 2018. The OES Preparedness webpage also
provides this information. See S1.1.3 for adaptations made
during the COVID-19 pandemic.
Safety Element
Goal S-1: A safe community that is aware of risks and prepared for emergencies.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 48 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
S1.1.2 Continue to implement and fund the Emergency
Services Volunteer program.
Office of Emergency
Services
S $O Office of Emergency Services (OES) continues to manage the
ESV program, there are currently over 700 registered
volunteers. OES apportions funds annually to support this
program including an annual community event, monthly
training sessions, quarterly leader meetings, and two
exercises per year. From March - June 2020, OES activated
our ESV members to provide neighborhood support for the
COVID-19 emergency. Additionally, we continued to host
online meetings and training sessions for our ESV members.
S1.1.3 Conduct emergency hazard drills with key
stakeholder organizations across the community to
improve preparedness for known threats and
hazards.
Office of Emergency
Services
R $$O Throughout the year, Office of Emergency Services (OES)
conducts emergency drills with key stakeholders that include
seminars, communications tests, table-top exercises,
functional, and full scale exercises. This past year as a result
of the COVID-19 emergency, we were unable to conduct as
many drills as we routinely do. We did conduct two large
scale emergency communications drills with our Emergency
Services Volunteers in March and November. We also host
monthly radio drills with the City Department Operations
Centers, and participated in monthly County radio drills.
S1.1.4 Support an annual community public safety fair to
educate and engage the public on preparedness
and offer the opportunity to buy emergency
disaster supplies for home and vehicle.
Office of Emergency
Services
R $$O Office of Emergency Services (OES) completed a large public
safety fair in 2019 in conjunction with the Stanford Shopping
Center with the participation of more than 20 Allied
agencies. Due to COVID-19, we were unable to execute a
similar event in 2020.
S1.1.5 Encourage local businesses and other organizations
to have disaster preparedness, communication,
mitigation and recovery plans in place.
Office of Emergency
Services
R $O The private sector is a major focus of Office of Emergency
Services (OES)’s public safety outreach and education
activities. This includes the Stanford Shopping Center, the
Stanford Research Park, the Chamber of Commerce, etc. For
the past three years OES has supported the establishment of
a business radio system in Stanford Research Park to
improve communications among the 100+ businesses in that
area.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 49 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
S1.2.1 Develop accessible, attractive marketing materials
to promote involvement in community crime
safety programs.
Office of Emergency
Services
R $C Office of Emergency Services (OES) has developed various
marketing materials to promote preparedness and public
safety. Annually, OES provides two utility flyers for
earthquake awareness in April and floods/severe storms in
October (in partnership with Public Works). In 2019, OES
created multilingual preparedness products (available on our
website). In 2020, OES participated in rollout of the new City
Website.
S1.3.1 Explore the use of urban design principles to
increase safety and prevent crime in Palo Alto.
Planning and
Development
Services & Office of
Emergency Services
R $O Office of Emergency Services (OES) maintains expertise and
serves as a resource for Crime Prevention through
Environmental Design (CPTED)
https://www.ncpc.org/resources/home-neighborhood-
safety/crime-prevention-through-environmental-design-
training-program/ and other safety and security best
practices, in particular, for Critical Infrastructure and Key
Resources (CIKR). OES is assisting City of Palo Alto Utilities
(CPAU) with site protection and resilience matters. OES is
assisting Department of Public Works and Police Department
with the Public Safety Building.
S1.3.2 Support programs such as the Department of
Housing and Urban Development’s Good Neighbor
Next Door, which incentivizes home purchase for
first responders with discounts.
Planning and
Development
Services
R $P Work has not commenced yet.
S1.4.1 Make data available to maintain an accurate, up to
date, and complete real-time local crime mapping
function to promote neighborhood safety.
Police Department M $$O Police Department's webpage contains regularly updated
links to crime statistics.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 50 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
S1.5.1 Promote neighborhood security by providing crime
prevention information and training to residents,
and continuing to fund resident involvement in
neighborhood safety programs such as “Know Your
Neighbor” grants and Block Preparedness
Coordinators.
Police Department R $O Office of Emergency Services (OES) coordinates the
neighborhood block preparedness program. Police
Department (PD) staffing at this time does not allow for a
formal PD program.
S1.5.2 Collaborate with the Palo Alto Unified School
District (PAUSD), other school districts in the city,
private schools, businesses, non-profits, and local
faith-based organizations provide community
safety education.
Police Department R $P The School Resource Officer program is discontinued in July
2020 due to budget cuts from Palo Alto Unified School
District (PAUSD) and City. As-needed requests will be
handled as staffing permits.
S1.5.3 Encourage the PAUSD to develop secure school
facilities and collaborate with Emergency Services
Volunteers on disaster preparedness activities;
emergency disaster planning, exercises and drills;
and disaster recovery.
Office of Emergency
Services
R $O Office of Emergency Services meets routinely with the Palo
Alto Unified School District (PAUSD) Safety and Security
Manager and other key staff. In 2020 the City activated the
Emergency Services Council / Citizen’s Corps Council to
improve collaboration for the COVID-19 emergency, of which
PAUSD was a routine member.
S1.5.4 Continue to support and encourage participation in
Police Department programs to introduce youth to
the importance and benefits of local law
enforcement.
Police Department R $P The School Resource Officer program is discontinued in July
2020 due to budget cuts from Palo Alto Unified School
District (PAUSD) and City. As-needed requests will be
handled as staffing permits. The Police Explorer Program of
youth cadets assisting with certain police assignments is still
in effect.
S1.6.1 Enhance public safety department training for
evolving challenges, such as small- to large-scale
human threats, interacting with individuals with
mental illness, and non-lethal alternatives.
Police Department R $O Police Department is complying with state mandated
training in multiple topics annually. The Department will
collaborate with County Mental Health on various initiatives
to partner with clinicians or community groups in meeting
the community’s mental health needs.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 51 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
S1.6.2 Support the PAPD in implementing and
maintaining approved technologies for data
gathering, surveillance, and recording interactions
with the public. Incorporate best practices in use
policies with special consideration in ensuring the
programs protect the public’s privacy rights and
civil liberties, in accordance with current
legislation. Ensure transparency by communicating
new equipment implementation, usage, privacy
considerations, and retention of data.
Police Department S $$O Refer to Council Surveillance Policy.
S1.6.3 Communicate transparently with the community
regarding adoption of new PAPD equipment
and/or tactics while balancing the need for
operational security.
Police Department S $O The Police Department will adhere to Council Surveillance
policy when applicable and will consult with City staff and
Council as directed with significant policy changes.
S1.7.1 Regularly monitor and review the level of public
safety staffing and satellite police station locations
required for efficient local service delivery.
Police Department R $O The police substation at Stanford Shopping Center works in
partnership with Simon Properties.
S1.7.2 Design the new Public Safety building to meet
essential service standards, the needs of the public
safety departments and be resilient against known
threats and hazards.
Department of
Public Works
S $$$C Design of the Public Safety Building is complete and the
construction contract will be going to Council for approval in
Feburary 2021.
S1.7.3 Provide community notifications in the event of
emergency using the best available methods and
explore new technologies for emergency public
information and warnings.
Office of Emergency
Services
R $$O The Office of Emergency Services (OES) is the local
administrator for the County's mass notification system,
AlertSCC, which is hosted by the software company
Everbridge. In 2020, the County and the City of Palo Alto
used AlertSCC for COVID-19 related notifications, as well as
power outage, and wildfire notifications.
S1.8.1 Update Palo Alto’s 2001 Terrorism Response Plan.Office of Emergency
Services
S $$C The plan was completed in 2019.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 52 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
S1.9.1 Develop an Infrastructure Master Plan that projects
the future needs of streets, underground utilities,
and all City assets and plans for the incorporation
of new technology that improves efficiency and
effectiveness.
Department of
Public Works
S $$$O An Infrastructure Management System has been
implemented to track operating and capital improvement
costs and to maintain updates on deferred “catch-up”
maintenance and planned “keep-up” maintenance for future
improvements.
S1.10.1 Regularly update and make publicly available the
City of Palo Alto Emergency Operations Plan (EOP).
Office of Emergency
Services
R $$$O The Emergency Operations Plan is available on the City’s
website; Office of Emergency Services is currently staffing an
update to the EOP which will be available later in 2021.
S1.10.2 Participate in local and regional planning efforts to
mitigate, prepare for, respond to, and recover from
emergencies.
Office of Emergency
Services
R $O The Office of Emergency Services (OES) participates in
numerous regional public safety planning initiatives such as
Urban Areas Security Initiative (UASI), Northern California
Regional Intelligence Center (NCRIC). OES leads certain
regional groups including the San Francisquito Creek Multi-
Agency Coordination (SFC MAC) group, and the Silicon Valley
Homeland Security Coordination Group (SVHSCG). OES also
participates in Regional all hazards exercises to broaden the
City’s exposure, experience, and knowledge of regional
threats and allied agency plans, procedures, and capabilities.
S1.10.3 Implement the mitigation strategies and guidelines
provided by the LHMP, including those that
address evolving hazards resulting from climate
change.
Office of Emergency
Services
R $$O Annually, Office of Emergency Services updates the status of
Local Hazard Mitigation Plan (LHMP) projects. Currently, 38
projects are listed in the LHMP: 5 are complete, 17 are in
progress, 12 are ongoing activities, 4 reported no action
taken this year.
S1.12.1 Encourage multiagency coordination in case of
incidents that cross disciplinary or jurisdictional
boundaries or coordination that involves complex
incident management scenarios.
Office of Emergency
Services
R $O See S1.10.2. Office of Emergency Services has led the City’s
integration in the County’s COVID-19 response; activating
the Emergency Operations Center (EOC) for three months
and participating as a member of the County Operational
Area coordination activity.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 53 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
S1.12.2 Explore the establishment of mutually-beneficial
cooperative agreements between Palo Alto’s police
and fire departments and those of neighboring
cities.
Police Department
& Fire Department
M $O Currently the departments share Communication System
contracts with Mountain View and Los Altos Police
Departments. Joint Records Management Systems will be
implemented in 2021 to serve all three cities.
S1.13.1 Identify solutions to add an additional power line
to Palo Alto to ensure redundancy.
City of Palo Alto
Utilities
S $$P The Utility's Department is currently pursuing a PG&E
solution through the California Independent System
Operator (CAISO) transmission planning process.
S1.13.2 Explore incentives to adopt emerging, residential
off- grid capabilities and technologies, including
back-up power sources vital in the event of natural
disasters or other threats.
City of Palo Alto
Utilities
M $O The City of Palo Alto Utilities Department is facilitating
customer adoption of technologies such as energy storage
systems and will continue to evaluate the cost-effectiveness
of monetary incentives.
S1.13.3 Continue citywide efforts to underground utility
wires to limit injury, loss of life, and damage to
property in the event of human-made or natural
disasters.
City of Palo Alto
Utilities
R $$$O To date, about 55% of City’s electric distribution lines are
underground, either through the underground conversion
program or having been placed underground when originally
installed.
Further eight districts are identified for conversion, with a
cost range of $20 to $24 million, which would bring the
underground distribution line percentage up to about 60%.
Undergrounding is also planned in the Foothills rebuild for
fire risk mitigation.
The City is evaluating a cost-share bundle package of
services to residential neighborhoods which includes
undergrounding, electrification and fiber-to-the-home.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 54 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
S1.13.4 Enhance the safety of City-owned natural gas
pipeline operations. Work with customers, public
safety officials, and industry leaders to ensure the
safe delivery of natural gas throughout the service
area. Provide safety information to all residents on
City-owned natural gas distribution pipelines.
City of Palo Alto
Utilities
R $$O The City of Palo Alto Utilities Department maintains a robust
gas safety program and annually provides gas safety
information to residents.
S1.13.5 Provide off-grid and/or backup power sources for
critical City facilities to ensure uninterrupted power
during emergencies and disasters.
City of Palo Alto
Utilities, Public
Works & Office of
Emergency Services
R $$O City of Palo Alto entities continue to explore the use of
alternative forms of energy to offset vulnerabilities of carbon
based fuels. City of Palo Alto's Office of Emergency Services
was awarded a grant to purchase a solar powered trailer
capable of storing 100 kWH of energy to be used at critical
facilities. In addition, the City has included a Proposed Key
Action "Increase energy resilience by assessing opportunities
for local distributed energy resources, energy storage,
microgrid installations, and home-to-grid" in the draft 2020
Sustainability and Climate Action Plan, which will go to
Council for approval in mid - 2021.
S2.5.1 Periodically review and update the City’s Seismic
Hazard Ordinance.
Building Services IP $P Project commencement is pending the availability of
resources.
S2.5.2 Continue to provide incentives for seismic retrofits
of structures throughout the city, particularly those
building types that would affect the most people in
the event of an earthquake.
Planning and
Development
Services
S $O This is an ongoing effort.
S2.6.1 Encourage efforts by individual neighborhood or
block- level groups to pool resources for seismic
retrofits.
Planning and
Development
Services
M $P Work has not commenced yet.
Goal S-2: Protection of life, ecosystems and property from natural hazards and disasters, including earthquake, landslide, flooding, and fire.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 55 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
S2.6.2 Continue to use a seismic bonus and a TDR
Ordinance for seismic retrofits for eligible
structures in the Commercial Downtown (CD) zone.
Planning and
Development
Services
R $O This is an ongoing program. There are no substantial actions
to report at this time.
S2.6.3 Evaluate the TDR Ordinance so that transferred
development rights may be used for residential
development on the receiver sites.
Planning and
Development
Services
R $P Work has not commenced yet.
S2.6.4 Study the possibility of revising the transfer of
development rights program to encourage seismic
retrofits.
Planning and
Development
Services
M $P Work has not commenced yet.
S2.6.5 Explore the use of Community Development Block
Grants, Palo Alto Housing Funds and other sources
of funding to support owners of lower income and
senior housing to retrofit seismically-unsafe
construction.
Planning and
Development
Services
S $O This is an ongoing effort.
S2.7.1 As part of the construction permitting process for
proposed new and redeveloped buildings in areas
of identified hazard shown on MapS-2, structures
that would affect the most people in a seismic
event require submittal to the City of a
geotechnical/seismic report that identifies specific
risks and appropriate mitigation measures.
Building Services S $O The program is being implemented on applicable projects.
S2.7.2 Review and update, as appropriate, City code
requirements for excavation, grading, filling and
construction to ensure that they conform to
currently accepted and adopted State standards.
Department of
Public Works
M $O The code requirements are currently up-to-date. Staff will
continue to monitor accepted and adopted standards and
update code as needed.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 56 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
S2.7.3 Utilize the results of Palo Alto’s Seismic Hazards
Identification Program and inventory of potentially
seismically vulnerable building types to establish
priorities and consider incentives to encourage
structural retrofits.
Planning and
Development
Services & Office of
Emergency Services
S $P No work was done on this project this year. There are no
substantial actions to report at this time.
S2.8.1 Implement flood mitigation requirements of FEMA
in Special Flood Hazard Areas as illustrated on the
Flood Insurance Rate Maps.
Department of
Public Works
R $$$O All private and public development projects within the
Special Flood Hazard Areas are reviewed for compliance with
FEMA regulations.
S2.8.2 Continue participating in FEMA’s Community
Rating System to reduce flood insurance for local
residents and businesses and strive to improve
Palo Alto’s rating in order to lower the cost of flood
insurance.
Department of
Public Works
R $O City of Palo Alto continues to participate in the Community
Rating System and to evaluate opportunities to improve the
rating.
S2.8.3 Collaborate with the San Francisquito Creek Joint
Powers Authority and the Santa Clara Valley Water
District on environmentally-sensitive efforts to
stabilize, restore, maintain and provide one
percent (100-year) flood protection adjacent to San
Francisquito Creek.
Department of
Public Works
IP $$$O The Highway 101 to Bay project was completed in 2018. The
Upstream of Highway 101 project is currently in the Design
Development and Entitlements process.
S2.8.4 Work with East Palo Alto, Santa Clara Valley Water
District and San Francisquito Creek Joint Powers
Authority on efforts to increase the flows within
the San Francisquito Creek possible solutions
include replacing the City-owned Newell Road
Bridge and Francisquito Creek. District-owned Pope
Chaucer Street Bridge.
Department of
Public Works
S $$$O Environmental Impact Report for the Newell Road Bridge
project and the Upstream of Highway 101 project, which
includes Pope Chaucer Street Bridge, were certified in June
2020 and September 2019 respectively.
S2.10.1 Keep basement restrictions up to date with
changing flood hazard zones.
Planning and
Development
Services
S $O This is an ongoing effort.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 57 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
S2.11.1 Review development standards applicable in areas
susceptible to flooding from sea level rise,
including east of Highway 101, West Bayshore and
East Meadow Circle, the area east of San Antonio
Road and north of East Charleston, and implement
shoreline development regulations to ensure that
new development is protected from potential
impacts of flooding resulting from sea level rise and
significant storm events. Regulations should be
consistent with the Baylands Master Plan, as
amended, and may include new shoreline setback
requirements, limits on lot line adjustments to
avoid the creation of vulnerable shoreline lots,
and/or triggers for relocation or removal of existing
structures based on changing site conditions and
other factors.
Planning and
Development
Services
S $$P Work has not commenced yet.
S2.11.2 Study appropriate restrictions on underground
construction in areas outside of flood zones, as
shown on Map S-5, to accommodate expected
higher groundwater levels due to sea level rise and
minimize consequent flooding of underground
construction.
Planning and
Development
Services
S $P Work has not commenced yet.
S2.12.1 Work cooperatively with the Santa Clara Valley
Water District and the San Francisquito Creek Joint
Powers Authority to provide flood protection from
high tide events on San Francisco Bay, taking into
account the impacts of future sea level rise, to
provide one percent (100-year) flood protection
from tidal flooding, while being sensitive to
preserving and protecting the natural environment.
Department of
Public Works
R $$$O The City of Palo Alto continues to work with the project team
to plan for projects such as tide gate replacement and
Shoreline Study Phase 2 to improve Bay levees in
anticipation of future sea level rise.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 58 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
S2.12.2 Work with regional, State, and federal agencies to
develop additional strategies to adapt to flood
hazards to existing or new development and
infrastructure, including support for
environmentally sensitive levees.
Department of
Public Works
R $O A horizontal levee enhancement Feasibility Study is
complete. The results will be combined with a Sea Level Rise
Plan to determine courses of action.
S2.13.1 Regularly review and update the Fire Department’s
operations, training facilities and programs to
ensure consistency with current standards and Best
Management Practices.
Fire Department R $O This is an ongoing effort.
S2.13.2 Explore technological tools, such as cameras or
remote sensors, to identify smoke or fires and
initiate response as quickly as possible.
Fire Department S $$O This is an ongoing effort.
S2.14.1 Regularly review and fund updates to the Palo Alto
Foothills Fire Management Plan to ensure
consistency with current standards and Best
Management Practices.
Fire Department M $$O Regular review and update is an ongoing effort.
S2.14.2 Implement the Foothills Fire Management Plan to
balance conservation of natural resources with
reduction of fire hazards especially in open space
areas.
Fire Department R $$$O The Foothills Fire Management Plan is implemented as
required.
S2.14.3 Minimize fire hazards by maintaining low density
zoning in wildland fire hazard areas.
Planning and
Development
Services
R $O This is an ongoing effort.
S2.14.4 Work collaboratively with other jurisdictions and
agencies to reduce wildfire hazards in and around
Palo Alto, with an emphasis on effective vegetation
management and mutual aid agreements.
Fire Department R $O This is an ongoing effort.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 59 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
S2.14.5 Consider implementation of CAL FIRE
recommended programs in educating and
involving the local community to diminish potential
loss caused by wildfire and identify prevention
measures to reduce those risks.
Fire Department S $$O This is an ongoing effort.
S2.15.1 Evaluate measures for optimal service delivery to
improve efficiency; develop automatic or mutual
aid agreements with other jurisdictions, including
Stanford, to improve efficiencies.
Fire Department M $$O This is an ongoing effort.
S2.15.2 Upgrade fire stations so that all remain fully
functional following earthquakes.
Fire Department IP $$$O This is an ongoing effort.
S2.15.3 Periodically update the Fire Department Standards
of Cover document.
Fire Department S $O This is an ongoing effort.
S2.16.1 Provide public education on fire safety, including
wildland and structural fire prevention, evacuation
routes and guidelines for clearance of landscaping
and other hazards around structures.
Fire Department R $O This is an ongoing effort.
S3.1.1 Continue City permitting procedures for
commercial and industrial storage, use, and
handling of hazardous materials and regulate the
commercial use of hazardous materials that may
present a risk of off-site health or safety effects.
Fire Department IP $O This is an ongoing effort.
S3.1.2 Minimize the risks of biohazards in Palo Alto,
including Level 4 biohazards, by continuing to
review and update, as necessary, local regulations
regarding use, handling and disposal.
Fire Department S $O This is an ongoing effort.
Goal S-3: An environment free of the damaging effects of human-caused threats and hazardous materials.
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S3.1.3 Strengthen development review requirements and
construction standards for projects on sites with
groundwater contamination.
Planning and
Development
Services
S $O This requirement is ongoing as a part of CEQA review.
S3.1.4 Establish protocols to monitor the movement of
hazardous materials on Palo Alto roadways and
respond effectively to spills via established truck
and construction routes.
Fire Department M $C Program is complete.
S3.1.5 Work with non-profit organizations to provide
information to the public regarding pesticides and
other commonly used hazardous materials,
environmentally preferable alternatives, and safe
recycling and disposal practices to all user groups.
Fire Department R $O This is an ongoing effort.
S3.1.6 Continue providing regular household hazardous
waste collection events at the Palo Alto Regional
Water Quality Control Plant and strive to make
these programs more convenient and accessible to
residents.
Department of
Public Works
R $O Enhanced the program in FY 19 by adding Reuse Cabinets to
attract more visitors with free, like-new products.
S3.1.7 Continue to allow small quantity generators to
dispose of hazardous waste at cost.
Department of
Public Works
R $O Program continues to be available to small businesses.
S3.1.8 Continue to educate residents on the proper
disposal of pharmaceutical and household
hazardous waste. Encourage proper disposal of
medications through pharmacies or drug take-back
programs rather than flushing.
Department of
Public Works
R $O Advertising pharmaceutical disposal options and providing
locations to residents is a continuous effort.
S3.6.1 Work with the freight industry to monitor the
contents of freight trains intersecting Palo Alto for
potentially hazardous materials, and to establish
accountability for accidents and spills.
Office of Emergency
Services
R $P Not yet commenced, pending task.
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S3.6.2 Work with Caltrain and the PAUSD, to educate
students and the public on the dangers of rail
trespass and the benefits of suicide support
services available in Palo Alto.
Community Services
Department
R $O Project Safety Net, now a 501(c)(3) and its partners continue
to collaborate and educate the community. The City remains
committed to participating and supporting Project Safety
Net.
S3.8.1 Encourage residential and commercial food waste
reduction through incentives, educational outreach
and programs.
Department of
Public Works
R $O This work continues and is increasing as it is a key activity, to
approach Zero Waste.
S3.8.2 To the extent allowed by law, use refuse rate
structures that incentivize waste reduction.
Department of
Public Works
R $O The program charges substantially less for small garbage
cans (mini-cans).
S3.8.3 Continue to work with CalRecycle and the
Department of Toxic Substances Control to develop
and promote long-term solid waste management,
such as environmentally responsible recycling
programs, composting of food waste and other
organics, and citywide electronics and digital
hardware recycling efforts.
Department of
Public Works
IP $O This work continues and new campaigns are cycled through.
S3.9.1 Periodically review and update the adopted
Construction and Debris program.
Department of
Public Works
R $O Monitoring the new requirement in this area that was
adopted in July 2020.
S3.9.2 Educate Palo Alto residents and developers about
available incentives to use environmentally friendly
deconstruction activities to minimize our carbon
footprint, and to save natural resources, as well as
space in our landfills.
Department of
Public Works
R $O This is an ongoing task.
S3.10.1 Support efforts to enforce extended producer
responsibility for solid waste to reduce waste
produced from manufacturing, shipping, packaging
and the entire life-cycle of the product.
Office of
Sustainability
R $O This is an ongoing task.
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S3.12.1 Complete an inventory of the City’s digital
infrastructure to locate vulnerabilities and gaps in
system redundancies and develop
recommendations for improved cybersecurity.
City of Palo Alto
Utilities
S $$C Completed for Supervisory Control and Data Acquisition
(SCADA) System.
The Utilities Department has an active program in place to
identify vulnerabilities and continuously improve
cybersecurity.
S3.12.2 Establish criteria for the installation of high security
telecommunications technology in new local
government projects.
City of Palo Alto
Utilities
M $P Information Technology, Utilities Department and Office of
Emergency Services are evaluating new fiber connections in
the foothills and other high density areas to enhance public
safety and emergency response services.
S3.12.3 Establish a wi-fi network that will be available to
public safety responders and Emergency Service
Volunteers in the event of power interruption
during an emergency or disaster.
City of Palo Alto
Utilities
S $$P Information Technology, Utilities Department and Office of
Emergency Services are hiring a consultant to design a fiber
expansion plan to support a public safety wireless
communication network, advanced metering infrastructure
and SCADA.
The high-level design of the fiber expansion network and
preliminary findings will be available in Q2 2021.
C1.1.1 Based on identified needs, continue to provide and
expand the provision of multilingual literature,
program information and educational displays at
public community facilities and parks.
Community Services
Department
R $O New open space educational material is being translated into
multiple languages.
Community Services & Facilities Element
Goal C-1: Deliver community services effectively and efficiently.
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C1.1.2 Establish a cross-cultural outreach program to
engage residents of all ages, cultural, social and
linguistic backgrounds in educational, recreational
and cultural activities offered throughout the City
of Palo Alto.
Community Services
Department
M $O With funding from First 5 Santa Clara, the Junior Museum
recently launched pre-school science programing to
multicultural underserved neighborhoods in San Jose. In
FY20, the Department delivered 68 in-person and virtual
science lessons serving a total 896 children and 674 adults
from 11 First 5 Family Resource Centers. These families
represented 8 different ethnicities and spoke 10 different
languages. The Art Center engaged 88,000 people of diverse
ages and backgrounds in its programs in FY20.
C1.2.1 Periodically review public information, outreach
and community relations activities to evaluate
effectiveness.
Community Services
Department
R $O Working with the City Manager’s Office, the Community
Services Department conducts ongoing evaluation of
outreach efforts to ensure maximum reach to the
community.
C.1.2.2 Explore a City solution to help residents and others
to resolve questions and concerns and navigate the
City’s community services and facilities.
Community Services
Department
M $O New registration system CivicRec has been established
making online experience much smoother for customers. A
Call Center was started early on in the COVID-19 pandemic
to provide a place for residents to ask questions about
facility closures and other topics.
C1.2.3 Identify barriers to participation in City
programming and facilities across gender, age,
socioeconomic and ethnic groups and sexual
identity and orientation, as well as mental and
physical abilities, and adopt strategies to remove
barriers to participation.
Community Services
Department
S $O The Art Center and Junior Museum, with funding from
Institute of Museum and Library Services (IMLS) recently
launched “Working Together”, a three-year project to
remove barriers to participation and employment. The
evaluation report from Year 1 concluded that the number of
non-white staff members at the Junior Museum & Zoo and
Art Center increased and that the program was successful in
introducing underserved populations to museum careers.
The Art Center organized a training with the Santa Cruz
Diversity Center on LGBTQ+ awareness, inviting all of
Community Services Department to attend. Children’s
Theatre offers sensory-friendly programs and performances.
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C1.2.4 Based on identified needs, expand program
offerings to underserved groups.
Community Services
Department
R $$$O With funding from First 5 Santa Clara, the Junior Museum
recently launched Pre-school science programing to
multicultural underserved neighborhoods in San Jose. In
FY20, we delivered 68 in-person and virtual science lessons
serving a total 896 children and 674 adults from 11 First 5
Family Resource Centers. These families represented 8
different ethnicities and spoke 10 different languages. The
Art Center continues its outreach program in East Palo Alto,
funded by the Palo Alto Art Center Foundation, through
Project Look school tours to Ravenswood City School District
and our Cultural Kaleidoscope artists-in-the-schools
program.
C1.3.1 Develop and implement a plan to collect and
analyze data on demographics, use of community
service facilities and needs of the community as
related to parks, open spaces, recreation, arts and
culture.
Community Services
Department
M $O Community Services Department’s program areas regularly
collect and review demographic information from program
participants. The Parks, Trails, Open Space and Recreation
Master Plan contains information on community needs.
C1.6.1 Establish a program to facilitate continuing
corporate support for community services through
contributions of funds, time, materials and
expertise.
Community Services
Department
M $P A formal program to facilitate corporate support has not
been established. Corporate sponsorships for special events
have been received.
C1.12.1 In cooperation with public and private businesses,
non- profit organizations, and PAUSD, develop a
service program that will coordinate the efforts of
agencies providing services to families and youth in
Palo Alto.
Community Services
Department
R $PC In response to COVID-19, Community Services Department
convened a group of local nonprofits providing human
service needs to identify needs and coordinate resources.
C1.13.1 Determine the potential for City shared use of
PAUSD facilities for weekend, summer and evening
use for community uses such as child care,
libraries, recreational facilities, community meeting
space, education, language education, health care,
culture and computer resources.
Community Services
Department
M $O There are no substantial actions to report at this time.
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Program Text Lead
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C1.15.1 Support and promote the provision of
comprehensive child care services in Palo Alto by
public and private providers, including employers.
Community Services
Department
S $O Early Care & Education Committee under the direction of
City staff continue to work to address the needs of parents in
Palo Alto. Community Services Department staff and the
Committee have been meeting regularly with child care
providers to understand their needs and challenges due to
COVID-19.
C1.15.2 Utilize the Early Care and Education Committee to
develop and update the Child Care Master Plan,
and to connect providers and professionals
working with families with young children, explore
challenges and opportunities to programs and
services for young children, and support early
education programs in the community in their
efforts to enhance quality.
Community Services
Department
S $PC Assessment is complete. Early Care & Education Committee
is currently drafting a work plan to address the findings along
with needs of providers and parents that have become
amplified during the COVID-19 pandemic.
C.1.15.3 Collaborate with Palo Alto Community Child Care
(PACCC) to identify, develop, and promote high
quality early learning environments to serve all
families in our community.
Community Services
Department
M $O City staff continues to work collaboratively with Palo Alto
Community Child Care (PACCC) by managing our service
contracts with them in order to provide the best care
possible.
C1.15.4 Explore opportunities to provide access to
childcare for families of City employees.
Community Services
Department
L $PC Human Resources Department conducted an employee
survey to identify child care needs during the COVID-19
pandemic.
C1.16.1 Identify funding sources for expanded outreach
and increased involvement to support youth and
teen leadership programs and events.
Community Services
Department
M $O This is an ongoing effort. There are no substantial actions to
report at this time.
C1.16.2 Leverage available funding to pursue support of
teen mental, physical, social and emotional health
programs.
Community Services
Department
R $O The City continues to be involved with Project Safety Net,
now a 501(c)(3), to support teen mental health.
C1.17.1 Optimize participation in such programs by
increasing the number of locations where the
programs are provided and by supporting
transportation options to these locations.
Community Services
Department
S $P Initial conversations have occurred to provide transportation
to Community Services Department programs and facilities
to ensure equity in participation. These conversations were
stalled due to the COVID-19 pandemic.
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C.1.17.2 Develop programs and activities for teens that
strengthen leadership skills, encourage a culture of
community service, inclusiveness, tolerance and
acceptance of others.
Community Services
Department
R $PC The City supports and the Community Services Department
staffs Teen Leadership Groups, including the Art Center Teen
Leadership Group (ACTL), Palo Alto Youth Council (PAYC),
Teen Advisory Board (TAB), and Teen Arts Council (TAC), as
well as overseeing Think Fund, a supportive grant program
for teens, and the makerspace, MakeX. The teen leadership
groups give Palo Alto high school students the opportunity to
serve the teen community by acting as a voice toward action
and change.
C1.17.3 Promote a diverse range of interests and vocations
among programs offered to children, youth and
teens.
Community Services
Department
M $O Community Services Department strives to offer programs
that appeal to all interests. These range from visual and
performing arts, sports, science, academics, and leadership
programs. Community Services Departmenthas continued
many of these program offerings in a virtual format during
the COVID-19 pandemic.
C1.18.1 Develop a program to engage the talents and skills
that seniors possess that would provide volunteer
opportunities throughout the City.
Community Services
Department
R $P Work has not commenced yet.
C.1.18.2 Support, promote, and publicize the provision of
comprehensive senior services in coordination with
senior service providers. Comprehensive services
include addressing senior nutrition, mental health
and transportation.
Community Services
Department
R $O City continues to support Avenidas for senior
programming/services and La Comida for Senior Nutrition
Needs.
C.1.18.3 Establish a support program for caregivers of
seniors and people with disabilities by partnering
with private, nonprofit, faith-based and public
community service
organizations.
Community Services
Department
M $P Work has not commenced yet.
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C1.20.1 Partner with agencies for support and improved
access so that all can participate as appropriate in
Palo Alto recreational programs.
Community Services
Department
R $O City has existing partnerships with PAUSD, Youth Community
Services, Friends Groups and Foundations. Palo Alto Swim
and Sport provides scholarships through the Beyond Barriers
program to ensure all youth have access to the pool facilities.
C1.22.1 Increase awareness about caring and compassion
for the unhoused and those who suffer from
mental and/or physical conditions through
educational programming in partnership with
community and business organizations throughout
the region.
Community Services
Department
R $O This is an ongoing task. City receives continued support of
major Human Services providers that work with the
unhoused.
C1.22.2 Work with Santa Clara and San Mateo Counties,
the State of California, the federal government,
non-profit agencies, business and other
organizations to define roles and responsibilities in
the comprehensive provision of permanent
supportive housing and temporary shelter, food,
clothing and transportation for those in need.
Planning and
Development
Services
R $O The City continues to be involved with the County for
opportunities and support in identifying funds and provide
emergency shelter. The City is involved with the Emergency
Housing Consortium within the County. The City is working
on encouraging developers to use Measure A funding and
other State funding that would leverage these funding for
permanent, supportive housing.
C2.2.1 Establish performance review criteria for City
employees that consider the quality of service
provided.
Human Resources
Department
M $O The Human Resources Department is in the contracting
process of establishing an on-line performance evaluation
process that will allow different rating criterion. The goal will
be revisited and incorporated during the implementation
process.
C2.2.2 Periodically perform evaluations of City service
delivery and develop strategies for continuous
improvement. Use metrics and make information
publicly available.
Community Services
Department
R $$O This is an ongoing effort.
Goal C-2: Demonstrate a commitment to excellence and high quality service to the public among City of Palo Alto officials and employees.
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C3.2.1 Develop a proactive Asset Management Program
for infrastructure requirements and costs.
Administrative
Services
Department/ OMB
M $$O The City of Palo Alto is proactively tracking capital,
preventative, and ongoing maintenance costs at all city
facilities through the infrastructure management system
(IMS) known as Maintenance Connection. In 2021 all city
facilities will be assessed to determine the capital planning
needed to maintain facilities for the next 30 years.
C3.3.1 Periodically evaluate how parks and recreational
facilities are being used and develop strategies for
improving their use overall.
Community Services
Department
IP $O Staff regularly analyze programs and solicit feedback from
program participants and use that information to improve
programs and provide desired amenities.
C3.3.2 Study and recommend methods of private and
public financing for improved park maintenance,
rehabilitation, and construction of facilities,
including those used for arts and culture.
Community Services
Department
S $O The Junior Museum and Zoo (JMZ) is an example of public
private partnership for constructing the new JMZ.
The “Friendship Trail” project is an example of State and
private funding improvements to interpretive signage in the
Baylands.
C3.3.3 Estimate the costs of retrofitting all park facilities
with water efficient appliances, fixtures and
irrigation systems and develop an implementation
schedule to phase-in use of non-potable water
conservations measures where and when feasible.
City of Palo Alto
Utilities &
Community Services
L $$O Parks staff is still working on this analysis. Parks and
Watershed Protection staff have discussed opportunities for
cisterns (rain barrels), which can be used for irrigation. Staff
utilized non-potable water from the basement de-watering
program to irrigate select City medians.
Upcoming park improvements will include non-potable
irrigation systems if required by the green building code. A
high-level technical memo was completed on the feasibility
of using groundwater to irrigate some parks and adjacent
public properties.
C3.3.4 Periodically assess the need to adjust parkland
dedication or fees in lieu thereof to ensure they
remain proportional to real estate values in Palo
Alto.
Planning and
Development
Services
R $P Work has not commenced yet.
Goal C-3: Recognize the intrinsic value and everyday importance of our parks and community centers, libraries, civic buildings and cultural assets by investing in their maintenance and
improvement.
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Program Text Lead
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C4.1.1 Explore opportunities to dedicate City-owned land
as parkland to protect and preserve its community-
serving purpose into the future.
Community Services
Department
S $$$P The Parks and Recreation Commission and staff have
explored some opportunities to dedicate City-owned land as
parkland and will continue to look for opportunities.
The City purchased a.64 acre property (3350 Birch St., which
is adjacent to Boulware Park) in 2019. It was dedicated as
parkland on Feb. 10, 2020.
C4.1.2 Encourage dedication of new land for parks
through regulations and incentives for new
development and programs to solicit bequests of
land within the city.
Community Services
Department
M $$P Work has not commenced yet.
C4.1.3 Pursue opportunities to create linear parks over
the Caltrain tracks in the event the tracks are
moved below grade.
Community Services
Department
L $$$P Work has not commenced yet.
C4.1.4 Explore ways to dedicate a portion of in-lieu fees
towards acquisition of parkland, not just
improvements.
Community Services
Department
M $P Work has not commenced yet.
C4.5.1 Use Cubberley Community Center as a critical and
vital part of the City’s service delivery system while
also planning for its future.
Community Services
Department
IP $$O A new Lease between the City and Palo Alto Unified School
District (PAUSD) for Cubberley was negotiated, which
reduces the amount of space the City leases. The Cubberley
Concept Plan provides a vision for the future of this vital
community asset. The CEQA analysis was expected to be
completed in 2020, but was delayed due to new guidelines
for assessing impacts related to traffic and transportation,
which will require an amendment to the consultant’s
contract.
Goal C-4: Plan for a future in which our parks, open spaces, libraries, public art, and community facilities thrive and adapt to the growth and change of Palo Alto.
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.
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Program Text Lead
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C5.1.1 Allocate resources to create and support initiatives
to increase the health and well-being of the public.
Community Services
Department
R $O Community Services Department has been working with the
City Manager’s Office and Library Department on community
welfare and wellbeing as a part of the City’s COVID recovery
plan.
C5.1.2 Establish a community-sourced online
clearinghouse of information and activities related
to health promotion in the community.
Community Services
Department
IP $O Community resources related to health and wellness have
been provided through the City Manager’s Office as part of
COVID response and communication.
C5.6.1 Incorporate health and well-being topics, including
arts and culture, into existing events and programs
at City- owned park and recreation facilities.
Community Services
Department
R $O Most events were canceled in 2020 due to the COVID-19
pandemic.
C5.6.2 Work with schools and community organizations to
provide programs that educate residents, workers
and visitors on health and well-being topics.
Community Services
Department
R $$O Community resources related to health and wellness have
been provided through the City Manager’s Office as part of
COVID response. Community Services Department staff have
been coordinating with local nonprofits who serve
vulnerable residents.
C5.9.1 Identify existing and potential indoor and outdoor
locations for community gardens and farmers
markets at City-owned or leased facilities and
spaces.
Community Services
Department
M $O Community Services Department continues to manage the
City’s community garden program. In 2019, City entered into
a 5-year agreement with Palo Alto Christian Reformed
Church to use some of their property for a community
garden (at no cost). The new community garden is called the
Arastradero Garden.
Business & Economics Element
Goal B-1: Businesses in Palo Alto that contribute to economic vitality, enhance the city’s physical environment, promote municipal revenues and provide needed local services.
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Program Text Lead
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Effort2 2020 Status3 2021 Staff Comments
B.1.1 Implement and periodically amend an Economic
Development Policy to guide business
development in the City in a manner consistent
with Policy L-1.10.
City Manager’s
Office
R $O COVID-19 requires rethinking of plan; City Council direction
is pending for 2020/21.
B3.2.1 Continue to refine tools, such as the Business
Registry, as data sources on existing businesses,
including the type of business, number of
employees, size, location, and other metrics to
track the diversity of Palo Alto businesses.
Administrative
Services
Department
IP $$O An outside firm is on contract to update and maintain the
online business registry process and related data. In addition,
during FY2020 staff did extensive work on researching and
structuring a potential business tax ballot measure, which
included acquisition of business date from Employment
Development Department (EDD).
B4.2.1 Revise zoning and other regulations as needed to
encourage the preservation of space to
accommodate small businesses, start-ups and
other services.
Planning and
Development
Services
M $$P Work has not commenced yet.
B4.2.2 Consider planning, regulatory, or other incentives
to encourage property owners to include smaller
office spaces in their buildings to serve small
businesses, non- profit organizations, and
independent professionals.
Planning and
Development
Services
M $P Work has not commenced yet.
Goal B-3: Careful management of City revenues and expenditures so that the fiscal health of the City is ensured and services are delivered efficiently and equitably.
Goal B-4: The stimulation of diverse commercial, retail and professional service business opportunities through supportive business policies and a culture of innovation.
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Program Text Lead
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B4.6.1 Work with local merchants to encourage Palo Alto
residents, workers, and visitors to buy in Palo Alto.
City Manager’s
Office
R $$O COVID-19 requires new focus on this aspect of work,
including policy changes for flexibility during 2020/21. The
long-term impact is unknown at this time. The City continues
to attend and participate in meetings and initiatives put
forward by the Palo Alto Chamber of Commerce, the Palo
Alto Downtown Business and Professional Association, and
the California Av. Merchants Association. The City is also a
member of the Silicon Valley Economic Development
Alliance; SVEDA is a regional partnership of economic
development professionals who bring together public and
private resources to ensure the success of businesses in
Silicon Valley.
B4.6.2 Study the overall viability of ground-floor retail
requirements in preserving retail space and
creating an active street environment, including
the types of locations where such requirements are
most effective.
City Manager’s
Office
M $$P COVID-19 requires adjustments as determined by the City.
As the Economic Development Policy is updated, resources
may be assigned to this medium-term project.
B4.6.3 Maintain distinct neighborhood shopping areas
that are attractive, accessible, and convenient to
nearby residents.
Planning and
Development
Services
R $O This is an ongoing effort. There are no substantial actions to
report at this time.
B5.1.1 Regularly evaluate ways to improve coordination of
the City’s environmental review, permitting, and
inspection processes.
Planning and
Development
Services
R $O This is an ongoing effort.
B5.1.2 Improve design guidelines to reduce ambiguity and
more clearly articulate compatibility principles to
the business community and to the public.
Planning and
Development
Services
M $$P Work will be starting in approximately four years, no change
in status to report for 2020.
Goal B-5: City regulations and operating procedures that provide certainty, predictability and flexibility and help businesses adapt to changing market conditions.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 73 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
B5.1.3 Simplify the design review process for small-scale
changes to previously approved site plans and
buildings.
Planning and
Development
Services
M $$O This is an ongoing effort.
B5.1.4 Revise zoning and other regulations as needed to
encourage the revitalization of aging retail
structures and areas. Encourage the preservation
of space to accommodate small, independent retail
businesses and professional services.
Planning and
Development
Services
R $$P No zoning regulation changes are proposed at this time.
B6.1.1 Actively work with Downtown businesses,
professional associations and the Palo Alto
Chamber of Commerce to retain successful retail
businesses that contribute to the City’s goals for
Downtown.
City Manager’s
Office
R $$C The City continues to attend and participate in meetings and
initiatives put forward by the Palo Alto Chamber of
Commerce, the Palo Alto Downtown Business and
Professional Association, and the California Av. Merchants
Association. The City is also a member of the Silicon Valley
Economic Development Alliance; SVEDA is a regional
partnership of economic development professionals who
bring together public and private resources to ensure the
success of businesses in Silicon Valley.
COVID-19 has influenced temporary changes to meetings
and activities.
B7.2.1 Review policies and regulations guiding
development at Stanford Research Park and revise
them as needed to allow improved responsiveness
to changing market conditions in a manner
consistent with Policy L-1.10.
Planning and
Development
Services
M $$P The City meets regularly with Stanford University regarding
land use on an ongoing basis. The Housing Element process
in 2021-22 will include consideration of this program.
Goal B-6: Attractive, vibrant retail centers, each with a mix of uses and a distinctive character.
Goal B-7: Thriving business employment districts at Stanford Research Park, Stanford Medical Center, East Bayshore/San Antonio Road Area and Bayshore Corridor that complement the City’s
business and neighborhood centers.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 74 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
B7.2.2 Study the feasibility of a “transfer of development
rights” (TDR) program and other measures that
would provide greater development flexibility
within Stanford Research Park without creating
significant adverse traffic impacts or increasing the
allowable floor area.
Planning and
Development
Services
M $$P Work has not commenced yet.
G1.1.1 Consider making data available at a transactional
level on the Open Data Portal.
Planning and
Development
Services
R $$C This task is completed. All Building Permit Applications are
available for viewing on our Open Data Portal. See link:
https://data.cityofpaloalto.org/dashboards/7712/developm
ent-center-permits/
G1.2.1 Continue to hold regular, Town Hall-style meetings
in neighborhoods.
City Council R $$O This is an ongoing task.
G1.2.2 Periodically review the suite of engagement
options used to solicit citizen input and expertise
on policy issues.
City Manager’s
Office
R $ - $$$PC The City Manager has directed staff to review and update
the community engagement strategy in 2020/21. As part of
that process, staff will review the suite of engagement
options employed by the City. This is ongoing as technology
and participation strategies evolve.
G1.2.3 Continue to rely on neighborhood organizations,
the City website, local media, online technologies
and other communication platforms to keep
residents informed of current issues and to
encourage citizen engagement.
City Manager’s
Office
R $O This is an ongoing task.
Governance Chapter
Goal G-1: Effective opportunities for public participation in local government.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 75 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
G1.2.4 Provide access to communications technologies at
City facilities, including public libraries and City
Hall, and explore innovative locations for
communication.
City Manager’s
Office
R $$O This is an ongoing policy though COVID-19 impacts access to
the inside of the facilities.
G1.2.5 Continue to release City Council staff reports to the
public up to 10 days prior to Council hearings to
increase public awareness of City decision-making.
City Clerk’s Office R $O This is an ongoing task.
G2.2.1 Continue to offer the use of City facilities to non-
profit civic, environmental, cultural, neighborhood
and social service organizations for meetings and
events at discounted or complimentary rates and
via sponsorship programs.
City Manager’s
Office
R $O Ongoing though COVID-19 impacts access to the inside of
the facilities.
G4.1.1 Continue and expand volunteer opportunities and
the community’s awareness of public and
nonprofit organizations serving the City.
All Departments R $O City continues to work with established Advisory Groups.
G4.1.2 Publicly recognize the efforts of individuals, groups,
and businesses that provide volunteer services
within the City.
City Manager’s
Office
R $O This is an ongoing task.
G4.1.3 Coordinate with the Palo Alto Unified School
District to develop classroom-based leadership,
governance and civic participation programs.
City Manager’s
Office
M $$O This is an ongoing task.
G4.1.4 Support the transition from school-based
volunteering to civic participation via outreach to
parent volunteers and student leaders.
City Manager’s
Office
M $O This is an ongoing task.
Goal G-2: Informed and involved civic, cultural, environmental, social service and neighborhood organizations and residents.
Goal G-4: Active involvement of local citizens as volunteers.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 76 of 77
Program Text Lead
Department Priority1 Level of
Effort2 2020 Status3 2021 Staff Comments
G4.1.5 Coordinate with the real estate community to
develop a welcome package for new residents,
containing City resources, information and ways to
contribute to livability.
City Manager’s
Office
M $$PC The City Manager’s Office works with the Utilities
Department to send an electronic welcome message to new
residents and customers, including businesses. In 2021 this
will be reviewed and updated.
G6.2.1 Provide clear information across multiple
communications platforms to guide citizens and
businesses through the City review and approval
process.
Planning and
Development
Services
R $O This is an ongoing effort.
G6.2.2 Continue and expand customer-oriented process
improvement efforts.
All Departments R $$O Ongoing effort continues. Launched Online Permitting
Service for all Development Services and Planning
applications in May of 2020. Working on customer service
enhancements.
G6.2.3 Use the pre-screening process to obtain early
feedback from the City Council and the community
regarding ordinance changes intended to facilitate
specific development proposals.
Planning and
Development
Services
R $O This is an ongoing practice.
Goal G-6: More clearly defined procedures, standards, and expectations for development review.
1. S= Short (< 5 years), M= Medium (5-10 years), L= Long (>10 years), IP= In Progress, R= Routine
2. $=Small, $$=Medium $$$=Large size projects
3. C= Complete, PC= Partially Complete, O= Ongoing, P= Pending.Page 77 of 77
TABLE D
Program Implementation Status
Housing Element Program Status Page 1 of 29 Revised December 2020
Status of Housing Element Programs 2015-2023
December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
H1 Goal ENSURE THE PRESERVATION OF THE UNIQUE CHARACTER OF RESIDENTIAL
NEIGHBORHOODS
H1.1 Policy Promote the rehabilitation of
deteriorating or substandard
residential properties using
sustainable and energy
conserving approaches.
H1.1.1 Program
Continue the citywide
property maintenance,
inspection, and
enforcement program.
Continue to
provide services
which promote
rehabilitation of
substandard
housing.
City Funds Planning and
Development
Services
Department;
Code
Enforcement
Ongoing Ongoing Program.
H1.1.2 Program
Consider modifying
development standards for
second units, where
consistent with maintaining
the character of existing
neighborhoods. The
modifications should
encourage the production of
second units affordable to
very low-, low-, or moderate-
income households.
Consider
modifying the
Zoning Code to
provide for
additional second
units.
General Fund Planning and
Development
Services
Department
Conduct a study
within three
years of adoption
of Housing
Element to
assess the
potential for
additional
second units with
modifications to
the development
standards.
Complete.
The new Ordinance
was adopted
November 2020. Staff
will return to PTC
regarding establishing
rules for Affordable
units.
H1.1.3 Program
Provide incentives to developers
such as reduced fees and
flexible development standards
Preserve 10
rental cottages
and duplexes.
City Housing funds Planning and
Development
Services
Explore
incentives within
three years of
Partially Complete.
ADU regulations were
approved in
TABLE D
Program Implementation Status
Housing Element Program Status Page 2 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
to encourage the preservation
of existing rental cottages and
duplexes currently located in the
R-1 and R-2 residential areas.
Department Housing Element
adoption.
November 2020.
H1.2 Policy Support efforts to preserve
multifamily
housing units in existing
neighborhoods.
H1.2.1 Program
When a loss of rental housing
occurs due to subdivision or
condominium conversion
approvals, the project shall
require 25 percent BMR units.
Provide 10
additional
affordable
housing units on
sites where rental
housing will be
lost.
NA Planning and
Development
Services
Department
Ongoing Partially Complete.
There have not been
any projects subject to
this program to date.
H1.3 Policy Encourage community
involvement in the
maintenance and enhancement
of public and private properties
and adjacent rights-of-way in
residential
neighborhoods.
H1.3.1 Program
Create community volunteer
days and park cleanups,
plantings, or similar events that
promote neighborhood
enhancement and conduct
City- sponsored cleanup
campaigns for public and
private properties.
Coordin. with the
City’s waste and
disposal hauler
to conduct a
cleanup
campaign once a
year to promote
neighborhood
clean-up.
City Housing
Funds
Public Works
Department
Ongoing Ongoing Program.
H1.4 Policy Ensure that new developments
provide appropriate transitions
from higher density
TABLE D
Program Implementation Status
Housing Element Program Status Page 3 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
development to single-family
and low-density residential
districts to preserve
neighborhood character.
H2 Goal SUPPORT THE CONSTRUCTION OF HOUSING NEAR SCHOOLS, TRANSIT, PARKS, SHOPPING, EMPLOYMENT, AND CULTURAL INSTITUTIONS
H2.1 Policy Identify and implement
strategies to increase housing
density and diversity, including
mixed-use development and a
range of unit styles, near
community services. Emphasize
and encourage the
development of affordable and
mixed-income housing to
support the City’s fair share of
the regional housing needs and
to ensure that the City’s
population remains
economically diverse.
H2.1.1 Program
To allow for higher density
residential development, consider
amending the Zoning Code to
permit high-density residential in
mixed use or single use projects in
commercial areas within one-half
a mile of fixed rail stations and to
allow limited exceptions to the 50-
foot height limit for Housing
Element Sites within one-quarter
mile of fixed rail stations.
Provide
opportunities
for a diverse
range of
housing types
near fixed rail
stations.
City Funds Planning and
Development
Services
Department
Consider Zoning
Code
amendments
within three
years of Housing
Element
adoption.
Complete.
Part of the Phase 1
Housing Element
implementation plan
for 2018. Completion
in Feb. 2019
H2.1.2 Program
.
Allow increased residential
densities and mixed-use
development only where
adequate urban services and
amenities, including roadway
Make sure that
adequate
services are
available when
considering
City Funds Planning and
Development
Services
Department
Ongoing Complete.
Council did expand
additional area of the
Housing
Improvement
TABLE D
Program Implementation Status
Housing Element Program Status Page 4 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
capacity, are available. increased
residential
densities.
Program Area in
2020.
H2.1.3 Program
Amend the zoning code to
specify the minimum density of
eight dwelling units per acre in all
RM-15 districts. Consider
amending the zoning code to
specify minimum density for
other multifamily zoning
districts, consistent with the
multi-family land use
designation in the
Comprehensive Plan.
To provide
opportunities
for up to10
additional
dwelling units
on properties
zoned RM-15
City Funds Planning and
Development
Services
Department
Within three
years of Housing
Element
adoption.
Complete.
Adopted Housing
Incentive Ordinance
in 2019.
H2.1.4 Program
.
Amend the Zoning Code to
create zoning incentives that
encourage the development of
smaller, more affordable
housing units, including units for
seniors, such as reduced parking
requirements for units less than
900 square feet and other
flexible development standards.
Provide
opportunities
for 75 smaller,
more
affordable
housing units.
City Funds Planning and
Development
Services
Department
Within three
years of Housing
Element
adoption.
Partially Complete.
The new ADU
Ordinance was adopted
November 2020. Staff
to return to PTC
regarding establishing
rules for Affordable
units.
H2.1.5 Program
Use sustainable neighborhood
development criteria to
enhance connectivity,
walkability, and access to
amenities, and to support
housing diversity.
Increase
connectivity
and walkability
in new
development.
VTA and City Funds Planning and
Development
Services
Department
Ongoing Partially Complete.
North Ventura
Community Action
Plan underway.
H2.1.6 Program
Consider density bonuses
and/or concessions including
allowing greater concessions
for 100% affordable housing
developments.
Provide
opportunities
for 100%
affordable
housing
City Funds Planning and
Development
Services
Department
Ongoing Complete.
TABLE D
Program Implementation Status
Housing Element Program Status Page 5 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
developments.
H2.1.7 Program
Explore developing a Transfer
of Development Rights (TDR)
program to encourage higher-
density housing in appropriate
locations.
Create
opportunities
for higher-
density
housing.
City Funds Planning and
Development
Services
Department
Consider
program within
two years of
Housing Element
adoption.
Partially Complete.
Completed part of
the Phase 1 Housing
Element
implementation plan
for 2018, standards to
be developed.
H2.1.8 Program
Promote redevelopment of
underutilized sites by providing
information about potential
housing sites on the City’s
website, including the Housing
Sites identified to meet the
RHNA and information about
financial resources available
through City housing programs.
Provide
information to
developers
about
potential
housing sites.
City funds Planning and
Development
Services
Department
Post information
on website upon
adoption of
Housing
Element.
Complete.
TABLE D
Program Implementation Status
Housing Element Program Status Page 6 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
H2.1.9 Program
Amend the Zoning Code to
create zoning incentives that
encourage the consolidation of
smaller lots identified as
Housing Inventory Sites and
developed with 100%
affordable housing projects.
Incentives may include
development review
streamlining, reduction in
required parking for smaller
units, or graduated density
when consolidated lots are over
one-half acre. Adopt
amendments as appropriate.
Provide information regarding
zoning incentives to developers.
Amend the
Zoning Code to
provide
development
incentives to
meet the
RHNA.
City funds Planning and
Development
Services
Department
Adopt
amendments
within two years
of Housing
Element
adoption.
Complete.
H2.1.10 Program
As a part of planning for the
future of El Camino Real, explore
the identification of pedestrian
nodes (i.e. “pearls on a string”)
consistent with the South El
Camino Design Guidelines, with
greater densities in these nodes
than in other
areas.
Explore the
identification of
pedestrian
nodes.
City Funds Planning and
Development
Services
Department
Ongoing in
conjunction with
the
Comprehensive
Plan update.
Partially Complete.
Part of the Phase 1
Housing Element
implementation plan;
in 2018. Comp. Plan
adopted.
H2.1.11 Program
Consider implementing the
Pedestrian and Transit Oriented
Development (PTOD) Overlay for
the University Avenue
downtown district to promote
Consider PTOD
for University
Avenue.
City Funds Planning and
Development
Services
Department
Within four years
of Housing
Element
adoption, in
conjunction with
Not Yet Complete.
The City is exploring
other options to
PTOD.
TABLE D
Program Implementation Status
Housing Element Program Status Page 7 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
higher density multifamily
housing development in that
area.
the
Comprehensive
Plan update.
H2.1.12 Program
Evaluate developing specific or
precise plans for the downtown,
California Avenue, and El Camino
Real areas to implement in the
updated Comprehensive Plan.
Adopt plans for these areas, as
appropriate.
Evaluate
developing plans
for downtown,
California
Avenue, and El
Camino Real.
City Funds Planning and
Development
Services
Department
Ongoing in
conjunction with
the
Comprehensive
Plan update
Complete.
Comprehensive Plan
adopted the study of
Coordinated Plans for
Cal Ave and
Downtown.
H2.2 Policy
Continue to support
redevelopment of suitable lands
for mixed uses containing
housing to encourage compact,
infill development. Optimize the
use of existing urban services
and support transit.
•
.
H2.2.1 Program
Implement an incentive program
within three years of Housing
Element adoption for small
properties identified as a
Housing Element Site to
encourage housing production
on those sites. The incentive
eliminates Site and Design
Review if the project meets the
following criteria:
• The project has 9 residential
units or fewer
• A residential density of 20
dwelling units per acre or higher
Streamline
processing for
identified
Housing Element
Sites
City Funds Planning and
Development
Services
Department
Adopt program
within three
years of Housing
Element
adoption
Complete.
TABLE D
Program Implementation Status
Housing Element Program Status Page 8 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
Maximum unit size of 900 square
feet
H2.2.2 Program
Work with Stanford University to
identify sites suitable for housing
that may be located in the
Stanford Research Park and
compatible with
surrounding uses.
Identify sites
suitable for
housing to
accommodate
additional
housing
units.
City Funds Planning and
Development
Services
Department
Identify sites
within three
years of Housing
Element
adoption.
Partially Complete.
H2.2.3 Program
Use coordinated area plans
and other tools to develop
regulations that support the
development of housing above
and among commercial uses.
Explore
additional
opportunities to
encourage
housing in
commercial
areas.
VTA and City Funds Planning and
Development
Services
Department
Ongoing Partially Complete:
Underway. Part of the
Phase 1 Housing
Element
implementation plan
for 2018;
development of the
North Ventura
Coordinated Area
Plan in progress.
H2.2.4 Program
As detailed in the Resources
chapter of the Housing Element,
the City of Palo Alto has
committed to providing financial
assistance towards the
conversion of 23 multi-family
units to very low-income (30-
50% AMI) units for a period of 55
years, and is seeking to apply
credits towards the City’s RHNA
(refer to Appendix C - Adequate
Sites Program Alternative
Checklist). The Palo Alto Housing
Corporation (PAHC) approached
the City for assistance in
By the end of the
second year of
the housing
element planning
period, the City
will enter into a
legally
enforceable
agreement for
$200,000 in
committed
assistance to
purchase
affordability
covenants on 23
City Housing funds Planning and
Development
Services
Department
Ongoing Complete.
January 2016.
TABLE D
Program Implementation Status
Housing Element Program Status Page 9 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
converting a portion of the 60
units at the Colorado Park
Apartments, to be reserved for
very low-income households.
The committed assistance will
ensure affordability of the units
for at least 55 years, as required
by law.
units at the
Colorado Park
Apartments. The
City will report to
HCD on the
status of
purchasing
affordability
covenants no
later than July 1,
2018, and to the
extent an
agreement is not
in place, will
amend the
Housing Element
as necessary to
identify
additional sites.
H2.2.5 Program
The City will continue to
identify more transit-rich
housing sites including in the
downtown and the California
Avenue area after HCD
certification as part of the
Comprehensive Plan Update
process and consider
exchanging sites along San
Antonio and sites along South
El Camino that are outside of
identified “pedestrian nodes”
for the more transit-rich
identified sites.
Explore
additional
appropriate
housing sites.
City Funds Planning and
Development
Services
Department
Ongoing Not Yet complete.
Amended to include
additional housing in
San Antonio corridor
in November 2019.
H2.2.6 Program
On parcels zoned for mixed use,
consider allowing exclusively
Consider transfer
of zoning
City Funds Planning and
Development
Within three
years of Housing
Complete.
Part of Housing
TABLE D
Program Implementation Status
Housing Element Program Status Page 10 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
residential use on extremely
small parcels through the
transfer of zoning requirements
between adjacent parcels to
create horizontal mixed-use
arrangements. If determined to
be appropriate, adopt an
ordinance to implement this
program.
requirements to
create horizontal
mixed use.
Services
Department
Element
adoption
Program 2.1.9 above.
H2.2.7 Program
Explore requiring minimum
residential densities to
encourage more housing instead
of office space when mixed-use
sites develop and adopt
standards as appropriate.
Explore requiring
minimum
densities in
mixed use
districts.
City Funds Planning and
Development
Services
Department
Ongoing in
conjunction with
the
Comprehensive
Plan update
Complete.
Adoption new
development
standards
CS18.16.060.
H2.2.8 Program
Assess the potential of removing
maximum residential densities
(i.e. dwelling units per acre) in
mixed use zoning districts to
encourage the creation of
smaller housing units within the
allowable Floor Area Ratio (FAR)
and adopt standards as
appropriate.
Assess removal
of maximum
densities in
mixed use zoning
districts.
City Funds Planning and
Development
Services
Department
Ongoing in
conjunction with
the
Comprehensive
Plan update
Complete.
Feb. 2019.
H2.3 Policy Heighten community awareness
and to receive community input
regarding the social, economic
and environmental values of
maintaining economic diversity
in the City by providing
affordable and mixed income
higher density housing along
transit corridors and at other
appropriate locations.
TABLE D
Program Implementation Status
Housing Element Program Status Page 11 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
H2.3.1 Program
Maintain an ongoing
conversation with the
community, using a variety of
forms of media, regarding the
need for affordable housing, the
financial realities of acquiring
land and building affordable
housing, and the reasons that
affordable housing projects
need higher densities to be
feasible developments.
Perform
outreach on
affordable
housing.
City Funds Planning and
Development
Services
Department
Ongoing Ongoing Program.
H3 Goal MEET UNDERSERVED HOUSING NEEDS, AND PROVIDE COMMUNITY RESOURCES TO SUPPORT OUR
NEIGHBORHOODS
H3.1 Policy Encourage, foster, and preserve
diverse housing opportunities
for very low-, low-, and
moderate income
households.
H3.1.1 Program
Amend the City’s BMR ordinance
to lower the BMR requirement
threshold from projects of five or
more units to three or more
units, and to modify the BMR
rental section to be consistent
with case law related to
inclusionary rental housing.
Provide
opportunities for
four additional
BMR units.
City Funds Planning and
Development
Services
Department
Amend BMR
Ordinance within
three years of
Housing Element
adoption.
Complete.
Ordinance adopted
on April 17, 2017.
H3.1.2 Program
Implement the BMR ordinance
to reflect the City’s policy of
requiring:
a) At least 15 percent of all
housing units in projects must
be provided at below market
Provide 10
affordable units
through
implementation
of the City’s BMR
program.
Developers Planning and
Development
Services
Department
Ongoing –
implementation
of existing
program
Ongoing Program.
TABLE D
Program Implementation Status
Housing Element Program Status Page 12 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
rates to very low-, low-, and
moderate-income households.
Projects on sites of five acres or
larger must set aside 20 percent
of all units as BMR units.
Projects that cause the loss of
existing rental housing may
need to provide a 25 percent
component as detailed in
Program H 1.2.1. BMR units
must be comparable in quality,
size, and mix to the other units
in the development.
b) Initial sales price for at
least two- thirds of the BMR
units must be affordable to a
household making 80 to 100
percent of the Santa Clara
County median income. The
initial sales prices of the
remaining BMR units may be set
at higher levels affordable to
households earning between
100 to
120 percent of the County’s
median income. For projects
with a 25 percent BMR
component, four-fifths of the
BMR
units must be affordable to
households
H3.1.3 Program
Continue implementation of the
Below Market Rate Program
Emergency Fund to prevent the
Use the BMR
Program
Emergency Fund
BMR Emergency
Fund
Planning and
Development
Services
On Ongoing Program
preserved one BMR
unit in 2016; CDBG
TABLE D
Program Implementation Status
Housing Element Program Status Page 13 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
loss of BMR units and to provide
emergency loans for BMR unit
owners to maintain and
rehabilitate their units. Consider
expansion of program funds to
provide financial assistance for
the maintenance and
rehabilitation of older BMR
units.
to prevent the
loss of at least
two affordable
units and assist in
maintenance and
rehabilitation of
at least four older
BMR units
Department funding for Safe and
Sanitary maintenance
of 5 units inFY2018-19.
H3.1.4 Program
Preserve affordable housing
stock by monitoring compliance,
providing tenant education, and
seeking other sources of funds
for affordable housing
developments at risk of market
rate conversions. The City will
continue to renew existing
funding sources supporting
rehabilitation and maintenance
activities.
Prevent
conversion of
affordable
housing to market
rate and renew
funding sources
for rehabilitation
and maintenance
of housing stock.
City, CDBG funds Planning and
Development
Services
Department
Ongoing.
Continued
implementation
of existing
program
Partially Complete.
Underway, in
discussions with
property owners of
projects at risk of
conversion, including
Lytton Gardens,
Terman Apartments
and Webster Wood
Apartments.
H3.1.5 Program
Encourage the use of flexible
development standards,
including floor- area ratio limits,
creative architectural solutions,
and green building practices in
the design of projects with a
substantial BMR component.
Increase
opportunities for
BMR
development
through use of
flexible
development
standards.
City Funds Planning and
Development
Services
Department
Ongoing.
Continued
implementation
of existing
program
Ongoing Program.
The Planned Housing
Zone was adopted in
Sept. 2020 with more
affordable housing
options to provide
greater flexibility.
H3.1.6 Program
Require developers of
employment- generating
commercial and industrial
developments to contribute to
the supply of low- and
Generate in-lieu
fees to contribute
toward the
creation of low-
and moderate-
City Housing Fund Planning and
Development
Services
Department
Ongoing.
Continue to
regularly update
the commercial
in-lieu fee.
Complete.
The commercial in-
lieu fee housing
development fee is
regularly updated
TABLE D
Program Implementation Status
Housing Element Program Status Page 14 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
moderate-income housing
through the payment of
commercial in-lieu fees as set
forth in a nexus impact fee study
and implementing ordinances.
income housing. with other city fees
based on nexus
impact fee studies.
H3.1.7 Program
Ensure that the Zoning Code
permits innovative housing
types such as co- housing and
provides flexible development
standards that will allow such
housing to be built, provided the
character of the neighborhoods
in which such housing is
proposed to be located is
maintained.
Review the
Zoning Code and
determine
appropriate
amendments to
allow innovative
housing types
with flexible
development
standards.
City Funds Planning and
Development
Services
Department
Consider
changes to the
Zoning Code
within four years
of Housing
Element
adoption.
Not Complete.
Included in Housing
Work Plan as
Program 2.8.
H3.1.8 Program
Recognize the Buena Vista
Mobile Home Park as providing
low- and moderate income
housing opportunities. Any
redevelopment of the site must
be consistent with the City’s
Mobile Home Park Conversion
Ordinance adopted to preserve
the existing units. To the extent
feasible, the City will seek
appropriate local, state and
federal funding to assist in the
preservation and maintenance
of the existing units in the Buena
Vista Mobile Home Park.
Preserve the 120
mobile home
units in the
Buena Vista
Mobile Home
Park as a low and
moderate
income housing
resource.
City, State and
Federal Funds
Planning and
Development
Services
Department
Ongoing Complete.
Mobile home park
was preserved in
September 2017 with
interagency
cooperation.
H3.1.9 Program
Continue enforcing the
Condominium Conversion
Ordinance.
Maintain the
rental housing
stock.
City Funds Planning and
Development
Services
Department
Ongoing Ongoing Program.
TABLE D
Program Implementation Status
Housing Element Program Status Page 15 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
H3.1.10 Program
Annually monitor the progress
in the construction or
conversion of housing for all
income levels, including the
effectiveness of housing
production in mixed use
developments.
Provide
information to
the City Council
on the
effectiveness of
City programs.
City Funds Planning and
Development
Services
Department
Provide annual
reports.
Ongoing Program.
H3.1.11 Program
When using Housing
Development funds for
residential projects, the City
shall give a strong preference to
those developments which
serve extremely low-income
(ELI), very low-income, and low-
income households.
Provide funding
opportunities for
development of
housing for
Extremely Low
Income
households.
City Housing
Development funds
Planning and
Development
Services
Department
Ongoing Ongoing Program.
Housing funds
provided as needed
by housing projects.
H3.1.12 Program
Amend the Zoning Code to
provide additional incentives to
developers who provide
extremely low-income (ELI),
very low-income, and low-
income housing units, above
and beyond what is required by
the Below Market Rate
program, such as reduced
parking requirements for
smaller units, reduced
landscaping requirements, and
reduced fees.
Provide
incentives for
development of
housing for
Extremely Low
Income
households.
City Housing funds Planning and
Development
Services
Department
Within three
years of Housing
Element
adoption.
Complete.
Part of the Phase 1
Housing Element
implementation plan
for 2018. In, 2019
new
development/parking
standards were
adopted in Housing
Incentive Program,
CS18.16.060
TABLE D
Program Implementation Status
Housing Element Program Status Page 16 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
H3.1.13 Program
For any affordable
development deemed a high
risk to convert to market rate
prices within two years of the
expiration of the affordability
requirements, the City will
contact the owner and explore
the possibility of extending the
affordability of the
development.
To protect those
affordable
developments
deemed a high
risk to converting
to market rate
City Housing funds Planning and
Development
Services
Department
Ongoing Ongoing Program.
Underway, in
discussions with
property owners of
projects at risk of
conversion, including
Lytton Gardens,
Terman Apartments
and Webster Wood
Apartments.
H3.1.14 Program
Encourage and support the
regional establishment of a
coordinated effort to provide
shared housing arrangement
facilitation, similar to the HIP
Housing Home Sharing Program
in San Mateo County. Advocate
among regional and nonprofit
groups to establish the
necessary framework.
Meet with
regional groups
and work to
establish a Santa
Clara Home
Sharing Program
City Housing funds Planning and
Development
Services
Department
Within two years
of Housing
Element
adoption.
Partially Complete.
Underway. On April
2018, the Santa Clara
County's Board
approved the Santa
Clara Home Sharing
Program with
partnership with
Catholic Charities of
Santa Clara County.
H3.2 Policy Reduce the cost of housing by
continuing to promote energy
efficiency, resource management,
and conservation for new and existing housing.
H3.2.1 Program
Continue to assist very low-
income households in reducing
their utility bills through the
Utilities Residential Rate
Assistance Program (RAP).
Provide assistance
to with utility bills
to 800 low-
income
households.
City Funds Palo Alto
Utilities
Department
Ongoing Ongoing Program.
H3.2.2 Program
Use existing agency programs
such as Senior Home Repair to
Provide
rehabilitation
assistance to 600
CDBG and General
Fund
Planning and
Development
Services
Ongoing Ongoing Program.
CDBG funds were
TABLE D
Program Implementation Status
Housing Element Program Status Page 17 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
provide rehabilitation
assistance to very low- and
low-income households.
very low and low-
income
households.
Department allocated for a pilot
home repair program
in FY18.
H3.3 Policy Support the reduction of
governmental and regulatory
constraints, and advocate for
the production of affordable
housing.
H3.3.1 Program
When appropriate and feasible,
require all City departments to
expedite processes and allow
waivers of development fees as
a means of promoting the
development of affordable
housing.
Continue to
reduce
processing time
and costs for
affordable
housing
projects.
City Funds Planning and
Development
Services
Department
Ongoing Ongoing Program.
Work continues on
objective zoning
standards.
H3.3.2 Program
Continue to exempt
permanently affordable
housing units from any
infrastructure impact fees
adopted by the City.
Reduce costs
for affordable
housing
projects.
City Funds Planning and
Development
Services
Department
Ongoing Ongoing Program.
H3.3.3 Program
Promote legislative changes and
funding for programs that
subsidize the acquisition,
rehabilitation, and operation of
rental housing by housing
assistance organizations,
nonprofit developers, and for-
profit developers.
Continue as an
active member of
the Non- Profit
Housing
Association of
Northern
California to
promote
legislative changes and funding
City Funds Planning and
Development
Services
Department;
City Manager
Ongoing Ongoing Program.
Active membership
in the Non- Profit
Housing Association.
H3.3.4 Program
Support the development and
preservation of group homes
and supported living facilities for
persons with special housing
Regularly review
existing
development
regulations and
City & CDBG Funds Planning and
Development
Services
Department
Amend Zoning
Code within
three years of
Housing Element
Ongoing Program.
As Housing Plan Work
Program 2.4.7.
TABLE D
Program Implementation Status
Housing Element Program Status Page 18 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
needs by assisting local agencies
and nonprofit organizations in
the construction or
rehabilitation of new facilities
for this population.
amend the
Zoning Code
accordingly to
reduce
regulatory
obstacles to this
type of housing.
adoption.
H3.3.5 Program
Review and consider revising
development standards for
second units to facilitate the
development of this type of
housing, including reduced
minimum lot size and FAR
requirements. Based on this
analysis, consider modifications
to the Zoning Code to better
encourage development of
second units.
Complete study
on impact of
revised
standards, and
consider Zoning
Code
Amendments
City Funds Planning and
Development
Services
Department,
City Council
Ongoing Complete.
New Ordinance
adopted November
2020. Staff to return to
PTC regarding
establishing rules for
Affordable units.
H3.3.6 Program
Continue to participate
with and support agencies
addressing homelessness.
Continue City
staff
participation in
prioritizing
funding for
County-wide
programs.
City, CDBG & HOME
funds
Planning and
Development
Services
Department,
City Council
Ongoing Ongoing Program.
H3.3.7 Program
Prepare a local parking
demand database to
determine parking standards
for different housing uses (i.e.
market rate multifamily,
multifamily affordable, senior
affordable, emergency
Determine
parking
standards for
different
residential uses.
City Funds Planning and
Development
Services
Department
Within four
years of
Housing
Element
adoption.
Partially Complete.
Underway,
consultant has been
retained to complete
a parking study.
TABLE D
Program Implementation Status
Housing Element Program Status Page 19 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
shelters etc.) with proximity
to services as a consideration.
Adopt revisions to standards
as appropriate.
H3.4 Policy Pursue funding for the
acquisition, construction, and
rehabilitation of housing that is
affordable to very low-, low-and
moderate-income households.
H3.4.1 Program
Maintain a high priority for the
acquisition of new housing sites
near public transit and services,
the acquisition and
rehabilitation of existing
housing, and the provision for
housing-related services for
affordable housing. Seek
funding from all State and
federal programs whenever
they are available to support
the development or
rehabilitation of housing for
very low-, low-, and moderate-
income households.
Allocate CDBG
funding to acquire
and rehabilitate
housing for very
low-, low-, and
moderate income
households.
CDBG, State Local
Housing Trust Fund
Planning and
Development
Services
Department
Ongoing Ongoing Program.
H3.4.2 Program
Support and expand local
funding sources including the
City’s Housing Development
Fund, Housing Trust of Santa
Clara County, CDBG Program,
County of Santa Clara’s
Mortgage Credit Certificate
Program (MCC), or similar
Increase the
supply of
affordable
housing stock.
City Housing
Development Fund,
Housing Trust of
Santa Clara County,
CDBG, Santa Clara
County MCC
Planning and
Development
Services
Department
Ongoing Ongoing Program.
TABLE D
Program Implementation Status
Housing Element Program Status Page 20 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
program. Continue to explore
other mechanisms to generate
revenues to increase the supply
of low- and moderate-income
housing.
H3.4.3 Program
Periodically review the housing
nexus formula required under
Chapter 16.47 of the Municipal
Code to fully reflect the impact
of new jobs on housing
demand and cost.
Continue to
evaluate the
housing nexus
formula and
adjust the
required impact
fees to account
for the housing
demand from
new
development.
City Funds Planning and
Development
Services
Department
Ongoing Complete.
Housing nexus study
updated in 2016.
Development fees
evaluated and updated
annually.
H3.4.4 Program
The City will work with
affordable housing developers
to pursue opportunities to
acquire, rehabilitate, and
convert existing multi-family
developments to long-term
affordable housing units to
contribute to the City’s fair share
of the region’s housing needs.
Identify potential
sites for
acquisition and
conversion and
provide this
information to
developers.
City Funds Planning and
Development
Services
Department
Within three
years of Housing
Element
adoption.
Ongoing Program.
H3.5 Policy Support the provision of
emergency shelter, transitional
housing, and ancillary services
to address homelessness.
TABLE D
Program Implementation Status
Housing Element Program Status Page 21 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
H3.5.1 Program
Continue to participate in the
Santa Clara County Homeless
Collaborative as well as work
with adjacent jurisdictions to
develop additional shelter
opportunities.
Continue City staff
participation as
members of the
Collaborative’s
CDBG and Home
Program
Coordinators
Group.
City, CDBG & HOME
funds
Planning and
Development
Services
Department,
City Council
Ongoing Ongoing Program.
Continued
participation in
regional
CDBG/housing
collaborative efforts.
H3.5.2 Program
Amend the Zoning Code to
clarify distancing requirements
for emergency shelters, stating
that “no more than one
emergency shelter shall be
permitted within a radius of 300
feet.”
Amend the
Zoning Code to
clarify distancing
requirements for
emergency
shelters.
City Funds Planning and
Development
Services
Department
Adopt
amendments
within one year
of Housing
Element
adoption.
Complete.
H3.5.3 Program
Amend the Zoning Code to revise
definitions of transitional and
supportive housing to remove
reference to multiple-family
uses, and instead state that
“transitional and supportive
housing shall be considered a
residential use of property and
shall be subject only to those
restrictions that apply to other
residential dwellings of the same
type in the same zone.”
Amend the
Zoning Code to
revise
transitional and
supportive
housing
definitions.
City Funds Planning and
Development
Services
Department
Adopt
amendments
within one year.
Complete.
H3.6 Policy Support the creation of
workforce housing for City and
school district
employees as feasible.
TABLE D
Program Implementation Status
Housing Element Program Status Page 22 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
H3.6.1 Program
Conduct a nexus study to
evaluate the creation of
workforce housing for City and
school district employees.
Create the
opportunity for
up to five units of
workforce
housing.
City of Palo Alto
Commercial
Housing Fund
Planning and
Development
Services
Department
Conduct a study
within four years
of adoption of
the Housing
Element.
Complete.
City adopted
Workforce Housing
Overlay.
H4 Goal PROMOTE AN ENVIRONMENT FREE OF DISCRIMINATION AND THE BARRIERS THAT PREVENT CHOICE IN HOUSING.
H4.1 Policy Support programs and agencies
that
seek to eliminate housing
discrimination.
H4.1.1 Program
Work with appropriate State
and federal agencies to ensure
that fair housing laws are
enforced, and continue to
support groups that provide
fair housing services, such as
the Mid-Peninsula Citizens for
Fair Housing
Continue to
coordinate with
State and federal
agencies to
support programs
to eliminate
housing
discrimination
and provide
financial support
for fair housing
services.
City Funds Planning and
Development
Services
Department
Ongoing Ongoing Program.
The City contracts
with Project Sentinel
to provide fair
housing services.
H4.1.2 Program
Continue the efforts of the
Human Relations
Commission to combat
discrimination in rental
housing, including
mediation of problems
between landlords and
tenants.
Continue to
provide mediation
services for rental
housing
discrimination
cases.
City Funds Human
Relations
Commission,
Planning &
Community Environment
Ongoing Ongoing Program.
The City contracts
with Project Sentinel
to provide mediation
services.
H4.1.3 Program Continue implementation of Implement City Funds Planning and Ongoing Ongoing Program.
TABLE D
Program Implementation Status
Housing Element Program Status Page 23 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
City’s ordinances and State
law prohibiting discrimination
in renting or leasing housing
based on age, parenthood,
pregnancy, or the potential or
actual presence of a minor
child.
existing
ordinances
regarding
discrimination
Development
Services
Department
H4.1.4 Program
Continue the City’s role in
coordinating the actions of
various support groups that
seek to eliminate housing
discrimination and in providing
funding and other support for
these groups to disseminate fair
housing information in Palo Alto,
including information on
referrals to pertinent
investigative or enforcement
agencies in the case of fair
housing complaints.
Continue to
provide funding
and other support
for these groups
to disseminate
fair housing
information in
Palo Alto.
City Funds, Human
Services Resource
Allocation Process
(HSRAP)
Community
Services
Department
Ongoing Ongoing Program.
The City contracts
with Project Sentinel
to provide fair
housing services.
H4.1.5 Program
Heighten community
awareness regarding and
implement the Reasonable
Accommodations procedure
for the siting, funding,
development, and use of
housing for people with
disabilities.
Continue to
provide
information to
residents on
reasonable
accommodation
procedures via
public counters
and on the City’s
website.
City Funds Planning and
Development
Services
Department
Ongoing Ongoing Program.
H4.1.6 Program
Continue to implement the
Action Plan of the City of Palo
Provide for
increased use and
CDBG funds,
General Fund
Planning and
Development
Ongoing Ongoing Program.
TABLE D
Program Implementation Status
Housing Element Program Status Page 24 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
Alto’s Community Development
Block Grant (CDBG)
Consolidated Plan and the
Analysis of Impediments to Fair
Housing Choice.
support of
tenant/landlord
educational
mediation
opportunities as
called for in the
CDBG Action Plan
and the Analysis
of Impediments
to Fair Housing
Choice.
Services
Department
H4.2 Policy Support housing that
incorporates facilities and
services to meet the health
care, transit, and social service
needs of households with
special needs, including seniors
and persons
with disabilities.
H4.2.1 Program
Ensure that the Zoning Code
facilitates the construction of
housing that provides services
for special needs households
and provides flexible
development standards for
special service housing that will
allow such housing to be built
with access to transit and
community services while
preserving the character of the
neighborhoods in which they are
proposed to be located.
Evaluate the
Zoning Code and
develop flexible
development
standards for
special service
housing.
City Funds Planning and
Development
Services
Department
Evaluate the
Zoning Code
within three
years of adoption
of the Housing
Element.
Not yet complete.
Implemented pilot
Safe Parking Program
for homeless.
Included as Housing
Work Plan Program
2.4.7.
TABLE D
Program Implementation Status
Housing Element Program Status Page 25 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
H4.2.2 Program
Work with the San Andreas
Regional Center to implement
an outreach program that
informs families in Palo Alto
about housing and services
available for persons with
developmental disabilities. The
program could include the
development of an
informational brochure,
including information on
services on the City’s website,
and providing housing-related
training for
individuals/families through
workshops.
Provide
information
regarding
housing to
families of
persons with
developmental
disabilities.
General Fund Planning and
Development
Services
Department
Develop
outreach
program within
three years of
adoption of the
Housing
Element.
Partially Complete.
H5 Goal REDUCE THE ENVIRONMENTAL IMPACT OF NEW AND EXISTING HOUSING.
H5.1 Policy
Reduce long-term energy costs
and improve the efficiency and
environmental performance of
new and existing homes.
H5.1.1 Program
Periodically report on the
status and progress of
implementing the City’s Green
Building Ordinance and assess
the environmental
performance and efficiency of
homes in the following areas:
- Greenhouse gas emissions
- Energy use
- Water use (indoor and
outdoor)
- Material efficiency
- Storm water runoff
Prepare reports
evaluating the
progress of
implementing
the City’s Green
Building
Ordinance.
City funds,
Development fees
Planning and
Development
Services
Department,
Building Division
Ongoing Ongoing Program.
TABLE D
Program Implementation Status
Housing Element Program Status Page 26 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
- Alternative transportation
H5.1.2 Program
Continue providing support to
staff and the public (including
architects, owners, developers
and contractors) through
training and technical assistance
in the areas listed under
Program H5.1.1.
Provide
educational
information
regarding the
City’s Green
Building
Ordinance.
City funds,
Development fees
Planning and
Development
Services
Department,
Building Division
Ongoing Ongoing Program.
H5.1.3 Program
Participate in regional planning
efforts to ensure that the
Regional Housing Needs
Allocation targets areas that
support sustainability by
reducing congestion and
greenhouse gas emissions.
Provide a regional
framework for
sustainability in
creating new
housing
opportunities
through the City’s
Regional Housing
Mandate
Committee.
City Funds Planning and
Development
Services
Department
Ongoing Ongoing Program.
H5.1.4 Program
Review federal, State, and
regional programs encouraging
the improvement of
environmental performance
and efficiency in construction of
buildings, and incorporate
appropriate programs into Palo
Alto’s policies, programs and
outreach efforts.
Continue to
update
regulations for
environmental
sustainability.
City Funds Planning and
Development
Services
Department,
Building
Division; Public
Works &
Utilities
Ongoing Ongoing Program.
H5.1.5 Program
Enhance and support a proactive
public outreach program to
encourage Palo Alto residents to
conserve resources and to share
ideas about conservation.
Provide up-to-
date information
for residents
regarding
conservation
through
educational
brochures
City Funds Planning and
Development
Services
Department,
Public Works &
Utilities
Ongoing Ongoing Program.
TABLE D
Program Implementation Status
Housing Element Program Status Page 27 of 29 Revised December 2020
Goal/Policy/Program Description Plan Objective Funding Source Responsible
Agency
Time Frame Status
available at City
Hall and posted
on the City’s
website.
H5.1.6 Program
Provide financial subsidies,
recognition, or other incentives
to new and existing
homeowners and developers to
achieve performance or
efficiency levels beyond
minimum requirements.
Continue to
recognize
homeowners and
developers who
incorporate
sustainable
features beyond
what is required
by the Green
Building
Ordinance.
City Funds Planning and
Development
Services
Department
Ongoing Ongoing Program.
H5.1.7 Program
In accordance with Government
Code Section 65589.7,
immediately following City
Council adoption, the City will
deliver to all public agencies or
private entities that provide
water or sewer services to
properties within Palo Alto a
copy of the 2015-2023 Housing
Element.
Immediately
following
adoption, deliver
the 2015-2023
Palo Alto
Housing Element
to all providers
of sewer and
water services
within the City.
City Funds Planning and
Development
Services
Department
Within one
month of
adoption of the
Housing
Element.
Complete.
Jurisidiction Name
Reporting Calendar Year
First Name
Last Name
Title
Email
Phone
Street Address
City
Zipcode
v 01.17.20
94301
General Information Submittal Instructions
Palo Alto
Housing Element Annual Progress Reports (APRs) forms and
tables must be submitted to HCD and the Governor's Office of
Planning and Research (OPR) on or before April 1 of each year
for the prior calendar year; submit separate reports directly to
both HCD and OPR pursuant to Government Code section
65400. There are two options for submitting APRs:
1. Online Annual Progress Reporting System (Preferred) -
This enters your information directly into HCD’s database
limiting the risk of errors. If you would like to use the online
system, email APR@hcd.ca.gov and HCD will send you the
login information for your jurisdiction. Please note: Using the
online system only provides the information to HCD. The APR
must still be submitted to OPR. Their email address is
opr.apr@opr.ca.gov.
2. Email - If you prefer to submit via email, you can complete
the excel Annual Progress Report forms and submit to HCD at
APR@hcd.ca.gov and to OPR at opr.apr@opr.ca.gov. Please
send the Excel workbook, not a scanned or PDF copy of the
tables.
2020
Contact Information
TIM
WONG
SENIOR PLANNER
tim.wong@cityofpaloalto.org
(650) 329-2561
Mailing Address
250 Hamilton Avenue
Palo Alto
Jurisdiction Palo Alto
Reporting Year 2020 (Jan. 1 - Dec. 31)
Date
Application
Submitted
Total Approved
Units by Project
Total Disapproved
Units by Project Streamlining Notes
2 34 67 8 9 10
Prior APN+Current APN Street Address
Project
Name+
Local Jurisdiction
Tracking ID+
Unit
Category
(SFA,SFD,2
to
4,5+,ADU,M
H)
Tenure
R=Renter
O=Owner
Date Application
Submitted
Very Low-
Income Deed
Restricted
Very Low-
Income Non
Deed
Restricted
Low-Income
Deed Restricted
Low-Income
Non Deed
Restricted
Moderate-
Income Deed
Restricted
Moderate-
Income Non
Deed Restricted
Above
Moderate-
Income
Total
PROPOSED
Units by Project
Total APPROVED
Units by project
Total DISAPPROVED
Units by Project (Auto-
calculated Can Be
Overwritten)
Was APPLICATION
SUBMITTED
Pursuant to GC
65913.4(b)?
(SB 35 Streamlining)
Notes+
Summary Row: Start Data
Entry Below 00 0 016095111 0
147-03-041 788 SAN ANTONIO AVE 19PLN-00079 5+ O 3/5/2019 16 86 102 No
UNDER REVIEW,
COLUMN 6 IS NET
DU CHANGE.
120-04-023 635 WEBSTER ST 20PLN-00245 SFD O 10/23/2020 11
UNDER REVIEW,
COLUMN 6 IS NET
DU CHANGE.
120-16-008 486 HAMILTON AVE 19PLN-00347 2-4 R 10/21/2019 44 No
UNDER REVIEW,
COLUMN 6 IS NET
DU CHANGE.
132-40-058 3585 EL CAMINO REAL 17PLN-00305 2-4 R 8/21/2017 33 No
UNDER REVIEW,
COLUMN 6 IS NET
DU CHANGE.
148-02-092 4221 WILKIE WY 20PLN-00235 SFD O 10/13/2020 11
UNDER REVIEW,
COLUMN 6 IS NET
DU CHANGE.
Table A
ANNUAL ELEMENT PROGRESS REPORT
Housing Element Implementation
(CCR Title 25 §6202)
Note: + Optional field
Cells in grey contain auto-calculation formulas
Housing Development Applications Submitted
Project Identifier Unit Types Proposed Units - Affordability by Household Incomes
1 5
Date
Application
Total Approved
Units by Project
Total Disapproved
Units by Project Streamlining Notes
2 34 67 8 9 10
Prior APN+Current APN Street Address
Project
Name+
Local Jurisdiction
Tracking ID+
Unit
Category
(SFA,SFD,2
to
4,5+,ADU,M
H)
Tenure
R=Renter
O=Owner
Date Application
Submitted
Very Low-
Income Deed
Restricted
Very Low-
Income Non
Deed
Restricted
Low-Income
Deed Restricted
Low-Income
Non Deed
Restricted
Moderate-
Income Deed
Restricted
Moderate-
Income Non
Deed Restricted
Above
Moderate-
Income
Total
PROPOSED
Units by Project
Total APPROVED
Units by project
Total DISAPPROVED
Units by Project (Auto-
calculated Can Be
Overwritten)
Was APPLICATION
SUBMITTED
Pursuant to GC
65913.4(b)?
(SB 35 Streamlining)
Notes+
124-22-002 1550 CASTILLEJA AV 19000-02455 ADU R 9/30/2019 11 NoUNDER REVIEW
137-21-024 748 ENCINA GRANDE DR 19000-02593 ADU R 10/10/2019 1 1 No UNDER REVIEW
124-11-044 2388 WAVERLEY ST 19000-02659 ADU R 10/18/2019 1 1 No UNDER REVIEW
148-03-036 255 W CHARLESTON RD 19000-02675 ADU R 10/21/2019 1 1 No UNDER REVIEW
003-31-046 880 FOREST AV 19000-02824 ADU R 11/5/2019 1 1 No UNDER REVIEW
124-30-008 374 STANFORD AV 19000-02976 ADU R 11/20/2019 1 1 No UNDER REVIEW
147-32-029 188 FERNE CT 19000-02978 ADU R 11/20/2019 1 1 No UNDER REVIEW
137-27-016 4188 KING ARTHUR'S CT 19000-03043 ADU R 11/26/2019 1 1 No UNDER REVIEW
148-10-004 4373 MILLER AV 19000-03186 ADU R 12/13/2019 1 1 No UNDER REVIEW
003-36-005 1320 CHANNING AV 19000-03267 ADU R 12/18/2019 1 1 No UNDER REVIEW
003-33-047 705 LINCOLN AV 19000-03270 ADU R 12/19/2019 1 1 No UNDER REVIEW
124-09-028 445 SEALE AV 19000-03272 ADU R 12/19/2019 1 1 No UNDER REVIEW
124-15-003 1234 EMERSON ST 19000-03278 ADU R 12/19/2019 1 1 No UNDER REVIEW
132-33-049 201 CHESTNUT AV 19000-03282 ADU R 12/19/2019 1 1 No UNDER REVIEW
003-34-036 863 MELVILLE AV 19000-03319 ADU R 12/19/2019 1 1 No UNDER REVIEW
124-24-034 350 MANZANITA AV 19000-03341 ADU R 12/20/2019 1 1 No UNDER REVIEW
124-20-016 2360 EMERSON ST 19000-03343 ADU R 12/20/2019 1 1 No UNDER REVIEW
137-14-080 3717 LA CALLE CT 19000-03372 ADU R 12/23/2019 1 1 No UNDER REVIEW
148-02-092 4221 WILKIE WY 20PLN-00235 SFD O 10/13/2020 1 1 No UNDER REVIEW
Summary Row 0 0 0 0 16 0 111 127 0
1 5
Table A
Housing Development Applications Submitted
Project Identifier Unit Types Proposed Units - Affordability by Household Incomes
General Notes:
The City of Palo Alto is essentially 'built out' and have minimal developable vacant land inventory. A significant portion of Residential Planning Entitlements and Residential Building Permits have NO NET GAIN in the number of dwelling units unless specified in Table A (above).
1) The City of Palo Alto requires "Individual Review" Planning Entitlements (Planning Approvals) for the construction of a new singly developed two‐story structure; the construction of a new second story; or the expansion of an existing second story by more than 150 square feet in the R‐1 single family residential district. All second‐story
additions on a site after November 19, 2001 shall be included in calculating whether an addition is over 150 square feet
2019 Individual Review Applications Submitted = 85 applications. All these applications have NO NET GAIN in Dwelling Units, (demolish existing Single Family Residential SFR and rebuild the SFR) unless specified in the table above.
2) The City of Palo Alto requires ministerial review of single story Single Family Residential and/or Accessory Dwelling Unit (ADU) development. Single Story SFR/ADU's ‐ requires only a Building Permit.
2019 SFR Building Permit Application Submitted = 129 applications. All these applications have NO NET GAIN in Dwelling Units, (demolish existing SFR and rebuild SFR) unless specified in the table above.
Jurisdiction Palo Alto
Reporting Year 2020
Streamlining Infill
Housing without
Financial Assistance
or Deed Restrictions
Term of
Affordability
or Deed
Restriction
Notes
23 4 567 8910 11 12 13 14 15 16 17 18 19 20 21
Prior APN+Current APN Street Address
Project
Name+
Local Jurisdiction
Tracking ID+
Unit
Category
(SFA,SFD,2
to
4,5+,ADU,M
H)
Tenure
R=Renter
O=Owner
Very Low- Income Deed
Restricted
Very Low- Income
Non Deed Restricted
Low- Income
Deed
Restricted
Low- Income Non
Deed Restricted
Moderate- Income
Deed Restricted
Moderate-
Income Non
Deed Restricted
Above
Moderate-
Income
Entitlement
Date Approved # of Units issued Entitlements
Very Low-
Income Deed
Restricted
Very Low-
Income Non
Deed Restricted
Low- Income
Deed Restricted
Low- Income
Non Deed
Restricted
Moderate-
Income Deed
Restricted
Moderate- Income
Non Deed
Restricted
Above
Moderate-
Income
Building Permits
Date Issued
# of Units Issued Building
Permits
Very Low-
Income Deed
Restricted
Very Low- Income
Non Deed
Restricted
Low- Income
Deed
Restricted
Low- Income Non
Deed Restricted
Moderate-
Income Deed
Restricted
Moderate-
Income Non
Deed Restricted
Above
Moderate-
Income
Certificates of
Occupancy or other
forms of readiness
(see instructions)
Date Issued
# of Units issued
Certificates of
Occupancy or other
forms of readiness
How many of
the units were
Extremely Low
Income?+
Was Project
APPROVED using GC
65913.4(b)?
(SB 35 Streamlining)
Y/N
Infill
Units?
Y/N+
Assistance
Programs for
Each
Development
(see instructions)
Deed Restriction
Type
(see instructions)
For units affordable
without financial
assistance or deed
restrictions, explain how
the locality determined the
units were affordable
(see instructions)
Term of
Affordability or
Deed Restriction
(years) (if
affordable in
perpetuity enter
1000)+
Number of
Demolished/Dest
royed Units+
Demolished or
Destroyed Units+
Demolished/Des
troyed Units
Owner or
Renter+
Notes+
Summary Row: Start
Data Entry Below 58 0 3 0 0 0 72 133 58 0 2 0 0 0 214 274 0 0 0 0 0 0 39 39
132-38-042 3225 EL CAMINO REAL 15PLN-00003 5+ O 8 5/6/2016 8 8 2/19/2020 8 NY
124-33-068 2515 EL CAMINO REAL 18000-00649 5+ O 2 11 5/23/2016 13 2 11 7/18/2019 13 NY COLUMN 6 & 9 IS
NET DU CHANGE.
120-15-110 429 UNIVERSITY 18000-00536 2 - 4 R 3 3/20/2017 3 3 7/30/2019 3 NY COLUMN 6 & 9 IS
NET DU CHANGE.
132-41-091 3877 EL CAMINO REAL 18000-01605 5+ O 17 9/18/2017 17 17 9/27/2019 17 NY COLUMN 6 & 9 IS
NET DU CHANGE.
VARIOUS 567 MAYBELL 17PLN-00158 SFR O 12 2/26/2018 12 12 VARIOUS CY
2019 12 NY 4 Demolished O
COLUMN 6 & 9 IS
NET DU CHANGE.
132-38-020 3265 EL CAMINO REAL 15PLN-00312 2-4 O 3 7/6/2018 3 0 NY BUILDING PERMIT IN
PLAN CHECK
132-36-084 2755 EL CAMINO REAL 16PLN-00464 5+ R 57 7/10/2018 57 57 2/14/2020 57 NY COLUMN 6 & 9 IS
NET DU CHANGE.
132-37-056 3001 EL CAMINO REAL 18PLN-00152 5+ O 14 11/9/2018 14 0 NY COLUMN 6 & 9 IS
NET DU CHANGE.
132-46-100 4115 EL CAMINO REAL 17PLN-00280 5+ O 1 6 1/21/2019 7 0 NY COLUMN 6 & 9 IS
NET DU CHANGE.
120-28-051 190 CHANNING AV 18PLN-00043 2-4 O 4 3/6/2019 4 0 NY COLUMN 6 & 9 IS
NET DU CHANGE.
132-35-045 3705 EL CAMINO REAL 18PLN-00136 5+ R 58 1 2/6/2019 59 58 1 10/15/2020 59 NY COLUMN 6 & 9 IS
NET DU CHANGE.
120-03-062 565 HAMILTON AVE 18PLN-00313 5+ R 10 8/30/2019 10 10 9/14/2020 10
COLUMN 6 & 9 IS
NET DU CHANGE.
132-08-115 464 COLORADO AVE 19PLN-00349 SFD O 1 3/12/2020 1
120-15-071 488 UNIVERSITY 19PLN-00038 5+-75 6/30/2020 -75
COLUMN 6 & 9 IS
NET DU CHANGE.
124-05-072 2227 TASSO ST 18000-02660 ADU R 1 1/22/2019 1 1 1/30/2020 1 N Y
132-55-019 2732 BYRON ST 18000-02338 ADU R 1 1/22/2019 1 1 8/27/2020 1 N Y
124-23-028 1630 CASTILLEJA AV 18000-00606 ADU R 1 1/24/2019 1 1 6/2/2020 1 N Y
124-07-043 360 KELLOGG AV 18000-02996 ADU R 1 2/13/2019 1 NY
120-07-059 1338 MIDDLEFIELD RD 18000-01777 ADU R 1 3/20/2019 1 1 7/22/2020 1 N Y
127-08-046 3161 GREER RD 18000-01699 ADU R 1 3/25/2019 1 1 10/20/2020 1 N Y
124-05-032 2320 BYRON ST 18000-01495 ADU R 1 3/29/2019 1 1 2/20/2020 1 N Y
137-05-045 1411 COLLEGE AV 18000-01550 ADU R 1 4/5/2019 1 1 6/17/2020 1 N Y
167-05-006 4206 POMONA AV 18000-02570 ADU R 1 4/19/2019 1 NY
167-07-032 4248 SUZANNE DR 18000-01874 ADU R 1 5/7/2019 1 NY
120-19-004 490 KINGSLEY AV 18000-00779 ADU R 1 5/8/2019 1 1 11/30/2020 1 N Y
137-11-008 3748 LA SELVA DR 19000-00301 ADU R 1 5/15/2019 1 1 2/3/2020 1
Table A2
Affordability by Household Incomes - Completed Entitlement Affordability by Household Incomes - Building Permits
Housing with Financial
Assistance and/or Deed
Restrictions
Demolished/Destroyed Units
1
Project Identifier Unit Types Affordability by Household Incomes - Certificates of Occupancy
Table A2
Annual Building Activity Report Summary - New Construction, Entitled, Permits and Completed Units
Jurisdiction Palo Alto
Reporting Year 2020
Streamlining Infill
Housing without
Financial Assistance
or Deed Restrictions
Term of
Affordability
or Deed
Restriction
Notes
23 4 57 8910 11 12 13 14 15 16 17 18 19 20 21
Prior APN+Current APN Street Address
Project
Name+
Local Jurisdiction
Tracking ID+
Unit
Category
(SFA,SFD,2
to
4,5+,ADU,M
H)
Tenure
R=Renter
O=Owner
Very Low- Income Deed
Restricted
Very Low- Income
Non Deed Restricted
Low- Income
Deed
Restricted
Low- Income Non
Deed Restricted
Moderate- Income
Deed Restricted
Moderate-
Income Non
Deed Restricted
Above
Moderate-
Income
Entitlement
Date Approved # of Units issued Entitlements
Very Low-
Income Deed
Restricted
Very Low-
Income Non
Deed Restricted
Low- Income
Deed Restricted
Low- Income
Non Deed
Restricted
Moderate-
Income Deed
Restricted
Moderate- Income
Non Deed
Restricted
Above
Moderate-
Income
Building Permits
Date Issued
# of Units Issued Building
Permits
Very Low-
Income Deed
Restricted
Very Low- Income
Non Deed
Restricted
Low- Income
Deed
Restricted
Low- Income Non
Deed Restricted
Moderate-
Income Deed
Restricted
Moderate-
Income Non
Deed Restricted
Above
Moderate-
Income
Certificates of
Occupancy or other
forms of readiness
(see instructions)
Date Issued
# of Units issued
Certificates of
Occupancy or other
forms of readiness
How many of
the units were
Extremely Low
Income?+
Was Project
APPROVED using GC
65913.4(b)?
(SB 35 Streamlining)
Y/N
Infill
Units?
Y/N+
Assistance
Programs for
Each
Development
(see instructions)
Deed Restriction
Type
(see instructions)
For units affordable
without financial
assistance or deed
restrictions, explain how
the locality determined the
units were affordable
(see instructions)
Term of
Affordability or
Deed Restriction
(years) (if
affordable in
perpetuity enter
1000)+
Number of
Demolished/Dest
royed Units+
Demolished or
Destroyed Units+
Demolished/Des
troyed Units
Owner or
Renter+
Notes+
Summary Row: Start
Data Entry Below 58 0 3 0 0 0 72 133 58 0 2 0 0 0 214 274 0 0 0 0 0 0 39 39
124-23-044 1648 MARIPOSA AV 18000-02000 ADU R 1 5/16/2019 1 1 10/19/2020 1 N Y
132-34-018 253 FERNANDO AV 19000-00557 ADU R 1 5/29/2019 1 1 3/10/2020 1 N Y
120-01-031 119 WEBSTER ST 18000-02493 ADU R 1 6/4/2019 1 1 6/1/2020 1 N Y
124-27-015 261 STANFORD AV 18000-02528 ADU R 1 6/5/2019 1 1 7/13/2020 1 N Y
127-45-028 3495 ROSS RD 19000-00595 ADU R 1 6/12/2019 1 1 2/19/2020 1 N Y
003-04-021 951 HAMILTON AV 18000-01009 ADU R 1 6/13/2019 1 1 12/24/2020 1 N Y
132-45-081 360 W CHARLESTON RD 19000-00245 ADU R 1 6/27/2019 1 NY
137-14-168 833 LA PARA AV 18000-02812 ADU R 1 7/10/2019 1 1 6/25/2020 1 N Y
132-39-041 397 FERNANDO AV 19000-00529 ADU R 1 7/16/2019 1 1 9/30/2020 1 N Y
124-05-013 2360 MIDDLEFIELD RD 19000-01037 ADU R 1 7/18/2019 1 1 4/13/2020 1 N Y
127-47-014 780 STONE LN 19000-00766 ADU R 1 8/6/2019 1 NY
120-08-009 1410 MIDDLEFIELD RD 18000-01729 ADU R 1 8/14/2019 1 1 3/25/2020 1 N Y
137-14-102 841 LA JENNIFER WY 18000-01261 ADU R 1 8/16/2019 1 1 6/1/2020 1 N Y
132-47-004 3032 WAVERLEY ST 19000-01055 ADU R 1 8/22/2019 1 1 6/1/2020 1NY
137-16-033 926 MATADERO AV 18000-01681 ADU R 1 8/27/2019 1 NY
003-40-001 11 PRIMROSE WY 16000-03009 ADU R 1 8/28/2019 1 NY
127-33-014 732 ROSEWOOD DR 19000-01307 ADU R 1 9/3/2019 1 1 9/10/2020 1 N Y
120-06-078 1107 COWPER ST 19000-00340 ADU R 1 9/4/2019 1 NY
124-19-079 245 WASHINGTON AV 19000-01145 ADU R
1 9/13/2019 1 NY
137-11-050 3775 LA SELVA DR 18000-02077 ADU R 1 9/20/2019 1 1 10/2/2020 1 N Y
003-58-049 1655 MIDDLEFIELD RD 19000-01256 ADU R 1 9/23/2019 1 1 8/31/2020 1 N Y
124-05-067 2321 TASSO ST 19000-01646 ADU R 1 9/23/2019 1 1 2/12/2020 1 N Y
003-08-011 580 W CRESCENT DR 19000-00644 ADU R 1 9/24/2019 1 1 11/19/2020 1 N Y
147-15-005 473 FERNE AV 19000-00487 ADU R 1 9/25/2019 1 NY
127-30-041 2570 MARSHALL DR 18000-02124 ADU R 1 9/26/2019 1 1 11/3/2020 1 N Y
003-04-019 975 HAMILTON AV 19000-01355 ADU R 1 9/27/2019 1 1 9/17/2020 1 N Y
003-15-019 1862 EDGEWOOD DR 19000-01157 ADU R 1 10/1/2019 1 1 1/28/2021 1 N Y
137-04-085 1120 CALIFORNIA AV 19000-00582 ADU R 1 10/8/2019 1 1 4/29/2020 1 N Y
167-06-061 639 ARASTRADERO RD 19000-00968 ADU R
1 10/16/2019 1 NY
120-09-048 466 RUTHVEN AV 19000-00899 ADU R 1 10/22/2019 1 NY
124-02-027 521 LOWELL AV 19000-01156 ADU R 1 10/29/2019 1 NY
175-01-075 4214 MANUELA AV 19000-01380 ADU R 1 11/1/2019 1 1 1/12/2021 1 N Y
003-61-062 745 OREGON AV 19000-01667 ADU R 1 11/1/2019 1 NY
137-04-051 2321 HARVARD ST 19000-02412 ADU R 1 11/21/2019 1 NY
148-12-005 4361 SILVA AV 19000-01821 ADU R 1 12/4/2019 1 NY
127-20-097 765 E MEADOW DR 19000-00957 ADU R 1 12/9/2019 1 1 10/14/2020 1 N Y
132-27-006 3168 RAMONA ST 19000-00546 ADU R 1 12/17/2019 1 NY
132-10-183 695 TOYON PL 19000-01319 ADU R 1 12/18/2019 1 NY
124-13-020 355 SANTA RITA AV 19000-01721 ADU R 1 12/20/2019 1 1 12/9/2020 1 N Y
124-08-083 370 LOWELL AVE 16000-03225 SFD O 1 6/16/2020 1
132-14-002 2812 WAVERLEY ST 20000-00733 ADU R 1 12/22/2020 1
124-25-045 1671 EL CAMINO REAL 20000-01460 ADU R 1 12/22/2020 1
137-25-052 534 GEORGIA AV 20000-00830 ADU R 1 12/14/2020 1
137-09-028 756 CHIMALUS DR 20000-01321 ADU R 1 12/10/2020 1
127-60-016 919 AMARILLO AV 20000-01311 ADU R 1 12/8/2020 1
124-30-008 374 STANFORD AV 19000-02976 ADU R 1 12/3/2020 1
137-09-040 725 CHIMALUS DR 20000-01346 ADU R 1 12/2/2020 1
137-14-080 3717 LA CALLE CT 19000-03372 ADU R 1 11/30/2020 1
124-25-048 1635 EL CAMINO REAL 20000-01159 ADU R 1 11/24/2020 1
132-45-003 4183 PARK BL 20000-00606 ADU R 1 11/20/2020 1
137-05-009 1289 COLLEGE AV, UNIT A 20000-00333 ADU R 1 11/12/2020 1
124-11-011 2340 TASSO ST 20000-00925 ADU R 1 11/12/2020 1
132-02-024 2572 WEBSTER ST 20000-01112 ADU R 1 11/12/2020 1
003-36-005 1320 CHANNING AV 19000-03267 ADU R 1 11/10/2020 1
127-48-023 3419 CORK OAK WY 20000-00677 ADU R 1 11/9/2020 1
132-21-024 3291 BRYANT ST 19000-02317 ADU R 1 11/3/2020 1
137-21-084 758 FLORALES DR 20000-00928 ADU R 1 10/29/2020 1
137-03-007 2105 PRINCETON ST 20000-01331 ADU R 1 10/20/2020 1
137-25-054 540 GEORGIA AV 19000-02224 ADU R 1 10/8/2020 1
132-19-041 2931 EMERSON ST 19000-01229 ADU R 1 10/1/2020 1
120-03-039 616 UNIVERSITY AV 19000-03338 ADU R
1 9/30/2020 1
124-20-024 2331 HIGH ST 20000-00875 ADU R 1 9/24/2020 1
137-25-070 4155 ABEL AV 20000-00909 ADU R 1 9/22/2020 1
003-33-047 705 LINCOLN AV 19000-03270 ADU R 1 9/15/2020 1
127-46-060 880 AMES CT 20000-00698 ADU R 1 9/14/2020 1
132-01-059 614 MARION AV 20000-00601 ADU R 1 8/21/2020 1
120-28-062 271 ADDISON AV 20000-01060 ADU R 1 8/21/2020 1 1 12/24/2020 1
147-21-029 368 CALCATERRA PL 20000-00358 ADU R 1 8/7/2020 1
003-28-017 1494 PITMAN AV 19000-03378 ADU R 1 7/30/2020 1
132-33-049 201 CHESTNUT AV 19000-03282 ADU R 1 7/16/2020 1
127-18-061 4009 MIDDLEFIELD 19000-02132 ADU R
1 7/9/2020 1
137-27-016 4188 KING ARTHUR'S CT 19000-03043 ADU R 1 6/30/2020 1 1 1/7/2021 1
132-01-076 601 MARION AV 19000-02297 ADU R 1 6/30/2020 1
182-43-023 3124 ALEXIS DR 20000-00338 ADU R 1 6/10/2020 1
124-27-021 2170 PARK BL 20000-00170 ADU R 1 5/22/2020 1
137-21-024 748 ENCINA GRANDE DR 19000-02593 ADU R 1 3/10/2020 1
167-01-014 851 MOANA CT 19000-02227 ADU R 1 3/3/2020 1 1 10/15/2020 1
120-12-016 375 HAWTHORNE AV 19000-03169 ADU R 1 2/21/2020 1
003-42-060 1031 EMBARCADERO RD 19000-00018 ADU R 1 2/14/2020 1
124-05-016 685 OREGON AV 19000-02121 ADU R 1 2/13/2020 1 1 10/29/2020 1
132-20-162 3083 WAVERLEY ST 19000-00483 ADU R
1 1/16/2020 1 1 10/5/2020 1
124-19-025 271 SANTA RITA AV 19000-01116 ADU R 1 1/8/2020 1 1 11/25/2020 1
003-36-038 1350 GREENWOOD AV 19000-02309 ADU R 1 1/2/2020 1
Housing with Financial
Assistance and/or Deed
Restrictions
Demolished/Destroyed UnitsAffordability by Household Incomes - Certificates of Occupancy
1
Project Identifier Unit Types Affordability by Household Incomes - Completed Entitlement Affordability by Household Incomes - Building Permits
Annual Building Activity Report Summary - New Construction, Entitled, Permits and Completed Units
Jurisdiction: PALO ALTO Reporting Year: 2020 (JAN 01 ‐ DEC 31)
Total Units Permitted by Year
YEAR 011 YEAR 02 YEAR 03 YEAR 04 YEAR 05 YEAR 06 YEAR 07 YEAR 08
Income Level RHNA Allocation by Income
Level 2015 2016 2017 2018 2019 2020 2021 2022
Total Units
Permitted by
Income Level
Total Remaining
RHNA by Income
Level
% of RHNA
Permitted
Very Low Deed Restricted 43 58 101
Non‐Deed Restricted 0
Low Deed Restricted 58 52 65
Non‐Deed Restricted 0
Moderate Deed Restricted 0
Non‐Deed Restricted 11 3 12 26
TOTALS 1988 286 18 89 54 107 178 00 732 1256 36.82%
691 590 14.62%
432 367 15.05%
91.99%
278 252 9.35%
Above Moderate 587 174 15 72 54 105 120 540 47
NOTES:
1. For the Bay Area the "projection period" or the time period for which the Regional Housing Need is calculated is January 1, 2014 – October 31, 2022. The "planning period" for the Bay Area, or the time frame between the due date for one housing element and
the due date for the next housing element, is January 31, 2015 – January 31, 2023. California Department of Housing & Development (HCD) combined RHNA housing production for Bay Area jurisdictions for years 2014 & 2015 for consistency.
ANNUAL ELEMENT PROGRESS REPORT
HOUSING ELEMENT IMPLEMENTATION
(CCR Title 25 §6202)
Table B
Regional Housing Needs Allocation Progress
Permitted Units Issued by Affordability
1
Minor, Beth
From:Rice, Danille
Sent:Friday, March 12, 2021 12:39 PM
To:Council, City; Council Agenda Email
Cc:ORG - Clerk's Office; Executive Leadership Team
Subject:Council Agenda Consent Questions for March 15, Item 4
Dear Mayor and Council Members:
On behalf of City Manager Ed Shikada, please find below the staff responses to inquiries
made by Council Member Cormack in regard to the March 15, 2021 Council Meeting
agenda.
Item 4: 2020 Comprehensive Plan and Housing Element Annual Progress Reports
1. C3.3.4 indicates that work has not yet begun, however a study was
released in November of 2020, the Finance Committee heard it in
December of 2020, and Council will consider it on Monday.
Staff made an error in the report for the implementation status for
Program C3.3.4. The work for this program has begun and the updated
status is “partially complete.” As you have noted, it is scheduled for
Council review on Monday.
2. C4.5.1 When will the CEQA analysis be complete and what is the gating
factor to moving it forward at the moment?
Community Services Department staff is in the process of identifying a
funding source to complete the work. A contract amendment
will be required with Council approval before the additional work can
commence. If Council approves the additional services, a Notice to
Proceed will be issued and the Administrative Draft CEQA document will
be completed within four to six weeks. Staff expects to go to Council before
June 2021 with the contract amendment.
Thank you.
Danille Rice
Executive Assistant to the City Manager
(650) 329‐2105 | danille.rice@cityofpaloalto.org
www.cityofpaloalto.org
2
City of Palo Alto (ID # 11907)
City Council Staff Report
Report Type: Consent Calendar Meeting Date: 3/15/2021
City of Palo Alto Page 1
Summary Title: Fire Alarm Ordinance
Title: Adoption of an Ordinance Adopting an Administrative Amendment to
the 2019 California Fire Code, Palo Alto Municipal Code Section 15.04.075
(Definitions Added to Section 202)
From: City Manager
Lead Department: Fir e
Recommendation
Staff recommends the City Council adopt the Ordinance included as Attachment A to correct an
oversight in the 2019 Fire Code (Staff Report 10537) and reinstate our local amendment to
Chapter 15.04.075 of the Municipal Code (Adding Definitions to Section 202 of the California
Fire Code) to be consistent with prior Council direction.
Background
On November 4, 2019 staff recommended changes to the Ordinance repealing Chapter 15.04 of
the Palo Alto Municipal Code and amending Title 15 to Adop t a new Chapter 15.04, California
Fire Code, 2019 Edition – The 2019 California Fire Code is based on the 2018 International Fire
Code. The 2019 code improves upon the 2016 Standards for reducing hazards, increasing fire
life safety, and property preservation. Most local amendments are derived from the
collaborative efforts of the County Fire Marshal’s Association. The ordinance was adopted on
November 18, 2019 as Ordinance 5483.
Discussion
As part of its false alarm prevention program, the City amended th e California Fire Code,
beginning with the 2016 edition, to prohibit “negligent initiation” of a fire alarm where no such
danger exists. This was accomplished in 2016 by: 1) amending the definition of a False Alarm in
Section 202 of the California Fire Code to include negligent initiation of an alarm where no
danger exists; and 2) amending Section 401.5, which prohibits making a false alarm, to specify
that three or more false alarms in a 12-month period is presumed negligent.
This action is required to correct an oversight. When introduced, the City’s ordinance adopting
local amendments to the 2019 Fire Code retained the amendment to Section 401.5 but omitted
the amendment to Section 202. The updated attached ordinance reinstates the amendment to
City of Palo Alto Page 2
Section 202, adding the City’s local definition of a False Alarm. This local amendment is
consistent with City Council direction regarding the Fire Department’s false alarm prevention
program.
Timeline, Resource Impact, Policy Implications
Following approval of this ordinance change, it will take effect 31 days after the second reading.
This local amendment is consistent with City Council direction regarding the Fire Department’s
false alarm prevention program.
Stakeholder Engagement
No stakeholder outreach was necessary for this ordinance correction.
Environmental Review
This is not considered a project as defined by CEQA.
Attachments:
• Attachment A: Ordinance
*NOT YET APPROVED*
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0160043_20210203_ay16
Ordinance No. ___
An Ordinance Amending Section 15.04.075 of the Palo Alto Municipal
Code to Adopt a Local Amendment to the Definition of False Alarm in the
2019 Edition of the California Fire Code
The Council of the City of Palo Alto does ORDAIN as follows:
SECTION 1. Section 15.04.075 (Definitions added to Section 202) is amended to add
a local amendment to the definition of “False Alarm” as follows:
15.04.075 Definitions added to Section 202
The following definitions are added to Section 202 of the California Fire Code to read as follows:
[. . .]
CORROSIVE LIQUID. Corrosive liquid is:
1) any liquid which, when in contact with living tissue, will cause
destruction or irreversible alteration of such tissue by chemical action; or
2) any liquid having a pH of 2 or less or 12.5 or more; or
3) any liquid classified as corrosive by the U.S. Department of
Transportation; or
4) any material exhibiting the characteristics of corrosivity in
accordance with Title 22, California Code of Regulations §66261.22.
FALSE ALARM. The willful, knowing, or negligent initiation or transmission of a
signal, message, or other notification of an event of fire when no such danger
exists.
MAXIMUM THRESHOLD QUANTITY (MAX TQ). Maximum threshold quantity is
the maximum quantity of a moderately toxic or toxic gas, which may be stored in
a single vessel before a more stringent category of regulation is applied. The
following equation shall be used to calculate the Max TQ:
Max TQ (pounds) = LC50 (ppm) x 2 lb.
SECTION 2. The Council adopts the findings for local amendments to the California
Fire Code, 2019 Edition, attached hereto as Exhibit "A" and incorporated herein by reference.
SECTION 3. The Council finds that this project is exempt from the provisions of the
California Environmental Quality Act (“CEQA”), pursuant to Section 15061 of the California
Guidelines, because it can be seen with certainty that there is no possibility that the
amendments herein adopted will have a significant effect on the environment.
*NOT YET APPROVED*
2
0160043_20210203_ay16
SECTION 4. This Ordinance shall become effective on the commencement of the
thirty-first day after the day of its adoption.
INTRODUCED:
PASSED:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
ATTEST:
____________________________ ____________________________
City Clerk Mayor
APPROVED AS TO FORM: APPROVED:
____________________________ ____________________________
Assistant City Attorney City Manager
____________________________
Director of Planning and Development
Services
____________________________
Director of Administrative
Services
3
0160043_20210203_ay16
EXHIBIT A
Findings for Local Amendments to the
2019 California Fire Code
The local amendments to the 2019 California Fire Code make modifications as authorized by the
California Health and Safety Code. In accordance with Section 18941.5 of said Code, Findings are
hereby made to show that such modifications or changes are reasonably necessary because of local
climatic, geological or topographical conditions.
PREAMBLE I.
Findings of fact:
A. Pursuant to Section 17958.5 of the California Health and Safety Code, the report contained
herein is submitted as the “Findings of Fact” document with regard to the adoption of a local
amendment to the California Fire Code, 2019 Edition. Under this adopting ordinance, a definition
of “False Alarm” is established which is more restrictive in nature than that adopted by the State
of California (State Building Code Standards, State Housing and Community Development Codes)
commonly referred to as California Code of Regulations, Titles 19, 24 and 25.
B. This amendment to the California Fire Code, 2019 Edition, has been recognized by the City
of Palo Alto (“City”) as a tool for addressing the fire problems, concerns and future direction by
which the authority can establish and maintain an environment which will afford a level of fire and
life safety to all who live and work within the City’s boundaries. Specifically, the local amendment
to the definition of “False Alarm” will limit delays in response time and reduce hazards to
firefighters. These measures are necessary to prevent exacerbation of response delays associated
with the Climatic, Geographical and Topographical conditions listed in Findings 1, 2 and 3 below.
C. Under the provisions of Section 17958.5 of the Health and Safety Code, local amendments
shall be based upon the following: climatic, geological/geographical, and topographical conditions.
The findings of fact contained herein shall address each of these situations and shall present the
local situation which, either singularly or in combination, caused the established amendments to
be adopted.
1. Climactic Conditions:
The City, on an average, experiences an annual rainfall of 16" - 18". This rainfall can be expected
between October and April of each year. However, during the summer months there is little, if
any, measurable precipitation. During this dry period the temperatures are usually between 70-
90 degrees with light to gusty westerly winds. These drying winds, combined with the natural
vegetation which is dominant throughout the area, create a hazardous fuel condition which can
cause, and has caused in the past, extensive grass and brush land fires. With more and more
development encroaching into these wooded and grass covered areas, wind-driven fires could
4
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have severe consequences, as has been demonstrated on several occasions in Palo Alto and other
areas of the state. Fires in structures can easily spread to the wildland as well as a fire in the
wildland into a structure.
Because of the weather patterns, a normal rainfall cannot always be relied upon. This can result in
water rationing and water allocation systems, as demonstrated by the drought years of 1986-1991.
Water shortages can also be expected in the future due to the current water storage capacities
and increased consumption. The water supply for the Palo Alto fire department makes use of
automatic fire sprinkler systems feasible as a means to reduce our dependency on large volumes
of water for fire suppression.
2. Geological & Geographical Conditions:
Geographical Location. Palo Alto is located at the northern most part of Santa Clara County. Palo
Alto is a major focus of the “Silicon Valley,” the center for an expanding and changing electronics
industry, as well as pharmaceutical, biomedical, and genetic research.
Seismic Location. Palo Alto is situated on alluvial solids between San Francisco Bay and the San
Andreas Fault zone. The City’s location makes it particularly vulnerable to damage to taller and
older structures caused by seismic events. The relatively young geological processes that have
created the San Francisco Bay Area are still active today. Seismically, the city sits between two
active earthquake faults (San Andreas and the Hayward/Calaveras), and numerous potentially
active faults. Approximately 55% of the City’s land surface is in the high-to-moderate seismic
hazard zones.
Seismic and Fire Hazards. Fire following an earthquake has the potential of causing greater loss of
life and damage than the earthquake itself.
The majority of the City’s high-rise structures are located in seismic risk zones. Should a significant
seismic event occur, Public Safety resources would have to be prioritized to mitigate the greatest
threat, and may not be available for every structural fire. In such event, individual structures,
including high-rise buildings, should be equipped to help in mitigating the risk of damage.
Other variables may tend to intensify the situation:
a. The extent of damage to the water system;
b. The extent of isolation due to bridge and/or freeway overpass collapse;
c. The extent of roadway damage and/or amount of debris blocking the roadways;
d. Climatical conditions (hot, dry weather with high winds);
e. Time of day will influence the amount of traffic on roadways and could intensify the risk
to life during normal business hours;
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f. The availability of timely mutual aid or military assistance;
g. Many high-rise structures are located near areas of high fire danger necessitating special
precautions.
Transportation. Palo Alto is dissected by a major state highway (El Camino Real) and two major
freeways (I-280 and U.S. 101), which potentially could negatively affect response times of fire
suppression equipment.
Soil Conditions. Palo Alto lies at the southern end of San Francisco Bay and is built atop the alluvial
deposits that surround the margins of the Bay. The alluvium was created by the flooding of many
streams emptying into the San Francisco Bay depression, and from intermittent sea water
inundation that has occurred over the last 2 or 3 million years. The areas closest to the Bay are
overlain by unconsolidated fine silty clay, known as Bay Mud which varies in thickness from a few
feet to as much as 30 feet. Generally, the older more stable alluvium is to the south and the
younger less stable material is to the north. Bedrock lies beneath the area at depths of generally
300' or more.
3. Topographical Conditions:
The findings of fact for the topographical element, as would be expected, are closely associated
with the geological/geographical element. With the elevation changes within the district,
development is of course following the path of least resistance, creating a meandering pattern.
This then does not lend itself to a good systematic street and road layout, which would promote
easy traffic flow. It has, in fact, resulted in few major crosstown thoroughfares which tend to be
heavily congested, primarily during commute hours and seasonal periods of the year. This creates
barriers which reduce the response time of fire equipment and other emergency services. The
topography of the district is being burdened by major structures. Employment areas are
throughout the district. The people who work in these complexes have added to the traffic
congestion throughout the city, thereby reducing the fire department’s response time capabilities.
Inherent delays caused by the traffic patterns to many of these types of projects, make it necessary
to mitigate this problem by requiring additional built-in automatic fire protection systems to
provide early detection and initial control until the arrival of the fire department.
The topography of the district in much of the commercial and residential zones lies within or near
a flood plane. Periodically, heavy rains and high tides cause region-wide flooding which not only
delays response but also increases demands on fire personnel. The fire code amendments increase
safeguards and initialize early response to help compensate for these physical delays.
As a result of the findings of facts which identify the various climatic, geological/geographical and
topographical elements, those additional requirements as specified in the amendments to
adopting ordinance for the California Fire Code 2013 Edition, by the City of Palo Alto area are
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considered reasonable and necessary modifications. The experience of several disastrous fires
within the city in addition to Santa Clara, Monterey, San Mateo, Alameda and Contra Costa
counties have demonstrated the need for other fire protection features, the most significant of
which was located in the Oakland/Berkeley Hills in which over 3,000 homes were destroyed and
25 human lives were lost. While it is clearly understood that the adoption of such regulations may
not prevent the incidence of fire, the implementation of these various amendments to the Code
may reduce the severity and potential of loss of life and property.
City of Palo Alto (ID # 12084)
City Council Staff Report
Report Type: Consent Calendar Meeting Date: 3/15/2021
City of Palo Alto Page 1
Summary Title: Second Reading: Foothills Park Name Change, Entry Fees, and
Capacity Limits
Title: SECOND READING: Adoption of an Ordinance to Rename Foothills Park
to Foothills Nature Preserve; to Adjust Attendance Limits at the Preserve;
and to Amend the Fiscal Year 2021 Municipal Fee Schedule to Add New Daily
Entry Discounts and Annual Pass Fees at the Preserve (FIRST READING:
February 22, 2021 PASSED 7 -0)
From: City Manager
Lead Department: Community Services
Recommendation
Staff recommends the City Council adopt the attached ordinance on second reading to rename
Foothills Park to Foothills Nature Preserve; to adjust attendance limits at the Preserve; and to
amend the Fiscal Year 2021 Municipal Fee Schedule to add new daily entry discounts and
annual pass fees for Foothills Nature Preserve.
Background
On February 22, 2021, the City Council considered an ordinance to change the name of Foothills
Park to Foothills Nature Preserve; to adjust attendance limits at the Preserve; and to amend the
Fiscal Year 2021 Municipal Fee Schedule to create an annual vehicle entry pass. (See staff
report, memo, and draft minutes). In comparison to the ordinance proposed by staff, the
Council added new discount categories for single day and annual pass vehicle entry. It also
excluded disabled visitors from the park attendance limits. The Council then adopted the
ordinance, as modified, in Part A of the following motion on first read :
MOTION AS AMENDED: Vice Mayor Burt moved, seconded by Council Member Stone to:
A. Adopt a Regular Ordinance to:
i. Change the name of Foothills Park to Foothills Nature Preserve;
City of Palo Alto Page 2
ii. Amend the Municipal Fee Schedule to add annual vehicle entrance fees for Foothills
Park, including the following:
a. Fees for veterans, low-income visitors, student drivers, and persons with
disabilities are waived;
iii. Amend the Palo Alto Municipal Code (PAMC) Section 22.04.150(k) to authorize the
City Manager to adjust attendance limits at Foothills Park- 300 people/120 vehicles not
to exceed 650 people/260 vehicles at any one time. Subsection (k)(1) shall read as
follows instead of as originally proposed: The City Manager or designee may establish a
capacity limit in the range of 300 people to 650 people at Foothills Nature Preserve in
order to protect the health, safety, and welfare of preserve users; to protect the natural
resources in the preserve; and/or due to limits in parking, facilities, or staff availability.
The City shall not distinguish between residents and non-residents in setting any limits
under this subsection;
a. To also include the change to not count persons with disabilities toward the
attendance limits
B. Adopt an Emergency Ordinance to:
i. Amend the Municipal Fee Schedule to add annual vehicle entrance
fees for Foothills Park, including the following:
a. Fees for veterans, low-income visitors, student drivers, and persons with
disabilities are waived;
ii. Amend the Palo Alto Municipal Code (PAMC) Section 22.04.150(k) to authorize the
City Manager to adjust attendance limits at Foothills Park- 300 people/120 vehicles not
to exceed 650 people/260 vehicles at any one time. Subsection (k)(1) shall read as
follows instead of as originally proposed: The City Manager or designee may establish a
capacity limit in the range of 300 people to 650 people at Foothills Park in order to
protect the health, safety, and welfare of park users; to protect the natural resources in
the park; and/or due to limits in parking, facilities, or staff availability. The City shall not
distinguish between residents and non-residents in setting any limits under this
subsection;
a. To not count persons with disabilities toward the attendance limits; and
C. Direct the Parks and Recreation Commission to provide an update to Council in August 2021.
MOTION SPLIT FOR THE PURPOSE OF VOTING
MOTION AS AMENDED PART B PASSED: 7-0
City of Palo Alto Page 3
MOTION AS AMENDED PART A PASSED: 7-0
MOTION AS AMENDED PART C PASSED: 7-0
Discussion
The ordinance attached has been updated in compliance with Council’s direction in Part A of its
motion copied above. If adopted, this ordinance will replace the emergency ordinance adopted
on February 22, 2021 in Part B of Council’s motion above.
Environmental Review
This ordinance is categorically exempt from the provisions of the California Environmental
Quality Act (“CEQA”) under sections 15301 (Existing Facilities) and 15323 (Normal Operations of
Facilities for Public Gatherings).
Attachments:
• Attachment A: Ordinance to Rename Foothills Park to Foothills Nature Preserve; to
Adjust Attendance Limits at the Preserve; and to Ad d New Daily Entry Discounts and
Annual Pass Fees at the Preserve
*NOT YET APPROVED*
1
0220_20210217_ts24
Ordinance No. ___
Ordinance of the Council of the City of Palo Alto Amending Chapters 6.12
(Impoundment), 22.04 (Parks and Recreation Building Use and Regulations) and
22.08 (Park Dedications) of the Palo Alto Municipal Code to Rename Foothills
Park to Foothills Nature Preserve and to Adjust Attendance Limits at the
Preserve; and Amending the Fiscal Year 2021 Municipal Fee Schedule to Add
New Daily Entry Discounts and Annual Pass Fees for Foothills Nature Preserve.
The Council of the City of Palo Alto ORDAINS as follows:
SECTION 1. Findings and declarations. The City Council finds and declares as follows:
A. The City’s Foothills Park is reserved for park, playground, recreation, or conservation
purposes by Palo Alto Municipal Code (PAMC) 22.08.090 et seq.;
B. The City Council desires to change the name of Foothills Park to Foothills Nature
Preserve to recognize Foothills as one of the City’s open-space preserves, along with the
Baylands Preserve, Pearson-Arastradero Preserve, and Esther Clark Nature Preserve;
C. The City’s Parks and Recreation Commission and the non-profit Palo Alto Historical
Association have both recommended the name change to Foothills Nature Preserve;
D. Since December 2020, Foothills Park has reached its capacity limit multiple times per
day on several days. For example, in December 2020, on days when the park reached capacity,
an average of about 400 vehicles were turned away per day;
E. The majority of visitors try to park near the park entrance area, Boronda Lake, Orchard
Glen Picnic Area, and Vista Hill, which results in people parking and walking in inappropriate
locations causing damage to natural areas and potentially creating unsafe conditions for
pedestrians and bicyclists;
F. Based on recommendation from the Parks and Recreation Commission, the City Council
desires to amend the attendance limits at Foothills Park to between 300 to 650 persons; and
G. Based in part on recommendation from the Parks and Recreation Commission, the City
Council desires to add new fees to its Fiscal Year 2021 Municipal Fee Schedule to add new
discounts for single day entry and an annual pass for motor vehicles to enter Foothills.
SECTION 2. Section 6.12.025 (Special impounding fees) of Chapter 6.12 (Impoundment)
of Title 6 (Animals) is hereby amended as follows (new text in underline, deleted text in
strikethrough):
6.12.025 Special impounding fees.
For any dogs found running at large in Foothills Park Foothills Nature Preserve, Byxbee Park,
or city-owned Baylands, and impounded by the city, the city shall charge and receive from the
owner fees for services in impounding animals as set forth in the municipal fee schedule.
*NOT YET APPROVED*
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0220_20210217_ts24
SECTION 3. Section 22.04.150 (Foothills Park) of Chapter 22.04 (Parks and Recreation
Building Use and Regulations) of Title 22 (Parks) is hereby amended as follows:
22.04.150 Foothills Park Foothills Nature Preserve.
Foothills ParkFoothills Nature Preserve shall be open to all persons, regardless of residency.
(a) Foothills ParkFoothills Nature Preserve shall not be made available for the exclusive use
by any persons except for Towle Camp and the Oak Grove Group Area and the Foothills
ParkFoothills Nature Preserve Interpretative Interpretive Center classroom. Facility reservations
shall be made available to residents of the city before being offered to the general public,
according to regulations promulgated by the city manager.
(b) No person shall enter or exit Foothills ParkFoothills Nature Preserve except at:
(1) The main gate on Page Mill Road;
(2) Designated entry and exit locations on the park boundaries shared with the Enid
Pearson Arastradero Preserve and the Los Trancos Open Space Preserve;
(3) The Bay-To-Foothills trails; or
(4) As authorized by the director.
Violations of this subsection shall be a misdemeanor.
(c) Foothills ParkFoothills Nature Preserve shall be closed from sunset (the actual closure
time to be prescribed in park regulations and posted accordingly) until 8:00 a.m. the following
morning. No person shall remain in Foothills ParkFoothills Nature Preserve during the hours of
park closure except for duly authorized city employees, holders of permits which authorize
afterhours use, and participants in city-sponsored activities. Violations of this subsection shall
be a misdemeanor.
(d) No person shall exceed the maximum speed limit for all vehicles in Foothills ParkFoothills
Nature Preserve of twenty miles per hour. Violations of this subsection shall be an infraction.
(e) No person shall leave an unauthorized vehicle in Foothills ParkFoothills Nature Preserve
after the closing time designated and posted for closing of the park. Violations of this
subsection shall be a misdemeanor.
(f) No person shall operate a bicycle or a motorcycle except on the paved roads of Foothills
ParkFoothills Nature Preserve. No person shall operate a skateboard or roller skates or blades
or other coasting device in Foothills ParkFoothills Nature Preserve. This subsection shall not
apply to a bicycle or motorcycle operated by a police officer or park ranger acting in the course
and scope of his or her duties. Violations of this subsection shall be an infraction.
(g) No person shall smoke on any trail in Foothills ParkFoothills Nature Preserve. Violations of
this subsection shall be a misdemeanor.
(h) No person shall make a wood fire in Foothills ParkFoothills Nature Preserve without a
permit. Permits for wood fires within Foothills ParkFoothills Nature Preserve may be issued only
for the Towle campfire ring. No person shall start or maintain any charcoal cooking fire within
Foothills ParkFoothills Nature Preserve except in city-provided braziers and barbecues in areas
so designated and posted. Violations of this subsection shall be a misdemeanor.
(i) No person shall shortcut across trail switchbacks. Violations of this subsection shall be an
infraction.
(j) The city manager shall promulgate regulations for the use of Boronda Lake to protect the
users, plants, animals, and structures of the lake.
*NOT YET APPROVED*
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0220_20210217_ts24
(k) No more than five-hundred 650 people shall be permitted in Foothills Park Foothills Nature
Preserve at any one time.
(1) The City Manager or designee may limit attendance at Foothills Park to no less
than 400 people establish a capacity limit in the range of 300 to 650 people at Foothills Nature
Preserve in order to protect the health, safety, and welfare of park preserve users; to protect
the natural resources in the park preserve; and/or due to limits in parking, facilities, or staff
availability. The City shall not distinguish between residents and non-residents in setting any
limits under this subsection.
(2) The following persons shall not count toward the limit in this subsection: visitors
with reservations in the Towle Campground, Oak Grove Picnic Area, and Interpretive Center
Meeting Room; City-sanctioned recreation and education groups (including City-run programs
for summer camps, field trips, and community partner youth groups); group permit holders;
City-sanctioned park volunteers; and visitors arriving in a vehicle with a valid disabled person
parking placard or license plate.
(l) No person owning or harboring any dog shall allow or permit such dog to enter or be in
Foothills ParkFoothills Nature Preserve on any holiday, as defined in Section 2.08.100(a) of this
code, or any Saturday or Sunday. At all other times, no person owning or harboring any dog
shall allow or permit such dog, whether licensed or not, to enter or be in Foothills ParkFoothills
Nature Preserve except when held under leash by an able-bodied person. Violations of this
section shall be an infraction.
SECTION 4. Sections 22.08.090 (Foothills Park) through 22.08.120 (Lee Property –
Addition to Foothills Park), as well as Section 22.08.410 (Lee Property – Addition to Foothills
Park) are hereby amended as follows:
22.08.090 Foothills Nature Preserve (formerly Foothills Park).
That certain parcel of land formerly known as Foothills Park as delineated and described in
Exhibit A-9 attached hereto and now known as Foothills Nature Preserve is hereby reserved for
park, playground, recreation or conservation purposes.
22.08.100 Lee Property - Addition to Foothills Park Foothills Nature Preserve.
That certain parcel of land known as the Lee Property (addition to Foothills Park Foothills
Nature Preserve) as delineated and described in Exhibit A-9.1 attached hereto is hereby
reserved for park, playground, recreation or conservation purposes.
22.08.110 Lee Property - Addition to Foothills Park Foothills Nature Preserve.
That certain parcel of land known as the Lee Property (addition to Foothills Park Foothills
Nature Preserve) as delineated and described in Exhibit A-9.2 attached hereto is hereby
reserved for park, playground, recreation or conservation purposes.
*NOT YET APPROVED*
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0220_20210217_ts24
22.08.120 Lee Property - Addition to Foothills Park Foothills Nature Preserve.
That certain parcel of land known as the Lee Property (addition to Foothills Park Foothills
Nature Preserve) as delineated and described in Exhibit A-9.3 attached hereto is hereby
reserved for park, playground, recreation or conservation purposes.
22.08.410 Lee Property - Addition to Foothills Park Foothills Nature Preserve.
That certain parcel of land known as the Lee Property (addition to Foothills Park Foothills
Nature Preserve), as delineated and described in Exhibit A-28 and attached hereto, is hereby
reserved for park, playground, recreation or conservation purposes.
SECTION 5. Exhibits A-9, Including A-9.1 through A-9.3, and A-28 of Chapter 22.08 (Park
Dedications) of Title 22 (Parks) are hereby amended as follows:
EXHIBIT A-9 FOOTHILLS PARK FOOTHILLS NATURE PRESERVE (formerly Foothills Park)
All of that certain 1194.05 acre tract of land described in Exhibits B through H in that certain
Lease Agreement between Russell V. Lee et ux. to the City of Palo Alto recorded December 10,
1958; in Book 4254 of Official Records at pages 695 et seq., records of Santa Clara County,
California.
EXHIBIT A-9.1 LEE PROPERTY - ADDITION TO FOOTHILLS PARK FOOTHILLS NATURE PRESERVE
Situate in the city of Palo Alto, County of Santa Clara, State of California, described as follows:
Beginning at a point in the northwesterly line of that certain 200-acre, more or less, parcel
excepted in the Deed from Russell V. Lee, et ux., to the City of Palo Alto, dated December 9,
1958 and recorded in Book 4254 of Official Records at page 720, Records of Santa Clara County,
California, distant along said line S. 69 degrees 10 minutes W. 920 feet from an iron pipe which
pipe bears N. 75 degrees 15 minutes 30 seconds W. 307.05 feet from an iron pipe set in the
center line of Page Mill Road; thence S. 20 degrees 50 minutes E. 2800 feet, more or less, to a
point on the southeasterly line of the Rancho El Corte de Madera; thence S. 15 degrees 12
minutes W. along said Rancho line 1350 feet, more or less, to the center line of Los Trancos
Creek; thence northwesterly along the center line of Los Trancos Creek to a point which bears S.
69 degrees 10 minutes W. 10 feet, more or less, from an iron pipe set in the bank of said Creek;
thence N. 69 degrees 10 minutes E. along the northwesterly line of said parcel excepted in said
Deed from Lee to City 2090 feet, more or less, to the point of beginning, containing 140 acres,
more or less, and being a portion of the Rancho El Corte de Madera.
EXHIBIT A-9.2 LEE PROPERTY - ADDITION TO FOOTHILLS PARK FOOTHILLS NATURE PRESERVE
Situate in the City of Palo Alto, County of Santa Clara, State of California, described as follows:
Beginning at a point on the southeasterly line of Rancho El Corte de Madera, said point being
in the center line of Page Mill Road, said point also being the most easterly corner of that
certain 200-acre, more or less, tract of land excepted in the Deed from Russell V. Lee, et ux., to
the City of Palo Alto, dated December 9, 1958, and recorded in Book 4254 of Official Records at
Page 720, Records of Santa Clara County, California; thence westerly along the center line of
Page Mill Road and the northerly line of said excepted tract 700 feet, more or less, to an iron
pipe; thence continuing along the boundary line of said excepted tract N. 75 degrees 05
*NOT YET APPROVED*
5
0220_20210217_ts24
minutes 30 seconds W. 307.05 feet to an iron pipe; thence, continuing along the northwesterly
boundary line of said excepted tract, S. 69 degrees 10 minutes W. 920 feet: thence leaving said
boundary line, S. 20 degrees 50 minutes E. 2800 feet, more or less, to a point on said Rancho
line; thence N. 15 degrees 12 minutes E. along said Rancho line 2850 feet, more or less, to the
point of beginning, containing 60 acres, more or less, and being a portion of said Rancho El
Corte de Madera.
EXHIBIT A-9.3 LEE PROPERTY - ADDITION TO FOOTHILLS PARK FOOTHILLS NATURE PRESERVE
Situate in the City of Palo Alto, County of Santa Clara, State of California, described as follows:
Beginning at an iron pipe set in the boundary line of that certain 234.172 acre parcel of land
delineated upon a map entitled "Record of Survey of a portion of the Lands of Dorothy W. and
Russell V. Lee" and recorded September 10, 1957 in Book 86 of Maps at page 17, Records of
Santa Clara County, California, which iron pipe bears S. 74 degrees 42 minutes 11 seconds W.
2392.51 feet from the most easterly comer of said 234.172 acre parcel of land; thence N. 81
degrees 01 minutes 32 seconds W. 54.00 feet to an iron pipe which marks the true point of
beginning; thence N. 82 degrees 01 minutes 26 seconds W. 433.00 feet to an iron pipe; thence
S. 11 degrees 19 minutes 26 seconds W. 178.17 feet; thence S. 39 degrees 11 minutes 58
seconds W. 123.70 feet to an iron pipe; thence S. 69 degrees 28 minutes 33 seconds W. 267.84
feet to an iron pipe; hence S. 69 degrees 59 minutes 52 seconds W. 333.78 feet to an iron pipe;
thence S. 61 degrees 31 minutes 34 seconds W. 468.48 feet to an iron pipe; thence N. 81
degrees 03 minutes 10 seconds W. 122.62 feet to an iron pipe; thence in a straight line
southwesterly 60 feet, more or less, to a fence post marking a comer in the northwesterly
boundary line of the lands of the City of Palo Alto known as "Foothills Park," as said lands are
described in "Exhibit A" of the agreement between said City and Russell V. Lee and Dorothy
Womack Lee, dated December 8, 1958 and recorded December 10, 1958 in Book 4254 at page
695, et seq., Official Records of said County; thence following said boundary line of Foothills
Park the following courses and distances: S. 62 degrees 29 minutes 02 seconds E. 165 feet,
more or less, to an iron pipe; N. 67 degrees 24 minutes 58 seconds E. 805 feet, more or less, to
an iron pipe; N. 80 degrees 07 minutes 58 seconds E. 204 feet, more or less, to an iron pipe; and
N. 54 degrees 51 minutes 58 seconds E. 675 feet, more or less, to the true point of beginning,
containing 5.60 acres, more or less, and being a portion of the Rancho El Corte de Madera.
EXHIBIT A-28 LEE PROPERTY - ADDITION TO FOOTHILLS PARK FOOTHILLS NATURE PRESERVE
Beginning at a 3/4-inch iron pipe at the northeasterly corner of that certain tract of land
described in the deed from Russell V. Lee, et ux, to Richard Stanford Lee, et ux, dated December
30, 1956, and recorded December 3, 1956 in Book 3696 of Official Records at page 382, Records
of Santa Clara County, California;
Thence S. 15° 24' 19" E. along the easterly line of said tract 1083.65 feet;
Thence S. 72° 08' 48" W. 595.53 feet;
Thence S. 38° 48' 32" W. 179.00 feet;
Thence 48" W. 593.53 feet;
Thence S. 12° 01' 23" E. 488.00 feet;
Thence 32° 25' 26" W. 229.44 feet to an iron pipe marking the southwest corner of a quarry,
said last-named corner being the True Point Of Beginning;
*NOT YET APPROVED*
6
0220_20210217_ts24
Thence S. 68° 17' 19" E. 1048.00 feet to an iron pipe;
Thence 57° 28' W. 60 feet, more or less, to a fence post marking a corner in the northwesterly
boundary line of the lands of the City of Palo Alto known as “Foothills Park”, as said lands are
described in "Exhibit A" of the agreement between said City and Russell V. Lee and Dorothy
Womack Lee, dated December 8, 1958 and recorded December 10, 1958 in Book 4254 of
Official Records at page 695, et seq., Records of said County;
Thence following said boundary line of Foothills Park S. 57° 28' W. (called 55° 54' W. in said
"Exhibit A") 435.35 feet;
Thence leaving said park boundary, N. 32° 32' W. 5.00 feet;
Thence N. 64° 09' W. 263.50 feet;
Thence N. 71° 21' W. 117.50 feet;
Thence N. 29° 16' E. 246.32 feet to the True Point Of Beginning, containing 7.70 acres, more
or less, and being a portion of the Rancho El Corte De Madera.
SECTION 6. The Council of the City of Palo Alto amends the Fiscal Year 2021 Municipal
Fee Schedule by adopting the new single-day discounts and annual pass fees for Foothills Park
as set forth in Exhibit “A” and incorporated here by reference.
SECTION 7. If any section, subsection, sentence, clause, or phrase of this Ordinance is
for any reason held to be invalid or unconstitutional by a decision of any court of competent
jurisdiction, such decision shall not affect the validity of the remaining portions of this
Ordinance. The City Council hereby declares that it would have passed this Ordinance and each
and every section, subsection, sentence, clause, or phrase not declared invalid or
unconstitutional without regard to whether any portion of the Ordinance would be
subsequently declared invalid or unconstitutional.
SECTION 8. The fees in this Ordinance are for voluntary entrance and/or use of
government property. Pursuant to Art. XIII C, Section I(e)(4) of the California Constitution,
these fees are not a tax.
SECTION 9. The Council finds that this project is categorically exempt from the
provisions of the California Environmental Quality Act (“CEQA”) under sections 15301 (Existing
Facilities) and 15323 (Normal Operations of Facilities for Public Gatherings).
SECTION 10. This ordinance supersedes the emergency ordinance adopted on February
22, 2021 entitled “Emergency Ordinance of the Council of the City of Palo Alto Amending the
Fiscal Year 2021 Municipal Fee Schedule to Add New Daily Entry Discounts and Annual Pass
Fees for Foothills Park and Amending PAMC Section 22.04.150(k) to Adjust Attendance Limits at
Foothills Park”, and that emergency ordinance is hereby repealed as of the effective date of this
ordinance.
//
//
*NOT YET APPROVED*
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0220_20210217_ts24
SECTION 11. This Ordinance shall be effective on the thirty-first date after the date of
its adoption.
INTRODUCED:
PASSED:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
NOT PARTICIPATING:
ATTEST:
____________________________ ____________________________
City Clerk Mayor
APPROVED AS TO FORM: APPROVED:
____________________________ ____________________________
Deputy City Attorney City Manager
____________________________
Director of Community Services
____________________________
Director of Administrative Services
*NOT YET APPROVED*
8
0220_20210217_ts24
Attachment A
Fiscal Year 2021 Municipal Fee Schedule
Community Services Fees
Open Space, Parks, & Golf
Park Activities – Foothills Nature Preserve (formerly Foothills Park)
Foothills Nature Preserve – daily entry for
motor vehicles
$6 per vehicle per day;
Free for City-designated preserve volunteers,
active military, veterans, students with ID
who are driving, and vehicles with a valid
disabled person parking placard or license
plate.
Foothills Nature Preserve – annual pass for
motor vehicles
(Annual pass allows entry for a motor vehicle
holding 9 people or less.)
$65 per year for non-residents;
$50 per year for Palo Alto residents and City
employees;
25% discount for seniors (60+);
Free for active military, veterans, and low-
income visitors;
(Discount/free pass can be applied to non-
resident and resident pass).
City of Palo Alto (ID # 12104)
City Council Staff Report
Report Type: Action Items Meeting Date: 3/15/2021
City of Palo Alto Page 1
Summary Title: Public Hearing: Park, Community Center, Library Impact Fee
Study
Title: PUBLIC HEARING: Finance Committee Recommends City Council
Approve Park, Community, and Library Development Impact Fee Justification
Study; Adjustments to Park, Community Center, and Library Development
Impact Fees; Ordinance Updating Park Land In Lieu fee; and Direct Staff to
Implement the Impact Fee Updates With the Fiscal Year 2022 Budget
(Continued From March 8, 2021)
From: City Manager
Lead Department: Community Servi ces
Recommendation
The Finance Committee and Staff recommend that the City Council hold a Public Hearing and:
1. Review and Accept the Park, Community Center, and Library Development Impact Fee
Justification Study and select and approve updated fee levels based on study
recommendations to update the City’s Park, Community Center, and Library Impact Fee
Program,
2. Direct staff to implement the approved fee levels as part of the Fiscal Year 2022 budget
process, and
3. Adopt an ordinance to update the fair market value per acre of land for the Park Land in
Lieu Fee in PAMC section 21.50.070.
This is a duplicate of the report posted on the March 8, 2020 agenda. No changes have been
made from CMR #12027.
Executive Summary
Under California law (AB 1600), cities have the ability to charge new development for its
relative share of the cost to fund the acquisition of land and improvements to public facilities
and services. Impact fees are established based on the reasonable relationship, or nexus,
between impacts caused by new development and the improvements to mitigate those impacts
that will be funded by the fee. Although fees are updated annually to reflect increases in the
Bay Area Consumer Price Index or Engineering News Record Construction Cost Index, baseline
City of Palo Alto Page 2
fee levels for some of the City’s impact fees have not been reviewed or updated in nearly 20
years, nor has the actual cost inflation of land valuation in the City.
On November 8, 2019, staff released an RFP for a Parks, Library, and Community Center
Development Impact Fee Nexus Study. The local firm of DTA was determined to be the most
qualified consultant. DTA prepared the attached Park, Community Center, and Library
Development Impact Fee Justification Study (the “Study”), found in Attachment A, which
provides a detailed legal framework for the imposition of impact fees, defines the City facilities
addressed in the study, illustrates the calculation methodology used, and specifies the
maximum fee levels which the City could charge to new development.
On December 15, 2020, staff and DTA presented the draft study to Finance Committee to
receive feedback prior to presenting to Council (Minutes). Finance Committee passed a motion
to recommend that the City Council approve any adjustments to fee levels and direct staff to
return with the necessary ordinance and fee schedule updates, as well as the addition of a
possible tiered approach to implement the fees.
On February 23, 2021, staff and DTA presented to the Parks and Recreation Commission. The
Commission passed a motion with a 5-2 vote to recommend that City Council adopt an
ordinance based on study recommendations to update the City’s Park, Community Center, and
Library Impact Fee Program. Dissenting commissioners expressed concerns that the fair market
value land valuation figure seemed too low and the square footage per employee used as
demographics information seemed too high. Additionally, there was a request to see
commercial fees differentiated between retail and office space.
The City Council has broad discretion in determining fee schedules, as long as set at or below
the maximum amounts. Council may wish to consider the funding needed to implement
improvements, the effect of fees on the financial feasibility of development, and comparability
with other communities, among other factors.
Discussion
The City’s Park, Community Center, and Library Development Impact Fees were initially
developed in 2001. Table 1 below shows the FY 2020 impact fees for new development based
on land use type.
Table 1. FY 2020 Park, Community Center, and Library Development Impact Fees
City of Palo Alto Page 3
State law requires agencies to identify a reasonable relationship, or nexus, between an impact
fee and new development, and to make findings regarding: (a) the purpose of the fee; (b) what
mitigation projects the fee will be used to fund; (c) the nexus between the fee’s u se and the
type of development on which the fee will be imposed; (d) the nexus between the need for the
public facility and the type of development on which the fee will be imposed; and (e) the nexus
between the amount of the fee and the cost of the public facility attributable to the
development upon which the fee is imposed. The Study is designed to support these findings
and is structured as shown in Table 2 below.
Table 2. Summary of Nexus Study Methodology
Step 1 Demographic Assumptions: Identify future growth that represents the increased
demand for facilities
Step 2 Facility Needs and Costs: Identify the amount of public facilities required to
support the new development and the costs of such facilities
Step 3 Cost Allocation: Allocate costs per equivalent dwelling unit
Step 4 Fee Schedule: Calculate the fee per residential unit or non -residential square foot
To develop new impact fee levels, DTA utilized the Standards-Based Fee Methodology, or Level
of Service (“LOS”), which establishes impact fees based on “standards,” where costs are based
on the existing LOS provided to the community. The existing LOS is based on the square feet of
space, integrated unit, or number of volumes (in the case of Library) per 1,000 Persons Served
for each facility, which is an industry-standard method of quantifying LOS for facilities such as
Parks, Community Centers, and Libraries. The Standards-Based Methodology also relies on the
concept of Equivalent Dwelling Units, or EDUs, to allocate benefit among each of th e land use
categories. EDUs are a mechanism that equates varying land uses to residential dwelling unit
standards in order to equitably calculate fees. The Standards -Based Methodology ensures that
City facilities are appropriately developed and sized so that future residents and employees do
not cause a reduction in LOS by unduly burdening the infrastructure system, thus leading to
decay and deterioration.
To project future development and facility needs, DTA used projections of future population
and development within the City outlined in the City’s 2017 Parks, Trails, Natural Open Space
and Recreation Master Plan, as well as Scenario 3 of the 2017 Comprehensive Plan Update
Draft Environmental Impact Report (“2017 EIR”).
The attached report details the total fee amounts required to finance new residential and non -
residential development’s share of the costs of new facilities as summarized in Table 3 below.
The fees within this study reflect the maximum fee levels that may be legally imposed on new
City of Palo Alto Page 4
residential and non-residential development; however, Council may decide to adopt fee levels
below this maximum.
Table 3. Proposed Maximum Fee Levels for Park, Community Center, and Library
Development Impact Fees
Park Community Center Library Total Fees
Residential
Single Family $57,420 $4,438 $2,645 $64,504
Multi-Family $42,468 $3,283 $1,956 $47,707
Non-Residential
Commercial/Industrial (per 1,000 SF)$16,837 $1,301 $776 $18,914
Hotel/Motel (per 1,000 SF)$2,866 $222 $132 $3,220
City of Palo Alto
Proposed Development Impact Fees (Maximum)
New or increased development impact fees go into effect no sooner than 60 days after
adoption (Government Code § 66017). Development impact fees must be paid based on the
rate in effect at the time of payment. A developer may pay fees at any point after the planning
entitlement has been issued and must pay all applicable fees prior to the issuance of a building
permit, unless otherwise approved by Council.
It is especially important that the City’s fees are calculated based on correct assumptions
regarding the current market value of land. Using CoStar, a leading commercial real estate
database, DTA has analyzed historical sales data of vacant land in the cities of Campbell, Santa
Clara, Sunnyvale, Saratoga, Mountain View, San Jose, and Los Altos and recommends an
updated FMV of $5.7 M. DTA has provided in Table 4 and Chart 1 below a comparison of the
proposed land valuation to those used in neighboring cities and communities, as well as
information approximating when these local agencies last updated their land valuations.
City of Palo Alto Page 5
Table 4. Comparable Land Valuation per Acre
Chart 1. Comparable Land Valuation per Acre
City of Palo Alto Page 6
DTA also reviewed Community Center and Library Development Impact Fees in the cities of
Morgan Hill, Brentwood, Paso Robles, Richmond, and Fremont. These cities were chosen for
their comparable size and because they each have both Community Center and Library
Development Impact Fees. DTA has provided in Table 5 and Chart 2 below a comparison of the
proposed Community Center and Library fees to those used in other cities and communities.
Table 5. Comparable Community Center and Library Development Impact Fees
Jurisdiction Library Single
Family
Library Multi-
Family
Community
Center Single
Family
Community
Center Multi-
Family
Palo Alto (Existing)1 $1,676 $674 $4,827 $2,122
Palo Alto (Proposed)$2,645 $1,956 $4,438 $3,283
Morgan Hill $2,132 $2,054 $3,955 $3,470
Brentwood2 $1,595 $1,179 $1,595 $1,179
Paso Robles3 $942 $942 $2,920 $2,920
Richmond $1,744 $1,744 $1,543 $1,267
Fremont4 $2,569 $1,483 $2,569 $1,483
Notes:
1. Reflects fees for Single Family homes greater than 3,000 sq. ft. and Multi-Family homes
greater than 900 sq. ft.
2. Community Facilities Fee may include Library and Community Centers.
3. General Government Fee may include Community Facilities.
4. General Capital Facilities Fee may include Library and Community Centers.
Chart 2. Comparable Library and Community Center Development Impact Fees
City of Palo Alto Page 7
The City Council has broad discretion in determining fee schedules, as long as set at or below
the maximum amounts. Council may wish to consider the funding needed to implement
improvements, the effect of fees on the financial feasibility of development, and comparability
with other communities, among other factors.
If Council were to decide to adopt a tiered approach to implementation, fee levels could be
gradually increased over a four-year period as shown in Table 6.
Table 6. Tiered Fee Approach
Park Fee
FY 2021-22
Community
Center Fee
FY 2021-22
Library Fee
FY 2021-22
Total Fees
FY 2021-22
Park Fee
FY 2022-23
Community
Center Fee
FY 2022-23
Library Fee
FY 2022-23
Total Fees
FY 2022-23
Single Family $14,355 $1,110 $661 $16,126 $28,710 $2,219 $1,323 $32,252
Multi-Family $10,617 $821 $489 $11,927 $21,234 $1,641 $978 $23,853
Commercial/Industrial (per 1,000 SF)$4,209 $325 $194 $4,728 $8,418 $651 $388 $9,457
Hotel/Motel (per 1,000 SF)$717 $55 $33 $805 $1,433 $111 $66 $1,610
Park Fee
FY 2023-24
Community
Center Fee
FY 2023-24
Library Fee
FY 2023-24
Total Fees
FY 2023-24
Park Fee
FY 2024-25
Community
Center Fee
FY 2024-25
Library Fee
FY 2024-25
Total Fees
FY 2024-25
Single Family $43,065 $3,329 $1,984 $48,378 $57,420 $4,438 $2,645 $64,504
Multi-Family $31,851 $2,462 $1,467 $35,780 $42,468 $3,283 $1,956 $47,707
Commercial/Industrial (per 1,000 SF)$12,628 $976 $582 $14,185 $16,837 $1,301 $776 $18,914
Hotel/Motel (per 1,000 SF)$2,150 $166 $99 $2,415 $2,866 $222 $132 $3,220
Land Use
75% of Proposed Maximum Fee 100% of Proposed Maximum Fee
Land Use
25% of Proposed Maximum Fee 50% of Proposed Maximum Fee
Apart from the three impact fees, the City has a Park land dedication or in lieu fee. In general,
when residential subdivisions are created, this provision requires the developer to dedicate
City of Palo Alto Page 8
land for parks or alternatively pay a fee. The fee is calculated based on the formula outlined in
section 21.50.080 of the municipal code, which itself is based on the fair market value of land.
The fair market value (FMV) was last set in 2006 at $3.9 M per acre. The FMV has been adjusted
each year by the Construction Cost Index (CCI) for calculating annual fee updates. To
harmonize the FMV of land of this fee with the impact fees, the ordinance attached will update
the FMV to $5.7 million per acre. This ordinance will take effect upon approval of the impact
fees which are anticipated to be approved as part of the FY2022 budget process.
Timeline
Based on Council recommendation and approval, new fee levels will be adopted as part of the
FY 2022 annual budget process. Impact fee ordinances require formal public notice and do not
become effective until 60 days after adoption on a second reading.
Resource Impact
Development Impact Fees provide funding for capital improvements to mitigate the impacts of
new development in the community. The revenues received each year vary based on the
amount of residential and non-residential development occurring in Palo Alto during that
timeframe. Revenue adjustments will be brought forward in the annual budget process as
appropriate to recognize the impacts of any fee updated and adopted by the City Coun cil.
According to the FY 2019-20 Annual Status Report on the Development Impact Fees Schedule
(CMR #11746), a total of approximately $583,573 was collected in Park, Community Center, and
Library fees. DTA projects that the total fee revenues will increase by a minimum of two times
should the maximum fee levels be approved and adopted as new fees. Please see Table 7
below for more detail.
Table 7. Current and Projected Revenues
Fee Category Total Revenues Collected
FY 2019-20201
Total Projected
Annual Revenues2
Park $402,902 $1,208,706
Community Center $134,638 $201,957
Library $46,033 $69,050
Total $583,573 $1,479,713
Notes:
1. Total revenues collected reflect last available report as of period ending June 30, 2020.
2. Figures are an approximation and subject to change.
Stakeholder Engagement
The Community Services and Library departments have presented this report to the Finance
Committee on December 15, 2020 (Minutes) and the Parks and Recreation Commission (PRC)
for review.
City of Palo Alto Page 9
Policy Implications
City Council has the authority to charge new development for its relative share of the cost of
specific public facilities, as calculated based on a nexus study. Council also has the authority, for
policy reasons, to restructure fees based on articulated City policies. The information provided
in this report allows Council to take the next step towards reevaluating and adjusting the City’s
Development Impact Fees for Library and Community Services.
Environmental Review
The recommended actions are not considered a Project as defined by the California
Environmental Quality Act pursuant to CEQA regulation 15061(b)(3). The projects associated
with these fees have been fully analyzed as part of the City’s 2030 Comprehensive Plan and its
EIR, as well as the City’s Parks and Open Space Master Plan and its Mitigated Negative
Declaration and no further CEQA analysis is necessary.
Attachments:
• Attachment A: Palo Alto Park, Community Center, and Library Development Impact Fee
Justification Study
• Attachment B: Ordinance Amending PAMC Section 21.50.070 to Update the Fair Market
Value of Land for the Park Land Fees In Lieu of Dedication Fee
I. Inventory of Existing Park Facilities
Facility Facility Units Quantity
City Parks Acres 174.10
Natural Open Space Acres 4,030.00
Recreation Facilities (Courts, Play Areas, Ball Fields, etc.) Integrated Facilities 154.00
Special Recreation Facilities (Winter Lodge, Gamble Garden, King Plaza) Acres 4.33
Bayland Preserve Capital Improvements Integrated Facilities 1.00
Integrated Facilities 1.00
II. Existing Recreation and Park Facilities EDU Calculation
Land Use Type
Number of
Persons Served [1]
Number of Units/
Non-Res 1,000 SF [2]
Residents per Unit/
Persons Served per
1,000 Non-Res. SF [3]
EDUs per Unit/
per 1,000 Non-Res SF
Total
Number of EDUs
Single Family 42,392 15,443 2.75 1.00 15,443
Multi-Family 24,992 12,310 2.03 0.74 9,104
Commercial/Industrial (per 1,000 SF) 18,772 23,323 0.80 0.29 6,839
Hotel/Motel (per 1,000 SF)216 1,577 0.14 0.05 79
Total 86,372 52,653 NA NA 31,465
III. Existing Facility Standard
Facility Type Facility Units Quantity
Facility Units
per 1,000 Persons Served
City Parks Acres 174.10 2.02
Natural Open Space Acres 4,030.00 46.66
Recreation Facilities (Courts, Play Areas, Ball Fields, etc.) Integrated Facilities 154.00 1.78
Special Recreation Facilities (Winter Lodge, Gamble Garden, King Plaza) Acres 4.33 0.05
Bayland Preserve Capital Improvements Integrated Facilities 1.00 0.01
Integrated Facilities 1.00 0.01
IV. Future Recreation and Park Facilities EDU Calculation
Land Use Type
Number of
Persons Served [1]
Number of Units/
Non-Res 1,000 SF [2]
Residents per Unit/
Persons Served per
1,000 Non-Res. SF [3]
EDUs per Unit/
per 1,000 Non-Res SF
Total
Number of EDUs
Single Family 6,911 2,517 2.75 1.00 2,517
Multi-Family 4,074 2,007 2.03 0.74 1,484
Commercial/Industrial (per 1,000 SF) 1,946 2,418 0.80 0.29 709
Hotel/Motel (per 1,000 SF)22 164 0.14 0.05 8
Total 12,953 7,106 NA NA 4,719
V. Future Facility Standard
Facility Type [4] Facility Units
Facility Units
per 1,000 Persons Served
Facility Units Funded
by Future Development
City Parks Acres 2.02 26.11
Natural Open Space Acres 46.66 604.38
Recreation Facilities (Courts, Play Areas, Ball Fields, etc.) Integrated Facilities 1.78 23.10
Special Recreation Facilities (Winter Lodge, Gamble Garden, King Plaza) Acres 0.05 0.65
Bayland Preserve Capital Improvements Integrated Facilities 0.01 0.15
Foothills Park Capital Improvements Integrated Facilities 0.01 0.15
VI. Park and Open Space Summary Cost Data
Facility Type [5]Facility Units
Facility Units Funded by
Future Development Land Acquisition per Acre Acres Being Developed
Park Development
per Acre [6]
Planning and Design
per Acre [7]Administration (5%) [8]
Total Facility Cost
for New Development Cost per EDU
City Parks Acres 26.11 $5,700,000 26.11 $1,406,530 $84,392 $70,327 $189,590,784 $40,177.63
Natural Open Space Acres 604.38 $57,000 604.38 $40,000 $2,400 $2,000 $61,284,430 $12,987.25
Total $250,875,213 $53,164.88
VII. Parks & Recreation Facility Cost Summary
Facility Type Facility Units Current Development Future Development
Buildout Persons Served
Population
Facility Units
per 1,000 Persons Served
Facilities Funded
by Future Development Facility Cost
Total Facilities
for Future Development Cost per EDU
Recreation Facilities (Courts, Play Areas, Ball Fields, etc.) Integrated Facilities 154 23.10 99,326 1.78 23.10 $663,173 $15,316,334 $3,245.80
Special Recreation Facilities (Winter Lodge, Gamble Garden, King Plaza) Acres 4.33 0.65 99,326 0.05 0.65 $6,693,925 $4,346,862 $921.18
Bayland Preserve Capital Improvements Integrated Facilities 1.00 0.15 99,326 0.01 0.15 $25,000,000 $3,749,274 $794.54
Foothills Park Capital Improvements Integrated Facilities 1.00 0.15 99,326 0.01 0.15 $15,000,000 $2,249,564 $476.72
Offsetting Revenues ($5,583,312) ($1,183.20)
Total $47,357,098 $20,078,723 $4,255.03
Parks LOS Facilities Fee Total $57,419.91
Notes:
[1]Employee Adjustment Factor of 19.63% has been applied to capture the reduced hours of facilities usage for an employee compared to a resident.
[2]Population estimates based on California Dept. of Finance, Demographic Research Unit - Report E-5 January 1, 2020.
[3]Persons Served per Unit based on U.S. Census Bureau's American Community Survey (ACS) 2018.
[4]Estimates based on current Park inventory as identified within the Palo Alto Parks, Trails, Natural Open Space, and Recreation Master Plan.
[5]Estimates based on cost assumptions for Park improvement costs provided by City of Palo Alto.
[6]Park development costs have been escalated to Fiscal Year 2019 according to the Construction Cost Index (CCI).
[7]Planning and Design Costs have been estimated to be approximately 6% of development costs, as seen in other California communities.
[8]Administration costs have been estimated at 5% to appropriately reflect City staff's time.
APPENDIX A-1
CITY OF PALO ALTO
PARK DEVELOPMENT IMPACT FEE CALCULATION
Foothills Park Capital Improvements
Foothills Park Capital Improvements
I. Inventory of Existing Community Center Facilities
Facility Facility Units Quantity
Cubberley Community Center Square Feet 65,046
Lucie Stern Community Center Square Feet 12,203
Mitchell Park Community Center Square Feet 15,000
Palo Alto Art Center Square Feet 23,000
Junior Museum and Zoo Square Feet 45,071
Improvements, Upgrades, and Renovations Integrated Unit 5
Building Master Plans Integrated Unit 5
II. Existing Community Center Facilities EDU Calculation
Land Use Type
Number of
Persons Served [1]
Number of Units/
Non-Res 1,000 SF [2]
Residents per Unit/
Persons Served per
1,000 Non-Res. SF [3]
EDUs per Unit/
per 1,000 Non-Res SF
Total
Number of EDUs
Single Family 42,392 15,443 2.75 1.00 15,443
Multi-Family 24,992 12,310 2.03 0.74 9,104
Commercial/Industrial (per 1,000 SF) 18,772 23,323 0.80 0.29 6,839
Hotel/Motel (per 1,000 SF)216 1,577 0.14 0.05 79
Total 86,372 52,653 NA NA 31,465
III. Existing Facility Standard
Facility Type Facility Units Quantity
Facility Units
per 1,000 Persons Served
Cubberley Community Center Square Feet 65,046 753.09
Lucie Stern Community Center Square Feet 12,203 141.28
Mitchell Park Community Center Square Feet 15,000 173.67
Palo Alto Art Center Square Feet 23,000 266.29
Junior Museum and Zoo Square Feet 45,071 521.82
Improvements, Upgrades, and Renovations Integrated Unit 5 0.06
Building Master Plans Integrated Unit 5 0.06
IV. Future Community Center Facilities EDU Calculation
Land Use Type
Number of
Persons Served [1]
Number of Units/
Non-Res 1,000 SF [2]
Residents per Unit/
Persons Served per
1,000 Non-Res. SF [3]
EDUs per Unit/
per 1,000 Non-Res SF
Total
Number of EDUs
Single Family 6,911 2,517 2.75 1.00 2,517
Multi-Family 4,074 2,007 2.03 0.74 1,484
Commercial/Industrial (per 1,000 SF)1,946 2,418 0.80 0.29 709
Hotel/Motel (per 1,000 SF)22 164 0.14 0.05 8
Total 12,953 7,106 NA NA 4,719
V. Future Facility Standard
Facility Type [4] Facility Units
Facility Units
per 1,000 Persons Served
Facility Units Funded
by Future Development
Cubberley Community Center Square Feet 753.09 9,755.01
Lucie Stern Community Center Square Feet 141.28 1,830.10
Mitchell Park Community Center Square Feet 173.67 2,249.56
Palo Alto Art Center Square Feet 266.29 3,449.33
Junior Museum and Zoo Square Feet 521.82 6,759.34
Improvements, Upgrades, and Renovations Integrated Unit 0.06 0.75
Building Master Plans Integrated Unit 0.06 0.75
VI. Community Center Summary Cost Data
Facility Type [5]Facility Units
Facility Units Funded
by Future Development Cost Per Unit
Total Facility Cost
for Future Development Cost per EDU
Cubberley Community Center Square Feet 9,755.01 $629 $6,135,363 $1,300.19
Lucie Stern Community Center Square Feet 1,830.10 $629 $1,151,029 $243.92
Mitchell Park Community Center Square Feet 2,249.56 $629 $1,414,852 $299.83
Palo Alto Art Center Square Feet 3,449.33 $629 $2,169,439 $459.74
Junior Museum and Zoo Square Feet 6,759.34 $718 $4,856,117 $1,029.10
Improvements, Upgrades, and Renovations Integrated Unit 0.75 $12,469,894 $9,350,609 $1,981.56
Building Master Plans Integrated Unit 0.75 $171,692 $128,744 $27.28
Total $25,206,154 $5,341.63
VII. Community Center Facility Cost Summary
Facility Type Facility Units Current Development Future Development
Buildout Persons Served
Population
Facility Units
per 1,000 Persons Served
Facilities Funded
by Future Development Facility Cost
Total Facilities
for Future Development Cost per EDU
Cubberley Community Center Square Feet 65,046 9,755.01 99,326 753.09 9,755.01 $629 $6,135,363 $1,300.19
Lucie Stern Community Center Square Feet 12,203 1,830.10 99,326 141.28 1,830.10 $629 $1,151,029 $243.92
Mitchell Park Community Center Square Feet 15,000 2,249.56 99,326 173.67 2,249.56 $629 $1,414,852 $299.83
Palo Alto Art Center Square Feet 23,000 3,449.33 99,326 266.29 3,449.33 $629 $2,169,439 $459.74
Junior Museum and Zoo Square Feet 45,071 6,759.34 99,326 521.82 6,759.34 $718 $4,856,117 $1,029.10
Improvements, Upgrades, and Renovations Integrated Unit 5 0.75 99,326 0.06 0.75 $12,469,894 $9,350,609 $1,981.56
Building Master Plans Integrated Unit 5 0.75 99,326 0.06 0.75 $171,692 $128,744 $27.28
Offsetting Revenues ($4,261,898) ($903.17)
Total $12,644,820 $20,944,256 $4,438.46
Community Center LOS Facilities Fee Total $4,438.46
Notes:
[1]Employee Adjustment Factor of 19.63% has been applied to capture the reduced hours of facilities usage for an employee compared to a resident.
[2]Population estimates based on California Dept. of Finance, Demographic Research Unit - Report E-5 January 1, 2020.
[3]Persons Served per Unit based on U.S. Census Bureau's American Community Survey (ACS) 2018.
[4]Estimates based on current Community Center inventory as identified within the Palo Alto Parks, Trails, Natural Open Space, and Recreation Master Plan.
[5]Estimates based on cost assumptions for Community Center improvement costs provided by City of Palo Alto.
APPENDIX A-2
CITY OF PALO ALTO
COMMUNITY CENTER DEVELOPMENT IMPACT FEE CALCULATION
I. Inventory of Existing Library Facilities
Facility Facility Units Quantity
Children's Library (1276 Harriet) Square Feet 6,043
College Terrace Library (2300 Wellesley) Square Feet 2,392
Downtown Library (270 Forest Ave.) Square Feet 9,046
Mitchell Library (3700 Middlefield) Square Feet 41,000
Rinconada Library (1213 Newell) Square Feet 29,608
Furniture, Fixtures & Equipment Integrated Unit 5
Volumes Volumes 485,157
Technology Upgrades Integrated Unit 5
II. Existing Library Facilities EDU Calculation
Land Use Type
Number of
Persons Served [1]
Number of Units/
Non-Res 1,000 SF [2]
Residents per Unit/
Persons Served per
1,000 Non-Res. SF [3]
EDUs per Unit/
per 1,000 Non-Res SF
Total
Number of EDUs
Single Family 42,392 15,443 2.75 1.00 15,443
Multi-Family 24,992 12,310 2.03 0.74 9,104
Commercial/Industrial (per 1,000 SF) 18,772 23,323 0.80 0.29 6,839
Hotel/Motel (per 1,000 SF)216 1,577 0.14 0.05 79
Total 86,372 52,653 NA NA 31,465
III. Existing Facility Standard
Facility Type Facility Units Quantity
Facility Units
per 1,000 Persons Served
Children's Library (1276 Harriet) Square Feet 6,043 69.96
College Terrace Library (2300 Wellesley) Square Feet 2,392 27.69
Downtown Library (270 Forest Ave.) Square Feet 9,046 104.73
Mitchell Library (3700 Middlefield) Square Feet 41,000 474.69
Rinconada Library (1213 Newell) Square Feet 29,608 342.80
Furniture, Fixtures & Equipment Integrated Unit 5 0.06
Volumes Volumes 485,157 5,617.05
Technology Upgrades Integrated Unit 5 0.06
IV. Future Library Facilities EDU Calculation
Land Use Type
Number of
Persons Served [1]
Number of Units/
Non-Res 1,000 SF [2]
Residents per Unit/
Persons Served per
1,000 Non-Res. SF [3]
EDUs per Unit/
per 1,000 Non-Res SF
Total
Number of EDUs
Single Family 6,911 2,517 2.75 1.00 2,517
Multi-Family 4,074 2,007 2.03 0.74 1,484
Commercial/Industrial (per 1,000 SF) 1,946 2,418 0.80 0.29 709
Hotel/Motel (per 1,000 SF)22 164 0.14 0.05 8
Total 12,953 7,106 NA NA 4,719
V. Future Facility Standard
Facility Type [4] Facility Units
Facility Units
per 1,000 Persons Served
Facility Units Funded
by Future Development
Children's Library (1276 Harriet) Square Feet 69.96 906.27
College Terrace Library (2300 Wellesley) Square Feet 27.69 358.73
Downtown Library (270 Forest Ave.) Square Feet 104.73 1,356.64
Mitchell Library (3700 Middlefield) Square Feet 474.69 6,148.81
Rinconada Library (1213 Newell) Square Feet 342.80 4,440.34
Furniture, Fixtures & Equipment Integrated Unit 0.06 0.75
Volumes Volumes 5,617.05 72,759.46
Technology Upgrades Integrated Unit 0.06 0.75
VI. Library Summary Cost Data
Facility Type [5]Facility Units
Facility Units Funded
by Future Development Cost Per Unit
Total Facility Cost
for New Development Cost per EDU
Children's Library (1276 Harriet) Square Feet 906.27 $629 $569,997 $120.79
College Terrace Library (2300 Wellesley) Square Feet 358.73 $629 $225,622 $47.81
Downtown Library (270 Forest Ave.) Square Feet 1,356.64 $629 $853,250 $180.82
Mitchell Library (3700 Middlefield) Square Feet 6,148.81 $629 $3,867,262 $819.54
Rinconada Library (1213 Newell) Square Feet 4,440.34 $629 $2,792,729 $591.83
Furniture, Fixtures & Equipment Integrated Unit 0.75 $500,000 $374,927 $79.45
Volumes Volumes 72,759.46 $50 $3,637,973 $770.95
Technology Upgrades Integrated Unit 0.75 $500,000 $374,927 $79.45
Total $12,696,686 $2,690.65
VII. Library Facility Cost Summary
Facility Type Facility Units Current Development Future Development
Buildout Persons Served
Population
Facility Units
per 1,000 Persons Served
Facilities Funded
by Future Development Facility Cost
Total Facilities
for Future Development Cost per EDU
Children's Library (1276 Harriet) Square Feet 6,043 906.27 99,326 69.96 906.27 $629 $569,997 $120.79
College Terrace Library (2300 Wellesley) Square Feet 2,392 358.73 99,326 27.69 358.73 $629 $225,622 $47.81
Downtown Library (270 Forest Ave.) Square Feet 9,046 1,356.64 99,326 104.73 1,356.64 $629 $853,250 $180.82
Mitchell Library (3700 Middlefield) Square Feet 41,000 6,148.81 99,326 474.69 6,148.81 $629 $3,867,262 $819.54
Rinconada Library (1213 Newell) Square Feet 29,608 4,440.34 99,326 342.80 4,440.34 $629 $2,792,729 $591.83
Furniture, Fixtures & Equipment Integrated Unit 5 0.75 99,326 0.06 0.75 $500,000 $374,927 $79.45
Volumes Volumes 485,157 72,759.46 99,326 5617.05 72,759.46 $50 $3,637,973 $770.95
Technology Upgrades Integrated Unit 5 0.75 99,326 0.06 0.75 $500,000 $374,927 $79.45
Offsetting Revenues ($214,779) ($45.52)
Total $1,003,195 $12,481,907 $2,645.14
Library Facilities Fee Total $2,645.14
Notes:
[1]Employee Adjustment Factor of 19.63% has been applied to capture the reduced hours of facilities usage for an employee compared to a resident.
[2]Population estimates based on California Dept. of Finance, Demographic Research Unit - Report E-5 January 1, 2020.
[3]Persons Served per Unit based on U.S. Census Bureau's American Community Survey (ACS) 2018.
[4]Estimates based on current Library inventory as identified within the Palo Alto Parks, Trails, Natural Open Space, and Recreation Master Plan.
[5]Estimates based on cost assumptions for Library improvement costs provided by City of Palo Alto.
APPENDIX A-3
CITY OF PALO ALTO
LIBRARY DEVELOPMENT IMPACT FEE CALCULATION
Service Factor (Residents and Employees)
Residents per Unit/**
Number of Adjusted Adjusted Persons Served EDUs per Unit/Estimated Number of
Land Use Type Persons Served*Persons Served per 1,000 Non-Res. SF per 1,000 Non-Res. SF Units/Non-Res. SF Total EDUs
Single Family 42,392 100%42,392 2.75 1.00 15,443 15,443
Multi-Family 24,992 100%24,992 2.03 0.74 12,310 9,104
Commercial/Industrial (per 1,000 SF)95,653 19.63%18,772 0.80 0.29 23,322,578 6,839
Hotel/Motel (per 1,000 SF)1,101 19.63%216 0.14 0.05 1,577,422 79
Total 164,138 31,465
* Source: David Taussig & Associates; U.S. Census Bureau (ACS); City of Palo Alto Comprehensive Plan Update.
** Persons Served = Residents plus 20% of Employees, customary industry practice designed to capture the reduced levels of service demanded by employees. Subject to change.
Service Factor (Future Residents and Employees)
Residents per Unit/**
Number of Adjusted Adjusted Persons Served EDUs per Unit/Estimated Number of
Land Use Type Persons Served*Persons Served per 1,000 Non-Res. SF per 1,000 Non-Res. SF Units/Non-Res. SF Total EDUs
Single Family 6,911 100%6,911 2.75 1.00 2,517 2,517
Multi-Family 4,074 100% 4,074 2.03 0.74 2,007 1,484
Commercial/Industrial (per 1,000 SF)9,916 19.63% 1,946 0.80 0.29 2,417,876 709
Hotel/Motel (per 1,000 SF)114 19.63% 22 0.14 0.05 163,533 8
Total 21,015 4,719
* Source: David Taussig & Associates; California Dept. of Finance, Demographic Research Unit - Report E-5 May 1, 2020.
** Persons Served = Residents plus 20% of Employees, customary industry practice designed to capture the reduced levels of service demanded by employees. Subject to change.
Number of
Potential Recreation Number of Work Hours Per Weekend Days Potential Recreation Hours Percentage of
User of Facilities Hours per Work Day Days per Week Weekend Day Per Week Per Week Per Person Household Population Person Hours Employee User Percentage
Resident, non-working 10 5 10 2 70 52.38% 37 NA
Resident, working 2 5 10 2 30 47.62% 14 NA
Employee 2 5 0 0 10 NA 10 19.63%
City of Palo Alto Household Population 67,384
City of Palo Alto Labor Force 32,085
Employee Percentage of Household Population 47.62%
APPENDIX A-4
CITY OF PALO ALTO
EDU & EBU CALCULATION YEAR TO BUILD-OUT (2040)
Total Hours of Potential Park, Community Center, and Library Usage per Week
Existing EDU Calculation (FY 2020)
Future EDU Calculation (FY 2040)
Employment Adjustment
Factor
Employment Adjustment
Factor
*NOT YET APPROVED*
1
0223_20210223_ts24
Ordinance No. ___
Ordinance of the Council of the City of Palo Alto Amending Section 21.50.070
(Calculation of fair market value) of Chapter 21.50 (Park Land Dedication or
Fees In Lieu Thereof) of Title 21 (Subdivisions and Other Divisions of Land) to
Update the Fair Market Value of Land.
The Council of the City of Palo Alto ORDAINS as follows:
SECTION 1. Findings and declarations. The City Council finds and declares as follows:
1. Pursuant to local law and the state Quimby Act (see Gov. Code section 66477 et
seq.), the City requires park land dedication or fees in lieu thereof when creating a subdivision as
detailed in Palo Alto Municipal Code chapter 21.50;
2. The City Council approved a Park, Community Center, and Library Development
Impact Fee Justification Study on March 8, 2021 in which it was determined that the fair market
value of land for acquisition for City parks is $5.7 million per acre in Palo Alto; and
3. The City Council now desires to update the fair market value per acre of land for
the purposes of Chapter 21.50 to $5.7 million per acre.
SECTION 2. Subsection (b) of Section 21.50.070 (Calculation of fair market value) of
Chapter 21.50 (Park Land Dedication or Fees In Lieu Thereof) of Title 21 (Subdivisions and Other
Divisions of Land) is hereby amended as follows (new text in underline, deleted text in
strikethrough):
21.50.070 Calculation of fair market value.
(a) At the time of submission a final subdivision map for approval, the city shall, in those cases
where a fee in lieu of dedication is required either in whole or in part, determine the fair market
value of the land in the proposed residential development, and this determination shall be used
in calculating the fee to be paid. If the developer objects to the fair market value, the city, at
developer's expense, shall obtain an appraisal of the property by a qualified independent real
estate appraiser, agreed to by the city and the developer, and the value established by said
appraiser using standard recognized appraisal techniques to establish fair market value will be
accepted as the fair market value of the land in the proposed development. Alternatively, the
city and the developer may agree as to the fair market value.
(b) The fair market value per acre of land for the purposes of the calculation in § 21.50.080 is
$3.9 $5.7 million per acre.
(c) The rate of the fee shall be subject to annual adjustment for inflation pursuant to Section
16.64.110.
SECTION 3. If any section, subsection, sentence, clause, or phrase of this Ordinance is
for any reason held to be invalid or unconstitutional by a decision of any court of competent
jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance.
The City Council hereby declares that it would have passed this Ordinance and each and every
section, subsection, sentence, clause, or phrase not declared invalid or unconstitutional without
*NOT YET APPROVED*
2
0223_20210223_ts24
regard to whether any portion of the Ordinance would be subsequently declared invalid or
unconstitutional.
SECTION 4. The Council finds this ordinance to update this fee is not considered a Project
as defined by the California Environmental Quality Act pursuant to CEQA regulation 15061(b)(3).
The projects associated with this fee have been fully analyzed as part of the City’s 2030
Comprehensive Plan and its EIR, as well as the City’s Parks and Open Space Master Plan and its
Mitigated Negative Declaration and no further CEQA analysis is necessary.
SECTION 5. This Ordinance shall be effective upon the effective date of the revised Parks,
Open Space, and Library impact fees anticipated to be approved with the City’s fiscal year 2022
budget, but in no case shall the ordinance be effective less than thirty-one days after the date of
its adoption.
INTRODUCED:
PASSED:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
NOT PARTICIPATING:
ATTEST:
____________________________ ____________________________
City Clerk Mayor
APPROVED AS TO FORM: APPROVED:
____________________________ ____________________________
Deputy City Attorney City Manager
____________________________
Director of Community Services
____________________________
Director of Administrative Services
City of Palo Alto (ID # 11858)
City Council Staff Report
Report Type: Action Items Meeting Date: 3/15/2021
City of Palo Alto Page 1
Summary Title: Castilleja School Project - Continued Hearing
Title: PUBLIC HEARING/QUASI JUDICIAL: Castilleja School Project 1310
Bryant: Conditional Use Permit (CUP) Amendment to Increase the Student
Enrollment cap to 540 Students With Phased Enrollment and Campus
Redevelopment, a Variance to Replace Campus Gross Floor Area and
Architectural Review Approval of the Campus Redevelopment. Zone District:
R-1(10,000). Environmental Review: Final Environmental Impact Report (EIR)
Published July 30, 2020; Draft EIR Published July 15, 2019
From: City Manager
Lead Department: Planning and Development Services
This item is continued from March 8. Please refer to the previously prepared staff
report and accompanying at-places memo for background and staff
recommendations.
City of Palo Alto (ID # 11973)
City Council Staff Report
Report Type: Action Items Meeting Date: 3/15/2021
City of Palo Alto Page 1
Summary Title: City Response to Grand Jury Report on Female Firefighters
Title: Approval of Response to the Grand Jury Report "Why Aren't There
More Female Fire Fighters in Santa Clara County"
From: City Manager
Lead Department: Human Resources
Recommendation
Staff recommends that Council approve the following response to the 2019-2020 Santa Clara
County Civil Grand Jury Report entitled, “Why Aren’t There More Female Firefighters in Santa
Clara County.”
Background
On December 17, 2020, the Civil Grand Jury of Santa Clara County released a report entitled
“Why Aren’t There More Female Firefighters in Santa Clara County.” The Grand Jury Report
surveyed fire departments in Santa Clara County and selected four fire departments to analyze
for this report: Mountain View Fire Department, Palo Alto Fire Department, Santa Clara County
Fire Department and San José Fire Department.
The report made several findings and recommendations for action to increase the recruitment
and hiring of more female firefighters in Santa Clara County.
A copy of the Grand Jury Report is included as Attachment A.
Discussion
The City appreciates the Civil Grand Jury’s leadership in discussing and making
recommendations on such an important topic, notably recruiting more women into t he fire
service and promoting more women in fire service careers. Race and equity, including gender
equity, are key priorities for the City of Palo Alto. The Palo Alto Fire Department’s approach to
providing fire and emergency medical services for our community and Stanford University is
unique to other agencies within the County. Santa Clara County Fire agencies are not alone in
addressing this important priority, as all public safety agencies on a national stage are working
to recruit more women into police, fire, and emergency medical/paramedic roles.
City of Palo Alto Page 2
The City’s detailed response to the Grand Jury Report findings and recommendations are
included in Attachment B. There are six findings and five recommendations that apply to the
City of Palo Alto. Of the six findings, the City agrees with five findings, and disagrees with one.
Of the five recommendations, four have already been implemented.
The City acknowledges the challenges related to recruiting female firefighters and strives to
make the fire service an inclusive and diverse workforce, with health and safety at the forefront
of the priorities. The Grand Jury Report summarizes the challenges faced in the fire service
pertaining to recruiting and retaining female firefighters. The City is committed to continue
ongoing enhancements including the recommendations outlined in the response.
For the success of the City’s current female firefighters, the City will continue to have a
sustained and consistent effort of inclusion by providing an objective, tran sparent and
performance-based process to support all firefighters to reach their potential.
Summary of Findings and City Response:
The following summary is a high level overview of the City’s proposed response. Attachment B
provides the full response with additional details.
Civil Grand Jury Finding 1a: Recruiting
A lack of effort to recruit female firefighter candidates to apply for positions in Palo Alto, Santa
Clara, and San Jose Fire Departments has resulted in very few female firefighters being hired.
City of Palo Alto Response: The City agrees with the finding. Further efforts to recruit female
firefighters may increase the number of female candidates applying to become firefighters.
Industry-wide there is an underrepresentation of females who consider firefighting as a career.
Additional outreach and education on a career in the fire service could also raise the number of
female applicants.
Civil Grand Jury Recommendation 1a:
Palo Alto, Santa Clara County Central Fire Protection District, and San José Fire Departments
should develop, fund, and implement a plan to increase recruiting efforts to grow their number
of female firefighters. Individual plans should be developed by June 2021.
City of Palo Alto Response: The City will develop a plan to enhance recruiting efforts, but it will
not be completed by June 2021 for budgetary reasons related to the pandemic.
Civil Grand Jury Finding 2: Mentoring
Talent and knowledge are lost or wasted if organizations do not create a mentoring program.
Mentoring potential recruits and firefighters currently is voluntary, loosely defined, and unpaid, which
hampers recruiting efforts in the SCC Region.
City of Palo Alto Page 3
City of Palo Alto Response: The City agrees with the finding. Knowledge transfer is valuable to
teach our next generation of firefighters – to learn and be inspired.
Civil Grand Jury Recommendation 2:
Fire departments in the SCC Region should develop, fund, and implement mentoring programs.
Mentors should advise and guide potential recruits, new recruits, and current firefighters.
Mentoring programs should include visits to local schools and organizations to demonstrate
encouragement of female candidates. Individual plans should be developed by June 2021 by
Mountain View, Palo Alto, Santa Clara County Central Fire Protection District, and San José Fire
Departments.
City of Palo Alto Response: The recommendation has been implemented. The Palo Alto Fire
Department participates in both internal and external mentoring programs.
Civil Grand Jury Finding 3: Opportunity for Promotion
Although there is an insufficient pool of women firefighters, the SCC Region fire departments are
promoting women to management positions.
City of Palo Alto Response: The City agrees with the finding.
Civil Grand Jury Finding 4b: Accommodations
The Palo Alto Fire Department did not respond to the CGJ requested survey regarding
information about their facilities.
City of Palo Alto Response: The City agrees with the finding. The absence of this information in
the report was unintentional. Palo Alto Fire Department collected but mistakenly left this
information out of the survey that was submitted to the Civil Grand Jury.
Civil Grand Jury Recommendation 4b:
The Palo Alto Fire Department should perform a self-evaluation of its eight fire stations and
report on whether separate locker rooms, dorms or restrooms with showers for women are
available and, where those accommodations are lacking, the City of Palo Alto should develop a
plan to create better privacy for all firefighters. This plan should be developed by June 2021.
City of Palo Alto Response: The recommendation has been implemented.
Civil Grand Jury Finding 5: Work Environment
Although every SCC Region entity has a non-discrimination policy, the unique work setting of a
fire department coupled with the low number of women in fire service presents out -of-the
ordinary workplace challenges because they live together and rely on each other during life -or-
death situations. These unique features of this workplace make it more challenging for women
to report discrimination and/or harassment.
City of Palo Alto Response: The City agrees with the finding.
City of Palo Alto Page 4
Civil Grand Jury Recommendation 5:
To address the unique challenges of promoting a gender-inclusive work culture for women in the
setting of a fire department, each fire department in the SCC Region should develop city- or
county- approved plans that focus on the remedies to the challenges of the fire service
workplace for women. These plans should be developed by the Mountain View Fire Department,
Palo Alto Fire Department, Santa Clara County Central Fire Protection District, and San José Fire
Department by June 2021.
City of Palo Alto Response: The recommendation has been implemented. As described in the
City’s Anti-Harassment Policy, the City believes that prevention is the best tool for the
elimination of harassment. Harassment in the workplace is a nationwide issue and the City of
Palo Alto is committed to taking all steps necessary to prevent harassment from occurring.
Civil Grand Jury Finding 6: Gear
Due to ill-fitting uniforms and gear, women are not on a similar footing as their male
counterparts. Women should feel secure in their everyday uniforms and formal wear and, for
safety reasons, have properly fitting gear when engaged in firefighting.
City of Palo Alto Response: The City disagrees with the finding that the current uniforms and
gear are ill fitting for women putting them on dissimilar footing as their counterparts.
Civil Grand Jury Recommendation 6
All fire departments in the SCC Region should make correctly fitting uniforms for women
available and ensure that a sufficient supply of firefighting and specialty gear is available in
women’s sizes at the time they begin work. This plan for procurement should be implemente d
by June 2021 by Mountain View Fire Department, Palo Alto Fire Department, Santa Clara
County, Central Fire Protection District, and San José Fire Department.
City of Palo Alto Response: The recommendation has been implemented. The City provides and
pays for uniform and personal protective equipment tailoring for each firefighter. Gear such as
medical gloves and suppression gloves are unisex, customizable and differentiate by size.
Resource Impact
There is no immediate fiscal impact resulting from this report.
Policy Implications
There is no immediate policy implication resulting from this report.
Environmental Review
This response to the City Grand Jury Report is not a project under the California Environmental
City of Palo Alto Page 5
Quality Act (CEQA).
Attachments:
• Attachment A - Grand Jury Report
• Attachment B - City of Palo Alto Grand Jury Response Draft
Release date here Page 0 of 32
WHY AREN’T THERE
MORE FEMALE FIREFIGHTERS
IN SANTA CLARA COUNTY?
2019 -2020 Civil Grand Jury
of Santa Clara County
December 17, 2020
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Table of Contents
GLOSSARY AND ABBREVIATIONS ...................................................................................... 3
SUMMARY ................................................................................................................................... 4
BACKGROUND ........................................................................................................................... 5
The SCC Region ........................................................................................................................ 5
Gender Bias and Discrimination ............................................................................................. 6
Recruitment and Hiring ........................................................................................................... 7
National Report Card ............................................................................................................... 8
Work Environment ................................................................................................................. 11
METHODOLOGY ..................................................................................................................... 14
DISCUSSION .............................................................................................................................. 15
Staffing by Gender in SCC Region........................................................................................ 16
Staffing by Position in SCC Region ....................................................................................... 18
Gender Separate Facilities ..................................................................................................... 20
Mentoring ................................................................................................................................ 21
Women in Fire Service: Perspectives in the SCC Region ................................................... 22
Best Practices ........................................................................................................................... 25
FINDINGS AND RECOMMENDATIONS ............................................................................. 27
Finding 1a: Recruiting ........................................................................................................... 27
Finding 1b: Recruiting .......................................................................................................... 27
Recommendation 1.................................................................................................................. 27
Finding 2: Mentoring ............................................................................................................. 27
Recommendation 2.................................................................................................................. 27
Finding 3: Opportunity for Promotion ................................................................................ 27
Finding 4a: Accommodations ............................................................................................... 28
Finding 4b: Accommodations ............................................................................................... 28
Recommendation 4a................................................................................................................ 28
Recommendation 4b ............................................................................................................... 28
Recommendation 4c ................................................................................................................ 28
Recommendation 4d ............................................................................................................... 28
Finding 5: Work Environment ............................................................................................. 29
Recommendation 5.................................................................................................................. 29
Finding 6: Gear ...................................................................................................................... 29
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Recommendation 6.................................................................................................................. 29
CONCLUSIONS ......................................................................................................................... 30
REQUIRED RESPONSES ......................................................................................................... 31
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GLOSSARY AND ABBREVIATIONS
EMT Emergency Medical Technician
Firefighter Includes firefighters, EMTs and paramedics
National Report Card A National Report Card on Women in Firefighting,
April 2008, by Denise M. Hulett, et al.
SCC Region Select fire departments located in Santa Clara County that
were surveyed for this report:
Santa Clara County Fire Department
San José Fire Department
Palo Alto Fire Department
Mountain View Fire Department
Survey Data from SCC Region in response to the Civil Grand Jury
Survey, December 2019 - January 2020.
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SUMMARY
Firefighting has been characterized as a calling as much as a career choice. It is demanding both
physically and mentally. It requires knowledge of the latest firefighting techniques, lifesaving
procedures, rigorous attention to physical fitness, and the demands of living away from family for
days at a time. The profession should never favor one gender over another in qualifying for
employment, but simply progress candidates who pass written and physical tests and the interview
process. After surveying nine fire departments comprising 96 fire stations and nearly 1,500
firefighters, the Civil Grand Jury wondered: Why are there so few female firefighters in Santa
Clara County?
While female firefighters have existed in the United States for over 200 years, the vast majority of
firefighters in the nation are men.1 The National Report Card of Women in Firefighting
recommends that women should comprise 17% of the first responders’ work force, but in Santa
Clara County only 4% of firefighters are female.2 The Civil Grand Jury (CGJ) selected four fire
departments to analyze for this report. The CGJ conducted interviews, studied surveys, and
researched local and nationwide data regarding the recruitment and retention of female firefighters
and concluded that the absence of female firefighters in the SCC Region is due to:
insufficient female recruitment
gender bias
lack of inclusivity
With the number of female firefighters lagging, the CGJ recommends four changes to increase the
recruitment and hiring of more female firefighters in Santa Clara County:
1. Create and fund a recruitment process for female firefighters
2. Ensure an unbiased hiring process for female firefighter candidates
3. Ensure an equitable working environment for female firefighters with properly fitting gear,
appropriate living conditions, and opportunities for promotion
4. Provide mentoring for prospective, new, and current firefighters
The CGJ proposes recommendations that would establish equal support, treatment, and
opportunity for female firefighters as is provided for their male colleagues.
1 RedZone, “History of Women in Firefighting,” March 9, 2016, accessed October 9, 2020,
https://www.redzone.co/2016/03/09/history-of-women-in-firefighting.
2 Denise M. Hulett et al., A National Report Card on Women in Firefighting, p.1, accessed June 26, 2020,
https://www.womeninfire.org/wp-content/uploads/2014/07/35827WSP.pdf.
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BACKGROUND
In Santa Clara County, 887,791 female residents are nearly half of the 1.9 million total population.3
The county is widely recognized for its ethnic diversity and social inclusion. Known as a global
leader for computer technology, Santa Clara County (the County) has been dubbed Silicon Valley
and boasts the highest concentration of high-tech workers in the nation. Most would agree that
Santa Clara County is inspirational as a trailblazer for those seeking a forward thinking and
equitable way of life.
In the 1700’s, the San José firefighters consisted of volunteers called Bucket Brigades. Nearly 100
years later, the first fire departments were formed, and firefighters were officially employed by the
Hook and Ladder Co. No. 1. Since the founding of the County in 1850, the county has reorganized
more than once to account for change and growth and today maintains nearly 100 fire stations that
provide fire service support for the county.
The SCC Region
The CGJ conducted a survey requesting 10 years of firefighter hiring data from 2009-2019 from
the following nine fire departments in Santa Clara County: CalFire, Gilroy, Milpitas, Mountain
View, Palo Alto, San José, Santa Clara City, Santa Clara County, and Sunnyvale.
The CGJ chose four fire departments from the SCC to geographically represent the County. These
fire departments are: Mountain View, Palo Alto, Santa Clara County Central Fire Protection
District and San José. These four fire departments are hereafter referred to as the SCC Region. The
data acquired from the 10-year survey also showed that year 2016 contained the largest number of
firefighter applicants in the SCC Region and was thus used as the focus year for this report.
In 2016, nearly 2,000 candidates applied to be a firefighter in the SCC Region with a gender
breakdown of 1,920 men, 68 women, and six no gender specified. The CGJ discovered that from
this applicant pool, 40 male candidates and one female candidate were made conditional offers of
employment. However, after the final subjective oral interview, 31 men were offered employment
while the female applicant was not (See Table 3, Firefighting Hiring Data in SCC Region 2016).
3 Suburban Stats, “Population Demographics by Race and Gender,” accessed June 28, 2020,
https://suburbanstats.org/population/california/how-many-people-live-in-santa-clara-county.
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Figure 1: SCC Region: Largest Geographic Sample in the County
Civil Grand Jury Survey
Currently, there are 62 fire stations accommodating 1,065 firefighters in the SCC Region, of which
44 firefighters are women (4.1%). The CGJ’s survey revealed that 4.1% of female firefighters is
lower than the SCC Region’s ten-year average of 5.2%. Furthermore, the national average for
female firefighters was 4.6% over a similar 5-year span.4 While the SCC Region has regressed
over 10 years and is lower than the national average, the CGJ found that when departments – like
Mountain View and San Francisco – make concerted efforts to recruit and hire female firefighters,
more women are hired.
The Mountain View Fire Department funded a female recruitment program more than five years
ago and has now achieved a 10% composition of female firefighters, the highest in the SCC
Region. After a long legal battle, San Francisco Fire Department was required to hire more female
firefighters with a goal of 10% recruitment, which it met and then exceeded by 5%. The CGJ
recognized that efforts to recruit women in both fire departments resulted in more women being
hired.
Gender Bias and Discrimination
The National Fire Academy claims more than 30% of women in fire service experience
discrimination in their department.5 They further conclude the opportunity for women to achieve
top-level positions has been a problem impacted by the attitudes and behaviors from their officers
and peers. Similarly, data from the National Report Card found a majority of women firefighters
nationwide revealed unfair treatment, including gender bias and harassment. Local lawsuits in the
4 2017-2018 Los Angeles County Grand Jury Final Report, “Female Firefighters in Los Angeles County,”
p. 91, accessed June 27, 2020, http://grandjury.co.la.ca.us/pdf/2017-
2018%20Los%20Angeles%20County%20Civil%20Grand%20Jury%20Final%20Report.pdf.
5 Denise A. Giard, “Gender Bias and Its Impact on Women’s Advancement in the Fire Service,” October
2003, accessed June 27, 2020, https://www.hsdl.org/?abstract&did=489070.
SCC Region
Mountain View
Fire
Department
Palo Alto Fire
Department
Santa Clara
County Fire
Department
San José Fire
Department
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SCC Region claimed discrimination and retaliation, and the CGJ learned of narratives comparable
to incidents mentioned in numerous articles found online nationwide.
A culture of gender inequality can also lead to expensive litigation. The City of San José has paid
over a million dollars in a judgment and settlements to female firefighters in litigation involving
gender-based retaliation, discrimination, and/or harassment per court records. Although the City
denies wrongdoing in the settlements, one jury found the City liable for retaliation against a female
firefighter. In that lawsuit, the jury found the City liable for retaliating against a female firefighter
who had complained about alleged discriminatory conduct related to her being passed over for
promotion despite scoring the highest on the objective portions of the examination.6
The CGJ learned that firefighters observed issues of gender bias, harassment, and lack of
opportunity in the SCC Region, including:
1. a female firefighter could not get transferred to a particular fire station because that
station allegedly did not want women working there
2. a female firefighter coped with inappropriate teasing and the telling of improper stories
3. a female firefighter shared that wives of male firefighters complained about their
husbands working closely with female firefighters
4. a female firefighter described feeling unsupported at the male dominated union meeting
where the atmosphere was not inclusive
Comparatively, in San Francisco, where eradicating gender-inequality has been a priority for
numerous years, the CGJ learned that workplace propriety has changed over the years for the better
and inappropriate behavior and improper conduct is not tolerated.
Recruitment and Hiring
The recruitment and hiring steps are similar for most fire departments nationwide.7 Candidates for
firefighters are required to have a current Candidate Physical Ability Test (CPAT), a valid
emergency medical technician (EMT) certificate (or certification as a National Registered EMT),
and, depending on the assignment, a valid Paramedic License. Additionally, the candidate must
possess a high school diploma or equivalent. The candidate must also pass a background check, a
physical agility test, and a written test. If the candidate successfully completes the certification
process and passes the mandatory tests, they may then proceed to the oral interview process
depending on their test scores and the number of overall candidates applying. A score of 70% on
6 Ward v. City of San José, Case Number 2013-1-CV-253758 (Judgment)
7 FireRescue1, “Fire Recruits: 10 more must-do things to become a firefighter,” November 20, 2014,
accessed November 17, 2020, https://www.firerescue1.com/career-1/articles/fire-recruits-10-more-must-do-things-
to-become-a-firefighter-GFUbhkMmYrO2VFes/.
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the written test is generally passing; however, not all applicants may proceed to the next step if
there are a large number of applicants with a higher score.
In 2016, 1,994 candidates applied to be firefighters in the SCC Region. The breakdown of
applicants by gender was 96% men and 3% women. The CGJ found that the underrepresentation
of women in the applicant pool is a function of the lack of recruitment methods and hiring practices
in the region. Currently, a recruiting process for women does not exist in the County of Santa
Clara, City of San José, and City of Palo Alto, where female firefighter numbers are lagging. Only
Mountain View Fire Department was found to budget and actively recruit female candidates and
now boasts the highest percent of women in the region (10%) since starting the process 5 years
ago. The CGJ found that additional resources used for female recruitment in a department fosters
the growth of female firefighters, while the lack of such a program results in fewer applicants, thus
preventing the growth in the number of female candidates.
The CGJ recommends a defined recruiting process to actively engage and interest women in the
fire service in County of Santa Clara, City of San José, and City of Palo Alto.
National Report Card
The National Report Card on Women in Firefighting (National Report Card) published the results
of confidential written questionnaires returned by male and female firefighters in 48 states. The
demographics include 114 fire departments ranging in size from 103 firefighters to more than
3,000, together employing 51,281 paid firefighters. Additionally, the study conducted in-depth
interviews with 175 female firefighters in numerous major cities.
As shown in Table 1 below, the National Report Card surveyed both men and women regarding
their recruitment and hiring experience.8 The National Report Card found from the recruitment
and hiring data, the process was perceived differently by gender and highlights those statistical
differences between a female firefighter and her male counterpart.
The Civil Grand Jury examined the National Report Card and results in Table 1 and observed that:
• Nearly 70% of male applicants believed their department recruits and hires women above
and beyond its general recruiting efforts while only 36% of women agreed.
• More than twice as many men (40%) grew up wanting to be a firefighter compared to women
(20%) due to the lack of female firefighter role models.
8 Hulett, et al., A National Report Card, p. 5.
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• Though more female applicants were former athletes (35% vs 15%) and more female
applicants were college graduates (65% vs 47%), these physical and academic
accomplishments did not increase the hiring numbers of women firefighters.
Table 1: Firefighter Recruitment and Hiring
National Report Card Survey
Operation Survey Question % of
Women
% of
Men
Recruitment My department recruits and hires women above
and beyond its general recruiting efforts
35.6 69.3
I was actively recruited to become a firefighter 8.8 4.6
In deciding to become a firefighter, I read about
job opening in newspaper or flyer
14.2 12.8
When growing up, I wanted to be a firefighter 20.9 40.1
When growing up, I had family members or
friends who were firefighters
47.5 48.6
In deciding to become a firefighter, I was
introduced by a family member or friend
60.6 67.4
At the time I applied, I knew the requirements
for the job
68.9 73.4
Prior To My First Paid Fire Job:
I was an EMT, medical technician,
nurse, or other medical occupation
46.6 34.4
I was active in gym/athletic/sports 35.0 15.6
I had firefighting experience 11.4 15.6
I had construction background 5.9 23.8
I had a fire degree 5.0 8.2
I had military experience 4.2 18.4
I am a college graduate 65.2 47.0
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Hiring My department’s selection process included a
written exam
85.8 87.2
The written exam accurately measured my
ability to perform the job
29.5 33.1
My department’s selection process included an
oral board
81.6 85.3
My department’s selection process included a
physical abilities test
91.0 89.3
Of those taking a physical ability test, %
who specifically trained to prepare
78.4 55.2
Of those taking the test, % passed the
first time
85.8 97.9
My department’s physical abilities test
accurately measured my ability to perform the
job
42.8 52.9
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Work Environment
The CGJ observed that firefighters have a calling to serve their community when choosing their
career. Firefighting is often a vocation long passed down in families for many generations for those
wanting to demonstrate care for others on a daily basis.9 Firefighters know the demands on family
life and the risk associated with the job. Unlike a traditional office job, with set hours and free
weekends, firefighters work multiple 24-hour shifts and consequently miss family gatherings and
holidays. Their coworkers become a second family as they train, work, and eat together many days
in a row.
Because of the close proximity and long hours, the firefighter requires a faith and trust in their
coworkers, especially when responding to emergencies where life is at risk. Like most professions,
the job requires an equitable playing field in an impartial working environment. The National
Report Card data revealed that, unlike their male colleagues, a majority of female firefighters
experience bias in their work environment. The survey also revealed a significant difference of
opinion between men and women about discrimination and harassment in their workplace.
Table 2 below details overwhelming discrimination or harassment experienced by women
firefighters compared to men nationwide.10 Nearly 85% of the women surveyed claimed different
treatment due to gender compared to 12% of the men. A majority of women encountered problems
with ill-fitting equipment, witnessed a female supervisor’s authority challenged, or experienced
shunning and isolation due to gender. Though 30% of the women surveyed experienced
inequitable treatment during their probationary period, unfair hiring processes, and barriers to
career advancement, all due to gender, very few men experienced such treatment.
For example, while 7% of men believed their gender was a barrier to their career advancement,
over 35% of women surveyed felt the same. Between 18% and 40% of women experienced verbal
harassment, exposure to pornography, sexual advances, lack of training, unsuitable dorm
accommodations, training denial, hazing or hostile notes compared to fewer than 5% of men.
Across the nation, women entering the force reported experiencing harassment and ridicule about
their ability to handle the job, says Dr. Candice McDonald of the International Association of
Women in Fire and Emergency Services.11
9 Kelli Peacock Dunn, “Reasons to be a Firefighter,” accessed October 14, 2020,
https://work.chron.com/reasons-firefighter-11613.html.
10 Hulett, et al., A National Report Card, p. 5.
11 Zara Stone, “Not Many Women Fought California’s Deadly Fires,” accessed December 13, 2020,
https://www.thelily.com/not-many-women-fought-californias-deadly-fires-we-spent-a-day-at-the-station-with-some-
who-did/.
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Table 2: Discrimination or Harassment Experienced by Firefighters
National Report Card Survey
Survey Question
% of
Women
% of
Men
I have experienced different treatment because of my gender 84.7 12.4
I have encountered problems with ill-fitting equipment 79.7 20.9
My department has no procedure of which I am aware for
addressing discrimination complaints
65.0 42.7
I have seen supervisors’ authority challenged because of the
supervisor’s gender
49.9 21.0
My gender has created barriers to my career advancement 36.5 7.4
Males and females are not treated the same during fire college
and/or probation
33.9 17.8
Promotions are not decided upon fairly 33.9 30.6
Staff in my department are treated differently because of their
sexual orientation
30.6 14.4
The hiring process in my department does not fairly select and
hire applicants
30.3 22.6
I have not received coaching/mentoring from senior people in my
department
25.4 20.4
My supervisor does not address complaints concerning gender-
related incidents
23.4 5.6
Males and females are not treated the same during applicants’
physical ability screening
13.3 10.5
I have experienced incidents because of my gender involving:
Shunning/isolation 50.8 2.3
Privacy in showers, dormitory, or when changing clothes 46.2 2.8
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Survey Question
% of
Women
% of
Men
Verbal harassment 42.9 2.8
Pornography 31.9 1.4
Sexual advances 30.2 0.5
Dormitory accommodations 28.4 2.3
Training denial or differences 24.3 4.1
Other 21.2 5.5
Station assignments 20.4 0.9
Hazing 18.6 1.4
Hostile notes, cartoons, or other written material 18.2 0.9
Mealtime-related difficulties 13.1 0.9
Assault 6.3 0.0
These Incidents continue in the present 30.6 6.0
Total Average 34.2 18.8
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METHODOLOGY
The CGJ examined reports, held interviews, conducted surveys in the SCC Region, and reviewed
data nationwide to identify:
1) Recruitment procedures used to improve gender balance
2) Hiring processes, including certification, tests, and interviews
3) Work experiences of both male and female firefighters
4) Mentoring for prospective, new, and current firefighters
5) Opportunities for promotion
6) Facility accommodations by gender
7) Firefighter gear allocation
The CGJ used the following methods to obtain data for this report:
Interviewed numerous line-level male and female firefighters and fire department
management leaders from the SCC Region
Surveyed the SCC Region fire departments to determine:
▪ Job Openings for Firefighter/EMT/Paramedic
▪ Fire Academy Graduation Rates
▪ Recruitment and Hiring Processes
▪ Staffing by Gender
▪ Staffing by Position
▪ Facilities Retrofitted by Gender
Surveyed Santa Clara County fire departments not included in the SCC Region (Gilroy,
Milpitas, Sunnyvale, and the City of Santa Clara), as well as CalFire (headquartered in
Sacramento)
Received a panel presentation from the San Francisco Fire Department
Reviewed local and national articles and reports about women firefighters
Reviewed U.S. Bureau of Labor Statistics, National Fire Protection Agency (NFPA)
Reviewed International Association of Women in Firefighting)12
Reviewed 2017-2018 Civil Grand Jury Report: Female Firefighters in Los Angeles
County13
12 IAFC, “International Association Women in Fire & Emergency Services,” accessed November 13, 2020,
https://www.iafc.org/topics-and-tools/resources/resource/international-association-of-women-in-fire-emergency-
services.
13 2017-2018 Los Angeles County Grand Jury Final Report, p. 91.
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DISCUSSION
The SCC Region survey data provided the CGJ with statistical results of staffing by gender,
staffing by position, and fire stations lacking gender separate facilities. The data revealed a lack of
gender diversity and a reduction of female firefighters over a 10-year span. The CGJ interviews
further revealed firefighters’ descriptions of bias in recruitment and hiring, a lack of mentoring,
improper conduct in the work environment, special female attributes and gender obstacles, ill-
fitting gear for women, and the best practices found in and out of the SCC Region.
In 2016, there were 1,994 firefighter applicants in the SCC Region. Table 3 lists the hiring data
with passing results for each gender. Forty male and one female candidate were made conditional
offers of employment. As shown in Table 3, 44 of 68 women passed the objective physical and 37
of 68 passed the objective written tests, but that number decreased to 15 after the first subjective
oral interview and decreased to zero after the final subjective oral interview. Thirty-one men were
made offers of employment, but zero women who were made conditional offers were hired.
Table 3: Firefighter Hiring Data in SCC Region (2016)
Civil Grand Jury Survey
Year: 2016 Men Women Not Specified Total
Applicants 1920 68 6 1994
Pass Written Test 1416 37 0 1453
Pass Physical Test 1315 44 0 1359
Pass First Oral Interview 408 15 1 424
Pass Background Check 91 1 0 92
Conditional Offers 40 1 0 41
Pass Final Oral Interview 31 0 0 31
The CGJ found though women were competitive in the testing phases, zero female applicants
passed the final oral interview. Thirty-one male and zero female applicants received congratulatory
letters with their fire academy start date, including 16-weeks of additional training hosted by their
hiring department offering more classwork and drills.
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Staffing by Gender in SCC Region
The following four charts depict the current percentage of male and female firefighters in each fire
department in the SCC Region. The data derived from the 2019-2020 CGJ survey shows that the
number of male firefighters far exceed the number of female firefighters in all four departments in
the SCC Region.
San José Fire, the largest department in the SCC region with 665 firefighters, has the lowest percent
of female firefighters (2%).
Mountain View Fire has made a concerted effort to recruit women for five years and now boasts a
10% proportion of female firefighters, the highest in the region (see section Best Practices,
Mountain View for more details).
Charts 1-4: Firefighter Staffing by Gender in the SCC Region (2019)
Civil Grand Jury Survey
93%
7%
Santa Clara Cty Fire
235 firefighters
Male Employees
Female
Employees 98%
2%
San José Fire
665 firefighters
Male Employees
Female
Employees
95%
5%
Palo Alto Fire
95 firefighters
Male Employees
Female
Employees 90%
10%
Mountain View Fire
70 firefighters
Male Employees
Female
Employees
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In 2018, 76 million women (47% of the labor force) represented nearly half the US Labor Force.14
The representation of female firefighters is currently 4% or 44 of 1,065 firefighters in the SCC
Region. Table 4 depicts the number of firefighters and percentage by gender for each department
in the SCC Region.
Table 4: Firefighter Staffing by Gender in the SCC Region (2019)
Civil Grand Jury Survey
Fire Department Male Female Totals
Number Percent Number Percent
Santa Clara County 219 93% 16 7% 235
San José 649 98% 16 2% 665
Palo Alto 90 95% 5 5% 95
Mountain View 63 90% 7 10% 70
Total 1021 96% 44 4% 1065
Santa Clara County: With 235 firefighters, the percentage of female firefighters is 7%. There
are 16 female firefighters, seven of whom hold management positions. The number of women
firefighters has declined since 2009, from 22 to 16.
San José: With 665 firefighters, the percentage of female firefighters is 2%. There are 16 female
firefighters, six of whom hold management positions. The number of women firefighters has
declined since 2009, from 35 to 16.
Palo Alto: With 95 firefighters, the percentage of female firefighters is 5%. There are 5 female
firefighters with one holding a management position. The number of women firefighters has
declined since 2009, from 10 to 5.
Mountain View: With 70 firefighters, the percentage of female firefighters is 10%. There are
seven female firefighters, one of whom holds a management position. The number of women
firefighters has increased since 2009, from 4 to 7.
14 Catalyst, “Quick Take: Women in the Workforce—United States,” June 5, 2019, accessed August 13,
2020, https://www.catalyst.org/research/women-in-the-workforce-united-states/.
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Staffing by Position in SCC Region
The gender breakdown of managerial positions in the SCC Region (Chief to Captain) shows 319
men and 15 women. The gender breakdown of chief-level positions (Chief to Battalion Chief)
shows 56 men and 4 women. From data in the previous section, Staffing by Gender, related to
management positions, the CGJ found a proportionate number of female firefighters are being
promoted in some departments in the SCC Region: Santa Clara County Fire 43% (7/16), San
José City Fire 37% (6/16), Palo Alto City Fire 20% (1/5), and Mountain View Fire 14% (1/7).
The data in Table 5 shows the percentage of firefighters by position and gender from Chief to
Firefighter/EMT/Paramedic. Forty-four (4%) of the 1065 firefighters in the SCC Region are
women.
The CGJ found that although it is difficult for women to be hired in the SCC Region, a number of
those women hired are being promoted, which is particularly true in both Santa Clara County and
San José City Fire Departments.
Table 5: Staffing by Position in SCC Region (2019)
Civil Grand Jury Survey
Position Male Female Totals
Number Percent Number Percent
Chief
Supervises officers
and runs day to
day operations 4 100% 0 0% 4
Deputy Chief
Supervises
battalions,
emergencies, and
training 9 90% 1 10% 10
Assistant Chief
Plans, organizes,
directs, and
administers
operations 3 100% 0 0% 3
Battalion Chief
Ensures safety,
training,
equipment and
admin duties 40 93% 3 7% 43
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Position Male Female Totals
Captain Station manager 263 96% 11 4% 274
Engineer
Responsible for
fire engine 249 97% 9 3% 258
Firefighter,
EMT
Paramedic
Fights fires,
applies medical
skills and life
support 453 96% 20 4% 473
Total 1021 96% 44 4% 1065
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Gender Separate Facilities
All fire departments in the SCC Region provide overnight accommodations (called dorms) for
firefighters to bathe, sleep, and dress. Some of the departments’ fire stations provide separate
bathing and sleeping facilities for men and women. The CGJ appreciates that separate living spaces
affords both genders more privacy. The lack of separate accommodations for female firefighters
could detract from their recruitment or limit their willingness to work without separate facilities.
The breakdown of facilities for 62 fire stations housing 1,065 firefighters in the SCC Region are:
Santa Clara County Fire accommodations for 15 existing fire stations
2 include separate locker rooms for women
8 include separate dorms for women
11 have separate restrooms with showers for women
2 stations are scheduled for retrofitting
2 new stations are scheduled to be built
San José City Fire accommodations for 34 existing fire stations
31 have separate locker rooms for women
20 have separate dorms for women
30 have separate restrooms with showers for women
3 stations are scheduled for retrofitting
3 new stations are scheduled to be built
Palo Alto Fire accommodations status: No information provided for 8 fire stations
The CGJ did not receive survey-requested information from Palo Alto about their facilities. The
CGJ believes privacy for female firefighters is important and encourages PAFD to make any
necessary changes to include separate facilities for women.
Mountain View Fire accommodations for 5 existing fire stations
5 have separate locker rooms for women
0 have separate dorms for women
5 have separate restrooms with showers for women
Unspecified stations are scheduled for retrofitting
0 new stations are scheduled to be built
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Mentoring
A mentor is an experienced colleague who trains and counsels new employees or student trainees
in a particular profession. In the firefighting culture, mentoring has informally existed for many
years where seasoned firefighters share information and coach new recruits or a subordinate
seeking promotion. The CGJ found that mentorship programs in the SCC Region were loosely
defined and unpaid. While two firefighters expressed instances of informal mentoring offered by
themselves off-duty, the CGJ found that the SCC Region offers no formal mentoring for prospects,
new recruits, or firefighters seeking promotion.
Dr. Harry Carter is a fire protection consultant with 50 years in firefighting and 30 years as a chief.
In the past, he was president of the International Society of Fire Service Instructors and president
of the U.S. branch of the Institution of Fire Engineers (IFE). Dr. Carter was asked if fire
departments should develop an in-house mentoring program. He responded that the simple answer
was yes, since talent and knowledge are lost or wasted if you do not create such a program. He
suggested making the concept of mentoring a part of a fire department’s organizational culture.15
The CGJ found that mentoring was both informal and arbitrary and often a stroke of luck for the
recipient. Though unofficial mentoring exists in the SCC Region, firefighters do not know when
or if they will receive it or how long it will last. The CGJ wondered:
1. Would formal, funded mentorship programs benefit firefighters and their departments?
2. Could pre-hire mentoring encourage more women to apply for firefighting careers?
3. Would new or potential female recruits benefit from mentoring?
4. Would a firefighter profit from a superior’s mentoring when seeking promotion?
5. When should a mentorship program begin and end?
6. How long should a mentorship program last?
7. What should a mentorship program include?
The CGJ learned that there is agreement among firefighters that potential recruits would benefit
highly from mentoring before they were hired, and that seasoned firefighters could benefit from
their superior’s knowledge when seeking advancement within the ranks. Although there are mentor
training meetings for rookie firefighters, all training is informal and unpaid. Mentoring would be
conducive to outreach for potential female trainees. The CGJ concludes that a formal, paid
mentorship program established in all fire departments in the SCC Region would be a valuable
15 Dr. Harry Carter, “Command Post: Building a Culture of Mentoring,” August 1, 2018, accessed June 27,
2020, https://www.firehouse.com/careers-education/article/21009919/how-to-build-a-culture-of-mentoring-in-the-
fire-department.
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resource for potential firefighter candidates as well as for experienced firefighters seeking
promotion.
Women in Fire Service: Perspectives in the SCC Region
The CGJ learned that although there is consensus that women are as good as men in firefighting,
male firefighters continue to far outnumber female firefighters in the SCC Region. The CGJ
learned that female firefighters in the SCC Region face different obstacles as well as contribute
differently than men to fire service.
Special attributes women bring to firefighting
Although many people believe most emergency calls to a fire department are about fires, the
majority of calls are for emergency medical situations or transportation to a facility. The CGJ
learned that there were numerous calls where the presence of a female firefighter brought a calming
effect to medical situations. For example, having a female present during childbirth labor or after
a sexual assault was seen as beneficial. Another example includes an instance where a naked,
elderly woman fell in the shower and the victim’s relief was noticeable as her shoulders relaxed
upon seeing a female firefighter enter the room. The female firefighter entered first and covered
her up. Comforting victims is a very important part of the job of a firefighter and the presence of
a female firefighter can – for some victims – help defuse the trauma of the situation when a female
firefighter is present. The presence of a gender-diverse department is lauded as beneficial to co-
workers and the public as well.
Obstacles to hiring
The CGJ learned that many SCC Region firefighter recruits are selected from the EMT/paramedic
pool, which is primarily male and therefore diminishes the chance of females being recruited from
the very outset. The CGJ acknowledges that fire recruits are required to meet certain minimum
requirements and the persons who have these qualifications may be predominately male, which
reduces the number of eligible female recruits. To be successful in recruiting more women into
firefighting, the SCC Region should also examine the eligibility requirements for fire recruits and
evaluate whether the eligibility requirements are a further obstacle to recruiting women into fire
service.
Many female firefighters feel undervalued
Female firefighters feel that they have to prove themselves in a male-dominated field and feel
judged due to their gender. The CGJ learned that female firefighters feel as though their opinions
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and ideas are less likely to be accepted by other firefighters than their male counterparts’ opinions.
Female firefighters feel as though their male counterparts question whether they can do the job.
Unconscious bias
The outreach and recruitment of women in the fire service is important to female firefighters in
the SCC Region. For instance, agencies should plant the firefighting seed earlier than high school
career fairs by addressing elementary and middle school assemblies and funding programs like the
Women in Fire Boot Camps hosted by Bay Area female firefighters (see Best Practices, San José).
These types of strategies may be helpful in avoiding the kind of unconscious bias that persists in
the community as evidenced at a school assembly where a child who upon recognizing that a
firefighter was female declared, “Oh my gosh, it’s a girl!”
Proper fitting gear and uniforms for women
The National Report Card showed 80% of female firefighters have encountered problems with ill-
fitting equipment including unfair struggles during physical testing, while male candidates test
with properly fitting clothing and equipment. The CGJ learned of similar ill-fitting equipment for
female firefighters in the SCC Region.
Female firefighters are expected to be strong from the start, but this can be difficult and unsafe if
their gear and uniforms do not fit properly. Firefighters have everyday uniforms and formal
uniforms. They wear bunker or turnout gear to respond to a fire (jacket, hats, pants, gloves, etc.).
When responding to other types of incidents, they may be required to wear specialty gear (e.g.,
personal protective equipment or hazmat suits).
The CGJ finds that female fire fighters should receive the same well-fitting uniforms, everyday
turnouts, formal wear, and specialty gear available to their male counterparts. This may be more
complicated than ordering a smaller size. The Class A jacket used for formal events is double
breasted and the Class B daily uniforms are a man’s suit cut. Neither uniform fits women properly.
In all the jurisdictions in the SCC Region, new female recruits are assigned former male firefighter
gear at the time of their arrival, also called turnouts or bunker gear. But the turnouts are often too
large for women, including the gloves. While waiting for their gear to arrive, female firefighters
must wear ill-fitting bunker gear. New recruits are immediately trying to prove themselves in their
predominately male class of new recruits, and this is a disadvantage for female firefighters.
The hazmat team specialty gear is used when responding to an incident that involves hazardous
materials, and requires that a firefighter put on boots, a suit, and built-in gloves that are also too
large for most women. The CGJ finds that it is unfair and perhaps dangerous to require female
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firefighters to wear ill-fitting gear while performing firefighter duties. Nevertheless, they must
wear them.
In a world that is increasingly on fire, properly fitting firefighter gear is necessary to keep women
safe on the job.16 Jennifer Taylor, director of the Center for Firefighter Injury Research and Safety
Trends, states it is a wicked problem to get caught on branches in a blaze. She notes women have
tried altering their gear to make it fit better, only for those alterations to fail in the midst of a
rescue. Taylor adds that properly fitting gear protects firefighters from exposure to toxins often
present in smoke and debris, and that ill-fitting gear exposes female firefighters to chemicals that
can creep into gear, onto their skin and eventually inside the body. The CGJ concludes that ill-
fitting gear is a problem that the SCC Region should remedy.
Advice for women
Female firefighters in the SCC Region are willing to aid and mentor new female recruits interested
in the fire service profession. Tips for potential female recruits include:
Get physically fit beforehand
Understand it is a physically demanding job
Talk with a female firefighter before committing and ask lots of questions
Firefighters in the SCC Region are willing to reach out to young people as they sympathize with
the feeling of vulnerability and the fear of asking questions. The CGJ observed that firefighters
want to give guidance to potential candidates because firefighting is all about wanting to help
people.
16 Justine Calma, “Ill-Fitting Gear Puts Female Firefighters at Risk, But That’s Changing,” February 21,
2020, accessed November 18, 2020, https://www.theverge.com/2020/2/21/21147087/female-firefighter-gear-risk-
california-australia-wildfires-climate-change.
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Best Practices
The term best practices describes procedures that are effective. The CGJ found the following best
practices used to recruit female firefighters.
Mountain View
The City of Mountain View has made a concerted effort to recruit female firefighters. In 2015, the
Mountain View Fire Department (MVFD) requested and received a $30,000 grant from the City
of Mountain View to address the recruitment of female firefighters. The grant has since evolved
into an annual line item in the city’s general budget and covers time spent recruiting women
firefighters, including cost of publications, program operations, and miscellaneous expenditures.
The MVFD female firefighter recruitment occurs at high schools, colleges, festivals, and other
public events. The department sponsors fire camps called Camp Ignite, and with Mountain View
Police Department, co-sponsors a joint recruitment fair entitled She Can!
MVFD hired one female firefighter in 2017 and two more in 2019. They currently employ seven
female firefighters out of 72 and retain the largest percentage of women in the SCC Region (10%).
In 2019, MVFD kicked off Women's History Month with an historic moment of its own,
assembling an all-female crew of firefighters for the first time in the city's history.17
San José
Several San José Fire Department (SJFD) female firefighters set up their third free Women’s Boot
Camp in March 2020 for all persons interested in pursuing a career in firefighting.18 The majority
of the instructors are female, and although the facility and training equipment are provided by
SJFD, all boot camp trainers are unpaid volunteers. The boot camp provides first-hand fight-the-
fire experience and a rare opportunity for women to see female firefighters in action. It was planned
to coincide with International Women’s Day in order to celebrate women’s achievements while
inspiring others to consider a career in the fire service.
The boot camp orients women to the fire service career path through physical fitness education,
information sharing, and professional mentorship. Participants engage in a 90-minute firefighter’s
17 Kevin Forestieri, “All-female Mountain View fire crew draws national attention,” Mountain View Voice,
March 28, 2019, accessed June 28, 2020, https://www.mv-voice.com/news/2019/03/28/all-female-mountain-view-
fire-crew-draws-national-attention.
18 City of San José, “San José Fire Department Women’s Boot Camp,” March 4, 2020, accessed June 28,
2020, https://www.sanjoseca.gov/Home/Components/News/News/845/4699.
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circuit-training workout, including hands-on experience with firefighting tools and equipment.
Additionally, female firefighters from SJFD share their career journey and individual experiences
working as firefighters.
San Francisco
The San Francisco Fire Department has more paid female firefighters than any other urban fire
department in the country, however this was not always the case.19 Before 1976, no women were
even allowed to apply to SFFD, and still none were hired until 1987.
In 1988, a consent decree issued by a federal court mandated San Francisco to attain a 10% hiring
goal of female firefighters. The SFFD was ordered to eradicate past discriminatory hiring practices
and to recruit, appoint, retain, and promote qualified women to increase the female composition
of the SFFD so that it reflected the sexual composition of the work force in San Francisco.20
Today, the SFFD employs 15.7% women, more than 5% above their required goal. Although San
Francisco reached its goal because it was under court order to do so, now more than 270 women
serve on their force, assisting nearly 900,000 people across San Francisco city and county.21
SFFD female firefighters attend community and school recruiting events, not as volunteers, but as
paid firefighters. They join their male colleagues to recruit from high schools, community colleges,
veteran and faith-based organizations, and the Emergency Training School (EMS Corps). These
female firefighters serve as role models for young women interested in a firefighting career.
19 OH&S, “Female Firefighters Battle against Occupational Cancer,” March 3, 2020, accessed June 28,
2020, https://ohsonline.com/articles/2020/03/03/female-firefighters-battle-against-occupational-cancer.aspx.
20 United States of America v. The City and County of San Francisco, June 10, 1988, accessed June 28,
2020, https://www.clearinghouse.net/chDocs/public/EE-CA-0297-0004.pdf.
21 Laura Mallonee, “The Trailblazing Women Who Fight California’s Fires,” June 6, 2018, accessed October 14,
2020, https://www.wired.com/story/portraits-san-francisco-female-firefighters/.
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FINDINGS AND RECOMMENDATIONS
Finding 1a: Recruiting
A lack of effort to recruit female firefighter candidates to apply for positions in Palo Alto, Santa
Clara County, and San José Fire Departments has resulted in very few female firefighters being
hired.
Finding 1b: Recruiting
Mountain View Fire Department has made specific efforts to recruit female firefighters since 2015,
resulting in a 5% increase over the last 5 years. Today, with 10% female firefighting staff, the CGJ
applauds their efforts.
Recommendation 1
Palo Alto, Santa Clara County Central Fire Protection District, and San José Fire Departments
should develop, fund, and implement a plan to increase recruiting efforts to grow their number of
female firefighters. Individual plans should be developed by June 2021.
Finding 2: Mentoring
Talent and knowledge are lost or wasted if organizations do not create a mentoring program.
Mentoring potential recruits and firefighters currently is voluntary, loosely defined, and unpaid,
which hampers recruiting efforts in the SCC Region.
Recommendation 2
Fire departments in the SCC Region should develop, fund, and implement mentoring programs.
Mentors should advise and guide potential recruits, new recruits, and current firefighters.
Mentoring programs should include visits to local schools and organizations to demonstrate
encouragement of female candidates. Individual plans should be developed by June 2021 by
Mountain View, Palo Alto, Santa Clara County Central Fire Protection District, and San José Fire
Departments.
Finding 3: Opportunity for Promotion
Although there is an insufficient pool of women firefighters, the SCC Region fire departments are
promoting women to management positions.
No Recommendation
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Finding 4a: Accommodations
There is a lack of gender-separate accommodations for bathing, sleeping, and dressing in fire
stations in the Mountain View Fire Department, Santa Clara County Central Fire Protection
District, and San José Fire Department, which can cause privacy concerns for all firefighters.
Finding 4b: Accommodations
The Palo Alto Fire Department did not respond to the CGJ requested survey regarding information
about their facilities.
Recommendation 4a
Because Mountain View Fire Department has no separate dorms for women in its five fire stations,
the City of Mountain View should develop a plan to create separate dorms in all fire stations for
women to provide better privacy for all firefighters. This plan should be developed by June 2021 .
Recommendation 4b
The Palo Alto Fire Department should perform a self-evaluation of its eight fire stations and report
on whether separate locker rooms, dorms or restrooms with showers for women are available and,
where those accommodations are lacking, the City of Palo Alto should develop a plan to create
better privacy for all firefighters. This plan should be developed by June 2021.
Recommendation 4c
Because Santa Clara County Central Fire Protection District has 13 stations with no separate locker
rooms for women, seven stations with no separate dorms for women, and four stations with no
separate restrooms with showers for women, the County of Santa Clara should develop a plan to
create better privacy for all firefighters. This plan should be developed by June 2021.
Recommendation 4d
Because San José Fire Department has four stations with no separate locker rooms for women, 14
stations with no separate dorms for women, and four stations with no separate restrooms with
showers for women, the City of San José should develop a plan to create better privacy for all
firefighters. This plan should be developed by June 2021.
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Finding 5: Work Environment
Although every SCC Region entity has a non-discrimination policy, the unique work setting of a
fire department coupled with the low number of women in fire service presents out-of-the ordinary
workplace challenges because they live together and rely on each other during life-or-death
situations. These unique features of this workplace make it more challenging for women to report
discrimination and/or harassment.
Recommendation 5
To address the unique challenges of promoting a gender-inclusive work culture for women in the
setting of a fire department, each fire department in the SCC Region should develop city- or
county- approved plans that focus on the remedies to the challenges of the fire service workplace
for women. These plans should be developed by the Mountain View Fire Department, Palo Alto
Fire Department, Santa Clara County Central Fire Protection District, and San José Fire
Department by June 2021.
Finding 6: Gear
Due to ill-fitting uniforms and gear, women are not on a similar footing as their male counterparts.
Women should feel secure in their everyday uniforms and formal wear and, for safety reasons,
have properly fitting gear when engaged in firefighting.
Recommendation 6
All fire departments in the SCC Region should make correctly fitting uniforms for women
available and ensure that a sufficient supply of firefighting and specialty gear is available in
women’s sizes at the time they begin work. This plan for procurement should be implemented by
June 2021 by Mountain View Fire Department, Palo Alto Fire Department, Santa Clara County
Central Fire Protection District, and San José Fire Department.
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CONCLUSIONS
The current procedures for recruiting and hiring female firefighters in the SCC Region have
resulted in maintaining a male-dominated fire service that does not reflect the face of the
community it serves. For the SCC Region fire departments to have more female firefighters in the
workforce, they must hire more women. This will require a concentrated and continuous effort.
Furthermore, female firefighters should expect appropriate behavior from all colleagues, separate
living accommodations for privacy, formal mentoring, opportunity for promotion, and properly
fitting work gear.
The SCC Region can learn lessons from neighboring fire departments that have recruited more
female firefighters. While San Francisco Fire Department continues to hire more female
firefighters, it was required to do so by a mandatory decree, yet today it has exceeded its goal. The
SCC Region can look to the SFFD for ideas on female recruitment and hiring.
Firefighting is one of the last professions to encourage women to participate.22 However, the CGJ
found that when the Mountain View Fire Department funded its effort to recruit female firefighters,
its efforts succeeded, and more women were hired.
Retired Deputy Fire Chief Curt Varone has worked more than 40 years as a firefighter and writes
a blog on fire law. He stated:
How do you change that frat house culture? That’s what we’re wrestling with. We’ve
been fiddling around with this for 40 years and we’re continuing to have the same
problems. We need to look at what is leading to the lack of women in the fire service.
Hearts and minds have not changed on this issue and that’s the only way we’re going to
see progress.23
The heart of Silicon Valley lies in diversity and innovation. While the Office of Women’s Policy
in Santa Clara County states societal perception and governmental policies require deliberate and
measured action, some county fire departments have fallen short.24 If Santa Clara County can
cultivate an environment that leads to hiring more women firefighters, it will find its way to
equitable female representation in the county. More diverse fire departments in the SCC Region
would encourage other Santa Clara County fire departments to change their view, and the balance
of genders may inspire additional counties to do so as well.
22 2017-2018 Los Angeles County Grand Jury Final Report, p. 9.
23 Robert McCoppin, et al., “Female Firefighters Still Fight for Equality: ‘We’re Assumed Incompetent’,”
accessed June 27. 2020, https://www.govtech.com/em/disaster/Female-Firefighter-Still-Fight-for-Equality-Were-
assumed-Incompetent.html.
24 County of Santa Clara Office of Women’s Policy, “Status of Women and Girls in Santa Clara County,”
August 2018, p. 3, accessed October 16, 2020,
https://www.sccgov.org/sites/owp/publications/Documents/StatusofWomenandGirls2018pdf_web.pdf.
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REQUIRED RESPONSES
Pursuant to Penal Code sections 933 and 933.05, the Civil Grand Jury request responses as follows:
From the following governing bodies:
Responding Agency Finding Recommendation
City of Mountain View 1b, 2, 3, 4a, 5, 6 1, 2, 4a, 5, 6
Responding Agency Finding Recommendation
City of Palo Alto 1a, 2, 3, 4b, 5, 6 1, 2, 4b, 5, 6
Responding Agency Finding Recommendation
Santa Clara County Central Fire Protection
District
1a, 2, 3, 4a, 5, 6 1, 2, 4c, 5, 6
Responding Agency Finding Recommendation
City of San José 1a, 2, 3, 4a, 5, 6 1, 2, 4d, 5, 6
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This report was ADOPTED by the 2019-2020 Santa Clara County Civil Grand Jury
on this 17th day of December, 2020.
_____________________________
Ms. Karla Fukushima
Foreperson
Page 1 of 5
March __, 2021
Honorable Theodore C. Zayner
Presiding Judge
Santa Clara County Superior Court
191 North First Street
San Jose, CA 95113
RE: City of Palo Alto Response to 2019-2020 Santa Clara County Civil Grand Jury Report: Why Aren’t
there More Female Firefighters in Santa Clara County?
Dear Honorable Judge Zayner,
The following is the City of Palo Alto’s response to the above-mentioned Grand Jury Report pursuant to
California Penal Code 933(c) & 933.05 (a) & (b) to respond to the Findings and Recommendations listed
below.
Civil Grand Jury Finding 1a: Recruiting
A lack of effort to recruit female firefighter candidates to apply for positions in Palo Alto, Santa
Clara, and San Jose Fire Departments has resulted in very few female firefighters being hired.
City of Palo Alto Response:
The City agrees with the finding. Further efforts to recruit female firefighters may increase the
number of female candidates applying to become firefighters. Industry-wide there is an
underrepresentation of females who consider firefighting as a career. Additional outreach and
education on a career in the fire service could also raise the number of female applicants.
Civil Grand Jury Recommendation 1a:
Palo Alto, Santa Clara County Central Fire Protection District, and San José Fire Departments should
develop, fund, and implement a plan to increase recruiting efforts to grow their number of female
firefighters. Individual plans should be developed by June 2021.
City of Palo Alto Response:
The City will develop a plan to enhance recruiting efforts, but it will not be completed by June
2021 for budgetary reasons related to the pandemic. The extraordinary circumstances in 2020
required the City to implement a hiring freeze and reduce staff and community services. In
addition, the Fire Department incentivized retirements of eligible firefighters to decrease the
number of layoffs of firefighters. For fiscal year 2021-2022, the City anticipates a continuation of
Page 2 of 5
the hiring freeze as well as making further service reductions in each department including fire
services.
Civil Grand Jury Finding 2: Mentoring
Talent and knowledge are lost or wasted if organizations do not create a mentoring program.
Mentoring potential recruits and firefighters currently is voluntary, loosely defined, and unpaid,
which hampers recruiting efforts in the SCC Region.
City of Palo Alto Response:
The City agrees with the finding. Knowledge transfer is valuable to teach our next generation of
firefighters – to learn and be inspired. Mentoring programs can be a successful tool to prepare
and teach potential recruits and firefighters. Mentoring also has personal and professional
benefits on the mentor. City of Palo Alto Firefighters participate in internal and external
mentoring of potential recruits and probationary firefighters.
Civil Grand Jury Recommendation 2:
Fire departments in the SCC Region should develop, fund, and implement mentoring programs.
Mentors should advise and guide potential recruits, new recruits, and current firefighters.
Mentoring programs should include visits to local schools and organizations to demonstrate
encouragement of female candidates. Individual plans should be developed by June 2021 by
Mountain View, Palo Alto, Santa Clara County Central Fire Protection District, and San José Fire
Departments.
City of Palo Alto Response:
The recommendation has been implemented. The Palo Alto Fire Department participates in
both internal and external mentoring programs.
All City of Palo Alto probationary firefighters are provided a mentor through their 18-month
probationary period. Mentors are experienced Palo Alto firefighters who offer guidance and
training to probationary firefighters. Mentors are expected to meet monthly and are assigned to
mentees for multiple reasons such as aptitude, shift, and availability. The mentorship of
probationary firefighters provides an additional avenue for professional growth outside of their
assigned Captain. Mentors help establish and reinforce best practices and encourage openness
and candor. The Fire Department is currently updating the guiding procedures for the
mentorship program.
Additionally, the Fire Department participates in external mentoring programs. In conjunction
with the College of San Mateo, the Palo Alto Fire Department sponsors a one year Cadet
Firefighter program.. The City’s participation in this program is funded through the Fire
Department’s training budget. Until her recent retirement, the City’s participation in the Cadet
Program was run by a female Palo Alto Fire Captain. This program focuses on individuals who
are interested in a career in Fire Service and allows Cadets to gain hands on knowledge and
experience. Palo Alto’s cadets for 2021 include 7 men and 2 women.
The Palo Alto Fire Department is also registered with the Firefighter Candidate Testing Center
(FCTC) a program run by the California Joint Apprenticeship Commission. This committee is a
labor/management commission that focuses on recruitment and mentorship of women who
want to become firefighters.
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Civil Grand Jury Finding 3: Opportunity for Promotion
Although there is an insufficient pool of women firefighters, the SCC Region fire departments are
promoting women to management positions.
City of Palo Alto Response:
The City agrees with the finding.
Civil Grand Jury Finding 4b: Accommodations
The Palo Alto Fire Department did not respond to the CGJ requested survey regarding
information about their facilities.
City of Palo Alto Response:
The City agrees with the finding. The absence of this information in the report was
unintentional. Palo Alto Fire Department collected but mistakenly left this information out of
the survey that was submitted to the Civil Grand Jury. At the time of the survey the data was the
following:
As indicated in the Civil Grand Jury Report, there were two new fire stations in progress at the
time of the survey. In early of 2020, the City opened fire station #3 which increased our numbers
in the areas of separate dorm locker rooms and restrooms with showers (see image below).
Civil Grand Jury Recommendation 4b:
The Palo Alto Fire Department should perform a self-evaluation of its eight fire stations and
report on whether separate locker rooms, dorms or restrooms with showers for women are
available and, where those accommodations are lacking, the City of Palo Alto should develop a
plan to create better privacy for all firefighters. This plan should be developed by June 2021.
Page 4 of 5
City of Palo Alto Response:
The recommendation has been implemented.1 The City is cognizant of the current state of
managing privacy and honoring the privacy of all gender and gender identities. Our newer fire
stations are built with this focus in mind and the City has the following approach for our stations
after evaluation.
Station #8, located in Foothills park, has one restroom, two dorms, and does not have a locker
room for firefighters. This station is rarely staffed. On a typical year, the foothills station is
staffed for approximately 10 days over the fire season (a 4-5-month period) and usually with
limited hours from 08:00 – 20:00 (8pm). Based on the recommendation, the Fire Department
will submit a request for a review of this accommodation from the City’s Public Works
Department.
The remaining station that does not have separate locker rooms is Stations #6, located on
Stanford University’s campus. The City of Palo Alto has a contract for fire services with Stanford
University and Palo Alto Fire Department personnel occupy a fire station on the university’s
campus. Stanford facilities are not operated by City staff. Stanford facilities staff will be made
aware of the outcome of the Civil Grand Jury Report and the recommendations provided.
Civil Grand Jury Finding 5: Work Environment
Although every SCC Region entity has a non-discrimination policy, the unique work setting of a
fire department coupled with the low number of women in fire service presents out-of-the
ordinary workplace challenges because they live together and rely on each other during life-or-
death situations. These unique features of this workplace make it more challenging for women
to report discrimination and/or harassment.
City of Palo Alto Response:
The City agrees with the finding.
Civil Grand Jury Recommendation 5:
To address the unique challenges of promoting a gender-inclusive work culture for women in the
setting of a fire department, each fire department in the SCC Region should develop city- or
county- approved plans that focus on the remedies to the challenges of the fire service workplace
for women. These plans should be developed by the Mountain View Fire Department, Palo Alto
Fire Department, Santa Clara County Central Fire Protection District, and San José Fire
Department by June 2021.
City of Palo Alto Response:
The recommendation has been implemented. As described in the City’s Anti-Harassment Policy,
the City believes that prevention is the best tool for the elimination of harassment. Harassment
in the workplace is a nationwide issue and the City of Palo Alto is committed to taking all steps
necessary to prevent harassment from occurring.
1 The Civil Grand Jury Recommendation 4b mistakenly states the City has eight fire stations. The City of Palo Alto
only has seven fire stations: #1, #2, #3, #4, #5, #6, #8.
Page 5 of 5
Steps to prevent and correct workplace harassment include affirmatively raising the subject
through training and written policy, expressing strong disapproval of inappropriate conduct, and
developing appropriate sanctions. In Palo Alto, employees are empowered to report concerns
through multiple channels. Reports can be made verbally or in writing to their immediate
supervisor, any supervisor within or outside of their department, a department director, and/or
to Human Resources. It is the supervisor’s job to be aware of employees’ interactions in the
workplace and enforce the City’s Anti-Harassment Policy.
Reports of unwelcome conduct are thoroughly investigated and, where founded, appropriate
disciplinary action up to and including termination will be taken. Retaliation against a person
bringing a complaint or participating in an investigation of a complaint is strictly prohibited.
Because the City is committed to a workplace free from harassment of any kind, the City’s Anti-
Harassment policy sets a higher standard for behavior than is set by the law.
Civil Grand Jury Finding 6: Gear
Due to ill-fitting uniforms and gear, women are not on a similar footing as their male
counterparts. Women should feel secure in their everyday uniforms and formal wear and, for
safety reasons, have properly fitting gear when engaged in firefighting.
City of Palo Alto Response:
The City disagrees with the finding that the current uniforms and gear are ill fitting for women
putting them on dissimilar footing as their counterparts. Firefighter day uniforms are unisex and
are individually tailored to the firefighter at no cost to the individual. Personal Protective
Equipment is also unisex and tailored to fit the individual. Other safety equipment such as
helmet and gloves are unisex, customizable and come in a variety of sizes.
Civil Grand Jury Recommendation 6
All fire departments in the SCC Region should make correctly fitting uniforms for women
available and ensure that a sufficient supply of firefighting and specialty gear is available in
women’s sizes at the time they begin work. This plan for procurement should be implemented by
June 2021 by Mountain View Fire Department, Palo Alto Fire Department, Santa Clara County,
Central Fire Protection District, and San José Fire Department.
City of Palo Alto Response:
The recommendation has been implemented. The City provides and pays for uniform and
personal protective equipment tailoring for each firefighter. Gear such as medical gloves and
suppression gloves are unisex, customizable and differentiate by size. Safety gear such as
helmets and suppression gloves are cumbersome and bulky by safety design; however, the City
does offer a smaller less bulky helmet as an option for firefighters.
The Palo Alto Fire Department has in place a Uniform Committee which reviews all Personal
Protective Equipment issues that arise. Through this committee, firefighters can request or
recommend different styles of equipment for review. The Fire Department will encourage
participation in the committee that represents the department’s diversity.
1 of 1
TO: HONORABLE COUNCIL MEMBERS
FROM: ED SHIKADA, CITY MANAGER
DATE: MARCH 15, 2021
SUBJECT: AGENDA ITEM NUMBER 9- COLLEAGUES MEMO REGARDING REFERRAL TO THE
PARKS AND RECREATION COMMISSION FOR A NEW SKATE PARK
Due to agenda management needs, this item is being deferred to April 12, 2021.
_______________________
Ed Shikada
City Manager
9
City of Palo Alto (ID # 11863)
City Council Staff Report
Report Type: Informational Report Meeting Date: 3/15/2021
City of Palo Alto Page 1
Summary Title: Condominium Conversion Report
Title: Rental Residential Vacancy Rate Determination for Three Plus Dwelling
Units for Calendar Year 2020
From: City Manager
Lead Department: Planning and Development Services
Recommendation:
This is an informational report and City Council action is not required.
Executive Summary:
This staff report transmits the biannual reporting of the vacancy rates of three or more
residential rental units for December 2020. The vacancy rate is 2.80%. When the vacancy rate is
less than the three percent threshold, applications to convert residential rental units to
ownership units through the subdivision process are not eligible for consideration.
Background:
The vacancy calculation is prepared twice a year to meet the requirements of Palo Alto
Municipal Code (PAMC) Section 21.40.0401, Determination of Vacancy Rate and Surplus. The
code Section states the following:
“In April and November of each year, the director of planning and community
environment shall determine from the city utility meter records the vacancy rate and the
vacancy surplus, if any, within the city limits. New market-priced rental units available to
the general public, for which a certificate of use and occupancy has been issued since the
last vacancy survey, shall be added on a unit-for-unit basis either to reduce the vacancy
deficiency or to increase the vacancy surplus”.
1 Municipal Code Chapter 21.40: https://codelibrary.amlegal.com/codes/paloalto/latest/paloalto_ca/0 -0-0-19994
City of Palo Alto Page 2
All condominium conversions involving three or more rental units are subject to the provisions
of PAMC Chapter 21.40. Vacancy surplus in this chapter of the code is defined as the number of
rental units being offered for rent or lease exceeding the three-percent vacancy rate. If there is
a vacancy surplus as of the most recent determination, an application for a subdivision to
convert rental units to ownership units may be filed with the City.
The Planning and Development Services Department has tracked the residential rental vacancy
rate of three or more units since 2002. Historically, the vacancy rate varied from 1.2 to 1.8
percent and has not reached three percent yet.
Discussion:
The purpose of monitoring the vacancy rate and enforcing PAMC Chapter 21.40 is to maintain a
reasonable balance of rental and ownership housing in the City in the variety of tenure, type,
price, and location of housing. The condominium conversion regulations also protect the supply
of multi-family rental housing stock in the city for low- and moderate-income families, and
reduce displacement of tenants, particularly seniors and families.
Staff prepares the vacancy rate calculations using various data sources. As per the directions
provided in PAMC Section 21.40.040, staff uses the City of Palo Alto’s utility meter records to
access total number of “active” multi-family apartments. Bureau of the Census ACS 2010 data is
used as a baseline for the total rental stock data in Palo Alto. Changes (addition or demolition)
to the total rental dwelling unit stock are tracked by staff biannually using building permit data
to generate the vacancy rate.
Attachment A provides the vacancy rate data from 2002 to the present.
Changes to Utility Deaprtment’s Billing System
In November 2020, the City’s Utility Department upgraded their data recording system. This
major system upgrade was necessary to accommodate data st orage and software issues. As a
consequence of this system change, some data reconciliation and adjustments were made to
the old data loading system. This adjustment resulted in updated (higher) figures for the Total
Active Apartment counts and Active Multi-Family counts from previous year's reporting. Staff
continue to rely on the Utility’s data for vacancy reporting, as it remains the most accessible
and consistent methodology for making this determination.
For the December 2020 data reporting cycle, the multi-family rental vacancy number is 2.80 %
(based on reconciled data source). This number, though higher than previous year’s reporting,
is still less than the three percent requirement threshold. The current approximate rental unit
stock for three-plus unit buildings is 8,057.
City of Palo Alto Page 3
Policy Implications:
This report is prepared as a requirement for Municipal Code 21.40.040 .
Timeline:
This informational memo is prepared twice a year for Planning division staff use. The next
report will be prepared in July 2021.
Stakeholder Engagement:
Noticing and public engagement is not required for report based on data analysis.
Environmental Review :
This is an informational report and environmental review is not required.
Attachments:
Attachment A: City of Palo Alto's Rental Vacancy Rate from 2002-2020 (PDF)
Source: City of Palo Alto Utilities Department Data, Bureau of the Census ACS 2010 data, and Accela Data.
Table 1: City of Palo Alto's Rental Vacancy Rate from 2002-2020
Year
Total Rental
Housing
Dwelling Units
Average
Yearly
Vacancy
Rate
Approximate
Number of
Vacant Unit
Number of
Vacant Units if
Vacancy Rate
were 3%
Vacancy
Deficiency in
Dwelling Units
2002 7602 1.86% 141 228 87
2003 7605 1.47% 112 228 116
2004 7616 1.56% 119 228 109
2005 7613 1.75% 133 228 94
2006 7613 1.56% 119 228 113
2007 7613 1.70% 130 228 98
2008 7622 1.99% 152 228 77
2009 7622 1.87% 143 229 86
2010 7655 0.88% 67 230 163
2011 7690 1.04% 81 228 150
2012 7729 1.03% 80 232 152
2013 7819 1.29% 101 235 134
2014 7819 1.21% 95 235 140
2015 7901 1.22% 92 237 119
2016 7912 1.45% 118 237 119
2017 7928 1.58 131 238 107
2018 7928 1.52% 132 238 106
2019 7931 1.83% 141 238 96
2020 (June) 7988 1.67% 133 239 106
2020 (December 2020) 8057 2.8% 226 242 16